Bijlage 4. AMS Meerjarenstrategie 2020-2024

AMS Institute Strategy 2020-2024 and beyond

AMS Institute Strategy 2020-2024

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Preface

In 2019 an international panel of experts carried out an independent 5-year review of AMS Institute, concluding the institute had successfully delivered, is a valuable asset to Amsterdam and a leading institution with an operating model relevant for years to come. Moreover, it acknowledged AMS Institute as a significant undertaking in “connecting science to societal challenges”. Following this evaluation and as per Final Contract, we have recalibrated the strategic direction of AMS Institute: AMS Institute Strategy, 2020-2024 and beyond. It was the city of Amsterdam, that had a vision and created an opportunity in 2013. Together, we have come a long way since. I am pleased to see the excellence and impact of AMS scientists, students, staff and partners. Today, we are confident and eager to bring AMS Institute to the next level. On behalf of the AMS Board, Ron Mazier, Chairman AMS Institute board Amsterdam, 17 March 2020

First MSc MADE Students graduated in September 2019 AMS Institute Strategy 2020-2024

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Tabel of Contents

• Preface • Vision and mission • Core partners, core domains • Core strategies • Strategic enablers • Key Performance indicators • Budget

Appendices: • Summary of External Review report (2019)

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Mission and vision Recalibrated

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A changed context for AMS Institute

In 2013, the aftermath of the financial crisis was the backdrop of the creation of AMS Institute. The world has moved on since, and metropolitan areas are changing. Today, big societal challenges – in the fields of energy, circularity, digitization, climate resilience, mobility, food – dominate the agenda. These urban challenges are interconnected, multi-perspective, multidisciplinary and multi-scale. Cities have a clear need to transform its systems, on a metropolitan scale, for its citizens to live, work, recreate, learn and care. A need that is felt all around the world. Such complicated transformations require collaboration between local, regional and national government, private companies, public organizations, knowledge institutions and citizens. Roles of these actors are changing constantly, blurring the boundaries and prerogatives of traditional positions. Collaboration is key and it is a search for new configurations to govern, do business and to develop ideas and talent. This is the context of AMS Institute going forward. Herein lies the mission for AMS Institute.

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AMS Institute is committed to Re-invent cities, on a metropolitan scale

With Amsterdam, TU Delft, Wageningen UR and MIT and its public and private partners, AMS Institute is uniquely positioned to contribute, through engineering and design, to solving pressing metropolitan challenges. Connecting science to societal challenges, and solving those together. We believe that by generating ideas, talent and collaborations, and closely interacting with cities as we know them today, we can help analyze, design and engineer solutions for the cities we need and aspire to. To transform our cities to become more prosperous, sustainable, resilient, and just. We call this: re-inventing cities. Our profile is defined by connecting science and society creating radical innovations that inherently require the convergence of disciplines. All our efforts are directed towards having the greatest impact possible.

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To “re-invent cities”, means to:

Be mission and impact driven We embrace big city challenges and public purpose to drive our activities, grounded in science, and aim for real-world impact Focus on talent and ideas We create opportunities, for new concepts and talent to spark into being; Scientific excellence from our core academic partners is a conditio sine qua non

Leverage Amsterdam We engage with Amsterdam on a metropolitan scale, and its citizens in a mutually beneficial partnership ("made in Amsterdam” and/or "made for Amsterdam") Engage globally We engage nationally and internationally to scale up and maximize societal impact

Converge intellectual disciplines We create value by transcending academic disciplines of our knowledge base, WUR, TUD, MIT and partners Drive collaboration We build partnerships that drive impact through knowledge transfer, spin-outs and start-ups Be entrepreneurial We pursue impact through an entrepreneurial mindset in all we do; we take risks to challenge the status quo

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AMS Institute strategy in a nutshell

Mission

Re-invent cities, on a metropolitan scale Prosperous, sustainable, resilient and just - Converge intellectual disciplines - Be entrepreneurial

- Leverage Amsterdam - Engage globally

KPI’s

We measure ourselves by our scientific excellence and the societal impact we create through use of results, new (economic) activity and increase of human capital.

