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DIGITAL CITIES CHALLENGE – Assessment Report guide
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DIGITAL CITIES CHALLENGE
Digital Transformation Strategy for the city
of Karlskrona
Innovated, designed and manufactured in the
I-Hub of Karlskrona
25/03/2019
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Digital Cities Challenge Digital Transformation Strategy for the city of Karlskrona: Innovated, designed and manufactured in the I-Hub of Karlskrona Fredrik Sjölin, CDO Karlskrona municipality Pär Weström, support consultant CARSA with the contributions of the Digital City leadership team Carl-Martin Lanér, CEO Karlskrona municipality Thomas Johansson, department manager Karlskrona municipality Pia Holgersson, enterprise manager Karlskrona municipality Martin Andersson, Professor Blekinge Institute of Technology Andreas Larsson, Innovation Leader Blekinge Institute of Technology Per Johansson, CDO Region Blekinge Martin Åkesson, CEO at Almi Joakim Thiel, Business Development at Blue Science Park
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Table of contents
Executive Summary: Karlskrona digital transformation ......................................................... 4
1. Introduction to the Digital Cities Challenge ................................................................... 8
2. Overview of the digital maturity assessment for Karlskrona .......................................... 10
3. Mission and Ambition statements ............................................................................... 12
4. Innovated, designed and manufactured in the I-Hub of Karlskrona: the Digital
Transformation Strategy for the city of Karlskrona .............................................................. 13
4.1. Strategy orientation .................................................................................................... 13
4.2. Operational objectives ................................................................................................ 16
5. Digital strategy roadmap and planned activities ........................................................... 20
5.1. Overview of proposed activities .................................................................................. 20
5.2. Three pilot activities: .................................................................................................. 26
6. Strategy governance .................................................................................................. 27
Appendix I : Table of abbreviations and definitions ..............................................................28
Appendix II: List of strategy workshop attendees and contributors........................................ 30
Appendix III: List of roadmap workshop attendees and contributors ...................................... 32
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Executive Summary: Karlskrona digital transformation
Karlskrona a central node in the Digital Cities Challenge network
The Digital Cities Challenge, an initiative of the European Commission, helps to achieve
sustainable economic growth in Karlskrona through the integration of advanced technologies.
The initiative fosters complementarities and synergies between existing policies involving
digital priorities e.g. economic development, smart city, sustainable growth, climate action,
and digital skills and planned policy actions supporting digital transformation.
Karlskrona is a growing economy where both industrial and commercial areas are expanding
fast. The municipality itself, the naval base, the county hospital and Blekinge Institute of
Technology (BTH) are all among the largest employers in the municipality. The municipality
holds a comprehensive range of IT and telecom companies, including many examples of
world-leading development, for example Ericsson, Telenor, Blue Science Park, Blekinge
Business Incubator and Hyper Island.
Vision Karlskrona 2030 is the basis for the strategic work of the forthcoming term of office
and was adopted in November 2012 − aiming for Karlskrona to grow and to get more
residents, jobs and visitors. The Development Plan for Smart city Karlskrona have the overall
aims to provide a simpler daily life for people and businesses, smarter and more open
administration to support innovation and participation and higher quality and efficiency in
activities. The work is organised in four programme areas: E-administration, E-health,
Digitalising schools and Smart city.
The ambition is that Karlskrona will act as model for other Swedish and European cities. By
developing and testing novel policy levers in a collaborative approach with the involvement of
other cities as peers it will demonstrate how to reap the benefits offered by the transformative
power of digitisation. It will showcase how to fill the gaps which are currently hindering
Karlskrona to advance and capture the benefits of digital transformation.
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The digital transformation strategy for Karlskrona: Innovated, designed and
manufactured in the I-Hub of Karlskrona
Karlskrona's leadership team is headed by Carl-Martin Lanér CEO at Karlskrona municipality
and is composed of participants from the municipality who work with business issues, the
university, finance industry, innovation and acceleration park of Blekinge region. The
participants have a well-developed network of contacts and are well aware of the local
business challenges. The steering committee has developed a proposal for 20 key city
stakeholders representing all five categories, public, finance, industry, infrastructure and
education.
The steering group made a proposed mission statement, based on Vision Karlskrona 2030.
