WPT3 - Test Model on Pilot Cluster - alpine-space.eu · D.T3.3.1 Final recommendation report on cluster services S3-4AlpClusters is cofinanced by the European Regional Development

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S3-4AlpClusters is cofinanced by the

European Regional Development Fund through the Interreg Alpine Space programme

WPT3 - Test Model on Pilot Cluster

D.T3.3.1 Final recommendation report on cluster services

S3-4AlpClusters is cofinanced by the European Regional Development Fund through the Interreg Alpine Space Programme

Iris Reingruber, Silvio Antonioni, Mateja Dermastia, Renate Handler, Michael Keller, Gerd Meier zu Köcker, Laurent Larger, Simone Weiss

February 2019

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This report has been produced within the frame of the S3-4AlpClusters project, funded by the Alpine Space INTERREG Programme of the European Commission.

It was drafted by Iris Reingruber (Business Upper Austria). It builds on the results and deliverables of the previous work packages established by Mateja Dermastia (Anteja) and Gerd Meier zu Köcker (ClusterAgentur Baden-Württemberg) for WP T1, Luca Mion and Silvio Antonioni (Hub Innovazione Trentino) for WP T2 and Simone Weiss (ITG Salzburg) together with Renate Handler (convelop) for the training tools. The WPT3 input was gathered from all project partners over the second phase – the pilot phase of the project. The author would like to thank all project partners for their significant efforts.

Disclaimer

The information and perspectives set out in this report are those of the authors and do not necessarily reflect the official opinion of the European Commission or the project partners’ regions. Neither the European Commission institutions and bodies nor any person acting on their behalf may be held responsible for the use that may be made of the information contained therein. Reproduction is authorised, provided the source is acknowledged, unless otherwise stated. For use/reproduction of third party material specified as such, permission must be obtained from the copyright.

For further information about the S3-4AlpClusters project, you will find a short description at the end of the document. To learn more and to download additional resources please refer to the project website http://www.alpine-space.eu/projects/s3-4alpclusters/en/home.

The information is provided without assuming any legal responsibility for correctness or completeness. The data presented in the report are based on the information given by the project partners.

© S3-4AlpClusters, 2019

http://www.alpine-space.eu/projects/s3-4alpclusters/en/home

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Table of contents

Introduction .......................................................................................................................................................... 4

Brief Rationale ...................................................................................................................................................... 6

Five New Services (NS1-NS5) – Description ...................................................................................................................... 7 1. NS1: S3-Synergy Diamond ...................................................................................................................................................... 7 2. NS2: Action Development Workshop (ADW / cADW) .......................................................................................... 7 3. NS3: Alpine Cluster Innovation Express (ACIE) .........................................................................................................8 4. NS4: TA Cluster Toolbox (TACT) ...........................................................................................................................................8 5. NS5: TA Evaluation Toolbox (TAET) ................................................................................................................................. 10

Five New Services (NS1 - NS5) – Pilot Experiences ................................................................................................... 10 1. NS1: S3-Synergy Diamond Pilot .......................................................................................................................................... 11 1.1. S3-Synergy Diamond experience: Franche-Comté .............................................................................................. 11

2. NS2: ADW/cADW (Action Development Workshop) Pilots ............................................................................ 12 2.1. cADW: Bavaria, Franche Comté, Slovenia, Upper Austria ............................................................................... 13 2.2. cADW: Upper Austria, Veneto Region .......................................................................................................................... 15 2.3. ADW: Fribourg / CH .................................................................................................................................................................. 18 2.4. ADW: Salzburg / AT (a) ............................................................................................................................................................ 19 2.5. ADW: Salzburg / AT (b) ........................................................................................................................................................... 20 2.6. ADW: Piedmont / IT ................................................................................................................................................................. 22 2.7. ADW: Lombardy / IT ................................................................................................................................................................. 23 2.8. ADW: Baden-Württemberg / Region of Black Forest ....................................................................................... 26

3. NS3: ACIE (Alpine Cluster Innovation Express) Pilot........................................................................................... 27 3.1. ACIE – Proposal ........................................................................................................................................................................... 27

4. NS4: TACT (TA Cluster Toolbox) Pilots .......................................................................................................................... 28 4.1. Veneto Region / Think Tank of Innovation ............................................................................................................... 28 4.2. Piedmont / Networking Event ......................................................................................................................................... 29 4.3. Autonomous Province Trento / IP Management for SMEs ............................................................................ 30

5. NS5: TAET (TA Evaluation Toolbox) Pilot ...................................................................................................................... 31

Final Recommendations ............................................................................................................................................................. 32

1. NS1: S3-Synergy Diamond – practical Recommendations ............................................................................. 33

2. NS2: Action Development Workshop (ADW/cADW) – practical Recommendations .................. 34

3. NS3: ACIE (Alpine Cluster Innovation Express) – practical Recommendations ................................ 35

4. NS4: TACT (TA Cluster Toolbox) – practical Recommendations ................................................................. 37

5. NS5: TAET (TA Evaluation Toolbox) – practical Recommendations .......................................................... 38

Glossary of terms .............................................................................................................................................................................. 39

S3-4AlpClusters in a nutshell................................................................................................................................................... 43 Smart Specialisation with Smart Clusters ..................................................................................................................... 43

S3-4ALPCLUSTERS Partners .................................................................................................................................................... 44

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Introduction

Test S3-Innovation Model on Pilot Clusters

WPT3 provides first experiences and validation of five new services (NS1 – NS5) of the S3-Innovation Model by pilot testing these following five services with pilot clusters in the participating regions.

Five New Services (NS):

NS1 S3-Synergy-Diamond

NS2 ADW/cADW – (cross-regional) Action Development Workshop

NS3 ACIE – Alpine Cluster Innovation Express

NS4 TACT – Transformative Activities Cluster Toolbox

NS5 TAET – Transformative Activities Evaluation Toolbox

Based on the project developments and deliverables validated by the project consortia at the PSG4 in Milan (02/2018) the participating regions were asked to identify at least 10 pilot clusters for pilot testing the five new services.

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A Pilot Cluster conducts testing of one of the new services of the S3-Innovation Model. It is important to mention that the pilot clusters not simply test a single service but much more one step within the whole complex process of the S3-Innovation Model.

Finally, pilot tests were executed by round 30 pilot clusters. 14 pilot actions delivered valuable input to the training tools.

The Training Tool Kit provides guidance on how to implement the process and the instruments in a region. To support the implementation of the individual process steps, specific instruments and services are developed.

Pilot Actions & Pilot Clusters – overview table

NS1

S3-Syn.

Diamond

NS2

ADW /

cADW

NS3

ACIE

NS4

TACT

NS5

TAET

FEMTO

Franche Comté

S3-Syn.

Diamondn.a.

Present the synergy diamonds and the way it could be used

(with regional partners)

Test ex-post on a S3 project construction

CABW

Baden WürttembergADW

Smart production, materials for energy efficient

production and industrial design

1. Wood Cluster

2. Cluster Manufacturing

3. ICT / Multimedia Cluster

ADWTA: new materials & energy: combination of waste

management & new materials in different sectors

x TACT: Networking Event

ADW

TA: Management of fragile and chronic patients in

disadvantages area of Lombardy using an

integrated and innovative approach

x TACT: Networking Event

BayFor

Bavaria

GODP

Slovenia

BIZ-UP

Upper Austria

FEMTO

Franche Comté

BIZ-UP

Upper Austria

1. Food Cluster

2. Mechatronic Cluster

3. FFoQSI - competence center?

Veneto Region -

Veneto Innovazione

1. RIBES - Smart Agrifood

2. IMPROVENET - Smart Manufacturing

3. ICT for Smart and Sustainable Living

HEIA-FR

Espace MittellandADW Protein-based barrier film packaging

1. Cluster Food and Nutrition + member company

2. Swiss Plastics Cluster + member company

HIT

Trentox

IP mapping: Green-environmental cluster, Material

for 3D Printing, Additive Manufacturing

Intellectual Property Mapping

1. Polo Meccatronica

2. ProgettoManifattura

3. Habitech

Poly4EMI

Slovenia

ITG Salzburg

ITG Salzburg ADWADW on TAs in combination of Construction &

Energy

1. Bauen und Energie Cluster (construction & energy)

ADW part 1: 4 participants + 1 external consultant > road map

ADW part 2: prioritization of 4 main topics

ADW part 3: presentation of road map to large stakeholder

group

ITG Salzburg ADW Life Sciences Life Sciences

Veneto Region -

Veneto Innovazionex Think Tank of Innovation

1. Sinfonet - Smart Manufacturing

2. Veneto Green Cluster

Name of pilot clusters

x

cADW

cADW

New Services to be tested during WPT3

Proplast

Piedmont

Cluster SCC,

Lombardy Region

Project Partners

Region

selected

TA (info transformative activity)

TACT (info on cluster service)

1. Clever (Cleantech & Energy Innovation Cluster)

2. BiopMed (Life Science and Health Innovation Cluster)

3. Proplast (New Materials innovation Cluster)

cADW on circular economy & lightweight: design,

production and recycling of fibre composites

cADW on TA 'Smart Food Ecosystem > safety,

quality and food traceability along the food value

chain'

TAET - ToolboxTAET – Development of the Transformative Activities Evaluation

Tool

Bavaria:

1. Cluster Environment (partner in MOVECO)

2. Cluster MAI Carbon

Slovenia:

1. Smart Buildings and Homes, including Wood Chain;

2. Networks for the Transition into Circular Economy

3. Factories of the Future

4. Materials as End Products

Upper Austria:

1. CTC - Cleanttech Cluster

2. TCKT - Transfer Center for plastics engineering & technology

3. Wood K Plus - Wood competence center

1. SCC (smart Cities&Communities) Cluster

2. TAV Lombardy Cluster (technologies for living environments)

3. Lombardy Life Sciences Cluster (t.b.c.)

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The character and methodology applied differ among the 14 pilots because of the different nature of NS1 – NS5, the various TA which were identified to be focused on in the pilot actions and of course due to the different regional structures.

