ARCHITECTURAL BITBOOK // Kaviaar en de Maas by Studio Minke Themans

Kav i aar en d e M s aa

An alliance of world players rooted in Rotterdam

Twynstra Gudde Urban Innovation Lab Clean Tech Delta Hogeschool Rotterdam/RDM Campus TU Delft WUR TNO Deltares Siemens Van Oord Ballast Nedam Dura Vermeer Evides Eon Beladon ARCADIS Grontmij DOEPEL STRIJKERS NETICS Van Gansewinkel Autark UNESCO IHE EUR Van Maanen â&#x20AC;¦

DE RIJNHAVEN

Rotterdam has been identified as one of the Smart Cities 2014. The New Economy Smart Cities Award is presented to twenty cities worldwide that present themselves as ‘cities of the future’. The fact that Rotterdam can call itself a Smart City 2014 provides a major boost to the promotion and branding of the city abroad. When should we add the Rijnhaven as an iconic example in a so-called Smart City?

“Deltares sees opportunities of almost literally realising its mission statement ‘enabling life in the Delta’ in the Rijnhaven project. The development and application of innovative eco-engineering solutions offers huge opportunities at this location. The integration of natural development in a water-rich urban environment is a challenge to which Deltares is keen to make a contribution.” Mindert de Vries, Deltares

SUMMARY ‘Kaviaar en de Maas’ stands for a new approach to area development that ties in with the transformation and ambitions of Rotterdam and the Dutch private and knowledge parties. Worldwide-operating private parties, knowledge institutes and educational institutions are collaborating with the Municipality of Rotterdam on innovative investment projects, in an open partnership in ever-changing compositions, with the necessary financial backing. Kaviaar en de Maas in this way combines innovative strength and investment capacity in area development with operating and export potential. The Rijnhaven will not only be a dynamic living lab for the transformation of Rotterdam into an economically, socially and ecologically vital industrial delta and port city, but will also serve as a showcase to be placed on the international map by the partners. The challenges are being tackled in a broad consortium in partnership with the municipal authorities and the local population. In the Rijnhaven development, parties are encouraged to work together with a view to developing new methods of recognising and realising value, in mutual consultation. This is reflected in the development strategy, in the cooperation model, the financing programme and the spatial implementation of ‘Kaviaar en de Maas’ Rotterdam started life as a fishing village, and remains inextricably linked with water and the port. The Rijnhaven is a former commercial port on a 21-hectare site. Over the past 15 years, the area around the Rijnhaven has changed drastically. The departure of the port itself offers opportunities for boosting the quality of life in Rotterdam and for Rotterdam as an essential economic hub. As the first in a series of harbour basins, the Rijnhaven is available to undergo a fascinating transformation that offers answers to challenges facing delta cities worldwide, such as increasing urbanisation, rising seawater levels, the exhaustion of fossil fuels, the scarcity of raw materials, etc. In terms of content, in redeveloping the Rijnhaven, the focus is on issues relating to water, energy, waste, materials, food and climate change. The essence is the completion of cycles, building on water, the use of bio-based materials, the reuse of water, waste reduction, sustainable energy consumption and generation and improving the ecology of an urban environment. This focus is reflected in the construction of an iconic and economically selfsufficient 5-star hotel, the creation of a tidal park, the development of a water reuse plant and a lively cappuccino dock. Through floating constructions, new forms of energy generation and saving, the reuse of materials and experimentation with the completion of cycles, knowledge is being developed capable of transforming Rotterdam into a city where life is good, and that can be used to equip delta cities worldwide to face the challenges of the 21st century. More than ever before there is a need for integrating perspectives and combining business and society. For the economy, this calls for a transition from linear to circular. From deep sectoral to cross sectoral. From short-term profit maximisation to (medium and) long-term value creation. In other words, what is needed is a new perspective on urban development, the so-called Liveable City concept.

CONTENTS

METROPOLITAN DELTA INNOVATION Our World is changing Opportunities aplenty for Rotterdam Our focus for a new future

2. QUALITY OF LIFE IMPROVEMENT Combining diversity Area development as sustainable evolution

3. SHAPING THE ROTTERDAM WATERFRONT Rijnhaven as cohesive unit Design and visual coherence

4. DEVELOPMENT STRATEGY Development in phases and influx and exit of parties The development framework

5. FINANCIAL STRATEGY Value flows Our financial strategy

6. ORGANISATIONAL LIFECYCLE Our opinions Cooperation between organisations

8 8 9

11 11 15 16 22 23 27 28 30 31

APPENDIX

1. METROPOLITAN DELTA INNOVATION We live today in a dynamic world. The social, economic, spatial and administrative context of urban development is constantly changing. Rotterdam has opted to be flexible in upholding the current world view, and challenges the market to submit proposals that are suitable for the world of tomorrow. Kaviaar en de Maas has taken up this challenge to develop the Rijnhaven as a showcase for the redevelopment of delta cities, worldwide.

Our world is changing

Cities occupy 2% of the Earthâ&#x20AC;&#x2122;s surface, but consume 75% of all raw materials and produce 80% of greenhouse gases on the planet. The world population is growing explosively, and no less than 75% of all the worldâ&#x20AC;&#x2122;s megacities are built in delta areas. The Rijnhaven is the ultimate opportunity for Rotterdam to show these cities how to tackle the constantly growing problems brought about by rising seawater levels and urbanisation. In a physical sense, many modern cities produce little more than huge volumes of waste, and are entirely dependent for their water, energy, food and raw materials on a rural hinterland. This has a huge effect on the complete ecology of the planet. City dwellers have increasingly lost touch with the origin of resources and the consequences of consumption for the planet. The city as the driving force behind social, economic and above all ecological responsibility is faltering, stuttering and at risk of coming to a complete standstill. Are we able to develop vital cities capable of creating value? More than ever, there is a need for integrating perspectives and combining business and society. For the economy, this calls for a transition from linear to circular. From deep sectoral to cross sectoral. From short-term profit maximisation to (medium and) long-term value creation. In other words, there is a need for a new perspective on urban development: the so-called Liveable City concept.

