Smart and Inclusive Solutions for a Better Life in Urban Districts

Integrated Replication Strategy Santiago de Compostela

Deliverable 7.4.2

Version 1.0

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 691876

REVISION CHART AND HISTORY LOG

Versions

Version number Date Organisation name Comments

V0.1 7.12.2018 STC First draft

Revision & ready for V0.2 4.01.2019 STC Peer Review

Modifications after Peer V0.3 17.01.2019 STC Review

V0.4 15.02.2019 ALG Quality check

Final version ready V1.0 15.03.2019 SPL for submission

Deliverable quality review

Quality check Date Status Comments

Reviewer 1: FHG 14.02.2019 ok

Reviewer 2: Energy 14.02.2019 ok Cities

Technical Manager 21.02.2019 ok

Quality Manager 15.02.2019 ok

Project Coordinator 15.03.2019 ok

This report reflects only the author’s view, neither the European Commission nor INEA is responsible for any use that may be made of the information it contains.

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Table of contents EXECUTIVE SUMMARY ...... 13 1. State of the art ...... 15 1.1 Introduction and strategy goals ...... 15 1.2 City context and current programs in development...... 16 1.3 Relevant action plans ...... 18 1.3.1 Smartiago ...... 18 1.3.2 Sustainable and Integrated Urban Development Strategy (EDUSI) ...... 19 Figure 1: List of key elements with action priorities and thematic groups (EDUSI process) ...... 20 1.3.3 Transparency, open data and engagement tool ...... 21 1.3.4 Sustainable Energy and Climate Plan (PAESC) ...... 21 1.4 Smarter Together replication strategy in line with the city vision and plans ... 22 1.5 Main challenges and needs analysis ...... 25 Figure 2: Energy consumption per sector in Santiago in 2015. Source: PAESC, IGE ..... 25 Figure 3: Data from historical Participatory Budget processes in Spain depending on the city population. Source: Compostela Decide ...... 26 Photos/Graphics/… ...... 27 Figure 4: Emissions (tCO2 / year) by sector and type of energy in the municipality of Santiago de Compostela in 2015 ...... 27 Figure 6: Modal distribution in daily trips (2011) in the Municipality of Santiago. Source: SUMP ...... 29 2. City internal structure and Local Action Group ...... 30 3. Smart City solutions ...... 33 3.1 Lines of action, solutions and replicable measures ...... 33 3.2 Smart city commission ...... 35 3.2.1 Definition ...... 35 3.2.2 External and internal analysis ...... 37 3.2.3 SWOT analysis ...... 40 3.2.4 Systemic SWOT analysis ...... 41

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3.2.5 Business model ...... 42 3.2.6 Implementation plan ...... 43 3.2.7 Set of indicators ...... 44 3.3 Dissemination, communication and citizen participation processes in the framework of the Smarter Together project ...... 45 3.3.1 Definition ...... 45 3.3.2 External and internal analysis ...... 47 3.3.3 SWOT analysis ...... 49 3.3.4 Systemic SWOT analysis ...... 50 3.3.5 Business model ...... 51 3.3.6 Implementation plan ...... 52 3.3.7 Set of indicators ...... 53 3.4 Energy retrofit of municipal buildings ...... 54 3.4.1 Definition ...... 54 3.4.2 External and internal analysis ...... 55 3.4.3 SWOT analysis ...... 58 3.4.4 Systemic SWOT analysis ...... 58 3.4.5 Business model ...... 59 3.4.6 Implementation plan ...... 60 3.4.7 Set of indicators ...... 61 3.5 Monitoring and management of municipal buildings ...... 62 3.5.1 Definition ...... 62 3.5.2 External and internal analysis ...... 63 3.5.3 SWOT analysis ...... 66 3.5.4 Systemic SWOT analysis ...... 66 3.5.5 Business model ...... 67 3.5.6 Implementation plan ...... 68 3.5.7 Set of indicators ...... 69 3.6 Inclusion of renewable energies and monitoring measures within the municipality rehabilitation programs and regulations ...... 70 3.6.1 Definition ...... 70

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3.6.2 External and internal analysis ...... 72 3.6.3 SWOT analysis ...... 75 3.6.4 Systemic SWOT analysis ...... 75 3.6.5 Business model ...... 77 3.6.6 Implementation plan ...... 78 3.6.7 Set of indicators ...... 79 3.7 Development of a district heating network with renewable energy supply in consolidated city areas. Pilot project in the ARI of Pontepedriña ...... 80 3.7.1 Definition ...... 80 3.7.2 External and internal analysis ...... 82 3.7.3 SWOT analysis ...... 85 3.7.4 Systemic SWOT analysis ...... 86 3.7.5 Business model ...... 87 3.7.6 Implementation plan ...... 88 3.7.7 Set of indicators ...... 90 3.8 Installation of renewable energies for electrical consumption and heating / DHW in collective residential buildings. Pilot project in the ARI of Pontepedriña ..... 91 3.8.1 Definition ...... 91 3.8.2 External and internal analysis ...... 92 3.8.3 SWOT analysis ...... 94 3.8.4 Systemic SWOT analysis ...... 95 3.8.5 Business model ...... 96 3.8.6 Implementation plan ...... 97 3.8.7 Set of indicators ...... 98 3.9 Smart ornamental public lighting for heritage preservation ...... 99 3.9.1 Definition ...... 99 3.9.2 External and internal analysis ...... 100 3.9.3 SWOT analysis ...... 103 3.9.4 Systemic SWOT analysis ...... 103 3.9.5 Business model ...... 104 3.9.6 Implementation plan ...... 105

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3.9.7 Set of indicators ...... 106 3.10 Smart and sustainable management service of MSW focusing on collective and individual composting and street cleaning ...... 107 3.10.1 Definition ...... 107 3.10.2 External and internal analysis ...... 108 3.10.3 SWOT analysis ...... 111 3.10.4 Systemic SWOT analysis ...... 112 3.10.5 Business model ...... 113 3.10.6 Implementation plan ...... 114 3.10.7 Set of indicators ...... 115 3.11 Electronic administration platform and electronic processing modules ...... 116 3.11.1 Definition ...... 116 3.11.2 External and internal analysis ...... 118 3.11.3 SWOT analysis ...... 121 3.11.4 Systemic SWOT analysis ...... 121 3.11.5 Business model ...... 122 3.11.6 Implementation plan ...... 124 3.11.7 Set of indicators ...... 125 3.12 Smart management of sustainable mobility in the Historical City ...... 126 3.12.1 Definition ...... 126 3.12.2 External and internal analysis ...... 127 3.12.3 SWOT analysis ...... 130 3.12.4 Systemic SWOT analysis ...... 131 3.12.5 Business model ...... 132 3.12.6 Implementation plan ...... 133 3.12.7 Set of indicators ...... 134 3.13 Design and implementation of smart mobility solutions ...... 135 3.13.1 Definition ...... 135 3.13.2 External and internal analysis ...... 136 3.13.3 SWOT analysis ...... 139 3.13.4 Systemic SWOT analysis ...... 140

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3.13.5 Business model ...... 141 3.13.6 Implementation plan ...... 142 3.13.7 Set of indicators ...... 144 3.14 E-car sharing and charging infrastructure in residential areas. Pilot project of Pontepedriña ...... 145 3.14.1 Definition ...... 145 3.14.2 External and internal analysis ...... 146 3.14.3 SWOT analysis ...... 149 3.14.4 Systemic SWOT analysis ...... 150 3.14.5 Business model ...... 151 3.14.6 Implementation plan ...... 152 3.14.7 Set of indicators ...... 153 4. Lessons learnt ...... 154 4.1 General aspects ...... 154 4.2 Specific insights ...... 155 4.2.1 Governance and citizen engagement ...... 155 4.2.2 Eco-refurbishment ...... 159 4.2.3 Renewable energy sources ...... 167 4.2.4 Smart and sustainable mobility ...... 170 5. Conclusion ...... 172 REFERENCES ...... 173

List of figures Figure 1: List of key elements with action priorities and thematic groups (EDUSI process) ...... 20 Figure 2: Energy consumption per sector in Santiago in 2015. Source: PAESC, IGE ...... 25 Figure 3: Data from historical Participatory Budget processes in Spain depending on the city population. Source: Compostela Decide ...... 26 Photos/Graphics/…...... 27 Figure 4: Emissions (tCO2 / year) by sector and type of energy in the municipality of Santiago de Compostela in 2015 ...... 27 Figure 6: Modal distribution in daily trips (2011) in the Municipality of Santiago. Source: SUMP ...... 29

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List of tables Table 1: 1st challenge ...... 25 Table 2: 2nd challenge ...... 26 Table 3: 3rd challenge ...... 27 Table 4: 4rd challenge ...... 28 Table 5: 5rd challenge ...... 29 Table 6: Local Action Group ...... 32 Table 7: Lines of action, solutions and replicable measures ...... 34 Table 8: Solution1- Smart city commission ...... 36 Table 9: Solution1- External/internal analysis ...... 40 Table 10: Solution1- SWOT ...... 40 Table 11: Solution1- Systemic SWOT ...... 41 Table 12: Solution1- Leverage advantages ...... 41 Table 13: Solution1- Business model ...... 42 Table 14: Solution1- Implementation plan ...... 44 Table 15: Solution1- Indicators...... 44 Table 16: Solution2- Dissemination, communication and citizen participation processes in the framework of the Smarter Together project ...... 46 Table 17: Solution2-External/internal analysis ...... 49 Table 18: Solution2-SWAT ...... 49 Table 19: Solution 2- Systemic SWOT ...... 50 Table 20: Solution 2- Leverage advantages ...... 50 Table 21: Solution 2- Business model ...... 51 Table 22: Solution2- Implementation plan ...... 53 Table 23: Solution2- Indicators...... 53 Table 24: Solution3- Energy retrofit of municipal buildings ...... 54 Table 25: Solution3- External/internal analysis ...... 57 Table 26: Solution3 - SWOT ...... 58 Table 27: Solution 3-Systemic SWOT ...... 58 Table 28: Solution 3- Leverage advantages ...... 59 Table 29: Solution 3-Business model ...... 60 Table 30: Solution 3-Implementation plan ...... 61 Table 31: Solution 3- Indicators ...... 61 Table 32: Solution 4: Monitoring and management of municipal buildings ...... 62 Table 33: Solution 4-External/internal analysis ...... 65 Table 34: Solution 4-SWOT ...... 66 Table 35: Solution 4- Systemic SWOT ...... 66 Table 36: Solution 4- Leverage advantages ...... 67 Table 37: Solution 4- Business model ...... 68 Table 38: Solution 4- Implementation plan ...... 69 Table 39: Solution 4- Indicators ...... 69 Table 40: Solution 5- Inclusion of renewable energies and monitoring measures within the municipality rehabilitation programs and regulations ...... 71 Table 41: Solution 5- External/internal analysis ...... 74 Table 42: Solution 5- SWOT ...... 75 Table 43: Solution 5- Systemic analysis ...... 75

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Table 44: Solution 5- Leverage advantages ...... 76 Table 45: Solution 5- Business model ...... 77 Table 46: Solution 5-Implementation plan ...... 79 Table 47: Solution 5-Indicators...... 79 Table 48: Solution 6- Development of a district heating network with renewable energy supply in consolidated city areas. Pilot project in the ARI of Pontepedriña ...... 81 Table 49: Solution 6- External/internal analysis ...... 84 Table 50: Solution 6- SWOT ...... 85 Table 51: Solution 6-Systemic SWOT ...... 86 Table 52: Solution 6- Leverage advantages ...... 86 Table 53: Solution 6- Business model ...... 88 Table 54: Solution 6- Implementation plan ...... 90 Table 55: Solution 6 -Indicators ...... 90 Table 56: Solution 7 - Installation of renewable energies for electrical consumption and heating / DHW in collective residential buildings. Pilot project in the ARI of Pontepedriña ...... 91 Table 57: Solution 7 – External/internal analysis ...... 94 Table 58: Solution 7 – SWOT ...... 94 Table 59: Solution 7– Systemic SWOT ...... 95 Table 60: Solution 7– Leverage advantages ...... 95 Table 61: Solution 7– Business model ...... 97 Table 62: Solution 7– Implementation plan...... 98 Table 63: Solution 7– Indicators ...... 98 Table 64: Solution 8– Smart ornamental public lighting for heritage preservation ...... 99 Table 65: Solution 8– Smart ornamental public lighting for heritage preservation ...... 102 Table 65: Solution 8– SWOT ...... 103 Table 65: Solution 8– Systemic SWOT ...... 103 Table 66: Solution 8– Leverage advantages ...... 104 Table 67: Solution 8– Business model ...... 104 Table 68: Solution 8– Implementation plan...... 106 Table 69: Solution 8– Indicators ...... 106 Table 70: Solution 9– Smart and sustainable management service of MSW focusing on collective and individual composting and street cleaning ...... 107 Table 71: Solution 9– External/internal analysis ...... 111 Table 72: Solution 9– SWOT ...... 111 Table 73: Solution 9– Systemic SWOT ...... 112 Table 74: Solution 9– Leverage advantages ...... 112 Table 75: Solution 9– Business model ...... 114 Table 76: Solution 9– Implementation plan...... 115 Table 77: Solution 9– Indicators ...... 115 Table 78: Solution 10– Electronic administration platform and electronic processing modules ...... 117 Table 79: Solution 10– External/internal analysis ...... 120 Table 80: Solution 10– SWOT ...... 121 Table 81: Solution 10– Systemic SWOT ...... 121 Table 82: Solution 10–Leverage advantages ...... 122 Table 83: Solution 10– Business model ...... 123 Table 84: Solution 10–Implementation plan...... 125 Table 85: Solution 10– Indicators ...... 125 Table 86: Solution 11– Smart management of sustainable mobility in the Historical City ...... 126 Table 87: Solution 11– External/internal analysis ...... 130

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Table 88: Solution 10–SWOT ...... 130 Table 90: Solution 11–Leverage advantages ...... 131 Table 91: Solution 11– Implementation plan ...... 134 Table 92: Solution 11– Indicators ...... 134 Table 93: Solution 12– Design and implementation of smart mobility solutions ...... 136 Table 94: Solution 12– External/internal analysis ...... 139 Table 95: Solution 12– Design and implementation of smart mobility solutions ...... 139 Table 96: Solution 12– SWOT ...... 140 Table 97: Solution 12– Leverage advantages ...... 140 Table 98: Solution 12– Business model ...... 142 Table 99: Solution 12– Implementation plan ...... 143 Table 100: Solution 12– Indicators ...... 144 Table 102: Solution 13– External/internal analysis ...... 149 Table 103: Solution 13– SWOT ...... 149 Table 104: Solution 13– Systemic SWOT ...... 150 Table 105: Solution 13– Leverage advantages ...... 150 Table 106: Solution 13– Business model ...... 152 Table 107: Solution 13– Implementation plan ...... 153 Table 108: Solution 13– Indicators ...... 153

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Glossary

BMS Building Management System

DHW Domestic hot water

DNO Distribution Network Operator

EDUSI Integrated and Sustainable Urban Development Strategy

FC Follower cities

I+D Investigación, Desarollo (Research & Development) Investigación, Desarollo e innovación (Research & Development & I+D+i Innovation) INEA Innovation and Networks Executive Agency

LHC Lighthouse cities

LTP Linked third party

PAESC Sustainable Energy and Climate Plan

PV Photovoltaic

RES Renewable energy sources

ST Smarter Together

SWOT Strengths / Weaknesses / Opportunities / Threats

WP Work package

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SMARTER TOGETHER BENEFICIARIES

N° Organisation name Short name Country

1 Lyon Confluence SPL France 2 Lyon Métropole GLY France 3 HESPUL Association HES France 4 Toshiba TSF France 5 Enedis END France 6 Enertech ETC France 7 City of Munich MUC Germany 8 Bettervest BET Germany 9 G5-Partners G5 Germany 10 Siemens Germany SIDE Germany 11 Spectrum Mobil STA Germany 12 Securitas SCU Germany 13 City of Vienna VIE Austria 14 BWS Gemeinnutzige BWSG Austria 15 Wiener Stadtwerke WSTW Austria 16 Kelag Wärme KWG Austria 17 Siemens Austria SIAT Austria 18 Sycube Informationstechnologie SYC Austria 19 Austrian Post POST Austria 20 Fraunhofer FHG Germany 21 Austrian Institute of Technology AIT Austria 22 Energy Cities ENC France 23 Gopa COM GPC Belgium 24 University of St Gallen UNISG Switzerland 25 Technical University of Munich TUM Germany 26 Deutsches Institut fuer Normung DIN Germany 27 Algoé ALG France 28 City of Santiago de Compostela STC Spain 29 City of Sofia SOF Bulgaria 30 City of Venice VEN Italy 31 Régionale d’HLM de Lyon HLM France 32 Wavestone Advisors WAV France

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EXECUTIVE SUMMARY

This document shows the result of Task 7.4 – Replication strategies in the follower cities -, where each FC has to elaborate an integrated replication strategy based on the outputs, experiences and knowledge acquired during the three-year development of Smarter Together project.

The definition process of this strategy began with the analysis of the ultimate smart city technologies, thanks to the set of tools disposed by the project such as the Knowledge carrier or ST Wiki and WP1 innovation framework documents. Interdepartmental meetings and other encounters with local stakeholders were held during this stage and brought the opportunity of defining the main challenges and needs of the city – that are displayed in detail in chapter 1.5 – and of studying and discussing the innovative smart solutions that were going to be implemented in the LHC. A local action framework (Task 7.1) was established as a result of these participative processes setting up the basis of the replication.

The recentness in considering energy transition issues by the municipality and linked to this, the absence of collective or district examples in the city of renewable energy sources introduction, the scarcity of citizen participation in the participatory processes carried out for the last three years, the lack of an intelligent municipal data management and the still predominant private vehicle in the urban mobility of the city were emphasized as the general challenges to which this strategy has to act.

One of the consequences of the previous events was the acknowledgment of the main areas of the municipality that were already developing strategies whose objectives were aligned to smart city aims. Those areas cover holistic refurbishment programs, energy efficiency, sustainable mobility, participatory processes… Furthermore, other decision makers showed interest in some of the smart solutions that were completely new for the city, as urban data platforms, energy building management systems or the introduction of renewable energy sources in the existent residential areas through collective PV systems and district heating. Therefore, a Local Action Group was constituted, with the participation of decision makers and experts of the mentioned areas, including Mayor’s office, two municipal councillorships, and other local stakeholders.

This group worked together in the definition of a Smart City Catalogue of solutions to replicate (Task 7.2) that best fit the city challenges and objectives. For that purpose, was essential the participation in the different peer to peer workshops celebrated in the LHC and the organisation of a thematic workshop in Santiago – in October 2017- about data and urban data platforms and 4.0 district heating. The measures selection also could take advantage of the methodology and set of tools of WP2, as the thematic project books.

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During the last 12 months of the project, the city, along with LTP FEUGA, had the task of transforming the previous preliminary roadmap into the present document. With the constant support of Energy Cities in the definition of the appropriate contents and task timeline and the participation in various thematic workshops as the replication one organised by INEA and celebrated in Brussels or the monitoring one in Vienna (Task 7.3). In June of 2018, Santiago de Compostela organised an Intensive Lab Session with the external participation of LHC of Munich and Vienna, the FC of Sofia and the city of Eindhoven. There, foreign experts worked along with the Local Action Group and city administrators in the development of the strategy.

The five thematic areas of Smarter Together turned to be of interest for the city as it aimed to obtain a complete smart city strategy that not only gathers replicable solutions from the LHC but also includes already planned measures. The city approved several innovative documents that rule its vision beyond its spatial urban plan. Main plans and projects are the next ones: The Sustainable urban mobility plan (SUMP), the Sustainable Energy and Climate Plan (PAESC), the Sustainable and Integrated Urban Development Strategy (EDUSI) and Smartiago project. All of them include some measures aligned with the objectives of smart cities, so it has been taken the opportunity to deepen its development through a document that also will contribute to give order and readability to all the group of smart measures the city aims to implement.

In the field of citizen and stakeholder engagement, where the city has been experiencing notorious advances in participative programmes of decision-making, the concept of urban living lab present in the three LHC is going to be implemented firstly in the district of Pontepedriña, one of the integrated refurbishment areas. This district will act as well as a replicability area for the solutions of district heating network with renewable energy supply and the RES introduction for electrical consumption and heating/DHW in collective residential buildings. The thematic area of renewable energies infrastructure includes also the smart ornamental public lighting for heritage preservation and smart management service of municipal solid waste, two measures included in Smartiago roadmap.

Santiago de Compostela has acquired significant results in heritage refurbishment of its city centre and has also given steps in the holistic refurbishment of peripheral housing districts built from the 1950 to 1985 that meant the introduction of accessibility and energy efficiency improvements at the same time of public space retrofitting. The permanent refurbishment office of Santiago aims to continue with these policies focusing on Pontepedriña and Vite, the recent declared refurbishment areas. Nevertheless, the city understands that the successful present retrofit programs still can be improved introducing innovative measures of the LHC. For instance, the monitoring tools introduced in the refurbishment projects of Lyon Confluence housing buildings and also in the Energy refurbishment advice and engagement programs of Munich.

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In the field of smart and sustainable mobility the strategies develop the next measures: the smart management of heritage centre mobility, the design and implementation of smart mobility solutions included in the Local Mobility Agreement of the city and the disposal of e-car sharing for residential areas.

As the city is already developing a complete transition to electronic administration and participates in the creation of a Transparency, open data and engagement tool along with Madrid, Zaragoza and A Coruña, the opportunity of getting knowledge from the experience of the three LHC about Urban data platforms is also a relevant action.

A governance measure will complete the group of selected measures in order to guarantee the needed capacity and incentive monitoring to reach the goals of this strategy.

1. State of the art 1.1 Introduction and strategy goals The City Council of Santiago de Compostela participates in Smarter Together project as the partner number 28 (STC) under the role of Follower City, within the Horizon 2020 funding framework – SCC-01-2015: Smart Cities and Communities solutions through lighthouse projects. The incorporation of the city to the project was approved by the local Plenary on the 18th of December, 2015 and the Consortium Agreement was signed by the Mayor on the 25th , January, 2016. The LTP FEUGA (Galician Enterprise-University Foundation) works along with the City Council team on the management process of the project.

According to the project’s work plan, the participation of STC is focused in the WP2 Co- creation for smart city solutions; WP7 Integrated strategies in Follower Cities; WP9 Communication and Dissemination and WP10 Project management.

Within the coordination of these WP, the city worked with the aim of developing a smart measures implementation study for its own future smart city roadmap. The access to the best practices and experiences learned from the Lighthouse Cities has served as a base for improving the existing tools and programmes already fostered by the current government and it has encouraged as well the use of new business models adapted to the scale of the city and to the citizen needs.

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The active participation in several of the workshops organised within both WP2 and WP7 including peer to peer sessions and Follower Cities meetings with external advice from the Lighthouse Cities and other experts, let the city of Santiago de Compostela the opportunity to acquire knowledge and experience in best practices, in order to reach the best methodology for replication. Interdepartmental meetings and encounters with stakeholders complete the wide and fruitful set of interchange actions that the project brought.

The progress achieved during the project lifetime gives as a result this smart city strategy that fits the city features and conditions and establishes Santiago de Compostela City Council commitments in the field of sustainability, energy transition, energy poverty mitigation, social inclusion, sustainable mobility and quality of life improvement.

The strategy aims to deepen into the five thematic areas of Smarter Together with the objective of obtaining a complete and operative smart city plan that not only gathers replicable solutions from the LHC but also includes already planned measures, taking advantage of the synergies between all of them in the common objective of tackling the challenges and issues of the city previously defined.

1.2 City context and current programs in development In 1989, the Urban General Plan of Santiago let the city embrace a policy of valuing and refurbishment of its important urban heritage, so that historical centre, traditional ways and districts, public spaces, green areas, and the natural surrounding landscape were considered key components to establish an integrated urban planning. That strategy let Santiago control its previous excessive urban growth, protect its environmental and heritage assets, define the location of the new regional and local institutions and set the basis to the present urban regulation plan, approved in 2007.

During the last years, this context has driven the city to develop new initiatives oriented to innovative models of management and planning. These actions became an inflection point in the field of awareness of local policies for specific environmental and social issues such as digital administration, emissions reduction, transparency and citizen participatory processes.

The fact that these initiatives have been developed individually has been recognised a deterrent during Smarter Together encounters and cross-sector meetings, where the city confirmed the necessity of integrating these actions into a common strategy that will be enriched by best practices of the LHC. According to the holistic vision that introduces Smart City concept, this strategy seeks to be an innovative tool that introduces horizontal perspectives into the urban policies and focuses on the present challenges and needs of the city.

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The recentness in considering energy transition issues by the municipality and linked to this, the absence of collective or district examples in the renewable energy sources introduction, the scarcity of citizen participation in the participatory processes carried out for the last three years, the lack of an intelligent municipal data management and the still predominant private vehicle use in the urban mobility system of the city were emphasized as the general challenges to which this strategy has to act.

Currently, the municipality presents specific plans and actions available to citizens aligned with smart city objectives, within the following areas. Below there are named some of them, which are still in the city long term vision and strategy (see M7.1.1 Santiago de Compostela Local Action Framework):

▪ Citizen involvement experiences: (Projects that aims to introduce participatory processes into the city management and co-creation of future policies in fields as official investments, district issues management, incidences real time management, sustainable municipal solid waste awareness and management district plans definition) ▫ Open Council Budget and Participatory Budget ▫ Ao Vivo participatory process ▫ Incidence tools: Liña Verde and Queixas e suxestións ▫ Tropa Verde project ▫ Smart participatory process for the development of the Management Plan of the Historical City ▪ Data and Urban Data Platform: (Projects that let the city give steps into the digital agenda and open data sources as proceedings digital management, geographic information modelling or urban data platform basis…) ▫ XIESS Platform ▫ Citizen Folder ▫ Patrimonial information system ▫ Xeoportal ▫ Open government, collaborative and interoperable platform. ▪ Smart and sustainable mobility: (Plans, agreements and actions that seek the fostering of sustainable and inclusive mobility solutions that mitigate the high use of private cars and give carbon neutral alternatives to citizens mobility) ▫ Local Mobility Agreement ▫ Sustainable Urban Mobility Plan review by EDUSI ▫ Parking area payment app

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▪ Holistic Refurbishment: (Holistic refurbishment programmes of areas that showed vulnerability factors in the spatial, functional, social and economic fields and the creation of a programme that aims the mitigation of the increasing of rents prices in the city centre) ▫ Retrofitting and refurbishment programmes for the declared “Integrated Refurbishment Areas” (ARI) ▫ LIMIAR programme (Needs inventory of housing building owners involved in refurbishment and retrofitting) ▫ AVIVA programme (Empty dwellings mobilisation for favouring and fostering of fair rents)

1.3 Relevant action plans 1.3.1 Smartiago Smartiago project was developed in 2012 and it defined a roadmap of actions that focused on identifying and implementing innovative solutions to improve services and quality of life of inhabitants of the historical centre. Its approach set out an innovative strategy, being the first one searching for the maximum applicability and adaptability of I+D to the main problems and restrictions of a World Heritage City. This strategy targeted specifically the need to integrate suitable solutions to preserve the cultural and natural heritage in compliance with the regulation of the Special Protection and Rehabilitation Plan of the Historical City of Santiago de Compostela (PE-1). Smartiago also strived to create an impact on the technology-focused local businesses, University and I+D+i Centres, to position technologically the city and develop a set of actions that could be replicable in other heritage cities.

The preliminary version of the strategy focused on the fields of ICT, citizen security, efficiency, environment and health; and it led to four concrete technological solutions: communications in Heritage Cities, lighting smart management, integrated management of MSW and citizen security and emergencies and mobility coordination centre.

In 2017, the programme obtained FEDER funding, and the present municipality government decided to adjust some of the measures and introduce others in order to spread its benefits beyond the historical city, particularly, in the introduction of the line of actions called “Sustainable and Intelligent Management of Urban Solid Wastes”. So, Smartiago roadmap started its development in the three next areas: Smart management of urban solid wastes, smart mobility in the city centre and smart ornamental lighting for heritage conservation.

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An agreement of € 12.36M was signed between the Ministry of Economy, Industry and Competitiveness and the municipality of Santiago de Compostela under the FEDER I+D+i 2014-2020 operating program to set aside for I+D+I € 6.18M and for the deployment of the solutions other € 6.18M.

1.3.2 Sustainable and Integrated Urban Development Strategy (EDUSI) According to Europe 2020 Strategy, that recognises the valuable contribution of the municipalities in the smart, sustainable and integrated growth, Santiago has approved in January of 2016 its first plan for an integrated sustainable development (EDUSI).

Firstly, the strategy analyses the state of the art of the city and the present urban policies, plans, projects and tools at multiple levels that define the priorities and future actions that will have effect in it, as the starting point to focus on. Then a complete diagnosis of the present situation is fixed and present to the decision makers, stakeholders and citizens in general.

Starting from the SWOT analysis, once the action framework has been defined, priorities are first extracted and grouped in 5 areas – urban area, environment, mobility, heritage and tourism; so that the discussion between decision makers, citizens and the rest of stakeholders is held in specific workshops. Governance, employment and social areas complete the diagram of relations between the five thematic areas. Three key elements appeared in all of the fields, as a result of the thematic workshops. They were considered global priorities and concerns:

▪ Need to strongly focus on districts and outlying areas. (pink spots in the chart) ▪ Necessity of a fluctuation of the mobility model, acting in multiple scales and fostering a change in citizen awareness, contributing to the decline of the use of private car - “door to door culture” -and to the gradual improvement of multi- modality mobility. (red spots in the chart) ▪ Necessity of considering the significance of the natural heritage as well as the cultural and intangible heritage. (green spots in the chart) These three key elements create a horizontal relation between the different fields and priorities and let integrate a strategy within a city scale based in three vectors: the inclusive city, the accessible city and the heritage city.

▪ Inclusive Compostela: focus on valuing districts and distant neighbourhoods, not only the city centre. The new vision of a “polycentric city”, a “lived city”, “the city of the districts”.

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Figure 1: List of key elements with action priorities and thematic groups (EDUSI process)

▪ Accessible Compostela: Idea of accessibility that combines sustainable mobility with the global requirements of universal access to services and facilities. ▪ Heritage Compostela: Taking advantage of the power of Santiago’s territory where the city was formed and being able to read the dynamics inside the relationships between its elements: green areas, streams, runoff basins, architecture, public space… From these three strategic vectors, lines of action were designed, so as they fulfil the requirements of the former challenges.

The lines of action, developed around each challenge of the three strategic vectors, are aligned with 4 thematic objectives –OT 2, OT 4, OT 6 and OT 9- .

In vector “Inclusive Compostela” whereas priority action lines are focused on OT 9 (Social inclusion), there are also included actions of OT 6 (Natural resources). In “Accessible Compostela” vector action lines are aligned with OT 4 (Low carbon economy). Finally, in “Heritage Compostela” vector actions mainly focus on OT 6 while some are aligned with OT 4. ICT, which conform by itself the thematic objective 2 (ICT), are outside the previous groups as their aim is to act as a horizontal vector.

