The (researching) city is a test bed where administrations, academia and residents together have the opportunity to create and test new solutions to old problems.
The (researching) city is divided into three parts:
The first part has been to produce one research overview on quality of life. The knowledge overview has partly contributed with research knowledge to use as a basis for the hypothesis lab, and partly with knowledge about how Helsingborg's Quality of Life Program compares with the research that has been produced.
Part two (ongoing) is about working with development and learning that is administrative and company-wide, based on resident involvement. The goal is to test what drives quality of life through research-supported hypothesis labs and to find organizational conditions for development work that contribute to increased quality of life.
The third part is about how the project should be reported, in its entirety and based on the respective hypothesis lab. Part 3 will be planned and decided on in 2021.
Curious? Read more about the (researching) city here.
The city needs to find new ways to systematically and research-wise test itself to new ways of working to meet the challenges of the present and the future. In order to be able to implement new ways of working that aim at major changes in the organization, one needs to achieve what in research is called transformative (system-changing) learning.
The project enables administrations and companies to undergo a research-based learning process and to test new ways of working to cross-border identify, formulate and address the city's challenges linked to quality of life. The project includes five so-called Hypothesis Labs: The residents' lab, Dementia-friendly Helsingborg, Datalabbet, Designed living environment and Self-governing team. The transformative learning can take place in each of the labs but also from a more general perspective that is about how the city takes care of the learning you do by labs, and how the city changes and adapts its organization and processes to be able to work. more experimental.
The project aims to deliver Proof of Concepts (PoCs) which at the time of H22 may be ready to be scaled (up, deep or out). The deliveries of PoC will take place in two stages:
-Each Hypothesis Lab (5 pcs) will deliver PoCs (and lessons learned around them). These PoCs must be equated with knowledge-based tests on various solutions that are lab-specific.
-The project in general will deliver PoC (and lessons learned about them) on how we in the public sector can work in new ways to develop our operations. It is conceivable that these PoCs (and their lessons) could become new tools in the city's toolbox for innovation and tools in a toolbox for collaboration between academia and practice.
Examples of concrete results that can come out of the project:
-A R&D (Research and development) toolbox where companies can download tools to work more research-based in their development work. The tools can be used one by one, or in a combination, and make it possible for the companies to become more independent in incorporating the research into their development work. Examples of tools are standard agreements, a template for writing a research plan, instructions for conducting an evaluation and good examples of final reports.
-A process guide for collaboration between academia and practice, which serves as a guide for how you as a business can collaborate with research in your business development on your own. The guide includes guidance on how to prepare as a company for a research project, how to find the right researcher and formalize a collaboration, how to compile and communicate your results and how to make a common schedule for researchers and practice.
- New system support services and services (R&D 3.0), in the form of a pure range that R&D offers the operations as a complement to the toolbox and process guide. Examples of services can be advice in cross-administrative projects or in systemic challenges across administrative boundaries, resident involvement in research projects, knowledge transfer and interpretation of research results that affect several administrations, and integration of new research-promoting and transformative working methods into existing structures.
- A list of recommendations from R&D to the activities on which organizational changes and prototypes in the lab can be scaled up after H22 and how this is best done.