Putting people at the heart of the energy transitions: four projects shine a light on the way forward

28 - 29 April 2022

Gianpiero Petruzziello

SONNET, SocialRES, NEWCOMERS and COMETS projects are organising a joint conference on 28 – 29 April 2022.

The event aims at putting people at the heart of energy transition, with a focus on social innovation in energy transitions, and on collective action in energy. The highlight session is a Policy Dialogue, during which the four projects will present recommendations directly to the European Commission on how the EU can better harness the full potential of social innovation to advance energy transitions.

The conference will be hosted on a dynamic virtual platform. Policymakers, social innovators, researchers, those working for local authorities, and anyone interested in the social dimension of energy transitions are warmly invited to join.

See the agenda here and fill the form to register.


Research exhibition on Energy at Vaasa Energy Week

28 March 2022
University of Vaasa, Merinova Technology Centre
Gianpiero Petruzziello

On the 28th March 2022, RIPEET joined the Research Exhibition of Energy at the Vaasa Energy Week, the most significant international networking and sales event for the energy sector in the Nordic countries.

The Energy Week focused on renewable energies, smart energy, gas energy and energy storage. Topics of interest included digitalization, batteries and storage, circular economy, future smart cities, energy regulation, business and innovation.

RIPEET representatives from the University of Vaasa and the Merinova Technology Centre had the occasion to exchange ideas and information on energy transition and extend their networks with energy enthusiasts from all over the world.


RICE


RICE Method 

(Reach, Impact, Confidence, Effort)

Purpose

RICE - which stands for Reach, Impact, Confidence and Effort—is a simple prioritization framework for quantifying the potential value of features, project ideas and initiatives. A RICE score helps to quantify the estimated value of a feature or project idea so theyareeasier tosort when itistime to decide the order they should be worked on.

WHAT

Mapping of stakeholders, policies and definition of regional priorities.

WHEN

Mapping and reflection

SUGGESTED SESSION DURATION

Time frame:

2- 4 hours

RICE method can help you quantify those big ideas using calculations that give you a way to push back on stakeholder gut feelings in a more reasonable andstructured way

REACH: The reach factor is an estimate of how many relevant users/target group any given idea might reach within a time period. Here, it is up to you to define who those users are and what thatreach looks like.

IMPACT: While the reach score is an educated attempt at putting a number to the question: How many people will this idea affect?, Impact attempts to quantify the follow up question: By how much? Impact is about how much you think an idea could impact a specific goal for an individual. You can use a multiple choice scale to standardize those impact values as much as possible for the equation: (3 = massive impact; 2 = high impact; 1 = medium impact; 0.5 = low; 0.25 = minimal). See reference image below.

CONFIDENCE: A confidence score acts as a bias brake that offsets overly-optimistic impact scores. Confidence just lets you put a number to the question: How sure am I of those reach, impact and effort scores I gave each project idea? So, let’s say you have put numbers to the scores of reach, impact and effort but you still feel there are gaps in the knowledge you need to be confident in those numbers. By adding a confidence score, the formula takes that uncertainty into consideration. Here’s the scale proposed (with some examples): 100% is high confidence; 80% is medium confidence; 50% is low confidence; Anything below 50% is a wild card

EFFORT: All the factors in the RICE equation so far are a sum of the potential benefits an idea will have towards a specific goal. Now it is time to factor in the negative factor: the Effort score. This is where you calculate how much time a project will demand from your teammates. The units are estimated as the amount of work one team member can do within a month (so the units are either number of “person-months” or “person-weeks”). In the context of energy transition, the effort could also be estimated in consideration of the current policy scenario and whether it is prepared to receive and incorporate a certain identified idea/priority. Also, estimating the effort needed for the engagement of stakeholders linked to that specific topic could be measured, or how advanced is the knowledge in that field in the region. Once you have estimated these factors, combine them into a single score so you can compare projects at a glance. Here is the simple formula: (Research x Impact x Confidence / Effort = RICE scores)

Remote Advice

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SCOR

SCOR Method

(Strengths, Challenges, Opportunities, Risks)

Purpose

SCOR is a “futurospective” activity that helps the participants better plan their future based on the perceived strengths and challenges, as well as opportunities and risks ahead of them.

WHAT

Mapping of stakeholders, policies and definition of regional priorities.

