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© DOXA Innova & Smart

Shaping the future of cities: Decalogue for a Smart Urban

Transformation

Josep-Ramon Ferrer EscodaDirector of Institutional Business Development

Former Director of Smart City at Barcelona City Council

[email protected]

Maria GalindoManager Smart City at DOXA IS

Former Manager of Barcelona Institute of Technology

[email protected]

Josep-Ramon Ferrer EscodaDirector of Institutional Business Development

Former Director of Smart City at Barcelona City Council

[email protected] @ferrejosepramon

Maria GalindoManager Smart City at DOXA IS

Former Manager of Barcelona Institute of Technology

[email protected] @mariagalindo82

BBL KSB, 30 August 2017

DECALOGUE FOR BUILDING A SMART CITY

10 ideas from our experience in Barcelona Smart City

SCALABILITY OF THE BARCELONA MODEL IN

OTHER CITIESBuenos Aires (LAC) and Macau (China)

PUBLIC-PRIVATE PARTNERSHIPS (PPP’s)

Examples of Innovative Urban Solutions

to foster Smart Cities

(15 min)

(20 min)

(5 min)

Contents

3© DOXA Innova & Smart

DECALOGUE FOR BUILDING A SMART CITY10 ideas from our experience in Barcelona Smart City

1. Global challenge: urbanization - 21st Century: Century of cities

2. Technology as an enabler; necessary, but not a goal itself

3. Local challenge: few, clear social objectives

4. Transformational city project

5. Long term vision and leadership

6. Strategic plan: holistic, breaking silos

7. Measure and Evaluate impact

8. Alliances: cities in competition but need to collaborate, industry partnerships

9. Governance model: inside and outside

10. Focus is on Citizens’ active participation

Decalogue for building a Smart CitySMART CITY VISION IN 10 IDEAS

Barcelona Smart City

1. THE 21st CENTURY: CENTURY OF CITIES

1. THE 21st CENTURY: CENTURY OF CITIES

34 cities13 corporations53 countries

2. LOCAL CHALLENGE: FEW, CLEAR SOCIAL OBJECTIVES

Different urban realities but common main challenges:

Sustainability, scarce resources

Environment, energy efficiency

Attract activity, more jobs

Quality of life

Pressure on resources, welfare distribution, urban planning

and environment.

How will cities guarantee a balance between growth

and sustainability in the long run?

1 2 3

CITIZEN WELFARE ECONOMY GROWTH SUSTAINABILITY

Big Data, mobile technology, applications and cloud services, sensorization, hyperconnectivity, 3D printing, digital

fabrication… and

50% of global population still does not have regular access to Internet.

Better decisions and policy-making

More efficient resource allocation

Citizen/ stakeholder empowerment

More open, transparent and participatory

Opportunity to do things differently. In a

smarter way

In fact, technology is core in the current (r)evolution: digital cities

3. TECHNOLOGY IS AN ENABLER, NOT THE GOAL

4. TRANSFORMATIONAL CITY PROJECT

Smart city is about a transformational city project; a plan.

That is, another opportunity to transform the city.

5. LONG TERM VISION AND LEADERSHIP

STOCKHOLM“In 2030, Stockholm will be a versatile city, offering top-class education and

business opportunities, alongside unspoiled nature at your doorstep - a

unique combination that will continue to attract visitors fromaround the world”

A long term ambitious vision is highly valuable.

It must address the question

what do we want to become, as a city, in 20 or 30 years’ time?

BARCELONA“To become a self-sufficient city of

productive neighborhoods at human speed, inside a hyper-connected zero emissions

Metropolitan Area”

CITY ANATOMY

6. STRATEGIC, HOLISTIC PLAN: BREAK SILOS

6. STRATEGIC, HOLISTIC PLAN: BREAK SILOS

Barcelona Smart City Program Deck

MUNICIPAL ORGANISATION

DEPARTMENT SILOS

7. MEASURE & EVALUATE IMPACT

85M € impact on GDP (Barcelona, 2014)

1,870 jobs created as result of the Smart City program

53.7M € municipal investment

0.53 € of additional private sector investment for 1€ Municipal investment

Saving 9,700 tons of CO2 and 600,000 liters of water per year.

IMPACT EVALUATION: ROI AND ROS

*Barcelona, 2014.

8. ALLIANCES: COMPETITION & COLLABORATION

INDUSTRY PARTNERSHIPS & ECOSYSTEM

Developing standards

Scaling solutions

Gaining critical mass: one solution, specific tuning

Generating new markets: industry opportunities

worldwide

Creating ecosystems

Developing economic tissue and growth: economy

and competitiveness

Opportunities: jobs, talent, FDI, new companies,

start-ups


* Barcelona 2014 examples. more information: http://bitbarcelonamodel.com

TELECOMMUNICATIONS NETWORKS INTEGRATION

FROM INTELLIGENT LIGHTING

TO TELECOMMUNICATIONS TOWERS

8. ALLIANCES: COMPETITION & COLLABORATION

NEW BUSINESS MODELS AND PUBLIC PRIVATE PARTNERSHIPS

9. GOVERNANCE MODEL:

RELATIONSHIP & STAKEHOLDER MAPS

Entrepreneurs

Other públic sector

organizations/agencies

Investigation centers

Universities

Businesses

International

position

Citizens

GovtExternal

Smart City Director

EXECUTION STRATEGY

Communication

Smart PMO International PMO Smart Governance Team

Program n

Head of program

Programs

Corporate

departmens

Mayor/Presid

ent

Service

Departments

Str

ate

gic

Tact

ic

Smart City Stakeholder Map

Program n

Head of program

Responsible for monitoring

Technical leader

Project leader

Tech. Partner

Business leader

Project leader

Tech. Partner

Project leader

Tech. Partner

Do it in an OPEN, INCLUSIVE and PARTICIPATORY way

Generate and develop projects TO and WITH the CITIZENSHIP

Engage citizens in the DEFINITION

of the city we want for the future (Smart Social Innovation)

and

In the STRATEGY and MANAGEMENT of the city (Smart Government)

BARCELONA is

European Capital of Innovation

iCapital

2014-2016

10. CITIZEN ENGAGEMENT: FOCUS IS ON CITIZENS


SCALABILITY OF THE BARCELONA MODEL IN

OTHER CITIES

Buenos Aires (LAC) and Macau (China)


DEVELOPING THE GENERIC PROGRAM DECK


Smart City Direction

and Strategy

• Main objectives

• SC Program deck

• Storytelling

Top level governance

structure

• Governance model

• Stakeholders’ map:

internal and external

• Relationship model

• PMO Structure

Smart City Plan

• Timeline and terms to develop a

holistic smart city plan

• Recommendation to develop sectorial

plans for some areas in which a

specific study may be needed

• KPI and benchmark measurement

systems

• Constraints and risk factors

• Success factors and drivers of change

Diagnosis and

stakeholders’ interaction

• Diagnosis: desktop review

and maturity model

assessment

• Reference frameworks

• Questionnaires and

interviews with

stakeholder’s

Long term vision

Macau Smart City

Define the long term vision

in a phrase, a mantra

“What do we want to become in 10-15 years?

