SPARCS Upscaling

On 11 and 12 September, the final conference of the EU project ‘SPARCS’ took place in Espoo, the second largest city in Finland, which is located right next to the capital Helsinki.

The core objective of this project, which is funded by the EU as part of the ‘Horizon 2020’ programme, is to increasingly implement climate targets through urban transformation processes in pioneering cities as part of so-called PEDs (Positive Energy Districts). The project’s flagship cities are Espoo and Leipzig. The partner cities are Kifissia (GR), Kladno (CZ), Lviv (UKR), Maia (PRT) and Reykjavik (ISL).

During the five-year implementation phase, ‘over 400 people have been involved in the project, it has produced over 25 scientific publications, over 1,000 events [have been] organised and 43 actions have been carried out in demonstration districts in the SPARCS lighthouse and other cities. The final event brought together experts, city representatives and stakeholders to reflect on these achievements, share insights and outline the future of urban transformation.’ (quotation).

The variety of activities, from citizen participation to high-tech solutions, was both impressive and inspiring. Two exemplary implementation projects were also visited during the conference. The newly built shopping centre in Lippulavia with 8 integrated residential blocks with around 560 flats was visited. The energy system includes heat pumps using geothermal energy (170 boreholes drilled to a depth of 300 metres in solid granite), the use of solar energy, battery storage and connection to the municipal district heating network. A special feature is the photovoltaic system in front of the façade, which is also an architectural highlight. The public municipal library integrated into the shopping centre was designed with the participation of children and young people. Tenant dialogue and citizen participation will be systematically practised even after the complex opens.

The conference focussed on the presentation of the results of the individual cities, which were extensively documented (see here).

Another focus of the conference was to promote the sustainability of the results.

II. Upscaling from a Viennese perspective

Upscaling – but what and when?

Understanding the strategic scope and granulation level

• H2020 projects are implemented on a specific governance level and have to be embedded in the respective frameworks of governance, stakeholders, citizen’s expectations and societal dynamics.
• In general terms, technical solutions are developed in a globalized market, hence upscaling opportunities have to be found in added values on local level.
• Pilot solutions of H2020 projects have to be adapted on its specific granulation level.
• H2020 co-operation provides a framework of freedom and safe space for innovation and a source of inspiration – that has to result in local (appropriate) level follow-up action.

Thus

• Upscaling has to start with the H2020-project conceptualization and is implemented during project duration.
• Upscaling in the light of local sustainability has to take into consideration a broad range of local factors and actors: Local actions are required!
• Institutional sustainability is important, such as in Vienna with the inclusion in the further development of the city’s smart city strategy or the establishment of urban follow-up projects (IBA_Wien, RenoBooster / Hauskunft) or follow-up programmes (WieNeu+).
• The project partners and stakeholders also have an important role to play in upscaling, particularly within their own organisational units.
• Upscaling on European level is a different thing and has to merge the potentials in EU strategic orientations regulations (i.a. Green Deal, New European Bauhaus (NEB), EU-Taxonmomy …). It has to provide the framework conditions and opportunities.
• Stakeholder involvement & focus is a specific task and has not to be confound with citizen’s participation and involvement (also important but a different thing)!

Terminology:

Ensuring sustainability is the central task of every project management programme in order to ensure that its results (output) also have a long-term effect (outcome).
Terminology is constantly changing.

In the context of Smarter Together, terms such as ‘governance learning/learning governance’, ‘replication’ and ‘harvesting workshops’ were used, each of which conveys different aspects. ‚Upscaling’ corresponds to this approach.

Upscaling – creating opprotunities for stakeholders

Knowledge management as a key task of any H2020 project

H2020 projects are a concrete framework where palpable actions and results meet underlining visions and values.

1. Project-oriented knowledge management ensures that the specific experiences are shared among actors/stakeholders in the light of their respective upscaling.

• exchange experiences and knowledge on specific topics or technical issues in the framework of peer-to-peer workshops (P2P).
• As part of Smarter Together, these were the systematic replication activities including „harvesting workshops“ organised by UIV (Urban Innovation Vienna). (Final report p. 162)

1. Process-oriented knowledge management – communicated in Smarter Together as „Governance learning“.

• involving the actors from the ranks of the city administration and the project participants in the processes.
• The aim is to „share“ visions and values and to exchange expertise through a living project culture.
• This promoted participatory project development and implementation (keyword use of „crowd intelligence“ / co-creation). In particular, the project knowledge was deeply anchored in the organisations involved (project partners, specialist departments, both at management and staff level).
• https://www.smartertogether.at/upscaling-nachhaltigkeit/ (including English version)

Upscaling in (social) housing policies

European Dimension : More than business and bankable solutions

• It is obvious that the private (property) market neither has the (economic and legal) determination, nor is it able or willing to meet the demand for climate resilient social housing for the many.
• In order to guarantee the human right to affordable housing (integration, societal stability and peace), state intervention is required, as in all other areas of infrastructure.
• Furthermore, social and subsidised housing, which in Vienna is based on the 4-pillar model implemented by the wohnfonds_wien, the most innovative, high-quality and future-oriented area of housing construction.

 As a result:

• A key solution: a ‘business model’ within the framework of a special regulation for non-profit housing enabling affordable housing and strategic implementation of climate resilient innovation.
• “Bankable” solutions will always have to consider the societal dimension and thus have to include governance and subsidies as a part of the solution.
• The development of skills and knowledge (and common societal values) amongst stakeholders is crucial in the sustainable implementation and further development of innovations.

Social housing for the many ensures a substantial leverage effect in implementing Green Deal, NEB, EU-taxonomy etc.