DIGITAL CITIES CHALLENGE Assessment Report for the City of Karlskrona

DIGITAL CITIES CHALLENGE – Assessment Report guide

DIGITAL CITIES CHALLENGE Assessment report for the city of Karlskrona

25/03/2019

DIGITAL CITIES CHALLENGE – Assessment Report guide

Digital Cities Challenge Assessment report for the city of Karlskrona

Fredrik Sjölin, CDO Karlskrona municipality Pär Weström, support consultant CARSA with the contributions of the Digital City leadership team Carl-Martin Lanér, CEO Karlskrona municipality Thomas Johansson, department manager Karlskrona municipality Pia Holgersson, enterprise manager Karlskrona municipality Martin Andersson, Professor Blekinge Institute of Technology Andreas Larsson, Innovation Leader Blekinge Institute of Technology Per Johansson, CDO Region Blekinge Martin Åkesson, CEO at Almi Joakim Thiel, Business Development at Blue Science Park

DIGITAL CITIES CHALLENGE – Assessment Report guide

Table of contents 1. Introduction to the Digital Cities Challenge ...... 4

2. Key sectors of the local economy and DCC focus ...... 6

3. Digital maturity level of the city: outcomes of the Self-Assessment Tool ...... 8

4. The local digital ecosystem: leadership and governance ...... 13

5. The use of digital solutions by local companies ...... 15

6. Community engaged in digital transformation ...... 19

7. The state of local digital and physical infrastructure ...... 21

8. Digital solutions enabling the modernisation of business environment ...... 23

9. Data-driven innovation ...... 24

10. Skills and entrepreneurial culture ...... 26

11. Digital transformation SWOT analysis ...... 30

Appendix I: Table of abbreviations and definitions ...... 33

Appendix II : List of ambition workshop attendees and contributors ...... 34

DIGITAL CITIES CHALLENGE – Assessment Report guide

1. Introduction to the Digital Cities Challenge

According to the recent data, 72% of the EU’s population lives in cities, towns and suburbs, making them the engines of the continent’s economy. Cities generate 85% of Europe’s GDP, they also face multiple, interconnected challenges, including energy and climate change, employment, migration, social inequality, and water, air and soil pollution.

However, through advanced digital technologies, Europe has the opportunity to re-invent the way we manage our cities’ development and respond to the big societal challenges, such as efficient health management, cleaner environment, green mobility, and offering great-value jobs. Due to their high density, cities are put in a very good position to create innovative ecosystems made up of a wide array of different stakeholders from government, industry, finance, academia, communitarian organisations, social partners, etc. Cities have the capacity to make policies become reality.

In this context arises the Digital Cities Challenge, an initiative of the European Commission with the main purpose to support the cities in their path to digital transformation. DCC offers policy advice and support to 40 cities in Europe, see picture.

The support to be offered will speed up the digital transformation and the industrial modernisation of cities in order for them to take full advantage of the 4th industrial revolution.

This initiative draws inspiration on the recommendations set out in the "Blueprint for cities as launch pads for digital transformation". In addition, it will reinforce the networking among model cities, facilitate their participation in on-going European initiatives in similar policy fields, strengthen stakeholder collaboration, cross-regional partnerships and stimulate investments.

DIGITAL CITIES CHALLENGE – Assessment Report guide

The selected Digital Cities receive support and the possibility for city representatives to participate in a series of capacity building and networking seminars. These activities take place in four Academy seminars during which cities share practices, take advantage of peer to peer learning and work together and in thematic groups on the steps of their transformation trajectory.

This document has been developed in the framework of the field advisory services delivered in Karlskrona. It represents the main output of the first step of the digital transformation strategy: setting the digital vision and ambition for digital transformation. The assessment report has been developed by the Digital City team on the basis of:

 The results of the Self-Assessment Tool at the city level which took place between June 20 and September 3, 2018. 13 valid replies were collected through the SAT.

 A literature review of key documents provided by the local leadership team, including reports, policy documents and project plans.

 A vision an ambition workshop that took place on 3 September. (cf. Appendix IV for the full list of ambition workshop attendees)

This document represents the key input to the work performed during the subsequent phases of the digital transformation trajectory (i.e. definition of the city strategy and roadmap).

