vision and roadmap urban lighting - tue-lighthouse.nl · maintenance) lighting (functional,...

HOUSEL I G H T

/ solution partner of the Intelligent Lighting Institute at TU/e

HOUSEL I G H T


Vision and roadmap urban lighting Eindhoven 2030

Research Results – July 2012

Produced by LightHouse for and in partnership with the city of Eindhoven

as part of the Interreg IVC PLUS project

prof.dr.ir. Elke den Ouden & dr.ir. Rianne Valkenburg

TU/e – LightHouse

Intelligent Lighting InstituteHOUSEL I G H T

/ solution partner of the Intelligent Lighting Institute at TU/e HOUSEL I G H T


HOUSEL I G H T


Eindhoven 2

Future vision Now

The plan

The route

Drivers for change

Scenario Eindhoven 2030

Roadmap

Innovation plan

Concrete steps

Pg 6-9

Pg 10-11

Pg 12-17

Pg 19

Pg 20

Preconditions Pg 18

Dream: smart lighting grid for ‘liveable city’ 2030

Pg 3

Ambition Pg 4-5

Future-proof Policy Design Realisation Maintenance

Visionary

Embedded

Depth

Aware

Ad hoc

2030

Now

Milestones

Lighting

Smart city

Organisation

2012 2030

the influence of information

the perception of value

the potential of people

ethical

recalibr

ation

econom

ic

recalibr

ation soc

ial

recalibr

ation

Guarding public interest

Innova

tion at

all lev

els

Innovation in the quadruple helix

Services

Data

Devices

Infrastructure

System architecture

Openn

ess at

all lev

els

Innovation in specific urban areas

1 2 3 4 Defining the ambition for the area Identifying the present status Specifying the innovation need Preparing for the task

Plan at city level

Pilots in urban areas Ambition & priorities

Learning & scaling-up

HOUSEL I G H T


Dream: Liveable city 2030

Aim: Urban lighting 2030

Masterplan 2012-2013

‘My city’ = own identity

Modern city = evening fair

What should Eindhoven want as city of light?

Always on, or ‘three crazy days’?

From functional to art as integral part

Natural light in the evening ‘always summer in Eindhoven’

Personal light (your own avatar)

Starting with people and their needs

Community and control by social factors

Meaningful for people (use and experience)

The best for citizens in the city

Knowing the effect of lighting concepts (trying)

Also: exploitation of the city as a ‘living lab’

Social system, public = ownership citizens, not just use, also influence in decisions

Open system

THE system for public space

Flexible system (connect to new possibilities)

No uniformity

Interactive

Freedom of choice in system

Multiple grids = more opportunities and risk sharing

Info around public space

Info = also traffic control, dynamic control, diversions (e.g. on the base of measured air quality)

New information

How to use information, routing etc.

Creating atmosphere (more than functionality)

Financing = also business model (operation, repair, maintenance)

Lighting (functional, sustainable, energy neutral) is basis

Lamppost-less solution (bicycles)

Energy saving

Sustainable light

Sustainable system

Technology to make it happen

Achieving ambition step by step

Learning system & organisation

Experiments with limited risk (batch of500)

Innovating and evolving system

Lighting and lighting grid as enabler for various means with societal impact

Principles Vision and roadmap 2030 3

The question The City of Eindhoven is currently faced simultaneously with a number of questions about public lighting, which in themselves are difficult to answer but as well as that are interrelated:

•  There is a concrete question about the replacement of 21,000 street lights in the city: is it best to replace these all at once with led lamps? If this investment were to be made now, the replacement budget would no longer be enough for further renewals.

•  The City of Eindhoven is working together with 10 other European cities in a European Interreg IVC PLUS project to define public lighting strategies for sustainable cities. The city needs to put forward a strategy and action plan as part of this project, and wants to submit a well-founded strategy with a scope that extends further than simply short-term energy savings.

•  Projects are also currently running in other public domains as well as public lighting, for example e-care, e-learning and e-traffic. These are investigating whether a city-wide infrastructure is necessary, and what would then be viable business models to recover the associated investment. Up to now, no simple and convincing financial answer has been found within the sphere of the current operations.

The conclusion that the city draws from the developments outlined above is that more detailed consideration needs to be given to the question of led lighting than has been the case up to now. Broad acceptance – also among the citizens of Eindhoven – demands a clear proposition on the basis of which well-founded decisions can be taken.

The question from the City of Eindhoven’s public lighting department to LightHouse is to formulate a vision extending beyond public lighting alone, together with a roadmap to allow decisions to be taken for short-term measures that will not prove to be barriers to longer-term developments.

The approach To formulate a vision and roadmap for urban lighting in Eindhoven, extending to 2030, the project is divided into a number of phases:

Now

Analysis of the current situation, the underlying principles and the ambition level of the city in relation to urban lighting for 2030.

The future

By means of the Future Telling research method, the most important drivers of change for a future city with a high quality of life are

identified. Together with the ambition, the findings are used to create the desired scenario for Eindhoven as a city with a high quality of life

in 2030.

The route

The next step is to consider through a roadmap which technological developments and organisational changes are possible and necessary

to realise the desired future vision.

The plan

The understanding of the social, technical and organisational changes leads to an innovation plan. This lays down concrete steps that can be taken within the Triple Helix framework on the way to Eindhoven as a

city with a high quality of life – a ‘liveable city’ – in 2030.

The underlying principles The figure below shows the underlying principles for the vision and roadmap, defined by the City of Eindhoven in the kick-off workshop of the project. These principles are specifically:

•  The city takes the role of ‘lead user’, through which the city is made available for innovations developed by others (commercial parties and creative businesses).

•  A policy of focusing on technology, light and design for the City of Eindhoven is adopted. •  There is a wish to engage with citizens in different ways, surpassing the standard idea of ‘citizen involvement’. •  There is an awareness that new business models will be needed to make the planned investments viable despite the constraints of today’s

economic situation.

HOUSEL I G H T


ILI Reference Model for Sustainable Urban Lighting/ solution partner of the Intelligent Lighting Institute

process

level

Visionary Driving policy development through thought leadershipQuality of life in public space as a whole

Exploring new opportunities through experiential projects

Alignment with policy & roadmap Exploration and integrated decision making

Learning process Joint roadmaps in a stakeholder network

Quadruple based management of targets and risks

Involvement Quadruple level integrated configuration management

Continuous improvement based on emerging pattern recognition

Continuous improvement in quadruple helix

- World class level- Innovating from a vision- Stretching boundaries- Operating in quadruple helix

- Yearly vision and roadmap- Involvement of quadruple helix in the creation of a shared vision- Thought leader

- Improving quality of life of citizens -Public space as a whole (incl. lighting)- Objective reviews show 'best in class'

- Experimentation projects (innovator) - Publication and presentation of results to others (sharing)

- Policy and roadmap drives decisions- Autonomous, knowledgeable and experienced teams across quadruple helix- Scientific validation of new solutions

- Integrated decision making- Reflection from multiple views- Iterative approaches of experimenting and testing of new opportunities- Setting new norms

-Learning process across organisations in the quadruple helix - Respecting each other's contribution as thought leaders

- Roadmaps involving quadruple helix: stakeholders seen as partners- Distinguishing between repetitive and innovative projects

- Project management on targets across quadruple helix-Targets monitored and adjusted to evolving insights- Risks identification from full quadruple helix

- Involvement of stakeholders in planning of realisation project- Best timing for the project based on minimising burden

- Integrated configuration management system maintained by several stakeholders -Dynamic assessment of changes

- The installed base is part of an on-going innovation process- Emerging pattern recognition- Integrated maintenance management through intelligent systems

- Continuous collection of feedback from the quadruple helix- Pro-active attitude of quadruple helix towards the shared vision- Joint improvement plans involving the quadruple helix

EmbeddedProgram management to meet future needs of end-users

Social & ecological sustainability of light in public spaces

Fast adoption of new functionalities

Alignment with master plan Applying proven insights Monitoring effectiveness Specifying opportunities for suppliers

Qualitative management of targets and risks on network level

Timely & relevant information Chain level integrated configuration management

Improvement based on monitoring installations

Structural improvement in the total chain

- End-user driven (outside in)- Proactive to achieve goals- Operating in total chain

- Master plan with ambition- Input of total chain on future needs- Program management

- Sustainability incl. social factors- Urban lighting as a whole

- Fast application of new functions- Keeping track of new developments

- Master plan drives decisions- Incorporating new insights or solutions in the design- Involvement of end-users and relevant stakeholders in decisions

- New and proven insights are integrated into design decisions in the projects- Applying new solutions in specific projects