Opportunities aplenty for Rotterdam

The need for smarter solutions and a new economic specialisation offers opportunities aplenty for Rotterdam. The departure of the port from the city centre is creating space for development. The approach to the Wilhelminapier project and the crossing of the Meuse river by the city centre are excellent examples. Rotterdam is now on the brink of developing the Rijnhaven. Better education, improved living environments and new employment opportunities in Rotterdam Zuid are national priorities. The Rotterdam delta region is home to all the building blocks needed for redeveloping the Rijnhaven and providing answers to the issues arising from increased urbanisation in (delta) cities worldwide. Kaviaar en de Maas wishes to bring those building blocks together, and deploy them jointly in further developing the economic profile of Rotterdam by focusing on issues relating to living with water, and life in the city. This is a path that Rotterdam can and must follow. In the (re)development process, the residents of Rotterdam have an important role to play. Training more qualified personnel is a crucial precondition for the development of an innovative economy in Rotterdam. By closely involving and combining Rotterdamâ&#x20AC;&#x2122;s multicultural society with the (re)development of the Rijnhaven, we will succeed in bringing business and society closer together. The result will be a truly new perspective, making the Rijnhaven literally the key to a more sustainable world.

Our focus for a new future

Rijnhaven will be an international showcase for innovations in technologies and business models that tie in with the major challenges facing Rotterdam (On Zuid, the Wilhelminapier, the Maasen Merwe Vierhaven), and the growing demand from delta cities, worldwide. With this in mind, in its consortium, Kaviaar en de Maas will combine research from leading knowledge institutes such as TNO, the Delft University of Technology, WUR and Deltares, with commercial investment projects from private parties and innovations from test centres like Aquadock and RDM Campus. POSSIBLE FUNCTIONS IN, ON AND BY THE WATER

EDUCATION

PHOTO

MUSEUM LAS PALMAS WORLD

PORT CENTER

NEW YORK

UTILITY ISLAND

HOTEL

CENTRE

KANTINE

WALHALLA POTENTIAL CIRCUS

FOR URBAN

FLOATING FARM

FISH BRIDGE

MAAS FENIX PARK

LOFTS

ROTJEKNOR

CODRICOSILO

CRUISE TERMINAL

LP2

THEATER WALHALLA

ROTTERDAM

SMART GRID

DELIPLEIN

WATER TAXI LANTERN VENSTER PARKING

THE

H BEAC PARK PILOT HOUSING CODARTS

THEATRE

TIDAL LOGISTICS HARBOUR

LUXOR

CAPPUCINNO BOARDWALK

ERASMUS BRIDGE

URBAN HOT SPRIMG

METRO STUDENTS JUSTICE CHINA SPEELDERNIS METRO PARKING TOWN

In terms of content, the redevelopment of the Rijnhaven will be focusing on: 1. Achieving new partnership models that enable successful development and operation of the Rijnhaven over a 30-year period; 2. Implementing a high-tech floating liveable city in an ecological structure; 3. Completing cycles and developing innovative sustainable solutions for the use of resources (water, energy, waste, materials and food) and social issues; 4. Combining business and society by developing the Rijnhaven in collaboration with the local population and specifically the young population.

COMPLETING CYCLES IN CONCERT WITH NATURE, FOR A MAXIMUM SOCIAL YIELD

INPUT

OUTPUT

Energy Wind Sun

Electricity Heat

INPUT

OUTPUT

Water Energy Rainwater Wind

Clean water Electricity

River & ground water Sun

Heat

Waste Water Rainwater Raw materials

Clean water

Biobased materials River & ground water

Biobased materials

Resource bank Waste

Resource bank

Raw materials Biobased materials Finance Resource bank People

Food Biobased materials Economic output Resource bank Social output Food

Knowledge

Cultural output

Finance

Economic output

People

Social output

Knowledge

Cultural output

2. QUALITY OF LIFE IMPROVEMENT Together, we will be able to structure and organise the Rijnhaven in a more innovative manner, through the combined deployment of talents, potential and resources. Everyone will have an opportunity to participate and contribute. This in turn will call for movement at and between various interfaces. In the Rijnhaven, you will be challenged to think differently, to act differently and to interact in a new way. In collaboration with local residents and specifically the young people of Rotterdam Zuid, and by making full use of the huge cultural diversity – no less than 183 different nationalities live in and near the Rijnhaven district – the Rijnhaven will represent a physically appealing environment for attracting talent and innovative activities. This will help Rotterdam strengthen its economy, improve average labour participation and raise education levels. As a consequence, Rotterdam will successfully retain and live up to its reputation as main port and the economic driving force for businesses in the Netherlands.

Combining diversity

The three different worlds of the Rijnhaven, with its brand-new high rise development on the Wilhelminapier, multicultural Rotterdam and the cultural bustling and melting pot that is Katendrecht are reflected in three utterly different cityscapes, presented on the three quaysides of the Rijnhaven. In the Rijnhaven, new knowledge will be acquired through the combination of the arts, exact sciences and the humanities, delivered from a variety of sources. Our plan for the Rijnhaven will bring together and celebrate the diversity of the different worlds. In that way, we will continue the area’s history of uniformity through diversity. In other words, bringing people together in a partnership capable of contributing flexibility, durability and resilience to the area. One essential precondition is that any outcome from the development process is actually fed back in at source, allowing the stakeholders to truly view themselves as shareholders.

Area development as sustainable evolution

Taking sustainability in area development seriously therefore means allocating a central role to the responsibilities of individuals and communities, for the generations to come. Everyone wants a better future for their children. That is a clearly shared interest. Against that background, the Rijnhaven will promote cooperation in fully developing the area in close consultation with the local residents of Zuid in particular the area’s youth. The result will be new identities and surprising sustainable concepts, in which the Centre of Urban Potential will play a central role.

“For the Centre of Expertise RDM, Rijnhaven represents the challenge of bringing about area management based on new thinking and new action, from a social, economic, technological/ ecological, financial and governmental (policy) perspective, whereby the deployment of the golden triangle education, research and entrepreneurship offers massive potential.” Bert Hooijer, RDM Campus 11

CENTRE FOR URBAN POTENTIAL Unlike many other major urban centres, Rotterdam is in a process of rejuvenation now and over the next few years. This represents a clear opportunity for Rotterdam. In the Centre for Urban Potential (CUP), young people and future prospective employees are immersed in an extensive development programme in which the basic principles of personal leadership, innovation and the development of the Rijnhaven are openly presented. The programme offers young people and the workforce useful tools for thinking in terms of opportunities, approaching their life from a position of empowerment, and taking control of their own life. After completing the CUP basic programme, the â&#x20AC;&#x2DC;alumniâ&#x20AC;&#x2122; are granted access to the area in one of the specific, targeted training and development programmes from the private sector, senior secondary or higher professional education or the University. They set to work as employees of the development corporation, for example, at the Hotel or on the Dairy Farm, or as volunteers in the tidal park currently being developed. For the people of Rotterdam with a will to work, the opportunities are plentiful.

