TRANSFERABILITY STUDY

CARD4ALL – “YOUR CITY IN YOUR POCKET”

June 2018

TABLE OF CONTENT 1.1: INTRODUCTION 4

1.2: EU POLICY CONTEXT 5

1.3: GOOD PRACTICE DESCRIPTION 6

1.3.1: THE CITIZEN CARD USER JOURNEY 8

1.3.2: THE CITIZEN CARD STATE OF ART 9

1.3.3: FUTURE DEVELOPMENTS 12

1.4: GOOD PRACTICE TRANSFER POTENTIAL 12

2.1: INTRODUCTION 18

2.2: PARTNERS PROFILES 19

2.2.1: SUCEAVA “T HE ENTRANCE GATE TO BUCOVINA ” 19

2.2.2: JURMALA “T HE BIGGEST RESORT CITY OF LATVIA ” 22

2.2.3: SASSARI “A CITY OF SERVICES ” 24

2.2.4: AVEIRO “WHERE NATURE AND RESEARCH COMES TOGETHER TO INCREASE WELFARE ” 28

2.2.5: CLERMONT FERRAND “L ABORATORY OF INNOVATION ” 31

2.2.6: ANTWERP “A METROPOLIS ON A HUMAN SCALE , A CITY THAT IS CULTURALLY RICH WITH A NEVER -ENDING APPETITE FOR INNOVATION ” 34

2.3: TRANSFER POTENTIAL ASSESSMENT 36

3.1: INTRODUCTION 42

3.2: TRANSFER NETWORK METHODOLOGY 43

3.2.1 EXPERIENTIAL LEARNING STAGE 44

3.2.2 REFLECTIVE LEARNING STAGE 45

3.2.3 CONTEXTUAL SUPPORT FOR LEARNING 46

3.2.4 NETWORK MEETINGS WITH URBACT SECRETARIAT AND NUP S 47

3.2.5 VIRTUAL MEETINGS 47

3.2.6 THE AD -HOC SUPPORT 47

3.3: NETWORK OUTPUTS 48

3.4: COMMUNICATION AND DISSEMINATION 48

CONCLUSION 49

CARD4ALL, "Your city in your pocket", is a Transfer Network focused on the implementation of innovative services and technologies through a Citizen Card System. It allows cities to gather information to improve their services and participative processes. It can be applied to promote social inclusion, local trade, urban mobility and sustainable living, thus creating a Smart City with Smart Citizens. This Urbact Good Practice presents a high potential for transferability and replication in different European cities and contexts.

3 / 51

THE GOOD PRACTICE

1.1: Introduction In recent years, several smart card solutions for public and private services of cities with different technical infrastructures and business models has emerged considerably, which triggers new business and technical opportunities . Today smart cards are utilized in a wide range of service domains including finance, health, government, leisure and transportation. Appropriate standardization on interoperability and security of smart cards has an important impact in this development. The use of smart cards as an alternative mean for public services has become a viable option for many cities . Up to now, several smart card solutions have been proposed and implemented with different technical requirements and business models. They are assuming different forms like; destination cards, tourist card, city pass, tourist pass, loyalty cards, citizen card or city card. By offering great value and convenience, smart card solutions have become an important asset for cities to engage with citizens , increase productivity of public services, attract tourists and other benefits. The city of Gijón realized 16 years ago the untapped potential that a Citizen Card could bring to the quality of life in the city by enabling life in cities to be smoother and quicker and allow for more time for things that people truly value: family, motivating tasks, and enjoyable leisure. Citizen Card helps people to save time in their daily activities like commuting and shopping, or reduce the costs of housing, mobility or home appliances and other services. During this time, the city of Gijón has broadened and improved the offered services in the Citizen Card. Furthermore, it has consolidated its versatility thanks to the existing direct proportionality between the increase in the offered services and the use by the citizens, thus the motto “Gijón in your pocket” and the project branding sentence “Your City in Your Pocket”. Once the project was launched, in 2002, Gijón participated in a European work group about Smart cities, to discover good innovative practices related to it. The Citizen Card established itself as an identification method with access to several municipal services, as well as a method of payment for them. The card’s objectives from the beginning were: to offer citizens good quality services, have one card for all municipal actions, improve existing functions and add new ones. Gijón City Council wanted to modernize its institutions , improve the infrastructure and apply modern working techniques to offer citizens good quality public services and make Gijón into a role model regarding electronic services thanks to the possibilities brought about by the birth of the Citizen Card. CARD4ALL , is a partnership led by Gijón (ES), with Suceava (RO), Jurmala (LV), phase I partners, and Aveiro (PT), Sassari (IT), Clermont-Ferrand (FR) and Antwerp (BE) as enlargement partners for phase II. The network is committed with the good practice and it shares the identity of being small and medium sized European cities . By participating in CARD4ALL project, the cities have the opportunity to develop their digital strategy, to increase transparency of the information available to the citizen, to promote healthy habits, socialization and social inclusion and to facilitate the participation of citizens in relevant issues about their city. To leverage the good practice knowledge and to make it transferable to other cities a set of activities was performed, such as: desk-research, a survey to city card users in Gijón, site visit from the Lead Expert (LE) to Gijón and 2 transnational meetings organized in Jurmala (May 2018) and Gijón (July 2018). This was complemented with extensive email and skype communication between the CARD4ALL partners and the Lead Expert. The following 12 steps approach was implemented to develop the Transferability Study :

4 / 51

Step 1: LE visit to the Good Practice city (May); Step 2: Good Practice questionnaire – Transferability Potential – (June/July); Step 3: KoM in Jurmala (June); Step 4: Good Practice survey in Gijón (July); Step 5: Cities questionnaires 1 st version – July; Step 6: Meeting in Gijon with all the partners (July); Step 7: Cities questionnaires 2 nd version – 7th of September; Step 8: First draft of transferability study – 7th of September; Step 9: Virtual meetings with the partners (skype, phone, …); Step 10: Site visits to the city partners (if needed); Step 11: Second draft of transferability study - 14 th of September; Step 12: Final version of transferability study – 21 st of September;

1.2: EU Policy Context Information and Communication Technology (ICT) accounts for half of the productivity growth in the EU; thus, the launch of the Digital Agenda that seeks the development of ICT networks and provision of digital interactions with public services ranging from obtaining information to managing administrative procedures and online voting. The Digital Agenda presented by the European Commission (EC) forms one of the seven pillars of the Europe 2020 Strategy , setting growth objectives for the EU by 2020. In this way, it aims at a better use of ICT’s potential to foster innovation, economic growth and progress. This idea was already underlined in the e-Europe 2005142 Action Plan approved by the Seville European Council in June 2002 with the aim to translate the widespread internet connectivity already promoted by the e-Europe 2002143 action plan into increased economic productivity and improved quality of and access to services for all European citizens based on a secure infrastructure available to the largest possible number of people 1. The Urban Agenda for the EU , adopted by the Pact of Amsterdam in May 2016, sets digital transition as one of the key priorities to be implemented in EU urban authorities, requiring integrated action at the EU level by multi-level cooperation to enforce it locally. Regarding the EU’s Urban Agenda, we would highlight the Digital Transition Partnership that deals with some of the topics that will be covered in the CARD4ALL Transfer Network : e-government, key enabling technologies, urban platforms and data, standardization and interoperability . This approach is thus reinforced by the European Smart Cities Initiatives : the future of European cities can only be smart and without a well planned and executed digital transition there will be no smart cities. Progress on the digital transition is an essential pillar for the next steps towards smarter cities and societies. One of the thematic objectives present in the EU Cohesion Policy during 2014-2020 is "to enhance access to, and the use and quality of ICTs". This includes developing ICT products and services and strengthening ICT applications for e-government, e-learning, e-inclusion, e-culture and e-health . Citizen Cards as an instrument are directly connected to this objective but the main goal for CARD4ALL Transfer Network is to emphasize that Citizens Cards are multipurpose enablers that strengthen research, technological development and innovation to contribute to a better urban environment and social inclusion by promoting policies (use of public transport, recycling, social benefits, etc...). The following examples can help to illustrate the perspective mentioned above:

1 http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=URISERV%3Al24226

5 / 51

The Citizen Card will contribute to a sustainable urban living because it promotes and facilitates the use of public transport as well as other sustainable ways of transportation such as bikes, car sharing or electrical vehicles. The Citizen Card identifies people and it contains details about their socio-economic situation ; this fact allows us to adapt the prices of the different services, contributing by this way to the reduction of poverty. The Citizen Card concept is becoming increasingly popular around the world – sometimes with services run by municipal services, tourist authorities, sometimes by a company. The concept appeals to both the service providers and the users. There are several initiatives at EU, Member States or city level as mentioned in the Transferability Study that are paving the way in terms of legal, political and technical framework for the implementation of city cards.

1.3: Good Practice Description The Citizen Card started on 2002 as an answer to the lack of a tool that Gijón in a nutshell.... allowed both the payment and access to municipal and city Located in the North-West coast of services. The implementation has been gradual; the Spain. Biggest city in the region of Asturias model is scalable and allow joining up services in an easy way and at low price. The development was Economic Activity based on industry and services to industry directly carried out by municipal staff with the collaboration of the main service providers. Around 28.000 licenses of economic activity, mainly SMEs and 11.000 self The implementation has been accomplished in the employers following phases: Current unemployment rate: 19,47 %. Launching Phase 2002-2004: Analysis of 22.115 unemployed people (57% women) alternatives business model options, such as Pioneer in the establishment of Social Eurocities WG, banks, Coins and Stamp Factory. Agreements with the local stakeholders After the analysis the city decided to develop their 274.068 inhabitants own card with no commissions to pay to third 93% living in urban areas parties, open, for different payments and high 5% migrants

commercial speed. Launching the first card with 22% under 30 years old; 25% over 60 integration of libraries, swimming-pools and years old buses; Displaying Phase 2004-2008: The aim of this phase was to add new services and broadening the population coverage. Services available: Net of citizens automatic terminals, access to public toilets and urban facilities, access to shared-use bicycle system “Gijón Bike” and access to vehicles in restricted traffic areas; Strengthening Phase 2008-2018: The aim of this phase was to incorporate the development of public policies addressed to social inclusion. Services available: free urban transport to children under 13 years old, Social Bonus to access to sport and cultural activities, access to museums and the Art and Industrial Creation Center, access to telephone services; Access to shared-use vehicles service: “GIJÓN SE MUEVE” (Gijón is moving), Access to WI-FI: GijónWIFI and Cards for enterprises. The developments continue to date.

6 / 51

Regarding the benefits achieved thanks to the Citizen Card use, those are the following: Integration of several services in one card, since Our organization… the current one substitutes former ones (libraries, Budget 202 Million Euros 2.000 employees pools, transport…). Decentralized structure: 11 public Proximity to public services thanks to the model companies/ foundations owned by the established by the card, allowing both natural and municipality legal persons to interact with the Public Centralized system of management: Administration in a faster and easy way by Municipal ERP identifying themselves through the Web or the Approach: Impact on Services, Citizen Terminals. Organizational adaptation Staff: ready for changing, strong Improve the citizens’ quality of life with citizen orientation accessible services that save time when compared Part of a process of digital with face-to-face procedures. transformation and modernization of More available hours thanks to the Citizen public administrations Terminals network . Any natural or legal person can have a Citizen Card. Easy to use thanks to the contactless card that Our Local Group… Name: Communication and new speeds procedures and allows for a more efficient projects service (Gijón City Council) use of new communication technologies. Name: Public Transport Company Diminishes proceedings and unnecessary costs (EMTUSA) since the card does not have an expiry date. Name: Waste Management Company Applications can be face-to-face or online, (EMULSA) depending on the citizen’s needs. Name: Local Traders Association Any person can benefit from the services offered Name: Youth Department (Gijón City Council) whatever their place of residence is. Name: Joint Society of Tourism Name: Financial Department (Gijón Thanks to all the improvements applied and those that City Council) can be implemented in the future, the Citizen Card Other Gijón City Council departments consolidates itself as a basic mechanism regarding the as needed during project citizens relationship with the services offered by Gijón implementation. City Council and a distinctive symbol of the city. The ULG leader is Mr. Pedro López The Citizen Card fulfils the following objectives: Sanchez, Head of Communication and New Projects Service Offering to the citizens quality services and an easy access; Promote integration of several services in one card; Facilitate the participation of citizens in the city life at different levels, such as: political, social, sports and leisure, cultural, education and others; Encourages the use of public transport contributing this way for a sustainable mobility; Promotes social inclusion by facilitating the access and use of social bonus; Promote healthy habits and socialization; Contributes for the city digitalization strategy; Make use of the data generated by the Citizen Card to increase transparency on the information available in the city.

