Digital Cities Challenge: Setting Vision and Ambition Workshop

1. The European Commission's Digital CitiesChallengeADD NAME OF CITY • Step 1 of the Digital Transformation Trajectory: Setting Vision and Ambition • Vision and Ambition Workshop • ADD DATE

2. Digital Cities Challenge: CITY Key elements Agenda • Presentation and review of current digital maturity level • Presentation of good practices of other cities' digital vision an ambition • Definition of digital vision and ambition • Introduce Next Steps for the strategy phase • Brief overview of the Digital Cities Challenge, the Digital City team and the activities conducted to date • Participant introductions • Presentation of expert assessment and gap analysis and finalisation of the conclusions • Group exercise 1 – finalizing the SWOT analysis Morning • Introduction of the vision and ambition concept, supported by good practices and existing city policies • Exercise 2 – Vision and ambition definition • Link with strategy phase Afternoon

3. Overview of the Digital Cities Challenge & and the objectives of the workshop (15 minutes)

4. The Digital Cities Challenge European Cities 15 The Digital Cities Challenge is a tailored programme of coaching and facilitation launched by the European Commission to help 15 European cities develop and implement digital policies that can boost local economic growth

5. Call for Applications Overall, the call for applications was welcomed across Europe and the initiative received a striking 92 Expressions of Interest from 72 cities in 23 Member States in total. Germany and Spain had the highest number of applications with eight cities each and EOIs were submitted from every geographical region of the continent.

6. Digital Cities Challenge: 15 selected cities

7. To be completed by local team Digital City team Digital city team EXPERTS LOCAL LEADERSHIP TEAM Lead expert Local expert Thematic expert(s) Support consultant Name Name Name Name Name Name Name • Steer the project locally • Provide strategic guidance • Mobilise local stakeholders • Provided support in the delivery of the digital transformation trajectory • Project management of the project on city level • Coordination of all activities (incl. work sessions) and follow-up of progress • Single point of contact (i.e. SPOC) between city and high level expert team • Customisation of the methodology • Moderation of the work sessions and Academy Seminars • Support to local leadership teams

8. The expectations of XXX • ADD A SLIDE ON THE EXPECTATIONS OF YOUR CITY WITH REGARD TO THE DIGITAL CITIES PROJECT • YOU CAN DRAW FROM OUR INTERACTION WITH THE LOCAL LEADERSHIP TEAM AS WELL AS THE EXPRESSION OF INTEREST SUBMITTED AS PART OF THE SELECTION PROCESS

9. The digital transformation trajectory The digital transformation trajectory consists of four major steps, spread over a period of 18 months 0 Preparation 1 Strategy 2 3 4 Monitoring& implemen-tation Digital vision& ambition Roadmap • Prepare the City and the expert team for the provision of advisory services • Develop a strategy for digital transformation and industrial modernisation based on • Vision and ambition definition • Existing policy strategies • Embed the strategy among all stakeholders of the network • Develop a detailed roadmap for the implementation of the strategy • Subdivide strategy into project tasks and define priorities • Define the governance and strategic steering of the strategy • Identify potential funding streams for the implementation of priority projects • Identify customised performance indicators • Monitor the progress of strategy implementation • Determine city's current digital maturity level based on • Self-assessment tool • Ongoing digital initiatives • Define a common vision and ambition for city's digital transformation and industrial modernisation • Create network of relevant stakeholders to be involved in digital transformation

10. The Digital Cities Challenge journey combines "individual" field advisory services and collective academy seminars The digital transformation trajectory

11. The digital transformation trajectory A mix of local activities with networking and peer reviewing opportunities • Today Preparation 0 Digital vision& ambition 1 Strategy 2 Roadmap 3 Monitoring& implemen-tation 4 Field advisory services SAT & KPIs Assess-ment visit Ambition workshop Strategy workshops Roadmap workshop Monitoring workshop 5 city visits Academy Kick-off seminar Ambition seminar Strategy seminar Roadmap seminar 4 academy seminars 9 opportunities for interaction with city team

