Collective Intelligence and co-creation guidelines for NBS_ v0.0

1 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

2 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

3 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

4 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

INTRODUCTION

3 4

CO-CREATION FOR NBS [31] STEP BY STEP [58]

2

ART MEDIATION IN EXPERIMENTAL NBS

COLLECTIVE INTELLIGENCE [62]

1

CONCEPTUAL FRAMEWORK AND GUIDELINES

CO-CREATION WITH ART [32]

Adaptive Cities Through Nature Based Solutions (ACT ON NBS) Purpose Handbook structure

1.1

1.2

2.1 2.2

9 13 15

Co-Creation loops in the Social Innovation Process

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• Initiation • Development • Maturation Why fostering Co-creation for NBS?

20 22 24 26

Current initiatives of NBS with arts/culture mediation Matadero Acción Mutante (M.A.M.) • Partnership/cluster • Objectives Phase 1 Co-creation: “Mutant” Workshop and expert meetings Phase 2 Prototyping and Master plan Phase 3 Exhibition, assessment and scaleup.

33 36 37 40 41 45 46

CO-CREATION STEP BY STEP • Stakeholder Engagement 60 • Internal Alignment and Contextualization of “the problem” • Co-Design the Nature-Based Solution • Prototype the ideas

COLLECTIVE INTELLIGENCE TO AMPLIFY CO-CREATION PROCESS 4.1

Collective Intelligence Platform: CoLab.upm

65

5

[68]

A

Annex

5

Lesson-learned [66]

COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

LESSON-LEARNED AND SATISFACTION SURVEY RESULTS 5.1 5.2

68

REFERENCES

71

SOURCES

73

Source: (2019) TAKK

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Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 Figure 7 Figure 8 Figure 9 Figure 10 Figure 11 Figure 12 Figure 13 Figure 14

First draft of Handbook structure Social Innovation Platform waves The system immune response Finding ways around the system Governance Models according (Sekulova & Anguelovski 2017) NBS co-creation models with Art & Culture mediation Matadero Madrid: Public Centre for Contemporary Creation Actor engagement and collaborative governance at Platform-A Phases of Matadero Acción Mutante project Matadero Acción Mutante—Planning Ecovisionaries: International Art Exhibition Co-creation process Collective Intelligence Platform: Colab.upm Colab.upm platform process

Table 1 Table 2 Table 3 Table 4 Table 5 Table 6

Overlappings between WP 5 and rest of WP in ACT on NBS Governance Models according to Naturvation (2017) - part 1 Governance Models according to Naturvation (2017) - part 2 Matadero Acción Mutante team member Scientist and artists Interaction — Management tool Co-Creation cycle comparison with relative NBS projects

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Between 1980-2010 Europe lost

300 billion due to storms, landslides, floods , and

mudflows and saw 75,000 deaths as a result of heatwaves. In Copenhagen alone, extreme rainfall in 2011 caused widespread flooding and damage when the sewers could not cope with the huge volume of water. Insurance damages alone were estimated at 650–700 million. Climate change will have far-reaching impacts and consequences for urban Europe. These events can spell disaster for cities and the inhabitants in them. To help tackle this immense challenge EIT Climate-KIC as set up the ‘Adaptive Cities through Integrated Nature-Based Solutions’ (ACT on NBS) innovation ecosystem.

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Sustainable innovation ecosystem. The ACT on NBS project is designed to increase NBS uptake, and to establish a growing and sustainable innovation ecosystem, bringing together cities, researchers and experts to support innovative scale-up NBS in cities, countries and internationally.

Learning network experiments.

The ACT on NBS project has 4 key interlocking activities designed as learning networked experiments to together increase NBS uptake, as well as a dedicated coordinating activity to establish and grow a successful innovation ecosystem:

1. The

coordination activity will establish a knowledge-sharing platform and facilitate small teams to actively manage the community and seek funding opportunities. In addition, an advisory board ensures project sustainability, scaling of impacts, strategic direction and political influence.

2. Building capacities and technical assistance to create the conditions for greater uptake of NBS within municipalities including through crossdepartment understanding, procurement and communication with the public.

3. Review and assessment of tools that support greater uptake of NBS with specific NBS themed Climathons and roadshows.

4. Connecting, accelerating and scaling NBS startup businesses by matching their innovations with climate challenges faced by municipalities.

5. Promoting collective Intelligence and co-creation for NBS through new channels of awareness and multi-actor engagement.

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Knowledge sharing and scaling up In addition, the project has a community management team and a business development team. The function of the community team is to facilitate knowledge exchange between work packages, cities , and EIT Climate -KIC, to engage with affiliated communities of practice (CoPs) and to proactively seek out new cities and relevant CoPs (e.g. EIB, LIFE, WBCSD, H2020, ICLEI, World Bank).

The role of the business development team is to identify relevant business models and highlight opportunities at city, region, national and international levels that can help sustain and grow the ACT on NBS ecosystem.

European cities involved: 1. Milan 2. Madrid 3. Orleans Metropole 4. Torino 5. Prague 6. Vejle 7. La Spezia 8. Savona 9. Warsaw 10. Union of Towns and Cities in Slovakia 11. Amsterdam (Engineering dept) 12. London 13. Bratislava 14. Utrecht 15. Valladolid 16. Bologna

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Involved Partners:

Source: (2019) TAKK

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The ACT ON NBS project is a innovation ecosystem driven by Climate-KIC to create more liveable, resilient cities through substantially increasing the introduction of NBS and enhancing natural systems; bringing together cities, researchers and experts and key stakeholders from Climate-KIC's community, will be developed a space to build on existing initiatives to support innovative scale up of NBS in cities. Therefore the project will contribute to the new Climate- KIC strategy: to catalyze systemic change for climate action.

Synergies with WP5 in the ACT ON NBS project The following table illustrates the main connections between the WP5 outputs with other work packages. This allows to envision the focal points of interaction and to encourage the dialogue among partners to achieve an interdisciplinary work.

This will provide a “layer/ approach� methodology with co-creation and collective intelligence which goes beyond the classic projectmanagement, rather oriented to efficiency and delivery of results than to process innovation and collective construction.

Table 1: Overlappings between WP 5 and rest of WP in ACT on NBS

Source: itdUPM own elaboration (2019)

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As shown in the table, outputs 1 and 4 of WP5 are transversally related to all work packages, meaning that the handbook will be the jointly developed through an iterative process along the whole project duration. Along this process, both the inputs of all work packages and the feedback from the handbook testbeds will be included.

The purpose of this handbook is to promote collective Intelligence and co-creation for Nature Based Solutions (NBS), fostering new channels to raise awareness and encourage multi-actor engagement. Co-creation with different actors and especially designers, artists and architects becomes a convenient strategy to generate aesthetically appealing and socially acceptable NBS designs (Frantzeskaki 2019). The overall goal is demonstrate how co-creation should foster interdisciplinary collaboration, catalyze project impacts and enhance the participation of un-conventional and conventional actors in the whole process.

The result will be to achieve a common orientation and practical approach to successfully co-create NBS solutions. This assessment will be carried throughout the entire life cycle of the ACT ON NBS project (Adaptive cities through Nature Based Solutions). The handbook is rather intended as a live-document to be assessed with the consortium at different stages of the project in order to generate a methodological guideline.

Figure 1: First draft of Handbook structure

Source: itdUPM, 2019

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This handbook is divided in 5 chapters. The current introduction makes a reasoned explanation of the book structure and establish some synergies of this WP with others inside the whole project.

Chapter 1 contains a conceptual framework to cocreation for NBS, and describes the overall approach including a brief description of current NBS governance models. Besides this, some central aspects of the cocreation concept in the whole social innovation wave will be highlighted.