Vision Karlskrona 2030 is the basis for the strategic work of the forthcoming term of office
and was adopted in November 2012 - based on broad dialogue with citizens, companies and
associations - aiming for Karlskrona to grow and to get more residents, jobs and visitors.
The mission statement was discussed and established during the vision and ambition
workshop. Proposals for ambition statements were worked out through group work at the
workshop. The proposals formulated during the workshop were not finished statements, so
they were completed by the steering committee and sent to review to key city stakeholders.
On this basis, the city of Karlskrona has defined the following mission:
To become an innovation hub in a sustainable growing region with the best
conditions for an expansive business that is at the forefront of the international
market.
In order to reach this goal, it will pursue the following ambitions:
To design and develop educational and research environments that stimulate
innovation and growth to initially motivate and ensure long-term skills building and
resource supply
To promote Karlskrona's culture of cooperation for innovation and business
development through new working methods and shared governance between PPPs
To develop and use Karlskrona as a neutral, transparent and open reality lab with
acceleration environments and synergies for sustainable innovation and technology
development
To promote Karlskrona's attraction through clear leadership and collaboration, as well
as communicate a common goal for the city's digital transformation towards a
sustainable society
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The roll-out of this strategy will be guided by the implementation of seven operational
objectives:
OO1: To map the regional competence need to solve digitization challenges.
OO2: To develop/support digital coaching for the next step in digitization.
OO3: To create/promote test beds, technology spaces and open arenas for
cooperation between different stakeholders.
OO4: To create a long-term budget for cooperation and digital transformation.
OO5: To challenge the public procurement process through creative solutions
(Innovation Procurement, OPI, RFI).
OO6: To create/establish a communication platform/PR-package to spread
information regarding digital transformation.
OO7: To promote the use of open data, as well as collaborations around it.
The strategy roadmap for the city of Karlskrona
The city has identified the list of activities to be implemented in the short, medium and long
terms, in order to make its strategic mission and ambition a tangible reality. As such, a total
of 55 specific activities have been identified, under the different operational objectives of the
strategy. Examples of key activities to be implemented as part of the strategy include: Create
a tool for mapping digital skills; Design tailor-made training in the future of digitalisation; and
Develop a library of contract templates to use when collaboration and testing starts, to
handle procurement. The three activates has been identified by the local working group as
the pilot activity for immediate implementation, in order to launch the implementation phase
of the digital transformation strategy and start generating immediate results.
The outlines of the governance of the digital transformation strategy have also been defined:
Karlskrona municipality owns the strategy and will include the results in the strategy of
growth that will be completed during the spring of 2019. The Digital Cities Challenge
leadership team has decided to keep the superstructure as small as possible and build on
existing company-promoting actors and established networks. The established Digital Cities
Challenge leadership team will continue to supervise the overall work until a possible change
is implemented. It is primarily public actors who will act as implementing agents. Private key
city stakeholders who are willing to support specific activities will be welcomed. Private
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actors must receive support through financing or business opportunity in the near future after
an activity has begun.
Last but not least, a performance framework for the strategy has also been designed in light
of conducting regular monitoring and appraisal of the strategy implementation.
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1. Introduction to the Digital Cities Challenge
According to the recent data, 72% of the EU’s population lives in cities, towns and suburbs,
making them the engines of the continent’s economy. Cities generate 85% of Europe’s GDP,
they also face multiple, interconnected challenges, including energy and climate change,
employment, migration, social inequality, and water, air and soil pollution.
However, through advanced digital technologies, Europe has the opportunity to re-invent the
way we manage our cities’ development and respond to the big societal challenges, such as
efficient health management, cleaner environment, green mobility, and offering great-value
jobs. Due to their high density, cities are put in a very good position to create innovative
ecosystems made up of a wide array of different stakeholders from government, industry,
finance, academia, communitarian organisations, social partners, etc. Cities have the
capacity to make policies become reality.
In this context arises the Digital Cities
Challenge, an initiative of the European
Commission with the main purpose to
support the cities in their path to digital
transformation. The support to be offered
will speed up the digital transformation and
the industrial modernisation of cities in
order for them to take full advantage of the
4th industrial revolution.
This initiative draws inspiration on the
recommendations set out in the "Blueprint for cities as launch pads for digital transformation".
