All the cross-cutting work packages have developed their tasks according to the plan with no deviations. Regarding the demos, a few deviations have been reported.
In WP1, focused on urban transformation, planning and replication, the most remarkable achievements have been the development of a methodology for supporting the urban transformation of the cities, and the delivery of 7 Smart city plans and 7 replication plan, in both cases, one from each MAtchUP city.
WP5 has mainly dealt with the definition of evaluation frameworks at technical, economic and social level, during the first years of the project, and with the compilation of data in the monitoring period, the quality assessment and the final evaluation at technical, economic and social level, too.
The analysis of business models from different perspectives (definition with the financial instruments, barriers to overcome, solutions, assessment, stakeholders) and the project exploitable results, including the market analysis and the plan for their exploitation, have been carried out successfully in WP6.
As for WP7, the collaboration within MAtchUP project and other projects and initiatives has been excellent, mainly with other Lighthouse projects (SCC-01) in the framework of Scalable Cities.
Regarding Dissemination and Communication, WP8 has managed MAtchUP D&C activities. Apart from producing the website, videos, flyers, newsletters, managing social networks and delivering MAtchUP innovation Handbook, WP8 has assessed the impact of MAtchUP D&C activities with a very innovative approach. MAtchUP partners have participated during these six years in the most relevant events related to Smart Cities. Scientific publications?
Regarding the demos, generally speaking, the objectives have been achieved. In Valencia, there have been some difficulties in energy actions with 3 actions cancelled and others with deviations, especially for those related to houses. But, the use of RES, public buildings and public lighting actions have been carried out successfully. Mobility actions have been successful, with a very relevant impact in the boost of electromobility. ICT actions have been a reference, as Valencia had a mature urban platform before the project started. Finally NTA have been carried out with an excellent impact both on the citizenship and the municipality. The extension of the project was necessary so as to accomplish with the monitoring requirement.
In Dresden, the project has fulfilled all the objectives, carrying out their actions on time before the extension of the project at all the pillars. Energy actions have been a reference for the rest of the cities. In mobility, overcoming some barriers that flourished during the project. Both ICT and NTA have also accomplished with their scope and objectives.
As for Antalya, even though there were some problems at the beginning of the project, when a new team started to work at the municipality, the project changed to the better. Mobility and some energy actions were deployed by means of a megatender that included a high number of actions. Due to the complexity of the bureaucracy, this tender had delays that meant the need of an extension of the project.
The coordination of the project has been managed in WP9. The submission of all the 169 deliverables of the project, the 4 periodic reports, the financial aspects and the management of the three amendments of the project
