Describing a smart city, Case Study: The city of Stockholm

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Table of Contents

CHAPTER 1 ……………………………………………………………………………………………..p.3 1.1. THE SMART CITY INITIATIVES. ..............................................................................................…... P.3 1.2. THE VISION 2030. …………………………………………………………………………………………………………….…….. P.5 1.3. INVESTMENTS ON LOCAL GOVERNMENT INITIATIVES. ……………………………………………………………………. P.6

CHAPTER 2 ……………………………………………………………………………………………..p.7 2.1 HISTORIC CONTEXT………………………………………………………………………………………………………………….. P.7 2.2 LEGAL FRAMEWORK. ……………………………………………………………………………………………………………….. P.9 2.3. CURRENT MOBILITY STRATEGIES ( ROADMAP AND INFRASTRUCTURES) …………………………………………….. P.13 2.4. OVERALL STRATEGY‐ URBAN MOBILITY STRATEGY ……………………………………………………………….……….. P.19 2.5. THE PROJECTS…………………………………………………………………………………………………………….………….. P.30

CHAPTER 3 …………………………………………………………………………………………..p.37 3. 1 GENERAL STATISTICS OF INTERNET PENETRATION FOR SWEDEN. ……………………………………………………….. P.37 3.2 HOUSEHOLD USAGE…………………………………………………………………………………………………………………... P.38 3.3. STOKAB‐ THE MAIN COMPONENT FOR THE TELECOMMUNICATION INFRASTRUCTURES OF STOCKHOLM …………………………………………………………………………………………………………………………………………………….. P.40 3.4 THE FIBRE NETWORK IN STOCKHOLM……………………………………………………………………………………….……. P.42 3.5 THE STOKAB MODEL……………………………………………………………………………………………………………….….. P.43

CHAPTER 4 …………………………………………………………………………………………..p.46 4.1 E‐SERVICES PLATFORM ‐ LAUNCH IN 2008. …………………………………………………………..……………………….. P.46 4.2 E‐SERVICES PROGRESS UNTIL 2012…………………………………………………………………………………….……….. P.47 4.3 TABLE OF ONLINE SERVICES AVAILABLE & DESCRIPTIONS. …………………………………………………………….……. P.48 4.4 ECONOMICAL ASPECT. ……………………………………………………………………………………………………………….. P.53

CHAPTER 5 …………………………………………………………………………………………..p.54 5.1. THE PROJECTS AND THE CURRENT USE OF DIGITAL TECHNOLOGIES FOR MANAGING AND CONTROLLING TRAFFIC, ENVIRONMENT AND SECURITY . …………………………………………………………………………………………………..…….. P.55 5.2. THE PROJECTS AND THE CURRENT USE OF DIGITAL TECHNOLOGIES FOR TELEWORKING. ……………..………… P.58 5.3. THE PROJECTS AND THE CURRENT USE OF DIGITAL TECHNOLOGIES FOR E‐HEALTH……………………… P.59 5.4 THE PROJECTS AND THE CURRENT USE OF DIGITAL TECHNOLOGIES FOR E‐LEARNING……………………………... P.62 1 | P a g e

CHAPTER 6 ……………………………………………………………………………………………p.64 6.1 AGENCIES FOR CLUSTER POLICY IMPLEMENTATION …………………………………………………………………………. P.65 6.2 NATIONAL CLUSTER PROGRAMS. …………………………………………………………………………………….………….. P.65 6.3. REGIONAL CLUSTER PROGRAM. …………………………………………………………………………………………………. P.71 6.4. KISTA SCIENCE CITY………………………………………………………………………………………………………………….. P.72

CHAPTER 7 …………………………………………………………………………………………..p.81 7.1. TABLES OF SMART CITY INDICATORS…………………………………………………………………….…………………….. P.81 7.2 CONCLUSION. …………………………………………………………………………………………………………………………. P.86 7.3. METHODOLOGY BEHIND THE EVALUATION CHARTS………………………………………….……………………………. P.87

CHAPTER 8……………………………………………………………………………………………p.88 8.1.HOUSING PROJECTS FOR A DIVERSE CITY. …………………………………………………………………………………….. P.88 8.2. FOSSIL‐FREE SEA BUSES…………………………………………………………………………………………………….………. P.90

BIBLIOGRAPHY……………………………………………………………………………………..p.93

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Chapter 1 – Smart City Initiatives

[The contents, objectives , actors, investments of Smart City initiatives if they exist by the Local Government.]

1.1. THE SMART CITY INITIATIVES.

The Local Government of Stockholm works together with inhabitants, the private industry and the public sector to achieve the goals set for “Stockholm smart city”. The City of Stockholm has set goals for every aspect of the smart city the main strategic plans are the followings:

A. Green‐IT strategy.1 Content. Green IT is the collective name for the measures designed to improve the environment with the help of IT. It involves using information technology to reduce negative impact on the environment, as well as lowering the energy consumption and environmental impact of the IT sector as a whole.

Objectives. The use of IT to reduce the CO2 emissions, the aquatic pollution and to improve waste management.

Actors.  Environmentally efficient transport  Non‐toxic products and buildings  Sustainable energy usage  Sustainable use of land and water  Environmentally efficient waste management  A healthy indoor environment

Investment. 400 million SEK in total funding with 100 million SEK allocated each year from 2011 to 2014.2

B. e‐Stockholm. 3 Content. The City of Stockholm's strategy for e‐services and the technology of the future provides support in everyday life. Applying for permits, schools, elderly care or to plan the commuting rout to work, are just a few examples of popular e‐services offered.

Objectives.  Widespread use of standardized internet forms to facilitate work for city staff and for residents.

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Find more Information on the green –IT in chapter 5.

Sustainable Sweden website : https://sweden.se/nature/sustainable‐living/ 3 Find more Information on the e‐services platform in chapter 4.

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 

Easy access to information regarding the status of residents’ ongoing cases Reduction in manual handling and increased automated procedures so that cases are easily recordable permanently stored and digitally archived.

Improvement of search ability for municipal information.

Overall increased accessibility to services and information.

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Actors. The City developed an e‐service platform, more than 100 available e‐ services and a system with digital archiving capabilities. The focus of this project was to create a user‐friendly website with high personal‐archive security.

Investment. The City of Stockholm invested A huge part of the smart agenda in Stockholm has been to invest in high quality, accessible e‐government services. With an investment of 650 million SEK for the website development since 2007 they have created over 100 digital services, which have cut management costs. 4

C. Stockholm the connected city.5 Contents. Stockholm’s fibre solution is constantly contributing to making the city more attractive to businesses in general and the tech sector in particular. The goal of the City's fiber network efforts is to build a competition‐neutral infrastructure capable of meeting future communication needs, spur economic activity, diversity and freedom of choice, as well as minimizing disruption to the city’s streets. The fiber network in Stockholm is provided and administered by Stokab, a company owned by Stockholm City Council.

Objectives. Higher broadband network coverage Actors. Expanding of the optic fiber network Investments. In total 4,500 million SEK.

D. Kista Science City.6 Contents. Kista Science City is now the natural meeting place for anyone working in ICT (Information and Communication Technologies). Since IBM and Ericsson moved to Kista in the 1970s, over 1,000 other ICT companies have followed suit. They now collectively constitute one of the world’s foremost ICT clusters.

Objectives. To promote the Kista Science City cluster.

These plans are a part of a greater vision for the future of the city of Stockholm, the Vision2030. It is important to mention this vision because it is the main objective that all the other plans in combination work to achieve.

4

NYC Global Partners, Report on : “Best Practice: Services to Residents Via E‐Services”, 2012.[ internet access : www.nyc.gov/globalpartners/innovationexchange], p. 4 5 Find more Information on the Stokab network in chapter 3.

6 Find more Information on Kista science City in chapter 6.

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1.2. THE VISION 2030.

The city of Stockholm adopted a vision in 2007 that detailed the core priorities to achieve by 2030. One of the cornerstones of this strategy was to become a more citizen‐focused city, and they developed the e‐service program as a response to this long‐term goal. The vision is influencing many strategic plans which consist of initiatives. For example in order to achieve the vision’s objective of ‘smoothly operating transportation system’ (among other objectives), the Local Government has set in motion an ‘Urban mobility Strategy’. This strategic plan, as will be mentioned at chapter 2 of this paper, consists of public initiatives such as the creation of new bicycle infrastructures for example.

According to the Vision2030 Guide, published in the City of Stockholm’s webpage the objectives of the vision can be divided in three categories, “A city versatile and full of experiences”, “Innovation and Growth” and “A citizen’s Stockholm”. In the first category the objectives are:7  Extensive opportunities for work and education [broad range of educational programs , trainee and work experience programs, apprenticeships and mentorship.]  A world‐class business climate [low municipal , efficient network of roads, railways, enlarged airports and harbours, IT infrastructure and a reliable energy supply system.]

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A wide variety of urban setting [Development in the suburbs and areas around Stockholm. Providing new extra‐urban entrances and adding variety to the city’s environment]  A unique city on water [Clear aquatic environment and strengthening of the port] World‐famous city of experiences [Museums, concerts, theatres, movie theatres, nightlife, galleries and  events] A versatile city [A city with many centers]  For the innovation & Growth the objectives are:  The center of a strong growing region  A world‐leading Knowledge region  An international meeting place  An environmentally sustainable city Finally, the citizen oriented objectives are :  Democratic and safe  Social services based on freedom of choice  Active and healthy old age  Wide variety of housing  A close‐knit city  A smoothly operating transportation system

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City of Stockholm executive office,“Vision2030‐A guide to the future.” : http://international.stockholm.se/governance/vision‐2030/

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1.3. INVESTMENTS ON LOCAL GOVERNMENT INITIATIVES.

The structure and model of how to invest was a strategic decision by the city, and they devised and funded a program in the Chief Executive Office to roll out e‐government projects.

After that, the management level of the organization was able to work on it. The strategic mandate gave other departments in the city the flexibility and freedom to act, without needing to take all the decisions up to the political level. They simply had to report on their progress against the vision and goals in the integrated management system in the yearly budget. A key pre‐requisite for getting money from the program budget was that it would create greater value for the citizen, which was a very strong political vision in the background. For example the 650 million SEK investment which was used as an upfront financer for the e‐service technology that the city needed. The money for this large investment came from the previous year’s budget surplus (2006). In 2012 they had a further surplus of about €208 million. A significant proportion of this was spent on infrastructure investment, but part is being allocated for future IT investment.

The city established guidelines and rules for optimizing and using data, and would fund appropriate projects across all departments. This meant that any department had a proposal, a cost‐benefit analysis would be undertaken to identify added value for the citizens of Stockholm, and could be funded by this central pot. This took the pressure off tight budgets in individual departments. This investment is then recouped by cost reduction due to the digitalization of the process. This may be over a longer period of time, depending on the investment, and the estimated efficiency the project is creating.

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Chapter 2 – Strategic planning

[The existence of a Digital or Smart City Strategic Plan with a roadmap and a Strategic Urban Plan]

2.1 HISTORIC CONTEXT. Planning has a long history in the Swedish society, the first planning laws were drawn up in the 19th century8. In Sweden, planning is largely done by local governments, although the county and state can also be involved. Sweden’s planning system has three main elements:  Democratic and decentralized decision‐making,  Balanced Competing  Ecological and social needs and values.

There are many laws that impinge on various aspects of physical planning in Sweden. The two most important are the Planning and Building Act and the Environmental Act. The main aims of the Planning and Building Act, which give the municipalities greater independence, are decentralization, local adaptation , resource management, better plan implementation and simplification.9 Today’s Stockholm is very much a result of planning efforts and development strategies during the last century. From the 20`s the city took active part in providing people with affordable and decent housing. An important part of the strategy was to buy land for development and also to preserve areas for recreation purposes. The strategy and the planning goals were inspired by modernistic ideals with clear physical separation between dwelling, work and business areas, following the principles of zoning.

In the beginning of the 50’s a city‐wide comprehensive plan was made that lined out a strategy for the growth of the city. New suburbs were planned along metro lines like pearls on a string. Each suburb was designed as a neighborhood unit with a social and commercial core, high density housing close to the station, and in the periphery lower density housing together with self‐built one‐family homes. A green structure was established with green areas and parks dividing the neighborhoods.

8 9

Thomas Hall ,“Planning and Urban Growth in Nordic Countries”, Routledge,2003,p192‐193 E‐atlas : http://www.eurometrex.org/Docs/eATLAS/STOCKHOLM_eAtlas.pdf , p2.

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Another important part of the strategy to develop a modern livable city was establishing large‐ scale systems for heating, sewage and waste treatment. Major investments were made in this field and thanks to them the water today is so clean that you can swim in the middle of the city.

Major investments were also made in establishing an efficient public transport system, based on a network of metro lines and commuting trains. The idea was to make it possible for people to live pleasantly in the suburbs and take the metro to work in the city center or in designated work areas.

The planning strategies from the 50’s served the development of Stockholm well during several decades, providing people good housing conditions and a healthy environment. The result was good, but they do not meet today’s needs of developing a sustainable city.10 Many of the quickly built large‐scale suburban areas from the 60’s and 70’s had developed social and ethnical problems. There are today clear tendencies of an increasing social and ethnic segregation.

During the last decades the figures of housing construction have been on a low level, comparing with the figures from the 60’s and 70’s. As a result of this and of the tendencies towards smaller households the demand for new housing is increasing since the 90’s, as is the need for facilities for enterprises mainly in the quickly growing information technology and information businesses.

The aim of the City Plan 99 was to “build the city inwards”. This new strategy is not to use virgin land for new development, but rather reuse already used land.11

Timeline of Planning History: 1930s ‐ Stockholm begins planning for a radial development pattern with green “wedges” in between 1945 ‐ 20 year master plan for Stockholm crafted 1947 ‐ Initial planning Act passed, concept of detailed development plans for key areas created 1952 ‐ Metro network begins to be developed, new neighborhoods follow this network 1960s ‐ Social Democrats in power, their planning model in full effect (a focus on the right to decent housing for all) 1987 ‐ Urban Planning and Building Act revised, now cities are required to create a comprehensive plan (non‐binding) 1995 ‐ Sweden joins the European Union 1998 ‐ Detailed development plans for dense areas are given legal force 1999 ‐ CityPlan 99 sets forth the “Build the City Inwards” plan for infill development 2001 ‐ Stockholm County Council approves its first spatial regional development plan for the greater Stockholm region 2010 ‐ The Walkable City‐Stockholm City Plan 2010 sets forth Vision2030 and several other ongoing urban projects.

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Mats Pemer,“Developing a sustainable compact city in Stockholm, Sweden”, Stockholm City Planning Administration,2001,p.2 11 Sustainable Districts Hammarby Sjöstad : http://www.energy‐ cities.eu/IMG/pdf/Sustainable_Districts_ADEME1_Hammarby.pdf

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2.2 LEGAL FRAMEWORK. 

No national plan. Sweden has at the national level no overall physical plan for the development of the territory of the state that is prepared for the entire territory of the state. However, there are at the national level policy statements, which provide a foundation and general direction for plan making and regulation at lower levels.

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Regional plan‐ long term, strategic and guiding municipal planning The operational organ within the Stockholm County Council is the Office of Regional Planning and Urban Transportation governed by its political Committee. This organization is part of the County Council for Stockholm. The Regional plan’s purpose is to co‐ordinate issues affecting more than one municipality. The regional plan can, where it is of importance to the region as a whole or for parts of it, suggest principles for the use of land and water areas as well as guidelines for the location of development and civil engineering works. The regional plan is not legally binding, but shall serve as a basis for decisions concerning comprehensive plans, detailed development plans and area regulations .The regional plan has a long term and strategic focus. The present plan covers the period 2000‐2030 When the first draft of a regional plan is produced, or amendments to or annulment of a plan are proposed, the same regulations concerning consultation, exhibition, notification, scrutiny documents and statements shall apply as with the comprehensive plan. Except that the exhibition period shall be at least three months.

RUFS 2010 is characterized by an overall approach integrating issues of economic development and physical development. It aims at: sustainable development including economic, ecological, social and cultural aspects; and increase of regional growth focusing on accessibility and innovative environment.

It is worth mentioning that in reaction to the fact that commuting area of Stockholm has been spreading out of Stockholm County, the plan has put more focus on overall East‐Central Sweden (consisting of 7 counties) compared to former plans. Recently the population of East‐Central Sweden is about 3.5 million.

Despite showing increased concern for East‐Central Sweden, the plan primarily deals with the situation in the Stockholm County. It aims at guiding the locations of new housing development for expected population growth of 300‐500 thousand to the areas close to existing urban areas, and producing dense urban environment that are accessible by public transport. It emphasizes to provide sufficient public transport from the view of enhancing international competitiveness of the region, strengthening linkages within East‐Central Sweden, and reducing environment impact of the transport sector. At the same time, it aims to establish 8 additional cores in addition to the central core of Stockholm as growth centers for dynamic and attractive regional development.12

Comprehensive plan (Översiktsplan) for Municipalities ‐ strategic and non‐binding The comprehensive plan aims to deal with long‐term, strategic questions regarding land use and development and shall be of a programmatic and guiding character. The plan shall give the main points concerning use of land and water areas and the municipality’s views concerning how the built environment is to be developed and preserved.

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12

Ministry of Land : http://www.mlit.go.jp/kokudokeikaku/international/spw/general/sweden/index_e.html

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

Each municipality shall draft an up‐to‐date comprehensive plan covering the whole of the municipality’s area. The comprehensive plan is not legally binding. Before the municipality can adopt a comprehensive plan it shall exhibit the proposals to the public during a period of at least two months. The comprehensive plan presents the background, current trends, and maintenance of the built environment. It further comprises descriptive text, setting out the planning assumptions, rationale for its formulation, and the measures that the municipalities intend to take to implement the plan. The text is supplemented with supporting material and maps.

Accompanying the plan is the County Administrative Board review statement. The statement is done concerning: protection of national interests, environmental quality goals, inter‐ municipal/regional issues, health and safety matters. The County Administrative Board has the right to intervene in the planning process if these four abovementioned aspects are not satisfactorily dealt with.

Detailed development plan(Detaljplan) – short term and legally binding The examination of a site’s suitability for development and the control of the design of the built environment are carried out in a detailed development plan for new continuous development, new individual buildings, the use of which will have a significant impact on surroundings, and the development which is going to be altered or preserved if comprehensive control is required.

A development plan adopted by the municipality is required before urban development may take place. The development plan confers building rights on landowner for a specific purpose and extent at the location set out in the plan. The plan provides regulation concerning the size and height of buildings, the purpose for which they may be used, the land intended for parks, roads, water and sewerage mains, etc. The detailed development plan involves the right to develop in accordance with the plan’s regulations, although this right is restricted over time. It is also legally binding with regard to permit applications. The detailed development plan shall contain a time limit for development. The duration of the building rights is restricted to a period of between 5 and 15 years, as specified in the plan. The detailed development plan is legally binding for both authorities and individuals. 13

 13 E‐atlas : http://www.eurometrex.org/Docs/eATLAS/STOCKHOLM_eAtlas.pdf , p3

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2.3. CURRENT MOBILITY STRATEGIES ( ROADMAP AND INFRASTRUCTURES) Forecasts indicate that the City of Stockholm will have 25 per cent more inhabitants by 2030. The City’s Vision 2030 describes what it will be like to live in, work in and visit Stockholm. Exactly how the city will grow is described in the City Plan, the Walkable City: the density of existing housing developments is to increase and 100,000 new homes are to be built thus enabling more people to live and work in the same area.

