H2020-EUJ-02-2016
H2020 Grant Agreement Number 723076
NICT Management Number 18302

Deliverable D7.12

City Stakeholder Group
Workshop III
Version V1.0
Dec 31, 2018
Dissemination Level: PU

ABSTRACTThe City Stakeholder Board of the CPaaS.io project has been set up to get
feedback on and validation of the project’s results from cities in Japan andEurope, as well as to foster an exchange of experiences and thus maximize thereal-world impact of the project. We decided for the third City Stakeholder
Workshop to look into the future and ask all stakeholders to elaborate on their
future strategy. A special interest for us was how the past three years haveinfluenced the cities' strategies. Our last question was which public value isgenerated through the Smart City activities. The venue of the City Stakeholder
workshop was again the TRON Symposium in Tokyo, Japan. Furthermore, we
continued the work with the Open and Agile Smart Cities Initative (OASC) whichstarted in an open workshop during IoT Week in Bilbao, Spain. This was in so farof high interest, as the head of OASC was presenting at the workshop initiatives
like the World Economic Forum looking at Smart City Interoperability as well as
the idea to create a Japan branch of the OASC.

This work is licensed under the Creative Commons Attribution 4.0 International License.
To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/.

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Disclaimer
This document has been produced in the context of the CPaaS.io project which is jointly funded by theEuropean Commission (grant agreement n° 723076) and NICT from Japan (management number 18302).
All information provided in this document is provided "as is" and no guarantee or warranty is given thatthe information is fit for any particular purpose. The user thereof uses the information at its sole risk andliability. For the avoidance of all doubts, the European Commission and NICT have no liability in respect of
this document, which is merely representing the view of the project consortium. This document is subject
to change without notice.
Document Information
Editors
Authors
Reviewers
Delivery Type
Dissemination
Level
Contractual
Delivery Date
ActualDelivery Date
Keywords

Chiaki Ishikawa (YRP), Ernö Kovacs (NEC)
Chiaki Ishikawa (YRP), Ernö Kovacs (NEC)Stephan Haller (BFH)
R
Public

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Dec 31, 2018
Smart City, Stakeholder Workshop

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Revision History
Rev.
0.1
0.2
0.3

Date
25.12.2018
25.12.2018
26.12.2018

0.4
1.0

26.12.201827.12.2018

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Description
TOC and initial draft
Include the morning session
Review & Update European
Speaker
Read-for-Review
Review and final editing

CPaaS.io

Contributors
Ernö Kovacs (NEC)
Chiaki Ishikawa (YRP)
Ernö Kovacs (NEC)Ernö Kovacs (NEC)Stephan Haller (BFH)

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Table of Contents
1

Overview ..................................................................................................................................................................................... 5

2

Agenda ........................................................................................................................................................................................ 6

3

Summary of the Smart City Tokyo Session ................................................................................................................... 8

4

5

3.1

Prof. Ken Sakamura (director, YRP UNL) introduced the agenda of the session. .................................. 8

3.2

Tokyo as a Leading ICT City ....................................................................................................................................... 9

3.3

Further Talks from Tokyo Officials ......................................................................................................................... 11

3.4

Support of Autonomous Driving by TMG .......................................................................................................... 12

3.5

E-Government and Open Data ............................................................................................................................... 14

3.6

Q&A panel ...................................................................................................................................................................... 15

Summary of the CPaaS.io Smart City Stakeholder Session ................................................................................... 17
4.1

Opening by Prof. Ken Sakamura (Japanese coordinator of the CPaaS.io project) .............................. 17

4.2

CPaaS.io Project overview ......................................................................................................................................... 17

4.3

Prof. Stephan Haller (European coordinator of the CPaaS.io project) ..................................................... 18

4.4

Amsterdam ..................................................................................................................................................................... 19

4.5

Murcia............................................................................................................................................................................... 21

4.6

Smart City Sapporo – ICT utilization by the city of Sapporo ....................................................................... 23

4.7

Yokosuka: Smart Mobility Challenge - A challenge to become IoT model city ................................... 25

4.8

Zürich ................................................................................................................................................................................ 29

4.9Open & Agile Smart Cities: Overview of OASC, Challenges & approaches of OASC cities ............. 30

4.10

Panel Discussion ........................................................................................................................................................... 31

Conclusions and Outlook ................................................................................................................................................... 34

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1 Overview
The City Stakeholder Board of the CPaaS.io has been
set up to get feedback on and validation of the
project’s results from cities in Japan and Europe, as
well as to foster an exchange of experiences and thus
maximize the real-world impact of the project. We
decided for this third City Stakeholder Workshop tolook into the future and ask all stakeholder toelaborate on their future strategy. A special interestfor us was how the past three years have changed therespective smart city strategies. Our last question waswhat public value is generated through the Smart City
activities. The venue of the City Stakeholder workshop
was again the TRON Symposiumin Japan in December
2018. Furthermore, we continued the work with theOpen and Agile Smart Cities Imitative which started in
an open workshop during IoT Week in Bilbao, Spain.
This was in so far of high interest, as the head of OASC
was presenting at the workshop initiatives like theWorld Economic Forum looking at Smart City Interoperability as well as the idea to create a Japan branchof the OASC.
City Stakeholder Group Workshop III
Date & Time
Location

December 13
TRON Symposium, Tokyo Midtown Hall

CPaaS.io brought representatives of Tokyo, Sapporo, Yokosuka, OASC, Murcia, Amsterdam, and Zurich tothis workshop. Table 1 shows the participants from CPaaS.io cities.
Table 1: Participants from CPaaS.io stakeholder cities at the CPaaS.io workshop

City

Name

Title

Amsterdam

Joshua Serrão

Innovation Officer, Chief Technology Office of Amsterdam

MurciaJosé Ballesta Germán

Mayor of Murcia, Spain

ZurichBenno Seiler

Head of Economic Development, responsible for drafting Zurich's
Smart City strategy

OASC

Martin Brynskov

Head of Open & Agile Smart Cities

Tokyo

Yuriko Koike

Governor of Tokyo

SapporoMotoi Ichihashi

Director, ICT Strategy Promotion, City of Sapporo

Yokosuka

Hiroyuki Yamaguchi

Support for New Industry, City of Yokosuka

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2 Agenda
Below is the complete agenda of the CPaaS.io stakeholder workshop at the TRONshow (Dec 12th- Dec 14th).
The workshop was held on Dec 13th and comprises two sessions, one in the morning and one in theafternoon.
Table 2: CPaaS.io Stakeholder Workshop III Sessions at 2018 TRON Symposium (TRONSHOW)1Morning Session (10:30)
What
Smart City Tokyo
Strategy of Tokyo for digitalisation, open data and smart city

Who
Y.Koike, others

Length90 MinWho
K.Sakamura / S.Haller

Length20 MinCity Representatives

100 Min(6 x 15 Min)

Afternoon Session (13:00)
What
Opening
Welcome message, goals of the workshop, short overview of
CPaaS.io from an adopter’s perspective
City Presentations
Each city (Amsterdam, Sapporo, Zurich, Tokyo, Murcia, Yokosuka)presents shortly their activities, focusing on the following 3
questions:• What is your city's strategy, now and for the future?
• What experiences (positive and negative) have you madein the last 3 years when deploying smart city
applications?
• Where is the public value?
Coffee BreakOpen & Agile Smart Cities (OASC)
Overview of OASC, Challenges & approaches of OASC cities
Panel Discussion
Possible questions to be discussed include:• Learnings from current deployments• Public value of the deployments• Challenges on different levels (social, economic,
technical, legal, public acceptance, usability etc.)• Future plans

M. Brynskov
City Representatives,
M.Brynskov

15 Min20 Min55 MinModerators:
K.Sakamura, S.Haller,

1 Slides are available for most sessions at https://cpaas.io/?p=1004

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Furthermore, the CPaaS.io project was prominently shown at the 2018 TRON Symposium (TRONSHOW)
exhibit with a multi-media theatre using 5 coordinated projectors to present information about the 6
stakeholder cities and the implemented smart city use cases.

