Finding a space of quietness

flower

the fragile things are often more valued

etiolated |ˈētēəˌlātid|
adjective
(of a plant) pale and drawn out due to a lack of light.
• having lost vigor or substance; feeble : a tone of etiolated nostalgia.

This comes from a personal session with Ruth, but we see a good analogy with South Africa’s current situation – in our collective psyche as well as our politics. So I thought let’s bring it into the public space.

I find it very difficult to find a space of quietness. So I work harder and harder to not have to face myself standing still. The problem with going into the lab and do experiments, is that in the lab there is nothing else. Just you and the vast open space that you have to be quiet and meticulous in to generate data to answer your questions with. You need to also be quiet to get to the damn questions in the first place.

I am positively running away from the quietness. I’m addicted to the excitement, which is also disturbing, because then I don’t have to deal with whatever pops up in the space created by quietness (I don’t know what this is, seeing that I don’t allow it to pop up yet … it’s a process).

I need to learn to BE without DOing. I need to learn to trust myself. Now here is where the analogy with South Africa starts.

I had to fight to be me, in the face of multitudes of conforming forces, people who wanted me to be a good little Afrikaner, a good little girl, a good little NG kerk Christian-who-hates-black-people, a whatever. The struggle generation had to fight for freedom, to show that apartheid was wrong in a very conservative society. And we all still fight. For a better world environmentally, socially, economically …

We’re terrified that we will lose who we are if we stop fighting. That we will lose our creativity, our uniqueness. We don’t trust ourselves to be strong enough to still be so special  -the best place in the world! if we aren’t involved in some crisis / war anymore. We don’t want to give that fight up, because we are so afraid that we’ll lose what we’ve fought for. I guess the whole world maybe works like this a little.

I don’t trust that I can still be my creative, eccentric self, if I stop fighting. But I’m tired of fighting. I think South Africa is tired of fighting. The problem is that there is no clear easy, black and white way to go about things now. What will we revolutionise against? Who’s the enemy? Who will we BE if we’re not fighting? We can’t follow anyone else’s example – the global world is not working well either! The new ‘fight’ is not a fight, it’s learning how to be special quietly.

Ruth taught me a new word today: etiolated
etiolated |ˈētēəˌlātid|
adjective
(of a plant) pale and drawn out due to a lack of light.
• having lost vigor or substance; feeble : a tone of etiolated nostalgia.

It came up because this quiet, creative part of me is stuck underneath all these layers of fighting. The layers are the protective covers that stand up to the pressures to conform, but they also hide the really great parts, and prevents the hidden inner part to get nourishment. The layers make you seem like a violent destructive thing, dangerous (even if only to yourself). But this hidden inner part, is actually more acceptable, and more valued, if it could only get out and be robust.

This inner part is a perfect little thing, but it is now fragile because of all this fighting. South Africa needs to find and nurture this inner beautiful thing, just like I do. My job right now is to find a quiet space to give this little thing, let’s call her Bella, a place to get strong.

One way in which the outside world can help with this is a process called ‘mirroring‘. A parent needs to build her child’s sense of self esteem by mirroring his experience. For example, when he touches a block of ice, his mom says, oh, wow, look how cold that felt! And he becomes robust through learning. South Africa’s challenge is that that mirroring role is lost, as we find a third way forward – not ‘african suffering’, not ‘capitalist destruction’. What we as caring people for this wonderful nation can do, for ourselves as inhabitants tired of fighting, and as nurturers of this miracle continent, is to mirror good things and affirm good practice. And not to tolerate the layers that cause etiolation.

well, that’s what I think right now.

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Deep democracy or anarchy?

A bit of a muse on democracy and anarchy, but I’m very emotional lately, chewing through the farce that was the M&G ‘Critical Thinking Forum’ – watching the political comedy of patronage meeting puppetry. So read with a critical mind please. Form your own opinions.

Arnold Mindell mentions in his book Sitting in the Fire, that politics and psychology is the same thing. They both deal with power. In Saul Newman’s book The Politics of Postanarchism he mentions that politics is some sort of engagement with relations of power (I think I agree with this author’s view that we need to reconsider aspects of anarchy, but I did not manage to get past page 7: I have yet to find a book on anarchism that is not fantastically pretentious, goes round in circles, and is written with words I have never come across before).

It looks like anarchy is defined as the transcending of power, the rejection of political authority, saying that power and authority are unnatural and inhuman. Mikhail Bakunin seems to be the originator of the ‘rebellious impulse’, the ‘urge to destroy’. To me, ‘anarchy’ (which I now argue should then rather be called deep democracy or something else) is to do whatever you feel needs to be done, IF you take responsibility for the consequences. I don’t see anarchy as the use of violence and destruction as a way to rebel against power. I see it as doing your own thing in spite of oppressive forces. Power is a natural aspect of a social species. It’s not going to go away, even as a utopian vision. Making the undesired power irrelevant, or even laughable is best described in a gorgeous little book called Small Acts of Resistance (It’s not an academic analysis, it’s a good read for the average Joe needing inspiration to deal with fucked up governments). Guerilla Gardening fits in here, and I think is a very important way to express our frustration while addressing what I believe is an imminent threat of politically induced food insecurity. The Water quote for TEDxCapeTown fits in well here too, as does the passive resistance used to overcome apartheid.

Be like water making its way through cracks. Do not be assertive, but adjust to the object, and you shall find a way round or through it. If nothing within you stays rigid, outward things will disclose themselves.

 Empty your mind, be formless. Shapeless, like water. If you put water into a cup, it becomes the cup. You put water into a bottle and it becomes the bottle. You put it in a teapot it becomes the teapot. Now, water can flow or it can crash. Be water my friend. – Bruce Lee

Now for some issues that this thinking raised in my mind:

From a workshop on integrated coastal management, I realised first hand another thing discussed by Mindell: that legal systems do not take into account rank – human being’s natural power. Democracy fails spectacularly to deal with rank. So my version of anarchy/deep democracy will have to involve bringing legal systems and human systems closer together – by embracing and acknowledging elders, group processes etc. Arnold Mindell’s book is great at explaining this.

I’ve heard a rumour that governments exist because of capitalism. Centralised control makes making money easier, I guess. The development of ICT either makes it easier to have decentralised money making schemes (aka decentralised government), or makes ‘anarchy’ easier to gain ground, or, likely, a bit of both (judging by the global governmental clamp down on media freedom). And this is the interesting times we live in.

80/20

I want to argue for a 80/20 principle of local/central governance, and am well aware that this goes along with a bit of a rethink of capitalism (In my mind our current economic models are gone. Finished and klaar). The 80% is about self sufficiency on a community by community basis – ‘sustainable communities, transition towns, etc’ (as Denis Beckett tries to explain – see below). Local governance / community structure here has NO predetermined ways of functioning. If the community is happy with it, then it goes. Be that communism, nudism, cannibalism, whatever.

The 20% is interaction with outside influence – trade import/export, disposable income, ‘capitalism’, genetic material (aka the social scene, people!) etc.