7 / 51

1.3.1: The citizen card user journey The user journey starts by applying for a Citizen Card at Gijón City Council or at the Citizens Services offices available in the different districts of the city or online. It is necessary to present the necessary application form to obtain the Citizen Card, as well as: For natural persons: National Identity Card (DNI) and a Passport sized photo. If the applicant is a minor, the father, mother or legal tutor will act as representative and present their DNI, the minor's Passport sized photo and the family register; For legal entities: professional association members, organisations, resident associations and any other non-legal entity, a company or association logo, tax identification number (CIF), legal documents and a legal representative, alongside with an accredited document stating that he/she can represent the entity.

The Citizen Card can be received by ordinary mail or collected at any of the Citizen Services Offices as indicated by the applicant in the application form and shall be accompanied by an informative letter containing instructions on how to obtain the PIN code. Physically , the user can obtain the Citizen Card at any of the Citizen Services Offices. Anybody who uses public services can apply for the Citizen Card, regardless of whether they are a resident in Gijón or not . The card is Currently, more exclusively personal and non- than 332.283 transferable . It substitutes citizens +1.229 other identification systems, companies (data previously in use, like the from May 2018) library card or the public have a city card. swimming pool pass. The document is essential to use several public services. The Citizen Card do not expire! Nowadays the number of Citizen Card user’s evolution until 2017 issued cards is higher than the population of Gijón , which in 2017 reached 271,987 inhabitants. This number can be explained, since the card is not limited to residents in the city or the municipality, because the aim with this card was to go beyond borders and open the doors to any person that needs the services offered by the city. The frequency of Citizen Card use has an average of 32.000 uses/day and around 1.000.000 uses/ month, meaning that seven users out of ten (66,3%) use their card at least once a week . Age is another factor to take into account when it comes to the card’s use analysis. In this case, the 30-50 years old group is the one with the highest number, 36%, followed by the 51-70 group with 25%, and a 16% for the 13-29 group. These three groups make up more than 75% of the total cards issued, which can be explained because they represent the group where the services offered by the card are needed or demanded the most. The card has become a key part of Gijón Smart City Strategy, upon taking shape as an identity element of the City.

8 / 51

1.3.2: The citizen card state of art To find out more about the citizen card, during CARD4ALL phase 1, Gijón conducted a survey with the following fact sheet: Survey universe: 239,4750 individuals older than 15 who live within the municipality of Gijón (INE, 2017); Geographic scope: municipality of Gijón; Type of survey: computer-assisted personal interview (CAPI); Sample size: 700 valid interviews which have a margin of error of ±3,77% with a 95,5% confidence level under unfavourable conditions (p=q=0,5) for the total sample. Margin of error increases in small subsamples, for example, by age or gender; Type of sampling: stratified and multistage sampling with proportional allocation establishing previous gender and age quota. Random selection of the sample; Fieldwork: from July 5th to July 12th 2018; Statistical significance: Chi-Square and T-Student.

As can be seen in the graph below, people interviewed use the Citizen Card frequently, at least once a week , with predominance in public transportation and to access cultural and sport activities, like: museums, libraries, swimming pools and the public bike service.

Users are satisfied and rate the Card with 8.9 points of 10 . They value its good performance (8.8 points) and suggest that information about the Card could be improved (7.1 points).

The Gijón Citizen Card is a master key that allows access to many Public Services in the quickest and easy way. The Citizen Card services have been reinforced and broadened thanks to the citizens’ collaboration and

9 / 51

service providers, allowing access to multiple services, such as public transport with more than 1 million uses per month, 6 municipal swimming pools with more than 10.000 regular users, golf courses, public libraries and more than 12 media centres with a monthly average of 25.000 users, Gijon bikes with 8 pick-up points around the city and up to 64 bicycles available, free access to 18 public toilets, access to car parking with an average of 14.200 tickets sold per months … all of them with great visibility. The following table shows the full Visibility Use Average Quality rating Services list of citizen card services , the (%) (%) (from 1 to 10 points) visibility perception for the users , 010-Gijón responde 0,4 33,3 9,0 the frequency of use and the Access to Gijón-bici 26,6 37,1 7,9 quality rating for each service . bike service The data was collected in July 2018 Access to public toilets 11,4 70,0 7,7 and reflects the answers of 700 city Access to museums and 11,1 78,0 8,9 card users. Laboral Arte Access to public The most popular and used service swimming pools and 40,3 64,5 8,5 is public transport (EMTUSA) , golf courses known by nine out of ten Opening of organic 1,9 53,8 8,0 respondents (89.9%) and used by waste containers almost all of them (97.8%). Public libraries and 42,4 70,0 9,1 Jovellanos Library (*85,6) (*61,7) (*8,9) There are services which remain Aquarium discount 4,9 38,2 9,0 unknown (for example, Gijón se Gijón se mueve 0,1 100 10,0 mueve) and some others which are Gijón Wi-Fi 3,9 77,8 8,1 outstanding and exceed the 40% of Enrollments (courses, 11,3 57,0 8,7 positive rating (such as, the access etc.) (*81,4) (*33,9) (*8,4) to public libraries and sport Online municipal office 2,1 26,7 8,5 Payment of Controlled facilities). The level of use among 1,1 50,0 8,5 the respondents who know the Parking Zone Electric vehicle service is high (an average of 0,0 0,0 --- 56.1%). recharge 3,3 34,8 8,4 Booking of facilities When identifying the service and (*65,3) (*11,2) (*8,1) Urban public ask about visibility, the increase of 89,9 97,8 9,0 transport: bus visibility is remarkable for some (*99,6) (*90,7) (*8,9) services as can been seen in red at EMTUSA the table (*). Citizen Card ATM use 6,1 65,1 8,6 Besides the services for the citizens, tourists and visitors, the Gijón Citizen Card is also used to facilitate the life of public servants in their daily work . Services suck has the clock-in/out, access to restricted areas of public buildings, e-signature or having access to printers in different public services are also available for all public servants. The Citizen Card is mandatory for all public servants in Gijón. Finally, users were asked about the image of the Citizen Card. One out of three (35.3%) has a very positive image and six out of ten (63%) have a good opinion. Almost all the users value the card positively (98.3%) , which matches the level of general satisfaction (97.3%). The main reasons for the good image are the good performance. Another relevant learning from the Gijon team and from the survey was about the Software & Hardware which supports the Citizen Card. Gijón Citizen Card is Contactless - Card MiFare© mit chip inside – that’s make the card easy and faster to use and request low maintenance. The card includes a magnetic strip because the car parking service provider (O.R.A.) doesn’t has the contactless system. The software needed is a central database of card-owners, a program for coding and printing and an Application Programming Interface (API).

10 / 51

All the cards are personalized with a photo, the first name, surname, ID card identification and issue date. Printing a photo on the card increase the production cost of the card but it brings benefits for the service providers that easily can make the card owner identification. Also, it increases the emotional link between the card and the user. The Hardware to deliver a ready to use card, is a digital camera, blank cards, printers, consumables, lectors and Automated Teller Machine (ATM) to charge the cards.

At the present, there are 22 ATM’s located in different neighbourhoods, that allow the users to pay their bills, taxes, register at training courses, sports facilities, change the ID card PIN, census registration form, and other kind of functionalities. The ATM’s are available 24 hours a day and all days of the week and around 325.000 users per year.

1,9% 5,6%

6,3%

62,7%

23,5%

Highly satisfied Satisfied Indifferent Unsatisfied Highly unsatisfied

The ATM’s deserve a more careful analysis at the present because Gijón option to use the ATM’s 16 years ago nowadays could be questionable. There are new interface options between the users and the Citizen Card which at the time did not exist. The financial investment needed to equip a city with ATM´s could be high, however, it’s important to give voice to Gijón citizens to assess the relevance of the ATM’s today. Most of the interviewed people have used a Citizen Card ATM (77.1%) and believe they would continue using the ATM (72.2%) even if they could do the operations/procedures from their mobile phones/devices (77,2%). Half of the people interviewed think that the number of ATMs is enough (52%), while four out of ten think it is necessary to have more. The good performance of ATMs is highly valued among users , although they suggest some improvements on the usability and maintenance to avoid difficulties when using. The Business model and Operation of the Citizen Card in Gijón is characterized by a strong local context. The Citizen Card is issued by the Gijón City Council to whoever applies for it totally free of charge. Its renewal due to expiring or changing services will not carry any additional cost. In case of loss, damage or theft, the Card holder can apply for a new one but will be required to pay a fee as established in the Taxes and Municipal Public Prices Regulatory Ordinances. The card is municipal owned, does not have any type of commission and is not required to have a bank account associated. This way the city has freedom to operate the card, to add or remove services, to add or remove functionalities and to provide a better public service to the citizens. However, this option led to the implementation of a single business model adapted to Gijon context , which consists of the following steps: Step 1: User charges the city card; Step 2: The card money is credited to the Public Transport Company;

11 / 51

Step 3: The user makes use of the card in multiple services with different services providers; Step 4: Monthly each of the services issues an invoice to the Public Transport Company to be rewarded for the services provided to the users. Based on this model the Citizen Card is successfully operating without the need of a financial partner. Gijón strongly recommends that to have freedom to operate is important to control the follow of money in the Citizen Card. Another important aspect of the Citizen Card business model is the capacity to manage and deliver social benefits to groups that has special rights . For example, some users can have special discounts, children can use the public transports for free. This functionality of the citizen card makes it a social inclusion tool to be used by the municipality.

1.3.3: Future developments The CARD4ALL project is an opportunity for all the cities to co-create the new generation of Citizen Cards . Based on this common interest, the survey in Gijón addressed a set of questions to understand what the evolution of the Citizen Cards could be. For that, the respondents were invited to give their feed-back about new services or functionalities, such as: payment of private services, use the card as a loyalty card, gamification and a card app.

The citizens are very positive of having more services on the city card and ideas such as the loyalty card and gamification strategies linked to positive civic attitudes such as: recycling or use of public transport, had a high level of agreement. On the other hand, there are some reservations about including private services and use the city card trough a mobile app .

1.4: Good Practice Transfer Potential The Good Practice Transfer Potential is based on a deep understanding of the context in which the good practice has been developed (section 1.3), and into which the good practice will be transferred (section 2). The assessment of the good practice relevance in the context of the city partners is based on 7 criteria presented in the following table: Transfer Assessment Criteria Potential Lead Expert Assessment Concerning the “realistic” criteria, the potential for transferability is high. There are different versions of … realistic , as some good practices Citizen Card’s in use in different European cities, may, in theory, have a high impact, which creates a good understanding about the topic. but are actually difficultly applicable Also, the cost and benefits assessment, in terms of outside of their home context systems components, organizational costs, human resources and others, are positively evaluated by the CARD4ALL network. … context-specific , i.e. guarantee a Concerning the “ context-specific” criteria, the certain degree of similarity exists with potential for transferability is high. The major concern

12 / 51

regards to the geographical, socio- is about the current legal frameworks that can differ on economic and institutional a per-country basis. However, CARD4ALL cities preconditions of participating cities confirmed the political will to move forward with the citizen card and this will facilitate to overcome any barrier during the project implementation. Concerning the “mutual” criteria, the potential for transferability is high. This assessment is based on … mutual , i.e. resulting from an phase I meetings with all city partners, where Gijón actual dialogue between the Gijon and presented capacity to deliver the good practice and the the cities – capacity to deliver partners motivation to engage in a learning and sharing journey. … concrete , i.e. focusing on practices Concerning the “concrete” criteria, the potential for that can actually be concretely transferability is medium. At this stage of the project is changed or influenced at the cities end difficult to assess the change that the good practice can make in the city partners. Concerning the “incremental” criteria, the potential for transferability is medium. The key point is … incremental , as new practices need Interoperability and at this stage, interoperability is not to be embedded to current practices guaranteed: there is a multitude of standards and and future prospects infrastructural requirements that will be addressed as part of CARD4ALL . Concerning the “critically reviewed” criteria, the potential for transferability is high. Privacy is a big … critically reviewed , as even the concern for the users. The individual is losing control most obvious success story can never when confronted to activities such as profiling, be fully transposed elsewhere without behavioural targeting, social sorting, dynamic pricing, being adapted blacklists, constant surveillance… As part of CARD4ALL, personal data will be critical reviewed and discussed. … durable, i.e. no magic solutions or Concerning the “durable” criteria, the potential for quick fixes will foster long-term transferability is high. The best evidence is the 16 years changes of attitude and have long- old of the Gijón Citizen Card and the 8 years of standing impacts Antwerp A -Kart.

High Medium Low

An advice from Gijon team to the network that is important to bold, and underline is the following; “Gijon Citizen Card took us 16 years to develop, so make it step by step”. The table below structures the “Good Practice Transfer Potential” by service available in the Gijon Citizen Card. All the services are listed, the service provider is identified, the level of difficulty to implement the service is identified and a short description of the service is provided. On the other side of the table, dedicated to the “Expression of Interest from CARD4ALL partners” , each city partner identify if the service provider is internal or external to the municipality, if they are interested in including the service in their own citizen card and comments about the service. Based on this table is possible to assess the good practice transferability at service level.

