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HORTICULTURAL EXPO – NADCHODZ CE WYSTAWY

EXPO 2022 FLORIADE ALMERE

KRAJ / POWIERZCHNIA / LICZBA GOSCI

Holandia / 60 ha / -

TEMAT / LICZBA UCZESTNIKÓW

Growing Green Cities - “Go Greener” TERMIN

28.04-23.10.2022

EXPO 2022 FLORIADE ALMERE

HORTICULTURAL EXPO – NADCHODZ CE WYSTAWY

EXPO 2019 BEIJING

KRAJ / POWIERZCHNIA / LICZBA GOSCI

Chiny / 503 ha / ~ 16 mln TEMAT / LICZBA UCZESTNIKÓW

Live Green, Live Better / -

TERMIN

29.04 – 07.10.2019

IGA 2017 Berlin

Międzynarodowa Wystawa Ogrodnicza (IGA) obyła się na terenie Ogrodów wiata i okolic w dzielnicy Marzahn i trwała od 13

kwietnia do 15 października 2017 roku.

Wykorzystuj c ukształtowanie terenu i niewielkie wzniesienie Kienberg, w Berlinie powstała pierwsza kolej linowa. Dwie stacje „w dolinie” i jedna na szczycie, 1,5-kilometrowa trasa i gondole na wysoko ci 25- 30 metrów pozwol na podziwianie terenów wystawy ogrodniczej z góry.

An overview of the

Peer Review Visit – TRIS Project June 14-15 2018

Valencia (Spain)

Year 2016 Region of

Valencia Spain

Surface (km2) 23.255 4,6%

Population 4.950.000 8,9%

GDP (M€) 104.632 9,4%

GDP/capita (€) 21.200 24.100

For those who don't know us very well...

We say that in population and

economically we aim to be (at least)

10% of Spain, 1% of EU.

Gross value added Employment

Agriculture Industry Construction

industry Services

Our economic structure has entered a process of change:

We are recovering

industrial power but

with job losses.

Specialisation: 5 top products exported -> 50% of exports

15%

Automobile vehicles

12%

Fruits & Vegetables 10%

Ceramic products 7,6%

Mechanical machinery 5%

Footwear

Exports by technological level of products

Medium-high technology Low technological range 37% 37%

Regional trade balance is positive

Talking about innovation

In 2020, the economy of the Region of Valencia will be fundamentally based on

advanced productive activities, based on both knowledge (bits) and

manufacturing (atoms), led by sustainable and cooperative companies,

which will add more value, and efficiently take advantage of the conditions of

our environment to achieve the common welfare and the life quality of

our citizens.

Vision

RIS3-REGION OF VALENCIA

Advanced materials

and nanotech.

Promotion of health and

efficient care system

Food production and industry

Habitat

Automotive and

mobility

Equipment goods

Advanced

manufact. technologies

ICT Biotech- nology

Micro and nano-

electronics

and environmental

technos.

Logistics

Personalised consumer

goods

TECHNOLOGICAL SPECIALISATION AREAS

Energy

AXES FOR

DEVELOPMENT

Tourism and quality

of life

INNOVATIVE PRODUCTS

ADVANCED MANUFACTURING

PROCESSES

AXIS 1 QUALITY OF LIFE

AXIS 2 INNOVATIVE PRODUCTS

AXIS 3 ADVANCED

MANU- FACTURING PROCESSES

SUSTAINABILITY AXIS

QUALITY OF LIFE


MATRIX FOR PRIORISATION

PO

LIC

Y: S

UST

AIN

AB

LE

MA

NA

GE

ME

NT

OF

TH

E

EN

VIR

ON

ME

NT

POLICY: QUALITY OF LIFE

Programme of S art

Tourist Desti atio s

Programme of S art

Health and Active Livi g

Programme of Mediterra- nean Quality Nutritio

POLICY: NEW OPPORTUNITIES INCUBATION

POLICY: NEW SUSTAINABLE INDUSTRY

Programme of Custo ized Products and Ha itats

Programme of Adva ed Manufacturing and New Industrial Syste s

POLICIES DEFINITION


POLICIES DEFINITION


SMART TOURIST DESTINATIONS

SMART HEALTH AND ACTIVE

LIVING

MEDITERRANEAN DIET & QUALITY

FOOD

SPORT PERSONAL

EXPERIENCE

QUALIMENT HEALTH

(BIO)