I do think this system will be in continuous flux and there will always be tremendous pressure on outside forces to gain more control. I think the only defence is in the 80% sense of  community. The balance lies, for me, in the interplay between legal systems – the way to communicate with the outside, and the human systems – the way the community communicates within itself. Community is a very flexible term, and again, totally dependent on each community. In my mind you need around 1 000 – 10 000 people to be self-sustaining. Hence my interest in Prince Albert as an experiment in Transition Towns.

On Denis Beckett’s struggle to define deep democracy:

Denis Beckett wrote Redeeming Features, which I loved. In this book he hinted at the deep democracy. Then he wrote Magenta, in which he tried to tell the deep democracy story through fiction which I thought failed miserably. I think he thought so too, because he was back as his unapologetic self explaining the concept in a no nonsense way in Temba’s Head. Awkward read, but worth it. (His latest book recounts stories again, in Radical middle : confessions of an accidental revolutionary.)

End note:

My view of anarchy was mostly formed by the Wiki page on anarchy, and further informed by the Wiki page on Panarchy. Panarchy skirts at being an awesome way to talk about resilience and cover systems thinking, then swiftly moves into complexity, and shortly thereafter we’re stuck in the pretentiousness of Complexity thinkers again (I once spent a whole day listening to someone arguing the definition of Transdisciplinarity. I think they are very very good at talking in circles. I was profoundly irritated.) To harp on about this a moment longer, I think it’s atrocious for people who call themselves philosophers to not be able to express profound concepts to the average person, who has the unenviable job of living that complexity. To contrast this, the BSEI Conference (Business of Social and Environmental Innovation), either by chance or design, saw academics and practitioners discuss very complex issues together. When a hectic term popped up, the whole room stopped and someone explained what it meant in common knowledge. It was the best conference EVER, and it was, in my view, truly transdisciplinary. (I do think that ‘transdisciplinarity’ is not suited to academic analysis, and that it should be renamed life. In other words: get over yourself). I also think, gasp, that UCT is much better at tackling these complex stuff than SUN, who just goes all academic and irrelevant about it, starts a centre or some research grouping, and then manages expertly to gloss over the main issue that they ‘aimed to address’ in the first place. But that’s just my opinion and my own issues. I had to get this little opinion out after four very annoying incidents in the last year.

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PhD report – closing remarks

A PhD report that could just be my proudest achievement to date has just been submitted. This is the closing remarks section. The Executive Summary was posted in a previous post. If you want the full report, please let me know.

8. CLOSING REMARKS

The concept of industrial metabolism requires the maximisation of resource productivity by ensuring that all resources exploited provide the maximum possible products and services. This approach is a key premise to achieving sustainable systems for our society and minimising the environmental burden associated with anthropogenic acitivity. In addressing this, it is valuable to view wastes, including wastewater, as a potential raw material resource. This approach can be used through the wastewater biorefinery concept which is centred on two major outcomes: the treatment of wastewater to the desired water quality and the simultaneous production of products of value, as either commodity or energy products. Unit operations in such a wastewater biorefinery include reactors that can reduce nutrient loads in wastewater in a variety of environments, while producing a range of valuable bioproducts that can potentially sustain jobs, meet commodity needs and fund capacity building through their revenue. This review addresses the requirements of such reactor systems in which microbial bioprocesses are used for the production of commodity polymers while reducing nutrient loads. Because of the non-sterile nature of the wastewater environment, it is best to select micro-organisms for product formation that also fulfill a role in the microbial ecology and culture conditions and product which contribute a selective advantage to the microbial population. Hence, wastewater biorefineries are not suitable for all bioproducts. The overall project considers this application in terms of the model system in which microbial communities enriched for Bacillus species are used for the production of poly-glutamic acid.

Poly-glutamic acid (PGA) is hypothesized to fulfil an ecological role to give Bacillus (or other species producing PGA) a competitive advantage that can be exploited for bioproduction through microbial community engineering in wastewater biorefineries. The reactor design is crucial to achieve this microbial community engineering. In order to achieve the production of relatively pure, N-rich PGA from wastewater, the following need to be addressed:

  • Establishment of Bacillus as the dominant organism in the mixed microbial community used for PGA production;
  • Determining a reactor configuration suited to retention of biomass while processing large volumes of dilute wastewater;
  • Selection of a downstream process train that takes cognisance of the dilute product environment, and intercalates with the reactor system in the optimal manner;
  • Selection of a reactor configuration and associated downstream processing unit operations that are appropriate for the production of a low value product in dilute solution.

Two reactor designs have been highlighted that are proposed to fulfill this function as well as contribute to effective product recovery: the Aerobic Granular Sludge (AGS) process, and the HYbrid Bacillus ACtivated Sludge (HYBACS) process.

The AGS process is defined by the characteristics of the sludge particles. The granules are defined as “aggregates of microbial origin, which do not coagulate under reduced hydrodynamic shear (‘sludge bulking’) and which settle significantly faster than activated sludge flocs” (15 sec vs 20 min) (de Kreuk et al 2007a).

The HYbrid Bacillus ACtivated Sludge (HYBACS) process is a modified Rotating Biological Contactor (RBC) system. RBC’s are non-submerged, attached growth bioreactors, similar to trickling filters, with circular media mounted (approx 3.6m in diameter for standard units) on a horizontal shaft, partially submerged (typically 40%) in the wastewater, and rotated at a speed of one to six revolutions per minute (Grady et al 2011). The circular support media is modified to form a high surface area mesh disc to support an active biofilm.

These reactors were selected for detailed discussion because the management of biofilm detachment – and hence product recovery – are controllable. The support material of the HYBACS is relatively planar, while the granular system does not have a carrier, with settling properties that make product recovery possible. In addition, the biofilm zonation in both reactor types (allowing for heterotrophy, nitrification, phosphate removal and denitrification zones intrinsic in the biofilm) is advantageous.

The AGS process is operated as a Sequencing Batch Reactor (SBR). It is a time-oriented process that can be designed and operated to simulate virtually all conventional continuous-flow activated sludge systems, from contact stabilization to extended aeration, making it a useful approach in a laboratory environment. This aspect, combined with the rapid sedimentation velocity possible with aerobic granules allows product formation and downstream processing to form part of the reactor design at discrete steps (Johnson, 2010).

The HYBACS process can accommodate a wider range of substrate loads and is a simpler process to operate than the AGS process. The combination of the meshed internal structure and planar disk macro structure gives product recovery options that compliment the AGS process, and the overal operation of the HYBACS promotes Bacillus dominance.

PGA is generally accepted to be a product excreted into the bulk solution and not even weakly associated with the biomass. Several biofilm-based approaches allow cultivation at relatively low flow rates and may be used to minimise the separation of the weakly associated polymer from the biomass. In terms of considering PGA recovery, three potential scenarios have to be considered:

  1. PGA is excreted into the bulk solution and is not associated with the biomass at all
  2. PGA is excreted, but weakly associated with the biomass. This association is easily disrupted
  3. PGA is excreted, but strongly associated with the biomass. Significant physical or chemical means need to be employed to disrupt this association.

