D1.2 Common Assets Identification and Character Is at Ion

FIREBALL D1.
2
STATUS: FINAL, VERSION: 1.0, SAVED: 21 APRIL 2012
COORDINATING ACTION
FP7-ICT-2009-5
D1.2 – COMMON ASSETS IDENTIFICATION

AND CHARACTERISATION (M24)
STATUS: VERSION: FINAL
This document reports the results of FIREBALL WP1 Task1.2 Common Assets
Identification and Characterization. This deliverable focuses on identification of
common assets (e.g. facilities, methods, communities, open data) that can be
made available and shared by different constituencies related to Future Internet,
Living Labs and Smart Cities. We present an overview of such common assets
based on several cases. Common assets form the basis for the smart cities
innovation ecosystem infrastructure.
ABOUT FIREBALL ATTRIBUTES OF THIS OBJECT

The over-all objective of the FIREBALL project Project Type Coordinating Action
is to coordinate and align methodologies and Project name FIREBALL
approaches in the domains of Future Internet Project ID FP7-ICT-2009-5
(FI) research and experimentation testbeds Deliverable D1.2 (M24)
and user driven open innovation towards
Deliverable name Common Assets Identification and
successful innovation in smart city
Characterization
environments.
Work package WP1, Task 1.2
In doing so, and in covering the whole FI Version 1.0 (submitted to EC)
research and innovation value chain driven by Status Final
smart cities being the users of the FI, Responsible org. ESoCE Net
FIREBALL aims to establish effective forms of Creators Hans Schaffers, ESoCE Net (Ed.)
cooperation across the FI innovation value Michel Corriou, Pierre François,
chain, creating synergies and cooperation Yves Savary (MN); Esa Posio
practices among different research and (CIE); Marc Pallot, Brigitte
innovation communities related to the FI. Trousse, Bernard Senach, Caroline
Tiffon (INRIA); Kim Viljanen, Antti
www.fireball4smartcities.eu Poikola, Pekka Koponen (Forum
Virium / City of Helsinki); Esteve
Almirall (ESADE); Annika Sällström
(CDT); Nicos Komninos (URENIO);
Dave Carter (MDDA).
Submitted 23.04.2012
Approved date
Approved by <receiving EC person>
Dissemination PUB
Framework programme 7 Coordinating Action FIREBALL

Challenge 1 Page: 1 (143) FP7-ICT-2009-5
www.fireball4smartcities.eu
FIREBALL D1.2
SECT. CONTENT PAGE
1 INTRODUCTION 3
1.1 OBJECTIVE AND CONTEXT OF THIS REPORT 3
1.2 OVERVIEW 3
2 OVERVIEW PAPER ON COMMON ASSETS 4
2.1 INTRODUCTION 4
2.2 BACKGROUND 5
2.3 METHODOLOGICAL FRAMEWORK 6
2.4 CASE STUDIES OF FIRE, IOT AND LIVING LABS COMMON ASSETS 6
2.5 COMMON ASSETS OPENNESS, ACCESS AND GOVERNANCE 13
2.6 COOPERATION MODELS BUILDING ON OPEN ACCESS MECHANISMS 15
2.7 DISCUSSION AND CONCLUSIONS 16
3 NICE CÔTE D’AZUR COMMON ASSETS CASE STUDY 18
3.1 OVERVIEW 18
3.2 ICT 19
3.3 HEALTH 20
3.4 EDUCATION 21
3.5 SMART CITY 24
3.6 RESEARCH 26
3.7 LIVING LAB AND USER COMMUNITIES 28
3.8 ENABLERS 30
3.9 REGIONAL ASSETS 32
4 HELSINKI COMMON ASSETS CASE STUDY 35
4.1 INTRODUCTION 37
4.2 AN OPEN CITY WITH SMART PEOPLE 39
4.3 A COMPLEX GIANT 51
4.4 THE CITY OF DATA 59
4.5 LESSONS LEARNED 67
4.6 LITERATURE 68
5 OULU COMMON ASSETS CASE STUDY 69
5.1 INTRODUCTION 69
5.2 AVAILABLE ASSETS 69
5.3 COLLABORATION MODELS 95
5.4 ACCESSIBILITY 95
6 BRETAGNE COMMON ASSETS CASE STUDY 96
6.1 INTRODUCTION 96
6.2 OVERVIEW OF COMMON ASSETS 96
6.3 DETAILED ASSETS DESCRIPTIONS 98
6.4 IMAGINLAB TESTBED DESCRIPTION 99
6.5 IMAGINLAB LIVING LAB DESCRIPTION 102
6.6 SERVICES PROVIDED BY THE ASSETS 103
6.7 CURRENT UTILIZATION OF THE ASSETS 104
6.8 ROLE OF THE ASSETS IN THE SMART CITY INNOVATION ECOSYSTEM 104
6.9 LINKAGE OF THE ASSETS TO OTHER ASSETS 104
6.10 USE CASE WITH LANNION SMART CITY 105
6.11 USE CASE WITH BREST SMART CITY 107
6.12 OPEN DATA OPPORTUNITIES & SMART CITIES 110
6.13 ANNEX A: USER PANEL ANALYSIS 113
7 BARCELONA COMMON ASSETS CASE STUDY 119
7.1 OVERVIEW 119
7.2 COMMON ASSETS DESCRIPTIONS 119
8 THESSALONIKI COMMON ASSETS CASE STUDY 129
8.1 BROADBAND 129
8.2 WEB APPLICATIONS AND E-SERVICES 130
9 MANCHESTER COMMON ASSETS CASE STUDY 136
9.1 INTRODUCTION 136
9.2 DIGITAL DEVELOPMENT IN MANCHESTER 137
9.3 MANCHESTER ROADMAP 139
10 CONCLUSIONS AND FOLLOW-UP 141
REFERENCES 143

FIREBALL D1.2
1 INTRODUCTION
1.1 OBJECTIVE AND CONTEXT OF THIS REPORT

Smart Cities innovation ecosystems are based on an infrastructure for
innovation. This infrastructure is built upon what within FIREBALL we are calling
“common assets”: resources of various types that can be selected, combined,
shared and used by those who want to engage in living labs innovation projects.
In this report, common assets types such as technical infrastructures, user
driven open innovation methods and tools, test bed facilities and user
communities are identified and characterized based on a number of cases. The
characterization results into an overview and analysis how configurations of such
common assets can be tailored to the needs and requirements of Smart Cities.
The work reported in this deliverable forms the basis for describing mechanisms
for access and governance of the common assets (D1.3). Also it is of relevance
to, and has been developed in close coordination with, the Landscape and
Roadmap as developed in D2.1, which contains a number of “Smart City” case
studies where common assets are being studied as well.
The work presented in this deliverable has been subject of several FIREBALL
workshops where the concept of common assets has been discussed and
elaborated:
• Future Interne Assembly (FIA) conference, Ghent, December 2010, workshop
on “Smart Cities and Future Internet Experimentation”. Workshop jointly
organized with FIRESTATION.
• Future Internet Assembly (FIA) conference, Budapest, May 2011, workshop
on “Smart Cities and FIRE: Experimentation and Living Labs for the Future
Internet”. Workshop jpointly organized with FIRESTATION.
• ICE 2011 conference, June 2011, Aachen: workshop “Common Assets for
Smart Cities Living Labs Innovation: IT Infrastructures, methods and user
communities”.
The work has been subject of elaborate discussions with FIA members and also
has resulted in a joint proposal for a Support Action in FP7-ICT (currently under
evaluation).
1.2 OVERVIEW
Section 2 presents an overview of the common assets concept illustrated with
some examples (paper presented at the ICE 2011 conference and published at
IEEE Xplore).
Sections 3-8 bring together a number of cases of common assets identification.
• Nice Côte d’Azur (prepared by partner INRIA)
• Oulu (prepared by partner CIE)
• Barcelona (prepared by partners ESADE)
• Bretagne (prepared by partner MN)
• Thessaloniki (prepared by partner Urenio)
• Manchester (prepared by partner MDDA).
Finally, the report formulates conclusions and follow up in section 9, and
provides References in section 10.

FIREBALL D1.2
2 OVERVIEW PAPER ON COMMON ASSETS

This chapter presents an extended version of the paper that was accepted for the
17th International Conference on Concurrent Enterprising ICE 2011 (June 2011,
Aachen). Published at IEEE Xplore: http://ieeeexplore.ieee.org/
Integrating Living Labs with Future Internet Experimental

Platforms for Co-creating Services within Smart Cities
Hans Schaffers (ESoCE Net), Marc Pallot (INRIA), Annika Sällström (CDT), José
Hernandez-Muñoz (Telefónica), Roberto Santoro (ESoCE Net), Brigitte Trousse (INRIA)
Abstract
This paper examines the potential integration of living labs concepts of open and user driven
innovation with Future Internet experimentally driven research approaches, in order to
accelerate the user-driven development towards Smart Cities and Smart Regions. The need
to enhance user support and involvement in experimental research, and provide access to
common resources, such as testbed facilities and living lab resources, constitute the two key
issues in the process of integration. To study these issues we discuss three case studies
from current FP7-ICT projects: SmartSantander, TEFIS and ELLIOT. On the basis of the
study outcome, this paper describes a framework towards the development of Smart City
experimental environments integrating both research and innovation. These environments
are intended to provide access, share and integrate common capabilities, resources,
facilities and methods from the domains of Living Labs, FIRE and Internet of Things
testbeds.
Keywords
Future Internet, Experimental Facilities, Framework, Living Labs, Experimentation, Internet
of Things, Smart Cities
2.1 INTRODUCTION
Exploring, experimenting and evaluating Future Internet (FI) concepts,
technological artefacts and scenarios is not a trivial challenge due to the
complexity of issues and diversity of stakeholders. This is especially true when
several research communities are involved in this process through different
research streams and methodology traditions such as ‘Future Internet Research
and Experimentation’ (FIRE), ‘Living Labs’, ‘Internet of Things’ (IoT) and ‘Smart
Cities’, to cite a few. Further to this, engaging all stakeholders, including
communities of users/citizens, for co-creating Future Internet value in solving
important societal issues, makes it even more complex. Today, involving users in
research, design and innovation processes constitutes a fast growing topic as
shown by the exponential growth of the European Network of Living Labs
(ENoLL) with currently more than 200 Living Labs. However, Living Labs need
technology platforms such as the ones proposed by the FIRE project community
and IoT testbeds where stakeholders can co-create, explore, experiment and
evaluate new scenarios such as energy management, smart mobility,
environment monitoring and homecare services that contribute to turn traditional
cities into Smart Cities. The challenge is therefore to identify how to properly
articulate Living Labs with FIRE and IoT testbeds in order to make sure that
Future Internet innovative services will meet the expectations and desires of user
communities.
This paper looks at insights and emerging experiences regarding the integration
of Living Labs, Future Internet and Internet of Things platforms targeting service
innovation, based on-going FP7 ICT project cases in particular TEFIS,
SmartSantander and ELLIOT. A key objective is to propose a framework towards

FIREBALL D1.2
the development of Smart Cities experimental environments based on such

integration, with emphasis on mechanisms to ensure easy access and
governance of common research and innovation resources. Based on these
project cases and on mechanisms for openness and access to common resources,
we explore new ways of collaborative innovation among stakeholders.
2.2 BACKGROUND
A city can be termed “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” [Caragliu a.o. 2009].
Whereas the current Internet and broadband infrastructure is already an
indispensable component of urban innovation ecosystems nowadays, the
emerging Future Internet constitutes a key infrastructural requirement for the
future to fulfil the promise of the smart city concept. Such innovation ecosystems
will facilitate the co-creation of services, in environments that stimulate open
innovation and early end-user involvement.
Therefore, a challenge of paramount importance is to bring together the
methodological approaches of Future Internet and of Living Labs within the policy
setting of Smart Cities. Current FIRE projects are setting up federated and
interconnected experimental facilities for enabling experimental research.
Primarily, the FI experimental research aims at investigating and validating
innovative networking architectures and service paradigms. Several projects are
targeting technologies and service concepts of high importance for end-user
applications, such as Panlab (Web TV over mobile), TEFIS (mobile content
sharing), Bonfire (on-demand applications) and Smart Santander (Internet of
Things experimental facilities at urban scale). Other projects in FP7-ICT as well
as in the CIP ICT-PSP also address Internet technologies, such as Internet of
Things and sensor networks, and promote end-user involvement in co-creation,
exploration, experimentation and evaluation (ELLIOT, Peripheria). We also refer
to the C@R Integrated Project [Schaffers, García, Navarro, Merz (eds.) 2010]
and the currently running Apollon project because both provide examples of
sharing diverse resources, such as technologies, service components, platforms,
living lab facilities and business ecosystem concepts across multiple pilots at
different locations.
The ability to assess the impact of technological changes to the Internet in
socioeconomic terms is considered by the FIRE community as an essential
element. For that purpose it is necessary to involve user communities on a large
scale at an early stage of development. Whereas FIRE stakeholders have been
mainly targeting experimentation services to the R&D community, they have
observed a need to enhance end-user support and involvement, which is
considered as a relatively new and untested concept. They currently investigate
in how far they can benefit from the methodologies of mature living labs, for
example as developed and applied within the European Network of Living Labs1.
In a Living Lab, relevant stakeholders are integrated in a flexible service and
technology innovation ecosystem. Bringing users at an early stage into the
research and innovation process allows all stakeholders, including businesses
and industry, to better discover new scenarios and emerging patterns of
behaviours as well as new usages, and to assess the socioeconomic implications
of emerging technological solutions. In turn, Living labs may benefit from the
available technological facilities provided by FIRE experimental research projects.
1
www.openlivinglabs.eu

FIREBALL D1.2
2.3 METHODOLOGICAL FRAMEWORK

This paper reports three short case studies, illustrating the interaction potential
and integration of experimental research on the Future Internet as well as living
labs methodologies. These case studies also provide insights in the effective
integration, use and sharing of both Future Internet, IoT and living labs
resources. Such resources or “assets” include technologies, methods,
experiments and instrumentations, technologies, facilities, user groups. The
table below (see Table 1) presents the typology of common resources and
services offered by the resources.
Resource type Services offered

Network infrastructure Broadband communication, enabling high bandwidth applications
Testbed facilities Software /hardware platform for technology testing
Testbed methods Testing and validation process
Living Lab facilities User driven applications development
Living Lab methodology User engagement, cyclic development, action research, data collection
Human capital Expertise, know-how (Future Internet, applications, business)
User community Availability of advanced users for experimentation and evaluation
Collaboration platform Enabling interaction between users, developers, stakeholders
Technologies, know-how Application opportunities
Public data / information Information, applications
Policy resources Access to funding opportunities, organizational capabilities, networking
enablers, innovation policies and programs
Capability to develop and Capability to initiate and develop Future Internet and Living Labs projects
run pilots to support smart city objectives
Social capital Actor networks and actor relations
Table 1: Common assets for Future Internet experimentation and Living Labs
Assets include human, technological and infrastructural resources (capital goods)

that are underlying the smart city. Assets may include network infrastructures,
experimentation facilities, living labs, know-how and technologies, human
capital, user communities, as well as the assets embodied in the existing
research and innovation ecosystem. The three cases focus on identifying the
resources, named “common assets” that are available to facilitate, when made
accessible and shared, the transformation towards a “Smart City”. They result in
the identification and typology of common resources and of interfaces and
linkages across the experimental research approaches and living lab
methodologies. According to this bottom up approach, the case studies provide
also a set of requirements for realising the integration in next-phase projects. We
aim to develop and propose a collaboration framework for sharing resources and
methodologies that would guide future projects aiming to accelerate the Future
Internet development towards smart cities at the EU scale.
2.4 CASE STUDIES OF FIRE, IOT AND LIVING LABS COMMON ASSETS
In several projects, attempts are made to integrate FIRE, IoT and living labs
resources. The following cases will be presented in this paper in order to gain
insights and experiences and draw lessons learned:
• SmartSantander: A city-scale experimental research facility in support of
typical applications and services for a smart city.
• TEFIS (Testbed for Future Internet Services). A single access point to run
Future Internet experiments by combining different testbed resources.

FIREBALL D1.2
• ELLIOT (Experiential Living Lab for the Internet of Things): An Internet of

Things experiential platform where users / citizens are directly involved in the
research and innovation process.
SmartSantander: A City-wide Experimental Facility
The SmartSantander research facility will be sufficiently large, open and flexible
to enable horizontal and vertical federation with other experimental facilities and
to stimulate the development of new applications by different types of users,
including experimental advanced research on IoT technologies, and realistic
impact assessment based on users’ acceptability tests. The facility will comprise
more than 20,000 sensors and will be based on a real life IoT deployment in an
urban setting. The core of the facility will be located in the city of Santander and
its surroundings, on the north coast of Spain. SmartSantander embraces the idea
of enabling the Future Internet of Things to become a reality applying a living
labs approach.
Although the main target of SmartSantander is research oriented to create a
large-scale testbed allowing open experimentation with key enabling IoT device
technologies, it is obvious that such a kind of realistic setting grants the potential
of involving real end-users in the experimentation process. There is a long list of
potential applications identified by SmartSantander, in close cooperation with the
City Council and the Regional Government of Cantabria, as suitable to be
supported by the infrastructure being deployed. Most of them offer a big
environmental and social potential: parking spaces and traffic control,
environmental management and monitoring (pollution, CO2, noise, etc.), public
installations management (heating, A/C, lighting, etc.), public transportation,
parks and gardens control (irrigation, etc), social assistance (elderly, disabled,
etc.), etc. Due to time and budget limitations, during the execution of the project
just some specific services will be deployed in order to validate the asset
deployed. Other interesting services are expected to come up later on as a result
of parallel initiatives linked to the project at the regional level, as the project is
committed to ensure the availability of the infrastructure beyond the end of the
project.
The asset will be operated and maintained by the consortium during the
execution of the project. After that period, several solutions are being
considered. Among the choices that are being currently envisaged, and will be
further analized, are the creation of a new legal entity for its exploitation, and/or
the transfer of both maintenance obligations and ownership to a third party. In
both cases, the use of the asset would have to be bound to legal and financial
conditions.
The benefits of the infrastructure addressed by the SmartSantander project are
two-fold:
• The deployed facility will enable a wide range of experimentations,
supporting different technology aspects and catering for different user groups
(researchers, service providers, and end users). Furthermore, through
FIRESTATION CA, the project collaborates with other FIRE projects to allow
the federation with their respective experimental facilities.
• SmartSantander aims at optimizing the societal benefits of investing to build
up such a city-scale infrastructure, so its been designed to support real life
services, useful to the citizen, at the same time it copes with its primary
target of providing an ambitious experimentation platform for the research
community. E.g. first cycle deployment will consist of a big number of
parking sensors able to provide support for experimentation of multi-hop
techniques on different topologies, and will also provide the City Council
means to control the proper use of the parking spaces reserved to disabled
people.

FIREBALL D1.2
Asset type Specification of the asset Shareable asset

Network Heterogeneous Wireless Sensor Network, It will be available under specific
infrastructure with specific experimentation capabilities conditions: experiments to be
allowing remote configuration of the carried out on top of it should
different types of nodes (sensors, repeaters, pass a ‘sanity test’ to ensure they
and gateways). do not compromise the
infrastructure itself. Deep
technological knowledge would be
required.
Software Basic applications for node configuration and Access to basic applications would
applications management in order to be able to validate be granted for experimentation
the operation of the system. Initial approach purposes in case it is required.
of first set of service oriented applications Applications for specific services
related to the management of the parking being competence of the
spaces. municipality not within the scope.
Innovation Currently not available. They will be Will be available in the future,
environments addressed during the execution of the based on a Living Labs approach.
user communities project, once the infrastructure is available, The access will be limited to non-
to involve third parties and end-users in the sensitive information to guarantee
creation of services based on the sensors’ personal data protection, and
data. prevent misuse of the information
provided.
Sustainability and Information of the outmost importance to The report analyzing potential
exploitation plan describe the models being considered within exploitation models will be also
the project, with emphasis on those more publicly available through the
suitable to guarantee the sustainability of project web-site at:
the infrastructure. http://www.smartsantander.eu.
Public data / A number of different information categories Open APIs for accessing data will
information will be opened up to the public, to enable be made available at three
the use of applications, and the different levels: research and
development of new ones. developers’ community, Service
Providers (ISPs), and end-user.
Table 2: Smart Santander Most Important Common assets
Apart form this, SmartSantander is aware of its potential to reduce time to

market for new services, by shortening required R&D cycles, providing a fast
end-user feedback for the assessment on socio-economic impact to the European
researchers and service developers, and helping to make technology benefits
more visible to the EU citizens. This will be facilitated by the deployment of novel
IoT solutions and application pilots on a realistic target environment involving
real end-users. Besides, early end-user exposure to the first applications and
services based on IoT technologies can encourage its adoption and lower the
boundaries of social acceptance by the public, which often acts as an inhibitor of
technological advance.
By the time this paper was prepared, the first deployment phase was being
carried out in Santander. By June 2011, most part of the first 2,000 sensors
corresponding to the first phase of the project will have been deployed across the
city. Using this preliminary approach to the final testbed, the project will issue
the first Open Call to select proposals to be funded in order to run experimental
research on top of it. At the same time, end-user perception with regard to the
first services will be analyzed by means of surveys among the citizenship, and
some services related to specific urban mobility use-cases will be further
improved under a Customer Driven Innovation approach (CDI). These
methodologies are also common to most Living Labs experiences. In the future
stages of the project, and once the assets become progressively and publicly
available, it is expected to involve wider communities in the usage of the
infrastructure.

FIREBALL D1.2
TEFIS: Future Internet experiments by combining different testbed

resources
The TEFIS Integrated Project supports research on various future large-scale and
resource-hungry Internet service technologies. It offers an open platform to
access heterogeneous and complementary experimental facilities, including living
lab facility, and testing tools to be used by service developers supporting the
service development life-cycle. TEFIS explores a scenario where experimenters
start a service development cycle in a living lab, developing a service concept
with end-users. Thereafter, service development and evaluation start in using
experimental facilities to test technologies. Finally the business model and
business concept can be co-developed with interested stakeholders including
end-users. TEFIS supports Future Internet of Services research by offering a
single access point to different testing and experimental facilities for
communities of software and business developers to test, experiment, and
collaboratively elaborate knowledge. The project develops an open platform to
access heterogeneous and complementary experimental facilities addressing the
full development lifecycle of innovative services with the appropriate tools and
testing methodologies. Through the TEFIS platform users will be supported
throughout the whole experiment lifecycle by access to different testing tools
covering most of the software development-cycle activities such as software
build and packaging, compliance tests, system integration, SLA dimensioning,
large-scale deployment, and user evaluation of run-time services. The platform
provides the necessary services that will allow the management of underlying
testbeds resources. In particular, it handles generic resource management,
resource access scheduling, software deployment, matching and identification of
resources that can be activated, and measurement services for a variety of
testbeds.
TEFIS is selected as example of bringing together Future Internet / IoT and living
labs resources for the purpose of smart city innovations or other desired
outcomes of the project because of the following:
• An experimental platform for Smart Cities development empowered by Future
Internet technologies
• An open framework that will allow efficient combination of various
experimental facilities to support the heterogeneity aspects of Future internet
experiments including the end-user involvement
• A platform to share expertise and best practices for higher “smartness” by
shared intelligence and experiences
Two main types of assets are available via TEFIS for future Smart Cities
experimentations: the TEFIS platform and the TEFIS testbed facilities provided
by testbed partners of TEFIS.
The following project case illustrates how in TEFIS resources are combined and
shared. This specific Future Internet experiment is combining experimental
resources from two different testbeds: the SQS IMS testbed in Spain and the
Botnia Living Lab in Sweden. The experiment is focused on a mobile application
over IMS, and is divided into three different phases of the service development
life-cycle: concept development, prototype development and Business model
definition. This experiment addresses the three main issues facing mobile
applications today. First, this experiment will explore end- user feedback to
check if the application is suitable for them. In the second step, they will use
testbed facilities as a validation tool, and in the third step, to find out the correct
business model for long-term sustainability.

FIREBALL D1.2
Asset type Specification of the asset Shareable asset

Network Planetlab: powerful infrastructure consisting of For sharing outside the
infrastructure 1018 nodes for testing and evaluation of network TEFIS CA of these assets
protocols and distributed systems on a large each Testbed facility
scale. provider has its own
PACA Grid: a computing infrastructure for large- regulation for sharing and
scale computations and a number of tools to access to their assets.
automatically deploy and execute distributed
applications and to monitor the progress of the
computation and retrieve the results.
ETICS: a build and test job execution system
based on the Metronome software and an
integrated set of web services and software
engineering tools to design, maintain and control
build and test scenarios.
SQS IMS: Assets: The emulated IMS platform
with IMS Core services, Presence and Group
management, Push-to-talk, IMS Messaging,
Instant messaging and Instant Multimedia
Messaging, GSMA video/image share and
enhanced VoIP and IMS Core Network emulator.
Wizards and templates included in the tools are
used for testing purposes.
KyaTera: A high speed network of over 266 km
of optical cables with 8 to 144 fibres and a
network measurement tool to measure network
status as bandwidth, jitter, delay, ping between
two nodes, packet loss etc.
Software The TEFIS platform is organized into four main The TEFIS platform it is
applications functional blocks: TEFIS Portal, TEFIS being developed under the
Middleware, TEFIS testbed connectors and TEFIS conditions of the Open
User tools.. The User tools will be external tools, License Terms.
which could not be free, that the TEFIS platform
can embed in a future next step
Innovation Botnia Living Lab: Research expertise in end-user These assets are available to
environments evaluation and testing, the FormIT methodology any user and access is
user communities for end-user involvement, a database of 6000 regulated depending on
creative end-users in Sweden and access to end- what kind of resources,
users around the world via 3rd parties. Handbooks are available
Sustainability and Assets above provided via the different actors of Framework for business
exploitation plan TEFIS are in use today in internal cases and with model creation,
external actors. Exploitation work is in progress development and evaluation.
on the networked offers for users of the facilities
and for the Tefis facility itself. A specific
framework is used for the exploitation and
sustainability processes.
Public data / Depending on users and each experiment data General information about
information can be made public. At the minimum general each experiment using the
information about each experiment is to be public TEFIS portal for their
available for knowledge sharing and visibility. performance.
Table 3: TEFIS Project Most Important Common assets
The experimenter has an idea of developing an application for content sharing

over IMS. The first step of the experiment is to get further insights from potential
end-users via Botnia Living Lab before starting the development and to be able
to prioritize their development efforts, they will then continue through to the
second phase where the experimenter has a first prototype available of the
application and is performing system acceptance testing (including functional
and non-functional) via the IMS testbed and usefulness and usabilty evaluation
with end-users via resources from Botnia Living Lab. In the third phase before
roll-out the experimenter will involve their potential business partner to work on
the business model definition and to elaborate on the business partnership. They
In this third phase both end-users feedback and network usage is monitored and
analysed. The phase involves resources from both Botnia Living Lab and from
the IMS testbed.
FIREBALL D1.2
Fig. 1: Overview TEFIS experimental procedure
The TEFIS platform is offering the following to support Future Internet

experiments: designing, planning, management of experimental workflow,
configuration assistance, experimental data management, reporting, knowledge
sharing with other experimenters and access to different testbed facilities and
service offers independent of geographical location.
ELLIOT: An Experiential Living Lab for the Internet of Things
The ELLIOT project aims to develop an IoT experiential platform where
users/citizens are directly involved in co-creating, exploring, experimenting and
evaluating new ideas, concepts and technological artefacts related to IOT
applications and services. It is intended to allow studying the potential impact of
IoT and the Future Internet in the context of the Open User Centred Innovation
paradigm and of the Living Lab approach within three different use cases. In this
paper the focus is on the green services use case that constitutes a building
block of environment monitoring in the Smart City. The green services use case
has its origin in the ICT Usage Lab, which is located in the South East of France
and is run in the urban community of Nice Cote d’Azur (NCA). The green services
use case is supported by local authorities and involves the local stakeholders
such as the local institution (AtmoPaca) for the measurement of air quality.
Citizens do not seem to feel so much concerned about air quality despite the
availability of advanced models (AtmoPaca) which can produce reliable indicators
as well as portals providing access to such measures. The main use of such data
seems to be limited to population alert (elderly people, children and people with
cardio-respiratory problems). The working hypothesis is that a citizen may better
engage in the use (if not even in the creation) of green services (services using
environmental data, in this case air quality and/or noise level) when being given
the opportunity to learn and use IoT set-ups that will allow a better appropriation
of the environmental data.
The Green Services is supported by INRIA (Sophia Antipolis), FING and VU Log
(France). The objectives of this use case are:
• To define within an open participative innovation process "green services" for
citizens and city administrators in charge of air quality and noise disturbance.
These green services will be based on the collection and processing of
collected pollution data and will allow users to tailor their own information
space about local pollution;

FIREBALL D1.2
• To study the feasibility of a distributed mobile network of pollution sensors to

collect environmental data;
• To study the impacts on citizens’ behaviour and recommendations related to
environment monitoring (e.g. pollution level).
Green Services are based on both fixed and mobile sensors (green watches and
electrical vehicles) and supported by a green services portal. Types of mobile
sensors used are the Green Watch (watch-embedded environmental sensors and
noise sensors to collect environmental data), and the Sensor Vehicle (electric
vehicles equipped with proper sensors to collect environmental data). Users
involved in this Green Services testbed are citizen (citizen from a given
neighbourhood, citizens with cardio-respiratory problems or sportsmen) and
other environment monitoring stakeholders (such as local policy makers,
environmental specialists, urban architects, etc.). ELLIOT Green Services
common assets are decribed in the table below (see Table 4).
Asset types Specification of assets Shareable assets
Technologies Distributed mobile network of pollution It is intended to open the access to
and sensors to collect environmental data. collected environmental data to citizens
infrastructures The Green Watch: watch-embedded and other stakeholders that they could
environmental sensors and noise co-create their own services.
sensors to collect environmental data;
Will be made available on the ICT
The Sensor Vehicle: electric vehicles Usage Lab web-site.
equipped with proper sensors to collect
environmental data.
Software Environmental data website such as Both websites are intended to be
applications AtmoPaca website for air quality in the publicly accessible.
PACA region.
Links will be included on the ICT
Green services website for supporting Usage Lab web-site.
citizens driven services such as mobility
services and wellbeing services.
Innovation The ICT Usage Lab constitutes the Access to local infrastructures and
environments multidisciplinary research and facilities such as Gerhome Lab,
user innovation ecosystem. Ubiquarium, Webusage Lab, FocusLab
communities and Mymed, will be made availability on
The ERIC (Espace Régionaux Internet
the ICT Usage Lab web-site.
Citoyens) local structure provides the
user communities, which are Internet Access to user communities, such as
Regional Spaces for Citizens. ERIC
Innovation and Participative Requirements techniques Available on the ICT Usage Lab web-
testing and serious gaming for supporting the site.
methodologies creativity and requirements workshops.
User engagement, cyclic development,
action research, data collection
Usage Mining and behavioural analysis
Ethnographic and ergonomic study
Sustainability & The sustainability of the infrastructure. Will be made available on the ICT
exploitation plan Usage Lab web-site.
Other assets The impact on local policies and citizens Will be made available on the ICT
(policy, funding, behaviour change will be reported. Usage Lab web-site.
partnerships
Partnerships and funding sources will
etc)
be reported.
Public data / Environmental data website such as Open APIs for accessing data will be
information AtmoPaca website for air quality in the made available.
PACA region.
Green services website for supporting
citizens driven services such as mobility
services and wellbeing services.
Capability to Develop and deploy Future Internet Capabilities will be made available on
develop and run services projects within Nice Cote the ICT Usage Lab website.
pilots d’Azur (NCA).
Table 4: ELLIOT Green Services Common assets

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2.5 COMMON ASSETS OPENNESS, ACCESS AND GOVERNANCE

Based on the cases presented, this section aims to provide a framework for
interested members from different Future Internet communities, Living Labs and
the Smart Cities community for sharing capabilities and resources offered by
existing smart city platforms, testbeds and living labs facilities. It provides
arrangements related to IPR management, legal issues and partnership
agreements to implement open innovation approach.
Common Assets Characterisation
The Common Assets to be made available to the members of the communities
are of a different nature ranging from know-how, to software, to user
communities, to tangible assets and require different business and legal
arrangements and access mechanisms. The following table 5 provides a
simplified typology of Common Assets and their characterization.
Asset Types Ownership IPR Access Access

conditions mechanisms
Technology
infrastructure
Software applications
User communities
Innovation
methodologies
Table 5: Typology of common assets characterisation
• Ownership. The legal entity owning the asset can make it available to the
Communities. Ownership can be joint as often is the case in research and
development projects. In this case special access conditions are normally
granted to the project participants for the use of projects results. In research
and innovation projects, this term means licences and user rights to
foreground results or background Information and intellectual property.
• IPR Intellectual Property Rights. Intellectual Property: any patent,
registered design, copyright, design right, database right, topography right,
trade mark, service mark, application to register any of the aforementioned
rights, trade secret, right in unpatented know-how, right of confidence and
any other intellectual or industrial property right of any nature whatsoever in
any part of the world; IP can be made available to others through a Licence.
• Access Conditions. Such access conditions can be Free, Preferential or at
Market value.
• Access Mechanisms. The actual access to the assets is granted trough a
contractual arrangement (typically for accessing tangible assets) or open
licence mechanisms such as Creative Commons (typically for methodologies)
or General Public Licences (typical of Open Software). For example in the
case of the TEFIS federated testbed, access to TEFIS portal general services
is granted through a Public Licence while access to specific testbed facilities is
different from each provider and depend on the business model definition of
the individual testbed providers, their value propositions as well as payment
models. The technical use of the assets requires specific expertise, and is
supported by the testbed providers.

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Common Assets Governance

The Future Internet, Living Labs and Smart Cities Communities are creating a
large amount of Common Assets, which they wish to make available to all
communities. To support that goal, the basic approach suggested is to create a
single catalogue, accessible through a portal. The advantage of this approach is
the flexibility and the freedom of contribution that leaves the different
constituencies to cooperate and share these assets without losing their
independence. The characteristics of this approach are:
• Each organization is responsible to update the description of its assets in the
catalogue, using a wiki approach.
• All the shared assets will be included in the catalogue together with the
information and the processes to access them.
• Each organization maintains its independence and any ownership rights are
not affected by this process of virtual collaboration.
This approach would also require the inclusion of a facilitator role, in charge of
keeping the integrity of the catalogue and of supporting collaboration requests.
An organization interested in launching a specific project can address directly the
owner of the requested assets or ask the support of the facilitator for activating
the access request processes suitable for the specific experimentation (including
also any contractual aspect). The logic described can be illustrated as in figure 2.
Required Experimentati
Fig. 2: Logic of Common Assets Governance Model
The proposed governance structure is based on the well-established

organizational forms of Collaborative Networked Organizations [Camarinha-
Matos, Afsarmanesh, Ollus 2008]. In particular we propose to establish an Open
Association of Legal Entities (FIREBALL Alliance) which intends to favour the
launch of Future Internet Experimentations projects in real life environments (i.e.
pilots). Each member would provide the description and access mechanisms for
its owned assets. The legal nature of the Association will be an “Unincorporated
Association”. The Sustainability of the Association is based on membership fees
and by contributions of voluntary work by the members. The main body of the
association is a Steering Committee, composed by one member from each of the
founding members, in charge of keeping the information on available Common
Assets up-to-date. The Steering Committee also facilitates the creation of the
specific Experimentation Projects for the projects to be launched, governed by a
separate agreement. A proposed scheme for the Legal Framework and IPR
management of the proposed Association is currently in development in the
FIREBALL project.