WHEN

Mapping and reflection

SUGGESTED SESSION DURATION

Time frame:

2- 4 hours

This activity supports visualization activities and alignment on important strategic actions for the future. It is a variation of the SWOT analysis and has been an effective exercise to find opportunities in others’ strengths, which they hadn’t thought about before

Draw the four quadrants: Strengths, Challenges, Opportunities, Risks Introduce the first two areas:

  • Strengths: What are the positive attributes?

  • Challenges: What are the challenges or threats?

Give the participants time to write down notes for those areas. Read all strengths and challenges out loud, clarifying if needed, but not fostering discussion yet.

Introduce the other two areas:

  • Opportunities: given the strengths, what can we capitalise on and take as a lead to be successful?

  • Risks: with those challenges, what are the risks ahead of us and how to mitigate them

Give the team time to write notes for those two areas. Facilitate a group discussion.


Remote Advice

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Needs

Identification of needs, capabilities & policy environment


Purpose

Analyse the context to understand the challenge, capabilities and policy environment.

WHAT

Need identification

WHEN

Experimentation and pathways definition

SESSION DURATION

Time frame:

1- 2 hours

The Canvases ‘Challenge’, ‘Lab’ and ‘Policy’ can be used individually or simultaneously and trying to answer to the questions offered in each of them. Do not hesitate to find new ways to collect and gather data to provide relevant contents:

Imagine a desired future

DEFINING THE CHALLENGE

- Need: what is the key social need that you are addressing?

- Challenge: what is the local challenge?

- Factors: what social & cultural factors shape / generate this challenge?

- Evidence: What evidences do you have that this is a significant challenge?

DEFINING THE LAB CAPABILITIES

- Technology & resources: what are the technologies and resources available?

- Knowledge & competencies: what are the knowledge and competencies available?

- Approach: what is the co-creation approach adopted in the co-creation lab?

DEFINING THE POLICY ENVIRONMENT

- Existing policies: what are the existing policies related to the challenge?

- Influencing policies: what are the threats of addressing existing policies?

- Future policies: pitch your idea about how the challenge could influence future policies




Remote Advice

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Clone of Incremental Backcasting

Call for Solutions & administrative documents


Purpose

The main objectives of this phase are to determine the following aspects: the legal framework of the Call and to agree between the partners on the conditions of the Call to be published. In order to achieve them the following actions have been implemented..

WHAT

Visioning

WHEN

Exploratory scenarios

SUGGESTED SESSION PREPARATION

A few weeks

The framework of the call has to follow the H2020 rules and, in order to make it sustainable, the usual procedures of Funders, in particular the European Regional Development Fund model, or a combination of both, would be taken into consideration. Partners will also consider and implement previous practices developed in EU funded projects. It is essential to keep the local stakeholders in the partner regions duly informed about the process, in order them to be committed from the beginning of the Project.

Content of the Call for solutions

  • Description of the challenge they need to tackle.
  • Funding scheme: Maximum amount of financial support. Define the nature of the cost that would be covered: only staff costs will be covered. If health restrictions allow, physical meetings are foreseen in the region of the challenger. If the solution provider lives in a different region / country the solution provider will be responsible for all their own travel expenses. The Grant will not cover them. 
  • Different types of activities that qualify for financial support.
  • Duration period.
  • Project specifics.
  • Application requirements
  • Criteria of eligibility and selection
  • Phases of the selection process
  • Ethics and IPR. 
  • Declaration of Honour model, declaration made by the solution provider as a statement of oath to be sent with the application form.
  • The Subgrant Agreement Model.

During this phase the following documents will be prepared:

  • The application forms.
  • Declaration of Honour model, declaration made by the solution provider as a statement of oath to be sent with the application form.
  • The Subgrant Agreement Model.

Publication of the Call:

  • The calls and support documents will be published on the EU funding and tendering portal, the project website and will be disseminated within the territories.
  • The calls will be published individually as there is a specific call for each region, aimed to be in conformity with the peculiarities of each territory concerning time frame, formalities, administrative requirements, etc.  
  • The calls should be open for two months.
  • Call documentation should be submitted to the relevant regions directly, not to the European Commission. In the submission process, there should be an online receipt/confirmation of applications.
  • The calls will be published in English and translated to the language of the Region if required. The application might be sent in English or in the local language. Even if the application is sent in English, the solution provider must be able to communicate in the local language with the challenger and the rest of stakeholders involved in the co-creation process. 
  • The call texts will include relevant information regarding Ethics and IPR (Intellectual Property Rights).
  • Monitoring and reporting processes will also be detailed on the complete call definition.
  • It should include a preliminary definition of how much of a time commitment is expected for the co-creation process. This will clarify the estimated amount of work including interactions with stakeholders.

