D3.6: Framework for DPEB Innovation Labs

+CityxChange | Work Package 3, Task 3.5

Final delivery date: 31-10 -2020

Deliverable version V.05

Dissemination level Public

Authors Helena Fitzgerald (University of Limerick); Javier Burón García (Colaborativa); Magdalena Sánchez Mora (Colaborativa)

Contributors Dirk Ahlers (NTNU); Anthony Junior Bokolo (NTNU); Armin Shams (Lero, UL); Stephen Kinsella (UL); Gabriela Avram (UL); Gerard Walsh (UL); Rosie Webb (LCCC); Kristin Solhaug Næss (TK); Cole Matthew Grabinsky (TK), Silja Rønningsen (TK); Liviu Stanciu (MAI); Miloš Prokýšek (MP); Andres Bäcker (SB); Eftima Petkova (SMO); Tiina Hallimäe (VORU).

Article 29.5 Disclaimer This deliverable contains information that reﬂects only the authors’ views and the European Commission/INEA is not responsible for any use that may be made of the information it contains.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under Grant Agreement No. 824260.

October 30, 2020

Document Information

Project Acronym +CityxChange

Project Title Positive City ExChange

Project Coordinator Annemie Wyckmans, Norwegian University of Science and Technology

Project Duration 1 November 2018 - 31 October 2023

Deliverable D3.6: Framework for DPEB Innovation Labs Number

Dissemination PU-Public Level

License CC-BY4.0 Creative Commons Attribution, except where otherwise noted. https://creativecommons.org/licenses/by/4.0/

Status In Progress

Due Date 31-10-2020

Work Package WP3 – CommunityxChange

Lead Beneﬁciary University of Limerick (UL)

Contributing Colaborativa (COL) Beneﬁciaries

Revision History

Date Version Author Substantive changes made

28-02-2020 v.01 Helena Fitzgerald Document created

Information added regarding 19-06-2020 v.02 Helena Fitzgerald integration with D.O.A. and other tasks

First draft of framework Helena Fitzgerald commenced. Content added on 06-08-2020 v.03 and J avier Burón Open Call Protocol, Mini García Prototyping Lab and Do-it-together projects.

Document restructured and 07-10-2020 v.04 Helena Fitzgerald content added. Submitted for QA process.

27-10-2020 v.05 Helena Fitzgerald Final edit.

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Table of Contents

Table of Contents 2 List of Acronyms 3

1 Executive Summary 6

2 Introduction 8 2.1 DPEB Innovation Lab 8 2.2 +CityxChange Context 10 2.2.1 Integrated Planning and Design 11 2.2.2 The Common Energy Market 11 2.2.3 CommunityxChange 11 2.2.4 +CityxChange Demonstration Projects 14 2.3 Methodology 14 2.4 Document Structure 16 2.5 How To Use The Framework 16

3 Context 18 3.1 Background: Key Concepts 18 3.1.1 Digital Innovation 18 3.1.2 Open Innovation 2.0 19 3.1.3 Living Labs and Innovation Labs 20 3.2 Case Studies in European Cities 21 3.3 Project: Key Concepts 31 3.3.1 DPEB Innovation Lab Innovation Agenda 31 3.3.2 DPEB Innovation Lab Programme 31 3.3.3 Positive Cycles of Collaboration 32 3.3.4 DPEB Innovation Lab Open Innovation 2.0 Principles 33 3.3.5 +CityxChange Citizen Observatories 34

4 The Framework 35 4.1 Step-by-Step Process to Implement a DPEB Innovation Lab 36 4.2 Guidance on Collaborative Operating Structures 40 4.2.1 The Role of the DPEB Innovation Lab Steering Group 40 4.2.2 DPEB Innovation Lab Open Innovation 2.0 Principles 41 4.3 DPEB Innovation Lab Ingredients 44 4.3.1 Places 45

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4.3.1.1 Places for collaboration 45 4.3.1.2 Visualisation tools to support competition and innovation 46 4.3.1.3 Collaboration tools 49 4.3.1.4 Maker space 49 4.3.2 Data 52 4.3.2.1 +CityxChange ICT Ecosystem and Enterprise Architecture 53 4.3.2.2 Principles of the +CityxChange ICT ecosystem 56 4.3.3 Enabling Mechanisms 58 4.3.4 Activities 60 4.3.4.1 +CityxChange collaboration 60 4.3.4.2 CommunityxChange activities 61 4.3.4.3 Other Demonstration Project activities 63

5 Localising the DPEB Innovation Lab Framework 64 5.1 Limerick 64 5.2 Trondheim 67

6 Conclusions and Recommendations 70

7 References 72

Annexes 77 Annex 1 – Some Tools to Assist Implementation 78 A1.1 Identification of Themes and Cross-cutting Themes 78 A1.2 Map the Open Innovation 2.0 Ecosystem 79 Annex 2 – Specification for a Mini Prototyping Lab 80 Annex 3 – Open Call Protocol For Citizen-led DPEB Solutions 85 Phase 1: Preparation 85 Phase 2: Defining the brief of the Open Call 86 Step 2.1 Decide a set of questions to inform the brief 87 (Optional) Step 2.2 Public responses and voting 88 Step 2.3 Writing the brief 88 Phase 3: Open Call 88 Step 3.1 Open Call 89 Step 3.2 Technical evaluation and shortlisting 89 (Optional) Step 3.3 Consultation 90 Step 3.4 Monitoring 90 Phase 4: Implementation 90 Step 4.1 Prototyping 90 Step 4.2 Installation, Monitoring & Evaluation 91 Step 4.3 Recording 91

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Annex 4 – Do-It-Together Workshops 92 Annex 5 – Catalogue of Do-It-Together Projects and Hardware Communities 95 A5.1 Contents of Catalogue 96 A5.2 Environmental Sensing - Communities 97 A5.3 Environmental Sensing - Open source projects 103 A5.4 Environmental Sensing - Other relevant references 105 A5.5 Environmental Sensing - Weather Stations 107 A5.6 Energy Generation 107 A5.7 Energy Storage 108 A5.8 Other Categories 109 Annex 6 – Further Guidance on Successful Collaboration 111 A6.1 Collaborative Operating Structures and Collaborative Governance 111

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List of Acronyms

BCV Bold City Vision

DP Demonstration Project

DPEB Distributed Positive Energy Block

EA Enterprise Architecture

EIP-SCC European Innovation Partnership on Smart Cities and Communities

ENoLL European Network of Living Labs

FC Follower City

GDPR General Data Protection Regulation

ICT Information and Communications Technology

LCCC Limerick City and County Council

LHC Lighthouse City

OI2.0 Open Innovation 2.0

NGO Non-governmental organization

PEB Positive Energy Block

PEC Positive Energy City

PED Positive Energy District

TK Trondheim Kommune

UN SDG UN Sustainable Development Goals

WP Work Package

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1 Executive Summary

Figure 1.1: Illustration of +CityxChange DPEB Innovation Lab concept, Helena Fitzgerald.

This report describes a framework for the implementation of DPEB Innovation Labs in +CityxChange LHCs and FCs and the enhancement of existing centres where they exist. A +CityxChange DPEB Innovation Lab is deﬁned as a dedicated centre for digital innovation within a city focused on the creation and replication of DPEBs. It comprises a P rogramme, and virtual and physical locations, or network of locations, where implementation of the +CityxChange Innovation Playground can become manifest. Located physically and conceptually within the +CityxChange Innovation Playground, key stakeholders and users of DPEB Innovation Labs include government, academia, business, and civil society representing the four actors of the quadruple helix model of innovation.

The objectives of DPEB Innovation Labs include: ● Initiating new collaborative operating structures. ● Cultivating an Open Innovation 2.0 ecosystem for entrepreneurs and start-ups. ● Supporting competition and innovation in the creation and replication of DPEBs. ● Enabling a permeable culture of co-creation in the city.

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DPEB Innovation Labs: ● Host open challenges to develop solutions to progress the creation of DPEBs. ● Provide a place where the design and operation of DPEBs are visualised and analysed. ● Are connected to the +CityxChange ICT ecosystem enabling access to data and visualisation tools. ● Directly integrate with city participatory processes and city governance systems including the development of the Bold City Vision. ● Host active learning processes. ● Enable access to the +CityxChange Citizen Observatory system.

This Framework for DPEB Innovation Labs contains: ● A S tep-by-step Process to initiate and implement a DPEB Innovation Lab in a city. ● Guidance on collaborative operating structures for orchestrators and users of the DPEB Innovation Lab including Open Innovation 2.0 Principles of the DPEB Innovation Lab. ● A l ist of potential DPEB Innovation Lab I ngredients a rranged as elements using the structure developed in D3.3: Framework for Innovation Playgrounds and including: ○ Places: Physical locations, tools and equipment and virtual locations supporting DPEB Innovation Lab collaborations. ○ Data: Describing linkages to the +CityxChange ICT Ecosystem and the Decision Support Tool (DST). ○ Enabling Mechanisms: Enabling DPEB Innovation Lab stakeholders put in place diﬀerent aspects of an Innovation Lab. ○ Activities: Which can be assembled to create the DPEB Innovation Lab Programme.

Finally, this report suggests how DPEB Innovation Labs can be sustained beyond the duration of the +CityxChange project, through embedding their operation in the cycle of city governance and expanding their scope to encompass the sustainable transition of the city as expressed in its Bold City Vision.

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2 Introduction

Figure 2.1: Illustration of an operational DPEB Innovation Lab, Helena Fitzgerald.

2.1 DPEB Innovation Lab

A +CityxChange DPEB Innovation Lab is a dedicated centre for digital innovation within a city. Data and visualisation tools including the +CityxChange Decision Support Tool (DST) are available to stakeholders using the DPEB Innovation Lab – citizens, business, academia and government agencies – to support competition and innovation. It has a collaborative operating structure and supports an Open Innovation 2.0 ecosystem for entrepreneurs and start-ups. Located in the Innovation Playground, the DPEB Innovation Lab hosts open challenges to develop solutions to progress the creation of DPEBs and provides a place

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October 30, 2020 where the design and operation of DPEBs are visualised and analysed. The DPEB Innovation Lab can include a mini prototyping lab where DIT (Do-It-Together) RES projects are designed, piloted and delivered.

Enabled by active learning processes and implementation of the citizen participation playbook, the DPEB Innovation Lab seeds and grows a permeable culture for co-creation within the DPEBs. As a catalyst for creativity, design, prototyping and small-scale production, it is directly integrated with the city governance system and participatory processes for the creation of DPEBs, facilitating local RES and eMobility solutions. The culture enabled by the DPEB Innovation Lab will foster the social critical and collaborative use of technologies to enable DPEBs in the LHCs, FCs and beyond, providing resources for technology and data literacy, lowering the threshold towards entrepreneurship, and engaging more and more groups of citizens in the development of successful DPEBs.

Located physically and conceptually within the +CityxChange Innovation Playground, key stakeholders and users of DPEB Innovation Labs include the four actors of the quadruple helix model of innovation – “building owners and occupants, citizens / communities, civil society organisations (CSOs), local government, universities / research groups, entrepreneurs and other innovators” (Crowe & Mee, 2020, p. 5).

The objective of DPEB innovation Labs is to: ● Initiate new collaborative operating structures. ● Cultivate an Open Innovation 2.0 ecosystem for entrepreneurs and start-ups. ● Support competition and innovation in the creation and replication of DPEBs. ● Enable a permeable culture of co-creation in the city.

DPEB Innovation Labs: ● Host open challenges to develop solutions to progress the creation of DPEBs. ● Provide a place where the design and operation of DPEBs are visualised and analysed. ● Are connected to the +CityxChange ICT ecosystem and to data and visualisation tools. ● Directly integrate with city participatory processes and city governance systems including the development of the Bold City Vision. ● Host active learning processes. ● Enable access to the +CityxChange Citizen Observatory system.

This Framework for DPEB Innovation Labs contains: ● A S tep-by-step P rocess to initiate and implement a DPEB Innovation Lab in a city.

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● Guidance on collaborative operating structures for orchestrators and users of the DPEB Innovation Lab including Open Innovation 2.0 Principles of the DPEB Innovation Lab. ● A l ist of potential DPEB Innovation Lab I ngredients a rranged as elements using the structure developed in D3.3: Framework for Innovation Playgrounds and including: ○ Places: Physical spaces and virtual locations for DPEB Innovation Lab collaborations ○ Data: describing linkages to the +CityxChange ICT Ecosystem ○ Enabling Mechanisms: Enabling stakeholders put in place diﬀerent aspects of a DPEB Innovation Lab. ○ Activities: which can be assembled to create the DPEB Innovation Lab Programme

The intention of this report is: ● To develop the framework as a practical and ﬂexible tool which can be locally adapted to implement a DPEB Innovation Lab at various scales of operation responding to the needs of each city. ● To integrate concepts developed in +CommunityxChange and Integrated Planning and Design frameworks into the implementation and operation of the DPEB Innovation Lab.

2.2 +CityxChange Context

The +CityxChange project explores the development of a structured approach to the creation and replication of DPEBs organised as three distinct strands of investigation including: ● Prototyping the Future: Integrated Planning and Design (WP1) ● Enabling the Future: The Common Energy Market (WP2) ● Accelerating the Future: CommunityxChange (WP3)

This report, +CityxChange deliverable D3.6: Framework for DPEB Innovation Labs sits within the Accelerating the Future: CommunityxChange strand, however the framework also has a cross-cutting function with connections to Prototyping the Future: Integrated Planning and Design, and Enabling the Future: The Common Energy Market.

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The Open Innovation 2.0 paradigm (Curley & Salmelin, 2018) is adopted by the +CityxChange project “to secure involvement and co-creation of partners and stakeholders in diﬀerent sectors for a joint and integrated project approach, including cities, citizens, industry partners, academia” (Wykemans et al., 2019, p. 5). Key concepts are included in +CityxChange deliverable D9.1: Framework for Intra-Project Collaboration1 and this framework further embraces these Open Innovation 2.0 concepts in the design of the Principles of the DPEB Innovation Lab.

2.2.1 Integrated Planning and Design

Integrated Planning and Design (WP1) develops the open ICT architecture and the integrated and interconnected approaches needed in the service-based ecosystem supporting the PEBs and PEDs. It includes the development of an interactive Decision Support Tool – an ICT-enabled city energy model to design the PEBs and PEDs in both space and time – with interfaces to allow citizens to participate in the design process. This framework includes stakeholder access to the Decision Support Tool to allow DPEBs to be visualised and analysed, building on Task 1.4: Creation of the +CityxChange Integrated Design and Decision Support Tool and its localisation in the +CityxChange cities through Demonstration Project 01 (DP01). In addition, this framework enables stakeholder access to open data, building on Task 1.1: Development of the ICT Ecosystem Architecture and Roadmap and Task 1.2: Data Integration and Interoperability for the ICT Ecosystem.

2.2.2 The Common Energy Market

The Common Energy Market (WP2) focuses on developing tools to enable local energy markets. In +CityxChange deliverable D2.4: Report on Bankability of the Demonstrated Innovations2 , the DPEB Innovation Lab is identiﬁed as having a role in the co-design of solutions for sustainable business models and energy eﬃciency investments (Cimini et al., 2019, p. 87).

2.2.3 CommunityxChange

The Framework for DPEB Innovation Labs is one of six CommunityxChange (WP3) frameworks designed to enable citizen participation and co-creation, and to accelerate the adoption of positive energy innovation in +CityxChange cities through top-down and bottom-up processes of engagement. In the context of Open Innovation 2.0 and the quadruple helix model of innovation, the focus on citizen engagement acknowledges that

1 D 9.1 Framework for intra-project collaboration. +CityxChange Project Deliverable. Available at: https://cityxchange.eu/knowledge-base/framework-for-intra-project-collaboration/ 2See +CityxChange P roject D eliverable D2.4: Report on Bankability of the Demonstrated Innovations (2019) available at: https://cityxchange.eu/knowledge-base/report-on-bankability-of-the-demonstrated-innovations/

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October 30, 2020 citizens’ contributions can shape their future city and their future energy infrastructure in innovative ways.

The DPEB Innovation Lab is a physical and conceptual meeting point of the virtual and physical aspects of +CityxChange, the multiple stakeholders, and the strands of investigation, enabling integration of CommunityxChange frameworks and facilitating interconnections in their implementation (Tanum et al., 2019, pp. 11-12). The CommunityxChange frameworks are listed below with the associated +CityxChange Demonstration Project reference.

Figure 2.2: Diagram illustrating the Interconnection between the Bold City Vision, Citizen Participation and Citizen Observatories, and Innovation Playgrounds (Tanum et al., 2019, p. 12).

D3.1: Framework for Bold City Vision, Guidelines, and Incentive Schemes (DP02) The +CityxChange Bold City Vision framework describes a process for creating a city vision, and identifying priorities and pathways to becoming a positive energy city through the creation and replication of DPEBs, positioned within strategic city planning and management processes and within the broader context of progress towards the UN SDGs (Tanum et al., 2019). The processes included in the Bold City Vision framework, in particular Engagement (Process 5) and Innovation Partnerships (Process 3) can utilise the DPEB Innovation Lab locations and Citizen Observatory system, and form part of the DPEB Innovation Lab P rogramme. Once in place, the city’s Bold City Vision priorities and pathways can inform the DPEB Innovation Lab I nnovation Agenda.

D3.2: Delivery of the Citizen Participation Playbook (DP02, DP03, and DP05) The Citizen Participation Playbook helps municipalities to enable and empower citizens to play an active role in the co-creation of DPEBs. In addition to best practice guidance for citizen engagement, it contains catalogues of physical and online tools for citizen

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October 30, 2020 participation, and four distinct processes to co-design PEBs and PEDs (Burón & Sánchez, 2020). The physical and online tools for citizen engagement and participation can guide engagement A ctivities in the DPEB Innovation Lab P rogramme and be located, along with the processes developed in this framework, in DPEB Innovation Lab locations. An Open Call Protocol For Citizen-led DPEB Solutions – an evolution of D3.2 Process 1 and 4 following implementation of a +CityxChange Open Call in +Limerick – is included in Annex 3. Data generated by implementation of the Participation Playbook can be made available to users of the DPEB Innovation Lab.

D3.3: Framework for Innovation Playgrounds (DP05) This framework includes guidance on initiating an Innovation Playground in a city as a spatial and socio-economic framework where physical and virtual activities and places are structured in order to empower citizens, enable collaboration, and support innovation to meet shared challenges. DPEB Innovation Labs are a manifestation of the L ocalised Innovation Playground. P hysically located within the Innovation Playground (Crowe & Mee, 2020, p. 10), they contain elements of the +CityxChange Innovation Playground S ystem, including P laces, Data, Enabling Mechanisms a nd Activities a nd through their operation, orchestrate Innovation Playground J ourneys.

D3.4: Framework for DPEB Learning and Education (DP03) The DPEB Innovation Lab Programme is supported by formal, informal and nonformal (Avram, 2020) DPEB learning activities engaging both multi-generational groups and speciﬁc target groups. The physical and virtual infrastructure for implementing learning activities can be accessed through DPEB Innovation Lab locations.

D3.5: Framework for a Positive Energy Champion Network (DP03) A Positive Energy Champion Network is a network of individuals who share knowledge about DPEBs and other positive energy concepts within their networks (Fitzgerald & Mee, 2020). Positive Energy Champion Campaigns can be implemented as part of the DPEB Innovation Lab P rogramme. Events linked to the campaign can take place in DPEB Innovation Lab locations.

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Figure 2.3: +CityxChange Demonstration Projects and the scaling up plan

2.2.4 +CityxChange Demonstration Projects

In +Limerick and +Trondheim, implementation of the DPEB Innovation Lab framework takes place in Task 4.5 and Task 5.5 Implementation of an Innovation Playground (DP05). Implementation is also connected to Task 4.3 Community-led Open Innovation and Task 5.3 Citizen Observatories (DP03) – tasks which empower citizens to participate in innovation processes. In +Followers implementation of the DPEB Innovation Lab framework takes place in Task 6.3 CommunityxChange (DP03 and DP05).