13 / 51

Good Practice Transfer Potential table City card Service Level of Short description of the service Internal External Interested in Comment Services provider difficulty service Service including the service in the city card (Yes or No) Services available on Gijon City card Expression of Interest from CARD4ALL partners 1 Transportation Public High Payment of bus tickets. This system X(RO) X (LV) Yes (LV) Transportation is managed by a public Transport allows you to add funds to the card’s X (IT) X (PT) Yes (RO) undertaking under the Municipality of Company electronic wallet. The ticket’s price X (BE) Yes (IT) Sassari (IT) will be subtracted every time the Yes (PT) It’s a private company that runs these holder uses any bus. Yes (FR) services, under the public tender led by No (BE) the municipality (PT) In Flanders we have a regional public transport which makes integration plans too complex. (BE) 2 Payment and Sports Medium The Citizen Card grants access and X (LV) Yes (IT) Few sport facilities, as football and booking of Departm can be used to pay for the sports Yes (FR) basket stadiums, are managed by sports facilities ent facilities regarding individual use X (BE) Yes (BE) private operators by public concession or by way of the Sports (IT).At the moment the city is rethink Subscription .The Citizen Card also the improvement of sports facilities allows you to schedule and pay for and its management, so it will be a the different sport facilities’ courts question in the more distant future through the web or at any Citizen (PT) Terminal . 3 Libraries and Culture Low The Citizen Card grants you access X (LV) Yes (LV) The city run libraries are already Mediathéques Departm to all municipal libraries and X (IT) Yes (RO) included in the A-kaart project. (BE) ent Jovellanos Public Library , on-site X (PT) Yes (IT) identification, book consultation X (BE) Yes (PT) and book withdrawals . The Citizen Yes (FR) Card lets you access the municipal Yes (BE) media libraries . 4 Enrolment on Culture Medium The Citizen Card is needed to sign X (LV) Yes (LV) This can happen in a second phase (PT) cultural and Departm up for the different courses and X (PT) No (IT) sports courses ent/ activities as a valid form of X (BE) Yes (PT) This is already the case for activities Sports identification.You can do it through Yes (FR) organized by the city (BE) Departm the web or at any Citizen Terminal . Yes (BE) ent It will display different options like inscriptions, bookings, renovations,

14 / 51

being able to check a list of Gijón City Council activities and courses, as well as printing any related certificates. 5 Wifi Gijón Low If you want to use free WIFI in X (LV) Yes (LV) Can you elaborate on this a bit more? City public spaces, it is required an X (IT) Yes (IT) We do have a local city online profile Council identification through the Citizen X (PT) Yes (PT) that allows access to certain pages on Card Yes (FR) our website. With these credentials you can hook into a city network of wifi. Is this what you mean? (BE) 6 Free access to Culture Very low Entry will be free of charge for X (IT) No (LV) We have free of charge parking in all municipal Departm Citizen Card holders that can X (BE) Yes (RO) city area, but we have entry fee to drive museums ent confirm their identity and present it Yes (IT) in the city except Jurmala citizens. on any of the Gijón/Xixón Yes (BE) (LV) municipal museums network The Museum is not owned by the Municipality, it is under the coordination of the County Council, but a partnership between the Municipality and the City Council is feasible. (RO) 7 Parking External High The Citizen Card enables you to X (RO) X (IT) Yes (LV) There is no such service in Jurmala. payment company pay the O.R.A zone parking tickets. X (PT) Yes (RO) (LV) O.R.A You must recharge your electronic X (BE) Yes (PT) wallet in any of the parking meters Yes (FR) found around Gijón for that same No (BE) purpose. 8 Free access to External Medium The Citizen Card lets you use the X (PT) No (LV) There is no such zone with permitted public company public toilets installed throughout No (IT) access in the city, only one pedestrian bathrooms JcDecau the city free of charge. Yes (PT) street that can be easily accessible by x Users without the Citizen Card must vehicles from other streets. (LV) pay the established fee. The municipality has not any public There are 18 completely automatic bathrooms (IT) public toilets in total. 9 Vehicle access n.a. n.a This service is no more available, X (BE) Yes (LV) There is no such service provided by to old but a citizen Card can be used for No (IT) municipality yet. We have only town this purpose Yes (PT) rentable bikes in the city. (LV) Yes (FR) Sassari manages the access to the Yes (BE) restricted traffic zones of city centre by eletronical facilities to detect plates (IT)

15 / 51

The city is defining a restricted area to residents (PT) 10 Free access to External Medium Gijón City Council lets Citizen Card X (RO) X (IT) Yes (LV); There is no such service provided by public Bike company holders use bicycles to freely move X (PT) X (BE) Yes (RO); municipality yet, but when JCC will be JcDecau around town thanks to the Gijón- Yes (IT); implemented, probably there could be x Bici project. Currently, there are 8 Yes (PT) such service. (LV). The Bike Sharing operating stations with 64 bicycles Yes (FR) System it will be available under the available for use. Yes (BE) payment of a fee (PT). But not for free (FR) 11 Citizen access Gijón Low The Citizen Card grants you access X (RO) Yes (RO) After all the system is implemented this to personal data City to personal information (municipal X (BE) No (IT) can be a possibility (PT) online Council census, status of applications being Yes (PT) processed, etc.). The Citizen Card Yes (BE) In Antwerp we use the digital profile to has a PIN code (Personal unlock personal information on the Identification Number) that will be website of the city. (BE) required to access to p ersonal data. Services available only to Gijon public servants 12 Clocking in/out Gijón Low Municipal employees use the X (LV) X (BE) No (LV) As the distance work gets more system City Citizen Card to check in/out the X (IT) No (PT) popular, there is no need for such Council time when they arrive and leave No (BE) system and there is no plan to use their workplace. It is also used to employer’s cards that way. (LV) allow access to the different buildings only for those who have permission. 13 Recharge EDP medium It is available for everyone/ not only X (RO) X (IT) Yes (LV) There is no such service provided by electric cars (energy for public servants. The Citizen X (BE) Yes (RO) municipality yet. (LV) provider) Card is needed to sign up for it. Yes (PT) Recharge systems for electric cards is Once the Card has been obtained, it Yes (FR) under development but once ready, the will need to be activated; you have Yes (BE) service will be externalized to a private to visit EDP’s commercial office. company (IT) Your card will be completely activated in a couple of days. There will be no charge for this service. 14 Car sharing Gijón Medium Gijón City Council has a fleet of X (BE) No (LV) There is no such service provided by City vehicles (cars, vans, etc...) that can No (PT) municipality yet. (LV) Council be used by the municipal employees Yes (BE) A car sharing service is under that have permission. You do not evaluation (IT)

16 / 51

need a key to open the car, you can open it with the Citizen Card 15 Electronic Cl@ve Medium It is not really a service offered by X (BE) Yes (LV) There is no such service provided by signature National the Citizen Card. Some people have No (PT) municipality yet. (LV) Initiative a chip stuck on the card to sign Yes (BE) Sassari public servants use a dedicated official documents software (IT) Future services not available in the good practice but of potential interest 16 Promote Gijón Medium Our idea is to develop a loyalty card X (BE) Yes (LV) There is no such service provided by commercial City to encourage the consumption in the Yes (IT) municipality yet. (LV) trade into small Council local shops Yes (PT) business, as together No (BE) well as with the discounts at Traders attractions, Associati shops, bars and ons restaurants 17 Use of Waste High Currently we are running a pilot X (RO) No (LV) There is no such service provided by recycling bins Managem project with some neighborhoods to X (BE) Yes (RO) municipality yet. (LV) ent control the opening of organic Yes (IT) Company rubbish bins Yes (PT) Since November 2017 the underground Yes (FR) recycle bins in the city can be operated Yes (BE) with the A -kaart. (BE) 18 Develop new Gijón Medium We have a test version where users X (BE) Yes (LV) There is no such service provided by internet services City can recharge, see the movements of Yes (IT) municipality yet. (LV) (mobile app, Council the Citizen Card Yes (PT) We strive to have one profile connected …) Yes (BE) with one ID to increase usability and promote a singular way of identifying inhabitants. (BE) 19 Companies - High We do not have any project related X (BE) X (RO) Yes (LV) There is no such service provided by Corporate card to this Yes (RO) municipality yet. (LV) to carry out No (IT) procedures with Yes (PT) We strive to have one profile connected the local Yes (FR) with one ID to increase usability and Administration Yes (BE) promote a singular way of identifying companies. (BE) The transfer potential for the different services is high , even if in some cases due to the local context, some services are not a priority for some cities. The work done until the end of phase I to assess the transfer potential will continue in the first 3 months of the project phase II and will culminate in a Transfer Plan to be delivered in March 2019.

17 / 51

2. PARTNER PROFILES

2.1: Introduction CARD4ALL , is a partnership led by Gijón (ES), with Suceava (RO), Jurmala (LV), phase I partners, and Aveiro (PT), Sassari (IT), Clermont-Ferrant (FR) and Antwerp (BE) as enlargement partners for phase II. The network is committed with the good practice and it shares the identity of being small and medium sized European cities. For a growing European economy, the health and wealth of these small and medium sized cities and their connected hinterlands should carry as a priority. By participating in CARD4ALL project, the cities will have the opportunity to develop their digital strategy, to increase transparency of the information available to the citizen, to promote healthy habits, socialization and social inclusion and to facilitate the participation of the citizens in the relevant issues that concern the cities life. The following image shows the geographical coverage of the network and presents key data for each city.

The Transfer Cities have different levels of developments of their Citizen Cards (from planning until public- private cooperation) The participation in the Transfer Network CARD4ALL is a good opportunity to explore new functionalities and to review and improve the ones that they have now taking into account different needs and context. As each model of Citizen Card is different and some services are complementary, the city partners will benefit from each other's experience learning from their processes of implementation and also from their failures.

18 / 51

2.2: Partners Profiles This key section presents a profile of each transfer partner. Drawing upon the city’s questionnaire, available material provided by each city, transnational meetings in Jurmala and Gijón, lead expert visit to Gijón, regular virtual meetings between the Lead Expert and the cities and desk research.

2.2.1: Suceava “The entrance gate to Bucovina” The north-east Romanian city of Suceava, one of Romania’s oldest settlements, has been the capital of Suceava County since 1388. We are planning to have a city Suceava lies 450 km from Romania’s capital Bucharest, on a main card in the next 5 years European highway. Figuring on UNESCO’s World Heritage List, Suceava is home to orthodox monasteries and churches, and a 14th century castle. The locality is situated on the Suceava River, We do not use an employer card separating the old town of Suceava from the newer integrated at the municipality neighbourhoods of the city, respectively Burdujeni and I ţcani. At the level of Suceava, the structure of employees by economic activity highlights three main activities in terms of local labor force absorption, services, industry and trade. The services are diversified and provide jobs for approx. 41% of employees in Suceava. The industry, dominated by the manufacturing industry, has a share of 35.8 in the total number of employees, and the trade, the third activity offering jobs, provides 21.9% of the paid jobs. In constructions field there are approx. 10% of the total number of employees, and primary activities taken cumulatively (agriculture, forestry, fish farming) do not exceed one percent. Industry is also being restructured under the impact of lower demand for its products and reducing consumption. Tourism is considered an economic activity with great potential to generate development. Among the most important resources to support the future development of Suceava, tourism occupies the first, followed by local resources and industry. In the category of local resources, variables were introduced as local human resource, local intelligence, existing monuments, and opportunities to increase employment through job creation. Services, and in particular trade, are still perceived as exploitable and revenue-generating resources, and the attraction of European funds can be an important resource for development. The purpose of implementing the Citizen Card system in Suceava is related to: facilitating access to urban mobility, culture, recreation; ensuring social inclusion in the entire local community (i.e.: the card can be used by citizens living in more isolated Our motivation is to implement residential areas to participate in local cultural events a Citizen Card system to use through access to cultural institutions by using local means ICT with direct addressability of transport: public transport, bicycles); to identify city challenges and facilitating sustainable local development and as a driver to sustain local implementing the concept of "one city for all citizens"; development. encouraging the active participation of younger generations, socially disadvantaged and elderly people in the life of the local community, increasing the degree of their inclusion; increasing the quality of life in the local community; facilities for tourists;