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On the 11th of August, 2017 it was approved the first action in the Local Government Board. Since that milestone, the next measures have been launched: Sustainable Urban Mobility Plan review, Universal Accessibility Special Plan, Reorganisation of municipal routes, ICT infrastructure for innovation and electronic administration, energetic refurbishment of municipal owned buildings and “Bet on you, bet on your neighbourhood” program.

1.3.3 Transparency, open data and engagement tool The Open Government Platform project, in collaboration with the cities of Madrid, Zaragoza and A Coruña, was approved by Red.es in 2016, awarded with the 3rd position on a list of more than 100 projects. One of its main assets is the collaboration between four cities in with the aim of developing together smart solutions in the field of data, open source, participation and transparency. Standardisation of elements, processes and tools is going to be the first step of this action.

The bid has been already awarded and the implementation will begin on the first term of 2019.

“Red.es” is a public corporate entity attached to the Ministry of Industry, Energy and Tourism (MINETUR). It is devoted to developing the Spanish digital agenda in order to work for digital convergence with Europe in the aim of improving public services and develop the digital economy.

1.3.4 Sustainable Energy and Climate Plan (PAESC) The municipality of Santiago de Compostela signed the Covenant of Mayors on the 17th of March, 2016 and approved in June 2017 its Sustainable Energy and Climate Action Plan (PAESC). It represents an integrated approach to tackle climate change mitigation and adaptation to it and includes different measures within the global objective of reducing at least 20,5% of its greenhouse gasses emissions in 2020 and 40,6% by 2030.

The plan embraces the next two phases:

▪ Preparation of the emissions inventory of Santiago de Compostela municipality, with the purpose of obtaining a reference diagnosis of GHG emissions resulting from de different activities and processes within the city. ▪ Definition of mitigation actions in order to increase energy efficiency and reduce energy consumption and introduce renewable energies with the aim of diminish the GHG emissions and improve the territory air quality. The geographical scope of this document is the municipality of Santiago and it focuses on energy consumption in municipal buildings and infrastructure, public lighting, residential buildings, industry, retail buildings, mobility and MSW management.

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1.4 Smarter Together replication strategy in line with the city vision and plans

Smarter Together strategy represents a holistic vision that gathers all the relevant actions within the municipality agenda in the fields of citizen engagement, energetic refurbishment, low energy districts and district heating, data management, and smart and sustainable mobility. This document defines a deepest approach on the selected suitable measures to fit the citizen needs and the city features and scale.

All the following solutions developed in this document are based on the lessons learned from the project outputs (WP1, WP2, WP3, WP4, WP5), on the previous plans and strategies presented before and on the local context, needs and challenges. In the Local Action Framework (milestone 7.1) this basis was acknowledged. The preliminary version of them, selected by the Local Action Group, were contained in the Smart City Catalogue (milestone 7.2). These measures were analysed internally by the different departments in charge of each thematic area and co-reviewed with the Lighthouse Cities experts during the Intensive Lab Session held in Santiago in June 2018 (M29).

The five thematic areas of Smarter Together turned to be of interest for the city as it aimed to obtain a complete smart city strategy that not only gathers replicable solutions from the LHC but also includes already planned measures. All of the mentioned city plans include measures aligned with the objectives of smart cities, so it has been taken the opportunity to deepen its development through a document that also will contribute to give order and readability to all the group of smart measures the city aims to implement.

In the field of citizen and stakeholder engagement, where the city has been experiencing notorious advances with participative programs of decision making, the concept of urban living lab present in the three LHC is going to be implemented firstly in the district of Pontepedriña, one of the integrated refurbishment areas. This district will act as well as a replication area for the solutions of district heating network with renewable energy supply and the RES introduction for electrical consumption and heating/DHW in collective residential buildings. The thematic area of renewable energies infrastructure includes also the smart ornamental public lighting for heritage preservation and smart management service of municipal solid waste, two measures included in Smartiago roadmap.

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Santiago de Compostela has acquired significant results in heritage refurbishment of its city centre and has also given steps in the holistic refurbishment of peripheral housing districts built from the 1950 to 1975 that meant the introduction of accessibility and energy efficiency improvements at the same time of public space retrofitting. The permanent refurbishment office of Santiago aims to continue with these policies focusing on Pontepedriña and Vite, the recent declared refurbishment areas. Nevertheless, the city understands that the successful present retrofit programs still can be improved introducing innovative measures of the LHC. For instance, the monitoring tools introduced in the refurbishment projects of Lyon Confluence housing buildings and also in the Energy refurbishment advice and engagement programs of Munich.

In the field of smart and sustainable mobility the strategies develop the next measures: the smart management of heritage centre mobility, the design and implementation of smart mobility solutions included in the Local Mobility Agreement of the city and the disposal of e-car sharing for residential areas.

As the city is already developing a complete transition to electronic administration and participates in the creation of a Transparency, Open data and Engagement tool, along with the cities of Madrid, Zaragoza and A Coruña, the opportunity of getting knowledge from the experience of the three LHC brought the definition and implementation of an Urban Data Platform as one relevant action.

A governance measure will complete the group of selected measures in order to guarantee the needed capacity and incentive monitoring to reach the goals of this strategy.

After having seen the selection process, where some of the measures are inspired by the LHC and others are already included in existent plans and sector strategies of the city, one concern that appears is how we guarantee that the group of selected actions inter- relate well and synergies between them are used efficiently.

For that purpose, it was essential the cross-sector work carried out during the whole project, that let different municipal departments and city stakeholders worked together to detect common needs and demands, synergies between projects already being developed and collect a group of measures that reinforce the present plans and complete the smart transition of the city.

Energy Cities also proposed a set of tools that help in the clarifying of opportunities and synergies and take advantage of them in order to define the actions, its business models and implementation plans:

▪ Benefit analysis: It let to list all the positive impacts on the quality of life in the demonstration areas and verify if challenges and needs are well fulfilled.

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▪ Internal/External analysis: A complete analysis of external aspects has been carried out, including the evolution in the last 10 years of tackling the problem, a stakeholder’s analysis, and the ones related to the political, legal, economic, social, and technological framework. Regarding internal environment, synergies between processes, plans and actions inside the municipality were also analysed, in terms of municipal organisation, processes and resources. ▪ Strengths, weaknesses, opportunities and threatens analysis. ▪ Systemic SWOT: Analysis that combines both the strengths and opportunities of each measure/solution, in order to explore the best way to implement each action by matching the positive context within the city administration (internal) with the extraordinaire favourable environment (external factors).

Another fact that contributes the interrelation and efficiency between the solutions is that both the ones already defined and the new replicable from LHC measures are aligned with the lines of action of the Santiago de Compostela Sustainable Energy and Climate Plan – Smarter Together even inspired some of its action fields-, justifying its adequate collective contribution to the Covenant of Mayors objectives.

Nevertheless, eventual malfunctions or incidences are going to be assessed by the Smart City Commission, the governance smart city action that was created among other objectives for monitoring the implementation of strategy, its effectiveness and any incidence that could appear and the proper assessment seek.

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1.5 Main challenges and needs analysis

Challenge/need/problem Difficulty to integrate energy transition, urban planning and mobility visions. identification Absence of a dedicated team/department ▪ Consumptions data of municipal buildings and vehicle fleet are not being properly monitored. Individual heating and DHW individual systems are widespread in the Impacts ▪ city. ▪ Absence of leadership in the energy items by the local administration.

▪ Traditionally, energy has been a state subject. Absence of legal regulations that give competency to municipalities. Causes ▪ Lack of acknowledgement of the energy transition objectives that the city has signed in the Covenant of Mayors. ▪ Urban planning has always been detached from energy issues. Current development of the Integrated and Sustainable Urban Development Strategy (1st phase of implementation) and Sustainable Evolution in the last 10 Energy and Climate Action Plan with H2030. years Nevertheless, there is a necessity of developing a horizontal strategy, which we could call smart strategy, that defines a roadmap of actions with impact on the diverse areas of the municipality and align their activities within the objectives of the PAESC.

Photos/Graphics/…

Figure 2: Energy consumption per sector in Santiago in 2015. Source: PAESC, IGE

Table 1: 1st challenge

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Challenge/need/problem Citizens lack of confidence in citizen involvement procedures identification ▪ Low participation rates of inhabitants in present citizen involvement tools. Consequent difficulty to reach the adequate feedback and support in some innovative projects. Impacts ▪ Lack of awareness in collective challenges as urban sustainability or zero-energy districts ▪ Top down decision-making processes on urban policies ▪ Regulations just focus on legal hearing procedures regulated by administrative law but not on innovative ways of citizen involvement Causes ▪ Distrust of citizens towards new methods of decision making ▪ Local administration scarce experience in best practices regarding citizen engagement. First steps in new participation processes were given in the last three years. Evolution in the last 10 years “Open Budget”, “Participatory Budget” and “Ao Vivo” (assemblies with citizens)

Photos/Graphics/…

Figure 3: Data from historical Participatory Budget processes in Spain depending on the city population. Source: Compostela Decide

Table 2: 2nd challenge

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Challenge/need/problem Lack of collective solutions for heating or hot water supply that hinders identification the introduction of renewable energies in existing districts ▪ The efficiency of the current energy systems is not being controlled or analysed Difficulty to apply energy efficiency measures and consumption and Impacts ▪ hence emissions reduction ▪ Some households, particularly in the integrated refurbishment areas, do not reach the standard thermal comfort conditions ▪ Neither available data nor effective monitoring of energy and climate conditions ▪ Energy poverty Causes ▪ Heating and DHW systems with individual boilers are widespread in the existent city ▪ Absence of a local energy agency or a department responsible for fostering the energy transition of the city Local administration has only very recently started considering energy issues. Signature of the Covenant of Mayors on the 17th of March, 2016 and approving in June of 2017 its Sustainable Energy and Climate Action Evolution in the last 10 years Plan (PAESC) were the first significant measures in the field. It represented an integrated approach to tackle climate change mitigation and adaptation to it. Nevertheless, there is still scope for raising awareness of its existence and objectives within both the city council and the citizens.

Photos/Graphics/…

Figure 4: Emissions (tCO2 / year) by sector and type of energy in the municipality of Santiago de Compostela in 2015

Table 3: 3rd challenge

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Challenge/need/problem The establishment of a solid database and development of an Urban identification Data Platform ▪ Municipality departments and local stakeholders agree on considering there is a high scope for improvement in city data management and miss the services that an urban data platform could offer to collectiveness such as inhabitants, administrative Impacts workers, tourists, commuters, entrepreneurs… ▪ Difficulties in managing present data with the effectiveness and quality conditions required ▪ Lack of an organised open data structure accessible for citizenship ▪ Obsolescence of the current digital administration platform of the city council ▪ Silo and vertical oriented structure within municipality departments Causes ▪ Data restrictions introduced by law ▪ Absence of a horizontal processing structure responsible for keeping and updating data The city is just implementing digital administration. It will benefit mainly the relation between citizens and administrative procedures. EDUSI brings the possibility to fund this action: Evolution in the last 10 years ▪ E-administration platform and departmental electronic management modules (Included in 1st implementation phase) ▪ Smart city platform and MSW verticals

Photos/Graphics/…

Figure 5: E-administration interface in the City Council official website

Table 4: 4rd challenge

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Challenge/need/problem The use of the private vehicle still prevails over the rest of means of identification transport ▪ Negative effects on citizens’ health ▪ Transport sector is the second in importance producing greenhouse Impacts effect gases in the municipality, just after industry ▪ Excessive urban space dedicated to private mobility ▪ Absence of alternative mobility services and infrastructure ▪ Comfort and easiness to use the private vehicle in daily journeys ▪ The reduced scale of the city did not demand improvements on public transport or other collective alternatives in the past ▪ Big metropolitan area that causes most of the journeys in private car that affects the city – urban sprawl:

Causes

Source: EDUSI Progress in the humanisation of public space, along with the retrofitting of the Historical Centre since 1990. Progressive humanisation of the public Evolution in the last 10 years space of the downtown through measures contained in the current Sustainable Urban Mobility Plan (approved in 2012)

Photos/Graphics/…

Figure 6: Modal distribution in daily trips (2011) in the Municipality of Santiago. Source: SUMP

Table 5: 5rd challenge

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2. City internal structure and Local Action Group Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship, headed by councillor Jorge Duarte, has been in charge of the management and development of the Smarter Together strategy in the city of Santiago de Compostela. In addition to it, due to its holistic approach gathering several thematic fields, also the councillor for Environment, Coexistence and Computing, Xan Duro, will be responsible for the commitment and the sign-off of the current strategy.

As it was mentioned before, this document is aligned in terms of challenges and objectives to current city plans such as Smartiago, EDUSI and PAESC. Some of the measures selected are also content of those documents, and some even have its funding approved. But this strategy will give that measures and the ones replicable from de Lighthouse cities or learnt within the Smarter Together a coherence and understanding inside the innovative horizontal vision that a smart city brings.

Several municipality departments and local stakeholders have worked along within the Local Action Group defining the main elements of the Smarter Together strategy during the project lifetime. Each area of competency leaded the final development in terms of business models, implementation plans and monitoring of the previous selected measures.

The Local Action Group was set up with the aim of establishing a proper cross department working. It involves several municipal departments, including its political representatives and local stakeholders from outside of the city council. Several sector meetings and thematic workshops were celebrated and it results were shown in the Local Action Framework and Smart City Catalogue milestones.

The Housing and Refurbishment Office was the service responsible of the management of all Smarter Together project and the elaboration of this strategy, with the support of the Linked third party FEUGA and the whole Local Action Group.

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Interest in being Organisation/department Needs Contribution involved To create a quality strategy based on a Mayor’s Office cross-silo oriented work and a holistic The involved vision approach. As municipality a selected measure To foster the interest of departments showed within this all municipality the need of following document, a prior departments to work Citizen Spaces, Right to a strategic planning city aim is to within an integrated Housing, Mobility and establish a Neighbourhood relationships direction in order to methodology and a management Councillorship have a common vision quality and solid and work together in structure to lead a database the same direction strategic planning organism

Environment, Coexistence and Computing Councillorship

To make their services To get to know the Bring their insights and more effective and best practices to proposals into the reach a wider range replicate about mobility strategy and of users. To improve innovative solutions study the possibilities of and renew the existing in the field of public the city hand to hand TUSSA (Urban Transport company of Santiago) fleet and review the transports and with the municipality to current public analyse new offer innovative transport offer sustainable mobility mobility alternatives services tailored to the citizens needs

FEUGA (Fundación Empresa- To bring more Transfer of Bring skills and expertise Universidad Gallega) competition, skill, knowledge, in innovative solutions experience, talent and innovation and as they have a wide scientific and technology from experience in other technical knowledge the University European projects. to university. To System of Galicia to Could act as an deepen innovative the business world external facilitator to business models of and society in give advice in smart measures that general. organisational, can be both studied management or at university level and governance issues offered to the markets.

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Technological Research Take part in the Wide experience on Institute of Santiago de meetings and energy issues. Advisory Compostela University (IIT USC) workshops organised entity for the City by the project. Have Council in the access to the development of the DH information transfer study and possible offered by Smarter subsequent Together network and implementation studies contact with partners and linked entities Galician Technology Institute (ITG) Opportunity to take Development of a part in the Intensive feasibility study for the Lab Session in introduction of RES into Santiago. Access to the heating and DHW the Smarter Together systems of residential knowledge network. existent district of Contact with project Pontepedriña, partners including the option of a district heating. Help the city select which options are the most effective to introduce.

Management Plan of the Historical To learn about Smarter Experience in City team Together solutions and participatory process benefit from the methodology. Inclusion experiences and of the Historical City processes that can needs within the smart influence the city strategy. Management Plan of the Historical city development

Table 6: Local Action Group

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3. Smart City solutions 3.1 Lines of action, solutions and replicable measures

Smart city areas Solution / line of actions Replication

Lyon Munich Vienna

GOVERNANCE Smart city commission

Dissemination, communication and Lyon- Stadeilla- SIMmobil citizen participation experience in the Confluen- bour CITIZEN ENGAGEMENT framework of the Smarter Together ce Living project Lab

Eco- refurbishm Energy retrofit of municipal buildings ent of Cité- Perrache

Eco- refurbishm Monitoring and management of ent of municipal buildings ECO-REFURBISHMENT Cité- Perrache

Consulting for Inclusion of renewable energies and Refurbish monitoring measures within the ment. municipality rehabilitation programs and Refurbish regulations ment Roadmap

Several Geoter- Redensifi- Development of a district heating heat mal 13MW cation of network with renewable energy supply in genera- plant for an consolidated city areas. Pilot project in tion district existent the ARI of Pontepedriña systems heating district network heating

Installation of renewable energies for B2 block RENEWABLE ENERGY electrical consumption and heating / PV SOURCES DHW in collective residential buildings. systems + Pilot project in the ARI of Pontepedriña storage

Smart ornamental public lighting for heritage preservation

Smart management service of MSW focusing on collective and individual composting and street cleaning

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URBAN DATA Electronic administration platform and Grand Munich Data PLATFORMS electronic processing modules Lyon Data Smart manage Platform Data ment Platform platform & smart services projects

Smart management of sustainable E-mobility E-mobility mobility in the Historical City stations point

Design and implementation of smart E-mobility E-mobility mobility solutions stations point

E-car sharing in residential areas. Pilot E-car E-cars for E-car SMART AND project of Pontepedriña sharing existing sharing SUSTAINABLE MOBILITY and car- and charging sharing charging stations fleet infrastruct Bluely and ure at CNR Hauffgass e

Table 7: Lines of action, solutions and replicable measures

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3.2 Smart city commission 3.2.1 Definition Solution Smart city commission

Smart City strategy means a horizontal program that affects all areas of local governance, so it needs flexible and horizontal administrative structures in order to be implemented with success. The solution proposed to develop, manage and monitor the smart city strategy is the creation of a Smart city Commission linked directly to the Mayor’s Office.

This commission would be directed by one high profile project manager and at least would be formed by one technician profile and an administrative post. So, this department of a minimum of three posts and directed linked with the Mayor’s Office, would have the next functions:

▪ Coordinate a group of chiefs of municipality areas that will be committed to apply the smart city roadmap into the programmes of the different departments and areas of governance. ▪ Update the smart city strategy according to the different urban Description planning documents, policy commitments, projects and new inputs demanded by the citizens. ▪ Elaborate papers for competitions and searching for funding. ▪ Participate in international forums and smart city networks and in aligned programs. ▪ Establish links with other smart city initiatives and participate actively in metropolitan area working teams in order to coordinate smart services within the metropolitan scale. ▪ Check and update the monitoring system of the smart city strategy and report disfunctions and incidences and look for the proper assessment to the program. ▪ Coordinate citizen engagement tools and guarantee permanent events with stakeholders and different groups of citizens in order to raise inhabitant awareness and acceptance of the municipal strategy. ▪ Lack of an integrated planning department that monitor and update strategic city planning. Problems or ▪ Absence of experience in local energy policies. challenges ▪ Absence of an innovation department or/and an international relationship department focused on these fields of policies. ▪ Vertically oriented structure of the local administration. ▪ Clear and permanent coordination structure that will be responsible for Benefits the objectives acquisition.

▪ Flexible and horizontal structure that help breaking silo structure and favour the communication between departments.

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▪ Permanent deployment of participatory processes that raise citizen awareness and let municipal policies obtain the approval of inhabitants. ▪ Permanent contact with different smart city networks or new initiatives and opportunities of co-creating new solutions that face coming urban challenges. Best practice Eindhoven (presented in the P2P WP2 workshop in Munich Jan.2018) “Re-organise the city financing towards a flexible city administration structure. Strategic programming: give place to overarching themes; use cost-benefit analysis as a decision support method; helps to Source of inspiration define relevant projects; gives space to innovation, living labs, district management; external partnerships… Long term alliances for the most important challenges, starting with scaling up and realise ambitions on sustainability, climate and healthy urbanisation.”

Table 8: Solution1- Smart city commission

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3.2.2 External and internal analysis Solution Smart city commission

EXTERNAL ANALYSIS As it happens in most of the municipalities in the country, Santiago City Council has been working for the last 10 years following a hierarchical organisational structure, organised in several councillorships related to the different areas of power or capacity given by the law. As a result of the previous fact, the local administrative has been historically silo-oriented. So, strategic planning and other horizontal policies have always been a real challenge. The municipality has been faced this issue through the contract of Evolution in the last 10 years of the confidence posts directed by the mayor or councillorship(s) or problem, which the solution is by subcontracting the consultancy and project management of addressing this tasks. Both ways mean temporary solutions dependant on factors such as election results, bidding limits… that don´t bring the enough power to drive long-term visions or go through the different department areas. Despite the approval by the Plenary of the Council of high instruments that point to a more horizontal or long-term strategy (EDUSI and SECAP) the municipal structure has not changed and the current rigidity makes difficult to implement the measures foreseen.

▪ Mayor’s Office: Also, with competency in language, Communication, Protocol, Institutional Relations and Municipal fleet. (easy, large) ▪ Councillorship responsible of Economy, Finance and Administration. (easy, large) ▪ Councillorship responsible of Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships. (easy, large) ▪ Councillorship responsible of culture. (medium, medium) Stakeholder’s analysis ▪ Environment, Coexistence and Computing Councillorship. (involvement, impact) (medium. large)

▪ Councillorship responsible of Social Policies, Diversity, Health and Civic Centres. (easy, large) ▪ Councillorship responsible of Education and Citizenship. (medium, large) ▪ Councillorship responsible of Equality, Economic Development and Tourism. (easy, large) ▪ Rural environment, maintenance and works for territorial balance councillorship. (easy, large) ▪ Councillorship responsible for Youth, Sport, Markets and Animal Welfare. (medium, small)

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▪ Spanish Constitution: ▫ Gives the power of autonomy to municipalities (VIII Title, 2nd Ch.) (+) ▫ It does not assign specific power areas to municipalities (-) ▪ Law 7/1985, that regulates the basis of the local regime: ▫ Gives the power of self-organisation to municipalities (+) ▫ Limits the areas of competency of municipalities: It may be given by law (-) ▫ Let a decentralised regime for capital municipalities with a more flexible administrative organisation (X Title - large Political and Legal framework for the population regime) (+) sector (Legislation, incentives, etc) ▪ Law 39/2015 of administrative procedure. Introduces the (+) supportive compulsory transition to electronic administration (+) (-) non-supportive National planning for Smart Cities. Estate minister of industry (0) neutral ▪ (Digital agenda). March 2015. (+) ▪ Belonging to programs and initiatives as Smarter Together, RED.ES, or the Spanish Network of Smart Cities: (+) ▫ Santiago shares knowledge and experiences with 5 foreign cities (Lyon, Vienna, Munich, Venice and Sofia, Club of Cities) and 81 Spanish smart cities. ▫ This fact contributes to promote the automatic and efficient management of infrastructures and urban facilities, as well as the improvement of the quality of services, thus achieving to attract economic activity and progress generation.

▪ Current recovery phase of the economic crisis. Restrictions in Economic framework of the sector contracting new personnel. (-) (+) Good for the sector ▪ Incentives from the State through the 2018-2021 Housing (-) Negative for the sector Plan. Some of the subsidies are intended for municipalities for (0) No influence refurbishment office personnel. (+)

▪ Increasing level of participation of citizens in the community matters (+) There are a high amount of associations and social stakeholders that demand changes in the efficiency Social framework of the procedures managing and the improving of the (+) Good for the sector (-) Negative for the sector quality of services (0) No influence

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▪ Increasing demand of integrated services, particularly in social issues as exclusion risk situations, the increasing of the prices of rental houses and the consequent difficulties to access to them, mobility demands…Demands usually refer to more than one area of competency. (+) ▪ Increasing demand of transparency in proceedings, and accountability regarding objectives completion of the municipal policies. (+) ▪ Elections year (May 2019) Future local government could jeopardise the smart city strategy development. (-)

▪ New technology solutions that affect to all areas of governance let horizontal data exchange between departments and benefit the efficiency of the analysis. (+) Technological framework ▪ New technologies as sensors, online participative tools, smart (+) Good for the sector phone applications… let all areas have real time insight on (-) Negative for the sector different issues and favour the decision making (+) (0) No influence ▪ Complexity of technology new solutions demand specialisation in workers and may cause the loss of their capacity or interest in global vision or horizontal programs, fostering silo structure. (-) There are several successful examples on innovative processes Market analysis to reach more efficient local administration structures. They usually start from the analysis and re-organisation in a horizontal way or project-oriented organisation of the main city areas. I.e.: Eindhoven (Netherlands) and Figueres (Spain).

It has not been found other new alternative municipal Alternatives in the sector organisations that could jeopardise the solution proposed.

INTERNAL ANALYSIS ▪ The different local areas of competency are headed by nine municipal councillorships and the Mayor´s Office. Due a traditional rigid vertically oriented structure and the absence of a body or direction in charge of a deep internal organisation analysis, it is difficult for the municipality itself to How the organisation structure and processes are and how easy do foster internal changes in such a key issue. them facilitate the implementation ▪ As a positive aspect, the current government fosters an of the solution inclusive city and aspects as social and universal accessibility issues, transparency and citizen participation are prior elements within their policies.

▪ Another positive aspect is that in the field of innovation, the city of Santiago has been pioneer in Spain for innovative public procurement. (Smartiago)That experience would give a key insight on new ways of deploy services by the municipality.

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▪ The Council of Santiago has approved high instruments that point to a more horizontal or long-term strategy (EDUSI and PAESC) Nevertheless, energy issues had not been in the political agenda since the approval of the PAESC, so the municipality still does not have yet an established department or office specialised in energy transition.

There are enough resources to prepare and implement the creation of the smart city commission. Nevertheless, there is a difficulty to increase internal and Are the resources inside the external staff and just after the approval of the measure there organisation capable of will appear the necessity of contracting more posts as it is implementing the solution? specified in the description of the measure. These new posts should be created into the personnel template and its costs included into the municipal budget. Meanwhile, human resources could be obtained by a temporary program. External funding for it would have to be sought.

Table 9: Solution1- External/internal analysis

3.2.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: The current local government ▪ W1: Traditional rigid vertical-oriented fosters an inclusive city and aspects administration structure. Generalised as social and universal accessibility tendency to slow and tough internal issues, transparency and citizen proceedings. participation are prior elements INTERNAL ▪ W2: Energy traditionally had not been within their policies. considered a competency of the ▪ S2: Approval of high instruments that municipality so the structure is not yet point to a more horizontal or long- prepared for the energy transition of term strategy (EDUSI, PAESC, the city. participatory processes…) OPPORTUNITIES THREATS

▪ O1: Santiago benefits of taking part ▪ T1: Restrictions in contracting new in international programs and posts and increasing new having links with smart city initiatives: competencies by the municipalities as Smarter Together, Spanish network a result of the legal and economic EXTERNAL of smart cities, RED.ES… context. ▪ O2: Incentives and subsidies from ▪ T2: The presence of elections in 2019 programs as the National planning could imply a change of priorities in for Smart Cities, 2018-2021 Housing the municipal agenda. Plan that could cover municipality costs of personnel. Table 10: Solution1- SWOT

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3.2.4 Systemic SWOT analysis

STRENGTHS

▪ S1: The current local government fosters an inclusive city and aspects as social and universal accessibility, transparency and citizen participation are prior elements within their policies. ▪ S2: Approval of high instruments that point to a more horizontal or long-term strategy (EDUSI, PAESC, participatory processes…)

OPPORTUNITIES

▪ O1: Santiago benefits of taking part in international programs and having links with smart city initiatives: Smarter Together, Spanish network of smart cities, RED.ES…

▪ O2: Incentives and subsidies from programs as the National planning for Smart Cities, 2018-2021 Housing Plan that could cover municipality costs of personnel. Table 11: Solution1- Systemic SWOT

Leverage advantages (challenges)

New policies being implementing by the municipality (transparency, participation, universal accessibility…) demand an horizontal strategy as S1 S1 + O1 they focus on common aspects to mostly all areas of competency. The city could learn from other experiences how to use the smart city to integrate all these new aims in the decision making and in the governance structure. Several plans that define smart city measures have been defined under internal and external participatory process, where the bottom up decision making has been a key. These methodologies could also benefit from the S2 S2 + O1 best practises of other smart cities experiences to whom the city is linked to be improved and serve as a basis for starting an implementation plan for re-organising the administration structure. New standards and objectives aligned with smart city assets are clearly present on the municipal government agenda. Moreover, the lack of specialised personnel could be solved by taking advantage of incentives S3 S1 + O2 and subsidies from programs, among others, as the National planning for Smart Cities, 2018-2021 Housing Plan that could cover municipality costs of personnel. EDUSI and PAESC demand as well specialised personnel that could be S4 S2 + O2 contracted thanks to incentives or subsidies of the mentioned programs in the field of smart cities, refurbishment or energy transition. Table 12: Solution1- Leverage advantages

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3.2.5 Business model Solution name: Creation of a management team into the municipal structure that lead smart city strategy to strategic planning level

What are the principal costs in Labour costs of the team: New posts for the this business model? technical office team.

Currently there is not available budget for this measure. The council needs to find way of funding. Cost drivers What are the financial risks? Once the financing will be obtained and

introduced into the budget of the local entity, there will be no financial risks

How do we address these risks?

Municipality official budget. Absence of What are our sources of revenue stream. revenue? This program could be subsidised.

Revenue streams What is the user pay at present? How should they pay non-refundable financing

in the future?

How much does each revenue stream contribute to the Absence of revenue stream overall turnover?

Is the measure economically The measure is not economically sustainable. sustainable? The council needs to fund ways of funding it.

If yes, from which moment

after implementation?

Subsidised (I.e. UE funds) at least for the Sustainability period of this strategy. In the final outcome, this new horizontal department could be If not, indicate how will the included into the official post template. measure be funded? Estimated cost of € 180,000/year

Proposed posts: 1 high profile civil-servant, 1 technician and 1 administrative.

Table 13: Solution1- Business model

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3.2.6 Implementation plan Creation of a management team into the municipal structure Solution name: that lead smart city strategy to strategic planning level

Activities:

• Elaboration of the draft basis of the procedures required for the creation of the measure.

• Technical, economic and legal reports.

• Approval from the Plenary session or the Local government. Main activities during Agents: planning phase: • Mayor’s Office

• Environment, Coexistence and Computing Councillorship

• Citizen Spaces, Right to Housing, Mobility and Planning Neighbourhood relationships Councillorship. phase Budget:

€ 00,00

• April 2019. Elaboration of the draft basis of the required procedures for the creation of the measure and required reports.

Main milestones: • October 2019. Validation of the measure by new elected local government.

• 2019. Searching for funding for the Commission. Once obtained, inclusion of it in municipal budget.

• 2019. Personnel selection.

Activities:

• Development of the coordination and monitoring plan.

• Set up the coordination and monitoring plan.

• Actions and coordination procedures defined in the Execution Main activities during coordination and monitoring plan: Searching for funding for phase execution phase: smart measures, coordinate the strategy, monitor the development…

Agents:

• Smart City commission (Smart Team plus area chiefs of the municipality)

• Environment, Coexistence and Computing Councillorship

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Budget:

• € 180,000/year

• January 2020 Start of the works of the Smart City Main milestones Commission. • April 2020. Set up the coordination and monitoring plan. • Starting to develop coordination and monitoring plan.