Brief Rationale

• The S3-Innovation Model was developed as a systematic process to identify and develop Transformative Activities (TA) to serve regional development.

• Transformative Activities are a collection of innovation capacities and actions of a group of actors derived from an innovative combination of existing structures, targeting related areas and having the potential to significantly transform existing industries.

• The results of the project have been framed into the S3-Innovation Model with different specific services which have been tested in pilot clusters across the Alpine Space.

• The Cluster Action Plan (CAP) describes the process and tools necessary to put the S3-Innovation Model into practice with clusters playing an active role. The five different action lines of the CAP are intended to turn regional Transformative Activities into new industries.

Action Line 1: Provide a Base of Evidence

Action Line 2: Identify Transformative Activities

Action Line 3: Define Actions to develop TA

Action Line 4: Support Implementation of TA

Action Line 5: Evaluation and Monitoring

• The New Services (NS) – 1 to 5 - were developed to support the implementation of the a.m. action lines of the CAP. These 5 New Services have been tested in pilot clusters on regional and/or cross-regional level.

CAP NS tested

ACTION LINE 1: Provide a Base of Evidence NS1: S3-Synergy Diamond

ACTION LINE 2: Identify Transformative Activities

EDW (no new service and already tested by each project region)

ACTION LINE 3: Define Actions to develop TA NS2: Action Development Workshop (ADW / cADW)

NS3: Alpine Space Cluster Innovation Express (ACIE)

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ACTION LINE 4: Support Implementation of TA

NS4: Transformative Activity Cluster Toolbox (TACT)

ACTION LINE 5: Evaluation and Monitoring NS5: Transformative Activity Evaluation Toolbox (TAET)

Five New Services (NS1-NS5) – Description

1. NS1: S3-Synergy Diamond

The S3-Synergy Diamond is an innovative methodology representing existing capacities in a way that facilitates the identification of Transformative Activities and captures opportunities for need-based interregional cooperation.

It intends to structure discussions around potential regional Transformative Activities. As a first step, regions have to focus on four or max. five priority areas (regional strengths) which might be source for such Transformative Activities. The identification of regional strengths shall be based on dedicated (statistical) evidence (based on additional qualitative and quantitative analyses). The S3-Synergy Diamond can be applied on regional, but also cross-regional level in case several regions intend to develop Transformative Activities across regions. It provides a setting for evidence-based inputs and common discussions on transformative actions and areas of specialisation in the regional and cross-regional context.

It also presents a tool for redirecting attention to the actions that are led and motivated by entrepreneurs.

Training Tool: S3-Synergy Diamond

A dedicated training tool is available online. It summarizes the S3-Synergy Diamond methodology and gives valuable information on how to apply in practice.

2. NS2: Action Development Workshop (ADW / cADW)

The Action Development Workshop (ADW) is needed to define concrete actions for further development of Transformative Activities and aiming at gaining critical mass. Such activities normally follow-up the findings of a S3-Synergy Diamond and / or the EDW – Entrepreneurial Discovery Workshop. Such actions should target the regional but also national / international level (e. g. national or international branding to present potential competitive advantage of a region in a dedicated Transformative Activity) and consider upcoming technology and market trends. An ADW can be implemented on regional, but also on cross-regional (cADW) level.

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_sd.pdf

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The cross-regional Action Development Workshop (cADW) place emphasis on developing cross-regional actions to create critical mass for further developing Transformative Activities requiring access to extra-regional capacities.

The character and methodology of an ADW / cADW applied might significantly differ among the pilots and significantly depends on the regional demand. Mandatory input are the Transformative Activities identified previously. The ADW and cADW lead to a common development of a roadmap or an action plan.

Typically, such actions consider areas, like innovation and R&D, skill development, regulative framework conditions, entrepreneurial support, branding / internationalisation etc.

Training Tool: Action Development Workshop

A dedicated training tool is available online. It provides guidance on how to implement the development of Transformative Activities in regional and cross-regional Action Development Workshops.

3. NS3: Alpine Cluster Innovation Express (ACIE)

The S3-Innovation Model specifically supports cross-regional action development with a proposal for an Alpine Cluster Innovation Express (ACIE).

The Alpine Cluster Innovation Express (ACIE) proposes a synchronization of regional RDI calls into a cross-regional funding scheme to support the cross-regional development of similar Transformative Activities via cluster initiatives.

ACIE significantly improves framework conditions for cross-regional innovation: Focus is placed on cross-border learning, competence development and innovation creation. It allows for bundling of complementary regional competences. Thus, by creating a critical mass, Transformative Activities across regions can be developed faster and more efficiently than if each region were acting separately.

Training Tool: Synchronized Funding Scheme - ACIE

A dedicated training tool is available online for regions and actors interested synchronizing existing regional programmes. To illustrate the generic approach of a Synchronized Scheme, a draft ACIE Call is available as well.

4. NS4: TA Cluster Toolbox (TACT)

While most cluster services known are mainly intended to support competitiveness and innovation capacity of companies, specifically cluster members, there is a need for cluster services intended to better address Transformative Activities on regional level.

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_adw.pdf

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_sfs.pdf

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The TACT is a collection of cluster services which mainly aim at supporting competitiveness and innovation capacities of cluster members through better addressing Transformative Activities on regional level. It is made available as a transversal support for different kinds of potential implementation actions and contains:

• 23 best practices selected as a sub set of the 76 services collected in the frame of cluster service survey.

The survey targeted 33 cluster initiatives of 11 regions from the Alpine Space. The best practices were chosen on the basis of their completeness, soundness and uniqueness. They target a variety of fields such as education, innovation and technology, growth, collaboration and research and networking. Please see Good Practice Report (deliverable WPT2).

Among all the best practices identified and already running in the Cluster Organizations it is worth noting the following:

• 14 new cluster services out of 27 designed through 10 regional cluster workshops proved to be suitable for pilot testing. The main outputs of these cluster workshops are new

•“Mini-Master training” which aim to support a long-term collaboration between SMEs and large firms.

•“Academy: seminars and training units” that support cluster members in the updating of all current technological and industry-related changes.

Education Best Practise

•“Support in accessing public R&D and innovation calls, grants, tenders (regional, national, EU)” with the goal of increasing the competitiveness of the regional industries (at least three industrial participants).

•“Health Hackathon” which is fostering the cross-cluster collaboration

Innovation Best Practise

•“Innovation Days” that present companies competences & foster the collaboration among cluster participants and OEMs.

•“Cross-Cluster Collaboration” requires competences coming from both clusters & make use of an online tool mapping the technological competences of relevant stakeholders & triggering of further collaboration.

Collaboration Best Practise

•“Technology scouting events” that brings together best professionals, companies and start-ups for the identification of trending technologies.

•“Tech Exhibition” that focus on the identification of innovation roadmap through the hosting of B2B meetings, technical seminars and conferences.

Networking Best Practice

•“Business strategies support” which objective is to stabilize and increase the SMEs businesses and redirect their activities according to future market requirements, thus raising their competitiveness.

Growth Best Practise

http://www.alpine-space.eu/projects/s3-4alpclusters/project-results/wp-results/t2-results/d.t2.2.1_goodpracticereport.pdf

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cluster services to support the Transformative Activities for enabling the continuous transformation of the cluster participating actors and to promote the regions’ structural change. Please see Cluster Workshop Report (deliverable WPT2).

Training Tool: Transformative Activities – Cluster Toolbox

A dedicated training tool is available online and provides guidance on how to use the TA Cluster Toolbox.

5. NS5: TA Evaluation Toolbox (TAET)

In its final action line, the S3-Innovation Model includes a methodology contributing to the evaluation and monitoring of the whole process.

The Transformative Activity Evaluation Toolbox (TAET), specifically addresses the roles and contributions of cluster initiatives in the different action lines of the S3-Innovation Model.