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3 Summary of the Smart City Tokyo Session
3.1 Prof. Ken Sakamura (director, YRP UNL) introduced the agenda of the session.
Prof. Ken Sakamura, CPaaS.io coordinator on the Japan side, opened the session. The main speaker of thissession though, Ms. Yuriko Koike, Governor of Tokyo Metropolitan Government, was delayed due to
unexpected traffic congestion. This inadvertently highlighted one of the urgent issues which Tokyo faces
today. Tokyo is the host of the Tokyo Olympic and Paralympic games in 2020. As part of this activity, Tokyois trying to establish the ICT infrastructure for the future. The Tokyo Games are just a one of the futuretargets, but still it is an important target to advance the ICT infrastructure. A round-table panel to discussthese ICT issues has been established by the Tokyo Metropolitan Government (TMG) and it is chaired byno other than Prof. Sakamura himself.
Prof. Ken Sakamura explained that a few important considerations in the panel are as follows.
• to introduce the rescue plans for the natural
emergencies such as the earthquakes, typhoons andheavy rain falls: and how to use such facilities created fordisaster time in ordinary times,• the use of open data from the city: many sensors anddata gathering in the Tokyo metropolitan area,• the governance issue of the open data that may containprivacy data, and• the beginning of the ICT education, especiallyprogramming courses in elementary school in 2020.
Prof. Sakamura then introduced the following presenters aside
from the Governor herself:• Mr. Takahiro Matsushita (Deputy Director General,
Office of the Governor for Policy Planning, Tokyo
Metropolitan Government• Ms. Kyoko Kubara (Deputy Director General for ICT
Strategy, Bureau of General Affairs, Tokyo Metropolitan
Government)
Then Prof. Sakamura stressed the importance of the facilities developed for Tokyo Games in 2020 to be
useful also beyond 2020.
In connection of the heavy traffic that stopped the governor from reaching the venue in time, Prof.
Sakamura mentioned the importance of the monitoring of public transportation status, and introduced
the activity of ODPT (Association for Open Data of Public Transportation), such as the releasing of open
data, i.e., the train time table, the position of the trains, busses, etc. He stressed the importance of courting
the third parties to create the apps that use the open data. It is not the Tokyo Metropolitan Governmentor the public transportation operators that will provide these apps. He reviewed how such apps werecreated during the London and Rio Games. Also, he introduced the Open Data Challenge for Public
Transportation in Tokyo (see https://tokyochallenge.odpt.org/en/index.html ), and the CPaaS.io project,which was also featured by a very visible multimedia theatre near the entrance of the exhibition venue. To
make a point, Ken Sakamura briefly mentioned Amsterdam Waterproof as the sort of common urban issues
shared by the EU and Japanese cities.
He also introduced Stephan Haller, the European coordinator of CPaaS.io project who was sitting in thefront row. He explained the name "CPaaS.io": C stands for the Cities. PaaS stands for the "Platform as aservice". But he also pointed out “PaaS” is not something the general public would understand easily. Thenthe Governor arrived and the governor began her talk.
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In the following, Tokyo Metropolitan Government is referred to as “TMG”.

3.2 Tokyo as a Leading ICT City
Presenter: Governor of Tokyo, Yuriko Koike
Governor Ms. Koike thanked the introduction by Prof. Sakamura and his contribution as the chair of the
TMG's round-table panel to investigate the future ICT infrastructure for Tokyo. She apologized for thedelay caused by the traffic jam. She said she hopes that the Tokyo 2020 Games would see the realizationof predicting and avoiding traffic jams like she experienced that day.

Tokyo Metropolitan Government’s ICT Strategy
Last year (2017) saw the establishment of four policy goals in the ICT strategy based on the Tokyo
Metropolitan Government (TMG) round table proposal. These are:• Use ICT to enhance urban functions• Use data
• Use ICT to build mechanisms for solving government challenges through public-private collaboration• Support use of ICT in the private sector to raise productivity and create new value
Open Data is the treasure of Tokyo and is the foundation of these policy goals. She expects to see many
apps in the future. The Tokyo Government has released many open data sets in their open data portal.
Prof. Sakamura had suggested not to use pdf, but rather raw data should be stored. This lesson has beenlearned by many employees of TMG now.
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Tokyo Metropolitan Open Data Application Contest
The Tokyo Metropolitan Government has implemented an open data contest, receiving many submissions.
A good app to suggest the paths for stroll cars has been very popular. When visiting London, she discussed
these open data issues.
Open Data Challenge for Public Transportation in Tokyo
Public Transportation in Tokyo is a big issue. So, TMG has supported the contest, ODPT's Open Data
Challenge for public transportation in Tokyo, and this time (the third installation of the contest that starts
in January 2019), the major goal of the contest is to offer a guidance in indoor and/or underground paths
where GPS signal is not available.
Tokyo Digital Government Initiative
Tokyo has an Open Data approach:• TMG encourages the citizens' involvement in the open data movement. So basically it promotes
Government 2.0.
• TMG has tried to streamline the counter procedure to make them online and found the difficulties
that hinder such movement. (Later presentation by Ms. Kubara came back to this topic.)

Demonstration testing of service robot at Tokyo Metropolitan Government Office Building
The Tokyo Games will be a great opportunity to showcase the Tokyo ICT infrastructure. As examples, Gov.
Koike showed robot field experiment photos. Some photos show the governor talking to guidance robots
in a few languages for the route guidance, washroom location guidance, etc.

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Demonstration testing of Guide assistance and Security Robot at the Toei Subway Stations
Tokyo is one of few cities in the world which hold the summer games twice. Receiving many visitors is agreat opportunity to use and present the ICT infrastructure. She showed subway photos. There are now
security and guidance signages (in 105 languages) in subway stations, effectively utilizing the national
strategic special zone in Tokyo.
Demonstration testing of autonomous taxi service in public road.
Governor Koike is very interested in pushing this technology. But there are many regulations that makeexperiments on the public roads very difficult. To ease the restrictions, TMG has been trying to makepossible such experiments, for example, testing of autonomous taxis service on the public roads by talking
to many government agencies. (Mr. Matsushita’s talk later will cover this topic.) One real testing under way
is the autonomous taxi: Governor Koike is seen in one of the photos. Another current experiment that will
start in FY2018 is the autonomous bus service. TMG and public transportation operators will tie up to offer
the prototype service. Review of the current legal and regulation framework needs to be done from time
to time and TMG will discuss the issues with the national government.
Beyond 2020
Governor Koike is interested in transforming Tokyo to a future smart city. In order to do so, there are goals
such as Sustainable Development Goals (SDGs). For example, teleworking and autonomous driving to doaway with the traffic jams will be important. Already Tokyo Metropolitan Government employees areoffered the option of a teleworking labour contract. Governor Koike would also like to transform TMG
counter/application procedures so that they will be:• paperless• stamp-less• cashless
Such ICT introduction to streamline the counter/application procedures and other ICT usage will innovate
the government of Tokyo.
Before concluding her talk, she acknowledged again the contribution of Prof. Sakamura and contributionof the TRON Project so far to the industry and society and the wonderful things the general advancementof ICT has brought about.

