Horizon 2020 Call: H2020-SC6-CO-CREATION-2016-2017 · H2020-CP-2016.pdf Ver1.00 20160617 Last saved 15/11/2016 16:44:45 Abstract Innovation is relevant not only to economic sustainability

European Commission Research & Innovation - Participant Portal Proposal Submission Forms

Page 1 of 47 Last saved 15/11/2016 16:44:45H2020-CP-2016.pdf Ver1.00 20160617

Table of contents

Section Title Action

1 General information

2 Participants & contacts

3 Budget

4 Ethics

5 Call-specific questions

How to fill in the formsThe administrative forms must be filled in for each proposal using the templates available in the submission system. Some data fields in the administrative forms are pre-filled based on the previous steps in the submission wizard.

Deadline Id: H2020-SC6-CO-CREATION-2016-3

Proposal acronym: DESIGNSCAPES

Proposal number: 763784

Type of action: CSA (Coordination and support action)

Topic: CO-CREATION-02-2016

Call: H2020-SC6-CO-CREATION-2016-2017 (CO-CREATION FOR GROWTH AND INCLUSION)

Horizon 2020

This proposal version was submitted by Francesco MOLINARI on 15/11/2016 16:45:01 Brussels Local Time. Issued by the Participant Portal Submission Service.


Page 2 of 47

Proposal ID 763784 Acronym DESIGNSCAPES

H2020-CP-2016.pdf Ver1.00 20160617 Last saved 15/11/2016 16:44:45

1 - General information

Topic CO-CREATION-02-2016

Call Identifier H2020-SC6-CO-CREATION-2016-2017

Type of Action CSA

Deadline Id H2020-SC6-CO-CREATION-2016-3

Acronym DESIGNSCAPES

Proposal title* Building Capacity for Design enabled Innovation in Urban Environments

Note that for technical reasons, the following characters are not accepted in the Proposal Title and will be removed: < > " &

Duration in months 48

Fixed keyword 1 Add Economics of innovation

Fixed keyword 2 Add Remove Public economics

Fixed keyword 3 Add Remove Organisational management / development

Free keywords Design, City, Innovation Generation, Capacity Building, Ecosystem



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Abstract

Innovation is relevant not only to economic sustainability but also to social and cultural life. Therefore, the creation of an organizational climate enabling and catalyzing innovation deserves special attention and needs to be explored from a sound operational perspective. Cities embed this organizational climate (Jacobs, 1969) and are by nature innovation generative systems. It is within this perspective that the DESIGNSCAPES project aims to realize a better uptake, and further enhancement and upscaling, of Design enabled Innovation in Europe, through direct financial support to flagship and innovation generating initiatives as well as a huge capacity building effort targeting multiple stakeholder groups (citizens, researchers, practitioners, innovators and policy makers). In so doing, we will foster the linkages between research, policy and practice and contribute to making Europe a global leader in the domain. The main features of the DESIGNSCAPES project are the following: - It builds upon the generative potential of innovation in cities - It leverages Design Thinking and Design Driven Innovation concepts as blueprints. - It has a direct and purposeful focus on the scalability potential of Design enabled Innovation - It proposes an original, holistic, evaluation, replication and impacts assessment framework. - It makes use of a “supportive governance approach”. Expected results include: a City Snap Shot tested in 10 countries and 12 cities, a EU Catalogue of Design enabled innovations, Training Modules for local facilitators and innovators, Policy Briefs, e-Publications and a final Conference. Approximately €1.5 million will distributed among 50+ new Design enabled initiatives as required by the H2020 call through 3 consecutive yearly rounds of a 3-staged Technical and Financial instrument akin to the US and NL SBIR program and the SME instrument of the EC.

Remaining characters 105

Has this proposal (or a very similar one) been submitted in the past 2 years in response to a call for proposals under the 7th Framework Programme, Horizon 2020 or any other EU programme(s)? Yes No



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Declarations

1) The coordinator declares to have the explicit consent of all applicants on their participation and on the content of this proposal.

2) The information contained in this proposal is correct and complete.

3) This proposal complies with ethical principles (including the highest standards of research integrity — as set out, for instance, in the European Code of Conduct for Research Integrity — and including, in particular, avoiding fabrication, falsification, plagiarism or other research misconduct).

4) The coordinator confirms:

- to have carried out the self-check of the financial capacity of the organisation on http://ec.europa.eu/research/participants/portal/desktop/en/organisations/lfv.html or to be covered by a financial viability check in an EU project for the last closed financial year. Where the result was “weak” or “insufficient”, the coordinator confirms being aware of the measures that may be imposed in accordance with the H2020 Grants Manual (Chapter on Financial capacity check); or

- is exempt from the financial capacity check being a public body including international organisations, higher or secondary education establishment or a legal entity, whose viability is guaranteed by a Member State or associated country, as defined in the H2020 Grants Manual (Chapter on Financial capacity check); or

- as sole participant in the proposal is exempt from the financial capacity check.

5) The coordinator hereby declares that each applicant has confirmed:

- they are fully eligible in accordance with the criteria set out in the specific call for proposals; and

- they have the financial and operational capacity to carry out the proposed action.

The coordinator is only responsible for the correctness of the information relating to his/her own organisation. Each applicant remains responsible for the correctness of the information related to him/her and declared above. Where the proposal to be retained for EU funding, the coordinator and each beneficiary applicant will be required to present a formal declaration in this respect.

According to Article 131 of the Financial Regulation of 25 October 2012 on the financial rules applicable to the general budget of the Union (Official Journal L 298 of 26.10.2012, p. 1) and Article 145 of its Rules of Application (Official Journal L 362, 31.12.2012, p.1) applicants found guilty of misrepresentation may be subject to administrative and financial penalties under certain conditions. Personal data protection The assessment of your grant application will involve the collection and processing of personal data (such as your name, address and CV), which will be performed pursuant to Regulation (EC) No 45/2001 on the protection of individuals with regard to the processing of personal data by the Community institutions and bodies and on the free movement of such data. Unless indicated otherwise, your replies to the questions in this form and any personal data requested are required to assess your grant application in accordance with the specifications of the call for proposals and will be processed solely for that purpose. Details concerning the purposes and means of the processing of your personal data as well as information on how to exercise your rights are available in the privacy statement. Applicants may lodge a complaint about the processing of their personal data with the European Data Protection Supervisor at any time. Your personal data may be registered in the Early Detection and Exclusion system of the European Commission (EDES), the new system established by the Commission to reinforce the protection of the Union's financial interests and to ensure sound financial management, in accordance with the provisions of articles 105a and 108 of the revised EU Financial Regulation (FR) (Regulation (EU, EURATOM) 2015/1929 of the European Parliament and of the Council of 28 October 2015 amending Regulation (EU, EURATOM) No 966/2012) and articles 143 - 144 of the corresponding Rules of Application (RAP) (COMMISSION DELEGATED REGULATION (EU) 2015/2462 of 30 October 2015 amending Delegated Regulation (EU) No 1268/2012) for more information see the Privacy statement for the EDES Database).



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List of participants# Participant Legal Name Country

1 ANCI TOSCANA ASSOCIAZIONE Italy

2 TAVISTOCK INSTITUTE OF HUMAN RELATIONS LBG United Kingdom

3 TECHNISCHE UNIVERSITEIT DELFT Netherlands

4 AALBORG UNIVERSITET Denmark

5 POLITECNICO DI MILANO Italy

6 RAM Central Stara Planina Bulgaria

7 UNIVERSITAT DE VALENCIA Spain

8 Worldcrunch France

9 AMAVE Portugal

10 UNIVERSITY OF SURREY United Kingdom

11EGTC EFXINI POLI - NETWORK OF EUROPEAN CITIES FOR SUSTAINABLE DEVELOPMENT - SOLIDARCITY NETWORK

Greece

12 BWCON GMBH Germany



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Last saved 15/11/2016 16:44:45H2020-CP-2016.pdf Ver1.00 20160617

Short name ANCI

2 - Administrative data of participating organisationsPIC964812441

Legal nameANCI TOSCANA ASSOCIAZIONE

Short name: ANCI Address of the organisation

Town FIRENZE

Postcode 50122

Street VIALE DELLA GIOVINE ITALIA 17

Country Italy

Webpage www.ancitoscana.it

Legal Status of your organisation

Research and Innovation legal statuses

Public body .................................................... no Legal person .............................. yes

Non-profit ...................................................... yes

International organisation .................................. no

International organisation of European interest ...... no

Secondary or Higher education establishment ....... no

Research organisation ..................................... no

SME self-declared status................................... unknown

SME self-assessment ...................................... unknown

SME validation sme.......................................... unknown

Based on the above details of the Beneficiary Registry the organisation is not an SME (small- and medium-sized enterprise) for the call.

NACE Code: L - Real estate activities

Enterprise Data



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Short name ANCI

Department(s) carrying out the proposed work

Department name

Street Please enter street name and number.

Town

Same as organisation address

No department involved

not applicable

Country

Postcode

Dependencies with other proposal participants

Character of dependence Participant



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Short name ANCI

Person in charge of the proposal

The name and e-mail of contact persons are read-only in the administrative form, only additional details can be edited here. To give access rights and basic contact details of contact persons, please go back to Step 4 of the submission wizard and save the changes.

Town FIRENZE Post code 50122

Street VIALE DELLA GIOVINE ITALIA 17

Website www.ancitoscana,it

First name Elena Last name Conti

E-Mail [email protected]

Position in org. Person in charge of the European Office

Department ANCI TOSCANA ASSOCIAZIONE

Phone 2 +xxx xxxxxxxxx Fax +390552260538

Sex Male FemaleTitle Dr.


Country Italy

Same as organisation

Phone 1 +390552477490

Other contact persons

First Name Last Name E-mail Phone

Francesco MOLINARI [email protected] +390552477490

Besnik Mehmeti [email protected] +390552477490

Tommaso Scavone [email protected] +390552477490



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Short name TAVI

PIC996685671

Legal nameTAVISTOCK INSTITUTE OF HUMAN RELATIONS LBG

Short name: TAVI Address of the organisation

Town LONDON

Postcode EC2A 4UE

Street TABERNACLE STREET 30

Country United Kingdom

Webpage www.tavinstitute.org




Non-profit ...................................................... yes




Research organisation ..................................... yes

SME self-declared status................................... 2014 - no


SME validation sme.......................................... 2010 - yes


NACE Code: 7220 - Research and experimental development on social sciences and humanities

Enterprise Data



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Short name TAVI


Department name


Town



not applicable

Country

Postcode





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Short name TAVI



Town LONDON Post code EC2A 4UE

Street TABERNACLE STREET 30

Website http://www.tavinstitute.org/

First name Joe Last name Cullen


Position in org. Principal Investigator

Department TAVISTOCK INSTITUTE OF HUMAN RELATIONS LBG

Phone 2 +xxx xxxxxxxxx Fax +xxx xxxxxxxxx





Phone 1 +44(0)2074170407



Kerstin Junge [email protected] +44(0)2074170407

Giorgia Iacopini [email protected] +44(0)2074170407



Page 12 of 47



Short name TUD

PIC999977366

Legal nameTECHNISCHE UNIVERSITEIT DELFT

Short name: TUD Address of the organisation

Town DELFT

Postcode 2628 CN

Street STEVINWEG 1

Country Netherlands

Webpage www.tudelft.nl



Public body .................................................... yes Legal person .............................. yes

Non-profit ...................................................... yes



Secondary or Higher education establishment ....... yes



SME self-assessment ...................................... 2015 - no



NACE Code: 853 - Higher education

Enterprise Data



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Short name TUD


Department name Faculty of Industrial Design Engineering

Street Landbergstraat 15

Town Delft


Department 1

not applicable

Country Netherlands

Postcode 2628CE





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Short name TUD



Town Delft Post code 2628 CE

Street Landbergstraat 15

Website http://www.io.tudelft.nl/en

First name Ingrid Last name Mulder


Position in org. Associate Professor Industrial Design

Department section Design Conceptualization & Communication




Country Netherlands


Phone 1 +31152785637



Ingrid Mulder [email protected] +31152785637

Jolanda Dijkshoorn [email protected] +31152787519

Jeroen Van Der Aa [email protected] +31152789327

Emma Puerari [email protected] +31152783029



Page 15 of 47



Short name AAU

PIC999904034

Legal nameAALBORG UNIVERSITET

Short name: AAU Address of the organisation

Town AALBORG

Postcode 9220

Street FREDRIK BAJERS VEJ 5

Country Denmark

Webpage www.aau.dk




Non-profit ...................................................... yes







SME validation sme.......................................... 2013 - no



Enterprise Data



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Short name AAU


Department name Department of Architecture, Design and Media Technology


Town AALBORG


Department 1

not applicable

Country Denmark

Postcode 9220





Page 17 of 47



Short name AAU



Town AALBORG Post code 9220


Website http://www.en.aau.dk/

First name Nicola Last name Morelli


Position in org. Professor

Department Department of Architecture, Design and Media Technology


Sex Male FemaleTitle Prof.


Country Denmark


Phone 1 (+45)99409940



Uffe Dyran [email protected] (+45)99409940



Page 18 of 47



Short name POLIMI

PIC999879881

Legal namePOLITECNICO DI MILANO

Short name: POLIMI Address of the organisation

Town MILANO

Postcode 20133

Street PIAZZA LEONARDO DA VINCI 32

Country Italy

Webpage www.polimi.it




Non-profit ...................................................... yes







SME validation sme.......................................... 2007 - no



Enterprise Data



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Short name POLIMI


Department name Department of Architecture and Urban Studies

Street Via Bonardi 3

Town Milano


Department 1

not applicable

Country Italy

Postcode 20133





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Short name POLIMI



Town Milano Post code 20133

Street Via Bonardi 3

Website www.polimi.it

First name Grazia Last name Concilio


Position in org. Associate Professor

Department Department of Architecture and Urban Studies




Country Italy


Phone 1 +390223995473



Page 21 of 47



Short name RAM

PIC943813784

Legal nameRAM Central Stara Planina

Short name: RAM Address of the organisation

Town Gabrovo

Postcode 5300

Street 9, Opalchenska str.

Country Bulgaria

Webpage www.rso-csp.org




Non-profit ...................................................... yes









NACE Code: -

Enterprise Data



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Short name RAM


Department name


Town



not applicable

Country

Postcode





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Short name RAM



Town Gabrovo Post code 5300

Street 9, Opalchenska str.

Website www.rso-csp.org

First name Mariela Last name Petrova


Position in org. Project Manager

Department RAM Central Stara Planina




Country Bulgaria


Phone 1 +35966804613



Page 24 of 47



Short name UVEG

PIC999953019

Legal nameUNIVERSITAT DE VALENCIA

Short name: UVEG Address of the organisation

Town VALENCIA

Postcode 46010

Street AVENIDA BLASCO IBANEZ 13

Country Spain

Webpage www.uv.es




Non-profit ...................................................... yes










Enterprise Data



Page 25 of 47



Short name UVEG


Department name Econcult: Investigación en Economía de la Cultura y Turismo

Street Avinguda Tarongers s/n

Town València


Department 1

not applicable

Country Spain

Postcode 46022





Page 26 of 47



Short name UVEG



Town Valencia Post code 46022

Street Avda. Tarongers s/n

Website http://www.econcult.eu/en/

First name Pau Last name Rausell


Position in org. Associate Professor

Department Department of Applied Economics




Country Spain


Phone 1 +34 963828645



Raul Abeledo [email protected] +34 963828645

Angeles Sanchis [email protected] +34 963983621

Marcos Signes [email protected] +34 963828645



Page 27 of 47



Short name WC

PIC949870949

Legal nameWorldcrunch

Short name: WC Address of the organisation

Town Paris

Postcode 75009

Street 80, rue Blanche

Country France

Webpage www.worldcrunch.com




Non-profit ...................................................... no





SME self-declared status................................... 2013 - yes

SME self-assessment ...................................... 2013 - yes


Based on the above details of the Beneficiary Registry the organisation is an SME (small- and medium-sized enterprise) for the call.

NACE Code: -

Enterprise Data



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Short name WC


Department name


Town



not applicable

Country

Postcode





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Short name WC



Town Paris Post code 75009

Street 80, rue Blanche

Website www.worldcrunch.com

First name Irene Last name Toporkoff


Position in org. CEO

Department Worldcrunch


Sex Male FemaleTitle Ms


Country France


Phone 1 +33674885826



Daniel Van Lerberghe [email protected] +32472808225



Page 30 of 47



Short name AMAVE

PIC950073679

Legal nameAMAVE

Short name: AMAVE Address of the organisation

Town Guimarães

Postcode 4800-019

Street Rua Capitão Alfredo Guimarães N.º 1

Country Portugal

Webpage www.amave.pt




Non-profit ...................................................... yes









NACE Code: 93 - Sports activities and amusement and recreation activities

Enterprise Data



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Short name AMAVE


Department name


Town



not applicable

Country

Postcode





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Short name AMAVE



Town Guimarães Post code 4800-019

Street Rua Capitão Alfredo Guimarães N.º 1

Website http://www.amave.pt/

First name Antonio Last name Quintao



Department AMAVE




Country Portugal


Phone 1 +351253422400



Andre Coutinho [email protected] +351253422400



Page 33 of 47



Short name SURREY

PIC999985223

Legal nameUNIVERSITY OF SURREY

Short name: SURREY Address of the organisation

Town GUILDFORD

Postcode GU2 7XH

Street Stag Hill


Webpage www.surrey.ac.uk




Non-profit ...................................................... yes

International organisation .................................. unknown

International organisation of European interest ...... unknown








Enterprise Data



Page 34 of 47



Short name SURREY


Department name Surrey Business School

Street Stag Hill

Town GUILDFORD


Department 1

not applicable


Postcode GU2 7XH





Page 35 of 47



Short name SURREY



Town GUILDFORD Post code GU2 7XH

Street Stag Hill

Website http://www.surrey.ac.uk/sbs

First name Lampros Last name Stergioulas


Position in org. Professor in Business Analytics

Department Surrey Business School






Phone 1 +441483 68 6327



Munir Abbasi [email protected] +441483683136

Maria Sega-Buhalis [email protected] +441483683498



Page 36 of 47



Short name EGTC

PIC939675667

Legal nameEGTC EFXINI POLI - NETWORK OF EUROPEAN CITIES FOR SUSTAINABLE DEVELOPMENT - SO

Short name: EGTC Address of the organisation

Town ACHARNES

Postcode 13674

Street THESSALIAS 60

Country Greece

Webpage www.efxini.gr




Non-profit ...................................................... no









NACE Code: -

Enterprise Data



Page 37 of 47



Short name EGTC


Department name


Town



not applicable

Country

Postcode





Page 38 of 47



Short name EGTC



Town ACHARNES Post code 13674

Street THESSALIAS 60

Website www.efxini.gr

First name Mary Last name Krimnianioti



Department EGTC EFXINI POLI - NETWORK OF EUROPEAN CITIES FOR SUSTAINAB




Country Greece


Phone 1 +302102486041



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Short name BWCON

PIC937328655

Legal nameBWCON GMBH

Short name: BWCON Address of the organisation

Town Stuttgart

Postcode 70174

Street BREITSCHEIDSTRASSE 4

Country Germany

Webpage www.bwcon.de




Non-profit ...................................................... no






SME self-assessment ...................................... 2015 - yes



NACE Code: -

Enterprise Data



Page 40 of 47



Short name BWCON


Department name


Town



not applicable

Country

Postcode





Page 41 of 47



Short name BWCON



Town Stuttgart Post code 70174

Street BREITSCHEIDSTRASSE 4

Website www.bwcon.de

First name Juergen Last name Jaehnert


Position in org. CEO

Department BWCON GMBH

Phone 2 +491605838819 Fax +4971118421699



Country Germany


Phone 1 +4971118421601



Marc Koenig [email protected] +4971118421631



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3 - Budget for the proposal No Participant Country (A)

Direct personnel

costs/€

?

(B) Other direct

costs/€

?

(C) Direct costs of

sub-contracting/€

?

(D) Direct costs of

providing financial

support to third parties/€

?

(E) Costs of inkind contributions

not used on the beneficiary's premises/€

?

(F) Indirect Costs

/ €

(=0.25(A+B-E))

?

(G) Special unit

costs covering direct &

indirect costs / €

?

(H) Total

estimated eligible costs

/ € (=A+B+C+D+F

+G)

?

(I) Reimburse-

ment rate (%)

?

(J) Max.EU

Contribution / €

(=H*I)

?

(K) Requested

EU Contribution/

€

?

1 Anci IT 175500 40000 0 1500000 0 53875,00 0 1769375,00 100 1769375,00 1769375,00

2 Tavi UK 150000 22000 0 0 0 43000,00 0 215000,00 100 215000,00 215000,00

3 Tud NL 215684 31000 0 0 0 61671,00 0 308355,00 100 308355,00 308355,00

4 Aau DK 155000 22000 0 0 0 44250,00 0 221250,00 100 221250,00 221250,00

5 Polimi IT 182000 26000 0 0 0 52000,00 0 260000,00 100 260000,00 260000,00

6 Ram BG 61200 8000 0 0 0 17300,00 0 86500,00 100 86500,00 86500,00

7 Uveg ES 81600 12000 0 0 0 23400,00 0 117000,00 100 117000,00 117000,00

8 Wc FR 149600 22000 0 0 0 42900,00 0 214500,00 100 214500,00 214500,00

9 Amave PT 89100 12000 0 0 0 25275,00 0 126375,00 100 126375,00 126375,00

10 Surrey UK 156065 22000 0 0 0 44516,25 0 222581,25 100 222581,25 222581,25



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11 Egtc EL 81000 12000 0 0 0 23250,00 0 116250,00 100 116250,00 116250,00

12 Bwcon DE 221200 33000 0 0 0 63550,00 0 317750,00 100 317750,00 317750,00

Total 1717949 262000 0 1500000 0 494987,25 0 3974936,25 3974936,25 3974936,25



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4 - Ethics issues table1. HUMAN EMBRYOS/FOETUSES Page

Does your research involve Human Embryonic Stem Cells (hESCs)? Yes No

Does your research involve the use of human embryos? Yes No

Does your research involve the use of human foetal tissues / cells? Yes No

2. HUMANS Page

Does your research involve human participants? Yes No WP1-3

Are they volunteers for social or human sciences research? Yes No

Are they persons unable to give informed consent? Yes No

Are they vulnerable individuals or groups? Yes No

Are they children/minors? Yes No

Are they patients? Yes No

Are they healthy volunteers for medical studies? Yes No

Does your research involve physical interventions on the study participants? Yes No

3. HUMAN CELLS / TISSUES Page

Does your research involve human cells or tissues (other than from Human Embryos/Foetuses, i.e. section 1)?

Yes No

4. PERSONAL DATA Page

Does your research involve personal data collection and/or processing? Yes No WP1-3

Does it involve the collection and/or processing of sensitive personal data (e.g: health, sexual lifestyle, ethnicity, political opinion, religious or philosophical conviction)?

Yes No

Does it involve processing of genetic information? Yes No

Does it involve tracking or observation of participants? Yes No

Does your research involve further processing of previously collected personal data (secondary use)?

Yes No

5. ANIMALS Page



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Does your research involve animals? Yes No

6. THIRD COUNTRIES Page

In case non-EU countries are involved, do the research related activities undertaken in these countries raise potential ethics issues?

Yes No

Do you plan to use local resources (e.g. animal and/or human tissue samples, genetic material, live animals, human remains, materials of historical value, endangered fauna or flora samples, etc.)?

Yes No

Do you plan to import any material - including personal data - from non-EU countries into the EU?

Yes No

Do you plan to export any material - including personal data - from the EU to non-EU countries?

Yes No

In case your research involves low and/or lower middle income countries, are any benefits-sharing actions planned?

Yes No

Could the situation in the country put the individuals taking part in the research at risk? Yes No

7. ENVIRONMENT & HEALTH and SAFETY Page

Does your research involve the use of elements that may cause harm to the environment, to animals or plants?

Yes No

Does your research deal with endangered fauna and/or flora and/or protected areas? Yes No

Does your research involve the use of elements that may cause harm to humans, including research staff?

Yes No

8. DUAL USE Page

Does your research involve dual-use items in the sense of Regulation 428/2009, or other items for which an authorisation is required?

Yes No

9. EXCLUSIVE FOCUS ON CIVIL APPLICATIONS Page

Could your research raise concerns regarding the exclusive focus on civil applications? Yes No

10. MISUSE Page

Does your research have the potential for misuse of research results? Yes No

11. OTHER ETHICS ISSUES Page

Are there any other ethics issues that should be taken into consideration? Please specify Yes No



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I confirm that I have taken into account all ethics issues described above and that, if any ethics issues apply, I will complete the ethics self-assessment and attach the required documents. ✖

How to Complete your Ethics Self-Assessment



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5 - Call specific questionsData management activitiesA new focus within Horizon 2020 is data management, for example through the use of Data Management Plan (DMP). DMPs detail what data the project will generate, whether and how it will be exploited or made accessible for verification and re-use, and how it will be curated and preserved. The use of a DMP is required for projects participating in the Open Research Data Pilot in the form of a deliverable in the first 6 months of the project (possible updates during the project). Other projects are invited to submit a DMP if relevant for their planned research.

Are data management activities relevant for your proposed project? Yes No

Open Research Data Pilot in Horizon 2020

If selected, all applicants will participate in the Pilot on Open Research Data in Horizon 2020 , which aims to improve and maximise access to and re-use of research data generated by actions. Participants in the Pilot will be invited to formulate a Data Management Plan (DMP). DMPs detail what data the project will generate, whether and how it will be exploited or made accessible for verification and re-use, and how it will be curated and preserved. Participating in the Pilot is flexible in the sense that it does not mean that all research data needs to be open. Rather, projects can define certain datasets to remain closed via a Data Management Plan (DMP). Applicants also have the possibility to opt out of this Pilot. In this case, applicants must indicate a reason for this choice (see options below). Please note that participation in this Pilot does not constitute part of the evaluation process. Proposals will not be penalised for opting out.

We wish to opt out of the Pilot on Open Research Data in Horizon 2020. Yes No

Please indicate the reason(s) for not being able to participate in the Pilot:

- the project does not generate any data

- to allow the protection of results (e.g. patenting)

- incompatibility with the need for confidentiality linked to security reasons

- incompatibility with privacy/data protection reasons

- achievement of the project's main aim would be jeopardised

- other legitimate reasons


H2020-SC6-CO-CREATION-2016-2017 TOPIC CO-CREATION-02-2016: User-driven innovation: value creation through

design-enabled innovation

Proposal for a Coordination and Support Action

DESIGNSCAPES: Building Capacity for Design enabled Innovation in Urban Environments

List of participants

Participant No.

Participant organisation name Short name Country

1 (Coordinator)

Anci Toscana ANCI Italy

2 Tavistock Institute of Human Relations TAVI UK

3 Delft University of Technology, Department of Industrial Design

TUD The Netherlands

4 Aalborg University, Department of Architecture, Design and Media Technology

AAU Denmark

5 Politecnico di Milano, Department of Architecture and Urban Studies

POLIMI Italy

6 RAM Central Stara Planina

RAM Bulgaria

7 University of Valencia - Cultural and Tourism Economics Research Unit (Econcult)

UVEG Spain

8 Worldcrunch

WC France

9 Vale do Ave Municipalities Association AMAVE Portugal

10 Surrey Business School, University of Surrey SURREY UK

11 EGTC EFXINI POLI – Network of European Cities for Sustainable Development – SOLIDARCITY NETWORK

EGTC Greece

12 BWCON GmbH BWCON Germany

Version 6 of 15 Nov 2016


Table of Contents 1. Excellence .................................................................................................................................................................... 3

1.1 Objectives ........................................................................................................................................................... 51.2 Relation to the work programme ........................................................................................................................ 61.3 Concept and methodology, quality of the coordination and support measures .................................................. 7

1.1.1 Focus on Cities: Design enabled Innovation in Urban Environments ...................................................... 71.1.2 The Economy of Cities: the concept of “import replacement” (Jacobs, 1969) ......................................... 81.1.3 A holistic evaluation, replication and impact assessment framework ...................................................... 91.1.4 Structure of the Technical and Financial Support Instrument ................................................................ 101.1.5 Building capacity of Design enabled Innovation actors ......................................................................... 12

2. Impact ......................................................................................................................................................................... 142.1 Expected impacts .............................................................................................................................................. 14

2.1.1 Project approach and its capacity to meet the Call’s impact requirements ............................................. 142.1.2 Key Performance Indicators and Impact Transmission Mechanisms associated to individual project objectives and expected results .................................................................................................................................. 152.1.3 Barriers, obstacles, threats or framework conditions that can hamper the impacts ................................ 16

2.2 Measures to maximize impact .......................................................................................................................... 172.2.1 Dissemination and exploitation of project results ................................................................................... 182.2.2 Communication activities ....................................................................................................................... 20

3. Implementation ........................................................................................................................................................... 233.1 Work plan – Work packages, deliverables and milestones .............................................................................. 233.2 Management structure and procedures ............................................................................................................. 403.3 Consortium as a whole ...................................................................................................................................... 453.4 Resources to be committed ............................................................................................................................... 48

References ............................................................................................................................................................................ 51

1. Excellence Innovation is relevant not only to economic sustainability but also to social and cultural life. Therefore, the creation of an organizational climate enabling and catalyzing innovation deserves special attention and needs to be explored from a sound operational perspective. Cities embed this organizational climate (Jacobs, 1969) and are by nature innovation generative systems. This vision is not new. Cities are considered key environments for the emergence of innovative interactions and relationships: creative industries tend to localize in or in proximity of urban environments, so taking the advantage of shared knowledge and a density of specialised and potential customers, suppliers, designers and workers to create new tools, technologies, methods, products and services (Asheim et al., 2007; Pratt, 2006; Reimer et al, 2008; Stam et al., 2008; Therrien, 2005). Innovation processes in cities benefit from the diversity of urban environments, providing a range of stimuli (and recent research looks at such stimuli as positive externalities) which in larger cities are richer in number and potentials: firms operating in big cities are more innovative than in small ones (Duranton and Puga, 2004; Stolarick and Florida, 2006). Also, cities hold the “right” mix and concentration of resources, problems, minds, knowledge and opportunities to trigger, generate, foster and catalyse innovation (Dvir and Pasher, 2004), thanks to the intense and highly interconnected system of interactions taking place among actors and entities (like firms, organizations and institutions) in the practice of daily life or while searching solutions to contemporary urban problems. This idea is further reinforced by the well-known and shared scenario that over seventy percent of the world’s population, and almost all of the globe’s skilled talent, will live in cities by the year 2050 and by the more recent trend of looking at cities as systems of innovation, to be judged by their ability to be generative of innovation: see the huge reflection activated on this theme by the Smart City concept and its associated phenomena, including the recent Blueprint for cities and regions as launch pads for digital transformation (European Commission, 2016). Although widely recognized as rich and productive environments for innovation, cities differ from one another in being more or less effective generative systems for innovation. Effectiveness means that the city is able to create, preserve and widen the conditions for innovation potentials to be productive of value (Khanna A. and P., 2015). In addition to the role of urban dimension, a weaker or more powerful innovation generativity of cities may be rooted in: Ø The existence of specific strategies for activating or hosting innovation (Verilhac, 2011); Ø Being open to develop, prototype, experiment, test and evaluate innovation opportunities (Karvonen and van

Heur, 2014); Ø The richness of interactions among users, designers, researchers and companies (Foss et al. 2011);


Ø The way it governs networked dynamics of organizations and therefore organizational flexibility (Routledge, 2008; Love and Roper, 2009)

Ø The capability to support the creation of Public Innovation Places where innovative solutions to public problems are developed through the creation of networks, partnerships and events (Manzini and Staszowski, 2013, Manzini, 2015);

Ø The emergence of creative communities, that co-design and incubate socially innovative initiatives (Meroni 2006).

These characteristics are closely related to the culture of a city, which captures the collective dreams, desires and wishes. In his work Development as Freedom, Amartya Sen (1999) defines development as a process that expands individuals’ freedom and increases their autonomy by enhancing their skills and competences. On his part, Jon Hawkes (2001) identifies culture as the fourth pillar of sustainable development, together with the social, economic and environmental ones. In this way, the definition of development gains a “cultural slant” (Sostenuto, 2012). However, including culture in the definition of a City’s Innovation Generation Capacity also implies narrowing the focus on the dimension of cultural creativity - often expressed in forms of diffused design initiatives (Manzini 2015) - since, as the Council of Europe itself recognizes, culture and creativity are closely interwoven. Creativity is also at the very heart of innovation – defined as the successful exploitation of new ideas, processes, expressions and models through developing new tools, products, services, innovative business models, organizational settings, and ultimately alternative ways of responding to societal needs which can also improve the performance and efficiency of public and private organizations. Therefore, creativity is paramount to foster the innovation capacity of urban stakeholders (people and organizations, public and private, profit making and not for profit, etc.).

Figure 1: Culture, Creativity and Development (Sostenuto, 2012) It is within this perspective that we propose the DESIGNSCAPES project in response to the H2020 call entitled SC6-CO-CREATION-2016-2017, aiming to realize a better uptake, and further enhancement and upscaling, of Design enabled Innovation in Europe, through direct financial support to flagship and innovation generating initiatives (as prescribed by the call) as well as a huge capacity building effort targeting multiple stakeholder groups (citizens, researchers, practitioners, innovators and policy makers). In so doing, we will foster the linkages between research, policy and practice and contribute to making Europe a global leader in the domain. The main features of the DESIGNSCAPES project are the following: Ø It builds upon the generative potential of innovation in cities. We see the City as a hotbed for creativity and

innovative culture and a place where different actor groups (companies, public authorities, NGOs, citizens, start-uppers, entrepreneurs etc.) receive continuous stimuli to engage in product or service innovations that fulfil specific (market, organisational or community) needs;

Ø It leverages Design Thinking and Design Driven Innovation concepts as blueprints for the identification and replication of successful cases – focusing on the one hand on integration of citizens/customers and other stakeholders in the innovation processes, and on the other hand on generation of “killer” product or service concepts that are so innovative to be disruptive to both technology and market (Verganti, 2009; Christensen, 1997; Christensen and Raynor, 2003);

Ø It has a direct and purposeful focus on the scalability potential of Design enabled Innovation, through the search for and definition of emerging innovation ecosystems that can support replication of the most successful initiatives (Morelli 2015) through the provision of positive externalities and by broadening the view to the role of urban players, networks, communities and stakeholders in the creation of “fertilizing” environments;

Ø It proposes an original evaluation, replication and impacts assessment framework for newly emerging and (to be) financially supported initiatives, which doesn’t just focus on assessing outcomes, at the end of a project or programme, but is embedded throughout the whole innovation life cycle – from design stage to post-project


exploitation, sustainability and scaling (up and out) stages; Ø It makes use of a “supportive governance approach” (BEPA, 2014) that is aimed at trust building, learning

by doing and capacity building of innovation actors. Through the definition of policies to catalyse innovation ecosystems, the provision of “training for trainers” facilities and the establishment of a technical and financial instrument akin to the US and NL SBIR programme, the project will support and sustain the implementation and scaling up of Design enabled Innovations in urban environments during as well as beyond the granted period.

