96634 Citizen-Driven Innovation A guidebook for city mayors and public administrators Written in a collaboration between the World Bank and the European Network of Living Labs Jarmo Eskelinen, Ana García Robles, Ilari Lindy, Jesse Marsh, Arturo Muente-Kunigami EDITORS © 2015 International Bank for Reconstruction and Development / The World Bank and European Network of Living Labs / ENoLL 1818 H Street NW, Washington, DC 20433 Telephone: 202-473-1000; Internet: www.worldbank.org Some rights reserved. This work is a product of the staff of The World Bank and members of the European Network of Living labs (ENoLL). The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. 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Citizen-Driven Innovation – A Guidebook for City Mayors and Public Administrators. ©World Bank and ENoLL License—Creative Commons Attribution Non-Commercial CC 3.0 IGO Noncommercial—You may not use this work for commercial purposes. Translations—If you create a translation of this work, please add the following disclaimer along with the attribution: This translation was not created by The World Bank nor by ENoLL and should not be considered an official World Bank or ENoLL translation. The World Bank or ENoLL shall not be liable for any content or error in this translation. Adaptations—If you create an adaptation of this work, please add the following disclaimer along with the attribution: This is an adapta- tion of an original work by The World Bank and ENoLL. Responsibility for the views and opinions expressed in the adaptation rests solely with the author or authors of the adaptation and are not endorsed by The World Bank nor by ENoLL. Third-party content—The World Bank and ENoLL do not necessarily own each component of the content contained within the work. The World Bank and ENoLL therefore do not warrant that the use of any third-party-owned individual component or part contained in the work will not infringe on the rights of those third parties. The risk of claims resulting from such infringement rests solely with you. If you wish to re-use a component of the work, it is your responsibility to determine whether permission is needed for that re-use and to obtain permission from the copyright owner. Examples of components can include, but are not limited to, tables, figures, or images. All queries on rights and licenses should be addressed to the Publishing and Knowledge Division, The World Bank, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2625; e-mail: pubrights@worldbank.org. First edition. March 2015. /acknowledgements / 2 This guidebook is a collaborative effort of many individuals. The project was led by Ilari Lindy and Arturo Muente-Kunigami Special thanks goes to Frank Kresin from Waag Society, Jorge from the World Bank and Jarmo Eskelinen and Ana GarcÍa Soto from the Civic Innovation Office of the Presidency of the Robles from the European Network of Living Labs (ENoLL). Government of Mexico as well as to Elena Gasol Ramos and The core team included Edward Charles Anderson and Eva Cecilia Paradi-Guilford from the World Bank who reviewed the Clemente from the World Bank, Jean Barroca and Jesse Marsh. draft text. The main author of the book is Jesse Marsh. A “Special Issue on Smart Cities” of the Interdisciplinary The content benefitted from contributions from Ari Alamäki, Studies Journal (Vol 3, N 4, 2014), edited by Tuija Hirvikoski Pieter Ballon, Juan Bertolín, Margarida Campolargo, Belinda and Tarja Laakkonen and published by the Laurea University Chen, Marco Combetto, Koen de Vos, Juan Francisco Delgado, of Applied Sciences, also provided important contributions Joanne Dobson, Penny Evans, Katalin Gallyas, Jokin Garatea, to this Guidebook. Its 33 articles were submitted through a Carolyn Hassan, Sakariina Heikkanen, Tuija Hirvikoski, Marita call for papers specially issued in order to provide a research Holst, Timo Kaski, Anna Kivilehto, Piotr Krawczyk, Mark Iliffe, and scientific contribution to the collaboration between the Seppo Leminen, Matthew Mandela McNaughton, Marja Mattila, World Bank and ENoLL. The document, available on-line Davor Meersman, Victor Mulas, Idoia Muñoz, Hanna Niemi- at http://www.laurea.fi/en/isj/latest_issue/Documents/ISJ_ Hugaerts, Alvaro Oliveira, Adam Olszewski, Sinead Ouillon, vol%203_no%204_web_Smart%20Cities.pdf is a good source Annika Sällström, Moussa Sarr, Dimitri Schuuman, Artur Serra, of inspiration for those who wish to further develop their skills Nathanael Sorin, Anna Ståhlbröst, and Lauri Tuomi. and methods for citizen-driven innovation. Samhir Vasdev from the World Bank is Creative Director The team would like to thank Randeep Sudan and Raj Nallari behind the format and graphic design of the Guidebook. from the World Bank for their thoughtful guidance throughout Christine Abdelmasih and Diana del Olmo from the World Bank the process. proofread the manuscript. The Ministry for Foreign Affairs of Finland supported this work Special thanks goes to Frank Kresin from Waag Society, Jorge through their partnership with the Directorate for Leadership, Soto from the Civic Innovation Office of the Presidency of the Learning and Innovation at the World Bank. // Government of Mexico as well as to Elena Gasol Ramos and Cecilia Paradi-Guilford, from the World Bank, who reviewed the draft text. /contents / 4 Foreword 8 Structure of this guidebook 10 What is a living lab? 12 Introduction 14 The challenge of urban innovation 15 The transformative role of technology 19 What kind of city? 22 Embracing citizen-driven innovation 27 Chapter 1: Getting Started 34 1. Look for the invisible 35 2. Build trust 37 Case story: City laboratory in Mexico City 38 3. Test collaboration 41 Case story: Citizen innovation in Cornella 42 4. Re-think technology 45 Case story: Territorial specialization in the Basque country 46 5. Spot the champions 49 /contents / Chapter 2: Building a Strategy 50 1. Set the rules 51 2. Define a vision 52 Case story: Improving living conditions in Vitoria 54 3. Generate ideas 56 Case story: Creative potentials in Bristol 58 4. Define scenarios 60 Case story: Co-designing scenarios in Colombia 62 5. Make a plan 64 Chapter 3: Co-Designing Solutions 66 1. Unpack the problem 67 Case story: Focus on lighting in Agueda 68 2. Co-design service concepts 70 Case story: Service monitoring in Maputo 72 3. Follow up on creativity 74 Case story: Innovating city hall in Amsterdam 76 4. Pace development 78 5. Go official 78 Chapter 4: Ensuring Sustainability 80 1. Demonstrate impact 81 Case story: Community mapping in Tandale 82 2. Structure appropriately 85 Case story: City innovation agency in Helsinki 86 3. Ensure financial and policy support 88 Case story: SME service innovation in Flanders 90 /contents / Chapter 5: Joining Forces 94 1. Define your role 95 Case story: Learning to connect in Poznan 96 2. Listen and learn 99 Case story: A global water hackathon 100 3. Research 102 Case story: A city-university partnership in Coventry 104 4. Speak out 106 Starter Pack 108 Internet of Things and Cloud 110 Open Data 112 Idea Generation 114 Co-Design 116 Service Design 118 Innovation Hubs 120 Demand-Driven Innovation 122 Endnotes 124 Boxes 126 /contents / /foreword / This guidebook aims to bring citizen-driven innovation to policy makers and change agents around the globe, by spreading good practice on open and participatory approaches as applied to digital service development in different nations, climates, cultures, and urban settings. The effort is born of a Memorandum of Understanding for innovation challenges in a variety of situations, objectives and collaboration1 between the World Bank and the European governance structures. The Living Lab approach strengthens Network of Living Labs and their shared interest in applying these processes as one of the leading methods for ‘agile new citizen centric methodologies for innovation.2 These development’ or the rapid prototyping of ideas, concepts, two organizations have pooled their resources to create this products, services and processes in a highly decentralized guidebook and share their broad set of experiences and know- and user-centric manner. By adopting these approaches and how with city dwellers and policy makers, hoping to inspire its promoting citizen-driven innovation, cities around the world readers with successful case stories together with guidance on are aiming to alleviate the demand for services, increase how to apply these approaches to their own contexts. the quality of delivery, and promote local entrepreneurship. Citizen driven innovation, however, is best seen in action The following pages explore the concept of Smart Cities rather than on paper. This guidebook therefore mixes practical through a lens that promotes citizens as the driving force advice with concrete cases of experimentation between city of urban innovation. Different models of Smart Cities are administrators, citizens, and key stakeholders, as the best proof presented, showing how citizen-centric methods have of the methodologies proposed. been used to mobilize resources to respond to urban 8 The pages that follow speak to cities and citizens regardless of their geographical location. While this guidebook is mainly targeted to city mayors and leaders, it may also be read by assistants, administrators, change makers and digital innovators in municipal administrations as well as in enterprises, universities and civil society organizations alike. The important point is that each player take the common perspective of seeing the whole picture and aiming to orchestrate all the resources a city is capable of mobilizing, with a shared goal of transforming it and its residents into at least one economically and socially prosperous corner of the Earth. /foreword / 9 This guidebook is structured into seven main sections: 1 An introductory section describes the vision of a ‘humanly smart’ city, in order to give an idea of the kind of result that can be attained from opening up and applying citizen-driven innovation methods. 2 Chapter 1, ‘Getting Started’ helps Mayors launch co-design initiatives, exploring innovation processes founded on trust and verifying the benefits of opening up. 3 Chapter 2, ‘Building a Strategy’ identifies the key steps for building an innovation partnership and together defining a sustainable city vision and scenarios for getting there. 4 Chapter 3, ‘Co-Designing Solutions’ looks at the process of unpacking concrete problems, working creatively to address them, and following up on implementation. 5 Chapter 4, ‘Ensuring Sustainability’ describes key elements for long-term viability: evaluation and impact assessment, appropriate institutional structuring, and funding and policy support. Chapter 5, ‘Joining Forces’ suggests ways to identify a unique role for participation in international networks and how to 6 best learn from cooperation. Finally, we provide a Starter Pack with some of the more commonly used tools and methods to support the kinds of 7 activities described in this guidebook. This is just the beginning of a journey, a collective journey with many paths but a common ambition, that of being able to address the challenges that cities across the globe face today. You the reader are encouraged to treat this document as an open resource and provide feedback to the authors, including your own experiences. This way a common portfolio of knowledge can be built up through a growing collection of information on the community of networks and organizations working with citizen-driven innovation and applying it in different city contexts. — The World Bank Group — The European Network of Living Labs citisense@worldbank.org info@enoll.org @WBG_ICT @openliving labs #CitizenDrivenInnovation /foreword / 10 BUILD A STRATEGY Analyse your potential, define a coherent vision, make a plan GET STARTED CO-DESIGN SOLUTIONS JOIN FORCES Form partnerships, build trust, From concepts to follow-up Network globally to learn, and test innovation and service implementation research and speak out ENSURE SUSTAINABILITY Impact assessment, institutionalization, funding MAKING IT WORK THE MAIN STEPS OF THIS GUIDEBOOK /foreword / 11 Living Labs are “user-driven innovation environments where users and producers co-create innovation in a trusted, open ecosystem that enables business and societal innovation.”3 The European Network of Living Labs (ENoLL) was constituted research and development out of the laboratory and into the through the Helsinki Manifesto of December 2006, under real world, engaging stakeholders, citizens, and end-users the Finnish EU Presidency, and legally established as an in the collaborative design of new services. The immediate international, non-profit, independent association of Living benefits of the Living Lab approach derive from this new Labs in 2010. Membership in ENoLL has grown from the relationship created between people and technology: by original 16 Living Labs to 3454 members spanning six allowing citizens to design and create their own solutions, continents. ENoLL Living Labs cover a broad range of issues the resulting services find faster and improved acceptance, from rural development to health care. with end users gaining a greater sense of empowerment and ownership.6 The concept was originally developed as a way of more effectively carrying out research and development in ICT, While originally applied in technical and industrial contexts, bringing “users/consumers/citizens into the system of the Living Lab methodology has since grown and developed innovation, thereby leveraging on a larger mass of ideas, through a range of applications in different settings. Universities knowledge and experiences.”5 In essence, a Living Lab takes and educational institutions have adapted the method for /foreword / 12 greater student engagement and increased relevance of and citizen-driven innovation. curricula, linking student creativity with the surrounding For further reference, a special section on the ENoLL website community. Living Labs have also been taken up in rural offers more in-depth material, allowing direct contact with the community action groups, to engage citizens in the co- networks’ members, all ready to share their experiences and design of platforms and services and to further strengthen insights and in turn learn from other innovation communities. local collaboration for development. Finally, the Living Lab In addition, ENoLL members often explore the Living Lab concept has been applied in urban and regional settings as a dynamics and methods from a research perspective, in parallel means to promote ‘territorial innovation’ to the overall benefit with the actual carrying out of Living Lab activities to address of enterprises and economic activities.7 It is in this context specific needs. Over the years a rich documentation of papers that Living Labs and related approaches have by now become and publications has been developed, also available on the policy tools through which local well-being can be enhanced ENoLL website. // through a constant and permanent process of multi-faceted /foreword / 13 /introduction / In 2009, for the first time in history, the earth’s population of urban inhabitants overtook its rural population. Between 2011 and 2050, world population is expected to with Asian urban residents projected to increase by 1.4 billion.8 increase by 2.3 billion, passing from 7.0 billion to 9.3 billion Cities, although vibrant, exciting, and promising, face a series (United Nations, 2011). Population growth is also becoming of challenges that require increasingly sophisticated tools largely an urban phenomenon with cities projected to gain and solutions, especially in a global atmosphere of increased 2.6 billion inhabitants, passing from 3.6 billion in 2011 to 6.3 scarcity. Indeed, it is becoming difficult for City administrations billion 2050, concentrated in the developing world. Asia and to provide even the most basic services to a good share of their Africa are expected to make up 80% of this urban growth, populations.9 14 // THE CHALLENGE OF URBAN INNOVATION If cities are where the problems are most acute, they also “offer 2011 2030 a natural collaboration setting for solving societal challenges.”10 Urbanization allows for a marshalling of resources and a scaling up of services that is more difficult to accomplish in rural 0.96 1.06 billion billion settings. The concentration of people creates a critical mass of diversity that in turn provides opportunities for innovation in new technologies, services and business models.11 Cities are the first points of connection for foreign markets and external influences. Cities are also increasingly perceived as hubs of entrepreneurial and innovative activity.12 The swifter spread of knowledge within dense city environments doesn’t only 2.67 3.92 enable computer programrs to enter the global economy, billion billion it also enables the diffusion of new ideas about equality and opportunities while giving voice to multiple actors.13 The challenge is how to further spur innovation in a cost effective and low risk manner, such that even the most resource constrained cities can invest in local prosperity and address URBAN POPULATION GROWTH core sustainability goals. MORE DEVELOPED COUNTRIES LESS DEVELOPED COUNTRIES Source: United Nations (2012) /introduction / 15 Box 1 shows, new models of citizen-driven innovation are in fact INNOVATION emerging to re-define city services and how they are structured An innovation is the implementation of a new or significantly im- and organized, increasing the quality of public service delivery proved product (good or service), or process, a new marketing meth- while also contributing to address the global challenges.14 od, or a new organizational method in business practices, workplace Shaped by approaches going under different names –social organization or external relations. innovation, user-centered innovation, co-design, design thinking, etc. – these solutions all share a very broad view of innovation, no longer confined to new or improved products and services delivered to markets, but embracing non-technical Enhanced connectivity, inexpensive mobile phones, and the and social aspects of innovation as well. Indeed, the main goal use of social media have radically altered citizens’ behavior of a mayor may not be so much to increase the functional everywhere, and they also have the potential to deeply affect efficiency of specific services but more broadly to support and the development of municipal services. Some cities are promote broad societal transformations that can promote a already applying open innovation models originally developed good life for citizens regardless of their income level, age or for the business world, encouraging software developers other demographic aspects.15 outside of government to co-create tools and applications in collaboration with citizens and to tap into the knowledge generated in international networks. Indeed, city services can now draw on real time data collected from sensor webs or crowd-sourced from citizens, and customize content for Box 2 OPEN INNOVATION different constituencies by language, location, and channel. Henry Chesbrough [2003) states that “Open innovation is the use of This paradigm shift provides an opportunity for even the most purposive inflows and outflows of knowledge to accelerate internal resource-constrained municipal authorities to invest in the innovation, and expand the markets for external use of innovation, low-cost development of new services. respectively. Open innovation is a paradigm that assumes that firms Such transformational solutions may have little to do with the can and should use external ideas as well as internal ideas, and way policy-makers and citizens normally think that problems internal and external paths to market, as they look to advance their can and should be solved; yet it is already possible to see the technology.” first signs of these changes happening. As this guidebook /introduction / 16 /introduction / The urbanized outskirts of Dar Es Salaam, Tanzania. 17 PHOTO: BBMEXPLORER Box 3 their citizens. LIVING LABS FOR WICKED PROBLEMS Just as there are no standard solutions to overcome the The concept of wicked problems was originally proposed by H.J.Rit- wicked problems all cities face today, there is no single best tel and M.M. Webber (1984) in the context of social planning. In way to engage with citizens and spark off the co-design and solving a wicked problem, the solution of one aspect often reveals innovation processes for a given city administration. There another, possibly more complex problem. are, however, some common methods that have been defined Many times there is no perfect solution for wicked problems, but over time, applying the citizen-driven innovation concept there are many solutions that may “fit”. Here, approaches such as to different situations and generalizing those experiences to Living Labs seem specifically appropriate, allowing the exploration facilitate transfer and reciprocal learning. One of the objectives of situations where innovative solutions are hidden behind a com- of this guidebook is in fact to extend the impact of these plex web of stakeholders and possible solutions. experiences, bringing the Living Lab approaches tested in European settings to address the urgent and severe problems in cities around the world. ‘Wicked’ problems, such as the pollution of waterways, are often caused by complex links between the behaviors of Box 4 individuals, organizations and institutions and increasingly DEFINITIONS shared by cities regardless of their geographical location. Smart Cities: A Smart City is a city seeking to address public issues Rather than ‘technical fixes’ however, we need deep changes via ICT-based solutions on the basis of a multi-stakeholder, munici- in the very structure and organization of our societies, starting pally based partnership. from the patterns of our daily behavior and the way we live, Social innovations are “innovations that are both social in their work, and play. Such problems are beyond the sphere of ends and their means.” influence of a city mayor, in that they derive from phenomena User-centered innovation shapes designs to the user’s point of such as the unfettered competition of global markets, the view. demographic imbalances among countries, and the devastating effects of climate change. Nonetheless, as mentioned above, Co-design goes further, by actively engaging all stakeholders on an cities are well-placed to operate as laboratories for the equal footing in all phases of development. experimentation and development of innovative technologies, Design thinking refers to structured processes that encourage cre- services and business models with the active participation of ativity in problem solving. /introduction / 18 // THE TRANSFORMATIVE ROLE OF TECHNOLOGY Box 5 DEFINITIONS Though following different paths and approaches in response Mobile communication entails services delivered to smartphones to different contexts and needs, a common pattern can be over the internet, with context-based services adapted to a user’s seen in these emergent solutions: they all use Information and profile and location. Communication Technologies (ICT) to do things and organize activities in a way that was previously not possible. The new Social media refers to on-line platforms based on communication paradigms in ICT – mobile communication, social media, driven by social ties (such as ‘friends’) defined by users. Internet of Things and cloud computing – increasingly put the Internet of Things refers to the interconnection of distributed end user at the center of innovation processes, thus shifting the networks of sensors and actuators capable of monitoring and con- emphasis from technologies to people. This is the key feature trolling specific phenomena in real time. of the Web 2.0 model, which explains the disruptive success Cloud computing is based on services that store and process infor- of services such as Google, Wikipedia, and Facebook by the mation on the internet and deliver those services through a range of fact that they all rely on their users to create value. It is normal front-end devices. people and not ‘experts’ who generate content, give support and advice, define quality, and, to the degree that they are /introduction / 19 Technology is not only promising unprecedented levels of efficiency, but it is also the key driver of new forms of participation. /introduction / 20PHOTO: MARK ILIFFE / WORLD BANK “ Technology is not only promising unprecedented levels of efficiency, but it is also the key driver of new forms of participation. ” empowered to do so, effectively co-create the service offer: of social media, enabling new forms of digital engagement the more users, the greater the value. as never seen before. Facebook surpassed one billion users worldwide in 2012,16 with over 80% now accessing via a mobile Technology is thus not only promising unprecedented levels phone17 and over 800 million logging in on a daily basis.18 of efficiency, but it is also the key driver of new forms of With the rapid emergence of its new modes of interaction participation. The exponential growth of smartphones in recent – status updates, news sharing, event tracking, checking in, years enables individuals to connect not only to almost any etc. – the social media revolution has changed the nature of other individual in the world, but also to interactive services communication from mass publishing to mass participation. that process and analyze information on the move while customizing content to local and individual interests. The As governments take stock of these changes, new roles for mobile phone has by now emerged as a nearly ubiquitous ‘digital citizens’ are defined in a framework of open innovation. platform for which technology developers are designing a vast Cities encourage the ‘digital innovation community’ to listen to array of innovative applications and services, such that ‘app’ citizen needs and put new ideas into practice more rapidly and market places for web and mobile services (Android Market, effectively than administration can achieve on their own. In a Windows Store and Amazon Appstore) have become an model dubbed Government 2.0,19 citizens, developers and city integral part of the innovation infrastructure in many cities. administrations form partnerships to deliver new and improved public services, enable transparency, and facilitate meaningful Similarly impressive has been the massive scale of adoption /introduction / 21 performance management. application developed for one city to be adapted to another city and further lowers the entry barrier for innovative city This collaboration is particularly evident in the area of Open services. Open Data is thus yet another example of how co- Data, where public sector information is made openly available creation with citizens and local community members can for developers to create innovative services. By considering reduce costs for service development while generating a wider information held by city administrations as a new kind of diversity of solutions, ensuring that user needs and behaviors public good – and the service opportunities created of mutual are accounted for in all aspects of design, before the launch of benefit – new technical standards are being defined to facilitate a service, product or policy. the use and re-use of public data. This makes it easier for an // WHAT KIND OF CITY? Imagine then that you