e

LIGHT HOUSE

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

LIGHT HOUSE


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

LIGHT

LIGHT H O U S E solution partner of the Intelligent Lighting Institute at TU/e H O U S E / solution/partner of the Intelligent Lighting Institute at TU/e

Intelligent Lighting Institute

Future-proof

2

Eindhoven

Ambition Policy Visionary

Pg 3

Pg 4-5

Design

Realisation

Maintenance

2030

Embedded

Now

Dream: smart lighting grid for ‘liveable city’ 2030

Depth

Aware

Future vision

Now

Ad hoc

Drivers for change Concrete steps

Pg 20

Plan at city level

Ambition & priorities

Pg 6-9

the influence of information

Learning & scaling-up

the perception of value

l ica eth ration ib l a rec

ic nom on eco ibrati l a rec

the potential of people ial soc ration ib l a rec

Pilots in urban areas

Scenario Eindhoven 2030 Innovation plan

Pg 19

Innovation in specific urban areas

12 3 4

Defining the ambition Identifying the for the area present status

Specifying the innovation need

Preparing for the task

The route Preconditions Guarding public interest

The plan

Pg 18

System architecture

Innovation in the quadruple helix

Roadmap Milestones

Services

Lighting a ess

n en Op

t

els lev all

Data

Devices

Infrastructure

ti ova Inn

on

at

els lev all

Smart city

Organisation

2012 LIGHT HOUSE


Pg 12-17

2030

Pg 10-11

3

Vision and roadmap 2030

Principles

The question

The approach

The underlying principles

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:

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

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:

• 

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.

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 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.

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 best for citizens in the city Knowing the effect of lighting concepts (trying)

Modern city = evening fair What should Eindhoven want as city of light? Always on, or ‘three crazy days’?

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)

Creating atmosphere (more than functionality)

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


From functional to art as integral part Lighting and lighting grid as enabler for various means with societal impact

Natural light in the evening ‘always summer in Eindhoven’

Aim: Urban lighting 2030 Lighting (functional, sustainable, Energy saving energy neutral) is basis Sustainable light

Masterplan 2012-2013 Learning system & organisation Experiments with limited risk (batch of500)

Sustainable system Lamppost-less solution (bicycles)

Innovating and evolving system

Technology to make it happen

Personal light (your own avatar) Starting with people and their needs Community and control by social factors Meaningful for people (use and experience)

Achieving ambition step by step

No uniformity

Interactive

LIGHT HOUSE

Dream: Liveable city 2030

‘My city’ = own identity

Info around public space

Freedom of choice in system

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

Multiple grids = more opportunities and risk sharing

New information How to use information, routing etc.

4

Self-assessment 2012

Principles

ILI Reference Model for Sustainable Urban Lighting

LIGHT HOUSE

/ solution partner of the Intelligent Lighting Institute

Selfassessment score 2012

process

elements

Policy development

Design process

Realization process

Defining ambition

Sustainability scope

Lighting innovation

Decision process

Driving policy development through thought leadership - Yearly vision and roadmap - Involvement of quadruple helix in the creation of a shared vision - Thought leader

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

Exploring new opportunities through experiential projects - Experimentation projects (innovator) - Publication and presentation of results to others (sharing)

Alignment with policy & roadmap Exploration and integrated decision making - Policy and roadmap drives - Integrated decision making decisions - Reflection from multiple views - Autonomous, knowledgeable - Iterative approaches of and experienced teams across experimenting and testing of new quadruple helix opportunities - Scientific validation of new - Setting new norms solutions

Design aspects

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

Program management to meet future needs of end-users

Social & ecological sustainability Fast adoption of new of light in public spaces functionalities

Alignment with master plan

Applying proven insights

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

- Sustainability incl. social factors - Fast application of new functions - Master plan drives decisions - Urban lighting as a whole - Keeping track of new - Incorporating new insights or developments solutions in the design - Involvement of end-users and relevant stakeholders in decisions

Program of coherent projects to meet organisational ambitions

Ecological effectiveness of public Applying new lighting products and private lighting systems for multifunctional purposes

- Ambition defined on organisational level

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

Maintenance process

Stakeholder involvement

Contract management

Project management

Stakeholder management

Learning process

Joint roadmaps in a stakeholder network - Roadmaps involving quadruple helix: stakeholders seen as partners - Distinguishing between repetitive and innovative projects

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

Involvement

Monitoring effectiveness

Specifying opportunities for suppliers

Qualitative management of Timely & relevant information targets and risks on network level

- 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 codevelopment - Supplier performance evaluation on goals in the total chain

- Projects management on targets - Planning to minimise across the total chain disturbances for stakeholders - Risk identification in separate - Prior notice to stakeholders organisations and impact on total chain

Meeting integral and extended targets

Process management

Specifying generic targets for suppliers

Configuration management Quality management

Progress monitoring

level

5

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

4

Embedded

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

3

Depth

- Objectives on organisational level (inside - Coherent program of projects - Support from all relevant out) departments - Monitoring if targets are met - Collaboration within the organisation

2

Aware

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

1

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

Qualitative management of targets and risks on organisation level -Multifunctional lighting: safety, - Program targets drive decisions - Targets defined beyond common -Inviting specific stakeholders for - Tendering for proven concepts - Project and program experience, navigation and traffic - Avoiding sub optimisation rules and regulations specific decisions and technologies management on organisational regulation - Issues resolved on program level - Targets considered integrally - Stakeholders are aware and - Supplier performance evaluation targets - Applying newly available prepared on project targets - Quantitative targets on project products in the program of - Supplier management process in level projects (reactive follower) place - Risk identification in separate projects and impact on program targets

Project level targets and activities Material use & energy consumption in public lighting systems - Targets defined on project level - Sustainability incl. 'zero - A department is responsible and emission' total product life cycle is aware of past performance - Scarce resources and energy - Track record of successful consumption projects - Lamps and luminaires managed by the municipality

Applying standard products for functions and experience

- Considering experience of - Project targets drive decisions citizens and visitors - Issues resolved through - Applying standard products from escalation catalogues, incl. impact on experience

Ad hoc and informal activities

Regulation driven

- 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

Applying standard products for functional lighting - Functional focus on safety in the city - Products are purchased from catalogues, with focus on function & costs

Self-assessment 2012 Version 0.7 - Spellingcorrections for Roadmap report 23 juli 2012, Eindhoven, The Netherlands

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

Using the ILI Reference Model for Sustainable Urban Lighting, a selfassessment 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

LIGHT HOUSE

Alignment with program management


Alignment with project targets

Meeting extended targets

Active involvement

Quadruple level integrated configuration management - Involvement of stakeholders in - Integrated configuration planning of realisation project management system maintained - Best timing for the project based by several stakeholders on minimising burden -Dynamic assessment of changes

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

Continuous improvement in quadruple helix - 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

Chain level integrated configuration management

Improvement based on monitoring installations

Structural improvement in the total chain

- 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

Relevant information

Organizational level configuration Preventive actions on management organisational level

Structural improvement on organisational level

- 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

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

- Proactively following general - Some important stakeholders are rules and regulations and always involved in design projects upcoming trends - Staying within budget targets - Applying new technologies to meet extended targets - Staying up to date with new rules and regulations

- 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

Solving issues

None

Purchasing standard products

No configuration management

Handling of individual complaints None

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

No stakeholder management

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

- 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

Examples of best practices from the PLUS Deep Dive report

Conclusion

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:

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.

“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.”


5

Defining the ambition level

Principles

ILI Reference Model for Sustainable Urban Lighting Selfassessment 2012 Ambition 2015 Ambition 2030

LIGHT HOUSE

/ solution partner of the Intelligent Lighting Institute

process

elements

Policy development

Design process

Realization process

Defining ambition

Sustainability scope

Lighting innovation

Decision process

Driving policy development through thought leadership - Yearly vision and roadmap - Involvement of quadruple helix in the creation of a shared vision - Thought leader

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

Exploring new opportunities through experiential projects - Experimentation projects (innovator) - Publication and presentation of results to others (sharing)

Alignment with policy & roadmap Exploration and integrated decision making - Policy and roadmap drives - Integrated decision making decisions - Reflection from multiple views - Autonomous, knowledgeable - Iterative approaches of and experienced teams across experimenting and testing of new quadruple helix opportunities - Scientific validation of new - Setting new norms solutions

Design aspects

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

Program management to meet future needs of end-users

Social & ecological sustainability Fast adoption of new of light in public spaces functionalities

Alignment with master plan

Applying proven insights

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

- Sustainability incl. social factors - Fast application of new functions - Master plan drives decisions - Urban lighting as a whole - Keeping track of new - Incorporating new insights or developments solutions in the design - Involvement of end-users and relevant stakeholders in decisions

Program of coherent projects to meet organisational ambitions

Ecological effectiveness of public Applying new lighting products and private lighting systems for multifunctional purposes

- Ambition defined on organisational level

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

Maintenance process

Stakeholder involvement

Contract management

Project management

Stakeholder management

Learning process

Joint roadmaps in a stakeholder network - Roadmaps involving quadruple helix: stakeholders seen as partners - Distinguishing between repetitive and innovative projects

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

Involvement

Monitoring effectiveness

Specifying opportunities for suppliers

Qualitative management of Timely & relevant information targets and risks on network level

- 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 codevelopment - Supplier performance evaluation on goals in the total chain

- Projects management on targets - Planning to minimise across the total chain disturbances for stakeholders - Risk identification in separate - Prior notice to stakeholders organisations and impact on total chain

Meeting integral and extended targets

Process management

Specifying generic targets for suppliers

Configuration management Quality management

Progress monitoring

level

5

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

4

Embedded

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

3

Depth

- Objectives on organisational level (inside - Coherent program of projects - Support from all relevant out) departments - Monitoring if targets are met - Collaboration within the organisation

2

Aware

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

1

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

Qualitative management of targets and risks on organisation level -Multifunctional lighting: safety, - Program targets drive decisions - Targets defined beyond common -Inviting specific stakeholders for - Tendering for proven concepts - Project and program experience, navigation and traffic - Avoiding sub optimisation rules and regulations specific decisions and technologies management on organisational regulation - Issues resolved on program level - Targets considered integrally - Stakeholders are aware and - Supplier performance evaluation targets - Applying newly available prepared on project targets - Quantitative targets on project products in the program of - Supplier management process in level projects (reactive follower) place - Risk identification in separate projects and impact on program targets

Project level targets and activities Material use & energy consumption in public lighting systems - Targets defined on project level - Sustainability incl. 'zero - A department is responsible and emission' total product life cycle is aware of past performance - Scarce resources and energy - Track record of successful consumption projects - Lamps and luminaires managed by the municipality

Applying standard products for functions and experience

- Considering experience of - Project targets drive decisions citizens and visitors - Issues resolved through - Applying standard products from escalation catalogues, incl. impact on experience

Ad hoc and informal activities

Regulation driven

- 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

Applying standard products for functional lighting - Functional focus on safety in the city - Products are purchased from catalogues, with focus on function & costs

Approach

Version 0.7 - Spellingcorrections for Roadmap report 23 juli 2012, Eindhoven, The Netherlands More info: prof.dr.ir. Elke den Ouden (mail: [email protected])

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: ).

LIGHT HOUSE

Alignment with program management


Alignment with project targets

Meeting extended targets

Active involvement

Quadruple level integrated configuration management - Involvement of stakeholders in - Integrated configuration planning of realisation project management system maintained - Best timing for the project based by several stakeholders on minimising burden -Dynamic assessment of changes

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

Continuous improvement in quadruple helix - 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

Chain level integrated configuration management

Improvement based on monitoring installations

Structural improvement in the total chain

- 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

Relevant information

Organizational level configuration Preventive actions on management organisational level

Structural improvement on organisational level

- 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

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

- Proactively following general - Some important stakeholders are rules and regulations and always involved in design projects upcoming trends - Staying within budget targets - Applying new technologies to meet extended targets - Staying up to date with new rules and regulations

- 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

Solving issues

None

Purchasing standard products

No configuration management

Handling of individual complaints None

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

No stakeholder management

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

- 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

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.

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

Lead userIntelligent Lighting Institute

(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)

Approach

6

Future Telling Results – raw data

Future Telling

12 Experts

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.

•  • 

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

Interview structure: • 

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

•  • 

Ellen de Vries, Het LUX LAB Toine Schoutens, Stichting Licht en Gezondheid

• 

Which 10 trends will have most impact in the future?

• 

Marleen Stikker, Waag Society

• 

Rich stories about possible futures, supported by examples.

•  • 

Rogier van der Heide, Philips Design Lighting Robert Elbrink, Gemeente Eindhoven

•  • 

Rinie van Est, Rathenau Instituut Henno Theisens, De Haagse Hogeschool

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

LIGHT HOUSE


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64

Findings

FT1

FT2

FT3

FT4

FT5

FT6

FT7

FT8

FT9

2 0 0 2 2 0 2 1 1 2 1 0 1 1 1 1 1 2 2 2 1 1 1 2 0 1 1 1 1 2 2 1 1 2 0 2 1 1 2 2 1 2 1 1 0 1 1 0 1 2 1 2 1 1 1 1 0 2 2 2 2 1 1 0

0 2 2 1 0 2 0 1 1 0 2 0 2 0 1 1 0 2 0 1 2 1 1 1 0 1 1 1 1 1 0 0 2 1 0 1 1 0 2 0 0 2 0 1 0 0 0 0 2 0 0 1 1 0 0 0 0 0 1 0 1 1 0 1

1 2 1 1 1 1 1 1 0 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 2 1 1 2 1 1 1 1 0 1 1 1 1 1 1 1 1 2 2 1 1 1 2 1 2 1 1 1 1 1 1

0 0 0 0 0 0 0 2 2 0 2 0 2 1 1 0 0 1 1 0 0 1 1 1 1 0 1 1 1 1 1 0 0 2 0 1 1 0 1 0 0 1 0 0 0 0 0 1 1 1 2 0 1 1 2 2 0 2 1 0 0 0 0 0

1 2 2 0 0 1 2 1 1 2 1 0 2 2 1 0 1 1 2 2 0 1 2 1 0 1 0 1 2 1 0 1 0 0 0 2 0 0 2 2 1 2 1 1 1 1 1 2 0 2 1 1 2 1 0 1 0 0 1 2 2 1 1 0

1 1 1 2 1 0 1 0 2 1 1 1 2 2 0 1 1 2 1 2 1 2 1 0 1 1 2 2 2 1 1 1 1 1 2 1 0 1 2 0 1 1 1 1 0 1 1 1 1 1 1 1 1 1 2 2 2 1 2 2 1 2 1 1

1 1 1 0 1 1 0 1 0 1 2 2 1 1 1 1 1 1 2 0 1 1 1 1 1 0 1 1 2 2 1 1 1 1 2 2 1 0 2 0 1 2 0 0 0 1 1 0 2 1 1 2 0 1 2 1 2 2 0 2 1 1 1 2

1 1 1 0 1 1 1 0 1 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1 1 2 1 0 0 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1 1

2 0 2 1 0 1 2 2 1 2 0 0 1 1 1 0 2 1 2 0 2 1 1 2 1 1 2 1 2 1 1 1 1 0 1 0 0 0 0 2 0 1 0 0 0 2 0 0 1 1 1 2 1 2 1 1 1 1 1 1 0 1 0 1

FT10 FT11 FT12

1 1 2 1 1 0 2 0 1 2 2 0 1 1 1 1 0 1 2 1 1 2 1 1 0 0 2 1 2 0 2 0 0 1 1 1 1 1 2 0 1 1 0 1 2 1 0 0 1 0 2 2 2 2 1 2 2 2 1 0 1 1 1 0

1 0 1 1 0 0 0 2 1 2 2 1 0 2 2 0 2 2 2 2 2 0 1 2 2 0 2 2 0 0 2 0 2 2 2 2 2 1 1 0 2 1 0 2 0 2 0 2 2 2 2 2 2 2 2 0 0 0 2 0 0 2 0 0

1 0 1 1 0 2 0 0 2 2 0 0 2 1 1 2 0 2 0 1 1 2 2 1 1 2 2 1 1 2 0 1 1 1 2 0 2 2 1 1 2 2 2 2 0 0 1 0 0 2 0 1 2 1 2 1 1 1 2 1 1 1 0 1

Classification by relevance:

not

now

later

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.

plaatjes aanpassen

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.

