Figure 1
Masca’s urban living lab’s (ULL) interdisciplinary structure.
Figure 2
View of typical socialist-era blocks of the 1970s from Masca’s rooftop.
Figure 3
Photos and systematisation plan of Militari district in Bucharest, 1980.
Sources: Arhitectura (1980).
Figure 4
Masca’s urban living lab’s (ULL) two-phase timeline.
Figure 5
Stakeholder mapping based on the Quintuple Helix (H5) model.
Table 1
Challenges for private–public partnerships and Masca’s potential as a facilitator.
| CHALLENGE | QUOTATIONS | POTENTIAL FOR MASCA AS A FACILITATOR |
|---|---|---|
| Gap between law and practice: trust deficits and weak collaboration frameworks | ‘Everyone mentions public–private partnerships, but they are nowhere to be found!’ (PMB representative) | Applying and supporting an H5 model of collaboration and providing a rehearsal setting, such as The Dialogue Table, for how such partnerships could operate |
| Lack of incentives | ‘If we don’t consider incentivising businesses […] we cannot foster good practice. Businesses adapt to penalties and see themselves as more financially sustainable by paying fines rather than following the law’ (IMM Romania) | Performative training programmes delivered by Masca to companies’ employees ‘akin to a personal development programme, which would have massive impact on companies [if companies] actively encourag[e] their staff to take part’ (information technology company representative) |
| High cost of partnerships focused on sustainability | ‘[A]t the moment, sustainability is expensive for businesses because they need to inform and educate their employees’ (sustainability consultant) | Programmes to foster mindset changes essential for developing ‘practices and services truly serving society rather than solely making a huge business profit’ (sustainability consultant) |
Figure 6
Garden refurbishment involving staff, community and researchers.
Figure 7
Stage set recycled as a pagoda showing inscriptions from past performances.
Figure 8
Intergenerational collective creative expression during the Street Art Workshop.
Figure 9
Performative setting for The Dialogue Table.
Table 2
Systemic changes needed and risks.
| PROBLEM | MEASURES | POTENTIAL RISK/UNINTENDED CONSEQUENCES |
|---|---|---|
| Masca’s Organisational and Operational Regulations’ (ROF) restrictive scope inhibits collaborations, building trust, developing social impact, etc. |
|
|
| Lack of an iterative participatory process |
|
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| Masca’s limited involvement in the local community |
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|