Deliverables

Within the HORIZON 2020 Lighthouse Project SMARTER TOGETHER, knowledge exchange and peer-to-peer learning play a key role in order to involve various stakeholders, enable exchange of ideas and best practices and to co-creatively develop solutions to existing challenges. Thus, Work Package 2 (WP2) is dedicated to the co-creation of smart city solutions and Task 2.1 (T2.1) aims at developing a knowledge exchange network as well as an iterative peer-to-peer learning process. The peer-to-peer learning process in SMARTER TOGETHER is defined as a four-step approach and consists of:

• Common Reporting:
  Gathers relevant information from all implementation projects/solutions at three points in time during the project duration
• Project Books:
  Documents all implementation projects/solutions and their development over time; is updated three times based on Common Reporting inputs
• Knowledge Carrier:
  Visualises the development of all implementation projects/solutions over time as well as their improvements; is updated three times based on Common Reporting inputs
• Peer-to-Peer Knowledge Exchange Workshops:
  Take place three times over the project duration and address the challenges and risks occurring across cities and thematic fields which were identified in the Common Reporting; enable co-creation of solutions

The Deliverable at hand describes the iterative peer-to-peer learning process applied in SMARTER TOGETHER, presents the concept of the Knowledge Carrier in more detail and gives insights into the first Common Reporting period as well as the first Peer-to-Peer Workshop which took place from June 28th-30th, 2017, in Lyon.

Within the HORIZON 2020 Lighthouse Project SMARTER TOGETHER, knowledge exchange and peer-to-peer learning play a key role in order to involve various stakeholders, enable exchange of ideas and best practices and to co-creatively develop solutions to existing challenges. Thus, Work Package 2 (WP2) is dedicated to the co-creation of smart city solutions and Task 2.1 (T2.1) aims at developing a knowledge exchange network as well as an iterative peer-to-peer learning process. The peer-to-peer learning process in SMARTER TOGETHER is defined as a four-step approach and consists of:

• Common Reporting: Gathers relevant information from all implementation projects/solutions at three points in time during the project duration
• Project Books: Documents all implementation projects/solutions and their development over time; is updated three times based on Common Reporting inputs
• Knowledge Carrier: Visualises the development of all implementation projects/solutions over time as well as their improvements; is updated three times based on Common Reporting inputs
• Peer-to-Peer Knowledge Exchange Workshops: Take place three times over the project duration and address the challenges and risks occurring across cities and thematic fields which were identified in the Common Reporting; enable co-creation of solutions

The Deliverable at hand describes the iterative peer-to-peer learning process applied in SMARTER TOGETHER, presents the concept of the Knowledge Carrier in more detail and gives insights into the first and second Common Reporting period as well as the first and second Peer-to-Peer Workshop which took place in Lyon and Munich.

Within the HORIZON 2020 Lighthouse Project SMARTER TOGETHER, knowledge exchange and peer-to-peer learning play a key role in order to involve various stakeholders, enable exchange of ideas and best practices and to co-creatively develop solutions to existing challenges.

This fundamental methodic approach ensures on one hand a highly challenging SMART (Specific, Measurable, Attractive, Realistic, Timed) implementation of innovative and yet realistic Lighthouse pilot projects that are first of their kind. Moreover and foremost, it is key to a shift from a project oriented to a sustainable process approach, where human resources, that are motivated, trained through time and process as well as finally skilled, ensure the institutional anchoring of knowledge and innovation and the replication of the (pilot) projects, in order to bring them after the pilot phase to bankable and ready for market solutions, in the business as well as in governance issues.

Thus, Work Package 2 (WP2) is dedicated to the co-creation of smart city solutions and Task 2.1 (T2.1) aims at developing a knowledge exchange network as well as an iterative peer-to-peer learning process. The peer-to-peer learning process in SMARTER TOGETHER is defined as a four-step approach and consists of:

• Common Reporting:
  Gathers relevant information from all implementation projects/solutions at three points in time during the project duration
• Project Books:
  Documents all implementation projects/solutions and their development over time; is updated three times based on Common Reporting inputs
• Knowledge Carrier:
  Visualises the development of all implementation projects/solutions over time as well as their improvements; is updated three times based on Common Reporting inputs
• Peer-to-Peer Knowledge Exchange Workshops:
  Take place three times over the project duration and address the challenges and risks occurring across cities and thematic fields which were identified in the Common Reporting; enable co-creation of solutions

The Deliverable at hand is the third and last within a continuous documentation of the activities and key results generated within WP2. Therefore, the first and second Peer-to-Peer workshops are briefly outlined in chapters 3 and 4. This is followed by a detailed description of the third Common Reporting phase as well as a broad illustration of the third Peer-to-Peer workshop in Vienna in chapter 5.

Furthermore, chapter 6 contains an analytical perspective on the solution replication between the Lighthouse Cities and on the knowledge exchange process in general. It shows that by the co-creative knowledge exchange helped to commonly overcome certain challenges and even to replicate some very promising and successful solutions.

To conclude this Deliverable, a critical reflection on the Peer-to-Peer Learning process in SMARTER TOGETHER is provided, outlining the key benefits and limits of the knowledge exchange approach and providing ideas for an even better way to tackle such a process. By that, again we try to share our knowledge to our peers.

Attached to this document the reader finds the Common Reporting questionnaire. All questions related to WP2 are marked accordingly.

This deliverable describes the achievements, regarding citizen/stakeholder engagement, at the end of the demonstration phase of SMARTER TOGETHER, in the Lyon Lighthouse project (taking place in the Lyon-Confluence area).

The document covers two main topics:

• The improvement of the Lyon-Confluence Expo House in the setting-up of an urban living lab,

• The activation of citizen and stakeholders in the design and implementation of smart city solutions.

The Lyon-Confluence permanent exhibition about the urban project was updated with new features about SMARTER TOGETHER, and inaugurated in June 2017. The Lyon-Confluence project house hosts now 14,000 visitors a year (general public, national and foreign delegations). In addition, another exhibition was set up in the Lyon Municipal Archives, about the Cité Mignot (social housing block to be eco-refurbished) in July 2018.

A continuous involvement of the SPL Lyon Confluence was a necessary condition for:

• The design, decision-making process and start of the several eco-refurbishment projects (led by private groups of owners, or by a social housing operator).
• The technical support (and co-design of smart solutions) for the projects of several private companies (involved in the construction and refurbishment of buildings, the improvement of energy efficiency, or the experimentation of new mobility services).

A club of inhabitants and users of the Lyon-Confluence area was created, to involve them more in the sustainable development of the neighbourhood. After a test phase, this has led to a citizen incubator for circular economy projects supported by a dozen of public and private partners (operating in energy, mobility, real estate, construction…). Three citizen led projects are currently deployed in the neighbourhood and contribute to enrich the other features of SMARTER TOGETHER.

Within SMARTER TOGETHER, 4 new PV systems for a total power of approximately 1MW are planned in the Lyon Lighthouse City. Detailed features of these PV systems will be given in deliverable D3.4 of SMARTER TOGETHER related to Low-energy district achievements – zero carbon objective planned on month 36 of this project (early 2019).
In close link with these new PV systems, this document aims to:

• Give the conditions under which self-consumption can be a new business model for PV systems,
• Describe existing projects of collective self-consumption of PV in Europe,
• Draw-up proposals of collective self-consumption schemes,
• Summarize main legal barriers that can prevent the implementation of collective self-consumption projects.

This document takes as example one group of 5 buildings under construction in the Lyon-Confluence area called B2 block (12.000 m2), but remains relevant for other buildings elsewhere in France and in Europe.

It has been written by Bruno GAIDDON and Marine JOOS of Hespul.

This document describes the “low energy” features of SMARTER TOGETHER, in the Lyon Lighthouse project. This concerns:

• 9 buildings eco-refurbished,
• 5 new Photovoltaic systems,
• District heating system and smart substations.

Three other deliverables already been submitted, are related to the low-energy district / zero carbon objective of the Lyon Lighthouse project:

D3.3.1. Report on collective self-consumption of photovoltaic.
D3.3.3. Buildings refurbished and renewable energy systems commissioned.
D3.4.3. Final report on the connected district achievements

SMARTER TOGETHER contributed to accelerate significantly the implementation of solutions related to eco-refurbishment and renewable energy systems in the Lyon-Confluence area:

• Out of 70,000 m2 of eco-refurbished buildings, almost 50,000 m2 are done within SMARTER TOGETHER,
• The total photovoltaic production of the neighbourhood is doubled thanks to SMARTER TOGETHER (from an existing 1 MWp to more than 2 MWp),
• A new district heating system has been deployed to supply heat to buildings connected with a number of smart substations beyond the initial objective (21 smart substations compared to 10 planned).
• Data sharing agreements (signed or under signature) connect all these low-energy projects to the Lyon Métropole data platform. It is the first time that so many energy data providers agree to share with Lyon Métropole such dynamic data that will be used for a detailed monitoring of the actual energy performance of the Lyon-Confluence area.