Roads, the metro and rail lines must be extended to support this regional development, however, the demand for transportation within the city’s boundaries will, in all probability, be greater than the physical capacity of the transport system. Accordingly, we must consider why we need to travel and, to a greater extent, plan our journeys as well as review how we utilize our roads and streets to transport people and goods more efficiently.

A key element of the Walkable City’s strategy is to utilize city planning to reduce the need to travel. In addition, certain types of journeys can be replaced, for example, through individuals choosing to 12 | P a g e

work from home a few days a week where this is possible, shopping over the Internet or through planning their journeys to combine several purposes.

Nevertheless, growth means that the city’s streets and rail lines will need to transport an increasing number of people and more goods than they do at present, and, preferably, achieve this without any impairment of journey quality.

The City of Stockholm, the Swedish Transport Administration, the County Council (in its role as regional public transport agency) and the City of Solna are responsible for the region’s primary transport system. The organisation of high quality, reliable transport in these parts of the system covers 80‐90 per cent of the challenges facing the region. The Urban Mobility Strategy only applies to one part of this network, but provides clarity regarding the city’s intentions for its part of the transport system, which can be used in closer partnership with various operators.

A significant proportion of all journeys in the region occur within the city. Approximately 570,000 people work in Stockholm. Of these individuals, 54 per cent live within the city limits and a further 22 per cent live in one of the ten adjoining municipalities14. 16 per cent commute from the county’s other 15 municipalities, while only 8 per cent commute from another county 15. Regional enlargement means it can be easier to commute longer distances but the number who do so will continue to be small compared with those who commute within the city limits or from neighbouring municipalities.

2.3.1 New transport policy measures

A. Congestion charging . A balance between a desired congestion charging scheme and an acceptable scheme has to be found; otherwise the project exposes itself for the risk of crashing due to the inhabitants‘ lack of support. In order to avoid such a dilemma, a local referendum was held in 2006 regarding congesting charging within the Stockholm area. The election, which took place after a trial period, showed that over 50% were favouring congestion charging and the Swedish Parliament could officially implement the charging on a permanent basis on the 1st of August 2007.

The congestion charging concerns the inner city of Stockholm and is formally considered a federal tax .

The implementation endeavours to reduce congestion, increase accessibility and reduce environmental effects (Civitas, 2010). All vehicles are chargeable with the exception of diplomat registered vehicles, military vehicles, emergency vehicles, buses, social services transportation, taxis and foreign registered vehicles. Additionally, biofuelled vehicles – powered on electricity, ethanol and biogas – are also free from charges. The highest cost per vehicle for a 24‐hour period is SEK 60 and there are no charges on evening, nights, weekends and public holidays (Trendsetter, 2006).

Grazi and van den Bergh (2008) state that road pricing and congestion charging traditionally have been targeted with criticism due to the redistributive unfairness when the revenue is refunded to the tax

14 Järfälla, Sollentuna, Sundbyberg, Solna, Danderyd, Lidingö, Nacka, Tyresö, Huddinge and Ekerö 15 Statistics Sweden/the City of Stockholm’s Office of Research and Statistics, 2009 13 | P a g e

payers in terms of new road constructions. All tax revenue is solely used for new infrastructure within the Stockholm area (Transportstyrelsen, 2010) but the expected revenue from the congestion charging has failed to bring the economic payback the planners had hoped for. The experts calculated annual revenue of SEK 1 billion and that all expenses for the project would be covered by the year of 2008. Recent calculation indicates that the project will not break even until the year 2011 and some critical experts categorise the project as a financial failure (Flores and Rognerud, 2008).

Although the financial outcome was less satisfying, the congestion charging must be perceived positively in terms of sustainable mobility. The car traffic is estimated to be (Transportstyrelsen, 2010) reduced by approximately 30% during the rush hours and improvements of accessibility have been detected on key traffic routes. Emissions of CO2 and NOx have declined within the inner city as well as reduced noise levels. Other more debatable changes have been discovered; such as reduced share of private car use and an increase in bicycling, walking and use of public transport (Trendsetter, 2006)

B. Public Transport In Stockholm, several steps have been taken to make the public transportation system more environmentally friendly. The Stockholm Local Council is responsible for the public transport system which is run by Stockholm Public Transport (SL). The system is used by approximately 700 000 citizens every day and consists of subways, trams, commuter trains and buses (Stockholm.se).

Citybanan is an ongoing project that contemporarily is under construction. It is planned to stand ready by the year 2017 and comprises of a six kilometre long commuter‐train tunnel. The Swedish transport administration (Trafikverket, 2010) states that the tunnel is believed to more than double the rail way capacity, which consequently will improve the commuting system in terms of frequency and punctuality. The project is a close collaboration between The Swedish Transport Administration, the City of Stockholm, SL and the County Council of Stockholm. The cooperation aims to satisfy all actors involved and hence obtain the best result possible (Trafikverket, 2010).

One other future project is the Stockholm bypass (in Swedish; Förbifart Stockholm), which is a controversial planned express highway that stretches from the southern part of Stockholm to the northern. The main part of the highway is designed to go up to 65 metres below land and water, and hence a costly and complex construction. The Swedish Road Administration has estimated the tunnel to stand ready by the year 2020 and will by that time become the world‘s longest city tunnel (Trafikverket, 2010).

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C. Environmental Zones Research has shown that, in a city like Stockholm, emissions from road traffic cause the same average drop of life expectancy as traffic accidents (Trendsetter, 2006) and hence gives considerable incentives for traffic‐free areas. In 1996, Stockholm established environmental zones and prohibited heavy‐duty diesel vehicles older than eight years to enter the city centre (Trendsetter, 2006). The implementation of environmental zones resulted in a vast change to more modern and less polluting (Stockholm.se, 2010) vehicles among the companies in Stockholm. Additional measurable results that have been detected are significant reductions of NOx and CO2 emissions, as well as decreasing transport energy consumption and noise levels (Civitas, 2010).

Contemporarily the environmental zones have to be controlled and enforced in order to avoid non‐ compliance. This control is organised by the police force, which is both costly and resource‐demanding, despite that zone compliance merely is controlled simultaneously as the police make other routine checks. Currently, fewer than 4% show non‐compliance and to improve compliance Stockholm wants the Government to change the legislation, making it possible to prohibit parking within the zones and hence enable traffic wardens to fine non‐compliant drivers (Trendsetter, 2006).

D. Compliance checks Stockholm performs a ―s ck‐and‐carrot‖ strategy towards its contractors. The contractors obtain a bonus if certain levels of improvement are realised and non‐compliance results in sanctions. Customer satisfaction is regularly measured with a passenger survey and hence could improvements or non‐ compliance easily be detected (Trendsetter, 2006). Additionally, Stockholm conducts randomised quality controls with ―mystery shoppers‖, who are hired personnel travelling with public transport and reporting non‐compliance. The contractor will be contacted if the minimum standards are not met and hence forced to implements the changes necessary. AB Storstockholms Lokaltrafik (SL) has set targets for goals such as punctuality, cleanliness, share of satisfied customers and maximum number of cancelled departures. The mutual experience of this incentive based strategy is positive and has become an essential part of the contracts between SL and the operators (Civitas, 2010). M. Robèrt & R. D. Jonsson (2006) points to the fact that combining carrots in renewable fuel vehicles and mobility management services while imposing sticks in the form of increased pricing on fossil fuels and travel demand measures (TDM) may create synergy effects. This should hence be favoured, rather than only using one of the two strategies.

E. Make bicycling attractive The Stockholm area aspires to encourage bicycling by promoting it as a good alternative or supplement to other means of transport. The city aims to construct an infrastructure that enhances the availability and accessibility of bicycle paths (Trendsetter, 2006). The number of cyclists has increased by 75% over the past ten years and currently, Stockholm has 760 km of bicycle lanes (Stockholm.se, 2010). The ultimate objective is to facilitate individuals to shift from car – and public transport – to bike and hence reduce the overall fuel consumption and the negative environmental impact (Trendsetter, 2006).

In Stockholm – and many cities alike – projects have been founded in order to promote bicycling and sustainable travelling. Bike & Ride is one of those projects and has established an internet based platform where information could be found regarding the fastest and safest bicycle paths through the city (Civitas, 2010). Since this service is relatively new, no official level of user satisfaction is measured, but test checks on individuals indicates that the information is desirable and frequently used.

F. Clean vehicles Traffic is the main cause of health‐hazardous emissions and greenhouse gases. In order to reduce emissions, the City of Stockholm has ini ated ―Clean Vehicles in Stockholm‖, with the purpose of achieving a breakthrough for clean vehicles (Stockholm.se, 2010). Political measures and economic incentives for environmentally sound vehicles – such as reduced parking fees, subsidies and exemption 15 | P a g e

from congestion charges – has created a never before seen demand for clean vehicles. In 2005, the city decided to offer free parking for environmentally sound vehicles, owned by residents or companies using their vehicle for business‐related traffic. As a consequence of these policies, the owner of an environmentally sound vehicle could save up to SEK 1500 per month (Trendsetter, 2006) and currently, more than one third of all new cars sold in Stockholm are clean vehicles (Stockholm.se, 2010).

Additionally, the municipality of Stockholm has introduced more than 320 environmentally sound vehicles for their employees, imaging Stockholm a good example towards its citizens (Trendsetter, 2006).

Worth mentioning is the eco car subsidy of SEK 10 000 for every private individual that bought an environmentally friendly car between 1st of April 2007 and 3rd of June 2009. The subsidy was applicable in all of Sweden and aspired to encourage more people to buy fuelefficient cars that run on renewable fuels (Vägverket, 2009).

2.3.2. Technological innovation – efficiency increase

Technology plays an ambiguous role when mentioning it in terms of mobility innovation.

Taking the electric car as an example; it is a common solution to the incentive of downsizing, however; while it is very valuable on shorter distances it becomes less and less useful if you consider it a mode of leisure time travel (Holden, 2007). Gärling and Shuitema (2007) bring forth how technological measures are not able to solve any problems as of today and we should hence turn more towards policy measures, increasing the demand for car use.

Technological measures, however; are constantly implemented in Stockholm for instance, who have taken a pragmatic stance in turning the city greener in the quest for lowering emissions and creating a city free from fossil fuels (fig 1.). The vision of Stockholm incorporates both technology and policy measures.

Robért and Jonsson (2006) Clean vehicles and clean transportation has been highly prioritized in the city of Stockholm for a long time, in fact the whole of Sweden has been seeking measures for improvement within its public transport system (CCRE, 2006). Improving infrastructure to support the advancement of energy efficiency regarding vehicles is vital when discussing a goal of a fossil free cityscape by the year 2050. Nevertheless, bound to becoming more efficient it is also valid to point to the fact that while R&D aimed at increasing energy efficiency is valid, policies towards increasing the demand for such investments are also needed (Grazi and Van den Bergh, 2008). Creating fuel efficiency may also prove paradoxical since it may increase the dependence on fossil fuels and create rebound effects where money saved on fuel and energy efficiency is spent on energy intensive goods and services instead (ibid.). Holden (2007) also brings up that an increasing popularity in heavier, more powerful cars has thwarted much of the energy efficiency that has been developed over the years and furthered the rebound effect that often can spring.

Stockholm can flaunt their public transportation fleet driven by 100% renewable resources, however, there have been cost issues in upgrading to the next level of biogas powered vehicles and Stockholm is approaching this partly in a strategic manner where they run awareness campaigns and have created a clean drivers network‘ (CCRE, 2010). Technological advancement can possibly help solve many mobility issues, however; without the public‘s acceptance it will ultimately not make economic sense to invest in. Taking Gothenburg as an example; a 16 | P a g e

small party with an opposition of the congestion charges proposed in Gothenburg as their main issue gained five seats in the district council in the recent election. If the benefits are not clear enough, the efforts towards creating a more sustainable city may in fact be thwarted by democratic and market based powers. Stockholm counters measures making them more heavily dependent upon any measure and has adapted diverse measures to try to reach their highly set goals. Furthermore, it is important to note that Stockholm, as a city, is active on many fronts. Measures have been taken to create a system that utilizes all its resources as efficiently and with the most modern and innovative technology as possible.

Renewable fuels stand as a possible hope for the future, however; if they are to be used to the extent that is required to achieve future goals, the production and manufacturing process needs to be re‐ evaluated. The extent of usage will push the competitive forces on the market forward, and competition on renewable fuels will increase (Åkerman and Höjer, 2005). Most likely supply will be limited during the coming decades (Azar et al, 2003) and how energy is used will be key in determining whether or not the transition towards more sustainable cityscapes is smooth or not. It is valid to consider various measures that avoids negative rebound effects. The relationship between fossil and renewable fuel pricing will most likely continue to shift until the set target years of 2030 and 2050, hence vehicles driven by renewable sources become less and less of a bad investment (Robèrt and Jonsson 2006).

Biodiesel, biogas and ethanol are the main biofuels on the market. Renewable sources of energy stand to alter the concept of sustainable mobility in the future, nevertheless in adherence to technology along with behavioural patterns a modal shift is needed towards the consumption of these fuels. Biogas is the cleanest of the three and at the moment, only Sweden, Switzerland and France use it for transport (Trendsetter, 2006). Biogas requires commitment and major investments even before it can be used. The public transport fleet needs to be upgraded while at the same time; expensive facilities are needed for purification of the input, which can be most types of organic material. Stockholm, as part of their overall strategy, has taken on biogas within their public transport system and are furthering their involvement in the strategy towards a fossil‐fuel free Stockholm by trying to secure present and future manufacturing plants. Stockholm has for a while now facilitated such manufacturing by for example converting sewage water at water treatment plants into biogas that fuels a bus depot through a pipeline (Trendsetter, 2006).

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2.4. OVERALL STRATEGY‐ URBAN MOBILITY STRATEGY

The city’s strategy for how Stockholm will robustly and sustainably manage the increased need for transport following the ongoing population increase is based on three interacting cornerstones: urban planning, infrastructure planning and traffic planning.  Urban planning: a dense and mixed urban development that reduces the need to travel. Stockholm’s City Plan, the Walkable City, describes how the city will grow.

Existing developments in all parts of the city will become denser. Through the creation of a changing urban environment where a larger and more varied range of workplaces, stores, schools and leisure activities are accessible on foot or by bicycle, a level of accessibility is created that is not built solely on mobility. At the same time, a denser city provides the basis for frequent and high‐capacity public transport.  Infrastructure planning: a substantial expansion of public transport and a road network that leads away major traffic flows. During the expansive phase in Stockholm’s development in the 1950s and 1960s, the city was a model example of integrated planning of new city districts and new infrastructure. City districts like Vällingby and 18 | P a g e

Farsta were built with sufficient density for a new metro, which was completed at the same time as the inhabitants and businesses moved in. The development facing Stockholm up to and beyond 2030 requires new vigorous efforts to expand infrastructure.

The Stockholm Agreement is the result of a negotiation between the Swedish government, the City of Stockholm, the county council and the other municipalities in the county that pertains to which new roads and rail lines are to be constructed over the next ten years and how they are to be funded.

The agreement covers new roads and rail lines at a total cost of SEK 100 billion for the period to 2021, including:  An extension of the Light Rail through Ulvsunda, Sundbyberg and Solna to improve cross‐city links (opens 2013)  Norra länken (the Northern Link), a new road tunnel between Norrtull andRopsten, which will relieve the pressure on parts of the city centre streetnetwork (2015)  A new section of the E18 between Hjulsta and Kista (2015)  Citybanan, a new tunnel for commuter trains under central Stockholmwhich will increase capacity and reliability (2017)  A new branch of the Light Rail to Solna and Kista (about 2018)  The Stockholm Bypass, a new road link between Skärholmen and Häggvik intended to relieve pressure from the E4 and the Essingeleden motorway that pass through the region (after 2021)  A number of other rail and road projects in the county, including capacity‐ enhancing measures The City Plan also contains important projects, to be prioritized in future action packages, for example:  An extension of the Metro’s blue line from Kungsträdgården to Nacka  A tram track link to New Karolinska Solna and the city district of Hagastaden  A public transport link between Flemingsberg, Skärholmen and Älvsjö, as well as an extension to Skarpnäck  Conversion of Bus Rapid Transit line No. 4 to a tramway  An easterly link over the Saltsjö‐Mälaren water strait.

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 Traffic planning: optimizing use of existing infrastructure. Population growth in the city and the region is of such an extent that even these major investments in new roads and rail lines will be insufficient and significant capacity deficiencies will continue to exist in parts of the transport system even after these expansions. The city and other operators with responsibility for the region’s transport system must add capacity to enable more people and more goods to be transported in the same space.

This is nothing new in itself, the city is working continuously to optimize use of the limited space, but the pace of change means that there is an increasing need for this work to be coordinated and directed towards shared goals. In parallel, an increased need exists for the provision of more travel alternatives and useable information as well demand management. A dense city also places higher requirements on the functionality of roads and streets as vibrant environments that promote social interaction.

The Stockholm Agreement also includes the target of reducing road traffic emissions in Stockholm County by 30 per cent by 2030, primarily through measures that promote green cars and trucks. In addition, the goals for air quality and noise must be reached through 20 | P a g e

measures including limitations on use of studded tires, development of the use of green zones and differentiated congestion tax with higher charges for vehicles that have a larger negative impact. The city also has a goal of fossil‐fuel free road traffic.

Road traffic is one of the city’s largest environmental issues, through air pollution, noise and emissions of greenhouse gases. The city’s long‐term investment in public transport and, more recently, in congestion tax and bicycle traffic have led to a relatively low level of emissions per inhabitant.

However the environmental goals assume a continued rapid trend in the right direction. The planned expansion of public transport will help, but more is needed according to the city’s action plans for climate and energy16, including  More lanes for public transport and cycle lanes/cycle paths  Raised parking charges  Promotion of car pools  Increased capacity utilization for goods vehicles  Marketing of alternatives to car journeys, for example video conferences and teleworking.  Marketing measures to promote green cars

Specifically for the bicycles, the Stockholm area aspires to encourage bicycling by promoting it as a good alternative or supplement to other means of transport. The city aims to construct an infrastructure that enhances the availability and accessibility of bicycle paths. The number of cyclists has increased by 75% over the past ten years and currently, Stockholm has 760 km of bicycle lanes17.The ultimate objective is to facilitate individuals to shift from car – and public transport – to bike and hence reduce the overall fuel consumption and the negative environmental impact.