In addition to the above, other +CityxChange Demonstration Projects can use the DPEB Innovation Lab through A ctivities (see Section 4) supporting learning, multi-stakeholder collaboration and innovation as part of Innovation Playground J ourneys during +CityxChange implementation. See Section 4.3.4 for more details.

2.3 Methodology

A shared understanding document for this task was prepared in October 2019 and presented to WP3 CommunityxChange partners. At this point it was envisaged that the framework would focus on four strands – physical space, equipment, governance, and community. As the Framework for DPEB Innovation Labs is a point of intersection between other CommunityxChange frameworks, the shared understanding for this task evolved following completion and early implementation of D3.1: Framework for Bold City Vision, Guidelines, and Incentive Schemes; D3.2: Delivery of the Citizen Participation Playbook and D3.3: Framework for Innovation Playgrounds, to better integrate with these. The DPEB Innovation Lab is conceptually and physically positioned within the Innovation Playground

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October 30, 2020 so the structure described in the Innovation Playground framework is adopted in this report.

A number of research strategies were used in framework development including stakeholder interviews, literature review, and case study research and analysis. These strategies were used through an iterative development process including the elements listed below employed in an action research cycle which culminated in testing a prototype of the framework design:

Understanding context ● Individual interviews with project representatives of the LHCs and FCs explored each municipality’s specific needs in relation to the DPEB Innovation Lab Framework. Following this engagement, the focus of the framework expanded to include the development of a DPEB innovation Lab Programme which could be implemented in a dispersed network of spaces within the Innovation Playground of each city. ● Case study research and analysis of potential precedent projects and programmes which adopt the Open Innovation 2.0 paradigm to some extent. ● A desktop review of literature on collaborative operating structures of Urban Living Labs, Innovation Labs, and Open Innovation 2.0 ecosystems. Observation ● Observation and analysis of early implementation of CommunityxChange and Integrated Planning and Design frameworks enabled by participation in WP3 and WP4 Coordination Meetings and Consortium Meeting Workshops. Collaboration ● Collaboration with CommunityxChange and Integrated Planning and Design task leads to better integrate relevant frameworks into this report. ● Collaboration with FCs as the framework design developed to better understand the implementation context in FCs. Co-design ● Co-design workshops with the LHCs and with Integrated Planning and Design task leads to explore framework design and connections with the +CityxChange ICT ecosystem. Use cases developed for +Limerick and +Trondheim from which a generic +CityxChange use case was extrapolated. Reflection ● Reflection on outcomes of co-design and collaboration processes to reframe and refine the approach. Prototyping

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● Framework utilised at co-creation workshops with LCCC and TK to test the approach and to develop an outline DPEB Innovation Lab Programme for development and implementation in DP03 and DP05 (see Section 5.0).

2.4 Document Structure

This report is structured in ﬁve main sections as follows:

Introduction (Section 2), positions the DPEB Innovation Lab within the +CityxChange project and within the CommunityxChange suite of frameworks.

Context (Section 3), locates DPEB Innovation Labs within a broader context introducing key concepts and deﬁning key terms. A series of case studies are then presented to illustrate aspects of the operation of DPEB innovation Labs and to demonstrate approaches to their governance and orchestration. Project speciﬁc concepts incorporated in framework design are then introduced.

The Framework (Section 4), includes a S tep-by-step Process to initiate and implement a DPEB Innovation lab in a city, guidance on collaborative operating structures and a list of possible Ingredients of a DPEB Innovation Lab.

Localising the DPEB Innovation Lab Framework (Section 5), illustrates in outline, early implementation of the framework in Limerick and Trondheim.

Conclusions and Recommendations (Section 6), reflects on the research process, on the evolution of Framework design, and identifies areas which would benefit from further development.

Annexes containing additional information, to supplement the framework include: ● Some Tools to Assist Implementation ● Speciﬁcation for a Mini Prototyping Lab ● Open Call Protocol For Citizen-led DPEB Solutions ● Do-it-Together Workshops ● Catalogue of Do-It-Together Projects and Hardware Communities ● Further Guidance on Successful Collaborations

2.5 How To Use The Framework

It is envisaged that users of this framework – +CityxChange LHCs and FCs – will exploit its modular characteristics to implement a DPEB Innovation Lab tailored to suit particular city contexts by:

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● Reviewing the case study examples and the key concepts in Section 3. ● Following the S tep-by-Step Process for implementation described in Section 4.1 to initiate the DPEB Innovation Lab in their city. ● Using the guidance on collaborative operating structures in Section 4.2 to guide the operation of the DPEB Innovation Lab and the orchestration of the Open Innovation 2.0 ecosystem initiating P ositive Cycles of Collaboration. ● Auditing I ngredients listed in Section 4.3 against city resources to identify if existing city resources can be used and enhanced or if new resources are required. The modular quality of this list allows DPEB Innovation Labs to adapt to the needs and resources of each city and to evolve over time. ● Co-creating and implementing a DPEB Innovation Lab P rogramme t o suit city needs utilising available E nabling Mechanisms.

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3 Context

This Section positions DPEB Innovation Labs within a broader context introducing key concepts and deﬁning key terms. A series of case studies are then presented to illustrate aspects of the operation of DPEB innovation Labs and to demonstrate approaches to their governance and orchestration. Project speciﬁc concepts incorporated in framework design are then introduced.

3.1 Background: Key Concepts

3.1.1 Digital Innovation

Digital innovation is understood as innovation in digital and Information and Communication Technologies (ICT), along with innovation which utilises these technologies in innovation processes. This framework adopts the deﬁnition of innovation used in D3.3: Framework for Innovation Playgrounds.

Innovation is when new or improved ideas, products, services, technologies, or processes create new market demand or cutting-edge solutions to economic, social and environmental challenges. (Katz, Wagner, 2014, p. 2)

Developed by the Brookings Institute in the context of open innovation and the emergence of innovation districts, adoption of innovation through the creation of new market demand is implicit in the definition. Within Open Innovation 2.0, adoption of innovation is viewed as an integral part of innovation where innovation is the “creation and adoption of something new, which creates value for the entities that adopt it” and where the successful adoption of innovation contributes significantly to its value (Curley & Salmelin, 2018, p. 91). The evolution in modes of innovation, from Closed Innovation to Open Innovation to Open Innovation 2.0 is illustrated in Figure 3.1 and can be traced through the definitions of innovation included in the OECD’s O slo Manual which provides international guidance on the measurement of innovation. Though still focused on business innovation, its 2018 edition includes a new ‘general’ definition of innovation3 cognisant of this evolution and which considers the potential measurement of innovation in sectors beyond the business sector including “Government, Non-profits serving households and Households” (OECD, 2018, p. 29-30).

3 T he O slo Manual defines innovation as “a new or improved product or process (or combination thereof) that differs significantly from the unit’s previous products or processes and that has been made available to potential users (product) or brought into use by the unit (process)” where “unit” refers to the actor responsible for innovations from “any institutional unit in any sector, including households and their individual members” (OECD, 2018, p. 32).

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In this report, the Katz & Wagner deﬁnition above is read from an Open Innovation 2.0 perspective which emphasises adoption, considers innovation in the broader economy and society, and recognises the role of citizens, households and other actors beyond the business sector.

3.1.2 Open Innovation 2.0

Open Innovation 2.0 is described by Curley & Salmelin (2018) as a model of innovation “based on principles of integrated collaboration, co-created shared value, cultivated innovation ecosystems, unleashed technologies, and rapid adoption due to network eﬀects” (p. 1), with the potential to address societal challenges sustainably, proﬁtably and quickly (Curley, 2016). Within the European Commission, Open Innovation 2.0 guides policy on the digital single market4 and has been adopted by the +CityxChange project as its model for innovation (Wyckmans et al., 2019, pp. 5-10)

Figure 3.1: How innovation modes have evolved (adapted from Curley & Salmelin 2018, p.7 as cited in Wyckmans et al., 2019, p. 10).

4European Commission, Strategy, Policy, Shaping Europe’s digital future ( 30.09.2019). Retrieved 11 August 2020 from h ttps://ec.europa.eu/digital-single-market/en/open-innovation-20

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Concepts integral to Open Innovation 2.0 include: ● Shared Value – The idea that value creation by business, a better quality of life for citizens and improved environmental quality are inherently connected and when achieved, can signiﬁcantly enhance future prosperity (Porter & Kramer, 2011). ● Quadruple Helix – A model of innovation where diverse stakeholders including business, academia, civil society and government collaborate to achieve more together than is possible on their own (Curley & Salmelin, 2018). ● Innovation ecosystem - Where quadruple helix stakeholders interact and participate in experimentation and co-creation to form an “open, adaptive, learning-driven knowledge and innovation ecosystem” (C arayannis & Campbell, 2009, p. 225). ● Orchestration – The deliberate design and facilitation of interactions between quadruple helix stakeholders, processes of experimentation, and processes of co-creation to initiate and to sustain an Open Innovation 2.0 ecosystem (Curley & Salmelin, 2018).

3.1.3 Living Labs and Innovation Labs

Living Labs (LLs) are deﬁned by the European Network of Living Labs (ENoLL) as “user-centred, open innovation ecosystems based on [a] systematic user co-creation approach, integrating research and innovation processes in real life communities and settings” (E NoLL, n.d.). The concept of Living Labs is explored in +CityxChange Deliverable D3.3: Framework for Innovation Playgrounds (Crowe & Mee, 2020, pp. 11-13) and the Innovation Playground S ystem developed within +CityxChange can be regarded as a spatially deﬁned Living Lab.

Innovation Lab’s are similar to, and sometimes equated with Living Labs in that they address diverse themes and challenges, occur in varied sectors including business, NGO and government and operate in an open innovation context. Gryszkiewicz et al. (2017) deﬁne an Innovation Lab as a “semi-autonomous organisation that engages diverse participants on a long-term basis in open collaboration for the purpose of creating, elaborating, and prototyping radical solutions to open-ended systemic challenges” (p. 84) where a functioning Innovation Lab requires access to a range of physical and virtual spaces to enable collaboration (see DPEB Innovation Lab Ingredients in Section 4), and the skills needed to facilitate stakeholder co-creation processes in order to bring about systemic change (Gryszkiewicz et al., 2017). In +CityxChange it is envisaged that Municipalities will be a strong stakeholder and possible “owner” (McCormick & Hartmann, 2017, p. 17) of the DPEB Innovation Lab to realise impact in their city through participation in the DPEB Innovation Lab Programme of co-creation and experimentation. Municipalities

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3.2 Case Studies in European Cities

Organisations and initiatives that demonstrate characteristics of an open innovation approach in the ﬁelds of digital technology, smart citizens and communities, sustainable urban development and energy innovation were identiﬁed during desktop research. Case studies were then selected (see Table 3.1 below) to demonstrate approaches to governance, ownership and operation of these organisations and to indicate possible implementation models.

Preference was given to the inclusion of organisations which were well documented – indicating an open ethos – and had established working methods. It is expected that DPEB Innovation Labs will need to scale up over time to operate at this level. Living Labs focussed on the development of micro-grids were reviewed e.g. Fraunhofer IAO’s Micro Smart Grid “Living Lab” , however these appeared to be project speciﬁc and focussed on testing technological innovation with less emphasis on citizen involvement and co-creation.

Case Study Name Owner Particular Strengths

1 imec.livinglabs Academia Developed Living Lab processes (research and End user involvement development) Volunteers

2 Waag | Independent Modular “Lab” structure technology & foundation UN SDG focus society Open innovation processes Funding model Collaborative operating structure “Public Research Agenda” Physical space for collaboration Maker Space

3 MediaLab Municipality Modular “Lab” structure Prado Open innovation processes Physical space for collaboration Maker Space

4 Pådriv Multi-stakeholder Collaborative operating structure partnership “Strategy Document” and KPIs UN SDG focus Funding model

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Volunteers

5 The Fab Lab Varies Open innovation processes Network and Physical Space for collaboration Fab Lab Academia and Maker Space Limerick research “The Fab Charter”

Table 3.1: Case Studies – Particular Strengths.

Variation in +CityxChange city contexts (Burón & Sánchez, 2020, p. 177-214) suggests signiﬁcant diﬀerentiation in how the physical space of the DPEB Innovation Lab can be implemented by +CityxChange cities, ranging from the use of libraries to the development of a network of Citizen Observatories dispersed within the Innovation Playground. In response to this variation, a number of initiatives are described below indicating how DPEB Innovation Lab implementation can occur using a modular and dispersed approach to create a network of spaces or using shared infrastructure.

Library Living Lab5 – An open innovation initiative which operates through a public library system and is coordinated by the Computer Vision Centre of Universitat Autónoma de Barcelona and the municipality of Sant Cugat del Vallès. Other partners include the provincial administration body of Barcelona and a residents association. Stakeholders undertake projects where there is a consensus view that the project fulﬁlls three criteria – current societal challenge, particular innovation action, and measurable return. Innovations can then be shared within the library network. The Library Living Lab is connected to a wider network through Barcelona Lab and ENoLL(Library Living Lab, n.d.). (Status: Appears inactive since 2019)

Every One Every Day6 – A project run by the Participatory City Foundation in the London Borough of Barking and Dagenham. It includes a network of accessible shopfront spaces and a Maker Space provided to make “practical participation fully inclusive” (Participatory City, n.d.a), located throughout the borough. Neighbourhood projects are conducted according to “design principles” (Participatory City, n.d.a) including being welcoming and inclusive, demanding a low time commitment of participants; being located close to where people live, and demonstrating immediate and cumulative beneﬁt. There is also a business incubator programme to support the development of sustainable business models and ideas. The Participatory City Foundation is a charitable trust focussed on advancing community development, promoting social inclusion, addressing economic hardship, and promoting sustainable development for economic growth and regeneration. A “Global

5 Library Living Lab (n.d.). Retrieved 10 October 2020 from h ttp://librarylivinglab.com/ 6 We are everyone, Everyone everyday Lab, (n.d.). Retrieved 10 October 2020 from https://www.weareeveryone.org/every-one-every-day

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Advisory Board” contains leaders from academia, innovative municipalities, philanthropic organizations, and social enterprises. The executive includes people skilled in co-production, project design, collaborative business design and research. It is funded primarily by a range of public and philanthropic funding sources (Participatory City, n.d.b). (Status: Active)

Prusa Lab7 – A Fab Lab or Maker Space in Prague provided by Prusa Research, a manufacturer of 3D printers. Prusa Lab share their digital fabrication equipment for prototyping and 3D printing with members of the public who can book to use the equipment at set times. Prusa Lab provides training on how to use the equipment and hosts regular lectures and talks, usually monthly. A membership fee is charged with additional fees to use equipment and storage facilities. The workshop includes space for brainstorming, coﬀee and informal interaction (Prusa Lab, n.d.). (Status: Active)

Case Study 1: imec.livinglabs

Figure 3.2: Imec Living Lab (Source: imec.livinglabs website 8 ).

imec.livinglabs forms part of IMEC (Interuniversity Microelectronics Centre), a local and global innovation and R&D hub in digital technologies and nanoelectronics based in Leuven, Belgium (Imec, n.d.a). Working with academia, business and start-ups, IMEC operates as a non-proﬁt organisation according to a ‘Good Governance Charter’ , which is publicly available9 . The IMEC Group is controlled by IMEC International, a non-proﬁt foundation whose directors are drawn from Flemish universities, industry, trade unions, universities of (industrial) applied sciences and government (Imec VZW, 2017).

7 Prusa Lab, P rusa Lab ( n.d.). Retrieved 10 October 2020 from h ttps://prusalab.cz/en/# 8Imec, i mec.livinglabs ( n.d.). Retrieved 11 August 2020 from h ttps://www.imec-int.com/en/livinglabs 9Imec’s G ood Governance Charter is available here h ttps://www.imec-int.com/en/about-us

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imec.livinglabs is a member of ENoLL, the European Network of Living Labs and hosted the ENoLL secretariat until 2019. Oﬀering early stage involvement of target end users in the co-creation and testing of innovative solutions, imec.livinglabs maintains a user panel of circa 20,000 potential end users from which volunteers are selected. A toolkit for user research has been developed by imec.livinglabs encompassing three stages1 0: ● Pre-test: Where an assessment of the current state-of-the-art of the innovation area takes place and potential end users are identiﬁed ● Intervention: Field research takes place and feedback from users gathered ● Post-test: Where user feedback is utilised in an assessment of the innovation’s added value (imec, n.d.b).

An example of an innovative idea developed through living lab research carried out by imec.livinglabs is Partago, an electric car sharing cooperative in Flanders. Feasibility of the idea and the software prototype were tested by a panel of potential users in a real-life setting in Ghent and the Partago business model, a cooperative, was identiﬁed as part of the living lab program. (Status: Active)

10Imec, i mec.livinglabs ( n.d.b). Retrieved 11 August 2020 from https://www.imec-int.com/en/user-research-toolkit

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Case Study 2: Waag | technology & society

Figure 3.3: "CryptoParty" by Waag | technology & society is licensed under CC BY-NC-SA 2.0 .

Waag | technology & society is a foundation and a non-proﬁt organisation managed according to the Dutch Supervisory Board Model and funded by the Creative Industries Fund in the Netherlands and by the municipality of Amsterdam through the Amsterdam Fund for the Arts with additional funding from EU and other projects. 25% of its income is generated by training, workshops, commissions and venue hire. Its supervisory board currently includes representatives from universities in Amsterdam and Rotterdam and a clean energy community network founder. (Waag, n.d.)

Since 1994 when Waag was founded, it has assembled a body of work in open innovation, art-science and civic tech – now referred to by Waag as public research – which champions “the agency of citizens” (Waag, 2019) in digital and ICT technologies. With a core mission to make technology fair, open and inclusive, Waag operates at points of connection between technology, science and the arts and has a Public Research Agenda which informs its programme and is enacted through four themed research groups1 1:

11Waag, About us ( n.d.). Retrieved 11 August 2020, from h ttps://waag.org/en/about-us Waag, Public Research Agenda ( 2019). Retrieved 11 August 2020, from https://waag.org/en/article/crossroads-public-research

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● Make researches ecological and societal questions through materials, production processes and hardware, and adopts a DIY approach.It includes a F ablab, a T extileLab and an Open W etlab. Waag’s F ablab is part of the international Fab Lab network and was Europe’s ﬁrst Fab Lab. ● Code increases understanding of new technology and its consequences and works to make citizens more resilient and agile through developing alternatives. It includes a C ommons Lab, a S mart Citizens Lab and a F uture Internet Lab. ● Learn has an education and heritage focus and supports meaningful participation in society through the exploration of experiential disciplines. It includes a Co-creation Lab, a Maker Education Lab, a Future Heritage Lab, and a Creative Learning Lab. ● Care focuses on the healthcare sector and works with developers, artists, designers and users to co-create innovative concepts. It includes a MakeHealth Lab and a Creative Care Lab.

The Public Research Agenda integrates with the policy objectives of the municipality of Amsterdam, the Digital Society Agenda of the Netherlands and the Horizon Europe framework (Waag | technology & society, 2019).

The Waag Academy delivers a programme of workshops and training courses, academies and custom programmes to share its work with organisations and groups. Waag employs an executive and staﬀ including software developers, interaction developers, project managers and concept developers (designers and researchers). (Status: Active)

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Case Study 3: MediaLab Prado

Figure 3.4: "Medialab-Prado" by nicholasknouf is licensed under CC BY-SA 2.0 .

