PlanIT Valley, Portugal, Europe
Year2008latitude: 41° 12'
longitude: -8° 20'
Initiator(s)Steve Lewis (CEO of the Living PlanIT)
Planning organizationLiving PlanIT
Nationality initiator(s)Portuguese
Designer(s) / Architect(s)Pedro Balonas
Design organization
Target population225,000
Town website
Town related links global-award/ mes-in-a-smart-city-aided-by-microsoft

type of New Town: > scale of autonomy
New Town
Company Town
> client
Private Corporation
Public Corporation
> policy

source: /index.php?oid=32105&op=a ll

PlanIT Valley_ Plan1
source: Photo Credits: BM Concept

PlanIT Valley_ Plan2
source: Photo Credits: BM Concept

source: [accessed: 17th April 2012]

A city built from scratch just east of Porto, PlanIT Valley will simultaneously serve as a testing platform for partner companies and smart technologies, innovation centers, incubators for technology start-ups. Using the company’s unique Urban Operating System™ (UOS), Living PlanIT will manage daily processes and gather data via 100 million “smart” sensors deployed throughout the city. Thus, the city is intended as a replicable model for potential future cities based on a unique network system.

Living PlanIT has an answer to the question that has dogged designers and technologists for the last two decades: What is a ‘smart city’? For Living PlanIT, a start-up technology company founded by Steve Lewis and Malcolm Hutchinson in 2006, the future of cities is in their organizational model, not in the bricks and asphalt. The parts of cities that you don’t see—the systems, the services, the sensors and smart grids—play an increasingly ambitious role in urban planning. For Living PlanIT, this unseen side is the backbone of new cities. They’ve developed an integrated system that acts as an operating platform for managing every single aspect of city life. From waste to water to electricity to traffic, Living PlanIT’s Urban Operating System™ (UOS) allows service providers that historically functioned in a completely independent manner to share information and streamline city management. Say a building catches fire on X Street. Sensors in the building linked to the UOS will automatically detect the fire, notify the fire department and redirect traffic flows to allow fire trucks to reach the site more quickly.

Unsurprisingly, both Lewis and Hutchinson have backgrounds in IT. Lewis served as General Manager of Market Development and Co-Chair of the Microsoft Business Development Forum until mid-2005. Hutchinson founded a Swiss IT company that became a strategic partner of Microsoft in 2002, which is how the partners originally met. After incorporating Living PlanIT in Switzerland in October 2006, the project became a full-time—and very personal—investment for both men. Beginning as a new process model that would deliver cost-effective and waste-free strategies for construction companies and real estate developers, the project quickly evolved into something much grander: a complete, built-from-scratch intelligent city that could be replicated around the world.

Two years after founding the company, Living PlanIT began buying up land in Parades municipality, just east of Porto, Portugal. Why Portugal? According to Lewis, “The key factors in our decision were European leadership in environment and sustainability, and Portugal’s demonstration of those principles. Portugal has demonstrated that government policy and action have resulted in significant use of renewable energies and innovative solutions for waste and water treatment. Implementation of the Lisbon Strategy through the Portuguese Technological Plan and other similar innovative strategies made Portugal an obvious choice.”1 Portugal’s national government responded enthusiastically to the project, making it an official Project of National Interest (PIN) in 2009.2 PIN status benefits the project in the following ways: more flexible and faster land rezoning, reduced corporate taxes, expropriation was put in place to eliminate speculation, and effective government support and assistance is only a phone call away.3

Local government has also been supportive, especially through Celso Ferreira, President of the Municipality of Paredes. Ferreira has been involved in the project since 2007. After seeing aerial photos of 300 undeveloped hectares outside Porto, Manuel Simas, Microsoft’s Managing Director for Worldwide Automotive, commented that the area was just the right size for an “automotive city”. Ferreira and Simas were both enthusiastic about the project, and Simas eventually got in touch with Steve Lewis about a potential collaboration. Throughout the first few months of 2008, Lewis and Fereira met repeatedly to iron out the complexities of building a high-tech city on the undeveloped land. As the plans evolved, it became obvious that more land would be needed in order to realize a potential model for a real intelligent city. Today, the masterplan covers 1670 hectares; about 1/6th the size of Lisbon. With a range of housing options, small businesses, R&D parks, hotels, schools, restaurants and community facilities, PlanIT Valley is sort of like a super-smart, condensed version of Silicon Valley.