URBAN TRANSFORMATION METHODOLOGY BASED IN THE

EXPERIENCE FROM BARCELONA


TWO EXAMPLES: MACAU (CHINA) AND BUENOS AIRES (ARG)


MATCHING OF THE PROGRAM DECK TO SDGs

SUSTAINABLE DEVELOPMENT GOALS PROGRAMS PROGRAM 1 PROGRAM 2 PROGRAM 3 PROGRAM 4 PROGRAM 5 PROGRAM 6 PROGRAM 7

GOALS

PUBLIC MANAGEMENT,

POLICYMAKING & REGULATION

INTERNATIONAL

COLLABORATION & POSITIONING

OPEN GOVERNMENT

& TRANSPARENCYICT NETWORK

URBAN PLATFORM &

SMART DATA

ENVIRONMENT,

TERRITORY & NATURE

URBAN

TRANSFORMATION

1 1.1 De aquí a 2030, erradicar para todas las personas y en todo el mundo la pobreza extrema (actualmente se considera que sufren pobreza extrema las personas que viven con menos de 1,25 dólares de los Estados Unidos al día)x

1 1.2 De aquí a 2030, reducir al menos a la mitad la proporción de hombres, mujeres y niños de todas las edades que viven en la pobreza en todas sus dimensiones con arreglo a las definiciones nacionales x

1 1.3 Implementar a nivel nacional sistemas y medidas apropiados de protección social para todos, incluidos niveles mínimos, y, de aquí a 2030, lograr una amplia cobertura de las personas pobres y vulnerables x

1 1.4 De aquí a 2030, garantizar que todos los hombres y mujeres, en particular los pobres y los vulnerables, tengan los mismos derechos a los recursos económicos y acceso a los servicios básicos, la propiedad y el control de la tierra y otros bienes, la herencia, los recursos naturales, las nuevas tecnologías apropiadas y los servicios financieros, incluida la microfinanciación x

1 1.5 De aquí a 2030, fomentar la resiliencia de los pobres y las personas que se encuentran en situaciones de vulnerabilidad y reducir su exposición y vulnerabilidad a los fenómenos extremos relacionados con el clima y otras perturbaciones y desastres económicos, sociales y ambientalesx

1 1.a Garantizar una movilización significativa de recursos procedentes de diversas fuentes, incluso mediante la mejora de la cooperación para el desarrollo, a fin de proporcionar medios suficientes y previsibles a los países en desarrollo, en particular los países menos adelantados, para que implementen programas y políticas encaminados a poner fin a la pobreza en todas sus dimensionesx X

1 1.b Crear marcos normativos sólidos en los planos nacional, regional e internacional, sobre la base de estrategias de desarrollo en favor de los pobres que tengan en cuenta las cuestiones de género, a fin de apoyar la inversión acelerada en medidas para erradicar la pobrezax X

2 2.1 De aquí a 2030, poner fin al hambre y asegurar el acceso de todas las personas, en particular los pobres y las personas en situaciones de vulnerabilidad, incluidos los niños menores de 1 año, a una alimentación sana, nutritiva y suficiente durante todo el año x

2 2.2 De aquí a 2030, poner fin a todas las formas de malnutrición, incluso logrando, a más tardar en 2025, las metas convenidas internacionalmente sobre el retraso del crecimiento y la emaciación de los niños menores de 5 años, y abordar las necesidades de nutrición de las adolescentes, las mujeres embarazadas y lactantes y las personas de edad x

2 2.3 De aquí a 2030, duplicar la productividad agrícola y los ingresos de los productores de alimentos en pequeña escala, en particular las mujeres, los pueblos indígenas, los agricultores familiares, los ganaderos y los pescadores, entre otras cosas mediante un acceso seguro y equitativo a las tierras, a otros recursos e insumos de producción y a los conocimientos, los servicios financieros, los mercados y las oportunidades para añadir valor y obtener empleos no agrícolasx

2 2.4 De aquí a 2030, asegurar la sostenibilidad de los sistemas de producción de alimentos y aplicar prácticas agrícolas resilientes que aumenten la productividad y la producción, contribuyan al mantenimiento de los ecosistemas, fortalezcan la capacidad de adaptación al cambio climático, los fenómenos meteorológicos extremos, las sequías, las inundaciones y otros desastres, y mejoren progresivamente la calidad de la tierra y el suelo x X

2 2.5 De aquí a 2020, mantener la diversidad genética de las semillas, las plantas cultivadas y los animales de granja y domesticados y sus correspondientes especies silvestres, entre otras cosas mediante una buena gestión y diversificación de los bancos de semillas y plantas a nivel nacional, regional e internacional, y promover el acceso a los beneficios que se deriven de la utilización de los recursos genéticos y los conocimientos tradicionales conexos y su distribución justa y equitativa, según lo convenido internacionalmente x

2 2.a Aumentar, incluso mediante una mayor cooperación internacional, las inversiones en infraestructura rural, investigación y servicios de extensión agrícola, desarrollo tecnológico y bancos de genes de plantas y ganado a fin de mejorar la capacidad de producción agropecuaria en los países en desarrollo, particularmente en los países menos adelantados x X X

2 2.b Corregir y prevenir las restricciones y distorsiones comerciales en los mercados agropecuarios mundiales, incluso mediante la eliminación paralela de todas las formas de subvención a las exportaciones agrícolas y todas las medidas de exportación con efectos equivalentes, de conformidad con el mandato de la Ronda de Doha para el Desarrollo x

2 2.c Adoptar medidas para asegurar el buen funcionamiento de los mercados de productos básicos alimentarios y sus derivados y facilitar el acceso oportuno a la información sobre los mercados, incluso sobre las reservas de alimentos, a fin de ayudar a limitar la extrema volatilidad de los precios de los alimentosx

3 3.1 De aquí a 2030, reducir la tasa mundial de mortalidad materna a menos de 70 por cada 100.000 nacidos vivos x

3 3.2 De aquí a 2030, poner fin a las muertes evitables de recién nacidos y de niños menores de 5 años, logrando que todos los países intenten reducir la mortalidad neonatal al menos a 12 por cada 1.000 nacidos vivos y la mortalidad de los niños menores de 5 años al menos a 25 por cada 1.000 nacidos vivos x

3 3.3 De aquí a 2030, poner fin a las epidemias del SIDA, la tuberculosis, la malaria y las enfermedades tropicales desatendidas y combatir la hepatitis, las enfermedades transmitidas por el agua y otras enfermedades transmisiblesx

3 3.4 De aquí a 2030, reducir en un tercio la mortalidad prematura por enfermedades no transmisibles mediante su prevención y tratamiento, y promover la salud mental y el bienestar x

3 3.5 Fortalecer la prevención y el tratamiento del abuso de sustancias adictivas, incluido el uso indebido de estupefacientes y el consumo nocivo de alcohol x

3 3.6 De aquí a 2020, reducir a la mitad el número de muertes y lesiones causadas por accidentes de tráfico en el mundo x

3 3.7 De aquí a 2030, garantizar el acceso universal a los servicios de salud sexual y reproductiva, incluidos los de planificación familiar, información y educación, y la integración de la salud reproductiva en las estrategias y los programas nacionalesx

3 3.8 Lograr la cobertura sanitaria universal, incluida la protección contra los riesgos financieros, el acceso a servicios de salud esenciales de calidad y el acceso a medicamentos y vacunas inocuos, eficaces, asequibles y de calidad para todos x

3 3.9 De aquí a 2030, reducir considerablemente el número de muertes y enfermedades causadas por productos químicos peligrosos y por la polución y contaminación del aire, el agua y el suelox

3 3.a Apoyar las actividades de investigación y desarrollo de vacunas y medicamentos contra las enfermedades transmisibles y no transmisibles que afectan primordialmente a los países en desarrollo y facilitar el acceso a medicamentos y vacunas esenciales asequibles de conformidad con la Declaración relativa al Acuerdo sobre los Aspectos de los Derechos de Propiedad Intelectual Relacionados con el Comercio y la Salud Pública, en la que se afirma el derecho de los países en desarrollo a utilizar al máximo las disposiciones del Acuerdo sobre los Aspectos de los Derechos de Propiedad Intelectual Relacionados con el Comercio respecto a la flexibilidad para proteger la salud pública y, en particular, proporcionar acceso a los medicamentos para todos x

