CREATUSE - Guia Recursos e Ferramentas: como ativar uma comunidade de partilha

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GUIA RECURSOS E FERRAMENTAS: COMO ATIVAR UMA COMUNIDADE DE PARTILHA

GUIA

RECURSOS E FERRAMENTAS: COMO ATIVAR UMA COMUNIDADE DE PARTILHA

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CREDITOS

Capítulo 1

Youth Europe Service

Capítulo 2

AidLearn,

Capítulo 3

Inova Consultancy UK

Capítulo 4

Kirşehir Valiliği

Capítulo 5

Università degli Studi Di Bari Aldo Moro

Capítulo 6

Agencia Para el Empleo de Madrid

Elaborado por

Euro-Idea Fundacja Społeczno-Kulturalna

Revisão de Conteúdo

Euro-Idea Fundacja Społeczno-Kulturalna

Revisão de Conteúdo e Abordagem Metodológica

Università degli Studi Di Bari Aldo Moro

Revisão da Língua Inglesa

Inova Consultancy UK

Design e layout

Euro-Idea Fundacja Społeczno-Kulturalna

Editor

Creative Urban Sharing in Europe project

Publicado em 31 de agosto 2017

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PROJECT O Creative Urban Sharing in Europe é um projeto internacional de dois anos iniciado em 2015. Este projeto é financiado pela Comissão Europeia.

Informações adicionais sobre o projeto estão disponíveis em: www.creatuse.eu O consórcio do projeto é composto por uma mistura de parceiros provenientes de diferentes países, complementaridade de perfis e competências: associação, fundação, fornecedores de formação profissional privados, Governo Regional, Município, Universidade.

PARCEIROS DO PROJETO YOUTH EUROPE SERVICE (ITÁLIA) AIDLEARN, CONSULTORIA EM RECURSOS HUMANOS LDA. (PORTUGAL) EURO-IDEA FUNDACJA SPOLECZNO-KULTURALNA (POLÓNIA) KIRSEHIR VALILIGI (TURQUIA) AGENCIA PARA EL EMPLEO DE MADRID (ESPANHA) UNIVERSITA’ DEGLI STUDI DI BARI ALDO MORO (ITÁLIA) INOVA CONSULTANCY LTD. (REINO UNIDO)

GUIA Uma grande variedade de ferramentas e recursos e formas de ativar a partilha e estimular as comunidades a transformar os seus espaços de vida. O guia é baseado no ponto de vista prático, incluindo instruções, guias, exemplos, políticas, modelos reais e conselhos.

GUIA: RECURSOS E FERRAMENTAS: COMO ATIVAR UMA COMUNIDADE DE PARTILHA é um guia interativo. 6 capítulos integrados com multimédia e seção com vários links para necessidades de análise aprofundada dos temas abordados.

O guia é para qualquer tipo de utilizador: escolas, instituições de ensino superior, municípios e outras administrações públicas, comissão de cidadãos, comunidades e todos os interessados em adoptar estilos de vida mais sustentáveis.

Este guia está disponível em Inglês, Espanhol, Italiano, Português, Turco e Polaco.

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CONTEUDO

INTRODUÇAO

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CAPITULO 1 - Pesquisa Sobre Economia de Partilha

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1.0 Introduçã o

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1.1 Informaçõ es pessoais

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1.2. Perceçõ es e experiê ncias sobre a economia de partilha

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CAPITULO 2 - Como iniciar uma comunidade de partilha (ter a ideia) 2.0. Introduçã o 2.1. O que é uma comunidade de partilha, por que começar em pequeno e local?

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2.2. Exemplos de boas prá ticas de partilha, como é que começaram

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2.3. Passos para gerar uma ideia para uma comunidade de partilha

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2.4. Formas de estar ciente da comunidade local

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2.5. Té cnicas para desenvolver a criatividade

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CAPITULO 3 - Como envolver a comunidade na Economia de Partilha (EP) 34 3.0 Introduçã o

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3.1 Exemplos de partilha urbana

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3.2 Como envolver a comunidade (dicas)

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3.2.1 A Comunidade

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3.2.2 Eventos

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3.2.3 Comunicaçã o

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3.2.4 Redes Sociais

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3.3 Conclusõ es

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CONTEUDO

CAPITULO 4 - Como obter e gerir os recursos

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4.0 Introduçã o

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4.1 Financiamento sustentá vel pela populaçã o local

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4.2 Té cnicas sobre como gerir os recursos

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4.3 Trabalhando juntos

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4.4 Partilhar conhecimento e serviços para ?inanciamento

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4.5 Proteger o programa

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4.6 Sustentabilidade

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CAPITULO 5 - Como promover e manter uma comunidade de partilha

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5.0. Introduçã o

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5.1. Exemplos de comunidades de partilha

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5.2. Recursos para promover e manter uma comunidade de partilha

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5.3. Ferramentas para promover e manter uma comunidade de partilha 80

5.4. O papel da criatividade

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5.5. Conclusõ es

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CAPITULO 6 - Como organisar uma Cidade de Partilha?

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6.0. Introduçã o

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6.1. O signi?icado de Cidade de Partilha: conceito

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6.2. Algumas dicas para organizaçã o de sucesso de cidade

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6.3. Ferramentas & metodologias para organizar uma Cidade de Partilha 100

6.4. Polı́ticas de sucesso de Cidades de Partilha

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INTRODUÇAO

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Resumo capítulo 1

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Resumo capítulo 2

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Resumo capítulo 3

O primeiro capítulo apresenta os resultados da pesquisa realizada sobre a experiência que se tem da Economia de Partilha. O inquérito realizado faz parte das atividades de um projeto europeu chamado 'CREATUSE' (ver o site www.creatuse.eu para obter informações adicionais). Pretende reunir as perceções e informações dos questionados sobre a Economia de Partilha e, em particular, a sua avaliação sobre a sua importância para as áreas urbanas.

No capítulo 2 destacamos alguns exemplos fortes de práticas de partilha, nomeadamente Airbnb, Refood e Reclusa, discussão sobre como as ideias para estas comunidades foram formuladas. Apresentaremos algumas dicas e orientações para gerar uma ideia de sucesso para uma comunidade de partilha. Finalmente, o capítulo apresenta algumas técnicas que podem ajudar as pessoas a desenvolver a criatividade e consciência do que está a acontecer na comunidade, uma vez que essas competências são importantes para gerar uma boa ideia para iniciar uma comunidade de partilha.

Este capítulo será baseado em como as organizações de partilha urbanas envolvem a comunidade (ou a cidade) na partilha. Utiliza-se estudos de caso para demonstrar como os exemplos existentes de partilha urbana envolvem a comunidade / cidade na economia de partilha. Usando exemplos existentes e uma breve revisão da literatura existente, uma breve seção "como envolver a comunidade" atuará como um guia para o leitor. Tal é baseado em como os projetos / organizações de partilha urbanas utilizam a tecnologia, as redes sociais, métodos de comunicação, fóruns comunitários, redes e eventos.

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Resumo capítulo 4

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Resumo capítulo 5

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Resumo capítulo 6

A maioria das instituições de caridade, grupos comunitários e empresas sociais estão constantemente a gerir o ato de equilibrar o financiamento dos seus projetos e do trabalho central. Este capítulo está preparado para ajudar os leitores a aprender e gerir os recursos no sistema de economia de partilha (EP). Este capítulo fornece exemplos de diferentes países para sugerir ideias concretas sobre como gerir os recursos. Os exemplos fornecidos podem ser utilizados como ferramentas específicas, mas podem ainda ser generalizados como uma ferramenta para novas iniciativas. Este guia é para qualquer iniciativa de partilha que queira pensar de forma criativa sobre como financiar as suas atividades principais.

Este capítulo pretende identificar alguns dos recursos e ferramentas que promovem uma comunidade de partilha e a torna sustentável ao longo do tempo. A informação sobre estas práticas e ferramentas foi recolhida através da análise de documentos, mas especialmente através de uma análise de experiências positivas no contexto local.

Este capítulo é sobre a consciência geral sobre o papel decisivo das cidades como epicentro da Inovação Social e Desenvolvimento Sustentável. Este capítulo: Introduz o conceito de cidade de partilha; Ilustra dicas e ferramentas sobre o processo de construção de uma cidade de partilha;

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CAPITULO 1

A PESQUISA SOBRE ECONOMIA DE PARTILHA

Conteú do 1.0 Introduçã o 1.1 Informaçõ es pessoais 1.2 Perceçõ es e experiê ncias sobre a economia de partilha

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1.0 Introdução

A pesquisa em causa refere-se à economia de partilha (EP) e faz parte das atividades de um projeto europeu 'CREATUSE' (veja o site www.creatuse.eu para obter informaçõ es adicionais).

O objetivo era reunir as perceçõ es e experiê ncias dos questionados sobre a Economia de Partilha e, em particular, a sua avaliaçã o sobre a sua importâ ncia para as á reas urbanas.

Com efeito, a Economia de Partilha é convencionalmente de?inida por trê s elementos principais:

A. O aspeto da partilha, nomeadamente o uso comum de um recurso

B. A relaçã o entre pares

C. A plataforma tecnoló gica para manter as relaçõ es.

As atividades de economia de partilha podem respeitar a bens fı́sicos, como transportes (partilha de carros e bicicletas), roupas, ferramentas de trabalho (como brocas, cortadores de relva), bem como a produtos digitais (como livros, ?ilmes), espaços privados e pú blicos (por exemplo, estacionamento, co-work, casas), tempo, competê ncias, ideias, dinheiro, ou mesmo comida. Alguns exemplos da Economia de Partilha, como Airbnb, Blablacar, Uber, Taskrabbit, FabLab, e Bancos de Tempo, espalharam-se progressivamente ganhando visibilidade cada vez maior.

O questioná rio consistiu em 24 questõ es (4 sobre informaçõ es pessoais + 20 sobre EP).

As respostas recebidas foram 105 de 6 paı́ses diferentes.

A seguir apresentamos os resultados da pesquisa, em grá ?icos. .

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1.1 Informação Pessoal Seção A

O questioná rio foi preenchido pelas partes interessadas provenientes de cada um dos parceiros do projeto e principalmente de á reas urbanas. O status pro?issional é heterogé neo devido ao tipo de parceiro envolvido (por exemplo, alunos da Università di Bari em Itá lia, desempregados na Espanha).

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1.2 Perceções e experiências na economia de partilha Secção B

Há uma evidê ncia clara de que a economia de partilha nã o é bem conhecida, e as fontes de informaçã o sã o a imprensa, a internet e o sistema de educaçã o formal.

Mesmo que a utilizaçã o da EP seja rara, há uma forte vontade de partilhar expressa pelos respondentes.

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E evidente que a partilha de bens/serviços preferida envolve atividades educacionais e culturais, e depois o transporte. Há resistê ncia a partilhar devido à nã o evidê ncia clara de responsabilidade, e també m questõ es de con?iança. A experiê ncia que os participantes tiveram de partilha foi predominantemente em alojamento, transportes e turismo.

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A frequê ncia no uso de produtos e serviços de EP é ocasional, no entanto é principalmente satisfató ria.

Os aspetos positivos da EP estã o relacionados com a reduçã o de resı́duos, expansã o de contatos sociais, ampliaçã o de oportunidades participativas e colaborativas para os cidadã os e otimizaçã o de bens / serviços .

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Os aspetos negativos estã o relacionados com piores condiçõ es de trabalho, e riscos na proteçã o da privacidade.

Na opiniã o dos respondentes, nã o é necessá rio ter habilidades especı́?icas para aceder à EP. A ?im de promover a EP, é necessá rio desenvolver competê ncias em TIC, melhorar fatores culturais e sociais, assim como receber impulso da crise econó mica.

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E evidente que a EP é importante para as comunidades urbanas e, especi?icamente, no uso e gestã o de espaços e serviços pú blicos. Os principais efeitos na vida comunitá ria sã o a melhoria das relaçõ es sociais e do envolvimento cı́vico, mas també m novos serviços e reduçã o de custos para acesso a bens e serviços.

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O papel das administraçõ es pú blicas deve limitar-se à facilitaçã o e à regulamentaçã o. E evidente que nã o há muitas atividades de partilha disponı́veis, e que há uma vontade su?iciente para promover as prá ticas de EP. Em conclusã o, o papel da Administraçã o Pú blica é pouco relevante em relaçã o à implementaçã o da EP na cidade.

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CAPITULO 2

COMO INICIAR UMA COMUNIDADE DE PARTILHA (GERAR A IDEIA)

Indice: 2.0. Introduçã o 2.1. O que é uma comunidade de partilha, por que começar pequeno e local?

2.2. Exemplos de boas prá ticas em partilha, como surgiu a sua ideia 2.3. Passos para gerar uma ideia para uma comunidade de partilha 2.4. Maneiras de estar ciente da comunidade local 2.5. Té cnicas para desenvolver a criatividade

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2.0 Introdução

Neste capı́tulo apresentamos algumas dicas e orientaçõ es para que as pessoas consigam gerar uma ideia que possa ser usada na prá tica para iniciar uma comunidade de partilha.

Os casos que sã o bons exemplos de uma boa ideia e com a descriçã o completa de como a ideia emergiu e tomou forma, sã o: Airbnb, (pode ver mais informaçã o no Guia Creatuse: Introduçã o à Partilha e ao Consumo Colaborativo); Refood (pode ver mais informaçã o na publicaçã o do Cretause Exemplos de Melhores Prá ticas sobre criatividade e atividades de partilha em á reas urbanas) e Reclusa (pode ver mais informaçã o na publicaçã o do WeShare Melhores Prá ticas ).

Em seguida, serã o apresentadas algumas etapas que podem ajudar a gerar uma boa ideia.

Finalmente, algumas té cnicas que podem ajudar as pessoas a desenvolver a criatividade e a consciê ncia sobre o que está a acontecer na comunidade, uma vez que essas competê ncias sã o importantes para gerar uma boa ideia para começar uma comunidade de partilha.

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2.1 O que é uma Comunidade de Partilha?

Uma Comunidade de Partilha é uma comunidade, um grupo de pessoas interligado de alguma forma, que está envolvido na Economia de Partilha, ou no Consumo Colaborativo. Veja o vı́deo para uma introduçã o rá pida a esta temá tica .

Considerando os recentes acontecimentos relativos ao meio ambiente, à economia e à sua crise, é claro que uma sociedade baseada no consumismo e na propriedade nã o é viá vel. A Economia de Partilha pode ser uma alternativa. Baseia-se no princı́pio de que o mesmo produto / ferramenta / objeto pode ser usado por vá rias pessoas que nã o o/a possuem, usando ao mesmo tempo ou em horá rios diferentes. Isto reduz a produçã o de bens e desperdı́cios, e promove o uso mais completo de cada bem.

Uma comunidade de partilha pode ser uma pequena comunidade, onde as pessoas estã o em contato pessoal com todos, ou grandes comunidades, e geralmente o contato é realizado atravé s das TIC, como redes sociais ou plataformas de internet .

