Nice chose IBM as a partner in the Smart and Sustainable Metropolis project. The project was split into five separate programs managed by IBM Global Business Services (IBM’s consulting department), which suggested that Nice city administration implements IBM Intelligent Operations Center for Smarter Cities as a core point for aggregation and processing of information supplied by city services. The first phase of the project saw the integration of internal and external data and development of user interface – a web portal through which citizens are able to exchange information with the city administration.
Analytics software has given new insights to the city administration in Istanbul. It provides them with information on population concentration and street congestion, which is extremely useful as we are talking about the city of 15 million people in the metropolitan area only. IBM is currently cooperating with Istanbul Ulasim agency (tasked with management of the city traffic) and telecommunication company Vodafone on a project that will improve public transportation in the city. The aim is to make streets less congested, which will reduce fuel consumption and pollution.
IBM worked with Stockholm city administration on a launch of a host of Smarter City initiatives aimed at reducing traffic and pollution through better aligning between road demand and supply. When the Swedish National Road Administration and the Stockholm City Council opted for IBM to develop a traffic-charging system in the mid-2000s, traffic congestion had already been a growing aggravation in Stockholm for years, with more than half million cars traveling into the city every weekday. Congestion was not going to get any better on its own. The population of Stockholm County was growing at a rate of around 20,000 yearly, which inevitably meant more traffic, and more burden for the city streets.
The city of Madrid and IBM teamed up to create an innovative response center that coordinates resources and efforts of the police, fire department, highway administration, and emergency response and ambulance units, among others. The 90-foot screen-wall displays traffic feed from surveillance cameras, accompanied by GPS-tagged maps, and status and location of personnel. The Center was created in response to the aftermath of the terrorist train bombing on March 11, 2004, which triggered a swift, massive, but uncoordinated medical response. Radio communications were set to incompatible frequencies and communication at the scene was limited to personal or telephone contact only. Today the Center coordinates a fast and integrated response team ready to promptly answer the widest array of emergencies.