3 3.b Aumentar considerablemente la financiación de la salud y la contratación, el perfeccionamiento, la capacitación y la retención del personal sanitario en los países en desarrollo, especialmente en los países menos adelantados y los pequeños Estados insulares en desarrollo x

3 3.c Reforzar la capacidad de todos los países, en particular los países en desarrollo, en materia de alerta temprana, reducción de riesgos y gestión de los riesgos para la salud nacional y mundialx

4 4.1 De aquí a 2030, asegurar que todas las niñas y todos los niños terminen la enseñanza primaria y secundaria, que ha de ser gratuita, equitativa y de calidad y producir resultados de aprendizaje pertinentes y efectivos x

4 4.2 De aquí a 2030, asegurar que todas las niñas y todos los niños tengan acceso a servicios de atención y desarrollo en la primera infancia y educación preescolar de calidad, a fin de que estén preparados para la enseñanza primaria x

4 4.3 De aquí a 2030, asegurar el acceso igualitario de todos los hombres y las mujeres a una formación técnica, profesional y superior de calidad, incluida la enseñanza universitaria x

4 4.4 De aquí a 2030, aumentar considerablemente el número de jóvenes y adultos que tienen las competencias necesarias, en particular técnicas y profesionales, para acceder al empleo, el trabajo decente y el emprendimiento x

4 4.5 De aquí a 2030, eliminar las disparidades de género en la educación y asegurar el acceso igualitario a todos los niveles de la enseñanza y la formación profesional para las personas vulnerables, incluidas las personas con discapacidad, los pueblos indígenas y los niños en situaciones de vulnerabilidad x

4 4.6 De aquí a 2030, asegurar que todos los jóvenes y una proporción considerable de los adultos, tanto hombres como mujeres, estén alfabetizados y tengan nociones elementales de aritmética x

4 4.7 De aquí a 2030, asegurar que todos los alumnos adquieran los conocimientos teóricos y prácticos necesarios para promover el desarrollo sostenible, entre otras cosas mediante la educación para el desarrollo sostenible y los estilos de vida sostenibles, los derechos humanos, la igualdad de género, la promoción de una cultura de paz y no violencia, la ciudadanía mundial y la valoración de la diversidad cultural y la contribución de la cultura al desarrollo sostenible x

4 4.a Construir y adecuar instalaciones educativas que tengan en cuenta las necesidades de los niños y las personas con discapacidad y las diferencias de género, y que ofrezcan entornos de aprendizaje seguros, no violentos, inclusivos y eficaces para todos x

4 4.b De aquí a 2020, aumentar considerablemente a nivel mundial el número de becas disponibles para los países en desarrollo, en particular los países menos adelantados, los pequeños Estados insulares en desarrollo y los países africanos, a fin de que sus estudiantes puedan matricularse en programas de enseñanza superior, incluidos programas de formación profesional y programas técnicos, científicos, de ingeniería y de tecnología de la información y las comunicaciones, de países desarrollados y otros países en desarrollo x

4 4.a De aquí a 2030, aumentar considerablemente la oferta de docentes calificados, incluso mediante la cooperación internacional para la formación de docentes en los países en desarrollo, especialmente los países menos adelantados y los pequeños Estados insulares en desarrollox

5 5.1 Poner fin a todas las formas de discriminación contra todas las mujeres y las niñas en todo el mundo x

5 5.2 Eliminar todas las formas de violencia contra todas las mujeres y las niñas en los ámbitos público y privado, incluidas la trata y la explotación sexual y otros tipos de explotación x

5 5.3 Eliminar todas las prácticas nocivas, como el matrimonio infantil, precoz y forzado y la mutilación genital femenina x

5 5.4 Reconocer y valorar los cuidados y el trabajo doméstico no remunerados mediante servicios públicos, infraestructuras y políticas de protección social, y promoviendo la responsabilidad compartida en el hogar y la familia, según proceda en cada país x

5 5.5 Asegurar la participación plena y efectiva de las mujeres y la igualdad de oportunidades de liderazgo a todos los niveles decisorios en la vida política, económica y pública x

5 5.6 Asegurar el acceso universal a la salud sexual y reproductiva y los derechos reproductivos según lo acordado de conformidad con el Programa de Acción de la Conferencia Internacional sobre la Población y el Desarrollo, la Plataforma de Acción de Beijing y los documentos finales de sus conferencias de examenx

5 5.a Emprender reformas que otorguen a las mujeres igualdad de derechos a los recursos económicos, así como acceso a la propiedad y al control de la tierra y otros tipos de bienes, los servicios financieros, la herencia y los recursos naturales, de conformidad con las leyes nacionales x

5 5.b Mejorar el uso de la tecnología instrumental, en particular la tecnología de la información y las comunicaciones, para promover el empoderamiento de las mujeres x X

5 5.c Aprobar y fortalecer políticas acertadas y leyes aplicables para promover la igualdad de género y el empoderamiento de todas las mujeres y las niñas a todos los nivelesx X

6 6.1 De aquí a 2030, lograr el acceso universal y equitativo al agua potable a un precio asequible para todos x

6 6.2 De aquí a 2030, lograr el acceso a servicios de saneamiento e higiene adecuados y equitativos para todos y poner fin a la defecación al aire libre, prestando especial atención a las necesidades de las mujeres y las niñas y las personas en situaciones de vulnerabilidad x

6 6.3 De aquí a 2030, mejorar la calidad del agua reduciendo la contaminación, eliminando el vertimiento y minimizando la emisión de productos químicos y materiales peligrosos, reduciendo a la mitad el porcentaje de aguas residuales sin tratar y aumentando considerablemente el reciclado y la reutilización sin riesgos a nivel mundial x

6 6.4 De aquí a 2030, aumentar considerablemente el uso eficiente de los recursos hídricos en todos los sectores y asegurar la sostenibilidad de la extracción y el abastecimiento de agua dulce para hacer frente a la escasez de agua y reducir considerablemente el número de personas que sufren falta de agua x

6 6.5 De aquí a 2030, implementar la gestión integrada de los recursos hídricos a todos los niveles, incluso mediante la cooperación transfronteriza, según proceda x

6 6.6 De aquí a 2020, proteger y restablecer los ecosistemas relacionados con el agua, incluidos los bosques, las montañas, los humedales, los ríos, los acuíferos y los lagosx X

6 6.a De aquí a 2030, ampliar la cooperación internacional y el apoyo prestado a los países en desarrollo para la creación de capacidad en actividades y programas relativos al agua y el saneamiento, como los de captación de agua, desalinización, uso eficiente de los recursos hídricos, tratamiento de aguas residuales, reciclado y tecnologías de reutilización x

6 6.b Apoyar y fortalecer la participación de las comunidades locales en la mejora de la gestión del agua y el saneamientox

1

2

PROGRAM DECK

FIN DE LA

POBREZA

HAMBRE CERO

Poner fin a la pobreza en

todas sus formas en

todo el mundo

Poner fin al hambre,

lograr la seguridad

alimentaria y la mejora

de la nutrición y

promover la agricultura

sostenible

Garantizar una vida sana

y promover el bienestar

para todos en todas las

edades

SALUD Y

BIENESTAR3

Garantizar una

educación inclusiva,

equitativa y de calidad y

promover

oportunidades de

aprendizaje durante

toda la vida para todos

EDUCACIÓN

DE CALIDAD4

IGUALDAD DE

GENERO

Lograr la igualdad entre

los géneros y empoderar

a todas las mujeres y las

niñas

5

AGUA LIMPIA Y

SANEAMIENTOGarantizar la disponibilidad de agua y su gestión sostenible y el saneamiento para todos6

Research of Smart City Development Direction

and Strategy for Macao

China Green Building and Energy Saving (Macao) Association中國綠色建築與節能(澳門)協會



One of the outputs from the Macau SAR 5-Year Program (2016 –

2020) is to accelerate the development of Smart City with the

completion of "Macao's Smart City Roadmap and Strategies.”