Medialab Prado1 2 is a programme run since 2000 by the Department of Culture and Sports of the municipality of Madrid. One of its aims is to “open up spaces for critical reﬂection on digital technology and its impact on society”. It is described as a “citizens’ laboratory” and “a place of encounter” (MediaLab Prado, 2020a) where people collaborate to experiment and to learn how to work together in the production of cultural projects, structured through collaborative research and learning communities, work groups and open calls.

Interdisciplinary communities organise around prototyping workshops where diverse stakeholders, who submit proposals in response to open calls for participation, collaborate to ideate and test solutions to shared problems in the arts, technology and science. Advice is provided to the groups by a team of guest experts. Laboratory themes1 3 hosted as part of the Medialab Prado programme include open data, creative prototyping, citizen innovation, citizen science, and democratic participation (MediaLab Prado, 2020b).

12 MediaLab Prado, About (2020a). Retrieved 11 August 2020 from https://www.medialab-prado.es/en/medialab/more-info/about 13 MediaLab Prado, Laboratories (2020b). Retrieved 11 August 2020 from https://www.medialab-prado.es/en/laboratories

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The physical space at Medialab Prado includes large and small lab spaces1 4 and an auditorium used for meetings, workgroups, performance and exhibition. There are three apartments for residencies and a canteen. The building is open to the public and hosts a number of work groups comprising communities of interest and of place who in turn adopt an open outlook to collaboration and meet at regular intervals. The open ethos of Medialab Prado allows anyone to propose a project or to participate in a project across a broad range of topics. A ‘cultural mediation team’ nurtures the groups and guides their research enquiry. Medialab Prado’s online community platform allows projects to be documented and progress tracked.

Medialab Prado promotes the use and development of open-source software and hardware tools and includes a Fab Lab. Emphasis is placed on archiving and documenting projects which are published online under free licences to enable free exchange of knowledge and replication. Medialab Prado takes part in international collaboration networks through EU and other programmes. In Madrid, it works across departments within the municipality and with other institutions holding events and activities in its centrally located spaces and in locations dispersed throughout the city. (Status: Active)

Case Study 4: Pådriv

Figure 3.5: Padriv plussbyen (plus city) illustration (Pådriv, 2019, p. 1).

14 Lab capacity with ﬂoor plans available at MediaLab Prado, Space (2020). Retrieved 11 August 2020 from h ttps://www.medialab-prado.es/en/medialab#block-views-block-spaces-block-image

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Pådriv1 5 is a public private people partnership, conceived as an Urban Living Lab. It works towards sustainable urban development that is “socially inclusive, environmentally friendly and economically feasible” (Pådriv, n.d), focussed geographically on Hovinbyen, an area of circa 11km2 east of Oslo designated by Oslo Kommune for significant population growth (Oslo Kommune, n.d.). Pådriv stakeholders include business, academia, government and civil society who share a view that sustainable urban development is a wicked problem that requires a new approach based on dynamic interdisciplinary cooperation and a high degree of trust. The structure of the organisation is outlined below: ● Partners – currently more than 40 - own and manage the not-for- profit-organisation and support operations by contributing resources (time and money). They lead Pådriv, sign a partnership agreement, have equal influence on strategy and direction, and select the Steering Committee. A Partner meeting takes place annually to review and evaluate strategy. ● Responsibility for achieving Pådriv goals rests with the Steering Group who operate within the strategy set by the Partners. Current members, five in number, include leaders and innovators from the fields of sustainable construction materials, sustainable property consultancy, architecture and design, research and academia. ● A Network Manager reports to the Steering Group and leads a Network Management team who are responsible for day-to-day running of Pådriv. ● The Network Manager works closely with the Work Group, max 15 people drawn from Pådriv Partners and including municipality representatives from planning, enterprise and local district departments, and people with expertise in sustainable and ethical finance; vocational training and employment; citizen participation and engagement: and architecture and design. ● A network of individual volunteers (Pådrivere) from multiple sectors are hosted by Pådriv and contribute to events and activities by using their skills and knowledge to develop and enhance Pådriv projects through, for example, maintaining the website or organising and facilitating events.

Pådriv adopts an open approach to project ideas that align with their vision and goals as set out in their published Strategy Document (Pådriv, 2019). This document also sets performance targets against Pådriv objectives to develop projects; work in partnership; involve local business and residents; be an arena for testing, demonstration and knowledge development; and grow a network of inﬂuence nationally and internationally. Funded by Partner contributions, grant funding and pro-bono contributions of time, Pådriv projects include “Empty factories for new ideas” which uses vacant factory buildings for circular economy experimentation; and “New Water Ways”, a student project exploring surface water management. Completed projects include “Vollebekk Factories”, the refurbishment of a disused factory to create a community space for experimentation alongside an incubator unit for entrepreneurs. (Status: Active)

15 Pådriv, A bout P ådriv ( n.d.). Retrieved 10 October 2020 from h ttps://paadriv.no/about-padriv/

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Case Study 5: The Fab Lab Network and Fab Lab Limerick

Figure 3.6: City Engage Week event at Fab Lab Limerick, September 2019 (Source LCCC).

Fab Labs1 6 are places for innovation and learning which allow open access to “the environment, the skills, the materials and the advanced technology to allow anyone anywhere to make (almost) anything” (Fab Foundation, 2020). Fab Labs are part of a global distributed network of communities comprising makers, innovators, educators, learners and technologists and are places where tools for digital fabrication can be accessed. The Fab Lab concept began at the Center for Bits and Atoms (CBA), MIT and since 2009, the global network of Fab Labs has been supported by the Fab Foundation, an international non-proﬁt organisation that emerged from the CBA. Fab Labs operate according to a Fab Charter1 7 (MIT Center for Bits and Atoms, 2012) which sets out seven principles including open access for individuals, to govern the interaction and work of Fab Labs. The Fab Charter also outlines how commercial innovations can be prototyped in a Fab Lab at their earliest stages of development.

Fab Lab Limerick1 8 began in 2012 as an elective course for students at the School of Architecture at University of Limerick (SAUL), where students built open source CNC routers, 3D printers and lasers cutters. The Fab Lab then moved to a building owned by Limerick City and County Council where it oﬀers research, education

16 Fab Foundation, Getting Started (2020). Retrieved 17 August 2020 from https://fabfoundation.org/getting-started/ 17 M IT Center for Bits and Atoms, T he Fab Charter (Oct 20, 2012). Retrieved 17 August 2020 from http://fab.cba.mit.edu/about/charter/ 18 fablab.io, Labs (2020). Retrieved 17 August 2020 from h ttps://www.fablabs.io/labs/fablablimerick

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and cultural programmes on digital fabrication as a digital fabrication laboratory. In addition to delivering course modules for students at SAUL, operating in accordance with the Fab Charter it hosts a regular Makers Club and is a venue for meetups, meetings and events (Fablab.io, 2020). As an existing facility, Fab Lab Limerick is to be enhanced through the +CityxChange project, and work in tandem with the LCCC Citizen Observatory to operate as a DPEB Innovation Lab – See Section 5 for details. (Status: Active - Fab Lab Limerick is currently being relocated)

3.3 Project: Key Concepts

Project speciﬁc concepts to enable implementation of a DPEB Innovation Lab emerged during the research process and are introduced below.

3.3.1 DPEB Innovation Lab Innovation Agenda

A key tool in orchestrating innovation ecosystems is the adoption by stakeholders of a shared vision and focus for activities. Waag | technology & society’s Public Research Agenda and Pådriv’s Strategy Document create such a focus within an open innovation context. During implementation of +CityxChange, Demonstration Projects and the project objectives and KPIs create a structure and focus for the activities of the DPEB Innovation Lab within the project team. It is proposed that this shared vision and focus is articulated as an I nnovation Agenda by project partners in each city and made publicly accessible to communicate to wider DPEB Innovation Lab Stakeholders. The I nnovation Agenda can then guide development of the DPEB Innovation Lab P rogramme. The I nnovation Agenda can be revised or extended once the city Bold City Vision is in place. The use of an agenda format allows for ﬂexibility in implementation where projects can emerge in the context of exploratory innovation and serendipity (Wyckmans et al., 2019, p.11) in the Open Innovation 2.0 ecosystem.

3.3.2 DPEB Innovation Lab Programme

The DPEB Innovation Lab P rogramme animates and orchestrates the Innovation Playground as a calendar of: ● Enabling Mechanisms a nd A ctivities focussed on the DPEB Innovation Lab I nnovation Agenda a nd +CityxChange implementation, creating a balance between exploitative and exploratory innovation. ● Activities supporting DPEB Innovation Lab P ositive Cycles of Collaboration including regular steering group meetings and stakeholder events, monitoring and evaluation

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processes, documentation and dissemination of innovations, input into city governance processes etc.

Implementation of the +CityxChange project is regarded as being exploitative innovation (Wyckmans et al., 2019, p.p. 10-11) – building on existing knowledge and occurring within the formal structure of a H2020 research and innovation project as set out in the +CityxChange Grant Agreement and Description of Action. Alongside this, it is important that the DPEB Innovation Lab enables exploratory innovation through supporting “decentralised activities and elements of serendipity” (Wyckmans et al., 2019, p. 11) where the resources of the DPEB innovation Lab can be accessed by communities of interest and of place who wish to self-organise around the themes of the DPEB Innovation Lab Innovation Agenda. Making space for exploratory innovation in the DPEB Innovation Lab Programme e nables citizens to become co-innovators in the Open Innovation 2.0 ecosystem. Striking a balance between exploitative and exploratory innovation is a key role of the DPEB Innovation Lab Steering Group – see also Section 4.2.1.

This open character of DPEB Innovation Lab operation can be supported by holding open events and drop-in sessions, providing a suggestion box where stakeholders can submit proposals for activities or workgroups, e.g. a community proposal to design a new DPEB or to form an energy community, which address the I nnovation Agenda. These proposals can then be considered by the DPEB Innovation Lab Steering Group for incorporation in the DPEB Innovation Lab P rogramme a s exploratory innovation.

3.3.3 Positive Cycles of Collaboration

Collaboration between the actors of the quadruple helix is one of the key elements of Open Innovation 2.0 (Curley & Salmelin, 2018; European Commission, 2019) and of the +CityxChange project. Within the DPEB Innovation Lab, new collaborations can emerge through networking within the innovation ecosystem or through its orchestration as part of the DPEB Innovation Lab P rogramme. Furthermore the orchestration and management of the DPEB Innovation Lab in itself initiates a new collaborative operating structure indicating that collaborations of diﬀerent scales and durations can exist within the Open Innovation 2.0 ecosystem.

Quadruple helix collaborations to address societal challenges increasingly feature in policy but there is limited research on how these collaborations function (Hirvikoski & Saastamoinen, 2020; Steen et al., 2017; Vallance et al., 2020; Wykemans et al., 2019). In developing guidance for new DPEB Innovation Lab collaborative operating structures, literature on collaborative governance (Ansell and Gash, 2008), collaborative platforms (Ansell and Gash, 2018) and on smart city and living lab collaborations (McCormick & Hartmann, 2017) was ﬁrst examined in order to develop the Framework approach.

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Additional background information on collaborative governance and collaborative platforms is included in Annex 6.

A function of the DPEB Innovation Lab collaborations is orchestration of the Innovation 2.0 ecosystem. A study of innovation ecosystem governance and orchestration (Hirvikoski & Saastamoinen, 2020, pp.146-147) carried out as part of the Co-creation Orchestration (CCO)1 9 project highlights that whereas “formal” aspects such as “decision making, ﬁnancial and managerial structures, or rules” were considered as pre-conditions for innovation, ”informal” factors such as “deep collaboration based on trust and communication” were viewed as the key factors to success. Given the variation in the needs and contexts of the +CityxChange cities, it is proposed that the “formal” aspects of DPEB Innovation Lab governance can be guided by practical advice in, for example, M cCormick & Hartmann’s report on The Emerging Landscape of Urban Living Labs: Characteristics, Practices and Examples (2018). This Framework focuses on the initiation of “cycles of collaboration” (Ansell & Gash, 2008) i nvolving diverse stakeholders in processes of participatory design, co-creation and experimentation, integrated with +CommunityxChange frameworks, the broader +CityxChange context and city governance processes. T he P ositive Cycles of Collaboration which occur at diﬀerent scales and durations within the Open Innovation 2.0 ecosystem have as an objective the acceleration of progress towards the city Bold City Vision and positive energy city status by 2050.

3.3.4 DPEB Innovation Lab Open Innovation 2.0 Principles

To promote the Open Innovation 2.0 concept through implementation of +CityxChange, literature describing characteristics of Open Innovation 2.0 (Curley & Salmelin, 2013; Curley, 2016; Curley & Salmelin, 2018; European Commission, 2019) was reviewed along with features of Innovation Labs (Gryszkiewicz et al., 2016), and the published principles and shared values of projects including Every One Every Day by Participatory City2 0 (n.d.a) and the TCBL Foundation2 1 (n.d.). Regarding the latter, the publication of principles and shared values support the orchestration of an innovation ecosystem in a similar way to “The Fab Charter” (see Case Study 5) which guides the operation of the international network of Fab Labs. For this reason a series of DPEB Innovation Lab Open Innovation 2.0 P rinciples, adapted from Curley & Salmelin (2013) is included as part of this framework in Section 4 for debate, reﬁnement and adoption by stakeholders of +CityxChange DPEB Innovation Labs to guide their operation and stakeholder actions and interactions. The P rinciples, which should be publicly available, are a starting point, to be tested and reﬁned during implementation of this framework.

19 CCO Co-creation Orchestration, About (n.d.). Retrieved 20 October 2020 h ttps://www.cco.laurea.ﬁ/ 20 Participatory City, Every One Every Day (n.d.a). Retrieved 20 October 2020 http://www.participatorycity.org/every-one-every-day 21 TCBL, TCBL Ecosytem (n.d.). Retrieved 20 October 2020 from h ttps://tcbl.eu/tcbl-ecosystem/values

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3.3.5 +CityxChange Citizen Observatories

During early implementation of CommunityxChange frameworks, the relationship between +CityxChange Citizen Observatories and DPEB Innovation Labs was identified as needing clarification. There is no CommunityxChange framework for +CityxChange Citizen Observatories however they present in a particular way within the project given its broader Open Innovation 2.0 context. For this reason a definition was identified as a key output of this deliverable.

In collaborative approaches to the management of natural resources, the Citizen Observatories concept describes systems for community-based monitoring of the environment using portable and mobile devices which enable citizens to actively participate in recording observations (EASME, 2015). In their advanced form, Citizen Observatories support greater interaction between citizens and decision-making authorities with the potential to profoundly change local processes in the context of social innovation (Wehn & Evers, 2015). The concept extends beyond natural resource management to the smart city, and is conceived as a ‘portal’ (Hunt et al., 2015, p. 37) where data can be gathered by citizens to contribute to transparent local decision making and policy development, for example where smart citizens participate in monitoring air-quality using citizen sensor technology (Zaldei et al., 2017). In +CityxChange, Citizen Observatories assume a physical form, extending the portal idea, as programmed spaces, P laces within the Innovation Playground (Crowe & Mee, 2020, p. 29) which act as an interface to the digital Citizen Observatory system, thus lowering the threshold to participation (Ahlers et al., 2019b) and enabling the next generation smart citizen. +CityxChange Citizen Observatories can be co-located with the DPEB Innovation Lab or dispersed within the Innovation Playground.

+CityxChange Citizen Observatories are programmed spaces, ‘places’ within the Innovation Playground which act as a portal to a digital Citizen Observatory system, lowering the threshold to participation and enabling the next generation smart citizen. The +CityxChange Citizen Observatory can be co-located with the DPEB Innovation Lab or can be dispersed within the Innovation Playground.

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4 The Framework

The framework for DPEB Innovation Labs is one of six interconnected frameworks forming part of CommunityxChange, the objective of which is to enable participatory design and co-creation where citizens, business and municipalities can develop the sense of ownership that is crucial in the transition towards living and doing business in the positive energy city – see Section 2.2.3. for more detail on the individual frameworks.

The Framework for DPEB Innovation Labs can be used to implement a DPEB Innovation Lab within a city, or to enhance existing centres where they exist. It contains:

● A S tep-by-step P rocess to initiate and implement a DPEB Innovation Lab and to cultivate an Open Innovation 2.0 ecosystem in a city . ● Guidance on collaborative operating structures for orchestrators and users of the DPEB Innovation Lab including D PEB Innovation Lab Open Innovation 2.0 P rinciples. ● A l ist of potential DPEB Innovation Lab I ngredients a rranged as elements using the structure developed in D3.3: Framework for Innovation Playgrounds and including: ○ Places: P hysical spaces and virtual locations for DPEB Innovation Lab collaborations. ○ Data: describing linkages to the +CityxChange ICT Ecosystem. ○ Enabling Mechanisms: Enabling DPEB Innovation Labs stakeholders put in place diﬀerent aspects of an Innovation Lab. ○ Activities: which can be assembled to create the DPEB Innovation Lab Programme.

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4.1 Step-by-Step Process to Implement a DPEB Innovation Lab

Figure 4.1: Initiating a positive cycle of collaboration through DPEB Innovation Lab implementation.

Designed to initiate P ositive Cycles of Collaboration within the Innovation Playground and to cultivate an Open Innovation 2.0 ecosystem this S tep-by-Step Process integrates the DPEB Innovation Lab into the development of the Bold City Vision and city governance systems.

Column 1 Column 2 Step Within the +CityxChange project Sustaining the Innovation Lab

1 Assemble a DPEB Innovation Lab Assemble a Bold City Vision Innovation Steering Group from the +CityxChange Lab Steering Group. Include Project Team. Include stakeholders stakeholders from the Municipality, Civil from the Municipality, Civil Society, Society, Business and Academia. Business and Academia. (See Note 1) (See Note 1)

2 Steering Group debate, reﬁne and Steering Group debate, reﬁne and adopt DPEB Innovation Lab P rinciples adopt Bold City Vision Innovation Lab and the Principles of the +CityxChange Principles and the P rinciples of the ICT ecosystem and publish these for +CityxChange ICT ecosystem and wider stakeholder access. (See Note 2) publish these for wider stakeholder access. (See Note 2)

3 Steering Group co-create and publish a Steering Group co-create and publish a shared vision in the form of an Bold City Vision I nnovation Agenda Innovation Agenda for the DPEB focussed on the SDG priorities and Innovation Lab based on the themes pathways of the city Bold City Vision, and cross-cutting themes of expressed as themes and cross-cutting +CityxChange Demonstration Projects, themes. Agree Bold City Vision and agree DPEB Innovation Lab KPIs Innovation Lab KPIs and milestones. and milestones. (See Note 3) (See Note 3)

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4 Steering Group audit I nnovation Lab I ngredients in the city (S ection 4.3) a nd plan any enhancement to existing facilities. ( See Note 4)

5 Steering Group Ma p the Open Innovation 2.0 ecosystem. ( See Note 5)

6 Steering Group co-create the Innovation Lab P rogramme, making space for exploratory innovation and serendipity and orchestrating network eﬀects. ( See Note 6)

7 Innovation Lab P rogramme i s implemented. C arefully document and make an open, accessible and searchable record of events, activities, projects and learning. (See Note 7)

9 Steering Group m onitor and evaluate Innovation Lab P rogramme implementation against KPIs at regular intervals and adjust P rogramme if necessary. ( See Note 8)

10 Input Innovation Lab learning and knowledge into the Bold City Vision development process and other city governance processes. ( See Note 9)

Go to Column 2. Go to Step 1, Sustaining the Bold City Vision and repeat.

Table 4.1: Step-by-Step Process to initiate and implement a DPEB Innovation Lab in a city.