Chapter 2 discusses the concept of co-creation will be explained using various examples of successful NBS projects in Europe which foster art mediation as core principle in the process, in particular the case of Matadero Mutant Action in Madrid.

Chapter 3 shifts the focus towards a wider practiceoriented scope, offering a step-by-step guide for the cocreation of NBS for practitioners, highlighting the engagement process of conventional and un-conventional actors.

This is followed by Chapter 4, which explores the digital layer of collective intelligence concept as an amplifier of social innovation. Moreover, the operation of collective intelligence MIT-UPM platform (COLAB) will be presented as a tool to foster and facilitate the ideation and acceleration of ideas from the co-creation process. Also we make available an operative guide to run a challenge in the online-platform.

Chapter 5 will focus on the lesson-learned during the 3 year- project and provides the satisfaction survey results.

Mention proof-of-concept and demonstration stages of Nature-based Solutions adopted by Raymond et al. ( 2017) In addition, a review of tools that are considered to be beneficial for socially inclusive strategies for the planning and implementation of NBS. Both the overview and the tool descriptions can be in Annexs.

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CO-CREATION for NBS conceptual framework

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1.1 Co-creation loops in the Social Innovation Process NBS have been discussed as a term or concept for some years now, mainly within the fields of agriculture, industrial design and resilience to climate change (Potschin et al. 2015). In the NBS definition coined by the EU H2020 Research and Innovation agenda, it refers to processes that are “inspired or supported by nature” to tackle climate mitigation and adaptation challenges (CohenSchacham et al., 2016). However, NBS should not only function in ecological terms but also be economically and overall socially sustainable (Nesshöver et al 2017) to avoid failing in what While et al. (2004) coined as a “sustainability fix” to describe how urban regimes have incorporated the green agenda in order to “greening of the urban growth machine” (Haase 2017).

Co-creation is a new form of interaction which involves deep social innovation and active cocreation between various actors: NGOs, foundations, public institutions, private companies, academics, representatives of civil society and/or local development organizations, and citizens themselves. In a broader sense, co-creation is not limited to the action of “jointly creating” but also entails a freedom of choice to interact with citizens, companies, professional organizations via a wide range of experiences in order to create these “solutions”, being products, services and/ or concepts. A new paradigm of customer-contact originates through co-creation: the customer’s/citizen role is no longer limited to be the end-user of a product or service. Instead, the customer/citizen also becomes a cocreator and co-designer. In other words: the people are no longer a subject, they are evolving towards becoming a genuine partner (Herbjorn et al, 2017).

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Figure 2: Social Innovation Platform waves

Source: 2019, itdUPM, based on The Young Foundation (2016)

Higher education institutions are increasingly being expected to be active contributors to city development worldwide addressing wicked hard problems, as climate change (GUNI, 2017). Few would deny the need to strengthen the mission of having universities embody their role as space for the exchange and growth of knowledge. Literature shows that, apart from disciplinary expertise, in order to design and implement solutions it is essential to deal with systemic problems by engaging a diversity of stakeholders, with varying levels of power.

Henceforth, Faculty need to interact with a diversity of actors, inside and outside the academic community and to take into account diverse mental frameworks, languages, cultures and interests.

The dominant norms, processes, and values constitute our current “system of operation”, the way in which we presently tackle our problems. This system was designed in the past, and presupposes the linearity and predictability of the processes of change. It is therefore not at the height of the challenges and goals of the 2030 Agenda, which are characterized by uncertainty and complexity.

We need a “second operative system”, which will initially have to be compatible and coexist with the current operative system (Kotter, 2012).

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In order to do this, it is necessary to overcome “expert” and “top down” approaches that lead to very limited results, and instead build an authentic movement of transformation that connects a multitude of private and public actors through a shared vision and common goals. This approach requires a deep understanding of the values and narratives that are expressed over a predetermined problem (or geographic space) and associate the vision of the future we desire with a battery of interconnected initiatives (Espiau, 2017).

Working in a truly cooperative and multi-actor environment requires empathy, generosity, and tolerance to mistakes. Thinking on leadership, for instance, there is a tend to consider leadership as an individual characteristic. This holds true, however it is also a property that is developed within groups and organizations. Work within platforms of innovation requires new forms of more distributed and transformative leadership (Mataix, 2018).

The process is expressed by a platform in the form of Social Innovation process. We define process as ‘platform’ as opposed to ‘project’ because the majority of initiatives dedicated to systemic social changes are designed in the form of projects, thus limiting themselves by dealing with specific topics, unlike platforms, which are driven towards transforming complex systems (Espiau, 2017). The social innovation processes that apply a social movement approach dedicate the first phase of action to know the cultural dimension of the thematic or geographical area in order to co-create, prototype and scale with better results.

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This first stage is made up of a process to explore the problem and its related background, in order to identify actors and initiatives and be able to connect them, making an analysis of the different scenarios in which they operate. This process is subsequent to the formation of the multistakeholder partnership or promoter/promoter group that has pre-established the problem to be addressed.

The group also includes the facilitator team that will be in charge of coordinating, moderating and catalyzing the whole social innovation process The approach to the problem should always keep an interdisciplinary and multi-agent vision, which allows the objective and priorities to be specified. In the selection of participants we shall tackle gender and age diversity, convene experts according to theme and geographical and cultural proximity. Mappings of people, organizations, resources, previous and / or existing initiatives should be carried out. As in all phases of the social innovation process, this initial stage is iterative and must be carried out whenever it is required to unlock a barrier that prevents progress in the exploration of the problem.

Innovation is not always based on creating something new but also on connecting the existing. Therefore it is important to analyze previous research, existing initiatives, and prototypes that can connect to the platform. After these analysis we can establish categories of prototypes that will require diverse developments.

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Figure 3: The system immune response

Source: Conway, R., Masters, J., & Thorold, J. (2017). From design thinking to systems change. RSA Action and Research Centre.

Figure 4: Finding ways around the system

Source: Conway, R., Masters, J., & Thorold, J. (2017). From design thinking to systems change. RSA Action and Research Centre.

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This process will be extensively developed in Chapter 2, so in this section we will only establish questions of cocreation and prototyping process. The objective of the co -creation sessions is to elaborate different ideas to respond to specific problems, and to transform these answers in specific prototypes. The sessions should be operational and focused on getting the best description of these prototypes. The co-creation approach allows us to: • • •

Take advantage of local knowledge, Identify emerging opportunities, Implement solutions tailored to real needs,

In order to streamline a co-creation process the facilitating team must systematically use of a series of tools and methodologies. To specify the ideas in prototypes, the facilitator team will begin by clustering the ideas that emerged from the initial process (Exploration, connection and analysis), and assigning them to a working group. The working groups, supported by the facilitating, will carry out the various co-creation sessions.

Prototype is the materialization of an idea or solution to test it, learn it, adjust it, modify it or, eventually, discard it.

Once a promising idea has been proposed, it should be tested in practice. Ideas develop through trial and error, and constant refinement. It is very rare for an idea to emerge fully formed. There are many methods in use to test and refine ideas, from formal methods of random controlled trials to pilots and experiments.

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Social innovation initiatives must go through a process of adjustment and adaptation to the local context before being implemented that we call prototype. Instead of closed projects, proposals must always be submitted to the opinion of local agents and connected to the opinions gathered in the diagnostic phase. Social innovation projects must be able to contrast in real time the opinion and suggestions of local organizations, institutions and family environment of the people to whom the program is addressed. This instrument will allow to have a continuous assessment, evaluate the evolution of the program and eventually introduce corrections.

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Once the social need or challenge has been identified, an open process of finding new solutions has been developed, they have been tested in real scenarios and the impact (as well as their financial viability) can be demonstrated, social innovation usually seeks the Scaling or replication of these initiatives.

