Martijn de Waal bezocht op uitnodiging van Het Nieuwe Instituut de opening van de achtste editie van de architectuurbiënnale van Shenzhen. Naar aanleiding van zijn bezoek aan de tentoonstelling Eyes of the City schrijft hij over hoe de opkomst van camera's, AI en deep learning het leven in de stad verandert.
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The methodology should be a uniform approach that also is flexible enough to accommodate all combinations that make up the different solutions in 6 OPs. For KPIs A and B this required the use of sub-KPIs to differentiate the effects of each (individual and combination of) implemented solutions and prevent double counting of results. This approach also helped to ensure that all 6 OPs use a common way and scope to calculate the various results. Consequently, this allowed the project to capture the results per OP and the total project in one ‘measurement results’ template. The template is used in both the individual OP reports and the ‘KPI Results: Baseline & Final results’ report where all results are accumulated; each instance providing a clear overview of what is achieved. This report outlines the details of the methodology used and applied. It is not just meant to provide a clarification of the results of the project, but is also meant to allow others who are embarking on adopting similar solutions for the purpose of CO2 reduction, becoming more energy autonomous or avoid grid stress or investments to learn about and possibly use the same methodology.
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.
Een vraagarticulatieproces met projectmanagers en -leiders uit private en Triple-Helix organisaties laat zien dat zij behoefte hebben aan tools voor: 1. Het bepalen van de juiste incentives om stakeholders actief te betrekken in multi-sector collaboratieve innovatieprojecten (verder verwezen als innovatieprojecten), en 2. Het concreet, transparant en op één lijn te krijgen van de belangen van de partners. Vandaar dat dit project betreft het doorontwikkelen van het Degrees of Engagement diagram (DoE-diagram), een tool voor het managen van stakeholder engagement in innovatieprojecten voor het behalen van de maatschappelijke opgaven. Hiermee sluit het project aan bij de programmalijn ‘rollen, belangen en coördinatie’ van de Kennis en Innovatieagenda van de missie Maatschappelijke Verdienvermogen- thema’s Klimaat & Energie en Circulaire economie. Het consortium bestaat uit de Hogeschool van Amsterdam (HvA), KplusV en Amsterdam Smart City (ASC). De HvA ontwikkelde het DoE-diagram. Voor het identificeren van stakeholders bevat het DoE-diagram attributen op project- en organisatieniveau. In dit project wordt het DoE doorontwikkeld door onderzoek te doen naar: 1. De attributen op individuniveau en potentiele nieuwe attributen op project- en organisatieniveau, 2. De mate waarin deze attributen invloed hebben op het bepalen van de passende incentives, de concretisering van de partnerbelangen en al dan niet succesvolle verloop van innovatieprojecten, 3. Een verkenning van een digitale versie van het DoE voor het managen van in- en uitstappen van partners. Hiermee beoogt het project twee doelen: 1. Inzicht verkrijgen in stakeholderconfiguraties voor het ondersteunen van beslissingen met betrekking tot stakeholder-engagement, 2. Bouwen van een consortium van partijen die vervolg aan het project gaan geven door longitudinaal onderzoek te doen naar de inzet van de uitbreiding van het DoE-diagram en het maken van een werkend prototype en testen van de digitale versie ervan.
ALE organised an event with Parktheater Eindhoven and LSA-citizens (the Dutch umbrella organisation for active citizens). Five ALE students from the minor Imagineering and business/social innovation took responsibility for concept and actual organisation. On Jan 18th, they were supported by six other group members of the minor as volunteers. An IMEM-team of 5 students gathered materials for a video that can support the follow-up actions of the organisers. The students planned to deliver their final product on February 9th. The theatre will critically assess the result and compare it to the products often realised by students from different schools or even professional ones, like Veldkamp productions. Time will tell whether future opportunities will come up for IMEM. The collaboration of ALE and IMEM students is possible and adding value to the project.More than 180 visitors showed interest in the efforts of 30 national and local citizen initiatives presenting themselves on the market square in the theatre and the diverse speakers during the plenary session. The students created a great atmosphere using the qualities of the physical space and the hospitality of the theatre. Chair of the day, Roland Kleve, kicked off and invited a diverse group of people to the stage: Giel Pastoor, director of the theatre, used the opportunity to share his thoughts on the shifting role of theatre in our dynamic society. Petra Ligtenberg, senior project manager SDG NL https://www.sdgnederland.nl/sdgs/ gave insights to the objectives and progress of the Netherlands. Elly Rijnierse, city maker and entrepreneur from Den Haag, presented her intriguing efforts in her own neighbourhood in the city to create at once both practical and social impacts on SDG 11 (sustainable city; subgoal 3.2). Then the alderman Marcel Oosterveer informed the visitors about Eindhoven’s efforts on SDGs. The plenary ended with very personal interviews of representatives of two impressive citizen initiatives (Parkinson to beat; Stichting Ik Wil). In the two workshop rounds, ALE took responsibility for two workshops. Firstly the workshop: Beyond SDG cherrypicking: using the Economy for the common good’, in cooperation with citizen initiative Ware winst Brabant en Parktheater (including Social innovation-intern Jasper Box), secondly a panel dialogue on local partnerships (SDG 17) for the sustainable city (SDG 11) addressing inclusion (SDG 10) and the livability (SDG 3) with 11 representatives from local/provincial government, companies, third sector and, of course: citizen initiatives.
An important line of research within the Center of Expertise HAN BioCentre is the development of the nematode Caenorhabditis elegans as an animal testing replacement organism. In the context of this, us and our partners in the research line Elegant! (project number. 2014-01-07PRO) developed reliable test protocols, data analysis strategies and new technology, to determine the expected effects of exposure to specific substances using C. elegans. Two types of effects to be investigated were envisaged, namely: i) testing of possible toxicity of substances to humans; and ii) testing for potential health promotion of substances for humans. An important deliverable was to show that the observed effects in the nematode can indeed be translated into effects in humans. With regard to this aspect, partner Preventimed has conducted research in obesity patients during the past year into the effect of a specific cherry extract that was selected as promising on the basis of the study with C. elegans. This research is currently being completed and a scientific publication will have to be written. The Top Up grant is intended to support the publication of the findings from Elegant! and also to help design experimental protocols that enable students to become acquainted with alternative medical testing systems to reduce the use of laboratory animals during laboratory training.