The AGS and HYBACS processes will have different utility towards PGA product recovery depending on which of these scenarios come into play. Scenario 1 and 2 are more suited to the HYBACS, while scenario 3 favours the AGS process.

This work carries significance in arguing for a different approach to waste, and serves to introduce the discussion on how to use significant infrastructural limitations to the advantage of wastewater biorefineries. Challenges in optimising the system rather than individual unit processes are highlighted, which include the different hegemonies present in the interface between environmental and bioprocess engineering disciplines. This review particularly considers the aspects to consider when reactors are designed as unit processes in a wastewater biorefinery, and contributes to a better understanding of reactor selection in areas where systems are required to meet the needs of biomass retention, processing of large volumes and integrated product recovery.

This work has broader applicability by complementing current research to understand and better control erosion and abrasion while minimising sloughing (considered in this project as product recovery). The remaining challenge in the engineering of these wastewater biorefinery systems, as with the wider body of work on biofilm processes is directed towards the control of biofilm structure and morphology, which depends on, and at the same time affects, the reactor hydrodynamics and mass transfer characteristics.

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PhD report – Executive Summary

1. EXECUTIVE SUMMARY

This review discusses bioreactor considerations to leverage the value to be obtained from waste. Section 2 gives a general introduction to the wider project, which takes lessons from both environmental and bioprocess engineering. This project is concerned with proving the technology to produce valuable products from dilute waste streams, and less concerned about the performance and application of the produced material. Reactor design is the main area that can be optimized for bioproduction, to place greater emphasis on the optimal functioning of the system as a whole. The energy utilisation of reactors needs to be improved, and the reactor needs to be designed with downstream processing in mind.

Section 3 introduces the reader to the concept of wastewater biorefineries. The wastewater biorefinery is established to maximize biomass productivity by ensuring that, not only is the wastewater treated to the necessary standard (yielding the outgoing water product), but that components removed from this wastewater are converted to products of value (economically or socially or both). The concept of a wastewater biorefinery is built around the overarching ability to function in the face of significant infrastructural limitations and, through its operation, improve these limitations.

Wastewater biorefineries move away from the traditional wastewater treatment objectives. Section 4 discusses how the system objectives change, and are affected by the differences in approach between the different stakeholders involved in their design and operation. From a process point of view multiple aspects need to be considered, including

• Efficient product recovery of both the bioproduct and water product;

• Energy efficiency through utilising both biomass retention and product retention;

• The ability to be retrofitted into existing plants;

• The implications of maintaining product productivity in non-sterile, mixed, cultures.

The social implications that arise when a new discipline emerges needs to be considered. These develop from disciplines that differ in their approach to reactor design, the objectives that the reactor is designed for and the prevalent culture and values. Emerging disciplines often co-incide with changing generations, which influence the preferred technologies used and ease of adapting to more advanced forms of analysis. The different backgrounds in especially the younger generation often leads to tensions, where bioprocess engineers often have a stronger scientific background, which leads to a different professional discourse. As the field of wastewater biorefineries develops its own language and discourse, supportive technologies mature and the boundaries between the parent biotechnologies are reduced, development of new design parameters and the development of new design approaches will occur, leading to a new generation of professionals. Section 4.3 highlights some of these tensions in the research environment, where data obtained in the laboratory for bioprocessing purposes often cannot be applied directly to wastewater bioprocesses. Section 4 also highlights emergent phenomena that arises when existing systems are adapted for use that they were not originally intended for.

Section 5 illustrates the suitability of Bacillus as a production organism in a mixed culture, specifically in its capacity to produce polyglutamic acid (PGA). Section 5.1 gives a brief introduction to the widespread use of Bacillus in industry. PGA’s role in serving an ecological function is highlighted, which supports its value towards contributing to Bacillus dominance and hence higher potential productivity. The rationale of this project is illustrated by highlighting the uses of PGA in industry, most notably that of bioflocculant and soil conditioner. Section 5.4 argues for the production of PGA in wastewater biorefineries by showcasing previous work that produced PGA from waste resources. The value of using Bacillus in wastewater biorefineries is used as an example to show how working with Nature can give overall benefit to both humans and the environment. In Section 5.5 the positive role that Bacillus plays in wastewater treatment is discussed, alluding to the possibility to improve the natural system while providing opportunity for economic gain. Section 5.6 shows how producing PGA, using Bacillus, from a dilute waste can provide benefits over using conventional bioprocessing.

The first half of this review considers which factors are crucial to develop a bioreactor in a wastewater biorefinery. Section 6 provide the required review of reactor systems available to meet the needs of biomass retention, processing of large volumes and integrated product recovery. While not considered in this project, solid substrate fermentation (SSF) reactors are included for its potential in using biosolids to produce valuable products. Based on the combination of the need for biomass retention and the need for product recovery, the two reactors that were selected for further discussion is the aerobic granular sludge (AGS) process, an example of a particle based biofilm reactor (Section 6.6) and a hybrid rotating biological contactor (RBC) based on the HYbrid Bacillus ACtivated Sludge (HYBACS) process (Section 6.7). Scale up will not be considered in this project, but where possible the relevent calculations and data will be included to develop scale-up effectively and build confidence in reactor types as viable alternatives to the stirred tank reactor (STR). Specifically, laboratory data will be generated with an awareness of that required to inform scale-up.

This review focuses on the reactor configurations to produce PGA-containing product to be used for bioflocculant or soil conditioning applications. Downstream processing (DSP) is often only considered after the reactor is designed and separately to it. This may lead to an unoptimised system. To design the reactor system with DSP in mind to facilitate their combined optimisation, a brief overview and proposed DSP options are given in Section 7.

Closing remarks are given in Section 8, and Section 10 lists the numerous acknowledgements, illustrating that with the more transdisciplinary approach required when optimising the system as a whole, more and more players become important. The greatest value in wastewater biorefineries lies not in the technology or adequate engineering design, but in the connections between people, adequate communication and a willingness to engage.

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Creating meaning, revealing self-organising principles

How do we create meaning in an ocean of complexity?

These thoughts are MUCH better explained in the book Beneath by Helene Smit, and was discussed between Helene, Candice Pelser, Maz Adamson and myself at our early morning strolls in KalkBay. The images come from the Beneath animation.

Self-organising principles, the things that inform your decision making behaviour, are driven by a talent or a wound, and often by a combination of the two.

We are wondering about all this because we need to take care of ourselves before we can take care of our environment. This could be us taking care of the earth, but also, for example nurses working and caring for the hospital they work in, the communities around a marine environment (like False Bay) (these are all real case studies we’re involved in, by the way). So we need to figure out what our self organizing principles are and how to use these to get us to take care of ourselves.

The problem is that the psyche needs to experience something from the outside, a disturbance, to be aware of and create change. This change needs to be incentivised by an attractor. Funny enough, the massive global economic disturbance has not created enough incentive for widespread change, so we’re looking at attractors to help achieve this positive change. We are looking at an attractor to reveal the self-organising principle beneath this wound of consumerism or whatever, bearing in mind that this has to take place in a safe environment, because this awareness, this experience of the psyche is painful.