Only a minority of ideas will survive being tested and piloted. Even promising ones may simply not be sufficiently effective, or sufficiently cost-effective to survive. When an idea or cluster of ideas is new there are likely to be many competing alternatives. Usually just a few of these survive. Think, for example, of the bicycle or car, each of which took an extraordinary variety of forms in their first decades (from penny-farthings to three-wheelers) before a handful of variants became dominant.

Public feedback may be key, but evaluation methods also have a vital role to play since there is always an element of judgement in determining what counts as success or failure. The ability to judge innovations, and screen out a high proportion, is critical to the success of an innovation system. Trying to keep too many ideas alive may starve the best ideas of the resources they need to be sustained.

For those that do pass through a period of successful prototyping and testing, launching a service or product on a sustainable basis involves the development of an eco-

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nomic model that will secure its financial future. That often requires changes to the idea itself: streamlining it; simplifying it; and/or turning into more modular elements so that it can work even without the enthusiasm of pioneers.

Outside the public sector, sustaining an innovation will involve six key things: 1.

A business model that runs parallel to the core idea of the venture and which sets out how it can become sustainable.

2.

A governance model that provides a clear map of control and accountability, as well as protective safeguards (not least to protect it from predators if the project is a success).

3.

Sources of finance, both start-up capital in the short term and income streams over the longer term.

4.

A network and communications model to develop what we refer to as the venture’s ‘relational capital’.

5.

A staffing model including the role of volunteers.

6.

A development plan for operational systems – including management information, reporting and financial systems, IT, supply chain systems and systems for risk management.

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1.2 Why fostering Co-Creation for NbS? As it has been discussed, socio-ecological modelling of NBS should be part of a transdisciplinar co-creation process where approaches to solutions, and their corresponding problems, are jointly deliberated by experts, practitioners, citizens and other stakeholders. NBS cocreation processes require therefore a strong INTERRELATION of the different -scientific and social- disciplines and an active dialogue between stakeholders, political actors and society.

These processes result in NBS capable to generate multilateral benefits for either human health and well-being, economy, society and the environment. More precisely, as stated by Nesshöver et al (2017), co-creation is thought to bring three types of benefits to NBS: (i) ‘substantive’ benefits, as stakeholders' perspectives, conditions and knowledge inform and improve planning; (ii) ‘instrumental’ benefits, as the process becomes better understood and more acceptable and supported to stakeholders ; and (iii) ‘normative’ benefits, as stakeholder involvement increases the legitimacy of the process. In doing so, NBS should represent more efficient and costeffective?? resilient and accountable solutions than traditional approaches, such as urban green infrastructure (UGI) or urban ecosystem services (UES). Co-creation allows local residents to verify impacts during coimplementation, help to maximize co-monitoring and maintain long-term co-development (CLEVER citar).

Participatory process require a brief consideration of current NBS governance models and the current demand for experimental and collaborative forms of management. As found in Sekulova & Anguelovski (2017), there are very few examples of public-only or private-only NBS governance. According to the main actors promoting them - be it public authorities, private/for profit entities, civil society/non-for-profit organizations, or academiathey can be classified as follows:

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Table 2: Governance Models according to Naturvation (2017) - part 1

1. Public-state based approach, Initiatives mainly managed by state actors. There is a potential disconnect between short-term actions/interactions and long-term goals, where changes in public administration could leave particular interventions with no maintenance funds. Co-creation is only sporadic, not resulting in the establishment of long-term alliances.

2.

Entrepreneurial approach, Shared private sector-state management. Innovation, economic gains and biodiversity/ climate solutions could go hand in hand. Powerful socio-economic interests are likely to dominate greening initiatives over other/social equity needs or priorities. Co-creation is limited to private sector initiatives.

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Table 3: Governance Models according to Naturvation (2017) - part 2

3. Collaborative approach*, Collaborative governance public-private sectors- and civil society. People-centred ecosystem-based adaptations. Co-creation is perceived as a way to reduce barriers/constraints to adopting NBS on a wider scale. co-creation is ‘measured’ by the number of actors from different sectors involved in design and implementation of NBS.

4. Bottom- up approach, It builds on urban gardening as a new politics of public space, focusing on quality of life, rather than consumption, but also as a “postmodern avoidance of big politics and long-term commitments”

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Nature4 Cities project makes a very similar classification of 4 governance models (see Figure 2): public–led traditional governance models (Cluster 1), market oriented governance models (Cluster 2), collaborative governance models (Cluster 5) and community based governance models (Cluster 4). In the triangular diagram, two additional key drivers are presented: the degree of involvement of public actors vs. private sectors together with the hierarchical/non-hierarchical organizations. According to Egusquiza et al (2016), co-creation leans on the collaboration between designers, citizens and companies in the early stages of NBS in order to find out the most balanced solution between feasible technical solution and budget implications (Egusquiza et al 2016) .

Figure 5: Governance Models according (Sekulova & Anguelovski 2017)

Source: (2019) Nature4Cities

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Co-creation allows for collective design and prototyping among different actors, generating more inclusive and sustainable mechanisms of change. Ugolini et al (2016) classify conventional actors in three general categories: public administration, academics and practitioners/ business. The first is perceived to be a “source of innovation”, whereas the second (public administration) and third (private professionals) groups are the ones responsible for implementing policies ‘based on scientific results’.

In this regard practitioners (business) are seen as providing practical experience, academics – scientific knowledge and expertise, while public administration – experience, data and new problematics. Technical consultancies and facilitators are the most frequent form of collaboration between the three groups (Ugolini et al 2016) Besides, the inclusion of unconventional actors and local community allows to take advantage of local knowledge, identify emerging opportunities, and implement solutions adjusted to real needs which the community appropriates (La Caixa , 2019).

This co-created “solutions” should be more than just tools, technologies or instruments (Haase 2017). Some central aspects of the co-creation concept are highlighted below: (contrast with Frantzeskaki, 2019) •

It focuses on community as a center of the process. It seeks to empower the community instead of just consulting or documenting it, sharing local knowledge instead of "extracting it", and participating from the beginning in the decision-making and problem-solving processes. Co-creation shall present possible conflicts or alternative opinions not only for the solution, but also to the related scope of the “problem”.

•

NBS should be locally attuned to societal contexts to better connect people with their local natural resources and climate issues. Since climatic conditions are normally local, the import of ready-made solutions can distort the desired output.

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•

The commitment of the community and the partners is crucial. However, it should be remembered that “the commitment never occurs in a neutral context and there will always be consequences on the distribution of control and power" (Davies et al., 2012, p. 9). Therefore, it is important to manage the implications of this distribution of power and control among the partners through co-creation mechanisms (Morello et al., 2018a). It renders through collective governance.

•

It implies multidisciplinary collaboration of actors, combining knowledge and capacities from different sectors and thematic areas. During the cocreation process, the partners explore the benefits of cooperating by highlighting each other's strengths, making the process conducive to better quality results (Morello et al., 2018a).

•

Visual impact & form-finding. Many voices have demonstrated that NBS need to be aesthetically appealing for citizens to appreciate and protect them (Frantzeskaki 2019). This appeal for novel and attractive aesthetics entails a good ground for artist engagement with communities in cocreation experimental processes.

•

Co-creation in itself thus generates new domains of collective creativity (Trischler et al, 2017). The road to co-creation is a form of open innovation hub where ideas are shared, closely connected with the citizen and actively communicated to allow creativity and shared responsibility among all parties involved (Morello et al., 2018a).

•

Finally, it is important to emphasize that the co-creation processes are continuous in each of its stages, and must be transparent, guaranteeing access to relevant information to the entire community and partners involved.