HEALTH

(ICT)

ADVANCED MANU-

FACTURING

CUSTOMIZED PRODUCTS AND ENVIRONMENTS

HOUSEHOLD

PRODUCTS

PRODUCTS FOR

PERSONAL USE

HABITAT SME 4.0

SUSTAINABLE

ENVIRONMENTAL

MANAGEMENT

ENVIRON-

MENT AND

CLIMATE

CIRCULAR

ECONOMY

MOBILITY LOGISTICS ENERGY

www.ris3cv.gva.es

@ris3cv

http://www.ris3cv.gva.es/

March 25th, 2019

Sports in la Comunidad Valenciana

Some Figures of CV

Population 4,941,509

Land 4941509 Km2

Inhabitants x Km2 213.45

0

10

20

30

40

50

60

Agricultural Industry Building Services Tourism

% PIB (9.6% Spain. 4th

region)

3 Provinces and 542 municipilaties

1,559,084 inhabitants in Valencia Area

Innovación al cuidado de la persona ©

Some Figures of SPORTS in CV

17.69

0.72

81.59

sports companies (3.613)

47% sports practice

4 (6) faculties of sports sciences

5 public & 3 private universities

15.000 sports facilities

3 million sports tourists


commerce industry services

• Aggregate turnover (not for services):

399,97 million euros (year 2016).

• Retail Aggregate turnover:

369,3 million euros (year 2016).

Introduction

– 1.- Sports facilities and territory

– 2.- Organized Sport

– 3.- Non-organized Sports and Physical Activity

– 4.- Sports as a socioeconomic driver

– 5.- Social Cohesion

IMPULSE BY GENERALITAT VALENCIANA (GVA - REGIONAL GOVERNMENT)

• Law os Sports and Physical Activity in 2011

• A new Regional Sports Strategic Plan is under development

• IBV is coordinating the work after winning the tender from the GVA

DATA ANALYSIS

• 5 Axes:


EXPERTS SWOT 4D H

PARTICIPATION


1.- Sports facilities and territory

34%

52%

Alacant Castelló

14%

València

private public

5.61

7.02 2.08

23.43

1.54 17.96

7.97

15.84

0.82

0.23

0.79

16.69

facilities Football

Frontenis

Indoor halls

Outdoor halls

Swimming pools indoor

Swimming pools outdoor

Tennis courts

Gyms

Atheltics

Golf

Padel

Other

1.- Sports facilities and territory

DA

FO

(SW

OT

An

aly

sis)

• • • • •

DEFICIENT EXPLOITATION OF EXISTING FACILITIES

DEFICIENT EXPLOITATION OF SCHOOL SPORTS FACILITIES

EXISTING FACILITIES NEED TO BE ADAPTED TO

NEW TECHNOLOGIES, STANDARDS, SPORTS,

… INADEQUATE MAINTENANCE

SPARSE POPULATION DENSITY

• • •

THE EXISTING FACILITIES

NATURE AND CLIMATE: More than 300

sunny days a year, 518 Km of oast li e,… FACILITIES IN URBAN SPACES


SPORTS FEDERATIONS 58

SPORTS CLUBS 6.405 (9,6% s/ESP)

SPORT PEOPLE (FEDERATED)

395.973 (10,5% s/ESP)

(80% H , 20% D)

SPORTS PEOPLE Nº TOTAL

GRASSRROOTS 121.793

UNIVERSITY

662

(19% s/ESP)