3.3 Further Talks from Tokyo Officials
After governor Koike, the following persons spoke:• Mr Ken Sakamura, as chair of round table panel regarding the TMG ICT infrastructure• Mr. Takahiro Matsushita (Deputy Director General, Office of the Governor for Policy Planning, Tokyo
Metropolitan Government)• Ms. Kyoko Kubara (Deputy Director General for ICT Strategy, Bureau of General Affairs, Tokyo
Metropolitan Government)
Some elements are necessary to make Tokyo a truly smart city. One of them is the introduction of
innovation or developing it. The current existing regulations and laws may hinder prototyping of advanced
technologies, which are required to make Tokyo a Smart City.
3.3.1 Presentation Tokyo Roundtable for ICT infrastructure
The Tokyo Games are a very good motivator and enabler for creating something tangible in Smart Cities.
To decide when and where to create a good prototyping experiment was important and Tokyo in 2020
was chosen as the good target of ICT infrastructure building in Tokyo. The following is based on what we
discussed in the round-table panel of Tokyo, of which Prof. Sakamura is the chair.
Tokyo’s ICT usage goals: three goals.
• 1st Use ICT as much as possible
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One extreme goal might be to abolish the counters and make all interactions of citizens andbusinesses with the TMG doable via smartphones/PCs.
• 2nd Open data and data securityo Open data is important and using it has proven very beneficial. Citizen inclusion is importantand so private data will be included. Thus there is a strong need for data protection and security.
• 3rd Solve the current issues
o Currently there are 2700+ different procedural interactions at the TMG windows/counters. As
usual in Japan, many require the use of seals instead of signatures. How can we reduce the useof seals so that ICT can be promoted?
o Cashless approach: Currently, the charge for the procedures is paid by special stamps: thishinders ICT introduction. How can we make such payment via cashless method?
“Let us solve the issues via the citizens and private sector participation” is the approach of the TMG.
oCommon Infrastructure
Performance/Cost would be better by introduction of a common platform/infrastructure. After all, TMG isa big entity: there are barriers among different divisions, and isolated data in different silos separated byorganizational barriers is an issue. A common infrastructure is needed, so that data and programs can beshared.
•••Open data: TMG has a vast amount of data.
Machine-readable data format is a must: PDF is not sufficient.
API to access big data set will be necessary.

Accessibility issues:
Route guidance on the street: visually-impaired people cannot use visual signs. Machine readable markers
along the street will be helpful to offer audio guidance to such people. TMG is in a better position thanthe private sector to implement such infrastructure.
Possible Applications:• Emergency: Forecast of demand for emergency medical services• Relieve efforts after natural disaster or prediction of damage. E.g. during heavy rainfall: the damage
due to heavy rain fall has intensified due to global warming.
• Prevention of crimes• Services for tourists• Prediction of heatstroke cases• Remote reading of water meterso Many workers are employed for this currently.
• One stop service of government’s administrative procedures• Education

3.4 Support of Autonomous Driving by TMG
Presenter: Mr. Takahiro Matsushita (Deputy Director General, Office of the Governor for Policy Planning,
Tokyo Metropolitan Government)
One stop service centre for autonomous driving prototyping
Governor Koike had spoken about the one stop centre to facilitate Autonomous Driving. This talk explained
the complexity of introducing autonomous driving at governance side.
He showed a figure regarding how many offices are involved in permitting an autonomous driving on a
public street.
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Problem areas:• Many parties are involved in approving a test of autonomous driving.
• Government offices need to be persuaded about the safety of the experiment.
The offices includes the following and others.
o MLIT (Japanese Ministry of Land, Infrastructure, Transport and Tourism)o Police at various levels
o Government Offices responsible for roads (governed by the national government, prefecture, city, etc.)
The procedure/application situation was complex and the number of offices that needed to be visited two
years ago was large. It was a helpless situation and public street trial was almost impossible even before
planning.
TMG tried to intervene. TMG wanted to make Tokyo's financial industry come back. But growing thefinancial industry itself alone cannot work very well. Technology innovation in Tokyo will be very important
to court investment, etc. Technology innovation leads the economic growth in advance. So, thinking that
autonomous driving will be a big innovation in the future society, Mr. Matsushita's department in TMG
decided to make this prototype experiment of autonomous driving on the public roads possible. The
efforts started in September 2016.
How did he and his colleagues deal with this all issues to make such an experiment possible? Well,
according to him, it was all thanks to many telephone calls, visits by his colleagues and him, blood, sweat
and tears. After the efforts, his office has become the single window to contact for performing theautonomous driving testing on Tokyo public roads. Many government offices are now forthcoming andcooperating. Thanks to the streamlined application process, already 16 experiments on the public roads
have been performed.
Levels of Autonomous Driving
Different levels of autonomous driving.
o Level 1: Automatic braking, ACC (adaptive cruise control), LKAS (lane-keeping assistance system), allused independently.
o Level 2: Combination of level 1 features. Not exactly autonomous driving, but still an important level.
o Level 3: Driver takes over if the system asks.
o Level 4: No driver intervention is required. It is possible to achieve this today technologically. However,laws and regulations have not caught up with this advance even if the technology is already capableenough.
Why TMG thinks that support is needed
There are mainly two reasons why the TMG thinks that autonomous driving is important and therefore is
actively supporting these developments. One reason is that drivers are in short supply. Especially so forbus drivers and big truck drivers. In rural areas, the bus drivers are really hard to find. Bus service in suchareas may be the only public transportation means. So in such places, the demand for automatic driving isacute. A second reason is that the volume of mail order delivery has skyrocketed in Japan. Delivery services
may be better off to use driver-less vehicles to cope with the shortage of drivers.
Planned Business Model and support
Mr. Matsushita showed a slide with a few photos. On the left hand: The taxi experiments mentioned by thegovernor.
This is probably the first experiment where the autonomous taxis carried passengers with fare. An
autonomous bus service is planned for Feb. 2019. This is meant to cater to a rural area in the western partof Tokyo. (The area governed by TMG is big. The western part is a mountainous area.)
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Test Driving
Test driving or cruising in autonomous cars was offered to visitors in October 2018. A photo showed acompletely autonomous car, Milee2 (3D-printed car!), that will be tried for 2020 games.
Concluding Remarks
The Tokyo Governor is very interested in promoting this technology. The one stop service center has beencreated to facilitate the prototyping. The center makes the government application process regarding legal
and regulatory wrangling much easier to cope with. (Instead of talking to one agency, people needed totalk to many offices before). As a result, 48 parties sent 369 inquiries, and 16 experiments have been
performed. The center achieved its major goal of facilitating the prototyping experiments.

3.5 E-Government and Open Data
Presenter: Ms. Kyoko Kubara (Deputy Director General for ICT Strategy, Bureau of General Affairs, Tokyo
Metropolitan Government)
Current status
Current administrative procedures are slowly moving from windows/counter procedures to online services.
Ms Kubara showed the statistics regarding the number of government application process that is put
online.
Actually, the pace of the number of the services put online has decreased. The reason for this anomaly is
TMG has focused on the services that are used online frequently and tried to make such services easier touse. Today, TMG has not put much efforts now to put rarely used procedures online. That is why the paceof procedural steps put online has decreased. Often used procedures are either online already or are being
put online.
Checking why online transition has not occurred smoothly
The overall review was done and the general consensus is that many more procedures can be put online.
But the paper forms and the general steps are now being reviewed and TMG expects 500 cases can be put
online in FY2019. (Japanese fiscal year runs from April 1st to March 31st next year.)
Hopefully, by 2020, most if not all can be made online. Cashless payment may be possible by then also.
(Pay-easy: A Japanese cashless payment method will be used as of current thinking. See Pay-easy web
page. It is in Japanese. https://www.pay-easy.jp/index.html
Wikipedia also in Japanese. https://ja.wikipedia.org/wiki/Pay-easy )TMG’s Open data
An open data catalog site was established in March, 2016. More and more open data sets are now being
put online. New data sets being created are put online as they are created. Existing data sets are prioritizedand put online one by one. To facilitate the re-use and publishing, the common data format among cities(TMG has many cities under its umbrella) are being promoted, and API is being introduced.
Events to promote open data are tried.
One is the Open Data Challenge of Tokyo Public Transportation held in conjunction with ODPT (mentioned
also in Governor Koike’s talk.). TMG itself used the open data to predict heat stroke cases in the summer
and has been very successful. TMG also used open data to model the traffic jams during big events suchas sport games and it asked subcontractor(s) to model the traffic and asked also for traffic data from third
parties, and a good model was created and TMG has high hopes for such usage for 2020 Games.

