Ida Prosperi ALSO Project Manager Szeged, April ALSO Strand B Conference Szeged, Hungary April 2007 The experience of the ALSO project

Ida Prosperi ALSO Project Manager Szeged, April Table of Contents WHY: performance WHAT: ALSO objectives, scope WHO: the partners WHEN and HOW MUCH HOW: the workplan, the ALSO model, the software application Conclusions

Ida Prosperi ALSO Project Manager Szeged, April WHY –Need at Programme Management level for evaluation methods and set of indicators in order to evaluate INTERREG projects impacts –Lack of coordination between regional planners and INTERREG operators/project managers in order to better transpose into INTERREG the regional programming activities –Necessity to develop common tools of communication and better instruments in order to diffuse the INTERREG results at regional, national and European level –Strong necessity for training of regional planners and INTERREG operators/project managers

Ida Prosperi ALSO Project Manager Szeged, April “Greater ownership… Lisbon needs the Regions as much as the Regions need Lisbon.” José Manuel Barroso IDEA

Ida Prosperi ALSO Project Manager Szeged, April Questions to be answered To what extent Interreg III projects can contribute to the achievements of the Lisbon and Gothenburg Strategy objectives from a regional point of view? Did the Interreg III projects bring their relevant territorial systems nearer to the objectives indicated in the Lisbon and Gothenburg Strategy Agenda? WHY

Ida Prosperi ALSO Project Manager Szeged, April While talking about assessment… Performance is a key word for both businesses and for not-for-profit activities.  It defines the level and the capacity of an organization to deliver the intended priorities and measures into the verifiable results.  It covers the critical factors that enable an organization or a project to be a high-performing. WHY

Ida Prosperi ALSO Project Manager Szeged, April ALSO: An instrument for supporting regional operators, decision-makers and project managers in the efficient implementation of territorial cooperation for the realization of Lisbon Strategy Objectives at local and regional level.

Ida Prosperi ALSO Project Manager Szeged, April ALSO project aims at: increasing the inter-regional cooperation within the European Community in order to achieve the Lisbon and Gothenburg Strategy Objectives. offering supporting tools for new projects to be developed under the programming period. promoting exchanges of best practices to be transferred from the Regional Administrations already involved in INTERREG projects and those of new Member States. Objectives

Ida Prosperi ALSO Project Manager Szeged, April  “STRAND A” – North Europe: Regional Council of South West Finland (FI); Ita-Usima Region (FI); Klaipeda Regional Development Agency (LT); Hiiu County Council (EE)  “STRAND B” - East Europe: Marche Region (IT), Sviluppo Marche RDA (IT), Ervet - RDA (IT), A Del-Alfoldi Regioert- Organizing Public Association (HU), C.E.I. – Sub regional co-operation Initiative in Central and Eastern Europe (16 Countries), Bulgarian Ministry of Regional Development and Public Works (BL)  “STRAND C” – South and West Europe: Région Lorraine (FR), Cambridgeshire County Council (UK), Arco Latino – network of second-tier local Administrations in the Western Mediterranean region (59 members)  Scientific Partners: E.I.P.A. (NL) and ULB (BE) WHO: Partners

Ida Prosperi ALSO Project Manager Szeged, April WHEN and HOW MUCH Timetable: The ALSO project lasts 24 months: June June 2007 Extension till October 2007 Total Costs and ERDF required: The ALSO project total budget is ,79 Euros The ERDF required is ,87 Euros

Ida Prosperi ALSO Project Manager Szeged, April WHAT – leading foresight HOW – excellence in execution WHO – actors and institutions Designing and Delivering the Lisbon Strategy – What, Who and How National/ sub-national EU-level Inter-organizational Intra-organizational The EU will be the most competitive and dynamic knowledge-based economy in the world capable of sustainable economic growth with more and better jobs and greater social cohesion. Governance is about people, techonology, processes and structures for enabling effective and efficient strategy implementation Source: Applied from Määttä Seppo (2005) Interpretative Horizons on Strategy and Strategic Information. Case Ministry of Finance”. (originally in Finnish). Turku School of Economics and Business Administration. PhD thesis. STRATEGY ACTION ALSO Project Performance Model HOW