In addition, it will reinforce the networking among model cities, facilitate their participation in
on-going European initiatives in similar policy fields, strengthen stakeholder collaboration,
cross-regional partnerships and stimulate investments.
The selected Digital Cities receive support and the possibility for city representatives to
participate in a series of capacity building and networking seminars. These activities take
place in four Academy seminars during which cities share practices, take advantage of peer
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to peer learning and work together and in thematic groups on the steps of their
transformation trajectory.
The commitment of Mayors is key to the success of fostering economic growth, increasing
prosperity as well as well-being across European cities. The engagement of political
leadership will be of much value to achieving digital transformation in European cities,
providing strategic orientations and ensuring that the process of developing and
operationalising the strategy supporting digital transformation is translated into a portfolio of
relevant actions supporting each other towards achieving a common goal and tailored to the
local context. Such efforts need coordination to ensure that effort and dedication undertaken
by the city administration is directed to best effect.
As a result of this, the Digital Cities Challenge has directly engaged with the Mayor of the
supported cities. In December 2018, the on Mayors Conference was organized in Brussels to
reflect upon the ongoing work and co-design the technological transformation trajectory of
European cities.
This digital transformation strategy presented in this document has been developed in the
framework of the field advisory services delivered. It represents the main output linked to the
participation of the city in the Digital Cities Challenge. The strategy will be the main guiding
document for the city to embark on its journey to unleash the power of digital transformation
for growth and competitiveness.
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2. Overview of the digital maturity assessment for Karlskrona
In the assessment phase, a majority of the respondents answered that there is (at least to
some extent) a shared vision amongst most of the city's stakeholders on digital development.
However, some indicated that stakeholders have no shared (or only partially shared) vision
on digital development. Apparently, there are large differences in perception among the
utilities representatives.
The most common view is that there is acknowledgement of the need of collaboration
between digital and non-digital stakeholders, but limited collaboration in practice. The
existence of a tech-community with stakeholders from various sectors in the city is also
confirmed.
There is high agreement among the stakeholders that networking events for digital
companies organised in the city result in visible business development. With respect to
events bringing together digital and non-digital companies, the views are mixed which
lowering the total average score for Networking and mentoring.
All stakeholder types give high scores on access to local IT providers, indicating that there
are many local ICT service providers offering a multitude of services responding to the needs
of the local industry. On the contrary, the embracement of Industry 4.0 concepts scores
relatively low, indicating that manufacturing companies acknowledge the importance of
industry 4.0, but there is still large disparity between those in the process of digital
transformation and those that are not. While agreeing that companies acknowledge the
importance of cybersecurity and privacy procedures city and industry stakeholders appear to
have different views on the level of implementation.
Private investors appear to be willing to invest in digital companies, while instruments
connecting investors with businesses are lacking; on the other hand, they are reluctant to
invest in non-digital companies for digital projects. Public finance scores the lowest score
possible:
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The SAT results indicate that there are innovation labs/accelerators/fablabs in the city; 4
stakeholders think they are not very accessible for non-digital companies while 2 think that
they are (BBI and Blue Science park are mentioned as examples).
The most common view is that there is some awareness about the importance of digital
development for SMEs through testimonials or case studies, but it has limited reach;
however other opinions exist.
Most stakeholders think that the broadband infrastructure is adequate for the digitalisation of
local industry (it is neither driving nor hindering digitalisation). With respect to mobile internet
coverage in Karlskrona the majority of the city is covered by 3G/4G.
A separate assessment report has been produced for the city of Karlskrona, as part of the
Digital Cities Challenge initiative.
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3. Mission and Ambition statements
Mission statement of Karlskrona:
To become an innovation hub in a sustainable growing region with the best conditions for an
expansive business that is at the forefront of the international market.