It provides a general framework that supports a formative evaluation during the implementation of the S3-Innovation Model and facilitates necessary adaptations and learning throughout the process.

In general, the evaluation contributes to a process of mutual learning and knowledge exchange at the relevant actor levels. On the basis of the evaluation results, the performance, effectiveness and sustainability of the implementation of the S3-Innovation Model shall be measured and corrective improved.

Training Tool: TA Evaluation Toolbox

A dedicated training tool is available online that provides a methodological approach for the assessment of the interplay between S3 and clusters in the implementation of the S3-Innovaton Model.

Five New Services (NS1 - NS5) – Pilot Experiences

The S3-Innovation Model comprises a systematic process, implementation services and tools, which help regions to identify and further develop real Transformative Activities most likely to turn into emerging industries. This new way to implement S3 together with clusters and the related services have been tested in the pilot phase of the project.

30 pilot clusters were involved in pilot testing the new services NS1-NS5. In total 14 pilot activities were performed, presented and validated. The S3-Synergy Diamond, Action Development Workshops (ADW/cADW) as well as the bunch of cluster services summarized in the

http://www.alpine-space.eu/projects/s3-4alpclusters/project-results/wp-results/t2-results/s3-3alpclusters-deliverable-clusterworkshop.pdf

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_cluster-toolbox.pdf

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_evaluation.pdf

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Transformative Activities Cluster Toolbox (TACT) have proven as valuable support in the implementation S3 focusing on Transformative Activities. The concept for the Alpine Cluster Innovation Express (ACIE), a synchronized funding scheme that supports cross-regional actions, has been designed as well as the Transformative Activities Evaluation Toolbox for monitoring the implementation of the S3-Innovation Model with Cluster Initiatives.

The following reports on the executed pilot activities and shows the diverse forms of application and shapes as well as methodologies which validates the services as applicable for a variety of Transformative Activities and to be adaptable to regions specific needs.

1. NS1: S3-Synergy Diamond Pilot

The S3-Synergy Diamond can serve as mandatory input for the Entrepreneurial Development Workshop (EDW). Since it is very important to focus on the wright scope within an EDW the S3-Synergy Diamond pilot aimed at refining the framework for the base of evidence.

Within the lifetime of the S3-4AlpClusters project, S3-Synergy Diamonds have been used for the identification of regional and cross-regional transformative activities in all participating regions.

S3-Synergy Diamond was further tested in the project region Franche-Comté (FR).

1.1. S3-Synergy Diamond experience: Franche-Comté

Though Franche-Comté is a small territory, there is a high development potential that can be empowered through S3. However, as in many other territories, a first difficulty is to make actors be aware of the S3 concepts and to trigger then the emergence of synergic connexions between these local actors, toward an innovation product intended to address a new worldwide emerging market.

Synergy diamonds consist in a tool designed to inform and to increase awareness of the Smart Specialisation Strategy opportunities within a given economical ecosystem.

Rationale of piloting:

- First of all, the concept of S3 needed to be further strengthened in the region: the knowledge of the concept was indeed rather low (but it might be the case also in other regions, thus it might be a rather general issue); however, the S3 potential is present, as there is a strong connexion between education, research and industry, which could be easily strengthened if all the S3 actors could have a better awareness and understanding of the S3 concepts and the motivations.

- Secondly, it is important for FEMTO-ST to emphasize ongoing projects, through the communication and dissemination of their successes, as well as the experienced difficulties which could be lowered in the future.

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- In the more specific frame of the S3-4AlpClusters project, one also had to notice that the S3-Synergy Diamond has been used to identify an ‘a priori’ construction for innovative S3 approaches. FEMTO-ST’s opinion is however that such a construction could (or should) strongly benefit also from a ‘posteriori’ experience to be provided by the analysis of already ongoing S3-projects in the regions.

Actors involved:

SMEs/local S3 project partners, Regional Council and regional agencies, one academic player and an academic research institute that plays the role of a kind of micro-cluster

Methodology:

- Presentation of the S3-Innovation Model and collecting feedback from S3 project partners

- Presentation in detail the S3-Synergy Diamond and the way it could be used with partners

- Test ex-post the S3-Synergy Diamond on a S3 project construction

Aim:

Take the opportunity to present to the regional partners the results of S3-4AlpClusters, in order to collect any eventual feedback.

Share knowledge on S3 and the use of S3-Synery Diamond. Continue testing the S3-4AlpClusters tools, since some S3 priorities in the region were not totally and fully completed though there is a potential.

Success factors & pitfalls:

- Involved networked partners (SMEs, Lab.) - Difficulty to involve other players - Positive feedback about synergy diamonds, but lack of information - Need for S3 teaching / concept presentation - Extra-issue: intellectual property management in the S3 construction process - Critical administrative issues (too heavy)

2. NS2: ADW/cADW (Action Development Workshop) Pilots

Testing ADWs and cADWs for working out concrete actions (action plans/road maps) necessary to further develop the identified TA.

ADW/cADW were piloted by project partners from Baden-Württemberg (DE), Bavaria (DE), Franche-Comté (FR), Espace Mittelland (CH), Lombardy (IT), Piedmont (IT), Salzburg (AT), Slovenia, Upper Austria (AT) and Veneto Region (IT).

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2.1. cADW: Bavaria, Franche Comté, Slovenia, Upper Austria

Focused TA: 'Circular economy & lightweight materials > design, production & recycling of fibre composites'

Based on the S3-Synergy Diamond targeting the EUSALP challenge of economic globalization (Strategic Alpine Space Areas for Cross-regional Cooperation) and the list of Transformative Activities compiled from the EDW series in the project (3.4 Lightweight materials/Bavaria, 17.2 Lightweight technology/Upper Austria, 18.1 Circular-Economy (materials circle)/Upper Austria, 11.15 Second materials technology/Slovenia, 11.16 Bio-base composites/Slovenia) a potential was identified for cross-regional cooperation in the priority areas of manufacturing and new materials.

Furthermore, a telephone conference was needed to discuss crucial topics and future challenges at the crossroads of circular economy and lightweight materials and finally the focus was unmistakeably defined.

Rationale of piloting a cADW:

In terms of the S3-Innovation Model, cross-regional cooperation has to be strengthened in all S3 of the Alpine Space – this was also demonstrated by the StressTest results. The regions piloting this cADW have had no significant alignment with S3 of other regions, although they are aware on the benefit of joint efforts across regional borders.

Actors involved:

Innovation stakeholders from different technology fields, e.g. production, automation, recycling, packaging, mobility and constructions, relevant for the identified TA were well presented. It was a mix of experts in environmental and clean technologies, plastics engineering, wood value chain, carbon composites, smart buildings and home, transition to circular economy, lightweight and new materials, advanced manufacturing as well as representatives from the governmental level and the chamber of commerce and industry.

http://www.alpine-space.eu/projects/s3-4alpclusters/project-results/wp-results/s3-4alpclusters_synergyreport_24012018comm_approved.pdf

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Methodology:

For preparation of the cADW we relied to previous project results, in fact to the compilation of the identified TA, to the Cluster Action Plan and description of the ADW/cADW. The participating regions established in advance to the cADW a 1-pager on 'Circular economy & lightweight materials > design, production & recycling of fibre composites' that gave an overview on the

- involved clusters, - current activities/initiatives/projects, - specific know-how/new developments, - specific problems, - further stakeholder institutions/organisations

TA and details of workshop setting were discussed in several conference calls. A detailed communication of the methodology to all participants and especially to the project–external experts was necessary for their preparation.

The workshop setting was developed by project partner Business Upper Austria. Moderation was done by Christoph Reiss-Schmidt/Business Upper Austria who has strong experience in conducting result oriented and interactive workshops.

The first part was dedicated to presentations and knowledge sharing in order to get familiar on competences and challenges in the different regions. The second part was dedicated to elaborate in 4 rounds the intended result, an action plan.

Round 1: Identification of challenges & competences Round 2: Matching challenges & solution > prioritization Round 3: Action development phase Round 4: Draft of action plan including next steps

Participants were asked at each working round to note their contribution/ideas on the post-its and stick them onto the prepared brown-papers. The inputs were discussed after each round before going ahead. The group was on the move, a fruitful working atmosphere and ease of interaction was created.

Aim:

➢ Cross-regional approach to solve the problem of including fibre composites waste in the circular economy

➢ Actions towards the profitable recycling of fibre composites ➢ Develop an action plan with concrete next steps ➢ Initiate cross-regional cooperation of relevant clusters and stakeholders in a specific

TA

Results: Action Plan

For 3 of the identified challenges the group agreed on 4 actions, next steps, the responsible and cooperating actors as well as on a rough deadline.

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➢ Definition/selection of TA, creation of common understanding of the cADW objective amongst organizers and communication of clearly defined TA and cADW objective to external experts in advance

➢ Date of workshop: especially in case of cross-regional meetings it’s hard to find a date where all needed experts are available. But no cADW without thematic experts!