19 / 51

One of Suceava Municipality’s goals is to become a SMART city and to accomplish this, the Municipality must strengthen the management capacity, by coordinating the work of municipal Our main existing assets that departments, working on common project-based approaches with can facilitate the long time horizon that address long time goals. Cooperation between implementation of the city municipal departments is essential to provide quality services for the card are an experienced population. institutional capacity, an IT and European projects As partner in the Action Planning Network – SMART IMPACT, department, and Political project co-financed under URBACT III, Suceava Municipality commitment. developed the Integrated Action Plan , which is a strategic Also, ongoing investments in document and, at the same time, an open document, that defines the urban mobility and main objectives and actions to be taken in order to improve recreational places that can be transparency, enhance communication with citizens, involve the later linked with the Citizen citizens in the process of decision making through a participatory Card. approach, improve public services by making them more accessible, A set of services that can be friendly and time-saving. linked to the Citizen Card, Implementing a Citizen Card system is part of this SMART such as: Electric vehicles fleet strategy , but, to be successful, we consider that this system must be owned by the Municipality and implemented in a phased manner and ultimately result in a electric bikes; Cultural comprehensive system that includes a very large range of public institutions owned by the services. Municipality; Underground parking, public paid parking A first challenge would be to create the “home” unit department, lots; that is to involve in the process of implementing the Citizen Card system all municipal departments in charge with providing public services. The persons involved in this process will work together, share data, improve the quality of services through simplifying Our contribution for the procedures and finding efficient and transparent solutions. network is based on our A second challenge is the stakeholder partnerships are also very implementation experience of important and challenging. On a long term, the stakeholders’ 5 URBACT projects. We do involvement is essential to exchange information, build capacities, have experience in working expand resources, enhance revenues and implement improvements inside transnational in the Citizen Card system. partnerships, transfer of best practice examples and know- As local public authority, Suceava Municipality must conduct public how from most advanced procurement for all services, supply or works contracts. Therefore, European cities to local the biggest challenge in implementing any kind of projects, is to stakeholders, dissemination of have a proper, well drafted and comprehensive tender project’s results and documentation, which complies with the demands of the project, identification of solutions for and, at the same time, offering the potential bidders all the necessary securing funding to data so that they can understand the needs of the contracting implement the Citizen Card authority and offer the most efficient solutions. This is where the system. “home” unit plays a very important role, since it is its job to having identified and decided the services that can be provided through the Citizen Card, and all that such a system implies: infrastructure, management of the system, knowledge in the IT area, risk We plan to fund the Citizen management, and so on. Card implementation with own Suceava Municipality has used public consultation in other funds (municipality budget), important projects, when defining local strategies and plans, ERDF funds and other private therefore the general feeling is that the citizens and organizations are founders. willing to take part in consultation meeting if these meetings are properly organized and they are informed in advance about the topic and which are the Municipality’s expectations from them.

20 / 51

Our ULG: ULG coordinator: Cezar Olariu – Suceava Municipality Regarding the CARD4ALL project, we expect a higher interest from the ULG, since the project’s output is not focused only on a strategic document, but can also result in a Citizen Card, something palpable that is of real use for the population. Name: City Council of Suceava Municipality Short description : deliberative decision-making body Name: County Council of Suceava Short description: county deliberative decision-making body, which has under coordination important cultural institution (museum, Suceava castle) Name: S.C. Transport Public Local S.A. Suceava Short description: local public transportation operator Name: “Stephen the Great” University of Suceava – Faculty of Electric Engineering and Computer Science Short description: educational unit Name: “Matei Visniec” Theatre Short description: cultural institution owned by the municipality Name of Organization: relevant departments from the municipality ( Automatic Data Processing Service-IT department, Authorization of Commercial Activities Service, Local Transport Authorization Authority Compartment) Short description: IT department, local transport authority department; Authorization of Commercial Activities Service Name: INTERMEDIA Television Short description: mass-media Name: GEC Bucovina Short description: NGO Name: Bucovina Museum Short description: cultural institution Name: SHOPPING CITY SRL Suceava Short description: retailer

A day in Suceava for Constantin, 40 years old, in 2021

I TOOK the public electric bike to the library today. I borrowed some books about cooking to make a surprise to my family. I remember when I came to Suceava in the early ‘80s, the library was a place to borrow information, and people had things all over the place. Now it’s quite the opposite: information is everywhere, and we can borrow things from the library with the Suceava Citizen Card that I used before to rent the electric bike. Things change!

After dinner the whole family went to the city hall where we had a live meeting with electronic polling, discussing what new developments we need here in Suceava in the coming year. I’m doing this since the establishment of a Local Group for a European project named Card4all . Since then that we meet once per week.

21 / 51

2.2.2: Jurmala “The Biggest Resort City of Latvia” Jūrmala is the only resort city in Latvia and the first Latvian city to be admitted to the European Spas Association. It is the second largest We are planning to have a city city in Latvia after Riga. J ūrmala is surrounded by water from two card in the next 5 years sides - the city's southern side borders with the coasts of the Lielupe River for 30 kilometres, but the city's northern edge - with the Gulf We use an employer card at the of Riga for 24 kilometres. municipality Jūrmala's beach, slightly over 24 km in length, is formed of fine white silica sand, which has been brought here by the coastal stream over thousands of years. The beach is a great place for resting and health strengthening: the rustling waves have a calming effect, the fresh air rich in phytoncide and ionized by the sea has a beneficial and healing effect on the respiratory tract, walking barefoot on the soft, warm sea sand massages your feet in the summer, as well as strengthens and relaxes them. The Gulf of Riga encloses the whole of J ūrmala's 24 km - long northern side. In the south, Jurmala is bounded for 30 km by the second largest navigable Latvian river Lielupe. In the narrowest point opposite Lielupe's bend Ban ķis, between Majori and Dubulti, it is only 380 meters wide. J ūrmala's western territories between Sloka and Ķemeri feature lakes, swamps and wetland forests, Jurmala’s curative resources are concentrated here. The rest of J ūrmala is known as a Climatic recreational resort. The city has natural forest areas around Dzintari, Vaivari and Valteri. Particular attention is paid to environmental protection. About 48% inhabitants are of Latvian nationality, 37% are Russians, 4% Byelorussians, 3% Ukrainians, 2% Poles and other nationalities, including unspecified nationality population . At the autumn 2016, Jurmala City Council signed a contract with local company for a 5-year period to implement Jurmala Citizen Our motivation for the Card (JCC). The contract includes following activities: development of Jurmala Citizen Card (JCC) is included

Issuing JCC to seniors; as a task in the main strategic Issuing JCC to pupils; development document of Development of IT system; Jurmala for the period of 2014- Installation of turnstiles in schools. 2020. The main role for the JCC within this contract is to give concrete statistics on citizens that are using public transport to calculate the number of subsidies that municipality has to provide to the public transport company as well as the amount of subsidies that municipality has to provide to the catering companies that provides free of charge catering in schools. By implementing JCC, the municipality will get concrete numbers thereby reducing the probability of a mistake and ensure sound budget planning and use . But when thinking about smart cities and nowadays technologies, it is clear, that functionality mentioned before is just the very beginning of Smart Citizen Card and there are plenty of services that can be included into the card to make it friendlier for citizens and get wider use of ICT.

22 / 51

Considering that JCC is being developed for all citizens of municipality and to promote the use of it in wider range, the challenge for Jurmala municipality is to find the right services to be Our main existing assets that provided by the municipality and local entrepreneurs together with can facilitate the the most suitable technological solutions. implementation JCC are the: The political decision was made , the deputies has made their city government decision decision to go forward with City Card development in 2017. for implementation of the city card; A procurement procedure was made in November 2017 and the city government task to contract signed between the municipality and the company “BMS keep track of provided Technologies” to issue the citizen cards to seniors and pupils, to subsidies; establish turnstiles in schools and to develop IT system according to signed agreement between the need of the municipality. city council and city card One of the priorities of the Executive director of the municipality providers and IT system is to implement the Citizen card and the main reason for this is to developers. perform scrupulous control of the subsidies flow provided by the municipality. This is the main driving force of the implementation of citizen card and ensures persistent interest of politicians to support it. There are challenges that needs attention for a successful Our contribution for the implementation of the Citizen Card, like the: integration of IT network is based on our work systems, Data collection and operation (from different IT systems in progress in developing on local and national level) and cooperation models between the loyalty cards that combine municipality and entrepreneurs. various entrepreneurs in one card. Our learning can be Jurmala City is at the present implementing personalized useful for the next generation transport card for citizens that will be also used as ID card for of citizen cards. students. The next stage will be establishment of turnstile gates in all schools around the city, to monitor the pupils flow and provide data necessary for administrative planning. They are considering adding other services and products offered by municipality to be accessible with the same citizen card for all citizen use. We plan to fund the Citizen Card implementation with own Another intended development is a loyalty cards that combine various entrepreneurs in one card, and we believe that this could be funds (municipality budget), ERDF funds and other private next step for citizen cards to be integrated with goods provided by founders. entrepreneurs thereby making citizens card more effective.

Our ULG: ULG coordinator: Ilze Apsite, Expert of Business development Division To develop JCC we are seeking for local entrepreneurs’ interested and willing to participate in this process and to find the best cooperation models for this, so the URBACT Local Group will consist of experts of the municipality and local entrepreneurs. There is Business Advisory Council established by Jurmala City Council that represents entrepreneurs of the City and acts as advisors for decision making processes in the municipality. The Business Advisory Council will be involved in URBACT Local Group thereby representing such fields as: Hotels and SPA, medicine, entertainment; Trade; Construction and real estate; Restaurants and catering; Production. Other services are more related to processes and services performed by municipality, so the representatives of other municipalities will be invited to participate in local group meetings and give their feedback on related topics.

23 / 51

A day in Jurmala for Ivanda, 60 years old, in 2021 I WOKE UP at around 7 am in my one-room studio apartment in my co-housing block. There was a beautiful sunrise and birdsong, even though it’s mid-winter. It’s one of the luxuries of our time: apartments are furnished with sensors that monitor one’s sleep, setting off the solar screens at the right time of one’s sleep cycle. I walked to the coworking space where I work for a multinational healthcare company and used my Jurmala Citizen Card to register my entry and to have access to all the services offered. I co-founded a startup called Grow Together in the early 2020s, after my recovery from a burnout. My colleague and I combined our skills in game development and healthcare to come up with a system to form groups of people, who do things together to recover from psychological and physical setbacks. Our startup went through the municipal incubation programme and the product is one of the services available on the Jurmala Citizen Card . Everyone with Jurmala Citizen Card can use our service at a special price. After work I went to see the doctor about hearing problems. She took the measurements from my ears and gave me a prescription for a personalised micro hearing aid. I then went to the 3D printing shop and used my Jurmala Citizen Card to get it printed and got home at around dinner time.

2.2.3: Sassari “a city of services” Located on the north west of Sardinia, the Municipality of Sassari, We are planning to have a city capital of the province of the same name, is the second city of the card in the next 5 years island for population, the fifth in Italy for territorial extension.

Founded in the Middle Ages, Sassari has a wealth of noble and We do not use an employer card ecclesiastical buildings of great value, protected by the surrounding at the municipality fields and olive groves. Buildings that stand out in the town centre include the cathedral of San Nicola di Bari and the churches of Santa Maria di Betlem and Sant'Apollinare, the most ancient church in the city. The Sanna Museum is a concentration of archaeology, while After the Sassari participation for those interested in nature; the Park of Monserrato is a green oasis to the 1st CARD4ALL on the outskirts of the town. meeting in Gijòn, last July, the The economy of the city is mainly focused on the tertiary sector , motivation of administrators counting about 7.778 companies (about 70%) particularly involved to take part and work on this in services, trade (large-scale distribution included), transport, hotel project got stronger. The and catering. The financial sector has a prominent role, Sassari is the opportunity to share opinions headquarter of the main banks of the island and financial leasing and know-how and best institutions as well. The secondary sector with 2.346 units (about practices has reinforced the 21%) cover mining, manufacturing, energy water and gas. The big willing to design a Card for industry is mainly represented by a thermoelectric plant located in the city of Sassari suitable for the area of Fiume Santo, the third biggest company of Sassari, while its social, commercial and normally all economy activities are managed by a big number of cultural environment. The small and medium-sized enterprises. Finally, the primary sector good examples given by other includes mainly traditional agricultural productions such as oil, fruit, partners in the vegetables, wine, cheese and textiles. implementation of the card system in their cities have Sassari leads the social, political, economy development of the strengthened the need to surrounding areas being the capital of the province of the same introduce such system in the name - covering 92 municipalities - and cultural, political and city of Sassari. judicial centre: the city hosts the University of Sassari, the second of Sardinia, the Court, the Local Health Authority for the Protection of Healt – Area of Sassari. It is home to numerous research institutions and local institutions. According to the Regional Law n.2 of 04/02/2016 is also the capital of the