2 See https://tier4.jp/en/mobility/milee.php

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3.6 Q&A panel
Sakamura: Currently, TMG's open catalogue site has 13,000 data sets, right?
Kubara: 40,000 existing data sets will be put into the open data catalog site. Newly created data sets arecontinuously being released to the open data catalog site, most in CSV format. We make sure that thishappens and TMG employees understand this now. So, anyway, 13,000 out of 40,000 data sets are available
online as of now. By 2020, all the data sets should be available online.
Sakamura: I found the story of counter procedures to become online interesting. You found that there
were procedures that nobody in the particular year used/applied. What procedures were they?
Kubara: I don’t recall exactly what they were. The procedures were specified by laws. So TMG cannot throw
away them on its own. However, we should not spend time to putting such procedures online. That is for
sure.
Sakamura, Kubara: Moving the procedures online is a good opportunity to look at the forms, requested
attachments, and efficiency of the process.
Sakamura: The Governor often mentions the showcase of ICT technology in Tokyo. Instead of creatingsuch a showroom, the governor rather likes to use the real installation as an example of ICT usage in Tokyo.
Correct? For example, the signage/robots in subway for guidance and security are good examples if I am
not mistaken.
Kubara: Yes. TMG does not implement new technology itself. However, Tokyo has many locations that canbe used as prototype test fields. So, interested parties are welcomed to use the test fields for prototyping
their new technologies for getting ready for 2020 Games.
Sakamura: Aha I see. The one stop service for autonomous driving that Mr. Matsushita described is in linewith this policy. TMG does not develop autonomous driving technology itself, but rather helps the third
parties with the technology to test it in locations in Tokyo. And TMG will buy the products or the systems
based on such new technology in the future, correct?
Kubara: TMG may do so if the circumstances make the purchase of a system, say, the security and guidance
robot in subway stations attractive after the result of prototyping experiment is reviewed.
Sakamura: OK, any comment from Mr. Matsushita regarding autonomous driving? More than 300+
inquiries were sent to the service. Are there any comments from the companies?
Matsushita: These parties are now saying that business-level real world practice is required. Already the
prototyping of fee-based driving on public roads has been tried. For example, more difficulties areenvisioned when autonomous driving is attempted on speedways in Tokyo. Usually the speed limit thereis 80-100 km/h, but the roads that lead to it have the limit of 40-50 km/h. So currently, human drivers
speed up to 80 km/h before joining the speedway. If the speed limit is taken literally, 80 km/h before
joining the speedway is "illegal". But this is taken for granted. So the AI on the autonomous vehicle needs
to understand that this is OK (!)
Sakamura: Boy, this is a deep story. It looks that you two people are not fond of saying that the laws are
outdated and should be fixed. But why not change the traffic regulations?
Matsushita: Of course, one way is to make sure that the laws and regulations are changed to meet thereality, but it usually takes a long time to do that in Japan. So adapting the AI to the reality is quicker.
Sakamura: This discussion simply highlights the difficulty of changing laws in Japan. I don’t know thesituation in EU. As many in the audience understands the modern Japanese legal system is based on theEuropean Continental Law framework. Japanese laws stipulate what can be done: On the other hand, UK
and American laws stipulate what cannot be done. So here we have to modify the regulation to add anitem to the whitelist of things that can be done. We need to add that we can speed up to 80 km/h before
joining the speedway.
BTW, I think the transport infrastructure needs to make life easier for autonomous vehicles. For example, I
think that the traffic signals should emit electronic signals that cars can receive and understand easily: forexample, red or green signal should be indicated by electronic radio signal too if possible. Also, the speed
limit can be broadcast so that the cars running on the street can learn the speed limit of the roads in real-

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time. I think the better infrastructure for supporting autonomous vehicles would be necessary for
expanding the trial area including the speedways in Tokyo.
Matsushita: The colour of the traffic signal is a big issue. Today cars recognize it via cameras. But
sometimes, the back-lighting (by the sun for example) blinds the camera and cars cannot see the colours
well. Actually human drivers also have tough time to recognize the colours under similar circumstances.
Sakamura: So why not transmitting digital data for the signal colours?
Matsushita: MLIT is experimenting. I think MLIT will arrange that such digital signal is transmitted in the
future.
Sakamura: So there is a government agency name coming up here. There are walls between the different
divisions of TMG and between TMG and national government agencies. I think it is important to overcome
this silo structure of various government agencies or among the divisions of the same office somehow.
Matsushita: I am in no position to criticize other offices, esp. national government offices. My observationis that the national government offices tend to be very aggressive in pursuing new policy goals. TMG, on
the other hand, is a bit slow, maybe as a regional government without much power to change laws, andoften wants to avoid extra workload brought about new technology, etc. Open data may help us
circumvent this wall. As long as the necessary data is available, work gets done without needing to talk todifferent offices involved.
Sakamura: Ms. Kubara, regarding the ICT issues that we need overcome, is the organizational challenge a
big one? I know I am pushing you up against the wall and you may be in hot water later, if you speak too
frankly.
Kubara: When Prof. Sakamura became the chair of the round-table panel of TMG and created the
proposals and TMG created the policies based on that these new policies were explained to the divisions
within TMG. But at the outset of the explanation, I told the divisions that, from now on in this ICT age,different ICT approaches in different divisions are a waste of time, so we should stick to the same
approaches as far as ICT goes, and if there are additional peculiar activities each division needs to do on
top of the common ICT approach, that needs to be done, of course, but the basic common approaches
need to be followed and shared.
This I said at the outset, and I don't think the existing culture changes overnight, but following the common
ICT approaches is what we are trying to do now. Thus the wall, if any, is being diminished.
Concluding remarks:
Sakamura: Time is up. This afternoon, we hold the session held with European partners of CPaaS.io projectand city representatives who sit in the front row. I would like Stephan Haller, the European coordinator of
CPaaS.io to talk about it a bit briefly and invite the audience to attend the afternoon session later.
Haller (in Japanese): Here, we have the honour of the participation of the mayor of Murcia, Spain, arepresentative of Amsterdam, and a representative of Zurich who is right now on his way from Narita.
Martin Brynskov of OASC is also speaking this afternoon. OASC does not have a member in Japan yet andso he is interested in courting one.
Sakamura: Thank you. The mayor of Murcia will be speaking and we may find out if the approaches in
Murcia are applicable to Tokyo, or vice versa, and if there are divisional walls that get in the way if new ICT
approaches are tried in Murcia City. Let's find out in the afternoon.
Stephan Haller: There certainly are similarities. In my e-government research, one stop approach to reduce
government negotiation overhead is tried in Bern as well. Water management, open data approach, etc.
are all common to smart cities in EU and Japan.
Sakamura: Issues are the same. But I feel the implementation of solutions may see the difficulty of copingwith the existing inertia of government offices. I suspect we may want to see the offices more ready tocope with new ICT approaches in Japan. I hope the two representatives from TMG here may share thesame view. I hope you learned a lot about today's ICT city Tokyo. Or would-be ICT city Tokyo since theGovernor got delayed due to traffic jam.
Thank you for your participation this morning and I hope you can learn more about smart cities in theworld in the afternoon session.
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4 Summary of the CPaaS.io Smart City Stakeholder Session
Stakeholder Summit on Future Cities Created by the IoT: EU-Japan CPaaS.io Project
Afternoon session. Thursday, December 13, 13:00-16:30 [Venue] Theater 1 in Exhibition Room