LEADERSHIP DEVELOPMENT GENERATES HUGE COST SAVINGS Based on fifteen years work experience with teenagers, authors Van Linden and Fertman have demonstrated that the development of personal leadership in young people strengthens the sense of personal value, prevents highrisk behaviour and serves as a springboard for successful adulthood. They also justifiably argue that alongside the demonstrated positive effects of leadership development, young people also represent a huge and often underutilised reservoir of human energy, talent and vision. As a consequence, the development of leadership in young people has the potential to bring about a huge impact at the level of school, neighbourhood and society as a whole. Recent research by the Verwey Jonker institute into motivation in young people in secondary education has also revealed among other points that young people who have a clear vision of who they are and what they want to achieve suffer fewer problems at school, certainly if steps are taken to meet the needs of those young people. After all, it is not uncommon for the stamina of young people to be put to such severe tests that they eventually throw in the towel, or in a more favourable case, perform and function well below their potential. Although this is first and foremost an individual drama, it can also lead to massive economic damage for society as a whole. The situation becomes even worse if young people stray from the straight and narrow. At that point they truly become expensive generating at least 40,000 euro in COSTS per year. And that does not even take into account INCOME that can be generated if young people successfully complete their education, develop social skills, are able to solve their own problems and become self-reliant professionals. Working towards success and wellbeing at an individual level are therefore absolutely essential, before there can be any hope of plucking the fruits at organisational or societal level. This is certainly the case for Rotterdam, with its urban centre lifestyle, accumulation of problems, huge variety of alternative forms of time use and greater opportunities for escaping from social supervision. It is no real surprise that per head of the population, dropout rates in Rotterdam are roughly 40% higher than elsewhere in the Netherlands. 12

CENTRE FOR URBAN POTENTIAL

NEW YORK CONNECTION Creating Resilient Waterfront Communities: that is the challenge. City dwellers from Rotterdam, international students and members of the business community are all welcome at the CUP. Against that background, the Sustainable Solutions RDM and the University of Applied Sciences Rotterdam are in discussion with the Pratt and Columbia Universities in New York. They aim to cooperate on the theme ‘Creating Resilient Waterfront Communities’. This subject will be considered from a technical, ecological, social and economic perspective. The (re)development of the Rijnhaven could be taken as a fantastic case study for research by professionals and students on both sides of the pond.

COMPLETING CYCLES AT BUILDING LEVEL

0 2 years

INPUT

OUTPUT

Energy

BUILDING LIFE CYCLE

Wind

Electricity

Sun

Heat

Water Rainwater

Clean water

River & ground water

years

Waste

2 years 2 years

BUILDING LIFE CYCLE BUILDING LIFE CYCLE

Raw materials Biobased INPUT materials

Biobased OUTPUTmaterials

Resource bank Energy

Resource bank

Wind

Electricity

Sun

Food Heat

Finance Water

50 years

Economic output

Rainwater

Clean water

People

Social output

River & ground water

years

Knowledge

Cultural output

Waste

Raw materials Biobased materials

Biobased materials

Resource bank

Food

Finance

Economic output

People

Social output

Knowledge

Cultural output

LONDON CONNECTION At the end of the Royal Victoria Dock in London’s East End, Siemens has opened The Crystal. The design for this extremely sustainable building refers to the Crystal Palace where visitors were ‘blinded’ in 1851 by the sparkling glass and steel building containing the latest technology to emerge from the industrial revolution. Just like then, Siemens has developed an eye-catching building in which the latest developments in the field of sustainability are on display. This development has whetted the appetite of Siemens, who are now technology partners for smart grid and building in the Rijnhaven.

INTERNATIONAL (KNOWLEDGE) NETWORK

COPENHAGEN

TU DELFT

LONDON VANCOUVER

WAGENINGEN UNIVERSITY

LEIDEN UNIVERSITY RIJNHAVEN

TNO DELTARES

ROTTERDAM PORT

DRECHTSTEDEN

ROTTERDAM UNIVERSITY

NEW YORK

LOS ANGELES

CLEAN TECH DELTA RDM CAMPUS

CHANGWON TOKYO SHANGHAI

VENICE

NEW ORLEANS HONG KONG HO CHI MINH CITY

JAKARTA BUENOS AIRES MELBOURNE

SHANGHAI CONNECTION The long-term relationship between Rotterdam and the cities of Southeast Asia, of which Shanghai perhaps most appeals to the imagination, could help to promote the development of the port area by broadening horizons beyond simply port engineering and logistic concepts. The sectoral axis of agri-business and aquaculture are already being considered from a technical, ecological, social and economic perspective, but cross-sectoral thinking could deliver an even greater boost.

BANGLADESH CONNECTION The Netherlands and Bangladesh will be joining forces on the Bangladesh Delta Plan 2100. Bangladesh aims to look forward and face up to the challenges of safety and the responsible use of available water in relation to climate change and economic development, in the form of its own delta programme! Principles that emerge from the Dutch Delta programme will also be deployed in Bangladesh, and a long-term strategy is currently being developed, linked to the existing water policy. A Delta committee has been established to develop and implement the plan. Twynstra Gudde, Deltares, UNESCO-IHE and Alterra are all supporting Bangladesh in its ambition. Which concepts and products from the Rijnhaven will eventually make their way to Bangladesh?

Did you know that our partner Peter van Wingerden (Beladon) was responsible for a Ted-talk in Singapore for TEDxBinnenhof on 1 April last? 14

3. SHAPING THE ROTTERDAM WATERFRONT The Rijnhaven is the point at which land and water meet. A place where two worlds collide. This calls for a new approach to area development for dealing with global aspects such as urbanisation and the effects of that process on delta cities; Dealing with the dynamism and economy of the future on and by the waterside; Developing and implementing cross-overs between water, energy, raw materials and finished products; Designs based on principles inspired by nature, and the respect for biophysical boundaries. These are the challenges facing the new waterfront development. In the design of the Rijnhaven, experience is a central theme. Not only the visible quality of the symbol itself, but also in terms of the underlying social meaning to which the symbolism refers. In the Rijnhaven, everything is an icon for a new future with references to the history of the port and its industry. The redevelopment programme will generate a large public space where people can come together. This meeting place offers inspiration for innovation and cohabitation. Lines of sight will provide tension and interruption, as well as creating openness. The various routes will be completed by viewpoints and rest spots.

