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4ILM IMA 2018 BA Thesis, to be converted into a paper submission for On The Horizon, Emerald.
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Paper submitted and accepted by World Future Review.
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We studied 12 smart city projects in Amsterdam, and –among other things- analysed their upscaling potential and dynamics. Here are some of our findings:First, upscaling comes in various forms: rollout, expansion and replication. In roll-out, a technology or solution that was successfully tested and developed in the pilot project is commercialised/brought to the market (market roll-out), widely applied in an organisation (organisational roll-out), or rolled out across the city (city roll-out). Possibilities for rollout largely emerge from living-lab projects (such as Climate street and WeGo), where companies can test beta versions of new products/solutions. Expansion is the second type of upscaling. Here, the smart city pilot project is expanded by a) adding partners, b) extending the geographical area covered by the solution, or c) adding functionality. This type of upscaling applies to platform projects, for example smart cards for tourists, where the value of the solution grows with the number of participating organisations. Replication is the third and most problematic type of upscaling. Here, the solution that was developed in the pilot project is replicated elsewhere (another organisation, another part of the city, or another city). Replication can be done by the original pilot partnership but also by others, and the replication can be exact or by proxy. We found that the replication potential of projects is often limited because the project’s success is highly context-sensitive. Replication can also be complex because new contexts might often require the establishment of new partnerships. Possibilities for replication exist, though, at the level of working methods, specific technologies or tools, but variations among contexts should be taken into consideration. Second, upscaling should be considered from the start of the pilot project and not solely at the end. Ask the following questions: What kind of upscaling is envisioned? What parts of the project will have potential for upscaling, and what partners do we need to scale up the project as desired? Third, the scale-up stage is quite different from the pilot stage: it requires different people, competencies, organisational setups and funding mechanisms. Thus, pilot project must be well connected to the parent organisations, else it becomes a “sandbox” that will stay a sandbox. Finally, “scaling” is not a holy grail. There is nothing wrong when pilot projects fail, as long as the lessons are lessons learned for new projects, and shared with others. Cities should do more to facilitate learning between their smart city projects, to learn and innovate faster.
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With increase in awareness of the risks posed by climate change and increasingly severe weather events, attention has turned to the need for urgent action. While strategies to respond to flooding and drought are well-established, the effects - and effective response - to heat waves is much less understood. As heat waves become more frequent, longer-lasting and more intense, the Cool Towns project provides cities and municipalities with the knowledge and tools to become heat resilient. The first step to developing effective heat adaptation strategies is identifying which areas in the city experience the most heat stress and who are the residents most affected. This enables decision-makers to prioritise heat adaptation measures and develop a city-wide strategy.The Urban Heat Atlas is the result of four years of research. It contains a collection of heat related maps covering more than 40,000 hectares of urban areas in ten municipalities in England, Belgium, The Netherlands, and France. The maps demonstrate how to conduct a Thermal Comfort Assessment (TCA) systematically to identify heat vulnerabilities and cooling capacity in cities to enable decision-makers to set priorities for action. The comparative analyses of the collated maps also provide a first overview of the current heat resilience state of cities in North-Western Europe.
In this article, Isaac argues that since 1948, Israel's control of water resources has been the result of military actions that forced between 700,000 and 800,000 Palestinians into exile and claimed the most fertile part of the disputed territory for the state. It thereby paved the way for subsequent military occupation. Isaac maintains that the Israeli occupation has violated the Palestinian right to the equitable and reasonable utilization of shared water resources. In his view, from the end of the 1967 war, Israel initiated its occupation of the territories of Palestine and quickly imposed military order with a view to achieving full control over land and water resources. To Isaac, these military orders served to dissolve the pre-1967 legal systems and which consisted of Ottoman, British, Jordanian (West Bank) and Egyptian (Gaza Strip) laws. This critical review article concentrates on the concept of justice tourism as a response to these assumed Israeli violations of Palestinian rights to equitable and reasonable utilization of shared water resources. The article sheds light on why and how justice tourism conceivably contributes to the Palestine host communities' transformation and hence to the development of higher level self-consciousness about their rights as "a sovereign nation".
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