Cahier #3 explores a series of concrete hackable citymaking practices in Athens, São Paulo and Shenzhen. Despite being situated on different continents and having distinct traditions and political systems, we found a number of dynamics around civic initiatives in these cities that further informed our Hackable city model.
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.
Responsive public spaces use interactive technologies to adapt to users and situations. This enhances the quality of the space as a public realm. However, the application of responsive technologies in spatial design is still to be explored. What exactly are the options for incorporating responsive technologies in spatial designs to improve the quality of public spaces? The book Responsive Public Spaces explores and disentangles this new assignment for designers, and presents inspiring examples. A consortium of spatial designers, interaction designers and local stakeholders, headed by the Chair of Spatial Urban Transformation of Amsterdam University of Applied Sciences, carried out a two-year practice-based study of responsive public spaces. This book draws on those insights to provide a practical approach and a roadmap for the new design process for responsive public spaces.The study results are of signi¬icance for various professional fields. The book is intended for clients and stakeholders involved in planning and design of public spaces, spatial designers, interaction designers and students.
Algemene doelstelling van dit project is tweeledig: enerzijds is het doel een methode te ontwikkelen om onderzoek te doen naar de toegevoegde waarde van begroeide stadspergola's voor de biodiversiteit en klimaatadaptatie. Anderzijds is het doel de samenwerking tussen practoraat en lectoraat te conretiseren. Voor dit onderzoek worden in de stad Utrecht drie stadspergola’s gebouwd. Deze dienen als onderzoeksobject en alternatieve interventie voor plekken waar behoefte is aan vergroening van de omgeving maar geen bomen geplaatst kunnen worden. Het practoraat Groene Leefbare Stad van Yuverta en het lectoraat Klimaatbestendige stad van de Hogeschool van Amsterdam zijn elkaar op het onderwerp van praktische vraagstukken over het vergroenen van de stad in de praktijk tegengekomen en zien in dit voorstel een mooie kans om hun expertises over respectievelijke biodiversiteitbevordering en het tegengaan van hittestress te combineren. De inhoudelijke hoofdvraag van deze aanvraag is: Welke methodes kunnen worden ontwikkeld om te onderzoeken hoe stadspergola’s als nature-based street furniture bijdragen aan de vergroening en daarmee de stedelijke biodiversiteit bevorderen en een verkoelende werking geven op plekken waar traditioneel groen niet geplaatst kan worden? We zullen methodieken om de biodiversiteit in en rond de pergola’s te monitoren verkennen. Aansluitend willen we de eerste bevindingen koppelen aan de uitkomsten van stadspergola’s als klimaatadaptatie maatregel door het meten van het verkoelende effect. Deze uitkomsten zullen worden gekoppeld aan een groter onderzoek naar ecosystem services waarmee de bijdragen van stadspergola’s aan stedelijke vergroening, sociale interactie en voordelen voor een gezonder en klimaatbestendig leefmilieu wordt onderzocht. Dit onderzoek wordt uitgevoerd door het practoraat Groene Leefbare Stad van Yuverta, het lectoraat Klimaatbestendige stad van de Hogeschool van Amsterdam, de gemeente Utrecht, Stadswerk, Hoefakker en Stichting Bouwloods. Studenten, docent-onderzoekers en diverse stakeholders pakken samen de onderzoeksactiviteiten op en delen opgedane kennis openbaar.