1.1 Objectives The overarching aim of the DESIGNSCAPES project is to exploit the generative potential of urban environments in the highest possible number of European Cities to encourage the uptake and further enhancement and upscaling of Design enabled Innovations by existing enterprises, start-up companies, public authorities and agencies, and other urban stakeholders. To fulfil this aim, the following sub-objectives apply: Ø We will first develop a City Snap Shot that will assist us in identifying needs, opportunities and challenges for

Design enabled Innovations across Europe, taking into account the contextual differences as (positive or negative) urban externalities. This City Snap Shot brings together existing theories and practical experiences of innovation generation in urban environments (from Florida’s 2004 creative class back to Jacobs’ 1969 concept of import replacement), to qualify the concept of Design enabled Innovation in relation to the impact of the urban dimension. This effort will result in defining the ontology of a Catalogue of Urban Design enabled Innovations across Europe and overseas (WP1);

Ø We will then define an original DESIGNSCAPES Framework for the impact, feasibility and scalability assessment of existing and upcoming Design enabled Innovation initiatives across Europe, based on four building blocks: 1) Participatory Action Research (Kemmis and McTaggart, 2005), 2) Theory of Change (Pawson & Tilley, 1997), 3) Behavioural additionality (Georghiou, 2004) and Replication analysis (Mulgan et al, 2014). The evaluation tools will also include a ‘dashboard’ which visualises and measures the replicability of individual projects and innovations (WP2);

Ø We will then implement, as requested by the H2020 call, a Technical and Financial Support Instrument to procure the emergence of successful Design enabled innovations across Europe. This will be preceded by a number of physical and virtual networking and dissemination events, which are preparatory to an Open Call for proposals. Target of the call will be public authorities, enterprises (including SMEs and start-up’s) as well as NGOs and individual citizens who will be encouraged to present innovation projects in the scope of the identified priorities and in line with the City Snap Shot’s Catalogue areas. Awarded projects will be supported (both in cash and in kind, see WP5 below) and monitored during their execution through DESIGNSCAPES resources (WP3);

Ø Based on the experience of the Technical and Financial Support Instrument and related activities, we will issue Policy Recommendations on how to support Design enabled Innovations on local, regional, national and EU level and across various policy domains, taking into account the urban dimension as generative of positive externalities. We will produce policy briefs tailored for these levels and domains (WP4);

Ø We will also develop and tailor specific Tools, Instruments and Methods (TIM’s) to enhance Design enabled Innovation in cities, promoting the uptake of research findings by policy makers and city innovators. This will help foster the uptake of project findings in local policy making (WP5);

Ø We will design and implement Training Modules to deliver the knowledge and skills for applying and upscaling Design enabled Innovation in cities for various targeted stakeholder groups. Train-the-trainer sessions will create a pool of facilitators who are able to support the scaling up and out of activities and initiatives, the implementation of related policies and the commercialization of Design enabled Innovations. This will also help foster the uptake of project findings in local policy making (WP5);

Ø We will produce an accessible and visually attractive Guide to Design enabled Innovation in Cities Across Europe for public and private decision-makers, social innovators and design thinking facilitators with best practices, practical tips, issues, challenges, barriers and how to overcome them (WP6).

Ø We will present and disseminate the interim and final project results across two Policy Fora, a Final Conference and several e-Books, Scientific/Technical Publications and Policy Briefs, as well as through an active presence on social media and the transformation of the DESIGNSCAPES website into a virtual centre of operations for the Technical and Financial Support Instrument (various WP’s).

In order to meet these objectives, the DESIGNSCAPES project consortium brings together: Ø four (local and regional) networks and associations of Cities from BG, EL, IT and PT – plus more at European

level included in the External Advisory Board; Ø practical expertise in communication and dissemination to large international audiences, in the FR partner;


Ø various research backgrounds including design science, urban planning, the economy of culture and creativity, smart cities, training and capacity building, innovation policy and business administration, from the DE, DK, ES, IT, NL and UK partners, also holding:

o extensive knowledge and expertise in stakeholder involvement, community building, learning processes, and linking practice, policy and research; and

o a wide set of capacity building and enhancing tools, instruments and methods (with TRL’s 8-9 where meaningful or relevant) in support of the above.

Section 2.1 below shows the consistency of the aforementioned objectives with the expected exploitation and impact of the project, including the proposal of set of KPI’s – the realisation of which is documented within the individual WP descriptions in Table 3.1a. 1.2 Relation to the work programme According to the SC6-CO-CREATION-2016-2017 call, “Europe has many competitive strengths: the talent and creativity of its people, a strong industrial base, a vibrant services sector, a performing education system, its position as the world's biggest trading bloc and leading destination for foreign direct investment. Likewise, Europe can also count on its strong values, democratic institutions, its consideration for economic, social and territorial cohesion and solidarity, and its respect for the environment and cultural diversity.” Nowadays, “Europe is facing the need to identify the obstacles to and to find untapped sources of growth and employment, renewing the legitimacy of public policy-making, especially through greater citizens’ involvement, and of delivering better public services for all.” It is our firm conviction (and starting assumption) that these issues need to be understood and addressed (as the call requires) first and foremost at City level, “in order for Europe to progress at socio-economic, political, educational and cultural levels, taking into account an increasingly interconnected and interdependent world.” Considering the recent study by Neil Lee and Andrés Rodríguez-Pose (2014), it is now growingly understood that innovation capabilities are more frequently embedded in environments where creative occupations are promoted and protected rather than inside organizations specifically dedicated to creative activities. Design is considered in that study as one of the key creative domains relevant to innovation, together with publishing, arts, and software. In coherence with this research strand, while being focussed on the contribution of Design to innovation, our project also explores the urban potential for generation of design enabled innovations, taken in a very broad sense: namely both the creation from scratch of new products, services, processes, marketing or organisational strategies (radical innovation) and the appropriation or elaboration of innovations produced elsewhere (incremental innovation, also including across different domains). With its focus on cities, the DESIGNSCAPES project adds the perspective of public service innovation by the implementation of e.g. Design Thinking, Living Labs or Participatory Co-Design and will therefore encourage the engagement of both policy makers and industrial stakeholders across countries and domains. The specific challenge addressed by the TOPIC CO-CREATION-02-2016 User-driven innovation: value creation through design-enabled innovation is “that many public sector organisations and businesses, especially SMEs, miss out on the potential to utilise design as a source for improving efficiency and stimulating growth”. From this we take the point that a holistic approach is required, putting together all the major stakeholders interested and/or involved in generating innovations through a wider and more intensive adoption of design thinking, product and service design, and other design related methods, processes, technologies and tools. Additionally through adopting an “urban perspective”, Design enabled Innovation gets a spatial dimension and becomes place-based, informing the discussion on the missing enabling conditions and the existing promoting factors (negative and positive urban externalities), and emphasizing the value of differences in histories, policies, social and demographic developments across Europe. This in our opinion brings three major advantages for research, policy and practice:

Ø Firstly, the urban approach opens up to actual, tangible, practices of Design enabled Innovation, that often take place in settings where both socio- economic and spatial needs are pressing, but opportunities and spaces (both institutional and physical) for Design enabled Innovation exist as well (Design enabled Innovation as an outcome and a means).

Ø Secondly, the urban approach provides a common object of understanding and concern (a place, a city, a broader environment than a single organisation, possibly an ecosystem), within which the individual actor groups (researchers, citizens, urban planners, policy makers, designers, social innovators and other urban stakeholders) can be identified and around which local communities of interest and practice can be built.

Ø And thirdly, the urban approach emphasizes the integrated qualities of Design enabled Innovations: quite


often these are neither domain specific (as policy fields are), nor limited to a certain scale (e.g. they can at the same time be locally rooted and internationally networked). The urban approach narrows the focus on scalability of these innovations, through the creation of awareness, dissemination and replication opportunities, not only in the same geographical or organisational context, but also across domains and territories, without losing sight of the contextual differences, but trying to leverage them during the process of innovation transfer between cities, nations and cultures.

The Scope section of the H2020 call additionally asks for the following specificities: Table 1: Relation between the activities requested by the Call and the DESIGNSCAPES Project Scope of the H2020 Call (excerpts from the Topic in focus) How DESIGNSCAPES will contribute “The consortium should plan and run a European pilot including selecting and allocating funding primarily to the concept development phase of the selected projects”.

A dedicated WP (3) is foreseen to this purpose, and the functioning of the technical and financial instrument foreseen is further described in Section 1.3 below.

“Aspects of inclusiveness and social objectives of addressing inequalities in citizens' access to the innovations should be taken into account”.

A dedicated WP (5) has been set up to deliver “Training of Trainers” modules to ensure capacity building of local actors and facilitators for a broader and more inclusive take up of Innovation Generation Tools and Knowledge Brokerage Instruments and Methods.

The pilot should build on national and European level actions on design, incorporating a robust selection process to ensure that projects selected are likely to be further developed and implemented beyond the concept phase.

Baseline for evaluation will be the holistic and scalability oriented evaluation framework developed in WP2 and further described in Section 1.3 below.

“The emphasis should be on practical experimentation, piloting and demonstrating activities as well as concept testing and incubating to improve organisations' processes, services, products or business models in the private, public or third sectors”.

A major component of the project budget will go to the Technical and Financial Instrument resource pot. Experimentations will be declined and clustered/capitalised using the City Snap Shot profile of WP1 as theoretical lens.

“Drawing on the experience of the funded projects, the pilot will a) gather data and metrics concerning the impact of design-related policies and programmes in terms of user benefit and business impact, b) develop a transferable methodology to evaluate the effectiveness of design in the innovation process, c) develop a methodology on how actors in different sectors can better connect with design-enabled innovation to increase efficiency and competitiveness in their respective sectors as well as a common impact evaluation methodology and respective indicators, to be applied across sectors and scalable to organisational, regional, national and European level.”

In WP2 the project proposes an original framework to analyse the success stories through the filter (or lens) of design thinking and user co-creation. Evaluation tools will also include a sort of ‘dashboard’ which visualises and measures the replicability of individual projects and innovations. Data gathering and the generation of indicators will materialise in WP3. The WP2 framework will be refined and clarified based on interim pilot results and is one of the main project deliveries.

“The activities could also involve showcasing success stories and disseminating the accumulated knowledge, particularly illustrating the applicability and potential of design-enabled innovation for all sectors, be they public or private or commercial or non-commercial activities.”

Besides the multiple communication activities described in WP4 and WP6 we will deliver targeted policy recommendations including a public Guide to Design enabled Innovation in Cities, Training Modules and a White Paper.

1.3 Concept and methodology, quality of the coordination and support measures The overall concept of the DESIGNSCAPES project contains five key features: 1) the focus on Design enabled Innovation in urban environments; 2) linking experimentations to the theory and practice of “the economy of Cities”; 3) a holistic and encompassing evaluative framework for the proposed technical and financial support instrument; 4) a tailored adaptation of the US and NL SBIR programme to the purposes of the project; and 5) dedicated activities and measures to build the capacity of involved professionals (from both the public and private sector). These key features are explained below. 1.1.1 Focus on Cities: Design enabled Innovation in Urban Environments To establish this improved connectivity between Design enabled Innovation practice, policy and research, the DESIGNSCAPES project chose a specific urban perspective. With this urban perspective, Design enabled Innovation becomes contextual and place-specific, enabling to understand it as the derivative of social dynamics and urban externalities, not only as a way to address societal and/or public administration needs. Ø At macro level, Design enabled Innovation is outcome of the non-linear and unpredictable developments


occurring in cities, where a multitude of creative actors come and work together with their creative energy, implicit/tacit design capabilities, shared problem solving strategies, propensity to learning and experimenting, capacity to generate new, economically sound and valuable solutions and ultimately growth and jobs for themselves and other people. Cities are also places in which periods of relatively high and diffused welfare can suddenly be interrupted by outbursts of stagnation or crisis, putting pressure on the public sector budgets, especially in delicate areas such as unemployment and social or environmental services. DESIGNSCAPES looks at these phenomena as both procuring the formation and activism of local communities, who can be facilitated or prevented in their operations by very context specific conditions. Analysing and streamlining these conditions is the gateway for Design enabled innovation initiatives to be scaled up or replicated across different contexts. This line of reasoning is also interesting with reference to the current Urban Agenda for Europe (which includes such topics as smart cities, transitioning cities, urban driven development etc.), whereby examining the City’s generative capacity of Design enabled Innovations could prove beneficial to both policy and practice.

Ø At micro level, Design enabled Innovation is a means, as it occurs when the societal needs to see own living conditions improved or to get access to better products and services cannot find satisfactory answers in the ‘institutionalized field’ of public or private action. Additionally, one of the key lessons learnt from the wave of participatory co-design and politically inclusive initiatives realised over the past two decades in Europe and abroad, is that the satisfaction rates of participants in such initiatives – as reported in post event surveys – are notably very high and in some cases, suitable to lead to permanent changes in their future behaviour in relation to e.g. public service co-production, energy saving or personal mobility. Thus, Design enabled Innovation never occurs in a vacuum and can contribute to a socially and economically more inclusive and rewarding level of development, a more cohesive society, and a more engaging political environment, bringing benefits to the urban economy and improving overall spatial conditions – especially in a time when traditional urban actors often lack the resources to invest in innovation.

Ø The combined understanding of Design enabled Innovation as both an outcome of and a means for urban growth and development, also allows for (i) integration into the analysis of considerations related to Industrial Renaissance and Urban

Manufacturing renewal; (ii) exploration of the interplay between single Design enabled Innovation initiatives and the

dynamics and sustainability of the city as a whole; (iii) understanding of the relations between economic/social/spatial strategies and Design enabled

Innovation strategies; (iv) understanding of the space driven specificities (including specific local development plans) of

Design enabled Innovation; (v) understanding of how Design enabled Innovation may contribute to long lasting sustainable urban

quality, and to the creation of new economic, social and physical values. 1.1.2 The Economy of Cities: the concept of “import replacement” (Jacobs, 1969) Ultimately, some consensus exists on the idea that all successful innovations address a social problem or a market need, adopting state of the art or breakthrough technologies which impact on (or disrupt) the existing settings, both internal and external to an organisation. But every innovation is always embedded in a specific local context, which implies that there can be no one-size-fits-all strategy for its enhancement and upscaling. Moreover, Design enabled Innovation initiatives are often the result of the impulse of single/lonely persons (start-uppers, social innovators, smart or simply illuminated leaders in either private enterprises/NGOs or public sector authorities and agencies) and because of that, they are pretty hard to grasp and replicate. Because of this context related and manifold manifestations of Design enabled Innovation worldwide, research and action on this topic has a tendency to stay focused on a small number of exemplary cases, leaving the management of large quantities of cases (either by quantitative or qualitative approaches) to the periphery of analysis, at some distance from capacity building or domain specific training goals. Our project approach is practically reversed, as it is focus on both the successful uptake and replication (scaling up & out) of Design enabled Innovation initiatives in the same or other contexts, with equal weight. To exemplify the concept even better we borrow from Jacobs’ (1969) concept of urban import replacement as it was described in her seminal book on The Economy of Cities. The thesis of the book is that cities are the primary drivers of economic development. Jacobs’ main argument is that explosive economic growth derives from urban import replacement. Import replacement occurs when a city begins to locally produce goods that it formerly imported. In the mid-20th century, for example, Tokyo imported a lot of bicycles, which created a large market for repair shops. Eventually, those shops began making their own parts, which led to manufacturing whole bicycles and then exports. This can only happen in


a city where there is an abundance of repair shops, which create and increase the local culture of manufacturing. A small town is unlikely to generate enough demand for a new component supplier nor will it provide the network of relationships necessary to transform components into a full product. Only large cities can do that. Bicycles are, of course, a simplistic example. Yet if one goes to a city with a healthy tech sector, new entrepreneurs are following the same model there. Venture capitalists mixing with entrepreneurs, hardware guys running into software guys, buyers working out of the same building with sellers. That’s how new work and new economies are created. Jacobs claims that import replacement builds up local infrastructure, skills, and production. Jacobs also claims that the increased production is subsequently exported to other cities, giving those other cities a new opportunity to engage in import replacement, thus producing a positive cycle of growth. This focus on local culture is another cornerstone of our project. Through that we aim at understanding the deepest connections between practice, policy and research and their impact on the success and sustainability of Design enabled innovation. 1.1.3 A holistic evaluation, replication and impact assessment framework Evaluation, Replication of results and Impacts Assessment are fundamental to the objectives and expected impact of this Topic, and the over-arching ‘Co-Creation’ Call. In order to solve Europe’s economic, social and ecological problems through collaboration and co-creation, citizens, communities and the public and private sectors need to be able to draw on approaches, methodologies, processes, guidance and resources that: Ø Ensure that the creativity, innovation skills and talents of those who are less powerful – and more

marginalised – in society are brought to the surface, valorized and utilized in new kinds of user-led innovation and co-creation

Ø Can find ways of capturing how these co-created innovations develop and evolve, and what effects, both positive and negative outcomes, which helps to

Ø Can identify ‘what works, for whom and under what circumstances’, so the most promising and potentially effective innovations can be learned from, transferred and replicated to support further innovation and growth across Europe and beyond

Ø Understand, assess and quantify the overall impact, validity, stakeholder satisfaction, effectiveness and added value of designer-led innovation on policy and practice.

This calls for an evaluation approach that doesn’t just focus on assessing outcomes, at the end of a project or programme, but is embedded throughout the innovation life cycle – from design stage to post-project exploitation and scaling (up and out) stage. Such a holistic approach would also need to integrate a number of purposes, including: Ø accountability (ensuring inclusiveness and social objectives of addressing inequalities in citizens' access

to the innovations are taken into account); Ø knowledge generation (creating a database on what works and what doesn’t); Ø reflection and learning (improving project and programme and making sure the results can be transferred

elsewhere and in the future). The overall evaluation approach and methodology is shown in Figure 2. The proposed framework combines four integrated elements: (i) Participatory Evaluation is based on Participatory Action Research – PAR (Kemmis and McTaggart,

2005). PAR is distinguished by “shared ownership of research projects, community based analysis of social problems and an orientation towards community action’…’it has a commitment to social, economic and political development responsive to the needs and opinions of ordinary people”. In an evaluation context, PAR draws on ‘constructivist’ evaluation (Guba & Lincoln, 1989) to ensure that all stakeholders have an equal ‘voice’ in the evaluation, and that effort is put into both capturing and representing the different ‘realities’ of innovations from the perspective of different stakeholders.

(ii) Theory of Change seeks to identify both the explicit and implicit paradigms of change that underlie interventions. It can be defined as a systematic and cumulative study of the links between the activities, outcomes and context of an intervention. It involves the specification of an explicit theory of how and why an intervention might cause or have caused an effect (Pawson & Tilley, 1997). In this project, Theory of Change provides a transferable tool to enable the stakeholders in the selected project innovations to identify the ‘presenting problem’ they want to change; the desired solution at the end of their project (the project impact) and the steps required to get from problem to solution (activities, outputs and outcomes). It is the main data gathering tool to assess the effectiveness and added value of design in the innovation process and its contribution to efficiency and competitiveness.

(iii) Behavioural additionality can be defined as “the persistent change in what the target group of the policy


is doing and how they are doing it, whereby this change is attributable to the policy action” (Georghiou, 2004). Essentially it established the ‘counter-factual’ in policies and programmes that seek to stimulate innovation. It asks: ‘what would have changed in organisations without the introduction of a design based innovation’?

(iv) Replication analysis supports the assessment of the replicability and sustainability of the different project innovations engaged with in the project, in order to help both identify ‘what works’ and what lessons can be transferred as well as providing a way of quantifying the transferability and sustainability of innovations. The replication methodology follows the approach developed by NESTA (Mulgan et al., 2014), which is in turn based on the ICSF Social Replication Toolkit, which covers a five stage replication process of proving, designing, systemising, piloting and scaling. The evaluation tools will also include a ‘dashboard’ which measures the replicability of individual projects and innovations.

Figure 2: DESIGNSCAPES Evaluation Framework

Applied to the evaluation of the “European pilot” named as a key priority by the H2020 Call, this Framework will not only allow the selection of and allocation of funds to candidate projects from all over Europe, but also justify the considerable resources invested by the consortium in the individual projects’ follow-up and capitalisation, as described in the following. In fact, stopping the evaluation at the concept development phase would be too limited and ultimately missing the other important requirement of the H2020 Call, which is to “ensure that projects selected are likely to be further developed and implemented beyond the concept phase”. Likewise, we expect the above framework to fulfil the Call’s requirement for “a transferable methodology to evaluate the effectiveness of design in the innovation process … as well as a common impact evaluation methodology and respective indicators, to be applied across sectors and scalable to organisational, regional, national and European level”. 1.1.4 Structure of the Technical and Financial Support Instrument For the practical implementation of the European pilot, we propose to replicate the structure of the SBIR (Small Business Innovation Research) program created in 1982 by the United States Congress and imported, with some changes, into Europe by the Netherlands Enterprise Agency RVO. These initiatives share the key objectives of stimulating technological research and development by SMEs in relation to government and societal needs, increase private sector commercialization of developed innovations, and foster and encourage participation in entrepreneurship by socially and economically disadvantaged persons and women-owned small businesses. Fundamentally the SBIR program is rolled out in three consecutive stages: Feasibility and Proof of Concept, Implementation and Commercialisation. The award mechanism is both competitive (businesses must bid to be awarded at each stage, excluding the third where no public grant is usually made available) and connected (for instance, the R&D efforts financially supported in the second stage are those described in / resulting from the feasibility study carried forward in the first one). More recently, the European Commission has adopted the SBIR scheme with variations, in support of the (by now very successful) SME instrument, according to the following rules: Ø Stage 1 aims to cover the assessment of technical feasibility and market potential of new ideas; Ø Stage 2 aims to cover research and innovation activities with a particular focus on demonstration (testing,

prototyping, scaling-up studies, design, piloting of innovative processes, products and services, validation, performance verification etc.) and market replication, encouraging the involvement of end users or potential clients in the process;

Ø Stage 3 concerns support measures aimed at helping SMEs move towards commercialising their innovative products and services through measures like networking, training, coaching and mentoring,

BehaviouralAdditionality

ParticipatoryEvaluation

ReplicationAnalysis

TheoryofChange


facilitating access to private capital or better interaction with key stakeholders. SMEs are not funded directly under phase 3 but only receive in-kind technical support.

The common traits of the above programs are that a financial incentive (usually of little amount) is provided for, and conditioned to, the realisation of a preliminary assessment of the feasibility of proposed projects / business ideas, and that no public funding occurs to support the commercialisation phase. Usually the greater share of grant allocations is distributed to Stage 2 applicants. In DESIGNSCAPES, due to lack of sufficient resources, we will focus our efforts on Stages 1 and 3, putting emphasis on financial, but also technical support to the emergent/upcoming Design based initiatives. Through an Open Call for proposals articulated in three distinct yearly rounds, we plan on distributing resources in the range of € 1.5 million to SMEs, NGOs and public sector organisations according to the “De Minimis” rule, by an approximate amount of € 30.000 per project, leading to the award of up to 50 initiatives across Europe. The attribution and disbursement of the lump sum financial grant will be conditional on the preparation, and realisation, of a concept development plan according to some predefined criteria and rules (better described in WP3), including: Ø Effective inclusion of User Co-Creation / Design Thinking and other similar features within product /

process / service / organisation / infrastructure / or marketing related innovations; Ø Demonstration of compliance with the four dimensions of the Evaluation Framework; Ø Capacity of showcasing the project integration within the urban dimension and documenting its impact,

replication and scaling up potentials. To all funded initiatives, additional services and accompanying measures will be provided, to increase their chances of future exploitation (not excluding the possibility of accessing other financial sources outside the scope of this project, to support the extended implementation phase). The logic behind this more technical intervention, to be supplied with the internal staff resources of the DESIGNSCAPES members, can be depicted by the following variant of Paul Hobcraft’s (2011) Extended Innovation Funnel:

Figure 3: DESIGNSCAPES Extended Innovation Funnel

Through the Open Call we expect to capture and evaluate ideas even before they ever shape themselves as actual projects. In so doing, we will leverage on the internal knowledge amongst consortium members and the external communication (through the official Call documents) of the strategic perspective and intent that accompanies this trial. After the first batch of concepts has been awarded (which will be followed by others, considering the yearly replication of the Open Call up to three distinct instances) and while the initiatives profile themselves in relation to their motivations, goals, capability and knowledge, we will cluster them thematically and by type of needs fulfilled, methods and tools adopted, stakeholder involved and roles/activities foreseen. This will help on the one hand, to narrow the focus on a smaller set of Design enabled innovations, and on the other hand to improve the capacity of identified clusters, reduced in numbers but more “crowded” of concurrent initiatives, to be communicated externally by means of the DESIGNSCAPES project resources. Thanks to communication, the funnel stops narrowing down (outside-in convergence process) and starts increasing in size (inside-out aggregation process) by extending the clusters to additional initiatives, both existing and past, which hold similar characteristics and promoting exchange of experiences, lessons learnt, and further development opportunities. The creation of connections through communication is another key aspect of our endeavour. This is meant to help speed and clarify the commercial or public/social value embedded in the proposed ideas and concepts, up to the definition of a set of capitalisation opportunities. In order to ensure this, a shared assessment is required of the quality and impact potential of Designed enabled innovations, covering aspects of strategy, capability,


cost vs benefit, business model innovation and even loop back for further research, before entering the stage gate to commercialisation. This inside-out process strengthens the results of the previous outside-in and justifies the technically supportive role of project partners in addition to the (by the way limited) incentive constituted by the financial grant. 1.1.5 Building capacity of Design enabled Innovation actors The philosophy of the DESIGNSCAPES project is therefore that those involved in Design enabled Innovation, should not only be aware of its challenges and opportunities, but also able to act upon them. Therefore, only the establishment of a Financial Support Instrument as required by the H2020 Call is not enough to ensure the uptake of research results, and a further upscaling and enhancement of Design enabled Innovation, already within the project’s timeframe. However, this implies that as a complement to the Extended Innovation Funnel, appropriate emphasis needs to be given to capacity building of all the members of the ‘extended’ DESIGNSCAPES community – from project partners to local innovation ‘champions’. Design enabled Innovation initiatives often heavily depend on ‘local facilitators’ – individuals that somehow see opportunities, start initiatives, know how to connect to e.g. policy makers, investors, venture capitalists, marketers, other entrepreneurs, technology initiatives, and know how to respond to certain triggers or events creating new opportunities, and continuously strive towards new business models, business ecosystems, partnerships, alliances etc. These local facilitators and innovators thus have an important role in the maturing of initiatives (from ideas to prototypes, from tested to validated solutions, to sustaining and scaling up to systemic change), and their stability and sustainability. Therefore, the DESIGNSCAPES project does not only aim at the enhancement and upscaling of Design enabled Innovation initiatives, but will also invest on the capacities, practices and strategies deployed by these local facilitators and innovators and better connect these to policy makers and researchers as well. Building capacities in this respect is not only understood as a personal belonging, but as a product of interaction and collective endeavour as well. Thus, capacity building among the DESIGNSCAPES partners and participants, will target three different levels of learning: the personal (new skills and knowledge), the network (ability to change ways in which to cooperate), and the organisational (new skills and knowledge to change organisations the participants work in). The DESIGNSCAPES project will build these capacities in three, interrelated ways: 1. By knowledge brokerage activities throughout the project Knowledge brokerage processes are most successful if they use co-creation processes in which researchers, innovators, policy makers and local stakeholders work on jointly explored needs, problems, opportunities and challenges. Therefore, in the DESIGNSCAPES project, the drivers and barriers for Design enabled Innovation are inventoried and actively debated between the involved researchers, policy makers and local stakeholders. Based on their common understanding of what the major opportunities and challenges in their cities, countries, policy levels and policy domains are, a joint action plan for the near future will be formulated, leading to the definition of a White Paper (WP4). This will ensure a better connection between research-based insights on Design enabled Innovations, and the insights of those involved in actual, tangible, local practices. Instruments that facilitate and enable such processes are for instance: group model building, visioning, design-oriented scenario development, role playing games, etc. Such knowledge brokerage activities generate a shared language and context that allows boundaries to be crossed in a positive way that opens opportunities for joint initiation, co-creation, development and implementation of the action plan. 2. By developing a Toolbox and Training Modules for Design enabled Innovation in Urban Environments In order to increase the uptake of research findings, to inform research on Design enabled Innovation with the capacities, strategies and practices deployed in actual urban initiatives, and to build the capacities of actors involved, DESIGNSCAPES will develop a Toolbox and Training Modules during the course of the project, that is adaptable to these different contexts and features of Design enabled Innovation. The mapping of tools, methods and techniques (TIM’s) from earlier and ongoing Design enabled Innovation research, and assessing the TIM’s with regard to their contribution to motivating, engaging, mobilising and activating Design enabled Innovation stakeholders, will engage researchers in the capacity and community building of DESIGNSCAPES. And by applying, validating and further developing the TIM’s in the DESIGNSCAPES Cities and within the Technical and Financial Support Instrument, Design enabled Innovation practitioners (i.e. policymakers, start-uppers, citizens etc.) will actively be involved in respective activities, which in turn is expected to create awareness and further enhance community building. Finally, training modules targeting practitioners, policymakers, and (future) «local» innovators and facilitators, will further enhance and upscale this capacity building mechanism.


3. By embedding reflections in four target communities (BG, EL, IT, PT) Following the concept of “capacities to aspire” (Appadurai, 2004), capacities grow step by step by concrete practices, experiments, and applications. Throughout the DESIGNSCAPES project, such practices are opened up, and room is made for experiments and applications; therefore it is expected that the capacities of those involved in the DESIGNSCAPES project and its community, will grow up in the course of the project. Embedded reflections are organised throughout the DESIGNSCAPES project – not conducted by a distant research but by a format that brings together innovators, policy makers and researchers into a continuous, collaborative and highly participative, process. Specific attention will be given to the capacity to deploy the potentials, hindrances and unintended effects of a specific policy, the capacity and creativity of urban social innovators to struggle through the different policy levels and domains, and their capacity to actually influence the development of policies. These embedded reflections create awareness among participants of what constitutes their capacities, which surrounding is needed for this capacity to grow and under what conditions such capacities can be transmitted to other contexts. Sex and or gender analysis The DESIGNSCAPES consortium members are well aware of the relevant gender and cultural biases and are familiar with gender analysis frameworks that address it. Our aim is to develop strategies, framework and tools for ‘everyone’, both by including women in the designing teams to enhance creativity and innovation and by including women in the consultation and co-creation process. Building community and capacity for Design enabled Innovation is not a topic that makes a distinction between genders. The work DESIGNSCAPES proposes is therefore not gender sensitive. However, in the composition and invitation of participants to the workshops and events, considerable attention will be given to creating a balanced group with both men and female present. In addition, and quite obviously, the Open Call described in WP3 also inhibits this diversity. As indicated in the Call documents, appropriate incentives will be foreseen for women participation in the Call, particularly from the Southern and Eastern European countries.


2. Impact 2.1 Expected impacts 2.1.1 Project approach and its capacity to meet the Call’s impact requirements The rationale behind the DESIGNSCAPES approach is that cities are regarded as motors of innovation, to be fostered and stimulated appropriately. In many cases innovation activities are concentrated in spatial niches and result from individual or small network initiatives (social niches) in various domains (mobility, health, ICT, etc.). They are the outcome of the spatial concentration of the empowerment of citizens, looking for new tailored solutions addressing daily challenges. From a policy perspective these initiatives, and Design enabled Innovations in general, are regarded as one of the mechanisms with an added value towards adaptive, qualitative and learning cities. However, more insight in the working of Design enabled Innovation as a means and an outcome is needed, taking into account its contextual features, specificity and multiplicity. This can only be done by learning at three levels (individual, network and organizational level), by connecting initiatives within and between cities, and by bringing practice, policy and research together. The project will start realizing its impacts by linking practice, policy and research through the four EU regional communities (from Bulgaria, Greece, Italy, and Portugal) where the corresponding DESIGNSCAPES partners (RAM, EGTC, ANCI, and AMAVE) have been operating for many years as associations of cities. A mix of knowledge brokerage and learning activities will be carried out (in WP5). These activities are combined with community building at three levels: (i) connecting local practices of Design enabled Innovation and their local networks to state-of-the-art knowledge and research on Design enabled Innovation; (ii) organising an international learning and exchange community; (iii) connecting policymakers on local, national and EU level to the ongoing Design enabled Innovation practices in European cities, and create awareness how policy measures at all levels of scale can contribute to these practices. Evidence-based policy-making will be strengthened by supporting learning processes of 'what works'/'what does not work' and under what conditions. This will contribute to more Design enabled Innovation initiatives from the ground, new possibilities for up-scaling of small Design enabled Innovation experiments, and new tools of policy making in the field, thereby accelerating Design enabled Innovation for growth. The table below describes how DESIGNSCAPES will respond to the Call’s expected impacts. The following subsection 2.1.2 will present the principal and outstanding features of the proposed project approach.

Table 2.1 DESIGNSCAPES’ response to H2020 expected impacts (elaborated in the following subsection) Expected impacts of the call DESIGNSCAPES’s response to the expectations 1 “Robust and commonly accepted guidance on

embedding design in value-creating networks and identification of barriers and enablers”

The theoretical knowledge, methods and tools developed in WP1, WP2 and WP5 will gradually evolve into mainstream elements of a single, value oriented, global ecosystem of Design enabled innovators in urban environments.

