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DIGITAL CITIES CHALLENGE – Assessment Report guide

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DIGITAL CITIES CHALLENGE

Assessment report for the city of Karlskrona

25/03/2019


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


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Table of contents

1. Introduction to the Digital Cities Challenge ................................................................... 4

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

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

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

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

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

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

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

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

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

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

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

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


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1. Introduction to the Digital Cities Challenge

According to the recent data, 72% of the EU’s population lives in cities, towns and suburbs,

making them the engines of the continent’s economy. Cities generate 85% of Europe’s GDP,

they also face multiple, interconnected challenges, including energy and climate change,

employment, migration, social inequality, and water, air and soil pollution.

However, through advanced digital technologies, Europe has the opportunity to re-invent the

way we manage our cities’ development and respond to the big societal challenges, such as

efficient health management, cleaner environment, green mobility, and offering great-value

jobs. Due to their high density, cities are put in a very good position to create innovative

ecosystems made up of a wide array of different stakeholders from government, industry,

finance, academia, communitarian organisations, social partners, etc. Cities have the capacity

to make policies become reality.

In this context arises the Digital Cities

Challenge, an initiative of the European

Commission with the main purpose to support

the cities in their path to digital transformation.

DCC offers policy advice and support to 40 cities

in Europe, see picture.

The support to be offered will speed up the digital

transformation and the industrial modernisation

of cities in order for them to take full advantage

of the 4th industrial revolution.

This initiative draws inspiration on the

recommendations set out in the "Blueprint for

cities as launch pads for digital transformation". In addition, it will reinforce the networking

among model cities, facilitate their participation in on-going European initiatives in similar policy

fields, strengthen stakeholder collaboration, cross-regional partnerships and stimulate

investments.


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The selected Digital Cities receive support and the possibility for city representatives to

participate in a series of capacity building and networking seminars. These activities take

place in four Academy seminars during which cities share practices, take advantage of peer

to peer learning and work together and in thematic groups on the steps of their transformation

trajectory.

This document has been developed in the framework of the field advisory services delivered

in Karlskrona. It represents the main output of the first step of the digital transformation

strategy: setting the digital vision and ambition for digital transformation. The assessment

report has been developed by the Digital City team on the basis of:

The results of the Self-Assessment Tool at the city level which took place between

June 20 and September 3, 2018. 13 valid replies were collected through the SAT.

A literature review of key documents provided by the local leadership team, including

reports, policy documents and project plans.

A vision an ambition workshop that took place on 3 September. (cf. Appendix IV for the

full list of ambition workshop attendees)

This document represents the key input to the work performed during the subsequent phases

of the digital transformation trajectory (i.e. definition of the city strategy and roadmap).


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2. Key sectors of the local economy and DCC focus

Karlskrona is a growing economy where both industrial and commercial areas are expanding

fast. The main economic sectors of Karlskrona are: Public sector, Industry, IT and Telecoms,

Transport, Media, Agriculture and forestry, Retail, Tourism and World Heritage Site. Its

strategic position on the Baltic Sea, investments in the port and other infrastructure provide a

springboard for international commerce and is developing the city as a tourist destination.

The employment rate (ratio of employed to working age population from 15 to 64 years) is

72.2%.The municipality itself, the naval base, the county hospital and Blekinge Institute of

Technology (BTH) are all among the largest employers in the municipality. Large private

employers are Ericsson AB, Saab Kockums, ABB and Telenor. The municipality holds a

comprehensive range of IT and telecom companies, including many examples of world-leading

development, for example Ericsson, Telenor, Blue Science Park, Blekinge Business Incubator

and Hyper Island.

Blekinge Institute of Technology has a distinctive focus on applied IT and innovation for

sustainable growth. BTH conducts education and research at a high international level in which

engineering and IT are integrated with other disciplines such as spatial planning, industrial

economics, design and health sciences to contribute to solving the challenges facing society.

What distinguishes Blekinge Institute of Technology is its close cooperation with industry and

society which permeates both education and research at the regional, national and

international levels.

Blue Science Park in Karlskrona have more than 80 member companies and organisations

that are involved in three different clusters (ICT, Marine Technology and eHealth).

Vision Karlskrona 2030 is the basis for the strategic work of the forthcoming term of office and

was adopted in November 2012 − based on broad dialogue with citizens, companies and

associations – aiming for Karlskrona to grow and to get more residents, jobs and visitors. The

Development Plan for Smart city Karlskrona has the overall aims to provide:

A simpler daily life for people and businesses,

Smarter and more open administration to support innovation and participation and


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Higher quality and efficiency in activities.