➢ Participants: Identification & choice & motivation of experts; If the defined TA is of interest and the cADW objective is clearly communicated than suitable experts can be successfully motivated to participate.

➢ If the chosen experts from different regions do not match because of different know-how, interest & needs then the cADW objective can’t be reached, the experts don’t generate any benefit from their participation and won’t do it once more.

➢ Moderator & workshop setting: an experienced moderator shall guide the group; an external moderator has to be briefed in detail on the expectations and objective of the cADW;

➢ [Bavaria] Most plans and initiatives fail, when there is no dedicated budget available for the planned activities. PP BayFOR recommends to include the search for public funding - from regional to national and European funding programs - not only as a part of the cADW-process, but as a part of the cADW-preparation phase as well.

2.2. cADW: Upper Austria, Veneto Region

Focused TA: ‘Smart Food Ecosystem > Safety, quality and food traceability along the food value chain’

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Based on the S3-Synergy Diamond targeting the EUSALP challenges of demographic change and climate change/energy (Strategic Alpine Space Areas for Cross-regional Cooperation), the list of Transformative Activities compiled from the EDW series in the project (4.10 Smart Nutrition/Upper Austria, 7.2 New products and productive methodologies (Agrofood/Environment)/Veneto, 6.4 Predictive maintenance, 16.2 Products & production systems of the future, e.g. robotics for agriculture/Upper Austria, 19.4 Digitization of food production/Upper Austria, 19.5. Building R&D capacities and awareness of regional quality at companies in the food sector/Upper Austria) as well as several telephone discussions the regions agreed to target crucial topics and future challenges at the crossroads of ICT/Manufacturing and Agrofood/Smart Food. Finally the focus on safety, quality and traceability along the food value chain towards a smart food ecosystem was defined.


This new service of the S3-Innovation Model matches the request of networks and clusters of Veneto Region regarding the international cooperation with other regions. The cross-regional approach should give the companies the opportunity to create strong alliances in clusters and networks to better face all challenges of new and old markets.

Further the stress test result showed up that there is a need for a systematic approach for cross-regional cooperation in the priority fields of S3.

Actors involved:

Innovation stakeholders and thematic experts representing the food cluster, mechatronics cluster, the network for health ecosystem and smart nutrition, the network ICT for smart manufacturing processes and representatives from the governmental level as well as from regional business and innovation agencies.

Methodology:

For preparation of the cADW we relied to previous project results, in fact to the compilation of the identified TA, to the Cluster Action Plan and the description of the ADW/cADW.

The participating regions established in advance to the cADW a 3-pager on 'Smart food ecosystem > safety, quality and food traceability along the food value chain' that gave an overview on the

- involved clusters - current activities/initiatives/projects - specific know-how/new developments - specific problems - further stakeholder institutions/organisations

Several conference calls were needed to adjust on date, TA and details of workshop setting as well as an intensive e-mail conversation. It was important to communicate the methodology in detail to all participants and especially on regional level to the experts for their preparation.



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The first part was dedicated to presentations and knowledge sharing in order to get familiar on competences and challenges in the different regions. The second part was dedicated to elaborate in 4 rounds the intended result, an action plan.

Round 1: Identification of challenges & competences Round 2: Matching challenges & solution > prioritization Round 3: Action development phase Round 4: Draft of action plan including next steps

Participants were asked at each working round to note their contribution/ideas on the post-its and stick them onto the prepared brown-papers. The inputs were discussed after each round before going ahead. The group was on the move, a fruitful working atmosphere and ease of interaction was created.

Aim:

➢ Offer opportunity to share information and solutions to similar issues

➢ Common actions with focus on safety, quality and traceability along the food value chain towards a smart food ecosystem

➢ Develop an action plan with concrete next steps

➢ Initiate cross-regional cooperation of relevant clusters and stakeholders in a specific TA

Result:

Identification of several common challenges for transformation towards a smart food ecosystem. For 3 of those challenges the group agreed on related actions, next steps including rough timeframe as well as the responsible and cooperating actors.

Success factors and pitfalls:

➢ Definition/selection of TA, creation of common understanding of the cADW objective amongst organizers and communication of clearly defined TA and cADW objective to external experts in advance

➢ Date of workshop: especially in case of cross-regional meetings it’s hard to find a date where all needed experts are available. But no cADW without thematic experts!

➢ Participants: Identification & choice & motivation of experts; If the defined TA is of interest and the cADW objective is clearly communicated than suitable experts can be successfully motivated to participate.

➢ If the chosen experts from different regions do not match because of different know-how, interest & needs then the cADW objective can’t be reached, the experts don’t generate any benefit from their participation and won’t do it once more.

➢ Moderator & workshop setting: an experienced moderator shall guide the group; an external moderator has to be briefed in detail on the expectations and objective of the cADW;

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2.3. ADW: Fribourg / CH

Focused TA ‘Bio-based inputs for the plastics industry’

The TA shall draw on and build up related innovation capacities necessary to develop bio-based inputs for the plastics industry. It was identified in an EDW that was previously conducted in Fribourg with regional cluster initiatives (Swiss Plastics Cluster, Cluster Food and Nutrition, Building Innovation Cluster), research institutions (such as the Plastics Innovation Competence Center of the School of Engineering and Architecture), enterprises and policymakers using the S3-synergy diamond addressing EUSALP challenges climate and energy (Strategic Alpine Space Areas for Cross-regional Cooperation).

Rationale of piloting an ADW:

Subsequent the ADW was organised to work with key actors on concrete actions to further develop the TA.

Actors involved:

Representatives of the relevant clusters, namely ‘Food and Nutrition’, Swiss Plastics Cluster and Innosquare participated, industrial partners as well as competence centers for plastics and food & beverage.

Methodology:

Key actors presented their ideas on TA for a bio-based economy in Fribourg, funding schemes and project set-up mechanism. Following intervention logic for a transversal project between the cluster food & nutrition, the Swiss plastics cluster, the plastics innovation competence center and industrial partners.

Aim:

An action plan towards collaborative R&D projects, networking activities and development of critical skills between the clusters, research institutions and regional and extra-regional enterprises.



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Result:

A collaborative project will be mounted including clusters, competence centers, regional and extra-regional SME and enterprises. For the need of extra regional cooperation a new regional funding scheme will be introduced.

2.4. ADW: Salzburg / AT (a)

Focused TA ‘Create an unmistakeably distinctive profile for the region of Salzburg as a Life Science Hub’

Based on the result of a previous EDW, the Life Science Strategy Austria, the Science an Innovation Strategy Salzburg 2025 (WISS 2025) the collaboration between science and research, private companies, education, politics and public administration shall improve the visibility and create an unmistakeably distinctive profile for the region of Salzburg as a Life Science Hub / strengthening the eco-system of Salzburg in the life sciences sector.


The ADW helped to define concrete actions / a roadmap for further development of the identified TA.

Actors involved:

Relevant key actors, e.g. enterprises and cluster managers

Methodology:

Relevant stakeholders for the respective TA were invited to ADW. Important was the evaluation of the business requirements in this topic. The workshop was moderated by an external moderator (Austin | BFP) who was briefed in detailed in advance. Interactive workshop methodology was used e.g. open discussion, brainstorming within working groups / teams, slides were used to guide through ADW and highlight most important points for the development of the road map | action plan.

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Aim:

Development of a road map including process, activities, involvement of stakeholders and their roles.

Result:

An action plan - pool of ideas – and a road map was developed and responsibilities assigned to participants.


➢ A limited group of experts should be involved

➢ A moderator is very important

➢ Common picture of actors involved -> understanding of where the “journey” should lead

➢ Interactive workshop setting

2.5. ADW: Salzburg / AT (b)

Focused TA ‘Smart and soft improvement and innovation in the field of construction / building and energy’

The two thematic fields – smart buildings / construction and smart energy – were combined in an EDW at a prior stage of the S3-4AlpClusters project.


Based on the results identified in the a.m. EDW (more collaboration between these thematic fields; common topics e.g. smart settlement etc.) an ADW for these thematic fields has been organised.

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Actors involved:

Key actors from Salzburg University of applied sciences (Fachhochschule Salzburg), research institution (ispace), cluster manager (ITG) and Salzburg Institute for regional planning and housing (SIR) were involved.

Methodology:

Based on the S3 of Salzburg (WISS2025) and results of the prior EDW (incl. synergy diamond) the ADW was prepared together with an external moderator, but moderated by the organiser. The relevant stakeholders for above mentioned topic were invited to the ADW. All participants were already involved in the EDW conducted in a prior project phase. Interactive Workshop methodology was used like open discussion and brainstorming within working groups. Important points for the development of the road map | action plan were: process, activities, involvement of stakeholders, roles, funding schemes, collaboration within “research association”, strategy paper, identification of 2 – 4 key topics for future research themes (based on EDW), assignment of patronage for identified topic, discussion of next steps and tasks till end of 2018 and 2019.