Due to the relevance of the plan, the complexity of its

development in terms of the wreath of various sectors involved,

multiple factors that can affect the plan, and the involvement of

numerous different stakeholders, it is of uttermost importance to

set out in advance and lay foundations to enable a successful

development of the plan, and its execution later.

Context



Methodology



Participatory processInteraction with stakeholders



CONTEXT

DRIVERS

SWOT ANALYSIS

BENCHMARK AND ANALYSIS



Bogota

México DF

Hong Kong

Medellín

New York

Puebla

Amsterdam

BarcelonaSingapore

Isolated Projects Verticals Strategy Governance Urban Platform

Low

High

Invest

men

t eff

ort

FrankfurtSantiago de Chile

The city has deployed first

experiences in Smart City

projects or pilots that are not

part of a large-scale strategy

Further roll-out Smart City

initiatives around

vertical strategies

(energy, mobility, etc.)

The city has set

up a holistic Smart

City Strategy / Plan

Clear leadership and

Governance model

to align stakeholders

and foster an innovation

ecosystem

Unleash full potential

of Smart City by defining

and implementing a cross

vertical and integrated platform

London

Macau

Copenhagen

Viena

SMART CITY MATURITY MODEL

Smart City Maturity Level



SWOT ANALYSIS



REFERENCE FRAMEWORKS

International reference frameworks that have been considered in the definition of the strategic axis of the

Macau Smart City Direction and Strategy.

The Government strives to realise seven development goals:

1. To maintain a steady development of the overall economy.

2. To make further progress in optimising the structure of the industry.

3. To foster the gradual formation of the leisure tourism sector.

4. To improve on a continuous basis residents’ quality of life.

5. To raise further the level of education among the city’s residents and

promote the culture

6. To achieve measurable results in environmental protection.

7. To enhance the Government’s administrative efficiency and deepen the

rule of law.

MACAU 5-YEAR

DEVELOPMENT

PLAN

UNITED NATIONS

SUSTAINABLE

DEVELOPMENT GOALS

(SDGs) and URBAN

AGENDA



INTERACTION WITH STAKEHOLDERS | QUESTIONNAIRES

What of the following ideas you think express best the concept of Macau Smart City? Choose the 5 you think fit better

%

Improvement of the citizens’ quality of life 83%

Government transparency and efficiency: e-administration: online services 54%

Development and use of information technology (IT): IOT, cloud computing and big data 42%

City transformation towards sustainability: Environmental protection, resilient urban ecosystem, 38%

Embrace of technology for the city management 38%

Information turned into knowledge and artificial intelligence 33%

Long term vision 33%

Sustainable public mobility and transportation 33%

Connectivity and access to information: Open data and transparency 33%

Efficient resource management: Energy, natural resources 29%

Economic growth 17%

Citizen participation 17%

Innovation in public management 17%

Alignment of every actor of the city for a common purpose 8%

Promote innovation and entrepreneurship 8%

Plan city wide 4%

Commitment of the government managers 4%

Maximize resources 4%

Public private partnership (PPP) business models: Engagement of the private industries with the city development

4%

Share long term vision align to active participation in key projects by Government, Private Enterprise and Citizen

4%

Participatory governance 0%

Empowerment of citizens 0%

Social cohesion 0%

Results from responses from 24 stakeholders including government departments, companies and others.

• DSPA• AMM• CEM• CCT• CTM• DSAMA• DSAT• MGTO• SAFP• MAC UNI• STOP / CTT• STOP / HB

• STOP/ DSMG• STOP/ DSCC• SS• SAJ• PUIG CHING

MIDDLE SCHOOL• MELCO CROWN• MACAO WATER• GPDP• DSOPT• GIT• GDSE• SASC



MAIN CHALLENGES IDENTIFIED

1. NEED TO BREAK DEPARTAMENTAL SILOS

2. BIG DATA ANALYSIS AND DATA SHARING DUE TO

LIMITATIONS OF THE PERSONAL DATA PROTECTION ACT

3. NEED OF A CENTRAL REFERENCE FIGURE RELATED TO

SMART CITY TO CENTRALISE ISSUES AND RESOLVE

CHALLENGES THAT INVOLVE INTERDEPARTMENTAL

COLLABORATION

4. SMALL MARKET > LACK OF CRITICAL MASS TO DEVELOP

SOME PROJECTS AND ATTRACT COMPANIES

High and positive expectations from the stakeholders on the

smart city plan: looking forward to it; take part of it.

A leadership figure that promotes SC from the Government is

highly regarded.

The interviews have also served to begin the mindset change and

communication of the smart city concept among the

stakeholders.

Establishing SMART Objectives and KPIs (Specific, Measurable,

Achievable, Realistic, Timely).

Establishing relationship and coordination channels.

FINDINGS

INTERACTION WITH STAKEHOLDERS | INTERVIEWS



Low carbon

Mobility :

convenient, easy

and sustainable

Gaming

Industry

Bridge for

cultural

exchanges

between the

West and China

World centre for

tourism and leisure

Cultural

diversity and

exchange

Portuguese

heritage

LONG TERM VISION DEFINITION| CONCEPTUAL MAP FOR MACAU

seamless

experience

Quality of life

Technology to provide

convenient seamless mobility

Walkable

city

legacy

diverse

dynamic

Gateway to

China

slow paced

Heritage

Open Data

Asian

Smart Hub

Nature

Sea

Gastronomy

MICE Industry

Education and

talent

Apps

Innovation



LONG TERM VISION DEFINITION| MACAU

“A sustainable and diverse city, where heritage links with innovation,

a worldwide reference in tourism and leisure and the bridge between the West and

China, where ICT enables a seamless and magic experience for citizens and visitors”



MACAU 5-YEAR DEVELOPMENT PLAN

1. To maintain a steady development of the overall

economy.

2. To make further progress in optimising the

structure of the industry.

3. To foster the gradual formation of the leisure

tourism sector.

4. To improve on a continuous basis residents’

quality of life.

5. To raise further the level of education among the

city’s residents and promote the culture

6. To achieve measurable results in environmental

protection.

7. To enhance the Government’s administrative

efficiency and deepen the rule of law.

1. SUSTAINABLE, HIGH QUALITY AND ADDED

VALUE LEISURE TOURISM SECTOR

STRATEGIC AXISMACAU SMART CITY PLAN

3. CITY ENVIRONMENT AND QUALITITY OF LIFE

2. DIVERSIFIED, PRODUCTIVE AND INNOVATIVE

ECONOMY

5. SMART GOVERNMENT: PARTICIPATION, OPEN

DATA AND ADMINISTRATIVE EFFICIENCY

4. CULTURE, TALENT AND EDUCATION

SMART CITY DIRECTION| STRATEGIC AXIS



The Macau Smart City Programs will be aligned and matched with different international frameworks of reference.