- Monitoring effectiveness of participation of various stakeholders- Stakeholders suggest involvement

- Suppliers involved in co-development- Supplier performance evaluation on goals in the total chain

- Projects management on targets across the total chain- Risk identification in separate organisations and impact on total chain

- Planning to minimise disturbances for stakeholders - Prior notice to stakeholders

- Configuration management system for design changes- Impact assessment of design changes

- Continuous monitoring of individual installations - Improvement based on insights from data- Preventive and reactive maintenance based on real time information from the system

- Structural process in place to monitor if targets of the master plan are met- Monitoring if adaptation of plans or actions is needed to achieve the targets

DepthProgram of coherent projects to meet organisational ambitions

Ecological effectiveness of public and private lighting systems

Applying new lighting products for multifunctional purposes

Alignment with program management

Meeting integral and extended targets

Process management Specifying generic targets for suppliers

Qualitative management of targets and risks on organisation level

Relevant information Organizational level configuration management

Preventive actions on organisational level

Structural improvement on organisational level

- Objectives on organisational level (inside out)- Monitoring if targets are met- Collaboration within the organisation

- Ambition defined on organisational level- Coherent program of projects - Support from all relevant departments

- Sustainability incl. ecological effectiveness- Relation between projects- Urban lighting incl. private systems

-Multifunctional lighting: safety, experience, navigation and traffic regulation - Applying newly available products in the program of projects (reactive follower)

- Program targets drive decisions- Avoiding sub optimisation- Issues resolved on program level

- Targets defined beyond common rules and regulations- Targets considered integrally

-Inviting specific stakeholders for specific decisions- Stakeholders are aware and prepared

- Tendering for proven concepts and technologies- Supplier performance evaluation on project targets- Supplier management process in place

- Project and program management on organisational targets- Quantitative targets on project level- Risk identification in separate projects and impact on program targets

- Planning based on important external factors- Relevant information to most important stakeholders get relevant information- Additional info through standard channels (e.g. website)

- Tracking and controlling of documentation on changes - Configuration baselines and configuration checks/audits

- Complaint analysis and comparison across installations and projects in the city- Sharing solutions across projects and installations- Preventive and reactive maintenance based on plans

- Structural data collection on project performance and on organisational level- Monitoring if targets on organisational level are met

AwareProject level targets and activities Material use & energy

consumption in public lighting systems

Applying standard products for functions and experience

Alignment with project targets Meeting extended targets Active involvement Specifying standard products / systems for suppliers

Qualitative management of targets and risks on project level

Minor information Project level configuration management

Reactive actions for structural improvement

Structural data collection

- Objectives set on project level- Reuse of practices and ways of working- Responsibilities in separate departments

- Targets defined on project level- A department is responsible and is aware of past performance- Track record of successful projects

- Sustainability incl. 'zero emission' total product life cycle- Scarce resources and energy consumption- Lamps and luminaires managed by the municipality

- Considering experience of citizens and visitors- Applying standard products from catalogues, incl. impact on experience

- Project targets drive decisions- Issues resolved through escalation

- Proactively following general rules and regulations and upcoming trends- Staying within budget targets- Applying new technologies to meet extended targets- Staying up to date with new rules and regulations

- Some important stakeholders are always involved in design projects

- Requirements specification for commercially available products- Supplier performance evaluation on product specification- Supplier agreements

- Project management on product targets- Reactive risk identification based on incidents/threats

- Planning based on internal planning and capacity- Information through standard channels on the execution of the works - no detailed information available

- Documentation on project/installation level

- Structural resolution of complaints within projects- Reactive maintenance with fast response based on pareto analysis of failures & stock of spare-parts- Curative maintenance through periodic replacements of parts

- Data on project performance in relation to the targets is collected

Ad-hoc Ad hoc and informal activities Regulation driven Applying standard products for functional lightingAd hoc Solving issues None Purchasing standard products No structured project and risk

managementNo stakeholder management No configuration management Handling of individual complaints None

- Individual objectives ('heroes')- Implicit expertise, ad hoc activities- Informal networks

- Individual ambitions (on managerial or operational level)- Informal networks- No structured processes, and/or skill levels defined- No consequences when targets are not met

- Adherence to regulations and rules- Scope is dependent on individual view- Under influence of elections and governmental terms

- Functional focus on safety in the city- Products are purchased from catalogues, with focus on function & costs

- Ad hoc decisions by people involved- Issues may lead to not meeting ambitions

- Complaints of citizens- Reactive approach to new rules and regulations

- Ad hoc stakeholder involvement - Standard products for standard applications- Supplier performance evaluation on individual deliveries- Ad hoc selection of suppliers

- No performance indicators are defined for the realization project- No risk management procedure in place

- Execution based on internal planning and capacity - No information provision

- No configuration management procedure in place.

- Individual complaints are analysed and resolved- Reactive maintenance based on incidents- No stock of parts

- No structural collection of feedback on projects- No structural monitoring of progress to meet targets

Version 0.7 - Spellingcorrections for Roadmap report23 juli 2012, Eindhoven, The Netherlands

More info: prof.dr.ir. Elke den Ouden (mail: [email protected])

elements Defining ambition Sustainability scope Lighting innovation Decision process Design aspects Configuration management Quality management

Policy development Design process Realization process Maintenance process

Progress monitoring

5

4

3

2

1

Stakeholder involvement Contract management Project management Stakeholder management

Intelligent Lighting Institute

HOUSEL I G H TPrinciples Self-assessment 2012

4

Self-assessment 2012 Using the ILI Reference Model for Sustainable Urban Lighting, a self-assessment was performed to find out where Eindhoven stands in terms of the processes relating to policy development, the design and realisation of lighting projects in the city, the maintenance, and monitoring of whether the ambitions expressed in the policy are achieved. A number of sessions were held together with the municipal staff members involved to consider the present working approaches in the city. Based on this process of self-reflection, the city’s present position on the scale of the reference model was identified. The figure above shows the score on the self-assessment ( ).

For an explanation on the ILI Reference Model, please refer to YouTube: http://youtu.be/pt9IQ9b8_6A

Examples of best practices from the PLUS Deep Dive report As well as the self-assessment the PLUS project also included a DeepDive, in which the representatives of the participating cities in a peer review identified the best practices employed in Eindhoven. A number of quotes from the DeepDive report by PLUS (March 2012) show where the strengths of Eindhoven currently lie:

Selfassessment score 2012

“Innovation is a key word when it comes to the economical development of Eindhoven. Research activities (Triple Helix, Brainport, Smartest Region etc.) are actively promoted and stimulated.”

“Eindhoven has many different activities in the field of lighting and has many innovations to show. Innovations which are important for the general development of public lighting.”

“Eindhoven does not only involve the main stakeholders, but depending on the project, seeks actively contact with groups that might have a (smaller) interest too.”

Conclusion The City of Eindhoven has most of its processes well organised (scoring level 3 – Depth, which shows that sufficient awareness and knowledge exist). The high ambition level of the municipal staff to take a leadership role in a Triple Helix structure with (lighting) technology and design has not (yet) been translated into a concrete programme with coherent projects to ensure that the goals are actually achieved in practice. As the DeepDive shows, Eindhoven is leading in stakeholder involvement but the municipal staff themselves are not making their views felt to a sufficient extent in the discussions. That means the city runs the risk that the interests of citizens do not carry enough weight in innovative projects. To reach a higher score the city needs to profile itself not as a ‘lead user’ but as a fully involved partner in the Triple Helix discussions.