Indicative year of conclusion: January 2022

Period of time for project 3-year programme (January 2019 – January 2022) implementation (number of months for Planning + Execution)

Table 14: Solution1- Implementation plan

3.2.7 Set of indicators Name Unit measure Target 2022

Posts exclusively dedicated to the Number of workers 3 new department Monitoring indicators Approval of the coordination and Number of documents 1 monitoring plan approved

Table 15: Solution1- Indicators

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3.3 Dissemination, communication and citizen participation processes in the framework of the Smarter Together project 3.3.1 Definition Solution Dissemination, communication and citizen participation processes in the framework of the Smarter Together project Design of a dissemination, communication and citizen participation tool and milestones timeline. The design of an Urban Living Lab whose purpose is to transfer the knowledge of Smarter Together solutions that are being developing in the Lighthouse cities, strategic plans and programmes of the Description Municipality in the field of accessibility, quality improvement of the public space, sustainable mobility planning, the energetic transition…

A first pilot experience will be developed in M36 in the integrated refurbishment area of Pontepedriña. It will set the basis for future replication in other ARIS and even the possibility of reaching other citizens through the network of sociocultural centres, schools…

▪ Citizen participation in city issues has traditionally been limited to the public information period of urban plans. Problems or The new tools implemented by the city council, although they are challenges ▪ gradually introducing joint decision-making on more issues, still require greater response by the population. ▪ Difficulties in defining the proper target audiences. ▪ To disseminate to the general public the outcomes of Santiago de Compostela smart city strategy, of the lighthouse and follower cities, and the project as a whole. ▪ Ensuring stakeholder and citizen participation and engagement by co- designing and co-creating some features of the strategy, strengthening the decision making by the citizen validation. Benefits ▪ To obtain feedback from inhabitants in order to gain support for the overall research agenda setting and coordination. ▪ To reduce the environmental impacts of the area by raising people awareness and fostering the implementation of the smart city programmes. ▪ To adequate target audiences to the different contents.

Stadeillabour of Munchen Source of inspiration ▪ ▪ SIMmobil of Vienna

▪ Lyon-Confluence Living Lab

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Photos/Graphics/etc

Table 16: Solution2- Dissemination, communication and citizen participation processes in the framework of the Smarter Together project

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3.3.2 External and internal analysis

Dissemination, communication and citizen participation processes Solution in the framework of the Smarter Together project

EXTERNAL ANALYSIS Firstly, it is generalised a low level of knowledge about the smart cities’ possibilities and the new mechanisms that they include. Secondly, with the exception of few isolated cases, most Spanish cities have not carried out more participative processes than the Evolution in the last 10 years of compulsory ones included in traditional town planning regulations: the problem, which the allegations period in the approval of planning instruments and solution is addressing proposals form land owners in private planning developments.

Santiago the Compostela has given its first steps in new participatory processes since 2015 through several programs as “EDUSI”, “Historical City planning “, “Participatory Budget” or “Ao Vivo - Compostela decide” ▪ Design team in charge of the communication and dissemination measures (easy, large) ▪ Citizens of focus districts (i.e. Pontepedriña…) (difficult, large) ▪ Local cultural centres network (easy, medium)

Stakeholder’s analysis ▪ Local schools and high-schools (medium, medium) (involvement, impact) ▪ Associations (medium, medium)

▪ “Casa das Asociacións de Cornes” (800 neighbourhood entities, cultural, sports, women, youth, etc.) (easy, medium) ▪ Social Welfare House for Social Services and Assistance Associations (CABES) (easy, medium) ▪ Chamber of Commerce (medium, large)

▪ According to the Spanish Soil and Urban refurbishment Law, the legislation on land use and urban planning shall ensure the right of citizens of having access to information, as well as citizen participation in urban planning and management. Spanish Land and Urban refurbishment Law 8/2007 was the first in Political and Legal framework introducing a basic citizenship statute including rights such as the for the sector effective participation in the procedures for drawing up and (Legislation, incentives, etc) approving territorial and town planning instruments and for the

implementation of town planning and environmental assessment (+) supportive (-) non-supportive through the formulation of the allegations, observations, (0) neutral proposals, complaints and the right to exercise public action to enforce the determinations of territorial and urban planning, as well as the decisions resulting from the environmental assessment procedures. (+) ▪ Environmental and Landscape (21/2013 Spanish Environment impact Law and 8/2007 Galician Landscape Law) recent

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regulations give an increasing importance to participatory processes and the guarantee of collective decision making. (+) ▪ Law 7/1985, that regulates the basis of the local regime indicates (article 69) that “The local Corporations will provide the widest information about their activity and the participation of all citizens in local life.” (+)

Restrictions in funds for these activities, not considered traditionally part of an essential area of competency owing to several Economic framework of the circumstances, such as: sector (+) Good for the sector ▪ Current recovery phase of the economic crisis. (-) (-) Negative for the sector ▪ Incentives and subsidies scarcely fund participatory processes (0) No influence itself. So, obtaining money for these policies is not always easy (-)

▪ Citizenship strong neighbourhood feeling (+) ▪ Citizenship interest on neighbourhood improvements (+) ▪ Generalised lack of knowledge on energy issues or smart city concepts (-) ▪ Scope for involvement of the current users of cultural centres as Social framework they are usually easier to involve in environmental or social issues (+) Good for the sector (+) (-) Negative for the sector (0) No influence ▪ Scope for involvement of local schools (students) as these processes could be part of its didactic programs. Students are more open to technology and innovation. (+) ▪ New users of E-administration and online services expect a quick response of the administration or clear results for their contribution. Traditional administration usually is not able to give it. (-) ▪ New technologies let the creation of digital and interactive didactic units that let reach as wide range of participants and let the record of their feedback (+) Technological framework (+) Good for the sector ▪ New technologies as sensors, online participative tools, smart (-) Negative for the sector phone applications… let obtain a qualified level of data and to (0) No influence access to more issues and necessities of citizens. They contribute to participation processes and to register and monitor citizen involvement.

Communication and dissemination plans and activities developed in the three Lighthouse Cities and in Venice seem to have worked well, especially in Vienna: Market analysis ▪ Stadeillabour of Munchen

▪ SIMmobil of Vienna ▪ Lyon-Confluence Living Lab ▪ Smarter Together Bus in Gazzera replication area (Venice)

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Nowadays, current programs and measures are already Alternatives in the sector developed under participatory processes. There are not existing

alternatives for developing solutions without taking into account

citizenship opinion (see 1. City state of the art) INTERNAL ANALYSIS Participatory processes have been included in the political agenda since 2015. Currently most effective programs in this field are “Ao How the organisation structure Vivo” which involves district assemblies between local government and processes are and how and citizens and “Participatory budget” where through the council easy do them facilitate the web, proposals can be delivered and then, once its technical implementation of the solution feasibility is granted, are voted by citizens.

Below are indicated several factors of the resources of the municipality that affect to the implementation of the measure: ▪ Valuable experience in participation tools that should be taken into account for the implementation of this solution. ▪ Limited funds available for the campaign. Private funds where not obtained even after having called for external cooperation Are the resources inside the through advertisement in press. organisation capable of implementing the solution? ▪ Santiago has an extensive network of socio-culture facilities that can be used to carry out dissemination events. ▪ Lack of an energy transition or smart city department and of facilitation or dissemination personnel. ▪ Traditional rigid vertically oriented structure makes it difficult for the municipality itself to foster participatory processes in horizontal fields that covers more than only one power area. Table 17: Solution2-External/internal analysis

3.3.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: Valuable experience in ▪ W1: Scarce sources available for the participation tools since 2015. implementation of the measure

INTERNAL ▪ S2: Santiago has an extensive ▪ W2: Lack of municipal personnel skilled network of socio-culture facilities in energy transition, smart cities and in that can be used to carry out facilitation or dissemination. dissemination events.

OPPORTUNITIES THREATS

▪ O1: Urban living labs developed in ▪ T1: Frequent lack of awareness on Vienna, Lyon, Munich and Venice energy issues and smart city concepts INTERNAL are best practices that Santiago from citizens. could replicate. ▪ T2: Difficulties to obtain funds just for ▪ O2: Citizens have real interest in these kinds of activities. neighbourhood improvements. Table 18: Solution2-SWAT

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3.3.4 Systemic SWOT analysis

STRENGTHS ▪ S1: Valuable experience in participation tools since 2015. ▪ S2: Santiago has an extensive network of socio- culture facilities that can be used to carry out dissemination events. OPPORTUNITIES

▪ O1: Urban living labs developed in Vienna, Lyon, Munich and Venice are best practices that Santiago could replicate. ▪ O2: Citizens have real interest in neighbourhood improvements. Table 19: Solution 2- Systemic SWOT

Leverage advantages (challenges)

There is a strong commitment from municipal government regarding involvement and participatory procedures open to citizens, which can S1 S1 + O1 benefit from the experience acquired through international best practices (i.e. Smarter Together citizen involvement actions in Vienna, Munich, Lyon and Venice) The profuse network of social and cultural facilities of Santiago can be a suitable venue for the celebration of dissemination and participation S2 S2 + O1 experiences, empowered by the concept of the “Urban living labs” implemented in the international context. The experience of the city in this field can be empowered by choosing the proper target groups. Residential districts appear as one of the most interested target groups in these thematic urban living labs. So, designing S3 S1 + O2 participatory processes at district level to show experiences of smart city that could increase the quality of this areas could be one of the main ways of succeed in the implementation of this measure. The presence of a social or cultural centre inside or in the proximity of a S4 S2 + O2 district brings a possibility of take advantage of the facility assets to improve and replicate the experience in other districts. Table 20: Solution 2- Leverage advantages

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3.3.5 Business model Solution name: Dissemination, communication and citizen participation processes in the framework of the Smarter Together project

Design of the graphic concept of the dissemination campaign.

Design of the Urban Living Lab – focused on What are the principal costs Pontepedriña (ULL) in this business model? Translation of Smarter Together papers.

Design of summary booklet in national language Cost drivers of the Santiago Smart City Strategy

Lack of capacity to attract citizens for What are the financial risks? participation in the urban living labs.

Workshops within Smarter Together (lessons learnt)

Adapt to citizen language the smart concepts and How do we address these contribute to foster citizen engagement risks? Support from Education area from the municipality.

Smarter Together project Task 9.2 What are our sources of If these actions are considered replicable, future revenue? developments in other districts should find new ways of funding. Revenue streams What is the user pay at present? How should they non-refundable funds pay in the future?

How much does each revenue stream contribute Absence of revenue stream to the overall turnover?

Is the measure No economically sustainable?

It is 100% funded by the Smarter Together project. Sustainability If not, indicate how will the measure be funded? Try to If these actions are considered replicable, future give some numbers. developments in other districts should find new ways of funding.

Table 21: Solution 2- Business model

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3.3.6 Implementation plan Dissemination, communication and citizen participation Solution name: processes in the framework of the Smarter Together project

Activities:

• Design of the graphic concept of the dissemination campaign.

• Design of the Urban Living Lab – focused on Pontepedriña (ULL)

• Translation of Smarter Together papers.

Main activities during • Design of summary booklet in national language planning phase: Agents:

• Housing and Refurbishment Office (Smarter Together Team)

• FEUGA (Linked Third Party) Planning phase • Design company.

Budget:

€ 12,100

• October 2017: Design concept

• October 2017: 1st Co-creation event.

• November 2018: Finnish of the smart city strategy and ULL Main milestones contents.

• December 2018: Design of the Urban Living Lab in Pontepedriña.

• December 2018: Design of the he summary of the strategy and booklet and dissemination leaflets

Activities:

• Built of the exhibition equipment; panels, booklets, surveys, files…

• Celebration of the events: Urban Living Labs in Pontepedriña, Vite, others… Execution Main activities during phase execution phase: • Prepare an exhibition for being developed in socio-cultural centre network.

Agents:

• Housing and Refurbishment Office

• FEUGA (Linked Third Party)

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• Design company

• Events company

Budget:

€ 21,452.81

• February 2019: First ULL in refurbishment area of Main milestones Pontepedriña • October 2019: First ULL in refurbishment area of Vite • Others

Indicative year of conclusion: January 2021

Period of time for project implementation (number of months 60 months (since beginning of Smarter Together project) for Planning + Execution)

Table 22: Solution2- Implementation plan

3.3.7 Set of indicators Name Unit measure Target 2021

Number of Urban living labs Number of events 2 Monitoring celebrated indicators Number of exhibitions Number of events 5

Table 23: Solution2- Indicators

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3.4 Energy retrofit of municipal buildings 3.4.1 Definition Solution Energy retrofit of municipal buildings

Incorporation of energy efficiency measures, renewable energy sources and monitoring systems for the refurbishment of public Description buildings in the city: improvements in the thermal envelope, replacement of fossil fuels by renewable sources, energy efficient measures in the facilities, introduction of intake sensors of data…

▪ High energy consumption and low control capacity over energy expenditure. ▪ High number of municipal buildings of different typology and energetic behaviour: Headquarters (Pazo de Raxoi), administrative offices in various buildings, cultural centres Problems or challenges network, educational centres… ▪ Heritage protection affects a significant number of buildings and limits the way of intervene. In addition to it, traditionally, energy efficiency measures were not required for them, so it provoked an absence of integration of energetic rehabilitation measures in catalogued buildings. ▪ Reduction of heating/cooling demands ▪ Welfare promotion of both workers and users of public buildings Benefits ▪ Reduction of global consumption of non-renewable primary energy: Elimination of fossil fuels, introduction of renewable

energy sources, efficiency actions of the air conditioning installation, hot water supply and lighting ... ▪ Reduction of greenhouse gas emissions ▪ Smarter Together: Eco-refurbishment of Cité-Perrache (Lyon) ▪ Smarter Together (WP1-Wiki): 3encult European project Source of inspiration ▪ PAESC ER3 ▪ EDUSI 97

Photos/Graphics/etc

Table 24: Solution3- Energy retrofit of municipal buildings

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3.4.2 External and internal analysis Solution Energy retrofit of municipal buildings EXTERNAL ANALYSIS If we had to establish a starting point of the energy refurbishment in the country, probably we would agree on considering the application of the transposition of the Directive 2002/91/CE of the European Parliament and the Council - on energy efficiency of buildings -, that was not reached until the publication of the R.D. 47/2007. This regulation aimed to new buildings and to refurbishment of existent buildings of more than 1000m².

But with the next transposition of the Directive 2010/31/CE focused more directly on existent buildings, eliminating the mentioned threshold of 1000m² and ordering that the governments had to foster the introduction of actions that improve energy efficiency in Evolution in the last 10 years of public buildings, so that they will become best practises. This the problem, which the regulation change has also toughened the circumstances where solution is addressing energy efficiency measures can be excused in heritage buildings.

Nevertheless, as Santiago had a well-maintained municipal package of buildings and a wide range of them had heritage assets, where energy efficiency measures had been usually excused, this kind of eco-refurbishment has not been a common practise. Despite the previous statement, there are some exceptions in some scarce projects developed by the “Consorcio de Santiago” or by de regional government – as the eco-refurbishment of the Provincial Hospital.

Otherwise, the number of eco-refurbishments in heritage building is increasing and has been a theme of discussion at European context – European projects as 3encult -

▪ Environment, Coexistence and Computing Councillorship (easy, large) ▪ Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship (easy, large) ▪ Rural environment, maintenance and works for territorial Stakeholder’s analysis balance councillorship (medium, large) (involvement, impact) ▪ Consorcio de Santiago (easy, large)

▪ Technical studios in charge of the design and energy consultancy entities. (easy, large) ▪ Technological and research centres (medium, medium) ▪ Workers (medium, large) ▪ Users (medium, large)

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▪ Town planning legislation of the state (+) ▪ Town planning legislation of region (0) ▪ General Urban Planning of Santiago de Compostela (0) Political and Legal framework for the sector ▪ Heritage regulations in the Historical City (-) (Legislation, incentives, etc) Sustainable Energy and Climate Action Plan H2030(PAESC) (+) (+) supportive ▪ (-) non-supportive ▪ Integrated Sustainable Urban Development Action Plan (EDUSI) (0) neutral (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+) ▪ General increase in the cost of energy supply (+) ▪ General decrease in the cost of smart technologies (i.e. PV systems) ▪ Economic slowdown at European level (-) Economic framework of the ▪ PAREER and Housing State Plan (state), INEGA (regional) sector programs for subsiding are available with high amount of (+) Good for the sector funding (+) (-) Negative for the sector (0) No influence ▪ Assigned European funding for implementation of the EDUSI measure: Energy refurbishment of municipal owned buildings – € 520K co-funded 80% FEDER 20% Municipality (+) ▪ PAES H2030 (ER3) Energy refurbishment of municipal buildings with the highest energy consumption – estimated budget € 1.5M (+) ▪ Lack of awareness regarding energy consumption of some workers when they act with less responsibility than in their homes (-)

Social framework ▪ Lack of awareness on climate change issues of an important (+) Good for the sector part of the population, for distrusts, having other urgent (-) Negative for the sector priorities… (-) (0) No influence ▪ Decarbonisation policies are becoming more common, particularly in high density cities (+) ▪ Involvement of public buildings users on the reduction of emissions topic (+) ▪ In the present time, there is a wide range of construction systems for improving the thermal envelope insulation of buildings as well Technological framework as it happens in terms of energy efficient facilities and RES supply (+) Good for the sector introduction (+) (-) Negative for the sector (0) No influence

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▪ BMS solutions, that incorporates DATA monitoring to let the user take real time decisions in energy management, thermal conditions… are not widespread yet. But innovative experiences in this field are appearing as best practices and this technology is becoming to be available (0)

Passive measures as internal or external insulations, air/vapour barriers, ventilated facades, rooftop insulations, high thermal behaviour glass and window frames… have become widespread solutions for the last decade or more as they work great on energy Market analysis efficiency. So, there are a lot of examples of eco-refurbished buildings, especially housing ones. On the contrary, RES introduction and smart management system are still scarcely present. Specific energy efficient solutions will be later defined by the project authors and will be adapted to the specific building. So, it is soon to establish here the alternatives. Alternatives in the sector Heritage buildings are only the ones where could be sough alternatives to energy efficient and RES introduction solutions, after an assessment of heritage authorities. INTERNAL ANALYSIS

The city of Santiago de Compostela has signed the Covenant of Mayors and has acquired the commitments towards a decarbonised city. Main strategies working on that energy transition are the PAES and EDUSI as it has been defined in the State of the Art. How the organisation structure Nevertheless, the municipality still needs to internalise that relevant and processes are and how change of paradigm. Strategic planning, where energy transition or easy do them facilitate the Smart City policies belongs does not have yet the necessary weight implementation of the solution in the organisation structure. One example of that, for instance is

that PAESC and EDUSI are managed by different councillorships.

There is also remarkable the wide experience of the municipality in

heritage and social refurbishment policies, developed for the last 30 years, focused also on energy efficiency retrofitting of residential areas. The city counts with a Housing and Refurbishment Office directing that processes. Projects and works municipal department has the administrative, finance and operational capacity to guarantee both the control Are the resources inside the and management for the different phases for the programming, organisation capable of projection and implementing of this measure. (EDUSI) implementing the solution? Monitoring and energy assessment personnel, valuable for

controlling the implementation of the measure is not available in the municipality.

Table 25: Solution3- External/internal analysis

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3.4.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: Supportive plans of the city as ▪ W1: Heritage protection regulations of PAESC (CoM signature) and EDUSI the city that can jeopardise the (and State Housing Plan for private solution in some of the buildings. housing buildings). INTERNAL ▪ W1: The energy transition still needs to ▪ S2: Available funds in EDUSI for this be more internalised in the structure of measure. the council.

OPPORTUNITIES THREATS

▪ O1: To involve and take advantage ▪ T1: Lack of awareness regarding of external stakeholders as energy efficiency and distrust against EXTERNAL Consorcio de Santiago, eco-refurbishment is still present in technological and research centres, some sectors of society. water supply operators…

Table 26: Solution3 - SWOT

3.4.4 Systemic SWOT analysis

STRENGTHS

▪ S1: Supportive plans of the city as PAESC (CoM signature) and EDUSI (and State Housing Plan for private housing buildings).

▪ S2: Available funds in EDUSI for this measure.

OPPORTUNITIES

▪ O1: To involve and take advantage of external stakeholders as Consorcio de Santiago, technological and research centres, water supply operators

Table 27: Solution 3-Systemic SWOT

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Leverage advantages (challenges)

The signature of the CoM by the local government, acquiring the commitment of the reduction of emissions, establishes the suitable S1 S1 + O1 framework to collaborate and involve key stakeholders on the development of innovative solutions with direct application on city services. Co-creation and definition of the measures with different stakeholders. Having the budget already approved is not the single requirement to make S2 S2 + O1 the things effectively. The involvement of stakeholders in the early stage of the implementation of the measures is key to assure their ownership by a broader public, assuring their acceptance and success Table 28: Solution 3- Leverage advantages

3.4.5 Business model Solution name: Energy retrofit of municipal buildings

What are the principal costs in Projects and works: € 519,999.44 this business model?

There are not apparent risks as costs will be supported by municipality official budget. Cost drivers What are the financial risks? (EDUSI –FEDER co-funded 80%)

How do we address these risks?

Municipality official budget. Absence of What are our sources of revenue stream. revenue? This action is subsidised (80%)

What is the user pay at Revenue streams present? How should they pay Non-refundable financing in the future?

Absence of revenue stream from citizens or How much does each revenue consumers. stream contribute to the overall turnover? The reduction of the energy bills of the buildings will benefit the overall turnover.

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Yes, as it will reduce the energy consumption Is the measure economically of the municipal buildings and it is 100% sustainable? funded by the municipality.

If yes, from which moment Sustainability after implementation?

If not, indicate how will the measure be funded? Try to give some numbers.

Table 29: Solution 3-Business model

3.4.6 Implementation plan Solution name: Energy retrofit of municipal buildings

Activities:

• Plan definition and project bidding

• Project design

Agents: Main activities during planning phase: • Rural environment, maintenance and works for territorial Planning balance councillorship phase • Technical studios and companies in charge of the design

Budget:

€ 19,544.64

Main milestones • 2018: Projects completion.

Activities:

• Holistic refurbishment works of public buildings.

• Improvement of the performance of lighting installations. Consumption reduction

Execution Main activities during Agents: phase execution phase: • Rural environment, maintenance and works for territorial balance councillorship

• Construction companies in charge of the works

• Technical studios and companies in charge of the works direction and management

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Budget:

€ 500,454.80

• Stage 1. (2018) Improvement of the performance of lighting installations. Consumption reduction of 153,391.93 kwh/year Main milestones • Stage 2 (2019) Holistic refurbishment works of public buildings. Consumption reduction of 352,170.53 Kwh/year • Stage 3 (2020) Holistic refurbishment works of public buildings. Consumption reduction of 352,170.53 Kwh/year

Indicative year of conclusion: December of 2020

Period of time for project implementation (number of months 30 months for Planning + Execution)

Table 30: Solution 3-Implementation plan

3.4.7 Set of indicators Name Unit measure Target 2021

Monitoring Primary energy consumption KWh/year -857,333 kWh/year indicators reduction

Table 31: Solution 3- Indicators

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3.5 Monitoring and management of municipal buildings 3.5.1 Definition Solution Monitoring and management of municipal buildings

Incorporation of remote management and monitoring Description systems of public municipality buildings.

▪ High energy consumptions and absence of real time monitoring of energy use and climate conditions management, inside municipal buildings. ▪ Absence of tools that allow the analysis of the operational stage of the building's use life cycle. Problems or challenges ▪ High number of municipal buildings and diverse types and energy behaviour: Headquarters in Pazo de Raxoi, administrative buildings in various buildings, cultural centres network, educational centres ...all have been individually treated in terms of its climate conditions management and energy supply.

▪ Welfare promotion of both workers and users of public buildings. ▪ Periodic generation of data of the heating, lighting, electricity demands, consumptions… ▪ Reduction in global consumption of non-renewable primary energy: Possibility of generating real-time data Benefits that let drive diagnoses for the establishment of energy efficiency actions in facilities, facades…, changes in the functional programme, in the behaviour of users... ▪ Possibility of connect them to centralised management rooms and to Urban data platform. ▪ Reduction of greenhouse gas emissions. ▪ Smarter Together: Eco-refurbishment of Cité-Perrache (Lyon) Source of inspiration ▪ Smarter Together (WP1-Wiki): 3encult European project. ▪ PAESC ER3 ▪ EDUSI 97 Table 32: Solution 4: Monitoring and management of municipal buildings

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3.5.2 External and internal analysis Solution Monitoring and management of municipal buildings

EXTERNAL ANALYSIS Energy consumptions monitoring and heating/cooling conditioning management within a continuous analysis of DATA have been included only in certain cases of technologically advanced new constructed buildings, usually office, public concurrency facilities or industrial buildings. Nevertheless, with the transposition of the Directive 2010/31/CE, that focused more strongly on existent buildings, introduced the concept of the nearly zero energy buildings and ordered the governments to Evolution in the last 10 years of foster the introduction of actions that improve energy efficiency the problem, which the through measures as best practices in public buildings, municipalities solution is addressing have received a high responsibility on energy and sustainable

development. They have to become a key role, leading the energy transition of the cities. Santiago has few examples on this area. Among them we can point out University of Santiago energy monitoring system created through the Life-Opere project: “Strategies for Renewal and Energy Efficiency in the Public Sector”. It controls a group of buildings of the university and a low scale district heating.

▪ Energy suppliers and operators (low, large) ▪ Monitoring installations operator (medium, low) ▪ Environment, Coexistence and Computing Councillorship (easy, large) ▪ Citizen Spaces, Right to Housing, Mobility and Neighbourhood Stakeholder’s analysis relationships Councillorship (easy, large) (involvement, impact) ▪ Rural environment, maintenance and works for territorial balance councillorship (medium, large) ▪ Consorcio de Santiago (easy, medium) ▪ Technological and research centres (medium, medium) ▪ Workers (medium, medium) ▪ Users (low, medium)

▪ Town planning legislation of the state (0) ▪ Town planning legislation of region (0) Political and Legal framework for the sector ▪ General Urban Planning of Santiago de Compostela (0) (Legislation, incentives, etc) ▪ Heritage regulations in the Historical City (0)

(+) supportive ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+) (-) non-supportive ▪ Integrated Sustainable Urban Development Action Plan (EDUSI) (0) neutral (+)

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▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+) ▪ Personal data protection regulation (-)

▪ General increase in the cost of energy supply (+) ▪ General decrease in the cost of smart technologies (i.e. PV systems) (+) ▪ Economic slowdown at European level (-) ▪ PAREER and Housing State Plan (state), INEGA (regional) Economic framework of the programs for subsiding are available with high amount of sector funding (+) (+) Good for the sector (-) Negative for the sector ▪ Assigned European funding for implementation of the EDUSI (0) No influence measure: Energy refurbishment of municipal owned buildings – € 520K co-funded 80% FEDER 20% Municipality (+) ▪ PAES H2030 (ER3) Energy refurbishment of municipal buildings with the highest energy consumption – estimated budget € 1.5M (+)

▪ Users demands in terms of individually management of thermal comfort conditions. (+) ▪ Users demands in distance management of consumptions, thermal conditions, ventilation…smart apps (0) ▪ Lack of awareness regarding energy consumption of some Social framework workers when they act with less responsibility than when they are (+) Good for the sector (-) Negative for the sector in their homes (-) (0) No influence ▪ Lack of awareness on climate change issues of an important part of the population, for distrusts, having other urgent priorities… (-) ▪ Decarbonisation policies are becoming more common, particularly in high density cities (+)

▪ In the present time, there are available building management systems that can work individually in a building, dwelling or space letting the user manage real time information and control Technological framework its climatic conditions individually from a computer, smart (+) Good for the sector phone...Although these systems are not widespread yet, (-) Negative for the sector innovative experiences in this field are appearing as best (0) No influence practices. (+) ▪ Urban data platform are other devices that can work along with BMS and keep data from individuals to let management at district, city or even metropolitan area levels.

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BMS best practises can be found on foreign experiences like the one included in the Smarter Together project “Eco-refurbishment of Cité- Perrache” in Lyon. In the Spanish market the solution is available and although these Market analysis systems are not widespread yet, innovative experiences in this field are appearing as best practices, as the already mentioned of the University of Santiago.

Specific energy monitoring solutions will be detailed by the project authors and will be adapted to the specific needs of the building. So, it is soon to establish here the possible alternatives. Energy certification reports and energy auditions, including the Alternatives in the sector analysis of energy bills, are the current method for “monitoring” buildings but it could not jeopardise the precise and dynamic data obtained by digital monitoring.

INTERNAL ANALYSIS The city of Santiago de Compostela has signed the Covenant of Mayors and has acquired the commitments towards a decarbonised city. Main strategies working on that energy transition are the PAES and EDUSI as they have been defined in the State of the Art. Nevertheless, the municipality still needs to internalise that relevant change of paradigm. Strategic planning, where energy transition or Smart City policies belongs does not have yet the necessary weight in the organisation structure. One example of that, for instance is How the organisation structure that PAESC and EDUSI are managed by different councillorships. and processes are and how It is also remarkable that PAESC includes this measure as one of the easy do them facilitate the contributions to mitigation of climate change made by the implementation of the solution municipality and monitoring and management devices are going to be part of the eco-refurbishment measures for municipal buildings included in EDUSI. A complete digital administration program is also being implemented in the city. Future phases of it could bring the opportunity of implementing an urban data platform, as there is real interest on the measure and for that reason it is included in this strategy. This fact would be of high interest as will serve to display all the information available of the monitoring, among other data of interest for a smart city. Projects and works municipal department has the administrative, finance and operational capacity to guarantee both the control Are the resources inside the and management for the different phases for the programming, organisation capable of projection and implementing of this measure. implementing the solution? Monitoring and energy assessment personnel, valuable for

controlling the implementation of the measure is not available in the municipality. Table 33: Solution 4-External/internal analysis

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3.5.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: Supportive plans of the city as ▪ W1: Lack of monitoring and energy PAESC (CoM signature) and EDUSI assessment personnel inside the (and State Housing Plan for private municipality. INTERNAL housing buildings). EDUSI gives also ▪ W2: The energy transition still needs to funding to this measure. be more internalised in the structure of the council.

OPPORTUNITIES THREATS

▪ O1: To involve and take advantage ▪ T1: Lack of awareness regarding of external stakeholders as energy efficiency and distrust against Consorcio de Santiago, eco-refurbishment is still present in technological and research centres some sectors of society. (USC experience with Life Opere EXTERNAL ▪ T2: Data protection regulation. It can project), water supply operators… be a deterrent, particularly as this ▪ O2: Availability of new technology measure focusses on public buildings. as BMS systems and possibility of connection to an Urban data platform. Table 34: Solution 4-SWOT

3.5.4 Systemic SWOT analysis

STRENGTHS

▪ S1: Supportive plans of the city as PAESC (CoM signature) and EDUSI (and State Housing Plan for private housing buildings). EDUSI gives also funding to this measure.

