Author: ISOCARP Institute

D7.6: Reporting to the SCIS System (2)

Posted on November 2, 2019 by -

The deliverable 7.6, Reporting to the SCIS System (2), was submitted by Future Analytics Consulting (FAC) in October 2019. Following, the executive summary of the deliverable:

“Monitoring and Evaluation (M&E) in the +CityxChange project prescribes in ​Task 7.3 – Data Collection and Management, and ​Task 7.4 – Developing practical recommendations and guideline reports based on +CityxChange results of the Description of Actions that project monitoring data be captured, managed and disseminated. This is primarily done using an M&E dashboard developed for the project and the Smart Cities Information System (SCIS).

By the time of submitting this deliverable, very little monitoring data is available, and hence this deliverable does not contain detailed reporting on the monitoring data that will in future be shared through the +CityxChange Monitoring and Evaluation Reporting Tool (MERT) and the SCIS Self-Reporting Tool (SRT). Project monitoring data will be reported to the MERT once the prototype tool is able to accept data at the start of Month 13 of the project. This deliverable however provides an update on the process to get monitoring data captured in the MERT and the way data will be transferred to the SRT. The project monitoring data from the full set of 33 KPIs is set to be captured in the MERT, where it will be modelled, displayed and made available for export and external use in a summary ‘.pdf’ report and a more detailed data driven ‘.csv’ download. This method will include the full set of all project KPIs.

Through ongoing refinement of the data capturing process it has been confirmed that, as it stands, monitoring data from only six of the 33 Key Performance Indicators (KPI) will be reported to the SRT. As the SRT was designed to capture data from multiple smart city projects, it employs a rigid data capturing structure to accommodate data inputs across certain data capturing themes from a host of different sources. As such, the KPIs specifically designed for the project (e.g. KPI 1 – Number of APIs connected to the DST, or KPI 28 – Number of citizen observatories established) can not be reported to the SRT. Other KPIs currently have a mismatch in data capturing and calculation requirements between the MERT and SRT. The availability of data later on in the project will prompt a review of the data capturing capabilities of the SRT and the definition of the project KPIs, highlight adjustments to be made to the KPIs and the MERT and setup of Fields of Action (FoA) of the SRT in order to ensure that data is captured, modelled and shared efficiently.

The process will need to be completed using a manual data capturing method where data is submitted annually according to the requirements in FoA developed for each compatible KPI of the project within the SCIS system. To simplify the data transfer process, the FoA developed in the SRT, will be emulated in the MERT. This will enable partners to submit data in the MERT in the same format as required in the SRT, which will then require less processing and additional overhead to get data submitted to the SRT.”

D7.5: Data Collection and Management Guideline Report

Posted on November 2, 2019 by -

The deliverable 7.5, Data Collection and Management Guideline Report, was submitted by Future Analytics Consulting (FAC) in October 2019. Following, the executive summary of the deliverable:

“The Monitoring and Evaluation is intended to create practical recommendations and guideline reports which detail, analyse and interpret the aggregated KPI monitoring data, and deliver technical recommendations related to the ICT, energy, community, mobility, environmental and regulatory interventions implemented in the project. During this early stage of the project very little project monitoring data is available to analyse and derive insights from, and therefore this deliverable provides guidelines to which future annual iterations of this report will be structured.

The implementation of project interventions and initiatives generate data that is captured by project partners. Through the KPI framework developed for the project, partners are able to capture data that would suit the requirements in the calculation of the KPI. The consistent capturing and sharing of data to the MERT enables accurate analysis and the derivation of insights based on the actual data. In addition, feedback will be sourced directly from the partners regarding their experience of sharing data and making use of the various ICT systems used in the M&E process. Initial engagement with KPI and data owners has highlighted that only a limited number of partners will initially be able to share data through the automated process using API connections between partner and MERT servers. As such, the partners will be using the manual data upload process through the individual interface of each KPI in the MERT. This might cause additional workload for partners until the automated process has been enabled. The way data is shared is not only dependent on the type of data available, but also on when the data is available. There is however still uncertainty with partners on these issues.

The insights derived from project data are based on the analysis of the monitoring data, compared to the baseline situation and the expected and targeted impact for the indicator. The comparison of these points make it possible to assess and track the indicators’ performance over time to identify trends, track growth, and highlight significant changes, from which quantitative and qualitative insights can be formulated. The analysis applied to and insights drawn from the data are then used to formulate recommendations on topics such as data monitoring, data modelling, evaluation of the expected impact, projected performance of the indicator, and technical points regarding the implementation of a particular indicator.