Once the Call for Proposals is considered to be completed, it is time to undertake the publication. Four procedures are to be put in place for this purpose:

  • The call documentation should be submitted to the Project Officer 30 days in advance of the proposed call publication date.
  • Call announcement in the Participant Portal (PP).
A brief announcement about the call (making use of the model proposed by EC) is sent to publication on the Horizon 2020 Participants Portal. Thus, the Project coordinator receives the indication of the Funders to pass the template for publication. This announcement briefly contains the main topics of the call and makes an invitation to visit the project website where the full call details are ulteriorly published.
  • In parallel to the publication in the PP, the Partner in charge of communication will publish the Full Call Details on the project's own website.
  • The partner regions/ project partners may also publish the call in their domestic official bulletins. It depends on the legal status of each Funding/contracting body and the conformity with its habitual procedures.
  • A workshop will be organized in each region to present the call and explain how to participate. This workshop will be addressed mainly to potential solution providers.

Evaluation and Notification:

  • A Selection Committee will be established in each of the RIPEET regions. Call evaluations will be carried out in two phases. Phase 1 will include an assessment of eligibility, Phase 2 will include detailed assessment of eligible proposals.  
  • The Award criteria are scored according to a grid consisting of a quantitative score for each evaluation criteria-sub criteria. A ranking list is the final output of the call.
  • In the first phase of the evaluation, the eligibility of the solutions proposed will be assessed considering:
    • The completeness of documentation and eligibility of each submitted proposal will be assessed.
    • The solution providers should be established in eligible countries.
    • The list of eligible cost for financial support is simplified and only personnel cost is considered eligible.
    • The list of activities that qualify for financial support should be aimed to deploy business development and testing activities together with project partners in a real-world environment.
    • To ensure the feasibility of the co-creation model within the available budget and duration, it is important to select concrete pilots able to provide quantifiable results at the end. In the case of technical solutions, pilots should be ready for replication and scale- up, as established in the objectives of the call. Each region, depending on the solution needed, will specify the required level of development according to the Innovation Maturity Level defined by CIMIT.
In conformity with the eligibility criteria, in justified cases, the applicants may be requested to provide additional explanations clarifying some inconsistences of their proposal but no changes to the application documentation are allowed once the application is submitted. Complementary documentation or information will be electronically requested and submitted via a dedicated email. If so, applicants may dispose on 7-calendar day term to correct or provide documents to complete their initial application. The on-line list is updated with the results of the checking for all the proposals received.
  • Those applications that fulfill the eligibility criteria will be presented to the Selection Committee.
  • The second phase of the evaluation will be organised as follows:
    • Each Selection Committee member first individually assesses the proposals.
    • A selection workshop is organised with all members where the best three solution providers are pre-selected and will be invited to oral presentations session with the Committee to clarify the contents of their proposal.
  • All the applicants will be informed of their results and the results will be publicly available.

Composition of the Committee 

Evaluation Criteria

Templates

The Selection Committee will be composed in each partner region by a number of professionals. The provenance of such advisors may vary from region to region. Eventually, advisors can be also recruited from the Advisory Board of the project, but members from the challenger and funding/contracting body must take part.
The role of the Selection Committee will be to oversee the proper execution of the evaluation process which will be carried out in the light of the same basic principles which govern Commission calls: i. Excellence, ii. transparency. iii. Fairness and impartiality. iv. Confidentiality. v. Efficiency and speed.

The Call will provide a clear explanation of the criteria to be taken into consideration in the evaluation procedure.
The Criteria table shows the general evaluation criteria defined by the consortium, but each region/partners will be able to make amendments according to its need.