are the Mayor of a city somewhere in the world. Your city may be large or small, a rural town or a busy financial center, expanding or in decline; whatever your city is like, you have the right to aspire to a vision in which your citizens can live a dignified life and look to the future with optimism and trust in their government. Indeed, you may be asking: Are these new trends and technologies relevant to me and my people? If I engage with citizens and Box 6 DEFINING STANDARDS FOR OPEN DATA SERVICES In the EU’s CitySDK project, cities and developers worked together to define common technical standards for Open Data, through which applications can access information and services from any city that adopts the common interface. Standards were defined for tourism and transport data and also for citizen reporting of city issues. /introduction / 22 local communities and promote open innovation leveraging concept is based on the city-wide deployment of sophisticated Information and Communication Technologies (ICT) to their technology infrastructures capable of sensing what is fullest potential, what difference will it make? How are the real happening in a city in fine detail: where cars are parked, which (wicked) problems we are facing going to be addressed, and hospital beds are empty, what the water quality in the river what will my city look like as a result? is, etc. ICT networks bring all that information together into an integrated overview of city processes and critical issues, Let’s start with one of the leading approaches that while interactive control systems allow to intervene directly applies ICT to urban settings: the Smart City model. This (re-scheduling stop lights, re-directing ambulances, etc.) to fine-tune this city-as-machine, adapting it to specific needs and circumstances.20 This Smart City vision is a very technology-driven approach to understanding the way a city works. Nonetheless, it is a useful model for two main reasons: a) many of the underlying technology systems are technically mature and can potentially bring real advantages to the management of city services, and b) the integrated vision at the base of the Smart City model, where the key is not so much the single networks but the Box 7 SMART SANTANDER One of the Smart City vision’s earlier large-scale experiments is being carried out in the Spanish city of Santander, now an ENoLL Living Lab. 12,000 sensors have been deployed to monitor environ- mental parameters, parking space occupancy, traffic intensity, and parks and gardens irrigation. These sensors are all connected to a city monitoring and control network and allow the development of specific applications. /introduction / 23 Systematic end user engagement in the testing of new product ideas PHOTO: TAWAIN LIVING LAB, INSTITUTE FOR supports the Taiwan Living Lab’s service model. INFORMATION INDUSTRY (http://iii.org.tw) systemic impact of interconnecting them, draws our attention distribution elsewhere, but also provides a detailed and real to the need for a fully cross-sector perspective. time awareness of where energy comes from and where it’s going. A brief look at one of the main Smart City systems – infrastructures for the distribution of electrical energy called On the one hand, this opens the way for an increased adoption Smart Grids – illustrates how this interactive and integrated of renewable energy sources, whose unpredictable behavior approach can lead to significant gains. The concept here is to (energy production is generally reliant on the presence of sun, replace the one-way distribution networks, designed to deliver wind, waves, etc.) makes it difficult to plan for. On the other, electricity from centralized power plants to individual homes a widespread distribution of affordable sensors and actuators and businesses, with an interactive two-way system. This new – some installations monitor and control every appliance in approach not only allows individuals to generate electricity a home – helps individuals, families, and local groups and as well as consume it in a technically savvy way, through communities be aware of exactly how much energy they meters that allow locally produced energy to enter the grid for are consuming at any given moment and why. In most such /introduction / 24 installations, people can remotely control appliances to save The futuristic Smart City vision has a strong appeal, particularly consumption or to program an appliance to turn on and off in its promise of being able to control an increasingly complex as energy becomes available. In this way, a key determinant world. Problems often arise during implementation, however, for more sustainable energy usage – individual and collective and this suggests that technology alone is not enough.21 behavior – is influenced by the availability of appropriate Sophisticated and complex infrastructures and systems can information together with the possibility to take action. have very high costs, often making roll-out a lengthy process; A fully developed Smart City schema applies a similar logic to even if and when things go well, important components may all the functional elements of a city – transportation networks, be outdated by the time they’re fully operational. While such waste management, air and water quality monitoring, etc. – systems appear to work well on paper or even in pilot tests, the to allow for an integrated control of city systems, especially real world is inevitably more complex, with both human and when such systems are linked with the different departments system behaviors that are impossible to fully model and predict. of a city administration that are relevant for each service. In Continuous adjustments and fixes can make the final price tag addition, combining information provided by sensor networks rise far beyond original expectations, with the additional risk with applications running on citizens’ smartphones allows to of ‘technology lock-in’ forever tying a city to a given provider’s personalize city services according to both what’s going on proprietary standards. Finally, complex technology systems in the surrounding world as well as a user’s specific position, often introduce governance mechanisms that are external to profile, and patterns of behavior. - if not in conflict with - the structure and operations of a city Box 8 SMART CITY MALAGA The Malaga Living Lab is specifically focused on Smart City infra- structures for energy, deploying state-of-the-art technologies in power generation, storage, demand management, efficient lighting, electric mobility and energy efficiency in office and residential build- ings. These infrastructures are integrated with smart management technologies for energy supply and demand. /introduction / 25 “ The only way to really bring people into the process is to start with people, not the technologies, from the initial moments of conceiving and designing a ” technological system or a service application. administration; this mismatch between the technology system’s In a similar fashion, running a city is no longer only a question implicit structure and the real workings of city life is what most of efficient administration, but has essentially become a often leads to problems. continuous co-design process, engaging with different stakeholders and exploring new solutions together. Previously, In short, the human dimension is too often missing from Smart citizens were considered as passive objects of city services: City models.22 For all the user-centered design processes, user they take the bus, dump the trash, send children to school, etc. profiling, and context awareness, when people are considered The job of the Mayor and city administration was to provide as ‘end users’ and not an integral part of the system itself, they those services at a sufficient level of quality to keep people end up doing things differently than the engineers expected. happy. Not only is this scenario no longer possible, but each of The only way to really bring people into the process is to start these services – transportation, waste management, education, with people, not the technologies, from the initial moments and so forth – is changing rapidly, in part due to the impact of of conceiving and designing a technological system or a new technologies. Perhaps one of their most important effects service application. This is what brings us back to the Living has however been that, as city budgets are cut and essential Lab and similar approaches, which were originally conceived services reduced or even lacking entirely, citizens demonstrate of as research methods. Indeed the starting point is to realize the ability to organize alternative solutions themselves, from that by now technologies are no longer an end-product, but car-pooling to caring for the disabled, up to the organization of rather a platform allowing a continuous process of creation, local currencies. development, and modification.23 /introduction / 26 // EMBRACING CITIZEN-DRIVEN INNOVATION Just as the Living Lab movement took off when the ICT constraints, leading to solutions that are generally far more industry realized that people were inventing ways to use effective and cost-efficient, well received by the public because mobile phones better than their design teams, city Mayors they’ve been designed by the public.25 Many such services also have begun to realize that the best solution is to capture this involve citizens in the actual service delivery process, such as citizen creativity and work together.24 Urban Living Labs were monitoring air quality, further reinforcing a new alliance with thus born as public spaces within which city governments can city governments that goes far beyond the sense of political engage citizens and steer co-design processes in the most belonging driven by the electoral cycle.26 useful way towards the development of innovative city services. By fully bringing the human dimension into the Smart City In this process, hitherto unknown and unexplored resources model, blending social and technological innovation, a new emerge on all sides: citizens (and equally public servants spread approach thus emerges for addressing city problems.27 Even throughout the administration) become valuable sources of more, a new vision emerges for what a city is and how its first-hand knowledge about a city’s problems while city rules institutions work. In the traditional mindset, the main role and procedures become potential spaces for experimentation. of city governments is to manage and administer public Through collaborative processes, service co-design results services. In this view, the redesign and re-engineering of from a dialogue between citizen needs and administrative Box 9 Box 10 ‘HUMAN’ ENERGY SAVING ENVIRONMENAL MONITORING IN NICE In one experiment, school children in Helsinki started a competition The ICT Usage Lab worked with citizens and the local authority in between classes to see who could produce the greatest energy sav- Nice to make use of portable devices equipped with the appropriate ings. Using smart meters, they discovered that the highest consump- sensors and GPS localization, putting environmental monitoring in tion came from the school kitchen, so they re-negotiated the weekly the hands of ‘citizen sensors’. As pedestrians and cyclists go about menu with the cooks. their daily activities, hundreds of signals are captured in real time, In another initiative in the Swedish city of Malmoe, a University providing coverage of the urban environment that is far more design team helped apartment tenants build their own smart meters dynamic and complete. Citizens, happy to take care of their own de- using the open source Arduino platform. This led to a strong sense of vice, also co-designed apps and services that use the collected data.. ownership, resulting in users actually monitoring their consumption and acting accordingly. /introduction / 27 existing services only happens as an exception: Smart City infrastructures are something to buy and install, citizen engagement is an episodic consultation process to be called upon only when necessary, and Urban Living Labs (if they are set up at all) carry out occasional experiments of service innovation that remain marginal to the city government’s main mission. Now the paradigm shift lies in the recognition that research and co-design are no longer isolated moments, but they have become the norm. The seemingly unstoppable trends towards global warming and demographic change, among others, together with the accelerating pace of change of the technologies designed to address these issues, means that the space between solving one problem and the appearance of the next has disappeared. Over the past few years, many city governments have made significant efforts to increase the role of functions such as innovation, environment, and social services, often setting up dedicated departments and special facilities.28 Yet the issues Box 11 BEYOND DEPARTMENTAL BOUNDARIES To continue with the example of environmental monitoring in Nice, this new service was conceived of as an experiment in an EU-fund- ed research project, but simply and immediately produced tangible results. The barriers of traditional administrative silos have difficulty resisting to such evidence: for how long can the Environment and Procurement departments ignore these outcomes? /introduction / 28 A co-creation session to develop a new cycle route planner at the iMinds Living Lab. PHOTO: IMINDS, FLANDERS’ DIGITAL RESEARCH CENTER AND BUSINESS INCUBATOR, IN BELGIUM (http://iminds.be) to address tend to extend beyond the confines of a single and competition for resources increases, and administration department, which contrasts with the traditional, silo-based gridlock sets in. In the meantime, frugal, citizen driven organization of public administrations. Thus, those responsible solutions provide concrete, real-world evidence of their for ICT or innovation policy end up challenging the historical effectiveness, in a different but equally powerful way to the primacy of other city departments such as Infrastructure or traditional approaches the departments are fighting over. As a Economic Development, particularly as budgets are squeezed more humanly Smart City vision spreads from community to /introduction / 29 community, it becomes ever more evident that the impasse in ownership (delivering policy processes). city administrations needs to be urgently overcome. Once you make the shift to trusting and engaging citizens and Cities that see the change coming can thus make the choice tapping into their boundless reservoir of ideas and creativity, of openly embracing citizen-driven innovation rather than many policies can be seen in a new light. Upraising digital allowing the nature and structure of government to prevent skills among citizens is a valid way to defend your community it from happening. Indeed, the biggest commitment is not against globalization, but if citizens are actively collaborating technical (though it does involve technology), nor financial with the city administration it also increases their ability to (though it’s not free), but rather the cultural and political contribute: the same goes for empowering public servants. change required to simply let it grow. This in turn has two 29 When digital literacy becomes an important asset in your city important effects: and a goal shared by both the public administration and its • The essential role and purpose of government citizens, addressing key issues such as security and privacy shifts from managing and administering to the becomes a common concern rather than a battleground for orchestration of open innovation processes, requiring lawyers.30 As a strategic goal, the human Smart City vision the collaboration of a broad range of stakeholders, is thus a political objective as well as a technical one; the especially those not normally engaged in political opportunities and choices, the risks and dangers can and negotiation processes. should be addressed at the political level as well. For mayors, • In order to create the conditions for the fruitful the challenge is not so much to install the latest infrastructures engagement of stakeholders, the nature of political or adopt the newest technologies, but to take the lead in trust changes, from a commitment to fulfilling guiding a new process where the public sphere re-gains promises (delivering policy objects) to a commitment its pre-eminent role in civic life, guaranteeing an open and to openness, transparency, inclusiveness and shared transparent playing field in which citizen-driven innovation processes can unfold. /introduction / 30 Box 12 E-SERVICES IN RURAL COMMUNITIES The Siyakhula Living Lab in Eastern Cape, South Africa, brings together academia, industry, government, and the Dwesa commu- nity to address communication needs of remote rural communities through research, development, and training. An integrated e-ser- vices platform for marginalized areas – TeleWeaver – is currently under development, to increase the usefulness of the infrastructure (deployed in schools but open to the community at large) and to make it sustainable through the creation of revenue streams associ- ated to each e-service. Indeed, valuable and sustainable ICT applications are more are at the heart of citizen-driven innovation, and there are likely to develop within an environment that encourages plenty of examples of important new services developed with experimentation and collaboration between technologists, the simplest of devices. Recent figures show an exponential entrepreneurs and development practitioners everywhere. growth of internet penetration and smartphone adoption;32 Often, stakeholders may combine their interests in joint yet many life-saving services have also been devised using the projects. For example, in the African continent the recent simple SMS.33 Creativity is such because it makes the best of flowering of local ICT development clusters – such as the what is available, so every city and every people will have their iHub and NaiLab in Kenya, the Hive CoLab and AppLab in own mix of problems and opportunities and thus find their own Uganda, Activspaces in Cameroon, BantaLabs in Senegal, Kinu path to innovation. in Tanzania and infoDev’s mLabs in Kenya and South Africa This means that the benefits of citizen-driven innovation are – is helping to create new spaces for collaboration, training, equally open to different forms and sizes of cities, cities within application, and content development, and for the pre- cities, or rural areas surrounding cities. Humanly smart services, incubation of firms.31 when they rely more on people and creativity than they do on There is a big benefit to this open approach: anyone can do it, expensive infrastructures, are available to small towns, urban whatever the baseline of infrastructures and capabilities and favelas, and rural villages the same way they are to the most whatever the amount of money at hand. People and not things advanced urban areas. This allows to apply the principles of /introduction / 31 Box 13 Box 14 SOCIAL MENTORING IN RURAL AREAS REGENERATION IN FUNDAO European rural policy has successfully focused on building partner- As a small municipality in the central hills of Portugal, Fundao had ships that link neighboring municipalities with a common develop- difficulties keeping its young and talented and attracting invest- ment strategy. This has proven fertile ground for the introduction ments, until it launched a Social Innovation strategy in 2011. A of collaboration technologies to build on their social capital and co-working space, Fablab and Social Business Incubator were set co-design new services. Such is the case of the Living Lab Consor- up, together with ‘Casas Oficina’ in the old center. Fundao has thus tium Fernando de los Ríos, which promotes innovation and business positioned itself as a shared service center, attracting national and start-ups for health and well-being in rural Spanish communities. international investments for 300 highly qualified jobs and hosting 40 start-ups and 10 innovative NGOs. citizen-driven innovation for instance to dispersed networks of expectations on the ability of public administrations to deliver small to medium sized towns. Equally, those in big cities can services also grow. At the heart of the so-called ‘democratic extend their strategies to include broad metropolitan areas, deficit’ is the fact that most city administrations have gone involving peripheral towns with the shared goal of re-balancing beyond the tipping point and are simply unable to deliver.35 territorial development by bringing the same opportunities to On the other hand, those who are capable of re-capturing the all. 34 trust of their citizens discover that they don’t have to do it all alone. By engaging citizens and stakeholders in co-designing For city mayors and administrators with increasingly heavy and co-producing city services, everyone participates in sharing responsibilities, there is another important advantage: sharing the burden, on the condition that the public sector in turn the burden. As cities grow and become ever more attractive, demonstrates the willingness and capability of collaborating /introduction / 32 “ The vision of a human and equitable Smart City is both a common vision across the globe and a special vision for ” your city, its resources, and its people. on an equal footing. It takes some learning however, as the a common vision across the globe and a special vision for people in a city administration are not used to opening up their your city, its resources, and its people. It is not a vision to be processes and sharing responsibilities, nor are citizens used defined at the start and then overshadowed by the details of to contributing actively to what is normally considered the implementation, but must be kept at the center of every activity job of their city administration. Helping all concerned learn to through a constant process of verification and validation engage and to manage these processes is in fact one of the key with all concerned. Indeed, when a city’s vision is based on objectives of this guidebook. engagement and reciprocal trust, it expresses shared, collective goals of prosperity, well-being and sustainability. // The vision of a human and equitable Smart City is thus both /introduction / 33 /getting started / Chapter 1 If you are attracted by this vision of a humanly smart city built on user-driven innovation, the natural question is: how and where do I start? Getting started is in fact the hardest part – some of the maybe falling down a few times. But once you’ve managed to difficulties have been mentioned above – but once you’ve successfully ride the first few meters, that’s it: it becomes a part gone through the first steps, you’re already there. It’s like of you for the rest of your life. riding a bicycle: you can only learn to ride a bike by trying and In this chapter, we 1. Look for the invisible potential in your city suggest five steps for 2. Build trust among stakeholders getting your first results: 3. Test collaboration 4. Re-think the role of technology 5. Team up with champions 34 If you want to benefit from citizen-driven innovation, you Box 15 have to take the first step. You need to realize you can no DATA AS A RESOURCE longer do it alone, broaden your political space, ask for help Information is a typical example of a hidden resource, and Open from the businesses and citizens in your community, and be Data strategies and action plans make this information freely avail- ready to commit to co-designing new solutions together. At able as a platform and a resource for the development of new city the beginning, you may feel shaky, but a sincere opening up services. by the public administration is usually answered with such an Like any innovation, however, the success of an Open Data strategy abundance of new and exciting ideas from citizens and partner very much depends on people (especially your public servants) and organizations that you wonder why you waited so long. their ability to think and act proactively. // 1. LOOK FOR THE INVISIBLE You can start by learning to see your city and its resources as you, and they have difficulty in bringing new energies with new eyes. It is normal for city governments to engage to the table. In addition, the available policy instruments with stakeholders in consultations at all levels of policy; what tend to act more on the city’s economic fabric and physical is perhaps less evident is that these exchanges are strongly capital (buildings, roads, infrastructures, etc.) and less on the framed in normative patterns of confrontational dialogue. creative potential of the population.36 Policy options are thus Partly for this reason, those who appear to represent business determined by money available and projects to spend it on, owners, workers, charities and other groups of interest have such that the current imperative of ‘doing more with less’ often lost touch with the real dynamics of innovation as much seems to create an impossible situation. /getting started / 35 In order to see the invisible resources behind this wall of the contribution of your cultural and symbolic resources (the difficulties, reflect on how you might turn that policy imperative richness of cultural heritage, the vibrancy of cultural activity, upside down, doing ‘less with more’. ‘Doing less’ in the sense etc.) far beyond their immediate economic value. that with citizen-driven innovation you can step back from On the other hand, public administrations are not normally being the sole provider of services; by relinquishing some meant to be creative at all, and innovative stakeholders have degree of control, you can shift to a role of orchestration of probably in the past had more negative experiences than you partnerships that co-produce services together. ‘With more’ might like to think in trying to deal with them. Many active in the sense that you can now work with both traditional and forces are therefore hidden from your eye on purpose, due ‘invisible’ resources ignored until now because they cost too to a barrier of mistrust. This can be true for the so-called little and elude control. ‘digital innovation community’ as well, made up of fiercely Since individual and collective creativity are the motors of independent and often young programmers wary of public innovation, you need to look at how creative your people can administrations by faith.37 Other active citizen groups and be, what the conditions are to make them creative, and what movements may have suffered the delusion of engaging in makes your city attractive for other creative people to come fleeting moments of opening up that have led nowhere. So and live there. In this way, you can already think of your city seeing your city’s creative potential doesn’t necessarily mean as having more resources than you thought, as you evaluate being able to work with it. Box 16 Box 17 TECH HUBS IN AFRICA BUILDING TRUST IN MILAN In a recent project for the Botswana Innovation Hub, the World The Quarto Oggiaro district on the outskirts of Milan has been Bank’s ICT group, together with the iHub in Kenya and BongoHive plagued by drug use and organized crime. A city-led urban re-gen- in Zambia, mapped tech hubs in Africa. A rapidly expanding innova- eration program is now working with the EU’s MyNeighbourhood tion landscape emerged, with 90 hubs identified in over 28 countries project to turn the area’s prospects around. and more than half of African economies with at least one. Guide- The MyNeighbourhood platform rebuilds a sense of belonging and lines on improving hub/lab sustainability were also produced. identity by allowing users to participate in community activities and contribute to solve local challenges by co-creating solutions with others. In Quarto Oggiaro, adoption of this platform has had the effect of bringing together different civic groups and building reciprocal trust. /getting started / 36 Collaborative workshops, like this one held in Concepción, Chile, can help stakeholders co-create a shared vision for innovation hubs. PHOTO: DIANA DEL OLMO / WORLD BANK // 2. BUILD TRUST The next important step is in fact to build (or re-build) trust this you will probably need support in scanning the web to between your city administration and all of your potential look for groups and initiatives that are already active in your partners in a citizen-driven innovation strategy. It helps to first city. You should also look for some of the less vocal citizen make a quick census of which groups and contacts might groups, for instance by exploring a specific issue in a specific be the most interesting to work with. You will certainly need neighborhood, getting behind the newspaper headlines to to connect with at least some digital innovators, and to do see who is really doing what, since truly active citizen and /getting started / 37 /case story / CITY LABORATORY IN MEXICO CITY Description Context Challenges The Laboratorio para la Ciudad (Laboratory Since its foundation in 2013, the Lab is con- Although a small office compared to most for the City) is Mexico City’s new experi- stantly seeking new proposals and provoca- government departments, and tiny com- mental office for civic innovation and urban tions around the problems and opportunities pared to the sheer size and complexity of creativity, the first city government depart- of the city through collaborative efforts, both Mexico City, the Laboratorio keeps ambitions ment of its kind in Latin America. The Lab within government and through civil soci- high by relying on small-scale interven- is a space for rethinking, re-imagining, and ety. Mexico City is thus the creative testing tions, prototypes, soft infrastructure and reinventing the way citizens and government ground, the space that inspires and pro- social capital. The Lab’s civic innovation can work together towards a more open, vokes, that shapes views and roles, bursting experiments seek to improve government more livable and more imaginative city. with potential. services and make government more open, more responsive, and more receptive to citizen participation and feedback. For this, a focused, intimate perspective can be a good way to address and shed light on complex and serious issues such as social innovation, sustainability, economic development, infra- structure, participation, public space, com- mon good, etc. When experiments prove successful at the micro-scale, they can be adopted by the city at a larger scale either at the policy level or as citizen driven initiatives. At the same time, joint action and narratives are able to push strategic conversations across the silos of different ministries. 