7 

Parking 
systems 

Connect infrastructure, people and devices, and sensors to 
address the up to 25% of congestion caused by people 
looking for parking. Mode shift through yield management 
pricing. 

#1 Infrastructures for 
visible, early wins. 

#3 Business models. 

Urban Mobility 

8 

Peer to peer 
transport 
information 

Create cloud-based agile processes-on-the-fly between 
people (and their devices) that support taxi and car sharing 
and offer preferential road use. 

#1 Infrastructures for 
visible, early wins. 

#3 Business models. 

Urban Mobility 

9 

Waste-4-Heat 

Use waste heat of process industries + remote heating 
infrastructure + local CHP system to reduce dispersed CO2 
emission and save energy. 

#1 Infrastructures for 
visible, early wins. 

#3 Business models. 

10 

Adverse Events 

Connect key information sources with city monitoring 
systems (sensors, people); with city ‘life-lines’ 
infrastructures (transport, power, water, and 
communication) to build city resilience in the face of 
incidents and crisis. 

#1 Infrastructures for 
visible, early wins. 

#2 Common 
architecture. 

 

11 

Intelligent Bins 

Putting sensors on bins enables cities to communicate 
within the waste collection system, optimising truck 
routing, minimising energy consumption and congestion, 
and satisfying customers 

#1 Infrastructures for 
visible, early wins. 

 



 

The following section describes three sample actions ('potential actions') for making city 
infrastructures more sustainable, re-usable and affordable by integrating some city infrastructures 
creating value added services and eventually new business and finance models. 


3.2.1 Potential Action 1: “The Humble Lamppost” 

Context 

Lighting in a city is everywhere. It is typically treated in a very tactical manner, evidenced by the 
ageing assets that exist, and volume of citizen complaints (in some cities it represents 20% of the 
contact centre calls). Light does not come cheap – savings on energy bills is of growing 
attractiveness. Quality low-energy lighting is required for ‘place-making’, for public safety and 
security. It is also too often on when not needed – wasting power and money; and can result in light 
pollution. The lamppost is also typically a single purpose asset – for light; however that is not 
necessarily the only role it can play. New ICT-technologies can help transform the role of the 
“humble lamppost”. 

Goal 

The goal is to demonstrate how lighting can deliver early rewards for cities providing investment 
funds through saving for further integrated solutions in the areas of environmental and building 
monitoring and traffic analysis for overall emissions reduction. 

. Firstly, in terms of using the existing physical infrastructure, enhanced with digital 
infrastructure, for multiple purposes: synergy across city services and goals. 


Secondly, in significant financial terms: lighting can represent some 20% of a cities electricity budget; 
and savings in energy costs and maintenance costs of 20% and 70% are not uncommon, through 
installation of more efficient lamps. This is therefore a “quick win” for smart cities. It addresses all 
three content domains of the EIP (to greater or lesser extents), and also services our 20/20/20 
energy and climate goals. 

Deliverables 

Four main areas of deliverables are foreseen: 

i. Financial Savings: Demonstrable evidence of the scale of energy savings that can be 
achieved through smart thinking in the use of modern lighting techniques in cities. 
o Researched savings data from cities internationally in 2014 
o City business case data in 2014 
o Alternative financing and business models in 2015 
o Early evidence from 2015 


ii. Asset Re-Use: Demonstrable evidence of the use of the lamppost as an asset to position 
equipment that provides additional services beyond the provision of light. For instance: 
o Communications – as transmitter/receiver points for WiFi communications (’LiFi’) 
o Provide public WiFi services as a new city infrastructure 
o Public security, through use of CCTVs on posts; control of light attenuation levels, etc 
o Air quality monitoring 
o Environmental management through CCTV 
o Traffic control through using the post for CCTVs or radar 
o Parking controls through sensors on posts 
o Noise pollution monitoring 
o Reading smart meters of buildings from the outside 


iii. Toolkits for Cities: guidance, cases, tools, foresight to gain from early adopters. 
o Solution packaging for local service providers instead of piece meal approach. This 
requires a multi-disciplinary approach as the light specialists are different than WiFi 
or Transport specialists, for example. 


iv. RD&I agenda: items that warrant further research, development and innovation, with a 
sense of timing and value from doing so; and recommendations on who should do what. 
o A challenge for ICT security, privacy, and integrity research 





Preconditions 

Such initiatives require input from a number of actors. The principal ones being: 