Notes 1. The Steering Group should include all four categories of stakeholder. The Civil Society strand of the quadruple helix is regarded as being complex, in that municipality representatives, business people, entrepreneurs and startups are citizens too and also potential end users of innovations (Hasche et al. 2019). See additional guidance in Section 4.2.1. 2. The development and adoption of DPEB Innovation Lab Open Innovation 2.0 Principles is a key aspect of the innovation ecosystem and enables its responsive and ﬂexible orchestration – similar to the “design rules” which govern interfaces of a collaborative platform (Ansell & Gash, 2018, p. 26). 3. A shared vision statement allows diverse stakeholders to mobilise to achieve a common objective and creates a focus for the DPEB Innovation Lab (McCormick & Hartmann, 2017). The I nnovation Agenda s ets out themes and cross-cutting themes (Crowe & Mee, 2020, p. 17) of the DPEB Innovation Lab. Annex 1.1 describes a process to identify and prioritise these. Setting milestones and KPIs encourages activity, allows progress to be monitored, momentum to build and adjustments made to DPEB Innovation Lab activities. Monitoring and evaluation also allows learning from the Lab to be shared. 4. Presenting Innovation Lab elements as a set of I ngredients s upports the idea of modularity, “the easy recombination of component parts” (Ansell & Gash, 2019, p.

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19), and allows I ngredients to be assembled to suit different city contexts and capacities. Modularity also enables extension and contraction of the Lab to embrace other potential Lab programmes as part of the city’s Bold City Vision. See Case Studies 2 and 3. 5. Mapping helps to initiate, cultivate and sustain an innovation ecosystem (H offecker, 2018; Talmar et al., 2018). A template is located in Annex 1.2 which can be used at different scales in the +CityxChange Open Innovation 2.0 ecosystem including in project or activity planning. 6. The Innovation Lab P rogramme is co-created to implement the I nnovation Agenda. Working collaboratively A ctivities are identified and clustered, creating a balance between exploitative and exploratory innovation. Network effects occur where “ n ew users, players or transactions reinforce existing activities...“[to] accelerate growth in the number of users and in value creation” (Curley & Salmelin, 2013, p. 11). 7. Documenting and creating an open record of activities and innovations supports replication of innovations and Innovation Lab monitoring and evaluation– see Case Studies 2 and 3 and S pilling & Rinne (2020) for further guidance. Refer to project deliverables for DP03 and DP05 in +Limerick and +Trondheim for +CityxChange project examples. Key words selected from the themes and cross cutting themes of the Innovation Agenda c an be used to organise this information to make it searchable and retrievable. 8. Monitoring and evaluation of the Innovation Lab allows Innovation Lab stakeholders to learn what works and to use this learning (McCormick & Hartmann, 2017) to adjust the Innovation Lab’s operation or P rogramme. O pen Innovation 2.0 is associated with a high rate of failure so it is important t hat the Steering Group plan and adequately resource this aspect of the Innovation Lab’s operation. 9. Steering Group to agree processes with the municipality to incorporate Innovation Lab knowledge into Bold City Vision development and into other city governance processes.

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Figure 4.2: Orchestration of the Open Innovation 2.0 ecosystem and the +CityxChange Innovation Playground.

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4.2 Guidance on Collaborative Operating Structures

4.2.1 The Role of the DPEB Innovation Lab Steering Group

The DPEB Innovation Lab Steering Group are orchestrators of the Open Innovation 2.0 ecosystem. Key responsibilities include: ● Supporting P ositive Cycles of Collaboration with diverse stakeholders by building trust and enabling communication. ● Following +CityxChange best practice guidance on citizen engagement (Burón & Sánchez, 2020, p. 14):

Best Practices in Citizen Engagement Beneﬁts

1. Deﬁne the community. Eﬀective and inclusive community engagement.

2. Clear purpose and front loading. Gain of credibility in the participatory process. Higher participation rates.

3. Continuous engagement. Continuous communication; community ownership; capacity building and feedback.

4. Open process, open source, open data. Gain credibility, greater engagement, well-informed participation.

5. Co-design, co-create and co-produce. Continuous citizen involvement; ensures project implementation.

6. Privacy by design. Increase citizen privacy & trust in the process.

● Overseeing the development, adoption and dissemination of DPEB Innovation Lab Open Innovation 2.0 P rinciples and +CityxChange ICT Ecosystem P rinciples. ● Overseeing the co-creation, adoption and dissemination of the DPEB Innovation Lab Innovation Agenda – a key tool in orchestrating innovation ecosystems – including identiﬁcation of DPEB Innovation Lab KPIs and milestones. ● Auditing DPEB Innovation Lab I ngredients including P laces, Data, Enabling Mechanisms and Activities. ● Mapping the DPEB Innovation Lab Innovation 2.0 ecosystem. ● Overseeing the co-creation and implementation of the DPEB Innovation Lab Programme - striking a balance between exploitative and exploratory innovation. ● Carrying out periodic monitoring and evaluation of the DPEB Innovation Lab against agreed milestones and KPIs. ● Enabling documentation and dissemination of DPEB Innovation Lab activities and solutions including learnings from failure. ● Enabling the ﬂow of DPEB Innovation Lab information and learning into city governance processes.

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4.2.2 DPEB Innovation Lab Open Innovation 2.0 Principles

DPEB Innovation Lab Open Innovation 2.0 P rinciples are proposed in this section for debate, reﬁnement and adoption by DPEB Innovation Lab stakeholders as part of the process of implementing a DPEB Innovation Lab. The objective of the P rinciples i s to guide DPEB Innovation Lab operation and stakeholder actions and interactions as part of an Open Innovation 2.0 ecosystem.

Drawing on the structure and spirit of “Twenty Snapshots of Open Innovation 2.0” developed by Curley & Salmelin (2013, p.p. 9-10), DPEB Innovation Lab Open Innovation 2.0 Principles have been adopted, adapted and localised to the +CityxChange context. Speciﬁcally, and with reference to Table 4.2 below, P rinciples 1, 2, 4, 5, 7, 9 and 16 are paraphrased and extended to directly relate to +CityxChange concepts. P rinciples 3, 5, 6,10, 11, 12, 13, 14, 15, 17 and 18 are generic concepts, paraphrased where possible from the original Curley & Salmelin (2013, p.p. 9-10) text. P rinciple 8 Innovation Playground Journeys replaces “21st Century Industrial Research” and “Innovation Approaches Using Mixed Methods” (Curley & Salmelin, 2013, p.p. 9-10). “Servitization” (Curley & Salmelin, 2013, p. 10) has been omitted to reﬂect the +CityxChange focus in the adoption of innovation. Finally, ““High-Expectation Entrepreneurship” (Curley & Salmelin, 2013, p. 10) has been reframed as Principle 17 Scalability.

The DPEB Innovation Lab Open Innovation 2.0 P rinciples sit alongside the P rinciples of the +CityxChange Open ICT Ecosystem in Section 4. 3.2.2. which relate to data governance. The Principles should be published in each city, and are a starting point, to be tested and further reﬁned by the cities during implementation of this framework.

DPEB Innovation Lab Open Innovation 2.0 P rinciples

1. Shared Value and Shared Vision Shared value is the idea that a better quality of life for citizens, value creation by business and improved environmental quality are inherently connected and when achieved, can solve big problems and signiﬁcantly enhance future prosperity (Porter & Kramer, 2011). A shared vision like that articulated in the DPEB Innovation Lab I nnovation Agenda, allows stakeholders to mobilise and work together to create shared value.

2. Quadruple Helix Innovation The Quadruple Helix innovation model, the basis for DPEB Innovation Lab collaboration and experimentation, involves diverse stakeholders including business, government, academia, and citizens collaborating to co-create and bring about systemic change with the potential to achieve more together than it is possible to achieve working alone.

3. Innovation Ecosystem Orchestration and Management

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Innovation ecosystems occur in real life settings, cross organizational boundaries and are driven by innovation networks – “an informal or formal grouping based on trust, shared resources, shared vision, and shared value” (Curley & Salmelin, 2013, p. 9). Explicit orchestration and management, instead of rigid control, allows ecosystems to be most eﬀective.

4. Engagement Platforms for Innovation and Co-creation An engagement platform for innovation creates an environment for co-creation and requires resources, including people skilled in Open Innovation 2.0 processes. Implementation of the +CityxChange CommunityxChange frameworks can create such an engagement platform for co-creation and innovation involving quadruple helix stakeholders in the development of innovative DPEB and PED solutions.

5. User Involvement, User Centricity, User Experience Citizens are co-innovators and involving citizens in user experience design can test the features of new DPEB products and services to ensure they are practical and useful.

6. Openness to Innovation “Openness to innovation is characterised by a culture that embraces the entirety of socially-transmitted behaviour, norms, patterns, etc.” (Curley & Salmelin, 2013, p. 9).

7. Focus on Adoption An innovation is not practical or useful unless it is adopted and used. Open Innovation 2.0 and the +CityxChange project, place emphasis on driving the adoption of innovation.

8. Innovation Playground Journeys Innovation Playground Journeys are structured in four stages – Observation, Sense-making, Co-design: and Prototyping – and involve multidisciplinary teams with diverse skills in innovation processes.

9. Sustainability Implementation of the DPEB Innovation Lab frameworks is designed to build momentum on a trajectory towards the city Bold City Vision. This is consistent with Open Innovation 2.0 which deﬁnes innovation as “co-creation of services and solutions which add value, improve resource eﬃciencies, and collectively create a trajectory towards sustainability” (Curley & Salmelin, 2013, p. 9).

10. Simultaneous Technical and Societal Innovation Open Innovation 2.0 encompasses” simultaneous technical and societal innovation with changes aﬀecting technologies, business cases, organizations, and business processes” (Curley & Salmelin, 2013, p. 9) and society as a whole.

11. Full-Spectrum Innovation Full-Spectrum Innovation includes “business model innovation, ecosystem orchestration, user experience innovation and brand innovation” (Keeley et al., 2013, as cited in Curley & Salmelin, 2013, p. 10).

12. Social Innovation

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Social innovation is described as innovative services and activities activated by the objective of meeting a social need, where the innovations are mainly developed, shared and adopted through organisations whose purposes are primarily social. (Mulgan et al., 2007, as cited in Curley & Salmelin, 2013, p. 10)

13. Intersectional Innovation Intersectional innovation arises where “breakthrough insights occur at the intersection of ﬁelds, disciplines and cultures” (Johannson, 2006, as cited by Curley & Salmelin, 2013, p. 9).

14. Business Model Innovation Business model innovation deﬁnes and designs new models for realising business value e.g. Osterwalder & Pigneur’s (2010, as cited in Curley & Salmelin, 2013, p. 9) business model canvas for visualizing and prototyping business models, incorporates techniques such as visual and design thinking.

15. Network Effects Networking is “a socioeconomic process where people interact and share information to recognize, create and act upon business opportunities”. Open Innovation 2.0 focuses on “designing for network effects where new users, players or transactions reinforce existing activities” and network effects “accelerate growth in the number of users and in value creation” (Curley & Salmelin, 2013, p. 10).

16. Innovation as a Process or Capability This includes developing or reﬁning processes for innovation ecosystem orchestration including allowing for permissionless innovation outside the direct DPEB approach boundaries, and improving capacity for innovation in both individual organizations and across the Open Innovation 2.0 ecosystem.

17. Scalability As one example, “high-expectation entrepreneurship is the intersection of high ambition and disruptive technology to create growth businesses. High expectation entrepreneurs ...expect to employ 20 employees or more within ﬁve years and are a primary source of job creation” (Curley & Salmelin, 2013, p. 10).

18. Intellectual and Structural Capital “Intellectual capital is collective knowledge, whether tacit or explicit, in organizations or society that can be used to amplify the output of other assets, create wealth (both business and societal), and help achieve competitive advantage. Structural capital is often codiﬁed in an organization’s processes and capabilities and is complementary to intellectual capital. It is built as an ecosystem evolves.” (Curley & Salmelin, 2013, p. 10)

Table 4.2: DPEB Innovation Lab Open Innovation 2.0 Principles. Adapted from Curley & Salmelin, 2013, p.p 9-10 .

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4.3 DPEB Innovation Lab Ingredients

This list of potential DPEB Innovation Lab I ngredients adopts the structure developed in +CityxChange deliverable D3.3: Framework for Innovation Playgrounds. DPEB Innovation Lab I ngredients are viewed as I ngredients of a L ocalised Innovation Playground and are arranged as elements of the Innovation Playground System (Crowe & Mee, 2020, pp. 24 –36). These elements are partly repeated here and include:

● Places: Physical and virtual spaces, tools and equipment supporting DPEB Innovation Lab collaborations. ● Data: New or existing data providing an evidence base for the co-creation, monitoring and evaluation of DPEB Innovation Lab activities including a generic enterprise architecture use case describing linkages to the +CityxChange ICT Ecosystem. ● Enabling Mechanisms: Mechanisms like the implementation of this framework which enable stakeholders put aspects of the DPEB Innovation Lab in place. ● Activities: Which can be assembled to create the DPEB Innovation Lab P rogramme.

Figure 4.3. Diagram showing Ingredients of a Localised Innovation Playground (Crowe & Mee, 2020, p. 23).

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4.3.1 Places

Places in the Innovation Playground are described as “the virtual or physical locations where new ideas related to the energy transition emerge and evolve, and prototypes are made and tested” (Crowe & Mee, 2020, p. 42). DPEB Innovation Lab P laces which support the emergence and development of new ideas related to the implementation and replication of DPEBs can include: ● Places for collaboration comprising a physical location or network of locations in the Innovation Playground, connected to the virtual locations of the Innovation Playground through the city’s citizen engagement and open data platforms. ● Visualisation tools for the design and analysis of DPEBs ● Collaboration tools ● Maker Space containing prototyping equipment for the making and testing of prototypes

4.3.1.1 Places for collaboration

Physical locations The DBEB Innovation Lab can be physically located in a municipal building e.g. a library, a community building or in any other building which is accessible to citizens. A dedicated space is preferred as it allows ongoing access to the tools and equipment which support both exploratory and exploitative innovation, and the emergence of self organised groups who can contribute to the DPEB Innovation Lab P rogramme. The DPEB Innovation Lab Programme can also be implemented using shared spaces in the buildings described above though this may limit its scope.

The DPEB Innovation Lab is connected to the +CityxChange Citizen Observatory through the Innovation Playground J ourney and they can be co-located as physical spaces. This connectivity contributes to the Open Innovation 2.0 ecosystem by enabling the participation of citizens in open innovation processes and making the connection to the virtual locations for collaboration manifest.

The case study examples in Section 3 indicate a variety of collaborative spaces including: ● Small meeting rooms - up to 10 people ● Large meeting rooms - up to 20 people ● Large seminar rooms - used theatre-style or with tables, and also used for exhibitions and events ● Maker Spaces containing digital prototyping equipment (see Case Study 5 and Section 4.3.1.4) ● Co-working spaces

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Virtual locations Section 4.3.2 presents Da ta a ssociated with the DPEB Innovation Lab and outlines connections to the +CityxChange ICT ecosystem and the DST. I n addition to the city open data platform and the citizen participation platform developed through implementation of +CityxChange deliverable D3.2: Delivery of the Citizen Participation Playbook, a DPEB Innovation Lab portal or web page can be created to share the: ● DPEB Innovation Lab I nnovation Agenda ● DPEB Innovation Lab P rogramme ● DPEB Innovation Lab Open Innovation 2.0 Principles ● +CityxChange ICT Ecosystem P rinciples ● Documentation of DPEB Innovation Lab P rogramme and A ctivities.

4.3.1.2 Visualisation tools to support competition and innovation

Figure 4.4: Limerick 3D cloud model (below). Simulated energy consumption distribution (above) (Source IES R&D).

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+CityxChange Decision Support Tool As part of Integrated Planning and Design, +CityxChange has developed an Integrated Modelling and Decision Support Tool (DST) for each city2 2 which analyses energy use at building level; power and transmission of electricity across the electricity network; power required for the e-mobility network and socio-economic factors. Trained users of the DST can analyse scenarios for intervention e.g. energy eﬃciency upgrades of buildings or installation of renewable energy systems, to understand the impact of these scenarios on carbon and energy reduction targets and on socio-economic factors e.g. health or job growth. The DST is to be used by trained personnel within the municipality to inform development of the Bold City Vision.

As the DST is designed to be used by trained users, consideration should be given to training potential users outside the structure of the municipality. This could include staﬀ from local universities along with local engineers and architects.

DST public dashboard Data generated by the DST can be shared using a public dashboard to engage stakeholders and support more widespread understanding of PEBs and DPEBs in the cities (Kerrigan et al., 2020, p. 6). Access to the DST public dashboard where particular modelling scenarios can be explored is possible via: ● interactive touchscreens located in a physical space like the DPEB Innovation Lab. ● an online platform.

The +CityxChange Enterprise Architecture Use Case for the DPEB Innovation Lab (see Figure 4.11) describes how users of the DPEB Innovation Lab can access the public dashboard of the DST. The identiﬁcation of DST modelling scenarios in each city can become an element of the DPEB Innovation Lab programme, where a Focus Working Group, Tool 3 in the Catalogue of Physical Tools for Citizen Participation (Burón & Sánchez, 2020, p. 82) including project partners, urban planners, engineers, power systems engineers (Kerrigan et al., 2020, p. 7) and representatives of citizen groups can view demonstrations of the DST and participate in the co-design of the DST’s public dashboard.

Other visualisation tools A physical model of the city can be used as a design tool in co-creation processes and support greater understanding of DPEBs at learning and engagement events to envision the positive energy city and in DPEB Innovation Lab prototyping activities.

22 See +CityxChange P roject D eliverables D4:1 Limerick DST (Integrated Modelling and Decision Support Tool) including training manuals/videos; D5.2: +Trondheim DST including training manuals and videos, and D6.1: Established baseline and DST for each FC.

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Case Study: Limerick City Model

Figure 4.5: The Limerick City Model project by Fab Lab Limerick and other contributors.

The Limerick city model is a physical model of the city centre and a design tool for the city created by Fab Lab Limerick, an initiative of the School of Architecture at the University of Limerick (SAUL). LiDaR surveys from Ordinance Survey Ireland – accessed through a third party research licence – along with drawings from Limerick City and County Council provided the base data for the model which took 9 months to complete. Measuring 3m x 1.8m in size, the model which is 3D printed, is constructed at a scale of 1:500 in sections measuring 600 x 600mm. The Limerick City Model project was funded by the Limerick City of Culture Programme (2014) and is located in Fab Lab Limerick. Details of how the model was made including software and tools used are shared on Wikifactory as part of the open source ethos of Fab Labs2 3.

Figure 4.6: Photographs used in the model making process

23Wikifactory, Limerick City Model. Retrieved 11 August 2020 from https://wikifactory.com/@ger/limerick-city-model

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4.3.1.3 Collaboration tools To support remote collaboration, for example when a university or research institute is distant from the city, access to a reliable video conferencing platform and facilities are important to enable DPEB Innovation Lab collaborations which adopt the quadruple helix model. This resource will also be useful in supporting meet-ups with other DPEB Innovation Labs.

Other physical and digital tools (e.g. Wikifactory, digital whiteboards etc.) to enable collaboration and co-design activities should be provided where feasible.

4.3.1.4 Maker space

In thinking on Open Innovation 2.0, maker spaces are viewed as supporting experimentation and rapid prototyping by making digital prototyping equipment accessible and aﬀordable to all stakeholders (Curley & Salmelin, 2018). In addition maker spaces can encourage the formation of self-organised groups in processes of experimentation and innovation enabling network eﬀects within the innovation ecosystem. It is possible to implement a DPEB Innovation lab P rogramme w ithout access to a maker space, but it is desirable to have one for the reasons noted above.

Figure 4.7: Mobile fab lab (Source: miniFABLAB website).