(55% F , 45% M)

2300 2720 2863 2892

3280 4000

3000

2000

1000

0

2014 2015 2016 2017 2018

Elite SPORTS

60% F

40% M

+29%


• GOOD HEALTH

• INCREASING PARTICIPATION

OF WOMEN

2.- Organized sport

DA

FO

(SW

OT

An

aly

sis)

• • • •

DEPENDENCE ON PUBLIC

FUNDING PROBLEMS FOR A DUAL

CAREER

BUBBLE OF SPORTS EVENTS

NEW WAYS OF ASSOCIATION: WHATSAPP

• • •

GRASSROOTS SPORTS, ELITE SPORTS, UNIVERSITY SPORTS

AUTOCTONOUS SPORTS

NEW SPORTS: X-SPORTS, EXERGAMES,…

2.- Organized sport

Valencia city: 21 running events till Dec 2019


3.- Non-Organized Sport and Physical Activity

free

70%

Clubs or

federation

24%

Type of sports practice At work or Faculty

6%

%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

2010

2015

2010

2015

S E R E J

MU

S E R B M O H

% people practising sports weakly

ME

N

AVERAGE 47%. IN THE AVERAGE OF SPAIN.

GOAL: 52% OF MORE DEVELOPED REGIONS

IN SPAIN

Running, Cycling, Outdoor.

+46%

WO

ME

N


3.- Non-Organized Sport and Physical Activity

DA

FO

(SW

OT

An

aly

sis)

• • • •

DRAMATIC REDUCTION OF PRACTICE AFTER SCHOOL

RISKS OF LACK OF CONTROL AND KNOWLEDGE IN FREE PRACTICE

AGING OF ATHLETES

LACK OF COORDINATION BETWEEN SPORTS

AND HEATH AUTHORITIES

• • • •

NATURE AND CLIMATE

R&d&I ECOSYSTEM: 4 FACULTIES OF SPORTS,

TECHNOLOGICAL CENTERS, 7

UNIVERSITIES,… RUNNING AND CYCLING

DYNAMISM AND ENTREPRENEURSHIP

AGE

% OF MARATHON

RUNNERS PER AGE

26% of

obesity in

childhood


4.- Socioeconomic driver

17.69 0.72

81.59

sports companies (3.613)


Sports Tourism (2016)

> 3,1 million of tourists practice

sports

400.000 tourist/ year attend to sports

events

13,178,702/

4,839,967


4.- Socioeconomic driver

DA

FO

(SW

OT

An

aly

sis)

• •

• •

LIMITED NO. OF PRIVATE INITIATIVE

LACK OF COORDINATION BETWEEN SPORTS AND

TOURISM AUTHORITIES

LACK OF SUPPORT POLICIES

PAST EXPERIENCE OF BIG-BIG EVENTS

• • • •

NATURE AND CLIMATE: TOURISM

POPULAR SPORTS EVENTS RIS3CV

PUBLIC-PRIVATE OPPORTUNITIES: PUBLIC

PROCUREMENT, SPONSORSHIP LAW,…


5.- Social cohesion

9720

1486

335

225

0 2000 4000 6000 8000 10000 12000

Clubs

Licencias

Clubs

Licencias

CO

LOM

BI-

CU

LTU

RA

P

ILO

TA

AUTOCTONOUS SPORTS

32% s/ESP

38% s/ESP

11% s/ESP

ADAPTED SPORTS

FEDERATIONS 5

CLUBS 43 (8,9% s/ESP)

SPORTS PEOPLE

1.002 (8,8% s/ESP)

(75% M , 25% F)


5.- Social cohesion

DA

FO (

SWO

T A

na

lysi

s)