24 / 51

Metropolitan Network of North Sardinia , a new local authority involving 8 municipalities: Alghero, Castelsardo, Porto Torres, Sennori, Sorso and Stintino. Due to its centrality for the north-west area of Sardinia, Sassari is the core of essential services provided to citizen and city users : it is a university city, a health, judicial and trade centre that attract both residents and external city users from surrounding territories (about 130.000 habitants plus 15.000 daily users). This makes Sassari a “City of Services” covering all sectors. The challenge of the administrators is to make services universally accessible for residents, immigrants, tourists and all kind of city users. Thus, the involvement in the CARD4ALL project represents a very good opportunity for Sassari administrators to test and develop a new pattern, innovative for the city and in line with its development needs, toward the path of being a Smart City and meeting the challenge of working for improving social inclusion, local trade, urban mobility and sustainable living by the way of technology and innovation, through a Citizen Card System that integrate most of available services to citizens. The unification of services available at the Citizen Card may lead to several advantages for the city: Most active participation of citizen; Monitoring of services use and citizen access. This aspect could be useful concerning the item of open data with also positive effects referred to transparency and entrepreneurial development in the mid- long term; Prompt and easy evaluation of services providing and possible inefficiencies; Easier management of the instrument being merged in an unique IT tool and reduction of managing costs; New development opportunities linked to the extension of the card to tourists. At this stage, no particular problems nor challenges may affect the implementation of a city card in the municipality of Sassari . Thanks to the strong network of relations with institutions, third sector operators and the Social Forum Districts and other organizations, the City Council boasts a deep knowledge about city social composition and citizen needs that leaded to the definition and development of a system of assets - both material and immaterial - that may easily promote the implementation of the card project. In addition, the Municipality has an internal IT department in charge of facilitating and implementing all necessary measure to the card implementation. Thus, the Bureau for the Relations with the Public and the press office will guarantee a dedicated information and communication activity about the card use by the way of traditional mass media and digital and web marketing. The only obstacle to an efficient implementation of the card could be the difficulty of interaction among the administrative departments involved in the services provided by the card and the cumbersome procedural processes and cooperation among departments that may weigh down and hold back the development of project. In this sense, the managing role of the General Direction of the Municipality of Sassari, Service for Policies Planning and Development department will guarantee a leading guide, avoiding overlapping and facilitating the process. The City Council of Sassari is politically committed in the development of the city card project. It considers the integration of the services providing by an IT tool as a step to make Sassari a Our contribution for the Smart city . Its involvement in achieving this goal is shown in the network is based on a strong signing of other official protocols (e.g. with Autonomous Region of experience in implementing Sardinia, Confindustria Sardegna) and in the planning and interventions in collaboration implementation of several projects and interventions by which the with other organizations city has launched the first material and immaterial assets necessary deriving from the to the development of the card system. participation to other EU The City has a strong tie with main stakeholders involved in the funded cooperation projects action and very active at local level for supporting the socio (e.g. ADAPT, funded by economic development of the city and its surroundings (e.g. INTERREG IT-FR). Chamber of Commerce, University of Sassari, Social Forum Districts, Immigrants Councils, etc.). The network covers all sectors

25 / 51

economy, society, training and education, thus ensuring a planning of the intervention covering all aspect of the city. Furthermore, the Municipality is currently running a multi actions programme for the boosting of urban re- qualification and innovation that include a strong participative approach (ITI program) aiming also at stimulating new local entrepreneurship. We think that we could contribute by sharing how to tie the CARD4ALL concept with local urban development strategies funded by European cohesion funds.

Our main existing assets: Material assets (infrastructures):

Cycle routes “University itinerary” for about 8 km which connect main urban facilities (e.g. university departments and faculties; hospital; etc.); Public transportation (buses and light rail network) with smart shelters and signposts; Parking areas managed by an external company; Solidarity Recycling Centre for bulky waste

In addition, several project under implementation are:

Project “Urban surroundings” will connect the city centre with surrounding districts of Sassari; Project “Moss-Sustainable mobility in Sassari” will include the creation of micro-cycle paths in the districts, e-bike centres, bike-sharing and the launch of new foot-buses paths and bike-buses paths from home to school; Project of electrical mobility, which schedule the implementation of 70 public charging points for electric cars and a car sharing service

Immaterial assets:

Municip.io (for the management of urban and related waste, and environmental highlighting); ATP Sassari (for public transportation); EasyPark Sassari (for managing and payment of parking areas); Guilt Sassari (a game app to discover the city and its history); UNISS APP MOBILE (for University services)

Web sites: Medialibrary On Line – MLOL (http://sassari.medialibrary.it ); Website of the municipality of Sassari http://www.comune.sassari.it/ Services:

Electronic identity card; Waste sorting; Free Wi-Fi; In addition, the Municipality is part of several agreements, protocols and contracts that guarantee a proper institutional and legal environment for the development of further facilities as the Covenant of Mayors; Smart Cities Protocols with respectively, Confindustria Sardegna (representative of Sardinian companies in the sector of services and manufacturing) and the Autonomous Region of Sardinia.

26 / 51

The city card will be developed under the leading of the General Direction of the Municipality of Sassari, Service for Policies Planning and Development , which will work in collaboration with The financial resources to be each specific municipality department involved in the action used for covering the City development. Card implementation will be covered by ERDF and ESF- According to its current statutory function, the Service will manage funded EC Operational the implementation of the card integrating the role of each concerned Programmes; 2014-2019 RDP - department, leading and coordinating the process. In this way, the Strategy 5.8 Territorial Service will also contribute to solve any kind of possible obstacle Planning. deriving from the difficulty of interaction among the administrative departments involved in the services provided by the card and the cumbersome procedural processes and cooperation among departments that may weigh down and hold back the development of project.

Our ULG: ULG coordinator: To be identified Local stakeholders are ready and willing to engage in this process. The Municipality of Sassari has worked hardy in the past in making participation of citizen a real point of the policy strategy. Today, the strong network of organizations covering several sectors, and public and private institutions actively participate in the political, social and economy life of the city, directly engaged in the planning by adopting a bottom up approach. In this sense, the Social Forum Districts formally defined in last years, the Council of Migrants are just two examples of the social liveness of Sassari and its operators. Thus, all City Council partners as the University of Sassari, Confindustria Sardegna, the Chamber of Commerce, Confcommercio and Confartigianato, and so on will be engaged and surely promptly work in the process since the evolution of the citizen card system is in line with the development purposes of the city and in line with their missions.

The project has been already introduced during the last meetings with the abovementioned stakeholders.

Name: University of Sassari Short description: The University of Sassari is a medium-sized University, with over 12,000 students and around 700 scholars, consists of 11 Departments, which also collaborate with a number of academic and research centers and institutes. Name: Chamber of Commerce of Sassari Short description: Public authority. https://www.ss.camcom.it/ Name: Confindustria Centro Nord Sardegna Short description: Trade association; Name: to Sassari Short description: Public Transportation Company; http://www.atpsassari.it/

27 / 51

A day in Sassari for Giulio, 15 years old, in 2021

I CYCLED to the swimming pool at 9 am. My friends and I used our Citizen Card to get to the swimming pool and we spent two hours swimming. Then we cycle all together to the school, but I forgot my Citizen Card at the swimming pool and I could not get through the school turnstiles without my Citizen Card. Fortunately, my teacher saw me, and I went to my math’s lesson. I got out of school at 2 pm, and my friends and I went to the surf school because I have a subscription for four lessons in my Citizen Card , and my parents promised to buy me a subscription to a fifth one for my birthday. On my way home, I got a message from my friends inviting me to join them at a city festival in the evening where we will celebrate the 2 nd year of Sassari Citizen Card .

2.2.4: Aveiro “where nature and research comes together to increase welfare” Aveiro has a population of about 78.000 and hosts the headquarters of the Baixo Vouga Region (NUTS III) that gathers almost 400.000 We are planning to have a city inhabitants from eleven municipalities. card in the next 5 years Aveiro is surrounded by salt-flats, beaches and lagoons and the city centre is crossed by water canals. It has a strategic location between We had an employer card but the two main metropolitan areas of Lisbon and Porto but also within know we have face recognition the axis Aveiro-Madrid with easy access due to the railway and road and a platform that manages all infrastructures. Its port has also an important function for the the employer data regional development. Presently, Aveiro is a modern administrative, seaport, industrial, university and touristic urban centre with a growing economy that Our motivation is to give one brought new shapes to the city life. Aveiro has always been more tool (CARD4ALL) to considered as a digital cluster and a territory of innovation. It is local actors that are working home of one of the top-100 universities in Europe less than 50 years to foster economic and social old, of the R&D centre of one of the continent largest telecom development in a process companies and of several innovative firms both in digital and where all stakeholders, traditional sectors. including civil society, will be called to action, in a project Once better known for the ceramic sector, Aveiro has since become where principles of integrated the first “Digital City” in Portugal , back in 2003, and is currently collaboration, cultivated involved in the main projects in the field of 5G and of smart cities , innovation and co-created having just launched a new Creative Science Park. All these shared value will play a key dynamics are only possible due to the existence of solid local role. innovation ecosystem with the presence of a strong network of partners. The digital and economic transformations that are occurring at an unprecedented speed in Europe, create new challenges that call for new, enhanced, answers. Aware of this, the network of partners will be reinforced for this project. Lead, at a Local level by the Municipality of Aveiro (Local Government), it has a strong involvement from the University (Academia), Altice Labs (Industry), Telecom Institute (R&D) and INOVARIA (enterprise network) and will count with several other relevant stakeholders such as the TRANSDEV (Mobility Operator) and CIRA, amongst others.

28 / 51

Considering the scope of the project, the main barriers includes: Integration of several systems (student, library and mobility Our main existing assets that card); can facilitate the Public procurement restrictions; implementation of the citizen Fast development of new solutions; are the: According to the different solutions, we focus on the main existing The city of Aveiro has a systems that should be developed in one integrated solution: strong tradition of participating in EU Students card: there are two different systems: municipal projects and management and national that covers different school levels. It can give capacity; access to meals, school supplies and school areas; The Municipality of Schools and Municipal Library card: Every student from Aveiro is undertaking a Aveiro has a library card that can use in all the libraries new “Smart City” network; strategy, that will be Bike sharing system card : the city is defining the technical implemented from and operational capabilities, so that the Bike Sharing Public October 2018, therefore this theme is in alignment System will be implemented in 2019; with this strategy; As said before, the city intends to work together with academia, We have established a companies, educational institutes and other partners , focusing strong local partnership on collaboration, innovation and growth in order to adapt Aveiro to with important the new digital challenges . stakeholders: UA, Altice The city has a lack of human resources in technological areas , Labs and IT, among but it’s planned to reinforce it, along with the implementation of the others; different actions. Meanwhile, is working in close relationship with We have established a the partners in the definition of the next steps. “Student Card” at local Schools and also a Some of the investments are secured , such as the bike sharing “Library Card” at the system that will be implemented in 2019. Also, a new Urban Data local Library. that works Plataform will be created and implemented in 2019 and different on the libraries network. Use-Cases in the areas do Energy, Environment and Mobility will be implemented.

Our contribution for the network is based on our work in progress as a Digital City and facilitate the access of the other partners to our network experts, that are working with us to reinforce the improvement of the processes.

We plan to fund the Citizen Card implementation with own funds (municipality budget), ERDF funds and other private founders.

29 / 51

Our ULG: ULG coordinator: André Cester Costa or Maria Angela Cunha The experience in other URBACT and European projects, gives us the confidence to ensure that Aveiro has local agents willing to participate. Also our Smart City Project, already has the direct involvement of other stakeholders (UA, Altice Labs, IT, INOVARIA), and those will most probably be in the core group of this Urbact Local Group. Name: Telecomunications Institute Short description: IT is a private non-profit institution of public interest. Name: Inovaria Short description: Inova-ria is a non-profit entity which aims to create and consolidate an entreprise network that contributes to the development and competitiveness of ICT sector in Aveiro Region and Portugal. Name of Organization: Altice Short description: Aveiro is the headquarter of Altice Labs, former Portugal Telecom research center, and has been delivering key technology services to the telecommunications sector Name: TICE.PT Short description: With headquarters in Aveiro, this cluster involves and mobilizes relevant actors throughout Portugal, pa Name of Organization: TRANSDEV Short description: Transdev is one of the main players in public transportation sector in the country Name of Organization: Microio Short description: Microio develop tailored integrated software and hardware solutions and it was subcontracted by the municipality to develop the student card.

A day in Aveiro for Sandra, 20 years old, in 2021

I STAYED in my friend’s flat last night, renting out my room for the night. I am a student at University of Aveiro, so money is a bit tight. The basic income is actually enough to get by on, but I am saving money for a half-year trip to India, so I try to do little jobs most days. For that I contacted the Aveiro Incubator to rent a room and they call my attention for the fact that I could have special prices if I used Aveiro Citizen Card . I just arrived to Aveiro, I went to the municipality and in 10 minutes I get my personalized Aveiro Citizen Card for free. I felt like a local citizen from that moment! In the evening I biked around Aveiro doing some deliveries using the public electric bikes that I rent with my Aveiro Citizen Card . People usually pay a decent amount for me to bring them their shopping, and it’s good exercise as well!