This document describes the buildings eco-refurbished and renewable energy systems commissioned, within SMARTER TOGETHER, in the Lyon Lighthouse project.

As it is a deliverable of “Demonstrator” type, the content of the present deliverable provides a synthetic description of each project:

• 11 buildings eco-refurbished
• 5 new Photovoltaic systems
• District heating system and smart substations.

A more extensive analysis of the low-energy features of the Lyon Lighthouse project is provided in another deliverable: D3.3.2. Final report on the low-energy district achievements – zero carbon objective. SMARTER TOGETHER appeared to accelerate significantly the implementation of solutions related to eco-refurbishment and renewable energy systems in the Lyon-Confluence area:

• Out of 70,000 m2 of eco-refurbished buildings, 50,000 m2 are done within SMARTER TOGETHER,
• The total photovoltaic production of the neighbourhood is doubled thanks to SMARTER TOGETHER (from an existing 1 MWp to more than 2 MWp),
• A new district heating system has been deployed to supply heat to buildings connected with a number of smart substations beyond the initial objective (21 smart substations compared to 10 planned).

The present deliverable aims to present the roll-out of Linky smart power meters in the Confluence area in the Lighthouse city Lyon, within WP3 of Smarter Together.
This report reflects only the author’s view, neither the European Commission nor INEA is responsible for any use that may be made of the information it contains.

Deliverable Objectives

This report presents an overview of the smart meter deployment in La Confluence demonstration area and the electricity data exchanged with Grand Lyon data platform. These issues will be addressed in three distinct chapters:

• Introducing the Linky Smart meter solution and deployment in La Confluence area.
• Presenting the feedback from the deployment effort.
• Present the data

Lyon Metropolis, which includes the Confluence district, is one of the three Lighthouse cities involved in the SMARTER TOGETHER project. Data collection, data publication, date re-use and interoperability are at the heart of the digital strategy of the metropolis – as it is in the development of the Community Management System, described in Chapters 3 and 4 of the dedicated deliverable D3.4.1.

The Lyon Metropolis data platform – described in detail in deliverable D3.4.1, Chapter 2 – is the central component of this approach. The project takes advantage of the multiple elements supporting the data platform: technical infrastructures, integration and storage software, standard formats, technical and legal skills acquired by the metropolis teams.

The process applied to SMARTER TOGETHER data is the same as the process applied to other data collected on the metropolitan data platform 1, namely:

• First discussions with the partners and data providers to identify the relevant datasets and to have a first idea of the technical facts
• Preparation and signature of a data sharing agreement
• Development of the data collection processing programmes

Gradually, this process carried out with the various district stakeholders leads to a digitally connected district.

Deliverable scope

This document focuses on the technical description of the data flows established with the stakeholders of the Lyon Confluence district. Chapter 1 contains the datasheets of the data flows currently running or about to be running, whereas Chapter 2 is a reminder of the future datasets that will be collected in the coming months. Chapter 3 wraps up the achievements reached by the metropolitan data platform thanks to SMARTER TOGETHER.
The Annexes contain an example of request and result on an energy dataset available on the data platform and the templates of the agreement signed with the data providers (in French).

This document describes sustainable mobility solutions deployed in the Lyon-Confluence area within SMARTER TOGETHER (the autonomous driverless electric shuttle “Navly”, and the electric vehicles charging stations “Bluely” and “CNR”), and its connection to the Lyon Metropolis’ smart city strategy, and the zero carbon action plan for the Lyon-Confluence area.
The features of the sustainable mobility in the Lyon-Confluence area are:

• partly an evolution from a previous experimentation (the electric vehicles car-sharing system SunMoov)
• partly a new experimentation (Navly)

The topics treated in this document concern shared electric mobility, data collection and data management by the city, public and private collaboration for designing and operating transportation modes, and business models.

This report also raises possible evolutions of the electric mobility solutions tested in the Lyon-Confluence area.

This deliverable describes the achievements, regarding sustainable mobility, at the end of the demonstration phase of SMARTER TOGETHER, in the Lyon Lighthouse project. It is related to a previous demonstrator deliverable “D3.5.1. Shared Electric Mobility” submitted at M12, at the commissioning of the new electric-vehicle car-sharing system.
The document covers the following topics:

• Achievements of the different e-mobility services and infrastructures,
• Integration within the city strategy, data management and replication.

Four new electric car-charging stations located in public spaces have been built and commissioned at the end of 2016. Three of them belong to the Bluely car-sharing system implemented at the city-scale. The fourth one is a charging infrastructure, operated by CNR (Compagnie Nationale du Rhône), with no car-sharing system. In addition, two autonomous electric shuttles “Navly” have entered a test phase in a portion of public spaces closed to cars. This system is now in operation for more than two years.

This offer in electric charging infrastructures and/or vehicles has been complemented, since June 2018, by 20 additional electric charging stands located in a new built underground car park, operated by LPA (Lyon Parc Auto).

Though a clear business model is still to be found regarding these electric mobility services provided in the Lyon-Confluence area, potential replication topics concern mobility data management and mobility services.

The demonstration phase confirmed the engagement of 4 e-mobility providers, in data sharing agreement with the Lyon Métropole data platform, which concerns both mobility (usage data) and energy data (electric consumption of each service).

The next step will focus on the experiment, at the neighbourhood scale in Lyon-Confluence, to test a “mobility as a service” offer, based on the city data platform. Topics of investigation will concern mobility data governance, business model, coherence between public and private mobility services.

This document describes the monitoring strategy developed and implemented within the Lyon lighthouse project. The main objective of this monitoring strategy is to prepare the monitoring and evaluation phase (conducted in WP6). It concerns the following projects:

• Refurbished buildings
• Renewable energy systems
• Energy infrastructure networks
• Mobility

Other deliverables already submitted are related to the monitoring strategy of the Lyon Lighthouse project:

D3.3.1. Report on collective self-consumption of photovoltaic.
D3.3.2. Final report on the low-energy district achievements – zero carbon objective
D3.3.3. Buildings refurbished and renewable energy systems commissioned.
D3.4.2. Report on deployment of Linky smart power meters in the area
D3.4.3. Final report on the connected district achievements

Deliverable scope:

• Description of monitoring strategy philosophy and project organisation concerning monitoring and evaluation
• Description of the link between WP3 (Lyon Lighthouse Project) & WP6 (Monitoring & evaluation of SMARTER TOGETHER)
• Description of the monitoring solutions for each thematic:
  • Brief presentation of the Lighthouse projects
  • Monitoring strategy and implemented solutions

>> To explain the monitoring strategy on an illustrative and pedagogic way with the use of a homogeneous frame for each solution implemented (cf list of tables).

This document presents the conclusions of the SMARTER TOGETHER Lyon Lighthouse project, and the actions undertaken for the replication. This deliverable summarizes and complements some of the findings already featured in other deliverables of the Lyon Lighthouse project, in particular:

• D3.2.1. Final report on stakeholder involvement in the Lyon Lighthouse city
• D3.3.1. Report on collective self-consumption of photovoltaic.
• D3.3.2. Final report on the low-energy districts achievements – zero carbon objective
• D3.4.2. Final report on deployment of Linky smart power meters in the area
• D3.4.3. Final report on the connected district achievements
• D3.4.4. Full operational Community Management System
• D3.5.3. Final report on sustainable mobility achievements

In the Lyon-Confluence area, SMARTER TOGETHER contributed to several projects that concern the following topics:

• Stakeholder engagement,
• Renewable energies (photovoltaic and district heating system),
• Energy retrofitting of buildings,
• Electric mobility,
• Data management.

Four beneficiaries lead the main features for replication of the Lyon Lighthouse project: Lyon Métropole, Enedis, Hespul and SPL Lyon Confluence.

• Lyon Métropole: setting-up working groups between Lyon-Confluence and five other urban projects of the Greater Lyon area, to increase the sharing of lessons learnt from SMARTER TOGETHER.
• Enedis : test of new data-based services with a city, adaptation of the grid management to the increase of electric mobility and photovoltaic production
• SPL Lyon Confluence and Hespul: new business models regarding collective self-consumption of renewable energies (photovoltaic and heating)
• SPL Lyon Confluence: energy retrofitting, health, well-being, mobility as a service, urban services operator.