O PODER DA PARTILHA

Há muitas comunidades de partilha que trabalham em todo o VIDEO by TEDPartners mundo, e pode ver alguma informaçã o de algumas das maiores internacionais aqui . Todos os seus fundadores enfatizam os benefı́cios para a sociedade dessas comunidades. Por exemplo, o CEO Juho Makkonen, co-fundador da Sharetribe, diz

“

Acreditamos ?irmemente que o acesso triunfará sobre a propriedade a longo prazo. Era assim que o mundo estava organizado antes, e em muitas á reas isso vai voltar a acontecer. Construir comunidades é o cerne da partilha (...). Para a maioria das pessoas, é difı́cil con?iar em todas as pessoas do mundo, por isso as comunidades ajudam-nos a criar con?iança. A comunidade també m é um motivador poderoso: as pessoas que se identi?icam com uma determinada comunidade geralmente querem contribuir para os seus interesses comuns "

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Veja o vı́deo para veri?icar como a partilha e a construçã o da con?iança estã o interligadas, e levam à criaçã o da comunidade .

Antonon Leonard, co-fundador da Ouishare, acrescenta:

“

Precisamos de soluçõ es complexas para resolver questõ es mundiais complexas. "Apostamos que é apenas a ligar pessoas com diferentes perspetivas que poderemos trazer mudanças sustentá veis. Partilhar é uma ó tima oportunidade para construir uma comunidade, e é preciso construir uma comunidade para que a partilha funcione .”

E claro que há muitos bons motivos para começar uma comunidade de partilha, mas como a pode começar ?

Devemos considerar que a con?iança é uma questã o importante, e que as pessoas que já pertencem a uma comunidade estã o mais dispostas a con?iar e a partilhar com as pessoas da sua comunidade. Assim, provavelmente é melhor começar dentro da sua pró pria comunidade – desenvolvendo-a numa comunidade de partilha!

A MOEDA DA NOVA ECONOMIA E A CONFIANÇA. VIDEO por Rachel Botsman:

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2.2 Exemplos de boas práticas em partilha, como surgiu a sua ideia Considerando que já existem vá rias comunidades de partilha, talvez seja uma boa ideia descobrir como elas começaram. Isto pode ser ú til para ter uma ideia para começar a sua pró pria comunidade de partilha .

c

onsideremos a Airbnb.

A histó ria começa no outono de 2007, em Sã o Francisco. Joe Gebbia e Brian Chesky, que se conheceram 5 anos antes, eram colegas de quarto, e estavam com alguns problemas para pagar a renda do apartamento. Havia uma conferê ncia de design a realizar-se brevemente em Sã o Francisco e os hoté is da cidade estavam totalmente reservados, entã o eles tiveram a ideia de alugar 3 colchõ es de ar na sala de estar, oferecendo o pequeno-almoço preparado em casa.

Eles anunciaram a sua disponibilidade num site criado para esse ?im, e rapidamente conseguiram 3 hó spedes: um indiano de 30 anos, uma mulher de 35 anos de Boston e um pai de quatro ?ilhos, com 45 anos de idade, do Utah. Imediatamente a seguir aos seus hó spedes saı́rem, eles decidiram continuar com a ideia, em maior escala. Ambos queriam ser empresá rios, mas nenhum queria "criar mais coisas que acabam no lixo".

A ideia de criar um site baseado em alugar algo que já existia era perfeita. Eles decidiram focar-se em conferê ncias e festivais em toda a Amé rica, levando as pessoas locais a listar os seus quartos disponı́veis, e os viajantes a reservar. Eles englobaram Nathan Blecharczyk, 29 anos (antigo colega de apartamento de Gebbia), licenciado em informá tica e "programador brilhante", para desenvolver o site. No verã o de 2008, 2 semanas antes da Convençã o Nacional Democrata ter lugar em Denver, eles lançaram o site: 80 mil pessoas eram esperadas, mas, novamente, faltavam quartos de hotel Eles perceberam que precisavam de dinheiro para colocar as coisas em funcionamento, entã o desenvolveram taxas associadas aos serviços para os an?itriõ es e hó spedes: para usar a plataforma; para usar fotó grafos pro?issionais para ter fotos do local a partilhar no site; seguro para an?itriõ es e convidados; redes sociais associadas, etc. O que os fundadores parecem mais satisfeitos com, e o que os impede de ser apenas um operador turı́stico, sã o as ligaçõ es pessoais que a sua comunidade forma. "Quando partilha o seu espaço com algué m, é uma experiê ncia pessoal e signi?icativa", disse Chesky.

‘

O que estamos a fazer com a Airbnb parece o nexo de tudo o que é certo", disse Gebbia. "Estamos a ajudar as pessoas a ser mais engenhosas com o espaço que já possuem e estamos a ligar pessoas por todo o mundo. Podemos ver-nos a fazer isto por dé cadas - uma geraçã o ". (Salter, 2012)

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O

utro exemplo é o movimento ReFood, em Portugal.

Basicamente, este movimento consiste em voluntá rios recolherem restos, boa comida que nã o foi servida, e que de outra forma iria para o lixo, de restaurantes, café s, cantinas, supermercados e estabelecimentos do gé nero. Esses alimentos sã o, depois, separados por voluntá rios em pacotes individuais. Os pacotes sã o distribuı́dos (por voluntá rios) à s pessoas que precisam de alimentos. Tudo isto a nı́vel local. Cada voluntá rio ajuda cerca de 2h por semana, e o movimento funciona 7 dias por semana.

A ideia teve inı́cio em 2009, quando o americano Hunter Halder, de 59 anos, morava em Lisboa, Portugal e estava desempregado, devido à crise econó mica. Ele fez uma auto-aná lise, tentando de?inir o bem que havia feito aos outros. Assim, decidiu que o seu pró ximo emprego teria o objetivo de ajudar os outros. Em 2010, depois de algumas pesquisas e aná lise de oportunidades, teve 3 ideias do que poderia fazer.

Uma noite, foi jantar num restaurante com a sua ?ilha, e ela estava muito aborrecida porque havia muito boa comida no buffet que se iria desperdiçar. Alguns dias depois, ela começou a trabalhar numa empresa de restauraçã o, e chegou a casa realmente zangada por toda a boa comida que foi para o lixo. Hunter tentou acalmá -la dizendo que os restaurantes e as empresas de restauraçã o nã o tinham alternativa. Esse foi o ponto de viragem: perguntou-se o que aconteceria se os restaurantes tivessem alternativa, e que forma teria essa alternativa. Nessa noite, ele criou a estrutura do ReFood, e no dia 25 de janeiro de 2011, a primeira pá gina do Facebook ReFood foi lançada!

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U

m outro projeto de partilha, també m de Portugal, é o projeto Reclusa (ex-Reklusa).

A ideia deste projeto foi de duas mulheres, Inê s Sabrosa e Mafalda Raposo, que eram voluntá rias na associaçã o "Dar a mã o" e visitavam regularmente a prisã o feminina em Tires. A associaçã o "Dar a mã o" recebeu tecidos considerados resı́duos das fá bricas, com dois objetivos. Os tecidos era usado, primeiro, para tornar a prisã o mais acolhedora (criando cobertores, cortinados, etc.), e, em segundo lugar, para ensinar as detidas a costurar. Algumas semanas antes do Natal, e como tinham alguns tecidos muito pequenos para fazer cobertores ou cortinados, decidiram criar algumas malas de senhora, que ofereceram a amigas no Natal - foi um grande sucesso! Isto levou à ideia de iniciar um projeto: usando os resı́duos de fá bricas, tecidos e coleçõ es antigas, doados, criariam malas e sacos, para vender. Foi assim que a Associaçã o Projeto Reklusa começou, em junho de 2010. Fizeram um protocolo com o IADE - Escola Superior de Design, Marketing e Publicidade, com a ajuda de Helena Aguas, de modo a que os alunos colaborem com o design e ideias originais para os produtos e visitam as reclusas uma vez por semana para trabalhar com elas na prisã o. Estes produtos continuam a ter grande sucesso, vendendo online e em lojas em Lisboa.

Tal como estes 3 exemplos, pode encontrar muito mais iniciativas de partilha on-line e pesquisar a sua histó ria, como tiveram a ideia.

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2.3 Passos para gerar uma ideia para uma comunidade de partilha Comecemos por analisar os exemplos apresentados acima.

Todos os exemplos começaram em pequena escala, tentando responder à s necessidades locais: Airbnb porque faltavam quartos de hotel, ReFood porque há pessoas que precisam de comida e nã o a podem comprar todos os dias e Reclusa porque havia pessoas interessadas em comprar novas carteiras, malas e outros acessó rios de materiais tradicionais.

Todos os exemplos utilizam recursos já disponı́veis, nã o é necessá rio comprar mais nada; alguns utilizam recursos que de outra forma seriam desperdiçados. A Airbnb usa instalaçõ es / espaço / quartos que as pessoas tê m e que nã o usam sempre e podem partilhar com outras pessoas; o ReFood usa sobras de boa comida nã o servida; a Reclusa usa tecidos deixados das fá bricas, que iriam para o lixo, já que nã o o usariam mais.

Todos os exemplos usam as TIC para se ligar e criar uma comunidade para partilhar: Airbnb está instalada numa plataforma online, com uma seçã o que funciona como as redes sociais para que os utilizadores se possam ligar; o ReFood usa pá ginas do Facebook para ligar os voluntá rios em cada localidade e aos utilizadores; a Reclusa usa o site / compras on-line para vender os seus produtos, embora també m tenham lojas fı́sicas.

Todos os exemplos sã o, a?inal, uma maneira de ligar recursos (produtos e pessoas) já disponı́veis e nã o totalmente utilizados, e disponibilizá -los para outros, quem precisa ou quer.

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Considerando a aná lise feita, podemos propor algumas etapas para gerar uma ideia para uma comunidade de partilha :

1 2

Preste atençã o no que está a acontecer à sua volta. Pergunte-se: Quais sã o as minhas necessidades e as das pessoas à minha volta ?

Analise com atençã o as necessidades que detetou. Essas necessidades sã o sentidas por muitas pessoas? Essas necessidade sã o permanentes e sentidas todos os dias, ou sã o sazonais ou temporá rias? Essas necessidades podem ser satisfeitas com os recursos já disponı́veis, para que nã o seja necessá rio produzir mais coisas?

3

Estabeleça a ligaçã o entre os participantes: aqueles que precisam de algo, e os que podem fornecê -lo / tê m os recursos. Tenha em mente que todos os participantes devem "ganhar" alguma coisa com a participaçã o, senã o nã o estarã o motivados a participar; E també m, a participaçã o / ligaçã o deve ser bastante simples de fazer, caso contrá rio as pessoas vã o desistir també m.

4

Veri?ique se já existe algo semelhante a funcionar noutro lugar; talvez haja, ou algo semelhante, e você pode usar essa soluçã o e adaptá -la ao que precisa para a sua comunidade de partilha. Caso contrá rio, é uma boa ideia associar-se a outra pessoa, com experiê ncia em TIC, por exemplo, para ajudá -lo a descobrir quais sã o as possibilidades de fazer as ligaçõ es.

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2.4 Maneiras de estar ciente da comunidade local

Considerando as primeiras etapas descritas anteriormente, é importante estar atento à comunidade local, quais sã o as necessidades, quais sã o os recursos. Como se pode fazer isso? Aqui estã o algumas sugestõ es:

a

Entre em contato com o seu municı́pio. Muitas vezes, o municı́pio local tem informaçõ es sobre quais sã o algumas das necessidades dos habitantes locais, e mesmo que nã o tenham toda a informaçã o, podem ajudar a entrar em contato com algumas pessoas / grupos / associaçõ es que estã o com necessidades ou que estã o a trabalhar para resolver alguns problemas.

b

Envolva-se com os locais. Junte-se a eventos locais, culturais, desportivos, debates....

Atravesse o seu bairro em diferentes dias e horas, e descubra onde as pessoas se reú nem e se envolvem em conversas, e junte-se a elas.

c

Junte-se a associaçõ es locais. Normalmente, existem algumas associaçõ es locais que já trabalham em algumas á reas sociais, com alguns grupos especı́?icos. Pocê pode tentar descobrir quais sã o as suas atividades e objetivos, e quais sã o as necessidades a que tentam responder, e de que maneiras.

d

Crie uma pá gina ou grupo do Facebook, p.ex. chamado Comunidade de Partilha ‘localidade’, e envie convites para pessoas, organizaçõ es e grupos ao redor, a ?im de se envolver nas suas atividades, necessidades e ideias. Mantenha este grupo / pá gina vivo, interaja com os locais!

e

Organize um evento social, de preferê ncia ao ar livre e num lugar por onde muitas pessoas passem, para que possa atrair muitos locais. Os eventos sociais promovem a interaçã o, e é mais fá cil conhecer as pessoas.

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2.5 Técnicas para desenvolver a criatividade

Vamos supor que, neste momento, já sabe quais sã o as necessidades na sua comunidade, e tem um bom conhecimento sobre os recursos disponı́veis (produtos, instalaçõ es, pessoas, ferramentas, etc.) que podem ser ú teis. Agora é a altura de ter uma boa ideia sobre como ligar tudo, como pô -la a funcionar.

Lembra-se dos nossos exemplos ?

Na Airbnb, havia necessidade de lugares para dormir em eventos especiais que levassem a reservar todos os hoté is disponı́veis, e pessoas com algum espaço disponı́vel que poderia ser usado temporariamente; uma vez que os intervenientes estã o distantes uns dos outros, a ligaçã o é uma plataforma online, permitindo que as pessoas anunciem espaço livre, as pessoas procurem espaço, contatem, veri?iquem referê ncias, permitam o pagamento e seguro de uma forma segura.

Considerando o ReFood, há uma grande quantidade de comida boa que é desperdiçada todos os dias, e pessoas necessitadas, e pessoas interessadas em ajudar outros / ser voluntá rio (2h por semana). Isto funciona a nı́vel local, de modo que os contatos com as organizaçõ es que doam a comida e as pessoas que precisam de comida sã o face a face, e cada local tem uma pá gina no Facebook para facilitar esses contatos e també m com os voluntá rios. E també m há um site principal, onde há a explicaçã o do movimento, e links para todos os locais Facebook, e contato do fundador para ajudar a criar novos locais.

Em relaçã o à Reclusa, já tinham acesso a materiais (tecidos, coleçõ es antigas de bens) e pessoas para costurá -los, quem precisa aprender um novo comé rcio e talvez criar um negó cio. Tiveram a ideia de criar malas e sacos, de materiais naturais e tradicionais, com o design de estudantes de design (que precisam de se envolver no mercado de trabalho e esta pode ser uma primeira experiê ncia de trabalho), todos esses contatos sã o face-a-face. E, em seguida, vendem os produtos on-line (que é menos caro), e somente depois é que organizaram lojas fı́sicas.

Claro que pode sempre procurar ideias que outras pessoas estã o a utilizar e adaptá -la ao seu caso.

Mas, mesmo assim, se tiver uma ideia criativa, pode ajudar a ter mais pessoas envolvidas. Vamos ver o que pode ajudar a gerar ideias criativas.

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Deve começar por criar o desejo de participar, podemos considerar isto como um problema a resolver. Portanto, pode usar té cnicas de Resoluçã o Criativa de Problemas - para isso, por favor leia o Guia Creatuse Resoluçã o Criativa de Problemas e PNL em Estilos de Vida Urbana de Partilha, disponı́vel em Inglê s, Italiano, Polaco, Portuguê s, Espanhol e Turco no site Creatuse.

Outra té cnica ú til para gerar ideias, e de acordo com o princı́pio "A melhor maneira de ter uma boa ideia é ter muitas ideias" (Linus Pauling), é reunir alguns amigos e fazer uma sessã o de brainstorm.

