Building and Managing an Intelligent City

Building and managing an intelligent city

Potential for challenges:

• Over-crowding
• Resource exploitation
• Economic polarization

The concept of citizencentricity is increasingly important.

Executive overview

Becoming attractive to business and citizens to maintain economic viability, while guiding ongoing initiatives according to the principles of sustainable development.

• Office and residential buildings;
• Natural resource management;
• Transportation;
• Health and safety;
• Waste management;
• Education and culture;
• Public administration and services.

Introduction: managing the challenges of urbanization

The concentration of humanity could be a source of cultural, political and economic strength; cities act as talent magnets and incubators of innovation and are generally the chief engines of economic growth. The top 25 global cities already account for more than half of the world’s wealth (2011).

Cities generate almost 70 percent of the world’s CO2 emissions and are also the prime sources of other air and water pollutants.

“Competitive responsibility” is the way cities should be planned and managed.

1. Reduce the negative impact and running in a sustainable fashion;
2. Creating an attractive economic and social environment.

Enablers of the intelligent city

The intelligent infrastructure is both analog and digital. That is, in addition to the physical infrastructure an information and communications technology infrastructure.

• Sensor to reduce traffic congestion (London, Stockholm and Singapour);
• Sensor to detect when a gun is fired and pinpoint the location;
• Real data about traffic congestion, fuel consumption, water quality and sewage capacity.

Catalysts of an intelligent City

Regulatory and policy frameworks to address cities’ environmental and social challenges. City governments must have in place the right mechanisms to support innovation and experimentation, not simply react to crises, especially as different parties need to come together to collaborate toward common goals.

Financial incentives: Denmark feed-in tariff policy 20% of the electricity comes from wind power.

Partner ecosystem management: partnership between the public and the private sectors – industrial and academic to share innovative ideas.

Intelligent city archetypes

Cities have a unique forms.

“Pioneers”

• decrease their energy consumption by alternative energy sources (Amsterdam, several Chinese cities, Yokohama, Shanghai and Seoul – raise the proportion of public transportation).
• reducing their overall carbon footprint.

Amsterdam

First Intelligent City in Europe, sustainable and cost-effective programs to reduce the carbon footprint while exceeding the targets put forward by the EU.

• - 40% in CO2 emissions by 2025;
• 20% renewable energy by 2015;
• CO2 neutralitry by 2015.

In order to achieve that:

• Living: supporting behaviour changes and encouraging energy – smart meters;
• Working: increasing building efficiency and technologies to reduce the carbon intensity of business precesses.
• Mobility: increasing the percentage of vehicles with a lower carbon footprint and changing transportation patterns and behaviours.
• And other like more efficient lighting…

Good coordination between the actors of the city.

“Legacy Cities” are those that are

• reduce their emissions levels
• but have not yet begun comprehensive as Pioneers.

“Cities at Risk”

• low level of pollution, but significant congestion challenges because of inadequate management of economic growth.
• Expanding population – growth of private-vehicle fleets, building construction and energy consumption.

Fast adopters

• Quickly growing cities (urban areas in China)
• Leapfrog the intelligent City to manage hypergrowth without into the congestion trap.

Large emitters

• Megacities with many difficulties (old one).

Challenges to becoming an Intelligent City

1. best initiatives may deliver suboptimal returns because but because of the lack of coordination, these never reach the scale that would show the potential for widespread, positive impact.
2. face difficulties in maintaining focus across administrations. Progress can be slowed or reversed if an administration changes before results are delivered.
3. civic leaders’ best intentions, constituencies have competing interests that can derail the best of programs.
4. the businesses on which cities depend for economic growth need to retool their own capabilities.
5. involving citizens and enlisting them as supporters can be a complicated and even vexing matte – “big Brother is watching”.

Open platform for effective integration and scalability of Intelligent City capabilities

• proprietary,
• closed infrastructures
• technology systems.

Excess costs, diminished services and an infrastructure that is not agile enough to adapt to the needs of the future.

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