Smart Sustainable District Moabit West Final …ssd-moabit.org/wp-content/uploads/2017/01/final_report...E Smart Sustainable District Moabit West Final Report 2016 Main Editor Nadine

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Smart Sustainable DistrictMoabit West

Final Report 2016

Main EditorNadine Kuhla von Bergmann(CHORA Conscious City)

Issued on February 10th 2017

Head of Chair Prof. Bunschoten, CHORA Conscious City, TU Berlin

SSD Moabit West Final Report 2016 1

Chief editor

Nadine Kuhla von Bergmann (TUB/CHORA)

Text authors & reviewers

Nadine Kuhla von Bergmann (TUB/CHORA) Georg Hubmann (TUB/CHORA)

Holger Prang (TUB/CHORA) Annick Hagemann (TUB/CHORA)

Arne Siebenmorgen (TUB/CHORA) Dan Rigamonti (TUB/CHORA)

Roel Massink (TNO) Jasper F. Donker (TNO)

Norman Doege (TUB/ZTG) Lu Lu (TUB/ZTG)

Arman Fathejalali (TUB/ZTG) Wulf-Holger Arndt (TUB/ZTG)

Chris M. Mazur (ICL) Koen H. van Dam (ICL)

Changgun Lee (ICL) Heiko Sieker (IPS)

Livius Hausner (IPS) Frans v.d. Ven (Deltares)

Reinder Brolsma (Deltares) Peter Bosch (TNO)

Aaron Praktiknjo (RWTH Aachen) Florian Heesen (RWTH Aachen)

Lutz Ross (VCS) Lucas van Walstijin (VCS)

Thomas Kolbe (TUM) Mandana Moshrefzadeh (TUM)

Ihab Hijazi (TUM)

Layout

Matthias Lieb (TUB/CHORA)

Graphical support Sophia Albrecht (TUB/CHORA)

Felix Heller (TUB/CHORA)

SSD Moabit West Final Report 2016

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Table of content 1 Executive summary ..................................................................................................................... 5

1.1 Applied action research: Challenges, opportunities and achievements of a smart sustainable district in the context of existing built environment ..................................................... 8

1.2 SSD Deep Dive objectives ....................................................................................................... 10

1.3 Project & process development strategy ............................................................................... 14

1.3.1 Overview of stages & phases ........................................................................................... 14

1.3.2 Deep Dive Process ........................................................................................................... 15

1.3.3 Project partner and management ................................................................................... 16

1.3.4 Project plan for 2016 ....................................................................................................... 17

1.3.5 Communication and dissemination strategy .................................................................. 17

1.4 Achievements in 2016 ............................................................................................................ 19

1.4.1 Governmental bodies and associations foundations .................................................... 19

1.4.2 Calls submitted ................................................................................................................. 21

1.4.3 Additional funding secured .............................................................................................. 22

1.4.4 Business cases for integrated opportunities & co-funding sought and secured ......... 22

1.4.5 Dissemination and Outreach activities ........................................................................... 22

1.4.6 Educational modules ........................................................................................................ 24

1.5 Outlook for 2017 ..................................................................................................................... 25

2 Processes, methodologies & tools applied ............................................................................. 28

2.1 Deep Dive phases .................................................................................................................... 28

2.2 Overall stakeholder management strategy ........................................................................... 28

2.3 Multi-level government management tool: SCNB ................................................................. 28

2.4 Citizen dialogue tools: design seminar & interactive exhibition ........................................... 30

2.5 Integrated project planning .................................................................................................... 32

2.6 Application of digital tools ....................................................................................................... 33

2.6.1 Project Management Tools .............................................................................................. 34

2.6.2 Participation Tools ............................................................................................................ 39

2.6.3 Urban 3D Visualisation Tools ........................................................................................... 39

2.6.4 District Data Atlas & Data Management Tools (3) ......................................................... 42

2.7 Key Performance Indicators adopted .................................................................................... 43

3 Opportunities ............................................................................................................................. 52

3.1 Sustainable Water Management ............................................................................................ 53

3.1.1 Introduction ....................................................................................................................... 54


3.1.2 Study Area ......................................................................................................................... 54

3.1.3 Executive summary ........................................................................................................... 55

3.1.4 Results of the project ....................................................................................................... 58

3.1.5 Methodology & tools applied ........................................................................................... 69

3.1.6 Business Models for the selected value cases .............................................................. 90

3.2 Energy Efficiency ...................................................................................................................... 95

3.2.1 Abstract ............................................................................................................................. 96

3.2.2 Description of starting point, processes kicked-off & driven as opportunity ................ 96

3.2.3 Methodology & tools applied ........................................................................................... 97

3.2.4 Deliverables achieved ................................................................................................... 106

3.2.5 Evaluation of KPI's defined in workplan ....................................................................... 107

3.2.6 List of climate-KIC & local partners collaborated with ................................................ 109

3.2.7 List of business partners attracted .............................................................................. 109

3.2.8 Description & evaluation of output reached ................................................................ 110

3.2.9 Matching funding strategies ......................................................................................... 116

3.2.10 Activities envisioned for 2017 .................................................................................... 116

3.3 Low Carbon Mobility ............................................................................................................. 117

3.3.1 Description of starting point, processes kicked-off & driven as opportunity or workstream lead ......................................................................................................................... 118

3.3.2 Methodology & tools applied ........................................................................................ 120

3.3.3 Deliverables achieved (in reference to workplan) ....................................................... 134

3.3.4 Evaluation of KPI's defined in workplan ....................................................................... 138

3.3.5 List of climate-KIC & local partners collaborated with ................................................ 141

3.3.6 List of business partners attracted .............................................................................. 141

3.3.7 Description & evaluation of output reached (focus on added value achieved by SSD efforts for Moabit West district) ................................................................................................. 142

3.3.8 Matching funding strategies ......................................................................................... 143

3.3.9 Activities envisioned for 2017 ...................................................................................... 144

3.4 District Data Atlas ................................................................................................................. 145

3.4.1 Description of starting point, processes kicked-off & driven as opportunity or workstream lead ......................................................................................................................... 146

3.4.2 Methodology & tools applied ........................................................................................ 148

3.4.3 Deliverables achieved ................................................................................................... 154

3.4.4 Evaluation of KPI's defined in workplan (in table format) ........................................... 158

3.4.5 List of climate-KIC & local partners collaborated with (role of each partner) ........... 159


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3.4.6 Description & evaluation of output reached (focus on added value achieved by SSD efforts for Moabit West district) .................................................................................................. 159

3.4.7 Activities envisioned for 2017 ....................................................................................... 163

3.5 Citizen Engagement .............................................................................................................. 165

3.5.1 Starting point & processes kicked-off as workstream lead ......................................... 166

3.5.2 Methodology & tools applied ......................................................................................... 166

3.5.3 Output and deliverables ................................................................................................. 170

3.5.4 Evaluation of KPI’s defined in workplan ....................................................................... 172

3.5.5 List of partners ................................................................................................................ 173

3.5.6 Description of evaluation of output reached ................................................................ 173

3.5.7 Matching funding strategies .......................................................................................... 173

3.5.8 Activities envisioned for 2017 ....................................................................................... 173

4 Integrated projects .................................................................................................................. 175

4.1 Street Regeneration Sickingenstraße .................................................................................. 175

4.2 E-Mobility Commuter Solution .............................................................................................. 177

4.3 Sustainable Water Management Moabit West ................................................................... 179

4.4 Energy Efficiency Accelerator ................................................................................................ 181

5 Business & research development strategies: Products & services applied ..................... 183

5.1 Business Cases developed for SSD Transition and Implementation Phase 2017 and beyond ............................................................................................................................................. 183

6 Annex ........................................................................................................................................ 190


1 Executive summary The applied research project “Smart Sustainable District – Moabit West (SSD MW)” forms a part of the climate-KIC funded flagship project “Smart Sustainable Districts (SSD)” initiated in 2014. The project in Moabit West is one of the first four districts from the SSD network, which have received additional funding to facilitate a process which aims at accelerating the implementation ambitions of the local municipality. In climate-KIC and SSD terminology, this funded phase is called “Deep Dive”. As one of the pioneer districts of a European-wide network, the project has tested and applied innovative tools of urban development and has relied on experts from universities, private enterprises, infrastructure utilities companies, municipalities and citizens. In this frontrunner role of handling complex stakeholder management processes, the project has also acted as blueprint for the development of the “Deep Dive Manual”1. After the district successfully applied to the SSD project board in mid 2015, SSD released funding for the management team of TU Berlin and the services coming from climate-KIC experts & project partners. The budget also covered events (workshops, exhibitions, symposiums) required to develop and apply tools and methodologies to ensure an “accelerated process” and travel costs for SSD network activities. In this way, it allowed the establishment to create a safe and neutral space in which it could try out innovative approaches and new pathways to achieve energy-efficiency, low-carbon and resource-efficient solutions and create an urban incubator at district level. SSD started with the goal of reaching “Factor 4” in urban development by dividing the use of the available resources and by doubling the value and efficiency of products, services and life quality. Projects streamlined the on-going urban development efforts and injected new knowledge brought in by experts from climate-KIC partners (European practitioners and researchers), the local administration and citizens. The results can be seen in the integrated projects, the new governance tools and the innovative data management infrastructure. This present final report describes the process undertaken, the components designed and the outcomes delivered during the “Deep Dive Phase” in five chapters and in individual reports attached as annexes to the report. In the first chapter, the project objectives are described and the process stages and phases to achieve the outcomes are explained. In addition to that, individual outcomes are described through the listing of governmental bodies and associations which are involved, the research calls are submitted and the additional funding and co-funding is secured. All dissemination and outreach activities and educational modules (affiliated teaching activities) are shortly described. The outreach activities had a great impact on the activation of change agents and are listed more detailed in the annex. The chapter ends with an outlook onto the activities that are planned for the Deep Dive transition phase envisioned in 2017. In this upcoming phase all SSD activities will be passed on to the local administration body, district leads and utility companies for implementation of the projects in the upcoming years. The second chapter focuses on the explanation of the processes, methodologies and tools applied during the Deep Dive phase in Moabit West. The stakeholder management strategy and citizen engagement efforts illustrated and the role of the innovative government management tool (Smart Citizen Network Board, SCNB) is highlighted. The description of the different formats developed for the citizen dialogue in the teaching seminar and for the interactive exhibitions

1 Handbook for new districts joining the network


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shows the close interrelation between the deliverables of the District Data Atlas and the tools used for Citizen Engagement. For a more comprehensive documentation of the citizen event, an online video was produced2. The documentation about the seminar and the citizen event itself is attached as annex. In the third chapter, the Opportunity Leads3 (OL) give a comprehensive overview of the thematic challenges and themes tackled. The OL coordinated the related partners and agreed deliverables within the main thematic workstreams: “sustainable water management”, “energy-efficiency and low-carbon mobility”. It is the most project-driven chapter as each opportunity and each cross-secting workstream (district data atlas & citizen engagement) gives insight into the starting points, methodologies and outputs achieved. In this chapter the district challenges give information about the Key Performance Indicators (KPI’s) of each workstream defined. These KPI’s are based on individual district challenges (e.g. rainwater management recycling). Here, the local and European partners are listed for each workstream and the business partners are attracted. This is followed by a detailed description and evaluation of outputs achieved by each OL. In the end of this chapter, the matching funding strategies and the activities aimed at in 2017 are summarised. The cross-secting workstream “District Data Atlas” and “Citizen Engagement” have a specific role in this report and in chapter three. They form part of the strongly stressed “participation” strategy developed and applied to ensure transparency in the urban development process and to reach a high level of integration of sectorial urban solutions. They are reported within the same structure as the three main thematic workstreams (see above) but are the tools and services that can be up-scaled best onto other districts and that have become part of the “toolbox” for any smart sustainable district development within the climate-KIC SSD project.

Figure 1: Up-scaling of distr ict solutions (Diagram by CHORA Conscious City, TU Berl in)

2 See under www.ssd-moabit.org

3 Lead partners for individual thematic workstreams


In the fourth chapter, the integrated projects are presented with a short description, the added value, the KPI’s are highlighted and the isometric images are drawn up to visualize the spatial implications. For every project, there are different implementation partners needed for the successful “landing on the ground”. These are shown in a diagrammatic overview. A timeline (gantt chart) has been produced collaboratively by the OL to visualize the steps and milestones that will take place if budgets are allocated. In the fifth chapter, all business cases developed on base of the integrated solutions and in collaboration with the OL partners are documented.


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1.1 Applied action research: Challenges, opportunities and achievements of a smart sustainable district in the context of existing built environment

Author: Nadine Kuhla von Bergmann (project lead) The Smart City concept and vision is the response to two global mega trends: urbanisation and digitalisation. It aims at increasing the efficiency, the resilience and the sustainability of city services and resources by using and integrating urban infrastructures and technologies more intelligently. Technology, information and communication systems are globally seen as answers to build smart services that enhance the quality of life of their inhabitants in the future. However, in the majority of European cities, this means working with existing built infrastructures which were built more than 100 years ago, e.g. in Berlin the radial mixed-sewage system designed by Hobrecht was introduced in the late 18th century. In fact, a wave of modernisation will be required in many European cities to keep up with demographical changes and to face new demands coming from financial crises, inefficient public transport, digital services or the energy transition required. Very few cities have the budgets for implementing citywide systems in one step and will need to look for different means in creating intelligent systems and networks. In fact, cities with limited assets and financial resources will need to leverage change and transition through locally adapted levers and balance out financial power by social innovation (ARUP and C40 cities, 2015).4 Moabit West, a mixed-use district in the heart of Berlin, proved to be an excellent blueprint for the applied research project “Smart Sustainable District”, which aimed at steering towards a climate-neutral district through urban regeneration processes. The project delivered intelligent urban solutions, far and foremost through intelligent urban planning processes, an integrated data infrastructure and a stakeholder management that allowed for innovative pathways. Moabit West is characterised by a historically grown inner city quarter of Berlin with land-use mix of industry and housing composed of a surface area of approximately 130 ha. More than half of the 22 000 inhabitants have a migration background and child poverty is an issue in about one-third of the households. The producing industries in the area are responsible for about 60% of the CO2 emission, but also the existing housing building stock needs to undergo urban retrofitting to meet the current energy performance standards. The biggest challenge derives from the diversity of owners of housing units and of industry operators who are leasing the property and who lack decision-making power for any retrofit activity and upgrade investment. Nevertheless, the excellent stakeholder networks formed the ground for an integrated planning process accompanied by various side-events to raise awareness and to create commitment and co-funding for implementation action. The network comprised citizen initiatives, industry partners and cultural actors and could be accessed easily through active and visible leads. The main driver was the district authority itself

4 ARUP and C40 cities (2015) Powering Climate Action: Cities as Global Changemakers. Online at https://issuu.com/c40cities/docs/powering_climate_action_full_report (Accessed February 7, 2016).


as the political agenda supported an integrated urban development plan that aimed at implementing a landscape of sustainable district solutions. In smart cities, the biggest impact can be seen in the change of relationships between the agents of the city, e.g. citizens, the productive sector and administration. This can either be achieved through digital means, through technological and social innovations or through innovative planning and operational management. In the SSD project “Moabit West – Green Moabit”, all aspects were developed and reflected within various focus themes and at various administrative levels based on the existing urban environment. All partners involved became part of a “participatory action research (PAR)” of the district development: “PAR practitioners make a concerted effort to integrate three basic aspects of their work: participation (life in society and democracy), action (engagement with experience and history), and research (soundness in thought and the growth of knowledge).5“ This societal impact and real life approach of the project can be seen as a major benefit from the “smart sustainable district” project. The great results can be seen in the complex process management itself, the integrated projects that will be implemented in the district in the near future and the sustainable network structures, which are still growing continuously. The applied “action research” delivered by all SSD partners turned out to deliver true change in mind-sets and impacts on visions for the district and the city of Berlin. The awareness around “smart districts” grew by at least 120 local stakeholders, 35 local and European partners and thousands of website and newsletter readers who observed the project. The co-funding by climate-KIC allowed for a progressively applied action research project, which proved to be research and application driven at the same time. The feedback received from many stakeholders who were involved in the process has already manifested the added value of all efforts. SSD helped to bridge the phase between the urban regeneration and development concept (namely “Green Moabit”) and the implementation phase of measures to raise life-quality and reduce infrastructural inefficiencies. The process helped in opening up new partnerships and new funding streams based on the “incubation space” (safe environment for innovative approaches) and the neutral management role of the university based coordinating entity. We would like to thank everyone involved for the trust offered, interest expressed and energy spent during the past year, making this highly complex endeavour a success and a blue-print for other districts. A special thanks goes to the EIT climate-KIC board and the SSD director Clare Wildfire who supported this project with co-funding in budget and with wise guidance.

5 Chevalier, J.M. and Buckles, D.J. (2013) Participatory Action Research: Theory and Methods for Engaged Inquiry, Routledge UK. ISBN 978-0415540315.


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1.2 SSD Deep Dive objectives The main goals for the Deep Dive process in Moabit were summarised with the following overarching principles that derive from various strategic goals and strategies for the area:

1. Green-tech district by Smart Citizens 2. Transparent decision-making processes (multi-level governance) 3. Integrative urban society (Smart City as bottom-up concept) 4. Integrated infrastructure solutions 5. Attractive public spaces

The SSD Deep Dive process in Moabit is mainly based on the local district urban development plan ‘StEK Green Moabit’. The formulated objectives fit into two long-term strategies of the city of Berlin and focus on two supraregional ambitions set by the city. Following these ambitions, the EIT KPIs as agreed on in the original EIT 2016 Business Plan, were taken into consideration and an own assessment framework, expressed in a set of KPIs, was defined for each of the integrated projects. The “Urban Development Plan Green Moabit” (StEK Green Moabit) served as a base for the SSD team to establish new processes and tie in existing ones on the way to integrated solutions. It was released at the end of 2013 and received political approvement in 2015. The plan consists of an analysis of the status quo and potential measures covering water, waste, energy, mobility, public spaces and social infrastructure. Green Moabit has been established as a brand throughout the city and is known among key stakeholders in the urban planning context. The city-wide development goals which the SSD Deep Dive process addresses are the Climate-neutral city by 2050 program6, an ambitious strategy to reduce GHG emissions by 85% by the year 2050, the Urban Development Concept Berlin 2030 that is a framework for sustainable growth aiming to make Berlin more economically stable, more attractive to businesses, more socially balanced, and which enhances Berlin’s international reputation. The district Moabit West is positioned in one of the core development zones called “City West – A modern, compact centre” that will be a “core of inner-city growth with high levels of innovation”7.

6 Hirschl, Bernd; Fritz Reusswig und Julika Weiß (2015): Kurzfassung des Endberichts „Entwurf für ein Berliner Energie- und Klimaschutzprogramm (BEK)“, November 2015; im Auftrag des Landes Berlin, Senatsverwaltung für Stadtentwicklung und Umwelt. 7 Senate Department for Urban Development and Environment (2015): Urban Development Concept Berlin 2030, p. 61.


“To me SSD primarily means that implementation projects are accompanied by a scientific institution with external/cutting edge expertise and a new and innovative way of looking at challenges. It provides a neutral and external perspective to challenges faced within the district.” ⎯ Hartmut Schönknecht, Bezirksamt Mitte


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The following EIT KPIs were leading guidelines for the Deep Dive Process in Moabit: Table : EIT KPIs

C-KIC 03: Jobs created as result of Climate-KIC activity 15 (refer to KPI reports)

C-KIC 04: Policies/standards developed n.a.

C-KIC 07: Number of active change agents trained by the Climate-KIC community

55 (refer to KPI reports)

EIT 05.01: Knowledge Adoption refer to KPI reports

SSD IntVeh Test 2: SSD Programme and 'Integration vehicle' district test bed developed / delivered in Berlin

The Deep Dive process was guided by the central methodology of SSD and followed the proposed structure. Main challenges and experiences can be found in the documentations of the Deep Dive workshops (see attachments)

SSD IVIP 2: SSD Programme and 'integration vehicle' detailed implementation plan for Berlin

The integrated projects are explained under chapter 4.0 and in the business plans under chapter 5.0

SSD SE 4: New / improved methods of stakeholder engagement tested and delivered in Berlin district

A short summary and reports from all the newly developed citizen engagement tools can be found under 3.4 & 3.5

ADD Interactive Media Stories:

Interactive Media Stories were part of the additional budget and consist of an interactive map that shows a complex phenomena and a journalistic text. Due to a cooperation with the newspaper “Der Tagesspiegel”, the research results can be made available to a wider public and reach a higher local impact. See separate KPI reports

ADD Low Carbon Mobility 1 2 3:

The extra budget in the mobility opportunity was used to develop a crowd-mapping tool, to carry out a stakeholder workshop (TUB ZTG) and for an in-depth description of a modelling methodology (ICL). See separate KPI reports

The project (district) related KPI approach for the Deep Dive process was co-developed with the opportunity leads in order to monitor the specific outcomes of the integrated solutions; it is explained in detail under 2.5 and the following table provides an overview.


F igure 2: Guidelines for district KPI’s


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1.3 Project & process development strategy

Figure 3: Timeline of the SSD Moabit West project including stages and phases

1.3.1 Overview of stages & phases

The SSD Project Moabit West follows 5 main stages:

A. Pre-phase (April 2014 - December 2014): Trust-building, stakeholder workshops & establishment of a local network

B. Main application phase (January 2015 - July 2015) : definition of opportunities, partnership manifestation through LOI’s, negotiation with climate-KIC partners about potential project involvement,

C. Bridging phase (August 2015 - December 2015): Deep Dive status D. Deep Dive project phase (January 2016 - December 2016)- : integrated

project planning with European partners (main activity in 2016, described under chapter 2.0)

E. Deep Dive transition phase (January 2017 - December 2017): detailing of business plans of integrated projects with implementation partners, hand-over of projects and network structures to local authorities and business partner

In 2016, the project management of SSD Moabit focused on Stage D and the integration of projects through a Deep Dive toolkit. During the next year’s transition phase in 2017, the focus will be on handing over implementation projects to practice partners and the local authorities.


1.3.2 Deep Dive Process Before the Deep Dive phase started, various stakeholder meetings and workshops (e.g. scenario game workshop in March 2015 & speed dating workshop in November 2015) framed the opportunities and steps needed for the implementations of potential solutions (see stages under 1.3.1). Based on this, the application to climate-KIC was compiled and a budget allocated to go „deeper“ into the implementation efforts with the intention to integrate and streamline project approaches more intelligently. The three main workstreams (sustainable water management, energy-efficiency in industries and low-carbon mobility) were defined and the cross-secting themes (district data atlas & citizen engagement) were set. The Deep Dive Phase was kicked off by the press conference with the attendance of climate-KIC project partners and local partners on the 25th of February and followed by a stakeholder workshop with local partners to identify low hanging fruits and opportunities and to set up project teams (“opportunity working groups”) on the 26th of February 2016. This served to mark the start for a joint venture and intensive co-production process of all stakeholders involved. The press release included an official commitment by the local administration to support the process and expressed the intention to see through the knowledge transfer between local authorities, researchers and industry partners. A project website was launched for that event and became the main communication tool for the local community and EU partners since then. The first Deep Dive phase, from February - June 2016, served for evaluating and scoping out opportunities, while working on a set of ideas that have been either provided by the district challenges or defined in the application submission. Before the first big „Deep Dive“ workshop took place, a citizen engagement event was organized to open the dialogue and direct exchange about the „opportunities“ (potential projects) defined by the project partners with citizens. This event allowed engaging with non-experts about the demand side experienced by local people and neighbourhood initiatives. It had an impact on the review of language and communication tools being used in citizen engagement activities. The first Deep Dive workshop took place on June 21st and aimed at the following goals: 1. Trust building 2. KPIs & workflow agreement 3. Definition of use cases 4. Integration approaches 5. District Data Atlas structure 6. Definition of demands regarding participation processes As most important outcome, a fully-fledged workplan was compiled that set the agenda and the tools being applied for developing integrated projects. This document also included KPI’s and defined the next steps taken to drive implementation ambitions as far as possible. In the second phase, from June- December 2016, the projects were further elaborated and integrated. The second Deep Dive workshop took place on 13th and 14th of September and focused on integrated project solutions, business plan development and implementation budget acquisition. It included the following components: 1. Data session regarding data infrastructure 2. Implementation partner involvement 3. Co-development and specification of use cases 4. Next integration level by definition of integrated solutions 5. First Data Atlas test application (geo-data will be displayed on the digital table in order to help the integration approach) 6. Future funding streams to be identified


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The integrated projects were then further developed in detail and a business plan for implementation was designed to be presented during the Final Deep Dive Colloquium on the 6th of December. 1. Presentation of cross-secting workstreams (tools & methodologies) for District Data Atlas and Citizen Engagement (closed shop in Conscious City Lab) 2. Presentation of project results (semi-public symposium in City Hall) 3. Outlook into transition phase in 2017 From January 2017 onwards, the third phase - the transition phase - will start which serves to hand over all integrated projects towards the municipality or to private and public companies.

1.3.3 Project partner and management

Figure 4: Project organigram

The project SSD Green Moabit included more than 35 Partners from Berlin, the European climate-KIC network, the local enterprise network and civil initiatives. The chair CHORA Conscious City (TU Berlin) lead the project and coordinated the “opportunity” (theme) partners of the workstreams (1) “sustainable water management”, (2) “energy-efficiency” and (3) “low-carbon mobility” and the process of developing integrated solutions. Experienced engineers and senior researchers, who had either been involved in the urban development plan “Green Moabit” or who had a track record in innovative solution approach, led the workstreams: - Sustainable water management: Ingenieurgesellschaft Sieker - Energy-efficiency on industrial sites: RWTH Aachen - Low-carbon mobility: ZTG, TU Berlin

# 1: Sustainable Water Management # 2: Energy Efficiency Accelerator # 3: Low Carbon Mobility Citizen Engagement

District Data Atlas

Institute for Future EnergyConsumer Needs and Behavior (FCN)E.ON Energy Research Center

Ingenieurgesellschaft Prof. Dr. Sieker mbH Zentrum Technik und Gesellschaft

CHORA conscious city, TU Berlin Climate KIC

Bezirksamt Mitte


All workstreams collaborated with business partners and selected utilities companies to develop solutions that could be implemented in the near future. The chair CHORA Conscious City Development coordinated the “District Data Atlas” and developed “Citizen Engagement” formats. Active partners in the key development were VirtualCITYSYSTEM and the chair for Geoinformatics of the TU Munich. For the street light simulation 3D-demonstrator project, the energy provider EDF and the research institute EIFER were co-developers. The urban development process included more than 120 stakeholders throughout the process.

1.3.4 Project plan for 2016

Workplan Moabit West established at the beginning of 2016 served as benchmark, agenda setting and structuring vehicle to steer all partners towards valuable deliverables (see final version V1.9 from August 31st 2016). It outlined specific objectives, the development status, the opportunity focus (water, energy, mobility) and the intersecting workstreams (citizen engagement & data infrastructure). Besides the definition of objectives and deliverables, it included a catalogue of KPI’s that expressed the impact of expected outcomes from the SSD intervention (please see chapter 2.5).

1.3.5 Communication and dissemination strategy

The communication strategy perceived in the SSD Deep Dive project was designed in two parts: (A) internal climate-KIC communication and (B) external communication (website, press conference, articles, citizen events, talks, conferences). All tools and products developed within this strategy are described under chapter 2.0.

Figure 5: Screenshot project website


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“All the work completed so far is an excellent template for the KFW manager to base his/her work on. The job has just been advertised and he/she should start in February 2017. I would say this is actually an outcome of the SSD process.” ⎯ Hartmut Schönknecht, Bezirksamt Mitte


1.4 Achievements in 2016 The Project “Smart Sustainable District Moabit West” has achieved remarkable traction in commitment from district and city stakeholders from all sectors and disciplines. More than 120 stakeholders were involved throughout the entire Deep Dive phase and supported the process. In fact, SSD has managed to sail safely through a changing political landscape, and managed to be supported by past and current Secretaries of State of the city Berlin as well as the head of the municipal planning office. The final symposium took place under the patronage of Ephraim Gothe, the freshly inaugurated legal head of district planning authority of the District Mitte, which Moabit is part of. Highlights from a product, process and service development perspective for SSD Moabit were the following achievements in 2016:

1.4.1 Governmental bodies and associations foundations

KFW Energy Manager for Moabit West The KFW managerial consortia will be installed in March 2017 and is funded by the nationally supported urban regeneration program called “Energetische Stadtsanierung”. The program co-funds a managerial team, which will accompany urban regeneration and sustainable urban development concepts during implementation. A key indicator of success is the fact that the manager will be the first one of its kind in Berlin. Through ought the opportunity and project development phase that took place in SSD, an application could be compiled that included a clear implementation strategy which led to a successful funding stream. Smart Citizen Network Board (SCNB) The establishment of a Smart Citizen Network Board (SCNB), which has actively participated in the Deep Dive Workshops, contributed a commercial perspective on the solutions being developed within the energy, water and mobility opportunities. A key indicator of success is the fact that the District Mitte is planning to adopt the board and financially support it to serve as an advisory board to the new KFW-District Manager. Foundation of cross-sectoral Infrastructure Lab (Infra Lab) As a result from the experiences collected during the process in building on the integrative approach advocated by CHORA Conscious City department, a number of utility companies (including BSR, Vattenfall, GASAG, Stromnetz, BVG and Berliner Wasserbetriebe) founded the INFRALAB BERLIN on the EUREF-campus with the specific purpose of deepening integration between utilities with respect to major infrastructure projects in Berlin. The stakeholder management process as part of SSD Moabit West has been perceived as adding real value for all utilities involved. An additional positive side effect for the SSD Network as a whole is that the INFRALAB BERLIN will be happy to act as co-funder in major calls in the future and will serve as a first port of call for any letter of intent needed on infrastructure projects in Berlin (reference Business Development Interviews SSD Moabit). All of the above mentioned utilities also co-funded the presentation of Smart Sustainable Districts at the Metropolitan Solutions 2016 with sponsorship totalling €50.000


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“I was particularly impressed with the methods used during the workshops. They were very innovative and a new approach to stakeholder engagement. We aim to do these kind of things on a district level but often cannot do it due to financial restrictions. I particularly liked the tools developed and the visualisation of district challenges. The Smart Citizen Network Board (SCNB) was a particularly useful thing to establish.” ⎯ Hartmut Schönknecht, Bezirksamt Mitte


1.4.2 Calls submitted

Calls submitted for securing follow-on funding for SSD Moabit in 2016: BMWi Call Energieeffiziente Stadt National funding targeted at Moabit-West, Title: Energie-Cluster Moabit-West 15.785.397 € project management volume 17 partners, Lead partner: TUB (CHORA) Official announcement of selection process: end of December Zukunfts(Stadt)³Labore 12.425.000 € project management volume for 16 districts and 80.000 people, principal investigator was Fraunhofer Institute H2020 Smart City Call 2017 Berlin-Moabit as a follower district; partnership with Berlin-Schöneweide & agreement to replicate initial results in Moabit if call is successful (letter of intent on its way) Calls submitted & co-funding secured for 2017:

- co-funding secured for SCNB from the district (see above under header SCNB) - co-funding secured for Water opportunities (reference Business development interview

BWB) - co-funding in the pipeline for the implementation projects water & mobility on

Sickingenstrasse (KFW application has been submitted and likely to be successful).


