RESOURCES AND TOOLS: HOW TO ACTIVATE A SHAREABLE COMMUNITY

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GUIDE RESOURCES AND TOOLS: HOW TO ACTIVATE A SHAREABLE COMMUNITY

GUIDE

RESOURCES AND TOOLS: HOW TO ACTIVATE A SHAREABLE COMMUNITY

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CREDITS

Chapter 1

Youth Europe Service

Chapter 2

AidLearn, Consultoria em Recursos Humanos Lda.

Chapter 3

Inova Consultancy UK

Chapter 4

Kirşehir Valiliği

Chapter 5

Università degli Studi Di Bari Aldo Moro

Chapter 6

Agencia Para el Empleo de Madrid

Elaborated by

Euro-Idea Fundacja Społeczno-Kulturalna

Content Revision

Euro-Idea Fundacja Społeczno-Kulturalna

Content Revision and Methodological approach

Università degli Studi Di Bari Aldo Moro

English Language revision

Inova Consultancy UK

Design and layout

Euro-Idea Fundacja Społeczno-Kulturalna

Publisher

Creative Urban Sharing in Europe project

Published on August 31, 2017

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PROJECT CREATIve Urban Sharing in Europe is a two-years long international project started in 2015.

This project is funded by the European Commission.

Additional information about the project are available at: www.creatuse.eu The project consortium is composed by a mix of partners coming from different countries, complementarity of profiles and skills: association, foundation, private VET providers, Regional Government, Capital City Municipality, University.

PROJECT PARTNERS YOUTH EUROPE SERVICE (ITALY) AIDLEARN, CONSULTORIA EM RECURSOS HUMANOS LDA. (PORTUGAL) EURO-IDEA FUNDACJA SPOLECZNO-KULTURALNA (POLAND) KIRSEHIR VALILIGI (TURKEY) AGENCIA PARA EL EMPLEO DE MADRID (SPAIN) UNIVERSITA’ DEGLI STUDI DI BARI ALDO MORO (ITALY) INOVA CONSULTANCY LTD. (UK)

GUIDE A large selection of tools and resources and ways to activate the sharing and stimulate the communities to transform their living spaces. The guide is based on practical point of view including How-to’s, guides, examples, policies, true models and advices.

GUIDE: RESOURCES AND TOOLS: HOW TO ACTIVATE A SHAREABLE COMMUNITY is an interactive guide. 6 chapters integrated with multimedia and large WEB links section for in-depth analysis needs.

The guide is to any kind of users: schools, Higher Education Institutions, municipalities and other Public Administrations, citizens committee, communities and anyone interested to adopt more sustainable lifestyles.

This guide is available in English, Spanish, Italian, Portuguese, Turkish and Polish.

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CONTENTS

INTRODUCTION

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CHAPTER 1 - The Sharing Economy Survey

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1.0 Introduction

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1.1 Personal information

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1.2. Perceptions and experiences on the sharing economy

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CHAPTER 2 - How to start a sharing community (generate the idea)

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2.0. Introduction

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2.1. What is a sharing community, why start small and local

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2.2. Examples of good practices in sharing, how their idea started

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2.3. Steps to generate an idea for sharing community

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2.4. Ways to be aware of local community

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2.5. Techniques to develop creativity

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CHAPTER 3 - How to engage the community in the Sharing Economy(SE)

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3.0 Introduction

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3.1 Examples of urban sharing

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3.2 How to engage the community (tips for engaging the community) 39 3.2.1 The Community

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3.2.2 Events

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3.2.3 Communication

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3.2.4 Social Media

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3.3 Conclusions

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CONTENTS

CHAPTER 4 - How to get and manage the resources

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4.0 Introduction

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4.1 Sustainable funding from local people

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4.2 Techniques on how to manage the resources

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4.3 Working together

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4.4 Sharing knowledge and services for funding

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4.5 Securing the programme

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4.6 Sustainability

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CHAPTER 5 - How to promote and sustain a sharing community

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5.0. Introduction

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5.1. Examples of Sharing Communities

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5.2. Resources to promote and sustain a Sharing Community

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5.3. Tools to promote and sustain a Sharing Community

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5.4. The role creativity

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5.5. Conclusions

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CHAPTER 6 - How to organise a sharing City?

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6.0. Introduction

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6.1. The meaning of Sharing City: a sharable city concept

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6.2. Some tips for successful city organizing

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6.3. Tools & methodologies for organizing a Sharing City

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6.4. Successful policies for Shareable Cities

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References & Web Content

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Videography

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INTRODUCTION

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Summary chapter 1

This first chapter presents the results of the short interview about the Sharing Economy experience. The questionnaire discussed is part of the activities of a European Project called 'CREATUSE' (see the website www.creatuse.eu for additional information). It aims to gather interviewees’ perceptions and information on the sharing economy and, in particular, their assessment of its importance for urban areas.

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Summary chapter 2

In chapter 2 we will depict some strong examples of sharing practices, namely Airbnb, Refood and Reclusa and discuss how the ideas for these communities were formulated. Then, we present some tips and guidance for generating a successful idea for a sharing community. Finally, this chapter presents some techniques that can help people to develop both creativity and an awareness of what is happening in the community, since these competences are important and useful when creating a good idea with which to start a sharing community.

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Summary chapter 3

This chapter will be based around how urban sharing organisations engage the community (or city) in sharing. It will use case studies to demonstrate how existing examples of urban sharing engage the community/city in the sharing economy. Using existing examples and a short review of existing literature, a short ‘how to engage the community’ section will act as a guide to the reader.

This will be based on how urban sharing projects/organisations utilise technology, social media, communication methods, community forums, networking, and events.

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Summary chapter 4

Most charities, community groups and social enterprises are constantly managing the balancing act of funding both their projects and core work. This chapter will help the readers to learn and manage the resources in the Sharing Economy (SE) system. This chapter will provide examples from different countries to maintain concrete ideas on how to manage the resources.

