Paper short abstract:

The experience of Rome FUSILLI Living Lab, a disruptive, inductive, and on-the-field-steered day by day process, implemented a "LL’s building" model we now like to name “of the 10 Es”, which has proven effective in fostering the change for a sustainable future of the City food -complex - system.

Paper long abstract:

How did FUSILLI gain, in Rome, a synergy with the Administration, and trust from stakeholders? Overcoming mutual mistrust, and the physiological indolence for innovation? How did the Rome LL gathered in a few months 250 stakeholders representing 3,000 individuals? Who met regularly, developed concrete proposals, organized dozens of events and activities, acted as advocacy body, and gave birth to the Food City Council. And all for free!

Because we did not decide "a priori". Forgetting any pre-framed scheme. On the opposite, pursuing project’s goals through stakeholders’ contingent needs and proposals. Given the amount and diversity of interests in action, we quickly realized we needed an immediately effective tactic, to get some quick, clear results: thus, embracing stakeholders’ initiatives on a "day by day" basis, maximizing their C&D, only later pursuing the construction of our organic strategy.

This approach of "tailoring" the program to the real city benefited from engagement and support, both from Administration and citizens. Actions were implemented taking advantage of the opportunities suggested by the stakeholders, the citizens, the politicians, while driven by contingencies. Only later, the activities were "routed" towards their targets, thus achieved through inductive paths.

In 37 month many governance acts were approved: e.g. a Food Interdepartmental Boureau established, a Call for Allocation of Public Land to Young farmers issued; a Food City Council of 156 members appointed as consultant body within the City Assembly.

Effective results that came from a collective process, democratic and inclusive, witnessing its adherence to the needs of the city.