During his two terms in office, Ferreira has focused on high-tech investments as the economic key to the area’s future. “We are close to Porto and we cannot afford to ignore the growing metropolitan area. If we have a project that can increase value and attract companies and creative people to work locally, I think it the best way [to develop]. I prefer to become a hub of creative industries rather than become the outskirts of Porto.”4

Over the last six years, Lewis and Hutchinson have evolved a very clear business plan that takes the traditional Public-Private-Partnership to a whole new level. In this version, (very much a Private-Private-Partnership), hundreds of partners (and eventually thousands) are gathered together in what Lewis calls an “integrated ecosystem” run by Living PlanIT’s UOS. The new business model is very different from a traditional developer’s approach. Instead of coming in, building quickly and selling out, Living PlanIT has instead created a platform that is then licensed to partners such as Cisco, Accenture and Buro Happold. They drive the platform themselves, while Living PlanIT earns profits from four revenue channels: an annual partner fee (ranging from €5,000 - €100,000), royalties from UOS usage (ranging from 10% - 30% of gross revenues), a 1% Living PlanIT participation fee, and a percentage of total sales revenues (10% -30%).5 Ideally, everyone profits: partner companies gain a monopoly on services within the city and benefit from Living PlanIT’s efficient coordination, intellectual property and operations support. For Living PlanIT, the difficult groundwork is done. At the user-phase, maintenance of the UOS is complimented by continued re-thinking, refinement and further development.

In this construction, the need for human intervention is very limited. Much like Mac OS X or Microsoft Windows runs your household computer, the UOS™ is the central nervous system of an entire city. This nervous system is linked to more than a million sensors throughout the prototype city that are constantly collecting and sending data. All this information is processed by the UOS, and efficient solutions to changing situations are swiftly discharged. In fact, the city is intended to learn from itself. As a prototype, PlanIT Valley is expected to fail in some ways, but also to point the way to realistic solutions for future models. In the near future, those models are expected to help solve the urban overflow problems in China and India.

Portuguese architects and planners Balonas e Menano were brought on board in 2009 to prepare the masterplan. The hexagonal beehive structure underlaying the infrastructure was chosen because it is nature’s most efficient form. The designers worked with Living PlanIT to deliver the most technologically advanced transportation options and ‘intelligent’ buildings, with a special interest in the influence of geometry on the environmental performance of buildings.
Pedro Balonas states that in the masterplan his office is “deepening the influence of geometry on the design of cities, recovering planning models of the industrial revolution of the late nineteenth and early twentieth century whilst incorporating the contemporary concepts of technology-based and socio-economic sustainability that are at the root of the twenty-first century SMART Cities.”6

The city’s main target group is researchers working for the R&D branches of the partner companies. Every partner is required to have a physical presence in PlanIT Valley, and this means families following the researchers. According to Lewis: “In other words, the city’s residents will experiment on themselves. They don’t want a campus, they want a city… They need to send their kids to school; they need to be entertained. You end up with a brilliant R&D platform – you live in it, you improve it, you market it. If [a customer] says, ‘I want a medical clinic,’ we already have one. We backed into building PlanIT Valley based on customers’ demands.”7 As the city enters the construction phase, meeting those customers’ demands will become an increasing challenge. After all, it’s a lot easier to add program to a CADD drawing than to a city made of concrete and conflicting human interests.


1 Living PlanIt. “World’s First Urban-Scale Collaboratory”. (Press Release) June 4, 2009.
2 According to the Portuguese government, “Projects can be classified as PIN and qualify for special support if they fulfill the following criteria: a) Represent a total investment exceeding €10 million; b) Have proven to be economically viable and the investor is suitably experienced and reputable; c) Encourages the installation of a production base, with strong local content, and generate high gross value added; d) They are in line with the development priorities defined in current strategic planning documents; e) Capable of adequate environmental and territorial sustainability and; f) Produce a positive impact on at least five of the following seven areas: i) Production of innovative, tradable goods and services that gives them a clear advantage over the existing supply and in markets with growth potential; ii)  Spill-over effects in upstream and downstream activities, particularly in small and medium enterprises; iii) Introduction of innovative technological processes or entities in collaboration with scientific and technological systems; iv) Creation of at least 50 direct and qualified jobs (by certified trainers); v) Entering into regional development strategies and contributing to the economic development of the interior or less developed areas; vi) Positive external economic balance, especially in increasing exports or reducing imports; vii) Energy efficiency or favoring renewable energy sources.” See:
/howtosetupacompany/Paginas/PINProjects.aspx, retrieved on August 24, 2012
3 See: Eccles, R. et. al. Living PlanIT. Harvard Business School, Boston. 2010. P. 15
4 Op. cit. P. 7
5 Op. cit. P. 9
6 CV of Pedro Balonas, conference reader New Towns | New Territories, INTI 2012

source: Rachel Keeton

2017 - disclaimer