Aim:

Definition of concrete actions / a roadmap for further development of the identified Transformative Activities.

Result:

4 thematic topics for future collaboration research were identified and patronage assigned. First draft of road map for 2018 and 2019 developed.

Success factors:

➢ A limited group of experts should be involved

➢ A (external) moderator is very important

➢ Involvement of regional eco-system (business, education, research, governance)

➢ Perform translation work as intermediary

➢ Common picture (where the “journey” should lead to)

➢ Interlinking of regional needs and proposals

➢ Interactive workshop

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2.6. ADW: Piedmont / IT

Focused TA ‘Combination waste management & new materials in different sectors’

Piedmont identified this TA based on the list of Transformative Activities from the EDWs synopsis.


Combining two linked thematic – waste management and new materials – in different sectors of application. Matching the problems in the one cluster with competences in another in order to define actions to further develop TA for optimization of plastics recycling and waste management of medical plastics in the Piedmont region.

Actors involved:

Participants are involved in the regional research and innovation system and represented the regional clusters. The medical and pharmaceutical industrial sector, a group of waste management companies and industries of the new materials sector were well presented.

Methodology:

All participants were informed on the objective of the ADW and agenda in advance. To introduce the ADW several slides describing the goal of the project, the S3-Synergy Diamond, the outcome of the EDW organized few months before and the new S3-Innovation Model. The workshop continued discussing with the participants the activities and common issues related to the TA in their respective sector of application and how to proceed in the organization of the next event.

Aim:

Discussion of concrete actions amongst clusters to develop future Transformative Activities in order to satisfy the SMEs members and, at the same time, the regional demand in the fields of new materials and circular economy. The combination of new materials and circular economy linked to different fields of application (3 different clusters) should furthermore aim to gain critical mass.

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Result:

On one hand the optimization of plastics recycling and plastics waste management are an economical problem to be solved and especially the waste management of medical plastics because it is difficult to select and separate and the European regulation was changed recently. On the other side there are several members of another cluster with expertise in waste management who can offer support and propose solutions to the others cluster members.

It was decided to organise a Networking Event (workshop/seminar) to address these problems, to connect different stakeholders including the responsible of the S3 implementation in the region in order to match problems and solutions.

In order to gain additional information on these topics from Cluster members, it was further decided to organize a survey on cluster member’s needs, competences and interest in cooperation.


➢ Active engagement of the actors in achieving the aim of the workshop

➢ Definition of activities to be performed in near future (time and methodology)

Pitfall:

➢ Although companies have strong interest in the improvement of waste management improvement, they barely invest in medium - long term activities to innovate and change current situation

2.7. ADW: Lombardy / IT

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Focused TA ‘Management of fragile and chronic patients in disadvantaged areas of Lombardy’

Based on the conclusions drawn from the EDW held in Lombardy region in 2017, which identified interesting intersections between health sectors, ICT and smart cities (Synergy Diamond) and with reference to the new regional models of management of chronic patients, the pilot action intended to create an environment in which all the actors in a shared way can understand the model and make it concrete. The Cluster is a facilitator supporting the collection, sharing, evaluation and prioritization of vision, ideas and skills.


The management of these kind of patients, specifically living in the mountain areas of the Lombardy region becomes relevant for at least two reasons: Support the population that faces daily difficulties in managing these people, reconciling daily life with family care efforts and secondly to create the conditions for a new population to reach the mountain territory, re-launching its development, having the certainty of a good level of services;

Being able to offer services in these areas allows us to cope with more complex needs.

The Transformative Activities are therefore born from these precise inputs in a context of strong presence of technological companies that can cooperate with health professionals in order to find solutions to the proposed theme.

Actors involved:

The regional actors in the production chain of health policies and new technologies have been involved and this has allowed to adequately represent the proposed Transformative Activities. The group was made up of health providers and (cluster)-managers, technology sector/ICT companies, health and social care sector company, research center / universities, public authorities and institutions.

Methodology:

➢ Preparation: internal research and analysis on the problematic

➢ Exploring round table: An exploration meeting to extract and sharing knowledge and needs about the problem and the target (personas)

➢ Analyses of results and preparation of ‘detection round table’

➢ Detection round table: A focusing meeting to collect and confirm the requirements (processes, technology, partnerships, law...) and the organisation of specific needs (User Stories)

➢ Implementation (intercluster): last table of validation of development steps and possibly business matching between operators / actors present on the tables.

Aim:

Aim of this pilot is to experiment a new and useful environment in which all the stakeholders could share a common vision and gather information on the needs of a new technological service.

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Result:

At the end of the two tables we obtained information useful to:

➢ Obtain the commitment of all the participants to the meetings

➢ Collect the many "points of view" about the problem

➢ Complete knowledge of the “Product Backlog" to achieve the vision about the Value for the Target (Personas)

➢ Define the «User stories» that describe the vision and indicates the implementation steps

It would be advisable to complete the pilot action with organisation of at least one other table – the implementation table - to define together the operational steps in terms of macro activities to be carried out, rules and shared roles (elementary items, priorities, tools)


➢ The applied methodology is useful when both the problem and the solution are uncertain and can help to define a "common vision", to identify the service target ("personas") and its needs, to address services and to identify "small steps". Through these "small steps" the vision can become progressively more defined and certain, dynamically aligned with the evolution of the environment and specific needs. (eg: product backlog and prioritization)

➢ Limit the risk and expense of a traditional approach in order to obtain stakeholder satisfaction even in an uncertain and changing environment, allowing self-regulation to progress

➢ Number of participants: The coexistence of all the stakeholders could be potentially chaotic at the time of sharing on the round table. The suggestion is to limit the number of participants to 9 people, possibly organize more than two tables.

➢ The initial and intermediate phases (preparation and analysis) are fundamental for obtaining needed information from the stakeholder und defining next steps.

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2.8. ADW: Baden-Württemberg / Region of Black Forest

Focused TA ‘smart production, materials for energy efficient production and industrial design’

The TA was identified by applying the S3-Synergy Diamond during a previously carried out EDW in Baden-Württemberg.


Consequent to the EDW the next step was to discuss during the ADW how to best support the development of the identified TA.

Actors involved:

All experts represented at least one priority area /strong industry in the region of Black Forest (wood-, manufacturing-, ICT & multimedia-clusters, chamber of commerce, cluster agency and regional development agency). Thus the S3-Synergy Diamond was properly represented. Ministry participated as passive members.

Methodology:

First round: EDW with S3 Synergy Diamond to identify TA. The EDW strictly followed as previously implemented in S3-4AlpCluster Project.

Second round: ADW to identify a common action plan how to further develop the identified TA in the future. Additional tools have been applied, especially the Inno-Trend-Radar during the ADW.

Aim:

Define a common action plan for further development of respective TA.

Result:

Actions were identified on regional, national and European level. The ADW is finished and completed. Now it is up to the region to develop the TA further.

https://www.iit-berlin.de/de/publikationen/regionale-transformationsprozesse-verstehen-und-gestalten-neue-instrumente-der-regionalen-strategieentwicklung/

https://www.iit-berlin.de/de/publikationen/regionale-transformationsprozesse-verstehen-und-gestalten-neue-instrumente-der-regionalen-strategieentwicklung/

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The strict application of the approach of the EDW, the S3-Synergy Diamond and the focus on actions to be implemented on all levels was key of success. Looking for funding did not play an important role since this will follow once the action plan is being implemented.

3. NS3: ACIE (Alpine Cluster Innovation Express) Pilot

As previously mentioned cADW pilots shall focus as well on the possibility to implement the actions (developed in the cADW) by the means of the ACIE. Therefor it is necessary to work towards a first synchronised call in parallel. When further developing the ACIE it is important to consider that the design of the related support schemes shall match with the actions to be implemented.

Due to the limited duration of the S3-4AlpClusters project a submission of a project based on the results of the cADW might be after the end of the S3-4AlpClusters project.

ADW and c-ADW pilots have shown that there is a need for cross-regional cooperation either to gain extra regional know-how and/or critical mass. Further the pilots have proven that there are many topics for bi- or trilateral calls.

Therefore, project partner regions Baden-Württemberg (DE), Bavaria (DE), Espace Mittelland (CH) and Slovenia continued the conceptual work on the ACIE.

3.1. ACIE – Proposal

The Alpine Cluster Innovation Express (ACIE) is a proposal for a synchronized funding scheme to facilitate cross-regional cooperation and development of Transformative Activities. This would allow alpine regions to tap into external capacities and bundle regional competences to generate the necessary critical mass for Transformative Activities across the Alpine Space. The full proposal, as well as a draft ACIE Call are available online.