In Stockholm – and many cities alike – projects have been founded in order to promote bicycling and sustainable travelling. Bike & Ride is one of those projects and has established an internet based platform where information could be found regarding the fastest and safest bicycle paths through the city. The actions taken to ensure a better bicycling network are:  Develop the network in accordance with the new cycle plan  Improve winter maintenance on the cycle network  More cycle parking facilities – especially around public transport interchanges  Expand the cycle‐hire system

Strategic priorities: Stockholm has a wide variety of urban environments. No single policy exists for prioritizing between methods of transport or the functions of the road and street network, instead, different priorities will apply in different urban environments, at different times and based on different functions. This chapter describes the overriding policies that apply for various parts of the road network and different sections of the city based on the City Plan’s four urban development strategies for sustainable growth.

16 17

Stockholm action plan for climate and energy 2010–202 City of Stockholm: http://www2.stockholm.se/english

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1. Continue to strengthen central Stockholm Continuing to strengthen central Stockholm means developing the city center and inner city qualities and increased housing and workplace density in those areas adjacent to the current inner city thereby providing them with a more urban character. Major urban development areas have been identified in Hagastaden, Norra Djurgårdsstaden, Hammarby Sjöstad, Söderstaden, Årstafältet, Liljeholmen, Telefonplan, Västra Kungsholmen, Alvik and Ulvsunda. In these areas, urban environments have been built and will be built that reflect the city‐block structure of the inner city. Roads, tram tracks and rail lines must be built in these areas, but for the continued functionality of regional and local traffic in and around these denser city districts, travel patterns in these areas must reflect those of the inner city. In other words, greater use of public transport, bicycles and walking and less use of cars than in the suburbs.

2. Invest in attractive nodes Investing in attractive nodes in the suburbs is the second of the City Plan’s four urban development strategies. Eight nodes have been identified: Kista, Spånga, Vällingby, Brommaplan, Skärholmen, Fruängen, Älvsjö, Högdalen and Farsta.

Streets and roads in and around these nodes will, to a certain degree, be similar to the inner city in terms of function, but also with regard to the competition for space that arises. The balance between local and regional needs must be managed and it is possible that a partial change in travel patterns is needed in these locations as compared with other parts of the suburbs. Parking is a particular area that could cause conflict unless the right decision is made regarding regulation

3. Connect city districts The third urban development strategy is the connection of city districts.Connecting a city together comprises far more than just physical links that enable movement. However, the road network has a key role in physically linking the nodes to each other, the centre of the city and the region as a whole. Today, the car is the fastest alternative for many connections between two points outside of the inner city. The possibility of performing such journeys with public transport (primarily by bus or tramway), on bicycles or on foot must also be enhanced.

Many of the strategic relationships identified in the City Plan coincide with the primary road network, which was defined as part of the frame work for enhanced regional accessibility, a collaboration between the city, the Swedish Transport Administration, Stockholm Public Transport (SL) and the City of Solna. The network comprises those links that have a regional function and a substantial flow of traffic measured as the number of city travellers by bus or car. The need for a balance between regional and local functions indicates that other modes of transport than using your own car need to be promoted.

A few principles have been established for this network which impact how the goals in this strategy are applied: 22 | P a g e

  

the needs of moving traffic have priority over parking the requirements of large regional traffic flows have priority over small local traffic flows predictable and reliable accessibility has priority over higher average travel speeds

4. Promote a vibrant urban environment The street environment plays a decisive role in Stockholm’s public spaces and the role of the road and street network as a public space and not just as a transport route must be strengthened. The City Plan is named the Walkable City and the essence of the fourth urban development strategy is that people should be able to move safely around the city on foot or by bicycle. Accessibility for people with disabilities as well as the mobility of children are a particular priority.

2.4.1. GUIDING POLICIES ‐ PLANNING AIMS AND OBJECTIVES.

Four planning aims for the road and street network have been prepared as part of the Urban Mobility Strategy. The order in which the aims or the subsequent goals are presented in no way represent any form of ranking. All objectives are equally important on a general level, even if conflicts between objectives in individual projects will require an order of priority based on local conditions.

A. An increasing number of people and amount of goods need to be moved, through greater use of high‐ capacity transportation means; that is, public transport, bicycles and walking as well as goods vehicles with a high load factor.

B. Accessibility in the road and street network is to be enhanced by increasing speeds for high‐capacity transportation means and raising travel‐time reliability for all road users.

C. The role of roads and streets as attractive areas is to be strengthened through improved walkability in the walkable city.

D. The negative effects of road and street traffic must be minimized through promoting car use for journeys that generate the most public good.

Objectives18 A1 Transport capacity measured in persons per hour during peak hours on the road and street network must increase by more than the corresponding percentage increase in population by 2030.

A2 Public transport’s share of motorised transport (that is, journeys by car or public transport, and excluding journeys on foot or by bicycle) during peak hours must be 80 per cent by 2030.

18

Detailed information about the significance , results , requirements , evaluation etc. of the objectives can be found here : [ http://international.stockholm.se/globalassets/ovriga‐bilder‐och‐filer/urban‐mobility‐strategy.pdf ]

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A3 The proportion of all journeys at peak hours performed by bicycle must be not less than 15 per cent by 2030.

A4 The percentage of business owners who consider that the city’s streets and roads, satisfy their needs will be 90 per cent by 2030.

B1 The proportion of motor‐vehicle journeys with favourable travel‐time reliability in peak hours will be 70 per cent by 2030.

B2 Rapid transit traffic in the inner city will have an average speed (including stops) of 20 km per hour by 2030 B3 Finding a parking space must be easy. Demand for parking spaces should not exceed 85 per cent of those available by 2030.

B4 The proportion of road users on the city’s roads and streets who are satisfied with their journey quality will be 90 per cent by 2030.

C1 The proportion of local journeys (or journeys that both start and end in the inner city, southern or western suburbs) made on foot during a calendar day will be at least 60 per cent in the inner city and 50 per cent in the suburbs by 2030 C2 The proportion of people who consider the city’s streets attractive will be at least 90 per cent by 2030.

D1 Through‐traffic will not exceed 5 per cent of all traffic in the inner‐city street network by 2030.

D2 The total distance driven by car or truck on city’s roads and streets in peak hours will not exceed 2008 levels by 2030.

D3 The number of people who are killed or seriously injured in traffic accidents reported to the police will be reduced by at least 40 per cent by 2020. New objectives will be established for 2030.

D4 The proportion of residents who feel that traffic does not cause a serious problem in their local district will be at least 80 per cent by 2030.

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2.4.2. ACTION PLAN

The action plan is short‐term and will need regular updating, perhaps annually or biannually, in conjunction with the budget process. In this manner, a rolling four‐year plan for reaching the objectives can be maintained. The first action plan contains a number of suggestions for areas needing further investigation, which will lead to new proposals regarding measures. This means that it could be appropriate to revise this plan within a shorter time horizon.

The action plan is divided into measures for the various modes of transport and measures that can promote robust and sustainable accessibility. There will be a number of conflicting goals between the various measures, but even if the measures themselves primarily concern one particular mode of transport, focus should be placed on comprehensive solutions based on the overriding objectives as part of the Urban Mobility Strategy.

The Urban Mobility Strategy builds on one whole solution, in other words, strong links exist between the various goals that make it difficult to remove any one particular goal. The same applies for this action plan. Synergies exist between the various proposed measures that make it difficult to remove one measure and still obtain the same effect. 19

Proposed measure 1: commence work with the main network Those thoroughfares identified in the main network strategy in the inner city and suburbs must be developed with the aim of reaching the goal of an average speed of 20 kph, through prioritizing public transport over other road users and stationary traffic. The City of Stockholm Traffic Administration proposes that two thoroughfares are selected during the period 2012‐ 2016 and that measures are prioritized based on passenger benefit and the ability to increase the thoroughfare’s transport capacity as well as the speed of the bus. The pace of expansion must be coordinated with other ongoing construction projects to benefit from any possible synergies and to minimize unnecessary disruption for other road users and street functions.

Comprehensive solutions must be developed to manage conflicting goals with other modes of transport, parking or the street environment.

An attractive public transport alternative in the streets will help relieve pressure from the Metro and the road network through offering an alternative to the car for more journeys.

Achieving such an attractive public transport alternative with an average speed of 20 kph will require measures including the following:  Prioritization of moving traffic over stationary traffic, in other words, parking places will be removed from certain locations during the daytime or parts of the day to provide space for dedicated lanes.  Space will be taken from other moving traffic to create dedicated lanes for public transport. Left turns, thoroughfares and other disruptive maneuvers may be prohibited.  Prioritization of public transport at traffic lights will be increased, which means a deterioration in accessibility for all traffic that crosses the transit traffic

Proposed measure 2: enhanced monitoring of dedicated lanes for public transport

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Daniel Firth, “Urban Mobility Strategy” ,City of Stockholm Traffic Administration,2012, p.57‐67

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The possibility of enhanced monitoring of dedicated lanes for public transport will be investigated. In time, a change in the law may be required to enable more efficient monitoring methods and the city will, in partnership with other interested parties, strive to promote such a change. A test with stricter monitoring of existing rules will be developed

Proposed measure 3: connecting journeys to public transport The possibility of reaching public transport hubs primarily on foot or by bicycle, and in certain cases by car, must be increased. Even efficient changes between public transport lines must be given greater priority.Footpaths to and from hubs must be improved, with more direct routes free of unnecessary differences in height, enhanced winter maintenance and increased safety.

More secure bicycle parking with adequate capacity in the proximity of the most important public transport hubs must be given higher priority.

Proposed measure 4: a bicycle plan for commuting to work A Bicycle plan focused on bicycle journeys as an alternative for more commuter journeys is being produced in autumn 2011. The sections identified must be developed to create a cohesive cycle network with higher priority and increased safety. Measures must be prioritized based on benefit to city travelers and the opportunity to increase the transport capacity of the thoroughfares. The pace of expansion must be coordinated with other ongoing construction projects to benefit from any possible synergies and to minimize unnecessary disruption for other road users and street functions.

Proposed measure 5: winter maintenance of cycle paths A trial with more intensive winter maintenance of the key bicycle thoroughfares will be performed in winter 2011‐2012. The trail will be evaluated and possibly developed in connection with the bicycle plan.

Proposed measure 6: bicycle parking plan The City of Stockholm Traffic Administration will make an inventory of bicycle parking in the city and develop a method for following the increase in bicycle parking spaces. Secure bicycle parking in the vicinity of key destinations, particularly public transport hubs, must be developed. The possibility of a demonstration project with a public parking garage for bicycles, for a fee, will be investigated.

One alternative could be changing car parks to bicycle parking –one parking place for a car can accommodate 10‐15 bicycles. In addition, bicycle parking statistics for new developments will be drafted.

Proposed measure 7: expansion of the shared bicycle system The city must promote the development of the shared bicycle system in the inner city by allocating more locations for shared bicycle stations. Where suitable locations are difficult to identify, the use of car parking spaces must be considered, provided that road safety or accessibility are not adversely affected. In time, the bicycle sharing system should also be developed in the suburbs, starting in the inner suburbs. Identification of locations for shared bicycle stations must be allocated higher priority in urban development projects.

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Proposed measure 8: action plan for bicycles The City of Stockholm Traffic Administration must prepare an action plan for further development of bicycle measures for the purpose of reaching the goal of increased bicycle use.

Proposed measure 9: a pedestrian traffic plan that identifies key thoroughfares The city must prepare a pedestrian traffic plan aimed at identifying the key main pedestrian thoroughfares. The underlying reason being to provide input for balancing between other prioritised modes of transport. The plans must identify thoroughfares and places where the transport capacity and attractiveness of the street network can be increased by raising the priority of pedestrian traffic.

With increasingly fast bicycle traffic, safety is reduced and conflicts between pedestrains and cyclists increase when they need to share confined spaces. The possibility of completely dedicated pedestrian thoroughfares must be investigated.

Proposed measure 10: better understanding of pedestrian traffic’s needs A pilot study with pedestrian traffic audits (walkability audits) was performed in autumn 2011.

The method must be evaluated and developed with the aim of producing a basis for qualitative improvements for pedestrian traffic.

Proposed measure 11: coordination of operation and maintenance, road safety and accessibility The city needs to develop strategies and concrete measures for how operating and maintenance work should be developed and coordinated with the city’s work on road safety and accessibility.

In 2011, the City of Stockholm Traffic Administration started a project, including an action plan, for this purpose. The aim is to increase work efficiency in parallel with raising safety and accessibility for pedestrians and cyclists.

Proposed measure 12: an action plan for freight traffic The City of Stockholm Traffic Administration must work more intensely with freight traffic by producing an action plan specifying how the goal of keeping the haulage industry satisfied will be reached. This work will be performed together with, among others, a city logistics council where representatives for the haulage industry, business sector, and government agencies can collaborate to enhance the opportunities for more efficient goods distribution.

The action plan can also have major significance for the road safety of vulnerable road users and for the environmental impact of heavy vehicles.

The regulations governing the mobility of freight traffic in the city need to be reviewed with the aim of better meeting the needs of modern business and minimising the impact of freight distribution on the accessibility of other road users as well as with consideration for the needs of residents.

Proposed measure 13: study consolidation centres The City of Stockholm Traffic Administration will investigate how the city can promote the establishment of commercially operated consolidation centres and investigate the possibility of 27 | P a g e

goods distribution certification to reduce environmental impact and increase road safety.

Certification would be possible to link to advantages for freight traffic, for example, in the form of access to certain dedicated lanes for public transport at specified times.

Proposed measure 14: parking in the inner city The City of Stockholm Traffic Administration must develop and test proposals for regulation of street parking in the inner city during major parts of the day with the aim of increasing accessibility and access for visitors to park in the evening and enhancing the conditions for residents who choose street parking. The system providing a dispensation for residential street parking may need to be adjusted to better achieve the goal of 15 per cent of spaces free in the daytime and, in parallel, make it easier for residents to leave the car at home and travel in another manner.

It is not possible to reach this goal without reviewing the price of street parking, in particular at those times and locations where demand is highest

Proposed measure 15: parking in the suburbs Parking conditions in the suburbs must be more closely investigated to identify locations where the goal of 15 per cent free spaces is already difficult to reach. A method needs to be produced to identify potential problems before they arise. A toolbox to enable reaching the 15 per cent goal must be developed. Just as in the inner city, in the majority of cases, it will not be possible to reach this goal without regulating street parking, in particular, at those times and locations where demand is highest

Proposed measure 16: an action plan for car traffic A plan to increase travel‐time reliability for car traffic must be prepared which focuses on technical developments and commercial solutions. Scenario planning and smart services for dynamic management of traffic can be used to maintain traffic flows. In addition, monitoring of the rules for moving traffic, such as restrictions on left turns and blocking crossings, as well as a prioritization of moving traffic over stationary traffic must be included. The participation of the public utilities will be an important success factor.

Proposed measure 17: enhanced coordination of disruptive roadwork The planning of major disruptive roadworks must be coordinated and performed as speedily and expeditiously as possible based on the physical conditions and resources available. Further development of information efforts to provide information about future and ongoing disruptions to road traffic must be performed by the City of Stockholm Traffic Administration, the Swedish Transport Administration and SL

Proposed measure 18: communication with city travelers and residents 28 | P a g e

The City of Stockholm Traffic Administration must start to increase communication and dialogue with residents and city travelers to communicate the goals, solutions and the part everyone has to play in fulfilling these goals.

Proposed measure 19: smart‐choice measures The City of Stockholm Traffic Administration must produce an action plan for the work with so‐ called smart‐choice measures that helps individuals, companies or other businesses that encourage city travelers to plan their journeys in a smarter manner, to reduce congestion, environmental impact or costs. Plans for smart‐choice measures are being produced, for example, for the rebuilding of Slussen, for the new city district Norra Djurgårdsstaden and for the business district in Kista. These will be followed up and evaluated so that a comprehensive plan can be produced, including a toolbox to reduce car travel even in other locations

Proposed measure 20: congestion tax development The City of Stockholm Traffic Administration will, together with other regional instances, study various strategies to optimize the use of congestion taxes as part of reaching the goals in the Urban Mobility Strategy

Proposed measure 21: one plan for the environment and traffic The City of Stockholm Traffic Administration must prepare a plan over the key traffic and environment initiatives, including an action plan for undertakings in the city’s 2012‐2015 environmental program as well as an action plan for how the city should work to reach the goal of being fossil‐fuel independent by 2030. 20

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Daniel Firth, “Urban Mobility Strategy” ,City of Stockholm Traffic Administration,2012, p.57‐67

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2.5. THE PROJECTS

Mobility Projects 1. The Citybanan rail line The Citybanan line is a commuter train tunnel that will run beneath the entire inner city, with new stations beneath T‐Centralen and Odenplan. It will significantly improve inner city accessibility, facilitating the growth of commuter, regional, long‐distance and freight traffic. The Citybanan line replaces other alternatives investigated such as the third track option and a Kungsholmenbanan line.

2. The Mälarbanan line: Tomteboda – Kallhäll The expansion of the Mälarbanan line seeks to increase capacity and improve travel times primarily for commuter and regional rail traffic. Two options are being studied: expansion along the route of the existing line (2) via Sundbyberg and a new section via Kista (2a) with a station in the centre of Kista serving as a junction with the Ostkustbanan east coast line south of Helenelund.

3. Metro: Odenplan – Karolinska A new branch of the green line could bring the metro to the urban development area of Karolinska‐Norra Station. This would considerably reduce the need for bus traffic to the area, providing more space on the streets. The project would work with and increase the benefit of a new commuter train station at Odenplan.

4. Light rail line: Sickla Udde – Slussen An extension of the Tvärbanan LRT line will enable fast journeys between Hammarby Sjöstad and Slussen. The Saltsjöbanan suburban line will also be integrated into the transport system. Alternative routes are being studied.

5. Tvärbana Norr: Alvik – Kista and Alvik – Sundbyberg – Solna – Universitetet Tvärbana Norr is an extension of the cross‐city Tvärbanan LRT line from Alvik to the north. Tvärbana Norr will link together

Urban development projects Kista science City[1] Kista Science City is an integrated area featuring world‐leading IT and telecom companies.Housing, areas for walking, shops, cafés and restaurants make the area inviting.

Vällingby centrum[2] One of Sweden’s largest shopping‐center renewal projects was inaugurated as early as March 2008.

Retail area has increased by 70 percent, and the new buildings blend in well with the area’s urban core with its famous 1950s environment. Älvsjö centrum[3] A modern and clearly regional hub. The expansion of the Stockholm International Fairs exhibition halls, plans for the Spårväg Syd tramway and the extension of the underground from Hagsätra have spurred the development.

Stockholm Public Library[4] The expanded Stockholm Public Library and the area surrounding Odenplan is a lively place, with such attractions as the City Line’s new station and a new shopping mall.

Förbifart Stockholm[5] Förbifart Stockholm, a new 21‐kilometre‐long road circuit, is planned to link regional centres in the north and south and streamline the traffic flows across Lake Mälaren.

Kungens Kurva‐skärholmen[6] For many Stockholmers, the largest retail area in the Nordic countries is an easily accessible alternative to the city centre. Through a partnership with the municipality of Huddinge, the area has become a closely connected regional centre near the E4/E20 motorway.