I think the attractor is being part of something that creates meaning.

This awareness, this meaning, and revealing the self-organising principle inside us I compare to the seed of a tree germinating. It is a small fragile thing, but can grow into something strong to take care of us in turn. Right now it needs a bit of care very frequently, water and nourishment every day (giving a big chunk once a week won’t work), protection from bugs and storms, and one day it will need a working ecosystem to be planted in, but right now there is time to fix the ecosystem in parallel to caring for this little seedling.

Now some notes from Fritjof Capra’s book ‘the hidden connections’.

  • Well functioning companies (or communities) has both formal, rigid, designed structures and informal flexible emergent ‘communities of practice’. These communities share mutual engagement of its members, a joint enterprise, and a shared repertoire of routines, tacit rules of conduct and knowledge (p95).
  • Companies (and communities) are not machines, but living beings composed of people. These people have autonomy within the collective identity, and share common goals. This concept of a living company has been explored in Arie de Geus’s book.
  • Living organisations are characterized by their openness, tolerance to entry of new ideas and individuals, their ability to learn and adapt. This is called the ‘dynamics of culture’, and we should aim to manage organisations (including companies) to optimize people, to ensure the survival and thriving of both.

How to do this? People don’t want to be pushed to change. We respond to change by the impulses that we receive, but instructions are distorted or misunderstood, willfully or otherwise. So give impulses – send attractors. This reminded me of the many times people asked me, ‘how do you herd cats?’,  when beautiful things were happening with this team of highly motivated, young, scattered people,  that I didn’t really control (like the whole TEDx experience). Well, now I have an answer. I provided meaning. This meaning, this common vision, was an impulse that people could interpret and run with. They were confident to take independent action because they knew how it all fit together. Work with people’s creativity, not in spite of it.

What's Beneath Us? What's Between Us?

The next challenge is in this complex world, what if we make a mistake? There’s so much to consider. Fritjof says on p100 of his book, knowledge is created by individuals, but amplified and expand by organizations (of every shape and form: the things BETWEEN individuals). Knowledge is contextual. Knowledge sharing is natural and sharing what we have learned is satisfying.

Fritjof then went on to describe this disturbance, this wound that we mentioned with the self-organising principle. And there follows a beautiful quote by Marcel Proust (author: Cities of the Plain) that I fully identify with:

“It is often simply from want of the creative spirit that we do not go to the full extent of suffering. And the most terrible reality brings us, with our suffering, the joy of a great discovery, because it merely gives a new and clear form to what we have long been ruminating without suspecting it.”

This disturbance, this suffering, is good, it’s creative, but hell, it’s scary. If we want to take care of ourselves, to take care of others, we need to suffer through it. So we need incentive, an attractor. I think the main attractor for communities at large has to do with, wait for it … gardening, tinkering.

There’s something communal, satisfying and valuable in doing stuff with your hands. And if this global crisis hits, food security would be good too. So I say, in a word. Permaculture.
(OK, I’m jumping the gun here, there’s depth and a whole process associated to this, there’s other stuff, like entrepreneurship (see Clem Sunter’s awesome article about the power of entrepreneurship), and we are still exploring all of this, but if you’re the instant answer type, that’s it. Permaculture).

A movie that talks about this sense of community, and Permaculture, is ‘The Power Of Community: How Cuba Survived Peak Oil’. It’s a must see, and the overarching message is that what made this work is the sense of community that the people felt. I did wonder though, if this oil embargo and crisis business happened to the US, how would they respond? I guess we have our answer already, but it’s also a case of communities taking charge – and I define a community’s critical mass as 1 000 – 10 000 people. What I am trying to say is that the success of adaptation and positive change depends entirely on the approach of the community to the disturbance. I think South Africa can do this. And I think it’s things like SDI – Shack Dwellers International that will create the biggest impact – communities taking charge of their destiny themselves. Other initiatives include Abahlali baseMjondolo, VPUU (Violence Presention through Urban Upgrade) and Transition Towns, but the thing with ‘privileged’ communities like the Transition Town movement is they fall down under their own admin. I hedge my bets on shackdwellers, and I intend to join them, and create a new ‘system’ together.

We will be exploring this further in a workshop on 29 January 2012. If you’re interested please email me at Bernelle@tedcapetown.org.

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ShackLabs – version 2.

The A team. It's what you need.

ShackLabs – version 2.

ShackLabs is a Biotech Incubator with a difference. ShackLabs provide high-tech entrepreneurs with the analytical lab, physical space and business support in a fun environment where young start-ups learn, contribute and grow together.

The problems:

  • Biotech startups struggle to get support, leading to the perception that it is normal to create a Biotech Startup slowly and painfully over 7 years, while an ICT start-up takes around 6 months.
  • If a biotech company manages to secure Seed Capital – the hardest part of the journey, they invariably have to spend all of it on lab analyses & equipment, leaving most biotech entrepreneurs with the soul destroying task of doing a day job at a university, and then working through the night at the university lab facilities. While better than nothing, universities still milk this for their benefit and often hold on to IP generated this way. Oh, and the admin!
  • Laboratories are seen as, and often are, dull places. Analytical chemists are highly valued, but because a lab job is not as creative as many research projects, scientists do not often follow this career. This leads to a shortage of the most valuable scientists around, and a general need for more accredited analytical labs in South Africa.
  • There is also a perception that to run lab equipment you have to have a PhD, leading to overqualified, overpaid (for what they’re doing, not for what they’re worth) lab people. We believe that the lab environment as well as the lab people’s roles can be re-designed to be cost-effective and attractive while still being accredited, safe and high performance.
  • This has been mentioned, but is worth repeating: getting seed capital is hell. It almost does not exist in South Africa. Some reasons why relates to investing in ‘blockbuster pharma’ compound leads that never deliver, as well as not addressing the REAL challenges that biotech start-ups face – lack of accessible facilities and a supportive environment.

Our solution:
We aim to address the two real needs we have identified above, as struggling biotech entrepreneurs ourselves, which we believe will attract more Seed Capital and allow that Seed Capital to be more effectively spent.

  • The first is providing laboratory equipment run by trained technicians, who themselves may be entrepreneurs. The lab equipment is sourced through a combination of decommissioned equipment, sponsored equipment and demo-models. The lab environment is a combination of sophisticated equipment to contribute to cash flow through contract analysis, and a tinkering place where the ball-park rough-and-ready results are determined (think dipsticks, kits and equipment retrofitted like crazy). The business model for ShackLabs to remain financially sustainable rests in contract analysis to other companies like breweries and water treatment facilities.
  • The second is to provide a physical and intellectual space where biotech entrepreneurs can network and brainstorm with each other and obtain business skills. While we do not explicitly exclude pharma start-ups from joining ShackLabs, our focus is on the Clean Tech side of Biotech – Industrial Biotech, Fermentation, call it what you wish. We will not limit to Biotech per se, either. Cross pollination, cross industry, cross boundary innovation is what we’re after. Marketing graduates, commerce graduates, students visiting from abroad in any study area will all be welcome. The IT sector has learnt many lessons already, and we will build from that using our own experience and drawing from the wider community. An example of this is StartUpGuide – a web-based toolbox developed for IT start-ups that is also suitable for Biotech.