38 /getting started / Actions Results Impacts Scaling Up In all the Laboratorio’s activities, In a year and a half of activity, Overall, the Laboratorio’s Open With ‘open government’ as one government is seen as an attrac- more than 40 events have been Government strategy is swiftly of its main goals, all the Labora- tor of talent, a space of opportu- held, ranging from conferences gaining ground. Laboratorio torio’s work and data are open nity, and a motor for innovation to workshops, creating spaces para la Ciudad has created the to anyone; participation in the and civic entrepreneurship. for dialogue. In HackCDMX 500 foundations for citizen-driven constellation of labs around the Urban creativity projects, on the participants produced 52 web innovation projects to become world allows to constantly share other hand, offer opportunities and smartphone apps using part of city life, and offer new experiences and learn, in a tight to rethink city spaces and poten- public datasets in less than 45 tools in urban spaces. These relationship with other cities tial ways to inspire interaction. hours. With CódigoCDMX, six foundations will eventually allow such as Buenos Aires. The main experiments to date civic hackers worked during nine projects to grow on their own include: months, each with a specific and invite other people to profit CódigoCDMX (Code for Mexi- city ministry, to develop an app from available data to rethink the co City); that would offer a solution to city. citizens’ everyday problems. One HackCDMX, Mexico City’s first API created by our fellows was Data Festival; accessed more than 4 million Open Government Program; times in less than 5 months. DataLab (Laboratorio de Da- tos), the government online data platform; Proposal City, a channel to share citizens’ ideas for the city; Maker City (Ciudad de Hace- dores), encouraging Mexico City’s makers; Urban Artifact, an urban ob- servation tool. /getting started / 39 innovation communities tend to coalesce around concrete Box 19 problems to be solved. CO-CREATING AN INNOVATION HUB IN GRAN CONCEPCIÓN Before reaching out to these new stakeholders, try to see In order to imagine, discover, and define a city-wide innovation hub the situation from their perspective: Do they want to interact in Concepción, Chile, the World Bank ICT Group and the Govern- with the city government? Are they being offered the support ment of Chile invited 30 individuals to a three-day workshop based they really need? How can they be convinced that their on co-creation techniques. In this process, the team articulated a commitment is not just being used for political visibility? Keep shared vision of the future hub - from its linkages with community in mind that a) you need them as much as if not more than they stakeholders to potential business plans - and identified concrete ac- need you and b) they may not be interested in what you think tions for making it a reality. The workshop was driven by the partic- you have to offer them (power, money, or fame). What they are ipants, guided by world-class facilitators and speakers sharing their definitely looking for is a different type of practice and behavior experiences of operating hubs as orchestrators of effective user-driv- from a public administration, one that is open to being engaged en, collaborative innovation ecosystems in their respective cities. with – open to listen and open to change – and not necessarily one that has all the answers. What kind of signals can you send out to communicate that this is indeed the case? respect for them by using a participatory form of engagement: A good starting point is to think in terms of reciprocity: you’ll BarCamp, Open Space, and similar methods as discussed in need to trust them as much as they trust you. Do you want the Starter Pack; you may be surprised at how effective they to organize an event to get to know new actors? Show your can be. Show you are really listening by asking to be listened to in turn; be open and honest about the kinds of problems Box 18 the public administration is facing (not just “we don’t have ROLES IN COLLABORATIVE GROUPS the money”) in relation to the issues raised by your new Actors play different roles but in most communities of practice you stakeholders. Identify what can be done to better meet their will find examples of the following: Leaders provide guidance and needs by thinking creatively yourself. management, aligning with the strategic goals; Sponsors nurture re- Think also about roles and responsibilities as well as the lationships between actors and the community; Facilitators help the expected contributions from different actors in your innovation leaders to energize the community, Coordinators maintain, plan and partnerships. These mini-communities have their own social tidy up the practical work within the community; and subject-matter structures that require cultivation in order to change and grow Experts share their deep knowledge of the theme or topic. - and sometimes even to finish the job on time. It is important /getting started / 40 to agree on a clear definition of roles, as confusion about who people who think they’re saying the same thing when they does what is a common source of tension and conflict, often aren’t – a lack of clarity in expectations on what is to be done, leading to misunderstandings and unsuccessful outcomes. or a redundancy of competencies in an over-crowded team.38 These problems can derive from a lack of communication – // 3. TEST COLLABORATION After opening up to build trust, the only way to really test it is to together, make sure you also identify the conflicts and barriers work together to address a concrete problem, and for this it’s that you yourself can do something about, namely those important to define the issue to work on. Forget for a moment raised by the nature and operational structure of your public the problems you think should be addressed and try to get administration. your stakeholders to identify something that will have meaning The best way to build trust is in fact to show that you are for them. Focus on something that is concretely possible to ready to act, opening up the city government and making achieve with existing resources, in the short term. What kinds even uncomfortable procedural changes where necessary of problems can be identified that are best tackled through to facilitate a solution. Indeed, the main goal of these first new forms of collaboration, especially by making use of simple co-design experiments is to demonstrate reciprocally that a technologies that are already in place? new way of collaborating is possible, that this can be done For your first initiatives the purpose is not so much to actually without big investments, and that concrete benefits can be solve the problem, as it is to see how the problem can be demonstrated in the short term. Once you have carried out a explored in new ways, with new ideas generated by processes micro-project full cycle, everyone will be sure that all parties that give value to the contributions of each and every can be trusted to do their part. participant. As you identify problems and possible projects /getting started / 41 /case story / CITIZEN INNOVATION IN CORNELLA Description Context Challenges Citilab16739 is a center for social and digital The Citilab vision starts with the community The main challenge of Citilab has been to in- innovation in Cornellá de Llobregat, Barcelo- networks of the 1990s, including Cornellanet troduce an innovation culture in the normal na. It is a mix between a training and re- and BCNet in Barcelona as well as similar ef- life of citizens, not an easy task. The basic search center and an incubator for business forts in Cleveland, Ottawa, and Amsterdam. approach of Citilab is learning to innovate: and social initiatives. It sees itself as a center Citilab takes the next step of shifting the em- “What do you want to do?” is the question for civic innovation, using the Internet as a phasis from universal access to innovation, Citilab asks every newcomer. Their experi- way of innovating in a more collaborative considering Citilab as a center for communi- ence then takes shape through a personal manner, integrating citizens in the core ty and individual innovation literacy. and team-driven project, as a dynamic work- process. The governance model is based on a in-progress learning path. In this model, a non-profit foundation: the first time in Spain key role is played by the “local innovation for an innovation foundation set up by a agent”. This actor brings together academic municipality. The President is the Mayor contributions, knowledge of new technolo- of Cornellá, while Board Members include gies, and a special insight to help extract in- representatives from local companies as well novation requirements from citizens. Public as multinationals, the Catalunya Region, the authorities and companies provide resources University, and local civic leaders. but also ask questions: they are equally invited to participate in discovering their own needs and setting up their own projects in their own organizations. /getting /getting started / / started 42 Actions Results Impacts Scaling Up The first step for creating Citilab Step by step Citilab is introduc- The first and most significant Over the years, Citilab has was to find a place, which the ing innovation to City Hall and impact derives from the concept strengthened and extended its City identified in a restored tex- also to local companies. Citilab that any citizen can develop laboratory model, cited as best tile factory. This was ideal for its currently has 7,000 registered their own innovation project; it practice in the EU’s Guide to So- symbolic value: if in the ‘90s the users (they are issued a card doesn’t matter who you are, you cial Innovation. SeniorLab is now factory was the center of civic like public libraries), which is have a place and you can learn collaborating with other cities life, now it is the laboratory: in over 6% of the population of to innovate. A broader impact of through EU Grundvig funding, fact, people identify Citilab with the building. Cornellá. The Citilab foundation Citilab has been the application while the Edutec is extending works with an annual budget of this methodology for citizen its scope to mobile applica- With the physical and digital of 1.2 Million Euros (50% local engagement. The Citilab experi- tions, working with primary and infrastructures in place, the government and 50% projects ence has been instrumental for secondary schools. The Spanish organization of activities started in November 2007, launching and services) and employs 25 introducing the citizen-driven government is extending the Cit- projects with two social groups: professionals. innovation methodology in the ilab concept in a program with SeniorLab (helping the elderly to City of Barcelona, that in 2012 Medialab Prado of Laboratorios develop their own innovations launched the Barcelona Labo- Ciudadanos, with a stronger using IT) and Edutec (helping ratori project, exploring how an element of social innovation. kids open up to computational entire city can become a city lab. Finally, Citilab participates in thinking: Scratch, Arduino, etc.). international exchange not only Over time, the model has been through ENoLL but also coor- extended to other social groups, dinating the CYTED research such as the Social Media Lab: project, with a network of citizen Musiclab with local musicians, laboratories in Brazil and else- Sportic, with young football teams and GameAcademy with where in Latin America. dropouts (“turning your hobby into your profession”) or the LaborLab, a laboratory for in- venting new forms of work using ICT: “Don’t look for a job, invent your own project.” /getting /getting started / / started 43 The Bird Living Lab turns areas in the Basque Country into a major center for /getting started / 44 PHOTO: GAIA, THE ASSOCIATION OF ELECTRONIC AND international research and capacity to generate new business opportunities. INFORMATION TECHNOLOGIES (http://gaia.es) // 4. RE-THINK TECHNOLOGY As you get involved in co-design methods, you will probably There are some important consequences of these new discover a few things about technology that are useful to developments. First, as technology systems interconnect reflect upon for a moment. We are all used to thinking of ICT and gain complexity, there can no longer be experts with a as tools that exist because they are useful, in that they make total control of any given system. Some may have an expert’s processes more efficient and reliable. It used to be that in order grasp of network protocols, while some may have a better to design an ICT application, a specific functional purpose understanding of how to get re-tweeted, but the integrated was defined (e.g. accounting, transport networks, etc.) and the world of ICT has become too complex and too pervasive for a solution was developed and delivered. More recently, however, total comprehension of all its aspects. The corollary of this is technologies have evolved to do a lot of things that are not that, from the very moment someone knows how to make a directly ‘useful’: play games, chat with friends, and organize phone call or send an SMS, they can be considered as an expert events. These new technologies mix and blend with the ‘useful’ of ICT from at least one perspective. This means that the only ones – you can simulate city planning, chat about government way to really influence technology processes is to get all these policy or organize a business meeting – so it becomes types of expertise together, ranging from the specialists to impossible to identify where efficiency ends and enjoyment common people. begins; this ultimately leads to an inseparable integration Second, despite appearances, it is no longer possible to between the technology systems and human social interaction. ‘buy’ an isolated ICT system; in truth, we at best add more Box 20 Box 21 APPS4DUMMIES SERVICE FEEDBACK VIA SMS The Apps4Dummies interactive workshop format is designed Citizens receiving health care in the Nasarawa province of Nigeria around the EU Citadel… on the Move project platform, which allows can provide feedback on services received using SMS. The MyVoice non-expert users to convert and publish Open Data. City officials system in fact sends interview questions by voice and allows for sim- who bring an Excel file filled according to a standard template are ple Yes or No answers via keypad or more complex answer via SMS. paired with local software developers to explore the platform togeth- The anonymized results are then collated and reports made available er and generate an app that visualizes the converted dataset. This to supervisors and funders through an online dashboard. allows civil servants from different offices to build alliances with the local development community and actively participate in the Open Data process. /getting started / 45 /case story / TERRITORIAL SPECIALIZATION IN THE BASQUE COUNTRY Description Context Challenges The Urdaiba Bird Center complex (UBC) is Due to its special environmental features, the In the ever more globalised context, regions a technical and research hub located in the Biosphere Reserve is an area with significant and territories need to identify their specific heart of the Urdaiba Biosphere Reserve, a limits on the options for defining a devel- contribution to global innovation systems particularly important point along major bird opment strategy. The Bird Living Lab turns in order to maintain a path of sustainable migratory paths. The Center takes advantage these constraints into strengths, by making development. of this unique setting for the collaborative the area a major center for international The Bird Living Lab is on the one hand nearly design and testing of ICT solutions relat- research as well as the capacity to generate impossible to replicate, yet on the other ed to bird ringing and tracking, as well as new business opportunities. constitutes a model for discovering a territo- hybridization projects that apply the results This has been made possible by the collab- ry’s specific potential for creating wealth and to other fields. The ‘cluster+’ collaborative oration of key stakeholders in a process of employment based on the positive interac- model for this leading edge multidisciplinary ‘entrepreneurial discovery’.41 tion of the economic, social, and environ- research was formally launched as Bird Liv- mental dimensions. ing Lab40 in spring 2011. The public administration (Biscay Pro- vincial Council and the Basque Govern- ment) providing institutional and financial support. The business fabric (through the GAIA Cluster+ model) guaranteeing positive ex- ternalities for companies with technology transfer and business development. The innovation system (Aranzadi) guiding research in biological and environmental sciences and managing the Center. The communities of users (mainly of a scientific and technological nature), link- ing the Center to European and interna- tional thematic networks. 46 /getting started / Actions Results Impacts Scaling Up All aspects of the Bird Living Lab Results include devices for The Center, with its multiple The UBC and the Basque model link the focused special- bird ringing and tracking that possible uses, also carries out Country in turn form part of a ization of its core research with combine technological and ICT related activities that maintain a global value chain regarding the broader global systems: solutions in the field of biology, strong connection between the possible applications of ICTs for In economic terms, the also applicable to other activities technological R&D and both the monitoring birds which involve technical and research solu- where traceability and moni- surrounding territory and global Innovation Centers of Excellence tions applied to monitoring toring are key, such as security, networks. This has led to linking giving rise to technological hy- Urdaiba’s unique biodiversity, defense, logistics and transport, its frontline research in the fields bridization projects with a strong create externalities in fields aerospace, tourism, and health. of ecology, climate change commercialization potential. such as logistics, security, Furthermore, given that bird and biodiversity to training and aerospace, etc. migration patterns are indicators education, the development of of climate change, they also hybrid technologies and inno- In social terms, the Center support the analysis of environ- vation initiatives, and scientific not only attracts international mental risk. tourism. talent, but also generates new activities based on tourism, education and environmental education and training. In environmental terms, the Center is contributing to en- sure the maintenance of the natural character, landscape, ecology and biodiversity of the Urdaiba Reserve. /getting started / 47 or less powerful new sub-systems to the complex mesh of this guidebook. The new values of openness and collaboration technology already out there. The value of what is added is that can enable citizen-driven innovation to happen in your city in part proportional to the scope and sophistication of the in fact mirror the open and interconnected nature of the new new sub-system, but there is a new element that increasingly technological systems. contributes to defining its value, which is the impact of its The more you build new partnerships to generate ideas inter-connection with the pre-existing systems. In this logic, it and address problems, the more you will realize that these is possible to obtain an ICT system by not paying a penny for features of the new technologies – their inclusiveness, their a new technology but rather re-designing the way people and interconnectedness, and their political impact – become part organizations interact using existing technologies (like putting of the shared understanding among your stakeholders, as a a message in a bottle). If we take this anthropological definition common ethos emerges. ICTs play a central role in citizen- of technology fully on board, then it becomes impossible driven innovation, not so much for the power of what they not only to conceive of ICT without people but equally to do (which is sometimes astonishing) but mainly for the way imagine any new city initiative without an ICT component. they enable people to creatively work together according to Finally, as ICT gains value as a function of its openness and open principles. If you are able to capture this new political interconnectedness with systems of human organization, it dimension and use it to the benefit of your city and citizens, assumes an increasingly political dimension. Associated with then you can reasonably consider yourself to have become an these new trends are new norms of how knowledge and expert in ICT. information are shared, how value is created, and how power is defined and used, as discussed in the introductory section of /getting started / 48 // 5. SPOT THE CHAMPIONS As you begin to experiment with citizen-driven innovation, you their ideas and expertise to common endeavors, recognizing will probably notice that others with a strong leadership role the value of the expertise of others, and opening up to your already work in this way, although they may not have done so efforts to engage. until now with the city government. These ‘champions’ share These people will be the most valuable resource for your new this understanding of the new dimension of ICT, with an ethos policies as you move forward to build on the first exciting of practice based on reciprocal trust that is the foundation experiences of engagement and co-creation, so make sure of co-design. Some may be actual experts in the different you show your commitment and trust to them. They won’t methods and techniques of citizen engagement such as necessarily need a formal recognition or position, but they will participatory co-design or design thinking, while others may require a continued commitment from you to listen and act; if simply be natural leaders who instinctively choose to work in you ask them what they need, they will usually tell you: often it an open and transparent way. They may be artists, business may be simply “let us do what we’re already doing.” Whatever owners, volunteer care givers, software programrs, or civil their profiles and specific competences, this group will form servants, but they will demonstrate their interest by committing the starting core of your city’s innovation partnership. // CHECKLIST FOR GETTING STARTED Have you... Reflected on where the most creative people in your city are, where they meet, and what they do? Identified at least one open event of your local digital community to attend this month? Drawn up a short list of specific city issues you can use to test new forms of collaboration? Compared the apps on your smartphone’s home screen to those of others? Invited at least two new people from the civic and digital communities to lunch? /getting started / 49 /building a Chapter / strategy2 If you have applied our suggestions from the previous chapter, you will have seen that citizen- driven innovation is easier than it looks and probably more powerful than you thought. To follow our previous metaphor, you will have learned to ride of how your city works requires careful leadership. Above all, a bicycle. Among your citizens, you will probably have raised every step needs to maintain the principles of openness and expectations and generated enthusiasm, but this initial magic is collaboration, since you will need the support of all involved to a fragile thing; transforming such energy into the daily practice judge together when and how to move forward. In this chapter, we 1. Set the rules suggest the key steps to 2. Define a vision define a citizen-driven innovation strategy: 3. Generate ideas 4. Define scenarios 5. Make a plan 50 By going beyond the first initiatives to build a solid, permanent moments of creative collaboration you have guided so far. In partnership for citizen driven innovation, you will need to work your initial ‘light and quick’ test projects you selected problems on several dimensions in parallel, which we will explore in this mostly for their ability to engage stakeholders and initiate the and the following chapters. This includes: practice of co-design; eventually you need to move towards • A coherent strategy and vision for your city a strategy that addresses the real problems of your city in • Co-designed solutions to real problems a systematic way. This requires that you co-design a broad framework for your citizen-driven strategy together with your • A solid framework for long-term sustainability core innovation partnership, so that individual projects fit into • Networking and knowledge exchange with other cities a broader picture and work together towards the common and communities. vision. The first step however is to give coherence to the episodic // 1. SET THE RULES We have repeatedly underlined the importance of working in an structure, but you do have to agree on the common, minimum open and transparent manner, ensuring mutual respect. As your rules that each stakeholder should follow, expecting others to core team of external and internal innovators gains different do the same. This way, new players who join your collaborative experiences, you will generally find that it is useful to translate processes can get a clear idea of the values you share and some of these principles into an operational framework. You immediately see if they are coherent with their expectations. don’t at first need to establish a department or any formalized These rules should primarily ensure openness, transparency, /building a strategy / 51 inclusiveness, and shared ownership, but they can also define transparency, do they provide for accountability and allow general principles for dealing with privacy, intellectual property ‘outsiders’ to intervene when necessary? rights, and other such matters. Finally, while it is important to set down the rules it is equally What is most important is that these rules are taken seriously, important to make provisions for modifying and updating using the partnership’s own governance structure to monitor them on the basis of your experience in working together. Try compliance. A good test is to ask an external third party to not to focus too much on predicting and preventing possible evaluate your governance principles: do they seem sincere, future problems; put the emphasis rather on establishing a do they engender trust, do they encourage engagement shared identity for your group, with reciprocal trust as the and empowerment? Another test is to ask those who you best antidote for creating problems and open and transparent are representing or working on behalf of: do they guarantee mechanisms for addressing problems if and when they arise. // 2. DEFINE A VISION Once you’ve established the rules of the game, it’s a good given moment the main points of consensus on where you idea to work together to define a shared vision for your want to go in the long term. Normally, a vision is encapsulated humanly smart city, a vision that is specifically adapted to in a written statement where every word counts; that can be your city’s needs, resources, and aspirations as described at a useful exercise especially for the outside world, but what is the outset of this guidebook. This will not be a permanent or important is to base that vision on a deep analysis of your city’s rigid definition, but rather a work in progress that changes and potential and your options for action. grows throughout your innovation processes, reflecting at any Box 22 VISION-BUILDING IN LEBANON The World Bank ICT Group and the Government of Lebanon held a two-day workshop to define a vision for the country’s mobile inter- net ecosystem. Representatives of the ‘quadruple helix’ (government, enterprises, academia, and civil society) came together to articulate a shared strategy, including the creation of a coordinator hub to feed on new linkages between stakeholders. The vision-building process was supported by international thought leaders sharing experiences in value creation for urban innovation ecosystems. 