Ida Prosperi ALSO Project Manager Szeged, April Conceptual framework: Balanced Scorecard and project assessment PROJECT CONTENT - WHAT PROJECT GOVERNANCE - HOW Effectiveness Resources Competence and Improvement Processes and structures What are the critical factors to be focused on for providing the intended outputs and impacts? What are the processes and the structures that have a crucial role in delivering high- quality outputs and positive impacts? What are the capacities and skills needed from the people in having well-functioning processes? using resources effciently? delivering value-added outputs with positive impacts? What are the critical resources needed in delivering high-quality outputs and positive impacts? PROJECT Aim Objectives

Ida Prosperi ALSO Project Manager Szeged, April Outputs/Impacts Resources Project Management Balanced View on Project Value-added PROJECT Aim Objectives Cooperation Making Europe and its regions more attractive place to invest and to work Improving knowledge and innovation for growth More and better jobs Critical Success Factors Coherence of the project consortium Critical Success Factors Project management system and capacity Project management experience Internal and External Communication Joint Development Sound financial management Joint financing Joint staffingJoint Implementation Sustaining the Macro-economic fundation

Ida Prosperi ALSO Project Manager Szeged, April In-depth analysis of the selected pilot projects: objectives and procedure The ALSO Evaluation Model is based on a set of indicators for evaluating the INTERREG Projects impact on the achievement of the Lisbon Strategy objectives. These indicators are to be retrieved directly from the projects. The following procedure has been followed in order to find out the most useful indicators from the projects: screening of the collected projects in order to select the ones more directly linked to the Lisbon Strategy; in-depth analysis of the projects in order to sort out the necessary information to build the indicators.

Ida Prosperi ALSO Project Manager Szeged, April Analyzing 6 pilot projects in-depth (written material, field visits) More than 100 projects received First screening and selection: 59 projects Second screening and final selection: 24 projects Analyzing other 18 (of 24) projects in- depth (written material, survey...) ALSO Workshop I (March 2006) The ALSO Methodology ALSO Workshop II (October 2006) Dissemination & Use for Process-based Model development and piloting

Ida Prosperi ALSO Project Manager Szeged, April Methodology  The eligibility criteria for Interreg III projects collection: -direct or indirect involvement of the partner in the projects according to the relevent STRAND -½ of their planned duration -not below ,00 Euro  More than 100 Interreg projects collected by the ALSO PPs

Ida Prosperi ALSO Project Manager Szeged, April Methodology  Projects Screening: -1 st Phase: 59 projects were selected since they deal directly with the general framework of Lisbon 2 (EC Communication 141 of 12 April 2005) -2 nd Phase: 24 projects selected further to an in-depth analysis against the 24 Integreated Guidelines (endorsed by the European Council Conclusion in June 2005): Projects had to match a min. of 3 guidelines from pillars such as 1. A more attractive place to invest and work 2. Knowledge and innovation for growth 3. Creating more and better works 4. Sound macroeconomic foundations: good quality public finances

Ida Prosperi ALSO Project Manager Szeged, April A more attractive place to invest and work (10-16) Knowledge and innovation for growth (7-9) Creating more and better works (17-24) Example of the first screening Macro-economic foundation (1-6) Strand A Cross- border Strand B Trans- national Strand C Inter- regional I-Log: 8,15,16 Smart Life: 8,11,16 INNODEC: 8,14,15 I-Log Hun: 8,15,16 BRIDGES Marche: 5,8,16,23 CAPTURE: 8,9,15 ICN: 8,10,15STRATINC: 8,9,15 e-Bird (RFO: 1+4 projects): 7,8,9,15 STIMENT (RFO: 1+ 9 projects): 7,8,9,15,23 EMBRACE: 8,9,15 InCluD: 8, 9,14,15 SIMOCA: 9,20,23 GALILEO: 8,9,15,16 E-TEAMS: 8,9,15