SMART CITY PROGRAMS | ALIGNMENT TO INTL FRAMEWORKS

EUROPEAN COMISSION

SMART CITY AXIS

CITY ANATOMY BY

CITY PROTOCOL SOCIETY UNITED NATIONS

SUSTAINABLE DEVELOPMENT

GOALS (SDGs)

BARCELONA SMART CITY



MACAUPROGRAM DECK

GOVERNMENT DEPTS ORGANISATION

SMART CITY CONTEXT, PROJECTS AND FOCUS AREAS

SDGs URBAN AGENDA 2020

38

DEFINITION OF PROGRAMS | MACAU SMART CITY




WASTE MANAGEMENT

& RECYCLING8

URBAN TRANSFORMATION AND

BEAUTYFICATION10

SMART WATER CYCLE9

3

PUBLIC MANAGEMENT,

POLICYMAKING & REGULATION

1

INTERNATIONAL

COLLABORATION & POSITIONING

2URBAN PLATFORM &

SMART DATA

5

ENERGY SELF SUFFICIENCY

AND SMART LIGHTING7

LOGISTICS, TERRITORY

AND CONNECTIVITY6

ICT NETWORK

4

CITIZEN WELFARE

16 INNOVATION ECOSYSTEM & TALENT

15

SUSTAINABLE MOBILITY

11

NATURE

RESILIENCY & SECURITY

12

17

14

18

MACAU IN YOUR POCKET 13

TOURISM & LEISURE

CULTURE AND HERITAGE

OPEN GOVERNMENT &

TRANSPARENCY



PROGRAM 3| SUSTAINABLE MOBILITY

Seamless and convenient mobility experience: information and payment

Reduce environmental footprint of mobility

Macau as a 100% walkable city

OBJECTIVES

• Real time information about all ferry sailings (web&app)

• Electric vehicle charging points

• Wifi on public buses

• MacauPass

KEY CHALLENGES EXISTING INITIATIVES

Provide a seamless and convenient mobility

experience around Macau, both for citizens and

visitors, that promotes the usage of more

sustainable and efficient transportation modes

to reduce the environmental footprint and

increase the quality of life within the city’s urban

area.

To do so, it will work to become a city where it is

possible and pleasant to walk to and from any

point, and to be the first city in the world to be

100% prepared for electric vehicle use.

• Traffic congestion

• Low walkability level: urban climate, unsuitability of

urban space in some areas,…

• pollution linked with transportation

• Climate change: need to reduce GHG emissions

related to mobility

• Mobility highly influenced by touristic flows

A FICHE LIKE THIS IS DEVELOPED

FOR EACH OF THE 18 SMART CITY

PROGRAMS FOR MACAU



Other public sector

organizations/agencies

Investigation

centres

Universities

Businesses

International

position

Citizens

GovernmentExternal

Smart City Director

Smart Cities Committee STRATEGY

Communication

Smart City

Program Office

Smart Governance

Team

Innovation Lab

Team

Program n

Head of program

Programs

Corporate

departments

Chief

Executive

Service

Departments

Str

ate

gic

Tact

icEntrepreneurs

Op

era

tive

GOVERNANCE MODEL | STAKEHOLDER’S MAP

• Engage all stakeholders and align efforts

towards the shared vision

• Promote innovation among all

stakeholders: mechanisms and pathways to

identify and bring to reality innovative ideas

within the departments as well as external

stakeholders such as public utilities,

universities,…



SMART CITY PROGRAMS

PROGRAM RESPONSIBLE

PROJECT MANAGER

PROJECT MANAGER

PROJECT MANAGER

PROJECT MANAGER

PROJECTS

SMART PROGRAM

OFFICE

PROJECT FOLLOW-UP

(PROJECT KPIs)

SMART PROGRAMS FOLLOW-UP

(STRATEGIC KPIs)

CONTINUOUS ALIGNMENT

Communication

SMART CITY DIRECTOR

SMART GOVERNANCE COMITTE

GOVERNANCE MODEL | INTERNAL RELATIONSHIP MODEL



Per each of the Macau Smart City Programs, specific action plan, with projects planned on the short, medium and long

term should be defined, along with the KPI scheme to monitor its successful implementation.

The timeframe for implementation per each the actions should then be defined as well as its estimated budget and

recommendations on the best financial model to develop the project and the KPIs to monitor its impacts.

Macau SC Program Deck

Development Plan per each of the Programs

ACTIONS

& MONITORING

SCHEME BASED ON

+ KPIs

RECOMMENDED TIMELINE AND TERMS TO DEVELOP THE SC PLAN

DEVELOPMENT OF THE ACTION PLAN



RECOMMENDED TIMELINE AND TERMS TO DEVELOP THE SC PLAN

2017 2018

1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q

SMART CITY STRATEGY AND

DEVELOPMENT PLANS

PRELIMINAR STUDY

SMART CITY DIRECTION AND STRATEGY

IMPLEMENTATION

1

4

DIAGNOSIS & ENGAGEMENT

WITH STAKEHOLDERS

2

3

Developed on the study

Recommended next steps

2.5

KICK-START WITH DRIVERS: SC CATALOGUE,

COMMUNICATION AND QUICK WINS



CONSTRAINTS AND RISK FACTORS

MAIN CHALLENGES IDENTIFIED

1. NEED TO BREAK DEPARTAMENTAL SILOS

2. BIG DATA ANALYSIS AND DATA SHARING DUE TO

LIMITATIONS OF THE PERSONAL DATA PROTECTION ACT

3. NEED OF A CENTRAL REFERENCE FIGURE RELATED TO

SMART CITY TO CENTRALISE ISSUES AND RESOLVE

CHALLENGES THAT INVOLVE INTERDEPARTMENTAL

COLLABORATION

4. SMALL MARKET > LACK OF CRITICAL MASS TO DEVELOP

SOME PROJECTS AND ATTRACT COMPANIES

SUCCESS FACTORS AND DRIVERS

OF CHANGE

1. SMART CITY IMAGE AND COMMUNICATION

2. START DEVELOPING QUICK WINS (PROJECTS)

3. MONITORING SCHEME TO GUIDE AND ASSESS

OVERALL IMPLEMENTATION OF STRATEGY (KPIs)

4. BEGIN TO BUILD THE MACAU INNOVATION

ECOSYSTEM

OPPORTUNITIES IDENTIFIED



CONSTRAINTS AND RISK FACTORS

DATA ANALYSIS – PERSONAL DATA PROTECTION

Provide support and guidelines to clarify how data can be used and

analysed within the legal limits of the Personal Data Protection Law.

• Improve the knowledge on what can be done and how:

• Conferences and capacity building activities for stakeholders

and departments

• Guidelines and best practices book on how to apply the law

• Bureau that provides legal advice to departments and companies

on how to apply and comply with the law

The Personal Data Protection Law is an enabler

and facilitator of big data projects because it

ensures citizens protection, increasing their

confidence and trust in government and probate

companies developing data analysis initiatives.

In this kind of projects, there is usually a need to

use personal data without the consent of the data

subjects, therefore to raise the trust of the subjects,

adequate legal protection is needed.

RECOMMENDATIONS

One of the main challenges identified from the diagnosis and the interviews with stakeholders, is the reluctance to uptake big data analysis projects as well as any initiatives that involve data sharing, even between internal government departments, due to thelack of knowledge on how to develop these projects in compliance with the Personal Data Protection Act.

RECOMMENDATIONS



SUCCESS FACTORS AND DRIVERS OF CHANGE

Based on the diagnosis and interviews as well as the

experience in Smart City development in cities

worldwide, the following actions are recommended:

A. SC image and communication

B. Quick wins (projects)

C. Monitoring Scheme (KPIs)

D. Begin building the Macau Innovation

Ecosystem

To take advantage of the current momentum

around Smart City Macau that has been building

these past months and that has reached a peak with

the stakeholders’ roundtable discussion, we would

recommend to set these actions in motion at the

present moment, in order to:

Keep up the momentum around the SC

Macau from now and during the Action Plan

development and implementation

Align stakeholders towards a common vision

and understanding of the SC transformation

Promote internal change and communication

Disseminate SC concept: internally and

towards citizens

RECOMMENDATION: SET THESE ACTIONS IN MOTION

NOW, IN PARALLEL WITH SC DIRECTION STUDY AND

BEFORE SC ACTION PLAN DEVELOPMENT

RECOMMENDATIONS




A) SMART CITY IMAGE AND COMMUNICATION

SMART CITY LOGO

Stickers with the logo on all the SC related

devices to raise awareness among the

population on what is smart city and how it

impacts them in their daily life

SMART CITY TOURCommunication of the smart city strategy is key so that every stakeholder

in the city, including the citizens, is engaged on the smart city development

and aims to advance in the same direction.