7

The influence of information

Future Telling

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

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

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

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

029%

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.

052!

Interview quotes

Prerequisite

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.

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

“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.”

LIGHT HOUSE


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.

019+

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

8

The perception of value

Future Telling


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$engineers/ consultants.$

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.).!

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.$$ $

010$

Driver for change 2 The perception of value

018!

Interview quotes

Prerequisite


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

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).

“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.”

“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.”

“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.”

LIGHT HOUSE


Growing awareness of scarcity drives more awareness

economic recalibration

“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.”

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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.

People take responsibility, the government steps back more and more

There will be a redefinition of entrepreneurship and coinnovation by people and government

9

The potential of people

Future Telling


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.'

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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.

Interview quotes

Prerequisite


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

“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.”

LIGHT HOUSE


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An#$globalists-will-get-what-theywant,-there-will-be-a-large$scalere#localiza*on-anddecentraliza#on.-At-the-same-#mepeople-will-par#cipate-in-theglobal-infrastructure-of-the-webwith-all-kinds-of-global-services.--

social recalibration

011%

People are – by their own choice or as a result of circumstances – independent and self-reliant

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?

People make conscious choices for new, suitable social connections

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

Scenario Eindhoven in 2030

10

Future Telling

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

LIGHT HOUSE

Playing with light (e.g. interactive games)


Interactivity (e.g. meeting places)

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

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)


11

Future Telling

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.

LIGHT HOUSE


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!”

12

Approach

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’.

milestones : smart lighting grid and societal transformations Eindhoven in 2030 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

2015

2020

2025

2030

Examples of the result of a workshop session:

Result – raw data Lighting lichttechnologie lamps

multimedia

controltechnologie switches

IP interfaces

sociale veiligheid

Smart City

energie

tracking sensoren & tracing

klimaat

smart grid

mobiliteit veiligheid

augmented reality e-learning e-care e-cure e-navigate e-energy

e-... internet sociale media internet of things internet of ...

Organisation rollen & verantwoordelijkheden

burgerparticipatie

wetgeving

Living Lab

beleidsontwikkeling design proces

processenonderhoudsrealisatieprocess

process

Cloud-based lighting management platform Intelligente infrastructuur


Manage the crowd by navigation ‘fine dust nose’

‘Groen’ als thermische massa Urban operating platform (UOS) algorithms

Navigate crowd management

Smart homes

Energiebesparing

Convergentie van Multiple action: systemen Industrieel ontworpen outdoor cleaning also checks lighting datacenter (groen)

Dynamic

Programeerbare verlichting

Camera data integratie (meer data dan sensoren)

Licht als oppervlakte Privacy protecting consensus (secure multiparty computation)

Adaptieve, autonome ‘licht’ systemen

Meer communicatiefaciliteiten: andere sensoren, meer bandbreedte

Meten: -verkeer, -luchtkwaliteit (fijnstof, CO2, CO), -geluidsnivo, - temp (goedkope sensoren) City sensor network on lighting pole System of systems

Integratie van driver & intelligentie drijft prijs omlaat

Urban interaction use lighting to stimulate social space

Microcellen netwerk

Meting & communiceren: Machine-2-machine - luchtkwaliteit - verbruik - maatschappelijke onderwerpen Multifunctional lighting pole: ev-charging, wifi hotspot, etc.

Klimaat stabilisatie Open data

Processing power

2015

Self sustaining of lighting / microgrid

Zelfvoorzienende systemen (ook vanwege paalloze oplossingen) Automatisch actueren van licht (dynamisch)

Natuurlijk effect van licht (3D ervaring)

Daglichtverlenging Natuurlijk effect van licht multisensorisch

Smart local energy management

Resultaat: - duurzaam efficient - comfort etc.

Zelfvoorzienende systemen op ‘armatuurnivo’

Safety hotspot for police increase of light (mobile!)

Interactie vraagstukken met real time info

Centraal systeem - profielen uitsturen - over rulen in emergency

Asset management integrating multiple modalities Glasvezel backbone

Standardisatie binnen LED’s en lenzen

‘Pijngrens’ opgeschoven zodat er geen beperking meer is (energie, etc) xxx

Personalise the public space

Intelligent traffic car to car coordination and navigation toll system (change of tax system)

Electricity + communication fully connected grid with high bandwith

Bottom up innovation

Nieuwe bedrijven die infrastructuur blijven ontwikkelen Self-healing system

Everything connected

Augmented reality

Building blocks of poles standard modules, mass standardisation

Slimmed down government

DNA robotics Multi-functional ‘interfaces’ Loadbalancing op stadsnivo: integraal incl. stadsverlichting

Open business modellen voor infrastructuur

Citizen interaction feedback ideas using IT platform

Verlichting is geen doel, maar een middel

Nieuwe business modellen

Kennis nivo op peil houden Onzekerheden: - betrouwbaarheid van systemen - open standaarden - added value naar langere termijn - business modellen - commissioning & maintenance

© 2012 - TU/e LightHouse & Gemeente Eindhoven

2020

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.

Surface lighting of buildings create need for regulation

Veranderende verantwoordelijkheden

Kennis over hoe je dynamisch omgaat met licht

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.

Nieuwe spelers op de wereldmarkt (bv. Toshiba, Samsung)

Real time info (via glasvezel netwerk)

Stadsdashboard (integraal over beheersdiensten)

Digitising on street furniture and signage Accesspoints voor ‘care’ als verlengde van domotica (elderly care outside home)

City sensor networks

Technologie verloopt volgens ‘evolutie’ (stapsgewijs)

OLED

‘Google street view’ in real time

Data mining Smart grid: toekomstgericht & flexbiliteit Smart buildings (building mgt systems)

Mast materialen en coatings (reflecterend, zonnecollecten etc)

Licht als display

Multiple user scenarios police, retail, restaurants, bars = government checking boundaries Local energy storage & generator

People flow mgt linking lighting application

Invisible

Social Andere vormfactoren en bevestigingen

Scenario sturing (bijv. emergency response)

Demand response on street lighting

Logica & algoritmes

Guidance of traffic, using lighting infrastructure

Sensoren in elk lichtpunt

Emergy management services incl. lighting

Interactive

Event based communicatie Proximity + omgeving sensing: (communicatie tussen palen)

System of systems integratie City apps on (samenwerking volgens eigen policy) public platform Open glasvezel IP netwerk

Light on demand (service georienteerde oplossingen)

Open data Ontwikkeling & realisatie van IPv6 niieuwe producten & diensten Fijnmazig netwerk van Open platform IP enabled Infrastructuur bij ‘verglazing’: low data rate sensoren grid grid Lokale duurzame - wat nodig? efficiente opwekking ‘fijnmazigheid, dikte van de ’goot’ Open energie netwerk Cable (DOCSIS) Using savings in efficiency ADSL/VDSL Bedrade backbone in innovation Broadband Fibre met veel access points Open data infrastructure Nieuwe producten & Start policy of microservices ontwikkelen ‘Parel’-ontwikkeling grid on top of grid (door bedrijven en burgers) Investment -> parelketting models Program management cross departments/functions Energy roadmap for connected public space Maintenance adviser what/when Budget guide line Openstelling van Regelgeving met Hoe omgaan met de infrastructuur stimulus voor huidige richtlijnen (rijk, provincie, gemeente) nieuwe initiatieven Change from owning Comfort Organisatorische to consuming lighting Prioriteit voor inrichting ivm Partijen betrekken maatschappelijke issues Tijd van gratis ‘proefveranderende rol Dienstontwikkeling in masterplan/roadmap in masterplan monsters’ is voorbij (bijv. thuiswonende ouderen) Nieuwe waardeketens (in verlichtingsmarkt) Samenwerking Innovatief Aanbesteding: PPS constructie aanbesteden brengen & halen in samenwerking over beleidsvelden Branding Brainport: Veiligheid (perceptie) Communicatietrajecten (geld, kennis, uren, ...) Opstellen voorwaarden ‘City of Tomorrow’ Ecosysteem voor bij nieuwe business modellen & succesfactoren Privacy issue Aanbesteding : Innovation Pilot 1 (alfa) infrastructuur en eigenaren voor uitbesteding a tot z center When you dig: put in fiber (business model) - uitgaansgebied Doel -> spec - industrieel gebied (= policy to get everything Pilot 2 (alfa 2) - woonwijken connected within x years) User profiles -> public policy Pilot 3 (beta) Buffers (e.g. AIM) naar inkoop Eisen/regels voor publiek belang Begrip tav. burger wensen Regelgeving ‘openbreken’Asset bundling (normen voor adaptieve systemen) (vnl gereguleerde deel) (less siloed) Data beheer &beschikbaarInzicht in wat de Efficient & veilig van A naar B stellen (geanonimiseerd) burger nodig heeft -> rol vd overheid Gebiedsgewijze ontwikkeling Communicatie naar burgers: Voorinvesteringen (rol gemeente) Energy light point needs Objectieve modellen voor -> maste plan Andere nationaal + internationaal voor innovatie tobe connected de perceptie van veiligheid afrekenmodellen (overdragen voor exploitatie =>change policy (bijv. klachten) ICT policies for Platform for experience Welke rol speelt de gemeente Regulation & policy public infrastructure design in living labs in system of systems integratie? Performance: changes Economic modelling - werk Beveiliging tegen Less complex (TCO / NPV / IIRR) RFI / RFP’s / RFQ’s - leren cybercrime ecosystem - ... Splitsing ‘kritische’ City as a living lab Zicht op welke waardeketens Less techo push Open innovatie + Acceptatie van techniek & ‘luxe’ systemen (structure & scalability) je wilt hebben innovatiestimulering

2012

LIGHT HOUSE

Light balancing

Performance

feedback ideas, communication, smartphone internet

lighting Asset management links configuration mgt and quality mgt

Milestones Taking poles away: surface lighting optics that direct the light

Fiber optics Internet-based interfaces, open

-> change over to better Ease of use: Modular multifunctional performance Fool-proof technology SSL region addressing design (scalable) must be possible f.e. controlled + non-controlled quality of light: type of street -> remotely Continue prijsdaling IP enabled Driver ontwikkeling people, planet, profit Over the air intelligent grouping LED’s - BIN’s wroden beter upgradable systemen loopt voor op LED’s IP based systemen Lichtschakeling Web/remote control Actueren van licht Lokale stuursignalen Inter-operable controls (bundels en richting) op tijd/sensor: dimmen op groepsnivo SW/HW (proximity sensor) uit / aan / dim Verbetering gelijkscenario based upgradable systeem Uitwisselbare & matigheid irt lichtnivo scheidbare systemen Licht als lijn Verbetering lichtmengen Lensontwikkeling maakt Retrofit, affordable control via optica langere paalafstand mogelijk (e.g. cabinet based) Lighting apps on Aansturen verlichting public platform Flexibility when Interconnected vanuit smart grid Eco -measurement installed (internet of things) Event-based control + i.r.t. goals Closed loop street level sensors Meer mogelijkheden via life cyclemanagement reflectie oppervlakken Variable kleuren ‘second life’ Licht als punt Lensontwikkeling maakt (bijv. kleurtemp. verloop) Gevelverlichting minder verblinding mogelijk Multi-functional Software based aanschijnen van boven network (infrastructure) flexibility Zelfvoorzienende systemen (minder lichtvervuiling) op ‘straatnivo’ Constant lumen-output Context classificatie Dashboard: ‡: Behaviour upgradable sensor in armatuur Branding & (geluid, beeld) - labour, - parts, changing over time Combine light marketing - alternative products, and surveillance - CO2 targets Weather, traffic, accidents: sensor takes over Zelfmonitorende systemen Asset management (bijv. intrusie detectie) Interactive people platform connected & non-connected

Camera’s

luchtkwaliteit verkeersregeling

(serious) gaming

Separate licht on demand for busses Continuous change of energy performance in relation to lighting performance (purchase of performance instead of product specs)

2025

2030

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

13

Lighting technologies

Roadmap

Lighting lighting technology

control technology

applications

2012

2015

2020

Lighting technology

Control technology

Applications

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.

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.

Medium to long term (2015-2020)


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.

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.

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.). Realtime information becomes available through a widely distributed, high-bandwidth infrastructure.


Longer term (2020 and beyond)

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.

Longer term (2020 and beyond) Standardisation takes place within leds and lenses, which thereby become exchangeable modules.

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

LIGHT HOUSE


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. Longer term (2020 and beyond)

2025

2030

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)

14

Technologies for smart cities

Roadmap

Smart City applications

ICT infrastructure

enabling systems

2012

2015

2020

Applications

ICT infrastructure

Enabling systems




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.

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.

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).




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.

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 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.



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.

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.

LIGHT HOUSE


2025 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)

Longer term (2020 and beyond) 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).

2030

Real-time systems (using high-bandwidth sensors)

Smart city systems (integration of different municipal services)

15

Organisational preconditions

Roadmap

Organisation processes

business models

living labs

2012

2015

2020

Processes

Business models

Living labs




Plans are developed for the various areas in the city, with priority for socially important themes. In parallel, a platform is developed in which co-creation and involvement of citizens are further extended. This requires policy that defines the roles of citizens and the municipality. The municipality will have to take a role in the availability of the infrastructure in the city (managed by national and provincial government authorities, commercial parties and the municipality itself).