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1.4.3 Additional funding secured

2016 Deep Dive Phase - EDF/EIFER/Virtual City Systems collaboration on an energy simulation: €10K additional

funding secured - Metropolitan Solutions Presentation of SSD Project within the CHORA BrainBox: €50K co-

funding from major utility companies secured. - Stakeholder Management Workshops commissioned by Vattenfall Europa Wärme AG to

develop sustainable and integrated energy concepts in the future Berlin districts Schöneweide and Buch. Total funding secured: €60K

1.4.4 Business cases for integrated opportunities & co-funding sought and secured

A number of business cases were developed for the transition and implementation phase of SSD Moabit (for detailed business cases see section 5.2). Co-funding was secured for a number of projects during 2016 including the following:

1.4.5 Dissemination and Outreach activities

Smart Sustainable Districts @ the Metropolitan Solutions 2016 The presentation of SSD at the Metropolitan Solutions within the BrainBox featured a lunch time presentation by all four deep dive districts London QEOP, Utrecht, Paris and Moabit (further details in the Appendix). Photographic impressions here: https://www.flickr.com/photos/131939282@N02/albums/72157667801148724

Figure 6: CHORA-BrainBox at the Metropolitan Solutions 2016 fair


Additionally, a real-time energy simulation on different energy efficient and CO2 friendly options for LED street lighting in Berlin Moabit (developed by CHORA city & energy, Virtual City Systems and EDF/EIFER) was demonstrated at the Metropolitan Solution and generated a lot of attention by the audience. It showed how real-time data in urban development can be manipulated to create different scenarios with KPI information on energy, cost savings and other variables and thus support the decision-making process before real interventions are made. For further information, please visit the following web site and refer to the press coverage (Appendix I) plus Simulation website. Several business development leads were generated during the Metropolitan Solutions. For a comprehensive list and status, please see 5.2. Business cases along with matched funding strategies were developed for a number of projects (see 5.1) Berlin Moabit Participation Event “Mach Moabit …!” The interactive exhibition was curated according to the SSD opportunity themes of Moabit West and included the seminar results “Citizen CIty Science”. The exhibition took place in the cultural community centre for art and urbanistics ZK/U. The critical dialogue with the citizens about smart city themes generated vivid discussions and sensitised the project team for a need to use common vocabulary to be able to engage with citizens directly. The participation event is documented in the appendix. SSD Moabit West Website The project website was developed as the main communication tool for the press conference and following semi-public events. It was designed to give an excellent overview over the challenges, partners, themes, tools, events and team. It also functions as a blog, which regularly is updated on upcoming or past events and links to other communication platforms and achievements within the project. Climathon SSD Moabit also participated in the global Climathon organised by Climate KIC and posed a challenge on commuter mobility. For more details on the outcomes check http://climate-kic.de/berlin-climathon-2016 Conferences, talks & presentations Presentation by KAM (Nadine Kuhla von Bergmann) at network meetings of SSD

- Brussels meeting, January 2016 - Nizza Innovation conference, June 2016 - Berlin SSD network presentation, May 2016 - Utrecht high-level meeting, October 2016

External presentations and lectures by KAM (Nadine Kuhla von Bergmann) - Moabiter Energy Day presentation, September 2016 - ICLEI conference presentation: “Smart Cities in Practice 2.0”, Berlin, June 2016 - Panelist at Re-publica 2016, Panel: “Dezentral, vernetzt und nachhaltig – Ideen für eine

bessere Klimawelt”, Berlin, May 2016 - Panelist at Berlin Energy Days, Panel: Energy Transition at District Level, Berlin, April 2016


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1.4.6 Educational modules

Citizen City Science - Format: Interdisciplinary project seminar - Teachers: Nadine Kuhla von Bergmann (TUB), Holger Prang (TUB), Sebastian Meier (FH

Potsdam) - Short description: The seminar “Citizen City Science” aimed at the design of offline and

online applications and participation tools to enhance civil engagement through data-based systems and processes. The seminar was carried out as collaboration between CHORA Conscious City (TU Berlin) and the Interaction Design Lab (FH Potsdam). The participating students came from the field of interaction design, communication design, architecture and urban planning.

Making Moabit’s Industry More Resilient

- Format: Interdisciplinary project seminar - Teachers: Georg Hubmann, CHORA & Mustafa Severengiz, Assembly Technology and

Factory Management - Short description: Moabit West is an industrial area in the center of Berlin. To secure the

historical industrial location and to meet the requirements of modern manufacturing companies in an urban context, new approaches are required. In the project seminar, concepts in the sense of a "smart industry" are developed and deepened in interdisciplinary teams. The transdisciplinary groups consist of students from the disciplines engineering, architecture and city planning.


1.5 Outlook for 2017 Local elections took place in September 2016 and resulted in the electing of a new coalition government which constituted itself in November 2016. In the wake of the elections, portfolios have been reshuffled. This has also affected key leadership positions within the district of Moabit. The new Stadtrat responsible for urban development is now Ephraim Gothe and the new senator for building within Berlin is Katrin Lompscher. Both were involved in creating a template for a sustainable future framework for Berlin before and will support the future processes. The following extract is taken from the freshly announced coalition contract ratified by the new Senate of Berlin, which was adopted in October 2016.

“Stadtentwicklung in Berlin –intelligent, nachhaltig und partizipativ Die Koalition steht für eine Stadtentwicklung, die gemeinsam mit den Bürger*innen konzipiert wird. Sie setzt auf eine integrierte Strategie, die soziale, ökologische und ökonomische Aspekte in einen nachhaltigen Ausgleich bringt. Die Koalition wird neue, lebenswerte und sozial durchmischte Stadtquartiere schaffen. Öffentliche Räume und baukulturelles Erbe werden gesichert.”

(Citation from coalition contract “Berlin gemeinsam gestalten. Solidarisch. Nachhaltig. Weltoffen” issued on November 16th, Page 27)

The coalition contract from the newly-formed Berlin government (see quote above) articulates clearly that the city aims at integrating strategies, socially, ecologically and economically sustainable and balancing city with high-quality district neighbourhoods and socially mixed communities. Public spaces and historical build heritage sites will be protected. The agenda is identical with what SSD has aimed for at district level of Moabit West and the project will act as a representative micro-cosmos of city challenges, opportunities and stakeholder networks. The strong interest in learning from SSD as blueprint for a successful process has been expressed by the new governing head of the district by sponsoring the SSD final year symposium on the 6th of December 2016 and hosting it at the city hall. In 2017, the focus will be on further mobilisation of demonstrators and handing-over of integrated projects developed in 2016 to district authorities, the City of Berlin and private-public project consortia. This will include the finalisation of business plans and implementation planning of demonstrator projects A) and B) as described under chapter 4.0 in the first quarter if 2017. The project lead by KAM will lead this transition process in cooperation with the respective experts and opportunity leads who were responsible for the design of the integrated solutions. Furthermore, the transition phase will concentrate on the dissemination of the SSD Moabit West project throughout (1) the SSD partner network and (2) in European smart city and resilient cities conferences. The knowledge transfer will also happen through consultations provided to new SSD districts (e.g. Helsinki, Malmö, Copenhagen). The Moabit KAM, the Co-KAM and climate-KIC project partners will act as consultants and workshop facilitators in these districts and will support the build-up of a smart sustainable district project portfolio.


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On base of the final year report, a publication is planed that will describe the Deep Dive Moabit West in it’s process management as well as tools and services developed. The launch of the publication is set for autumn 2017 and will be presented in European and global city conferences. The continuation of the SCNB is ensured and will gradually be shifted from KAM duty to Bezirksamt Mitte duty (official hand-over to be expected in March 2017). The strategy for the SCNB tasks will be updated according to the new coalition government contract and in close cooperation with the INFRALAB (utilities’ company cooperation at EUREF campus). The stakeholder network established through SSD will form a base for Europe-wide research cooperation to be continued in 2017. The participation in climate-KIC calls, EIT calls and other European R&D calls will be further explored.


“We are happy to take over the SCNB from SSD Moabit including financial responsibilities. We have already included this in our submissions for the KFW Manager.” ⎯ Hartmut Schönknecht, Bezirksamt Mitte


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2 Processes, methodologies & tools applied

2.1 Deep Dive phases The Deep Dive is an intense planning and management phase of a longer urban development process in and for a district. Climate-KIC supported this phase by co-funding and allowing access to a European partner and expertise network.

2.2 Overall stakeholder management strategy Moabit West, a historical district with a neighbourhood that is characterized by diverse multi-cultural inhabitants, a large number of daily commuters and many low-income groups. The stakeholder management process based on the networks and relations that were formed during the development of the strategic urban development program “Green Moabit” (2012 - 2014). It aimed at integrating and exchanging with citizens, commuters and other stakeholders based or involved in the district to ensure trust and to steer towards demand-based solutions. For the continuous information flow and a transparent process, various media and participation tools were designed and/or applied during the process. The digital tools are explained under chapter 2.4 and included collaborative online platforms, data catalogue services, interactive maps, integration game boards, etc. The events were also designed as tools to integrate stakeholders. This included all Dive Deep workshops, press conferences, publications, talks, presentations and conferences and are listed under chapter 1.4 (achievements) and in various reports attached.

2.3 Multi-level government management tool: SCNB From the management and government perspective, the management tool Smart Citizen Network Boar (SCNB) was the overall steering mechanism for all stakeholders involved. The SCNB was established as an innovative planning tool and one of the first operational outcomes of the SSD project in Moabit West. The first SCNB meeting took place in December 2015 and was followed by regular meetings in 2016 to monitor and steer the Deep Dive process and to exchange project knowledge. The task of the SCNB are summarised below:

• Ensuring innovation character of project • Screening of implementation budgets • Process management coordination • Dissemination of project knowledge • Mediation between conflicting interests


“The sustainable establishment of networks through workshops and the Smart Citizen Network Board (SCNB). Building on this work with new initiatives for the district (implementation projects) along the quadruple helix approach.” ⎯ Britta Havemann, Senate Department for Economics, Technology and Research


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2.4 Citizen dialogue tools: design seminar & interactive exhibition

The citizen dialogue tools were designed, developed and applied for two formats:

a. Interactive exhibition on May 23rd b. Citizen dialogue as part of design seminar: Citizen City Science (April 2016 - July 2016)

Besides the communication and outreach activities through online sites and interactive tools and social media, there was a direct communication and exchange with citizens and commuters from the district as well, to define demands and interests in various ways. For instance, a design seminar was taught by Nadine Kuhla von Bergmann, Holger Prang and Sebastian Meyer (cooperation partner from FH Potsdam). The seminar aimed at designing new applications, interaction strategies and collaborative platforms to enhance citizen engagement at district level. The outcomes were presented as part of the interactive exhibition and citizen dialogue event on a Saturday in May in Moabit’s cultural centre: ZK/U (Centre for Art and Urbanistic). During this event, citizen were invited to give their feedback towards the participation concepts designed by the students. The second part of the exhibition was organized as an interactive exhibition to discuss the defined opportunities of the SSD project. The digital table and District Data Atlas were used to engage with citizens on demands and challenges in the district. A video and documentation was produced to document statements, the atmosphere and the outcome of this event. For further information, please refer to the event documentation report in the Annex and the video produced and posted online under www.ssd-moabit.org.

F igure 7: Citizen participation project “Moabild” (by Hande Gur, Fritz Lammert, Martina Trapani & Hilde Roseboom)

Citizen City Science

MOABILD EVENT


“Stakeholder Engagement has been really important and worked very well. It helped us to define the key challenges and sharpen the profile of Moabit vis-a-vis the Senate. I was particularly impressed with the stakeholder management approach in terms of workshops and the Smart Citizen Network Board (SCNB). It involved all important actors with very different needs, planning horizons etc. and included commercial companies (Vattenfall), Private-Public-Partnerships (BWB), the Enterprise Network (Moll) as well as the Senate/District.” ⎯ Britta Havemann, Senate Department for Economics, Technology and Research


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2.5 Integrated project planning

F igure 8: SSD Process leading to integrated solutions and demonstrator projects

In order to develop robust and sustainable projects, the process of the Moabit Deep Dive was designed in phases with workshops as main milestones for exchange, as outlined above. The idea was to make sure that integration happens at different levels. Firstly, a very important component was to understand and pick up opportunities on the demand-side of the district. Therefore, the local development plan StEK Green Moabit served as a base document next to an already running stakeholder process that involved the utility companies and key stakeholders from the district. The kick-off meeting and the first workshop were used for a scoping out of potential domains and projects, in which SSD would get involved and for the creation of specialist teams around those. The integration of international partners from the C-KIC community brought additional expert knowledge into the teams. The Deep Dive workshops including the symposium at the end of the year were key moments of exchange between local stakeholders, clients, local team leaders, and international experts. This way, the Moabit Deep Dive derived from existing processes and defined opportunities based on different domains like water or energy. In a second stage, the opportunity thinking evolved into integrated projects by defining more clearly four integrated projects (See 4.0). These integrated projects are being deepened and evaluated further and will be rolled out in the transition phase in 2017 as demonstrator projects.


2.6 Application of digital tools

F igure 9: SSD Process leading to integrated solutions and demonstrator projects

One of the most difficult problems facing any smart city project is the collaboration and management with the goal to achieve integration between all parts of the project. Instead of a process that takes weeks and stacks of paper to obtain valuable feedback, TU Berlin is developing a stack of tools that make it simple for people to collaborate and design in groups in physical workshops and remote in the browser. The Data Atlas, a hub for viewing and exchanging data for geo data in 2D and 3D, and the Urban Gallery, a creative collaborative project and knowledge management platform that captures the dynamics of a geo spatial negotiation and iteration process beyond the classical data visualisations, are the tools to enable stakeholders to work together. On the back-end side the database and APIs are based on the Smart Districts Data Infrastructure.


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Digital tools need a lot of expert knowledge and years of experience to work with and benefit from them. Within the Deep Dive activity in Berlin, Moabit the TU Berlin, virtualcitySYSTEMS and the TU Munich developed and implemented a set of tools covering early stage Project Management, Urban 3D Visualisation and Geo Data Management needs for the involved SSD partners and local clients. These tools together build the functional backbone of the District Data Atlas and the Educational Toolkit (CHORA-BrainBox), products that can be rolled out to new SSD districts in a modular fashion and can connect to other existing data infrastructure like for example the SDDI or a Knowledge Database (Resource Box).

2.6.1 Project Management Tools

The 4 layers of the Urban-Gallery describe the main structure of the solutions developed for the district: Data, Technologies, Stakeholder and KPIs are organised and clustered according to the different use-cases. All involved stakeholders get access to the platform, can make use of the existing resources, update them, upload new ones and combine them to build up the project. Urban Gallery (1) The Urban Gallery is a knowledge management tool, which works as a navigation platform in order to move between domains of urban dynamics which can be used to develop and monitor co-evolving city scenarios. It is implemented as a crowdsourcing online platform and is constantly growing from the input of researchers, industry, government, NGO’s and citizens. The Urban Gallery is a real-time modelling, decision-making and management tool that enables different stakeholders to create, evaluate and modify scenarios of development for a particular area. The scenarios are created by direct interaction between the stakeholders and through their real-time manipulation of a digital database. It is a new approach to urban planning that can address the complexity and dynamic character of, for example, climate change mitigation. The climate change mitigation and energy efficiency are the most current focus areas where the Urban Gallery is being applied. The Urban Gallery is uniquely suited to provide a robust framework for handling ever-changing conditions in urban environments. This is achieved by means of choreography, coevolution, urban curation and cybernetics. The Urban Gallery is a methodology that enables us to look at specific territory, identify its elements, and understand problems and opportunities. Furthermore it enables us to create and manage planning scenarios. It is made out of four distinct layers through which it is possible to holistically understand and act within this territory. These layers are set to inclusively discuss and incorporate matters concerning spatial, economic, political and social issues in a sustainable manner. These layers are Database (DB), Prototypes (PT) Scenario Game (SG) and Action Plans (AP).


Figure 10: Screenshot Urban Gallery Moabit

Figure 11: Screenshot Urban Gallery Utrecht

Links Urban Gallery Utrecht: http://urban-gallery.net/utrecht/ Urban Gallery Moabit: http://urban-gallery.net/ssd-moabit/


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Integration Table & Interactive Environment (2) The BrainBox and its associated products and services are an interactive, participatory planning support tool and stakeholder management instrument for integrated urban planning and decision-making. It comprises a physical structure with four projection walls, an interactive table, scenario gaming tools (eg. playcards), as well as a database interacting with the other instruments in real-time. The BrainBox addresses a fundamental information gap in urban planning processes by offering a physical and interactive real-time space and platform to inform, negotiate, simulate and model different urban planning scenarios with stakeholders (inc. climate mitigation and adaptation measures). The Integration Table provides intuitive interaction between the users and the Urban Gallery database. It is the main interface, where users can manipulate, modify, refer to and shape digital information and prospective scenarios. Users can play a Scenario Game or explore the elements from the Urban Gallery (with all of the linked-in information like GIS, maps, imagery, etc.) in map explorer mode. In both mode users can use printed cards and hands (fingers) for interaction on the interactive table. When users interact on the Integration Table by the means of cards and drawings, more detailed multimedia information that is stored behind a card in the database is displayed on the screens surrounding the table. The Integration Table & Interactive Environment in connection to the Urban Gallery Database and SDDI becomes an interactive tool for dynamic urban planning and collaboration. The data collected from the city flows into the Urban Gallery and can be displayed dynamically in the interactive environment. This process is done through cards, which represent compressed forms of different data types. The interaction between Urban Gallery and Integration Table is made available through a set of props that enable the cards to act as a trigger mechanism for four screens and an interactive table. The information from the cards is displayed on the four screens. In the other direction, the Integration Table feeds back into the Urban Gallery through the interactive table, when Scenario Games are played on it. The Scenario Game mode is configured for 4 players and 1 curator. Players can play the scenario games with their cards and curator records the progress of the game with “Curator Companion”, a dedicated software to track and follow the game in progress. “Curator Companion” is an application, which runs on a tablet or laptop. It is a dashboard that is used to manage the cycles of the Scenario Game and allows mitigating, describing and developing individual cycles of the game. It allows curator’s notation within the Scenario Game process. Scenarios are stored and saved back in the Urban Gallery where it is visible in the online interface. Like this a scenario or solution idea can be further reviewed and developed after the physical workshop is finished. Drawings are stored in a geo compatible format so it can further be used by experts to execute analytics or other time consuming actions and prepare new knowledge for the next workshop. Before the next physical workshop all players upload new data and update elements in order to inform the partners before hand and to have all the relevant information at hand for the next meeting.


Figure 12: Use of the „Curator Companion“

Figure 13: Integration Table in use


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Figure 14: Interactive environment

Links Interactive Table Utrecht Version: https://www.youtube.com/watch?v=u30R5F8SDhc Interactive Table Screen Capture: https://vimeo.com/158503305 Educational Tool Kit (CHORA-BrainBox): https://vimeo.com/137976637


2.6.2 Participation Tools

With the aim to involve citizens into the concrete planning process of a new mobility strategy, ZTG and TUB created 2 websites based on the open-source tool Mark-a-Spot for public civic issue reporting, crowd mapping and citizen participation to harvest direct feedback from the commuters and residents of the district. Mark-a-Spot is a fully responsive mobile and desktop tool based on Drupal and free to download and use (open source). Mark-a-Spot comes with an included Open311 Server to receive issues and expose them as JSON and XML. Backend CRMs and municipal software can connect easily through this REST-API or open this API for third party apps that citizens can use to report problems. It uses built-in notifications by e-mail or built complex workflows to integrate various stakeholders. It configures the map's tile server operator via web front end. No programming skills are needed to switch from Google Maps to Mapbox or even ESRI ArcGis. It is possible to integrate this tool into existing GIS and Geocoding infrastructure.

Figure 15: Mark-a-Spot screenshot

Links Mark-a-Spot: https://www.markaspot.de/en Commuter Crowdmapping: https://ssd-moabit.org/gruener-pendeln/ Residents Crowdmapping: https://ssd-moabit.org/mobilitaet/

2.6.3 Urban 3D Visualisation Tools

A 3D Model of the district shows the state of the on-going planning process; reflect stakeholder and citizen engagement and the spatial consequences of the urban development plans. This tool can be used to communicate with partners and experts or with the citizen to inform and involve them.


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virtualcityMAP is a technology of virtualcitySYSTEMS that combines existing 2D web mapping applications, web services, and panorama services with 3D web mapping applications to create an innovative geoportal solution. The virtualcityMAP technology is suitable for being utilized in city marketing, real estate marketing, and the publication of 3D plans within the scope of civil participation processes or as an internal information solution. virtualcityMAP is a framework for implementing modern geoportals which combines 3D and 2D applications as well as further services. The open WebGL-based web globe Cesium is the base technology for the high-performance visualization of 3D data and enables the publication of extensive 3D city models, thanks to modern streaming technology. High-performance 3D visualization of

- Selection and query functionality - Integration of maps from WMS sources - Integration of points of interest (POI) - Integration of vector data as an overlay - Address search and thematic search

With virtualcityMAP, 3D city models can be published on the Internet or intranet via an easy-to-use interface. The application is called via a web browser and enables free navigation in a three-dimensional space, the integration of topic layers, and points of interest as well as address search and thematic queries.

Figure 16: VCS VDM

Link: http://www.virtualcitysystems.de/en/


Streetlight Moabit Demonstrator As part of the Climate-KIC funded projects 3DGPC and DeepDive Green Moabit a joint collaboration between virtualcitySYSTEMS GmbH, the European Institute For Energy Research (EIFER), Électricité de France SA (EDF), and the Chair for Sustainable Planning and Urban Design at the TU Berlin developed a demonstrator for a web-based energy simulation platform. The simulation scenarios are based on the discussion about the replacement of streetlamps (existing gas lamps vs LED lamps) in Berlin-Moabit. For these scenarios the demonstrator calculates energy related parameters (CO2 emissions & energy consumption) as well as operational costs in a user-defined area of interest. In addition, the demonstrator visualizes the different lamp types in a 3D city model. Thus, not only operational parameters but also the visual appearance may be considered for the replacement of street lamps. The platform integrates EDF‘s City Simulation Platform into the 3D Spatial-Data Infrastructure of virtualcitySYSTEMS. The latter includes the virtualcityDATABASE 3.0 with the virtualcityWFS 3.0 in order to enable web-based access to the streetlight data (CityGML). The visualization is done by the virtualcityMAP 3.0. The simulation calculates the CO2 emissions, the energy consumption, and the operational costs for the business-as-usual scenario (existing gas lamps) and the selected scenario with the chosen LED lamps in the defined area of interest. In addition, the different lamp types are visualized in the 3D city model of Berlin. It is planned to integrate more simulation scenarios in the future. The first results present potential energy savings and CO2 mitigations and thus support decision processes. The demonstrator was integrated into the BrainBox of the TU Berlin and presented at the Metropolitan Solutions 2016 in Berlin. The BrainBox is a Smart City Lab allowing to create scenarios and make decisions collaboratively. This allows the direct cross-impact assessment of local sustainability strategies and makes decisions jointly based on calculated energy parameters and the visual appearance of the lamp types in the cityscape. The Streetl ight Energy Simulator is accessible at http://hosting.virtualcitysystems.de/demos/moabit/.

Figure 17: Streetlight Energy Simulator


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2.6.4 District Data Atlas & Data Management Tools (3)

The District Data Atlas lists and visualizes all the 2D Geo Data used in the process of the project. It is open for involved stakeholders and experts to upload and share data with partners and experts. The access of the data can be customised, data can be made publicly available or access can be restricted to certain users.

- GeoNetwork Catalog Service (DDA) - Smart District Data Infrastructure (SDDI) - Geoserver - CityGML DB

The District Data Atlas is further described in Focus Themes 3.4.

Figure 18: The District Data Atlas is a developed by TUB in close cooperation with TUM and VCS


2.7 Key Performance Indicators adopted SSD is demand led and driven through the challenges presented by the districts. The opportunity leads look to make a co-ordinated and integrated response to these demands in the short life span of Deep Dive as well as the longer terms of the District. Although a process of continual development from districts to district, KPI development remains a key tool in mitigating project risks, maximizing benefits and evaluating potential and actual impact through co-development and learning. The adopted approach asked Opportunity Leads to set their own indicators with guidance from the key stakeholders as a method to avoid ticked boxes and target technically accurate, consciously selected ‘Smart’ District Indicators. In the short term to develop a framework for reporting and in the long term to establish specific, measurable, attainable, realistic (as well as relevant) and time-based sets relative to the scale, stage and scope of the interventions. Most importantly ones that the teams were happy to have an on-going responsibility for - at whatever level covered by the broad range, covering individual demonstrators to district wide boundaries.

Figure 19: Introduction to KPIs

The application of KPIs falls loosely into three categories: as explanatory tools, as pilot tools, and as performance assessment tools 8. The approach has gradually worked through each of these categories. The Moabit West team task steered but did not dictate indicator sets used in each of the opportunities based on experiences in other districts. A way to encourage specialists to drive and take ownership of their own targets in each domain on the one hand, whilst maintaining consistent cross checks through workshopping to prevent silos forming and to target integrated solutions with measured impacts across a number of domains. The aim being to increase the efficiencies under each domain, where the result is greater than the sum of the paths. In the early stages, as explanatory tools, opportunity leads were asked to formulate a basic set of indicators and understand the basis of these in terms of process, outcome and impact, or in more simple terms: short and long term impacts. These were developed via a use case approach to more technical indicators as might be used in pilot projects or demonstrators. This covered the cross cutting themes of the District Data Atlas as well as citizen engagement. Reference was made to indicator standards, the Green Moabit selection framework and the CityKeys9 framework (previously the SSD Eurbanlab partner resource) which was proposed as a reference point overall SSD indicators.

8 The application of urban sustainability indicators: A comparison between various practices Shen et al., 2011 9 http://www.citykeys-project.eu/citykeys/cities_and_regions/Performance-measurement-framework


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Table 1: Early KPI list, Water opportunity

Sustainable Water Management :

KPI Name Category Quantif ication Baseline Ambit ion

How to measure end 2016

Cross Reference to Green Moabit

City Keys Project Indicator suggested section

Social involvement

Decision making power

Number of participants, organizations and level of decision making power

No participation

Encourage participation in planning processes

Attendance in workshops

A. Implementation A.3 Benefits c) the extent of beneficial actors

5.4 Governance 5.4.1 Organisation 5.4.2 Co-creation 5.4.4 Multi-level governance

Social involvement

Public engagement

Number of participants from Moabit area

No participation

Encourage participation in planning processes

Attendance in workshops

A. Implementation A.1 broad impact c) the participatory potential

5.4 Governance 5.4.2 Co-creation 5.4.3 Community engagement

Increase of evaporation Climate mm/a Very low

evaporation

Increase evaporation of stormwater

Climate modelling, water balance

B. Technical Criteria B.4 Adaptation to Climate Change b) the active adaptation measures

5.2 Planet 5.2.2 Materials, water and land 5.2.5 Eco system (COMPULSORY INDICATOR ?)

Reduction of stormwater fee

Economic €/m2/year

Most surfaces are connected to the sewer

Decoupling of surfaces

Calculation on reduction based on pre design

B. Technical Criteria B.4 Adaptation to Climate Changea) the passive adaptation to extreme weather conditions

5.3 Prosperity 5.3.4 Economic performance 5.3.5 Innovation

Mit igation of temperature peaks

Climate °C Urban heat islands in summer

Improve micro climate

Climate modelling

B. Technical Criteria B.4 Adaptation to Climate Changea) the passive adaptation to extreme weather conditions

5.2 Planet 5.2.3 Climate resilience (COMPULSORY INDICATOR ?)

Table 2: Early KPI list, Energy Efficiency opportunity

Energy Eff ic iency Accelerator ( examples given tbc by opportunity lead)

KPI Name Category Quantif ication Baseline Ambit ion


Cross Ref to Green Moabit


e.g. Building Energy in use (Carbon footprint) ?

Climate (Progress KPI)

KWh/m2 UFA as exsiting ?

20% improvement 5 years ?

potential for direct improvements ?

B. Technical Criteria B.2 CO2 savings

5.1 People 5.1.6 Quality of housing and the built environment. 5.2 Planet 5.2.1 Energy &


mitigation (COMPULSORY INDICATOR ?)

e.g. landscape Energy in use (Carbon footprint) ?


KWh/m2 UFA as exsiting 20% improvement 5 years ?


B. Technical Criteria B.2 CO2 savings

5.1 People 5.1.6 Quality of housing and the built environment. 5.2 Planet 5.2.1 Energy & mitigation (COMPULSORY INDICATOR ?)

e.g. Company energy and resource use in operation (Carbon footprint) ?


tons CO2 yr as exsiting 20% improvement 5 years ?


B. Technical Criteria B.2 CO2 savings B.3 Resource Efficiency


e.g. Company energy, resource use and carbon awareness ?


interviews ? no knowledge or action

increased knowledge/ acton

Intevriews ?



Table 3: Early KPI list, Mobility opportunity

Low Carbon Mobil i ty

KPI Name Category Quantif ication

Baseline Ambit ion


Cross Ref to Green Moabit


Emission Balance (GHG and local pollution)


PM 2.5; PM 10 (g, t)

Different Scenarios (Current Situation, BAU, Future Scenarios with different scopes)

Integration into District Data Atlas

Availability in the Data Atlas

B. Technical Criteria B.1 habitat improvement a) the PMV Wert88

5.2 Planet 5.2.4 Pollution & waste (COMPULSORY INDICATOR ?)


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3D Traffic noise balance

Environmental (Progress KPI)

dB

Different Scenarios (Current Situation, BAU, Future Scenarios with different scopes)

Online publication of results via selected dissemination channels

Published results

B. Technical Criteria B.1 habitat improvement b) the noise reduction

5.2 Planet 5.2.4 Pollution & waste (COMPULSORY INDICATOR ?)

Hotspot problem ranking for cycling, walking, public transport, commercial transport

Progress KPI Number of Maps n.a.

Online publication of four thematic hotspot maps illustrating the analysis results

Published results

B. Technical Criteria B.1 habitat improvement d) the mobility

5.1 People 5.1.3 Access to (other) services. 5.3 Prosperity 5.3.6 Attractiveness & competitiveness

Implemented Crowdsourcing Platform

Progress KPI Number of contributions

n.a.

Implementation and successful appliance of the crowd sourcing platform as part of the co-creation process: more than 100 contributors

Available platform and number of contributions


5.1 People 5.1.5 Diversity and social cohesion

Modal Shift Social, Environmental

% e.g. StEK data (SrV 2008)

Modal shift to walking, biking and PT use (progress KPI)

Not possible, long term impact, after measure implementation

B. Technical Criteria B.1 habitat improvement d) the mobility

5.1 People 5.1.3 Access to (other) services. 5.3 Prosperity 5.3.6 Attractiveness & competitiveness

CO2 emission reduction

Climate, Environmental

% StEK Moabit (2014)

Reduction of CO2 emission by 17%

Not possible, long term impact, after measure implementation

B. Technical Criteria B.1 habitat improvement c) the substitution of fossil energy sources

5.2 Planet 5.2.1 Energy & mitigation (COMPULSORY INDICATOR ?)

Noise reduction

Environmental %

Project's 3D noise balance (Current Situation Scenario, depends on the input data)

Depends on the measure, evaluation the noise reduction potential of each measure is part of the project

Not possible, Long-term, after measure implementation

B. Technical Criteria B.1 habitat improvement b) the noise reduction

5.2 Planet 5.2.4 Pollution & waste


Evaluation and transferability of transport solutions

Progress KPI Report n.a. n.a. Implemented Event

A. Implementation A.1 broad impacta) the regional value added potential

5.5 Propagation 5.5.1 Replicability & scalability

PossibleLong-termKPI’s,notappliedintheproject,butpotentialKPI’stoassessadditionallong-termeffectsoftheproposedmeasures

Attractiveness of the district

Social

Depends on the indicator system

Current situation n.a. Not possible,

long-term

B. Technical Criteria B.1 habitat improvement c) the greening

5.2 Planet 5.2.5 Ecosystem

Health benefits Social

Depends on the indicators system

Current situation n.a. Not possible,

long-term

B. Technical Criteria B.1 habitat improvement c) the greening

5.1 People 5.1.1 Health 5.2 Planet 5.2.5 Ecosystem

In the case of Moabit West the KPI discussions rested with the inherent differences of the short term; that can be reported on during the lifetime of the project and longer term KPIs that measure impact. The latter being inevitably estimated by models produced by the specialists in the short term period of the projects. In some cases the difference sets were clearly defined, highlighted and reviewed, in other cases the focus was primarily on modelled impact indicators. The cross comparisons and sharing between opportunities via workshops has helped prevent silos from forming within the project and cross-references can clearly be seen in the reporting. However, at this reporting stage, each opportunity has inevitably reported on their own indicator sets in dependently based on demonstrators. In the workshop of the project these clear impact figures (often as percentage improvements) were described by domains but combined by demonstrator project. The potential of each project to decrease cost and increase impact benefits across domains via the increased efficiency of integrated solutions will need to be part of the selection process for the demonstrators. This aspect of Integration remains central SSD approach when working with the district, in terms of expertise, products and solutions, where Factor 4 thinking and replicability remain the focus.