. ’City hall’ – and the various departments involved. This raises the importance of alignment at 
political and executive level, to ensure that the coordination across the city is managed. 
. Lighting Industry – fixtures and fitting providers, for which there are a number of major 
international firms. These may well have RD&I resources available to contribute. 
. Service Operations – city field staff and/or contracted maintenance and operation 
companies. Few are of a scale that they are international (indeed few are national), so cities 
may need to represent the views of this community. 
. Component companies – delivering sensors, sensor nodes, communication modules, etc. 
. Ancillary Technical Providers – niche technical providers (some SMEs) of specific high-end 
capabilities that provide additional value-adding elements to the extended solution (ie 
beyond just lighting): specialist business intelligence (e.g. predictive analytics); face and/or 
number plate recognition (security, traffic control); etc. 
. City Residents – clearly a vital actor in a transformed chain 


It goes without saying that a leadership commitment to participate; and a desire to collaborate on a 
common logical architecture, is a requirement of success. 

Methods and details of implementation 

An outline phasing of work could include: 

. Phase 1 Concept and Business Case (limited time as sufficient information exists) 
o International research into (i) cases (ii) technological roadmap developments 
o Outline of the core elements of an initiative; and identification of areas of 
innovation 
o Development of the compelling value case; business model; funding mechanism and 
options; procurement route(s) 


. Phase 2 Proof of Concept 
. Phase 3 Knowledge sharing with public bodies (e.g. City Council) on new financing models 
. Phase 4 Scale Out 


Monitoring 

Early financial value, through energy savings and maintenance cost savings, is the principal goal here 
(as a quick win to engage city leadership). So monitoring of the following is suggested: 

. Energy consumption reduction and related effects 
o Money; and GHG/CO2 


. Associated Benefits (monitoring method will be specific to each initiative design) 
o Public security 
o Demand management 
o Behavioural change 
o Air quality 
o Traffic flow 
o Public connectivity 




NB: links to related EC projects like Concerto Platinum, eeMeasure, and international standards (like 
IPMVP) should be exploited. 


3.2.2 Potential Action 2: City Information Platforms 

Context 

Cities presently hold their data in multiple silos within each department of each agency that 
operates in the city (and indeed those related agencies in regional and national Departments). This 
data is of variable quality. It is also inconsistently captured between departments, and across 
agencies. The more progressive cities have started to open up their data sets – some holding events 
(hackathons and competitions) to coax developers to use the data in more innovative and value-
added ways. This has led to greater visibility of the topic of ‘open data’ – however it has not led as 
yet to sustainable value at scale. Open data alone will not deliver significant value. Cities must 
understand how to extract value from a number of available data sources, including: 

i. data residing 'behind the firewall' in department databases 
ii. open data (released from behind the firewall, of multiple agencies) 
iii. social media data 
iv. urban sensor data (machine-to-machine / IoT) 
v. commercial data 


These are all rather dynamic in form, and very different in characteristics (quality; growth; source) 

For a city to significantly improve services, increase efficiency, and deliver ambitions of real-time 
operations they must understand how to work with all these data sources – particular to each 
service area. This requires that they consider data quality, security, structure, inter-dependencies, 
time-based matters, governance rules etc. This requires a new model to deliver sustainable value 
and requires new ICTs. It also requires alignment: between departments and across agencies; and 
between leadership, business operations and IT functions. 

The direction of improvement is very clear – yet the complexity and risks involved are causing most 
cities to ‘sit on the fence’ and observe whilst other chart the way. A small percentage of cities are 
taking the brave step to explore how they can deliver joined-up data across their city to improve 
outcomes: a very small percentage. And of those that are innovating the approach and methods 
differ considerably, and there is limited collaboration between them. 

The value gap from cities not being able to rapidly implement interoperable data platforms is 
eroding potential and very significantly inhibiting the move to ‘smart cities’. This is thus a priority 
area for the EIP to address. 

Goal 

The goal is to increase the confidence and uptake of cities to exploit the value available from a 
common core logical design for an interoperable city information platform (or platform types). 

Deliverable 

The following deliverables are foreseen: 

i. A clearly stated shared vision; conceptual, and logical architectures 
ii. Snapshot assessment of current cities approaches to addressing this need (survey) 
iii. Market assessment of provider types and solutions available; mapped to architecture with 
SWOT analysis 
iv. Common detailed logical design and functional specification 
v. Initial city pilots in place (dependent on procurement routes; potential to use those already 
in procurement) 
vi. Captured and shared ’method’ statement for cities to use 
vii. Early case studies of initial proof of concept cities 
viii. Initial exploitation by wave 2 cities 



Short timelines should be set to rapidly deliver ‘beta’ products, recognising the fast moving nature of 
the topic; thus very strong project governance and very committed and competent cities. 