OPPORTUNITIES

▪ O1: To involve and take advantage of external stakeholders as Consorcio de Santiago, technological and research centres (USC experience with Life Opere project), water supply operators…

▪ O2: Availability of new technology as BMS systems and possibility of connection to an urban data platform. Table 35: Solution 4- Systemic SWOT

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Leverage advantages (challenges) The approval of aligned plans as PAESC (as a result of the signature of the CoM) and EDUSI (that includes funds for this measure), establishes the S1 S1 + O1 suitable framework to collaborate and involve key stakeholders on the development of innovative solutions with direct application on city services. The strength of having the support of the mentioned smart planning united to the availability of new technology in the field of monitoring and data management, brings the best opportunity to the city to implement this S1 S1 + O2 measure and even contemplate the possibility of a future connection to a future urban data platform. This experience could act as an example of best practise for the private sector. Table 36: Solution 4- Leverage advantages

3.5.5 Business model Solution name: Monitoring and energy management of municipal buildings

What are the principal costs in Projects and works: € 180,000 (20 buildings) this business model?

There are not apparent risks for the building management systems related to the holistic refurbished buildings of the previous measure, as costs will be supported by municipality official budget. (EDUSI –FEDER Cost drivers What are the financial risks? co-funded 80%)

Other buildings still need to be included in the municipal budget and find a way of funding.

Approving a definitive selection of buildings to be connected to the monitoring system. How do we address these risks?

Municipality official budget. Absence of revenue stream. What are our sources of revenue? The part of this action that will go with the energy refurbished buildings has its funding Revenue streams approved and it is subsidised (80%)

What is the user pay at present? How should they pay Non-refundable financing in the future?

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How much does each revenue Absence of revenue stream from citizens or stream contribute to the consumers. overall turnover? The reduction of the energy bills of the buildings will benefit the overall turnover.

Yes, as it will reduce the energy Is the measure economically consumption of the municipal buildings and sustainable? would be 100% funded by the municipality.

If yes, from which moment Sustainability after implementation?

If not, indicate how will the measure be funded? Try to give some numbers.

Table 37: Solution 4- Business model

3.5.6 Implementation plan Solution name: Monitoring and energy management of municipal buildings

Activities:

• Plan definition and project bidding

• Project design

Agents:

Main activities during • Rural environment, maintenance and works for territorial planning phase: balance councillorship Planning • Technical companies in charge of the design phase • Environment, coexistence and computing councillorship

Budget:

€ 10,000

Main milestones • 2019: Singular projects completion • 2019: Design of a centralised data storage and

management unit

Activities:

Execution Main activities during • Public building management systems installation. phase execution phase: • Centralised data storage and management unit installation.

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Agents:

• Rural environment, maintenance and works for territorial balance councillorship

• Technical companies in charge of the works

Budget:

€ 170,000

• December 2019. BMS installation in half of the refurbished public buildings. Main milestones • December 2020. BMS installation in the remaing refurbished public buildings.

• December 2020. Installation of the centralised unit.

Indicative year of conclusion: December 2020

Period of time for project implementation (number of 30 months months for Planning + Execution)

Table 38: Solution 4- Implementation plan

3.5.7 Set of indicators

Name Unit measure Target 2021 -857,333 kWh/year Monitoring Primary energy consumption reduction Kwh/year indicators In combination with energy retrofitting

Table 39: Solution 4- Indicators

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3.6 Inclusion of renewable energies and monitoring measures within the municipality rehabilitation programs and regulations 3.6.1 Definition Inclusion of renewable energies and monitoring measures Solution within the municipality rehabilitation programs and regulations Integration of smart city concepts in rehabilitation programs:

▪ Incorporation as criteria to be scored in aid programs when there is competitive concurrency: Introduction of eco- refurbishment measures into the general subsidy refurbishment regulation and into the different specific calls. Incorporation of measures of smart city in the feasibility studies Description ▪ / detail studies / preliminary projects / projects of urbanisation for the proceedings in the public spaces of the ARI, ARRU or UMAR - names of different kind of target districts to refurbish/retrofit according to state and municipal regulations- ▪ Advice on smart solutions to citizens that improve the energy behaviour of the buildings. Catalog of best practices ▪ Roadmap for energy rehabilitation in relation to the LIMIAR program (List of owners of residential buildings involved in rehabilitation activities) ▪ Lack of awareness on the energy transition, particularly in certain groups of owners ▪ Lack of information on the advantages of saving and reducing emissions of energy efficiency solutions: Cost-benefit analysis of Problems or challenges the different options, examples and best practices ...

▪ Generalised difficulty to understand the information included in the energy bills, contents and indicators of the energy efficiency certificate ... ▪ Absence of a facilitation of complete information on the lines of help of the different administrations ▪ Provide the city council with a strategy of sustainable rehabilitation that materialise both in the empowerment of existing rehabilitation programs and in the eventual generation of new programs that amend deficiencies and counteract the achievement of the objectives of the PAESC Benefits ▪ Improvement of the thermal comfort of the rehabilitated homes and contribution to the elimination of their energetic scarcity ▪ Reduction of heating demands due to previous preventive actions in the envelope in buildings to be rehabilitated

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▪ Reduction in global consumption of non-renewable primary energy: Elimination of fossil fuels, introduction of renewable energy sources, efficiency actions in the installation of air conditioning, hot water and lighting ... of rehabilitated buildings ▪ Reduction of greenhouse gas emissions ▪ Smarter Together: 4.6 Consulting for Refurbishment (Munich), 4.7 Refurbishment Roadmap (Munich) Source of inspiration ▪ PAESC ED4 ▪ EDUSI 98

Photos/Graphics/etc

Table 40: Solution 5- Inclusion of renewable energies and monitoring measures within the municipality rehabilitation programmes and regulations

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3.6.2 External and internal analysis Solution Inclusion of renewable energies and monitoring measures within the municipality rehabilitation programs and regulations EXTERNAL ANALYSIS The municipal housing and refurbishment office has been managing the retrofitting of both private and public space of the integrated refurbishment areas declared in the city for the last two decades. Firstly, the aim was to retrofit the historical city improving its functional and heathy conditions for maintaining its uses and its activity at the Evolution in the last 10 years of same time as promoting its heritage protection. Today, there are the problem, which the three refurbishment areas more, declared in residential peripheral solution is addressing districts built between 1955 and 1985. In these cases, among other themes, energy efficiency works in envelopes and facilities, and accessibility improvements are the most frequent interventions. Nevertheless, there is scope to disseminate, evaluate and introduce other smart city measures aligned with the energy transition of the city: Essentially RES introduction and BMS for energy management and monitoring. ▪ Housing and Refurbishment Office (easy, large) ▪ Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships (easy, large) ▪ Environment, Coexistence and Computing Councillorship (easy, medium) Stakeholder’s analysis (involvement, impact) ▪ Rural environment, maintenance and works for territorial balance councillorship (easy, medium) ▪ Consorcio de Santiago (easy, large) ▪ Groups of owners (low, large) ▪ Energy consultancy external entity (medium, large) ▪ Electricity, heating operators (medium, large) ▪ RES operators (medium, large) ▪ State Housing Plan 2018-2021 (+) ▪ Town planning legislation of the state (0) ▪ Town planning legislation of region (0) ▪ General Urban Planning of Santiago de Compostela (0) Political and Legal framework ▪ Heritage regulations in the Historical City (0) for the sector (Legislation, incentives, etc) ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+) (+) supportive (-) non-supportive ▪ Integrated Sustainable Urban Development Action Plan (EDUSI) (0) neutral (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+) ▪ Personal data protection regulation (-)

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▪ General increase in the cost of energy supply (+) ▪ General decrease in the cost of smart technologies (i.e. PV systems) ▪ Economic slowdown at European level (-) PAREER and Housing State Plan (state), INEGA (regional) Economic framework of the ▪ sector programs for subsiding are available with high levels of funding (+) Good for the sector (+) (-) Negative for the sector Assigned European funding for implementation of the EDUSI (0) No influence ▪ measure: Energy refurbishment of municipal owned buildings – € 520K co-funded 80% FEDER 20% Municipality (+) ▪ PAES H2030 (ER3) Energy refurbishment of municipal buildings with the highest energy consumption – estimated budget € 1.5M (+)

▪ Difficulty to understand the advantages of the smart measures’ inclusion, the information displayed in the energy bills, contents and indicators of the energy efficiency certificate ... (-) ▪ Users demands in terms of individually management of thermal comfort conditions. (0) ▪ Users demands in distance management of consumptions, thermal conditions, ventilation…smart apps (0) Social framework (+) Good for the sector ▪ Owners main demands are other aspects of the refurbishment as (-) Negative for the sector structural safety, moisture issues and accessibility. (-) (0) No influence ▪ Lack of awareness on climate change issues of an important part of the population, for distrusts, having other urgent priorities… (-) ▪ Traditional participatory processes in the integrated refurbishment areas, as they were made, basically, through surveys, neighbourhood assemblies and public attendance in the housing and refurbishment office. (0)

▪ In the present times, there are available building management systems that can work individually in a building, dwelling or space letting the user managing real time information and control its climatic conditions individually from a computer, smart phone...Although these systems are not widespread yet, Technological framework (+) Good for the sector innovative experiences in this field are appearing as best (-) Negative for the sector practices. (+) (0) No influence ▪ There is a wide range of new RES solutions and with prices on decrease. (+) ▪ Urban data platform are other devices that can work along with BMS, keeping data from individuals to let management at district, city or even metropolitan area levels.

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▪ Munich “Consulting for Refurbishment” and “Refurbishment Roadmap”, made with the collaboration of Fraunhofer, are tools aligned to the objectives of this measure and could be considered best practices. They help inhabitants to choose among smart solutions of successful cases, which are the ones that best fits their necessities. Market analysis ▪ In the Galician context there have been very few examples of eco-refurbishment assessment run by public administration. Consorcio de Santiago developed a specific participative workshop in 2016 called “Refurbish with energy!”. Although the aim of this measure is to become a long-term program this pilot experience, based on conferences, workshops and assessment is a valuable starting point.

Probably the main alternative to this measure is private assessment on smart measures applied to refurbishment. Although in same cases it could be more specialised and professional, the access to Alternatives in the sector it, as well as to architecture services in general, is not always available for all citizens in terms of cost. Furthermore, it could be too oriented on selling a specific product.

INTERNAL ANALYSIS The Housing and Refurbishment Office is the department in charge of the management of the subsidy programs in refurbishment and retrofitting of the 4 integrated refurbishment areas of the city. It has How the organisation structure proved to be a valid facilitator during these two decades. and processes are and how The city has also approved the PAESC as a result of the CoM easy do them facilitate the signature. This global GHG mitigation planning assigns to this office implementation of the the role of advising and accompanying owners on lines of solution? financing in the field of energy rehabilitation. So, this measure of enforcing its resources in the field of smart measures to let a wider service to citizens, is totally aligned with the already approved plans and intentions of the municipality. Currently, Housing and Refurbishment Office is only integrated by one permanent architect and one administrative post. Temporary posts are also frequent for specific programmes. I.e. an extra architect and another administrative assistant post have been contracted at the moment for the development of a group of specific actions as Empty dwelling programme, LIMIAR roadmap Are the resources inside the or Smarter Together project. organisation capable of The skills of the posts might be appropriate regarding this measure implementing the solution? (for other functions it appears the need of counting also with economics and legal posts), but there is the need of specific training in several new smart technologies. In addition to it, the office has been able to obtain and manage large funds for refurbishment for the last two decades and these synergies could enforce the incorporation of new measures for contributing to the energetic transition of the city. Table 41: Solution 5- External/internal analysis

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3.6.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: The Housing and Refurbishment ▪ W1: The office has very few technicians Office experience for the last two and depends in excess on temporary INTERNAL decades managing the 4 integrated posts. refurbishment areas of the city. ▪ W2: Need of specific training/support ▪ S2: PAESC (CoM signature) support of in smart solutions. this measure. OPPORTUNITIES THREATS

▪ O1: Availability of new technology and ▪ T1: Main demands on owners are other innovative tools (i.e. the ones displayed aspects of refurbishment as in Smarter Together project): BMS accessibility, moisture issues, safety systems, connection to an Urban data conditions… EXTERNAL platform, Consulting for Refurbishment, ▪ T2: Difficulty for citizens to understand Refurbishment roadmap… the advantages of smart solutions ▪ O2: Wide range of funding from based on monitoring systems and RES different entities available for energy inclusion. transition. Table 42: Solution 5- SWOT

3.6.4 Systemic SWOT analysis

STRENGTHS

▪ S1: The Housing and Refurbishment Office experience for the last two decades managing the 4 integrated refurbishment areas of the city.

▪ S2: PAESC (CoM signature) support of this measure.

OPPORTUNITIES

▪ O1: Availability of new technology and innovative tools (i.e. the ones displayed in Smarter Together project): BMS systems, connection to an Urban data platform, Consulting for Refurbishment, Refurbishment roadmap…

▪ O2: Wide range of funding from different entities available for energy transition.

Table 43: Solution 5- Systemic analysis

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Leverage advantages (challenges)

Commitment on the social and inclusive aspects by the municipal government along with the successful refurbishment experiences of the city in the last two decades will be highly enriched by adopting new S1 S1 + O1 innovative tools and smart solutions that will contribute to update the refurbishment programmes and align it with the energy transition of the city. The solution has the support of environmental planning of the city (PAESC) and there is the opportunity of adopting new innovative tools and lessons S2 S2 + O1 learnt in Smarter Together programme to fulfil expectations and enrich citizen support and advice given in the office. Refurbishment programmes of the city will have the opportunity of continuing receive funding of several entities if they are adopting S1 S1 + O2 innovative tools that contribute to new environmental aims.

The fact of having political commitment through the signature of the S2 S2 + O2 PAESC brings the possibility of taking different funds from entities such as EU or Spanish State to develop the measure. Table 44: Solution 5- Leverage advantages

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3.6.5 Business model

Solution name: Inclusion of renewable energies and monitoring measures within the municipality rehabilitation programmes and regulations

Smart city aligned training programmes: € 5,000

What are the principal costs in Smart city catalogue: € 20,000 this business model? Smart city Roadmap: € 15,000 Cost drivers 4 Focus Urban living labs: € 4,800

Actually, there cannot be considered any relevant financial risks as the measure could What are the financial risks? be done with the present resources of the Housing and Refurbishment Office, funded by municipality official budget.

Municipality official budget. Absence of What are our sources of direct revenue stream. Licences taxes of revenue? eco-refurbishment could be considered indirect funding.

Revenue streams What is the user pay at present? How should they pay Non-refundable financing in the future?

Absence of revenue stream from citizens or How much does each revenue consumers. stream contribute to the overall turnover?

No, as direct revenue stream does not exist.

The funding still needs to be included in the official budget. Is the measure economically It will help to reduce the energy sustainable? consumption of the energy bills of private Sustainability existent dwellings.

The energy produced will mean less cost of the energy consumed from the grid.

If not, indicate how will the measure be funded? Try to give some numbers.

Table 45: Solution 5- Business model

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3.6.6 Implementation plan Inclusion of renewable energies and monitoring measures Solution name within the municipality rehabilitation programmes and regulations

Activities:

• Design of the new subsidy regulations for the integrated refurbishment areas

• Eco-refurbishment catalogue

• Roadmap of energy rehabilitation aligned with LIMIAR programme

• Design of the Urban Living labs in focus areas indicated by the Roadmap of energy rehabilitation. Main activities during planning phase: Agents:

• Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship

• Housing and refurbishment office Planning • phase Awarded training and Technical offices outside the administration

Budget:

€ 40,000

• April 2019: Approval of the new subsidy regulations

• May 2019: Bidding of the Eco-Refurbishment Refurbishment catalogue

Main milestones • Sept. 2019: Bidding of the Eco-Refurbishment Refurbishment Roadmap

• July 2019: Preparation of the ULL.

• Sept. 2019: Delivery of Eco-refurbishment catalogue

• Nov 2019: Delivering of the Roadmap of energy rehabilitation aligned with LIMIAR programme

Activities:

• Urban Living labs in focus areas indicated by the Roadmap Execution Main activities during of energy rehabilitation. (Minimum of two events per year) phase execution phase: • Display of information at the OCIHR: Exhibitions and dissemination campaigns

• 2019-2020: Technical assessment in eco-refurbishment.

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Agents:

• Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship

• Housing and refurbishment office

• Awarded training and Technical offices outside the administration

Budget:

4.800 €

• 2020-2021: Urban Living labs in focus areas indicated by the Roadmap of energy rehabilitation. (Minimum of two events Main milestones per year) • 2020-2021: Display of information at the OCIHR: Exhibitions and dissemination campaigns

• 2019-2021: Technical assessment in eco-refurbishment.

Indicative year of conclusion: December 2021

Period of time for project implementation (number of 42 months months for Planning + Execution)

Table 46: Solution 5-Implementation plan

3.6.7 Set of indicators Name Unit measure Target 2021

Number of eco-refurbished dwellings Dwelling/household 120

Monitoring Number of dissemination and participatory events (urban living labs, indicator meetings with citizens, associations…) Number of events 6 celebrated in the municipality in the field of eco-refurbishment.

Table 47: Solution 5-Indicators

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3.7 Development of a district heating network with renewable energy supply in consolidated city areas. Pilot project in the ARI of Pontepedriña 3.7.1 Definition Development of a district heating network with renewable Solution energy supply in consolidated city areas. Pilot project in

the ARI of Pontepedriña Analysis of the feasibility of selecting district heating fed with RES as a response of the need of heating and domestic hot water supply of existent urban areas.

Thanks to Smarter Together, a state of the art and feasibility study of all solutions that could be applied in an existent residential district as Pontepedriña in terms of heating, Description domestic hot water and even part of electricity supply has been carried out by ITG (Technological Institute of Galicia). This solution turned to be one of the most sustainable and cost-effective.

This solution, also included in PAESC, will required a planning phase, a construction one – involving both private owners and public administration -, and the operation phase. ESCOs seems to be crucial for the success of the idea, particularly in second and third phase.

▪ Absence of thermal comfort (heating) in areas of the existence city such as the integrated rehabilitation areas. ▪ Energy poverty. Problems or challenges ▪ Technical and economic difficulties of individual resolution for the implementation of heating systems in disadvantaged neighbourhoods. ▪ Difficulty for implementing renewable energy sources in the existing urban pattern. ▪ Reduce the consumption of energy sources from fossil fuels.

Benefits ▪ Contribution to the reduction of greenhouse effect gas emissions in the operational phase of residential buildings.

▪ Reduction of the operational costs of the service of heating than having individual boilers. ▪ Contribution to the elimination of energy poverty. ▪ 3.3 Geothermal 13MW plant for district heating network Source of inspiration that covers Neuaubing-Westkreuz and Freiham in the west of Munich.

▪ 3.0 Several heat generation systems such as a new power station in Lyon powered by wood-gas

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▪ 3.5 Lyon Confluence new or renewed heat substations with smart meters in order to connect more heat consumers to the local district heating. ▪ 3.8 Vienna redensification of an existent district heating with the connection of 250 flats.

Photos/Graphics/etc

Geothermal plant for district heating in Munich

Table 48: Solution 6- Development of a district heating network with renewable energy supply in consolidated city areas. Pilot project in the ARI of Pontepedriña

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3.7.2 External and internal analysis

Development of a district heating network with renewable energy Solution supply in consolidated city areas. Pilot project in the ARI of

Pontepedriña EXTERNAL ANALYSIS Traditionally, most of Spanish cities had not been involved into energy planning. Nevertheless, with the transposition of the Directive 2010/31/CE, that focused more strongly on existent districts, introduced the concept of the nearly zero energy buildings and ordered the governments to foster the introduction of actions that improve energy efficiency through measures as best practices in public buildings, municipalities has received the unavoidable Evolution in the last 10 years of responsibility on leading energy and sustainable development. the problem, which the In terms of RES introduction in the new and existent city, district solution is addressing heating systems turned to be an efficient facility where it is not

awkward to introduce renewable sources, as you do not have the need of affecting the whole network. Santiago has few examples on this area. Among them, we can point out University of Santiago low scale district heating – with a management and monitoring tool system -, created through the Life-Ophere project: “Strategies for Renewal and Energy Efficiency in the Public Sector”. ▪ Housing and Refurbishment Office (easy, large) ▪ Pontepedriña housing group of owners (low, large) Stakeholder’s analysis ▪ Energy operators (low, large) (involvement, impact) ▪ Rural environment, maintenance and works for territorial balance councillorship (easy, medium) ▪ Construction companies in charge of the works (easy, low) ▪ ESCOs (easy, large) ▪ State Housing Plan 2018-2021 (+) ▪ Town planning legislation of the state (0) ▪ Town planning legislation of region (0) Political and Legal framework ▪ General Urban Planning of Santiago de Compostela (0) for the sector (Legislation, incentives, etc) ▪ Heritage regulations in the Historical City (0) ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+) (+) supportive (-) non-supportive ▪ Integrated Sustainable Urban Development Action Plan (EDUSI) (0) neutral (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+)

Economic framework of the ▪ General increase in the cost of energy supply (+) sector ▪ General decrease in the cost of smart technologies (i.e. PV

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(+) Good for the sector systems) (+) (-) Negative for the sector (0) No influence ▪ Economic slowdown at European level (-) ▪ PAREER and Housing State Plan (state), INEGA (regional) programmes for subsiding are available with high levels of funding (+) ▪ Low income inhabitants of districts being refurbished: Energy poverty and the difficulties to pay energy bills (-) ▪ Involvement of surrounding public or private buildings in the district heating connexion favours the feasibility of this measure (+)

▪ Difficulties to deter if the measure is economically sustainable when inhabitants hardly have the necessary income to put the heating (-) ▪ Owners main demands for refurbish are other aspects such as structural safety, moisture issues and accessibility. (-) ▪ Difficulty to understand the advantages of a district solution instead of an individual one. (-) Social framework Users demands in terms of individually management of thermal ▪ (+) Good for the sector comfort conditions. (-) (-) Negative for the sector ▪ Users demands in distance management of consumptions, (0) No influence thermal conditions, ventilation…smart apps (0) ▪ Lack of awareness on climate change issues of an important part of the population, for distrusts, having other urgent priorities… (-) ▪ Involvement of surrounding public or private buildings in the district heating connexion favours the feasibility of this measure (+)

▪ There is a wide range of new RES solutions and with prices on Technological framework decrease. (+) (+) Good for the sector (-) Negative for the sector ▪ District heating technology is not widespread in Spain (-) (0) No influence

▪ District heating technology is not widespread in Spain. There are very few cases in the country. (-)

Market analysis

▪ The three lighthouse cities in Smarter Together have a district heating. Some of the eco-refurbished buildings are going to be connected to it. (I.e. Lyon confluence eco-refurbishment cases).

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Geothermal Freiham plant in Munich aims to ensure low-return temperatures to the district heating grid for better efficiency of the system. It is also foreseen the implementation in restored buildings. ▪ There are available ESCOs that could manage the facility and even funding part of the installations. The main alternatives are the mainly two: ▪ Collective DHW/heating supply for each building or block. Every Alternatives in the sector dwelling has their own consumption meter. ▪ Individual systems based on boilers or heat pumps. As gas natural network is in all Spanish cities generally it is the easiest way to connect to the service. INTERNAL ANALYSIS Implementing a district heating in Pontepedriña affect not only to private owners of the buildings but to the municipality as infrastructure will occupy public space and can become a new How the organisation structure infrastructure network replicable in other areas. and processes are and how Although the municipality traditionally has not leaded the energy easy do them facilitate the management of the city, PAESC has included the measure as one implementation of the solution mitigation action against climate change. A decision in this field probably will need a clear support by the inhabitants and an ESCO participation. Smarter Together project let celebrate a series of ULL where this measure will be disseminated and debated with the Pontepedrdiña citizens, along with presenting the results of the of the feasibility study made by (ITG) Galician Technology Institute.

The municipality has personnel capable for directing the planning needs and legal aspects needed to develop the measure. In addition to it, the Housing and Refurbishment Office and the Are the resources inside the Mayor’s Office have competency to look for appropriate funds for organisation capable of subsidise the measure. Nevertheless, there are no energy implementing the solution? department or technicians specialised in the field. The private funds attraction capacity of this measure is high owing to the surrounding facilities: one large mall, a residence, a school, a public swimming pool and various sport facilities are in less than a kilometre far from the area.

Table 49: Solution 6- External/internal analysis

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3.7.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: PAESC has included the measure ▪ W1: Absence of an energy as one mitigation action against department or technicians specialised climate change. in the field. ▪ S2: A series of ULL where this ▪ W2: Pontepedriña inhabitants, many in measure will be disseminated and risk of energy poverty, still needs to be debated with inhabitants will be involved in this solution, very distant INTERNAL held. Thanks to Smarter Together from accessibility, safety and moisture programme and with the issues. collaboration of ITG (Galician Technology Institute) a feasibility study ordered by the Housing and Refurbishment Office will be presented and will help citizens to decide. OPPORTUNITIES THREATS

▪ O1: To take advantage of the ▪ T1: Difficulty to see the advantages of presence of this solution in the three a district solution instead of an lighthouse cities in Smarter Together. individual one. (-) O2: Possibility of involvement of T2: Lack of awareness on climate EXTERNAL ▪ ▪ surrounding public or private change issues of an important part of buildings to connect to the district the population, for distrusts, having heating connexion. other urgent priorities… (-)

▪ T3: District heating technology is not widespread in Spain (-) Table 50: Solution 6- SWOT

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3.7.4 Systemic SWOT analysis

STRENGTHS

▪ S1: PAESC has included the measure as one mitigation action against climate change.

▪ S2: A series of ULL where this measure will be disseminated and debated with inhabitants will be held. Thanks to Smarter Together programme and with the collaboration of ITG (Galician Technology Institute) a feasibility study ordered by the Housing and Refurbishment Office will be presented with the aim of helping citizens to decide.

OPPORTUNITIES

▪ O1: To take advantage of the presence of this solution in the three lighthouse cities in Smarter Together.

▪ O2: Possibility of involvement of surrounding public or private buildings.

Table 51: Solution 6-Systemic SWOT

Leverage advantages (challenges) The opportunity of having a real insight on renewable energy district heating projects of the three lighthouse cities of Smarter Together is of high interest for S1 S1 + O1 the municipality, particularly after having including it in the PAESC as a mitigation of climate change action. Smarter Together participatory processes represent an opportunity of disseminating the benefits of implementing a RES district heating in S2 S2 + O1 Pontepedriña as a pilot project and involve citizens into new solutions that can improve the quality of living in existent districts. Table 52: Solution 6- Leverage advantages

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3.7.5 Business model

Solution name: District heating fed with renewable energies in existent areas. Pilot project of Pontepedriña

• Investment costs: building envelope refurbishment, thermal power plant, distribution network, substations and interior installation. What are the principal costs in this business model? • Operating costs: fuel supply (biomass) • Costs of maintenance: maintenance personnel

Cost drivers • Financial costs: costs of bank financing

The feasibility of the project is affected by What are the financial risks? the real consumption of the households, which could be less than estimated, depending on inhabitants’ behaviour. A survey will be carried out on residents to obtain the real consumptions of their homes. How do we address these risks? It is necessary to find subsidies for the project so that it could be amortised within a reasonable period of time.

The revenue sources of the network What are our sources of operator will be the payment of a fixed cost revenue? for maintenance and a variable cost for the energy consumed by the residents.

Currently, users pay fixed and variable costs to their energy suppliers. Revenue streams What is the user pay at present? How should they pay After the district heating installation, the

in the future? groups of owners will pay the fixed and variable costs to the district network operator.

How much does each revenue Maintenance costs: 30% stream contribute to the overall turnover? Variable cost of energy: 70%

Is the measure economically Yes, but it requires subsidy to be amortised sustainable? within a reasonable period of time.

Sustainability Sustainability would be achieved just after If yes, from which moment implementation. after implementation?

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A recovery of investment would be 15.5 years (without subsidy).

If not, indicate how will the measure be funded? Try to give some numbers.

Table 53: Solution 6- Business model

3.7.6 Implementation plan Solution name: District heating fed with renewable energies in existent areas.

Pilot project of Pontepedriña

Activities:

• Approval of refurbishment works roadmap for Pontepedriña Integrated Refurbishment area.

• Approval of the new subsidy regulations following the instructions of the works roadmap.

• Search of funding. The City Council and the groups of owners will be responsible for requesting these subsidies, receiving the support, where appropriate, of external entities.

• Execution project and complementary studies. The City Council (district network) and community of owners (rehabilitation) will be responsible for hiring these services.

• Preparation of technical specifications sheet for the bidding Planning Main activities during procedure. phase planning phase: • Public competition for the bidding of the district network construction. Responsibility of the City Council.

Agents:

• Environment, coexistence and computing councillorship

• Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship

• Housing and refurbishment office

• Groups of owners

Budget:

Project completion: 10% of the total budget

• Refurbishment:

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€ 3.483.525 x 0.10 = € 348.352,50 - € 931.42 average cost per dwelling

• RES District Heating:

€ 1,518,668 x 0.10 = € 151,866.80 - € 406.06 average cost per dwelling

• January 2019: Approval of refurbishment works roadmap for Pontepedriña Integrated Refurbishment area.

• April 2019: Approval of the new subsidy regulations

• April 2019. Found clear financing scheme and strategy Main milestones • May 2019: Bidding of the execution project (public space part)

• September 2019. Execution projects completed

• November 2019. Completion of the technical specifications sheet for the bidding procedure of the construction of the district heating (Public network)

Activities:

• Bidding procedure of the construction of the district heating (Public network)

• Construction of public infrastructure and private installations

• Start-up

Agents:

• Constructions works company

Main activities during • Groups of owners execution phase: Budget: Execution phase 85-90% of the budget

• Refurbishment:

€ 3,483,525 x 0.90 = € 3,135,172.50 – € 8,382.81 average cost per dwelling

• RES District Heating:

1.518.668€ x 0.90 = 1.366.801,20 € - 3.654,55€ average cost per dwelling

• March 2020. Bidding the constructing works Main milestones • May 2020: Construction

• December 2020: Start-up

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Indicative year of conclusion: January 2021

Period of time for project implementation (number of 24 months months for Planning + Execution)

Table 54: Solution 6- Implementation plan

3.7.7 Set of indicators Name Unit measure Target 2021

70% Decrease of the non-renewable % (kWh/m²year) (baseline 250 kWh/m² primary energy consumed in the district year, target Monitoring 70kwh/m²)) indicators 70% CO2 emissions reduction from heating % (kg CO2) and DHW production in the district (baseline of 50kg CO2)

Table 55: Solution 6 -Indicators

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3.8 Installation of renewable energies for electrical consumption and heating / DHW in collective residential buildings. Pilot project in the ARI of Pontepedriña 3.8.1 Definition Installation of renewable energies for electrical consumption and Solution heating / DHW in collective residential buildings. Pilot project in the ARI

of Pontepedriña Promotion, financing helps and support in the installation of renewable energies, both for the consumption of electrical energy in common areas, Description and for reducing heating bills and DHW, in communities of owners of the residential sector.

