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Interreg Sudoe TWIST - Common Strategy

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Interreg Sudoe TWIST - Common Strategy

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THE COMMON STRATEGY OF THE TWIST PROJECT AS A DRIVER FOR CAPITALISING RIS3 RESULTS.
A deeper explanation about how the TWIST Common Strategy has been developed with the aim of promoting mutual learning across all the regions participating in the project as well as taking advantage of the competitive strengths and opportunities included in the different Regional Research and Innovation Strategies for Smart Specialisation (RIS3).

THE COMMON STRATEGY OF THE TWIST PROJECT AS A DRIVER FOR CAPITALISING RIS3 RESULTS.
A deeper explanation about how the TWIST Common Strategy has been developed with the aim of promoting mutual learning across all the regions participating in the project as well as taking advantage of the competitive strengths and opportunities included in the different Regional Research and Innovation Strategies for Smart Specialisation (RIS3).

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Interreg Sudoe TWIST - Common Strategy

  1. 1. Lisbon, December 16th 2021 Common Strategy for mutual learning and capitalisation of RIS3 results Catarina Santos, Águas do Tejo Atlântico, S.A. Catarina.santos@adp.pt
  2. 2. CONTENTS 1. WP1 ACTIVITIES 2. OBJECTIVES FOR THE COMMON STRATEGY 3. COMMON STRATEGY METHODOLOGY 4. ENGAGED STAKEHOLDERS 5. WATER AS A CROSS-CUTTING ISSUE 6. SMART SPECIALIZATION STRATEGIES
  3. 3. CONTENTS (cont.) 7. RIS3 CAPITALISATION ON TWIST REGIONS 8. THE COMMON STRATEGY 9. LIVING LABS ACTION PLAN 10. CIRCULAR ECONOMY ACTION PLAN 11. SKILLS ACTION PLAN 12. PUBLIC ENGAGEMENT ACTION PLAN
  4. 4. 1. WP1 Activities • WP1.1 - Identification of actors and innovation projects on water sector • WP1.2 - Analysis of opportunities in RIS3 and synergies between regions • WP1.3 - Common Strategy for mutual learning and capitalisation of RIS3 results
  5. 5. 2. Objectives for the common strategy • Develop synergies between Quadruple Helix actors strengthening existing innovation networks and promoting new ones within the TWIST regions • Promote R&D&I in the water sector, highlighting potential areas for cooperation based on smart specialisation opportunities identified on RIS3 • Strengthen the link and cooperation between the TWIST regions to capitalise RIS3 and boost innovation in the water sector
  6. 6. 3. Common strategy methodology RIS3 reports analysis 1.European policies and strategies analysis Development of the strategy 1.Coherence assessment 1.Action Plans development
  7. 7. 4. Engaged stakeholders sectors of stakeholders’ activity Innovation priorities/needs of the engaged institutions (%)
  8. 8. 5. Water as a cross-cutting issue • The main challenges are: • Water scarcity; • Water quality; • Aging infrastructures; • Climate change impacts; • Meeting competing demands for water by different users on already depleted water supplies; • Working on public acceptance of recycled water; • Achieve a smart-water society “Water is a cross-cutting issue, perhaps one of the more cross- cutting issues ever” (Seeber, 2013)
  9. 9. 6. Smart specialization strategies (RIS3)
  10. 10. Water as a cross-cutting issue Common Smart Specialisation topics Complementary Smart Specialisation topics 7. RIS3 CAPITALISATION ON TWIST REGIONS
  11. 11. 8. The Common Strategy Mission Strategic Objectives 4 Action Plans: 1. Living Labs action plan 2. Circular economy action plan 3. Skills action plan 4. Public engagement action plan
  12. 12. 9. Living Labs Action Plan Evaluation Exploration Experimentation 1. Exploration – Innovation Co-creation 2. Experimentation - Prototype design and test phase in real-life environment 3. Evaluation - Fine tuning, final evaluation and deployment phase
  13. 13. Macro Level • Living Lab constellation entailing public-private- people partnerships and the Living Lab infrastructure Meso Level • Living Lab innovation projects Micro Level • Individual research steps and activities carried out in each project Levels for creating and managing a Living Lab 9. Living Labs Action Plan
  14. 14. Macro • Define the theme and focus • Identify and engage stakeholders • Set-up the Governance Body • Define the infrastructure • Define contexts (temporal, spatial, actors, etc) • Living Lab results' analysis, assessment e dissemination Meso • Screening priorities and opportunities • Identify and engage key stakeholders • Hold a jointly meeting and decide project’s viability (go/no go test) • Schedule and hold the project kick-off meeting • Project results' analysis, assessment e dissemination Micro • Identify needs/opportunities • Co-design of the innovation’s concept • Definition of technical specifications • Research protocol definition • Prototype development • Usability evaluation • Prototype fine-tuning – From a high-fidelity prototype to an Innovation • Business Plan Draft 9. Living Labs Action Plan
  15. 15. Resources with potential to be recovered from wastewaters: • Cellulose; • Phosphorus; • Nitrogen; • PHA; • Bioenergy; • VFA; • Metals (Fe; Al; Zn; Cu, etc) • Pharmacs • Enzymes • Hormones 10. Circular Economy Action Plan Hierarchy of wastewater and biosolids recovery value propositions (Source: https://www.iwmi.cgiar.org/Publications/Books/PDF/resource_recovery_from_waste-548-552.pdf)
  16. 16. Identification of the treatment by-products Identification of the industrial sectors that use the recovered resources as raw materials Liaison with local industries and manufacturers to ascertain their resources needs and openness to use the by-products Work to raise awareness of the industries, farmers and the public regarding the safe use of the recovered products and of its importance Liaise with SMEs, Universities, Research Centres and technology providers to promote R&D&I Work with the industry to identify energy and resource efficiency measures Identify opportunities of co-digestion using other types of biomass, such as food waste 10. Circular Economy Action Plan
  17. 17. 11. Skills Action Plan Source: https://www.weforum.org/agenda/2018/09/future-of-jobs-2018-things-to-know/
  18. 18. Understand the state-of-the art of the sector and future trends Creation of a portfolio of existing job roles and required competences and skills Make an inventory of all education and training institutions in the region together with the industry- relevant courses offered Promote skills development through regular apprenticeship, traineeships, fellowships and/or exchanges Consider on-the-job and in-house training Look at neighbouring regions, nationwide and international, and web-based training offer that meets the skills demand that is non-existent within regional boundaries. Consider web-based training 1.Liaise with education and training institutions to promote the creation of courses that meet the industry needs 11. Skills Action Plan
  19. 19. 12. Public Engagement Action Plan Policy makers Research community Education community Business & Industry Civil society organisations Public Engagement Actors Impacts of public engagement in science and technology (Rask et al. 2016, adapted) Substantive Practical Normative scientific measurement and data new products and services expression of citizens‘ opinions of R&I new scientific knowledge methodological development and demonstration building consensus of R&I problem solving knowledge new educational contents and practices confirmation of existing R&I policies research and publication professional skills and networks more responsible R&I Source: https://rri-tools.eu/
  20. 20. Define the purpose and objectives of the engagement activity Determine the scope of the PE activity, i.e., the subjects to be addressed Define the actors to be involved at the activity Set realistic PE timeframes and PE activities schedules Choose the methods that best fit the goals, audience, purpose and available budget Make the necessary arrangements for the activity to be carried out 1.Carry out the PE activity as planned. Produce a report with its results and disseminate it 12. Public Engagement Action Plan
  21. 21. Thank you for your attention!

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