HOUSEL I G H T


ILI Reference Model for Sustainable Urban Lighting/ solution partner of the Intelligent Lighting Institute

process

level

Visionary Driving policy development through thought leadershipQuality of life in public space as a whole

Exploring new opportunities through experiential projects

Alignment with policy & roadmap Exploration and integrated decision making

Learning process Joint roadmaps in a stakeholder network

Quadruple based management of targets and risks

Involvement Quadruple level integrated configuration management

Continuous improvement based on emerging pattern recognition

Continuous improvement in quadruple helix

- World class level- Innovating from a vision- Stretching boundaries- Operating in quadruple helix

- Yearly vision and roadmap- Involvement of quadruple helix in the creation of a shared vision- Thought leader

- Improving quality of life of citizens -Public space as a whole (incl. lighting)- Objective reviews show 'best in class'

- Experimentation projects (innovator) - Publication and presentation of results to others (sharing)

- Policy and roadmap drives decisions- Autonomous, knowledgeable and experienced teams across quadruple helix- Scientific validation of new solutions

- Integrated decision making- Reflection from multiple views- Iterative approaches of experimenting and testing of new opportunities- Setting new norms

-Learning process across organisations in the quadruple helix - Respecting each other's contribution as thought leaders

- Roadmaps involving quadruple helix: stakeholders seen as partners- Distinguishing between repetitive and innovative projects

- Project management on targets across quadruple helix-Targets monitored and adjusted to evolving insights- Risks identification from full quadruple helix

- Involvement of stakeholders in planning of realisation project- Best timing for the project based on minimising burden

- Integrated configuration management system maintained by several stakeholders -Dynamic assessment of changes

- The installed base is part of an on-going innovation process- Emerging pattern recognition- Integrated maintenance management through intelligent systems

- Continuous collection of feedback from the quadruple helix- Pro-active attitude of quadruple helix towards the shared vision- Joint improvement plans involving the quadruple helix

EmbeddedProgram management to meet future needs of end-users

Social & ecological sustainability of light in public spaces

Fast adoption of new functionalities

Alignment with master plan Applying proven insights Monitoring effectiveness Specifying opportunities for suppliers

Qualitative management of targets and risks on network level

Timely & relevant information Chain level integrated configuration management

Improvement based on monitoring installations

Structural improvement in the total chain

- End-user driven (outside in)- Proactive to achieve goals- Operating in total chain

- Master plan with ambition- Input of total chain on future needs- Program management

- Sustainability incl. social factors- Urban lighting as a whole

- Fast application of new functions- Keeping track of new developments

- Master plan drives decisions- Incorporating new insights or solutions in the design- Involvement of end-users and relevant stakeholders in decisions

- New and proven insights are integrated into design decisions in the projects- Applying new solutions in specific projects

- Monitoring effectiveness of participation of various stakeholders- Stakeholders suggest involvement

- Suppliers involved in co-development- Supplier performance evaluation on goals in the total chain

- Projects management on targets across the total chain- Risk identification in separate organisations and impact on total chain

- Planning to minimise disturbances for stakeholders - Prior notice to stakeholders

- Configuration management system for design changes- Impact assessment of design changes

- Continuous monitoring of individual installations - Improvement based on insights from data- Preventive and reactive maintenance based on real time information from the system

- Structural process in place to monitor if targets of the master plan are met- Monitoring if adaptation of plans or actions is needed to achieve the targets

DepthProgram of coherent projects to meet organisational ambitions

Ecological effectiveness of public and private lighting systems

Applying new lighting products for multifunctional purposes

Alignment with program management

Meeting integral and extended targets

Process management Specifying generic targets for suppliers

Qualitative management of targets and risks on organisation level

Relevant information Organizational level configuration management

Preventive actions on organisational level

Structural improvement on organisational level

- Objectives on organisational level (inside out)- Monitoring if targets are met- Collaboration within the organisation

- Ambition defined on organisational level- Coherent program of projects - Support from all relevant departments

- Sustainability incl. ecological effectiveness- Relation between projects- Urban lighting incl. private systems

-Multifunctional lighting: safety, experience, navigation and traffic regulation - Applying newly available products in the program of projects (reactive follower)

- Program targets drive decisions- Avoiding sub optimisation- Issues resolved on program level

- Targets defined beyond common rules and regulations- Targets considered integrally

-Inviting specific stakeholders for specific decisions- Stakeholders are aware and prepared

- Tendering for proven concepts and technologies- Supplier performance evaluation on project targets- Supplier management process in place

- Project and program management on organisational targets- Quantitative targets on project level- Risk identification in separate projects and impact on program targets

- Planning based on important external factors- Relevant information to most important stakeholders get relevant information- Additional info through standard channels (e.g. website)

- Tracking and controlling of documentation on changes - Configuration baselines and configuration checks/audits

- Complaint analysis and comparison across installations and projects in the city- Sharing solutions across projects and installations- Preventive and reactive maintenance based on plans

- Structural data collection on project performance and on organisational level- Monitoring if targets on organisational level are met

AwareProject level targets and activities Material use & energy

consumption in public lighting systems

Applying standard products for functions and experience

Alignment with project targets Meeting extended targets Active involvement Specifying standard products / systems for suppliers

Qualitative management of targets and risks on project level

Minor information Project level configuration management

Reactive actions for structural improvement

Structural data collection

- Objectives set on project level- Reuse of practices and ways of working- Responsibilities in separate departments

- Targets defined on project level- A department is responsible and is aware of past performance- Track record of successful projects

- Sustainability incl. 'zero emission' total product life cycle- Scarce resources and energy consumption- Lamps and luminaires managed by the municipality

- Considering experience of citizens and visitors- Applying standard products from catalogues, incl. impact on experience

- Project targets drive decisions- Issues resolved through escalation

- Proactively following general rules and regulations and upcoming trends- Staying within budget targets- Applying new technologies to meet extended targets- Staying up to date with new rules and regulations

- Some important stakeholders are always involved in design projects

- Requirements specification for commercially available products- Supplier performance evaluation on product specification- Supplier agreements

- Project management on product targets- Reactive risk identification based on incidents/threats

- Planning based on internal planning and capacity- Information through standard channels on the execution of the works - no detailed information available

- Documentation on project/installation level

- Structural resolution of complaints within projects- Reactive maintenance with fast response based on pareto analysis of failures & stock of spare-parts- Curative maintenance through periodic replacements of parts

- Data on project performance in relation to the targets is collected

Ad-hoc Ad hoc and informal activities Regulation driven Applying standard products for functional lightingAd hoc Solving issues None Purchasing standard products No structured project and risk

managementNo stakeholder management No configuration management Handling of individual complaints None

- Individual objectives ('heroes')- Implicit expertise, ad hoc activities- Informal networks

- Individual ambitions (on managerial or operational level)- Informal networks- No structured processes, and/or skill levels defined- No consequences when targets are not met

- Adherence to regulations and rules- Scope is dependent on individual view- Under influence of elections and governmental terms

- Functional focus on safety in the city- Products are purchased from catalogues, with focus on function & costs

- Ad hoc decisions by people involved- Issues may lead to not meeting ambitions

- Complaints of citizens- Reactive approach to new rules and regulations

- Ad hoc stakeholder involvement - Standard products for standard applications- Supplier performance evaluation on individual deliveries- Ad hoc selection of suppliers

- No performance indicators are defined for the realization project- No risk management procedure in place

- Execution based on internal planning and capacity - No information provision

- No configuration management procedure in place.

- Individual complaints are analysed and resolved- Reactive maintenance based on incidents- No stock of parts

- No structural collection of feedback on projects- No structural monitoring of progress to meet targets

Version 0.7 - Spellingcorrections for Roadmap report23 juli 2012, Eindhoven, The Netherlands

More info: prof.dr.ir. Elke den Ouden (mail: [email protected])

elements Defining ambition Sustainability scope Lighting innovation Decision process Design aspects Configuration management Quality management

Policy development Design process Realization process Maintenance process

Progress monitoring

5

4

3

2

1

Stakeholder involvement Contract management Project management Stakeholder management

Intelligent Lighting Institute

HOUSEL I G H TPrinciples Defining the ambition level

5

Approach The ambition level for the future was defined together with the municipality in a workshop, using the ILI Reference Model for Sustainable Urban Lighting. This initially had a longer-term focus (2030). Then the processes needing attention in the shorter term (2015) were identified, to allow the first steps to be taken in the right direction and to lay the foundations for the longer-term challenges.

The table above shows the current score (2012: ), the shorter-term ambition (2015: ) and the longer-term ambition(2030: ).

Lead user (putting the city forward as a testbed for suppliers)

Provider of infrastructure (the infrastructure as an enabler for innovation)

Full partner (safeguarding public interests through collaboration in the

Quadruple Helix)

Ambition 2030 The workshop revealed that the ambition of the City of Eindhoven is at visionary level. Eindhoven wants to apply innovative technologies to address socially relevant issues in partnership with the Triple Helix and with clear citizen involvement (Quadruple Helix). The city recognises the importance of innovation for the economic development of the Brainport region, is prepared to accept risks that are inherent in innovation, and regards its own primary task as safeguarding its citizens’ interests. It is aware of the steps that need to be taken to fulfil this role properly. Explicit attention will also need to be given to communication relating to the design and explorations with new technologies in ‘living labs’ to help understand the associated learning process.

Ambition 2015 To realise the longer-term ambitions, the first step will be to make a clear innovation plan defining a coherent set of (lighting) projects to be executed in partnership with the Quadruple Helix. These projects are needed to create the basic infrastructure for the city’s smart lighting grid. This basic infrastructure is also needed to support the design explorations in the ‘living labs’ with new technologies and intelligent control systems. With the basic infrastructure, the foundations will be laid for the innovation processes which can then focus on improving the quality of life and socially relevant issues.