The City of Munich is one of three Lighthouse Cities involved in the SMARTER TOGETHER project. Together with Lyon and Vienna, Munich aims to try out first of its kind smart city solutions in practice and to develop blueprints for an urban future.

Thanks to EU funding, the City of Munich was put in the position to implement various integrated smart city solutions in the past three years (February 2016 – January 2018) in a selected project area.
The Munich lighthouse demonstration area Neuaubing-Westkreuz/Freiham is located at the western edge of the city, approximately 12km from the city center. With currently 30,000 inhabitants, the lighthouse area includes both one of the largest urban redevelopment areas (350ha) in Germany (Neuaubing-Westkreuz) and the largest remaining urban areas for expansion within Munich (Freiham).

In order to achieve the goal for Neuaubing-Westkreuz to reach CO2-neutrality by 2050, ambitious targets have been detailed:

▪ To deliver socially acceptable refurbishment measures of 15,000m2 floor space annually up to 2050 by
▫ Implement CO2-neutral energy supply by 2050
▫ Reduce primary energy demand by 80% by 2050
▫ Increase the annual refurbishment rate from currently 0.8 to 2%
▫ Increase refurbishment rate of heating system to 3%.

▪ To provide integrated multi-modal mobility solutions leading to significant reduction of the amount of private cars in the area and adding to the electrification of related transport means, such as to reach a reduction of greenhouse gas emission by 40%.

▪ To merge data from different sources in an open data platform, to allow for holistic and predictive city planning and the creation of innovative Smart City services.

▪ To address policy and regulation issues to allow solutions to be deployed on both public and private ground and regarding challenges in the areas of ICT a data usage.

Completed by the targets to leverage citizens´ and stakeholder expertise and ensure user centre solutions as well as to support business model innovation, the following Smart City solutions have been implemented within the SMARTER TOGETHER project and are contributing to reach the goal:

In cooperation with Vienna and Lyon, the City of Munich was chosen in 2015 to host the European Smarter Together project. Since then, all three cities have been working together on intelligent solutions for the smart city of tomorrow: Energy system refurbishment in housing complexes, mobility stations, neighbourhood sharing boxes and smart lamp posts are only a few of the sustainable measures on which Munich's local government is collaborating with local residents and partners from industry, and research to transform the Neuaubing-Westkreuz/Freiham project area into a smart urban district that is fit for the future. The model measures we have developed for Smarter Together set an example for other urban districts and cities throughout Europe.

The following deliverable is arranged in form of a glossy brochure and aims to document the activities and achievements of the City of Munich and its partners within and thanks to the SMARTER TOGETHER project at month 36 (January 2019).

The structure of the brochure is as follows: After a brief preface of the mayor of the City of Munich, there is an introduction of the SMARTER TOGETHER projects which gives information about the common goals, the partner cities, the local partners as well as the Munich project area.

The main part is focusing on the activities and achievements in Munich at month 36 (January 2019) after three years of implementation and is divided into the sections: Citizen and Stakeholder Engagement, Mobility, Energy and Technology.

The document concludes with an outlook on the next activities on monitoring, evaluation and replication.

This report reflects only the author’s view, neither the European Commission nor INEA is responsible for any use that may be made of the information it contains.

This document contains an overview of the citizen and stakeholder engagement within WP4 of the SMARTER TOGETHER project.
Besides an illustration of the Urban Living Lab Munich as a venue and an outline of selected participation formats and communication measures, it focuses on the so-called Design Collectives (formerly named as Smart City Catalyst) executed by the Technical University of Munich:

• Design Collective Mobility > Task 4.5
• Design Collective Data > Task 4.4

For both of the Design Collectives, the description includes a summary of the process and methods, the results and the recommendations handed over to the experts of the City of Munich.
The last chapter ends with a statement by the Task leader of T4.4 and 4.5 on how the recommendations of the Technical University are feasible to incorporate them in the implementation of the solutions until month 18.

The Smart Data Platform Munich (SDP) is the central data management platform for the SMARTER TOGETHER lighthouse city of Munich. It enables the implementation of all those project use cases, which require an integration, analysis and exchange of data. The Smart Data Platform is based on the City Intelligence Platform (CIP) - a product developed by Siemens AG - and has been modified to meet the specific project requirements of SMARTER TOGETHER, with the synchronization of the SDP and the Data Gatekeeper Concept being the core challenge. The Data Gatekeeper (DGK) is a comprehensive blueprint that describes the approach of how to handle data (incl. data privacy and data security aspects) in a Smart City context.

The role of the Smart Data Platform in the lighthouse city of Munich is to provide open and easy implementable interfaces to integrate data from various use cases into the platform, store and refine data in the database layer, analyse, predict and simulate, combine and visualize data for the platform´s dashboards and provide data to third party applications services over standardized Application Programming Interfaces (API). All these data handling processes need to be in line with the data privacy rules and multi-client access authorizations defined by the project´s Data Gatekeeper Concept.

Whereas the architecture and the standard APIs of the platform are defined, the system is flexible enough to react to the specific requirements of different use cases and provides an open ecosystem for data integration, analysis and distribution taking into account the project specific use cases. The platform has evolved to the final system, which will be used in the operating phase of the project. In order to present the outcomes of this process this document provides an in-depth documentation of the platform, its technical components and functionalities.

The main platform building blocks and system elements are installed and running. The general functionality has been presented in fall 2017 within a proof-of-concept demonstrator including all main system elements (raw data input, data correlation, API-definition, smart data output). The main project use-case related elements of the platform have been realised during 2018. Some final works and use-case related adaptations of the Smart Data Platform have been finalized by end of February 2019.

A comprehensible and detailed technical description of all structural and architectural elements of the Smart Data Platform is included in this document.

The integrated infrastructure in Freiham Neuaubing Westkreuz in Munich consists of an installation of 60 newly developed “intelligent lampposts”. The City of Munich department “Baureferat” (Building Division) developed intelligent new lampposts as a blueprint in cooperation with the Munich IT-Department “RIT”, internal and external experts and Munich Service Utilities SWM. The already existing standard lampposts were used as construction basis and adopted according to the requirements to be applied in the project area (“real lab”). The Baureferat is responsible to assure the general functioning of all lampposts and safety for traffic in the city. The external design of new intelligent lampposts thus is comparable to existing ones. Only a specialist is able to distinguish between an existing old “standard lamppost” and a new “intelligent lamppost”.

Besides basic technical infrastructure for street lighting, intelligent lampposts further contain additional installation space for small electric devices, offer an additional electric power supply for sensors which is independent from the powerline for light and data connectivity like fibre optic cables or wifi. The communication infrastructure provides the standard Munich free public wifi called-“M-WLAN” and serves for communication with the IoT devices installed at the lampposts.

This approach allows maintaining the “lighting part” of the intelligent lampposts with existing tools and knowledge. In parallel, it allows to install and to run innovative sensor and actuator solutions in and on the new lampposts, and enables the transmission of measured data to the Smart Data Platform or to other data storage mediums.

New lampposts were installed along four roads within the project area, that are Bodenseestr., Limesstr., Wiesentfelser Str. and Ellis-Kaut-Weg also named Grünfinger in this report.

A total of eight new e-mobility stations have been implemented in Munich Neuaubing-Westkreuz. Four of them were going in operation in July 2018, the remaining four in December 2018 and January 2019. At the big information columns customers can get helpful information about the e-mobility stations with an interactive touchscreen or with the Munich Smart City App. These stations contain different shared mobility offers such as bikes, e-bikes, e-trikes with cargo bike functionalities, e-charging stations, e-cars from Stattauto (STA) and shared district boxes. The shared district boxes are the first ones of their kind with frozen, chilled and non-chilled compartments. This development enables companies to easily deliver their goods to a central location, accessible to consumers 24/7 and also allow the deposition and sharing of items among neighbours.

This report illustrates all relevant aspects of the implementation of Munich’s e-mobility stations within the project SMARTER TOGETHER: starting with the aim, followed by the planning steps, an overview of the mobility components, the integration of the components in digital services, ending with an outlook on development and conclusion.

This report reflects only the author’s view, neither the European Commission nor INEA is responsible for any use that may be made of the information it contains.

Whithin the SMARTER TOGETHER project, eight new e-mobility stations have been implemented in Munich Neuaubing-Westkreuz. Each station consists of several e-mobility components, such as: eBikes, cargo eTrikes, eCars and e-charging stations for eCars. Moreover, the City of Munich aims at using more electric buses for public transport. The e-mobility stations and their components are supported by smart mobility management developments. As part of SMARTER TOGETHER, the Munich SmartCity App, the Munich SmartCity Webapp and a Fleet Management Tool have been developed.