Ida Prosperi ALSO Project Manager Szeged, April projects selected for in-depth analysis IIIA: Cross-border Growth Triangle Galileo Bridges Marche Networks of expertise 3+3 Educational N. IIIB: Transnational SITMUN SmartLife InCluD I-Log SIMOCA EMBRACE Seagull-DevERB I-Log in Hungary ISA-MAP IIIC: Interregional Stratinc Stiment ICT Agents Tripel Helix T2MT PEROU EU.LO.GISTIC E.K.C. e-Learning EC SMEs ECOW Pilot projects

Ida Prosperi ALSO Project Manager Szeged, April Results (outputs/impacts) Resources Project Management PROJECT Objectives Cooperation Making Europe and its regions more attractive place to invest and to work Improving knowledge and innovation for growth More and better jobs Coherence of the project consortium Critical Success Factors Project managementsystemandcapacity Project managementexperience InternalandExternalCommunication JointDevelopment Soundfinancialmanagement Jointfinancing JointstaffingJointImplementation Conceptual Framework for the ALSO project assessment KEY PRINCIPLES Lisbon Strategy based and related Multidimensional Provides balanced view on project performance (intended and realized) Understandable

Ida Prosperi ALSO Project Manager Szeged, April Results Resources Project Management Cooperation Political commitment: high level on the Finnish side, low level on the other partners. Business orientation: mainly and only through the business associations (FIN, EST). The role of associations unclear Partner coherence & commitment: high on low level, low on high level; imbalances on equity and capacity Finance structure: different sources for different partners created inflexibility and bureaucracy. Joint staffing: No joint resources Size of the budget: overall budget too small to create interest and commitment. Budget not in balance with the content and the political/business profile and expectations. Management structure; roles not clear (steering group in particular), secretatiat was active. Personnel changes in some partners damaged continiuity and coherence. Project management: leading partner ”too active” => project personalised to the Finnish partner? Project setting: RFO (Strand C) would have been better setting for this project but was not accessible GROWTH TRIANGLE (IIIA) The Gulf of Finland Growth Triangle (GT) aims to promote public-private co-operation, trade and economic development between Southern Finland, Estonia, City of St. Petersbourg and Leningrad area. The core principles for the GT approach are: complementarity geographical cohesion political commitment and coordination business orientation and commitment Establishing a network of regional authorities around the Gulf of Finland: This was achieved although the future of this network is not clear. Creating the Growth Triangle strategy : The strategy was created but not approved. Thus the commitment to deliver the stratgy is unclear. Integrating the GT strategy into the operational activities in Fin, Est and Russia: The future of the GT strategy itself is unclear. Integrating the GT strategy into the EU’s Northern Dimension Policy: The GT strategy is mentioned in the policy papers, but the real impact is unclear. In-depth analysis