O Brainstorm é um processo para gerar ideias criativas, e soluçõ es, atravé s de discussã o intensa e livre de grupo. Primeiro, todos os participantes devem compreender quais sã o as necessidades / qual é o problema em questã o. Todo o participante é encorajado a pensar em voz alta e sugerir tantas ideias quanto possı́vel, independentemente da aparê ncia de estranho ou bizarro, e todas as ideias sã o registadas, geralmente no quadro branco ou no ?lipchart. Quando as ideias param de surgir, inicia a parte de avaliaçã o: todos marcam as ideias que mais gostaram e, em seguida, há uma discussã o no grupo para determinar quais ideia / ideias devem ser desenvolvidas (Helmut, 2016).

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Ou talvez pre?ira ter ideias por conta pró pria, e gostaria de conhecer algumas té cnicas para aumentar a sua capacidade de gerar ideias. Vamos ver algumas dicas (Daum, 2013) para isto:

1

Envolver-se em Sessõ es de Observaçã o – para ter grandes ideias, é necessá rio pensar de maneiras novas e criativas, por isso deve estimular o seu cé rebro a pensar de forma diferente. Uma maneira pode ser ir a uma á rea urbana onde muitas pessoas estã o, e atravessam, como um centro comercial, ou um jardim zooló gico, ou um parque agradá vel, e observar o que está a acontecer, que comportamentos observa, que sã o diferentes do que você faz, e imagine novas maneiras de fazer coisas comuns.

2

Socializar fora dos seus cı́rculos normais - quando convive com as mesmas pessoas, é normal que todos pensem da mesma maneira, e já sabe qual vai ser a reaçã o ao que tem a dizer. Mas se conviver com diferentes pessoas que nã o o/a conheçam ainda, entã o pode contar as mesmas velhas histó rias e ter uma nova perspetiva devido a diferentes reaçõ es. Isto pode ajudar a ter um novo pensamento. Tire proveito de ligaçõ es no LinkedIn para se envolver com pessoas diferentes.

3

Leia mais livros - E claro que quando lê livros sobre um assunto do seu interesse, ou relacionados com a sua pro?issã o / trabalho, é normal que aprenda novas maneiras de lidar com as situaçõ es normais. Se ler livros de ?icçã o, histó rias diferentes, a sua imaginaçã o pode expandir-se, e isso permitirá ter ideias diferentes. Talvez nã o tenha tempo, ou vontade, para ler um livro inteiro, mas pode ir a uma livraria ou biblioteca e folhear alguns livros diferentes; isto pode ser o su?iciente para estimular o seu pensamento.

4

Navegar Aleatoriamente na Web - se quer procurar algo diferente, nã o procure por qualquer coisa especı́?ica. Pode começar por ir ao Google e clicar 'Sinto-me com sorte', e a partir daı́ explorar o que aparece. Tente explorar as referê ncias mais obscuras, para que possa ‘esticar’ o seu cé rebro um pouco.

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5

Mantenha um diá rio regular - um diá rio é um registro histó rico dos seus pensamentos e sentimentos, o que aconteceu em situaçõ es especı́?icas. Para registar, é necessá rio estruturar e desenvolver há bitos de ideaçã o, o que é excelente para aprimorar a sua competê ncia para gerar ideias. Se já tem um diá rio, tente adicionar, em cada entrada que escreve, qual a sua nova ideia do dia, para que tenha o há bito de produzir registar ideias.

6

Meditar - se tem uma vida stressante, ou uma vida normal na á rea urbana, isto signi?ica que o seu cé rebro está sempre ocupado com o que tem que fazer a seguir, sempre tem algumas preocupaçõ es. Nã o é possı́vel ter novas ideias se o seu cé rebro já estiver ocupado. A meditaçã o pode permitir que relaxe e limpe a sua mente, e, desta forma, novas ideias podem ter a oportunidade de aparecer.

7

Use exercı́cios estruturados - existem exercı́cios simples que levam o seu cé rebro a trabalhar mais focado, de forma estruturada, a ?im de produzir ideias. Por exemplo, veja uma imagem de um objeto comum e pense em diferentes maneiras de usá -lo, durante 5 minutos. Ou com um par, leve 10 minutos para produzir 42 ideias sobre um tó pico ou problema especı́?ico. E prová vel que nã o consiga produzir muitas ideias no inı́cio, mas com o tempo pode produzir maior nú mero de ideias e, possivelmente, no meio de tantas ideias pode produzir algumas boas ideias. Produzir muitas ideias é a melhor maneira de ter uma boa ideia!

Do que está à espera?

Entre em ação e tenha ideias!

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CAPITULO 3

COMO ENVOLVER A COMUNIDADE NA ECONOMIA DE PARTILHA

Indice 3.0 Introduçã o 3.1 Exemplos de partilha urbana 3.2 Como envolver a comunidade (dicas para envolver a comunidade) 3.2.1 A Comunidade 3.2.2 Eventos 3.2.3 Comunicaçã o 3.2.4 Redes Sociais 3.3 Conclusõ es

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3.0 Introdução

A partilha urbana, por de?iniçã o, envolve comunidades e consiste nos seus membros partilharem uns com os outros.

Para que a partilha urbana seja e?icaz, as organizaçõ es e os grupos devem poder envolver efetivamente a comunidade. Sem o envolvimento da comunidade local, a partilha urbana nã o tem fundamento.

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3.1 Exemplos de partilha urbana

F

ood Hall (Sheffield)

Título do 1º estudo de caso

Quem: Food Hall O quê : Refeiçõ es comunitá rias e partilha de comida Onde: Shef?ield, Reino Unido Quando: 2014 (Fundaçã o) Website: https://foodhalls.wordpress.com/ Facebook: https://www.facebook.com/ foodhallproject/

Descriçã o:

A Foodhall é uma instalaçã o de refeiçõ es comuns e rede de alimentos Freecycle criada e administrada por estudantes, licenciados e jovens que trazem novas maneiras de se envolver uns com os outros e com a comunidade em geral atravé s de alimentos partilhados. O café da rua Eyre é um protó tipo para um tipo diferente de espaço pú blico.

Uma cozinha e um café no centro da cidade, onde as pessoas sã o convidadas a cozinhar ou a jantar em regime de pagar o que sente que deve pagar. O menu muda dia para dia, e as refeiçõ es sã o acessı́veis a todos, pois o frigorı́?ico está sempre abastecido com alimentos que, de ouro modo, seriam atirados para o lixo. O conceito é holı́stico.

O edifı́cio poderia ter sido, de outra forma, abandonado, e os mó veis foram recuperados e reciclados .

A comida é acessı́vel a todos, mas a qualidade é alta. O pú blico pode fazer uma contribuiçã o pessoal oferecendo-se para cozinhar para a cidade, doar um pouco de comida ou apenas vir, comer e conversar. O projeto Foodhall é uma abordagem de sistema baseado, numa abordagem desenhada pela CIC (empresa sem ?ins lucrativos de interesse pela comunidade).

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R

egather (Sheffield)

Título do 2º estudo de caso

Quem: Regather O quê : Comé rcio cooperativo Onde: Shef?ield, Reino Unido Quando: Estabelecido em 2010 Website: https://www.regather.net/ Facebook: https://www.facebook.com/ regather/foodhallproject/

Descriçã o:

Em 2010, um grupo de ativistas sociais autó nomos passou de trabalhar a uma mesa de cozinha para alugar um pré dio parte em obras parte abandonado - e teve inı́cio o Regather - uma cooperativa de comé rcio detida e gerida pela populaçã o local para a populaçã o local.

A visã o de regather é uma economia local mú tua, e seu objetivo foi o de ajudar as pessoas a trabalhar em conjunto, apoiar uns aos outros, partilhar valores cooperativos e fazer projetos acontecer. Tem uma polı́tica de portas abertas para as pessoas locais dispostas a explorar os valores cooperativos e a partilhar as suas ideias, competê ncias e tempo.

Isto permitiu responder à s necessidades e oportunidades locais, envolver muitas pessoas locais a trabalhar em conjunto, e ao longo de cinco anos, desenvolver a Regather numa empresa cooperativa sustentá vel e estabelecer a Regather Works como um centro local para a açã o social.

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C

ommon Thread Sheffield

Título do 3º Estudo de Caso

Quem: Common Thread Shef?ield O quê : Troca de roupas Onde: Shef?ield, Reino Unido Quando: 2010 Website: https://goo.gl/FsGY4z Facebook: https://goo.gl/P3YE8v

Descriçã o:

Common Thread é uma troca de roupas trimestral e clube de artesanato mensal com base em Shef?ield. Sã o um projeto comunitá rio voluntá rio que organizam trocas de roupas sociais e o?icinas de reparaçã o proporcionando oportunidades criativas e divertidas, num ambiente acolhedor seguro e de apoio. Promover uma cultura de voluntariado, partilha de competê ncias, e bondade.

Todos sã o bem-vindos aos eventos Common Thread, e sã o acessı́veis, oferecendo uma escolha de uma doaçã o £ 3 (para cobrir custos de funcionamento) ou doando tempo. Entã o, as pessoas que se voluntariam para 4 horas ou mais recebem entrada gratuita e uma refeiçã o.

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3.2 Como envolver a comunidade (dicas para envolver a comunidade ) (2) 3.2.1 A Comunidade

Motivaçõ es Descobrir o que motiva as comunidades é fundamental para o envolvimento. Ai s vezes, os melhores planos nã o tê m sucesso porque os lı́deres nã o compreenderam ou nã o perguntaram adequadamente à s comunidades as suas opiniõ es. A South Yorkshire Community Foundation descobriu que um caminho para o sucesso é seguir a liderança do grupo.

CASO: O objetivo da Regather no envolvimento da comunidade está focado na noçã o de governaçã o comunitá ria e de propriedade da comunidade. Usam uma abordagem pragmá tica para o envolvimento da comunidade, trabalhando diretamente com inquilinos e comunidades nas propriedades locais (propriedade de Lansdowne).

Presença comunitá ria Ter uma boa presença na comunidade é um fator chave para obter apoio e uma força de trabalho local. Os estudos de caso abaixo tê m todos isso em comum, e estar integrado plenamente nas suas respetivas á reas locais em Shef?ield.

CASO: A Regather desenvolveu uma rede dentro de uma pequena á rea de Shef?ield, conhecida como 'Little Shef?ield', desenvolvendo uma cooperativa que trabalha em parceria com a Portland Works, Sharrow Community Forum, Shef?ield City Council e uma ampla gama de outros residentes locais, organizaçõ es e empresas do terceiro setor. Esta noçã o de "Little Shef?ield" está a expandir-se, e as conversas sã o cada vez mais nã o apenas sobre o desenvolvimento econó mico local de uma á rea especı́?ica de Shef?ield - mas, em vez disso, estã o a evoluir para discussõ es de um meme emergente, um conceito partilhado - potencialmente capaz de ligar pessoas, organizaçõ es e empresas frequentemente dı́spares em toda a cidade, a trabalhar e cooperar numa causa comum.

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Trabalhadores locais Os trabalhadores locais possuem um conhecimento aprofundado das comunidades em que trabalham e podem ser a chave para o envolvimento. Os trabalhadores locais també m atraem muitos mais seguidores para a comunidade de partilha em que trabalham atravé s do boca-a-boca.

CASO: Regather tem um forte foco na criaçã o de emprego local, melhorando as á reas locais de Shef?ield.

Tê m um objetivo mais amplo de construir a propriedade da comunidade em toda a cidade.

CASO: A Common Thread Shef?ield está aberta a inputs criativos dos voluntá rios e estã o envolvidos no planeamento de eventos futuros, ajudando-os a sentir um senso de propriedade, um orgulho e um sentimento de pertença. Muitos voluntá rios dizem como a Common Thread os ajudou a encontrar o seu caminho e a fazer amigos em Shef?ield, criando uma comunidade

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3.2.2 Eventos

Muitos agentes locais descrevem os eventos da comunidade como uma forma essencial de se envolver com as comunidades locais. Estes vã o desde pequenos eventos atraindo cerca de 10 pessoas por evento, até eventos planeados para uma multidã o de mais de 500. Os eventos sã o formas ú teis de construir pontes entre as comunidades e as organizaçõ es; envolvendo moradores e pessoas locais, ajudando també m a descobrir o que eles querem na sua á rea, e como se podem envolver em projetos locais. A ?im de criar um evento que leve a comunidade a participar, aqui estã o algumas dicas ú teis (1): •

Parceria com outra organizaçã o ou evento para o má ximo de atendimento com menos publicidade

•

Torná -lo divertido e social

•

Enviar um comunicado à imprensa e publicar o seu evento em agenda nas redes sociais locais

•

Recolher os e-mails dos participantes no evento

•

Tire fotos, vı́deos e citaçõ es

•

Escrever um artigo sobre o evento

•

Enviar um relató rio do evento atravé s de newsletter, mensagens FB com fotos, promover artigos para imprensa local e grupos atravé s de redes sociais, etc.

•

Usar o evento como uma oportunidade para promover eventos futuros

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L

ocalizaçã o - Recorra aos parceiros para um local de eventos acessı́vel.

Igrejas, centros comunitá rios, espaços pú blicos, parques, mercados, universidades, bibliotecas, galerias e eventos de mú sica - sã o todos ó timos lugares para organizar um evento de partilha. Ao escolher um espaço, considere lugares que sejam mais centrais que sã o acessı́veis por bicicleta, a pé ou de transportes pú blicos. Sediar um evento perto de um local já popular pode impulsionar a presença de transeuntes.

C

riar uma pá gina do evento on-line

Isto pode ser atravé s de sites como o Facebook ou Eventbrite. O Facebook é a maneira mais fá cil de convidar um grande nú mero de pessoas e partilhar com as suas redes, mas é menos prová vel obter RSVPs ?iá veis. O Eventbrite para registrar os utilizadores é muito mais ?iá vel - ajuda a promover o evento, e permite-lhe enviar lembretes, criar bilhetes para torná -lo o?icial e, se necessá rio, limitar a presença.

P

eça aos seus amigos, familiares e colegas para partilhar

O link para pá gina do evento em seu nome e dê -lhes e-mails de amostra e mensagens de redes sociais para editar à medida. Os e-mails pessoais demoram mais tempo a elaborar, mas geralmente tê m uma taxa de resposta muito maior

P

ostar o evento online Para pá ginas de redes sociais de outros grupos e agendas locais. Fazer alguns anú ncios em eventos ou reuniõ es relacionadas e distribuir pan?letos.

C

ontacte os meios de comunicação Os meios de comunicação são uma fonte ines mável. Eles podem escrever histórias sobre os seus eventos.

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S

eja engenhoso

Idealmente, o evento deve ser de participaçã o livre. Felizmente, geralmente nã o é necessá rio muito dinheiro para criar um evento. A coisa mais importante a lembrar é certi?icar-se de perguntar. Peça espaços gratuitos ou com desconto para organizar o seu evento, anú ncios de media livres, pessoas a doar as suas competê ncias (voluntá rios), doaçõ es de alimentos. Muitas empresas podem patrocinar o evento com dinheiro ou atravé s da publicidade. Parceiros com estatuto sem ?ins lucrativos permitem deduçõ es ?iscais.

CASO: A Ragather tem uma vasta experiê ncia em organizaçã o e planeamento de eventos.

Gareth, fundador da Regather esteve na direçã o do Peace in the Park (um conhecido festival local) por 8 anos. Este festival reú ne milhares de pessoas de todo Shef?ield.

Alé m disso, um dos projetos da Regather é "Folk Forests", um evento acú stico de mú sica folcló rica ao ar livre como parte do festival 'Tramlines', um festival muito grande da cidade, atraindo dezenas de milhares de pessoas.

