Innovation in NBS Co-Design and Implementation
1.2. What Is an Innovation?
1.3. Stakeholder Expectations
- National, European, and international administrators and policy-makers;
- Local, regional, and national practitioners and entrepreneurs;
- Private sector to include insurance, green banks, and other businesses;
- Environmental groups and other Non-governmental organizations (NGOs);
- Academic networks working with disaster relief reduction, climate adaptation, water management, and the implementation of NBS;
- Site-specific stakeholders from our demonstration case sites, including local citizens;
- Stakeholders from other rural mountain communities, which may benefit from the PHUSICOS demonstration site experiences.
- Technical (science and engineering of NBS solutions);
- Service (stakeholder involvement through LL);
- Governance (policy and promotion of NBS or sustainable solutions);
- Learning arenas (training and education tools);
- Specific products, software, or knowledge bases.
2. Innovation in PHUSICOS
2.1. Project-Level Innovation Process
2.2. A Practical Example: The PHUSICOS Assessment Framework Tool
2.3. Making Research Results Accessible for Innovation
- The PHUSICOS deliverable describing the method (a document);
- The table indicating the full matrix of ambits, criteria, and indicator parameters (a spreadsheet);
- An example using one of the PHUSICOS demonstrator sites (a spreadsheet showing the reduced matrix specific for the site, with weightings and calculations as practical examples);
- A list of key parameters suitable for identifying the content and purpose of this result, for example language, license terms (e.g., open source), and contact details. These metadata will be used to help identify the result when it is made available on various databases, for example Oppla Marketplace. (Oppla is the EU repository of nature-based solutions, which is accessible via the Oppla internet portal .)
2.4. Up-Scaling of Innovations
- Literal: Expanding the reach of a product, service, or knowledge to increasingly wider extents, e.g., up-scaling from a niche solution at one location to something that is well known and can be easily implemented at any location across Europe;
- Figurative: Generalizing the nature of a product, service, or knowledge, such that it becomes relevant and valuable for larger contexts, e.g., from being a local skill to becoming a European standard or recommended practice.
2.5. Performance Indicators for Up-Scaling
- Innovations published on Oppla Marketplace or similar (minimum 1 per work package);
- Postings on social media (minimum 3 mentions per published innovation).
2.6. Structuring and Tracking Innovation Up-Scaling within the PHUSICOS Project
- Innovation expectations: Products, services, and knowledge expected from the WP;
- Stakeholder interests: The relevant stakeholders and their specific interests;
- Up-scaling needs: Specified for local, regional, national, and European levels;
- Potentials for value creation: Describe how the products will create value for various stakeholders. Consider both economic value and non-economic benefits;
- Up-scaling needs: Which specific actions or measures are required to achieve effective up-scaling at each of the four scales;
- Challenges: Potential pitfalls, difficulties, or obstacles that may prevent up-scaling;
- Timeframe: Reasonable estimates for time required to achieve up-scaling;
- Actions and sub-goals for up-scaling: Specific targets or goals to be achieved within the project timeframe that will help ensure that up-scaling continues after the contractual end of the project.
- Stakeholder interests and needs;
- Potential for value creation;
- Up-scaling needs;
- Specific challenges;
- Timeframe needed for up-scaling;
- Specific actions needed to implement the up-scaling
Institutional Review Board Statement
Informed Consent Statement
Conflicts of Interest
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|Groups ||Characteristics||General Interests|
|Commercial sector||Private companies and consultants providing services, such as construction, supply of materials, services, etc.||Providing services and solutions creating value for the customer and the company. This group requires efficiency, quality, risk reduction.|
(information sources and lobbyists)
|Media, public interest groups consisting of groups of citizens or organizations dedicated to pushing forward specific interests, needs, or wants (interest groups/advocacy groups/coalition groups).||Promoting information dissemination. Promoting the interests of a segment of society. This group requires information and evidence.|
|Political representatives (authorities)||Government bodies, public agencies or regulatory agencies serving citizens and companies.||Implementing policies and actions to manage, protect, and improve society.|
|Transnational and international organizations||Public organizations operating across national boundaries and often as a collaboration between nations or multi-national private interests.||Promoting social justice and economic equality, enabling development and growth.|
|The scientific community.||Research and development to improve knowledge and provide knowledge-based services to other stakeholders.|
|Civil society (citizens)||Individual citizens or persons who have their own personal interests and needs, not belonging within other groups.||Motivations and interests vary.|
|Innovation expectations||Innovations developed in WP4 may include:|
|Stakeholder interests||The most relevant stakeholder groups for these innovations are “Experts” and “Authorities”: Experts as users of these tools, and Authorities as beneficiaries of the knowledge/information created.|
|Potentials for value creation||Tools supporting development and monitoring of NBS and hybrid solutions, improving ecosystems.||Tools for managing risk and protecting environment. Flood and landslides are addressed in PHUSICOS, however other hazards can be added over time to reach a broader application base.||Input at policy level for embracing NBS in risk reduction and ecosystem management across Europe.|
|Upscaling needs||Dissemination of the technical innovations, and development of an evidence base supporting use of these innovations for other cases. Innovative methods need to be clearly described in recommended practice documents appropriate for the target audience. Business opportunities may exist for software applications, for example digital toolboxes for geographic information systems (GIS) or worksheet templates implementing analysis routines. (literal upscaling)||Successful demonstration cases using the technical innovations, providing documentation for lobbyists to use when promoting NBS for disaster risk reduction (DRR).|
|Challenges||Uncertain if this tool will be useable on a local scale, as the broad technical and scientific competency needed may not be available in small communities||The tools and methods from this work package can clearly be distributed via Oppla Marketplace and other fora to make them available across larger scales (regional to European). Creating a commercial business case for products, for example software applications, may require investing time in developing interest and support in special interest groups. However, software applications aimed at the European market may face challenges related to national laws and requirements.|
|Time scale||Dissemination via Oppla Marketplace can be implemented immediately. Commercial developments, for example a software product, will require a longer period to develop a business case, secure investors and develop the product.|
actions and sub-goals
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Strout, J.M.; Oen, A.M.P.; Kalsnes, B.G.; Solheim, A.; Lupp, G.; Pugliese, F.; Bernardie, S. Innovation in NBS Co-Design and Implementation. Sustainability 2021, 13, 986. https://doi.org/10.3390/su13020986
Strout JM, Oen AMP, Kalsnes BG, Solheim A, Lupp G, Pugliese F, Bernardie S. Innovation in NBS Co-Design and Implementation. Sustainability. 2021; 13(2):986. https://doi.org/10.3390/su13020986Chicago/Turabian Style
Strout, James M., Amy M. P. Oen, Bjørn G. Kalsnes, Anders Solheim, Gerd Lupp, Francesco Pugliese, and Séverine Bernardie. 2021. "Innovation in NBS Co-Design and Implementation" Sustainability 13, no. 2: 986. https://doi.org/10.3390/su13020986