In the shorter term space needs to be created for innovative tendering processes that enable new business models in public–private partnerships. In fact new ecosystems need to be created, in which innovation also plays a role in the longer term. It may be necessary for the municipality to invest in innovations to ensure rapid roll-out, with the transfer to an outside party to handle the operational phase not taking place until later. New business models become possible as soon as the basic infrastructure (smart lighting grid) is available, and initiatives by citizens and commercial parties then lead to new products and services. The results of experiments in ‘living labs’ help to allow the real needs of citizens to be identified.

In the shorter term a start can be made on pilot projects in ‘living labs’ to allow the needs of citizens, users and stakeholders in the respective areas of the city to be identified. It’s a good idea to start experimenting with smaller-scale ecosystems in the different areas to see if a well matched business model can also be developed (e.g. nightlife areas, shopping centres, industrial areas, residential areas). Further investigation may then lead to a better understanding of the needs in aspects that are not yet well defined such as comfort and social safety, and how these are related to the performance and energy-efficiency of (lighting) systems. The relationships that are identified can then be verified in further tests and developed into relevant user profiles for intelligent lighting.

Medium to long term (2015-2020) Urban lighting policy is developed, building on the knowledge gained in the ‘living labs’ and various investigations and experiments. In this process the municipality has to take on the role of translating the interests of citizens into appropriate user profiles. The new business models with the open data and open infrastructure mean that roles and responsibilities need to be updated. The municipality also has to ensure that the knowledge gained about the needs of citizens is kept updated in line with new technology developments. Only then can the municipality continue to play a full role in the Quadruple Helix. Longer term (2020 and beyond) There is a continuous need to update laws and regulations in line with increasing knowledge and new (technological) facilities. The municipality can play an active role in this process (especially if the visionary role in lighting innovations is handled well).

LIGHT HOUSE


Medium to long term (2015-2020) Continuous innovations in the infrastructure continue to be necessary in the medium to long term. New, open business models for the infrastructure itself are then needed to ensure that (new) companies invest in sustainable infrastructural developments. Longer term (2020 and beyond) The infrastructure and the business models continue to develop if the system is well designed, and the municipality has to keep checking that this is actually the case.

Medium to long term (2015-2020) In the medium term the results of the investigations lead to objective models for the perception of safety and comfort. In addition, the investigations go further to allow the specific needs and wishes in relation to dynamic systems to be defined. Longer term (2020 and beyond) In the longer term there is in fact a continuous process in which new technologies and possibilities are investigated in ‘living labs’ and translated into needs and wishes for further roll-out.

2025

2030

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 business models and new laws and regulations)

Open infrastructure (further development of infrastructure through open business models)

Towards a smart lighting grid

16

Roadmap

Milestones societal transformation smart lighting grid Lighting

Improvement in function & energy consumption of urban lighting

Intelligent and adaptive systems for increased comfort, social safety and atmosphere Integration of lighting and smart city systems

Smart city Organisation

Broadband infrastructure

Convergence of systems (system of systems)

Enforcing open data and access for innovative public services

Stimulating development of new products and services for public interest

2012

2015

Full role in quadruple helix structure

2020

2025

2030

Smart lighting grid milestones

Societal transformation

Approach for implementation

Implementation roadmap

In the shorter term the technologies for lighting and the smart city will be developed in parallel. It will be possible to interconnect everything through IP networks. The lighting infrastructure can already be made intelligent by using systems that only need low data rates (i.e. not requiring broadband). This will allow a first iteration of relevant applications to be made with dynamic lighting based on the smart lighting grid. Experiments with different dynamic scenarios will allow an understanding to be gained of the needs and wishes of citizens and the community, and of what higher levels of comfort, ambiance and social safety mean for people.

If the findings of Future Telling and the roadmap are combined, the result is an impression of how the technological developments can contribute to achieving the societal transformation to the Eindhoven 2030 scenario.

A lot is already possible in terms of technology, and that will continue to increase. Broadband infrastructure is not absolutely essential to make a start with a smart lighting grid. And on the other hand the broadband network will in any case be rolled-out further in the coming years. This is why there was a discussion in the roadmap sessions about the approach to be followed towards the implementation of the smart lighting grid. In fact two options can be distinguished at top level :

Based on the above, there are two main themes for the implementation of the roadmap:

The knowledge gained about needs and wishes will be used to develop intelligent and adaptive lighting systems that contribute to increased comfort, social safety and ambience in the city. The further roll-out of the broadband infrastructure will enable new applications. This also brings with it the ability to use high-data-rate signals for dynamic lighting systems. These will initially follow preprogrammed scenarios, but will gradually evolve into adaptive systems interacting with realtime information. The need for integrated energy management will lead to cooperation between systems. In the longer term the smart lighting and urban systems will be integrated, leading to systems that manage energy, waste, mobility, care, lighting etc. at overall city level based on an integrated, holistic approach. Further developments in lighting and energy technologies will lead to a high degree of design freedom, and (small) modular, selfsufficient and easily reconfigurable systems will arise.

LIGHT HOUSE


Transition in the perception of people People’s awareness of scarcity means they make better-considered choices. There is a shift to more social responsibility for themselves. others and the environment (not just ‘me’ but more ‘we’). This results in broader support for sustainability, with citizens who also expect the government to make better-considered, more responsible choices.

Transition in social connections Responsible people make good use of technology to create new and significant links with other people who have comparable ambitions. If government is withdrawing, self-management becomes increasingly important. The new social networks can also play a role in the ‘living labs’, with input about the desired activities, system behaviour and dynamic lighting scenarios.

Transition in social innoation Enterprising people and cities will co-innovate on valuable solutions that contribute to higher ambitions. A smart city can only function if all parties in the Quadruple Helix act in a way that is carefully considered and that contributes to a better quality of life in the city.

• 

starting with a low bandwidth (wireless) lighting grid for connections to sensors and lighting controls;

• 

first installing the broadband infrastructure and then connecting the lighting system to it at some point in the future.

These two options differ in the required investment levels and lead times. The payback models for the investments will also have to be included in considering the investment decisions. It emerged from the roadmap sessions that finding a payback model for public–private partnerships is one of the issues for which a number of parties still have to find a solution. Different areas in the city demand different infrastructure and have different possibilities in terms of the payback model. Where the city centre requires high data rates to integrate video signals, lower data rates may be sufficient for control of the lighting systems in some of the residential areas. It is also clear that more ‘customers’ for high bandwidths can be found in the city centre, thereby enabling other payback models. It therefore appears logical to differentiate the plans for the respective areas, while also taking into account the payback model and the stakeholder needs in each area.

1 2

Innovation plan for city areas Differentiation in solutions for a range of needs, taking into account the consequences of those differences for the infrastructure and the opportunities for payback models with new products and services in the city area.

Experimenting with the role of the municipality Working in a Quadruple Helix structure in the development of new ecosystems for innovation demands a new role by the municipality, in which new payback models can also arise in public–private partnerships.

The above themes will be further detailed in an innovation plan in the following step .

The complete overview

42

Roadmap

A larger version of the roadmap is shown on a gatefold page in the appendix .

LIGHT HOUSE


18

Prerequisites for innovation

Innovation plan

From roadmap to innovation plan Based on the vision and roadmap, future-proof follow-up steps can now be defined. Because the city’s ambition is to stay ahead in technology and innovation, it is important for the innovation process to be defined and anchored to allow continuous experimentation and development with new products and services. Although most parties (companies, knowledge institutes and the municipality itself) are aware that innovations relating to the smart lighting grid have to be handled in a different way than through the standard tendering processes, it is not yet clear how the innovation process should actually be handled. Partnerships between public and private parties will change, and will focus mainly on knowledge integration to reach a total system concept and on generating new payback models. The municipality will have to safeguard public interests in these partnerships, which means it will have to take its full responsibility in the Triple Helix (while at the same time extending this into a Quadruple Helix by actively involving citizens). The following pages present a step-by-step plan for the development of urban areas. But before doing this, it is important first to carefully define the prerequisites for innovation. The first step to be taken is to gain insight into the system architecture. In the illustration on the right, four levels are distinguished in the architecture (centre column, from bottom to top): infrastructure, devices, data and services. Each of these levels is an enabler for the level above it, and innovation can take place at each level. The municipality can ensure continuous innovation by the way the project description is formulated, instead of simply specifying the one-off delivery of a system or provision of a service. Existing contracts and regulations will most probably cause limitations in the ability to do this. Where regulations need to be changed, the municipality will have to call on the European authorities to take the lead in the discussion about necessary changes. Societal issues will determine the priorities for innovation in this process.

To ensure innovation through the entire system, two aspects will need to be arranged : 1 The openness of the system (the left column in the illustration) The municipality will have to ensure transparency at all levels of the system. For most commercial parties this will conflict with their present business models, which are in many cases based on ownership of (parts of) the system. 2 The organisation of innovation (the right column) In the organisation of innovation the municipality will have to take a controlling role in organising the partnership in the Quadruple Helix.

LIGHT HOUSE


Guarding public interest Creating conditions to safeguard the public interest and availability of basic services by providing open access to the system at all levels. It is not necessary for the municipality to be owner of the system, but she will need to enforce universal and easy access for services of public interest in running and new contracts.

Open knowledge Providing access to acquired knowledge of proven user profiles for cocreation partners

Open data Providing access for involved parties to data for general/public interest

Open access Providing access for modules to the system (the ‘lego’ lamppost)

Open connectivity Providing access for public services to the infrastructure

Innovation in quadruple helix

System architecture

Ensuring continuous innovation and co-creation with citizens by organising the quadruple helix. The role of the municipality in this structure is to guard the public interest in the various innovation initiatives of citizens and commercial parties in the living labs in the city. For this role it is important that the municipality proves to be a reliable partner. Despite political influences, the policy will have to be consistent.

Social innovation

Services

Continuous monitoring of societal issues to prioritise innovation

Data

Stimulating application development to ensure the ambition is realised, within code of conduct

Devices

Infrastructure

Services innovation

System innovation Organising development of a standard interface between systems

Structure innovation Continuous monitoring alignment of shorter and longer term decisions in infrastructure with vision and roadmap to avoid conflicts and mismatches

Step-by-step plan for urban area development

19

Innovation plan

Four steps are distinguished in the development of an innovation plan for each urban area .

Innovation in specific urban areas •  •  •  •  • 

There are big differences in the desired functionalities and dynamics, for example in residential areas, shopping centres, industrial areas, ring roads, nightlife areas or parks. In each area, experiments can be performed in a ‘small’ ecosystem to find viable payback models for the investments and new business models for new products and services The plans for the smart lighting grid can be linked to other relevant policy domains for the area Co-creation can be anchored in the area by engaging the directly involved parties and citizens in the Quadruple Helix structure The municipality can take the initiative, in its role as a fully fledged partner

1234

Defining the ambition for the area: Identifying the present status: •  Energy saving

Have targets been set for energy saving? Is there a risk that sanctions or fines may be imposed?

•  Cost reduction

Have targets been set for cost reduction in public services?

•  City marketing

Is the area important for the image of the city? Which specific aspects are important? Does the smart lighting grid offer specific opportunities to distinguish the city from other cities?

•  Economic development

What is the role of the area in the economic development of the city? Does this role lead to specific needs?

•  Environmental care

What role does the environment play in the area? Are there specific ambitions in relation to this aspect?

•  Speed of change

How quickly will things have to change in the area? Is there a need for stability and ‘peace and quiet’, or on the other hand for dynamic, continuous change?

•  Visibility to citizens

How important is visibility to citizens? Is it the intention that they will immediately see that something has changed, or is change intended to be subtle and gradual?

LIGHT HOUSE


•  Activities and usage dynamics

What activities take place in the area? What are the dynamics of the use of the smart lighting grid (e.g. an annual festival or weekly late-night shopping)? What added value do services that can be provided through the smart lighting grid offer for these activities? What questions are there that should be investigated in a ‘living lab’ setting?

→ desired functionality and quality

•  Available infrastructure

What infrastructure is available in the area? What infrastructure is planned (e.g. broadband, renovation of the lighting etc.)? What are the shortcomings in the desired functionality and quality?

→ need for innovation

•  The involved parties and their interests

Which parties have interests in the development of the area? And what are those interests? Are they in line (or can they be brought into line) with the public interests and those of the municipality?

→ potential ecosystem

Specifying the innovation need:

Preparing for the task:

•  Defining the specifications for data & services

•  Initiating the ecosystem

The necessary functionality will differ from one area to another, because this is linked to the desired activities and dynamics. The differences may lead to specific needs for services and the data required to provide them. For example camera surveillance requires a broadband infrastructure, but will not be needed in all areas. In addition, the same research questions will not be dealt with in a ‘living lab’ setting for each area, so there will be differences in specifications.

•  Defining the specifications for infrastructure and devices

Based on the data required for the services, the consequences that this will have for the infrastructure requirements can be defined in more detail, building further on the infrastructure and plans that are already present.

•  Defining the specifications for the ecosystem

Based on the services that can be provided using the smart lighting grid, consideration can also be given to possible payback models. Together with the involved parties, a possible ecosystem can then be considered which on the one hand enables the public services to be offered in an easily accessible way, but on the other hand also allows for business models for commercial parties making investments.

The first step in the preparation for the implementation is bringing together the potential parties in the ecosystem that will make the investments to create the infrastructure and devices. At this stage the municipality needs to ensure that the Quadruple Helix is well represented.

•  Defining the value models

The second step is detailing the interests of the various parties in the Quadruple Helix, and based on the findings looking for a value model which sustainably satisfies these interests. This value model may also take into account the business models of the various parties to ensure that value is created sustainably for each of them (financial, knowledge, reputation etc.). The value model will also make the mutual interdependencies clear.

•  Detailing the task

At this stage the task is defined in detail and the order is awarded to the parties that will execute it. In doing so it is important that the objectives and the associated conditions (safeguarding the public interest and organising continuous innovation) are clearly communicated.

•  Implementation

Implementation of these tasks differs from the traditional implementation process because the work will continue after the initial completion of the system. The system can be used in the ‘living lab’ experiments, and this will lead to new ideas and insights which where possible will be implemented in continuous development leading to a system that contributes to improvement of the quality of life in the area.

20

Concrete steps

Innovation plan

Quick scan at city level


Current projects

Scaling-up

The first concrete step is to perform a quick scan at city level. This quick scan will identify: •  The planned innovations. •  The present status and needs in the city areas in relation to the smart lighting grid. •  The potential parties who may be prepared to invest in the smart lighting grid. •  Opportunities for subsidies and risks of fines (e.g. in relation to sustainability targets).