2 “Creation of data, data sets and metrics to evaluate impact regardless of sector”

WP2 will create the data sets, metrics, parameters, and indicators. These will be evolved during the project execution cycles, particularly in relation to the feedback from the WP3 Open Calls.

3 “The methodology developed and the analysis will contribute to incorporating diverse user perspectives into design policies and practices and for their further development and implementation.”

Exploring and analysing contextual drivers and barriers to Design enabled Innovation in WP1 and framing this research into the intellectual outputs of WP2 brings to a holistic conception of the City and innovation prone ecosystem, with all relevant actors and stakeholders in their respective roles and activities.

4 “The results, e.g. the impact evaluation methodology, should be applicable and give clear guidance particularly to SMEs and public administrations”

The Training for Trainers Modules and the availability of a wide range of Tools, Instruments and Methods in WP5 will create a shared understanding among innovation practitioners, and tailor made measures for supporting initiatives found on local city level.


5 “Development of new approaches and solutions which translate into new products, services and processes increasing public sector effectiveness and private sector competitiveness, and sustaining innovation capabilities and processes”

The fil rouge linking all funded (as well as closely monitored and followed up) grassroots initiatives under the Open Calls in WP3 will exactly be aimed at enhancing the possibilities for up-scaling of small experiments, and the implementation of evidence based recommendations of policy making in the field, thereby accelerating Design enabled Innovation for growth at widest EU level.

6 “Producing assessment and simulation tools to verify results in the increase of efficiency and/or effectiveness through the use of design”.

The holistic evaluation framework of WP2 coupled with the early results of the Open Calls will allow early stage assessment and benchmarking of local initiatives against emerging and existing needs, as exemplified by the Extended Innovation Funnel. Along with accessibility and user-experience, attention paid to the usability of DESIGNSCAPES. The User-Centred Design approach will guarantee the efficiency of DESIGNSCAPES as an environment enabling the development of creative design tools, products, applications and services.

7 “Mainstreaming design, making it an integral part of value creation and a self-sustaining element of innovation processes”

DESIGNSCAPES builds a Design enabled Innovations Catalogue by gathering insights and evidence from WP1 and WP3. The Catalogue and Training Modules create a shared understanding among stakeholders, and tailor made approaches to Design enabled innovation at city level.

8 “Integration of design and user-driven innovation into innovation policies and support mechanisms, including funding programmes”

DESIGNSCAPES builds a set of policy recommendations (in WP4), framed within the Supportive Governance Approach that is one of the key features of this project’s value proposition.

2.1.2 Key Performance Indicators and Impact Transmission Mechanisms associated to individual project

objectives and expected results The table below associates a set of KPI’s to the project’s (sub)objectives and key expected results as stated in Section 1.1 above. For more details, the reader is referred to the WP descriptions in Section 3. The reason why this table is presented here is to outline the expected impact dynamics activated by the achievement of each project goal (mentioned in the last column, “Impact Transmission Mechanisms”. This serves to document the way(s) we expect DESIGNSCAPES will generate European impacts already during, and not only after, the development of EU funded activities.

Table 2.2 DESIGNSCAPES objectives, KPI’s and transmission mechanisms

DESIGNSCAPES (sub)objectives as per Section 1.1 of this proposal

WP (s) involved

Associated KPI’s Impact Transmission Mechanisms

…A City Snap Shot that will assist us in identifying needs, opportunities and challenges for Design enabled Innovations across Europe, taking into account the contextual differences as (positive or negative) urban externalities… … This effort will result in defining the ontology of a Catalogue of Urban Design enabled Innovations across Europe and overseas …

WP1 Ø 12 Target Cities Ø 10 Target Countries Ø 4 Target Local

Communities

1) Knowledge Aggregation and Consolidation within the Project Partnership

2) Growing visibility of the Innovation Generation Capacity concept in the academic, policy and practitioner’s work

3) Local impact of the Embedded Reflections in the four Target Communities

… An original DESIGNSCAPES Framework for the impact, feasibility and scalability assessment of existing and upcoming Design enabled Innovation initiatives across Europe, based on four building blocks… … The evaluation tools will also include a ‘dashboard’ which visualises and measures

WP2 Ø 1 Holistic Framework

Ø 1 Set of Tools

1) Shaping of the proposals to be received under the Open Call according to the Holistic Framework here defined

2) Data gathering, evaluation metrics, communication and dissemination activities of the WP’s performance and early results


the replicability of individual projects and innovations…

3) Positive fallout on training of trainers and policy advice

… A Technical and Financial Support Instrument to procure the emergence of successful Design enabled innovations across Europe... … This will be preceded by a number of physical and virtual networking and dissemination events, which are preparatory to an Open Call for proposals … … Awarded projects will be supported … and monitored during their execution through DESIGNSCAPES resources …

WP3 Ø 3 consecutive rounds of the Open Call for Design enabled Innovations

Ø At least 30 local workshops and seminars to present the contents of the Call to a wider local audience

Ø 3 major updates of the Catalogue of Design enabled Innovations with at least 120 initiatives

1) Combination of financial and technical support and monitoring of beneficiaries according to the Extended Innovation Funnel described in Section 2

2) Catalogue’s ontology and content spreading out and streamlining the project concepts at EU level

3) Benefits from the financial distribution of €1.5 million to Call’s beneficiaries

4) Lessons learnt of immediate benefit to policies

… Policy Recommendations on how to support Design enabled Innovations on local, regional, national and EU level and across various policy domains, taking into account the urban dimension as generative of positive externalities ...

WP4

Ø 2 Policy Forums Ø 2 Policy oriented

Publications Ø 1 White paper

1) Integration with the project’s

communication and dissemination functions ensuring maximum outreach both locally and globally at practitioner/researcher level

… Specific Tools, Instruments and Methods (TIM’s) to enhance Design enabled Innovation in cities…

WP5 Ø A reasoned collection of at least 30 Tools, Instruments and Methods (TIM’s)

1) Uptake of project TIM’s in local policies and initiatives

2) EU wide visibility in the academic, policy as well as scientific communities

… Training Modules to deliver the knowledge and skills for applying and upscaling Design enabled Innovation in cities for various targeted stakeholder groups ….

WP5 Ø No fewer than 7 Training Modules

Ø Up to 10 virtual Train-the-trainer sessions (at least one per country, in the respective native languages)

Ø Up to 50 local facilitators and/or beneficiaries of the Open Call trained

3) Hands on approach to empower prospective end users and local innovators, with positive fallout on the quality and quantity of financed (as well as non financed, due to lack of sufficient funds) initiatives presented for evaluation under the Open Call

… An accessible and visually attractive Guide to Design enabled Innovation in Cities Across Europe … … A final Conference … … Transformation of the DESIGNSCAPES website into a virtual centre of operations for the Technical and Financial Support Instrument …

WP6 Ø Global target audience including no fewer than 900 registered public and private decision-makers, social innovators and design thinking facilitators (about 90 per country)

1) Value of publications lying with their orientation to concrete problem solving (best practice showcases, practical tips, etc.)

2) Final Conference used as a showcase for financed solutions and a matchmaking opportunity with other local and EU stakeholders bearing similar needs

2.1.3 Barriers, obstacles, threats or framework conditions that can hamper the impacts The main challenge of the DESIGNSCAPES project is to establish a community of researchers, urban social innovators and their end users/stakeholders and policymakers, to overcome disconnections between Design enabled Innovation research and Design enabled Innovation practices on local, national and EU level. During the Local Workshops and Conferences in (WP1, WP3 and WP6) and the Technical and Financial Support Instrument events


(WP3), brokerage events, information and awareness activities, events to identify priorities for collaboration and research gaps and needs, take place. This will contribute to the support of grassroots experiments, the building of a (local and European) network of local facilitators, disseminate the findings and results of the DESIGNSCAPES project to a large, local, European and international audience and constantly will activate new networks and communities as well. An important barrier to Design enabled Innovation in Urban Environments is the difference between structure, processes, capabilities and attitude between Design enabled Innovation initiatives (also referred to as ‘niches’) and policymakers, large organizations, also referred to as the ‘regime’. Research on societal change shows, by and large, that Design enabled Innovations are network oriented with simple procedures and adaptive capacities, where regimes are vertically and domain specific organised with often complex procedures and routines that hamper their adaptive capabilities to new and rapidly changing circumstances. We deal with this barrier through a numerous activities during the project: information exchange, applying the information, improving use in decision making and changing the contexts to enable (social) innovation. These activities address three levels of learning: (i) individual level: personal knowledge, skills; (ii) network level: new ways of cooperation, communication; (iii) organizational level: new modes of working, procedures and way of working – and will foster the capacities of all stakeholders involved. Another potential barrier may relate to the poor availability (from the state of the art, or at some partners’ level) of the required TIM’s – Tools, Instruments and Methods – to be utilised in the context of the project activities. The following box exhibits an excerpt of the most significant examples falling within the DESIGNSCAPES academic partners’ expertise.

Box 1 - Tools, instruments and methods for co-design and participation (example)

1. Service blueprints, used to represent services’ front and back office along a time sequence (Morelli and Tollestrup 2007)

2. Service Journeys, used to represent a service experience over a sequence of event. It is usually a good tool to reach consensus among the stakeholders in the system, because it explains the service from the user’s point of view (Stickdorn and Schneider 2011)

3. Motivation matrix: explains the motivation for each stakeholder in a system to collaborate with the other stakeholders (Morelli and Tollestrup 2007)

4. Service Architecture: it is a graphical representation, can be related to a time sequence – Diacronic- or a complete view of the stakeholders relations (Synchronic)

5. Value Constellations: graphic representation of the value proposition in a service/product and the stakeholders that are contributing to the value creation process Source (Patrício, Fisk et al. 2011)

6. Prototyping: early and quick representation of a solution that can be used to figure out and discuss it among the participants in a workshop or the testers of the prototype (Blomkvist, Segelström et al. 2011)

7. Lego Serious Play: using lego blocks to create shared representation of a project (http://www.seriousplay.com/) 8. Design games: Involving the participants in a workshop into a game that is used to define the needs or a

problem http://www.boxesandarrows.com/view/using-design-games 9. Touchpoint matrix: a matrix that define different touchpoint available in a solution, in which the users can

define different journeys across different touchpoints (Polaine and Løvlie 2013) 10. Use cases: definition of the details of a solution (or its components), through an accurate sequence of event and

the description of the actors involved, the tools used, technology required, etc. It is used to elicit the requirements for a solution (Morelli 2002, Morelli and Tollestrup 2007)

References to the above Box Blomkvist, J., F. Segelström and H. Stefan (2011). Investigating Prototyping Practices of Service Designers from a Service Logic Perspective. Nordic Academy of Management conference. Stockholm, NFF. Morelli, N. (2002). "Designing Product/Service Systems: A methodological exploration." Design Issues 18(3): 3-17. Morelli, N. and C. Tollestrup (2007). New Representation Techniques for Designing in a Systemic Perspective. Nordes 07. Stockholm. Patrício, L., R. P. Fisk, J. Falcão e Cunha and L. Constantine (2011). "Multilevel Service Design: From Customer Value Constellation to Service Experience Blueprinting." Journal of Service Research 14(2): 180-200. Polaine, A. and L. Løvlie (2013). Service Design: From Insight to Implementation. Brooklyn, New York, Rosenfeld Media. Stickdorn, M. and J. Schneider, Eds. (2011). This is Service Design Thinking. Amsterdam, BIS. 2.2 Measures to maximize impact Target groups in the Technical and Financial Support Instrument The numbers in Table 2.4 and Table 2.5 indicates the following groups of the DESIGNSCAPES community:

1. DESIGNSCAPES Consortium partners


2. Urban Social Innovators identified in other cities and initiatives 3. Urban stakeholders involved in the DESIGNSCAPES pilots 4. Local policy makers involved in the DESIGNSCAPES pilots 5. National policymakers on domains relevant for Urban Design enabled Innovation 6. The European Commission 7. International organizations and networks (incl. NGO’s) 8. Knowledge and research oriented institutes in the field of (urban) Design enabled Innovation

2.2.1 Dissemination and exploitation of project results The dissemination and exploitation of results is key for helping DESIGNSCAPES to generate maximum and far-reaching impact. At the start of the project, DESIGNSCAPES will create and implement a coherent dissemination and exploitation strategy to ensure that the project outcomes and benefits are communicated to all consortium partners, defined target groups and other interested actors, through a variety of traditional and innovative communication channels and dissemination media. The project results will be presented in the relevant design conferences and published in international journals with peer review, being member of the list of journals in the web of science and with high impact factor in the topic of this call. DESIGNSCAPES proposes a phased communication and dissemination strategy: Phase I: Awareness Raising; Phase II: Stakeholders Engagement & clusters activities support; Phase III: Promotion & Wide Dissemination of Findings and Results combining traditional (i.e. workshops, conferences, publications, leaflets, roll-up banner, Media Partnerships with main conferences and events) and innovative (i.e. online videos, Youtube, social media, Storify and blogging platforms) methods around a continuously updated ‘Dissemination kit’ (project logo, presentation, brochure and PR kit (press releases, DESIGNSCAPES in the news and banner) that will aim at creating awareness and engagement, providing understanding and driving action. Project events The events organised throughout the DESIGNSCAPES project, all aim at disseminating and exchanging knowledge and experiences between researchers, policy makers and practitioners of Urban Design enabled Innovation. These events are clustered around three types of target groups: local stakeholders (including policy makers, urban social innovators, local facilitators, citizens, other urban stakeholders) in seven DESIGNSCAPES Labs, wider audiences of social innovators from other cities in the Technical and Financial Support Instrument, and towards specifically policy makers on all levels of government. All project events are highly participatory, aim at building a shared understanding of the challenges and opportunities of Urban Design enabled Innovation for cities across Europe, Tools from the Toolbox and Training Modules are tested in both the DESIGNSCAPES Labs and Technical and Financial Support Instrument events. The Policy Forums aim at creating a shared vision on effective measures and strategies to increase the better uptake of research, and further enhancement and upscaling of Urban Design enabled Innovation. Community and capacity building Building community and capacity are the backbones of the DESIGNSCAPES project. Next to the project events of WP2, WP3, WP4 and WP6, community building is supported through strategically planned communication activities, aimed at expanding networks and reaching a wide and growing audience, in which the participants of the project and its evens are continuously triggered to contribute to the projects communication activities. Community is also build by teaming up and sharing experience with other projects, networks, etc. Capacity building is supported by brokerage events as part of the Technical and Financial Support Instrument events (WP3), the development of a Toolbox and Training Modules for Urban Design enabled Innovation, composed of the results from previous Design enabled Innovation research and experiences with capacity and community building brought in by the project partners, and embedded reflections on the learning processes through participant and self-observation, which will increase the awareness among the participants and project partners on capacities that are built during the DESIGNSCAPES projects’ duration. Synergies with other projects/initiatives/networks The Technical and Financial Support Instrument specifically aims at involving other projects, initiatives and networks. Synergy is found through (i) the involvement of DESIGNSCAPES consortium partners in various networks (Interreg MED – UVEG and EGTC, H2020 - TUD, AAU, POLIMI and SURREY; Interreg Europe –


ANCI and RAM, EISCO – AMAVE, etc.); (ii) other projects in the field of (urban) Design enabled Innovation in which the DESIGNSCAPES consortium members (have) participate(d) in recent times (PORTI & UCAT – ANCI, Sostenuto & CreativeMED - UVEG, Life 2.0 and MyNeighbourhood My City – AAU and POLIMI, Open4Citizens – AAU, TUD and POLIMI), Periphèria (POLIMI); (iii) networks represented by members of the DESIGNSCAPES External Advisory Board (Major Cities of Europe, Global Forum, World Bank); (iv) networks that will invited: UN- Habitat, EUROCITIES, METREX, CERM, ICLEI, JPI Urban Europe, AESOP, the Architectural Association etc.; (iv) the local networks involved in the various project communities. Overview of dissemination activities and tools in DESIGNSCAPES All the activities and dissemination tools are listed in the table below. The timing of all the activities will be carefully planned at the beginning of the project.

Table 2.3 Dissemination activities and target groups of DESIGNSCAPES Dissemination activities related to the objectives of DESIGNSCAPES

Dissemination Tool Target audience *

Measurement of success of dissemination activity

Project events Ø Building local

communities of Design enabled Innovation stakeholders

Ø DESIGNSCAPES Local Workshops (WP3 and WP4)

1, 2, 3, 4 Ø Number of participants

Ø Dissemination of results DESIGNSCAPES Labs to wider local and national networks

Ø DESIGNSCAPES Local Seminars (WP3)

Ø Road Maps for local Urban Design enabled Innovation (WP4)

1, 2, 3, 4, 5

Ø Number of participants Ø Number of participants in

online discussions Ø Number of posts and

articles in local media Ø Number of requests for

outcomes (roadmaps)

Ø Learning and exchange among DESIGNSCAPES Labs

Ø DESIGNSCAPES Local Meetings (WP3 and WP4)

1, selection of 2, 3, 4

Ø Number of participants Ø Number of requests for

information

Ø Building the Technical and Financial Support Instrument

Ø Disseminating and validating outcomes in the Technical and Financial Support Instrument

Ø Technical and Financial Support Instrument related events (WP3)

1, 2, 5, 6, 8

Ø Number of participants in events

Ø Number of participants in online discussions

Ø Number of requests for information

Ø Involving EU and national policy makers in the Technical and Financial Support Instrument

Ø DESIGNSCAPES Policy Forums (2) (WP4)

Ø White Paper on Design enabled Innovation (WP4)

1, 4, 5, 6 Ø Number of participants Ø Number of downloads Ø Number of requests for

information

Ø Disseminating final outcomes of the project

Ø Final Conference (WP6) Ø Guide to Design

enabled Innovation in Cities Across Europe (WP6)

1, 2, 3, 4, 5, 6, 7, 8

Ø Number of participants Ø Number of downloads Ø Number of requests for

information

Community building

Ø Overall communication activities (WP6)

Ø See Table 2.5 1, 2, 3, 4, 5, 6, 7, 8

Ø See Table 2.5

Ø Targeted communication activities

Ø See Table 2.5 1, 2, 3, 4, 5, 6, 7, 8

Ø See Table 2.5

Capacity building


Ø Disseminating existing and emerging knowledge on capacities for Urban Design enabled Innovation to the Technical and Financial Support Instrument and beyond, validate in and replicate to other contexts

Ø Brokerage (WP2, WP3) Ø Toolbox Ø Training Modules

(including a self-training guide)

Ø Train-the-trainer sessions Ø Hand-outs Ø Scientific publication on

embedded reflections

1, 2, 3, 4, 5, 6, 7, 8

Ø Number of requests for training materials

Ø Number of requests for training sessions

Ø Number of downloads Ø Number of citations

Exploiting synergies with other projects/initiatives/networks Ø Teaming up and sharing

experience with other projects, networks, etc.

Ø Invite other projects and networks to the DESIGNSCAPES events

Ø Participate in events organised by other projects

Ø Link building and communication through other channels…

Ø Advisory Board Ø Joint publications

1, 6, 8 Ø Number of events in which DESIGNSCAPES partners participated

Ø Number of representatives from other projects and networks participating to DESIGNSCAPES events

Ø Number of joint publications

2.2.2 Communication activities Based on the key objectives of DESIGNSCAPES Dissemination and Exploitation Strategies, DESIGNSCAPES will develop a set of tools and techniques that will be used to carry out diverse and novel activities and create compelling events and workshops that live-up to the scope of the project and the challenging environment it tackles. When designing the dissemination material, the consortium will use the latest marketing and communication trends appropriate to the different target groups and dissemination channels, according to the 3 phases of the project. Dissemination and Communication tools will include a balanced mix of traditional (workshops, conferences, publications, leaflets, roll-up banner, Media Partnerships) and innovative (online videos, Youtube, social media, Storify, blogging platforms, banners, AdWords, pilots’ portals) methods around a continuously updated ‘Dissemination kit’ (project logo, presentation, brochure and PR kit (press releases, DESIGNSCAPES in the news and banner) to secure the most effective outreach. The project’s communication tools will be composed of a mix of media communication and coverage, social media, video reporting and more traditional material such as a logo, presentation and brochure. The dissemination and communication material and tools, will be used in a variety of dissemination and exploitation activities that will aim to create awareness and engagement, provide understanding and drive action. Prior to the start of the project, DESIGNSCAPES will create a comprehensive Communications Plan that details a sophisticated blend of on and offline communication tactics and messages by target audience and in accordance with the project’s in accordance with 3 key phases. Worldcrunch, leading the dissemination and communication of this action will leverage its large global and European network of media partners to provide a multiplying effect to the different activities of the project that are going to be promoted. Actors involved in the extensive past experience of the consortium (see section 3.3) will be included in these mailing lists creating a broad base. The activities in the DESIGNSCAPES Labs, the Technical and Financial Support Instrument and the Policy Forums will extend this mailing list that is kept up-to-date during the project. The communication strategies of WP1, WP3 and WP4 continuously aim at expanding these networks and sending out content to a broad variety of communication and dissemination channels, among importantly the member-based online platform Citiesintransition.eu.What is unique about the DESIGNSCAPES communication and dissemination strategy is the diversification of strategies chosen in relation to target groups, based on Everett Rogers’ innovation diffusion approach that distinguishes between several levels of active stakeholders (early adopters) and passive readers (late majority). To achieve this main objective of community building, active and profound communication and dissemination is of great importance to the DESIGNSCAPES project. Therefore, in WP1, WP3 and WP4, a specific communication and network building strategy is included, strategically planned and monitored during the project. Specific target groups are addressed by the WPs: WP1 local urban stakeholders in 10 participant EU countries; WP3 the European Technical and Financial Support Instrument which is also internationally connected; WP4 a network of policy makers on local, national and EU-level.


Envisaging to disseminate the project’s findings and outcomes to an as large audience as possible, each partner in the project is activated to produce content for the project website and newsletter, and for other relevant Design enabled Innovation media channels and platforms in its own country and/or city (after they have received a training for this). A variety of report methods will be used and encourage: written reports, blogs, maps, videos, pictures etc. This targeted communication strategy will take into account the cultural differences that exists between localities (cities, countries), actor groups and policy domains. With these targeted communication activities, together with the overall communication and dissemination of the project, a constant stream of communication will be generated. This will promote the DESIGNSCAPES project, the networks affiliated to the project and the networks built and expanded during the project. The opportunities for upscaling and enhancement of Design enabled Innovations through innovative business models or public-private-people partnerships will continuously be discussed in the DESIGNSCAPES Labs and Technical and Financial Support Instrument by means of knowledge brokerage, policy learning and capacity building sessions. A profound Toolbox and set of Training Modules for Design enabled Innovation will be one of the major outcomes of the DESIGNSCAPES project. One of these Training Modules will for instance focus on public-private-people partnerships and innovative business models for upscaling of urban Design enabled Innovations. Expansion to the international field is fostered through the active involvement of various international networks on Urban Design enabled Innovation, such as those (to be invited) in the Technical and Financial Support Instrument events and the External Advisory Board. In particular the Community will be a “hub of networks”, taking account of existing networks and platforms in the field, and build upon and expand/multiply current coordination actions within active communities of practices and their related stakeholders. The DESIGNSCAPES consortium will be and build a “hub of networks” in different ways, which will all add up in an ever expanding DESIGNSCAPES dissemination and participants list. Firstly, the consortium consists of partners who all have been, and still are engaged in various international projects around the topic of Design enabled Innovation in cities, and thus bring in a wide set of acquaintances among researchers, practitioners and policy makers in the field. Further, representatives from other (international, European, national) networks and projects related to the Urban, Culture and Design domains will be invited to the Technical and Financial Support Instrument related events (EUKN, ICLEI, UNESCO, UN-HABITAT, PPS, EUROCITIES, CERM, Benisi, Social Innovation Europe, New Europe – Cities in Transition, SozialMarie etc.). Project website On the DESIGNSCAPES website, regular information about the project is to be found: tools, training, progress, newsfeeds about the activities, events calendar, partner profiles etc. The main objective of the website is to inform stakeholders and policy makers in search of in-depth knowledge, background of the project, scientific papers, policy recommendations, and so forth. DESIGNSCAPES-newsletters, project leaflets, policy briefs, hand outs An electronic newsletter will be produced every 6 months, containing information on project activities and other relevant news. The newsletters will be distributed to the DESIGNSCAPES mailing list and registered website users and others who have indicated an interest in the project. The first newsletter will give the introduction on the project. The main objective of these newsletters is to inform stakeholders and policy makers about the DESIGNSCAPES project. Additionally, project leaflets, policy brief and hand-outs are developed for specific target groups or emphasizing tangible outcomes of the DESIGNSCAPES project. Platform Cities in Transition and other communication and dissemination channels The online member-based platform Citiesintransition.eu, a rapidly growing forum for and about urban Design enabled Innovation and grassroots experiments across Europe will function as a main communication and dissemination channel for DESIGNSCAPES, which is complementary to the DESIGNSCAPES project website, as Citiesintransition.eu already offers an interactive environment that is supportive in building a community for Urban Design enabled Innovation. Platforms and communication channels identified in WP2, WP3 and WP4 will complement the WC communication and dissemination channels. Guide to Design enabled Innovation in Cities Across Europe (publication of end results) A visually attractive and accessible publication is made of the main outcomes of the DESIGNSCAPES project: a selection of maps from the Catalogue (WP1), best practices and lessons learnt in the DESIGNSCAPES Labs, reflections from the Technical and Financial Support Instrument, a summary of the White Paper on Urban Design enabled Innovation, and elements of the Toolbox and Training Modules (including a self-training guide).


Table 2.4 Communication activities and target audiences of DESIGNSCAPES Communication activities related to the objectives of DESIGNSCAPES

Communication Tools Target audience*

Measurement of success of communication activities

Project website, newsletters and leaflets etc. Ø Progression of project

progress and results Ø Information about

upcoming events

Ø Logo Ø Website Ø Newsletters Ø Press releases Ø Social networks

1, 2, 3, 4, 5, 6, 7, 8

Ø Monitoring number of visitors to website

Ø Counting downloads Ø Number of reactions Ø Requests for information

Ø Provide brief summary, overview of the aims, and results of the project

Ø Flyer and banner Ø Project leaflets, policy

briefs and hand-outs

1, 2, 3, 4, 5, 6, 7, 8

Ø No. of flyers (etc.) distributed

Ø Counting downloads Ø Number of reactions Ø Requests for information

Communication of the Technical and Financial Support Instrument Ø Disseminate the results to the

scientific community Ø One scientific article

in peer reviewed open access journal

1, 8 Ø Number of citations

Ø Disseminate the results to Design enabled Innovation communities (local and international)

Ø Posts on (locally and internationally oriented) websites and social media

Ø Articles in professional, national, regional and local journals

1, 2, 3, 4, 5, 7

Ø Number of posts published Ø Number of articles published

Ø Disseminate the results to policymakers

Ø Road map for each DESIGNSCAPES Lab

Ø White Paper on Design enabled Innovation

Ø Policy briefs

1, 4, 5, 6 Ø Number of policy brief distributed

Ø Number of requests

Ø Disseminate the results to the overall DESIGNSCAPES community and wider audience

Ø Guide to Design enabled Innovation in Cities Across Europe (publication of end results)

1, 2, 3, 4, 5, 6, 7, 8,

Ø Number of Guides distributed Ø Number of downloads and/or

requests

Knowledge management and protection All the scientific and operational products delivered by the project will be Open Source and/or Public Domain under the Creative Commons Intellectual Property Rights (IPR) protection rule. European copyright law will potentially be relevant to the documents, blogs etc. produces and database rights will potentially be relevant to the datasets. If successful in obtaining funding, we will commit to reviewing our outcomes and assessing the best way forward, regarding exploitation and/or dissemination in the Grant Agreement with the EC. Also the participants in the Open Call will be stimulated to publishing outcomes and datasets at the earliest opportunity, so that others can potentially use them and usefully exploit them. This does not prevent, anyway, that a specific IPR regime will be designed for the individual initiatives funded in their conception phase only. Open access A central aim of this consortium is to provide benefit to the European community. Some of the project partners may be either using Open Source code in their deliverables or contributing their deliverables and or papers to the Open Source communities. A point of particular interest will be the provision of open access to scientific publications, in order to enlarge the target audience. The project partners will endeavour to select those publishers and scientific journals that can assure such open access without restriction. Where it comes to publishing or making available of research data, whenever possible and not contrary to the legitimate academic or commercial interests of the partner(s) involved, such data will also be provided in open access.


3. Implementation 3.1 Work plan – Work packages, deliverables and milestones DESIGNSCAPES will be implemented following a structure of 7 distinct and interlinked Work Packages (WPs). The following figure describes the major knowledge intensive activities foreseen in the 4-year work plan.

WP 1 (City Snap Shot) aggregates existing knowledge to provide the DESIGNSCAPES consortium and extended community with a shared understanding of the concept of Design enabled Innovation in Cities. The Snap Shot profile is applied and validated in the 10 countries and 12 cities represented in the consortium, forming an initial database of current and past initiatives and developing insights on ‘what works’ and ‘what does not work’. This common understanding of the challenges and opportunities of Design enabled Innovation in Cities gives direction and focus to the activities in the three (mostly) parallel in time WP 2 (DESIGNSCAPES Framework), WP 3 (Technical and Financial Support Instrument) and WP 4 (Policies for Urban Design enabled Innovation). Particularly WP2 delivers the evaluation framework at the service of pilot experimentation and with the ultimate purpose of policy learning at local, regional, national and EU levels. WP3 is in charge of running and managing three consecutive rounds of the Open Call for Design enabled innovation proposals and is the architrave of the entire project as per the H2020 call provisions.

Figure 4: DESIGNSCAPES Informal Breakdown in Work Packages

WP4 is informed by the interim outcomes of WP2 and WP3 interplay. Through a series of Policy Forums, a White Paper for Urban Design enabled Innovation is developed, in collaboration with the DESIGNSCAPES consortium members, the DESIGNSCAPES External Advisory Board, the beneficiaries of the Technical and Financial Support Instrument, and invited policy makers from different thematic domains and countries. WP 5 (Capacities to Enhance Design enabled Innovation) takes stock of the project’s pre-existing and new knowledge to deliver a Toolbox and Training Modules for local facilitators of Design based innovation, built upon an inventory of existing tools, instruments and methods existing at partner level and in the state of the art. The concrete results of the DESIGNSCAPES project are disseminated and communicated in WP 6 (Communication and Dissemination). This WP spans across the whole project’s lifetime, and aims at creating a continuous and consistent stream of communication, awareness and dissemination activities targeting the different individuals and stakeholder communities across Europe and beyond. Finally, WP7 Project management and Exploitation planning aims at managing and coordinating the project in such a way that efficient collaboration and communication among partners and with actors outside the consortium is achieved, project objectives are fulfilled, high quality standards are met within time frame and budget and the expected impact is achieved. It also deals with the planning and execution of preparatory actions to ensure the post-project capitalisation, reuse and where possible commercialisation of achieved results.


Figure 5: DESIGNSCAPES Gantt Chart and WP-level Pert Diagram


Table 3.1 a: Work package description

Work package number 1 Start Date M1 Work package title City Snap Shot Participant number

1

2

3

4

5

6

7

8

9

10 11

12

Short name of participant

AN

CI

TAV

I TU

D

AA

U

POLI

MI

RA

M

UV

EG

WC

A

MA

VE

SUR

REY

EG

TC

BW

CO

N

Person/months per participant:

3

3

4

12

12

3

3

6

1

6

5

Objectives The objective of this work package is to create insights in the drivers, barriers, opportunities and main challenges for the enhancement and upscaling of Design enabled Innovation in European cities. This WP lays the foundations in respect of (1) an overview of the current state of play based on a literature review and the scan of available data and information sources to be fed into the DESIGNSCAPES mailing list, and (2) insights in the framework conditions for Design enabled Innovation to materialize within cities. Specific objectives and goals of this WP are to: - Create a shared understanding of the concept of City’s Innovation Generation Capacity which can feed into the Technical and Financial Support Instrument, and form a (theoretical and practice-based) foundation for all other activities performed during the project. - Map existing networks and databases on Design enabled Innovation in order to establish a mailing list of actors and stakeholders to be invited to the Technical and Financial Support Instrument, and that can grow in number and size during the DESIGNSCAPES project and beyond. - Develop a City Snap Shot profile, including barriers and enablers for Design enabled Innovation Generation, Generalisability, Scalability and Sustainability. - Initialise (the ontology of) a Catalogue of Design enabled Innovations in the selected cities that maps those Design enabled Innovation practices which can help to create an urban culture of innovation, and explores the interplay between single Design enabled Innovation initiatives and the dynamics and sustainability of the city as a whole. Description of work Task 1.1: Conceptualization of City’s Innovation Generation Capacity The concept of Innovation Generation in urban environments will be explored and framed within existing literature on Smart Cities, having in mind the concept of “import replacement” (Jacobs, 1969) and existing practice-oriented networks active in Design enabled Innovation across Europe and beyond (see Task 1.2). Outcomes of the task will be a shared understanding of the concept of Innovation Generation Capacity and a common view on its main theoretical opportunities and challenges. This will enable a comparison between the theoretical understanding of urban Design enabled Innovation and the related field of practices, and specify the framework for the Design enabled Innovation Catalogue (see Task 1.3). Task leader is POLIMI, supported by AAU, TUD, UVEG and SURREY. [M1-6] Task 1.2: Setting up a mailing list of Design related Stakeholders Many international and national practice-oriented networks, clusters and research-related initiatives have recently been built or emerged in the domain of Design enabled Innovation across Europe (f.i. DESIS, Fuori Salone Milano, SEiSMiC, SI-Drive, Social Innovation Europe, Benisi, SozialMarie, New Europe, Project for Public Spaces etc.). These will be scanned for the inclusion of respective actors and stakeholders in the DESIGNSCAPES mailing list, which will be published on the project website, and used for the invitations to participate in the Technical and Financial Support Instrument of WP3. Task leader is ANCI, supported by all project partners. [M1-6]. Task 1.3: Developing a City Snap Shot profile and a Catalogue of Design enabled Innovations In this task, first a City Snap Shot profile is developed, which forms the theoretical framework for data collection, transformation and analysis and lays the foundation of a Design enabled Innovations Catalogue that


collects and describes the major initiatives taking place in the 10 DESIGNSCAPES countries (BG, DE, DK, EL, ES, FR, IT, NL, PT, UK). In each country, access to information on initiatives will be guaranteed by the corresponding partners, who are either members of national or international networks, or associations of cities/businesses, or in any other way have access to this kind of information. The cities where a consortium member is based, will be analysed in more depth to scope and identify candidates for the Technical and Financial Support Instrument (WP3). The Catalogue (supported by an ad-hoc ontology) consists of two parts:

1. The first part explores the interplay between Design enabled Innovation initiatives and the dynamics and sustainability of the city as a whole. Urban context maps will describe 12 DESIGNSCAPES cities (Rotterdam, Athens, Copenhagen, Florence, Freiburg, Lisbon, London, Milano, Paris, Sofia, Stuttgart and Valencia – this list may be slightly changed/modified before project’s start) by looking into: the policies and socio-economic processes enabling or hindering Design enabled Innovation initiatives, the major (social, economic, spatial) challenges and recent initiatives, including social policies and services, innovation infrastructures, urban strategies and plans, governance frameworks and main norms and regulations. Also in each city, an inventory is made of existing Design enabled Innovation initiatives.

