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TCI CEWG Virtual Workshop on Evidencing the Wider Impact of Clusters

Virtual Workshop of the TCI Cluster Evaluation Working Group.
With speakers Joan Martí, ACCIÓ, Catalonia, Federica Belfanti and Fernando Alberti, Liuc University, Italy and Emily Wise, Lund University, Sweden

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TCI CEWG Virtual Workshop on Evidencing the Wider Impact of Clusters

  1. 1. On a screen near you 28/04/2020
  2. 2. Agenda 1. Welcome and introductions 2. Update to the work of TCI Evaluation WG (Madeline Smith) 3. How do we evidence the wider impact of clusters? Emily Wise, Lund University, Sweden Joan Marti, ACCIÓ, Catalonia Federica Belfanti and Fernando Alberti, Liuc University, Italy Q&A: James Wilson, Orkestra, Basque Country 4. Sharing experiences and final reflections • What strategic frameworks help drive more than economic contributions from clusters in your region? • What types of contributions to broader system-level improvements do clusters make for Immediate Spillover Effects, Strategic Leadership Role, Higher Level effects? • How do clusters monitor and evidence the difference they make in these areas, and how do they communicate to their different audiences?
  3. 3. Rules and requests • Ask questions through the chat function • Presentation and questions will be shared • Recording the session
  4. 4. Cluster Evaluation Working Group The Story so far… 28/04/2020
  5. 5. • A forum for learning collectively around common, complex & important cluster evaluation challenges • Sharing learning • Identifying gaps • Trying new approaches www.tci-network.org/evaluation TCI Cluster Evaluation Working Group
  6. 6. Despite the proliferation of cluster initiatives, there is a shortage of evaluation research and practice – Leaves cluster policies open to questions – Prevents learning within clusters – Prevents learning about policy It is a challenge because the impacts of working with clusters are hard to measure: they are intangible and difficult to isolate – Clusters generate space for tackling issues that may only generate solutions in the longer term – Clusters are built on collaborative dynamics: trust and social capital – Cluster activities spill over to agents outside the cluster initiative – Cluster policies interact with other competitiveness policies – Clusters are extremely heterogeneous How do we develop better approaches to capture the impact of clusters and cluster policies and foster learning around how to improve them? ? ? A shared challenge
  7. 7. Policy (resources) Cluster Initiative (association, project, agency …) Change Behaviour (innovate, internationalise, attract talent, …) Improve Firm Competitiveness Impact on the Region (economic & also beyond GDP) External Factors Other Policies Time Lag? Controlling for other factors? Intangible ‘human’ elements? Multi-level policy mix ? Cluster Policies: Not a Simple Logic Model External Factors
  8. 8. 2013 2014 2015 2016 2017 Workshop Forres TCI Conference Kolding TCI Conference Monterrey TCI Conference Eindhoven Workshop Belfast Workshop Rzeszow Workshop Barcelona TCI Conference Daegu Workshop Oslo TCI Conference Bogota 2018 Workshop Cork TCI Conference Toronto A long-run journey of collective learning 2019 TCI Conference Antwerp 2020 Virtual Workshop Workshop Malmö
  9. 9. Three questions in focus for TCI WG on Cluster Evaluation 1. How can we develop and share good practice and techniques for cluster evaluation (Fruit Salad)? 2. How can we factor in the ”human element” in cluster evaluation? 3. How do we evidence, back up and communicate the critical success factors in clusters?