Tal como acima, a Regather tem presença em muitos dos festivais da cidade, como o festival Sharrow. Eventos como este nã o sã o apenas parte da identidade visual de Regather, mas uma plataforma sobre a qual podem envolver milhares de pessoas.

COMMUNITIES FOR COMMONS VIDEO de Danny Spitzberg

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E

ventos World Café

O World Café é uma forma inovadora de reunir membros da comunidade ou aqueles interessados na partilha urbana como espaço de comunicaçã o ou colaboraçã o, e é uma ó tima maneira de envolver a comunidade. A Metodologia World Café apresenta vá rias vantagens para alcançar tal envolvimento e soluçõ es. Os encontros World Café podem ser organizados pelos municı́pios ou pelos pró prios cidadã os. De qualquer forma, o objetivo será sempre descobrir soluçõ es e maneiras de agir, a nı́vel da comunidade / local, embora possa ter um impacto mais amplo.

O mé todo World Café é um mé todo de reuniã o incrivelmente poderoso em relaçã o ao envolvimento da comunidade, especialmente numa comunidade de diversas origens. Une as pessoas num formato que é ideal para a discussã o e organizaçã o de partilha urbana. As pessoas de diferentes origens podem trazer diferentes tipos de alimentos e formar uma base para a compreensã o cultural, aprendizagem partilhada, criatividade e discussã o comum.

E

ventos Open Space

Os Eventos Open Space podem ser usados para partilhar exemplos urbanos para reunir membros da comunidade para discutir oportunidades de partilha urbana. A Tecnologia Open Space permite grandes grupos (8 - 200 participantes, em mé dia) o que signi?ica que comunidades inteiras podem participar de uma só vez para formar uma conversa substancial em assuntos tais como a partilha urbana ou iniciativas relacionadas.

Os Eventos Open Space sã o ideais para o envolvimento da comunidade uma vez que sã o verdadeiramente participativos e democrá ticos, ou seja, todos na comunidade tê m uma palavra a dizer e podem partilhar as suas ideias. Ao envolver a comunidade, muitas vezes há a necessidade de resolver con?litos, muitas vezes há diversos grupos de pessoas, bem como a necessidade de colaboraçã o, a ?im de avançar. Para estes ?ins, os eventos Open Space sã o altamente valorizados.

VIDEO 10 Barreiras à Comunicação Efetiva, de Jovens Empreendedores

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3.2.3 Comunicação

Communication is a vital part of engaging the community in sharing.

To make real progress in the sharing economy, everyone will need to be involved, and collective action is required.

Community organisations are vitally important agents in social change. People are more likely to believe and respond to others who seem like themselves and who share their concerns and interests. The huge strength of community organisations is that they have direct access to people, understand local issues and sensitivity’s and can sustain people’s activity over time.

W

hat is communication? The different ways of reaching people

At a personal level, a large amount of communication is non-verbal: how we hold ourselves, how we dress and our body language are powerful communicators. This is no different with community organisations: the way you present yourself is as important as the words you use. If you come across as welcoming, active, fun and tolerant, you will attract them by offering positive reasons to be involved.

If you are wishing to achieve a broad base of engagement in the community, you will need to present yourselves as having a range of active members. For example, if all of your members are middle aged white men, you may have dif?iculty engaging women, young people, or ethnic minorities. It is worth actively seeking diversity in your organisation in order to engage all community members.

There are various tools and methods that you can utilise to improve your communication and engagement with the community, one powerful tool is NLP (Neuro-Linguistic Programming).

T

raditional forms are still important

Even in the digital age, a good display, poster, or lea?let is still an effective way of explaining your work around the local community. Even the process of preparing these materials are useful, helping you to de?ine your main positions and provide the messages for your other outreach activities. The style and appearance of such materials are a powerful statement on who you are. It is important to include photos (preferably group photos) and quotes.

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D

on’t ignore new technologies

Due to the very low cost, and its potential for spreading information peer to peer, email is still a valuable outreach tool, especially for publicising events.

You should always invite members to pass on e-mail communications to new people in their networks. It is important to have some sort of internet presence. This is especially important for attracting younger members, therefore some organisations ?ind that an interactive web presence – such as Facebook, is very useful for this reason. However, be careful not to over invest in the internet as with communities, face to face meetings should be a priority.

CASE: Foodhall have a large presence on the Shef?ield community forums, a system of forums set up to share information on events and meetings around Shef?ield. This allows them to both be online and part of the Shef?ield community.

CASE: Regather also have a substantial presence on Shef?ield community forums, enabling community engagement online.

B

e creative

As with any form of marketing, try to think of new ways of reaching people. Community groups have tried barbecues, games, competitions, festivals etc. It is important, however, to make sure you understand your community before deciding the best way to communicate with them.

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F

ace to face contact and word of mouth

People yearn for personal interaction, such as verbal, face to face conversations, to help them process and understand the information. Presentations are valuable, but in the case of engaging the community, they must enable participants to discuss with each other.

The traditional forms of public meetings with speeches and questions can be disempowering needs group discussion to be more engaging, especially with younger people.

CASE: Shef?ield Common Thread - People know about the project mostly through word of mouth. They have a Facebook page, email address and now an almost complete website, but the best form of networking and advertisement has been made personally, by asking everyone who attends the events if they would like to volunteer in future, and to invite their families, friends and colleagues to the next one.

N

LP

Social relationships in urban settings are fundamental to the success of Urban Sharing.

Ideally, in a community where people are more open to the values and beliefs of others, self-re?lective and open to new ways of doing things in an ecological and moral way, NLP will provide the both the theory and practical tools to create a successful Sharing Economy.

The skills you can gain through effective NLP methodologies such as building rapport are invaluable in community engagement, especially through face to face communications. Face to face communication also appears to be the most successful and effective way of community engagement.

The NLP core value of leadership is also integral to community engagement and cohesion as well as working with locals on urban sharing projects. As there tend to be fewer mediators and middle people in Urban Sharing initiatives, peer-to-peer relationships are pivotal to community engagement.

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3.2.4 Social Media

W H W

hat is social media?

The use of technology combined with social interaction to create or co-create value.

Essentially, it’s about communicating online.

ow can it help with community engagement?

It allows you to have more contacts, and build up a network, get people talking, involve the community, listen to them, talk to them and get feedback.

hat to use?

C

ommunity engagement through social media:

SARAH LEE AT TEDX KALAMAZOO VIDEO by TEDx Talks

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P

icking the right platforms In order to pick the correct platform to engage your community, you will need to ?ind out some information; such as:

What platforms are your target audience using?

What is their age range?

What are they interested in?

Are there any alternative ways to reach them?

By gaining these insights, you will be able to select a suitable platform to engage the community in your sharing organisation.

F

acebook The world’s largest social network, with over 1 billion users worldwide Over 50% of Facebook users visit daily

The average age of a Facebook user is 38 years old It’s good for news, events, campaigning, polls, feedback and notifying users about your services It’s a great tool for reaching a large amount of people at once It intrinsically invites interaction and engagement FACEBOOK CAN BE USED FOR: Community news Local competitions

Sharing photos

Asking for feedback

CASE: Foodhall utilise social media such as Facebook to engage the city of Shef?ield in their events and have proven hugely successful.

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T

witter - The fastest growing social media network in the UK - 1 billion new tweets posted every week

- It is growing the fastest among 18 – 24 year olds - It’s a great a platform for in?luencing, having conversations and campaigning - Use #hashtags to get more clicks on a subject of interest or event, for example #FoodHall - Go from being a broadcaster to a conversationalist

TWITTER CAN BE USED FOR: Local discussions

Promotion

Getting people together

There are many other social media platforms available that may be useful for community engagement, for the use of this guide, we have outlined to most popular tools, but there are many more that may be viable alternatives.

C

ontent and community engagement

•

Can your content work in a series, with regular updates? This will engage more people

•

Involve the community – blog posts, create videos e.g. skills they learnt, ‘how to’ videos, encouraging sharing through own networks

•

Run competitions

•

Experiment, try things out, engage and improve

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W •

hat else?

Apps

CASE: Foodhall have been developing a web app in which you can contact Shef?ield locals to invite people for a communal meal in your own home.

•

Storify – bringing together activity on different social media platforms

•

Integrate platforms – links to websites, other platforms, all accessible to each other

W

hat’s next?

Find a social media ambassador among your organisation Set up accounts and follow others – learn from in?luential bloggers and tweeters

Look for creative ideas inside and outside the community sector to engage your audience Get involved in conservations online reaching a greater number of people to ?ind your key audience Make sure you have links to social media on your website and vice versa

U

seful Websites Media Trust - Social media do’s and don’ts

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3.3 Conclusions

There are many methods for successfully engaging the community in urban sharing. Finding out about the communities needs and motivations are crucially important before ay engagement can take place, you must learn about your community and understand them before you can reach them on their level. The cases outline how important community integration is to engagement, using l ocal workers and working directly with the community as well as involving them through volunteering can build and maintain relationships that can form sharing communities.

Maintaining a presence through events has also proven highly successful for the case study organisations and show how important it is to be a part of the social activities in and around the community. Utilising methods such as Open Space and World CafeĚ can also bring community members together in new and interesting ways which allow for integration and democratic participation.

The ways in which you communicate with your community is also of great importance, and learning to use all the avenues outlined, after establishing the mediums your community utilises can really help with community engagement. Techniques from methodologies such as NLP can also improve your chances of building rapport and being a successful community leader ?igure.

The cases have highlighted that face to face communication is still one of the most important methods for community engagement, although it is important not to neglect (or overuse) new technologies and social media. The key appears to be in discovering your audience, and if your audience is a diverse mix, to diversify your communication methods.

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CHAPTER 4

HOW TO GET AND MANAGE THE RESOURCES

Table of Contents 4.0 Introduction 4.1 Sustainable funding from local people 4.2 Techniques on how to manage the resources 4.3 Working together 4.4 Sharing knowledge and services for funding 4.5 Securing the program 4.6 Sustainability

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4.0 Introduction

This chapter is prepared to help the potential readers to learn and manage the resources in the Sharing Economy (SE) system. Fundraising and resources management is one of the key issues of the Sharing Economy as the paramount aim for these projects and initiatives is sustainability..

The Sharing Economy is a socio-economic ecosystem built around the sharing of human and physical resources. It includes the shared creation, production, distribution, trade and consumption of goods and services by different people and organisations.

Sharing economy activities fall into four broad categories: • Recirculation of goods • Increased utilisation of durable assets • Exchange of services • Sharing of productive assets.

Graphic: “The rise of the sharing economy – The Indian Landscape” October 2015

People /Skills

Logistics

Health Household goods

Educatiom

Finantial services Transportation

Accomodation

The system has already proved itself to be sustainable with various examples throughout the world.

This guide will provide examples from different countries to maintain concrete ideas on how to manage the resources. The given examples are all speci?ic tools to be used but still can be generalised as a tool for new initiatives. This guide is for any sharing initiative that wants to think creatively about how it funds its core activities. The challenge of securing core resources is not unique to sharing initiatives. Most charities, community groups and social enterprises are constantly managing the balancing act of funding both their projects and core work.

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4.1 Sustainable funding from local people

4.1.1 Donations

The act or an instance of donating is making of a gift especially to a charity and non-pro?it organisation or public institution, or a free contribution. Charitable gifts of goods or services are also called gifts in kind.

Donating cash: You may use the following approaches to secure donations like monthly and annual donations, or donations for attending events. Donators can transfer the amount directly to the account of the organisation.

You may look for sponsorship donation offers by business and philanthropic organisations.

Donating goods and services: Non-pro?it organisations and SE enterprises may need some products for their activity. You may create a wish lists while donators can help choosing from the lists and giving speci?ic items. You can ask for goods and services.

Donating time: You might ask the donators to donate their time working for your initiative.

You can ask for services and competences.

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4.1.2 Crowd funding

To make real progress in the sharing economy, everyone will need to be involved, and collective action is required.

Crowd funding models involve a variety of participants- people or organisations - that propose the ideas and/or projects to be funded, and the crowd of people who support the proposals. Financing are members of the virtual community, friends, family and all the people who want to support the creators of micropayments. Many small deposits can amount to a large pool of funds that allow people to develop a business or organise attractive events.

Europe is a considerably huge market in the way of population, capital and ideas. There are also signi?icant improvements in the development of crowd funding in this area.

There is a willingness to support creative people and the development of crowd funding has no legislative limitation. Financing though crowd funding is perfectly legal in Europe. Each country follows its own legislation. It is recommended to use technical and legal solutions offered by specialised and professional portals, which in most cases, provide protection for both the authors of projects and people supporting good ideas.

Some crowd funding platforms in Europe are: Companisto The Berlin-based equity crowdfunding allows the crowd investors to invest for as low as €5 up to €500,000 and with no limit for companies on how much funds they want to raise. Companisto had funded companies and start-ups from various industries such as real estate (Weissenhaus has raised €7,500,000), food, toys, digital tech, and among others. The company has received more than €24 million investment from 44K investors and funded 51 projects.

Successful campaigns: Weissenhaus, Foodies, Bitebox

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Crowdcube Crowdcube is a UK-based equity crowdfunding platform that allows entrepreneurs and SMEs to raise capital in various industries such as Art & Design, Consumer Electronics, Film & TV, Professional Businesses and Services and among others via equity, debt, and investment fund options. On this platform, you can be a private ‘crowd’ investor where you can receive shares from the companies’ released shares you’ve supported. As of writing, Crowdcube has successfully funded more than £122 million with 300+ successful projects. Want to raise your first campaign? Companies need to be a UK Ltd company to get started and as an investor you can invest in as little as £10.

Successful campaigns: Sugru, Pavegen, JustPark FundedByMe The Sweden-based early entrant crowdfunding platform is a combination of reward and equity-based crowdfunding “for intelligent growth” allowing you to invest of products and services that you love or are passionate for. With a large market in Scandinavia, FundedByMe bagged the Top 100 Startup at Wired UK 2013 and received more than €15 million investment and funded 427 as of this writing.

Successful campaigns: Trine, Someone.io, Fikabox

Invesdor Invesdor is a Helsinki-based equity crowdfunding platform, the first to operate and provide financial alternative service in Northern Europe. It serves as a matchmaker between investors and businesses since 2013. If you want to invest on a diverse group of companies and services, whether in real estate, food chains, or digital platforms, this a good platform for Nordic start-ups, entrepreneurs and crowd investors. Invesdor has raised more than €10 million euros with 47 successful rounds and 111 companies listed. As an entrepreneur, you can start raising funds from as low as €20,000 and up to €1,500,000 during the open round.

Successful campaigns: Bryggeri, CityVarasto, Hockey Team Sport, Vaasan Sport

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MyMicroInvest Belgium-based crowdfunding platform MyMicroInvest allows you to invest alongside with professional investors in Europe for as low as €100 on start-ups and SMEs. The company has received investments of more than €12 million and funded 40 companies from their 30K+ members.

SyndicateRoom SyndicateRoom operates according to the “investor led model” where it has a syndicate of investors around professional investors, whilst allowing a crowd of online investors to invest in British companies, both in the early and late stages. As the name speaks for itself, it builds a syndicate of investors via equity. In a nutshell, you can invest with the “Angels” and have the opportunity to learn how they play around on shares. SyndicateRoom bagged the Alternative Finance Platform of the Year in UK at the AlFi Awards 2015. Since its founding in 2013, it has raised more than £40 million with.