Vision and ambition statements:
1. To design and develop educational and research environments that stimulate
innovation and growth to initially motivate and ensure long-term skills building and
resource supply
2. To promote Karlskrona's culture of cooperation for innovation and business
development through new working methods and shared governance between PPPs
3. To develop and use Karlskrona as a neutral, transparent and open reality lab with
acceleration environments and synergies for sustainable innovation and technology
development
4. To promote Karlskrona's attraction through clear leadership and collaboration, as well
as communicate a common goal for the city's digital transformation towards a
sustainable society
With our statements we have identified the need to enhance and match skills and education
for short and long term innovation as well as increase the overall Digital skillset, Companies'
digital competencies and Support services. Also to improve and promote the culture off
cooperation on a long-term and serious basis with methods to support and develop the
Digital skillset, Companies' digital competencies, Community and Support service and
Governance & leadership. Further, to develop and use our test labs for reality labelling for
technical testing, results analysis and scaling up our innovation capacity by good
Infrastructure, Access to data, Support services and Community. Focused collaboration and
clear governance & leadership will increase Karlskrona’s attraction and set the ground for
Top class marketing through clear common objectives and delivery of results.
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4. Innovated, designed and manufactured in the I-Hub of Karlskrona: the Digital Transformation Strategy for the city of Karlskrona
4.1. Strategy orientation Karlskrona's digital transformation strategy builds on an existing co-operation culture in the
city and, in order to achieve the overall goal of becoming an innovation hub in a sustainable
growing region with the best conditions for an expansive business, it focuses on
competence, cooperation and communication.
Competence: Concerns education, research and skills. The first step is to create a
clearer picture of the competence needed to exploit the potential of digitization
(OO1)1. The mapping phase will clarify what areas to target through digital coaching
(OO2).
Cooperation: Competence and innovation are also created and fuelled through
cooperation. The digital transformation strategy focuses on creating spaces for
cooperation (OO3), sustainable in the long term (OO4). The Municipality also
recognises the need to examine ways to work more closely with the private sector
(OO5).
Communication: In order to spread information regarding digital transformation,
activities and results, a communication platform is an important part of the strategy
(OO6). This can also serve as a way to promote the use of Open Data (OO7).
1 See chapter 4.2 for more details on the operational objectives (OO).
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Box 1 The links to other existing strategies at the city level
Karlskrona municipality works strategically with business development with support of
digitization. Development plan for the smart Karlskrona was adopted by the General
Council 2017-05-18. The plan describes why, what and how the municipality should work
with digitization to target the three goals
Simpler everyday life for citizens and businesses
Smarter and more open management that supports innovation and participation
Higher quality and efficiency in the business.
The development plan therefore aims at facilitating accessibility, information, treatment,
competence, efficiency and legal certainty to the municipality's service and administration.
The digital transformation strategy complements the development plan by directly targeting
the companies' business development, economic development and competitiveness
through the use of digitization. The strategy is based on existing ecosystems such as Blue
Science Park, Almi, Blekinge Institute of Technology, Region Blekinge and digitally mature
companies. The ecosystem has since been supplemented by more company-promoting
organizations, financial organizations and non-digitally mature companies.
The following figure provides an overview of the full digital transformation strategy for the city
of Karlskrona. The individual components are described in further detail in the following
sections and sub-sections.
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Figure 1 Overview of the Digital Transformation Strategy for the City of Karlskrona
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4.2. Operational objectives Operational objectives reflect the means through which the city of Karlskrona will achieve its
ambition statements. They are called operational because they are of an actionable nature.
They represent the ‘how’ behind the high level strategic vision which has been developed by
the local working group. As demonstrated in the following figure, operational objectives are
linked to one or several ambition statements. The city of Karlskrona has identified seven
operational objectives for its digital transformation strategy.
The following table provides a more detailed presentation of each of the operational
objectives. The operational objectives are connected to several ambition statements; hence
they are registered repeatedly in the list below.
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Table 1 Presentation of the operational objectives of the Digital Transformation Strategy for the city of Karlskrona
Ambition statement Operational Objectives Success Factor
1. To design and develop educational and research environments that
stimulate innovation and growth, to initially motivate and ensure long-term capacity building and resource supply.
OO1: To map the regional competence need to solve digitization challenges.
Communicate in a way that raises the interest of each company/organization to map its own needs. Use simple/clear tools to gather data. Linked to Digital Blekinge.
OO2: To develop/support digital coaching for the next step in digitization.
Relevant, simple, matches the competence needs mapped in OO1.
OO3: To create/promote test beds, technology spaces and open arenas for cooperation between different stakeholders.
Gather ongoing initiatives/activities and package them. Identify what's missing. Important that they are relevant.
2. To promote Karlskrona's culture of cooperation for innovation and
business development through new working methods and joint
management of public-private partnerships (PPPs).