12. 1 Vision & Ambition The workconductedso far (Step 1) Step 1 aimed at determining city’s current maturity level, defining its vision and ambition and developing a network Objectives Way of working • Determine city's current digital maturity level based on • Self-assessment tool (SAT) and key performance indicators (KPIs) • Ongoing digital initiatives • Policy landscape and framework • Define and publish a common vision and ambition for city's digital transformation and industrial modernisation • Develop network of relevant local stakeholders to be involved in the digital transformation A • Data collection • SAT and KPIs (ADD # OF REPLIES) • Assessment visit of experts (ADD DATE AND NUMBER OF INTERVIEWS CONDUCTED) B • Ideation and formulation • Ambition workshop (TODAY) ✓ C • Validation • Ambition seminar at the academy Deliverables • Assessment report & common vision and ambition for the city’s digital transformation

13. 1 Vision & Ambition Objectives for today’s vision & ambition workshop Vision & Ambition workshop Objectives Way of working • Workshop moderated by team leader in collaboration with local leadership team • A group of 10 / 15 key stakeholders have been mobilized – most of you are familiar with the project • Validating the findings of previous activities • Introduction of the vision and ambition concept, supported by good practices and existing city policies • Discussion on identifying common digital vision and ambition for the city among all stakeholders ✓ Deliverable • Common vision and ambition for the city’s digital transformation

14. 1 Vision & Ambition Objectives for today’s vision & ambition workshop Goal of ambition workshop is reviewing city's current digital maturity and initiating digital vision and ambition definition Review of city's current digital maturity level 1 • Presentation of final assessment report and gap analysis based on SAT, KPIs and expert's assessment visit • Discussion of the assessment of current digital maturity and finalisation of the conclusions 2 Initiation of digital vision and ambition definition • Introduction of the vision and ambition concept, supported by good practices and existing city policies • Discussion on identifying common digital vision and ambition for the city among all stakeholders Goals of ambition workshop

15. Workshop participant introductions (5 minutes)

16. Overview of the Digital City expert assessment: gaps, bottlenecks and potential for digital transformation

17. The digital maturity of the city: the results of the SAT • Present key findings drawn from the self assessment tool including: • Overall level of digital maturity • Key strengths and weaknesses • Key differences in perceptions expressed by different types of stakeholders • Any other key findings drawn from the SAT results • Add qualitative explanations (e.g. drawn from literature review and interviews explaining or contradicting SAT results).

18. The digital maturity of the city: Key Peformance Indicators (KPIs) • Present the indicators which you city aims to collect, as key findings drawn from these KPIs including: • KPIs for which the city appears to be a frontrunner • KPIs for which the city appears to be lagging behind • KPIs for which you were not able to collect data but which are key to city digitisation ambitions • Add qualitative explanations (e.g. drawn from literature review and interviews explaining or contradicting KPI results).

19. The local digital ecosystem: leadership and governance • Is there a shared vision on digital development in your city? Please elaborate. How did this come in place? • Is it shared by most digital ecosystem stakeholders? • Is there a digital development plan in your city? If so, how acquainted are digital ecosystem stakeholders with it? • Are there any defined, measurable goals in place to monitor progress of the digital development plan? • What are the key strengths and weaknesses of the governance and leadership for digital transformation in your city?

20. Existing policy mix in support of digital transformation • Which are the main digital policy instruments / initiatives? • What instruments are perceived as being very successful? • What instruments are perceived as lacking? • Are existing instruments believed to be in line with needs of the city and its companies? • Have the European Structural Investment Funds or other EU instruments been used to support digital transformation? Please list examples of projects supported or any data available on the volume of funding • Are existing strategies (including at different levels of government) aligned and coherent? For instance look at linkages with S3 strategies • What kind of grants / tax incentives are offered to promote digitisation in your city?

21. Key sectors of the local economy • Key economic sector indicators • Key actors per sector (e.g. major industrial players, innovators etc) • Key business challenges faced by these sectors? • How can digital contribute to face these business challenges?

22. The use of digital solutions in local companies • ­The use of digital solutions and technologies (including infrastructure) by the private sector in order to support growth, innovation and competitiveness • What are some of the main barriers keeping the private sector from making a more intensive use of digital solutions (e.g. awareness, cultural, financial, skills-related)? • Which sectors have been particularly successful at doing so and why? Which are still lagging but have high potential? • What digital technologies (or technology bricks) are in high demand within the private sector? • What opportunities do you see for digital solutions to help overcome some of the private sector’s key development challenges? • What challenges do companies face to get access to grants / tax incentives to promote digitisation in your city? • How willing are banks to provide bank loans for digital projects?