The given examples can all be used as specific tools but can also be generalised as a tool for new initiatives. This guide is for any sharing initiative that wants to think creatively about how it funds its core activities.

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Summary chapter 5

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

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Summary chapter 6

This chapter is about the general conscience of the decisive role of cities as an epicentre for Social Innovation and Sustainable Development. This chapter: • Introduces a sharable city concept; • Illustrates tips and tools about the construction process of a sharing city; • Show current examples of inspiring cities that are being managed in collaborative way.

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CHAPTER 1

THE SHARING ECONOMY SURVEY

Table of Contents 1.0 Introduction 1.1 Personal information 1.2 Perceptions and experiences on the sharing economy

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1.0 Introduction

The questionnaire discussed concerns the Sharing Economy (SE) and is part of the undertaking of a European Project called 'CREATUSE' (see the website www.creatuse.eu for additional information).

The questionnaire aimed to gather interviewees’ perceptions and experiences of the Sharing Economy and, in particular, their assessment of its importance for urban areas.

In effect, the Sharing Economy is conventionally defined by three main elements: 1. The sharing aspect, namely the common use of a resource 2. The peer relations 3. The technological platform used to sustain relationships.

Sharing economic activities can deal with physical goods such as transport (e.g. car and bike sharing); clothing; working tools (e.g. drills, lawnmowers); as well as digital products (such as books, films); private and public spaces (e.g. car parking, co-working, houses); time; competences, ideas; money or even food. Some examples of the Sharing Economy, such as Airbnb, Blablacar, Uber, Taskrabbit, FabLab and Time Banks have gained increasing popularity by expanding their visibility.

The questionnaire consisted of 24 questions (4 of which were about personal information and 20 of which were about the Sharing Economy) .

There were 105 responses received from 6 different countries.

The results of the survey are presented below as graphics.

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1.1 Personal information Section A

The questionnaire was completed by the stakeholders from each of the project partners and these were mainly from urban areas. The professional status is heterogenic because of the kind of partner involved (e.g. students for Universita di Bari who were unemployed in Spain.)

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1.2 Perceptions and experiences on the sharing economy Section B

There is a clear evidence that the Sharing economy is not well known, the sources of this information are the press, the internet and the formal education system.

Even if the use of the Sharing Economy is rare, there is a strong will to share demonstrated by the responders.

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It is evident that participants would be most willing to share in educational and cultural activities and the second most popular was transport. There is resistance to sharing which comes from the unclear evidence of responsibility and also trust. The experience that participants had with sharing was predominantly in accommodation, transport and tourism.

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The frequency of the use of Sharing Economy goods and service is occasional yet mainly satisfactory.

The most positive aspects of the Sharing Economy were seen as the reduction of waste, the expansion of social contacts, the broadening of participatory and collaborative opportunities for citizens, and the optimization of goods/services.

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The negative aspects were predominantly seen as the worsening of working conditions and also the risk of privacy protection.

In the opinion of the responders, it is not necessary have specific skills to access to the Sharing Economy. In order to promote the Sharing Economy, it is important to develop ICT skills and to improve cultural and social factors, such as receiving impulses from the economic crisis.

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It is evident that the Sharing Economy is important for urban communities, specifically for the use and management of public spaces and services. The main effects on community-life are not only the improvement of social relations and civic engagement but also new services and a reduction of the costs to access goods and services.

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The role of the public administrations should be limited to facilitation and regulation. It is evident that there are not a lot of sharing activities available and that there is a sufficient will to promote Sharing Economy practices.

In conclusion, the role of the public administration has little relevance with regard to the Sharing Economy implementation in the city.

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CHAPTER 2

HOW TO START A SHARING COMMUNITY (GENERATE THE IDEA)

Table of Contents: 2.0 Introduction 2.1 What is a sharing community, why start small and local 2.2 Examples of good practices in sharing, how their idea started 2.3 Steps to generate an idea for sharing community 2.4 Ways to be aware of local community 2.5 Techniques to develop creativity

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2.0 Introduction

This chapter will present some tips and guidance which will allow people to generate an idea that can be used in practice to start a sharing community.

The cases which give strong examples of a good idea, and with a full description of how the idea emerged and took shape, are: Airbnb (which can be accessed in the Creatuse Guide: Introduction to Sharing and Collaborative Consumption) , Refood (which can be accessed in the Creatuse publication Best Practice Examples About Creativity and Sharing Activities in Urban Areas) and Reclusa (which can be accessed in WeShare publication Best Practices).

Then this chapter will present some steps which can be followed in order to help to generate a good idea.

Finally, this chapter will depict some techniques that can help people to develop creativity and an awareness of what is happening in the community, since these competences are important to have when generating a good idea to start a sharing community.

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2.1 What is a sharing community?

A Sharing Community is a community. a group of people connected in some way, that is engaged in the Sharing Economy, or Collaborative Consumerism. See the video for a quick introduction to this thematic.

Considering the recent events regarding the environment, the economy and its crisis, it is clear that a society based on consumerism and ownership is not viable. A Sharing Economy could be an alternative. It is based on the principle that the same product, tool or object can be used by several people who do not own it, either at same time or in in different schedules; which will reduce the production of goods and waste, and ultimately promotes a more complete use of each good.

A sharing community can be a small community, where people are in face-to-face contact with each other, or a large community where the contact is usually performed through the use ICT, for example through social media or internet platforms.

There are many sharing communities working around the world, and you can take a look at some of the largest, international ones here. All of the founders of those communities enhance the benefits that these communities can have on society at large. For example, the CEO Juho Makkonen, co-founder of Sharetribe, says

“

THE POWER OF SHARING VIDEO by TEDPartners

We strongly believe that access will triumph over ownership in the long term. It was the way the world was organised before, and in many areas it will happen again. Building communities is at the very core of sharing (…). For most people, it is difficult to trust all the people in the world so communities help us create trust. Community is also a powerful motivator: people who identify themselves with a certain community usually want to contribute to its common interests.”

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Take a look at this video to see how sharing and building trust are interconnected, and ultimately build a community.