Biotech start-up projects who crack the nod will receive a 12-month seed capital jump start fund, similar to what the Google Umbono project is doing for IT – read more about the Umbono’s current projects.

This, of course, is the difficult part, to get this funding for the start ups from corporates and angel investors. TIA – the Technology Innovation Agency mentioned that they want to partner with existing incubators, but their reputation in actually handing over the funds is a bit poor. Same for IDC – the Industrial Development Corporation. Good guys, but when cash-flow is a killer, dragging your feet on payment isn’t helping. And, this is the other thing, we are honest, transparent and accountable, and we aim to be honest about who isn’t, too.

playtime is important

The physical space is an important component, but this does not mean your average office space. Check these pics (left) of the Google Umbono project, which we aim to use as inspiration in developing our program.

Umbono's kitchen

The most important part of all of this, as always, is the team. We’re bootstrapping, and building on people’s passion, not their privilege. Our strengths include that we are playing in the biotech space, which means we know what the biotech start-ups are going through, and that we have some experience to guide each other. We are also well connected to investors, and have routes to showcase innovation and ask for all sorts of help, building community. One example of this is TEDxCapeTown – a cross-disciplinary platform for ideas worth spreading.

The founding team are young diverse entrepreneurs with vision. Running life like it’s a startup, creating open, influencial networks, with the general maxim ‘Have Fun, Create Value, Change Lives’. We’re here to change the world.

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WorkShacks – a place to tinker, learn and muck around

renault_fans-uk02-560x399

Men go Wild for Workshacks

WorkShacks

draft: Bernelle Verster, with discussions from Kyle Mason-Jones, 2 December 2011.
Disclaimer: These are initial thoughts, and the most crucial bit – the big equipment, still has gaping holes in terms of a plan. But we’re working on it. Comments and advice welcome.

Value Proposition: A decentralized physical space for big equipment rental, skills training service, and community building activities, specifically to be implemented in informal settlements and townships (BY the people living here, not some outside NGO), but not limited to these areas.

Summary

The purpose of Workshacks is to provide people with access to a range of equipment that they will not have access to otherwise. Specific workshacks are specialized depending on the needs, opportunities and available resources in every area.

WorkShacks are also geared towards building social cohesion, skills transfer, and transformation in a safe, neutral environment. While membership is open to men and women, WorkShacks are specifically aimed to develop leadership and community among men.

Each WorkShack is independently community owned and managed (with the business model that best suits them) but can form part of a wider co-operative.

Target market

  • Retired technical professionals, who are bored, and have a lot of knowledge that they want to share. (also see this link for similar ideas)
  • The usual employed person who needs a place to tinker and relax after work (the average privileged South African person)
  • The usual unemployed person who may be talented or technically minded, but who does not have the resources to obtain the technical experience, or who has the skills but not the equipment. (The average previously disadvantanged person with some initiative)
  • Students who are well suited to the apprentice system, who need mentorship, guidance, leadership, skills, a workspace…
  • People who have a project and don’t want to buy all the equipment that they either cannot afford or will only use once.
  • People who want to socialize over a workshop atmosphere and tinker together.
  • Corporates who need to train their employees to do technical things but do not have the resources, or who have no way to accredit/judge the skills and experience of contractors.

Workshack space

The physical space entails a open workshop floor system with tables equipped with the necessary things (like a hard space for hammering, a ruler-edge/straghtedge, a clamp …), the Toolcounter for renting out small tools, an internet café space (for ordering but also social cohesion), a lounge/library area, and a Workshack master. An industrial space, a converted shipping container or a garage can all work.

Employees

  • Workshackmaster: A full time onsite manager who manages the whole thing. Probably need three to have shifts. Can be retired professionals.
  • Toolmaster: A full time onsite manager who manages the toolcounter. Probably need three to have shifts. Can be retired professionals.
  • Trainers: Part-time, dedicated professionals (retired or otherwise) who do training in a structured, almost curriculum type system. The apprentice system works through these trainers. They are assisted by the mentors, and are employed.
  • Mentors: Part-time, temporary, retired professionals who tinker at the workshack with their own projects, but are willing and assisted (with financial resources and some training, for example) to help other members who are just learning skills. There should be onsite and offsite (advice via email/phone) mentor models

Tools

1. Tool tickets

Tool tickets are electronically synchronized keys with which you book the ‘cheaper’ tools out (tools with approx value of R300). The toolmaster manages the tools from behind a counter with a computerized system. When you book the tool out, the key remains behind. You can book up to ten tools out at a time. If you lose the key it costs R300 to replace. You keep the keys for life (when memberships ends you return it for a R1 000 refund?). This prevents theft and can track good practice/misuse.
<tool boxes – each their own? for screwdrivers, hammers etc)

2. Larger equipment

This is sortof the whole purpose of WorkShack. These will be sourced from second hand places, sponsors, and broken machines that get fixed. The more variety the better, and a way to finance and maintain the unusual machines that you otherwise would not have access to, or seldom need, is important, but tricky.

e.g. 3-D printers, welding equipment, wood cutting machines, etc.
These will be pay-per-use based on a credit system. Credits work similar to how you rent movies – getting cheaper the more you buy, based on membership packages etc.

Business Model:

Membership (costs not finalised or even researched)

  1. Standard membership: Joining fee: R20 000, further annual fee of R2 000 per year. This provides 24h (? can’t just do office hours because some people have other jobs, maybe have a shift system) access to workshop space for one year, and 10 tool tickets.
  2. Roaming membership: Joining fee: R20 000, further annual fee of R4 000 per year. This is a standard membership where members have access to other WorkShacks as well.
  3. Pay as you go membership: Joining fee R3 000, Monthly subscription of R1 000, and two tool tickets. Prospective employees need to join via Pay as you go first for one month before they are considered for employment, to learn about the WorkShack and to find out if the user experience works well.
  4. Pay as you go tools only membership: Joining fee R3 00, Monthly subscription of R1 00, and two tool tickets. tools only (for people who can’t afford or don’t need the full package, this is bare-bones)
  5. Student membership: Joining fee: R1 000, further annual fee of R600 per year. Five tool tickets. For people between the ages of 12 and 20, under the full-time supervision of a trainer/mentor. <<needs work>>
  6. Premium membership: Joining fee: R60 000, further annual fee of R6 000 per year. A standard membership with roaming access, <<<make this special>>>>
  7. Employee membership: Joining fee: R3 000, further premium membership free, reviewed annually.
  8. Corporate membership: Joining fee: R160 000, further annual fee of R6 000 per year. Deposit fee ? for maintenance, fees for training … This provides 5 employees with standard membership, under the supervision of the corporate, to undergo training and certification to become technical graduates. The apprentice system.