4.1 Opening by Prof. Ken Sakamura (Japanese coordinator of the CPaaS.io project)This session is about CPaaS.io. It is an EU-Japan collaboration project to solve the issues cities face in EU
and Japan. Why does this project get carried out by EU and Japan in a collaborative manner?
It is assumed that there are many "common" urban issues such as environment, security & safety, qualityof living, traffic management to avoid traffic jams. If the assumption is correct, we should bring our wisdom
and the solutions together to jointly solve the issues both in EU and Japan.
What is "PaaS"? Platform as a service. This is as opposed to IaaS (Infrastructure as a service), we aim alittle higher than bare metal. Also, as opposed to AaaS (Application as a service), we aim a little lower thanreal applications. Application may change from a city to the other, from a country to the other. We try to
produce "PaaS" so that various applications can be created on top of it. In a nutshell, we try to solve theissues and make city efficient by means of ICT infrastructure.
CPaaS.io project is a three year project (30 months to be exact), and all the details cannot be presented
in this afternoon alone. So the presentation is a very short summary of applications and prototyping incities. We would like to see if the results from the project can be applied to other cities as well. This is thereason for this session of city stakeholders.
This afternoon, we will have a presentation from five cities of Europe and Japan.
Prof. Stephan Haller of BFH is in the front row and he is the EU-side coordinator of the CPaaS.io project.
First I will explain some brief overview of the project and Stephan will follow up on it.
The cities will present in alphabetical order of the city name
•
•

•
•
•
•

Amsterdam, Netherlands: Joshua Serrão (Innovation Officer, Chief Technology Office ofAmsterdam)
Murcia, Spain: José Ballesta Germán (Mayor of Murcia, Spain).
He is accompanied by José Guillén Parra (Deputy Mayor for Modernization of the Administration,
Urban Quality and Participation of the City of Murcia, Spain)
Sapporo. Japan: Motoi Ichihashi (Director, ICT Strategy Promotion, City of Sapporo)
Yokosuka. Japan: Hiroyuki Yamaguchi (Local Industry Promotion, City of Yokosuka)
Zurich, Switzerland: Benno Seiler (Head of Economic Development, City of Zurich)Open & Agile Smart Cities, OASC: Martin Brynskov, OASC is an organization representing thedemand side of Smart Cities

4.2 CPaaS.io Project overview
The partners of the project are as follows.

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The name is pronounced as CPaaS.io. (He showed the international phonetical symbols, [siːpɑːsdɒtaɪəʊ]and Japanese rendition, シーパース・ドット・アイオー, on the screen.)
There was a previous city stakeholder meeting at last year's TRON Symposium. Tokyo governor, Ms. Koike
was also at the TRON symposium last year. Tokyo held a special session this morning with governor Koike
here. As the Japanese coordinator, we have tried to promote CPaaS.io by writing a magazine article of thecity stakeholder meeting last year. (He showed the pages of the magazines. The Japanese and English
versions are available on the CPaaS.io web site.). Prof Sakamura also mentioned that in Japan, more cities
other than presented here are getting on the bandwagon of open data and other activities promoted by
CPaaS.io and Japanese partners. For example,• Kochi prefecture is actively pursuing open data with UTokyo. (He showed the photo of the MoU
signing with the prefecture office and UTokyo.)• Kokosil, a location-information system, an application that is built on the basic CPaaS.io architecture
is now being used in 50+ locations in Japan. It is now being used in Taiwan, and other countries
such as Malaysia are evaluating it.
• Digital signages which uses CPaaS.io architecture are used in many places such as subway stations,or museums with content produced by multi-lingual machine translation.
I believe we have produced good results and very wide impact so far in Japan. Finally, it was acknowledgedthat this project is supported by NICT in Japan and EC in Europe.

4.3 Prof. Stephan Haller (European coordinator of the CPaaS.io project)
Prof. Haller explained what has been achieved in the 2 and half years since the beginning of the project.
There are three important properties that a smart cities must have:- Open: For all citizens, business and partners of the city
- Participatory / Citizen inclusion: Last year's city stakeholders meeting at TRON Symposium gave
him the impression that Japanese cities did not have much citizen inclusion. But the situation seems
to have changed, and he think this is good
- Resilient: Cities are constantly facing danger of small and large crises: earthquakes and typhoons inJapan, water hazard in Amsterdam, and many more. Cities must be ready to cope with them andsmart city must be resilient.
CPaaS.io has implemented the infrastructure of Smart City Platform layer by using FIWARE in Europe andu2 architecture in Japan as base technologies. Some (prototype) applications done on top the architecture
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will be explained by the representatives later. He stresses that the project has produced applications thatare used by cities for real.
Cloud-Edge Systems
Yesterday was a presentation on IEEE standard for real-time OS for small embedded systems, i.e., edge
nodes. CPaaS.io has addressed the issue of flexibly moving the logic between cloud and edge nodes.
Information about this system called FogFlow is available on web pages and deliverables published so far.
Private Data Stores
Ethics, PDS (Private Data Store) or governance is very important. The infrastructure including edge nodes
may contain private data. In EU, GDPR is a big issue. In Japan, Omotenashi cloud that implements a PDS
was realized. PDS will be important for Tokyo Games in 2020.
Further Issues addresses by CPaaS.io- Methodology or blue prints for other cities to adopt CPaaS.io approach.
- Technology transfer: presenting the framework so that other cities can adopt our approach easily.

4.4 Amsterdam
Presenter: Joshua Serrão (Innovation
Technology Office of Amsterdam)

Officer,Chief

Joshua presented the activites and the strategy of the
Amsterdam Technology Office. The office is located in the
Amsterdam Innovation Arena, a sports facility equiped withthe latest ICT technology.
Amsterdam activities are centered around the USpace
aspect:• Urban Services• Mobility
They conduct projects in the area of circular economy, IoT; and Open Data.

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Amsterdam is a very international city, around 180 nationalities are living or visiting Amsterdam every year.
So the accessibility of the town for its citizens and visitors is an important aspect. This includes the mobilityof the citizens, but also future mobility aspects. For example, the use of drones for delivery should becomea reality by 2023. The smart city initiatives in Amsterdam should present Amsterdam as an Innovation Hub,serves its citizens, and help the city of Amsterdam.
Innovation Hub
Amsterdam has problems in the area of: Tourism,
Accessibility, Housing, and Pollution. It is focused on
analysing the problem (water, noise) through IoT,
then finding solutions, e.g. Rainproof Amsterdam.
The Netherlands have a tradition of innovation invarious areas. Amsterdam was named the European
Capital of Innovation. Since the last CPaaS.io
Summit (2017), the rainproof project has progressed
to a full test facility. In the test facility, the roof tops
are now connected with the water management in
the canals. The need for new technologies is veryclear due the extreme weather conditions that canbe expected. Nevertheless, the business model forthe rooftop owner need still further ideas.
Accessibility
Amsterdam has 1.8 Million movements every year. Amsterdam has introduced the notion of a travel credit,
Every citizen receives the travel credit and can trade it for public transport or with other users. The idea isto support the use of public transport or ecological travel (like bicycles). The preliminary results after 2
months is that each participant has spent 183 Euro and has reduced his or her CO2 emission by 65%.

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Amsterdam Innovation Arena
The Amsterdam innovation Arena is home ofone of the first 5G networks in Europe.
Furthermore, it is using advance ICT
technology for monitoring and supporting
the visitors. Also installed is an Energy Storage
SystemSummary
While Amsterdam is supporting one of themost advanced innovation programs in
Europe, the focus is a bit shifting from puretechnology evaluation and small projects, tounderstanding how a sustainable businessmodel can support the cities goals and the sustainability of the living in Amsterdam. Promising new
projects are the travelcredit which is using monetary incentives to influence the behaviour of citizens.

4.5 Murcia
Presenter: José Ballesta Germán (Mayor of Murcia, Spain)

José Ballesta Germán, the mayor of Murcia, presented the strategy of Murcia for their smart city initiative.
Murcia is the 7th largest city in Spain, located in its south-east. Murcia has already invested into many smart
city projects in the past including the EDUSI (Integrated Sustainable Urban Development Strategy). Fur the
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future it is extending its MiMurcia initiative with an 11 Mio Euro investment into a future smart city platform
as well as related smart city projects. Major aspect of the Murcia strategy is to provide personalized services
to each of its citizens (“half a million Murcians, half a million Murcia city halls”). Basically this means thatthe services of Murcia need to be personalized and adapted to the needs of its citizens. This needs an
open, connected, sustainable and problem solving City Hall. Murcia will create CEUS, a Single Monitoring
Center, “the brain of the city”. It should coordinate actions, services, and data for the citizens. It is the focal
point of data management. It includes technical staff as well as citizens.