DIGITAL CITIES CHALLENGE – Assessment Report guide

2. Key sectors of the local economy and DCC focus

Karlskrona is a growing economy where both industrial and commercial areas are expanding fast. The main economic sectors of Karlskrona are: Public sector, Industry, IT and Telecoms, Transport, Media, Agriculture and forestry, Retail, Tourism and World Heritage Site. Its strategic position on the Baltic Sea, investments in the port and other infrastructure provide a springboard for international commerce and is developing the city as a tourist destination.

The employment rate (ratio of employed to working age population from 15 to 64 years) is 72.2%.The municipality itself, the naval base, the county hospital and Blekinge Institute of Technology (BTH) are all among the largest employers in the municipality. Large private employers are Ericsson AB, Saab Kockums, ABB and Telenor. The municipality holds a comprehensive range of IT and telecom companies, including many examples of world-leading development, for example Ericsson, Telenor, Blue Science Park, Blekinge Business Incubator and Hyper Island.

Blekinge Institute of Technology has a distinctive focus on applied IT and innovation for sustainable growth. BTH conducts education and research at a high international level in which engineering and IT are integrated with other disciplines such as spatial planning, industrial economics, design and health sciences to contribute to solving the challenges facing society. What distinguishes Blekinge Institute of Technology is its close cooperation with industry and society which permeates both education and research at the regional, national and international levels.

Blue Science Park in Karlskrona have more than 80 member companies and organisations that are involved in three different clusters (ICT, Marine Technology and eHealth).

Vision Karlskrona 2030 is the basis for the strategic work of the forthcoming term of office and was adopted in November 2012 − based on broad dialogue with citizens, companies and associations – aiming for Karlskrona to grow and to get more residents, jobs and visitors. The Development Plan for Smart city Karlskrona has the overall aims to provide:

 A simpler daily life for people and businesses,  Smarter and more open administration to support innovation and participation and

DIGITAL CITIES CHALLENGE – Assessment Report guide

 Higher quality and efficiency in activities.

The work is organised in four programme areas: E-administration, E-health, Digitalising schools and Smart city.

The ambition is that Karlskrona will act as model for other Swedish and European cities. By developing and testing novel policy levers in a collaborative approach with the involvement of other cities as peers it will demonstrate how to reap the benefits offered by the transformative power of digitisation. It will showcase how to fill the gaps which are currently hindering Karlskrona to advance and capture the benefits of digital transformation.

DIGITAL CITIES CHALLENGE – Assessment Report guide

3. Digital maturity level of the city: outcomes of the Self-Assessment Tool

Highlights from the SAT results

A majority of the respondents answered that there is (at least to some extent) a shared vision amongst most of the city's stakeholders on digital development. However, some indicated that stakeholders have no shared (or only partially shared) vision on digital development. Apparently, there are large differences in perception among the utilities representatives.

The most common view is that there is acknowledgement of the need of collaboration between digital and non-digital stakeholders, but limited collaboration in practice. The existence of a tech-community with stakeholders from various sectors in the city is also confirmed.

There is high agreement among the stakeholders that networking events for digital companies organised in the city result in visible business development. With respect to events bringing together digital and non-digital companies, the views are mixed which lowering the total average score for Networking and mentoring.

The sub-dimension Training for employees is related to how advanced the level of digital training offered by companies to their employees is. The average score is on the lower half relative to the full set of sub-dimensions. Large differences in perception can be identified within the two stakeholder groups answering the question.

All stakeholder types give high scores on access to local IT providers, indicating that there are many local ICT service providers offering a multitude of services responding to the needs of the local industry. On the contrary, the embracement of Industry 4.0 concepts scores relatively low, indicating that manufacturing companies acknowledge the importance of industry 4.0, but there is still large disparity between those in the process of digital transformation and those that are not. While agreeing that companies acknowledge the importance of cybersecurity and privacy procedures city and industry stakeholders appear to have different views on the level of implementation.

Private investors appear to be willing to invest in digital companies, while instruments connecting investors with businesses are lacking; on the other hand, they are reluctant to invest in non-digital companies for digital projects. Two stakeholders also confirm that they are

DIGITAL CITIES CHALLENGE – Assessment Report guide

aware of alternative financing practices (e.g. crowdfunding, peer lending etc.) being used for a couple of digital projects. Public finance scores the lowest score possible: The two stakeholders that answered the questions regarding public finance indicate that the city is not providing any grants/tax incentives for digital projects to encourage digital development, neither to digital nor to non-digital companies.