The work is organised in four programme areas: E-administration, E-health, Digitalising

schools and Smart city.

The ambition is that Karlskrona will act as model for other Swedish and European cities. By

developing and testing novel policy levers in a collaborative approach with the involvement of

other cities as peers it will demonstrate how to reap the benefits offered by the transformative

power of digitisation. It will showcase how to fill the gaps which are currently hindering

Karlskrona to advance and capture the benefits of digital transformation.


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

Highlights from the SAT results

A majority of the respondents answered that there is (at least to some extent) a shared vision

amongst most of the city's stakeholders on digital development. However, some indicated that

stakeholders have no shared (or only partially shared) vision on digital development.

Apparently, there are large differences in perception among the utilities representatives.

The most common view is that there is acknowledgement of the need of collaboration between

digital and non-digital stakeholders, but limited collaboration in practice. The existence of a

tech-community with stakeholders from various sectors in the city is also confirmed.

There is high agreement among the stakeholders that networking events for digital companies

organised in the city result in visible business development. With respect to events bringing

together digital and non-digital companies, the views are mixed which lowering the total

average score for Networking and mentoring.

The sub-dimension Training for employees is related to how advanced the level of digital

training offered by companies to their employees is. The average score is on the lower half

relative to the full set of sub-dimensions. Large differences in perception can be identified

within the two stakeholder groups answering the question.

All stakeholder types give high scores on access to local IT providers, indicating that there are

many local ICT service providers offering a multitude of services responding to the needs of

the local industry. On the contrary, the embracement of Industry 4.0 concepts scores relatively

low, indicating that manufacturing companies acknowledge the importance of industry 4.0, but

there is still large disparity between those in the process of digital transformation and those

that are not. While agreeing that companies acknowledge the importance of cybersecurity and

privacy procedures city and industry stakeholders appear to have different views on the level

of implementation.

Private investors appear to be willing to invest in digital companies, while instruments

connecting investors with businesses are lacking; on the other hand, they are reluctant to

invest in non-digital companies for digital projects. Two stakeholders also confirm that they are


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aware of alternative financing practices (e.g. crowdfunding, peer lending etc.) being used for

a couple of digital projects. Public finance scores the lowest score possible: The two

stakeholders that answered the questions regarding public finance indicate that the city is not

providing any grants/tax incentives for digital projects to encourage digital development,

neither to digital nor to non-digital companies.

The SAT results indicate that there are innovation labs/accelerators/fablabs in the city; 4

stakeholders think they are not very accessible for non-digital companies while 2 think that

they are (BBI and Blue Science park are mentioned as examples).

The most common view is that there is some awareness about the importance of digital

development for SMEs through testimonials or case studies, but it has limited reach, however

other opinions exist as depicted by the figure below.

The most common view is that the broadband infrastructure is adequate for the digitalisation

of local industry (it is neither driving nor hindering digitalisation). With respect to mobile internet

coverage in Karlskrona the majority of the city is covered by 3G/4G.

Around 20 key city stakeholders were selected and invited to provide their opinions of

Karlskrona’s digital maturity through the Self-Assessment Tool. As a result 13 stakeholders

have responded to the SAT questionnaire. By using the SAT it was possible to identify the

starting points for discussion on how to further develop, reshape and improve the digital

transformation strategies of the city of Karlskrona.

Overall level of digital maturity

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

becoming digitally mature:

As the graph indicates, Karlskrona is a Digitally Transforming city. More concretely, it is

positioned in the centre of the medium level (level 2). This indicates that the work being done

so far, e.g. through actions under the Development Plan for Smart city Karlskrona, has already

made progress. Such progress has also been recognised officially, as the city of Karlskrona

was rated as Sweden’s second best Digitalisation Municipality in 2017. Nevertheless, the SAT


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results indicate that there is still room for significant improvements in the context of digital

transformation in order to become a more digitally mature city.

The SAT had eight dimensions analysed; Open data (OD), Community (CO), Governance and

Leadership (GA), Support services (SS), Finance (FI), Digital skillset (DS), Infrastructure (IN)

and Digital competencies of companies (DC). The city record showed only small variations on

the overall performance of the eight dimensions, all reaching maturity level 2.