FACTOR 4 “…fourfold increase in ‘resource productivity’, brought about by simultaneously doubling wealth and halving resource consumption” (Lovins & Weizsacker, 1997 10)

Cost reporting is part of this, though it remains tied to complex issues beyond capital costs to operational and whole life costs, thus risking maintaining the status quo ( itself often representing a higher risk). The existing mandatory SSD reporting procedures, task and responsibility allocation under each opportunity often do not tell the full story, which is covered in the individual reports. Continued development of this understanding can lead to greater assurance for project investors, in cases of Climate KIC, District stakeholders, supply partners or other funding bodies.

10 Factor four: doubling wealth–halving resource use by E. Von Weizsäcker, A. B. Lovins and L. H. Lovins, 1997.


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As the project moves in to 2017 and beyond, three elements seem key. The first overarching aspect being the transition of ownership of the projects from the district leads to the opportunity leads or specialist partners. The second being the detailed understanding of cost and benefits not only at risk for carrying out any works but also for not carrying out the works. Finally, related to this is the shift in project focus from planning to implementation. Where the performance assumptions from models need to become the basis for procurement of the services and products used. In all cases this is why it has been crucial to let the specialists develop indicators that they are most familiar and comfortable with as this is the point at which they need to own responsibility for those indicators as consultants. The transition to real projects is where these in effect need to become performance specifications directly related to cost arrangements for establishing these integrated solutions. This is often easier said that done as this mean co-ownership of interrelated performance specifications where one area of performance is inherently reliant on another. As the work on the development of these ‘Integrated Solutions’ continues and develops into demonstrators, the projects will move into the final category in the use of indicator systems as performance assessment tools. This is where the ‘smartness’ of these district projects will really be tested. How well will the modelled indicators stack up to the performance and how easily can this performance be assed and tracked through real time data flows? Furthermore are these data flows measuring actual impacts seen across all domains at once? How comparable can this become for replicated projects in the city and across Europe? Finally, it is worth a short note that having drilled right into the detail of the performance expectations of the projects being developed it would be useful to again pull back to the overview. In 2016 the UN Sustainable Development Goals were issued and are likely to become an increasingly familiar set of international targets. An exercise in seeing how these targets can encompass small interventions that have the power of replication could give a useful display of SSD in its wider context. Table 4: Finalised opportunity KPIs

Mobility Short Term objectives Type Corresponding Details

Traffic system problem analysis (Hotspot Ranking)

Process Online publication (dissemination) of four thematic hotspot maps illustrating the analysis results of the problem fields cycling, walking, public transport, commercial transport.

Traffic related GHG and local pollution balance

Process Emission balances are integrated in District Data Atlas.

Traffic noise balance Process Online publication (dissemination) of the 3D noise emission calculation

Crowdsourcing; Process Implementation and successful appliance of the crowd sourcing platform as a part of the co-creation process: 100 contributions

Demonstrator implementation plans for the solution approaches e.g. for autonomous demand responsive transport service

Process One demonstrator within implementation phase Two other demonstrators in planning phase (the implementation of a e.g. public transport service requires a longer period


with shared electrical vehicles

Long Term objectives Suggested corresponding KPIs:

Strategy for reducing traffic emissions

Impact Climate Reduction of CO2 emissions by 17%.

Implementation of transport solutions Output Modal shift to walking, biking and PT use (slow modes)


Output One event about transfer of solutions in other neighborhoods of Berlin (e.g. Mierendorffinsel)

Attractiveness of the district (very long)

Impact Social Improve the efficiency of transport system, increase accessibility

Health benefits (very long)

Impact Social Improve psychological wellbeing

Energy Efficiency

Annual final energy consumption of buildings

Process With a total building area of 710.000 square meter, of which 65% is commercial, the primary energy consumption is estimated on: · Electricity use 96.679 MWh / year · Heat consumption 137.767 MWh/ year

Annual calculated energy performance of buildings

Process Based on the annual final energy consumption of buildings within the district mentioned above the calculated energy performance of buildings on average are the following: · Electricity use 136 kWh/m2a · Heat consumption 194 kWh/m2a

Renewable energy production within district

Process not tracked

CO2 emissions Process

CO2 emissions: The CO2 emission related to the energy consumption in buildings is estimated at ca. 86.000 tons per year.2 About 82% of the CO2 emission is related to primary energy use of commercial and industrial processes within the district. About 67% of the CO2 emission in the district caused by the consumption of electricity of which 62% (53.000 tons) is related to commercial electricity consumption.

EE potential case studies Process We show that 82% of the CO2 emissions of the district are due to commercial

activity.

Stakeholder analysis of companies on EE

Process stakeholders’ environment analysis is based on the three case studies and the questionnaire survey.

Water

Climate; Mitigation of temperature peaks

Impact Climate

Two designs regarding a more climate resilient district were developed with the AST-Tool. The designs support a selection of green, blue and grey adaptation measures that are suitable for the specific local topography, climate and urban layout. design a mitigation of urban heat by 0.2°C was calculated. The heat reduction was targeted with 0.5°C.

Climate; Increase of evaporation

Impact Climate

Goal for the tree pit is to improve the urban climate. The rainwater will not be discharged immediately therefor the water is longer available for evaporation through the tree. Compared to a normal road tree the evaporation maximum increases up to 30 %.

Reduction of storm water fee

Impact Economic

Goal for the tree pit is to improve the urban climate. The rainwater will not be discharged immediately therefor the water is longer available for evaporation through the tree. This results in a reduction of storm water fee per year by 450 € (1.8 €/m2/a x 250 m2).


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Impact Economic

The swale infiltration appears to be the best and most simple method for drainage of rainwater to achieve these goals. The reduction of storm water fee is 1996 € (1.8 €/m2/a x 1109 m2).


Impact Economic

The trench elements are made of plastic with a storage capacity of 95 %. The trench drains the rain water into the groundwater. Optional the trench can be used as storage for rain water but for that the trench has to be waterproof. This results in a reduction of storm water fee by 22210 € (1.8 €/m2/a x 12339 m2).


“We want the KFW Manager (Energy Manager) to continue this work. SSD has provided the foundations with a portfolio of implementation projects.” ⎯ Hartmut Schönknecht, Bezirksamt Mitte


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Focus themes Opportunities & workstreams

3 Opportunities


Opportunity 1 Sustainable Water Management

3.1 Sustainable Water Management Authors Prof. Dr.-Ing. Heiko Sieker (IPS) M.Sc. Livius Hausner (IPS) Dr. ir. Frans van de Ven (Deltares) Dr. Reinder Brolsma (Deltares) M.Sc. Peter Bosch (TNO)


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3.1.1 Introduction

Against the background of numerous challenges, e.g. population growth, increased demands on quality of life and numerous problems with respect to water pollution, the sustainable development of cities and metropolises is now one of the most important tasks in social, economic and ecological terms. One major challenge is to reduce environmental impacts through infrastructure adjustments, while optimally using urban resources for the management of urban areas. Sustainable water management in Moabit offers the opportunity to reduce existing problems such as flooding during heavy rain, formation of urban heat islands, high surface sealing and overloaded combined sewers. It will also improve the quality of life for residents for example by extending green areas. The conventional urban drainage system cannot cope with the future challenges. These include among other things, climate change (increase in the frequency and intensity of rainfall events), increased environmental requirements (improvement of water quality of the river Spree) and an increase in the population (higher wastewater supply). The concept for sustainable water management is aimed as a holistic approach to the management of rainwater, which includes the collection and use of rainwater and the decentralized management through infiltration and retention / evaporation.

3.1.2 Study Area

The study area of the Smart Sustainable District Moabit West project has an area of about 1.5 km². The area is typical for the inner city area of Berlin with a mix of industry buildings, residential buildings and public buildings. It is characterized by high sealing, little green areas, high utilization pressure of the areas, heat stress in the summer and combined sewer overflows through heavy rain events. The district Moabit West was chosen as an example for “Smart Sustainable District” because of its extensive range of measures from the district development concept (STEK) Green Moabit (2014) and due to the operating networks consisting of civic and entrepreneurial initiatives.

Figure 20: Study Area Moabit West, Source: Umweltatlas Berlin 2016


3.1.3 Executive summary

3.1.3.1 Description of starting point, processes kicked-off & driven as opportunity or workstream lead

This section provides an overview of the key processes that characterize the decision and the working process of the opportunity smart sustainable water management. Figure 21 displays the SSD decision processes and connections of stakeholders, implementation partners and the working group to define goals which lead to project development and potential integration in the district of Berlin Moabit West. The idea of sustainable water management in Moabit West kicked off earlier than the SSD Moabit West project. The process started with the urban development concept “Green Moabit”. As from 2013, a group of urban planners, specialists in administration, communication and particularly also in the areas of cycle management, energy, water and transport, developed the district development concept called “StEK” (Stadtteilentwicklungskonzept). For the first time, the potential of sustainable climate protection and adaptation to climate change was investigated in a district with commercial and industrial impression. The concept looked at the entire urban space Moabit West. The project was executed in close cooperation with local players, landowners, local residents and with the involvement of the administrative authorities of the district as well as the state of Berlin. For the topics energy, water, waste, mobility, education and social life situation analyses were carried out. Furthermore the resulting potentials for climate protection and climate adaptation were investigated and concrete measures and steps for their implementation were demonstrated. In 2015 a concept for sustainable water management in Moabit West was developed by IPS and Nolde & Partner as the follow-up project to the “StEK” project. The concept for sustainable water management aimed at a holistic approach for management of rainwater, which included the collection and use of rainwater and the decentralized management through infiltration and retention, the evaporation. In order to use the rainwater for various purposes it should be systematically collected in the investigated area. During the study several possible sites for sustainable water management were identified. With this information the opportunity lead had good background knowledge about the project area, stakeholders, landowners and local disadvantages/problems. The process of SSD Moabit kicked off with a meeting at the TU Berlin on April 4th 2016. The content of the meeting was the project structure and the order of events for the next months. A first step was to write a work- and budget plan for the opportunity sustainable water management with our international partners from the Dutch companies TNO and Deltares. We had several Skype meetings to talk about possible work packages and tasks with possible short-term deliverables (end of 2016) and potential long-term outcomes (2017-2018). We suggested creating use cases by categories: private business, public buildings and public spaces & infrastructure. For us it was important to work closely with the administrators of the district as well as the city of Berlin to get support for our work and plans. The different members of our community contributed different parts to create a holistic approach for sustainable water management in Moabit West. It was a very good collaboration between our companies so that we could coordinate the labour division successfully. The first milestone was the 1st Deep Dive workshop on June 21st 2016. The idea for the morning session was to form a theme-specific workshop group with SSD experts as well as relevant local partners to develop the different subprojects. The focus of the workshop was to discuss the different topics such as Key Performance Indicators (KPI), workflow and work plan (scoping and boundaries). The result of the 1st Deep Dive workshop was a distribution of the different tasks. The community wanted to follow two approaches in the project framework a “top down” and “bottom up” approach. IPS followed the “bottom up” approach to define different use cases for the district. The reason for this was the very short time frame for the project and in addition to this we already had all the necessary contacts as mentioned above. TNO developed the idea to do a


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collection of best practice cases from the Netherlands for sustainable water management. For example: streets (design and methods), roofs (design and methods), cooling in different ways, storage and usage of storm water. The catalogue can be used for demonstration and to convince people from the administrators of the district. Deltares wanted to follow the “top down” approach to create two design scenarios at the second Deep Dive workshop with local stakeholders. The 1st Deep Dive also allowed getting to know the international partners and to deepen the project discussion. It was noted that the Berliner Wasserbetriebe are the largest local stakeholder in the water sector in Berlin and therefore it is important to have them as an implementation partner in the project. So, the Berliner Wasserbetriebe got a subcontract in the project for their own local support. The specification of the project development was for the public area. The use case development has been implemented in close cooperation with the administrators of the district and specific planners. The general preparation for some projects was given from other projects but the projects had to be clarified and elaborated in detail. Some projects were developed completely new. The second milestone was the 2nd Deep Dive workshop on the 14th of September 2016. Here Deltares held their design workshop. The goal of the workshop was to implement sustainable water management systems on private properties, in the area of public buildings and in public spaces. The aim was to reduce existing problems such as flooding during heavy rain, formation of urban heat islands, high surface sealing and overloaded combined sewers. TNO gave a presentation about best practice cases from the Netherlands to show possibilities regarding sustainable water management in another country. The result of the session was a map with adaptation measures regarding climate resilience and sustainable water management. The IPS developed integrated solutions together with the TU Berlin and the different opportunities. The data basis was the different designs on district level (climate resilience, sustainable water management) on the one hand and the detailed use cases (sustainable water management) on the other hand. The various use cases will be pursued in 2017.


Figure 21: Flow chart Sustainable Water Management “We now have an implementation plan for sustainable water management within the district. We really want to pilot these projects as demonstrators in the district.” ⎯ Regina Gnierß, BWB (Research & Development)


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3.1.4 Results of the project

3.1.4.1 Deliverables achieved

Benchlearning international best practices Brief description of the deliverable:

A Brochure describing best practice cases was created. Best cases were selected that mirror the case situations in Moabit: large roofs on office/industrial buildings in fully paved plots, small playgrounds (Siemens AG, Classic Remise); roofs linked with infiltration in green area (Heinrich-von-Stephan Gemeinschaftsschule), urban public spaces in general. Brochure describing best practice cases.

Activity the deliverable results from:

As an input in the 2nd deep dive workshop a collection of best practice cases was compiled that acted as an inspiration for the design process and further reference for the follow-up.

Date of the deliverable being completed:

09/2016

Final report chapter: Chapter Error! Reference source not found. Planning adaptation measures in the public and private urban environment of Moabit Brief description of the deliverable:

Two alternative designs for retrofitting adaptation measures in the area including a first, indicative estimation of their hydrological and heat stress reduction effectiveness, co-benefits and costs were created with help of the Adaptation Support Tool.


A design workshop was organized for the collaborative planning activity at the 2nd deep dive workshop. With help of the Adaptation Support Tool and participants two different designs were created.


11/2016

Final report chapter: Chapter 3.1.5 plus GIS Data for the district data atals Develop value cases with focus on "Niederschlagswassergebühr" Brief description of the deliverable:

Value cases were elaborated for typical situations in the district: private business sites, public buildings and public spaces & infrastructure. The main focus was on public spaces & infrastructure. Benefits and co-benefits for the value cases were quantitatively expressed.


The value cases were a result from the 1st deep dive workshop and from the Green Moabit project.


09/2016

Final report chapter: Chapter 3.1.5.2 Develop business models for selected sites and use cases Brief description of the deliverable:

The sites with private ownership or predominantly private ownership need detailed financial information in order to get support for implementation. In this task we elaborated business models for the selected sites and the selected solutions.


The business models resulted from the elaborated value cases for Moabit West.


11/2016


Final report chapter: Chapter 3.1.6

3.1.4.2 Evaluation of KPI's defined in workplan

Impact KPI – Climate KPI: Mitigation of temperature peaks Future product /service implementation/ design result

Two designs regarding a more climate resilient district were developed with the AST-Tool. The designs support a selection of green, blue and grey adaptation measures that are suitable for the specific local topography, climate and urban layout.

Creator Deltares Expected annual value creation The reduction of urban heat is calculated for the whole

district. With the different measures which were used to create the design a mitigation of urban heat by 0.2°C was calculated. The heat reduction was targeted with 0.5°C. The goal has not been reached, which is largely due to the fact that more measures at ground level should have been implemented.

Added value - Improvement of micro climate - Reduction of the heat island effect

- Background

During the 2nd Deep Dive workshop the Adaptation Support Tool was used. This tool is part of the Adaptation Support Toolbox (AST), a planning toolbox for co-creating a climate resilient and ecologically sustainable urban environment. The AST was developed as part of Climate-KIC’s Blue Green Dream project. With local stakeholders a design for creating a more climate resilient Moabit was created. Therefore, ambitions for reducing storm water storage, decreasing flood recurrence and sewer overflow frequency were set during the workshop.


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Impact KPI – Climate KPI: Increase of evaporation Future product /service implementation/ design result

The Tree pit is a combination of green area, storm water management area and tree. Goal for the tree pit is to improve the urban climate. The rainwater will not be discharged immediately therefor the water is longer available for evaporation through the tree.

Creator IPS Expected annual value creation Because of the added storage volume for the rainwater

the tree in the tree pit has more water for evaporation especially in summer. Compared to a normal road tree the evaporation maximum increases up to 30 %.

Added value - Reduced drinking water consumption for irrigation compared to a normal road tree

- Reduction of the heat island effect due to increased evaporation

- treatment of road drainage - long service life around 30 years - sizing for 5 year return period à results in an

extra storage volume

- Background

Outcome of today's traffic planning should be to restore the original quality of the road space, as a location for abidance and lingering. These functions have been lost in the course of time in favour of functionality. An appreciation of the road space can lead to the appreciation of the whole district. It makes living for people on more frequented streets more attractive. With respect to the urban areas, green spaces and areas for surficial water retention are of great importance.


Impact KPI – Economic KPI: Reduction of storm water fee Future product /service implementation/ design result

The Tree pit is a combination of green area, storm water management area and tree. Goal for the tree pit is to improve the urban climate. The rainwater will not be discharged immediately therefor the water is longer available for evaporation through the tree.

Creator IPS Expected annual value creation The required retention volume for the rainwater is

divided between the aboveground and the pore volume of the soil. Using the example of a minimum size of a tree pit with a floor area of 12.5 m² and a 2 m thick layer of soil, the net storage volume is approximately 6.5 m³ and enables the connection of approximately 250 m² of connected surface. This results in a reduction of storm water fee per year by 450 € (1.8 €/m²/a x 250 m²).

Added value - Reduced drinking water consumption for irrigation compared to a normal road tree

- Reduction of the heat island effect due to increased evaporation

- treatment of road drainage - long service life around 30 years - sizing for 5 year return period à results in an

extra storage volume

- Background

Outcome of today's traffic planning should be to restore the original quality of the road space, as a location for abidance and linger. These functions have been lost in the course of time in favour of functionality. An appreciation of the road space can lead to the appreciation of the whole district. It makes living for people on more frequented streets more attractive. With respect to the urban areas, green spaces and areas for surficial water retention are of great importance.


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Impact KPI – Economic KPI: Reduction of storm water fee Future product /service implementation/ design result

An above-ground-and thus visible variant of storm water management should be preferred at the site of the school. The swale infiltration appears to be the best and most simple method for drainage of rainwater to achieve these goals.

Creator IPS Expected annual value creation After consideration and evaluation of the local

conditions a swale infiltration for infiltration of rainwater draining into the courtyard from the roofs would fit well. The roof surfaces have an area of 1109 m². For the size of the swale 15% of the connected sealed surface (1109 m²) is estimated. This results in a swale area of 166 m². The reduction of storm water fee is 1996 € (1.8 €/m²/a x 1109 m²).

Added value - ecological and sustainable management of rainwater

- visualization and perceptibility of the resource water at an education location

- Background

On school sites values should be based on the visualization of the theme water. For this purpose there are already several examples also in Berlin. An above-ground-and thus visible variant of storm water management should be preferred at the site of the school. In this context, a variant of decentralized storm water management is preferred which from a technical perspective does not cause high investment costs and has in any case low costs of ownership.


Impact KPI – Economic KPI: Reduction of stormwater fee Future product /service implementation/ design result

The rainwater from the roofs of the Classic Remise can be drained away in a trench. The trench elements are made of plastic with a storage capacity of 95 %. The trench drains the rainwater into the groundwater. Optionally, the trench can be used as storage for rainwater, yet for this the trench has to be waterproof.

Creator IPS Expected annual value creation To drain the complete precipitation water a trench,

according to DWA-A 138, was calculated. It has a storage capacity of 460 m³, which equals 95%. Since the derivative took place, a trench is essential for the infiltration and in addition to this the trench can also be used simultaneously as storage. This results in a reduction of stormwater fee by 22210 € (1.8 €/m²/a x 12339 m²).

Added value - roof cooling improves the local city climate through evaporation

- the stored rainwater in the trench can be used for irrigation, cooling, etc. which in turn reduces energy use and improves the CO2 reduction

- Background

A conversation with the manager of the Classic Remise in the Green Moabit project (2014) revealed that backflow events are a problem for the Classic Remise. In a value case the Classic Remise can be disconnected from the mixed water sewer system in order to avoid backed up water.


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3.1.4.3 List of climate-KIC & local partners collaborated with

Table 5: List of partners in the SSD project

Company or institution name Type of partner Relation Deltares climate-KIC partner Project partner TNO climate-KIC partner Project partner TU Berlin, chair for Sustainable Urban Planning and Urban Design climate-KIC partner Project partner

Berliner Wasserbetriebe local partner Business partner Ingenieurbüro Heene local partner Contact Tree Drain project Ingenieurbüro Döring local partner Contact Tree Drain project District Mitte, Faculty of urban planning local partner Partner for sustainable water

management projects Albert CRAISS GmbH & Co. KG local partner Contact for possible new project Classic Remise Berlin local partner Contact Classic Remise project

Nolde & Partner local partner Partner for sustainable water management projects

3.1.4.4 List of business partners attracted

For the proposed projects, as well as for the envisioned project ideas in 2017, it is important to have the Berliner Wasserbetriebe as a business partner since they are responsible for the water supply and the wastewater disposal in Berlin. IPS talked to TU Berlin about a subcontract for the Berliner Wasserbetriebe to confirm their commitment towards the project. IPS also wrote a recommendation for an implementation partner who is partly mentioned below. The full recommendation for implementation can be found in the appendix in chapter 0. The subcontract with the Berliner Wasserbetriebe and TU Berlin was signed in November 2016. Contract details and the contract as such can’t be published due to it falling under secrecy. „Empfehlung eines Implementationspartners: Die Berliner Wasserbetriebe (BWB) sind das größte städtische Wasserversorgungsunternehmen in Deutschland. Sie sind für die Wasserversorgung und die Abwasserentsorgung für Berlin und Teile Brandenburgs verantwortlich. Das Ziel der Berliner Wasserbetriebe ist: „Wasser so effizient wie möglich für die Menschen nutzbar zu machen und dessen Qualität verantwortungsbewusst, engagiert und mit modernster Technik nachhaltig zu sichern…“. Neben den BWB gibt es keinen anderen Wasserversorger bzw. Abwasserentsorger. Die Berliner Wasserbetriebe sind der größte lokale Stakeholder im Bereich Wasser. Sie sind der einzige Partner, welcher die Projektanforderungen wie z.B.: Zuständigkeit für Abwasserentsorgung in Berlin, Zuständigkeit für die Regenentwässerung im öffentlichen Straßenraum, Betreiber des Kanalnetzes und Informationen bzgl. der Entwässerung im Modellgebiet leisten können. Mit den Berliner Wasserbetrieben im Projekt „Smart Sustainable District Moabit“ zusammenzuarbeiten hat den großen Vorteil, dass potenzielle Projekte bzgl. der nachhaltigen Entwässerung direkt besprochen und gemeinsam nach möglichen Lösungsansätzen gesucht werden kann. Weiterhin können aufgrund der Gebietskenntnis Standorte ausfindig gemacht werden, die sich als Pilotstandorte für mögliche SUDS eignen.“


3.1.4.5 Description & evaluation of output reached

3.1.4.5.1 Planning adaptation measures in the public and private urban environment of Moabit

The workshops resulted in two example designs to create a more climate resilient Moabit, based on green-infrastructural measures. These designs show what kind of measures at what locations are expected to be effective and also some of the barriers which to overcome. These designs are not expected to be implemented next year but show what can be achieved in the long run by combining multiple local measures. It has to be noted that the outcome of this planning activity is not yet supported by the local stakeholders. For the support of the design from all stakeholders this plan has to be discussed with the most relevant local stakeholders. However we believe that a new workshop where all relevant stakeholders are present will be more effective, due to the power of co-creation. During the workshop it came up that especially infiltration measures are perceived as too complex to implement. Grass and trees that allow infiltration are granted to be implemented without a permit, however a measure like tree pit bio-retention seems hard to realize because groundwater will be influenced and permits are required. Local treatment of stormwater runoff by blue-green adaptation measures could provide a solution to the pollution risk posed by road runoff. Environmental permitting so far puts a stop to such solutions that are nowadays widely applied abroad. As most green infrastructural solutions involve infiltration and groundwater recharge, a combined workshop is suggested including both planners and the legislative authority to jointly explore the potential of these solutions and to investigate options to overcome the perceived barriers.

3.1.4.5.2 Value Cases The surface drainage of rainwater in combination with the existing drainage infrastructure is associated with a number of problems, which will be further intensified by climate change processes and their consequences. The unilateral effort to achieve high drainage efficiency, which prevailed until the end of the millennium still leads to high peak flows during rain events. This leads to overloaded sewer systems and sewage treatment plants and high water pollution as a result of overflows. Raw sewage coming from outlets from the mixed as well as the separation systems are among the most important sources of pollution for urban waters. In order to reduce runoff from the mixed and separation sewer systems and thus also the pollution sources, the use of systems for stormwater management are indispensable. The planning requirements in Moabit are characterized by the fact that the planning has to be done in the existing space. The private and public areas are strongly sealed. Investment must pay for the investor within a few years. Data on the economics and ecology of existing Berlin projects regarding decentralized stormwater management would be helpful for projects in Moabit. This should be done where investments are made for public and publicly funded projects to motivate imitators and to learn from their mistakes. The valued cases, which are presented in the SSD project, should fulfill the role of pilot projects. The problems facing a timely implementation of the projects are as followed:

- The return of investment for companies should not exeed 3 years. This goal is difficult to implement for pilot projects with monitoring.

- For the public sector the time frame for the return of investment should be approximately 9 years. The tight resources have to be available in the household fund and the long-term operation must be secured, which is hard to ensure because of a low number of staff.


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Value Case Classic Remise The value case for the Classic Remise shows a coupled project. With the trench, the roof of the Classic Remise will be disconnected from the sewer system. Through the complete disconnection of the rainwater, the existing sewage system is relieved. The added value of the disconnection alone is huge. If many of these installations are implemented, the canal and retention basin may not have to be renovated. In addition, the hydraulic load on the sewage treatment plant is reduced and thus the cleaning result is improved. The amount of untreated mixed water, which is discharged into the Spree during heavy rain, is reduced. The roof cooling adds more value to the project: cooling through evaporation decreases the temperature of rooms under the roof. The use of air conditioning is not necessary and through that energy is saved. Value Case Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule To visibly guide rainwater over the schoolyard and then percolate it to the students is a technical task with high design requirements. In the event of rain, the paths of the water should be seen by the students, while at the same time a permanent, low-maintenance operation of all necessary drainage systems must be ensured. Precisely operating points such as transitions from the downpipe to the paving channel, the run-out into a percolation pit or also downpipes themselves can be put into the scene with some creativity. The schoolyard as a play, learning and natural experience space would gain importance in the future through day-to-day operations. This can be taken into account while planning. The design example for the Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule shows clearly how the added value for the schoolyard can look, in a concrete example. With this new infrastructure for rainwater in schoolyards, new impulses for the pedagogical work arise. At the same time, the relationship between the students and their school is strengthened. Value Case Tree Drain Sickingenstraße The decentralized management of rainwater for roads still plays a subordinate role in Berlin due to the fact that IPS pursues the Tree Drain project the most. Tree pits could be the blue print for road drainage in Moabit West and in other high sealed districts in Berlin. The Berliner Wasserbetriebe (BWB) are very interested in the SSD project. As an added value the BWB showed commitment as a business partner and supported our idea of disconnecting the sealed road area from the sewer system. With them as business partners an implementation should be possible. The dimensioning, the use, and the operation of tree pits will be a refenence point for future utilisation. Tree pits and their capability to significantly increase the drainage quality will be tested directly in street areas. A result of the SSD project and the value case developments, city authorities play a key role in creating smart and sustainable projects. They are also important to attract industry players to develop ideas for potential projects, and to act as partners. It is important to build city initiatives where authorities and their partners consider how new technologies can be applied to support the city/district projects. The SSD project Moabit took a first step in this direction.


3.1.4.6 Matching funding strategies

Although decentralized rainwater measured at the Berlin site can be amortized in some projects, in some cases in less than 5 years (simple rainwater management with swales) or less than 15 years (rainwater use), they are comparatively rare. New technical paths, such as the evaporation of rainwater on roofs or the drainage of rainwater in tree pits, will not be realized at the present time. Without investments or financial support the product development cannot be continued. Bundesministerium für Wirtschaft und Energie, Zentrales Innovationsprogramm Mittelstand – ZIM: The ZIM is a nationwide, technology- and industry-oriented support program for medium-sized companies, and with the cooperation of such, also research-oriented facilities. The aim of ZIM is to sustainably support the innovative power and competitiveness of companies, including craft and entrepreneurial freelance professions, thereby contributing to their growth in connection with the creation and safeguarding of jobs. These project types will be supported:

- Individual projects - Cooperative projects - Cooperation networks and their R & D projects

Forschungsinitiative Zukunft Bau: The aim of the research initiative "Forschungsinitiative Zukunft Bau" by the Federal Ministry for the Environment, Nature Conservation, Construction and Nuclear Safety (BMUB) is to strengthen the competitiveness of German construction in the European internal market and to eliminate existing deficits, particularly in the area of technical, construction and organizational innovations. In the research initiative, research projects on the following subject areas are promoted:

- Energy efficiency and renewable energy in buildings and neighborhoods - Modernization of the building stock - Sustainable construction, construction quality - Demographic change - New materials and techniques - Improvement of construction and planning processes

KfW-Förderprogramme: Support programs are:

- Age-appropriate conversion - Energetic urban restructuring - CO2 building restructuring

Furthermore, the district of Moabit will get a KfW-Manager in the beginning of Februrary/March 2017. The manager will have a budget for innovative projects in the district. Plant operation: Contracting / PPP / operator contracts: The Berlin district has gathered different experiences regard contracting, public-private partnership (PPP) models as well as operating and maintenance contracts, which would have to be discussed and evaluated in advance with regard to the desired project realization. It is also known that the Berliner Wasserbetriebe has also taken over the operation and maintenance of infiltration facilities.


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3.1.4.7 Activities envisioned for 2017

In 2017 IPS will focus on the project Tree Drain Sickingenstraße. This is the project with the most likelyhood of success because the Berliner Wasserbetriebe will be a business partner for this project. Further steps for the project are already planned. In January/February there will be a meeting with the road and green space department of Moabit. The meeting will be about the tree pit system and whether the department can support a cooperation for this project idea. Next step would be a meeting with the water authority of Berlin to talk about authorization of the tree pit system in the Sickingenstraße. If IPS gets positive feedback from the water authority, the next meeting would be with the Berliner Wasserbetriebe to talk about variaties of the tree pit and technical solutions to implement them in the current street section of the Sickingenstraße. After this a coordination date with Berliner Wasserbetriebe, Ingenieurbüro Döring and Ingenieurbüro Heene about the integration of the tree pit would the useful. Furthermore IPS has an on-site appointment on the 28th November 2016 with Albert CRAISS GmbH & Co. KG to talk about a possible sustainable water management project. With our business partner the Berliner Wasserbetriebe a master thesis about the sewer model of Moabit West was started. The aim of the thesis is to create a detailed sewer model for the Moabit West district. With a hydrodynamic sewer network calculating the existing sewer network is to be hydraulically tested and overloading conditions (emergency overflows, overflow) of the network as well as backflow and flow reversal are to be represented. Furthermore, scenarios of different decentralized rainwater management measures or different degrees of connection are to be compiled and calculated in order to quantify the effects on the following facts: number of mixed water overflows, number of accumulation and accumulation events, concentration of wastewater constituents and channel utilization. For 2017 Deltares suggested to organize a stakeholder engagement meeting with representatives from the Moabit community, to identify their perceived climate hazards as well as other challenges for the neighborhood and, in additon to this, work with an adapted version of the AST (Including socio-economic evaluation of green infra measures) to find out what their preferred package of interventions is. If desired they could also include a scenario evaluation.