Telefonplan[7] An area focusing on form and design has grown up around the classic indus‐trial environment near Telefonplan. The Konstfack university college of art and design and Designens Hus design centre are the hub of an area that features creative activities and new housing.

Liljeholmen – Årstadal[9] Now the city centre has definitely taken a leap across Årsta bay. Here 30 | P a g e

radial rail traffic and provide efficient public transport to areas with high population densities and many workplaces currently not served by rail traffic. The line will reduce congestion on existing lines and link together residential areas. The line will run along the same route between Alvik and Ulvsunda before splitting towards Kista (5a) and towards Solna and Universitetet (5b). The possibility of extending the Kista branch to the commuter train stations in Helenelund, Sollentuna or Häggvik is being studied.

6. Spårväg Syd tramway: Älvsjö – Fruängen – Skärholmen – Flemingsberg Spårväg Syd is a cross‐city line linking together the regional cores of Flemingsberg and Kungens Kurva‐ Skärholmen, with an extension on to Fruängen and Älvsjö. Another important function is to link together the radial rail links in the southern suburbs. The route shown is only preliminary and needs to be investigated further.

7. Tram line 4: Gullmarsplan – Ropsten/Loudden The project involves converting Bus Rapid Transit line no. 4 to a tram. A tram line would reduce congestion, improve traffic flow and keep traffic on time.

Efficient tram transport will relieve the metro in the inner city and provide 76 THE WALKABLE CITY Stockholm City Plan extra capacity across the Saltsjö‐Mälar water strait without the need to build a new bridge or tunnel. The extension of line no. 4 to Stockholm Royal Seaport is shown with two different end station options, Ropsten (7a) or Loudden (7b).

According to Stockholmsförhandlingen the project is to be completed after 2019.

8. Metro: Kungsträdgården – Nacka Extending the blue line will provide efficient public transport to the fast‐growing Nacka – Värmdö sector, taking the pressure off bus traffic at Slussen. New metro stations are planned at Sofia and Henriksdal/Sickla. A section of line

the city centre’s density and range of offerings are combined with proximity to natural areas and recreation.

Slussen[10] After 70 years of service, Slussen has been renovated and rebuilt. The new links to Stadsgården and Skeppsbron make the area even more important as a meeting place.

Hammarby sjöstad[11] Here the city centre has been linked with the districts surrounding Hammarby Lake and with Nacka. About 30,000 people live and work in the country’s largest development project, with a focus on water and the environment.

Norvik[12] The expanded port at Norvik in Nynäshamn provides increased capacity for freight and passenger traffic in the region. This has led to the establishment of housing and workplaces in Stockholm’s former port areas.

Arlanda[13] Stockholm Arlanda Airport is strategically important for the entire Stockholm‐Mälar region.

High‐speed trains from central Stockholm allow passengers to reach the airport in 20 minutes.

Karolinska – Norra station[14] A brand new city district that combines housing and workplaces has been built in cooperation with the Stockholm County Council and the City of Solna. The district provides the ideal base for world‐class research programmes and businesses specialised in life sciences.

Citybanan[17] Citybanan, a six‐kilometre‐long railway tunnel with two new stations, has doubled rail capacity through Stockholm. In conjunction with Mälarbanan, it is essential for railway traffic from a local, regional and national perspective.

Stockholm Royal seaport[18] From Husarviken to Loudden, new housing and workplaces have been developed. The Värtan financial centre and the modernised port operations with a new travel centre are strong profiles in the area.

Nordvästra Kungsholmen[19] Here the compact central city has seen the addition of 15,000 work‐places, 8,000 residents, and shops, cafés and restaurants. Strandparken 31 | P a g e

with one station at Slussen is included as an option. According to Stockholmsförhandlingen the project is to be completed after 2019.

9. Metro: Akalla – Barkarby Extending the blue line here will improve opportunities for cross‐city travel and will also enable Kista to be reached efficiently by regional rail services.

This will be particularly relevant if the Transport Administration decides to extend the Mälarbanan line along its existing corridor. The project replaces a previous proposal to extend the metro line from Hjulsta to Barkaby, which was seen as unable to attract such high passenger numbers or provide the same high‐quality structural effect. According to Stockholmsförhandlingen the project is to be completed after 2019.

10. Norra Länken (the Northern Link) This is a completely new road link in a tunnel between Norrtull and Värtan (Lidingövägen), with a junction with Roslagsvägen at Universitetet. The link will increase capacity to the ports at Värtahamnen and Frihamnen, and to the urban development area of Stockholm Royal Seaport. The link is expected to improve the environment along the northern section of Valhallavägen by removing heavy traffic to the ports.

11. E18: Hjulsta – Kista The E18 is Stockholm’s north‐west arterial approach road with heavy traffic.

With its intersections and heavy traffic, the road suffers from a high accident rate and generates a great deal of noise. The road currently has 11 at‐grade intersections and the new road will instead have five grade‐separated intersections.

The new design will increase safety, improve the environment for local residents and provide higher traffic capacity.

12. The Stockholm Bypass The Stockholm Bypass will be extended between the E4 Skärholmen – E4

and Lindhagensgatan are examples of new zones in the area.

Annedal [20] The area around Bällstaviken, close to Bromma airport, accommodates a large number of new homes and workplaces. City planning has taken place in cooperation with the City of Solna and the municipality of Sundbyberg.

Klara Hotel and Conference[21] Near Stockholm Central Station, new housing and a hotel and conference facility of international standing have grown forth as part of this new western city district. To the north, the railway yards have been decked over and Klarabergsgatan rebuilt.21

21

The numbers are in reference to the image. ‐ The detailed urban plan.

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Häggvik, intersecting with the Norrortsleden motorway. The bypass will link together the northern and southern parts of the county, enabling transport between these areas without venturing into the inner city. The bypass will also facilitate long‐distance traffic and enable the development of a polycentric region. The Stockholm Bypass replaces the land previously set aside for the Bromma section of the Essingeleden motorway.

13. E4/20: Tomteboda – Norra Station – Haga Södra Traffic flow around the Eugenia tunnel is currently poor and traffic is expected to increase considerably with the opening of the Norra Länken link road. A number of measures are required along this section, including strengthening slip roads and adding new lanes.

THE WALKABLE CITY Stockholm City Plan 77 14. E18: Frescati – Ålkistan This section needs more lanes to provide the capacity required once the Norra Länken link opens, and to cope with expected increases in traffic. The road already contributes to major disruption in the area and constitutes a physical barrier towards the National City Park. The intention is to place the stretch in a tunnel in the future.

15. E4: Norrtull – Kista The new stretch of the E18 between Hjulsta and Kista will mean that the E4 will not have sufficient capacity. The addition of Norrortsleden and the Norra Länken link road will also place increased pressure on the E4. There are plans to expand the motorway from three lanes to four in each direction.

OTHER EXPANSION 16. Spårväg city: Lindhagen – Centralen – Djurgården/Ropsten Once fully developed, the planned line will run between Ropsten via Värtan to Centralen and Fridhemsplan, terminating at Hornsbergs Strand. The line offers high accessibility through the centre of the 33 | P a g e

city and will increase the accessibility of Djurgården along the tracks at the heritage tram line. Integrating the line with the Lidingöbanan line will also be investigated.

17. Road 222: Henriksdal intersection and Danvikstull Road 222 will gain a new route via Henriksdalsberget, where the road will take over the tunnel used by the Saltsjöbanan rail line and gain a new intersection at Danvikstull. Placing the road in a tunnel means that many of the current environmental problems will disappear, enabling new housing in the area. Spårbron bridge at Danvikstull, which also carries bus traffic, has reached the end of its life and will be demolished. The road bridge will be widened with new lanes so that in the future buses will continue to use a separate bus lane.

18. Eastern link The population and employment are growing particularly quickly in the eastern parts of the region. An eastern link would increase capacity across the Saltsjö‐Mälaren water strait and join up the northern and southern links to form a ring road around the inner city. This would improve congestion on Stadsgårdsleden and Skeppsbron. It is essential to coordinate the functions and needs of road transport and public transport along this corridor.

19. Huvudstaleden: Bromma The project is part of a fully developed Huvudstaleden road running from Pampas to Drottningholmsvägen and Bergslagsvägen and is capable of relieving parts of the main road network in the western suburbs. The branch to Tritonvägen and a new Tritonbro bridge are no longer included in the plan because of the plans for the Ulvsunda industrial area.

20. Ulvsundavägen The function of the road from Ulvsundaplan to Rinkeby may be changed, partly as a result of new road projects such as 34 | P a g e

Huvudstaleden and the new stretch of the E18, and partly because of changed land use in Ulvsunda and Mariehäll. There are grounds to develop Ulvsundavägen for new functions and adapt it to the surrounding environment.

78 THE WALKABLE CITY Stockholm City Plan 21. Klarastrandsleden Klarastrandsleden is a central artery with extremely heavy traffic. The road area is delimited by the lake Klara Sjö and the Swedish Rail Administration’s track area for rail traffic to the Stockholm city centre. Covering the road and building on top of it would lead to a considerable improvement in the local environment and link the streetscape directly to the water.

22. Centraltunneln The project is a tunnel linking Söderleden with Klarastrandsleden and Klaratunneln.

The tunnel would enable the Centralbron bridge to be demolished, achieving major environmental improvements in what is possibly the most sensitive and historically interesting part of Stockholm.

23. Nynäsvägen The area surrounding Gullmarsplan is a hub for road and public transport in southern Stockholm and an important urban development area. The heavy traffic on Nynäsvägen is an obstacle to developing the area. Solutions have to be found that are capable of handling the major and complex traffic flows and coping with the environmental disturbance caused by the traffic system. Gamla Enskede offers a chance to heal the damage to the environment inflicted by the road and overcome its major barrier effect.

24. Älvsjövägen Älvsjövägen has heavy traffic and only one lane in each direction. The road causes major environmental disruption with noise and barrier effects locally.

The road needs to be environmentally updated and its capacity increased. The road area must also be investigated as one of the 35 | P a g e

alternative routes for Spårväg Syd. The continued stretch to the east, previously known as Högdalslänken, is, however, no longer relevant.

25. Slussen Slussen’s function as a traffic interchange is central to the work on the new Slussen. The current traffic design focuses on traffic flow for cars, while the main function of the site today is in fact as a major hub for public transport.

Pedestrians and cyclists also need the new Slussen to provide them with better solutions.

26. Road 226: The junction of Huddingevägen and Rågsvedsvägen Huddingevägen is an accident black spot, has poor traffic flow and has high levels of noise and exhaust fumes. The current junction is an at‐grade, as are additional junctions further to the south. A new multilevel crossing of motorway standard will provide better capacity and improve the safety of unprotected road users.

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Chapter 3 – Internet, Broadband & PC access

[The current penetration and use of Internet, Broadband Accesses, PC among citizens, enterprises and Local Administration in your city]

Stockholm enjoys high‐quality access to both fixed and mobile broadband, thanks to extensive infrastructure rollouts. Some of the areas where Stockholm stands out compared to other cities are fixed and mobile broadband, as well as climate and environmental impact. The world’s first 4G network was rolled out in Stockholm, and the city has a world class fiber infrastructure reaching 95% of households.22 The fiber network has generated significant economic returns for the city and has lead to several top positions in global connectivity rankings for the city.

3. 1 GENERAL STATISTICS OF INTERNET PENETRATION FOR SWEDEN.

The Internet in Sweden is used by 94.8% of the population, the fifth highest usage rate in the world, behind only the Falkland Islands (96.9%), Iceland (96.5%), Bermuda (95.3 %) and Norway (95.0%). Sweden ranks 18th and 5th highest in the world in terms of the percentage of its fixed and wireless broadband subscriptions.

23



Internet hosts: 6.0 million hosts, 19th in the

world . 



    

Internet users: 8.7 million users, 44th in the

world; 94.0% of the population, 4th in the world .

IPv4: 30.4 million addresses allocated, 0.7% of the world total, 3336.4 addresses per 1000 people.

Internet service providers (ISPs): over 100. 24 100 % broadband coverage ‐ wired and mobile 80 % of companies are connected with fibre‐ optic Three mobile 4G (LTE) networks and four operators.

380 000 households have fibre all. 25

22

Stockholm IT region : http://stockholmitregion.com/ Eurostat : http://ec.europa.eu 24 FTTH Council Europe ,“FTTH Case study‐Stockholm makes hi‐tech economy and society a reality”, May 2013 :www.ftthcouncil.eu 23

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3.2 HOUSEHOLD USAGE

Household broadband Internet access is mainly available through:    

Cable Internet at speeds of 128 kbit/s to 1 Gbit/s, ADSL at 256 kbit/s to 30 Mbit/s, VDSL at 256 kbit/s to 60 Mbit/s, and Ethernet twisted‐pair LANs networked via fiber MANs connecting buildings.26

As far as domestic internet services are concerned the largest DSL providers in Sweden are TeliaSonera and Bredbandsbolaget. Economically, a connection with Bredbandsbolaget, costs from 199 SEK per month for 1 Mbit/s adsl, to 349 SEK month for 24Mbit/s adsl. In another example, a connection with TeliaSonera costs 199 SEK/month for 250kbit/s adsl. Also, Com Hem is Sweden’s largest cable internet provider. The charge is 99 SEK per month for 256kbit/s download and 128kbit/s upload, or 339 SEK/month for 24Mbit/s download and 1Mbit/s upload , in addition ,8Mbit/s upload capacity is offered in some areas for an extra 60SEK.

Today, 90 % of all Stockholm’s households and nearly 100 % of all companies have FTTH connections with speeds of up to 1 Gigabit‐per‐second. Stokab is responsible for the expansion, maintenance and leasing of these connections, with the aim of realizing optimal conditions for IT development in the region. The network is open to all parties, on equal terms, and Stokab rents ‘dark fibre connections to anyone who requires them. Customers are required to supply their own active equipment. From its inception, the City Council has considered Stokab a public infrastructure company, much like a public organization responsible for roads. The deployment of Stokab’s initial network was financed by loans backed by the City of Stockholm, and it connected mainly public institutions and universities. The network began to expand rapidly as more and more private businesses started purchasing dark fibre circuits.

25 26

International Telecommunication Union: http://www.itu.int/net4/itu‐d/icteye/ , Statistic Tables from 2012.

Wikipedia : http://en.wikipedia.org/wiki/Internet_in_Sweden

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3.3. STOKAB‐ THE MAIN COMPONENT FOR THE TELECOMMUNICATION INFRASTRUCTURES OF STOCKHOLM

One important part of Stockholm’s modern ICT history is the company Stokab, founded by the City of Stockholm in 1994. The deregulation of the telecom market, which had taken place the year before, was the reason for establishing the company. Despite proposals by a number of national parliamentary parties to divide up what was then the Telecommunications Administration into an independent, neutral infrastructure organisation and a service organization, it remained intact and instead became the company Telia.

Stockholm’s politicians believed that a neutral stakeholder was needed who could provide basic IT infrastructure to all on equal terms in order to generate competition, diversity and a range of choice within telecommunications and data. To achieve this, the IT infrastructure company Stokab was formed through a political consensus. The company’s mission is to build, lease and maintain a passive fibre‐optic network to help foster favorable conditions for IT development and the positive development of the Stockholm region.

3.3.1 HISTORICAL CONTEXT

Stokab was founded in 1994 with the intent to stimulate ICT development and thus promote the city’s economic growth. Several events occurred almost simultaneously: 

 

In January 1994, Stockholm City decided to sell the cable‐TV company that was owned by the city’s three housing companies, and two strategic decisions were taken. The first decision was to keep the infrastructure, which was sold to Stokab as its starting asset, while the cable‐TV company’s operational activity was sold to external buyers127. The second decision was to let Stokab lease out dark fiber because it would lead to competition, diversity and freedom of choice. The alternative, i.e. providing duct access, would instead lead to oligopoly and a less developed network.

The city’s internal administration increased its IT‐use and, with that, the need for communication between its various operations and facilities grew.

In 1993, Sweden was one of the first countries in the world that liberalized the telecom market.

Thus Sweden preceded the requirement of decommissioning telecommunications monopoly, as the EU membership entailed. Stockholm realized that many players could request to deploy their own networks, and examined the prerequisites to build a common infrastructure for everyone with the starting point not to compete with operators. The abolition of telecommunications monopoly and the distinction of infrastructure from the service portion were also something most political parties supported.

27

This cable‐TV company is currently owned by Comhem, while its infrastructure was sold to Stokab for 235 million SEK.

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The politicians in Stockholm City believed and still believe that the government is responsible for infrastructure (public utility) and therefore agreed, in broad political consensus, to found Stokab company to provide passive IT infrastructure (dark fibre) to everyone on equal terms.

They also considered it important to continue developing Stockholm as a leading ICT city. Therefore, the provisioning of dark fibre was viewed as essential in order to promote good IT environment. With the liberalization of the telecommunications market, Stockholm wanted to procure telecom and data communications as services in full competition. By establishing Stokab, which provides dark fibre in virtually unlimited volumes, both the city and others operating in Stockholm could implement procurements among a large number of service providers.

In order not to end up in the same situation as London, where the accessibility and the business situation of shop owners greatly worsened when many different telecom operators were digging up the streets to place fibre, Stockholm chose to let Stokab dig up the streets only once to lay down enough fibre and cable duct so that dark fibre could be provided in unlimited volumes .

Stockholm City assessed the different business models (e.g. if one were to allow the use of the cable duct) and concluded that leasing out dark fibre would provide the necessary preconditions for competition, diversity and freedom of choice. The assessment was to consider dark fibre as a public infrastructure. This is also described in Benoit Felten’s study, see Felten(2012).

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At the end of ‘90s, several residential buildings were connected with fibre when competitors to SMP/TeliaSonera began selling broadband services to the household market. An example of such operators was Bredbandsbolaget.

Around 2005, the city’s politicians realised, combined with the demand from the telecom operators, that also households would need fibre connection.Therefore a fibre‐to‐the‐home (FTTH) model of Stokab was drafted, and between 2007 and 2009 the municipally‐owned housing companies’ MDUs were fibre connected. Between 2009 and 2012, other MDUs were connected using the same model regardless of who owned the houses. The FTTH network, which is based on the already existing network (point‐to‐point connections), comprises 90% of households (approximately 400,000 households) and nearly 100% of companies.

The ambition with the network deployment was to create a comprehensive ICT infrastructure that enables competition by giving telecom operators, companies and organisations access to operator‐neutral infrastructure. The demand for symmetric high capacity broadband provided by FTTH is something that has developed strongly only in recent years in line with an ever‐increasing range of services also to households.

However, the real driving force of development was not originally FTTH but the ambition to create an ICT infrastructure. Stokab’s network has been developed in line with market needs.

The network was first built in the business district of the city to quickly expand into industrial areas like Kista.As the hospitals in the region commissioned fibre connections between themselves and all major healthcare units, the network grew with at least one connection point in all municipalities in the county. Thus it became easy for operators to transmit traffic in and out of Stockholm. Over the years, the network was built increasingly dense, mainly in the Stockholm municipality and in those industrial areas where the market had a need to connect.