You can register as an introducer to leverage the network of investors or as an entrepreneur where you can start with a minimum equity funding round of £150,000. As an investor, you can start investing for as little as £1000.

Successful campaigns: CamNutra, LaZook, Cell Guidance Systems

Seedmatch Known as Germany’s crowdfunding platform for start-ups, Seedmatch is also a matchmaker between investors and start-ups, allowing the investors to get their equity shares starting from €250 for an individual portfolio. On the flipside, start-ups can raise funds as minimum as €100,000. As of this time, the company has received investments of more than €24 million with 82 funded projects and with 95% success rate.

Successful campaigns: Protonet, Bonaverde, Aoterra

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Seedrs Seedrs is the first equity crowdfunding platform that has received a regulatory approval from Financial Conduct Authority in 2012, supporting early stage and established businesses to raise funds via equity, debt and convertible campaigns. The company is based in London and allows you to invest for as low as £10 or €10. They also plan to expand to the US. As their core mission states, they want to make it “simple for you to buy into businesses you believe in and share in their success,” whether in technology, wine and brewery or digital tech. Seedrs has raised more than £5.8 million with 250+ funded projects till date.

Successful campaigns: Chapel Down, Pixel Pin, Oppo Ice Cream

Symbid Symbid (aka The Funding Network) is a Netherlands-based equity crowdfunding that provides traditional and new ways of financial alternatives for entrepreneurs. You can invest for as low as €20 to jumpstart your investments on promising start-ups. The platform boasts of a solid community of 35,515 registered private investors, 51 professional investors and has received over €417 million investment.

Successful campaigns: Kidswatcher, Bergens Blonde

Wiseed France-based equity crowdfunding platform in real estate allows you to invest collectively for as low as €1,000 – you can invest on a variety of properties such as commercial properties, farms, residentials, etc. Wiseed comes with three options: invest on start-ups (invest for as low as €100), on real estate properties or get funds via cooperatives. As of writing, Wiseed has raised €36 million investment and funded 89 projects.

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4.1.3 Fundraising

Fundraising or fund raising (also known as "development") is the process of gathering voluntary contributions of money or other resources, by requesting donations from individuals, businesses, charitable foundations, or governmental agencies (see also crowd funding). Although fundraising typically refers to efforts to gather money for non-pro?it organisations, it is sometimes used to refer to the identi?ication and solicitation of investors or other sources of capital for for-pro?it enterprises.

Traditionally, fundraising consisted mostly of asking for donations on the street or at people's doors, and this is experiencing very strong growth [1] in the form of face-to-face fundraising, but new forms of fundraising, such as online fundraising, have emerged in recent years, though these are often based on older methods such as grassroots fundraising. ( Wikipedia )

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4.1.4 Business engagement Corporate Social Responsibility (CSR) Today's consumers hold companies to a higher standard. They're looking for more than just material products or quality services when choosing a company to work with: 9/10 consumers expect companies to not only make a pro?it, but also to operate responsibly with regard to social and environmental issues, according to a study by Cone Communications. 84% of global consumers also said they seek out responsible products whenever possible.

Recognising how important social responsibility is to their customers, many companies now focus on and practice a few broad categories of corporate social responsibility (CSR).

Corporate Social Responsibility is a form of corporate self-regulation integrated into a business model. CSR strategies encourage the company to make a positive impact on the environment and stakeholders including consumers, employees, investors, communities, and others. (Wikipedia)

CSR manifests by commitment to the community and its relevant stakeholders. For example, the company commits itself to provide donations and sponsorship.

You may use Sponsorship Donation Form to describe your need and initiative to obtain the ?inancial support.

Provide a brief description or summary of your organisation and your organisation's mission.

(Top 10 Equity Crowdfunding Platforms in Europe

by Maria Krisette Capati 玛丽亚 | Dec 2, 2015 | CROWD FINANCE, Crowdfunding)

WHAT IS CRS

VIDEO by CSR Video Scribe

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While many companies now practice some form of social responsibility, some are making it a core of their operations. The company Ben and Jerry's, for instance, only uses Fairtrade ingredients and have developed a sustainability programme for dairy farms in its home state of Vermont. Starbucks has created its C.A.F.E. Practice Guidelines, which are designed to ensure the company sources sustainably grown and processed coffee by evaluating the economic, social and environmental aspects of coffee production.

E

nvironmental efforts: One primary focus of corporate social responsibility is the environment. Businesses, regardless of size, have a large carbon footprint. Any steps they can take to reduce those footprints are considered both good for the company and society as a whole.

"European companies have really led the way on environment efforts, such as green energy usage, eco-friendly of?ice and travel policies, and ensuring that businesses take a responsibility for controlling if their net impact is positive or negative," said Richard Stevenson, head of corporate communications at ecommerce platform ePages.com.

P E

hilanthropy: Businesses also practice social responsibility by donating to national and local charities. Businesses have a lot of resources that can bene?it charities and local community programmes.

thical labour practices: By treating employees fairly and ethically, companies can also demonstrate their corporate social responsibility. This is especially true of businesses that operate in international locations with labour laws that differ from those in the United States.

V

olunteering: Attending volunteer events says a lot about a company's sincerity. By doing good deeds without expecting anything in return, companies are able to express their concern for speci?ic issues and support for certain organisations.

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4.2 Techniques on how to manage the resources

Ef?icient utilization of resources may be attributed to a better matching of the demand/supply gap in a particular segment. The consumer is the pivot which the sharing economy revolves around.

With the world becoming more mobile, the consumer expects all the information and services at the tap of a button. On-demand information and services match the client’s needs quickly, ef?iciently and conveniently through online platforms.

Revenue is lost ifcapacity is unused in the services sector. On-demand technology platforms help to transform the way suppliers reach potential customers by having their supply accurately mapped to the right demand.

This, in turn, increases resource utilization and reduces the possibility of unsold inventory.

For instance, ride-sharing services enable better utilization of cars leading to reduced number of cars on the road, and hotel rooms are better utilized leading to a decreased requirement for new construction.

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4.2.1 A sustainable base for the funding

This is currently the most popular approach with sharing economy - and rightly so. Core costs include administration, of?ice costs, administering ?inances and managing people. Project work is made possible by having a strong organisation that can deliver work ef?iciently. The example we have mentioned has the managing staff administering the website. The degree to which you can include core costs in a project funding bid depends on the funder. Some will explicitly not fund core costs or overheads, some will have very strict guidelines, others will be more ?lexible. At the same time you may ?ind pressure from inside your group to reduce the amount of core costs included so that there is more money for project work. It’s a delicate balancing act. Whilst we’re on the subject of fundraising, always remember to be realistic about the level of outputs you commit to in your funding bids.

Whether you are fundraising for project or core costs, the key is to try to budget for everything that might be needed. Project costs are those directly related to delivering the project.

Core costs are all the support costs that need to wrap around the project to make it work.

In an ideal world, each project you run would contribute its share, for example 10%, of the core costs of running your group.

Suppliers (drivers, delivery associates, etc.) with feature phones

Suppliers with smartphones

Examples of core costs: • Recruitment e.g. advertising • Managing people e.g. paying someone to spend time managing paid workers and volunteers

Use of maps to navigate

• Administration e.g. paying someone to do this

Social media

E-banking

E-commerce

Mobile wallets

• Administering ?inances e.g. paying someone to do this or elements of this e.g. book keeping, or preparing accounts for audit • Of?ice costs e.g. rent, rates, insurance, IT, telephones, stationery, postage, photocopying, printing etc.

•

Publicity e.g. paying someone to co-ordinate publicity, website costs, printing costs etc

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4.2.2 Considering the whole work as a “project”

Some aspects of core work can be packaged as projects to attract funding. This might include undertaking a speci?ic piece of research or feasibility study, developing a local action plan, or perhaps running an awareness raising campaign.

Household goods

Assets

Accomodation Transportation

Services delivery

Servicess

Domestic help Household chores

Online staffing

Expertise

Education Healthcare

Graphic: “The rise of the sharing economy – The Indian Landscape” October 2015

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4.2.3 It is important to have an efficient management

Securing funding speci?ically for someone to drive your core activities can be a great bene?it, but tough to achieve as only a limited number of funders will consider this. As with all fundraising, telling a compelling story is key: • What would having a funded co-ordinator achieve?

• Are you ready to scale up?

• Are you being held back from doing great work due to a lack of certain skills or capacity?

• What is unique about yougroup and this moment which means a paid co-ordinator would have a high impact?

Also, think critically about what you will do when funding comes to an end. How will you resource the work the co-ordinator has started, or ?ind other means to fund their role? Will it leave a gap that you can’t ?ill, or can you structure work in a way to minimise this risk?

4.2.4 Keep up with the new funds to go on

Funders rarely grant funds to pay for a fundraiser, so you will need to ?ind this money from another source. Finding the right fundraiser, with a solid track record in the community sector, is key.

You could put out a request for help from local fundraisers and see if anyone would support your Transition Initiative by giving their time for free.

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4.3. Working together

The SE economy has many aspects to be incorporated with the stakeholders in the region or platform it is implemented. The municipalities or public of?ices are the service providers which may be of great help in dissemination and expanding the utilities. Initiatives should be in close contact with respective stakeholders. They are also very ef?icient in con?licts in case.

4.4. Sharing knowledge and services for funding Some sharing initiatives are generating income through selling their knowledge and services in a range of ways, including: •

Renting out equipment and venues etc.

•

Providing consultancy services,

•

Introducing products to the market,

•

Delivering training courses using the skills of volunteers,

•

Using time banks to exchange services and competences.

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4.5. Securing the programme

The sustainability of a resource requires good management. The system is a self-funded initiative and each step must have the compensation tools to move the programme forward. The income fund should bear the requirements of unexpected incidents as insurance.

4.6. Sustainability

Budget management of the initiative must be regulated on a professional basis. The ongoing process should be supported by the core funds and each new income should be distributed to maintain the sustainability.:

Graphic: “The rise of the sharing economy – The Indian Landscape” October 2015

Job creation

Skill development Digital literacy Convenience Environment and infrastructure Transparency and accountability

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Social mobility

Resource utilization

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C

Who: Entrepreneurs from different layers of the society Recycling through sharing What: Recycling through sharing

Caase study title

Where: Turkey When: 2012 (Founded)

Description: Sharing through social media is a movement run by random people coming together on the web platform to share the tools or belongings they do not use anymore through web platforms. The sharing procedure is totally free and none of the participants ask for Money or pro?it. The respective social platform has already 24345 members actively sharing and informing the people around for the bene?its of the people in need. The social platform has the necessary information formed as menus to help for the ones who are searching a special tool or material. The products are listed and ready to be shipped upon approval of the site administrators. Credit is a small capital that is given, without the requirement of a security or a guarantor, to provide the resource for women with limited means to become active in an income generating activity on their own. The overall mentality for the programme is based on the idea that everything is worth using, as long as it is good enough to be used.

It works in both ways as there are the ones who are getting rid of the unnecessary things and the ones who are getting the necessary things without any payment. The social platform is working in a registration process as the participants should prove their IDs and contribute to the further development of the social platform. Turkey has been home to some innovative organisations and communities, practicing and advocating these alternative economies.

Resource Management The example gives us a clear vision the resources and how they are managed. First of all the start-up was an idea and easy to implement as the funding only needed for the online platform. The second step was to provide the servers as the registered users continued to grow. The website administra— tors used the funds which are paid by the users effectively to expand the platform among other potential users. The second funding resource is the web platform as the system has many subscribers. Those subscribers are potential customers for many shopping portals and their contact details are shared under permission by the users. The more subscribers there are, the more people sharing and as a result the more support for the platform will be gained from potential business

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CHAPTER 5

HOW TO PROMOTE AND SUSTAIN A SHARING COMMUNITY

Table of Contents 5.0. Introduction 5.1. Examples of Sharing Communities 5.2. Resources to promote and sustain a Sharing Community 5.3. Tools to promote and sustain a Sharing Community 5.4. The role creativity 5.5. Conclusions

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5.0. Introduction

The Sharing Economy (SE) is a socio-economic model in which people share and exchange goods and services and a variety of other resources or collaborate for their production and consumption.

This favours the possibility of experiencing new ways of producing and consuming, but above all of socialising. The SE is interpreted as a new paradigm but its roots are old because trust and reciprocity are at the basis of each form of human interaction. Nonetheless, it is undeniable that the SE re?lects a recon?iguration of the social system in a dialectic between social interactions occurring through digital networks, where contacts have predominantly utilitarian aims, and social relationships occurring through physical platforms, which tend to replicate communitarian lifestyles. Some experiences, however, have been able to balance pro?it and non-pro?it goals, especially thanks to the active engagement of citizens, in a variety of forms, languages, experiences, produce continuous social innovation.

This chapter aims to identify some of the resources and tools that promote a sharing community and make it sustainable over time. The evidence about these practices and these tools was collected through document analysis but especially through an analysis of positive experiences in the local context.

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5.1. Examples of sharing communities

M

aremilano

1 st Caase study title

Who: Maremilano What: Artistic and cultural production Where: Milan When: 2012 Website: http://maremilano.org/ .

Description:

It is a centre for artistic and cultural production, with small theatres, concert and cinema halls, recording studios, co-working and refreshment spaces, which promotes processes of social inclusion and urban regeneration. It was born as a private initiative but, through a public call, it was awarded with a great amount of land; this was crucial to launch other cultural projects. Besides this activity, Maremilano also manages a social housing initiative within an old refurbished farmhouse.

The goal of this sharing community is to empower people in the neighbourhood and all those interested in participating in the development of the centre whose opening was anticipated by a craft workshop.

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E

xFadda

2 nd Caase study title

Who: ExFadda What: Urban laboratory Where: San Vito dei Normanni When: 2012 Website: http://www.exfadda.it/

Description:

San Vito dei Normanni is a small town in the Salento hinterland. ExFadda is an urban laboratory born from the ashes of an old oenological factory in ruins. Public money was used for a self-determined project of regeneration. The ExFadda story, however, tells much more of a regeneration experience at urban level: this urban space devoted to young people has evolved by assuming the features of a physical platform where relationships, skills, social and economic activities intertwine and develop following the logic of a true sharing economy model.

The distinguishing and qualifying features of the ExFadda experience are trust, involvement, participation, in a perfect balance between market activity and sociality.

Ex Fadda seeks to support those who have an idea and/or want to learn, by collaborating with ongoing initiatives. It is currently home to roughly 30 youth organisations that are active in the ?ield of music, art and handicrafts.

The governance and management model of the organisation is based on the self-determination of the same people involved in the various projects.

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5.2. Resources to promote and sustain a shared community

Five aspects appear to be crucial for the promotion and sustenance of sharing communities. The next section will analyse the tools to enhance such aspects. Let us consider them (?igure 1).

Figure 1- The key prac ces to promote and support a sharing community

COLLABORATION / /SHARING

COLLABORATION / SHARING

ACTIVE CITIZENSHIP

SHARING COMMUNITIES

PUBLIC RESOURCES

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PLATFORM

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5.2.1 Trust

Trust is a key aspect within any system of relationships and therefore it is also crucial in the SE experiences. At an initial stage, trust acts as a facilitator especially when subjects operate in a context dominated by uncertainty. Trust is therefore necessary for change and innovation and is decisive for the de?inition of high social capital relationships, based on solidarity and reciprocity as well as sustainability.