The equipment needed for digital fabrication can be specified to suit a range of budgets and fabrication requirements. miniFABLAB, an initiative which began at Protospace, a fab lab based in Utrecht, publishes equipment specifications for desk-top and affordable fabrication equipment including ‘The $10k fablab’2 4 – a term used to refer to small maker

24 m iniFABLAB, T he 10K FabLab (n.d.). Retrieved 20 August 2020 from https://www.minifablab.nl/small-fablab-suite-the-10k-fablab/

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October 30, 2020 spaces and fablabs whose equipment costs between $10 and $15k – and ‘MAKERKAR’2 5, a fab lab on a moveable trolley designed for use in libraries and schools. Prusa Lab described in Section 3.2 provides a model for how digital prototyping equipment can be accessed on a shared use basis.

A speciﬁcation for a Mini Prototyping Lab, containing all of the equipment needed to hold a do-it-together workshop, and with capacity to produce 1-10 small digital prototypes appears below. A more detailed version containing pricing and product references is available in Annex 2.

Equipment for a Mini Prototyping Lab (1-10 unit capacity)

3D Printing FDM

Printed Circuit Board (PCB) Milling & Desktop CNC

Vinyl Cutter

Laser Cutter

Electronic workbench - Microscope - Oscilloscope - Power Supply - Hot Air Station - Multimeter - Micro Solder - Micro Screwdriver

Power tools - Circular Saw - Drill - Sander - Router

Safety Equipment - Eye Protection - Dust Protection - Ear Protection

Other Tools - Work Table - Horse Bench - Clamps

Table 4.3: Schedule of equipment for a Mini Protyping Lab.

25 m iniFABLAB, M AKERCAR - Library Makercart (n.d.). Retrieved 20 August 2020 from https://www.minifablab.nl/makerkar-a-library-makercart/

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Where a prototype is to be scaled up for wider application, in a city district for example, the following items can be added to the Mini Prototyping Lab to create a Small Batch Manufacturing Lab with capacity to manufacture 1-100 units. Above 100 units a commercial fabrication solution will be required.

Equipment for a Small Batch Manufacturing Lab (1-100 unit capacity)

Mini prototyping lab equipment plus

3D printer (Selective Laser Sintering)

Surface Mount Device (SMD) equipment and components - Printed Circuit Board (PCB) Mill - Pick-And-Place Machine - Reﬂow Oven - Extraction (as required) - Tools and Scopes - Stock of SMD components (by component type, grade/rating)

Optional specialist sensors and equipment - Energy Monitor - Air Quality Sensors - Specialised Telemetry components (LoraWAN, radio components if relevant)

Table 4.4: Schedule of equipment for a Small Batch Manufacturing Lab

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4.3.2 Data

Figure 4.8: +CityxChange DPEB Innovation Lab and Innovation Playground – Physical and virtual Places

In the Innovation Playground framework Da ta is described as “existing or new data relevant to the energy transition (in the case of +CityxChange) that provides an evidence base for the generation, monitoring and evaluation of innovations” (Crowe & Mee, 2020, p. 42) where an Innovation Playground “will create new datasets of quantitative and qualitative data through project activities including participatory mapping, surveys and workshops” (Crowe & Mee, 2020, p. 33).

Access for DPEB Innovation Lab users to Innovation Playground Da ta i s supported by this framework through connections to the +CityxChange ICT Ecosystem and Decision Support Tool including: ● An introduction to the +CityxChange ICT ecosystem and Enterprise Architecture. ● Principles for the +CityxChange ICT ecosystem. ● Use cases for CommunityxChange and the DPEB Innovation Lab co-created with WP1 Integrated Planning and Design.

Data a ccessible to users can include open city data, data from +CityxChange Citizen Observatories (e.g. community auditing and mapping activities), building energy data from the DST and +CityxChange monitoring and evaluation data from the MERT dashboard developed in WP7.

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4.3.2.1 +CityxChange ICT Ecosystem and Enterprise Architecture The +CityxChange ICT ecosystem adopts open architectures, open data and digitalization to support Open Innovation 2.0 processes in an ICT-enabled city, where professional stakeholders can connect to and build upon the ecosystem and citizens can make meaningful contributions to smart city development thus lowering the threshold to participation (Ahlers et al., 2019). +CityxChange deliverable D1.2: Report on the Architecture for the ICT Ecosystem (Petersen et al., 2020) describes the +CityxChange Enterprise Architecture (EA) and contains guidance on data governance and open data. The connected +CityxChange deliverable D1.3: Report and Catalogue on the ICT Data Integration and Interoperability (Shams et al., 2020) contains details on open standards for data and API speciﬁcations.

Figure 4.9: Proposed layered Enterprise Architecture for the +CityxChange project (Petersen et al. 2020).

A layered EA (see Figure 4.9) has been adopted by +CityxChange driven primarily by the +CityxChange objective to support a service-based ecosystem. The EA forms the basis for the use cases included in this section developed in WP1 Integrated Planning and Design. In summary the Context layer at the top, describes the needs of citizens, the drivers for services, and includes the +CityxChange project KPIs. The remaining layers are arranged so that each layer supports the layer above it with the Physical Infrastructures for sourcing data forming the bottom layer (Petersen et al. 2020).

Working in collaboration with the +CityxChange Lighthouse Cities, WP1 Integrated Planning and Design and WP3 CommunityxChange project partners, use cases on community-led open innovation were developed for Trondheim (T5.3 and T5.5) and Limerick (T4.3 and T4.5) and will be included in the + CityxChange deliverables for these tasks. The use cases adopt the layered enterprise architecture developed for +CityxChange described in summary above. Generic use cases for use by the Follower Cities were then extracted from

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Figure 4.10: WP3 CommunityxChange (v11) – Generic use case developed with WP1 Integrated Planning and Design (Shams et al., 2020; Peterson et al. 2020).

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Figure 4.11: D3.6 Framework for DPEB Innovation Labs (v2) – Generic use case developed with WP1 Integrated Planning and Design (Shams et al., 2020; Peterson et al. 2020)

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4.3.2.2 Principles of the +CityxChange ICT ecosystem It is envisaged that users of the DPEB Innovation Lab will contribute to open data, or work with open data in the +CityxChange ICT ecosystem. To guide this, a set of P rinciples for the ICT ecosystem adapted from Ahlers et al., (2019a) is included below, to sit alongside the DPEB Innovation Lab Open Innovation 2.0 P rinciples in Section 4. 2 .

Principles of the +CityxChange open ICT Ecosystem

API-driven and distributed service-oriented architecture API-driven and distributed service-oriented architecture is adopted as the architecture style for the ecosystem.

Loose coupling of components Loose coupling of system components offers flexibility and reusability for orchestrating the inclusion, replacing, changing, and evolving system components towards reduction of system-wide effects. Also, this supports the ICT architecture through independent system components, for re-defining interfaces, encapsulating and hiding of complex structures of sub-system components.

Separation of concerns Separation of concerns – where there is no need to run everything on a common platform – allows for distribution of systems and responsibilities. This also mandates the ability and necessity to use open standards and interoperability of systems, allowing for easier replicability of individual parts of the project.

Individual system and data responsibility This ensures separation of concerns and domain-speciﬁc systems working independently.

Ability to ﬁt in, use or adapt to enterprise architecture This speciﬁcally refers to the +CityxChange enterprise architecture within the local city context.

Interoperability Interoperability is achieved through open standards and open APIs, open documentation, open data models etc.

Replicability As a main objective, replicability means that solutions are sufficiently generic to be deployed in other cities and contexts, that the overall solutions are sufficiently modularised, and that interfaces are well defined and open to enable a solution to work within a different deployment landscape.

Guidelines and data governance / privacy e.g. GDPR To ensure project-wide consistency and joint understanding of the approach and needs. (See D1.2 for interoperability related data governance)

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Open by default This ensures maximised transparency and replicability.

Open data Open city data, open research data, etc. all in line with FAIR principles (making research data ﬁndable, accessible, interoperable and re-usable).

Enabling and facilitating systems open for everyone To the extent possible ensure access not only to data, but to frameworks and systems also.

Citizen engagement Engagement of citizens and external stakeholders through workshops, co-creation activities, early involvement, hackathons, open data, etc. is an ongoing requirement of the +CityxChange ICT ecosystem. The ability to integrate citizen input in an agile manner is a beneﬁt and should be properly resourced and enabled.

Open Innovation 2.0 Open Innovation 2.0 is a guiding principle of the ICT ecosystem to enable meaningful connections and contributions from the municipality, citizens, industry and academia.

Sustainability This refers to sustainability in both the use of ICT (e.g. green IT) and the technical sustainability of solutions for long-term use and migration options beyond a project’s duration.

Opening up and connecting silos Making systems open and interoperable is a beneﬁt for the +CityxChange project, but also for future work by others – important since many existing systems to be used may be closed.

Reuse of existing knowledge Reusing existing frameworks, standards, etc. from other Smart City and ecosystem projects.

Transformation and change Smart city projects can be a hub and trigger for change, as well as using existing transition projects to realise co-beneﬁts.

Supporting digitalization Supporting digitalization, digital transformation and digital literacy.

Migration Supporting migration and integration of relevant parts of the enterprise architecture after the project.

Table 4.5 ‘Principles of the +CityxChange ICT ecosystem’ adapted from A Smart City Ecosystem Enabling Open Innovation (Ahlers et al., 2019, p. 6-8).

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4.3.3 Enabling Mechanisms

Enabling Mechanisms of the Innovation Playground are described as “mechanisms that enable stakeholders to put in place diﬀerent aspects of an Innovation Playground” (Crowe & Mee, 2020, p. 42). In DPEB Innovation Lab implementation it is proposed that E nabling Mechanisms are orchestrated by the DPEB Innovation Lab S teering Group and integrated into the DPEB Innovation lab P rogramme. Analysis of early implementation in +Limerick and +Trondheim indicates that E nabling Mechanisms c an occur at diﬀerent scales or levels within the +CityxChange project and beyond the project boundary as outlined in Table 4.6 below.

DPEB Innovation Lab E nabling Mechanisms

National, Regional or City Programme - Use of city, regional or national business research and innovation programmes as a structure for hosting open challenges to progress the creation of DPEBs e.g. Ireland’s Small Business Innovation Research (SBIR) programme2 6. - Climate-KIC2 7, a European knowledge and innovation community who coordinate and promote Climathons - city focussed ideathons where citizens co-create local ideas to address climate challenges.

+CityxChange Project Implementation of CommunityxChange frameworks and associated +CityxChange Demonstration Projects (DP) including: - D3.1: Framework for Bold City Vision, Guidelines, and Incentive Schemes - articulating a shared city vision to guide DPEB Innovation Lab operation and its integration into city governance processes. - D3.2: Delivery of the Citizen Participation Playbook – creating pathways, tools and a participation platform, enabling and empowering citizens. - D3.3: Framework for Innovation Playgrounds - Initiating the local city context of the DPEB Innovation Lab, including a geographically deﬁned Innovation Playground and structured Innovation Playground J ourneys. - D3.4: Framework for DPEB Learning and Education - Creating a city DPEB learning strategy including learning events and A ctivities located in DPEB Innovation Lab Places

26 Enterprise Ireland, Research & Innovation, Small Business Innovation Research (SBIR) (n.d.). Retrieved 25 October 2020 from https://www.enterprise-ireland.com/en/Research-Innovation/SBIR-Ireland/ 27 EIT Climate-KIC, Climathon 2020 (n.d.). Retrieved 25 October 2020 from https://climathon.climate-kic.org/

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- D3.5: Framework for a Positive Energy Champion Network – Implementing a Positive Energy Champion campaign creating a network of Champions and promoting citizens as co-innovators. - Initiating and using the +CityxChange Citizen Observatory System (DP03) creating knowledge about the city for the city. - Mentoring for new sustainable business and investment models (DP11) co-designing solutions

D3.6:Framework for DPEB Innovation Labs Implementation of this framework, D3.6:Framework for DPEB Innovation Labs including: - Using the S tep-by-step Process i n Section 4.1 - Implementing the Open Call Protocol for Citizen-led DPEB Solutions (see Annex 3).

Table 4.6: Examples of DPEB Innovation Lab Enabling Mechanisms at diﬀerent levels.

The Enabling Mechanisms of DPEB Innovation Lab implementation will reﬂect local city conditions and needs in the context of creating a L ocalised Innovation Playground (Crowe & Mee, 20202, pp. 39-41) and the identiﬁcation of E nabling Mechanisms is a key role of the DPEB Innovation Lab Steering Group.

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4.3.4 Activities

Innovation Playground A ctivities are described as “active processes such as events, meetings, mapping, co-creation workshops etc. that are connected to the energy transition (in the case of +CityxChange) and are related to innovation in the city” (Crowe & Mee, 2020, p. 42).

Figure 4.12: Creative Play: Imagining Future Limerick event, September 2019 (Source: UL).

During implementation of +CityxChange, the DPEB Innovation Lab supports the participation of quadruple helix stakeholders in non-linear experimentation and innovation. In addition to +CityxChange Project A ctivities, self-organised groups may use the DPEB Innovation Lab in the context of Open Innovation 2.0 and exploratory innovation.

In DPEB Innovation Lab implementation it is proposed that the DPEB Innovation Lab Steering Group select and schedule A ctivities to co-create the DPEB Innovation Lab Programme ( utilising available Enabling Mechanisms w here possible) to meet the objectives of the DPEB Innovation Lab Innovation Agenda. Example A ctivities are detailed below.

4.3.4.1 +CityxChange collaboration

The +CityxChange Open Innovation 2.0 approach is outlined in D9.1: Framework for Intra-project Collaboration and lists A ctivities (Wyckmans et al., 2019, p. 13) useful in the initiation of an Open Innovation 2.0 ecosystem. Following early implementation in the cities some additional A ctivities have been added to create the illustrative list below: ● Learning workshops ● Do-It-Together Workshops (See Annex 4) ● Interviews ● Storytelling events ● Forecasting ● Open Space Technology events

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● Brainstorming Events ● Future workshops ● OPERA format workshops (See Annex 1) ● Co-creation workshops ● Mapathons ● Climathons ● Hackathons ● Mockups ● Storyboards ● Experience prototyping ● Prototyping ● Mentoring

4.3.4.2 CommunityxChange activities

CommunityxChange frameworks are envisaged to be implemented in DPEB Innovation Labs and Citizen Observatories primarily through +CityxChange Demonstration Projects DP02 Vision; DP03 Engage and DP05 Playground. An outline of A ctivities extracted from CommunityxChange frameworks and the +CityxChange Description of Action appears below.

D3.1: Framework for Bold City Vision, Guidelines, and Incentive Schemes (DP02 Vision) ● Activities where citizens envision the communities they would like to live in as part of the creation of the Bold City Vision. ● Possible annual cycle of citizen deliberation on challenging issues relating to the city’s clean energy transition and progress towards the UN SDGs (Tanum et al., 2019, p. 29). ● Monitoring of local conditions and aspirations. ● Acknowledgement and celebration of local initiatives driving the SDG Agenda. ● Mapathons. ● City Engage Weeks. ● Creating “Innovation districts” with local process facilitators and local objectives / guidelines developed through the deliberative process. ● Participatory budgeting, crowdsourcing / crowdsolving and match funding. ● Supporting the emergence of innovation hubs, coworking spaces, meetups etc. where people can meet, share ideas. ● Applying design thinking methodology and other forms of prototyping and testing. ● Societal learning.

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D3.2: Delivery of the Citizen Participation Playbook (DP02 Vision; DP03 Engage; DP05 Playground) ● Catalogue of Physical Tools for Citizen Participation (Burón & Sánchez, 2020, p.p. 77-91) including narrative tours; co-design workshops; focus working groups; public engagement events; Go & Find citizen actions; mapping sessions and gamiﬁcation. ● Catalog of Online Tools for Citizen Engagement and Participation (Burón & Sánchez, 2020, p.p. 99-102) including Collaborative Text, Online Debate, Online Mapping, Online Voting, Accountability, and Online Proposals. ● Citizen participatory processes to co-design PEBs and PED

D3.3: Framework for Innovation Playgrounds (DP05 Playground)

Figure 4.13: Innovation Playground Journey (concept image) (Crowe & Mee, 2019, p. 38)

● The D3.3: Framework for Innovation Playgrounds places particular emphasis on participatory mapping and crowdfunding A ctivities, and proposes that the clustering of A ctivities can drive innovation in the energy transition of the city (Crowe & Mee, 2019, p.p. 30-32). ● The Innovation Playground J ourney can provide an organising structure for planning DPEB Innovation Lab A ctivities, where A ctivities are arranged to enable J ourneys – an example of this is the Open Call Process described in Annex 3.

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D3.4: Framework for DPEB Learning and Education (DP03 Engage) ● The DPEB Innovation Lab Programme is supported by formal, informal and nonformal learning activities engaging both multi-generational groups and speciﬁc target groups (Avram, 2020). The physical and virtual infrastructure for implementation of these activities can be accessed through DPEB Innovation Lab locations.

D3.5: Framework for a Positive Energy Champion Network (DP03 Engage) ● Positive Energy Champion training events, meet-ups, lifestyle redesign, mentoring, outreach events and Celebrate the Champion events (Fitzgerald & Mee, 2020).

D3.6 Framework for DPEB Innovation Labs (DP05 Playground) ● Activities supporting DPEB Innovation Lab P ositive Cycles of Collaboration including regular steering group meetings and stakeholder events, monitoring and evaluation processes, documentation and dissemination of innovations, input into city governance processes etc.

4.3.4.3 Other Demonstration Project activities

In addition to implementation of CommunityxChange frameworks, DPEB Innovation Lab Activities c an reinforce and enable innovation in +CityxChange Demonstration Projects as outlined below with possible A ctivities: ● DP01 Model - Co-design and prototyping of the DST public dashboard to suit local city contexts. Access to the DST visualisations and simulations for the replication of DPEBs ● DP04 Regulatory Zone - Learning and engagement activities concerning +CityxChange processes of regulatory change and enabling regulatory mechanisms. ● DP06 DPEB - Demonstration of DST scenarios for DPEB design to building owners and wider networks including business networks. ● DP07 Microgrids - Learning and engagement activities concerning community grid or microgrid development. ● DP08 EMaaS - Learning and engagement activities related to Seamless eMobility. ● DP09 Local Trading- Co-design of the energy trading platform interface with DPEB stakeholders. ● DP10 Flexibility Market - Co-design, learning and engagement activities related to the Local Flexibility Market. ● DP11 Invest - Co-design, and testing of sustainable business and investment models.

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5 Localising the DPEB Innovation Lab Framework

+CityxChange Lighthouse Cities, Limerick and Trondheim, have existing resources which will become elements of the +CityxChange DPEB Innovation Lab in each city, to animate and become a physical manifestation of the +CityxChange Innovation Playground System. A preliminary audit of I ngredients of the DPEB Innovation Lab in Limerick and Trondheim was carried out in September 2020, using the framework developed in Section 4.

5.1 Limerick

Figure 5.1: Preliminary mapping of the +CityxChange Open Innovation 2.0 ecosystem in Limerick using a digital whiteboard, DPEB Innovation Lab Workshop 09.09.20.

DPEB Innovation Lab – Outline of Implementation in Limerick

Places Physical locations (currently being relocated to a new space) - School of Architecture at University of Limerick (SAUL) Fab Lab Limerick 28, a maker space co-located with the LCCC Citizen Observatory2 9

28 Fab Lab Limerick - see Case Study 5 (Section 3.2). 29 From August 2019 to May 2020 the +CityxChange Citizen Observatory was co-located with Fab Lab Limerick - both currently undergoing relocation.

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Virtual locations - City engagement and open data platforms –- see Data section - Possible addition of an online debate tool (Polis – See D3.2:Citizen Participation Playbook) Visualisation tools for the design and analysis of DPEBs - +CityxChange Decision Support Tool - DST public dashboard - 3D printed city model Collaboration tools - Various online collaboration tools including digital whiteboards - Digital fabrication tools at Fab Lab Limerick

The SAUL Fab Lab collaborates with the SAUL Adaptive Governance Lab3 0 which is an ENoLL benchmarked Living Lab.