Initially, the infrastructure was partly for the city’s own needs and partly to provide operator‐neutral infrastructure for enterprises and operators.When it comes to Stockholm’s internal use, Stokab has established absubsidiary, Sankt Erik Kommutication, which leases fibre from Stokab, and then connects the city’s operations. Therefore, the city can procure operators andbservice providers in competition in an open market.

In principle, all operators in Sweden are present in Stokab’s network and have equipment in Stokab’s connection points. Stokab owns and is responsible for the passive network, while the market players operate on the network. National and international fibre connections reach 41 | P a g e

Stokab’s connection points, so that all players have easy access to connections with the rest of the country and the world, via basically any network operator.

Stokab’s operation has also inspired many other municipalities to make broadband ventures. Even outside Sweden, the Stokab model has been copied. Singapore and Australia are just two examples that have taken inspiration from Stokab. Not everyone has implemented the full Stokab model, and locally adapted varieties were often produced. Success has been mixed, perhaps because the model has not been implemented consistently.

3.4 THE FIBRE NETWORK IN STOCKHOLM.

The FTTH network in Stockholm, whose development was described in the previous section, includes three types of players3: a physical infrastructure provider (PIP), i.e. Stokab; network providers (NP), such as traditional and alternative telecom operators; and service providers (SP). NPs create transmission capacity by activating the passive fibre leased from Stokab. SPs deliver services, such as Internet, TV, telephony and others, to the end users.

Stokab is responsible for the passive infrastructure between main nodes (Central Office, CO) and the connection to users and MDUs. In the later expansion phase, fibre has been deployed from main nodes (CO) all the way to each apartment. For this to be successful it was important to actively involve housing companies and property owners in the fibre deployment within their premises.

Stokab leases out dark fibre as well as physical space in the COs for operators to place their active equipment, which entails a more cost effective solution than if all operators were to build their own networks and COs, and still allow them to design their networks according to their own preferences and needs. Stokab’s municipal ownership has facilitated trenching and digging coordination with other underground networks and resulted into a significant reduction of installation costs.

The internal network of Stockholm city’s activities and operations (e.g. city hall, hospital, public transport authority, etc.) is operated by Sankt Erik Kommunication, an NP which is a Stokab’s subsidiary. Sankt Erik Kommunication installs active equipment, and provides transmission capacity for the services that the city’s operations procure through open tenders.

Therefore, this NP has only one customer – the city’s own operations – and its sole task is to connect in the best way the city’s operations. This implies economies of scale and allows even small service providers to easily offer services since they only need to place active equipment in a physical site to reach any municipal operation premise in the network.

There are several private operators that use Stokab’s network to offer services to households, both NPs that offer open solutions, where the user can choose from many different

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SP, and traditional operators that provide various broadband services (integrated NP/SP). Among these, there are both telecom operators, such as TeliaSonera and Tele2, and cable TV operators.

Approximately 100 operators use Stokab’s network, as well as more than 700 non‐telecom companies (such as banks, media, and security activities, etc.), which lease point‐to‐point connections directly from Stokab, and can use their own equipment (or through outsourcing) to create communication between their own facilities, sometimes with security and information sensitive services. This also allows them to procure services in competition, without having the services connected to the infrastructure.

Initially, it was feared that Stokab would act as a competitor to the traditional players. However, over time, the telecom operators have switched to using Stokab’s network, and it has become clear that Stokab is not in competition with active network services, but rather provides a competitively neutral playing field for them.

3.5 THE STOKAB MODEL

The Stokab model is based on the persuasion that the fibre network constitutes an infrastructure for the entire community, the public sector, businesses and of course telecommunications. This vision differs from the prevailing opinion in the rest of Europe where fibre and broadband networks are often considered as a network for telecom operators. Stokab, however, has now inspired several municipal and regional fibre networks throughout Europe and the world, and the open network model is becoming increasingly appreciated.

As mentioned above, Stokab does not compete with the telecom sector,instead it remains at the lowest level in the value chain: the dark fibre level. This has led to virtually all operators in Stockholm and Sweden to use the Stokab network. It is cheaper to lease dark fibre than having to build an entire own network and with hundreds of operators and companies are using the same infrastructure (in many cases in the same cable), this is a cost effective model. The biggest cost is represented by digging and installation; hence Stokab has established coordination with other utilities (such as sewage and electricity), the underground public transport authority, and other infrastructure players.

There are over 15,000 connection points throughout the city, which means that property owners and enterprises can connect to them, and then are able to choose services from all operators.

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Originally, it was predominantly telecom companies that wished to lease connections from point to point. Nowadays, access connections to private users have become a significant activity and are used by operators and service providers to connect to multi‐ dwelling properties and deliver services to their customers.

Stokab’s network is very comprehensive and fibre is present in all parts of Stockholm, as well as extensive interconnecting networks in the region, which makes Stockholm one of the world’s most fibre developed cities. A key success factor in Stokab’s business is that it managed to connect everyone everywhere.

Stokab’s business model has had a positive effect on prices for businesses and end users. A more detailed description of the open network business model is in Appendix A1. Stokab’s model is roughly equivalent to model (d) described there, where Stokab obviously take the role of PIP (passive infrastructure provider), while the roles of NP (network provider) and SP (Service provider) are left to the market.

The majority of the other network owners act simultaneously at several different levels in the value chain, which may involve risks of the monopolylike structures and that the potential network customers (NP and SP) tend to see the network owner as a competitor and prefer to establish their own networks.

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Chapter 4 – Public services

[The current availability of on‐line public services provided by the Local Administration to citizens and Enterprises]

4.1 E‐SERVICES PLATFORM ‐ LAUNCH IN 2008.

Sweden has a high level of internet usage and it is even higher in Stockholm. 99% of Stockholmers have access to wireless Broadband residents and workplaces combined. Capitalizing on the prevalence of computer and internet access, the City restructured its website in May 2008 to coordinate the city’s e‐ service projects. The Website www.stockholm.se and the municipal intranet are the City’s primary information and communication channels. They make it easier and quicker to contact the City. Reducing the amount of information and communication in printed material like leaflets and information sheets also contributes to meeting the City’s environmental targets.

The overall goals for the e‐services program were to facilitate work for city staff and for residents, easy access to residential information, increase on automatic procedures, easier storage of records , easier search for municipal information and overall increased accessibility to services and information.

The e‐service program is a combination of 50 projects following the City’s Project Management Model. When designing the e‐services program, the city focused on efficiency and reuse. The e‐service platform was built on the principle that changes and upgrades carried out centrally are more efficient and cost effective. The e‐service platform assures that all e‐services sites have Login and password , system developer kit , interactive assistance, digital archiving capabilities, ability to integrate with other systems and digital maps support. The website was launched

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on May 6, 2008, and it was well received. The website has won many awards ,and some Swedish Cities have since launched their own websites. 28 4.2 E‐SERVICES PROGRESS UNTIL 2012

Since 2008 ,several e‐Services have been made available on the City's website during 2008 to 2012.In 2010,the City of Stockholm had allocated 650 million in order to simplify the city’s services and to make them more accessible to residents, with the aid of IT. The actual platform for e‐services was standardized, developed and managed centrally, but it was the departments and administrations themselves that had formulated their project proposals and applied for funding accordingly.

According to the website here is a list of online services that were available in 201029:  Booking of sports halls and playing fields.  Cycle trip planner.  Enquiries about elderly care.  Apply for a children’s holiday camp.  Booking of training sessions and courses at the city’s  swimming pools.  Booking of weddings at the City Hall.  Jämför Service (Find & Compare Service)  Navigation support for the visually impaired.  Apply for a school.  E‐invoicing.  Results of food inspections at Stockholm restaurants.  Comments and complaints handling.

In addition to those services the followings are the services developed as a part of the 2010 e‐ services program:  Restaurant alcohol licences.  No‐key home help.  Mobile security alarms.  Better traffic information from the City of Stockholm.  Exemption planner – a tool for heavy traffic through  Stockholm.  Job market portal.  Reporting service for custodians and administrators.

 28 NYC Global Partners, Report on : “Best Practice: Services to Residents Via E‐Services”, 2012, p.2. [ internet access : www.nyc.gov/globalpartners/innovationexchange]

29

Karin Öhlander, Katarina Johansson Tutturen,“Living in Stockholm should be easy”,Ekotryckredne, 2010.[internet access : http://international.stockholm.se/globalassets/ovriga‐bilder‐och‐filer/e‐ tjanster_broschyr‐16‐sid_4.pdf ], p13 ‐ 15.

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   

Planning applications – manuals, procedures and procedural details online.

Stockholm’s digital City Museum.

Support and service applications for elderly and disabled people

Finally,in 2012 the City of Stockholm ‘s website was remade with the main focus being self‐help with city services, easier contact with the city administration and easier application and notification processes.

4.3 TABLE OF ONLINE SERVICES AVAILABLE & DESCRIPTIONS.

Here is a selection of descriptions, this and many other online services are available for residents and entrepreneurs of Stockholm in the e‐services platform.

Applying for pre‐school Approximately 12,000 children apply for pre‐School seach year, and 9 of 10 parents now apply online.One of the first services in the e‐service program was the ability to apply for preschool. The service is available both as an open application, and as one requiring login with digital identification. Applicants log in using their digital ID to accept or reject an offer.

With the new version of this e‐service, users can change their options and access details of where they stand in the queue for the various alternatives.

Residents’ parking permits . To get a permit, you need to own a car and live at an address where residents’ parking applies. It is also possible to record a payment for a period of time. With their digital ID, users can log in and register a permanent or temporary change of vehicle or service suspension. The service is available to around 60,000 citizens. In its benefit estimate, the Traffic and Waste Management Administration believes that around 75 per cent of these will be using the service within three years of its launch, which corresponds to four full‐time jobs. In 2008, more than 27,000 people applied for residential parking permits. Half of these requests were made online. Since then, the service has been developed to simplify the application process, including paying for and printing permits. Commercial parking permits were made available from the first quarter of 2010.

Plan your bike trip: Every day, 70,000 people cross the boundaries of the City of Stockholm by bike. This e‐Service helps you to find the safest and shortest bike route from one location to another,reaching ourside of the city borders Radon reading search The radon reading search, which was developed by the Environment and Health Administration. Radon readings in Stockholm’s residential areas are collected in a database, which can be searched by a building name and/or street address. This e‐ service provides information on radon levels in both older and newly built Stockholm homes.

Radon gas from natural sources can accumulate in buildings, especially in confined areas such as attics and basements. Calls to the Environmental Management Office have declined by 30 per cent since the launch of the service and 25 % more callers have requested and received information on radon compared to before. The Environment and Health Administration previously used an external phone service for enquiries about radon, for instance. Now that the 48 | P a g e

radon e‐service is property‐based, administrators can focus on informing property owners what they can do to reduce their radon levels, for example Heat pump licence applications The e‐service Apply for a heat pump licence makes life far easier for property owners, while at the same time ensuring that the Environment and Health Administration receives correct applications directly in its operations system. To make it possible to provide an e‐service, all 14,000 borehole licences were digitalised to create a map view. Around 60 per cent of all the applications are received via the e‐service, and every day building owners and heat pump suppliers alike use the site to find out how to apply, and how the situation stands in the vicinity of their properties.

Care Diary Elderly people themselves can use the Care Diary as an easy way of keeping track of decisions and documentation, for example personal details, implementation plans and day‐to‐day records of measures that have been taken. With their consent, close friends and relatives can also access this documentation. Records are taken from the City of Stockholm operations system for elderly care. A digital ID is required to log in and view the information.

Access to elderly care journals: The City of Stockholm provides treatment and care for 26,000 elderly people. This e‐service provides family members, who have been given consent, access to an elderly individual’s journal for the daily care.

Apply for a school This service deals with applications for school, and makes it easier for parents to choose a school for their children. Parents can also track where their application is in the school selection process. The service covers both local authority and independent schools. It also means that head teachers have more time to plan ahead of the new school year, which makes staff planning far easier.

Apply for a building permit The City Planning Administration deals with around 9,000 planning issues a year. The e‐service is divided into several parts and informs people how to apply for a building permit, where to find current plans and how to interpret them. You can also order maps ahead of an application, and track your application through the process. It is also possible to register when construction work begins Komet – web‐based parent training Stockholm’s district councils train parents in using the Komet method to help improve communication with their children. School and pre‐school teachers are also trained in using the Komet programme, which helps ensure calmer, more secure pupils’ and children’s groups.

Within Komet, a web‐based Tonica is one of the parents trying out the web and touch screen solution for communication between home and pre‐school. The pilot project is being run at the Tallkrogen pre‐schools in Farsta district council. version of the targeted parents’ programme has been developed, and an e‐service project will enable parents to come into contact with the Komet programme. This will also increase accessibility and simplify administration within the city districts.

Online applications to art school The Stockholm School of Arts educates 15,000 children and young people aged 6‐22 in art and design, dance, music and theatre skills. Its activities cover the whole city, in 20 or so of its own 49 | P a g e

premises and something like 80 schools. The 14,000 course applications are received as forms, which are then registered. Residents are able to apply, supplement and amend their applications, and see where they are in the queue. This e‐service will streamline planning and administration, while also improving the level of service.30 Book your wedding at the City Hall:It is now possible to make appointments for wedding ceremonies at the City Hall online. After only three months after the launch of the service, 9 of 10 couples were booking their weddings online and the number of phone calls has declined dramatically.

Search the City of Stockholm’s archive:This e‐service contains photographs, films, drawings, art, and various facts and information on the city and its inhabitants throughout the centuries.

Find the right school: There are more than 250 primary schools and 90 secondary schools to choose from in Stockholm. The website provides information on school's location,special focus, grade, number of students, percentage of trained teachers, teachers per 100 pupils, average grades, student satisfaction index, contact details and a description of the school. Residents can also compare schools on the website.This e‐service was named the second smartest e‐services (public sector) by the European eGovernment Awards.

The School Website :A common internet portal is being developed for schools and childcare. It will be possible for parents and pupils to apply to schools and programs via this portal. By logging onto the internet application, teachers, pupils, school staff, guardians and other people involved can collaborate. Stockholm’s School Website constitutes support for operational development, where the school management can gain an overall picture of the results and attainment of targets on pupil, class and/or organizational level.

Housing department:The housing department is an agency for vacant rental properties in the city of Stockholm and large parts of the Stockholm region. Over 95% of customers use the website to search for flats.The users can view and search for advertised flats, register their interest, keep track of their place in the queue for a flat and accept or reject a flat offer. The internet service is highly rated by the department’s customers.

Digital library :Stockholm City Library is Sweden’s biggest municipal public library service, comprising 44 libraries within the City of Stockholm. On the City Library’s website‐ www.biblioteket.se users can write assessments ,and rate books and media. It is also possible to search for books, films, music, and download e‐books and e‐music, as well as reserve and extend book loans.

Monitor traffic at www.trafiken.nu:Trafiken.nu is a collaboration between the City of Stockholm, Stockholm Public Transport (SL) and the Swedish Road Administration that reports on the current traffic situation in the County of Stockholm. The www.trafiken.nu website assists road users in their planning of a route, reduces traffic disturbances and makes it easier to get around in Stockholm in general–by car, bike,public transport or on foot. Information is also available by phone and text messaging.Route planning in your mobile phone :6,000 visually impaired people will gain personal freedom and improved security with a mobile route‐planning tool.

30

Karin Öhlander, Katarina Johansson Tutturen,“Living in Stockholm should be easy”,Ekotryckredne, 2010.[internet access : http://international.stockholm.se/globalassets/ovriga‐bilder‐och‐filer/e‐tjanster_broschyr‐16‐sid_4.pdf ], p13 ‐ 15.

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4.4 ECONOMICAL ASPECT.

There are many costs involved in launching an e‐service, of course there are significant start‐up costs, but an e‐service also has ongoing operating costs. Start‐up costs include the procurement of software and hardware for networks or web servers, application servers and database servers. There are also labour costs both for the staff who are planning the e‐service, those who are developing service and software specifications, and for IT department personnel who are supporting in the project. The highest labour costs are often for hiring external consultants. Among the operating costs are the costs for hardware and software maintenance and upgrades, the costs for hosting, and the labour costs for system administrators and external consultants.31 The City of Stockholm invested 650 million SEK ($90,600,000 USD) and over 5 years in website development. The city is expected to make savings while the value of e‐services to citizens increases.The e‐services program is designed to finance itself within four to five years. Each project team must conduct a cost benefit analysis before the project is sent for approval. The savings that the proposed e‐ service is expected to generate may directly impact the organization’s budget for the following year.If an e‐service generates an annual saving of 700,000 SEK($103,623 USD)the organization will receive 700,000 SEK less in its subsequent annual budget.

The cost of every e‐service is calculated using tables like the one above (see im. )

31

Presentation : “Evaluating the impact of local e‐services”, [ www.smartcities.info ]

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Chapter 5 – Current use of Digital Technologies

[The projects and the current use of digital technologies for managing and controlling traffic, environment and security, for teleworking, e‐health and E‐Learning]

A main driver of the Stockholm region’s economic growth is its capacity for innovation in a number of competitive clusters: information and communications technology (ICT), biopharmaceuticals, financial and business services, transport logistics, and analytical instruments.

Public transport accounts for one in four journeys made in the region, with the majority of the remainder of journeys made using private, fossil fuelled cars. Due to the low‐carbon nature of electricity and heat provision within the region, the emissions from transport account for half of its greenhouse gas emissions. The region’s main airport, Stockholm‐Arlanda, handled 16.1 million people and 152,400 tons of freight in 2009. The region’s seaports are used by more than 10 million passengers per year and enable travel within the region and destinations around the Baltic Sea. The region has significantly lower emissions per resident than Sweden as a whole, and one of the lowest per capita emissions of the regions in the EUCO2 project. The region faces a number of challenges in order to ensure the region has a secure, affordable supply of energy to further reduce CO2 emissions. Sweden’s ‘energy tax’, implemented in 1991, is levied on electricity and fossil fuels and adjusted annually. Sweden’s national energy targets aim to use taxes to help reduce (non‐EU‐ETS traded) emissions by 40% and to produce 50% of Sweden’s energy from renewable sources by 2020.

The Regional Development Plan (RUFS 2010) sets out six key challenges that the region intends to tackle and overcome, including ‘reducing climate impact while promoting growth’.

The RUFS 2010 sets targets for a 20% reduction in greenhouse gas emissions per capital by 2020, 40% by 2030 and 90% by 2050, compared to a 2005 baseline. The implementation of this development plan includes a regional Energy and Climate Action Program. This program focuses on biogas, district heating, waste and energy and energy‐efficient urban planning. Goals include: tripling the region’s biogas production by 2020, making the district heating completely fossil fuel free, improving the energy efficiency of the region’s housing stock from the 1960s and 1970s.

The region has also recently completed an in‐depth energy study ‘Energy future of the Stockholm region 2010‐2050’ .This study suggests that it is possible to reduce energy consumption by 40% and emissions by 85% by 2050. It also demonstrates that these reductions will require a variety of actions, ranging from the development of intelligent and robust power grids to influencing the demand for travel. 32

32

Stockholm City Council, 2010, “Energy future of the Stockholm region 2010‐2050: The way to reduce climate impact.”