PDF

Trust in the Sharing Economy: An Exploratory Study

THE CURRENCY OF THE NEW ECONOMY IS TRUST

PDF

VIDEO by : Rachel Botsman Does Country Level Social Trust Predict the Size of the Sharing Economy?

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5.2.2 The platform

The platform is the physical or digital place catalyzing relationships. It connects people, organisations and resources, performing a brokerage, aggregation and management role and giving the opportunity to create and exchange economic and social value, also through a substantial reduction of transaction costs.

Examples of physical platforms are Ex Fadda and Mareamilano. As indicated, Ex Fadda is an urban laboratory; Maremilano is a cultural and housing production center where, in a sharing and/or collaboration, relations but also skills, social and economic activities intertwine and connect with each other. The advent of digital platforms (such as AmazonMTurk, Ebay, etc.) has modi?ied the way in which the value of social relationships is constructed; moreover, it has in?luenced the way in which people communicate, consume and live by generating value that is a function of the ability to favor and harmonise social interactions among actors.

5.2.3 The system of public resources

Public resources might be crucial levers to help the identi?ication of needs and of innovative solutions and to trigger positive incremental relationships. The system of public resources refers to both administrative and managerial practices, but also to forms of ?inancial support; the latter might be of extreme importance in the initial stage of the promotion of a sharing community. All of them create opportunities for development as they trigger relationships and connections between social groups and among social groups and governance arrangements, providing the necessary support to free energies and capacities that may then have a social effect on the relevant community.

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5.2.4 Collaboration and sharing

Collaboration and sharing are relational modalities that privilege network schemes for putting together the available resources (i.e. formal and informal, professional and non-professional, public and private) to carry out a common objective. Such features apply to both physical and digital platforms, and allow the demise of hierarchical structures. The former also promotes autonomy and even exchanges, by dismissing the role of intermediation.

5.2.5 Active citizenship

Active citizenship is not an inevitable outcome of technological innovation processes. By contrast, it is the search and development of a sense of belonging and community that technology can nonetheless favor. Platforms, both digital and physical, as in the case of the experiences described here, can develop only through the direct participation of citizens. The platform sustainability is strongly related to its ability to engage people/clients. Participation quali?ies both the action and the relationship because the subject chooses, re?lects, decides and acts his/her role by contributing to the de?inition of the quantity and quality of relational exchange, as a function of the degree of knowledge and mutual trust. Participation is both an action and a process that is able to capture attention, incorporate preferences and reach shared choices with relevant subjects/communities.

WWW From powerty to power

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5.3 Tools to promote and sustain a sharing community

5.3.1 Tools to build trust

•

Respect the rules of the game (keep the promises to be reliable and prompt)

•

Ensure effective communication and information (periodic and mutual exchange of information, regular meetings)

•

Make important decisions together

•

Openly address divergences or dissatisfaction

•

Evaluate results together (?ind out the reasons for success or failure, take corrective actions and take advantage of this opportunity to re?lect on new common projects) The issue of trust is common to all platforms, be they digital or physical, pro?it oriented or not.

They must encourage users to trust their use. All of them therefore should make clear to their users that the trust they provide and the vulnerability they face (providing personal data, entrusting their own experiences, their projects, etc.) will not be exploited for other purposes.

Active Reputation Management Source: goo.gl/25sT7Q , accessed on 20 July 2017

Passive Reputation Management

TRUST

REPUTATION

IDENTITY

PEOPLE Refinement and detal

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More targeted connections

Improve content

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Accordingly, digital platforms use the following tools: - Declarative information: it is the collection of users’ data (i.e. name, surname, photo, age and a brief description); - Veri?ication: functionality to ensure correct data entry; - Feedback: evaluations by other users through a vote and / or a comment that will allow you to judge the experience; - Booking systems: you can choose and block the required resource; - Payment system: online payment reduces the possibility that the user does not respect his / her obligations; - New users' interviews: new users are veri?ied by the platform via a video interview; - Connection of social pro?iles (such as Facebook and LinkedIn): it provides a complete overview of each single user by comparing data of different origin.

Thanks to these tools, platforms, especially digital ones, help users to build their own reputation.

This is a useful circumstance especially when they have to interact with people they do not know.

Considering online reputation, trust is considered as a perceived and codable value in terms of numbers and data; by contrast, in of?line platforms, trust derives from personal and cultural dynamics originating from physical interaction and personal perception.

For instance, ExFadda is characterised by the absence of "access thresholds". The space there is open and accessible to anyone; the dialogue and discussion between those who live that space or cross it is permanent; the permanent activities existing there, all of this foster the development of trust.

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5.3.2 The tools needed to develop a platform

- Accessibility and gratuity (or low access cost) - Multi-purpose - Simplicity - Adaptability - Absence of restrictions on factors such as gender, class, etc.

- Security and enjoyment.

It is obvious that each platform uses such tools in different ways: Maremilano and ExFadda privilege open access and absence of limitations for those who want to bene?it from their services; no ?ilters are in place. By contrast, platforms where the decision-making is not up to a community that shares assumptions and values, run the risk of subordinating the access by means of an algorithm, that is, a sequence of instructions which often determines a serious participation de?icit.

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5.3.3 Tools for developing sharing and collaboration

Two similar but different actions – to share and collaborate – should be put in place for the consolidation and pooling of resources. These can be considered as design and action principles that contribute to renew the way of conceiving participation itself. Sharing attains more to community's experiences as individual resources and responsibilities are made collective in order to bene?it the community and for the pursuit of community’s goals. Sharing requires a high degree of trust.

The experience of ExFadda is closer to the experience of a real community since it gathers together individual resources to achieve useful goals for the whole community. Each person does not participate in the cost of the facility through a prede?ined rate system, but through a contribution de?ined by the person himself/herself. So, for example, if one cannot pay the rent, he/she c ontributes to the maintenance of the facility directly with his/her work.

A visual representation of Sharing RESOURCE

RESOURCE

COMMUNITY

RESOURCE

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RESOURCE

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Similarly, collaboration implies that individual resources, that maintain such a connotation, are put together to achieve a common project. This is what happens in Maremilano: a group of professionals join their resources in the pursuit of an artistic and cultural project.

A visual representation of Collaboration

The application of both tools require:

RECOURSE

• The identi?ication of needs • The selection of people to be involved • The monitoring of social dynamics

RECOURSE

COMMUNITY

• Clear communication • Responsive leadership RECOURSE

WWW Tipping the scale

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5.3.4 The tools for developing citizenship and active participation

- The ways to involve participants / stakeholders - The way in which communication occurs - The role of participating Here are some tips to promote active citizenship:

- Make the platform easily accessible in terms of cost, clear without any cultural, gender or race constraints

- Develop clear and direct communication modes, explaining motivations and goals to foster trust - Develop democratic organisational models allowing everyone to express their ideas and promote self-determination through the choice of goals and means - Foster the network through the identi?ication of stakeholders and through their contribution in terms of ideas and activities.

In the case of Ex Fadda, the winning idea is not to consider those who attend as customers or users but as bearers of interest, that is as stakeholders. Such people are those who actively contribute and carry out their own activities. For this reason, the governance and management of the community are based on selfdetermined choices made by the same actors who keep this place alive. Proposals and ideas arise from dialogue and discussion; such practices foster the development of trust, of social ties but also the exchange and accumulation of mutual knowledge.

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WWW

What is Community Engagement ?

To build citizenship implies knowing and respecting the rules of the community and building a sense of belonging, but it also implies contributing to community’s life via the creation and enhancement of community’s architecture. Active involvement implies contact, construction and responsibility. To enhance involvement means to carefully consider:

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Scale of Participation

We listen to your needs, we need your comments and information We keep you informed We want to consolidate our power

Your opinions are considered but with no commitments

ENGAGE

EMPOWER

COOPERATE

We will implement your choices

We need your opinions and they will be cared about

CONSULT

INFORM

MANIPULATE

Engagement can be measured along a scale of participation where the lowest level is represented by controlled information (manipulation), whereas the highest is empowerment i.e. a self-determined decision-making process. The achievement of this stage in a network organisation involves the production of social value of empowerment, which is the possession of skills, resources, knowledge and tools that enables people to choose appropriate conditions and factors that affect their quality of life.

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5.3.5 The tools to facilitate public support

•

Financial and ?iscal support: economic or ?iscal support measures that enhance such processes

•

Lending / Creating Spaces: these are initiatives that stimulate creative participation and promote networks aimed at sharing and innovation.

•

Regulatory action: this allows to circumvent / reduce / eliminate obstacles of legal nature

•

Governance action: this implies relations and alliances with various groups of stakeholders

In the case of ExFadda, the role of public policies was crucial to encourage creative thinking and enhance the existing resources to be used in favour of the community. Speci?ically, a public regional programme supporting youngsters and young entrepreneurship – these actors were considered as the real social resources of the Region- as well as a series of policy interventions aiming to recover abandoned spaces through cultural and creative activities, started a virtuous circle bene?iting not only the actors involved but the whole community. In addition, such interventions allowed to valorize the managing capacity of some charismatic young people.

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5.4 The role of Creativity

A very peculiar role to promote and sustain a sharing community is played by creativity.

The development of practices and tools for sharing communities are creative forms of reaction to socio-economic hardship, unsustainable environmental effects, unsustainable lifestyles, social marginality and unemployment. They are also creative ways to rebalance decision-making power in favor of urban and local communities, as the examples of EX Fadda and Maremilano demonstrate.

As indicated in GUIDE 2, creativity implies to bring into a situation something that was not there before, that is an element of newness and value. It should not be considered as a universal antidote to be used to solve all problems but it offers ways to examine problems that force us to ?ind alternative solutions in a context where few solutions are often available. As anticipated, it requires the willingness to engage with a dif?icult situation by using cognitive processing to understand and resolve it through a solution that is not immediately obvious.

The following ?igure summarizes the obstacles existing in the case of San Vito dei Normanni which, through a series of enabling factors hinging upon creative thinking, managed to become a sharing community.

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OBSTACLES

ENABLING FACTORS

SHARING COMMUNITY

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How does it happen? In its proactive version, a sharing community represents an important opportunity to produce innovation, raise social capital as well as answer people’s needs.

The construction of communities based on sharing may be a great opportunity for building a true solidaristic social system where the orientation towards people prevails over economic pro?it-maximization.

In a nutshell, the major changes are:

limited control

people’s control

Centralization

decentralization

Monopoly

participation

Individuality

network/community

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5.5 Conclusions

Many reasons militate for the construction of a sharing community from the economic to environmental ones. Nonetheless, it is apparent that only some experiences emerge as signi?icant cases of reciprocity and social innovation because they are based on gratuitousness, trust, openness and strong forms of 'elective reciprocity' that in the past was reserved for family members and friends.

When these reciprocity schemes, emerging at the bottom, attract the attention of public institutions, a new role for local administrations arises that transform the classic logic of redistribution into the logic of shared management of common goods. By focusing on urban spaces and especially on local services as common goods, it is possible to think about the involvement of community members in their production and management; in this perspective, a close relationship exists between the regeneration of public spaces, the ef?iciency of services and collective well-being.

At a time of undisputed hegemony of the market, public and community forms of production and exchange let emerge a possible alternative economic model. A facilitating role lies in the digital technology that, in the form of websites or mobile applications, is an essential support for enabling sharing goods, services and activities. The platform does not only allow individuals to meet, exchange and share, but it de?ines an environment in which interactions take place, by becoming a vehicle of trust (not personal but systemic) and reputation.

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CHAPTER 6

HOW TO ORGANIZE A SHARING CITY

Table of contents 6.0. Introduction 6.1. The meaning of Sharing City: a sharable city concept.

6.2. Some tips for a successful City Organizing.

6.3. Tools & Methodologies for organizing a Sharing City.

6.4. Successful policies for Shareable Cities.

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6.0 Introduction

In this chapter, we are going to talk about how to build and organise a city around social sharing economy frameworks and which are the main steps to implement it successfully. First of all we will discuss the meaning of sharing cities and have a look at different examples around the world of the social economy. Sharing cities were presented like innovative styles of living to learn and to improve our own lifestyles in order to be more shareable citizens in the urban areas. How the policies of main cities around the world are focused more and more in that, and some examples of the main policies of city halls are described. Some tips of successful city organising, like promoting shared mobility or shared living are also described.

Secondly we analyse tools & methodologies of agile management that could be used to organise the sharing city in several phases of a collaborative project, like territorial maps of needs, empathy map or world cafeĚ and open space to discover the urban community needs. At the end we can ?ind a catalogue of different activities that we will propose to activate the organisation of these sharing cities. Throughout the chapter several digital tools are described to improve the management of a sharing city.

In September 2015, the United Nations (UN), in collaboration with governments, companies and civil society, established the 2030 Agenda for Sustainable Development (1). Only by working together the 17 established goals will be achieved:

"Working to eradicate poverty, protect the planet and assure the prosperity of everyone."

Source: www.un.org. Date July 2017 It is interesting to note that one of the goals in this agenda, goal 11, is dedicated to the ef?icient management of urban areas, implementing within them actions that make our cities inclusive, safe, resilient and sustainable.

Like this, there are numerous examples nowadays of a general conscience about the decisive role of cities as an epicentre for Social Innovation and Sustainable Development.

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Governments should work together with citizens in order to make cities that offer opportunities for everyone, access to basic resources (energy, services, transport...), the creation of jobs and the generation of prosperity. Making Collaborative / Sharing Cities.

But, what are cities like these days? How do you go about designing a sharing city that is inclusive and offers improvement opportunities for its habitants? What is the role of citizens and of the government in this process of change?

Nowadays, examples of inspiring cities that are being managed in different ways can be found over the world. All of these cities have something in common: they share a collaborative, cooperative, social and supportive base. They respect the environment and put citizens in the centre of all its policies. They are Collaborative / Sharing Cities.

In 2015, Amsterdam was named ?irst sharing city in Europe (2). They want to be known as a sharing city, as a leader in the ?ield of the sharing or collaborative economy. One of the most important things to highlight is the engage of the citizenship in the project. More than 80% of their population is keen on participating in Sharing Economy.

Beyond the European frontiers, SE is also having a big impact in some African countries. Here you can ?ind a Ted Talk about Uganda experience supported by technology: “Owning our Destiny�.

(3)

TED TALK KAMPALA TECHNOLOGY AND THE SHARING ECONOMY

VIDEO by : Raymond Besiga

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6.1 The meaning of Sharing City: a sharable city concept

A collaborative / sharing city can be de?ined as one which offers strategies and policies geared towards facing social challenges, they are based on the logic of the New Economies (Sharing Economy, Social and Solidarity Economy, Economy for the Common Good...) and they are ran for and by the producer citizens. (4) Roger Sunyer, a collaborating Spanish academic and expert in Public Management and Social Economy, performs a fundamental precision about the social sense and character that should prevail in the construction of cities, in this case following the logic of Sharing Economy (SE): “an action programme for a sharing city should combine all the new opportunities that sharing economy offers with the maintaining and development of public services and public rights which have been previously achieved with everyone's collaboration.� "(the SE) should not present itself as a substitute, nor claim to occupy the space left (by other types of economy). The SE should interrelate itself with them to improve them. Therefore, launching SE should evoke a larger drive for public schools, public healthcare and public space where all citizens collaborate with their taxes to try an offer a minimum of equal opportunities which guarantee, at the same time, a certain reduction in social inequalities.

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Sharing cities favour a new style of life which is more sustainable and has a fairer consumption.