In a nutshell, ACIE is a common funding scheme approach implemented by several regions aiming to support the development of the same Transformative Activities. Facilitating collaboration across-regions helps to gain critical mass to develop Transformative Activities by demand-driven collaboration across regions. Focus is placed on cross-border learning, competence development and innovation creation. Bundling different competencies from cluster actors from participating regions provides good framework conditions for cross-regional innovations. To allow for need-based collaboration and focus on Transformative Activities addressing common opportunities related to major challenges for the alpine macro-region, as outlined in the EU Strategy for the Alpine Region (EUSALP), the ACIE proposal addresses Transformative Activities identified based on the specific S3-Synergy Diamonds.

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ACIE calls are funded by already existing regional programmes whose calls are synchronized accordingly. It is designed to support collaborative projects among several partners, all of whom apply according to their “home” funding role.

The ACIE scheme has the significant advantage that funding does not cross any borders nor do any regional funding rules need to be changed. Due to the fact that already existing programmes are involved, the ACIE scheme does not require additional money. By synchronizing existing programs, the calls that are directed at similar targets allow for an increase in the critical mass and a bundling of complementary regional competences. Thus, the policy targets can be reached faster and more efficiently than if different regions would each try to succeed separately. The focus of specific ACIE calls is placed on further developing Transformative Activities, which are of high priority for all the participating regions.

ACIE applications are evaluated based on the selection criteria set forth in specific ACIE calls along with criteria from regional/national funding organisations.

4. NS4: TACT (TA Cluster Toolbox) Pilots

TACT pilots contribute to the development of such Transformative Activities Cluster Tools by testing and modifying services of the toolbox and developing new innovative cluster services in practice.

The process to the implementation of new cluster services is comprised of:

- Testing and, if needed, modifying one or more cluster services arising from the collection of best practices and the new cluster services, described in the cluster workshop synopsis, that support the implementation actions; the methodology is very depending on the type of service and an important step is to select the TA that shall be supported by the selected cluster service;

- Evaluation of the methodology tested, identification of the opportunities for improvement and release of the improved cluster service.

Partner regions Lombardy (IT), Piedmont (IT), Trento (IT) and Veneto Region (IT) conducted following pilot tests on cluster services out of the TACT.

4.1. Veneto Region / Think Tank of Innovation

TA: Recycling and Substitution of Raw Materials

Motivation of piloting the ‘Think Tank for Innovation’: to foster the innovation of SMEs

Rationale for selecting this cluster service:

It helps collaboration among the different players, based on practical needs of the clusters companies and skills and knowledge provided by the research centers.

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Actors involved:

Organisers: Regione Veneto, Veneto Innovazione Pilot clusters: SINFONET - Smart & Innovative Foundry Network R&D (university/non-university): University of Padova Further actors: students of 3 Faculties of the University of Padova, 12 companies of the cluster, local stakeholders (TT agencies, policy makers representatives, technicians)

Aim & methodology:

The initiative aims to foster the generation of innovative ideas for future research field; a one-day ideas development laboratory is organised after a preparation phase in which all participants get to know the methodologies applied

Results:

Companies collect fresh ideas from skilled student that can help in finding innovative technological solutions; students have the possibility to be engaged in practical cases, deal with companies’ professionals and be further on involved also in the project implementation (job recruitment)


A crucial aspect is the ability of the tutors (companies’ representatives) who drive the process during the laboratory; the preparation phase is crucial as well in order to have the teams ready during the implementation phase; one day implementation could be a constraint.

4.2. Piedmont / Networking Event

TA: New Materials & Energy: combination of waste management & new materials in different sectors

Motivation:

Put in contact different stakeholders (- Plastics materials companies - Medical and pharmaceutical companies - Experts in waste management – Representatives responsible for the regional S3 implementation), implementation of action developed in previous ADW;

Rationale:

Supporting SME connecting two thematises in different sectors, involving different stakeholders and attracting interest of the regional policy makers to support companies in the development of actions related to the TA, i.e. to fund specific R&D calls, finance dedicated training activities, support access to new technologies, etc.

Actors involved:

Proplast Cluster (organizer), Pilot clusters: Biopmed Piedmont Innovation Cluster (Bioindustry Park), Clever Piedmont Cluster (Environment Park); Further actors: SMEs, Piedmont Region’s responsible

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Aim & methodology:

Optimization of plastics recycling and plastics waste management; optimization of waste management of medical plastics. The details of the event were well discussed and agreed in advance between the relevant clusters.

Results:

Development of new and interesting future service to be offered to the Clusters members by organizing a network event for exchanging and matching of different actors (clients and suppliers) and promoting the deep knowledge about regional industrial base inside the industrial waste management and reuse plastic material.


On the one hand strong interest from the industrial companies but on the other hand low attendance of SME because of their main focus in the production.

A targeted strong promotion (direct e-mail, telephone calls, FB, LinkedIn and Instagram, websites) of the event is important to avoid less participation. Further it is needed to highlight the benefit of participating, e.g. information about solutions, benefits and possible access to public funding.

4.3. Autonomous Province Trento / IP Management for SMEs

TA targeting ‘Green-environmental cluster’, ‘Material for 3D Printing’ and ‘Additive Manufacturing’

Motivation:

During a previous Cluster Workshop, the cluster managers showed interest in the development of a services related to intellectual property management. The pilot supports the cluster managers to develop and test this service.

Rationale:

Due to the direct interest of the cluster managers of the regional cluster organization it was decided to focus the pilot on green-environment, material for 3D printing and additive manufacturing.

Actors involved:

PAT (regional authority in charge for S3), HIT-Trentino Innovation HUB, 3 pilot clusters, experts the area of empirical studies and involvement of an IP consultant for better design and development of the service and methodology in detail.

Aim & methodology:

The service intends at supporting the cluster manager to identify improvement actions for the cluster organization and the cluster members. These actions aim to better protect and exploit the SMEs intellectual property and support them in the valorisation process. In this context, the SMEs will enhance their awareness regarding IP strategies and

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improve their forward-thinking mind-set in order to forge partnerships to grow and gain access to new technologies, capabilities and markets.

Steps of the pilot action:

➢ Preliminary involvement of Cluster & Cluster Members

➢ Development of a Questionnaire

➢ Compilation of the Questionnaire by Cluster Members

➢ Analysis of the collected data

➢ Definition of the actions to be implemented

➢ Evaluation of the methodology and opportunities for improvement

Results:

The Cluster Manager will have all the required instruments for the future application of the service to improve actions which better protect and exploit the SMEs intellectual property and support them in the valorisation process.

➢ New Methodology and Questionnaire

➢ Compiled Questionnaire

➢ Analysis and Recommendations Report

➢ Tools: spreadsheets, documents required for the issue of the Questionnaire and the data analysis.


➢ No. of responses from cluster members surveyed

➢ Use of the service by the cluster managers after the pilot test

➢ In order to avoid less responses or that the service is not used it is necessary to involve and meet the relevant stakeholders, to engage the cluster managers and the most suitable cluster members.

➢ Further IP expert will be consulted in order to guarantee a high level assistance and robust results for a future use of the service.

5. NS5: TAET (TA Evaluation Toolbox) Pilot

The TAET pilot have developed a methodological approach for the assessment of the interplay between S3 and clusters: TA Evaluation Toolbox (TAET) / Evaluation of the interplay between S3 and Clusters.

Project partners ITG Salzburg, Poly4emi/SI, Cluster Agency Baden-Württemberg and convelop GmbH developed the concept based on desk research, the participation in a workshop and expert discussions.

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With the TAET, the S3-Innovation Model includes a methodology contributing to the evaluation and monitoring of the process. The TAET addresses the roles and contributions of cluster initiatives during the implementation of the S3-Innovation Model along the action lines, focussing on the linkages between the two parallel processes on cluster and policy level. The assessment builds on the proposition that the S3-Innovation Model is an effective approach for promoting Transformative Activities to build a critical mass in the Alpine Space.

Scope of the TAET: Role and contributions of cluster initiatives

Final Recommendations

The ongoing debates on updating the S3 efforts in the European innovation policy framework and related regional innovation strategies focus mainly on practical implementation challenges.

Potentially critical elements are identified at various levels ranging from a lack of understanding of the entire S3 concept to missing compatibility between S3 and policy tools for implementation, missing political commitment to focus on a limited field with high transformative potential, or a lack of critical mass in terms of innovation actors and public investments.

New methodologies and tools are developed for future-oriented regional analysis and implementation of smart industrial transformation processes. In a similar vein, the S3-Innovation Model has been implemented with pilot clusters across the Alpine Space within the S3-4AlpClusters project. Based on these first experiences, we conclude with three recommendations which we suggest to consider in current and future policy discussions on S3-implementation:

1) The locus of S3-implementation should shift from existing priority areas to new Transformative Activities (TA)

2) Cluster initiatives should be used as levers for regional economic development and take over active roles in a systematic process to identify and develop TA

3) Cross-regional cooperation in the identification and development of TA should be further supported by cross-regional synchronized funding schemes

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Tools and methodologies for S3-implementation, such as S3-synergy diamonds, entrepreneurial discovery workshops (EDW) or action development workshops (ADW) are valuable individual contributions for future policy designs.