3.1.5 Methodology & tools applied

3.1.5.1 Planning adaptation measures in the public and private urban environment of Moabit

The goal of this activity is to create a design based on sustainable water management systems to reduce pluvial flooding, sewer overflow and urban heat island effect. In this activity two designs have been created:

- a design based on measures only implemented in public space - a design based on measures implemented on both private property and in public space.

The distinction between these two scenarios has been made since it is relatively simple to implement measures in public space for a municipality. To have measures implemented at private property requires a different approach. Initial designs have been co-created with (a limited number of) local stakeholders during a workshop (SSD-Moabit Workshop 14 September 2016).

3.1.5.1.1 Current situation and adaptation targets Flooding is not believed to be a problem in Moabit at the moment. However, hydraulic simulations have been performed within the Green Moabit project for the western part of Moabit and these results indicate some areas with increased flood risk (Figure 22). Due to the large area of closed paved surfaces and roofs in especially the western part of Moabit, high stormwater runoff volumes are to be expected. Moabit has a combined sewer system. The sewerage sanitation plant has 240 % capacity of domestic wastewater during peak supply, however it is believed that combined sewer overflow occurs frequently. The main reason for reduction of stormwater runoff is to reduce sewer overflow.

Figure 22: Maximum flood level in Moabit. Simulations have only been performed for the Green Moabit project area

Heat stress as consequence of the Urban Heat Island effect is displayed in Figure 23. It shows that a large part of Moabit suffers from relatively high temperatures.


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Figure 23: Heat stress map of the Moabit area

No climate adaptation targets are known for the Moabit project area. Therefore ambitions for reducing stormwater storage, decreasing flood recurrence and sewer overflow frequency were set during the workshop. The intention is to create additional water storage to store 10 mm of precipitation over the whole area which means 14,846 m3 of storage and to reduce the recurrence time of a flood event by a factor 10. In this case a flood event that occurs once in two years now should occur once in 20 years. The heat stress reduction target was set to 0.5 0C.

3.1.5.1.2 Workshop To come up with two design scenarios for the Moabit area a workshop with local stakeholders was organised. The workshop was attended by Erika Pawlowsky-Reusing (BWB), Regina Gnirss (BWB), Frans van de Ven (Deltares), Reinder Brolsma (Deltares), Peter Bosch (TNO), Erwin Nolde (Nolde & Partner), Livius Hausner (IPS). The workshop was based on the Adaptation Support Tool, tuned for Dutch climate conditions and cost prices. Customization to climate conditions and cost levels in Berlin was considered not yet relevant for this first exercise. Moreover, the project budget did not allow for customization. The following steps were taken in the workshop. During the workshop:

- introduction of best practices (provided by TNO) - introduction to the 67 adaptation measures in the Adaptation Support Tool - inventory among participant of what they perceive to be the three best suited measures - drawing/implementing the proposed measures in the project area.

After the workshop: - cleaning up of the design - extending the design by proposed measures on other location as workshop was in this

case too short to come up with a complete design.

3.1.5.1.3 Adaptation Support Tool The adaptation support tool is part of the Adaptation Support Toolbox (AST), a planning toolbox for co-creating a climate resilient and ecologically sustainable urban environment (Van de Ven et. al


2016). The AST was developed as part of Climate-KIC’s Blue Green Dream project (http://bgd.org.uk/toolsmodels). The method supports a selection of green, blue and grey adaptation measures, which are suitable for the specific local topography, climate and urban layout. An overview of measures is shown in Figure 24. The toolbox enables the conceptual development of an urban adaptation plan that meets stakeholders’ needs. The AST is an interactive software tool that can be used on a map table, a touch screen or a regular computer. Based on local conditions, the AST provides a ranked list of feasible measures for a more climate resilient urban environment. Users can draw measures on a map, for example areas where green roofs might be applied. AST calculates the effectiveness of the measure for water quantity regulation (reduction of runoff) and reduction of heat stress. By allowing the measures to be drawn on a geo-referenced background image (aerial photo or map) the size of the measure can be determined and the effectiveness for water storage and heat stress reduction can be calculated. The effect of the intervention on the recurrence time of a flooding event is estimated based on the storage capacity, a multi reservoir model and meteorological data. The effect of an intervention on heat stress is determined by the local cooling of a measure and the surface area.


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Figure 24: Overview of potential adaptation measures incorporated in the Adaptation Support Tool


3.1.5.1.4 Implementation of the solutions A table of the proposed solutions by the participants is given in Table 6. Most of these measures have been implemented in the area during the workshop as can be seen in Figure 25. Table 6: Overview of measures suggested by the group

Measure Counts Water roofs and facades 1 Intensive green roofs and Extra intensive green roofs

3

Bioswales, swales and ditches 1 Cool pavements 1 Cooling with water elements 1 Wetting surfaces 2 Private green gardens 1 Rain water harvesting 1 Green facades 1 Adding trees in street 1 Porous pavement 1

Figure 25: Result at the end of the 2.5-hours workshop

A short description of motivation for implemented measures based on discussions during the workshop is given below:

- Bioswales / Infiltrating filter swales on sandy soil were suggested to be part of a green strip in the middle of wide streets. Traditionally these strips are higher than the level of the road, but by making these strips lower, water can be stored.

- Disconnecting paved surfaces from sewer system is very effective for reducing the pressure on the combined sewer system. Disconnecting the sewer system has been


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proposed for the blocks close to the river Spree. Disconnected stormwater is to be infiltrated into the subsurface with local infiltration facilities.

- Green roofs with drainage delay have a relatively low weight which make them suitable for implementation on existing buildings. The drainage layer below the growth medium creates a 50 mm storage and the delayed runoff reduces the runoff of the roof during peak flow.

- Porous pavements can be implemented in most parking places and roads with low traffic intensity. It is not clear why porous pavements are hardly applied in Berlin.

- Rainwater retention ponds have been added to the design after the workshop to increase storage capacity on private property inside the building blocks

- Tree pit bio-retention has been suggested in areas with limited trees in the current situation to store and purify stormwater runoff.

- Urban agriculture has been proposed for two industrial roofs that are at the moment used for parking. It was assumed these roofs have a large bearing capacity.

- Water squares – combined retention area and recreation field was implemented to create a large storage capacity in an area where multi-functional landuse could be achieved.

- Wetting surfaces (of gardens, roofs and roads) was implemented on most large industrial flat roofs to improve indoor climate. The industrial areas are perceived to be very hot.

Some solutions that were mentioned that have not been implemented are: - Dry proofing of buildings. This is a solution that Siemens is working on to prevent water

entering their buildings. - A solution proposed by Berliner Wasserbetriebe is the storage of wastewater by the

industry during extreme rainfall events to relieve the sewer system.

3.1.5.1.5 Results and discussion The design that resulted from the 2.5-hours workshop has been cleaned and extended based on the discussions during the workshop. The results are shown in Figure 26 and Table 7. The result for implementing measures at both private property and in public space shows that the water storage target has been reached. The reduction in recurrence time has not been reached which is largely due to the fact that more measures at, especially ground level, should be implemented. The heat stress target has not been reached/ was not achieved.


Figure 26: Design based on measures implemented and located on private property and in public space

Table 7: Overview of effectiveness of measures on both private property and in public space on the runoff from the project area (estimates based on AST tuned to the Netherlands)

Measure Storage capacity

Heat reduction

Normative

runoff

Nutrient reduction

Adsorbed pollutants

Pathogens reduction

Construction costs

Maintenance costs

Bioswales / Infiltrating filter swales on sandy soil

760 0.00 3.9 0.2% 0.2% 0.2% 177310 1773

Disconnecting paved surfaces from sewer system

9144 0.00 8.3 0.0% 0.0% 0.0% 0 0

Green roofs with drainage delay 769 0.01 3.0 0.9% 1.0% 1.0% 1152750 69165

Porous pavement 1603 0.00 3.0 1.3% 1.5% 1.5% 242080 12104

Rainwater retention pond 779 0.01 2.2 0.1% 0.1% 0.1% 51900 1038

Tree pit bioretention 144 0.00 2.0 0.0% 0.0% 0.0% 129600 1296

Urban agriculture 586 0.00 2.4 -0.1% 0.4% 0.4% 29295 29295

Water squares 2853 0.03 2.4 0.0% 0.0% 0.0% 1902000 190200

Wetting surfaces (of gardens, roofs, roads)

7 0.11 2.0 0.3% 0.6% 0.0% 0 0

Total 16643 0.16 13.2 2.8% 3.7% 3.1% 3684935 304871

By implementing only measures in public space the results show that neither the water storage target nor the target for a reduction in recurrence time and heat stress have been reached.


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Figure 27: Design based on measures implemented and located in public areas

Table 8: Overview of effectiveness of measures only in public space

Row Labels Storage capacity

Heat reduction

Normative runoff

Nutrient reduction

Absolute pollutants

Pathogens reduction

Construction costs

Maintenance costs

Bioswales / Infiltrating filter swales on sandy soil

537 0.00 3.3 0.1% 0.1% 0.1% 125370 1254

Disconnecting paved surfaces from sewer system

9144 0.00 8.3 0.0% 0.0% 0.0% 0 0

Porous pavement 540 0.00 2.4 0.3% 0.3% 0.3% 53990 2700

Tree pit bioretention 144 0.00 2.0 0.0% 0.0% 0.0% 129600 1296

Water squares 2853 0.03 2.4 0.0% 0.0% 0.0% 1902000 190200

Total 13218 0.03 10.4 0.4% 0.5% 0.5% 2210960 195449

It has to be noted that the outcome of the planned activity is not yet supported by the local stakeholders. For support regarding the design from all stakeholders this plan has to be discussed with the most relevant local stakeholders. However we believe that a new workshop where all relevant stakeholders are present would be more effective, due to the power of co-creation. This workshop should last a whole day so that time is available to have productive discussions regarding the motivation of locating specific adaptation measures at specific locations. Furthermore, there will be time to implement all measures during the workshop and the design needs only to be cleaned up and not elaborated after the workshop. This increases the support for the design.

3.1.5.1.6 Links to other activities Some clear links exist to other activities:

- Energy – Climate resilience o Cooling of buildings by wetting rooftops is an option to reduce energy demand by

industry and companies. Water can be obtained by storing stormwater runoff thereby reducing flood risk.

o Green roofs can be combined with solar panels. By combining green roofs and solar panels an increased efficiency can be achieved due to the potential cooling


effect of the vegetation. Maintenance of the green roofs is of course more difficult due to the presence of the solar panels.

o Albedo reduction of roofs can be achieved by using material that reflect more solar radiation thereby reducing indoor and outdoor temperature and thereby reducing the energy demand for cooling

- Climate resilience – Mobility o Green infrastructural solutions located in public space require space. These areas

can in cases not be used for mobility or parking.

3.1.5.1.7 Barriers for implementing green infrastructure Water quality of stormwater runoff (fine particles, heavy metals and oil) is perceived as a problem thereby making disconnections of roads from the sewer system difficult in the current institutional setting. Disconnecting roofs from the sewer system however is an option to reduce sewer inflow as runoff from roofs is perceived as clean. Infiltration measures are perceived as too complex to implement. Grass and trees that allow for infiltration are granted to be implemented without a permit, however tree pit bio-retention seems hard to realize because groundwater will be influenced and permits are required. Pilots could be conducted to investigate the effect of these kinds of measures. Local treatment of stormwater runoff by blue-green adaptation measures could provide a solution to the pollution risk posed by road runoff. If required, treatment trains can be constructed to provide optimal treatment under all conditions and for all types of pollutants. Environmental permitting so far creates a barrier to such solutions that are nowadays widely applied abroad. As most green infrastructural solutions involve infiltration and groundwater recharge a combined workshop to jointly explore potential solutions and to investigate options to overcome the perceived barriers is suggested.


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3.1.5.2 Value Cases

3.1.5.2.1 Value Case Classic Remise Berlin

3.1.5.2.1.1 Goal During heavy rainfall, the water level rises above the level of backed up water. This describes the height of the upper edge of the road on which the water can flow unhindered. Deeper spaces e.g. cellars are thus quickly flooded. The conversation with Mr. Konzag in the Green Moabit project (2014) revealed that backflow events are a problem for the Classic Remise. In the value case the Classic Remise can be disconnected from the mixed water sewer system. The rainwater from the roofs can be drained away in a trench. In order to avoid the heat stress during the summer months, a roof cooling system is to be installed. This can be completely fed by a groundwater well.

3.1.5.2.1.2 Surface information Classic Remise Berlin Surface balance: Roof area:

- roof area 1 (12208 m²) - roof area 2 (131 m²)

Sealed yard area: - sealed yard area (3397 m²)

Total area: 15736 m²

1

2 3

Figure 28: Surface representation Classic Remise, roof area 1, roof area 2, sealed yard area 3

Source: Umweltatlas Berlin 2016


3.1.5.2.1.3 Framework

3.1.5.2.1.3.1 Soil The soils in the Berlin area are mainly characterized by strong anthropogenic interferences as a results of colonization, demolition of buildings, war destruction and construction. For the area of the Classic Remise soil types like Lockersyrosem + Regosol + Pararendzina can be found above on sand and rubble. The properties of the soils depend on their composition. In the area of the Wiebestraße there is one bore point from 1975 which shows a typical stratification of the soil (Figure 29).

Figure 29: Bore Wiebestraße 20-28 von 1975, source: Umweltatlas Berlin 2016

The fillings of rubble have a depth of 4.60 m. Beneath them is a fine to medium sand with a thickness of 1.90 m.

3.1.5.2.1.3.2 Permeability The permeability of the soils in the area is around 4.49*10-5 m/s. The soil has a very good permeability.

3.1.5.2.1.3.3 Groundwater depth The depth leading up to groundwater is 4.0 m.

3.1.5.2.1.3.4 Contaminated sites The area Wiebestraße 36-39 is mentioned in the soil exposure register of Berlin under no. 16692. Following the Federal Soil Protection Act the area is suspected to be a contaminated site. The area was used as a depot for the Berlin streetcars AG from 1901 to 1964.


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3.1.5.2.1.4 Technical implementation

3.1.5.2.1.4.1 Trench construction The trench elements are made of plastic with a storage capacity of 95 %. The trench drains the rainwater into the groundwater (Figure 30). Optionally the trench can be used as storage for rainwater but for this the trench has to be waterproof. The storage is regulated over a slider. If the slider is open the water can flow into the space around the trench and into the groundwater.

Figure 30: Design example of the trench

3.1.5.2.1.4.2 Dimensioning of the Trench The calculation of the storage was done in STORM. The model includes the roof and yard areas of Classic Remise Berlin. By various calculations, which have been done to the STORM model, it was found that the roof cooling can be powered completely by using a groundwater well. A groundwater extraction of 6,000 m³ per year is free in Berlin. Thus the well could assure enough water for a constant evaporation. For the construction of a well, costs of 10000 Euro are estimated. To drain the complete precipitation water a trench, according to DWA-A 138, was calculated. It has a storage capacity of 460 m³ which equals 95%. One cubic meter of storage capacity has an estimated price of 300 Euro. The investment costs would amount to 138000 Euro. The rainwater fee (1.8 EUR/m²/a) for the whole roof area (12339m²) is 22210 Euro per year. In implementation this money could be saved per year.

3.1.5.2.1.4.3 Roof cooling Particularly in a compact construction with a high degree of sealing, like in Moabit West compared to the natural soil cover, a clear deficit of cooling that otherwise occurs naturally on plants by water evaporation during the growing phase, is produced. A rather small part of the deficit can be mitigated through green roofs, yet a green roof cannot be implemented on any roof. It is further noted that sloping roofs have only a small positive effect on the water balance. The project idea is an artificially initiated roof instead of a green roof, to bring the natural evaporation rates up for the area of the Classic Remise. This form of cooling is suitable for all roof types.


The roofs are primarily flat roofs. An early release from 1974 shows that through simple procedures the heat flow through thick reinforced concrete can be reduced to 60-85%. The constant water cooling of the upper roof layer lowers the surface temperature thereby resulting in two important advantages.

- positive effect on the durability of the roof surface - low surface temperature reduces the heat flow significantly

Example: at a desired interior temperature of 25°C and an assumed roof surface temperature of 60°C, the energy flow is reduced to about 1/3 of the original value. This means through roof cooling the roof surface temperature can be reduced to 35°C. Example of a Roof cooling system from Germany through roof irrigation:

Figure 31: Principle of roof cooling, Source: http://www.oekoservice.com/dachkuehlung.html, access date:

11.11.2016

In cisterns collected rainwater is distributed by a pressure booster system on the roof. There it forms a thin line-shaped film of water on the sloping roof. The draining rainwater from the roof enters the cistern (circulation cooling) once again, where it has a cooling function and then is again pumped back onto the roof. The black part of the roof would reach more than 70°C in the summer without rainwater cooling. By cooling the roof with rainwater, the surface temperature is limited to 30°C, thereby significantly less energy passes from the roof into the building and thus significantly less cooling power is required. Based on a telephone conversation with the seller of the system (Ökoservice GmbH, Abwasser- und Umwelttechnik) following concept proposal has been prepared for the Classic Remise:

- 8 x 120 m UV and heat resistant plastic pipe with corresponding nozzles will be placed on the roof, per strand these are about 2.5 m³/h (20 l/h/m)

- the evaporative water loss is estimated by the provider to 1 l/m²/d - the power consumption to about 0.3 kWh/m³


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3.1.5.2.2 Value Case Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule

3.1.5.2.2.1 Goal On school sites values should be based on the visualization of the theme water. For this purpose there are already several examples, also in Berlin. An above-ground and thus visible variant of stormwater management should be preferred at the site of the school. In this context, a variant of decentralized stormwater management is preferred which, from a technical perspective, does not cause high investment costs and in any case has a low cost of running it. Furthermore the variant of decentralized stormwater management should influence the microclimate positively in the courtyard, which is closed on three sides. The swale infiltration appears to be the best and most simple method for drainage of rainwater to achieve these goals.

3.1.5.2.2.2 Surface information Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule

Surface balance: Roof area:

- roof area (2487 m²)

Sealed yard area: - sealed yard area (106 m²)

Surface not connected to the sewer system: - sealed yard area (3400 m²)

Total area: 5993 m²

1

2

3

1

Figure 32: Surface representation Heinrich-von-Stephan Gemeinschaftsschule, roof area (1), sealed yard area (2), surface not connected to the sewer system (3).

Source: Umweltatlas Berlin 2016



3.1.5.2.2.3.1 Soil The soils in the Berlin area are mainly characterized by strong anthropogenic interferences as a result of colonization, demolition of buildings, war destruction and construction.

Figure 33: Bore south of the Kaiserin Augusta-Allee from 1968, source: Umweltatlas Berlin 2016

For the area of the Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule soil types like Lockersyrosem + Regosol + Pararendzina can be found above sand and rubble. The following soil types exist: Pararendzina + Regosol +Lockersyrosem on Sand and rubble. An example for the subsoil is shown in Figure 33. The log shows that the underground mainly consists of sand mixed with artificial materials to a depth of 1.5 m. The 0.7 m thick layer beneath that consists of sand mixed with rubble. A statement as to whether there is a suspected contaminated area cannot be made because there are no data available.

3.1.5.2.2.3.2 Permeability The permeability of the soils of the area is around 4.94*10-5 m/s. The soil has a very good permeability.

3.1.5.2.2.3.3 Groundwater depth The groundwater begins in a depth of 2.7 m.

3.1.5.2.2.3.4 Contaminated sites The property Neues Ufer 6 is not listed in the soil exposure registers of the city of Berlin. However, according to information from the district office of Berlin-Mitte, department of environmental and nature conservation, due to the location in the downtown area soil and groundwater can be contaminated, especially in the filling layers of the soil.


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3.1.5.2.2.4.1 Swale infiltration The swale is one of the infiltration systems most commonly used. This variant of decentralized stormwater management suits schools best because of the limited space. The rainwater is directed into a depression, usually planted with grass floor, to restrain occurring inflow peaks during heavy rain. The vegetation has a positive effect on the cleaning action of the soil passage. The design of the swale can be freely selected which allows good integration into the outdoor spaces of schools. It should be noted that the swale is not built in the children's play area in order to avoid potentially dangerous situations resulting from water accumulation.

Figure 34: Design example of a swale

After consideration and evaluation of the local conditions a swale infiltration for infiltration of rainwater draining into the courtyard from the roofs would fit in well. The roof surfaces have an area of 1109 m². For the size of the swale 15% of the connected sealed surface (1109 m²) is estimated. This results in a hollow area of 166 m². Figure 35 shows a detailed design example for the Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule. The construction of the swales and a redesign of the yard would increase the value of abidance in the yard.


Figure 35: Design example for the backyard of the Heinrich-von-Stephan Reformpädagogische

Gemeinschaftsschule


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3.1.5.2.3 Value Case Tree Drain Sickingenstraße

3.1.5.2.3.1 Goal Outcome of today's traffic planning should be to restore the original quality of the road space, as a location for abidance and linger. These functions have been lost in the course of time in favor of functionality. An appreciation of the road space can lead to the appreciation of the whole district. It makes living for people on more frequented streets more attractive. With respect to the urban areas, green spaces and areas for surficial water retention are of great importance. The positive effects of green areas even increase in combination with targeted water feed. Apart from aspects of increasing the quality of abidance or biodiversity especially the elimination of an evaporation deficit in urban areas is important. With strong sealing rainwater is discharged immediately and is no longer available for evaporation. At the same time it is lacking in vegetation, especially wooded green areas. The deficiency of urban trees results in a lack of shade, which in turn leads to additional energy input inside of cities. Ultimately, this energy cannot be transported with evaporation and is transformed into sensible heat. The cities heat up. Against this background the combination of green areas, stormwater management areas and trees is a logical consequence to improve water availability for the city, for the vegetation and thus for the urban climate. The Sickingenstraße in Moabit West will be rebuilt in 3 parts. The planning for the first part is already finished. For the second part the planning is ongoing. For this street, part 2, tree pits are planned as a pilot project.

3.1.5.2.3.2 Surface information Sickingenstraße A total amount of 500 m² road surface will be disconnected from the mixed sewer system. Figure 36 shows the possible location of the 2 tree pits.

Figure 36: Location of the tree pits, source: Ingenieurbüro Heene 2016



3.1.5.2.3.3.1 Soil The soils in the Berlin area are mainly characterized by strong anthropogenic interferences as a result of colonization, demolition of buildings, war destruction and construction. For the area of the Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule soil types like Lockersyrosem + Regosol + Pararendzina can be found above sand and rubble. An example of the subsoil shows Figure 37. The log shows that the underground mainly consists of sand mixed with artificial materials to a depth of 2.0 m. Underneath is a layer of sand.

Figure 37: bore south of the location of the tree pits, source: Umweltatlas Berl in 2016

3.1.5.2.3.3.2 Permeability The permeability of the soils of the area is around 3.47*10-5 m/s. The soil has a high permeability.

3.1.5.2.3.3.3 Groundwater depth There is a minimum depth of 4.0 m to the groundwater level.

3.1.5.2.3.3.4 Contaminated sites A statement as to whether there is a suspected contaminated area cannot be made because the absence of any data.


3.1.5.2.3.4.1 Tree pit To make a selection of suitable tree species for use in a tree pit the necessary requirements have to be defined first. Due to the connected surface there will be a temporary saturation in certain layers of the soil substrate during heavy precipitation. Suitable tree species for short impounding at the surface are Platanus x hispanica (ordinary plane), Quercus palustris (American pin oak) and Gleditsia triacanthos (honey locust tree). The two first mentioned species can even tolerate temporary waterlogging in the soil without damage. The root system is considered one of the decisive criteria for the material effect of the tree pit and thus plays a role in the selection of tree species. This should be in line with the definition of a "living soil zone" in DWA worksheet 138 which describes that a well-developed fine root formation


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results in a large root surface and is expected to enhance microbial activity and thus a higher cleaning performance of the treated rainwater. For filling a tree pit a substrate has to be used which has various properties. Since the substrate serves as a habitat for the tree in the first place, specific properties are needed, such as e.g. organic matter, air volume, pH and porosity to ensure a high level of tree vitality. In addition, the substrate must meet water management requirements. Due to the infiltration function of the tree pit it must respect the protection of groundwater. Chemical water regulatory requirements have to be observed. In order to provide a sufficient volume of soil for the tree the FLL requires an area of at least 12.5 m². This surface indication is very different from the DIN 18916 which requires only 6 m². With a recommended minimum depth of 1 m (according to FLL) this results in a tree pit volume of 6 m³ to 12.5 m³ substrate. For larger trees the planting hole depth should be at least 1.5 m.

Figure 38: Design example tree pit Sickingenstraße

Figure 39 shows the implementation of the tree pit in the real cross section of the Sickingenstraße in Moabit West with all media and real heights.


Figure 39: Cross section Sickingenstraße with implemented tree pit

3.1.5.2.3.4.2 Dimensioning of the tree pit The required retention volume for the rainwater is divided between the aboveground and the pore volume of the soil. Using the example of a minimum size of a tree pit with a floor area of 12.5 m² and a 2 m thick layer of soil, the net storage volume is approximately 6.5 m³ and enables the connection of approximately 250 m² of connected surface. This corresponds to a connection ratio of 20 m² attached area per m² tree pit.


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3.1.6 Business Models for the selected value cases

3.1.6.1 Business Model Classic Remise Berlin

Table 9 shows the detailed cost benefit analysis of the use case Classic Remise Berlin. The Overall costs of the project are about 252000 €. A possible reduction of a stormwater fee is about 22000 € per year. If the total cost and the reduction of stormwater fee are compared, a paypack period of around 11 years is calculated. Table 9: Cost benefit analysis of the use case Classic Remise Berlin

Investment cost Price (clear) Storage volume 460 m³ x 300 €/m³ 138.000,00 € Operating cost 1,67 €/m³/a, 460 x 1,67 €/m³ 768,00 € Additional building costs around 20 % of the investment cost 28.000,00 € Investment cost roof cooling Price (clear) Roof cooling 12208 m² x 5 €/m² 61.040,00 € Construction of a well 10.000,00 € Operating cost roof cooling no information Additional building costs around 20 % of the investment cost 14.000,00 € Overall cost 251.808,00 €

Saving per year Reduction of stormwater fee 1,8 €/m²/a x 12339 m² 22.210,00 €

Payback period: around 11 years

3.1.6.1.1 Additional benefits Additional benefits resulting from the construction:

- roof cooling improves the local city climate through evaporation - the stored rainwater in the trench can be used for irrigation, cooling, etc. which in turn

reduces energy use and improves the CO2 reduction

The project may in many ways be exemplified as a pilot project - as a research and development project - as an owner overarching measure with stakeholders from industry and community - and possibly external private investor and operator.


3.1.6.2 Business Model Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule

Table 10 shows the detailed cost benefit analysis of the use case Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule. The Overall costs of the project are about 7700 €. A possible reduction of stormwater fee is about 2000 € per year. If the totals costs and the reduction of stormwater fee are compared a paypack period of around 4 years is calculated. Table 10: Cost benefit analysis of the use case Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule

Investment cost Price (clear) Swale cost with lawn 166 m² x 30 €/m² 4.980,00 € Excl. planting with groundcover 1.300,00 € (Optional) Inlet paving according to model from 50 to 100 €/m alternativ Operating cost around 0,5 €/m²/a 100,00 € Additional building costs around 20 % of the investment cost 1.300,00 € Overall cost 7.680,00 €

Saving per year Reduction of stormwater fee 1,8 €/m²/a x 1.109 m² 1.996,00 €


3.1.6.2.1 Additional benefits The additional benefits generated by the construction of the swale are:

- ecological and sustainable management of rainwater - visualization and perceptibility of the resource water at an education location - additional creative value that results from the paved stormwater management on the site

and green of the yard.


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3.1.6.3 Business Model Tree Drain Sickingenstraße

Table 11 shows the detailed cost benefit analysis of the use case Heinrich-von-Stephan Reformpädagogische Gemeinschaftsschule. The Overall costs of the project are about 30000 €. A possible reduction of stormwater fee is about 900 € per year. If the total costs and the reduction of stormwater fee are compared a paypack period of around 30 years is calculated. Table 11: Cost benefit analysis of the use case Tree Drain Sickingenstraße

Investment cost Price (clear) Tree pit system cost 50 €/m² connected area, 500 m² x 50 €/m² connected area 25.000,00 €

Operating cost tree pit 2,5€ for tree pit area per year, 25 m² x 2,5 €/m² tree pit area 62,50 €

Additional building costs around 20 % of the investment cost 5.000,00 € Overall cost 30.062,50 €

Saving per year Reduction of stormwater fee 1,8 €/m²/a x 500 m² 900,00 €


3.1.6.3.1 Additional benefits Additional benefits resulting from the construction:

- ecological and sustainable management of rainwater - cooling through increased evaporation improves the local city climate - saving up to 70 % drinking water for irrigation of the tree - treatment of road drainage - long service life around 30 years - sizing for 5 year return period à results in an extra storage volume - the project may in many ways be exemplified as a pilot project for tree pits in the street

area of Berlin - function as a research and development project


3.1.6.4 Possible funding schemes

Although decentralized rainwater measures at the Berlin site can be amortized in some projects, in some cases in less than 5 years (simple rainwater management with swales) or less than 15 years (rainwater use), they are comparatively rare. New technical paths, such as the evaporation of rainwater on roofs or the drainage of rainwater in tree pits, will not be realized at the present time, both for investments and for product development, without financial support.

3.1.6.4.1 Bundesministerium für Wirtschaft und Energie, Zentrales Innovationsprogramm Mittelstand – ZIM

The ZIM is a nationwide, technology- and industry-oriented support program for medium-sized companies and with these cooperating, research-oriented research facilities. The aim of ZIM is to sustainably support the innovative power and competitiveness of companies, including craft and entrepreneurial freelance professions, thereby contributing to their growth in connection with the creation and safeguarding of jobs. These project types will be supported:

- Individual projects - Cooperative projects - Cooperation networks and their R & D projects

The new ZIM Directive, which entered into force on 15 April 2015, maintains the fundamental orientation and the structural strengths of the program. At the same time, it optimizes the ZIM with targeted innovations such as the opening of the program for companies with up to 499 employees, the increase in eligible costs and the doubling of the surcharge for foreign cooperation.

3.1.6.4.2 Forschungsinitiative Zukunft Bau The aim of the research initiative "Forschungsinitiative Zukunft Bau" of the Federal Ministry for the Environment, Nature Conservation, Construction and Nuclear Safety (BMUB) is to strengthen the competitiveness of German construction in the European internal market and to eliminate existing deficits, particularly in the area of technical, construction and organizational innovations. The Federal Institute for Building, Urban and Regional Research (BBSR) in the Federal Building and Regional Planning Office (BBR) provides budgetary resources for this purpose in the form of grants or contracts. In the research initiative, research projects on the following subject areas are promoted:

- Energy efficiency and renewable energy in buildings and neighborhoods - Modernization of the building stock - Sustainable construction, construction quality - Demographic change - New materials and techniques - Improvement of construction and planning processes

3.1.6.4.3 KfW-Förderprogramme Support programs are:

- Age-appropriate conversion - Energetic urban restructuring - CO2 building restructuring


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Furthermore, the district of Moabit will recieve a KfW-Manager in the beginning of Februrary/March 2017. The manager will have a budget for innovative projects in the district.

3.1.6.4.4 Plant operation: Contracting / PPP / operator contracts The Berlin districts has gathered different experiences regard contracting, public-private partnership (PPP) models as well as operating and maintenance contracts, which would have to be discussed and evaluated in advance with regard to the desired project realization. It is also known that Berliner Wasserbetriebe has taken over the operation and maintenance of infiltration facilities.