23. Digital community • Is there a tech community in the city? Who are the main drivers? • Is there collaboration between digital and non-digital companies from various sectors (e.g., government, financial services, healthcare, energy & environment)? Please elaborate on the business ideas that arise and on how to further develop these collaborations.

24. The state of local digital infrastructure • What are the key strengths of the current digital infrastructure set-up in your city (broadband, 4G coverage, free access to public WiFi, cybersecurity …)? • What are the points for improvement to the current digital infrastructure set-up in your city? Please elaborate on how to improve these points.

25. Digital solutions enabling the business environment • The use of digital solutions and technologies by the public sector in order to promote a friendlier business environment • Have public authorities embraced the ‘digital paradigm’ in their private sector development policies? If yes, how? • Which obstacles public authorities encountered during the implementation stage and how did they respond to them? Which are the successful examples in the use of digital solutions and technologies by the public sector? • What digital solutions (e.g. access to public data to create new services, open digital infrastructures, smart infrastructures in transportation or utilities open to third parties to grow new business) could be adopted by the public sector to further promote the creation of a friendlier business environment?

26. Data as an input for innovation • For what purposes is open data used by companies (digital and non digital)? • What types of data are businesses are looking to obtain? For what purpose? • What types of data does the public sector produce or make available? Which additional data could it produce / make available to enable the private sector to innovate (i.e. develop concrete solutions) • Are existing open data sets being used? If so how? If not, why not? • Do you have examples of private innovations being developed on the basis of public data? • Which are the main drivers and barriers in fostering innovation activities through the use of open data? • Mention examples to the extent possible

27. Digital skill and entrepreneurial culture • Does the city have a high or low digital skills capital (e.g. existence of a pool of professionals with digital skills on the labour market, institutions providing education and training on digital skills and professions) ? Why ? • Where are the digital skills coming from (e.g. being developed locally by local education institutions, or being brought in from other countries/regions)? • What types of skills are in high demand? In which sectors? • How do companies go about attracting local IT talents? • What local digital "skills pool" (universities, local digital "blueship" companies‚) could be leveraged to develop digital in local companies? • Which industries / sectors are experiencing difficulties in attracting local IT talents? Please elaborate on why these industries / sectors are experiencing difficulties. • How ‘digital’ is the entrepreneurial activity taking place in the city (e.g. startups being created with a strong digital component vs. more traditional and non-digital sectors)? • What is the role of clusters / relevant networks in the development of digital entrepreneurial culture?

28. SWOT Strengths Weaknesses • TBC • TBC • TBC • TBC • TBC • TBC Infrastructure • TBC • TBC • TBC • TBC • TBC • TBC Access to data • TBC • TBC • TBC • TBC • TBC • TBC Digital skillset Companies' digital competencies • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC Community • TBC • TBC • TBC • TBC • TBC • TBC Finance • TBC • TBC • TBC • TBC • TBC • TBC Support services • TBC • TBC • TBC • TBC • TBC • TBC Governance & leadership

29. SWOT Opportunities Threats • TBC • TBC • TBC • TBC • TBC • TBC Infrastructure • TBC • TBC • TBC • TBC • TBC • TBC Access to data • TBC • TBC • TBC • TBC • TBC • TBC Digital skillset Companies' digital competencies • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC • TBC Community • TBC • TBC • TBC • TBC • TBC • TBC Finance • TBC • TBC • TBC • TBC • TBC • TBC Support services • TBC • TBC • TBC • TBC • TBC • TBC Governance & leadership

30. Discussion and Q&A session

31. Lunch break

32. Afternoon session:Digital city transformation vision and ambition

33. 2 Initiation of digital vision and ambition definition Vision and ambition definition will be designed to ensure alignment among stakeholders on digital transformation Digital Vision guidelines Exercise 2 Illustrative Output • Design the vision and ambition definition of the digital transformation of your city, by giving an answer to • What is the common vision of the city and its stakeholders? • What is the city's ambition in terms of leverage of digital to boost economic growth? • Vision and ambition definition can consist of up to four statements representing different digital transformation goals • Input document is SWOT1) analysis 1) Strengths, weaknesses, opportunities and threats