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2.6 COOPERATION MODELS BUILDING ON OPEN ACCESS MECHANISMS

Based on the cases and on mechanisms for access, sharing and governance of
common assets, we seek to elaborate a simplified framework and typology of
effective forms of collaboration to accelerate the development towards open
innovation for “smart cities”. Two levels of collaboration can be distinguished,
namely, strategic collaboration for setting up innovation conditions and
operational collaboration for implementing innovation processes.
Strategic collaboration for open innovation is grounded on formal agreements
regarding access to and sharing of common resources, as discussed in the former
section. Additionally, such strategic collaboration requires sustainable
partnerships or “business models” at the level of urban and regional
development, including municipal and regional authorities, research institutes,
societal institutions and companies. This approach is common to the
SmartSantander project and the Future Internet Private Public Partnership
initiatives.
Operational collaboration among Future Internet, Living Labs and Smart Cities
initiatives and resources requires the definition of collaboration processes and
infrastructures around a specific innovation activity. As an example, within TEFIS
a simple collaboration model has been elaborated for the purpose to serve an
experimenter and to boost the usage of different assets from individual facilities
as a unified service-offer to attract more users of the facilities and to be able to
serve the fully service development life-cycle of a Future Internet service
developer. In the first phase, Botnia Living Lab is used as a design tool facility.
The second phase of prototype validation utilises functional testing capabilities of
IMS facility (IP Multimedia System). The third phase of business validation builds
on joint use and integration of Botnia Living lab and IMS facility.
Figure 3: TEFIS, ELLIOT & SmartSantander Collaboration Frameworks

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In the TEFIS project, setting this operational collaboration between testbed

providers and Living Lab providers is orchestrated by a webbased portal for
facility providers and experimenters to plan, run and support integrated
experiments and to share knowledge with others. Other more complex,
concurrent engineering based, configurations of using available facilities can be
relevant for different and more complex use cases. Based on such “innovation-
based” collaboration frameworks, which should be flexible models adaptable to
situational context, a set of component processes can be identified and
elaborated that govern the actual collaboration and define the “reference
framework for common assets collaboration”. Among the key components within
this reference framework will be the following processes, which cover innovation
phases 1) setup of the innovation partnership (inception), 2) plan and develop
the innovation project, 3) operate the innovation process, 4) complete and
terminate the innovation process.
• Finding partners, agreeing contracts for collaboration, setting up a
collaboration network
• Establish roles, obligations, tasks, work plans for experimentation and testing
• Setup collaboration support for development and experiments team activities
• Identify facilities, know-how, human capital to be brought together in the
project
• Define project and team composition
• Select and operate civic user groups for testing and validation
• Carry out product/service development activity based on user group
brainstorming
• Manage and maintaining user communities and user engagement
• Prototype software solutions (e.g. using agile development approaches such
as SCRUM)
• Moderate user-developer interactions in applications development and testing
• Field trials organisation and execution
• Technology testing in Future Internet testbed facility
• Societal or market-oriented pilots organisation and execution
• Handling of legal and IPR issues
• Evaluate experiment results and provide feedback to developers and users.
2.7 DISCUSSION AND CONCLUSIONS

This paper explored the integration of living labs concepts with Future Internet
and Internet of Things experimentally driven research approaches. On the one
hand there is a clear need to enhance user involvement and user support in
experimental research related to the Future Internet. On the other hand, open
and user driven innovation such as in Living Labs often requires the access to
testbed facilities and technical resources and capabilities. We therefore foresee
an increasing need to create easy and context-specific access to common
technical and non-technical resources and capabilities that can be shared for
complex experimentation and innovation projects. To accomplish that goal to
setup and operate such experimentation and innovation environments, issues
such as technical access, access and sharing conditions, ownership and IPR
should be resolved. The three cases show initial attempts to cope with these
issues. We recommend that these cases are closely followed and evaluated.
Follow-up work should extend these attempts to create mechanisms and bridge
platforms for facilitating demand-driven experimental environments for Smart
Cities and Smart Regions.

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Acknowledgement
This work has been partly funded by the European Commission through FP7-ICT projects
FIREBALL, ELLIOT, TEFIS and Smart Santander. The authors wish to acknowledge the
Commission for their support. We also wish to acknowledge our gratitude and appreciation
to all the project partners for their contribution during the development of various ideas and
concepts presented in this paper.
References
Bergvall-Kåreborn, B., Ihlström Eriksson, C., Ståhlbröst, A., & Svensson, J. (2009). A Milieu
for Innovation - Defining Living Lab. Accepted to the 2nd ISPIM Innovation Symposium,
New York, December 6-9.
Camarinha-Matos, L., Afsarmanesh, H., Ollus, M. (2008): Methods and Tools for
Collaborative Networked Organisations. Springer.
Komninos, N.: Intelligent Cities: Innovation, knowledge systems and digital spaces. London
and New York, Taylor and Francis, (2002).
Komninos N.: Intelligent Cities and Globalisation of Innovation Networks. London and New
York, Routledge (2008).
Kroes, N. (2010):The critical role of cities in making the Digital Agenda a reality. Closing
speech to Global Cities Dialogue Spring Summit of Mayors Brussels, 28 May 2010.
Pallot, M, Trousse, B., Senach, B., Scapin, D.: Living Lab Research Landscape: From User
Centred Design and User Experience Towards User Co-creation. Position Paper, First
Living Labs Summer School (www-sop.inria.fr/llss2010/), Paris, August (2010).
Schaffers, H., Navarro, M., Merz, C. Eds. (2010): Rural Development and Rural Living Labs.
Tragsa, Madrid.
Schaffers, H., Komninos, N., Pallot, M., Trousse, B., Nilsson, M., Oliveira, A. (2011): Smart
Cities and the Future Internet: Towards Cooperation Frameworks for Open Innovation.
In: J. Domingue et al (Eds.): Future Internet: Achievements and Promises. Springer,
2011.

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3 NICE CÔTE D’AZUR COMMON ASSETS CASE STUDY
3.1 OVERVIEW
Asset type Services offered

Network Broadband communication, enabling high bandwidth applications
infrastructure
Wireless Broadband Network (Orange Labs), Optical fibre, P2P (BitTorent),
Content Centric Network, Delayed Tolerant Network, Grid Computing, Cloud
Computing. Software Infrastructure,
Testbed facilities Software /hardware platform for technology testing
• Immersive Space (CPER PACA Telius)
• PACA Grid (CPER Paca Telius)
• Cloud Computing
• Telecom Platform (Telecom valley, SCS, mobile sector)
• FocusLab platform (CPER Paca Telius) for usage analysis
Testbed methods Testing and validation process
In the Living lab ICT Usage lab, each project is responsible for its testing and
validation process but it always involve end-users and relies on a coupling of
qualitative and quantitative analysis : data logs are combined with
questionnaire and observations.
Living Lab See the facilities on ICT Usage Lab website:
facilities
http://www.ictusagelab.org/
Infrastructure:
• Webusage Lab (collect & analyse behavioural data)
• Gerhome Lab (a flat of 40 square meters for Ambient Assisted Living
services)
• Mymed (a P2P software platform for creating and sharing services among
citizens)
• FocusLab (tools for usage analysis and user centered methods)
Main Projects:
• ELLIOT (FP7 ICT STREP)
• Fireball (FP7 ICT CSA)
• TIC-TAC (Predit)
Living Lab User engagement, cyclic development, action research, data collection
methodology • Focus Group
• User Centred Design
• Field Studies
• Ethnographic Studies
Multidisciplinary approach for evaluating services and analysing usage for
understanding user experiences
Human capital Expertise, know-how (Future Internet, applications, business)
• Cognitive Psychology
• Ergonomic Design
• Human Factors
• Data Mining, Usage Mining, Web Mining
• Artificial Intelligence
• Computer Science
• Network and Software Engineering
User community Availability of advanced users for experimentation and evaluation
• ERIC sites (Regional Spaces Internet – Citizen) –
• Arsenic Association
• Citizen Associations such as (Femmes3000, CODERPA)
• Transportation user associations

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(continued)
Asset type Services offered
Collaboration Enabling interaction between users, developers, stakeholders
platform
Within projects of the ICT Usage Lab, ad hoc collaboration tools are used for
idea generation (for instance Ideastream tool)
Technologies, Application opportunities
know-how
Application opportunities are around TIC usage in following domains: e-
services, e-health, energy efficiency, transport …..
Public data / Atmopaca provides access to air quality data website:
information http://www.atmopaca.org/
Policy resources Access to funding opportunities, organizational capabilities, networking
enablers, innovation policies and programs
Paca1 Region has set up specific fundings for user centered innovation
(Pacalabs, see below). Partnership with Italy is funded by Alcotra
Capability to Capability to initiate and develop Future Internet and Living Labs projects
develop and run to support smart city objectives
pilots
Collaboration between FI, ICT usage lab living lab and NCA territory via funding
from PacaLabs call and PPP Call 2
Other -
3.2 ICT
HPC-SME Initiative
HPC-SME Supercomputing within the reach of SMEs

Initiative HPC-SME Initiative is a program launched jointly by Inria with GENCI, OSEO,
and four global competitiveness clusters.
Objective To facilitate and encourage SME access to high-performance computing (HPC),
a luxury often reserved for only large industrial groups. Because it can shorten
the time for testing services and products and process large amounts of mixed
data, the use of supercomputing allows SMEs to remain aggressive on
competitive, changing markets.
Facilities The HPC-SME Initiative offer

Program actions are undertaken in a customized, long-term dynamic of
stimulation, qualification, development and monitoring of projects.
Coordinated jointly by the stakeholders (computing resources, expertise,

financing and ecosystems of innovation), the program offers four things to
companies:
• Training and sharing of best practice
• Expertise based in particular on a transfer of skills from public research
• Access to supercomputing equipment
• Help with integration in innovation financing systems
Methodology How to access the HPC-SME Initiative program
To access to the program, candidates have to apply by submitting a preliminary
file online.
More information http://www.initiative-hpc-pme.org/
1
PACA stands for "Provence Alpes Côte d'Azur".

FIREBALL D1.2
Telecom Platform
Telecom Consortium of major actors: 3Roam, Demtech, Ericsson, Eurécom,

Platform iQsim, INRIA, Monaco Télécom, Newsteo, ST Ericsson, Udcast… labelled
and ported by world class SCS Cluster
Objective To provide to players in the field, a unique development and testing
environment for wireless communication solutions, integrating various
technologies: high speed mobile (4G/LTE), IMS, mobile TV, wireless sensors
and networks…).
Axe 1: Future high speed wireless networks and services
Axe 2: M2M applications, network, things communication
Facilities New concepts, services, products usages of telecommunication infrastructures
with specific tools for development, test, evaluation and characterization
Experimentation tools, methods and measures
Methodology Distributed network and services infrastructure between PACA region and
Monaco
Components and partial networks hosted by partners and 2 Experimentation
and Demonstration Centers (Sophia Antipolis, Marseille)
National and regional access for industry, research, learning. Shared or
exclusive access
Pay per day with adaptable cost according to :
• Type of users : SMEs, national or international users, PRIDES memberr
• Period of use : 1-5 days, 6-20, 21-40, > 40
• Numbers of technological or services clusters involved
• Annual subscription
More information Available on request
3.3 HEALTH
CNR - SDA
CNR-SDA Centre National de Référence-Santé à Domicile et Autonomie

(National Reference Center for Autonomy and Home living)
Local founding members: Nice Hospital, SCS Cluster
Local research partners: Inria and CSTB
Objective The CNR was created by the French ministry of Economy in late 2009 to foster
the use of ICT for supportive community living. Its vocation is to create and
promote new usages of technologies (ITC) and associated services in the
support of health and dependence at home in order to :
• Increase quality of life for citizens and patients
• Facilitate the emergence of more efficient organizations.
• Expand the economic competitiveness of ITC in health industry.
Facilities CNR-SDA wants to become the agency "facilitator" to provoke collective
innovation:
• Users (citizens, health and medico-social professionals, groups,
associations).
• Solution providers and services.
• Funders.
• Academics and experts.
• Actors of economic development (competitiveness cluster and clusters).
Available support :
• Technical and economical watch
• Information and communication
• Training
• Expertise and support
Methodology Membership on demand
More information http://www.cnr-sante.fr/, http://www.cnr-sante.fr/nos-services/

FIREBALL D1.2
CIU santé
CIU Santé SCS Cluster

Centre Innovation et Usages (Center for Innovation and Usage for
Health)
Objective The center is dedicated to health professional who want to design,
experiment and assess new technological solutions for health in the
domain of “Gerontechnology and Telemedecine”
Facilities Innovation lab. This laboratory aims to foster innovation through
meetings between various stakeholders: industrial, academic, doctors,
patients …). It offers technical watch services and players cartography.
Integration Iab. In this laboratory innovative technological solutions are

experimented in real settings to get valuable data concerning use of the
innovation
Evaluation and standardization center. This center evaluates

solutions coming from industry following rigorous scientific and medical
methodologies and protocols, measuring statistical validity, standard
conformity. It also provides recommendations for the best use of the
solutions .
Valorization center. This centre promotes the use innovative

technological solutions in the health domain.
The Innovation lab helps setting up innovation projects which are
instantiated in the integration lab. Innovative solutions are experimented
with patients on several platforms’ environment. Results are processed
by the evaluation center and, when validated, are transmitted to the
valorization center.
The lab is benefiting from medical expertise, hospital environment
combined with technical and project management expertise.
More information http://www.pole-scs.org/les-services-du-p%C3%B4le/centres-et-pf-
mutualis%C3%A9s/ciu-sante
3.4 EDUCATION
Sophi@STIC Campus
Sophi@STIC Eurecom Institut, Inria, Nice-Sophia Antipolis University (Founders)

Objective Sophi@STIC is a huge Campus (14 ha – 22000 square meters) edicated
to STIC with a funding from General Council of Alpes-Maritimes, PACA
Regional Council and French Government. There are 4 axes :
• Bio-health. Models of biological systems at different scales with
applications on personalized therapeutic recommendations , care
tracking, gerontology
• Environment and sustainable development
• Ubiquitous systems and networks. Communication, calculus and
software
• Networked Knowledge, Services and Usages . Transversal topic
across other the three others thematic
Facilities Several physical sites, Shared technological platforms
Relationships with industries and SME

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(continued)
Sophi@STIC Eurecom Institut, Inria, Nice-Sophia Antipolis University (Founders)
Methodology Research
Based on excellence of research teams already present, the cluster has
the ability to group on projects identified forces from different partners to
help build an integrated and scalable on a combination of scientific and
technical thematic original at UE level.
Transfer
The transfer must be understood in its broadest: from knowledge transfer
to technical transfer. By its ability to develop innovative technologies, the
cluster has an important role to play on the training trainers. By its ability
to federate the different team partners, the cluster can offer a unique and
tailored assistance for the purposes of industrial partners interested in
developing new products based on research results. Particular attention
will be exercised to attract the innovative SMEs and their networking.
Education
Based on the excellence of its research topics and fed by its interactions
from the transfer, the cluster has the ability to control at the highest level
of academic work to build and to harmonize training for the growing of
international curriculum based on educational innovation at Masters,
engineer and PhD, around a multidisciplinary approach and in
connection with the best training facilities at international level. Site
players position themselves in the logic of Lisbon declaration and
building the knowledge economy the most globally competitive. The
courses offered on campus are intended to accommodate participants
and stakeholders at the highest international level because of their
innovations both on the multidisciplinary flap and on the originality of
developed approaches and teaching methods.
Animation
Home and organization of scientific and technical events international
level. The site of Sophia-Antipolis and more generally that of Côte d’Azur,
has a power of attraction which must be used and valued in order to
allow the development of scientific meetings and technical journals in the
agenda of major international conferences. Similarly, special care must
be worn on the organization of a communication to the general public to
associate the site to its immediate environment through a particular
activity explicit scientific culture. Finally, the ambition is also to provide a
permanent space for contact and exhibition to promote the employability
of students and linking with business.
More information http://fr.wikipedia.org/wiki/Sophia_Antipolis#Campus_STIC
EIT Kic “ICT Labs”
Sophia Node of EIT European Institute of Innovation and Technology (EIT)

KIC “ICT Labs” ICT Knowledge and Innovation Communities
Objective The European Institute of Innovation and Technology was legally
established in 2008 by the European Commission as an independent
institute within the EU. EIT aims at being the catalyst for a step change in
the European Community's innovation capacity and impact. The EIT
funded Knowledge and Innovation Communities (KICs) and the first
ones were fully operational in December 2010
Among them, EIT KIC “ICT Labs” is a new initiative intended to turn
Europe into the global leader in ICT innovation. It is the catalyst for
significant ICT innovation, integrating Education, Research and Business.
It aims to fulfill this mission by establishing a new type of partnership
between leading companies, research centers, and universities in
Europe.
EIT KIC “ICT Labs” operates from Co-location Centers (CLCs) in 5 main
nodes : Helsinki, Stockholm, Eindhoven, Paris, Berlin

FIREBALL D1.2
In France :
The six core partners are: INRIA (National Institute for Research in
Computer Science and Control), Alcatel-Lucent, Orange-France
Telecom, Pierre et Marie Curie University, Paris-Sud University and
Institut Telecom.
7 affiliated partners have been identified among which three are located
in Sophia Antipolis. This "Sophia node" which will be hosted in the
Sophi@STIC Campus involves Inria, SCS cluster and University of
Sophia Antipolis.
Among the 6 thematic action lines defined, "Digital Cities of the Future"
will improve the living conditions for citizens in large urban
conglomerations via ICT enabled solutions in the areas of security,
pollution, transportation, and resource management (e.g. water).
Three innovation actions lines including facilities have been defined
Education action lines
Master school
Doctoral school
Post-doc program
Outreach program
Research action lines

Below are some of the research action lines :
Computing in the Cloud <http://eit.ictlabs.eu/action-lines/research-action-
lines/computing-in-the-cloud/> which is an emerging computing
paradigm where applications, data and infrastructures are provided as a
service that can be ubiquitously accessed from any connected devices
over the Internet,
Internet technologies and architecture <http://eit.ictlabs.eu/action-
lines/internet-technologies-and-architecture/> to foster the development
of new communication technologies and networking architectures (IP
networks over simple, super-fast optical core networks, wireless
networking, new networking architectures with tremendously massive
performance and reliability as well as energy-efficiency)
ICT-mediated Human activity <http://eit.ictlabs.eu/action-lines/research-
action-lines/ict-mediated-human-activity/> for multimodal and embodied
interaction, augmented and mixed reality, interaction with mirror worlds,
and through intelligent information and media access.
Digital Cities of the Future < http://eit.ictlabs.eu/action-lines/digital-cities-
of-the-future/>
Business action lines
Market and consumer insights
Co-located innovation
New business creation
Innovation in established Companies
Facilities In EIT KIC “ICT labs” facilities are called Innovation catalysts and are
associated with each action lines.
• Education catalysts goes from Innovation & Entrepreneurship
learning Modules to Industrial Doctoral training center
• Research catalysts includes between others, thematic workshops
testbeds, living labs and mobility programs
• Business catalysts start from entrepreneurship support systems and
innovation radar up technology transfer program
http://eit.ictlabs.eu/innovation-catalysts/
More information EIT :
http://eit.europa.eu/fileadmin/Content/Downloads/PDF/Background_Infor
mation/EIT_Presentation_for_web-site_20110208.pdf
EIT KIC “ICT Labs” : http://eit.ictlabs.eu/

FIREBALL D1.2
3.5 SMART CITY

NCA has several actions towards smart cities:
• City of Tomorrow is a huge project of building a new hightech district with a state
funding.
• Smarter City Challenge is organized by IBM. NCA won this challenge and will benefit of
IBM experts supports to study requirements of a complex multimodal transportation
node.
• NCA numerical ecosystem is a Pacalabs project under study that will provide a complete
overview of current assets and clear roadmap towards a numerical ecosystem.
CityZi
CityZi Nice city council

Objective Provide to resident with NFCphones to access realtime information and pay
public services and shopping articles when customer of affiliated banks
The project bring together several banks, mobile operators, and a public
transport operator to test on a large scale the use of mobile phones for usual
daily payment.
Announced in June 2009: The Nice city council has won funding from the
French government to become the 'city of reference' for a 'pre-commercial'
NFC test
Launched officially in May 2010: ”The city of Nice, France, has launched
"Nice, mobile contactless city", the first commercial contactless mobile service in
Europe””
Coordinator Association Française pour le Sans Contact Mobile (AFSCM),
Partners: City of Nice, University of Nice Sophia Antipolis (UNSA), 3
operators (Bouygues Telecom , Orange, SFR), NCA public transportation
operator (Veolia), French banks (Credit Mutuel, Société générale, BNP Paribas)
May 2011: To begin with, from the Spring of 2010, 3,000 residents will be able
to pay for tram and bus tickets and get information on routes and times
using NFC phones. Additional NFC-based services are also due to be available
at local museums, cultural events and on the campus of UNSA. The service will
be marketed under the Cityzi brand name. (NFC will not be used in the
future).The new brand name for NFC services in France.
Facilities Payments. Consumers who purchase an NFC phone will be able to make
payments at any merchant equipped to handle contactless payments.
Transport. Purchase of transport tickets and access to real-time travel
information for all services calling at each bus and tram departure point in the
Nice region via 1,500 NFC and 2D barcode-enabled information points being
installed across the local transport network. As well as travel information, the
information points will also provide access to information services provided by
the city council, events listings and the latest news articles from Nice Matin, the
region's daily newspaper.
Information services. As well as the travel services, additional information
services will be available, including an NFC tag-based tour of the old city of
Nice.
Loyalty points. Consumers will be able to collect loyalty points automatically
when they use their NFC phone to make a purchase.
Services Transportation: Bus and tram paying / bying tickets + route and time
information
Tourism: multimedia information on cityZi target during museum or city visit
(historical monuments)
Shopping: Paying with mobile phone in shop affiliated
Campus of the university of Sophia Antipolis
More information http://www.cityzi.fr/

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Ecocité
Ecocité NCA
Objective The eco-city project is a first step and is inserted into a larger project of Eco-
valley. The ambition of Nice Côte d'Azur is becoming eco-reference area of
Southeastern Europe in terms of sustainable urban development. The eco-city
City is designed to become a laboratory for sustainable development and the
innovation engine of the agglomeration can create a leverage effect on the
entire territory.
New eco-friendly urban planning « ecocité du futur ».
West of Nice obtained the EcoCité label by the French government, which was
given to only 13 sites in the country
Facilities Project Eco-city Nice Plain Var revolves around four axes :
• Choose a responsible urbanization,
• Create tomorrow's mobility
• Move toward energy independence
• Embody the intelligent city of the future
Many facilities will be provided among which :
Station for reloading electrical vehicles
• 700 reloading stations
• 70 car-sharing stations for electrical vehicles
• Solar parking with photovoltaic panels for power supply of reloading
stations
Urban monitoring
• Measure Air & water quality, noise, 02, …
• Use existing light pylon to install sensors and a wireless network
• To provide feed-back to citizen and improve eco-behavior
Methodology Partnership with Innovation clusters, and academic stakeholders
Eco Vallée
Eco Vallée projet NCA

Objective Eco Vallée is a "National interest operation" which covers 10 k hectare.
Main Issues of the project are :
• High tech experiments
• Wellbeeing
• Ecobuildings
• Sustainable mobility
• Energy management
• Natural risks
Methodology The project is conducted in 3 steps
• A fist study called national positioning has been conducted by an
international architecture agency. The study has framed the project and
defined its main development axes.
• In a second step, 3 different international teams have worked on the town
planning definition
• Three years later, the operational work has begun. The architect works with
three local agencies.
More information http://www.nice.fr/Collectivites/Les-grands-projets/Le-Grand-Arenas

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3.6 RESEARCH
I-labs System
I-Labs system Inria Sophia Antipolis Méditerranée

Objective In order to boost technology transfers to SMEs and SMIs, INRIA has established
the I-Labs system. The idea is to bring together an INRIA project team and a
partner SME in a joint laboratory.
Methodology The two entities define a joint, specific work program lasting two to three years.
Incentives are given by INRIA to the project team involved, while the SME can
receive government assistance to finance its research project (particularly the
research tax credit).
Ultimately, the innovation capacity of these SMEs must be reinforced, with an

increase in their R&D recruitments and technology transfers.
More information http://en.inria.fr/innovation/inria-smes/i-labs
SME Club
SME Club Inria Sophia Antipolis Méditerranée

Objective Created by INRIA in 2009, the "SME Club" boosts computer technology
transfers to innovative SMEs. It also supports these businesses in their growth.
Established in 2009 by the institute, this new network gives companies the
possibility of being on the front line to take advantage of the innovations of
public research.
Methodology A strategy for technology transfers to SMEs
Through a dedicated portal, the SME Club is a true bridge intended to
emphasize exchanges and collaborations between SMEs and public research.
This network aims to promote innovation, a guarantee of SME development.
According to Bruno Sportisse, Director of Technology Transfer and Innovation at
INRIA, the Club represents "an excellent vehicle for maximizing the impact of
the research conducted within our centers. By revitalizing our exchanges with
our partner SMEs, we benefit from their market experience. We are then able to
adapt our technology transfer offering in order to support them in their growth."
Personalized access for SMEs

Any innovative SME in the field of ICST, through it offering or its market, is
invited to join the SME Club. Businesses have personalized access to the
dedicated Web portal. They thus benefit from information allowing them to fit
into the overall dynamics of the players of innovation alongside INRIA, such as:
• technology transfer opportunities, regardless of the vehicle in question;
• calls for collaborative research proposals (Europe, ANR, FUI) in which they
can be involved alongside INRIA project teams;
• the presentation of national and international actions of INRIA capable of
providing opportunities for involvement or promotion;
• CVs of young graduates and engineers who have gained experience within
INRIA.
INRIA also guarantees an individualized relationship with its SME partners
through personalized meetings with its partnership and innovation project
managers at each of its centers. At the same time, a nationwide dynamic will be
implemented through annual meetings offered to all of the members.
Reinforcing the competitiveness of the French and European economy

With this club, the Institute comes even closer to innovative SMEs. The creation
of the "INRIA partner SME Club" responds to a priority set by the Institute:
strengthen technology transfers to innovative SMEs, recognized as being an
essential element of the competitiveness of the French and European economy.
More information http://en.inria.fr/innovation/inria-smes/sme-club

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Gouraud-Phong Immersive Space
Gouraud-Phong Inria Sophia Antipolis Méditerranée – CPER Telius

Immersive Space
Objective For a long time virtual reality has represented one of the major areas of
research at the INRIA Sophia Antipolis–Méditerranée centre. In order to build
on its capacities within this field with equipment that is at the cutting edge of
international research, the Centre had been equipped itself with an original,
highly effective immersive room.
Facilities Ispace
Immersive cube
Cadwall
Image wall which offers high quality visual rendering in relief (stereo), a
spatialized sound reproduction and the position monitoring of different targets or
optical markers.
It is also possible to be directly connected to a PC room, thus benefiting from a
significant computing power in order to couple high-performance computing with
visualization and interaction, and obtain a higher-performing generation of
sounds or images.
Methodology This pooled research platform will enable researchers from the Institute and
their european, regional, academic or industrial partners to test their software or
view their data in 3D.
More information http://en.inria.fr/news/mediacentre/gouraud-phong-platform
ProActive Paca Grid
ProActive Paca Inria Sophia Antipolis Méditerranée - CPER telius

Grid
Objective ProActive PACA Grid is a set of machines accessible via Graphical Interactive
interfaces based on ProActive Parallel Suite The machines are currently
deployed within INRIA Sophia Antipolis networks. The Cloud aggregates
dedicated machines, both Linux and Windows, and spare desktop machines,
dynamically added during nights and week-ends.
Facilities Tutorial
Direct access
Software
• Matlab 2007
• Blender 2.46
http://proactive.inria.fr/pacagrid/pacagrid-cluster
Methodology This Grid is available for INRIA and UNSA members that need to accelerate
their scientific applications. Upon request, other PACA labs and SMEs can also
access the ProActive PACA Grid.
More information http://proactive.inria.fr
http://proactive.inria.fr/pacagrid/

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3.7 LIVING LAB AND USER COMMUNITIES

ICT Usage Lab
Following the "Laboratoire des Usages" of Sophia Antipolis which was a Scientific Interest
Group between academic and industrial partners (2000-2006), the ICT Usage Labs got his
label from ENoLL in July 2006 and became the first Living Lab in France. It was restructured
in 2008 by four creating members: CSTB (Centre Scientifique et Technique du Bâtiment),
INRIA, Orange Labs and University of Sophia Antipolis (UNSA). Gathering territories, SMEs,
users communities and research teams dedicated to the use of ICT and innovation, the
cluster develops through its projects a Living Lab approach to co-design of new products and
services with users and to usage data analysis. ICT Usage Lab is one of the creating
members of the European Network of Living Labs (ENoLL) Association.
GERHOME– CSTB - ICT USAGE LAB
Gerhome CSTB - ICT Usage lab

Objective The objective of GERHOME project is to develop, try out and certify
technical solutions supporting the assistance services for enhancing
independence of the elderly at home, by using intelligent technologies for
house automations to ensure autonomy, comfort of life, security, monitoring
and assistance to place of residence.
One of the main concerns of this project is to make technology “invisible”.
These services will allow:
• to reduce the risks of accidents at home (risks of falls, burns, etc) and
other risks (heat wave, etc)
• to keep the bond with the members of the family, the entourage, the
doctor
• to adapt the habitat in order to follow and preserve the autonomy of the
growing old people
• to offer some other services such as the medical follow-up (drugs
absorption, real-time monitoring, etc), the management of the urgency,
and the assistance to place of residence.
Facilities Corridor : with an electric socket near the entrance door
Main room :
• kitchenette (with work-top, sink, burning, fridge)
• Wall mounted electrical heater
• A window and a door with external access
• 4 electrical sockets (230 volts), one in each corner
• A Ceilling light with switch
Bedroom :
• Window and door
• Wall mounted electrical heater
• 2 electrical sockets (230 volts) in the corners
Bathroom :
• Shower cabin
• Shower rose
• Bathroom sink
• Faucet
• 1 electrical socket (230 volts)
• Wall mounted electrical heate
• A door
Methodology Participants in experiments are selected according to predefined profiles and
they spent a few hours (1 day max)
User experience is recorded
In a second phase, the project will instrument real physical spaces
More information http://gerhome.cstb.fr/en/home/introduction.html

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User communities
Various user communities are involved via citizens associations as (CODERPA, Femmes
3000,…).
ERIC SITES
ERIC sites PACA Region

Espace Regional Internet Citoyen - Regional Internet Space for Citizen
Objective An ERIC is a free open space for citizen to access web and computers.
It is linked to a Regional program
Facilities An ERIC is a proximity space with a specific ERIC label where people from
the neighborhood can come to participate to thematic debate, use
The services provided are free or have a low fee.