Opportunity 2 Energy Efficiency

3.2 Energy Efficiency Authors Florian Heesen Aaron Praktiknjo


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3.2.1 Abstract

“Smart Sustainable District Moabit West” is an interdisciplinary project focusing on the transition of the district Moabit in Berlin in the areas of energy efficiency, mobility, and water use. The FCN is leading the research in the area of energy efficiency in the project funded by the European Commission through Climate-KIC. In this area, the main goal is to identify socio-economic drivers and barriers to energy efficiency for inner-city businesses through case studies of three major companies in Moabit West. We combined the insights gained of a thorough literature review with detailed onsite technical energy audits as well as expert interviews to analyze all the stakeholders involved in potential energy efficiency increasing measures. Our results indicate that the three most important drivers and barriers to the implementation of energy efficiency increasing measures are a) existence of a so-called champion of change within the business – a person who dedicates himself to the topic of energy efficiency, b) acceptable payback times of investments in energy efficiency (usually around three years), and c) availability of a window of opportunity that allows decision-makers to shortly focus on a non-daily-business topic such as energy efficiency. From these results, strategies are formulated to accelerate the implementation of such measures. The formulated strategies have different implications for the different stakeholders involved. The different implications are discussed with local stakeholders at workshops such as the 5th Moabiter Energietag.

3.2.2 Description of starting point, processes kicked-off & driven as opportunity

Based on the local development plan “StEK Green Moabit“ (measure no. E03 and E011), this opportunity investigates drivers and barriers to energy efficiency (EE) in the district with an emphasis on the commercial energy consumers. To reveal the status quo in terms of EE and its socio-economic potentials, a set of key performance indicators (KPIs) are worked up for the Moabit case. To allow for a more thorough analysis of drivers and barriers to EE, case studies are analyzed for inner-city producing businesses. These case studies include a detailed analysis of stakeholders involved in potential acceleration processes. From the results of the case studies, strategies are formulated to accelerate the implementation of measures improving EE including a discussion of the effect of such strategies on different stakeholders. EE measures affect multiple stakeholders, yet the relevant actors, which are empowered to act on EE measures, need to be identified. Every human being and the environment itself are stakeholders when it comes to EE, since reducing the consumption of fuels that produce greenhouse gases is necessary for climate change mitigation. However, the stakeholders of interest in this project are those, who are directly involved to increase EE and reduce energy consumption. To identify and understand the nature and extent of drivers and barriers to EE regarding companies within the district Moabit, we begin the analysis with the stakeholder involved theoretically. A literature review on this topic identifies the scientific state of the art. After that, decision makers are interviewed to verify whether the findings are applicable to Moabit. A refinement of the results in a joint workshop where results were presented and discussed deliver further insights. Furthermore, a questionnaire delivers a formation of opinion of the participants of the 5. Moabiter Energietag. Based on all outcomes, the present report addresses measures to accelerate EE from the view of different stakeholders. Opportunity #2 was subdivided in five work packages. Apart from the theoretic evaluation the derived KPIs enable a thorough understanding of the EE situation in the district of Moabit. This is because, EE can be measured differently based on the definitions used, with significant impacts to socio-economic implications for stakeholders. Therefore, it is crucial that the different perspectives (e.g. system boundaries) and definitions for EE are elaborated to create a common ground of understanding. Based on the selected definitions, suitable KPIs are formulated which


account for environmental, economic, and social aspects of EE improvements. Thus, the KPIs take on two perspectives: a district and a stakeholder specific perspective. Based on the previously defined KPIs, an analysis is carried out to measure the global and district level KPIs for the Moabit case. This allows an evaluation of the current status quo on EE in the district of Moabit in relation to the StEK. Finally, to visualize the results, the findings are integrated into the Energy Data Atlas for Moabit. In the third step, the stakeholder specific KPIs of inner-city producing businesses are analysed as case studies for three selected businesses. Furthermore, the largest potentials of improving the KPIs through selected EE measures per business (including consumption of power, gas, heating oil, district heat, etc.) are quantified. Next to a quantification of the improvement of environmental parameters, the quantification will particularly include economic and social consequences. The results are visualized in a web-based application, depicting the specific situation of each company and mapping according success factors as well as hurdles to EE measures. Finally, all approaches, solutions, and use-cases are integrated during the Deep Dive workshops as well as Opportunity Lead meetings. A short summary on the integration potentials across the opportunities #1 to #3 is given in section 3.2.7. The structure of the opportunity #2 targets two different time frames concerning the overall objectives. In the short term (until the end of 2016), quantification and benchmarking of potentials through EE improving projects in Moabit is achieved. Relevant stakeholders are identified, adding to the identification of drivers and barriers to the EE implementation processes. In the long term (from 2017 on), an implementation of effective strategies to overcome existing barriers to accelerate increase of EE in the district is targeted. The impact of opportunity #2 on the climate can be attributed as high. This is Because, EE in the corporate sector, which contributes ca. 30% of the overall energy consumption and emissions, is regarded as sector with high potentials reducing energy consumption and thus greenhouse gas emissions. The economic impact is supposed to be accordingly, as the corporate sector is essential for regional development. In this regard, EE enhancements increase the economic competitiveness and thus assure future business and developments in the district of Moabit. Overall, the opportunity not just enabled access to a new field of research, but enhanced the understanding and connection of EE measures in companies to respective stakeholders and possible integration potentials to other opportunities.


Literature Review

“In practice, however, things don't always turn out this way. Managers in firms are busy and can't pay attention to everything. To implement some change, someone in the firm has to champion the change. In most firms, managers do not think that being the guy who pushes an energy cost-saving policy is the route to the CEO office, especially when the cost savings are small relative to the bottom line. The project sounds boring and penny-pinching, and the manager who suggests it might be destined for a job in accounting rather than the president's office.”

(Thaler & Sunstein, 2008, p. 209) A great deal of literature on EE and energy consumption mentions stakeholders, and states who the authors think these are. However, we find that none of this literature looks critically at a definition of stakeholders, nor develops a conceptual framework for assessing their different ways of acting and levels of importance in prioritizing EE. For example, Astmarsson et al. (2013) asserts that “The primary stakeholders in sustainable retrofitting and renovation of buildings are the owners, facility managers and occupants” (p. 365), but simply assumes this is self-evident, and


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makes no attempt to gauge the salience and relevance of each of these, compared to other such stakeholders in housing or other energy consuming sectors. Glad (2012) asserts that research on “both householders and professionals is … important since both are stakeholders and essential to making new systems and technology work” (p. 278), but again, the choice of stakeholders is pulled from thin air. So also with Chiu et al. (2014: 578), Coleman (2013: 638), Czakó (2013: 165), Davies (2011: 1695ff) and El Asmar & Taki. (2014: 33)- which is just the beginning of a large alphabetical list- and at least one EU report (Maxwell and McAndrew, 2008). We therefore should look to other literature for serious discussion of what a stakeholder is and how such actors’ importance can vary. This discussion is well developed in management studies, where it largely is rooted in the work of Freeman and Reed (1983) and Freeman (1984; 1994), who grounded stakeholder theory in “The Principle of Who or What Really Counts“. Building on Freeman's work, Mitchell et aI.’s (1997) stakeholder theory has become a kind of gold standard in management studies (Magness, 2007). These authors developed Freeman's work along two main axes. One concerns whether a stakeholder influences, or is affected by, a company and its policies. The other axis concerns three factors that determine the stakeholder's level of importance. These are: the stakeholders' power; their legitimacy; and their urgency. Although management studies apply this conceptual framework to the relationship between companies and their stakeholders, the concepts it brings to light can be well applied to the relationship between EE uptakes and stakeholders champion those in companies. The following examples illustrate this. Beginning with the first axis, a CEO is probably not significantly affected by a policy measure that mandates EE increases, as these are not essential to the company’s overall success. But this CEO can influence the work of others inside the company or as well as the politics, as his power is essential to the everyday work of the company and maybe the whole economy as well, so that employees and politicians ensure taking care of his will. By contrast, in the field of domestic space heating, the ordinary tenant has little direct influence on EE policy, but is profoundly affected by thermal regulations that must be adhered to in building alterations or upgrades. Regarding the second axis, a CEO of a big company has a great deal of power, due to its position as an essential player in the economy. But the ordinary tenant also has power to resist the energy regulation, simply by avoiding doing upgrades or, in countries such as Germany where there is no building inspection regime, by cheating on insulation, etc., when renovations are done (Galvin, 2012). On the other hand, many government documents speak of the urgency of reducing energy consumption in buildings and companies, and this leads to a range of costly interventions alongside the EE regulations, such as subsidies and campaigns to change heating behavior and increase the take-up of efficiency measures. Recently those academic approaches on stakeholders in EE are broadened by reality, reported in the media. Uta Jungmann writes in the FAZ on the 13. Of October 2016 that “A treasure is lying in the companies” which is the knowledge of the own employees only needed to be excavated to make use of it. Claire Range writes in the Perpetum, insider magazine for energy efficiency #20 on the difficulty of matching companies and energy auditing. She delves in on the specific needs of companies and subsequent requirements for the audition. To assess the relevant stakeholders and their associated power; legitimacy; and urgency in Moabit we report on the expert interviews from the Deep Dive Workshop #2 and the Moabiter Energietag in the following.


Literature - Ástmarsson, B., Jensen, P. A., & Maslesa, E. (2013). Sustainable renovation of residential

buildings and the landlord/tenant dilemma. Energy Policy, 63, 355-362. - Chiu, L. F., Lowe, R., Raslan, R., Altamirano-Medina, H., & Wingfield, J. (2014). A socio-

technical approach to post-occupancy evaluation: interactive adaptability in domestic retrofit. Building Research & Information, 42(5), 574-590.

- Coleman, M. J., Irvine, K. N., Lemon, M., & Shao, L. (2013). Promoting behaviour change through personalized energy feedback in offices. Building Research & Information, 41(6), 637-651.

- Czakó, V. (2012). Evolution of Hungarian residential energy efficiency support programmes: road to and operation under the Green Investment Scheme. Energy efficiency, 5(2), 163-178.

- Davies, P., & Osmani, M. (2011). Low carbon housing refurbishment challenges and incentives: Architects’ perspectives. Building and Environment, 46(8), 1691-1698.

- El Asmar, J. P., & Taki, A. H. (2014). Sustainable rehabilitation of the built environment in Lebanon. Sustainable Cities and Society, 10, 22-38.

- Freeman, R. E., & Reed, D. L. (1983). Stockholders and stakeholders: A new perspective on corporate governance. California management review, 25(3), 88-106.

- Freeman, R. E. (1994). The politics of stakeholder theory: Some future directions. Business ethics quarterly, 4(04), 409-421.

- Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge University Press.

- Galvin, R. (2012). German Federal policy on thermal renovation of existing homes: a policy evaluation. Sustainable Cities and Society, 4, 58-66.

- Glad, W. (2012). Housing renovation and energy systems: the need for social learning. Building Research & Information, 40(3), 274-289.

- Jungmann, U. (2016). A treasure is lying in the companies. Frankfurter Allgemeine Zeitung. 13. Of October 2016.

- Magness, V. (2008). Who are the stakeholders now? An empirical examination of the Mitchell, Agle, and Wood theory of stakeholder salience. Journal of business ethics, 83(2), 177-192.

- Maxwell, D., & McAndrew, L. (2011). Addressing the Rebound Effect: European Commission DG ENV: A project under the Framework contract ENV. G.

- Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of management review, 22(4), 853-886.

- Range, C. (2016). Energieberatung in der Industrie: Topf sucht Deckel. perpetum, Insider Magazin fur Energie Effizienz, No. 20, April bis oktober 2016.

- Sunstein, C., & Thaler, R. (2008). Nudge. The politics of libertarian paternalism. New Haven.


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Expert Interviews From our literature review we gathered first insights on the topic (though this topic is just most recently gaining academic importance, as became apparent at the BEHAVE Energy Conference 2016 Coimbra, Portugal). To get a more practical approach on the case of Moabit West and the stakeholders within companies, we asked experts on their view of the topic. When it comes to choice architecture in corporations, multiple design scenarios possibly influence the uptake of EE measures. The following four hypotheses are derived from the literature and internal discussions prior to the expert interviews. Their relevance and impact are discussed during the Deep Dive Workshop #2 as well as in the questionnaire:

1. The information on EE is scattered and a wide variety of technological solutions is available on the market leading to an information overflow on the consumer side.

2. The competence is unclear; not every company designates a special position to EE issues. 3. The financing of EE competes with other investment options a company has. Must an EE

measure thus beat all other investment options to be implemented? 4. Bureaucracy; especially in the built environment EE measures need to be in line with the

current regulation

As expert interviews offer a setting of open ended questions, room for different weights and further insights based on the experts’ experience is given. Based on this corset two experts answered our questions during the Moabiter Energietag, both insights come from experts on EE measures. Two more interviews could be conducted during the Deep Dive Workshop #2, with one participant from the energy supply side and the other one from the city administration. Those interviews are less comprehensive as the ones performed on the case studies. Nevertheless, they frame the case studies evaluated un 3.2.7., as the respondents are key stakeholder concerning EE outside the case studies. We start with the interviews from the Moabiter Energietag and Deep Dive Workshop #2 before delving into the quantitative evaluation of the questionnaires. Expert knowledge from an EE auditor:

- To many black sheep in the EE auditing business. - Politics need to invent/control or label the existing auditors better. - Gaining access to companies is rather hard for an auditing business. - Financing rather is no issue because, large subsidy schemes are available.

Expert knowledge from an architect: - Competences must be clear when tackling EE measures. - Complex buildings need experts, with the ability to integrate different disciplines during

the retrofit process.

Expert knowledge from a city administration employee: - Cost free evaluations of EE is not taken up successfully within Moabit and especially the

Companies residing in the district. - Personal contacts deliver higher success rates approaching companies to audit them.

Expert knowledge from an energy utility employee: - Most of SME do not have dedicated staff to handle EE issues; this applies to companies

with less than 500 employees. - Payback periods are expected to be 3 rather than 10 years.


- Siemens can serve as role model when it comes to EE, with its company structure, CSR and measures taken.

- Energy performance contracting is an issue for the energy utilities, but only for energy producing/distributing infrastructure.

- A regional manager for the district of Moabit is about to be employed by the city of Berlin by end of 2016 → This person could be a stimulator for our results, when this person becomes a champion of change.

From the first two expert-interviews the two key lessons learned are on the access to companies and the quality of the current auditing companies. The hurdle of accessing companies to perform any EE audit worsens when taking the expert knowledge of the city administration into account. Even cost free audits did not sell good with the companies. A possible solution is to try to increase personal contact. Ultimately, this problem might also occur because of lacking standardization/quality of the providers of audit services. This in turn is a policy/regulatory issue, which needs to be addressed at that level. Policy or regulation can also change the curse of the first problem, simply by making EE audits mandatory (partly such regulation is already in place). Still a new well established labeling/quality check for existing auditing businesses seems necessary. From the answers as well as discussion during the Deep Dive Workshop #2 following generalizable insights are gained. Because of the absence of dedicated staff on EE issues, SMEs evaluate their situation during daily business. Windows of opportunity are a result of this practice. At times when EE issues are at stake anyway or contextually affected, the possibility to bring in outside expertise and thus change is much more likely to happen. To change, a champion of change/change agent needs to be present. The insights gained during the Moabiter Energietag and the Deep Dive Workshop #2 give a good first impression on the stakeholder affecting EE. The quantitative evaluation in the next section depicts the problems targeted graphically and drawn from a larger population. Questionnaire From the histogram in Figure 40 we can see that almost all respondents think that the positive aspects of implementing EE measures outweigh negative aspects. This leads to the conclusion that the majority of the questioned population (N=13) has a generally positive view towards EE and energy savings. In addition to that, one can assume that the respondents are following the politcal and social trend and consider an “Energiewende” necessary.

Figure 40: Question 1 of the survey.


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In the following course of the survey, the respondents were asked about possible obstacles in implementing such measures. The questions are evaluated in a similar fashion as in the example given above, in form of a histogram: In histograms, the Y-axis indicates the frequency of answers and the X-axis indicates the associated answer possibilities. All of the following questions were measured on a 5-point Likert-scale. In addition to an evaluation of the answer possibilites, the questions are also compared against each other according to their “importance”. Therefore the evaluation of questions follow the order of their importance-ranking. It has to be noted, that the ranks 1. – 4. are assigned each for the “obstacle” and “opportunity”-group. This is resembled in the evaluation of the survey here. The subsequent section thus deals with the evaluation of the obstacles, hindering the implemenation of EE measures. The first two questions from the “obstacle”-subgroup share the first rank of importance, according to the median distribution of the answers. If we account for the mean value, question 2, on the topic of the repayment period, is the most important one.

Figure 41: Question 3 of the survey, question 2 of the “obstacles”-group.


From Figure 41, it becomes obvious that a repayment period between 3 and 6 years for EE measures was considered acceptable by most respondents. Figure 42 indicates that daily business has a higher priority than implementing EE measures. This shows that such measures have to fit in seamlessly in the ongoing operations, in order not to be seen as an obstacle. Figure 43 shows that a lack of assigned responsibility for the topic of EE is one obstacle in implementing EE measures. The histogram also shows that this topic is distributed in a more


heterogeneous way and therefore makes a clear statement, comparable to the first 2 questions of the “obstacles”-block, difficult. Figure 44 deals with the general view of energy in the company: it becomes apparent that despite all political and social trends, energy is mainly seen as an input for the production process. For that reason, one can assume that all important economic conditions should be met (for example repayment periods, Figure 41) to make EE measures attractive. Although this question was ranked with the lowest importance of the “obstacles”-block, one can conclude that economic interests obviously still outweigh ecologic concerns among companies.



The opportunities, or drivers for EE measures in companies are subject of the second part of the questionnaire. The ranking of the four questions doesn’t show a distinct order like for the first part of the questionnaire; the first three questions were considered as almost equally important, only the last question presented was judged less important than the first three.


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Figure 45: Question 6 of the survey, question 1 of the “opportunities”-group.


In Figure 45 we can see that EE measures can not only thrive from the initiatives of individual employees, but that the management board should become actively involved. The general tendency of the respondents is unambiguous on that matter, as most of the respondents answer that question with “very important” or “important”. Furthermore, it becomes clear that regulatory requirements make an engagement in the topic of EE necessary. This can be seen in Figure 46, where the histogram shows an answer pattern, which is almost identical to that in Figure 45. The answers to that question also show that regulatory requirements have an effective influence on the spreading of EE measures.




The feasibility of integrative EE measures is the subject of Figure 47. As energy is not a single input for an individual company, but is used almost everywhere for production in one scale or another, there can be efficiency advantages resulting from a coordinated strategy. The respondents clearly see that as an opportunity. The last question, which asks for a resulting competitive advantage resulting from taking EE measures, was answered very heterogeneously, and therefore is difficult to evaluate. In that case, the specific importance (in the sense of energy as an input factor of production), which differs in every company, plays an important part in the non-uniform response to that question. In the end, this question was also rated as the least important. Summarizing, on can say that the anticipated topics taken from the literature are correctly chosen. Obstacles and opportunities in the topics: responsibility, financing and bureaucracy were queried. From the ranking of the questions, it becomes clear that financial issues are a main hurdle implementing EE measures. Despite the information from the expert interviews, companies are not very flexible concerning payback periods for distinct measures. This point will be elaborated on further during the case studies evaluation. Concerning opportunities, the assignment of responsibility is very important: If the management starts getting actively involved in the topic, it can have very positive influences on the implementation of EE measures. This topic will be elaborated further on basis of the case studies as well. The presented analysis in section 3.2.3 helps decision makers from industry and politics gaining first access to the topic and prepare for the case study analysis in section 3.2.8 theoretically.


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3.2.4 Deliverables achieved

WP 1. Key performance indicators (KPI) Deliverables: report; Achievements: KPIs are defined, calculated and analysed as presented in this report. WP 2. The Moabit case Deliverables: fact sheet, integration in web application; Achievements: Moabits status quo and thus the fact sheet is identified in the KPIs, the integration into the district data atlas is presented at the Deep Dive Workshop #3. WP 3. Case study: Potentials of inner-city producing businesses Deliverables: presentation slides (Ökotec), integration in web application, report Achievements: The case studies served two purposes. On the one hand, individual EE potentials were identified through the EE audits, on the other hand their stakeholder approach to EE is analysed. Both results are reported in this document. Furthermore, a case study integration to the district data atlas is presented at the Deep Dive Workshop #3. WP 4. Stakeholder analysis and EE accelerator Deliverables: workshop, catalogue, report; Achievements: The stakeholder analysis is based on a literature review, the expert interviews and questionnaire survey. Furthermore, the case studies provided in-depth insights to stakeholder networks within individual companies. The analysis is reported in this document, a workshop is held at Ökotec, the catalogue is embedded in this report. WP 5. Integrating solutions encompassing Opportunities 1 and 3 Deliverables: presentation Achievements: The opportunities #1 and #3 have been scanned for possible co-benefits and co-creation possibilities. Results can be found in section 3.2.7.


3.2.5 Evaluation of KPI's defined in workplan

KPI 1.1 Annual final energy consumption of buildings Regarding the status quo on EE the StEK Moabit11 study provides some estimations on energy use of the Moabit West district. With a total building area of 710.000 square meters, of which 65% is commercial used, the primary energy consumption is estimated to be:

- Electricity use 96.679 MWh / year - Heat consumption 137.767 MWh/ year

The consumption of energy from both sources (electricity and heat) can be considered quite high in absolute as well as occupant related terms. The mixed use within the district, serving commercial as well as domestic purposes, contributes to a high-energy consumption. A distinction between those two actuators is roughly possible, but without access to individual energy consumptions possibly biased. One interesting interdisciplinary question arising is, what effect does inner-city vs. outer-city commercial production have on the commuter’s transport energy consumption and how that affects total energy consumption. KPI 1.2 Annual calculated energy performance of buildings Based on the annual final energy consumption of buildings within the district mentioned above the calculated energy performance of buildings on average are the following:

- Electricity use 136 kWh/m²a - Heat consumption 194 kWh/m²a

It is important to mention that those numbers include commercial and industrial energy consumption, which account for 65% square meters’ effective area in the district. Based on the figures, there is a scope for energy consumption reductions through retrofitting or other EE measures. Based on an EnEV 2014 standard, a 50% reduction in the buildings energy consumption is achievable if those buildings on average master a “c-class” energy performance rating. Technically, the scope for consumption and thus emission reductions is limitless (obviously only until 100%). Nevertheless, economic factors are critical to keep in mind when assessing the potential reductions in the existing building stock. A huge dependency on publicly available funding schemes (roughly 600 different funding schemes for private and commercial investors) for EE measures depicts the policy relevance as well as the regulatory influence at play. KPI 2 Renewable energy production within district This KPI is not investigated further, as data as well as impact of this analysis are missing. A thorough understanding of the consumption patterns within the district is prioritized. KPI 3 CO₂ emissions The CO₂ emission related to the energy consumption in buildings is estimated at ca. 86.000 tons per year.12 About 82% of the CO₂ emission is related to primary energy use of commercial and industrial processes within the district. About 67% of the CO₂ emission in the district is caused by the consumption of electricity of which 62% (53.000 tons) is related to commercial electricity consumption. As the CO₂ emissions are a direct consequence of the energy consumption, the cause-effect relationships applied in KPI 1.1. and KPI 1.2. hold true. Given that the major share of emissions is due to commercial activities an understanding of the drivers and barriers to energy

11 http://www.stadtentwicklung.berlin.de/staedtebau/foerderprogramme/stadtumbau/fileadmin/user_upload/Dokumentation/Projektdokumentation/Mitte/FG_Moabit_Nordring_Heidestr/D6_Green_Moabit/PDF/Green_Moabit_Bericht.pdf

12 Estimation by Engineering company M.U.T.Z in 2011, who used 0,37 kg CO2 per kWh


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efficiency within companies is crucial to address serious reduction potentials. In KPI 4 those drivers and barriers have been identified and based on the case studies investigated thoroughly. KPI 4.1 EE potential case studies We show that 82% of the CO₂ emissions of the district are due to commercial activity. This is the major share of emissions as well as consumptions, which can be attributed to commercial activity. Despite this importance, little is known how EE and all related measures/problems are approached in companies. Producing businesses might treat energy as one input factor among others to their production process. This might diminish the importance of external effects for the companies’ actions concerning sustainability. The status quo of three selected businesses EE is evaluated on their energy consumptions. It becomes apparent that generalizable factors are not expedient. A selective approach on the most influential energy consumers within one company reveals possible leverage for EE measures. This is because, the most influential consumer varies considerably from company to company. A standard approach to commercial energy consumption will always fall short when applied to real world scenarios. An expert view from within the company or from informed outside experts is necessary to detect specific EE potentials. KPI 4.2 Stakeholder analysis of companies on EE The status quo retrieved from the literature shows that four main barriers hinder EE measures in companies: lack of information, too high risk of an investment, bureaucracy and competence. The latter being investigated under this KPI, with the first three needed to be kept in mind assessing the stakeholders’ environment. The analysis is based on the three case studies and the questionnaire survey. The full analysis can be found in sections 3.2.2. and 3.2.7. Generally, a clear articulated companywide corporate social responsibility (CSR) strategy on energy or sustainability is a first key enabler to EE. Through this, clear-cut competences/stakeholder are defined or for the first time thought of. This in turn enables a devoted stakeholder within the company to become a champion of change. There can be such stakeholder without any devoted CSR strategy on sustainability, but clear-cut competences and guarantied appreciation for the work on the issues fuels actions. Furthermore, a devoted stakeholder within the company for energy efficiency issues more easily detects and exploits windows of opportunities. Human resource organization is different from company to company, but our findings suggest that a centralization of competences enable EE measures. Applying ISO 50001 can be a first step towards an effective energy management in a company.


3.2.6 List of climate-KIC & local partners collaborated with Table 12: List of climate-KIC & local partners in the SSD project

Partner – Name Role Added Value TNO Applied knowledge

partner Provided KPI definitions and methods, reviewed documents, investigated integrated solution with other opportunities.

TUB Working partner/ Project leader

Provided communications and relations support, set time frames, pushed integration potentials.

Unternehmensnetzwerk Moabit

Networking partner/ Multiplier of results

Provided help with the Moabiter Energietag, delivered population of the questionnaire survey. Functions as multiplier for the found results, communications and relations support.

3.2.7 List of business partners attracted Table 13: List of business partners in the SSD project

Partner – Name Role Added Value Brose Fahrzeugteile GmbH & Co. Kommanditgesellschaft Berlin

Case Study First external energy efficiency audit; Identification of the energy intensive consumers; solution proposal for 3 energy efficiency measures

Albert CRAISS GmbH & Co. KG Internationale Spedition

Case Study High efficient status quo evaluated; solution proposal for 1 energy efficiency measures

BEHALA Berliner Hafen- und Lagerhaus GmbH

Case Study Identification of the energy intensive consumers; solution proposal for 4 energy efficiency measures


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3.2.8 Description & evaluation of output reached

Stakeholder identification From the case studies, it became apparent that every company is differently organized and that the ownership of assets, responsible for the energy consumption, might not be comparable either. This is the bad news when investigating stakeholders in a company driving energy efficiency decisions. Nevertheless, based on our research generalizable insights on stakeholder and their environment, impact is possible, which is good news. Section 3.2.2. gives a glimpse into the output reached concerning stakeholder in EE. This section explores the results of the case studies further and delves more into the topic of the stakeholder within one company. From section 3.2.2., obstacles and opportunities in the topics: competence, financing and bureaucracy were found to be influential and thus stakeholder attached to the topics are critically involved. From the ranking of the questions in the questionnaire it becomes clear that financial issues are the number one hurdle implementing EE measures. It could be shown that companies are not very flexible concerning payback periods for distinct measures. This reduces options considerably, as decision makers almost always not start from scratch but are confronted with already existing material to work with. Holistic approaches to EE are nice scenarios, but in the light of reinvestment periods of less than 5 years, most likely to be unrealistic. This insight prooves to be applicable to the case studies. The first aspect commented on by one respondent is the just the financial aspect of EE.

“In the energy efficiency sector, just like in any other sector for that matter, entrepreneurial activity has to be the top priority. Energy makes 3% of total costs, therefore saving effects because of EE are relevant, but just within the limits of a 2-3-year refinancing.”

The 3 years refinancing horizon come from the fact that service providers sign contracts with their clients, which usually run up to 5 years. To not run into financial risks, investments should therefore reinvest prior to the end of a 5-year contract. This applies to investments that do not have a strategic value or offer further business exploitation. Different perspectives come into play when the company owns assets (like e.g. buildings, machinery etc.) for business purposes.

“Investments in leased out buildings for example might refinance after 10 years. The electric car fleet will be statutory depreciated after 6 years and therefore has to be economically viable as an investment.”

In general, we observe that the financing of EE measures is an important topic, and that the type of businesses conducted or asset owned by the company determine its refinancing horizons. Because of the financial issues being that prominent, the positions handling financial issues in a company become relevant stakeholder for EE measures. Their enthusiasm for and understanding of a possible project and its financial outcomes are essential to the success of a measure. Someone must transport this information and maybe create some enthusiasm for financially viable measures. We call this person the “Champion of Change”, which is a key insight from the interviews, discussions, literature and case studies. Without someone being responsible or someone who at least feels responsible for EE inside a company or corporation, potentials for measures are not likely to be found. The person envisioned can become the champion of change either by appointment or personal enthusiasm. The case studies show that the contact to the right person is crucial when evaluating EE. In some cases, more than one person per company is necessary to deal with EE measures. This is also dependent on the size of the company. As known from the expert interviews, companies with more than 500 employees usually have dedicated EE staff. In smaller companies, such tasks might be simultaneously dealt with in part with other tasks by one employee. In general, technical potentials including EE measures are often pushed/found by technical staff first. Those can then be the champion of change, or hand it to financial staff to


assist or take over. During implementation, technical staff or outside experts should deal with the measure, which is why it makes sense to integrate them during the whole process. At this stage, the time potential has been detected; it can be essential whether the company has an overarching EE or sustainability strategy, facilitating the investment process. This is because, paths more frequently traveled make the journey easier. An overarching strategy on sustainability and thus EE and further aspects not just helps to standardize and thus speed up the investment decision process, but in turn facilitates the presence of a champion of change in the first place. For whatever reason (let it be corporate development, public relations or ecological awareness) the management of a company pushes sustainability issues, they of course have a high impact on investment decisions. They not only have the power to push decisions through, but they create the environment of the firm. This environment can consist of an overarching sustainability strategy. Furthermore, they can actively engage in EE decisions as can be found in one of our case studies.

“It is highlighted that the CEO has invested in new, and therefore riskier technologies and not only in risk-free, low-cost alternatives.”

Summarizing one can say that multiple success factors affect EE when considering the stakeholders within companies. The greatest impact is the active engagement of the management in EE topics. They also have the power to create a company-wide culture, raising awareness, finding champions of change and thus facilitating EE. The champion of change is another key result from this project. There needs to be a designated employee or better more, who feel or have the responsibility to look for windows of opportunities for EE. The concept of a window of opportunity is not attached to the stakeholder approach necessarily, but acts as a good description of where a stakeholder comes into play. The actual design of the stakeholder within one company is an individual decision based on the company’s structure, resources etc. EE potentials in case studies As reported, three producing businesses from the district of Moabit have been audited to identify EE potentials. In a first step, energy consumption data and further information is evaluated. After that, a site inspection delivered a broad overview on the main energy consumers and their state of the art. Based on the two-step procedure, potentials are identified. In a next step towards implementation, a rigorous planning of each measure unlocking the potential should check each ones’ feasibility. During the audits, it became clear that all companies already have been active, increasing their EE through various measures. As demonstration, it thus is interesting to evaluate already unlocked EE potentials. This analysis offers a clear cause-effect relation of each measure to its potential. We start each case study by presenting the most effective measures, based on its relative impact on the energy consumption. From Figure 49 it becomes obvious that the installation of a more EE light system decreased electricity consumption by around 66% at Albert Craiss GmbH & Co. KG Internationale Spedition. Furthermore, it shows that measures can shift consumption from one type of fuel to another, as it is the case with the electric driven forklifts. An evaluation thus needs to consider all interdependencies of an EE measure, to come to a profound evaluation of the economic as well as ecologic merits. Concerning electricity consumption at Craiss, further minimization of electricity consumption cannot be achieved within given economic frameworks.