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5.1. THE PROJECTS AND THE CURRENT USE OF DIGITAL TECHNOLOGIES FOR MANAGING AND CONTROLLING TRAFFIC, ENVIRONMENT AND SECURITY.

In 2010, the Swedish Transport Administration (formally the Swedish Road Administration) has delivered an overarching strategy and action plan for Intelligent transportation system( or ITS) in Sweden. The ambition is to increase the use of ITS solutions in order to utilize its potential to help achieve transport policy goals. The strategy and action plan cover both goods and passenger transport.33 A cooperation project is called ITS Sweden, more than 40 organizations in the public sector, business sector and academic world develop ICT solutions in the transport sector and create a vision for the transport system in 2030. The cooperation covers safety, efficiency and the least possible environmental impact.

This includes efficient innovation systems and a coordination of pilot and demonstration projects.

Sweden is also involved in a number of national and international activities aimed at improving the environmental and energy performance of transport and logistics services and at developing common roadmaps. Some examples are:  Movits for common European digital transport documents and a strategy for establishing them.  Easy Way, for cross‐border, seamless services based on ITS for Europe’s road‐users.  Marco Polo, for maritime initiatives.  A number of regional cooperation projects with international links (Interreg III ongoing) aimed at building cross‐border ICT solutions to enable intermodal transport23 in cross‐border transport corridors (EastWest TCII, Scandria, etc). Sweden also participates in cooperation projects aimed at developing complete, comparable and reliable data on energy consumption and carbon emissions such as:  International Benefits, Evaluation and Costs (IBEC) to develop models in the ITS field.  European Green Cars Initiative, a Public Private Partnership(PPP) to support research into ITS (not just for cars).

33 http://publikationswebbutik.vv.se/upload/5419/89401_kortversion_trafikslagsovergripande_strategi_och_ handlingsplan_for_anvandning_av_its%20(2).pdf

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





Green Transport Corridors, which originate from the European Commission’s initiative to develop a greener transport policy that simultaneously meets the climate challenge and increases the EU’s competitiveness.

Gröna Tåget (Green Train), an industry‐wide vehicle research program aimed at developing knowledge on future high‐speed trains adapted to Swedish/Nordic conditions.

TRISS is the Swedish Transport Administration’s system for data collection and monitoring of the road network which also provides accurate traffic information and good support for roadusers’ route planning. The solution contributes both to quicker and safer transport and to reducing emissions as a result of smoother traffic flow.

All the above mentioned projects generally have a significant IT component.

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5.1.1. WASTE : VACUUM SYSTEM & ACTIVE WASTE MONITORING Compared to the rest of Stockholm in the Royal Seaport some problems can be avoided from the scratch thanks to planning for waste management and modern technology. The key technology for sustainable waste management in the SRS is Envac’s vacuum system.

An economic, social and environmental feasibility analysis carried out

by Envac, Stockholm City and the consultancy firm Sweco showed that the system has many benefits. After higher initial investment costs of the vacuum system, the annual running costs could be reduced by 60 %, from about 5 million to 2 million SEK calculated over a period of 20 years. A user satisfaction analysis, carried out through interviews, showed satisfaction with the vacuum system. However, the comparison was between two areas with vacuum system and therefore did not provide information about the attitude of residents in comparison with a regular waste collection system. The environmental analysis demonstrated that usage of garbage trucks could be reduced by 90 % in driven kilometers and 95 % in time 34 The idea to use sensor technology to monitor the production of waste on a householder building level has several aspects and can be taken to different levels. The basic idea is to give those in charge of waste collection information about the actual filling level of bins.The conclusions were that in certain scenarios cost savings between 10 and 20 % were possible with sensor utilization. 35 The SRS has already surpassed this technology with the vacuum suction system that monitors filling levels and empties bins automatically, as described earlier. Therefore the SRS is currently experimenting with possibilities to use the vacuum system to introduce the weight based waste fee to apartment buildings. In this system the user would be identified at the bin by using his house key (that holds an RFID chip) to open it. A weight sensor then identifies the amount of waste. Depending on the system in use, the fraction can either be identified by the color of the bag (OptiBag), or by having different bins for different fractions. The data from these sensors can continuously provide the users with information regarding their waste production and motivate them to improve their sorting. Information and feedback are promising means of motivation towards better sorting. Studies in the past showed that visual feedback in form of pictures of the fractions in the building entrance or waste rooms improved sorting behavior.

However, the study also showed that the efforts disappeared when the visible feedback disappeared. 36

34

Adrian Guhr, “The potentials of information and Communication Technology to Improve waste management in Stockholm, 2014,The Royal Institute Of Technology (KTH), School of Architecture and the built Enviroment. : http://www.diva‐portal.se/smash/get/diva2:767861/FULLTEXT01.pdf 35 Johansson, O. M. “The effect of dynamic scheduling and routing in a solidwaste management system”, 2006 ,p.

875‐885 36 Adrian Guhr, “The potentials of information and Communication Technology to Improve waste management in Stockholm, 2014,The Royal Institute Of Technology (KTH), School of Architecture and the built Enviroment. : http://www.diva‐portal.se/smash/get/diva2:767861/FULLTEXT01.pdf

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5.2. THE PROJECTS AND THE CURRENT USE OF DIGITAL TECHNOLOGIES FOR TELEWORKING.

Telecom operator TeliaSonera –with assistance from Ericsson and the Center for Sustainable Communications at the Royal Institute of Technology –studied the impact of ICT‐ based smart work solutions such as teleworking, flexi‐working, virtual or tele‐presence conferencing and flexi‐office. Between 2001 and 2007 smart work initiatives reduced CO2 emissions by 40 &, or 2.8 tons, per employee. On a nation‐wide level, smart work initiatives 37 could cut emissions by 20% by 2020. Globally, the figure was 2‐4%.

The equipment for the TeliaSonera smart working ICT solution includes hardware and software for a tele‐meeting system, networks and data centers, as well as laptops, mobile phones, and so on. It is also worth noting that the effects of TeliaSonera’s smart work were achieved mainly by using tele‐ meeting services and simple web‐ meeting tools, such as Microsoft NetMeeting. However, in 2008 TeliaSonera started an internal launch of more advanced virtual‐ meeting services, such as video conferencing, which have taken virtual meetings to a new level, and have helped to continue the reduction in the amount of traveling required. 38

37

Erricsson Company, “What is sustainable city?” , March 2013 : http://www.ericsson.com/res/thecompany/docs/press/backgrounders/sustainable_cities.pdf 38 Erricsson Company,”smart work at Teliasonera” , 2013, : http://www.ericsson.com/res/thecompany/docs/corporate‐responsibility/2012/smart_work_v5.pdf

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Stockholm Health Care Region Facts :

  











 

  

Finances all public and almost all private health care.

2 University hospitals, public 5 other hospitals with ERs, (1 private) The need of healthcare increases with 15% between 2008 and 2018 Population growth of approximately 25 000 per annum ‐the proportion of elderly increases more than other groups Present day cost rates demand increased efficiency The expectations and demand of the population change 10 smaller semi‐acute medical centers.

175 primary care centers, 800 gps, public (40%) and private (60%)

1500 private specialists and physiotherapists

Approximately 3 000 units

A complex IT environment

Source : Department of e‐health and Strategic IT : http://www.ehma.org/files/2.%20Korkmaz‐ Preconference%20Symposium.pdf

5.3. THE PROJECTS AND THE CURRENT USE OF DIGITAL TECHNOLOGIES FOR E‐HEALTH .

First of all the e‐health system of Stockholm is based on the National IT infrastructure for Healthcare in Sweden as known as SjuNet . SjuNet is an IP‐based broadband network for communication within the healthcare sectors. It first started in 1998 as a regional network in the region of Uppsala; after a few years it became the SwedishHealth Care Network. Today practically all Swedish hospitals, primary care centres and other health care services are connected. SJUNET works technically separated from the Internet, this enables secure exchange of confidential data (such as patient data, images and medical applications). In 2001 Carelink has taken the responsibility of SJUNET. Since 2003 the network is based on Ethernet VLAN39 technology. The use of broadband technology offers all possibilities to use Carelink also in rural areas.

The network was built in ring structure as shown in Figure 2, which enables alternative routes in case of cable breakdown.

Since 2001 Carelink in co‐operation with all the county councils and representatives of the care providers and local authorities is responsible for the management and the further development of SJUNET. Beside a network SJUNET works as a technical communicative platform; it develops possibilities for better and more efficient use of resources in health care system.

Most health ICT applications on Sjunet are various forms of telemedicine in daily practice. Telemedicine is the delivery of medicine at a distance. It can be divided in: ƒ  Medical messages, electronic prescriptions, orders and results, secure email  Videoconferencing, consultations, rounds, planning, supervision and education  Telephony services, IP‐telephony ,joint health information system  File transfers, tele‐radiology, tele‐pathology, administrative files Web‐services, quality registries, archives, databases, prescriptions and education  Application sharing, remote access to EPR, HIS and RIS Systems

39

Virtual Local Area Network.

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After that, to get the medicine the patients have two possibilities. If they know which pharmacy they will use the doctor states this on the e‐recept. The pharmacy then expects the visit; if necessary they can order the medicine. At the pharmacy the patient has to identify himself. Then he gets the medicine and the needed information. The other possibility – especially attractive to people who need more flexibility – is to send the e‐Prescription from the doctor to the National Mailbox22. The patient can go to one of 900 pharmacies anywhere in Sweden to get his or her medicine. 41

5.3.3 JANUSINFO.SE .

Janusinfo is a non‐commercial website providing drug information to support healthcare professionals in their everyday work.

The website is the electronic means of communication of the Drug Therapeutic Committee and the Health and Medical Care Administration of the Stockholm County Council, Sweden.

Contents and functions of the website should contribute to evidence‐based and cost‐ effective drug treatment. Our aim is to become the main website of drug information for healthcare professionals in the Stockholm area.

The information on the website has been developed in collaboration with clinical pharmacologists and other experts in specific therapeutic areas.

Contents in brief: • News • Therapeutic guidelines • Kloka Listan (Wise Drug Formulary; recommended drugs) • Evaluation of new drugs • Drugs and birth defects • Drugs and breastfeeding • Sex, gender and drugs • Interactions • Summaries from seminars

41 Seher Korkmaz,”Stockholm experience in e‐health”,Department of e‐health and strategic IT : http://www.ehma.org/files/2.%20Korkmaz‐Preconference%20Symposium.pdf

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• Drug statistics.

The editorial board systematically follows developments in the field of drug treatment and publishes brief medical as well as general news articles related to drugs. An important criteria for news selection is that it should be considered to be or to become relevant in patient care. The website also offers summaries of regional and national symposia and educational activities.An important part of Janusinfo consists of evidence‐based guidelines produced by Drug Expert Panels. The panels also produce the Kloka Listan (Wise Drug Formulary), which contains those drugs that have been recommended and Informatics. Drug statistics offer sales returns and sales statistics of drugs in the Stockholm County with analysis and comments. 42

5.4 THE PROJECTS AND THE CURRENT USE OF DIGITAL TECHNOLOGIES FOR E‐LEARNING.

The fact that all of Stockholm’s head teachers are expected to request WLANs to be installed is in itself an endorsement of the Education Department’s strategy. In the first phase of the initiative, WLANs are being installed in 144 primary schools and 28 secondary schools, and each teacher is being provided with a laptop. There is also extension of the WLAN coverage beyond schools, for example, to all libraries, administration buildings, offices and even to other organizations within the City of Stockholm, for example, district councils, specialist committees and companies. This extensive WLAN coverage means that any end user within the city is able to reach their own “home network” directly wherever, they connect to the City of Stockholm WLAN network.

Teachers are able to access the Learning Management System anywhere on school premises over their WLAN and have their own virtual classroom. As well as supporting administrative tasks, such as class roll‐call, teachers benefit from a range of applications and planning tools, and from being able to integrate web‐based content and e‐learning techniques into lessons.

Students will also be able to access designated parts of the system, not only benefitting from direct access to materials, but also the two‐way flow of assignments and feedback. Outside lessons, while access to some content will be restricted, students will be able to access the Internet and sites such as Facebook and Twitter, which are expected to add new dimensions to learning.

Some schools are also developing a “one student, one laptop” policy, but this could be just the starting point. Ostling believes the ability of the WLANs to support secure access using any device, such as tablet PCs, games consoles, or mobile phones, will create a new world of possibilities.

“Enabling access from a range of devices will really change the way we think about content and content creation,” says Osling. “A mobile, for example, connects you in a more direct, instant, and intense way. You could be discussing a topic on Twitter, sharing information sources, or taking part in a survey, for example, about migrating birds that have just flown by.”

Current trends indicate that each student could potentially want to access the network via approximately four devices. Not only will the networks support this, but it is also seen as a way of taking pressure off central budgets as students will be able to use their own equipment

42

Janusinfo website : www.janusinfo.se

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5.4.1. CITY’S CENTRALIZED EDUCATIONAL FACILITIES

The highly advanced ICT environment of the City of Stockholm is reflected in the Stockholm educational system. The City of Stockholm has around 150 comprehensive schools with 47,800 students and 75 independent comprehensive schools with 9,600 students. At secondary level, there are 23 municipal Council upper secondary schools with 18,500 students and 26 independent upper secondary schools with 2,700 students.

Around eleven percent of the city’s students attend independent schools. In addition, there is also education for adults: municipal with 7,700 students and independent with 8,000 students.

The Stockholm Education Administration employs around 5,000 persons and has a budget of over SEK 4.5 billion.

The use of ICTs in the general operation of the educational system goes well beyond the back office. Thus, Stockholm was the first municipality in Sweden to offer an electronic application procedure, and just over 90% of pupils chose to apply via the Internet when the chance was offered for the first time. Today, Stockholm's students are able to choose their upper secondary school over the Internet, achieving a better service and more efficient use of counseling and vocational guidance resources. The Education Administration has also entered into a partnership with the network company Cisco to offer web‐based network courses at upper secondary level. Some schools have their own Cisco‐ equipped rooms.

The Education Administration is concerned with the development of educational human resources in all areas of the educational system. Thus it seeks to offer teachers more career paths than the one leading to head‐teacher through, for instance, a higher education program for teachers at upper secondary schools, comprehensive schools and pre‐schools as well as the opportunity to do postgraduate study in their field of work.

On management, the Education Administration has a development program for recruiting and develop the competency of its own managers and head‐teachers. The aim is "to support managers in implementing the management of various activities by objectives and results, with particular emphasis on feedback and evaluation."43 As part of its extensive policy of human resource development, the Education Administration also runs ten development centers aimed at improving "the quality of tuition through teacher competency development, links with research, commissioned courses, and experimental educational activities. There are development centers in IT, environmental studies, science, language and communication, media, vocational training, social care, and economics."

43 http://www.stockholm.se/templates/template_121.asp_Q_mainframe_E_template_120.asp_Q_number_E_21040_A_category_E_167 63 | P a g e

Chapter 6 – Clusters

[The existance of public or private – public initiatives for promoting Hi‐tech Poles or Clusters] 44

Sweden offers several programs for cluster policies on regional level. The government asked each region to prepare Regional Growth Programs for 2004‐2007 (Regionala tillväxtprogram). The regions’ growth policies focus strongly on clusters. Nutek has the task to evaluate the regions RTPs. There are several national initiatives and relative agencies dealing with promotion of regional clusters in Sweden. In general, Näringsdepartementet (Ministry of Enterprise, Energy and Communications) has the overall patronage over the cluster policy in Sweden. There are two authorities that work with the implementation of the cluster policies ‐ Nutek and Vinnova.

Additionally Invest in Sweden Agency (ISA) (functioning under Ministry of Foreign Affairs) is dealing to some extent with cluster policy. 45 The Stockholm region is one of the most competitive knowledge‐based regions of Sweden. Clusters policy make up a big part in the Regional Growth Program of the Stockholm region.The RTP promotes and supports new and emerging clusters as well as their infrastructure and regional education.

The Government of Stockholm works actively to promote cooperation between local administration, universities and clusters. Business Region Stockholm (BRS) is one of the most active actors working to promote clusters. 46 Globaliseringsrådet(Globalisation Council) is another institution called up to promote the competitiveness of Sweden. It was founded in 2006 and followed the examples of already existing Finnish and Danish institutions. It consists of representatives from the government, public administration, academia, the business world, trade unions and the media. One of their missions is to come up with the ways in which Sweden can improve its innovation systems and improve its business leadership in the world. 47

44

Clusters are geographic concentrations of interconnected companies and institutions in a particular field.

Clusters encompass an array of linked industries and other entities important to competition. They include, for example, suppliers of specialized inputs such as components, machinery, and services, and providers of specialized infrastructure.Clusters also often extend downstream to channels and customers and laterally to manufacturers of complementary products and to companies in industries related by skills, technologies, or common inputs. Finally, many clusters include governmental and other institutions such as universities, standards‐setting agencies, think tanks, vocational training providers, and trade associations that provide specialized training, education, information, research, and technical support.

45 Regional growth policy : http://www.government.se/sb/d/2112/a/236142 46 SBR : http://www.stockholmbusinessregion.se 47 The prime minister webpage : http://www.stm.dk/_p_13631.html

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The Swedish Institute for Growth Policy Studies (ITPS) aims to help Swedish authorities to understand better patterns of growth and evaluate the government policies. It has prepared several publications about cluster policies and regional growth policies48.

Foreign direct investments (FDI) are attracted to the Swedish regions via the efforts of Invest in Sweden Agency (ISA) , which was also one of the founding partners in the Visanu program. ISA was one of the first actors emphasizing the role of clusters for regional development, in the late 1990s. There is a number of sectors which ISA attracted foreign capital due to the developed a useful cluster navigation tool. The sector selection is based on the country’s existing comparative advantage. 49 Summing up, innovation system and cluster policy have been priorities at the national level for 10 to 15 years now in Sweden. The importance of the regional dimension of innovation and cluster policies increased due to the Regional Growth Plans (RTP). The latter puts an emphasis on all regions to demonstrate the ways in which they are promoting clusters.

6.1 AGENCIES FOR CLUSTER POLICY IMPLEMENTATION

Näringsdepartementet (Ministry of Enterprise, Energy and Communications) has the overall responsibility for cluster policy in Sweden. Under this level, there are two authorities that work with the implementation of the cluster policies. Nutek and Vinnova. The latter has more of a focus on innovation and knowledge spill over and the like, while Nutek work with entrepreneurship, business development and regional development. Also the Invest in Sweden Agency, ISA (under Ministry of Foreign Affairs), has dealt to some extent with cluster policy.

These three authorities together formed a program organization called Visanu, which between 2002 and 2005 worked to promote clusters. Visanu was an ambitious program in cooperation with several actors and about thirty clusters, and had a budget of 70 million SEK. We will have reason to come back to Visanu in more detail in the boxes below. Vinnväxt is the label for innovation system and cluster policies under Vinnova. Vinnväxt is a competition focusing on regions that have presented the best opportunities to become internationally competitive within 10 years. It has connections to innovation system and cluster policies in its focus on regional economic dynamics. It is a successful and internationally the best known Swedish program relating to regional growth and innovation systems/clusters. 50 Visanu, which now is terminated, had innovation system and cluster development as its only task. It was established 2002 and worked until 2005. It had the explicit target to promote clusters in Sweden to sustain and develop Swedish ability to compete on the international arena.