• •

VIOLENCE, SEXISM, DOPING… ARE DAMAGING THE

SOCIAL IMAGE OF SPORTS

IMPROVE THE INCLUSION OF DISADVANTAGED GROUPS: FUNCTIONAL DIVERSITY, LOW-INCOME, RURAL AREAS,…

• • • • •

FAMILY SPORTS

SPORTS AND FUN, EMOTIONS

SPORTS EVENTS FOR EDUCATION IN VALUES

ERASMUS+ SPORTS

FEMENINE DIMENSION OF SPORTS


GENERAL ASPECTS

• LACK OF COORDINATION AND LEADERSHIP

3 ADMINISTRATIONS WITH COMPETENCES IN SPORTS:

• Regional

• Province (3 provinces)

• Local (542 municipalities)

DIFFERENT DEPARTMENTS WITH COMPETENCES

RELATED TO SPORTS:

• SPORTS

• TOURISM

• HEALTH

• EDUCATION…


GENERAL ASPECTS

• LACK OF FUNDING

0


5,000

10,000

15,000

25,000

20,000

30,000

2015 2016 2017 2018 2019

SPORTS BUDGET (M€)

CV is the 11th in Spain

€ X INHABITANT

NAVARRA 28,36

BALEARES 26,06

RIOJA 12

VALENCIA 5,58

SPAIN 7,5

JUAN ROIG SPORTS SPONSORSHIP PROGRAMME: 32 MILLION EURO

IN CONCLUSION

Innovación al cuidado de la persona

+

+

• HEALTH

• €

• SOCIAL

VALUES

ECOSYSTEM

–

–

CAOS

• THERE IS NOT A SECTOR

• SELFORGANIZATION CREATES

ISOLATED VALUE

SPORTAINEMENT

• SPORTS IS JUST SHOW

• PEOPLE USE PILLS AND NOT SPORTS

• THERE IS NOT A SECTOR

PARADIGM OF 4D H

SPORTATORSHIP

• SPORTS IS JUST SHOW

• PEOPLE USE PILLS AND NOT SPORTS

• MEDALS

• THE SECTOR IS RULED BY THE GOVERNMENT

VLC d .

• Sports and physical activity are in the

center of the society and people lives

• Anyone looks at Valencia when thinking

about sports and physical activity

ibv.org

The city where sports lives (video)

Main data

• Flat Topography

• Mediterranean Climate

• “Cold Drop”

1965

1971

River bed is ours and we want it green

Ricardo Bofill Project 1981

https://www.youtube.com/watch?v=V5Z4VwPrgcE

5k circuit (video)

http://www.youtube.com/watch?v=V5Z4VwPrgcE





Steve Jobs

Thank you very much for your attention

Heikki Hannola Principal Lecturer Lapland University of Applied Sciences/Sport and Leisure Kristiina Jokelainen Director, International relations and S3 Implementation Regional Council of Lapland

Arctic Sport Ecosystem of Lapland and Good Practise

25-27 March 2019, Inno4Sports - 1st IE&KCS meeting

Large part of tourism is activity

based

– Sport tourism

Arctic Sport - Strategies, plans & programmes supporting sport industry

Lapla d’s sport strategy

Goals:

•Increasing sense of community, rising awareness, pooling of expertise & knowledge

•Vitality through sport

•Stregthening the skills in competitive and top sports

RIS3 –strategy (2018)

•Strong knowledge and expertise in the field of sport business and physical education research, especially in Sport tourism – emerging sector

Generating a pipeline with other dedicated regions for new business investement projects in sports

•Currently Lapland leading 1/5 project iniatives :ClusSport Business Alliance (Erasmus+)

Lapland Agreement’ (Regional Strategy)

Sub-proramme theLapla d’s wellbeing programme 2025 (published 2019)

Population aging and declining

Lappish have become more passive

with their lifestyles despite of the

traditions

Idicators

(youth)

National

level

Lapland

Physical endurance at good

level among 5. & 8. graders

29,5%

32 %

28,5% 22 %

At max 1h/wk heavy

excercise among 8. & 9,

graders

At least an 1hr/day heavy

excercise among 4. & 5.