Antonon Leonard, co-founder of Ouishare, adds:

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We need complex solutions to solve complex world issues(…)We bet that it is only by connecting people with different perspectives that we'll be able to bring sustainable change.

Sharing is an amazing opportunity to build a community and you need to build a community in order to make sharing work.”

It is clear that there are many great reasons to start a sharing community, but how can one be started?

One must consider that trust is an important issue and therefore, people who already belong to a community are more likely to trust and share with the people of their community. Therefore it is fair to assume that it is better to start such projects within one’s own community, developing it into a sharing community!

THE CURRENCY OF THE NEW ECONOMY IS TRUST. VIDEO by Rachel Botsman:

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2.2 Examples of good practices in sharing, how their idea started Considering that there are already several sharing communities which exist it is a good idea to find out how these started. This can be helpful when developing ideas to start one’s own sharing community.

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et us consider Airbnb.

The story begins in San Francisco in the Autumn of 2007. Joe Gebbia and Brian Chesky, who had met each other 5 years before, were roommates, and they had difficulties with paying their rent. There was a design conference coming to San Francisco and the city’s hotels were fully booked, so they had the idea to rent 3 air beds on their living room, offering cooked breakfast.

They advertised their availability on a website created for this purpose, and soon got 3 guests: a 30-year-old Indian man, a 35-year-old woman from Boston and a 45-year-old father of four from Utah. Right after their guests left, they decided to continue their idea, on a largerscale. Both wanted to be entrepreneurs, but neither wanted to ‘create more stuff that ends up in landfill ’.

The idea of creating a website based on renting something that was already in existence was perfect.

They decided to target conferences and festivals across America, getting local people to list their rooms and travelers to book them. They engaged Nathan Blecharczyk, 29 (Gebbia’s former flatmate), a computer science graduate and ‘brilliant programmer’, to develop the website. In the Summer of 2008, 2 weeks before the Democratic National Convention took place in Denver, they launched the website: 80,000 people were expected to be there, but again, there was a shortage of hotel rooms.

They realised that they needed money to initiate their ideas, so they began developing the service fees associated forhosts and guests: to use the platform; to use professional photographers to have lodging photos on the website; insurance to hosts, and guestsand the social media associated, etc.

What the founders seem most pleased about, and what stops them being just a tour operator, is the personal connections that their community forms. ‘When you share your space with somebody it is a personal, meaningful experience,’ Chesky said.

‘

What we’re doing with Airbnb feels like the nexus of everything that is right,’ Gebbia said. ‘We’re helping people be more resourceful with the space they already have and we’re connecting people around the world. We can see ourselves doing this for decades to come – a generation.’ (Salter, 2012)

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A

nother example is the movement ReFood, in Portugal.

ReFood is a movement whereby volunteers collect leftovers and good food that was not served and would otherwise go to trash, from restaurants, cafes, canteens and supermarkets etc. This food is then sorted, by volunteers, into individual packages which are then distributed to people in need of food.

All of this occurs at a local level. Each volunteer helps for around 2 hours a week, and the movement runs 7 days a week.

The idea started in 2009 when a 59 year old American man called Hunter Halderwas living in Lisbon, Portugal and was unemployed, due to the economic crisis. He engaged in self-analysis and looked back at the good things he had done to help others. He then decided that his next job would be aimed at helping others. In 2010, after some research and analysis of opportunities, he had 3 ideas that he could do.

One night he went for dinner at a restaurant with his daughter, who was very upset because of the amount of good food in the buffet which would go to waste. A while later, she started to work in the catering industry and was very angry with the amount of good food being thrown away. Hunter tried to reason with her by saying that the restaurants and catering enterprises had no alternative.

This was the trigger point, he asked himself what would happen if they had an alternative and what form it could take. That night, he created the structure of ReFood, and on the 25th January 2011 the first ReFood Facebook page was launched!

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nother Sharing project, also from Portugal, is the project Reclusa (former Reklusa).

The idea for this project was created by two women, Ines Sabrosa and Mafalda Raposo, who were volunteers in the association “Dar a mao” (Give a Hand) and regularly visited the female prison in Tires. The “Dar a mao” Association received fabrics considered waste from factories which had a dual-purpose. This fabric was used firstly to make the prison more cozy ,by creating blankets, curtains, etc) and secondly, to teach inmates how to sew. A few weeks before Christmas, the prison had some pieces of fabric which were too small to make blankets or curtains so they decided to create some bags, which they offered to friends as gifts for Christmas – it was a big success!

This lead to the idea to start a project: using fabric waste from factories, along with fabric donated to the prisons to create bags and purses, and sell the finished products. That is how the Associaçao Projeto Reklusa started, in June 2010. The Association made an arrangement with the IADE – Escola Superior de Design, Marketing e Publicidade (Superior School of Design, Marketing and Advertising), with the help of Helena Aguas, so that students could help with the design and original ideas for the products and visit the inmates once a week to work with them in the prison. These products continue to have great success and are currently being sold online and in shops in Lisbon.

Alongside these 3 examples, there are many more sharing initiatives which can be researched in order to understand the history behind the ideas.

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2.3 Steps to generate an idea for sharing community

Let’s start with analysing the examples presented above.

All of the companies started on a small scale, trying to answer to local needs: Airbnb because there was shortage of hotel rooms; ReFood because there were people who could not afford food; and Reclusa because people were interested in buying accessories made out of traditional materials.

All of the examples above use resources which are already available, and without purchasing anything more; some use resources that would have otherwise gone to waste. For example, Airbnb uses facilities/ space/ rooms that people have but are not using all of the time and can share with others; ReFood uses leftover food which has not been; and Reclusa uses leftover fabric from factories, which would have otherwise gone to waste.

All the of examples above use ICT to connect and create a community to share: Airbnb is settled in an online platform, with a section similar to social media whereby users can connect to each other; ReFood uses Facebook pages to connect the volunteers to the users; and Reclusa uses websites to sell the final products online, although they also have physical shops.