This present report illustrates all relevant aspects of e-mobility and smart mobility management developments implemented in Munich within SMARTER TOGETHER. First, the report will start with the aim of the e-mobility and smart mobility management implementation, followed by the description of activities and completing with an outlook on development and conclusion.

This report shares the experiences that were made during the preparation and implementation of the Munich SMARTER TOGETHER monitoring system. The monitoring itself starts in February 2019. The results will be integrated later on in WP6.

As setting up a monitoring system turned out to be a complex and challenging task, a sound communication among all involved actors from local to international level is crucial. Emphasis should be put on an efficient method for data collection in order to keep the efforts for the data providers as low as possible. Likewise, the visualisation of the indicators with the collected data is crucial to generate an added value for politicians and the administration.

The process of developing and implementing a monitoring system in Munich paved the way to even more complex data driven use cases with clear benefits for urban planning. This development is of great value for the City of Munich and will probably be extended in the future.

Discover the panoply of Smarter Together, Vienna’s EU-funded project. 

Vienna is committed to its vision of being a Smart City with a high quality of life based on social integration, high ecological standards and future-oriented governance. The city´s contribution to the global societal and environmental challenges that we all have to tackle together is a social Smart City focusing on the needs of citizens, where technology is at the service of people. In order to make this vision become reality, it’s necessary to showcase concrete solutions on the district level. Therefore in 2015, Vienna, together with Lyon and Munich, joined the club of Smart Lighthouse Cities within the EU funded programme Horizon 2020. In 2016, with the formal launch of the project, our goal was to boost urban renewal and climate action with innovative solutions in the emblematic worker’s district of Simmering. Our challenge was to develop a joint approach with numerous project partners and citizens in the district in order to achieve in practice the idea of being “smarter together”. The participation, as well as the partnership-oriented dialogue of all actors, stakeholders and citizens is essential for sustainable development.

Following a three-year-long phase of project implementation, Smarter Together has become one of twelve European Lighthouse projects, as well as Vienna’s cornerstone project in regard to Smart City urban renewal, offering a variety of great solutions and innovations for a liveable, green and socially sustainable city of the future. Smarter Together is forward-looking because it connects people, involves the economy, underlines the partnership-based cooperation of all, and even promotes Vienna’s attractiveness as an international business location. This commitment has even contributed and respectively led to a series of awards and recognitions. In 2017, Vienna was for instance awarded the UN Habitat Global Green City Award, and Smarter Together specifically won the VCÖ Mobility Award in the category “Active Mobility and Public Space.” From a European and global perspective, the project achievements also show that Vienna’s social, respectively subsidized, housing model can be considered as a contribution to the global UN-climate
goals.

Vienna’s SMARTER TOGETHER Urban Living Lab is conceptualized as local communication and participation hub for the SMARTER TOGETHER activities and implementation projects, designed to serve the local socio-spatial and socio-economic conditions and needs of the local citizens. Its main method was “going where the people are”, its overall goal is to contribute to inclusion and to a positive societal dynamic that is at the base of any sustainable development.

The Urban Renewal office (GB*) was identified as main project partner ensuring a long-term sustainability of lessons learned as its staff was included in the implementation and hence governance learning process. At the preliminary phase, an in-depth analysis of the socio-demographic environment was made and resulted in a detailed stakeholder identification and inclusion. Also, a first planning of possible activities was made as well as an overall design of a ULL.

Upon the purchase of a second-hand mobile booth the latter was designed and adapted to the needs and branded as SIMmobil(e). Starting from September/October 2016, the ULL was installed every month for 3 to 6 consecutive weeks from Spring to Autumn on one spot relevant to the project implementation and provided real time information as well as participation means. As it was also opened for special events, the number of opening days varied from 7 to 17, mostly around 9 to 10 days on one spot (about 3 days/afternoons a week). Overall, in 2016, the SIMmobile was open for 14 days, in 2017 for 44 (45 including the location at the Siemens factory) days and in 2018 all in all 35 days. As an example, in 2017 around 600 hours were needed to run the SIMmobile. All in all, the SIMmobile was open at six different long-term locations. In around 90 days approximately 3,000 talks with visitors were held reaching different social groups.

The location chosen was linked to SMARTER TOGETHER activities: the square in front of the local education center, the refurbishment school on Enkplatz 4, the main shopping street Simmeringer Hauptstraße, the central square Enkplatz, the mobility hub at the metro station U3 Simmering as well as the local transport hub on Geiselberg.

The SIMmobile was used for information, on-site surveying, focus talks, activation through gamification, participatory activities for different target groups and co-creation as regards for instance with pupils of the refurbishment schools as their input was included in the highly technical and demanding planning process. For instance, too, during a mobility event around the SIMmobile, on-site testing of e-bikes was made and the results determined the choice of the e-bikes.

A special focus was given to kids with specific target offers such as goodies, energy quiz (elaborated together with the project partner DIE UMWELTBERATUNG) or workshops held by the Science Pool. The Science Pool provided on-site workshops on smart city themes such as energy and mobility in line with the overall co-operation plan.
During opening times, numerous local institutions such as street workers or the employment agency WAFF used the SIMmobile for the purpose of their activities. Project partners promoted their institutions through the SIMmobile. Bike repair workshops were especially welcome. The SIMmobile was also used for promoting SMARTER TOGETHER activities such as events, the photo competition or “Beat the Street”. A special co-operation was carried out with Wiener Linien on the occasion of the opening of the first WienMobil Station, the Vienna Mobile Hub.

As a result, additional complementary activities were held such as an intensive cooperation with the educational center VHS Simmering or the mural painting in Geiselberg. In this context, the Science Pool held also a first Research Festival.

The SIMmobile concept was taken over by the follower city of Venice that also developed a series of activities inspired by the outreach in SIMmobile.

As a result, the SIMmobile implementation resulted in many valuable experiences gained in regards to further participatory processes and urban communication strategies. Through the involvement of numerous long-term local actors, sustainability of the lessons learned is ensured in the governance learning process. The SIMmobile is already considered for follow up projects and replication activities.

The people of Simmering have been actively included in six co-design processes and in several other formats of SMARTER TOGETHER. Centered around the newly designed SIMmobil, which is the Viennese interpretation of the urban living lab, over 2.400 people could give their input to the new developments in their neighbourhood, as well as get detailed information.

For a district like Simmering, with low income, high migration rate and lower educational standard, it proved to be highly efficient to be represented directly in lively public spaces, where people pass by on their everyday routes. They tend to be curious and open to new technologies, when they can be tested and are presented in a tangible manner. For co-designing together with citizens, it is an important prerequisite to really leave certain decisions and possibilities open to the public. Every co-design process was surprising in its results, which had not been foreseen by the experts. Gamification brought the most successful activation of all activities, with over 6.000 active users for a sensor-based challenge to collect points by walking or biking through Simmering.

Every target group needs specific settings, methods and wording. The hardest group to reach out represents working people in their 30-40ies, because they have hardly any time left next to job and family. Children are quite easy to reach with playful or creative offers (“Let´s paint the future of Simmering!”), and often they just approach by curiosity and bring along their parents. Elderly people tend to have more time and like to give their opinion when being asked to certain topics. Moreover, the visitors of guided district tours often tend to be elderly women.

One important learning of the co-design especially in refurbishment-processes was, that objection is also a driver for engagement but it needs to be handled carefully. When tenants learn about refurbishment plans of their apartments, they often react sceptically and oppose the ideas for change. Often they come well-prepared with critical arguments. Within SMARTER TOGETHER, a format and methodology was developed to give the tenants the chance to individually let off steam with the responsible bodies, but also to find solutions for the most urgent problems or fears concerning the upcoming refurbishment works. So change creates fears and opposition, but the latter are also motivators to attend information events and to discuss ongoing matters.

Communication is a highly important driver and a prerequisite for co-design. Regular online and offline communication with the residents of Simmering but also with the professional public about the progress and the challenges of implementing smart solutions is vital. The regularly updated website www.smartertogether.at was visited 50.000 times and the monthly newsletter was sent out to almost 800 addresses.

This report reflects only the author’s view, neither the European Commission nor INEA is responsible for any use that may be made of the information it contains.

As part of the SMARTER TOGETHER EU project smart solutions for a ‘Low-Energy-District’ (LED) are mainly focussing on two aspects:

▪ The reduction of the energy consumption by refurbishing the existing building stock,

▪ The integration of renewable energy sources.