Core strategies

AMSecosystem

- Focus on talent&ideas - (Re)invent the city - Be mission and impact oriented - Drive collaboration

Strategic enablers

1. Core partners, 2. mission driven portfolio, 3. excellent researchers, lecturers + talented student body, 4. research facilities and housing, 5. strong local partners, (inter) national presence + alliances, 6. visibility and a reputation based on excellence and impact, 7. financial stability, 8. content driven staff + prof. support services

Vision 2024

• • •

Core domains

Urban Mobility, Energy, Food, Circularity, Resilience, Digitization

Core partners

Amsterdam, TU Delft, Wageningen UR, MIT

Mission driven

Research and innovation

Education

Collaboration & entrepreneurship

A thriving ecosystem, a niche for learning and innovation, experimentation and new modes of operating Expanded focus on Randstad as the metropolitan area, fully embedded part of the AMA-innovation system Globally at the forefront of metropolitan solutions, known for its impact, novel partnerships and blending of science with societal challenges in the metropolitan context

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Vision for AMS Institute for 2024 and beyond

In 2024, AMS Institute will be firmly at the forefront of metropolitan solutions globally, known for its impact, its talents and alumni, novel partnerships and for its continuous innovation in blending of excellent science with societal challenges. Based on a clear mission driven approach, AMS Institute embraces city challenges, yet also challenges the city. AMS Institute is a thriving ecosystem. A niche for learning and innovation, experimentation and new modes of operating. Where scientists, students, entrepreneurs, policy makers, corporates and citizens collaborate. This ecosystem is bigger than the institute itself. The core institute directly taps into its knowledge base. The broader ecosystem builds on a mutually beneficial interaction with this core.

Collaborations Activities

In 2024, locally, AMS Institute is recognized for its long term impact on Amsterdam region and it is an inseparable and fully embedded part of this innovation system. Yet it has established itself as the institute for Advanced Metropolitan Solutions within the Randstad. In 2024, the original Final Contract partners provide a baseline funding arrangement of 6M€/yr.

AMS Institute Strategy 2020-2024

AMS Institute

Start-ups

A schematic representation of the AMS-ecosystem that goes beyond the boundaries of the institute itself.

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Path towards 2024

In 2014 the contract partners stated the “joint ambition to build AMS Institute into an independent institute that is sustainable for at least 30 years”. From 2020-2024, AMS Institute will continue to realize the underlying ambitions, consolidating and expanding its original vision (DVR-2013). Our impact we measure not just by scientific excellence, but by the use of results and effects thereof, by new (economic) activity and increase of human capital. AMS Institute will broaden its education portfolio. Developing a second MSc program (track in 2022) will significantly strengthen its MSc engineering education within the MRA*. Pushing the total student numbers towards 300-400/yr after the current contract period is possible, depending on (a.o.) stable institute funding and housing. Furthermore, in collaboration with Amsterdam, AMS Institute is developing a professional education proposition, including both on-campus and online offerings.

The institutional partnership program will mature and increase to up to eight partners by 2022. The AMS pre-incubation program will be launched in 2020. Firmly rooted in Amsterdam, AMS Institute will gradually position itself in the greater Randstad context. This is a natural next step in terms of scale and impact, requiring the full cooperation of Amsterdam and will be discussed the coming phase. See Annex “Multi annual overview”.

AMS Institute will build and launch 3-4 Flagship research and innovation programs by 2022. The data-platform strategy has been adapted from generic towards specific needs of clear urban challenges. In collaboration with the City of Amsterdam, AMS Institute will be working on IDM, RSL, AAMS and possibly other dedicated data-platforms, and on other research facilities. * The original vision of an online 1st year was substituted by an on-campus solution, with specific MOOCs, in 2014.

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Multi annual overview

• 2020 • • • • • • • • •

• 2022 AMS Institute Strategy 2020-2024 Preparations 2nd MSc programme Developm.+decision professional education program Recruitment scientific positions Flagship development and launch (#1-2) IDM development and launch Institutional partnership programme (1-2 partners) Launch pre-incubation programme Organizational development programme (yr1)

• • • •

Institutional partnership programme (+3 partners) Year 8 review New AMS Institute – basic funding agreement Renewal contract between AMS Institute – Gemeente Amsterdam

• 2023 •

Housing at Marineterrein decision (+2yrs)

• 2024 •

10 years of AMS Institute

• 2021 • • • • • • •

Start 2nd MSc programme Launch AMS Academy Recruitment scientific positions Flagship development (#2-4) Institutional partnership programme (+3 partners) Organizational development programme (yr2) Positioning AMS Institute, PA-program

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Core partners, core domains

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AMS Institute: core academic partners

The full commitment of core academic partners TU Delft, Wageningen UR and MIT, expressed in 2013 remains unchanged. TU Delft and Wageningen UR are contractual partners of Amsterdam and founding fathers of the AMS Institute foundation. At the core of the strategy and conform the original vision, is embracing the multidisciplinary nature of city challenges and tapping into the engineering knowledge base of TUD-WUR-MIT collaboration. TU Delft and Wageningen UR will continue to run the MSc MADE program in Amsterdam. Together with MIT, these universities continue to connect (associate and full) professors as Principal Investigators to AMS Institute. Combined, TU Delft and Wageningen UR will invest in academic positions, hosted at AMS Institute as of 2020, and in creating a second MSc program (track).