In parallel to the quick scan, a start can be made with pilots in city areas. Experiments can be performed on a small scale with the stepby-step area development plan. The advantage of smaller pilots of this kind is that there are fewer involved parties and the desired functionality and dynamics can be defined more clearly.

A number of projects are already running in the city, and these are to a greater or lesser extent linked to the ideas of the smart lighting grid, such as the roll-out of fibre-optic in the city, the Light-S project at Strijp-S, the Catharinaplein city square, and the co-creation project involving visitors and stakeholders in the Stratumseind nightlife area. For these projects it is particularly important to ensure that the learning experiences gained in practice by working in the Quadruple Helix structure are anchored. The municipality will need to take the lead in this process.

The concrete question of whether it makes sense to replace 21,000 lighting masts all at once by led luminaires will also need to be considered in relation to the plan. The quick scan could take into account which city areas have similar needs, and if this will allow scaling-up so that significant energy and cost savings can be achieved in a relatively short time.

The aim of the quick scan is to provide clarity in 2012 at the overall city level, so that priorities can be set. The advantages of working with a plan at city level are: •  The ability to define targets at city level, e.g. for sustainability, in concrete terms. •  A clear overview with carefully considered choices for prioritysetting. •  Possibilities for increasing scale by combining projects for city areas with similar needs. •  A total overview of needs and possibilities for co-investment with (commercial) partners. •  Making use of subsidy opportunities. The risks are: •  The wish to take too many details into account, which means the process takes a long time and requires a lot of time and resources. •  The quick scan process provides no clearly visible results. These risks can partly be mitigated by starting-up pilots in city areas as soon as possible.

Plan at city level Ambition & priorities

LIGHT HOUSE


It is important for these pilots to be planned explicitly as parts of a learning process. This means that careful evaluations must be carried out during and after the process to enable exchange of experience with other projects. The approach can be scaled-up once enough practical experience and confidence have been built up in its use. The advantages of working with small-scale pilots are: •  Faster implementation of innovations, with results that are visible to citizens. •  External parties can be involved to support and energise the internal organisation of the municipality. •  A solid business case is built up for a number of new services to start with. •  The involvement of the creative (lighting) industry in Eindhoven can lead to new concepts and business activity. •  If limitations are encountered due to regulations etc., a case is built up to enable these to be discussed in Brussels. The most important disadvantage of small-scale pilots is that these in themselves will have little impact on savings or improving the quality of life for larger groups of people. It is therefore important that opportunities for scaling-up are also considered in the selection and planning of the pilots. This will in a number of cases be possible in the city itself (for example in a pilot in a residential area), but also in other cities or regions (for example in nightlife areas or station squares). It can then be valuable to share experiences in a network of cities such as E3.

Learning & scaling-up


The quick scan will show in which areas such a replacement plan makes sense in the short term. It will then also be clear whether replacement all at once or phased over the coming years is the better option.

21

Conclusion The question

The results

The City of Eindhoven has a need for a more broadly based approach to public lighting than one that focuses only on cost saving. Broad acceptance – also among the citizens of Eindhoven – demands a clear proposition on the basis of which well-founded decisions can be taken .

The following important knowledge and insights have been gained from the total investigation :

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 point of departure is the ambition for a smart lighting grid to be implemented in Eindhoven by 2030 .

2 A roadmap that clearly shows the milestones and the steps to be taken towards the implementation of this future scenario. 3 An innovation plan showing the prerequisites and concrete steps towards urban development on an area-by-area basis.

LIGHT HOUSE


Although most parties (companies, knowledge institutes and the municipality itself) are aware that innovations relating to the smart lighting grid have to be handled in a different way than through the standard tendering processes, it is not yet clear how the innovation process should actually be handled. Experiments will need be performed in the coming period to allow really innovating lighting solutions to be found: • 

setting up living labs and organising learning cycles,

• 

learning to work in new collaboration structures; the Quadruple Helix.

The municipality as innovative organisation

• 

An area-by-area innovation approach will enable differentiated solutions for different needs and to optimally involve the interested parties.

• 

from citizen involvement to co-innovation,

• 

organising the ethical debate.

• 

The changing role of the municipality requires a different organisation, especially to influence legislation and regulations, to support partnership in the Quadruple Helix and to act as learning organisation in the ‘living labs’.

The investigations

1 A vision of the ‘liveable city’ in general and public lighting in particular in the form of a scenario for Eindhoven in 2030.

To take advantage of the opportunities that these developments offer for the citizens of the City of Eindhoven, it is important to identify the priorities for innovations on the basis of socially relevant themes.

Eindhoven as ‘living lab’

The ambition of Eindhoven to be a hotspot for lighting innovation offers potential for new economic activities. Integrating innovation through all layers of the system architecture (infrastructure, devices, data and services) will lead to opportunities for the creative industry to develop new applications and services.

• 

The approach to this project is characterised by three investigations, in which information is gathered from external experts through interviews and workshops. This information is used as input for workshops with the municipality to allow the overall knowledge and insights to be translated to the specific context and wishes of Eindhoven. This allows the creation of:

The world – and with it the context for public lighting – is changing on many fronts at the same time. Societal changes and new opportunities in ICT are influencing the integration of different systems and domains. Making future-proof decisions and investments towards a smart lighting grid requires a broadly based approach.

Concrete actions

• 

The municipality needs to develop from lead user to fully fledged partner in the Quadruple Helix. This differs from traditional partnerships through the mutual interdependency of the partners, because the process of learning and further innovation continues after the initial completion of the system or service. In anticipation of a well functioning Quadruple Helix, it is necessary to enforce partnership agreements and to anchor the transparency of systems with the involved parties.

The role of the municipality is changing, and in anticipation of that it needs to set up processes and define roles and responsibilities to safeguard the public interest in innovation:

Towards Europe: The municipality can ensure continuous innovation by the way the project description is formulated, instead of simply specifying the one-off delivery of a system or provision of a service. Existing contracts and regulations will most probably cause limitations in the ability to do this. Where regulations need to be changed, the municipality will have to call on the European authorities to take the lead in the discussion about necessary changes (for example in relation to the ‘digital agenda’): • 

towards innovative procurement,

• 

facilitating adaptations in standards and regulations for innovative lighting solutions.

22

Word of thanks Interviews and contributions • 

Emile Aarts, TU/e Intelligent Lighting Institute

• 

Jan Jaap Rietjens, Splinter

• 

Alex Alblas, TU/e Industrial Design

• 

Tim Schenk, Philips

• 

Marco Bevolo, Marco Bevolo BV

• 

Toine Schoutens, Stichting Licht en Gezondheid

• 

Jan Bergmans, TU/e Electrical Engineering

• 

Mary Ann Schreurs, Gemeente Eindhoven

• 

Aarnout Brombacher, TU/e Industrial Design

• 

Jacques Splint, Gemeente Eindhoven

• 

James Crowther, Cisco

• 

Marleen Stikker, De Waag Society

• 

Staf Depla, Gemeente Eindhoven

• 

Rik van Stiphout, Gemeente Eindhoven

• 

Hans van Diem, Philips

• 

Henno Theisens, De Haagse Hogeschool

• 

Robert Elbrink, Gemeente Eindhoven

• 

Ellen de Vries, Het LUX LAB

• 

Nils Erkamp, TNO

• 

Antoinette Grips, Gemeente Eindhoven

• 

Rinie van Est, Rathenau Instituut

• 

Rombout Frieling, TU/e OpenLight

• 

Marco Haverlag, Philips

• 

Christoph Herzig, Philips

• 

Rogier van der Heide, Philips

• 

Pauline van Hezik, Greenheart Company

• 

Mattie Kaelen, Cofely GDF Suez

• 

Ad Ketelaars, Gemeente Eindhoven

• 

Jan Kip, Gemeente Eindhoven

• 

Jean Paul Linnartz, TU/e Electrical Engineering

• 

Johan Lukkien, TU/e Mathematics & Computer Science

• 

Rob Megens, Schreder

• 

Arthur Noordhoek, Gemeente Eindhoven

• 

Zdravka Paskaleva, Cisco

LIGHT HOUSE


This project would not have been possible without the support and cooperation of all those who have provided input and contributed through interviews or workshops. We were delighted by the many constructive discussions and the openness that we encountered in this project. We would like to sincerely thank all those who have contributed, and we hope that they have gained as much enjoyment and inspiration from this project as we ourselves have.

Elke den Ouden & Rianne Valkenburg Eindhoven, July 2012

Appendices •  Future Telling research results: –  The influence of information –  The perception of value –  The potential of people

•  Scenario Eindhoven 2030

•  Roadmap

LIGHT HOUSE


Driver for change 1: the influence of information "Our behavior is guided by ubiquitously available information"

Systems will increasingly take over complex tasks

Empowered people through good technology applications

Sensors gather data (semi)automatically. Smart algorithms translate this raw data into meaningful information (such as the weather radar). Access to internet is cheap (often free), so users can always access the information.

Intelligent systems support people to reach their goals: literally (e.g. navigating through the city) but also figuratively (e.g. achieving a healthier lifestyle).

Our ‘true selves’ will be redefined in the ‘makeable world’.

6.4 “Schaarste: met info transparanter maken en daarop modellen ontwikkelen = Shell maakt bijv. Miljarden winst. Transparantie en social media gaan bedrijven forceren om bakzeil te halen. Rol van de mobiele telefoon in oorlogsgebieden is veel belangrijker. Kwaliteit van info is nu moeilijk te beoordelen (vgl omslag Brittanica) – daar komt iets voor in de plaats. Straks heb je bordjes op je virtuele deur over wat je wel en niet wilt – je gaat daar zelf in sturen met keuzes zoals je nu op spec’s een huis zoekt op Funda. Misschien niet voor iedereen maar zoiets gaat opgelegd worden. Dus rating en kwaliteit van informatie/; je krijgt straks weer zelf controle op de sloten van je digitale gateway.”

De kracht van individuen FT 12.5 “Gebruikers gaan een grotere rol spelen in de innovatie van grote bedrijven. Soort overtreffende trap van de zzp-ontwikkeling. Mensen hebben het vermogen en kunnen elkaar vinden, zijn mondiger. Zij weten wat ze willen en kunnen dat specificeren. Als bedrijven slim zijn gaan ze wel iets doen met al die creativiteit.”

Note: these are the statements taken directly from the interviews, to maintain integrity they have not been translated.

LIGHT HOUSE

(gevoel van ) zelfcontrole FT 6.2 “Straks hebben we geen abonnementen: alle info kun je overal aan. Artificial intelligence is het niet: we zijn zoogdieren met enorme veiligheidsbehoefte: basis niveau van Maslow moet gewoon ingevuld zijn, de top is maar een klein stukje. Mensen hebben behoefte om zelf controle te hebben op hun omgeving: interactiviteit dichten we een te grote rol toe. Arbeid en andere dingen worden steeds individueler: energie, arbeid etc. Ons welvaartsniveau zit ons nu in de weg. Langdurige relaties worden zeldzamer – we moeten wel een oplossing vinden voor hoe we de kennis gaan managen (ook in bedrijven/bedrijfjes). Vgl: mensen waren tot voor kort alleen getrouwd met iemand op loopafstand…”

FT 5.3 “Large amounts of info. The way info is being released will change. People can live two lives now (serious job in the week and a drag queen in the weekend). This will change because tracibility is high (e.g. number recognition on phones compared to previously being able to call anonymously). Exchange. Different definitions of what is legal: it is changing and its is different in cultures. We are blinded by popular politicians in what should or should not be allowed. Scrums in Brazil are more social than ‘Meerhoven’.”

Impact van gebruikers FT 9.2 “Hele grote bedrijven die in control zijn en die met mensen in contact zijn, kunnen die ook mensen empowerment geven om slimmer te worden? Dat kan een rol zijn van die bedrijven en dan ga je anders werken, maar krijg je dingen ook anders voor elkaar. Als er vraag is, als de wens er is, gaat dit gebeuren. Of het gebeurt al. Bijvoorbeeld hier: wij werken anders als er iemand op een website een recensie achterlaat. Want we weten dat mensen niet kiezen op basis van onze website, maar op basis van recensiewebsites. En die community is niet in eigendom van een groot bedrijf, maar het is wel een grote community die enorme impact heeft op het beslisgedrag van mensen. Wij reageren daarop.”


Value of the intangible, searching for alternatives and new opportunities through technology (everything is possible).

Technology becomes more human, and influences social processes.

Information changing behaviour

preconditions

companies

people

Control, trust, and reliability provide important guidance.

Transparantie door informatie FT

Business models will change drastically: no more free services that require you to reveal your complete identity, but services that add value (e.g. social safety in the park).

The digitisation trend that started in the engineering domain, will extend to biological and sociological domains. Continuous technological developments will enable e.g. intelligent decision models and recognition of emotions.

Users also add information through reviews and social media. Social relationships will again be instrumental in finding your way through the excess of information.

Where can it lead to?

De ‘always on’ society FT 2.1 “Omgeving wordt programmeerbaar: de ‘always-on society’. 24/7 online = instantaan en longitudinaal monitoring en terugkoppeling via verwerking van data naar transformatie om daarmee gedragsverandering voor elkaar te krijgen.Terugkoppeling klein & groot: betere balans als totaal in leven in contact met anderen. Sociale media zijn onderdeel van always on model (neuromarketing). Deze wereld wordt door een programmeerbare wereld gevoed en bedrijven gaan dat gebruiken. Onzichtbare dingen & voortgang zichtbaar maken – combinatie met priming methoden. Bedrijven gaan geld verdienen met de juiste manier van data verzamelen, verwerken en op goede manier naar mensen terug te koppelen. De hoeveelheid info die we kunnen verwerken groeit.”

paradigmaverandering: het vertrouwen van je moeder FT 4.4b

Empowered people FT 11.6b "In deze tijd gaat het om toegang tot informatie en de vraag is wie beheerst die toegang? Van een open internet zijn we aan het verschuiven naar een gesloten www. De Facebooks en Googles van deze wereld bepalen voor een heel groot deel onze toegang tot informatie. Je moet een account hebben om muziek te downloaden. Dus zij weten wat je doet, wat je wilt, etc. ze noemen het gepersonifieerd, dat klinkt nog mooi: de mens staat centraal, maar het is wel hun business. Dit zal zich nog verder ontwikkelen, maar dit zal ook een enorme tegenreactie teweeg brengen. Verdienmodellen gaan op hun kop; gratis diensten, maar waar je je

hele hebben en houwen aan uitlevert, dat gaat veranderen. Je kunt je afvragen of facebook over 10-15 jaar nog bestaat. Als dat niet op z’n kop gaat, dan is dat een ongelooflijke ramp. Dan hebben we onze ziel en zaligheid verkocht. Maar in de tegenreactie zal het weer open gebroken worden, dan zijn mensen weer empowered en komt de indiaan in ons terug."