To get a better understanding of the captured data it is important to have partners’ feedback and input that describes the data or results achieved. Partners will be able to submit documents to a repository in the MERT that supports the captured data displayed in the KPI interface. The monitoring data will be used together with the additional information provided by the project partners and the intervention results documented in formal project deliverables, to derive insight and inform recommendations. As data analysis using online ICT systems and tools such as the MERT and SRT will continue throughout and beyond the project lifecycle, it is important to consider the best possible way of integration and interoperability between these systems. Seamless interoperability will ensure efficient use of the available systems, and will ensure that users have the maximum data and functionalities at their disposal to perform tasks for the project and other external uses. In support of this ideal, the MERT will be reviewed periodically to determine whether all functionalities are still fit for purpose. In addition, other tools such as the Decision Support Tool (DST) and the SRT will be reviewed alongside the MERT to determine the level of possible interoperability and ease of use for the systems. The review of the ICT systems and interoperability will also be supported by the work done in Task 1.2 regarding the standards and best practice applied in the development and refinement of ICT systems.

The ongoing sharing and analysis of data, engagement with partners, and use of data management and modelling tools will result in suggestions for improvement in efficiency of execution and processes being generated. The development of recommendations are therefore not only based on data, but also the coherent insight and additional validating information informed by it.”

D7.4: Monitoring and Evaluation Dashboard

Posted on November 2, 2019 by -

The deliverable 7.4, Monitoring and Evaluation Dashboard, was submitted by Future Analytics Consulting (FAC) in October 2019. Following, the executive summary of the deliverable:

“This report includes a description of the Monitoring and Evaluation Reporting Tool (MERT) (connected to Task 7.2 and Task 7.3) that was developed to store, manage, process, display and share project monitoring data. To enable these functions, the MERT was developed as an interactive web-based dashboard to analyse and represent the data.

An analytics dashboard is defined as a tool that manages, processes data through a collection of interacting widgets. As a result, users are able to generate data reports, visualise and share the data. In general, dashboards are customisable to specific user requirements, and present an easier way to apply analysis to data, interpret data from different sources and disseminate data appropriately – all of which to assist with important project decision making. The MERT was developed to be part of the ICT Ecosystem of the project and provide an online solution for capturing and managing quantitative and qualitative data and information according to the Key Performance Indicator (KPI) Framework developed by the consortium and refined in ​Deliverable 7.1 – Approach and Methodology for Monitoring and Evaluation. ​The KPI monitoring data is submitted to the MERT through an automated or manual process, from where it is stored, processed and displayed in the MERT’s various summary and individual KPI interfaces.

The MERT was developed using a flexible NoSQL database structure to allow for future integration and necessary alterations to the functionalities of the MERT to ensure that it is able to provide the necessary and accurate data modelling, display and sharing required for each KPI. As this version of the MERT is in the prototype phase, there will be ongoing engagement with KPI/data owners and other project partners to develop the tool according to their requirements for end use and handover of the tool to cities in year five of the project. This ongoing process will ensure that the functions performed by the MERT are accurate and relevant to partners and the public. In addition to its own processing, the MERT will capture data that is to be transferred to the Smart Cities Information System (SCIS) Self-Reporting Tool (SRT). The data points will be captured according to the data requirements of the SRT at the frequency defined for each KPI, and will be aggregated in the MERT to be submitted annually to the SRT.

The various menu items and interfaces in the MERT are designed to introduce users to the project, the Monitoring and Evaluation (M&E) process, and the various functionalities of the MERT. Users landing on the homepage of the MERT are introduced to +CityxChange and the M&E of its data, navigate through the KPI framework, and view all 33 KPIs individually through KPI interfaces. These interfaces display the basic details of the indicator, and presents the user with its latest monitoring performance in a tabular and visual representation. As the MERT is a public-facing platform that is also used by project partners to submit monitoring data, partners have the ability to log in as accredited users of the MERT giving them the ability to securely add and edit KPI data for the KPIs that they take ownership of. Public users do not have this option. Selected data captured in the MERT is then available for export in ‘.pdf’, ‘.csv’ and JSON formats. Additionally, partners are able to add additional information in support of the data points captured to provide context and a better understanding of the data.

As the project progresses and more KPI monitoring data is generated, the MERT will evolve and integrate changes in an effort to improve its use as a data management, processing, and dissemination tool.”

D11.7: Data Management Plan 2

Posted on November 1, 2019 by -

The deliverable 11.7, Risk Mitigation Registry 1, was submitted by NTNU in October 2019. Following, the executive summary of the deliverable:

“This deliverable constitutes the second version of the Data Management Plan for the +CityxChange project. It specifies Data Governance and handling of data in the project, what types of data are expected to be generated in the project, if and how it will be made open and accessible for verification and re-use. It will also specify how it will be curated and preserved, with details such as ethical, privacy, and security issues.