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Collaboration with the Municipality of Amsterdam

The unique partnership with the Municipality of Amsterdam and the Metropolitan Area (AMA), is at the core of the AMS Institute concept. Together we recognize the fact that AMS Institute can mobilize unique forces and knowledge for the benefit of AMA and metropolitan areas worldwide. We continue to learn each day how to maximize the value of the partnership. New and more specific collaborations have been created recently, such as Future Proof Assets, Innovation centre for Digital Mobility Management and the Responsible Sensing Lab. Open platforms that embrace the triple helix yet have a powerful ‘engine’ in the AMS Institute – City of Amsterdam partnership. Following the review recommendations, a joint redefinition of the position and collaboration is given in this strategy document. Continuously defining knowledge-needs, identifying key liaisons from the municipality to co-develop and launch new initiatives will be intensified.

Furthermore, the municipality is more committed than ever in getting data sharing initiatives up and running in a structural manner, as well as setting up new, relevant Living labs. The formal interface relation to the Interface Manager and under positioning of the Institute under the responsibility of directorate of Economic Affairs remains unchanged. From this position, AMS Institute and the city have strengthened and will continue to strengthen the ties to the primary processes of the municipality, e.g. Stedelijk beheer, Ingenieursbureau, Directie Afval en Grondstoffen, V&OR, creating even more impact. With the Final contract as underlying formal agreement between the City, TU Delft and Wageningen UR, the City monitors the performance of AMS Institute through the key performance indicators (KPI’s). These are kept in line with 2013-indicators. However, following the external review, the KPI’s are given an update to incorporate the broader approach to measuring added societal value, acknowledging the broader multiplier effect.

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Core domains

In line with the external review recommendations, the core domains of AMS Institute remain unchanged. They are well aligned with the challenges of the municipality of Amsterdam faces and metropolitan areas around the world. The domains are: Smart Urban Mobility: Climate change and scarcity of public space are important challenges for the city. Achieving a zero-emission mobility and transportation system which is also space-efficient, affordable and with high accessibility and reliability is the ambition. At AMS Institute we focus on active modes (walking and cycling), responsive public transport and Mobility as a Service (MaaS), city logistics (specifically waterborne transport and food) and data-driven digital mobility management to manage multi-modal flows in a better way. Climate Resilient Cities: Climate change and an aging urban infrastructure are critical challenges for the city. Achieving effective climate adaptation and improving the durability and resilience of critical urban infrastructures is key. At AMS Institute we focus on futureproofing urban assets and infra, effective use of blue/green infrastructure for climate adaptation, and climate adaptive housing and neighbourhood development.

Responsible Urban Digitization: New digital technologies (AI, big data, sensing, robotics, platformization) offer new possibilities to improve quality of life, safety, affordability and efficiency of the city and its services. Challenge for the city is to develop and adopt digital technologies that adhere to and integrate common democratic values and principles: are transparent, privacy-aware, understandable, contestable and trustworthy, and where citizens remain free and autonomous in their decisions and actions without being overly monitored or nudged by ‘smart’ city technology. At AMS Institute we focus on responsible sensing & algorithms in public space, effective urban data governance, and AI to improve urban policy making and democratic governance.

Circularity in Urban Regions: Increasing resource scarcity and resource depletion are important challenges for the city. Achieving a 70% ‘circular’ city in 2030 is the ambition. At AMS Institute we focus on methods and models for understanding and monitoring the (peri-) urban metabolism; on circularity in the built environment and construction sector, circular bio-based materials and organic (waste) and nutrients flows, and circular area development and urban planning. Metropolitan Food Systems: Climate change, resource depletion and loss of biodiversity push for change in food production, distribution and (urban) food consumption. At AMS Institute we focus on creating circular food supply chains in cities, zero-emission and spaceefficient food logistics, while safeguarding nutritional value, food safety and wellbeing in urban areas. Urban Energy: Climate change and reducing carbon emissions is one of the most urgent challenge for cities worldwide. In 2050 total annual CO2 emissions should be 95% less than in 1990 in Amsterdam by integrating renewable energy in the urban energy system and removing natural gas usage, while dealing with constraints on the electricity grid capacity and its flexibility.