CPaaS.io experiences in Murcia
Murcia was one of the major cities for exploring the
CPaaS.io results. It is building its own Smart City
infrastructure on the use of FIWARE context
brokering and open data. Murcia plans to be the firstcity that deploys the new NGSI-LD standard (“FirstNGSI-LD City”). NGSI-LD was heavily influenced by
the concepts developed in CPaaS.io.
Utilizing its Personal Data Space concepts is a key tothe personalized experiences that the Murcian
should expect from their City Hall. PDS enables
citizens to store personal data in the city hub andmake this data available to city services.

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Prof. Antonio Skarmeta, technical coordinator for Murcia's smart city initiative, explained how the coreelements of CPaaS.io (FIWARE Context Broker, Personal Data Space, Edge Computing, LoRa, Smart Parking)is utilized in Murcia.
Murcia was also involved in the exchange of building data between Japan and the EU. In this experiment,
we showed how the conceptual architecture of CPaaS.io and the two realizations in Japan and EU side werefederated. This includes FIWARE and u2, as well as the PDS concept and the Omotenashi concept for
personal data.

4.6 Smart City Sapporo – ICT utilization by the city of Sapporo
Presenter: Motoi Ichihashi (Director, ICT Strategy Promotion, City of Sapporo)

Mr. Ichihashi was here already last year. He introduced ICT utilization in the city of Sapporo.
Open Data: Smart City Sapporo
The city of Sapporo created the open data portal. https://data.pf-sapporo.jp/
The trigger for the creation was• W3C conference three years ago that took place in Sapporo, and• The tourism application prototype done by CPaaS.io in Sapporo.
We have put the government data into the portal site. We also asked the private sector to introduce open
data into this portal. People in the private sector welcomed this approach since they felt that the trust indata is higher in the public sector open data portal. So the city of Sapporo created this open data city
portal and has been assembling open data sets from private sector in Sapporo city. The slide shows thepages of the web site as of January this year.
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Available Data
Most of the data as of now are government statistical data and are very static data sets. Not many dynamic
data sets are currently available. There 160 open data sets. Total 3500 files. We are negotiating with private
sector (infrastructure companies) to provide data to this portal. We intend to include the data this fiscal
year.
Dashboard Examples
Three dashboard examples were presented:• Heat map of Sapporo living style. By visualizing the data usefully, we try to get people interested inusing the open data and show them how we can use it. The slides showed the area-wise census data.
This visualizes the population break-down over age in each area.
• People in private sector created a map of the day care centers for children. Based on such a map,the city of Sapporo is trying to introduce a better map with which the day care center service isintroduced to people in need.
• The dynamic data in the open data portal is from the public transport (subway, tram, rope-way, etc.)
in the city, and is updated every 10 minutes. The figure interposed on the Sapporo map photo shows
the people's movement along the subway during rush hours in the morning.
Tourism promotion service.
As mentioned above, CPaaS.io prototyping tourism service was a trigger for the Sapporo activities. Sapporo
receives about 2.5 million overseas tourists (mostly from South East Asia). So we need to support tourism.
Private sectors in Sapporo tried to publish open data on their own. The open data portal of the city of
Sapporo consolidated the data in an organic manner. Department stores, drug stores, etc. now share data
regarding what the tourists are buying. Telco operators share the data of their mobile phone stations tofigure out where the tourists are located in Sapporo city. This is done using the Sapporo Open Data portal.
With such data, the stores can measure their sales performance to the tourists in comparison to the averagesales figures in the city. For example, we can ask, say, if my store is selling well to the tourists in comparison
to average sales figures. Initially, the stores were very reluctant to release such data. In a sense, the data is
the treasure, and can be regarded as key data for their business operation. However, through thecollaboration at the open data portal of Sapporo city, they now realize that they can compare eachcompany's performance against the general statistical sales data of the whole city. And now people in theprivate sector are more willing to offer their data, and there are even voices saying that they are willing to
buy reviews based on the analysis of such open data. So the open data sources are expanding.
Tourism promotion service: unified data provision of public transport
It is often the case that the citizens in various cities
enjoy the open data of public transport in the city
through apps on smartphones. However, onetime
tourists may not download and install such apps
during their short stay. So we opt to offer data via
web pages by collecting such open data fromtransportation operators and publishing the data in
a consolidated uniform manner (uniform format,
support of many languages, and real-time), available
at https://www.traffic-info-sapporo.jp/.
Right now, the eagerness of public transportation
operators to offer open data varies and so the widthand depth of information offered is not uniform.
Ploughing snow from streets in Sapporo
Each year 20 billion yen is spent to move the snow out of the streets. Snow on the streets cause congestion.
We want to use the money wisely. We attach sensors to the garbage collecting car. Using the sensors, we
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find slow traffic on the streets, and assuming that the snow is blocking the streets in the area, we canschedule cost-effective snow ploughing. So such a place with slow traffic is given higher priority for moving
the snow off the streets.
Spraying sand on the streets in Sapporo
Slippery roads near or below 0 degrees are very dangerous. We spray sand to avoid the slippery condition.
The supply of sand at the right timing is very crucial. We ask the citizens to report/submit the slippery
conditions of streets using a web app (https://sp.tsurutsuru.jp/), and based on the data, supply sand bags
in a timely manner.
Using IoT big data for health careThis is still in the blueprinting stage. During winter, people do not walk outside. However, people do walkin underground paths. There are long underground passages in Sapporo. There are people who take adaily walk there. In Sapporo, there are many beacon makers placed in the underground passages, some ofwhich have been installed as part of CPaaS.io project. We can monitor people's movement along suchpaths. So in principle, people who walk there can learn their accumulated walking distance. We may want
to use such data to keep track of one's activity, and the city may want to use the data for developing future
underground passages.
Sustainability of the open data platform
CPaaS.io initially triggered the infusion of national budget. This has started the open data movement in
Sapporo. Sapporo want to sustain the movement and platform (https://data.pf-sapporo.jp/).
So Sapporo is trying to find the right business model for sustainability and has begun preparing for the
future operation body.
Preparing the future operation body
An office was created to establish the future operation body. The future operation will include:• Promoting the use of https://data.pf-sapporo.jp/• Data gathering• Consulting for the usage of data
• Promotion of regional industries• Nurturing human resources
One topic the office is investigating is the use of cashless payment. The office will use the data fromcashless payment operation in Sapporo as part of the survey activity. The city of Sapporo will support thisoffice for three years. Afterward, we hope the office will become self-sustaining.
Open Data usage examples
A few examples of private usage of the open data are shown. The slide shows the calendar for garbage
collection.
Note: There are some similarities to a previous trial in the city of Kanazawa. In Japan, garbage is classified
into paper or similar that can be burned, things that don’t burn or should not be burned, metal/glass, etc.
Each class is collected on different days in different parts of the city and so we must know when to throw
away certain type of garbage. Citizens can now ask Amazon Echo when a particular type of garbage canbe disposed and collected. Example: When can I dispose cosmetic spray can?