All of the examples are, after all, a way to connect resources (products and people) already available and not being fully used, and make them available to others, who need it or want it.

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Considering the analysis done, we can propose some steps to generate an idea for a sharing community:

1 2 3

Pay attention to what is going on around you. Ask what your needs are and the needs of those around you?

Take a good look at the needs you have identified. Are those needs widespread? Are the needs permanent and felt every day, or are they seasonal, or temporary? Can those needs be satisfied with the resources already available, so that nothing more needs to be produced?

Establish the connection between the participants: the ones who need something, the ones who can provide it or have the resources. Keep in mind that all of the participants must ‘gain’ something with the participation, otherwise they would not be motivated to participate; and also, the participation and connection must be relatively simple , otherwise people will lose interest.

4

Check whether there is already something similar working somewhere else; maybe there is something similar which can be used or adapted to for the needs of your sharing community. If not, then it is a good idea to be associated to someone with experience in ICT who can help you to understand the possibilities available to make connections.

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2.4 Ways to be aware of local community

Considering the first steps described before, it is important to be aware of the local community, what the needs are and what resources are available. Here are some suggestions on how to do this:

a b

Contact your municipality. Often, the local municipality have information on what the needs of locals are, and if it is not possible for them to answer everything, they can help to put you in contact with people, groups and associations that are in need or that are working to solve some issues.

Get involved with the local community. Join local events, such as cultural events, sport or debates. Walk around your neighborhood on different days and find out where people gather and engage in conversations.

c d

Join local associations. Usually there are some local associations already working in some social areas, with some specific groups. You might try to find out about their activities aims, and the needs they try to attend to and how they do this.

Create a Facebook page or group, p.ex. named ‘locality’ Sharing Community, and send invitations to people, organisations and groups around, in order to engage with their activities and needs, and ideas. Keep this group or page alive by interacting with locals!

e

Organise a social event, preferably outdoors and in a place that many people pass by, so that you can attract a lot of locals. Social events promote interaction which makes it easier to get to know people.

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2.5 Techniques to develop creativity

Let’s assume that, at this moment, you already know what the needs in your community are, and you have a good knowledge of the helpful resources available for example: products, facilities, people, tools, etc.). Now is the time to get a good idea of how to connect everything and how to put it to work.

Remember our examples?

At Airbnb, there was a need for places to sleep during special events which lead to the over booking of local hotels, and people with space available that could be used for a temporary basis; since the participants are often far away from each other, the connection is done via an online platform, allowing people to advertise free space, look for a room, contact each other, check references, allow payment and insurance in safe mode.

Considering ReFood, there is a lot of good food that goes to waste every day, and a lot of people in need along with people who are interested in helping others / being a volunteer (for 2 hours per week). This works at local levels, so the contact with the organisations donating the food and the people who need food are face to face, and each location has a Facebook page to facilitate these contacts and also with the volunteers. And there is also a main website, where there is the explanation of the movement, and links to all locations Facebooks, and contact of the founder to help create new locations.

Regarding Reclusa, they already had access to materials (fabrics, old collections of goods), and people to sew it, who benefited from learning a new trade and creating a business; they had the idea to create purses and bags, from natural and traditional materials, with the designs from design students, who benefitted from engaging in labour market as this is vital work experience. All of this contact occurred face-to-face; and the goods sold online (which is less expensive) and only after they arranged physical shops.

Of course you can always look for ideas that others are using, and adapt them to your case. But even so, if you have a creative idea, it might help you to get more people engaged. Let’s see what can help you to generate creative ideas.

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You must start by creating a desire to attend, we can consider this a problem to solve. Therefore, you can use the techniques of Creative Problem Solving for this, please take a look at Creatuse Guide ’Creative Problem Solving and NLP for Urban Sharing Lifestyles’, available in English, Italian, Polish, Portuguese, Spanish and Turkish on the Creatuse Website.

Another useful technique to generate ideas, and according to the principle ‘The best way to have a good idea is to have a lot of ideas’ (Linus Pauling), is to gather some friends and have a brainstorming session.

Brainstorming is a process for generating creative ideas and solutions through intensive and freewheeling group discussion. First, all participants must understand what the needs are, and what the problem at hand is. Every participant is encouraged to think aloud and suggest as many ideas as possible, no matter seemingly how outlandish or bizarre, and all the ideas are written, usually on whiteboard or flipchart. When the participants have exhausted all ideas the participants move onto the evaluation stage where everybody marks the ideas that they like the most, and finally there is a discussion in the group to determine which idea / ideas should be developed (Helmut, 2016).

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Or maybe you prefer to have ideas on your own, and you would like to know some techniques to enhance your capacity to generate ideas. Let’s see some tips (Daum, 2013) to do this:

1

Engage in Observation Sessions – to have great ideas it is necessary to think in new and creative ways, so you should stimulate your brain into thinking differently. One way can be to go to a urban area where a lot of people are, like a shopping center, or a zoo, or a nice park, and observe what is going on, what behaviors do you observe which are different from what you do, and imagine new ways to do usual things.

2

Socialise Outside Your Normal Circles – when you hang out with the same people, it is normal that you all think the same way, and you already know their reactions will be to what you have to say. But if you socialise with different people who don’t know you yet, then you can tell them the same old stories and have a new perspectives and reactions to it.

This might help you to have also new thinking. Take advantage of LinkedIn connections to engage with different people.

3

Read More Books – Of course when you read books about a subject of your interest, or related to your profession / job, it is normal that you learn new ways to handle your normal situations. If you read fiction books, different stories, then your imagination can expand, and that will allow you to have different ideas. Maybe you don’t have the time, or will, to read an entire book, but you can go to a book shop or library and browse some different books, this could be enough to stimulate your thinking.

4

Randomly Surf the Web – if you want to look for something different, don’t look for anything specific. You can start by going to Google and hit ‘I’m Feeling Lucky’ button, and go from there and explore what appears. Try to explore the more obscure references, so you can stretch your brain a bit.