At AMS Institute we focus on managing flexibility and uncertainty in urban energy systems, renewable energy integration in the city, heat transition (away from natural gas), integration of new appliances vs grid capacity (5G, electric cooking, EV charging, cs.), and the physical integration of energy systems and grid in scarce urban space (above and below surface).

AMS institute continuously works on creating focus and coherence within and between these themes. It will do so, amongst others, through Flagship programs.

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Core strategies

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Core strategies: AMS-ecosystem

The AMS Institute eco-system is the biggest asset and the foundation of the institute. It produces the ideas, talent and collaborations required to re-invent cities. The eco-system is both local at the Marineterrein, and virtual with its core academic partners in Delft, Wageningen and Boston and public and private partners around the globe. The ecosystem brings together all disciplines and actors, to work on big metropolitan challenges: Public, private and knowledge partners, students, scientists, policymakers, practitioners, entrepreneurs and many more. Some activities will fall just outside the scope of the core of AMS Institute. AMS Institute will investigate setting up a broader structure to incorporate such ventures.

The AMS Institute building at the Marineterrein Amsterdam is the physical homebase for the ecosystem. A professional, knowledgeable and highly ambitious AMS Institute support team does whatever necessary to create impact. AMS Institute research facilities are physical, digital and organizational by nature. These include Marineterrein Amsterdam Living Lab, AMS-Maker space, Innovation center Digital Mobility management, Visualization lab, Responsible Sensing Lab, Amsterdam Atmospheric Monitoring Supersite, and other Urban experimentation facilities (e.g. living labs) in Amsterdam / MRA.

AMS Institute follows up on the review recommendation to scale up the critical mass of the institute. Core partners TU Delft and Wageningen UR will invest in scientific positions that create a structural scientific core, locally at AMS Institute.

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Core strategies: Education program

Highly educated talent is a conditio sine qua non, if we are to re-invent cities. AMS Institute provides higher education level training for young talents and professionals, on campus and (massively) online. In its education offerings, AMS Institute’s mission driven R&Vportfolio, entrepreneurship programs and strategic partners are central elements. AMS Institute itself, with partners, is a learning community. It aims to learn from all it does and share knowledge with its community. It will continue to support and drive the MSc MADE alumni association.

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Education Portfolio

MSc MADE Launched in 2017, the WUR/TUD-master’s program sets an example nationally and globally. The entrepreneurial nature of the program also holds true for curriculum development. Enrolment is expected to grow and AMS Institute will continue to integrate student work with its innovation programs and partners in the AMA. AMS Institute will develop a second program (track) focused on and driven by urban data, within the existing framework of MSc MADE and the Final Contract. Pushing the total student numbers towards 300-400/yr after the current contract period is possible, depending on (a.o.) stable institute funding and housing. AMS Academy The AMS Academy provides ‘Life Long Learning’ for professionals, focusing on city professionals. It will be developed over the course of 2020 – with the municipality – into a structured offering providing on-campus offerings (executives, practitioners; with regional and national impact) and online (massive regional, national and global impact). AMS Institute will continue to scan for new opportunities such PD Eng.

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Core strategies: Research and Innovation

AMS Institute’s Innovation program is driven by long-term urban challenges for the MRA and City of Amsterdam, captured in missions. These are big and complex urban challenges with clearly identified technology, engineering and knowledge gaps to be filled (critical unknowns) that have potential for significant long term impact. AMS Institute focuses on impact and scalability at societal and economic level, through commercialization and valorization of solutions (products, services, policy interventions). Excellent research is the fundament upon which the AMS Institute innovation program builds. The basic ground rules remain in place.

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Research and Innovation (R&I) portfolio

The AMS Institute portfolio consists of over 80 million Euro’s (dd 1 Januari 2020) in projects. Transitioning towards a more explicit mission driven innovation portfolio, AMS Institute adopts a strategy that emphasizes valorization and impact. Its innovation funnel therefore consists of these phases: Explore and mobilize: includes articulation of the urban challenge and mission, and evaluate potential impact; building the coalition and securing commitment and funding. AMS Institute will invest through its Stimulus funding instrument to support this phase. Research and validate includes problem/initial solution, technology & knowledge development, business case evaluation, and people, policy insight. AMS Institute will invest through its Flagship funding instrument, or co-fund projects that work towards a Proof of Concept or prototype and validation in Livinglabs/fieldlabs. Launch and scale, includes business model development, MVP, team, tech/market validation, venture creation, preparing for early-stage investments. AMS Institute works towards launch and scale through its early stage incubation program and through its public and private partners. AMS Institute Strategy 2020-2024

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Research and Innovation: funnel and phases