4.7 Yokosuka: Smart Mobility Challenge - A challenge to become IoT model city
Presenter: Hiroyuki Yamaguchi (Support for New Industry, City of Yokosuka)

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The presenter thanked Prof. Ken Sakamura for the promotion of ICT initiative in Yokosuka.
The talk had two major topics:• Current Activity• Future: Yokosuka Mobility Challenge
The city of Yokosuka 1
Yokosuka city is in Kanagawa prefecture. It faces two bays: Tokyo and Sagami bays and is very warm dueto the warm ocean current. When Yokohama has snow, Yokosuka has rain.
• Population: 397, 530 (not large in contrast to, say, Sapporo.)• Area: 100.82 Km2 - Smallish compared to Sapporo, for example.
• Close distance to Tokyo: Only about one hour from Haneda airport by train.
US Commodore Perry came to Yokosuka in 19th century. Ever since, the city became the focus of naval
contact. In 1865, the first iron making plant in Japan was built there. Later, it became a large naval port cityand today it is home to Japan's Navy and US 7th fleet. Curry was first introduced to Japan by the Japanesenavy. Even today, the Japanese navy cooks curry every Friday.
Fishing industry, and agriculture are important industries. The succession to the young generation is a big
issue in these industries.
Saru-shima Island, the only natural island in Tokyo Bay, was used as a naval fortress after the visit of US
commodore Perry. The remains of this old facility look very similar to the old remains in the animation film,
Laputa: Castle in the Sky, a 1986 Japanese animated adventure film written and directed by Hayao Miyazaki,
and the very first film animated by Studio Ghibli. Because of the similarity, many people visit there.
The battle ship, Mikasa, the Japanese naval commander ship of Russo-Japan war at the beginning of 20th
century is on display. Harbour tour in Yokosuka visits many war boats of Japanese and US navy and is very
popular among tourists. Jumper with Asian motif embroidery was very popular among US naval personnel.

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It has become popular among wider audience. (The photo of the mayor of the city wearing the said jumpsuit was shown.)
Activity related to ICT and IoT
Yokosuka held the ANA Wind Surfing World Cup.
This is a series of events over five year starting lastyear. This year's event was the second instalment.
This year, a smartphone app was created to monitor
the competition in the ocean which is very difficult
to see from the beach with naked eyes. The app
carries 4K image taken from the accompanying
boats (see http://windsurfing-lab.com/gullcast.html).
Health improvement of city employees: This isdone in conjunction with Omron which produces
many healthcare products. The blood pressure, etc.
are monitored daily and shared in the cloud as big
data to monitor trends and anomalies among city
employees.
Pokemon Go: The city supports the location-based information game, Pokémon Go. An event was held in
August of this year, about 200,000 visitors came from all over Japan.
Web x IoT Makers Challenge events are held to promote the nurturing of the human resources all overJapan. The city supported the 2018 Yokosuka event.
LPWA: The city supports the experiment and deployment of LPWA. LPWA test-bed is being installed.
Theme: Smart Mobility
The city is trying to combine the city's strength and the smart mobility to create new local industry andbuild the city of the future. Here, smart mobility refers to convenient living and intelligent mobility. The
city adopts the very wide definition to include non-physical software to support such mobility, etc.
Examples of smart mobility transport means are• Connected cars
• Very small cars
Examples include personal mobility facilities that includes wheelchairs. Others: cars that fly (!), cyberdrive
robots, etc. These are elements that will be part of the future cities.
The strength of City of Yokosuka in the ICT sector
Yokosuka Research Park (YRP) is a big industrial R&D park. Communication technology research is
performed there from the fundamental technology and to applications. 56 companies are located there.
Research targets include 5G, networking for connected cars, and drone communication.
Note: YRP UNL is the Japanese CPaaS.io coordinator, Ken Sakamura serves its director. YRP UNL is a divisionof Yokosuka Telecom Research Park, Inc. The headquarters of YRP UNL is in the city of Yokosuka andlocated in the middle of the industrial park. The industrial park, and the company behind it is called by thesame abbreviation of YRP.
The companies represented at YRP include companies that have the know-how for the advanced
communication technology for the future. In other parts of the city, there are companies that have provided
parts for automobiles Nissan has a big factory in Kanagawa prefecture. So, Yokosuka has a good mix ofindustrial sectors.
Also, a national research institute, JAMSTEC has office in Yokosuka. Japan Agency for Marine-Earth Scienceand Technology, JAMSTEC, has the main objective to contribute to the advancement of academic researchin addition to the improvement of marine science and technology. See: http://www.jamstec.go.jp/e/about/

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The Geographical features of City of Yokosuka
Miura peninsula has features of Rias (A Ria is a coastal inlet). The city as a whole does not have wide flat
land: the city has many hills and valleys. In Yokosuka, the closed region by Ria is called "Yato".
Public transportation in the city
Because of the geographical feature of Rias or Yato, the city area is not covered very well by public
transportation. Actually there are many “pockets” separated by Ria or Yato. The main rail track is on theTokyo bay side only. 90% of the population can use a bus service. However, the bus service does not cover
the whole city. The population is expected to decrease in the future and the bus service in certain areas isin danger of being cut or re-routed.
Dwindling population
The aging an shrinking population in Yokosuka is the background of the necessity of smart mobility in
Yokosuka city.
Activities in the past
The city of Yokosuka has tied up with local industry to cope with the lack of public transportation services
today and in the future.
• With Nissan: Yokosuka EV creation project• Opening of Yokosuka Drone field.
• Prototyping in YRP area: EV recharging posts.
• Efficient update and distribution of dynamic map in YRP
Yokosuka Smart Mobility Challenge
The urban planning policy is:• Let no one be alone in town.
• A town that creates new value• Let's create a vital city
These three policies are the pillars of Yokosuka Mobility Challenge.
“Let no one be alone in town”
Smart mobility should be able to help people's mobility to get in touch with others. Even in a region
secluded in "Yato" or Ria can be reached without difficulty with smart mobility. (Inclusive society.) In theage when many people approach the age of 100 years, even the people who cannot move alone shouldbe able to enjoy social life.
“A town that creates new value”
Smart mobility should help us establish efficient clean transportation system. This should lead to• sustainable city
• eco-friendly (less pollution) transport“Let's create a vital city”
By increasing mobility in the city and we can welcome the visitors and let them visit various parts of thecity. People from different walks of life will visit Yokosuka and mingle with each other. We hope toencourage such interactions among visitors and local citizens to grow local culture and industry. Smartmobility technology should be a big part of the sustainable and efficient local industry.
Implementation Vision: Yokosuka x Smart Mobility Challenge
We hope that the outlined future policy combined with ICT technology such as CPaaS.io would create thecity of the future, the smart city Yokosuka.
Projects that fit the vision of the city of Yokosuka in various aspects can obtain support from the city. We
hope to establish about 10 projects in cooperation with the private sector, universities, etc. Yokosuka has
a roadmap of the next five years.
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Considering that the cities, the size of Yokosuka, about half a million population are the majorities of thecities in the world today, the urban issues of Yokosuka are shared by many cities in the world. If the businessmodel and the solution of Yokosuka can be applied widely to the world, it would be great. This is what
Yokosuka x Smart Mobility Challenge is all about. Yokosuka will be always challenging

4.8 Zürich
Presenter: Benno Seiler, Head of Economic Development, responsible for drafting Zurich's Smart City
strategy

In Zürich the initiative to develop a Smart City strategy was started from the city parliament. The task was
assigned to the department of urban development. Learning from the principles of city development andhuman-oriented architecture, the department set the following principles for Smart City development:• Put people’s need in the center and align the city’s long term goals• Connect and foster collaboration between people, organizations, and infrastructure• Safeguard open, secure and sovereign handling of data
• Facility innovation and agile developments
Zürich has developed a set of instruments to progress the Smart City development. First, the city provides
innovation funds that should help in starting projects. Second, it provides an Innovation Box that should
help start-ups and entrepreneurs. Third, it supports innovation with external experts that should help
starting and guiding the innovation. Special support for start-ups as well as for hackathons (e.g.,
MakeZurich) is targeting to activate early adopters. A Smart City Lab – consisting of an interdisciplinary
development team) and a Smart City Hub is supporting those initiatives.
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4.9 Open & Agile Smart Cities: Overview of OASC, Challenges & approaches of OASC cities
Presenter: Martin Brynskov, Chair of Open & Agile Smart Cities (OASC)