The results per sub-dimension show some more variation on the performance levels, as

indicated in the figure below.


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Relative Strengths

Coordination (GA) stands out as the only sub-dimension rated as Digitally mature.1 Innovation

labs and accelerators (SS), Competencies (DC) and Networking and mentoring (CO) also

scored marginally higher than the average per sub-dimension.

Relative Weaknesses

Public finance (FI) clearly received the lowest score, however, it should be mentioned that only

two stakeholders provided a score to the related questions (two other answered I don’t know).

Main differences in perceptions among stakeholder types – Dimension level

For Support services replies from industry stakeholders (avg. score: 6) show significant

deviation compared to those from education (avg. score: 4).

With respect to Governance and leadership city stakeholders appear to be more positive (avg.

score: 6) than representatives of education (avg. score: 4)

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


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It should be noticed that these detected deviations are based on average scores per

stakeholder group. Significant deviations among the replies appear also in other dimensions,

if looking at individual answers. Examples of such deviations are displayed in the more detailed

analysis per sub-dimension (and question) in section 4.


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4. The local digital ecosystem: leadership and governance

Dimension

Sub-dimension

City Industry Education Utilities Total average score

Governance and

leadership

5,7 5,5 4,0 4,0 4,8

Coordination 8,0 8,0

Implementation and

monitoring

5,0 5,0

Shared vision 4,0 5,5 4,0 4,0 4,4

Coordination

In Karlskrona there is a clear executive assigned for digital development, and the plan is being

driven by a central stakeholder.

Implementation and monitoring

The city has defined measurable goals for specific projects, but not for the overall

implementation of a digital development plan.

Shared vision

A majority of the respondents answered that there is (at least to some extent) a shared vision

amongst most of the city's stakeholders on digital development. However, 3 of 9 respondents

indicated that stakeholders have no shared (or only partially shared) vision on digital

development.

Apparently there are large differences in perception among the utilities representatives (see

figure below).


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5. The use of digital solutions by local companies

Dimension

Sub-dimension

City Industry Utilities Total average score

Digital competencies of

companies

7,1 5,4 7,1 6,4

Training for employees 5,5 4,7 5,0

Competencies 7,6 5,6 7,1 6,6

Training for employees

The sub-dimension is related to how advanced the level of digital training offered by companies

to their employees is. The average score is on the lower half relative to the full set of sub-

dimensions.

Large differences in perception can be identified within the two stakeholder groups answering

the question (see figure below).


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Competencies

Dimension

Sub-dimension

City Industry Utilities Total average score

Competencies 7,6 5,6 7,1 6,6

Do the companies in your city have access

to relevant local IT solution providers?

8,5 8,3 9,0 8,6

To what extent are companies in your city

using cybersecurity solutions and privacy

procedures?

7,5 5,7 6,3 6,4

Is the use of digital processes in

companies being driven by senior

management?

8,0 4,7 6,0

Are manufacturing companies embracing

Industry 4.0 concepts (mass customization,

predictive maintenance, smart

products…)?

5,0 3,0 5,5 4,4

All stakeholder types give high scores on access to local IT providers, indicating that there are

many local ICT service providers offering a multitude of services responding to the needs of

the local industry. On the contrary, the embracement of Industry 4.0 concepts scores relatively

low, indicating that manufacturing companies acknowledge the importance of industry 4.0, but

there is still large disparity between those in the process of digital transformation and those

that are not.

While agreeing that companies acknowledge the importance of cybersecurity and privacy

procedures city and industry stakeholders appear to have different views on the level of

implementation (see figure below).


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Finance

Dimension

Sub-dimension

City Industry Total average score

Finance 4,0 3,0 3,6

Private finance 5,2 5,0 5,1

Public finance 1,0 1,0 1,0

It should be noted that the questions related to finance only have been answered by 1 or 2

stakeholders. Several answers are missing and others have answered I don’t know.

Furthermore, at the time of writing this report no stakeholder from Finance has answered the

SAT questionnaire.

Private finance

The SAT result indicate that banks are willing to provide bank loans both to digital companies

and to non-digital companies implementing digital projects, at interest rates in line with the

market rate.2

2 1 answer to each the corresponding two questions.


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Private investors appear to be willing to invest in digital companies, while instruments

connecting investors with businesses are lacking3; on the other hand they are reluctant to

invest in non-digital companies for digital projects4. Two stakeholders also confirm that they

are aware of alternative financing practices (e.g. crowdfunding, peer lending etc.) being used

for a couple of digital projects.

