The City of Eindhoven believes lighting is a key enabler of change. In 2012, the Intelligent Lighting Institute at the Eindhoven University of Technology chose the City of Eindhoven to commission a project that would create a vision and roadmap for an urban lighting strategy leading to 2030.The roadmap supports investment decisions for urban lighting and is the first of its kind in the world. It includes a competitive dialogue tendering process
The aim is to use lighting in public spaces in an innovative way to improve quality of life for citizens. The City of Eindhoven faced a number of public lighting challenges: how to manage the replacement of 21,000 street lights? What is the best investment model and optimum replacement plan? Could the city afford to carry out renewal as one commitment? Was there a link with other activities, for example e-care, e-learning and e-traffic?
The lighting strategy builds on Eindhoven as a living lab where the city is as a testing ground for products and services with the added value of meeting the needs of end users. The intention is for the city and its citizens to benefit from the investments made by companies.
Eindhoven used a Pre-Commercial Procurement (PCP) and the Competitive Dialogue process for the tender. The principle here is that the market is the expert. Eindhoven began with a market consultation to investigate the feasibility of a roadmap light tender. They selected three commercial organisations and held discussions with them on topics such as methodologies, business models and innovation.
A consortium of Philips Nederland B.V./Heijmans Wegen B.V. was selected as the partner. Known as “Eindhoven City of Light”, the aim is to develop an urban lighting system into an integrated smart light grid and promote the development of services based on the grid. The provider will continually develop new lighting with partners in the city.
The project is in the implementation phase following a quadruple helix approach. By doing this Eindhoven is fundamentally renewing its governance infrastructure in terms of risk, reward and control.
The Pre-Commercial Procurement (PCP) and the Competitive Dialogue process both allow the purchaser to enter into discussions with market parties. For example, innovation, business models and participation. This process ensured that the content and quality of the tender documents aligned with the ambition and goals of the city.
Residents are the principal beneficiaries of city services and hence the primary stakeholders. Qualitative data was collected from nearly 2000 citizens. Each citizen gave feedback about their priorities. Respondents had high expectations of the ways lighting can improve life and also supported the living labs approach. Residents were involved in each phase of the tender process.A citizen’s panel identified the best ways to engage residents in the living lab. This information was shared with potential bidders.
Other stakeholders included the city’s legal and procurement teams as well as the companies responding to the tender process.
Challenges & solutions
It is crucial that the city and any contracted partners understood each other in the dialogue phase.This ensured the quality and content of the tenders met the goals and ambitions of the roadmap.
As an innovative tender it was impossible to predict how the dialogue process would proceed. It was important to remain confident about the potential this Smart lighting has to improve people’s quality of life.
Innovative processes take time. A tight schedule does not fit with the implementation of innovative solutions. A great leap forward often requires taking two steps! Ensuring that the expectations are managed both before and during the tender process. Only outsource those activities for which the city does not have its own expertise, for example, the city has a good deal of experience in citizen engagement.