Data LCCC open data bank - http://insight.limerick.ie/index.html LCCC public collaboration and consultation portal - https://mypoint.limerick.ie/ LCCC City Engage Portal - https://www.limerick.ie/cityxchange/city-engage-week-2 and https://www.limerick.ie/CityxChange in development through +CityxChange +Limerick (WP4) to include: - CityEngage Week documentation - Innovation Lab documentation - DST data (IES) - MERT KPI monitoring and evaluation data (FAC) - Community mapping tool data (SE) A +Limerick Integrated Planning and Design (WP1) use case for community-led open innovation to be included in +CityxChange deliverable D4.10: Limerick Innovation Lab Solutions Catalogue 2.

Enabling Mechanisms - +CityxChange Innovation Playground implementation - +CityxChange DPEB Innovation Lab implementation - Positive Energy Champion Campaign implementation - Open Calls for DPEB Solutions - See +CityxChange deliverable D4.3: Limerick Innovation Lab Solutions Catalogue 1

Activities - City Engage Week (DP03)– grouped and themed open-door events (physical and online) and activities including community mapping & auditing; multi-generational learning; +CityxChange demonstrations and learning; storytelling; Bold City Vision visioning (open space technology format); co-creation and gamiﬁcation. See +CityxChange deliverable D4.8: Limerick Citizen Observatory.

30 h ttps://enoll.org/network/living-labs/?livinglab=adaptive-governance-lab-agl#description

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- Positive Energy Champions Campaign (DP03) including Positive Energy Champion training events, meet-ups, lifestyle redesign, mentoring, outreach events and Celebrate the Champions events. - DPEB Innovation Lab (DP05) Do-It-Together workshops (See Annex 4), learning workshops, interviews, brainstorming, co-creation workshops, prototyping, mentoring, meet-ups, matchmaking, co-design of sustainable investment models, climathons, +CityxChange learning events and demonstrations, focus working groups.

Table 5.1: Preliminary audit of Ingredients, Limerick DPEB Innovation Lab.

Figure 5.2: City Engage Week gamiﬁcation (above) and citizen sensing (below) events, September 2019 (Source LCCC).

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5.2 Trondheim

Figure 5.3: Preliminary mapping of the +CityxChange Open Innovation 2.0 ecosystem in Trondheim using a digital whiteboard, DPEB Innovation Lab Workshop 14.09.20.

DPEB Innovation Lab – Outline of Implementation in Trondheim

Places Physical locations (TK Citizen Observatories - See +CityxChange deliverable D5.8: +Trondheim Citizen Observatory for details) - Bøker og Bylab (Elgeseter) Books & Bylab is a two-year test project, run by Trondheim Municipality in collaboration with Studentsamskipnaden and NTNU. It is to be a meeting place and open library for discussions, idea development and collaboration with a goal to create a more inviting, vibrant and sustainable neighbourhood. This Citizen Observatory is home to recycled books from the Trondheim Public Library, which are free for people to come and take. Bøker og Bylab has opening hours from Tuesday to Thursday, and on Sundays. It is also possible to book the space to host events and workshops. - Sluppen Bylab The Sluppen Bylab, located at Sluppenvegen 11, was oﬃcially opened in September 2020. This city lab serves as a visitor center for the +CityxChange project. It is located inside Lager 11, which is a local food scene and event space. Hundreds of people pass through Lager 11 on a weekly basis, making it an ideal

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showcase space. There are 2 screens installed displaying content and upcoming events, related to +CityxChange. There is also an interactive screen, which is being set up to capture inputs from citizens who wish to interact with this space. - Innovasjonstorget Innovasjonstorget is the city lab located in the city centre. It is both a showcase and co-creation space for the +CityxChange project. This space is very open and visible to the public. A combination of physical and digital displays are being developed to spark public interest in issues related to energy, mobility and sustainable urban development. There have been dozens of workshops related to +CityxChange hosted in this space, with students, project partners and related departments from the Trondheim Municipality. - Brattøra (Powerhouse) Brattøra observatory, to be located at PEB anchor building Powerhouse, will be developed together with TE and associated partner Entra, and will be co-branded with the Powerhouse Showcase Centre. The BMN project can demonstrate the technical aspects of PEB Brattøra including E-Bus charging and electricity exchange/trade between PEB Brattøra and the E-Bus system, battery storage (BESS), PV, heat pumps, and energy/assets integration. The BMN project can demonstrate new knowledge concerning investments in, business models for, and operation of local energy ecosystems. Virtual locations - City engagement and open data platforms – see Data section Visualisation tools for the design and analysis of DPEBs - +CityxChange Decision Support Tool - DST public dashboard - Physical city model Collaboration tools - Various online collaboration tools

Data - TK public collaboration and consultation portal - https://borgerkraft.trondheim.kommune.no/?locale=en

A +Trondheim Integrated Planning and Design (WP1) use case for community-led open innovation to be included in +CityxChange deliverable D5.5: Trondheim Innovation Lab Solutions Catalogue.

Enabling Mechanisms - Implementation of +CommunityxChange Frameworks. - +CxC Open Calls linked to the outcomes of TK’s Climathons. - Funded innovation programmes which may be accessible to users of the DPEB Innovation Lab include:

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- Research and innovation programs run through Innovation Norway3 1, who increasingly focus on the potential of green innovation3 2. - Public sector, Industry and Research Organisation collaborations funded by The Research Council of Norway3 3 on priority themes including energy, transport and low emissions, democracy, health, the environment. - Young Entrepreneurship3 4a nationwide non-proﬁt organization involved in collaborations between the education system, business community and other actors to develop creativity in children and young people.

Activities - Visioning and engagement events associated with developing TK’s Bold City Vision - Information events for diﬀerent stakeholders - learning framework - Climathon - +Energy Champion Campaign (?) - Focus Working Group exploring sustainable Investment models.

Table 5.2: Preliminary audit of Ingredients, Trondheim DPEB Innovation Lab

Figure 5.4: ‘Preliminary’ Innovation Playground Matrix of Ingredients (Trondheim, 2019) ( Image Trondheim Kommune as cited in Crowe & Mee, 2019, p. 40).

31 h ttps://www.innovasjonnorge.no/en/start-page/ 32 h ttps://www.innovasjonnorge.no/en/start-page/about/sustainability/ 33 h ttps://www.forskningsradet.no/en/ 34 h ttps://www.ue.no/

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6 Conclusions and Recommendations

The intention of this report was twofold:

● To develop the framework as a practical and ﬂexible tool which could be locally adapted to implement a DPEB Innovation Lab at various scales of operation responding to the needs of each city. ● To integrate concepts developed in +CommunityxChange and Integrated Planning and Design frameworks into the implementation and operation of the DPEB Innovation Lab.

The action research cycle saw the initial approach reframed and revised, in particular following completion and early implementation of +CityxChange deliverables D3.2: Delivery of the Citizen Participation Playbook and D3.3: Framework for Innovation Playgrounds. The approach was further revised to adopt modularity as an organising principle in response to the needs of the LHCs and FCs. It is clear however, that this framework has reached a horizon of what can be described at this stage of +CityxChange implementation. Aspects of DPEB Innovation Lab operation will beneﬁt from further debate, development and reﬁnement during implementation in +CityxChange Demonstration Project DP05 Playground.

Details of implementation of this framework in the LHCs will be documented in +CityxChange deliverables D4.3: Limerick Innovation Lab Solutions Catalogue 1; D4.10: Limerick Innovation Lab Solutions Catalogue 2 and D5.10: Trondheim Innovation Lab Solutions Catalogue 1. Related deliverables include D4.8: Limerick Citizen Observatory and D5.8 +Trondheim Citizen Observatory. In the FCs framework implementation will be described in D6.5: Report on Community Participation and Playground Results.

Conclusions and recommendations include: 1. This framework is a starting point for the implementation of DPEB Innovation Labs to be developed further during implementation in +CityxChange LHCs and FCs. It would be a valuable exercise to monitor how the framework evolves so that learning from implementation can be used to further reﬁne the operation of DPEB Innovation Labs. 2. An Innovation Agenda containing themes and cross cutting themes of the Innovation Playground is key to orchestrating activities within the Innovation Playground. The Bold City Vision allows this agenda to emerge through city governance and strategic planning processes. 3. An international network of DPEB Innovation Labs, perhaps organised within the ENoLL structure, could collaborate to develop processes for the operation,

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monitoring and evaluation of DPEB Innovation Labs, enable replication of DPEBs, dissemination of +CityxChange ﬁndings and allow Innovations Playgrounds to connect globally3 5 . A DPEB Innovation Lab Network could also support a pan-European network of Positive Energy Champions. 4. A review of Living Labs and Innovation Labs indicates that many appear to be project speciﬁc, ceasing activity at project end. The potential exists for DPEB Innovation Labs to be sustained as Bold City Vision Labs, part of a broader ‘city as Living Lab’ infrastructure, orchestrating an Innovation 2.0 ecosystem in the context of the city Bold City Vision and progress towards the UN SDGs.

35 +CityxChange Description of Action (Annex 1- Part B), p. 53.

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Participatory City, Every One Every Day (n.d.a). Retrieved 10 October 2020 from http://www.participatorycity.org/every-one-every-day Participatory City, Charitable Objects. (n.d.b). Retrieved 10 October 2020 from http://www.participatorycity.org/charitable-objects Petersen S. A., Bokolo, A. J., Alloush, L., Pourzolfaghar, Z., Helfert, M., A hlers, D. ( 2020). D1.2 Report on the Architecture for the ICT Ecosystem. + CityxChange Project Deliverable. Forthcoming. Porter, M. E., & Kramer, M. R. (2011). The Big Idea: Creating Shared Value. H arvard business review. 89 (1, 2). Prusa Lab, Prusa Lab (n.d.). Retrieved 10 October 2020 from h ttps://prusalab.cz/en/# Shams, A., Helfert, M., Pourzolfaghar, Z., Alloush, I. (2020). D1.3: Report and Catalogue on the ICT Data Integration and Interoperability. +CityxChange Project Deliverable. Forthcoming. Steen, K., & van Bueren, E. (2017). The defining characteristics of urban living labs. Technology innovation management review, 7 ( 7). Spilling, K., & Rinne, J. (2020). T he pocket book for agile piloting. Forum Virium Helsinki. https://forumvirium.fi/en/the-pocket-book-for-agile-piloting/ Talmar, M., Walrave, B., Podoynitsyna, K. S., Holmström, J., & Romme, A. G. L. (2018). Mapping, analyzing and designing innovation ecosystems: The Ecosystem Pie Model. Long Range Planning, 101850. Tanum, Ø., Mjøen, K., Reeves, K., Solhaug Næss, K. (2019). D3.1 Framework for Bold City Vision, Guidelines, and Incentive Schemes. +CityxChange Project Deliverable. Available at: h ttps://cityxchange.eu/article-categories/deliverables/ TCBL, TCBL Ecosystem (n.d.). Retrieved 20 October 2020 from https://tcbl.eu/tcbl-ecosystem/values United Nations (2019). United Nations Sustainable Development Goals. United Nations, Division for Sustainable Development Goals. R etrieved 11 August 2020, from https://sustainabledevelopment.un.org/ Urbact. (2016). U rbact Summer University Rotterdam 2016 – Learning Kit. Retrieved from h ttps://urbact.eu/sites/default/files/usu_2016_-_booklet_v3.pdf Vallance, P., Tewdwr-Jones, M., & Kempton, L. (2020). Building collaborative platforms for urban innovation: Newcastle City Futures as a quadruple helix intermediary. European Urban and Regional Studies, 0969776420905630. Waag | technology & society. (n.d.a). A bout us. Retrieved 11 August 2020, from https://waag.org/en/about-us Waag, About us (n.d.). Retrieved 11 August 2020, from h ttps://waag.org/en/about-us Waag, Public Research Agenda (2019). Retrieved 11 August 2020, from https://waag.org/en/article/crossroads-public-research Waag | technology & society. (2019). P ublic research agenda 2019. Retrieved 11 August 2020, from https://waag.org/sites/waag/files/2019-04/Public-Research-agenda-2019.pdf

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Wehn, U., & Evers, J. (2015). The social innovation potential of ICT-enabled citizen observatories to increase eParticipation in local ﬂood risk management. T echnology in Society, 42, 187-198. h ttps://doi.org/10.1016/j.techsoc.2015.05.002 Wyckmans, A., Vandevyvere, H., Gohari, S., Nielsen, B. F., Driscoll, P., & Ahlers, D. (2019). D9.1 Framework for intra-project collaboration. +CityxChange Project Deliverable. Available at: https://cityxchange.eu/knowledge-base/framework-for-intra-project-collaboration/ Zaldei, A., Camilli, F., De Filippis, T., Di Gennaro, F., Di Lonardo, S., Dini, F., Gioli B., Gualtieri G., Matese A., Nunziati W., Rocchi L., Toscano P. & Vagnoli C. (2017). An integrated low-cost road traﬃc and air pollution monitoring platform for next citizen observatories. T ransportation Research Procedia, 24, 531-538.

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Annexes

This Annex contains the following parts:

Annex 1 Some Tools to Assist Implementation Annex 2 Speciﬁcation for a Mini Prototyping Lab Annex 3 Open Call Protocol for Citizen-led DPEB Solutions Annex 4 Do-It-Together Workshops Annex 5 Catalogue of Do-It-Together Projects and Hardware Communities Annex 6 Further Guidance on Successful Collaboration

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Annex 1 – Some Tools to Assist Implementation

A1.1 Identification of Themes and Cross-cutting Themes

A feature of the L ocalised Innovation Playground the identification of themes and cross-cutting themes enables local adaptation in Innovation Playground implementation (Crowe & Mee, 2020). The OPERA process – a co-creation format proposed by URBACT (2016, p. 63-65) to enable creative and efficient decision making involving multiple stakeholders – has been adapted for use in DPEB Innovation Lab theme identification and is described below.

Step OPERA Process Adapted for the DPEB Innovation Lab

1. The Task - The process starts with the articulation of the challenge, usually phrased as an open question e.g. What themes should the DPEB Innovation Lab address? Selection criteria for the identiﬁcation of themes are also agreed.

2. Own Suggestions – Workshop participants consider the leading question individually and put down their ideas for DPEB Innovation Lab themes on their own piece of paper.

3. Pair Suggestions – Participants are then arranged in pairs to discuss their written ideas and to agree which are the most important ones. Each important theme is written on a separate piece of paper and attached to the workboard for everyone to read.

4. Explanations – Each pair explains brieﬂy to the rest of the participants the suggestions they have attached to the board.

5. Ranking – Each pair assesses all of the suggestions and selects the most important ones in accordance with the agreed selection criteria. They mark their choices on the workboard.

6. Arranging - The facilitator, following the instructions of the participants, arranges the themes on the workboard, linking and merging similar topics to develop a consensus around DPEB Innovation Lab themes and cross-cutting themes and their priority for action.

Table A1.1: Process to identify themes and cross-cutting themes.

During early implementation of +Limerick, an online workshop format based on the above, was used with +CityxChange partners to identify and prioritise themes to be addressed in a Positive Energy Champions Campaign (Fitzgerald & Mee, 2020). A description of the online process is included in +CityxChange Deliverable D3.5: Framework for a Positive Energy Champion Network.

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A1.2 Map the Open Innovation 2.0 Ecosystem

Figure A1.1: Template for mapping the Open Innovation2.0 ecosystem and for DPEB Innovation Lab orchestration.

This template can be used to collaboratively map stakeholders of the Open Innovation 2.0 ecosystem and to orchestrate Enabling Mechanisms and A ctivities forming part of the DPEB Innovation Lab P rogramme. 1. Print template at a large scale – say A1 size. 2. Refer to +CityxChange Deliverable D3.2: Delivery of the Citizen Participation Playbook, Section 3.2.2 for guidance on how to “deﬁne the community” to achieve eﬀective engagement (Burón & Sánchez, 2020, p.p. 16-19). 3. Working collaboratively, identifying potential stakeholders under each category of the Quadruple Helix by writing on the template or using adhesive notes. 4. Identify physical and virtual spaces of the DPEB Innovation Lab (see I ngredients in Section 4.3) and locate them in the I nnovation Playground. 5. Plan A ctivities and/or E nabling Mechanisms in the I nnovation Playground to connect the stakeholders. 6. Identify the DPEB Innovation Lab Steering Group composition to orchestrate the Programme or Plan composition of the Multidisciplinary Workgroup or Technical Committee for implementation of an E nabling Mechanism e.g. an open call or a Positive Energy Champion campaign. The composition of these groups may change depending on the needs of the open innovation process.

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Annex 2 – Specification for a Mini Prototyping Lab

The following document describes in detail the specification for a mini prototyping lab equipped with the most common digital fabrication technologies –3D printing, laser cutting, CNC milling, vinyl cutting and auxiliary equipment– and providing a more affordable alternative to similar specifications –such as the F ab Lab Inventory which is currently costed at around $100.000. This collection of equipment allows fabrication in a maker space of a wide range of technologies and physical objects: electronics, mechanisms, cases and enclosures, molds and tools, scaled models and a variety of functional prototypes.

This speciﬁcation was assembled and costed in March 2020 and is included to provide illustrative costs and speciﬁcation details for the specialist equipment needed to host Do-It-Together Workshops. The indicative cost of the equipment is circa €14,400.

Figure A2.1: Top left, 3D Printing FDM. Top right, Vinyl cutting. Bottom left, CNC milling. Bottom right, laser cutting.

Unit Vendor Units Price Total total Notes

3D Printing FDM €808.87

Fused Deposition Modelling is one of the most aﬀordable additive manufacturing technologies allowing to digitally fabricate small and medium sized functional objects. There is a wide range of printing materials and new

polymers are developed constantly so it is recommended to purchase an open platform to be able to access them. Minimum printing volume recommended is 150x150x150mm.

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Prusa Research €808.87

prusa3d.com

Option A

1 Original Prusa i3 Original Prusa i3 €769.00 €769.00 MK3S MK3S Full Specs and req

0.25 and 0.6 €39.87 €39.87 1 Nozzles nozzles

Option B

2 Original Prusa Original Prusa €379.00 €758.00 2 small 3d MINI MINI printers might be a good solution for increasing capacity at the same cost Full Specs and req

0.25 and 0.6 €39.87 €39.87 1 Nozzles nozzles

PCB Milling & desktop CNC €3,425.31

Desktop Computer Numerical Control milling machines allow the cutting and milling of a wide range of materials such as timber, plastics and soft metals. They can be used to fabricate parts more resistant to weather and stress than 3D printing parts. More importantly desktop CNC milling is able to prototype electronics circuits in a safer and more environmentally friendly way than using traditional chemical processes. PCB milling requires machines with high structural rigidity and precision. In recent years this type of equipment has become more aﬀordable and accessible to fab labs and maker spaces. Cutting area of 200x200x75mm minimum is recommended.

Carbide3D $2,609.52

carbide3d.com

Nomad 883 Pro Euros

1 Nomad 883 Pro Nomad 883 Pro €2,399.0 €2,399.0 Full Specs and req 0 0

Accessories

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Nomad Low Nomad Low Proﬁle €105.26 €105.26 1 Proﬁle Vise Vise

1 Nomad Flip Jig Nomad Flip Jig €105.26 €105.26

Festool €815.79

festool.com

Mobile dust Euros extraction

1 Mobile dust Festool CLEANTEC €515.79 €515.79 extractor CT 26 E 240V

1 Cyclone Oneida Ultimate €300.00 €300.00 Separator Kit Dust Deputy Systainer Cyclone Separator Kit

Vinyl Cutter €487.00

Vinyl cutting is probably one of the most accessible digital fabrication technologies as they have a low entry cost and use inexpensive materials such as paper, cardboard, thin plastics and textiles. It allows cheap and fast prototyping for the initial stages of the design. Additionally, it can be used to

prototype cheap and ﬂexible circuits for educational purposes and making wearables. Newer, smaller and more aﬀordable equipment is recommended over traditional signage cutters. Cutting width of 300mm min is recommended.

