origin of spaces / research guide - innovative practices for sustainable multidisciplinary clusters...

Origin of Spaces - innovative practices for sustainable multidisciplinary clusters - research

RESEARCHGENERAL guide

NOVEMBER 2014

Origin of Spaces innovative practices for sustainable

multidisciplinary clusters


COMMUNICATION

ACTION

successstory

PEOPLEPROFILE

PLACEPROFILE

IMPACT

INTENTION

CONVICTION

initiatives

meetings

events

actions


introduction

This document will give the basic elements that will help us throughout our work on the Research phase. It concerns the work that needs to be produced and validated by all teams. Each team should develop a self-critical position towards it’s own practice, collect themselves the necessary research material, helped by tested techniques that can be learned on the way (such as a Needs Analysis and a Skills Audit.)

With our collective individual approval, all teams will be working in similar ways on the common objective. It is important that we have a common understanding of the work, so that everybody’s investment will be treated with mutual respect. Together, we’ll make the results go beyond the initial expectations. The cross-referencing of our experiences will select only the best of our practices.

But, for that it would be good that everybody confi rms that they understand by checking the box at the borrom of each page. That way we can all rely on everbody’s engagement.

To make it accessible to everybody, I will be available to go through this guide to-gether. I will get in touch for a conference-call to make sure we all understand.

☐ WE UNDERSTAND ...

The guide will take you through the following subjects by means of 14 questions:

A. Re-Defi nitionsB. Planning

1. Objective Outline2. Collection3. Analysis4. Interpretation5. Conclusions6. Results

C. Success-story example


A/ (re) DEFINITIONS

The Kick-Off presentation of 16 october in Bordeaux spoke of :

• Cases• Shared Values• Value Chains

• Places• People• Cases• Replicable Value Chains

• Simple Strategic Rules

Through discussions, during the meetings with you, and with our french team after-wards, the meaning of these ‘words’, these ‘handles’ of the process, have become more clear. The recurring term ‘Replicable Value Chain’ has gained meaning. It is necessary to redefi ne it at the beginning of our work.

The pursued results, once called ‘Replicable Value Chains’ have taken the appearance of ‘Success Stories’. The idea behind this is the human factor, the compelling power of human experience. It is not sectorized into numbers, actions, styles, events, or whatever. It is a story, it’s an entrance into each cluster’s reality.

Origin of Spaces - researchinnovative practices for sustainable


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simple rule - 1 simple rule - 2 simple rule - 3 simple rule - 4 simple rule - 5

“REPLICABLE VALUE CHAINS”

Places Profi le People Profi le Components + Stories

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We’ve defi ned 3 areas of investigation :

I. PROFILESThese are the factual background profi les of the Places and the People - the ‘hardware’ and ‘software’. (see 2/ COLLECTION).

II. COMPONENTSThese are the 5 components of the “Replicable Value Chain” as presented at the Kick-Off : Conviction, Intention, Communica-tion, Action, Impact. These are the organia-tions, the events, the actions and techniques, the way we work.

III. STORIESThese are the ‘Succes Stories’, the integral versions of the Replicable Value Chains, all 5 components stuck together.

When we investigate our practices, we will choose our Succes-Stories, look for the Components that made those Stories hap-pen, and draw that up against the back-ground of the profi les.

An example of such a Succes-Story will fol-low at the end of this document.

☐ lewisham 1 ☐ lewisham 2☐ pula☐ bordeaux☐ bilbao☐ lisbon

☐ WE UNDERSTAND THESE DEFINITIONS




CASES

SHARED VALUES

VALUE CHAINS

INTENTIONSCOMMUNICATIONACTIONSIMPACTS

CONVICTIONS

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1. 2. 3. 4.DEBATE TASKS WORK RESULT

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B/ PLANNING

In order to get the work done, let’s not wait for the last minute to get started, we need to work all along the year.

If we reason backwards, we can see we need to have the results ready for the Multilateral meeting in Lisbon in October 2015, when we will be handing them over to the Toolbox team. This means that we need to organise our work towards that moment.

We, the coordinators, need to know in ad-vance if you think you can manage this plan-ning.

The deadlines would look like this. For each deadline the details will be given in the com-ing pages :

19 December 2014 : OUTLINEEach task outline with 5 Success-Stories must be handed in for discussion, evaluation, and validation.

20 March 2015 : COLLECTIONAll the Profi le information has to be collected : the ‘Places’ and ‘People’, the Success-sto-ries and the Components behind them. 18 May 2015 : ANALYSISAll the info must be assembled to make it comprehensible and shareble for collective evaluation, and validation.