All beneficiaries are informed of the applicable regulations around human participation, informed consent, data processing, data security, and the pertinent regulations such as GDPR or H2020 Ethics or FAIR guidelines. When personal data collection or processing is started, the DMP information will be updated accordingly to include updated data summaries, consent forms, compliance, and institutional approval where necessary. Processing of personal data will respect the Data Protection Principles. This document provides an overview of data handling in the project and provides the initial guidelines for the project. The project will support openness according to the EU FAIR approach and the principle “as open as possible, as closed as necessary” together with the project ambition of “Open by Default”.

This document is an update of D11.5: Data Management Plan – Initial Version and supersedes that document.”

D11.4: Risk Mitigation Registry 1

Posted on November 1, 2019 by -

The deliverable 11.4, Risk Mitigation Registry 1, was submitted by NTNU in October 2019. Following, the executive summary of the deliverable:

“This deliverable contains the +CityxChange risk management process and a regular review and update of the risk tables. It defines detailed risk management and review processes and sets expectations, procedures, and responsibilities. It presents an extended version of the risk tables, updated with the state at the time of writing with new risks based on lessons learned, and defines more detailed criteria for each identified risk, leading to an operational risk management and tracking. This report also includes the process and results from a state-of-the-art review of existing SCC-01 projects in order to identify gaps in the risk management strategy. This report is the update to D11.3: Risk Mitigation Registry and supersedes that document. Specific changes from the previous document are highlighted in the Introduction.”

D9.5: Report on attendance at events held by other SCC-01 co-ordinators 2

Posted on November 1, 2019 by -

The deliverable 9.5, Report on attendance at events held by other SCC-01 co-ordinators 2, was submitted by NTNU in October 2019. Following, the executive summary of the deliverable:

“This report describes the participation and lessons learned by +CityxChange partners in events organised by other SCC01 projects, SET-Plan Action 3.2, EERA Joint Programme Smart Cities, SCIS, EIP SCC, and other European networks during the second six months of the project.

The report is Deliverable 9.5 of +CityxChange Task 9.2 “Extra-Project Cooperation with existing LHCs and FCs through clustering events and workshops run by existing SCC01 projects, EIP SCC, SCIS and other EU platforms”, in Work Package 9 “Inter-Project Collaboration and Clustering”. It complements Deliverable D9.4: Report on Intra-Project Collaboration, Including Study Visits and Peer to Peer Workshops.”

D9.4: Report on Intra-Project Collaboration Including Study Visits and Peer-to-Peer Workshops

Posted on November 1, 2019 by -

The deliverable 9.4, Report on Intra-Project Collaboration Including Study Visits and Peer-to-Peer Workshops, was submitted by NTNU in October 2019. Following, the executive summary of the deliverable:

“This report (Deliverable 9.4) provides an overview of the study visits, peer-to-peer workshops, and other intra-project learning activities performed by the Lighthouse and Follower Cities in +CityxChange, between 1 May and 31 October 2019 (i.e., Months 7-12 of the +CityxChange project).

These activities form part of Work Package 9 “Inter-Project Collaboration and Clustering”, Task 9.1 “Intra-Project Lighthouse and Follower City Cooperation”. They are designed to address the needs of the participating cities and solution providers in an effective manner, to better align goals and priorities, to promote cross-cultural communication, understanding and collaboration between the partners, and to speed up the learning process and iteration of results across the entire value chain.

This report (Deliverable 9.4) is complemented by Deliverable 9.5: Report on Attendance at Events Held By Other SCC01 Coordinators.

This report contains information regarding five main elements of Task 9.1 in Months 7-12 of the +CityxChange project:

  • PED Definition Workshop, organised in Brussels on 6 May 2019;
  • Võru’s study visit to Trondheim, on 9-10 May 2019;
  • WP3 face-to-face workshop, organised in Trondheim on 20-21 August 2019;
  • Consortium meeting, held in Limerick on 22-25 October 2019; and
  • Monthly online meetings between the Project Coordinator, Lighthouse and Follower Cities, i.e., the Executive Board.“

D9.6: Storytelling workshops, inviting other LHCs and FCs 1

Posted on October 28, 2019 by -

The deliverable 9.6, Storytelling workshops, inviting other LHCs and FCs 1, was submitted by ISOCARP in October 2019. Following, the executive summary of the deliverable:

“This deliverable describes the approach for the Storytelling workshops and reports on the results of the first workshop in Vienna in April 2019. The workshop was planned back-to-back with the PED (Positive Energy District) City Workshop & Study Visit organised by JPI Urban Europe (3-4 April 2019, Vienna), which was a good continuation of the +CityxChange partners’ own PED development efforts. This is described in more detail in D9.1: Framework for intra-project collaboration as well as D9.2: Report on Intra-Project Collaboration, Including Study Visits and Peer to Peer Workshops. The workshop led to the completion of Milestone MS14: First clustering event. Additionally, the deliverable details the approach and objectives for the second workshop in Limerick in October 2019 as well as a short summary. The extensive workshop outcomes will be reported on in the subsequent deliverable in month 24.