There is 2 ERIC in NICE
• Le Hublot
• CYBER-EMPLOI e NICE (ville de Nice)
More information http://www.lehublot.net
Town Cyber space
Town Cyber space City hall
Objective Town cyber space are cultural space managed b y the City Hall
They aim to provide citizen with a web access.
Facilities A town cyberspace is a proximity space where people from the

neighborhood can come to participate to thematic debate, and use high tech
devices
The service provided are free or have a low fee
There is currently 3 cyber space in NICE :
• Cyber Espace "Cœur-de-Ville
• Cyber Espace "Nord-Centre-Ville"
• Cyber Espace "Rives-du-Paillon"
Nice District councils
District Councils Nice City hall

Objective District councils are clusters of district inhabitants which allow them to
participate the management of the city (within their area). Seventeen district
councils represent the diversity of the neighborhood.
Facilities Functionning funds
Methodology The Mayor may consult on issues concerning their neighborhoods or
throughout the city and involve them in the development, implementation
and evaluation of actions promoting the good life together.
District councils are a source of ideas and opinions on topics of general
interest, to make public action more effective in improving the living
environment of the citizens.
More information http://fr.wikipedia.org/wiki/Conseil_de_quartier
http://www.nice.fr/Proximite/Conseils-de-quartiers

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3.8 ENABLERS
Innovation clusters
Innovation clusters are ecosystems bringing together on a territory various stakeholders.
Their objective is to mutualize resources and to foster cooperation and partnership on
innovation projects
Clusters are world class or national class.
In Paca region there is 9 innovation clusters among which the world class cluster SCS,
dedicated to the whole value chain of ICT (from silicium to use).
SCS INNOVATION CLUSTER
SCS Innovation Solutions Communicantes sécurisées

cluster PRIDES
Objective The SCS cluster is world class cluster dedicated to the whole value chain of
ICT (from silicium to use). It has more than 260 subscribers.
The SCS cluster goals are
• To set up innovative collaborative R & D projects
• Create a well suited ecosystem for a regional ICT development
• Contribute in SMEs growth and development (SMEs are for 70% of SCS
subscribers).
Facilities Label
The cluster accords a label "innovative enterprise" which improves visibility
and credibility, financial benefits, access to funding …
Expertise center
• CNRFID
• CIU santé
R&D Platforms
• CIM PACA
• Paca mobile center
Thematic working group
• Identity
• Traceability
• Mobility
• Connectivity
• Security
Support for SMEs
• Business plan
• international development plan
• Business mapping
Methodology To become a member, an enterprise has to subscribe and can become :
• Active member if it is established in PACA region and involved in a cluster
project (at least)
• Associated member if it is established in PACA region and not involved in
a cluster project or not established in PACA region
Project submission for labeling
• To be submitted a new project has to be in line with the thematic of the
cluster and regroup at least 2 enterprises and an academic partner.
More information http://www.pole-scs.org/frontpage

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ICI INNOVATION CLUSTER
ICI Innovation PRIDES

Cluster Industries de créativité et d'Innovation
Creativity and Innovation industries
Objective The PRIDES ICI is a network of universities, research laboratories, designers
and artists with a focus on people in their numerical environment. Main topics
are :
• new marketing (ludo-marketing, interactive and participative marketing
• spaces to live and to work in
• publicity event
• information and training broadcasting
Facilities Blog
Rings : meeting crossing
Support to innovative project
Methodology The association aims cluster ICI to play the role :
• a platform for exchange and networking of different actors with projects in
the thematic,
• to play a unifying role between these actors from worlds as diverse as
those of the industrial, academic research in the humanities, applied
sciences, and sciences, artistic creation and the events,
• to provide training, business intelligence, business intelligence, help in
setting up projects on behalf of its members,
• to promote with partners outside the region Provence Alpes Cote d'Azur
regional sector industries of cultural creativity in leading projects including
conducting international cooperation projects and borders.
All have the power to vote at the General Assembly, subject to update their
subscription.
More information http://www.lerondpointdici.org/resources/P$C3$B4le+ICI+en+1+page.pdf
http://lerondpointdici.fr/__oneclick_uploads/2008/10/pole-ici-en-5-pages.pdf
http://www.lerondpointdici.org/index.html
CAP ENERGY INNOVATION CLUSTER
Cap energy Cap energy Innovation cluster

Innovation cluster PRIDES
Objective The pole Capenergie together 400 stakeholders from industry, research and
training of the PACA region, Corsica, Guadeloupe, Reunion and the
Principality of Monaco.
Facilities Capenergies positioned itself on the development and deployment of energy
systems to provide real solutions necessary to replace fossil fuels. These
energy systems of the future, based on needs assessments and energy
resources of each territory, will be integrating various solutions corresponding:
• to control energy demand in buildings, equipment, industry and transport,
• to primary energy renewable,
• to primary energy nuclear,
• architectures for local energy spread in the territories,
• dynamic management of supply and demand.
More information http://www.capenergies.fr/index.php?Accueil

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High tech Sophia Antipolis SMEs, foundation and association

• Telecom valley : http://www.telecom-valley.fr/
• Fondation Sophia Antipolis : http://www.sophia-antipolis.org/
Incubators, Thinktanks and valorization organization

• ValorPaca: , shared device for transfer of technology for six universities
http://www.valorpaca.fr/
• Paca Est Incubator: http://www.incubateurpacaest.org/Incubateur/L-incubateur-Paca-Est
• see also a shared communication platform for Paca Est and Paca Ouest incubators :
http://www.incubateurs-paca.com/accueil/index.php
• Fing : http://fing.org/
3.9 REGIONAL ASSETS

The PACA region has :
• 9 competitivity clusters (six of which have the PRIDES’s label)
• 29 enterprises networks (PRIDES)
• 1 grant for SME innovation with a living lab approach (Pacalab)
• A partnership with a Thinktank (FING)
• An explicit strategy to foster innovation (SRI)
• Set up an assessment of SME
• 4 axes : foster cooperation interclusters, support r&d platforms, creative economy,
sustainable Méditerranée
Regional assets for innovation
Regional Paca Region

assets Provence Cote d'Azur Region
Objective Foster development of ICT Usage by all stakeholders (collectivies
Facilities SRI - Regional Strategy for Innovation
http://www.regionpaca.fr/uploads/media/Pour_une_strategie__regionale_d_Inno
vation-efficiente.pdf
RRI –Regional Innovation Network
Created in 2007, the network is composed of 4000 enterprises
Cartography at :
http://www.pacainnovation.com/index.php?id=59#Reseauregionaldelinnovation
Prides – Enterprise network
PRIDES are enterprise networks that link specific industrial competencies with
common innovation targets and solidarity goals
Regional council provides funding for PRIDES projects
29 PRIDES (among which 9 clusters)
http://www.regionpaca.fr/index.php?id=3115
http://www.regionpaca.fr/index.php?id=3113
Innovation portal
On line access to structured information about innovation: partnerships,
fundings.
http://www.pacainnovation.com/
Reperes network
Network of enterprise zone in the south, created in 2009
https://sites.google.com/a/reperes.pro/reperes-paca/

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ERIC program (see below)

Paca labs program (see below)
Numerical territories program
The Territoires Numériques program has been initiated in 2004 by the Regional
Council of PACA (with a FEDER funding) to support territories in designing their
s ICT strategy and contribute in project funding :
• Economic development
• Tourism
• Distant learning
Alternatives Local Loops
Le programme « Boucles locales alternatives » a pour objectif d’accompagner
en ingénierie des territoires de projets sur leur stratégie haut débit et aider au
financement de projets de déploiement de « technologies alternatives » haut
débit dans les zones non couvertes par l’ADSL.
Competitiveness clusters
• SCS (PRIDES) http://www.pole-scs.org/
• CapEnergies (PRIDES) http://www.capenergies.fr/
• Pegase (PRIDES) http://www.pole-pegase.com/
• Risques (PRIDES) http://www.pole-risques.com/en
• Trimatec http://www.pole-trimatec.fr/
• PEIFL http://www.peifl.org/v2/public/
• PASS (PRIDES) http://www.pole-pass.fr/
• Mer Paca (PRIDES) http://www.polemerpaca.com/
• Pop Sude / Optitec http://www.popsud.org/
Regional Council Programs
ERIC PROGRAM
ERIC program PACA Region

Espace Regional Internet Citoyen - Regional Internet Space for Citizen
Objective The ERIC program has been initiated in 2001 by the Regional Council of PACA
(with a FEDER funding) to reduce the digital divide. An ERIC is a free open
space for citizen to access web and computers.
Current objective : to foster creativity through the advanced use of multimedia
devices and to provide to various users (collectivities, associations, ..)
Facilities Physical space
There is now about 150 sites labelled ERIC on the PACA territory. Each space
has its own equipments and objectives (from basic training of computer usage
to advanced use of multimedia devices for creativity projects)
There are 2 ERIC sites in NICE
An on line platform providing access to resources for numerical territory
ecosystems is available
Methodology Professional associations and other Citizen clusters can submit to obtain the
ERIC label. If accepted they can get financial support from the regional council,
have help to set up projects and submit them for additional funding.
More information On line platform (http://eric.regionpaca.fr/index.php3)

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PACALABS FUNDING
PACA Labs PACA Regional Council

Objective Paca Labs is a regional program to foster user centered open innovation
A regional pilot Program launched by the PACA Region in 2008 (- 2013)
Fundings : Region and EFRD 2007-2013
Objectives :
• To give SME the opportunities for tests, experimentations and fields for «
proof of concept » with communities of users in real life
• To foster open innovation and cross-fertilization through collaborative
projects
• To give an active role for the territories (« smart territories/communities »)
• To give a regional framework for local « living labs » initiatives and link
them to clusters
Facilities 1M€/year to support innovative projects
Three kinds of projects are supported :
• Real life prototyping,
• Testing before market launch
• Open innovation
Methodology Set-up of a collaborative project with territory and users involvement
Project submission
Project review by regional council
If selected, project review by territory authorities
If selected , funding agreement by FEDER
More information http://www.regionpaca.fr/recherche-tic/les-territoires-dans-une-demarche-
numerique.html

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4 HELSINKI COMMON ASSETS CASE STUDY

This case study focuses on information navigation in the city and the use of Open
Data. The case is contributed by partner City of Helsinki with Forum Virium.
Authors: Kim Viljanen, Annti Poikola, Pekka Koponen.
Interviews
In order to establish how Helsinki works, we interviewed employees in the public
sector and other members of the urban community. We are indebted to our
interviewees and other providers of comments.
• Pekka Sauri, Deputy Mayor in charge of Public Works and Environmental
Affairs, City of Helsinki
• Markku Raitio, IT Director, City of Helsinki
• Ari Andersin, Project Manager, Enterprise Architecture, City of Helsinki
• Mirjam Heikkinen, Project Manager, Facility Register and Service Map, City
of Helsinki
• Matti Nikupeteri, Engineer, Building Regulation Department, Urban
Landscape Unit, City of Helsinki
• Otso Kivekäs, Member of the Public Works Committee, City of Helsinki
• Jaakko Lehtonen, Dodo ry, for an eco-efficient city
• Pirjo Tulikukka, Executive Director, Helsinki Neighbourhoods Association
• Teppo Moisio, Reporter, Helsingin Sanomat
• Petri Aukia, Managing Director, Codento Oy
Acknowledgments:
Auli Aalto, Anu Heinonen, Ville Meloni, Iina Oilinki, Matti Ollinkari, Jussi Pajunen,
Heli Rantanen, Pekka Timonen
Foreword
Mayor Jussi Pajunen, City of Helsinki
The model of local democracy as we know it today is undergoing a fundamental
transformation which will shake the foundations of our society. In a way, we are
actually returning to the origins of the rule of the people; to the Greek and
Roman city states, where informed members of the communities gathered to
debate and decide on important matters.
For centuries we have distanced ourselves from this ideal. This development has,
of course, occurred as a very natural consequence of the evolvement of the
everyday lives and obligations of citizens. It would not be very practical to
summon all the Helsinkians to the Senate Square to decide about the next year’s
budget.
Nevertheless, we now have the tools to do this virtually. In terms of city
operations, the breakthrough of ICT has probably led to the greatest change in
our way to work ever. However, until now ICT has been mostly perceived as a
convenient tool just to carry out the duties as before. What I mean is that ICT
has been glued on the existing structure, without reflecting on how it should be
changed as a result of the new available technology. Only now are we entering a
phase where computers and applications are really changing the ways we work.
This is what I understand defines a Smart City – a whole new approach and level
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of ambition in combining information, communication and technology.

At present, we have an abundance of digital sources available just by a mouse-
click, not to mention public libraries and other information services. Though, we
still face several challenges in exploiting them in practice. For the average
citizen, it requires great efforts to map out available sources and to learn how to
access them – not to mention the challenge of processing and interpreting the
information.
The norm of the Nordic society model has always been openness. Limitations on
disclosure have been an exception and have required an explicit legal basis.
Nonetheless, publicity of documents and accessibility to them are by no means
congruent terms. Irrelevant of the principle of openness, special efforts have
been required to attain official documents. Often this would involve a visit at the
registrar’s office of a specific department.
Herein lies the great revolution: information and technology in ICT have
previously existed separately. Communication has mostly been one-way, going
from the administration to the people.
Thanks to the new way of thinking, it will be possible to easily access virtually all
data that may be disclosed as such in digital format. To illustrate my point, I will
use the new information management system of Helsinki, Ahjo, as an example.
All pending matters are registered and drafted in a citywide database. The
different stages in the decision-making process add new information such as
reports and statements from officials, departments and committees. Nearing the
end of this cycle, there is an extensive amount of information concentrated in
one digital system.
Now let us envisage that this information is made available to everyone through
a web interface. In my visions all this information will be available to everyone,
from the moment when the preparation process is launched within the city. Just
imagine the vast opportunities for think tanks and residents’ associations to
present their own proposals regarding, for example, a new city planning project
or the development of basic services in a certain district and make an important
contribution to the official preparation procedure by providing an additional
viewpoint. Participatory budgeting is another exciting possibility.
That being said, we are facing not only a groundbreaking paradigm shift in terms
of openness, but regarding our entire democratic model and empowerment. It
will shake the foundations of our present way of working and the way that we
perceive local democracy today.
We have also received encouraging results from new informal forums where the
scale of the operation is zoomed in from the local all the way to the district level.
Representatives of residents associations, NGO’s, civic activists and politicians
come together in order to tackle problems that are common to a certain, limited
part of the urban community.
An important question related to openness is the way information is made
available. Vast databases are not easily interpreted. Special statistical
understanding is required in order to make sense of the information. A great
challenge is refining information into a more visual format.
Helsinki Region Infoshare is an exciting initiative that combines openness with
visualization. Its main aim is to make regional information quickly and easily
accessible to all. The data may be used by citizens, businesses, universities,
academies, research facilities or municipal administration at no cost. The data
published during the project is mainly statistical, giving a comprehensive and
diverse outlook on different urban phenomena, such as living conditions,
economics and well-being, employment and transport.

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Behind the project is the vision that making public data readily available to all
increases the residents’ knowledge and insight into their region. This in turn
improves the civic activity abilities of the public. Open access to information can
also lead to new services and businesses in the area, and it may also advance
research and development. The idea is also that the city can receive help from
active citizens in interpreting the data and understanding the dynamics of the
city. In the city strategy we have made a strong commitment to increase the
citizen orientation in our welfare services.
In the core of this reasoning lies the vast scope of responsibilities of the Finnish
cities, covering everything from basic health care and schools to street
maintenance and city planning. This is based on our legislatory framework. What
is new is the emergence of a new approach and way of thinking regarding the
duties of a municipality; that irrelevant of the responsible authority, everything
that is in the interest of the residents is also a part of the extended duties of the
city.
Helsinki aims to offer means and methods for ordinary citizens to participate in
developing their living environment. Actions and plans do not always have to be
huge and momentous. The most important thing is to involve people in the
decision-making process that applies to their living area.
Publicly available and understandable information is a prerequisite for a
functioning modern democracy. Access to relevant and future oriented
information contributes to better decision making and better life in terms of
liveable cities, competitiveness and sustainability. Our great challenge is to build
mechanisms that now ensure the two-way communication between the citizens
and the city and to find ways to support and encourage the civic activity
envisaged.
Smart cities pave the way for new local democracy.
4.1 INTRODUCTION
The city, as we understand it, is a concentration of human activity in a
physical location and in digital reality.
The physical concentration of habitation, services, business, culture and all kinds
of human activities is helpful for the interaction between people. An ever-
increasing amount of human activity related to the city is also occurring online,
in digital reality. Internet and web add new dimensions to the city, create
opportunities free of physical constraints, make borders more diffuse and make
the city a part of the digital world. Distance becomes less significant, and people
can interact with each other regardless of space and time.
To understand the city you visit, you may look at a map, read a history of the
city, talk with local residents or have a coffee while you sit by a square and
observe the hustle and bustle. Each of these ways of understanding a city offers
its own perspective on it.
Digital data offer a new vantage point on the city as a whole. There is a wealth of
data on cities: statistics, publications, simulation models, video recordings,
images, maps, geographic information, 3D models. Data can be used to examine
the past, visualise the present and anticipate the future. The municipal
organisation itself also has vast amounts of data that tell what happens in the
city in practice.
Ensuring cities’ level of service provision and cultivating their vitality
means that they have to be increasingly agile in meeting both
anticipated and unforeseen challenges.

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The concentration of people and functions also causes problems, such as traffic
jams, expensive housing and crime. Many European cities also have to grapple
with challenges such as aging populations and a scarcity of financial resources.
Together with unforeseen future challenges, these require cities to renew
themselves constantly and develop their expertise further. There is a worldwide
demand for good solutions.
A smart city is one model of thinking for the development of a better city. In this
model, the final aim is to improve the quality of municipal services through
holistic development of the city. Holistic development concerns structures,
processes, visionary leadership, definitions of policy, technology and municipal
infrastructure (Nam & Pardo, 2011).
A smart city makes use of the entire human capital of the city
community. The more people participate in solving the challenges related
to the city, the more comprehensive the selection of ideas and smarter
the solutions will become.
At its best, citizen participation produces a more functional city and a smarter
administration. It increases both the trust between people and the social capital
of the city community. When people are involved in planning, testing and
realisation of shared services, they will view the services as their own.
A key factor in participation is a functional dialogue between the municipal
organisation and the different actors in the city community. Participation of the
city community requires a shared understanding of the city and shared
knowledge base. To enable the city community to contribute fully to
development of the city, the municipal organisation must make its information
available to all.
The divide between municipal organisation and the city community is currently
rather acute. Established ways of acting and administrative structures do not
always support residents’ participation nor make it possible to take their ideas
into account in the functioning of the municipality.
It is also a question of how the city is seen. Is the city a mere service
organisation with clients, or is it primarily a community served by the service
organisation but having people at its core? People have knowledge, skills and
experience that can be used in developing services.
Digital data offer a new, uncharted perspective on Helsinki.
In this report we show what a ‘smart city’ means in Helsinki. Of the different
parts of a smart city, we have emphasised resident participation in municipal
development and the way the opened-up data accelerate development and
facilitate information-based participation.
Information systems and the operations of a city are tightly integrated. Knowing
what data and what information systems the city has would help understanding
the city. Having clear picture of the city’s information landscape is prerequisite
for developing IT based smart solutions.
Until now, nobody has been completely familiar with all the data and information
systems that the City of Helsinki has. Therefore as part of this report, we charted
the information systems of the city and used the findings to create a visual map
– the Helsinki information system map – which offers a new overview to the city.
We believe that a similar charting and visualisation would also be of use to many

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other smart cities.

In addition, we present nine case studies of smartness in Helsinki. As the
conclusion, we offer five lessons learned from Helsinki.
The report is based on interviews carried out in the municipal organisation and
city community as well as a charting of the city’s information system
descriptions.
Welcome to a digital and participatory expedition into Helsinki!
4.2 AN OPEN CITY WITH SMART PEOPLE

“The concept of an Open Helsinki is literal: a city where information, ideas,
thoughts and people can move freely without unnecessary, creativity-hampering
obstacles.” Jussi Pajunen, Mayor
The context of this report is a ‘smart city’, ‘smart citizens’ and open data. The
following is a description of how Helsinki and this report approaches these
themes.
The dynamics of a ‘smart city’
Helsinki views itself as a “smart city” where the “smartness” is first and foremost
based on the smartness of the people of the urban community. With the help of
the smart people participating in the developing of the city, smart services and
operating practices can be created. Key enablers for participation are the
openness, the transparency of activities, the distribution of information and the
receptiveness of the municipal organisation. These ideas about how a city should
be organized is also some of the major reasons why Helsinki was selected as the
World Design Capital with the vision of “Open Helsinki - Embedding design in
Life”.
Deputy mayor Pekka Sauri explains how Helsinki approaches ‘smartness’ as
follows:
1) A smart city can combine service production and an innovative
environment
The city is a service organisation, which produces dependable, predictable,
reliable and efficient services. At the same time, the city should be an
environment where creative activity and innovations are possible. The city should
allow an adequate degree of freedom or directly encourage such innovation,
combining it with risk-free service production. Reliability and security – creativity
and risk-taking.
2) A smart city exploits available information
In its activities, the city should take into account all available information about
the state of the world and mankind. All information is inevitably produced by
people, that is to say, the urban community directly or others. Information may
be objective or subjective. The planning of a service production system is based
on objective information that is argued in the best possible way. In creating and
supporting communities, there is often a need to take account of empirical
information. Scientific information has merely gone through a more stringent
process of argumentation than empirical information, which may be completely
subjective.
3) A smart city means dialogue
The only information available for urban development is that produced by people
directly involved in it or that which is produced when people talk about amongst
themselves. Those ideas which do not directly relate to this field of
communication are excluded.

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Because a municipal organisation cannot own all the wisdom that exists in an
urban community, dialogue is needed between the municipality and the urban
community. In this dialogue, the community is given as much intellectual
material as possible that the municipal organisation has at its disposal. At the
same time, the city ensures that it can accept into its own activities those ideas
that have come from this extended field of communication. At its best, this
dialogue forms a thread of positive learning.
If this field of communication across the urban community – or even global
community – can be made available for the development of the city’s activities,
then that is the optimal situation. There is nothing other than what people
produce and discuss amongst themselves. The key question is how can this
communication be organised.
4) A smart city is an urban community
If the city is interpreted merely as a service delivery organisation, then the
organisation is in power and the role of its citizens is easily reduced to that of
“complaining customer” and passive citizen. In that case, the organisation
decides what the residents may do and what they may not. At the same time,
the citizens outsource community spirit to the authorities.
Instead, if the city is perceived as a community consisting of communication and
interaction between citizens in whose service the service organisation exists, the
citizens’ degree of freedom increases and they are more open to experiment with
new things, which in turn create innovations. This also benefits the service
delivery organisation, which is then defined more by the ideas of the community
– in interaction. In a smart city, the city’s service delivery organisation is at the
service of the community.
Case 1: World Design Capital: Helsinki 2012 - Open Helsinki

The history of Finnish design is long and highly respected. It can justifiably be
said that design is a key part of the Finnish way of life. We respect traditions and
cherish the past, but for us design above all represents the future.
In 2012, Helsinki is the World Design Capital (WDC) together with Espoo,
Vantaa, Kauniainen and Lahti. The theme of the WDC year is ‘Open Helsinki –
Embedding Design in Life’. In an open city, people listen to the city and the city
listens to the people. The theme “Open Helsinki” was selected to both represent
current views in Finland on how to create a participatory, vibrant and evolving
city, but also as an vision on what to improve even further.
The WDC year consists of many different kinds of public events both in Finland
and abroad. The intention is not, however, to be a festival of fireworks lasting
365 days, but a project that considers the new role of sustainable design from a
broader perspective, and one whose influence will extend far into the future. So

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what is essential is not what happens in autumn 2012, but what happens in
spring 2021.
Perhaps more than anything, Helsinki as the WDC wants to stimulate discussion
on how design can make life better, easier and more efficient. Anwers to this
question is searched through the various programmes and projects of the year.
Design exists for people.
World Design Capital status promotes and supports the cultural, social and
economic exploitation of design. It is held every second year and the
International Council of Societies of Industrial Design (Icsid) appoints the host
city.
http://wdchelsinki2012.fi
That’s right. The people of Helsinki want to take part!

The views of the city’s administration presented above correspond to what has
recently happened in Helsinki in practice. Citizens want to take practical action to
develop this city and their own living environment. They find traditional methods
of democracy less interesting.
The Finnish interest for elections and voting has been gradually declining over a
long period. In the same way, interest in participating in traditional civic
organisations, movements and parties has also declined. At the same time, it
seems that there has been an increase in all kinds of activity in which people
themselves can seize the opportunity to promote the general good or oppose
things they see as wrong. Participation in social activity has not disappeared but
is changing its form.
Citizens are developing new forms of participation and collaboration at a rapid
pace. Examples include the Kallio Movement and Restaurant Day. The Kallio
Movement was born to oppose the removal of the charitable Hursti bread queues
from the Kallio district of Helsinki. Since then, this popular movement that
sprung up in social media has organised block parties and other events.
Restaurant Day started as a rebellion against bureaucratic regulation and as an
advocate for food culture. The movement started as a reaction to several reports
in Helsinki of small kiosks and restaurants being fined or even closed down
because of health and other regulations. The city's actions in these cases were
generally considered excessive. City officials could also have banned Restaurant
Day for reasons of the lack of food-related hygiene, distribution and other
licences. The officials, however, decided not to interfere. This event is now seen
as an excellent example of the flexible attitude of officials toward activity
situated in the ‘grey area’ of acts and decrees, and as an example of something
worthwhile that stimulates urban culture and the development of the policies and
practices of the city. The Restaurant Day phenomenon has now spread from
Helsinki to dozens of other cities around the world.

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Pictured: Kääntöpöytä, one of the pop-up restaurants on Restaurant Day (source: Maria Nordlund
dodo.org 2011)
Case 2: Restaurant Day

“The municipality should learn from Restaurant Day.”- Mayor Jussi Pajunen
Restaurant Day is a culinary carnival that takes place four times a year to
promote food and urban culture. The purpose of the event, which originates from
Helsinki, is to encourage people to set up their own restaurants for just one day.
People can let their imaginations run wild! They can set up a café, restaurant,
kiosk, street kitchen or other ingenious food establishment in their own home if
they so choose. Other popular venues have been parks, offices, beaches and
courtyards. There have also been a Bicycle Bar and Bread Car, which have
brought delights to diners.
Official licences for the restaurants are not requested, and the authorities do not
enforce them. The municipality has understood that it must stand aside when
citizens occupy space in a completely new way and make Helsinki a nicer place
to live and spend time.
On the first Restaurant Day on 21 May 2011, almost 40 pop-up restaurants
sprang up in 13 different cities. On the next Restaurant Day in August 2011,
about 200 restaurants opened their doors in 30 cities in four different countries.
The figures for the last one held in February 2012 were more than 300
restaurants in 50 cities in 12 countries.
The key to Restaurant day is doing things together, enjoying it and having fun!
At the same time, the Restaurant day has fostered discussion on how to improve
regulation and city policies to enable a more vibrant city.
http://www.restaurantday.org

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What these new forms of making a difference have in common is that people
would rather do things for themselves than trust in the operations of large
corporations, organisations or representative democracy. Civic activity is
increasingly taking place in communities and networks without any formal
organisation. Things get going quickly and may also fade or change into
something else once the original aim has been achieved.
One key influential factor in this development is the internet which enables the
provision of resources, mobilisation and organisation on a scale that was
previously only possible through major organisations. Traditional organisations
are also adopting the new approaches and taking advantage of the opportunities
presented by the development of information and communication technology.
The new forms of civic activity affects also how people want to participate in the
decision-making of their own city. Participation in democracy not only means
voting in elections and commenting on the efficiency of public services.
Democracy increasingly also means people being active themselves.
Active democracy means getting down to work, if necessary bypassing all the
established structures when people feel that something needs to be changed.
People now have the possibility to do this as they are better educated than ever
before, they have more and more free time and the internet as an effective
means of participation.
Participation in active democracy produces more direct results and not just
demands for someone else to do something. It is no longer assumed that public
authorities can solve all problems, as the potential of the public sector is limited.
At the same time, top-down power is losing its significance as people are
increasingly preferring to trust their peers. In addition, the activities of the
people can lead to changes in the policies of the city - actions as a form of
discussion in addition to the direct benefits of the actions.
Also the city can harness the eagerness of the citizens to participate by enabling
an open dialog between the citizens and the city. One example of such activity in
Helsinki is the Tell-on-the-Map service which has attracted thousands of people
to comment on several development topics such as new tram line plans.
Case 3: Tell-on-the-Map - enabling an open dialog between

citizens and the city
Tell-on-the-Map (Kerro kartalla) is a map-based commentary tool for citizens. It
includes flexible and easy-to-use web tools which the civil servants and planners

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can use in designing and publishing many kinds of open questionnaires that
combine maps, geographic information and discussion forums. The tool can be
used in planning consultations, gathering local data from the area, local SWOT
analyses, safety mapping and gathering ideas and suggestions. Alternative plans
and drafts can be commented.
The user can put a comment on the map and also view what others have said as
all comments and civil servants' answers can be read, searched and discussed
further. The application produces categorized data that can be analyzed, refined
and combined with other data in GIS programs and Excel. RSS feeds, Share
options and REST API are also utilized. Open source software like Drupal,
OpenLayers and GeoServer was used to realize the Tell-on-the-Map service.
The service has shown that people do participate when the participation is made
easy and the topic interesting. The image above shows a screenshot of the
survey, which collected people's comments about tram line extension in
Munkkivuori district. In less than a month the survey amounted to nearly 4000
comments from 600 unique commentators. Based on the usage statistics, the
web-based survey was particularly popular among working-age people.
Various surveys made with the Tell-on-the-Map have taught many lessons on
how a web-based dialogue can be arranged. For instance the tram line survey's
popularity was increased when the main newspaper Helsingin Sanomat wrote on
the subject. Even more popular was a survey related to the winter maintenance
of the streets, in three months it gathered close to 50 000 responses. This large
amount of responses, however produced its own challenges. The department
responsible for the street maintenance would have welcomed more comments
about the quality of snow plowing on areas where it had been done. Now due to
the snowy winter, the feedback was mainly on areas that have not been plowed.
The lesson was that the surveys should be directed more accurately.
http://kerrokartalla.hel.fi/
New local democracy based on open dialogue

Citizens' active participation which is based on their own motivation is not
representative in nature. People form groups around and act just for the causes
that are interesting to them. When decision-making processes rely on civic
participation attention must be paid to the issues of liability, of representation
and equality.
In the current practice of representative democracy, politicians and parties are
held accountable for the decisions and the civil cervants for preparation and
execution. How will the decision-making practice look like in the future?
Decision-making system changes the state has paid attention to, inter alia, the
data center of Helsinki researcher Pia Backlund, who wrote: "Local action today
is characterized by the lack of clarity about what kind of internal logic of the
operation of the planning and decision-making system is based on - and what
kind it should lean on."
Digitization of the old is not enough - a smart city needs a new concept of local
democracy, because the environment has fundamentally changed and the
current political decision-making structure is from last or the previous century.
The big change will not happen overnight, but it consists of a number of minor
changes whicha are realized over time. Something that seems to be common for
many recent examples of civic participation solutions, also those presented in
this report, is that the dialogue between different actors becomes open.
For example, via above mentioned Tell-on-the-Map application citizens may
comment on the urban development plans so that the comments are visible to
all. The Service map application (see chapter 3.) in turn enable the peole to give

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feedback to the various city services and agencies so that on the messages are
visible to all other users of the Service Map. Also the open data portal Helsinki
Region Infoshare (see the case later in this chapter) encourage people to open
dialogue. It is possible to ask questions and leave comments related to published
datasets either directly at the data catalogue service or the Facebook group of
Helsinki Region Infoshare. Thanks to an open debate various shortcomings and
errors of the published datasets have been quickly noticed and sometimes even
corrected by the users of the service. In the old model of a closed dialogue,
feedback and opinions were communicated mostly in one-to-one manner either
by email or over phone. The wider community didn't know what the others had
commented and couldn't participate the discussion with their own solutions.
Open data in Helsinki
“Information resources produced using public funding will be opened up for
public and corporate access. The goal is to make digital data materials managed
by the public sector available to citizens, companies, enterprises and
organisations, authorities, and for research and education purposes in an easily
reusable format via information networks.” Programme of Prime Minister Jyrki
Katainen’s Government. (2011)
The ever-strengthening movement of open data in Helsinki and around the world
is tending towards a situation in which the public sector in particular but also
companies and other organisations are openly offering data that they possess
for the use of everyone. Open data is part of the “Open Helsinki” vision where
information, ideas, thoughts and people can move freely without unnecessary,
creativity-hampering obstacles. Open data is also considered to be of strategic
importance for the City of Helsinki in the city’s new information technology
strategy (Information technology program of the City of Helsinki 2012–2014).
‘Open data’ means that the data is freely available without charge to all parties
and to other web-based services, insofar as it is not confidential. The public
content of information systems is available in machine-readable format for the
utilisation for example in internet services, mobile applications, information
systems or various customer applications.
Image: Open government data is the part of public data sets that are openly
accessible to anybody in machine readable form and free of charge. Part of the
government data is confidential and can never be opened up, but there are many
public data sets that are currently hard to access, but hopefully opened up in the
future.

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Through discussions, reports and projects, openness has rapidly become a key
word in the vocabulary of administration. In discussions on openness, there is
simultaneous talk about open licensing, technical interfaces, formats, metadata,
the harmonisation of data, the transparency of administration, the opportunities
for human participation, the principle of publication, reusability and machine-
readability. It is not exceptional for different parties to mean different things.
The openness of data, and the right of access to it, should not be confused.
‘Open data’ means information which can be reused by anyone, without
technical, legal or financial barriers. According to legislation, ‘public data’ on the
other hand means information which is not subject to the laws of privacy
protection – such as person registers – or cannot be interpreted as legally
sensitive for other reasons, such as national security. Naturally, data that is not
public cannot be open.
The technical ease of use of data does not automatically mean that it is open.
Especially when talking about “open interfaces”, it is worth taking into account
the fact that technically easily available data can be subject to conditions limiting
its reuse or redistribution. Correspondingly, there may be cases where
completely open data is not very easily usable, for example because of a difficult
file format, difficulty in finding it or deficient documentation.
The Helsinki region has pioneered open data in Finland, for example through the
Helsinki Region Infoshare (HRI) project and the excellent interface (API) work for
Helsinki Region Transport. In both cases, it is a question of the City’s information
being openly put at the disposal of all who are interested. The work is still
ongoing and only a small proportion of all the City’s data has so far been opened,
but through this work, experience has been gained and structures have been
created concerning open data practices as described in the following cases and
viewpoints.
Case 4: Helsinki Region Infoshare – the city’s internal open data

consultant
The Helsinki Region Infoshare (HRI) project that was launched in 2010 is
opening up information about the Helsinki region for the free and free-of-charge
use of all, such as citizens, businesses, universities, colleges, research institutes
and public administration.
Behind it is the idea that the opening up of public information increases people’s
knowledge and understanding of the development of the region in which they
live. This in turn improves the conditions for civic activity. The availability of

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open data may also create for the region new services and business and promote
research and development work.
The project has developed a regional operating model for open data, in which the
HRI project organisation has acted as the intermediary organisation in the
opening up of the capital region’s information. Within the framework of the
project, a network of owners of basic data pools and materials has been created.
Its participants produce, maintain, distribute and develop network data pools in
co-operation using common ground rules.
The project has mainly opened up statistical data relating in diverse ways to
different urban phenomena, such as living, the economy, well-being,
employment and travel. The opened data pools can easily and quickly be found
through the data.hri.fi data catalogue service. Users can download information
and use it, for example, in decision-making, include it in their applications or
build completely new services based on it. For example, the Finnish media has
built data journalistic application based on HRI data, such as a map of traffic
accidents in Helsinki.
Positive experiences of the HRI project have also had a major impact on the City
of Helsinki’s information technology strategy and the “Open Helsinki” vision
which has resulted in that, for example, the World Design Capital year in Helsinki
consists of many open data related activities.
http://www.hri.fi/
Ad hoc idea incubators analyse and utilise city data

In order to encourage the urban community to take advantage of open data and
in order to generate ideas to develop the city, the City of Helsinki has actively
encouraged and supported developers of computer and mobile software to create
new applications for the city’s open data. In recent years, application
competitions run by organisations such as Apps4Finland and Helsinki Region
Transport (HRT) have been held, as a result of which hundreds of open data
applications have been created. At the same time, knowledge about the potential
of open data has spread and several new companies have been established by
the teams that participated in the competitions.
“In my opinion, the creation of services without the City being involved in all of
them is a terrifically smart idea, for which people active in the urban community
across organisational boundaries deserve thanks,” says City of Helsinki IT
director Markku Raitio. This means that the municipality does not need to
stretch its own resources into fields where other parties in the urban community
can provide some city-related service better.
Applications developed by the community can also be decisive in the small
’niche’ requirements of citizens, when municipal resources are insufficient or
when it makes no sense to use them for that purpose. “The city should be more
reminiscent of the development of the Linux system than that of the mainframe
system,” explains Petri Aukia, managing director of the software company
Codento. Typical of the thinking behind the open source code Linux is the fact
that someone somewhere in the world will have developed an application for
even the most ‘niche’ of needs. Or if that is not the case, you can do it yourself if
you have the programming ability.