Public finance

Public finance scores the lowest score possible: The two stakeholders that answered the

questions regarding public finance indicate that the city is not providing any grants/tax

incentives for digital projects to encourage digital development, neither to digital nor to non-

digital companies.

3 2 answers confirming this statement.

4 1 answer confirming this statement.


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6. Community engaged in digital transformation

Dimension

Sub-dimension


Community 7,7 6,4 5,9 6,0 6,5

Ecosystem collaboration 7,3 5,7 5,8 5,3 6,0

Networking and

mentoring

8,0 7,0 6,0 6,3 6,8

Ecosystem collaboration

The most common view is that there is acknowledgement of the need of collaboration between

digital and non-digital stakeholders, but fairly limited collaboration in practice.5 The existence

of a tech-community with stakeholders from various sectors in the city is also largely

confirmed.6

Networking and mentoring

There is high agreement among the stakeholders that networking events for digital companies

organised in the city result in visible business development.7 With respect to events bringing

together digital and non-digital companies the views are mixed (see figure below), lowering

the total average score for Networking and mentoring.

5 6 answers (of 9) confirming this statement.




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7. The state of local digital and physical infrastructure

Dimension

Sub-dimension


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

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

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

Digital infrastructure

The most common view is that the broadband infrastructure is adequate for the digitalisation

of local industry (it is neither driving nor hindering digitalisation). With respect to mobile internet

coverage in Karlskrona the majority of the city is covered by 3G/4G. Free wireless internet

available in every space where the municipality have activities, e.g. schools, special

accommodation and libraries.

In 2018, Affärsverken AB has installed a wireless infrastructure, LoRAWAN, specially

developed for IoT in Karlskrona municipality. The technology is an open standard designed to

connect battery-powered things to the Internet with high security. LoRAWAN has the ability to

handle a large number of devices and offers long reach but has a low transmission rate.

Affärsverken AB also has a monitoring system that checks that their fibre infrastructure is

functioning. The system will be developed in 2018 with new features to also monitor the

LoRAWAN network and enable roll-out of new sensors on an industrial scale.

Telenor has installed a mobile infrastructure in Karlskrona municipality, NB-IoT, which is a

radio technology designed for IoT. This standard is also designed to connect battery-powered

things to the Internet with high security. NB-IoT has the ability to handle a large number of

devices and offers long range but has a low transmission rate.

Karlskrona expects to reach the target to fibre-connecting 90% of the municipality's household

by 2020. The work of fibre-connecting remaining household, mainly located in the countryside

and in the archipelago, is underway with an economic challenge to reach 100% broadband


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

goal.

Non-digital infrastructure

ICT is used in public transport to offer digital products and services by different providers, such

as tickets and real-time traffic monitoring, but opinions from the two ‘city’ stakeholders differ if

such services are offered on various platforms or in on one unified platform. Both the ‘city’

stakeholders verify that E-health services are offered from different healthcare providers on

various platforms. With respect to usage of ICT in facility management for public and private

buildings the most common view is that it is used on medium level, to optimise costs and

improve working conditions (e.g. active heating, e-booking of meeting rooms, monitoring of

bacteria...).8 The majority of stakeholders also indicate a medium level usage of ICT to

optimise utilities management for cost optimisation and interaction across services (e.g. one-

stop shop for water, gas, electricity in with single reference the citizen's legal entity).9 Finally,

regarding e-government services the four individual scores vary from medium (usage) to high

(widespread usage) level; examples of services indicated are active citizen participation,

engaging citizens in dialogue, and transactions (e.g. taxes online, e-procurement).




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8. Digital solutions enabling the modernisation of business environment

Karlskrona has a tradition of using the possibilities of digitization. Public actors contribute

in various ways to supporting the private sector in the area. However, there is a great

opportunity in increased coordination and improved interfaces between public and private

actors, something that Digital cities challenge helps to improve.

Karlskrona municipality has for several years focused on offering digital services on the

municipality's website for increased accessibility and simplicity. The work on the inside has

also been made more efficient with the support of digitization for faster processing and thus

shorter lead times from submitted case to a decision. Many of the municipality's services

are aimed at companies and thus contribute to an improvement for the business sector.

The work with Digital cities challenge has created a clarity about which areas need to be

improved in order to make it easier for companies to utilize the possibilities of digitization,

i.e. a more outward focus.

