[Translate to English:] Lessons learned from Model Projects Smart Cities
I
A total of 73 cities, municipalities and regional associations have developed a variety of digital services in almost 20 fields of action and are implementing them as part of the Smart Cities model projects. They are funded by the Federal Ministry of Housing, Urban Development and Building (BMWSB).
Since 2019, urban and regional planning in numerous German cities and municipalities has become more digital, more sustainable and therefore more future-proof. The pilot projects from the first and second seasons in particular are now approaching the finishing line. Both the development of smart city strategies and the implementation of the planned measures and projects are a challenging path and are not free from the influence of internal and external factors.
What exactly can other German cities and municipalities learn from the experiences of the 73 pilot projects? What has been successful and where have there been obstacles and difficulties? Sharing experiences and looking beyond one's own ecosystem are also explicitly part of the funding program. This process is actively supported by the coordination and transfer office (KTS) using numerous formats and research. Ongoing evaluation is also part of the overall approach of the pilot projects. The first interim results are now available, which summarize the most important findings and should enable municipalities - including those not receiving funding - to adopt tried-and-tested solutions and avoid misalignments.
The evaluation of funding phases 1 to 3 of the “Model Projects Smart Cities” (MPSC) funding program based on three criteria has produced some important findings (selection):
1. It takes time: smart city is a complex topic field with special requirements for assessment and participation
2. Requirements of the funding program: the novelty of the funding program and the late start of the KTS were challenging for the municipalities
3. Smart city is “translation work”: the level of abstraction is difficult to understand for many people, added value needs to be explained and only becomes visible later.
4. High expectations and quick wins: complex award procedures and cooperation agreements make it difficult to realize real implementations quickly.
5 Smart City is a cross-sectional task: working for Smart City requires new forms of organization within the administration, whether as a new responsibility in the administration itself or as a new organization
6. Competence building as a success factor: teams must be able to work in a multidisciplinary and cross-sectoral manner
Further Information (in German):
Understanding smart cities:The ten most important lessons from the Smart Cities model projects
Evaluation of funding phases 1 to 3
Die Evaluation der Förderstaffeln 1 bis 3 des Förderprogramms "Modellprojekte Smart Cities" (MPSC) anhand von drei Kriterien hat einige wichtige Erkenntnisse (Auswahl) hervorgebracht:
1. Es braucht Zeit: Smart City ist ein komplexes Themenfeld mit besonderen Ansprüchen an Bestandsaufnahme und Partizipation
2. Anforderungen des Förderprogramms: die Neuartigkeit des Förderprogramms sowie der späte Start der KTS waren herausfordernd für die Kommunen.
3. Smart City ist „Übersetzungsarbeit“: Die Abstraktionsebene ist für viele schwer greifbar, Mehrwerte sind erklärungsbedürftig und erst später sichtbar.
4. Hohe Erwartungen und Quick-Wins: komplexe Vergabeverfahren und Kooperationsvereinbarungen erschweren die schnelle Sichtbarkeit von reellen Umsetzungen.
5. Smart City ist eine Querschnittsaufgabe: die Arbeit für Smart City erfordert neue Organisationsformen innerhalb der Verwaltung, ob als neue Zuständigkeit in der Verwaltung oder als neue Organisation
6. Erfolgsfaktor Kompetenzaufbau: Teams müssen sich multidisziplinär aufstellen und sektorübergreifend arbeiten können
Weiterführende Informationen und Evaluierungsberichte
Smart Cities verstehen: Die zehn wichtigsten Lektionen aus den Modellprojekten Smart Cities
Evaluation der Förderstaffeln 1 bis 3