The workshops are an integral part of the knowledge development and exchange in- and outside the +CityxChange project and are embedded in the Work Package 9 – Intra-Project Collaboration and Clustering. The deliverable is contributing to Task 9.3: Extra-Project Cooperation with existing LHCs and FCs through clustering events run by +CityxChange consortium, focusing on the exchange with other Lighthouse and Follower Cities. Led by ISOCARP, the Storytelling Workshops are jointly organised with the Work Package Lead, NTNU, as well as the +CityxChange cities. To ensure an active exchange with other stakeholders and SCC-01 projects, representatives of the projects are invited to the workshops.

The deliverable is the first of five annual reports on storytelling workshops and will report on a total of ten workshops which will be carried out bi-annually over the course of the project. The workshops are organised as part of the yearly consortium meetings and intermediary Learning Workshops. The third Storytelling workshop will take place in Písek in Spring 2020, followed by one during the third consortium meeting in autumn 2020.”

D10.7: Press kits about the project for each city

Posted on October 26, 2019 by -

The deliverable 10.7, Press kits about the project for each city, was submitted by ISOCARP in October 2019. Following, the executive summary of the deliverable:

“Press kits are an important component of WP10 whose main objective is the effective communication and dissemination of the +CityxChange project across stakeholders and the general public. Therefore, a wide range of dissemination tools and materials has been produced during the first year of our project. This document describes the context of deliverable 10.7: Press-kits about the project for each city. The process of this deliverable is led by ISOCARP, building upon dissemination materials and news provided by all project partners, and highly relies on the widespread participation of Lighthouse Cities (LHCs) and Follower Cities (FC) and support from the Coordinator (NTNU).

Deliverable 10.7 contains press kits for +CityxChange partners that include: 1) a compilation of Year 1 results, particularly for LHCs/FCs, including upcoming events, results and milestones and 2) summaries of press releases, website/social media activities, project flyers, and workshop results (connected to Task 10.1 and 10.3). It follows up on Deliverables D10.1 Plan for dissemination and exploitation of +CityxChange project results, D10.3 Project website and social media and D10.4 Project leaflet in local languages.

The +CityxChange press kit, also known as a media kit, is integrated into the project website as a separate subsection (Press Corner), with the main objective to make resources and information available for all interested parties, may they be reporters, publishers, someone with a personal blog or podcast or those interested in sharing our story in an online community. An overview of the principal elements that are used to facilitate the press interaction with the project has been added in the last section of this document.”

D10.6: Plan for Dissemination and Exploitation of +CityxChange project results

Posted on October 26, 2019 by -

The deliverable 10.6, Plan for Dissemination and Exploitation of +CityxChange project results, was submitted by ISOCARP in October 2019 and describes the updated communication and dissemination approach and strategy of the project. Following, the executive summary of the deliverable:

“This document is a revised version of D10.1: Plan for dissemination and exploitation of +CityxChange project results1, which provides the framework for dissemination and exploitation activities of the +CityxChange project (connected to Task 10.1: Communication and Dissemination Management ). This document is revised annually and supersedes the previous version. It is composed of 1) the outline of the communication goals; 2) the context in which the goals have to be implemented; 3) the formulation of a strategy and a detailed plan; 4) the organisation, tasks and roles; and 5) the means or delivery channels. Additional to smaller adaptations to the first version, it integrates elements from D10.2: Consortium identity and templates2, D10.3: Project website and social media3, D10.4: Project leaflet in local languages4, D10.5: List of targeted media and partnerships5, as well as two deliverables submitted simultaneously in month 12: D10.7: Press kits about the project for each city, and D9.6: Report on storytelling and clustering events6.

Furthermore, the deliverable provides an overview of the communication activities of the first year, the achieved outreach through different channels, and a compilation of the preparatory internal and external activities which aim at supporting the further process of communicating and disseminating the project and its progress and outcomes.

The target audiences of the communication have been divided into two clusters:

  1. Local audiences and stakeholders in the +CityxChange cities;
  2. The broader community of practice, research, governance.

Based on the goals and the context a strategy is formulated. The strategy itself is short and concise and includes three elements:

  • Gearbox for embedment into the wider community of practice. This is how the project will address the broader community of practice;
  • Local involvement. This is about communication at the city level and the contribution of engagement to the research project. The cities will form a roundtable or learning community to exchange best practises;
  • Tracking and monitoring. This is to measure the reach and impact of engagement and communication.

The goal of the communication activities will change over the course of the project: first to inform, then to engage to collect and validate, then knowledge transfer and finally dissemination of result. A wide scope of means will be used as delivery methods. The means are integrated across multiple work packages to support and reinforce the project and maximise the impact of its outcomes.”