▪ Need to improve the energy efficiency of housing estates. ▪ Difficulties in the incorporation of renewable energy sources in housing Problems or challenges estates ▪ Improvement of the thermal comfort and contribution to the

elimination of the energy poverty, especially in those disadvantaged neighbourhoods ▪ Tendency to install natural gas individual systems for DHW and heating. ▪ Consumptions reduction of energy sources from fossil fuels. Benefits ▪ Contribution to the reduction of greenhouse gas emissions in the operational phase of residential buildings. ▪ Reduction on the energy bills. ▪ Contribution to the elimination of energy poverty ▪ Eco-refurbishment of Cité-Perrache (Lyon) Source of inspiration ▪ B2 block PV systems with storage and collective self-consumption (Lyon)

Photos/Graphics/etc

Table 56: Solution 7 - Installation of renewable energies for electrical consumption and heating / DHW in collective residential buildings. Pilot project in the ARI of Pontepedriña

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3.8.2 External and internal analysis Installation of renewable energies for electrical consumption and Solution heating/DHW in collective residential buildings. Pilot project in the

ARI of Pontepedriña EXTERNAL ANALYSIS Traditionally, most Spanish cities had not been involved into energy planning. Nevertheless, with the transposition of the Directive 2010/31/CE, that focused more strongly on existent districts, introduced the concept of the nearly zero energy buildings and ordered the governments to foster the introduction of actions that Evolution in the last 10 years of improve energy efficiency through measures as best practices in the problem, which the public buildings, municipalities has received the unavoidable solution is addressing responsibility on leading energy and sustainable development.

In terms of RES introduction in the new and existent city, collective or block systems are a more efficient solution than individual boilers, and it is easier to introduce renewable sources on them, as you do not depend on the decision taken dwelling by dwelling.

▪ Housing and Refurbishment Office (easy, low) ▪ Pontepedriña housing group of owners (low, large) Stakeholder’s analysis ▪ Energy operators (low, large) (involvement, impact) ▪ Rural environment, maintenance and works for territorial balance councillorship (easy, low) ▪ Construction companies in charge of the works (easy, low) ▪ ESCOs (easy, large) ▪ State Housing Plan 2018-2021 (+) ▪ State Technical Code for buildings (+) ▪ Town planning legislation of the state (0) ▪ Town planning legislation of region (0) Political and Legal framework ▪ General Urban Planning of Santiago de Compostela (0) for the sector Heritage regulations in the Historical City (0) (+) supportive ▪ (-) non-supportive ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+) (0) neutral ▪ Integrated Sustainable Urban Development Action Plan (EDUSI) (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+)

Economic framework of the General increase in the cost of energy supply (+) sector ▪ ▪ General decrease in the cost of smart technologies (i.e. PV systems) (+) (+) Good for the sector (-) Negative for the sector ▪ Economic slowdown at European level (-)

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(0) No influence ▪ PAREER and Housing State Plan (state), INEGA (regional) programmes for subsiding are available with high levels of funding (+) ▪ Low income inhabitants of districts being refurbished: Energy poverty and the difficulties to pay energy bills (-) ▪ Low income tenants: Energy poverty and the difficulties to pay energy bills. Difficulties to deter if the measure is economically sustainable as inhabitants hardly have the necessary income to put the heating (-) ▪ Owners main demands for refurbish are focused on other aspects such as structural safety, moisture issues and accessibility. (-) Social framework (+) Good for the sector ▪ Difficulty to understand the advantages of a collective solution (-) Negative for the sector instead of an individual one. (-) (0) No influence ▪ Users demands in terms of individually management of thermal comfort conditions. (0) ▪ Users demands in distance management of consumptions, thermal conditions, ventilation…smart apps (0) ▪ Lack of awareness on climate change issues of an important part of the population, for distrusts, having other urgent priorities… (-) ▪ There is a wide range of new RES solutions available in the Technological framework Spanish market. (+) (+) Good for the sector (-) Negative for the sector ▪ Various cases of PV integration shown in the Smarter Together (0) No influence project (+)

▪ Some collective RES solutions as PV technology are not yet widespread in Spain, probably as a result of previous energy Spanish policies (-) ▪ Heat pump technology are not yet widespread for collective Market analysis residential buildings, a solution that could be very appropriate for Pontepedriña blocks, as it resulted from the feasibility study. (- ) ▪ Generally, there is a wide range of new RES solutions and with prices on decrease. (+) The main alternatives are the mainly two: ▪ District heating fed with RES energies. This solution means higher initial funding and municipal commitment as it affects public spaces. It also requires essentially the participation of an ESCO. Alternatives in the sector ▪ Individual systems based on boilers or heat pumps. As gas natural network is in all Spanish cities generally it is the easiest way to connect to the service.

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INTERNAL ANALYSIS The municipality of Santiago, through its housing and refurbishment office is preparing a refurbishment roadmap for Pontepedriña that will help on establishing the proper priorities. In this case, private owners are who have to support the measure, How the organisation structure as the measure could be done block by block and even and processes are and how accompanying the eco-refurbishment and elevator installation of easy do them facilitate the them. So, its flexibility is remarkable and it can be adapted to the implementation of the solution. subsidy annual programmes that are managed by the municipality. Nevertheless, the municipality has enough resources to facilitate the process through the integrated refurbishment areas programme – with funding that can reach 50% - and the elaboration and approval of the required planning documents.

As this measure affects to private housing buildings, it has to be Are the resources inside the supported by owners. But municipality can facilitate the subsidy organisation capable of acquisition and planning and legal aspects. It has enough implementing the solution? resources and personnel to do it. (Human – number and skills -, Nevertheless, there is not available an energy department or economic, etc)? technicians specialised in the field to monitor the implantation or

giving advice.

Table 57: Solution 7 – External/internal analysis

3.8.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: A series of ULL where this measure ▪ W1: The measure has to be developed will be disseminated and debated with by groups or associations of private inhabitants will be held. Thanks to owners, who are difficult to involve. Smarter Together programme and with INTERNAL ▪ W2: Pontepedriña inhabitants, many in the collaboration of ITG (Galician risk of energy poverty, still needs to be Technology Institute) a feasibility study involved in this solution, very distant ordered by the Housing and from accessibility, safety and moisture Refurbishment Office will be presented issues. and will help citizens to decide. OPPORTUNITIES THREATS

▪ O1: State and regional electricity ▪ T1: Scarce examples of collective heat sector regulations are eliminating and pump installations for collective previous deterrents to self-supply housing buildings. systems (high taxes, collective EXTERNAL ▪ T2: Lack of awareness on climate production…) change issues of an important part of ▪ O2: European, state and region the population, for distrusts, having subsiding programmes are available to other urgent priorities… cover this measure. Table 58: Solution 7 – SWOT

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3.8.4 Systemic SWOT analysis STRENGTHS ▪ S1: A series of ULL where this measure will be disseminated and debated with inhabitants will be held. Thanks to Smarter Together programme and with the collaboration of ITG (Galician Technology Institute) a feasibility study ordered by the Housing and Refurbishment Office will be presented and will help citizens to decide. OPPORTUNITIES

▪ O1: State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…)

▪ O2: European, state and region subsiding programmes are available to cover this measure. Table 59: Solution 7– Systemic SWOT

Leverage advantages (challenges)

New regulation changes that let open the PV self-supply to groups of users and makes possible this measure is itself a high relevant factor to S1 S1 + O1 disseminate and discuss it in the ULL of Pontepedriña, as its feasibility is very interesting as it is a real alternative to individual solutions and without the complexity of creating a district heating network. The installation of renewable energies for electrical consumption and heating/DHW in collective residential buildings as a measure to discuss in S2 S2 + O1 the ULL of Pontepedriña should highlight the wide disposal of European, state and region subsiding programmes that can help the funding of the measure. Table 60: Solution 7– Leverage advantages

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3.8.5 Business model

Solution name: Installation of renewable energies for electric self-consumption and heating / DHW in collective residence buildings. Pilot project of Pontepedriña

• Investment costs: Envelope refurbishment, collective power plants with heat pump, interior installation.

What are the principal costs in • Operating costs: electricity supply this business model? (biomass) • Costs of maintenance: maintenance personnel

• Financial costs: costs of bank financing

The feasibility of the project is affected by Cost drivers the real consumption of the households, which could be less than estimated, What are the financial risks? depending on inhabitants’ behaviour.

A survey will be carried out on residents to obtain the real consumptions of their homes. It is necessary to find subsidies for the How do we address these risks? project so that it could be amortised within a reasonable period of time.

What are our sources of Users get economic savings in relation to revenue? their current energy costs

Currently, users pay fixed and variable costs to their energy suppliers. What is the user pay at present? How should they pay Revenue streams After the implementation, the groups of in the future? owners will pay the fixed and variable costs

only to the electric company.

• Variable cost of energy: 56% How much does each revenue stream contribute to the • Fixed cost of energy: 42% overall turnover? • Cost of maintenance: 2%

Is the measure economically Yes, but it requires subsidy to be amortised sustainable? within a reasonable period of time. Sustainability If yes, from which moment Sustainability would be achieved just after after implementation? implementation.

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A recovery of the investment will not be reached until 18 years (without subsidy).

If not, indicate how will the measure be funded? Try to give some numbers.

Table 61: Solution 7– Business model

3.8.6 Implementation plan Solution name: Installation of renewable energies for electric self-consumption and heating / DHW in collective residence buildings. Pilot project of Pontepedriña

Activities:

• Search of funding. The groups of owners will be responsible for requesting these subsidies, receiving the support, where appropriate, of external entities.

• Execution projects. Owners associations (rehabilitation) will be responsible for hiring these services.

• Application for licenses and permits.

Agents:

Main activities during • Groups of owners. planning phase: Budget:

Planning 10% phase • Refurbishment:

€ 3,483,525 x 0.10 = € 348,352.50 - € 931.42 average cost per dwelling

• RES installation:

€ 1,645,976 x 0.10 = € 164,597.60 - € 440.1 average cost per dwelling

• June 2019. Obtaining the grant and financing

Main milestones • September 2019. Execution projects completed

• September 2019. Application for licenses and permits

• September 2019. Hiring the constructing works

Execution Main activities during Activities:

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phase execution phase: • June 2020: Construction

• December 2020: Start-up

Agents:

• Construction works company

• Groups of owners

Budget:

85-90% of the budget

• Refurbishment:

€ 3,483,525 x 0.90 = € 3,135,172.50 – € 8,382.81 average cost per dwelling

• RES installation:

€ 1,645,976 x 0.90 = € 1,481,378.40 – € 3,960.90 average cost per building)

Main milestones • April-June 2020: Construction

• July-December 2020: Start-up

Indicative year of conclusion: December 2020

Period of time for project implementation (number of 24 months months for Planning + Execution)

Table 62: Solution 7– Implementation plan

3.8.7 Set of indicators Name Unit measure Target 2021

70% Decrease of the non-renewable % (kWh/m²year) primary energy consumed in the district (baseline 250 kWh/m² Monitoring year, target 70kwh/m²)) indicators 70% CO2 emissions reduction from heating % (kg CO2) and DHW production in the district (baseline of 50kg CO2)

Table 63: Solution 7– Indicators

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3.9 Smart ornamental public lighting for heritage preservation 3.9.1 Definition Solution Smart ornamental public lighting for heritage preservation

Intelligent ornamental lighting that reduces the energy cost and helps a UNESCO heritage city to be valued, limiting conservation Description and maintenance costs through the inhibition and control of biological colonisation, combined with artificial intelligence techniques that enhance safety through sensors.

▪ Need to improve the energy efficiency of public lighting ▪ Need to act on electricity consumption of public lighting Problems or challenges ▪ Biological colonisation on facades of catalogued buildings. Traditionally resolved by physical methods that can have an impact on the durability of the materials ▪ Efficiency of the ornamental public lighting system, without renouncing its proper architectural integration into a world heritage environment. Reduction in the electricity cost of ornamental lighting in 80% ▪ Promote environmental sustainability linked to the manufacture and management of lighting under the circular economy Benefits model

▪ Reduce the conservation costs of heritage using ornamental lighting and artificial intelligence for the preventive maintenance of biological colonisation ▪ Reduce the total cost of ownership and emissions in the manufacturing and maintenance processes of ornamental lighting fixtures ▪ Reduction of greenhouse gas emissions Source of inspiration ▪ Smartiago

▪ EDUSI 99

Photos/Graphics/etc

Table 64: Solution 8– Smart ornamental public lighting for heritage preservation

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3.9.2 External and internal analysis Solution Smart ornamental public lighting for heritage preservation EXTERNAL ANALYSIS In the last decade, as it happened in a wide range of cities, Santiago has been developing energy efficiency programmes in public street lighting, eliminate obsolete lamps as MV, and implementing LED technology.

PAESC has included the next measures in this field with estimated savings of more than € 1.35M/year.: Evolution in the last 10 years of the problem, which the ▪ Lighting change to LED in main avenues, city centre, industrial solution is addressing areas, public parking areas and individual management of high-

power lamps. ▪ MV lampposts elimination in rural areas In addition to it is remarkable the high effort that means for a heritage city biological colonisation treatments on protected facades. Traditionally those treatments were resolved by physical methods that can have a negative impact on materials.

▪ Mayor’s office (easy, large) Stakeholder’s analysis ▪ Environment, coexistence and computing councillorship (easy, (involvement, impact) medium)

▪ Smartiago technical office (easy – once established -, large) ▪ University research department (easy, large) ▪ State Housing Plan 2018-2021 (+) ▪ State Technical Code for buildings (+) ▪ Town planning legislation of the state (0) ▪ Town planning legislation of region (0) Political and Legal framework for the sector ▪ General Urban Planning of Santiago de Compostela (0) (Legislation, incentives, etc) Heritage regulations in the Historical City (0) (+) supportive ▪ (-) non-supportive ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+) (0) neutral ▪ Integrated Sustainable Urban Development Action Plan (EDUSI) (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+) ▪ General increase in the cost of energy supply (+) Economic framework of the ▪ General decrease in the cost of smart technologies (i.e. PV sector systems) (+) (+) Good for the sector (-) Negative for the sector ▪ Economic slowdown at European level (-) (0) No influence ▪ EDUSI (UE), State and INEGA (regional) programmes for energy efficiency improving subsidy this action (+)

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▪ Citizenship interest on high level of lighting for touristic or aesthetic reasons and for safety perception does not get on well with some smart technology (turning off lamps when there is nobody on street, strict down orientation of beams of light to Social framework (+) Good for the sector avoid light pollution…) (-) (-) Negative for the sector ▪ Lack of awareness on climate change issues of an important (0) No influence part of the population, for distrusts, having other urgent priorities… (-) ▪ Citizen increasing worry for responsible spent of municipal resources. (+) This measure is object of innovative public procurement precisely as it has not been defined the adequate technology to fulfil the needs of the municipality. (-)

The effect of artificial lighting on biofilms has been studied almost exclusively in the underground cultural heritage (caves, tombs, catacombs and necropolis). For example, in the framework of the Technological framework CATS project (Cyanobacteria ATtack rockS) (2000-2003) and (+) Good for the sector (-) Negative for the sector subsequent referrals (2009-2011). (-) (0) No influence Currently, the Group of Environmental Studies applied to the Natural and Cultural Heritage (GEMAP) of the University of Santiago de Compostela (USC) has knowledge and technology partially tested in the laboratory, with the ability to inhibit microbiota growth on substrate, facilitating the preventive conservation of heritage through a monochromatic light source with biocidal capacity. (+)

This measure is object of innovative public procurement precisely as there is not available on the market. (-)

The precise object of the procurement is the next one:

“New technology of ornamental lighting non-existent in the market, sustainable according to design patterns and manufacturing under Market analysis model of circular economy, to prevent the biological colonisation of surfaces of high patrimonial value.”

On the first stage of the procurement research groups will develop the product that best satisfy the demanded needs and then, on a second phase it will have access to the market.

Alternative methods to the solution are the ones that are already been used: Physical methods that can have a negative impact on materials.

Alternatives in the sector When de specific solution evolves probably some options will appear on the research phase that could be considered alternative.

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INTERNAL ANALYSIS The municipality has established the necessities to satisfy and has chosen the required procurement system, which is the innovative public procurement. The procedure has been showed before. How the organisation structure and processes are and how It has the adequate personnel in procurement area to manage the easy do them facilitate the process. implementation of the solution? It has established agreements with research centres specified in the next chapter.

Smartiago project has already obtained funds for this action. The majority are provided by the Ministry of Economy, Industry and Competitiveness (MEIC), in particular the General Subdirectorate for the Promotion of Innovation (SGFI and the Galician Innovation Agency (GAIN).

Personnel resources planned are the following:

▪ Management team: Intervention and funds control department, legal assessment department and computing and the direction of the innovation department. The municipality is working for the first time with this kind of Are the resources inside the bidding. organisation capable of implementing the solution? ▪ Technical team:

▫ Mayor Office: IT advisor (project manager, IT communications and innovation) ▫ Local Police (emergency telecommunications system) ▫ Housing and Refurbishment office (historic centre) ▫ External scientific-technological advisors (Galicia Telecom Centre GRADIANT, Univ. Santiago, EnergyLab), and on CPI (GAIN, Univ. Zaragoza) ▫ Technical project office (management and technical support) The majority of specialised technicians who will be responsible of the findings are not municipal personnel. Municipal workers.

Table 65: Solution 8– Smart ornamental public lighting for heritage preservation

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3.9.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: Smartiago funding to develop I+D ▪ W1: The municipality is working for the research in the field and deploy the first time with this kind of innovative solution within municipal services. bidding. INTERNAL ▪ S2: Procurement of a technical assistance for management and technical support + part of internal administration staff. OPPORTUNITIES THREATS

▪ O1: The use of the innovative ▪ T1: The effect of artificial lighting on procurement figure: Association for biofilms has been studied almost Innovation. exclusively in the underground cultural EXTERNAL heritage. ▪ O2: Collaboration with GEMAP USC department with knowledge and ▪ T2: Technology of ornamental lighting technology partially tested in the field. heritage protection contributory does not exist in the market. Table 65: Solution 8– SWOT

3.9.4 Systemic SWOT analysis

STRENGTHS

▪ S1: Smartiago funding to develop I+D research in the field and deploy the solution within municipal services.

▪ S2: Procurement of a technical assistance for management and technical support + part of internal administration staff.

OPPORTUNITIES

▪ O1: The use of the innovative procurement figure: Association for Innovation.

▪ O2: Collaboration with GEMAP USC department with knowledge and technology partially tested in the field. Table 65: Solution 8– Systemic SWOT

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O1 Leverage advantages (challenges)

The definition of Smartiago roadmap in 2015 has served to obtain in 2017 a S1 S1 + O1 funding opportunity (Innovative Public Purchase) to develop I+D research in the field of energies and heritage protection. The financing has allowed to hire a technical office that will be directed by S2 S2 + O1 specific administration departments to handle technical and management processes. The use of innovative public procurement let the inclusion of research and development involvement of GEMA department from University of S1 S1 + O2 Santiago contributing with their research work in the area to create a new product that fits the needs of the municipality. The combination of the mentioned agreement between the municipality and the USC with the procurement of an external technical assistant office S2 S2 + O2 that give support to the process in fields where the municipality personnel does not have appropriate resources or skills, creates a favourable scheme to succeed in the findings. Table 66: Solution 8– Leverage advantages

3.9.5 Business model Solution name: Smart ornamental public lighting for heritage preservation

What are the principal costs in this Project office and R&D. Deployment. business model?

Cost drivers Innovative lights for heritage What are the financial risks? preservation might not reduce current

level of maintenance

How do we address these risks? Improve research stage on that field

Reduction of electricity consumption What are our sources of revenue? and heritage maintenance

What is the user pay at present? How Revenue streams should they pay in the future?

How much does each revenue stream

contribute to the overall turnover?

Is the measure economically Yes, due to LED reduction of sustainable? consumption

If yes, from which moment after Not possible to say until we see the Sustainability implementation? financial proposals

If not, indicate how will the measure be • Project office and R&D: € 1,000,000 funded? Try to give some numbers. • Deployment: € 1,000,000

Table 67: Solution 8– Business model

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3.9.6 Implementation plan Solution name: Smart ornamental public lighting for heritage preservation

Activities:

• Tenders for technical office and systems for assessment of results.

• Consultation to market and PPI tender.

• Development, pilot and test in real conditions the solutions.

• Deployment in the heritage city centre.

Main activities during Agents: planning phase: • Mayor’s office Planning • Technical office phase • Environment, coexistence and computing councillorship

• University research department (easy, large)

Budget:

€ 1,000,000

• 2016-2017. Proposal development: decision on challenges to Main milestones solve, state of the art assessment, business model draft. Negotiations with Spanish Ministry.

• 12/2017. Signature of the funding agreement with Spanish Ministry.

Activities:

• Tenders for technical office and systems for assessment of results.

• Consultation to market and PPI tender.

• Development, pilot and test in real conditions the solutions.

• Deployment in the heritage selected buildings. Execution Main activities during phase execution phase: Agents:

• Technical office

• Environment, coexistence and computing councillorship

• University research department (easy, large)

Budget:

€ 1,000,000

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• 2018-2019. Tenders for technical office and systems for assessment of results. Consultation to market and PPI tender Main milestones • 2020-21. Development, pilot and test in real conditions of new lighting

• 2022. Deployment in the target buildings

Indicative year of conclusion: 2022-2023

Period of time for project implementation (number of months 54 months for Planning + Execution)

Table 68: Solution 8– Implementation plan

3.9.7 Set of indicators

Name Unit measure Target 2022-2023

70% Consumptions reduction (electricity) of % of reduction (€) heritage lighting (baseline of € 175,000€/year) Monitoring 20% Maintenance costs reduction in % of reduction (€) indicator heritage lightings (baseline of € 900,000/year)

20% Reduction of maintenance costs in % of raise (€) heritage facades (baseline of €400,000/year)

Table 69: Solution 8– Indicators

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3.10 Smart and sustainable management service of MSW focusing on collective and individual composting and street cleaning 3.10.1 Definition Smart and sustainable management service of MSW Solution focusing on collective and individual composting and

street cleaning Smart municipal solid waste programme that includes the following elements:

▪ Community composer, with identified deposit and Description incident prediction with artificial intelligence (IA)

▪ Inspection system of road cleaning quality by sensors. ▪ Gambling platform as a PAYT ("pay as you throw"), with savings translated into digital social currency, as a means of paying taxes and local commerce ▪ The Smart Waste information system ▪ Weak citizen commitment in waste separation. (Data of Problems or challenges the waste preparation for low recycling and reuse is only 10%)

▪ Low efficiency in the management of waste collection and street cleaning. High cost of the service ▪ Place the collection and treatment service of solid urban waste and road cleaning at the forefront of efficiency with "smart waste" technologies, citizen participation and Benefits IA ▪ Achieve a 50% of preparation for reuse or recycling targets ▪ Save on the costs of service management Source of inspiration ▪ Smartiago

Table 70: Solution 9– Smart and sustainable management service of MSW focusing on collective and individual composting and street cleaning

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3.10.2 External and internal analysis Solution Smart and sustainable management service of MSW focusing on collective and individual composting and street cleaning EXTERNAL ANALYSIS The management of the urban solid waste (MSW) and the street cleaning have been traditionally considered part of the basic public services that municipalities were obliged to offer to citizens in the Spanish context.

The service has evolved considerably for the last 10 years demanding new technologies, after the initial inclusion of waste selective separation that meant a first step for recycling (glass, paper, plastics…). Dumpsters have suffered a remarkable variation, in shape, materials and disposition. The relation between these elements (as well as the modes of waste collection), buildings – there is compulsory in new buildings to have a dumpsters warehouse -, and public space – with a clear tendency to bury the dumpsters - Evolution in the last 10 years of have also evolved. But those changes have not always implied an the problem, which the increase of flexibility in the system. solution is addressing In the present moment, as a result of the possibilities that bring smart

solutions and the need of satisfying new demands, it appears the need of facing a complete renovation of it that let face overcome the poor current results: Only 13% selective collection, below recycling and preparation for reuse goals established by the EU: 50% in 2020 and 65% in 2030

Among other new conceptions, it is established its key role in the sustainability of the urban processes (clear contribution to circular economy, cycles of urban material dynamics closure through composing, reusing and recycling…), the need of citizen involvement to guarantee the correct service and an increase in its flexibility and in its efficiency.

▪ Mayor’s office (easy, large) Stakeholder’s analysis ▪ Environment, coexistence and computing councillorship (easy, (involvement, impact) medium)

▪ Smartiago technical office (easy – once established-, large) ▪ University research departments (easy, large) ▪ Waste state and regional lows (+) Political and Legal framework ▪ State Technical Code for buildings (+) for the sector Town planning legislation of the state (0) (Legislation, incentives, etc) ▪ ▪ Town planning legislation of region (0) (+) supportive (-) non-supportive ▪ General Urban Planning of Santiago de Compostela (0) (0) neutral ▪ Heritage regulations in the Historical City (-) ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+)

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▪ Integrated Sustainable Urban Development Action Plan (EDUSI) (+) ▪ General increase in the cost of energy supply (-) ▪ General increase in the cost of water (-) Economic framework of the sector ▪ General decrease in the cost of smart technologies (i.e. sensors) (+) Good for the sector (+) (-) Negative for the sector (0) No influence ▪ Economic slowdown at European level (-) ▪ EDUSI (UE), State and INEGA (regional) programmes for energy efficiency improving subsidy this action (+)

▪ Citizens without enough involvement into waste separation. (-) ▪ Availability of compost bins in green areas of the city and an increasing number or users of them (+) ▪ Acceptance of functionality of the Clean Point of the city. (+) Social framework ▪ Citizen increasing interest into second hand objects. The (+) Good for the sector municipality has also a programme of Circular economy in order (-) Negative for the sector to boost reuse of items contributing to the necessary change of (0) No influence behaviour to fight against consumerism. (+) ▪ Generalised lack of knowledge on energy issues or smart city concepts (-) ▪ Tropa-verde programme acceptance. (The programme reward people who contribute to reusing and recycling)

This measure is object of innovative public procurement precisely as it has not been defined the adequate technology to fulfil the needs of the municipality. (-)

Some of the concepts that contribute to the definition of the solution, aligned with the field of "smart waste" are the next ones:

▪ All public street furniture is considered interface, and people Technological framework interact consciously in their daily life to become an active (Innovation, availability of element of intelligence (sensory, big data). technology) New process required of predictive analysis of maintenance ▪ (+) Good for the sector and incidences of community composting based on (-) Negative for the sector respirometric biological control. (0) No influence ▪ There is no use of sensory applied to oxygen consumption by compost microbial mass, also due to the still poor implementation of smart technology in composting ▪ The necessity of rewarding citizens who have an appropriate behaviour in terms of MSW deposit and road cleaning, increasing co-responsibility and transparency.

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This measure is object of innovative public procurement precisely as there is not available on the market. (-)

The precise object of the smart waste system is:

Market analysis “Improve the community compost system with identified deposit and incident prediction with artificial intelligence systems to manage incidences. Inspection system of dumpsters and road cleaning state by sensors. Gambling platform as a PAYT ("pay as you throw"), with savings translated into digital social currency, as a means of paying taxes and local commerce.”

Alternative methods to the solution are the ones that are already been used: Traditional service with manual monitoring, underground widespread network of dumpers that turned to be too rigid, lack of interaction with citizens and low involvement of them. Alternatives in the sector When de specific solution will be reached probably some options will appear on the research phase that could be considered alternatives.

INTERNAL ANALYSIS

The municipality has established the necessities to satisfy and has chosen the required procurement system, which is the innovative public procurement. The procedure has been showed before.

It has the adequate personnel in procurement area to manage the process. How the organisation structure and processes are and how PAESC also contemplates two measures with aligned objective: easy do them facilitate the implementation of the solution ▪ R1: Awareness environmental campaigns regarding waste separation, reuse, recycling and food wastes reduction ▪ R2: New management MSW planning with the creation of a compost plant.

Smartiago project has already obtained funds for this action. The majority are provided by the Ministry of Economy, Industry and Competitiveness (MEIC), in particular the General Subdirectorate for the Promotion of Innovation (SGFI and the Galician Innovation Agency (GAIN).

Personnel resources planned are the following: Are the resources inside the organisation capable of implementing the solution ▪ Management team: Intervention and funds control department, legal assessment department and computing and the direction of the innovation department. The municipality is working for the first time with this kind of bidding.

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▪ Technical team: ▫ Mayor Office: IT advisor (project manager, IT communications and innovation) ▫ Local Police (emergency telecommunications system) ▫ Housing and Refurbishment office (historic centre) ▫ Technical project office (management and technical support) The majority of specialised technicians who will be responsible of the findings are not municipal personnel.

Table 71: Solution 9– External/internal analysis

3.10.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: Smartiago funding to develop ▪ W1: The municipality is working for the I+D research in the field and deploy first time with this kind of innovative the solution within municipal bidding. services. ▪ W2: Poor current results: Only 13% ▪ S2: Citizen acceptance of municipal selective collection, below recycling programmes as Circular economy and preparation for reuse goals INTERNAL programme and Tropa verde. (The established by the EU: 50% in 2020 and programme reward people who 65% in 2030 contribute to reusing and recycling) ▪ S3: Availability of compost bins in green areas of the city and an increasing number or users of the compost systems. OPPORTUNITIES THREATS

▪ O1: The use of the innovative ▪ T1: This measure is object of innovative procurement figure: Association for public procurement precisely as it has EXTERNAL Innovation. Access to research not been defined the adequate groups. technology to fulfil the needs of the municipality.

Table 72: Solution 9– SWOT

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3.10.4 Systemic SWOT analysis

STRENGTHS

▪ S1: Smartiago funding to develop I+D research in the field and deploy the solution within municipal services. ▪ S2: Citizen acceptance of municipal programmes as Circular economy programme and Tropa verde. (The programme reward people who contribute to reusing and recycling) ▪ S3: Availability of compost bins in green areas of the city and an increasing number or users of the compost systems.

OPPORTUNITIES

▪ O1: The use of the innovative procurement figure: Association for Innovation. Access to research groups.

Table 73: Solution 9– Systemic SWOT

Leverage advantages (challenges)

The definition of Smartiago roadmap in 2015 has served to obtain in 2017 a S1 S1 + O1 funding opportunity (Innovative Public Purchase) to develop I+D research in the field of energies and heritage protection. The disposal and acceptance of existent municipal programmes based on, reusing and recycling rewards and circular economy have the S2 S2 + O1 opportunity of been reinforced with innovative measures of smart waste thanks to the innovative procurement bidding method. The use of innovative procurement (association for innovation) will also S3 S3+O1 take advantage of this experience introducing smart waste measures Table 74: Solution 9– Leverage advantages

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3.10.5 Business model Solution name: Smart and sustainable management service of MSW focusing on collective and individual composting and street cleaning

Project office and R&D € 3,000,000 What are the principal costs in this business model? Deployment. € 3,000,000

Dealing with organic fraction without increasing participation of people would not cause treatment expenses reduction What are the financial risks? but to double collection expenses

Cost drivers Addressing participation from two points of view:

▪ Decentralised management of organic waste stream, with community How do we address these risks? composting in urban and peri urban areas. ▪ “Gamification” and social recognition of businesses and citizens for good behaviour.