Rijnhaven as a cohesive unit

Together with the Kop van Zuid, the Rijnhaven will prove a place of international allure thanks to the development of a high-tech environment in an ecological structure. This area, with a remarkable ‘eco-human’ biotope that is a logical consequence of its geographical location and quality, unique characteristics and culture, will place Rotterdam even more clearly on the world map as an example of a future delta city. Kaviaar en de Maas is responsible for developing the Rijnhaven as a cohesive unit. Globally-operating private parties, knowledge institutes and educational institutions are working together with the Municipality of Rotterdam in an open partnership, of ever changing composition, on innovative investment projects with suitable financing opportunities. Kaviaar en de Maas in this way combines innovative strength and investment capacity in area development with operating and export potential. The Rijnhaven will not only be a dynamic living lab for the transformation of Rotterdam into an economically, socially and ecologically vital industrial data and port city, but will also serve as a showcase to be placed on the international map by the partners.

“If any innovative project wishes to be a success, it must be organised on a broad and multidimensional basis. After all, if you start on processes of change of this kind, you quickly realise that they involve a whole raft of interdependent aspects that cannot be dealt with in isolation. Try to tackle the issues on a grand scale.” Alexander Rinnooy Kan - De durf van Rotterdam - 4e Guest Urban Critic Lecture - 11 February 2013

Design & visual coherence

Traditional land use has no place in this vision or within the approach of the municipality of Rotterdam. We have instead opted for a development strategy that offers space for the innovative capacity of multiple stakeholders, and that matches the challenge of transforming a 21-ha dock basin. The broad-based consortium of Kaviaar en de Maas will be responsible for implementing individual development activities on a project basis. Within this organic growth programme, the area will be developed in three phases, starting with ‘place making’ and the creation of a foundation and infrastructure, right through to the realisation of pioneering projects and attracting iconic projects that will bring the area to life, and give it international allure. This approach will also not be without consequences for the design of the Rijnhaven. It calls for a flexible system that can be continuously adapted over a period of 30 years. The design will comprise four components; the tidal park; the floating infrastructure (smart energy, hot & cold grid), and tidal and floating properties. The tidal park forms the foundation stone for the design, and in the first few years will already take form on the northwestern bank and at two islands in the centre of the Rijnhaven. The larger island will house the world’s first underwater data centre, an essential source of residual heat for the remaining tidal and floating properties. Floating infrastructure will facilitate flexible connections, and will form the backbone of the smart grid. The result will be a flexible plug and play landscape subject to a constant process of change. All the buildings will contribute to the creation of a circular and inclusive economy. Each will be an example of ‘state of the art’ technology linked to innovative value cases based on ‘total cost of ownership’ and talent development. The completion of energy, material, water, food and waste cycles at individual building and overall area level as essential parameters for all the buildings will challenge the market to continuously come up with innovations, and all on the water! On that basis, the innovations of today can be further developed to become the projects of tomorrow. A Living Lab in the truest sense. The tidal park alone will become a national icon as an example of building with nature, but the true strength lies in the overall ensemble. The combination of innovative tidal and floating properties, linked to one another and to shore by a flexible, floating smart grid will result in a unique public space as large as the woodlands of Kralingen. The tidal and floating properties will serve as a form of public and semi-public pavilions in the park, each depending on its function. The design of the pathways will even enable a degree of privacy on parts of the larger island, thus generating a sense of ‘splendid isolation’ in the very heart of Rotterdam! The transformation will be introduced in phases so that in the short, medium and longer term, the Rijnhaven will be converted into an area that does justice to its already long history:

As an individual you can only change a small part of the world, but if others are inspired by you, then the whole world will change. Pieter Winsemius in Intermediair, September 2012

PHASE 1 0 – 5 YEARS Consists of attracting and training young people and future employees, involving the surrounding community through placemaking, supplemented by innovative (temporary) projects at the interface between land and water, for example a floating woodland. During this phase, the tidal park (estuary biotope) will also be laid out, including the transition points on and beside the Rijnhaven such as the cappuccino quayside. Water life will be more intensively linked with the city and its residents. The existing quaysides around the Rijnhaven will become varied, urban waterfronts and the alternating heights and structures of these waterfronts will combine to form exciting, high-quality transitions, in the form of open squares, from pier to water, thereby further enhancing the liveliness and attractiveness of the area. Together with the place making period, the organisation will continue to focus on financing; after all, further financing will be required to secure the success of the longer term ambitions.

TIDAL PARK The Rijnhaven has the capacity to serve as the first stepping stone in the powerful ecological recovery of the port area of Rotterdam. To facilitate ecological recovery in the Rijnhaven, the depth of the dock itself will have to be reduced by making use of geotubes, a worldwide innovation that makes it possible to build using dredge spoils. The result will be more gradual and more nature-friendly transitions from wet to dry land, thereby enabling the creation of a new underwater and above water landscape, resulting in valuable habitats for example for aquaculture and wet nature.

CAPPUCCINO QUAYSIDE The quaysides form the transition points from water to land, the point at which ‘worlds collide’. From a place for taking a gentle stroll in a sheltered environment through to the intimate and high-end programming that ties in with the natural, ecological and maritime image of the Rijnhaven. This programme will on the one hand tie in with the activities attracted by the area’s already existing restaurants and entertainment centres, and on the other with the peaceful environment in which the natural values of an urban estuary can best be appreciated.

PHASE 2 5 – 10 YEARS OComprises the construction of the floating infrastructure (the backbone) necessary for the future use of the area by mooring projects. (Wherever applicable), the required parking facilities will also be provided. By this stage, the area will be in intensive use, and heavily visited. National and international parties will be implementing large-scale iconic projects including the hotel, the floating farm and the experimental tidal homes. During phase 2, specific attention will also be paid to safety, and a new management and maintenance operation programme will be established, in the tradition of clean, complete and safe.

NATIONAL ICON On 31 March last, during TEDxBinnenhof, the Minister for Economic Affairs Henk Kamp launched the search for the ‘National Icons’ on behalf of the Cabinet. The Cabinet has invited businesses, knowledge institutions and consortiums to register ground-breaking, innovative projects for the Netherlands via www.rvo.nl/nationaalicoon. All must be world-pioneering projects that deliver high social and economic impact. In our opinion, our Rijnhaven is already a national icon, and for that reason we have registered Kaviaar en de Maas as a National Icon in this connection.

PHASE 3 10 – 20 YEARS Comprises the addition of more floating functions that create value, have an educational character and further broaden the identity and quality of the area. Residents will enjoy the view across the tidal park and young people and students will contribute life and talent to the waterfront. Local residents, employees and international (business) representatives will also be keen to visit the Rijnhaven. The Rijnhaven will be known as a centre for innovation in close contact with the water. Together with the Kop van Zuid, the Rijnhaven will generate international allure, placing Rotterdam even more clearly on the global map.