graders

23,7%

45,1%

25,6% 44,1%

At max 1h/wk heavy

excercise among high school

students 1.& 2.graders

22,5%

38,9%

23,2% 36,3%

Common ecosystem greats the breeding ground

Lapland University Consortium:

University of Lapland

University of Applied Sciences

*School of Sports and Leisure

Santasport – The Sport insitute of Lapland

*Different vocational degrees in Sports

*Lapland Sport Academy

Peräpohjola Institute

*basic courses on instructing sports

Lapla d s Sports Federation

*Different types of trainings, support and activities in sport to different sectors

Members of the federation:

108 Sport Clubs

9 Sport & District associations

15 Municipalities

2 Educational Institutions

Regional Council of Lapland

Educational institutions and other Sport related organisations

Venues

Skiing resorts with diff winter

Sports (8)

The Ounasvaara Ecosystem,

Rovaniemi with multiple facilities

Different indoor and outdoor activity parks

Public sport facilities (sports halls, ice rinks, football fields

etc.)

Events

6/2019

Power Cup

(Wo ld’s biggest junior volleyball tournament)

Jukola Orienteering event 2020

Reindeer Cup (Annual)

FIS World Cup, Levi

(Annual)

Arctic Lapland Rally

(Annual)

Arctic Challenge

Winter & Summer

(Annual)

Arctic Sport regional seminar 18.5.2019

(1st of Annual events)

Quadruple Helix:

Living lab thinking incorporated to many

projects. Living Lab test bed in Ounasvaara ->

Implementation of ICT and technology.

Specialised lab for winter sports. User

experiences retrieved from the environment.

Findings of the SWOT ANALYSIS

Strengths Weaknesses

1. Ounasvaara Ecosystem in Rovaniemi, - Sport Innovation Hub

2. Sport – Tourism ecosystem

3. Good education and cooperation at multiple levels

4. Lapland’s sport federation with its’ network

5. Expertise in winter sports

6. Easy to practice and do sports within city and municipality

limits

1. Seasonality

2. Innovations develop slowly

3. Lack of cooperation

4. Lack strategical leadership in sports from national level

5. Lack of resources – human & financial

6. Fragmented educational systems

7. Lack of knowledge in sports coaching

Opportunities Threats

1. Lapland is attractive tourism destination

2. China is interested about Arctic Sport knowhow

3. Winter sport training conditions

4. Climate change

5. Sport events

6. ICT knowledge and E-sports

1. Emission policy effecting traveling

2. Expensive travelling

3. Continuing lack of knowledge in sports coaching also in the

future

4. Climate change - Challenging conditions,

5. International competition

Sports Economics

Infrastructure

Lappset Group – playground and outdoor sport

equipment

BRP Finland – Snowmobile

manufacturer

Skiing Resorts:

Levi, Pyhätunturi,

Suomutunturi…

Companies

Santasport Finland –

Sports and other related

services

Gyms and

activity parks

Nature Based sport

companies

Marketing

SantaSport webpages (being

renewed)

Lapland Sport Federation

webpages and social media

channels

Arctic Sport – webpages being

constructed under the Arctic

Smartness pages

Co-marketing with Lapland

Tourism: Visit Rovaniemi etc.

Cross-sectoral cooperation

Sport

Life long learning Educational institutions

Tourism

Sport Federations

Design & technology

Veikkaus Ltd. State owned gaming company

1B€ yearly profit for common good

150 M € allocated to sports by Ministry of education and Regional State Administrative

Agencies (AVI)

~1,6M€ for sports clubs and municipalities in Lapland

+ National level activities (science, top sports..)