Preconditions 

The principal conditions are: 

. Industry to adhere to open principles and collaboration – also between industry types (IT, 
industry and SMEs, service providers, niche). The logic here is that by doing so it will help 
increase the available market 
. Cities that can deliver a core set of agencies / departments with clear commitment from the 
key stakeholders (political; executive; operational; technological), and with sufficient 
influence and support of their service delivery partners 
. Academia / RTOs: definition of common standards and data formats in order to ensure 
compatibility, guidelines regarding privacy and, related, anonymization. Also, development 
of tools for visualization of data 


Methods and details of implementation 

An outline phasing of work could include: 

. Phase 1: Rapid Base-Line 
o City survey 
o Industry solution snap-shot 
o Demand and supply statement 


. Phase2: Concept and Business Case 
o Definition of architecture 
o Value case (theoretical); plus evidence from case studies (where available) 
o Functional specification and variants 


. Phase 3: Proof of Concept 
o Implementation in core participating cities 
o Early evidence of value 


. Phase 4 Financing and business models 
. Phase 5 Generating confidence by evidence 
. Phase 6 Scale Out 


Monitoring 

This is primarily an enabling platform / initiative that requires sequenced service transformations to 
be undertaken by city departments, using the information platform to prove the synergy potential 
through having a common approach. As such the suggested monitoring will include: 

. Evidence (financial and non-financial metrics) from these service transformations 
. Numbers of cities adhering to and exploiting the logical design and method statement 
. Adherence of the supply market to the logical design 
. Standardisation initiatives 
. EU industry successes internationally 


 


3.2.3 Potential Action 3: “Shared infrastructure planning” 

Context 

The deployment of high-speed broadband networks can be made cheaper and faster by cooperating 
at infrastructure and services level between sectors. Various inefficiencies and bottlenecks in the 
rollout process exist, which lead to high costs and heavily administrative burdens for organisations 
wishing to deploy networks. It is estimated that up to 80% of the costs of deploying new networks 
are civil engineering costs. It is also believed that savings up to 30% could be achieved by adopting a 
set of simple measures, such as maximising use of existing passive infrastructure or co-deploying 
infrastructure. 

Goal 

The goal is to demonstrate synergies between the energy and telecommunication sectors at 
infrastructure and services levels whilst deploying Smart Grids in cities. In particular, the underlying 
vision is to work towards: 

. creating a favourable business, and technological environment for a low carbon electricity 
grid 
. clarifying which data could be transmitted in support of Smart Grids via existing (and future) 
telecom network infrastructures and which data might need to have a dedicated 
connection/network for the purpose. 


 

Deliverables 

Following two main areas of deliverables are foreseen: 

i. Passive infrastructure sharing: Demonstrate evidence of shared use of existing passive 
infrastructure (such as for example ducts, conduits, manholes, cabinets, poles, masts, 
antennae, towers and other supporting constructions). It will contribute to de-carbonising 
Europe's energy supply. 
o Making use of existing ducting, including that owned by municipalities, electricity 
and telecom utilities and other public bodies, could be advantageous and result in 
lowering development costs 
o Collaboration in the development of backbone infrastructure, through more 
harmonized planning and/or sharing of infrastructure could reduce CAPEX 
o Using the ICT for the deployment of the smart grid will make it more efficient and 
sustainable. 




 

ii. Smart energy services – the development of new applications will increase the ability to 
control the energy grid, to use more efficiently the energy from the renewable sources, and 
to contribute to energy savings. 
o The deployment of smart energy services will change the behaviour of the users in 
using the energy 
o The new intelligent networks will be more cost effective and energy efficient. The 
citizens will benefit from smaller electricity bills and the possibility to manage their 
own energy demand. 