FLOATING AND TIDAL PROPERTY The heart of Rijnhaven will consist of 7 remarkable tidal homes, preferably designed by 7 different architects. These homes will make use of the tide and bio climatic design. All will be eye-catching and ground-breaking homes, buildings or trials, in which demonstrating the latest developments in the field of sustainability will be the fundamental standard. Sustainable building on the water is one of the priorities for the redevelopment of the Rijnhaven.

“The water vision for the Rijnhaven offers prospects for more (decentralised) facilities for people who at present have no access to clean water.” Albert Jansen, TNO

According to Balkenende, original thinkers have no time to wait for the government.

â&#x20AC;&#x153;Rules and regulations give them the heebiejeebies, they want light and space. And there needs to be more of both for them. I am hugely in favour of pilot schemes, experimental zones and trial gardens where creative concepts can be tested, beyond the restrictions of procedures and processes.â&#x20AC;? In FD financial newspaper 5 November 2013

Cup

Greenhouses

Energy Knowledge Recycle Wind energie Roof Water Water fluctuations

Construction Facades Reed beds

Biobased materials

Dwellings

Data Center

City bank materials Unemployed people Solar energy Rain water reuse Income Experienced people

Hotel

SMART GRID

Flush the toilets

Food

4. DEVELOPMENT STRATEGY To make the development strategy a success, it is essential to recognise that the key to cooperation in sustainable area development lies at a higher level. In other words, a transition from a mitigating and directed policy to a more adaptive and self-reliant policy. From enforcement via regulation to spontaneous adaptation via seduction. From no, unless to yes, on condition that. In other words, this must be a process of sustainable area development that results in a sustainable transition. As a consequence, each area will have its own opportunities and limitations. There is no clear blueprint. On this occasion, there will be no ready-made solutions, but development values that must not be left out in the development strategy, and to which partners will sometimes be required to return.

VALUE 1 The future as starting point & use of existing value The stakeholding parties realise that in the long term, only one business model is truly profitable, a business model aimed at realising sustainable value. The future and the use of existing values will therefore be the starting point and guiding principle in the steps to be taken here. In each area there are values that can be developed as unique capital, and the same applies to the Rijnhaven ,be it ecological capital (dredge spoils, open water, traditions, nature) or human capital (local knowledge, knowhow, traditions). In our cyclic approach, time and again there will be space for the contribution of ideas and innovations.

VALUE 2 Human connections & the willingness to go the extra mile Partners are at all times willing to cooperate with other members, and to go that extra mile. To achieve sound and sustainable relations, it is essential that the parties share (knowledge), and respect one another’s unique characteristics and values. This new interaction between partners will be reflected in bringing together people who are able to contribute strength and resilience to the area. The essential element is that we ‘switch thinking’ from efficiency in the interests of individuals to effectiveness in the interests of society.

VALUE 3 The development process is strategic and operational A clear starting and finishing point are of key importance to the development task and investment projects. The process itself, however, is effectively irrelevant. The partners are aware that they will be required to switch between strategic, cyclic long-term objectives and the linear operation – the dynamics of daily life. There will be a recurring need to tactically assess how – and to whom – space must be provided for carrying out interventions in situations when operational reality no longer keeps pace with the long-term vision. A sound model does not necessarily lead to sound practice. The essence is that theory and practice must be consistently compared and contrasted. For Kaviaar en de Maas, a transparent monitor is an essential tool.

An area management organisation will be established for the development of the Rijnhaven. This organisation will monitor the coherence of the approach, and will support the partners in implementing the development strategy. Since it is not possible at this point to identify the needs in thirty years time, the development strategy will be divided into three broad time periods. This will leave sufficient space for new developments and ideas that emerge over time.

Development in phases and influx and exit of parties

In and during the various phases, individual parties will come and go. To facilitate overall cooperation and to maintain a clear overview, integration and coordination, an area management organisation will be established that will be given responsibility for streamlining ambitions and providing overall management during the term of the concession. This organisation for each phase will be made up of (a variety of) partners whereby the municipality and end users will play a prominent role or may even form an active part. The area management organisation views the Rijnhaven as a task in which any party that delivers an innovative contribution can play a role. The area management organisation will continuously assess the quality of those contributions and the value they add to the Rijnhaven as a unique location in the heart of Rotterdam. During each phase, work will be undertaken on the basis of Calls for Partnership. In these calls, potential partners will be requested to submit innovative proposals that tie in with the ambitions and the development framework. Wherever desirable, they can rely on support from the area management organisation. Following assessment, implementation will be planned within the area management organisation or a new call will be announced. In practice, there will be considerable need for process-based support in the designing of open innovations. The 5-phase model will offer the parties structure throughout the cooperation process.

PROCESS MODEL FOR COOPERATION

Meaning of content elements

The ‘sharing’ phase represents the turning point in the process of cooperation

Investigation

Sharing

Agreement

Design

Execution and Renewal

Interaction & Communication

Investigation

Sharing

Agreement

Design

Investigation What is it about and who are the participants. Gaining an insight into the interests of the parties and establishing a common picture of the ‘viewing glass’.

Agreement on specific implementation and elaboration of the shared ambition for the ‘puzzle’.

Agreement on the specific implementation and elaboration of the four ‘puzzle pieces’ in relation to the interests, based on negotiation: who will invest what and how will we share the added value.

Spades in the ground; the elaborated plan is implemented; be alert for new opportunities.

Execution and Renewal

Cooperation is launched and the ‘products’ of the cooperation become visible. Focus on performance, evaluation and renewal.

Care in phasing

The development framework

Translated into a development framework, the development strategy will achieve a more precise elaboration level. It offers structure and direction for partners wishing to contribute to the redevelopment of the Rijnhaven.