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5

Keep a Regular Journal – a journal is a history record of your thoughts and feelings, what happened in specific situations. In order to register it, you need to structure and develop ideation habits, which is great to enhance your skill to generate ideas. If you already have a journal, try to add, on each entry you write, what is your new idea of the day, so you get the habit of producing ideas, and register it.

6

Meditate – if you have a stressful life, or a normal life in urban area, this means that your brain is always busy with what you have to do next, always have some concerns. It is not possible to have new ideas if your brain is already busy. Meditation can allow you to relax and clear your mind, and this way new ideas can have the opportunity to appear.

7

Use Structured Exercises – there are simple exercises that get your brain to work more focused, in structured way, in order to produce ideas. E.g. take a look at a picture of an ordinary object, and think of different ways to use it, during 5 minutes. Or in pair, take 10 minutes to produce 42 ideas on a specific topic or problem. It’s probable that you cannot produce many ideas at first, but in time you can produce larger number of ideas, and possibly in the middle of so many ideas you can produce some good ones. Producing many ideas is the best way to have a good idea!

What are you waiting for?

Go into action, and get ideas!

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CHAPTER 3

HOW TO ENGAGE THE COMMUNITY IN THE SHARING ECONOMY

Table of Contents 3.0 Introduction 3.1 Examples of urban sharing 3.2 How to engage the community (tips for engaging the community) 3.2.1 The Community 3.2.2 Events 3.2.3 Communication 3.2.4 Social Media 3.3 Conclusions

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3.0 Introduction

Urban sharing, by definition, involves communities and consists of their members sharing with one another.

In order for urban sharing to be effective, organisations and groups must be able to effectively engage the community. Without the engagement of the local community, urban sharing has no base.

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3.1 Examples of urban sharing

F

Who: Food Hall ood Hall (Sheffield)

What: Communal dining and food sharing Where: Sheffield, UK When: 2014 (Founded) Website: https://foodhalls.wordpress.com/

1st Caase study title

Facebook: https://www.facebook.com/

Description:

Foodhall is a communal dining facility and Freecycle food network set up and ran by students, graduates and young people trailing out new ways of engaging with each other and the wider community through shared food. The Eyre street cafe is a prototype for a different kind of public space.

A kitchen and cafe in the city centre where people are invited to Cook or dine communally in a pay as you feel basis. The menu changes day to day and the meals are accessible to all as the fridge is always stocked with food that may have otherwise been thrown away. The concept is hostic.

The building might have otherwise been disused and the furniture has been reclaimed and upcycled.

The food is accessible to all yet the quality is high. The public can make a personal contribution by volunteering to cook for the city, donate some food or just come, eat and chat. The Foodhall project is a systems based, design led approach upheld by a CIC (non-profit community interest company)

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R

Who: Regather egather (Sheffield)

What: Trading Co-Operative Where: Sheffield, UK When: Established 2010 Website: https://www.regather.net/

2 nd Caase study title

Facebook: https://www.facebook.com/

Description:

In 2010 a group of self-employed social activists moved from working around a kitchen table to renting a part-derelict works building and started Regather – a trading co-operative owned and managed by local people for local people.

The vision of Regather is a mutual local economy, and its aim has been to help people work together, support each other, share co-operative values and make projects happen.

It has an open door policy to local people willing to explore co-operative values and share their ideas, skills and time.

This has enabled it to respond to local needs and opportunities, engage many local people to work together, and over five years, develop Regather into a sustainable co-operative enterprise and establish Regather Works as a local centre for social action.

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C

Who: Common Thread Sheffield ommon Thread Sheffield

What: Clothes swapping Where: Sheffield, UK When: 2010 Website: https://goo.gl/FsGY4z

3 rd Caase study title

Facebook: https://goo.gl/P3YE8v

Description:

Common Thread is a quarterly clothing exchange and monthly craft club based in Sheffield.

They are a voluntary community project who organise social clothing exchanges and repair workshops providing playful, creative opportunities in a safe, supportive welcoming environment.

They foster a culture of volunteering, skill sharing, and kindness.

Everyone is Welcome at Common Thread events, and they make them accessible by offering a choice of a £3 donation (to cover running costs) or donating time. So people who volunteer for 4 or more hours receive free entry and a meal.

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3.2 How to engage the community (tips for engaging the community) (2) 3.2.1 The Community

Motivations Discovering what motivates communities is key to engagement. Sometimes the best laid plans will be unsuccessful because those leading have misunderstood or not adequately asked communities for their views. South Yorkshire Community Foundation have found that one way to success is following the group’s lead.

CASE: Regather’s aim on community engagement is focussed around the notion of community governance and community ownership. They use a pragmatic approach to community engagement, working directly with tenants and communities in the local estates (Lansdowne estate).

Community presence Having a good community presence is a key factor to drawing support and a local workforce. The case studies below all have this in common and have integrated fully into their respective local areas in Sheffield.

CASE: Regather has developed a network within a small area of Sheffield, known as ‘Little Sheffield’ by developing a Co-Operative which is working in partnership with Portland Works, Sharrow Community Forum, Sheffield City Council and a wide range of other local residents, third sector organisations and businesses. This ‘Little Sheffield’ notion is being expanded, and conversations are increasingly not just about the local economic development of one specific area of Sheffield – but instead they are evolving into discussions of an emerging meme, a shared concept – potentially capable of connecting together often disparate people, organisations and enterprises across the city, working and co-operating together in a common cause.

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Local workers Local workers hold an in-depth knowledge of the communities in which they work and can be key to engagement. Local workers also attract many more followers to the sharing community n which they work through word of mouth.

CASE: Regather have a strong focus on local job creation, improving the local Sheffield areas. They have a wider aim of building community ownership across the city.

CASE: Common Thread Sheffield is open to creative input for volunteers and they are involved in the planning of future events, helping them to feel a sense of ownership, pride of place and sense of belonging. Many volunteers say how Common Thread has helped them to find their feet and make friends in Sheffield, creating a community

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3.2.2 Events

Many local agents describe community events as a key way of engaging with the local communities.