Best practise- Dual Career

Erasmus+

Picture sources: the projects mentioned, EU

Guidelines on Dual Careers of Athletes, 2013 EC

Athletic Migration: Dual Career and Qualifications in Sport

• Purpose: to recognize the working life competences of sports (generic competences) • To make sports skills and

competences recognized in higher education

Picture sources: the projects mentioned, EU Guidelines on

Dual Careers of Athletes, 2013 EC

INTECS

NETWORK

Best Practise - Winter sport cluster of Sister Cities: Rovaniemi & Harbin-China

Chinese Ministry of Sports

Cities of Beijing Olympic sites

Local businesses in both Cities

Project smedia

Thank you!

Questions welcome

Project smedia

Sport in Tourism in Lapland

Dr Eila Linna

Senior Specialist, Lapland University of Applied Sciences

[email protected]

25-27 March, 2019 - Inno4Sports, 1st IE&KCS meeting

Lapland - on top of the world

Pillar Industries in Lapland

“Sport Tourism or Tourism Sport” Services and product for tourists Tourism trends for active lifestyle Cycling, hiking, skiing etc. Sport events Challenge: how to get sport services available and visible for tourists Cooperation with tourism marketing and marketing organisations

Sport activities are driving force for the lapland tourism

industry to grow

International Smart Specialisation supporting

Clusters enabling the sustainable growth

Tourism Ecosystem in Lapland

InnoSup Initiative - INNOVATIVE WELL-BEING PRODUCTS AND SERVICES FROM TOURISM AND SPORTS FOR THE PROMOTION OF HEALTHY LIFESTYLES

Developing a cross-sectoral (tourism, sport, lifestyle) value chain facilitated by digital technologies

Bringing together European SMEs who are supporting the design and scale up of new and innovative well-being products and/or services

Responding to Europe´s market, employment and societal challenges Supporting the competitiveness and performance of associated value chain actors Offering the vouchers for enterprises:

• Business development • Innovation and technology support • Specialised consulting and mentoring services

S3-clusters (tourism and sport, enterprises), development organisations, academia, technology development organisations, enablers and facilitators (12 partners)

Finland, Italy, Spain, Belgium

Tourism Culture

Gastronomy

Sports

Physical Activity

DIGITAL ENABLING TECHNOLOGIES

NEW INNOVATIVE SERVICES & BUSINESS MODELS

Living

labs

Tourism

agencies

NEW, INNOVATIVE WELL-BEING PRODUCTS &

SERVICES

Project smedia

Thank you!

Questions welcome

Piotr Wiackiewicz

Thematic Coordinator – Verde Foundation, PL

[email protected]

Sports industry clusters in Lodz and the Lodzkie region

27 March 2019, 2019 Valencia IE & KCS, Inno4Sports

Introduction

Lodzkie Region – in the centre of Poland, in the centre of Europe

CURRENT SITUATION

Verde Foundation is managing the Cluster of Innovative Sport and Recreational Surfaces, which is a sector-specific organization of SMEs and institutes located mainly in the Lodzkie region, in the sport infrastructure sector.

The cluster supports its members in testing equipment, networking activities and promotes business.

It works with the economic, financial, and scientific sector, research institutes, schools, training centres, lawyers, consulting companies and other organizations dealing with education, culture, new technologies, innovation, local and regional development.

VERDE promotes interregional cooperation, works on linking the cluster members to share knowledge and experience, develops a common strategy, creates and implements projects consistent with the goals of the foundation.

PROBLEMS / CHALLENGES

1. VERDE as the only sports cluster in the region

2. No data on sports-related economy

(production, distribution)

3. Poor industry representation - how to

reach to SMEs not directly involved in sport???

4. Poor funding: funding clusters was one of the

priorities under the previous EU budget

5. but... no follow-up!

FURTHER PLANS

ISSUES:

Project smedia

Thank you!