Selfassessment 2012

Ambition 2015

Ambition 2030

HOUSEL I G H T


FT1 FT2 FT3 FT4 FT5 FT6 FT7 FT8 FT9 FT10 FT11 FT121 2 0 1 0 1 1 1 1 2 1 1 12 0 2 2 0 2 1 1 1 0 1 0 03 0 2 1 0 2 1 1 1 2 2 1 14 2 1 1 0 0 2 0 0 1 1 1 15 2 0 1 0 0 1 1 1 0 1 0 06 0 2 1 0 1 0 1 1 1 0 0 27 2 0 1 0 2 1 0 1 2 2 0 08 1 1 1 2 1 0 1 0 2 0 2 09 1 1 0 2 1 2 0 1 1 1 1 2

10 2 0 1 0 2 1 1 1 2 2 2 211 1 2 2 2 1 1 2 1 0 2 2 012 0 0 2 0 0 1 2 0 0 0 1 013 1 2 1 2 2 2 1 1 1 1 0 214 1 0 1 1 2 2 1 1 1 1 2 115 1 1 1 1 1 0 1 1 1 1 2 116 1 1 1 0 0 1 1 1 0 1 0 217 1 0 1 0 1 1 1 1 2 0 2 018 2 2 1 1 1 2 1 1 1 1 2 219 2 0 1 1 2 1 2 1 2 2 2 020 2 1 1 0 2 2 0 1 0 1 2 121 1 2 1 0 0 1 1 1 2 1 2 122 1 1 1 1 1 2 1 1 1 2 0 223 1 1 1 1 2 1 1 1 1 1 1 224 2 1 1 1 1 0 1 1 2 1 2 125 0 0 1 1 0 1 1 1 1 0 2 126 1 1 1 0 1 1 0 1 1 0 0 227 1 1 2 1 0 2 1 1 2 2 2 228 1 1 1 1 1 2 1 1 1 1 2 129 1 1 1 1 2 2 2 1 2 2 0 130 2 1 1 1 1 1 2 1 1 0 0 231 2 0 1 1 0 1 1 1 1 2 2 032 1 0 1 0 1 1 1 1 1 0 0 133 1 2 1 0 0 1 1 1 1 0 2 134 2 1 2 2 0 1 1 1 0 1 2 135 0 0 1 0 0 2 2 1 1 1 2 236 2 1 1 1 2 1 2 1 0 1 2 037 1 1 2 1 0 0 1 1 0 1 2 238 1 0 1 0 0 1 0 1 0 1 1 239 2 2 1 1 2 2 2 1 0 2 1 140 2 0 1 0 2 0 0 1 2 0 0 141 1 0 1 0 1 1 1 0 0 1 2 242 2 2 0 1 2 1 2 1 1 1 1 243 1 0 1 0 1 1 0 1 0 0 0 244 1 1 1 0 1 1 0 1 0 1 2 245 0 0 1 0 1 0 0 2 0 2 0 046 1 0 1 0 1 1 1 1 2 1 2 047 1 0 1 0 1 1 1 0 0 0 0 148 0 0 1 1 2 1 0 0 0 0 2 049 1 2 1 1 0 1 2 1 1 1 2 050 2 0 1 1 2 1 1 1 1 0 2 251 1 0 2 2 1 1 1 1 1 2 2 052 2 1 2 0 1 1 2 1 2 2 2 153 1 1 1 1 2 1 0 1 1 2 2 254 1 0 1 1 1 1 1 1 2 2 2 155 1 0 1 2 0 2 2 1 1 1 2 256 1 0 2 2 1 2 1 1 1 2 0 157 0 0 1 0 0 2 2 0 1 2 0 158 2 0 2 2 0 1 2 1 1 2 0 159 2 1 1 1 1 2 0 1 1 1 2 260 2 0 1 0 2 2 2 1 1 0 0 161 2 1 1 0 2 1 1 1 0 1 0 162 1 1 1 0 1 2 1 1 1 1 2 163 1 0 1 0 1 1 1 1 0 1 0 064 0 1 1 0 0 1 2 1 1 0 0 1

Future Telling 6

Future Telling The ‘Future Telling’ research method uses a set of cards with 64 future trends. Relevant trends are identified in interviews with experts for the ‘liveable city’ context. These trends are then further detailed and supported by examples.

Interview structure:

•  What is not relevant in this context, now already relevant, or will be relevant in the future (and with what probability))?

•  Which 10 trends will have most impact in the future?

•  Rich stories about possible futures, supported by examples.

A range of experts from different domains were interviewed for the future vision of a ‘liveable city’ in 2030.

Findings

Classification by relevance:

At first glance there appears to be little relationship between the 10 most relevant trends chosen by the experts. However the explanations which they subsequently gave to explain their choices and the examples that were then discussed show a number of clear directions. Three drivers for change were identified:

1 The influence of information

2 The perception of value

3 The potential of people

The full results are shown in the appendixes.

The three drivers are described in more detail on the following pages. Choices to make the final scenario specific for Eindhoven have been made using the recalibration issues.

12 Experts •  Aarnout Brombacher, TU/e Industrial Design •  Emile Aarts, TU/e Intelligent Lighting Institute •  Pauline van Hezik, Greenheart Company •  Rombout Frieling, TU/e OpenLight •  Marco Bevolo, Marco Bevolo BV •  Ellen de Vries, Het LUX LAB •  Toine Schoutens, Stichting Licht en Gezondheid •  Marleen Stikker, Waag Society •  Rogier van der Heide, Philips Design Lighting •  Robert Elbrink, Gemeente Eindhoven •  Rinie van Est, Rathenau Instituut •  Henno Theisens, De Haagse Hogeschool

Approach

not now later

Results – raw data

plaatjes aanpassen

HOUSEL I G H T


Intelligent(systems!will!increasingly!take!over!human!tasks!such!as!business!management!and!government.!

052!

Even%be'er%ways%to%deal%with%and%use%large%amounts%of%informa(on%will%be%found%

029%

Unregulated+alterna,ve+economies+with+their+own+forms+of+exchange++and+currencies+will+increasingly+become+morepopular+and+more+powerful.++

019+

Interview quotes A number of quotes taken from the rich stories of the interviewees are shown below to provide some extra background information about the expected changes in the influence of information.

“Transparency and social media will force companies to change their ways. In the future you’ll have notices on your virtual door showing what you want and what you don’t – you’ll be in control of that yourself, with choices like you’re now looking for a house meeting your specific requirements on a ‘homes for

sale’ site; you’ll regain control of the locks on your own digital gateway.”

“We know people don’t choose on the basis of our website, but on the basis of review sites. And that community isn’t owned by a big company, but is itself a big community with a huge impact on the decisions people take.”

“The virtual and real worlds used to be far apart, but now digital technology and media have become an integrated part of our everyday lives (check in, check out). In fact there’s a new, interactive layer on top of our world: the cybernetic loop.“

“We’re the Indians of the future; free and empowered people. Things used to be more limited (‘village life’), but we were also very free – free from external influences, stress, TV etc. Today people are influenced by signals, but exactly which they are and what motives are behind them isn’t clear. We’re under external pressure all the time. Where does that leave your identity?”

“I think we’ll see all kinds of business models around us based on social media and apps. I also expect a big future for ‘intangible goods’. Services that deliver

added value in our lives, but which we still experience as products. In some cases that’s already happening.”

Future Telling The influence of information 7

Driver for change 1 The influence of information Our behaviour is driven by ubiquitously available information •  Sensors gather data (semi-)automatically, •  Users add information using social media, •  Social relationships will again be instrumental in finding your

way through the excess of information.

Systems will increasingly take over complex tasks •  Intelligent systems help people to reach their goals, •  Biological and sociological factors are included in the process of

digitalisation, •  Technology becomes more ‘human’, and influences social

processes.

Empowered people through good technology applications •  Redefining our ‘true selves’ in the ‘makeable world’, •  Business models will change drastically, •  The value of the intangible: searching for new opportunities.

Prerequisite To allow the influence of information to develop in the direction of a positive society, attention needs to be given to an

ethical recalibration

Is it enough, and is it fair, for the city just to keep the task of social safety, when efforts are being made all around us to create an open grid?

•  Who will decide who’s allowed to do what? •  Who is the owner of a network and information (and are they

trustworthy)?

Technology is a social design process, it’s an ethical design issue, in which a code of conduct also needs to be designed by involving all stakeholders.