All members get access to university mentors, workshops with kick-ass equipment otherwise entirely unavailable to the public (with adequate preparation & training, but even fieldtrips would be cool), e..g CSIR workshops, agreements with companies who have very specialized equipment?

CSI funding, Enterprise Development

Sponsor competitions where pay-as-you-go members can earn annual membership through projects – the main route that individuals from poorer backgrounds can get annual membership access and training. While the competitions are focused to develop previously disadvantaged individuals, the competitions are open to anyone to enter. This is to ensure quality and build confidence in the previously disadvantaged individuals that they are as resourceful and innovative as skilled, privileged individuals. Many prizes available that give standard membership, first prize is premium membership.

Training courses can be sponsored

<which courses offered, First Aid and Good Workshop practice must haves>

Technical Company Sponsorship

Try to get equipment sponsored, especially equipment that is new, technologically advanced etc – a place to test drive equipment, but also work on changing the business models from purchase to hire – selling services ( to reduce production and consumption, see Natural Capitalism sections)

Decommissioned Equipment

Get companies who decommission their equipment that is out of date or broken to sponsor it to WorkShacks, where it gets fixed and can get used at a much reduced fee.

Strategic partners:

  1. SME’s: e.g. ShackLabs, Informal South,
  2. marketing, info sharing, community building: e.g. TEDx,
  3. universities & research institutes with unused equipment
  4. corporates with a suitable CSI outlook.
  5. people who can provide access to markets, networks, distribution chains ( not managed by WorkShacks, but networked) – to provide access for people who use WorkShacks to run their SME, produce their products.
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PhD musings, thinking about a Table of Contents

in the forest

in the forest

After yet another wobbly and oh-my-gosh-what-am-i-doing-here time, throwing me back into dark days that I really didn’t want to go back to. So my pre-new years resolution is to blog about this once a week. Sortof supervising myself  with weekly progress reports (and with the fickle wish that supervision from the world wide web will perhaps emerge).

I have this mental picture of myself running in circles of varying diameter across varying terrain – sometimes in a forest (low light, clueless, but feeling good about it), sometimes in mud (overwhelmed with knowledge but no clue what to do with it), sometimes in a featureless desert (just… nothing, and not sure if this is good or bad) and often into and out of a huge vat of peanut butter (just overwhelmed and stuck and sticky and out of breath). And always, always, alone. I think the PhD is this thin line radiating out of the centre, which means I stumble across it only once in a blue moon.

One thing I occasionally realise is there are huge paradigms that I explore. These are incorporated into TEDx, ShackLabs, Merah Mas etc, but they don’t really have a place in the PhD. So when I try to force them into the PhD everything derails. On the other hand, they inform the PhD, they are the context, the reason it exists. So when I try to sideline them to focus on the PhD, the whole thing falls down as well. The PhD is this wobbly, oscillating tightrope caught in the storms of our changing, breaking world with these exciting things enticing me from below, asking me to let go, but I walk it, crawl it, and most of the time hold on for dear life – with my teeth. On the one side, if I turn around, is mediocrity. On the other, a changed world of my making. If I let go, it’s the definition of hell (be-careful-what-you-wish-for type of vibe).

I decided a while ago to walk this tightrope by blog, if only to chart the course and in later years laugh at it. So here’s another edition.

Before I launch into the TOC (Table of Contents) bit, points that are important in the context of the project (not thought through yet, but these keep popping up. I don’t expect them to make sense yet):

    1. I’m looking from an Industrial Symbiosis point of view, not an Ecology. This project is not an analysis, neither is it systems wide. I focus on the business case of a few identified, clearly delineated industry partners, and try to make my technology suitable to partner with them.
    2. Industrial symbioses or even ecosystems can not be planned for. They emerge spontaneously, but can be incentivised by appropriate technologies – reference Pierre Desrochers (e.g. Cities and Industrial Symbiosis: Some Historical Perspectives and Policy Implications Journal of Industrial Ecology, DOI: 10.1162/10881980160084024.
    3. Informal South/ ShackLabs approach (unlikely to be implemented in this project, but informs design). e.g. environmentally sustainable infrastructure in the informal context – Informal South (Reference Shannon Royden-Turner)
      1. Place the design in the context it will function in
      2. Be committed to the community within which it will function
      3. Collaborate and co-create research and development proposals
      4. Appreciate and integrate local knowledge
      5. Design for community ownership and maintenance
      6. Shift the power of decision making to the people who will be faced with the consequences
      7. Work on a Sense-and-Respond model rather than Predict-and-Control
    4. Restorative ecology / Restorative redevelopment – ecosystem sevices linking up with economic services.

“A fusion of ecological restoration and sustainable development, restorative redevelopment represents an emerging paradigm for remediating landscapes. Rather than merely fixing the broken bits and pieces of nature, restorative development advocates the reuse of devastated landscapes to improve the value and livability of a location for humans at the same time as effectively reinstating natural processes and functions.” – Robert France, (Restorative Redevelopment of Devastated Ecocultural Landscapes, 2011).

While I use Biomimicry as a design tool, talk about ecosystem metaphors etc, and aim to restore ecosystems, I acknowledge that going back to what was before the intervention occurred may not be sufficient: we are working towards something new, entire new systems that in themselves are unpredictable. Also, nature is not a benevolent god-like force. It’s only more complex that we can understand. It is neither the ultimate goal nor in need of ‘saving’.

Consider the Leverage points to intervene in a system – reference Donella Meadows (Thinking in Systems, 2008)

Working title of PhD: bioproduct production using dilute wastewater and aerobic mixed microbial cultures

I take Katja Johnson’s thesis (TU Delft) from 2010 as a rough guideline, and acknowledge the inspiration her thesis and her promoters (dr Robbert Kleerebezem & Prof Mark van Loosdrecht) gave me:
Chapter 1: Introduction
Chapter 2: Model based evaluation of data
Chapter 3: Influence of C/N ratio
Chapter 4: Short and Long term Temperature Effects
Chapter 5: Influence of Ammonium
Chapter 6: Best Case Scenario
Chapter 7: General Discussion.

keywords: mixed culture biotechnology, non-sterile waste streams, open reactors, polyglutamic acid (PGA), bioproduct, dilute wastewater.

In my thesis I aim to follow this outline with application to PGA (and proposed modifications further explained below), with addition of two aspects;

  • product recovery (product is extracellular), and
  • effect of reinoculation, or exploiting sporulation to improve Bacillus / PGA-producer dominance.

I also look at two reactor setups, aerobic granular sludge (AGS – affectionately called Agnes), and rotating biological contactors (RBC – or Roberta – similar to a spitbraai for bugs, without the cooking bit). AGS because it is a new technology with multiple benefits relevant to bioproduction, and RBC because of the established Bacillus presence in RBC’s in general, the suitability of the two reactor types to different substrate loading, but mostly because of the product recovery and organism dominance (aka need two reactor designs to cover these two aspects).