These range from small events attracting around 10 people to events drawing in crowds of more than 500. Events are useful ways to build bridges between communities and organisations; involving residents and local people, helping also to discover what they want in their area and how they can get involved in local projects. In order to create an event that the local community are going to attend, here are some useful tips (1): 

Partner with another organisation or event for maximum attendance with less publicity



Make it fun and social



Send out a press release and post your event to local media calendars



Collect attendee emails at event



Take photos, videos and quotes



Write up an article on the event



Send a debrief of event through newsletter, FB posts with pictures, promote articles to local press and groups through social media etc



Use the event as an opportunity to promote future events

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L

ocation - Reach out to partners for an accessible event location.

Churches, community centres, public spaces, parks, markets, universities, libraries, galleries and music events – are all great places to organise a sharing event. When choosing a space, consider places that are more central locations that are accessible by bike, foot or public transport.

Hosting an event near an already popular location can boost the attendance of passers-by.

C

reate an online event page

This may be through sites such as Facebook or Eventbrite. Facebook is the easiest way to invite a large number of people and share with your networks, but is less likely to get reliable RSVPs. Eventbrite for registering users is much more reliable – it helps you to promote the event, and allows you to send reminders, create tickets to make it official, and if necessary, limit attendance.

A

sk friends, family and partners to share The event page link on your behalf and give them sample emails and social media posts to edit and tailor. Personal emails take longer but generally have a much higher response

rate.

P R

ost the event online To other groups’ social media pages and local calendars. Make some announcements at related events or meetings and hand out flyers.

each out to the media The media are an invaluable source. They can write stories about your events.

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B

e resourceful

Ideally, your event should be free to attend. Fortunately, it generally doesn’t require a lot of money to create an event. The most important thing to remember is to make sure to ask. Ask for free or discounted spaces to hold your event, free media ads, people to donate their skills (volunteers), food donations. Many companies will sponsor the event with money or through advertising. Partners with non-profit status will allow tax deductions.

CASE: Ragather have extensive experience in event organisation and planning. Gareth, Regather’s founder was a chair of Peace in the Park (A well-known local festival) for 8 years. This festival gathers thousands of people from around Sheffield.

In addition, one of Regather’s projects is ‘Folk Forests’, an acoustic outdoor folk music event as part of ‘Tramlines’ festival, a very large city wide festival, attracting tens of thousands.

As well as the above, Regather have a presence at many of the festivals around the city, such as Sharrow festival. Events like this are not only part of Regather’s visual identity, but a platform upon which they can engage thousands of people.

COMMUNITIES FOR COMMONS VIDEO by Danny Spitzberg

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W

orld cafe is an innovative way to gather community members or those interested in urban sharing as a space for communication or collaboration, and is a great way of engaging the community. World Cafe Methodology presents various advantages to reach such engagement and solutions. World Cafe gatherings can be organised by the city administrations, or by the citizens themselves. Either way, the aim will be always to find out solutions and ways to act, at the community / local level, although it can have a broader impact.

The World Cafe method is incredibly powerful meeting method in regards to community engagement, especially in a community of diverse backgrounds. It brings people together in a format which is ideal for urban sharing discussion and organising. People from different backgrounds can bring different types of food and form a basis for cultural understanding, shared learning, communal creativity and discussion.

O

pen Space Events

Open Space Events may be used by urban sharing examples to gather community members to discuss urban sharing opportunities. Open Space Technology allows large groups (8 – 200 participants on average) meaning that whole communities can participate at once to form a substantial conversation on subjects such as urban sharing or related initiatives.

Open Space events are ideal for community engagement as they are truly participatory and democratic, meaning everyone in the community will have a say and be able to share their ideas.

When engaging the community, there is often a need to resolve conflict, there are often diverse groups of people, as well as a need for collaboration in order to move forward.

For these purposes, Open Space events are highly valued.

VIDEO 10 Barriers to Effective Communication by Young

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3.2.3 Communication

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

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

Community organisations are vitally important agents in social change. People are more likely to believe and respond to others who seem like themselves and who share their concerns and interests.

The huge strength of community organisations is that they have direct access to people, understand local issues and sensitivity’s and can sustain people’s activity over time.

W

hat is communication? The different ways of reaching people

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

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

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

T

raditional forms are still important

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

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D

on’t ignore new technologies

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

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

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

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

B

e creative

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

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F

ace to face contact and word of mouth

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

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

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

N

LP

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

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

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

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

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3.2.4 Social Media

W H W

hat is social media?

The use of technology combined with social interaction to create or co-create value. Essentially, it’s about communicating online.

ow can it help with community engagement?

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

hat to use?

C

ommunity engagement through social media:

SARAH LEE AT TEDX KALAMAZOO VIDEO by TEDx Talks

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P

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

What platforms are your target audience using?

What is their age range?

What are they interested in?

Are there any alternative ways to reach them?

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

F

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

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

Local competitions

Sharing photos

Asking for feedback

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

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T

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

- It is growing the fastest among 18 – 24 year olds - It’s a great a platform for influencing, having conversations and campaigning - Use #hashtags to get more clicks on a subject of interest or event, for example #FoodHall - Go from being a broadcaster to a conversationalist TWITTER CAN BE USED FOR: Local discussions

Promotion

Getting people together

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

C

ontent and community engagement



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



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



Run competitions



Experiment, try things out, engage and improve

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W 

hat else?

Apps

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



Storify – bringing together activity on different social media platforms



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

W

hat’s next?

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

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

U

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

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3.3 Conclusions

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

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

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

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

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CHAPTER 4

HOW TO GET AND MANAGE THE RESOURCES

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

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4.0 Introduction

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

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

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

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

People /Skills

Logistics

Health Household goods

Educatiom

Finantial services Transportation

Accomodation

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

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

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4.1 Sustainable funding from local people

4.1.1 Donations

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

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

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

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

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

You can ask for services and competences.

