12. Open Infrastructures
Until a few years ago Amsterdam focused on bricks and roads, now
connectivity and energy are just as important…. Openess is key……
The Third Industrial Revolution.
+
"We have the science and technology to do it,
but it will mean nothing unless there is a change in will."
FttH POP: 2018 Open Data: 2015 Smart Grid: 2020
Jeremy Rifkin
(enables Wifi etc) (enables LBS, Apps, etc..) (Local Generartion, EV)
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AMSTERDAM SMART CITY
19. Smart Mobility
1. Use information: Make travel as efficient and comfortable
as possible
Provide alternatives:
2. Work at a Smarter Place
3. Use Resources in a Smarter Way
Goals: Less congestion, more efficiency, higher productivity, less CO2.
But above all: Improved quality of life
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AMSTERDAM SMART CITY
21. Living Lab Approach: Work at a Smart Place
Replacing the traditional office
Smart Working Centers
First Prototype
-Connected Urban Development
-Main focus: reduce traffic
-First SWC in 2008 (Almere)
-Bankrupt in 2009
(wrong location and business model)
- But continues evaluations and interviews
Take Off
-Commercial initiatives
-Main focus: Added value for worker
-Location: 5’ cycling distance
-Business model: no focus on corporates
-Over 100 locations in NL
-Including reservation systems, working
as a service business models, telepresence,
Work kitchen-concepts, etc…
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AMSTERDAM SMART CITY
26. Conclusions
1. The City is an Open Platform
2. Products and Services are User Centric
3. The most liveable cities will be cities with the
best Apps
4. Paradigm shift: Ownership vs Availability
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AMSTERDAM SMART CITY
27. Website
Thank you.
Follow us at: www.amsterdamsmartcity.com
Or at Twitter, Facebook or LinkedIn.
More information: ger@amsterdamsmartcity.com
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AMSTERDAM SMART CITY
Editor's Notes
Let me tell you a little bit about that history, which relates where our ideas about compact cities come from. In fact, the history of our development of the concept of the compact city is the history of Amsterdam. Our history is all about water. Much of the city lies below sea level. In the Middle Ages, Amsterdammers banded together to build dams and dikes to keep the sea out: “dam” is even in the city’s name. Meanwhile, because they were oriented toward the water, those early Amsterdammers developed their global trading network. The East India Company, founded in 1602, became the world’s first multinational corporation. And it made history by inviting all of the city’s inhabitants to become part owners. Thus was born the idea of shares of stock. Soon, the business of share trading was so brisk they needed to house it, so they built the world’s first stock exchange. And along with this success came growth. For a long time the city resisted efforts to expand outside its medieval walls. When they finally did expand, they launched the largest urban development project of the 17th century. They concieved of rings of canals wrapping around the medieval center. These canals would turn the problem of water into an advantage. They reduced the risk of flood, and they became the means of urban transport. And the houses that were built along the canals became just as much a marvel for visitors, for they introduced a new focal point to city life. Other cities had great monuments. But Amsterdam has no Notre Dame Cathedral, no Big Ben or Tower of London. Instead, it has its canals, and its canal houses. Its monument was the canal house itself. Amsterdam changed a city’s focal point--away from the church and the castle, and instead to urban life, to burghers, to city dwellers, to family living. You can see this reflected in the paintings of some of the great Dutch artists of the 17th century. People like Vermeer painted not Popes or generals, but interior scenes, showing a family going about their daily life. This was something new: ordinary people as art.
Nothing new
Media domination, Ageing, 50% of people get Cancer, global view, public opinion/user drive innovation
Used to live in a village, then organized by silo’s of religion, individualism and now community era
We need different ways to look at the city
Let me start by asking you to recall something you would probably rather forget--something all of you have no doubt experienced time and again. You are at an airport, ready for a trip. You find your terminal, you check in...and then you reach airport security. There begins the elaborate dance that we all have learned to perform. Taking off shoes and belts. Emptying pockets. Removing laptops. And most memorable of all, the lines. Some of us spend enough of our lives in these security lines, waiting for machines to scan us, that we could form lasting relationships with strangers while we are there. I bring this up because I want to talk for a moment about Schiphol, Amsterdam’s airport. The situation is different at Schiphol because we in Amsterdam have different ideas: not so much about security, but about society, and how to structure things. Most airports reason this way: screening equipment is expensive, so we must place it at one central spot. That way the equipment will be maximized. But it also means those long lines. At Schiphol, security screening happens at your gate. The line is very short, since it’s only the other passengers on your flight who are being screened with you. Knowing when to decentralize--when and how to focus on quality of life--is something we in Amsterdam have learned over the years. At the same time, knowing when to centralize can be just as important. Even though Schiphol is the sixth busiest airport in the world, it only has one terminal. So while other airports are busy moving passengers from one terminal to another on buses or trams, at Schiphol there is one central hub. And it’s a rather pleasant place: with lots of shops. Which makes this a good place to point out that Schiphol airport actually makes a lot of money. It is, overall, very user friendly. There is a short-term hotel in the airport, where you can catch a couple of hours of sleep. There’s even a branch of the Rijksmuseum, our national museum, where you might see a Vermeer or a Rembrandt while waiting for your flight.
The starting point of a Smart City is the availability of connectivity and energy. When these infrastructures are widely available “Data”, the fuel of the Smart City, can be used to start acting more smarter.
Collaboration is key in Smart Cities. To only provide a single Health-Care solution making use of sensoring to warn the neighbours or (if needed) a professional takes: people involved (elderly, health professionals, neighbours), an insurance company, government and technology providers. Only a joint effort could lead to success.
Stakeholder in ASC
Not even only on the “client” or “customer” side only. A Smart City is a very complex system between solution providers vs issue owners, but some issue owners are also providers of the solution. This is a picture of the world record handshaking. The success of making your city smart is in collaboration.
In 2008 in the context of the Connected Urban Development program (a Cisco supported program with Seoul, SF and Amsterdam) the first SWC was launched. The idea was to build one right next to the high way a place where there are traffic jams. Almere was the place for the SWC. After a year it went bankrupt due to several wrong choices (place, business model, etc), but due to the fact that evaluation were shared through the program the results were used for new (commercial) initiatives. With a different model. The Amsterdam model is now being deployed in Korea (>200 SWC), Belgium (>20) and France (just started).