2. The second part of the catalogue maps the individual Design enabled Innovation initiatives of urban actors. A framework for analysis is collaboratively decided upon by the partners, based on existing research and practice on Design enabled Innovation, including: concepts like Design enabled Innovation maturity and scalability, forms of innovation dynamics, governance innovation, responses to social needs, space driven specificities, enablers and constraints encountered, practices and strategies, capacities, economic models, funding mechanisms and business models. When scoping and combining the mapping of the initiatives with the context maps, it will be highlighted how the initiatives are networked to each other and to the city as a whole.

Task leader is POLIMI, in charge of the City Snap Shot profile, supported by AAU and ANCI. POLIMI also brings together the input received from the partners mapping their cities and initiatives. The methodology for the context maps and the Catalogue is prepared and used by the respective partners who will be responsible for mapping ‘their’ cities and initiatives (TUD for Rotterdam, EGTC for Athens, AAU for Copenhagen, ANCI for Florence, BWCON for Freiburg, AMAVE for Lisbon, SURREY for London, POLIMI for Milano, WC for Paris, RAM for Sofia, BWCON for Stuttgart and UVEG for Valencia). POLIMI brings together the results of the mapping into one catalogue. [M1-12] Task 1.4: Synthesis of the opportunities and challenges of Design enabled Innovation in Cities Based on the outputs of Tasks 1.1 and 1.2, a synthesis is made of the main drives and barriers to the upscaling and enhancement of Design enabled Innovation processes and dynamics in urban environments in general, and the specific challenges and opportunities in the cities/regions represented by the project partners. The aim of this synthesis is to create insight in how Design enabled Innovation contributes to long lasting sustainable urban quality, and new economic, social and physical values, and what are the most Design enabled Innovation friendly urban ecosystems in Europe. Moreover, a shared understanding of the major challenges and opportunities of Urban Design enabled Innovation is developed, and the conditions necessary for its upscaling and enhancement. Task leader is POLIMI. [M13-18] Deliverables D1.1 E-publication: “Cities as Generators of Design enabled Innovation: Connecting Theory and Practice” [M6] D1.2 Database of Design related Stakeholders across Europe [M6] D1.3 City Snap Shot Profiles and Ontology of the Innovation Catalogue [M12] D1.4 E-publication: “Design enabled Innovation in Urban Environments: Challenges and Opportunities for European Cities” [M18]


Work package number 2 Start Date M7 Work package title DESIGNSCAPES Framework Participant number

1

2

3

4

5

6

7

8

9

10 11

12


AN

CI

TAV

I

TUD

AA

U

POLI

MI

RA

M

UV

EG

WC

AM

AV

E

SUR

REY

EG

TC

BW

CO

N


4

16

2

2

3

12

2

2

6

1

6

3

Objectives

• To develop an evaluation, replication and impacts assessment framework to support the project’s, overall vision, mission, objectives and outcomes

• Within this framework, to develop methods, tools and resources specifically to i) support the participative engagement of all stakeholders – particularly users – in the design process

and its evaluation ii) enable the collection and analysis of data on the effectiveness of design in the innovation process iii) produce a common impact evaluation methodology and indicators to assess the contribution of

collaborative design- enabled innovation to efficiency and competitiveness iv) produce a methodology, tools and indicators to assess the replication potential of user-driven,

design-led innovations v) produce a methodology, tools and indicators and apply them to gather data on the impact of

design- related policies and programmes in terms of user benefit and business impact. • To design and implement actions and activities, including seminars and webinars, to support the evaluation

effort • To carry out an internal evaluation of the project • To produce and disseminate periodic and final reports, including a report on the internal evaluation of the

project.

Description of Work Task 2.1: Evaluation Framework This task will develop the over-arching evaluation methodology and framework, integrating the four main sets of tools within a holistic approach. Task leader is TAVI, supported by POLIMI. [M7-9]. Task 2.2: Evaluation tools This task will develop the four sets of evaluation tools to be used: Participatory Evaluation approach; Theory of Change model and tools; Behavioural Additionality methodology and tools; Replication analysis methodology and tools. Task responsible is TAVI. [M7-12]. Task 2.3: Implementation This task will co-ordinate the application of the overall approach and tools to engage with and support project participants and stakeholders, and to gather and analyse data. It will deliver a number of events, timed to coincide with key milestones in the project, in the form of seminars, workshops and webinars aimed at engaging all stakeholders in the evaluation effort; launching the tools; supporting stakeholders to become active co-producers of evaluation data and results, and delivering evaluation ‘snapshots’ of results throughout the project life cycle. This task will also provide off-line and on-line evaluation consultancy to project partners particularly and stakeholders more generally. Task leader is ANCI, supported by all partners. [M13-48].


Task 2.4: Internal project evaluation This task will co-ordinate and carry out the internal evaluation of the project, focusing on the project’s own Theory of Change’ and to what extent this is realized over the life cycle of the project. The internal evaluation will focus in particular on the expected outcomes and impacts of the project and whether and in what ways these have been realized. The internal evaluation will also provide continuous (formative) monitoring of project progress, feeding into the project’s management activities. To cover the needs of the assessment activities, a range of appropriate feedback tools will be created (e.g. questionnaires, web tools and feedback sessions during workshops). Task responsible is TAVI. [M13-48]. Task 2.5: Reporting and Dissemination This task will co-ordinate the collection, synthesis and triangulation of evaluation data and result, leading to the production of a series of annual Evaluation Reports. It will also design and deliver a range of events to disseminate the evaluation results. Task leader is TAVI, supported by all partners. [M13-48].

Deliverables D2.1: Evaluation Framework [M9] D2.2: Evaluation toolkit, comprising: Participatory Evaluation approach; Theory of Change model and tools; Behavioural Additionality methodology and tools; Replication analysis methodology and tools. [M12] D2.3: Annual Evaluation Reports. [M24, M36, M48]


Work package number 3 Start Date or Starting Event 13 Work package title Technical and Financial Support Instrument Participant number

1

2

3

4

5

6

7

8

9

10 11

12


AN

CI

TAV

I

TUD

AA

U

POLI

MI

RA

M

UV

EG

WC

AM

AV

E

SUR

REY

EG

TC

BW

CO

N


8

4

4

6

16

4

1

8

3

8

10

Objectives • To launch a EU-wide Open Call for Design enabled innovation projects the identified domains of the

Catalogue developed in WP1, aiming at the identification of City framed and design-related application cases for emerging solutions and resources

• To structure the Call Requirements according to the City Snap Shot profile and within existing (EU and national) regulations

• To award selected participants according to predefined and transparently stated and operated evaluation criteria, spending the budget assigned in the project for the support of third parties through yearly call rounds

• To analyse and cluster Beneficiaries according to observed commonalities in order to streamline them and identify key value chains

• To monitor and disseminate the Call results by populating the pre-existing Catalogue [from WP1] with the awarded initiatives

• To analyse the sustainability potential and promote the exploitation of the most innovative solutions emerged at the end of each call rounds

Description of work (where appropriate, broken down into tasks), lead partner and role of participants BWCON and the coordinating organisation ANCI, supported by all the project’s partners and Advisory Board, will lead the execution of the following activities: Task 3.1: Call for Pilot Projects This task will first define the Participant’s Package and then launch three yearly rounds (at months 18, 30 and 42) of the Open call for distribution of financial resources at European level, “primarily to the concept development phase of the selected projects. Aspects of inclusiveness and social objectives of addressing inequalities in citizens' access to the innovations should be taken into account” [excerpt from the H2020 call for proposals]. Selection and future clustering on initiatives will be based on the preliminary results from the proof-of-concept exercise done in Tasks 1.3 and 1.4 above. Publicity of the call rounds and engagement of EU level stakeholders from both the public and the private sector (profit making and not for profit) will be realised through the project website and a number of physical networking events supported by the project’s communication and dissemination functions (see WP6). The rationale of distributing the available budget in three yearly call rounds is obviously that of promoting the early stage results and actors and further enhance the quality and purpose of subsequent submissions. Task co-leaders are ANCI and BWCON. [M13-42]. Task 3.2: Award and Monitoring of Beneficiaries This task will be in charge of awarding no fewer than 50 Beneficiaries (approx. one third of them per each year of operation of the Open Call) and of monitoring their progress/evolution across time. As explained in Section 1.3 of this proposal, our adopted scheme closely resembles the 3-stage SBIR technical and financial assistance program successfully implemented in the US, the Netherlands and other countries to the benefit of start-up companies. This means that a combination of monetary aid (up to € 30.000,00 per initiative, attributed under the de minimis rule) and non monetary support (e.g. coaching, mentoring and advisory services) will be part of this Task. As a general rule, each project partner will follow directly the initiatives led by an organisation or individual residing in the same country/region. In case of uneven distribution of beneficiaries with respect to the manpower resources available within the consortium, BWCON and ANCI will act as buffers and/or promote the transfer of unused capacity


between partners. Monitoring will be done remotely (based on evidence provided by the Beneficiaries as one of their key duties) and particularly be managed through the project’s website (occasionally by direct meetings or other ways of communication, e.g. phone interviews) and will be supported by the members of the Advisory Board for guidance and advice on the data gathering tools prepared by the Task coordinators. After each call, the whole consortium during one of its periodic meetings will evaluate participation and the quality of awarded projects, deciding whether any change should be made to the Participant’s Package defined in Task 3.1 above. Task co-leaders are BWCON and ANCI, supported by all project partners. [M22-45]. Task 3.3: Population of the Catalogue Quarterly, based on the evidence gathered through the monitoring process described above, the awarded projects active at the time will be analysed, clustered and attributed to the different domains and dimensions (both territorial/spatial and socio/economic) of the Innovations Catalogue initialised in Task 1.3 above. Over time, this will create a critical mass of projects where the technical capacity of design thinking and user integration in product and service development will emerge and become visible and acknowledged in both public authorities/agencies and private operators (SMEs, start-up and micro companies, NGOs) having been awarded by the Open Call. One of the main tasks of the consortium will be to promote, not only the convergence of solutions having similar aspects and features, but also a (sort of) federation of needs fulfilled by the individual Design enabled Innovations, in order to promote further take up and scalability. Task leader is POLIMI, supported by ANCI and BWCON [M25-48]. Task 3.4: Assessment of Potentials Although it cannot be taken for granted that all the projects funded by the Open Call will come to a successful ending in time for a thorough assessment to be executed, this task will be responsible for drawing the key lessons out of the individual experiments carried forward. Focus will be set on the following potentials: sustainability (namely the likelihood of the service and application prototypes to gain permanent adoption in the local contexts and settings where they have been introduced), scalability (namely the capacity of solutions to expand their audience across different layers and bodies of administration as well as territorial areas and thematic domains of application) and connection with the City’s innovation generation dimensions. Here the Work Programme’s implicit mandate of identifying significant opportunities to establish supply chains for tools, products and services, based on Design, will mostly be accomplished. This may also contribute, as far as appropriate and viable, to expanding current activities of some partners (such as BWCON and EGTC) in the direction of Design related businesses promotion and incubation. Task leader is SURREY, supported by ANCI, BWCON and POLIMI [M25-48]. Deliverables D3.1 Open Call for Pilot Projects (three rounds) – [M18, M36, M42] D3.2 Catalogue of Design enabled Innovations (three major updates) – [M27, M36, M48] D3.3 Assessment of Pilot Potentials (three editions) – [M27, M36, M48]


Work package number 4 Start Date M25 Work package title Policies to Enhance Design enabled Innovation Participant number

1

2

3

4

5

6

7

8

9

10 11

12


AN

CI

TAV

I

TUD

AA

U

POLI

MI

RA

M

UV

EG

WC

AM

AV

E

SUR

REY

EG

TC

BW

CO

N


3

3

2

3

5

4

6

4

2

3

2

2

Objectives The main objective of this WP is to develop implementable policy recommendations and strategies in a participatory setting. It intends to create greater synergy between Urban Design enabled Innovation practices and related EU policies and frameworks, based on the findings and evidence of WP1, WP2 and WP3. In addition, it will contribute to the identification of priorities for collaboration and research gaps and needs, and enhancing the quality, quantity and visibility of future policy actions in the area of Design enabled Innovation. Description of work The work package develops policy recommendations that build upon the experiences and learning in the activities of WP2 and WP3. The main focus is to develop useful policy recommendations (i.e. framework conditions and blueprints), which can be easily implemented on local, national and EU government levels. To ensure the best possible use of the research results and targeting various relevant stakeholders, policy makers from all levels (local, national, EU) and across various domains (e.g. spatial planning, innovation policies, creative design policies, social policies, economic policies, environmental policies etc.) will be invited and involved in the activities of this WP, and connections are being laid to relevant EC’s policy areas (such as Smart Cities, Urban Europe, Beyond GDP, Cohesion Policy etc.). Also the contribution of business actors (land development agencies, financial institutions, NGO’s etc.) to urban Design enabled Innovation is taken into consideration. The interactions of policy makers from different backgrounds and stakeholders leads to the identification of innovative forms of governance and partnerships and the development of new policy instruments, strategies, roadmaps, tools and arrangements. In order to achieve the overarching goals of this WP, activities will be rolled out as follows: Task 4.1: Identification of challenges and opportunities for policy making on Design enabled Innovation The objective of this task is to create an overview of existing and relevant policies for Urban Design enabled Innovation, and a common understanding of the policy challenges and opportunities for Urban Design enabled Innovation. This overview is based on the following sources:

1. Policy perspective: scan of the existing policies influencing Design enabled Innovation on EU level, and how this theme is being up taken by the various DGs (method: desk research).

2. Urban Social Innovators perspective: identification of relevant policy domains from the perspective of Urban Design enabled Innovation projects, as these are not necessarily the same as the policies claiming to be relevant for Design enabled Innovation (method: analyses of reports (WP1), notes from the local workshops and conferences (WP2) and focus groups during the preparatory meetings and events to the Technical and Financial Support Instrument (WP3), additional interviews.

3. Synthesis of the two perspectives, identifying the policy and governance challenges and opportunities for Urban Design enabled Innovation. The findings of this synthesis are discussed and adapted during the first Policy Forum (T4.2).

Task leader is POLIMI (input from WP1), supported by UVEG (WP Leader), TAVI (input from WP2), ANCI (input from WP3) and SURREY. [M25-30] Task 4.2: Organization of Policy Forums This task will see the organization and conceptualization of two Policy Forums (both lasting one day). These Forums will be organised as participatory evaluations of challenges and opportunities for policy on Urban Design enabled Innovation, and development and discussion of policy recommendations and implications.

1. The first Policy Forum will take part within the 3rd year, aiming at evaluating the challenges and opportunities for policy on Urban Design enabled Innovation identified in T4.1, and to jointly analyse (hypothesis) innovation friendly urban eco-systems as the starting point of WP4. The outcomes of this Policy


Forum will generate input for the second Technical and Financial Support Instrument event (T3.2). 2. The second Policy Forum will take part within the 4th year, and will see the development of a policy vision

on how policy makers can contribute to the upscaling and enhancement of Urban Design enabled Innovation and will take up the good practices and “wish-list” from T3.2. This visioning forum supports the implementation of a multi-level policy maker allowing continuous communication between policy makers and urban social innovators.

The Policy Forums will address key persons of the DESIGNSCAPES Cities, local civil servants and policy makers from various policy domains, and highly participative working methods will be applied. Task leader is UVEG, supported by POLIMI and ANCI. The Policy Forums are attended by all partners in the consortium [M31-42] Task 4.3: Embedded reflections on the emergence of a EU policy agenda for Design enabled Innovation This task expands the embedded reflections of WP2 and WP3 towards the context of policy and policy development, as it observes and analyses the emergence of policy recommendations on Design enabled Innovation. In this perspective “policies” are not considered as linear, hierarchical, top-down endeavours initiated by the high ranks of administration or politics, but as a “process of contestation” flowing through different levels and connecting a variety of institutional contexts. Through participatory observations, interviews, focus groups and structured group discussions, the participants in the Policy Forums a deeper knowledge and awareness of the (dis-)connections between the practical work of local Innovators and European actors, between Design enabled Innovation taking place in actual cities and European policies will be gained. As a consequence, the needs of Design enabled Innovation communities concerning supportive policies, but as well the capacity and creativity of Urban Innovators to struggle through the different policy levels and domains will be made visible. Policy Forums. Task leader is AAU, supported by all project partners. [M37-48] Task 4.4: Support to communication activities for network building among policy makers This task aims at communicating and disseminating the outcomes of this WP to policy makers on local, national and EU level and across policy domains relevant for Design enabled Innovation. Firstly, the main communication channels, platforms and media addressing policy makers across Europe will be identified. Secondly, organisers and participants of the Policy Forums are continuously encouraged to produce online and offline content (generated in the Policy Forums and related tasks) through these communication channels, platforms and media. The communication strategy will increase awareness among policy makers of their role in creating Design enabled Innovation friendly-ecosystems, and thus stimulate the up-scaling and enhancement of Design enabled Innovation in cities across Europe. This communication strategy is developed at the beginning of the third year, monitored during the project (number of people reached, satisfaction rates) and updated on a yearly basis. Task leader is WC, supported by POLIMI (T4.1), UVEG (T4.2) and AAU (T4.3). [M25-48] Task 4.5: Development of a White Paper on Design enabled Innovation This task will see the synthesis of the policy implications and recommendations developed in Tasks 4.1 and 4.2 and the outcomes of Task 4.3. This synthesis results in a White Paper on Design enabled Innovation in Urban Europe, which will be presented at the final conference (Task 6.4). Task leader is UVEG, supported by all other project partners. [M25-46] Deliverables D4.1 Publication “Opportunities and Challenges for Policy Making on Design enabled Innovation” [M30] D4.2 Publication “Embedded Reflections on the Emergence of Policy for Urban Design enabled Innovation” [M48] D4.3 Communication strategy for policy makers, including yearly updates. [M27, M36, M48] D4.4 Report: “White Paper on Design enabled Innovation in Europe” [M46]


Work package number 5 Start Date M7 Work package title Capacities to Enhance Design enabled Innovation

Participant number 1

2

3

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AN

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3

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12

6

3

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3

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Objectives The main objective of this WP is to increase the uptake of research on Design enabled Innovation, and create cross- project understanding of the tools, processes, instruments and techniques for the up-scaling and enhancement of Design enabled Innovation, to match and tailor tools, instruments and methods (developed in earlier and ongoing research on Design enabled Innovation) to the specific contexts of Design enabled Innovation in cities across Europe (in WP2 and WP3). In order to reach this overall objective, the sub-objective of this WP is the development of a Toolbox and Training Program to be disseminated to Urban Social Innovators across Europe and beyond.

Description of work This WP forms the reservoir of tools, instruments and methods developed in earlier and ongoing research on Design enabled Innovation. Research partners within the project will all contribute to this reservoir of Tools, Instruments and Methods (TIMs) and techniques (that range from knowledge on business and value case development, governance capacities, collaboration, monitoring and impact assessment tools, parameters and indicators for Design enabled Innovation and its outcomes etc.) The TIMs are scanned on their potential of motivating, mobilizing, activating, and enabling various stakeholders involved in Urban Design enabled Innovation. This WP starts with an inventory of what is available and applicable, and for each city a selection is made of tools, methods and techniques that relate to the specific challenges found within that city (WP1). During the project these TIM’s are applied, validated and developed further based on the outcomes and experiences in WP 2, 3 and 4. In the WP, also a budgetary reservation is made for specific training sessions for Design enabled Innovation on external events (three times). Task 5.1: Framework development and training for DESIGNSCAPES Stakeholders In this task, a framework is developed to guide and evaluate the activities in the City Labs, and various supporting training modules are developed to prepare the innovators for the organization of their City Labs. These training modules are for instance: Embedded Self-reflection (AAU), Communication strategies (WC), Innovation management (SURREY), Knowledge brokerage (UVEG), Building policy networks (ANCI), New governance and business models (POLIMI) etc. The frameworks and training modules are shared and offered to the participants in the first learning and exchange meeting of the DESIGNSCAPES Labs (WP3). This will be a first step towards T5.3: the development of Training Modules for Design enabled Innovation in Urban Environments. Task leader is TUD, supported by all partners with training modules. [M7-24] Task 5.2: Inventory of Design enabled Innovation Tools, Instruments & Methods This task maps and evaluates the available Tools, Instruments and Methods (TIM’s) for Design enabled Innovation (e.g. monitoring, implementation, scaling/diffusing) at European level and internationally. The mapping will make widest possible use of earlier and on-going Design enabled Innovation research. This will add to the quality of future actions in the domain. The selection will be based on TIMs’ contribution to motivating, mobilizing and activating the various Design enabled Innovation stakeholder groups. Core outcome will be an evidence-based Toolbox for Urban Design enabled Innovation, which enables to:

Ø Assess, evaluate and map the effect of Urban Design enabled Innovation on the city as a whole, and the values generated by such manifestations of Design enabled Innovation in urban areas.

Ø Identify upcoming or potential areas for Design enabled Innovation, based on actual and accurate data and information about current and potential societal, economic and spatial developments, including land use.

Ø Address the complex contexts, connections, assemblages of each specific City Lab, and focus on the development of the capacities to “innovate” of various stakeholder groups.


The inventory will be the first step towards a Toolbox for Urban Design enabled Innovation. Elements of the inventory and toolbox will be applied, validated and developed in the activities and events of WP2, WP3 and WP4 in order to allow the successive improvement of the toolbox. Task leader is AAU, supported by all project partners. [M7-24] Task 5.3: Developing Training Modules for Design enabled Innovation in Cities This task develops various training modules (including a self-training guide), to be fed into tailor made training addressing three target groups:

1. Practitioners (local facilitators and local innovators), i.e. actors involved in current practice of Design enabled Innovation in urban contexts (e.g. individuals, informal networks, NGO's, SME's, social entrepreneurs) on how to professionalise and up-scale their activities;

2. Policy makers at all governance levels on how to more actively and effectively enhance actual and future Design enabled Innovations that contribute to economically vital, sustainable and liveable cities, by developing supporting policies and enabling conditions;

3. Future «local innovators» and «local facilitators» through the development of curricula for pupils, bachelor and master students also as crosscutting theme.

For this purpose, three working groups corresponding to the target groups will be established in due consideration of the consortium partners’ complementary expertise. The participants in the DESIGNSCAPES Labs and Technical and Financial Support Instrument will complement the development of the training modules with their expertise by delivering input and qualified feedback. In an initial step, the partners will take part in a two-day workshop (as part of a learning and exchange meeting in WP2), which draws on the outputs from Task 5.1 and 5.2 plus WP2 and 3, to develop an overall concept for the training modules. Moreover, each working group will carry out a stakeholder dialogue workshop, to collect practitioners, policy makers and future local innovators/facilitators view on the elaborated training modules. With regard to the format, contents, wording, graphical design etc., partners will tailor the training modules according to the target groups' preferences and develop a comprehensive dissemination program addressing the target groups, intermediaries and other relevant organisations. Task leader is TUD, supported by all project partners. [M25-48] Task 5.4: Matchmaking and Tailoring of Tools, Instruments and Methods for Design enabled Innovation Based on the results of WP1 and Task 5.1, WP5 partners with support of WP2 and WP3 leaders, will match elements from the Design enabled Innovation Toolbox with case areas' and cities' specific requirements. In order to tailor the preliminary selection of elements to the specific needs, activities (e.g. workshops, group discussions) in the DESIGNSCAPES Cities will be conducted where the tools, instruments and methods are introduced, discussed, critically reflected with regard to their applicability and necessary adaptations. The experiences and evaluation of the tools, methods and instruments well be communicated in WP3, and fed back into the Design enabled Innovation Toolbox of WP5. Task leader is AAU, supported by TUD, UVEG and SURREY. [M13-48] Deliverables D5.1 Urban Design enabled Innovation Toolbox [Draft M12, Interim M36, Final M48] D5.2 Urban Design enabled Innovation Training Modules [Draft M12, Final M48]


Work package number 6 Start Date M1 Work package title Communication and Dissemination Participant number

1

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5

6

7

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10 11

12


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4

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Objectives The objective of this work package is to appropriately setup and coordinate the project communication, dissemination of results and stakeholders’ engagement until the project’s end. It is a key component for ensuring visibility, awareness and take up of DESIGNSCAPES across Europe. The WP also aims at creating consistency between the various local dissemination and communication activities. The dissemination activities of WP6 will target various stakeholder groups: NGOs, policy makers, businesses, SMEs, education and research institutions, and the general public at EU, national and local levels. This WP will also develop a set of tools and techniques that will be used to carry out diverse and novel activities and create compelling events and workshops that live-up to the scope of the project and the challenging environment it tackles. Description of work WP6 will include the overall design and use of strategic communication tools. This workpackage will be led by Worldcrunch with the support of all consortium partners. WP6 proposes a phased communication and dissemination strategy that will combine a variety of traditional and innovative communication methods around a continuously updated ‘Dissemination kit’ that will aim at creating awareness and engagement and will deliver the deployment of a large-scale promotion and dissemination campaigns that will ensure a widespread dissemination of project results and its impact. It will make use and builds upon the inventory of existing networks and databases of Design enabled Innovation from WP1 and the networks developed locally and internationally in WP2, 3 and 4. The strategy will bring with it a set of communication and dissemination methods tools, which include a balanced mix of traditional (e.g. press launches, workshops, conferences, publications, leaflets, roll-up banners, media partnerships) and innovative ones (online videos, Youtube, social media, Storify, blogging platforms, banners, AdWords, pilot portals) gathered together in a continuously updated ‘PR kit’ (including the project logo, presentation templates, brochure, leaflet and banner) to secure the most effective outreach. Task 6.1: Project website and newsletters This task concerns constant online presentation and dissemination of the project progress and results will be made available by the development of the project’s web site. On the project website, regular information about the project is to be found: new tools, training opportunities, public progress reports/newsfeeds about the activities, calendar of future events, partner profiles etc. In order to assure fast access to relevant information, contents will be grouped according to the DESIGNSCAPES’s target groups of WP1 (e.g. local urban stakeholders from the 12 DESIGNSCAPES Cities), WP3 (Beneficiaries of the Technical and Financial Support Instrument), WP4 (e.g. policy makers on local, national and EU level) and WP5 (e.g. project facilitators, local innovators etc.). In addition, contents published on the website will be further disseminated via a newsletter (twice a year), and social media channels such as Facebook and Twitter. The main objective of the website and newsletters is to inform the active stakeholders and policy makers about the background of the project, its scientific and training outputs, as well as policy recommendations, but also to mobilize them to actively participate in the project’s conferences and training sessions and in the Technical and Financial Support Instrument. Task leader is WC. [M1-48] Task 6.2: Wider dissemination and communication strategy This task aims at generating a constant stream of dissemination and communication about the activities and outcomes of DESIGNSCAPES, other than the regular updates on the project website and newsletters. Making use of existing platforms and communication channels of Worldcrunch (an online news magazine) as well as other thematic member-based platforms (such as Citiesintransition.eu) together with more conventional approaches (such


as the production of scientific papers and the participation in national and international conferences), the partners will present and deliver regular updates of the project’s status and achievements throughout Europe. The contents shared through the wider dissemination and communication strategy will mostly be prepared by the WP leaders, also on behalf of the members of the respective teams. The project’s communication and dissemination strategy will be developed in the first six months, then monitored and updated on a yearly basis during the project in light of its achievements (number of people reached, satisfaction rates, etc.). It will be accompanied by the ‘PR Kit’ as described above. Task co-leaders are WC, AAU and SURREY, supported by TAVI (WP2), ANCI & BWCON (WP3), UVEG (WP4) and TUD (WP5). [M1-48] Task 6.3: Promotion of the Technical and Financial Support Instrument This task focusses on the attraction of participants in the Technical and Financial Support Instrument of WP3 and the mobilisation of project partners to become promoters of the pilot initiatives as well as disseminators of their early and interim outcomes. To facilitate this approach, already in Task 5.1 training is provided in the use of WordPress, social media strategies and connection building. In this Task here, WC will address and exploit those skills, to generate a continuous flow of information and a timely provision of contents by the project partners to the external world. In so doing, DESIGNSCAPES results will be unlocked to a wider audience through presenting them in an accessible and attractive way and inviting prospective participants to deepen their knowledge on the Open Call and evaluate submitting a proposal to the next round. Task 6.3 will also be preparatory of the final Project’s Conference in that it will help identify the local and European stakeholders to be invited for the matchmaking meetings (see the description below). Task leader in WC, supported by all project partners. [M7-42] Task 6.4 Organization of the Project’s Final Conference In M46, the final conference of DESIGNSCAPES is organised at the ANCI premises in Florence. It will last two days and will be a combination of expert evaluation pitches and bilateral/multilateral meetings (like in a Fair or Industrial Exhibition) among the best proposers of awarded projects under the Open Call and a wider audience of European stakeholders bearing vested interest in the exploitation of related innovations. The number of attendees will range between 100 and 150. Task leader is ANCI, supported by POLIMI, WC and SURREY [M41-46] Task 6.5 Development of a Guide to Design enabled Innovation in Cities At the end of the project, a publication is prepared of all the main project results. This publication will have the format of a Handbook, addressing the various stakeholder groups identified, involved and addressed in the project (see WP1, WP2, WP3, WP4 and WP5). A compilation comprises all the main challenges, opportunities and policy recommendations for Design enabled Innovation in cities across Europe from WP1, best practices and lessons learned in the DESIGNSCAPES Cities of WP2, reflections from the experience of the Technical and Financial Support Instrument of WP3, a summary of the White Paper on Design enabled Innovations in WP4, and elements of the Toolbox and Training Modules of WP5 (including a self-training guide). Task co-leaders are POLIMI and SURREY, in close collaboration with the other WP leaders (TAVI, ANCI/BWCON, UVEG, TUD, WC). Content is generated by all partners in the consortium, participants of the City Labs, the Technical and Financial Support Instrument, and the Policy Forums. [M43-48] Deliverables D6.1 Project website [M2] D6.2 Project newsletter (twice a year) [M6, M12, M18, M24, M30, M36, M42] D6.3 Communication and dissemination strategy, with yearly monitoring and updates, and having the ‘PR Kit’ in attachment [M6, M18, M30, M42] D6.4 Policy briefs addressing the various stakeholder target groups identified, involved and addressed in the project [M40] D6.5 Report of the Final Conference [M48] D6.6 Guide to Design enabled Innovation in Cities (final publication) [M48]


Work package number 7 Start Date M1 Work package title Project Management and Exploitation Planning Participant number

1

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10 11

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Objectives The main objectives of this Work Package are twofold: 1) to manage and coordinate the project in such a way that efficient collaboration and communication among

partners and with parties outside the consortium is achieved, project objectives are fulfilled, and the highest quality standards are met in both existing knowledge management and the production of new knowledge;

2) to provide for the expected impacts to be achieved, both within and beyond the project’s time frame, as per the description done in Section 2 of this proposal.

Description of work The aim of this work package is to ensure high quality project output through management, coordination, and continuous improvement and monitoring of the activities, networking, tasks, deliverables and milestones. This WP is responsible from the timely start of the project including policy and procedures within consortium, contingency plan, risk analysis, quality control procedures, indicators, roles and responsibility, control of documents and records, financial and operation management. WP7 is led by ANCI, in close collaboration with the leaders of the other WP’s. SURREY is responsible for the activities of exploitation planning. T7.1: Internal communication and contractual, administrative and financial project management This task covers activities that are necessary for the daily operation of the project, such as to:

Ø Prepare the Project Management Handbook and Consortium Agreement, with support of all the WP-leaders (POLIMI, TAVI, BWCON, UVEG, TUD and WC) and the approval of all partners;

Ø Take care of the day to day contractual, administrative and financial management issues; Ø Administer the EU grant instalments and distribute them within the consortium; Ø Set-up and maintain a web based tool (such as Basecamp® or similar) for: internal communication,

electronic document repository (archive), scheduling and monitoring of the project’s progress in terms of deliverables, milestones, task completion and use of resources;

Ø Collect periodic (biannual) and final progress reports to fulfil the contractual obligations with the EC; Ø Collect additional, informal reports in collaboration with the aforementioned WP leaders, to create an early-

warning system of both deviations from the work plan and anomalies in the use of budgeted resources at each partner level;

Ø Monitor compliance of the beneficiaries’ obligations under the Grant Agreement; Ø Prepare, organize, manage, and draft the minutes and follow up notes of the Consortium meetings and

Advisory Board meetings, and, if required, of midterm and final EC review meetings; Ø Manage the technical, financial, and organizational risks in the project. This will based on a risk assessment

framework and preparation of a risk management plan in the first 6 months of the project, followed by regular reviews (every six months). The risk (re)assessment results will be included in the periodic and final progress reports;

Ø Arrange the internal review process of all Deliverables to verify consistency with the project tasks and safeguard their quality;

Ø Collect all administrative documents and statements of expenditures, including required audit certificates of individual partners and their transmission to the EC;

Ø Keep regular communication flow with the EC’s Project Officer, both through the Participant Portal and by informal means;

Ø Handle all official communication between the project and the EC services on behalf of the partnership. Ø Keep each partner fully informed about the status of the above communication and any emerging issue.