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Figure 49: Electricity consumption at Craiss.

Figure 50: Gas consumption at Craiss.

From Figure 50, two significant findings are drawn again from Craiss as the evaluated case study. First, the installation of high-speed-doors decreased gas consumption about 40%. Second, gas consumption or more in general energy consumption used for thermal comfort is highly dependent on outside conditions. Thus, results of this measure should be averaged over a couple of years, or judged by a heating degree days’ factor. During the site visit it became clear that although high-speed-doors are in place, a significant amount of heating energy is lost because of


one door is permanently used and thus stays open. This provides room for potential EE improvements. An air-wall-technology can prevent those losses. In a next step, a tender process will determine the costs of this measure. With the costs at hand, a detailed evaluation of the energy savings potentials of this measure is going to determine its profitability. At a second audit, with Brose Fahrzeugteile GmbH again a light system retrofit to LED technology shows already unlocked potentials as demonstrated in Figure 51. Furthermore, insulation of the façade and the roof decrease district heating loads. During the visit, it became obvious that cooling as well as pressurized air offer further EE potentials, because of their current operational plans. Concerning cooling, a measure to switch from an open to a closed cooling system with separate storage and controlled pumps is envisioned. This would reduce heat input for the storage dramatically, enable temperature stratification, increase the temperature spread from 2k to 6k and the return temperature could rise so that the evaporator operates with better heat transmission. Pressurized air is an issue for further improvements in EE. First, an optimization of the compressors control should be tackled by a monitoring and subsequent analysis of the data. The specific power requirements are to be lowered to prevent unnecessary power losses. Furthermore, a heat recovery system could be retrofitted to save heating energy, which is currently provided by district heating.

Figure 51: Energy consumption at Brose.

The third company audited is the Behala - Hafen- und Lagerhausgesellschaft mbH. It deviates clearly form the first two companies as it does not rent the premise of its business, but rather acts as owner of all buildings and most of the machinery on site. Next to their own business, they thus are landlords to other companies and their business. The audit focus on the energy consumption of Behala, who is responsible for ca. 30% of the total electricity and 20% of the total district heating load. Behala is very active in the field of unlocking EE potentials, but due to its size individual measures are hard to identify within the overall consumption. Nevertheless, a long list of small and big measures, influence the current energy consumption. Again, a LED retrofit is among the measures that have already been implemented. Further EE potentials were lifted in the field of gas consumptions. A logistic company naturally consumes large shares of its total energy consumption of gas. Behala is among the first logistic companies to employ electric trucks. They also transformed their car fleet to electric vehicles and on the rails, they changed to electric driven vehicles also. An electric locomotive is not yet available, but is considered as investment in the future. As already mentioned for the case study of Craiss, this shifts energy consumption from one type of fuel to another. Nevertheless, as these examples show the investments still provides


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a business case and thus saves energy. Behala already is in the later stages of further planning for EE measures in the future. Among them are measures like, the exchange of gas driven forklifts to electric ones and holistic retrofits of existing buildings. The quantity and variety of energy consuming assets is, considering the projects resources, quite high. Nevertheless, from a disaggregation of the electricity consumers, it becomes obvious that the largest share is consumed by the cranes. Especially one crane, which got replaced recently, should not consume those high amounts of energy. Further monitoring and checkup of the base load is advised. Plus, it became apparent that 22% of the electricity consumption in Halle 1 is due to ICT infrastructure. Using “Thin Clients” the energy consumption can be reduced considerably. Another possible potential, which became apparent during the site visit discussions is a possible reduction of the energy consumption and thus costs for the use of conveyer belts in a silo. This is because the energy consumption of conveyer belts is largely due to losses at the bearings. Those losses grow exponentially with the demanded speed of the conveyer belts. A checkup and a possible reduction of the conveyer belt speed is advised. The economic as well as ecologic impact of this measure will become obvious through the monitoring.

Figure 52: Total electricity consumption at Behala.

On further aspect of the audit was the issue of rising electricity consumptions during winter month as documented in Figure 52. This can result due to electrical heating employed. The energy consumption can be reduced by roughly 25% when employing air-heat pumps instead. Those appliances enable cooling during the summer months, which is a service added. To determine whether the current status quo delivers potentials for the proposed measures further site visits are necessary. Overall we find that the case studies investigated show quite a good status quo when it comes to EE. This can be due to a selection bias, as firms which are more conscious towards sustainability issues tend to participate more likely. Nevertheless, we got quite some good insights to EE and its applications in the professional environment. Furthermore, the case studies not just revealed EE potentials but also stakeholder and their responsibilities for EE. As a next step, it is envisioned to pursue the revealed potentials and possibly unlock them. Each involves different type of stakeholder and different resources. The list of measures lasts from simple checkups, which might be feasible within the normal schedule of the trained staff, to large-scale analysis and implementation of new energy converting assets.


Integrated solutions An investigation has been made about integration components of energy with the opportunities sustainable water management and mobility. Investigating integration of measurements or themes can identify new or improved solutions, opportunities, and co-benefits, but also uncover dependencies and thereby previously unanticipated positive or negative effects. Some first glances about energy resulted in the following: Energy & Sustainable water management

- EE, reduction and flexibility possibilities (peakshaving, energy balancing, flexibility provider, prediction, optimization) regarding pumping and storing of stormwater. However, the geographical scope for these integrated solutions is bigger than the scope of SSD - Moabit district

- Energy (-efficiency, -reduction and flexibility) is included as a co-benefit in the evaluation of solutions for use cases of the sustainable water management opportunity.

Energy & mobility - Sustainable urban (public) mobility is a cross cutting field with energy. Within the Moabit

district the use case of a full electric Zero Emission Autonomous bus shuttle within the district provides interesting integration possibilities and joint challenges. Challenges regarding energy are related toward charging possibilities, energy storage and flexibility, peakshaving and thereby impact on underlying electricity infrastructure. From the mobility point of view reliability of timetables or other ways of (demand) availability always should be guaranteed. Layover times for example because of the necessary charging will be influenced and will certainly have effects on the timetable. Quick charging, however, requires much efforts and investments from the energy perspective. Important criteria are therefore among others: range, dependency on (opportunity) charging infrastructure, reliability, availability of market products, cost (purchase, per km and maintenance). A full electric Zero Emission Autonomous bus shuttle is an interesting integration use case for SSD- Moabit 2017.


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3.2.9 Matching funding strategies

No consultation reached yet.

3.2.10 Activities envisioned for 2017

The energy efficiency (EE) Accelerator for Moabit West District gathers bottom-up data on the EE of local companies and residential buildings (concerning both building and business activities.) Based on the ongoing research in the SSD project Moabit West, we find evidence of EE potentials within each case study as well as within the whole building stock of the district. A list of potential measures for the case studies is given in section 3.2.7. under the headline “EE potentials in case studies”. The revealed potentials will be elaborated further during 2017. Furthermore, we see potentials for a further data driven project, mapping the energy efficiency potentials within Moabit. Key player, like Stromnetze Berlin GmbH (already a partner of the SSD-Moabit West) and other energy utilities need to be brought on board for a holistic evaluation of all energy flows from production to consumption. The gathered data is used to compare real consumption to theoretic calculated potentials. Based on the discrepancy economic, ecologic as well as social potentials should become obvious. Overall, an ongoing comparison from theoretic potentials to actual energy consumptions ensures an EE system and prohibits losses/waste of energy along the value chain.


Opportunity 3 Low Carbon Mobility

3.3 Low Carbon Mobility Authors Wulf-Holger Arndt Norman Doege Arman Fathejalali Lu Lu Koen H. van Dam Chris M. Mazur Changgun Lee


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3.3.1 Description of starting point, processes kicked-off & driven as opportunity or workstream lead

The target in the opportunity ‘Low Carbon Mobility (LCM)’ is to investigate the potential for e-mobility, low carbon modes and innovative technologies of urban transportation in the district West Moabit (Berlin) for commercial and personal transport. The idea is to propose mobility solutions for local companies, commuters and local inhabitants and to support decision making by modelling their impact in terms emission on local and city scale. Already in the local development plan ‘StEK Green Moabit’, the following crucial topics have been identified: last-mile transportation, commuting traffic, bike-sharing and transition to low carbon modes of transportation (including e-mobility). In order to achieve the LCM opportunity goals, several processes have been kick-off for different steps of the project, which are described below (Figure 53).

Figure 53: Processes in LCM opportunity

The LCM opportunity started in the beginning of June 2016 with the data collection process. In this step, the required data for next steps of the process was identified and the missing data were collected. This was followed by problem assessment process from the beginning of July 2016. For this part, the LCM team contacted several relevant experts from different stakeholder groups and conducted several interviews to complement the StEK Green Moabit document. The next process was the co-creation process for solution generation and assessment of the potential interventions. This process started by identifying the relevant stakeholders for the LCM opportunity. These stakeholders range from public authorities (e.g. district municipality and public transportation operator) to private sectors (companies including Siemens, NextBike). Accordingly, these stakeholders were contacted and attended the expert workshop during the 2nd SSD DeepDive. In parallel to the stakeholder engagement, simulation models were used to assess the environmental impact (emissions and noise) of the baselines as well as several proposed solution so they could be compared and ranked, and the potential impact on the rest of Berlin could be assessed. Furthermore, with the help of two implemented crowdsourcing platforms, the residents and commuters of the West Moabit district (as key local stakeholders) were given the possibilities to contribute and be engaged in the planning phase and localizing the suggested solutions for the investigated area.


The feasibility study process of a project demonstrator started in the last month of the project. This lead to the identification of barriers for the proposed low carbon mobility solutions and a better understanding on how obstacles can be addressed, resulting in a proposed plan for real-world trials which could later be scaled up. In addition to the abovementioned processes, two add-on processes were started in the last phase of the project, which support the implementation of two selected solutions (Bike Sharing system and autonomous driving bus service) for the next year. The first process was a stakeholder workshop on the topic of bike sharing system with companies located in West Moabit in cooperation with NextBike company. This workshop aimed to analyze the demand for a bike sharing system for companies. The second process concentrated on preparing an initial concept for an autonomous driving electric bus service for the investigated area. Doing that, a working group for autonomous driving bus consisting of relevant stakeholders (Local Motors, BVG, municipality district, eMo, Büro autobus) was formed. The aim here is to connect different stakeholders, discuss the possibilities for a test in West Moabit for next year.


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In order to reach the objectives of each workpackages in the LCM opportunity, different sets of methods and tools are applied. An overview on the methods and tools employed in different steps of the project is presented below (Figure 54).

• TEECT • Upscaling Model • Agent-based Modeling • Noise Prediction Model

• Field Survey • Internet Research • ArcGIS Software

Data Collection, Transport Demand Study and Traffic Model Adaptation

Methods/Tools

• Expert Interview • Field Survey • Hotspot maps • ArcGIS Software •• Expert Workshop • Crowdmapping

Platforms

Solution Generation and Scenario Development

Project steps (workpackages)

Ecological Impact Evaluation

• Strategic Niche Management

Feasibility Study of a Demonstrator

Problem Assessment

Figure 54: Overview on applied methods/tools in different project steps


Data Collection, Transport Demand Study and Traffic Model Adaptation In the first step of the project, field survey and internet research methods was used for gathering and completing the database needed for the rest of the project. The basic datasets included spatial data like statistical blocks, land lots, landuse, buildings, and companies as well as statistical data like area, number of residents, and number of employees. The transportation datasets included road network, public transport networks (bus, U-Bahn & S-Bahn) and cycling infrastructures. All of these datasets were collected by using secondary sources such as statistical offices in Berlin, VMZ traffic detection, FIS-Broker etc. Then the field survey was taken not only to update the datasets, but also to collect the missing data, like the number of apartments, parking lots and bicycle racks. Furthermore, different sets of maps were produced and a web map was also created using ArcGIS online (Annex1). With the land lots data from the Quartiersmanagement Moabit West, the spatial unit of TEECT modal was changed from statistical blocks to the land lots. The input variables of TEECT were area and the share of different land used for each statistical block. Now, in this project, the TEECT model was developed and adapted to the new unit. The number of residents was also distributed from blocks into buildings according to the number of apartments. The transport demand analysis was based on the land lots, for which a synthetic population was simulated by using agent-based models to understand the use of local transport links with high spatial and temporal detail. For the environmental assessment, in particular the upscaling of solutions to the rest of Berlin, the conversion factors were collected to link passenger kilometers with emission of CO2 and other green house gases and local pollutants. Socio-demographic data (e.g. density) and land-use data (e.g. share of residential and industrial activities) for all Berlin boroughs was also collected to understand how to translate solutions for Moabit to other areas. Problem Assessment In the problem assessment step, expert interviews and field survey were used for identifying the transportation related problems for focusing on residents and commuters in the area of West Moabit. These analyses were completed with accessibility analysis for different modes of transportation applying Network Analyst function (in ArcGIS software). To illustrate the identified problems, three thematic Hotspots maps and posters (for active modes and public transportation mode) were produced (Annex 2). Solution Generation and Scenario Development Solution generation and scenario development process was done using a co-creation approach. Different stakeholders (implementation partners, research partners, residents and commuters as well as companies) were involved in different steps of the solution generation process. The expert workshop method was used for generating and ranking of solutions with implementation partners as well as research partners. Additionally, two crowdmapping platforms were set up for localizing the demand (narrowing down the planning outcome) for generated solutions from expert workshop with the support of residents and commuters. Furthermore, residents of West Moabit also had the possibility to suggest new ideas (and solutions) and these were then added to the project. The applied tool (system) for this crowdmapping process is called “Mark a Spot”, which is an open-source system, used Germany-wide by different city administrations for crowdmapping processes and civic engagement. This system was adapted and further developed in regard to the project’s needs. From the beginning of November 2016 on, two platforms for residents (https://ssd-moabit.org/mobilitaet/) and commuters (https://ssd-moabit.org/gruener-pendeln/) are online. In order to attract as many participants as possible and contributions from both groups of stakeholders, several strategies and promotional activities have been conducted:


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• Incentivizing participants: In order to motivate residents and commuters to contribute in the co/creation process, 50 vouchers for using Nextbike bicycles (bike-sharing system in Berlin) for a week and free of charge were sponsored by the Nextbike company as one of the project partners.

• Designing information flyers: Two information flyers have been designed by the ZTG team in order to be used for offline and online promotional activities (Figure 55 and Figure 56).

Figure 55 Information f lyer for the resident platform

Figure 56 Information f lyer for the commuter platform


• Cross-media communication and promotion: Like every stakeholder engagement process, promotional activities and public relation work (PR) are vital. This is achieved by using offline and online channels. The designed resident flyer was printed and distributed in West Moabit. The printed flyers are randomly distributed in residential buildings, kindergartens, restaurants, cultural centres that are active in the area. In term of online promotions, email distribution lists (of companies in West Moabit), Facebook page (quartier management office, ZTG and personal network, Nextbike), SSD website and Berlin Agency for Electromobility (eMO) are used.

In total, 56 contributions have been submitted in both platforms. 30 contributions have been submitted in resident platforms and 26 contributions in commuter platforms. The results can be seen in the figures below.

Figure 57 Result of crowdmapping process (resident platform)

The main categories for suggestions in the resident crowdmapping platform are bike sharing stations, bus staions, bicycle lanes, bicycle parking facilities, traffic islands and other ideas. Looking at the first results of the resident platform indicates a lack of bus stops in Sickingenstrasse, lack of parking facilities near public transport stations (S Bahnhof Beusselstrasse and U Bahnhof Turmstrasse) and lack of walking and cycling facilities in the southern parts of the West Moabit area. Furthermore, bicycle sharing stations are mainly suggested in main streets, on junctions and near the S Bahnhof Beusselstrasse.


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Figure 58 Result of crowdmapping process (commuter platform)

The main categories for suggestions on the commuter platform are bike sharing stations and bus stations. The first results of the crowdmapping process shows the potential locations for bike sharing stations. Many of them are located in the main streets (Huttenstrasse and Sickingenstrasse), where the bus service is lacking, although many companies are located nearby. Moreover, many bike sharing stations are suggested near public transport stations (S Bahnhof Beusselstrasse, U Bahnhof Turmstrasse and Ubahn Mierendorfplatz). The generated solutions (after geo-localization through the crowdmapping process) are formulated into two scenarios as Early Incubator and Substantial Accelerator. The first scenario includes solutions with short-term implementability and the second scenario consists of solutions with middle-term and long-term implementability. The “short-term” symbolizes a comparably quick implementability (1-2 years), “middle-term” symbolizes a time frame of 2-4 years, “long-term” symbolizes a time frame of more than 4 years. This time-dependant implementability assessment was carried out within the LCM team, taking into account the number of relevant stakeholders, planning partners, nature of the measure (soft or hard policy) as well as the overall planning framework (Annex 3). Ecological Impact Evaluation For evaluating ecological impact of the solutions in scenarios, different sets of simulation and modelling tools/methods are applied. The TEECT (Transport Energy and Emission Calculation Tool) is used for calculating the main greenhouse gas (CO2) and air pollution (CO, PM, NOx) impacts of different scenarios in the area of Moabit West. Afterwards the impacts are scaled up from the local level to the city level by evaluating how a similar intervention in other parts of Berlin would impact the environment. A methodological framework has been developed to investigate the environmental performance of transportation systems. This framework will aid in calculating the environmental impacts of a baseline and of various transportation scenarios (represented by changes in mode share); and outlining long-term policy to reduce their environmental impacts. As presented in Figure 59 and explained in more detailed in Deliverable D4.2, a general framework for this methodology comprises 4 steps: 1) problem formulation, 2) environmental assessment model and data collection, 3) baseline scenario evaluation, and 4) alternative scenario evaluation.


Figure 59: A framework of Upscaling Environmental Assessment Methodology

On the local level, TEECT is used to estimate the ecological impact. Four steps build up the TEECT model: trip generation, traffic volume calculation, traffic performance calculation and emission estimation. The spatial unit of TEECT is adapted to land lot and the inputs are type of landuse, plot area, number of residents and number of employees. The structure of TEECT can be seen in Figure 60.

GoalandScopeDefinitionFunctional unitSy temboundaries(Structure&components)Datacategory andqualityCalculationmethods

CalculationofGlobalEnvironmental Impactsof

BaselineScenario

Step1:ProblemFormulation

Step2:EnvironmentalAssessmentModel&DataCollection

CalculationofRegional&LocalEnvironmental Impacts

ofBaselineScenario

Step4:AlternativeScenarioEvaluation

GlobalEnvironmentalAssessmentModel&DataCollec tion (CO2,GHG)

RegionalandLocalEnvironmentalAssessmentModel&DataCollection

(Noise,PM10)

Spatial&TechnicalAssessmentandDatabase

Step3:BaselineScenarioEvalution

e. g.CO2andGHG e.g.PM10,NoisePopulationTransportationmodetypeTransportationmodeshareetc

CalculationofGlobalEnvironmental Impactsof

Alternativ eScenario

CalculationofRegional&LocalEnvironmental Impacts

ofAlternativeScenario

Shiftinmodeshareand fueltypes etc Shiftinmodeshareandfueltypes etc


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Figure 60: Structure of TEECT

In the first step, there are 6 different traffic groups generating trips from 3 different types of landuse: residents and visitors from residential area; employees, customers, deliver and business from industrial area; visitors and employees from public service area. For each group, the number of trips is calculated from the input values and average trip rate. In the second step, trips are separated into different traffic modes according to the modal split of the district Mitte and average modal split of different commercial activity. In the following step, traffic performance is calculated by using the traffic volume multiplying the average trip distance for different traffic purpose and different traffic modes. The last step is emission estimation. For the year of 2015, 2020 and 2030, the emission factors from the Handbook Emission Factors for Road Transport (HBEFA) are adopted in this step as well as the share of electric vehicle, which is predicted by the Forschungszentrum Jülich13 . The prognosis for the share of electric vehicle in 2015, 2020 and 2030 can be seen in Table 14. Table 14 Prognosis for the share of electr ic vehicles in 2015, 2020 and 2030 (Source: Forschungszentrum Jül ich)

Share of EV 2015 2020 2030

Cars EV 0.27% 2.13% 12.95% Diesel+Petrol 99.73% 97.87% 87.05%

Light Commercial Vehicles

EV 0.14% 0.93% 10.86% Diesel 99.86% 99.07% 89.14%

Trucks EV 0.09% 0.16% 2.30% Diesel 99.91% 99.84% 97.70%

13 Forschungszentrum Jülich (2015): Netzintegration mobiler Energiespeicher: Testbasierte Evaluierung, technische Potentiale und Bereitschaft von Fahrzeughaltern (NET-INES). http://www.fz-juelich.de/iek/iek-ste/DE/NET-INES/_node.html, access: 27.01.2016


Two scenarios (Early Incubator and Substantial Accelerator) were developed with different solutions. To evaluate the ecological impact, a baseline scenario is set up without any solutions and assumes that the modal split in 2020 and 2030 are the same as in 2015. The emission factors and the share of electric vehicles are same in all 3 scenarios and the variables are modal split and the share of electric bus. The modal split in all 3 scenarios can be seen in the deliverable 4.1. A python script has been implemented as a semi-automatic solution for calculation, which can read all inputs data from an ArcGIS shapefile and save the emission results as attributes in each of the field. In the end, three thematic maps are created to show the results of ecological impact on the local level for each scenario (Annex 4). The next step is upscaling the effect of scenarios on a bigger scale. “Upscaling” is defined here as the assessment of the potential effects of rolling out interventions evaluated for Moabit into other parts of Berlin. The objective is to gain insights in the potential for the short-listed solution to have a positive impact on other areas in Berlin, so direct lessons learned in Moabit demonstrators can be translated to other districts and future implementations can benefit from efficiency of rolling out interventions on a larger scale. The outputs of this task are changes from the baseline for these scenarios so they can be visualized. We identify a few critical factors (e.g. mode type, mode share and fuel type), which might affect the environmental impacts of transport systems; analyze the interaction between the factors; and develop a matrix of scenarios using the two most important factors and their possible values. By translating the change in mode share (similar to the approach followed above with a baseline, Early Incubator and Substantial Accelerator scenarios) to other districts, while keeping in mind the similarities and differences, we can recalculate the impact representing what might happen if an intervention was repeated in other districts. By comparing land-use and population characteristics of Moabit with neighbourhoods in other boroughs in Berlin a selection of areas which are most similar was made and a detailed calculation can be made for a limited number of areas. Moreover, the baseline calculations are repeated for the whole of Berlin. Output from the TEECT model was used to calibrate the upscaling model. In addition to the tasks laid out in the workplan, the need for a more finely spatially explicit simulation model arose to be able to provide assessment of local impact (particularly noise and fine particle emissions) so an existing simulation model was adopted for the Moabit case. The model generates a synthetic population for the physical structure shown in Figure 61 (buildings/lots, road network and stations) and the population’s activity schedules (wake up, go to work, go to shops etc.) which take place in buildings with various land-use definitions which then leads to mobility patterns given the existing transport infrastructure (see Figure 61Error! Reference source not found.). The model was created using the SmartCityModel built in Repast Simphony and implemented in Java.


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Figure 61: Input data for the model: road network, local stations, and buildings/lots with identified land-use. (Source: Geoportal Berlin, Quartiersmanagement Moabit West)

Figure 62: Screenshot of the simulation model during the early morning, with many residents at home still but some

commuters arriving from S-Bahn and U-Bahn stations including Beusselstrasse, Westhafen and Mierdendorffplatz

With the micro-simulation a model of a typical weekday was simulated for the Moabit district, in which residents and commuters go about their day. The output of this model is the road-use in number of trips over the 24 hours period, in addition to more finely detailed profiles and occupancy of the various lots. The road-use data, visualized in Figure 63, can then be used as input for noise estimation at the local scale, by complementing the higher level data of the main road links as published in FISbroker. The FISbroker data was used to calibrate the simulation model by comparing measured and simulated results for Huttenstrasse, Turmstrasse, Beusselstrasse and Sickingenstrasse and multiplying the overall traffic volume by the calculated ratios. Since the model only simulated trips with origin or destination within the boundaries of West Moabit and does not represent through-traffic (for lack of data on O-D pairs and trip purpose) the model underestimated use of the Beusselstrasse (which runs north-south through the heart of the district) but this was corrected for the final results.


Figure 63: Output of the agent-based simulation for Moabit West: trips generated by residents and commuters (from the S-Bahn and U-Bahn stations into local employment areas)


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Figure 64: Trip count per road segment, generated by a synthetic population of around 3500 simulated agents

(before scaling the results up to actual population size using measured transport volumes)

Such a simulation model can also be used to test interventions, such as new transport nodes, modal share shift, behavioural change and land-use changes, since it is a bottom-up model which generates the journeys from parameters describing the built environment (buildings and transport network) and socio-demographics (size of population, employed/unemployed, activity schedules). As such it could be employed in the environmental assessment of the different solutions, but was outside the scope of this project. To evaluate the noise situation in Moabit West, the 3D noise prediction tool was adopted by using the 3D CityGML model and traffic volume results simulated by the agent-based model. The Preliminary Calculation Method for Environmental Noise at Roads (VBUS)14 was used in this noise prediction tool for estimating noise levels from noise generation to noise propagation. Because of the data size, the most densely populated five neighbourhoods in Moabit West were chosen as the test areas for running the noise prediction tool. In the noise generation stage, the noise level on each road is calculated from the daily traffic volume and the share of lorries. After that, observer points were generated on each building façade with different heights, which are used to calculate the 3D noise level after noise propagation from streets to buildings. In the end, 15,937 observer points were generated outside the building facades with noise levels (Figure 65). The range of noise level in the test areas reaches from 45.7 dB(A) to 62.2 dB(A) and 52.9 dB(A) in average. The observer points on the ground floor and located at the crossing have the highest noise level. Most of the observer points facing to the roads have the noise level higher than 55 dB(A), which is above the standard values based on TA Lärm 6.1D usual residential areas. On then the back side of buildings the values for the noise imissions normally reach less than 55 dB(A).

14 Vorläufige Berechnungsmethode für den Umgebungslärm an Straßen (VBUS) (preliminary calculation method for environmental noise at roads): published in Federal German Gazette No. 154, August 17, 2006.


Figure 65 Screenshot of 3D noise level on Bui lding facade in the test area of Moabit West.

Feasibility Study of a Demonstrator The feasibility part of LCM opportunity has the aim to determine a suitable way to make the chosen solutions a part of the mobility system of Moabit. To do so, the right pathway for the introduction of these solutions needs to be identified. Analyzing this pathway will lead to the identification of potential barriers to the solutions. The solution that makes it possible to spark such a transition is to introduce demonstrator projects that help overcome these barriers in particular. For this, the insights from research on socio-technical systems and strategic niche managements are used. Using the short list from the co-creation process introduced above, ranked by experts and environmental impact assessment, we are focusing on the following solutions. The focus is put on solutions and technologies that involve novel solutions and that require the interaction of several stakeholders:

- Implementation of a cycling sharing scheme, for person and light goods transport, linked to the neighbor districts

- Implementation of electric bus shuttles, possibly with autonomous vehicle technology

The methodology uses Strategic Niche Management as a framework for supporting innovation, which has previously been deployed in the London transport sector. As Kemp states, SNM is the ‘creation, development, and controlled phase-out of protected spaces for the development and use of promising technologies by means of experimentation’ (Kemp, 1998). It achieves this by enabling stakeholders to learn about the potential desirability of new technology, and enabling the development and application of new technology. Facilitating a SNM requires the management of three processes, outlined below.


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1. The articulation of expectations and visions. Expectations are considered crucial for niche development because they provide direction for learning processes, attract attention, and protection and nurturing of the new technology.

2. The building of social networks. This process is important to create a constituency behind the new technology, facilitate interactions between relevant stakeholders, and provide the necessary resources (e.g. money, people, and expertise) to help the technology find practical applications.

3. Learning processes at multiple dimensions: o Technical aspects and design specifications o Market and user preferences o Cultural and symbolic meaning o Infrastructure and maintenance networks o Industry and production networks o Regulations and government policy o Societal and environmental effects

Using the points from above, to make the demonstrator successful and delivering long-term effects, the following aspects have to be delivered during the demonstration:


Table 15: Aspects for delivering a demonstrator

Aspects to take into account Meaning for the delivery of the demonstrator

The articulation of expectations and visions

• Creation and articulation of a future vision of the proposed system if it was to be delivered to the whole district (see Deliverable D6.1 for a short version).

• Dissemination of the results to the various stakeholders outlined in table „Stakeholders“

• Use of BrainBox or similar means to paint and disseminate a possible future of the system

The building of social networks • Engage with solutions providers who can provide the technologies and solutions

• Bring the local stakeholders to the table and involve them in the design of the solutions

• Co-creation: already achieved by SSD on a system level, but in this case it should focus on the delivery of the solution

• Disseminate the results, intermediary and final to the stakeholders and the public

Learning processes at multiple dimensions Technical aspects and design specifications Infrastructure and maintenance networks Industry and production networks

• Establish a technical project team between the technology solution providers:

1) Cycling system provider 2) Electric vehicle providers 3) Autonomous systems providers 4) Infrastructure providers 5) Transport providers in general

Learning processes at multiple dimensions Market and user preferences Cultural and symbolic meaning

• Establish a community project team between the users

1) Residents 2) visitors/commuters 3) Local businesses

Learning processes at multiple dimensions Regulations and government policy Societal and environmental effects

• Establish a local authority and governance project team


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3.3.3 Deliverables achieved (in reference to workplan)

Deliverables of LCM opportunities are specified according to each workpackages. The table below shows the planned deliverables in the initial workplan of the project.

Table 16 Deliverables of LCM opportunity in reference to workplan

Workpackage Deliverable Status Responsible partner

WP3.1 D1.1 Traffic demand analysis based on TEECT Finished ICL D1.2 Contribution to the District Data Atlas

Moabit Finished TUB

WP3.2 D2.1 Thematic maps of Hotspot analysis Finished TUB D2.2 A ranking of the problems list Finished TUB

WP3.3 D3.1 A shortlist of possible solution per action field

Finished TUB

D3.2 Identification of potential realization partners

Finished TUB

D3.3 Scenarios anticipating changing framework conditions

Finished TUB

WP3.4 D4.1 Evaluated solution shortlist for ecological importance

Finished TUB

D4.2 Impact balance for GHG, PM ,CO Finished TUB ICL

WP3.5 D5.1 Shortlist of as feasible assessed solution Finished ICL WP3.6 D6.1 Implementation plans for mobility

demonstrators in Moabit Finished ICL

WP3.7 D7.1 Inputs from opportunity 3 for the Deep Dive Moabit reporting

On going TUB ICL

The achieved deliverables are submitted to the project management team (CHORA) in different steps of the project, and briefly summarised below:. D1.1 Traffic demand analysis based on TEECT The original idea of the traffic demand analysis based on TEECT is a rough estimation based on the number of residents and employees in the statistical blocks. Since the spatial unit has changed from blocks to land lots, the result of agent-based modelling is more interesting to CHORA and the workstream #4 District Data. The LCM team decided to use to the agent-based modelling instead of TEECT for traffic demand analysis in order to provide a more accurate and detailed result for the noise calculations. Deliverable D1.1. contains the traffic demand maps as well as GIS shapefiles. D1.2. Contribution to the District Data Atlas Moabit All necessary data are collected via online open database, previous study and field survey and prepared for the following workpackages. Table 4 is the list of all data collected by LCM and these data are transferred to the workstream #4 District Data Atlas for visualization. Moreover, outputs of the simulation models and environmental assessment are made available for inclusion in the District Data Atlas as well.