OO1: To map the regional competence need to solve digitization challenges.
Communicate in a way that raises the interest of each company/organization to map its own needs. Use simple/clear tools to gather data. Linked to Digital Blekinge.
OO2: To develop/support digital coaching for the next step in digitization.
Relevant, simple, matches the competence needs mapped in OO1.
OO3: To create/promote test beds, technology spaces and open arenas for cooperation between different stakeholders.
Gather ongoing initiatives/activities and package them. Identify what's missing. Important that they are relevant.
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OO4: To create a long-term budget for cooperation and digital transformation.
That there is funding available. Connect to the budget targets for Karlskrona municipality.
OO5: To challenge the public procurement process through creative solutions (Innovation Procurement, OPI, RFI).
Knowledge of the options. Dare to try/implement.
OO6: To create/establish a communication platform/PR-package to spread information regarding digital transformation.
Relevant, simple and clear. Knowledge of what is being done. Cooperation between stakeholders. Central focal point + active stakeholders. Clear communication channels.
OO7: To promote the use of open data, as well as collaborations around it.
That there is Open Data. Understanding of what Open Data is and how it can be used. Benefits, uses? Public players need to be more successful in opening their data. What is requested? Budget per public actor.
3. To develop and use Karlskrona as a neutral, transparent and open reality lab with acceleration environments
and synergies for sustainable innovation and technology
development.
OO2: To develop/support digital coaching for the next step in digitization.
Relevant, simple, matches the competence needs mapped in OO1.
OO3: To create/promote test beds, technology spaces and open arenas for cooperation between different stakeholders.
Gather ongoing initiatives/activities and package them. Identify what's missing. Important that they are relevant.
OO6: To create/establish a communication platform/PR-package to spread information regarding digital transformation.
Relevant, simple and clear. Knowledge of what is being done. Cooperation between stakeholders. Central focal point + active stakeholders. Clear communication channels.
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OO7: To promote the use of open data, as well as collaborations around it.
Availability of Open Data. Understanding of what Open Data is and how it can be used. Benefits, uses? Public players need to be more successful in opening their data. What is requested? Budget per public actor.
4. To promote Karlskrona's attractiveness through clear leadership
and collaboration, as well as communicate a common goal for the city's digital transformation towards a
sustainable society.
OO4: To create a long-term budget for cooperation and digital transformation.
That there is funding available. Connect to the budget targets for Karlskrona municipality.
OO6: To create/establish a communication platform/PR-package to spread information regarding digital transformation.
Relevant, simple and clear message/structure. Knowledge of what is being done. Cooperation between stakeholders. Central focal point + active stakeholders. Clear communication channels.
Karlskrona's digital transformation strategy, linked to the mission and vision statements, was defined with basis on a strategy workshop. It
builds on an existing co-operation culture in the city and focuses on competence, cooperation and communication as three cornerstones
of the overall mission of becoming an innovation hub in a sustainable growing region with the best conditions for an expansive business.
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5. Digital strategy roadmap and planned activities
The roadmap is the component of the digital transformation strategy that describes the practical implementation of the strategy, including
priority activities and governance. Priority activities refer to the specific actions through which the strategy will be implemented. An activity
can be described as a tangible and concrete action, which has a beginning and an end, accompanied by a specific objective and
resources for its implementation. The results of activities (i.e. outputs) are meant to contribute to reaching the operational objectives
identified in the previous section.
5.1. Overview of proposed activities The digital transformation strategy for the city of Karlskrona will be implemented through a group of activities, identified in the framework
of the Digital Cities Challenge initiative. Activities are meant to contribute to reaching the operational objectives defined in the strategy,
which in turn will contribute to the city’s ambition and mission. The list of priority activities may be expanded with time. For now the city
has decided to implement 55 activities, as described in the following table.
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Operational Objectives 2019 2020 Main implementing partner
i.e. owner of the activity
OO1: To map the regional competence need to solve digitization challenges.
Develop/identify basic problems/needs that can be changed through digital tools/solutions
TBD
Create or use a tool for mapping digital skills Region Blekinge and
Karlskrona municipality
Create a map of the regional competence need to solve digitization challenges
Use existing networks driven by e.g. KFH, BTH and
BSP. Support by Region Blekinge, Karlskrona
municipality and Hyper Island
OO2: To develop/support digital coaching for the next step in digitization.