“Social media geeft bedrijven inzicht in latente behoeftes: het is fijn als mensen snappen wat je wil zonder dat je het zelf wist – kan mooi zijn, maar is ook gevaarlijk. Het paradigma moet anders: meer je ‘moeder’, die doet wat goed voor je is. Het moet verschuiven.”

Digitale aansturing FT 2.4 “De stad wordt digitaal – je wordt overal geholpen met navigatie, je rijdt in gekoppelde auto’s op de snelweg, in de stad schakel je over op individuele navigatie – op stadsnivo wordt het verkeer geregeld en genavigeerd. Fijnstofmetingen gaan als input voor (tijdelijke) regelingen gelden. Lichtconfiguratie in steden wordt dynamisch. Burgers zeggen dat ze controle hebben, maar in de praktijk is het minder dan ze denken – want het gemak gaat voor. Normen verschuiven snel.”

Combi van virtueel en reële wereld FT 10.2

"Kennis commodity: is extrapoleren van nu. Techniek gaat aan de ene kant heel snel, aan de andere kant ook heel langzaam. Nieuwe mogelijkheden – nieuwe manieren van werken = stuk automatiseren, ook beslissingen. Veel potentie in crossover naar real life: combi van virtueel en reëel. Wat betekent dat voor mensen en hoe veranderen ze/we? Andere relatie tussen mensen en bedrijven. Welke kant gaat dat op? Zzp groei? Of hebben mensen toch behoefte aan vastigheid? Ook de overheid kan anders worden: kleine kern en flexibele schil? De stad wordt een 24 uurs samenleving: de grens tussen werk en privé vervaagd: wanneer je wat wilt doen – verdeling werk/vrije tijd & weekend veranderd. "

Data betekenis geven FT 1.4

“Intelligente systemen voor fysieke en sociale bewaking in positieve zin: technologie en kennis. De rol van kennisvergaring ligt ook in data acquisitie en data mining. Vroeger woonden we bijv. Bij opa en oma in de buurt, maar nu wonen we verder weg. Zorgen op afstand gaat niet zo gemakkelijk. Bij installatie van monitoring systemen blijkt dat klokcycli van elkaar afwijken (dagelijks vs wekelijks boodschappen doen bijvoorbeeld). In de individualistische maatschappij viel dat niet op, maar nu met nieuwe communities wel, en je wilt niet terug naar de jaren 50/1984. Wat is nodig? Sensoren (biosensoren) om beter te weten wat goed voor je is, mensen hebben geen referentiekader en geen idee (voorbeeld hartslagmeters van de Aldi). Wij weten het niet meer, maar met kennis van patronen veranderen wij ons gedrag. Intelligente systemen moeten helpen om betekenis te geven aan data en vertalen in actionable informatie, helpen om duiding te geven (logica). Data en data duiden/betekenis geven. Intelligente systemen gaan geen taken overnemen maar bieden hulp/steun.”

De maakbaarheid FT 8.8

“Biotechnologie, die impact wordt groter dan we nu kunnen voorzien., het is er al. Het sijpelt al naar het publieke domein, en dan gaat het een boost geven aan ontwikkeling, acceptatie, die ongekend is (weten we uit de ict domein). Vb DNA analyse, medicatie online, voedsel modificatie. Van alles voor personen en mkb beschikbaar. Niet langer het alleenrecht van de wetenschap, dus ook moeilijker te reguleren. De doos van pandora is al open. Leidt tot een ander mensbeeld. Alle kennis over eten, kanker, etc. wordt openbare kennis en dat raakt niet alleen ons fysieke, maar ook ons ‘zijn’ . Niet alleen afslankboeken, maar ook zelfhulp hoe we gelukkiger worden. Ons brein is plastisch; verandert door andere vormen van interactie, maar gaat ook veranderen hoe we voelen, andere emoties, hoe we relaties aangaan. Ons huidige onderwijs is hierop niet toegespitst. Hoe mensen hun eigen verantwoordelijkheden kunnen nemen.”

Nieuwe media FT 6.5 “Nieuwe media en andere vormen gaan dingen versnellen – wat je nu al kunt in dezelfde tijd als 10 jaar terug! Ik weet niet wat er gaat gebeuren, maar bijv. Een krant is gewoon een raar concept. Hier ligt een rol voor tablets. Er gaat geen splitsing in de samenleving ontstaan: we gebruiken allemaal dezelfde technologie, alleen voor een andere inhoud. Ik had bijv. De socialiserende rol van de telefoon en ipad niet verwacht. Virtual space delen? Als er meer info komt over schaarse grondstoffen en hoe we ze gebruiken: daar zitten veel kanten die we via virtual space gaan oplossen. Nu zijn er teveel schijn-sustainable oplossingen. Het Kyoto akkoord maakt rare oplossingen aantrekkelijk: bijv. CO2 verplaatsen. Dromen en idealisme zijn nodig om de echte problemen op te lossen. In 30 jaar is veel veranderd. Over 20 jaar is dat weer zo. Het schuift door naar de volgende generatie. We denken dat we als miertjes aan het sturen zijn… Evolutionair: we zoeken steeds oplossingen voor de problemen die we hebben.”

De digitalisering van alles en nog meer FT 11.1

"In de jaren 70 en 80 convergeert het digitale met het mechanische, mechatronica: de informatisering van de productieprocessen, van de industrie.In de jaren 90 convergeert de informatietechnologie met de communicatietechnologie: de ict. Nu in de digitale convergentie: alles gaat nu via het internet, niet meer via verschillende kanalen, zoals de krant, de media, de computer etc. De volgende stap is de NBIC convergentie: tussen nano, bio, informatietechnologie en cognitieve wetenschappen. Dat is eigenlijk de digitalisering van levensprocessen. We hebben nu allerlei gen en bioprocessen in kaart gebracht, en vanwege de digitalisering kunnen we er ook mee gaan ontwerpen. Dat zie je bijvoorbeeld in de biotechnologie, maar ook op het gebied van de hersenen – KI – kijk maar naar hoe belangrijke beursbeslissingen genomen worden, al 50% daarvan is gedigitaliseerd, wordt besloten door programma’s. Nu ook op sociale processen, het immateriële, gaat beïnvloed worden door het digitale. Bijvoorbeeld na gezichtsherkenning, dat is statisch, ook naar emotieherkenning. Interpretatie van gedrag komt los te staan van wat men zegt. De marketeer herkent al wat je vind, straks gaat dat onze sociale patronen sterk beïnvloeden. Het begrip tussen waar iets plaatsvind en wie iets doet, van dichtbij van veraf

Empowered people FT 11.6a

"Wij zijn de indianen van de toekomst; de vrijheid, empowered mens. Vroeger was het leven beperkter (in een dorp), maar ook heel vrij. Los van beïnvloeding, stress, tv, etc. de mens van tegenwoordig wordt beïnvloed door signalen, welke en welke doelen erachter zitten is niet meer te achterhalen. We worden geleefd. Wat is dan nog je identiteit? Dit zal zich nog verder ontwikkelen, maar dit zal ook een enorme tegenreactie teweeg brengen. Verdienmodellen gaan op hun kop; gratis diensten, maar waar je je hele hebben en houwen aan uitlevert, dat gaat veranderen. Je kunt je afvragen of facebook over 10-15 jaar nog bestaat. Als dat niet op z’n kop gaat, dan is dat een ongelooflijke ramp. Dan hebben we onze ziel en zaligheid verkocht. Maar in de tegenreactie zal het weer open gebroken worden, dan zijn mensen weer empowered en komt de indiaan in ons terug."

Perspectief vanuit gebruikers FT

8.3 “Perspectief vanuit gebruikers wordt steeds belangrijker bij het ontwerpen van diensten en producten. Dat heeft te maken met die decentralisatie; grote veelvormigheid. VB app-ontwikkeling: een app ontwerpen die misschien maar voor 50 mensen bruikbaar is, maar voor die groep mensen wel heel wezenlijk. Dan is wel een open infrastructuur nodig waar mensen op kunnen doorontwikkelen. Voor elke technologie die je de samenleving inbrengt zou je een pve kunnen maken. De overheid als opdrachtgever van veel van die technologie waar we niet omheen kunnen zou dit kunnen/moeten doen. Bv, paspoort, straatverlichting; we worden gedwongen hieraan mee te doen, dan zou er een conduct moeten zijn. Google is zo’n dominante technologie; je kunt zonder google eigenlijk niet meer leren. Dan zou dat gereguleerd moeten worden.”

verandert door de digitalisering. Vroeger was virtueel en de werkelijke wereld ver van elkaar, nu is het digitale in onze wereld binnengedrongen. (check in, check out). Er komt een layer op onze wereld die interacteert: de cybernetische lus."

Value of the intangible FT 6.6

"De rol van consumenten""producten"" in de openbare ruimte: Ik denk dat er allerlei verdienmodellen op straat geeffectueerd gaan worden met behulp van social media en apps. Ik verwacht toch een grote toekomst voor ""intangible goods"". Diensten die een meerwaarde bieden in je leven, maar die je toch ervaart als producten, of Dat gebeurt al een beetje (denk aan apps als buiten beter), maar ik zie meer dingen gebeuren als: * gaming opties in het publieke domein. je logt in dmv een app, light versie kost niets, alle opties kosten meer. Draw something geprojecteerd op de muur of een scherm, gebouw volkliederen met licht, met licht gooien. * maar ook het beinvloeden van licht is een optie. En dan niet de algemene openbare verlichting, maar wel dat je een sfeerlichtje maakt bij de bank of een leeslampje, of de disco soort van jukebox achtige oplossingen. Ingegeven doordat niets triester is als een disco die staat te flikkeren terwijl er niet gedanst wordt....dat zijn echt de avonden van het kansloos zoenen. * bij het speelveldje is er niet een knop waar je op drukt, maar je krijgt gelegenheid om te spelen voor een (laag!) bedrag. Krijg je net een beetje rem op misbruik door. * Als je als wandelaar de weg kwijt bent is er een optie om via google maps en een

gelinkte app je te laten helpen de weg weer te vinden. Deze geeft dan middels markante punten aan welke kant je op moet. bijvoorbeeld: loop in de richting van broodje van kootje, ga bij de mc donalds recht en loop van daaraf naar de kerktoren. Wat mist in navigatie is dat je je als mens orienteert op herkenningspunten en liever niet op straatnaambordjes die ontbreken of niet consequent geplaatst zijn."

Intelligente systemen in control

FT 7.1a "Wanneer komt de interface die je meteen op je cervix inplugt? Dat gaat alles veranderen: is niet meer zo ver weg. Dan hoef je bijna niet meer te bewegen, kennis en intelligentie kunnen rechtstreeks uitgewisseld worden. Intelligente systemen gaan alles overnemen. Scholen zijn niet meer nodig. Maar de zwarte kant is dat je afhankelijk bent van wie er wat in stopt. Het gaat een enorme invloed op de economie hebben: waarom werken we? Geldt dat dan ook nog? De eerste stappen zijn er al: kinderen worden slimmer, maar ook brutaler. Anders.Er komt dan een tegenbeweging op gang – naar de positieve kant."

Aandacht voor fysiek FT 4.3 “Ander soort mensen: fysiek zal dat wel lang duren (genetisch), maar ik heb wel het gevoel dat hersenen al anders zijn gaan werken. We vergeten fysieke behoeften terwijl we met kennis aan de gang zijn. Meer behoefte aan lichamelijke dingen. Wat als digimogelijkheden ons fysiek gaan aanvullen: dan kunnen we van een gebouw af springen of vliegen.”

e: uisit ibration q e r hat? l Pre do w l reca ed to nd a w c o l i l a k ’s a Eth y)? twor who

Convergerende technologie FT 11.7 "Die convergerende technologie zit in 2 domeinen: de convergentie nano & informatie technologie, dat zijn de natuurwetenschappen, waarin het leven maakbaar wordt. En de bio & cognitieve wetenschap, dat zijn de life sciences. Dus die kennis van de dode materie (natuurwetenschap) en levende materie (life sciences) komen nu samen en dat levert 2 grote technologische trends op: - Biology becoming technology. De natuurwetenschappen komen met een engineering vision: de biologie wordt begrijpelijk en het leven maakbaar : human enhancement. - Technology becoming biology. De biologische apparaten worden complexer en we bouwen systemen waarin intelligentie, herstel, reproductie en reparatie in zit. Menselijke eigenschappen inbouwen in artefacten (fysiek, cognitief, sociaal): living technology. Dit komt heel erg dichtbij."

e th e ecid r of the n trustwor will d y ne Who s the ow d are the i n Who ation (a m infor k? ing? twor ct? n ne ssion u - ope of cond r commi it is o e ess, proc a code - cod esigning n g i s h d c e - coial d e, in whi edby a soc n g gy is n challen be desig o l o n Tech cal desig needs to . i o rs a eth duct als keholde n a of co ing all st lv invo

Technologie als maatschappelijk design vraagstuk FT 8.2

"Het valt of staat met normering; alles wordt programmeerbaar, genetwerkte lokale systemen, kennis en informatie delen. BV lokaal energie opwekken heeft zin als je het ook weer aan het systeem kunt afstaan. Dus: hoe rust je een dergelijk netwerk uit? Met welke protocollen? wie is de eigenaar? Wat is de normering ervan? We kijken nog niet naar de normering hiervan, alleen nog maar naar de wetgeving. Technologie is een maatschappelijk design proces geworden, waarin je kijkt naar normen en waarden, het is een ethisch ontwerpvraagstuk. Het gaat loskomen van

de ICT, mee-ontworpen door meer stakeholders. VB de OVchipknip, een systeem dat op basis van stakeholders is ontworpen, en niet op basis van gebruikers."

De overheid als opdrachtgever van technologie FT 8.4

“De rol van de overheid moet dan ook veranderen. Overheid als opdrachtgevers van technologie.”

overheidscontrole FT 7.1b “Rol voor de overheid: bewaken dat dingen gebeuren op een manier dat iedereen er gelukkig van blijft = mogelijk maken dat het kan. Rol om te zorgen dat technologie niet het doel wordt. Mensen hoeven de stad niet uit.”



Driver for change 2: the perception of value Liveable environment

Self-management

Social balance

At this moment we have nothing to complain about: the Netherlands is has an excellent ‘liveable environment’. We do not yet experience a scarcity of resources, of energy or food, everything is available and affordable.

People have access to more information and possibilities, and will use those to deliver on their individual needs.

There will be an increasing awareness that we all have duties and responsibilities (not from idealism, but for pragmatic reasons).

Economic restrictions result in official organisations (governmentment, insurance companiets etc) no longer being able to fulfil all needs, so there will be a call for increased self-management. Taking responsibility for your own situation in all kinds of areas: health care, social safety, energy.