THE DEVELOPMENT FRAMEWORK

Ecology

Costs & Value

Energy

Living environment

Urban potential

Delta (knowledge) economy

CRITERIA FOR THE DEVELOPMENTS

ECOLOGY

ENERGY

URBAN POTENTIAL

DELTA (KNOWLEDGE)

LIVING

ECONOMY

ENVIRONMENT

COSTS & VALUE

Contributes to a more

Saves energy (by

Brings Rotterdam

Uses innovative

Has International

Restricts costs and

robust ecosystem and

reducing demand)

residents together,

materials, processes

appeal

reduces capital

focused on participa-

and developments

increases biodiversity

requirement

tion and awareness Links man and nature

Is focused on energy

Improves education

Contributes

Has international

Combines value flows

â&#x20AC;&#x201C; creates support for

exchange (utilisation

levels

to knowledge

network potential

and adds value

the green economy

of residual flows)

Makes use of local

Generates sustainable

Generates

Contributes to iconic

Offers healthy

and natural potential

energy

employment

value and unicity

financial return

development

INDICATIVE PHASING

0 – 2 year

2 – 5 year

5 – 10 year

10 – 20 year

“Our consortium is excellently capable of accepting this huge responsibility, so that everyone is satisfied with and proud of the floating city of Rijnhaven.” Jan Nijhof, Grontmij

Zo schoon mogelijk vervoer

Zo efficiënt mogelijk vervoer

Zo schoon mogelijk vervoer

Zo efficiënt mogelijk vervoer

5. FINANCIAL STRATEGY For the redevelopment of the Rijnhaven, the definition of the term value will have to be broadened. Kaviaar en de Maas will therefore re-evaluate its position in respect of the financial sector. Value and value optimisation, from the viewpoint of Kaviaar en de Maas, will be created above all by combining subsystems. SECTORIAL ORGANISED

COLLABORATING ORGANISED

Ecosystems

Financial

Ecosystems

Financial Financial

Socio Technical Systems

Spatial

Socio Technical Systems

Economic

Spatial

Socio Cultural Technical Systems

Cultural

Spatial

Socio Technical Systems

Economic Political

Financial Spatial Cultural

Political Political

Economic

Cultural

Political Economic

COHERENCE BETWEEN PROBLEMS/EFFECTS AND GOALS SYSTEMS

DOMINANT PROBLEMS

SYSTEMS

GOALS

welbeing

natural resources

accessibility

socio economic output

UNDERLAYING CAUSES artificial resources

talent

INTERVENTIONS

EFFECTS

CONSEQUENCES

Our financial strategy consists of 3 main stages:

STAGE 1 Limiting the financing requirement For Rijnhaven, thinking in a ‘whole system philosophy’ is of crucial importance, because financing requirements can only be limited if the proposed interventions and/or programme-based measures are revealed in relation to the intended goal, and the optimum performance of the overall system. Only then is it possible to make integrated considerations, revealing essential understanding of the (in)direct effect of measures and the possible (concealed) benefits and benefit holders. This also reveals the nature of the relationship between ‘short-run costs’ and ‘long term benefits’.

EXAMPLE 1 The tidal park will be realised by reducing depth and using geotubes. This will require dredge spoils. Normally speaking, the municipality of Rotterdam and the HbR pay for the dredging out of channels and waterways, and the dumping of dredge spoils. Now that the Rijnhaven has become a place to which these dredge spoils can be transported, a basis has been created for a biotope capable of delivering new ecological and economic meaning to the river as a whole. This places Rotterdam even more clearly on the map as an example for a future delta city, as well as adding to the financial value in respect of the traditional dredging budget of approximately € 500,000. All preparation and realisation costs have been accounted for in this calculation.

STAGE 2 Long-term sustainable financing On the basis of the dominant issues, in each development phase a (social) consideration calendar will be developed, to allow consideration of all relevant aspects in respect of the intended programme and the related investments. This consideration calendar will encourage partners to work together on finding innovative solutions therefore generating multiple values. The method also identifies new stakeholders (and possible free-riders) and increases the transparency of the process for reaching agreements on costs and benefits. To gain a precise picture of the value flows, the following steps are completed in each development phase: 1. Preparation of a draft programme for the relevant development phase in relation to the dominant issues (including the project alternatives and zero alternatives); 2. The effects arena: identifying possible effects and stakeholders; 3. Calculation and consideration: identifying effects in terms of quantity and monetary consequences; 4. Presentation, process and decision making.

EXAMPLE 2 Actually taking sustainability in area development seriously means: allocating a central position to the responsibilities of individuals and communities, for the generations to come. It is therefore our wish that the Rijnhaven development be implemented entirely in consultation with the residents of Zuid and in particular the young residents. To make this possible, the (youth) residents of Zuid will be put through an extensive development programme, in which the basic principles of personal leadership, innovation and the future Rijnhaven developments will be presented and discussed. A Rijnhaven organisation will also be established which under the leadership of professionals will offer jobs to alumni from the development programme. The result will be huge savings for the city of Rotterdam, if we take into account the fact that young people who go ‘off the rails’ generate COSTS per year of at least 40,000 euro, without even taking into consideration the BENEFITS that young people can generate if they complete their education, develop social skills and acquire the capacity to solve their own problems and become selfreliant professionals.

Value flows

On the basis of our current analysis, we have identified 5 key themes in the Rijnhaven, that serve as sources of value flows: 1. Underwater value flows; 2. Value flows generated at the transition between land and water; 3. Value flows generated at the waterfront and in public space; 4. Value flows generated from floating and tidal properties; 5. Value flows generated by the social and economic programme.

STAGE 3 Effective loan capital Stage three consists of the use of loan capital. The challenge here is not so much increasing the financial value (the scale of the Rijnhaven is too limited for that), but increasing value and impact. For the Rijnhaven, too, costs will precede benefits, and those costs (organisation, planning and preparation, etc.) can only be financed if there is a prospect of earning potential. Such earning models are already apparent for certain components but for other components it is not at this stage possible to link stakeholders with costs and benefits. A complicating factor is the restricted scale of the Rijnhaven and the multiplicity of tasks to be undertaken. Furthermore, a large proportion of the benefits generated as a consequence of realising our ambition will accrue to the city of Rotterdam itself and/or the public authorities. In other words: there is no ‘one size fits all’ model. In addition, it is impossible to reach agreements with external parties on financing, until a formal position has been established. According to Kaviaar en de Maas, it is only possible to establish innovative, value-creating and financially-healthy development of the Rijnhaven, once there is a clear recognition that public and private partners actually need one another in bringing about a financially-healthy business case. It is therefore an entirely logical next step to further elaborate the business case in a collaborative form. 27

EXAMPLE 3 In development phase two, the tidal park will be further accessed by the construction of the floating infrastructure (the backbone) which is necessary for the future use of the area by docking projects and to increase access to the Rijnhaven as a public space. These developments will require additional financial resources which will have to be acquired during the first development phase. One possibility for obtaining additional financing involves the construction of houses on the Posthumalaan. Such a development will generate earning capacity and the resultant financial resources, in addition to which housing can be built, the income from which can be used for financing the floating infrastructure. In the ideal situation, both scenarios will be combined, and financing will be attracted that will make possible both an innovative infrastructure and small-scale residential development on the Posthumalaan. Because (given the current availability of housing in the immediate vicinity) opting for the construction of housing in the first development phase is out of the question, and because it is questionable whether and how residential development is desirable at all, at this point in time, partners will be unwilling to make any financial commitment to financing a floating infrastructure. At the same time, there is a clear wish to equip and access the tidal park during development phase two. It is therefore essential that an alternative scenario be developed, whereby the costs and benefits are charted out in a situation in which the Rijnhaven serves exclusively as a public space.

