Periodic Reporting for period 1 - Save the Homes (One-Stop Shops as Citizens' Hubs to support the decision making process for integrated renovations)
Période du rapport: 2020-09-01 au 2022-02-28
Save the Homes creates innovative ‘integrated home renovation services’ (IHRS) within already established frameworks for OSS networks at the City of Rotterdam, the Netherlands, and Municipality of Valencia, Spain. By providing IHRS in the two cities seen as enabling activities, Save the Homes addresses the following barriers for these two pilot cities: market fragmentation, lack of affordable financing and lack of clear customer-centric information. Decomplexifying, establishing trust relationships, providing clear tailor-made information and offering continuous advice and support is essential if we aim to incentivise deep-renovations in the private real estate sector and enable the European Commission’s Renovation Wave.
The project builds upon the existing climate targets set by the two cities. Save the Homes intends to a) to streamline various stakeholder interactions, b) deliver an attractive renovation offer to the citizens and thus c) upscale home renovations. In this way, the project partners in the city are building an enabling environment for IHRS by coordinating actions at different scales. Improving citizen’s living conditions is a pivotal challenge for both Valencia and Rotterdam.
One-Stop-Shop inspired concepts ‘Citizen Hubs’ established as physical and web-based hubs in Valencia and Rotterdam aim to stimulate home renovation demand and increase renovation rates in specific targeted areas. This OSS inspired concept is to be further replicated at a city, regional, national and EU level.
The project builds upon the existing climate targets set by the two cities. Save the Homes intends to a) to streamline various stakeholder interactions, b) deliver an attractive renovation offer to the citizens and thus c) upscale home renovations. In this way, the project partners in the city are building an enabling environment for IHRS by coordinating actions at different scales. Improving citizen’s living conditions is a pivotal challenge for both Valencia and Rotterdam.
One-Stop-Shop inspired concepts ‘Citizen Hubs’ established as physical and web-based hubs in Valencia and Rotterdam aim to stimulate home renovation demand and increase renovation rates in specific targeted areas. This OSS inspired concept is to be further replicated at a city, regional, national and EU level.
Work package 1:
• Successful 3 project consortium meetings (Sep 2020, Mar 2021, Sep 2021) & 2 Citizen Hub workshops have been organized (Feb 2021, June 2021). All these meetings have been organized in an online setting due to COVID-19 pandemic.
• Regular monthly Project Management Team web meetings bringing together WP Leaders & Local Pilot Leaders.
• First amendment had been submitted (Partner EHV replaced by RDAM; Partner VRCP involved a Third-Party with in-kind contributions against payment; CoL subcontracting IRI UL.
• D1.1 D3.8 and D3.9 were produced.
Work package 2:
• Inception phase (WP2) for Valencia & Rotterdam:
• Methodologies to map demand, supply side:
– Modelling renovation market (bottom up – pilots' partners & top down – massive characterization);
– Targeting techniques to segment the demand side (buildings, homeowners' profiles);
– Mapping suppliers (discussions within fragmented market – agreements as part of the Advisory Boards);
– Applicable tools & channels (from partners and projects);
– Suitable component solutions (most promising offers that are available on a local level)
– First financing recommendations (current financing landscapes & financing mix opportunities);
• Extensive mapping of pilot experiences, relevant previous and active initiatives, pilot ambitions & needs. Understanding:
– What we have & what we want?
– Strategies & building bricks to set up the Citizen Hubs set up & certain important agreements reached.
– Supply side Advisory Board set up -> focus is on the supply side: collaboration strategies, solution packages.
Work package 3:
• StH customer journey’s framework elaborated & touchpoints of the 5 stops for the two cities defined (D3.1).
• Overall Citizen Hub concept crafted and tailored for the 2 pilots (D3.2);
• Defined the Valencian and Rotterdam business model and financial projections (D3.3)
• Interviews, discussions on the physical & legal design of OSS (level of engagement), OSS cost structure, staffing structure (training), revenue streams (value proposition + market traction & pipeline+ innovation).
• Roles and ways of engagement with different stakeholders involved in the Citizen Hub (supply side) and needed local initiatives (staff training, investment pipelines, local platform functionalities) were defined.
• Services and specific operational aspects for each Citizen Hub (staff training program, data management plan, ethics manual, platform integration, etc) have been designed and delivered (D3.4 3.5 3.7 3.8 3.9)
Work package 4:
• Many discussions on what and how Citizen Hubs will look like for the two pilot cases (based on their needs, existing initiatives – from WP2 mapping). In the beginning 2022, focus on holistic implementation (at a single point) of previously developed citizen Hub models, mapped knowledge and prepared strategies.
• Definition of the action plan, risk assessment and quality assurance of the renovation activities (D4.5) -> To get Citizen Hubs up & running.
• The overall action and quality assurance plans prepared to be be laid out and followed throughout all the stops of the customer journey stops. Covering whole customer journey where the important part is signing the contracts (clear responsibilities over the results quality) and therefore, agreeing on the responsibilities and roles of all the stakeholders involved in the value chain.
• Definition of roles and tasks of different local actors & municipalities.
Work package 5:
• First version of the D5.2 STH Exploitation plan prepared by M18 (not M12 due to the delays in WP2, WP3).