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CO-CREATION with arts/culture mediation in NBS

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2.1 NBS current initiatives with arts/ culture mediation Various initiatives have been recently fostered in the fields of art to mediate for NBS co-creation to foster climate adaptation issues. This particular thread of cocreation combines art and science, focusing on the climate shift which both art and science might explore. As stated by Fernandes & Guimar (2018) NBS might recover, recreate or reinvent nature in humanized landscapes and develop a more creative relation between humans and natural elements, processes and functions. This appeal for novel and attractive NBS aesthetics entails a deep ground for artist engagement in co-creation experimental processes and generate new domains of collective creativity (Trischler et al, 2017).

Some of them are Inland CAR- Centre for the Approach of the Rural (Fernando Garcia Dory 2013), The Embedded Artist Project (Frances Whitehead + ARTetal Studio 2015), Creative Carbon Scotland - Cultural Adaptation Project (2017), or the latest Forum for Radical Imagination on Environmental Knowledge (FRIEK 2018). These projects aim to explore the benefits of art in co-creation to stimulate new discussions on climate change, reach out to new audiences and discover new adaptation skills. Despite its many divergences, their common orientation is to open new channels of awareness, collaboration, and connection between culture and nature, and therefore new paths for NBS co-creation.

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Figure 6: NBS co-creation models with Art & Culture mediation

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Source: itdUPM 2019

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2.2 Matadero Acciรณn Mutante (M.A.M.) Matadero Acciรณn Mutante borns as an art-research project in which Matadero Madrid Centre will be used as a test-bed for experimental NBS. The prestigious Contemporary Art Centre is located in and old slaughterhouse building from 1920 and has developed a number of strategies to tackle the lack of shadow areas in the large open plazas outside. The MAM project is envisioned to transform this public space into a pleasant site adapted to the high summer temperatures and to enhance the visitors experience. Besides, the project is expected to provide an opportunity to reflect on climate change: the interventions will function as trial proposals which, once evaluated, can be replicated in other areas in Matadero or in other spaces with similar problems in the city.

The Project Matadero Acciรณn Mutante was held out from February to June 2019, and will culminate in the delivery of a project/prototype that will form part of an exhibition on climate change. Under the name of Ecovisionarios, this exhibition will be held from June to October 2019.

Figure 7: Matadero Madrid: Public Centre for Contemporary Creation

Source: Matadero Madrid (2019)

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Partnership/cluster This collective design initiative fits into the collaborative governance model and was launched by Platform-A. The platform aims to relate diverse stakeholders from multiple areas with different perspectives integrated by:

Technical University of Madrid (Academia): Providing a “connecting tissue� for provoking, accelerating and sustaining transformative collaboration among different disciplines and actors. Its main role is to facilitate the process, and also Technical University of Madrid (UPM) may probably play additional roles such as expert knowledge, research and learning products.

Madrid City Council (Challenge-owner): Guiding and generating public policies and legislation towards innovative sustainable processes that respond to societal needs and vice versa. Responsible of changing inner processes and structures of administrative bodies towards a new mindset within City Council to deliver innovative climate policies.

Matadero-Madrid, Public Centre for Contemporary Creation: Amplifying the contact and communication with residents (citizens) providing spaces for meetings and activities to socialize communitarian experiences, acting as a catalyst of grassroot civil organizations and processes. Also, they promote the co-creation of new narratives and their visualization, through artistic representations.

Platform-A is involving a wider range of organizations on a local and national level (local authorities, businesses, civil society and informal citizens groups), intermediary entities (specialists in topics that will be discussed) and international institutions that allow for the exchange of knowledge and reinforcement of their international scope. This group of organizations forms the network of actors linked to the platform to identify the needs and adequate strategies for the successful implementation solutions within a concrete territory. Each of these partners has diverse interests and incentives to participate in this initiative

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The platform gathers several conventional actors from public and private sectors, as they are Matadero Madrid Centre for Contemporary Creation, the itdUPM Centre for Innovation in Technology for Human Development, the MIT Center for Collective Intelligence, and Madrid City Council. The initiative also pursued a deep involvement of unconventional actors from the beginning of the process. The platform selected a group of international artists* with current expertise on climate change adaptation that worked jointly with university student groups. The ultimate goal was to build a wild nature, a garden shared by visitors, creators, walkers ..., a place of coexistence and exchange, a place of learning, enjoyment and rest to deepen into the concept of NBS.

Table 4: Matadero Acción Mutante team member

Idea and co-direction: Madrid Platform-A. Co-Direction y curator: elii [oficina de arquitectura] – Uriel Fogué, Eva Gil, Carlos Palacios, with the collaboration of Lucía Fernández, Ana López, Raquel García, Marta Vaquero, Mónica Palfy and Juan Mateos.

Advisory Group: Juan Azcárate, Luis Tejero, Rafael Ruiz, Carlos Mataix, Julio Lumbreras, Manuel Alméstar, Sara Romero, María Ángeles Huerta, Luisa Fernanda Guerra.

Madrid Plataforma-A members: Luis Tejero, Rafael Ruiz, Carlos Mataix, Manuel Alméstar, Julio Lumbreras, Sara Romero, María Ángeles Huerta Javier Alonso Garcia, Monica Diaz Lopez, Federico Manzarbeitia Arambarri, Marta García Haro, Irene Ezquerra, Roberto González García, Ashly Sánchez, Valentina Oquendo, Francesca Olivieri, Lorenzo Olivieri, Nilda Salcedo, Adán Sánchez, Cristina Martin Yuste, Javier Tejera, Teresa Gomez Villanos, Alberto Masaguer, Julián Briz, Isabel de Felipe, Alberto Sanz, Javier Antón , Cristina Jorge, Juan López-Aranguren, Joaquín Sicilia, Paula López Barba, Carmen Herrandez, María Suárez de Cepeda, Eva Miedes Vicente, Kira Hontoria, Gabriel Grinberg, Nuria Preciado, Carmen Haro Barba, Adrian Smith, Alberto Garrido, Marta Garcia Haro, Santiago Moreno, Elena Torres, Raquel Casas, Ana Centeno, Simona Perfetti y Ángeles Cristóbal.

39 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

Figure 8: Actor engagement and collaborative governance at Platform-A

* Double Happiness (Joyce Hwang + Nerea Feliz), Nelly Ben Hayoun, Orkan Telhan, Takk (Mireia Luzárraga y Alejandro Muiño) and Uh513 (María Castellanos y Alberto Valverde).

Source: Elii [architecture office] (2019)

40 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

Objectives The objectives of the cyborg garden are:

To make the outdoor spaces of Matadero Madrid more liveable and welcoming. To enable a more userfriendly space, compatible with the current uses of the and focused on adaptation to climate change (decreasing temperature, regulating humidity, casting shadows, treating the existing soil, accounting other agents (non-humans),

To cast light on climate change issues, ensuring that the proposals participate in an open debate on this problem.

Sustainable sotuions: The life-cycle extended sustainability. Every prototype’s design is meant to think about accompaniment protocols, community participation, other agents enrolment,

41 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

Figure 9: Phases of Matadero Acción Mutante project

CO-CREATION

Source: Elii [architecture office] (2019)

Phase 1 Co-creation: “Mutant” Workshop and expert meetings April 2018 – February 2019 This phase has been developed from several workshops, with all the agents involved. Besides the working sessions, a series of Skype meetings were held every 2 or 3 weeks to inform the work in progress and also to receive the experts feedback.

The partial submissions were made a week before the working sessions, so that they can be socialized with the rest of agents involved in them. Every artist could upload their work in progress material in and special folder in Matadero Accion Mutante Drive. Some useful information from the working tables that took place during Phase 1, was collected in the corresponding minutes. All the information and meeting minutes is available in the public folder below (https://nube.cesvima.upm.es/index.php/s/W0GN7FnRptFcPa8? path=%2F1_Naturacion_Matadero)

42 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

Curated by MATADERO MADRID, the Mutant Workshop was an intensive week of meetings held at DIMAD where design students from different backgrounds worked closely with the invited artists in the process development and design guidelines of Matadero Accion Mutante proposals.