▪ Increasing of selective waste streams means money for the council Decreasing of centralised treatment What are our sources of revenue? ▪ costs (incineration and landfilling) ▪ Improving supervision of street cleaning to get better service for the same money Revenue streams ▪ Citizens: based on location (city/rural) and water consumption

What is the user pay at present? ▪ Businesses: based on activity and How should they pay in the future? square meters

In the future, payment should be related to its quantity and the behaviour in waste separation (PAYT). How much does each revenue stream contribute to the overall turnover?

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Yes, but if the participation in the new Is the measure economically systems gets over 40-50% (from current sustainable? <=20%)

If yes, from which moment after 2 years implementation? Sustainability As far as dealing with organic stream is If not, indicate how will the mandatory from 2020 and 2023 on, the measure be funded? Try to give initiative will be funded (downsized, some numbers. skimmed) even non-reaching the break even

Table 75: Solution 9– Business model

3.10.6 Implementation plan Solution name: Smart and sustainable management service of MSW focusing on collective and individual composting and street cleaning

Activities:

• Proposal development: decision on challenges to solve, state of the art assessment, business model draft. Negotiations with Spanish Ministry.

• Signature of the funding agreement with Spanish Ministry Main activities during planning phase: Agents:

• Mayor’s office Planning phase • Environment, coexistence and computing councillorship

Budget:

€ 3,000,000

• 2016-2017. Proposal development: decision on challenges to Main milestones solve, state of the art assessment, business model draft. Negotiations with Spanish Ministry.

• 12/2017. Signature of the funding agreement with Spanish Ministry.

Activities:

Execution Main activities during • Tenders for technical office and systems for assessment of phase execution phase: results.

• Consultation to market and PPI tender.

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• Development, pilot and test in real conditions the solutions.

• Deployment in the whole city.

Agents:

• Mayor’s office

• Technical office

• Environment, coexistence and computing councillorship

Budget:

€ 3,000,000

• 2018-2019. Tenders for technical office and systems for assessment of results. Consultation to market and PPI tender.

• 2020-21. Development, pilot and test in real conditions of new Main milestones solution.

• 2022. Deployment in part of or whole urban and peri urban area.

Indicative year of conclusion: 2022-2023

Period of time for project implementation (number of months 54 months for Planning + Execution)

Table 76: Solution 9– Implementation plan

3.10.7 Set of indicators Name Unit measure Target 2022-2023

25% Reduction of the quantity of organic % of reduction (€) wastes (baseline of €2.9 M/year)

3% Monitoring Reduction of cost of street cleaning. % of reduction (€) (baseline of €4,7M/year) indicators 5% Reduction of cost of waste collection % of reduction (€) (baseline of €3,77M/year)

Table 77: Solution 9– Indicators

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3.11 Electronic administration platform and electronic processing modules 3.11.1 Definition

Solution Electronic administration platform and electronic processing modules

Deployment of an infrastructure that will improve the present data management standards and will establish the basis for the implementation of an urban data platform.

It will facilitate the incorporation of data and its analysis and exploitation in open data standards, by the municipality and also by citizens and social agents.

A first step will include among others, the next elements: Description

Electronic administration platform: electronic headquarters, ▪ electronic record, and new file manager that incorporates all the services of electronic administration. ▪ Income management (tax management / treasury). ▪ Management of the population register. ▪ Documental management. A second phase will adapt it to a complete urban data platform, even taking advantage of funds from the private sector.

▪ Necessity of improving the present standards of electronic administration in order to fulfil the new administrative proceedings and data protection regulations. ▪ Need of a proper management of the high amount of quality data Problems or challenges the municipality keeps

▪ Need to offer data and services not only to the City Council itself for the design and application of development strategies, but also for the citizenship and the associative, commercial and business ecosystem, for its development and empowerment.

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▪ Contribution of information technologies in the urban integrated and horizontal strategies, including sensory, electronic administration and smart city services. ▪ Synergies with Smartiago programme. ▪ Synergies with Open government, collaborative and interoperable platform (RED.ES) Benefits Establish an increasing set of services and data availability structure ▪ that could evolve into a complete urban data platform. ▪ Higher level of quality in strategies, plans and decision-making owing to the inclusion of smart participatory tools and data analysis. ▪ Compliance with the regulatory framework ▪ Key advance in transparency. Digitalisation is a requirement to respond accurately and responsibly to "right to information access” requests. ▪ Grand Lyon Data Platform ▪ Munich Smart Data Platform. Source of inspiration ▪ Data management platform & smart services projects in Vienna.

▪ EDUSI: (29) E-administration platform and departmental electronic management modules (1st impl. phase); (96) Smart city platform and MSW verticals (2nd impl. Phase – still not confirmed)

Photos/Graphics/etc

Table 78: Solution 10– Electronic administration platform and electronic processing modules

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3.11.2 External and internal analysis

Solution E-Administration Platform and electronic processing modules

EXTERNAL ANALYSIS Municipal web portals have been object of a transition from their initial dissemination purpose – displaying updated news and information for the citizens, acting as a virtual bulletin board - to become true virtual headquarters where inhabitants can perform all the procedures related to local administration.

The mandatory electronic administration, in application in the Spanish territory since 2016 has reinforced this functionality.

However, new developments are taking place in relation to open data management and its utilities are being extended not only to Evolution in the last 10 years of administrative procedures, but also to a growing number of urban the problem, which the services, both public and private. solution is addressing Some expected outputs of this new urban data platforms are based on the integration of data from infrastructure components (building management systems, renewable sources RES production sites, traffic and mobility management systems as car/bike sharing)

Based on this data, decision making could be more effective and services and measures could be of more impact and success, as data analysis will have indirect societal benefits for citizens, public authorities and other local actors including new business opportunities, lower energy bills, and even improve co-creation capacity on local level.

▪ Mayor’s Office. (easy, large) ▪ Smart city commission. (easy, large) ▪ Environment, coexistence and computing councillorship. (easy, Stakeholder’s analysis large) (involvement, impact) ▪ Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship (easy, medium) ▪ Local business (medium, large) ▪ Citizens (medium, large) ▪ Metropolitan area municipalities (low, large) ▪ State Technical Code for buildings (+) ▪ Town planning legislation of the state (+) Political and Legal framework for the sector ▪ Town planning legislation of region (+) (Legislation, incentives, etc) (+) supportive ▪ General Urban Planning of Santiago de Compostela (0) (-) non-supportive ▪ Heritage regulations in the Historical City (+) (0) neutral ▪ Historical City management planning (+) ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+)

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▪ Integrated Sustainable Urban Development Action Plan (EDUSI) (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+) ▪ Laws 39 and 40/2015 of administrative procedure and legal administrative regime (+) ▪ Transparency regulations (+) ▪ Personal Data regulation (-)

▪ General decrease in the cost of smart technologies (i.e. PV systems) (+) ▪ Economic slowdown at European level (-) Economic framework of the ▪ PAREER and Housing State Plan (state), INEGA (regional) sector programmes for subsiding are available with high amount of (+) Good for the sector funding, at least regarding services related to digital agenda. (+) (-) Negative for the sector (0) No influence ▪ Assigned European funding for implementation of smart cities (+) ▪ Private sector can fund part of the implementation or operation through many ways, as hiring services or data from the platform… (+)

▪ Users demands in terms of online services. (+) ▪ Widespread of monitoring tools (+) ▪ Normalisation of digital communication and procedures (+) Social framework high acceptance and demand on smart mobility applications (+) Good for the sector ▪ (-) Negative for the sector from citizens. (+) (0) No influence ▪ Increasing demands from users of open data. (+) ▪ Distrust of same groups of inhabitants against electronic procedures (-) ▪ Distrust against sharing data (-) Technological framework General increase in the cost of energy supply (+) (Innovation, availability of ▪ technology) ▪ General decrease in the cost of smart technologies (i.e. PV (+) Good for the sector systems) (+) (-) Negative for the sector (0) No influence ▪ Economic slowdown at European level (-) There are an increasing number of urban data platforms in the Spanish context. In the Thematic workshop within Smarter Together that was celebrated in October 2017, the city of Santiago had the Market analysis opportunity of learning from the experience of Barcelona urban data platform and from Lighthouse cities of Munich and Vienna urban platforms.

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At Galicia scale, the unique urban data platform already implemented is the one from A Coruña (240.000 inhabitants): Coruña Smart City.

Without entering into architectural complexity of open data systems we could highlight that the alternatives to a public urban data platform leaded and managed by municipalities probably could appear be other platforms with different sectorial or partial objectives. (mobility, town planning, tourism…) Alternatives in the sector Such alternatives might be ruled by private sector that could act by hidden interests on data or at least business oriented. So, it is essential for the public administration to lead and control this smart measure.

INTERNAL ANALYSIS

The city is starting its electronic administration transition, obliged by recent administrative laws. The computing department is working on the processes with the help of a specialised company. An ambitious training programme is also planned, focused on the more than 600 posts of the municipality. How the organisation structure and processes are and how So, the organisation is well prepared for this important first step. easy do them facilitate the Regarding a second phase – implementing an urban data platform implementation of the solution – the government of the city has shown interest on it, and is participating on a smart open data programme with the cities of Madrid, Zaragoza and A Coruña, funded by the initiative RED.ES with the aim of creating an “Open, Collaborative and interoperable Government Platform”.

The municipality of Santiago has enough personnel for the directing and management of the digital transition of the city.

Some funds were confirmed through EDUSI strategy for the portal Are the resources inside the web implementation and annex services. RED.ES also provide funds organisation capable of for the open governance platform. But there is still de need of implementing the solution obtaining funds for the second phase. Urban data platform costs were drafted in EDUSI document. But final funding of the measure has not been clarified at the moment.

Table 79: Solution 10– External/internal analysis

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3.11.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: The city participates in the ▪ W1: Funds are only confirmed for the creation of an “Open, Collaborative first stage of the measure. and Interoperable Government Platform”. INTERNAL ▪ S2: Santiago city council has started its electronic transition. The first stage that is being given is the implementation of the e- administration OPPORTUNITIES THREATS

▪ O1: To take advantage of the ▪ T1: Distrust of same groups of presence of this solution in the three inhabitants against electronic lighthouse cities in Smarter Together. procedures and against sharing data. EXTERNAL ▪ O2: Involving private sector might be ▪ T2: Strict data new regulation. Unclear fruitful not only to define new target definition of data sharing boundaries. groups but also to obtain possible funding. Table 80: Solution 10– SWOT

3.11.4 Systemic SWOT analysis

STRENGTHS

▪ S1: The city participates in the creation of an “Open, Collaborative and Interoperable Government Platform”. ▪ S2: Santiago city council has started its electronic transition. The first stage that is being given is the implementation of the e- administration

OPPORTUNITIES

▪ O1: To take advantage of the presence of this solution in the three lighthouse cities in Smarter Together. ▪ O2: Involving private sector might be fruitful not only to define new target groups but also to obtain possible funding. Table 81: Solution 10– Systemic SWOT

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Leverage advantages (challenges)

High political commitment towards a more efficient, horizontal and transparent procedures within administration structure: Innovative projects as “ Open, Collaborative and Interoperable Government Platform”, S1 S1 + O1 “Participatory Budget”, “Open Budget” … Lesson learned from Lighthouse cities from Smarter Together in urban data management will contribute to enrich and define the measure. E-administration is almost a reality. Its implementation will be gradually established with a training and skills plan for municipal staff. S2 S2 + O1 This electronic transition process that has just started must define its objectives in the nearby future taking advantage of the knowledge and best practices contribution from Smarter Together. Santiago smart data platform should involve private sector. The city is working in various innovative city projects that can be an opportunity for S1 S1 + O2 entrepreneurs and local other stakeholders to adapt their services and to satisfy new demands. The city could also benefit of some private revenue. Involving local business, stakeholders and entrepreneurs is a key policy for S2 S2 + O2 the data functionality and acceptance of the measure, as well as a way of funding some new services given by the municipality. Table 82: Solution 10–Leverage advantages

3.11.5 Business model Solution name: Santiago Urban Data Platform

Phase 1. ICT infrastructure for electronic What are the principal costs in administration and innovation. this business model? Phase 2. Complete urban data platform.

There are not apparent risks for the first stage of the implementation of the Urban Data Platform, as costs will be supported by municipality official budget. (EDUSI –FEDER Cost drivers What are the financial risks? co-funded 80%)

Second phase, “Smart city platform” still needs to be included in the municipal budget and find a way of funding.

The second phase could be funded by the EDUSI funds. Operation 96: “Smart City How do we address these risks? Platform and Urban Solid Waste (RSU) verticals, street cleaning, mobility and energy efficiency.”

Revenue streams Municipality official budget. What are our sources of revenue?

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Revenue could be obtained of private companies that obtain data or provide services through the Urban data platform.

What is the user pay at present? How should they pay Non-refundable financing in the future?

Absence of revenue stream from citizens or How much does each revenue consumers regarding the first phase. stream contribute to the overall turnover? € 250,000 are the estimated private funding included in EDUSI.

100% funded by the municipality.

Is the measure economically Revenue stream could cover the sustainable? maintenance spends of the Urban data platform when second phase will be implemented. Sustainability If yes, from which moment

after implementation?

If not, indicate how will the Phase 1: € 340,000 measure be funded? Try to give some numbers. Phase 2: € 6,000,000

Table 83: Solution 10– Business model

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3.11.6 Implementation plan Solution name Santiago Urban Data Platform

Activities:

▪ Bidding of the New web portal ▪ Bidding of the Server infrastructure for the electronic administration platform Main activities during planning phase: ▪ Bidding of the urban data platform Agents: Planning phase ▪ Mayor’s Office ▪ Smart City commission ▪ Environment, coexistence and computing councillorship March 2019: Bidding of the New web portal Main milestones ▪ ▪ March 2019: Bidding of the Server infrastructure for the electronic administration platform ▪ September 2019: Bidding of the urban data platform Activities:

▪ Execution of the New web portal ▪ Installation of the server infrastructure for the electronic administration platform ▪ Installation of the Santiago urban data platform Agents: Main activities during execution phase: ▪ Mayor’s Office ▪ Smart City commission Execution ▪ Environment, coexistence and computing councillorship phase ▪ Awarded companies Budget:

€ 6,340,000

▪ September 2019: Execution of the New web portal ▪ September 2019: Installation of the server infrastructure for Main milestones the electronic administration platform ▪ December 2020: Installation of the Santiago urban data platform

Indicative year of conclusion: December 2020

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Period of time for project implementation (number of 24months months for Planning + Execution)

Table 84: Solution 10–Implementation plan

3.11.7 Set of indicators Name Unit measure Target 2021

Number internal users of the municipality with access to electronic urban data platform. (Inside the Number of users 350 Monitoring governance and administrative indicator structure of the council)

Number of users covered by public Number of users 90,000 Smart city services

Table 85: Solution 10– Indicators

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3.12 Smart management of sustainable mobility in the Historical City 3.12.1 Definition Solution Smart management of sustainable mobility in the Historical City

Last mile smart logistics platform, route optimisation and individual tracking of goods from the urban centre. Description Electric vehicle with identified access to containers. Identified and traceable access and parking of vehicles to the historical centre.

▪ Reduction of the displacements with polluting vehicles in centre and historical centre ▪ Prevent the damage to heritage pavements due to improper Problems or challenges access of excessive tonnage vehicles ▪ Guarantee the access control to the historical centre ▪ Guarantee the parking control in the centre and historical centre ▪ Enable the rationalisation of the last mile logistics, as well as the Benefits fulfilment of the rules of access and parking in the historic centre, reducing costs and preserving the heritage

▪ Promote environmental sustainability, reducing mobility emissions in the historic centre and historical centre ▪ Smarter Together: 4.1 “8 E-mobility stations” (Munich); Source of inspiration ▪ 5.7 “E-mobility point” (Vienna) ▪ Smartiago

Photos/Graphics/etc

Table 86: Solution 11– Smart management of sustainable mobility in the Historical City

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3.12.2 External and internal analysis Solution Smart management of sustainable mobility in the Historical City EXTERNAL ANALYSIS The reconquest of public space of the heritage city of Santiago from the citizens started in the beginning of the decade of 1980. As it happened in other heritage cities these processes suffered firstly high opposition and the rejection of a numerous agents. Even today there are still opposing collectives when these processes are planned in other districts.

One of the main causes of this opposition are the issues related to mobility restrictions. Although access control systems have evolved considerably, they still imply physical devices or barriers that can collide with heritage assets, emergency vehicles, taxi services and Evolution in the last 10 years of waste collection. Parking space is also reduced for the the problem, which the neighbourhoods, and alternative parking areas are sometimes far or solution is addressing without a proper public transport connection. Last-mile logistics is another activity that has to deal with pedestrian areas, producing pavement and façade damages, noise, pollution and some conflicts with pedestrians. It must be ordered and some restrictions should be applied to avoid large and polluting vehicles have access to the centre.

Smart mobility can contribute to optimise logistics, introduce electric/hybrid means of transport of low impact in heritage, sensor the traceability of vehicles inside the pedestrian area, create dynamic data displayers that help the displacement of inhabitants, logistics and tourists.

▪ Mayor’s office (easy, large) ▪ Environment, coexistence and computing councillorship (easy, medium) ▪ Smartiago technical office (low – as it is yet being subcontracted -, large) Stakeholder’s analysis (involvement, impact) ▪ Research department involved (easy, large)

Local Mobility Agreement stakeholders (easy, large) ▪ ▪ Inhabitants of historical centre (large, medium) ▪ Workers and students who commute to historical city centre every day. (large, medium) ▪ Tourism management administration (INCOLSA) (medium, medium) ▪ State Housing Plan 2018-2021 (+) Political and Legal framework for the sector ▪ State Technical Code for buildings (0) (Legislation, incentives, etc) (+) supportive ▪ Town planning legislation of the state (+) (-) non-supportive ▪ Town planning legislation of region (0) (0) neutral ▪ General Urban Planning of Santiago de Compostela (+)

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▪ Historical City Special Planning (+) ▪ Sustainable Urban Mobility Plan (+) ▪ Heritage regulations in the Historical City (+) ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+) ▪ General increase in the cost of energy supply (+) Economic framework of the ▪ General decrease in the cost of smart technologies (i.e. PV sector systems) (+)

(+) Good for the sector ▪ Economic slowdown at European level (-) (-) Negative for the sector UE and State funds for the Digital Agenda department focused (0) No influence ▪ on Smart Services (+)

▪ Citizenship still uses private car for short distances. (-) ▪ Heritage area business owner’s acceptance of the fact pedestrianisation brings more benefits. (+) ▪ Active group of associated entrepreneurs in historical centre that Social framework are used to stick up for common targets. (+) (+) Good for the sector (-) Negative for the sector ▪ Successful refurbishment of heritage centre did not avoid (0) No influence inhabitants decreasing. (-) ▪ Risk of excess of touristic uses in the area, with negative effects as noise, pollution… (-) ▪ Citizen increasing worry for responsible spent of municipal resources. (+) This measure is object of innovative public procurement precisely as there is not available on the market. (-)

Some innovations in the area are the next ones:

Tangible concept of smart city where all street furniture is interface and people have the possibility to interact consciously in their daily Technological framework life. (+) (Innovation, availability of New electric vehicle for last mile sustainable logistics or employees’ technology) trains in industrial logistics warehouses. (+) Good for the sector Smart access to containers with mobile, and individual packet (-) Negative for the sector traceability. (+) (0) No influence New access to restricted areas based on smartphone, eliminating traditional infrastructure (i.e. cameras, bollards) or replacing it with short-range beacons, for logistics traceability, access defaults and parking. (+)

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This measure is object of innovative public procurement precisely as there is not available on the market. (-)

The object of the measure will be based on these challenges:

▪ Development of a last-minute smart logistics platform, route Market analysis optimisation and individualised tracking of goods in the urban centre. ▪ The use of smart electric vehicles with identified access to containers. ▪ Access and parking management and the inclusion of traceability in routes of vehicles in the historic centre. Alternative methods to the solution are the ones that are already been used: Physical control of access with manual monitoring, timetable for goals delivered restricted to the first hours in the morning but without any tool for route optimisation of last mile Alternatives in the sector logistics. Parking by traditional blue area, without the use of sensors. When de specific solution will be reached probably some options will appear on the research phase that could be considered alternatives.

INTERNAL ANALYSIS

How the organisation structure The municipality has established the necessities to satisfy and has and processes are and how chosen the required procurement system, which is the innovative easy do them facilitate the public procurement. implementation of the solution. It has the adequate personnel in procurement area to manage the process.

Smartiago project has already obtained funds for this action. The majority are provided by the Ministry of Economy, Industry and Competitiveness (MEIC), in particular the General Subdirectorate for the Promotion of Innovation (SGFI and the Galician Innovation Agency (GAIN).

Personnel resources planned are the following:

Are the resources inside the ▪ Management team: organisation capable of implementing the solution? Intervention and funds control department, legal assessment (Human – number and skills -, department and computing and the direction of the innovation economic, etc)? department. The municipality is working for the first time with this kind of bidding. ▪ Technical team: ▫ Mayor Office: IT advisor (project manager, IT communications and innovation) ▫ Local Police (emergency telecommunications system) ▫ Environment, coexistence and computing councillorship.

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▫ Technical project office (management and technical support) ▫ The majority of specialised technicians who will be responsible of the findings are not municipal personnel.

Table 87: Solution 11– External/internal analysis

3.12.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: Smartiago let obtain funding for ▪ W1: The municipality is working for the design, planning and first time with this kind of innovative implementation of the measure, bidding. through research and development, INTERNAL ▪ W2: The majority of specialised using the form of innovative public technicians who will be responsible of procurement. the findings are not municipal ▪ S2: Procurement of a technical personnel. assistance for management and technical support. OPPORTUNITIES THREATS

▪ O1: Availability of new technologies ▪ T1: the existing traditional model: the in sustainable mobility as electric high hotel and commercial activity vehicle for last mile logistic (low implies a disorderly activity of last mile impact in heritage areas), smart transport vehicles. urban furniture, smart logistic ▪ T2: Risk of excessive touristic uses in the EXTERNAL traceability… area, with negative effects as mobility ▪ O2: Active group of associated demands alteration, noise, entrepreneurs in historical centre pollution…that can jeopardise the that are used to stick up for results of the measure. common targets.

Table 88: Solution 10–SWOT

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3.12.4 Systemic SWOT analysis

STRENGTHS ▪ S1: Smartiago let obtain funding for design, planning and implementation of the measure, through research and development, using the form of innovative public procurement.

▪ S2: Procurement of a technical assistance for management and technical support.

OPPORTUNITIES ▪ O1: Availability of new technologies in sustainable mobility as electric vehicle for last mile logistic (low impact in heritage areas), smart urban furniture, smart logistic traceability… ▪ O2: Active group of associated entrepreneurs in historical centre that are used to stick up for common targets. Table 89: Solution 11–Systemic SWOT

Leverage advantages (challenges)

The definition of Smartiago roadmap in 2012 let the city obtain in 2018 funds for this measure trough the form of innovation public procurement, having S1 S1 + O1 the opportunity of include a research and development phase where ultimate technological advances in smart mobility could be analysed. The financing has allowed to hire a technical office with specialised posts that balance the absence of adequate profiles inside the municipality and S2 S2 + O1 will manage and monitor the whole process of the measure definition and implementation. The fund for R+D lets work for improve the mobility of entrepreneurs of the historical centre. Their involvement will be essential for selecting the proper S1 S1 + O2 final definition of the features proposed. The municipality should take advantage of the active associations present in the area for better definition and adequacy to users and operators demands. The technical office will be a mechanism that can contribute to communicate not only with research centres but also with citizens and the S2 + O2 S2 active associations present in the area. It can coordinate the proper

mechanisms of co-creation, findings dissemination and entrepreneurs and citizens involvement. Table 90: Solution 11–Leverage advantages

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3.12.5 Business model Solution name: Smart management of sustainable mobility in the Historical City

Project office and R&D € 2,000,000 What are the principal costs in this business model? Deployment. € 2,000,000

Last mile delivery public/private company: Not enough demand or price. Cost drivers What are the financial risks? Parking control:

▪ Not being able to develop the proposed IT solution to limit staff requisites to control green/blue parking areas Possibility to develop new local rules to force How do we address these the use of sustainable solutions for last mail risks? delivery in heritage centre and downtown.

▪ Increase of public transport use and What are our sources of revenue revenue? ▪ Increase of blue parking areas revenue ▪ Revenue from package last mile delivery ▪ Last mile delivery: businesses pay Revenue streams What is the user pay at individually, in the future could gather in a present? How should they central purchasing body. pay in the future? ▪ Blue parking: it’s voluntary and dependant on control/aim, in the future should be automatic and precise How much does each revenue stream contribute to the overall turnover?

Is the measure economically Yes, as far as the 2 measures reach goals sustainable?

If yes, from which moment 2-4 years Sustainability after implementation?

If not, indicate how will the measure be funded? Try to ▪ Project office and R&D: € 2,000,000 give some numbers. ▪ Deployment: € 2,000,000

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3.12.6 Implementation plan Solution name: Smart management of sustainable mobility in the Historical City

Activities:

• Proposal development: decision on challenges to solve, state of the art assessment, business model draft. Negotiations with Spanish Ministry.

• Signature of the funding agreement with Spanish Ministry Main activities during planning phase: Agents:

• Mayor’s office Planning phase • Environment, coexistence and computing councillorship

Budget:

€ 2,000,000

• 2016-2017. Proposal development: decision on challenges Main milestones to solve, state of the art assessment, business model draft. Negotiations with Spanish Ministry.

• 12/2017. Signature of the funding agreement with Spanish Ministry.

Activities:

• Tenders for technical office and systems for assessment of results.

• Consultation to market and PPI tender.

• Development, pilot and test in real conditions the solutions.

• Deployment in the heritage city centre. Execution Main activities during phase execution phase: Agents:

• Mayor’s office

• Technical office

• Environment, coexistence and computing councillorship

Budget:

€ 2,000,000

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• 2018-2019. Tenders for technical office and systems for assessment of results. Consultation to market and PPI tender. Main milestones • 2020-21. Development, pilot and test in real conditions of new lighting.

• 2022. Deployment in part of or whole urban and peri urban area.

Indicative year of conclusion: 2022-2023

Period of time for project implementation (number of months 54 months for Planning + Execution)

Table 91: Solution 11– Implementation plan

3.12.7 Set of indicators Name Unit measure Target 2022-2023

3% Revenue increase as a result of the rise % of raise (income) of the public transport usage. (baseline of € 3.5M/year)

70% Monitoring Reduction of cost of maintenance regarding damages in pavements of % of reduction (€) (baseline of indicators the heritage centre. € 216,000/year)

30% Revenue increasing from parking users. % of raise (income) (baseline of € 110,000/year)

Table 92: Solution 11– Indicators

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3.13 Design and implementation of smart mobility solutions 3.13.1 Definition Solution Design and implementation of smart mobility solutions

This solution consists of the design of a new package of measures will conform a modification of the present Sustainable Urban Mobility Planning in a first phase.

Based on the objectives of the Local Mobility Agreement, two main intentions are the next ones:

▪ To incorporate, among others, pedestrian and cycling modes of transport to the urban mobility of the city. It implies the necessity of retrofitting and reorganisation of part of the existent Description street space, including detached or shared areas for these

sustainable ways of mobility, as well as the need of introducing

new smart signposting.

▪ To promote public transport, with vehicles and stops adapted to all citizens, focusing on inclusive solutions for disabled people and covering gender demands. Then, in a second stage, it includes specific executive actions regarding the next fields: ▪ pedestrian mobility ▪ cycling mobility ▪ sustainability and connection improvements of heritage ways ▪ High use of the private vehicle for short and daily distances. ▪ Necessity of introduction of measures that affect not only the urban land, but also the rural territory and the metropolitan Problems and challenges area.

▪ Scattered urbanisation in the surrounding areas that demand alternative means of transport and captive users ▪ Transport is the second source of greenhouse gases emission in Santiago de Compostela ▪ Improvement of the healthy conditions of citizens, especially in terms of air quality, promotion of healthy physical exercise, safety and traffic noise reduction. Benefits ▪ Public space reconquest for the pedestrians and the users of

soft means of transport.

▪ Contribution to a more inclusive and liveable city, fostering the encounter and synergies catalyst effect of public space. ▪ Contribution to the greenhouse effect gases reduction.

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▪ Local Mobility Agreement

Source of inspiration ▪ EDUSI: Sustainable Urban Mobility Plan review and 2 related planned actions.

▪ 8 Mobility Stations of Munich ▪ Wien Mobil Station

Photos/Graphics/etc.

Table 93: Solution 12– Design and implementation of smart mobility solutions

3.13.2 External and internal analysis

Solution Design and implementation of smart mobility solutions EXTERNAL ANALYSIS Traditionally, with the exception of some large cities and isolated cases, mobility planning was focused on public transport ordering (normally buses or metro) and private car traffic flows. The implementation of coexistence spaces for both pedestrians and cars and the reconquering of central spaces free of private vehicles were almost the unique advances in mobility. The approval in the end of 2011 of the economy sustainable Spanish Low represented an inflection point and favoured the funding of sustainable urban mobility plans. With the aim of reducing greenhouse gas emissions by 20%, it promotes the use of renewable energies, which will have to reach a 20% consumption Evolution in the last 10 years of by 2020 and among other measures, proposes transport policies the problem, which the and sustainable mobility (paying special attention to the freight solution is addressing train, use of public transport and electric vehicle).

Some cities, as Santiago de Compostela did in 2012, approved its own sustainable urban mobility plans incorporating some innovative measures particularly in terms of public transport (efficiency and quality improvements, display of frequency information, dissuasive car parks, bicycle lanes introduction…)

But the present time, with the development of smart city tools of data management and electric technology, brings new possibilities in terms of efficiency and intermodality, sharing vehicle usage, soft means of transport inclusion and public space accessibility for pedestrians retrofitting.