For this, it is important to raise awareness among the population on “what

is smart city” and how it directly impacts and improves their own daily life.A walk around the city

showcasing in the real

urban environment the

smart city related projects

and devices.

RECOMMENDATIONS




A) SMART CITY IMAGE AND COMMUNICATION

SMART CITY INITATIVES CATALOGUE

There are already many smart city initiatives going on in Macau. Integrating

them into a smart initiatives catalogue and communicating them will boost

the stakeholders trust in the smart city development and it will help to

raise awareness among citizens and other stakeholders on the type of

projects and solutions the smart city umbrella includes.

100% coverage of FTTH

100% coverage of LTE 4G

100% of public buses

have wifi connectivity

Smart Water Metering

pilot project in Cotai.

RECOMMENDATIONS




B) QUICK WINS: SMART POLE

As the Smart city transformation takes place, the need to deploy

sensors and telecommunication devices in the city increases.

Lamp posts, due to their homogenous deployment all across the city

and their height are an ideal place to deploy sensors or wifi hotspots.

The challenge is that current lamp posts are not ready to support that

much weight, and the addition of devices such as sensors and wifi

hotspots to urban infrastructure had the potential danger of providing

an image of uncontrolled technification of the city.

Work in collaboration with the industry, including utilities and

lamp post manufacturers, to develop a Smart City Lampost,

prepared to fulfil these different roles of lighting pole, telecom tower

and sensor node, with an integrated and minimalist appearance

that merges into the urban fabric.

RECOMMENDATIONS




B) QUICK WINS: MACAU IN YOUR POCKET

Governmental strategy to promote mobile as the new

relationship channel between citizens, tourists and the

city

• Creation of an ecosystem: developers, entrepreneurs,

SMEs, big companies…

• Creation of a repository of recommended apps: not

all have to be created by the government, but

“approved” by the government as useful apps for the

Macau dwellers and visitors

• Development of citizen services though apps

• Macau in your pocket App: an app that integrates all

the government applications, to provide a single

entry point for citizens to all the services

RECOMMENDATIONS




B) QUICK WINS: MACAU CONNECTIVITY

Create more wifi hotspots

Alliance with Casinos and hotels so that wifi

connectivity connects with hotel/leisure portals

Establish Smart screens in all halls of Hotels and

Casinos related to Macau Smart City

RECOMMENDATIONS




B) QUICK WINS: MACAU FAB LAB

RECOMMENDATIONS




C) KPIs AND MONITORING SCOREBOARD

# PROGRAM OBJECTIVES ACTIONS KPI KPI DESCRIPTION UNITS FREQUENCY CURRENT VALUE GOAL 2018

4G LTE coverage Mobile coverage 4G LTE by at least one company % annually 100% 100%

FTTH coverage FTTH coverage into each floor - by at least one company % annually 100% 100%

WifiGO hotspots nº of WifiGO hotspots - provided by Government nº annually

Free wifi hotspots nº of free wifi hotspots in total: provided by third parties + wifiGO + … nº annually

WifiGO coverage Coverage of the city with WifiGo hotspots (where sensors can be connected) % annually

Smart City Pole deployment nº of Smart City Poles Deployed nº annually

Depts engagement Depts that have deployed IoT / smart city devices (sensors,..) % annually

Depts smart data Departments that have developed at least one project related to smart data % annually

Open datasets Nº of Open Data datasets nº annually

Depts integration Departments that have their data integrated into the platform % annually

Verticals integration Public services that have their data / or vertical platform integrated into the city platform% annually

Better decision making thanks to data and real time informationDevelop dashboards and tools to enable decision makingData services New services based on data integration and analysis nº annually

Internal dashboards Nº of dashboard services for internal use and decision making nº annually

Public dashboards Nº of dashboard services available to the public for general information nº annually

Integrate all the mobility modes into MacauPass Integration to MacauPass Transport modes that can be accessed using the MacauPass % annually

Integrated, omnichannel real time transport informationIntegration to information system Transport modes integrated into the real time information system / app % annually

EV in govt feel Electric vehicles on the government fleet % annually

Private EVs Electric vehicles of the private owned vehicles % annually

EV charging network Coverage of the electric vehicle charging points % annually

Promote public transport use Connectivity w/ public transport Degree of connectivity with public transport between points - annually

Macau as a 100% walkable city Promote wakling around the city Walkability level of the city Assessment on the walkability of the city - annually

Apps4Macau portal Apps in the portal Apps available in the portal Apps4Macau nº annually

Services in the MIYP App Citizen services integrated into the Macau in Your Pocket App nº annually

Services integration to MIYP App Citizen services integrated into the Macau in Your Pocket App (from all available services)% annually

Experts engagement Apps Ecos. Experts engaged into the Apps4Macau Ecosystem nº annually

Events related to Apps Ecos. Events related to Apps and digitalisation (hackathons,..) nº annuallyEngage experts, organise events..

MACAU IN YOUR

POCKET4

Improve service to the citizens:

omnichannel, real time and convenient

Digital transformation of the relationship

Creation of an innovation ecosystem

related to apps and digitalisation

App Macau in Your Pocket

Seamless and convenient mobility

experience: information and payment

Promote EV uptake in the city to become the

first 100% EV city in the worldReduce environmental footprint of

mobility

3SUSTAINABLE

MOBILITY

Ensure coverage of ICT infrastructure to

citizens provided by private companies

Provide some channels of free access to

connectivity

Provide the ICT infrastructure (connectivity) for

sensors and other devices so that all

departments can use it to deploy SC projects

2

1ICT

INFRASTRUCTURE

Ensure citizens’ access to connectivity

Infrastructure to enable the development

of the smart city initiatives and the IoT

Integrate all the data related to the city into the

transversal data platfom (legacy services and

databases,..)

Development of new services based on data

integration and analysis

Integrate all the data related to the city:

break data silos, and enable open data

Development of new services based on

data integration and analysis

URBAN PLATFORM

& SMART DATA

Define a Monitoring Scoreboard, with strategic KPIs to assess the achievement of the objectives of each of the SC Programs.

The current value per each of the KPIs should be assessed to identify the baseline, the starting point, and from there define the goal

value aimed for the next period.

RECOMMENDATIONS



Will to do ambitious projects and spread vision Opportunity to bring back the industry in the city Partnerships with companies and other cities Build ecosystem (links to territory and economy) Improve international position Risk share (tech capabilities) More results oriented policies Improve financial capacity

Strengthen relationship with city officials and strategies. Long-term anchor

Deploy risky, unclear urban solutions Marketing, Brand Critical mass, Economies of scale. Scalability Urban laboratory

CITY NEEDS COMPANY/ MARKET NEEDS


D) BEGIN BUILDING THE MACAU INNOVATION ECOSYSTEM

RECOMMENDATIONS



Showcased below is a visual summary of what we understand as a SC Strategy and Action Plan should include, highlighted in orange is what will have been completed by the end of the present study and in green, the suggested next steps to continue building up themomentum until starting the development of the SC Action Plan.

MACAU: CONCLUSIONS AND NEXT STEPS


PLANTEAMIENTO ESTRATÉGICO

BA INTELIGENTE


OBJETIVOS

Definir una estrategia que permita ordenar y

priorizar la transformación de la ciudad de BA,

usando las TIC y la innovación como palancas de

cambio.

Abordar los retos actuales de una manera holística y

transversal, rompiendo silos, y buscando el máximo

alineamiento posible tanto político como social.