To achieve this, current governments are re?lecting as to how to reinvent a model of economic development before the push of new economies, in order to achieve a city model that is more intelligent, ef?icient, innovating, collaborative and sustainable. (5) In line with A. CanĚƒ igueral, creator of the website consumocolaborativo.org some key factors have created conditions for the emergence of collaborative cities: - The high urban density, where problems and opportunities coexist at the same level.

- The limits of Smart Cities, whose technological advances have not always been on par with the expected social advances.

- The appearance of the citizen producer, where people take the reins, putting themselves in the centre.

These policies of collaborative cities should, according to CanĚƒ igueral, allow citizens to safely and ef?iciently share all types of public services, parking, shared cars, and means of transport, consumption groups or complementary currencies in order to create stronger, healthier and interconnected communities.

Some governments have already seen an opportunity to improve the application of Shared City policies, in order to generate healthier, more connected, stronger and supportive communities.

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6.2 Some tips for a successful City Organising

Focusing on the previously mentioned authors, Sunyer and CanĚƒ igueral, and also the study of the already discussed local city governmental programmes, and other studies, let us now propose a series of measure and speci?ic advice that a governmental programme should contain, if their goal is to transform their city into a Sharing City.

By delving deeper into the concept of a Sharing City, we have seen examples of real cities that are either building, or consolidating their Collaborative Project. Through this, we can think of some tips, both for governments and citizens alike who are interested in making their cities better places to live, applying the criteria of the new economies.

All these measures should be fostered with a cooperative and collaborative public management style.

P

romote shared mobility

P

romote locally sourcing food

This implies accessibility more than ownership. To promote all shared means and encourage complimentary action, both in terms of traditional transport (bus, metro, bike...) as well as new ways of sharing private transport (car-sharing or ride-sharing), promoting the parking and circulation of these rather than exclusively private ones.

Promote local food production by means of consumer cooperatives and bringing together ways for sustainable relations with the environment through the promotion of urban gardens. Promote production, distribution and local sales systems and those under a kilometre.

P

romote shared living

Promote shared housing systems through housing cooperatives and new ways of building and relation to the space (shared services, shared property models, shared terraces, amongst others).

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B

oost employment in the civic economy

Promote economic and tax incentives for its creation and consolidation. Drive employment plans that create richness, linked to collaboration. Boost the civil economy and minimise the risks of relocation and speculative activity. Develop ethical banking, creating virtuous circles between savers and entrepreneurs. Use the existing public resources to boost the collaborative economy.

I

mplement cooperative and collaborative education

Integrate cooperative and collaborative education within public education programmes. Give priority to the cooperative and collaborative culture in business schools and in public services that create companies. Give standing to group undertakings over individual success.

C

reate a board for the Sharing City

A Board will be made up of representatives of the public sector, companies linked to the new economies, independent organisations and users. Its role should be to establish key strategic lines to create the best synergies amongst all parties, as well as looking to complement the new economies with the already existing public services and the social demands that they should still meet.

P F

ass and proclaim rules to promote sharing Establish the principle of sharing public resources, designate organisations and companies to share resources, providing them with administrative and ?inancial support.

orm a committee to promote sharing Develop civil campaigns to publicise sharing. Implement training aimed at the tutors of the generation of entrepreneurs, citizens and functionaries.

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C

reate an information centre and a sharing platform.

To avoid the dispersion of online sharing platforms, so that citizens can unite and have a place where they can store and consult all the information regarding sharing.

D I E

evelop a social innovation of?ice To ef?iciently support relevant organisations and companies and, in conjunction with the other administrations, improve laws and systems that are obstructing sharing.

mplement a Designation System of the Sharing Organisations and Companies To increase the citizen's trust in sharing organisations and private companies.

conomically support the entrepreneurial generation Support the creation of companies related to the economy of sharing from their conception, through to their birth and consolidation.

G

enerate an identity for the company and a slogan for the project of Shared City.

For example, in Seoul the slogan is "to share ten million things is to share ten million joys", meaning ten million habitants of Seoul are happy.

H

old conferences and forums about the economy of sharing

At the expense of the company and organisation's representatives, in order to help citizens to better understand the Shared City project, and its new models, and to get them to participate in these initiatives.

P

romote companies through the means that the local council has: Implementing policies to lower the psychological barriers against sharing and getting citizens to familiarise themselves with it.

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6.3 Tools & Methodologies for organizing a Sharing City

Now that this approach has been seen, and the concept of a Sharing City has been de?ined, let us now look into the possible tools and methodology that can be used, that invite collaboration and that allow for the agile management of projects when ?inding milestones in order to organise a Sharing City.

We will show diverse methodology that has arisen from "social innovation" and "design thinking", amongst others. Through them we will discover some tools that will be very useful when carrying out each one of the phases of the Collaborative Project.

These methodologies belong in the process of Social Innovation, which has the mission of developing and implementing new ideas, services, products and models with the aim of ?itting in with the real social needs, creating new, more collaborative social relations.

These actions are good for society, but above all, they boost the capacity of individuals to act (Guide to Social Innovation. 2013. European Commission) (6) A Collaborative Project consists of a combination of individual and collective activities that promote the ef?icient use of resources, infrastructure and materials. Its end aim is to develop attitudes facing learning and an in-context study searching for common interests.

The characteristics of a Collaborative Project are activities that develop competencies, provide pedagogical innovation, promote collaborative learning and the use of new technology, and make communication amongst educators stronger.

Source: collaborativeporoject.com date July 2017

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Conected People

Engaged partners

Informed Decision-Making Project

Phases Stakeholders and thair interests

DIALOGUE Collaboration Platform Activities

Conversation Techniques

Information Communication Technologies (ICT)

Source: collaborativejourneys.com Date July 2017

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When carrying out a Construction Process of a Sharing City, the following stages are followed, as with any project design: •

•

•

•

•

Needs detection phase Detection of the needs of the context and people.

Phase for the Planning of Aims De?inition of aims and activities.

Drawing Up of the Plan Phase Drawing up of the Plan: distribution of responsibilities and collaborative agreements.

Carrying Out of Actions Phase Carrying out of activities and skills development.

Annual Evaluation Phase Evaluation of the Plan. Annual review.

In each of the phases, tools for collaborative management can be incorporated which can help us to develop it. These allow for an ef?icient use of a series of methodologies in order to accelerate the procedure and the projects.

According to the blog ticsyherramientascolaborativas:(7), "Collaborative tools are basically systems that allow certain services to be accessed which makes it easier for users to communicate and work together without having to be together in the same physical place. Generally, they allow for the sharing of information in determined formats (audio, text, video etc.) and in some cases they jointly produce new material products of the collaboration. Many of them provide advanced functionalities that facilitate tasks such as the publication of information, searches, ?ilters, access, privileges etc."

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6.3.1 Needs detection phase

The ?irst organisational phase is a starting point. From here, the real needs of the people that intervene in the city (citizens, companies, social entities etc.) can be investigated, as can the needs of the territory that is to be intervened in (district, neighbourhood, zone etc.)

In this phase, the tools that are used help to put the diverse opinions, sectors of people etc. in common. We propose the following:

6.3.1.1 Territorial map of needs

This is useful to graphically capture the initiatives that citizens have suggested in a terrain. It was used in the previously mentioned project MARES de Madrid (8) in which four territorial maps were created in four of the in?luential districts where it was developed, in order to know the local needs of MARES project from Madrid - Competence labs video citizens.

VIDEO

6.3.1.2 Empathy Map

(9)

This is used to divide users. It investigates the feelings and needs of the target clients with the aim of learning about their habits, what they see, feel, say and hear... Basically, putting yourself "in their shoes" to then adapt the project or the service created so that it "?its like a glove".

WWW

How to use an empathy map to understand your target market

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6.3.1.3 Questionnaire /self report of needs

(9)

Survey Monkey

Google Drive

Probably the tool that is the most well-known on a worldwide scale when talking about on-line surveys is Survey Monkey, although these days there are also a large range of competitors that provide the same service.

Another, completely free, and very popular tool to make online surveys is Google Forms.

This product is provided by Google and all its users need to have a Gmail account, although it also offers more, complimentary products which are of great use.

Zoho Survey This is used to divide users. It investigates the feelings and needs of the target clients with the aim of learning about their habits, what they see, feel, say and hear... Basically, putting yourself "in their shoes" to then adapt the project or the service created so that it "?its like a glove".

TypeForm The tool Typeform is another, quite well-known platform, although it started in a beta phase, it allows for the quick and easy creation of online surveys.

Its key characteristic is that it has a very modern design and aesthetic, which very much helps to live up the task so that the respondent does not leave the process quickly and you then lose a great opportunity to improve your client's experience.

With the experience of participative surveys, we cite the example of Decide Madrid (10), as an experience in the city of Madrid where citizen's interests were collected both to plan concrete action and to approve participative budgets.

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6.3.2 Phase for the Planning of Aims

This phase focuses on choosing the most important needs of the city, establishing priorities about them and de?ining aims. A few tools that can help this phase are:

6.3.2.1 Game Plan

(11)

Graphic design tools which help to visually determine the aims to those you want to direct them to, detailing phases in the action plan, the obstacles, the strengths and the collaborators.

Source: groovetools.com date July 2017 (available upload templates)

WWW Visual Game Plan - Tools and Training

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6.3.2.2 World Café

(12)

In the output 3 of our Creatuse Guide www.creatuse.eu (12) you can get more information of these metohodologies: http://www.creatuse.eu/results/methodologies/

6.3.2.3 Open Space

(12)

In the output 3 of our Creatuse Guide www.creatuse.eu you can get more information of these methodologies: http://www.creatuse.eu/results/methodologies/ As an example of the de?inition and planning of strategic aims, we can see in this link those de?ined in the draft Strategic Plan of Social Economy of the City of Madrid 2017-2025 (13):

•

Linking the Social Solidarity Economy (SSE) to the needs of the people.

•

Making ESS visible as a model of transformation for the city.

•

Amplifying the mainstreaming of SSE to the city's economic sectors.

•

Boosting SSE as a factor of territorial and community development.

•

Incorporating SSE in the city's economic policies.

•

Strengthening SSE entities.

•

Positioning SSE as a model of reference for social diversity and equality.

•

Intensifying SSE as a driving agent of knowledge and innovation.

Out of those eight strategic aims 24 goals have been established, which will be the expected results when the strategic plan comes to an end in 2025.

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6.3.3 Drawing Up of the Plan Phase

6.3.3.1 Territorial map of needs

We can see an example of a Roadmap in the Strategic Plan of the Social and Solidarity Economy of Madrid, in which ?ive axis have been established which mark the directionality of these routes: Axis of SSE in the centre of municipal policies.

• SSE contributing to socio-economic change and improving people's quality.

• SSE as a factory of ideas shared for socio-economic action.

• The territorial ecosystems of SSE. • A comprehensive system for the creation and strengthening of SSE. From these strategic axes, the Plan for the city of Madrid, breaks down a series of possible activities and actions that are possible within each axis.

•

Some examples of actions for Axis 1: Training Plan targeted at municipal employees; reserve a percentage of the hiring for Special Employment Centres; the creation of a social impact certi?icate.

6.3.3.2 Territorial map of needs

This schedule could be organised in terms of the area/department and/or corresponding entity and the strategic agreement that it should acquire.

6.3.3.3 Trello ; Wiggio

(14)

Collaborative digital platforms are very effective when planning and managing projects online, as well as managing collaborative, online teams.

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6.3.4 Carrying Out of Actions Phase

We ?inally get to the point of putting this activities and actions into action to make this Collaborative Project come to life. The aim not for these actions to be put in place in an isolated, punctual and disconnected way, but for them to form part of an implementation plan for a Collaborative City.

Catalogue of possible activities to organise in a Collaborative City •

Actions for citizen and agent awareness.

Training of public employees; Assemblies and informative meetings for citizens and talks about citizen awareness; •

Organising of Time Banks (15);

•

Creation of Consumption Groups;

•

Generation of Spaces for Trading and Exchanging;

•

Facilitation of Social Spaces;

•

Promotion of Innovative Projects of a social nature;

•

Picnic Calling;

•

Flash Mob Calling;

•

Carrying Out of Workshops;

•

Promotion of Participative Collections;

•

Brainstorming;

•

Popular Votes;

•

Creation of FAB labs (fabrication laboratories) with 3D printers, milling machines and laser cutters;

•

Development of Platforms such as Share N Save (16) to visualise, neighbourhood by neighbourhood, all the activities available in your city so as to share, save, exchange, repair and connect with the local communities;

•

Shared transport initiatives;

•

Generation of complimentary currencies;

•

Construction of eco-villages and farmneighbourhoods;

•

Construction of collaborative murals.

Time Banking

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6.3.5 Annual Evaluation Phase

In this phase, questionnaires are carried out about the established indicators and the aims of the goals related to the proposed strategic axis etc. These are the expected results to the end of the strategic plan, after having carried out the planned actions: For example, an analysis will have to be made after the implementation of the Strategic Plan for Social and Solidarity Economy in the City of Madrid to see if: The knowledge that personnel in all departments of the town council of Madrid have of SSE has improved.

If the responsible public buying on the part of the town council of Madrid has improved.

If local and community cooperative projects have been boosted and articulated in the districts of the city of Madrid.

Upon completion, we recommend that a digital and multimedia Memory of the Project is put together, as well as an indication of the aspects that need to improve.

Find more tools & methodologies at (17) SCN Community Pages: Application to create a page, guide and webinar for page management, Websites: Wordpress CRMs for organizing: CivicCRM, Nationbuilder, Salesforce, Filemaker, Salsa Local events: Facebook, Meetup, Eventbrite, Brown Paper Tickets Newsletters: MailChimp, Constant Contact Listservs: Google, Yahoo, GNU Mailman Forums: Drupal Commons Volunteer Management: Volunteer Spot, ShiftBoard Decision-making: Loomio Crowdfunding: Razoo, IOBY (US only), Go Fund Me, Pozible, Indigogo, StartSomeGood, Coopfunding.net, P2P Foundation Top 40 Sites, Top 100 Crowdfunding Sites, Crowdfunding Review Comparison

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6.4 Successful policies for Shareable Cities

It seems that a collaborative and cooperative future is a new reality. In the processes of public management it would seem reasonable to introduce the principles of the New Economies as a social and solidarity base.

The processes of public management based on these principles will make it easier for every citizen to use and make the most of their talent and capacities for the common good. But, what public spaces and what processes of urban public management will have to be put in place in order to achieve the policies of a collaborative city?

The knowledge of some cities that have already successfully gone down this path could serve as an inspiration, or guide, for other governments and citizens that want to make their cities more innovative and inclusive places to live.

Let us take a look at the following examples of cities, programmes and successful policies that are currently in place.

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6.4.1 The resources of the Sharing City of Seoul in order to resolve urban challenges (18) In 2012 the government of the city of Seoul put a Shared City policy into place, being an example of a new paradigm of sharing cities. The local government created ?inancial support systems so that both companies and citizens could join in with the change. What led the government to take that decision? How can this range of measures be applied?

Seoul Given the potential that it presented and to contribute to its maximum development, the City Council of Seoul considered an innovative alternative for society. They believed that they could simultaneously resolve economic, environmental and social problems in the city whilst creating new economic opportunities, recovering relations of trust and making the most of underused resources.

After having created a ?irst-rate infrastructure by means of some very advanced urban policies, it began increasing the shared use and the ef?icient usage of these resources for their citizens, private sector companies, the administration and the public sector.