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▪ Mayor’s Office. (easy, large) ▪ Local Mobility Agreement stakeholders (easy, large) ▪ Smart city commission. (easy, large) ▪ Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship (easy, large) ▪ Environment, coexistence and computing councillorship. (easy, Stakeholder’s analysis large) (involvement, impact) ▪ Local business associations (medium, medium) ▪ Inhabitants of city centre (large, medium) ▪ Inhabitants of periphery districts (large, medium) ▪ Workers and students who commute to city centre every day. (large, medium) ▪ Metropolitan area administrations (low, large) ▪ TUSSA (public transport company) (low, large)

▪ State Housing Plan 2018-2021 (+) ▪ State Technical Code for buildings (0) ▪ Town planning legislation of the state (+) ▪ Town planning legislation of region (+) Political and Legal framework for the sector ▪ General Urban Planning of Santiago de Compostela (0) (+) supportive (-) non-supportive ▪ Sustainable Urban Mobility Plan (+) (0) neutral ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+) ▪ Local mobility agreement signature. (+) ▪ General increase in the cost of energy supply (+) Economic framework of the ▪ General decrease in the cost of smart technologies (i.e. PV sector systems) (+) (+) Good for the sector (-) Negative for the sector ▪ Economic slowdown at European level (-) (0) No influence ▪ UE and State funds for the Digital Agenda department focused on Smart Services (+) ▪ Citizenship still uses private car for short distances. The modal Social framework participation of the private vehicle in the set of trips in the (+) Good for the sector metropolitan area reaches the 53.5% and 83% considering only (-) Negative for the sector mechanised trips (-) (0) No influence ▪ Business owners' acceptance of the fact that pedestrianisation brings more benefits. (+)

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▪ Active group of associations that signed a Local Mobility Agreement with the aim of introduce smart mobility measures. (+) ▪ Successful refurbishment of heritage centre did not avoid inhabitants decreasing. (-) ▪ Risk of excess of touristic uses in the area, with negative effects as noise, pollution… (-) Some innovations in field are the next ones: Tangible concept of smart city where all street furniture is interface Technological framework and people have the possibility to interact consciously in their daily (+) Good for the sector life. (+) (-) Negative for the sector Electric vehicle widespread: E-cars, e-bikes, e-trikes, pedelec… (+) (0) No influence Smart access to public transport lines traceability. (+)

Some large cities in Spain have implemented smart solutions as private car restrictions (with the exception of “green cars”), bicycle and car sharing systems, or trams and shuttles that enrich public transport measures (Barcelona, Madrid, Valencia, Sevilla…). in Market analysis cases as Madrid, as an unavoidable action for pollution mitigation. Moreover, other minor cities, as Pontevedra, Victoria or Huelva, have focused on liberating city centre for bikes and pedestrians improving considerably the quality of life. All these measures Alternative methods to the solution are the ones that have been already used. Fostering the car purchasing and the usage of private car for short distances, improving the amount of parking areas in public space and occupying an increasing part of the city Alternatives in the sector for private mobility. When de specific implementation actions will be reached probably some options will appear on the proposal phase of the SUMP modification document. INTERNAL ANALYSIS

Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships councillorship is the governance area that directs main policies in the field. As its areas of responsibility cover town planning and mobility, it has the most competency to boost this measure. How the organisation structure Santiago has a municipal mobility company (TUSSA) in charge of and processes are and how the bus fleet and public parking management. Nevertheless, it is easy do them facilitate the focused mainly on management aspects of mobility, as we could implementation of the solution detect during Smarter Together project department meetings. It should be valuable to include more planning personnel on that company and increase the training programmes in smart mobility technologies for its technicians, so that the city could count on their involvement in the definition of future mobility plans.

The city can benefit from EDUSI strategy funds. The action “Review and update of the Sustainable Urban Mobility Plan “, that represent Are the resources inside the the first step of this measure, has already been approved. organisation capable of PAESC also includes important mitigation actions (with estimated implementing the solution cost) that affect mobility policies:

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▪ M1: Development of cyclist plan: Creation of a network of bicycle itineraries. Creation of a network of private bicycle parking at points of inflow (+) ▪ M2: Pedestrian plan: Creation of a network of pedestrian routes between districts, points of attraction and intermodal transport M3: Creation of urban and interurban paths network for pedestrians and cyclists’ network. ▪ M4: Safe school paths ▪ M5: bus fleet reordering ▪ M6: Mobility information displays improvement ▪ M7: Metropolitan tariff bond ▪ M8: Surface increase in existence city ▪ M9: Public space actions for traffic calming, segregation and coexistence. ▪ M10: Charging points for e-vehicles network

Table 94: Solution 12– External/internal analysis

3.13.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: PAESC support of the measure, ▪ W1: Mobility municipal company too as a result of the adequate political focused in management. It should INTERNAL commitment towards a more more be involved in planning and R+D. liveable and accessible city. ▪ S2: Planning phase of the measure has funding from the EDUSI strategy. OPPORTUNITIES THREATS

▪ O1: The market and technological ▪ T1: Disagreement on the part of framework offer a wide range of citizens in reducing parking areas in new technologies in sustainable the city centre, without giving real mobility. alternatives. EXTERNAL ▪ O2: UE and State funds for the Digital ▪ T2: The modal participation of the Agenda department focused on private vehicle in the set of trips in the Smart Services can be obtained for metropolitan area reaches the 53.5% this measure or the whole strategy. and 83% considering only mechanised trips.

Table 95: Solution 12– Design and implementation of smart mobility solutions

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3.13.4 Systemic SWOT analysis

STRENGTHS ▪ S1: PAESC support of the measure, as a result of the adequate political commitment towards a more liveable and accessible city. ▪ S2: Planning phase of the measure has funding from the EDUSI strategy.

OPPORTUNITIES

▪ O1: The market and technological framework offer a wide range of new technologies in sustainable mobility. ▪ O2: UE and State funds for the Digital Agenda department focused on Smart Services can be obtained for this measure or the whole strategy. Table 96: Solution 12– SWOT

Leverage advantages (challenges)

The existence of a wide range of new solutions in smart mobility (e-bus, autonomous shuttles, e-car, car sharing, e-bike, sharing boxes, mobility S1 S1 + O1 points…) should be leveraged for the municipality to apply its wide sustainable plans and strategies, as aligned PAESC and EDUSI. As the planning phase has fund support, it should leverage the wide range of smart mobility solutions and configure an innovative an adequate tool S2 S2 + O1 that will conduct and define proper solutions and business models for implementation of smart measures. Smarter Together Strategy can be useful to obtain new funds from UE or S1 S1 + O2 State entities in the field of Smart City, particularly in cases like this, where the smart solution comes from mitigation actions from the PAESC. Funds for the implementation phase of the measure probably will be easier S2 S2 + O2 to obtain from UE and State entities if that planning phase has funding. So, final measures should be studied and defined in an adequate document. Table 97: Solution 12– Leverage advantages

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3.13.5 Business model Solution name: Design and implementation of smart mobility solutions

▪ Planning: € 200,000 (EDUSI committed) What are the principal costs Implementation:€ 286,000 (not committed in this business model? ▪ yet) ▪ Services operation ▪ There are not apparent risks in the planning phase as funding is committed What are the financial risks? Cost drivers ▪ Implementation funding has still to be approved, so the risk would be the

absence of the availability of this funding. ▪ Foster the commitment to achieve all the objectives of the Local Mobility How do we address these Agreement. Take advantage of the risks? aligned EDUSI roadmap. ▪ Guarantee the quality of the SUMP modification. It should define the actions to be developed with detail. ▪ Absence of revenue in the planning and implementation phases. What are our sources of ▪ Operation phase would depend on the revenue? definitive mobility solutions installed: Tariffs should cover the costs of certain services (e-bikes sharing system, public transport usage, charging points for e-vehicles…) Revenue streams Absence of revenue in the planning and What is the user pay at implementation phase of the measure. present? How should they pay in the future? Bus ordinary tariff price is € 1 (without discounts), For retired people is free.

For the planning phase: € 0 How much does each revenue stream contribute to In operation phase: To be determined in each the overall turnover? final measure business model.

Planning has its funding approved. Implementation still needs to be approved.

Is the measure economically Sustainability sustainable?

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Operation phase should be funded by transport tariffs for citizens and other ways of obtaining income such as advertisement, logistics and retail companies involved in the citizen services they will offer through the smart mobility solutions.

If yes, from which moment Planning phase is the only stage with funding after implementation? at this moment.

If not, indicate how will the ▪ Planning: € 200,000 (EDUSI committed) measure be funded? Try to give some numbers. ▪ Implementation: € 286,000 (not committed yet) Table 98: Solution 12– Business model

3.13.6 Implementation plan Solution name: Design and implementation of smart mobility solutions

Activities: • Bidding procedure of the SUMP modification

• Surveys, state of the art analysis, diagnosis and participation processes…

• Delivery of the new SUMP

Agents: • Mayor’s office Main activities during • Smart City commission planning phase: Planning • Citizen Spaces, Right to Housing, Mobility and phase Neighbourhood relationships Councillorship

• Environment, coexistence and computing councillorship

• Engineering company

Budget: 200.000€

Main milestones • March 2019. Bidding procedure of the SUMP modification.

• November 2019. SUMP completed.

Activities: Execution Main activities during phase execution phase:

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• Completion of the planning and constructing mobility actions regarding cyclist mobility and urban space retrofitting for mobility.

• Operation of cyclist mobility actions completed.

• Planning and constructing of mobility actions regarding public transport.

• Operation of smart mobility actions in the collective public transport.

Agents: • Smart City commission

• Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship

• Environment, coexistence and computing councillorship

• Engineering company

• TUSSA

• Rural environment, maintenance and works for territorial balance councillorship

• Operation companies

Budget: Draft assignment (EDUSI): It still needs confirmation.

€ 136,000 for cyclist actions

€ 150,000 for sustainable and connection operations in heritage ways.

• March 2020. Bidding of the planning and constructing mobility actions regarding cyclist mobility and urban space retrofitting for mobility.

Main milestones • November 2020. Cyclist mobility actions completed.

• June 2020. Bidding of the planning and constructing mobility actions regarding public transport.

• 2021. Implementation of smart mobility actions in the collective public transport.

Indicative year of conclusion: 2022

Period of time for project implementation (number of months 48 months for Planning + Execution)

Table 99: Solution 12– Implementation plan

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3.13.7 Set of indicators

Name Unit measure Target 2022-2023

Document Approval of the SUMP modification 1 Monitoring approved indicators Number of smart measures approved Number of 2 from the SUMP modification measures

Table 100: Solution 12– Indicators

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3.14 E-car sharing and charging infrastructure in residential areas. Pilot project of Pontepedriña 3.14.1 Definition E-car sharing and charging infrastructure in residential areas. Solution Pilot project of Pontepedriña

E-car sharing as an alternative mobility solution for those citizens, as it happens in Pontepedriña, who suffer lack of parking space or high prices of it, or that use private car occasionally or simply don´t want to dedicate such important economical effort to purchase and maintain it.

This measure can be promoted by municipalities as an alternative to the progressive reduction of car parking space in Description cities and form part of the packages of smart measures implemented in mobility disfavoured districts or in those residential areas being planned or retrofitted.

Leverage the development of smart city tools of data management and the widespread of electric vehicle technology, to enrich the usage of sharing vehicles.

This measure consists implementing an e-car sharing service for the inhabitants of Pontepedriña district as a pilot project to analyse its feasibility and set the basis for future replication.

▪ The private vehicle dominates the modal distribution of the residents' trips: the modal participation of the private vehicle in the set of trips in the metropolitan area reaches Problems or challenges the 53.5% and 83% considering only mechanised trips.

The speed of travel of the private vehicle is faster than the ▪ offered currently by the public transport network ▪ Progressive reduction of car parking space in cities. ▪ Relevance contribution of transport to GHG emissions. ▪ Contributing to CO2 emissions reduction to reach the standards set by the CoM signature (reduction of 40.6% of emissions in 2030 compared to 2015) ▪ Contributing to reduce the number of private cars and the Benefits public space occupied by them.

▪ Economical way of having a similar service than the one offered by private car. ▪ This measure is based on concerns and demands collected through a citizen involvement process: The Local Mobility Agreement. Source of inspiration ▪ Local Mobility Agreement

▪ E-car sharing and charging stations Bluely and CNR (Lyon)

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▪ E-cars for existing car-sharing fleet (Munich) ▪ E-car sharing and charging infrastructure at Hauffgasse (Viena)

Photos/Graphics/etc

Table 101: Solution 13– E-car sharing in residential areas. Pilot project of Pontepedriña

3.14.2 External and internal analysis Solution E-car sharing in residential areas. Pilot project of Pontepedriña EXTERNAL ANALYSIS Traditionally, with the exception of some large cities and isolated cases, mobility planning was focused on public transport ordering (normally buses and/or metro) and private car traffic flows. The implementation of coexistence spaces for both pedestrians and cars and the reconquering of central spaces free of private vehicles were almost the unique advances in sustainable mobility.

The approval in the end of 2011 of the economy sustainable Spanish Low represented an inflection point and favoured the funding of sustainable urban mobility plans. With the aim of reducing greenhouse gas emissions by 20%, it promotes the use of renewable energies, which will have to reach a 20% consumption by 2020 and among other measures, proposes transport policies and sustainable Evolution in the last 10 years of mobility (paying special attention to the freight train, use of public the problem, which the transport and electric vehicle). solution is addressing Some cities, as Santiago de Compostela did in 2012, approved its own sustainable urban mobility plans incorporating some innovative measures particularly in terms of public transport (efficiency and quality improvements, display of frequency information, dissuasive car parks, bicycle lanes introduction…)

But at present time, with the development of smart city tools of data management and the widespread of electric vehicle technology, it brings new possibilities to the usage of sharing vehicles.

E-car sharing can be an alternative mobility solution for those citizens who suffer lack of parking space or high prices of it, use occasionally the car or simply do not want to dedicate such important economical effort to purchase and maintain a car.

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This measure can be promoted by municipalities as an alternative to the progressive reduction of car space in cities and form part of the packages of smart measures implemented in mobility disfavoured districts or in those residential areas being planned or retrofitted.

▪ Mayor’s Office. (easy, large) ▪ Local Mobility Agreement stakeholders (easy, large) ▪ Smart city commission. (easy, large) ▪ Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship (easy, large) Stakeholder’s analysis (involvement, impact) ▪ Environment, coexistence and computing councillorship. (easy, large)

▪ Local business associations (medium, medium) ▪ Inhabitants of Pontepedriña (large, large) ▪ Metropolitan area administrations (low, large) ▪ TUSSA (public transport company) (low, large)

▪ State Housing Plan 2018-2021 (0) ▪ State Technical Code for buildings (0) ▪ Town planning legislation of the state (+) ▪ Town planning legislation of region (+) Political and Legal framework for the sector ▪ General Urban Planning of Santiago de Compostela (0) (+) supportive (-) non-supportive ▪ Sustainable Urban Mobility Plan (+) (0) neutral ▪ Sustainable Energy and Climate Action Plan H2030(PAESC) (+) ▪ State and regional electricity sector regulations are eliminating previous deterrents to self-supply systems (high taxes, collective production…) (+) ▪ Local mobility agreement signature. (+) ▪ General increase in the cost of energy supply (+)

Economic framework of the ▪ General decrease in the cost of smart technologies (i.e. PV sector systems) (+) (+) Good for the sector Economic slowdown at European level (-) (-) Negative for the sector ▪ (0) No influence ▪ UE and State funds for the Digital Agenda department focused on Smart Services (+)

▪ Citizenship still uses private car for short distances. (-) Social framework ▪ Consideration of private car as a worship object. (-) (+) Good for the sector (-) Negative for the sector ▪ Some existent buildings do not have parking facilities (i.e. (0) No influence Pontepedriña case) (+) ▪ Medium sized cities might not be seen as an interesting market

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for e-car sharing companies. (-) ▪ Active group of associations that signed a Local Mobility Agreement with the aim of introduce smart mobility measures. (+)

Some innovations in field are the next ones: ▪ E-car sharing experiences, particularly in large cities. (+) Technological framework ▪ Private e-car sharing platforms for all kind of distances. (+) (+) Good for the sector (-) Negative for the sector ▪ Electric vehicle technology growth: E-cars, e-bikes, e-trikes, (0) No influence pedelec… (+) ▪ Availability of smart access to vehicle data and traceability. (+)

Some large cities in Spain have implemented e-car sharing business, with both conventional and electric vehicles. The solution is new in Galicia region smart solutions as private car restrictions (with the exception of “green cars”), bicycle and car sharing systems, or trams and shuttles that enrich public transport measures (Barcelona, Market analysis Madrid, Valencia, Sevilla…). in cases as Madrid, as an unavoidable action for pollution mitigation. Moreover, other minor cities, as Pontevedra, Victoria or Huelva, have focused on liberating city centre for bikes and pedestrians improving considerably the quality of life.

Alternative methods to the solution are the ones that have been already used. Fostering the car purchasing and the usage of private car for short distances, improving the amount of parking areas in public space and occupying an increasing part of the city for Alternatives in the sector private mobility. When de specific implementation actions will be reached probably some options will appear on the proposal phase of the SUMP modification document.

INTERNAL ANALYSIS

Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships councillorship is the governance area that directs main policies in the field. As its fields of responsibility cover town planning and mobility, it has the most competency to boost this measure. How the organisation structure Santiago has a municipal mobility company (TUSSA) in charge of and processes are and how the bus fleet and public parking management. Nevertheless, it is easy do them facilitate the focused mainly on management aspects of mobility, as we could implementation of the solution detect during Smarter Together project department meetings. It should be valuable to include more planning personnel on that company and increase the training programmes in smart mobility technologies for its technicians, so that the city could count on their essential involvement in the definition of future mobility plans. The city can benefit from EDUSI strategy funds. The action “Review Are the resources inside the and update of the Sustainable Urban Mobility Plan “, that represent organisation capable of the first step of this measure, has already been approved. implementing the solution PAESC also includes important mitigation actions (with estimated

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cost) that affect mobility policies. Aligned with this action regarding electric mobility we could highlight the measure “M10: Charging points for e-vehicles network”. Nevertheless, the measure still needs to search specific funding. Private support could be also fostered. The city should establish contacts with automobile cluster and other mobility private operators to take advantage of the existent synergies between them and the local administration, and define a roadmap of actions to study the implementation of this measure, as the starting point of developing a pilot project in Pontepedriña district. It could be also done in parallel with the fostering of the mentioned PAESC measure M10. Table 102: Solution 13– External/internal analysis

3.14.3 SWOT analysis STRENGTHS WEAKNESSES

▪ S1: PAESC support of aligned ▪ W1: Mobility municipal company too measures, as a result of the focused in management. It should adequate political commitment more be involved in planning and R+D. INTERNAL towards a more liveable and accessible city. ▪ S2: Planning phase of the measure could be funded by the EDUSI strategy. OPPORTUNITIES THREATS

▪ O1: The market and technological ▪ T1: Disagreement on the part of framework offer a wide range of citizens in reducing parking areas in new technologies in sustainable the city centre, without giving real mobility. alternatives. EXTERNAL ▪ O2: UE and State funds for the Digital ▪ T2: The modal participation of the Agenda department focused on private vehicle in the set of trips in the Smart Services can be obtained for metropolitan area reaches the 53.5% this measure or the whole strategy. and 83% considering only mechanised trips.

Table 103: Solution 13– SWOT

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3.14.4 Systemic SWOT analysis

STRENGTHS

▪ S1: PAESC support of aligned measures, as a result of the adequate political commitment towards a more liveable and accessible city.

▪ S2: Planning phase of the measure could be funded by the EDUSI strategy.

OPPORTUNITIES

▪ O1: Some existent buildings do not have parking facilities (i.e. Pontepedriña case) and there is an increasing reducing parking urban areas tendency. ▪ O2: UE and State funds for the Digital Agenda department focused on Smart Services can be obtained for this measure or the whole strategy. Table 104: Solution 13– Systemic SWOT

Leverage advantages (challenges)

The increasing reduction of parking urban areas is affecting the service of the private car, particularly to those inhabitants of buildings without S1 S1 + O1 garage. PAESC smart mobility solutions and e-car sharing alternative can give an efficient solution that let people life without private car. Having funds for the measure planning can help to find the final definition S2 S2 + O1 and its replicability to other districts of the city. The deployment of e-mobility solutions is foreseen in the PAESC, owing to the importance of transport sector in the greenhouse effect gases emission, S1 S1 + O2 particularly of private cars. With the possibility of taking advantage of UE or State funding, at least this pilot project could be materialised. Planning phase covered by EDUSI funds can find continuity in other UE or S2 S2 + O2 State funds for the implementation. Table 105: Solution 13– Leverage advantages

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3.14.5 Business model Solution name: Smart management of sustainable mobility in the Historical City

What are the principal costs E-Cars operator: Insurance, booking system, in this business model? service, cleaning… (900€/month and car)

Less use than estimated that could not cover the foreseen costs. What are the financial risks?

Cost drivers Surveys of citizen necessities before the implementation

Pilot period with a minimum of cars. (Vienna How do we address these experience showed that 3 cars were enough risks? for 100 residents)

Assumption of the risk of the operator by administration

What are our sources of Usage of the vehicles by citizens (time, and revenue? distance)

According Vienna best practise:

Pilot period:

€ 1/hour, 10 Cent/km What is the user pay at Revenue streams € 0.5/hour, as bonus tariff if users are doing present? How should they works around the service “active users”. pay in the future?

Average Tariffs:

€2/hours,

20 or 30 Cent/km

How much does each 100% revenue stream contribute to the overall turnover?

With pilot tariff 30 – 50% of the costs per car are covered. Is the measure economically Sustainability With average tariff 100% of the costs will be sustainable? covered.

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According to Vienna best practise (1 year of If yes, from which moment implementation): The service could be after implementation? sustainable after 2 years º

If not, indicate how will the measure be funded? Try to give some numbers.

Table 106: Solution 13– Business model

3.14.6 Implementation plan Solution name: E-car sharing and charging infrastructure at existing residential areas. Pilot project of Pontepedriña

Activities:

• Proposal development: surveys, decision on challenges to solve, state of the art assessment, business model draft. Contact to possible operators.

• Searching for funding.

Agents:

• Mayor’s office Main activities during planning phase: • Smart City commission Planning • Environment, coexistence and computing councillorship phase • Citizen Spaces, Right to Housing, Mobility and Neighbourhood relationships Councillorship

• External assessment and project designers

Budget:

€ 00

• February Main milestones • April 2019. Surveys or Urban Living Labs results

• June 2019. Searching for funding

Activities:

• Bidding procedure

Execution Main activities during • Design of the charging points and parking spaces phase execution phase: • Execution of the works: Charging point and parking space completion

• Operation phase: Pilot period

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Agents:

• Smart city commission

• Environment, coexistence and computing councillorship

• Rural environment, maintenance and works for territorial balance councillorship

• External assessment and project designers

• Operation company

Budget:

€ 20,000 – €60,000 project + construction

• February 2020: Bidding procedure for constructing + service

• March 2020: Design of the charging points and parking Main milestones spaces • May 2020: Execution of the works: Charging point and parking space completion

• June 2020: Starting operation phase: Pilot period

Indicative year of conclusion: December 2020

Period of time for project implementation (number of months 24 months for Planning + Execution)

Table 107: Solution 13– Implementation plan

3.14.7 Set of indicators Name Unit measure Target 2022-2023

721 Number of inhabitants of the district Number of users (100% of covered by e-car sharing service Monitoring Pontepedriña indicators inhabitants)

Decrease in the number of private cars % of reduction 10% possessed by the inhabitants (number of cars)

Table 108: Solution 13– Indicators

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4. Lessons learnt 4.1 General aspects In accordance with task 7.2, the city constituted a Local Action Group, formed by decision makers and experts related to the five thematic areas of the Smarter Together, including Mayor’s office, two municipal councillorships, and other local stakeholders. The group worked together in the definition of a Smart City Catalogue of solutions to replicate that bests fit the city challenges and objectives. For that purpose, was essential the participation in the different peer to peer workshops celebrated in the LHC and the organisation of a thematic workshop in Santiago – in October 2017- about data and urban data platforms and 4.0 district heating. The measures selection also could take advantage of the methodology and set of tools of WP2, as the thematic project books and the project action lists.

The city found inspiration in measures from all of the 5 thematic areas.

In the field of citizen engagement, dissemination, communication and citizen participation experience will replicate dynamics that are inside Lyon Confluence Living Lab, Stadeillabour and SiMmobil.

In the field of holistic refurbishment, the city wants to replicate experiences in monitoring and RES introduction as the ones included in eco-refurbishment projects of Lyon Confluence (social housings of “Cité Perrache” and private housing buildings). It is also interested in the so called “Consulting for refurbishment/Refurbishment roadmap/Renovation advice on energy-efficiency” measure of Munich, a programme that can improve Santiago housing and refurbishment services.

Regarding the area of renewable energy sources, and linked to the previous actions, the Local Action Group is concerned about the commitments of Santiago in terms of greenhouse gasses emissions reduction and the difficulty of reaching the objectives of the Covenant of Mayors without considering the collective installations for heating and DHW as well as the PV collective self-supply. For that reason, has chosen one of its integrated refurbishment areas, the district of Pontepedriña, and carried out a feasibility study for the introduction of RES in the heating and DHW supply. The results of the comparative analysis of available systems highlight the cost-effectiveness and sustainability of a district heating with biomass and collective -block- air/water heat pump systems.

Data and urban data platform are another area where the city could learn from solutions of the LHC as Grand Lyon Data platform, Munich smart data platform and the data management platform and smart services projects of Vienna.

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Finally, in regard to the topic of smart and sustainable mobility, Santiago de Compostela, having recently approved its Local Mobility Agreement, shows interest in Munich measure “8 e-mobility stations” and in the e-mobility point of Vienna. Both experiences will bring rewarding ideas to the development of the actions “Smart management of sustainable mobility in the Historical City” and “Design and implementation of smart mobility solutions”.

During the last 12 months, the city has been transforming the previous preliminary roadmap into the present document. With the constant support of Energy Cities in the definition of the appropriate contents and task timeline and the participation in various thematic workshops as the monitoring (Task 7.3) (Hablar del Bruselas enero 2018). In June 2018, Santiago de Compostela also organised an Intensive Lab Session with the external participation of LHC of Munich and Vienna, the FC of Sofia and the city of Eindhoven. There, foreign experts worked along with the Local Action Group and city administrators in the development of the strategy.

In addition to it, some written questionnaires and interviews have been elaborated in order to obtain deeper insights on some of the measures and topics from experts of the LHC, from other linked cities and from inside of the city council. Below is displayed the main information related to them.

4.2 Specific insights 4.2.1 Governance and citizen engagement SOLUTION INSPIRATIONAL SOURCE

Eindhoven Municipality - Frank van Swol GOVERNANCE Smart city commission Reorganisation of the municipal administration and the overall will to transit from an offer driven organisation to a demand driven organisation RELEVANT LESSONS LEARNED

What went right?

▪ High involvement of local stakeholders such as university, local housing associations… ▪ Bottom-up solutions for re-structuring ▪ Departments based on a process scheme, not by area or theme (programming, design and execution). The three of them with full capacity, composed by different kinds of profile and background each. The programmes are developed based on priorities focused on external trends and developments that led to 10 shared criteria to be taken into account when deciding on new projects and that are used to prioritise. ▪ Soft transition towards new organisation

What went wrong? ▪ It was hard for some decision makers to work out of a hierarchical structure

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▪ Main findings? ▪ Not involving or hiring external expertise was a correct decision for not fostering a top-down methodology. ▪ Organisation of several programmes at once was not the best idea.

What needs to be improved? Main lessons learnt. ▪ The gradually organisation of several programmes would be better ▪ Instead of drastic changes, make smaller changes and more often ▪ Outsourcing if necessary, incorporate experts (university, society), delimit homogeneous geographical areas

How can these lessons be applied in my own implementation? ▪ Simplify and try to find a solution with the existing resources – be aware of the city context and resources. ▪ Simplify political functions. Define competencies and keep them more focused. ▪ Defining holistic processes, that connect the different parts of the administration structure, maybe at different stages – here citizens and associations are also key authors on the definition of these processes. ▪ Strengthen areas/domains – define strategic fields ▪ Define clear objectives that consider the new challenges: energy, sustainability, accessibility, urban metabolism… ▪ Try to change the traditional budget management – assigned to these big domains (spatial, economic, social…) not to vertical departments.

SOLUTION INTERNAL SITUATION DESCRIPTION

Santiago de Compostela City Council, CITIZEN ENGAGEMENT Dissemination, communication experience and Mayor’s Office – Carlos Neira citizen participation experience in the framework of the Smarter Together project Compostela Decide participatory processes and methodologies RELEVANT LESSONS LEARNED

Which were the scope and expectations? Were they reached?

The main objective was to directly know the citizen demand of public goods and services, supplementing the processes of representative democracy, complementing the local and sectoral participation through the Citizen Participation Councils, by adding a new way of obtaining information in contrast to the traditional channels of communication: suggestions, complaints, incidents, register, and the direct interpellation (interviews, meetings).

One clear aim behind this action is to encourage the creation of a citizen debate (diagnosis, deliberation, dissemination) on the priorities for spending the public budget.

Expectations of coverage were formally reached.

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Which were the participation expectations? Were they reached?

It was not established target indicators as the intention was to focus on the qualitative aspects of citizen participation.

Nevertheless, from a quantitative point of view, participation in the Participatory Budget involved, during the first two annual editions, more than 3,500 different inhabitants at some point in the process, representing both face-to-face meetings and online users, proposing actions or voting the existing ones. In the 10 “Ao vivo” meetings, an attendance of between 30 and 200 citizens were registered, with an average of 60 people, which sums 600 participants during the first year of celebration. A summary figure allows us to talk about the involvement of at least 2% of the municipal population in each exercise.

In the Participatory Budget, the elected projects demonstrated that the preferences of the participants were different from those expressed by the neighbourhood associations and even from those directly transferred by the people attending the “Ao vivo” meetings. There is a wide range of urban and youth population with specific preferences of public goods and services that are different from those that involve older people and rural areas. The set of participative actions have allowed to obtain a wider and detailed knowledge of the citizen demands.

Did the new actions for citizen engagement have had a favourable reception?

In a traditionally conservative city, these changes - although strongly demanded by the associative and neighbourly networks - were welcomed with suspicion. Even neighbour associations were in some way sceptical as they demanded to lead the process. On the contrary, the associative sectoral networks and the individual participants welcomed the initiatives.

In the case of Participatory Budgets, the resistance of traditional neighbourhoods was solved by designing a process where the neighbour entities have voice but do not vote.

The final evaluation will necessarily take place every 4 years through the electoral referendum of the government action. In the case of Participatory Budgets, the Monitoring Committee meets every two months, and analyses the degree of implementation of the approved projects. Currently, this is the main obstacle to the effectiveness and popularisation of these processes, as the degree of execution just surpasses the municipal average of execution of the investments chapter of the official budget.

What went right?

▪ Dissemination campaign based on video broadcasting, website design and social networks actions. It contributed decisively to the notoriousness and popularity of the actions. ▪ Approval of a Participatory Budget regulation, which served to legitimise the procedures. ▪ Online participation. As it is more flexible and adaptable to the people’s schedule. In the Participatory Budget, online participation has reached 2/3 of the total, being widely majority in all the sections of age. ▪ The fact that Participatory Budgets involved not only investment but also current expenditure, sector issues and diverse activities…

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What went wrong?

▪ Excessive delimitation of zones in terms of efficiency of the limited resources available. The creation of new settings in the urban area or the aggregation of parishes in rural areas limits the identification of the people participating in the process. In addition to it, it resulted that micro interventions are the ones that are better received by the population. ▪ Limited time for technicians of Participatory Budget to carry out the technical and economic assessments of the proposals. Few resources for letting the technicians previously advice the proponents to better define the proposals.

Main findings?

▪ Democracy has a cost. This cost allows to understand better the citizenship demands and set the work schedule of the municipal government and the opposition. ▪ Avoid carrying out works and activities that arouse a significant rejection of the population. ▪ Acknowledgment that a large part of the demands of the population have much to do with the maintenance of the existing works and the correct functioning of the existing municipal services, and not only with the creation of new infrastructures and services. ▪ Citizen dissatisfaction with the functioning of the City Council as an organisation is notorious.