52 /building a strategy / Box 23 Box 24 TRACKING IDEAS EUROPE’S ‘ICAPITAL’ 2014 The Pisa Living Lab (Leaning Lab) has developed a software platform The City of Barcelona was awarded the European Capital of In- that tracks the evolution of ideas during an on-line collaborative novation (“iCapital”) prize for its vision of “Barcelona as a city of design process, allowing the identification of authorship in a fair people”. This policy, launched by the City Council in 2011, is based on manner. This in turn makes it possible to establish clear rules for “introducing the use of new technologies to foster economic growth Intellectual Property Rights (IPR) within an open co-design partner- and the welfare of its citizens”. Barcelona Laboratori, the city’s Living ship. Lab, has helped to achieve this goal. A well-known method of analysis is called the SWOT, which potential of citizen-driven innovation in relation to your city’s maps Strengths, Weaknesses, Opportunities and Threats in a prospects. The first participatory initiatives you have carried four-sector diagram. You or others will probably have already out will enrich your thinking with new tools, new stakeholders, carried out a SWOT analysis for your territory, but this time and new approaches as your main Strengths. The Weaknesses it will be different, since you will be doing it as a collective, could lie in the lack of a culture of cooperation or internal participatory exercise. In this context, you should be able to difficulties in the public administration. The Opportunities can identify new Strengths, for instance in terms of your cultural mainly be found in the creative use of technologies, especially heritage or the local potential for creativity. Weaknesses may in the ‘frugal’ paradigm that allows for a more inclusive include marginalization from flows of globalization, countered approach. Finally, the Threats may for instance lie in dynamics by the Opportunities of the internet and citizen empowerment. that can undermine the trust you have built up or external Finally, the Threats may be seen to come locally, i.e. with an pressures to return to ‘the old ways’ of policy-making. These exodus of your youngest and brightest, or externally, i.e. with considerations will help you to balance the analysis of your the impacts of global financial crises. city’s context with the potential of citizen-driven innovation, in order to define a long-term vision that is both desirable and This analysis should then be coupled with an exploration of the feasible. /building a strategy / 53 /case story / IMPROVING LIVING CONDITIONS IN VITORIA Description Context Challenges The Habitat Living Lab42 is a social network In Vitória, a city with over 300.000 people, The Habitat Living Lab addresses challeng- ecosystem for Research & Development approximately 31 thousand live in a poor es typical of such a bottom-up community as well as Education. It has the purpose of area named Território do Bem. It was in this building approach. The endemic lack of developing and implementing environmental context that the NGO Associação Ateliê de focus and tendency to act individually is friendly technologies in collaboration with Idéias was created in 2003, to generate ideas overcome through information sharing, joint low-income communities, so as to improve to address the lack of supply of basic human decisions, and engagement in active partici- the conditions of urban and rural housing in needs of housing, clean water, treatment pation and collaboration. the Brazilian State of Espírito Santo. and disposal of waste etc. The first initiative was to set up a community bank controlled by local residents, Banco Bem. This was followed by the constitution of the Fórum Bem Maior, where community leaders meet to discuss and propose solutions to their problems and demands, giving shape to a strategic plan for specific projects. Initia- tives in residential construction using clean technologies such as soil-cement bricks and low cost water heating solar panels led to an agreement between the NGO and the Laboratory of Construction Materials at the Federal University of Espirito Santo, the core of the Living Lab partnership. Today, the Living Lab is coordinated by the Fed- eral University and its partnership includes universities and research centers, the Vitória Municipality, several donor foundations, and the Portuguese energy institute. 54 /building a strategy / Actions Results Impacts Scaling Up The Habitat Living Lab is a web Since the beginning of this Keeping the community at the Although the Habitat Living Lab of actors linked by projects, program more than 10,000 center of technology develop- was initiated in the Bem dis- divided into four types: people in a situation of social ment, achieved through a mix- trict of Victória, it has spread Development projects in and economic vulnerability have ture of environmental education to address issues common to the community territory (the been helped and a total of 800 and community engagement, low-income communities in Bank, residential construction university credits awarded for ensures that the co-designed both urban and rural settings program, etc.) work with businesses, products, solutions respect local culture, throughout the State of Espírito and housing. rely on low-cost technolo- Santo. Through the international Co-design of ICT applications gies, and promote sustainable network of ENoLL, collabora- supporting the community As an example of direct results, the community-led Banco Bem development. The benefits tions are also being explored for initiatives for the universities involved specific research in areas such as granted loans to 135 families Research on construction over a five year period. At the is to steer their research in a solar energy. materials and processes, re- broader level, the engagement multi-disciplinary approach to newable energy sources, solid of the local community in the the housing issue. The innova- waste disposal and ICT tools user forums empowers citizens tions in architectural design and for collaboration and com- to define the actions to be taken environmentally friendly and low munication. in the neighborhood, with a cost construction materials have Dissemination of activities direct impact on their prospects a potential impact that goes far and results. for the future. beyond the regional boundaries. These projects are all carried out in a tight cooperation between residents of the Bem area and post-graduate University stu- dents from different disciplines whose engagement in the Habi- tats Living Lab is a formal part of their curricular activities. /building a strategy / 55 // 3. GENERATE IDEAS With a shared ethos of practice and a vision of what you want perspectives that can be brought to bear on the problem, and think you can achieve, the next step is to explore your and what new stakeholders can be brought to the table to options. Here you are not taking decisions but opening up enrich your understanding of it and the possible approaches possibilities: sharing, learning, and discovering. Discovery that can be taken. When you treat issues in the abstract, i.e. should be an important step in defining your strategy but also ‘transportation’, you often lose the connection with other a permanent feature of your innovation policy, so think of the factors (for instance, store opening hours). When instead processes you follow and the tools and methods you learn to you start with concrete issues on the ground, the transversal use as investments for the future. dimension emerges – i.e. elementary school schedules > mothers driving to drop off their children > local air quality > In the previous chapter, you’ve begun to see the importance health of children – and just as one problem leads to another of defining problems to address as a means of exploring new one solution can lead to another in a systemic fashion. possibilities. Keep working around concrete issues and for While this approach can make it difficult to identify definitive each, ask your innovation partners what emerging technologies solutions, it is an excellent way to breed the conditions for are coming to market, what research is being done, and what generating ideas. Indeed, creativity prospers on this inter- are the current trends. Together, explore the new and different connected complexity. “ Focused idea generation is an important part of citizen- driven innovation, in that it both addresses concrete ” issues and introduces new ways of tackling them 56 Focused idea generation is thus an important part of citizen- sometimes rigid formats of these methods are quite different driven innovation, in that it both addresses concrete issues and from the consultation processes that governments normally introduces new ways of addressing them. The Starter Pack at use to engage with stakeholders. These activities thus have the end of this guidebook identifies specific methods such as the double function of generating ideas and signaling that Hackathons, Innovation Camps or Startup Weekends. These new approaches are being experimented, the administration are more focused than the open forums of a BarCamp, though is daring to open up and take risks, and commonly agreed they generally respect similar principles: every participant is procedures are being respected. empowered to express ideas, group decisions identify the best concepts to carry forward, participants develop them in inter- disciplinary groups, and so forth. In fact, the structured and 57 /case story / CREATIVE POTENTIALS IN BRISTOL Description Context Challenges Knowle West Media Center (KWMC)43 works KWMC was formed in 2002 emerging as Bristol will be European Green Capital in with the community to develop the creative, a charity with experience of working in a 2015 and KWMC has worked closely with educational and social potential of people community of 20,000 people affected by Bristol City Council and Future Cities Direc- within the surrounding area. KWMC’s mission unemployment and skills, health and educa- torate, on the smart and green cities agenda is “To achieve cultural, social and economic tion issues. KWest Research is Bristol City’s for over ten years. The challenge is to work regeneration by involving the community in Living Lab based at the charity and company with citizens to co-design and explore Smart media arts activity, education and action”. It limited by guarantee, Knowle West Media Green City innovations, addressing social specializes in exploring innovative ways of Center. Housed in the largest straw bale justice and inequality that is evident in many engaging citizens and communities (often building in the South West, KWMC works developed cities in Europe. excluded from decision making and re- ‘locally’ engaging citizens but has extensive search) in the co-design and the testing of networks with a wide range of sectors that it ideas, products and technologies, including draws on for its projects. quality film, design and media work. /building a strategy / 58 Actions Results Impacts Scaling Up KWMC has a wide portfolio of Specific examples of projects The KWest Research approach Sharing knowledge regionally projects that engage citizens include: reinforces the recognition that and internationally is an integral in exploring new technology. 3Ehouses a smart metering Cities need informed, creative part of fostering a better under- Media artists are brought in to project exploring behavior and active citizens to success- standing of ‘local’ communities: create data visualization, doc- change fully design a sustainable (and to connect communities implies umentation and engagement fairer) future. This has led to an recognizing the importance strategies. A comprehensive IES Cities an open data increasingly close collabora- of differences, similarities and youth program teaches skills in project encouraging citizens tion with Bristol City Council synergies. Working with large media, coding and, ‘making’, to- to be super–prosumers and on a wide range of Smart Cities companies and cities across gether with an ongoing program designers of future services. initiatives including a new Open Europe allows to share expertise of digital inclusion workshops. Girls Making History a wear- Data platform and projects for and bring new insights relating These projects are also carried able technology project for Bristol2015.44 to technology that can only be out in partnership with the Uni- young people. gathered by working in depth in versities of Bristol and Bath and Data Toolkit an open data communities. This practice of businesses including Toshiba, initiative supporting arts orga- working locally and networking IBM and Bristol Media. Currently nizations to work with young internationally is further support- under development is a Makerlab people on data projects ed by being part of the European for Bristol that will teach skills Network of Living Labs. and create new businesses. /building a strategy / 59 // 4. DEFINE SCENARIOS The vision building and discovery exercises described above but also with different ideas and potential contributions to provide a solid platform on which to return to a more sector- service co-production, and it is useful to learn to see the issues oriented approach, focusing on specific areas of shared interest from the standpoints of others. and concern such as health care, education, or poverty. For It is thus best to develop your scenarios as multiple narratives each area, the objective here is to build a long-term, desirable based on different stakeholder experiences unfolding in scenario that describes in some detail what your city could parallel, both for the present situation and for future scenarios and should look like. In doing so, think far enough ahead to that can be attained using the citizen-driven approach. From get beyond the details of current debates – at least 15 years there, you can identify the different kinds of transactions into the future – but not so far that you lose contact with between actors and the reciprocal benefits gained from the reality of the issues to face up to, in the name of a too- different value chains: some methods such as the Rainforest easy consensus; often it’s useful to think in terms of the next Canvas45 help you to map the key components of these city generation, about 20 years forward. ecosystems within which individual activities, businesses, Make sure that participation goes beyond the usual set and public services unfold. You can then explore the impacts of stakeholders; for instance to discuss food distribution and sustainability issues according to the specific service or you might want to engage with hotel and restaurant business models for the different actors taken individually. owners, software engineers, school cafeteria managers, Your scenario thus not only describes the possible workings of environmentalists, and social volunteers as much as farmers, desirable city systems but the basic elements of sustainability. supermarkets, and nutritionists. Each of these stakeholders may Finally, you should go back to your vision statement and see have a different approach to the issue, with different problems how this more detailed work feeds back into it. Box 25 BROADENING PARTNERSHIPS espaitec, the Science and Technology Park of Castellon (ES), created a Living Lab in 2010 to better engage with stakeholders in the sur- rounding community, including the Castellon City Council. Today, espaitec is leading the international association of Technology Parks in the move towards Living Lab partnerships for an “Areas of Inno- vation” scenario. 60 /building a strategy / A co-creation session to develop an interactive platform for monitoring air pollution /building a strategy / takes places at iMinds in Belgium, a research institution and incubator designed to PHOTO: IMINDS LAB 61 help innovate products and services . /case story / CO-DESIGNING SCENARIOS IN COLOMBIA Description Context Challenges The World Bank, using funds of the Korean Colombia is Latin America’s third larg- The main challenges for the promotion of Trust Fund, implemented a project in the est economy and one of its champions an open innovation environment for Smart three Colombian cities of Barranquilla, Cali of e-government and connectivity, with Cities are linked to the need to overcome and Manizales, which aimed at building internet connections tripling to 6.2 mil- cultural barriers within each of the Munic- workable scenarios for the development lion over the last two and a half years. The ipalities. Public servants are in fact used to of tailored technology solutions to solve government’s Plan Vive Digital sets ambitious thinking of innovation as something that urban challenges, as well as the creation of objectives for ICT infrastructure, services, happens either externally (in a private com- an enabling environment for Smart Cities. In applications and contents, and adoption and pany and then sold to the public sector) or particular, the objectives of the project were: use. This project is thus part of an effort to top-down (pushed by policy makers). The (i) to modernize the e-government back-of- ground these investments in the effective identification and promotion of Change fice to support a Smart City model, (ii) to uptake of innovation in local administrations. Makers within the administration was develop smart applications in Colombian cit- achieved by engagement in co-design and ies using ICT tools to increase the efficiency scenario-building activities. and effectiveness of municipal public service delivery, (iii) to create a smart applications exchange and initiate a Smart Cities network of practitioners, and (iv) to build consensus at the national level to define action lines for a national Smart Cities Strategy in Colombia. 62 /building a strategy / Actions Results Impacts Scaling Up A series of co-design activities Among the more emblematic The greatest impacts involved a Thanks to this project, upstream were carried out, all with the outcomes is Co-crea Colom- change of mindsets by (i) raising activities have been triggered purpose of engaging public bia, the networked hackathon. awareness among mayors and and ongoing discussions with servants, exploring new ways to address problems, and opening More than 200 entrepreneurs city leaders on how ICTs can the Colombian ICT Ministry are minds to innovation. The main and university students partic- shape scenarios for delivering taking place to scale up this initiatives carried out included: ipated and proposed 45 ICT better services to citizens; (ii) support to cities nationwide. In Smart government road solutions to overcome their building capacity among city addition, at the end of 2013, the map: analyzing existing IT city’s development challenges. officials in leveraging existing ICT Ministry launched a National infrastructures to define path The nine finalist teams went ICTs to improve the quality of Smart Cities Strategy for Colom- towards Smart City scenarios. through a 2-month mentoring, life in their city; and (iii) showing bia46 aimed at improving citizens’ Co-design technology and the winning team traveled to the benefits of engaging with the quality of life by harnessing ICTs. solutions: mixing civil society London to visit the UK’s innova- local ecosystem (i.e. academia, organizations, local univer- sities, software developer tion ecosystem and strengthen private sector, civil society). communities, public officials, its entrepreneurial skills. For and sector specialists to designing the Urban Innovation co-design solutions to urban Lab, experts from the European challenges. Network of Living Labs were Crowdsourcing solutions to brought in to discuss best prac- urban challenges: a Hack- tices with Colombian city and athon carried out simulta- neously in the three cities national government officials to build local innovation in a customized training course communities. “City as a Laboratory. Training Urban Innovation Lab: provid- Program on Open Innovation in ing a sustainable institutional Cities”. The city managers thus structure for citizen-driven were able to exchange first-hand innovation. the results and benefits of the Access to International program with others. Networks: through initiatives such as the World Bank’s Citi- Sense event in Barcelona. /building a strategy / 63 // 5. MAKE A PLAN By piecing together the different scenarios you have developed An equally important criterion, however, is short-term in the framework of the broad vision you defined at the outset feasibility. Ironically, long-term scenarios are often the best of your process, you and your partnership can get an overall way to help you see what needs to be done tomorrow. In fact, view of how your strategy can best be operationalized. It is they help build consensus on problems that do have a solution unlikely that you will have the human or financial resources to and that can be addressed by working together, being creative, do everything, so you will have to select priorities to focus on. and maximising the opportunities offered by new technologies A first criterion for selection is systemic impact: which actions and your local strengths. You can start by identifying the main are likely to have more transversal effects, bringing benefits to barriers present in the detailed scenarios you have defined, the greatest number of stakeholders? especially those that are common to more than one issue or 64 /building a strategy / area. From there, ask which of those barriers depend most on Once you have a set of such problems defined and developed, a lack of openness, collaboration, innovation? Which are most you are ready to get to work. On the basis of the resources subject to a paradigm shift if new technologies are brought to and reciprocal availability of all of your stakeholders, you can bear? Which possible solutions have the greatest ‘acupunctural’ draw up a short to medium term plan that identifies specific potential, in the sense that they could trigger innovation projects, roles and goals for each, and how they contribute to dynamics in other areas for other problems? the broader vision. // CHECKLIST FOR BUILDING A STRATEGY Have you... Compared the principles and rules of different collaborative and fair trade groups on the web? Reviewed a ‘traditional’ SWOT analysis for your city, transforming weaknesses into strengths? Scanned the web for results of idea generation events (try GovJams) relevant to your city? Written future narratives from the standpoint of an entrepreneur, a bus driver, and a mother? Made sure that different types of groups have all expressed their goals, objectives, and contributions to your action plan? /building a strategy / 65 /co-designing Chapter / solutions 3 In order to carry out the agreed plan, the individual projects that have been defined need to each be carried out following the same principles of citizen-driven innovation that have underpinned the broader strategy-defining process. The difference here is that the goal is to arrive at the definition partnership and revert to traditional administrative processes. of new public services that are actually implemented and that On the contrary, only if you adopt new ways that guarantee make a real difference to your city. This does not mean that openness and participation throughout will the final service the time has come to thank your participatory innovation have an effective uptake and impact. In this chapter, we 1. Unpack the problem discuss the operational 2. Co-design service concepts steps to co-design a new city service: 3. Follow up on creativity 4. Pace development 5. Go official 66 // 1. UNPACK THE PROBLEM For each of the projects in your work plan, you first need to how much? As you develop this line of thinking, you may begin clearly define the participating stakeholders and reinforce their to see that addressing this problem could begin to spark off commitment, so that each of you knows whom to count on positive effects in other areas. to accompany you throughout the co-design process. That Next, work on identifying the resources – both material and established, the next step is to explore the problem you are immaterial – that can be brought to bear on the problem. In addressing, with particular attention to ways you can transform so doing, you will probably find that there are initiatives or problems into opportunities. How can the big problems be programs or departments already set up or funded, framed in broken down into manageable but real issues that can make traditional ways of action, that could instead be steered in the a measureable step forwards? As you develop the dynamics direction of contributing to solve the problem in the framework surrounding the problem, the following questions arise: who of citizen-driven innovation. You may have a budget line is involved, what internal organizational issues are part of the assigned or even a contract awarded, with a clear indication of problem, how much does it have to do with interfacing, sharing what to do but not how to do it. Check to see if these initiatives knowledge, or communicating with others? Look to see not could be brought together and implemented in a co-creative only the main processes involved, but also the views of others framework. In the previous chapter, you will also have identified who may be more indirectly affected by this problem. Then other actors potentially interested and with a potential benefit look to see how systemic benefits could occur by successfully from addressing the problem: do they also have resources – addressing the problem: How might benefits to one actor lead employees, equipment, meeting rooms – that could be pooled to processes benefitting others? Who has to gain, what, and together? This exercise has two important impacts: first, by /co-designing solutions / 67 /case story / FOCUS ON LIGHTING IN AGUEDA Description Context Challenges The Lighting Living Lab (LLL)47 is located in The LLL originated in a city-driven initiative The main challenge is to engage both the Agueda, a rural city of 50,000 inhabitants to network innovative companies in the re- industry and the community in co-design- where some 70% of the Portuguese lighting gion and improve their competitive potential. ing the paradigm shift from lighting seen industry is based. In a tight collaboration with The project also identified regional problems as a mere utility (supporting human activity the city government, which also constitutes and needs such as high energy consumption with sufficient illumination) to lighting seen the main testing environment, it addresses and costs, and the city decided to test the as a public service, enhancing the sense Smart Lighting and Eco-friendly Lighting, proposed state of the art lighting systems on of well-being in urban environments and including ICT based services for monitoring one of its main streets. The benefits became contributing to define the appearance of and control, and gives birth to new services, immediately apparent, so the program was buildings and spaces. systems, products and business opportuni- extended in a systematic manner to the ties. whole city context, engaging citizens and the community together with the industrial as- sociation to explore the social and behaviour implications of the new technologies and co-design new solutions. The LLL maintains the same formal structure of association as created in the original project. 