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From an open data point of view, the people of Helsinki constitute an exceptional
community in Finland. Due to being the capital city, lots of public workers and
many state administration officials and decision-makers live in Helsinki. Helsinki
has the most people employed in analysis and decision-making, and it has
exceptional expertise in public administration. Helsinki has the best Finnish skills
in open data analysis and the greatest number of available thinkers.
The Long Tail phenomenon is perhaps applicable to the use of open data.
Whenever an issue is considered, no matter how obscure, it is probable that
somewhere in the world – or even in the city – there is someone else who is
interested in that very question. If a city publishes information and even a few
people in the city grasp the issue, they form a kind of ad hoc idea incubator, the
results of which can prove highly valuable and beneficial from the city’s
perspective. This can result in making better decisions in the city or for example
as mobile applications that help the citizens in their daily life.
Case 5: The Apps4Finland competition

“We need open data, so that people can participate and public administration can
better meet the needs of people’s everyday lives.”- Paavo Arhinmäki, Minister of
Culture and Sports, at the Apps4Finland Gala on 22 November 2011
The third Apps4Finland competition was held in 2011. It inspired a record
number of people to think about and develop new ways to utilise the open data
pools of public administration. The competition attracted 140 entries and the
quality was very high. The entries dealt with transport in the city and
countryside. The visualisations concerning society and politics illustrated
information in an easily understandable form, increasing social transparency.
Prizes totalling €21,000 were awarded. There were four categories: Idea,
Application, Visualisation and Data. There were also special prizes.
The winner of the Application category was ParkkiNappi by Neligrate Oy. Using
this application, you can pay for parking your car without coins and automatic
ticket machines with a very simple mobile phone application. It makes travelling
in the city easier and speeds things up for drivers. The Visualisation category
was won by Lauri Vanhala’s Helsinki Public Transport Visualized video
(pictured). In an impressive way, it shows how public transport in the capital
region springs to life every morning. This beautiful work uses different data

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sources in a varied way. It is a fine illustration of how you do not necessarily

have to use your own car to travel in the capital region, with such a highly
comprehensive the public transport network.
http://www.apps4finland.fi
Open data business opportunities in Helsinki

The promotion of business is the second major objective in open data. It creates
exceptional opportunities for success in technological industries, says Petri Aukia.
“There are very few technical means for Helsinki to help companies in Helsinki or
in its surrounding area to achieve a competitive edge globally. The intention is to
make open data inevitable, coming to all municipalities through electronic means
at some stage. In order to get those cities and municipalities with open data to
open it smartly and in good time, local industries are being established with
access to better data resources than competitors from cities that are many years
behind.”
All in all, public administration represents about one quarter of the Finnish IT
industry. That means that whilst making the systems for about five million
Finnish people, it has been possible to employ one quarter of the Finnish IT
sector. Petri Aukia envisions that if, as we get accustomed to the openness of
public administration in Finland, we are able to open up data more quickly than
elsewhere, then the target market would be the whole of the western world in
which about one billion people live; a market 200 times larger than that of
Finland.
In Aukia’s opinion, we are looking at a Nokia-scale opportunity – but only if
Finland acts with sufficient speed so that everywhere else in the world comes to
buy Finnish open data expertise and systems. “Our advantage is that we are
comparatively incorrupt and we have an officialdom that takes quite a positive
attitude towards transparency. To get this going in a commercial way is an
opportunity that only comes along once. If the opportunity isn’t seized, it will be
missed,” predicts Aukia.
For the media, open data enables new kinds of article types based on data, as
well as data journalism where, by combining and visualising data, new types of
data-based journalism can be created. The end result may be, for example, web
applications or different kinds of visualisations in newspapers. Teppo Moisio of
the Helsingin Sanomat says that in the newspaper on which he works, they have
already being doing basic data journalism for a long time based on the support
of Statistics Finland where, on request, the media can get answers to its
questions. In these cases, however, journalists themselves have got to – or had
to – work with raw data. “We are of course not necessarily as good at doing
research reports as the people at Statistics Finland or other municipal
researchers. But it would seem that, through open data, the city can get more
people – free researchers – to chew over its data.”
The publication of open data also produces news, as journalists notice new data
and begin to consider what could be done with it. “Ideas don’t usually come from
nothing. They have some trigger,” says Moisio.
In open data, Petri Aukia also sees employment opportunities. For example,
expertise in the programming of information systems for mobile phone networks
is also a useful skill in the processing of large volumes of open data and in its
related programming. In each case, the problems are mathematical, the only
difference being whether the programme is performed within the mobile phone
network or with a computer that processes open data.

FIREBALL D1.2
Application Programming Interfaces are the ‘spirit of the game’ in the

future
The future large-scale support of open data is one reason why the City of
Helsinki has a strong interest in getting interfaces to cover all future information
systems and making data move between systems more flexibly than at present.
The use of interfaces does not indicate which part of the data is public and which
part for internal use only, but by using interfaces is data easily available outside
the system if desired.
One important reason to seek interfaces is the desire to avoid being locked to the
original system supplier. Through interfaces, additional features can be ordered
from other suppliers, because the core of the system – its data – is available
through the interfaces. Without interfaces, there is often a situation where only
the original system supplier can make changes. “In the field of suppliers, we
must say frankly that the public sector in Finland requires such things. If in
future you want to operate in this market, then this is the ‘spirit of the game’,”
says Markku Raitio.
The requirement for interfaces is a change in the rules which can significantly
alter the business models of system suppliers. The supplier of a flexible solution
will in future consent to competing on an equal basis with other suppliers in
terms of changes and maintenance. But this may also increase the price of the
original system. “It is quite clearly evident that if, in competition, we only stress
price and in particular the price of acquisition, it is virtually sure that we will get
a system that is not open, has insufficient interfaces, and will not operate flexibly
without the supplier sending a large bill each and every time,” says Ari
Andersin, who is in charge of overall IT architecture for the City of Helsinki.
“In public administration, it is regrettably typical that efforts are made to divide
up a major investment so that the first stage does not seem expensive, but the
following stages might be,” says Petri Aukia. “It could prove cheaper to take a
loan from the bank and put out to tender both the maintenance and
development stage.” At the same time, it will become clearer what the costs of
the systems are over their entire life cycle.
“I believe that as a result of the activation of the field, these operative system
suppliers will also take full advantage of the opening of these interfaces
themselves,” says Markku Raitio.
Case 6: Open data interface for public transport journey planner

Helsinki Region Transport (HRT) offers the developers open data through their
own interfaces. This data is offered from many sources: routings for public
transport, cycling and walking, route and bus stop timetables, traffic disruptions
and even the real-time positioning of some vehicles. The opening of interfaces to
public use is a natural part of the service development map. At first, there was a
need to transfer data between the company’s own services built at different
times and by different suppliers. Gradually, the interfaces have been opened and
also developed for open use.
HRT develops and maintains a well-known, efficient Journey Planner service, by
which passengers can find the fastest route to their destination. By also opening
up the high-quality data of this service to other developers, HRT did not need to
be responsible for investments in countless constantly changing mobile device
environments in addition to the web service. The interface has been very popular
and is now being used by about 200 developers, which are developing user
interface versions of the Journey Planner for many different mobile devices and
purposes. Citizens get better services, developers more income and HRT more

FIREBALL D1.2
satisfied customers.
HRT’s interfaces are also used in many services which are not centred on public
transport, but which are complemented by the information in the Journey
Planner. These include mobile applications guiding people to events or other
services, which can at the same time offer a smarter route to the destination.
The second example is real estate services, which can visualise, on a map, daily
journey times depending on the location of a dwelling or place of work.
http://developer.reittiopas.fi
Conclusions
• Helsinki’s concept is that the smartness of the smart city lies in its people.
The city develops in dialogue between the urban community and municipal
organisation.
• The city should share all its public data with the community, so that dialogue
spawns new ideas. One part of this activity is open data.
• Helsinki has successfully experimented with open data – so far hundreds of
applications utilising the data have been created. Furthermore, the City of
Helsinki has developed procedures for publishing open data.
• Open interfaces are an important step in the development of the City’s
systems. They help bring about interoperability, reduce commitments for
system suppliers and will in future enable open data at the level of all
systems.
4.3 A COMPLEX GIANT

“Probably at the moment nobody in the City of Helsinki actually has an overall
picture of the organisation’s information systems.” - Ari Andersin, Project
Manager, Enterprise Architecture, the City of Helsinki
Open data in Helsinki can be considered as a next step of the centuries long
traditions of transparency and access to information in the Nordic countries. The
Swedish-Finnish Freedom of the Press Act, which came into force in 1766, was
the world’s first piece of legislation on the freedom of knowledge. Since then, the
social norm in the Nordic countries has been the right of access to information.
Keeping information secret is an exception, which requires legal justification.
The right of access to documents and their availability are not, however, the
same thing. Despite the principles of openness, obtaining official documents has
required a considerable degree of effort, such as a visit to the archives of certain
authorities and knowledge about what is available and in which archive. In
addition, for example in Helsinki, based on our interviews, the city does not even
itself know what all information it has about itself. Therefore, there is also not a
single citizen who could know what information he or she could request from the
city. Clarifying the issue of what information and digital data the city has about
itself is considerably hampered by the fact that Helsinki’s municipal organisation
is very extensive and complex. Few if any fully understand how it works.
Finland’s most complex organisation?
The Helsinki region is home to about 1.3 million people and hosts 738,100 jobs.
The actual city of Helsinki has 588,549 residents (2011). The City of Helsinki is
Finland’s largest employer and one of Finland’s largest and most complex
organisations. It employs about 39,000 people. It has 29 departments and six
public service corporations. It also owns 112 limited companies and 12
foundations, which employ a total of about 4,400 people.

FIREBALL D1.2
The work of Helsinki’s municipal organisation is very extensive. For example, it

takes care of education, health, social services, public transport, libraries and
cultural services, energy maintenance, water, the street networks and countless
other things. It is not surprising that based on interviews we conducted, nobody
feels that they understand exactly how the City of Helsinki functions.
Just one individual issue, perhaps sorting out with the authorities a wrongly-
placed pile of snow, can require communication with many different
departments, each of which is partially responsible for the matter in question.
You need to know about legislation, contracts and other things if you want to be
able to know who handles what. “All sectors seem constantly to be overlapping
and adjacent to each other. They are crying out for more co-operation” says
Pirjo Tulikukka, the executive director of the Helsinki Neighbourhoods
Association.
In the global context, Finland’s system of administration is very local
government-centred. In many other countries, for example, health care is the
responsibility of the national, regional, state or provincial government. In
Finland, the large majority of the responsibility for the provision of public
services rests with local government. The municipal organisation might be
complex and sometimes not fit for purpose, but each department and unit is
responsible for the provision of some service, which justifies its very existence.
The operations of the City are not a permanent construction; the organisation is
constantly developing in different spheres. Correspondingly, as the City’s
departments, offices, companies and other parties constantly develop their own
activities, situations regularly crop up where functions overlap. In such cases, it
is necessary to clarify job descriptions. The City is more reminiscent of a living
organism than a static diagram.
The diagram below is a comparison between the 1970s organisation and the
present one. Many functions have changed places, units have merged and new
ones have been created.
The municipal organisation of Helsinki 1971 (left) and 2011 (right).

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A fundamentally simpler or more easily understandable organisational structure

is difficult to develop, as many services must, however, be produced by
somebody in some organisation. Above all, the modification of structures is no
guarantee of better service provision. “What is essential is how this looks to the
people of the city. How they find things, whom they should contact if they want
to know or ask something. The organisations in themselves are not the problem,
because people don’t need to know about these organisations,” says Deputy
Mayor Pekka Sauri.
The City’s structures and organisations are also enablers. They must be flexible
enough to allow and give space for free innovation. When new ideas are then
created, the best of them should be adopted by the City as normal practice. An
example of this is the Restaurant Day phenomenon described earlier.
A more everyday example of the flexibility of the City’s officials is the way in
which planning permission applications are dealt with. “Particularly in large
projects, we endeavour to ensure that the matter is dealt with unofficially before
it becomes an official application, so that everything can be looked at the
preliminary stage and guided in the right direction from a planning perspective,”
says Matti Nikupeteri of the Building Regulation Department of the City of
Helsinki. “We rarely make negative decisions. If a negative decision is to be
made, it is usually agreed with the applicant.”
Data is the DNA of the city
The operations of the City entail a great deal of data. Some of the services
provided by the City are such that the less residents know about the details, the
more content they are. For example, running water requires complex systems to
ensure that it is available to all at the correct pressure, it is potable, the correct
temperature and flows without interruption. As far as the average resident is
concerned, the less you have to think about the whole water system, the better.
Usually if drinking water is in the news, it is not very positive.
In other cases, however, citizens may want more detailed information about
what the city is doing. For example, these days users of public transport feel it is
useful to know perhaps where each bus and tram is situated at a certain time or
by how much a train is delayed. Through such information, users of public
transport can, for example, save time and optimise their journeys. It is also fun
to follow the amount of space on public transport. The border between
information and entertainment is becoming blurred – the city is turning into a
game.
Sometimes applications can also control the city. The City of Helsinki is putting
positioning transmitters on its snow ploughs, which enable people to follow the
movements of the ploughs on a map. By clicking on the map, you can also
report problems with snow. Your own notification will then appear on the map
and, by following the map you can see when a snow plough will arrive at the
problem location. “There is clear interest in this and people like things of this
kind. It has elements of a game about it,” says Pekka Sauri.

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Image: The position of Helsinki trams on Friday 23 March 2012 at 12.35 pm.
The City’s processes and decision-making entail a great deal of data. Without
data, the City could not operate in an organised fashion. For example, the
control of a power station requires information about present and predicted
energy needs and the production capacity of other power stations. The City’s
strategic decisions concerning city planning, for example, require statistics and
other relevant facts. The results of voting are recorded in the decisions of the
City Council.
Through the Plans on a map (Suunnitelmat kartalla) service, citizens and others
who are interested can follow what projects are going on in the city and where,
illustrated on a map.
Each location on the map refers current or planned project in the city. When a
specific location is highlighted, detailed information about the project is shown on
the left.

FIREBALL D1.2
Case 7: Plans on a map

“The reason I like this service is because it shows how the process actually works.
And yes, it is a bit clumsy, bureaucratic and crazy, but that’s how it works.” Otso
Kivekäs, Member of the Public Works Committee
In the Plans on a map (Suunnitelmat kartalla) service provided by the Helsinki City
Planning Department, you can read about the planning situation for City planning,
partial disposition plans and traffic plans. The service also provides project
planning material. When planning for a project begins, the service gives a short
explanation of what the whole thing is about and shows the affected area on a
map. Then, as the project progresses, the service publishes documents and other
material generated during the process. Citizens have the opportunity to comment
on the projects, both online and at specially organised residents’ evenings. It also
gives the contact information for the person responsible for each project. Benefits
of the service include the fact that although the progress of projects is often
complex and bureaucratic, the City openly reveals how the process works, so
people interested in each project can genuinely participate in discussion on the
project and influence the actions of the City.
http://ptp.hel.fi/hanke/
A significant proportion of the information concerning the city is in digital format

in the City’s different information systems, but some of it is also in other formats
such as paper and archived microfilm. So-called tacit knowledge, in the
possession of people themselves is one of the key forms of knowledge within the
municipal organisation. An important topical challenge is ensuring the knowhow
of retiring city employees is transferred to the next working generation.
When talking about the digital information of the public administration, the well-
known basic registers usually come to mind, such as the population register, the
property register and perhaps also statistical data and weather information. Maps
and geo information are quite well-known and some people also mention
varieties of traffic information. Data related to cities particularly includes
information on living, public transport, safety, social affairs and health and other
services. This list can be lengthened and made more specific, but understanding
the overall picture is nonetheless difficult.
It must also be remembered that information on public administration is only a
small part of all the information concerning an individual city. For example,
companies and individual cities have much digital information which in one way
or another concerns the city, such as tourists’ holiday snaps of the city or
information from local taxi companies about where you can go by cab.
A city's information systems strongly reflect how its service production is
organised. “These days, a information system and the operations of its
organisation are completely integrated. All the development projects of the
organisation are also information system development projects, and all
successful system projects are at the same time operating method projects,”
says IT specialist Otso Kivekäs, who is both a member of the Public Works
Committee of the City of Helsinki and an active cyclist.

FIREBALL D1.2
Case 8: Service map

The service map is an open information channel about municipal offices and services
in the capital region. It provides contact information about each office as well as its
website, topical issues, nearest bus stops, transport connections and accessibility. In
Helsinki, the map can also be used to check different kinds of population information
(age, language, average size of dwellings) or browse feedback given to offices, events
or tourism sights. Through the map it is possible to give feedback and to enter into
open discussion directly with the people in charge of offices and services.
Once the basic service was set up in Helsinki, an almost infinite number of
possibilities to improve it became evident. Developers almost instantly received
feedback, asking why Helsinki was producing a map service from which data could
not be exported to Google Maps and combined with other data. For that reason, the
City quickly published a Google-compatible KML interface and then thought ‘great,
that’s settled.’ But no. Next, people asked why the service map included only Helsinki
services. Did they think that, in the capital region, only Helsinki data was sufficient?
It was decided to make a general service map for the whole capital region. The
classification and harmonisation of an enormous volume of data had already been
done in Helsinki and now a great deal of extra work had to be done. The developers
of the service thought about such things as how to define the right service words and
how to make searches user-friendly so that the data could be presented in an
understandable way. The organisational jargon used by officials was not necessarily
comprehensible to ordinary citizens.
Public administration is not always very nimble at reaching the pinnacle of
development, and so it is also important to be involved in topical discussions about
opening interfaces and data, and in implementing concrete solutions. The aim is for
the reliable and up-to-date information produced by public administration to be in as
accessible a form as possible, and for us to be aware of all the freely available
applications that are being produced for its utilisation.
http://www.hel.fi/palvelukartta

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By checking information systems and the digital data they contain as a whole, it
can be seen in a new light how the municipal organisation and the city as a
whole function on a practical level. For an organisation, data is a kind of DNA,
which reveals what is happening in the city. Digital data offers a new kind of
overall image of how a city functions.
We believe that at the level of this digital information, cities are more
reminiscent of each other than at first glance or for example when comparing the
organisational structure of cities as, although there are differences between cities
and countries in relation to who delivers municipal services – the municipal
organisation or some other body – the needs of citizens are, however, quite the
same everywhere. Everyone needs health care, education, water, electricity,
heating, the opportunity to move from one place to another, etc. Because of this,
organisations responsible for municipal services – be they the city’s internal
bodies or other actors – record in their information systems largely similar data,
which is comparable. We believe that digital information offers a very interesting
way to view the city as whole. Such an overall digital picture would also be
valuable for the city itself.
A glance at a city’s digital information as a whole might give municipal experts
the same kind of overall picture as maybe a comparison between geographical
maps, from which a traffic expert can see at a glance the characteristics of
certain cities. For example, Helsinki lies on a peninsula, Barcelona between the
sea and the mountains and Berlin and Vienna are circular cities.
Image: The geographical map is a classic way of forming an overall image of a city.
Case 9: Ahjo: the digitisation of decision-making processes

“Sure, every day people curse this system... there are still things to improve, but
nevertheless it is a big thing that we have moved to a paperless decision-making
process." - Deputy Mayor Pekka Sauri

FIREBALL D1.2
In 2011, the City of Helsinki introduced a new case management system, Ahjo,
which changed how decisions and documents are processed and made meetings
procedures fully electronic. In connection with this process of digitisation,
processes also changed, the functions of 35 administrative bodies were merged
and, thanks to Ahjo, time, trouble and paper were saved in administration.
Previously, registry offices managing documents needed a staff of 80, but now
they can get by on a quarter of that. The City Board and Council alone had
annually consumed 11 million sheets of paper, so the reduction in paper
consumption is also bringing savings of hundreds of thousands of euros.
Ahjo users include not only 600 elected officials but also about 5,000 other
municipal office holders and other employees such as draftsmen, presenters,
keepers of minutes and information officers. Meetings of the Council, City Board,
committees and management boards are held electronically in the Ahjo system.
The investment of money and working hours into this reform is a significant
ecological act, but in future it will also open up completely new opportunities for
more and more citizens to participate in the preparation of matters to be raised
and in the decision-making process. Once information is in electronic form, the
next logical step is to open up to a suitable extent the data contained in the
system for the use of anyone. Electronic documents contain metadata, by which
documents related to the processing of each case can easily be found, and they
can be linked both to each other and to other data concerning the case in hand,
such as statistics or background financial information.
It is not worthwhile for the City itself to develop all applications supporting
decision-making and communications, as the opening of data and interfaces also
enables the input of other parties. Preliminary work to open Ahjo has begun in
co-operation with the developers.
Ahjo brings paperless decision-making to Helsinki (Story from the service provider Tieto)
At present nobody knows exactly all the digital information that the City of
Helsinki has. Even the City itself does not have complete overview on all the
information systems it has in its dozens of different departments and public
service corporations. It has been estimated that altogether there are about a
thousand information systems.
The decentralized operating model of the city means that not even the IT
Division has access to all the data. “People often imagine that the boss of IT has
access to all data, but that's not the case," says Markku Raitio. But the situation
is now gradually changing. The aim is for the examination of municipal
operations through a digital database to enable the transcending of traditional
‘silo boundaries’ within the organisation, thereby bringing added value to the
internal functions of organisations.
Helsinki is thought to be one of the top cities for IT exploitation in such spheres
as electronic business and web services. In spite of this, there is no overarching
picture of the City’s information systems. We have also asked other cities about
their situation, and the end-result is always the same: nobody has a
comprehensive overall picture of the data and information systems of their city.
Even in the catalogues of open data that have proliferated in different cities in
recent times, such as the Helsinki region’s Infoshare data.hri.fi and the City of
London’s London Datastore, there has been no joy for people trying to piece
together an overall picture, because they only list material that is already open,
and do not tell what data is not available. There is therefore reason to assume
that, in addition to Helsinki, other cities are also unclear about all the
information that they actually have.

FIREBALL D1.2
Conclusions
• Digital information offers a new perspective for understanding municipal
operations. It helps in the understanding of complex organisations, such as
the City of Helsinki.
• Nobody knows all the data that the City of Helsinki has, so there is not a
single citizen who can know what data he or she could request from the city.
• If it were possible to establish what data the City of Helsinki actually has, we
could also get a better overall picture of how the organisation of the City of
Helsinki functions.
• Other cities in the world are probably also unclear about what data they
actually possess.
4.4 THE CITY OF DATA

“Visualising data improves the understanding and utilisation possibilities of the
data. Visualisation also creates the possibility of viewing the raw data from
different perspectives - potentially combining different sources and viewpoints.
The results can be used for improving both decision making and for creating new
service innovations. The value of information is created by using it.” Markku
Raitio, IT Director, City of Helsinki
One of the authors of this report, Antti Poikola, lectured in the autumn of 2011 at
a data journalism course on the use of public data for journalistic purposes. The
course required a comprehensive overview of the information resources
possessed by the City. The City’s web site listed the information systems of the
various municipal agencies, and also included the system descriptions required
by law, but the information was not up to date. To receive the most up-to-date
information on the systems, Poikola made an freedom of information request at
the municipal Registrar’s Office.
The information request and the need for an overall view of Helsinki’s
information resources attracted interest from the City’s IT management
department, which was working on the same questions. The charting of
information systems that originated in the data journalism course was taken
forward. The results are included in this report. The following describes how the
charting of Helsinki’s information systems was carried out using this public
information. What was the picture of the city’s information systems that
emerged?
A single list of Helsinki’s information systems
With the help of the Registrar’s Office, we received lists of information systems
from nearly all municipal agencies and public utilities. On the part of information
systems, the view is relatively comprehensive. But in addition, many pieces of
municipal information are found in isolated documents outside the systems. No
information system description has been made for these documents, and for this
reason they are not covered by the charting. Examples of excluded information
are various statistics and background materials for reports that are saved in a
format such as Excel.
The number of information systems varied widely from agency to agency. On
average, the agencies had approximately 18 catalogued information systems. A
few had only one system catalogued. The Port of Helsinki had the largest number
of systems (54). To form an overview, the information in the various documents
was compiled into one overall list. After faulty entries and duplicates were
removed, it included a total of 595 information systems.
Many of the systems are connected to the running of the municipal
administration. These systems are typical of all agencies: for instance, the
systems related to staff, access control, monitoring of working time, travel
management and financial administration. On the other hand, the systems
FIREBALL D1.2
related to production of services are often agency-specific. Among the more

specialised systems are the control of traffic lights, the database on financial
assistance for building of lifts and the registry of trees planted in the city streets.
The following table includes more examples of information systems and their
contents that do not come to mind very easily.
Agency Name of system Intended use Information content

Administration Medals of the Applying for the decorations Information on the decorations
Centre President of the issued by the President of the applied for and issued by the
Republic Republic President of the Republic to city staff
and elected officials
Port of Helsinki Vessel diary Reporting of traffic by vessels Information on vessels leaving and
arriving at the Port of Helsinki
Helsinki City Sanojen aika Searchable database of Presentations of writers
Library writers
City Museum MediaKsi Management system for the Information on cataloguing and
City Museum’s collections acquisition of the museum’s
and content information collections
Helsinki Opas Tool for preparing sheet Information on composers,
Philharmonic music and planning compositions and line-ups for sheet
Orchestra programmes music; information on concerts; work
list
City Planning Traffic light control Direction of traffic Use of traffic lights
Department systems
City Planning Production of plans City plans and traffic plans Plans
Department
City Planning Planning and Planning of traffic network Traffic volumes
Department calculation of traffic
network
Real Estate Database on financial Database software used to Information on the recipients of
Department/ assistance for the compile statistics on assistance and their agents; amounts
Housing Division installation of lifts municipal 10% lift assistance of assistance granted; expenditures
granted by the City of Helsinki
Youth Department Hobby search Facilitation of hobbies for Information on hobbies, hobby
youth arrangers, facilities; information on
youth found in personal registry
descriptions
Education Camera surveillance Camera surveillance The system records images of
Department system people moving in the cameras’ area
of operation. Dates and times are
also recorded. Speech is not
recorded.
Rescue Merlot Medi Web Reporting of paramedics’ Information on clients and measures
Department Reporting tasks taken during paramedics’ emergency
calls
Rescue Facta registry of Information on population; Information on population, building
Department municipalities – information on property permits, planning and properties
Primas registration
Public Works Facta registry of Granting of building permits, Building and building permits;
Surveillance municipalities – surveillance during building information on surveillance during
Department Facta building work, continuous building work and continuous
surveillance surveillance, etc. surveillance
Public Works Comet parking fee Loading of money into ?
Surveillance system parking fee meters
Department
Table: Examples of the systems found by charting information systems.

FIREBALL D1.2
Keywords as the basis of an overview

The general features, informational content and purpose of the information
systems were described with free-form keywords, such as economy, billing and
purchase bill. Proper names, names of agencies and words referring to
geographic areas were avoided to make the keywords as comparable as possible
with other cities. Housing, traffic, health, education, administration and many
other similar concepts describe cities around the world, although organisations
and areas of responsibility may vary.
Currently, the keywords may still include words that are synonymous with each
other. Some of the words introduced through manual keywording are not very
descriptive (e.g. information, subject). There are over 800 keywords, of which
more than half occur only once. The list of keywords is too long to be useful. The
table below gives key information on the material.
The agencies and 33 There are 35 agencies in all. The information on Helsingin Energia and the
public utilities Wholesale Food Market is missing.
covered by the
charting
Number of 595 In the original lists of information systems, the number of systems was slightly
information systems higher. When the lists were harmonised, clearly superfluous entries (e.g. e-mail
in the overall list clients) were removed. Also removed were duplicates, i.e. systems used by more
than one agency and entered in the lists of the different agencies.
Average number of 18.3 The Port of Helsinki had the most systems (54 in all). A few agencies only had one
systems per agency catalogued system.
The number of 845 Most keywords (570) were used only once. The material included a total of 1,684
keywords used in keywords. The most common keywords and their frequency are shown in the next
description table.
Average number of 2 The number of keywords varied from 0 to 7. There were 18 systems without any
keywords per system keywords.
Table: Statistical data on the City’s information systems.

The most common keywords were client, staff, library, working time and access
control. Other common keywords were related to areas such as financial
administration, properties and document management. The list of the most
common keywords is not very surprising. On the evidence of its information
systems, the municipal organisation would appear to concentrate on clients and
staff.
The following table compares the information systems’ most common keywords
with the keywords of the Helsinki open data catalogue (HRI). It would be useful
to make the lists of keywords uniform in the future. This would enable linking of
open information content and information systems.
Overall catalogue of information systems Helsinki Region Infoshare data catalogue
595 information systems keyworded with 845 keywords, 869 information systems keyworded with 669 keywords,
used for a total of 1,684 times used for a total of 5,531 times
client (40) helsinki (295)
staff (31) vantaa (250)
library (25) age (203)
working time (22) population (171)
access control (20) gender (143)

FIREBALL D1.2
Table: On the left, the most common keywords in the charting discussed here.
On the right, the most common keywords of the Helsinki Region Infoshare data
catalogue.
From a list to a map
A list of information systems is interesting, but it is not yet in an easily
understandable format. It is hard to see how systems are connected to each
other, or to get an overview of everything that belongs to the digital field formed
by the City’s information systems. We decided to experiment with visualising the
information systems into an image. The Helsinki information system map was
born.
Image: A map formed out of the keywords describing the information systems of
the City of Helsinki. The key groups of keywords have been marked on the map.
A – Social services, B – Health, C – Economic administration/billing, D – Clients,
E – Environment, F – Economic administration/accounting, G – Other, H –
Surveillance and security, I – Access control, J – Staff/wages, K – Staff/working
time.

FIREBALL D1.2
Image: Enlargement of “Surveillance and security” (group H above).
A map of the digital Helsinki

The accompanying image shows the map formed out of the lists of Helsinki’s
information systems. The visualisation helps one to see the areas in which the
systems are grouped according to their content and purpose. On the map, the
keywords used to describe the systems form clusters. These can easily be
interpreted as larger functional wholes, such as “health” or “environment”. The
key functional wholes have been named in the overall picture. Underneath is an
enlargement of the group of keywords related to surveillance and security.
Technically, the map is based on a network graph; the keywords describing the
information systems are its nodes. Two keywords (nodes) have been linked with
a curved line where an information system has been described with both words.
The following image shows an enlargement of the words “työaika” (working
time), “henkilöstö” (staff) and “kulunvalvonta” (access control) occurring close to
each other. Among other things, they connected to each other by the access
control system named Timecon. Because the same keywords have also been
used to describe other information systems, they are linked in the network graph
to these systems, such as wage calculation, work shift and key management
systems. In this way, the hundreds of keywords used to describe information
systems are linked, placed on the map and grouped into thematic clusters.
Image: Enlargement of “Access Control” (group I in the overview image)

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To make the overview image clearer, keywords linked only weakly to the whole
have been filtered out. Such keywords have been used to describe just one or
two information systems. For instance, the programm planning and sheet music
design software used by the Helsinki Philharmonic has received keywords such
as “nuotti” (sheet music), “sävellys” (composition) and “orkesteri” (orchestra),
which do not occur in relation to any other information system. For this reason
they are not shown on the map. After filtering, approximately one third of the
keywords in the original material are shown.
Image: An example of weakly linked keywords that are filtered out of the
overview image for clarity. These keywords only describe one information system
used by the Helsinki Philharmonic; they are not linked to the larger overall
picture.
Possible uses for the information system map
The Helsinki information system map presented above is a first sketch of what a
map of a city’s virtual reality could be. In our view, even this sketch will begin to
yield new information on a city’s existing systems and the connections between
them.
The map gives an overview of the City’s information systems that transcends
organisational borders. Currently, the financial administrators are familiar with
financial software and the geographic information people with geographic
information systems; but nobody knows the whole. The information system map
could help the persons responsible for the systems of the various agencies to see
them as parts of a larger whole. In developing the architecture of the information
systems, the map can be compared to a city map used in city planning. It is a
picture of the current state that makes it possible to plan the future.
In addition, the map would make it possible for both the city and the open-data
community to find the as yet unopened public data possessed by the city and the
people responsible for it. Perhaps the map will also become a treasure hunter’s
map from time to time; it can be used to find lost, forgotten or unknown
information systems with valuable data in them.
Actors outside the municipal organisation would also need an overview. For
instance, it would be useful for the open-data developer community to know and
understand the systems behind the data. The information could be used in
making new applications. Officials of other cities and researchers interested in
urban development would perhaps want to compare cities digitally or create an
overview of cities’ digital similarities and differences.

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Images could be generated to link municipal agencies to keywords or to systems.

It would also be possible to create images on just one specific area, such as a
map of the information systems related to ecology and the environment. One
obvious use for information system maps is the visualisation of the systems of a
country’s entire public administration – or of the systems of any large company
or organisation. It would also perhaps be interesting to compare these to cities’
information system maps.
The visual information system map is first and foremost a tool for
communication. Visualisation gives birth to discussions that are not possible by
just looking at lists. The Helsinki information system map has received excited
and immediate comments from the people to whom we have presented the
intermediate stages in our work.
Observations on the charting
The large number of information systems
One obvious question is why the City of Helsinki has so many information
systems. The large number of systems is partly caused by the way legislation
and other rules prevent the use of, say, client information between different
agencies, which can often be due to very reasonable privacy concerns.
Another reason is the uncontrolled way systems are sometimes acquired without
regard for the whole. “We too have several systems around and installed in the
computers that nobody actually ever uses,” says Matti Nikupeteri.
Use of data reveals deficiencies in it
No material is complete or fully free of faults. This is the case especially when
updating the material is liable to human error and when it is the task of many
people. When materials are used, the errors are revealed. This is entirely a good
thing.
In the original lists of information systems, the charting and visualisation
revealed faults that made the analysis more difficult. However, whenever these
faults come to light, it is possible to correct them systematically for the future.
The City’s information system descriptions were partly incompatible or too brief.
For instance, agencies had given notice of the same systems under slightly
different names, even though the systems were not actually installed several
times but were in shared use.
The lists of information systems also included rather general software, such as e-
mail clients and sticker-printing software. The problem was that there was no
definition of “information system” anywhere. We concentrated on the information
systems that were potential sources of data.
At one phase it emerged that the City Registrar’s Office did not know the
numbering used uniquely identify agencies in certain lists of information
systems. The numbering was finally discovered on the data catalogue of the
Helsinki Region Infoshare as part of the opened economic data on the city. The
city’s organisational structure and the names of its various agencies (in Finnish
and English) were not available in an unequivocal form, much less a machine-
readable one. Information was scattered here and there, and the names were
slightly different in each place.
A practical problem for the editing of the information system descriptions was
the fact that the original documents were in Word or PDF format. They also had
anomalies in presentation that made it more difficult to handle or combine data
automatically.
In addition to the challenges mentioned above, it is possible that mistakes were
made when editing the information system descriptions; for instance in assigning
keywords or copying and pasting texts by hand.

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There were mistakes and incidents on the way and the list of information
systems may still contain errors but our general estimate is that the content of
the final list or map is not made different in any essential way by any isolated
mistakes that may remain.
Could the method be generalized?
In Finland, the law requires all public-sector organisations, such as municipalities
and cities, to provide information comparable to the information the charting
work was based on. It is thus possible to make a similar map of other
municipalities and cities in Finland. It is especially useful for larger cities likely to
have many information systems.
The law may not require municipalities and cities to provide similar information
in other countries. However, at least some information on every city’s
information systems will probably exist for administrative purposes.
Editing the information system descriptions and the map requires some work by
hand. It is likely that the information system descriptions contain errors,
deficiencies and variation, just as in the case of Helsinki.
Directions for future development
The preliminary visualisation of the map was done using NodeXL and Gephi
software intended for network analysis. The Google Refine tool was used to make
the data uniform. With these tools, it is possible to search and delimit the data
and visualise various subsets. Sadly these cannot be presented comprehensively
in this report.
It would also be possible to realise the visualisation as an interactive web page
generated directly from the up-to-date system database. Users would be able to
carry out text searches and focus the map on even the smallest detail. The
existing online map services like Google Maps, currently familiar to all, function
as visual interfaces to the physical city. In the same way, the interactive
information system map could function as a search interface for the city’s digital
information resources and systems.
Currently, any updating of the information concerning the system has not been
organised to enable the maintenance of an up-to-date database. The information
used for our charting work will also become out of date as agencies renew their
systems.
The publication and updating of the lists of information systems should be made
uniform. A first step would be to move from text documents to a compatible
format, such as Excel spreadsheets. In the long term, our recommendation to
the City would be to establish a separate database service for the presentation
and administration of the lists of information systems.
If up-to-date descriptions were contained in a single database, classified and
tagged in the way described above, the system could be used for automatic
generation of the information system descriptions required by law. It could also
generate the Helsinki information system map; an up-to-date visual depiction of
all the city’s information systems.
As an immediate step for future development of the Helsinki information system
map presented here, a prototype is being produced for an online service that
would keep the city’s information system descriptions and the information map
up to date. The prototype will also enable the map to be published as an
interactive application for use by the City or anyone interested in the city itself.
Conclusions
• Finnish law requires an information system description for all public-sector
information systems.
• By collecting these descriptions together, an overview was created of the
information systems of the City of Helsinki.