More information is available and people become more influential

through social media

Life becomes easier with further technological support

There will be a redefinition of ‘being’, of value and revenue

models

The following trends will have the greatest impact on the changing influence of information in the ‘liveable city’ in the future:

HOUSEL I G H T


The$largest$changes$will$lie$in$and$be$a$result$of$our$ways$of$thinking.$Social'innova*on$will$be$the$fundament$of$technological$innova9on$and$drive$the$way$we$deal$with$our$opportuni9es$and$problems.$$$

027$

Alterna(ves!to!resource!scarcity!will!not!only!be!found!in!different!resources,!but!also!in!how!we!use!energy!(other!forms!of!mobility!in!stead!of!different!fuels,!different!distribu8on,!different!business!models!etc.).!

018!

The$means$of$influencing$your$health$will$increasingly$fall$into$the$hands$of$people.$Medical$professionals$will$lose$their$control$of$the$means$and$change$into$microbiological$engineers/consultants.$

010$


“The Netherlands has an excellent ‘liveable environment’, we have nothing to complain about. If you’ve ever been to São Paulo, you’d realise that.“

“Taking things for granted will change; just filling your tank because you can afford it. We’re moving towards a recycling society; thinking carefully about what you buy.”

“People are increasing searching on internet for information about care, illnesses and treatments, and that means their expectations will change. That’s simply because they’re better informed. Their perception will be more from an

individual point of view.“

“Not expecting government to provide everything, but being in charge of your own destiny (including physically). For healthcare that means a shift from ‘The doctor says...’ to ‘Me and my own body...’. That also applies to social safety: all of us taking responsibility together.”

“There’ll be a shift from ‘I’m allowed to do whatever I like’ to ‘We all have shared duties and responsibilities’. Not because of idealism, but for pragmatic reasons.”

“We’re all our own civil servants. A lot of people aren’t so involved, think things are alright the way they are. People who have a lot to do with the city council are often those who are less well-off. That requires a personal approach.”

Future Telling The perception of value 8

Driver for change 2 The perception of value A ‘liveable environment’ •  The Netherlands has an excellent ‘liveable environment’, we

have nothing to complain about,

•  But the awareness of scarcity is beginning to take hold, •  There needs to be some kind of stimulus to make alternatives

more attractive.

Self-management •  People will start to use information to deliver on their individual

needs, •  Using self-management and taking responsibility for your own

situation in all kinds of areas: care, social safety, energy.

The social balance •  There will be an increasing awareness that we all have duties

and responsibilities,

•  Innovations with a social perspective: entrepreneurship, •  Awareness that scarcity isn’t just a question of money (it also

means attention, love).

Growing awareness of scarcity

drives more awareness

People take responsibility, the government steps back more and

more

There will be a redefinition of entrepreneurship and co-innovation by people and

government

Prerequisite To allow the perception of value to develop in the direction of a positive society, attention needs to be given to an

economic recalibration

Is it enough for the city just to put itself forward as a ‘living lab’, without having its own point of view about how to deal with innovation and change?

•  Who’s in control? •  Which prerequisites have to be facilitated? •  What is the new economic system?

There will be a revaluation of value: new value models (not just business expressed in euros) that strive for reciprocity, for forms of value beyond money.


HOUSEL I G H T


Next%genera*ons%will%be%a%different(kind%of%humans.%Not%only%psychologically,%other%lifestyles%will%also%enact%physical%changes%(growing%up%with%digital%technology%changes%the%way%the%brain%works).%

011%

Further'development'of'social'media'will'give'businesses'much'more'informa7on'about'their'markets.'This'will'enable'them'to'refine'their'distribu7on'and'product'offerings.'This'will'help'them'be'of'be=er'service'to'their'users.'

013'

An#$globalists-will-get-what-they-want,-there-will-be-a-large$scale-re#localiza*on-and-decentraliza#on.-At-the-same-#me-people-will-par#cipate-in-the-global-infrastructure-of-the-web-with-all-kinds-of-global-services.--

039-


“Work will increasingly be organised in individual small companies. This will result in a polarisation. On the one hand people with a higher education, who are positive, in charge of their own destinies, have the freedom of individual expression and lifelong learning. And on the other hand a less well educated

labour force at the lower social levels, in which increasing flexibility isn’t always a choice – for example cleaners, care workers etc.”

“In higher education people will receive a grant, depending on their talent, which enables them to have personal freedom of choice.”

“The sense of belonging as something that’s taken for granted will disappear. It’s partly based on hypes: an almost theatrical kind of democracy. But new networks will arise, based on individual choices. There’s a lot of freedom of

choice, and you have to keep reinventing yourself all the time.”

“The peaks will be most of all in the big cities. That’s where the creative, ambitious people will come together to develop new things. That’s always been the role of cities, and it’s becoming even more important.”

“As government you have to be clear: admitting that you’re also not exactly sure of the way forward, but developing a vision and accepting choices.”

Prerequisite To allow the potential of people to develop in the direction of a positive society, attention needs to be given to a

social recalibration

Is it enough, and is it fair, to use a smart grid to provide openness but without defining the framework?

What role does the city take in relation to: •  Creating a framework, legislation, opportunities? •  Developing a vision and making choices?

Bringing parties together (the Triple Helix) works for people who can express themselves, but how can you safeguard the interests of the weaker members of society in the Triple Helix?

Future Telling The potential of people 9

Driver for change 3 The potential of people

Independence •  The rise of independence, •  Independence in work (partly as the result of circumstances,

partly through choice), •  Independence in education (financing of talent instead of

institutions).

New social connections •  New networks based on individuals’ own, deliberate choices, •  People decide for themselves with whom they want to do things, •  New (ad hoc) networks arise across boundaries.

Cities (regions) as hot spots •  Cities have an important role in bringing creative and ambitious

people together,

•  Working together on development, based on a vision, towards a higher goal,

•  New developments arise in attractive cities.

People are – by their own choice or as a result of circumstances –

independent and self-reliant

People make conscious choices for new, suitable social connections

There will be a redefinition of the city as a creative hot spot


HOUSEL I G H T


Future Telling Scenario Eindhoven in 2030 10

Basic values in the scenario 2030 We will see the introduction of a multipurpose, smart lighting grid, combining ICT (IP), energy and lighting functions. This will create new possibilities (and with them new design opportunities) in the ways the social and urban space can be used.

De city council: •  Provides the basic facilities (utilities) of the smart lighting grid,

including: light in the broadest sense (from functional lighting to multimedia [art] projection); together with safety in the broadest sense (including social safety, traffic systems and air quality),

•  Is responsible as ‘provider’, with the task of safeguarding public interests,

•  Carries out step-by-step, sustainable development, •  Strives for a changing perception of the urban environment; as a

‘living space’ instead of just as a ‘transit space’.

For citizens the city council ensures: •  That they always have the right to decide what happens in their

own public space, •  That they are always involved in the roll-out in their own districts,

and also act as co designers of their own space, •  That the basic facilities are freely available to all, with a charge

made for any ‘extras’.

The city council sets up processes to: •  Safeguard public interests: organising roles, responsibilities,

public involvement, alerting in case of unforeseen effects etc., •  Making the grid accessible for all kinds of initiatives (citizens,

commercial): safeguarding continuous development in/through the Quadruple Helix,

•  Creating space for experiments by providing (temporary) ‘living labs’ to (co-)create and test together with partners.

Visualisation of Eindhoven 2030 The visualisation of the scenario shows a number of examples to provide inspiration for the roadmap sessions reviewing the technological opportunities to realise the Scenario 2030.