Overall grip on the needs of coaching on those who are "late", individuals/SMEs + best * measures/initiatives
Region Blekinge and
Karlskrona municipality
Network events, meetings & Education KFH
Run 2-4 breakfast seminars in interesting technology areas
HiQ
Let more student groups from HI work with companies in the region to prepare them for a future digitization
Prepare companies for the cultural mind shift that needs to be done before a future digitization
Hyper Island (Clara)
Design tailor-made training in the future of digitalisation, including coaching within this
Hyper Island (Clara)
Educate companies in Digital Awareness Hyper Island (Clara)
Needs workshop. Kick-start workshop. Innovation day. Knowledge Breakfast.
Blue Science Park
Educational efforts. Security Awareness. TrueSec och BTH
Lecture in Digital Sustainability K.O.
Create a resource centre for digital coaching TBD
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Coordinated long-term efforts for increased digital participation
Region Blekinge, Karlskrona municipality, Swedbank, all other actors that want to
contribute
Involve students at schools and educational institutions to identify the need for digitization in society
Actors in the field of
education
Creative seminars training, distance education, FB, etc.
CGI
Public competence centre KFH + BTH (EMA/Henrik)
OO3: To create/promote test beds, technology spaces and open arenas for cooperation between different stakeholders.
Meeting place at KFH KFH
Useful resources available at BTH within e.g. healthcare, software consultancy Etc. Where student projects can drive innovation in eHealth and digitization
BTH (Erik L)
Take out a couple of fall studies for digitization. Proposal: Sustainable transport solutions
BTH (Henrik Ny) Link to existing project "Combined mobility in Blekinge" with Energy Office Southeast
Case studies on smart houses and cities - projects underway within "Energy Cooperation Blekinge"/Good House
BTH (Henrik Ny -Energy Office Southeast)
Invite Jeremy Rifkin to lecture BTH (Henrik Ny)
Design and manage prototyping processes Hyper Island (Clara)
Develop the concept The city's control room further
Affärsverken + BTH
Blue Science Park is an arena today - develop further
Blue Science Park
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Use and market existing arenas and tech Accelerator
Tech Accelerator Blue Science Park,
Karlskrona municipality, Business, BTH
Develop a library of contract templates to use when collaboration and testing starts. To handle LOU etc. Running on a small scale?
Blue Science Park
(+CGI+Region Blekinge?)
Continue to work with and spread the work within IoT Blekinge
Affärsverken, MiljöTeknik,
Karlshamns Energi, OlofströmsKraft
Blue Science Park - develop the concept AM
Create a car sharing app Rby-Kar
Customize bus tours + times after phone movements and test free public transport for one month. Follow up on car traffic, exhaust, satisfaction via app.
Offer Cloud Lab and production environment for the purpose
Business
Develop the test beds and test arena BSP
OO4: To create a long-term budget for cooperation and digital transformation.
Follow up on upcoming announcements and collaborate on applications to the Swedish Agency for Economic and Regional Growth finances kick-start workshops
Cross-functional roles should be promoted/created
Affärsverken
Create concrete projects between business and region for common digital challenges. Welfare technology e.g.
Business, Karlskrona municipality, Region
Blekinge
Budget for funding Budget for funding Karlskrona municipality,
Region Blekinge
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Compile the savings potential in healthcare and care in a pedagogical, starting from the person in the centre
Cross-functional roles companies <--> companies, municipal as well as cross-border (PPP)
Affärsverken, Karlskrona municipality, Region Blekinge, Business
Coordinate activities for maximum impact - create "we" feeling.
TBD
OO5: To challenge the public procurement process through creative solutions (Innovation Procurement, OPI, RFI).
Start making smaller innovation procurements within any part of the municipality to test
Business, Karlskrona municipality, Region
Blekinge
Marketing and other activities to makte use of Region Blekinge consultant checks in the best way
Region Blekinge
Allocate funding from the municipality and region, use the Smart City Forum as part of the RFI step
Karlskrona municipality,
Region Blekinge
Respond to various innovation procurements HiQ
eHealth innovation project develops OPI agreements
BSP
OO6: To create/establish a communication platform/PR-package to spread information regarding digital transformation.