The SAT results indicate that there are innovation labs/accelerators/fablabs in the city; 4 stakeholders think they are not very accessible for non-digital companies while 2 think that they are (BBI and Blue Science park are mentioned as examples).

The most common view is that there is some awareness about the importance of digital development for SMEs through testimonials or case studies, but it has limited reach, however other opinions exist as depicted by the figure below.

Around 20 key city stakeholders were selected and invited to provide their opinions of Karlskrona’s digital maturity through the Self-Assessment Tool. As a result 13 stakeholders have responded to the SAT questionnaire. By using the SAT it was possible to identify the starting points for discussion on how to further develop, reshape and improve the digital transformation strategies of the city of Karlskrona.

Overall level of digital maturity

The overall results of the Self-Assessment Tool showed that Karlskrona is well on the way to becoming digitally mature:

As the graph indicates, Karlskrona is a Digitally Transforming city. More concretely, it is positioned in the centre of the medium level (level 2). This indicates that the work being done so far, e.g. through actions under the Development Plan for Smart city Karlskrona, has already made progress. Such progress has also been recognised officially, as the city of Karlskrona was rated as Sweden’s second best Digitalisation Municipality in 2017. Nevertheless, the SAT

DIGITAL CITIES CHALLENGE – Assessment Report guide

results indicate that there is still room for significant improvements in the context of digital transformation in order to become a more digitally mature city.

The SAT had eight dimensions analysed; Open data (OD), Community (CO), Governance and Leadership (GA), Support services (SS), Finance (FI), Digital skillset (DS), Infrastructure (IN) and Digital competencies of companies (DC). The city record showed only small variations on the overall performance of the eight dimensions, all reaching maturity level 2.

The results per sub-dimension show some more variation on the performance levels, as indicated in the figure below.

DIGITAL CITIES CHALLENGE – Assessment Report guide

Relative Strengths

Coordination (GA) stands out as the only sub-dimension rated as Digitally mature.1 Innovation labs and accelerators (SS), Competencies (DC) and Networking and mentoring (CO) also scored marginally higher than the average per sub-dimension.

Relative Weaknesses

Public finance (FI) clearly received the lowest score, however, it should be mentioned that only two stakeholders provided a score to the related questions (two other answered I don’t know).

Main differences in perceptions among stakeholder types – Dimension level

For Support services replies from industry stakeholders (avg. score: 6) show significant deviation compared to those from education (avg. score: 4).

With respect to Governance and leadership city stakeholders appear to be more positive (avg. score: 6) than representatives of education (avg. score: 4)

1 However, this is only linked to one question (which is answered by only one city stakeholder): Did the city assign one authority responsible for overall planning and implementation of a digital development plan?

DIGITAL CITIES CHALLENGE – Assessment Report guide

It should be noticed that these detected deviations are based on average scores per stakeholder group. Significant deviations among the replies appear also in other dimensions, if looking at individual answers. Examples of such deviations are displayed in the more detailed analysis per sub-dimension (and question) in section 4.

DIGITAL CITIES CHALLENGE – Assessment Report guide

4. The local digital ecosystem: leadership and governance

City Industry Utilities Total average Dimension Education score Sub-dimension Governance and 5,7 5,5 4,0 4,0 4,8 leadership Coordination 8,0 8,0 Implementation and 5,0 5,0 monitoring Shared vision 4,0 5,5 4,0 4,0 4,4

Coordination

In Karlskrona there is a clear executive assigned for digital development, and the plan is being driven by a central stakeholder.

Implementation and monitoring

The city has defined measurable goals for specific projects, but not for the overall implementation of a digital development plan.

Shared vision

A majority of the respondents answered that there is (at least to some extent) a shared vision amongst most of the city's stakeholders on digital development. However, 3 of 9 respondents indicated that stakeholders have no shared (or only partially shared) vision on digital development.

Apparently there are large differences in perception among the utilities representatives (see figure below).