Innovations with a social perspective will help us further. The awareness that scarcity is not just a question of money, but also means attention, love.

The awareness of scarcity is beginning to take hold, driving more conscious choices.

Individuals and companies will take responsibility for societal goals and innovations and entrepreneurshio will flourish.

Companies and organisations need some kind of stimulus to provide attractive (cheaper) alternatives, to make trends like microgrids and small scale urban farming realistic at large scale.

Werk als basis FT 9.1

"NL is uitermate leefbaar. We mogen hier helemaal niet klagen. Als je een keer in San Paulo bent geweest weet je beter. Er is een grote migratie aan de gang, mensen zoeken welvaart en dus werk. Dus de beste stad is een stad waar je kunt werken. Daardoor is er inkomen, daardoor is er consumptie en besteding, daardoor kunnen er diensten aangeboden worden, kan het vuilnis opgehaald worden, kan het huis gebouwd worden, en kunnen de kinderen naar school. Dat wordt vaak over het hoofd gezien, dan komt er een lijstje met leefbare steden en staan bovenaan Kopenhagen en Zurich, maar dat zijn hele gemanicuurde omgevingen: niets op af te dingen en een beetje saai. Maar de steden met problemen hebben daar niets aan, om te weten hoe Kopenhagen het prettig maakt voor de happy few. Het gaat toch gewoon om werk. Misschien niet erg geënt op de NL situatie, want onze werkloosheid is heel laag. Maar wel een basisvoorwaarde die niet over het hoofd gezien moet worden."

Afval management FT 9.3 “Vervuiling en afval is heel erg belangrijk in de stad; om het te handelen, om het in te zamelen, om het te recyclen, om het terug te brengen,. Dat is een hele economie op zich. Dus als straks ook particulieren carbon credits gaan verhandelen dan gaan ze bewuster om met hun afval. In A’dam proberen we lantarenpalen te verkopen, maar de ROI gaat daar helemaal niet op. Want A’dam verbrand zijn afval en heeft daardoor de goedkoopste energie van NL. dus moeten wij onze propositie helemaal veranderen. Dat heeft met het afval te maken, met of het goed gebruikt wordt. Het beheren van de afvalstromen wordt steeds belangrijker, ook bij het ontwerpen van steden, hoe ga je logistiek hiermee om. Dat wordt nog niet helemaal zo bekeken.”

Bewuster kiezen FT 11.5

“Er is discussie rond grondstoffen schaarste. Al sinds de jaren 70, olie, schaarste. Gekoppeld aan de industriële revolutie. Nu spelen met name de aardmetalen een rol, allemaal gebruikt in IT producten. De informatierevolutie brengt nieuwe afhankelijkheden met zich mee. We zijn verslaafd geraakt aan goedkope materialen. Er is nog geen fysieke schaarste, maar we moeten ons realiseren dat ieder gebruik van materiaal/grondstof heeft ecologische en maatschappelijke consequenties. Nu dringen ook de consequenties meer door (door meer en betere informatie); de discussie – de westerse eisen voor productieketens – worden inzichtelijk. Er is nog veel bewustwording nodig, de vanzelfsprekendheid gaat veranderen; de vanzelfsprekendheid dat we onze tank volgooien omdat het betaalbaar is. We gaan naar een recycling maatschappij; bewuster kiezen en nadenken.”

Bewustzijn mensen gaat veranderen FT 3.1

"Er ontstaat veel meer vraag. Ook meer diversiteit, kan je dat nog centraal aan? Mensen hebben ook meer individuele behoeften, willen meer als klanten behandeld worden dan als patiënten. Geen eenheidsworst meer. Uiteindelijk zullen de verzekeringsmaatschappijen de zorg aan gaan bieden. Verzekeraars worden de eigenaars van de ziekenhuizen, waarom niet? Als ze dat doen kunnen ze veel kostenbesparender werken en ze kunnen keuzevrijheid bieden. Want als het ziekenhuis je niet bevalt, dan ga je naar een andere maatschappij toe. De verzekeraar die niet meer uitkeert maar de zorg aanbiedt en gaat doelgroep denken. Mensen zoeken al steeds meer op internet over zorg, ziekten en behandelingen en zullen dus ook andere eisen stellen. Ze weten gewoon meer. De beleving zal meer individueel zijn. Voorbeeld, wij werken aan een product dat doet aan pijnbestrijding; geen risico’s lichaamseigen manier, etc. het biedt mensen keuzevrijheid: je kunt een pilletje nemen, je kunt dit gebruiken, je hebt eigen verantwoordelijkheid. Als bedrijf kan je dus mensen keuzes bieden hoe ze zelf om willen gaan met hun eigen gezondheid. Dat zal meer worden. Mensen zullen dus bewuster kiezen voor voeding en gezondheid, luchtkwaliteit en gezondheid, beweging en gezondheid, allemaal dingen die mensen zelf in hun omgeving kunnen

Alternatieven voor grondstoffen, energie, voeding FT 2.3

"Microgrids zijn zich al aan het ontwikkelen, maar het duurt waarschijnlijk langer dan mensen nu denken – alle huizen gaan energiestations worden (alle daken zonnepanelen, dakpannen worden cellen). Producten moeten goedkoper worden zodat mensen ze zich kunnen veroorloven, bedrijven moeten worden gestimuleerd om ze goedkoper te maken. Alternatieve grondstoffen moet via betere informatie worden aangeprezen. Kleinschalige landbouw en grote steden is een logistiek issue. Home farming gaat niet vliegen, maar wel kleinschalige en zeer efficiënte farming in steden."

preconditions Note: these are the statements taken directly from the interviews, to maintain integrity they have not been translated.


veranderen. Wij werken aan allerlei proposities op die gebieden. Aan welzijn en gezondheid, op andere manier dan pilletjes en ook echt preventief. Ik denk echt dat dat booming wordt, en individueler beleefd zal worden. Maar ook in het collectief wordt het natuurlijk wel op prijs gesteld: een mooi park in de stad of schone lucht in de leefomgeving, dat wordt natuurlijk wel geapprecieerd."

Mensen in control FT 1.1

"Cluster duurzame maatschappij: geen eisen stellen aan overheid, maar stuurman zijn van je eigen lot (ook lichamelijk). In gezondheidszorg betekent dat een verschuiving van ‘de dokter zegt dat’ naar ‘ik en mijn eigen lichaam’. Geldt ook voor sociale veiligheid: met zijn allen verantwoordelijkheid nemen. Overheid en experts worden enablers hiervoor = zelfregie bij mensen, zelf verantwoordelijkheid dragen. Sensoren om diagnose te stellen – zelf en door experts. Arts heeft toegang tot data waar je het zelf niet hebt. Het wordt meer gedecentraliseerd en geïndividualiseerd = ook zelf de consequenties hiervan nemen."

Maatschappelijke transitie door kennis FT 1.2 “Er komt een omslag van ‘ik als mens mag alles’ naar ‘we hebben samen plichten’ – de omslag zit in kennis. Door sociaal pragmatisme: oplossingen voor crises uit pragmatiek: kennis leidt tot actie. Sociale veiligheid: nu verregaand hedonisme – daar komen microoplossingen en eigen oplossingen tegenover te staan. Nu moet overheid nog graffiti weghalen (‘dat doe ik niet, dat moet de gemeente maar doen’), maar mensen moet zelf weer dingen gaan doen. Ook in energie: niet boos maken over prijzen, maar zelf actie nemen.In de jaren 50 mocht je dingen niet van de community (geloof etc), daarna is het omgeslagen naar ik mag alles want ik heb er recht op . Dat loopt vast.Nu besef dat je niet alles kunt, en je hebt kennis nodig om het op waarde te schatten: de consequenties te kunnen over zien en de alternatieven te kunnen afwegen. Niet vanuit idealisme, maar vanuit pragmatiek.”

Omarmen radicale transformatie FT 11.2 “We streven nog steeds naar economische groei. En die is, zo is onze centrale gedachte, gelinkt aan technologische innovatie. In de jaren 50 in de wederopbouw, was het helder. We moesten opnieuw opbouwen en er was behoefte aan economische groei. Deze groei, de welvaart, was direct gekoppeld aan welzijn. Dat is vanaf de jaren 70 veranderd: economische groei leidt wel tot welvaart, maar niet per se tot meer geluk (ook niet minder trouwens). Daarmee wordt het geloof in innovatie ondermijnd, maar we zijn ook gevangen in die gedachte. Sociale innovatie, minder vanuit technologie gedacht, maar meer vanuit het maatschappelijke perspectief gedreven, zal verder opkomen. We gaan meer nieuwe dingen doen waarbij we nadenken over wat het ons aan geluk brengt. Hiervoor is een maatschappelijke visie nodig.”

Polarization FT 5.2

LIGHT HOUSE

Gedereguleerde gezondheidszorg / self care FT 9.5

"Mensen die nu in de digitale context leven zijn anders – het kan de technologische kant op gaan, maar voor sommige dingen zou ik willen dat het anders was maar dat het niet kan: bijv. eigen groente verbouwen Urgentie gaat een rol spelen: er zijn een aantal feiten die dingen ‘verplicht’ gaan maken en die creatieve oplossingen gaan vragen. De vraag is wie betrokken is bij die grote beslissingen. Er zit spanning tussen wat ik zou willen en of dat gaat gebeuren. De cultuur van instituten maakt het moeilijk om zelf iets te doen – waar ging het ook alweer over? = energie, voedsel, water, ruimte. Heel erg vooruit plannen is misschien niet de weg, maar hoe kun je mensen mobiliseren om nu in te spelen op wat er nu speelt. Veel meer bewustzijn van dingen en niet ‘het zal onze tijd wel duren’. Naar personal power en die inzetten om dingen te creëren = zorgen maken over mensen die het niet kunnen – hoe krijg je dat voor elkaar?"

"Education is polarising. All is online – very much available. Now in the crisis everybody wants a title and uses it. Education = knowledge = abundantly available. Education in schools is becoming harder and more rigid. The value of human life is getting less (was already low in Asia). Health. The role of the doctor will be centralised more in the system, becoming an administrative role. Role of advisor will be centralised. Non-religious people get a funeral in the church. At certain facilities you need access = social power. Agriculture: linked to communities. Relationship with food changes. Meerhoven turns into something like a medieval village.

Tax. Things will be available for a restricted use: then above you will pay for yourself (e.g. care). This becomes implicit taxation. Availability for the paying few."


Verandering door diversiteit

Innovatie en ondernemerschap diversiteit in de samenleving FT 12.1

"Al sinds de jaren 60 is de diversiteit in de samenleving aan het toenemen, met name in de grote steden. Het brengt potentie mee en gevaren, maar het is onvermijdelijk. Er gebeuren interessante dingen op kruispunten van culture. Hier gedijt met name sociale innovatie, waar mensen met verschillende invalshoeken samenkomen. Het heeft ook een keerzijde: het is ingewikkeld, gaat niet vanzelf goed, maar we zijn ook een rijk land waarin we weer aan het klagen zijn. Het populisme is een begrijpelijke reactie, maar op lange termijn geen zinvolle weg. Daar speelt ook mee dat de nationale overheid de afgelopen jaren heeft ingeboet. Alle instituties worden minder gewaardeerd, en veiligheid is de laatste kurk waar de overheid op drijft. De vraag om te reguleren op het gebied van veiligheid en ict. Maar dat staat wel op gespannen voet met innovatie; je kunt verrassingen niet reguleren. Voor een deel lost zich dat zelf op. De 3e generatie heeft hoge

Samen met mensen FT 10.4 “Burger participatie: Mary Fiers sterk voorstander. Is lastig om de burger mee te trekken in onze logica (je trekt ze in onze wereld). Hoe laat je ze participeren in wat er echt toe doet voor ze? Open staan als mensen iets willen = gezond verstand inzetten vs. ‘iedere burger zijn eigen ambtenaar’. Veel mensen geloven het allemaal wel, vinden het wel goed zo. Wie veel met de gemeente te maken hebben zijn vaak mensen die het lastiger hebben. Het is maatwerk: ‘beroepsklagers’ wil je niet de hele tijd dominant laten zijn.”

Sociale balans FT 11.3 “Sociaal kapitalisme in het westen zit diep in ons denken, al vanuit de middeleeuwen. Daarin staat vertrouwen tussen bedrijven, gebruiker, overheid, staat centraal. Dat vertrouwen is verkwanseld. We hebben het liberale gedachtengoed geadopteerd, en zijn het sociale kwijtgeraakt. Onder het mom van bezuinigingen, we kijken naar de korte termijn en daardoor is de balans weg. We zullen die balans opnieuw moeten zoeken en opbouwen. Het sociale contract moet terug. China heeft ook het kapitalistische gedachtengoed geadopteerd: innovatie is welvaart en vooruitgang, maar door het regime is er wel een lange termijn visie die het sociale ook meeneemt. We moeten weer na gaan denken en kijken wat beslissingen tot gevolg hebben, en anticiperen op regulering, etc.”

FT 6.3 “Verarndering door diversiteit wordt een heel belangrijk thema. Belangen spelen daarbij een grote rol. Het systeem mag de oplossing niet stroppen. Dichttimmeren werkt averechts. Multiculturalisme: diversiteit is belangrijk voor overleving, je zult daarin globaal moeten denken: meer uitwisseling van info. Schaalsprongen in creativiteit en ondernemerschap. Dichttimmeren gaat veranderen in beperkt openstellen, omdat het gewoon nodig is. Sociale innovatie: verwacht dat voor het W-Eur besef groeit dat het niet zinvol is om steeds maar meer te hebben, maar dat we meer in zelfontwikkeling gaan zien. Slow/fast food/light: het verdwijnt niet, maar het krijgt een andere rol. Door alle info denken we dat we in een agressieve tijd leven, maar dat is niet zo: NL is een heel gelukkig volk! Nieuwe beroepen zijn nodig omdat je combi’s nodig hebt.”

participatie, taalvermogen is omhoog, dit zorgt ervoor dat de integratie gaat goed komen, kost gewoon tijd/generaties. Juist innovatie en ondernemerschap is populair onder deze doelgroep. Onderwijs is belangrijk daarbij, dat is de basis. De grote belofte."

Zorgen voor elkaar FT 3.2 "Zorgen moet het tegenwicht worden voor technologie. Sociale maatschappij = goed voor elkaar zorgen. Niet iedereen komt het makkelijk aanwaaien. Verantwoordelijkheid ligt meer bij mensen: vangnetten zijn weg, en steeds meer moet ieder voor zich zijn weg vinden. Niet iedereen heeft dezelfde context – lokaal is ook persoonlijk. Relaties maken hoe succesvol je bent. Maar eigen regie en verantwoordelijkheid nemen."