According to the Promotional Plan for the Shared City of Seoul, the key motives that led the government to take this decision of implementing a shared city policy were: •

By sharing, more pro?it is made with fewer resources, increasing their utility.

•

Activating the principles of Sharing Economy in the city may create new jobs and added value.

•

Promoting the culture of Sharing, based on mutual bene?its, will increase exchanges among people, restoring relations and communities.

•

Connecting resources with the people that need them, reducing expenditure and the environmental problems caused due to excessive consumption.

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6.4.2 Eurocities

(19)

EUROCITIES is a network of European cities which aim to in?luence the policies of the European Union so that together they can face those challenges that currently affect European citizens. As a non-governmental organisation based in Brussels, Eurocities is a transforming instrument and a trend generator. It actively works to achieve improvements in different key areas for the sustainable development of cities.

In the year 2016, Eurocities held its annual conference in Milan, this focused on the promotion and the knowledge of Sharing Cities. The Sharing Economy, which is one of the New Economies, presents itself as an unstoppable movement and a solution which is ever more present in governmental programmes of European cities that are searching for solutions to solve current urban challenges.

See the complete programme here

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6.4.3 Urban Innovative Actions

(20)

The European Union provides cities with tools and resources for them to become collaborative cities, trying and implanting new solutions to resolve their urban challenges. The UIA is one of these resources. It is a European Union initiative that promotes the implementation of pilot projects in the area of Sustainable Urban Development.

MARES de Madrid (21) In 2016, at the framework of this European initiative (Urban Innovative Actions), the Government of Madrid introduced MARES. It is a three year long project which proposes urban transformation and the creation of local, quality jobs by means of innovative practices that are passed on from one neighbourhood to another.

It promotes another city model through the creation of Resilient Urban Ecosystems for a sustainable Economy. It is found in four districts in southern Madrid, and its strength lies in the capacity that we all have, together with technology and ecosystems, to adapt ourselves to unforeseen situations.

In each of the four districts, there will be a space, called MAR, which is dedicated to the project. This will act as a laboratory for knowledge and will house these new, productive initiatives. The spaces of each MAR will be increasingly more open to initiatives, organisations, companies and neighbours. For that purpose, there will be a permanent programme of events and activities to encourage exchange, production, investigation, collaboration and the spreading of projects.

These will be previously disused public spaces that will be recovered and made available to citizens.

These places will be designed in a participative way with the neighbours of each district.

MARES is a policy of a collaborative city. It is an open initiative, made for the citizens. The companies that unite with MARES will have an urban impact, promoting a more sustainable city, even with lower carbon emissions. In summary: a city for everyone.

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6.4.4 Madrid, a collaborative city

(22)

As we have already seen, the government of Madrid is putting various initiatives into practice so that the city is an open, collaborative and participative one. Its style of public management is cooperative. By means of initiatives such as the platform Madrid Decide, the government is giving citizens the chance, not just to carry out new projects, but to vote on the proposed initiatives and proposals. All of this is with the aim of making Madrid a more just and inclusive city, made by the citizens, for the citizens.

Madrid In a city like Madrid, how are New Economies promoted? What organisations bring the shareable policies closer to the people? Who are the bridge between the citizens and the administration?

Since 2015, the local government of Madrid has been promoting actions, besides Mares de Madrid, to make Madrid a Collaborative City. The following are stand-out initiatives: The Strategic Plan for Social and Solidarity Economy Guide for Responsible Public Tendering Strategy for Sustainable Food in Madrid As part of its strategy for building a collaborative project for the city of Madrid, the government signed a collaboration agreement with REAS Madrid, an association whose mission is to act to transform the current economic system.

REAS Madrid groups together more than one hundred companies that also make up the MERCADO SOCIAL DE MADRID, a Corporative Society made up of Companies that produce Goods and Services and of Consumers.

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One of the goals of REAS Madrid is to develop the Social Market in Madrid, linking consumers to producers of goods and services with the criteria of built-in sustainability (economic, social and environmental): Providing tools in order to achieve a social and solidarity New Economy, through the organisation and citizen involvement Promoting activities, campaigns and projects that allow citizens to know what solidarity economy is.

To broadcast the activity and the aims of Mercado Social de Madrid, MESTalks, has been put into action, with real-life, inspiring stories. (23)

VIDEO

ÂżQuĂŠ es la ESS?

Promoting ?inancially ethical and alternative tools to serve the entities of the solidarity economy.

Encouraging responsible consumption by means of a social currency and various fairs.

Evaluation of its ful?ilment, applying the process of Social Balance.

Endorsing the box #MeCambio: when a consumer buys a box for 50 euros, they receive the same amount in Madrid's social currency the boniato, thus starting a new type of sustainable and transformative consumption.

Generating instruments to social change and justice, such as El Teatro del Barrio, (Neighbourhood Theatre) a cooperative of culture consumption, aimed at questioning politics, society, the economy and art. It was created in order to participate in a citizen movement in Madrid, which is now creating a new form of coexisting.

Example of the Social Balance of El Teatro del Barrio (Madrid) in 2015.

REAS Madrid is part of REAS, a network of National Networks, made up of more than 500 entities grouped together according to their territory of sector. Furthermore, they are present on an international level through RIPESS (Intercontinental Network for the Promotion of Social Solidarity Economy). (24)

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6.4.5 Sharing cities

(25)

It is a partnership that helps cities to become smarter. Sharing cities is a programme that offers a framework for citizen engagement and collaboration at local level, building a stronger trust between cities and citizens. See more in:

Source: sharingcities.eu. Date July 2017

6.4.6 Sustainable Economies Law Center

(26)

This non-governmental organisation based in Oakland, California aims to provide legal tools (education, investigation, orientation, legal defence) to those people and cities that embrace new methods of social and collaborative economy for all those that want to develop their own systems of food, housing, energy, employment and other vital aspects for the survival of communities.

From the experience of their work promoting new types of economy, SELC offers a series of advice and proposals aimed at local leaders in order to put policies in place for collaborative cities.

Have a look into the link Policies for Shareable Cities.

PDF Policies for Shareable Cities

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6.4.7 Digital Community Transforming Democracy in Taiwan (27) The Digital Community transformed democracy in Taiwan in 2014. A group of young people promoted the generation of a social movement that changed the way the country is governed forever: The Sun?lower Movement.

This was a technology youth –driven group that occupied the Taiwanese Parliament for several weeks. This movement brought up considerable changes at the country making policies, all supported by Digital Technology.

6.4.8 Ouishare

(28)

This is a Global Community which empowers citizens, public institutions and companies to build a society based on collaboration and sharing. In order to understand it and have a deeper look into one of the most important SE domain, visit http://ouishare.net/en.

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Chapter2 2.1. Cat Johnson. The Rise of the Sharing Communities. 2012, https://www.commondreams.org/views/2012/11/28/rise-sharing-communities# 2.2. Jessica Salter. Airbnb: The story behind the $1.3bn room-letting website. 2012, http://www.telegraph.co.uk/technology/news/9525267/Airbnb-The-story-behind-the-1.3bn-roomlet ting-website.html 2.3. Helmut, The Real Meaning of Brainstorming and How to Do It. 2016, https://remembereverything.org/real-meaning-of-brainstorming/ 2.4. Hunter Halder. ReFood website, http://www.re-food.org/en/about/ideahere 2.5. Kevin Daum. 7 Ways to Generate Great Ideas. 2013, https://www.inc.com/kevin-daum/7-ways-to-generate-great-ideas.html Websites: https://www.airbnb.com https://www.re-food.org/en http://www.reclusa.pt

Chapter 3 Websites: http://www.shareable.net/blog/how-to-organize-a-sharefest https://knowhownonprofit.org/how-to/how-to-engage-with-your-community http://tools.energysavingtrust.org.uk/Communities/Support-and-guidance/How-to-guides/ http://resources.mediatrust.org/guides/digital/social-media-dos-and-donts/

Chapter 4 4.1. Ernst & Young LLP, ”The rise of the sharing economy – The Indian Landscape”, October 2015 4.2. Jo Taylor, ”How to guide. Transition core resourcing”, REconomy Project Transition Network , 2015 4.3. Wikipedia 4.4. Maria Krisette Capati 玛丽亚, “Top 10 Equity Crowdfunding Platforms in Europe” CROWD FINAN CE, Crowdfunding, Dec 2, 2015 http://crowdsourcingweek.com/blog/top-10-equity-crowdfunding-platforms-in-europe/ 4.5. Jennifer Post, What is Corporate Social Responsibility?, Business News Daily Contributor April 3, 2017, http://www.businessnewsdaily.com/4679-corporate-social-responsibility.html

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Chapter 6 6.1. United Nations. 2030 Agenda for Sustainable Development http://www.un.org/sustainabledevelopment/ 6.2. Amsterdam Europe First Sharing City. http://www.collaborativeconsumption.com/2015/02/04/amsterdam-europes-first-sharing-city/ 6.3. Raymond Besiga, Ted Talk Kampala, Owning our destiny, Technology and the sharing economy.

An African perspective, https://www.youtube.com/watch?v=hUmFRwvnosc 6.4. Robert Sunyer, Economía Colaborativa y Servicios Públicos: 6 pasos para una ciudad realmente colaborativa, http://ciudad.blogs.uoc.edu/post/88367614489/econom%C3%ADa-colaborativa-y-servicios-p% C3%BAblicos-6 Albert Cañigueral, Ciudades Colaborativas. Ciudades más humanas y sostenibles 6.5. Mara Balestrini, From “Smart Cities” to “Smart Citizens”: when technology meets activism, http://magazine.ouishare.net/2017/03/from-smart-cities-to-smart-citizens-when-technology-meetsactivism/ 6.6. Guide to Social Innovation. 2013. European Commission https://ec.europa.eu/eip/ageing/library/guide-social-innovation_en 6.7. Website blog about collaborative tools http://ticsyherramientascolaborativas.blogspot.it/p/herramientas-colaborativas.html 6.8. Project Mares MADRID: http://www.youtube.com/watch?v=USIuoR7KRpg http://maresmadrid.es/busca-del-necesidades-potencialidades-diagnostico-cuidados-vicalvaro/ 6.9. Surveymonkey.com, Zonhosurvey.com , Google Drive, typeform.es 6.10. Decide Madrid, https://decide.madrid.es/ 6.11. Grovetools, Graphic Game plan. https://grovetools-inc.com/collections/graphic-gameplan 6.12. World Café & Open Space. Creatuse Guides output 3. http://www.creatuse.eu/ 6.13. Plan of Social Economy of the City of Madrid 2017-2025 http://www. comess.reasmadrid.org/wp-content/uploads/2017/03/ mesa2_ponencia_Resumen_ejecutivo.pdf 6.14. trello.com, wiggio.com 6.15. Transition Times, Time Banking https://www.youtube.com/watch?v=aB8ifVJ34JU 6.16. Share N Save, https://www.sharensave.com.au/

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6.17. Tools & methodologies http://magazine.ouishare.net/ https://www.youtube.com/watch?v=sHw7gG5mApI&feature=youtu.be http:// www.shareable.net/sharing-cities-toolkit 6.18. City of Seoul, The resources of the Sharing City of Seoul in order to resolve urban challenges, http://english.sharehub.kr/ Seoul Opens an Online Platform to Tackle Urban Challenges with Other Cities, http://english.seoul.go.kr/seoul-opens-online-platform-tackle-urban-challenges-cities/ Cat Johnson, Is Seoul the Next Great Sharing City?, https://www.shareable.net/blog/is-seoul-the-next-great-sharing-city 6.19. eurocities.eu, http://www.eurocities2016.eu/index.php Eurocities annual conference in Milan, http://www.eurocities2016.eu/index.php 6.20. uia-initiative.eu, http://www.uia-initiative.eu/en/about-us/what-urban-innovative-actions 6.21. MARES de Madrid project, http://www.uia-initiative.eu/en/uia-cities/madrid 6.22. From Barcelona to Madrid, Spain’s smart cities inspire change , http://www.urban-hub.com/cities/fine-tuning-smart-in-madrid/ La ciudadanía madrileña ha decididoConoce los proyectos ganadores de los presupuestos participa tivos, https://decide.madrid.es/ REAS Madrid, http://www.economiasolidaria.org/reas_madrid/presentacion Iñigo Antepara, Social Market in Madrid, http://www.transition-europe.org/?p=666 6-23. Sandra Salsón, ¿Qué es la ESS? Mercado Social de Madrid MESM, https://www.youtube.com/watch? v=mbohJNZZy3E&feature=youtu.be&list=PL8Xbuyyil1q7OTzrdwNN9huxx_Y1j-sZT 6.24. ripess.eu, Intercontinental Network for the Promotion of Social Solidarity Economy 6.25. Sharing cities, http://www.sharingcities.eu/sharingcities/home_sharingcities 6.26. SELC - Sustainable Economies Law Center , http://www.theselc.org/about 6.27. Nithin Coca , Shareable, Digital Community Transforming Democracy in Taiwan 6.28. OuISHare, http://ouishare.net/en

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The Power of Sharing, https://www.youtube.com/watch?v=89WM3xSMG-Y Rachel Botsman: The currency of the new economy is trust, https://www.youtube.com/watch?v=kTqgiF4HmgQ Spitzberg, Danny (2016) Danny Spitzberg- Communities for Commons: Ideas for Engagement. Last accessed 21.07.2017 https://www.youtube.com/watch?v=qft4RSe_mtY Young Entrepreneurs (2016) 10 Barriers to Effective Communication. Last accessed 21.07.2017 https://www.youtube.com/watch?v=slq1nAhZuqE Lee, Sarah (2014) Community engagement through social media: Sarah Lee at TEDxKalamazoo. Last accessed: 21.07.2017 https://www.youtube.com/watch?v=hZ7m17NKurA&t=229s CSR Video Scribe https://www.youtube.com/watch?v=D36KBuY_OZY&app=desktop What is Community Engagement ?, https://www.youtube.com/watch?v=bxkmMX3z0yw Tipping the scale -- unconscious barriers to community engagement | Brett Powell | TEDxChemungRiver, https://www.youtube.com/watch?v=3Epcls1JILg Raymond Besiga, Ted Talk Kampala, Owning our destiny, Technology and the sharing economy.

An African perspective, https://www.youtube.com/watch?v=hUmFRwvnosc Project Mares MADRID, http://www.youtube.com/watch?v=USIuoR7KRpg Transition Times, Time Banking, https://www.youtube.com/watch?v=aB8ifVJ34JU FPAtv, #sce2014 Collaborative Territories Toolkit, https://www.youtube.com/watch?v=sHw7gG5mApI&feature=youtu.be Sandra Salsón, ¿Qué es la ESS? Mercado Social de Madrid MESM, https://www.youtube.com/watch v=mbohJNZZy3E&feature=youtu.be&list=PL8Xbuyyil1q7OTzrdwNN9huxx_Y1j-sZT

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Contact: www.creatuse.eu

CREATive Urban Sharing in Europe KA2 Strategic Partnership for Adult Education Project no. 2015-1-IT02-KA204-014775 Additional information about the project are available at: www.creatuse.eu

This project is funded by the European Commission.

This publication reflects the views only of the author, and the Commission/National Agencies cannot be held responsible for any use which may be made of the information contained therein.

The Guide “RESOURCES AND TOOLS: HOW TO ACTIVATE A SHAREABLE COMMUNITY ” has been developed under Erasmus+ KA2 Strategic Partnership for Adult Education Project CREATUSE is licensed under a Creative Commons.

Attribution-NonCommercial-ShareAlike 4.0 International License.

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