DIGITAL CITIES CHALLENGE – Assessment Report guide

5. The use of digital solutions by local companies

City Industry Utilities Total average Dimension score Sub-dimension Digital competencies of 7,1 5,4 7,1 6,4 companies Training for employees 5,5 4,7 5,0 Competencies 7,6 5,6 7,1 6,6

Training for employees

The sub-dimension is related to how advanced the level of digital training offered by companies to their employees is. The average score is on the lower half relative to the full set of sub- dimensions.

Large differences in perception can be identified within the two stakeholder groups answering the question (see figure below).

DIGITAL CITIES CHALLENGE – Assessment Report guide

Competencies

Dimension City Industry Utilities Total average score Sub-dimension Competencies 7,6 5,6 7,1 6,6 Do the companies in your city have access 8,5 8,3 9,0 8,6 to relevant local IT solution providers? To what extent are companies in your city 7,5 5,7 6,3 6,4 using cybersecurity solutions and privacy procedures? Is the use of digital processes in 8,0 4,7 6,0 companies being driven by senior management? Are manufacturing companies embracing 5,0 3,0 5,5 4,4 Industry 4.0 concepts (mass customization, predictive maintenance, smart products…)?

While agreeing that companies acknowledge the importance of cybersecurity and privacy procedures city and industry stakeholders appear to have different views on the level of implementation (see figure below).

DIGITAL CITIES CHALLENGE – Assessment Report guide

Finance

Dimension City Industry Total average score Sub-dimension Finance 4,0 3,0 3,6 Private finance 5,2 5,0 5,1 Public finance 1,0 1,0 1,0

It should be noted that the questions related to finance only have been answered by 1 or 2 stakeholders. Several answers are missing and others have answered I don’t know. Furthermore, at the time of writing this report no stakeholder from Finance has answered the SAT questionnaire.

Private finance

The SAT result indicate that banks are willing to provide bank loans both to digital companies and to non-digital companies implementing digital projects, at interest rates in line with the market rate.2

2 1 answer to each the corresponding two questions.

DIGITAL CITIES CHALLENGE – Assessment Report guide

Private investors appear to be willing to invest in digital companies, while instruments connecting investors with businesses are lacking3; on the other hand they are reluctant to invest in non-digital companies for digital projects4. Two stakeholders also confirm that they are aware of alternative financing practices (e.g. crowdfunding, peer lending etc.) being used for a couple of digital projects.

Public finance

Public finance scores the lowest score possible: The two stakeholders that answered the questions regarding public finance indicate that the city is not providing any grants/tax incentives for digital projects to encourage digital development, neither to digital nor to non- digital companies.

3 2 answers confirming this statement. 4 1 answer confirming this statement.

DIGITAL CITIES CHALLENGE – Assessment Report guide

6. Community engaged in digital transformation

City Industry Education Utilities Total average Dimension score Sub-dimension Community 7,7 6,4 5,9 6,0 6,5 Ecosystem collaboration 7,3 5,7 5,8 5,3 6,0 Networking and 8,0 7,0 6,0 6,3 6,8 mentoring

Ecosystem collaboration

The most common view is that there is acknowledgement of the need of collaboration between digital and non-digital stakeholders, but fairly limited collaboration in practice.5 The existence of a tech-community with stakeholders from various sectors in the city is also largely confirmed.6

Networking and mentoring

There is high agreement among the stakeholders that networking events for digital companies organised in the city result in visible business development.7 With respect to events bringing together digital and non-digital companies the views are mixed (see figure below), lowering the total average score for Networking and mentoring.

5 6 answers (of 9) confirming this statement. 6 4 answers (of 6) confirming this statement. 7 8 answers (of 9) confirming this statement.

DIGITAL CITIES CHALLENGE – Assessment Report guide

7. The state of local digital and physical infrastructure

City Industry Education Utilities Total Dimension average Sub-dimension score

Infrastructure 5,8 5,3 5,0 5,3 5,5

Digital infrastructure 6,2 5,4 5,0 5,2 5,5

Non-digital infrastructure 5,6 5,0 5,5 5,5

Digital infrastructure

The most common view is that the broadband infrastructure is adequate for the digitalisation of local industry (it is neither driving nor hindering digitalisation). With respect to mobile internet coverage in Karlskrona the majority of the city is covered by 3G/4G. Free wireless internet available in every space where the municipality have activities, e.g. schools, special accommodation and libraries.