19 July 2015 : INTERPRETATIONThe collective evaluation will yield new in-sight, for each type of information, and the Success-Stories, and other representations can then be improved,

18 September 2015 : CONCLUSIONS5 Themes, 5 Profi les (H/S), 5 Success-sto-ries, 5 simple rules, 1 fi nal report


☐ we AGREE WITH THE PLANNInG


1/ OUTLINE

The fi rst thing we need to agree upon is the way we will proceed. Here’s how we see it - do you agree? Should it be corrected, complemented. Please tell us?

Deadline 19 December 2014

*) cluster specialitiesFR - ecological transition, HR - participatory governanceES - local partnershipsPT - multidisciplinary co-working UK - social entrepreneurship

{ pula 2/5 } { Bordeaux 2/5 } { bilbao 2/5 } { london 2/5 } { lisbon 2/5 }

Q1 : Are you OK with your cluster speciality *)? Everything you do from now on, should be done from that perspective.

Q2 : Do you have acces to knowing your cluster in a spatial sense, according to what’s defi ned in the ‘Places’ profi le? (see ‘2/ COLLECTION’)

Q3 : Do you have acces to knowing your cluster in a human sense, according to what’s defi ned in the ‘People’ profi le?(see ‘2/ COLLECTION’)

Q4a : What are your 5 most exemplary suc-ces stories? (See example at the end..) Meet, talk, read, think, search, and fi nd the most convincing Success-Stories of you cluster. Don’t forget the hidden heroes. We need 5 so that they can be evaluated collectively by the 5 partners. Together we will choose which are the most compelling stories.

Q4b : What are your 5 usefull Failure-Stories? It seems contradictory, but there’s a lot to be learned from errors, so we need to share them.

Q5 : Break down your Succes-stories into the 5 components : conviction, intention, com-munication, action, impact.


☐ WE confi rm the outline



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2/ collection

Next, we need to collect all the information to know our clusters.

Q6 : Describe your cluster in a spatial sense according to the ‘Places’ profi le *),

Q7 : Describe your cluster in a human-resource sense according to the ‘People’ profi le **),

Q8 : Every team will receive 5 Success-Sto-ries of the 4 other partners, and be asked to put them in order of Most to Least Compel-ling. After these results, we will continue our work with the 2 best of our Stories. For these 2 best Stories start gathering evidence for the 5 story-components from question Q5, the convictions, the intentions, the communi-cation, the action and the impact :

interviews, fi lms, photos, documentaries, articles, publications, etc. Get in touch with local collegues, teams and groups, and exte-rior stakeholders or neighbours, anybody rel-evant - bus drivers, gas company technicians, hidden heroes, toursists, people outside the cluster,....

...as long as they contributed to the succes-stories.

Deadline 20 March 2015

*) Places profi leCity (name), Population (number, ethnic groups, ..), Cluster location (on city map), Distance to city centre (in km), Terrain surface (in m2), Interior fl oor area (in m2),Rented fl oor area (in m2), Common fl oor area (in m2),

**) People profi leOwner profi le (public / private / ..), Cluster initiation date (.), Tenants profi les (by activity category), Press articles (professional, popular, ..), Home-work trajectories (in km),Transportation used by tenants, Transportation available to tenants, Opening hours (XX/24, X/7), Number of visitors (per day, week, month, ..), Initial construction / renovation budgets (eu), Rental costs/incomes/yield (global, average), Local economy (global, average, external funding)


☐ WE confi rm the data collection


3/ analysis

When all the information is gathered, we should now assemble it into complete schemes. We have to make sure we have everything : the ‘Places’ profi le, the ‘People’ profi le and Success-Stories in 5 components. Carefully check your expectations with your fi ndings. What are you missing?

What we’re setting up should be relevant for all 5 partners. So we’ll go further than assess-ing ourselves - the other partners will have a look at it. The mechanism is quite simple - once you see how others set up their profi les, you’ll have a new look on your own profi les?

Deadline 18 May 2015

Q9 : MAKE A MAP. Put all the ‘Places’ info on the table, and assemble them into a plan with a legend, giving a spatial background to the life in your cluster. With Post-its on a paper map, or tags on a Digital map... Make it understandable for others, and share it with the partners.

Q10 : MAKE AN ORGANOGRAM. Put all the ‘People’ info on the table, and assemble them to an organogram, giving you the socio-economical background of life in your cluster. Does it look like you? Make it understandable for others, and share it with the partners.

