Periodic Reporting for period 1 - CircularPSP (CircularPSP – Public Service Platforms for Circular, Innovative and Resilient Municipalities through PCP)
Reporting period: 2023-01-01 to 2023-10-31
Realising a green, sustainable and circular economy (CE) in Europe is essential to the European Green Deal, improving economic and societal resilience and promoting strategic autonomy. A more circular economy will help achieve climate neutrality by 2050, help meet 2030 SDG goals and ensure the long-term competitiveness of European enterprises. The pandemic and the war in Ukraine make the need for increased autonomy and resilience obvious; local economies which have started the CE transition have already proven to be more resilient and competitive.
In CircularPSP, the aim of 7 procurers from 7 countries and an associated partner is to launch a pre-commercial procurement (PCP) to accelerate the green, circular, and digital transition. The Buyers Group includes leading circular cities in Europe (Berlin, Helsinki, Istanbul, Guimaraes, Sandyford), supported by Greater London and pioneering local government associations representing all cities in both Sweden and Slovenia.
Suppliers of the PCP are to holistically solve the Common Challenge across four interlinked areas:
• Information: Cities and Business require support in accessing, understanding and applying the growing body of highly distributed and often unorganised knowledge on CE transition which is often not available in their native language. Fundamentally, the CE is lacking a common language and classifications, hindering not only the use of data but also the exchange between stakeholders. Suppliers are to use generative artificial intelligence or pattern-based data analytics (shorthand ‘AI’) capable of localisation and limited personalisation for their CE-solution. The AI will identify and combine relevant data using Natural Language Processing (NLP), summarise knowledge and provide circular wisdom with transparency on sources and confidence about results. Critically, the model(s) and outputs are controlled and curated by CE experts.
• Operation: Cities need a roadmap for their sustainable transition whilst all staff (municipal and business) must be enabled to act more circular in their day-to-day tasks taking their sector, experience and framework conditions into account. Currently, City strategies and targets for CE are incomplete or simplified. For instance, many Cities begin their circular journey in the procurement department without full understanding of what CE strategies could achieve at earlier stages including during concept (e.g. ‘rethink’, ‘refuse’ to ‘reduce’ the need for procurement), design and planning (e.g. ‘repair’ existing stock). Lastly, strategies and operation need to be tracked for results and impact through simple and robust CE indicators.
• Organisation: Many organisations including Cities and Business are eager to begin with CE transition but need to improve and expand organisational capacity to act circular. Only few Cities established specialised teams to implement CE transition; other Cities and most local Businesses do not have the resources to invest in long-term strategies. Other complications are legacy software not adequately reflecting circular action and the need to establish new relationships. Hence, Cities and Business need an advanced tool in which circular data and knowledge come together. Where novel CE strategies are made transparent for all staff and users are supported in their increasingly circular day-to-day activity. This includes improved communication and networking within and beyond municipal borders. Suppliers are to provide a platform which has simple and appealing interface and is interoperable to the largest possible degree.
• Change & Upskilling: CE transition requires a new organisational culture. Individuals need a new mindset and knowledge as well as means to exchange experience to overcome the personal risks of acting differently to what has been done in the past decades. The motivation, initiation, encouragement and entrenchment of the CE-solution and the users’ attempts to act circular must be supported by personalised upskilling (i.e. capacity building and training). This must be linked to problems a staff member is currently solving, rather than presenting abstract content. The expected organisational change requires the involvement, commitment and validation from City administration and/or departments.
The Buyers Group is seeking a viable and reliable CE-solution to their Common Challenge which is to be procured and implemented in their organisations and local economy beyond the end of the project.
In CircularPSP, the aim of 7 procurers from 7 countries and an associated partner is to launch a pre-commercial procurement (PCP) to accelerate the green, circular, and digital transition. The Buyers Group includes leading circular cities in Europe (Berlin, Helsinki, Istanbul, Guimaraes, Sandyford), supported by Greater London and pioneering local government associations representing all cities in both Sweden and Slovenia.
Suppliers of the PCP are to holistically solve the Common Challenge across four interlinked areas:
• Information: Cities and Business require support in accessing, understanding and applying the growing body of highly distributed and often unorganised knowledge on CE transition which is often not available in their native language. Fundamentally, the CE is lacking a common language and classifications, hindering not only the use of data but also the exchange between stakeholders. Suppliers are to use generative artificial intelligence or pattern-based data analytics (shorthand ‘AI’) capable of localisation and limited personalisation for their CE-solution. The AI will identify and combine relevant data using Natural Language Processing (NLP), summarise knowledge and provide circular wisdom with transparency on sources and confidence about results. Critically, the model(s) and outputs are controlled and curated by CE experts.