Main recommendations – recommended actions to be taken to correct findings

▪ The offer of conciliation services in order to let all members attend the face-to-face meetings. In “Ao vivo” meetings this measure favoured a higher feminine attendance. It is necessary to incorporate to the process and proposals the gender perspective. ▪ Moderation of face-to-face discussions. They need to be more professional and flexible. ▪ Integration of all the demands in a single database that can be shown to the inhabitants through the transparency portal. It must allow monitoring of compliance. ▪ Decentralisation in the celebration of the assemblies and the territorial processes of Participatory Budget in the rural area. ▪ To involve a wide range of collectives such as disadvantaged groups, children, parents… ▪ To create a phone app that allows to participate online in a more agile way in Participatory Budget. ▪ To carry out a process of Participatory Budget or Ao Vivo with municipal workers, to hear demands and needs besides the traditional privileged partners (Board of staff, unions). ▪ To develop a monitoring phase of the most complex projects, studying the impact of the processes on the quality of life of the people, agreeing criteria and indicators of evaluation, analysing especially the field of communication as an essential element of the processes. ▪ Technical training for municipal staff.

Have you carried out a monitoring of these processes? What are the main indicators? What tools do you use?

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Yes, the indicators used are the number of participants and the level of execution of the selected projects.

How can these lessons be applied in Smarter Together implementation?

I think that this is a general-scope methodology that is applied in limited human and territorial areas. So, for its optimum implementation in Smarter Together would be essential the correct technical selection of the target audience. In this sense, an analysis of the best practices in similar cases and the use of marketing tools are clearly the key.

4.2.2 Eco-refurbishment SOLUTION INSPIRATIONAL SOURCE

ENERGETIC REFURBISHMENT Lyon – Etienne Vignali Inclusion of renewable energies and monitoring measures within the municipality rehabilitation Eco-refurbishment in housing buildings in Lyon programmes and regulations Confluence REL RELEVANT LESSONS LEARNED EVANT LESSONS LEARNED

CITÉ PERRACHE

It is mentioned in the Project Book that, according to heritage requirements, internal insulation solutions were the unique acceptable option. Which specific heritage assets required that solution?

The local authority in charge of heritage protection in Lyon is always willing to reduce as much as possible the outside impact of eco-refurbishment on the facades. Meaning that if there are alternative ways than outside insulation to reach the threshold “low-energy eco-refurbished building”, they will ask for alternative ways. It is compulsory to have their approval to start the eco-refurbishment works of a building.

How was communication with tenants? Did they participate in the process? If yes, how was that inhabitant involvement?

Like the social housing operator of the Cité Mignot (Régionale d’HLM de Lyon), the owner of the Cité Perrache (social housing operator “Grand Lyon Habitat”) devotes resources to the communication with tenants (a company specialised in such support is physically present on the site during all the refurbishment works).

Several meetings have been held with the tenants.

Which elements of the building will be affected by the works?

Cité Perrache is a deep retrofitting project (inside and outside the housings) in which has been integrated a feature about energy renovation. Elements of the buildings affected by the works: roof, cellar, façades, replacement of the lifts, changing of the windows & shutters, bathrooms (many housings did not have individual bathrooms), electricity, shift of heating system (from individual gas powered to a collective system connected to the district heating), noise insulation…

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Could you give some details about the monitoring system? Which data is it going to collect? What are the goals of collecting it?

▪ Data collection in each building of the Cité Perrache via the city platform: ▪ Heating consumption (at the building scale) ▪ Hot water consumption (at the building scale) ▪ Electric consumption of the common areas (with the detail per usage: lighting, lift, ventilation…). ▪ Total electric consumption (common & private areas) of the block (collective data, not individual detail) ▪ Internal temperature of a sample (a quarter) of housings. The time step of the data collection is 10 minutes, with the exception of the total electric consumption of the social housing block for which it will be one data per day.

The goal of collecting these data is to monitor and assess the actual energy performance of the building, once the eco-refurbishment works are finished. And if there is some discrepancy between the expected and the actual energy performance, to be able to identify the causes (internal temperature of the housings higher than expected, overconsumption of the ventilation, overconsumption of energy for the heating and/or hot water…). Then, depending on the findings, we could inform the owners/tenants and/or adapt… and possibly take it in consideration in the design of the next eco- refurbishment project in Lyon-Confluence.

Is it foreseen the relocation of the inhabitants while the works are in progress (particularly when there is the need of internal insulation)?

Yes, due to the scope of the works, several dozens of housings are used to relocate temporarily the tenants.

Could you mention which tasks were especially relevant in the preparation phase? (Feasibility studies, funding schemes…)

Early involvement of the SPL Lyon Confluence in the design of the work programme has contributed to enrich the initial retrofitting project with a feature concerning energy renovation. SPL Lyon Confluence helped to find a balance between the requirements for heritage protection, and the requirements for energy performance.

What were the positive aspects of this project?

The project is not finished yet as the eco-refurbishment works are still in progress. However, Cité Perrache is, to this day, the biggest eco-refurbishment project in Lyon-Confluence (more than 250 housings). It is already a positive aspect to make it concrete in an area under heritage protection, with an old building (built at the beginning of the 20th century, and with low-income tenants.

It is deep retrofitting (not a “simple” energy renovation). Therefore, once refurbished, the buildings look almost new.

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What were the negatives aspects of the solution?

The total cost of the refurbishment of Cité Perrache (energy-related measures and non-energy related measures) is higher than what would have cost the demolition and the reconstruction of such social housing block.

What were the main findings and recommendations?

The business model of this eco-refurbishment projects relies a lot on important subsidies and make it hardly replicable elsewhere.

ECO-REFURBISHMENT OF CITÉ MIGNOT

It is mentioned in the Project Book that, according to heritage requirements, internal insulation solutions were the unique acceptable option. Which specific heritage assets required that solution?

In the case of “Cité Mignot”, the façade does not have a lot of details to preserve, but there are some. The intention, at the beginning was to have a thin outside insulation on the façade situated in the main street (and a thicker outside insulation in the opposite street, which is less busy).

However, we faced several difficulties:

▪ even a thinner outside insulation did not get the approval of the local authority for heritage protection (as it was going to hide some of the details on the façade) ▪ there were many technical difficulties to implement properly such thin outside insulation on the façade of the Cité Mignot (with no guarantee that it was last a long time after the end of the eco-refurbishment works; for instance, risk of disorders related to flow of water…) ▪ in France, owners of building can take an insurance for a 10-year guarantee after the end of the works. It means that if there are some damages during 10 years that are due to a bad quality of the works, companies have to repair it without charging the owners of the buildings. But to have such insurance, you have to use only materials that have an official approval by a French certification body. Currently in France, there are very few thin outside insulation materials that give the right to a 10-year guarantee. And, even for the ones who are “officially approved”, as very few projects implemented it, there are very little return on experience on how they last on the long run. Moreover, the energy performance of such thin outside insulation is pretty low. ▪ At the end it will only be a partial outside insulation, in some parts of the façade of the courtyard (and only for the façade who don’t have any window). Instead, the owner of the building will change all the windows (and not part of it as initially planned), and will isolate the rooftop. ▪ It is very complicated to make some internal insulation as it reduces the surface of the housings and increases a lot the costs of the works (additional costs needed to cover the induced costs of the inside insulation… as very often tenants have fixed some pieces of furniture on the walls, painting and tapestry must be refreshed, etc…). Thus, the owner did not want to make inside insulation. How was communication with tenants? Did they participate in the process? If yes, how was that inhabitant involvement?

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It is very important to take in consideration that a lot of tenant are very “attached” to their buildings. Many of them have been living there for several decades.

The owner of the building (social housing operator “Régionale d’HLM de Lyon”) informed them regularly on the advancement of the project. Several meetings took place on the evening, at the SPL Lyon Confluence office. A person is dedicated to communicate with the tenants all along the project. The owner also required that the construction companies plan a particular way of working that allow a good communication with the tenants during the works (with a specific contact person that can solve the problem, in case there are).

The social housing operator undertook a so-called “memory work” with a sociologist and a photograph to interview the tenants (at least the ones who were willing to be interviewed and photographed). The testimonies have provided the inputs for a book about the Cité Mignot, a movie and also an exhibition that is currently taking place in the Municipal Archives.

There is a representant of the tenant that has been involved in all the steps of the process (including discussions to choose the construction company).

In addition, there is a regular brochure distributed to the tenants to keep them informed on the news of the eco-refurbishment project.

Which elements of the building will be affected by the works?

▪ façade (partial outside insulation in the courtyard, for the façade that do not have windows) ▪ windows (change into new one with higher energy performance) ▪ ventilation (renewal with a much more efficient system) ▪ heating and hot water system ▪ Before the works, there were individual system specific to each house, with a broad variety (sometimes powered by electricity, sometimes powered by gas). After the works, all the housings will be connected to a collective system, including the district heating (for heating and hot water). Two thirds of the energy mix of the district heating will come from renewable energy (waste incineration and biomass). ▪ roof (complete refurbishment of the roof including insulation) ▪ refreshing all the facades (even the ones who will not be isolated by outside)

Is it foreseen the relocation of the inhabitants while the works are in progress (particularly when there is the need of internal insulations)? There is no need for internal insulation but some works will take place inside each housing (as there is a shift from former individual heating and hot water system, to a new collective system). It is foreseen that these works will last few days in each housing.

Thus, the owner of the building has planned to keep several empty housings to allow a temporary relocation of inhabitants during the works in their housing.

In addition, if some tenants want to take the opportunity of the eco-refurbishment works to make some additional works in their housings (painting in their bathroom for instance…), they can pay a small amount of money and ask the construction company to do it.

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Could you mention which tasks were especially relevant in the preparation phase? (Feasibility studies, funding schemes…) Everything started with exchanges between the managing director of the social housing operator and the SPL Lyon Confluence several years ago. Then it was decided to share the cost of a feasibility study for an eco-refurbishment project of the Cité Mignot: the SPL paid half of it, and the Régionale d’HLM de Lyon the other half.

With Smarter Together, there was the opportunity for the Cité Mignot to get some subsidies for undertaking eco-refurbishment works. Although it was far from covering all the costs, it helped a lot the Régionale d’HLM de Lyon to get the rest of the funding scheme (subsidies from Lyon Métropole, loans from the bank…). It is indeed to find other financial supports when there is already one (in that case the one from the European Commission).

SPL Lyon Confluence supported the Régionale d’HLM in the design of the work programme and contributed to find a balance between the requirements of:

▪ the local authority in charge of heritage protection. ▪ the target of energy performance. ▪ the financial constraints of the social housing operator. ▪ The experience of the managing director of the social housing operator in dealing with such projects plays also a very important role for: ▫ finding a good funding scheme. ▫ having the right level of involvement of tenants.

What were the positive aspects of this project?

The project is not finished yet, as the eco-refurbishment are in progress. However, it is already a positive aspect to develop an eco-refurbishment project of this size (150 housings) in an area under heritage protection, involving old buildings (built at the beginning of the 20th century, and with low-income tenants).

What were the negatives aspects of the solution?

Most of the façades will not be isolated (but we had to find a balance between financial constraints, protection of the heritage and energy performance).

What were the main findings and recommendations?

Thin outside insulation does not seem worth to be studied in the design of an eco-refurbishment work programme (low energy performance and technically difficult to implement).

ECO-REFURBISHMENT OF THE 35 RUE SMITH, 61 RUE DELANDINE, 54 RUE SMITH AND 21-23 RUE CASIMIR PÉRIER (PRIVATE OWNER HOUSING BUILDINGS)

These examples are similar to study cases in Santiago refurbishment areas as they are mainly owned by private home owners’ associations.

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What is the role of SPL Lyon Confluence? What does the assessment provided to owners include? I. e., technical studies or architectural projects have to be contracted by owners or it will be provided by the SPL Lyon Confluence?

The SPL Lyon Confluence was part of the animation setting put in place by the city to support eco- refurbishment projects with groups of owners. Lyon Métropole provided free consultancy (by two consultancy companies) to the groups of owners.

Free consultancy provided by Lyon Métropole to the groups owners was at different steps:

▪ Feasibility study: brief assessment of the main features that are worth to have in a possible eco- refurbishment project, first financial assessment of the cost of the works… ▪ After the feasibility study, the group of owners voted to fund or not a more detailed technical and architectural document to design the eco-refurbishment works (and make the tenders to select the construction companies). ▪ Assistance during the technical, architectural studies and tender processes. ▪ Technical and architectural studies leading to a detailed work programme (and the tender processes to select construction companies) were paid entirely by the group of owners. Only a complementary assistance was paid by Lyon Métropole for the group of owners. ▪ Assistance to elaborate grant files (for local and national subsidies) and collective loans.

The work undertaken by the SPL Lyon Confluence was provided for free to the groups of owners (cost shared by SPL Lyon Confluence and Lyon Métropole). SPL Lyon Confluence hosted all the meetings with the groups of owners and was more particularly in charge of the following topics:

▪ Integration in the eco-refurbishment projects of the requirements related to urbanism and heritage protection (discussion and negotiation with the local authority in charge of heritage protection). ▪ Information and integration of the requirements related to the district heating system. ▪ Information and integration of the requirements related to the data collection through the city platform. ▪ Information related to the payment of subsidies from the Smarter Together project. ▪ Representing Lyon Métropole in the meeting with the groups of owners.

What methods does SPL Lyon Confluence used/plan to use for convincing the groups of owners?

Showing groups of owners, the “global picture” with all the features of an eco-refurbishment project, help them to overcome difficulties related to heritage protection…

However, we so far haven’t found a “magic recipe” to convince groups of owners to engage in an eco-refurbishment project. Indeed, these are very costly works that cannot be fund only thanks to energy savings.

What are the legal procedures that let private owners benefit from the funds of the Smarter Together? What will be the unit costs percentage covered by the programme?

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A bit less than 10% of the total cost for eco-refurbishment is covered by H2020 subsidies. Average unit cost from Smarter Together reaches € 50/m².

By combining all the different subsidies (from the city, from the French state, from the European Commission), groups of owners could get subsidies representing half of the costs of eco-refurbishment works.

Which elements of the building will be affected by the works? Could we have access to some information of the architectural projects, such as the constructive details of the final solution?

It depends on the groups of owners, but most often:

▪ change of windows ▪ renewal of the ventilation ▪ connection to the district heating (former gas or fuel boiler replaced) ▪ insulation of the cellars ▪ outside insulation (either on all façades, either only one in the courtyard). ▪ + additional works not energy related (maintenance)

Could we receive more information about the heating installation connected to the district heating powered by biomass? All dwellings will be connected to DH?

Until the end of 2018, the district heating runs thanks to temporary gas boilers. From the beginning of 2019, two thirds of the energy mix of the Lyon-Confluence district heating will come from renewable energies (waste incineration & biomass).

All dwellings refurbished within Smarter Together (social housings blocks & private groups of owners) will be connected to the district heating. Thus, these three buildings (“35 rue Smith”, “61 rue Delandine” and “54 rue Smith / 21-23 rue Casimir Périer”) will be connected to the district heating.

Is it foreseen the relocation of the inhabitants while the works are in progress?

No, as eco-refurbishment works take place in occupied site. The work programme is designed for not moving people outside of their houses (even if some interventions are done inside them: change of windows, shift from individual to domestic heating & hot water).

What were the positive aspects of this project?

To manage to engage private groups of owners in the eco-refurbishment of their buildings (among the first groups of owners to do it in the Lyon-Confluence area).

SPL Lyon Confluence contributed to a balance between the requirements of the local authority in charge of heritage protection, the financial constraints and the energy performance.

▪ Combination of three important features of the Smarter Together Lyon Lighthouse project: ▪ eco-refurbishment in an area under heritage protection ▪ deployment of the district heating ▪ energy dynamic data collection through the city platform, to monitor the actual performance after eco-refurbishment.

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What were the negatives aspects of the solution?

Very time consuming, as the first contacts were established with the groups of owners several years before the actual start of the eco-refurbishment works.

Providing so much free consultancy was very costly for the city, and not always very relevant.

What were the main findings and recommendations?

▪ Focus primarily on the eco-refurbishment projects that have the highest chance to become concrete quickly. It will provide good examples to the other ones. Nevertheless, providing so much free consultancy to the groups of owners is not relevant. ▪ For the last group of owners engaged in an eco-refurbishment project in Smarter Together (54 rue Smith & 21-23 rue Casimir Périer), SPL Lyon Confluence paid half of the feasibility study (the other half was paid by the group of owners). Sharing the cost of such feasibility study was also done with a social housing operator (Régionale d’HLM de Lyon, owner of the Cité Mignot). This seems to be a good balance in order to have a group of owners a bit interested and engaged in the process as it can be a bit difficult for the owners of the building to pay entirely the costs of a preliminary study (with it they will only see it worth paying more detailed studies). Moreover, the fact that the SPL Lyon Confluence pays part of the study shows our interest in their project (and prove that we are able to support them all along the process). ▪ Rely on leaders within groups of owners who are motivated by the eco-refurbishment projects, and who will play a strong role in convincing the other inhabitants. But sometimes, in some situations, you have to face conflicts within a group of owners (not necessarily related to eco- refurbishment) and you can’t really do anything. ▪ Try to make the process not too long between the first discussions with the group of owners and the vote on the eco-refurbishment projects; as it is hard to keep motivation for a long time period. ▪ Anticipate discussions with the local authority in charge of heritage protection since the beginning of the technical and architectural studies. It avoids to study in detail something that will not get the authorisation to start the works. Take advantage of people who are used to deal with such issues and/or past projects considered as good examples for a proper balance between energy renovation and protection of the heritage. ▪ Designing a proper data collection system must be anticipated since the detailed technical study. Relying on experts who can help to identify which data are worth to be collected to monitor energy performance (as we did in Lyon with Enertech and Hespul), closely check if the engineering and construction companies integrate properly the requirements (often they are not used to do it as it is a “new topic” for them). Keep exchanging with IT experts from the city platform all along the process to anticipate the integration of IT requirements in the design of the dynamic data collection (data format, communication protocol, etc…).

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4.2.3 Renewable energy sources INSPIRATIONAL SOURCE SOLUTION RENEWABLE ENERGY SOURCES ▪ Installation of renewable energies for electrical consumption and heating Lyon Confluence – Bruno Gaiddon (HESPUL)

▪ Development of a district heating network Production of electricity and heat from renewable with renewable energy supply in consolidated energy sources city areas. Pilot project in the ARI of Pontepedriña RELEVANT LESSONS LEARNED

Balance analysis of the processes developed in the field of renewable energies implementation, specifically in the case of collective self-consumption at residential building or block scale.

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B2 BLOCK PV SYSTEMS WITH STORAGE AND COLLECTIVE SELF-CONSUMPTION

As in the case of self-consumption at building scale, self-consumption at block scale requires a favourable local framework, a good cooperation with the local DNO and a willingness of users to participate to such a project.

How does the business model work at building or block scale? The price of the PV system is included in the selling price of dwellings and offices. So, when a person or a company buys a part of the building, he pays a share of the PV system price that correspond to the share of the surface he buys compared to the total surface of the area. When the PV system will be in operation, he will see his electric bill from his electricity supplier reduced by an amount of self- consumed energy that corresponds to the same share of the PV system production.

The design of all contacts and the management of the self-consumption project are done by EDF, the largest French utility.

Is it mandatory for all dwellings/offices to be connected to the PV systems? Do they have the possibility of not being connected? No, it is not mandatory to benefit from the locally self-produced energy from the PV system.

In the case of owners that use the building (dwellings or offices), it would be a pity not to benefit from the PV electricity as they have bought a share of the PV system. Moreover, in the case of renters, it would also be a pity not to benefit from the PV electricity as they haven’t paid for the PV system but can also benefit from cheap electricity.

How each dwelling owner/tenant pays the bills? Each dwelling owner/tenant has to choose among conventional electricity suppliers. The share of the PV production received is deducted from its consumption by his conventional electricity supplier. Nevertheless, they have to pay some taxes on the energy self-consumed.

Will this PV system integrate energy to the public distribution grid? Is the energy produced by the PV system is firstly consumed by the B2 block and does the rest go directly to the grid?

From the physical point of view, all the energy produced by the PV system goes to the public distribution grid and all the energy consumed by all building users comes from the grid. The collective self-consumption is just about net metering.

All the existing and foreseen PV systems installed in the Lyon Confluence area will be connected to the public distribution grid? What percentage of the energy consumption is aimed to be covered by renewables?

Today, there are 29 PV systems in operation in Lyon-Confluence for a total of 2.0 MWp.

24 of them (83% - 1.4 MW) are directly connected to the public distribution grid and sell all their production at a feed-in tariff.

5 of them (17% - 0.6 MWp) are connected for self-consumption to reduce the electricity bill of the user.

Even if these are many PV systems for an urban area, this represents only a small share of the electricity consumed at the district level. Nevertheless, at building scale, this can be a lot as, for instance, for positive energy buildings.

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What went right?

The local building policy of SPL Lyon-Confluence that obliges real-estate developers to produce on-site energy from renewable. This led to the installation of many PV systems for a significant power.

What went wrong?

The long-term monitoring of each PV system has not been planned from the beginning. Therefore, it is difficult to make sure that all PV systems operate properly and will operate properly on the long term.

What needs to be improved?

The long-term monitoring of PV system is something that we try to improve, mainly within Smarter Together.

Main findings?

Initial lack of knowledge of the building industry actors (real-estate developers, architects, developers, …)

The investment price of PV system, even if this has strongly decreased in the past years, reduces the margin of the real-estate developer that will not be the beneficiary of the PV production as he will sell the building to owners once completed. Therefore, real estate developers may be first reluctant to install PV but, generally, once it is installed, they are very proud of it.

Main recommendations to correct findings ▪ Organise site visits and training sessions for the building industry ▪ Start with a “progressive” real estate developer and with a small PV system ▪ Do not let PV be an option but make it mandatory ▪ Start to implement this on financially attractive city area

WOOD-GAS FIRED COGENERATION HEATING POWER SYSTEM 2MWe/4MWth TO POWER THE LOCAL NEW DISTRICT HEATING

Definition of an alternative project as the Lyon Metropolis decided not to build the centralised power station but to connect the local district heating to the main district heating of the city.

Confirmation of the alternative project of a smaller cogeneration heat-power plant, probably on the A1-A2 block (new buildings to be constructed)

General question: How the inhabitants are involved in the process to connect their dwellings to the DH network? The Metropolis of Lyon and SPL Lyon-Confluence offer free consultancy in order to assist building owners to refurbish their building. Within this consultancy, they advise building owners to connect to the district heating.

But, within Smarter Together, if buildings owners want to benefits from the financial support of the EC (€ 50/m²), they have to fulfil 3 conditions:

▪ reach a certain energy performance (96 kWh of primary energy/m²/year), ▪ install a data logger that can send energy consumption data to the City data platform ▪ and connect to the district heating

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4.2.4 Smart and sustainable mobility SOLUTION INTERNAL SITUATION DESCRIPTION

SMART AND SUSTAINABLE MOBILITY Santiago de Compostela City Council – Jorge Duarte (Citizen spaces, right to housing and Smart management of sustainable mobility in ▪ mobility Councillor) the Historical City ▪ Design and implementation of smart mobility Processes developed in the field of sustainable mobility, specifically the works / process of solutions humanisation of the public space and the ▪ E-car sharing in residential areas. Pilot project promotion of a pedestrian and cyclist city - with its of Pontepedriña corresponding infrastructure RELEVANT LESSONS LEARNED

Which smart measures have been developed for the last three years?

▪ In the field of public transport, a study for the improvement of the existing public bus network in terms of efficiency and quality of service has been developed. The main actions defined in the document are the next ones: ▫ Frequency improvement of buses. ▫ Simplification of the former line network in order to avoid overlaps and empty trips and seek efficiency. ▫ Vehicle fleet progressive renewal to hybrid and electric motorisations. ▫ Creation of a new circular line surrounding pedestrian central areas. ▪ Give priority to pedestrian and soft modes of transport in the urban area by fostering traffic calming actions. It has been implemented access restrictions for private vehicles in several central streets as Carreira do Conde, San Pedro and San Francisco streets. In the 20th century extension of the city, shared platforms for bicycles and private vehicles has been also widely implemented. Even pedestrians share nowadays platform with the rest of means of transport in some new crossroads, having the necessary priority in a residential and commercial area of the city where car speed has drastically dropped. Safety, pedestrian accessibility and quality of public space have been clearly improved as a result of those interventions. ▪ The bidding for the new Sustainable Urban Mobility Plan (PMUS) is currently in process. It will include the realisation of new surveys (the last one is from 2011), the design of a cyclist Master Plan, and the baselines of the Local Mobility Agreement - For instance, the introduction of bicycle lanes in all new urbanisations and in the main existent streets will be highlighted. ▪ The drafting of two specific projects for cyclist itineraries is also currently in process (Milladoiro and Chaián). ▪ Charging points for private electric vehicles have been recently installed in a central municipal car park (Xoán XXIII), solution that is soon to be replicated in other car parks.

Regarding remaining challenges, which measures could be developed in the nearby future?

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Linked to the field of electric mobility and according to the needs expressed in Local Mobility Agreement, one interesting pilot project could be a service of e-car sharing linked to the municipal car parks in the contour of the Historical City (an area of 7,000 inhabitants, with only pedestrian streets and without car parks). The City Council is interesting in analysing business models for this solution.

In addition to the previous service, e-bikes could be adaptable to Santiago’s topography. Previous projects of bike sharing didn´t succeed in the city and one of the deterrents were the presence of a wide number of slopes in streets. Regarding the legal aspects of the implementation of this type of solutions, municipal intervention in Spain understands that unprofitable services must be perfectly justified in its public value. So, it will be essential to cover a minimum of the costs with the tariff or other ways of revenue. A study that includes design of stations, type of bicycles, business model… has been already developed.

Did the new actions for sustainable mobility have a favourable reception?

In the case of the measures of traffic calming in some central streets and in the 20th century extension, the actions have been well received both by neighbours and commercial/business associations, and even by the vehicles drivers as well. This is very positive since it reflects that there is awareness from the local population regarding the taken back of public space for the citizens and for the necessary steps that the city tries to give to reach its environment commitments.

Regarding public transport reordering, a monitoring analysis of the improvements will be carried out once it has been totally completed.

What went wrong?

In the past, a public service of shared conventional bicycles has failed. The possible reasons could be that it has not been the most appropriate design of the stations, that the topography of the city does not facilitate the will of citizens to use this mode of transport and that the current bicycle users already own a bike and prefer to use it.

Main findings? ▪ The absence of a cyclist master plan that defines the structural lines, in order to have had clear guidelines on the implementation of this mode of transport within the existing urban pattern have resulted an essential deterrent. Some of the unsuccessful measures could have not failed with this planning available. ▪ It is necessary to design a more effective multi-mobility network ▪ There has been a lack of definition of a clear monitoring process for the implemented solutions defined by the former SUMP. ▪ Main recommendations to be taken to correct findings? ▪ It is essential to start from the approval of a Master Plan with a wide support from the citizenship. Local Mobility Agreement have been working on the necessary vision that has firstly to be clearly co-defined. ▪ It is essential the inclusion of participatory processes where the measures could result from the needs of the citizens and try to assure that they are aware of the ultimate smart solutions that could satisfy their demands. That is the value of projects like Smarter Together. ▪ Accompany all the implemented measures by a process of continuous monitoring of outcome indicators, taking advantage of the smart urban data management solutions.

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5. Conclusion The city of Santiago de Compostela gathers in this document the result of three years of work in the search of proper actions to face the new worldwide challenges where the cities, and local administrations and citizens with them, have demonstrated to play an essential responsibility role. In spite of the traditional scattered urbanisation of our territory, 40% of Galician population live in cities, and this percentage increases every year. So, improving its quality of life, tackling the dysfunctional or unhealthy conditions of the existent urban spaces and mitigate social exclusion and natural resources shortage – among other issues - undoubtedly need the strong commitment of local administrations.

Santiago de Compostela has the opportunity to benefit from Smarter Together project and its wide sources of information, co-creation initiatives, set of tools, and catalogue of innovative solutions to replicate. Solutions where the city has the possibility of follow its creation, planning, construction and will also be aware of the monitoring of its operation phase, having received first hand approach and even advice and help for replicating them in its own context.

While the city participated in this project, Sustainable Energy and Climate Action Plan was approved, and its Integrated Urban Sustainable Development Strategy began to be to be developed in fields as electronic administration, eco-refurbishment of municipal buildings or sustainable mobility planning. So, this strategy has been designed in accordance with them as well as with Smartiago project, with the aim of creating a set of smart measures that will be implemented until 2023. Some of them were already inside that approved commitments – with a variable grade of definition, as for some of them there was only fixed a general framework- but others have been replicated from the LC best practices or from other cities by the Smarter Together set of tools.

The acknowledgement of the value of the integrated approach given by considering at the same time the five thematic areas of Smarter Together without focussing more strongly only in some of them was an early decision of the Local Action Group. That fact let the city embraced the holistic horizontal perspective that smart city brings in contrast to the classical partial competency distribution. That perspective let decision makers, urban actors, stakeholders and citizens in general understand that the future of the city would not be able to be faced only by traditional spatial planning.

As it was shown in this strategy, replication framework brought the city the acquiring of smart solutions in the five action fields of smart cities, completing, prioritising and giving readability to the next steps Santiago de Compostela will give in terms of social inclusion, holistic refurbishment, urban data management, energetic transition and innovative mobility.

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REFERENCES

General urban plan of Santiago de Compostela. (2008) http://www.santiagodecompostela.gal/medi/Urbanismo/pxom2008/INDICE_XERAL_PXO M.pdf

Special protection plan of the Historical City of Santiago de Compostela. (1997) http://www.santiagodecompostela.gal/medi/Urbanismo/normativa_tomo_I.pdf

Sustainable Energy and Climate Plan (2017) http://transparencia.santiagodecompostela.gal/media/documentos/2017_PAES_Santia go_final.pdf

Integrated sustainable urban development strategy (2016) http://revivesantiago.gal/

Open Council Budget and Participatory Budget programs (2015) https://decide.santiagodecompostela.gal/#/

Ao Vivo participatory process (2015) http://aovivo.santiagodecompostela.gal/

Tropa Verde project (2016) https://santiago.tropaverde.org/

Open government, collaborative and interoperable platform project (2017) http://datos.gob.es/es/noticia/plataforma-de-gobierno-abierto-colaborativa-e- interoperable

Patrimonial information system. Consorcio de Santiago. (20122) http://www.consorciodesantiago.org/es/sistema-de-informacion-patrimonial

AVIVA program - Empty dwellings mobilisation for favouring and fostering of fair rents – (2017) http://www.santiagodecompostela.gal/aviva/

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LIMIAR program (Needs inventory of housing building owners involved in refurbishment actions) (2017) http://transparencia.santiagodecompostela.gal/descargas/gl/372

M 7.2.1- Smart City Catalogue (2017) https://service.projectplace.com/#project/1213871750/documents/1389294623/1389304 483

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