In Vienna within the SMARTER TOGETHER project, three social housing estates (Hauffgasse 37-47, Lorystraße 54-60 and Herbortgasse 43) with about 65,000 m² gross floor area and 625 flats have been refurbished. By retrofitting the building envelopes, the calculated energy consumption is reduced by approximately 70 percent and in two of the refurbishment projects solar energy is used to generate electricity.

Furthermore, a public school for about 1,000 pupils is partly reconstructed. The refurbishment of the existing gym was economically not feasible, so the existing gym was demolished and reconstructed as ‘Zero-Energy-Gym’. This is achieved with the use of solar energy to generate electricity and thermal energy. While the electricity from the Photovoltaic (PV)-System is used for lighting and running the heat pump, the solar thermal system is used to feed-in into the district heating grid. This ambitious energy concept makes the ‘Zero-Energy-Gym’ a pilot project for the interaction of buildings and grids.

To increase the number of flats supplied by renewable energy (instead of natural gas) a campaign was carried out to convince tenants, in housing blocks already connected to district heating – to connect their flat to district heating too.
All five projects related to low-energy district undertaken in Vienna within SMARTER TOGETHER area are implemented or under construction and will be finalised until spring 2020. The delays are mainly the result of time-consuming processes in the planning phase, especially related to legal matters.

As part of the EU project SMARTER TOGETHER smart solutions for a city district are developed, which also affect the infrastructure. One focus concerns energy supply, such as the use of waste heat or the integration of renewable energies. Only a part of the planned projects in this area could be realized despite high efforts. Nonetheless, promising concepts have been developed and important insights gained that will enable their realization in the future.

The waste heat of a data centre in the project area should be fed into the district heating network. Since implementation was not possible, another data centre near the project area was considered. Detailed concepts were developed for both cases, but they could not be realized. On the one hand, the restrictions of the network for the year-round absorption of waste heat lead to high costs. On the other hand, the operators of the data centres do not give a sufficiently long location guarantee. However, the results can be used for further future projects. Also, the return line of the district heating in a new building could not be realized due to the already advanced planning of the construction. It would be necessary to integrate a low-temperature floor heating system when planning the building. The feed-in of solar thermal energy on the roof of the school into the district heating is going to be realized. The densification of district heating in already connected buildings has also taken place. The findings will be used for replication, especially for the residential buildings owned by the city. From all these insights and experiences, the future of district heating is defined. This includes densification, feeding in renewable energy sources and waste heat as well as the use of the return for heat supply.

In the course of the project, a successful implementation of PV projects was achieved. Two of the refurbishment projects as well as the new logistics centre of the beverage company Ottakringer are using solar energy to generate electricity. In addition, the project area has begun to switch public street lighting to high-efficiency LED. In the forecourt of the school so-called solar benches were installed to raise awareness of renewable energy. This is a street furniture that has integrated PV with batteries and provides a port for charging mobile phones. However, there were challenges in terms of responsibilities and liability issues, as well as in procurement, construction and ongoing support.

The Energy Planning Department of the City of Vienna carried out an investigation of the energy-relevant data of the area - a so-called energy assessment (“Gebietsscreening”). The information generated from this, such as the energy demand or the potential of renewable energy sources, generated strong interest in the issue. This showed the importance of an appealing presentation of energy-related data as a communication tool. Building on this, the City of Vienna was able to develop an improved energy data model. Thanks to the individual implementation projects, whose linkage was hardly possible, important insights into the control of the energy supply of the building stock and urban development could be gained. The need for integrative solutions for refurbishments that extend beyond the building and that also consider a possible switch in energy supply, was strongly carried out. The knowledge generated is used in ongoing processes for the implementation of energy planning in the City of Vienna. The aim is to coordinate spatially and temporally the efficient use of the pipe infrastructure (district heating and gas) by avoiding double supply as well as the integration of renewable energy sources both in new buildings and in existing buildings. Ultimately, this is a major contribution to the decarbonization of energy supply.

In the course of the EU project SMARTER TOGETHER, the city of Vienna decided to develop a data platform for the demonstration projects. After a comprehensive evaluation of local and international solutions, the decision was made on the open source variant FIWARE. An essential reason for this choice was the independence of a certain supplier and the potential for further development of the existing modules and solutions based on them. The more cities choose such an open variant, the more synergies can result from the accumulated experience.

With the support of the FIWARE Foundation, the data platform was developed and provisionally implemented with an external cloud solution. However, FIWARE is only equivalent to a base operating system, which consists of a large number of modules. The city of Vienna was faced with the decision to develop its own application or interface, which uses all the necessary FIWARE modules or put it on a ready-made solution. The time and cost frame set by the project led to the selection of the available application VM9. This application already integrates numerous FIWARE modules and offers an appealing user interface plus the desired user management. In a workshop with the developers of VM9, the criteria and requirements were elaborated. Numerous available OGD data were successfully integrated for the test run, such as the real-time data of public transport lines.

The city of Vienna and the project team have developed possible use cases across departments. The applications that have been implemented so far involve the integration of sensor data from mobility operators (for example for e-bike sharing), consumption data from the existing gymnasium and static data related to the buildings. Further data will be integrated, such as the consumption data of the new gymnasium or of the renovated residential buildings. The data platform is thus used for the monitoring of the EU project and is suitable for data exchange including visualization with external stakeholders. In addition to the project, the city of Vienna intends to use the data platform as an IoT middleware and data source. Cooperation with other Austrian cities is envisaged in order to develop a common FIWARE data platform.

This Deliverable is dedicated to all smart (E-)mobility actions carried out within Smarter Together in Vienna (The installation report of the Mobility Point will be handled in an own Deliverable).

The qualitative added value of Smarter Together is to combine different energy and urban renewable actions within one approach and to demonstrate new integrated solutions. For Vienna, the big opportunity is to connect refurbishment and energy actions or citizen’s engagement and local activation actions with mobility solutions. Because of this, synergies can be fostered, and it was even possible to develop an additional dynamic in the implementation process. This is most evident in the E-Carsharing at the social housing site of the limited profit housing association (LPHA) BWSG in the Hauffgasse or within the Co-Design processes for the E-Bikes as well as the Mobility Point. A Local Mobility Strategy within this Urban Renewable approach pinned mobility very high on the agenda and created a commitment by different Stakeholders. In Vienna, the cooperation with industry (Siemens and Post) brought relevant new insights for solutions on CO2-free logistics. During the project, additional ideas came up, very relevant for the objectives of the project. A mobility survey delivered important data for conception of services and monitoring, and an e-cargo bike deployed through the actors of the Urban Living Lab promoted a new mobility service.

The Deliverable is a comprehensive overview of 7 sub-projects implemented by different partners. It provides information, facts and figures as well as learnings in order to understand the nature of the solutions and their mayor business case outlines. In Smarter Together, the present Deliverable is providing useful content to support the replication and dissemination of the solutions. The main content of the sub-projects by Sycube, Siemens, Post and the BWSG-E-Carsharing directly came from the partners! Because of this and the different nature of the actions, the chapters are slightly adapted. More data according to the operation, usage and impacts of the solutions will be provided through the Deliverables in Monitoring (WP6 of Smarter Together), after a sufficient time of measuring and operations.

In total about 2,246,000 Euros have been invested until end of 2018 for (e-)mobility projects in the context of Smarter Together incl. the mobility point. These investments are directly triggered by Smarter Together and its funding. Therefore, different first of its kind solutions that would not have existed this way or that soon without the joint project have been realized.

Wiener Linien took up the chance to realise their own and first-of-its kind mobility point within the H2020 project SMARTER TOGETHER during the period from spring 2016 until autumn 2018. By this Wiener Linien supports the City of Vienna and its strategic “Urban Mobility Plan” (Fachkonzept Mobilität) in implementing mobility points in order to offer new services to the citizens of Vienna.

The pilot mobility point in Simmering represents the starting point for an overall bigger development envisaged by Wiener Linien. The long-term vision is to spread mobility points all over Vienna (and perhaps bordering counties) in order to realise a network, which offers a powerful complementary service to the public transport services. The future development of mobility points as well triggers the question about how to make (public) transport stations evolve in order to serve the need for mobility of people and facilitate operations of an increasing number of transport operators.

During a period of more than two years the concept for initially two, later one mobility point in Simmering has been developed. Definition of service offers was drawn up, (urban) design for infrastructure was created, and complex coordination and approval processes within the public utilities and the city administration pursued.

Finally, WienMobil Station Simmeringer Platz offers:

• E-Bikes and E-Cargo-Bike by Simbike (Sycube);
• Bicycle Storage Boxes by Safetydock;
• Car sharing car by Stadtauto;
• E-Charging station by Wien Energie;
• Bicycle pump, sitting bench and infoterminal including touchscreen.