• Operation: Cities need a roadmap for their sustainable transition whilst all staff (municipal and business) must be enabled to act more circular in their day-to-day tasks taking their sector, experience and framework conditions into account. Currently, City strategies and targets for CE are incomplete or simplified. For instance, many Cities begin their circular journey in the procurement department without full understanding of what CE strategies could achieve at earlier stages including during concept (e.g. ‘rethink’, ‘refuse’ to ‘reduce’ the need for procurement), design and planning (e.g. ‘repair’ existing stock). Lastly, strategies and operation need to be tracked for results and impact through simple and robust CE indicators.
• Organisation: Many organisations including Cities and Business are eager to begin with CE transition but need to improve and expand organisational capacity to act circular. Only few Cities established specialised teams to implement CE transition; other Cities and most local Businesses do not have the resources to invest in long-term strategies. Other complications are legacy software not adequately reflecting circular action and the need to establish new relationships. Hence, Cities and Business need an advanced tool in which circular data and knowledge come together. Where novel CE strategies are made transparent for all staff and users are supported in their increasingly circular day-to-day activity. This includes improved communication and networking within and beyond municipal borders. Suppliers are to provide a platform which has simple and appealing interface and is interoperable to the largest possible degree.
• Change & Upskilling: CE transition requires a new organisational culture. Individuals need a new mindset and knowledge as well as means to exchange experience to overcome the personal risks of acting differently to what has been done in the past decades. The motivation, initiation, encouragement and entrenchment of the CE-solution and the users’ attempts to act circular must be supported by personalised upskilling (i.e. capacity building and training). This must be linked to problems a staff member is currently solving, rather than presenting abstract content. The expected organisational change requires the involvement, commitment and validation from City administration and/or departments.
The Buyers Group is seeking a viable and reliable CE-solution to their Common Challenge which is to be procured and implemented in their organisations and local economy beyond the end of the project.
The core outcome of the first reporting period is the development of the Challenge Brief and the Tender Documents for the upcoming Call for Tenders. For this purpose, research activities were conducted both externally (focus groups, survey, OMC) and internally (Murals, Users and Personas, Requirements and Use cases / process models).
Almost 200 participants from three user groups attended focus groups. Data collection was complemented by a survey among other cities. Nine Open Market Consultations (OMC) events attracted over 200 economic operators and stakeholders. Further interaction has been established through the Follower Network and the CE Taxonomy Working Group which attracted 100 registrants.
The input received was internally utilised and analysed to advance the need definition, concept and ultimately the Challenge Brief: This included continuous work on multiple formats to drive a coherent Challenge Brief which solves the common challenge at its roots and is capable of solving it in an efficient manner as well as being easily rolled out to a large group of users.
The intermediate results were further validated with continuous exchange with local stakeholders and third parties represented in the Follower Network. The design and concept appear extremely convincing to the demand side (i.e. target group of future procurers) triggering large networks, national ministries responsible for municipalities and various other stakeholders to follow the project and spread the word about the upcoming tender to potential suppliers in their reach.
Almost 200 participants from three user groups attended focus groups. Data collection was complemented by a survey among other cities. Nine Open Market Consultations (OMC) events attracted over 200 economic operators and stakeholders. Further interaction has been established through the Follower Network and the CE Taxonomy Working Group which attracted 100 registrants.
The input received was internally utilised and analysed to advance the need definition, concept and ultimately the Challenge Brief: This included continuous work on multiple formats to drive a coherent Challenge Brief which solves the common challenge at its roots and is capable of solving it in an efficient manner as well as being easily rolled out to a large group of users.
The intermediate results were further validated with continuous exchange with local stakeholders and third parties represented in the Follower Network. The design and concept appear extremely convincing to the demand side (i.e. target group of future procurers) triggering large networks, national ministries responsible for municipalities and various other stakeholders to follow the project and spread the word about the upcoming tender to potential suppliers in their reach.
The Challenge Brief is a comprehensive systemic analysis of the challenges faced by municipalities in the transition to a circular economy. The dimensions covered include information, operations, organisation, change and upskilling.
The CE Taxonomy White Paper structures the need for terminology, data sources and standards that any solution suitable for municipalities should cover. As a first result, existing gaps have been identified, which will ultimately lead to a policy paper.
The CE Taxonomy White Paper structures the need for terminology, data sources and standards that any solution suitable for municipalities should cover. As a first result, existing gaps have been identified, which will ultimately lead to a policy paper.