  10. 10. Further questions in focus for TCI WG on Cluster Evaluation 1. How can we develop and share good practice and techniques for cluster evaluation (Fruit Salad)? 2. How can we factor in the ”human element” in cluster evaluation? 3. How do we evidence, back up and communicate the critical success factors in clusters? • M&E of clusters in relation to S3 • Cluster evaluation ‘beyond GDP’ • Evaluation levels (POPS - ACS Framework)
  11. 11. Cluster Programme Framework of Effects Level Individual Actor (A) Collaborative Group/Cluster Initiative (C) Territorial System (S) Perceptions & Behaviours - Competence development - Knowledge exchange - Capacity to innovate - Involvement in collaborative activities (Economic) Performance experienced by individual actors Perceptions & Behaviours - Engagement of different actor groups - Dynamics of linkages over time - Perceived value of collaboration Collaboration Infrastructure - Quality of cluster management - Leadership - Processes Competitiveness and international attractiveness of innovation eco-system - Changes in behaviours and performance of system Effectiveness of business and innovation support system - Changes in structures, policies and institutional arrangements Effectiveness of business and innovation support system - Changes in structures, policies and institutional arrangements Competitiveness and international attractiveness of innovation eco-system - Changes in behaviours and performance of system Short-term results (1-3 years) Cluster participants (direct/immediate results claimed by cluster participants) Long term effects (3-10 years) Cluster participants & beyond (indirect/subsequent effects that can be observed over time)
  12. 12. Scope of Influence • Direct Effects • Spillover Effects • Strategic/systemic Leadership effects (Catalyst, Anchor, Spokesperson, Voice) • Higher Level System Effects (Changing the system, Changing the world) Higher Level system effects Strategic/Systemic Leadership Immediate spillover effects Project Direct effect
  13. 13. Cluster Programme Framework of Effects Short-term results (1-3 years) Cluster participants (direct/immediate results claimed by cluster participants) Long term effects (3-10 years) Cluster participants & beyond (indirect/subsequent effects that can be observed over time) Level Individual Actor (A) Collaborative Group/Cluster Initiative (C) Territorial System (S) Perceptions & Behaviours - Competence development - Knowledge exchange - Capacity to innovate - Involvement in collaborative activities (Economic) Performance experienced by individual actors Perceptions & Behaviours - Engagement of different actor groups - Dynamics of linkages over time - Perceived value of collaboration Collaboration Infrastructure - Quality of cluster management - Leadership - Processes Spillover Effects - Improving the competitiveness and international attractiveness of the innovation ecosystem Strategic/Systemic Leadership Effects - Contributing to increased effectiveness (structures, policies and institutional arrangements) of the innovation ecosystem Strategic/Systemic Leadership Effects - Contributing to increased effectiveness (structures, policies and institutional arrangements) of the innovation ecosystem Spillover Effects - Improving the competitiveness and international attractiveness of the innovation ecosystem HigherLevelSystemEffects Focus
  14. 14. Evidencing the wider impact of clusters • Three speakers, three questions Emily Wise, Lund University, Sweden Joan Marti, ACCIO, Catalonia Federica Belfanti & Fernando Alberti, Liuc University, Italy Group Sharing • Survey responses to the same questions • Q&A on the chat (James Wilson, Orkestra) 1. What strategic frameworks help drive more than economic contributions from clusters in your region? 2. What types of contributions to broader system-level improvements do clusters make for Immediate Spillover Effects, Strategic Leadership Role, Higher Level effects? 3. How do clusters monitor and evidence the difference they make in these areas, and how do they communicate to their different audiences?
  15. 15. What strategic frameworks help drive more than economic contributions from clusters in your region?
  16. 16. What strategic frameworks help drive more than economic contributions from clusters in your region? Shared Value concept National Performance Frameworks Sustainable Development Goals Smart Specialisation Strategies Other Please give details 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% What strategic frameworks help drive more than economic contributions from clusters in your region? Responses As a strategic framework linking clusters to wider impacts, smart specialisation strategies lead the way Pre-workshop survey, 51 responses
  17. 17. What types of contributions to broader system-level improvements do clusters make for Immediate Spillover Effects, Strategic Leadership Role, Higher Level effects?
  18. 18. A (preliminary) definition of system level results A system level result is a milestone, event or outcome that has been influenced by (a set of) actions of the cluster/collaborative initiative, and which has a lasting, longer-term impact on several organisations/actors in the territorial system (both within and beyond the cluster/collaborative initiative). Results on the system level typically spread to the surrounding society and affect different types of systems (sectoral, regulatory, social, environmental, etc.).
