From the list of content: " Smart sustainable cities & higher education, Essence: what, why & how? Developing learning materials together; The blended learning environment; Teaching on entrepreneurship; Utrecht municipality as a client; International results; Studentexperiences; International relations; City projects in Turku, Alcoy and Utrecht ".
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This manifesto describes the notion of sustainable development according to its basic appeal for economic, social and environmental value-creation, together with the implications of its meaning at the level of the individual (the manager), the organisation (the business) and society. As sustainable tourism is focused on the long term, foresight is used to develop four scenarios for a sustainable tourism industry in 2040: “back to the seventies”, “captured in fear”, “unique in the world”, and “shoulders to the wheel”. The implications of the scenarios are mapped for four distinct types of organisational DNA: the blue organisation focusing on quality, professionalism and efficiency, the red organisation for whom challenge, vision and change are most important, the yellow organisation addressing energy, optimism and growth, and the green organisation which is led by care, tradition and security. The manifest concludes with strategic propositions for tourism organisations in each of the four business types and each of the four scenarios.
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In recent years, it has become a commonplace to argue that cities should be the focus point of sustainable development. Various authors have presented a variety of arguments why cities should be the preferred target to foster sustainable development-focused innovation; - The average consumption of resources of urban dwellers is higher. - The population of cities is growing continuously, while rural populations stabilize. - Deteriorating living conditions and segregation in cities caused by processes of gentrification of traditional neighbourhoods that drive out lower income groups to the suburbs. - Cities are ‘concentrated’ emitters of pollutants and therefore solutions and re-use might be easier to implement. https://doi.org/10.3390/su11185013 LinkedIn: https://www.linkedin.com/in/karel-mulder-163aa96/
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Flexigrow is a project which analyzes the performance of an all-electric neighborhood of energy efficient houses here in the Netherlands. The goal of this project is to determine whether or not the houses are performing as well as expected and how we might improve their performance using different infrastructure configurations (e.g. micro-CHPs in place of or in combination with electric heat pumps).
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PURPOSE: The aim of this research is to link sustainability strategies with risk management. DESIGN/METHOD: 33 unique cases were used for the data analysis. Using the cases, the researchers built a database to operationalise the theoretical framework. This database contains data on general characteristics of an organisation, strategic characteristics (mission, vision, value proposition, core values from the Balanced Score Card categories, strategic goals), strategy characteristics of the sustainability strategies, the 17 sustainability goals of the UN, risks (strategic, financial, operational) and control measures appropriate to the risks. RESULTS/FINDINGS: The first sub-question: Which risks at a strategic, financial, and operational level differ in organisations that pursue SDG 3 Good health and wellbeing, SDG 8 Decent work and economic growth and/or SDG 12 Responsible consumption and production, or do not pursue sustainability goals? It can be answered that sustainable values lead to different risks at strategic and financial levels, but not on an operational level. The second sub-question: Which risks on a strategic, financial, and operational level differ in organisations that pursue the sustainability strategy (Retain product ownership, Product life extension and/or Design for recycling) or do not pursue a sustainability strategy? It can be answered in a similar way as the first research question: that apparently sustainable strategies lead to different risks at strategic and financial levels, but not on an operational level. Operational risks were found but did not change in case of the sustainable strategy. ORIGINALITY/VALUE: Researchers have investigated whether pursuing the sustainability strategy (part 1) or contributing to the achievement of SDGs (part 2) by an organisation causes a change in strategic, financial and/or operational risks. Patterns were sought, not the magnitude of a change, because of the number of cases examined.
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In this paper we position sustainable tourism of the Wadden. The aim is to clarify the complex issues at stake and therewith provide a framework for future actions and policies.
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In ESSENCE (European Sustainable Solutions for Existing and New City Environments) "five European Higher Education Institutions and three municipalities worked together to train future professionals to overcome the complex challenges of achieving smart sustainable cities. Students worked on behalf of the three local governments on useful solutions to sustainability issues in the urban environment. New teaching methods were applied, such as blended learning and creative solution searching methods. "
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This paper introduces and explores the psychological and social factors that both contribute to and inhibit behaviour change vis-à-vis sustainable (tourist) mobility. It is based on papers presented at the Freiburg 2012 workshop. Specifically, it reviews climate change attitudes and perceptions, the psychological benefits of tourism mobilities, addictive elements of mobility and social norming effects, the attitude-behaviour gap (i.e. cognitive dissonance between understandings of, and responses to, climate change), the psychology of modal shifts, the psychology of travel speed/time and psychological explanations for the perceived importance of long distance travel. It notes that anthropogenic climate change is an inescapable reality and that tourism's share of greenhouse gas emissions appears set to rise substantially. There is little prospect of technical solutions adequately addressing this problem. The paper concludes that, while a comprehensive understanding of tourist psychology is necessary to inform policy-makers, it alone will be insufficient to achieve emission reductions, and bring tourism to a climatically sustainable pathway, if treated in isolation. Radical change in the structures of provision is also necessary. That change may take the form of infrastructure planning, including financial and economic infrastructure (e.g. taxation regimes and emission trading schemes) for sustainable mobility.
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Innovation is crucial for higher education to ensure high-quality curricula that address the changing needs of students, labor markets, and society as a whole. Substantial amounts of resources and enthusiasm are devoted to innovations, but often they do not yield the desired changes. This may be due to unworkable goals, too much complexity, and a lack of resources to institutionalize the innovation. In many cases, innovations end up being less sustainable than expected or hoped for. In the long term, the disappointing revenues of innovations hamper the ability of higher education to remain future proof. Against the background of this need to increase the success of educational innovations, our colleague Klaartje van Genugten has explored the literature on innovations to reveal mechanisms that contribute to the sustainability of innovations. Her findings are synthesized in this report. They are particularly meaningful for directors of education programs, curriculum committees, educational consultants, and policy makers, who are generally in charge of defining the scope and set up of innovations. Her report offers a comprehensive view and provides food for thought on how we can strive for future-proof and sustainable innovations. I therefore recommend reading this report.
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