The Sport Empowers Disabled Youth 2 (SEDY2) project encourages inclusion and equal opportunities in sport for youth with a disability by raising their sports and exercise participation in inclusive settings. The SEDY2 Inclusion Handbook is aimed at anybody involved in running or working in a sport club, such as a volunteer, a coach, or a club member. The goal of the handbook is to facilitate disability inclusion among mainstream sport providers by sharing SEDY2 project partners’ best practices and inclusive ideas.
This is a revised PAPAI (Personal Adapted Physical Activity Instructor) handbook 2020, part of the Sport Empowers Disabled Youth 2 (SEDY2) project. The original handbook of the PAPAI project, based on Finnish pilot-phase experiences, was written in 2016 by Aija Saari and Heidi Skantz. This revised (2020) PAPAI handbook contains updated materials and lessons learned by the Finnish Paralympic Committee and Inholland University during 2017-2020.
Worldwide, there is a growing recognition that strategic partnering between cities and universities can bring substantial benefits for both sides. The big question is how to organize such partnerships successfully. This handbook offers insights, best practices and advice for leaders in cities and universities that want to go beyond “ad hoc” projects and take the next step towards a strategic and sustainable partnership. The handbook identifies promising avenues, but also barriers and pitfalls and how to avoid them. Illustrated by a rich variety of examples from European cities, the handbook provides concrete advice on the various stages of strategic city-university collaboration. This handbook intends to provide inspiring practices and guidance to develop strategic interaction between city and university, considering the complex and layered nature of both. The focus lies on the more strategic, transformational types of collaborations, that are more complex.
Vrijwel elk evenement heeft een backstage area waar tijdelijke stroomvoorziening op diesel worden geplaatst. Bij deze test wordt de waterstof Volta op een dergelijke backstage area geplaatst in plaats van of naast een andere tijdelijke stroomvoorziening. Tijdens de test willen de HAN en Volta in aanvulling op het RAAK-mkb project H2-Modus data verzamelen over de werking van het waterstofsysteem en de processen rondom veiligheid en vergunningen. In tegenstelling tot een eenvoudig te plaatsen dieselgenerator dient bij het plaatsen van een waterstof systeem rekening gehouden te worden met een veiligheidszone rondom het systeem. Waterstof is namelijk een zeer licht ontvlambaar en explosief gas. Een van de testdoelen is dan ook bewustwording creëren van deze extra voorzorgmaatregelen. Dit bewustwordingstraject begint al bij de aanvraag van een waterstofsysteem en loopt tot na de afbouw van het evenement. We sluiten hierbij zo veel mogelijk apparaten aan die in andere gevallen door dieselgeneratoren van stroom worden voorzien. Het is een grote uitdaging voor bedrijven om de businesscase van toepassingen op waterstof positief te maken. Het H2-Modus project ontwikkeld daarom modellen en tools die de zogenaamde Total Cost of Ownership minimaliseert en drempels in de ontwikkeling en toepassing in de praktijk minimaliseert en verwerkt dit in een waterstof handbook speciaal voor deze bedrijven. Met de data uit deze test deze modellen en tools extra gevalideerd en verbeterd worden.
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
Our world is changing rapidly as a result of societal and technological developments that create new opportunities and challenges. Extended Realities (XR) could provide solutions for the problems the world is facing. In this project we apply these novel solutions in food and hospitality. It aims to tackle fundamental questions on how to stimulate a healthy and vital society that is based on a sustainable and innovative economy. This project aims to answer the question: How can Extended Reality (XR) technologies be integrated in the design of immersive food experiences to stimulate sustainable consumption behavior? A multidisciplinary approach, that has demonstrated its strength in the creative industry, will be applied in the hospitality and food sector. The project investigates implications and design considerations for immersion through XR technology that can stimulate sustainable consumption behavior. Based on XR prototypes, physiological data will be collected using biometric measuring devices in combination with self-reports. The effect of stimuli on sustainable consumption behavior during the immersive experience will be tested to introduce XR implementations that can motivate long-term behavioral change in food consumption. The results of the project contribute towards developing innovations in the hospitality sector that can tackle global societal challenges by exploiting the impact of new technology and understanding of consumer behavior to promote a healthy lifestyle and economy. Next to academic publications and conference contributions, the project will develop a handbook for hospitality professionals. It will outline steps and design criteria for the implementation of XR technologies to create immersive experiences that can stimulate sustainable consumption behavior. The knowledge generated in the project will contribute to the development of the curriculum at the Academy for Hotel and Facility at Breda University of Applied Sciences by introducing a technology-driven experience design approach for the course Sustainable Strategic Business Design.
