EOI · 2/10/2013 · http://a.eoi.es/42y7 D. Carlos Vergara González, Responsable de Sostenibilidad de Accenture (España) Foro Tikal: I Foro de Tecnología, Innovación y Conocimiento de América Latina (Palacio de Ferias y Congresos de Málaga) Primer Foro de Tecnología, Innovación y Conocimiento de América Latina

2. 16:00-17:00 h. Mesa redonda. PROYECTOS
DE EMPRESAS
EN SMARTCITIES
“La especialización de los servicios empresariales para la
transformación de las ciudades smarts”
D. Carlos Vergara González, Responsable de Sostenibilidad de
Accenture (España)

3. Accenture Intelligent Cities
2013, October 2nd

4. Definition of an Intelligent City
A City that embeds technology into its design and
operation
•Enhanced sensing and control
•Harnessing the potential of data
•Technology driving social, economic and environmental
value (e.g. carbon emissions reductions)
A City that integrates across multiple infrastructure layers
& drives new insights
•Information exchange between infrastructure layers
(water, waste, energy, transport…)
•Economies of scope and scale across industries
•Integrated strategies and roadmaps
A City that focuses on service provision for its citizens and
business
•Systematic focus on the suite of services offered
•Driven by the target human capital
•Meeting needs of citizens and business
A City using an innovative public & private sector
collaboration model
•A collaborative ecosystems of partners
•Service delivery model innovation
•Innovative sources of financing
IMPROVED SUSTAINABILITY OUTCOMES
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5. Challenges to achieving scale
There are a number of challenges that need to be addressed to realise the
Intelligent City ‘vision’ at scale
No clear vision
No clear vision
Missing economies
of scope and scale
Siloed governance
structures
Poor communication
of value
Lack of business
model innovation
Urban planning led
by the physical
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6. Intelligent Cities Offering Portfolio

7. Some relevant Case Studies
New York
Guadalajara
Singapure Safe City
Testbed
Toronto Presto Card
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Yokohama
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8. NYU 311: Citizen Information Center
Unlike many technology projects, NYC 311 is about fundamentally transforming
the way in which the city operates
Project Background
•Vision was to align existing systems and processes to make it easier
for residents to interact with city agencies to receive information, file
complaints and resolve issues
•Citizens in need of government assistance faced more than 4,000
entries on 14 pages of the New York City Phone Book
•More than 40 city agency call centres and hotlines fielded inquiries
regarding a vast range of services
Accenture’s Role
• City Service Identification: Worked closely with the city’s different
government agencies to develop a searchable knowledge base and
taxonomy of city, state and federal government services
• Customer Service Centre Design and Build: Efficiently designed
and built the new, integrated service centre and 311 hotline;
introduced a host of new operational processes
• Service Integration: Rolled-out 311 to more than 100NYPD
precincts to help resolve citizen’s “quality of life” complaints.
• Online Implementation: Launched “311 Online”
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9. NYU 311: Citizen Information Center

10. Singapure Safe City Testbed
Over a period of 15 months, the government agencies
and consortia will work closely to build and test solutions
to enhance the agencies’ operational capabilities and
optimize the use of resources.
Face complex public safety and security challenges due
to their population density and high volume of incidents
occurring daily. It is therefore vital for the relevant
authorities to be able to utilise information optimally to
perform situational assessments and respond effectively
with the necessary measures.
The Safe City Test Bed aims to enhance innovation
capacity in industry to create new solutions which
enable government agencies to integrate information
and sensors in an automated manner, and derive
analytical insights all in real-time.
These capabilities, built on top of existing operating
systems, are expected to improve situational
awareness, inter-agency coordination and anticipation of
security threats while optimising the use of manpower.
https://mediaexchange.accenture.com/media/06b%20-%20City%20Operations%20Centre.m4v/1_m59zbwp7
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11. PRESTO card, Toronto
Client Portfolio
•Metrolinx set out to implement a strategy which would introduce a
secure, multi-modal fare card system for the region’s public transit
•ln 2006, the Ontario Ministry of Transportation asked Accenture to help
bring the vision for a GTHA public transit fare card system to life and
manage the new system for 10 years
Accenture was responsible for:
•Program and Project Management
•System Design Authority
•System Integration Services
•Back Office Operational Services Organization
Benefits
•Established a multi-supplier framework
•Delivered turnkey implementation and operations contract
•Ran a fare collection system efficiently
•Established a multi-vendor device sourcing arrangement and planned
next generation technologies including open payments.
•Provided a common body of knowledge across all our clients so that
lessons can be shared and best practices developed and followed.
•Proven base solution for the client’s Central System will be used for the
RTC with minor customisations
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12. Guadalajara, Mexico
• ProMexico is developing a Digital Creative City (CCD) in
Guadalajara, which aims to undertake a major renovation of the city
centre and create a world-class urban hub for audio-visual and
creative industries
• CCD aims to attract and retain foreign direct investment and talent,
as well as, promote local IP development and service exports to
international markets.
• Accenture worked closely with the CCD leaders and physical master
planners to develop the following for CCD:
1. Strategy: to identify all of the possible avenues of value
creation for CCD and understand the implications of the
selected site
2. Business Plan: to define potential business models to realise
this value
3. Financial Plan: to identify funding streams and incremental
opportunities for value creation
4. Marketing Plan and Ecosystem Development: to develop
the key marketing messages to communicate the vision of
CCD and attract businesses, citizens and partners
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5. Governance Model: to define the best way the role of the city
authority and business partners
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13. Amsterdam Smart City
European Union (2020)
The Netherlands (2020)
Amsterdam (2025)
•
•
•
•
•
•
20% CO2 reduction compared to 1990
20% energy reduction
20% sustainable energy
•
30% CO2 reduction compared to 1990
Double energy reduction to 2% per year
in the following years
20% sustainable energy
•
40% CO2 reduction compared to 1990
20% sustainable energy
Municipal organization climate neutral
before 2015
Challenge
Approach
Contribute to ambitious climate
goals through technology enabled
sustainable solutions and
changing behavior
Accenture has been instrumental to city of Amsterdam in new
concept development; short listing / prioritizing of initiatives;
coordination of multiple partiers and project initiations
Smart
Grid
Enabler
Current Status
Applied Technologies
Results
•
•
•
•
•
•
•
•
•
Amsterdam Smart City contributes to Amsterdam’s climate
goals in an economically sustainable way by enabling its
partners to apply innovative technologies and stimulate
behavioral change with end users in the program’s
sustainability projects:
Initiation of ‘Global Smart City Network’
Over 16 partners engaged
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Smart meters
Energy displays
Energy advice
Smart (LED) lighting
Electric vehicles
Recharging stations
New logistics solutions
“Smart projects that can change the
world. We test them first in Amsterdam”
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14. Smart City Yokohama
Challenge
•Yokohama needs to revamp existing programme to meet new
national CO2 targets and achieve economic growth
•30% CO2 reduction by 2025 and a reduction of 60% by 2050
•Increase in renewable energy by more than tenfold by 2025
Approach
•Trend analysis: Analyse current trends for smart grids and
smart cities, assess applicability to Yokohama
•Vision development: Develop smart city vision for Yokohama
•Feasibility Study: Identify potential smart city pilot regions,
initial partnership discussions, high level cost benefit analysis,
and potential issues
Results
•Initiatives: Potential projects identified in smart living, smart
working, smart mobility and public space, discussions with
Nissan, Toshiba among others
•Target areas: Focus on Yokohama’s new urban development
and port side areas, as well as new build area
•CO2 reduction impact and business case under development
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15. Command and Control Wall
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16. Learn more at www.accenture.com/sustainability
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