Q11 : Take the 2 chosen Success-Stories, and the supporting ‘evidence’ for each of 5 components, and make things clear : Who? Why? Where? When? What? It has to go from the Convictions, all the way to the Impact.

The components must be exchanged with the other partners! Exchanging the material will avoid that the resulting Simple Strategic Rules *) would contradict themselves.

*) = Replicable Value Chain = Success-Story


☐ WE confi rm the daTa ANALYSIS


4/ interpretation

After the work of the analysis phase, we now know we have all the information, and we have comparable material. This means we can now cross check the validity of every-one’s practices. How does the material from one partner compare to that from another? This is the moment when we rule out the risk that one cluster’s practice contradicts the other’s.

Deadline 19 July 2015

Q12 : Evaluate your partner’s Profi les, and compare them to your situation. Could you apply their context to you? Would you man-age in their situation? Q12a : In the case of the ‘Places’, one could identify a spatial typology : rural, urban, met-ropolitan, brownfi eld, etc..Q12b : For the ‘People’ one could identify a demographic typology : %NGO + %business + %cultural, etc...?

Q13 : Take your partners Components-info (interviews, articles, etc.) and check them against your speciality, for example : can the ‘evidence’ of Conviction for Participatory Governance in Pula stand strong in the con-text of Lisbon Coworking? Or otherwise : can Lisbon be convinced to apply Pula’s Partici-patory Governance experiences?

Q14 : Look closely at your Success-Stories. With story-components coming back from the exchange, can we ‘adapt’ the Success-Story, so that it takes other partner’s views into account.


☐ WE confi rm the daTa interpretation

pula Bordeaux bilbao london lisbonOrigin of Spaces - researchinnovative practices for sustainable


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5/ Conclusions

Things now have to be seen as a whole. Five simple rules must be found, one for each of the 5 themes.

Given the ‘Places’, and the ‘People’, both established as a background, the Compo-nents can be identifi ed and contextualized. The Components (organizations, manifestos, mission statements, events, meetings, etc) are the constituent parts of the Succes-Story (of two stories, at least one has to survive).

We can now see a Place with People, and a Case than can be exemplary within its theme, as it came to be according to the hinterlying Components of ‘Conviction, Intention, Com-munication, Action and Impact’. Can we now extract the Simple Strategic Rule, valid for a specifi c theme, and not contradictory with any of the other 4 themes? Is it simple? Is it useful? Is it replicable?

Deadline 18 September 2015

We can now line things up :

For each partner, within the context of their theme, one simple rule should emerge from a Succes-Story on : + ecological transition (FR), + particpatory governance (HR), + local partnerships (ES), + multidisciplinary co-working (PT), + social entrepreneurship (UK), + ?

For each Story Component (5) there will be ‘evidence’ such as : + Leaders, + Teams, + Stakeholders, + Mission Statements, + Initiatives, + Meetings, + Events, + Conferences, + ?

For each Story and its Components there will be background facts in a 2 profi les : + The ‘hardware’ of the Places profi le,+ The ‘software’ of the People profi le,

Five Simple Strategic Rules for a Transitional Practice.. Are we there yet?



6/ results

Deadline October 2015

From the beginning untill the end, the em-phasis has been on the Replicable Value Chains - now renamed Success-Stories. The Stories are indeed of great importance. They are the portal giving open acces to the com-plex reality of each cluster. Also they are the main vehicle for convincing our ‘clients’ of the value of our practice.

But it is of an equivalent importance to acknowlegde the value of the information behind these Success-Stories. The essential value of a meeting of people, at a certain time in a certain place, for a certain reason in a certain theme.

These Stories, and the components that make them happen, their skills and their know-how, are only possible in certain condi-tions. The places where these stories take place, and the people that inhabit these places, and their skills that make the stories happen, are the essential manageable ele-ments - they can be put in place.

All of these elements, identifi ed, studied, evaluated, adapted, and presented, be they Stories, Components or Profi les, will make up the integral results of our Research.

And then it’s up to the Toolbox phase to put that stuff to music and make it transferrable.


☐ easy, no problem, got it!


c/ SUCCES story EXAMPLE

VENICE BEACH CALIFORNIA

[ I recall the beginning of the story, where the lagoon topography gave the initial condition for the Venetian fi shermen to get organised... leading to the beautiful city of Venice today ... leading to the initiative Venice Beach Califor-nia ... leading to the decay of the neighbour-hood, that was the incubator of the Zephyr Boys ...