Nevertheless, it is only by putting them into the context of a systematic innovation model, with a strong focus on Transformative Activities, and by making them the levers for cross-regional cooperation and a systematic involvement of cluster initiatives in regional economic development, that they become fully relevant for smart transformation processes leading to innovation within businesses, new value chains and jobs in innovative new areas.

Recommendations for practical implementation of NS1 – NS5 which were tested in the pilot phase of the project with pilot clusters:

1. NS1: S3-Synergy Diamond – practical Recommendations

Preparation of a Synergy Diamond - Starting point:

• Focus on regional challenges

In order to select priority areas and to facilitate a targeted discussion about potential Transformative Activities it is recommended to focus on specific challenges the region faces (e.g. demographic change, climate change).

• Selection of priority areas

Based on the chosen regional challenge which serves as a framework, relevant priority areas (according to the regional Smart Specialisation Strategy) that can contribute to tackle the challenge, are selected.

Success Factors:

• Chose a challenge that is relevant and of high immediacy for the region as a framework for the development of the S3-Synergy Diamond.

• Selecting the “right” priority areas as corner stones of the Diamond is essential to identify meaningful Transformative Activities.

• Consider the current capacities and entrepreneurial resources as well as emerging technologies, trends and markets to identify TAs.

• Ensure that the discussion does not adhere to traditional sectoral boundaries, but provides a setting that facilitates an open forum to cross sectoral and regional limits.

• Integrate the perspectives of the quadruple helix in the development of the S3-Synergy Diamond.

- Involve stakeholders with a sufficient overview of the regional entrepreneurial basis and international market trends and who are able to identify linkages between priority areas.

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- Representatives of cluster initiatives can provide detail perspectives and expertise regarding their entrepreneurial background.

2. NS2: Action Development Workshop (ADW/cADW) – practical Recommendations

Preparation of a regional ADW:

• Define one/several Transformative Activities on which you focus your ADW.

- Focusing on a limited number of Transformative Activities enables a substantiated discussion.

- The selection of the Transformative Activities should be based on the results of the EDW-Entrepreneurial Discovery Workshop.

• Prepare an information sheet (“One-pager) about the most relevant information regarding the Transformative Activities.

- The structured information supports the establishment of a common ground and understanding.

• Invite relevant participants.

- Make sure that relevant stakeholders who can contribute to the further development of the TA participate (esp. companies, R&D, intermediary organisations, cluster initiatives).

- Involve the stakeholders before the workshop and provide them with necessary information (“One-Pager”).

• Organise a facilitator.

- An (external) facilitator helps to ensure the workshop flow and brings an independent perspective to keep the workshop on track.

• Assign a minute taker to ensure good documentation of the results.

Special considerations for the preparation of a cross-regional ADW:

• Identify regions with similar Transformative Activities or complementary resources to create critical mass.

- The S3-4AlpClusters report “Strategic Alpine Space Areas for Cross-regional Cooperation”provides an overview about potential synergies with the project partner regions.

- Participating in projects funded by European Territorial Cooperation (INTERREG) facilitates cross-border and transnational networks that can be built on.

- European platforms and databases (e.g. European cluster observatory or S3-Platform) help to identify regions with specific critical mass (clusters) in certain areas or priority area.

• Get in touch with representatives of the partner region/s and inform them about the objectives of the process and the cross-regional ADW.

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• Coordinate the preparation of inputs for the cross-regional ADW.

- Prepare a One-pager with essential information about each region beforehand and provide the participants with this information before the workshop.

• Invite relevant participants from the partner region/s.

- E.g. cluster managers, companies, research organizations, companies with a good overview of their regional innovation system.

• Consider more time for the workshop, language and cultural diversity.

- If necessary, provide interpretation service for the representatives of the partner region/s and ensure diversity sensitive facilitation and communication.

Success Factors:

• Invite a good mix of participants with respective interest and qualifications.

- To ensure their participation, explain the purpose and benefits of participating in the workshop.

- A personal invitation letter from regional authorities can increase the interest of participation.

- Provide information beforehand (One-pager) and provide a written agenda.

• Ensure a good briefing of and cooperation with the external facilitator.

- Explain the objective of the workshop and the methods.

- Discuss potential adaptations of the workshop design and methods in order to adjust them to your specific needs.

• Prepare a collaborative and interactive setting and design that facilitates active involvement of each participant.

- Consider the number of participants and adapt the workshop design and setting accordingly (e.g. group work, sufficient time for discussion).

• Ensure good documentation of the discussions and the results (incl. photographs).

• Define follow-up steps to ensure continuous (cross-regional) cooperation.

3. NS3: ACIE (Alpine Cluster Innovation Express) – practical Recommendations

Synchronization of existing Regional Programmes:

The Synchronized Scheme ACIE makes use of already existing regional programmes which calls are synchronized:

• Thematic scope: Transformative Activities addressing major challenges in the alpine macro-region and with relevance for several regions.

• Supported activities: Actions of cluster initiatives aiming at the cross-regional development of the Transformative Activities.

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• Funding source: ACIE calls are funded by already existing regional programmes and no additional funding is needed.

• Application procedure: Each project partner applies at their regional/national funding organization. Regional funding does not cross borders and regional application procedures are applied.

• Evaluation of proposals: Proposals are evaluated based on the selection criteria in the specific ACIE calls along with criteria from regional/national funding organizations.

Specifications for a Synchronized Call:

• Definition of the thematic scope: Transformative Activities

A Synchronized Scheme aims at supporting the cross-regional development of Transformative Activities (TA) that are of relevance for several regions within the Alpine Space.

The S3-Synergy Diamond is a helpful tool to identify similar Transformative Activities across regions.

• Specific challenges of the Alpine Space (see EU Strategy for the Alpine Region -EUSALP) serve as a framework to select relevant priority areas of different regions that can contribute to tackle the challenge.

• Transformative Activities to be exploited across regions are identified along the linkages of the priority areas.

• A Synchronized Scheme can then focus on supporting actions that target the development of these TA on a cross-regional level.

Eligible Projects:

• Funding partners of a Synchronized Scheme have to agree upon specific innovation activities that are to be supported.

• ACIE builds on the promising role of cluster initiatives in S3-implementation and the cross-regional development of Transformative Activities. Proposals can be submitted by a cross-regional partnership of cluster initiatives in the participating regions.

• Eligible projects address cross-sectoral and cross-regional cooperation activities in the context of the thematic scope. They are implemented by cluster initiatives and involve different groups of the regional innovation system, especially companies.

Potential activities are for example:

- Cross-regional workshop formats

- Networking activities

- Cross-regional analysis / mapping efforts

- Training and educational activities

Further eligible Criteria:

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• Further aspects that need to be defined in the Synchronized Scheme include:

• Eligible project duration: duration of ACIE funded projects

• Eligible costs and co-financing rate: maximum eligible costs and funding amount, co-financing rate of the regional schemes applied

• Selection criteria: criteria that a reused to assess the submitted proposals

• Formal requirements for the proposals: e.g. language, specific application forms, document stop rove the eligibility of project partners

• Timeframe of the application process: deadlines for submission

• Information regarding the assessment and decision process

• Contact of main coordinating body: for questions regarding the ACIE-Call

• Contact of the specific regional ACIE funding partners: for questions regarding specific rules of the involved regional schemes

4. NS4: TACT (TA Cluster Toolbox) – practical Recommendations

Among all the best practices identified and already running in the Cluster Organizations as well as the new developed cluster services there are some of them that present more predisposition to support the identification and development of Transformative Activities. Some of them are very specific but have methodologies that are transversal and can be easily implemented in different areas.

Success Factors:

• Choose relevant services according to the regional needs and framework conditions and with relevance to the targeted Transformative Activity.

• The categorization into service fields can give you orientation to identify suitable cluster actions.

• The description of the services provides information about the actual implementation in one particular region/cluster. Therefore, the service description is only an input and has to be thoroughly reviewed and adapted according to the new regional/cluster context.

• If cross-regional/sectoral cooperation is sought, engage peers in the targeted region/sector to adapt services for cross-regional/sectoral purposes and implement them jointly.

• Each description of the services collected in the TACT gives you a hint whether this activity was already coordinated with other cluster initiatives.

• Set up a monitoring system to record the services and activities a cluster initiative implements to contribute to the development of the TA.

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5. NS5: TAET (TA Evaluation Toolbox) – practical Recommendations

Based on the research and expert discussions it is recommended to consider:

Challenges for the Assessment of Outcomes and Impacts:

Evaluation efforts to assess the outcomes and impacts of the S3-Innovation Model face the following challenges:

• Individual regional scope: The S3-Innovation Model proposes a generic process and its implementation needs to be adapted according to the regional circumstances and challenges. Therefore, evaluation efforts to assess the results of the S3-Innovation Model can only be specified in line with the individual case.