Each workshop was led by an international artist who will have students from different institutions and disciplines of design, estimating ten students for each training center.

Each group will have a tutor from each of the institutions involved, who will act as a support figure at the tables.

Artists/Workshop Leaders • • • • •

uh513 (María Castellanos & Alberto Valverde) Double Happiness (Joyce Hwang+Nerea Feliz) Orkan Telhan Nelly Ben Hayoun with Moon Ribas/ Neil Harbisson/ Ishmael Butler Takk (Mireia Luzárraga + Alejandro Muiño)

43 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

In order to integrate different knowledge, and give scientific rigor to the prototypes, specific sessions were held to address both the needs of the artists and the possibilities of prototype improvement according to experts. Some of the topics addressed were soil and substrates, irrigation systems, plant species, connection between species, etc. The following table shows one of the rubrics designed to collect the different subjects and topics in a single document.

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COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

- Which plants attract insects and caterpillars?

Vivero Municipal (Javier Spalla) Banco de Semillas de Madrid Santiago Moreno Julian Briz Isabel de Felipe Elena Torres Fernando Sobrino ¿?

Jardines Verticales y Cubiertas verdes (Urban Agriculture) Julian Briz Isabel de Felipe Francesca Olivieri Valentina Oquendo

Paisajismo (Landscape)

Suelos (Kind of grounds)

Estructuras ligeras (Light structures)

Insectos (Insects)

Aves (Birds)

Conocimientos específicos / Specific Knowdledge (para más información d

Algas (Algae)

Cristina Jorge Alberto Masaguer Nuria Preciado Emma Barahona Javier Tejera Rafael Ruiz - Ayuntamiento Seo Birdlife Nuria Preciado Kira Hontoria Eva MIedes Alberto Nanclares Ángeles Adán Raquel Casas José Luis Yela García: Monica Gutierrez Pilar Medina Ana Centeno Francisco Jose Cabrero (Biodiversidad, FranciscoEcología Jose Cabrero y Evolución, Facultad de Biología, Universidad Luis Galán Complutense de Madrid), Dr. José I. Aguirre (Biodiversidad MIguel Jose Ignacio Aguirre: Irene

Biología / Biodiversidad (Biology, Biodiversity)

Table 5: Scientist and artists Interaction — Management tool

UH513 María Castellanos y Alberto Valverde http://uh513.com/

TAKK mireia luzárraga + alejandro muiño http://www.takk-architecture.com/

DOUBLE HAPPINESS Joyce Hwang y Nerea Feliz ORKAN TELHAN

http://www.antsoftheprairie.com/ + http://www.nereafeliz.com/

http://www.orkantelhan.com/

PAULA LÓPEZ BARBA Robertina Sebjanic Ecosystem:

Plantas resilientes y sus cuidados (Resilient plants (Preparation and care))

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Phase 2. Prototyping and Master plan This phase consisted of participation protocols in the collective design process for a cyborg garden for the Matadero Madrid public space. The interventions will work as trial proposals for adapting to climate change which, once evaluated, can be replicated in other areas in Matadero or in other spaces with similar problems in the city. They were commissioned to consider a under of premises.

MADRID + NATURAL: Nature-based Solutions proposed by Madrid City Council to combat the effects of climate change.

HERITAGE: Action limits in the Matadero Madrid complex MATADERO MADRID, CENTRE FOR CONTEMPORARY CREATION: How the space may be used and function In order to avoid a collection of isolated interventions in Matadero, elii [oficina de arquitectura] is commissioned to design a master plan to envision the future adaptation of the proposals to a bigger scale.

Figure 10: Matadero Acción Mutante—Planning

Source: Elii [architecture office] (2019)

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Phase 3. Exhibition, assessment and scale-up. from June to October 2019 This phase will culminate in an exhibition of the prototypes and a broader scope on climate change narratives at Matadero Madrid. Beyond the mere display of prototypes, the exhibitions is expected to include Artist’s previous works related with the exhibition topic and further Works related with the concept of climate change.

Figures 11: Ecovisionaries: International Art Exhibition

Source: Matadero Madrid (2019)

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ECOVISIONARIOS INTERNATIONAL EXHIBITION : ART FOR AN EMERGENCY PLANET More than forty visionary artists and architects responded to the urgency of the environmental crisis of our planet and participated in the international Eco-visionaries project, an exhibition-manifesto full of complaints but also propositions.

At a time when climate change is felt more clearly and the voices that require radical measures begin to be listened, Eco-Visionaries put on the table several contemporary artistic practices (installations, audiovisual projects and other media) critical and creative visions to open discussions and build strategies to survive in the next world. From the extinction of species to deforestation, from the pollution of the oceans to the toxicity of the air we breathe, from the foreseeable climatic migrations to the need to imagine new food systems, the exhibition addresses the most important crisis the humanity has ever faced.

The exhibition displays thematically around four sections: Disaster, Extinction, Coexistence and Adaptation. Since the pre-industrial period, and especially since the second half of the last century, the degradation of the environment and climate change of human origin have increased at a rate never seen before. The exhibition sets in the revision of the theoretical framework of Anthropocene, a concept which part of the scientific community use to define this new geological era in which we live, referring to its defining characteristic: the responsibility of the human being as an agent of environmental change at a planetary scale. Matadero Mutant Action and the Cyborg garden is part of Ecovisionarios.

Matadero Acción Mutante [Matadero Mutant Action) is a process being carried out in partnership with others to design a cyborg garden in Matadero Madrid. The aim is to formulate a climate change adaptation strategy to transform Matadero Madrid into a desirable space: a cyborg garden for trialling forms of co-existence between humans and non-humans that invites visitors to use Matadero’s open spaces in different ways.

Why a cyborg garden? Firstly, a garden is unfailingly a space of encounter between species of different natures and a place of enjoyment, desire and care. And secondly, the cyborg aspect allows us to imagine the relationship between nature and technology as spheres that must, necessarily, be regarded as a continuation of each other, as a hybrid species.

Matadero stands at the heart of an urban ‘heat island’: a place where heat accumulates as a consequence of its location and its physical configuration. The proposal is to implement strategies to mitigate the heat island effect and to rethink the role of the public space in relation to climate change. To this end, since February 2019 a group of artists has been pursuing a range of creative processes to imagine a cyborg garden at Matadero, with guidance from a team of technicians and experts in various disciplines. The projects displayed in this room present some initial approaches to this cyborg garden.

During this process, Matadero Madrid will become a laboratory for testing nature-based solutions that will culminate in a series of replicable prototypes capable of raising the resilience of this public space in Madrid.

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UH513 - María Castellanos & Alberto Valverde Plants also look at the stars. Interspecies dialogues for a bionic garden, 2019 Sculptures, installation, interspecies communication device, screens. The work of this artistic duo focuses on the relationships between humans and machines. His research on the hybridization of cyborgs and wearables explores the possibility of expanding human sensory capabilities.

The proposal of uh513 for Matadero Mutant Action consists in the design of an interactive garden, made up of new cyborg species: large sculptures which configure an optimal habitat, both for plants and for humans. In addition, they make up an interspecies communication system. Through integrated sensors, these species of organic appearance, measure the biochemical processes of plants in the presence of humans, other living beings and environmental stimuli around them. All this information is processed and translated into vibrations, movements and sounds, inviting visitors to perceive the behavior patterns of plants and to understand what these artists call the "language of the plant world" which, due to the limitations of the human perceptual system, could not be perceived without the help of robotic systems. Finally, a series of large soft interfaces arranged in the garden allow citizens to experience and feel, in their own skin, the reactions of plants through different electronic devices.