Ida Prosperi ALSO Project Manager Szeged, April SmartLife, IIIB Partners: UK/Cambridge, Swe/Malmö, Ger/Hamburg Results Resources Project Management Cooperation Political commitment: Included into the joint UK-Sweden initiative on environmental construction (by the UK and Swedish PMs) Business orientation: Mainly through training & education Partner coherence & commitment: limited nr of partners enables coherent cooperation in a complex subtance (though lead partner – the UK - has many sub-partners) Finance structure: more flexibility needed for re-allocations for unforeseen activities and priorities. Application form too static and detailed for the dynamics of the project life- cycle. Joint financing: No, everyone has his own budget Joint staffing: No joint staffing. Division of labor is based on WPs. Post funding: Ideas and plans for self- financing.One funding applicatin to the UK DTI on waste mgt was nnt successful Management structure: steering group; project mgt teams; WP-leaders, sub- partnerships Project management: desentralised to the partners while the UK is the leading partner SmartLife focuses on building innovations and construction training. The aim is to develop, implement and promote the concept of the Modern Method of Construction (MMC) by applying the supply chain approach (from policy-making to construction). Business & Training Centres: Building concrete buildings by the MMC methodology in Malmö, Hamburg and Cambridge. Training and Education: Providing training for intended number of participants with the aim to strenghten the revenue based financing Policy and practice planning & research: Conducting research and performance monitoring for getting fact-based evidence on MMC e.g. by key performance indicators. Marketing & Communicating: Strong emphasis on promotion of new skills and MMC, opinion analyses etc., and involvement and facilitation of different focus groups (public, professionals). Strong SME focus: 98 % of the UK based construction companies employ less than 10 persons! Joint development: Knowledge and information sharing on e.g. training materials and programmes. Contribution to local employment, SME growth, investments ??? In-depth analysis

Ida Prosperi ALSO Project Manager Szeged, April Results - Information system elaborated: reliable, fast, easy, cheap easy, cheap - Beneficiaries: 160 municipalities (theoretically) - Problem of Intellectual Property Right Cooperation - Good technical contribution from PPs (clear tasks and objectives since PPs (clear tasks and objectives since the very beginning) the very beginning) - High cohesion and dynamic participation thanks to LP guide participation thanks to LP guide - Communication plan fulfilled: high interest of many municipalities interest of many municipalities outside the consortium outside the consortium Project Management - No experience in European projects - PPs project management not so good as their technical contribution technical contribution - Bottom-up approach of project development: technical scientific partner conciliated the different technical scientific partner conciliated the different needs of the PPs. needs of the PPs. Resources - Difficulties to finance the project for some PPs who project for some PPs who withdrew = need to withdrew = need to change PPs change PPs - EU reduced 50% of the budget, removing the budget, removing the implementation phase implementation phase - Complex structure for invoicing process: PPs invoicing process: PPs not used not used SITMUN (IIIB) Main partners: Diputació de Barcelona; Region of Cantabria; Consortium of local informatics of Mallorca, Consell Insular of Mallorca: Universitat Autonòma de Barcelona; Universitat Illes Balears; Associação de municípios da terra quente trasmontana. The aim is to develop a centralized municipal system of territorial information managed by supra- municipal entities. This will allow the little municipalities to get System of Geographic Information tools reducing its costs. In-depth analysis

Ida Prosperi ALSO Project Manager Szeged, April Results - Regions direct affected by the LS - In alignment with IG on a more attractive place to invest and work and attractive place to invest and work and on knowledge and innovation for growth on knowledge and innovation for growth - One subproject resulted in a company - Willingness to develop another RFO with the same partners the same partners Cooperation - Three years of preparation before the application application - High political involvement through the Monitoring Committee. Monitoring Committee. - Equally distribution of tasks and resources to all partners all partners - No sleeping partners - Three thematic components with 3 subprojects for each field subprojects for each field - Web-application cleverly used for both internal and external communication internal and external communication (average 700 visitors per month) (average 700 visitors per month) Project Management - Strong political commitment (1-2 meetings a year) - Previous experience from each region on European projects and bilateral cooperation prior to the RFO projects and bilateral cooperation prior to the RFO - One partner opted for a private consultancy for project implementation project implementation Resources - Major difficulties for first level control in one level control in one partner region - Possible private funds availability exceeded 17% availability exceeded 17% - 30% of personnel time allocated to financial allocated to financial issues issues STIMENT (IIIC) Partners: Ovre Norrland (SE); Hame (FI); Lorraine (FR); Wielkopolska (PL) and Brescia (IT). The project aims to improve and provide new and innovative approaches to entrepreneurship. Stiment concentrates on three priority themes: Economic Intelligence eLearning Logistics and locations In-depth analysis

Ida Prosperi ALSO Project Manager Szeged, April Methodology/Progress steps Involvement of the Project Partners in the assessment. Preparation of questionnaire. Field visits. Introduction of regional indicators. Scoring of indicators. Selection of best practices. Testing of the Targetor“Cube”software application.