Ø Ensure the maximum level of transparency, collaboration, efficiency and effectiveness of cooperation to maximize value created from partner synergies and project governance.

Task leader is ANCI. [M1-48] Task 7.2 Post-project Exploitation Strategy This task is devoted to the identification of use concepts for the pilot results, the design of a post-project exploitation and sustainability strategy for the consortium and for the individual partners. A concrete action plan will be drafted, in order to foster the sustainability of the developed tools, products and services, user communities, and other project results. The outcome of the task shall consist of concrete exploitation and sustainability plans for the Design based innovations identified and monitored in WP3 together with their business model canvases. Particularly exploitability analysis will concern the institutional, socio-economic and behavioral aspects of innovations deployment while the business plans will be concerning the potential commercial returns and economic impacts achievable from the maintenance in operation of the resulting applications and services. The task shall include an assessment of the level of maturity achieved by individual results along the project’s lifetime, specific analyses to evaluate the readiness of external (scientific and market) environments to endorse and adopt the achieved results, the indication of possible exploitation scenarios for different categories of partners, and the identification of the exploitation tasks to be executed jointly or individually to obtain maximum effectiveness and efficiency in the return from project investments to both the consortium and the wider EU society. In summary ,this task will develop final strategy and recommendations to ensure that all products, services and solutions developed in this project can be maintained and extended beyond EU funding. A preliminary report of these activities will be published at M42 and a final one at M48. Task leader is SURREY [M37-48]Deliverables D7.1 Project Management Handbook and Consortium Agreement [M2] D7.2 Risk Management Plan [M6] D7.3 Periodic Progress Reports (every sixth month) [M6, M12, M18, M24, M36, M48] D7.4 Post-Project Exploitation Strategy (two editions) [M42, M48]

Table 3.1b: List of work packages

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1 City Snap Shot 5 POLIMI 58 M1 M18 2 DESIGNSCAPES Framework 2 TAVI 59 M7 M48

3 Technical and Financial Support Instrument 12 BWCON 72 M13 M48 4 Policies to Enhance Design enabled Innovation 7 UVEG 39 M25 M48 5 Capacities to Enhance Design enabled Innovation 4 TUD 47 M7 M48 6 Communication and Dissemination 8 WC 42 M1 M48 7 Project Management and Exploitation Planning 1 ANCI 31,5 M1 M48

348,5


Table 3.1c: List of Deliverables D

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D6.1 Project Website 6 WC DEC PU M2 D7.1 Project Management Handbook and

Consortium Agreement 7 ANCI R PU M2

D7.2 Risk Management Plan 7 ANCI R PU M6

D6.2 Project newsletter (twice a year) 6 WC R PU M6 M12 M18 M24 M30 M36 M42

D7.3 Periodic Progress Reports (every sixth month) 7 ANCI R PU M6 M12 M18 M24 M30 M36 M42

D6.3 Communication and dissemination strategy, with yearly monitoring and updates, and having the ‘PR Kit’ in attachment

6 WC R PU M6 M18 M30 M42

D1.1 Cities as Generators of Design enabled Innovation: Connecting Theory and Practice

1 POLIMI R PU M6

D1.2 Database of Design related Stakeholders across Europe

1 ANCI DEC PU M6

D2.1 Evaluation Framework 2 TAVI R PU M9

D1.3 City Snap Shot Profiles and Ontology of the Innovation Catalogue

1 POLIMI OTHER PU M12

D2.2 Evaluation Toolkit 2 TAVI OTHER PU M12

D5.1 Urban Design enabled Innovation Toolbox (draft interim and final edition)

5 TUD OTHER PU M12 M36 M48

D5.2 Urban Design enabled Innovation Training Modules (draft and final edition)

5 AAU OTHER PU M12 M48

D1.4 Design enabled Innovation in Urban Environments: Challenges and Opportunities for European Cities

1 POLIMI R PU M18

D3.1 Open Call for Pilot Projects (3 rounds) 3 BWCON OTHER PU M18 M36 M42

D2.3 Annual Evaluation Reports (3 editions) 2 TAVI R PU M24 M36 M48

D3.2 Catalogue of Design enabled Innovations (3 updates)

3 POLIMI DEC PU M27 M36 M48

D3.3 Assessment of Pilot Potentials (3 editions) 3 SURREY R PU M27 M36 M48

D4.3 Communication strategy for policy makers, including yearly updates

4 WC R PU M27 M36 M48


D4.1 Opportunities and Challenges for Policy Making on Design enabled Innovation

4 POLIMI R PU M30

D6.4 DESIGNSCAPES Policy briefs 6 WC R PU M40 D7.4 Post-Project Exploitation Strategy (two

editions) 7 ANCI R PU M42 M48

D4.4 White Paper on Design enabled Innovation in Europe

4 UVEG R PU M46

D4.2 Embedded Reflections on the Emergence of Policy for Urban Design enabled Innovation

4 AAU R PU M48

D6.5 Report of the Final Conference 6 UVEG R PU M48

D6.6 Guide to Design enabled Innovation in Cities 6 POLIMI R PU M48

3.2 Management structure and procedures Organisational structure The organisational structure of the DESIGNSCAPES project is shown in the following diagram. This structure matches the complexity of the project well, and is in accordance with the recommended management structure of the DESCA model Consortium Agreement.

Figure 6: Organisational structure of the DESIGNSCAPES project ANCI, as the Project Coordinator, is responsible for the overall project management and deals with all EC contacts, both for technical and administrative/financial matters. The Project Manager (PM) at ANCI receives administrative, financial and legal support from experts within the ANCI organisation, that have a vast experience in the administration and management of national and international collaborative projects. Financial and contractual administration ANCI has extensive experience in EU Framework and Territorial Cooperation Programmes. ANCI has a dedicated EU Business & Contracts team which manages projects through the application and negotiation phases. A dedicated EU accountancy team within the controlling department handles the financial issues of running projects. The team is responsible for the preparation of periodic cost statements for the project as required by the contract, the arrangement of the Certificates on the Financial Statements and audits where necessary. The R&D work in the project will be divided in 5 technical Work Packages (WPs). Additionally there are two WPs for the dissemination of the project results and for project management. Each WP is managed by a Work Package Leader (WP Leader), provided by the partner that plays a central role in the specific WP. The complete list of WPs with the intended WP Leaders is as follows:


Ø WP1 City Snap Shot (WP Leader: POLIMI) Ø WP2 DESIGNSCAPES Framework (WP Leader: TAVI) Ø WP3 Technical and Financial Support Instrument (WP Leader: BWCON) Ø WP4 Policies to Enhance Design enabled Innovation (WP Leader: UVEG) Ø WP5 Capacities to Enhance Design enabled Innovation (WP Leader: TUD) Ø WP6 Communication and Dissemination (WP Leader: WC) Ø WP7 Project management and Exploitation Planning (WP Leader: ANCI)

In the organisation structure two management bodies are identified: Ø General Assembly (GA): consists of one representative of each partner, chaired by the representative

of the Coordinator (the PM). The task of the GA is to supervise the project and to take decisions in major issues like changes of work plan, change of Project Manager or WP Leader, budget relocations, IPR, entrance/leave of partners and other non-technical matters of general importance.

Ø Executive Board (EB): consists of all WP Leaders, chaired by the representative of the Coordinator (the PM). The EB monitors the technical progress, approves progress reports and deliverables, assesses milestones, and deals with technical problems that concern two or more WPs.

In the performance of its tasks, the EB will be supported by the External Advisory Board (EAB). The EAB will consist of a limited number of external (third party) experts that are selected based on their profound and long-lasting expertise in the field of research. The EAB members will be invited to general progress meetings of the project (after signing appropriate confidentiality agreements with all partners in the consortium) where they can advise the consortium and help the EB to address and overcome technical issues that may arise. The following persons were invited and confirmed their preparedness to sit in the DESIGNSCAPES External Advisory Board (in some cases, subject to approval of the respective competent bodies): Name Surname

Professional Profile Short CV

Dr Sandra Baumholz

Head of team entrepreneurship and internationalisation at the City of Stuttgart

Sandra Baumholz joined the municipality of Stuttgart in 1997. In the last years she took over the following responsibilities: Coordination of the start-up office, coordination of events in the area of innovation end entrepreneurship Since 2015 she is additionally responsible for any economic issues in relation to migration policy. She was further involved in several EC funded projects like (e.g. EC-project MANDIE, project EXINET or EC-project SMART, European Social Funds projects for entrepreneurship. She has further experience in the welcome center of the office of economy. Sandra has a degree from University of applied science in Ludwigsburg in the area of public administration and a degree in management and labour politics from university of Konstanz. Before she joined Stuttgart municipality she worked for the federal Ministry of economy of Baden-Württemberg in several positions.

Dr Jean Barroca

Official at World Bank Jean Barroca works in the co-design of ICT tools that address challenges in developing countries. He has experience in working in ICT4D and ICT-enabled social accountability initiatives. Open Government and Open Data, particularly the enhancement of transparency and accountability and its impact on the empowerment of citizens, are his current focus. He initially worked in Smart City projects funded by the European Commission, focusing on the development of bottom-up services for cities and in Open Innovation and Open Data projects. Since 2012, working for the World Bank, he has been involved in projects in Africa (DRC, Tanzania and Mozambique), and Latin America (Colombia and Chile). Jean has a degree in Electrical and Computer Engineering and a MSc in Management.

Dr Sebastien Levy

ITEMS International Sebastian Lévy is senior consultant and associated partner of ITEMS International, a France-based consultancy. He is specialized in Information and Communication Technologies and has worked as an expert consultant and ICT advisor for various local governments in France and in Europe. He has also contributed to the development and deployment of several e-Government and e-Democracy applications and services. Being involved in multiple national and European ICT projects and studies focusing on ICT, Sebastian Lévy is working as independent advisor on electronic voting for the French Ministry of the Interior since 2002. Since 2006 he is working closely with the European Commission on the Living Labs concept. & he is member of the Open Innovation Strategy & Policy Group initiated by the EC.

Prof Pierpaolo Pontrandolfo

Full Professor at Bari Polytechnic University

Full professor in business and management engineering at the Politecnico di Bari, Italy since 2004. Since 2009 collaborator of the InterNeg Research Centre (http://interneg.concordia.ca), John Molson School of Business, Concordia University, Montreal, Canada. In 1995 and 1997 visiting scholar at the University of South Florida, Tampa, FL, USA. Author of more than 150 papers (on November 13,


2016 his google scholar H-index is 20) on topics such as operations and project management, corporate sustainability, mostly published on international books or scientific journals. Principal investigator of several research projects funded at regional, national, and European level in the domain of Industry 4.0.

Dr Giorgio Prister

President of Major Cities of Europe Network

Born in Rome and graduated in Electronic Engineering, Dr Prister has worked during most of his professional life for IBM in which he covered multiple professional and managerial positions in sales and marketing for many business sectors including Europe's IBM Local Government. Now as President of Major Cities of Europe his mission is to ensure the continuous improvement of the value proposition and the reputation of this non-profit organization by promoting the exchange of experiences about innovation in cities driven by Information and Communication Technologies (ICT).

Dr Spyros Spyridon

President of EGTC EFXINI POLI and former member of the Committee of the Regions.

Dr Spyros Spyridon has a Degree in Mathematics from the University of Athens with postgraduate studies in Computer Science and he has also developed a remarkable professional and entrepreneurial career at the private sector, especially in the fields of education and tourism. Dr. Spyros Spyridon obtained a PhD from Panteion University of Athens in the field of Public Administration. He has also developed a considerable activity in the fields of politics and society at local, national and international level. He has served the Local Government and Public Administration from the age of 27, in a series of high positions of responsibility and has had an active participation in important European institutions, representing the Greek Local Government, in the country and overseas.

Dr Sylvianne Toporkoff

President of Global Forum Dr Sylviane Toporkoff is partner of ITEMS International - a company specialized on strategic ICT consulting, and Professor at the University of Paris 8, Institute of European Studies, in France. She obtained her doctorate in Economics from the University of Paris I Pantheon Sorbonne. Sylviane is specialized on international (Europe, USA and worldwide) research & consulting in the area of the Information Society; public policy; economic & strategic international partnerships for industrialists, operators & local authorities; marketing on issues related to e- Business; local, regional and international development through the use of ICT; e-Democracy; and telecommunications industry regulation. Dr. Toporkoff serves as expert to the UNESCO Commission of the French Republic for Education, Science and Culture, in particularly to its "Committee on Communication, New Technologies and Socio-Cultural Affairsǁ. Dr. Toporkoff is founder, principal organizer and president of the Global Forum / Shaping the Future think tank on ICT, which annually assembles international top-level managers of leading companies and organizations, cities and regions since 1992. The Global Forum - a not-for-profit initiative of Items International and the Sophia Antipolis Foundation - is dedicated to business and policy issues affecting the successful evolution of the Information Society.

Decision making/milestones A detailed description of the responsibilities of GA and EB and the decision making process (including voting procedure) will appear in the Consortium Agreement (CA, based on the DESCA model for Horizon 2020), that will be signed by all partners before the official start of the project. The Coordinator (ANCI) is responsible for the overall management of the project, including the administrative tasks and all contacts with the EC and the Project Officer. The PM at ANCI will coordinate all technical activities (including progress reporting), organise and chair the meetings of the GA and EB managing bodies, assist in coordinating the dissemination and exploitation activities, and represent the project in public exposure and media contacts. The WP Leaders coordinate the technical work in the WPs (including contribution to reporting), identify IPR issues and opportunities, organise WP meetings and contribute to the dissemination activities. In the case of technical problems at WP level, the WP Leader should be notified as soon as possible. The WP Leader will initiate all actions necessary for reaching a solution or decision in consultation with the researchers involved and the PM. The GA is the highest management body and decides on:

Ø major changes of the work plan (such decisions always need consultation with the EC Project Officer) Ø major budget shifts (between partners or WPs) Ø entrance or exit of partner(s), Ø IPR issues, Ø change of Coordinator or WP Leader, Ø any unforeseen major non-technical issues.

At project technical level the EB is responsible for decision-making and the monitoring of technical progress.


More specifically, the tasks of the EB are to: Ø monitor and discuss the overall progress (timely meeting of deadlines), Ø discuss and decide on technical problems when two or more WPs are involved, Ø discuss and update the possible risks in the project and contingency plans, Ø approval of deliverables and progress reports, and assessment of milestones, Ø coordination of meetings and conference visits, Ø prepare issues that should be decided by the General Assembly, e.g. IPR and major changes in work plan.

A major tool for making technical decisions during the execution of the project is the assessment of identified milestones. For this project the milestones and the associated means of verification are assembled in table 3.2a. On approaching the dates indicated in the table, the involved WP Leaders and collaborators will evaluate the progress towards the identified milestones. The accomplishment of the milestone will be decided upon during an EB meeting. Whenever necessary, the work plan will be modified as a result of the milestone decision. Major changes of work plan will be communicated to the EC Project Officer as soon as possible, and adequate steps will be taken to proceed in the best way in order to achieve the project objectives.

Table 3.2a: List of milestones

Mile

ston

e nu

mbe

r

Mile

ston

e na

me

Rel

ated

wor

k pa

ckag

e(s)

Est

imat

ed

date

Mea

ns o

f ve

rific

atio

n

M6.1 Website launch WP6 M2 Screenshot of public page, with time stamp

M1.1 First DESIGNSCAPES Community Mailing List has been created

WP1 M6 Periodic progress report #1

M2.1 Evaluation Framework has been published WP2 M9 Deliverable D2.1

M2.2 Evaluation Toolkit has been made available WP2 M12 Deliverable D2.2

M1.2 The ontology of the Design enabled Innovations Catalogue has been released

WP1 M12 Deliverable D1.3

M5.1 Draft version of Toolbox and Training Modules WP5 M12 Deliverables D5.1 and D5.2

M3.1 First launch of the Open Call for Design enabled innovation proposals

WP3 M18 Periodic Progress report #3

M4.1 Policy Forums have taken place WP4 M42 Final progress report

M6.2 Final Conference WP6 M46 Final progress report

The above described organisational structure and decision-making mechanisms rely on an effective communication within the consortium. The communication strategy will be based on three pillars: the day-to-day communication, the web-based communication and the project meetings. The day-to-day communication between the partners will mainly take place by telephone and e-mail. The PM will actively stimulate and facilitate a smooth communication and interaction between all researchers involved in the project. The web-based communication will consist of an external, public website and an internal, password restricted web-based shared working environment (e.g. SharePoint-based). On the internal site all relevant project documents (reports, meeting minutes, presentations, etc.) will be posted and project members will have access to download and upload data and documents. The following project meetings will be organised:

Ø Kick-off meeting at the start of the project, in presence of all project members; Ø GA meetings, at least once a year; Ø EB meetings, at least 4 times a year, by telephone / Skype conference; Ø General technical progress meetings, at least 2 times a year; Ø WP meetings, whenever considered necessary for the progress of the WP; Ø Review meetings (to be organised by PM in agreement with the EC Project Officer), at the end of each

reporting period (12 or 18 months).


In order to obtain maximum efficiency, the various meetings will as much as possible be organised in conjunction, e.g. the GA, EB, review and general progress meetings will be as much as possible combined with the project events of WP3 and WP4. The reported organisational structure, together with the outlined communication approach, is expected to be highly appropriate to manage the DESIGNSCAPES project. Quality assurance All partners will perform their part of the work according to their internal quality control and assurance procedures, e.g. with respect to experimental procedures and review of reports. If necessary, quality issues will be on the agenda of the EB meetings, possibly resulting in preventive or corrective actions. The overall quality of the execution of the research programme is also controlled by the use of milestones and deliverables, and updated timetables within the project. The WP Leaders will regularly (at least monthly, e.g. by telephone conference) inform the PM on the detailed progress of the WP, on the status of milestones and deliverables, and on possible problems or delays. All deliverables have to be approved by the EB. The milestones will be assessed by the EB and, if appropriate, decisions or selections will be approved. Critical risks Although classic project management techniques aim at managing a project effectively under deterministic scenarios, projects often track into trouble even when well-planned and well-controlled methods are employed. A most common reason of any project failure is that often risks to the projects are not clearly identified and planned at an early stage and actions to manage these risks are not properly implemented. Therefore, the DESIGNSCAPES consortium needs to be consciously aware of potential risks to the success of their project and take early, effective actions to manage these risks. An effective risk management approach will be incorporated in the general management of the consortium significantly increasing the chances of success of the project. In view of the highly innovative character of the proposed research, several risks are identified that may occur during the implementation of the DESIGNSCAPES project. The most important risks are summarized in table 3.2b. The monitoring of these risks, and the reporting of new, as yet unidentified risks, will actually be a task of everyone involved in the associated part of the work plan. In the end it is the responsibility of the Executive Board to assess the possible occurrence of the risks, and to decide on the mitigation measures or, eventually, a modification of the work plan.

Table 3.2b: Critical risks for implementation Description of risk (level of likelihood: Low/Medium/High)

WP Proposed risk-mitigation measures

Ambiguity of roles and responsibilities within the project (Low)

All Action to prevent: clarification of roles and responsibilities during the formulation of the Consortium Agreement. Management of risk: Project kick-off and WP coordination meetings to clearly allocate roles and responsibilities.

No timely delivery or insufficient quality of deliverables (Medium)

All Action to prevent: DESIGNSCAPES consortium consists of experienced organizations complementing each other. The critical path in the project plan is designed in such a way that no timely delivery is critical for most of the activities. Management of risk: the quality of individual deliverables will be checked for approval by the project manager, and at least one other consortium member not involved in producing this deliverable. In case of doubt, the Coordinator will invite 2 external experts for a peer review.

Lack of interest 2 Action to prevent: We will facilitate potential participants to visit among social 3 workshops by making a targeted and interesting program that fit their innovators, 4 needs, by a dedicated invitation list and invitation strategy, and through stakeholders or making travel and subsistence costs available for them. policy makers to Management of risk: The invitation list will contain much more names participate in the than we can accommodate. If people cannot visit the workshops we DESIGNSCAPES events (Medium)

will invite substitutes from the same realm.

Lack of involvement 2 Action to prevent: We will actively engage with the participants and or continuity of 3 continuously will ask for their input. Facilitators are very skilled in involvement of 4 involving all participants as much as possible in the interactive


Participants (Low)

sessions. They will be invited and reminded. Furthermore they will receive regularly news from the project through the newsletter and website. Management of risk: The imbedded reflection will point at participants’ satisfaction level and if that becomes critical we can discuss the process with the participants to take adequate measures.

Involvement of other networks is too low to make the multiplication or dissemination strategy work (Medium)

6 Action to prevent: We will involve the other networks as much as possible in the planning of events and we will ask for their active support to invite their members. It is also possible to organise DESIGNSCAPES events (fi training) in the events that these other networks organise. Through active engagement we want to secure that they can benefit from the project as much as possible (as a reward for their involvement). Management of risk: During the project we will engage with many relevant networks, so we can engage with alternative networks in case some of the networks that we have on board will withdraw.

The community 3 Action to prevent: We will do everything that is possible to deliver the cannot sustain itself 5 community the capacities they need through training, tools and after the lifetime of 6 interactive workshops. We will continuously follow the development the project (Medium)

of the community in year 2 and 3 with the embedded reflection. Through this activity it will become clear whether the community has enough capacity to sustain itself. We can take appropriate measures to counter this if it will occur. Management of risk: If in year 3 the self-sustaining of the community appears to be uncertain or not feasible, we will start with an active search for an appropriate host of the community.

3.3 Consortium as a whole The DESIGNSCAPES consortium brings together respected researchers with a background in Design enabled Innovation in cities and urban contexts (TUD, AAU, SURREY, POLIMI, UVEG), expertise in stakeholder involvement, collaborative research and learning processes (TUD, POLIMI, SURREY, AAU), experience in linking practice, policy and research (TAVI, TUD, UVEG, AAU, SURREY, POLIMI), and with an extensive set of capacity building tools, instruments and methods (POLIMI, TUD, SURREY, TAVI), community building, communication and disseminating skills (ANCI, WC, SURREY…..). This complementarity makes the DESIGNSCAPES consortium particularly suited to coordinate and support the establishment of a Design enabled Innovation Community linking research and practice around Design enabled Innovation in urban settings. The team has been participating (or even had a leading role) in national and European research programs and projects covering all relevant domains of the proposal: SEISMIC, JPI Urban Europe, Interreg Europe, SI-DRIVE, ENGAGE2020, CASI, PSI-CONNECT, CRESSI, New Europe – Cities in Transition, My Neighbourhood – My City, Periphèria, SIMPACT and others (see Section 4.1). This past (and ongoing) performance makes the DESIGNSCAPES consortium highly experienced in the field of community and capacity building for urban Design enabled Innovation, and enables the DESIGNSCAPES consortium to create continuity to existing activities and networks. DESIGNSCAPES builds upon these networks and activities by expanding them in number of people involved, and deepens the collaboration practice, policy and research. POLIMI brings in hands-on experiences of grassroots initiatives and opens up local networks of grassroots initiatives, local facilitators, city authorities, policy makers and researchers. The partners of the DESIGNSCAPES consortium spans across 10 countries across Europe. This wide geographical coverage ensures that the DESIGNSCAPES project will address and include cities with highly differed socio-economic, spatial and governance conditions, and a diverse range of challenges and opportunities for Design enabled Innovation.


Figure 7: DESIGNSCAPES partners distribution across Europe The composition of the consortium reflects different roles in the development of this Technical and Financial Support Instrument. Partners representing or bringing in networks concerning Design enabled Innovation on local (city) national and international levels (SURREY, UVEG and POLIMI) provide entry points to an expanding international community on urban Design enabled Innovation, including civil society organizations, grassroots experiments, private actors, policy makers on all levels etc. Partners with a scientific background in Design enabled Innovation (TUD, AAU, and UVEG) provide a solid, evidence-based underpinning of the Design enabled Innovation community, including insight in the social, economic, and spatial impact of Design enabled Innovation on cities. Partners that dispose of tools, instruments and methods for capacity building (TUD, ANCI, AAU, SURREY) provide working methods that are applied, validated and developed by the DESIGNSCAPES community, contributing to the communities’ solidity, profoundness and effectivity in targeting urban challenges. Partners with a wide experience in community building, dissemination and communication (ANCI, SURREY, WC) contribute to the growth of the Design enabled Innovation community in size and scope. Though each partner thus brings in a specific set of expertise and a complementary role, a certain overlap between the partners exists as well, which is necessary to enable an effective collaboration on the joint activities in the DESIGNSCAPES project. Most of the partners in the DESIGNSCAPES consortium have been effectively cooperating before and are strongly committed to continue their collaboration in the DESIGNSCAPES project. Effective collaboration is also ensured by organizing the project in such a way that participants have a role in several WPs, thereby stimulating the transfer of knowledge and creating an atmosphere for innovative ideas. All DESIGNSCAPES partners are aware of the challenges and opportunities of urban Design enabled Innovation, and the necessity to build a community around urban Design enabled Innovation that brings together research, practice and policy. All partners are thus strongly committed to join forces for achieving the Project’s aims and objectives. Moreover, expanding the DESIGNSCAPES community will expand the local, national and international networks (and thus) markets of these partners too, the validation of existing tools, instruments and methods will increase the likelihood of their further exploitation, and the Design enabled Innovation Toolbox and Training Modules (including the self-training guide), and the City Snap Shot methodology will be ready-to-market products. Each partner thus has a stake in the effective implementation of the Project’s outcomes as well.


Table 3.3a Summary of Competences within the DESIGNSCAPES consortium Partner 1 2 3 4 5 6 7 8 9 10 11 12 Competence area and Domain know- how

AN

CI

TAV

I

TUD

AA

U

POLI

MI

RA

M

UV

EG

WC

AM

AV

E

SUR

REY

EGTC

BW

CO

N

Knowledge brokerage; integration of practice, policy and research X X X X X X

Information and awareness events, community building, communication and dissemination X X X X X X X X X X X X

Design enabled Innovation in cities and urban contexts X X X X X X X X

Expertise in stakeholder involvement, collaborative research and learning processes X X X X X X X

Capacity building tools, instruments and methods X X X X X X X

Experience in distributing and monitoring financial incentives to socioeconomic actors X X X X X Partners roles and responsibilities within the DESIGNSCAPES project The DESIGNSCAPES partners are highly committed to the tasks assigned to them. All the roles of the project management structure are assigned to lead scientists of the participating organizations. The following table details the commitments of individual partners in the project.

Table 3.3b: Partner’s responsibilities within the project Participant Role, Responsibilities and Contributions Nr Name 1 ANCI Project coordinator, lead of WP7 (project management) thereby responsible for the overall

progress and coherency of the project. Leader of T1.2, T2.3, T6.4, T7.1. Leader of the T3.1 and T3.2 with BWCON. Contributions to T1.3, T2.5, T3.3, T3.4, T4.1, T4.2, T4.2, T4.3, T4.5, T5.1, T5.2, T5.3, T6.2, T6.3, T6.5.

2 TAVI Lead of WP2 (DESIGNSCAPES Labs), responsible for the organization of the DESIGNSCAPES Lab in Budapest and for the coordination and T2.1, T2.2, T2.4, T2.5. Contributions to T1.2, T2.3, T3.2, T4.1, T4.3, T4.5, T5.1, T5.2, T5.3, T6.2, T6.3, T6.5.

3 TUD Lead of WP5 (Capacities to Enhance Design enabled Innovation). Responsible for T5.1, T5.3. Contributions to T1.1, T1.2, T2.3, T2.5, T3.2, T4.3, T4.5, T5.2, T5.4, T6.2,T6.3, T6.5.

4 AAU Responsible for task T4.3, T5.2, T5.4 and the coherency and interrelations between these tasks. Contributions to T1.1, T1.2, T1.3, T2.3, T2.5, T3.2, T4.4, T4.5, T5.1, T5.3, T6.3, T6.5.

5 POLIMI Lead of WP1 (City Snap Shot). Responsible for T1.1, T1.3, T1.4, T3.3, T4.1. Leader of T6.5 together with SURREY. Contributions to T1.2, T2.3, T2.5, T3.2, T3.4, T4.2, T4.3, T4.4, T4.5, T5.1, T5.2, T5.3, T6.3, T6.4.

6 RAM Contributions to T1.2, T2.3, T2.5, T3.2, T4.3, T4.5, T5.2, T5.3, T6.3, T6.5.

7 UVEG Lead of WP4 (Policies to Enhance Design Enabled Innovation). Responsible for T4.2, and T4.5. Contributions to T1.1, T1.2, T2.3, T2.5, T3.2, T4.1, T4.3, T4.4, T5.1, T5.2, T5.3, T5.4, T6.1, T6.2, T6.5.

8 WC Lead of WP6 (Dissemination and Communication). Responsible for T4.4, T6.1, T6.3. WC leads T6.2 with AAU and SURREY. T2.3, T3.4, T4.4, T6.1, T6.2, T6.3, T6.4. Contribute to T1.2, T2.3, T2.5, T3.2, T4.3, T4.5, T5.1, T5.2, T5.3, T6.5. 9 AMAVE Contributions to T1.2, T2.3, T2.5, T3.2, T4.3, T4.5, T5.2, T5.3, T6.1, T6.3, T6.5.

10 SURREY Lead T3.4 and T7.2. Co-lead of Task 6.5 with POLIMI. Contributions to T1.1, T1.2, T2.3, T2.5, T3.2, T4.1, T4.3, T4.5, T5.1, T5.2, T5.3, T5.4, T6.1, T6.3, T6.4.

11 EGTC Contributes to T1.2, T2.3, T2.5, T3.2, T4.3, T4.5, T5.2, T5.3, T6.1, T6.3, T6.5. 12 BWCON Leader of WP3. Lead T3.1 and T3.2 with ANCI. Contributes to T1.2, T2.3, T2.5, T3.3, T3.4,

T4.3, T4.5, T5.1, T5.2, T5.3, T6.2, T6.3, T6.5.


S&T Coordination The scientific partners of the DESIGNSCAPES project include highly experienced organisations in all aspects of coordination of these types of projects, both from a scientific and from an administrative point of view, and have an impressive track record of FP and H2020 projects within the domain of Design enabled Innovation, urban development and capacity building / knowledge brokerage (such as PSI-CONNECT, ARCH, BRAINPOOL). In addition, several of the lead scientists and principal investigators within the DESIGNSCAPES consortium have experience in coordinating EU projects and, thus, are familiar with the procedures, the tasks, and the management and reporting requirements of such projects. All partners are experienced in working in EU projects, and all the lead scientists have worked in more than one EU project. This experience will be beneficial for the cooperation within the DESIGNSCAPES project and for a smooth implementation of the project. Financial coordination ANCI has several decades of experience in administrating and coordinating EU and other publicly funded projects. It provides support in the proposal phase for project coordinators, including consulting, budget calculations, preparation of proposal part A, and ECAS uploads. During project execution, the administration takes care of most aspects of financial management, prepares financial statements, and conducts related communication with the EU. Third Party Support In the DESIGNSCAPES project budget breakdown, an amount of € 1.500.000 is reserved for third party’s financial support in the context of the Open Call. This specifically asks for supporting grassroots experiments in Design enabled Innovation, which may represent individual actors or large communities in their respective environments. To simplify the approach, the De Minimis Rule will be uniformly applied to all beneficiaries. This is compliant with the EU regulations regarding private and profitable undertakings, and conservative enough for the public and not for profit undertakings to wipe away any doubt or concern on the eligibility of related expenses – also in light of the relative modesty of the individual awards. Certificates on the Financial Statements The Certificates on the Financial Statements required by the Grant Agreement will be conducted as services for all partners that fulfil the conditions for such auditing. Other countries The DESIGNSCAPES consortium does not include partners from “other countries”. Additional partners In the planning of the DESIGNSCAPES program of work, no provisions for additional partners have been made. 3.4 Resources to be committed The Project has a total budget of €3.974.936,25 equal to the requested grant. The diagram highlights the distribution of budgeted resources per major cost categories at the level of the whole consortium. For ease of appreciation, the budget set aside for travel and accommodation has been kept distinct from other direct costs, which are also mostly related to the preparation of the project’s communication material, including the organization of the 2 Policy Forums and the final conference. In addition, the academic partners have allocated a global amount of € 18.000,00 to fulfil the requirements of Gold Open Access for the project’s scientific publications.

Figure 8: Budget allocation per cost category

As one can see from the diagram, Staff costs represent 43% of the budget. They have been determined by


each consortium member according to their contractual agreements in place with both employees and in-house consultants. Staff time commitment is specified in Table 3.4a below. Each organisation has developed a plan for staff involvement in the project in line with leadership and participatory roles in each work package. Details on distribution of budget are available. No subcontracting is foreseen in this project, nor are any equipment purchases foreseen. However, a significant amount of budget (€ 1.500.000,00) has been set aside for the Open Call as Third Party Support and this represents 38% of the total project budget. For a matter of simplicity, this is totally attributed to the coordinating organization ANCI, which is the only one to exceed the rule (below 15% of Staff) dispensing from a detailed justification of the Other Cost allocations (therefore, see Table 3.4b below). Each partner has expressed willingness to support the research activities with non-financial contributions. In particular, this means the engagement of the permanent staff and support of the participating public sector institutions in attending the training sessions and carrying forward the monitoring of funded participants by the Open Call. Logistical resources and computing equipment will be also provided by the current organisations of the project participants. The expected distribution of the project budget per participant country (excluding Third Party Support) can be depicted as per the following histogram:

Figure 8: Budget allocation per country

Italy and UK, with two project partners each, hold 21,4% and 17,7% of the total budget, respectively; they are followed by Germany and The Netherlands, with 12,8% and 12,5% respectively. Taken together, these four countries keep about two thirds of the total project resources. Then follow at some distance Denmark and France, with 8,9% and 8,7%, then Portugal with 5,1% and finally Greece, Spain and Bulgaria with 4,7% (the first two) and 3,5% (the third one). There are no other major costs in addition to the costs indicated herein. Therefore, no additional resources need to be committed.

