CLEVER CITIES FR CITIES COIMPLEMENTATION STEP 11 COCREATION

CLEVER CITIES – FR CITIES CO-IMPLEMENTATION STEP 11– CO-CREATION PATHWAY PLANNING Politecnico di Milano – Eugenio Morello & Israa Mahmoud www. clevercities. eu

www. clevercities. eu We are here [M 15 -M 40] Optional tool Recommended tool Fundamental Tool

www. clevercities. eu D 2. 3 Schedule 02. 09 - 06. 09 Until 10. 09 11. 09 – 30. 09. 01. 10 – 08. 10 – 15. 10 16. 10 – 22. 10 – 29. 10 30. 10 11. 11 End of November Call with FRs, presenting Methodology chapter and the draft of Hamburg comments from the cities with regards to the methodology and their chapters First draft by FRs Hamburg drafting executive summary & Introduction part Final Deadline for FR / Revision by the Partner city External revision Final comments given to cities to make last modifications Draft to WP 2 lead (Mrs. CCd. C) Final draft to coordination (Mr. MK) Submission to EC

www. clevercities. eu Co-implementation is working with PEOPLE and partners to put the solution into action; the tangible interventions serve as a ‘test’ environment to make NBS marketable and sustainable. Co-implementing the solutions means involving people and stakeholders, especially local ones, in the provision and construction of the co-designed solution. Sponsors, suppliers, single citizens might will to contribute to this phase, depending on the possibilities that the construction offers. Feeling to be part of the implementation phase is fundamental in order to initiate the following taking care of the solution in place.

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www. clevercities. eu Step 11: Co-implement the joint project Step 11 is a crucial activity for assessing the scopes of the Presentation CAL and test ambitious public-private-people partnerships and social innovation solutions in the co-implementation phase.

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www. clevercities. eu CO-IMPLEMENTATION PLANNING SCHEME

www. clevercities. eu 1. Define WHAT should happen? In depth listing of actions to be implemented on the CAL • Under the WHAT step the CAL chosen by CLEVER Cities for in-depth examination and planning will be described in detail. The description should contain the context of the CAL and the measures that are expected to be implemented. PRODUCT 1 The list of actions/measures to be implemented on the CAL

www. clevercities. eu 1. Define WHAT should happen? Address and revise the following questions • Which are the main actions/activities to be implemented on the CAL (physical NBS interventions, events, and so on)? • Do you see additional co-implementation opportunities in the CAL, beyond the established ones? Any co-building opportunities? • How are the envisioned solutions responding to innovation potential? • Another opportunity for stimulating the brainstorming is exploring temporary co-implementation solutions: is tactical urbanism a modality to test solutions before the final design scheme get implemented?

www. clevercities. eu 2. Define WHO should make the WHAT happen? Establish the actors you need to involve and engage to get things done • Firstly, review your stakeholder list, what are their relations within the CAL and identify the key actors as well as the networking between them. You can refer to the UIP list, or even better, if already completed, go to stakeholder engagement planner template in tool 7. 1. • Secondly, you have to determine the type of involvement of each identified actor in relation to each planned activity within the call, what we call the categorization of stakeholders. PRODUCT 2 The list of actors in relation to the actions identified in PRODUCT 1 and their degree of engagement in the specific intervention.

www. clevercities. eu 2. Define WHO should make the WHAT happen? Stakeholder Categorization and Engagement Planner Template

www. clevercities. eu 2. Define WHO should make the WHAT happen? RASCHI MODEL

www. clevercities. eu 3. Define HOW the WHO should make the WHAT happen? Review the possible business models and decision-making procedures • Review how are the CAL funding schemes and financing mechanisms are happening at the local scale (business model). • Review the need for specific governance models and/or policy tools to make things happen. This is the decision-making process! • We therefore select for each intervention the corresponding business model and describe its specific value delivery, value proposition, value capture, enabling conditions and risks. PRODUCT 3 The list of business models and policies required to implement the actions (PRODUCT 1) and activate the actors (as categorized in PRODUCT 2).