• Laying the groundwork for T5.4: exploitation campaign workshops and discussions on bringing these forwards, to mitigate potential issues related to a possible re-emergence of COVID-19 variants in winter 2022/2023.
Work package 6:
• Elaboration of Save the Homes project identity, set up of the StH website, YouTube channel, StH LinkedIn and Twitter account. The Save the Homes banner was printed.
• Submitted according to the due dates D6.1 D6.2 (first version M6, update M12), D6.3 (website by M3 and newsletters every 6 months), D6.4.
• Successful 3 project consortium meetings (Sep 2020, Mar 2021, Sep 2021) & 2 Citizen Hub workshops have been organized (Feb 2021, June 2021). All these meetings have been organized in an online setting due to COVID-19 pandemic.
• Regular monthly Project Management Team web meetings bringing together WP Leaders & Local Pilot Leaders.
• First amendment had been submitted (Partner EHV replaced by RDAM; Partner VRCP involved a Third-Party with in-kind contributions against payment; CoL subcontracting IRI UL.
• D1.1 D3.8 and D3.9 were produced.
Work package 2:
• Inception phase (WP2) for Valencia & Rotterdam:
• Methodologies to map demand, supply side:
– Modelling renovation market (bottom up – pilots' partners & top down – massive characterization);
– Targeting techniques to segment the demand side (buildings, homeowners' profiles);
– Mapping suppliers (discussions within fragmented market – agreements as part of the Advisory Boards);
– Applicable tools & channels (from partners and projects);
– Suitable component solutions (most promising offers that are available on a local level)
– First financing recommendations (current financing landscapes & financing mix opportunities);
• Extensive mapping of pilot experiences, relevant previous and active initiatives, pilot ambitions & needs. Understanding:
– What we have & what we want?
– Strategies & building bricks to set up the Citizen Hubs set up & certain important agreements reached.
– Supply side Advisory Board set up -> focus is on the supply side: collaboration strategies, solution packages.
Work package 3:
• StH customer journey’s framework elaborated & touchpoints of the 5 stops for the two cities defined (D3.1).
• Overall Citizen Hub concept crafted and tailored for the 2 pilots (D3.2);
• Defined the Valencian and Rotterdam business model and financial projections (D3.3)
• Interviews, discussions on the physical & legal design of OSS (level of engagement), OSS cost structure, staffing structure (training), revenue streams (value proposition + market traction & pipeline+ innovation).
• Roles and ways of engagement with different stakeholders involved in the Citizen Hub (supply side) and needed local initiatives (staff training, investment pipelines, local platform functionalities) were defined.
• Services and specific operational aspects for each Citizen Hub (staff training program, data management plan, ethics manual, platform integration, etc) have been designed and delivered (D3.4 3.5 3.7 3.8 3.9)
Work package 4:
• Many discussions on what and how Citizen Hubs will look like for the two pilot cases (based on their needs, existing initiatives – from WP2 mapping). In the beginning 2022, focus on holistic implementation (at a single point) of previously developed citizen Hub models, mapped knowledge and prepared strategies.
• Definition of the action plan, risk assessment and quality assurance of the renovation activities (D4.5) -> To get Citizen Hubs up & running.
• The overall action and quality assurance plans prepared to be be laid out and followed throughout all the stops of the customer journey stops. Covering whole customer journey where the important part is signing the contracts (clear responsibilities over the results quality) and therefore, agreeing on the responsibilities and roles of all the stakeholders involved in the value chain.
• Definition of roles and tasks of different local actors & municipalities.
Work package 5:
• First version of the D5.2 STH Exploitation plan prepared by M18 (not M12 due to the delays in WP2, WP3).
• Laying the groundwork for T5.4: exploitation campaign workshops and discussions on bringing these forwards, to mitigate potential issues related to a possible re-emergence of COVID-19 variants in winter 2022/2023.
Work package 6:
• Elaboration of Save the Homes project identity, set up of the StH website, YouTube channel, StH LinkedIn and Twitter account. The Save the Homes banner was printed.
• Submitted according to the due dates D6.1 D6.2 (first version M6, update M12), D6.3 (website by M3 and newsletters every 6 months), D6.4.
The 5 Objectives and Means of Verification as defined in GA still valid.
Save the Homes as a ‘typical’ Coordination and Support Action (CSA) focused within the first 18 months (PR1) on:
1) Extensive mapping of the supply and demand side within Valencia and Rotterdam;
2) Mapping of relevant national and regional initiatives – looking for the synergies &
3) Defining OSS business model elements and Implementation strategies for 2 cities.
The first reporting period led to achieving of the following targets, achievements, deliverables and milestones in as described in the previous paragraph above.
Save the Homes as a ‘typical’ Coordination and Support Action (CSA) focused within the first 18 months (PR1) on:
1) Extensive mapping of the supply and demand side within Valencia and Rotterdam;
2) Mapping of relevant national and regional initiatives – looking for the synergies &
3) Defining OSS business model elements and Implementation strategies for 2 cities.
The first reporting period led to achieving of the following targets, achievements, deliverables and milestones in as described in the previous paragraph above.