  19. 19. What types of contributions to broader system-level improvements do clusters make for Immediate Spillover Effects, Strategic Leadership Role, Higher Level effects? The key immediate spillover effects from clusters are in knowledge development & dissemination and experimentation & entrepreneurship Pre-workshop survey, 51 responses Knowledge Development and Dissemination Experimentation and Entrepreneurship Investment Infrastructure OtherPlase give details 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% What types of contributions to broader system- level improvements do clusters make for Immediate Spillover Effects? Responses
  20. 20. What types of contributions to broader system-level improvements do clusters make for Immediate Spillover Effects, Strategic Leadership Role, Higher Level effects? Clusters play a strategic leadership role across a broad range of dimensions Pre-workshop survey, 51 responses Voice of the sector Developing reputation and position Influencing policy or strategy Building strategic partnerships Other Please give details 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% What types of contributions to broader system-level improvements do clusters make for Strategic Leadership Role? Responses
  21. 21. What types of contributions to broader system-level improvements do clusters make for Immediate Spillover Effects, Strategic Leadership Role, Higher Level effects? Contribution to environmental agendas dominate the higher level effects that clusters make to territorial systems Pre-workshop survey, 51 responses Environmental agendas Equality and diversity Social inclusion Wellbeing OtherPlease give details 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% What types of contributions to broader system-level improvements do clusters make for Higher Level System Effects Responses
  22. 22. How do clusters monitor and evidence the difference they make in these areas, and how do they communicate to their different audiences?
  23. 23. A structured approach for evidencing system-level effects over time • A guide ”How can we follow system-level results?” (explaining the why, what and how) - Tips on documenting, prioritising, categorising and communicating important events within the regional innovation system - Suggestions for support from action researchers • Embedded in annual reporting – with increased structure and harmonisation • New possibilities for visualising, analysing and communicating ”system result profiles” - For individual initiatives - For the full portfolio of Vinnväxt initiatives - For tracking system-level changes over time
  24. 24. How do clusters monitor and evidence the difference they make in these areas, and how do they communicate to their different audiences? Case studies and success stories are by far the most common form of evidencing the broader impacts of clusters Pre-workshop survey, 51 responses 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% How do clusters monitor and evidence the difference they make in these areas? Responses
  25. 25. How do clusters monitor and evidence the difference they make in these areas, and how do they communicate to their different audiences? The key audiences for communicating the broader impacts of clusters are their memners and national/regional governments Pre-workshop survey, 51 responses National / Regional Governmental funders Local / City regions Cluster members Wider public Other (please specify) 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% Who is the Audience for this wider evidence? And how do you communicate with these audiences? Responses
  26. 26. Cluster Programme Framework of Effects - indicators Level Individual Actor (A) Collaborative Group/Cluster Initiative (C) Territorial System (S)  Introduction of new products/services  Prototypes and patent applications  Articles (academic, other)  New markets and customers  Change in strategy  Revenue growth  Productivity growth  Employment growth  Export growth  Improved market share/position  # and different types of actors engaged in the cluster initiative  #, types and volume of collaborative activities  New innovation partnerships  Willingness/perceived value of collaborating around a shared strategic direction  Labelling of cluster management quality (ESCA approach)  Knowledge development and dissemination  Experimentation and Entrepreneurship  Attracting investment  Developing physical (R&I) infrastructure  Building reputation and position of the sector/thematic area  Connecting with other system leaders in new strategic partnerships  Influencing policy or strategy  Initial milestones/key events on various ”impact pathways” •Cleanenergyorclimateaction •Equality,diversityandsocial inclusion •Healthandwellbeing Short-term results (1-3 years) Cluster participants (direct/immediate results claimed by cluster participants) Long term effects (3-10 years) Cluster participants & beyond (indirect/subsequent effects that can be observed over time)
  27. 27. Final Reflections
  28. 28. WG progress and plans • Ongoing working group activities and outputs • TCI Evaluation toolkit • Conferences (virtual / physical) • Evaluation WG contribution to TCI annual conference • Further journal articles… • Join TCI to Keep collaborating… You need a triple helix to tackle a triple helix challenge
  29. 29. Thank you and stay safe

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