Table 17: List of data from LCM that can be included in the District Data Atlas

Category File Name / topic Format Land Use Landuse_LoD2 SHP

Transport

Road_LoD0 SHP Road_LoD2 SHP Railway_LoD0 SHP Railway_LoD2 SHP Footway SHP Estimated transport demand SHP

Transport

Bus stops SHP Bus lines SHP U bahn & S bahn station SHP U bahn & S bahn lines SHP Cycling facilities SHP

Environment Environmental impact in Moabit XLS Environmental impact Berlin XLS

Others

SolitaryVegetationObject SHP Underground SHP WaterSurface_LoD2 SHP tin05m SHP Waterbody_LoD0 SHP

Blocks

Digk5_Block SHP Nutzung SHP Statistical_blocks SHP Land lots SHP

Building Building (with survey data stored as attributes)

SHP

Maps

Accessibility of the Bus Station JPG Accessibility of the S & U Bahn Station JPG

Karte_Blöcke (statistical blocks, floor plan and traffic infrastructure) JPG

Park_lots JPG Parking_streets JPG Transportation Accessibility JPG

D2.1 Thematic maps of Hotspot analysis and D2.1. A ranking of the problems list The hotspot maps and ranking list of problems are two deliverables of work package 2. These two were delivered in from of three thematic problem hotspots posters during the 2nd DeepDive event in September 2016 and used during the workshop with Mobility stakeholders. The inputs for these problem hotspots are expert interviews, field study and upper-hand plans. The first poster focused on hotspot analysis and problem list regarding public transportation mode. The second and third posters focused on active mode of transportation as walking and cycling. D3.1 A shortlist of possible solution per action field The shortlist of solutions for every action field was prepared and delivered after the 2nd DeepDive event CHORA team. This deliverable is compiled of different sets of scored solutions (deriving from expert workshop during the 2nd DeepDive event). These solutions are categorized into two


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action field “Public Transportation” and “Active Mode”. Furthermore, the time dependence implementability of each solution is evaluated by project partners and is added in the short list of solutions. D3.2 Identification of potential realization partners and D3.3 Scenarios anticipating changing framework conditions The shortlist of solution per action fields are grouped into two scenarios. The first scenario is the “Early Incubator-Innovation Trigger” scenario consisting of the solutions with short-term implementability. The second scenario is “Substantial Accelerator”, which incorporates the solutions with middle and long-term implementability. Furthermore, the implementation partners for each of these scenarios are also identified during the last months of project. These two solutions are illustrated by two posters including the list of solutions, a map indicating where these solutions should be implemented and list of implementation partners from different sectors (private, public, and non-profit). These scenarios were completed by the results of crowdmapping platforms. D4.1 Evaluated solution shortlist for ecological importance Each implantation solution in the shortlist will have an impact on the local ecological importance by shifting the modal split (e.g. encouraging people to stop commuting by car, but instead travel to Moabit by public transport combined with bike from a cycle hire scheme). By introducing three scenarios with all solutions, each scenario will have an overall effect on the modal split which is used to evaluate the ecological importance and calculate the impact balance for CO2, CO, PM and NOx. The modal split for each scenario in 2015, 2020 and 2030 can be seen in Table 18.

Table 18: Modal split for scenarios

Modal split Baseline Early Incubator Substantial Accelerator

2016 2020 2030 2020 2030 2030 Walking 37,3% 37,3% 37,3% 36,4% 35,4% 33,7% Cycling 13,5% 13,5% 13,5% 15,3% 17,1% 19,6% Public Transport 28,8% 28,8% 28,8% 29,0% 29,3% 32,2% MIT 20,4% 20,4% 20,4% 19,3% 18,2% 14,4%

D4.2 Impact balance for GHG, PM, CO By using the TEECT model, the transportation emissions have been calculated for all three scenarios for the year of 2015, 2020 and 2030. Four thematic maps have been created to show the local impact balance for CO2, CO, PM and NOx in the area of West Moabit. In addition to this, the upscaling methodology presented above has been applied to the three scenarios to see how the solutions tested for Moabit would impact other areas of Berlin. It used the same mode share changes from D4.1 as also used in the local analysis done with TEECT, but with different impact on the various neighbourhoods of Berlin given their land-use and mobility characteristics. This was done for all of Berlin's boroughs for a range of transport modes, and in detail for a number of neighbourhoods identified to be most similar to Moabit based on density, employment rate and land-use. The CO2, CO, NOx and PM emissions per neighbourhood and transport mode have been generated for baseline, early innovator and substantial accelerator cases. The deliverable consists of a short report outlining the methodology, impact of this work and the main results, plus associated spreadsheets with detailed calculations.


D5.1 Shortlist of as feasible assessed solution Two integrated solutions/projects have been chosen by the LCM team following the feasibility analysis:

1. Implementation of a cycling sharing scheme, for person and light goods transport, linked to the neighbour districts

2. Implementation of electric bus shuttles, possibly with autonomous vehicle technology

One focusing on cycling, the other one on an electric vehicle transport system. Looking at the two propositions, it is evident that the technologies involved into these do already exist. Furthermore, they are at high Technology Readiness Levels, and have already been demonstrated in various parts of the world, including in Berlin and other European cities. In many cases they are also financially viable and proven business models exist. Still, as the combination of these novel approaches as a holistic solution is new for the Moabit District, an approach that is appropriate is necessary to drive the introduction of these successfully thereby enabling further organic growth with benefits scaled up beyond Moabit when solutions are copied to other parts of the city. The deliverable report present theories in the area of socio-technical systems as well as strategic niche management and applies this to the Low Carbon Mobility solutions in Moabit. D6.1 Implementation plans for mobility demonstrators in Moabit In the D6.1 we have outlined the necessary conditions to ensure that as successful and feasible demonstrator will be implemented in order to ensure that it will induce long-lasting system changes. The theories and methodologies are based upon works that have dealt with mobility projects all over the world. These aspects have been provided to the local SSD team that has created consortiums alongside these guidelines that look into the delivery of an autonomous vehicle system as well as cycle trial. In 2017 SSD will continue on this base to make two technology demonstrators a reality in Moabit: one on cycling and one on electric vehicles, see also Section 3.3.9 on plans for 2017. As described in the introduction chapter a first feasibility study for the operation of an autonomously driving bus has been conducted. This study, that has been developed by the subcontractor “Büro Autobus”, foresees an initial operation in semi-public space in the southern parts of the study area and a stepwise extension of the network in order establish connections with all important public transport stops. By filling the already described accessibility gaps the autonomous bus should improve the situation especially during the daily peak hours. This first concept study that also includes an initial calculation will be discussed further during the next year, together with the working group that has been established during the 2nd SSD Deep Dive. The details can be accessed in the attached report: “Feasibility study on Autonomous Bus Shuttle Service in West Moabit“.


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3.3.4 Evaluation of KPI's defined in workplan

KPI Suggestions of the LCM opportunity The suggested KPI’s as described in the final workplan can be differentiated in short-term and long-term KPIs. Due to the fact that emission reduction and noise reduction can only be assessed on the long run – after the modal shift has been realized and the impact from any feedback loops is clearer – the short-term KPIs need to be understood as progress KPIs. Their assessment shows whether the targeted interim results have been achieved. Reaching the long-term indicators requires a successful implementation of the suggested measures what was explicitly not the target of this project. Nevertheless, the performed analyses (through simulation and modeling attempts) illustrated what impact a successful implementation of the suggested measures might have onto CO2, CO, GHG emission and noise levels for Moabit and, for some metrics, also for the rest of Berlin (if the interventions are repeated in other neighbourhoods). The KPIs were discussed during the first DeepDive Workshop. Their status is shown in the tables below. Short term Table 19: Short term KPIs

Objectives: short-term (end of 2016) as formulated in the work plan

Suggested corresponding KPI

Evaluation

Traffic system problem analysis (Hotspot Ranking)

Online publication (dissemination) of four thematic hotspot maps illustrating the analysis results of the problem fields cycling, walking, public transport, commercial transport (dissemination level: public via the ZTG homepage, project homepage)

Status: Reached The topics of the hotspot maps have been rearranged to illustrate the problems for public transport and active modes (walking and cycling). The discussions and experts interviews with local stakeholders have shown that the topic of commercial transport is a rather long-term topic that requires continuously commitment that the funding scheme is not able to guarantee. The results of the Hotspot analysis is accessible online under following links. • Hotspots Active Modes (walking) • Hotspots Active Modes (cycling) • Hotspots Public Transport All Hotspot maps have been discussed with experts, stakeholders and implementation partners during the second project Deep Dive workshop.

Traffic related GHG and local pollution balance

Emission balances are integrated in District Data Atlas (dissemination level: for project internal use)

Status: Reached GHG and local pollution balances have been modelled for 3 scenarios. The results have been submitted to the administrators of the District Data Atlas on 22.11.2016.

Traffic noise balance

Online publication (dissemination) of the 3D noise emission calculation (dissemination level: public via the ZTG homepage, project homepage)

Modeling and disseminating the traffic noise balance required to: 1. Calculate the traffic generation (ZTG via TEECT)

Reached 2. Calculate the distribution and assignment (ICL)

Reached 3. Adjust the existing 3D noise model to Moabit WEST

(ZTG) Reached


4. Calculate the noise impact levels (ZTG based on ICL distribution and assignment) Reached

Crowdsourcing Implementation and successful appliance of the crowd sourcing platform as a part of the co-creation process: 100 contributions

Status: Reached with constraints The problem analysis and solution generation processes showed that there was the demand to differentiate between mobility needs for residents and commuters inside the area. An extra budget allocation allowed development of two crowdsourcing platforms (“mark a spot”) to identify spots within the area to implement mobility-related measures for both target groups in order to improve the accessibility and service quality of existing systems. Both crowdsourcing platforms have been launched on 05.11.16 supported by the distribution of flyers inside the area and dissemination of the invitation to take part via email (companies, company network). The implementation partner “NextBike GmbH” supported the crowdsourcing process by offering the incentive of a test-week of bikesharing distributed in form of a lottery amongst the contributors. The promotion of crowdmapping platforms will end on 06.12.16 and the contributions will be integrated to scenarios. Until now, 30 contributions have been collected.

Demonstrator implementation plans for the solution approaches e.g. for autonomous demand responsive transport service with shared electrical vehicles

• One demonstrator within implementation phase

• Two other demonstrators in planning phase (the implementation of a e.g. public transport service requires a longer period of time)

Status: Reached Several potential demonstrators have been identified. The three most important ones are listed below: Localization of bikesharing stations for local residents and people moving inside the area. The crowdsourcing platform for residents allowed to identify the demand for bikesharing facilities within the area. This created an add-on to the general demand assessment of the “NextBike GmbH” that won the tender to implement a complex bikesharing system for Berlin. The assessed demand for additional stations will be integrated into the plans for second implementation phase following the first one in the beginning of 2017. 1. Localization of bikesharing for commuters. The hotspot

problem analysis assessed an accessibility deficit for the commuters inside the area. This can partly be solved by implementing bike-sharing stations that are partly funded by local companies. The demand has been assessed by the crowdsourcing platform and a company-workshop by the implementation partner “NextBike GmbH”.

2. The innovative solution of an autonomously driving bus to improve the situation of residents and commuters inside the area received a positive feedback by local stakeholders. Thus a first concept study was elaborated during the project runtime by the implementation partners “Local motors” and “Interlink consulting”. The contacts were initiated by the Berliner Agentur für Elektromobilität (eMO).


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Long term Table 20: Long term KPIs

Objects: long-term as formulated in the work plan

KPIs (in line with the StEK Moabit)

Evaluation

Strategy for reducing traffic emissions

• Reduction of CO2 emissions by 17%.

The ecological impact of the measures was assessed by modelling three different scenarios: The solutions bundled within the framework of the scenarios with regard to their time-depending implementability reached following impacts: the reduction of CO2 emission is 30.58% comparing to the baseline scenarios in 2015 and 6.31% comparing to the baseline scenario in 2030.

Implementation of transport solutions

Modal shift to walking, biking and PT use (slow modes)

The impact of the measures was assessed by modelling three different scenarios: The solutions bundled within the framework of the scenarios with regard to their time-depending implementability reached following impacts: in the substantial accelerator scenario, the modal split in 2030 will be: public transport 19.6% (+3.4%), cycling 19.6% (+6.1%), .MIT 14.4% (-6%) and walking 33.7% (-3.6%)


One event about transfer of solutions in other neighborhoods of Berlin (e.g. Mierendorffinsel)

The solutions have been discussed during the: • Climathon on 28.10.2016, organized by

Climate KiC • Mobility Forum on 11.11.2016, organized by

the eMo in Fraunhofer-Forum. Especially the solution of the autonomously driving electric bus requires a close coordination with neighboring areas like the Mierendorff Insel. This area was already part of the considerations during the elaboration of the concept study. Possible implementation partners of a later implementation test showed already interest in the area.

Attractiveness of the district (very long)

Improve the efficiency of transport system, increase accessibility

The attractiveness of the district under the different scenarios has not yet been assessed, but could be monitored through surveys as well as measuring e.g. the number of visitors

Health benefits (very long)

Improve psychological wellbeing

The health benefits are linked to a projected increase in active mobility (cycling and walking) as well as reduction in local pollutants from cleaner transport solutions (including electric vehicles) but have not been quantified in this project. They could be measured in reported cardiovascular and respiratory diseases from local health centres, for example.


3.3.5 List of climate-KIC & local partners collaborated with Table 21: List of project partners with their role

Partners Climate-KIC partner

Local partner

Role

Center for Technology and Society (“Mobility and Space” Research Unit)

P Opportunity Lead

Imperial College London (ICL) P Project partner Bezirksamt Mitte (BA) P Data provider, Problem

assessment, project implementation

BA Straßen- und Grünflächenamt

P Data provider, Problem assessment, project implementation

Berlin Partner für Wirtschaft und Technologie GmbH

P Representative company network

S.T.E.R.N. GmbH P Quartiersmanagment Moabit Berlin Agency for Electromobility

P Discussion of autonomous buses

BVG P Contact for implementation, discussion of autonomous buses

PROZIV, Verkehrs- und Regionalplaner GmbH & Co. KG

Mobility Part in StEK Moabit

Siemens AG P Supporting crowdmapping platform

3.3.6 List of business partners attracted Table 22: List of business partners

Partners Topic Proof of commitment NextBike GmbH

Bike-sharing company and responsible for implementation of bike-sharing system in Berlin

LOI signed

Local Motors Producer of autonomous electric bus (Olli) Participating in the autonomous bus working group

Büro Autobus Active in the topic of autonomous bus Participating in the autonomous bus working group

Velo Easy Parking facilities for bicycles Not available


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3.3.7 Description & evaluation of output reached (focus on added value achieved by SSD efforts for Moabit West district)

The Low Carbon Mobility opportunity in SSD Moabit West concentrates on identifying problem areas, proposing solutions and evaluating those against environmental impact and finally works on setting up possible demonstrators to show the possible impact on the district and to explore further obstacles that need to be addressed before this effort can be scaled up. The work stream focused on residents, commuters and visitors as well as local businesses as main local stakeholders with demand for transport (emphasis on the “last mile”), and various technology providers and network operators as possible suppliers of transport and mobility related services. As highlighted above, a traffic analysis took place using simulated as well as measured data to get insights into the busiest road links, while also building on earlier reports (StEK Green Moabit) in which problem areas were identified. By working with locals through a crowd sourcing platform, these problems could be further defined by collecting input from users. So problems were identified with a range of techniques, leading to new insights for Moabit. Next, in co-generation workshops possible interventions were discussed with key delivery partners and ranked for possible short or long-term action. In parallel, these solutions were evaluated against environmental impact criteria including local air quality, greenhouse gas emissions and noise, by looking at a change of mode share as an effect of these interventions. This impact was assessed both for Moabit in particular, and for possible roll-out in other neighbourhoods of Berlin. Finally theories were used to understand barriers and to assess the potential to build demonstrators in Moabit together with other organisations in the network. Again, multiple paths were followed to reach the conclusion that the final short list of solutions is relevant, will have high impact and is feasible. Together these solutions form part of a holistic approach to low carbon mobility, trying to encourage local residents to use active modes of transport and bring commuters into the district with public transport rather than private cars, taking advantage of the new transport solutions to make the final step from public transport hubs to employment centres. Over the long term the impact of these solutions needs to be monitored, so lessons can be learned from the implementation and the potential to scale up. Continued metering of traffic volumes is recommended, but this should not only happen for the mainline through fares but also for smaller roads so simulation models can be validated and calibrated with this measured data to use as a decision-supporting tool to assess further interventions. Moreover, noise and air quality monitoring is needed to measure progress but also to use as a communication tool by showing people the urgency of introducing low carbon mobility solutions and getting residents and local businesses on board. If commitment grows and mind sets change, locals will take ownership of the path too. Key part of this work was the development and strengthening of existing networks, with local businesses, residents, management of the district and various mobility solution providers. People were brought together through the Deep Dive and related workshops, crowd-sourcing platform but also through important one-on-one interactions with phone calls and email exchanges to structure the overall project and collect relevant input. Even with the main efforts in 2016 wrapped up, this network will continue to exist and will provide invaluable support going forward with the proposed delivery of SSD demonstrators. Tools, methods and theories for the assessment of transport and environmental impact as well as the identification of barriers and platforms for the collection of data have also been updated during this project and remain available for decision-support in follow-up phases.



The funding strategy for the project started the beginning of November 2016. So far, several calls have been identified that match the follow-up activities of the project for the next year. Furthermore, the integration aspect has been considered for finding suitable calls and funding. The list of the interesting calls for LCM opportunity is attached to the KPI reports.


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At the end of the solution generation process the project team identified three opportunities that would have a positive effect (accessibility, environment-friendliness) on the way mobility is being performed or is being supported within the area and that are thus worth to be followed up on in 2017: Densification of bikesharing-stations in Moabit-West Assessment of the demand for middle distance e-bike sharing and for cargo-bikes for commuter and business transport in cooperation with companies. Based on the findings of the crowd-mapping attempts and the organized business company workshop to identify additional demands for bike-sharing offers for residents and commuters, the opportunity 2017 will start off the implementations. This will firstly include moderating and fostering the negotiation-process between practical partners and local companies to invest in additional company bike-sharing stations. The second objective is to prepare the implementation of the additional bike-sharing stations – assessed during the SSD 2016 crowd-mapping – during the second system extension by NextBike GmbH. The third objective is to assess the potential of e-bike and cargo-bike sharing on company level and for the residents to enable both target groups to cover longer distances in an environmentally-friendly way. The fourth objective is to support the development of the street-redesign of the Sickingingenstraße by integrating bike-sharing facilities into the general concept (optimal spatial integration, accessibility, safety, flexibility in regard to a system extension etc.) E-Mobility and Autonomously Driving Electrical Kiez Bus Moabit The first target of this project is to develop a general transport concept for a neighbourhood bus (Kiezbus) to improve the accessibility of the area by public transport infrastructure. This new service will fill a gap in off-peak hours. Secondly this bus service will create direct and reliable connections for commuters from the main company sites to the S-Bahn stations at the moment this is only rarely realized by main bus lines. The concept will investigate the realisation of a demand responsive service to increase the accessibility in some areas. The second main target of the project is the investigation of the use of electrical and autonomously driving bus vehicles. This approach will lower the cost of this extensive service in the long run. This investigation includes a technological concept, feasibility study and implementation study. The legal situation for using autonomously driving vehicles in public space should be clarified in the year 2017. This project would be one of first test implementations of autonomous buses in public space in Germany. This approach is, moreover, leading to a high service level, will support a sustainable transport behaviour by higher use of public transport and e-mobility and will reduce CO2 emissions significantly. Regenerating Sickingenstrasse The aim of this project from the mobility perspective is to redesign the traffic space of a selected part of the Sickingenstr. by prioritizing necessary facilities and infrastructure for active modes of transportation. The objectives of this Smart Sustainable Street Design (S3D) blueprint plan are:

- Integrating bicycle facilities (lane, racks) in the street design, - Providing proper walking facilities (pedestrian way, smart street light system), - Adding facilities for new modes of transportation (bike-sharing station, station for

autonomous Bus shuttle service, shared taxis etc.), - Considering interdependences towards other aspects such as water management system

(wetlands instead of parking lots) and energy efficiency in designing mobility infrastructures (lumitricity as V2G solution in combination with the smart street light system)


Opportunity 4 District Data Atlas (DDA)

3.4 District Data Atlas Authors Holger Prang (TUB/CHORA) Richard Redweik (VCS) Ihab Hijazi (TUM)


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3.4.1 Description of starting point, processes kicked-off & driven as opportunity or workstream lead

This opportunity workstream developed a stack of tools that enable stakeholders, planners, decision makers and citizens to work together by sharing data in a standardized way and by using different interfaces to read the data but keep a consistent data basis. Very much like a repository in software development, the data sits in a central place where different user can login and take the data, work with it and publish new results back into the system. The type of database systems has existed for some time now, but mainly stayed in the domain of the geo scientist or data expert or as a proprietary product in a bigger set of tools of big software companies. Data plays a central role in analysing and sharing potentials of sustainable developments in cities. All opportunities work with their own data, with different formats and specifications. Sharing data is the basis for integration of planning and implementation. Standardized interfaces are important to enable faster and interoperable systems. The key achievement was to combine a set of tools that are conform to the Smart District Data Infrastructure (SDDI) and enable all involved stakeholders and experts to access that data and work with it independently from their level of expertise and the software each of the users were using. The Data Atlas is now a tool that offers access to the districts data through a standard web browser on a raw data basis using standard APIs (WMS, WFS). It visualises data on a 2D interactive map and also is able to visualise data and even buildings and interact with them in a 3D map interactive map. Also a catalogue service provides a search and rule functionality to manage data and user of the Data Atlas. This developed module is relatively easy to setup and replicate for other districts that also want a mainly open source solution for their district data management. Additionally, we developed interfaces to the TUB tools to access the data in the planning assistant tools and workshops (see the Figure 7 in the chapter 2.4 Application of digital tools):

- Urban Gallery - Interactive Environment (BrainBox) - Integration Table - Data Stories


Goals envisioned and achieved in 2016 - Development of basic geo-data platform - Supplying access to the data needed by the opportunities - Sharing data between opportunities - Supporting agile integrated planning - Develop an early concept of interoperability between different simulation and modeling

technologies - Focus on tools to support the work of the opportunities - Develop future tool kit to enable integrated data applications in the district for future

implementation project based on the work of the opportunities - Create tools to save data in a centralized data infrastructure (SDDI) - Share selected data with the public to signalize transparency and stimulate citizen

engagement

The District Data Atlas (DDA) now is a collection of data sets from various sources that relate to the physical, geo-referenced project area, in this case of Moabit West. It contains structured and unstructured data in various data formats, which are relevant for the description of the conditions of the district. These conditions are defined by physical (spatial), social, environmental, legal and political aspects and are derived from existing data sets of the city of Berlin and the district of Mitte as well as data sets from the project partners who worked in the area previously. The necessity of having a data infrastructure covering all the opportunities was learned in other SSD districts where additional effort and redundant work was done to supply each opportunity with the required data. A central data infrastructure implemented from the beginning saves time and enables interoperability and integration between each of the opportunities. Synergies are expected during the sourcing of data sets and during the development of algorithms for KPIs, which will be needed for the evaluation of the impact of the solutionas developed within SSD.


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The data collection served to describe various opportunities and will be the source data for urban simulation models to create development scenarios as base for integration workshops and project planning. As SSD aims at integrated solutions, an integrated “Data Atlas” of data is needed which includes all technical and social solutions from all opportunities in one “framework”. The District Data Atlas ensures that all project stakeholders are able to access information from different “opportunities” and relate their solutions to demands coming from other stakeholders and citizens. In this way, a district data manager ensures aspects of interoperability and a database, which crosscuts through all thematic (sectorial) fields. The build-up of the District Data Atlas also aims at a crowd-sourcing data gathering application, which will reflect demands and needs of the local citizens. For the further course of the project, it is envisioned to collect sensor data and consumption data from single users and inhabitants. An important aspect is the ownership of the data. Here, a clear distinction has to be made between protected data (will not be displayed online) and open source data that can be made available openly online.

3.4.2.1 District Data Atlas (DDA)

The District Data Atlas integrates 2D geo data that is collected within the SSD project. Users will be able to browse data sets and search them by keywords, categories, location, use-case and more. There will be different types of users, some can upload data, some can just read the data. The DDA will also store none geo data like pdf etc. Each dataset can be populated with semantic information, if there is a need for that. Users Professionals, Researchers, Companies, Water, Traffic, Energy and Waste Management, Informed Citizen, Open Data Community

3.4.2.1.1 Components Smart District Data Infrastructure SDDI (TU Munich) The SDDI has a modular structure and defines an organisational and technical framework consisting of actors, applications, sensors, an urban analytics toolkit, and a virtual district model. Actors are citizens and the city administration, but can also be other stakeholders like public transport services, utility service providers, and real estate firms. Sensors comprise local weather and climate stations, regional weather radar, smart meters for energy, gas, and water consumption, video cameras, and traffic sensors. Urban analytic tools are software components that, for example, estimate the energy demands or potentials of solar energy production for all buildings, simulate road traffic and pedestrian flows, or perform noise propagation or flooding simulations. The SDDI is based on Open Standards and links systems of different manufacturers in a non-proprietary and extensible way. What makes the SDDI framework unique compared to others within the field of Smart Cities is the fact that all information, sensors, and applications are located within a semantic 3D city model.


The latter is a virtual representation of the physical reality of the district. It consists of the most relevant objects like buildings, streets, vegetation, water bodies, and networks. The 3D model is based on the international standard CityGML and does not only serve for neat visualizations - it is an information hub and essential foundation for most simulations and analytic tools. Within this virtual district model, for example, the energy demands of buildings can be put in relation to their physical conditions and their socio-economic key performance indicators. This way, the impact of planned urban redevelopment projects on the different thematic fields like the environment, mobility, energy, and social affairs can be investigated at the same time.

Figure 66: SDDI

Link: https://www.gis.bgu.tum.de/en/projects/smart-district-data-infrastructure/ GeoNetwork Catalog Service GeoNetwork is a catalog application to manage spatially referenced resources. It provides powerful metadata editing and search functions as well as an interactive web map viewer. It is currently used in numerous Spatial Data Infrastructure initiatives across the world. GeoNetwork provides an easy to use web interface to search geospatial data across multiple catalogues. The search provides full-text search as well as faceted search on keywords, resource types, organizations, scale, etc. Users can easily refine the search and quickly reach records of interests. GeoSpatial layers, but also services, maps or even non geographic datasets can be described in the catalog. One can easily navigate around records and find sources or services publishing a dataset. Describe information using the online metadata editing tools. The metadata editor support ISO19115/119/110 standards used for spatial resources and also Dublin Core format usually used for open data portal.


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Based on user profiles (e.g. reviewer, editor), a dashboard provides easy access to their information and tasks. Online editing of metadata is based on a powerful template system and directories of information (e.g. contacts, thesaurus). The editor provides uploading of data, graphics, documents, pdf files and any other content type. It supports among other:

- multilingual metadata editing, - validation system, - suggestion to improve metadata quality - geopublication of layers to publish geodata layers in OGC services (eg. GeoServer)

Figure 67: GenNetwork

Link: http://geonetwork-opensource.org/ Geoserver GeoServer is an open source server for sharing geospatial data. Designed for interoperability, it publishes data from any major spatial data source using open standards. GeoServer allows you to display your spatial information to the world. Implementing the Web Map Service (WMS) standard, GeoServer can create maps in a variety of output formats. OpenLayers, a free mapping library, is integrated into GeoServer, making map generation quick and easy. GeoServer is built on Geotools, an open source Java GIS toolkit. It allows users to view and edit geospatial data. Using open standards set forth by the Open Geospatial Consortium (OGC), GeoServer allows for great flexibility in map creation and data sharing.


Figure 68: GeoServer

Link: http://geoserver.org/ CityGML Database CityGML is a common information model and XML-based encoding for the representation, storage, and exchange of virtual 3D city and landscape models. CityGML provides a standard model and mechanism for describing 3D objects with respect to their geometry, topology, semantics and appearance, and defines five different levels of detail. Included are also generalization hierarchies between thematic classes, aggregations, relations between objects, and spatial properties. CityGML is highly scalable and datasets can include different urban entities supporting the general trend towards modelling, not only individual buildings, but also whole sites, districts, cities, regions, and countries. CityGML provides much more than 3D content for visualization by diverse applications. It allows users to share virtual 3D city and landscape models for sophisticated analysis and display tasks in application domains such as environmental simulations, energy demand estimations, city lifecycle management, urban facility management, real estate appraisal, disaster management, pedestrian navigation, robotics, urban data mining, and location based marketing. CityGML has been implemented in many software solutions and is in use in many projects around the world. In National Spatial Data Infrastructure programs in the Netherlands, Germany, France, Malaysia, Abu Dhabi and other countries, CityGML provides an important platform for the transition from 2D to 3D data. It also plays an important role in bridging Urban Information Models with Building Information Models (BIM) to improve interoperability among information systems used in the design, construction, ownership and operation of buildings and capital projects. CityGML is realised as an open data model is implemented as an application schema for the Geography Markup Language 3 (GML3), the extendible international standard for spatial data exchange issued by the Open Geospatial Consortium (OGC) and the ISO TC211. Because CityGML is based on GML, it can be used with the whole family of GML compatible OGC web services for


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data accessing, processing, and cataloging like the Web Feature Service, Web Processing Service, and the Catalog Service. CityGML is an open standard that can be used free of charge.

Figure 69: 3D City DB

Figure 70: VCS – What is CityGML?

Link: http://www.citygml.org , http://www.3dcitydb.org/


UseCase: Data Stories (Tagesspiegel) First external use-case of the DDA in action is the collaboration with the local newspaper “Tagespiegel”, which is publishing a series of data related stories about Berlin, reusing parts of the work done with the partners of SSD Moabit. The news articles are an educational and communicational tool to inform citizen about the potential developments in their district. At the same time, it creates a narrative framework to present the work of the SSD network to other cities and potential new districts.

Figure 71: Digital Present

Link: http://digitalpresent.tagesspiegel.de/


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3.4.3 Deliverables achieved

3.4.3.1 Establishing data infrastructure concept for Virtual District Model

In cooperation with TUM, a concept for a digital platform was established, which can host all the geo data that is needed within each of the opportunities. This virtual district model (VDM) is part of the Smart District Data Infrastructure (SDDI) focusing on interoperability and standard interfaces. A customized specification for a server-based data infrastructure to assist the SSD Moabit opportunities was implemented.

Figure 72: TUM – Requirements of Smart District Data Infrastructure

3.4.3.2 Developing a standardised data catalogue

According to the data demand of the partners in each opportunity, a list of needed data sets was developed together with an overview of the formats of the data. This made clear where overlaps between the opportunities are and which data need to be shared between them. This document acts as a recipe as to how to define the KPIs of each opportunity and use case. An overview of input and output data based on standardized formats was created.

3.4.3.3 Implementation of data infrastructure and data models

VCS setup a server (hardware) with TUB that hosts the data, makes it accessible via an interface (software) and supplies it to the partners who need access. This is the core of all the data activity inside the SSD project and beyond the time frame of 2016. Part of the further work is establishing an administration access system for the users in the district and to maintaining the functioning data infrastructure.


Figure 73: VCS – Web Feature Service (WFS)

Figure 74: VCS – Connecting 3D City DB ecosystem to Cesium


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Figure 75: VCS – Open architecture for 3D city models

3.4.3.4 Collection, management, and coordination of different data sets coming from the opportunities

This task captured the actual collection of the existing and required data through TUB. CKIC partners and district partners will be asked to provide the necessary data in compatible formats. The data platform will be populated with the data and supplied between the partners that need access. Copyright issues will get specific attention by working out a general policy as to how to deal with restricted and open data. Operational online platforms are to provide geo data and other data in standardized formats.

3.4.3.5 Potential integration of further data sources

Understanding the future demands in close cooperation with the opportunity leads to enable better simulation and modelling including real-time sensor data or socio-economical data is key. Existing and potential technologies use-cases were considered and evaluated. This gave insights for further developments in the field of geo data technologies and business models. An overview of use-cases that could be helpful to refine and optimize the processes inside the opportunities was created.


