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MORGENSTADT: CITY INSIGHTS CITY LAB REPORT PRAGUE August 2015

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MORGENSTADT: CITY INSIGHTS CITY LAB REPORT PRAGUE August 2015 FRAUNHOFER GESELLSCHAFT MORGENSTADT: CITY INSIGHTS CITY LAB REPORT PRAGUE August 2015 CITY LAB REPORT PRAGUE Project Management: Fraunhofer-Institute for Industrial Engineering IAO in Stuttgart. Fraunhofer Partners: Fraunhofer IAO Fraunhofer IBP Project number: 259730 Project partner: IPR Praha, Prague City Hall, Partners in the Innovation Network »Morgenstadt: City Insights« Content 1 Prague City Profile ............................................................................................. 7 1.1 Demand for action in Prague ................................................................................. 9 1.2 City Lab Process .................................................................................................... 10 1.3 Overview of current State of the City .................................................................... 17 1.4 City Profile ............................................................................................................ 20 1.5 Development Plans ................................................................................................ 71 1.6 Sensitivity Analysis of Prague ................................................................................. 77 1.7 Strategy development ........................................................................................... 80 2 Roadmap ............................................................................................................. 80 2.1 Overview over suggested measures ....................................................................... 85 2.2 Strategy Map ........................................................................................................ 90 2.3 Prague Innovation District ..................................................................................... 160 2.4 Design and test co-creation process for district development ................................ 95 2.5 Transportation Hubs Network - Prague ................................................................. 100 2.6 Multimodal Trasportation App .............................................................................. 115 2.7 Smartification of the historic city centre of prague ................................................ 146 2.8 Prague Applied Innovation Think Tank .................................................................. 100 2.9 Data Analytic Centre for Prague ............................................................................ 146 2.10 Lighthouse refurbishment of public buildings and capacity building of facility management and occupants ................................................................................. 153 2.11 Energy Atlas .......................................................................................................... 121 2.12 Virtual Power Plant as Energy back-Up System ...................................................... 182 2.13 Develop Vision & Goals for a Smart/Sustainable Prague 2050 ................................ 108 2.14 Create Cross-Sectoral Strategy Unit in City Administration .................................... 131 2.15 Smart City Innovation Fund Prague ....................................................................... 153 2.16 Integrated ICT based Management System for the City Administration ................. 182 2.17 Improvement of the management of volunteers in crisis situations ........................ 126 2.18 Communication network for the relief services, critical infrastructures, utility companies and residents ....................................................................................... 170 2.19 Concept for the improvement of security feeling among the residents .................. 197 3 Annex .................................................................................................................. 201 List of Abbreviations Prague City Profile BRITA in PuBs Bringing Retrofit Innovation to Application in Public Buildings CEMR Council of European Municipalities and Regions CCTV Closed-circuit television1 CEEP Central Europe Energy Partners CHP Combined heat and power2 CVUT Czech Technical University in Prague CWWTP Central Wastewater Treatment Plant DPP Dopravní podnik hlavního města Prahy (Prague Transportation Company) EFSI European Fund for Strategic Investments EMTA European Metropolitan Transport Authorities ICT Information and communication technology IPR Institut plánování a rozvoje hl. m. Prahy (Prague Institute of Planning and Development) NGO Non-governmental organization NIMBY Not in my back yard3 PVK Pražské vodovody a kanalizace a.s (Prague Water Mains and Sewerage Systems Co.) 1 CCTV is also knowns as video surveillance. 2 CHP means usage of a power station for power production and heating purposes at the same time. 3 NIMBY: a person who does not want something unpleasant to be built or done near where they live. Fraunhofer City Lab Report Prague 5 | 209 PVS Pražská vodohospodářská společnost a.s. (Prague Prague City Profile water supply and sewage company) R&D Research and Development SMEs Small and Medium-sized Enterprises SWiM Smart Water integrated Management TAČR Technology Agency of the Czech Republic VZLÚ Výzkumný a zkušební letecký ústav a.s. UCEEB University Centre for Energy Efficient Buildings of Technical University in Prague UNISDR United Nations International Strategy for Disaster Reduction ZUR Zasady uzemniho rozvoje 6 | 209 Fraunhofer City Lab Report Prague Prague City Profile Prague City Profile Prague City Profile Fraunhofer City Lab Report Prague 7 | 209 Prague City Profile 8 | 209 Fraunhofer City Lab Report Prague 1.1 Demand for action in Prague Prague City Profile The City of Prague applied to the »Morgenstadt City Challenge« in June 2014 with an impressive show of strength. Prague has come a long way since the decline of the communist regime in 1990. Today Prague is a prosperous city in the centre of one of the largest metropolitan regions in Central Europe. “Nearly a quarter of the country's GDP is produced here, the unemployment rate is low, and wages are relatively high. These are features typical of developed capital cities along with orientation toward the tertiary and quaternary sectors, heterogeneity of industry and a multicultural business environment. […] Administrative, business and banking services are concentrated in Prague. Education, consultancy, media, the film industry, real estate, transport and construction are of great significance as well. With millions of visitors enjoying the delights of the capital each year, the tourism industry is highly advanced.”4 Despite its obvious economic strength, Prague faces many challenges in the ever more globalized environment. Just like any other European metropolis, Prague has to tackle such issues as traffic congestion, air pollution, high energy consumption, population ageing, etc. In 2014, the City of Prague applied for the »Morgenstadt City Challenge« in order to follow the European sustainable development trend and link local innovation, value creation and sustainability in a stakeholder-centred approach. The city was selected by the Morgenstadt network partners as the first city to undergo the Morgenstadt City Lab. The project management from the German side has been performed by Fraunhofer IAO. The Morgenstadt City Lab Prague was carried out by the city team between May 2015 and March 2016. The purpose of the Morgenstadt City Lab Prague was to identify the strengths and weaknesses of the city across several sectors and action fields for a sustainable and future-oriented development. It was also intended to identify main future opportunities and current barriers that need to be overcome and to show possible trajectories for a sustainable development of Prague. This report contains the summary of the analyses of indicators, action fields and impact factors that have been collected throughout the assessment process since April 2015. It is structured into two main parts: Part 1 develops and discusses the city profile of Prague. Part 2 shows a series of potential measures for a future development of the city and integrates them into a roadmap. 4 CzechInvest (n.d.) Fraunhofer City Lab Report Prague 9 | 209 1.2 City Lab Process Prague City Profile The in-depth analysis of Prague was carried out based on the Morgenstadt assessment framework for sustainable urban development, which is a multidisciplinary methodology for analyzing complex urban systems and transferring this knowledge into integrated concepts and innovative solutions for future cities(Fraunhofer IAO, 2013). The Model was developed in the course of Phase I „m:ci“ and is based on the deep-dive analyses of Freiburg, Berlin, Copenhagen, Singapore, New York City and Tokyo. In order to achieve an in-depth understanding of the sustainability performance of cities both qualitatively and quantitatively, the Morgenstadt Model is structured into three levels of analysis: 1. performance indicators (quantitative analysis); 2. key action fields (qualitative analysis); 3. impact factors (qualitative analysis). The first two levels of analysis, namely performance indicators and action fields are generic, meaning that they are to be applied with no variations to the sustainability performance assessment of every city partaking in the City Lab project. The third level of analysis – impact factors – is aimed at identifying drivers and barriers that are specific to each city and conditioned by its unique historic, cultural, economic, climatic, morphological, etc. characteristics. In this
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