www. clevercities. eu 3. Define HOW the WHO should make the WHAT happen? Business Model from Naturvation EU H 2020 Project • With the help of this framework, the business model catalogue identifies eight distinct types of business models for nature-based solutions: 1. 2. 3. 4. 5. 6. 7. 8. Risk reduction: NBS investments that lower the future costs from extreme weather. Urban offsetting model: Incentives for offset investments into NBS that are lost in urban development. Green densification model: Integration of NBS into (large-scale) urban real estate development. Vacant space model: Space for local initiatives and businesses in unused urban public spaces. Local stewardship model: NBS bring direct value and sense of identity for local citizens and businesses. Green education model: NBS are set up and managed to support environmental education. Green health model: NBS offer therapeutic, health and well-being value. Green heritage model: NBS are sustained in urban spaces that are cultural heritage.

www. clevercities. eu 3. Define HOW the WHO should make the WHAT happen? Decision Making Process Structure

www. clevercities. eu 4. Define WHEN all combination of steps is happening? Illustrate the co-implementation plan timeline • Draw links, temporal interdipendencies among actions. • Consider establishing intermediate milestones (checkpoints) along the implementation process; or even common milestones for all the CALs to happen at the same time. • Review and assess possible risks and uncertainties related to each action. PRODUCT 4 The timeline (GANTT) of the coimplementation plan.

www. clevercities. eu 4. Define WHEN all combination of steps is happening? Co-implementation event planner

www. clevercities. eu 5. Assessment: Impacts and outcomes Identify goals and indicators to measure the success of interventions • Recall or realoborate the “impacts” and “outcomes” of the CAL (from the To. C and CAL ID). • Secondly, use impacts and outcomes to define the assessment at the end of the process; you could also use short and long-term outcomes to identify activities in relation to affected groups. • These relations could also lead to understand what are the specific KPIs and the instruments used to carry out monitoring and comonitoring with stakeholders. • Consider reporting on the innovation aspects of the NBS actions put in place. PRODUCT 5 A first step of tips for the future (co)monitoring phase, possibly with CAL specific KPIs.

www. clevercities. eu 5. Assessment: Impacts and outcomes Theory of Change review We used the Theory of Change method within CLEVER Cities project to define certain key performance indicators for project evaluation, see tool 6. 1 b and tool 8. 2. This method uses the terms “impacts” and “outcomes” which also should be deployed for the assessment of the co-implementation process. Activities • specific actions to be carried out Outcomes (from To. C) • short term • medium term • long-term Affected groups • stakeholders responsible of carrying out the activity from RASCI model or similar Impact • increased wellbeing • skills • number of people • frequency of use. Measurement • KPIs • instruments of measurement

www. clevercities. eu 6. Upscaling solutions: Realisation, knowledgetransfer and upscaling Identify actions with high potential of replicability and give them visibility and attention • Identify the NBS interventions – and in general the actions, procedures – with a high replication potential. • In so doing, the CAL team will pose attention on the most challenging and innovative actions, thus offering to stakeholders’ potential visibility and motivation to fulfil the process. • Evaluate the possibility of indicators to measure the effectiveness of interventions and their possibility to upscale and transferability on the long run; a possible timeline for replicability might be useful. PRODUCT 6 Tips for the future (co-)development phase of CAL specific measures.

www. clevercities. eu 6. Upscaling solutions: Realisation, knowledgetransfer and upscaling Evaluate the possibility of indicators to measure the effectiveness of interventions and their possibility to upscale and transferability on the long run, a possible timeline for replicability might be useful. 2018 + Finding partner schools for CAL 3 2019 + Identify needs of schools + Look for examples + integrate potential upscaling projects 2020 + Realise planned projects with pupils + feedback information to larger scale projects of needs and potential replication options 2021 + Evaluate success of CAL 3 (Split into different projects) + Identify dos and donts for replication 2022 + Build a network of other interested schools in Hamburg + initiate a regular meeting of interested schools (pupils) Table 1: Steps for CAL 3 realisation and Upscale in Hamburg, source; FHH 2019. 2023 + first replication at school outside of Neugraben Fischbek

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