Ida Prosperi ALSO Project Manager Szeged, April Criteria and Indicators How to determine the indicators? –Analysis of existing indicators –Relevance of the indicators –Availability of the information/data Information from project partners Field visits In-depth analysis

Ida Prosperi ALSO Project Manager Szeged, April Criteria and Indicators How to determine the indicators? –Lisbon strategy indicators –Regional indicators –Innovation indicators –Results indicators –Output indicators –Other indicators

Ida Prosperi ALSO Project Manager Szeged, April Criteria and Indicators Lisbon Strategy Indicators –Regional competitiveness Indicators prepared by EUROSTAT, DG REGIO, STRINNOP, etc –EC evaluation criteria efficient, effective, impact, sustainable projects

Ida Prosperi ALSO Project Manager Szeged, April Indicators Results indicators –Results dimension of the ALSO Model Enablers Indicators –Cooperation –Project management –Resources dimensions of the ALSO Model

Ida Prosperi ALSO Project Manager Szeged, April Scoring Indicators 1 st step: relevance and availability of data for the indicator –Due to irrelevance of indicator or lack of information (NR & NA) 2 nd step: level of impact or achievement of the indicator (0-4)

Ida Prosperi ALSO Project Manager Szeged, April Scoring Indicators Due to lack of indicator for Guidelines: 2, 4, 6, 12, 22 Quantifying the indicators –e.g. “venture capital” or “private investment” lack of info => from amount to none-low-medium-high-very high

Ida Prosperi ALSO Project Manager Szeged, April Scoring Formula NR and NA scores –Indicators scored NR are not counted in the formula –Indicators scored NA are counted in the formula but with a different weight than the other scores Show formula in the Excel Sheet

Ida Prosperi ALSO Project Manager Szeged, April Scoring Dimension scores for –Project management –Cooperation –Resources Total score: 40% of results dimension + 20% of the sum of the other dimensions

Ida Prosperi ALSO Project Manager Szeged, April CRITERIA and INDICATORS Evaluation Framework, 4-dimensions –Results dimension 20 indicators –Cooperation dimension 20 indicators –Project management dimension 10 indicators –Resources dimension 10 indicators

Ida Prosperi ALSO Project Manager Szeged, April CRITERIA and INDICATORS Results dimension 1.Increased level of private investment 2.Contribution to renewable energy resources 3.Contribution to domestic expenditure on R&D 4.Level of science and technology graduates 5.Increased participation in lifelong learning 6.Increased level of business expenditure on R&D 7.Level of EPO high-tech patent applications 8.Increased level of venture capital 9.Contribution to job creation 10.Impact on job-loss prevention 11.Impact on establishing new companies 12.Creating “innovation &entrepreneurship culture” 13.Facilitating access to technology & service providers 14.Contribution to the creation of new products 15.Impact on number of start-ups 16.Private initiative within regional cluster 17.Public initiatives for networks & clusters 18.International networks created 19.Increased coherence of regional policies 20.Increased contacts at inter-regional level

Ida Prosperi ALSO Project Manager Szeged, April CRITERIA and INDICATORS Cooperation dimension 1.Percentage of partners with contacts before the project 2.Percentage of partners with experience of cooperation 3.Percentage of PPs previously working together 4.Number and quality of dissemination activities/outputs 5.Number of target group reached 6.Number of new cooperation agreements 7.Commitment to future cooperation 8.Number of policy-makers involved 9.Number of provisions for sustainability 10.Number of provisions for qualitative communication 11.Quality of internal communication tools 12.Level of commitment of all PPs 13.Clear and balanced responsibilities 14.Balanced involvement of all PPs 15. Degree of exchange of experience 16.Contribution to new methods/tools 17.Improving existing methods 18.N. of new policy instruments introduced 19.Acceptance of changes on regional level 20.Common approaches in regional policies