• Timing Issues: Actual results of an intervention (especially economic effects) are only observable with considerable time-lags.

• Attribution issues: External factors influence the results on outcome and impact-level. Measured effects cannot be attributed directly and entirely to the intervention.

The whole set of project deliverables, reports and the related training tools can be downloaded from the project web site, S3-Alpclusters.

https://www.alpine-space.eu/projects/s3-4alpclusters/en/project-results

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Glossary of terms1

Term Definition

Clusters

Clusters are generally described as groups of companies, mainly SMEs, and other actors (government, research and academic community, institutions for collaboration, financial institutions) co-locating within a geographic area, cooperating around a specialised niche, and establishing close linkage and working alliances to improve their competitiveness.

Cluster initiative

A cluster initiative is an organised effort aiming at fostering the development of the cluster either by strengthening the potential of cluster actors or shaping relationships between them. They often have a character like a regional network. Cluster initiatives usually managed by a cluster organisation.

Cluster organisations

Cluster organisations are entities that support the strengthening of collaboration, networking and learning in innovation clusters and act as innovation support providers by providing or channelling specialised and customised business support services to stimulate innovation activities, especially in SMEs. They are usually the actors that facilitate strategic partnering across clusters. Cluster organisations are also called cluster managements.

Cluster participants Cluster participants are representative’s industry, academia or other intermediaries, which are commonly engaged in a cluster initiative. Given the case a cluster initiative has a certain legal form, like associations, cluster participants are often called cluster members.

Cluster Policy

Cluster policy is an expression of political commitment, composed of a set of specific government policy interventions that aim to strengthen existing clusters and/or facilitate the emergence of new ones. Cluster policy is to be seen as a framework policy that opens the way for the bottom-up dynamics seen in clusters and cluster initiatives. This differs from the approach taken by traditional industrial policies which try (and most often fail) to create or back winners.

1 Glossary approved during PSG2 Meeting in Munich on 4.4.17

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Cluster Action Plan Action Plan

The cluster action plan or action plan describes the process and tools necessary to put into practice the Innovation Model.

Innovation Model The innovation model is a systematic process to identify and develop Transformative Activities (TA) to serve regional development.

Entrepreneurial Discovery Workshop

The Entrepreneurial Discovery Workshop works on reflection about existing capacities of a region on the one hand and opportunities represented by new technologies and challenges that can support and drive the process of structural transformation on the other.

Cross-regional Entrepreneurial

Discovery Workshop

The cross-regional Entrepreneurial Discovery Workshop proposes a methodology allowing to align identified Transformative Activities cross-regionally and exploring need-based cooperation partnerships.

Programme

Programmes are vehicle to implement a policy, e. g. funding programme for R&D in environmental technology. In addition to programmes, policies are also implemented through regulation (= regulatory framework, e. g. law on consumer protection).

S3 – Smart Specialisation

Strategies

Smart Specialisation is a strategic approach to economic development through targeted support for research and innovation. It involves a process of developing a vision, identifying the place-based areas of greatest strategic potential, developing multi-stakeholder governance mechanisms, setting strategic priorities and using smart policies to maximize the knowledge-based development potential of a region, regardless of whether it is strong or weak, high-tech or low-tech2.

Stress Testing StressTesting regional approaches conducive to implement S3 through clusters is a transnational learning approach which determines how and where clusters can mostly support industrial transformation and growth while implementing it in an integrated, coordinated and sustained manner. The overall aim is to find new or better ways of designing and implementing modern cluster-based regional economic development policies drawing

2 Foray, D. (2015). Smart Specialisation, Opportunities and Challenges for Regional Innovation Policy, Routledge.

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maximum advantage of the regional cluster portfolio towards shaping new industrial value chains and sectors.

Synchronized Scheme A synchronized Scheme is a transregional funding exercise, which is built on existing regional programmes. By aligning these programmes, transregional consortia can be supported through a joint Call for proposals, which is implemented according regional funding procedures. A synchronized Scheme neither needs additional funds nor leads to modifications of regional funding procedures.

Cluster Best Practice A best practice is a practice define by a cluster as an exemplary activity provided to its members or stakeholders.

Cluster Service Cluster services are Cluster Activities, organized and operated by Cluster Organizations, that are specifically aimed at creating direct and actionable added value for either single Cluster Participants (with the extent of boosting their entrepreneurial and innovation capabilities) or Cluster Initiatives (e.g. Cluster-level projects or sub-networks with specific goals or intentions) with the extent of boosting the chance of reaching their goals.

Cluster Activity This is a general term to indicate whatever Cluster-level operation or exercise (not a project) carried out by a Cluster Organization or a Cluster Initiative, involving (directly or indirectly) Cluster Participants/Members or other stakeholders, which is aimed at designing and/or implementing Cluster strategy, plans, actions, or services for Participants. In this regard, Cluster Activities may have a strategic relevance (e.g. road-mapping, technology and market foresight, competitive positioning), a capacity building relevance (networking and matchmaking events), or a support relevance (added value services).

Pilot Cluster A Pilot Cluster conducts testing of one of the new services of the action plan.

Policy Instruments Policy instruments are the main tools for regions to implement the Operational Programme. Policy instruments can cover a broad range of measures and can be grouped in different categories (support of R&D projects, workforce development or support of networking and clustering).

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Priority Area Priority Areas are "the locus for resource concentration and prioritisation within S3." They should be defined through an entrepreneurial discovery process taking into account existing regional capacities and potentials as well as new opportunities, in order to develop excellence and critical mass in the "activities that are likely to effectively transform the existing economic structures through R&D and innovation".

Operational Programme

Operational programmes are detailed plans in which the Member States set out how money from the European Structural and Investment Funds (ESIF) will be spent during the programming period. They can be drawn up for a specific region or a country-wide thematic goal (e.g. Environment). For the European Territorial Cooperation goal, cross-border or interregional operational programmes are drawn3.

Transformative Activity Transformative Activities are a collection of innovation capacities and actions of a group of actors derived from an innovative combination of existing structures, targeting related areas and having the potential to significantly transform existing industries.

3 Definition by the EC; http://ec.europa.eu/regional_policy/en/policy/what/glossary/o/operational-programme

http://ec.europa.eu/regional_policy/en/policy/what/glossary/o/operational-programme

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S3-4AlpClusters in a nutshell

Smart Specialisation with Smart Clusters

Smart Specialisation Strategies (S3) are a lever of EU Cohesion Policy. One of the biggest challenges is to make use of the interplay between S3 and clusters. How can S3 be used to foster innovation processes and spark entrepreneurship within clusters? How can S3 be implemented through clusters to gain sustainable and inclusive growth? There is a lack of experience among regions on how to use clusters in the implementation of S3 and how to develop implementation tools to fully benefit SMEs. In addition, alignment between and knowledge about other regions’ strategies are very limited.

This is exactly the focus of the S3-4AlpClusters project, which believes that the interplay between S3 and clusters is an innovative approach that could spread innovation in the whole Alpine Space. S3-4AlpClusters will launch cross-regional coordinated actions between the different sectors/regions involved and enhance transnational cluster cooperation. The final aim is to generate critical mass for SMEs and to improve the framework conditions for innovation in the Alpine Space.

S3-4AlpClusters will develop:

• A joint transnational cluster action plan to improve transnational, cluster-based cooperation

• An S3-based innovation model for cluster development • A fully synchronized call scheme • New services validated by pilot clusters

The S3-4AlpClusters community includes cluster managers, entrepreneurs, academics and policymakers, and is supported by public authorities and S3 experts.

The NUMBERS of S3-4ALPCLUSTERS

15 Partners 35 decision makers

9 Observers 11 Alpine Regions

830 SME 10 pilot clusters to be involved

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FOLLOW S3-4AlpClusters

www.alpine-space.eu/projects/s3-4alpclusters/en/home

S3-4ALPCLUSTERS Partners

HES-SO // FR-HEIA-FR INNOSQUARE CLUSTERS

Business Upper Austria - OÖ Wirtschaftsagentur GmbH

ClusterAgentur Baden-Württemberg

Veneto Region - Research Clusters and Networks Unit

Poly4EMI hosts by Anteja ECG d.o.o

Innovation and Technology Transfer Salzburg GmbH

University of Franche-Comté - FEMTO-ST

PROPLAST - Consortium for the Plastic Culture Promotion

Cluster Technologies for Smart Cities & Communities Lombardy Foundation

Autonomous Province of Trento (PAT)

Trentino Innovation Hub

Lombardy Region Government

Bavarian Research Alliance GmbH Government Office for Development and European Cohesion Policy



https://www.youtube.com/channel/UCXf4dSJMZiTRCSSmaEGmMNg

https://www.linkedin.com/groups/8584656

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Veneto Innovazione S.p.A.

Documents

WPT3 - Test Model on Pilot Cluster - alpine-space.eu · D.T3.3.1 Final recommendation report on cluster services S3-4AlpClusters is cofinanced by the European Regional Development