Collaborators: Paula López Barba, Teresa Búa, LABoral Centro de Arte y Creación Industrial itdUPM (UPM), Rafael Ruiz López de la Cova, Luis Tejero (Departamento de Cambio Climático, D.G. Sostenibilidad y Control Ambiental, Área de Medio Ambiente y Movilidad. Ayuntamiento de Madrid), Anna Pons (Fundación Biodiversidad), Ernesto Rodríguez (Jefe del Área de Modelización y Evaluación del Clima de AEMET), Eva Miedes (ETSI Agronómica, Aliment. y Biosistemas, UPM), Santiago Moreno (Producción vegetal, ETSI Agronómica, Aliment.y Biosistemas, UPM), Chiquinquira Hontaria (Calidad de suelos, ETSI Agronómica, Aliment. y Biosistemas, UPM) Mutant Workshop: Javier Córdoba Elorrieta, Juan Diego Cáceres Meneses, Manuel de Jesús Vélez Puello (Universidad Nebrija); Jessica Crespo (ESNE); Irina Eremeeva, Virginia Alejandra Sánchez Solano (Insenia Design School Madrid), Paula Muñoz Calvo (CSDMM); Beatriz Maldonado von Arnim (IED Madrid); Victoria Ochoa (Universidad Europea); Alba Clemente, Candela Calvo Olarte (Artediez); Cristina Sáchez, Susana Rioja Andrés (ETSAM_UPM); Dan Cheng Chen (CEV); Alicia Angulo Martín, Ana Isabel López Moreno (URJC); di_mad/Central de diseño; HP

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ORKAN TELHAN Fruits of Matadero, 2019 Robotic Bioreactor (by Biorealize, Inc.), artificial palm, modified McCaw parrot (by Hasbro, Inc.), example of probiotic pole.

Orkan Telhan's work focuses on the design of objects, interfaces and media that raise a critical approach to issues related to social, cultural and environmental responsibility. His proposal for Matadero Mutant Action focuses on the idea of "fruit", as an opportunity to generate a meeting in the public space.

Telhan poses an oasis of palm trees that, in addition to shade and resting areas, will produce frozen “fruits” for citizens, generating new rituals to cool themselves in the public space. For Telhan, the poles are cultural icons that, apart from relieving heat, are capable to evoke memorable moments with others, reminding us that it is not possible to face, individually, the climate challenge. The "Matadero fruits" will include probiotic ingredients. They will be produced in three flavors (which will vary each year) that are consistent with the Paris Agreements reached during the XXI Conference on Climate Change_ (COP 21): the current one (2.7_3.7 °), the proposed one (1.5_2C °) and the anticipated (> 4C °), and corresponding, with the different degrees of climate change planned for the next decades. The robotic bioreactor will be charged from the sun's energy and will make the flavors, proteins and nutrients, from microorganisms. Once the order has been sent, the dispenser will descend to offer his "fruit" to the citizens. Then, the pole sticks will become collectible elements that will remind us how we can adapt to climate change.

Collaborators: itdUPM (UPM), Rafael Ruiz López de la Cova, Luis Tejero (Departamento de Cambio Climático, D.G. Sostenibilidad y Control Ambiental, Área de Medio Ambiente y Movilidad. Ayuntamiento de Madrid), Anna Pons (Fundación Biodiversidad), Ernesto Rodríguez (Jefe del Área de Modelización y Evaluación del Clima de AEMET) Mutant Workshop: Sara Moradiellos Corpus (Universidad Nebrija); Christian García Sandamil (URJC); Amelia Arce Ybarra, Loreto Aldami Echevarría (Insenia Design School Madrid); Blanca Salmerón Moya, Marta Reparez Lipperheide (CSDMM); Manuel Carrasco Roncero (CEV); Iñaki García, Xabier Montilla Suárez (Universidad Europea); Maryana Hrytsyk, Ivon Vasquez (Artediez); Jessenia Jaen, Carlota Peña, Lucía Boo (ETSAM_UPM); Tania Olveira Montes (URJC); María Ramos, Olivia Segú (ESNE); di_mad/Central de diseño; HP

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DOUBLE HAPPINESS Joyce Hwang (Ants of the Prairie) & Nerea Feliz (Nerea Feliz Studio) Hidden in Plain Sight, 2019 Double Happiness is a team of architects interested in a mutualistic approach to construction. Hidden in Plain Sight [Invisible to the naked eye] is a proposal for street furniture for the Cyborg Garden. It is a multi-species infrastructure that aims to deploy co-existence strategies between different forms of urban life. It is configured based on basic connectable units, which will provide rest, shade, lighting and vegetation areas, favoring different modes of use for Matadero's public space. The project highlights the importance of insects as active agents of urban life. According to Double Happiness, a recent study argues that due to extensive pesticide use and climate change,40% of insect species are in danger of extinction. However, insects are fundamental actors in urban ecosystems, acting as pollinators, seed dispersers, decomposition agents or food for other species, such as bats or birds. In addition, they are bioindicators or "live barometers" of environmental conditions. After the identification of some of the most important species of butterflies and moths of Madrid Río and the Casa de Campo (Chupaleches, Ortiguera, Blanca de la Col or Gran Pavon at Night, etc.) Hwang and Feliz design prototypes for Slaughterhouse Mutant Action of undulating surface that integrate planting points for vegetation. At night, different lighting systems will attract insects, a phenomenon that will be recorded and projected on screens, as a form of biological spectacle. The set will provide a habitat that will support a wide network of interdependent species, both human and non-human.

Collaborators: Sara Svisco, Zach Fields, Sasson Rafailov (University at Bu_alo, State University of New York); Raymond Castro, Richard Gagle, Francisco Resendiz Carrill, Robert Anderson, Gabriel Gatica (The University of Texas at Austin); Fabricación: Dan Vrana, Lindsay Romano, University at Buffalo School of Architecture and Planning Digital Fabrication Lab; Video: 1) Visión de las mariposas. Director: Don Swaynos, Música: Curtis Heath, Camara: Paul Toohey; 2) Insectos nocturnos. Director: Michael Gitlin (Film and Media Department, Hunter College) itdUPM (UPM), Rafael Ruiz López de la Cova, Luis Tejero (Departamento de Cambio Climático, D.G. Sostenibilidad y Control Ambiental, Área de Medio Ambiente y Movilidad. Ayuntamiento de Madrid), Francisco Jose Cabrero (Biodiversidad, Ecología y Evolución, Facultad de Biología, Universidad Complutense de Madrid), Dr. José I. Aguirre (Biodiversidad, Ecología y Evolución, Facultad de Biología, Universidad Complutense de Madrid), José Luis Yela García (Profesor Titular de Zoología y Conservación Biológica, Universidad de Castilla-La Mancha), Anna Pons (Fundación Biodiversidad), Ernesto Rodríguez (Jefe del Área de Modelización y Evaluación del Clima de AEMET) Mutant Workshop: Clara Zamora Marín (Universidad Nebrija); Eros Mata (ESNE); María Ibor Santacruz (URJC); Rocío García Bueno, Carmen Bujdud San Miguel (Insenia Design School Madrid); Lara Caldero, Aitana Olcina García (CSDMM); María Ángeles Sánchez Torrecilla, Ruth Mota Villalobos (IED Madrid); Jocelyn Cóndor Narváez (CEV); Pablo Diego Pastor (Universidad Europea); Celia Abad Ayuso (Artediez); Beatriz de Luis, Minerva Redondo, Joselin Fernanda Herrería Acedo, Alba García Hontangas (ETSAM_UPM); di_mad/Central de diseño; HP.

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TAKK Mireia Luzárraga & Alejandro Muiño The Garden of Romantic Crossovers, 2019 Takk is an architecture office interested in assessing the spatial impact of anthropocene. The Garden of Romantic Crossovers sets a stage to experience the relationships (material, constructive, aesthetic, etc.) of humans with other species in times of climate change. For Takk, we live in a time where environment, climate, productivity, nature, gender or culture are in a constant process of reconstruction and mutual involvement.