Ida Prosperi ALSO Project Manager Szeged, April CRITERIA and INDICATORS Project management dimension 1.Percentage of reports submitted in due time 2.Percentage of progress reports approved instantly 3.Clear management and co-ordination 4.Flexibility and problem solving ability 5.Shared and effective administration 6.Percentage of partners with INTERREG experience 7.Quality of SWOT analysis 8.Quality of project evaluation 9.N. of future contacts among the PPs 10.New international networks created

Ida Prosperi ALSO Project Manager Szeged, April CRITERIA and INDICATORS Resources dimension 1.Effective financial and accounting procedures 2.Number of seminars for financial management 3.Budget spent within agreed timetable 4.Absorption of the operation 5.Timely submission of financial claims 6.Co-financing from the regional authority 7.Participation of PPs in co-financing 8.Clearly defined resources 9.Costs for PPs clearly defined 10.Balanced N. of skilled staff

Ida Prosperi ALSO Project Manager Szeged, April Shaping the Assessment Model: introducing indicators Project level: cooperation dimension (examples) Coherence of the project consortium: % PPs with experience in the proposed topic for cooperation. Internal and external communication: Number and quality of dissemination activities/events/products/publications. Joint implementation: Clear and balanced distribution of tasks/responsibilities among PPs. Project level: project management (examples) Project management system and capacity: % of reports submitted in due time to JTS. Project management experience: % of partners with experience from INTERREG initiative. Joint development: Quality of SWOT analysis.

Ida Prosperi ALSO Project Manager Szeged, April Shaping the Assessment Model: introducing indicators Project level: resources dimension (examples)indicators Sound financial management: % of budget spent within agreed timetable. Joint financing: Clear definition of resources to be used for carrying out common activities. Joint staffing: Balanced N. of skilled staff people in relation to activities to implement. Project level: RESULTS Selection of regional indicators in relation to the Lisbon Pillars: -A more attractive place to invest and work-Knowledge & Innovation for growth -More and better jobs -Sustainable macro-economic foundation

Ida Prosperi ALSO Project Manager Szeged, April Selection of the best Practices Scoring of the indicators Measurement and ranking according to a technical furmula A set of best practices (in relation both to the dimensions and for a global score per strand)

Ida Prosperi ALSO Project Manager Szeged, April The best practices STRAND DIMENSION ABCThe best of 3 Strands Cooperation3+3 Educational Network (85) Isamap + Seagull DevERB (88,8) Perou (82,5) ISAMAP + Seagull DevERB Project Management3+3 Educational Network (70) SmartLIFE (77,5) ICT + Stiment (77,5) SmartLIFE+ ICT + Stiment Resources3+3 Educational Network (97,5) SmartLIFE (90) ICT (92,5) 3+3 Educatio nal Network ResultsGalileo (78,1) Seagull DevERB (89,1) Stiment (100) Stiment Total Score (all 4 dimensions and relative weight considered) 3+3 Educational Network Strand A - coordinator: SW Finland Seagull DevERB Strand B - coordinator: SVIM STIMENT Strand C - coordinator: Lorraine

Ida Prosperi ALSO Project Manager Szeged, April ASSESSMENT - SCALES EX-ANTEMID-TERM/EX-POST Score No evidence or only anecdotal evidence of an approach An approach is planned An approach is planned and the implementation is described An approach is planned the implementation is described and the monitoring system is set. An approach is planned the implementation is described and the monitoring system, including verifiable targets are set No results are measured Key results are measured and show negative trends Results show modest progress Results show substantial progress Excellent results are achieved and postitive comparisons to own targets are made Score Adapted from the Common Assessment Framework (CAF). EIPA, Oct