A complete list of Templates is provided in order to facilitate the Call implementation: 

  • Individual Evaluation form for Selection Committee 

  • Acknowledgement of receipt

  • Administrative eligibility checklist

  • Committee Selection Guidelines

  • Eligibility pass

  • Evaluators confidentiality statement

  • Rejection notice

  • Territorial selection Report

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Incremental Backcasting

Incremental Backcasting


Purpose

The purpose of backcasting analyses is to assess feasibility and desirability of future scenarios. It starts by defining a desired future (e.g. vision) and then looks back to assess what would be required to get there.   The incremental backcasting uses regular backcasting pathways as a basis in order to add the possibility of obstacles that can constrain these actions.

WHAT

Experimentation and pathways definition

WHEN

Backcasting

SUGGESTED SESSION PREPARATION

Time frame:

2- 4 hours

The incremental backcasting uses regular backcasting pathways as a basis in order to add the possibility of obstacles that can constrain these actions.

Start with regular backcasting pathways on a timeline. Incremental backcasting exercises use regular backcasting pathways as a basis in order to add the possibility of obstacles and bottlenecks that can limit these actions. The backcasting pathways need to be clearly visualized on a timeline. 

Imagine what (unexpected) may happen on the way Numerous crucial, unexpected events (i.e. hinge-points) can happen along a (path)way to a better future. In this step, participants can brainstorm about examples of positive turns or negative constraints that could influence their backcasting pathway. Accordingly, these events can be placed on the timeline. Hinge-points can be internal and controllable (e.g. the construction of a new energy storage system), external and uncontrollable (e.g. economic crisis), climate-related (e.g. extreme sea-level rise) or not climate-related (e.g. high unemployment levels). Since these potential events can block the pathway of actions, it is valuable to think about what can be done to keep the plan on track or to develop an alternative pathway of actions. Participants can formulate these alternative pathways of actions and place them on the same timeline. The timeline that resulted from the regular backcasting exercise can be complemented with post-its to show hinge-points and alternative pathways. 

Additional Tools to support sessions

 Timeline: Thematic pathways of actions, obstacles or hinge-points as well as the interaction between them can be clearly visualized on a timeline. 

Post-its: Post-its turn vague thoughts and ideas into concrete actions or options. They can indicate hinge-points and thus help visualizing incremental scenarios on a timeline. When developing seeds-based pathways, post-its can help visualizing pathways of change and potential enabling and constraining.

Remote Advice

Visme:  To create online timelines 
Miro: To support activities  

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Regular Backcasting Exercise

Regular backcasting exercise


Purpose

The purpose of backcasting analyses is to assess feasibility and desirability of future
scenarios. It starts by defining a desired future (e.g. vision) and then looks back to assess
what would be required to get there. It envisions the roadmap needed to arrive at our
intended destination.

WHAT

Regular backcasting exercise

WHEN

Backcasting

SUGGESTED SESSION PREPARATION

Time frame:

2- 4 hours

The major distinguish characteristics of backcasting analysis is the concern, not with likely energy futures, but with how desirable futures can be attained. It is thus explicitly normative involving working backwards from a particular future end-point to the present to determine what steps and policy measures would be required to reach that future.


* Regular backcasting exercises start with one or multiple visions that results from the visioning exercise.

Start with the visioning output: Each subgroup of about four participants chooses one vision of the future to work with. When this vision is constructed by other people, it is recommended to first have a group of discussion about the legitimacy and relevance of it.

Formulate actions: The next step is to formulate adaptations measures, interventions, strategies or actions that are perceived as essential by participants to achieve their vision.

Label and order actions:To structure actions on their importance to make participants realize that some actions are truly essential while others are not absolutely necessary to
reach their vision.

Create a timeframe: Participants should also think about whether actions need implementation on the short, medium or long-term. Actions can be labelled with different colors. Collect insights over difficulties that might be encountered, steps that need to be taken and resources needed to achieve the goal. Recommended use of a Timeline tool to support this step.

Discover storylines: Now we have all important actions ordered in sequence of time. The last step is to seek storylines or themes. When all actions are categorized in themes, participants can identify thematic pathways to their climate resilient future .

Additional Tools to support sessions

Labelling: The process of brainstorming about possible adaptation actions usually results in a large amount of ideas. Participants can make sense of these actions by labelling them on importance and time of implementation. How? They can develop a labelling scheme (for example one green dot means not important, two dots means a bit important and three dots means essential) and label actions that are written on post-its accordingly.

Timeline: Thematic pathways of actions as well as the interaction between them can be clearly visualized on a timeline. How? When participants have decided whether actions require short, medium or long-term implementation, they can be placed in sequence of time: short-term (0-10 years), medium-term (20-30 years) and long-term (30-40 years).