30 / 51

2.2.5: Clermont Ferrand “Laboratory of Innovation” An important medium-sized metropolis in the centre of France, 400km away from Paris and 200km (1h30 drive) away from the We are planning to have a city country’s third-biggest city, Lyon, Clermont Auvergne Métropole card in the next 5 years hosts 290 000 inhabitants within a very particular setting characterized by a volcanic surrounding environment. It is the 4th most populated city in the wider Auvergne-Rhône-Alpes region but We do not use an employer the main employment area and economic driver at the Region’s card at the municipality West. Given this particular position, Clermont Auvergne Métropole aims at performing as Auvergne-Rhône-Alpes’ “Smart West Capital” by generating and spreading development at a wider metropolitan area and correcting inequalities with the region’s East, driven by Lyon’s performance. Hence, the city must define its own identity and positioning , to be visible and attractive at a national and European scale. So far, Clermont Auvergne Métropole’s widespread image has mostly been based on a depiction inherited from its rural landscape surroundings and its industrial history. Such a branding is outdated , and the city has taken on a new path to counteract this compromised image. Home to Michelin headquarters, the city has grown through the 20th century as an important industrial town which has always embodied the value of innovation, may it be industrial, technological or social. Like other urban economies, Clermont Auvergne Metropole has faced a decline in its traditional sectors (manufacturing, notably), both due to de industrialization and the economic crisis. The important weight of the public sector (35% of total employment) has been an important factor in limiting job loss and the rise of the digital sector also helps the territory transform its economy, more service-oriented . The creation of a digital startup accelerator, Le Bivouac, and FrenchTech #CleanTech Mobility accreditation illustrate the growing awareness of the importance of the digital for the city’s future. We aim to accelerate the implementation of the citizens' card through the expertise and transfer of the Gijón good practice workout an integrated solution to switch from multiple cards to a single support multiservice and multiplicative. Build together a basic base of an integrated, reproducible and optimized model of the citizen card. We aim to: Contribute to our smart city strategy by including the data management and the local digital ecosystem; Our motivation is to: Improve the quality of life and the attractiveness of Giving a European Clermont for both inhabitants and visitors; dimension to our local Facilitate administrative formality; policy Increase citizen participation, collaborative practices and Sharing experiences to social inclusion; strengthen our local Strengthen sustainability (mobility); expertise and methods Converge to an integrated system with a single support; Working as a Community Encourage institutions to work together to consolidate a of interest common database and simplify administrative formalities Gaining access to for citizens expertise A unique identifier to know the behaviour of the citizen and Increasing our European offer him the most advantageous offer (price, pack, loyalty visibility Point...) Fostering cross-sectorial cooperation within our institution

31 / 51

Time and integration with existing systems is the major challenges to address. Most local organizations in our city are already equipped Our main existing assets are: with different contactless cards carrying applications by domain Political support: the city (public transport, university services, daily life services (library, council, the metropolis of recycling centres, swimming pools, ice rink ...), etc. The different Clermont-Auvergne, the generations of systems and their technologies could undermine SMTC-AC, Clermont- the accessibility and readability of the citizen card. This problem is Auvergne Tourism, handled at the launch of each project to build a common base and Urbanism agency all homogenize the technical reference. works together focusing on user/citizen; Clermont is actually positioning in order to deploy new services, Common vision: closely linked to its digital strategy and its application for the Centralize after-sales European Capital of Culture . The main aim could be to deliver service by pooling citizens, enterprises and tourists access to municipal services resources and (Cultural and Tech events, tourist places, social access…). management platforms; A better knowledge of the Clermont Auvergne Metropole, the City Council, the SMTC-AC are uses and practices on the also considering the suggestion that city card could integrate territory; mobility services, dynamic augmented contents such as city Enhanced user data walks, key events, things to do and places to go, shared videos , security: Nowadays, … technology enables «risk- free» management of user Furthermore, our interest is to develop interconnected apps that accounts via Account could be enriched by a wide range of sources, including institutions, Based Ticketing (ABT) academic experts and civil society. that only consider Authentication Ids on We can contribute at different levels for the project: cards and sealed between applications in compliance As a partner of TechTown (IAP network 2016-2018). Through this Urbact Network, we built a local integrated action plan for strongly digitalized sectors (Music and Picture industry). The action plan aims to create the local Clermont Auvergne Metropolis conditions for the industry to grow and flourish by focusing is labeled FrenchTech on three main key areas: Support, Visibility/Cooperation #CleanTech #Mobility, and can and Training/Education with in mind the candidacy for the bring this innovation network European Capital of Culture 2028. (BIVOUAC, digital districts). The SMTC-AC is a member of ADCET. This non-profit association was founded in 2005 between public and private actors for the improvement of the life of the citizens by the development of digitalization in the territories. o ADCET contributes to the emergence of new standards such as the MCA for multiservice citizen application. o The MCA is a technical specification for the management of several services on a single medium (card, mobile phone ...). In compliance with CNIL rules, it guarantees access to public or university services and the protection of access data. It is also usable for private services. The SMTC-AC renews its ticketing system for a planned deployment in 2020. This project was the result of a partnership with the Region of Auvergne Rhone Alpes and all mobility authorities on the regional territory. This interoperable system is associated with multiservice and multi-application cards allowing to integrate several contracts in different domains: mobility services, university services, culture, tourism.

32 / 51

Clermont-Auvergne Metropolis leads the project. In fact, in September 2018, we are initiating a work on the digital- We plan to fund the Citizen supported territorial transition strategy . This, in order to Card implementation with own generate more sustainable social and economic development, and funds, ERDF funds and other better living conditions. private founders.

Our ULG: ULG coordinator: Leïla NEMMICHE-ALACHAHER

Citizen participation: Since few years, communities have been involved in a participative citizen initiative. A collective construction of a metropolitan citizenship cartography thanks to surveys and interviews of users and actors of the citizenship (town hall, library, associations ...) These allow to collect ideas and to reconnect the political intuition with the local reality providing several use scenarios of the citizen card. Unfortunately, not always with much visibility on the offer adaptation and customization limits.

Name: Syndicat Mixte des Transport en Commun de l’agglomération clermontoise (Urban Mobility authority ) Name: CLERMONT AUVERGNE METROPOLIS Name of Organization: URBANISM AGENCY

A day in Clermont Ferrand for Celine, 45 years old, in 2021

MY DAYS FOLLOW a similar pattern. In the morning I ride the tram using my Citizen Card to the offices of a multinational cleantech company, where I work as a strategy specialist. I started my career in an insurance company, but since mechanization disrupted my field of work, I was re-educated in the Cleantech field. I usually come back home at around 18:00. The smart heating system in my home knows this, and only starts heating the living room as I leave work. I live in a 1960s apartment block, retrofitted fifteen years ago to meet the energy efficiency standards. I have some benefits in my Citizen Card for living in an energy efficient house because the city charge points in my Citizen Card , that later I can use it to have access to public services for free. It’s a kind of gamification strategy! In the evening my wife and I order food for the next day from the supermarket using the loyalty system on my Citizen Card . The products are delivered by a bike courier a couple of hours later.

33 / 51

2.2.6: Antwerp “a metropolis on a human scale, a city that is culturally rich with a never-ending appetite for innovation” We like to refer to Antwerp as a pocket-sized metropolis. Antwerp’s Geographical location along the river Scheldt is reflected in more We have our Citizen Card than 170 different nationalities represented within its inhabitants. It named A-kaart also makes Antwerp a maritime hub with over 29 cruises calling at the port. The commercial port of Antwerp is the 2nd biggest in Europe. It’s petrochemical industry is the largest in Europe. We use an employee card at Antwerp is also a diamond hub. The diamond industry in Antwerp the municipality. The employee card is used for is still the largest cluster in the world celebrated this year with the time registration and access opening of a brand-new Diamond Museum. In this trade lays another registration (City buildings, characteristic of the city which innovation is. During its Golden using the city council bikes th Century (in the 16 century Antwerp was the beating heart of the [only for city employees], low countries). Antwerp was at the centre of innovation with copiers). publishers Plantin and Moretus inventing new printing techniques Currently more than 14.000 today Antwerp is home to start-ups and large-scale businesses employees of the city council exploring cutting edge technology in a new digital era. and related organizations (such as: police, firemen, …) Antwerp is also a creative city with more than 30 museums and use the employee card. cultural institutions, 4 Unesco World Heritage Sites, home to baroque painter Rubens and centre of Belgian fashion. To top it all of Antwerp is also a student hub with over 44.000 students it is the second and fastest growing student city in the Flemish Our motivation: Region . The Gijón Citizen Card has The A-kaart project was launched in 2010 . The main goals are to been on our radar for quite stimulate inhabitants and people who work or study in Antwerp to some time as a practise participate in activities in the city or organised by the city council drawing close to what we are and to have a singular way to identify people with a lower income doing in Antwerp. We tackle so that they can get a social benefit when participating in cultural similar problems from a events, sports and other activities organised by the city council. In different angle. Where we the last 2 years our focus has moved towards usability and trying to started from loyalty, the make as many city council services available to their users through project in Gijón was initiated 1 identifier. through a service driven solution. It would be interesting to look at the services already incorporated in Gijón that we do not have yet (eg City Bike Scheme, online payment,…). The City Council of Antwerp has a lot of data in different databases. We are looking at developing one digital profile for inhabitants, with one identifier to disclose services. The track record of the Gijón Citizen Card promises synergies with our project and knowledge about setting up a profile, connecting different data sources and services with each other . The main problem for the project is still to have all different departments supporting the same long-term view, therefore, scaling the project is very important and creating ownership throughout the different stakeholders. There is also the government context to take into account with contracts running over different periods and thus interfering with project planning which makes 3 rd party connections difficult or even impossible.

The A-kaart project stimulates inhabitants to participate in activities in Antwerp or organised by the city council.

34 / 51

Inhabitants with a lower income know the benefits through the A-kaart and use it. The A-kaart as a service makes for increased usability when using city services. The customer loyalty programme stimulates participation through benefits and discounts. We already have a Citizen Card, so the political will is there . Though we will always need to look at the transferability of any component and de desirability to adapt our system (taking into account costs and time). The A-kaart project is already embedded in the city council administration . It is part of the department ‘ondernemen & stadsmarketing’ which stands for ‘Entrepreneurship and City Marketing’. And is therefore part of the strategic framework of the city.

Our ULG: Our main existing assets is our A- ULG coordinator: to be identified kaart project running in the past 8 years Antwerp already has a similar project which means we already have a group of people working on the citizen card. At the same time we are undergoing an evolution Our contribution: towards 1 profile through which inhabitants of the city

can identify themselves. I believe for an URBACT local We have been running the group bringing the right people together shouldn’t be a project for almost 8 years. We problem. have a loyalty engine, we have

experience in building API’s This is still a bit difficult at this stage. When we look at with other software packs, we how the project could evolve there are a few partners or are building an ID stakeholders we could include. We are thinking of other synchronisation management departments within the city council such as people system through which different responsible for the employee badge, from an offer point systems can make use of one ID of view the cultural and sports department, local parking (ranging from a card to a smart and the local bike scheme, from the technical side our IT key or a token in your partner. But depending on how we will collaborate other smartphone). partners might be involved.

A day in Antwerp for Elina , 70 years old, in 202 1

WHAT A BUSY DAY! In the morning I took a stroll in the city centre and had breakfast in the temporary insect food kiosk that my neighbour set up a few days ago on the market square. I was tired and I get one of the public equipment’s to measure my blood pressure using my A-kaart . Everything was fine! The centre is so nice to walk in now that there are only a few cars, and even the ones that drive around are electric ones that emit a quiet hum. In the early afternoon I had a peer group senior exercise class in the park, since the weather was nice. I booked the session online registering myself with my A-kaart . Afterwards we stayed and chatted about a new healthcare application that monitors one’s mood and stress level during the day. The application was crowdfunded by our group: the development process started a year ago when we noticed that most of us needed a reminder to slow down and relax as our days are so active. We were wondering why this service is not included in the A-kaart .