Ida Prosperi ALSO Project Manager Szeged, April Regional Framework Operation STIMENT ALSO GOOD PRACTICE

Ida Prosperi ALSO Project Manager Szeged, April Interreg IIIC project (the first RFO North zone project) Lead Partner –County Administrative Board of Västerbotten (Övre Norrland, SE). Partnership with –Regional Council of Lorraine (Lorraine, FR) –Regional Council of Häme (Etelä-Suomi,FI) –Marshal Office of the Wielkopolska Voivodeship (Wielkopolskie, PL) –Province of Brescia (Lombardia, IT) STIMENT case The five regions had co-operated bilaterally since the 1990’s and had already experience in European programmes (e.g. RIS+, INTERREG, EQUAL, TACIS, PHARE ) Success factor

Ida Prosperi ALSO Project Manager Szeged, April STIMENT case Duration –May 2003 – December 2006 (after three years of preparation). Global budget: –3,010,000€ including 1,660,000€ ERDF funding Application costs (in euros) Staff costs Administration costs External expertise Travel and accommodation Meetings and events Promotion costs Other Investments TOTAL Success factor

Ida Prosperi ALSO Project Manager Szeged, April Problem description (SWOT Analysis). –Structural changes after the 70’s meant the decline of the traditional economic sectors. –A weakness of entrepreneurial tradition. –A serious lack of entrepreneurs. –Brescia is a leading entrepreneurial region. –The main need is to stimulate entrepreneurship in the four regions as well as to identify new and innovative approaches in the case of Brescia. STIMENT case The Consortium agreed to focus on three thematic components. Economic Intelligencee-LearningLogistics and Locations Success factor

Ida Prosperi ALSO Project Manager Szeged, April Mission of STIMENT Overall objectives: “Develop long-term and strategic co-operation between regions in order to: –For them to take an active part in the process of European Integration, including the enlargement of the EU. –Provide a multi-dimensional and stable framework for co-operation between the regions and their regional actors. –Enhance entrepreneurial knowledge and skills by exchanging experiences and transferring tools, methods and policies. –Increase the international cooperation of the regions and actors in regional partnerships. –Give impetus to new innovative ideas and develop new methods and processes for programming/ implementation of Structural Funds programmes, as well as in relation to other EU and MS policies (e.g. eEurope action plan). –Basing co-operation on strong and fully-inclusive regional partnerships.” STIMENT case Success factor

Ida Prosperi ALSO Project Manager Szeged, April Three priority components to stimulate entrepreneurship: –Economic Intelligence to develop the traditional economic sector enterprises. A rational managing of enterprises and a greater use of new technology in order to shorten costs. –eLearning to increase the possibilities for the life long learning enterprises. Can contribute to allow people improving their knowledge and professional skill through the newest information, thanks to the instruments offered by the Information Technologies. –Logistics and Location to create better pre-conditions for entrepreneurship. New spatial, cross-sectorial approaches related to logistics and location (e.g. better transport infrastructures). STIMENT case Operation of STIMENT

Ida Prosperi ALSO Project Manager Szeged, April Subprojects - Triple Helix - ECOW - ICT Agents - PEROU - E-Learning Education Centre for SME - EKC - T2MT - SRlog - EU.LO.GISTICS STIMENT case Economic Intelligence E-learning Logistics and Locations Success factor 9 running operations with 57 participants involved

Ida Prosperi ALSO Project Manager Szeged, April TRIPLE HELIX To single out the best practises and the innovative operative methods that contribute to the growth of the SME, through the collaboration with researchers, a better dialogue with the financial operators and a greater involvement from the public sector. Lead part: Province of Brescia / Project budget: € / End date: April PEROU Is the Project for a European Open University. Proposes a partnership between five organisms from the partners regions to work together to stimulate entrepreneurship using their know-how and experiences in the field of e-learning. Lead part: Region of Lorraine / Project Budget: € / End date: June 2006 T2MT The project Territory Management Methods and Tools on logistics and locations aims to develop new management methods and tools for creating the best- preconditions possible for entrepreneurship in the concerned regions (Lorraine, Wielkopolska and Häme). Lead part: Region of Lorraine/ Project Budget: € / End date: March 2006 STIMENT case Success factor

