The key project is described in the section below in E2 together with the methodology and tools, as well as above. However, throughout a wide variety of projects, I worked with numerous participation tools depending on the unique setting of each event and its expected outcome. I often focus on engaging every participant equally and encourage less confident participants to take part. Moreover, I work with participation manuals from organisations such as the GIZ and others to effectively apply proven methods for participation and knowledge capturing. More personal methods had to be used in a project in Tbilisi (informal discussions), while formal workshops and seminars were used in Lisbon.

I have been an active member of the Morgenstadt Framework since September 2013. The Morgenststadt Framework: An in-depth analysis of cities assesses the current status of more than 80 action fields that are important for a sustainable urban development. I have applied the framework first in Prague by analyzing the local urban system in September 2013 (while still working for the city of Prague). In addition over 110 relational indicators had to be assessed in order to check the pressures that impact on the selected City (social, economic and environmental pressures), the current state of a range of sectors in the city (mobility system, energy system, socio-economic parameters, security system, water-infrastructure etc.) and the current impact that the city has on society, economy and environment. The assessment is compatible with the ISO 37120 International Standard on city indicators. The in-depth analysis further consisted of ca. 50 interviews with local stakeholders from the municipality and institutions that are closely related to the city. These interviews focus on identifying current strengths, challenges and development opportunities of the city. It builds upon an analysis of systemic impact factors which helps researchers understand external pressures, underlying forces, dynamics, socio-cultural and historic implications that are present within a city and impact (often unnoticed) on decisions, structures, strategies and measures taken on the city level and on the project level. The integration of members of the city administration and further local stakeholders into the entire assessment and project development process has been designed as a capacity development process for the city administration, making sure that knowledge and expertise about the methodology, the technologies and the process is being formed in order to enable a strong sense of local ownership and a strong uptake of projects after the roadmap has been delivered to the city. Core of the analysis is a 2-3 weeks on-site assessment in the selected cities where a large amount of interviews is conducted and solutions and existing projects are evaluated in-situ. Based on this analysis a range of innovative socio-technical interventions are developed and integrated in a strategic roadmap that helps Morgenstadt Cities develop in an economically strong and socially and environmentally sustainable and resilient way. All proposed measures are checked against each other with an innovative project development methodology based on systems design – in order to maximize impact and streamline causal chains and interdependencies. For project development, my Fraunhofer team draws upon the collective experience of research, cities and industry partners organized in the Morgenstadt Innovation network. Suggested projects relate to a range of projects that the Fraunhofer Society and its partners have already developed and executed in different cities: Low or near zero energy districts Sustainable urban mobility & transport solutions (e.g. multimodal mobility hubs, integration of electric mobility into the city system, improving public transportation, urban ropeways ... etc.), Electronic Ticketing systems Green Industry Parks and clean urban production High-efficient IT-based management systems for city development /Governance Sensor-based improvement of utilities (water / waste / energy) and thus efficiency gains for the city Installation & integration of renewable energies and smart grid / smart building technologies 3D city models and evidence based urban planning Improvement of city resilience (flood protection, climate change adaptation, public safety) Management and improvement of Green Infrastructure Support with Governance Structures and Organization / Management for sustainable development and cross-cutting issues. Etc. Definition and development of the projects will be based upon a range of workshops with local stakeholders in the City. The results are handed over to the city as a report (strategic roadmap towards a sustainable development). Much more important, however: the members of the innovation network stand ready to help push the proposed projects and measures towards realization. Thus, the strategic roadmap will serve as incubator for a range of forward looking projects on various scales and across various sectors that – in sum – will catalyse the sustainable development of the city. I have been involved throughout the analysis, interpreting and strategy drafting as well as implementation. Since applying this integrated approach to design, delivery, monitoring and evaluation of sustainable urban strategy for Prague in 2013, I have worked with cities such as Lisbon, Tbilisi, Amsterdam, London, Graz or Berlin, to perform the same type of assessment and follow-up policy recommendations and measures. The methodology itself undergoes evaluation and re-assessment, where I am an economic expert on the revision board and provide feedback on usability of KPIs and optimizing the entire assessment process to generate as usable policy report as possible. Some of the project monitoring tools used includes continuous checking throughout the project lifetime, whether the city is committed to the project and has allocated resources and personnel to the project. Moreover, I always keep a regular check-up calendar, which I share with the local partner who helps to coordinate our projects. For example in the case of Tbilisi, a once-a-week check-up through a telco on progress with clear agendas, responsibilities was kept to streamline and manage the entire assessment of the city well. Shared cloud-based systems are used to monitor that all documents and tasks are being fulfilled and that there are no concerns. In the aftercare phase, I work with a couple of KPIs to monitor the cities progress and fulfillment of the proposed project and policy roadmaps also using scorecards and other tools to compare city to city performance.

Continuous screening of H2020 and EU regional funding intitiatives on potential policy support and funding for sustainable (smart) urban development. Close relationship with DG Move, DG Energy and DG Connect. Close relationship with EIB for harnessing EFSI funds for sustainable urban development.