Coordinated work between Karlskrona’s brand and ongoing activities.
Karlskrona municipality and
all actors
We have/are building a 3D model all over the municipality, which contains information from building heights, number of lamp posts, bus stops etc., which are searchable and analysable. In this model, infinitely large amounts of data can be entered and then analysed in real time and distributed. E.g. parking spaces that are vacant, noise levels, vacancies, building permits, etc. This visual platform could be the basis for citizens, entrepreneurs, politicians and internally at e.g. authorities to connect information and easily locate and search further in new information.
Karlskrona municipality
Citizens-oriented communication initiative that explains Smart City solutions in a creative and educational way
Karlskrona municipality
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Educate/coach company (KFH) to answer national measurements
HiQ
OO7: To promote the use of open data, as well as collaborations around it.
Identify data sets in the municipality that can be classified as open data
Karlskrona municipality and
all actors
Publish Karlskrona municipality datasets in standardized manner
Set resources to manage systems for managing and publishing open data in a standardized manner.
Karlskrona municipality
Marketing events to promote open data and encourage the use of open data
Karlskrona municipality and all actors that want to
contribute
Ask each organization to publish the data they have
Take into account security and train in what is open data + Create & show examples of used open data
Karlskrona municipality, Region Blekinge, all other actors that can contribute
Publish open data in a standardized manner. Preferably national, international
Karlskrona municipality
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5.2. Three pilot activities: In order to begin the implementation of the strategy, the city of Karlskrona has decided to
carry out three key activities.
Create or make use of an existing tool for mapping digital skills. It is important to
understand the current situation and the needs of the companies in order to succeed
with the digital transformation. A map that shows the companies' level of competence
provides an opportunity to develop and carry out activities that provide the best
possible support and it also facilitates coordination of activities from different actors.
Design tailor-made training in the future of digitalisation. Based on the
competence mapping, different types of training activities can be designed where all
key city stakeholders together provide support. It can be anything from lectures,
inspirational seminars or tailor-made strategy workshops for a specific company.
Develop a library of contract templates to use when collaboration and testing
starts, to handle procurement. It is a challenge to use procurement in a correct but
at the same time effective and creative way. Problems can arise when the
participants have low experience of procurement, the work can stop or withdraw on
time and there is a risk that the ideas developed cannot be completed. Through a
library of produced templates, the procurement procedure is facilitated and can
instead be turned to something positive.
The three activities have been identified by the local working group as the pilot activities
for immediate implementation, in order to launch the implementation phase of the digital
transformation strategy and start generating immediate results.
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6. Strategy governance
Karlskrona municipality owns the strategy and will include the results in the strategy of
growth that will be completed during the spring of 2019. Karlskrona municipality runs a
Smart city forum where representatives from both public and private businesses meet.
The purpose of the forum is to create a close understanding of each other's needs and
challenges, but also to find business opportunities where private actors can support the
challenges facing society and the public actors. The smart city forum will be one of the
primary collaboration methods within the Digital Cities Challenge implementation phase.
The Digital Cities Challenge leadership team has decided to keep the superstructure as
small as possible and build on existing company-promoting actors and established
networks. The established Digital Cities Challenge leadership team will continue to
supervise the overall work until a possible change is implemented. It is primarily public
actors who will act as implementing agents. Private key city stakeholders who are willing
to support specific activities will be welcomed. The Digital Cities Challenge leadership
team have the opinion that private actors must receive support through financing or
business opportunity in the near future after an activity has begun.
Last but not least, a performance framework for the strategy has also been designed in
light of conducting regular monitoring and appraisal of strategy implementation.
Digital Cities Challenge leadership team
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Appendix I : Table of abbreviations and definitions
Digital Cities Challenge (DCC)
The Digital Cities Challenge initiative, was launched by the European Commission in
November 2017 and scheduled to run until August 2018. It helps cities (The Digital Cities,
referred as DC) develop and implement digital policies that can transform day to day life for
residents, businesses, workers, and entrepreneurs.
Digital City Teams (DCT)
Each participating Digital City has a Digital City Team which will be in charge of managing
and coordinating the involvement of the city in the Challenge. Digital City teams will include
a) the core team which consists of one Lead Expert, one Local Expert, one Support
Consultant as well as Thematic Experts; and the b) the Digital City leadership team which is
made up of representatives of the city (i.e. local elected officials, local public servants, and
the designated project management team).