I would also like to build in ‘community ownership and management models’ by approaching the reactor system as a Sense and Respond system rather than a Control and Predict system – something that I believe mixed culture biotechnology and microbial community engineering already does. I want to formalise this approach into the Industrial Symbiosis aspects. (I still call it IndieEco (from Industrial Ecology) – but redefine it as the interaction of the INDIvidual with her ECOsystem). This starts building into the ShackLabs approach.

Katja uses a two step process, 1) a culture enrichment and growth step and ii) a PHA production step.
The selective pressure for culture enrichment is through feast and famine phase – as PHA is a storage polymer, and we are selecting for organisms that have a very fast substrate uptake rate, giving them competitive advantage. We can use this same approach for PGA. The substrate uptake rate is decoupled from growth, and this has been found for PGA as well (reference Morikawa, 2006) – but Bacillus PGA production is growth associated in suspended culture and non-growth associated in a biofilm (aka very dilute substrate concentrations). Exploring this is a novel contribution to knowledge. (Looking at PGA per se in this system is also a novel contribution to knowledge)
This also has implications for the kinetic model developed by Margaritis et al (2004).

Coefficients/Rates that need to be determined are substrate uptake, PGA production and growth.

Katja used nitrogen starved conditions to test for PHA production to limit growth and direct as much carbon to PHA as possible. For PGA this needs to be altered because PGA needs Nitrogen. This Nitrogen provision while decoupling growth and PGA production will be a novel contribution to knowledge.

Measure: substrate (e.g. acetate (for us, glycerol and citrate?) biomass, PGA (or easily analyzable proxy), CO2, O2 and N-source ammonia.

Katja’s Chapter 2: “Both SBR and fed-batch reactors were highly dynamic systems with changing reaction rates and liquid volumes, making the evaluation of experimental data a complex task. A very detailed data analysis was carried out for each SBR cycle measurement and fed-batch experiment. The data analysis included for example the correction of measurements for sampling effects and liquid volume changes, the computation of oxygen consumption and carbon dioxide evolution, and the calculation of the best estimates for all reaction rates and total conversions at each point with the help of a metabolic model.”

Different operational conditions: low sludge residence times, nitrogen versus carbon limitation (Chapter 3). Reactor temperature (Chapter 4).

Other things to consider:
PGA product recovery and impact on reactor robustness (aka the efect of harvest, what constitutes overharvest)
Phosphate. Is there a link between PGA accumulation and P-storage? (probably not investigated in this project)

uhm. next steps, working on chapter 2 – the metabolic model. I start with Katja’s work, build in the NH4 uptake and  role in PGA production and consumption, supported by the work done by the groups of Margaritis and Ashiuchi. Then start generating data to support this, with both Agnes and Roberta.

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TIC – Triple Innovation Club: Old Boys Club reinvented

pictures of spores

Catapult change

TIC: Triple Innovation Club, for implementation in 2020.

It is basically a highly elite club, with membership reviewed annually.
Individuals, companies, consortia and even governments can join, if they meet the requirements (to be developed, but in short if they have significant economic, social AND environmental performance (the triple ‘bottom line’), measured by performance indices, and promote the further development in other areas, sortof like the BBBEE scorecard). Part of the club’s mandate is to develop a triple innovation index that draws from current best practice and performance indices.
There will be a ‘per size’ component so that small companies have equal (or even more favourable) chance of getting in – creating a new type of ‘old boys club’ that selects on performance and not background.
When you are strongly active and highly competitive in two areas but lack the third area, you can form a consortium with another company who is strongly active in your weak area, provided the partnership provides value in its own right (promoting industrial symbioses). Once this value is giving results, you are considered for membership to the Club.
The idea is to showcase, and celebrate, profitable and effective companies that also drive social and environmental change.
Results, not intention, is rewarded.
“It’s not about proving flaws in the current system but proving a better option exists, over and over.” – Roger Norton, High impact entrepreneur
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ShackLabs

This is not near ready, but if I don’t blog about it now, it’s going to drop off the radar. updated versions to follow.

ShackLabs (to run under Building Isinthu NPO

Bernelle, draft: 1 November 2011

<from a FB update>

Why does it take MIT students to invent/develop/showcase/get on TED about the solar lantern?
Why does a social entrepreneurship conference start with a township tour?
Why is much of what we do, just charity dressed up?

Does research about poor people take into account the poor people?
Does research about the man on the street take into account the man on the street?
Do we believe that under-resourced people can take charge of their own lives?

The first three questions lead up to the last three questions, which after all the dialogue, still seems to have the shattering answer of ‘No’. Not because we truly believe the poor person, the man on the street, or under-resourced people are truly less capable, but because we are too comfortable in our boxes to find out. No is a comfortable answer. ‘No’, incidentally, is also costing us a lot of money for solutions that doesn’t work.

Problem statement (written after a bit of drinking and a hard week, to be edited)

Research today, the intelligentia, intellectual pursuits are caught up and strangled in academic discourse that have no relation to the actual, complex, problems on the ground, and hence find difficulty being implemented.

ShackLabs value proposition

ShackLabs is a non-political, non-religious and general non-ism research organization aimed to generate research data, products and services appropriate to the Southern African context, specifically the ‘slums’ ( or formal definition of fastest growing city component – ask Edgar Pieterse?). Special emphasis on science and engineering, and within that bioprocess engineering, but in the transdisciplinary nature of today’s challenges, not limited to this approach <look at Aqua d’UCT’s mission>

<also look at TIA’s mandate>

ShackLabs is willing to engage, and promotes engagement in, political, religious and other discourse, but do not, and never will, associate with any political, religious or other party.

Statements:

Understand, respect and value the supportive and integrative structures, specifically UCT, community groups, schools, government. We’re not working against them, or in spite of them, but working in partnership. We are establishing where the gaps are and where our expertise, experience and passion can help close those gaps.

View people in underprivileged communities as having equal potential for excellence and innovation than any other person from any other background. We try to draw from their ingenuity and resourcefulness in an environment where their cultural capital is most appropriate, to find disruptive technologies and solutions that could be applicable everywhere, but definitely adds value in that environment.

the ‘10 000 hour’ expert

<someone> said to be really good at something you need to commit 10 000 hours to it.
8 hours a day, 5 days a week, 50 weeks a year, ball park gives 5*50*8 = 2 000 hours a year, so within 5 years of commitment you can be an expert. I want critical thinkers, competent of taking charge of their own lives, and capable of starting/running a small business, becoming financially self-sufficient, through being an expert in something they value.

Not all 10 000 hours need to happen at a university. The goal of this is to give people something to do when they are unemployed, to engage their minds. At the same time teach literacy in a ‘backyard tinker workshop – high tech lab morph – high value junk yard’ setup – a safe, comfortable place where people tinker. There is no embarrassment about learning to read, because everyone is figuring it out. Do experiential research. Get community engagement in a dual purpose: Yes, this could change lives for the better, but it is also a low risk, no guarantee, just have fun and try out your ingenuity place – to build trust without false promises.