Explore & Mobilize Exploring & Mission definition

Connecting & Mobilizing for impact

Research & Validate Research projects (PoC/Prototype)

Fieldlabs/Livinglabs projects

Launch & Scale Commercialization Or

Flagships

or Implementation Implementation

Research facilities | AMS Community

Key results and achievements

Urban challenge, mission, vision, impact, coalition, funding, commitment

Problem/initial solution, tech/knowledge development

Tech/solution validation, business case, people & policy insight

AMS Institute Strategy 2020-2024

Business model, MVP, team, tech/market validation

Venture created, investments, revenues 22

R&I: exploration and mobilization

AMS Institute continuously explores and recalibrates urban challenges: to challenge cities and to be challenged by them. We have a ‘Stimulus instrument’ to encourage ‘reconnaissance’ projects, to find new promising avenues towards impact. Two to three such projects per year, will be launched from 2020-2023 (approx. 50k€ per project). Typically, these provide a thorough analysis of an area of clear impact, the knowledge gap and possible pathways to solving these, the experimentation required, the funding opportunities and potential partners.

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R&I: research and validate

Through research (PoC/Prototype), experimentation and flagships, we work towards solutions. Flagship projects: to create more impact with the AMS research and innovation activities, AMS Institute will establish 3 to 4 larger flagship projects that tackle urgent challenges of the city and focus on breakthrough solutions that enable systemlevel transitions. These have distinctive attributes (refer to next page) and 5-10M€ in size for 3-5 years. AMS Institute aims to launch 1-2 flagships in 2021 and an additional 2-3 in 2022. Potential AMS-investment per flagship is in the order of 500k1M€ total. Refer to ‘Flagships and Flagship development’ for more details. Research projects, as AMS Institute has performed these over the past 5 years, will continue. More than ever these will be focused on prototypes, proof of concept and urban experimentation. We expect approximately 30 projects over the next 4 years.

Note that projects based on Final Contract budget may exceed the Final Contract period; this has been settled with the Gemeente. Investments per individual project or program may vary in size and relative multiplier contribution, based on necessity and expected returns or value creation.

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Flagships and flagship development

Strong academic, industry and city involvement (incl. funding outlook)

Mission driven, high positive impact and strong visibility

The process to identify, select and start flagships: Identify and explore: articulate urban challenge and mission, explore research and innovation goals, and evaluate potential impact of solutions; Identify and evaluate necessary partners and consortium, and assess commitment and funding options.

Flagship attributes Solution oriented, multidisciplinary approach

Select flagship initiatives: decision involving AMS-Board and City of Amsterdam. Progression to next phase based upon ao: research excellence, urban and economic impact, public/private involvement, funding options, competitive advantage and reputation effects. Develop flagship proposals: 3-6 months period, committing partners and securing necessary funding. Decide on final flagships: final decision (incl. AMS Institute funding) by AMS-Board, in collaboration with City of Amsterdam.

I (5 options) 2020

Q1

S

D (3 proposals) Q3

De

Q4

St (2 flagships)

S

D (3 proposals)

De

Q2

Q3

Q4

I (5 options) 2021

Q1

Start flagship projects or programs: kick-off and execution of flagship projects/programs at AMS Institute.

St (2 flagships) St (2 flagships)

2022

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Q2

Living Lab and/or demonstration in Amsterdam

I (2 options)

S

D (1 proposal)

Q1

Q2

Q3

De

Q4

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Core strategies: collaboration and entrepreneurship

In the complex setting of Metropolitan areas, (corporate) partners and entrepreneurs provide essential elements and pathways to launch and scale ideas and talent, i.e. to real world impact. AMS Institute continuously pursues partnerships on institution and program level. The corporate partnership program engages strategic partners in all aspects of AMS Institute. These long term partners share AMS Institute’s mission and pay a membership and minimum participation fee. AMS Institute actively engages these partners individually and collectively. AMS Institute also actively partners with private and public organizations, through in-kind means including 1) access to data and facilities, access to talent, e.g. through industry and city based RF/PI positions and by aligning innovation agenda’s and co-developing research and (professional) education activities. AMS Institute will revisit its international strategy to develop a network of partner cities.