Figure 76: TUM – SDDI Process


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3.4.3.6 Demonstrating operation and output of data infrastructure

With this task an interactive environment as a demonstrator on the campus of TUB and events in the district of Moabit that, 1) represented and communicated the outcomes of the opportunities, its use-cases, and partners to municipalities, researchers and public and 2) enabled a feedback mechanism for citizens/stakeholders/SSD-team involved in the opportunities, was developed. Similar to the integration event in Utrecht, which was a collaboration of TNO, UU and TUB this demonstrator enables a real-time integrated planning processes including experts of all fields of the opportunities. Additionally, this was part of the participatory process that involves citizens and stakeholders from the district. Results are published and a continuous process established, which ensures further tracking of demands and ideas.

3.4.4 Evaluation of KPI's defined in workplan (in table format)

KPI Name Category Quantification Delivered How to measure end 2016

Social €/m2/year

Climate

Number of data sets

Economic Number of data sets

66 How many data sets have been collected

Shared data sets

Economic Number of data sets shared

5 How many data sets have been shared between the opportunities

Entries in the online platform

Social Number of entries 255 Urban Gallery 31 Mobility CrowdMap (Dec 16)

How many stakeholders/citizens contributions to the online platform

Overview achievements

- more then 60 data sets collected and published (list of data in annex) - analytic results received as geo data (SHP) from every partner - 8 events supported with interactive table:

o Long Night of Science 2016 at TU Berlin o Metropolitan Solution 2016 Smart City Fare o Utrecht Innovation Expo o Utrecht Jaarbeurs Stadtslab on tour o Berlin Moabit Participation Event “Mach Moabit …!” o 2 SSD Moabit Deep Dive Workshops o SSD Moabit Final Symposium

- 2 participation platforms implemented for mobility with >30 entries - 2 Urban Galleries implemented


o Utrecht Version (Utrecht Sustainability Institute): 80 Ideas collected from Citizen, Municipality and Research Institutes, 150 Stacks of analog game cards printed

o Moabit Version: 4 Solutions, >250 resources, contact, potential partners and data sets.

- 3 interactive media stories published offset and digitally through Berlin newspaper “Tagesspiegel’: Public Transport Accessibility in Berlin, Heavy Rain and Flooding Risks, Trees and Street Climate

3.4.5 List of climate-KIC & local partners collaborated with (role of each partner)

TUB: Leading the process, gathering data and supplying data to the opportunities, develop a link between participatory process and data platform, develop demonstrator and communication strategy. Contact person: Holger Prang ([email protected]) Akitoshi Honda ([email protected]) TUM: Overall concept of the Virtual District Model, defining standards, develop Moabit specific data concept, consulting which technologies and data sets are suitable or required. Contact person: Mandana Moshrefzadeh ([email protected]) Ihab Hijazi ([email protected]) VCS: Local partner of TUB, implementing a specific set of tools conceptualized by TUM on a server at the TUB, consulting with adaptation of data sets and data models, establish data link between software tools. Contact person: Lutz Ross ([email protected]) Richard Redweik ([email protected])

3.4.6 Description & evaluation of output reached (focus on added value achieved by SSD efforts for Moabit West district)

Use-Cases and potential data business models were developed for Moabit which are also transferable to other districts. All these services rely on a functioning Interoperable Data Infrastructure (SDDI). The use-cases were developed with the focus on the chosen themes for Moabit: Water, Energy and Mobility.


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Figure 77: SDDI Moabit (scheme)

Water management planning tool The district needs to know the total number of buildings/sites (areas, volume) (private and public) connected to the storm drainage network (also parts of segments connected to sewer network). Data: building (area, no of floors, volume, local water tank), open spaces (area), storm drainage network: pipes (diameter, length) catch basin (area) sink (natural stream, river, open land, pool). Relationships:

- Logical: building and storm drainage network, open space and storm drainage network

- Physical: storm drainage network - Functions: select by attribute, trace upstream, trace downstream, flow

accumulation, symbology tools

Clean water act The Moabit district needs to ensure that the water discharged from the storm drainage network does not pollute the natural recourses. There are specific elements needed to be fixed for the storm drainage network and cleaned on regular basis – sensors can also be connected to these elements / report generators to show if the elements need annual maintenance. Data: Natural resources (e.g. streams, lakes), network elements, buildings, man made objects. Relationships:

- Logical: network and natural objects relationship - Physical: storm drainage network - Report generator, buffer, 3d science, trace downstream


Emergency response – Flooding To expedite the process of response to residents either in the case of emergency or when providing information; an application that will help the district to respond to their residents needs in a rapid and cost effective fashion will be developed. Data: Street, Addresses, Sensors, buildings, subway stations Relationships:

- Logical: addresses – buildings, streets, and storm drainage network - Physical: storm drainage network, streets - Functions: geocoding, trace-upstream, trace-downstream

Storm drainage fee The district charges people for the usage of storm drainage networks, therefore water run-off is increasing in these areas. The city needs to know about the usage of Storm water for the purpose of tree drainage, and roof cooling. Data: Buildings roofs, Trees, water tanks, storm drainage network, open spaces, parking. 3D City Models Energy Atlas Engineering or energy consultants as well as political decision makers and citizens need a tool for energetic conditions. Citizens can get site-related information about the energetic conditions of his house. Another interesting field of application would be a web portal with best-practice examples. Property owners could also use this platform to coordinate investments with other nearby buildings, e.g. a mutual new heating system might save money and increase efficiency.

Figure 78: Energy Atlas structure


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Housing societies, utility companies or the city’s administration could use the Energy Atlas for their asset management but also for their public relations. For political decision makers the possibility of a data aggregation is of special interest e.g. the solar potential can be aggregated for the whole district. This helps to decide on taking the right measures for the area with the lowest carbon abatement costs. Integrating Sensors supporting this would be of great importance. Short Trip Travel The district needs to keep track of the transportation network within the district to maintain the short trip concept. A 3D Web client needs to visualize the network considering maintaining the short trip from all the sources and destinations within the city. The 3D web client needs to provide each street in the network and therefore every address with an accessibility index. The aim is to provide the city manager/transportation authority with the ability to know where intervention is required to enhance the network's accessibility, connectivity, integration, etc. Data: building (no of person in each building, building usage), open spaces, transportation network: streets, trains, bicycle routes, buses. Relationships:

- Logical: building and transportation network, different transportation modes in on logical network

- Physical: network. - Functions: visualize the buildings with network accessibility index, People

distribution in the city during different hours based also on building usage

Crowdsourcing Trans-System Transportation planning authority needs to collect data to maintain a holistic map for the current status of the network. Nowadays crowdsourcing and mobile sensing (citizens as sensors) provides transportation authority with subjective real time data collection methods – the work in this use case includes developing a mobile app that can be used by district citizens. The mobile app can utilize different mobile sensors such as: velocity, time, date, vibration, acceleration, noise. The aim is to get to know the status of people distribution during 24 hours, street status – asphalted or not, delays, etc. The collected data can then be structured and linked the VDM to support decision making process. Bicycle routing system The district needs to know the distribution of the bicycle routes in the city – safe bicycle routes that are suitable for bicycle driving considering slope and street traffic. Data: DTM, Street, bicycle routes Relationships:

- Logical: street network, bicycle routes - Physical: bicycle routes - Functions: ability to visualize bicycle routes with slopes, consider slope as weight in

the bicycle routes calculations


City Walkability City design needs to consider ten keys to creating walkability. Most of them also have something to do with redressing the deleterious effects caused by our allowing cars to dominate urban spaces for decades. VDM can provide an index considering the different keys for making their communities more hospitable to walkers. The following are some keys that can be considered in index creation. These are: mixed use, safe pedestrian trails, plant trees, building faces. Noise pollution and 3D configuration Noise are correlated to urban configuration, the city needs to have an index for the different public spaces e.g. streets, in order to determine specific actions to minimize the noise pollution. 3D city models will provide a list of parameters that can be correlated to the noise levels in the districts. Data: buildings, trees, water, streets, green areas


- Finding partners to reach long term goals - Enabling long term data tracking / sensing - Sharing data beyond the borders of the project (open source approach) - Enabling an understanding about the technical and related social processes in the

district - Establish robust real-time interoperability between modeling systems that

overcome the limits of individual domains to enable real dynamic planning - LORA Sensor Project: Possible water & energy Applications integration with SDDI,

Potential Partner: Actility / IBM / Cisco - New possible applications could be the result of the combination of the sewer

modeling system and the virtual city model: e.g. overall calculation of surface / roof water in connection with drainage capacity.

- Integration of Tools in SDDI: Analytics tools (Water, Energy, Mobility), Urban Gallery / Planning Assistant Tool

- Education: Provide data & story content for schools and teaching, SSD communication material

Mature and release of 5 main modules into the SSD productization portfolio:

- District Data Atlas - Urban Gallery Online Plattform - Urban Gallery Physical Negotiation Interface - Educational Toolkit - Virtual City Map / Urban Visualisation


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Opportunity 5 Citizen Engagement

3.5 Citizen Engagement Authors Nadine Kuhla-von Bergmann (TUB)


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3.5.1 Starting point & processes kicked-off as workstream lead

For the SSD Moabit West Deep Dive, there were various formats, methodologies, events and platforms which served to achieve the following main goals:

- scan the demand side of citizens (incl. conflicts, critical urban conditions, needs,etc.) - collect citizen knowledge (e.g. hotspots for interventions) - exchange on possible “smart” solutions and relevance for the district - receive feedback on planning process itself - exchange on subjects around “smart sustainable district” and their impact on everyday

live

The following products and services were concepted, further developed and/or applied during the course of the year 2016. During the course of the Deep Dive phase, there was a shift from gaining knowledge from the citizens to giving back knowledge to the citizens of the district. After the second Deep Dive workshop, the citizen engagement workstream focussed on the development of a teaching concept for the 5th and 6th grade of a primary school. A teaching school module concept was elaborated with all utility companies from Berlin.


Scenario games Scenario games are used to negotiate between different stakeholders during the development of a district or city project to reach consensus about challenges and solutions which are responses to a variety of demands. The curator of each scenario game table is responsible for defining the jointly agreed vision for the intervention area. The serious game successfully balances out interests and ensures an eye-to-eye stakeholder exchange on base of direct knowledge transfer between piers. Scenario games were applied as analogue board games and with support of the digital table throughout various phases of the Deep Dive project (see chapter 1.3 events & communication strategy). SCNB: Smart Citizen Network Board The board is established as a multi-level governance tool and includes various members, such as representatives of the Senate of Berlin (from the Department of Economics and the Department of Urban Development, both responsible for municipal Smart City activities), a representative from the Urban Planning Division of the district Mitte in Berlin, a representative of the Enterprises Network, the head of the Neighbourhood Management Office, representatives from all municipal utilities companies (e.g. BWB, GASAG, Vattenfall, BSR, BVG) and alternating consultants and stakeholders who were invited according to additional input needed, e.g. a specialist in rainwater management in Berlin. The members already expressed their interest in cooperating in a “steering committee” during the early stage of the Deep Dive application process of SSD. They were approached by the KAM to find support and learn about reference pilot projects under way and took part in the preparatory workshops of the Deep Dive. Further members were recommended by the district authority to


balance out interests and to ensure project status knowledge transfer to political decision makers throughout the Deep Dive phase. Additional technical consultants were invited in response to the agenda of the board meetings, some coming from a specific operational department of the utility companies or district authority. Meetings were arranged every 6-8 weeks and during SSD Deep Dive workshops. The board was a response to the articulated request for a multilevel and multi-stakeholder steering board, which can ensure integrated smart infrastructure project-planning and decision-making. The SCNB aims at exchanging knowledge about the project status to enhance integrated opportunities and to nurture further implementation commitment. The core role of the board is to generate transparency in decision-making processes, to highlight dependencies of on-going pilot projects and to trigger political commitment. Towards the end of the year (the transition phase), the board will focus on investment and funding strategies for the designed implementation plans. The members of the SCNB are predominantly advisors to the CEO of their company and/or are responsible for Smart City pilot projects. The direct information flow to the highest management level of the city or the utility companies impacted on trust building and readiness to cooperate and work on integrated strategies. There was also an evident impact on decision-making about the locality for future pilot projects. For example, the Berlin water management utility considered expanding a pilot project into Moabit as an oral commitment, to concentrate pilot activities in this area. There has been only positive feedback towards the initiative from all participants and municipal bodies. The impact will be seen in the implementation plans of the usage cases and pilots, which received official approval by the SCNB during the final-year conference on December 6th. Currently, the board is led by the KAM and funded by the SSD climate-KIC project. By the end of the transition phase of the Deep Dive in December 2016, a business model was developed, which ensures the future continuation of the SCNB. It is the intention of the KAM and team and the district municipality to pass on the instrument to the city or the district authorities in order to make it an integral platform. The replication possibly is rated as very high due to the easy-to-set-up mechanism. The largest obstacle is the knowledge transfer resistance due to competing utility companies or competing political agendas (district versus city visions). Collaborative interactive digital tools

The development and test application of digital tools (e.g. District Data Atlas, Urban Gallery, Data Stories, etc.) within the SSD Deep Dive is described under chapter 2.4.

Figure 79: Interactive Table Session during SSD workshop


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Design seminar for citizen engagement tools The seminar “Citizen City Science” aimed at the design of offline and online applications to enhance civil engagement through data-based systems and processes. The seminar was carried out as collaboration between CHORA city&energy (TU Berlin) and the Interaction Design Lab (FH Potsdam). The participating students came from the field of interaction design, communication design, architecture and urban planning. Nadine Kuhla von Bergmann, Holger Prang and Sebastian Meier supervised the design of interfaces, applications, spatial interventions and digital network infrastructures, as lectures. Cooperation partners from the SSD Moabit project supported the design process and served as information givers and external reviewers at the end of the seminar. The outcomes are reflected in the 7 projects designed:

- “MoaBILD” by Hande Gur, Fritz Lammert , Hilde Rosenboom, Martina Trapani - “Support your local hero” by Wilhelm Henschel - “Kiezturm” by Christian Münch & Claire Vogt - “Kiezläden” by Anna Heib - “localizR” by Philip Gärtner & Anna-Amalia Gräwe - “Moabit story” by Nushin Yazdani, Fabian Ehmel & Mark-Jan Bludau

All projects were presented and discussed during the citizen dialogue event on May 23rd 2016.

Figure 80: Seminar Citizen City Science


SSD project website The project website was produced as public communication interface to give a summary of:

- project background (refer to “project goals and components”) - opportunities & work streams (refer to “themes”) - update of workshops, events and presentations (refer to “timeline/ chronik”) - methods and instruments for the implementation of collaborative urban development

(refer to “instruments”)

- team involved from TU Berlin side (refer to “team”)

Figure 81: Project website extract: “Instrumente”

Figure 82: Project website extract: “Timeline”


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3.5.3 Output and deliverables

Stakeholder & citizen engagement events All events which formed part of the Deep Dive were strategically designed and organised to streamline activities and to develop integrated project solutions in the most efficient way. Representatives of citizen networks, agencies and initiatives were invited and actively engaged in various events (e.g. all members of the SCNB):

- Kick-off workshop and press conference in February 2016 - Citizen engagement and dialogue event “Mach Moabit …!” in May 2016 - 1st Deep Dive workshop in June 2016 - Metropolitan Solutions fair in June 2016 - 2nd Deep Dive workshop in September 2016 - Final symposium in December 2016

All events are documented individually as single reports and are attached as annexes to this final report.

Figure 83: Citizen Engagement & dialogue event at ZK/U in May 2016


Video documentations (specifically on citizen event in May) Video documentations were produced as public online documentation of events, such as the citizen dialogue, the MetSol activities and the Deep Dive workshops I & II and the final symposium. Please see video under: https://vimeo.com/171387987

Figure 84: Citizen dialogue event @ZK/U in May 2016

Communication products Local outreach activities and presentations were pursued during the events documented in the “chronic” part of the ssd-moabit.org website (refer also to achievements under chapter 1.3.3 communication and dissemination strategy)

- Berliner Energietage, May 2016 - Republica conference, June 2016 - ICLEI conference June 2016 - Moabiter Energietage, September 2016 - Climathon in November 2016

Journal articles published

- Süddeutsche Zeitung (7. Juli 2016): “Green Card für Autofahrer :Moabit-West wird zu einem smarten Quartier umgewandelt. Aber nicht durch Neubauten und Hightech, sondern auf anderen Wegen.”

- Journal “Berlin to go” (Dezember 2016): “Smartes Quartier im Bestand: Green Moabit ist ein Beispiel dafür, wie aus dem Wohnviertel und größtem innerstädtischen Gewerbegebiet Moabit West ein nachhaltiges, smartes Quartier wird”


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Online products

- Website www.ssd-moabit.org - 3 Data Stories (to be finalised by January 2017) - Video documentation about citizen engagement event at ZK/U:

(vimeo.com/17138798798787987com/171387987com/171387987(vimeo.com/17138798798787987com/171387987com/171387987)

- Collaborative interactive map to collect commuter’s needs (see under chapter 3.4)

3.5.4 Evaluation of KPI’s defined in workplan

- citizens visiting engagement event in May: 100 cit izens attended - 1500 flyers handed out in Moabit and the City of Berlin - Unternehmensnetzwerk newsletter contributions (3 times ca. 80 subscribers) - Berlin Energy day fair stand & presentation (9000 visitors in May 2016) - more than 120 stakeholders involved in the process (see list of invitation for the

final year symposium) - 2000 visitors of website per months (reference month November 2016) - Moabit West SSD project article published on 7th of July in Süddeutsche Zeitung (ca. 360

000 copies sold) - 1500 copies of SSD Moabit project summary article at “Berlin to go” journal - 3 data stories to be published at Tagesspiegel online portal in December 2016 & January

2017 (the most frequently read daily newspaper of Berlin with 268 000 readers)

F igure 85: Visitor’s @BrainBox event during metropolitan Solutions in May 2016


3.5.5 List of partners

- Moabiter Bildungsverbund - Bezirksamt Mitte - ZTG, TU Berlin - Quartiersmanagement Moabit West - ZK/U (cultural centre Moabit) - FH Potsdam - Kiezmütter Moabit - Kämpfende Hütten e.V.

3.5.6 Description of evaluation of output reached

The evaluation process was started in November 2016 and included interviews conducted by Annick Hagemann (TU Berlin team, strategic partnerships) with key stakeholders and expert partner of the projects. In this report, quotes from the interviews are included in several one-pagers.


The new coalition contract and the new political spearhead in the city, as well as in the district, are bringing citizen engagement and participation strategies to the forefront of their political agendas. Participation programs will be required at a more continuous level and with a more digitally based approached. There was already interest expressed by the senat of urban development to replicate what has been established in Moabit West. In 2017, funding applications will be explored which target the development of digital participation tools and collaborative citizen platforms. This will be coordinated with ambitions and efforts in matching fundings for the further development of the District Data Atlas.


In the transition phase there will be further use and dissemination of citizen engagement tools developed in 2016. For instance, the continuation of the SCNB will be ensured through the coordination and funding of the new KFW manager of the district. Data stories and collaborative platforms will still be running and need to be promoted further in talks, conferences and network workshops within SSD. The focus will be on giving knowledge back to the community and building up a common “vocabulary”. In the Moabit district itself, there will be an implementation and demonstrator project carried out by the Moabiter Bildungsverbund in cooperation with partners from the INFRAlab. In close cooperation with the Heinrich-Stephan-School, an educational program on “Smart City” will be elaborated and tested.


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“SSD should continue. It has been very valuable and we also need it in the implementation phase for the KFW Manager. The typology of an ‘established district’ is important because this is a reality in many cities in Europe and districts can learn a lot from the challenges we face.” ⎯ Hartmut Schönknecht, Bezirksamt Mitte


4 Integrated projects

4.1 Street Regeneration Sickingenstraße Project description This integrated project aims at developing a blueprint for a more resilient street regeneration of a section of Sickingenstr. The redesign includes: new trees using a drainage system, the installation of new (rental-) bike stations, and the implementation of a more efficient lighting system. This can be accompanied by the Lora sensor network. Added value

- Blueprint for Street Regeneration - Same administrative bodies involved - integrated design reduces the number of constructional interventions - Climate benefits - Attractiveness of the street

Figure 86: Isometric view


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Figure 87: Partners and use cases

Figure 88: Timeline


4.2 E-Mobility Commuter Solution Project description This solution tackles the existing commuter and last-mile problem regarding the accessibility of the industrial area in the district from the local train station. Therefore, two strategies (new bike sharing scheme and the introduction of an autonomously driving E-bus) are being planned as demonstrator projects. Added value

- Improved Commuter Mobility - Less Parking congestion - Last mile solutions - Innovation creation through autonomousely driving E-bus - Awareness through participation tools - Incentives for more public transport use - Climate and health improvements



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Figure 91: Timeline


4.3 Sustainable Water Management Moabit West Project description The sustainable water solution addresses the overflow problem of the mixed sewer system after heavy rain events, which occur approximately 20-30 times a year. Two different scenarios were co-developed, suggesting multiple climate adaptation measures. Added value

- Two scenarios for multiple climate adaptation measures - New input for public water utility and local planning authorities - New model development in order to recognise new potentials for further action

Figure 92: Project scheme


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Figure 94: Timeline


4.4 Energy Efficiency Accelerator Project description The energy efficiency accelerator solution analysed three different companies in order to understand the challenges and barriers in decision-making hierarchies. A collaborative workshop and the outcomes raise awareness and serve as a kick-off for measures among the industry actors in the district. Added value

- Awareness for energy efficiency measures on building level - Identifying barriers in decision-making structures - Co-developed workshop in order to identify prototypical solutions



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Figure 97: Timeline


5 Business & research development strategies: Products & services applied

5.1 Business Cases developed for SSD Transition and Implementation Phase 2017 and beyond

Project Name E-Mobility and Autonomous Electrical Kiez Bus Moabit Opportunity #2 Mobility - Business Case I

Total Budget and Funding required € 80.000

Brief Project Description This project will be integrated in the district government goal to develop a general transport strategy for a better, more liveable neighbourhood in Berlin Moabit. It consists of two parts: Firstly, to look at the demand for an innovative neighbourhood bus covering the "last mile" and secondly, the feasibility of using an electrical and autonomous bus to implement this concept, also considering possible legal and regulatory hurdles for implementation. The main aim of the project is to assess the demand and feasibility for the implementation of an innovative neighbourhood bus (Kiezbus) for better access of the area by public transport. This new service will fill a gap during off-peak hours. The bus service will take commuters from the main employers/company sites directly to the rail station. Thus the project will help address the current problem of the "last mile". At the moment the "last mile" is not covered by the public transport authority which inevitably leads to incoming commuters resorting to using their car to travel to work rather than choosing public transport. The study will investigate the feasibility of implementing a demand responsive service in key areas to increase accessibility. The second part of the project will investigate the use of electrical and autonomously driving vehicles. This approach will lower the cost of this extensive service in the long run. This investigation includes a technological concept, feasibility and implementation study. The legal situation of using autonomously driven vehicles in public should be clarified in 2017. The bus service would be implemented within this new legal framework. It would be one of the first projects testing the implementation of autonomous buses in public spaces in Germany. This approach leads to a high service level of an innovative and attractive public transport in a district level and will ensure sustainable transport behaviour by higher use of public transport and e-mobility whilst reducing co2 emissions significantly.

Planning phase/implementation period covered

- 2/2017 Description of the service weaknesses and gaps in accessibility and public transport with an operator and planner stakeholder workshop (BVG, SGA, SenStadt TU Berlin)

- 4/2017 General public transport concept for the investigated area - 5/2017 Development of the demand responsive approach - 6/2017 broad stakeholder involvement (incl. web platform for citizens) - 8/2017 technological concept - 9/2017 feasibility study


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- 10/2017 implementation study - 12/2017 demonstration runs of the autonomous bus in Moabit - 2018 first tests

Pre-requisites for successful implementation - Regulatory framework in place - Municipality would have to give an exceptional permission as part of a pilot project. –

Funding support of companies - BVG involvement - Charging infrastructure - Operational infrastructure

Potential Co-funding already in place or planned Potential partners who we are already in talks with are:

- Local Motors who are developing test vehicles - Nokia 5G Testfield (Be Digital Berlin)

Implementation Partners/Key Stakeholders needed/signed up - Municipalities (SenStadt and district) - SGA (Road and green field district department) - Local companies (Siemens, artotect, ...) - Local Motors - Büro autobus - BVG - eMO

EU/National Programmes/Other Funding you would like to approach for funding - EU H2020 autonomous driving - BMVI call Testgebiete Autonome Fahrzeuge - BMWI energieeffiziente Stadt


Project Name Densification of Bike-Sharing Stations in Moabit West Assessment of the demand for middle distance e-bike sharing and for cargo-bikes for commuter and business transport in cooperation with companies

Total Budget and Funding required €20.000 This will include:

- Preparation by Nextbike and TUB [objectives 1 and 2 below] - Demand analysis for additional services and integrated development of the blueprint for

Sickingenstraße [objectives 3 and 4 below])

Brief Project Description (inc. aims & objectives & beneficiaries (residents, commuters, integration potential, cost/co2 saving potential) Based on the findings of the crowd-mapping process, conducted in 2016 by the opportunity low-carbon-mobility, and the organized business company workshop to identify additional demands for bike-sharing offers for residents and commuters, the opportunity 2017 will start out the implementation.

1. The first objective is to moderate and foster the negotiation-process between practical partners and local companies to invest in additional company bike-sharing stations. A first, general assessment of the demand has been undertaken in 2016 via crowd-mapping and expert interviews. Since the crowd-mapping process was targeting the employees the, discussions have now to be transferred onto the level of the local employers as the future funders of the additional bike-sharing stations.

2. The second objective is to prepare the implementation of the additional bike-sharing stations –assessed during the SSD 2016 crowd-mapping– during the second implementation phase by Nextbike GmbH. The contract between Nextbike GmbH and the Berlin Senate regulates the implementation of the bike-sharing system. The implementation process consists of two phases. The first phase in early 2017 targets the deployment of bike-sharing stations at important spots (bigger junctions, public transport stations and touristic hot-spots). The second implementation phase this project will focus on is the densification of the network on neighbourhood level.

3. The third objective is to assess the potential of e-bike and cargo-bike sharing on company level and for the residents, enable both target groups to cover longer distances in an environmentally-friendly way.

4. The fourth objective is to support the development of the street-redesign of the Sickingingenstraße by integrating bike-sharing facilities into the general concept (optimal spatial integration, accessibility, safety, flexibility in regard to a system extension etc.).

The main beneficiaries are the commuters and employees. The e-bike sharing and cargo bike plan also focuses on commercial transport (passengers & goods). The extension of the system will lead to more environmentally-friendly trips (CO2, CO, NOX, noise reduction).


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Planning phase/implementation period covered Objective 1: In-depth analysis March/2017 / finalization of the moderation process June/2017 Objective 2: In depth analysis March/2017 / finalization of activities in June/2017 Objective 3: Assessment of potentials on the side of the companies and residents March/2017, concept and evaluation June/2017, feasibility study and implementation track September/2017 Objective 4: Assessment of prerequisites and currents situation in Sickingenstraße February/2017, planning phase April/2017, finalization of the concept June/2017

Pre-requisites for successful implementation (ie. funding, planning, political leadership, regulatory issues)

- Funding for the implementation of the different bike-sharing systems, company co-funding for company bike-sharing

- Commitments by companies and willingness to cooperate - Municipal support

Co-funding already in place Funding in place for the basic network of bike sharing stations for all inhabitants (next year initial implementation in whole Berlin including Moabit (Land Berlin) Extension and densification of the network will have to be financed by commercial partners who have indicated that they are interested in this.

Implementation Partners/Key Stakeholders needed/signed up - Nextbike GmbH (SME) - Local companies (especially bigger ones like Artotec, Siemens) - Company Network Moabit (Unternehmensnetzwerk Moabit) - Municipal authorities on city and district level

EU/National Programmes/Other Funding you would like to approach for funding - Eventual: Nationale Klimainitiative (NKI)


Project Name Regenerating Sickingenstrasse, integrated transport re-design

Total Budget and Funding required

still to be confirmed

Brief Project Description (incl. aims & objectives & beneficiaries (residents, commuters, integration potential, cost/co2 saving potential) The aim of this project from a mobility perspective is to redesign the road surface of a selected part of Sickingenstr. by prioritizing needed facilities and infrastructure for active mode of transportation. The objectives of this Smart Sustainable Street Design (S3D) blueprint plan are:

- Integrating bicycle facilities (lane, racks, …) in the street design - Providing proper walking facilities (pedestrian way, smart street light system) - Adding facilities for new mode of transportation (bike-sharing station, station for

autonomous Bus shuttle service, shared taxis etc.) - Considering interdependences of other aspects such as water management system

(wetlands instead of parking lots) and energy efficiency in designing mobility infrastructures (lumitricity as V2G solution in combination with the smart street light system)

Planning phase/implementation period covered Phase I - Feb 2017: Assessment of conventional road design - Apr 2017: Identifying the main elements of new design - May 2017: Interdependences to other SSD mobility projects - Jun 2017: Discussion of overall street redesign with other opportunities

Phase II - Sep 2017: Starting of stakeholder involvement process (crowd based platform) - Nov 2017: Detail planning of the new street section design - Feb 2018: Feasibility and implementation plan integrated with water opportunity planning

Pre-requisites for successful implementation (ie. funding, planning, political leadership, regulatory issues)

- Support of district road administration (SGA) - Cooperation of different departments in district municipality - Consensus of different stakeholders - Funding possibilities and political will for implementing the project

Potential Co-funding already in place


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A district reconstruction plan for Sickingenstrasse already exists. The mobility & water opportunity proposals would be integrated with existing plans, add value and in the long-term save additional cost and/or offer benefits. There is the potential of receiving some co-funding from the district if the integrated implementation proposal is approved. Furthermore, the local water company has indicated an interest in acting as a co-funder if the demonstrator projects receive approval.

Implementation Partners/Key Stakeholders needed/signed up District road administration (SGA)

- SenStadtUm - Nextbike - BVG - BWB

EU/National Programmes/Other Funding you would like to approach for funding - Nationale Klimainitiative (NKI) - KfW funding (district manager)

The business cases above should be treated as work in progress. In some cases, more detailed budgets still have to be worked out and ongoing talks with stakeholders have to be progressed in order to identify and confirm co-funding opportunities, as well as cost-savings and other benefits through integration of plans from all opportunities. However, the business cases reflect that the most important stakeholders have not only been identified, but have already taken ownership of the process and wish to pursue these implementation projects further in 2017 and beyond. During the business development interviews conducted with local stakeholders by Annick Hagemann, a number of stakeholders also indicated that they are ready to co-finance the demonstrator projects. However, they did not want to make it public at this stage for various political reasons. The energy opportunity is currently holding talks with major stakeholders on the potential implementation of energy saving measures within their companies and it is therefore not possible to include a business case here at this stage.


“The Senate is currently working on a Horizon 2020 Smart City Call with Amsterdam & Graz and has selected Oberschöneweide/Adlershof as a district with Technical Readiness Level 7. We already agreed with CHORA city & energy that Moabit is to be used as the first district for exchange of learnings/replicability” ⎯ Britta Havemann, Senate Department for Economics, Technology and Research


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6 Annex

- Workplan (Version 1.9) - Documentation Kick-off workshop 25th/26th February 2016 - Documentation Deep Dive Workshop I, 23rd June 2016 - Documentation Citizen Engagement Event, 23rd May 2016 - Documentation Deep Dive Workshop II, 13th September 2016 - Documentation Final Year Symposium, 6th December 2016 - CHORA-BrainBox Programme flyer (MetSol 2015 & 2016) - Article “Berlin to go” by Berlin Partner, 4/2016 - Flyer “Moabit West Integrated Project Solutions”

Documents

Smart Sustainable District Moabit West Final …ssd-moabit.org/wp-content/uploads/2017/01/final_report...E Smart Sustainable District Moabit West Final Report 2016 Main Editor Nadine