35 / 51

2.3: Transfer Potential Assessment CARD4ALL partnership is diverse and the starting point for each city is different. During Phase 1, we identified common points that would help to develop a clear roadmap about Citizen Cards implementation. The CARD4ALL final partnership accomplishes the following criteria: Diversity: although they are all medium-size cities, there are differences in urban planning, background and economic structure, but all share a common point in their strategies: they are committed to becoming “Smart Cities” in a wider sense. Different levels of integration/development of the Good Practice: to develop a good roadmap for the implementation of our good practice, it is important to take into account the whole picture of the process. Within our partnership, we will have Different levels of implementation: Thank to this we can learn from each other and explore new functionalities driven by the ICT market developments. Geographic balance: the partnership covers different areas of Europe: South, Central and East/North. The different realities and ways of proceeding will allow us to learn as well as finding similar interests. The Transfer Potential Assessment was performed by the Lead Expert at 2 levels. The first one was focus on the capacity of the partners to transfer the different modules or components of the good practice to their local context . The second was about the capacity of the partners to implement the good practice in their city in line to the main cross-cutting operational challenges that transfer partners will face during their implementation stage: Table: Transfer Potential Assessment by Good Table: Capacity of the partners to implement the Practice Component or modules good practice in their city

High transfer potential Full capacity to address the challenge

Medium transfer potential Partially capacity to address the challenge

Low transfer potential Marginal capacity to address the challenge

Not transferable

36 / 51

Table: Transfer Potential Assessment by Good Practice Component or modules Good Practice Potential Lead Expert Transfer Assessment Interested “components” Short description of the Existing Barrier in transfer or “modules” component or module asset Suceava Jurmala Sassari Aveiro Clermont Antwerp (YES/NO) * Ferrand Oracle database keeps Card holder’s information. Integration of Oracle database into the third-party system and Development corporative areas. This software Yes (LV) made by allows the integration of every Yes (RO) outside City Card service mentioned in Yes (LV) To be contractor, so Annex 1. There is almost one Different evaluated implementati 1 Software software/solution for each applicatio (IT) on duration is service. Some services have an ns (PT) Yes (PT) unknown. easy implementation. However, Yes (FR) Yes (FR) (LV) the implementation of services No (BE) which are developed by third-

parties is more complicated. Software for card printing. Software for codification and recording of city cards. Specific card printers for city cards. Mifare Card Reader compatible with personal Yes (LV) computers. Card validation Yes (RO) Yes (LV) machines in compatible buses. To be Different Hardware (ex: Card readers in public toilets, evaluated applicatio 2 card printers, Yes (FR) cars… Although not essential (IT) ns (PT) …) for the Project implementation, Yes (PT) Yes (FR) an ATM network is important Yes (FR) for people to recharge their City No (BE) Card in case they have no other mean to do it.

37 / 51

Yes (LV) Physical cards Yes (LV) Yes (RO) and other Different Mifare© Card 1Kbyte Yes (IT) (LV) 3 access applicatio Evolis printer consumables Yes (PT) Yes (FR) interface ns (PT) Yes (FR) systems Yes (FR) No (BE) Yes (LV) No (LV) Yes (RO) Recharging Citizen terminals ATMs or on- Different 4 Yes (PT) mechanism line applicatio Yes (FR) ns (PT) No (BE) Spaces and facilities where the City Card is issued or access Yes (LV) Yes (LV) must be controlled, such as Yes (RO) Different 5 PC readers (LV) swimming pools and libraries, Yes (PT) applicatio are provided with card readers No (BE) ns (PT) for personal computers. It is necessary a multidisciplinary team with knowledge on tech and economic issues, and also Yes (LV) Yes (LV) awareness of their actions effect Yes (RO) Different Team skills and 6 on citizens. Their social skills Yes (IT) applicatio competences stand out in order to integrate Yes (PT) ns (PT) different parts, beneficial to Yes (FR) each other, always reminding that the main goal is improving citizens’ lives. The money goes to the Public Yes (RO) Transport Company because it No (LV) Yes (IT) Business concentrates the 90% of the Different 7 Yes (PT) model movements and then, they applicatio Yes (FR) distribute it to the different ns (PT) No (BE) departments

38 / 51

We have a mixed system, from the point of view of development, integration of Yes (LV) Governance services and strategy, it is Yes (RO) Different (Integrated centralized but in the daily Yes (IT) applicatio 8 Yes (FR) management management it is decentralized Yes (PT) ns (PT) system) in the different services. Yes (FR) Yes (FR) Of course, technical support and Yes (BE) data management are also centralized. Yes (LV) No (LV) Citizens access Citizen terminals, on-line and Yes (RO) Different 9 (web, terminals we are testing an APP for (LV) Yes (PT) applicatio (ATM)) mobile phones Yes (BE) ns (PT) No data is crossover or treated for other purposes aside from the City Card service. Under no Yes (LV) Yes (LV) Collect, circumstances shall such Yes (RO) Different 10 treatment and information be provided to third Yes (PT) applicatio (LV) data protection parties, unless it is absolutely Yes (FR) ns (PT) necessary to carry out the task. Yes (BE) Yes (FR) Personal information never leaves the municipa l offices. Yes (LV) Yes (RO) Yes (LV) Marketing and It is a natural process, we do not Yes (IT) Different 11 communication Yes (FR) invest in marketing campaigns. Yes (PT) applicatio strategy Yes (FR) ns (PT) Yes (BE) Information about statistics, Yes (LV) No (LV) Monitoring uses, registrations and Yes (RO) Different 12 system based cancellations is currently Yes (IT) (LV) applicatio on KPIs published on our open data Yes (PT) ns (PT) website (datos.gijon.es) Yes (BE)

39 / 51

Lead Expert Overall Transfer Assessment

The overall transfer assessment is very high in CARD4ALL project . Five out of six cities show a high transfer potential even if in some modules the transferability potential can be medium or low. The less popular modules or components to transfer are the business model due to the local context of it and the ATM machines that could be out of dated at the present considering the use of internet and mobiles. The city of Antwerp presents a medium transfer potential because they are running a citizen card in the past 8 years and some modules or components from Gijón good practice are not needed or out of scope for the A-Kaart. Nevertheless, Antwerp role in the project is priceless because they are a perfect benchmark to Gijon Good Practice and they will be a vital partner for the discussion around the future of the Citizen Card in European cities. Table: Capacity of the partners to implement the good practice in their city CARD4ALL Cities Clermont Challenge Short Description Suceava Jurmala Sassari Aveiro Antwerp Ferrand A positive and committed leadership is therefore a key pre- requisite for municipal led innovation. Political and administrative (senior management) leadership can lower the aversion to risk by Leadership providing a strong vision and legitimisation but also by creating a professional environment where civil servants can be more inclined, motivated and rewarded to be innovative, to use their discretion, to work differently with local actors, etc. Urban authorities are responsible for providing public services to ensure better quality of life for citizens. One way of doing this (and the most common one) is to tender out contracts to external service providers and/or purchase products through public procurement Public procedures. Public procurement is therefore perceived as an procurement administrative procedure but also increasingly considered as a powerful leverage to promote innovation, achieve socio-economic and environmental policy objectives and address societal challenges.

40 / 51

Organisational Combining and coordinating different actions in the framework of arrangements an effective integrated approach, which looks at the within the interconnections between the social, economic and environmental urban authority dimensions, can be particularly difficult for urban authorities. The (cross- main difficulty is represented by the tension between the functional department specialisation of departments and offices within municipalities working) : versus the cross -department cooperation and coordination needed. Participative The participative approach – the development of strong approach for partnerships between public bodies, the private sector and civil co- society (including citizens and inhabitants) - is widely recognised

implementation as a cornerstone of efficient urban development policies. Focusing on the actual changes achieved locally (i.e. the results) rather than on the delivered outputs and being able to monitor and Monitoring and evaluate to what extent projects are contributing to their evaluation achievement are essential aspects of sustainable urban development. The final aim of any project is to increase the quality of life of Communication citizens. Beneficiaries, target groups, end users and more generally with target citizens are therefore key actors. Urban authorities have clear beneficiaries responsibilities and interest in involving them in the design and and users implementation process. The aim is to use the project to transfer the good practice to the city Upscaling partners but measures should be taken to upscale the good practice to other cities at regional, national or European level. There is a very good capacity of the partners to implement successfully the good practice if not entirely at least some components or modules . There are some cross-cutting operational challenges that will need particularly attention like the establishment of an efficient system for public procurement and to find the right governance for the Citizen Card within the municipality. Another important challenge is the upscaling capacity of the cities that it differs from city to city, but inside the project there are partners with a deep knowledge to upscale the project results. The main critical challenge and that will need an extra work with all the cities is the lack of monitoring and evaluation system for the citizen card. This is a key aspect to measure the real impact into the daily lives of local communities.

41 / 51

SYNTHESIS, TRANSFERABILITY AND METHODOLOGY OUTLINE

3.1: Introduction Section 3 presents a comprehensive knowledge transfer and exchange methodology which is based on the importance of developing interactive, collaborative knowledge transfer strategies, as well as the need to foster relationships between city partners, decision-makers, practitioners and policymakers. To support the CARD4ALL transferability model the Lead Partner will engage a team of 4 elements with complementary knowledge on the different components and modules of the Good Practice. The CARD4ALL model considered the transferability process from the organizational point of view, based on four levels of transferability: Person-to-Persons (P2P) – At this level, the transferability approach is based on face-to-face and virtual communication meetings between the Gijón project team and the city partners project team including the ULG coordinator. This level of the transferability process will be used during the Transfer Learning Period ; Person-to-Organizations (P2O) – At this level, the objective is to bring organizations that will play an important role in the citizen card value chain. It can be service providers, IT developers, city departments, and others. This level of the transferability process will be used during the Transfer Learning Period ; Organization-to-Organizations (O2O) – At this level, the main objective is to engage service providers, IT developers, public services, policymakers and others, from all partners in an open discussion about the implementation of the citizen card. This level of the transferability process will be used during the Mature Period ; Organization-to-Persons (O2P) – At this level, each partner city will put in practice a wide communication and dissemination strategy for citizen card users. This level of the transferability process will be used during the Sharing Period ; The four levels of transferability allow to stimulate: Mutual learning , between all stakeholders, stimulating their engagement at local level, create the perfect environment for knowledge co-production instead of knowledge diffusion and spark a debate on what makes the practice good; Explore similarities and dissimilarities , identify, analyse and work out the similarities but taking in mind that high dissimilarity makes transfer potential highly valuable … but it is when it is the most difficult to succeed; Pragmatic focus , on operational knowledge, rather than theoretical knowledge. Ovoid over-reliance on transmitting explicit rather than tacit information. New ideas need to be consistent and embedded in city partners institutional context. The focus of transferability will be mainly on the citizen card methods, techniques, know-how and operating rules . Other components for exchange such as: ideas, principles for action and philosophy will be addressed but are considered intangible assets with low transferability potential. Also, some tangible assets such as: programmes, institutions, mode of organization, practitioners or local joint projects are highly dependent of the local context making the transferability potential low.

42 / 51

3.2: Transfer Network Methodology Card4all transfer methodology is based on a combination of the carrousel model - multi-lateral approach where partners learn together, and all partners participate in the transnational meetings – with the radial model – bilateral/trilateral dialogue is established between each Card4all partners and Gijon the Lead Partner . The combination of both models will make the transfer process a sharing and learning opportunity for the network, allowing to explore and strengthen the practical knowledge and skills of partners in all the fields of the Good Practice. The model will be applied to face-to-face meetings and to virtual meetings to support the project transnational and local activities . The operationalization is based on 3 levels of learning as shown the in the diagram. Each learning stage is composed of different activities that will be carried out during the transnational meetings, the bilateral/trilateral meetings and local group meetings . The “Experiential Learning” will be put into practice during the Transfer Learning Period , where hot topics like: I.T integration, standardization, interoperability of Citizen Cards between European cities, etc, business models, governance , and others; will set the tone of the exchange and learning. The “Reflective Learning” is the method to be used during the Transfer Mature Period , where the cities will get together in transnational meetings (Peer-review) or bilateral meetings (Immersive review) to discuss the challenges for implementation, addressing topics such as: legal issues: legislation, specifications, procurement, data protection, integration with smartphones, web applications , and other topics that will come up from the “Experiential Learning” stage. The final stage of learning is the “Contextual Support for Learning” that will be used in the “Sharing Period” , where topics such as: local cross-sectorial services, pool of services to be considered, policy support, marketing strategy to reach visibility and a sense of owning , will be consider. All partners will host one transnational meeting with all the partners, will perform a minimum of 2 immersive meeting and will organize a minimum of 8 ULG meetings as described in the following sections.