Main learnings from the conceptualisation, planning and implementation of the mobility point concern the

• Integration of mobility points into the digital application WienMobil, operated by Wiener Linien;
• New coordination processes within Wiener Linien and with city administration of Vienna;
• Definition of equipment and service offers for particular locations of mobility points;
• Helpful verve and energy by an integrative and multidisciplinary project setting which enable stakeholders to dare new things.

Finally, an aggregation of new mobility services in public space was created which is accessible for as many people as possible, similar to the public transport. These services are located in vicinity of a public transport (PT) stop offering the opportunity to live multimodality in daily life’s transport trips. At the same time, the mobility point raises the need to emphasize on the interlinkage between the digital access to analog services and how to change user’s behaviour towards digital gates to mobility services.

The SMARTER TOGETHER project proposes several measures to be implemented within the three lighthouse cities of Lyon, Munich and Vienna. These measures will result in direct improvement in the fields of energy, mobility, economy and wellbeing and engagement of citizens. Furthermore, these measures act as demonstrators and therefore provide accessible, usable and useful lessons learnt and returns of experience.

Indeed, one objective of European Commission, through H2020 funds, is to support investment in cities to bring out a new urban model. The financing of innovative projects, demonstrators of what will be the city of tomorrow, will promote the evolution of urban uses and practices to develop a healthy, economical, adaptable, robust, affordable, attractive city with an integrated and innovative approach to transport and mobility, energy and resources, urban organization and housing.

These “lighthouse cities” are like prototypes. They constitute full-scale laboratories and are therefore rich in learnings. Nevertheless, it is necessary to evaluate them carefully to understand how they constitute a success or not. Whatever the conclusion, it will always be a progress and will improve the knowledge of all those in charge of building the European cities.

WP 6 Monitoring and Evaluation will thus pursue several interlinked objectives:

• The first objective is to assess the concrete achievement of targeted actions within the project, to justify the appropriate use of the funds. Monitoring and evaluation should provide clear view of achievements and act as proof to the European Commission (EC) that the results pledged in the proposal for SMARTER TOGETHER and made legally binding by the Description of Action (DoA) are delivered within the SMARTER TOGETHER project.
• The second objective of WP6 is to assess objectively the real improvements made by SMARTER TOGETHER projects implementation. Assessing these improvements objectively is a major contribution to the impact the SMARTER TOGETHER project has on a city and at the European level by providing reliable numbers

This deliverable provides several sheets for data collection and evaluation that will be used during the lifetime of the Smarter Together project. These include an analog data form for data collection, a data fault report sheet for the technical monitoring, a process evaluation sheet, which will be used for the process evaluation in T6.5, and a process evaluation questionnaire, also to be used in T6.5. Additional templates will be provided as the project progresses.

The Project “SMARTER TOGETHER” is funded under the EU Framework Programme for Research and Innovation “Horizon 2020”. The duration of the project is 5 years, with the main activities, envisaged for Sofia Municipality, are to be implemented within 3 years (until 31 January 2019). The participation of Sofia Municipality in the project proposal was approved with Decision No. 512 of Protocol No. 86 from 23.07.2015, by Sofia Municipal Council.

The consortium brings together a total of 32 partners from 8 countries, including the Lighthouse cities of Lyon, Munich and Vienna, the Follower cities of Santiago de Compostela, Sofia and Venice, and the Observer cities - Kiev and Yokohama. The key role in identifying the 'smart' solutions to improve the urban environment, belongs to the Lighthouse cities Lyon, Munich and Vienna.

The objective of the Lyon-Confluence project is to redevelop a former industrial area in the central part of the city with an area of 1,5 sq.km, by reducing the energy consumption of the buildings in the target area, installing renewable energy systems on the new blocks and at the same time helping private owners in the renovation of residential buildings.
The Demonstration area chosen by Munich is located approx. 12 km from the city centre, with an area of 7 sq.km and a building stock mainly from the 50s, 60s and 70s. Munich's goal is to make the region a low-carbon development model through large-scale investments in energy renovation of buildings and development of the electromobility. After completion of the activities in the target area, it is expected to attract about 20,000 new inhabitants.

Vienna implements smart solutions in a neighbourhood, characterized by large residential complexes, built mainly between 1945 and 1985, including municipal property estate – all of them with an urgent need for repairs. The area covers about 1.5 sq.km, with a population of 21,000 inhabitants. The main activities include refurbishment of social housing and a school with a total area of 74,100 sq.m, as well as provision of new services for electromobility (innovative bicycles, e-vans, e-taxis).

As a partner and as a Follower city of the SMARTER TOGETHER project, Sofia Municipality has the opportunity to get acquainted with leading technological solutions in the field of energy renovation of multifamily residential and public buildings; sustainable urban mobility; modern and innovative information and communication technologies for improvement and management of the urban environment. Its participation also creates opportunities for the transfer of good practices from the cities of Vienna, Munich and Lyon, which in the medium and long term, will enable the proposed solutions for energy efficiency and mobility to be multiplied both in the project area, targeting the districts of Oborishte, Sredets and Triaditsa, as well as in other districts of Sofia Municipality.

As a result of numerous SMARTER TOGETHER workshops and seminars on identifying and implementing possible intelligent measures and solutions, mainly in the areas of energy efficiency and mobility, and after consultations and discussions with project partners and local stakeholders, the project team has prepared this document, which aims to offer the introduction of smart solutions already implemented in the Lighthouse Cities.

The Integrated Strategy for the implementation of selected successful "smart" solutions in three districts of Sofia Municipality – Oborishte, Sredets and Triaditsa, was developed in implementation of Action 7.4 "Integrated strategies in Follower Cities ". The development of the document is coordinated with the Lighthouse cities – Lyon, Munich and Vienna, as well as with the European Association of Local Authorities in the energy transition "Energy Cities". The structure of the document is identical and unified for all Follower cities: Sofia, Santiago de Compostela and Venice.

The focus of the strategy is on two potentially applicable "smart" solutions in Sofia:
1) Installation of energy monitoring and management systems in public buildings;
2) Building an infrastructure for charging electric vehicles.

The project team analyses the possibilities of implementing smart energy-efficient measures in the project's target area in order to select appropriate buildings that have the potential to reduce their energy consumption and at the same time, the possibility to use renewable energy with proven technical and economic feasibility. In accordance with the requirements of the Horizon 2020 Program, in the budgets of the Follower cities there cannot be any funds for investment activities, so the efforts of the team were directed towards the selection of municipal sites.

The following criteria was set for the analysis: the object to be located in the target area of the SMARTER TOGETHER project, to meet the main energy efficiency measures in accordance with the national legislation and to have a real need to implement measures on the systems for thermal comfort and power supply.

More than 47 municipal buildings (schools, kindergartens, administrative buildings, hospitals, theaters, libraries, etc.) are located in the territory of the Sofia target area, in the districts of Sredets, Oborishte and Triaditsa.

Following the policy of Sofia Municipality to give priority to the creation of a comfortable environment in which the children to grow and study, the project team examined the type of heat supply of the buildings from the educational infrastructure and found that 23 schools and 17 kindergartens are centrally supplied by the central district heating system.

The only kindergarten in which the heat supply is carried out by a boiler station with liquid gas oil is Kindergarten n°191. After an analysis of the possibilities for implementation of smart energy-efficient measures at the sites of the educational infrastructure and in accordance with the established criteria, it was concluded that the most suitable for the aforementioned purpose is the building of Kindergarten n° 191, located in the District of Oborishte, at 7, "Madarski Konnik" Street. There is no heat transmission network in the area around kindergarten by "Toplofikatsiya Sofia" EAD, so at present, it is not economically feasible to switch from heating with liquid fuel boilers to heating from a district heating system.

Kindergarten n°2 is located in the District of Triaditsa, on 57, Zlatishki Prohod Str. In 2014, under the Project "Energy Efficiency in Public Buildings in Sofia”, co-financed by the International Fund for Decommissioning of Kozloduy Nuclear Power Plant, the energy audits for the kindergarten, prepared in 2011, have been implemented to improve energy efficiency (replacement of windows, thermal insulation of external walls and roofs and replacement of lighting fixtures) and simultaneous with this, in 2014 there was an extension to the existing building for 2 groups.

Following the implementation of the proposed solutions for the installation of energy monitoring and energy management systems in the two buildings of the kindergartens as a pilot project, and completion of a follow-up monitoring to prove its applicability, the same could also be multiplied for other municipal buildings located on the territory of Sofia Municipality.

One of the biggest challenges faced by Sofia Municipality in terms of transport and mobility in the city is the high share of the use of private cars. Road transport is one of the main pollutants in the urban environment and a key contributor to the climate change.