Questions welcome

Rene Wijlens, Marc van der Zande

Projectleader, Thematic Coordinator

[email protected]

[email protected]

Regional State-of-affairs and Good Practices in South Netherlands

25-27 March, 2019 1st IE&KCS meeting- Inno4Sports

mailto:[email protected]


Summary figures and basic data

4 million inhabitants

66% average sport participation (4 times a week)

Fitness, swimming walking, running,

soccer.

growing popularity of sports like urban sports

1.2 M club memberships

5060 sports clubs 1000+ top athletes

and talents

Technology and innovation area 3 provinces 1 S3 Strategy

Sport characteristics

4,9 % econ. growth

4 million inhabitants

Brainport economical and technical hotspot


National program on Sportinnovator with accents in

South Netherlands

Regional Sports agenda 2016-2019 with innovation topic

RIS3 focuses on innovation for social issues, but innovation for sports and vitality is not a fixed

topic`

````

Sport innovation cluster since 2012

100+ Participants

Turnover innovation projects

€ 4.628.638 in 2017

€ 16.000.000 between``````` 2012-

2017

````

>30 startups

80% sports and vitaliteit

20% sports performance

Regional strong emphasis on marketing and branding; way of working is different for each subregion and city. Events are an important aspect of the marketing

Province of Noord Brabant funds Brabant Sport and their event agenda for branding the region (attraction companies and professionals to region) and stimulation

healthy lifestyle

Province of Noord Brabant/Brabant Sport: Impact of events are estimated to be between 15 and 20 M€ (2016-2019); contributing positively to image. (>80%)

Insufficient data is available based on regional statistics

STRATEGY CLUSTER

MARKETING INNOVATION FOR SPORTS AND VITALITY

SPORT ECONOMICS

HELPFUL HARMFUL

INT

ER

NA

L O

RIG

IN

STRENGTHS WEAKNESSES

Open innovation cluster with committed stake holders;

Track record in innovation: 100+ SME: 16 M€ innovation projects

Good cross-sectorial collaboration and international network

Strong link to excellent technology base in Brainport (cooperative attitude in Q-helix)

and sport base in Brabant Sport

Link between components (research, Innovation and value creation) in innovation needs to be

stronger

Access of SME to knowledge of large knowledge institutes is insufficient

No long term innovation policy in sports and sports; public private business cases

Small staff base in cluster

EX

TE

RN

AL

OR

IGIN

OPPORTUNITIES THREATS

Momentum of stakeholders to strengthen the theme

Sports and vitality is gaining position as sector of importance in public and private

sector in the region

Regional Excellences on innovation for sports and vitality are recognized at National

level

Growing awareness of EU: INNO4SPORTS and ClusSport cooperation

Short term policies (elections, politics); sports and vitality not seen as a key market (events, hobby

and fun)

Sports and vitality seen as healthcare

Uncertain long term financial basis

Lack of innovation and investment funding for sports and vitality


GOOD PRACTICES Change of chapter, or section of the document

Profit project

Development the concept of fieldlab for sport van vitality for stimulation of vital cities A FieldLab is a research and

development location in a real-life setting where citizens engage in sports & play activities and where businesses can test their product prototypes.

Introduce in different cities Operate Monitor and evaluate

https://www.fieldlabs.eu/profit-project/

Link innovative solutions with societal challenges on vitality

create societal, economical impact

Strengthen the innovation ecosystem

Data as driver for innovation, business creation

innovation approach

business design (acceleration program)

Project smedia

Thank you!

Questions welcome

Summary figures and basic data for open innovaiton Cluster Sports &Technology

€ 3,043,810

€ 9,214,851

in M€ totaal

Subsidie Eigen bijdrage

Investments from SME in cluster

Turnover innovation projects

€ 4.628.638 in 2017

€ 16.000.000 between 2012-2017

80% sports and vitaliteit

20% sports performance

Actors in collaborations in 2017

Knowledge

Business Goverrnent

Living labs

Piotr Wiackiewicz

Thematic Coordinator

[email protected]