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6.2 NATIONAL CLUSTER PROGRAMS.

National cluster programs can consist on the one hand of support for national clusters, and on the other hand of support for regional clusters.. In cases where Sweden promotes

48

Country Report: Sweden : http://www.clusterobservatory.eu/ ISA : http://www.isa.se 50 www.regeringen.se, www.nutek.se 51 http://www.nutek.se/sb/d/725/a/2779 49

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clusters, it mostly promotes regional clusters. There are several national initiatives to promote regional clusters. The main public initiatives are the followings:

6.2.1.VINNVÄXT 52 Vinnväxt is by far the internationally best known Swedish initiative for the support of innovation systems and clusters, due to its overall success. It has some similarities with Nutek’s regional program, but it is more elaborate and more extensive both time wise and financially.

The aim of the program is to promote regional sustainable growth through the development of internationally competitive research and innovation environments, within specific areas of growth.

Financing:

  

Source of program financing: VINNOVA. Budget: 75M SEK/year Time horizon: 2003‐2005 and at least 10 years onward.

Actor:

   

Program initiator: VINNOVA Vinnväxt was formed for this purpose 2001.

The actor does not have other tasks apart from this program.

Organizational set up at program and project level: Program council with representatives from the business world, R&D and public authorities. Panels for judging applications in each of the fields; business, R&D and public administration. Each VINNVÄXT‐process has their own regional organization with for instance an operative process stream and steering boards. 53

Scope and target:

  

Geographic coverage: National.

Policy focus: Science and technology policy; new approach (i.e., financing of collaborative research involving networks with industry and links with commercialization).

Clusters in a certain stage of the lifecycle targeted: In the first two competitions more mature innovation systems were selected and the last one targeted very new ones.

Short description:

Focus on innovation systems. It is a competition where the best region wins financial support for up to ten years. Financial support means up to 10 million SEK per year. Regions should have established cooperate on within the Triple Helix. Apart from funding, the clusters receive additional support.

Ambitions/goals: The aim is that all the winning clusters should be very powerful innovation systems when the support period is over, that is, after 10 years.

They should be able to fully compete on the international innovation arena.

52 53

Vinnväxt : http://www.vinnova.se/Verksamhet/Starka‐forsknings‐‐och‐innovationsmiljoer/VINNVAXT/ Vinnova : http://www.vinnova.se

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Each of the components within the innovation system should develop into powerful institutions. The infrastructure of innovation systems should be built up, i.e., support for new companies, venture capital, and specialized work force, etc. The total effect after the program is aimed at increased economic growth, both within the winning regions and on the national level.

Target group: Regional Innovation systems with growth potential.

Focus on SMEs: No.

Level of R&D involvement: Very high, this is one of the main focuses of the program.

What the program offers the projects: Financial support during maximum ten years. Renewal of the VINNVÄXT‐winners’ contracts and action plans every 3.5 years. Also supporting substantial activities such as seminars, train‐ing, research assistance, and exchange of experiences. The financial part seeks first and foremost to support the development of the innovation system, e.g., research activities, research development strategies, to improve the specialization of staff, and to improve the conditions for know‐how.

Process:

 

Based on applications.

Main elements in applications: The clusters/regions have to be able to finance at least 50% of the funding. The winners have to hand in a status re‐port of different dignities every sixth month. Then they also have to show that the money is used as was planned.

Evaluation:

  

The VINNVÄXT‐processes are evaluated every third year by an international panel VINNOVA carries out yearly follow‐ups of the winners Other studies within specific questions, for instance: One examination that has been done is on the effects of the competition notification. It showed that the competition had effect even on the non‐winners, although not as big as on the winners.

Planned future: Program will continue for each winning region up to 10 years.

6.2.2. VISANU. 54 Visanu was active between 2002 and 2005 and was cooperation between three Swedish authorities, VINNOVA, ISA and Nutek.

Financing: Source of program financing: The Swedish government.

Budget: 70 million SEK. Time horizon: 3 years Program initiator: VINNOVA, ISA and Nutek.

54

The final report from the Visanu program : http://www.nutek.se/content/1/c4/27/79/Slutrapport_Kent_verstva.pdf

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Carried out by: Visanu

Actor: 

 



The actor was formed for this purpose, initiated 2001 but formed during 2002.

Started to work with a kick‐off the 21st of February 2003.

The actor does not have other tasks apart from this program. ƒ Organizational set up at program and project level: Visanu had a group of coordinators, representing the three initiating authorities. Decision‐makers consisted of the director generals of each of these three authorities.

Each project had a project leader and a work group consisting mainly of personnel from the three authorities. In total, around 40 people were connected to the program.

Geographic coverage: National coverage but mainly regional focus. Visanu’s aim was to strengthen

the sustainability and abilities of Swedish clusters, no matter where in the country they were situated. ƒ Policy focus: Science and technology policy and regional policy with a focus on the engagement of actors.

Clusters in a certain stage of the lifecycle are not targeted.

Short description:

Process support for innovation system and clusters, spreading of knowledge, international marketing of innovation systems and clusters.

Activities – prioritised areas: A) Process support: To mobilize actors and resources in a region, along the particular needs and interests of that specific region. Projects have been aimed to generate cooperation and mutual trust among companies in a certain region. Focus has been on companies and all the projects should have results that are easy to control and evaluate.

B) Spreading of knowledge: To create new knowledge based in the experiences of existing clusters and to spread it to other clusters and national authorities. To extend the usage of existing information. Develop tools to analyze and evaluate clusters in Sweden.One project worth mentioning is the Swedish cluster map, a statistical model of Swedish clusters.

C) International marketing of innovation systems and clusters: To promote the image of Sweden and Swedish regions to generate investments in clusters. Visanu prioritized clusters that they thought were the ones most able to compete in the international arena.

Ambitions/goals: The main ambition for the program was to create good conditions for innovation system and clusters, and knowledge of how to create sustainable economic growth. More specific goals included: a)Important actors, like companies, are to create improved knowledge and competence surrounding innovation systems and cluster processes. b) Financed activities in

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the area are to be self‐improving by prioritizing process leadership and learning. c) Create conditions so that important clusters are internationally marketed.

 Target group: SMEs and R&D institutions, existing clusters, the academic world, regional and national politicians, international actors.  There is not a particular focus on SMEs.  Level of R&D involvement: Knowledge transfer was very central to the program. Dialogue seminars including representatives from R&D actors were an important part of the program. Strong focus on developing methods to improve the R&D sector.  What the program offers the projects: Financial support, improved connections and knowledge.  Cross‐country/interregional activity: International marketing of Swedish clusters was one of the pillars in the program, interregional spreading of knowledge also one of the basic ideas.

Process:

ƒ  

Based on applications or appointments: Broad dialogue with hundreds of key persons.

Top down or bottom‐up approach in selection of clusters to support: Visanu started up with several seminars with representatives from many different interest spheres as partakers, including as regional authorities, academia, private enterprise, established clusters, and so on.

Evaluation:Results so far/conclusions from evaluations: Generally, a lot has been accomplished with relative small resources, new clusters have been created and existing ones have been improved. Jobs have been created. Each of the many projects has been evaluated. ƒ

6.2.3. REGIONAL CLUSTER PROGRAM (NUTEK)55

Despite its name, this program is a national initiative. But it acts mainly on the regional level. It could be said to be a continuation of Visanu.

Financing:

ƒ Source of program financing: Nutek, demands on part financing from clusters. ƒ Budget: 70 million SEK Time horizon: 2005‐2010 Program initiator: Nutek.

Carried out by: Nutek

Actor:

55

Nutek’s site on clusters: http://www.nutek.se/sb/d/138

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  

The actor was not formed for this purpose.

The actor has other tasks apart from this program. ƒ Organizational set up at program and project level: Program formed as a competition between cluster initiatives. Applications approved or denied funding between 200 000 SEK to 2 million SEK. Project leader during time span.

Scope and target:



Geographic coverage: National coverage but mainly regional focus. Program aims to strengthen the sustainability and abilities of Swedish clusters, no matter where in the country they were situated.  Policy focus: Regional policy, broad approach to sector and innovation tar‐gets. ƒ  Clusters in a certain stage of the lifecycle targeted (embryonic, emerging, mature, declining): All except declining.

Program contents:  The program seeks to promote the following:  Networking between SMEs, R&D institutions such as universities and public actors.  Commercial cooperation such as export promoting actions and strategy analysis.  Cluster expansion with activities concerning establishment promoting, spinoffs, marketing and increase of member countries.

Activities – prioritized areas: Ambitions/goals: To improve:

1)Cooperation and relations.

2)Innovation and renewal.

3)Attraction on external actors.

4)Internationalisation.

5)Growth and profitability. ƒ    

Target group: Emerging and mature cluster initiatives.

Level of R&D involvement: Focus on widening the use of existing R&D institutions, improve their cooperation within the Triple Helix and to increase spill over effects.

What the program offers the projects: Financial support, with demands on part financing from the clusters.

Cross‐country/interregional activity: International marketing of Swedish clusters.

Process:

  

Based on applications.

Bottom‐up approach in selection of clusters to support.ƒ Main elements in applications: The initiative has to be market‐driven with a focus on competition ability, it has to be founded in a support from the region in their RTPs (Regional Growth Plan),the initiative has to be clearly focused and of national interest.

Evaluation:



Results so far/conclusions from evaluations: A number of cluster initiatives have been stamped as successful and has been given support. No major evaluation has been carried out. ƒ 70 | P a g e



Planned future: Program continues until 2010. Program director states the last three years might have increased funds, i.e., more then 10 million SEK per year.

6.3. REGIONAL CLUSTER PROGRAM.

The capital region of Sweden, Stockholm appears as a powerful actor among the regions of Sweden. In their Regional Growth Program, the RTP for 2004 to 2007, what they call “growth clusters” makes up a big part. In the RTP, they state that they have already strong clusters in the region, clusters that work as engines for growth. Kista Science Park is one prominent example.

The way forward according to the RTP is to promote new modern clusters is through “science parks”. Rapid support to embryonic and emerging clusters with infrastructure and education suited for new needs is prioritized. The ability to market the clusters internationally is also to be developed. 56 “OECD has evaluated the region’s growth policy and state that their work with clusters is good. However, Stockholm’s clusters are very dependent on one or two dominating companies; the level of competition within the clusters is low. Policy ought to be focused on this problem, according to OECD.”57 Business Region Stockholm is one local actor that works to promote clusters and Triple Helix in Stockholm. However,it has not institutionalized its cooperation with the business world to the same degree as Business Region Göteborg has. Stockholm Business Region Development(SBRD)58 ‐ subsidiary to Stockholm Business Region ‐is owned by the City of Stockholm and is an official investment promotion agency of Stockholm. SBRD aims to the marketing and development of Stockholm region as a business destination.

Financially, the EU Structural Funds for Stockholm Region contributed with 2.25 million euro for a regional program of innovative actions in Stockholm. During the period 2003‐2004, the European funding was expected to attract further investment from the public sector in the amount of 0.99 million euro and 1.55 million euro from the private sector creating total resources of 4.78 million euro. The program aimed at strengthening the region’s role as a world‐leading “environment for establishment and development of companies, based on innovation and new technology”. The more specific program objectives included: 1) Systematic growth of intellectual capital in the region, 2) Further development of the entrepreneurial spirit in the region and the quality of relevant framework conditions, 3) Integration of isolated networks and sub‐clusters to a holistic system, 4) Stimulation of a commercial market for technology–based solutions and 5) Foster a learning innovation system. One of the important program’s missions was to extend the innovation ability within the central parts of Stockholm region to the more peripheral parts

56

City of Stockholm: http://www2.stockholm.se/english Country Report: Sweden : http://www.clusterobservatory.eu/ 58 SBRD : http://www.stockholmbusinessregion.se 57

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KISTA SCIENCE CITY

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6.4. KISTA SCIENCE CITY

One of the major examples of clusters is the Kista science city in Stockholm. This high tech pole is the result of cooperation between the local government, entrepreneurs , big IT companies and academic institutes. Here is closer look on the main cluster of Stockholm.

“Europe’s leading ICT cluster – Kista Science City – lies in Stockholm. A close relationship between private enterprise, research and academia has made Kista Science City one of Stockholm’s most important growth regions. Today, the area hosts more than 1000 ICT companies that combined employ around 25,000 people.”59

60

THE START OF KISTA

Kista is close to Stockholm and lies within the large Järvafältet district, which began being developed around 1970, just when the electronics revolution began gathering speed. “At the beginning of the century, Kista region was a military training ground for Swedish government.

During the 1970s, Swedish government started a housing construction program on that piece of land. Kista was supposed to become an town with a residential area separated from the commercial properties, with the extensive public services and a range of commercial businesses”61. At the time, however, there were likely few people who understood that the world was embarking on a new industrial revolution.

In 1973 the City of Stockholm formed the company Stockholms Mark‐ och Lokaliseringsbolag (SML), now known as Stockholm Business Region. One of its main tasks was to encourage businesses to establish themselves in the industrial estate that had been built between the E4 Highway and the residential areas at Kista and Akalla. The then Mayor of Stockholm, John‐Olle Persson, who was also SML’s first chairperson, came to have a decisive

59

Stockholm IT Region, Kista : http://stockholmitregion.com/why‐stockholm/one‐of‐the‐worlds‐leading‐ict‐ clusters/ 60 Anders Johnson, Paper : “Stockholm : the connected city”,Stokab,2014 61 Sandberg Å., Augustsson F., Lintala A. ”IT and Telecom Companies in Kista Science City, Northern Stockholm – Activities, Networks, Skills and Local Qualities, National Institute for Working Life and Arbetslivsinstitutet”, 2007,

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impact on Kista’s development. The companies that the City tried to entice to Kista would run operations that did not create noise pollution or damage the environment in any way. In the beginning, there were certainly no plans to make the site the home of a high‐tech electronics cluster. Instead, Kista was viewed more as an area suited to light industry.

However, in the mid‐1970s Sweden and the entire industrialized world were hit by a deep and long‐running economic crisis, which meant that development at Kista was initially quite sluggish.

The first electronics companies to move to Kista (1976–1978) were two subsidiaries of LM Ericsson (SRA and Radioindustrins Fabriks AB (RIFA)) and IBM’s Swedish subsidiary. Arninge in Täby, in particular, but also Kungsängen were discussed as possible locations for SRA. One factor that was against Kista was LM’s requirement that it own the land it would build on, whereas the City was only interested in leasing plots of land. The problem was solved through a land exchange between the City and LM that gave the company its own land at Kista and saw the City take over SRA’s property at Kungsholmen. In hindsight, these establishments appear as the natural beginnings of an ICT cluster. In the mid‐1970s this was no certainty, however.

Admittedly, Stockholm had been a world‐leader in telephony for 100 years already. The city’s telephony cluster lay in the Söderort district, with a host of facilities running from LM Ericsson at Midsommarkransen to the Telecommunications Administration at Farsta. Moreover, at the time, the LM subsidiaries that were established at Kista were viewed as secondary businesses.

KISTA DEVELOPED TO BE ONE OF THE WORLD’S LEADING ICT CLUSTERS Since the year 2000 the strategic node has been developed (115,000 inhabitants) from a merely industrial area into a mixed urban district. The area is part of a new regional city core and borders on four municipalities, all of which have agreed on a shared vision for Kista. It involves joint initiatives as housing, transport networks, public transit, economic development and higher education. Totally 65,000 people work in Kista’s 8,500 companies. Kista is by now a world leader in ICT providing 23,000 high quality work places in 1,100 ICT companies which is an extreme concentration of expertise and innovation potential. A science city (currently 7,000 students, 1,000 researchers) is being created where many different sectors interact: academia, real estate and housing, culture, recreation, services and high tech businesses. Thus the specialty of Kista is its progress in working together. “Cooperating, networking, influencing!” this is the device of Kista’s business and research communities. Different networking platforms are established where individuals from different companies can meet in the area. In terms of the implementation of the City Plan’s intentions this is a sort of role model of processing for other strategic nodes in Stockholm. 62 In Kista land prices are generally high which makes it possible to construct a dense and mixed 63 district. Spatially, Kista’s development is supported by heavy investments in infrastructure, increased accessibility and improved links to the surrounding municipalities and districts. Work is done to join street networks, focus on central corridors and develop new buildings in order to strengthen the area’s cohesion and attractiveness. Even the values of the nearby situated Järva nature reserve are integrated in Kista’s development.

The reliable empirical data on Kista region is difficult to find, due to limited official statistics and dynamism of the industry. The latest data of 2007 on the region was based on the study conducted by Sandberg Å., Augustsson F. and Lintala A. entitled “IT and Telecom Companies in

62 63

More information on Kista Science City: http://en.kista.com Regionplanekontoret: Tätare regionala stadskärnor, rapport 4:2011, Stockholm, 2011

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Kista Science City, Northern Stockholm – Activities, Networks, Skills and Local Qualities”.The study surveyed establishments that were located in areas of Kista, Akalla and Husby that worked in IT related business and that had 0–199 employees. The results were based on questionnaires that were sent to companies in 2003/2004. Questionnaires were sent to at total of 397 establishments and we received 173 replies. It is also important to mention that Kista’s companies are of relatively young Age, with more than half established after the dotcom crash.

Before establishing in Kista, a total of 67 per cent of the companies had operations at a different location, 48 per cent had operations in other parts of greater Stockholm, 20 per cent in the rest of Sweden, 24 per cent abroad, whereas 10 per cent of the currently active companies were spin offs from other companies in Kista (Sandberg et al. 2007).

Some 65 per cent of establishments perform IT related activities, whereof half is active in the production of software, R&D, trade and the publication of software/ data processing/other activities. Big establishments (although with fewer than 200 employees) also conduct some R&D within this field, whereas small companies are more focused on activities such as consulting, service and trade in IT‐related areas (Sandberg et al. 2007).

STRUCTURE AND TYPES OF COLLABORATION NETWORKS Cooperative ventures, such as exchange of experience and strategic cooperation with other companies in Kista was conducted in 54 per cent and 44 per cent of the surveyed companies.

More than a quarter (27 %) of companies outsourced parts or all of their IT‐related activities to other companies (an average of 37 % of their turnover). The most common outsourced activities were hardware production, consulting and computer service operations, the maintenance of infrastructure, and R&D. However, the share of establishments that outsource their IT‐related activities to other establishments located in Kista was relatively low, e.g., in consulting and maintenance of infrastructure ‐ 5 %, in R&D and hardware production ‐ 18 and 15 % respectively. The smallest proportion of outsourced activities within Kista concerned marketing, administration, computer support and recruitment (Sandberg et al. 2007). Some 41% of the establishments performed IT related subcontract work.

However, only eleven per cent of those had done it for companies located in Kista.