Our financial strategy 1. Reveals the nature of the earning capacity of the Rijnhaven; 2. Supports systematic and integrated consideration of problems and solutions at various levels of scale (local, regional and international relevance of the Rijnhaven); 3. Makes it possible to first make an integrated assessment of the various effects that will arise as a result of an investment; 4. Quantifies and values the effects of solutions; 5. Provides an insight into the distribution of costs and benefits (advantages and disadvantages) of the investment for various parties; 6. Makes it possible to arrive at a comparison and optimisation of investment alternatives (so that those alternatives can be ranked/prioritised and more attractive alternatives developed); 7. Clarifies uncertainties and risks of investments; 8. Makes is possible to reach agreements on financing (clarity on the distribution of benefits as a starting point for discussion on the sharing of the costs); 9. Makes it possible to demonstrate accountability to others such as the Council, local residents and the auditorâ&#x20AC;&#x2122;s office.

CORPORATE SOCIAL RESPONSIBILITY HEIN DE KORT, FD 7 APRIL 2014

“The Rijnhaven is the ideal place for experimenting with and introducing floating iconic facilities” Hans Baggerman, Team van Maanen

“The (re)development of the Rijnhaven presents a unique opportunity to fuse climate adaptation with creating a resilient (waterfront) community. Shifting the focus from real estate and short term gains to use and long-term exploitation, necessitates a fundamentally different approach. As we change our approach, we will change our results.” Duzan Doepel, DOEPEL STRIJKERS

6. ORGANISATIONAL LIFECYCLE Kaviaar en de Maas is not just another plan for developing a new language so as to conceal the fact of simply carrying out developments along the same lines as in the past. It is a clear choice in favour of transparency and cooperation, and calls for new behaviour on the part of all stakeholders. Every ant in an ants’ nest knows exactly what has to be done and what contribution it can make, without a complete master plan being laid down. The question is whether we can achieve that same situation through cooperation. This short film shows that it is possible, if we work together in a network.

WWW.YOUTUBE.COM/WATCH?V=_X1VMUI3WWO

Our opinions The relationship between organisations, government and society has changed forever, and is calling for a new role “All the working methods and approaches we have developed since World War Two are open to discussion. ‘Building for growth’, ‘covering ground’ and ‘achieving numbers’; all have become relatively meaningless phrases. What we need are new types of agreement and new deals. And we need to be given and indeed take the space to let things happen.”

Cooperation is a response to the changing reality facing us, based on the shared ambition of offering more space to initiatives generated by society and the market

This is a fundamentally different work approach to that which we are used to. As a consequence, over the coming period, learning and experimentation will be essential.

“Using an adaptive agenda is a way of clearly expressing what we want and just what our own contribution and role will be. It will also create sufficient space for the capacity for selforganisation.”

“We often revert to our old reflexes of top-down management. We do this without even noticing. Because we have known each other for some time we also know one another’s questions and answers. To bring about change, we need to break down existing behaviour patterns and we can only do that by continuously involving new partners with a fresh approach and different ideas.”

Cooperation between organisations

Cooperation will be the means of increasing the likelihood that the ambitions of Kaviaar en de Maas will be successfully realised. A coherent vision can only be achieved if we all look through the viewing glass together.

MULTIFOCAL VIEW OF COOPERATION

SHARED AMBITION The ambition content wise as the core of Kaviaar en de Maas. It is important to have a common understanding of where we want to work to together. This means we choose and actively pursue the realization of a shared ambition.

MEANINGFUL PROCESS Going forward in development through a meaningful process. Collaboration is also about the way at which you do it. Kaviaar en de Maas is not â&#x20AC;&#x2DC;have toâ&#x20AC;&#x2122;. It is an opportunity to come to new forms of urban development and collaboration. Ask yourself the question: are we going in the right direction together? Which opportunities arise? What do we need to develop further?

PROCESS

AMBITION PROFESSIONAL ORGANISATION Kaviaar en de Maas is about inspiring each other, emerging ideas and activating partners. A good organisation is necessary for supporting the collaboration with the needed effectiveness and decisiveness. The ambitions will be accomplished by beginning small. The partners can prove in de Rijnhaven that new combinations are successful. A compact and decisive public/ private mother organisation facilitates the rise of the first successes. Our approach is flexible, result oriented and coupled to the right phase of development.

ORGANISATION

INTERESTS

RELATION

CONSTRUCTIVE RELATION Good collaboration is the work of people. It helps when they are open, have faith in each other and are flexible. Furthermore, it is good when they can make choices without too much hassle.

DOING JUSTICE TO INTERESTS Kaviaar en de Maas is reaching many harts and shared interests. The local population, municipal authorities, partners, ambitions, brands. Every partner has its own interests. It is important that partners understand the intention of the collaboration from one another and what they want to gain from this. The challenge lies in finding a win/ win situation. This asks for a true interest and dialogue of all involved stakeholders. Partnership. Not the question if the offer is central, but all partners have a piece of the puzzle.

In order to ensure the success of cooperation, an area management organisation will be established to provide overview, integration and coordination. That same organisation will be responsible for streamlining the ambitions and providing management during the term of the concession. The area management organisation in each phase will consist of (a raft of) partners whereby the municipal authorities and the end users will have a prominent role, and may even be integral contributors. The area management organisation views the Rijnhaven development as a challenge to which all parties can make a contribution based on their individual capacity for innovation. Those contributions will be permanently assessed by the area management organisation for the quality and values they offer to the Rijnhaven as a unique location in the very heart of Rotterdam. The area management organisation will provide support in terms of: 31

1. Vision & concept development; 2. Partnership, stakeholder and risk management; 3. Business development & contract forming; 4. Value creation and financing; 5. Marketing/acquisition and sales; 6. Supervision, monitoring and learning. ORGANISATION OF KAVIAAR EN DE MAAS

PARTNER NETWORK KAVIAAR EN DE MAAS

REALIZATION AREA MANAGEMENT ORGANISATION MANAGEMENT AND MAINTENANCE EXPLOITATION

INVESTMENT PROJECTS

X X X

Although the term ‘energy-neutral building’ has almost been superseded by such terms as ‘energy generating building’, in 2008, energy-neutral building was in fact perceived as overly ambitious in the advisory report for the then Ministry of Public Housing, Spatial Planning and the Environment. The government has now set itself the objective that in fifty years time, all buildings will be constructed to be energy-neutral. ‘That goal can in fact be achieved 2 to 3 times more quickly’ according to Jan Rotmans in Collegetour October 2013