Creativity (e.g. using ‘light graffiti’)

Personalised light (e.g. made-to-measure light that travels with you)

Interactivity (e.g. meeting places)

Personalised light (e.g. navigation projection)

Safety features (e.g. braking distance projection)

Creating ambiance (e.g. stores & restaurants)

Shifting boundaries (e.g. GLOW experiments)

Citizen participation (e.g. implementation in districts)

Invisible infrastructure (e.g. self-supporting systems)

Multimedia lighting applications (e.g. functional & art)

Playing with light (e.g. interactive games)

HOUSEL I G H T


Future Telling 11

What people say about Eindhoven in 2030 Yuen (2010), TU/e International Business Development student and entrepreneur Yuen recently moved to Eindhoven from Chengdu. That was a deliberate decision, because of the study opportunities and because of the good facilities available here for the kind of work she wants to do. Together with her brother (who’s staying in China) she intends to start a company here in 3D printing of medicines. That’s something she can easily do from home, and can combine it with her studies at TU/e. “In the next 5 years I want to grow into the Western European distribution channel for our family business. And I can see big opportunities to do that with the facilities that the City of Eindhoven offers.” Sem (1990), director of ZorgMaat Sem is director of a large SME company. ZorgMaat offers care products, and arose out of the former GGD (municipal healthcare service). The company develops new products itself: “Of course a lot of knowledge is available nowadays on internet, and we’re part of a network with the right partners, such as knowledge institutes and local care providers, so we can operate flexibly. During the yearly international Glow festival we have the opportunity to show the people of the city everything that’s possible, and to get feedback on our ideas. That’s how it works – we’re there for the city, and the city is there for us.” Rajid (2000), social entrepreneur Rajid was born and bred in Eindhoven, and won ‘Entrepreneur of the Year 2030’ award. “Because he has for many years, together with people in the local areas, been developing services that add real value to their lives”, according to the jury report. Just one example is ‘Socialeye’, introduced last year, which allows people to monitor each other and to control lighting at potentially unsafe locations and times. He still recalls the introduction of the smart lighting grid in Eindhoven in 2012: “I was 10, and I was already making apps for smartphones, which were just becoming popular, in my room after school. I could immediately see the unlimited opportunities that were going to arise, and I knew that I wanted to make it my job to realise them.” Lucas (1980), active citizen Lucas is unfit for work after an accident on the refuse-collection vehicle which he drove around the city for 20 years. But – as he himself says – there’s nothing wrong with his head, and he’s actively involved in his own local area in Eindhoven. “We want to benefit as much as possible from all the facilities the grid offers us. I’m in discussion about that with Municipal Executive Board members and business people. We’re talking about what’s possible and what we want to achieve. That openness is important for achieving a ‘liveable’, safe city. But we also have to keep an eye on people in the area who are socially disadvantaged and whose voice isn’t always heard. I see that as my task.” Femke (1960), active older citizen Femke may be a bit older but she still has a lot of energy, as she says herself, and she still feels strongly involved in her local community. She regularly takes part in the ‘Designing Together’ evenings, especially to keep up-to-date with all the developments that are taking place. But she also feels she’s taken seriously when she has a contribution to make. “We recently talked to a hospital director who wanted to administer medicines through our implanted heartrate sensors. But we can’t just let him have access to all that personal data about people? Who knows what will happen to it then. Fortunately all the others who were there agreed with that, and an Ethical Design team was set up to carefully monitor further developments. I’m happy that we can bring things like that up for discussion here.” The ‘Socialeye’ has also been set up in the area where Femke lives: “Many people of my age no longer dared to go outside at night, but now that’s been solved by just helping each other a bit. It’s as easy as that.”

The Versteegh family from Paris, visitors to Glow “We heard from friends who have visited us here for many years that it was well worth seeing, so we’re now visiting Glow for the first time. And it’s fantastic: you can see things here that are unique, and that you would never have thought possible! Eindhoven is more than delivering on its reputation as the most innovative city. It’s also great fun and very interesting for the kids to get a preview of the future. We’re sure to be back again next year!”

Eindhoven was the first city in the Netherlands with a working smart lighting grid back in 2012. There was a lot of criticism when it was first introduced, but now – almost 20 years later – it’s time to see what it has delivered. The city offers a highly ‘liveable’ environment, people have plenty of work and plenty to eat, and the basic services such as waste processing and logistics are well organised. But Eindhoven has more to offer. Eindhoven is an international hotspot where a lot of things are going on; it’s a place where creative, independent people get together to innovate and to do business. The city is bubbling with energy, people have the freedom the develop, to work and to live in the way they choose. People’s lives are based not just in their homes, but in the entire city. “In fact we started on a very small scale”, says the project leader at the time: “Using the existing lighting masts we created points where internet and mains power are brought together. That provided intelligence in a ‘smart lighting grid’, making possible an unlimited range of unique services and processes. Now you can see what that has all led to, both for the city and for all those who are involved with it. It enabled us to make progress gradually, which is also an attractive option in financial terms.” “Our vision is to offer openness and transparency, but not necessarily to provide all the details – or even the basic framework – ourselves”, says a Municipal Executive Board member at the time. “Through the smart lighting grid we ourselves only offer the basic needs for lighting and safety. You can now see how everyone can start up all kinds of initiatives using the grid – in many cases initiatives that we could never have thought of at the time. As Municipal Executive Board our task is only to safeguard social safety. The openness towards citizens, and their involvement, were important success factors. Nothing was, or is, ever rolled-out without citizens being involved in how it would work in their area or street. Defining the processes and responsibilities to achieve this was a big job; we provided help where something was too big to be handled by individuals on their own. Now, our own responsibilities and our role in safeguarding public interests are clearly defined.” “The role we play in that process is changing all the time, according to a Municipal Executive Board member at the time: “Sometimes we act as initiator, and sometimes as facilitator, organiser or controller. We are constantly acting in a network of partners, the Quadruple Helix. As ‘value producer’ the municipality is actively involved in all phases of the value-creation process, from the development of ideas right through to their implementation, in which it can play changing roles. But it’s clear that in each development, realisation or implementation, citizens themselves are involved at every stage. That means the design process follows a multidisciplinary approach, and the commercial actions of designers and producers are always monitored by human/ethical watchdogs. How has it been possible for this simple idea to take off so powerfully? There has been a big increase in the formation of networks in all kinds of areas, in which people consciously seek contact with each other and start up activities together. The smart lighting grid provides further positive support for that process; people contact each other and share information. At the same time the grid gives them tools to be even more creative. This effect has been incredibly powerful. People have regained control of all kinds of activities in their own environments and local areas. From information about their area right through to setting up local care activities. From local energy generation to international entrepreneurship. By making all these things possible a shared public living space has been created, in which people get together and for which they feel a shared sense of responsibility. And because people have control in their own hands and are actively involved, it’s been adopted very quickly and across a very broad front.” Technology may make just about everything possible nowadays, but at the end of the day it’s the people themselves who decide what happens. Through the discussions in the Quadruple Helix a lot of ideas have arisen about alternative business models and the value of money. For example innovation has automatically become more socially-based; companies and organisations take responsibility – because they can, and because there is support for it. “Making the new opportunities visible is also vital”, says a project leader at the time: “Through ‘living labs’, which is what you could call the annual Glow festival, and the Strijp-S area, we can carry out a whole series of experiments in which the people themselves are involved. That means you can go that bit further than in an everyday situation. And you can then apply the insights you’ve gained in that everyday situation. So we’re in a continuous development loop.” Fortunately Eindhoven was already innovative in 2012, and that gave it a tremendous lead – just look at the other big cities.

Scenario Eindhoven in 2030

HOUSEL I G H T


milestones : smart lighting grid and societal transformations

technological options in lighting: lighting technologies, control technologies and applications

technological options in smart cities: applications, ICT infrastructure and enabling systems

preconditions in the organisation: processes, business models and living labs

2012 2030 2025 2020 2015

Eindhoven in 2030

Roadmap Technological options The Eindhoven 2030 scenario served as an inspiration to explore the technology opportunities and to actually put them into practice. Experts from industry and knowledge institutes have indicated the possibilities they see in the areas of lighting and smart technology and placed them on a timeline. They have also highlighted the preconditions for the organisation. This topic was also discussed in a session with personnel from the municipality.

Participants in the roadmap workshops (in separate sessions):

Elements of the roadmap The technological opportunities were divided into two main categories, each with three aspects:

•  What are the developments in the field of lighting: lighting technologies (light sources and related facilities), control systems (sensors, system controls and light source controls) and applications (functions and services using and/or for lighting?

•  What are the developments in the field of smart cities: applications (functions and services using and/or for the smart city), ICT infrastructure (network and system facilities) and supporting systems (data processing and energy).

The organisational preconditions are divided into processes, business models and ‘living labs’.

Examples of the result of a workshop session:

12

Milestones The raw data from the roadmap workshops has been clustered onto a number of important elements placed on a timeline. This provided insight in the steps for the development of a smart lighting grid.

Because the smart lighting grid is aimed at facilitating the desired social transformations which emerged from the Future Telling sessions, the steps in the roadmap are also linked to milestones in these transformations.

The roadmap will be explained in more detail on the following pages. The complete roadmap is included in the appendixes.