3.4.1 Summary of staff effort The project allocates 348,5 person-months. The following table indicates the number of person/months over the whole duration of the planned work, for each work package, for each participant. The leader for each WP is identified by showing the relevant person-month figure in bold.


Table 3.4a: Summary of staff effort

WP1 WP2 WP3 WP4 WP5 WP6 WP7 Total Person/ Months per Participant

1 ANCI 3,0 4,0 8,0 3,0 3,0 5,0 13,0 39,0 2 TAVI 0,0 16,0 0,0 3,0 3,0 2,0 1,0 25,0 3 TUD 3,0 2,0 4,0 2,0 12,0 3,0 2,0 28,0 4 AAU 4,0 2,0 4,0 3,0 6,0 4,0 2,0 25,0 5 POLIMI 12,0 3,0 6,0 5,0 3,0 4,0 2,0 35,0 6 RAM 12,0 12,0 16,0 4,0 4,0 2,0 1,0 51,0 7 UVEG 3,0 2,0 4,0 6,0 4,0 3,0 2,0 24,0 8 WC 3,0 2,0 1,0 4,0 3,0 7,0 2,0 22,0 9 AMAVE 6,0 6,0 8,0 2,0 2,0 2,0 1,0 27,0 10 SURREY 1,0 1,0 3,0 3,0 2,0 5,0 2,5 17,5 11 EGTC 6,0 6,0 8,0 2,0 2,0 2,0 1,0 27,0 12 BWCON 5,0 3,0 10,0 2,0 3,0 3,0 2,0 28,0 Total Person /Months per WP 58,0 59,0 72,0 39,0 47,0 42,0 31,5

348,5

There is a relatively even spread of efforts across partners, with comparably higher figures for the Bulgarian partner (the one with the lowest person month rate) and for the coordinating organisation ANCI, also involved in some of the experimentations with local urban communities. The major time effort is connected to WP3 (Technical and Financial Support Instrument) followed by WP2 (DESIGNSCAPES Framework) and WP1 (City Snap Shot), both also including activities with the four target communities in Bulgaria, Greece, Italy and Portugal. Another important contribution comes from WP5 (Capacities for Design enabled Innovation in Urban Environments) followed by WP6 (Communication and Dissemination) and WP4 (Policies for Design enabled Innovation in Urban Environments).

3.4.2 Other direct cost items The table below has been completed for the whole consortium, to show the global amount and distribution of major direct cost items, as well as for Participant 1 (ANCI) and shows the breakdown of the costs for ‘travel’, ‘other goods and services’ and ‘third party support’, including their justification.

Table 3.4b ‘Other direct cost’ items (travel, goods and services, third party support) - ANCI Participant 1. ANCI Cost (€) Justification Travel 20.000 Personnel travel expenses for project meetings, events, policy fora

and final conference Other goods and services 10.000

10.000 Room renting, logistic and catering services for the final conference Travel expenses for Advisory Board

Third party support 1.500.000 Budget set aside for the Open Call

Total 1.540.000

Table 3.4b ‘Other direct cost’ items (travel, goods and services, third party support) – whole project Whole Consortium Cost (€) Justification Travel 182.000 Personnel travel expenses for project meetings, events, policy fora

and final conference Other goods and services 10.000

8.000 24.000 20.000 18.000

Room renting, logistic and catering services for the final conference Room renting, logistic and catering services for the Policy Fora Raw dissemination costs (graphic design, printing, etc.) Travel expenses for Advisory Board Provisions for Open Access

Third party support 1.500.000 Budget set aside for the Open Call

Total 1.762.000


References Abbasi, M., Stergioulas K.L., Vassilopoulou P., Smith C. (2014) Use of creative tools, technologies, processes and practices in the sectors of Art, Design, and Architecture: State-of the-Art and desired future scenarios, paper presented at the DHRA conference, London, September 2014. Appadurai, A. (2004) The Capacity to Aspire. Culture and the Terms of Recognition. In: Vijayendra Rao & Michael Walton (eds.) Culture and Public Action. Stanford: Stanford University Press, pp. 59-84. Asheim B.T., Coenen L., Vang J. (2007) Face-to-face, buzz and knowledge bases: socio-spatial implications for learning, innovation and innovation policy. Environment and Planning C: Government and Policy, 25, pp. 655-670. BEPA (2014) Social Innovation: A Decade of Changes. Publications Office of the European Union, Luxembourg, ISBN 978-92-79-39417-1; doi:10.2796/27161 Christensen C. (1997) The Innovator’s Dilemma. When New Technologies Cause Great Firms to Fail. Harvard Business Review Press. Christensen C., Raynor M. (2003) The Innovator’s Solution: Creating and Sustaining Successful Growth. Harvard Business Review Press. Duranton G., Puga D. (2001) Nursery cities: urban diversity, process innovation and the life cycle of products. American Economic Review, 91, pp. 1454-1477. Dvir R., Pasher E. (2004) Innovation Engines for Knowledge cities: an innovation ecology perspective. Journal of Knowledge Management, 8(5), pp. 16-27. European Commission (2016) Blueprint for cities and regions as launch pads for digital transformation. Report from the Strategic Policy Forum on Digital Entrepreneurship established by DG Internal Market, Industry, Entrepreneurship and SMEs. Florida R. (2004) Cities and the Creative Class. Routledge, London-New York. Foss N.J., Laursen K., Pedersen T. (2011) Linking Customer Interaction and Innovation: The Mediating Role of New Organizational Practices. Organization Science, 22, pp. 980 – 999. Georghiou, L. (2004) Evaluation of behavioural additionality. Concept paper. Innovation Science and Technology IWT Observatory, 48, 7-22. Guba, E. G., Lincoln, Y. S. (1989) Fourth generation evaluation. Sage Publications Ltd. Hawkes, J. (2001) The fourth pillar of sustainability: Culture's essential role in public planning. Common Ground. Hobcrafts P. (2011). The New Extended Innovation Funnel. Online: https://paul4innovating.com/2011/04/13/the-new-extended-innovation-funnel/ Jacobs J. (1969) The Economy of Cities. Vintage, New York. Karvonen A., van Heur B. (2014) Urban Laboratories: Experiments in Reworking Cities. Int J Urban Reg Res, 38, pp. 379–392. Kemmis, S., McTaggart, R. (2005) Participatory Action Research: Communicative Action and the Public Sphere. Sage Publications Ltd. Khanna A., Khanna P. (2015) Generative cities: innovative, sustainable, inclusive. In Araya D. (ed.) Smart Cities as Democratic Ecologies. Palgrave Macmillan, UK, pp- 35-42. Lee N., Rodriguez-Pose A. (2014) Creativity, cities, innovation. Environment and planning A, 46, pp. 1139-1159. Love J.H., Roper S. (2009) Organizing the Innovation Process: Complementarities in Innovation Networking. Industry and Innovation, 16(3), pp. 273-290. Manzini, E. (2015) Design, when Everybody Designs, Cambridge, Massachusetts, London, England, MIT Press. Manzini, E., Staszowski, E. (2013) Public and Collaborative: Exploring the Intersection of Design, Social Innovation and Public Policy. DESIS. Morelli, N. (2015) Challenges in Designing and Scaling up Community Services. The Design Journal, 18, pp. 269-290. Mulgan, G., Puttick, R., Breakspear, S. (2014) From Good Intentions To Real Impact. NESTA Working Paper. Pawson, R., Tilley, N. (1997) Realistic evaluation. Sage Publications Ltd. Pratt A.C. (2008) Creative cities: the cultural industries and the creative class. Geografiska Annaler: Routledge P. (2008) Acting in the network: ANT and the politics of generating Associations. Environment and Planning D: Society and Space, 26, pp. 199-217. Sen A. (1999) Development as Freedom. Oxford University Press. Sostenuto project (2012) Culture as a Factor for Economic and Social Innovation. University of Valencia. Stam E., de Jong P.J., Marlet G. (2008) Creative industries in the Netherlands: structure, development, innovativeness and effects on urban growth. Geografiska Annaler: Series B, Human Geography, 90, pp. 119-132. Stolarick K., Florida R. (2006) Creativity, connections and innovation: a study of linkages in the Montreal region. Environment and Planning A, 38, pp.1799-1817. Therrien P. (2005) City and innovation: different size, different strategy. European Planning Studies, 13, pp. 853–877. Verganti R. (2009) Design driven innovation: Changing the rules of competition by radically innovating what things mean. Harvard Business Press. Verilhac I. (2011) LUPI – innovative uses and practices lab, core of Design Creative City Lab. In Thoben K.-D., Stich V., Imtiaz A. (eds.) Proceedings of the 17th International Conference on Concurrent Enterprising (ICE2011), pp. 1-7.


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Section 4: Members of the consortium 4.1. Participants 4.1.1. Associazione Nazionale Comuni Italiani Toscana (ANCI)

The Association of Municipalities of Tuscany, ANCI Tuscany (www.ancitoscana.it), is a non-profit association established to achieve the system of local and regional Tuscan autonomies founded on the principles of freedom, democracy and citizen participation. ANCI Tuscany represents 269 Municipalities (99% of the Tuscan Municipalities and 98% of total population) and constitutes the regional branch of the National Association of Italian Municipalities that represents 7318 Italian Municipalities (90% of the Italian population). The Association's main aim is the promotion and strengthening of institutional, regulatory, financial and organizational autonomy of municipalities and other Tuscan autonomies derived by the municipalities through continuous action aimed at promoting and supporting the effective implementation of the principles established by the Constitution of the Republic, the Statute of the Tuscany Region and European Charter of Local Autonomies. The Association, in particular, represents the system of Tuscan municipalities, promotes development and growth of local autonomies system, protects and represents its interests, even in relations with other institutions and administrations, with economic, political, and social organizations at regional context. The Association takes care of the collection, analysis and dissemination of data and information concerning Tuscan municipalities and delivers support, technical assistance and provision of services to Tuscan municipalities. It promotes the coordination of activities of municipalities and associated bodies and organizational integration in areas where it can achieve the same levels of greater efficiency, effectiveness and economy, the decentralization of the functions of public interest at every level in a logic of institutional subsidiarity and simplification of administrative procedures, forms of coordination among the entities associated at level of territorial areas and on specific thematic needs. Thank to its high experience designing, managing and implementing EU projects and its high-skilled staff, ANCI Tuscany is very active in the field of EU funded projects, both as Lead Partner that Partner. Through its subsidiary company, Anci Innovazione, ANCI Tuscany supports local public administrations in the management of innovation at technical and organizational level alongside the Tuscany Region and other Italian public administrations in the realization of innovative projects and services to citizens. It participates and supports proactively initiatives related to the Europe 2020 strategic pillars and in particular to the Digital Agenda at a regional, national and European level. Key personnel Elena Conti (female) graduated in Mathematics at the University of Florence (IT), she has nearly 20 years of experience in coordination and management of issues concerning local authorities. She has covered the most important roles within the municipalities such as general director, project


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manager and legal representative with tasks including supervision of the management of the municipality; coordination of the activities of municipality and its staff, drafting of main programming acts of the municipality as well as of main instruments of the organization, coordination of personnel. From 2009 she is responsible of training and production area at ANCI Tuscany as well as responsible for several EU funded projects. Recent project coordination tasks include:

- Interreg Italy - France Maritime, Project ADAPT (Lead Partner) – developing municipal adaptation strategies in 5 EU Regions (2016-2019)

- Interreg Italy - France Maritime, Project Proterina Evolution (Partner) – developing interregional adaptation and strategies regarding flood risks in 5 EU Regions (2016-2019)

- Interreg Italy - France Maritime, Project Intense (Partner) – developing interregional sustainable transport’s strategies Sustainable transport (2016-2019)

- Intelligent Energy Europe - ZEMedS Project (Partner) - renovation of schools in a Mediterranean climate to be nearly Zero-Energy Buildings (nZEB) (2013-2016)

- Interreg IVA Italy - France Maritime, Project UCAT (Lead Partner) – creation of integrated urban services through a cross – border network of municipalities (2010-2013)

- Interreg IVA Italy - France Maritime, Project UCAT NETWORK (Lead Partner) - development of an ITC infrastructure for the knowledge management on the public services (2012-2015)

- Interreg IVA Italy - France Maritime, Strategic Project PORTI (Lead Partner) - coordination of the project in which ANCI has the leadership of the System Action; supporting local authorities in the development of a common strategy for the city-port integration (2012-2015)

Besnik Mehmeti (male) after being graduated in Political Sciences (2003) at the University of Florence, he obtained a Master degree in European Studies (2004). He has developed a 10 years experience on the management of EU funded projects, specializing in the fields of cultural and creative industries and local development. He is experienced both as project and financial manager. In the last years, he has broadened his experience and know-how on issues related to the capacitybuilding and empowerment of local authorities in the participation and management of EU funded projects. Recent project coordination tasks include:

- Interreg Europe, Project SPEED UP (Partner) - to trigger policy change in 8 partners' regions improving the implementation of the policy instruments under Structural Funds programmes dedicated to support of entrepreneurship, in particular concerning business incubation (2016-2020)

- H2020, Project TCBL (Lead Partner) – testing evolutionary-driven co-design, dynamic optimisation and deployment of business models in the Textiles & Clothing (T&C) industry (2015-2019)

- EIF CA, Project IPARTICIPATE (Lead Partner) - Participation of the third country nationals at the democratic life at local level (2013 - 2015)

- PO MED Project CreativeMED (Lead Partner) - models of development and smart specialisation in the Mediterranean (2013-2014)

- Interreg IVC Project INNOCRAFTS (Partner) - Innovation policies in the crafts sector (2012-2014).

Lorena Vidas (female) graduated in Economics at the University of Rijeka (HR), she has more


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than 8 years of experience in the management and coordination of EU funded projects in the fields of local development, creative and cultural industries and SME innovation. She is experienced both as project and communication manager. Recent project coordination tasks include:

- Interreg Europe, Project SPEED UP (Partner) - to trigger policy change in 8 partners' regions improving the implementation of the policy instruments under Structural Funds programmes dedicated to support of entrepreneurship, in particular concerning business incubation (2016-2020) Intelligent Energy Europe - ZEMedS Project (Partner) - renovation of schools in a Mediterranean climate to be nearly Zero-Energy Buildings (nZEB) (2013-2016)

- H2020, Project TCBL (Lead Partner) – testing evolutionary-driven co-design, dynamic optimisation and deployment of business models in the Textiles & Clothing (T&C) industry (2015-2019)

- PO MED Project CreativeMED (Lead Partner) - models of development and smart specialisation in the Mediterranean (2013-2014)

- Interreg IVC Project INNOCRAFTS (Partner) - Innovation policies in the crafts sector (2012-2014)

Francesco Molinari (male), graduated in Economic and Social Disciplines at Bocconi University in Italy (1990) and specialised in Public Management (MA, MSc) at the University of Siena (2005, 2007). His academic background includes a position of research associate at Politecnico di Milano and of visiting professor on innovation and entrepreneurship at the Business School of the University of Ulster, Belfast. As a free-lance consultant and project manager he has worked for about 15 years with several public and private organizations in Europe, including clients from Belgium, Cyprus, Denmark, Greece, Israel, Italy, Portugal, Slovenia and the UK – as well as international organisations like FAO. For the European Commission, DG CONNECT and DG RESEARCH, he has led or contributed to various study teams on the European university system, Living Labs, and the impact of EU funded ICT research and development on national and regional systems of innovation. In 2009 he was part of the team of independent evaluators of the i2010 programme on the next-generation broadband theme and in 2012 contributed to the drafting of the “Horizon 2020 Italy” action plan. He has been part of State Region working groups on multi stage procurement and smart specialisation for the Italian Ministries of Economic Development and Education & Research in 2010-2014. Relevant publications

- Porto il Futuro in Città. Dall’esperienza del Progetto PORTI al futuro delle Città Portuali dell’Alto Tirreno (Bringing the Future into the city. From PORTI’s experience to the future of Port Cities in the Northern Tyrrhenian Sea). Within the PORTI Project funded by the cross-border cooperation operational Programme Italy –France Maritime 2007-2013, 4 major ‘Think Tank’ sessions were organized in 4 EU Regions using the scenario planning methodology to ascertain the local population and stakeholders’ view of the future of their ports and coastal cities, with the cohesion and engagement between the port cities of the North Tyrrhenian Sea area as a main focus. The participants focused on how the decisions made by urban planners would mobilise tourism, cultural heritage, socio-economics and the management of the territories, in the city ports. The nature of the future think tank workshop enabled participants to ascertain the plausible scenarios for their region and port cities, and explore the initiatives and priority actions that were needed to be taken in order to achieve their preferred future.


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Relevant projects

- PORTI – The project was focused on the improvement of the integration between the ports and cities through innovative urban strategies and policies. ANCI Toscana was partner of the project.

- UCAT NETWORK (http://www.ucatnw.eu/) - The main objective of the project was the development of an ITC infrastructure for the knowledge management on the public services. ANCI Toscana was lead partner.

- SPEED UP (www.interregeurope.eu/speedup/) - The project was aiming to improve the implementation of the policy instruments under Structural Funds programmes dedicated to support of entrepreneurship, in particular concerning business incubation. ANCI Toscana was partner of the project.

Infrastructure/Technical equipment ANCI Toscana has many infrastructures that can sustain the project. In particular it has many computer and multimedia lab for training and videoconferences. Role in the project ANCI is leader for WP7. ANCI is responsible for Task 1.2, Task 2.3, Task 6.4, Task 7.1. ANCI leads Task 3.1 and Task 3.2 with BWCON. ANCI contributes to Task 1.3, Task 2.5, Task 3.3, Task 3.4, Task 4.1, Task 4.2, Task 4.3, Task 4.5, Task 5.1, Task 5.2, Task 5.3, Task 6.2, Task 6.3, Task 6.5. 4.1.2. Tavistock Institute of Human Relations

The Tavistock Institute of Human Relations (TIHR) is a social science research, consultancy and training organisation that applies social science ideas and methods to problems of policy and practice, change and innovation, and organisational design. A distinctive feature of the Institute’s work is its focus on social, organisational and policy dynamics through action research, formative evaluation, cross-national research, consultancy, and leadership and management training all in service of supporting sustainable change and ongoing learning. What distinguishes the Tavistock Institute is its integrated research and consultancy practice; its action orientated research, and knowledge based change and development consultancy. The Institute is particularly known for its expertise in action research, systems thinking, and political and human dynamics. A particular strength of the Institute’s work is a commitment to the utilisation and implementation of research findings particularly focused in the areas of employment policies, education and training, learning, technology development, partnerships, social capital, local & regional development, and health & social welfare.


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Key personnel Dr Joe Cullen (male), Principal Associate and Director, Arcola Research. Joe Cullen studied Social Sciences at the Universities of Durham, Dundee, Cambridge and Birkbeck College, London, obtaining an M.A., PhD and Dip. Psych. He spent some years as an academic, at the Universities of Cambridge, Loughborough, Leeds, London Metropolitan and the Open University, teaching social sciences and research methods. He worked as a freelance consultant before taking up a post as Principal Researcher and Academic Dean at the Tavistock Institute, London, where he also served as a member of the Editorial Board of ‘Human Relations’. He is currently Director of Arcola Research, Principal Associate, the Tavistock Institute, and Board member, MENON Network, Brussels. Dr Cullen has been co-ordinator/project manager of a wide range of research, evaluation and RTD projects, covering learning, health, inclusion, technology and social policy including working with people affected by HIV/AIDS, in offending prevention and rehabilitation, youth work, drugs, ‘science and society’ programmes, ‘Web 2.0’, multilingualism and cultural diversity; mental health; violent extremism. He has carried out over 100 research and evaluation assignments, including evaluations of major EU initiatives. Dr Kerstin Junge (female) is a principal researcher and consultant at the Tavistock Institute of Human Relations (TIHR) with overall responsibility for leading the Institute’s European workstream. Since completing her PhD in European Politics on the topic of differentiated European integration she has gained nine years’ experience in comparative social research and evaluation, focusing on European, national and local programmes in the areas of information society, education and skills, and social inclusion and employment. A number of recent projects have addressed questions of social use of technology. For instance, was a core member of a study for DG INFSO which mapped digital inclusion policies and initiatives in the EU member states, contributed to a study for DG INFSO on citizen-centric eGovernment and managed an evaluation of Virtual Research Environments funded by the Joint Information Systems Council (JISC) in the UK. Kerstin is currently working on a process evaluation looking at factors supporting the replication of successful social policy interventions. An experienced researcher, Kerstin has used a wide range of qualitative research methods (including literature reviews, case studies, structured and semi-structured face-to-face and telephone interviews, workshops, observations) and is skilled at designing and facilitating workshops and action learning sets. Relevant publications - Junge, K et al. (2011). Developing logics of intervention and related common indicators for the

next ESF programming period, European Commission (DG EMPL). - Hills, D and Junge, K (2010). Guidance for transport impact evaluations. Choosing an evaluation

approach to achieve better attribution, prepared for Department for Transport Maguire, S. and Spielhofer, T. Youth Transitions: Exploring the Reality of Young People in Jobs Without Training (JWT). Sociological Research Online.

- Cullen, J (2011) Mirrors and memes: why education needs a radical new agenda, e-Book, Interdidactica Conference, Sao Paulo, May 2011

- Cullen, J, C Cullen, D Hayward and V Maes (2009) Good Practices for Learning 2.0: Promoting Inclusion. An Indepth Study of Eight Learning 2.0 Cases, European Commission, Institute for Prospective Technological Studies, Luxembourg: Office for Official Publications of the European Communities

- Cullen, J (2006) Making sense of information: empowerment and dependency (with S Cohen) in


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New Technologies in Health care’, ed. A Webster, Palgrave, Basingstoke, 2006 Relevant projects

- EmerGent (Emergency Management in Social Media Generation) - Funded under the FP7 ‘Security’ Programme. Started in March 2014 the project aims to develop Guidelines and tools to increase collaboration be-tween emergency services and citizens, by devel-oping new social media apps and data mining techniques. Work package leader WP2 – Impact Assessment. Work package 7 – Development of Ethical systems and tools. TAVI was Work Package leader, WP2 (Impact Assessment) and WP7 (DeveloPment of Ethical systems and tools).

- IGUANA (Improving school governance sysTems - www.iguanaproject.eu) - Funded under the EC Lifelong Learning Programme (December 2013), the project is developing a learn-ing programme including self-assessment tools to support schools to overcome ‘stuckness’ and de-velop Innovation Plans. TAVI was Responsible for state of the art research, development of self-assessment tools and content modules

- Carer+ (www.carerplus.eu) - Funded under the EC PSP programme (2011-2014), Carer+ is developing and testing ‘smart networked objects’ to improve the quality of care provided to older people at home. These technologies include : the ‘Li1’ device : a ‘communication box’ designed specifically for older people with little or no experience of using computers and similar tools; the ‘webnapperon’, connecting care receivers to digital social networks and including an RFID ‘tag reader’; Internet Tablet applications running on Apple iOS or Google Android. Dr Joe Cullen was responsible for developing the evaluation methodology and Handbook, including the impacts assessment.

- MATEL (Mapping and Analysing Technologies for Learning) - This study was commissioned by the EC’s Institute for Prospective Technological Studies (IPTS - 2011-12). The main aim of the study was to provide key stake-holders working in the field of youth, ICTs and so-cial exclusion with evidence-based knowledge about the socio-economic benefits that the use of ICT through well designed initiatives can bring to disadvantaged young people or at risk of exclusion, and to the intermediaries working with them. TAVI was responsible for Research on drivers shaping future learning strategies.

- Mapping and Assessing the impact of ICT-based initiatives for the socio-economic inclusion of young people at risk of exclusion - This study was commissioned by the EC’s Institute for Prospective Technological Studies (IPTS, 2010). The main aim of the study was to provide key stake-holders working in the field of youth, ICTs and so-cial exclusion with evidence-based knowledge about the socio-economic benefits that the use of ICT through well designed initiatives can bring to disadvantaged young people or at risk of exclusion, and to the intermediaries working with them. Dr Joe Cullen was responsible for the research design, management, production of project outputs.

- Timely Information for Citizens - Evaluation of local pilots of innovative methods of providing timely information to citizens (TIC pilots) carried out for the Department of Communities and Local Government (UK). This research evaluat-ed the different methods for communicating time-ly information to citizens arising from the Timely Information for Citizens (TIC) programme, examin-ing what works and in which circumstances (2009-2010). TAVI was responsible for research design, co-ordination, production of project outputs.


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Infrastructure/Technical equipment TAVI has expertise and tools in evaluation and research approaches; organisational design and consultancy. Skills base in political science, sociology, psychology, anthropology, psychotherapy, and organisational studies. Role in the project TAVI is WP leader for WP2. TAVI is responsible for Task 2.1, Task 2.2, Task 2.4, Task 2.5. TAVI contributes to Task 1.2, Task 2.3, Task 3.2, Task 4.1, Task 4.3, Task 4.5, Task 5.1, Task 5.2, Task 5.3, Task 6.2, Task 6.3, Task 6.5. 4.1.3. Delft University of Technology, Department of Industrial Design

Delft University of Technology (TU Delft), founded in 1842, is the oldest, largest and most comprehensive university of technology in The Netherlands. It offers a wide variety of education in Science, Engineering and Design. A total of 16,000 students are enrolled in one of its 14 bachelor programs (10,500 students) or in one of its 41 master programs (5500 students) including several Erasmus Mundus Masters. The Faculty of Industrial Design Engineering is world-leading in design education and research, integrating design knowledge about people, technology and business into solutions that are desirable, feasible and viable. The Faculty consists of 25 full Professors, 120 faculty members, 120 PhD students and about 2000 Bachelor and Master students. At IDE we believe that by creating insights into people and society, and by developing foresights on how technology can improve our future, we enable designers to be inspirational yet realistic leaders that can move the needle towards a better future. The Department of Industrial Design (ID) is recognised as an international leader in design research and was ranked as excellent by an international review panel in 2015. Research and education in ID is clustered in research groups focusing on subjects such as prototyping in design thinking, future interactions, and social design. The department houses the ID-StudioLab, a unique interdisciplinary design research community that includes staff from all research groups and facilitates design-driven research and education. Key personnel Ingrid Mulder (female) is an expert in transformative and social design. As part of her previous readership in Rotterdam, she has initiated the first Fablab in Rotterdam as well as the Rotterdam Open Data movement. She also founded Creating010, a trans-disciplinary design-inclusive research centre enabling citizens, students, and creative industry making the future of Rotterdam. Since 2007 she chairs the research program Meaningful Design in the Connected City, which connects research


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and education in both Delft and Rotterdam. Her background is in Policy and Organization Sciences (MA, University of Tilburg) and Behavioral Sciences (PhD, University of Twente). In 2005, she headed the evaluation of the first Dutch living lab, “Kenniswijk”, currently known as Brainport Eindhoven. Ever since, she has been involved in the interplay between top-down policy and planning with bottom- up participatory innovation. As an expert for the European Commission on Internet of Things and Smart Cities, she advocates participatory bottom-up innovation as a means to empower people in driving social change. Emma Puerari (female) is a PostDoc Researcher at the Faculty of Industrial Design of the Delft University of Technology. She is working on the “Participatory City Making” project that will be developed in collaboration between TU Delft and DRIFT (https://www.drift.eur.nl). Such project explores how the active interplay between new coalitions and partnerships between different stakeholders work in participatory city making aiming to combine both top-down and bottom-up initiative and actions. She obtained a PhD in Territorial Design and Government at the Department of Architecture and Urban Studies of Politecnico di Milano. She is an Architect by education. During the three years of her PhD, her research has been mainly developed around the field of governance models and their interplay with the innovation of urban public services. The relevance of these processes and their potentials in fostering, enabling and driving systemic changes at the urban scale is still at the heart of her research activities. She attended the course “European Module in Spatial Development Planning” at the Katholieke Universiteit Leuven (BE). She did a period of stage to develop her research at UDSU, Strathclyde University (UK). She has been member of research groups of Politecnico di Milano that worked on the European Projects MyNeighbourhood (CIP PSP Grant Agreement no. 325227) and Periphèria (CIP PSP Grant Agreement no. 271015). She was the manager, for DAStU, Polimi, of the Italian pilot of the European Project Erasmus+ CPIP (http://www.cpip-planningwithcommunities.eu). Relevant publications - Hepworth, J., Mulder, I., Kleinsmann, M. (2016). Design for Liveability: Connecting Local

Stakeholders as Co-creative Partnerships. In: Proceedings of ServDes 2016, service design geographies, 24-26 May 2016, Copenhagen, pp. 292-303. Available online: http://www.ep.liu.se/ecp/125/024/ecp16125024.pdf

- Mulder, I. & Loorbach, D. (2016). Rethinking Design: Transition Design as a critical perspective to embrace societal challenges. In: Draft Position Papers Transition Design Symposium 2016: Can Design Catalyse the Great Transition? 17-19 June 2016, Totnes, Devon UK.

- Mulder, I. (2015). Opening Up: Towards a Sociable Smart City. In: M. Foth, M. Brynskov and T. Ojala (eds.). Citizen’s right to the digital city: Urban interfaces, activism, and placemaking (pp. 161-173), Springer. Available online: http://link.springer.com/book/10.1007%2F978-981-287-919-6

- Puerari, E., Concilio, G., Longo, A. Knowledge co-creation for urban services innovation. In Carlucci, D., Spender, JC, Schiuma, G. (eds.), (2014). Knowledge and Management Models for Sustainable Growth. Proceedings of the 9th International Forum on Knowledge Asset Dynamics, Matera, Italy, 12th-14th June 2013. Emerald Publishing Ltd. Pp. 1628-1647.

- Puerari, E. Emerging governance models in the Innovation of Urban Services: Risks and Opportunities. In Macoun, M., Maier, K. (eds.) (2015). Definite space – Fuzzy Responsibility. Book of Proceedings of the AESOP Annual Congress, Prague, Czech Republic 13th-16th July 2015. Pp. 518-528.


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Relevant projects

- Participatory City Making (STW-RtD) - Ingrid Mulder is principal investigator for the project Participatory City Making, on which Emma Puerari is involved as lead researcher. The project considers the collaborative construction of new visions through small-scale experimenting as a way of triggering a process of broader change and transformation. The project elaborates upon the foundational project CRISP PSS-101 (NWO) Ingrid Mulder lead in 2011-2015, which developed methods and tools to improve the understanding of the networked nature of PSS development.

- Creative Industry Scientific Programme (CRISP - www.crispplatform.nl) - CRISP PSS-101 was a foundational project in the 20 million-budget project, which ended in June 2015, and aimed at consolidating the leadership and growth of the Dutch Design Sector and Creative Industries by design of Product Service Systems and by generating and disseminating the relevant knowledge, tools and methods.

- CORELABS (CA) - In the IST FP6 project CA Ingrid Mulder was responsible for the harmonization of methods and tools for Living Labs resulting in the establishment of the European Network of Living Labs (ENOLL) and the Living Labs harmonization Cube. Dr. Ingrid Mulder is one of the initiators of Rotterdam Open Data, a movement and community (a ‘Multi-Helix’ consortium) that joined forces in promoting the value of open data, and established an open data policy in the Municipality of Rotterdam.

- Climate KIC Building Technology Accelerator (€36 million) - The BTA provides a network of the next generation of LivingLabs and field testing accessible to start-up companies, academia and larger industry participants. The BTA Living Labs network will offer a unique resource for Europe for business and academia. Concept House Village, including Concept House Prototype 1, in Rotterdam is one of the LivingLab areas in the network. The BTA builds on the current SusLab EU Interreg project. Last summer Ingrid Mulder was responsible for hosting the corresponding summer school Making and Prototyping for a Sustainable Future.

- Open4Citizens (H2020.ICT grant no. 687818, 2016+) - Open4Citizens aims at empowering citizens to make meaningful use of open data.

- U_CODE (H2020.ICT grant no. 688873, 2016+) - U_CODE will develop a new co-design environment, which enables communication and collaboration between large numbers of citizen and professional expert.

- PASSME (H2020.TRANSPORT grant no. 636308, 2015+) - PASSME aims to deliver industry-driven, passenger-centric novel solutions for passengers, airports and airlines to address the anticipated increase in demand for commercial flights in Europe by 2050. The goal is to reduce travel time by at least 60 minutes by integrating information between all stakeholders.

Infrastructure/Technical equipment - Model Making and Machine Lab with equipment for producing prototypes (Arduino, Max

MSP, 3d printing, laser cutting, Computer Aided CnC) - Physical and ergonomics labs for studying the physical factors of the human-product-

interaction in an environment depending on the usage: Body lab, Comfort lab, Hospitality lab and Control lab.


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- Foundational Labs: facilities for the testing of materials, parts and products. - Applied Labs: prototyping of new product and service concepts. - Of course, Participatory City Making, the city makers, methods, and tools, the Opendatalab

Rottterdam piloted in Open4Citizens, and the playground and tools currently designed in U_Code provide a welcome social-technical infrastructure.

Role in the project TUD leads WP5. TUD is responsible for Task 5.1, Task 5.3. TUD participates in Task 1.1, Task 1.2, Task 2.3, Task 2.5, Task 3.2, Task 4.3, Task 4.5, Task 5.2, Task 5.4, Task 6.2, Task 6.3 and Task 6.5. 4.1.4. Aalborg University, Department of Architecture, Design and Media

Technology

The department of Architecture, Design and Media Technology (AD:MT) at Aalborg University (AAU) has a long experience in service design and integrated design, developed in several years through research projects and teaching activities. Dr. Nicola Morelli and Dr Amalia De Götzen are coordinating the new master of Service Systems Design at AAU – Copenhagen and are participating in several projects on innovative products and services, including services for empowering citizens to use open data, social and urban networking services, service for elderly people, meal services, transportation, orientation and information services, library services for the elderly and several other services aimed at improving the quality of life of specific social groups. The school has also a solid expertise in Service design methodologies: service design is a relative new disciplinary area, to which design has a large scope for contribution. AD:MT has been among the first institutions to work on the definition of a methodological framework for designing services in Europe.

- User centred design and innovation: the department has contributed to the definition of methods and processes for an active involvement of users in the definition of innovative solutions. The department contributed to the consolidation and improvement of methodologies coming from the strong Danish tradition of user-driven and participatory design.

- Integrated design: research and teaching activity has been developed in collaboration with the departments of production and mechanical engeneering, working on design solutions that balanced advanced technological solutions with appropriate use-related and aesthetic features.