34. 2 Initiation of digital vision and ambition definition Cities can build their digital vision and ambition around three cornerstones: People, companies and infrastructure Digital Vision introduction Examples • Digital: Delft’s support to YES!Delft • Non-digital: Nice's e-health services for ageing population People Digital vision and ambition • Digital: Espoo's Innovation Garden • Non-digital: Antwerp's Harbour of Things • Digital: Stockholm's Stokab • Non-digital: Luxembourg's legal framework Infrastructure Companies

35. Illustration of vision and ambition definition: 2 Initiation of digital vision and ambition definition Digital Vision – Inspiration (1/3) YES!Delft aims to build tomorrow's leading firms – Nice focuses on e-health for its ageing population Delft – YES!Delft Nice – E-health hub YES!Delft is a high tech entrepreneurs centre with a clear ambition: Building tomorrow’s leading firms. The aim is to inspire students, professionals and scientist to make their first steps on the path of becoming entrepreneur • Nice aims to become a centre for the development of solutions in the field of e-health, supported by the city, to: • Advance the creation of digital ventures • Remain attractive to elderly people • Lower the cost of an ageing population Vision &ambition Rationale • Build tomorrow's leading firms by fostering entrepreneurial mind-set and leveraging Delft's key asset, its university • Entrepreneurship became part of the curriculum at TU Delft in 1995, as of then entrepreneurial students settled in old university buildings to leverage facilities and IT infrastructure • YES!Delft was launched to foster entrepreneurship by professionalising services • Transform a potential demographic disadvantage into an opportunity • Average age in Nice is significantly higher than in any other French metro area, making it the perfect hotbed for innovation in e-health solutions Actions • City of Delft launched Yes!Delft in cooperation with TU Delft and TNO and is supporting entrepreneurship via • Organising events, seminars • Providing coaching, office space, trainings • Linking start-ups to relevant parties • City and chamber of commerce support development of e-health ventures through • International specialist conferences • Participation in pilot programmes • Partnerships with neighbouring cities to create cluster with critical mass2) 1) E.g., pilot programme to install a system enabling health professionals to remotely share medical scans 2) E.g., creation of Team Côte d’Azur, grouping the investment promotion agencies of a.o. Nice and Cannes

36. Illustration of vision and ambition definition: Companies 2 Initiation of digital vision and ambition definition Espoo connects companies via its Innovation Garden – Antwerp wants to transform its port into a Harbour of Things Digital Vision – Inspiration (2/3) Espoo – Innovation Garden Antwerp – Harbour of Things • Espoo’s envisions with its "Innovation Garden" initiative to: • Facilitate collaboration among the high tech players to promote digital transformation of the ecosystem • Advance the creation of digital ventures • The city of Antwerp wants to become one of Europe's vanguards in the field of Internet of Things (IoT) • As part of the IoT-environment, Port of Antwerp wants to forge a Harbour of Things Vision &ambition Rationale • Leverage the competencies of the city’s companies to advance digital transformation • Espoo is one of the largest high tech hubs in Europe with several universities, research institutions and world-renowned high tech industry (e.g., Nokia, Kone, Rovio) • Remain a leading port in Europe by keeping up with technological transitions • With the ambition to become the Harbour of Things, Antwerp city and the port want to anticipate to the technological transitions, focusing on smart management of goods flow, innovative goods handling and data-driven infrastructure management Actions • Espoo created Innovation Garden, an integrated concept founded by the city authorities linking • Several start-up incubators • Existing digital companies and their highly skilled employees • Smart infrastructure • City of Antwerp has a partnership with iMinds (research institute) to realise the Harbour of Things • iMinds will equip the city and its harbour with supporting multiple IoT wireless communication protocols connected with wireless sensors