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• The Helsinki information system map is a visual presentation of this

information. The map is helpful in understanding and discussing the City’s
digital information resources.
• It is also possible to draw up an information system map for other cities, both
in Finland and elsewhere.
4.5 LESSONS LEARNED

As described previously, in Helsinki, a smart city is considered first and foremost
to be based on the smartness of the people of the urban community. Enabling
the participation of the people is the key for a city to evolve in to a smart city.
A smart city can be outlined as a city that 1) can combine service production and
an innovative environment, 2) exploits all available information in its activities
and decision making, 3) fosters a dialogue between the municipality and the
urban community, and 4) where the city is not thought as a service organization
with citizens as the customers but as an urban community where the citizens are
the city.
In relation to this general vision on what a smart city is, and based on the
examples and details presented in the previous chapters, we conclude with the
following five lessons learned that can be recommended to other cities that are
seeking paths to becoming ‘smarter’.
1. Courage to act; balance of creativity and reliability
A good city has discovered the golden mean between reliability and creativity.
Services function reliably and with sufficient quality, while the city structure
gives room for creativity – a kind of anarchy within the system. Allowing
creativity in this way helps give rise to the new ideas that develop the city into a
smarter one. Example: Allowing and encouraging the Restaurant Day.
2. Opening up information required internal expertise by the City
Together with the other cities in the region, the City of Helsinki established an
internal project, Helsinki Region Infoshare (HRI), to realise and help with the
opening-up of information. HRI seeks out information resources to be opened up,
negotiates, provides training and creates networks between data producers and
users. It also offers support services for data producers. In addition, HRI
recognises agents of change within the municipal organisation and offers them
support. As an internal function, there is a commitment to opening up
information. Deep learning is generated through continuity. A process of change
of this kind cannot be driven from the outside. Example: Helsinki Region
Infoshare (HRI)
3. Inspire and support the developer community
Open information is not enough by itself. Applications are also needed to make
use of it. One way of encouraging the developer community to create new
applications is to hold Apps -contests. Several competitions relating to open data
in the Helsinki region have been arranged in recent years. For instance, opening
up the city transport data has inspired many developers to create applications on
top of the data – applications that would otherwise not have been created or
which would have been beyond the City’s resources. The first commercial
applications have also been created on top of open data. This is one important
yardstick and a goal for open data. Example: The Apps4Finland competitions
4. Open processes even when they are a bit embarrassing
The City of Helsinki has a wide-ranging and complex organisation that is
impossible to understand completely. Although the City does not always function
optimally and there is considerable bureaucracy at times, it is open about the
state of its processes. This gives people a chance to participate and affect the
City’s decision-making. Openness is one of the Nordic administrative traditions.

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Example: Plans on the map.
5. Draw up an information system map for your city!

As a direct result of this report, we presented the Helsinki information system
map as a promising example on how to create an overview of the City’s
information resources. This helps the city to understand how to city is organized
and what data it possesses about itself which is the first step of utilizing the data
more efficiently both inside the city organization and for example publishing it as
open data. Experts in Helsinki and in other cities has considered the map to be
very interesting.
Find out about the information systems in your city and draw up visualised
general views to receive a new kind of overview of the city’s activity. Compare
the information maps with those of Helsinki and other cities!
Example: The Helsinki information system map
4.6 LITERATURE
Bettencourt, L. M. A., Lobo, J., Helbing, D., Kühnert, C., & West, G. B. (2007).
Growth, innovation, scaling, and the pace of life in cities. Proceedings of the
National Academy of Sciences of the United States of America, 104 (17), 7301-6.
Retrieved from http://www.pnas.org/cgi/content/abstract/104/17/7301
Brand, S. (1995). How buildings learn: what happens after they’re built (p. 243).
Penguin Books.
Campbell, T. (2012). Beyond Smart Cities: How Cities Network, Learn and
Innovate (p. 256). Routledge.
Information technology program of the City of Helsinki 2012–2014. (in Finnish,
original title: Helsingin kaupungin tietotekniikkaohjelma 2012–2014.) (2012).
Retrieved from
http://www.hel2.fi/taske/julkaisut/2012/Tietotekniikkaohjelma_2012-2014.pdf
IBM. (2011). Helsinki raportti - IBM’s Smarter Cities Challenge. Retrieved from
http://www.hel.fi/static/taske/julkaisut/2012/IBM_SCC_Helsinki_suomi.pdf
Kepsu, K., Vaattovaara, M., Bernelius, V., & Itälahti, M. (2010). Vetävä Helsinki -
Luovien ja tietointensiivisten alojen osaajien näkemyksiä seudusta - kotimainen
ja kansainvälinen näkökulma. Retrieved from
http://www.hel2.fi/tietokeskus/julkaisut/pdf/10_12_31_tutkimus_4_Kepsu.pdf
Giffinger, R., Fertner, C., Kramar, H., Kalasek, R., Pichler-Milanovi, N., & Meijers,
E. (2007). Smart cities Ranking of European medium-sized cities. October.
Retrieved from http://www.smart-
cities.eu/download/smart_cities_final_report.pdf
Mulgan, G. (n.d.). People & Participation: How to put citizens at the heart of
decision-making. October. Involve. Retrieved from
http://www.involve.org.uk/people-and-participation/
Nam, T., & Pardo, T. A. (2011). Smart City as Urban Innovation : Focusing on
Management, Policy, and Context. 5th International Conference on Theory and
Practice of Electronic Governance (ICEGOV2011). Retrieved from
http://www.ctg.albany.edu/publications/journals/icegov_2011_smartcity/icegov_
2011_smartcity.pdf
Uusi-Autti, N. (2011). Innovaatioverkostojen johtaminen ja kehittäminen - Case
Helsinki Region Infoshare. Retrieved from
http://www.doria.fi/bitstream/handle/10024/71976/NiinaUusi-
Autti.Gradu.pdf?sequence=2
Programme of Prime Minister Jyrki Katainen’s Government. (2011). Retrieved
from http://valtioneuvosto.fi/hallitus/hallitusohjelma/en.jsp

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5 OULU COMMON ASSETS CASE STUDY
5.1 INTRODUCTION
The characterization of assets as “common” assets (resources) implies that such
assets do not support stand-alone solutions but enable cross-sector and cross-
geographical (at the scale of cities, regions, countries) applications which share
common services, expertise, facilities etc. These common assets can be
contributed by all constituencies involved Future Internet, Living Labs and Smart
Cities.
Assets or resources of importance for innovation ecosystems may include:
network infrastructures, test bed facilities, innovation labs, competence centers,
available data, technologies, applications, methodologies, urban development
resources etc. Assets are owned, operated and used by specific actors.
Common assets can be shared, combined and made accessible in order to
facilitate user driven open innovation. Common assets identification thus lies at
the basis of collaboration through partnerships across the domains of Future
Internet, Living labs and Smart Cities.
objective and context
Assets include the human, technological and infrastructural assets (capital
goods) that are underlying the smart city. Assets may include network
infrastructures, experimentation facilities, living labs, know-how and
technologies, human capital, user communities, as well as the assets embodied
in the existing innovation ecosystem. This question addresses the “common
assets”: the resources that are available to facilitate, when combined and made
accessible, the transformation towards smart city.
This document describes assets and resources available in City of Oulu - urban
innovation environment. Different types of assets are listed in tables.
In characterizing these assets different aspects have been taken into account.
The actors involved: assets are be owned, operated and used by specific actors.
A simple description of what constitutes this asset and also what kind of
methodology they use or is provided by the asset. In some cases, where it
matters, the role it plays in the innovation system is mentioned.
The task undertakes to create an inventory of resources associated to the three
constituencies: Future Internet, Living Labs and Cities. Resources include testing
facilities, living labs, methods and know-how, infrastructures, ICT services, user
communities. The inventory focuses on the relations and synergies between
these resources and how resources can be combined and used for cities’ and
urban development and innovation.
overview
This document lists the identified common assets based on relevant information
by city or asset owner. Document also explores initial examples of common
assets and their use for smart cities innovation. Assets are listed in couple of
thematic groups; ICT, eHealth, Education, Smart City, Research and Enablers
5.2 AVAILABLE ASSETS

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ICT
Octobus Oulu Innovation

Network Octopus network offers an authentic and independent wireless
environment, where mobile technologies and services are developed
and tested.
Facilities The core of the Octopus service is a closed operator environment -
meant for developing and testing mobile applications - that functions in
a nationwide Multi Access network (2G, 3G, WLAN, WiMAX). The
concept includes all the equipment needed to enable the radio access or
IP based connection to the closed and authentic mobile operator grade
test network.
Methodology The testing environment provides Octopus' customers with a
competitive advantage, which is further enhanced with comprehensive
services. During this "innovation to business" process, Octopus provides
its customers with training and business support, too.
Octopus Support contains all the needed configurations before testing
and needed technical help and troubleshooting during the testing issues
as well as extensive documentation of the testing technical
environment.
Depending on the customer’s needs the testing can be conducted in
Octopus’s premises or the Octopus network access can be build in
customer’s premises where the customer can do the testing whenever
they want. Customer can either do the testing by itself or with the help
of Octopus experts
One of Octopus core partners, Oulu University Applied Sciences, has
provided technical training for mobile technology since 2003. Satakunta
University of Applied Sciences (SAMK) provides to Octopus Network
customers a tailored NGN Laboratory training for company or institute
specific needs, the course may consist of theory and practice, or
practice only
More www.octo.fi
Information
Converging VTT, Technical Research Centre of Finland

Networks VTT's Converging Networks Laboratory is place to innovate,
Laboratory prototype and test products in a future convergent network
(CNL) infrastructure.
Facilities VTT’s Converging Networks Laboratory (CNL) collects new radio
interfaces, novel services and research prototypes in one place, in a
laboratory-scale converged environment.
On its premises CNL has WCDMA/UMTS, HSDPA, fixed and mobile
WiMAX (802.16 d/e) and Wi-Fi networks, which are also configurable
(e.g. QoS can be changed). VoIP, IPTV and video streaming services are
found at the laboratory. New services can be created either as stand-
alone servers or by utilizing an application server connected to the IP
Multimedia Subsystem (IMS). Mobility is maintained with IP mobility
management solutions.
The laboratory is physically connected to the Internet, to a local city Wi-
Fi network (panOulu) with 600 access points and to a cellular Octopus
2G/3G MVNO test network allowing global exploitation.
Live MobileWiMAX testbed consists of a full WiMAX end-to-end network
with sector antennas, base stations, wireless access controller,
MobileIP, services, and several CPEs from PCMCIA cards to multiuser
units. Mobile WiMAX testbed is located at VTT building in Oulu and the
range of the WiMAX test bed is about 1km covering several ICT

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companies in the Oulu Technopolis area.

The lab includes five main parts:
1. Networks.
2. IP services.
3. Enablers from the research projects.
4. Various tools from companies
5. External connections to Octopus MVNO services, panOulu public
WLAN, Geant, and Funet.
Methodology The way to cooperate with CNL is to contact them and describe your
testing needs. Then together with CNL experts you decide how to
continue your cooperation. For example, you can reserve the WiMAX
test bed for your own needs or sent software and equipment there for
testing purposes.
In either case CNL offers technology consulting, roadmapping,
prototyping of new services, performance measurements and testing of
services, applications, products, and hardware.
VTT’s expertise includes running own wireless networks such as 3G and
WiMAX and services over IP network, development of wireless services,
mobility techniques, improving mobile multimedia performance,
innovating human-mobile interaction and development of end-to-end
QoS technologies and carrying out QoS measurements.
End to end performance competences:
• QoS and network measurements
• Measurement tools (QoSMeT)
• Performance testing and bottleneck identification
• Consulting on QoS and handover techniques, knowledge on network
analyzers and simulators
• Mobility and Networks competences:
• Concept development
• Prototyping & implementation
• Mobile test beds & testing
• Consulting
• Solutions from client devices to large scale networks
Adaptive transmission competences:
• Environment for testing and development of video transmission
technologies
• Tools for network monitoring
• Adaptation methods for multimedia services
Mobile multimedia competences:
• Tools for audio and video analysis
• Solutions for robust video coding and transmission
• Platform for mobile video management from production to
consumption
Network testbeds competences:
• European wide access to partner testing facilities
• Research, development and testing of mobility mechanisms and
mobile services
• Networking within the European research community
More www.cnl.fi
Information

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Innovation VTT, Technical Research Centre of Finland

Kitchen
Facilities Innovation Kitchen is an inter-site research infrastructure which supports
the research of the smart spaces. The environment is a combination of
laboratory and showroom and it can viewed from different angles. Firstly,
the laboratory is an open physical space where project group can meet in
one place. Secondly, it is a showroom where companies and projects can
show their state of the art technical demos and prototypes to possible
customers, partners etc. Thirdly, the environment is place a place for
meetings and especially for meetings that are held between different
location (e.g. one group in Oulu and one group in Tampere)
Besides Oulu, Innovation Kitchens are located in Tampere and Espoo. In
the first phase each site can see other the sites over video. Later, all sites
can be cross-used in a virtual environment.
Innovation Kitchen consists of the three essential areas of technology:
Device interoperability (such as NoTA), new mobile user interface
technologies (including NFC and Augmented Reality) and context
awareness.
Methodology Innovation kitchen is used according to the case project. The research
environment can act as an extension for the own research environment of
the clients. Clients can, for example, order research work for testing the
interoperability of its products.
Facilities are used in developing interactive environments and inter-site
communication. For example Innovation kitchen is utilized to research
new and innovative ways to add the sense of presence between different
parties involved in a meeting in different locations.
Tools used in Innovation kitchen are traditional office equipments like
drawing inks, flip charts etc. Innovation kitchen is also place for doing
experimentations with modern equipment, e.g. smart board.
More http://www.vtt.fi/service/ict/innovation_kitchen.jsp
Information
Multimedia VTT, Technical Research Center of Finland

Studio
Facilities The Multimedia Studio offers facilities for the development and testing of
networked multimedia applications and services. The studio includes
laboratory facilities equipped with various kinds of multimedia equipment
and Internet connections for hosting the services. Additionally, the studio
contains software platforms for rapid prototyping of multimedia services
and state-of-the art video streaming technology.
Additionally, its open wireless IPTV development platform provides a
cost-effective and realistic environment for testing and developing video
transmission technologies and services. The platform supports video
delivery to mobile users in various networks, such as WLAN, WiMAX, and
3G. Furthermore, the platform includes support for managing client
mobility and quality of service (QoS). The environment comprises a
controlled laboratory environment including a network emulator as well
as actual networks with wide coverage and regular users. Currently, the
main activity in the wireless IPTV development platform is to
demonstrate and evaluate the use of scalable video (SVC) streaming in
future multimedia services.
Methodology The prototyping platform for the mobile multimedia services include
functionalities for recording, managing and sharing multimedia content
using end user mobile terminals. Videos or images can be recorded on a
mobile phone – using the devices’ own camera software. Videos and
images can be uploaded to VTT's content management platform, which
provides tools for analyzing and managing the content. The platform

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enables fast creation of visually attractive, lightweight mobile multimedia

services and applications.
Multimedia studio’s customers are usually in different phases in their
product development process. That’s why the studio cooperates in case-
by-case manner with their customers.
Multimedia studio offers consultation and R&D services to its customers
to help them get their products ready for the market. Services are usually
conducted in multimedia studio’s premises but it is also possible that the
studio’s experts go to customer’s premises to offer their services there.
More http://www.vtt.fi/service/ict/multimedia_studio.jsp?lang=en
Information
OWELA VTT, Technical Research Center of Finland

Facilities Owela (Open Web Lab) is an online laboratory that utilizes social
media features for participatory design and open innovation
Owela is a nationwide online living lab that builds on social media
features for participatory design and open innovation. It’s a place,
where users, researchers and companies can meet each other. It
was launched in April 2007 and is administrated by VTT Technical
Research Centre of Finland.
Methodology Owela is centered around a blog-based tool called IdeaTube, with
which users may browse, comment on, and rate ideas, concepts
and scenarios of new products and services. Other tools for
collaboration between users, developers and researchers are chat
and Test lab, in which users may test new prototypes and give
feedback. In addition to these qualitative research methods,
quantitative online questionnaires can be used. The researchers
also write a blog about social media and other themes linked to
Owela.
Companies can utilize the Owela community in different stages of
the innovation process:
• developing new innovations based on consumer needs

• testing early service concepts and developing them further
with users
• testing and developing prototypes
• evaluating existing services
• marketing and consumer research
Owela can be combined with other user-centered design methods
and utilized as a communication channel between face-to-face
studies. User research can be done either publicly or, for
confidential user studies, in restricted environments. Special
versions for different languages can also be made easily.
Owela offers tailored project spaces to companies and

research groups. Owela spaces, which can be either public or
restricted to a certain user group, have been successfully used
e.g. for the following purposes:
• Idea campaigns with users
• Concept validations of new products and services
• Living lab backchannel: ideas and feedback during
• user tests

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• Consumer diaries (e.g. media consumption during

• a month)
• Online surveys and focus groups
• User driven participatory design of new services
More http://owela.vtt.fi/owela/introduction/
Information
HYTKE Oulu University of Applied Sciences

Facilities Wellness technology R&D center (HYTKE) offers its services to wellness
companies. HYTKE provides the newest technology devices and software
for the R&D and testing purposes.
Usability unit consists of a space, which includes soundproof observation
room and the actual testing room. Modern recording equipments in the
usability unit enable different test arrangements and the equipment can
also be transferred in field circumstances.
HYTKE provides versatile collection of devices and software which can be
used to measure human body and also to evaluate the measurement
outcomes.
Methodology Research lecturers and planners working in the center are specialized in
wellness technology R&D. The center can also use skills and knowledge of
the School of Engineering in order to achieve best results.
The center can be useful in different phases of the product development
process. For example rapid prototyping, usability assessments, human
measuring and assessments of the reliability of the device under
development are possible uses of the laboratory.
HYTKE develops new wellness technologies and cooperate with
companies in order to develop new innovations and to help in applied
research projects. HYTKE offers prototyping and testing services to
companies, e.g. a company can give an assignment for thesis work or
student project. Then the students can build a prototype or examine the
usability of the product. HYTKE’s special strength is the development of
real time measurement systems and mathematical analysis of
measurement outcomes.
Usability unit offers support services for companies. Rental of equipments
and facilities to companies’ usability experts builds the core of support
service. In project level usability unit offers additional support in
controlling the equipment and preparing testing arrangements, and
expertise in test user and variable defining and in the analysis of the
measurement outcome. In research level usability unit offers support in
usability planning and training which is arranged according to project.
HYTKE can also help its customer to get testers by using its own e-mail
list of testers.
Human measurement equipment and software can be rented by
companies on the basis of hours or days. HYTKE is also willing to offer
measurement services to individual persons.
More http://www.oamk.fi/tekniikka/tk/hankkeet/hankeportfolio/hytke/ (in
Information Finnish)

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E-Health
Technology City of Oulu, Social and Health care sector

Healthcare
Center Oulu
(TTKaakkuri)
Service In addition to the normal services of healthcare center, Technology
Healthcare Center Oulu offers product testing and analyzing services to
companies and research institutes. This service is called TT Kaakkuri,
product testing service.
TTKaakkuri provides companies and research organizations product
testing services enabling significant improvements to product’s
functionality.
Benefits for the customers
• External evaluation of the products usability, suitability and required

quality
• Recommendations how to improve user experience
• Technological Proof-of-concept
• Knowledge about processes and environment of healthcare
• Test results can be utilized in product development and marketing
• Movement towards co-operation with public healthcare providers
Customers can be e.g. healthcare services offering companies,
universities or hospital districts. With product testing can be tested
products like:
• Measurement and diagnostic products

• Self care products and services
• Hospital furniture and equipment
• Software products and services
• Pharmaceuticals
• Companies offering testing services
• Usability, processes, testing new products
Methodology Testing is conducted by toughest line-up of healthcare professionals in
real healthcare environment, which gives developers lots of possibilities
to test and do trials compared to the simulation environment.
In product testing service an individual testing package is tailored just for
customers needs. These testing packages can vary from minor idea
testing to the extensive contextual evaluation. Testing package contains
normally one or more of following modules:
• User experience:
• Usability testing
o User studies
o Impact & impressiveness
o Questionnaires, interviews etc.
• Piloting
• Summing up reports
As the result from the testing the customer gets a final report including
improvement ideas and recommendations for further actions.
More http://www.oulu.ouka.fi/ttkaakkuri/yleisesittely/
Information

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OWI Oulu Wellness Institute Foundation

Facilities WellTech Oulu and the wellness technology laboratory HYTKE are OWI's
scientific partners. In addition, on a case-dependent basis OWI carries
out scientific validation with the Research Institute for Olympic Sports
(KIHU) as well as with other parties.
Methodology OWI provides business development services for wellness technology
companies in order to increase the success probability of launching a new
business in the wellbeing industry. OWI provides mentoring, networking
as well as help in accessing relevant funding in international context.
The customer needs are identified together with OWI and customer
representatives. After that OWI can suggest the best solution fitting to
the requirements. Based on the requirement OWI can offer following
services.
Evaluation of the business idea
• Evaluation of the potential of the business idea from many points of
view: business strategy, business potential, productization,
conceptualization and financing.
• During the first meeting we decide which team member will assume
responsibility for helping the client with the business idea, or whether
some other party would be better.
• OWI Business Case criteria is used as the evaluation tool.
Development of business operations and product concepts
OWI offers help to an entrepreneur to define their products or services
and conceptualize them commercially into an integrated whole with
growth potential.
In practice, the assistance can take the form of sparring on the business
plan, customer segmentation, or the definition of the sales and
distribution network or competence needs.
The OWI Business Development tools are used to achieve these
objectives.
Resources and partner network
• Entrepreneurial financing challenges approached from portfolio and
roadmap view.
• OWI helps its clients to find customer and financier contacts that are
essential for the potential of the business. Usually these can be found
on the primary market.
• Special concentration of networks in the U.S. market, but client's
primary market can be some other geographical area.
Growth strategies and operations
• In addition to OWI’s knowledge of the wellness sector, they are very
familiar with the strategic and logic of growth companies, their
growth models and paths as well as the venture capital or risk
financing operations materially connected to the operations of growth
companies.
Business coaching
• Close cooperation with, among others, Sharon C. Ballard, the
developer of training courses based on Supercoach® Entrepreneurial
Training.
• Encourage its clients to participate in Global Cluster coaching and to
utilize the coaching on the primary market materially connected to it.
• Cooperation with the world's leading business and strategy consulting
companies.
Tools:

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Evaluation criteria, OWI Business Case criteria

The OWI Business Case criteria help clients to evaluate their own project
and build better foundations for its success. The criteria also help OWI to
structure the feedback given to the client.
In practice the criteria constitute a common language through which we
enable all the parties needed for success — entrepreneurs, financiers and
other stakeholder groups — to understand each other and work toward
the achievement of a common objective. The evaluation criteria are made
of the following elements:
1) Market opportunity, market understanding and customer value
2) Entrepreneurial leader, team and partners
3) Strategic differentiation
4) Financial plans
5) Exit plan
Systematic business creation process, OWI Business Development Tools
We encourage and guide our clients toward systematic business
creation process. It has been observed in industry that a structured and
systematic development model improves the quality of operations,
focuses it better and improves the chances of success. In addition, it is
important that the product idea and business idea fit the company's
strategic objectives.
More http://www.owi.fi/index.php?id=73&lang_id=1
Information
Bioforum City Of Oulu, Business Oulu

Oulu
Objective The intent is to develop new products and services that enhance
people's health and well-being and to create new business in the
field.
Methodology Bioforum Oulu gathers together biotech companies, universities
and R&D organisations in the Oulu region and stimulates their co-
operation. Bioforum works closely with other players in the region
and also carries out spearhead projects named in the Oulu Growth
Agreement.
More www.bioforumoulu.org/
Information
education
Future School City of Oulu

of Oulu The School of the Future is not merely a building with fancy technology,
but rather an ideology with which the school can meet the challenges of
the 21st century and the changing world, and is thus able to offer pupils
the skills they will need in the future. The role of the teacher, leadership,
support systems, technology and learning environments are being
developed.
Projects The Learning Environments for the Future project
The virtual learning environment that will be created will be as similar as
possible to the authentic operational learning environment. The learning
environment under development is like a 3D user interface to pupils'
personal information, Internet-based information search and their
learning resources, where they can log in by using available technology.
The Learning Environment for the Future will be implemented by building
a future school facility that is a virtual picture of the future environment,

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such as a common entrance hall or a theme classroom. The facility will be

provided with tools for learning and interaction.
InnoAula as a Learning Environment for the Future project
InnoAula as the Learning Environment for the Future project was
implemented in an existing school building in Pohjankartano by
constructing 1) the hall 2) the meeting area and 3) theme classrooms.
The idea was that all areas in the building are learning areas and
designed with educational needs in mind. The school's values and
functional framework have served as the guidelines for the choice of
furniture, lighting and technology. The central hall with its innovative
solutions is the communal hub of action. Individual skills can be
developed in the modern subject classrooms on the first floor and at the
learning points situated in the corridor.
The idea of the project was to create opportunities for learning in all
areas of the entire school building; the areas were furnished and
equipped to provide the pupils with a comfortable, relaxing and functional
learning environment. This was the first actual opportunity to realize the
architectural plans for a learning environment. The project utilized a lot of
the knowledge supplied by the international School of the Future
network.
The InnoAula project has taken a long-term approach to the development
of cross-subject teaching and the use of social media in education. During
the project, users, pupils and teachers participate in the planning process
with experts of pedagogy and architecture.
e-Learning project
The e-Learning project focuses on the development of the operational
culture of the upper secondary school education and the creation of
shared operational models for various learning situations. New technology
and operational models tested in distant teaching are applied.
The educational development project involves support for the learning
process, reinforcement of teachers' role and a sense of community. It will
create shared regional operational models for the planning and
organization of interactive, proactive and communal study modules.
Testing the study modules is also an important part of the project.
E-Learning for the upper secondary school is developed in line with the
school's own objectives. The project aims to improve the quality of
teaching with the help of various technological solutions, learner-centered
learning culture, opportunities for in-depth learning and better
accessibility of learning and teaching.
The Development of the Learning Environments project
The Development of Learning Environments project produced
architectural plans to show how the traditional learning environment can
better facilitate the learning in the future as well as models for the
transformation of the operational culture based on new solutions
concerning the use of space, technology and learning.
The project is conducted in ten Smart Schools. Each school has its
individual approach to the future and is a forerunner in its own chosen
sector.
Developing learning games
Designing a good educational game requires both technological and
pedagogical expertise. Knowledge in both these areas should be linked
because our information society is increasingly becoming a gaming
society. The computer game of the future is an educational game.
The Learning Environments for the Future project is founded on long-
term and focused development work of learning environments. Game-like
learning environments have been created in earlier projects such as
Seikkailu Oulun linnassa (The Adventure in Oulu Castle) and Snellman.

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Mobile Learning
The primary tool of the School of the Future is a mobile learning
environment. Binder is a mobile learning environment which supports
learning in schools. A pupil makes an observation, such as a piece of text,
image, sound, video or an interview, and saves it on their camera phone.
These observations are positioned by GPS, 2D or RFID. The media is then
sent to a computer using a real-time data transfer connection and can be
used by the pupil in their work. Observations can also be shared using
social media type applications between selected people or displayed as a
stream of images.
Facilities The School of the Future will continue to have classrooms for traditional
lessons, but there will also be areas for project learning, group work and
individual learning – a perfect combination of open and non-open space.
Comprehensive school of Ritaharju
Comprehensive school of Ritaharju is one of the schools of Microsoft’s

worldwide Innovative School Program (ISP). Schools of ISP form a
worldwide network of schools, where specialists share knowledge and
develop national and international culture of schools. As part of
international network of schools Comprehensive school of Ritaharju is
lead developer. Cooperation with Microsoft and other international and
national partners enables front end development possibilities and
worldwide visibility.
Pupils, teachers and auxiliary staff working in the 'nest' form a learning
community. The pedagogical framework relies on investigative, project-
or event-based learning methods, learning from creative problem-solving
or communal learning processes.
The usage of space and activities are based on an open learning

environment which utilizes movable walls and flexible structures. It is
also important that small-scale lessons can be arranged anywhere in the
area. In a good school environment, furniture and technology are
designed keeping the users' needs in mind, and these are designed to
work together as effortlessly as possible.
The main points of these two spaces will be presented in virtual 3D
game-like learning environment. New kind of learning will be supported
by simulations and mobile learning possibilities. It is meant to be
believable realization from virtual learning environment and possibilities it
holds in the development of future Internet.
Oulujoki Primary School
Oulujoki Primary School is one of the ten developer schools in the Oulu
School of the Future program. Key areas of development at Oulujoki are
co-teaching and personal Tablet PCs. In addition, mobile devices and the
Binder mobile learning environment have been introduced. The aim is to
develop models that allow schools, teachers and pupils to meet the
challenges of learning and work in the future. A School of the Future
emphasizes individuality on one hand and community on the other. Above
all, a School of the Future is tailored for pupils by the pupils themselves.
Individual learning is enabled by the personal device provided for each
pupil. This device withholds a learning experience which is not restricted
by time or place. There is no need for a pupil to share this device with
others, which enables personal access to information. The wireless
panOulu network and shared learning environments offer opportunities
for learning through collective activities in any learning environment:
museums, science learning centre, local libraries, surrounding
countryside, the home, hobbies. Learning and working is no longer
dependent on school hours but offer a virtual extension for pupils outside
of school.