This document shows the result of Task 7.4 – Replication strategies in the follower cities -, where each FC has to elaborate an integrated replication strategy based on the outputs, experiences and knowledge acquired during the three-year development of Smarter Together project.

The definition process of this strategy began with the analysis of the ultimate smart city technologies, thanks to the set of tools disposed by the project such as the Knowledge carrier or ST Wiki and WP1 innovation framework documents. Interdepartmental meetings and other encounters with local stakeholders were held during this stage and brought the opportunity of defining the main challenges and needs of the city – that are displayed in detail in chapter 1.5 – and of studying and discussing the innovative smart solutions that were going to be implemented in the LHC. A local action framework (Task 7.1) was established as a result of these participative processes setting up the basis of the replication.

The recentness in considering energy transition issues by the municipality and linked to this, the absence of collective or district examples in the city of renewable energy sources introduction, the scarcity of citizen participation in the participatory processes carried out for the last three years, the lack of an intelligent municipal data management and the still predominant private vehicle in the urban mobility of the city were emphasized as the general challenges to which this strategy has to act.

One of the consequences of the previous events was the acknowledgment of the main areas of the municipality that were already developing strategies whose objectives were aligned to smart city aims. Those areas cover holistic refurbishment programs, energy efficiency, sustainable mobility, participatory processes… Furthermore, other decision makers showed interest in some of the smart solutions that were completely new for the city, as urban data platforms, energy building management systems or the introduction of renewable energy sources in the existent residential areas through collective PV systems and district heating. Therefore, a Local Action Group was constituted, with the participation of decision makers and experts of the mentioned areas, including Mayor’s office, two municipal councillorships, and other local stakeholders.

This group worked together in the definition of a Smart City Catalogue of solutions to replicate (Task 7.2) that best fit the city challenges and objectives. For that purpose, was essential the participation in the different peer to peer workshops celebrated in the LHC and the organisation of a thematic workshop in Santiago – in October 2017- about data and urban data platforms and 4.0 district heating. The measures selection also could take advantage of the methodology and set of tools of WP2, as the thematic project books.

During the last 12 months of the project, the city, along with LTP FEUGA, had the task of transforming the previous preliminary roadmap into the present document. With the constant support of Energy Cities in the definition of the appropriate contents and task timeline and the participation in various thematic workshops as the replication one organised by INEA and celebrated in Brussels or the monitoring one in Vienna (Task 7.3). In June of 2018, Santiago de Compostela organised an Intensive Lab Session with the external participation of LHC of Munich and Vienna, the FC of Sofia and the city of Eindhoven. There, foreign experts worked along with the Local Action Group and city administrators in the development of the strategy.

The five thematic areas of Smarter Together turned to be of interest for the city as it aimed to obtain a complete smart city strategy that not only gathers replicable solutions from the LHC but also includes already planned measures. The city approved several innovative documents that rule its vision beyond its spatial urban plan. Main plans and projects are the next ones: The Sustainable urban mobility plan (SUMP), the Sustainable Energy and Climate Plan (PAESC), the Sustainable and Integrated Urban Development Strategy (EDUSI) and Smartiago project. All of them include some measures aligned with the objectives of smart cities, so it has been taken the opportunity to deepen its development through a document that also will contribute to give order and readability to all the group of smart measures the city aims to implement.

In the field of citizen and stakeholder engagement, where the city has been experiencing notorious advances in participative programmes of decision-making, the concept of urban living lab present in the three LHC is going to be implemented firstly in the district of Pontepedriña, one of the integrated refurbishment areas. This district will act as well as a replicability area for the solutions of district heating network with renewable energy supply and the RES introduction for electrical consumption and heating/DHW in collective residential buildings. The thematic area of renewable energies infrastructure includes also the smart ornamental public lighting for heritage preservation and smart management service of municipal solid waste, two measures included in Smartiago roadmap.

Santiago de Compostela has acquired significant results in heritage refurbishment of its city centre and has also given steps in the holistic refurbishment of peripheral housing districts built from the 1950 to 1985 that meant the introduction of accessibility and energy efficiency improvements at the same time of public space retrofitting. The permanent refurbishment office of Santiago aims to continue with these policies focusing on Pontepedriña and Vite, the recent declared refurbishment areas. Nevertheless, the city understands that the successful present retrofit programs still can be improved introducing innovative measures of the LHC. For instance, the monitoring tools introduced in the refurbishment projects of Lyon Confluence housing buildings and also in the Energy refurbishment advice and engagement programs of Munich.

In the field of smart and sustainable mobility the strategies develop the next measures: the smart management of heritage centre mobility, the design and implementation of smart mobility solutions included in the Local Mobility Agreement of the city and the disposal of e-car sharing for residential areas.

As the city is already developing a complete transition to electronic administration and participates in the creation of a Transparency, open data and engagement tool along with Madrid, Zaragoza and A Coruña, the opportunity of getting knowledge from the experience of the three LHC about Urban data platforms is also a relevant action.

A governance measure will complete the group of selected measures in order to guarantee the needed capacity and incentive monitoring to reach the goals of this strategy.

The City of Venice aims at exploring and studying innovative solutions for the development of a “smart” urban planning approach. This objective is framed in the scope of the SMARTER TOGETHER project with the identification of the Gazzera Quarter as the study area. The goal is to test a method to be transferred as a best practice to the entire land area of the municipality, to be included in the forthcoming new SUMP for the entire city.

Among the different pillars composing the SMARTER TOGETHER approach to the “Smart City” (Citizen engagement, e-mobility, District Heating and Renewables, Data management platform, holistic refurbishment), the city of Venice identified mobility as the most urgent topic to be addressed, postponing the remaining issues for the second stage of implementation.

The analysis begins with the study of the current state of the focus area. Three problems have been identified as the key-factors affecting the mobility of the Gazzera Quarter.

• The high use of private cars for commuting and leisure, with low share of people using sustainable options for moving (Effects: Congestion, Poor air quality, Inefficient use of space for parking).
• The unappealing and dangerous environment for cyclists, pedestrians and the most vulnerable groups such as children and elderly people.
• The low involvements and active support of the citizens in the decision-making process.

From the understanding of the causes, impacts and evolution over the last 10 years, the internal assessment identifies five suitable solutions to overcome problems in the sector of mobility:

• Neighbourhood car-sharing;
• Cycle Networks Design;
• Traffic Calming: shared street design;
• Urban Living Lab for the Gazzera SUMP;
• Mobility Station.

The study turns to the core part of the replication strategy. Of the five selected solutions, three are prioritised for being assessed in detailed and compared to the SMARTER TOGETHER Lighthouse cities’ experiences: the neighbourhood car-sharing, the Urban Living Lab for the Gazzera SUMP and the Mobility station. The benchmark analysis allows then to identify the suitable measures from the Cities of Munich and Vienna to be transferred to the Venice case:

• E-car sharing and charging infrastructure at Hauffgasse (City of Vienna);
• E-Mobility Stations (City of Munich);
• SIMmobil (City of Vienna).

The lessons learned from the Lighthouse cities put the basis for the last part of the replication strategy. The business model, the work plan and the monitoring scheme have been detailed for the three identified solutions, in order to assess the feasibility and to set-up the road map for their implementation by the next two years. As for the solution “Urban Living Lab for the Gazzera SUMP”, the replicability has been already implemented by the City of Venice with the realisation of the Bus-Lab on September and October 2018, during the finalisation of the present report.

Replication is a key activity for the success and scalability of every project. Therefore, the scope, time and budget for replication must be significantly well and logically conceived to allow a positive impact of the activities outside the project boundaries. SMARTER TOGETHER is not an exception, and scaling-up is a critical prerequisite from INEA to show a good use of H2020 grants and the achievement of the European Union (EU) energy climate and energy goals, fostering innovation and job creation.

SMARTER TOGETHER highlighted the role and importance of replication since the very beginning by dedicating two independent work-packages for this activity: one related only to the follower cities of Santiago de Compostela, Venice and Sofia; and another one with general replication work outside the demonstration areas of Vienna, Munich and Lyon. Additionally, a preparatory task in each one of the demonstration WP is also dedicated to replication.

Before the beginning of the implementation activities in each of the three demonstration sites, cities and other partners were brought together to analyse and conclude about recommendations for transposing to their own experiences and learn from best practices examples and lessons learned elsewhere. Past experiences have proven to be an added value to avoid committing similar mistakes and failures from the past. Nonetheless, cities are currently looking on how to solve a problem; and conventional turnkey solutions are hardly responding to their needs. This can be explained by the complexity of problems, which challenge the traditional vertical and non-collaborative way on how local organisations are used to work.