Disclaimer:

I can only think about this because I know people, I can see other organizations doing this, am well read and informed of similar initiatives taking place worldwide, because I have internet, can chase these groups up, make a call and they answer because they know me – I have credibility. Hence, we need to create open influential networks. We also need to show what is happening out there, and break the barriers of entry into ‘the formal sector’, or just the barriers to go to where you need to be – TEDx is perfect for this.

We aim to connect silo’s of excellence to each other, and showcase why they work.

We believe in self interest to the benefit of the system.

Need: long term sustainability – in every sense.

Help the community bootstrap themselves. Link up with e.g. Community Health Clubs (<names?>), PRAESA, SASDI … AIMS, TSIBA, ASISA … Praekelt <sp> Foundation?

Never give funding, nor go find funding for the people involved. Partner with organizations, provide mentorship and skills (‘job-shadowing’?) for the teams, take them through the process, but they do it themselves, all the way – similar to the Google Umbono project?

Also, Avocado financial skills (lady?)

Fundraisers: Have ‘Hacking days’ – AIMS, public comes in and helps with skills and building (can build in the ASST concept – useful adventure race festivals etc), inject with outside expertise for 48 hours, observe what happens and learn from it.

Develop a management model and package (in the TEDx tradition) to be able to implement anywhere -> need help with this.

Challenges

  • Analysis, Equipment

Can approach companies (like Bruker, etc) to donate appropriate equipment that has been decommissioned (or is broken, even), but could be used in a settlement environment – e.g. off-grid on gas, or low electricity. AND can be fixed and taken apart to learn how it works. – Apprenticeships

Also look at what kits are out there for analysis – fish pond kits, dipsticks, hand held meters, e.g conductivity, IR etc. make it easy to monitor, educate on BOTH how to use the instruments and the principle behind it, even take a few apart to see how it works and reverse engineer it. ** Look into the pedagogical approaches, design it right, and fit in with existing systems – schools, government, NGO’s – connect these players.

  • Publishing and access to scientific papers

<talk to Harro, Thabi, Khaylitsha & Tugwell Towers biodigester project).

Getting the word out, and getting credibility, replicable robust results. Also understand & appreciate the importance of local knowledge and relevance, so replicable within certain constraints. Don’t force science as this impersonal, globally relevant thing. Acknowledge and document local ‘indigenous’ knowledge.

Problem that Kevin Winter mentioned – people don’t want to engage because they fear of being ‘dropped off the housing waiting list’. He also mentioned that his group are ‘just researchers’ and so do not have the clout or time frame to make lasting changes.

<look at Social Justice Coalition (go back to email?), look at Shack Dwellers Association

Get Lisa Tiang’s opinion.

How to deal with political volatility? -> same as we deal with it in our privileged environment. Take action, be solutions oriented.

Make a list of priorities, solve them one by one. How much time in the day is spent idle? why (fears of action creating political enemies, or losing your place on the  housing list – how to get around this? – when people want change, you say it betters their lives, when they get huffy about politics, you say it is only for research. be slippery. get local people to take charge)

(also ask Nabeema’s opinion (Ece’s friend)

Benefits

  • For the people outside of the community:

Students do community service, get real world experience
For students requiring data, they can get ‘cheap labour’ – need well designed experiments (I’m specifically thinking chemical engineers and even the vac work / final year projects)

Municipal projects can be designed more appropriately, with the community in mind. (Best case is when the community start designing and taking charge themselves, but this ‘anarchy’ might piss government off)

  • For the communities themselves

Real business skills taught the hard way – real ownership, real skills transfer
Basic literacy taught in a project specific way
Community feel – a group of people doing a project together, if only for the fun of it
A Place to engage in everyday issues without political connection

NOT aid.

different from Engineers Without Borders (EWB) because we do work together. EWB and similar groups go in on a project, do the work and leave – minimal skills transfer, minimal ownership. What is EWB’s challenges? <ask SASDI, this approach is not without its challenges either.>

We aim to link up with these groups to give them something to hold on to, to enable skills transfer – make their interaction more sustainable.

Also ask TSIBA, Asisa etc.

engage with the community, their business forum, young graduates who live there. Maybe start with a TEDx event.

Bottom line

The people who live here are not powerless. They may be illiterate, demotivated and highly mobile, but there are community structures available to build from (e.g. Sharron Royden-Turner’s experience) It’s like how we approach Earth, as this vulnerable thing we need to look after – that’s arrogant and short-sighted. We need to stop messing Earth up, yes, but that’s it – it’s a small part of the whole. We need to stop messing poor people up, but we can’t take charge and ‘save’ them. Stop patronizing.

Research Themes:

1.     Engineering:

a.     Organic Waste Management

b.     Inorganic Recycling – how to manage and innovate, and then how to redesign products.

c.     Mechanical infrastructure – reverse engineer, then improve e.g. lab equipment, for e.g. mobile, off-grid applications.

d.     Energy – biogas and solar

e.     Modeling of these systems

2.     Agriculture:

a.     Small scale agriculture & irrigation (ollas)

3.     IT:

a.     IT & mobile – esp. health & local governance

4.     Humanities:

a.     Policy, Legal etc

5.     Design – World Design Capital & MODILA

a.     includes art, architecture, urban planning, housing

 

Look at people university stuff, Grameen Creative Bank.

 

Who’s ‘we’

TEAM structure

Core team – full time, on site, live there:

Director

3 educated people with links to university, and background from outside project – either lecturers, post-docs etc.

3 community people, with background from that community. Minimum requirement is University degree (both for basic skills and for credibility within community)

Administrator

Pedagogic advisor (builds and signs off on project structures, also briefs and facilitates the teams throughout their projects)

 

Advisory board (ask Lauren)

- School principal (high school at least, primary school good to have)

- Community leaders

Community forum

Men’s group leader

Women’s group leader

other?

- Business forum leader(s)

- Mediator

- NGO link

- Local government official

- University representative

 

Critical mass: 20 people max per ‘campus’ <?>

Students doing research for university, generating data for their university thesis. CO-AUTHORING with community students on the components they worked together.

Community students, generating data for their own thesis, product development <set out different project structures – start-up different to academic, support both> CO-AUTHORING with community students on the components they worked together.

The ratio of partnerships are project specific, but it is recommended that these two groups partner up for skills transfer for some of the project components. Some components are done on their own to build confidence and experience.

Projects range from 3 months to 2 years.

IF a project is at PhD level, the first 2 years is done at this ‘campus’, and then the candidate registers a PhD at a university. This intention must be highlighted at the beginning of the project, because certain bridging courses need to be built in to ease the transition.

 

If projects are developed into viable businesses, the business agrees to give 1% of it’s taxable income as CSI back to ShackLabs (as per the usual CSI agreement for companies).

follow biomimicry methodology.

Personal goal: Franchise WWTW – train people around every aspect of the Thamini Rocks concept. Implement in Athlone (site of the two towers) by end 2014. – have open to the public and recruit etc by beginning 2013 – grow WITH the community.

(revive Uncontained concept – bioimicry integrate growth with development)

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