In 2018, Affärsverken AB has installed a wireless infrastructure, LoRAWAN, specially developed for IoT in Karlskrona municipality. The technology is an open standard designed to connect battery-powered things to the Internet with high security. LoRAWAN has the ability to handle a large number of devices and offers long reach but has a low transmission rate. Affärsverken AB also has a monitoring system that checks that their fibre infrastructure is functioning. The system will be developed in 2018 with new features to also monitor the LoRAWAN network and enable roll-out of new sensors on an industrial scale.

Telenor has installed a mobile infrastructure in Karlskrona municipality, NB-IoT, which is a radio technology designed for IoT. This standard is also designed to connect battery-powered things to the Internet with high security. NB-IoT has the ability to handle a large number of devices and offers long range but has a low transmission rate.

Karlskrona expects to reach the target to fibre-connecting 90% of the municipality's household by 2020. The work of fibre-connecting remaining household, mainly located in the countryside and in the archipelago, is underway with an economic challenge to reach 100% broadband

DIGITAL CITIES CHALLENGE – Assessment Report guide

connection. It is likely that additional broadband technology will be needed to reach the 100% goal.

Non-digital infrastructure

ICT is used in public transport to offer digital products and services by different providers, such as tickets and real-time traffic monitoring, but opinions from the two ‘city’ stakeholders differ if such services are offered on various platforms or in on one unified platform. Both the ‘city’ stakeholders verify that E-health services are offered from different healthcare providers on various platforms. With respect to usage of ICT in facility management for public and private buildings the most common view is that it is used on medium level, to optimise costs and improve working conditions (e.g. active heating, e-booking of meeting rooms, monitoring of bacteria...). 8 The majority of stakeholders also indicate a medium level usage of ICT to optimise utilities management for cost optimisation and interaction across services (e.g. one- stop shop for water, gas, electricity in with single reference the citizen's legal entity).9 Finally, regarding e-government services the four individual scores vary from medium (usage) to high (widespread usage) level; examples of services indicated are active citizen participation, engaging citizens in dialogue, and transactions (e.g. taxes online, e-procurement).

8 3 answers (of 5) confirming this statement. 9 4 answers (of 5) confirming this statement.

DIGITAL CITIES CHALLENGE – Assessment Report guide

8. Digital solutions enabling the modernisation of business environment

Karlskrona has a tradition of using the possibilities of digitization. Public actors contribute in various ways to supporting the private sector in the area. However, there is a great opportunity in increased coordination and improved interfaces between public and private actors, something that Digital cities challenge helps to improve.

Karlskrona municipality has for several years focused on offering digital services on the municipality's website for increased accessibility and simplicity. The work on the inside has also been made more efficient with the support of digitization for faster processing and thus shorter lead times from submitted case to a decision. Many of the municipality's services are aimed at companies and thus contribute to an improvement for the business sector. The work with Digital cities challenge has created a clarity about which areas need to be improved in order to make it easier for companies to utilize the possibilities of digitization, i.e. a more outward focus.

Several company-promoting organizations work in close co-operation with the municipality of Karlskrona, some in looser cooperative forms, while some are dependent on funding and cooperation from the municipality. When work done together by the public actors is put together, the picture becomes brighter and, as mentioned, the need for coordination becomes clear. The municipal director has a mission to developing a strategy for growth during the spring of 2019; the work to support the companies' digital development is an important part and will be included in this strategy.

Listed below are five examples of public actors that are important for Karlskrona's support to business and digital development that also are involved in Digital cities challenge as key city stakeholders.

 Blekinge Institute of Technology has a distinctive focus on applied IT and innovation for sustainable growth. BTH conducts education and research at a high international level in which engineering and IT are integrated with other disciplines. Blekinge Institute of Technology has a close cooperation with industry and society

DIGITAL CITIES CHALLENGE – Assessment Report guide

which permeates both education and research at the regional, national and international levels.  Region Blekinge's mission is to promote sustainable development throughout Blekinge. Region Blekinge's areas of responsibility are health care, public health, regional growth, infrastructure, public transport, culture and education.  Blue Science Park Karlskrona have more than 80 member companies and organisations. In Blue Science Park Karlskrona, research and industry needs meet public operations in order to build excellence and harness new ideas within our focus areas of Digital, eHealth and Maritime technology.