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Each pupil in the Oulujoki School pilot class has access to a personal
tablet PC which they use at school and at home. The pilot has now been
extended to the next year group. These two years form a “learning
community" where four classes, four classrooms and four class teachers
can benefit from co-teaching and use the school’s learning environments
flexibly. The “nest principle” breaks the professional autonomy of
teachers and classrooms and leads schools towards a whole new
operational culture. Teaching is reorganized to move away from the
subject-based curriculum towards a more theme- and event-based,
investigative learning.
To support this work, the school is provided with a 21st century learning
environment with teaching technology and wireless Internet connection.
Furnishing still poses several challenges and opportunities for
development.
Pohjankartano Lower Secondary School

A Living Lab and democentre type environment was constructed for one
school as part of the innovative teaching services and learning
environments of the future product development process. This
environment forms a multi-purpose ”village” for people in the
Pohjankartano area and is used by the lower and upper secondary
schools, library, music conservatoire, the Oulu-opisto (adult education
centre) and various fair and event organizers. The initiative aims to
develop learning environments by building bridges between traditional
and virtual learning environments.
The target has been to design a 21st century learning environment where
different pedagogical models and practices can be put into action. The
purpose of the environment has been to reflect the ideology and
development vision of the School of the Future. The aim has been to take
the practical use of the environment as a starting point in creating an
innovative entity where the lighting, audiovisual presentation, furniture,
technology and versatile use of space and learning environment is taken
into consideration. This environment leads the way for the broader
development of learning environments and acts as a model for renovation
projects and new construction projects.
Monitoring learning research project is conducted in Pohjankartano
School. Aim of the project is to research and develop a system based on
educational technology and learning theory to examine pupils’ and
teachers’ behavior in classroom situations. Technology aids in modeling
and measuring the efficiency of a learning event and in producing
information to develop teaching methods.
The equipment to support the research project was acquired as a part of
the InnoAula Learning Environment of the future program. It is
operational and used for basic research; it is hoped to be beneficial
regarding the future research on learning in both traditional and virtual
learning environments. The equipment includes professional camera
systems, recording systems to measure prosodic features of speech and
heart rate monitors. The multimodal analysis based on these parameters
will be further developed by application and research. The aim is to be
able to apply the research data quicker than with the earlier systems. In
addition to the basic research, the benefits of the equipment and other
services on the same platform will be examined.
Methodology Smart Schools
Smart Schools lead the way for other schools by testing the best
practices and creating models for other schools to apply. A group of ten
schools were chosen, based on their applications, to support and carry
out the School of the Future program at a local level.
The Smart Schools network focuses on improving and remodeling

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pedagogic practices around the skills of the 21st century learner. Each
school forms its vision for the future from its own standpoint. Pilot
schools develop ways to work together as a school community, support
different learning styles, organize instruction that is not restricted by year
groups, improve cooperation between teachers and engage pupils in
practical learning.
There are two types of cooperation between businesses and the public
sector:
1) Businesses in the surrounding community must play a larger role in

the schools operations and development. Businesses are a natural
partner for defining the skills that today’s pupils will need in the work
environment in 10-20 years time.
2) Mutual development projects in which the goals outlined in project

plans or the framework set by mutual agreements define what has been
agreed, are carried out with businesses. Development projects offer a
flexible opportunity to follow a common path and for all stakeholders to
learn something useful. It is a win-win situation.
More http://edu.ouka.fi/~koulunet/futus/
Information
TOY, Future City of Oulu

Virtual
Learning
Environment
Facility The Learning Environments for the Future project creates virtual learning
environments in the RealXtend virtual world. The technical
implementation is based on the open-source game engine designed for
building virtual environments and a platform for virtual worlds.
The Learning Environments for the Future project is in the core of the
development of the future school. The operational culture that is based
on the development of traditional learning environments, designs of
architectural models, the InnoAula project and tests conducted in the
Smart Schools will be transformed into a virtual one by the creation of a
new-generation Internet-based operating environment and by
integrating electronic user services.
The virtual learning environment that will be created will be as similar as
possible to the authentic operational learning environment. The learning
environment under development is like a 3D user interface to pupils'
personal information, Internet-based information search and their
learning resources, where they can log in by using available technology.
The Learning Environment for the Future will be implemented by building
a future school facility that is a virtual picture of the future environment,
such as a common entrance hall or a theme classroom. The facility will
be provided with tools for learning and interaction.
Methodology In the future TOY can be offered for companies as a platform to test their
products in the virtual environment. A great advantage in using the TOY
as a test platform is that tests are conducted by using end-users. Using
end-users in product development and evaluation will offer companies a
chance to make products that customers really want.
More http://edu.ouka.fi/~koulunet/futus/
Information
LearnLab University Of Oulu

Facilities LearnLab is a laboratory, which includes observation room and the actual

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testing room. Modern recording equipment used in the laboratory enable

different test arrangements and the equipment can also be transferred to
conduct field trials.
LearnLab provides versatile collection of devices and software which can
be used to measure human body, e.g. eye movement and heart rate and
also to demonstrate and evaluate the measurement outcomes.
Methodology The research activities of the Learning Research Laboratory (LearnLab)
focus on the relationships between learning, development and emotions.
The research program "Learning, Development and Emotions" examines
the development of and connections between learning and emotions from
the theoretical level to the level of classroom activities. The research
program is divided into three main groups: “Development of theoretical
framework”, “Multimodal analysis of learning and emotions in dynamic
social interaction”, and “Development of perception”.
Research project of theoretical framework focuses on the neuronal
basis of the learning process, and the perception of affective words in
children of various ages. The project is executed in co-operation with the
Institute of Psychology (Russian Academy of Sciences, Moscow). The
experiments are carried out by the LearnLab at Oulu TeacherTraining
School (University of Oulu). The broader research aim is to connect and
interpret the results using the framework of functional systems theory.
Research project of multimodal analysis of learning and emotions
in dynamic social interaction focuses on identifying emotions at
individual level, in triangular groups, and in classroom situations. In
addition, the studies contribute to methodological development of
emotion research.
Research project of development of perception is divided into two
subprojects.
1. Perceptual bias and age focuses on the perceptual lateral bias in
auditory and visual space, and how it is balanced via top-down
attentional control across the life span.
2. Visuomotor development and visual field defect concentrates on
the development of visuomotor skills of children using different kinds of
visual optical illusions.
The SmartSchool-project, which is in the initial planning stage, will
examine the manifestation of emotions in teaching and learning
processes. The project is related to the plans of the City of Oulu to
construct a unified comprehensive school in Ritaharju (Microsoft School).
The aim of the plan is to develop a prototype of a future classroom,
which enables the study on learning and classroom activities with the
help of the current technology.
In addition to its own research in the future the LearnLab is planning to
offer its facilities for companies to conduct product testing and usability
analysis.
More http://www.oulu.fi/ktk/kasope/english/research/
Information
Research and smart city
Ubiquitous University of Oulu, MediaTeam

(UBI) Oulu Ubiquitous Oulu is a prototype of a future ubiquitous city which is
being built by the multidisciplinary UBI (UrBan Interactions)
Program, coordinated by the University of Oulu, and the City of
Oulu. Ubiquitous city stands for an urban space in which
information technology is being harnessed invisibly and effectively
for the use of processes taking place in the space. The objective is
to create an urban environment in which better services are being

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offered to the people of the city.
Infrastructure The infrastructure that is being built into the city centre of Oulu in 2009-
2011 lays the foundation for ubiquitous Oulu. The infrastructure consists
of large public displays (UBI-displays) and different software and wireless
networks.
UBI-displays
A key component of the hotspot is the 57” landscape LCD panel with full
HD resolution. The panel is protected by hardened safety glass. Behind
the glass is a projected capacitive touch screen foil. UBI-displays are
installed in several locations in downtown Oulu. In Ubiquitous Oulu, the
large public displays are used in a new way; in addition to the traditional
broadcast channel, they simultaneously offer also an interactive browsing
view. This creates a challenge in both realizing the interactivity and
dividing the dynamic display between different applications.
The UBI-hotspot is equipped with a set of additional hardware

components. A loudspeaker is implemented by a transducer that
transforms the front cover to a loudspeaker. A NFC reader is attached
behind a panel in the front of the case and two cameras are integrated to
the top frame of the case. panOULU Bluetooth, panOULU WLAN and
panOULU WSN (Wireless Sensor Network) access points are placed inside
a special weatherproof equipment box inside the DID case, and their
antennas are integrated into the roof of the casing.
panOulu WLAN
panOULU WLAN is a wireless city network realized with the IEEE 802.11
WLAN technology and it is provided by the panOULU consortium. It offers
an open and free Internet connection within its coverage area. PanOULU
WLAN network has ca 1200 WLAN access points in Oulu and eight nearby
towns. They offer an efficient short range data transfer which enables a
functioning interaction with the Ubiquitous Oulu.
panOULU BT
panOULU BT is a network of Bluetooth access points that is currently

being built.
In the vision of Ubiquitous Oulu, there are several WPAN (Wireless

Personal Area Network) points realised with Bluetooth access points in
the city centre of Oulu. The points offer useful services that can be used
completely free of charge with a mobile device and a Bluetooth
connection. For example, a restaurant can offer its menu, a bus stop its
timetable, a pedestrian street shop and tourist information and shopping
centre discount coupons.
A prototype service that is being provided with the panOULU BT network

is BlueInfo.
panOULU WSN
panOULU WSN is a network of access points of Wireless Sensor Network

(WSN) that is being built.
panOULU WSN network’s access points are based on IEEE 802.15.4

technology and with a 6LoWPAN protocol stack, they offer a multi-hop,
half-duplex data transfer for sensors with a low energy consumption.
panOULU WSN access points route the data collected by the sensors
forward to a GSN (Global Sensor Network) server. The GSN server saves

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the data and refines it forward for the client.
The access points installed in June 2009 use a 2.4 GHz frequency band.
In autumn 2009, the access points are updated to use a frequency band
of 868 MHz, which is more suitable for the transfer of the measurement
data of low-power sensors.
A prototype service provided with the panOULU WSN network is UBI-AMI.
UBI Middleware
The different components of Ubiquitous Oulu, the large displays, sensors,

users’ own devices and the networks they use form an extensive
decentralized system. It is organized with the help of UBI middleware
which hides the differences between components and offers open
homogenous interfaces for the use of different resources of the system.
This is how, in the future, the entire community can make good use of
the arising infrastructure in their own research and development actions.
A central part of the middleware is the asynchronous communications

based on the publish-subscribe model which enables the communication
between reactive and proactive programs in decentralized environments.
The publish-subscribe model is broadly used in realizing dynamic
systems. Typically in these systems, the components are not necessarily
known in advance but the communications system routes the messages
in decentralized environments according to the conditions set by the
subscriber or the terms set in the application servers. Therefore, this
model conforms well as a building block for the applications of ubiquitous
information technology. An important part of the communications
solution is the content-based routing of the messages which enables the
accurate allocation of information for the subscribers. For example, a
message can be directed into a certain logical or physical space, such as
to all users in a market place who have been there for ten minutes.
Content- and context-based actions enable new types of interactive
applications.
Services The potential functionality of Ubiquitous Oulu and the possibilities offered
by the UBI Displays, sensor networks and mobile applications are being
presented with the help of prototype services developed in the UBI
Program.
UBI Portal
The UBI Portal is web portal which can be browsed with a touch screen
display. Any webpage or -application can be added as to the portal, and
the applications can be defined display-specifically.
UBI Mobile
Mobile devices play an important role in the interaction between the user
and ubiquitous Oulu. A Bluetooth-enabled phone acts as an identification
tool so that the user can be offered more personal services and
applications.
UBI-AMI
The UBI-AMI (Advanced Metering Infrastructure) service is being
executed with the help of panOULU WSN network. The UBI-AMI sensors
collect data on electricity consumption, temperature and lighting. By
using the panOULU WSN network, the measurement data is transferred
to a server which provides the measurement data in a refined form to the
user via a web site. A plug sensor measures the electricity consumption,
temperature and lighting.
An example view of the web site of a user of the UBI-AMI service:
First, the user defines the floor plan of his/her apartment in which the
sensors are placed. The measurement data collected by the sensors can
be reviewed individually and separately on different time spans. This way
the user can have real-time information on the energy consumption of

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different devices.
The unique quality of the UBI-AMI service is the possibility to control the
sensors which is based on the half-duplex data transfer of the panOULU
WSN network. This quality enables the function with which devices
attached to a certain sensor can be turned off via a web site.
UBI Channel
The UBI Channel repeats a playlist which is ten minutes long at the most
and consists of forty spots at the most. A spot can be either a video or a
high resolution image.
When the UBI Display is in the passive mode, the entire screen is
reserved for the UBI Channel. In the interactive mode the UBI Channel
uses a quarter of the screen.
The UBI Channel is used for non-commercial communications of the City
of Oulu and non-commercial actors of the third sector, as well as for
commercial advertising. If necessary, the playlist of the UBI Channel can
be defined display-specifically.
StreetGallery
UBI Displays' StreetGallery is a digital art gallery. The exhibitions
displayed in the gallery can consist of traditional photographs and videos.
It is also possible to view different kinds of interactive exhibitions, thanks
to UBI displays' touch screen and mobile services.
The exhibitions in StreetGallery usually last for one month. It is also
possible to view multiple exhibitions simultaneously. Displaying an
exhibition is completely free for the artist.
Methodology The opportunities that the new infrastructure offers are being
demonstrated with prototype services. Several small-scale demos have
been created in the UBI Program. Their purpose is to illustrate and test
the functionality of, for example, an individual technology, application
sketch or user interface solution. A part of the services are integrated
into large-scale pilots that illustrate the true functionality of a ubiquitous
city. The first pilot called UBI Pilot 2009 was organized in the summer of
2009 and it extended from June to August. The next pilot will start in
June 2010.
One of the main themes of Ubiquitous Oulu is openness. The

infrastructure is offered as an open horizontal resource for the use of the
entire community, which hopefully will stimulate ideation and
development of new services. In order to stimulate the birth of new
services, the UBI Program also releases the software created in it
according to the principle of open source code.
panOulu methodologies
The large coverage area of the panOULU network and the resources
supporting R&D activities enable versatile development and testing of
applications and services utilizing WLAN technology in true environment
of use. In order to conduct product testing a company should contact
panOulu experts to further discuss about the possibilities to utilize
panOulu network.
Tools used in panOulu include:
Centralized monitoring system

The monitoring system is an in-house software, which collects a wide
range of statistics from individual access points, the whole network and
the devices using the network. You find examples at the Usage statistics
page.
Advanced IP network analysis system

The analysis system comprises of probes collecting packet data and the

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software used for analyzing the packet data. There are three different
types of probe: the core probe collecting the headers of all packets
routed via the main switch of the panOULU network, a remote probe
collecting the headers of packets routed via a selected interface and a
WLAN probe collecting WLAN packets at a desired location. The packet
data is analyzed with the Tia tool provided by Clarified Networks Ltd. Tia
allows, among other things, visualization of the sequences and causal
relationships of multiple packet flows collected from multiple sources.
SIP infrastructure
The Operator Engine provides a versatile platform for implementing VoIP,
presence and instant messaging services.
Mobile IP infrastructure
The Mobile IP technology enables seamless mobility between different
data networks. Moving from one network to another is automatic and
does not require any intervention from the user or cause any
interruptions in the data traffic.
More http://www.ubioulu.fi/en/home
Information
V-Lab University of Oulu

Facilities V-LAB is a part of an international testing and innovation environment.
The V-LAB project is an important part of the Living Lab development in
Northern Finland.
The V-LAB experience and observation room can be utilized by a wide
range of multidisciplinary research programs and it is excellent for
showing demonstrations.
V-LAB utilizes the Octopus test network. The SIM cards required by the
network are provided free of charge for research purposes and you can
reserve from V-LAB. A small amount of wireless terminals (Nokia 770
Internet tablets, Nokia N73 mobile phones) are at the disposal of the
project. They are also free of charge for research purposes and can be
reserved from V-LAB.
The V-LAB suite has a fully-fledged videoconferencing infrastructure
equipped with modern group-ware IP-videoconferencing codecs and
accessories. The V-LAB premises can be used by all research groups
working at the university. In addition, as V-LAB is a part of the Octopus
Network, Octopus customers can also utilize V-LAB.
Methodology The premises can be used for observing and analyzing pretests, proof of
concept tests, and use case simulations before real-life testing. For
example the applications can be installed in V-LAB, then tested with a
limited number of test users in a safe and secure environment, and finally
analyzed for further development. The V-LAB premises can also be used
for setting up research results demonstrations and for observing and
collecting data in group collaboration situations.
In order to achieve best benefits and solution for cooperation a company
should contact and discuss with V-Lab’s experts. Together both parties
are able to identify the test need and testing can be done in more
reasonable and efficient way.
Community Innowiki
The user community can contribute to the innovation process
significantly. V-lab’s solution is an open, or partially open, internet based
environment where users can present new ideas, make comments, and
develop innovations with minimal restrictions. Innowiki combines these
functionalities with a user-friendly implementation, thus creating a highly
attractive and intellectually appealing concept. The Innowiki could, for

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example, be used to provide powerful information repository and to

network resources. For more information see www.innowiki.fi.
More http://vlab.oulu.fi/
Information
Center for University Of Oulu

Internet
Excellence,
CIE
Objective CIE drives co-creation of next generation internet technologies,
appliances and services. CIE aims to capture and create internet-driven
growth opportunities and value by combining cutting-edge research
innovations with agile new business creation processes. Despite CIE’s
highly global nature, the local cooperation and networks form a basis for
its operations. CIE strives for growth, business possibilities and
employment in the Oulu area. Internet research is one of the focus areas
of the Oulu Innovation Alliance agreement, and CIE the center of
excellence to drive that.
Methodology CIE aims to work across boundaries, i.e. its projects are multi-
disciplinary. Its main focus is in technology but closely linked with
application development, usability and social sciences. In other words,
CIE work at the edges of the Internet.
Secondly, it drives for the Living Lab approach to obtain user-driven
innovations by involving individuals outside the traditional product and
service creation professions. This empowers ordinary people to
experiment and contribute for the Future Internet.
Finally, CIE strongly focus its energy on the development of new business
opportunities based on the Internet. CIE’s aim is to create internet-driven
growth opportunities by combining cutting-edge innovations with agile
business creation. To drive this, CIE has developed the “Turning Ideas
into Business” (TIB) process. The TIB process offers you the network for
turning your idea into business:
Innovators
• Coaching by entrepreneurs, researches and academica
• Market research, feasibility studies, IPR expertise
• Funding connections, including business angels and venture
capitalists
Companies
• Market research, feasibility studies, IPR expertise

• Funding connections, including business angels and venture
capitalists
• Connections to students with business potential
Investors
• Access to Internet-based business opportunities and ideas
• Connections to companies with growth potential
• Researcher and student contacts
Students
• Experience and opportunities in real business cases

• Earn credits through practical assignments
• Connections to existing/new high-tech companies and entrepreneurs
More www.cie.fi
Information

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OULLabs Oulu Urban Living Labs, University of Oulu

Objective OULLabs is established to support the region to further utilize the
existing infrastructures and networks. OULLabs targets to develop and
test utilization of user‐centric knowledge for better appliances and
services for inhabitants, as well as to expedite growth of businesses in
the Oulu region.
The aim is to create an active environment which drives co‐creation of
user‐centric services supported by tailored research, development and
solution creation. OULLabs drives for the Living Lab approach to obtain
user‐driven innovations to empower ordinary people to experiment
and co‐create new innovations for better living.
Methodology OULLabs acts as “one‐stop‐shop” testing and test bed service provider
with project and resource management. It also offers mutual marketing
and communication services and opens a window of opportunity to
national and international projects.
By creating a “one‐stop‐shop” for the entire service system, OULLabs
service will ease the way to reach end‐users for user‐driven innovation or
service and appliance development. OULLabs brings together living labs,
companies, public sector, social user groups and individual users.
More www.oullabs.fi
Information
NorthRULL Northern Rural-Urban Living Lab, University of Oulu

Objective The initiative, NorthRULL, has been launched by a set of northernmost
regions of Finland and, within them, by a Triple Helix constellation of the
Regional Councils and development agencies, the two universities and
the HEI network, and the key enterprise clusters. The formulation
“Northern Rural-Urban Living Lab” states our intention to experiment
with, learn from, and put into effect forms of innovative interplay
between ICT-intensive growth- hubs on the one hand and rural areas on
the other. In the latter, three fourths of the 700,000 people of northern
Finland live on about 133 000 square kilometers. It is their economic and
demographic vitality as well as sustainable growth and new regional
development practices that NorthRULL aims to enhance. The entire
approach builds upon the strengths and challenges of the rural peripheral
areas.
Aims of NorthRULL
• Ensure the vitality of northern rural areas through offering a new,
integrated, user-centered approach to innovative economic and social
development
• Study and enablement of the key factors of sustainable development
(everyday life and culture, services; innovation processes; business,
internationalization)
• Creation of an open innovation environment offering relative benefits
/ unexpected advantages for new ventures in rural areas, based on
local strengths
• Implementation of long-term research with multidisciplinary approach
to user, context, experience and innovation, supporting the above
objectives
Methodology Objectives are to be achieved by combining cross-disciplinarily with the
extant know-how and experience into a holistic approach to the
implementation of the Lisbon strategy. NorthRULL will proceed in two
main areas of activity, (1) health-related e-services and (2) international
tourism industry. In both of them, it will explore the possibilities to set up

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open innovation systems and improve the management of innovation

networks in the North. Tests and development of services and products
takes place in real conditions with real end users.
More http://www.northrull.fi/
Information
MediaTeam University of Oulu

Oulu
Objective MediaTeam conducts research on the features, use, and applications of
multimedia and digital media types (image, sound, video, text) in
information and communication systems. Its research combines different
areas of information and telecommunications technology, with a special
focus on mobility and wireless features as well as future generations of
communication technology. Mediateam’s main fields of interest are image
and video processing, language and audio technology, information hiding
as a security solution, mobile services, packet networks, and distributed
computing.
Methodology The core of research comprises of innovations. The innovation process
begins with basic research producing new information and proceeds to
development of commercial products and their applications. The results
are utilized and combined in applied research, the purpose of which is to
demonstrate the added value incorporated into the chosen application by
the new scientific knowledge. The results of applied research can further
be utilized in new commercial products. MediaTeam operates in the first
half of this innovation chain, but also takes part in implementing the
results with the companies in the field.
More www.mediateam.oulu.fi/
Information
CWC Center for Wireless Communications, University of Oulu

Objective Iterative and integrated development of future wireless communication
systems requires multidisciplinary fundamental research covering all the
relevant layers of the Open System Interface (OSI) model as well as
several other related technologies. Hence, long-term research
necessitates understanding all major areas - radio channels, transceiver
techniques, physical layer techniques, medium access control & radio
resource management, radio network topologies and internetworking
over wireless systems. This research paradigm calls for a new type of
thinking - a broadening of the expertise of individual researchers.
The most important future key areas that shape the research
environment that we tackle are:
• Wireless networking theory on a multitude of novel network
topologies.
• New network control paradigms.
• System adaptation based on environment discovery.
• Imaginative utilization and management of radio resources.
• Better integration of physical layer expertise with higher layer
optimization.
• Utilization of programmable radio platforms in the physical layer and
MAC research.
RF and baseband processing as well as antenna research for novel radio
access technologies and cost-efficient transceiver equipment.
A paradigm shift in internetworking introduced by mobile applications.
A single operating radio link is already well understood in scientific terms.
Hence, increasing efforts in future research will be directed to where the

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next capacity increases are awaiting radio resource management and

wireless networking.
Methodology CWC’s research has two dimensions – fundamental long-term
research and applied research - that allow the development of more
robust theory for customers' needs which can be tested in “the real
world”. The scope of long-term research is 10 to 15 years whereas the
results of applied research projects are typically utilized in industry in less
than 5 years.
CWC’s fundamental research serves as the basis for developing the
necessary technical competences that include
• channel modeling and measurements
• radio frequency technologies
• communication signal processing algorithms and architectures for
wireless networks
• future broadband transmission and radio access network techniques
• wireless system planning and resource control
• wireless sensor networks
CWC’s short term applied research is typically funded by industry and the
European Commission whereas fundamental technology research is
carried out in projects funded by Tekes together with industry and the
Academy of Finland.
CWC is constantly updating its research strategy in cooperation with
industry, and thus CWC has been able to produce relevant technology
competences that support the up to date needs of companies, other
research sponsors and the global research community.
CWC applied research activities are divided into three major
areas: Broadband Wireless Access, Short Range Communications, and
Security and Defence.
• BWA (Broadband Wireless Access) research area conducts research
on future broadband wireless solutions such as next generation
mobile cellular systems (3G evolution versions, 4G) and evolution
versions of wireless access, e.g. WiMAX and WLAN.
• SRC (Short Range Communications) research area studies solutions
for mobile phones, home appliances, eWellness, industrial
automation, environmental measurements (embedded sensor
networks) and security. In the future, activities will be focused on
MAC layer optimization and accurate positioning techniques.
• S&D (Security and Defence) research area conducts research on next
generation wireless solutions for defence, security, crisis
management, disaster recovery, public safety and civil authorities.
Common factors in all these areas are, e.g., increased requirements
for flexibility, robustness and autoconfigurability.
More http://www.cwc.oulu.fi/home/
Information
Digia Oy Private Company

Facilities Digia brings user experience into reality through its extensive experience
and competence in usability and user interface design.
Usability test laboratory is a space which includes test equipment and
monitoring equipment to measure human body during the test situation.
Testing results can be analyzed with the software which is connected to
test room equipment. Testing situation can also be observed behind the
window.
Methodology Digia has conducted user experience projects for mobile, web and
desktop solutions since 2001 for handset industry players, operators and

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enterprises worldwide helping its customers bring their products

successfully into the market with the right features and compelling
usability and user interface.
Digia offers its customers services according to customer’s products and
target group. End users are involved in different phases of the product’s
life cycle. Depending on the product the end users can be involved even
in the ideation phase. In Oulu Digia has its own list of about 200 test
users who can be used in evaluating user experience. Usually these test
users are rewarded with money or gift vouchers.
Concept design is conducted by studying the end users' behavior in
their own environment with selected focus and methods to understand,
define and create product concepts. Methods used include:
Interviews
Observations
Diary method
Web surveys & questionnaires
Brainstorming workshops
Focus groups
Contextual Design
Personas
Digia provides graphics design services for appealing and enjoyable
visual experiences for any device or environment in order to ensure
customer brand supported visual elements and consistent look and feel.
Graphics design services include icon design, visual design, web graphics,
flash animations and movies, and visualization of materials supporting
brand and graphical guidelines
UI prototypes are created to support user experience design by
providing an interactive simulation of the designed concept. Benefits from
the UI prototypes are better results in usability tests, easier
communication of the design in the early stages of development and
prototypes that can be used as a show-case of the concept.
With selected focus and methods Digia studies and tests the product's
usability to define concrete down-to-earth improvement suggestions for
identified usability problems to create better product.
Methods used to evaluate usability include:
Usability laboratory tests
Comparative usability analysis
Web surveys & questionnaires
Heuristic evaluations
Expert evaluations
Focus groups
Interviews
International user research
Digia provides also user-centered and usability-verified user interface
designs for mobile, web and desktop. Benefits from UI design are
blueprint for successful product creation, improved visibility for
implementation effort estimations and increased engineering
development and testing productivity.
More www.digia.com
Information
Grant4com Private Company

Facilities Testing can be conducted at the customer's premises, using local
test laboratories or utilizing Grant4com’s accredited testing
partners’ laboratories that cover all possible needs within the
industry.

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Wireless products (RF, EMC, Protocol, SAR, SIM, Audio etc.)

• EMC testing
• Safety testing
• Reliability testing
• Interoperability testing
• Field testing
Grant4com can handle regulatory approvals and certifications
covering over 100 countries and additional certificates for
following areas;
• BT
• USB
• GCF
• PTCRB
• Wimax
• Wi-Fi
• RFID
• CTIA
• RoHs
• Medical MDD
• Auto industry
• Home electronics etc
Methodology The customer needs are identified together with Grant4Com and
customer representatives. After that Grant4Com can present the
best solution fitting to the requirements. By carefully mapping the
needed services in the project; planning, management and cost
estimations can be done effectively. Grant4Com provides services
separately or offers a whole range of services to get products
ready for the market, making the development process one step
easier for the customer.
Grant4Com offers:
• Project planning, coordination, managing and ending
• Testing activities
• Regulatory approvals world-wide
• Certification services (GCF, PTCRB, CTIA, WI-Fi, Wimax, BT,
USB)
Grant4com consulting services include separate services related
to a specific area in a project. Grant4Com can also offer
consultation for entire product families depending on each case.
More www.grant4com.fi/
Information
enablers
BusinessOulu City of Oulu

Objective The first step when considering investing or opening a new business in
Finland and in the Oulu Region in particular is to contact Invest in Oulu
team. Free of charge and in full confidentiality, we offer direct assistance
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to individuals, corporations and other organizations interested in access

the business markets. We help you in your business decisions by
providing valuable information on existing business opportunities and
getting you in contact with business partners, skilled workforce, grants
and regional funding, different business service providers and local
authoritities, as well operating facility providers.
For any inquiries you may have about opening an office in Oulu, Finland,
please feel welcome to contact us or send us email at
info[at]businessoulu.com
Methodology We organize and supervise:
• Access to Networks: We will provide you with a general
introduction to the Oulu region and facts and figures about the
business environment, competences, infrastructure, labour force and
educational institutions etc. We will set up and arrange meetings with
targeted prospect companies and find the best professionals to help
you with market entry.
• Access to Funding: Several sources of support including EU funding
are available to inward investors and businesses of Oulu including
cash grants, business development, training and investment aid. As
an example Tekes, the Finnish funding Agency for technology and
innovation finances R&D projects. This funding is intended for
challenging and innovative projects potentially leading to global
success stories.
• Access to HR: We regularly work with recruiters and head hunters
to assist our clients. Oulu is known for highly educated workforce and
qualified engineers.
• Identification of M&A targets: Long-listing potential Finnish
acquisition targets is our everyday work and we can help you to
identify the ideal opportunities. Our services provide extensive
guidance on market entry strategy and we can answer your questions
on the requirements for different types of business entities,
registration and how the Finnish taxation system works.
• Identification of research, development and innovation
resources: We will get you in contact with the most appropriate
leading R&D organizations in the region.
More http://www.investinoulu.com
Information
Oulu Inspires City of Oulu

– Innovation
Strategy
project,
Objective International business competitiveness will speed up
Local innovations are cultivated into business success stories. This is why
particular emphasis is placed on actions supporting success in the
international competition.
Globalization, which is progressing at a fast pace, is utilized by obtaining
the competence and production opportunities needed in different fields
via international networks. Sustainable business ideas must be discovered
in both the national and international markets.
The strategy recognizes all business branches as potential areas of
innovation and growth. The preconditions of success of growth-oriented
multi-domain businesses are promoted. In addition, new business
potential is being sought for in the interface of different domains and
technologies, new kinds of service products as well as within trade and
services.

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All players are committed to a common goal

The goal of the Oulu Inspires – Innovation Strategy is to create a
common vision on long-term, strategic development needs in our
operating environment encompassing businesses, research and education
institutes as well as the public sector, and to target joint efforts on the
selected focus areas.
The players are committed to investing and allocating resources in the
choices made, and they are ready to change their current operating
models and roles, if necessary.
Enthusiastic implementation and active follow-up
The aim of the strategy is to make the Oulu innovation system one of the
best in the world. The functionality of the system is monitored by using
indicators measuring regional resources, innovation activities and
economic results.
Clear, measurable numeric goals are set for the actions included in the
strategy, and their progress is closely monitored. If needed, the strategy
is updated annually and its results are reported in a clear and transparent
way.
Methodology Growing and successful companies through cooperation
The contents of the Oulu Inspires – Innovation Strategy have been
compiled of key development activities from business success and growth
point of view. A well covering number of top-management
representatives of local companies were interviewed for this purpose. In
addition, the process has involved representatives of key public
organizations, whose role has been to pinpoint the actions that ensure
other vital prerequisites to business competitiveness.
The Innovation Strategy is managed by Oulu Innovation Ltd.
Oulu Innovation Ltd. is in charge of managing, monitoring and
maintaining the Oulu Inspires – Innovation Strategy. It is a development
company owned by key actors in the Oulu region promoting the
development and competitiveness of growth companies in the area.
From spearhead projects to impressive entities
Players implementing the programs are committed to preparing the
spearhead projects in accordance with the program’s focus areas, with
the aim of forming entireties in which the allocated resources have as
much effect as possible.
Funding organizations to support strategic goals
Funding organizations will support the implementation of the strategy by
guiding funds towards the strategy’s focus areas and, when needed, by
obligating different operators to engage in cooperation negotiations when
project entities are being formed during application rounds. In the Oulu
region, application rounds of the EU competition and employment target
program will primarily be focused on entireties formed in accordance with
the Innovation Strategy.
More http://www.ouluinspiroi.fi/english/index.asp
Information

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5.3 COLLABORATION MODELS

Oulu Urban Living Labs (OULLabs) acts as a collaboration platform enabling
interaction between users, developers, stakeholders. OULLabs brings together
companies, public sector, educational institutes, service providers, - developers
and users to innovate and develop products and services together.
Collaboration between service provider and customer can happen without
OULLabs as well. In cases where user centric approach is needed OULLabs drives
for the Living Lab approach to obtain user-driven innovations to empower
ordinary people to experiment and co-create new innovations.
5.4 ACCESSIBILITY
Access to the real life test environments and labs together with real end user
(test user community) for the 3rd parties is available via OULLabs. Funding
opportunities, organizational capabilities, networking enablers, innovation
policies and programs are available in case by case from service provider or
enablers listed in table above.

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6 BRETAGNE COMMON ASSETS CASE STUDY
6.1 INTRODUCTION
This case study brings together several materials around common assets
focusing on the ImaginLab infrastructure and services in Bretagne, France. Cities
Lannion, Brest, Nantes and Rennes are covered. The contribution is concluded
with several specific cases using of the assets.
6.2 OVERVIEW OF COMMON ASSETS
Asset type Services offered Images et Réseaux

Network Broadband communication, ImaginLab infrastructure encompasses:
infrastructure enabling high bandwidth • A Very High Bandwidth Internet
applications network
• An IMS Core Network (Alcatel-
Lucent solution)
• A FTTH/FTTB real access network
with connected users
• A LTE/4G access network (in Brest,
available in April) with 4 enodeb
and an access to an Alcatel-Lucent
EPC
Testbed Software /hardware Testbed includes all ImaginLab network
facilities platform for technology facilities (full description in annex)
testing Imaginlab has offices in three cities:
Headquarter is in Lannion:
• Network Operation Center
• 2 showrooms of 16 m2
• 3 labs of 30 m2, with energy (220
v, AC) and air cooling
• one meeting room of 95 m2
• provided with furniture (easy to
reconfigure): tables (16) and chairs
(40)
• one video conferencing system
Commercial office in Rennes
• 1 lab of 30 m2
• one video conferencing system
Technical Labs in Brest
• 1 lab of 30 m2
• 1 lab of 20 m2
• Technical office
Testbed Testing and validation Each project is responsible for its
methods process testing and validation process.
Imaginlab provides the facilities for
interoperability testing but not
performance testing.
Living Lab User driven applications See our partnership with M@rsouin lab.
facilities development
Living Lab User engagement, cyclic See our partnership with M@rsouin lab.
methodology development, action The methodology is derived from
research, data collection Images & Réseaux involvement in FP7
PanLab II project (UDI - User Driven

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Innovation concept)
Human capital Expertise, know-how ImaginLab provides the consulting to
(Future Internet, include UDI into R&D processs.
applications, business)
User community Availability of advanced The user panel includes in 2011
users for experimentation • 100 families in Lannion connected
and evaluation with ImaginLab FTTH/FTTB Access
Networks
• 100 people granted with LTE/4G
connection in Brest (June 2011)
Collaboration Enabling interaction Images & Réseaux is a cluster so it
platform between users, developers, brings the developers. Images &
stakeholders Réseaux is operating ImaginLab which
is both a testbed and a LivingLab, so it
brings also the users.
Images & Réseaux and ImaginLab
includes in their funders cities and
regional organization. Nevertheless,
the link between funders and
stakeholders for e-services
experimentation is not obvious.
Technologies, Application opportunities Pure technology items are described
know-how above in the assets.
Application opportunities are around
TIC usage in following domains: e-
services, e-health, energy efficiency,
transport …..
Public data / Information, applications This is not under Images et Réseaux
information control. It is related to city policies:
• Rennes Métropole is a leader in
France
• Nantes Métropole would have like
to do it but not know how to deal
with this (resource issue)
• Brest Métropole and Lannion Trégor
Agglomeration have not determine
their policy yet
Policy resources Access to funding Images & Réseaux is a cluster. In
opportunities, France, the basic activity of a cluster is
organizational capabilities, selecting collaborative projects for
networking enablers, regional and national call for projects
innovation policies and (which are then partially financed by
programs region and government). So Images &
Réseaux is a network but also a
mandatory gate to get public subsidies
for collaborative R&D activities. The
subsidy rate depends on the entity
status.
Capability to Capability to initiate and Lack of collaboration framework
develop and run develop Future Internet and between Future Internet and Living
pilots Living Labs projects to Labs on one side, and smart cities on
support smart city the other side.
objectives
Other

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6.3 DETAILED ASSETS DESCRIPTIONS

Images & Reseaux cluster
Images & Reseaux is a French TIC cluster, founded in 2005 in West part of
France. French clusters are funded by government, regions (here Bretagne and
Pays de la Loire) and members. It can be summarized as an R&D projects factory
(currently 80 active projects) at regional, national and European levels. The
taskforce involved in those projects can be compared to a virtual lab of 1000
engineers and researchers. Since 2005, the projects are equivalent to a 400 M€
investment (public and private).
Figure 1: Images & Réseaux facts and figures
The cluster works with many cities but the more implied are:
• Nantes (283 025 / 580 503 inhabitants, INSEE 2007, ranked #6 at national
level) where first figure is the city inhabitants number and second is the
urban area inhabitants number, http://www.nantesmetropole.fr/
• Rennes (207 902 / roughly 400 000 inhabitants, INSEE 2007, ranked #11 at
national level), http://www.rennes-metropole.fr/
• Brest (142 722 / 208 955 inhabitants, INSEE 2007, ranked #22 at national
level), http://www.brest.fr/
• Lannion ( 19773 / 55672 inhabitants, INSEE 2007), http://www.lannion-
tregor.com/
Nantes city seems to be interested in the smart cities concept: Nantes Métropole
attends to "Knowlegde society" forum inside EUROCITIES European network. The
connection should have already been performed in Birmingham between
"FIREBALL" project and some partner cities (Manchester, Helsinki, Barcelone,
Amsterdam).
About FIREBALL project, Nantes is interested in:
(1) Future Internet research and experimentation (including test-beds and
experimental facilities),
(2) User driven open innovation (such as in Living Labs),
(3) City innovation environments (representing the demand side).