Ida Prosperi ALSO Project Manager Szeged, April STIMENT case Elected representatives from the five regions Representatives from all participating regions Success factor

Ida Prosperi ALSO Project Manager Szeged, April A strong cooperation based delivery of project on many levels, exchange of best practices and a specific organizational structure; 2.High political involvement and leadership – high potential share of private funding (17% of the global budget); 3.Three themes that influence and boost regional competitiveness (in alignment with the Lisbon objectives). STIMENT Success Factors in a Nutshell

Ida Prosperi ALSO Project Manager Szeged, April Towards a “Smart local/regional administration” An integrated approach (“cooperative identity”), including a better definition of project objectives in relation to sustainability criteria (mid and long term). A “real” cooperative approach among the key stakeholders in the regions. Form early on, to identify and approach the right partners (RDA, chambers, SME associations, academic bodies etc.) To define responsibilities and requirements of the partners (e.g. budgetary issues, administrative standards). Political commitment from the start and throughout the project implementation is necessary. Resumé

Ida Prosperi ALSO Project Manager Szeged, April Opportunities for public sector through Public-Private- Partnership (PPP): – A way to offset public sector costs and functions – Some risks can be transferred to the private sector – The private sector often has sufficient capacity and instruments to successfully deliver project objectives – Carefully consider technical and administrative feasibility of PPP (“Don’t loose this experience”). The EU funding schemes (such as the RFO) are perhaps the only way for municipalities and regions to “really” co-operate trans- nationally and inter-regionally. The regional representatives/offices in Brussels are an ideal partner to support the building up of the interregional partnership, to give advise and to monitor the process (as a mediator or facilitator for instance). Resumé Towards a “Smart local/regional administration” Lisbon delivered!

Ida Prosperi ALSO Project Manager Szeged, April ALSO manual: looking for guiding principle The Manual is being printed by the partners and will be distributed soon. It is available at

Ida Prosperi ALSO Project Manager Szeged, April ALSO Application The Software

Ida Prosperi ALSO Project Manager Szeged, April The model includes 3 levels. These are described more in detail. The project level is the one to operate (putting in the data)

Ida Prosperi ALSO Project Manager Szeged, April FIRST LEVEL (LISBON STRATEGY) - OVERVIEW This box will always be there as a reminder

Ida Prosperi ALSO Project Manager Szeged, April SECOND LEVEL (ALSO FRAMEWORK) – OVERVIEW This box will always be there as a reminder

Ida Prosperi ALSO Project Manager Szeged, April THIRD LEVEL (PROJECT ASSESSMENT) – OVERVIEW This box will always be there as a reminder

Ida Prosperi ALSO Project Manager Szeged, April Conclusion: a new approach and a wide impact  A new approach (the ALSO Model) towards INTERREG proposals writing, projects evaluation and results dissemination is expected by the ALSO targets, with particular reference to the framework the Lisbon and Gothenburg strategies and the new European Territorial Cooperation Objective  A wide impact Direct Beneficiaries: The INTERREG Community: regional officials, regional planners, project managers The Policy Makers mainly regional and local level politicians Indirect beneficiaries: The civil society and the three INTERREG geographical area communities (“STRAND A” – North Europe, “STRAND B” – East Europe and “STRAND C” South and West Europe)

Ida Prosperi ALSO Project Manager Szeged, April Would you appreciate more information on the ALSO activities and results, do not hesitate to contact Marche Region and SVIM: Thank-you for listening!

Ida Prosperi ALSO Project Manager Szeged, April Q&A