- Mass customisation and personalization of products and services: This research area focuses on the opportunities offered by ICT to generate highly personalized solution. The approach of AD:MT aims at improving customisation by mobilizing local and individual knowledge into the development of products and services. This approach aims at exploring


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the potential of social technologies and the opportunities offered by emerging phenomena of mass collaboration.

- Innovative visualization and communication techniques: the participatory approach requires that new visualization and communication techniques are introduced, which support collaboration, even between unskilled users. In this sense the department has explored video ethnography as an analytical tool and video sketching as a possible component of the design process.

- Design for the Healthcare sector: AD:MT has a long record of research projects for the healthcare sector, focusing on living environments, on public policies and strategies to improve living conditions for elderly people and for patients in healthcare institutions

- Studies on behaviour in public spaces: this research area uses tracking systems to analyse the use of public spaces in different periods of the day and the year. The researchers in this area work the definition of patterns of use for outdoor and indoor spaces.

Key personnel Nicola Morelli (male) is Professor with Special Responsibility at the AD:MT. He has a bachelor in Architecture (University of Naples) and a PhD in Industrial Design (Politecnico di Milano). His activity focuses on the development of methodology and strategies for service design. His competence on service design has been developed through research and teaching at the department of AD:MT. The most relevant research activities consist in the project coordination of the EU Funded Open4Citizens project, (Grant Agreement: 687818), the technical coordination of the Life 2.0 project (2010 – 2013), participation as work package leader in the My Neighbourhood project (2012-2015), and participation in the Ludinno (Nordic Innovation Council) and Sundinnovation (Danish Research Council) projects. In his previous position as a researcher at the Centre for Design at RMIT (Melbourne, Australia) Nicola Morelli was the chief investigator and project manager for the Telecentra project, a project funded by the Australian Research Council under the SPIRT (Scientific Partnership with Industry, Innovation and Technology). Nicola Morelli’s research is also contributing to the definition of scenarios for environmental and social sustainability, through the definition of service architectures that activate local and individual knowledge, while generating opportunities for developing trans-local solutions. Amalia de Götzen (female) is assistant professor at AAU – Copenhagen. She graduated in Electronic Engineering at the University of Padova and got a PhD in Computer Science from the University of Verona. She also carried out musical studies obtaining a diploma in pianoforte and a diploma in Electronic Music at the Conservatorio C. Pollini of Padova. Her main research activity focuses on Sound and Music Computing and Interaction Design for services. She is work package leader in the Open4Citizens project. She also participated to several European projects, as work package leader: DREAM - Digital Re-working/Re-appropriation of Electro-Acoustic Music: Culture2007-2013, ENACTIVE- Enactive Interfaces: Network of Excellence IST-1-002114, S2S2 - Sound to Sense, Sense to Sound: FET–Open Coordination Action (number of contract: IST-2004-03773), MEGA - Multisensory Expressive Gesture Applications, EU IST-1999-20410. Amalia de Götzen is the coordinator of the Master of Service Systems Design at AAU – CPH; She is also involved in the project “Better light better control (Bedre Lys, Bedre Betjening) funded by the Dansk Lys Innovations Netværk and she is coordinating the project “Service Systems Design Master, Innovation and Entrepreneurship” funded by the Danish Foundation for Entrepreneurship.


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Relevant publications - Morelli, N. (2016). Design for Social Innovation and New Product Contexts. The Routledge

Handbook for Sustainable Product Design. London, Routledge. - Morelli, N. and A. De Götzen (2016). Service Dominant Logic. Changing perspective, revising

the toolbox. ServDes2016. N. Morelli and A. De Götzen. Copenhagen, Denmark, Linköping University Electronic Press.

- Morelli, N. (2015). "Challenges in Designing and Scaling up Community Services." The Design Journal 18(2): 269-290.

- Morelli, N. 2007. "Social Innovation and New Industrial Contexts: Can Designers “Industrialize” Socially Responsible Solutions?". Design Issues, vol 23, 3-21.

- Morelli, N. 2011. "Active, Local, Connected: Strategic and Methodological Insights in Three Cases". Design Issues, vol 27, 90-110.

Relevant projects

- Open4Citizens, a EU funded project under the ICT 10 – 2015 call framework (Collective Awareness Platforms for Sustainability and Social Innovation). The project aims at creating concrete opportunities for citizens to generate new applications and services based on the use of open data, in order to empower them to use open data as a resource and give them the opportunity to actively participate to innovation processes in the urban context. This is an ongoing project (2016 – 2018) involving 8 EU partners in Denmark, Italy, Sweden, Spain and The Netherland.

- Life 2.0, a EU-funded project under the CIP-ICT-PSP program, (contract n 270965). AD:MT was responsible for the technical coordination of the project. The project aimed at supporting elderly people’s independent life. The Life 2.0 platform was supposed to support communities of elderly people living independently by creating online links with other relevant people – neighbourhood, families, local institutions and local businesses - living in the area. The project has been carried out in Aalborg, Milano, Barcelona and Joenssu.

- My Neighbourhood, a EU-funded project under the CIP-ICT-PSP program, (contract n 325227). AD:MT is participating as work package leader and coordinator of the pilot in Denmark. The project aims at creating an online platform to link people living in the same neighbourhood, thus improving the sense of community, generating new initiatives and giving local administration the possibility to reduce the distance between citizens and local government. The project is being carried out in Aalborg, Birmingham, Lisbon and Milano.

- Ludinno is a project funded by the Nordic Innovation Council (NICe) consisting of a series of learning labs for user driven innovation. 5 Learning labs were created in Finland, Sweden, Norway and Denmark. Each lab consisted in design activities that could support the development of new user-driven methodologies for companies and for educational activity. The Aalborg Learning Lab, in particular, focused on the use of video in all phases of the design process, from user analysis (video ethnography, video-card game) to design (different video sketching techniques that support a shared understanding of the design task among members of multidisciplinary teams, including final users). (see ludinno.wikispaces.com). Sundinnovation is a project funded by Erhverv-og Byggestyrelsen, under the User-driven Innovation funding scheme. The project, including several companies and research institutions in Denmark, consists of the development of new methods for user-driven innovation to be integrated in companies’ strategies. AoD is involved in the section of the project concerning the participation and encouragement of


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physical activities for people affected by type 2 diabetes. Infrastructure/Technical equipment As an outcome of the Open4Citizens’ project a virtual platform and possibly a number of physical places will be created, that support and enhance citizens’ participation to the generation of new urban services. This platform could be a resource for the Designscapes projects. Role in the project AAU leads Task 4.3, Task 5.2, Task 5.4. AAU leads Task 6.2 with WC and Surrey. AAU contributes to Task 1.1, Task 1.2, Task 1.3, Task 2.3, Task 2.5, Task 3.2, Task 4.4, Task 4.5, Task 5.1, Task 5.3, Task 6.3, Task 6.5. 4.1.5. Politecnico di Milano, Department of Architecture and Urban Studies

The Politecnico di Milano was established in 1863. Its most eminent professors over the years have included the mathematician Francesco Brioschi (its first Director), Luigi Cremona, and Giulio Natta (Nobel Prize in Chemistry in 1963). The Politecnico di Milano is now ranked as one of the most outstanding European universities in Engineering, Architecture and Industrial Design, and in many disciplines is regarded as a leading research institution worldwide. The alliances formed with other universities, centres of research and industries all over the world allow the Institution to improve constantly his performance in the domain of research and to contribute to the development of the European innovation. The project team at Politecnico di Milano will be a group of researchers belongingtotheDepartmentofArchitectureandUrbanStudies(DAStU)underTheFutureCitiesChallengesLab(fccL)composedbyresearchersinurbanplanningandpolicies.fccLdevelopsseveralactivitiesrelatedtopolicyanalysisanddesignwithaspecialfocusonpublicpolicies,governancemodels,andrelatedinnovationprocesses.Focussedthemesarealsopoliciesorientedtourbanregionsandtheircreation/developmentdynamics,aswellasinstitutionalinnovationprocessesanddecisionmakingmechanismswithintheframeworkofaEuropeanUrbanAgenda.Theinvolvedstaffhaslongexperienceinresearchanddevelopmentprojects.SpecificcompetencesofthefccLteamthatwillservetheDESIGNSCAPEprojectfocusesonsocio-digitalinnovationandparticipatoryactivitiesinurbanservicesdevelopment,urbanpolicymaking,andinnovationgovernance.ThefccLteamisactiveinbasicandappliedresearchindifferentfieldssuchasurbanmanagementandstrategymaking,socialpolicyanalysis,policymakingandurbangovernance;participatoryscenariobuilding,co-designmethodologyandtechniques, community driven design and planning. Specific experiences of fccL in connection with the study objectives are: urban and territorial transformations in contemporary society, territorial innovation and Living Lab, social policy and social innovation, spatial organization and dynamics, decision making processes for policy making and design. The fccL team will coordinate the whole work-package 1 and will cope on other tasks where its competence adds in value the project work. fccL has been and is responsible of many consultancy


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activities for local, regional and national administrations as well as national SMEs and International companies on the theme of participatory urban management and strategy making, design led innovation, scenarios building for innovation and innovation governance. fccL is partner of the Italian University Association for the Urban Agenda. Key personnel Grazia Concilio. Born in 1967. She is an engineer and an associate professor in Urban Planning and Design; PhD in “Economic evaluation for Sustainability” from the University of Naples Federico II. She carried out research activity at the RWTH in Aachen, Germany (1995), at IIASA in Laxenburg, Austria (1998) and at the Concordia University of Montreal, Canada, (2002); she is reviewer for many international journals and member (in charge of LL new applications) of ENoLL (European Network of open Living Lab). Component of several research projects; responsible for a CNR research program (2001; the pilot of this project has been included as Territorial Living Lab in Enoll) and coordinator of a project funded by the Puglia Regional Operative Programme (2007-2008) and aiming at developing an e-governance platform for the management of Natural Parks (the project ended with the submission of Torre Guaceto Living Lab). She has been responsible for POLIMI of the Periphèria, MyNeighborhood|MyCity, and Open4Citiziens projects and responsible for DAStU of the SMART CAMPUS Project. She is also responsible for POLIMI of an ERASMUS+ project on Community Planning (2015-2017). Alessandro Balducci is full professor, 2002-2008 Head of DIAP. Since 1994 member of the Association of European Schools of Planning - AESOP, of which he has been President (2003-2001). Member of the Executive Committee of European Urban Research Association and of the Italian Society of Planners. He has been responsible of the organisation of several international conferences. Since 2002, Member of the Editorial Board of the Journal Planning Theory and Practice. National Coordinator for the 2005- 2007 PRIN project - Italian National Ministry of University and Research, Territories of the changing city: innovations of descriptions and in policies. Member of the International Advisory Board of the Helsinki Metropolitan Area Network for Urban Studies, University of Helsinki, H.Univ of Technology, Ministry of Education and the cities of Espoo, Helsinki and Vonta. Responsible for the Project City of Cities funded by the Province of Milan (http://www.cittadicitta.it/). Already vice rector of Politecnico di Milano and Urban Planning alderman for the Municipality of Milan. He is president of URBAN@it, the Italian University Network for Urban Policies and author of several relevant national and international articles and books. Relevant publications - Concilio G, Deserti A., Rizzo F. (2014) Exploring the interplay between urban governance and

smart services co-design. In Journal of Interaction Design and Architecture(s), Special Issue on People Centred Smart Territories: Design, Learning & Analytics, n. 20, pp. 33-47.

- Concilio G., Molinari F (2014) Urban living labs: learning environments for collective behavioural change. In Carlucci D., Spender JC., Schiuma G (Eds) Proceedings of the IFKAD 2014 conference, pp. 746-763.

- Puerari, E., Concilio, G., Longo, A. Knowledge co-creation for urban services innovation. In Carlucci, D., Spender, JC, Schiuma, G. (eds.), (2014). In Carlucci D., Spender JC., Schiuma G (Eds) Proceedings of the IFKAD 2014 conference, pp. 1628-1647.

- Balducci A., Mantysalo R. (eds) (2013) Urban planning as a trading zones, Springer. - Balducci A. (2011). Strategic planning as exploration. Town Planning Review, 82(5).


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Relevant projects

- Peripheral Smart Cities) 2010-13: Periphéria has developed the concept of Human Smart City while developing the Living Lab premise of shifting technology R&D out of the laboratory and into the real world in a systemic blend of technological with social innovation. It worked on five archetypical “Arenas” – specific urban settings or innovation playgrounds, with defined social features and infrastructure requirements – as the spaces where co-design and service integration processes unfold.

- Smart Campus (FP 7 CIP-ICT-PSP-2011-5, Building-User Learning Interaction for Energy Efficiency) 2012-15: Smart Campus targets Public buildings (Universities) through the use of Services enabled by ICT in particular by supporting the user behaviour transformation through the interaction between the user and the building’s intelligent energy management system. Smart Campus expects an impact of substantial Energy Savings up to 20% of total saving, being up to 15% the result of consumer behaviour transformation. The are addressed at 4 public Universities located at Helsinki, Lulea, Lisbon.

- My Neighbourhood | My City (FP 7 CIP-ICT-PSP-2012-6) 2013-2015: The My Neighbourhood solution combines new digital technologies and techniques, such as social gaming principles (gamification), with the Living Lab methodology to help strengthen existing ties and resolve communal issues in the real, day-to-day world of the neighbourhood. The solution is rooted in an open My Neighbourhood platform that 1) combines the data and functionality of existing Apps with new tools that connect people locally both on- and offline and 2) uses gamification to encourage people to get involved with their own neighbourhoods and engage their family and friends to do the same. Building upon the six recognised levels of social innovation, the My Neighbourhood Living Lab approach utilises new technologies to

- Open4Citizens (Horizon 2020), see AAU profile in this document.

Role in the project Polimi is WP leader of WP1. Polimi leads Task 1.1, Task 1.3, Task 1.4, Task 3.3, Task 4.1. Polimi leads Task 6.5 with SURREY. Polimi contributes to Task 1.2, Task 2.3, Task 2.5, Task 3.2, Task 3.4, Task 4.2, Task 4.3, Task 4.4, Task 4.5, Task 5.1, Task 5.2, Task 5.3, Task 6.3, Task 6.4. 4.1.6. RAM - Central Stara Planina

RAM Central Stara Planina is a membership based organisation gathering 15 municipalities with a total population of 350 000. Since 1997 it supports the local authorities, advocates their interests and promotes the good governance and active citizenship at regional level.


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RAM has considerable experience in planning and implementation of EU partnership projects funded by the EU funds and programmes and different donor: SDC, USAID, PHARE, INTERREG IVC, Europe for Citizens, Youth in Action, Non-state actors and local authorities in development, Operational Programme Human Resources Development, Leonardo da Vinci, Erasmus+ Programme, etc. Under these projects different topics are discussed, solutions found, and good practices exchanged in the fields of environmental protection, gender equality, tourism, migration, PPP, intermunicipal and interregional partnership, town-twinning, EU integration, economic development, good local governance, citizens participation, volunteering, sustainable development, creative industries, social entrepreneurship, decentralized cooperation, vocational and educational training, entrepreneurship, etc. RAM was the first body in Bulgaria that introduced the urban regeneration concept even in 2006. RAM main activities are aimed to:

- stimulate the member municipalities to cooperate and share experience with municipalities within and outside the European Union

- provide information and constant exchange of good practices via information bulletin, www.rso-csp.org, thematic publications and social media

- contribute to the capacity building and experience improvement of the local authorities - organize seminars, conferences and discussion forums on topical municipal policy and

governance issues - support the economic growth of Central Stara Planina Region - design and implement projects with wide range of local, regional, national and European

partners - support the municipalities in making the most of the EU funds - improve the public access to information about EU policies and initiatives that directly

affect the life of the citizens - encourage the involvement of young people in the creation of the EU future - establish contacts with foreign partners

Key personnel Mariela Petrova (female) is the Executive Director of RAM Central Stara Planina since February 2002 till now. Almost 15 years responsible for the overall and human resources management, editor-in-chief of official web site, informational bulletin, thematic publications and social media profiles of the organization. Experienced in development, management, monitoring and control of projects financed by USAID, SDC, Balkan Trust for Democracy, PHARE Programme, Europe for Citizens Programme, INTERREG IVC, Youth in Action Programme, OPHRD, EuropeAid, LLL Programme, Erasmus+, etc. Project manager and regional coordinator of more than 40 projects in the field of youth policies, civil society and community development, non-formal education, gender, migration, social entrepreneurship, environmental protection, urban regeneration, innovation policies, creative industries, etc. Minka Novakova (female) is the Financial Manager of RAM Central Stara Planina since 2002 till now. Experienced with the management of EU funds and with the account organizing and recording, financial management and assessment of 25 European projects financed under INTERREG IVC, Youth in Action, Human resources Development


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Operational Programme, EuropeAid, Lifelong Learning Programme, Erasmus+, Regional Development Operational Programme, Interreg Europe, etc. Iskra Sabeva (female) is Researcher, PR, graphics and web designer. Responsible for communication and visualization of 15 EU projects of RAM Central Stara Planina. Experienced in dealing with public administration and services provided by them, in identification, description and dissemination of their good practices. Relevant projects - Creative Growth - From 2009 to 2011 RAM Central Stara Planina was a partner in the project

Creative Growth, which brought together 11 regional partners from 9 EU Member states and was co-financed by the INTERREG IVC programme. The objectives of the project were the mapping of cultural and creative industries in all regions, comparing business support strategies for the sector, finding good practices in this regard, as well as experience exchange and peer-learning. Additionally, suggestions for new growth policies to be implemented on all levels were developed.

- INNOCRAFTS (INNOvating entrepreneurship policies in the CRAFTS sector) was co-

financed by the INTERREG IVC programme during the period 2012 – 2014 and RAM Central Stara Planina was part of the first platform in Europe able to select, describe and document the good practices, best examples and the most interesting innovations in terms of local and regional policies implemented in the area of artistic crafts. The project partners have implemented an intensive transfer of experiences, knowledge and know-how in jointly selected best practices and approaches in the four following areas: business models and business support services, including business incubators and business parks; access to innovation design and financial assistance to SMEs; SMEs internationalization, professional networking and information exchange; promotion of entrepreneurship among specific target groups such as young and female entrepreneurs.

- REGIO-CRAFTS (Regional cooperation for crafts' development) is another INTERREG IVC

partnership project of RAM Central Stara Planina. The 3-years project has started its work in January 2012. Its overall objective is to strengthen the craft industry in European Union as an economic sector and to raise its importance in the economy and development of each project partner region. Specific objectives are: 1) to develop efficient policies for regional support of crafts and 2) to disseminate the project results and raise awareness of craft sector issues for target groups (policy makers, craftsmen, general public). In the framework of the project 6 exchange of experience seminars and 2 study trips have been organized. Each partner shared their experience and gained new information while craftsmen from all 6 countries participated in workshops. All partners have organised consultation meetings with local stakeholders, analysed existing situation and other partner experiences. As a result 6 Policy Implementation plans were elaborated and approved. Project partners have gathered 12 good practices that can help crafts sector to overcome challenges it is facing due to globalisation. The results of work have been published in a case study report/book “Creative crafts: Experience and Inspiration” were 12 stories cover four topics of main issues in the contemporary crafts: the necessity to preserve craft skills and traditions, add value to them by blending crafts with design and innovations.


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- In 2015 and 2016 RAM Central Stara Planina coordinated in Bulgaria the European Artistic Crafts Days (EACD/JEMA) – the most important event dedicated to this sector around the world. Orchestrated by the French National Institute of the Arts and Crafts, they invite different actor groups (craftsmen, designers, local authorities, NGOs, citizens, media) to discover the potential of craftsmanship for innovations in urban environment.

Role in the project RAM Central Stara Planina contributes to Task 1.2, Task 2.3, Task 2.5, Task 3.2, Task 4.3, Task 4.5, Task 5.2, Task 5.3, Task 6.3, Task 6.5. 4.1.7. University of Valencia - Cultural and Tourism Economics Research

Unit (Econcult)

UVEG stands out as one of the main public research organisations in Spain, with more than three thousand researchers integrated in 86 departments, 19 institutes and other research units belonging to social, biomedical, human, experimental and formal sciences. Along with human resources, UVEG state-of-art premises and facilities, together with its instrumental equipment, both guarantee the quality of a vast scientific and technological offer available to the service of society. UVEG is a leading academic organisation at national level, with a remarkable international dimension, which ranks among the top 300 in university ranks, such as Shanghai Ranking, THE (Times Higher Education) World University Ranking and URAP (University Ranking by Academic Performance). Shanghai 2015 ranks Universitat de València among the top 400 universities in the world, and 4th best university in Spain, being remarkable in Physics (79th) and Chemistry (141st). As per URAP 2015, UVEG ranks third among all Spanish universities, first in Valencia region and 188th in the world. UVEG counts on a network of research institutes (of its own or joint centres with other organisms), an office for European research projects (OPER), an office for the transference of technology (OTRI) and several central services within the reach of the scientific community, the institutions and the industry. In fact, the UVEG is participating in several European projects under the subsequent RTD European Framework Programmes (I to VIII) and other European programmes: Erasmus, Leonardo, Life+, Cost, Third Health Programme, EEA Grants, Daphne III, Creative Europe, having experience in the development and management of more than 300 European projects as a whole. UVEG participated in 78 community actions financed under the VII Framework Programme (Coordination and Support Actions, Collaborative Projects, Marie Sklodowska-Curie Actions, ERC Advanced and Starting grants, etc.) amounting to 23.844.145 euros, with the role of coordinator in 29 of them. Currently, we are participating in 19 projects financed under the VII Framework Programme and 22 projects under Horizon 2020, which makes up 41 projects with the role of coordinator in 16 of them. Also, we are taking part in 17 projects under several European Programmes other than framework ones.


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UVEG takes part in the proposal with its Cultural Economics and Tourism Research Unit, Econcult is the. The unit, established in 1995 and directed by professor Pau Rausell Köster, is part of the Applied Economics Department of the University of Valencia. Econcult conducts high level research on the relationships between culture and development. In the last few years, the unit has participated in several international projects that have allowed its researchers to become part of growing European and global networks. Econcult is a diverse network that brings together more than a dozen researchers from several universities and external partners. Econcult attracts also predoc students from Latin America (Colombia, Ecuador, México) and Asia. Main areas of specialization focus on: - Analysis of the relationships between culture and development; - Design and evaluation of local and regional cultural policies; - Economic impact studies and design of cultural indicators systems; - Cultural tourism planning and development; - Studies for the promotion of cultural industries; - Viability and management analysis of cultural facilities; - Heritage valuation and museum economics;

Key personnel Pau Rausell Köster (male). Born in 1966. Economist and professor of the Department of Applied Economics. Director of the Research Area in Economics of Culture and Tourism (Econcult). He has published books and articles in specialized magazines and in the press on topics related to communication and culture. He regularly takes part in national and international seminars and conferences on topics such as creative cities, the relationship between culture, innovation and development and the economic impact of culture. Lead and participate in competitive national and European projects such as INNOVA, SOSTENUTO, CREATIVEMED, 3C4INCUBATORS. Raül Abeledo Sanchis (male). Born in 1973. PhD in Economics and Master in Strategic and Environmental Management. Specialized in local development, sustainability and cultural planning. Author of the thesis "Agenda 21 as a strategy for sustainable local development: From the Environment to Culture". Researcher, senior doctor and coordinator of European and international projects of Econcult. Relevant publications - Abeledo Sanchís, Raul, Coll Serrano, Vicente; Rausell Köster, Pau (2016) Culture as a

factor of socio-economic innovation in rural areas: the case of the artistic craftwork cluster of La Città Europea dei Mestieri d’Arte (CITEMA). In AGER: Journal of Depopulation and Rural Development Studies, Centro de Estudios de Despoblación y Desarrollo de Areas Rurales.

- Marco Serrano, Francisco, Rausell Köster, Pau, Abeledo Sanchís, Raül, (2016) Economic Development and the Creative Industries: A Tale of Causality. In The Economics of Creative Industries, Edward Elgar.

- Rausell Köster, Pau (2016) Políticas culturales locales y autonómicas: propuestas para una era postcrisis. In Informe sobre el estado de la cultura en Espana, Fundación Alternativas, pp. 79-95

- Montagut Marqués, Julio, Rausell Köster, Pau (2015) Influencia de las elecciones


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municipales sobre la producción de bienes públicos de carácter preferente en la comarca de L’Horta Nord. In Participación Electoral i territori. Anàlisi de les eleccions municipals i autonòmiques 2015, Universitat de València

- Rausell Köster, Pau (2013) La oportunidad de Europa. Últimas evidencias de la relación causal entre la cultura y el desarrollo. In Ciudadanía empoderada, Editorial Germania, s.l.

- Rausell Köster, Pau (2013) Comprender la Economía de la Cultura como vía para salir de la Crisis. In El profesional de la Información, Issue: 4, Volume: 22, pp. 286-289

- Abeledo Sanchis, Raúl (2013) Cultural Organizations and Social Innovation: the Case of Bunker (Slovenia). In Debates CesContexto Rethinking Urban Inclusion, Universidade de Coimbra Issue: 2, pp. 733-746

- Villaroya Planas, Anna, Rausell Köster, Pau, Celaya, Javier (2013) La internacionalización de las industrias culturales y creativas españolas, Fundación Alternativas

- Rausell Köster (coord), Pau; Abeledo Sanchís, Raül, Boix Sempere, Rafael; Marco Serrano, Francisco; alli., et (2012), Culture as a factor of social and economic innovation, Sostenuto Project: http://www.uv.es/soste/sostenutoproject.html

Role in the project UV is WP leader for WP4. UV leads Task 4.2 and Task 4.5. UV contributes to Task 1.1, Task 1.2, Task 2.3, Task 2.5, Task 3.2, Task 4.1, Task 4.3, Task 4.4, Task 5.1, Task 5.2, Task 5.3, Task 5.4, Task 6.1, Task 6.2, Task 6.3, Task 6.5. 4.1.8. Worldcrunch

Worldcrunch is a Paris-based English-language news website that seeks to compensate for the decline of foreign coverage in English-language media by providing the most relevant content from the best global sources – including high quality international media outlets and partner organizations such as Le Monde, Le Temps, Die Welt, Folha de Sao Paulo, La Stampa, Caixin Media, Kommersant, Gazeta Wyborcza, Hurriyet, and more than 20 other from Europe and beyond. The Worldcrunch website has attracted an average of 2-million Page Views/month in 2015 and its users are based in the US, Europe, Latin America and Asia. Worldcrunch is a premium news website with responsive design, exclusive newsletters and native apps for tablets and smartphones. It provides: - Full length foreign-language articles translated by professionals into English; - Short, original news briefs on major breaking stories aggregated from local sources; - Multimedia coverage, with embedded videos, tweets, photos, Google maps, and original

illustrations; - Mobile optimized content with apps for: iPad, iPhone, Android, HTML5.

Worldcrunch has carved out a unique role by breaking down language barriers in journalism in a new media landscape where digital communication is transforming both the news and marketing industries, and connecting the world like never before. Worldcrunch currently employs 35 journalists and translators from around the world to directly translate articles from 15 foreign


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languages into English, shorten or supplement them as needed and create in-house productions summarizing topical world affairs. Worldcrunch has permanent contracts with some top daily newspapers from all around the world that allow the company to translate into English any interesting stories from more than 15 languages and also to sell the translated articles to third parties against revenue sharing with the source partners: EUROPE

• Die Welt (Germany) • GazetaWyborcza (Poland) • Kommersant (Russia) • La Stampa (Italy) • Le Monde (France) • Le NouvelObservateur (France) • Le Temps (Switzerland) • Les Echos (France) • SüddeutscheZeitung (Germany)

MIDDLE EAST AND AFRICA • Al Masry Al Youm (Egypt) • Calcalist (Israel) • Le Soir (Morocco) • Hürriyet (Turkey) • Radikal (Turkey) • Syfia (African Great Lakes) • Syria Direct (Syria) • Syria Deeply (Syria)

ASIA

• Caixin Media (China) • Economic Observer (China) • Portal KBR (Indonesia)

LATIN AMERICA • AméricaEconomía (Chile) • Clairin (Argentina) • El Espectador (Columbia) • Folha de SãoPaulo (Brazil)

Great Multilingual data are finally able to travel the world once there are no more language barriers and content is added. Modern Media (China), Gulf News (UAE), Gulf Star, The Boston Globe (USA) regularly reprint some of Worldcrunch H mix. Key personnel Mr Jeff Israely (male) is the Co-Founder and Editor or Worldcrunch. A former time magazine bureau Chief in Rome and Paris, he has also been a correspondent for the associated press, Boston Globe and Oakland Tribune. He teaches at the Graduate School of Journalism of The Institute d’Etudes Politiques de Paris (Science PO). Mrs Irène Toporkoff (female) is the Co-Founder and CEO of Worldcrunch, and was formerly the CEO of ANGIE INTERACTIVE and T ASK.COM s France, and also worked at the Telecommunication Company WANADOO/ ORANGE France. Irène has graduated in France (EMLyon Management School), in Germany (Universität Mannheim) and in Canada (Masters in Art Administration at HEC Montreal). She teaches International Marketing and Entrepreneurship at Université Paris 8. Irène is member of the GLOBAL FORUM – Shaping the future’s Steering Committee (http://Globalforum.items-int.com/). Mr Daniel Van Lerberghe (male) is EU projects lead for Worldcrunch. He is Co-Founder & Director at InnoGage.eu and also Co-founder of ConnectivityAlliance.eu, an independent, non-profit organisation that catalyses thought-leadership to governments that aspire to an ecosystem of sustainable, yet innovative and open services. Vice-President of SpinDoctors.be, a Belgian based not-for-profit association of policy and politics experts providing expertise to governments and


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policy-making bodies. In addition, Daniel is PoliTech Founder at Fondation EurActiv PoliTech [www.euractiv.com], where he was also Director Social Media (2011-2015). Prior, Daniel was President & Executive Director at POLITECH INSTITUTE (European Centre of Political Technologies), which was successfully integrated to Fondation EurActiv in 2010. In the framework of his activities, he manages the teamwork, the organisation finances and external contacts with partners and stakeholders and he contributes to European RTD projects, develops innovative concepts, organises seminars and lectures at events and workshops within high profile international conferences. He is also a member of various Steering and Scientific Committees and has published various articles in different academic reviews. Relevant publications or products, services - Worldcrunch has been nominated twice at the newspapers Awards (UK), including for the

best Digital Innovation of the year - Worldcrunch obtained 2 major awards in 2014: Digital News Service of the Year, Digital

Innovation of the Year: http://www.digitalcontentassociates.com/worldcrunch-picks-up-two-nominations-at-the-2014-newspaper-awards/

- Education Innovation (with an opening exclusive op-ed written for Worldcrunch by OECD’s Andreas Schleicher) http://www.worldcrunch.com/impact-education-innovation/c14p1/

- Smarter Cities http://www.worldcrunch.com/impact-smarter-cities/c15p1/ - Worldcrunch Story Lab works with companies and organizations to identify and execute

innovative global content strategies to fortify brand positioning, increase engagement and become thought leaders in their field.

Relevant projects

- Worldcrunch Story Lab – The project was sustained by the Google Innovation Fund for Media (2015 -2016). It was aimed to build a contant marketing platform for corporate client. Worldcrunch was the sole applicant for this project.

- Partner Benefit Platform - The project was sustained by the Google Innovation Fund for Media, (2013-2014). The main aim of the project was to build an international content distribution system. Worldcrunch was the sole applicant for this project.

Infrastructure/Technical equipments Worldcrunch is the first online news portal (Web, Mobile, Tablettes) to allow readers in English to have access to top international journalism, regardless of its original language. Worldcrunch has per month: 400,000 unique readers from all over the world with more than 1 million page views. Worldcrunch works with the world’s leading news brands, identifying their most relevant and fascinating stories and applying its unique, journalistic system of professional translation and editing. Role in the project


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WC leads WP6. WC is responsible for Task 4.4, Task 6.1, Task 6.3. WC leads Task 6.2 with AAU and SURREY. WC contributes to Task 1.2, Task 2.3, Task 2.5, Task 3.2, Task 4.3, Task 4.5, Task 5.1, Task 5.2, Task 5.3, Task 6.5. 4.1.9. Vale do Ave Municipalities Association

AMAVE, Associação de Municipios do Vale do Ave, is an association of municipalities, composed by five municipalities and it has for main object the technical support, the coordination, the management and implementation of intermunicipal initiatives and actions inserted, mainly, in the extent of the following activities: Automatic treatment of the information; Territorial Planning, regional politics, environmental protection; Sociocultural development and economical development; Youth support; Collective representation of the Cities, and, any other initiatives of intermunicipal interest. This associative model allowed and it continues to give the municipalities the possibility to present candidatures to Community Fund, in the areas of territorial intervention, contributing, by this way, to a sustainable development in Vale do Ave Sub-Region. The Activities developed by AMAVE in past recent years, followed the next areas of intervention: Administration, Administrative Modernization, Digital Area, Structure and Facilities; Environment; Community Projects, Communications and Transport; Economic and Social Development; Education, Culture, and Social Action; Information Systems and Territorial Planning, mainly empowering the Region to promote new generation policies, and to achieve the millennium goals. Key personnel Alda Maria da Silva Ribeiro: as a degree in Production Engineering and Management from the Polytechnic Institute of Porto. From March 2014 is a superior technical in AMAVE - Association of Municipalities of Vale do Ave as management of projects. In 2012 until 2014 developed activities in the area of administrative and financial management of projects, such as EISCO 2012. In three years (2009-2011) was responsable in VARD 2015 - Vale do Ave Região Digital, CIPRL, as a budget management in the projects promoted by the entity. A year before (2008-2009) participated as a financial manager at budget management in projects promoted by CCG/ZGDV- Associação Centro de Computação Gráfica.

António Augusto da Costa Quintão as a degree environmental engineering from Algarve University. Today is general secretary of AMAVE - Association of Municipalities of Vale do Ave. From 2002 until 2013 is was responsable for the management and operation of the Unit Mechanical-Biological Treatment (MBT) of CITRUS (Center for Integrated Treatment of Municipal Solid Waste). He also collaborated in the implementation of reprogramming, physical and financial, project AMAVE from the Cohesion Fund of the European Union (SIRVA 3rd Stage).