Several company-promoting organizations work in close co-operation with the municipality

of Karlskrona, some in looser cooperative forms, while some are dependent on funding

and cooperation from the municipality. When work done together by the public actors is

put together, the picture becomes brighter and, as mentioned, the need for coordination

becomes clear. The municipal director has a mission to developing a strategy for growth

during the spring of 2019; the work to support the companies' digital development is an

important part and will be included in this strategy.

Listed below are five examples of public actors that are important for Karlskrona's support

to business and digital development that also are involved in Digital cities challenge as key

city stakeholders.

Blekinge Institute of Technology has a distinctive focus on applied IT and innovation

for sustainable growth. BTH conducts education and research at a high

international level in which engineering and IT are integrated with other disciplines.

Blekinge Institute of Technology has a close cooperation with industry and society


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which permeates both education and research at the regional, national and

international levels.

Region Blekinge's mission is to promote sustainable development throughout

Blekinge. Region Blekinge's areas of responsibility are health care, public health,

regional growth, infrastructure, public transport, culture and education.

Blue Science Park Karlskrona have more than 80 member companies and

organisations. In Blue Science Park Karlskrona, research and industry needs meet

public operations in order to build excellence and harness new ideas within our

focus areas of Digital, eHealth and Maritime technology.

Karlskrona’s Företags- & Hantverksförening, KFH, is an association with about 400

members. The activities concentrate upon promoting the enterprise in the

Karlskrona region through different working committees in the association. KFH is

an active

Affärsverken AB has installed a wireless infrastructure, LoRAWAN, specially

developed for IoT in Karlskrona municipality. The system are developed and

offered as a test lab to BTH students and entrepreneurs to enable pilot development

and roll-out of new IoT sensors on an industrial scale. Karlskrona municipality and

Affärsverken Karlskrona AB are part of the national project City as a platform, driven

by RISE, with the task of finding standardized solutions for IOT data.

9. Data-driven innovation

Karlskrona should in the first place publish data with strong geographical attributes from our

GIS system. By doing so in a structured way the city will pave the way for more IoT related

real-time streaming of data, an area that is expected to increase rapidly.

Existing open data sets are not used in any extensive way. National companies have used

some data sets to add local value to their services and some local initiatives have used some

datasets for developing mobile application for commercial and educational purposes.

The national internet based company Hemnet (www.hemnet.se) use Karlskrona’s dataset for

school information to add local value on the property market.


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Karlskrona as a public organization has a responsibility to publish all our data that should be

classified as open in an efficient way. This means that we have to find new ways of working

with open data in a structured way to make it easy to find as well as to be as extensive and

accurate as possible at any time.

Dimension

Sub-dimension


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

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

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

Data scope and accuracy

Open data contribution by public sector institutions and organisations appears to be viewed

differently among the stakeholder groups (see figure below). Recorded answers vary from low

to high, with the medium level (there is open data available, but no real-time data and no API)

being the most common reply.

Usage of open data

Usage of open data appears to be perceived differently both among and within the various

stakeholder types; this variation in opinions is illustrated by the figure below.


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10. Skills and entrepreneurial culture

Dimension

Sub-dimension


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

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

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

Education

‘City’ and ‘education’ stakeholders agree on that the digital mind-set of children is triggered by

teachers making use of digital tools (e.g. smart board), and also by schools offering digital

training (e.g. coding summer camps). Young people have access to higher education institutes

with diplomas in digital subjects such as IT, computer sciences, digital technologies (examples

provided are Hyper Island- digital media creative, motion designer, BTH- computer science,


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Master of science in Cyber security, Master of Science in Game and Software Engineering,

Software Engineering, MSE in Computer Security, MSE in AI and Machine Learning). With

respect to digital training offered in non-digital subjects in higher education the average score

is a bit lower, indicating an existing but rather limited offer. Finally, regarding digital training

through courses organised by private companies or non-governmental organisations the views

are mixed (see the figure below), with an average score indicating medium level of maturity.

Attraction of IT talent

While 3 stakeholders see no problems, six respondents indicate that companies do attract

local IT talents, but have difficulty attracting highly specialised profiles. One comment provided

(education stakeholder) states that with the regional university (BTH), the competence profile

is fitting (at least for larger companies), but at times there are not enough talents available.