37. Illustration of vision and ambition definition: Infrastructure 2 Initiation of digital vision and ambition definition Stockholm founded Stokab to roll out fibre infrastructure – Luxembourg focuses on non-digital infrastructure Digital Vision – Inspiration (3/3) Luxembourg – Infra. & Regulation Vision &ambition Stockholm – Fibre Stockholm wanted to build its own passive fibre infrastructure to make it competition-neutral, capable of meeting future communication needs, and to increase competition for telco service providers, as well as to minimise disruption to city's streets • Luxembourg’s vision on digitisation is focused around infrastructure. To support the development of its data centres, it combines: • State-of-the-art digital infrastructure • Flexible regulatory framework to allow rapid changes in e.g., privacy • Secure its own digital infrastructure to drive innovation • In 1994, the City of Stockholm founded Stokab as there is a common belief that a state-owned infrastructure provider is beneficial for the city to increase attractiveness and administrative efficiency and drive innovation • Provide top notch digital and non-digital infrastructure to leverage digital technologies • New technologies create regulatory challenges • Luxembourg is significantly faster in implementing these new evolutions into new legislation, enabling companies to do leverage technology Rationale Actions • City of Stockholm enabled a roll out of the passive fibre infrastructure by • Ensuring a shared vision (i.e., stable political consensus) on the need of the fibre initiative • Providing clear business plan focusing on long term goals where the time needed to generate profits was well understood (i.e., profitable in 1998) • Luxembourg authorities paved the way to host the new European Commission’s data centres and the first “data embassy” in the world • Sensitive data for the Estonian government is stored on severs in Luxembourg • Due to innovative regulation, Estonian law can be applied to the data in the data embassy

38. Initial elements on vision and ambition • Presentsome vision and ambition elementsdrawnfromassessmentvisit interviews • Whoagrees on what? • Whodisagrees on what? • What have been identified as short, medium term and long term goals? • What do stakeholderswant to change and how?

39. Based on the diagnosis developed today you are asked to meet in groups of 3 or 4 people and do the following: • Develop a single mission statement for the digital transformation strategy and a brief explanation of the underlying rational for this mission statement. The mission statement should begin with the word “to” and reply to the question “what is our goal when it comes to digital transformation?”. You may include in the phrase “in sectors XXX of the local economy” if relevant. • Develop four vision and ambition statements formulated as objectives to be achieved or changes to be generated in your city in the long term (e.g. 5 to 10 years). Provide a detailed description of each vison and ambition statements. • Each vision and ambition statement should begin with the word ”to” and should directly respond to the question ”to reach our mission, what are the four key changes that need to take place at the city level?” Break out groups: 1 hour

40. Mission statements • Team 1: • Team 2: • Team 3: • Team 4:

41. Vision and ambition statements • Team 1: • Statement 1: • Statement 2: • Statement 3: • Statement 4: • Team 2: • Statement 1: • Statement 2: • Statement 3: • Statement 4: • Team 3: • Statement 1: • Statement 2: • Statement 3: • Statement 4: • Team 4: • Statement 1: • Statement 2: • Statement 3: • Statement 4:

42. Mission, vision and ambition for digital transformation for growth in XXX • Mission statement (1) • « To…. » • Vision and ambition statements (4): • « To… » : • Underlyingrationale (link to challenges and opportunities) • « To… » : • Underlyingrationale (link to challenges and opportunities) • « To… » : • Underlyingrationale (link to challenges and opportunities) • « To… » : • Underlyingrationale (link to challenges and opportunities)

43. The vision and ambition will be reviewed by peers during the next Academy seminar, before organizing 3 thematic workshop at the city level to design the strategy to meet our vision Next Steps • Share the results of the Vision and Ambition seminar with the Digital Cities management team: 2nd May • 2nd Academy seminar with all the participating cities to the Digital city challenge: 16 & 17th May • Peer review of each city vision and ambition • Exchange of good practices to implement this vision • Workshop(s) at city level to operationalize the Vision and Ambition in the Digital Transformation Strategy: Mid-July • 1 local strategy workshop to synthesis the strategy to implement the vision – Due Date: End August

44. Contacts • Carlos Hinojosa [carlos.hinojosa@technopolis-group.com] • Pierre Bastien [pierre.bastien@rolandberger.com]  • Morgane VeilletLavallée [morgane.veillet-lavallee@technopolis-group.com] • Jacek Walendowski - project leader [jacek.walendowski@technopolis-group.com]