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SMART CITY:
OPERATED BY HUMANS FOR HUMANS

Israel Beniaminy

October 2015

This presentation contains information that is proprietary to ClickSoftware. Any copying, distribution, display, transmission or dissemination of the information
contained in this presentation to third parties without the prior written consent of ClickSoftware is strictly prohibited. No part of this presentation may be
reproduced, translated or transmitted in any form or by any means, electronic, optic or mechanical, including photocopying, recording, or any information
storage or retrieval system without written prior permission from the owner of the copyright. 2014 ClickSoftware Technologies Ltd. All rights reserved.

THE OLD CITY

Data

Action

Analysis
&
Decision

THE DIGITAL CITY

Data

Action

Analysis
&
Decision

THE SMART CITY

Data

Action

Analysis
&
Decision

CASE STUDY 1
New York City
Dept. of Sanitation

Normal times
and mega storms

NORMAL OPERATIONS
NYC Department of Sanitation (DSNY)
9,000 employees
2,230 collection trucks
450 mechanical street sweepers
275 specialized collection trucks
365 salt/sand spreaders
298 front end loaders, and
2,360 various other support
vehicles

HURRICANE SANDY (2012) IMPACT ON NYC

53 dead
Thousands of homes
250,000 vehicles
Losses at least $18B
Four million cubic yards
of debris

SURVEYING THE DAMAGE AFTER THE STORM

1. Documentation and damage
assessment
2. Update headquarters for analysis
and action: right personnel,
equipment and vehicles

MAKING IT WORK
Connecting the information and
actions of machines and people

Data

Action

Analysis
&
Decision

GATHERING DATA

ANALYSIS & DECISION

TAKING ACTION

DECISION: THE NEED FOR CONTEXT

How to know a machine is failing or
going to fail
1. Equip it with sensors
2. Connect it to the network
3. Gather the sensor info
4. Learn
5. Analyze
6. Generate alerts

How to know what to do about it

1. Where is the machine?
2. What impact will its failure have?
3. What corrective action is required
(time, resources, cost, )?
4. What impact will this action have?
5. What resources are available (and
when) for the action?

DECISION: PEOPLE ADD COMPLICATIONS

How to know a person needs service
Person calls and tells us, e.g.:
a. Complaint about water service (possibly
not time-critical)
b. 911 call (time-critical)

- Or Monitors detect something, e.g.:

a. Networked health sensors (time-critical)
b. Audio and video alerts in public places
(time-critical)
c. Water leak (possibly not time-critical)

How to know what to do about it

1. Where is the person?
2. When is s/he available (if not timecritical)?
3. How urgent is the service?
4. What action is required (time, resources,
cost, )?
5. Where are the relevant crews (e.g.
medical, rescue, utilities)?
6. What are those crews doing (now, next
tasks)? When are they on and off shift?
7. Prioritization and optimization in the
context of other tasks

ACTION: YET MORE GLOBAL ISSUES

1. What safety steps are required?
e.g. road blocks when repairing water pipes under the
street

2. What alternate services may be offered while service

is down?
e.g. route around the roadblocks

3. What notifications are required?

e.g. notify transportation dept., issue notices to the public on
web, mobile apps etc., handle collaboration with crews and
citizens,

4. Snowballing effect of the additional steps on affected

depts and crews, citizens, resources,

HUMANS ARE MORE DIFFICULT THAN MACHINES

Humans
1. can and will complain
2. dont always see the whole picture
3. are protected by rules and laws
4. dont like being told what to do even if its for their own good
5. ... sometimes prefer not to share information

6. are the top priority

CASE STUDY 2
City of London

Santander Cycles
or Boris bikes

OPERATIONAL CHALLENGE
1. Over 10,000 cycles
2. 700 docking stations
situated every 300 to
500 metres
3. ~400 cycles in
maintenance at any time
4. Electric vans move cycles
to stations where they
are needed

THE SOLUTION
1. All the bikes are tagged and volumes
per locations measures
2. Managing repair and redistribution
tasks:
a. Optimized scheduling to create the
pick up and drop off tasks, including
scheduled and reactive maintenance
b. Mobile app for maintenance teams to
report progress, plus provide a GIS
view of where the van is within London
at any time and how much stock it has

VISION:

THE SMART CITY AS A MEDIATOR OF HUMAN

AND DIGITAL COLLABORATION

IMPROVING THE OLD, CREATING THE NEW

Example: Smart Garbage Cans

Make existing services better

1. Know when the mechanisms are
faulty and fix them before
someone complains
2. Skip empty bins on the garbage
trucks route

Create new, better services

1. Go from fixed routes to dynamic
routes using waste-level reports
2. Gather insight regarding where
more bins might be needed
3. Improve recycling

Benefits:
1. Waste management trucks cause less road congestion and less emissions
2. Less waste on the street due to full cans or faulty mechanisms

IMAGINE WHEN MORE AND MORE PIECES CONNECT

EXAMPLE: LARGE SPORTS EVENT NEXT WEEK
Larger traffic volume expected before and after the event
Change public transportation schedules
Higher public safety and health staffing requirements
Change shift assignments, reconsider leave approvals
Even more people need to come in (e.g. restaurants)
More effects on transportation, energy, water,
Adjust routes (e.g. city bikes balancing, waste management) to
match predicted need and predicted traffic
Publish the predictions so that malls, bars and restaurants can adjust
their own plans

HOW FAR CAN IT GO?

1. Traffic, energy, water, sanitation, public safety,
hospitality any expected or unexpected event
in one may impact any of the others
2. Increasingly, we know the schedule of people
both maintainers and consumers of city
services

3.So we can have everything ready

for everyone when they need it, as
if by magic
What about privacy? Turns out this can be handled
via interacting agents that dont share private info

TAKEAWAYS

TAKEAWAYS

25

THE DIGITAL/SMART CITY AS MEDIATOR

Things to consider
1. Its not enough to achieve
overall efficiency

Assets
People
acting
on data

People
getting
data

Smart City
Digital
Backbone

Sensors

Each participating human needs to

receive benefits

2. Balance between:
People
creating
data

a. Sharing info for efficiency

b. Protecting info for privacy

3. The potential is huge!

THANK YOU!