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Core strategies: collaboration and entrepreneurship

Launch and scale through Venture Lab: An early stage incubation program (“AMS VentureLab”) ‘grooms’ talents and ideas, primarily from MSc MADE and the R&V-programs, projects and flagships, towards the regional entrepreneurial ecosystem. A structural connection to the ‘Start-up in Residence program’ of the city of Amsterdam is intended to enable start-ups to work with the city of Amsterdam as launching-customer. Includes a supporting network of mentors, trainers entrepreneurs and seed investors, and follow-up access to regional incubators, accelerators and launching customers, as well as office space at the AMS Institute at Marineterrein, Living lab facilities, AMS Maker Space and other facilities. Pre-seed and soft-loan facilities are being considered to support startups in first phase. AMS VentureLab will be launched September 2020. Launch and scale through corporate partners: AMS Institute’s strategic partners, both on institutional and program level, both public and private, provide a pathway to launch and scale solutions. We actively build the AMS eco-system for launch and scale. AMS Institute Strategy 2020-2024

BOOMBRIX (2019), AMS Institute / MSc MADE start-up, by Noelle Teh, Jakub Supera

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Strategic enablers

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Strategic enablers

For AMS Institute to succeed in its mission, a number of strategic enablers need to be in place: 1. 2. 3. 4. 5. 6. 7. 8.

Core partners: Amsterdam, TU Delft, Wageningen UR, MIT Mission driven portfolio Excellent researchers, lecturers and talented student body Research facilities and housing Strong local partners, (inter) national presence & alliances Visibility and a reputation based on excellence and impact Financial stability Content driven staff and professional support services

This section discusses enablers 3, 4, 6 and 8

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Excellent researchers, lecturers and talented student body

Principal Investigators, research fellows, lecturers and students, together form the talent base for the institute. On top of the large ecosystem of PI’s, scientists, researchers from both public and private entities that engage in AMS projects, AMS Institute will build up a local scientific core. In 2020 and early 2021, TU Delft and Wageningen UR will recruit scientists to be hosted at AMS Institute. This is in line with the recommendation by the external review committee to increase the critical (scientific) mass. Recruitment of talented students will go into a new phase for the 2020-2021 cohort, given the full accreditation earned in 2019. The possibility of a second MSc program (track) will likely increase the overall size of the AMS talented student body and number of lecturers involved.

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Research facilities

Research at AMS Institute is different from doing research at the core academic partners. Situated in Amsterdam, AMS Institute provides room for urban experimentation through lab facilities, local testbeds and access to living labs in Amsterdam. The data-platform strategy has been adapted from a generic to one that suits the needs of clear urban challenges. In collaboration with the City of Amsterdam, AMS Institute focuses its data-infrastructure strategy on specific domains, developing it as part of innovation programs. Current focus is on: - Responsible Sensing Lab - Innovation Center for Digital Mobility Management

AMS Institute provides the AMS-Garage (aka Maker Space) for the Roboat program and MSc MADE and for all projects that require a place to create physical models. The Garage will be upgraded as demand and resources grow. Furthermore, AMSInstitute will continue to build its Visualization capabilities.

This will list is expected to expand over time and the underlying infrastructure may converge. Research facilities such as the Amsterdam Atmospheric Monitoring Supersite (AAMS) are important tools producing scientific data. We will continue to push forward, the concept and use of Living Labs. In collaboration with the City AMS Institute develops Living Labs throughout the city. In partnership with Bureau Marineterrein, AMS institute runs Living Lab Marineterrein.

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Housing at Marineterrein Amsterdam

Housing at Marineterrein Amsterdam has quickly defined AMS Institute and solidified its presence in the heart of Amsterdam. The office space, the maker space and the external space for experimenting makes this location the home of AMS Institute. The contract (5+2 years) will need to be revisited by mid 2023 and again early 2025. Staying at the Marineterrein Amsterdam beyond this period will depend on the availability of the building for AMS Institute. Moreover, it will also depend on the size of AMS Institute’s community using the office building and its facilities. Especially the projected growth in student numbers may increase demand beyond that was is available currently, before the lease contract period ends. In that case, a solution will need to be found, preferably at the current location. AMS Institute will continue to invest in its housing facilities and continue to discuss future possibilities with Bureau Marineterrein.

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Visibility and a reputation based on excellence and impact

Visibility of AMS Institute as the leading Institute in Urban Innovation, with a reputation based on thought leadership and impact, provides the institute with its long term ‘license to operate’. We will do so by: •

Raising brand awareness

•

Build on a growing community

AMS Institute will use the power and (inter) national reach of its community. In order to move towards a Randstad positioning for AMS Institute, a communication and public affairs effort will be required. AMS Institute will investigate the required steps, in 2020-2021.

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Content driven staff and professional support services

Staff and professional support services form an essential foundation under the continued success and rapid growth of AMS Institute. Functions such as office, program development, communications, education support, HR, Finance, facility and office management, are all essential for the successful execution of our mission. Together with scientists, lecturers, students and partners, they form the AMS-community. The expected growth of the operations requires the institute to professionalize (organization, processes, skills and content) and to strengthen its culture based on shared values. An organizational development program will be put in place and executed from 2020 onwards.