Recommendations from the pre-implementation can be now be complemented with the real experience from two years of execution phase and those can be tailored accordingly.

Knowing that monitoring, evaluation and standardisation are key elements on the replication, a guiding and framing overview is here given, to assess the replicability potential at this stage.

Dozens of activities are already in place or planned, within and outside boundaries, to target the replication of SMARTER TOGETHER activities, highlighting its importance and decisive role in any Smart City project.

Replication is a key activity for the success and scalability of every project. Therefore, the scope, time and budget for replication must be significantly well and logically conceived, to allow a positive impact of the activities outside the project boundaries. SMARTER TOGETHER is not an exception, and scaling-up is a critical prerequisite from the European Commission, to show a good use of Horizon 2020 grants and the achievement of the EU energy climate and energy goals, fostering innovation and job creation.

SMARTER TOGETHER highlighted the role and importance of replication since its very beginning by dedicating two independent work-packages to this activity: one specifically related to the follower cities of Santiago de Compostela, Venice and Sofia; and another one with general replication work outside the demonstration areas of
Vienna, Munich and Lyon. Additionally, a preparatory task in each one of the demonstration WP is also dedicated to replication.

In order to have a bigger impact on other cities, SMARTER TOGETHER included in its replication activities, the creation of a group of cities and the organisation of different activities during the project duration, to spur the knowledge acquired within the beneficiary cities to other communities not benefiting from the Horizon 2020 funding.

The activities around this group started with a detailed analysis on the needs of cities,
assessment of their interest in belonging to such a dedicated club and with inviting them
to join.

Acknowledging the fact that there is no budget available to cover neither human resources nor travelling costs of the member cities, the method used to increase the outreach of the club and to mitigate the risk of lower participation in the events was to take advantage always when possible of already existing and online events.

Up to date, there are 47 cities in the Club of Cities and 13 events were implemented in 5 different countries, including 4 webinars. Nonetheless, the engagement of cities is difficult to get, as they do not have any financial incentives to join SMARTER TOGETHER activities and the bigger interest of cities relies on the results of the measures – which will be delivered during the demonstration phase, i.e. the coming two years. Therefore, it is still early to assess the impact of the Club of Cities in the member cities. A final assessment will be done at M60.

The present deliverable will be updated in January 2021, upon validation by INEA.

The SMARTER TOGETHER Toolkit is a practical guide targeted to interested bodies willing to replicate measures implemented by the lighthouse cities of Munich, Lyon and Vienna.

The present document is the first version of the SMARTER TOGETHER Toolkit that will be updated and finalised at the end of the project (Month 60) in order to include all the relevant results from the monitoring and evaluation phase, as well as any other remarks from the lighthouse cities of Munich, Lyon and Vienna.

This first version of the toolkit includes eleven measures, both soft and hard measures, some of them being low hanging fruits and requiring different levels of investment. The toolbox contains lessons learned as well as a step-by-step approach towards the implementation of the measures implemented by the lighthouse cities.

In its final version (M60), the toolbox will be integrated into the Knowledge Carrier Platform (window display of the SMARTER TOGETHER project developed by GOPA and Fraunhofer IAO) in order to make it more user friendly and accessible to a wider replication target group, involving the SCC community.

This Toolkit will serve the Replication Strategy of SMARTER TOGETHER in the following two years which includes the Club of Cities, Follower Cities and replication activities by the lighthouse cities within their own cities. It will also be a valuable input to the Joint Cross SCC1 Network, Smart Cities and Communities Information System and the EIP-SCC, providing complementary knowledge without being an additional replication instrument.

This deliverable is divided into two main parts:

• An impact table, where the measures selected are assessed in terms of organisational impact, technical impact, financial/economic/business model impact, legal impact, citizen engagement/acceptance, replication potential and policy impact.
• A detailed description of the measures having in mind the replicability potential of the measures, according to Deliverable 8.1.1.

The methodology chosen to achieve the results and develop this toolkit was:

• Bilateral meetings and phone interviews with the local teams and the responsible elements for replication;
• Project books from WP2;
• Replication framework (D8.1.1)
• Knowledge carrier platform and interaction with GOPA and Fraunhofer IAO.

This handbook on Smart City Business Model Innovation seeks to outline the underlying success factors for business model innovation in Smart Cities. In a systematic manner the LHCs and FCs of the project SMARTER TOGETHER have been investigated in terms of their approach to business model development, innovation, commercialization and replication. By doing so, external and internal success factors have been identified, which are illustrated in a systematic manner based on the business model logic developed by Gassmann et al. (2014). This logic defines four key components of a business model where the value target (Who) and the value proposition (What) are related to an organization’s internal capabilities. The means for capturing (Why) and creating value (How) are related to external factors such as resources and stakeholders. To enrich the in-depth analysis of these four key components with more hands-on examples, use cases from the LHCs as well as viable business model solutions from private companies in the smart city domain were collected. The aim of the use cases is to demonstrate solutions from SMARTER TOGETHER and to add some new insights from business models generated outside the project as well.

Key findings suggest that the cities have developed a rich portfolio of different approaches in the focus domains refurbishment, mobility and smart data platform. Some solutions differ fundamentally between the LHCs which can be attributed to diverging legal frameworks and cultural norms. However, all the cities have shown a high level of innovativeness in engaging with their citizens. From these citizen engagement activities many innovative business models have been co-created of which some are demonstrated in this handbook. The LHCs and FCs have further accumulated comprehensive experience and knowledge during SMARTER TOGETHER. Hence, this handbook seeks to contribute to extracting this often implicit knowledge and capturing it in an easy to understand fashion. However, the business models developed since the project’s initiation in 2016 are still in a development and testing phase. While some are more mature, it seems as if the cities have struggled more in some domains, e.g. smart data platforms, to come up with viable business model solutions. A key concern for all business models developed are innovative funding mechanisms. Some projects are surprisingly innovative with regards to funding, however, the majority of the LHCs seems to find it rather challenging to come up with funding ideas outside the usual.

The use cases and key findings, however, demonstrate that commercialization and replication are closely linked with customers’ needs. As these are continuously transforming, business models for smart cities need to follow these continuous changes and should be constantly iterated.

Deliverable 8.6 "D8.5.1 Report on standardisation activities" is part of Work Package 8 "Replication of Smart City solutions" and gives an overview about the either initiated or envisaged CEN Workshops based on SMARTER TOGETHER's results.

In Chapter 2 the process of the initiation and development of a CEN Workshop Agreement is described. It can be summarised, that a CEN Workshop is a working platform defining a set of requirements and recommendation forming the content of a CEN Workshop Agreement. The respective project plan forms the basis for each CEN Workshop.

Chapter 3 illustrates the strategy for standardisation activities within SMARTER TOGETHER. The strategy is based on the standardisation needs and potentials proposed by members of the consortium, identified due to their expertise and work conducted within SMARTER TOGETHER. As a result of the strategy a decision was made on which potential standardisation needs and potentials should be transferred in further standardisation activities.

Chapters 4, 5, and 6 are listing the three CEN Workshops either initiated (4, 5) or envisaged to be initiated (6) within SMARTER TOGETHER, including the involvement of external organisations. The CEN Workshops are titled:

• Description and Assessment of Good Practices for Smart City Solutions;
• Sustainable Energy Retrofit Process Management for Multi-Occupancy Residential Buildings with Owner Communities;
• Data Gatekeeper – Transparency Dashboard (working title).

The background of each of these standardisation activities has been listed accordingly, including the initiation of the CEN Workshop, the scope of the CEN Workshop as well as its Workshop participants and current status. The CEN Workshop on "Good Practices" started in March 2018, the CEN Workshop on "Energy Retrofit" has been established in June 2018, while the CEN Workshop on "Data Gatekeeper – Transparency Dashboard" depends on the amendment containing the extension of WP8. Currently, it is envisaged that the draft documents of the established CEN Workshops Agreements will be finalised by the end of Work Package 8 in January 2019.

As intermediate version of the Deliverable, this document provides an overview as January 2019. It will be updated with a final version at end of July 2019.

This deliverable acts as a confirmation for the Smarter Together website “D9.3.1 Website” implementation at its state of development in month 6 (July 2016). At this stage, the website comprises all project relevant information as described and documented below, and some of its basic functionalities and properties which will be updated and added on regularly in the next iterations of the website.

The website was successfully implemented, controlled and reviewed with respect to our internal rules described in the Project Quality Plan (deliverable 10.3.1).

The platform is managed by the leader of the WP9 and a Communication Manager on behalf of the Project Coordinator.

In the following chapters, we provide an overview of the website structure and of the content of the website.