 Karlskrona’s Företags- & Hantverksförening, KFH, is an association with about 400 members. The activities concentrate upon promoting the enterprise in the Karlskrona region through different working committees in the association. KFH is an active

 Affärsverken AB has installed a wireless infrastructure, LoRAWAN, specially developed for IoT in Karlskrona municipality. The system are developed and offered as a test lab to BTH students and entrepreneurs to enable pilot development and roll-out of new IoT sensors on an industrial scale. Karlskrona municipality and Affärsverken Karlskrona AB are part of the national project City as a platform, driven by RISE, with the task of finding standardized solutions for IOT data.

9. Data-driven innovation

Karlskrona should in the first place publish data with strong geographical attributes from our GIS system. By doing so in a structured way the city will pave the way for more IoT related real-time streaming of data, an area that is expected to increase rapidly.

Existing open data sets are not used in any extensive way. National companies have used some data sets to add local value to their services and some local initiatives have used some datasets for developing mobile application for commercial and educational purposes.

The national internet based company Hemnet (www.hemnet.se) use Karlskrona’s dataset for school information to add local value on the property market.

DIGITAL CITIES CHALLENGE – Assessment Report guide

Karlskrona as a public organization has a responsibility to publish all our data that should be classified as open in an efficient way. This means that we have to find new ways of working with open data in a structured way to make it easy to find as well as to be as extensive and accurate as possible at any time.

Dimension City Industry Education Utilities Total average score Sub-dimension

Open data 4,2 4,8 4,8 3,6 4,3

Data scope and accuracy 8,0 2,0 5,0 4,0 4,6

Usage of open data 3,4 5,7 4,7 3,4 4,2

Data scope and accuracy

Open data contribution by public sector institutions and organisations appears to be viewed differently among the stakeholder groups (see figure below). Recorded answers vary from low to high, with the medium level (there is open data available, but no real-time data and no API) being the most common reply.

Usage of open data

Usage of open data appears to be perceived differently both among and within the various stakeholder types; this variation in opinions is illustrated by the figure below.

DIGITAL CITIES CHALLENGE – Assessment Report guide

10. Skills and entrepreneurial culture

Dimension City Industry Education Utilities Total average score Sub-dimension

Digital skillset 6,1 5,9 5,7 6,0 5,9

Education 6,0 5,8 5,8 5,8

Attraction of IT talent 6,5 6,0 5,5 6,0 6,0

Education

‘City’ and ‘education’ stakeholders agree on that the digital mind-set of children is triggered by teachers making use of digital tools (e.g. smart board), and also by schools offering digital training (e.g. coding summer camps). Young people have access to higher education institutes with diplomas in digital subjects such as IT, computer sciences, digital technologies (examples provided are Hyper Island- digital media creative, motion designer, BTH- computer science,

DIGITAL CITIES CHALLENGE – Assessment Report guide

Master of science in Cyber security, Master of Science in Game and Software Engineering, Software Engineering, MSE in Computer Security, MSE in AI and Machine Learning). With respect to digital training offered in non-digital subjects in higher education the average score is a bit lower, indicating an existing but rather limited offer. Finally, regarding digital training through courses organised by private companies or non-governmental organisations the views are mixed (see the figure below), with an average score indicating medium level of maturity.

Attraction of IT talent

While 3 stakeholders see no problems, six respondents indicate that companies do attract local IT talents, but have difficulty attracting highly specialised profiles. One comment provided (education stakeholder) states that with the regional university (BTH), the competence profile is fitting (at least for larger companies), but at times there are not enough talents available. Also, there is a need for talents from more vocational IT programmes rather than university programmes. Another comment (industry stakeholder) specifies difficulties to attract Data Science, UX Design and people with more than10 years of experience in SW Engineering.