"Licht: mooie en sterke afwisseling tussen dag en nacht. Donker staat haaks op veiligheid, maar we moeten zorgen dat het donker wel terugkomt. OLED is een grotere belofte dan LED. Licht zorgt altijd voor een gevoel van veiligheid. Slaap/waakritme wordt steeds belangrijker: huizen worden straks anders gebouwd ivm daglicht. Kleuren zijn belangrijk voor psychologie. Licht en Ouderen: WHO moet rol gaan spelen door gemeenten. Licht voor slaap, performance, stemming. In openbare ruimte (maar vooral thuis). Taak voor overheid: mensen naar buiten krijgen (nu absoluut niet ivm veiligheid). 24 uurs maatschappij is dat wel de juiste weg? Niet alleen biologisch, ook psychologisch: kleur is belangrijk. Algemene ruimte als healing environment."

site: ation equi recalibr have r e r sites P ic equi r m e r o hp Econ Whic trol?

Belang sociale interacties

FT 7.2 “Anderen dingen worden als tegenbeweging belangrijker, bijv. Sociale interacties. Naar 2030: individualisering gaat verder, wij zijn nauwelijks in staat om kinderen op te voeden. Het is tijd voor een nieuwe flower power om meer sociale cohesie te krijgen. Kan elk moment gebeuren. Rol van mensen: kom van de bank af. Rol van bedrijven: neem verantwoordelijkheid voor het gemeenschappelijke doel.”

Waardebepaling FT 4.4a “Vormen van waardebepaling, verder dan geld. Social ventures: geld als middel om goede dingen te doen. Geld is te vluchtig. Relaties tussen mensen zijn veel duurzamer. Economie gaat om meer dan alleen geld. Regionale overheden moeten kaders scheppen, voorbeelden geven, maar daar moeten wel duidelijke doelstellingen achter zitten.”

Belang van natuurlijk ritme FT 7.3

con ? is in d Who facilitate ess usin e: to be valu ot just b for f o ve on (n t stri luati dels yond Reva alue mo ros) tha alue be it be u v v e f ll i o w ne d in forms ww esse r d ho expr ocity, fo nes, an o r recip y (which e em? mon ated?). syst it omic n facil o c ew e he n t is t Wha

Nieuw economisch systeem FT 8.7 "Hoe ga je om met schaarste? Dat is de meest basale vraag. Vooral ook in een stad als toegeleverde eenheid. Lokaal produceren lost iets op, maar niet alles. Dus 2 dingen nodig: - Andere waardebepaling is nodig. Bijv. zorgflorijnen of time banking: deze systemen gaan helpen om schaarste in ander perspectief te zetten. - Ander economisch model, systeem van groei, winst, rente, moet op z’n kop. Dat werkt niet meer. Is een pyramidespel. Winst genereren gaat ten koste van iets anders, dus dat moet veranderen. Dat zal veranderen omdat het niet anders kan. Er zullen alternatieven opkomen, door nieuwe systemen tussen mensen, op basis van andere waarden, sociale innovatie. "



Driver for change 3: the potential of people Independence

New social connections

Cities (regions) as hotspots

Increase of independence.

New networks based on invidividual’s own, deliberate choices.

Cities have an important role in bringing creative and ambitious people together.

People decide for themselves with whom they want to do things.

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

Independence in work through growing amount of people becoming self-employed or founding individual companies (partly through own choice, partly as the result of circumstances) (both highly educated knowledgeworkers as well as less well educated labour force).

negative scenario

New (ad hoc) arise across traditional borders.

Kleine bedrijfjes FT 12.2a

positive scenario

Independence in education (financing of talent instead of educational institutes).

Creativiteit als ambacht FT 4.1 "Kennis wordt een commodity: waar onderscheidt je je dan als mens? = skills. Gaan we weer meer ambachtelijk te werk? Worden we minder info verslaafd? Minder vluchtig, minder op de korte termijn gefocust? Dan is het wel nodig dat je goede skills hebt om kennis te vinden = mensen spelen daar weer een grotere rol: je sociale netwerk inzetten om de goede dingen te vinden (ook nieuwe). Mensen en relaties worden belangrijker dan algoritmes van Google. Creatieve maatschappij: relaties op losse schroeven is gevaarlijk. Klinkt ook wel erg vrijblijvend: luxe? Moeten we niet gewoon hard werken? Vrije wil is wel goed, maar creatieve maatschappij is te ver – niet iedereen is creatief. Zullen mensen creatief hun eigen omgeving scheppen? Ja, zo ver als dat kan, maar er moeten wel regels gesteld worden."

Netwerken FT 4.2

Open onderwijs FT 2.2 "Onderwijs: in hogere opleidingen ga je afhankelijk van je talent een beurs krijgen (ipv. Dat de instelling die onderwijs levert gefinancierd wordt), zodat je keuzes kunt maken en persoonlijke keuzevrijheid mogelijk wordt gemaakt. De creatieve industrie is al belangrijk, maar straks gaat er nog meer business komen uit innovatie. China en India hebben door dat innovatie belangrijk is en willen hun handelsoverschot inzetten om vooruit te komen. Nieuwe beroepen: is al door de eeuwen heen zo. In 30 jaar tijd is 2/3 van de mensen in beroepen terecht gekomen die er eerst nog niet waren."

Wetgeving staat leefbaarheid in de weg FT 9.4

"Arbeid gaat steeds meer georganiseerd worden in individuele bedrijfjes. Dit gaat wel voor een tweedeling zorgen. Enerzijds de hoogopgeleide, positieve zelfbeschikking, individuele expressie en levenslang leren. En aan de onderkant van de samenleving de laagopgeleide arbeid, waar flexibilisering niet altijd een keuze is. Schoonmakers, verzorgers, etc. Beide zullen groeien, aan de bovenkant steeds meer ruimte voor heel hoog opgeleide professionals die gespecialiseerde diensten leveren, aan creativiteit, etc. Aan de onderkant blijft er lokaal een grote vraag naar allerlei hand-en-spandiensten (juist van die 2verdieners), van schoonmakers, kappers, boodschappendoeners, hondenuitlaters, etc. Het gevaar zit in de tweedeling. het middenstuk verdwijnt; de routinebanen, waarbij de zekerheid dat een mbo/hbo diploma een goed inkomen garandeert verdwijnt. Die rust en het perspectief verdwijnt. Grotere economische scheiding en ook geen mobiliteit meer tussen de groepen. Het perspectief van mensen is onduidelijk. Dus veel kansen voor mensen die de mogelijkheden kunnen creëren, maar ook een grotere, lagere onderkant. Lager vangnet."

Note: these are the statements taken directly from the interviews, to maintain integrity they have not been translated.

LIGHT HOUSE


New developments arise in attractive cities/regions.

Nieuwe verbintenissen 12.2b

De grote steden FT 12.4a

"De verbintenis als vanzelfsprekendheid verdwijnt. Wordt deels gebaseerd op hypes: bijna theaterachtige democratie: als Friso onder de sneeuw ligt dan gaat dat door alles en alle lagen van de bevolking heen, van DWDD tot P&W. iedereen laat zich van hype tot hype meesleuren. Maar er ontstaan nieuwe netwerken, gebaseerd op eigen keuzes. Maar ook complex: de keuzevrijheid is groot en je moet jezelf steeds opnieuw uitvinden. Dit leidt tot neuroses: continu de vraag wie ben ik?"

"De pieken liggen met name in de grote steden. Daar komen de creatieve, ambitieuze mensen samen om nieuwe dingen te ontwikkelen. Dat is altijd al de rol van steden geweest, en dat wordt nog belangrijker. Daar zijn ook de verschillen tussen steden sterk afgenomen, en ook de afstanden tussen die steden zijn steeds kleiner. Shanghai lijkt meer op Amsterdam dan het platteland op de stad. Die zzp-er zit met zijn ambitie en laptop toch eerder in de stad, voor de gezelligheid en de inspiratie. Steden moeten zichzelf wel aantrekkelijk houden, maar deels is dat moeilijk te controleren. Hippe wijken, opkomst en ondergang, is moeilijk voorspelbaar en beïnvloedbaar. Ik weet niet of beleid daarin helpt. In ieder geval niet op een gemakkelijke manier. Toen Margareth Thatcher Canary Warf in Londen opzette is ze ruim 10 jaar lang uitgelachen, omdat het leeg stond, kapitalistische overambitie was. En uiteindelijk zijn de eerste bewoners nu multimiljonair."

Laagdrempelig en levenslang leren FT 1.3

"Kennis/nieuwe beroepen. Moet door NL overheid gerealiseerd worden: dogma’s vervangen door kennis. Die kennis moet ontwikkeld worden: andere landen gaan veel harder in die ontwikkeling dan NL: nieuwe beroepen gaan daar ontstaan. Wij doen veel te weinig. Wat nodig is is laagdrempelig kunnen leren, en blijven leren. Voorbeeld: 1985 Philips: 25% van de tijd ging naar kennisontwikkeling nu is dat weg: zelfs op de middelbare school is geen ruimte meer. Een 2e studie na een aantal jaren doen bijvoorbeeld: dat vraagt structureel ruimte om verder te leren. Wereldwijd gebeurt dat, maar niet in NL. Hoe komt het nieuwe vak tot stand: self-made people beginnen er mee, daarna wordt het geïnstitutionaliseerd en dan pas zijn er echt genoeg mensen die iets nieuws kunnen doen. Rationaliseren kan niet meer, want dat leidt tot smalle paden. Er is een rol voor de regionale overheden en steden: triple helix – bij elkaar brengen gebeurd vaak op de schaal van regio’s – zoals Brainport."

"Extrapolatie van wat nu al gebeurd: concentraties in regio’s = cluster effect. Economische hotspots: daar zijn er maar een paar van in de wereld. China en India zijn bepalend in zowel positief als negatief scenario. Zorg dat je bij een van de hotspots hoort – aantrekkingskracht verzorgen. Decentralisatie = tegenreactie op grote concentratie bewegingen – grotere verschillen economie en bedrijven hebben nu al een tegenreactie met bijv. Barter systemen en sociaal kapitaal. Er is behoefte aan een managable scale (minder afhankelijk van de grote boze wereld)."

Kwaliteit is in NL in de stad niet te koop. Daar is het duur en klein. Londen is duurder, maar dan heb je ook wat. Hier niet."

Technocratic and economic driven gouvernance FT 5.4

"Reputation of Dutch companies: NL turned into the opposite of what it used to be – e.g. website Polen. The politicians at national level lost what politics is all about, I have heard no inspirational speech in 5 years. Impact of the Polen website is on companies doing business abroad. There are only a few countries with a high quality of life (Singapore, Canada, Scandinavia, … and NL). NL is still in the top 5 to 10. The Dutch need to choose if they what to be the Singapore of Europe. Now there is a complete loss of respect and feeling for politics. The reputation of a place is connected to these things. Dutch expose themselves to these dangers. The local political systems works better and is also more respected. National level politicians are inadequate – the cities could take up a role. The current system with corporations etc. is also only a little spot on the total timeline of history."

Een overheid met visie FT 12.4b

“Als overheid moet je daarin duidelijk zijn: toegeven dat je het ook niet zeker weet, maar wel een visie maken en keuzes accepteren. De metro van Parijs, lijn 1, ligt er nu 100 jaar. Dat was toen raar, een raar wereldtentoonstellingdingetje, en nu niet meer weg te denken uit de stad.”

Antagonist movement/ Grass roots initiatives FT 5.1

higher cause, but only to get a tv for free. The disbalance is too big now: the future of the Greeks is destroyed. Grass roots initiatives is the relevant trend. Mechanisms should be translated to social capital. The solutions are found at the bottom of society (the mothers at the kindergarten) – the others are too far away. The left wing has no alternative – their former leaders go into banks – they are too much part of the same system. The system is in unbalance – where will the alternative come from? There could be a role for the city. Representative democracy does not need to be at national level."

Globalisering FT 12.3

De wereld is gekanteld FT 8.6 “De copy-cats zijn nu de leiders. China als grote innovators. Zij kunnen maatwerk leveren, zij leveren technisch onderwijs. De kleine home factories; daar gebeurt het allemaal al. China, India kopen bedrijven op, kopen grond op. Zij redden ons nu uit onze economische crisis. Op dit moment werken thuiswerkers in de VS al aan productiewerk voor chineese bedrijven. De ommekeer is al gaande.”

Wisdom of the crowd FT 8.9

Home factory FT 8.1 "Centralisatie/decentralisatie van een heleboel zaken: gezondheidszorg, energieopwekking, onderwijs, productie….. Door: - Personal computing: we hebben persoonlijke computer/rekenkracht - Personal fabrication: Productiemiddelen die digitaal in de garage te gebruiken zijn: we hebben persoonlijke kleinschalige productiekracht. Is alles binnen bereik om kleine series te kunnen maken, affordable, via internet aanstuurbaar. Ook agrarisch gezien: niet alleen gewassen, ook vissen kweken, etc. alles wat het domein van experts was komt nu naar het publieke domein. DHZ is nog maar net begonnen. Kleine bedrijven gaan meer impact hebben dan grote bedrijven. Dus anders bouwen, meer ruimte, iedereen een home fabrication, grote garages. Niet meer

splitsen van woonwijken en industriewijken. En een goed grid, energie en data-beschikbaar. "

NL als proeftuin FT 8.5

Experimenteren als noodzaak FT 3.3 "Experimenteren is nodig om alvast dingen te doen. Dingen in de onderstroom beginnen te kraken – soms is crisis nodig om de verandering ook persoonlijk te maken. Instituten en organisaties zullen uiteenvallen. Cultuur als structuur is historisch bepaald en die blijft. NL als proeftuin: dan moet je rekening houden met mislukkingen en dat gaat niet in de huidige context. Innovatie is risico’s durven nemen, dus ook algemene waarden als economie/geld los leren laten. De drijver is passie: Dingen komen alleen van de grond als het dicht bij het persoonlijke belang ligt. Organisaties moeten echt anders in elkaar zitten om dingen te kunnen doen. Lokaal aansluiten op directe behoeften (op welke schaal dan ook). Durven toelaten. “fuck the rules”."

