Introduction
The Smart City Infrastructure requires an increasingly multidisciplinary approach. This also applies to maintenance and asset management. Civil engineering, environmental management, mechanical engineering, electrical engineering and telecom must be more integrated to avoid miscommunication, long repair times and lower availability. This entails a search for the optimal design in organising the maintenance and asset management. This concept selection examines this integrated asset management issue which is still clearly an ongoing process. The following questions are being looked into. What is the ideal governance model to manage the assets and operate the Living Lab? How can the ownership and property of the various SCI assets be best organised? What asset management and maintenance tasks will be assigned to public and private entities? How will the municipality of The Hague divide its budget between strategic, tactical and operational maintenance? Should several maintenance entities be involved in each object or is this undesirable? What are the implications of these expectations on the market?
Managing the asset management and operations of the urban lighting in The Hague rests (and in the case of the Living Lab will continue to rest) with the OLC desk of the Department of City Management of the municipality of The Hague. Urban lighting contributes to the social safety, traffic safety and liveability of The Hague. The municipality is legally obliged to keep the urban lighting up and running.
Operating the Smart City Infrastructure, including the urban lighting, successfully calls for close collaboration between the Living Lab Scheveningen and the asset managers, in particular the Department of City Management OLC. The Smart City Infrastructure will operate within an existing situation. New Smart City Hubs will have an urban lighting function, and existing light masts will be converted into Smart City Hubs (see Concept Selection OB-00006 Expandability Brownfield and Concept Selection OB-00011 Configuration).
This requires close collaboration and clear agreements made between the various municipal asset management departments in terms of asset management and maintenance of the SCI. Given the complexity of the Living Lab Scheveningen project, there is a risk that the primary function of a support structure (urban lighting for example) will be interlinked with other functions of the SCI. Clear demarcation is thus needed between technical, geographic and organisational areas.
The starting points relating to collaboration and demarcation of the maintenance and asset management of the SCI are covered in this concept selection. The concept selection has three chapters. Chapter 1 explains the main principles that underpin the concept selection. Chapter 2 discusses the technical demarcation between OLC and SCI. Chapter 3 presents a proposal on collaboration and organisational demarcation.
Management summary
This management summary contains some crucial starting points (selections) that are described further in the document. The purpose of the table below is to clarify these starting points.
| No. | Selection | Motivation |
|---|---|---|
| 1 | Municipality sets the framework | The municipality has legal requirements in terms of designing and managing public space and managing urban lighting, and has a duty of care for the safety of its citizens. |
| 2 | Separate service hatch for energy and fibre | Maintainability |
| 3 | Separate urban lighting functions | The control and power supply of lighting and the Smart City are separate to avoid mutual dependencies. Disruption in one component must not lead to outage or disruptions in the urban lighting. |
| 4 | Transfer of OLC asset management and maintenance to be done by entire group | Transfer of OLC asset management and maintenance to be done by entire group of wires to reduce the dependencies between the Smart City and the existing urban lighting. |
| 5 | Living Lab Scheveningen to adopt an integrated A Team method | During the implementation in particular and after the delivery of the first systems and components, the system will still have bugs. The field of operations will still be unknown, and the collaboration between the various services of the municipality and between the municipality and market entities involved in the Lab will become concrete for the first time. This calls for a search for the best way to organise the maintenance and asset management. |
| 6 | The Living Lab Scheveningen connected to the disruptions process of the municipality | This will allow the continuous availability of urban lighting and citizens will retain one centralised reporting point. |