João André de Sousa Leite Cibrão Coutinho: as a degree in Civil Engineering, from Minho’s University. Since 2008 is a superior technical in AMAVE - Association of Municipalities of Vale do Ave, participated as technician in several activities an roles, such as "Contract for Construction


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of Expansion of Screening Center - ETRSU - Treatment Plant Solid Waste Valley Ave", "Building the Platform for Screening and Social Building - ETRSU - Treatment Plant Solid Waste Valley Ave", “Contract for Construction of Vermicomposting - ETRSU - Treatment Plant Solid Waste Valley Ave". Also participated in the European project REDETRAL – Regional Development for Transports and Logistics, with a pilot project - SIG in a regional road, as a service that can be used by the Municipalitys of AMAVE.

Jónatas Mário Paiva do Couto as a degree in law, from the Coimbra University. Since July 2006 is jurist in AMAVE - Association of Municipalities of Vale do Ave. From 1997 to 2003 he was intern laweyr stage in the private sector.

Sandra Manuela Melo Alves Cunha as a degree in management of heritage from the Polytechnic Institute of Porto, and also is a superior technical in AMAVE - Association of Municipalities of Vale do Ave. She developed tasks as a technical and operational secretariat of projects, mostly in management. As a technical secretariat of meetings and projects, performance reports and translations, support and project monitoring the physical and financial subjects, conferences and events, environmental awareness campaigns, performance reports on the campaigns, coordinating visits study the CITRUS. She was involved in environmental awareness activities for adults. Relevant publications

- Gabriel Pontes, AMAVE, “GPG3 - Young-entreneurship_Innnovative-business-models”, in Plustext Project - GOOD PRACTICES Manual Guide, 2008, pages 13-16 - http://www.plustex.eu/wp-content/uploads/2014/12/GPG3_Young-entreneurship_Innnovative-business-models.pdf

- Pedro Góis, “Final report – INCLUA - WORKING TOGETHER FOR THE INCLUSION OF IMMIGRANTS”, in final report of the Project INCLUA, 2006 - http://www.acte.net/sites/default/files/projects/Inclua_pt.pdf

- Municipality of Guimarães, “INFORME SOBRE DE CIUDADES DE PAGUS”, in report of PAGUS Project, September 2007 - http://www.ugr.es/~jafruiz/pagus/guimaraes_cities.pdf

Relevant projects

- The projects in the area of administrative modernization services totalling 6,5 million-budget, Vale do Ave Região Digital 1 and 2 – consisted in the acquisition of technology to increase the technological capability installed, and place the region at the forefront of connecting citizens in different dimensions, and e-government, e-community, e-democracy, e-service in this sequence the AMAVE conceived the project DigitAVE – Technological AVE.

- CEMSDI – Civil-Servents Empowerment for Multimedia Service Delivery ICT – enable - addresses the needs of small public administrations suffering of a form of digital divide preventing them from implementing ICT enabled public services and therefore, on a larger scale, to implement eGovernment in their communities: hence it will implement a structured and multi level Capacity Building action supporting the users in developing the Digital Local Agenda (DLA), the paradigm for implementing eGovernment which is more and more widely recognized and supported at EU Level.

- The action will implement 4 pilots each one focusing on two main target groups, namely the


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decision makers of the selected Local Public administrations, and the operational staff who will be called to implement ICT enabled services. Furthermore a coaching phase for the decision makers will help them in implementing their own DLAs and to form local Communities of Practice.

- The Portuguese city of Guimarães hosted the EISCO 2012. This European conference, whose purpose is to mark and monitor the European Digital Local Agenda implementation among the European countries, had the privilege to show the most significant results achieved until 2012 and propose new challenges for the forthcoming years.

Infrastructure/Technical equipment

- Regional Data Center of Ave; - Fiber optic ring; - Service avaiable platforma such as Civil Protection and Regional Information System; - System of Creation of Local or Supra-Municipal Local Digital Schedules with Scoreboard and

Benchmarking; - System of Rationalization of Accessible Specialized Transport Services Online or Through

Applications for Mobile Devices; - Federated Management of Digital Identities - System of entities with attributes related to the

exercise of functions; Role in the project AMAVE contributes to Task 1.2, Task 2.3, Task 2.5, Task 3.2, Task 4.3, Task 4.5, Task 5.2, Task 5.3, Task 6.1, Task 6.3, Task 6.5. 4.1.10. Surrey Business School, University of Surrey

The University of Surrey is one of the UK’s leading professional, scientific and technological universities in the UK, University of the Year 2016, ranked 4th in UK (Guardian league table 2017) and 39th in the prestigious Top 100 List of the world’s most international universities, in the Times Higher Education (THE) World University rankings for 2013-14. Actively involved in successive research collaborations with industrial and research partners across Europe since the Fourth Framework Programme, the University of Surrey received funding for 160 projects in the Seventh Framework Programme (FP7), including 26 Marie Curie fellowships. Under FP7, the University of Surrey was ranked first among UK universities for ICT calls, with 58 participations and 33 million Euros of income. Furthermore, the Surrey team has extensive experience in data analytics, creative design, co-innovation, co-creation, Roadmapping and strategic planning, sustainability, and impact evaluation spanning more than 10 projects over the last 12 years in this area.


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Key personnel Lampros K. Stergioulas (male) is Professor of Business Analytics at the University of Surrey, UK. He has studied Informatics and Physics in his first degree and received M.Sc. and Ph.D. in Electrical Engineering from the University of Liverpool, UK. He has published over 150 scientific publications and has supervised and examined numerous PhD dissertations in information systems and computer science. He has held many national and EU Grants in business analytics, creative technologies, complex systems, strategic management, and technology enhanced learning. He has been principal investigator in numerous EU projects, including UNIVERSAL (FP5), TIME2LEARN (FP5), PROLEARN (FP6), BASE2 (FP6), HoTEL, OpenScout, iCOPER and Open Discovery Space (ODS), and he been Coordinator of three European research projects. Dr Munir Abbasi (male) is an experienced project manager and senior researcher. He received his first degree in engineering specialisation in communication systems from the University of Engineering and Technology Peshawar, Pakistan, and his Ph.D. in Interoperability of wireless technology in hybrid networks from Brunel University, London. He has a broad range of experience (more than 27 years) working on various ‘State-of-the-Art’ national and international programmes and projects. He has been working on projects/products full life cycles from concept to completion (design specification, design and development, critical design, SWOT analysis, leaning analytics, evaluation and assessment, test /trial, validation, impact and sustainability).He has worked both for public and private sectors which include communications, defence and education. He has supported several EU funded projects including Base 2, Dyrect, TEL-MAP, HOTEL, FET-Art, Open Discovery Space , CRe-AM AND ADVANCE EC funded projects. He has authored/co-authored more than 25 publications appearing in scientific journals and conference proceedings. His research interests are: technologies and tools for learning, creativity and innovation, hybrid networks, communication technologies, data and business analytics, technology roadmaps, evaluation, impact and sustainability strategy. Relevant publications - Jahangirian, M., Eldabi, T., Garg, L., Jun, GT., Naseer, A., Patel, B., Stergioulas, L.K., and

Young, T., (2011), A rapid review method for extremely large corpora of literature: Applications to the domains of modelling, simulation, and management, International Journal of Information Management 31 (3): 234- 243.

- H. Drenoyianni, L.K. Stergioulas, and V. Dagiene (2008), Taking a step towards a European educational framework for “digital literacy”: The establishment of a network of experts and educational key- stakeholders, International Journal of Social and Humanistic Computing, Vol. 1 (1), pp. 53-66.

- Lampros Stergioulas, Munir Abbasi et al. “The role of key-stakeholders and collaborators in the long-term sustainability of an eLearning portal: The case of Open Discovery Space Portal“, Proceedings of the EDEN conference, Zagreb, June 10-13th, 2014.

- Lampros Stergioulas, Munir Abbasi, et al. “Evaluating e-learning platforms for Schools: Use and usability, user acceptance, and impact on learning”. Proceedings of the 14th IEEE International Conference on Advanced Learning Technologies - ICALT2014.

- Abbasi,M., Stergioulas K.L. and Smith C. (2014) “Use of creative tools, processes and practices in the sectors of Art, Design, and Architecture: State-of the-Art and desired future scenarios”, paper published for DHRA conference London, September 2014.


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Relevant projects - FET-ART (FET project, FP7). The project aims to support the creation of multipurpose and

sustainable creative ecologies & practices for the diverse communities of technology innovators and creative practitioners. The Surrey team facilitated the community clusters of Art and Design.

- Open Discovery Space (ODS) (Contract No: 297229 (FP7) 2012-2015, www.opendiscoveryspace.eu ) aims to develop a multilingual open-innovation platform that offers an open access learning content and services which are freely available for use by students, teachers, parents, learners, policy makers and educational content providers.

- TEL-Map (Contract No: 257822 (FP7) 2010-2013, Future gazing TEL: the roadmap for the unknown Learning landscape, www.tel-map.org ; www.learningfrontiers.eu) is a Coordination and Support Action funded by the European Commission under the Technology-Enhanced Learning programme. It focused on exploratory/Roadmapping systems for new forms of education and socio-economic evaluations. TEL Map has established a pan-European TEL Observatory platform that functions as an alerting system for innovation, scanning for relevant emerging trends and events, empowering TEL stakeholders to build multidimensional understandings and collaborative strategic plans. The thrust of the ODS, CRe-AM, and TEL-Map projects is to support co-innovation leading via evidence-based, data-driven analytics and social e-platforms.

- HOTEL Project (Holistic Approach to Technology Enhanced Learning) is developing learning process based on learning needs, learning opportunities, learning modelling, learning content development, learning assessment and evaluation. The HOTEL Support Action aims to contribute to more effective, holistic and faster innovation cycles in European, TEL, by increasing quality at the level of the cycle itself and of the different phases foreseen, that can be replicated in the future. Taking inspiration from the “Deming Cycle” model (Plan/Do/Check/Act) the HOTEL project focuses on the design, testing and validation of a new innovation working method for TEL (the HOTEL Innovation Cycle). The HOTEL project originates from the observation that most of the TEL research so far has concentrated mainly on the development of ad hoc technologies for learning, failing to capture both the potential adoption of emerging technologies not originally designed for learning in education and training environments and the innovative use that is made of technologies in non-formal and informal ways of learning and the extent to which this could be transferred/adapted to formal learning environments. Hotel project website :http://hotel-project.eu/

- iCOPER (Contract No: ECP 2007 EDU 417007, 2009-2012, www.icoper.org) is an EU funded Network Project under the eContentplus Programme providing an EU-wide networking capacity which is grounded in key and leading experts in digital educational development and technology enhanced learning (TEL). It developed a reference model for competency based learning (ICOPER reference model) and established a dedicated SIG in the area of competency development.

Infrastructure/Technical equipment A number of data analysis and visualisation software tools. A number of online platforms have been developed and are available in Drupal, Elgg, Wordpress, and Joomla.


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Role in the project SURREY leads Task 3.4 and Task 7.2. SURREY is co-leader of Task 6.5 with POLIMI. SURREY contributes to Task 1.1, Task 1.2, Task 2.3, Task 2.5, Task 3.2, Task 4.1, Task 4.3, Task 4.5, Task 5.1, Task 5.2, Task 5.3, Task 5.4, Task 6.1, Task 6.3, Task 6.4. 4.1.11. EGTC Efxini Poli SolidarCity Network

The EGTC EFXINI POLI – Network of European Cities for Sustainable Development – SOLIDARCITY NETWORK with the distinguished title EGTC EFXINI POLI- SOLIDARCITY NETWORK is a network of European Cities for Sustainable development. It is the conversion of EGTC EFXINI POLI- SOLIDARCITY NETWORK, a network of Greek local authorities aiming to advance its members’ social, cultural, environmental, touristic and agricultural development. In September 2012 EGTC EFXINI POLI- SOLIDARCITY NETWORK changed into a European Grouping of Territorial Cooperation with 29 members and precisely 22 Greek Local Authorities, the Region of Attica, The Institute of Urban Environment and Human Capital of Panteion University, two Local Authorities from Cyprus, one Bulgarian Local Authority and the Regional Agribusiness Centre of Vidin, Bulgaria. Through its networking activities, services and participation in numerous projects, EGTC EFXINI POLI- SOLIDARCITY NETWORK works towards greener, more dynamic and inclusive cities. The main concern of EGTC EFXINI POLI- SOLIDARCITY NETWORK is the issue of sustainability. The network aims to propose and implement gradually a comprehensive policy for social, cultural, tourist, environmental and agricultural sustainable development of the participating areas. The main mission of the EGTC EFXINI POLI- SOLIDARCITY NETWORK is the living of all the people of the European Union in an environment of permanent peace and sustainable development, economically efficient, socially just and environmentally sustainable, with cohesion and safety of their regions. The main goals of EGTC EFXINI POLI- SOLIDARCITY NETWORK are:

- Prosperity and improvement of life quality by ensuring better environment, more and better jobs, equal opportunities, respect of diversity and social inclusion.

- Boost participative democracy and active citizenship - Extroversion of member authorities facilitating the exchange of good practices and polices - The information, support, consultation, education, training and promotion into employment

of the special groups like unemployed, employees facing unemployment, refugees, immigrants, Rom, P.W.S.N., long term unemployed, juvenile delinquents, etc.), in order to achieve smoothly and directly their social and economic integration into the modern environment.

- The participation in international programs in the territory of the European Union or/ and outside of it in cooperation with respective agencies domestic and foreign


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- The supply of consultation services and work on Issues of Agricultural Development, Tourist Development, Cultural Heritage Management and Environmental Management

- Develop the tools and methodologies to communicate policies in the general public and help local authorities to convert them into successful practices towards sustainable development.

- Boost the creation of more and better jobs through making use of the assets of the participating localities (agriculture, cultural heritage environment, tourist destination etc.)

- Eliminate the CO2 footprint of participating areas by applying environmentally sustainable practices.

Key personnel Krimnianioti Maria (female) Manager of EU projects (female) with 7 years of experience on European Territorial Cooperation projects, since EGTC EFXINI POLI- SOLIDARCITY NETWORK focuses a lot on territorial cooperation projects involving Local and Regional Authorities. The person has a degree in Management Science and Technology and an MSc in Human Resource Management and Industrial Relations. She has been involved in a series of European Projects in the field of Employment development in the local level, low cost waste management solutions for local and regional authorities, cultural heritage projects aiming to boost local entrepreneurship, sustainable industrial development, sustainable mobility in the cities, projects on circular economy etc. The person has completed successully an online Mooc Seminar with title: Sustainable Urban Development, offered by the Delft University of Technology in cooperation with Wageningen University. Nikolaos Krimnianiotis (male) Degree Mathematician with Phd in Mathematical Analysis with 25 years of experience in issues related to local and regional economic development because of his cooperation with LRAs and the implementation and supervision of EU funded projects. He holds managerial and leadership skills as well as adult teaching experience. From 2011 until 2014, he was the General Secretary of Municipality of Acharnes, in Attica region. He holds a PhD in Mathematics and has large experience in Local Administration which dates back to the early 1980s. He has worked as a special assistant for Local Authorities in the fields of employment, vocational training, modernization of Local Administration procedures and search for European Funds and Management of Human Resources. He has coordinated numerous of scientific teams for the development of special services in Local Authorities and structuring of development Programmes in the local level as well as urban development actions. In 1998 and 1999, he took part in the experts group for structuring EQUAL Initiative. He has coordinated numerous of European Territorial Cooperation Projects in the fields of Social, Environmental, Agricultural and Cultural development. Below a list of projects implemented by EFXINI POLI and supervised by the General Manager is presented. Relevant publications - “The role of local authorities, civil society and local communities in the creation of employment

through entrepreneurship and culture” – an output of SOLIDARCITY project under INTERREG IVC (2012), with EGTC EFXINI POLI as Lead Partner.

- “SOLIDARCITY HOUSES” - A guide for local partnership managers, community leaders, town centre managers and local authorities.- an output of SOLIDARCITY project under INTERREG IVC (2012), with EGTC EFXINI POLI as Lead Partner.

- This guide builds on knowledge by local authorities, town centre management partnerships,


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trade associations and universities in Romania, United Kingdom, Bulgaria, Finland, Italy and Greece and aims to help community leaders, town centre managers and partnerships to create sustainable SolidarCity House schemes that encourage the creation of new businesses and social enterprises by creating an environment of collaborative partnerships among key local stakeholders, including entrepreneurs, local authorities, existing businesses, the voluntary sector and local residents. The purpose of this guide is to showcase knowledge and practice from across the European Union in the creation of value-driven partnerships that make areas attractive to investors, businesses, visitors and residents using the distinctiveness and competitive advantages inherent to each location. Parallel to this, the SolidarCity House guide aims to influence policy-making, particularly in areas related to entrepreneurship, innovation and employment.

- Users of this guide will be normally local community leaders, community development officers, economic development officers working for local authorities, town centre managers, voluntary organisations working at local and regional levels, universities and employment centres.

- “MEID Guide for the construction of environmentally sustainable industrial buildings” (2013) developed in the frames of Mediterranean Eco-Industrial Development” project financed under MED 2007-2013 programme.

- The target group of this output has been the Public sector: universities, service providers, etc, Private sector: SME, service providers, etc., Politicians/decision makers on national/EU level, Politicans/decision makers on local/regional level.

- “Trainers’ Handbook (2014) produced in the frames of ZEROWASTE PRO project (CAPITALISATION project) under MED 2007-2013 programme. The Trainer’s Handbook aimed at providing experts with guidelines for organising trainings regarding sustainable waste management. It contains guidelines on how to set up a training, what kind of training technics to use depending on the audience etc.

- “White Paper-Sustainable waste management best practices guide for SMEs and industrial areas” produced in the frames of ZEROWASTE PRO project (CAPITALISATION project) under MED 2007-2013 programme.

- The ZEROWASTE Pro White Paper aims at encouraging and assisting SMEs to integrate waste management within their structures. Through methodological recommendations and best practice factsheets, it provides valuable tips to target actions to conduct and assess their benefits and tangible results, either through individual actions or through collective actions within an Industrial Area (IA).

Relevant projects - MEID – Mediterranean Eco- Industrial Development (MED 2007-2013) - SOLIDARCITY – The role and involvement of Local Authorities in the employment rate

increase (INTERREG IVC) - ZEROWASTE PRO – Promoting ZEROWASTE (MED 2007-2013 CAPITALISATION) - “Cooperation Plus” – (National Subprogramme: 2: Entrepreneurship, Measure 2.1: Access to

entrepreneurship for all, Community Initiative EQUAL (2004). EFXINI POLI was partner in this project. Main aim of the project was to confront with any type of discrimination and inequalities faced by those who want to have access into the process of creating an enterprise through the development and implementation of a pilot model of prediction and support of initiatives of young Entrepreneurship. The model has been implemented in the area of Attica and 5 urban areas of Greece. The accomplished pilot model consisted of the


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following actions: - Creation of a Theme – Park of Biological and Traditional products, including: - Establishment of an Entrepreneurship Support Centre - 15 protected commercial enterprises of biological and traditional products - Control Certification Office of biological products - Children Recreational Centre - Establishment of 5 Entrepreneurship Support Offices - Implementation of Vocational Training Programmes - Researches - Elaboration of a Tele-matic Centre of Documentation and Dissemination of Information –

Web pages design - Establishment of a Data Bank This project was part of the Transnational Partnership GENESIS (Go, Exchanging New Entrepreneurial Spirit by Innovative Strategies), with partners from Holland and Italy. Activities of the Transnational Partnership were: Entrepreneurship evaluation and Monitoring Pilot Model, Funding, Social balance, Independent Living, Budgeting for all, Entrepreneurial Training, Entrepreneurial Spirit and Culture, creation of the web site www.equal-genesis.gr

Infrastructure/Technical equipment In the frames of a) Project “Cooperation Plus” – (National Subprogramme: 2: Entrepreneurship, Measure 2.1: Access to entrepreneurship for all, Community Initiative EQUAL (2004), a model was developed consisted of: the development of 15 small businesses selling traditional organic products, receving support in all the phases of their establishment by a special structure founded and staffed with experts. These businesses were established and operated according to specific business plans, in a specially renovated building inside an abandoned park in the outskirts of Athens. All renovation activities were covered by the budget of the project, as well as all business equipment necessary. In addition all entrepreneurs were trained on how to operate their business and supported by legal advisors, tax experts, accountant, communication experts and events organisers. The organisation of happenings and events had been a tool to attract people in the place and know this group of new businesses. The businesses had also access to free services (as long as the project was running) such as free cleaning and maintenance, free secretariat support, access to databases etc. An entrepreneurship counseling office was also established to supervise the businesses operation and prevent inappropriate competition among them. The incubator was also accompanied by a creativity and recycling centre for children which gave also the opportunity to schools to visit this new business development model and learn through playing. Last but not least, a Organic products certification centre was established in order to ensure that all products purchased and sold by the businesses were holding all necessary sign. Role in the project EGTC EFXINI POLI- SOLIDARCITY NETWORK contributes to Task 1.2, Task 2.3, Task 2.5, Task 3.2, Task 4.3, Task 4.5, Task 5.2, Task 5.3, Task 6.1, Task 6.3, Task 6.5.


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4.1.12. BWCON GmbH

Bwcon GmbH is a cluster and the commercial branch of bwcon e.V. which is one of Europe’s largest and most successful technology networks connecting more than 600 companies and research institutes. The technological focus of bwcon is to connect ICT start-ups and SMEs with Baden-Württemberg’s most relevant industrial application areas and corporate companies in order to stimulate innovation and strengthen the competitiveness of its members. The main application areas of the region are mobility, health, manufacturing and energy. bwcon GmbH is a joint venture with Steinbeis Foundation which is a successful organization for technology transfer having initiated over 2000 spin-offs in the last 25 years. Bwcon acts a regional partner for several start-up and co-creation centres in south-west Germany und provide different services during the operation of such centres. In detail, municipalities of Stuttgart, Freiburg, Friedrichshafen, Ulm, Ludwigshafen and Pforzheim has different agreements with bwcon for setting up and operating co-creation workspaces, start-up incubators and accelerators. bwcon coordinates the technology transfer from research to industry by starting with early stage concepts at universities such as the Business Recognition Workshops for researchers. As a next step in the innovation process, bwcon operates the Heidelberg Innovation Forum, Germany’s leading and most traditional innovation forum for early phases of innovation. The forum gives founders, start-ups and researchers the opportunity to present their business concepts to a European audience, to connect with strategic partners and to find a first investor to commercialize their ideas. Bwcon has further initiated the CyberOne, Baden-Württemberg’s leading Business Plan competition award which has attracted over 300 m € private investment capital in the last 17 years. On behalf of the regional government bwcon screens 250 business ideas in the high-tech sector per year and creates roughly 50 start-ups in the ICT and high-tech area through its screening process. The startups involved in the screening attract investment capital of roughly 10-15 m € per year. Together with the shareholder Steinbeis bwcon operates a virtual business incubator which can be considered a “cloud” service for start-ups and young entrepreneurs. Bwcon further connects SMEs and larger industry in different technological areas. In detail bwcon operates user groups on smart cities, creative industries, mobility, e-commerce. Here information exchange is moderated and further innovation projects are stimulated. Key personnel Corinna Voß (female) - In her role as project manager, Corinna Voss is responsible for the coordination of European projects of bwcon in the field of technology transfer and open innovation. Currently, Corinna is responsible for the project management of the H2020 project InvestHorizon. She fu45rther was responsible for the project European Investor Gate which bridges the gap between public research funding and private investment. In addition, she covers the Alpine space project FIDIAS for SMEs in the field of green technology and supports the talent support/innovation team in project management and communication matters for the Heidelberg Innovation Forum and the


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FP7 SMARD project. Previously, she gained working experience in Brussels while working for the European External Action Service. Corinna holds a Master’s degree in European Interdisciplinary Studies from the College of Europe in Natolin (Poland) and a Magister degree in history, political science and Latin American studies of the University of Hamburg. Alexandra Rudl (female) is head of project team talent support / innovation fostering at bwcon. She is responsible for the overall innovation fostering activities of bwcon. An important component of these activities is the Heidelberg Innovation Forum bringing together ICT researchers and market players in the early phases of innovation since 2005 as well as the H202 project FI Business, a coordination and support action boosting innovation of the Future Internet community. In the FP7 project European Investor Gate Alexandra contributed to a systematic approach how to present research results in front of investors. Furthermore, Alexandra managed the FP7 project SMARD and is coordinator of the KATANA project, where innovation processes in the agri-food sector is stimulated and mentored. Her background is a Master of European Political and Administrative Studies at the College of Europe in Bruges. Consequently, she can draw upon valuable intercultural competencies and an in depth knowledge of European Politics. Simone Pede (female) has been working for bwcon since 2009. Currently she is managing two European projects in the field of digital media and creative industries. In this role, she has been responsible of organizing training camps for young entrepreneurs and start-ups on business modelling and access to finance. She has also organized and promoted three Hackathon for young developers. Previously she collaborated within the European project SVEA targeting the Web 2.0 uptake in VET and adult training. From 2007 she worked for the Executive learning center of the Unicredit Bank where she was responsible for the organization of training courses. Furthermore she has been collaborating with the Youth Policy Department of the City of Torino and as freelancer she designed communication campaigns for international organization as Slow Food and collaborated as editor for Italian online newspapers. Simona Pede studied Communication Science at the Universites of Torino (Italy) and Köln (Germany). Relevant projects - Alliance Industry 4.0 Baden-Württemberg aims to bundle the competences of production

technology as well as information and communication technology, to network all key players and to support the industrial medium-sized industry in the direction of industry 4.0 through innovative transfer offers. The partners of the alliance - companies, chambers, associations, clusters, universities and research facilities as well as social partners - strive to establish Baden-Württemberg as the world's leading region for industry 4.0 technologies. Small and medium-sized enterprises play a decisive role in this process and should therefore primarily benefit from Allianz.

- MoveBW is a competition for mobility information and traffic control Baden-Württemberg, aimed at companies and research institutes who want to implement innovative ideas for multimodal traffic information and sustainable influencing of mobility behavior. The focus is on innovative applications of information technology and intelligent management of traffic data. A project consortium consisting of three to five companies and research institutes implements the best idea in the metropolitan region of Stuttgart and is supported by the Baden-Württemberg Ministry of Transport and Infrastructure (MVI) with funding of up to two million euros. As a service provider, bwcon GmbH is entrusted with the realization of moveBW.

- Design4Xperience project (D4X), develops user experience approaches and measures to help small and medium-sized enterprises (SMEs) to make their software products more attractive,


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innovative and successful. The Design4Xperience project is part of the funding initiative "Easy Intuitive - Usability for SMEs", funded by the German Federal Ministry of Economics and Energy (BMWi) within the framework of the "Mittelstand-Digital - ICT Applications in the Economy" project.

- The Use-PSS project: usability of SMEs in SMEs aims to support small and medium-sized enterprises to develop and test an innovative usability design framework in the context of real applications with small and medium-sized business partners. Based on this, an initial best practice model is to be generated, which should also be transferable to other areas. Finally, a Use-PSS Competence Center will be set up, which will serve as a starting point and a network platform for small and medium-sized businesses.

- The ACE Creative project aims to stimulate the international growth of the ICT driven creative industries in Europe by overcoming challenges at individual SME level (small size, access to finance, barriers to market entry), at the innovation support level (disparity in availability and support quality) and at overall creative industry level (fragmentation, localisation). In response to these challenges, ACE Creative networks innovation support players harnessing their regional strengths into a European ecosystem of supports to meet SMEs’ needs. Two specific groups of SMEs will be targeted: creative industry SMEs exploiting advanced technologies and ICT SMEs innovating in the field of creative industries.

- CREA is a European Network of Summer Academies for the development of innovative business ideas focused on Creativity and ICT and a Business Idea Contest to bring closer investors, business angels and start-ups. It aims to strengthen entrepreneurship in innovative sectors by using ICT and Creativity as levers. The project selects and supports talented students, who have a real interest in becoming entrepreneurs. Students can come in with an idea and go out with a concrete project with business model. CREA provides an all-round training, which takes participants from their idea, via the identification of market opportunities, to conceptualization and planning and finally to the start-up of a new company. But there is even more: a qualified jury evaluates the best ideas. If a project gets selected the winners are given the opportunity to pitch it in front of possible investors.

Role in the project BWCON leads WP3. BWCON leads Task 3.1 and Task 3.2 with ANCI. BWCON participates in Task 1.2, Task 2.3, Task 2.5, Task 3.3, Task 3.4, Task 4.3, Task 4.5, Task 5.1, Task 5.2, Task 5.3, Task 6.2, Task 6.3, Task 6.5.


5. Ethics and Security 5.1 Ethics The general aim of DESIGNSCAPES is to exploit the generative potential of urban environments in the highest possible number of European Cities to encourage the uptake and further enhancement and upscaling of Design enabled Innovations by existing enterprises, start-up companies, public authorities and agencies, and other urban stakeholders. Considering the above and the workplan presented in the previous Section 3, no relevant ethical issue can be identified. However, as far as few workplan specific risks are concerned, ethical issues may arise in relation to personal data privacy, information privacy and organizational privacy. Considering data privacy first, we mention the involvement of a number of persons in different roles and at various times during the execution of the pilots and the project as a whole. Here the provisions of the EU Directive 95/46/EC on Personal Data Protection and the EC Proposal for a Regulation of the European Parliament and of the Council on the protection of individuals with regard to the processing of personal data and on the free movement of such data, will be strictly followed. The individual participants in the pilot actions will mostly be recruited via the Open Call while external observers as well as registered members of the broad DESIGNSCAPES community will join the project through public events (such as workshops and seminars) and/or the major social networks as well as the project’s Internet portal. Whenever personal profiles are requested to be provided, informed consent will be sought by means of ad hoc templates, which will be customised by each partner according to the national as wells as European legislation en force at the time of data collection. Additionally, the individual data subjects will be priorly informed about the likelihood of provided data to be transferred to other partner organisations for the sake of good project execution, with the exclusion of any commercial exploitation. Broadly speaking in terms of information privacy, the project partners will ensure that all the necessary steps are taken to guarantee compliance with the provisions of relevant EU directives in respect of personal data and information protection, particularly 95/46/EC as well as the resulting privacy acts of the participating countries, even if those may have been superseded by the subsequent ISO standard MIL-498 provisions (freely accessible), which now offer complete guidelines for adhering to the security constraints in the design and implementation of software applications. As far as organisational privacy is concerned, a major source of potential unwanted leakages is constituted by the development and publication of pilot results. There, a safe procedure for data collection, storage, protection, and retention will be set up, paying special attention to the evaluation phase, which also has legal implications in terms of fair judgment as well as preservation of intellectual property and commercial exploitation rights. In the likely case of generating summary statistics for benchmarking purposes or simply dissemination within events and Internet sites, all data will be presented in aggregate as well as anonymised form, without any possibility to disclose or reconstruct the identity of individual participants in the above. The DESIGNSCAPES consortium is aware that, as in any project, there is always the possibility that seemingly harmless or anonymized research data might be combined with other seemingly harmless or anonymised data to accidently create harmful data, i.e. data that violate personal or organizational privacy. Great care and ad hoc mechanisms will be employed to avoid such accidental violations of privacy or harm to organizational or national security. Such mechanisms include: role-based attribution of access rights (alias entitlement when/if data categorisation is concerned), unlinkability of different sessions of data utilisation, and ultimately anonymization of data subjects / information producers. In any case, the prescriptions of extant and upcoming


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regulations on privacy will be carefully attend to ensure appropriate data curation, storage and preservation. To summarize, the main operating principles of ethical relevance that will be followed in the project include the following: Data Security

The International Standard ISO/IEC 17799 covers data security under the topic of information security, and one of its cardinal principles is that all stored information, i.e. data, should be “owned”, so that it is clear whose responsibility is to protect and control access to that data, to keep it safe from corruption and involuntary disclosure outside the European Economic Area. Any evidence of natural persons’ identity and sensitive data collected during the research will be destroyed at the end of it.

Privacy Personal data procurement and management will strictly comply with the provisions of Directive 95/46/EC. Whenever possible according to the research goals, any data will be “anonymized”, i.e. collected and stored in a way it cannot be traced back to the data subject. Informed consent of the interviewees and/or participants in pilot and dissemination actions will be sought after a detailed and written explanation of data security, ownership, and the personal rights to information and modification of stored data.

Information sharing

We shall define on a case-by-case basis which datasets collected are to be made public, which to be shared, and which to be kept confidential. Informed consent is of utmost importance to clarify all participants in surveys and interviews about the implications in terms of privacy, and what sort of information should be left out from open forums etc. There will also be professional mediators acting on behalf of the users in all cases where privacy may be compromised or the scientific use of information is no longer allowed – e.g. due to second thoughts in data subjects.

Inclusiveness With the above caveats, our proposal is building on the principles of openness and transparency. The identity of participants in the project pilots will always be known and accessible by the general public, unless a specific requirement for confidentiality is raised. The technologies used are standard Internet-based applications. Participants will be made aware of the research methodologies and informed of the results. Periodic project dissemination actions will contribute to that.

Work will be carried out respecting the principles of the Charter of Fundamental Rights of the European Union. These include dignity, freedom, equality, solidarity, citizens’ rights and justice. Our proposal also complies with Article 8 of the European Human Rights Convention. We hereby commit to providing the REA with a written confirmation that every major research endeavour in DESIGNSCAPES:

• has received favourable opinion(s) of the relevant ethics committee(s), if applicable, and/or • complies the regulatory approval(s) of the competent national or local authority(ies) in the

country in which the research is to be carried out. As early in the project’s workplan as the situation requires, the consortium members will be prepared and sensitized towards research ethics, the relevant principles and procedures as applicable to each individual case.


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5.2 Security The project does not raise any concern related to security, such as: Activities or results raising security issues N EU-classified information’ as background or results N


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Horizon 2020 Call: H2020-SC6-CO-CREATION-2016-2017 · H2020-CP-2016.pdf Ver1.00 20160617 Last saved 15/11/2016 16:44:45 Abstract Innovation is relevant not only to economic sustainability