D3.1 Framework for Bold City Vision, Guidelines, and Incentive Schemes «pending approval»

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The deliverable 3.1, Framework for Bold City Vision, Guidelines, and Incentive Schemes, was submitted by Trondheim Kommune in July 2019. Following, the executive summary of the deliverable:

“The Bold City Vision (BCV) Framework helps cities identify and address key opportunities and actions on their way towards becoming smarter and more sustainable. The framework incorporates the process of creating a city vision and goals that situate the ambition of creating Energy Positive Cities within the cities overarching planning and management process. The focus on smart energy need to be aligned with a broader focus on sustainable development, covering social, financial, technical, and urban aspects, and linking to the overall European Strategies as well as the United Nations Sustainable Development Goals (SDGs).

The role of cities is growing in importance with 68% of the world’s population estimated to live in cities by 2050. They are the engines of growth accounting for 80% GDP. However, cities also produce 75% of CO2 and therefore present one of the greatest threats to the future of the planet Managing the growth and development of our cities in a sustainable manner is therefore critical to the future of the planet. The UN Sustainable Development Goals (SDG’s) set out on a global scale targets for the future development of the planet. Cities have the most important role in meeting these targets and if they are to transition and meet these targets the need to leverage smart and sustainable innovation. The Bold City Vision Framework connects the global goals of the SDG’s to local policy development with a strong emphasis on citizen engagement and citizen driven open innovation and business development.

The SDGs provide the basis for developing the framework. The questions still remains: How can cities prioritise their goals within the global framework of the SDG’s in an open and participatory manner? Each city must align itself to the SDGs and establish its own priorities. In doing so the city must first review its current policy objectives and compare these to the outcomes of an evaluation of its own performance and potential. The United for Smart Sustainable Cities (U4SSC) KPIs affords cities the first truly KPIs for evaluating and monitoring progress, at the city level.

This first version of the Bold City Vision framework has been developed by drawing on the combined insights of work done in Limerick and Trondheim, as well as input from the follower cities. The continued development of the framework will happen as lighthouse- and follower cities develop their own Bold City Visions.

When structuring the Bold City Vision framework, and in order to handle the inherent complexity of moving entire societies in a smarter and more sustainable direction (transition process), the framework has been optimised to deal with the following questions:

  • How can cities maximise their ability to identify and share local high potential solutions to the rest of the city, and beyond, in order to meet their agreed goals? Cities are becoming increasingly aware that they are investing in large numbers of research and pilot initiatives that may lack both the ambition and the conditions conducive to large scale impact.
  • How can cities identify and connect to the financial, social and human capital needed to realise large scale socio-technical interventions. There is a risk that ambitions are scaled down to fit local constraints instead of creating opportunities to mobilise the resources needed to truly scale the solutions to match the SDG-related challenges facing the city.
  • How can cities best manage the complexity, and thus the opportunities, involved in SDG-planning and action? A fragmented approach could undermine both local impact and the potential for large scale innovation, productive partnerships, as well investments.

The dual purpose of this document is to present the framework, as well as illustrate how the framework itself opens a multitude of windows of opportunities to identify and share potential contributions that may add value to the transition process. Each process, and sub-process offers an array of opportunities to plug in new ideas and solutions.“

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