There was little room in the surf, between the pylons of the destroyed Luna Park. The local surfers defended their territory aggressively, against outsiders and young locals.

The younger generation discovered the skateboard, an ‘invention’ like the YoYo. They fabricated their own, with rollerskate wheels fi xed to an oak plank. This board made it pos-sible to surf the concrete.

The Zephyr Boys, organised around the Zephyr surf shop of Jeff Ho, scanned the hills behind Venice Beach for asphalted landscape to be surfed. They aimed to imitate the style of their wavesurf heroes, on the concrete waves.

When a competition was announced, the Zephyr Boys perfected their moves. During the competition they gor a lot of attention with their grinding rock and roll style, over-shadowing the acrobacy insprired moves of the competition. They won, not only the com-petition, but also the attention of many future commercial partners.

To be continued …

Behind this Success-Story we can fi nd the ‘evidence’ of the Components ... :

1/ Convictions We have nothing, and so nothing to loose..> Find the family profi les and careers ...

2/ IntentionsGet as close as we can access to the adren-alin sensations of wave-surfi ng, using low-cost tools> Compare wave surfi ng and skateboard-ing dynamics and movements ...

3/ CommunicationsGet together at the Zephyr surfshop, get or-ganized for material and road trips to asphalt hills.> Collect all surfshop meeting dates and meeting minutes ...

4/ ActionsMeet at 07:00 AM at the Zephyr surfshop, Craig will be there with a truck, or meet at 10:00 at the Hills Elementary School, and ride....> Map the 1970 spots and trips ...

5/ Impacts1) Ecology : No styrofoam, non neoprene, no epoxy resin, urban landscape recycling.2) Governance : Respect Jeff Ho and every member of the team, vice -versa. 3) Partnerships : Beware of media and indus-try sponsorship proposals, good and bad. 4) Co-working : Diversify the riding styles, through common practice moments.5) Social entrepreneurships : Maximise and share the fun, not the profi t.


c/ SUCCES story EXERCISE

OFF THE WALL (inspired by real life... of Mehdi Hazgui)

A site called Terres-Neuves in Bègles, at the edge of Bordeaux, hosts many small compa-nies in the creative economies, owned by the municipality. Some of them rent their offi ce, and most of them bought it around fi ve years ago. This site is adjacent to another that will accomodate the next HiTech cluster of the agglomeration. Waiting for its refurbishment, this site is temporary occupied by other cre-ative companies, such as an important col-lective of artists and city-makers called Pola. At the moment, the two sites are separated by a real concrete wall, a kind of Berlin-Wall.

Some attempts have been made by the Terres-Neuves companies to create links between the two sites, their characters and their activities. They created an associaton of users of the site to make alternative propos-als to the public authorities, but there has been no response. As a result, a task group in the association has been created and named « Act without the public force », to organise actions in favour of the cluster’s developpe-ment and links.

The next step has been decided recently : act on the wall, the symbolic border, by two pos-sibilities : transform it as an artistic wall, with the help of graffi ti artists ; or demolish a piece of the wall to fi nally create a « way of possi-bilities » between the two sites.

Story to be continued…Behind this Success-Story we can fi nd the ‘evidence’ of the Components ... :

1/ Convictions The need to unite neighbours for common good and individual personnal well being and professionnal opportunities, > Find + interview neighbours ...

2/ IntentionsEstablishing good neighbourly relations betweens the two sites in favour of entrepe-neurial exchanges and better public space planning. And as a symbolic and concrete matter, get rid of the wall.> Find entrepreneurial opportunities ...

3/ CommunicationsMeeting with the tenants and with the pub-lic authorities, about the wall and the public space planning of the sites.> Find authorities + urban plans ..

4/ ActionsSetting up the association, make a small task group, inviting the public authorities for exchange, imagine some alternative plans.> Find task group + the meeting minutes ..

5/ Impacts1) Ecology : ...2) Governance : association created, empow-erement for local experience3) Partnerships : interaction with neighbours, public authorities and (graffi ti) artists, 4) Co-working : all members share their com-petence in the actions settings, 5) Social entrepreneurships : ...

origin of spaces / research guide - innovative practices for sustainable multidisciplinary clusters...

Government & Nonprofit

researchinnovative practices

simple rule success

work thatneeds

successstory example

replicablevalue chains

appearanceof success

necessary researchmaterial

thecommon objective