house light - TU/e LightHouse

Transcription

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
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
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
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: e.d.ouden@tue.nl)
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
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
Structural improvement on
- 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
maintenance based on plans
- Structural data collection on
project performance and on
- Monitoring if targets on
organisational level are met
Specifying standard products /
systems for suppliers
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
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
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
- 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
- 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
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
on goals in the total chain
- Projects management on targets - Planning to minimise
across the total chain
disturbances for stakeholders
- 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
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
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
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
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: e.d.ouden@tue.nl)
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
- 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
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
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
Structural improvement on
- 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
maintenance based on plans
- Structural data collection on
project performance and on
- Monitoring if targets on
organisational level are met
Specifying standard products /
systems for suppliers
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
on product specification
- Supplier agreements
- Project management on product
targets
- Reactive risk identification based
on incidents/threats
- Planning based on internal
- 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
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
- 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
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Findings
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1
FT10 FT11 FT12
1
1
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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.”
027$
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.'
039-
013'
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
Next%genera*ons%will%be%a%
different(kind%of%humans.%Not%only%
psychologically,%other%lifestyles%
will%also%enact%physical%changes%
(growing%up%with%digital%
technology%changes%the%way%the%
brain%works).%
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.
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
(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.
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.
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)
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.
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.
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
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.
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.
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.
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.”
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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."
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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
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."
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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
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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."
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
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© 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
2015
2020
2025
2030
LIGHT
HOUSE
LIGHT
HOUSE

house light - TU/e LightHouse

Transcription

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