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4.1.2 Crowd funding

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

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

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

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

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

Successful campaigns: Weissenhaus, Foodies, Bitebox

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

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

Successful campaigns: Trine, Someone.io, Fikabox

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

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

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

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

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

Successful campaigns: CamNutra, LaZook, Cell Guidance Systems

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

Successful campaigns: Protonet, Bonaverde, Aoterra

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

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

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

Successful campaigns: Kidswatcher, Bergens Blonde

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

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4.1.3 Fundraising

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

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

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

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

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

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

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

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

(Top 10 Equity Crowdfunding Platforms in Europe

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

WHAT IS CRS VIDEO by CSR Video Scribe

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

E

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

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

P E

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

V

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

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

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4.2 Techniques on how to manage the resources

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

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

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

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

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

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4.2.1 A sustainable base for the funding

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

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

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

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

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

Suppliers with smartphones

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

Use of maps to navigate

Social media

E-commerce

• Administration e.g. paying someone to do this • Administering finances e.g. paying someone to do this or elements of this e.g. book keeping, or preparing accounts for audit

E-banking

Mobile wallets

• Office costs e.g. rent, rates, insurance, IT, telephones, stationery, postage, photocopying, printing etc. 

Publicity e.g. paying someone to co-ordinate publicity, website costs, printing costs etc Graphic: “The rise of the sharing economy – The Indian Landscape” October 2015

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4.2.2 Considering the whole work as a “project”

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

Household goods

Assets

Accomodation Transportation

Services delivery

Servicess

Domestic help Household chores

Online staffing

Expertise

Education Healthcare

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

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4.2.3 It is important to have an efficient management

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

• Are you ready to scale up?

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

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

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

4.2.4 Keep up with the new funds to go on

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

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

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4.3. Working together

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

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

Renting out equipment and venues etc.



Providing consultancy services,



Introducing products to the market,



Delivering training courses using the skills of volunteers,



Using time banks to exchange services and competences.

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4.5. Securing the programme

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

4.6. Sustainability

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

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

Job creation

Skill development Digital literacy Convenience

Environment and infrastructure Transparency and accountability

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Resource utilization

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C

Recycling through sharing

Who: Entrepreneurs from different layers of the society What: Recycling through sharing Where: Turkey When: 2012 (Founded)

Caase study title

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

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

Resource Management The example gives us a clear vision the resources and how they are managed. First of all the start-up was an idea and easy to implement as the funding only needed for the online platform. The second step was to provide the servers as the registered users continued to grow. The website administra— tors used the funds which are paid by the users effectively to expand the platform among other potential users. The second funding resource is the web platform as the system has many subscribers.

Those subscribers are potential customers for many shopping portals and their contact details are shared under permission by the users. The more subscribers there are, the more people sharing and as a result the more support for the platform will be gained from potential business websites.

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CHAPTER 5

HOW TO PROMOTE AND SUSTAIN A SHARING COMMUNITY

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

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5.0. Introduction

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

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

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

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5.1. Examples of sharing communities

M

Who: Maremilano aremilano

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

1 st Caase study title

.

Description:

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

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

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E

Who: ExFadda What: Urban laboratory

xFadda

Where: San Vito dei Normanni When: 2012 Website: http://www.exfadda.it/ 2 nd Caase study title

Description:

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

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

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

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

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5.2. Resources to promote and sustain a shared community

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

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

COLLABORATION / /SHARING

COLLABORATION / SHARING

ACTIVE CITIZENSHIP

SHARING COMMUNITIES

PUBLIC RESOURCES

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5.2.1 Trust

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

PDF

Trust in the Sharing Economy: An Exploratory Study

THE CURRENCY OF THE NEW ECONOMY IS TRUST

PDF

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

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5.2.2 The platform

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

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

5.2.3 The system of public resources

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

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5.2.4 Collaboration and sharing

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

5.2.5 Active citizenship

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

WWW From powerty to power

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5.3 Tools to promote and sustain a sharing community

5.3.1 Tools to build trust



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



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



Make important decisions together



Openly address divergences or dissatisfaction



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

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

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

Passive Reputation Management

TRUST

REPUTATION

IDENTITY

PEOPLE Refinement and detal

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Improve content

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

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

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

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

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

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5.3.2 The tools needed to develop a platform

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

- Security and enjoyment.

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

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5.3.3 Tools for developing sharing and collaboration

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

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

A visual representation of Sharing RESOURCE

RESOURCE

COMMUNITY

RESOURCE

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

A visual representation of Collaboration

The application of both tools require:

RECOURSE

• The identification of needs • The selection of people to be involved • The monitoring of social dynamics

RECOURSE

COMMUNITY

• Clear communication • Responsive leadership RECOURSE

WWW Tipping the scale

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5.3.4 The tools for developing citizenship and active participation

- The ways to involve participants / stakeholders - The way in which communication occurs - The role of participating

- Make the platform easily accessible in terms of cost, clear without any cultural, gender or race constraints - Develop clear and direct communication modes, explaining motivations and goals to foster trust - Develop democratic organisational models allowing everyone to express their ideas and promote self-determination through the choice of goals and means - Foster the network through the identification of stakeholders and through their contribution in terms of ideas and activities.

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

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accumulation of mutual

WWW

Here are some tips to promote active citizenship:

What is Community Engagement ?

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

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Scale of Participation

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

Your opinions are considered but with no commitments

ENGAGE

EMPOWER

COOPERATE

We will implement your choices

We need your opinions and they will be cared about

CONSULT

INFORM

MANIPULATE

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

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5.3.5 The tools to facilitate public support



Financial and fiscal support: economic or fiscal support measures that enhance such processes



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



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



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

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

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5.4 The role of Creativity

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

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

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

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

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OBSTACLES

ENABLING FACTORS

SHARING COMMUNITY

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

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

In a nutshell, the major changes are:

limited control

people’s control

Centralization

decentralization

Monopoly

participation

Individuality

network/community

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5.5 Conclusions

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

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

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

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CHAPTER 6

HOW TO ORGANIZE A SHARING CITY

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

6.2. Some tips for a successful City Organizing.

6.3. Tools & Methodologies for organizing a Sharing City.

6.4. Successful policies for Shareable Cities.

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6.0 Introduction

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

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

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

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

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

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

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

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

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

In 2015, Amsterdam was named first sharing city in Europe (2). They want to be known as a sharing city, as a leader in the field of the sharing or collaborative economy. One of the most important things to highlight is the engage of the citizenship in the project.