68 /co-designing solutions / Actions Results Impacts Scaling Up Following the first installation, As an example, one of the many The pilot projects in the City of The lessons learned from the which primarily demonstrated pilot projects carried out in LLL Agueda lead to costs savings and Agueda experience are pro- the benefits of adopting LED has led to an annual savings of reduced environmental impact viding a valuable contribution technology in one of the earlier over 7,000kW of energy, with a as well as increased service to the design of Portuguese large-scale installations, other savings of 3,2 tons of CO2 emis- quality to citizens. The visibility regional innovation strategies, aspects of public lighting and sions. The results for the local and results of the installations as evidence of the benefits of energy have been addressed in industry are evident in a range also have an important cultural the Living Lab approach based an incremental fashion. This first of new products, services and impact on citizens in terms of on specific local innovation step was to integrate remote applications that have resulted environmental awareness. More potentials. Through the ENoLL monitoring and management, from the collaboration. broadly, this Living Lab builds on network, similar initiatives for through a wireless network and the specific industrial vocation citizen engagement in urban software capable of sensing the of the territory and the engage- illumination programs have also status of individual lights and ment of its citizens to promote occurred, for instance in the Ital- intervening according to specific a broad yet focused concept of ian Trento Province for the town criteria. This was followed by innovation, as an exemplary case of Campodenno.48 the installation of photovoltaic of the paradigm shift required panels to produce the energy for to meet the challenges of public the lighting but also for the City services in general. In this way, Hall, schools, and other public a small rural city has rejuvenat- structures. Each of these steps ed its industrial potential and has constituted the opportunity positioned itself at the forefront for innovation processes using of territorial innovation. the collaboration between the City administration, the industrial association, and local citizens and businesses to identify con- crete needs and co-design new and effective solutions. /co-designing solutions / 69 looking at existing resources, programs and departments with into the picture in simple (or complex) ways, for instance by a new eye you will see that feasibility is within closer reach opening up relevant datasets, co-designing apps, engaging than you originally thought; second, by pooling resources citizen groups using crowdsourcing tools, etc. to co-design among public and private actors for a shared purpose, you some micro-scenarios for new services. For each of these, are contributing to re-building a civic culture of the common who needs to be doing what, and what innovative roles can be good. played by using the technologies at hand? Having defined these aspects, it is likely that you will together reach the definition Now that you have identified stakeholders to engage and of one or more co-design processes that can be initiated, resources that can be brought to bear, focus in again on the knowing the who, the what, and the why. problem definition to see how you can bring technology // 2. CO-DESIGN SERVICE CONCEPTS To move towards more formally constructed co-design weekend jam or hackathon. Whatever your method, you need procedures, you should define the key actors to lead and to be sure before you start that you are ready to follow up with own the process (it doesn’t necessarily have to be the city the necessary commitments: the resources need to be real, government), and the timeframe for the design phase. You innovative administrative procedures required to support the then need to select one or more methods, for instance open, new ideas will have to be carried out, and results and benefits on-line ‘challenges’ where you define a problem and allow will need to be measured. self-forming groups to propose several service concepts or One of the most important steps you can probably take structured, intensive, face-to-face co-design formats such as a is to make the data held in your administration publicly Box 26 SHARED DIGITAL SERVICES The Haaga-Helia Living Lab designs new mobile and cloud-based solutions, by getting small organizations, companies and citizens to work together. The new advanced technologies and cloud-based platforms make it possible to create shared digital services in a more cost effective way. 70 /co-designing solutions / “ One of the most important steps you can probably take is to make the data held in your administration publicly ” available according to the Open Data paradigm. available, according to the Open Data paradigm. Most public design work. Once you have made your commitments from administrations severely underestimate the hidden potential of the public side, you have a right to expect similar commitments the information they capture, generate, and manage, allowing from the private side – for instance from the business the politics of information-as-power to hinder steps towards community – if that has been identified as key for the success transparency. As the technology platforms for publishing and of the innovation path. As you move towards the actual accessing Open Data become more widespread and easy to process or event, it is equally important that you take additional use, and as the evidence of innovative services spreads, it is steps to ensure open governance and fairness, listening to clear that a city’s Open Data policy is an increasingly important and supporting the participation of the weaker actors with enabler of citizen-driven innovation and one of the key motivation and empowerment to avoid that the co-design and commitments your administration should be making. 49 co-decision process is not high-jacked by the stronger players. Remember, only by ensuring open and fair participation will the All of these commitments need to be clearly stated from full creative potential of your territory emerge to address the the outset, as they are the necessary pre-conditions for the problem at hand. effective engagement needed to make citizen-driven co- /co-designing solutions / 71 /case story / SERVICE MONITORING IN MAPUTO Description Context Challenges The MOPA Service Monitoring System is de- Maputo is Mozambique’s capital and largest The Maputo Municipal Council (CMM) has signed to engage citizens in helping the city city, with a population of over 1.2 million worked to expand and improve solid waste administration monitor the quality of service inhabitants. The City of Maputo faces chal- management (SWM) services with the sup- delivery, especially when contracted to third lenges providing adequate public services, port of the World Bank and several bilateral parties. In the case of Maputo, an experi- especially in its low-income peri-urban donors. Quality and coverage, however, mental platform is being tested in the area of neighborhoods. continue to lag behind expectations; in part solid waste management. due to CMM’s difficulty in monitoring service delivery by contracted SWM firms. /co-designing solutions / 72 Actions Results Impacts Scaling Up Through a 2014 Innovation Ntxuva will be piloted in early To overcome entry barriers for All service related information Grant, the World Bank developed 2015. Reports tailored to stake- often marginalized and un- is publicly available through an the beta-version of Ntxuva,50 a holder needs and preferences der-served peri-urban pop- Open Data API compliant with software platform that provides will be provided to municipal ulations, Ntxuva will manage Open311 - a widely known stan- visualizations and statistics from service managers and governing information from both designat- dard for citizen reporting used citizen-provided information officials, to firms providing SWM ed citizen-monitors and spon- in more than 60 US and Euro- about urban services. The plat- services, and to citizens and civil taneous crowd-sourced reports. pean cities. Ntxuva is based on form is designed to collect in- society organizations. Scale-up The project also promotes existent Open Source solutions formation from citizens via SMS, and roll-out are planned for engagement among the local (Mark-a-Spot, a Drupal distribu- mobile app, and Web Portal; 2015-16. software development/innova- tion for Open311 as well as VoIP a voice interface in local lan- tion community including firms, Drupal for SMS integration) and guages is foreseen to enhance universities, and independent its source code is publicly avail- access by less educated, poorer hackers/programrs. able via Github. populations. /co-designing solutions / 73 // 3. FOLLOW UP ON CREATIVITY Whether you have chosen to organize a one-weekend event be extremely difficult to recover. or hold a three-month crowdsourcing challenge (or both), The key to effective follow-up is to guarantee real political and the process you have initiated does not stop there: follow-up organizational commitment to the co-design process you have is key to ensuring that the full benefits are actually reaped. initiated. Give visibility and support to the process, the results, Indeed, the purpose of these co-design formats is to give and the champions of the process on the city web site, through focus and visibility to the process, but what happens afterward press conferences and other institutional communication. Be is as important as the preparation of what happens before. ready to reply flexibly to possible needs for relatively small A valid service idea or functional sketch of an app gives amounts of short-term funding required for instance to build participants the awareness that solutions can indeed be found, a prototype to test. Provide public spaces or meeting and but there is still a long path to transform a good idea into an working facilities for the co-design groups to follow up on their effective city service. Above all, by committing your city and work. Alert the relevant city departments of the possible need its administration to innovate and support citizen-driven co- to open up data or define procedures for new service concepts design processes, you have accumulated a significant capital and organize the required interaction. of trust. If you cannot keep your promises following the most co-creative phase of the process, the broken expectations will Box 27 THE ESPOO STORY The City of Espoo (FI) uses a broad participatory process to define the Espoo Story – history, present and future i.e. the strategy in a nutshell – formally adopted by the City Council. The challenges identified are addressed in all city activities across services and im- plemented in development projects in collaboration within the city but also with citizens, companies and other partner organizations. 74 /co-designing solutions / Co-designing services and solutions is often a hands-on, creative and collaborative process, such as this innovation hub co-creation exercise held in Beirut, Lebanon. /co-designing solutions / 75 PHOTO: SAMHIR VASDEV / WORLD BANK /case story / INNOVATING CITY HALL IN AMSTERDAM Description Context Challenges The City of Amsterdam launched a new The City of Amsterdam, with its popula- The main trigger for establishing the CTO Chief Technology Office in 2014, as a trans- tion of over 800,000 inhabitants, strives to office is the need for transformation within versal, internal city department that fosters be one of the leading innovation hubs in the city hall. This is in part related to budget and accelerates innovation both within and Europe. The establishment of the CTO office cuts but more importantly it aims to reval- outside of city hall. To achieve this end, the is thus in line with a long-standing policy idate and rejuvenate urban services as well CTO office maintains a rich network outside of design-based innovation for sustainable as launch new services that reflect both of the city administration with innovation lifestyles. The CTO Office is governed by the needs of citizens and those of the city agencies and start up accelerators, as well as the city’s Chief Technology Officer, Ger hall. This challenge is addressed through an universities and industry leaders. Baron, and is empowered to operate across approach called ‘interfacing’, through which city sectors and divisions, reporting directly the city opens up to citizens, asking them to to the General Secretary. The CTO Office contribute to the design of a ‘future-proof’ collaborates with the CSO (Chief Scientific city. This happens through crowdsourcing Officer) and CIO (Chief Innovation Officer) campaigns51 and offline meetings52 but also to provide a coherent framework for city by interactive policy workshops such as the wide innovation schemes, jointly advising the THNK Bike Lab. different clusters dealing with e.g. social and economic matters within the city adminis- tration. 76 /co-designing solutions / Actions Results Impacts Scaling Up Open Innovation, social innova- The main expected result, The CTO Office has the neces- The CTO office has just been tion, interactive policy making beyond the contribution to the sary operational freedom to sup- launched in 2014 with a starting and ICT driven innovation are city’s overall innovation policy, port innovation actions within staff of 5 employees, planned the CTO office’s main actions. is an increase in ‘innovation the city hall. This does not mean to expand to 17 (on a project The starting workplan aims literacy’ among civil servants. that it operates in isolation; to basis) by end 2015. In addition, to address the following key This will allow the city hall to the contrary, it plays the role of it has a hot desking office to themes: adopt a more agile approach to active initiator of a City Innova- share knowledge and open up Mobility: to stimulate multi implementing innovation, using tor’s Network, where Open Data to both city servants as well as modular traffic (there’s con- service design and rapid proto- and innovation minded col- the outside world. External and gestion also for bikers!), typing methods, and enable the leagues can meet up and share internal staff can thus join the Balanced city development: administration to better address knowledge. CTO office’s project workgroups how to spread tourism and complex urban problems. as needed. de-stress busy areas Sustainability (circular econ- omy): how to expand the use of electric cars Government as ‘lead user’ of enabling technologies Innovative procurement In addition, the CTO office is currently supporting the launch of a large scale Tech Start Up Hub. /co-designing solutions / 77 // 4. PACE DEVELOPMENT As the service concept develops, define together intermediate Your concept idea can in fact be a good opportunity to attract results that can constitute appropriate moments for the attention of a telecoms service provider or a local utility, dissemination, evaluation, and sharing developments with expanding the partnership and the resource base on which to a broader audience, maximizing the value of the process as work. Exploring these issues will in turn help you to identify you go along. Make sure you recognize and award creativity how to handle issues of ownership and exploitation rights, by and clarify ownership issues in due time; here you have to thinking about the long-term sustainability of the new service. be careful of balancing young developers’ rights with the In parallel, it is likely that full scale implementation will also collective interest, making sure the ethical principles of require changes in structures and procedures internal to openness and fairness originally agreed upon are met. the administration related to data management, process Even on the basis of an intermediate result such as a working accountability, etc. Here you need to broaden your co-design prototype, it is possible to imagine business and service partnership to include the relevant departments and work models. This includes exploring revenue streams and market together to explore new approaches. Your administration may roles for the different actors both public and private and the not be used to it, but the contamination with citizen-driven governance issues that might arise, perhaps with a need to re- partnerships can lead to positive long-term effects sparking off define the rules of the game or identify new players to engage. innovation processes of their own. // 5. GO OFFICIAL As your project evolves, you will be able to look into the future respect to the original objective and carry out any necessary and plan future steps with greater clarity. It is important to changes of direction or partnership. It is important to have set agreed objectives and milestones so that you can have a view of when to expect different levels of maturity, so checkpoints where together you can assess progress with that people can focus their expectations and have a better 78 /co-designing solutions / understanding of the role and value of intermediate results. Of course going official doesn’t at all mean that you’ve finished; it is only an important milestone in service development. At some point, especially as regards the internal administration Adequate planning, if it is sufficiently open and flexible, allows procedures, you need to ‘go official’ and make the adoption you to pace the next steps of the co-design process over the of the new city service a formal part of the city protocol. This longer term, maintaining the multi-stakeholder partnership will probably require specific acts of the Mayor’s office or the and consolidating the capital of trust and engagement. These City Council, but it is also a good opportunity to give full public aspects will be fundamental to guarantee the long-term visibility not only to the new service but also to the citizen- sustainability of the new city service, since citizen-driven driven process that has designed and developed it. It is also innovation needs to become not just an episode of co-design an appropriate moment to relate this achievement with the but an integral part of a new way of running your city. // broader vision and strategy for citizen-driven innovation. CHECKLIST FOR CO-DESIGNING SOLUTIONS Have you... Discovered at least one already funded initiative that can gain a new direction through co-design? Opened up at least five datasets from different departments to support the co-design process? Held a press conference with your innovation partnership to show results and commit to follow up? Identified the appropriate administrative departments to involve in service implementation? Issued the necessary directives to incorporate the new service in the city’s standard procedures? /co-designing solutions / 79 /ensuring sustainability / Chapter 4 While the sustainability of individual projects and city services is an integral part of a sound co- design process as illustrated above, it is equally important to think of the broader sustainability of your citizen-driven innovation partnership. This will not only ensure the long-term success of individual different points of view, in particular from the institutional, projects and continuity over time of the benefits of social, and economic standpoints, listen to those who consider engagement, but it also provides the foundation to make each aspect to be most relevant, and work together to build a innovation a widely shared practice throughout your city. In viable strategy. order to attain this, you need to think about sustainability from In this chapter, we discuss three 1. Demonstrate impact key issues for ensuring the 2. Structure appropriately sustainability of your citizen- driven innovation partnership: 3. Ensure financial and policy support 80 // 1. DEMONSTRATE IMPACT One of the most overlooked aspects of sustainability is the most common one is that of a funding or monitoring body ability to demonstrate in measureable terms the success of mainly interested in proving that money has been spent your method and its results, both externally to the outside on the right projects (ex-post result evaluation). There are world as well as internally, to yourself and your innovation however also those directly involved in a project’s execution partnership. The previous phases we have discussed are all who will want to know if their work is progressing well and if characterized by iterative processes, which continuously improvements can be made along the way (process evaluation). require validation of previous outcomes, reflection on Finally, there are other stakeholders with a direct interest in possible impacts, re-definition or re-focus of objectives, and the positive outcome of an initiative: businesses, citizens, and sometimes a broadening of objectives and partnerships. All of associations (impact assessment). These different perspectives, these aspects require some sort of evaluation or structured typical for any program evaluation, become all the more understanding of the co-design processes and the results important when adopting a participatory co-design approach produced, together with an assessment of their ultimate impact with greater stakeholder engagement and a greater emphasis on the city systems you are trying to change. on policy processes. Impact assessment can be a tricky issue because it is easy to A robust multi-stakeholder evaluation strategy starts from underestimate its complexity, reducing it to a set of simplified the identification of the different actors directly or indirectly indicators – jobs created, money saved – through which to affected by the project and, for each, examines what specific measure success. Though these goals are important, different goals they have, criteria of success for progress towards evaluation stances also need to be taken into account. The those goals, and visible or measureable changes that can be Box 28 MEASURING INNOVATION The European Union has devised an Innovation Union Scoreboard (IUS) for measuring innovation in European regions. The Basque Country in collaboration with Innobasque and Sinnergiak Social Innovation, has in addition proposed RESINDEX, which comple- ments the IUS with indicators more closely related to citizen-driven innovation. /ensuring sustainability / 81 /case story / COMMUNITY MAPPING IN TANDALE Description Context Challenges The World Bank funded a successful com- Tandale is an informal settlement on the The main challenges in such an initiative munity mapping initiative in Tandale in outskirts of Dar Es Salaam, covering an area are related to the typical issues of working August-September 2011, on the basis of of 90 hectares with a population of 71,250. in such a disadvantaged context: insuffi- a similar initiative in Nairobi’s Kibera slum. Due to difficulties such as access, only three cient equipment (from printers to meeting Community mapping aims to empower or four of the main roads crossing the settle- facilities) and technological illiteracy in the inhabitants of informal settlements to gain a ment appear on official maps; this naturally population. In addition, partnership building sense of place and citizenship and express has a significant impact not only on the de- needs not only to bring together the nec- their problems using maps and story-tell- livery of city services, but also on the identity essary resources but also connect with the ing platforms. The process relies on using of the people living there. The community