OASC is a non-profit organization with the mission to create a global smart city market based on the needsof cities and communities. OASC represents the demand side of Smart Cities. There are 117 cities in 24
countries that are members of OASC. Martin Brynskov is also the leader of the SynchroniCity project, an
IoT Large Scale Pilot for creating Reference Zones for Smart Cities. OASC is collaborating with manyorganisations around the world, ranging from TMForum, the Alliance for IoT Innovation (AIoTI), FIWARE
Foundation, EUROCITIES, Big Data Value Association (BDVA), ISO, World Economic Forum, and manyothers.
In his presentation, Martin
Brynskov called for a “Robust
Model
for
standards-based
innovation and procurement of
IoT – and AI-enabled services
across domains”. OASC calls forstandards. For the supply side,standards provide the benefit ofreusability,
replicability,
andscalability. The advantage for a
vendor is up-scaling and agile
development/deployment.
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For the demand side, standards provide replicability, portability, and comparability. At the end this gives
cities choices, independence, efficiency, as well as value-for-money. The increased interoperability reduces
risk for both vendor and cities. It increases investment and improves innovation.
OASC is a neutral branding utilizing standards and consensus-based specifications. It is based on defining
Minimal Interoperability Mechanisms (MIMs) as well as reference implementations. The MIMs defined in
OASC are• Context Information Management• Common Data Models• Ecosystem Transaction Management (Marketplaces)
By utilizing the NGSI-LD standard, OASC is promoting context information management as the minimal
interoperability mechanism for data exchange. NGSI-LD is the next version of the FIWARE NGSI API thistime standardized in an international standard organization. CPaaS.io has greatly influenced the standard
through its members NEC and OdinS. Context Information Management is also at the centre of the
CPaaS.io architecture. Common Data Models are the second element that enables interoperability between
different city stakeholders. As more and more cities are supporting Open Data, having common data
models is gaining in importance. The NGSI-LD data model is relying on JSON-LD as the base standard.
Through this, it is enabling knowledge graph-based data models. Finally a marketplace (or its moresophisticated form of an ecosystemtransaction management) enables
different players to work together
bybuying/sellingor
just
exchanging information following
common rules.
Mr Brynskov introduced theSynchroniCity project. The project
has just concluded its Open Callfrom including additional members
into the project. 10 new smart cities
were selected and are now onboarded through contracts andteaching.
OASC is organizing a Connected Smart Cities Conference 2019 in Brussels, January 16-18. Furthermore,
the next European IoT week will be held in Aarhus, Denmark from June 17-21. Finally, during his stay inJapan, OASC started to support the World Economic Forum in organizing a special topic on “Smart City
Interoperability” for the upcoming series of events between the G20 states, namely the B20, the U20, and
the G20 meetings.

4.10 Panel Discussion
Moderators: K. Sakamura, S. Haller
Participants: M. Brynskov (OASC), Prof. A. Skarmeta (Murcia), H. Yamaguchi (Yokosuka), M. Ichihashi(Sapporo), B. Seiler (Zürich), J. Serrão (Amsterdam)

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Prof. Ken Sakamura was opening the panel by sketching the line of development from the current smart
city experiments to the upcoming large events like the Tokyo Olympics, the establishment of supercities,
and the interest in national governments to establish a Smart City agenda. He mentioned that he saw
several commonalities in the presentations, like, e.g., stadium and large events as a common task in every
smart city. Here cities need to provide hospitality, security, and manage the problems associated with such
events, e.g., waste, transport, and energy consumption. Other common focal points in Smart Cities are theirharbours and airports. He sees common approaches like a Digital Platform, the need for Open Data andOpen APIs. He also sees that the cities are still unfamiliar with the possibilities of the new technologies.
Prof. Stephan Haller then asked the earlier presenters to come to the stage. He introduced the idea of thepanel to have the different participants answer common questions so that together they can develop
commonalities and identify differences in the approaches. Below is a summary of the main questions andrelated responses.

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City Stakeholder Group Workshop III“Under the given constraints of the existing budget and city services, how can we make progress?”
There was agreement among the panelists, that thefirst step is to do the first step. All cities want toimprove the liveability and joy to live in the respective
smart city. In the times when people are expecting
digital transformation, cities need to be part of thistrend. It was also commonly agreed that cities areburdened with heavy regulations and thatderegulation in many areas might free forces toimprove smart cities. Some members mentioned thatchanging regulations is tedious, but can be done.
More important is to get the citizens engaged into thetransformation of their city. All participants agree thatmany projects trying to make progress and improve
cities are a good instrument in helping to achieve the desired improvements. But still cities need to define
their own strategy, their own important targets, and then strife to achieve those.
“How can we get citizens to participate?”
A common notion among the panelists was that this cannot be done with direct requests, but rather withindirect actions that are stimulating the citizens to participate. Very good progress is being seen by theuse of the open data portals. In some cities, surprising new activities have been built on the availability of
new data. Some argued that if citizens get new technologies to participate, e.g., collaboration spaces ordigital hubs, this will increase the participation. Nevertheless, cities need to somehow shepherd the processof citizens participation by giving opportunities and incentives. It is important to show that the work ofindividuals is making a difference.
Question from the floor: “What services for citizens, especially in tourist areas, can be provided?”Cities that are experimenting with services for tourists are mentioning that multi-language services, ondemand, rightplace information is very well received by the visitors. Seamless experiences (e.g., by having
a single ticket for all travel modalities) or a single app for many needs of the visitors are highly regarded.
The chair of OASC mentioned that the problem is usually not the complexity of such services. The problem
is usually in other areas like “Who is owning data?”, “How can data be securely used?” Furthermore, there
are too many apps, too many different portals and services for each and every city. What is needed iscommon services across all cities on the availability of which the people can rely. The problem ofsustainability – especially when taking a successful trial to a regular service – was mentioned. Especially theneeded business models are in many cases still unclear.
The panels was closed with some remarks from the chairs.

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5 Conclusions and Outlook
The following table contains a condensed and summarized results from the workshop and the findings
from the stakeholders.
TopicsDescription
Process and Governance Aspects
Co-Creation
Involving citizens in the development of cities is important for acceptance andfinding good solutions. Indirect support for fostering co-creation (e.g. open data
portals, hackathons, citizens talks) are a good way of triggering co-creation. Cocreation has the added value that as the services are coming from citizens for
citizens, the services don’t have to be perfect from the beginning. This iscomplementary to official city services, from which citizens expect a perfect services
from the beginning.
Regulation and Tenders
Regulations and the public tender process are making city solutions quite heavy to
implement. Innovative cities need to find ways to deregulate the innovation
process. As already said last year, the progress in the digital transformation isdelayed by traditional government processes.
Technical Aspects
Identity Management &Single Open Data Portals for the cities as well as services on top of a common
Personal Data
infrastructure (e.g., a common Identity Management) is needed. A single accountfor each citizens is an important requirement for Smart Cities, like e.g. Zurich isdoing with its so-called "Mein Konto". Increasingly, Smart Cities will also become
responsible for the personal data provided by the citizens. Personal Data Spaces
are interesting to foster innovation in the cities.
Open Data
Open Government and Open Linked Data are a MUST for Smart Cities. Context
Information Management is adding real-time and knowledge graph-based
information.
Data Sharing
Security in data sharing is an important aspect. When doing data sharing, theproblem of data ownership, data governance and data security need to beaddressed.
IoT devices and networks
IoT is the core of a smart city platform. The city can foster innovation by providing
their own IoT devices and their own IoT networks (e.g., LoRa)
API Re-Use
Public APIs and their use by developers are an important aspect of the digitaltransformation. But increasingly the call for standards-based solutions can beheard. In Europe, the need to provide a uniform set of services across all cities andvillages is a reality.
Recently the FIWARE Context API (NGSI-9/10) and its evolution towards NGSI-LD(as part of ETSI ISG CIM) have become a Connecting Europe Facility Building Block.
This is an important step for common services and data models in Europe. For
Japan and the Asia-Pacific region, similar standards should be utilized.

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