Approach

20152012 2020 2025 2030

Lighting

Smart City

Organisation

© 2012 - TU/e LightHouse & Gemeente Eindhoven

switchesIP interfaces

smart grid

luchtkwaliteit

tracking& tracing

sensoren

wetgeving

rollen &verantwoordelijkheden

burger-participatie

beleids-ontwikkeling

design proces realisatie-process

onderhouds-process

veiligheid

verkeersregeling

(serious)gaming

internetsociale media

internet of thingsinternet of ...

e-learninge-caree-cure

e-navigatee-energy

augmentedreality

multimedialamps

lichttechnologie

socialeveiligheid

energie

klimaat

processen

mobiliteit

Living Lab

e-...

controltechnologie

Separate licht on demand for busses

Internet-based interfaces, open

Performance DynamicInteractive Social Invisible

Continuous change ofenergy performancein relation to lighting

performance (purchase ofperformance instead of

product specs)

Ease of use:region addressing

controlled + non-controlledtype of street -> remotely

intelligent grouping

Retrofit, affordable control(e.g. cabinet based)

Eco -measurementi.r.t. goals

Flexibility wheninstalled

Closed loop life cyclemanagement

‘second life’

Dashboard: ‡:- labour, - parts,

- alternative products, - CO2 targets

Behaviour upgradablechanging over time

Software basedflexibility

Combine lightand surveillance

Start policy of micro-grid on top of grid

Interactive people platformfeedback ideas,

communication, smartphoneinternet

Weather, traffic, accidents:sensor takes over

Asset managementconnected & non-connected

lighting

Asset managementlinks configuration mgt

and quality mgt

Cloud-based lightingmanagement platform

Program managementcross departments/functions

for connected public space

Manage the crowdby navigation

‘fine dust nose’

Multiple action:outdoor cleaning also

checks lighting

Navigatecrowd management

Emergy management servicesincl. lighting

Open data

City sensor networks

City sensor networkon lighting pole

Demand responseon street lighting

Multiple user scenariospolice, retail, restaurants, bars

= government checking boundaries

Urban interactionuse lighting to stimulate

social space

Local energy storage & generator

Digitising on streetfurniture and signage Personalise the

public space

Safety hotspot for policeincrease of light (mobile!)

Building blocks of polesstandard modules, mass

standardisation

Intelligent trafficcar to car coordination and navigation

toll system (change of tax system)

Self sustaining oflighting / microgrid

Taking poles away: surface lighting optics

that direct the light

Electricity + communicationfully connected gridwith high bandwith

Surface lighting of buildingscreate need for regulation

People flow mgtlinking lighting application

Multifunctional lighting pole:ev-charging, wifi hotspot, etc.

Asset management integratingmultiple modalities

Citizen interactionfeedback ideas

using IT platform

Using savings in efficiencyin innovation

Energy roadmapMaintenance adviser what/when

Budget guide line

When you dig: put in fiber(= policy to get everything connected within x years)

Change from owning to consuming lighting

ICT policies forpublic infrastructure

Event-based control +street level sensors

Lighting apps on public platform

City apps on public platform

-> change over to betterperformance

must be possible f.e. quality of light:

people, planet, profit

Guidance of traffic,using lighting infrastructure

Energy light point needs tobe connected=>change policy

Platform for experiencedesign in living labs

Verlichting is geen doel, maar een middel

Fool-proof technology SSL

Inter-operable controls

Sensoren in elk lichtpunt

Pilot 1 (alfa)- uitgaansgebied

- industrieel gebied- woonwijken Pilot 2 (alfa 2)

Comfort

Veiligheid (perceptie)

Doel -> spec

Begrip tav. burger wensen

Self-healing system

Efficient & veilig van A naar B

Performance:- werk- leren

- ...

Pilot 3 (beta) User profiles -> public policy

Centraal systeem- profielen uitsturen

- over rulen in emergency

System of systems

Adaptieve, autonome‘licht’ systemen

Logica & algoritmes

Resultaat:- duurzaam efficient

- comfort etc.

Actueren van licht(bundels en richting)

scenario based

Licht als lijn

Variable kleuren(bijv. kleurtemp. verloop)

Context classificatie(geluid, beeld)

Licht als punt

Camera’s

‘Groen’ als thermische massa

Klimaat stabilisatie

Infrastructuur bij ‘verglazing’:- wat nodig?

‘fijnmazigheid, dikte van de ’goot’

Bedrade backbonemet veel access points

Nieuwe waardeketens

Accesspoints voor ‘care’als verlengde van domotica(elderly care outside home)

‘Google street view’in real time

Augmentedreality

Automatisch actuerenvan licht (dynamisch)

Natuurlijk effect van licht(3D ervaring)

Natuurlijk effect van lichtmultisensorisch

Daglichtverlenging

‘Pijngrens’ opgeschoven zodater geen beperking meer is

(energie, etc)

Licht als oppervlakte

Privacy protecting consensus(secure multiparty computation)

Data mining

Licht als display

Kennis over hoe je dynamisch omgaat met licht

Objectieve modellen voorde perceptie van veiligheid

Zicht op welke waardeketensje wilt hebben

Lichtschakeling op tijd/sensor:uit / aan / dim

IP basedsystemen

SW/HWupgradable systeem

Web/remote controldimmen op groepsnivo

Over the airupgradable systemen

Lokale stuursignalen(proximity sensor)

Zelfmonitorende systemen(bijv. intrusie detectie)

System of systems integratie(samenwerking volgens eigen policy)

Proximity + omgeving sensing:(communicatie tussen palen)

Camera data integratie(meer data dan sensoren)

Light on demand(service georienteerde

oplossingen)Programeerbare

verlichting

Event basedcommunicatie

Scenario sturing(bijv. emergency response)

Meer communicatiefaciliteiten:andere sensoren, meer bandbreedte

Microcellennetwerk

Real time info(via glasvezel netwerk)

Meten: -verkeer, -luchtkwaliteit (fijnstof, CO2, CO),

-geluidsnivo, - temp(goedkope sensoren)

Onzekerheden:- betrouwbaarheid van systemen- open standaarden- added value naar langere termijn- business modellen- commissioning & maintenance

Eisen/regels voor publiek belang(normen voor adaptieve systemen)

Beveiliging tegencybercrime

Fijnmazig netwerk vanlow data rate sensoren

Privacy issue

Nieuwe businessmodellen

Loadbalancing op stadsnivo:integraal incl. stadsverlichting

Glasvezel backbone

Interactie vraagstukkenmet real time info

Technologie verloopt volgens ‘evolutie’ (stapsgewijs)

Andere vormfactorenen bevestigingen

Zelfvoorzienende systemen(ook vanwege paalloze oplossingen)

Splitsing ‘kritische’& ‘luxe’ systemen

Welke rol speelt de gemeentein system of systems integratie?

Aansturen verlichtingvanuit smart grid

Open glasvezel IP netwerk

Energiebesparing

Industrieel ontworpendatacenter (groen)

‘Parel’-ontwikkeling-> parelketting

Lokale duurzame efficiente opwekking

Branding Brainport:‘City of Tomorrow’

Aanbesteding: PPS constructiebrengen & halen in samenwerking

(geld, kennis, uren, ...)

Aanbesteding :a tot z

Dienstontwikkeling(bijv. thuiswonende ouderen)

Open energie netwerk

Inzicht in wat de burger nodig heeft

(rol gemeente)

Acceptatie van techniek

Communicatie naar burgers:nationaal + internationaal

Gebiedsgewijze ontwikkeling-> maste plan

Open innovatie +innovatiestimulering

Data beheer &beschikbaar-stellen (geanonimiseerd)

-> rol vd overheid

Ontwikkeling & realisatie vanniieuwe producten & diensten

Smart grid: toekomstgericht & flexbiliteit

Smart local energy management

Meting & communiceren:- luchtkwaliteit

- verbruik- maatschappelijke onderwerpen

Machine-2-machine

Convergentie vansystemen

Smart homesSmart buildings

(building mgt systems)

Nieuwe producten & services ontwikkelen

(door bedrijven en burgers)

Open data

Ecosysteem voorinfrastructuur

(business model)

Innovationcenter

Regelgeving metstimulus voor

nieuwe initiatieven

Stadsdashboard(integraal over beheersdiensten)

Nieuwe bedrijven dieinfrastructuur blijven ontwikkelen

Open business modellenvoor infrastructuur

Intelligenteinfrastructuur

Bottom up innovation

Everything connected

Slimmed downgovernment

Multi-functional‘interfaces’

Urban operating platform(UOS) algorithms

Open data

Open platformgrid

IP enabledgrid

Broadbandinfrastructure

Investmentmodels

Cable (DOCSIS)ADSL/VDSL

Fibre

Regulation & policychanges

City as a living lab(structure & scalability)

Asset bundling(less siloed)