local community; for this, particular attention location based mobile services together with mapping initiative, designed to address this was paid to a ‘buddy’ system to pair the Uni- a community mapping technology such as issue, was funded by the Bank but carried versity students – seen as ‘outsiders’ – with OpenStreetMap, and thus involves commu- out in partnership with GroundTruth (the grassroots community leaders. nity engagement and training. NGO creators of Map Kibera), Twaweza (a lo- cal NGO for citizen advocacy), and the local Ardhi University’s urban planning depart- ment. 82 /ensuring sustainability / Actions Results Impacts Scaling Up The community mapping As a result of this effort, the The project also includes a The community mapping project process started with a training Tandale community now has a community blog, through which in Tandale is an example of a program involving 25 students detailed map. The map shows citizens build on the mapping new approach to development and 18 community members. paths and significant buildings, experience to identify issues, problem-solving that taps the Groups were then formed to and includes information such as propose, and discuss solutions. promise of ubiquitous and cheap cover different areas, and a first the location of sanitary facilities, The aim is to allow the recog- technology, open source tools, site reconnaissance carried out, public water points, health care nized authority and other devel- social networks, and the wisdom followed by the phase of actual data collection, tracing paths services, and places of worship, opment stakeholders to engage of local and global experts and and signaling important land- but also hair dressing salons, more actively with the commu- innovators. The project’s training marks, with the final phase edit- coffee shops, musical libraries, nity, for instance by potentially curriculum, available on-line, ing and uploading the data. The and various shops and kiosks. integrating feedback into the can be used for future iterations mapping process was paralleled World Bank’s Dar Es Salaam Met- and extension to other districts by a more ‘human’ mapping of ropolitan Development Project. of Dar Es Salaam and beyond. the area, with story-telling, blog- More broadly, the OpenStreet- ging, photos and videos. Map community overall is gaining in scale and scope in both developed and developing countries, allowing for future development and extension of community mapping method- ologies. /ensuring sustainability / 83 considered as evidence of that progress. For instance, for a to act. As the project progresses through the different phases project addressing public transportation, a business association outlined in previous chapters, process evaluation comes into might have as a goal the ability of employees to get to work play. This monitors the interaction between stakeholders and on time, while a citizens’ group may prioritize the comfort of the nature and quality of co-creation processes that occur, seating; both would be interested in the cost of the ticket. A and generally helps promote learning among stakeholders by multi-stakeholder evaluation strategy takes these and other throwing light on certain dynamics they may not have been criteria into account and highlights the degree to which aware of. It also helps support self-governance of innovation different goals are being met within the framework of the processes as they progress, by highlighting potentials for overall project objectives. conflict and opportunities for resolution. In addition, process evaluation’s observational stance is often able to identify For innovation processes, evaluation not only looks at final emergent or unexpected elements of creativity that the outcomes, but starts with an ex-ante or context analysis of stakeholders directly involved might overlook. By mixing the the existing situation. This helps define baseline indicators, different ex-ante, process, and outcome approaches, a well- or the starting values of the things the project intends to structured evaluation strategy can be fundamental in assessing improve. It also aims to identify the dynamics of the systems the potential impact of a specific project. that constitute the landscape within which the project intends 84 /ensuring sustainability / // 2. STRUCTURE APPROPRIATELY You may have noticed that in the previous sections we they move towards a legal structure which inevitably leads to continually stressed the importance of open partnerships, drawing boundaries, distinguishing the financial resources of stakeholder engagement, and the role of champions. These potential associates, and so forth. ingredients initially flourish in an open and unstructured We therefore suggest you adopt a gradual approach towards environment, based on loose connections between pre- institutionalization. A first step can be to create an open existing organizations that are usually capable of managing the partnership that may require no legal form at all, using instead first activities on behalf of the broader partnership. At some a simple multi-stakeholder Memorandum of Understanding. point however, the need usually emerges to give that specific Signatories can jointly commit to collaboration with the aim partnership its own institutional structure. Understanding of co-designing innovative city services, adhering to a set of when is the right moment to take this step and the nature of ethical principles such as the rules you defined in the early the structure to provide – its level of autonomy, governance stages of your partnership building process. Individual projects structure, openness, etc. – is critical to the success of your requiring the management of financial resources can be carried citizen-driven innovation strategy. out with specific agreements among the contracting parties. We cannot tell you exactly the right moment to act or the right structure to adopt, but we can highlight some of the issues Box 29 THE ART OF THE MOU to be taken into consideration when the question arises. Be aware of the special nature of more or less spontaneous, ‘self- Several European projects, notably the CentraLab project and its organized’ partnerships that can have very fragile dynamics. As Budapest Manifesto, have specifically addressed different ways of a city Mayor or administrator, you are used requiring some kind designing Memoranda of Understanding for Living Lab innovation of institutional form in order to be able to act on any initiative. partnerships, based on the exploration and experimentation of dif- All too often, however, creative networks can collapse as ferent governance models. /ensuring sustainability / 85 /case story / CITY INNOVATION AGENCY IN HELSINKI Description Context Challenges Forum Virium Helsinki (FVH)54 is an inno- In early 2006, Forum Virium Helsinki (FVH) There is a strong need today for cities to vation unit within the Helsinki City organi- was established by ten ICT companies to find new efficient ways to support technol- zation playing a key role in implementing boost innovation and digital business devel- ogy management, innovations, and novel Helsinki’s Smart and Open City strategy. The opment through public-private-collabora- sources for growth through open innovation mission of FVH is defined as follows: “FVH tion. The concept was then taken up by the mechanisms, especially in the interface of is an innovator and an initiator of new kind City of Helsinki, where it was seen as a novel public, private and citizen collaboration. of cooperation between companies, public approach to develop more user-driven (and By going beyond the realm of a city’s own sector organizations and citizens. The aim is cost-effective) services for the citizens.55 experts and traditional partners, the goal is to create internationally competitive services Forum Virium Helsinki Ltd is a subsidiary to harness the innovative capabilities of the that are based on the real needs of users.” (limited company) owned by the City of entire urban community. More specifically, Helsinki. FVH’s official partners are its five an- cities are looking at the Smart City concept chor companies, five other partner compa- as a source of new solutions, advancing the nies and six public sector partners, including open engagement of citizens and the broad- the Ministry of Transport and Communica- er city community, pioneering open data tions, the Innovation Funding Agency for and transparency of city governance, and Tekes and VTT Technical Research Center. promoting agile service development. 86 /ensuring sustainability / Actions Results Impacts Scaling Up The main form of Forum Virium’s FVH has evolved to 31 personnel FVH has attained the most Sharing new insights and transfer operations is concrete develop- end 2013 (17 in 2010). Some key important impacts with projects of knowledge is a key value ment projects, carried out within results of FVH include: pioneer- that have had strong commit- proposition of FVH. Scaling up five program areas: Smart City, ing the Open Data movement ment from all the key partic- is also boosted by fostering Innovative Public Procurement, in Finland, bringing new tools to ipants. For instance, Helsinki strong synergies among indi- New Forms of Media, Wellbeing, manage technological change, Region Infoshare (HRI), a joint vidual projects both locally and and Innovation Communities. changing the way citizens initiative by four cities in the Hel- nationally (i.e. with the new joint These themes are cross-cutting, interact with the city, changing sinki Metropolitan Area, already 6AIKA strategy for Finland’s six and a cross-sectorial approach the way the city cooperates with lists more than 1,000 open data- largest cities) and internation- is actively promoted in order to developers, contributing to Hel- sets covering a range of topics. ally, through networks such as find new innovative solutions. sinki’s international reputation In another example, the CitySDK ENoLL. as a Smart City, disseminating project’s APIs have been used new knowledge into the Finn- to develop apps for tourism, ish innovation ecosystem, and mobility, and participation across strengthening Helsinki’s interna- 8 European cities. tional networks’ use of funding opportunities. /ensuring sustainability / 87 As partners consolidate their collaborative practices and involved. At that point, the legal structure simply gives a more goals through a series of successful projects, the need to permanent form to principles already validated, roles and give a permanent and financially sustainable structure to the commitments already tested, and common goals defined partnership will emerge, if at all, with the agreement of those through the sum of initiatives already undertaken. // 3. ENSURE FINANCIAL AND POLICY SUPPORT Perhaps one of the most obvious aspects of sustainability is initiatives rather than orchestrating a broad, citizen-driven getting political support and funding for your projects and partnership with shared ownership of objectives, processes initiatives. You may think that as the Mayor that’s the easy part, and results. We do suggest setting aside a small and flexible since in theory you yourself are one of the key decision-makers fund for organizing events or otherwise ‘seeding’ projects and in this regard. Although that is in many respects true, there partnerships, but unless significant infrastructure projects are is the danger of falling back into the traditional way of doing involved, we advise against the traditional approach of pre- things, with the city government ‘buying’ and owning policy defined calls for tender for specific initiatives until they clearly 88 /ensuring sustainability / Box 30 INNOVATING POLICY INSTRUMENTS The Apulia Region in Italy has experimented the promotion of Living Labs through a multi-stage funding program. First a catalogue of innovation needs in the area was developed, followed by a catalogue of innovation partners. Only then was a call opened for Living Lab initiatives that addressed one or more needs in the catalogue through co-design methods. result from a co-design process. crowd-funding platforms are also available, although they tend to focus more on business cases than public services. Citizen-driven innovation projects should ideally draw on a In any event, it is a good idea to consider different kinds range of funding sources, of which city funding can play a part of contributions – money, volunteer work, equipment and though it should not dominate the partnership’s governance. facilities, etc. – with equal respect. This kind of multi-sourced A good principle here is ‘alignment’ or building a project’s arrangement is often referred to as a PPPP: Public Private objectives in coherence with other on-going initiatives such People Partnership.56 as a university research project, a citizen initiative, a new business service, or even a city-funded regeneration plan. Financial institutions, venture capital funds, and similar bodies Where that is insufficient, innovative ways for the public sector can also be considered as partners in your local innovation to fund innovation – ranging from Hackathon prizes to Pre- alliance. In a short-term view, they may wish to participate in commercial Procurement – can be explored for specific innovation processes as a way of identifying emergent ideas projects. For the private sector, an increasing number of or business prospects for early stage financial support. In a /ensuring sustainability / 89 /case story / SME INNOVATION SERVICES IN FLANDERS Description Context Challenges iMinds-iLab.o57 is a networked service iMinds is a research organization connecting One of the biggest challenges for cities and provided to SMEs throughout the Flanders five universities across the Flanders Region regions aiming to promote the econom- Region in Belgium, supporting the develop- as a platform for demand-driven applied re- ic competitiveness of their territories is to ment of innovative products and services search, including pre-seeding and incubating balance the need to take a neutral stance in using Living Lab methodologies and tools. new businesses. the public interest with that of promoting iLab.o’s on-line platform provides a Living The iLab.o initiative was born of a mixture successful SMEs, which inevitably involves Lab toolbox with the following modules: between an early interest in the Living Lab selecting some actors over others. Especially Panel & Community Management (for se- approach and a specific case, iCity, that in the case of Smart City products and ser- lected lead users), Living Lab User Research exemplified the need for the services offered. vices, the city itself is a potential client, thus Toolkit, Prototyping and Testing Support, The Flemish government decided in 2009 raising issues of possible conflicts of interest. and 360° Business Model Innovation. Finally, to incorporate iCity with one of the iMinds The iMinds-iLab.o service takes that burden iLab.o helps local SMEs establish network universities to create iLab.o, as a merge off the cities’ back, maintaining the appropri- relationships with other Living Labs through between the operational services of a Living ate balance by engaging cities in co-design direct links with ENoLL. Lab and the academic know-how in busi- processes while ensuring the development ness research. The governance structure of of sustainable businesses. iMinds-iLab.o is thus as a non-profit orga- nization with framework agreements with each of the five universities. 90 /ensuring sustainability / Actions Results Impacts Scaling Up iMinds-iLab.o acts as an open There are 200 researchers di- As iMinds acts in the public inter- Scaling up of the iMinds-iLab.o incubator for the regional SME rectly on the iMinds payroll, 18 of est, its projects need to offer a service model occurs at two lev- innovation ecosystem. While its whom specifically dedicated to value proposition to both the els: the institutional level of the main activities are structured iLab.o. The 20 million Euros an- community and the SMEs, while service and the individual SMEs according to the methodology nual regional funding to iMinds is keeping the Living Lab dimen- participating. At the institutional of the Living Lab toolbox, an complemented by participation sion alive. A comprehensive level, discussions are currently important feature is the recip- in national and EU projects, to evaluation methodology is an under way with the Haag-Helia rocal contamination between a total of € 47Mln in 2013. The integral part of iMinds-iLab.o University, with six campuses the concrete business develop- iLab.o service was launched in activities, focusing on the inno- throughout Finland also coor- ment needs of the SMEs and the 2009, and the number of SME vation trajectories of the compa- dinating a Finnish network of broader research activities on projects supported reached 20 nies using the service. Living Labs. Both settings thus Living Lab methodologies. by 2013. share similar vocations and territorial configurations. At the SME level, iMinds promotes the development of cross-border Living Lab ecosystems by work- ing to harmonize the operational aspects of the Living Lab meth- odology across geographical and cultural differences. /ensuring sustainability / 91 broader perspective, it is in their long-term interest to support and project funding is not the only way the public sector can the innovation capacity of the territory where they operate, support innovation. Many local authorities are looking at ways since economic vitality in general contributes to the soundness to provide support to innovators such as information sharing of their investments and operations. Finally, initiatives with a and matchmaking services or even funds to support patent strong civic or social innovation element can be considered as protection. An equally important approach is to provide public part of a Corporate Social Responsibility policy (CSR). Financial spaces – often in restored public buildings – where innovators institutions tend to require clear objectives, timeframes, and can meet, interact, and work, with access to the necessary indicators of returns on investments, so this approach makes services and equipment. These can range from business a sound and broad-reaching evaluation strategy all the more incubators to the newer models for creativity and innovation important. such as Co-Working spaces or FabLabs.58 There is also an important role for regulatory policies, whose impact can be Sustainability is however not only a question of finding money, 92 /ensuring sustainability / strongly inhibiting as much as a potentially powerful enabler; essentially means the survival of your innovation partnership, while many important regulations are beyond the remit of city and for that to happen each stakeholder needs to continue governments, creatively working with the rules at the city level to find a good reason for playing their role in citizen-driven can also lead to important results. In the end, sustainability innovation. // CHECKLIST FOR ENSURING SUSTAINABILITY Have you... Made sure that each stakeholder agrees that the selected indicators reflect their goals and objectives? Identified moments in your plan in which to reflect on process and review the next steps? Kept an eye on the continued engagement of all participants as you discuss legal structures? Published on your website a presentation of the different ways stakeholders contribute resources? Explored how under-used municipal properties can house innovation activities? /ensuring sustainability / 93 /joiningChapter / forces 5 Until now, we have discussed citizen-driven innovation only in terms of what you and your partnership might do in your own city. The examples we have given along the way begin to show the necessarily think about at the end of your process; on the benefits of connecting with other cities and other practitioners contrary, it is useful to listen and learn from others before you by entering into collaboration networks. Indeed, this guidebook even get started. Now that we have walked you through the draws on the collective knowledge and experience of both the journey towards citizen-driven innovation, you probably have a World Bank and ENoLL, both of which build and network local better understanding of what to expect from participating in an innovation networks. Networking is not something you should innovation network and what you can gain. In this chapter, we 1. Define your role discuss four aspects of 2. Listen and learn joining up with other cities engaged in citizen- 3. Research driven innovation: 4. Speak out 94 A first step is to reflect on how an innovation network works: this guide, any city can actively participate in an innovation how it brings and adds value. We often think of networks network, be it large or small, central or remote, rich or poor, as similar to the old telephone system, where more or less since each city’s contribution is unique. It is the differences equal devices are all connected together on a peer to peer that drive interaction, it is interaction that makes a network basis. Innovation networks are quite different, in that the links alive, and (in the innovation community at least) it is the vivacity between different points or nodes can be more or less intense, of a network (more than the number or size or power of its and the more distinctive a node is, the greater the value that members) that determines its influence. is brought into the network. As we discussed at the outset of // 1. DEFINE YOUR ROLE It is therefore important to reflect early on about your city’s The same special mix of creative capital that you have used all own value proposition to itself and to others: what particular along to drive your own path towards innovation is key to what forms of innovation are you drawing on and working with? you have to offer to network partners. Try to re-read the SWOT /joining forces / 95 /case story / LEARNING TO CONNECT IN POZNAN Description Context Challenges The Poznan Living Lab59 focuses on three The Poznan Living Lab grew to its current The main challenges faced have not been strategic areas: Smart City, healthcare, and configuration and approach following a path in the technical nor financial domains but in education. It is run by the Poznan Super- of discovery of the effectiveness of user en- the legal and operational details for collab- computing and Networking Center and its gagement. The original cluster was set up in oration. Institutional innovation is thus a key broad partnership includes the member 2008 with the goal of launching knowledge element for fully implementing the us- companies of the Wielkopolska ICT cluster, driven projects, but was unable to reconcile er-driven approach. The limitations to prop- research institutes, NGOs, and the Poznan the visions and expectations of the differ- erty rights is another barrier for engaging City Hall. Sixteen user communities come ent stakeholders. In 2010, the association SMEs, although a clear Open Source policy together in relation to different ICT technol- opened up to non-ICT partners closer to the at the outset can clarify possible misunder- ogies and/or different fields of application, innovation demand: schools for educational standings. with operations carried out entirely with projects, hospitals and care organizations own resources, namely without EU or public for medical projects, and Poznan City Hall funding. for citizen related projects. Operational and regulatory obstacles continued however to hinder progress. The next step was to launch the ZOO coworking space, which began to work when the focus shifted from technol- ogies to application areas such as finance, healthcare, public spaces, and open data. The final element which finally sparked off collaboration and innovation is the organi- zation of hackathons where NGOs define real problems to be solved by the developer teams. Due to the lack of direct funding for oper- ational aspects, the Living Lab itself has no need for a dedicated governance structure. Different activities are supported by the par- ticipating parties. 96 /joining forces / Actions Results Impacts Scaling Up The main actions undertaken The NGOs who have partici- The gradual shift of orientation The Poznan Living Lab is playing today by the Poznan Living Lab pated have gained professional towards an end user driven defi- a leading role in promoting include: support from programrs as well nition of technology processes Living Labs throughout Poland The ZOO co-working space as access to city officials and po- has had a strong effect on the and in other formerly Eastern as a place of co-design in- tential sponsors. Conversely, the technology partners, used to European nations, using ENoLL volving non ICT communities companies of the Wielkopolska thinking in technology-driven as a platform for international ICT Cluster gained real challeng- terms. Citizens’ awareness of the networking. Mobilizator: the 2-day es to work on. transformational power of us- hackathon matching NGOs’ er-driven research has increased innovation needs to develop- participation and engagement, er teams while the business and research D.challenge: an 8-week communities have increased interdisciplinary user-driven their commitment to multi-dis- course bringing together ciplinary research and gained a students from different uni- greater connection to the city in versities and different back- actively addressing its problems. grounds The effectiveness of the Living Poznan Open Source Com- Lab’s activities have convinced petence Center: incubation of the City government to extend new companies mainly based the implementation of the prod- on transportation data. ucts and services developed. In particular, by seeing real users interact with the technologies, a strong program for opening up city data was finally set in place. /joining forces / 97 analysis you carried out while defining your vision in the light of we suggest that even then you pinpoint one or two partners to the strengths, weaknesses, opportunities, and threats of other team up with as an entry point for broader engagement. cities; this way you can easily see what you have in common To start off collaboration, you need others to know who you and what distinguishes your strategy as unique. are, which means you need to present your city and its citizen- Some cities may have different priorities as concerns food driven innovation strategy and initiatives effectively. Look at security, climate change, income equality, or other issues, while others’ presentations, their structure, and the media they use: others may share your own priorities and actually be engaging brochures, websites, social media, and video in different mixes. in similar innovation approaches and initiatives. Compare the It is important that you learn to see your city and projects resources you and others are drawing on to feed innovation, through the eyes of others, telling your story in a way that together with the different levels of ambition for addressing captures their imagination and highlights the key points of different problems. You should be able to identify one or two possible collaboration. From there you can make your first cities with whom to begin exploring knowledge exchange contacts and perhaps organize site visits for the members of processes. You might have also signed up to one or more open your innovation partnership. innovation, smart city or similar networks or associations, but Box 31 TRANS-REGIONAL SERVICES The Taiwan Living Lab designs service blueprints and executes var- ious field experiments with end users to evaluate market acceptance of innovative technology services. This service model has proven effective at the trans-regional level, and offices have been opened up in Taichung, Taiwan and Nanjing, China. 