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One action of our side was to meet Hervé Jaigu, in charge of Innovation and
International Development at Nantes Metropole (done beginning of January).
Rennes Métropole is also involved in EUROCITIES European network, in
“economic development” and “knowledge society” forums. Connection is on-
going through our usual contact at Rennes Métropole (Ludovic Lhomme) in order
to get in touch with Mrs Catherine Dameron (European Affairs Officer). After first
contacts, Rennes Métropole seems much less proactive than Nantes Métropole in
EUROCITIES network.
Here are some main items about the cities and the linkage between the cities
and Media & Networks
• Rennes, Brest and Lannion are belonging to the Bretagne Region, which is
known as the land of Telecom In France (see Figure 2: R&D forces in
Brittany and Pays de la Loire, 2009)
• As Nantes is in Pays de la Loire Region is more service oriented (banking,
insurances, …)
• The Bretagne Region has co-financed imaginlab testbed with the French
ministry as the Pays de la Loire did not. And that the reason which the
testbed has offices and access network currently in Lannion and Brest, not in
Nantes
• The Living Lab label (LEVIER) is applicable for all the territory covered by
Media and Network cluster but it is operational in Lannion and Brest with
imaginlab.
• The Media and Network cluster has its headquarter in Lannion and also
premises in Rennes
Figure 2: ICT R&D task forces in Bretagne and Pays de la Loire regions
6.4 IMAGINLAB TESTBED DESCRIPTION

ImaginLab is a Very High Bandwidth Internet network with:
• an IMS Core platform which is composed of following Network Elements
(NEs):

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o Alcatel-Lucent 5060 ICS: Integrated IMS platform providing P/I/S-

CSCF, BGCF, CTS(TAS) and CCF functions
o Alcatel-Lucent 8650 SDM – Compact Home Subscriber Server –
Centralizes subscriber information (identities, service profiles,
authentication…)
o Alcatel-Lucent VitalQIP for DNS and ENUM functions
o Alcatel-Lucent 5900 MRF for announcements and conferencing usage
o Comverse Session Border Controller (XBC): provides SBC functionality
(CBGF, IBCF, IBGF) and interworking function (IWF H323 to SIP).
• IMS Application Services:
o Alcatel-Lucent 5410 Presence server to make available presence
information to different systems and applications
o Alcatel-Lucent 5410 XDMS server to handle contact lists and profiles
to be used by the Presence server and Instant messaging server
o Alcatel-Lucent 5430 MMIM – offer the service to exchange Multimedia
Instant Messaging across networks, services and devices.
o Alcatel-Lucent 5400 SCE contents enablers to create new value added
services
o Comverse Multimedia Conference bridge: provided by a specific TAS
and a PCB (Personal Conference Bridge) AS for voice & video
conferencing calls to End Users. This is part of the phase 2 project and
is here only for indication.
o Nexcom Systems neXpresso-VoD coupled with a Darwin Streaming
Server to provide VoD service to End Users
• Network management:
o Alcatel-Lucent 1310 OMC-P for 5060 ICS management
o Comverse OMG for exploitation and management of Comverse
products (XBC, TAS and PCB)
o Devoteam Scrims SNMP Manager
• IP network:
o Alcatel-Lucent 6850 Lan Switch
o Cisco 2960 Lan Switch (Comverse NEs)
o Alcatel-Lucent 7750 Edge Router
The IMS Core platform interfaces with:

• The FTTH/B broadband access network in Lannion
• The H323 visio conference equipments belonging to the “Images & Réseaux”
in Lannion, Brest and Rennes.
• A LTE EPC and Radio Access Network
• The Acropolis IMS network in IP peering via the SBC. The connection to the
PSTN/PLMN networks can only be done via this IP interface.
The IMS Core control plan and user plan are described in the diagrams below:

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Figure 3: ImaginLab control plan
Figure 4: ImaginLab User Plan

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6.5 IMAGINLAB LIVING LAB DESCRIPTION

To manage user panels, inside ImaginLab, Images & Réseaux is in partnership
with M@RSOUIN (for Môle Amoricain de Recherche sur la SOciété de
l’information et les Usages d’INternet, ie Armorican Mole for Research on the
Information Society and Uses of the Internet). M@rsouin is a network of research
centers in Brittany (4 universities / 2 Grandes Ecoles), supported by the Breton
Council working with public and private partners on the uses of ICT. Research
teams engaged in M@rsouin have two common denominators: the study of
Internet usages and human and social sciences expertises. It is built on Breton
Social Science Research Centre workforces and aims to develop cooperation with
firstly regional, but also national and European public institutions and firms.
More precisely, it is expected to:
• Conduct studies and surveys to help companies to better understand the
emerging demands, design new offers and evaluate new IT services.
• Engage a prospective reflection on the Information Society, in order to assist
the political institutions in the construction of public policies underlying the
emergence of good practices and the access to these services for all the
citizens.
The M@rsouin's main fields of research are:
• E-learning: how digital technologies change and contribute to new forms of
learning
• Social interaction: creation of new sociability, new sharing process, new
information and knowledge production.
• Public area: How can new digital technologies help public policy makers
decide and citizen control.
• Market: Economic impact of ICT and definition of new business model.
The strengths of M@rsouin are the ability to coordinate, manage and integrate
an important diversity of expertise, methodology and knowledge. Indeed the
research team is composed of economist, sociologist, ergonomist, jurist and
psychologist.
ImaginLab methodologies put users at the core process of research. Users are
observed in real context or in specific situation experimented in laboratory.
M@rsouin integrates two main assets:
• An observatory
• Couples questionnaire and research issues to produce original and
meaningful analysis.
• Surveys about equipment and usages, prospective analysis, need
assessment, satisfaction analysis, profiling.
• Building questionnaire, sampling, definition of quotas and
representatively, monitoring the survey (recovering respondents)
• Database, statistical analysis (cross and frequency tab) specific
treatment, multivariate analysis (typology, factorial analysis),
econometrics.
• The laboratory experiment
• Evaluating the uses of ICT
– User-centered Design Process
– Collecting and analyzing data on uses
– Enhancing methods of observation
– Usability testing and recommendations for product improvement.
• Equipment :
– Apartment
– Audio-video recording
– Eye-tracking and test room
• Protocol to test:
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– Before design: user and organizational requirements analysis

– During design: iterative design-evaluation
– After design: acceptance evaluation, post experience interviews
Figure 5: ImaginLab UDI process
A full users panel description is available in Annex A: User panel analysis
6.6 SERVICES PROVIDED BY THE ASSETS

ImaginLab is technically and commercially operated by Images & Réseaux
cluster. The services are accessible to any R&D collaborative project (at either
regional, national or European level) or any industrial entity (private or public,
large company or SME, member or not member of Images & Réseaux, national or
international).
The service offer is derived from the assets, offering:
• Various Access Networks capacity
• Core Network features (IMS)
• User panel management
• Applications and contents
• Device renting
• Collaborative tools (meeting room, teleconference systems, show-room, labs
…)

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Figure 6: ImaginLab service offer
6.7 CURRENT UTILIZATION OF THE ASSETS

ImaginLab has been inaugurated in last November.
It is currently used by Mazadoo project (national project about the usage of
social networks for elderly people in institution).
It has been used by FP7 Sardana project for a field trial demonstration.
It will be used also to perform a survey about the very high bandwidth
introduction impact.
Other French national project will use in 2011 (Miriad project about ad insertion
in mobility, ZeWall about near real-time video streaming in social networks, ….)
6.8 ROLE OF THE ASSETS IN THE SMART CITY INNOVATION ECOSYSTEM

Until now, ImaginLab has not been identified by Smart Cities as a key asset for
their own innovation policies. The Brittany Region and behinds the Smart Cities
have invested in a tool for R&D but this tool is not yet perceived as useful for
their own “Smart” initiatives.
6.9 LINKAGE OF THE ASSETS TO OTHER ASSETS

• Images & Réseaux with ImaginLab is member of PanLab consortium.
• Images & Réseaux with ImaginLab is member of ENoLL network, under
“LEVIER” name.
• Images & Réseaux has signed a Memory Of Understanding with DIMES.
• Images & Réseaux is partner of “Future NEM” project in order to establish link
with other clusters and similar platforms.

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6.10 USE CASE WITH LANNION SMART CITY

With this first use case in Lannion, we try to tackle business model issues and
public funding in France (and probably in other European countries): most Living
Labs in France have at least partial public funding but the request from our
public stakeholders is to be profitable after 3-year. In this context, Small
Business companies are not ready to pay the market price for user panel
involvement. We can mention a real case study where Images & Réseaux was
asked to build experimentation on Smart Grid (really in line with Smart Cities).
Images & Réseaux worked on user panel recruitment (with electric heating
system or air cooling) and technical feasibility (connection with our IMS Core
Network, data collection relying on SIP protocol like recommended by ETSI). The
project was finally not submitted due to the lack of private financing about the
experimentation (cost of 60 k€ for a R&D project).
This use case happened during a call for tender organized by Ademe, the French
Environment and Energy Management Agency. Ademe is a public agency under
the joint authority of the Ministry for Ecology, Sustainable Development,
Transport and Housing, the Ministry for Higher Education and Research, and the
Ministry for Economy, Finance and Industry. Its mission is to encourage,
supervise, coordinate, facilitate and undertake operations with the aim of
protecting the environment and managing energy.
Link on tender: click here
The tender was held in 2 steps:
• First step dedicated to R&D
• Second step to finance large scale experimentation
ImaginLab has been introduced in the first step of the tender by Actility
(http://www.actility.com/), a Small Business entity based in Paris, Caen and
Lannion, which is a member of Images & Réseaux cluster. According to their web
site, “Actility offers core infrastructure components and software enabling mass
scale, mission critical applications of the Internet of Things (M2M services
enablement), with a specific focus on Smart Grid applications”.
Figure 7: Actility smart grid solution design

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Actility asked ImaginLab for a quotation for a one-year experimentation

(minimum duration must include one summer and one winter season for electric
power consumption) in Lannion. In the solution design described at Figure 7:
Actility smart grid solution design, ImaginLab would have provided the
infrastructure with an IMS Core Network (Actility solution relies on ETSI
standards based on SIP protocol) and an FTTx access network (up to the end-
user).
The target for experimentation was:
• 50 homes or flats with electric heating system
• Small Businesses hosting building with electric air cooling (Anticipa
Technology Park building was selected, as hosting several SMEs but also
ImaginLab datacenter)
• One public institution (like nursing home for elderly people, Saint-Anne
institution in the center of Lannion was selected as already connected to
ImaginLab by FTTB, with a 100 kW consumption per year)
The application server was provided by Actility and cross-connected through VPN
with ImaginLab Core and FTTx Access network. Core and access network
configuration and management during one year were evaluated to 20 k€
The Actility solution relies on an external connected device (connected on electric
meter on one end, on ISP box on the other end). ImaginLab planned to
subcontract the installation of the device at home. The cost per installation was
evaluated to roughly 100€ per site, so the total cost was approximately set to 10
k€
ImaginLab was in charge to provide and manage the user panel, including
usability testing. Usability also had to be subcontracted to an external entity (a
partner of ImaginLab specialized in open innovation and user driven innovation,
with true references in that domain, applying strict methodology in line with
standards ISO 13407:1999/ISO 9241-210, see
http://www.iso.org/iso/fr/catalogue_detail.htm?csnumber=52075). With a
methodology not yet selected by Actility (on-line questionnaire, focus group,
benchmarking, interview, …), for a user panel of 50 users, the cost was
evaluated to 30 k€.
So, the overall cost for experimentation was estimated to 60 k€.
In the project building, the various roles were:
• Actility was the leader, searching for partners and leading the project
submission to Ademe
• Britanny region through “Bretagne Développement Innovation”, see
http://www.bdi.fr/who-are-we) was involved more as stakeholder than true
partner. Britanny Region look also for partners to join the project
• Images & Réseaux cluster with ImaginLab
The financing rules for ImaginLab written by ImaginLab funders (which are
public funders i.e. French Ministry of Economy and Brittany Region) are:
• ImaginLab cannot be a partner of the project but a sub-contractor
(ImaginLab cannot be directly subsidized for running the experimentation
platform)
• ImaginLab sub-contracting effort MUST be divided between the private
members of the consortium.
• ImaginLab sub-contracting cost MUST cover only the operational cost (which
are only partially subsidized) and not the initial cost of the investment in the
network infrastructure (which has been totally subsidized by public funding)

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Finally, the project was dropped. Various reasons for this to happen:
• The lack of a big name (like EDF) in the French energy market inside the
consortium
• The cost of the experimentation that has to be supported by a private entity
and especially by a SME as there was no large company inside the
consortium.
Lessons learned:
• Experimentation cost is a show-stopper for SME, even if the cost of the
experimentation (the cost of such an R&D project is probably between 1 and
3 M€, with a subsidy ratio of 45% for SMEs and 25% for large companies)
• For smart grid domain, the consortium needs to include a big name of the
energy market (only a leading SME in that case).
• Smart cities in Brittany (here Lannion but it could also be Rennes or Brest)
were not implied as leader or stakeholder in the project building.
• The role of gathering the best talents in such a project building is not clearly
established. The leading SME, Brittany region and Images & Réseaux cluster
all tried to play this role but there was not a true leader like a Smart City.
6.11 USE CASE WITH BREST SMART CITY
Figure 8: 4G LTE launching in Brest

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Having inaugurated a 4G LTE testbed in Brest, Images & Réseaux is working

closely with Brest as a smart city. The process is ongoing to put in place the
Living Lab: the 4G LTE access network is now operational, devices (4G LTE USB
sticks) and USIM cards are available. The recruitment of the first 30 beta users
will be performed in march, 2012. This job is done with Brest Métropole Océane
(Brest Métropole Océane, known as BMO, conurbation authority in and around
Brest).
Due to learning lessons of previous use cases, BMO is identified by Images &
Réseaux as a key stakeholder in ICT projects that could be experimented on
ImaginLab.
• BMO has a major business role, it is the first entity for employment in the
area of Brest (more than 6 000 employees) with various fields of activities
from networks (water, light, telecom, transport, ….) to sport, culture,
education, environment ….
• Images & Réseaux identified various area that could bring some
experimentation
• Images & Réseaux has scheduled meetings with BMO services manager in
order to meet the possible stakeholders
• Images & Réseaux has scheduled meetings with academics (Telecom
Bretagne, a famous engineering school in Telecommunication based in Brest,
see http://www.telecom-bretagne.eu/about/, and UBO – Université de
Bretagne Occidentale, see http://www.univ-brest.fr/ -)
Some application fields have already been identified with BMO
Transport: Brest will inaugurate a tramway mid-2012. Images & Réseaux thinks
it is an opportunity to build a project both addressing technical issues and usage
with new applications
Public safety and Health: a SME (http://www.camka.com), which is member of
Images & Réseaux cluster, has developed a VAM system (Video Assisted
Maintenance), which can host a 4G LTE modem. Emergency services could be
equipped with such cameras (which are by default 3G compatible) for in-the-field
exercises
Environment:
• Sensor network. It has still to be identified which type of sensor could be
connected through ImaginLab.
• It could be air flow or air quality monitoring sensor as well as submarine
cameras in Brest bay (in partnership with Ifremer)
• UBO academic competences on sensor networks model (see Figure 10:
sensor network in Brest)
• Cognix Systems (SME) has already developed a prototype web portal for
sensor network with Brest Métropole Océane (http://www.cognix-
systems.com/reseaux-de-capteurs.php). By the way, Cognix Systems is also
a member of Images & Réseaux cluster.
• Collaborative project about weather forecast with Brest Métropole Oceane
(http://www.meteospot.com/)
• Link with Capnet project (http://www.eryma.com/fr/actualites/detail-dune-
actualite/items/vestibulum.html) to be studied, project leaded by Eryma and
awarded by Images & Réseaux cluster.
Culture: Serious gaming with UBO students with a student challenge to discover
the city of Brest by newcomers.

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Figure 9: Proof of Concept for 4G LTE submarine camera
Figure 10: sensor network in Brest
Lessons learned until now:

Cities or conurbation authorities are really big organization with many services.
Moreover, these entities which are in charge of providing services to citizen are
not always aware of Living Lab projects and User Driven Innovation
methodology.

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So, finding the key person is difficult for Living Lab organization. As a
consequence, a good practice would be to rely on Smart Cities leadership. More
than a leader, there is a need for a community manager in order to:
• Identify the needs of the Smart City
• Initiate R&D effort with academic community
• Identity and select the private actors (SMEs as well as Large Business
companies) which would be willing to take part in the project
• Imply the Living Lab in the R&D process as soon as possible
Any competency with public funding mechanism is welcome in order to boost the
project start.
Warning: the duration to initiate such projects can be long, at least in France
New opportunities after 17/01/2012 meeting with Brest
A city is organized with many departments, each one having its own projects.
The meeting involved the IT department, which knows about the project but
doesn’t lead them. So, those information has to be considered as a starting point
for further investigation.
Sports department would like to develop an application derived from sportaneous
(see: http://www.youtube.com/watch?v=Lt2eTHibIU0).
A major topic to be addressed is opendata: there is an identified project manager
for this topic, so a meeting should be held. There is no clear agenda in Brest,
nevertheless, there is a true opportunity to be involved in Brest (identified as a
living lab and a 4G LTE playground) as we missed this opportunity in Rennes (no
network infrastructure, no active Living Lab there at that time).
The transportation issue seems not to be addressed with opendata initiative in
Brest. The transport department is leading the tramway project, which should be
launched mid-2012. The transport department is not in charge of the commercial
part of the service. This has been subcontracted to Keolis, a private company
specialized in public transportation services, which will in position to determine if
it is worth to develop an application. So contacts have been provided in order to
hold a meeting.
The communication department also has a project with 2D flash codes.
Images & Reseaux cluster has also financed a project named MIRIA which will an
application with the Brest tourism center.
http://miriad.eu/etude-de-cas/redecouvrir-brest/
6.12 OPEN DATA OPPORTUNITIES & SMART CITIES

Opendata can be a leverage opportunity for smart cities.
Images & Réseaux is involved in various open data initiatives:
• city of Rennes: see following site (http://www.data.rennes-metropole.fr/).
Open data are available since 2011.
• city of Nantes: see following site (http://data.nantes.fr/). The city of Nantes
is just launching the 2nd of march a challenge for application development on
• city of Brest: see following site (http://www.a-brest.net/rubrique239.html).
The process is just starting and I&R is closely collaborating with Brest thanks
to its Living Lab.
As an ICT cluster, Images & Réseaux is also involved in “etalab”, the opendata
initiative at French national level (see http://www.etalab.gouv.fr/). Etalab is also
launching a challenge for application development (“dataconnexion”, see
http://www.etalab.gouv.fr/article-le-concours-dataconnexion-comment-se-
lancer-100348061.html).

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Images & Réseaux met Arnaud Willaime from Brest Metropole Oceane, who is in
charge of opendata policy for the city of Brest. Brest has already open some
data, especially maps. But, on political side, there is no consensus on opening
data and the target for opening data (open governance and citizenship or
economic development). In Brest, it seems that economic development is the
target (ImaginLab Living Lab and opendata are both under economic
development department)
The city of Brest works with the OpenData: working with FING (www.fing.org,
foundation for a new internet) and libertic (http://libertic.wordpress.com, an
association in Nantes for open data).
Examples of open questions about data format and standards :
• If Keolis (a public transport company, operating numerous cities in the west
of France, including Brest and Rennes) select a unique standard, this is an
opportunity for companies that already developed applications for Keolis but
it will more difficult for local new entrants.
• If the company is established in Brittany but in Rennes, not in Brest, is it
local business development?
• Warning, in the public services sub-contracting agreements, there is currently
no specific article specifying open data constraints (in order to force
subcontractors to publish open data which may be public by nature)
• Warning, (real time updated) dynamic data are more interesting than static
ones.
For the city of Brest, which is launching a tramway mid-2012, there is a
commitment to provide data giving localization of buses and tramways.
The city of Brest will also publish its own data on car traffic.
There are also some opportunities in following fields:
• E-health: find the list of the doctors or pharmacies which are on-duty.
Currently, in France, the information is available from the police station (you
have to call them). So it seems to be some kind of public data, which has to
be refreshed every week-end and can be localized.
• Sports & leisure: an application for Brest derived from Sportaneous
(www.sportaneous.com, coming from urban zone of US east coast, providing
information about spontaneous leisure and sport events). Such an application
is some kind of specialized social network but it has to include public data
about for example sports infrastructures (location, type, opening hours,
availability)
• Tourism with list of Point of Interest, with a mix of public (Point of
Interest fulfilled by Tourism Office) and private (restaurants, …) data
Arnaud Willaime also mentioned that big companies such as IBM with very
attractive offer also target open data:
• Open data hosting for the city of Brest for 2000 € per year
• Development of a trial application in less than 2 hours, just for demo

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Figure 10: Open data map (from libertic site)
Conclusion for open data: Open data provides many opportunity for smart cities
(Rennes, Nantes and Brest, the three main cities of Images & Reseaux cluster
have a true open data policy). However we mention some barriers or warnings:
• What is the target? Business Development or Open Citizenship? Balance
between both?
• Data format standardization seems wise. This was recommended by
opendata experimentations in Helsinki and Barcelona, in order to build
European wide solutions. According to Jarmo Eskelinen (Helsinki) during
Fireball/Eurocities workshop, the challenge was to create and harmonize an
environment, with the ability to have the same apps in the main cities.
• The issue is that this compatibility make the market entry very difficult for a
new local entrant.
• The interest and commercial pressure of big companies like IBM (but also
some telecom operators) can be a show stopper for some cities which are
more willing to develop local players and very cautious about public data
usage by third parties.

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6.13 ANNEX A: USER PANEL ANALYSIS

The first phase to recruit « Imagineers » in Lannion has been closed in December
2010. The objective of connecting around a hundred households to very fast
broadband, enabling them to experiment with the digital products and services
of tomorrow has been reached easily (and even slightly exceeded).
Figure 7: distribution by household size
The current analysis has been performed as the households are currently in the
process to be connected and supplied. It’s interesting for ImaginLab stakeholders
to take a look at the characteristics of the people carrying out our experiments,
before the first experiments begin. What are their uses, their relationships with
new technologies, but also their expectations and aspirations as to their new role
as “Imagineers”? This analysis is a translation of an article written by Sylvain
Dejean (ImaginLab project leader for M@rsouin, sylvain.dejean@telecom-
bretagne.eu).
Economic context
Based in the Saint-Hugeon and Pouldiguy districts, the Imagineer households are
home to an average of 3.5 people. The graph below shows the distribution by
number of individuals in the household. 70% of Imagineer households have at
least one child.
The socio-professional category of the Imagineers’ households follows the
economic structure of the Lannion districts involved in the project.
This leads to an over-representation of higher intellectual professions, to the
detriment of manual workers, pensioners and the unemployed. The current panel
will be completed by connection to the projects of different organizations and
institutions (Job centre, Post Office, high school, student residence) to address
the experiments at all types of individual, regardless of their social class and
economic situation.

FIREBALL D1.2
Figure 8: Imagineers' socio-professional categories
Equipment
The Imagineer households have quite a high level of equipment since 44% of
them have more than 2 computers in the house. As each computer may be
connected to very fast broadband (WiFi, PLC cable), this equipment enables
several members of the household to be involved at the same time during an
experiment and guarantees the availability of several IT media.
Figure 9: number of computers per household

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Having one or more laptop computers is also an interesting resource for the
people who will be calling on the Imagineers. In particular, it enables us to
consider continuity of service at different places in the household, even a
comparison of different uses inside and outside the home.
Note that laptop computers are only available in 41% of households that have a
single computer, but as soon as the household has a second computer the
possibility that there is at least one laptop computer is 93%. Note that 18% of
households only have laptop computers and 8% don’t have any.
Figure 10: Share of laptops in the household
In addition to desktop and laptop computers, many of the Imagineers also have
the most popular digital tools and technologies. In addition to extending use on
tools other than computers, this equipment reveals an interest in or at least
proximity to different uses related to digital technologies.
For example, 72.5% of Imagineers have a games console in their home (even if
they don’t use it). The presence of MP3 and/or MP4 players and an external hard
disk also seems to reveal the capacity that exists inside these homes to handle
the different audio-video formats and probably to move content from one
medium to another.

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Figure 11: Imagineers equipments
IT skills
The future experiments on the ImaginLab platform may require a certain
command of IT tools, especially as additional equipment may be lent to the
Imagineers. When the Imagineers are asked about their ability to maintain and
keep a computer functioning correctly (update, cleaning, defragmentation, anti-
virus), most of them said they were at ease (59%), others do it without feeling
at ease (35%) or do not do it through lack of command (6%).
Figure 12: IT skills
Internet usage

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The time spent by the Imagineers on the Internet is vital, whether at their
workplace, at home or one the move; they shape their “digital” lifestyle
according to their relationship with the new communication resources, their level
of dependency and their ability to understand and use the new tools that will be
offered to them. The graph below shows that 47% of Imagineers spend an
average of one hour (or less than one hour) per day on the Internet at home. At
the other end of the scale, 27% spend more than 14 hours per week on the
Internet, which is an average of two hours per day.
Figure 13: time spent on Internet
As the graph below shows, there are various types of online usage, both in terms
of nature and frequency. They show that the Imagineers have very broad
knowledge of all the possibilities offered by the web, from keeping up to date
with the news to sharing information, via e-commerce or audio-video content
consumption. While some elements are used at least weekly (search engine,
email, news), we can see wider diversity in frequency for more complex usage.
In relation to keeping up with a social network or consuming audio-video
content, more than a third do so regularly, but two thirds of Imagineers are still
familiar with this usage.
Figure 14: Online usage
Motivations for Imagineers

FIREBALL D1.2
Among the proposals that were suggested to the Imagineers as to why they
committed to this project "participate in the development of new technologies" is
the most common response. It strengthens the idea which led to the creation of
the ImaginLab project, i.e. to make users real actors in the future of digital
technologies, and not just consumers at the end of the chain.
The discovery and curiosity concepts were also highlighted, as was the idea of
taking part in the development of their region. More surprisingly, only 27% of
Imagineers admitted that they wanted to “monitor changes in their usage”; it is
probably that the Imagineers for whom this concept still seems indeterminate
will develop this requirement over the course of the coming experiments.
Figure 15: motivation for Imagineers

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7 BARCELONA COMMON ASSETS CASE STUDY
7.1 OVERVIEW
The figure below summarizes the main assets of Barcelona Smart City Model.
These initiatives are grouped under four main topics; Smart Governance, Smart
Economy, Smart Living and Smart People. Other than tools such as kiosks and
maps, Smart Governance involves a major initiative such as Open Data. However
all mainly aim to provide a better access to government information. Smart
Economy involves creation of innovation clusters, and a triple helix concept
where companies, faculties and citizens can interact and collaborate. So that
innovation can be fostered through these networks. The initiatives under Smart
Living is mainly targeting new technology adoptions that are mainly initiated by
municipal police and tool developments for public transport. Finally Smart
People mainly involves training programs for digital literacy of the Barcelona City
hall.
To support these initiatives Barcelona have built and/ or use existing or new
infrastructures; the 22@ innovation district; Corporate Fiber Optical Network;
WiFi mesh network; Sensors network and Public WiFi network.
7.2 COMMON ASSETS DESCRIPTIONS

In the next sections we elaborate a number of tables presenting the different
components of common assets for smart cities in Barcelona.

FIREBALL D1.2
Municipal kiosks
Citizen’s attention: municipal Municipal kiosks allow administrative procedures with the
kiosks Citizen Council and to access information about the
municipal services of the city.
Facilities 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.
Methodology 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.
Goal-oriented management
Internal eGovernment: goal- The goal-oriented management project provides a
oriented management, comprehension of the overall functioning of the city at
strategic maps and indicators managers’ level and an improvement in the efficiency and
efficacy of public workers.
Facilities 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. It has
meant a 180º change in the management of the city of
Barcelona.
Methodology This 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.
Open Data
The Open Data project The Open Data projects consists of making available of
Barcelona City Council’s data in digital and standardized
formats for everybody in order to foster their reuse.
Facilities The project is about opening of the Barcelona City
Council data, 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.
Methodology 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.
More Information http://w3.bcn.es/

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Barcelona 3D
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.
Facilities This new project was born from the necessity of evolving
the current GIS systems betting for the introduction of a
third dimension to the bi-dimensional 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.
Methodology The city’s 120,000 buildings will be reproduced in 3D and
250 emblematic buildings will be specifically modelled
such as Church of Santa Maria del Mar. It will allow to
tour inside.
More Information http://www.barcelonamedia.org/noticies/161/en
22@ Innovation District

The 22@ innovation district 22@Barcelona project is the transformation of two
hundred hectares of industrial land into an innovative
district.
Facilities 22@Barcelona 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.
Methodology 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.
More Information http://www.22barcelona.com/

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Corporate Fiber Optical Network

Corporate Fiber Optical Corporate fibre optical network connects the main
Network municipal buildings, using pre-existent means.
Facilities 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.
Methodology Recently, 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 provides wireless
WiFi mesh network connection to those municipal services and employees
working at street level.
Facilities 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.
Methodology 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
Sensors network Sensors network aims to manage a multivendor
multipurpose sensors network configured to be used by
several providers.
Facilities 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.
Methodology A pilot has already been done in the 22@ technological
district testing critical areas such as: car parking, traffic
flow, pollution, noise and lighting.

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Public WiFi network

Public WiFi network Barcelona WiFi is a free of charge service that allows the
Barcelona citizens to connect to the Internet through WiFi
Access Points, or hotspots.
Facilities These WiFi Access Points, or hotspots are located in
various municipal amenities, such as civic centres or
parks. 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.
Methodology The Barcelona WiFi service already has 404 operational
hotspots available. To access Barcelona WiFi from any of
the service access points, all you require is an IT device
(laptop computer, a PDA, mobile phone...) with a WiFi
connection. 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. It enables to
browse the internet except for pages with content
considered ethically dubious. So as not to alter the
market, in accordance with current legislation, the
connection speed is limited to 256 Kbps.
More Information http://www.bcn.cat/barcelonawifi/en/
22@ network
The 22@ innovation district: The 22@ innovation district in Barcelona, is a real
the 22@Network implementation of the Triple Helix concept: companies,
innovation centres, faculties and citizens living there have
the opportunity to interact among them.
Facilities The 22@Network association, currently made up of 101
companies, is dedicated to the success of district
22@Barcelona, the district of innovation.
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.
Methodology It facilitates 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.
More Information http://www.22network.net/
Barcelona Activa
Barcelona Activa 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.
Facilities Barcelona Activa 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,

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professional improvement and creation of employment.

It involves facilities such as:
• 7@ Barcelona Activa
• The Entrepreneurship Centre
• Barcelona Nord Technology Park
• Porta22, New Jobs Space
• Can Jaumandreu
• Convent de Sant Agustí
• Ca n'Andalet
• Cibernàrium
Methodology 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.
More Information http://www.barcelonactiva.cat/
Barcelona Nord
Barcelona Nord Technology Barcelona Nord Technology Park is an innovation cluster
Park in the north of the city, an urban technology park of
10,000m2 that has a large concentration of companies
managed by Barcelona Activa.
Facilities Barcelona Nord Technology Park offers advanced services
of support for innovation, consolidation and growth of
businesses, and technological skills acquisition and
diffusion:
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.
Methodology Barcelona Nord Technology Park aims to foster business
growth, boost business co-operation, provide ICT
training, access to funding to grow and innovate, IT skills
acquisition and diffusion and contact with university and
research centres.
More Information http://www.barcelonactiva.cat/
Urban Lab
Urban Lab 22@Urban Lab project 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.
Facilities 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 project.
The aim of this project is to foster business innovation
from 22@Barcelona, the innovation district; to enable

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companies to trial innovative products in a real place so

that if they prove their value they can subsequently be
commercialised on a large scale in Barcelona or in other
cities in the world; to learn and create new products or
services that are capable of offering improvements to the
citizens of Barcelona.
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.
Methodology 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.
Some pilots include;
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.
More Information http://www.22barcelona.com/content/view/698/897/lang
,en/
Metropolitan Strategic Plan

Metropolitan Strategic Plan The Strategic Metropolitan Plan of Barcelona (PEMB) is
created to identify and promote support strategies for the
economic and social development of the Metropolitan
Area of Barcelona (MAB).
Facilities Promoted by the Barcelona Town Council, PEMB is a
private non-profit association that brings together the 36
municipalities that make up the MAB.
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.
Methodology 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.
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.
More Information http://www.pemb.cat/

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Cibernarum
Cibernàrium The Cibernàrium is a municipal training centre and
program of digital literacy of the Barcelona City hall.
Facilities The Cibernàrium, 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.
Methodology Its installations include:
• Capsules and workshops for technological diffusion,
to begin to use the new technologies and IT tools.
• Advanced capsules for professional applications of the
new technologies and of the tools for website design
and multimedia.
• Off Line browsing room. A space to experience a first
approach to the new technologies by means of a wide
range of audiovisuals and related experiences.
• Online surfing room, a space for putting into practice
the knowledge acquired and to surf freely by Internet
at high speed.
More Information http://www.cibernarium.cat/
Citab Cornellà
Citilab Cornellà Citilab Cornellà is a center for social and digital
innovation in Cornellà de Llobregat, Barcelona.
Facilities Citilab Cornellà 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.
Methodology Citilab has been promoting activities as a center for civic
innovation, spreading the Knowledge Society. 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.
More Information http://www.citilab.eu/en

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Intelligent transport TMB, metropolitan authority for the development of

solutions: augmented reality public transport provide services for citizens through the
apps & Smartphone apps tools such as several mobile phone apps.
Facilities 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). 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.
Methodology TMB Virtual provides 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.
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.
More Information http://www.tmb.cat/
Electric vehicle infrastructure

Barcelona, hub of innovation Live (Logistics for Implementation of Electric Vehicles) is
for the electric vehicle 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.
Facilities 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

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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.
Methodology The Live project is a general and unified plan for strategic
implementation of electric vehicles that is conveyed via 5
different lines to give support to industry, sustainable
mobility and the environment:
• Giving support in the development and promotion of
pilot projects in electric mobility (Living Labs),
promoting the early distributions of electric vehicles
and obtaining results and best practices from the
pilots.
• Providing the necessary tools and resources to
generate a network of innovative assets, in terms of
both the economy and the industrial sector, and to
promote R&D.
• Promoting the organisation and reception of events
and activities that stimulate electric transport in
Barcelona.
• Encouraging the deployment of public and private
recharging networks throughout the whole
metropolitan area of Barcelona.
• Becoming the leading reference point for people and
companies in Barcelona, for any aspect related to
electric mobility, via the creation of the first technical
civic agency in Europe for the deployment of electric
mobility.
More Information http://www.livebarcelona.cat/

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8 THESSALONIKI COMMON ASSETS CASE STUDY

The following section is adopted from the Thessaloniki Smart City case study,
which is published in the Journal of Knowledge Economy Special Issue on Smart
Cities and the Future Internet in Europe, published April 2012.
Toward Intelligent Thessaloniki: from an Agglomeration of Apps to Smart Districts
N. Komninos and P. Tsarchopoulos
http://www.springerlink.com/content/g350361m41tu362k/
The term "Digital Thessaloniki" is used to characterise the development of a

series of digital spaces over the city. Main components of this new spatiality are
various types of broadband communication networks, sensors and embedded
systems, web-based applications, applications for mobile phones, and e-services
running over those networks.
8.1 BROADBAND
Broadband access in Thessaloniki is provided by a number of operators, such as
OTEnet, Vivodi Telecom, Tellas, Hellas On Line (HOL) and Forthnet, with ADSL
being the main standard. Most Internet providers use OTE’s Bit Stream Network,
which is the most extensive privately owned fibre optic network. ISPs lease ADSL
connections to offer online services but they do not have access to OTE's network
infrastructure. This is changing thanks to the liberalisation of
telecommunications, as part of the aforementioned network passes into the
control of the ISPs. The typical download/upload speeds available over OTE’s
network are 2048/256, 4096/256, 8192/384 kbit/s and 24/1 Mbit/s. Internet
access is available by first subscribing to OTE for a line and then through the
preferred ISP. Broadband penetration is about 25% in the region of Central
Macedonia and is assumed to be higher in the city of Thessaloniki with average
bandwidth of 13.7 Mbps.
Additional connectivity is offered by the GRNET fibre optic network that
interconnects the city’s universities, technical and research institutes to a wider
academic and research institution’s network. Five points of presence (PoPs) are
maintained within the context of the network: the Aristotle University of
Thessaloniki, the University of Macedonia, the Higher Educational Institute
Thessaloniki, the Centre for Research & Technology, Hellas (CERTH) and the
Informatics and Telematics Institute, which constitute secondary nodes that are
equipped with switches or optical add-drop equipment, aggregating the
customer's traffic. The GRNET network, managed by the state-owned limited
company GRNET S.A., supports the electronic interconnection of academic and
research institutions with each other and with other relevant academic networks
through its upstream provider GÉANT (the pan-European communications
infrastructure serving Europe’s research and education community). It provides
wider coverage and much greater potential for the 500,000 students and
researchers who use it. The GRNET backbone network of dark fibre-optic cable
(Wavelength Division Multiplexing – WDM technology at extra high speeds of 1-
2,5 Gbps) covers a total length of more than 8,000 km. All the nodes are based
on routers with Gigabit speeds and are interconnected with a network of 2.5
Gbps speeds over DWDM technology with leased wavelengths from the
incumbent (OTE).