Art designs: During participatory exercises, artistic designers can join the group discussions to translate the output of exercises in a graphic design. For participants it can be rewarding to see their input in a professional design. Art designs can also be used to clearly communicate the information to people that did not attend the exercise.

Remote Advice

Visme:  To create online timelines (step 4)
Miro: To support Labelling activities (step3)


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Visioning Workshop

Visioning Workshop


Purpose

Visioning is one of the first steps in creating a powerful strategy to achieve a desirable future involving stakeholders.

WHAT

Visioning Workshop

WHEN

Visioning


SUGGESTED SESSION PREPARATION

Time frame: 2- 4 hours


Visioning is recommended when exploratory scenarios show that a place is not likely to be or become responsible energy resilient place without dedicated action, meaning the current situation needs to change in an alternative, more positive direction. This is where we move from plausible to desirable futures. Central questions in a visioning process are: Where are you now and where can you realistically expect to be in the future? Desirable futures can only become reality when they are imagined: a concrete vision of what exactly a desirable future would look like helps to identify concrete actions that lead towards that future.

Imagine a desired future


Option 1: Freely!

One way to imagine a desirable future is for participants to freely develop visions based on their own imagination – so not guided by questions or using existing examples as inspiration source. Real imagination that deliberates the mind from present-day constraints happens when people are stimulated to use all their senses. Creative tools like Predict Future Headlines and creative collage (see tool details below) stimulate imagination in a playful way and invite people to freely develop their own desirable future. Creative and artistic tools also set the tone for a relaxed informal sphere in which participants feel safe to be open-minded.


Option 2: A bit more guidance:

Sometimes participants need more guidance to be able to imagine the future. One way is to ask guiding questions during the exercise. Visions reflect a future state, yet experience shows that citizens often build their visions on memories and experiences from the past.


Asking the right questions:

Instead of asking ‘What will happen to us? How should we respond?’, organizers could ask participants ‘What do we need to carry through with us? What should we tend to?’. There may also be problematic elements in the present that citizens would like to see change in the future. Possible questions to get participants started are: ‘Given the trends in our region/city/area – what do we value, what do we see as problematic, and what would we really like to achieve here?


Answers on these questions can be written down on post-its to structure the output of the group discussion.

TIP: Existing citizen narratives In the preparation phase we discussed the possibility of conducting interviews, surveys or focus groups to collect citizen narratives and use them as a basis for visioning exercises. Data analysis tools can be used to categorize and structure the large amount of data that is collected with these tools. Categories of citizen narratives can be turned into dimension cards that participants can use as inspiration material during the visioning exercise.


Additional Tools to support sessions:

  • Predict Future Headlines: This accessible visioning tool invites participants to time-travel to a celebrative future moment in which the neighborhood, city or farmland has turned into an energy-decarbonised and sustainable place. This tool stimulates participants to expand their sense of time and challenges them to articulate their desired vision with a headline. How? Participants develop an imaginary newspaper headline as if it was that moment in time. They can use creative material from journals or magazines to visualize their headline.
  • Collage: Collage is a creative visioning tool to structure brainstorm sessions in groups and turn loose ideas about the future into physical output. The tool is easily accessible for people of all ages and cultures and gives a fair chance to people without a dominant voice to share their ideas too. How? Collages can be made by participants from scratch or designers can develop a template. During the workshop, participants can elaborate on these broad visions by using creative material like pictures of trees, people and electric cars to come to a rich detailed vision in the form of a collage. Some out-of-the-box images can be provided to let people get out of their habituated reasoning and stimulate innovative ideas.
  • Photovoice: Photovoice is a tool for citizens to take pictures of local issues or places relevant to them. Photovoice allows underrepresented groups in particular to define their own desires and fears in a visually compelling way. Although requires some efforts prior to the workshop, it is a highly engaging and participatory tool. How? In visioning exercises, participants can discuss and share their photos with fellow citizens and local policymakers.
  • Post-its: Post-its turn vague thoughts and ideas into concrete actions or options. How? During visioning exercises, post-its can structure desires, assets and values into a more coherent vision.

REMOTE ADVICE 

Online Support Tools

  • Miro: To create online collages
  • Padlet: To collect ideas during the workshop session


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