Less complexecosystem

Buffers (e.g. AIM)naar inkoop

Less techo push

Economic modelling(TCO / NPV / IIRR)

Multi-functionalnetwork (infrastructure)

IP enabled

Modular multifunctionaldesign (scalable)

Branding &marketing

Interconnected(internet of things)

Light balancing

IPv6

Processingpower

DNA robotics

RFI / RFP’s / RFQ’s

Samenwerkingover beleidsvelden

Partijen betrekkenin masterplan/roadmap

(in verlichtingsmarkt)

Openstelling vaninfrastructuur

(rijk, provincie, gemeente)

Opstellen voorwaarden& succesfactorenvoor uitbesteding

Voorinvesteringenvoor innovatie

(overdragen voor exploitatie

Regelgeving ‘openbreken’(vnl gereguleerde deel)

Andere afrekenmodellen

(bijv. klachten)

Organisatorischeinrichting ivm

veranderende rol

Communicatietrajectenbij nieuwe business modellen

en eigenaren

Veranderendeverantwoordelijkheden

Kennis nivoop peil houden

Innovatiefaanbesteden

Prioriteit voormaatschappelijke issues

in masterplan

xxx

OLED

Fiber optics

Verbetering lichtmengenvia optica

Hoe omgaan met de huidige richtlijnen

Tijd van gratis ‘proef-monsters’ is voorbij

Verbetering gelijk-matigheid irt lichtnivo

Gevelverlichtingaanschijnen van boven(minder lichtvervuiling)

Meer mogelijkheden viareflectie oppervlakken

Continue prijsdalingLED’s - BIN’s wroden beter

Constant lumen-outputsensor in armatuur

Zelfvoorzienende systemenop ‘straatnivo’

Zelfvoorzienende systemenop ‘armatuurnivo’

Mast materialen encoatings (reflecterend,

zonnecollecten etc)

Standardisatie binnenLED’s en lenzen

Nieuwe spelers opde wereldmarkt

(bv. Toshiba, Samsung)

Driver ontwikkelingloopt voor op LED’s

Uitwisselbare &scheidbare systemen

Integratie van driver& intelligentie drijft prijs

omlaat

Lensontwikkeling maaktlangere paalafstand mogelijk

Lensontwikkeling maaktminder verblinding mogelijk

Result – raw data

HOUSEL I G H T


Roadmap Lighting technologies 13

Lighting technology Shorter term (up to 2015)

Continuous developments are taking place to improve the performance of leds: in terms of energy consumption, light output and quality. Prices are falling thanks to improvements in the production processes. And improved optics allow light to be mixed more evenly. Variable colours will also be possible (e.g. gradually changing the colour temperature). Lens developments enable greater distances between lighting masts. As well as point light sources, linear sources (lighting lines) also become possible.

Medium to long term (2015-2020)

Improvements and price reductions in leds are expected to continue for some time until the economically achievable maximum is reached. OLEDs also become available, and these allow flat light sources (surfaces) to be created, bringing display-like light sources within reach.

Longer term (2020 and beyond)

Standardisation takes place within leds and lenses, which thereby become exchangeable modules.

Performance improvement

(energy performance of the hardware)

Dynamic systems (energy performance including software options)

Interactive systems (light on demand)

Social systems (more responsive to the needs of citizens, with the citizens

Invisible systems (integration in the area, intuitive controls)

Control technology Shorter term (up to 2015)

IP-based systems are rapidly becoming the dominant technology. Open interfaces allow systems from different suppliers to be interconnected with common controls. Affordable retrofit controls allow existing systems to be upgraded to remote-controlled systems. This means that light points can be controlled and dimmed in groups or remotely. Applications are developed using these remote-controlled facilities. These systems in many cases use predefined scenarios triggered by the sensors.


Continuing development of sensors leads to further price reductions. This allows more sensors to be used in the systems, leading to systems that are more dynamic and autonomous. ‘Light on demand’ increasingly becomes possible. The integration of drivers and intelligence drives the price of controls down. The control algorithms are further extended to scenarios meeting multiple specific needs (police, shopping centres, restaurants, emergency services etc.). Real-time information becomes available through a widely distributed, high-bandwidth infrastructure.


Standard modules become available as building blocks, enabling flexible configuration of lighting and control systems.

Applications Shorter term (up to 2015)

IP-based systems already enable asset and energy management systems to be built. Dashboards allow lighting schemes and replacement schedules to be made to allow cost and environmental targets to be met. Sensors with low data requirements (temperature, rainfall, air quality, proximity detection etc.) can be integrated in networks that do not require high bandwidths. This allows a first iteration to be made of systems controlled through web interfaces. As a result it becomes possible to develop a range of applications, but also to link lighting to the smart grid. The local context, which is available through the sensors, can be used for event-based controls.


The open infrastructure enables joint influencing of settings by multiple parties. To allow this to be done safely, systems become available that allow consensus to be reached with protection of privacy-sensitive data. Advanced applications using sensors with high data rates enable interactive lighting scenarios.


Interaction with real-time information makes adaptive systems possible. Lower energy requirements of the light sources and controls make small, self-sufficient lighting systems achievable. This represents a first step towards ‘invisible’ systems that disappear in the context of their environments.

2012 2030 2025 2020 2015

Lighting lighting technology

control technology

applications

HOUSEL I G H T


Applications Shorter term (up to 2015)

At present growing numbers of smart solutions are available for the home, especially for energy (smart meters) and care (domotics). Developments in applications at city level allow traffic flows to be managed (e.g. on the basis of air quality monitoring). Developments like this continue in the direction of ‘urban operating systems’. But the availability of relevant ‘open’ data from different sources is needed to allow relevant applications to be created.


Following the smart homes, smart buildings are now created with building management systems, such as offices, apartment complexes etc. ‘Machine to machine’ communication develops into a mature technology, with communication between systems that does not require human intervention. Systems increasingly use real-time information from the large numbers of sensors and cameras connected to the broadband network. That means data rates are no longer a problem. This also makes the development of city dashboards possible, covering multiple services and modalities.


Following the smart buildings, smart cities now come within reach through the integration of solutions for the various urban services (energy, waste, mobility, care, lighting etc.). There are also intelligent transportation systems that communicate and coordinate their behaviour jointly.

ICT infrastructure Shorter term (up to 2015)

Hard work is currently being done on extending the ICT infrastructure to broadband with numerous access points. IP version 6 allows all kinds of equipment to be connected by internet. Opening-up the broadband IP network is necessary to enable convergence of systems and cooperation between systems with their own policies. Systems will be able to monitor themselves, and thereby to recognise attacks by hackers.


There is unlikely to be a single, all-encompassing system; instead there is expected to be a ‘system of systems’ in which a range of modular systems cooperate while retaining their own policies (e.g. traffic management systems, air quality systems, navigation systems, emergency systems etc.). More sensors are gradually being installed in the city to monitor all kinds of signals such as air quality, energy or social aspects. Broadband has probably now been rolled-out for internet use by citizens. Public services also start to operate over the existing network using microcells.


The most important developments in the ICT infrastructure have already taken place in the shorter term; no further major leaps forward are expected in the longer term.

Enabling systems Shorter term (up to 2015)

Sustainable energy is the most important aspect in the shorter term. Smaller initiatives for local energy generation are linked to an open energy grid. To allow a big step forward in sustainability to be made, a ’green’, industrial-design data centre is an option (the energy and communication requirements of this kind of centre are so great that it means sustainable energy and broadband communication also become available for other applications in the city).


The need to balance energy consumption is expected to reach a peak in the medium to long term. It will then be necessary to control and balance the overall energy consumption of private and public parties, including the urban lighting across the city, and systems become available to support this process.


Restrictions in energy consumption are expected to disappear in the longer term. This is on the one hand because systems are becoming increasingly energy-efficient (so their consumption decreases), and on the other hand because of constant improvements in the generation of sustainable energy (which means more sustainable energy becomes available).

Roadmap Technologies for smart cities 14

Infrastructure

(broadband backbone with numerous access points)

Open data (availability of data from different sources)

System of systems (cooperation between systems with their own policy)

Real-time systems (using high-bandwidth sensors)

Smart city systems (integration of different municipal services)

2012 2030 2025 2020 2015

Smart City applications

ICT infrastructure

enabling systems

HOUSEL I G H T


Plans for urban areas

(differentiation of solutions for different needs)

Innovative procurement (new revenue models and ecosystems for innovation)

Living labs (co-creation on liveability and social interests)

New products and services (including new bus

vision and roadmap urban lighting - tue-lighthouse.nl · maintenance) lighting (functional,...

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