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Key Performance Indicators

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Key Performance Indicators (Final Contract)

The Final contract is the underlying formal agreement between the City, TU Delft and Wageningen UR. In principle the key performance indicators (KPI’s) are kept in line with current indicators as defined in the Final Contract. However, following up on the external review, the KPI’s will incorporate added (societal) value (output) on top of financial project size (input), acknowledging the broader multiplier effect. The valuation of R&V-projects and other activities, AMS Institute will include a measure of impact: • Use of results (and effects thereof) • New (economic) activity • Increase of human capital This way, the KPI’s align with the AMS Institute strategy, incentivizing its impact mission. Value Platform indicators are maintained, but the term Value Platform is discarded. The Value Platform multiplier indicator will be incorporated by the overall Institute multiplier. We scale up our impact primarily through talents, publications, public and private partners and start-ups. Engaging in (inter)national activities and projects (non-MRA based) and bringing the AMS Institute concept to cities around the world, are also ways of leveraging our impact.

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Multi Annual Budget 2020-2024

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Multi Annual Budget (2020-2024) Samenvatting en uitgangssituatie x €1.000

samenvatting resterende investeringsruimte voor portfolio en investment program AMS organisation: totaal toegezegd aan subsidie tot en met 2019 totale verplichting t/m 2019 toegezegde subsidies restant verplichting voor latere jaren toegezegde subsidies MJB opgenomen kosten voor subsidieverplichtingen 2020 t/m 2023 nog aan nieuwe toezeggingen en/of investeringen aan te gaan

11.500 9.700 1.800 10.000 8.200

samenvatting multiplierdoel: waarde projectportfolio t/m 2019 gewenste waarde eind contract (maart 2024) voor projectportfolio bij voorkeur te realiseren waarde projectportfolio 2020 t/m maart 2024

76.000 152.000 76.000

terminologie: toezegging = totale bedrag wat je op enig moment hebt toegekend aan een project verplichting t/m = deel van de toezegging gekoppeld aan boekjaren

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Multi Annual Budget (2020-2024) INVESTMENT PROGRAM projectportfolio 2020-2021-2022-2023 Investment instrument R&V Flagships Projects Reconnaissance / stimulus Roboat - current program Total contributing to multiplier ORGANISATIONAL INVESTMENT PROGRAM AMS Institute without depreciation R&V Roboat Pre-commercialization program Entrepreneurship Pre-incubation program Education LLL-program Developing a new MSc program Personnel and Support Organization Development program Finance "get ready" program Positioning Institute Public Affairs depreciation / real investments Facilities Lab facilities Investment in building Total

AMS funding 3000 1800 500 1700 7000

AMS funding 250 100 100 125 200 35 150 200 200 1360

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Multi Annual Budget (2020-2024) Winst- en verliesrekening Stichting AMS Institute (bedragen * 1.000)

2020 t/m 2024 o.b.v. doortrekken lijn begroting 2020 (begroting 2020 is aangepast voor BTW voordeel TUD en investeringen)

OPBRENGSTEN

2020

2021

2022

2023

2024

Subsidie Gemeente Subsidie Gemeente Educatie reeds uitgekeerd in 2014 Alternatieve financiering omslagjaar 2024 (subsidie tot 1/4) Verhuur/bijdrage Gebouw Professional Education Entrepeneurship & Strategic partnerships Bijdrage bedrijven aan subsidieprojecten

5.932 68 0 273 5 300 0

5.852 68 0 300 50 500 200

5.482 68 0 300 200 700 400

5.342 68 0 300 200 900 600

1.151 5 3.908 300 200 900 800

totaal

6.579

6.970

7.150

7.410

7.264

Personeel (incl BTW voordeel op TUD k€150) Kosten subsidies (verplichtingen en nieuwe) plus investeringen Investeringen AMS organisatie Gebouw Overig

2.825 2.280 150 718 606

2.900 2.420 330 720 600

2.950 2.550 330 720 600

3.000 2.750 340 720 600

3.044 2.750 150 720 600

totaal

6.579

6.970

7.150

7.410

7.264

0

0

0

0

0

31.895

37.747

43.228

48.570

49.721

2.000

2.000

2.000

1.000

0

KOSTEN

RESULTAAT

Cumulatieve uitputting subsidie gemeente

(t/m april 2024)