98 /joining forces / // 2. LISTEN AND LEARN Of course you learn most not by telling your story but by and strategies. You will probably see good practices you may listening to others: how different cities assess their problems want to take home with you, but in parallel, you should not and potentials and what they are doing. Listening is important, underestimate the complexities of transferring experiences. since it allows you to step into the on-going dynamics of For any positive initiative you see, you will need to understand other initiatives and from there diagnose your own projects the context it arose out of, identify those aspects that you think Box 32 THE ART OF KNOWLEDGE EXCHANGE Knowledge exchange, or peer-to-peer learning, is a powerful way to share, replicate, and scale up what works in innovation. Devel- opment practitioners want to learn from the practical experience of others who have gone through, or are going through, similar challenges. They want to be connected to each other and have ready access to practical knowledge and solutions. When done right, knowledge exchange can build the capacity, confidence, and convic- tion of individuals and groups to act. /joining forces / 99 /case story / A GLOBAL WATER HACKATHON Description Context Challenges In October 2011 the World Bank organized Today more people in the world have access Removing barriers for collaboration be- a global Water Hackathon,60 a marathon to a mobile phone than to a toilet. The lack tween water professionals and local tech- competition of brainstorming and comput- of safe drinking water and adequate sani- nologists was considered essential. Event er programming. This event gathered over tation is the world’s single largest cause of preparation was preceded by an iterative 500 local software developers and tech- illnesses, responsible for two million deaths consultation, definition and refinement of nical communities in 10 cities around the a year. Water is also the primary medium development challenges in the water sector world to work simultaneously in building through which climate change will impact judged amenable to technology solutions. prototype solutions to water sector chal- people, economies, and ecosystems. Digital Challenges were then reframed in a way that lenges. Water Hackathon was designed with technologies and tools offer new platforms allowed computer programrs to understand four objectives: (i) creation of a network of for outreach, transparency and participation and address them directly. An iterative pro- atypical partners to find solutions to wa- that can help to achieve water security. cess approach brought existing and nascent ter-related challenges, (ii) preparation of a innovations to the surface and strengthened list of challenges facing the water sector, (iii) the ties between innovators and the water development of new applications designed community. to address challenges, and (iv) adoption of applications and code developed in Bank projects. 100 /joining forces / Actions Results Impacts Scaling Up The World Bank Water Hack- More than 60 prototype solu- Through partnership with tech Hackathons are inherently local athon adopted a process tions were built in response to organizations, universities and events, but the global network inspired by the Random Hacks the 113 water sector challenges community leaders, the World allowed collaboration across of Kindness (RHoK) model.61 to defined. More than 500 soft- Bank was able to draw global sectors and time zones. Partner- the requirements of the water ware designers were mobilized attention to development water ship with a local tech commu- community, using its own brand. in 10 technology communities problems.62 The openness of the nity is critical, as they are best Incentives were designed to world-wide from Nairobi to approach attracted considerable equipped to host a hackathon leverage appropriate applica- London to Lima to Bangalore. attention from within the water that is fun and open, while global tions specific to the commu- Winning teams were rewarded community and also from print networks help raise the profile nity and prioritizing: (i) locally with business incubation support and online media, including of the hackathon to a broader identified problems; (ii) deep and offered further opportuni- blogs and social networks, which audience. The World Bank has subject matter expert involve- ties to engage with their water traditionally do not feature water since organized a global Sani- ment throughout the process; counterparts. In some cases, this content. “This was the new tation Hackathon (2013) as well (iii) local community building by led to financing of new start- Egypt at work,” said one partici- as supporting other more local leveraging existing networks and ups and the recruitment of local pant in Cairo. This approach also events in the context of several recognized local champions; developers to various advisory required a change in mindset for projects. (iv) targeting incentives towards positions in governments. the World Bank, calling for great- technical entrepreneurs; (v) posi- er openness, experimentation tioning of problem statement and tolerance of failure. owners as clients with a degree of follow-up commitment; and (vi) investment in post-event measures, such as naming of water ambassadors. /joining forces / 101 are most relevant, and see what kind of adaptations might be environments, and so on. In the end, to guarantee an effective required in order to bring similar benefits to your city. exchange it is best to engage your whole partnership, promoting exchanges between peers and exploring the For the transfer of good practice, there are many variables to various aspects of adaptation from the different stakeholder take into consideration, ranging from cultural differences to perspectives. different technology baselines, different legal and regulatory // 3. RESEARCH As you develop your citizen-driven innovation strategy (even as Research on citizen-driven innovation can thus be a strong you read this guidebook), you will realize that an integral part of driver for your possible participation in international networks. the method is to reflect on the process in order to understand You can link up your local universities and encourage them to and improve it, in parallel with its experimentation in concrete address issues on citizen-driven innovation in collaboration practice. All Living Labs have to some degree a research with ENoLL Universities, or alternatively you can collaborate component that examines their processes and methods to as a pilot setting for research carried out elsewhere that is continuously improve results. Research is by tradition an exploring the issues and methods you are using. Either way, international and collaborative process, meaning that just as framing your innovation strategy in a research perspective can you are focusing on using innovation processes to solve city only be beneficial to your ability to improve your processes. problems, other Living Labs – especially those with a strong University guide – may be focusing on research related to some of your unanswered questions. Box 33 LEARNING BY DOING Laurea Living Lab is hosted by an R&D oriented University of Applied Sciences in the Helsinki metropolitan area and focuses on service innovation. Through its several locations and its innovation process based on Learning by Developing, it acts both as a host orga- nization and as an innovation service provider focusing on welfare, knowledge intensive business services and social responsibility. This mixture makes Laurea a leading University for research on Living Lab methodologies; evidence of this is the recent special issue of the Interdisciplinary Studies Journal on Smart Cities. 102 /joining forces / The first edition of CitiSense, a conference that explores humanly smart cities through technology-enabled citizen participation, took place in Barcelona in 2013. 103 PHOTO: KIDUS ASFAW / WORLD BANK /case story / A CITY-UNIVERSITY PARTNERSHIP IN COVENTRY Description Context Challenges City Lab Coventry67 aims to build strong Urban Universities are a huge asset for their The ultimate aim of City Lab Coventry is communities by mobilizing the collabora- home cities, as catalysts for social mobility, to address the challenges facing Coventry tions, assets and expertise of the University investors in infrastructure and providers of through the lens of its people and communi- and the city to help revitalize urban neigh- extensive employment opportunities. Histor- ties, who have low recorded levels of pride in bo`rhoods and research issues that support ically Coventry University has had a strong their city, aspiration, chronic skills shortages, city planning and development as well as the relation with the City of Coventry, though and stagnant social mobility. The complex, work of the third sector. over recent years the campus became entrenched, and interconnected opportuni- City Lab Coventry includes: access to disconnected from the wider city. City Lab ties and challenges in Coventry are too often citizens, vehicles, buildings, roads and IT in- Coventry allows to re-establish that link, by addressed in a short-term or fragmented frastructure within the city; a serious games sharing and opening up research with citi- way. City Lab Coventry was set up to address studio/app lab, from prototypes through zens, thus leveraging the huge capability and this by delivering a series of comprehensive commercialization; business support, resources of the community. and interconnected interventions. working with SMEs, start-up businesses and City Lab Coventry is a joint venture between corporate organizations; and Living Lab trials Coventry City Council and Coventry Univer- in priority thematic areas: low carbon vehi- sity. The two organizations own 90% of the cles, low impact buildings, digital media and land in the City Center and use this space as assisted living. a City test bed and Living Lab. 104 /joining forces / Actions Results Impacts Scaling Up Working upon that platform, the All of the initiatives of the City Each project in some way rede- Different innovation programs City Lab Coventry activities are Lab Coventry are able to engage fines the relationship between have been extended across the characterized by different roles the city’s population in research the City and the University, high- UK and the apps developed are between the City, citizens, and and service co-design. As an lighting needs and ambitions for widely used. International scaling the University: example, the recent social rela- both and encouraging both to up mainly occurs through part- Opening up University re- tions initiative has calculated that take responsibility for mobilizing nerships developed starting from search: for instance by using through a range of programs assets. The scale and size of im- membership in ENoLL. wireless sensor monitoring in (e.g. 40 over 40, “get creative”) up to 20% of the Coventry pact varies between projects, but researchers homes to help a it is important to establish the social housing company un- population or 60,000 people will be engaged over a three-year evidence and highlight individual derstand how to Implement period. success stories. the passive house concept. Citizens engaged in University research: for instance by ad- vertising for people to sign up and trial low carbon vehicles. Citizens driving University research: for example the AroundMe™ informal care platform that helps people live independently, or the engagement of citizens to enrich and develop content for tourist information, apps and services. Letting citizens lead: for ex- ample supporting a campaign against church closures by co-designing virtual tours and encouraging people to visit them. /joining forces / 105 // 4. SPEAK OUT Box 34 CITISENSE Once you have established working relationships with one In the context of the Smart City Expo World Conference 2013 in Bar- or more cities and experimented knowledge exchange celona, the World Bank and partners hosted the first CitiSense event. and reciprocal learning, you are ready to define a broader Participation from around the world saw more than 240 attendants, networking strategy as a permanent framework for your including public officials and city and municipal leaders from about city’s activities. Sign up to platforms and associations that 90 developing and developed cities together with over 50 speak- are coherent with your innovation approach and objectives ers, urban and energy specialists, and technologists. Participants and those of your local partnership. Select those where you exchanged experiences and were introduced to innovative projects may choose to adopt a pro-active approach, bringing in your designed to enhance public service delivery through technology-en- communication products and actively participating in meetings abled collaboration with citizens. and conferences. As you do so, it’s important to ensure that your local partnership is behind you when you tour the world to promote your strategy and its initiatives. They should also be encouraged to join the same or similar networks, perhaps more oriented towards their specific needs, ie business alliances, environmental networks, technology user groups, etc. as a means of promoting ‘network literacy’ throughout your local innovation community. Finally, strong participation in global networks is in the end a political commitment, an arena where you need to promote the actions and approaches that you and your local partnership 106 /joining forces / feel are the right way to go. Remember, at the base of your that the problems your city faces are generated and where the decision to embrace citizen-driven innovation is the desire to courage and commitment of change makers across the globe fully address some of the terribly urgent problems facing our will be required if we are to hope to reach global solutions. // planet. Your network commitments and engagements are the best way to scale up the knowledge and experience base you build to meet your city’s needs. After all, it is at the global level CHECKLIST FOR JOINING FORCES Have you... Looked at videos and presentations of other cities’ innovation strategies? Made a list of what makes your city and its approach special according to different stakeholders? Brought together your city’s University departments that deal with different aspects of innovation? Listed the international network opportunities for your innovation partnership? Identified at least one up-coming public occasion in which to promote citizen-driven innovation? /joining forces / 107 /starter pack / The basic idea of this guidebook is to inspire you to begin addressing your city’s problems and issues through citizen-driven innovation.In this section, we have gathered a first collection of concepts, tools, and methods to help you get started with your first experiments. This is by no means a complete collection, but it should help in methodological research on innovation, and contribute your familiarize you with the basic elements of the Living Lab own insights to the growing portfolio of experiences in the on- approach. Once you’ve started, you’ll probably want to learn line resources that support this guidebook. more, connect with one or more of the many Living Labs active 108 The Starter Pack we have assembled consists of a series of different elements: • Essential technology paradigms for the Smart City • Two types of policy initiative: facilities based on the model: Internet of Things, cloud computing, and open Innovation hub model and approaches and policy data. instruments for demand-driven innovation. • Three families of methodologies for citizen Each section is illustrated with cases, mainly from the projects engagement: idea generation, co-design, and service and experiences of ENoLL Living Labs, with links to specific design. examples. /starter pack / 109 Description Use Typologies Issues Implementation Technology paradigms are Reaching an understanding The impact of the Living As with the Smart City model The Living Lab approach based on an interrelated of technology paradigms Lab approach can best be itself, technology driven suggests implementation set of technologies that helps a city administration illustrated in terms of the visions can provide a useful processes that, to the degree together define radically govern innovation process- two paradigms identified guiding framework but only possible, proceed in an new scenarios of usage. es, empowering a Mayor here. The Internet of Things by fully embedding new iterative fashion according Among the key technology to participate actively in concept is greatly enhanced technologies in the practice to discrete and transparent paradigms underpinning defining Smart City strategies if we consider ‘citizens as and operations of a city, its steps, allowing for engage- the Smart City model are: together with the engineers sensors’ by integrating what institutions, and its people, ment and co-design to Internet of Things (IoT), and ICT providers who have people see and hear in can we say that the inno- occur along the way. based on massively pervasive a greater mastery of the addition to taking advantage vation process is effective. sensor networks that allow functional and technical of diffused sensor networks. Technology infrastructures for a real-time awareness details. What is important Cloud computing offers sig- are the foundation of the of urban phenomena, and is to grasp the broad vision nificant savings and conve- Smart City vision but social Cloud Computing, based on and its political implications, nience but also raises issues and societal innovation the storage and elaboration understanding above all how related to privacy and securi- are the real transformative of information in an inter- citizen engagement can be ty; recent events underline factors; the main issue for net-based service, so that ensured for implementation. how greater involvement of city Mayors is to ensure the access occurs through any local governments, citizens, coherence between the two. connected device. and businesses is essential. 110 /starter pack / Technology paradigm Cases Impact An energy saving project in Malmoe Citizen-driven innovation works with local residents to build their processes are essential to own electricity sensors, thus attaining a help city governments mas- sense of ownership and greater impact.64 ter technology paradigms, Cloud computing platforms aim not understanding how they can only to allow for remote access to data really bring benefits to a city and services, but they also provide basic and its people. This changes underlying features and functionalities the way citizens interact not that make Smart City services easier to only with new technolo- develop. In the EU’s EPIC project, a Living gies but also with their city: Lab approach used for the co-design of whether they annotate bus an app for re-locating in a city65 helped stops, share touristic routes define such security and privacy features or report potholes. in conjunction with specific pilot services. Finally, the FI-WARE66 platform for the Future Internet offers a cloud-based infrastructure for Smart City services such as IoT, Open Data, and Big Data (making sense of massive amounts of information) applications. Internet of Things / Cloud Computing /starter pack / 111 Description Use Typologies Issues Implementation The main premise of Open One of the central tenets of Open Data is generally clas- While Open Data is a Definition and deployment Data – that information the Open Data philosophy sified using five stars for lev- fast-growing phenome- of an Open Data strategy non, there are several open should be freely available to is that governments hold a 67 els of usefulness. The first needs to focus on engage- issues: all – is not new, though the wealth of valuable informa- three levels refer to types ment of both the devel- Adoption by public admin- term has recently taken on tion but third parties such as of file available to down- oper communities and the istrations of clear guidelines specific meaning with the software houses are better at load; at the lowest level are local citizen and business on data quality, privacy and publication of public sector transforming that infor- documents only a human security so that staff know communities. The first group information on the inter- mation into value adding can understand (text or a how and what to publish. helps define guidelines for net. Open Data is related to services. Governments are pdf); next come structured Harmonization of standards the publication of Open principles of participation thus encouraged to publish ‘machine-readable’ formats for how to structure different Data and the organization of and transparency as much whatever data they have in (i.e. an Excel file) followed kinds of data (semantics) development contests and as it is to the technologies, a ‘raw’ format (ie numbers in order to allow systems events (Hackathons) to make by the same in a non-pro- to aggregate information which in fact can range from rather than graphs), allowing prietary (i.e. non-Microsoft) published data useful. The sources. making available files for unexpected and creative standard, usually CSV (tables second group helps clarify Cost and availability of reli- download to real-time web uses to be made of it and of data with columns sepa- the ultimate use of govern- able infrastructures to host services structured to be creating important busi- rated by commas). Four stars ment data and therefore Open Data files and services, directly accessed by mobile ness opportunities for local implies the jump to uniquely especially for smaller and define strategies and prior- applications. enterprises. identified resources that are remote communities. ities. Finally, it is essential to directly accessible 24 hours The gap between the engage key actors across a day. The highest level is re- process of opening and the public administration to served for LOD (Linked Open publishing data and the enact a diffused Open Data development of applications Data), which provides links policy. by external actors. between sources of data to The gap between the gener- facilitate associations and al philosophy and benefits of searches in a ‘web of data’ Open Data and the level of scenario. technical expertise required to define and implement a strategy. 112 /starter pack / Technology paradigm Cases Impact The CitySDK initiative68 has Direct engagement in Living defined unified Application Lab processes for Open Data Programming Interfaces allows city officials to man- (APIs) towards their data age the constant technolog- services, making it easier for ical change in the areas of developers to transfer an app new available technologies, developed from one city to devices, applications and another for a more attractive use cases. The Open Data investment opportunity. The paradigm is likely to spread CitySDK experience shows rapidly in the coming years, how the interface needs to to eventually become an structure the data flow in integral part of public service tight collaboration from the provision in a range of city side. aspects. The Citadel platform69 allows any small city or even citizens and businesses to convert and publish their own Open Data at practically no cost, with an App Gener- ator Tool that allows for an Open Data immediate visualization of different datasets. /starter pack / 113 Description Use Typologies Issues Implementation Idea generation methods One of the purposes of idea Idea generation methods Many idea generation tech- The setting should ideal- are useful for the initial generation methods is to can be applied in a range niques are part of a global ly be in a stimulating and phases when it is neces- deliver tangible results in a of situations: where there is network that gives excellent creative environment with sary to explore concrete very short time. In addition, already a need for innovation visibility and often technical open Wi-Fi coverage. It is possibilities through lateral the intense multi-disciplinary identified with the desire to support, but at the cost of necessary to have both a thinking: typical formats experience is in itself a useful look for new approaches; to having to follow a very strict plenary room plus properly include BarCamps, 70 Hack- way to promote ‘innovation seize on a given ‘innovation format. In addition, these equipped working spaces for athons,71 and other more literacy’ and build a local opportunity’ such as the formats often convey cul- each team of 5-10. For the business-oriented methods. innovation community. For launching of a new Open tural models that may not be staff, clearly defined roles These processes base their city governments, such Data strategy; or from a to- appropriate, such as a highly are required such as project effectiveness on placing a events offer a good first step tally open starting point, with competitive approach where coordinator, technical multi-disciplinary group in for opening up to citizen proposals freely brought in instead the goal is to build manager, team coaches a focused and supported engagement. by participants. a collaborative innovation or mentors, and experts in co-design environment for community. specific areas. The key to a defined number of hours, success, however, is getting with the goal of producing the right mix of participants, and communicating con- balancing teams with people crete results. Often there is who have experience in the also a competitive element, problem domain (including with juries and prizes. civil servants), ICT experts and programrs, creative professions such as design and communication, those with experience in business planning, and so forth. 