Also, there is a need for talents from more vocational IT programmes rather than university

programmes. Another comment (industry stakeholder) specifies difficulties to attract Data

Science, UX Design and people with more than10 years of experience in SW Engineering.

Dimension

Sub-dimension


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

Innovation labs and accelerators

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


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

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

Innovation labs and accelerators

The SAT results indicate that there are innovation labs/accelerators/fablabs in the city; 4

stakeholders think they are not very accessible for non-digital companies while 2 think that

they are (BBI and Blue Science park are mentioned as examples).

Awareness raising

The most common view is that there is some awareness about the importance of digital

development for SMEs through testimonials or case studies, but it has limited reach10, however

other opinions exist as depicted by the figure below.

10 6 answers (of 9) confirming this viewpoint.


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Other support services

The stakeholders knowledge about other support services for non-digital companies to foster

digitalisation appear to be limited as half of respondents answered I don’t know. The three

answers recorded vary from low to advanced level.


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11. Digital transformation SWOT analysis


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Appendix I: Table of abbreviations and definitions

Digital Cities Challenge (DCC)

The Digital Cities Challenge initiative, was launched by the European Commission in

November 2017 and scheduled to run until August 2018. It helps cities (The Digital Cities,

referred as DC) develop and implement digital policies that can transform day to day life for

residents, businesses, workers, and entrepreneurs.

Digital City Teams (DCT)

Each participating Digital City has a Digital City Team which will be in charge of managing and

coordinating the involvement of the city in the Challenge. Digital City teams will include a) the

core team which consists of one Lead Expert, one Local Expert, one Support Consultant as

well as Thematic Experts; and the b) the Digital City leadership team which is made up of

representatives of the city (i.e. local elected officials, local public servants, and the designated

project management team).

Digital Transformation Trajectory (DTT)

The Digital Transformation Trajectory refers to the evolutionary path a city follows while taking

part in the initiative, from the preliminary assessment of the digital potential of the City, to the

definition of the City’s digital transformation strategy and roadmap.

Field Advisory Services (FAS)

Field Advisory Services are services provided by the Digital Cities Challenge to Cities through-

out the duration of the initiative. The Field Advisory Services include the organisation of one

assessment visit and a number of local workshops, which will gather local stakeholders

involved in defining the digital transformation strategy of the City.

Key Performance Indicators (KPIs)

The objective of the KPIs is to collect data that can diagnose the current status in terms of

digital maturity and measure the progress made by cities during and at the end of the Digital

Cities Challenge initiative. The KPIs will facilitate the activities of the policy makers and

stakeholders of cities when identifying and addressing the bottlenecks and obstacles of the


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processes of digital transformation and industrial modernisation. They will also enable the right

identification of the key success factors of the different initiatives and actions undertaken.

Self-Assessment Tool (SAT)

The objective of the SAT is to identify the starting points for discussion on how to (further)

develop, reshape and improve the digital transformation strategies of European cities. It is an

online-tool developed by the project with a set of questions and corresponding response

options to be filled in collectively by a set of stakeholders such as industry representation, utility

companies, education and research and financial institutions. The SAT covers eight key

dimensions: Infrastructure, Open data, Digital skillset, Digital competencies of companies,

Community, Finance, Support services, Governance and leadership.

Appendix II : List of ambition workshop attendees and contributors

Organisation

Karlskrona municipality

Attended

Carl-Martin Lanér

Karlskrona municipality Thomas Johansson

Region Blekinge Per Johansson

Blekinge Institute of Technology Martin Andersson

Blekinge Institute of Technology Andreas Larsson

Blue Science Park Joakim Thiel

Almi Martin Åkesson

Knowledge management Ann-Christin Nielsen

Hyperisland Jorg Teichgraeber

Blekinge business incubator Anders Cronholm

Swedbank Patrik Henningsson

mailto:[email protected]


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SEB Urban Harju

Telenor Andreas Kristensson

Ericsson Martin Wallin

S-group Hans-Göran Wilhelmsson

Affärsverken Karlskrona AB Mikael Zelmerlöw

City Network Johan Christenson

CGI Åsa Malmen

Stena line Monica Strandhag

KFH Eva-Marie Andersson

Swedish Social Insurance Agency Hendrik Holm

Milou Johan Algotsson

Karlskrona municipality Mats Hellman

Karlskrona municipality Fredrik Sjölin


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DIGITAL CITIES CHALLENGE Assessment report for the city of ... · DIGITAL CITIES CHALLENGE –...

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