Digital Transformation Trajectory (DTT)
The Digital Transformation Trajectory refers to the evolutionary path a city follows while
taking part in the initiative, from the preliminary assessment of the digital potential of the City,
to the definition of the City’s digital transformation strategy and roadmap.
Field Advisory Services (FAS)
Field Advisory Services are services provided by the Digital Cities Challenge to Cities
through-out the duration of the initiative. The Field Advisory Services include the organisation
of one assessment visit and a number of local workshops, which will gather local
stakeholders involved in defining the digital transformation strategy of the City.
Key Performance Indicators (KPIs)
The objective of the KPIs is to collect data that can diagnose the current status in terms of
digital maturity and measure the progress made by cities during and at the end of the Digital
Cities Challenge initiative. The KPIs will facilitate the activities of the policy makers and
stakeholders of cities when identifying and addressing the bottlenecks and obstacles of the
processes of digital transformation and industrial modernisation. They will also enable the
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right identification of the key success factors of the different initiatives and actions
undertaken.
Self-Assessment Tool (SAT)
The objective of the SAT is to identify the starting points for discussion on how to (further)
develop, reshape and improve the digital transformation strategies of European cities. It is an
online-tool developed by the project with a set of questions and corresponding response
options to be filled in collectively by a set of stakeholders such as industry representation,
utility companies, education and research and financial institutions. The SAT covers eight
key dimensions: Infrastructure, Open data, Digital skillset, Digital competencies of
companies, Community, Finance, Support services, Governance and leadership.
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Appendix II: List of strategy workshop attendees and contributors
Organisation
Karlskrona municipality
Attended
Carl-Martin Lanér
Karlskrona municipality Thomas Johansson
Blekinge Institute of Technology Andreas Larsson
Blue Science Park Joakim Thiel
Almi Martin Åkesson
Knowledge management Ann-Christin Nielsen
Knowledge management Mats-Peter Krantz
Sigma Ann-Sofie Axelsson
Swedbank Patrik Henningsson
Consid Peter Thorman
Region Blekinge Tommy Brånhede
Region Blekinge Petter Åkesson
Cybercom Johnny Karlsson
Affärsverken Mikael Zelmerlöw
City Network Johan Christenson
Milou Jessica Söderlund
Karlskrona municipality Sandra Carlson
Karlskrona municipality Mats Hellman
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Karlskrona municipality Eleonor Karlsson
Karlskrona municipality Lars Wihlborg
Karlskrona municipality Fredrik Sjölin
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Appendix III: List of roadmap workshop attendees and contributors
Organisation
Karlskrona municipality
Attended
Carl-Martin Lanér
Region Blekinge Per Johansson
Blekinge Institute of Technology Henrik Ny
Blue Science Park Joakim Thiel
Almi Martin Åkesson
Swedbank Patrik Henningsson
CGI Åsa Malmen
CGI Magnar Harestad
KFH Eva-Marie Andersson
Consid Jim Andersson
Consid Peter Thorman
Region Blekinge Tommy Brånhede
Region Blekinge Helena Andersson
AllBinary Tomas Sareklint
Truesec Mikael Lagström
Karlskrona municipality Ann-Sofie Silverskär
Region Blekinge Petter Åkesson
Cybercom Johnny Karlsson
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Hyper Island Clara Öquist
Region Blekinge Tobias Johansson
City Network Johan Christenson
Region Blekinge Pia Vingestråhle
Region Blekinge Anna Althini
Region Blekinge Christer Nilsson
Sweco Ingar Vebjörnsen
Affärsverken AB Björn Sernhed
Blekinge Institute of Technology Josef Ström Bartunek
Blekinge Institute of Technology Peter Schlyter
Blekinge Institute of Technology Siamak Khatibi
Hyper Island Hanna von Buxhoeveden
Hyper Island Vivian Madsen
Hyper Island Joelle Caporaso
Karlskrona municipality Mats Hellman
Karlskrona municipality Lina Thorell Nordström
Karlskrona municipality Lars Wihlborg
Karlskrona municipality Fredrik Sjölin
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