Cricut €487.00

cricut.com

Vinyl Cutter Euros

1 Cricut Maker Cricut Maker €359.00 €359.00 Small cutter better alternative to large ones Specs

Accessories

1 Cricut Marker simple and €128.00 €128.00 accessories double Cut Base 12x24 Deep cut blade Cricut Knife Blade + blade

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Laser cutter €5,540.00

Laser cutting allows fast and precise cutting of a wide variety of materials making it one of the most demanded technologies in fab labs and maker spaces. Desktop Laser Cutting can be used to cut and engrave paper, textiles, cardboard, thick plastics, timber and ﬁber based sheets up to a thickness of approximately 8mm depending on the material. A large cutting

area allows for the use of some of these materials at a cheaper cost without much processing and preparation. Also, a minimum of 80w CO2 laser is recommended for getting clean cuts on thicker materials, the dimensions of the laser tube will determine the size of the machine with a recommended cutting bed of 1000x600mm.

Thunderlaser €5,540.00

thunderlaser.co

Laser cutter Euros

1 Nova 35 80w €5,540.0 €5,540.0 Big cutting area is 0 0 adequate Specs

Other tools €4,051.00

Recommended auxiliary equipment are: 1. basic electronic workbench for soldering electronic components, test circuits and do repairs. 2. A complete

set of power tools, bench and workhorses to break down full sheets of material and ﬁnishing. 3. Safety equipment.

Electronic workbench €1,233.00

Several vendors Euro

Minscope 3.5X-90X Double Boom Stereo Zoom 1 Microscope Trinocular €410.00 €410.00 For PCB 1 Oscilloscope RIGOL DS1054Z €338.00 €338.00 prototyping

1 Power Supply Korad KA3005p €65.00 €65.00

1 Hot Air Station Quick 861DW €195.00 €195.00

1 Multimeter Fluke 17B+ €75.00 €75.00

1 Micro solder TS80 €65.00 €65.00

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Micro 1 screwdriver ES121V €85.00 €85.00

Power tools €1,870.00

festool.com Euro

Festool TS 55 1 Circular saw REBQ-Plus-FS €535.00 €535.00

1 Drill Festool CSX €260.00 €260.00

Festool RO 150 1 Sander EQB-plus €525.00 €525.00

Festool OF 1400 1 Router EBQ-Plus €550.00 €550.00

Safety equipment €103.00

Several vendors Euro

3M goggle gear 1 Eye protection 500 €18.00 €18.00

3M 6500QL + 1 Dust protection ﬁlter P3 €40.00 €40.00

Honeywell 1018953 Howard 1 Ear protection Leight Impact Pro €45.00 €45.00

Other tools €845.00

Several vendors Euro

1 Work table Festool MFT3 €620.00 €620.00

1 Horsebench Toughbuilt C700 €135.00 €135.00

Bessey GH16 clamps and 1 Clamps benchdogs €90.00 €90.00

Table A2.1: Schedule of equipment for a Mini Prototyping Lab.

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Annex 3 – Open Call Protocol For Citizen-led DPEB Solutions

This participative process allows citizens to co-create Open Calls for urban prototyping “procuring new urban products and service prototypes to be co-created with citizens and wider creative networks including entrepreneurs and start-ups” (Limerick City and County Council, n.d.). This process describes an alternative to the traditional Open Call process in which citizens can only participate by submitting proposals, by bringing co-creation mechanisms at an early phase of the whole process in line with best practice for Open Innovation 2.0 processes.

The outcome of this process is a number of selected proposals which have been analyzed by a technical committee and voted by citizens in a consultation process. The proposals would respond to a brief agreed by all stakeholders. The duration of the participatory process ranges from 4 months, to 6 and a half months. This process allows greater participation and raises greater consensus than traditional Open Calls. Citizens are involved at a very early stage of the process in key initial steps such as the brief deﬁnition and further validation. Wide consensus is achieved as proposals voted by citizens have been previously shortlisted by a technical committee ensuring technical and ﬁnancial viability.

This Open Call Protocol is an evolution of the +CityxChange Citizen Participation Playbook3 6 (Burón & Sánchez, 2020) following early implementation in +Limerick and Figure A3.1 represents a summarized version of the process.

Phase 1: Preparation

The preparation phase sets the procedure, milestones, targets & context. The desired outcomes for this phase are the deﬁnition of the schedule, target participation rates and how they will be measured, as well as the compilation and preparation of all the necessary context material for the open call. This phase usually takes between 1 to 2 weeks and it is led by the DP EB Innovation Lab Steering Group working with the M unicipality.

It is recommended to compile in a single report all previous local projects, initiatives, public debates (including press and media coverage), open calls, architectural competitions, and more being generated around the theme of the call over the years. This report will provide the necessary context for all the stakeholders during the process.

36 Burón, J., Sánchez, M. (2020). +CityxChange Deliverable D3.2 Delivery of the citizen participation playbook. h ttps://cityxchange.eu/knowledge-base/delivery-of-the-citizen-participation-playbook/ Details on the physical and online tools described can be found in Chapter 4.6 and Chapter 6.

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Figure A3.1: Open Call Protocol Process Summary Diagram.

Phase 2: Defining the brief of the Open Call

A robust brief co-created by all the stakeholders is a great way to start early engagement with potential Open Call participants and the general public. The desired outcome of this phase is a document that deﬁnes precisely the objectives and priorities of the open call. As a further engagement option this phase could include a public open debate in which initial questions are asked of citizens to inform the brief, prioritized in an open participatory process and included in the brief.

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Figure A3.2: Phase 2. Deﬁning the brief of the Open Call by +CityxChange

Step 2.1 Decide a set of questions to inform the brief

A M ultidisciplinary Workgroup is defined by the DP EB Innovation Lab Steering Group a nd decides a set of key questions that need to be addressed by the Open Call. This Multidisciplinary Workgroup has to represent all the stakeholders defined in the Q uadruple Helix Innovation Model: Citizens via neighbourhood and sectoral associations, the Local Government via the DP EB Innovation Lab Steering Group and technical staff from the different departments affected by the call’s theme (either geographical area or department), Business represented by local business stakeholders and professional bodies and Academic Research via university and other research institutions. A reasonable size for this workgroup would be between 6 to 10 people.

The Multidisciplinary Workgroup sets up a number of F ocus Working Group meetings to decide the set questions, minutes are recorded and published for accountability purposes. The C ollaborative Text online tool is used to draft, discuss and decide this set of questions.

Accountability is ensured by the publication of the F ocus Working Group’s minutes. Additionally an online debate space can be provided so general discussions about the intervention can happen in parallel to sense the pulse of citizens about the urban intervention, the M ultidisciplinary Workgroup moderates the online debate. The estimated duration of this step is between 1 and 3 weeks.

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(Optional) Step 2.2 Public responses and voting

Note: This optional step would increase citizen engagement at the early stages of the process but additional time and resources are needed –between 4 to 6 additional weeks are required and DP EB Innovation Lab Steering Group would have to moderate citizen answers in physical and online debate spaces– General public would answer the questions created in 2.1 and prioritize the diﬀerent answers using votes.

A number of physical tools could be used to boost participation: P ublic Engagement Events would be held in public forums to create face to face debate around the open call. Also, Co-design Workshops around the questions would be useful to generate robust answers created by diverse sensibilities and expertises. An O nline Debate space would be provided in which questions are answered and citizens comment on each answer, the DP EB Innovation Lab Steering Group moderates this space.

Accountability on this optional step would be ensured by using O nline Debate and O nline Voting tools. The estimated duration of this step would be between four and six weeks. The outcome would be a set of weighted answers by the general public that would articulate the oﬃcial brief.

Step 2.3 Writing the brief

This brief is written by the M ultidisciplinary Workgroup d efined in the previous step. It is important that the brief reflects as accurately as possible the results of the previous steps as well as including all the technical aspects considered by the M ultidisciplinary Workgroup so the final text balances citizen and expert considerations.

Multidisciplinary Workgroup sets up a number of F ocus Working Group sessions to write the brief, minutes are recorded and published for accountability purposes. A C ollaborative Text online tool is used to draft, discuss and write the brief.

Accountability is ensured by the publication of the F ocus Working Group’s minutes. The estimated duration of this step is between one and three weeks. The outcome is the oﬃcial brief for the Open Call.

Phase 3: Open Call

Based on the deﬁned brief in the previous stage, the Open Call is launched and proposals are submitted. Later, these proposals will be analysed by a T echnical Committee and shortlisted. The outcome will be selected proposals which have been validated by a Technical Committee. As a further engagement option this phase could include a

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Figure A3.3: Phase 3. Open Call by +CityxChange. Step 3.1 Open Call

In this step, diﬀerent teams prepare and submit proposals. If the complexity and scale of the brief requires the Open Call could be staged into two phases so only a preselected number of projects are being developed further. A Submission Desk located in DPEB Innovation Labs, Citizens Observatories or other civic spaces is enabled so proposals can be submitted physically as well as receive support for submitting. An O nline submission space is also available.

Duration of this step varies between 6 to 8 weeks. The outcome is a list of projects responding to the brief.

Step 3.2 Technical evaluation and shortlisting

A T echnical Committee a nalyses the feasibility of each proposal submitted on the Open Call and decides the winning proposals. This T echnical Committee i s formed by technical staﬀ from the local government, independent experts and researchers. The T echnical Committee sets up a number of F ocus Working Group meetings to shortlist the projects, minutes are recorded and published for accountability purposes.

The duration of this step varies greatly depending on the number of projects subjected to analysis, normally between one and three weeks.

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(Optional) Step 3.3 Consultation

Note: This optional step would increase citizen engagement at the intermediate stage of the process but additional time and resources are needed. A consultation process would be put in place with diﬀerent physical and online voting tools to select the winning proposals for implementation. Quantitative participation would be very important at this step, the consultation process would need to reach as many citizens as possible.

A number of physical tools would be used in this step including P hysical Voting Stations on specific days installed in streets and/or public buildings with high footfall. Also, O pen Events held in public forums could foster debate around the different projects. Online Voting would be a key tool in this step to facilitate a private, verifiable and trusted voting process. The minimum recommended duration of a consultation process is four weeks. The outcome would be a number of winning proposals voted by a significant number of citizens.

Step 3.4 Monitoring

Participation rate is measured and compared against targets deﬁned in Phase 1. Procedures used are analysed and new implementations and improvements are suggested. All the feedback is looped into the next Open Call. If participation rates are not met optional steps –2.2 and 3.3- can be considered for the next Open Call.

Phase 4: Implementation

Maintaining citizens engagement after the participatory process and during the project implementation phase is crucial. The DP EB Innovation Lab Steering Group is responsible for keeping the public updated on project implementation progress. In periods of apparent inactivity, caused by legal, technical and/or administrative delays, it is of great importance that citizens are informed when things take longer than expected.

Step 4.1 Prototyping

Winning proposals are developed in this step. C itizen Observatories and DP EB Innovation labs provide support –mentoring, prototyping and fabrication, community engagement and feedback– the T echnical Committee sets up a number of F ocus Working Group meetings with the proposals team to keep progress and oﬀer support. P ublic Engagement Events are held to gather feedback and citizen engagement around the proposals being developed. An Online Debate space is provided to maintain an ongoing public conversation during the development, the DP EB Innovation Lab Steering Group moderates this space. An O nline Milestones tool is able to keep track of project progress and updates in a user friendly and simple way.

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Accountability of this step is ensured using the O nline Debate space. The estimated duration of this step is between six and twelve weeks. The outcome is a series of working prototypes ready to be installed and monitored in the next step.

Step 4.2 Installation, Monitoring & Evaluation

Once the working prototypes are ready for installation, Public Engagement Events are held to present the operative prototypes, and how they will be monitored and evaluated later. If monitoring is set for a speciﬁc time period –i.e. testing of an app feature or measuring impact of an urban intervention– it is crucial to communicate those periods very clearly to the public. An Online Milestones tool is able to keep track of project progress and updates in a user friendly way, the public is able to comment on the updates. When the monitoring period ends Technical Committee evaluates the success of each proposal based on collected data and citizen feedback gathered with the Online Milestones tool compared against Open Call key performance indicators agreed on the preparation phase.

Accountability of this step is ensured using the Online Debate space and the publication of the T echnical Committee’s evaluation minutes. The estimated duration of this step is between twelve and twenty-four weeks. The outcome is the evaluation of each proposal based on the Open Call KPIs.

Step 4.3 Recording

Keeping a coherent archive of the entire Open Call process is key to the success of future calls. All the Online tools used and generated content during the process should be kept archived and linked from the main Open Call website for easy access and reference. Focus working group meeting with the DP EB Innovation Lab Steering Group, M ultidisciplinary Workgroup, T echnical Committee and P roposals Teams is held to gather ﬁnal feedback on the process. PR material in the form of short printed dossiers and videos can be produced and shared in future Open Calls.

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Annex 4 – Do-It-Together Workshops

Do-It-Together (DIT) is a recent revision of the Do-It-Yourself method powered by the newest networking and fabrication technologies3 7 (Hagel et al., 2010). DIT methods allow rapid innovation and scalable peer to peer learning in digital and physical products and services3 8 that can be facilitated locally via community meetups and workshops. DIT can be used as a way to build local capacity on PED and PEB technologies such as digital sensors or decentralized energy production. “Learning by making” has been widely recognized as a powerful education methodology suitable for people of all ages and skill levels and has sparked a recent interest in STEAM by educational authorities3 9. This guide to implementing a Do-It-Together workshop should be read with the C atalogue of Do-It-Together Projects and Hardware Communities in Annex 5. The equipment needed to host a workshop is described in the Equipment for a Mini Prototyping Lab in Annex 2. Do-It-Together workshops can become part of the Framework for DPEB learning and education described in +CityxChange Deliverable D3.4.

Objectives

● Build local capacity on new and/or emergent technologies by experimenting with them directly.

● Increase awareness on multi-faceted and complex local challenges turning debates into hands-on events.

● Co-create local solutions together with end-users and citizens which could be tested, prototyped and scaled up.

Implementation

● Preparation Stage:

○ Check list: - 7-8 weeks before: ordering material/components/kits/tools - 3+ weeks before: advertising, marketing material - 1 week before: tools required, unpack and look, tech check, getting familiar with software and hardware in advance

37 Hagel, J., Brown, J. & Davison, L. (2010) Harvard Business Review. From Do It Yourself to Do It Together Retrieved July 17, 2020, from h ttps://hbr.org/2010/02/from-do-it-yourself-to-do-it-t.html

38 H agel, J., Brown, J. & Davison, L. (2010) The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion

39 Walsh, B. (2014) Harvard School of Education. Learning by Making Retrieved July 17, 2020, from https://www.gse.harvard.edu/news/uk/14/10/learning-making

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- At the event - unboxing, presentation, other speakers? - Following the event - feedback from participants

○ Diversity and Inclusion: Tech related events generally suﬀer lack of diversity so it is important to plan them in ways to make them more inclusive. i.e. Consider choosing facilitators from underrepresented groups (Christian, 2017)4 0 and keep the event welcoming and safe for other groups (Aurora, 2017)4 1

● Communication:

○ Minimum requirements: Cover image for web and social media; blur (150 words) describing the event, what will happen, who can attend, duration and what will be done; Social media extracts (240 characters)

○ Design a community-wide advertising campaign; combine physical (posters in the neighbourhood and civic buildings) and digital strategies (social networks, mailing, newspapers).

● Delivery:

○ Location: choose a well known location and hold the event during weekends or evenings to ensure participation.

○ Facilitation: Foster open participation and transparency. Remember that the technology presented is not the goal but the medium for learning and engagement.

● Feedback:

○ Collect feedback from participants and send them updates about the work progress after every session.

○ Maintaining citizen privacy rights is a must.

External references

● Citizen sensing lab at Fab Lab Limerick is a series of regular DIT workshops to introduce, develop and co-create a community around open source environmental digital sensors in Limerick as part of the +CityxChange project.

40 Christian, B. (2017) How to make your tech event diverse and inclusive Retrieved July 27, 2020, from h ttps://www.wired.co.uk/gallery/how-to-make-your-tech-event-diverse-and-inclusive

41 Arora (2017) How exclusive tech events can foster an inclusive tech community https://medium.com/samsung-internet-dev/how-exclusive-tech-events-can-foster-an-inclusive-tech-c ommunity-db8d57a3a460

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● DemandEnergyEquality.org oﬀers practical workshops to build renewable power and explore the future of energy4 2

● Doing It Together Science (DITOs) was a project supported by Horizon2020 to enhance the awareness of citizen science and DIY science at both public and policy level.4 3

42 D emandEnergyEquality.org (2020) Retrieved July 17, 2020, from https://www.demandenergyequality.org/our-workshops

43 Doing It Together Science (2016) Retrieved July 17, 2020, from https://www.ecsa.citizen-science.net/ditos

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Annex 5 – Catalogue of Do-It-Together Projects and Hardware Communities

This Annex analyses a range of existing do-it-together projects and hardware communities to oﬀer resources for technology and data literacy, lowering the threshold towards local entrepreneurship on energy transition, and engaging more groups of citizens in the development of successful DPEB.

For this analysis open source hardware projects and communities have been prioritized, meaning projects using licenses available by the Open Source Initiative. These licenses allow open access to electronics, software and physical designs so they can be evaluated regarding its suitability for kickstarting local communities of interest around those projects and technologies.

Also, analysis has been made regarding the capacity of each project to be prototyped –and small batch manufactured– using aﬀordable digital fabrication technologies like the ones described in the digital prototyping lab. This would not only facilitate local prototyping of the project but the capacity of tinkering and building upon existing and mature projects with active global communities that can support local groups with fewer skills and expertise.

The analysis focused on projects and communities working on the energy transition challenge with three primary categories emerging: Environmental Sensing, Energy Generation and Energy Storage – the Environmental Sensing category being the most developed in terms of numbers of projects and maturity. The other two categories appeared later and lack at this point the critical mass necessary for building resilient Do-It-Together projects and communities. They show great potential in the short term as related technologies (batteries, Solar PV, e-mobility and more) are becoming rapidly more aﬀordable. For this reason, the analysis focuses ﬁrst on the Environmental Sensing category with a plan to revisit the other two categories through Do-It-Together workshops and Community-led Open Innovation activities in the future.

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A5.1 Contents of Catalogue

Environmental Sensing Aircitizen Smartcitizen & Making Sense Communities Aircasting luftdaten.info OpenenergyMonitor

Open source projects Open Source Building Science Sensors (OSBSS) MyPart Simple Air Sensor Smart Environmental Monitoring using oﬀ the shelf components City Air Quality

Purpleair, Babelbee, Citizen Sense, Footbot, Air Quality Other relevant references Sensor Performance Evaluation Center, Public Lab, Air Quality Egg, Ourairquality & Pi-air

Airpi & Skyweather Weather stations

Energy Generation Sunsaluter WindpowerWriter

Brushless motor Other relevant references

Energy Storage Jehu's DIY Powerwall PCB Project Second life storage Other relevant references

Other Categories Phi.is Daisee Vilawatt

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A5.2 Environmental Sensing - Communities

Aircitizen

Status: A ctive project Website Documentation mostly in http://aircitizen.org French

Born from the 'OpenAir/Quel est ton air ?' projects, the AirCitizen brings citizens the ability to monitor their environment by creating mobile environmental stations in Fablabs that include low-cost and open source sensors. Performing in situ measurements of the environment via mobile measurement sessions with the help of climatologist-geographers. The project includes technical documentation as well as workshops and events done by the community, they don't sell any kits so sensors have to be manufactured from scratch using Fablab-type facilities. There is no cloud based service to host the data, this has to be set up from scratch as well. Part of the Fab Lab global community so likely to collaborate and share their experience.