Preconditions 

Such initiatives require input from a number of actors. The principal ones being: 

. ’City hall’ – and the various departments involved. This raises the importance of alignment at 
political and executive level, to ensure efficiencies regarding administrative permit granting 
and that the coordination across the city is managed 



. ICT Industry – delivering ICT equipment and ensuring of interoperability 
. Telecommunications operators - to manage the dependency of communication services on 
the underlying operational behaviour of distribution networks and provide information on 
coverage of communications services 
. DSO - to describe the mission critical services for which dedicated ICT infrastructure is 
required and to define the ICT requirements for these services in terms of coverage, 
bandwidth, latency, reliability in emergency situations, and resilience. 
. Third parties and service operators – ensure that provision of services is an open and 
transparent process (EU standard public tendering procedure) 
. City Residents 


 

Methods and details of implementation 

An outline phasing of work could include: 

. Phase 1 Case Studies & Business Case 
o International research into (i) cases (ii) technological options and developments 
o Development of the value cases; business model and funding options; discussion on 
procurement route(s) 


. Phase 2 Demonstrator cases taking novel shared approaches 
. Phase 3 Knowledge sharing across public bodies internationally on approaches, options, and 
new business models that work 


Monitoring 

The deployment of conventional energy networks become smart, intelligent and energy efficient. 
Synergies between the roll-out of broadband networks and energy networks have been identified 
which would affect the interaction between the new and existing infrastructure. Early financial 
value, through energy savings and maintenance cost savings, is the principal goal here (as a win-win 
for the Telcos, DSOs and city authorities). So monitoring of the following is suggested: 

. avoiding duplication of communication infrastructure 
. scale, design, scope and eventual stakeholders of the collaborative projects between the 
DSOs and Telcos 
. exploitation of broadband networks or their eventual roll-out in cooperation with the roll-
out of smart grid networks 
. sharing of common infrastructure – e.g. poles and ducts 
. cost sharing – civil engineering, ground works etc. 
. DSOs deploying fibre for network operation (effectively a back-haul network) on which 
Telcos build access networks 
. interoperability of the broadband networks and the digital communication infrastructure 
associated to energy networks in order to enable converged communications for the 
deployment of energy-efficient, reliable and cost-effective digital networks. 


 


4 Priority Area 'Citizen Focus' 

4.1 Introduction 

The ‘Citizen Focus’ section is about industries, civil society, and different layers of government 
working together with citizens to realize public interests at the intersection of ICT, mobility and 
energy in an urban environment. Much has already been done to engage citizens for mobility, 
energy efficiency, sustainability and related topics – though individual entrepreneurs, rather than 
larger-scale industry and government are often the drivers. There are also many ICT platforms for 
crowd funding and collaboration. Likewise, citizens are already creating apps and services to help 
cities solve problems. However, these positive signs can be amplified and focused with this EIP. Two 
core project types were identified as organizing principles: 

1. Projects that create an enabling environment for citizens to solve the problems they identify. 
Additionally, projects that help the most successful citizen-led projects scale – in a city or 
internationally. 
2. Projects that facilitate a conversation between stakeholders, where citizens’ voices are not 
only heard, but instrumental in solution design, allowing for better results and creating 
faster and more targeted improvements. 


4.2 Potential Actions 

The following table summarizes actions identified to address these topics. Four of these are 
articulated further in the exemplars section, others are listed here as potential inspiration for various 
stakeholders or to be led by other areas of the EIP. 

 

# 

Title 

Summary 

Link to SIP Action 

Create an enabling environment 

1 

Tools for 
Community Insight 
and Engagement 

(see potential 
action) 

Create and prove best practice common methods to 
understand communities and citizens, in order to 
improve service planning, and engage communities in 
delivering intended outcomes. 

#1 Develop a 
common European 
framework for 
citizen insights 

#3 local citizen 
engagement 

Open / big data 

2 

Social network 
regulation 

Assess how best public administration can embrace and 
guide the use of proprietary social networking tools to 
maximise public good. Convene public bodies, industry, 
and communities to create new solutions to ensure the 
citizen’s voice is heard. Address legislative enablers and 
barriers. Develop policy insights and propose policy 
recommendations. 

#2 remove barriers 
from experimental 
initiatives 

 

Policy & Regulation 

3 

‘Neutral 
Neighbourhood’ 

(see potential 
action) 

Stimulate competitiveness between neighbourhoods 
through e.g. competitions against published community-
relevant metrics; within cities and between cities – to 
engage and mobilise citizens to (over-) achieve 
community goals. 

#3 local citizen 
engagement 

KPIs 

4 

Digital Inclusion 
initiatives 

Link with ongoing digital inclusion initiatives (eg MS 
Digital Champions) to ensure all citizens are actively 
incorporated in ‘smart city’ initiatives. 