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3G coverage is very important. It is offered by three mobile telecommunications

service providers in Thessaloniki: Cosmote, Vodafone, and Wind. Speeds for both
Wind Hellas and Cosmote providers are up to 24 Mbit/s download (HSDPA) and
5.72 Mbit/s upload, while Vodafone offers broadband speeds up to 42.2 Mbit/s
download (HSDPA). The good coverage of the entire city and strong marketing
by the mobile telecom companies diffuse 3G Internet connections via smart
phones and tablets at very high rate, increasing the total Internet penetration
and accessibility.
Wireless broadband is offered by many public organisations covering various city
districts. These networks have been developed by local authorities, the Aristotle
University, the Expo, the Port area, and other public or semi-public
organisations. The access points are operated at 2.4-2.48 GHz and are compliant
with the 802.11b standard which has a maximum raw data rate of 11 Mbit/s and
the 802.11g standard which extends the maximum raw data rate to 54 Mbit/s. A
good example is the Wi-Fi network in the municipality of Thermi in the eastern
part of metropolitan Thessaloniki. The Municipality has installed 13 Wi-Fi
hotspots and the wireless network consists of Point-to-Multipoint and Point-to-
Point links, thereby succeeding in covering wider areas which are characterised
by either large numbers of visitors (commercial districts, archaeological sites,
plazas, etc.) or areas which lack other broadband infrastructures (ADSL). The
wireless network offers free internet access to citizens. It also supports the
development of services and applications such as VoIP (Voice over Internet
Protocol) and VoD (Video on Demand). The 13 Wi-Fi hotspots create small
communication areas around localities of high accessibility, such as the Town
Hall, the Mall, the Cultural Centre, the commercial street, Technical Services, as
well as the Cultural and Community Centres of adjacent communities in Triadi,
Nea Redestos, Neo Ryssio, and Tagarades.
Non-profit initiatives operating on a community / collaborative basis also offer
free wireless broadband connections, such as the Salonica Wireless Network
(http://www.salonicawireless.net/) and the Wireless Metropolitan Network of
Thessaloniki (http://www.twmn.net/). With the use of cheap wireless technology
they are removing the barriers that telecommunications companies erect to
prevent the creation of a really cheap metropolitan network. They use antennas
mounted on rooftops and windows and the free radio frequency of 2.4 GHz to
create a free, locally owned, wireless backbone. The goal is to use open-source
routing solutions to create an open and Wide Area Network with metropolitan
coverage.
8.2 WEB APPLICATIONS AND E-SERVICES

Citizens, companies, and organisations located in Thessaloniki have developed a
large number of applications and online services related to the city's activities,
digital presence, and functioning; from individual websites to more complex
applications for content aggregation, location-based services, provision of online
administration services, and community services to citizens. Most of these
applications are bottom-up initiatives created out of the interest and concern of
their developers. However, seen as a whole they create a rich layer of digital
services which is emerging from dispersed individual actions. The formation of
this layer has characteristics similar to swarm intelligence and creativity, a
"movement from low-level rules to high-level sophistication" (Gloor 2006;
Johnson 2001). It is a layer composed of applications which were given birth to
by the invisible hand of the digital market, and operated by developers, sellers,
buyers, and end users without central planning or coordination. A survey
conducted by the authors of this paper during January and February 2011,
helped describe the major components and characteristics of this web-based
Thessaloniki. The survey took place in three steps: definition of web applications
which concern the city; identification and listing of e-services offered; and

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interviews with selected e-service providers.

The first stage of the survey related to defining the applications and e-services
which determine the web presence and e-services of Thessaloniki. Here we have
a problem similar to the "building vs. city" issue: the city is composed of
buildings, but "building" and "city" are different objects in terms of attributes
and functions. Only relationships of proximity, agglomeration, collaboration,
external economies, identity and governance, transform buildings and activities
into cities and city districts. Thus, the web presence of a city is defined both by
the sum (agglomeration) of web applications related to its buildings,
monuments, infrastructures and activities, and by applications dealing with the
city as a system of interconnected objects.
From this perspective, the following categories of web applications and web-
based services can be considered as characterising Thessaloniki (and any city) as
a whole, in contrast to applications related to its constituent objects:
1. City representation: Applications which concern the digital representation
or guide of the city.
2. City sector: Applications which concern an entire sector of economic activity
within the city (all hotels in the city, entertainment in the city, etc.).
3. City district: Applications which concern the functioning or management of a
city district (university campus, Central Business District, technology district,
etc.).
4. Citizens aggregation: Applications which rely on collaboration or collective
intelligence of citizens (i.e. reporting of incidents, content aggregation).
5. City services: Applications for the provision of administration, social,
community, safety, and environmental services to citizens by local
authorities.
6. Location-based services: Applications for the provision of services relying
on spatial proximity (i.e. location-based services, local offerings and
promotions of products and services).
7. City infrastructure: Applications which concern the use, functioning, and
management of city infrastructure and utilities (transport, power, water,
broadband).
8. City management: Applications for managing and controlling the
development of the city (i.e. city planning, consultation, decision making).
The second stage of the survey concerned the identification of web applications
in Thessaloniki falling into the above eight categories. More than one hundred
applications and online services were identified. A representative sample of them
is given in Table 1 with the right column indicating the respective web address.
Identification was based on expert opinion gathered from web developers, IT
experts, website administrators, city managers, and utility managers. A search
on the web and search engines also produced a good yield. Many different kinds
of applications have been developed in all domains of the city, from virtual
guides of Thessaloniki to e-services for business, education, culture, utilities,
transport, and city management. Though their number is not as large as the
number of all digital objects related to Thessaloniki (i.e. all the websites having
an IP in the city), they represent a significant amount of web and smart phone
based applications, which define the digital presence and online services
emerging via multiple actions and initiatives taken by the city's population and
organisations.

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Table 1: A sample of web-applications and e-services in the city of

Thessaloniki
REPRESENTATION OF THE CITY

Thessaloniki Street View http://www.kapou.gr/
0
Thessaloniki 360 - Virtual City Guide http://www.thessaloniki360.com/en/map/
City guide http://www.e-leoforos.gr
BUSINESS ACTIVITY
HELEXPO Thessaloniki http://www.helexpo.gr
Thessaloniki Port Authority http://www.thpa.gr/
Thessaloniki Industrial Estate - Land http://www.etvavipe.gr/(6019544444953489)/ec
offerings Page.asp?id=133&nt=18&lang=1
Thessaloniki Technology Park – http://www.thestep.gr/active.aspx?mode=en{54b
Online technology transfer services be145-5987-4897-843b-22fd99a3fb51}View
for companies
Association of ICT companies - http://www.urenio.org/bi/
Market intelligence
Restaurants in Thessaloniki http://www.tavernoxoros.gr/
Hotels in Thessaloniki http://www.booking.com/city/gr/thessaloniki
Groupon, Thessaloniki http://www.groupon.gr/deals/thessaloniki
Golden Deals, Thessaloniki http://www.goldendeals.gr/deals/thessaloniki/curr
ent
HIGHER EDUCATION
Aristotle University Research http://www.rc.auth.gr/
Committee http://researchvalue.net/
Online services
Aristotle University of Thessaloniki http://web.itc.auth.gr/portal/content/view/18/191
VPN and online services /
University of Macedonia http://www.uom.gr/index.php?newlang=eng

Information and Consultation
Higher Educational Institute http://www.teithe.gr/modules/content/index.php?
Thessaloniki id=4
Online services
School of Engineering - Research http://rp.web.auth.gr/rp/index.html
Portal
CULTURE AND TOURISM

Regional Guide of Central Macedonia http://cultour.lab.rcm.gr/
Science Centre and Technology http://www.noesis.edu.gr/index_en.php
Museum "NOESIS"
Thessaloniki events http://www.saloniki.org/index_gr.htm
Thessaloniki blogs http://www.thessalonikiblogs.gr/
MOBILITY
OASTH - Route Planner http://www.oasth.gr/routes/routeDetaileng.php?li
ne=61&ml=12
RCM - Ring road information system http://rrits.damt.gov.gr/
Mobility Service Centre of the http://www.kemdkalamarias.gr/Default.aspx
Municipality of Kalamaria

FIREBALL D1.2
Macedonia Intercity Bus Station http://www.ktelmakedonia.gr/en/content/show/ti

d=135
Thessaloniki Airport - Ticket http://www.thessalonikiairport.gr/tickets/
Reservations
Bike sharing http://www.easybike.gr/
Radio Taxi White Tower http://www.radiotaxi.gr/
UTILITIES
Water supply organisation http://www.eyath.gr
Meteorological services http://www.meteo.gr/cf.asp?city_id=1
Recycling in Thessaloniki http://www.anakyklosi.gr
CITY GOVERNMENT
Syzeuxis: Telematic Services http://www.syzefxis.gov.gr/node/34
Municipality of Thessaloniki http://www.thessaloniki.gr
Thessaloniki Municipality Geoportal http://gis.thessaloniki.gr
Municipality of Thermi http://www.dimosthermis.gr/
Municipality Ampelokipon http://www.ampelokipoi.gr/
Municipality of Kalamaria - Business http://www.kalamaria.gr/index.php?option=com_
services content&task=category&sectionid=28&id=13&Ite
mid=244&lang=en
The e-services best known to citizens are those related to administration services
offered by public authorities, mobility and transport services, and local e-
commerce, commercial advertisement and marketing services. The most
technologically-advanced ones and best integrated into the physical space of
Thessaloniki are those relating to mobility (public transport, fleet management,
route planner, intelligent road monitoring). Interviews with managers of these
systems provided information about how they were developed and how they
actually operate.
OASTH (www.oasth.gr) is the Organisation of Urban Transportation of
Thessaloniki. It is a legal entity governed by private law representing
approximately 2,000 small shareholders. The Organisation employs a staff of
2,400 who drive the Organisation's buses on a daily basis, providing services to
the wider metropolitan area of Thessaloniki via 68 bus lines.
In the period 2005-2010 OASTH invested about 5 million Euro in satellite fleet
management and online services connecting all the 600 buses and 3,500 bus
stops in its network. The system includes many different digital services:
• GPS-based fleet management providing with real-time information about the
position and working conditions of every bus. Every 20 seconds or 150 m the
bus sends its position traced by GPS.
• Acoustic information inside the buses informing the public about the next
stop, which is activated automatically by GPS data.
• Digital displays at the 220 most used bus stops, informing the public about
the timing, direction, and arrival of buses. Displays are connected to fleet
management and the information they provide is accurate and real-time.
• Route planner for selecting best routes in terms of distance covered or time
spent with respect to the start and end points of a route. The user can find
arrival times for routes at bus stops by selecting the route, the direction and
the bus stop of interest.

FIREBALL D1.2
The development was subcontracted out to external vendors. Data entry and
route updates take place internally within the Organisation. Data and
applications are also maintained by the Control Centre on internal servers. The
bus stops where displays were placed were selected by local authorities. Initially
displays were supplied with power from photovoltaic panels, but these were
vandalised or stolen. Bus stops also provide acoustic information for the blind.
The system offers information to 500,000 people who use the services of the
Organisation daily. The added value to end users is in the form of better
information on route (bus stops), inside the buses with acoustic updates about
the next stop, and on the web or smart phone with the route planner application.
Online fleet management is lowering maintenance costs for the fleet and
ensuring a quicker response in the case of working failures or accidents.
The Eastern Ring Road Information System (http://rrits.damt.gov.gr/) is
another application in the same field. It is an intelligent transportation system
which promotes citizen mobility by providing real-time information about traffic
conditions and advanced incident detection and management on the ring road of
the city.
The ring road is one of the most important pieces of infrastructure in the city
with more than 100,000 journeys along the road taking place each day.
Currently the system covers a length of about 12.5 km in each direction along
the Eastern Ring Road of Thessaloniki. The new e-service is offered free of
charge by the Regional Authority of Central Macedonia. The system consists of
three components:
1. The wireless network which combines IEEE 802.11 (Wi-Fi) and IEEE 802.16
(WiMAX) and connects the smart devices placed on the Ring Road (cameras,
sensors, displays), transferring information about traffic conditions to the
Control Centre.
2. The devices on the ring road, which consist of 5 variable message signs and a
closed television circuit with 8 cameras which can be rotated and 9 fixed
cameras. Cameras are equipped with image detection and processing
hardware for recording and analysing traffic data.
3. The Traffic Control Centre where data are stored on servers and the software
is installed. The Advanced Transportation Management System (ATMS)
software from NETworks © is used.
Data from cameras pictures, message signs, incidents and traffic rates is also
available via the internet (http://rrits.lab.rcm.gr/). The user should have a web
browser or a smart phone in order to use the service. The data is refreshed every
2 minutes due to the bandwidth constraints of the wireless network. A Control
Centre gathers information from cameras about traffic conditions and incidents.
Traffic loads are displayed with different colours for low (green), mid (yellow),
and high (red) traffic. The system suggests messages which appear on the
adjustable message signboards, but the controller has to validate these
suggestions before they actually appear on the Ring Road displays.
Funding for the design and development was given by the Information Society
Operational Programme and the total budget was 1.4 million Euro. The
infrastructure, wireless network and software were developed by a consortium of
providers including ICT companies, transport consultants, developers, and the
academic research labs of the Aristotle University and the Institute of Transport -
CERTH.
Thessaloniki 360 (http://www.thessaloniki360.com/en/) provides a virtual
guided tour of the city. It was created by Little Planet Image Services as a web
guide to the city. The intention of the developers was to offer an advertising
platform and create customised configurations to advertise city companies and
organisations. Particularly important is the quality and aesthetic value of the

FIREBALL D1.2
representations of the city, especially the night panoramic views. There are three
applications on the platform: Address finder and driving directions, with a usual
structure of point of origin and destination, drop down lists, and directions given
by car or foot. Tourist information mapping, covering the entire city with geo-
located information. Places of interest are given in 10 categories, from shopping
to arts, going out, sightseeing, and life in the city. Virtual tour, with interactive
360° panoramas of the city. More than 350 parts of the city are presented
digitally, including city views, shopping, going out, and the visitor can discover
monuments and landmarks, explore the history, culture and city highlights.

FIREBALL D1.2
9 MANCHESTER COMMON ASSETS CASE STUDY

The following section is adopted from the Manchester Smart City case study,
which is published in the Journal of Knowledge Economy Special Issue on Smart
Cities and the Future Internet in Europe, published April 2012.
Urban Regeneration, Digital Development Strategies and the Knowledge Economy:

Manchester Case Study
Dave Carter
http://www.springerlink.com/content/1l8568n024328355/
9.1 INTRODUCTION
Manchester City Council set up the Manchester Digital Development Agency
(MDDA) in 2004 to provide a new impetus to the coordination of its work around
digital inclusion, digital industries and digital innovation. The MDDA’s projects
continue to combine innovation through new initiatives, including the Manchester
Living Lab, so that it can be the way by which people and businesses can easily
connect and collaborate with MDDA projects and other initiatives, together with
the further development of well established practice, especially in terms of digital
inclusion, such as the “Selling on the Web” courses.
The starting points for this are:
• Access: ensuring that all local residents, plus those who come to Manchester
to work, study or visit, have the most accessible and affordable ways to use
the Internet open to them, including through local access centres, next
generation access (NGA) networks and wireless connectivity;
• Business opportunities: enabling existing digital businesses to safeguard
existing jobs and create new ones, developing pathways into employment
through training and skills programmes, including apprenticeships, and
generating new business opportunities by supporting new start-ups and
social enterprises and promoting new trading opportunities and promotional
activities, including through the Manchester Digital trade association and the
annual ‘Big Chip’ awards;
• Capacity building: using digital technologies to build social capital and to
support community engagement so that there is real local benefit generated
by innovation which, in turn, increases digital inclusion, provides access to
skills and jobs and improves the quality of life, including through ‘green
digital’ and open data initiatives, working in collaboration with local partners
such as the Manchester Digital Lab (MadLab).
Examples of MDDA project development in these areas include:
• ‘Fibre to the People’ – the Manchester Living Lab pilot project which is
starting in the Corridor area (around Oxford Road, Ardwick and Hulme wards
and Knott Mill) to roll out next generation access digital infrastructure using
point to point, open access fibre networks and advanced wireless
connectivity;
• Manchester ‘Internet Hub’ – ensuring that Manchester can develop its
‘Internet Exchange’ capacity to be a globally competitive ‘Internet Hub’ based
on enhancing connectivity across the city, especially between Manchester
Science Park, Sharp and Media City UK;

FIREBALL D1.2
• Low Carbon Open Data Network – ‘Lodanet’: extending the wireless

connectivity around the Corridor area to collect real-time environmental data
using low-cost, low-power sensing equipment and providing open access to
the data through a range of online services;
• Smart Innovation & People – ‘SMARTiP – “Smart Citizens in Smart Cities”
– a European project connecting up digitally supported community
engagement initiatives in Manchester and four other European cities working
in partnership with Peoples Voice Media’s ‘community reporters’ project and
the University of Manchester;
• Green Digital Charter – a European wide initiative to reduce the
environmental impact of digital technologies and to develop innovative ‘smart
energy’ projects, such as Internet based interactive smart meters, that can
improve energy efficiency and get people involved in new and imaginative
ways of reducing their personal and collective carbon footprints;
• Digital and Creative Skills – bringing together businesses in the digital and
creative sectors, including through Manchester Digital, education and training
providers, community networks and other major employers to develop more
innovatory ways for people to gain skills that can help them get access to
jobs, set up their own businesses and get access to advanced learning
opportunities through non-traditional routes, including apprenticeships.
9.2 DIGITAL DEVELOPMENT IN MANCHESTER

A transformational digital infrastructure for the region will require three
components:
• Access networks: serving businesses and citizens that will take us through
the next 20 years and that will offer the maximum opportunity for local
businesses to play a role in the supply chain. This effectively means “fibre to
the premises” (FTTP) networks supported by the latest wireless technologies.
These fibre networks need to be fully open: shared by competing providers
and not dominated by any one company or technology;
• Digital hubs: where these networks connect with each other and with the
rest of the internet, where digital businesses can host the new applications
and services on servers connected to these networks, and sometimes where
the businesses themselves can locate. These hubs will play a similar role to
Internet Exchanges (of which Manchester has the only significant one outside
London in the UK), but more of them will be needed, closer to the end users;
• Backbone networks: connecting these hubs to each other and with the
internet exchange in Manchester. These networks also need to be fully open,
available to technology companies and service providers to adapt with
different technologies and to compete with each other. This is the primary
role of the proposed NGA deployment in the Manchester city region.
By bringing low cost, open access connectivity to several important regional
centres, starting with the Manchester city region, such a network can effectively
spread the benefit of the South Manchester Internet Exchange (currently
clustered around Manchester Science Park) to other parts of the region. This
would dramatically improve the business case for the development of hubs and
access networks in these areas – initially creating a city-region-wide digital
development zone in Manchester and then systematically extending this to other
NGA projects across the region.

FIREBALL D1.2
Truly transformational digital infrastructure requires the widest possible

availability and accessibility of fully open access FTTP networks and the digital
hubs to support them. Greater acknowledgement needs to be given to the active
debate which is going on about the extent of market failure in urban areas as
well as rural areas, especially that much more needs to be done beyond simply
aggregating/stimulating demand. Active intervention is required on the basis of
opening up the building, management and development of fully open access NGA
networks using new and innovative business models, including the potential for
social enterprises and dynamic forms of public-private-community partnerships.
This should include re-use of public assets, as is being developed in Manchester
in partnership with Metrolink (the tram network) and Transport for Greater
Manchester (TfGM), and innovation through improved collaboration between
higher and further education, the private sector and local authorities to develop
the transformational digital infrastructure of the future.
The Manchester City Region currently has very little of this kind of capacity in
terms of the global scale of development but plenty of potential. It has its small
Internet Exchange, is developing the pilot NGA access network in the Corridor
‘Living Lab’ project (extending links into the Internet Exchange) and it has a new
putative hub in The Sharp Project (to the north of the city centre). Competitor
cities like Amsterdam are pushing fast to develop this type of infrastructure at a
massive scale, through initiatives such as the rapid expansion of the Amsterdam
Internet Exchange – “AMSIX”, now the largest in the world, and through gigabit
trials on its ‘City Net’ fibre network. Given new opportunities, such as the
expansion of the Metrolink tram network, however, Manchester now has a unique
opportunity to gain ground and become a global competitor in this field.
Developing NGA infrastructure through the Metrolink-based tramside network by
itself does not provide all three components of the infrastructure that are needed
but it does bring two key benefits:
• It underpins their development by providing a kick start to one crucial
component - the backbone infrastructure to connect hubs and access
networks to each other and to the rest of the internet.
• It provides an immediate and affordable infrastructure that can be used by
private and public sector to interconnect important centres. Contrary to
popular belief, ‘dark fibre’ connectivity is scarce and hoarded by its owners to
provide more lucrative leased active services.
This then would act as the catalyst for further investment and there are a
number of ways in which the public sector could see further economic and social
benefits from this approach:
• Public sector agencies joining a consortium that invests in and utilises the
network could save very substantial costs on connectivity to the Internet and
also some point-to-point routes. Improvements in connectivity will enable
efficiencies in service delivery.
• This approach would bring high speed, high quality and affordable business
connectivity to parts of the city region that would otherwise miss out. This
would stimulate investment leading to increased employment with
consequent direct and indirect returns for the public sector.
• By enabling the creation of new, affordable access networks in communities
that would otherwise miss out, this could lead to creating new pathways to
employment and skills supporting, in turn, increased social inclusion, better
education and job prospects, reduced crime, and other indirect benefits.

FIREBALL D1.2
9.3 MANCHESTER ROADMAP

The Manchester City Region NGA initiatives are being developed in partnership
by the Manchester Digital Development Agency, MDDA, which is part of
Manchester City Council, and the Commission for the New Economy, working on
behalf of the Association of Greater Manchester Authorities (AGMA) in the
context of the City Region Pilot and the proposed ‘Combined Authority’. There
are currently three linked initiatives being developed:
• The Corridor ‘Living Lab’ NGA pilot project, aiming to connect 500 businesses
and 1,000 residential users through a FTTP network, being built by Geo on
behalf of the Corridor Partnership, coordinated by Manchester City Council
through the MDDA. This will be an access network test-bed enabling new
business to business, business to consumer and community based
applications and services to be developed as well as innovation in public
service delivery in areas such as telecare/e-health, energy efficiency/smart
energy, e-learning, smart mobility and flexible working. This is currently
being built and the Living Lab test-bed will start trialling applications,
including advanced wireless linked to fibre networks, from the end of 2011
for an initial period of 18 months;
• The Manchester “Virtual Internet Exchange” (M-VIX) proposal, which aims to
connect the Corridor fibre network along Metrolink to Manchester two other
key economic growth areas: Central Park, which includes the Sharp Project,
and then to other key sites, initially in East Manchester;
• The Manchester City Region NGA Initiative, which is currently undertaking a
feasibility study on the scope for market investment in new and innovative
models of NGA delivery which would harness the advantages of the core
network being developed in Manchester and extend this using all possible
routes, e.g. Metrolink and other transport corridors together with Public
Service Network development, across the whole of Greater Manchester,
including those in the ‘final third’ rural communities and those in inner urban
excluded from access by virtue of financial and other social barriers;
The challenge now is to identify how best to link these proposals in with national
policy objectives and to seek support to accelerate their implementation. The
Manchester City Region partners believe that this is an innovative approach
which, while initially is very much related to the specific opportunities offered
because of Manchester’s local experience and economic culture, can provide
knowledge and experience which would be of benefit to all local areas and
regions, urban and rural, in developing NGA across the UK.
This underpins the work that MDDA is doing to develop the scale and scope of
the Manchester Living Lab through projects which deliver local benefit around the
core themes of its work programme. Drawing upon its experience as a partner in
the EU (FP7 funded) FIREBALL (Future Internet Research & Experimentation By
Adopting Living Labs – www.fireball4smartcities.eu) project Manchester has
developed its new Green Paper (referred to previously, with a ‘Roadmap’ for the
Local Digital Agenda in Manchester. This aims to translate the overall ‘Roadmap’
for Smart Cities developed through the FIREBALL project into a specific
document focused on the needs and strategic objectives of a specific city, in this
case Manchester.
This covers not only existing projects being undertaken by City through the
MDDA but also ‘bottom up’ grass roots initiatives being developed by local
partners in collaboration with the MDDA. The ‘Roadmap’ aims to map existing
work going on in the city region, which is relevant to the ‘Smart Cities’ agenda,
and to identify how this fits into the future vision, the challenges and gaps which
exist and the future solutions and innovation needs in terms of realising the
targets and aspirations of the Manchester city region. The ‘Roadmap’ is seen as a
first stage in the process of developing the Local Digital Agenda for Manchester

FIREBALL D1.2
and the Green Paper is in place to stimulate discussion and consultations so that
these responses can be used to validate proposals for future work and that this
will be able to inform the production and implementation of the Local Digital
Agenda for Manchester.

FIREBALL D1.2
10 CONCLUSIONS AND OUTLOOK TO FUTURE WORK

Characterisation of Common Assets
This deliverable has identified and characterized common assets for smart cities
based on living labs and future internet experimentation resources. This
repository is based on a number of cases that were contributed by FIREBALL
partners: Nice Côte d’Azur (INRIA), Helsinki (City of Helsinki and Forum Virium),
Oulu (CIE), several Bretagne cities (MN), Barcelona (ESADE), Thessaloniki
(URENIO) and Manchester (MDDA).
Common resources for research and innovation include testbeds, Living Lab
facilities and services, access to user communities, technologies and know-how,
open data and more. Such common resources can be potentially shared in open
innovation environments. The cases and projects discussed in this deliverable
provide evidence of collaboration models for sharing resources such as the use of
Living Lab facilities and methods in experimenting on Future Internet
technologies and the use of Living Lab methodologies for implementing
innovation policies of cities.
Methodology
We developed a methodological framework based on initial experiences in
current projects where the integration of living labs concepts with Future
Internet and Internet of Things experimentally driven research approaches are
being explored. Here, we have worked together with FP7-ICT projects TEFIS,
SmartSantander and Elliot and we also discussed several related issues in the
context of FIRE and FIA activities. This has led to intensive exchanges with the
FIRE and FIA community.
We foresee an increasing need to create easyly and context-specific access to
common technical and non-technical resources and capabilities that can be
shared for complex experimentation and innovation projects. To accomplish that
goal to setup and operate such experimentation and innovation environments,
issues such as technical access, access and sharing conditions, ownership and
IPR should be resolved. The three project cases (TEFIS, ELLIOT,
SmartSantander) show initial attempts to cope with these issues. We
recommend that these cases are closely followed and evaluated.
Interaction with FIRE and FIA
The concepts presented in this report have been extensively discussed at various
workshops, notably the FIA confereces in Gent (December 2010) and Budapest
(May 2011) as well as the ICE conference (June 2011) and the Smart Cities
workshop organised by FIREBALL jointly with Eurocities held in Brussels, January
2012.
Follow-up work
This work forms a basis for the definition of access mechanisms, an activity
which is undertaken in task T1.3. In this sense, our D1.2 deliverable provides the
basic information and concepts. However this should be taken up in next
activities. One of the possibilities that we recommend is that or work is taken up
by the new Coordination and Support Actions in Objective 1.6 (Call 8) which will
start around Summer 2012. This will also enable a relation with Horizon 2020.
The potential types and structures of collaboration frameworks and the concrete
issues to be resolved in sharing research and innovation resources, such as
governance, ownership, access, transferability and interoperability, need further
examination and also need development and piloting in future pilot projects.

FIREBALL D1.2
The current experimentation and innovation approaches used in some of the

FIRE and Living Lab projects should be studied more closely in order to develop
concrete examples of resource sharing opportunities. Initial examples of resource
sharing appear in making user communities available for joint use with Future
Internet facilities (e.g. the TEFIS project), and in making accessible Future
Internet facilities for developing and validating IoT-based service concepts and
applications through Living Labs approaches for smart cities (e.g. the
SmartSantander and ELLIOT projects).
New directions, Horizon 2020
The Future Internet constitutes both a key technology domain and a complex
societal phenomenon with an underlining huge expectation in terms of job
creation and well-being. Effective user driven processes of innovation, shaping
and application of Future Internet technologies in business and society are
crucial for achieving socio-economic benefits. A key requirement is how, within
an environment of open innovation in smart cities and governed by cooperation
frameworks, the diverse set of resources or assets that constitutes the “engine”
of ongoing research and innovation cycles can be made easily accessible for
users and developers for co-creating innovative services.
The cases which we have elaborated mainly focus on making available these
resources on a geographical area (urban environment, region). There is a need
to explore the concept of connected cities in this respect, addressing issues
such as how different cities in a region or in different regions can get access to
the services provided by assets or resources hosted elsewhere. And, what kind of
new services can be foreseen building on this concept of common, geographically
distributed assets, e.g. testbed and living labs services for innovators in smart
cities. There already exist examples of emerging bodies integrating a technology
testbed and a Living lab, such as ImaginLab that is an open platform dedicated
to experimentation, from integration and interoperability testing to usability
evaluation for new products and services on fixed and mobile networks (FTTH
and 4G LTE).
To some extent, projects dedicated to Future Internet experimentation and
dedicated to Living Labs innovation may interact and even work together in
hybrid models of which we have provided examples. Such models could be
dynamically evolving over time, as “organisms” constituting the infrastructure of
urban and regional innovation ecosystems.
Future Internet and Living Labs normally represent different cycles of innovation
(see above) but there might be concrete interfaces and interactions. Concrete,
practice-oriented projects should be elaborated in order to gain more insight and
experience regarding the benefits and synergies, and regarding the integration of
testbed and living lab methodologies.
Based on these thoughts, a future vision for 2020 very well might be that
Internet infrastructures, services and applications will form the backbone of
connected regional and urban, even transnational innovation ecosystems,
fostering co-creative innovation and new business creation. This backbone
connects the resources and enables the provision of and access to services
independent of location (e.g. crowdservicing).

FIREBALL D1.2
REFERENCES
• Schaffers, H., M. Pallot, A. Sällström, J. Hernandez-Muñoz, R. Santoro, B.
Trousse (2011): Integrating Living Labs with Future Internet and Internet of
Things Experimental Platforms for Co-creating New Services within Smart-
Cities. Paper submitted to the ICE 2011 Conference, June 2011, Aachen.
• Komninos, N., P. Tsarchopoulos (2012): Toward Intelligent Thessaloniki: from
an Agglomeration of Apps to Smart Districts. Journal of the Knowledge
Economy, April 2012:
http://www.springerlink.com/content/g350361m41tu362k/
• Carter, D. (2012): Urban Regeneration, Digital Development Strategies and
the Knowledge Economy: Manchester Case Study. of the Knowledge
Economy, April 2012:
http://www.springerlink.com/content/1l8568n024328355/


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FIREBALL D1.

D1.2 – COMMON ASSETS IDENTIFICATION

ABOUT FIREBALL ATTRIBUTES OF THIS OBJECT

Framework programme 7 Coordinating Action FIREBALL

SECT. CONTENT PAGE

Framework programme 7 Coordinating Action FIREBALL

1.1 OBJECTIVE AND CONTEXT OF THIS REPORT

Framework programme 7 Coordinating Action FIREBALL

2 OVERVIEW PAPER ON COMMON ASSETS

Integrating Living Labs with Future Internet Experimental

Framework programme 7 Coordinating Action FIREBALL

the development of Smart Cities experimental environments based on such

Framework programme 7 Coordinating Action FIREBALL

2.3 METHODOLOGICAL FRAMEWORK

Resource type Services offered

Assets include human, technological and infrastructural resources (capital goods)

Framework programme 7 Coordinating Action FIREBALL

• ELLIOT (Experiential Living Lab for the Internet of Things): An Internet of

Framework programme 7 Coordinating Action FIREBALL

Asset type Specification of the asset Shareable asset

Table 2: Smart Santander Most Important Common assets

Apart form this, SmartSantander is aware of its potential to reduce time to

Framework programme 7 Coordinating Action FIREBALL

TEFIS: Future Internet experiments by combining different testbed

Framework programme 7 Coordinating Action FIREBALL

Asset type Specification of the asset Shareable asset

Table 3: TEFIS Project Most Important Common assets

The experimenter has an idea of developing an application for content sharing

Fig. 1: Overview TEFIS experimental procedure

The TEFIS platform is offering the following to support Future Internet

Framework programme 7 Coordinating Action FIREBALL

• To study the feasibility of a distributed mobile network of pollution sensors to

Table 4: ELLIOT Green Services Common assets

Framework programme 7 Coordinating Action FIREBALL

2.5 COMMON ASSETS OPENNESS, ACCESS AND GOVERNANCE

Asset Types Ownership IPR Access Access

Table 5: Typology of common assets characterisation

Framework programme 7 Coordinating Action FIREBALL

Common Assets Governance

Fig. 2: Logic of Common Assets Governance Model

The proposed governance structure is based on the well-established

Framework programme 7 Coordinating Action FIREBALL

2.6 COOPERATION MODELS BUILDING ON OPEN ACCESS MECHANISMS

Figure 3: TEFIS, ELLIOT & SmartSantander Collaboration Frameworks

Framework programme 7 Coordinating Action FIREBALL

In the TEFIS project, setting this operational collaboration between testbed

2.7 DISCUSSION AND CONCLUSIONS

Framework programme 7 Coordinating Action FIREBALL

Framework programme 7 Coordinating Action FIREBALL

3 NICE CÔTE D’AZUR COMMON ASSETS CASE STUDY

Asset type Services offered

Framework programme 7 Coordinating Action FIREBALL

HPC-SME Supercomputing within the reach of SMEs

Facilities The HPC-SME Initiative offer

Coordinated jointly by the stakeholders (computing resources, expertise,

Framework programme 7 Coordinating Action FIREBALL

Telecom Consortium of major actors: 3Roam, Demtech, Ericsson, Eurécom,

CNR-SDA Centre National de Référence-Santé à Domicile et Autonomie

Framework programme 7 Coordinating Action FIREBALL

CIU Santé SCS Cluster

Integration Iab. In this laboratory innovative technological solutions are

Evaluation and standardization center. This center evaluates