Toezeggen nieuwe subsidies

Verwachte totale multiplierbijdrage

o.b.v. gerealiseerd t/m 2018 + prognose t/m maart 2024 TUD reguliere in kind (MSc MADE, bijdragen aan basispersoneel) WUR reguliere in kind (MSc MADE, bijdragen aan basispersoneel) TUD 8 fte extra wetenschappelijk personeel vanaf half 2020 WUR 4 fte extra wetenschappelijk personeel vanaf half 2020 MIT in kind t/m augustus 2021 AMS entrepeneurship projecten AMS portfolio awarded en finished (minus MIT t/m augustus 2021) extra portfolio door bijdrage bedrijven aan subsidieprojecten extra portfolio door inzet 12 fte extra wetenschappelijk personeel subtotaal gewenste waarde projectportfolio per einde contract Outcome / Impact voor gemeente totaal Multiplier eind 2024

21.000 16.000 7.500 3.750 20.000 2.000 110.000 10.000 10.000

152.000 PM 200.250 4,0

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Multi Annual Budget (2020-2024) Subsidieverstrekkingen gemeente (t/m 2018 opgave gemeente) 1 Subsidievaststelling 2014 d.d. 9-11-2015 Bijdrage Education conform Final Contract d.d. 22-04-2015 2 Subsidievaststelling 2015 d.d. 24-11-2016 3 Subsidievaststelling 2016 4 Subsidievaststelling 2017 5 Subsidievaststelling 2018 Subsidievaststelling extra middelen 2018 Totaal Lopende verlening: 6 Subsidieverlening 2019 (€ 5.689) Waarvan bevoorschot 80% Te verwachten afrekening subsidie 2019 (volgens Q4 prognose AMS) Totaal estimate 2014 – 2019 bijdrage gemeente Meerjarenbegroting AMS 7 Subsidie 2020 8 Subsidie 2021 9 Subsidie 2022 10 Subsidie 2023 11 Subsidie 2024

x 1.000

€ 1.448 € 500 € 1.571 € 3.582 € 4.673 € 5.984 € 3.405 € 21.163

€ 4.551 € 249 € 25.963

€ 6.000 € 5.920 € 5.550 € 5.410 € 1.156 € 50.000

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Annex Mid-term review Summary (September 2019)

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Overview conclusions 5-year review

•

•

•

•

Institute: •

Successfully delivered, valuable asset to Amsterdam, a leading institution, operating model relevant for years to come.

•

Significant undertaking “connecting science to societal challenges”.

Valorisation: •

Not yet delivered and this requires a re-think of expectations and approach.

•

Needs end-of-project strategy

•

Reformulate model for innovation and entrepreneurship

Victor van der Chijs (Chair)

Anthony Townsend

Sjoerd Romme

Jean Paul Rocour

Programme •

Needs one or two larger research programmes, in addition to Roboat

•

Needs a way to efficiently manage small projects

Critical mass: scientific and non-scientific

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Overview recommendations to AMS Institute

•

•

General

•

Strategic direction

•

Re-negotiate contract conditions

•

Formulate a coherent narrative, define your position

•

Increase visibility; create more identity.

•

Work on management of expectations

•

Perform a benchmark

•

Mission oriented programming: focus and mass

•

More capacity to sustain further growth of AMS is needed

•

True articulation of metropolitan challenges and demand bundling

•

And: be vigilant about the increase in red tape (institutionalizing)

•

Focus and coherence within the six research themes

•

Develop more flagship programmes, portfolio of small and multiple larger projects

Entrepreneurship, Research and Education •

Entrepreneurship •

Align expectations, (re)set targets irt public space

•

Approach: specific, local and sourced-in

•

Consider PD-ENG degree programme

•

Use students as assets

•

Research Fellows are the real ambassadors

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Overview recommendations to Amsterdam and WUR/TUD

City of Amsterdam •

Wageningen UR and TU Delft

Jointly specify the position of the Institute and develop a more clear relationship • Knowledge-needs (short term, long term) of the municipality • Identify key liaisons, jointly develop and launch a specific big project; • Recognize the fact that AMS can mobilize unique forces and knowledge

•

Urban data and Living labs: • Get the ‘data sharing’ initiatives up and running in a structural manner • Determine new, relevant Living labs in Amsterdam

•

Performance monitoring: • Adjust the mismatch in expectations in the area of the multiplier condition • Broader approach to measuring added societal value

•

Be proud; AMS Institute at Marineterrein is a good asset

•

Additional investments needed: • critical mass, increase the ‘community’ of AMS where researchers, students and business partners can work together on interdisciplinary projects and can exchange knowledge

•

Commitment more strongly institutionalised and also made more visible

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