RETOS

Mejorar los servicios municipales y cómo se

ofrecen a sus ciudadanos, de una forma más eficiente

y eficaz.

Integrar todas las dimensiones de la ciudad,

haciendo especial énfasis en las que tienen un mayor

peso económico y social.

La transformación de la

ciudad se debe hacer PARA y

CON los ciudadanos/as

Es una OPORTUNIDAD para

hacer las cosas de una forma

diferente, más Inteligente

La tecnología como

facilitadora de la

transformación

Una visión de lo que

queremos que Buenos

Aires sea a largo plazo

De forma abierta;

inclusiva y participativa

Integra todos los ámbitos:

servicios, urbanismo, cultura,

educación, turismo, comercio...

Es un proyecto de ciudad, que

involucra todos los intereses y

agentes

OBJETIVO


Planteamiento y fases del proyecto

BA INTELIGENTE

CONTEXTO

PARTICIPACIÓN

DIAGNÓSTICO

PLAN DE ACCIÓN

PROYECTOS KPI’s Y MONITOREO


Bogota

México DF

Hong Kong

Medellín

New York

Puebla

Amsterdam

BarcelonaSingapore

Isolated Projects Verticals Strategy Governance Urban Platform

Low

High

Invest

men

teff

ort

Frankfurt

Santiago de Chile

The city has deployed first

experiences in Smart City

projects or pilots that are not

part of a large-scale strategy

Further roll-out Smart City

initiatives around

vertical strategies

(energy, mobility, etc.)

The city has set

up a holistic Smart

City Strategy / Plan

Clear leadership and

Governance model

to align stakeholders

and foster an innovation

ecosystem

Unleash full potential

of Smart City by defining

and implementing a cross

vertical and integrated platform

London

Buenos Aires

Copenhagen

Viena

Mayor detalle:

MODELO DE MARUDEZ SMART CITY

Smart City Maturity Level

../Diagnosis/Maturity Model (Latam).xlsx

../Diagnosis/Maturity Model (Latam).xlsx


# Programas Prioridad Performance

1 Gestión Pública, Formulación de Políticas y Regulación 7,00 7,75

2 Colaboración Internacional & Posicionamiento 8,00 5,75

3 Gobierno Abierto & Transparencia 8,00 5,56

4 Redes TIC 6,00 1,33

5 Plataforma Urbana y Smart Data 6,00 1,67

6 Medioambiente, Territorio y Naturaleza 8,00 1,33

7 Transformación Urbana 7,00 4,44

8 Renaturalización 7,00 2,00

9 Auto-Generación Energética 5,00 0,83

10 Iluminación Inteligente 6,00 4,00

11 Ciclo de Agua Inteligente 5,00 2,33

12 Gestión de Residuos & Reciclaje 6,00 5,20

13 Movilidad Sostenible 7,00 6,33

14 Resiliencia & Seguridad 6,00 4,00

15 Logistica 5,00 0,00

16 Industria, Comercio y Servicios 4,00 0,00

17 Ecosistema de Innovación & Emprendimiento 5,00 3,75

18 Economia Circular y Colaborativa 5,00 0,00

19 Compromiso Ciudadano & Innovación Social 6,00 6,50

20 Salud Inteligente & Servicios Sociales 5,00 2,33

21 Educación 7,00 6,75

22 Equidad & Inclusión Social 6,00 3,33

23 Turismo 7,00 5,40

24 Cultura, Deportes y Ocio 8,00 6,50

Mayor información en

documento

PRIORIDADES vs PERFORMANCE | OBJETIVOS

https://www.dropbox.com/s/vr9zyo3nz9qay9o/ProgramDeck_CABA.xlsx?dl=0


1. DESARROLLO DEL SUR Y CONSOLIDACIÓN DE LA POLÍTICA DE DISTRITOS

2. APOYO A LAS INDUSTRIAS ESTRATÉGICAS

3. DESARROLLO DE LA CULTURA EMPRENDEDORA

4. AUMENTO DE LAS OPORTUNIDADES LABORALES Y EMPLEO DE CALIDAD

5. CIUDAD DE BUENOS AIRES COMO REFERENTE DE CIUDAD INTELIGENTE EN LATAM

6. PLANIFICACIÓN Y ORGANIZACIÓN DE LOS JJOO DE LA JUVENTUD BSS ASS 2018

7. CONSERVACIÓN DE LA BIODIVERSIDAD: EDUCACIÓN Y RECREACIÓN

Ejes de actuación

1. DINAMIZACIÓN & CRECIMIENTO

ECONÓMICO DE AGLOMERACIÓN

EJES ESTRATÉGICOSPLAN BA INTELIGENTE

4. BUEN GOBIERNO, PARTICIPACIÓN,

TRANSPARENCIA Y EFICIENCIA

2. SOSTENIBILIDAD, MEDIOAMBIENTE Y

RESILIENCIA

3. CALIDAD DE VIDA, BIENESTAR E

INTEGRACIÓN SOCIAL

5. POSICIONAMIENTO INTERNACIONAL Y

COOPERACIÓN INTER-TERRITORIAL


Temáticas definidas tanto a nivel ciudad / país a trabajar

conjuntamente con la ciudadanía:

1. Seguridad: ¿Como podemos transformarnos en un país más seguro

mediante la inteligencia colectiva?

2. Sociedad Conectada: ¿Como podemos promover la unidad nacional,

conectándonos mediante una cultura de Felicidad con objetivos comunes?

3. Planificación Urbana: ¿Como podemos planificar y diseñar ciudades a

escala humana que cuidan el tiempo, el bienestar y disfrute de su gente?

4. Educación del futuro: ¿Como podemos empoderar a nuestros

ciudadanos para una constante adaptación al cambio en la era de la

información y la tecnología?

5. Participación ciudadana: ¿Como podemos crear un nuevo modelo

participativo y transparente, basado en la co-creación con sus ciudadanos?

6. Salud: ¿Como podemos democratizar la salud para que sea accesible y

eficiente para todos?

7. Desarrollo Económico: ¿Como podemos re-posicionarnos en el

mundo, aprovechando nuestro capital y encontrando una nueva propuesta

de valor?

VISIÓN BA INTELIGENTE

“Un Buenos Aires referente como CiudadInteligente, inclusivo, accesible y feliz, con unenorme potencial innovador y creativo de lamano de una oferta única y diversa, idóneapara la atracción de mayor inversión yvisitantes; fomentando de esta manera unecosistema económico sustentable donde losciudadanos serán el eje central de todas lasdecisiones, siempre pensando en grande...”

VISIÓN | BA INTELIGENTE


BUENOS AIRES PROGRAM DECK

ORGANIZACIÓN POR MINISTERIOS

LEGACY: PROYECTOS SMART EXISTENTES

SDGsAGENDA URBANA

2050 66

DEFINICIÓN PROGRAMAS | BA INTELIGENTE PROGRAM DECK


• Políticas favorables para la transformación de la ciudad:

eficiencia energética, cultura y patrimonio, emprendimiento

• Modernización del proceso electoral (pendiente)

• Smart City Expo Buenos Aires 2017

• Juegos Olímpicos de la Juventud 2018

• Cities in Motion & Siemens Latin American Green City

Index

• Plataforma Ocio: Festivales, conciertos, cine, teatro, …

• Plataforma Cultural : Disfrutemos BA

• Mapa Cultural

• Juegos Olímpicos de la Juventud 2018 (1-12 de

Octubre)

• Plataforma de Participación Ciudadana

• Plataforma de Gobierno Abierto y Open Data: BA Data

• Chat para trámites

• miBA: E-administración

• Tours 360ª de Obras Terminadas

• Mapa del delito online (2017)

• Sistema online de obras públicas (2017)