Besturen als partner in netwerk

"The only interesting thing that happens now is Anonymous. The influence of communities = hope. Micro financing works well. Huge divide between people and corporations. As the crisis progresses this means that people cannot make it on their own, this is new. Highly organized antagonist movements organize themselves. Democracy is suspended, also in NL. Drivers are now too bureaucratic and too technocratic. There will be people standing up to get control back. Revolution: power to grassroots is now possible because of communication technologies. Antiglobalists do not really know what they want. Antagonist movements only know what they do NOT want. Individual fragmentation is going on, but may end in new forms of communities. Before 2006 I had the belief that the system of performance driven capitalism was in balance: everybody could make it, if you well you could reach the sky. There is a reset in society. The system was a lie: you didn’t get fired when you did not perform. The money for business is coming from cuts in budgets for education and healthcare. The riots in London were criminal because they did not serve a

Economische hotspots FT 10.1

“Globaal netwerk van lokale activiteiten. Nu al te veel focus op globaal – het heeft een globaal netwerk nodig om dingen lokaal te doen op een plek waar het het beste past = vooral innovators. Door het creërende netwerk is meteen ook duidelijk wat de plek is waar het idee slaagt. Er zijn verschillende perspectieven nodig: multiculturalisme helpt: als je van ver komt is het een keuze om ergens te zijn, dat is interessant (ipv gewoon ergens zijn omdat je er was).”

"We hebben geen problemen, steden zijn heel leefbaar. Alleen de regulering is in NL absurd. Je mag hier geen nieuwbouw plegen buiten de bebouwde kom, daardoor krijg je dat je vanuit hartje Adam binnen 5 minuten in de polder staat, maar tegelijkertijd dat je een piepklein appartement heel erg duur is. Dat je denkt ik had wel 100 m2 meer kunnen hebben. Steden worden niet geïnnoveerd in NL, het is een blauwdruk uit het verleden, geregeld door de wetgeving. Steden mogen niet groeien, terwijl er wel behoefte aan is. Dat maakt NL niet attractief voor hoge kenniswerkers. Het wordt niet op europese schaal bedacht. We zijn een metropool; bouw vol tussen A’dam en Almere en als je dan de stad uit wilt dan rij je naar de Eiffel. Waarom niet? Veel regelgeving is al europees, maar wij blijven binnen de hokjes denken en regelen. Wetgeving staat leefbaarheid in de weg. Leefbare stad is een stad waar je ruimte hebt, waar je geïnspireerd wordt, waar je energie voelt. Een soort gevoel dat iedereen heeft als je denkt aan New York.


"Deze transitie gaat veroorzaakt worden door de dynamiek van mensen die het al doen. Het komt uiteindelijk door mensen. Door de kleine bedrijven, door mensen en groepen mensen, door sociale innovatie. De voorbeelden zijn er al: kleinschalige home productie, nieuwe valutasystemen, Social Impact Bond, etc. Mensen gaan zichzelf organiseren en vertrouwen minder op instituties. Dit moet je lokaal sterk gaan ondersteunen."

Steden worden meer faciliterend FT 6.1

"Steden zijn nu verworden tot functionele eenheden. Vroeger was dat zo: groeide langzaam op basis van behoefte. We gaan andere dingen doen, op een andere manier. Kwaliteit van de stad en de waardering zit in de archetypen. Voornamelijk Europa: waar historie zit, met algemeen mooi gevonden dingen. We zijn wel veeleisender en hedonistischer. Verkeerslichten die op rood staan als er niemand aankomt gaan we niet meer accepteren. Als we alle gelden van individuele auto’s zouden stoppen in openbaar vervoer zou het veel beter zijn, maar dat gaat niet gebeuren vanwege conflicterende belangen. Virtual space = nu nog moeilijk. Mensen denken in bakstenen en commissies – je kunt in virtual space veel oplossen. Het rare is dat jongeren nu meer papier gebruiken: printen veel, maar waar gaat dat heen? Vb: Station Beukenlaan – via social media kun je de veiligheid organiseren. Nu is het nog moeilijk om in virtual space echt te ontmoeten – wordt anders.

De maatschappij verandert niet fundamenteel, maar wel hoe we het organiseren. Ethiek houdt de techniek nu maar ternauwernood bij. Medische technologie loopt achter, en straks kijken we anders naar dingen. Sommige dingen duren echt lang vanwege de nodige infrastructuur. Dan is het soms handig om in onontgonnen gebieden te beginnen (Afrika bijv. – Azie is zelf al weer te ver ontwikkeld)."

Flexibiliteit FT 4.5

"Flexibel in waar we zijn, waar we werken. Festivals als Glow zijn wel bijzonder, die moet je hier doen. Wat is typisch Eindhoven: meer gekke experimenten, installaties, ruimten, faciliteiten. Ontdekkingsplek voor mensen uit het buitenland – aantrekken jonge en lost generations (mensen uit bedrijven). Kruisbestuiving / leerplek / communities. Gekke dingen doen, dingen anders doen, een leer- en inspiratieplek. Genieten van de vooruitgang."

"De globalisering, integratie van de wereldeconomie met nieuwe zwaartepunten. De wereld gaat wel veranderen, en ook onze positie, concurrentiepositie, is aan het veranderen. Het is niet langer voldoende om te denken dat wij de kennis hebben en dat dat voldoende is. De vraag is wat de volgende stap is. De toegevoegde waarde moet komen uit creativiteit, etc. en hoe gaan we dat doen? Daar hebben we nog niet zo veel antwoord op. We zijn een hub in de wereld, maar wat houdt dat in? Ook een keerzijde: epidemieën, terrorisme. Dit maakt allemaal gebruik van dezelfde infrastructuur die we voor zaken hebben ontwikkeld. Dus we leven in een wereld met risico’s. terwijl tegelijkertijd de tolerantie voor risico’s is afgenomen. Zodra er iets gebeurt – mexicaanse griep bijvoorbeeld – dan wijzen ze meteen naar de overheid. Terwijl als men zou weten hoeveel mensen er aan gewone griep overlijden, dan zou men schrikken. Maar er is minder tolerantie voor, terwijl we wel veel veiliger zijn gaan leven. Dat geldt voor verkeersveiligheid, voor voedsel, etc."

FT 10.3 "Voor bestuur van de stad: onze overtuiging: - wat je moet doen zijn de wettelijke taken (paspoorten, vergunningen etc) – daarin geen onderscheid - ontwikkelende rol voor buurten/wijken / sociale stijging = ideologische discussie: hoe ver wil je gaan. Eindhovense gemeente is een bijzondere partner in de stad: samen bouwen aan fijne stad, in triple helix: ieder vanuit zijn eigen rol bijdragen, en daarbinnen in eigen rol naar sterkte inzetten. Vb bouwvergunningen. Kunnen we naar een model dat als je het kunt verzekeren je ook een vergunning krijgt – de verzekeraar checkt al genoeg. Politiek onafhankelijk besturen = wel kleurverschillen maar vanuit 1 bepaalde rolopvatting. Partner in netwerk is een andere rol dan ‘traditioneel’."

"NL is erg geschikt als proeftuin, vooral omdat: - Onze populatie is erg technology-savy - Ook kritisch, niet slaafs volgzaam - We hebben heel veel creërende geesten - Early adopters en early innovators. - Technology als hun canvas zien. Maar dat kan beter gecoördineerd en georganiseerd. Nu vaak proeftuin voor wat anderen hebben ontworpen, zoals facebook en zo. Probleem is het opschalen. Ook door het taalgebied: we maken vaak iets voor het NL taalgebied en dat is te klein om op te schalen. De markt is te klein, en we hebben er geen andere financiële modellen voor. Dus hier zullen we in moeten investeren, als we technologische ontwikkeling in Nl willen behouden."

NL als hub FT 11.4 “Waar in de jaren 560 de productieprocessen zijn geglobaliseerd, is de afgelopen 10 jaar innovatie geglobaliseerd. We zijn onze voorlopende positie kwijtgeraakt, we zijn een hub geworden in de wereld. Maar we hebben ons innovatie denken daar nog niet aan aangepast; nadenken over wat onze toegevoegde waarde is en waar we ons geld uit halen; andere modellen, meer sociale innovatie, waar bouwen we kennis in op? We lopen vooruit in het westen op het gebied van interactie maatschappij en technologie: daar maken we nog te weinig gebruik van.”

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LIGHT HOUSE


© 2012 – TU/e LightHouse & Gemeente Eindhoven

Roadmap Eindhoven 2030 Milestones

Transition in the perception of people

societal transformation

Sustainable lighting

smart lighting grid

Lighting lighting technology

control technology

applications

Smart City applications

Transition in social connections

(growing awareness of scarcity drives towards conscious decistions including more social responsibility for self and others)

Continuous improvement of lighting performance

Improved optics

(e.g. evenly distribution, mixing of colours, longer distances)

(energy, output, reliability)

Retrofit affordable controls flexible after installation (low data rate sensors, HW upgradable systems, )

(configuration & quality management)

(smart solutions on home level)

Privacy protecting consensus building

(secure multiparty computation enables participation in decision making)

(scenario based, inter-operable controls, street level sensors)

(algorithms for urban operating systems)

(building management systems = multiple homes and/or offices)

(multiple sources)

Adaptive city systems

Design freedom

(new form factors and mounting possibilities allow different designs)

(experiencing the quality of natural lighting with artificial light in 3D)

Eindhoven in 2030

‘Natural lighting’ multisensorial experience

(experiencing the quality of natural lighting - multisensorial - in artificial lighting)

Modular solutions

(standard modules as building blocks allow flexible configuration of lighting systems & control options)

Advanced sensors & communication

(high data rate sensors, camera data integration)

Service oriented lighting solutions

Adaptive systems

(interaction of lighting systems with real time information)

(light on demand, urban interaction = stimulate social space, multiple user scenarios: police, retail, horeca)

Machine 2 machine communication

Invisible systems

Self-sustaining systems

(self sustaining , intelligent, small systems disappear in the context and environment)

(energy generation and local storage, enabling pole-less solutions)

LIGHT HOUSE

Real time information

Smart buildings

Open data

‘Natural lighting’ visual experience

Light emitting ‘displays’

(surface lighting with display-like abilities)

(demand response, scenario’s using multiple & cheap sensors, over the air upgradable systems)

Event-based control, using local context

Urban Operating Platforms

Smart city systems

Dynamic, autonomous lighting systems

(e.g. beam and direction control)

Cheap sensors

People flow management

Light emitting surfaces

(e.g. colourtemperature gradients)

(entrepreneurial people and cities co-innovate towards valuable solutions that contribute to a higher quality of life)

Adaptive lighting

(increased freedom in formfactor and positioning of sources)

Actuating light

(enabling measurement of: traffic, air quality (dust, CO2, CO), sound temperature etc)

(integration of fine-dust-monitoring into navigation through lighting & traffic management)

Dynamic lighting

Variable colour settings

(open interfaces, dashboard, intelligent grouping, SW upgradable)

Asset & energy management

Smart homes

Low bandwith infrastructure

IP enabled interfaces remote intelligent control

Transition in social innovation

(responsible people make good use of technology to create new meaningful connections)

(’google street view’ in real time, augmented reality, enabled by broadband network and high bandwith sensors & cameras))

City dashboards

(real time information across multiple city services, enabling asset mgt integrating modalities)

Smart city systems

(smart solutions & controls, integrating city services for energy, waste, mobility, care, lighting etc.)



Main values in Scenario 2030:

Intelligent traffic

An omnipotent smart lighting grid will bring ICT (IP), energy and lighting together. This facilitates new possibilties (and new design possibilities) for the social urban space.

(car to car coordination and navigation, optional with toll system)

The municipality

ICT infrastructure

Information & communication infrastructure

Open broadband IP network (enabling convergence of separate systems into systems = collaboration between systems with own policies)

(IPv6, broadband, multiple accesspoints, cloud based)

• provides the smart lighting grid as a public utility, including: · lighting in the broadest sense; from functional lighting to multimedia (art) projections · safety in the broadest sense; including social safety, traffic systems and air quality • is responsible as ‘provider’ and guards the public interest • develops stepwise and sustainabile • strives to change the perception of the public space; as living space rather than transit space

System of systems

(allowing multiple systems to work together, e.g. traffic mgt, air quality mgt, navigation systems, emergency systems etc.)

Self-monitoring systems (.e.g intrusion detection)

City sensor networks

Microcell networks

(multiple sensors for air quality, energy monitoring, & societal issues)

Safeguards for citizens:

• that they will always have a say in their own public space • that they will be involved in the implementation in their neighborhood, also as co-creator of their environment • that the basic provision is free for all, and optional extra‘s at a fee

Setting up processes to:

enabling systems

Organisation processes

business models

living labs

Local sustainable energy generation & open energy network

Industrial designed & ‘green’ datacenter

(enabling innovations in energy and ICT infrastructures on larger scale)

Roadmap & innovation plan

(integral roadmap and innovation plan to cover sustainability targets, investments & budget guidelines, for smart city & lighting systems)

Creation of ecosystem for infrastructure

(public/private-partnerships, business models, collaboration modes, tender procedures etc.)

Pilot 1 project (α−test)

(experiments to learn needs of citizens and stakeholders in e.g. Stratumseind, industrial areas and residential areas)

Energy load balancing on city level

(integral energy consumption, private & public, incl. urban lighting)

(linking smaller initiatives to overall system)

Platform for citizen co-creation & participation (policy about the role of citizens in innovation, platform for interactive participation & communication)

Legal aspects

(gaining insight in the legal aspects of collaboration in innovative projects in a quadruple helix structure)

Investments for innovation (investments done by city to enable innovation, later on transfered to third party for exploitation)

Pilot 2 project (α−test)

(continued experiments to learn needs of citizens and stakeholders related to comfort, safety, performance & efficiency)

Development of public policy for urban lighting

Open infrastructures

(ensuring open access to infrastructure of state, provinces or municipality)

(supported by objective models for perception of quality of life, translated in user profiles etc.)

Development of new products & services

(understanding of needs and wishes and communication of those to relevant parties)

Pilot 3 project (β−test)

(consolidation of results of pilots and verification of relevant user profiles for smart lighting)

Roles & responsibilities

(energy is no longer a bottle neck)

Development of new rules & regulations

Knowledge development

(organisational adaptation to changed circumstances and business models)

• guard the public interest: organising roles, responsibilities, involvement of citizens, signaling unforeseen effects etc. • opening the grid for all kinds of initiatives (from citizens or commercial parties): to ensure continuous development in and by the quadruple helix • allow room for experiments, by enabling (temporary) living labs to co-create and test solutions with various partners

(ensuring continuous learning for involved people at municipality to contribute in quadruple helix)

(continuous technology development requires updates of rules related to new possibilities, e.g. surface lighting))

Open business models for infrastructure

(using understanding of needs & wishes of citizens and society, enabled by new business models and collaboration initiatives)

Citizens and societal needs & wishes

Efficient solutions release energy restrictions

(allowing (new) companies to further develop infrastructure)

Objective models for perception of safety

(understanding of how citizens perceive safety in the broader sense and how to achieve it)

Knowledge on dynamic lighting settings

(understanding the specific needs and wishes related to dynamic lighting settings)


LIGHT HOUSE

2012 / solution partner of the Intelligent Lighting Institute at TU/e

2015

2020

2025

2030 Intelligent Lighting Institute

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