43 / 51

3.2.1 Experiential Learning stage The Experiential Learning stage is composed of the following actions: Transnational meetings (TNM): TNM 1: Transfer plans development period Host City: Antwerp, Belgium Date: February 2019 Duration: 2 working days Objective: Network KoM for phase II and capacity building session on preparation of the Transfer plans Participants: All network partners, the coordinator of the partners Local Groups and local agents; Tools: Workshop on transfer plans, field visit to Antwerp city card, transfer plans peer review session Outputs: Cities transfer plans; Planning the transfer diary entries

TNM 2: Transfer Learning Period Host City: Suceava, Romania Date: May/June 2019 Duration: 2 working days Objective: Come up with recommendations and guidelines for the following hot topics: I.T integration, standardization. Participants: All network partners, the coordinator of the partners Local Groups and local agents; Tools : co-creation between the network partners; site observation, practical sessions and joint planning; Outputs : Meeting minutes with main conclusions about the topics in discussion

TNM 3: Transfer Learning Period Host City: Sassari, Italy Date: September 2019 Duration: 2 working days Objective: Come up with recommendations and guidelines for the interoperability of Citizen Cards; Participants: All network partners and other invited people; Tools : co-creation between the network partners; site observation, practical sessions and joint planning; Outputs : Meeting minutes with main conclusions about the topics in discussion;

TNM 4: Transfer Learning Period Host City: Clermont Ferrand, France Date: November 2019 Duration: 2 working days Objective: Come up with recommendations and guidelines for the topics business models and governance; Participants: All network partners and other invited people; Tools : co-creation between the network partners; site observation, practical sessions and joint planning; Outputs : Transfer state report; Meeting minutes with main conclusions about the topics in discussion; Interim version of the final learning logs

Immersive meetings (IM) : Each partner will have the opportunity to make an immersive visit to Gijon in the Transfer Learning Period (March 2019 to December 2019) Host City: Gijon, Spain Date: Inside the period of March 2019 to December 2019

44 / 51

Duration: minimum of 1, maximum of 3 working days Objective: Go deeper on topics such as: legal issues: legislation, specifications, procurement, data protection, integration with smartphones, web applications, and others; Participants: LP and one or two partners Tools : peer review Outputs : Report about the main outcomes of the visit to be performed by the city partner.

Local Group Meetings: (ULG) : during the Transfer Learning Period, each city partner will organize a minimum of 4 ULG: ULG M1: Transfer Plan Development Date: February 2019 Objective: Develop the city transfer plan Participants: City team and ULG members Tools : co-creation with ULG members; practical sessions and joint planning; Outputs : Recommendations for the city transfer plan; Transfer Diary planning;

ULG M2: Transfer Learning period Date: May 2019 Objective: Design the citizen card in the local context Participants: City team and ULG members Tools : co-creation with ULG members; practical sessions and joint planning; Outputs : Transfer diary entry

ULG M3: Transfer Learning period Date: September 2019 Objective: Design the citizen card in the local context Participants: City team and ULG members Tools : co-creation with ULG members; practical sessions and joint planning; Outputs : Transfer diary entry

ULG M4: Transfer Learning period Date: November 2019 Objective: Design the citizen card in the local context Participants: City team and ULG members Tools : co-creation with ULG members; practical sessions and joint planning; Outputs : Transfer diary entry

3.2.2 Reflective Learning stage The Reflective Learning stage is composed of the following actions: Transnational meetings (TNM): TNM 5: Mature Period Host City: Jurmala, Latvia Date: April 2020 Duration: 2 working days Objective: Prepare the E&L seminar and the mid ter review Participants: All network partners Tools : peer review Outputs : Mid term review documents and plan for the E&L seminar

TNM 6: Mature Period Host City: Aveiro, Portugal

45 / 51

Date: June 2020 Duration: 2 working day Objective: Organize and deploy the E&L seminar Participants: All network partners, invited speakers, ULG members Tools : workshop and open session Outputs : Network concluding and E&L seminar

Immersive meetings (IM) : Each partner will have the opportunity to make an immersive visit to any other partner of the network in the Mature Period (January 2020 to June 2020): Host City: Network city Date: Inside the period of January 2020 to June 2020 Duration: minimum of 1, maximum of 3 working days Objective: Gather information for the implementation plan Participants: Network partners Tools : peer review Outputs : Transfer diary entry

Local Group Meetings: (ULG) : during the Reflective Learning Period, each city partner will organize a minimum of 2 ULG: ULG M5: Mature Period Date: April 2020 Objective: Prepare the transfer plan for implementation Participants: City team and ULG members Tools : peer review with ULG members Outputs : Transfer diary entry

ULG M6: Mature period Date: June 2020 Objective: Prepare the transfer plan for implementation Participants: City team and ULG members Tools : peer review with ULG members Outputs : Transfer diary entry

3.2.3 Contextual Support for Learning The Contextual Support Learning stage is composed of the following actions: Transnational meetings (TNM): TNM 7: Sharing Period Host City: Gijon, Spain Date: November 2020 Duration: 2 working day Objective: Final conference Participants: All network partners Tools : capitalization event Outputs : Final learning logs

Local Group Meetings: (ULG) : during the Reflective Learning Period, each city partner will organize a minimum of 2 ULG: ULG M7: Sharing period Date: September 2020 Objective: Develop the dissemination and communication strategy Participants: City team and ULG members Tools : Local events for the project dissemination

46 / 51

Outputs : Transfer diary entry

ULG M8: Sharing period Date: November 2020 Objective: Implement the dissemination and communication strategy Participants: City team and ULG members Tools : Local events for the project dissemination Outputs : Transfer diary entry

3.2.4 Network meetings with Urbact Secretariat and NUPs At programme level is planned 3 meetings that all partners will attend, namely: The Phase 2 Kick off training session organised by URBACT Secretariat for Lead Partners and Lead Experts 17 – 18 January 2019 in Paris; Mid-term review meeting: URBACT Secretariat shall organise a training session in Paris (Spring 2020) for all Lead Partners and Lead Experts of Transfer Networks with the following aims: o To share the Good Practice transfer journey from different networks and share the transfer learning between networks o To prepare Transfer Networks for the Sharing period Sharing period, the URBACT Programme, with the support of the National URBACT Points, will organise a national/macro-regional event to share the key lessons with a wider audience of cities throughout different countries. These events will have two focal points: first, the Good Practices from the Member State and second, the transformation stories from participating cities that have been Transfer/Project Partners.

3.2.5 Virtual meetings Virtual meeting tools are becoming an increasingly important complement to physical transnational seminars. As well as their use in pre-planning, networks are also increasingly relying on them to maintain project momentum between transnational seminars. The ability to convene virtual meetings between transnational cycles provides an additional dimension to CARD4ALL . The frequency of virtual meetings will depend on the stage of the project development but it is expected that the partners can meet once per month virtually to discuss the main topics under development.

3.2.6 The ad-hoc support To support the CARD4ALL project, an Ad Hoc expert will actively participate in different stages of the project, in particular supporting the quality check and coherence of the Transfer Plans and supporting the Lead Expert on implementing the methodology for exchange and learning. The Ad Hoc expert identified is Mr. Eurico Neves, http://urbact.eu/neves-0, who is an expert in designing and delivering transnational exchange and learning activities, as can be demonstrated by his successful management of over 100 transnational projects over the course of his career. He has been an invited key speaker on over 100 conferences at national and international level, including TEDx and major events organized by the European Commission, the URBACT, INTERREG and INTERACT European programmes, national and regional governments and governmental institutions in Europe, Africa, Latin America and Asia. He is active member of associations, having been a member of the board of the National Association of Information Technologies Companies (ANETIE) between 2008 and 2010 and being an active member of the Portuguese Business Angels Association and of the Portuguese Entrepreneurial Association. He is also a

47 / 51

renowned writer about innovation in its own country, having had two books published in Portugal by leading national publishers.

3.3: Network Outputs The network outputs are a key aspect to make the Citizen Card a part of the culture of the city partners. As stated in CARD4ALL transfer methodology all the project activities at transnational or local level will have a concrete output in line with compulsory and binding outputs to be produced during phase 2 transfer networks. More detailed information about the outputs are available on Work Package 2 – Transnational Exchange and Learning Activity and Work Package 3 – The Local Dimension on the application form to phase 2. In a non-exhaustive way, the following outputs can be highlighted: Tutorial videos developed by the Lead Partner : 6 videos of 5 minutes maximum for a fan of fast learning of Gijón best practice. To be developed and released in the Transfer Learning Period (March 2019 to December 2019). City partners videos : each city partner will produce one video of 5 minutes maximum at the end of each project stage: (Stage 1: Transfer Plan; Stage 2: Transfer Learning; Stage 3: Mature period and Stage 4: Sharing period). These can be short simple (amateur) video stories, animations that capture key points from the stage of development of the transfer process in each city. The videos will be used to record the work in progress and to communicate with stakeholders. The sharing period video should be produced with the support of a professional and well thought scenarios to reach a wide audience at EU level. 360º Questions and Answers : A Q/A session in be organized in all TNM. The findings of these sessions will be compiled in a Q/A guide. Position paper on Good Practice hot topics : for the TNM the LE will take a hot topic to be addressed by the network and local invited experts. Themes like: Information technologies integration, standardization, governance, business models, services, public procurement, legislation, data protection, marketing and others will feed the discussion in the TNM. After the TNM LE will produce a creative minute of the meeting summarizing the main outcomes and launching the next steps. These and other outputs considered in the application form for phase 2 will make part of the Transfer Treasure Box of CARD4ALL , which will allow other EU cities to have access to the knowledge developed in the project. To support the development of all outputs, 7 Transnational Meetings will be Organized (1 in Transfer Plan Development period; 3 in the Transfer Learning Period; 2 in the Mature Period and 1 in the Sharing Period), 2 Immersive Meetings (1 in the Transfer Learning Period and 1 in the Mature) and a minimum of 8 Local Group Meetings (1 in Transfer Plan Development period; 3 in the Transfer Learning Period; 2 in the Mature Period and 2 in the Sharing Period).

3.4: Communication and Dissemination A good and comprehensive communication strategy is key to maximize the impact of the project in the cities involved and showcase our good practice to other European cities that may be interested. Additionally, CARD4ALL would like to outreach as many as possible local audiences stimulating their active participation in the good practice development. The backbone of the communication strategy is a Communication Plan to be developed and agreed by partners under the activity of Work Package 4 – Communication and Dissemination . The communication

48 / 51

plan will contain all the activities regarding external communication as well as target groups, deliverables and deadlines. In a non-exhaustive way, the following communication and dissemination actions will be undertaken: Direct proactive communications and physical presence: attendance in seminars and conferences, one- to-one communication, e-mailing stakeholders, periodic newsletters, etc.; Clustering activities: contacting parallel projects, cross-field events; Mass and general communication: project website, press releases, posters and leaflets; Outreach to the public through open events, conferences, and the use of online video and other media directed to the wider EU public. The communication activities aim to inform network partners and urban practitioners outside the network and the wider public on project’s activities on an on-going basis. The E&L seminar to be organized at the city of Aveiro and the Network Final Event to be organized in Gijon will be 2 important communication activities foreseen in the project. The dissemination activities aim to provide a high visibility of the project and disseminate its results in Europe and globally. To support a wide dissemination of the project outputs a communication toolkit for the network will be released on project month 3, a regular update of Urbact network pages during the network lifespan, every three months CARD4ALL newsletter, regular presence in social networks like twitter and a full compilation of network results on Local media news about Phase 1 meeting at Gijon on the month 18 and 22 of the project. 25 th of July 2018

Conclusion The CARD4ALL Transferability Study provides valuable information about the Good Practice that will feed the Transfer Plans to be developed in the first 3 months of project phase 2. As can be seen in cities profiles, it was important to set the baseline of each city for the project, assessing potential barriers and develop the most suitable methodology to overcome the transfer barriers. The Transfer Cities have different levels of developments of their Citizen Cards, but all of them recognised that Citizen Card can help people to save time in their daily activities like commuting and shopping, or reduce the costs of housing, mobility or home appliances and other services. Also, the participation in the Transfer Network CARD4ALL is a good opportunity to explore new functionalities and to review and improve the ones that they have now taking into account different needs and context. As each model of Citizen Card is different and some services are complementary, the city partners will benefit from each other's experience learning from their processes of implementation and also from their failures. There are different levels of Citizen Cards use in the network cities, for example, a city like Antwerp is running a Citizen Card in the past 8 years and will act as a good benchmark of Gijón solution.

49 / 51

The overall transfer assessment shows a very good capacity of the partners to implement successfully the good practice if not entirely at least some components or modules. There are some cross-cutting operational challenges that will need particularly attention like the establishment of an efficient system for public procurement and to find the right governance for the Citizen Card within the municipality. Another important challenge is the upscaling capacity of the cities that it differs from city to city, but inside the project there are partners with a deep knowledge to upscale the project results. The transfer potential for the different services is high, even if in some cases due to the local context, some services are not a priority for some cities. The less popular modules or components to transfer are the business model due to the local context of it and the ATM machines that could be out of dated at the present considering the use of internet and mobiles. “Gijon Citizen Card took us 16 years to develop, so make it step by step” (Gijón Implementation Team).

50 / 51

Miguel Sousa URBACT LEAD EXPERT [email protected] +351964063307 Skype: miguelnunesousa

Date: October 2018

51 / 51