Subcontracting was extremely common in consulting and computer servicing operations. Yet, nearly half the establishments neither did subcontract work nor outsourced work The results also show that only a small proportion of the companies’ cooperation was within Kista region. Most of the partners were located elsewhere in Sweden. Compared to outsourcing activities subcontract work was more local and regional, with the Stockholm region accounting for 70 per cent compared to 50 per cent for outsourcing companies (Sandberg et al.

2007).

In sum, clustering in Kista is featured more by geographical proximity rather than direct cooperation with other local companies. As authors of the survey concluded “The number of local cooperative ventures not directly related to the running of the businesses is lower than many would perhaps have expected based on theories about the necessity of local clusters with face‐to‐face contacts and triple helix structures” (Sandberg et al. 2007).

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The actions promoting the Stockholm as a world IT cluster region are supported by the network of various private and public institutions, such as: Ericsson, TeliaSonera, IBM, Logica (former WM‐data), Microsoft, Intel, Stockholm Business Region, ITandTelekomföretagen, Kista Science City, Stokab, the Stockholm County Council as well as different organizations such as: Electrum Foundation, Stockholm Science City Foundation, Organization of Stockholm Innovation and Growth, Innovation Relay Centres, Stockholm IT Region, Stockholms Teknikhöjd, etc.

•The Electrum Foundation in Kista, was established in the 80s. Its aim was to create a platform of interaction between the city, industry and academia to promote the development of computer and electronics industry. The Foundation main mission is to enhance the cooperation between industry and academic R&D as well we assure a healthy collaboration between research, academia, the City and the business community. Its growth model is based on the Triple Helix principle. It assists companies in finding competence and useful contacts within the universities.

The strategies of Foundation ensure a continued growth in Kista Science City, which primarily take place through research‐based and innovative growth companies based on the application of ICT. The Foundation’s board comprises leading representatives from Ericsson, Acreo, IBM, Atrium Ljungberg, PacketFront, KTH and the City of Stockholm. The Foundation’s work is supported by six strategy groups: Strategy Council A Living City, Strategy Council for Higher Education, Skills‐Provision, and Entrepreneurship, Strategy Council for Innovation, New Growth Businesses and Global Expansion, Strategy Council for Infrastructure for Growth Strategy Council for Marketing and Strategic Business Recruitment, Strategy Council for Research and the Business Community containing a cross‐section of activities at Kista Science City. Their work is to match strategies, objectives and activities within the framework for each area contributing to the realization of the Kista Science City vision. Two operative subsidiaries have been formed ‐ Kista Science City AB and STING AB ‐ to guarantee that objectives are achieved (http://www.kista.com).

•The mission of Stockholm Science City Foundation is to attract academia and business to the areas Norra station and Albano in Stockholm. The Stockholm Science City Foundation is commissioned by the three leading universities Karolinska Institutet, The Royal Institute of Technology (KTH) and Stockholm University as well as the city and county and the business sector. http://www.ssci.se/en/ We are commissioned by the three leading universities Karolinska Institutet, The Royal Institute of Technology (KTH) and Stockholm University as well as the Stockholm County Council and the City of Stockholm.

•Organization of Stockholm Innovation and Growth: Incubation activities have been run for many years to support new innovative growth companies through Stockholm Innovation and Growth AB, which has extensive experience of successful clusters and support to entrepreneurs. This

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takes place through incubation activities for KTH at Campus Kista and at Campus Valhallavägen as well as for Karolinska Institutet in Flemingsberg. Organisation STING is owned by the Electrum Foundation and is a sister company to Kista Science City AB. STING is a non‐profit company and its activities are financed in part using public funding from the Electrum Foundation and from its main collaborative partner Innovationsbron, and in part from private partners and its own financing •Innovation Relay Centres: the development of new enterprises is also a matter of the Innovation Relay Centres, IRC, whose core task is international technology transfer.

The network consists of 150 offices in 15 European countries of which two are located in Stockholm. The IRC network is a service for companies, especially for SMEs.

•Stockholms Teknikhöjd supports the commercialization of research results and business ideas originating from students from KTH and the University of Stockholm by offering office space and information infrastructure, and giving advice in patenting, licensing, marketing and financing.

Presently, roughly 40 innovative firms are member of Stockholms Teknikhöjd.

•Stockholm IT Region:is a joint venture between several public and private players, including Kista Science City AB, which aims to enhance competitiveness for the ICT sector in the Stockholm region. In practice, work in Stockholm IT Region is run as working groups. The project focuses on the following strategic areas: Skills‐provision: Skills‐provision in the short and long term in the ICT sector is a high‐priority issue. (Electrum Foundation, is convenor); Marketing: Stockholm IT Region actively markets Stockholm as a world‐leading ICT region (Stockholm Business Region Development, is convenor); Infrastructure: Stockholm IT Region makes an inventory of IT infrastructure in the Stockholm region and illustrates future developments in the region (Stokab is convenor). 64

64 Malgorzata Runiewicz‐Wardyn ,“Innovations Systems and Learning Processes in the EU and US Regions”, Economic Research Center, University of California,2009:http://iurd.berkeley.edu/wp/2009‐ 06.pdf , p.17‐20

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LIST OF COMPANIES 65

Today, the Kista urban area is Sweden’s largest corporate center and one of the most important ICT clusters in the world, with multinational companies such as Ericsson, IBM, Sun, Tele2, Tieto Enator, and Nokia. Ericsson has its head office in Kista and, with a staff of more than 9,000, is the largest single employer. It estimated that some 28,000 employees are currently working in some 750 Kista companies, with two‐thirds of them working in the ICT sector.66It is a home of two leading education institutions in Sweden ‐ KTH School of Information and Communication Technology and Stockholm University. Research is conducted in the broad range of high‐tech areas, mainly related to ICT sector, such as: Materials and Semiconductor Physics; Electronic devices; Optics, Photonics and Quantum Electronics; Electronic and Computer Systems; Communication Systems; Information and software systems / System analysis; Software Development; Communication and Cognition; IT and Society; IT Security. Here is a table with several major companies located in Kista city.

Company name AB HÄLLDE‐MASKINER AGFA GEVAERT AB APPEAR NETWORKS APPLE COMPUTER AB ARROW COMPONENTS ARROW NORDIC COMPONENTS AB HK BANQIT AB BAXTER MEDICAL AB BJÖRNENTREPRENAD AB BOSCH AB, ROBERT COMPAQ DCM SWEDEN AB DNEX TRYCKERIET AB eBUILDER

Products : Electrical equipment, Electronic equipment , Household appliances Communication, Media , Information services , Information Technology,Optical equipment, Optical instruments Information Technology Computers , Information Technology Precision Equipment , Precision Instruments Computers , Electrical, Electronic , Electrical Equipment, Electronic Equipment , Electric components, Electronic components IT , Computers , Information Technology Chemicals , Medicines , Pharmaceuticals , Chemistry , Pharmacy , Cosmetics Agriculture , Livestock Electrical equipment, Electronic equipment , Household appliances PC,Computers Printing , Publishing Wood Information Technology

65 The information needed to make this table is from Sireh ,Kista companies : http://se.sireh.com/co/k/Kista_companies/ and the glassdoor website : http://www.glassdoor.com/Reviews/top‐companies‐kista‐ SRCH_IL.14,19_IC3310953_SDOR.htm

66

Campus Kista: http://http://www.it‐univ.se/

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ERICSSON AB EURIDIS ELECTRONICS AB FIRST RENT A CAR AB HITACHI IMG (NORDIC) HUVUDKONTOR INTERACTIVE INSTITUTE INTEL SWEDEN AB INTERVERBUM KISTA SNABBTRYCK AB KTH ROYAL INSTITUTE OF TECHNOLOGY LENSWAY LORENTZEN and WETTRE, AB MASKIN‐LINDELL AB MICRODATA INNOVATION STOCKHOLM AB MICROTRONICA SWEDEN AB MOELLER ELECTRIC AB

NCC ROAD AB NOKIA NETWORKS OF INDUSTRITEKNIC AB POSTEN SVERIGE AB POSTEN FRIMÄRKEN READSOFT SC JOHNSONS SCANDINAVIA AB STING TELECOM ST MICROELECTRONICS SUJITSU AB SUN MICROSYSTEMS AB SYNOPSYS SCANDINAVIA AB TAXI 020 AB TELE2 ABB TIDNINGDSTRYCKARNA AB

Telecommunications PC,Computers

Travel , Transport , Transportation , Business travel , Road transport Computers , Information Technology

Business Services Electrical, Electronic , Electrical Equipment, Electronic Equipment , Electric components, Electronic components Translation , interpretation Printing , Publishing Education, College/ University.

Retail Precision Equipment , Precision Instruments Packing Electricity IT,Information Technology Electrical equipment, Electronic Equipment , Electricity Building Works , Building , Building materials , Glass Works , Building Works , Building , Building materials Telecommunications Construction Works, Public Works , Construction , Public works Printing , Publishing , Transport , Transportation , Transport services Information Technology Chemicals , Medicines , Pharmaceuticals , Pharmacy , Chemistry Information Tecnology PC,Computers PC,Computers PC,Computers Electrical, Electronic , Electrical Equipment, Electronic Equipment , Electric components, Electronic components Air transport , Transportation ,Travel , Business travel , Transport , Transport services Telecommunications Printing , Publishing

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CONCLUDING The program aims to strengthen the international competitiveness of the Stockholm region, with special emphasis on SMEs and the increased cooperation between the industry, the R&D institutions and the public sector. The Program supports also entrepreneurship, innovativeness, knowledge development and integration of immigrants as well as increasing export and stimulating effective energy use.

In sum, the Program envisages to create 1300 new jobs, 300 new businesses and the involvement of 400 businesses in the development of markets, product development or lowering energy consumption). All projects include at least 40% of participation of women.

The following priorities OP Stockholm promotes the development of clusters and regional innovation system. The meeting places are to be created for supporting innovation and development through advice and counseling and provision of risk capital. 67 The Priority‐2 ‐ Business development ‐ aims to provide information, training and counseling for SMEs and entrepreneurs, strengthen the co‐operation between academy and industry as well as financial engineering and access to capital (32.0% of total funding). The third priority ‐ Accessibility ‐aims to improve the accessibility of the larger Stockholm region, assure housing and transportation to meet the population growth, improve co‐operation with regions beyond the Stockholm region (24.0% of total funding). The fourth priority ‐ Technical assistance – addreses the suport for management, monitoring and evaluation of the operational programme, and the associated communication and publicity activities(approximately 4.0% of total funding).

Summing up, it is important to underline that networks and trust‐based relationships can only be developed over long time periods. Most networks FP6comprise at least at their core already existing networks that they support and stimulate (Werker 2006). Yet, it is hardly possibile to build a network where there were no previous networks. One of the positive role of EU regional innovation policies is their contribution to the regional development and growth throughenriching the human capital and regional knowledge transfer as well as stimulation of SMEs

67

Regional Policy : http://www.ec.europa.eu/

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Chapter 7 – Readiness

[The readiness and progress towards the Smart City]

In this Chapter we use the given table of indicators68 in order to evaluate the progress of Stockholm towards the Smart city. We do that combining the qualitative indicators from the previous research and the quantitative indicators collected from international data sources(Eurostat,OECD ect.).

7.1. TABLES OF SMART CITY INDICATORS

Taking in account the grades of the indicators found in the table seen below (see figure ). The Final grade of Stockholm smart city according to this case study is 1.08 in a scale from minus three to three. The grade for each characteristic separately is in the next chart and the following charts show the factors of every characteristic.

The first thing that struck the eye is that none of the characteristics has an average lower than 0, as a matter of fact none goes lower than 0.3 grades. The main use of these charts is to help us discover the challenges the city has to face and the strong points of the smart city project. A low grade does not necessarily mean a weak point, as we will see further on in the example of the smart environment.

Firstly we have to review the results for every characteristic, and after we can draw a comprehensive conclusion about the progress the status and the future challengies of Stockholm Smart City.

68

The table given from the exercise guidelines.,

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SMART LIVING

Social cohesion Touristic attractivity Education facilities Housing quality Individual safety Health conditions Cultural facilities ‐1

‐0.5

0

Smart Living scored relatively high. In a general overview, the cultural facilities have frequent visitors, the individual safety is outstanding (way above average) and the education facilities are very accessible. As a touristic destination Stockholm is accessible but not quite as 0.5 1 1.5 2 2.5 attractive as the main touristic cities of Europe (there is Paris, London, Berlin, Prague etc. which scored higher). Assuming, this is probably due to the rich history of central‐European cities. Even thought, the smart living statistics are high, the social cohesion is lower than the average. The poverty rate of Stockholm is high and a fairly big percentage of the population is in danger of poverty. This shows a slightly divided society and definitely expresses a challenge for the future.

SMART PEOPLE

The Stockholm’s clusters are a home and a pole of attraction for smart people. The indicators for this characteristic scored high and all above zero. In the final average this is the highest characteristic score.

Participation in public life Cosmopolitanism/Open‐mindedness Creativity Flexibility Social and ethnic plurality affinity to lifelong learning level of qualification 0

SMART MOBILITY

0.5

1

1.5

2

2.5

The road and train infrastructure of Stockholm perform well as of now but they have the capacity to optimize the results. The new mobility strategy for 2030 will improve the local the international and accessibility.

As for the sustainable and safe transport is included in the proposals for the bicycle paths and clean vehicles.

Sustainable, innovative &safe transport

Availability of ICT infrastructures

International accessibility

Local accessibility 0

0.5

1

1.5

2

2.5

3

3.5

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3

3.5

SMART GOVERNANCE Transparent governance

Public and social services

Participation in Decision‐making

0

0.5

1

1.5

2

2.5

3

The indicators for smart government are high. The national government consists mainly of two parties, the Moderate and the Social Democratic. Even if the municipal council does not have a majority vote it appears that the result is satisfactory for the citizens of Stockholm and that they are politically active. The chart depicts the reality of Stockholm, a city with active and transparent governance.

A surprising discovery is SMART ENVIROMENT that the lowest grade is for the smart environment even though Sustainable resource management Stockholm was declared green capital of 2010. This happened because, even though the city has Enviromental protection a low pollution rate, it scored lower than the European (EU‐27) Pollution average for the efficient use of water & electricity. A low grade in Stockholm’s resource management Attractivity of natural conditions strikes as odd considering the green IT projects of the city and ‐1 ‐0.5 0 0.5 the water and energy cycles planned for the royal sea port. In an attempt to understand the reason for this controversy one might suggest the idea that the Green it strategy had not yet effect the environmental statistics of the whole city. The conclusion is that the smart environment needs more time to balance back from the damage of the previous years or that Stockholm needs to continue at the same path creating even more sustainable projects.

SMART ECONOMY

Lastly, the smart economy has a controversial chart. Stockholm has a high GDP, a low unemployment level and hosts the headquarters of many innovative companies. The problem is that the levels of competitiveness are raised by the big companies, so it incommodes small startup companies and self‐ employment.

international embeddedness Flexibility of labour market Productivity Economic image and trademarks Entrepreneurship

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Innovative spirit

‐2

‐1

0

1

2

3

1

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7.2 CONCLUSION.

Progress. The city started with the advantage of a well‐structured urban plan. The agricultural and industrially based economy of the past evolved through the new IT to a more sustainable city with light‐industry. The environmental and economic data show a rapidly evolving smart city. In addition, the population is increasing every year. In the part of the enterprises there have been many initiatives for promoting the digitalization of the city, Ericson, Stokab, Nevatech, Microsoft and others. The governance of the city has coordinate those efforts and provided more plans and visions for the improvement of the city. In just a few years, since 2007, Stockholm has developed a full e‐service platform, a world known cluster, several sustainable high tech projects, a dense optical fibre network and many other accomplishments.

There is no doubt that Stockholm is progressing in a fast rate.

Status. Stockholm is a highly functioning smart city. In the present moment Stockholm is one of the major smart cities of Europe, an important part of the global economy and an environmentally aware city. The IT companies located there set the base for the development of the city. The quality of living is gradually improving through new citizen‐centric strategies.

Future challenges. Stockholm has to face the anticipated population increase and be prepared with efficient housing, infrastructures, public services, etc. Secondly, Stockholm can improve the connectivity and accessibility from the neighboring regions and the islands with a sustainable solution. Another challenge is to prevent the deterioration of the social cohesion. In order to improve the smart economy aspect, the economic policies of the city should support entrepreneurship and smaller companies. Lastly, the environmental goals become more and more ambitious, the city should strengthen the effords for sustainability and the research for new IT for the projects.

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7.3. METHODOLOGY BEHIND THE EVALUATION CHARTS

Here is short description of the process of collecting and editing the data to create the tables and the charts above.

7.3.1. Structuring the analysis. Using as an example previous researches, the evaluation is organized in a hierarchic structure, where each level is described by the results of the level below. A Smart City is a city well performing in a forward‐looking way in six characteristics , Smart Economy, Smart Mobility, Smart Governance , Smart Environment, Smart Living and Smart People. Each characteristic is therefore defined by a number of factors. Furthermore each factor is described by a number of indicators. 33 factors were chosen to describe the 6 characteristics.

1‐4 indicators were selected and assigned to each factor to analyze their performance.

7.3.2. Standardizing and aggregating data.

To compare the different indicators it is necessary to standardize the values. In other case studies a popular way of standardizing the data is the following z‐transformation (the equation in the left). This method transforms all indicator values into standardized values with an average 0 and a standard deviation 1. It has the advantage to consider the heterogeneity within groups and maintain its metric information. Furthermore a high sensitivity towards changes is achieved.69 In this study when there were available quantifiable indicators we used the following

equation . X is the grade of the indicator; V is the value of the indicator for Stockholm, VA is the average European (EU‐27) value and VD is the value difference of the VA from the possible minimum or maximum value.

69

http://www.statistics4u.info/fundstat_eng/ee_ztransform.html

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Chapter 8 – Proposals

[Sea‐buses & urban diversity]

8.1.

HOUSING PROJECTS FOR A DIVERSE CITY.

Starting from the conclusion of the previous chapter I focused on the challenge of social cohesion. In a rapidly evolving city there is the risk of “social tearing”. In his book “La città dei ricchi e la città dei poveri” Bernardo Secchi supported the idea that social cohesion can be achieved with urban planning.

Specifically, if people from different economical background live together in a neighborhood, a social environment, the consistency of the society increases.

Keeping in mind the many ongoing housing projects in the center and the suburbs, I propose housing plans that include several types of housing situations with different buying budget.

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8.2.

SEA‐BUSES

The second proposal regards mobility. The islands and the canals are a major characteristic of the city and they can be used to promote the easy transportation in a sustainable way. The ferries are using petrol and they pollute the aquatic environment. An electric sea‐bus can be charged by the port with energy produced from reusable energy sources.

Specifically the proposal involves one route with the basic stops for the center of the city. The sea bus can promote environmental awareness, as a visual reminder, tourism and also lightens the traffic on the roads.

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VIDEOS

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http://www.youtube.com/watch?v=t1joewdOHBM Söderenergi ‐ Eco‐smart energy : https://www.youtube.com/watch?v=SANKn9Cljro

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