More than 80% of their population is keen on participating in Sharing Economy.

Beyond the European frontiers, SE is also having a big impact in some African countries. Here you can find a Ted Talk about Uganda experience supported by technology: “Owning our Destiny�. (3)

TED TALK KAMPALA TECHNOLOGY AND THE SHARING ECONOMY VIDEO by : Raymond Besiga

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6.1 The meaning of Sharing City: a sharable city concept

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

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

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

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

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

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

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

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6.2 Some tips for a successful City Organising

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

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

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

P

romote shared mobility

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

P

romote locally sourcing food

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

P

romote shared living

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

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B

oost employment in the civic economy

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

I

mplement cooperative and collaborative education

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

C

reate a board for the Sharing City

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

P F

ass and proclaim rules to promote sharing Establish the principle of sharing public resources, designate organisations and companies to share resources, providing them with administrative and financial support. orm a committee to promote sharing Develop civil campaigns to publicise sharing. Implement training aimed at the tutors of the generation of entrepreneurs, citizens and functionaries.

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C

reate an information centre and a sharing platform.

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

D I E

evelop a social innovation office To efficiently support relevant organisations and companies and, in conjunction with the other administrations, improve laws and systems that are obstructing sharing.

mplement a Designation System of the Sharing Organisations and Companies To increase the citizen's trust in sharing organisations and private companies. conomically support the entrepreneurial generation Support the creation of companies related to the economy of sharing from their conception, through to their birth and consolidation.

G

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

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

H

old conferences and forums about the economy of sharing

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

P

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

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6.3 Tools & Methodologies for organizing a Sharing City

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

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

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

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

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

Source: collaborativeporoject.com date July 2017

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Conected People

Engaged partners

Informed Decision-Making Project

Phases Stakeholders and thair interests

DIALOGUE Collaboration Platform

Conversation Techniques

Information Communication Technologies (ICT)

Source: collaborativejourneys.com Date July 2017

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Deliverables

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

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



Phase for the Planning of Aims Definition of aims and activities.



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



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



Annual Evaluation Phase Evaluation of the Plan. Annual review.

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

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

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6.3.1 Needs detection phase

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

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

6.3.1.1 Territorial map of needs

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

VIDEO

MARES project from Madrid - Competence labs video

6.3.1.2 Empathy Map

(9)

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

WWW

How to use an empathy map to understand your target market

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6.3.1.3 Questionnaire /self report of needs

(9)

Survey Monkey

Google Drive

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

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

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

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

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

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

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

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6.3.2 Phase for the Planning of Aims

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

6.3.2.1 Game Plan

(11)

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

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

WWW Visual Game Plan - Tools and Training

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6.3.2.2 World Café

(12)

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

6.3.2.3 Open Space

(12)

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



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



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



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



Boosting SSE as a factor of territorial and community development.



Incorporating SSE in the city's economic policies.



Strengthening SSE entities.



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



Intensifying SSE as a driving agent of knowledge and innovation.

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

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6.3.3 Drawing Up of the Plan Phase

6.3.3.1 Territorial map of needs

We can see an example of a Roadmap in the Strategic Plan of the Social and Solidarity Economy of Madrid, in which five axis have been established which mark the directionality of these routes: Axis of SSE in the centre of municipal policies.  SSE contributing to socio-economic change and improving people's quality.  SSE as a factory of ideas shared for socio-economic action.  The territorial ecosystems of SSE.  A comprehensive system for the creation and strengthening of SSE. From these strategic axes, the Plan for the city of Madrid, breaks down a series of possible activities and actions that are possible within each axis. 

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

6.3.3.2 Territorial map of needs

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

6.3.3.3 Trello ; Wiggio

(14)

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

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6.3.4 Carrying Out of Actions Phase

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

Catalogue of possible activities to organise in a Collaborative City 

Actions for citizen and agent awareness.

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

Organising of Time Banks (15);



Creation of Consumption Groups;



Generation of Spaces for Trading and Exchanging;



Facilitation of Social Spaces;



Promotion of Innovative Projects of a social nature;



Picnic Calling;



Flash Mob Calling;



Carrying Out of Workshops;



Promotion of Participative Collections;



Brainstorming;



Popular Votes;



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



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



Shared transport initiatives;



Generation of complimentary currencies;



Construction of eco-villages and farmneighbourhoods;



Construction of collaborative murals.

Time Banking

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6.3.5 Annual Evaluation Phase

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

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

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

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

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

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6.4 Successful policies for Shareable Cities

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

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

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

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

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

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

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

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

By sharing, more profit is made with fewer resources, increasing their utility.



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



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



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

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6.4.2 Eurocities

(19)

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

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

See the complete programme here

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6.4.3 Urban Innovative Actions

(20)

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

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

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

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

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

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

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

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6.4.4 Madrid, a collaborative city

(22)

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

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

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

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

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

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

VIDEO

ÂżQuĂŠ es la ESS?

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

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

Evaluation of its fulfilment, applying the process of Social Balance.

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

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

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

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

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6.4.5 Sharing cities

(25)

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

Source: sharingcities.eu. Date July 2017

6.4.6 Sustainable Economies Law Center

(26)

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

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

Have a look into the link Policies for Shareable Cities.

PDF Policies for Shareable Cities

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

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

6.4.8 Ouishare

(28)

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

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

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

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

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References & Web Content

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

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

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

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

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

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Contact: www.creatuse.eu

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

This project is funded by the European Commission.

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

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

Attribution-NonCommercial-ShareAlike 4.0 International License.

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