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On the road - Almere smart city
1. The City of Almere
On the road to a smart city
R. Bakhuijsen
A. Berberi
L. Chen
M. Kachnova
N. Mani
M. Mostafa
M. van Teunenbroek
2. Objectives
…Attractive city center…
…Measure value of application of technology…
…Align financial and non-financial values of stakeholders…
…Scalable model with underlying
value case…
7. Smart City Council
“We see it over and over again. The real breakthroughs
come not merely from technology but from technology guided by
strong leadership and comprehensive citizen engagement.”
– Founding Chairman of the Smart Cities Council (J. Berst)
Leadership
- Boston Smart City : Mayor’s Office of New Urban
Mechanics (MONUM)
- Almere Smart City (Urban Operating System)
9. Technology in Rio – Operations Center
“It's the place where we gather the minds of the city, we
gather the departments but we also gather the technology. I
would call that a technological centre or urban app or urban
technology.”
– The Mayor of Rio de Janeiro on CNN (E. Paes)
Organisation & Accountability
Dedicated organization
11. Amsterdam Smart City
“Smart Cities are all about multi-stakeholder development”
– Joke van Antwerpen (E. Paes) Director Amsterdam Innovation Motor
Multi-stakeholder Alignment
Value Case Methodology
Almere Smart City
12. Recommendations
1) Exercise Leadership by operationalizing the
targets
2) Place governance with a Central executive
body
3) Identify and control key technologies
13. 4) Apply the VCM for multi-stakeholder
alignment in individual initiatives
5) Ensure continuous engagement of
stakeholders
Recommendations
14. On the road to a smart city
Leadership
Organisation &
Accountability
Multi-stakeholder
Alignment
Execution of Innovation
15. 1. Ensure leadership to enhance innovation
Leadership is essential in the execution of innovation. Almere is in the position to take a leading
role.
2. Establish an organisation and ensure accountbility to
manage innovation
Organize for innovation. An executive body ensures centralised coordination and decision making.
3. Ensure multi-stakeholder alignment
Starting with re-engagement, followed by identifying and prioritising.
Editor's Notes
Anisa: We would like to thank Mr. Johan of the city of Almere for the shown trust and support. We would also like to thank Mr. Frank of TNO for the support and guidance on the Value Case Methodology.
Last but not least we would like to thank our professor, Ms. D. van Gorp, for this opportunity, her valuable insights along the way and for the I&I course in general
Anisa.” The city of Almere (Almere) has initiated a project to transform itself into a ‘smart-city’. Almere intends to further this development through the extensive use of ICT for urban management, innovation and social cohesion. In one of our meeting Johan describes the targets:
Anisa
The challenge is in the execution of innovation.
Mark:Almere breaks the project down into a three stage process. This starts with the launch of the showcase on the ‘Grote Markt’. In the second stage, Almere intends to implement the showcased technologies in the city-centre, ‘Almere Stadshart’. Subsequently, the project will be scaled up from the centre to the city as a whole. As the project grows in size the number of participating stakeholders will increase significantly.
Partnaring with TNO for application of VCM which was designed to facilitate multi-stakeholder alignment, along financial as well as non-financial value
The project has faced several complications over the few months as key technology partners, such as IBM and Cisco, have withdrawn their involvement. In addition, the launch of the initial showcase has faced unexpected delays
Mark: Implamantion of technology, stakeholder aligment is needed coordinated effort in order to execute innovation. Based on findings originating from literature, best practices and interviews, a set of recommendations is provided for Almere on their road to become a smarter city.
-have researched three important elements to this effect: (1.) leadership; (2.) organisation and; (3.) multi-stakeholder alignment
Mark: Effective leadership is needed to bring government, private investors, industry suppliers, local organizations, policy makers and developers to create buy-in to the vision and align and guide the stakeholders to the roadmap. Managing and facilitating collaboration and integration to create a sustainable and effective business model and management platform to achieve the smart-city goal
Best practice Boston: MONUM is responsible for two types of projects: First which is innovation projects includes research and development. Second which is promotion of the relationship with the different city departments the technological platform used in Boston is similar to the one currently being implemented in Almere (Urban Operating System). It is a technology used to connect all aspects of city life and solve most important problems of urbanisation (scarcity of resources, energy wastage, environmental problems, transportation).
Within Boston, Mayor Menino has taken control and ownership of the technology, whereas in Almere it is currently managed by Alliander, a stakeholder within the overall innovation processes
Leadership is decentralized, and stakeholders have to take inatiaves by themeselves for any smart project
Anisa
Anisa: Organisation structure and decision rights is important for the delivery. A comparison of Seoul, Barcelona, San Francisco & Amsterdam smart city projects that have shown similarities in organisation that led to a successful implementation of innovation dedicated organization can improve the management of innovative smart city initiatives. Barcelona smart city project has witnessed the benefits by the creation of the Smart city PMO (Personnel Management Office), it is accountable for coordinating projects in the city, classified under the smart city ta
_ CISCO framework: According to Cisco’s smart city framework, before every project starts, objectives of the projects should be accurately linked to the city’s objectives, policies and initiatives
-Aligning stakeholder towards one common goal is necessary for a smooth transition and for innovation to take place.
Anisa: The VCM has not lent itself to a clear prioritisation or distinction between stakeholders concerning their roles and decision rights. The VCM attempts to create this distinction after the final step (value alignment), however this part of the VCM (step 4) still needs further development.
Segmenting stakeholders is required for distinction, accountability and engagement. Into high influence
Best practice: The New York Smart city project, has successfully utilised their operating platform to align their stakeholders. Information from open government programs, local businesses, and citizens are integrated through an interactive platform, which provides stakeholders with insights and data they derive value from. The goal of this platform is to inform and protect all the stakeholders. They have published promotion and key news updates so the key parties to be informed