For example, due to the current instability of temperatures some species of birds are altering their reproductive habits, reconfiguring the boundaries of the genus, as an adaptive response to the context. The Garden of Romantic Crossovers tries to support these novel ethological conditions. It is suspended on a light structure that, while providing shade, displays a space of aphrodisiac and aromatic vegetation. It has some pots and some off -hook deposits that help regulate the temperature and humidity. It is equipped with an ultraviolet lighting system that allows to contemplate some aspects of the plants that would be otherways imperceptible. The set generates a microclimate that favors the encounter of different species. As a first phase of a co-room infrastructure prototype for the cyborg garden, it establishes connections between human, non-human animals, biological entities and political, environmental and technological controversies. A space for experience, to rest, sleep, meet, or have sex.

Collaborators: Andrea Muniain, Mateo Olivera, Elena Rocabert, Ronte Escobar, Pablo Ferreira itdUPM (UPM), Rafael Ruiz López de la Cova, Luis Tejero (Departamento de Cambio Climático, D.G. Sostenibilidad y Control Ambiental, Área de Medio Ambiente y Movilidad. Ayuntamiento de Madrid), Anna Pons (Fundación Biodiversidad), Ernesto Rodríguez (Jefe del Área de Modelización y Evaluación del Clima de AEMET), Eva Miedes (ETSI Agronómica, Aliment. y Biosistemas, UPM), Santiago Moreno (Producción vegetal, ETSI Agronómica, Aliment.y Biosistemas, UPM), Chiquinquira Hontaria (Calidad de suelos, ETSI Agronómica, Aliment. y Biosistemas, UPM) Mutant Workshop: Pablo Jiménez Chillón, Patricia Raquel Pena Ramos (Universidad Nebrija); Nuria Gorostidi. URJC: María Frutos Pecharromán, Alfonso Bletrán Quintero (ESNE); Ximena Daniela Castro Peña, Luis Daniel Cabezas Nepas, Berta del Río (Insenia Design School Madrid); Miguel López de las Heras, Ignacio Benito Checa (CSDMM); Gabriela Marante (IED Madrid); Ha Ngoc Nguyen, Miluzka Katherine Livia Díaz (CEV); Laura Barros, Ana Docio, Patricio Martínez (Universidad Europea); Alejandra Jiménez, Candela Toba Rodríguez (Artediez); Teresa Pereira, Álvaro Andueza (ETSAM_UPM); Sara Fernández Santos (CSDMM); Di_MAD; HP

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THE EXPERIMENTAL ARCHITECTURE GROUP (Rachel Armstrong, Rolf Hughes, Pierangelo Scravaglieri), Culture Lab and_Fine Art, Newcastle University (John Bowers, Tim Shaw) and Bristol Bio Energy Centre (Ioannis Ieropoulos) Trace Hall: A Haunted Journey, 2019 Wood, methacrylate, glass, MP3, audio player. The work of this team reveals the link between microbial reality and everyday activities. Trace Hall: A Haunted Journey works at the intersection between body, intimacy and public space.

Consisting of an organic battery or microbial fuel cell, it is a technological platform capable of transforming different substrates, such as urine or wastewater, into electricity, clean water or biomass. It has digital animations (powered by the generated electricity) that give visibility to the invisible microbial world. In this way, microbes are recognized as members of an extended nonhuman community that actively participates in our vital spaces, revealing small-scale interactions between users, urban landscape and cooperating microbes.

Through this installation, users will be able to experience the relationship between daily habits, waste flows and information flows. This work broadens the notion of city, escaping the narratives that understand urban environments as spaces made up of inert material surfaces. In Trace Hall: A Haunted Journey, cities are understood as co-living spaces; as living environments, animated by communities of microbes that invite us to maintain relationships of care and support between humans and non-humans

Collaborators: Natalia Matesanz, elii [oficina de arquitectura]

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CO-CREATION Procedure Step-by-step guide

59 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

The co-creation guide that will be developed in this chapter over the 3 years of the project will give prominence to non-conventional actors ENGAGEMENT; therefore, we will emphasize participation protocols and involvement methodologies in the design and execution of an NBS intervention. The guide will have a practical approach and will be addressed to different professionals who are currently part of NBS projects or initiatives and want to deploy “solutions” in alternative ways.

The complexity involved in the actions of NBS is difficult to reduce to a linear methodology, not only because it entails multiple variables, but also because its implementation impacts the technical and economic social spheres of a community / territory.

Therefore, the guide does NOT intend to provide a “recipe” to execute a co-creation process, but rather wants to make available a series of necessary elements / ingredients which can be combined and connected in the most appropriate way. Even if a certain logic is suggested in the guide, there isn’t an obligatory sequence nor the steps are mandatory. On the contrary, each city / project / group may modulate the guide to their respective context and backgrounds.

The following scheme shows the suggested co-creation procedure:

Figure 12: Co-creation process— Part 1

Source: itdUPM (2019)

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1.

Stakeholder Engagement: 1.1 Identify Conventional & Unconventional actors 1.2 Participatory/co-creation Process

This phase consists of identifying the conventional and un-conventional actors of the process and identifying the roles and capabilities to contribute to the process. Also include a design of a participatory process

2.

Internal Alignment 2.1 Alignment of expectations, scope and goals.

2.3 Understand the context

This phase consists in achieving an alignment between the actors of the process regarding of expectations, scope and goals of the NBS implementation, and also generate a collective intelligence that allows to include different perspectives on the problem, which can be of the socialeconomic, political, cultural, physical or ecological aspects. This step results in an assessment of the starting situation, in which the NBS is to be developed.

3.

Co-Design Nature-Based Solutions 3.1 Run the co-creation process 3.2 Co-design on NBS scenario to be tested

This phase consists on creating a learning context in which co-creation process is deployed among different actors. In addition, the logistic methodologies, tools and aspects needed for the implementation process will be defined. in order to include new ways of understanding and addressing the problem, Co-creation process will be carried with unconventional actors at the center . The result of this phase will be the creation of an NBS trial scenario.

4.

Prototype

This phase consists in carrying out a first model that allows analyzing how the different variables (technical, cultural, environmental, economic) would interact in a given context and thus be able to develop multiple iterations to reformulate and improve the final prototype. It is important to provide photo-realistic visual material that can formulate the idea of the NBS in place, with a communication modality that can be universally understandable by citizens. The design requirements and potential risks of the implementation will be validated on a final report.

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The following table shows a comparative table comparing the proposed co-creation cycle for ACT ON NBS and with two other European projects related to the implementation of NBS. The purpose is to have a baseline to analyze the approach, the level of disaggregation and the form of interaction between each of the phases, with which common elements will be collected and the best practices will be extracted to nourish the design process of this project .

Table 6: Co-Creation cycle comparison with relative NBS projects ACT ON NBS

CLEVER CITIES

NATURE 4 CITIES

1. Stakeholder Engagement

1.Define the co-design kick-off and analyse the status quo

1.Internal Alignment

2. Internal Alignment and Context of “the problem�

2.Design the CAL space internally

2.Contextualise your problem (s)

3. Co-Design the NatureBased Solutions (Unconventional FIRST)

3. Launch the CAL at local level

3.Strategize multistakeholder approach

4. Prototype the ideas

4.Co-Design the NatureBased Solutions

4.Plan with Local Stakeholders

5. Disseminate CoDesign activities.

5.Implementation o NBS

6. Co-design and test alternative design scenarios.

6.Maintenance

7.Overarching: Monitor, Evaluate and Improve Source: itdUPM (2019)

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Collective Intelligence to amplify CO-CREATION process

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4.1 COLAB/CLIMATE COLAB Colab.upm aims to promote the collective intelligence of thousands of people to drive the transformation of cities towards a sustainable, efficient and participatory city model. The project emerged as the Hispanic adaptation of the Climate CoLab platform developed by the Massachusetts Institute of Technology Center for Collective Intelligence (MIT CCI). The platform management software and strategy have been developed by the Climate CoLab team and adapted for the creation of CoLab.upm through a collaboration between MIT CCI and the Universidad PolitĂŠcnica de Madrid UPM. Inspired by well-known systems such as Wikipedia and Linux, Climate CoLab is an open source problem-solving platform in which a growing community of more than 100,000 people - including hundreds of world-renowned experts - work together on the creation and evaluation of pilots to address different global challenges related with climate change.