Aircitizen provides design files for 3 different versions of the sensors including electronic schematics, firmware and enclosures. The sensor boards are connected to different versions of the arduino hardware platform and can be extended with off-the-shelf arduino hats and modules for additional sensors, wifi connection, energy management and more. PCB designs can be manufactured with desktop CNC milling machines commonly available in fab labs and maker spaces using common engraving bit sizes –design files might need minor adjustments before gerber files are created–. Surface mounted components are from package sizes that can be soldered by hand easily so the project is well suited for local maker communities and hands on electronic workshops.

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Figure A5.1: Aircitizen sensor PCB board prototyped using desktop CNC milling machine.

Aircitizen also provides design ﬁles for a number of cases, chassis and enclosures using common digital fabrication technologies such as FDM 3D printing and laser cutting. A number of these designs available on the A ircitizen’s Github repository have been tested and are found suitable for kickstarting local maker communities and hands on electronic workshops. It is worth mentioning that the project was originally started by the french fab lab network so documentation is mainly written in French.

Figure A5.2: Aircitizen prototypes of diﬀerent enclosures using FDM 3D printing and laser cutting.

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Smartcitizen & Making Sense

Status: A ctive project Website EU funded project ended https://smartcitizen.me/ and h ttp://making-sense.eu 2017

Smartcitizen is a team of passionate people who believe data is critical to inform political participation at all levels. The community has developed tools for citizen action in environmental monitoring and methodologies for community engagement and co-creation. For the past three years, they have been working on an updated version of the hardware Kit. The new kit is available through Seeedstudio online shop. Everything is very well documented and source hardware and software ﬁles are shared with open source licenses. They host an active forum and good documentation.

Making Sense is a project to empower citizens through personal digital manufacturing applied to the design and deployment of environmental sensors. The project explores how open source software, open source hardware, digital maker practices and open design can be eﬀectively used by local communities to fabricate their own sensing tools, make sense of their environments and address pressing environmental problems in air, water, soil and sound pollution. Making Sense was co-funded by the European Commission within the Call H2020 ICT2015 Research and Innovation action. Grant agreement number is 688620. Making Sense is part of the call for CAPSSI Collective Awareness Platforms for Sustainable Social Innovation. Great framework documents and toolkits.

Smart citizen provides a number of open hardware Github repositories including documentation and design ﬁles to fabricate locally all the necessary e lectronics and diﬀerent e nclosures. A number of these designs were tested using the mini prototyping lab to check that they are suitable for local fabrication technologies such as PBC milling and 3D printing.

Both main and sensor boards are double side PCBs so they can be fabricated locally using desktop CNC milling machines. This is particularly useful when developing new form factors for urban sensors that could be adapted to local urban conditions and regulations. PCB density is suitable for CNC milling but it might need the smallest engraver bit size (0.125" PCB Engraver) to achieve best results. Project provides eagle board and schematics source ﬁles so changes can be made easily.

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Figure A5.3: SmartCitizen sensor PCB board prototyped using desktop CNC milling machine.

A number of diﬀerent 3D printed cases were tested. They range from fast clip PCB holders for temporary installations to waterproofed enclosures for permanent installations. All the designs are suitable for Fused Deposition Modeling (FDM) technology with minimal need for support structures. STEP sources ﬁles are provided so design alterations are possible.

Figure A5.4: SmartCitizen enclosures prototyped using FDM 3D printing machine.

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Aircasting

Website Status: A ctive project http://aircasting.org/

AirCasting is an open-source, end-to-end solution for collecting, displaying, and sharing health and environmental data using your smartphone. The platform consists of sensors that detect changes in your environment and physiology, including a palm-sized air quality monitor called the AirBeam, the AirCasting Android app, the AirCasting website, and wearable LED accessories. By documenting and leveraging health and environmental data to inform personal decision-making and public policy, the AirCasting platform empowers citizen scientists and changemakers. The community is not big and mostly concentrated in USA. They host a forum which is not very active. There are step by step tutorials to build your hardware sensor but only in P DF which does not allow for updates, bug ﬁxing and community feedback. They also share the source code for their mobile apps and cloud service.

Aircasting oﬃcial enclosures can be d ownloaded for local fabrication but designs are not suited for Fused Deposition Modeling (FDM) technology. Source designs are not provided so the creation of custom enclosures is time consuming. Electronics schematics and code are available on a g ithub repository but PCB density and complexity is not suitable for CNC milling, PCB is not modular as sensors and microcontrollers are placed on the same board.

Figure A5.5: Aircasting provides ﬁles for local prototyping but designs are not well suited for local prototyping. luftdaten.info

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Website Status: A ctive project https://luftdaten.info/en/home-en/

The OK Lab Stuttgart is part of the Code for Germany program of the Open Knowledge Foundation Germany. The goal is to promote transparency development, open data and citizen science. luftdaten.info is one of their projects, an open source particulate matter sensor and a cloud software to visualize the data globally. They provide good hardware and software guides to build your own sensor and upload the data to their cloud database.

PCB, enclosures and additional design files are distributed in a G ithub repository All designs –electronics, enclosures and mechanical parts– are suitable for desktop digital fabrication technologies. All Luftdaten designs used off the shelf parts such as PVC pipes or waterproof electrical boxes, some of these parts are based on german supply chains and might be difficult to find in other locations –e.g. Electrical box dimensions are based on german standards sizes– Source files are provided so they can be adapted to other dimensions although complete assembly files are not available making this localization a bit more cumbersome.

Figure A5.6: Luftdaten prototypes of PCB board and enclosure using 3D FDM, CNC Milling and Vinyl cutting.

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OpenenergyMonitor

Website Status: Active https://openenergymonitor.org/ and active community https://github.com/openenergymonitor since 2015

Open source monitoring for understanding energy. The OpenEnergyMonitor system has the capability to monitor electrical energy use / generation, temperature and humidity. The system is made up of ﬁve main units. These can be assembled and conﬁgured to work for a variety of applications. The system is fully open-source, both hardware and software. All hardware is based on the Arduino and Raspberry Pi platforms. It has an active community with great documentation and learning resources. They also sell kits. Emoncms is a powerful open-source web-app for processing, logging and visualising energy, temperature and other environmental data part of the OpenEnergyMonitor.org project. https://emoncms.org/ The website hosts a very active community forum and a up to date blog, hardware and software guides are well documented and useful.

A5.3 Environmental Sensing - Open source projects

Open Source Building Science Sensors (OSBSS)

Main website Status: Latest updates 2016 http://www.osbss.com

The O pen Source Building Science Sensors (OSBSS) Project is developing and documenting protocols for designing and constructing a network of inexpensive, open source, and synchronized devices based on the Arduino platform for measuring and recording long-term indoor environmental and building operational data. ● CO₂ sensor ● Proximity sensor ● Temperature and Relative Humidity ● Surface or air stream temperature ● Light intensity sensor ● Equilibrium relative humidity ● Dual IR beam-break occupancy counter ● On/oﬀ state logger ● Diﬀerential pressure ● Particle sensor

The O pen Source Building Science Sensors (OSBSS) Project is funded by the Alfred P. Sloan Foundation through their program on the Microbiology of the Built Environment.

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OSBSS is housed within the Built Environment Research Group in the Department of Civil, Architectural and Environmental Engineering at Illinois Institute of Technology in Chicago, IL. OSBSS is also aﬃliated with the ACE College of Engineering Program for Undergraduate Research in Engineering. They have a vast section of step by step hardware tutorials to build your own sensors. They don't host a community forum but they have an active comments section on each tutorial, the blog is out of date. There is no cloud hosting for the data so each user maintains its own data.

OSBSS consist of 11 diﬀerent sensors, all of them have a respective tutorial/documentation web page in which the fabrication process is explained step by step, including bill of materials and references. All the sensors act as simple data loggers lacking connectivity and power management. Also, no enclosure designs are provided limiting their functionality outside educational events on circuit making. On the other hand, OSBSS sensors are fabricated using a solderable breadboard assembly and arduino pro mini as the microcontroller so all the devices can be prototyped without any digital fabrication equipment or special electronic lab equipment apart from a soldering iron and through hole electronic components.

MyPart

Website Status http://www.hybrid-ecologies.org/projects/9-mypart Part of a research group and published on 2016 and https://www.instructables.com/id/How-to-Build-a-Port iterated few more times able-Accurate-Low-Cost-Open-Sou/

MyPart, the ﬁrst personal, portable, accurate, open source air particle sensor. This is a project by Rundong Tian, Sarah Sterman, Chris Myers, and Eric Paulos, members of the Hybrid Ecologies Lab at UC Berkeley. Since publishing this research at CHI 2016, they have further iterated on the mechanical and electrical design of the sensor. In addition, they have documented detailed build instructions for the sensor itself, as well as a test chamber for running various automated experiments. This project presents a more scientiﬁc approach than the others with a clear methodology to test and calibrate the sensors. Well documented, recommended for scientists and engineers.

Simple Air Sensor

Website Status https://publiclab.org/wiki/simple-air-sensor Well documented

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This is a prototyping and onboarding kit for study design around air sensing. It is also part of an eﬀort to develop an open source project and community that functions similarly to #PurpleAir, so that, over time, people can transfer the expertise they've developed as #PurpleAir users regarding installation, organizing, communication, etc to an open source ecosystem. Well documented and the organization provides a simple kit to get started using oﬀ the shelf components (no custom PCB needed) There is no cloud service to upload the data so data remains on individual devices. Kit is simple enough to get non-experts on board.

Smart Environmental Monitoring using oﬀ the shelf components

Status Website Not very detailed https://www.hackster.io/alapisco/smart-environmental documentation. Not active -monitoring-2552bb since 2016

Small, and easy to use device to monitor temperature, humidity, noise levels, luminosity and atmospheric pressure across a city. The project is hosted on Hackster, a community dedicated to learning hardware. Not very well documented, not recommended for novice users.

City Air Quality

Status Website Part of a competition https://hackaday.io/project/8334-city-air-quality The 2017 Hackaday Prize

This project documents an experimental setup to track pollution, ultimately turning to a device that can be used in cities, based on IOT topology.

A5.4 Environmental Sensing - Other relevant references

● Purpleair: A n open source air quality monitoring solution for home enthusiasts and air quality professionals alike. h ttps://www.purpleair.com/ ● Babelbee: A n open source power meter and grid analyser. With Babelbee you could build a Grid Analyser, Control a Power Generator or Design a new EV Charging System. It has not been updated in a few years. h ttp://www.babelbee.org/ ● Citizen Sense: The Citizen Sense project is led by Professor Jennifer Gabrys and is funded through a European Research Council (ERC) Starting Grant. The project,

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which began in January 2013, investigates the relationship between technologies and practices of environmental sensing and citizen engagement. Not updated since 2017 h ttps://citizensense.net/ ● Footbot: An open source project also known as Airboxlab became a commercial project called Footbot. Footbot pioneers innovative air monitoring products, services and technologies that lead to improved air quality indoors h ttps://foobot.io/ https://cdn.rawgit.com/airboxlab/Hardware/master/Assembly_Instructions/assembly _instructions.html ● Air Quality Sensor Performance Evaluation Center: In an effort to inform the general public about the actual performance of commercially available “low-cost” air quality sensors, the South Coast AQMD has established the Air Quality Sensor Performance Evaluation Center (AQ-SPEC) program. The AQ-SPEC program aims at performing a thorough characterization of currently available “low-cost” sensors under ambient (field) and controlled (laboratory) conditions. http://www.aqmd.gov/aq-spec/ ● Public Lab: A community and non-profit democratizing science to address environmental issues that affect people. The science, technology and data in Public Lab are community-created and open source. We utilize our open data to advocate for better environmental management, regulations and enforcement. We focus tool development on creating tools that are low cost, open source, easy to use, built through public participation and collaboration, supported by a network of practitioners, produce meaningful, understandable and high quality data. https://publiclab.org ● Air Quality Egg: A n integrated, versatile, and fun learning tool with open-source hardware, a robust web and mobile application, and Next Generation Science Standards curriculum. With the Air Quality Egg learning system, everyone can easily conduct real scientific experiments using real-time air quality data that you, and others from around the world, collect and share. Started as a open source project backed by a successful kickstarter campaign, right now is a commercial project focused on education h ttps://airqualityegg.com/ ● Ourairquality: A community group mapping air quality with low cost sensors and who are designing a low cost air quality monitor that can log a few days of measurements, be accessed via WiFi as an access point, and post measurements to a server when connected to the Internet. h ttps://ourairquality.org/ ● Pi-air: Individual project offering both hardware and software solutions well documented and complete. Suitable for learners in hardware and software development https://www.rigacci.org/wiki/doku.php/doc/appunti/hardware/raspberrypi_air

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A5.5 Environmental Sensing - Weather Stations

● Airpi: The AirPi is a Raspberry Pi shield kit, capable of recording and uploading information about temperature, humidity, air pressure, light levels, UV levels, carbon monoxide, nitrogen dioxide and smoke level to the internet. http://airpi.es/index.php ● Skyweather: This kit is a perfect technology project to learn all about the weather and how to sense the environment around you. Including Air Quality and Lightning. Right here. Right in your neighborhood. https://shop.switchdoc.com/products/skyweather-raspberry-pi-based-weather-stati on-kit-for-the-cloud ● PiJuice: R aspberry Pi Solar Weather Station Instructables Raspberry Pi weather station that was able to sustain itself oﬀ grid and send me the results through a wireless connection, from anywhere! This project really has had its challenges, but luckily powering the Raspberry Pi is one of the main challenges that has been made easy by using the PiJuice as a power supply with it's added solar support (complete with our revolutionary PiAnywhere technology – the best way to take your Pi oﬀ the grid!). h ttps://www.instructables.com/id/Raspberry-Pi-Solar-Weather-Station/

A5.6 Energy Generation

Sunsaluter

Website Status https://www.sunsaluter.org Lowtech Good assembly guides

Making solar power easy and accessible for everyone. SunSaluter is a 501(c)3 non-proﬁt organization dedicated to improving energy and water access in the developing world through our SunSaluter technology. Get 30% more energy and ﬁltered water with our revolutionary solar trackers.

WindpowerWriter

Status Website Well documented and https://www.makesea.com/web/claimer/windpowerWriter active

Kits available

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The goal of this project is 3D-printing a fully functional Wind Turbine (WT) at small scale, using commonly available printing technologies and materials. The WT is able to generate electrical energy in order to supply a small consumer component. The main motivation of this project isn’t the actual resolution of an energy problem for a small consumer electronics device, but the exploration of available technologies and their application.The Wind Turbine is an open, modular design.

Brushless motor

Website Status https://www.makesea.com/web/claimer/brushless-motor Well documented kits available

Open source brushless motor, which can be controlled by a common ESC from RC-toys. It’s powerful enough to drive a car (eﬃciency is higher than 60%). The motor can be 3d-printed with a common printer (Ultimaker, Makerbot). Non-printable parts are easy to source on ebay or other online-stores.

Other relevant references ● SunZilla: A solar-powered generator that provides a clean and easy-to-use alternative for oﬀ-grid electricity supply. Its battery storage ensures a reliable and ﬂexible supply even at night or on less sunny days. Initially open source (https://www.instructables.com/id/Pop-up-Solar-Generator-SunZilla-30/) but it has turned into a commercial/educational project h ttps://sunzilla.de/ ● Solar-OSE: Solar Concentrator for Steam Generation This document describes the construction of a linear Fresnel solar concentrator. The prototype is adapted for heat needs between 100°C and 250°C. https://www.instructables.com/id/Solar-OSE-Solar-concentrator-for-steam-generatio n/

A5.7 Energy Storage

This is the least developed theme regarding Open hardware communities as commercial developments (such as Tesla Powerwall) are still very recent. The do-it-yourself communities are not mature yet and organize around less formal channels such as forums and youtube channels.

Jehu's DIY Powerwall PCB Project

Website Status https://kit.com/jehu/jehu-s-diy-powerwall-pcb-project Kits available

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These boards house 7 18650 cells in series for 24v, It allows you to stack several boards using standoﬀs and it electrically connects one board to the next to scale your 24v battery pack to a recommended max of 50 boards. Every board includes several fuses and fused balanced leads for individual cell group voltage monitoring and BMS balancing.

Second life storage

Website Status: Very active since https://secondlifestorage.com/ 2002

An online community about DIY energy storage solutions.

Other relevant references ● Motherboard: T he Fixers Using Recycled Laptop Batteries to Power Their Homes https://www.youtube.com/watch?v=cNbsiZcwGSY

A5.8 Other Categories

Phi.is

Website Status: Inactive since 2018 https://phi.is

An interface to P2P energy. Phi is an easy-to-use environment for simulating, ﬁnding investment for, and managing clean and decentralized energy systems. In the transition from fossil fuels, we need to create, store, and use electricity in more collaborative ways. With Phi everyone can run collaborative energy projects on the blockchain. Phi was developed as part of the New Normal education programme at Strelka Institute for Media, Architecture and Design.

Daisee

Website Status: Inactive since 2018 https://daisee.org

DAISEE is an action-research program for people who consider Energy as a Common(s). Hybridize communities, disciplines and universes to address the complexity of energy

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October 30, 2020 transitions. Build the conditions for the shared governance of energy at the local and regional scale by ALL grid stakeholders.

Vilawatt

Website Status: Active http://www.vilawatt.cat Urban Innovation Action http://www.uia-initiative.eu/en/uia-cities/viladecans

Innovative local public-private-citizen partnership for energy governance. Vilawatt is an energy transition project for the municipality of Viladecans and focuses on unleashing the much needed energy renovation of residential buildings. The ﬁrst proposal addresses buildings in low-income communities, where the greatest eﬀort is needed. In this line, the district of Montserratina has been chosen to begin this transition. It has 20,216 inhabitants (30% of the total of the city), 8,026 homes (of which 6,203 were built before 1976 and, therefore, before energy regulations existed) and the district's annual income is 15% lower than the average of the city. Construction of an energy company and a local currency between City Hall, citizenship and economic activities with the purpose of improving buildings and community capacities.

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Annex 6 – Further Guidance on Successful Collaboration

A6.1 Collaborative Operating Structures and Collaborative Governance

A contingency model for collaborative governance devised by Ansell and Gash (2008) following a meta-analysis of literature on collaborative governance, identifies variables which impact on effective collaboration and factors vital to success, all intended to inform the practice of collaborative governance. These variables are categorised as “Starting Conditions” which can influence the process, “Institutional Design” which sets out the rules governing the process, “Leadership” which facilitates and mediates the process, and the “Collaborative Process” itself which is characterised as a cycle (Ansell & Gash, 2008, p.550).

Figure A6.1: A model of collaborative governance from Ansell & Gash (2008, p.550).

Ansell and Gash (2018) subsequently propose collaborative platforms that replicate, scale up or extend collaborative governance over space and time as a proactive instrument or policy in the context of partnership towards the UN SDGs which can facilitate open innovation. Characteristics of “modularity” – a structure which enables the reconﬁguration of its elements; “strategic intermediation” – the prioritisation of intermediation over control; and “design rules” – where module or platform interfaces are designed to facilitate and manage collaboration and where rules govern access and eligibility to participate, are identiﬁed as contributing to a collaborative platform’s success and ability to adapt to change (Ansell & Gash, 2018, pp. 16-17).

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Figure A6.2: Characteristics of Collaborative Platforms from Ansell & Gash (2018, p.26).

This analysis of collaborative governance, scaled up as collaborative platforms, has been assimilated into thinking on smart city collaborations in the context of civic tech (Gilman, 2017), open innovation and living labs (Ansell & Miura, 2020) and is alloyed with Open Innovation 2.0 as a foundation for proposed +CityxChange DPEB Innovation Lab collaborations and for this framework.

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