Dimension City Industry Education Utilities Total average score Sub-dimension

Support services 5,6 6,0 4,0 5,0 5,1

Innovation labs and 6,5 6,0 5,0 5,8 accelerators

DIGITAL CITIES CHALLENGE – Assessment Report guide

Awareness raising 3,5 6,0 3,5 5,0 4,6

Other support services 8,0 3,5 5,0

Innovation labs and accelerators

Awareness raising

The most common view is that there is some awareness about the importance of digital development for SMEs through testimonials or case studies, but it has limited reach10, however other opinions exist as depicted by the figure below.

10 6 answers (of 9) confirming this viewpoint.

DIGITAL CITIES CHALLENGE – Assessment Report guide

Other support services

The stakeholders knowledge about other support services for non-digital companies to foster digitalisation appear to be limited as half of respondents answered I don’t know. The three answers recorded vary from low to advanced level.

DIGITAL CITIES CHALLENGE – Assessment Report guide

11. Digital transformation SWOT analysis

DIGITAL CITIES CHALLENGE – Assessment Report guide

Appendix I: Table of abbreviations and definitions

Digital Cities Challenge (DCC) The Digital Cities Challenge initiative, was launched by the European Commission in November 2017 and scheduled to run until August 2018. It helps cities (The Digital Cities, referred as DC) develop and implement digital policies that can transform day to day life for residents, businesses, workers, and entrepreneurs.

Digital City Teams (DCT) Each participating Digital City has a Digital City Team which will be in charge of managing and coordinating the involvement of the city in the Challenge. Digital City teams will include a) the core team which consists of one Lead Expert, one Local Expert, one Support Consultant as well as Thematic Experts; and the b) the Digital City leadership team which is made up of representatives of the city (i.e. local elected officials, local public servants, and the designated project management team).

Digital Transformation Trajectory (DTT) The Digital Transformation Trajectory refers to the evolutionary path a city follows while taking part in the initiative, from the preliminary assessment of the digital potential of the City, to the definition of the City’s digital transformation strategy and roadmap.

Field Advisory Services (FAS) Field Advisory Services are services provided by the Digital Cities Challenge to Cities throughout the duration of the initiative. The Field Advisory Services include the organisation of one assessment visit and a number of local workshops, which will gather local stakeholders involved in defining the digital transformation strategy of the City.

Key Performance Indicators (KPIs) The objective of the KPIs is to collect data that can diagnose the current status in terms of digital maturity and measure the progress made by cities during and at the end of the Digital Cities Challenge initiative. The KPIs will facilitate the activities of the policy makers and stakeholders of cities when identifying and addressing the bottlenecks and obstacles of the

DIGITAL CITIES CHALLENGE – Assessment Report guide

processes of digital transformation and industrial modernisation. They will also enable the right identification of the key success factors of the different initiatives and actions undertaken.

Self-Assessment Tool (SAT) The objective of the SAT is to identify the starting points for discussion on how to (further) develop, reshape and improve the digital transformation strategies of European cities. It is an online-tool developed by the project with a set of questions and corresponding response options to be filled in collectively by a set of stakeholders such as industry representation, utility companies, education and research and financial institutions. The SAT covers eight key dimensions: Infrastructure, Open data, Digital skillset, Digital competencies of companies, Community, Finance, Support services, Governance and leadership. Appendix II : List of ambition workshop attendees and contributors

Organisation Attended

Karlskrona municipality Carl-Martin Lanér

Karlskrona municipality Thomas Johansson

Region Blekinge Per Johansson

Blekinge Institute of Technology Martin Andersson

Blekinge Institute of Technology Andreas Larsson

Blue Science Park Joakim Thiel

Almi Martin Åkesson

Knowledge management Ann-Christin Nielsen

Hyperisland Jorg Teichgraeber

Blekinge business incubator Anders Cronholm

Swedbank Patrik Henningsson

DIGITAL CITIES CHALLENGE – Assessment Report guide

SEB Urban Harju

Telenor Andreas Kristensson

Ericsson Martin Wallin

S-group Hans-Göran Wilhelmsson

Affärsverken Karlskrona AB Mikael Zelmerlöw

City Network Johan Christenson

CGI Åsa Malmen

Stena line Monica Strandhag

KFH Eva-Marie Andersson

Swedish Social Insurance Agency Hendrik Holm

Milou Johan Algotsson

Karlskrona municipality Mats Hellman

Karlskrona municipality Fredrik Sjölin

DIGITAL CITIES CHALLENGE – Assessment Report guide