Figure 13: Collective Intelligence Platform: Colab.upm

Source: CoLab.upm.es (2019)

64 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

As a complement to the platform, this document aims to provide a quick guide for the implementation and management of the aforementioned challenges in the online platform by the Promoter Team. In a simplified way, the steps needed for the challenge kick off and development are as follows:

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

Define the Challenge Promoter Team Identify the problem / opportunity to address Investigate the selected issue and create the challenge material.

Create the challenge: a.

Download the challenge template b.

Create the Template for participants. c.

Create the challenge calendar Set up the team that will manage the challenge: a.

Judges b.

Advisors c.

Analysts Create their profiles, send invitations and relevant instructions.

Inform the launch of the challenge to the different members and advertise.

Presentation of proposals by users Selection of semifinalists by judges Review of proposals by Members Selection of finalists by the judges Popular voting period Publication of the challenge results: selected pro posals

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Figure 14: Colab.upm platfomr process

Source: itdUPM (2019)

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Satisfaction Survey and proof of concept

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Egusquiza, A.; Sopelana, A.; Lotteau, M.; Larrey-Lassale, P;......; de Miguel Sánchez, M.(2016)“NBS Implementation Models Typology” Deliverable D1.2 of the Project “NBSs for re-naturing cities: knowledge diffusion and decision support platform through new collaborative models” Nature4Cities.

Frantzeskaki, N. 2019. Seven lessons for planning nature-based solutions in cities. Environmental science & policy, 93, 101-111.

Fernandes, J. P., & Guiomar, N. (2018). Nature‐based solutions: The need to increase the knowledge on their potentialities and limits.

Land degradation & development, 29(6), 1925-1939.

Haase, A. (2017). The Contribution of Nature-Based Solutions to Socially Inclusive Urban Development–Some Reflections from a Social -environmental Perspective. In Nature-Based Solutions to Climate Change Adaptation in Urban Areas (pp. 221-236). Springer, Cham.

La Caixa (2019) Aula Virtual – Módulo II: Co-creación, Programa Work 4 Progress. Recover from https://obrasociallacaixa.org/es/ internacional/empleo/aula-virtual-modulo-ii-co-creacion/clase-1 Morello, E; Mahmoud, I; Gulyurtlu, S; Boelman, V; Davis, H (2018a).

CLEVER Cities Guidance on Co-creating nature-based solutions: PART I - Defining the co-creation framework and stakeholder engagement. Deliverable 1.1.5, CLEVER Cities, H2020 grant no.

776604. xxx___ (2018b). CLEVER Cities Guidance on co-creating naturebased solutions: PART II - Running CLEVER Action Labs in 16 Steps.

Deliverable 1.1.6, CLEVER Cities, H2020 grant no. 776604.

Nesshöver, C., Assmuth, T., Irvine, K. N., Rusch, G. M., Waylen, K. A., Delbaere, B., ... & Krauze, K. (2017). The science, policy and practice of nature-based solutions: An interdisciplinary perspective. Science of the Total Environment, 579, 1215-1227.

Trischler, J., Pervan, S. J., & Scott, D. R. (2017). Exploring the “black box” of customer co-creation processes. Journal of Services Marketing, 31(3), 265-280.

Sekulova, F., & Anguelovski, I. (2017). The Governance and Politics of Nature-Based Solutions.

Ugolini, F., Massetti, L., Sanesi, G., & Pearlmutter, D. (2015).

Knowledge transfer between stakeholders in the field of urban forestry and green infrastructure: Results of a European survey. Land Use Policy, 49, 365-381.

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71 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

Chapter 1 Social Innovation process: Initiation • DRAIMIN, Tim; SINHA Rachel, 2016, “Mapping Momentum. A snapshot of the emerging field of systems Change”, Social Innovation Generation: • https://static1.squarespace.com/static/57598b75e707ebb9d79cb961/ t/57902924e6f2e15aa9c3afdd/1469065514944/ Mapping+Momentum,+The+Systems+Studio+and+SiG.pdf • The MSP guide: How to design and facilitate multi-stakeholder partnerships: • https://www.developmentbookshelf.com/doi/abs/10.3362/9781780446691 • The open book of social innovation: • http://kwasnicki.prawo.uni.wroc.pl/pliki/Social_Innovator_020310.pdf • Engaging Citizens in Social Innovation: • https://youngfoundation.org/wp-content/uploads/2013/11/Engagigncitizens-in-social-inno.pdf • MAKING WAVES: Amplifying the potential of cities and regions through movement-based social innovation: • https://youngfoundation.org/wp-content/uploads/2016/03/MakingWaves-Amplifying-the-potential-of-cities-and-regions-through-movementbased-social-innovation.pdf • From Design Thinking to Systems Change: • https://www.thersa.org/globalassets/pdfs/reports/rsa_from-design-thinking -to-system-change-report.pdf Developing: •

• • • •

Co-creation Guide Realising Social Innovation together: https:// socialinnovationexchange.org/sites/default/files/uploads/cocreation_guide.pdf Work for progress (W4P) - Obra Social la Caixa: ¿Qué es co-creación en una Plataforma de Innovación social?: https://obrasociallacaixa.org/es/internacional/empleo/aula-virtualmodulo-ii-co-creacion/clase-1 Revista Española del Tercer Sector: Nuevas tendencias de la innovación social https://www.cermi.es/sites/default/files/docs/basicas/nuevas%

72 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

20tendencias.pdf Maturation: • • • • • • • •

How to grow social innovation: A review and critique of scaling and diffusion for understanding the growth of social innovation: https://youngfoundation.org/wp-content/uploads/2013/11/DaviesSimon_Growing-social-innovation_ISIRC-2013.pdf The open book of social innovation: http://kwasnicki.prawo.uni.wroc.pl/pliki/Social_Innovator_020310.pdf Scaling new HeIghts https://youngfoundation.org/wp-content/uploads/2012/10/Scaling-NewHeights-July-2010.pdf How to grow Social innovation https://youngfoundation.org/wp-content/uploads/2013/11/DaviesSimon_Growing-social-innovation_ISIRC-2013.pdf

Chapter 3 •

Creative Carbon Scotland (https://www.creativecarbonscotland.com/

[1]) - I'd be more than happy to put you in contact with Ben Twist the director if you'd like •

Cultural Adaptation project () -https:// www.creativecarbonscotland.com/project/cultural-adaptations/ [2]

•

The Forum for Radical Imagination on Environmental Knowledge (FRIEK) that were involved in curating the arts content for the Paris NBS conference - A list of their most current projects here:

•

http://friek.cityasnature.org/ [3]. And I came across their allencompassing organization: City as Nature, also interesting:

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http://cityasnature.org/ [4]

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THE NYC TREE ALPHABET Made by Katie Holten:

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https://www.katieholten.com/new-york-city-tree-alphabet [5]

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https://hyperallergic.com/486110/an-alphabet-made-of-new-york-citytrees/

•

[6] and https://mymodernmet.com/nyc-trees-font-katie-holten/ [7]

73 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

74 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

75 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS

76 COLLECTIVE INTELLIGENCE AND CO-CREATION GUIDELINES FOR NBS