• 12 plazas nuevas

• 110 ha de nuevo espacio público

• 2 nuevos espacios verdes en Once

• Mapa de Contenedores de basura

• Promoción de reciclaje de basura y

reducción

• Local de reciclaje que usa nueva tecnología

• Estrategia de Turismo

• Web de Turismo

• Apps

• BA Planner

• Plataforma de Participación Ciudadana

• Apps, Webs & Mapas Interactivos, CMD Lab

• Tours 360ª de Obras Terminadas

• Web con servicios sociales

• 100% esquinas accesibles (2018)

• Integración de adultos mayores al mundo digital (2017)

• Ciclo-vías y Eco-bici

• Metro-bus - 8 corredores nuevos

• Sistema de información de llegada de buses (2019)

• Transporte Inteligente (Colectivos geolocalizados)

• BA Wif

• Aprende programando,Programá tu futuro

• INTEC

• Mapa de escuelas

• Escuelas Verdes y Escuela Abierta

• Polo Educativo en Mataderos (2019)

• 15K jóvenes capacitados en empleos del futuro

• 100% docentes capacitados en nuevas tecnologías

• Planetario & PIN

• Apertura de nuevas PyMES en 10 días

• SmartLAB , IncuBA & Innovaires, Academia BA

• Expo CI, PIE

• Mapa del delito online (2017)

• 10k Cámaras en colectivos, subtes y vía pública

• Centro de salud a 15 min. de casa

• Historia Clínica electrónica en todos los centros

• Tarjeta miBA y miBA App (2017)

• LED en todas las calles (2019)

• 80k vecinos con infraestructura urbana y servicios

públicos

• Proyecto Paseo del Bajo (2019)

• Villa Olímpica (2019)

• 5 nuevas áreas con prioridad peatonal (2019)

• Obras hidráulicas y sistema de alerta temprana

• Sensores y Plataformas

• LAB de Datos

• Distritos económicos

• Empleos del Futuro 4.0

• Design LAB

67

PLAN DE ACCIÓN | PROYECTOS BA INTELIGENTE

http://www.buenosaires.gob.ar/planeamiento/estadistica-y-proyeccion-urbana/tour-virtual-360

http://www.buenosaires.gob.ar/planeamiento/estadistica-y-proyeccion-urbana/tour-virtual-360

http://www.buenosaires.gob.ar/noticias/esta-abierta-la-inscripcion-para-aprende-programando

http://www.buenosaires.gob.ar/educacion/programatufuturo

http://www.buenosaires.gob.ar/educacion/escuelas/educaciondigital

http://www.buenosaires.gob.ar/educacion/escuelas/mapa-de-establecimientos-educativos

http://www.buenosaires.gob.ar/escuelasverdes

http://www.buenosaires.gob.ar/educacion/escuelaabierta


Next steps

BA INTELIGENTE

PLAN DE ACCIÓN | PROGRAMAS Y PROYECTOS


PLAN DE ACCIÓN | PLANIFICACIÓN

20PROGRAMAS

+70 PROYECTOS

KPI’s

Next steps

BA INTELIGENTE


Conclusions de tot decaleg + 2 ecxemples


PARTENARIADOS PÚBLICO-PRIVADOS (PPP’s)

Ejemplos de soluciones de innovación urbana

Para el impulso de ciudades inteligentes

Escalabilidad del modelo de barcelona a LAC


Will to do ambitious projects and spread vision Opportunity to bring back the industry in the city Partnerships with companies and other cities Build ecosystem (links to territory and economy) Improve international position Risk share (tech capabilities) More results oriented policies Improve financial capacity

Strengthen relationship with city officials and strategies. Long-term anchor

Deploy risky, unclear urban solutions Marketing, Brand Critical mass, Economies of scale. Scalability Urban laboratory


Use case #1 URBAN INNOVATION ECOSYSTEM

Smart City Campus, home to companies, universities, entrepreneurs and researchcenters in ICT, IOT and Urban Innovation, with the aim of becoming a hub forinnovation around cities.

The Smart City Campus contributes to economic growth and consolidates Barcelona as an international benchmark for new models of urban services and smart cities at the service of people.

20 M€private

investment and

160 new jobsIn 2015-2016

R+D and Innovation

Centers of MNCs

coexist along

incubators, start-ups

and entrepreneurs

1,500-2,000 €/Sqm

Building cost

including

self-sufficient, LEAD

platinium standards

Refurbishment of

old industrial and

city heritage

buildings under net

zero standards

URBAN LAB

The area serves as

urban lab to test

real time solutions

Contribute to economic growth and consolidate Barcelona as aninternational benchmark for new models of urban services and smartcities at the service of people

Use case #2 SMART CITY CAMPUS – URBAN LAB

Use case #3 CITY OPERATING SYSTEM

Novelty – No references or successful examples from other cities

Lack of knowledge on the precise technological solution needed

Need for a tailor made solution, not a “generic” or “ready to implement” solution -> platform must be made to the specificity of the city

Need for a non-proprietary solution, that could interact with sensors and solutions from multiple brands

Insufficient knowledge on the internal procedures of the city

Lack of demand of the “ready to implement” platform

Opportunity to evolve their offering and technology by the hand of a client


Barcelona City Council owns municipal networks of

• Fiber optics: for the management of corporate computing, regulation of urban mobility and the provision of optical fiber in the area of 22@

• Municipal wireless network which provides the citizen service Barcelona Wifi

New model where the management and exploitation of municipal ICT infrastructures (fiber optic and Wi-Fi) is integrated in a single contract.

The model guarantees the upgrade and technological evolution of the network, the requested investment for its service and the repayment of the initial investment by means of exploiting the surplus network capacity for the private use of the tenderer.

It has enabled the completion of the city’s ICT transformation process through the provision of ICT-related services.

More flexibility

and

capacity for

developing

future

services

Cost optimization

through network

integration and

raise of economies

of scale.

New business

model that

generates savings

and offers a

innovative public

service

Management

efficiency:

Simplified cost

management

Higher security

Use case #4 CONNECTIVITY: WIFI

30% Savingsin consumption

Equivalent to

4.5 M€/ year

ROI = 5 years

Increased

sense of security:

light level

adjustments

50%of lighting power is

controlled remotely

Point-to-point

management and

control

Use case #5 SMART URBAN LIGHTING

THE CHALLENGE• Lamp posts available in the market weren’t ready to support that much weight• Addition of devices such as sensors and wifi hotspots to urban infrastructure had the potential

danger of providing an image of uncontrolled technification of the city

As the Smart city transformation takes place, the need to deploy sensors and telecommunication

in the city increases. Lamp posts, due to their homogenous deployment all across the city and

their height are an ideal place to deploy sensors or wifi hotspots.

THE SOLUTION

Work together with the industry to develop a lamp post that could cover the needs of the city related to:

efficient and smart lighting

telecommunication tower & wifi hotspot

sensor node

And at the same time has an integrated and minimalist appearance


Bicing and smart furniture projects represented the biggest PPP that was

developed in Barcelona.

Currently, the network consists of more than 420 stations to lend and return over

6,000 bicycles distributed throughout the system. It requires an annual

subscription, is operated through a RFID card and its purpose is to allow for

intermodal use, along other transportation means. The service, which has been

operative since 2007, is introducing the electric bike in 2014.

15 MILLION

annual ridership’s

50,000

daily ridership’s

150 rides/user/yr

Bicing covers

70% of city area

95% of rides last

<30min

ELECTRIC BICING

300 e-bikes

+efficiency in use

25 km/h max

2h full recharge

Use case #6 SUSTAINABLE URBAN MOBILITY & SMART

FURNITURE

Connectivity

using

BCN City

Council’s

Fiber Optic


Use case #7 FAB LAB MUNICIPAL

shaping the future of cities: decalogue for a smart urban ... · big data, mobile technology,...

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