#2 remove barriers 
from experimental 
initiatives 




 

Listen to and converse with citizens 

5 

Stakeholder 
platform 

(see potential 
action) 

Set up a platform – physical and digital - consisting of 
relevant stakeholders such as companies, cities, local 
governments and respected individuals to give feedback 
and organize mentoring for new companies and 
organizations and for citizens to feedback on policies. 
This should build on existing on-line and other initiatives 
(e.g. living labs; hack days) 

#2 remove barriers 
from experimental 
initiatives 

#3 local citizen 
engagement 

6 

Sentiment and 
‘bug reporting’ 
feedback 

Identify and prove good practices that provide easy-to-
use interfaces allowing service providers to gather a 
quick picture of current sentiment. These may address 
location (e.g. museum) or theme specific topics (e.g. 
streetscene). Identify good practices in the use of 
analytics to better inform communities and public 
administration. 

#3 local citizen 
engagement 

Open /big data 

7 

Focus solutions on 
different 
motivations 

From Tools & Method – to action! Employ tools and 
methods identified in action 1 to accelerate and scale up 
initiatives that develop insight on specific socio-
demographic groups to increase learning in specific 
contexts. 

#1 Develop (use) a 
common EU 
framework 

#3 local citizen 
engagement 

8 

Polluter pays 
solutions 

Test different models for assessing how best to address 
‘public interest’ (also using modern ICTs) – e.g. ‘polluter 
pays’ mechanisms in energy and mobility initiatives. 
Update the body of knowledge on such topics given the 
future requirement to have far greater citizen inclusion in 
delivering public service outcomes 

#3 local citizen 
engagement 

Mobility; & Built 
Environment 

9 

City Visualisation 

(see potential 
action) 

Implement visualization techniques to involve citizens in 
city planning and real-time views; making the invisible 
visible. This could also help create funding transparency 
And allow citizens to take an active role in city planning. 

#1 Develop (use) a 
common EU 
framework 

Open/big data 

#3 local citizen 
engagement 



 

Four of these citizen-focused potential actions are outlined below. 


4.2.1 Potential Action 1: Tools for Community Insight and Engagement 

This action area foresees the standardization of a methodology for user research to develop EU 
database of citizen behaviour and attitudes toward implementation of tech and energy solutions; 
‘open user research data’ posted online and linked with case examples. 

Context 

Most all of the challenges humanity faces come to light in cities. The growing population of many 
cities is the cause of, and source of resolution of, such issues. What is vital to solve challenges like 
minimising energy consumption, reducing waste or ensuring seamless movement around cities is to 
involve citizens in the process. Without proper support from citizens solutions might not become 
implemented and problems aggravate further. 

Engaging people has many dependencies: culture, motives, trust, capability, availability, enablement, 
etc. These vary by nation, by city and further by local groups. In order to best motivate citizens or 
incentivise behavioural change, cities may benefit from deeper understanding of who their citizens 
are and what they need and want. 

Doing this well requires a three-step approach: first a good understanding society; from which one 
can engage efficiently and effectively; and then motivate appropriate action. Done well, this builds 
capacity and resilience in society, ensures the efficacy of policy-funded services, and can help meet 
policy goals (like the 20/20/20 targets of the EU for energy and climate change). Where there are 
examples of leading practice, they too often tend to involve a patchwork of agencies, domains, or 
geographical boundaries. Typically, the spectrum of approaches used – from census to personal 
assessments – is applied in an uncoordinated manner, by some public agencies within a city. The 
results often deliver a poor quality picture, and also bear frustrations for individuals involved. 

We must improve radically, and fast. To do so requires quality tools and approaches, new mind-sets, 
and rapidly shared learning. 

Deliverables 

i. Mapping of current practices: 
o In cities – identifying and learning from the more progressive cities 
o In focused domain areas (energy, mobility, ICT) across cities 




This would provide an information base of tools and approaches used and their positive and 
negative effects in progressive cities within the EU, and sampling from worldwide leading 
practice – eg LATAM participatory budgeting. 

Target delivery: start + 4 months 

ii. Maturity Model for comparing citizen attitudes and behaviours across cities: 
o A means by which cities can determine their state of progress, and thus set realistic 
expectations and goals for improvement over realistic time horizons. 
. Enabling policies and practices (supply) 
. Optimizing potential (demand). 


o This Maturity Model must be standardised and applicable for all European cities. It 
should measure readiness of citizens on two key motivator-dimensions; sensibility to 
sustainability and openness to (technical) innovation (adoption curve). 