114 /starter pack / Methodology Cases Impact Many ENoLL Living Labs The impact of idea genera- experiment variations on dif- tion methods often goes be- ferent idea generation meth- yond the two or three days ods. The Ghent Hackathon72 of the event. Statistics from builds mobile applications the international Startup using Open Data published Weekend network show that by the municipal govern- roughly 80% of participants ment. It was initiated by the plan a longer term collabo- city together with the Urban ration with their groups, and Living Lab innovation eco- over a third of the startups system, with the goal of civic generated are still active engagement for public and economic value creation. after three months. The main factors to attain impact are: The Startup Weekend of a clear and tested structure SUST Living Lab Tunisia73 for the event, engagement of instead follows a global local stakeholders, and ad- 48-hour format (sponsored equate preparation previous by Google) with the specific goal of generating business to the event and follow-up Idea Generation start-ups. afterwards. Finally, Haaga-Helia Univer- sity has developed its own formula – the InnoCamp74 – focusing solutions towards expressed needs of a com- missioning entity. This has been successfully applied for instance in the development of mobile service concepts for the tourism industry. /starter pack / 115 Description Use Typologies Issues Implementation Co-design methods are The principles of co-design Co-design approaches The main issue for co-design For the early adoption or those that engage all are at the heart of citi- can rely on face-to-face is that it is easier said than implementation of a given stakeholders – city govern- zen-driven innovation, as interaction or use appro- done; lip-service is often co-design method, it is a ment, ICT developers and this guidebook has intended priately structured internet paid to user engagement good idea to ask an expert providers, and local citizens to show throughout, so based services, which offer when in fact a top-down or familiar with the technique, and businesses – on an co-design can and should the possibility to engage a technology-driven approach drawn for instance from any equal footing in some stage be a part of every Smart City global audience and network is actually defining the partnering ENoLL Living Lab, of the development of a new initiative. Evidence across with other communities in a process. It is thus important to assist in animating the product or service. Co-de- the Living Lab movement more open format. On-line to ensure that co-design process. You will then be sign goes beyond so-called demonstrates how co-de- co-design environments are extends as far as possible to able to gradually build a local ‘user-centered design’ and sign leads to reductions in often structured through all of the steps in the deci- team of co-design support similar approaches to define both cost and time for the ‘Challenges’, a way of de- sion making process, from staff. processes where citizens implementation of services, fining innovation needs and agenda-setting onwards. and end users take an active since the end users them- then inviting a community role in design processes. selves have contributed to of innovators to create new defining them. solutions to meet that need. The approach can also vary according to the setting, i.e. industry-led product design, community-led initiatives, etc. For instance, the Elec- tronic Town Meeting75 as carried out by the eToscana Living Lab76 specifically sup- ports policy co-design. 116 /starter pack / Methodology Cases Impact Many ENoLL Living Labs have been ac- Co-design methods should tive in the experimentation of structured be selected according to the co-design methodologies. The FormIT affinity of the setting and the model,77 developed at the CDT Botnia availability of professional Living Lab, is one of the earlier formal- izations of the Living Lab approach; its support. The main factor to on-line toolbox includes a broad range achieve impact is political of useful tools and techniques. commitment. 78 The CKIR at Helsinki’s Aalto University and the iMinds-iLab.o79 support service are good examples of the ‘lead user’ method, where the people engaged in co-design are selected from a pool of users according to specific criteria. Service Design approaches also use specific co-design tools that aim to capture the end user’s viewpoint. Meth- ods developed in the Guarantee80 and VEP81 projects include: Affinity diagrams (clustering interview responses), Perso- Co-Design na development (narratives for fictional profiles), Scenario building (innovation concepts for own goals), and Blueprint- ing (symbolic representation of service actors and activities). The MyNeighbourhood82 service intro- duces competitive ‘gamification’ tech- niques to stimulate user engagement. Oulu instead uses an on-line “One Stop Shop”83 for the co-design of remote city services. /starter pack / 117 Description Use Typologies Issues Implementation Service Design applies Service Design works best Service Design originates In order for Service Design Service Design can be a citizen-driven innovation when the general domain as a method for develop- to be effective, it is necessary relatively lengthy process throughout the lifecycle of and its innovation needs are ing competitive ICT based to maintain the appropriate and requires a clear strategic developing a new ICT based known, a multi-stakeholder services for the private balance between the public focus and strong political product or service, from partnership is in place, and sector. Here, the process is interest and the need for commitment. It is thus rec- initial concept through to there is a clear goal to reach industry-driven and consid- business sustainability. This ommended for a relatively service or business deploy- a sustainable ICT based ers the end-user as ‘cus- in turn requires that, where mature partnership, under ment. Service Design makes service. Typical areas include tomer’, while the structure city services are involved, external guidance as can use of idea generation and e-government, social ser- and conditions for service the administration is capable be provided by one of the co-design methods as vices, and health care, but sustainability are those of of playing an active and ENoLL Living Labs special- discussed above, but frames Service Design methodol- the service delivery setting. informed role, including the ized in this area. them in a purposive context ogies can be applied to any A second typology, more management of the ‘ripple’ with a clear innovation Smart City domain. relevant to the Smart City effects propagating institu- goal. Throughout, a holistic context, is applied to public tional innovation beyond the perspective aims to ensure services, where a third-par- boundaries of the service in that all aspects of a ser- ty such as a University or question. vice are taken into account research center mediates from the end user’s point between the public dimen- of view, using for instance sion of the service itself ethnographic and journalistic and the business interests techniques and representing of those who will need to concepts through scenarios, ensure the sustainability of ‘user journeys’ etc. service provision. 118 /starter pack / Methodology Cases Impact Laurea University of Helsinki84 Service Design requires applies Service Design methods long-term commitment of with a specific focus on health all parties but in return de- care, working together with local, livers the most effective and regional and national authorities in a holistic approach. In the Finn- long-term benefits. ish nationally funded Guarantee project, the approach combined more traditional desk studies and interview surveys with methods to develop service concepts from the user perspective. Living Labs Taiwan85 applies a method called Service Experi- ence Engineering with over 50 research teams and enterprises, drawing on a user community of 3,000 households and a state of the art ICT infrastructure. The Virtual European Parliament Service Design (VEP) project, led by CDT Luleå86, applied the Service Design ap- proach for the development of an ICT service whose objective is to build a better link between citizens and the European Parlia- ment. VEP developed a Service Design method defined by ten ‘I’s: Identify (user roles and charac- teristics), Interact, Iterate, Involve, Influence, Inspire, Illuminate, Integrate, and Implement. /starter pack / 119 Description Use Typologies Issues Implementation Innovation hubs are public Innovation hubs are a Innovation hubs can be The model adopted for a A successful innovation hub spaces for innovation, gen- powerful tool for promoting conceived of as multidis- given innovation hub needs is generally formed around erally with a strong interdis- citizen engagement and ciplinary environments for to be clearly identified and an individual or group ciplinary atmosphere and a entrepreneurial creativity in a highly competitive pro- shared by all participants, ‘champion’ who will define mixture between offering way that offers strong visibil- fessionals, SME support since ambiguity can lead to the strategic and ethical a stimulating place for ity as part of the urban fabric, centers specifically focused misunderstandings, for ex- direction of the initiative as professional work activities, allowing a city to position on innovation, or as more ample between participants well as guarantee leader- promoting the emergence itself as ‘open to innovation’. open initiatives with a social looking for a creative office ship. It can be useful to look of new and innovative busi- It is however essential to en- function. City governments space and those interested at international networks nesses, and exploring inno- sure long-term sustainability can play different roles: in exploring new forms of (ImpactHub,88 FabLab,89 etc.) vative societal organizations in order for the innovations private or NGO-sustained collaboration. As a conse- as potential organizational for work itself (the so-called generated therein to have hubs often ask the city to quence, it is important to models. From there, the FabLab87 model). Common a future or for the initiative find an appropriate space, define an appropriate gov- appropriate place needs to features include: the sym- itself to have lasting impact. university incubators will ernance structure, capable be identified and properly bolic value of the physical generally include the city in of handling all issues ranging equipped, following the space, openness to the their governing board, while from who buys the coffee model adopted: this can participation of any interest- public innovation hubs can to assignment of intellectual mean anything from Wi-Fi ed party, and the promotion be directly set up and man- property rights. and printers to sofas and of new businesses and/or aged by the city itself. sculptures to specific equip- business partnerships. ment such as laser cutters and 3D printers. 120 /starter pack / Facilities Cases Impact Citilab Cornellá,90 ZOO co-work- Taken together, innovation ing space91 in Poznan, and the hubs not only foster citi- Living Lab Cova da Beira92 in zen-driven innovation, often Fundao, mentioned elsewhere addressing issues related to in the guidebook, are all good City services, but they also exampleS of citizen-oriented allow for the open experi- innovation hubs. mentation of new models In addition, the Waag Society,93 of work, collaboration, and part of the Amsterdam Living Lab, value adding. carries out a range of research, education and service activities mixing art, science and technol- ogy in a 15th Century city gate house. Numa,94 a trend-setting space in central Paris, promotes collabora- tion of startups and project devel- opers by providing the conditions for development and growth. The ‘Numa Experiment’ association brings together entrepreneurs, academics, administrations, small Innovation Hubs and large companies, associa- tions, and communities. Nearly 1,000 events per year covering a broad range of topics – culture, art, health, ecology, economy, fashion, education – attract over 80,000 participants with different backgrounds and skills on an annual basis. /starter pack / 121 Description Use Typologies Issues Implementation Ensuring support for innova- Innovation policy tradition- Demand-driven innovation Several issues arise with de- Policy innovations are best tion is a difficult task, since ally supports the ‘supply’ policies are being experi- mand-driven innovation pol- introduced through pilot mented at nearly all different innovation is by definition side by funding research icy, first of which the need to testing, or the experimenta- levels of the policy making difficult to plan for and even and development in areas address conflicts of interest tion of new approaches on process: more difficult to predict. deemed to yield scientific through transparency rather a small scale and with broad The European Commission Public policy instead requires advances and market results. than regulations. In addition, engagement of stakehold- is defining regional innova- neutrality, certainty, and pre- Demand-driven innovation tion strategies for 2014- citizen-driven innovation is ers before integrating into dictability. Experimentation policies, where the pro- 2020 (Smart Specialisation)95 often represented by spon- practice. Pilot testing helps with new policy and funding cesses are driven by the end based on broad engage- taneous networks that are identify potential pitfalls mechanisms includes new beneficiaries rather than ment, integration of social difficult to fund. Finally, new and define the appropriate innovation, and ‘entrepre- approaches towards policy researchers, instead aim to procedures encounter the procedures and roles. neurial discovery’ to identify making processes on the ensure greater relevance resistance of public officials hidden potentials. one hand, and new funding and better and faster uptake. wary of administrative inno- At the operational level, procedures and instruments In addition, they general- vations. alternatives to the tradition- on the other. ly integrate technical and al call for tenders include non-technical or social conditionalities such as the innovation and thus promote inclusion of end users as citizen engagement and cre- well as multi-step calls that identify innovation demand ative thinking about alterna- before funding projects. tive ways to provide services Business promotion includes and address problems. loan guarantees, local sup- port to Venture Capital, and leveraging crowdfunding platforms. Finally, Pre-Commercial Procurement96 is a multi- step process through which the public sector transforms its own procurement needs into innovation processes. 122 /starter pack / Policies Cases Impact 271 regional governments Pre-Commercial Procure- across Europe are cur- ment offers the clearest rently defining their Smart indications of the impact of Specialisation strategies demand-driven policies: sig- with different degrees and nificant savings for the public types of policy innovation. sector, improved chances for Notable examples include commercialization of funded the Usimaa-Helsinki Region products and services, and (Finland),97 applying a vision improved growth and com- of the region as an innova- petitiveness of participating tion ecosystem; the Basque firms. Country (Spain)98 integrating social and territorial innova- tion; and the Apulia Region (Italy)99 adopting innovative procedures to fund Living Labs. These strategies also include different innovations in policy instruments. Pre-Commercial Procure- Demand-Driven Innovation ment is being promoted by the European Commission since 2009100 and is by now adopted in many R&D projects as well as regional innovation programs. /starter pack / 123 1. On July 10, 2012, a Memorandum of Understanding was signed by Jose Luis Irigoyen, World Bank Director for Transport, Water, and Information and Communication Technologies, and Álvaro /endnotes / Oliveira, representing the ENoLL President, Jarmo Eskelinen. The agreement aims to pool global expertise in the area of ICT to help improve public services, increase civic participation, advance public administrative capacity, and drive green growth, furthering the shared goal of finding new approaches to improving the public services that affect the everyday lives of millions of people in developing countries. 2. See http:/ /www.openlivinglabs.eu/ 3. This is the most common definition adopted by the ENoLL Secretariat and some of the ENoLL members. For other definitions please refer to the Living Lab literature (www..openlivinglabs.eu). 4. There are370 accredited Living Labs after the 8th wave of new membership (Sep 2014). 345 is the number the ENoLL Secretariat works with, considering the Living Labs that for sustainability or other reasons have discontinued their activity. 5. Eriksson, M., Niitamo, V.-P., and Kulkki, S. (2005). State of the Art in utilizing Living Labs Approach to User-centric ICT Innovation - A European Approach. CDT, Luleå University of Technology, Sweden. Online: http:/ /www.vinnova.se/upload/dokument/verksamhet/tita/sta- teoftheart_livinglabs_eriksson2005.pdf 6. http://iisit.org/Vol6/IISITv6p421-436VanDerWalt634.pdf 7. http://www.vinnova.se/upload/dokument/verksamhet/tita/stateoftheart_livinglabs_eriks- son2005.pdf 8. United Nations, Department of Economic and Social Affairs, Population Division: World Urbaniza- tion Prospects, the 2011 Revision. New York 2012 9. http://books.google.ca/books?hl=en&lr=&id=NUvaAAAAQBAJ&oi=fnd&pg=PR11&dq=ci- ties+21st+century+problems+migration&ots=fBQIKmffF8&sig=V2eY5LJhfTXDvElMk1-Zyam0mz- k#v=onepage&q&f=false 10. Kulkki S., “Towards Human-Centric Socio-Economic Development”, Interdisciplinary Studies Journal, Vol 3, N 4, Special issue, 2014. 11. Athey, G., Glossop, C. Harrison, B., Nathan, M. and Webber, C. 2007. Innovation and the City: How Innovation Has Developed in Five City-Regions. NESTA. http:/ /www.nesta.org.uk/sites/ default/files/innovation_and_the_city.pdf 12. Belderbos, R., Du, S. and Somers, D. 2014. “Global Cities as Innovation Hubs: The Location of R&D Investments by Multinational Firms.” In DRUID Academy. Aalborg, Denmark. http:/ /druid8.sit.aau. dk/druid/acc_papers/rdv4by82h7nbyph96iuix18cu71s.pdf. 13. Glaser, E. and Joshi-Ghani, A. “Rethinking Cities: Toward Shared Prosperity.” Economic Premise October 2013. No 126. World Bank. 14. See inter alia “The Human Smart Cities Cookbook”, available at http:/ /www.peripheria.eu/library/ human-smart-cities-cookbook. 15. http://www.domusweb.it/en/op-ed/2013/07/25/designing_smart_opencities.html 16. http://www.statista.com/statistics/264810/number-of-monthly-active-facebook-users-world- wide/ 17. http://www.statista.com/statistics/277958/number-of-mobile-active-facebook-users-worldwide/ 18. http://www.statista.com/statistics/346167/facebook-global-dau/ 19. Government 2.0 is the use of technology—especially the collaborative technologies at the heart of Web 2.0—to better solve collective problems at a city, state, national, and international level. 20. Examples abound on the websites of major ICT providers. 21. http://www.haque.org.uk/papers/V34_page_140-142_Usman_Haque.pdf 22. http://www.bijt.org/wordpress/wp-content/uploads/2006/01/Michiel_de_Lange-The-smart- city-you-love-to-hate-exploring-the-role-of-affect_Hybrid_City-Athens_styled_edit-v2.pdf 23. This approach is well represented in http://connectedsmartcities.eu/ 24. http://nws.eurocities.eu/MediaShell/media/GreenDigitalCharter_EN.pdf 25. http://link.springer.com/article/10.1007/s11077-009-9080-8 26. The most well-know of these apps is Fix My Street: http:/ /www.fixmystreet.com/ 27. See http:/ /humansmartcities.eu/ 28. http://www.pwc.com/gx/en/technology/pdf/How-governments-foster-innovation.pdf 124 29. http://www.anderson.ucla.edu/faculty_pages/romain.wacziarg/downloads/adoption.pdf 64. /www.peripheria.eu/places/malm%C3%B6 http:/ 30. http://www.macfound.org/press/press-releases/does-the-internet-make-for-more-engaged-cit- 65. Coenen C., Van der Graff S., Walravens N., “Firing Up the City – A Smart City Living Lab Method- izens/ ology”, Interdisciplinary Studies Journal, Vol 3, N 4, Special issue, 2014. 31. Enock, Y., Kelly, T., Halewood, N & Blackman, C. Halewood, N. and Colin Blackman (Eds.). 66. http://www.fi-ware.org/tag/smart-city/ e-Transform Africa. The Transformational Use of Information and Communication Technologies 67. http://5stardata.info/ in Africa. The World Bank and the African Development Bank with the support of the African Union. World Bank. 2012. 68. http://www.citysdk.eu/ 32. http://www.idc.com/getdoc.jsp?containerId=prUS24645514 69. http://www.citadelonthemove.eu 33. http://wbi.worldbank.org/wbi/stories/mobile-technology-empowers-citizens-budget-plan- 70. http://barcamp.org/ ning-cameroon WB to check 71. http://en.wikipedia.org/wiki/Hackathon 34. See for example http:/ /www.openlivinglabs.eu/sites/enoll.org/files/010_ENoLL6W_FR_Brie’Nov. 72. http://appsforghent.be/ pdf 73. https:/ /www.facebook.com/SUSTunisie 35. http://dare.uva.nl/cgi/arno/show.cgi?fid=133268#page=20 74. Kaski T., Alamäki A., Moisio A., “A Multi-Discipline Rapid Innovation Method”, Interdisciplinary 36. Christian Bason (2011): ‘Leading public sector innovation: co-creating for a better society’. Policy Studies Journal, Vol. 3, N 4, Special issue, 2014. Press. 75. http://www.parterre-project.eu/ 37. http://www.newyorker.com/magazine/2013/05/27/change-the-world 76. http://www.e.toscana.it/ 38. Creative Collaborations. Downie, Marc & Shelly Eshkar & Paul. Kaiser. Helsinki Design Lab. Sitra. 2012. 77. http://www.lltoolbox.eu/methods-and-tools/methodologies/form-it 39. http://www.openlivinglabs.eu/livinglab/citilab-cornell%C3%A0 78. http://ckir.aalto.fi/en/research/ 40. http://www.openlivinglabs.eu/livinglab/bird-living-lab 79. http://www.iminds.be/en/succeed-with-digital-research/living-lab 41. Garatea J. (GAIA), Paton J. (INFYDE) “Smart Specialisation in the Basque Country. A case of entre- 80. http://www.guarantee-itea2.eu/ preneurial discovery. Urdaiba Bird Center - UBC”. Cluster Plus Working Paper, 2013. 81. http://ec.europa.eu/information_society/apps/projects/factsheet/index.cfm?project_ 42. http://www.enoll.org/livinglab/habitat-living-lab ref=EP-07-01-039 43. http://www.openlivinglabs.eu/livinglab/kwest-research 82. http://my-neighbourhood.eu/ 44. http://www.bristol2015.co.uk/ 83. Haukipuro L., Väinämö S., Arhippainen L., “Living Lab’s One-Stop-Shop Services in the Devel- opment of Remote Services in Public Sector”, Interdisciplinary Studies Journal, Vol 3, N 4, Special 45. G. Horowitt and V. Hwand, The Rainforest: The Secret to Building the Next Silicon Valley, Regen- issue, 2014. wald, 2012. 84. http://www.laurea.fi/en/Pages/default.aspx 46. http://estrategiaticolombia.co/ciudadesinteligentes/ 85. http://www.openlivinglabs.eu/node/135 47. http://www.openlivinglabs.eu/livinglab/lighting-living-lab 86. http://www.ltu.se/centres/cdt?l=en 48. http://www.centralivinglab.eu/index.php?option=com_content&view=arti- cle&id=8&Itemid=115&lang=en 87. http://en.wikipedia.org/wiki/Fab_lab 49. http://www.tandfonline.com/doi/full/10.1080/10580530.2012.716740#.VCQeWWRdXtU 88. http://www.impacthub.net/ 50. http://www.ntxuva.org 89. http://www.fabfoundation.org/ 51. http://www.ideevoorjebuurt.nl/#start 90. http://www.citilab.eu/ 52. http://www.dezwijger.nl/ 91. http://www.coworkingzoo.pl/ 53. http://www.openstreetmap.org/node/279283638#map=16/-6.7939/39.2427 92. http://llcb.pt/ 54. http://www.openlivinglabs.eu/livinglab/helsinki-living-lab-forum-virium-helsinki 93. https:/ /www.waag.org/en 55. Salminen V. (Ramboll Management Consulting), “Forum Virium: Brokering smarter cities”, Innova- 94. http://www.enoll.org/livinglab/silicon-sentier-living-lab tion Policy Platform Case Study, World Bank 2014. 95. http://s3platform.jrc.ec.europa.eu/ 56. For a discussion on pros and cons of PPPs, see “Public Private Partnership – a Contribution 96. http://cordis.europa.eu/fp7/ict/pcp/home_en.html Paper”, Interdisciplinary Studies Journal, Vol. 3, N 4, Special issue, 2014. 97. Hatanpää O., “Helsinki-Uusimaa Region, an International Innovation Concentration”, Interdisci- 57. http://www.enoll.org/livinglab/iminds-ilabo plinary Studies Journal, Vol. 3, N 4, Special issue, 2014. 58. See the Starter Pack at the end of this guidebook 98. http://www.slideshare.net/TR3S_PROJECT/smart-specialisation-strategies-in-the-basque-coun- 59. http://www.enoll.org/livinglab/poznan-living-lab try 60. http://water.worldbank.org/node/84165 99. http://fesr.regione.puglia.it/portal/pls/portal/FESR.DYN_DOCUMENTO_VIEW.show?p_arg_ names=id_documento&p_arg_values=176 61. See http://dl.dropbox.com/u/6479339/RHoKSuccess Stories.pptx for full list of deployed apps to emerge from RHoK /cordis.europa.eu/fp7/ict/pcp/projects_en.html 100. http:/ 62. The Water hackathon was led jointly by the World Bank Water Anchor, Water and Sanitation Pro- gram and ICT Sector Unit, with operational support from Second Muse, technology partners from the National Aeronautics and Space Administration, Open Development Technology Alliance, Random Hacks of Kindness, and local partner organizations in each event location. 63. http://www.openlivinglabs.eu/livinglab/city-lab-coventry 125 /boxes / Box 1 Innovation: Innovation OECD & Eurostat 2005. Oslo Manual. http:/ /epp.eurostat.ec.europa. eu/cache/ITY_PUBLIC/OSLO/EN/OSLO-EN.PDFP 10 Open Innovation: Chesbrough, H. “Open Innovation: The New Imperative for Creating and Profiting from Technology”. Boston: Harvard Business School Press Box 2 Open Innovation: Chesbrough, H. “Open Innovation: The New Imperative for Creating and Profiting from Technology”. Boston: Harvard Business School Press Box 3 Living Labs for Wicked Problems: Rittel, Horst WJ and Melvin M Webber (1973) “Dilemmas in a General Theory of Planning”. Policy Sciences 4: 155-169. Box 6 Defining Standards for Open Data Services: http:/ /www.citysdk.eu/ Box 7 Smart Santander: http:/ /www.smartsantander.eu/ Box 8 Smart City Malaga: http:/ /www.smartcitymalaga.es/ Box 9 ‘Human’ Energy Saving: http:/ /www.ict4saveenergy.eu/, http:/ /www.peripheria.eu/project/ hack-your-energy Box 10 Environmental Monitoring in Nice: http:/ /www.elliot-project.eu/node/15 and Nice: Trousse, B., Pallot M. Tiffon C., “Co-Creating Environmental Services Based on Pollution Citizen Sensing”, Interdisciplinary Studies Journal, Vol 3, N 4, Special issue, 2014. Box 12: E-Services in Rural Communities: http:/ /www.enoll.org/livinglab/siyakhula-living-lab Box 13 Social Mentoring in Rural Areas: http:/ /www.consorciofernandodelosrios.es/ Box 15 Data as a Resource: http:/ /en.wikipedia.org/wiki/Open_data Box 16 Tech Hubs in Africa: http:/ /blogs.worldbank.org/ic4d/tech-hubs-across-africa-which-will-be- legacy-makers; http:/ /www.bih.co.bw/; http:/ /www.ihub.co.ke/; http://bongohive.co.zm/; http:// www.infodev.org/mobilebusinessmodels Box 17 Building Trust in Milan: http:/ /my-neighbourhood.eu/ Box 18 Roles in Collaborative Groups: Adapted from “A Gardeners Guide to Communities of Prac- tice. The World Bank & International Finance Corporation. World Bank Group. 2013 126 Box 19 Co-Creating an Innovation Hub in Gran Concepción: http:/ /www.innovatingcities.org/chile Box 20 Apps4Dummies: http:/ /www.citadelonthemove.eu/ Box 21 Service Feedback via SMS: http:/ /issuu.com/world.bank.publications/ docs/9781464801914/244 Box 22 Vision-Building in Lebanon: http:/ /www.mie-p.org/ Box 23 Tracking Ideas: http:/ /www.leaninglab.org/ Box 24 Europe’s ‘iCapital’ 2014: http:/ /ec.europa.eu/research/innovation-union/index_en.cfm?sec- tion=icapital Box 25 Broadening Partnerships: http:/ /www.espaitec.uji.es/ Box 26 Shared Digital Services: http:/ /www.haaga-helia.fi/en/research-and-development/net- works/finnish-network-living-labs-universities-applied-sciences Box 27 The Espoo Story: Erkkilä K., “Espoo is a Smart City through Collaboration”, Interdisciplinary Studies Journal, Vol 3, N 4, Special issue, 2014. Box 28 Measuring Innovation: http:/ /ec.europa.eu/enterprise/policies/innovation/policy/innova- tion-scoreboard/index_en.htm and Resindex: http:/ /www.innobasque.com/home.aspx?tabid=1550 Box 29 The Art of the MoU: Centralab: http:/ /www.centralivinglab.eu/ and Budapest Manifesto: https://docs.google.com/document/d/1WkD_1CQ8p55Lr1RHsJPcr24Z1VKXNd3vWH3ryGIcR4E/ view Box 30 Innovating Policy Instruments: http:/ /livinglabs.regione.puglia.it/en/home Box 31 Trans-Regional Services: http:/ /www.openlivinglabs.eu/node/135 Box 32 The Art of Knowledge Exchange: http:/ /wbi.worldbank.org/sske/ Box 33 Learning by Doing: http:/ /www.enoll.org/livinglab/laurea-living-labs-network and ISJ Spe- /www.laurea.fi/en/isj/latest_issue/Pages/default.aspx cial Issue: http:/ Box 34 CitiSense: http:/ /bit.ly/CitiSense This is just the beginning of a journey. #CitizenDrivenInnovation