Zoekresultaten

Governance of urban collectives in Amsterdam

Across European cities local entrepreneurs are joining forces in new ways, forming collectives to stimulate business growth and innovation and to create a more attractive business environment. The value of such collectives is increasingly recognized by local governments and policy measures to stimulate these initiatives are being developed. Amsterdam hosts different collaborative initiatives, including 39 business improvement districts (BIDs).The Knowledge Mile is such a collective in which shopkeepers, other local SMEs, residents work together to collectively improve a large retail area. The city of Amsterdam is also a stakeholder. Government can fill an important role in enabling the creation of collective resource management in urban settings. However, if effective regulation is missing, citizens and governing bodies have to look for incentives to find new means of addressing governance. As such, the potential for collective management of urban commons may be greater than realized so far, as there is still a lack of knowledge in this area. In this paper, we aim to bridge this gap. By means of an embedded case study approach, we analyze the interaction between the stakeholders in their development of a green zone, the Knowledge Mile Park, in the Wibautstraat. In the coming years, roofs, facades and ground level will be changed through a collaboration of residents, entrepreneurs, researchers, civil servants and students in a metropolitan Living Lab. In this Living Lab, solutions for a healthy and social environment, climate resistance and biodiversity are jointly developed, tested and shown. In our study, we will analyze the role of the governing bodies in such initiatives, and make recommendations how collectives can become more mainstream with new kinds of institutions, without an undue burden on the community.

The Hackable City. Cahier #2

Cahier #2 describes a series of design probes that explored cooperative area development in the Amsterdam brownfield redevelopment site of Buiksloterham. These probes were tailored to investigate specific aspects of ‘hackable citymaking’: collaborative practices between different stakeholders, where new media technologies are employed to open up urban institutions and infrastructures to systemic change, in the public interest.

Circulair wood for the neighbourhood

Since 2016, the Amsterdam Dapperbuurt in the East of Amsterdam, has its own Zero Waste Lab (ZWL), a collection and recycle centre for separated household waste. Drawing on the specific case of wood as a waste-stream, the project Circulair Wood for the Neighbourhood supports the ZWL (initiative of the foundation De Gezonde Stad) realizing two of their ambitions: (A) to transition from recycling to up-cycling; (B) to transition from awareness raising to social engagement and shared ownership. The project is a partnership between the ZWL, the Amsterdam University of Applied Sciences (Research Group Psychology for Sustainable Cities & Research Group Digital Production) and Verdraaid Goed (a Rotterdam based company up-cycling devalued materials by research and design). The project Circulair Wood for the Neighbourhood contains three components/sub-projects, 1) research on the wood waste stream and possibilities for production; (2) research on design possibilities, and (3) research on stakeholder involvement. This is the final report of the sub-project stakeholder involvement led by the research group Psychology for Sustainable Cities. This sub-project specifically examined the psychology behind the decision making process of residents to hand in (or not) separated household wood waste to the ZWL in the neighbourhood of the Dapperbuurt and proposes possible interventions.

Organising smart city projects

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.

City of Amsterdam Voluntary Local Review 2022

Lab Amsterdam

Amsterdam as a lab. That is what Amsterdam University of Applied Sciences' three fieldlabs and its many partners have in mind. Functional illiteracy, debts, learning deficiencies or problems caused by extreme precipitation: the city contains plenty of tough issues, demanding novel approaches in which co-creation and participation by residents, social organizations and knowledge institutions are basic principles.In the fieldlabs, people try to change current practices by working with, instead of for or on behalf of those whom it concerns. But how to achieve effective learning environments between parties? How to encourage stakeholder participation in complex issues? And how to build new relations and roles?