APPENDIX 01. TIDAL PARK The Rijnhaven has the capacity to serve as the first stepping stone in the powerful ecological recovery of the port area of Rotterdam. To facilitate ecological recovery in the Rijnhaven, the depth of the dock itself will have to be reduced by making use of geotubes, a worldwide innovation that makes it possible to build using dredge spoils. The result will be more gradual and more nature-friendly transitions from wet to dry land, thereby enabling the creation of a new underwater and above water landscape, resulting in valuable habitats for example for aquaculture and wet nature. Source: Breathing new life into city ports, Municipality of Rotterdam/Deltares

02. LIVELY AND SOFTENED QUAYSIDES The quaysides form the transition points from water to land, the point at which ‘worlds collide’. From a place for taking a gentle stroll in a sheltered environment through to the intimate and high-end programming that ties in with the natural, ecological and maritime image of the Rijnhaven. This programme will on the one hand tie in with the activities attracted by the area’s already existing restaurants and entertainment centres, and on the other with the peaceful environment in which the natural values of an urban estuary can best be appreciated. The quality of new forms and functions on the quayside will create a unique identity and image inspired by the qualities of the existing buildings.

03. SMART GRID In the Rijnhaven, an entirely new energy concept will be put into practice, in which the existing structures are reversed. From central generation to decentralised generation, whereby the central focus of ambition will be a self-sufficient area. The ‘easy plug & play’ application is a world first. A ‘plug and play function’ will be designed that should enable sustainable generation and distribution to simply grow as the area itself develops. As a consequence, the Rijnhaven will be the first inner-city port in the world that generates energy from its own sustainable resources, and interacts with its environment.

04. THE HEART OF THE RIJNHAVEN Together with technology and knowledge partners, work is underway on creating a water and energy-neutral area. In other words, sustainable energy generation and responsible water use are underlying principles for the entire area. At the heart of the Rijnhaven, we have positioned a large attractive island that brings together a variety of functions. The island will also serve as a power supply facility for the Rijnhaven and its environment. In collaboration with the environment, this efficient and self-sufficient technology will be applied even more effectively. Technology will communicate with the local residents, and will increase awareness of energy and water supply and demand. The fact that this approach will also be visually attractive will encourage even more users to assist in creating a clean Rotterdam.

ISBN 978-949016901-5

REAP Rotterdamse EnergieAanpak en -Planning

APPENDIX

9 789490 169015

r air e

REAP Rotterdamse EnergieAanpak en -Planning

OP naar CO2- neutrale stedenbouw

05. DATA CENTRE A data centre has been planned for the very heart of the Rijnhaven. In the rapidly growing world of cloud computing, data centres are an equally expanding phenomenon. On the one hand, data centres are massive energy slurpers, while being excellent sources of thermal energy on the other. Within the overall water and energy tasks facing the Rijnhaven, the creation of a data centre is a particularly attractive option.

06. FLOATING AND TIDAL PROPERTY The heart of Rijnhaven will consist of 7 remarkable tidal homes, preferably designed by 7 27-03-2009 09:56:05

different architects. These homes will make use of the tide and bio climatic design. All will be eye-catching and ground-breaking homes, buildings or trials, in which demonstrating the latest developments in the field of sustainability will be the fundamental standard. Sustainable building on the water is one of the priorities for the redevelopment of the Rijnhaven.

07. SOCIAL COMMUNITIES Social communities are always established on the basis of a shared theme. The members are linked together by shared interests. It is perfectly conceivable that a variety of social communities will make digital, physical, temporary or permanent use of the Rijnhaven. What themes and combinations of themes have a future in the Rijnhaven? How can users and/ or residents exchange and combine values with one another? One entirely realistic theme is â&#x20AC;&#x2DC;healthy agingâ&#x20AC;&#x2122;. A community based on this principle could for example operate the floating farm or create a group of ten residential facilities linked to the various phases of life.

08. WATER (RE)USE If rain is to become our future source of water, supply and demand will have to be carefully managed, as demand exceeds supply by approximately 3 times. Evides, TNO and Beladon have developed a self-sufficient water model for the hotel, whereby supply and demand are brought into balance through the reuse of water. Nutrients are retrieved from the residual waste water (RINEW) and energy is generated in the form of CH4, from the residual organic contaminants. The system is fully viable from a technical and economic viewpoint.

APPENDIX 09. HOTEL Beladon intends to establish an internationally ground-breaking 5-star hotel in the Rijnhaven, that together with national and international partners will become a perfect example of innovation. This floating hotel will be the ideal showcase to the rest of the world thanks to its ever changing public, form, location and light play. Central elements will be the smart use of water and energy, nutrition and waste. The design will be iconic in form, and when operated by this internationally- acclaimed player, the level of service and overall look of the facility will be fantastic.

10. THE CUP The Centre for Urban Potential (CUP) will be the central point of focus for the new economy. This location, of international allure, will be a recurring source of inspiration for the innovative businesses it houses and to which it offers shared facilities. At the Centre for Urban Potential (CUP), young people and future employees will undergo an intensive development programme in which they will learn the basic principles of personal leadership and innovation. Having completed the basic CUP programme, ‘alumni’ will be given access to the area in one of the specific targeted training and development programmes provided by the private sector, senior secondary/higher professional education or the university.

11. FLOATING FARM Cuddling cows while they graze on pastureland; experiencing nature and returning the rural environment to the city centre. The Floating Cow Garden is an international breeding ground for innovation and an inspiring initiative that brings people together, and creates awareness of global food supply. It will be a place for recreation, practical education and work experience. No Farmer Giles but an appealing modern, high-tech (state of the art) approach where the central focus will be on animal welfare. In terms of modern technology, too, the Floating Cow Garden has much to offer: mechanisation, robot technology, ICT, shipping technology; all will be dealt with ‘on board. An initiative made possible by Beladon in collaboration with a raft of partners.

12. WHAT’S NEXT

COLOPHON Concept and composition

Johanneke Mulder, Peter van Wingerden, Duzan Doepel, Arie Voorburg, Jan Nijhof, John Jansson, Vincent Kuypers and Mindert de Vries

Editorial board

Johanneke Mulder, Duzan Doepel, Minke Themans and Ellen Smit

Images

For high-resolution images, contact Doepel Strijkers office@doepelstrijkers.com

Graphic design

Studio Minke Themans

Acknowledgements

ÂŠ Kaviaar en de Maas, April 2014