Regional State-of-affairs and Good Practices in the Lodzkie region



Upcoming societal change: amatour sport is booming

How often do you uptake physical activity? 2011-2018: increase by 30%

58% participation among 60+

urban sports, swimming, volleyball,

Football, Rugby

growing popularity of niche sports

Importance of membership cards

924 sports clubs 62,719 exercising

sportsmen

Functional areas of river valleys: Pilica

(east), Bzura (northeast) and Warta

(southwest) – canoeing, deep

forests, hiking, cycling

The Ka ie ska Mountain (386 m – highest hill of the region) – ski and

winter sports resort

Spała - Olympic Preparation Center

Uniejów - landscape park and geothermal

waters

T R

E N

D S

Tourist attracions


is no explicit sport

strategy (region /

city)

RIS3 does not directly

refer to sport

STRATEGIES Current

strategies are from early

2010s

Sport is not considered

as a separate

development factor

(industry / tourism)

Sport mentioned as o e of pu li

se i es

VERDE as the only

sport cluster of the region

no cluster funding by the public

CLUSTERS q-helix looks pretty poor

low representati

on of the civil society agents and the industry

co-operation between

industry and R&D is modest

well-developped network of sport venues

network of artificial grass soccer pitches called Orliki fa ilities

infrastructure for amateurs is still lagging behind

INFRASTRUCTURE

Lodz since mid- ’s i ple e ts a st ateg to p o ote the it a d the egio th ough big sports events

•World Championship in Men Volleyball 2014

•European Championship in Women Volleyball 2019

•European Championship in Men Basketball 2009

•World Cup U20 (men) 2019

•EUSA Games 2022

•EXPO Horticultural 2024

u i ue fo ula of spo ts fi a i g: it is ased ot o i je ti g o e i to dail lu s’ operations, but rather into usage of municipal sports facilities (stadiums, courts, halls)

the regional government is supporting amateurs (not commercial events)

MARKETING

SPORT ECONOMICS / SPORT INNOVATION No data is available based on regional statistics: sport is not

counted by the National Statistical Bureau as a separate

branch of economy


HELPFUL HARMFUL

INT

ER

NA

L O

RIG

IN

STRENGTHS WEAKNESSES

- strong basis of clubs – both professional flagships, proving high public

participation, as well as amateur

- Strong public funding for infrastructure combined with innovative policy

towards financing clubs (no direct cash injections)

- IT start-ups potential: occasion to create a wider environment linking sport and

new technologies

- lack of regional / local policy in the field of sport

- even in the existing documents, the public policy does not follow the on-going

social change

- poor finances of many amateur clubs

- still poor infrastructure in rural areas, despite recent investments

- amateur sport is disconnected from education system

EX

TE

RN

AL

OR

IGIN

OPPORTUNITIES THREATS

- many sport events planned in near future – sport as an important part of

regional / local branding

- sport is growing as a distinctive feature of the region

- growing awareness of wider public about advantages of healthy lifestyle

- no stable longterm financing system for the stakeholders

- short-term management perspective, mostly on the regional level

- few tangible tools at the regional level to upgrade the position of sport

The Lodzkie Horse Trail

My friend – sports lesson

Project smedia

Thank you!

Questions welcome

Name

Role in the project

E-mail address

Regional State-of-affairs and Good Practices in Comunidad Valenciana



FIGURES

Population 4941509

Land 4941509 Km2


0

10

20

30

40

50

60


% PIB (9.6% Spain. 4th region)

SPORTS FIGURES

47% Sports practice


1559084 inhabitants in Valencia Area

17.69 0.72

81.59

sports companies (3613)


4 faculties of sports ciences

5 Public & 3 private universities

15000 sports facilities


Aggregate turnover (not for services): 399,97 million euros (2016)


Entrepreneurship and creativity

R & D & I ecosystem

Regional assets such as climate, culture, gastronomy, facilities and events

Experience and Solvency in the organization of major sporting events such as the Marathon of Valencia or the motorcycling GP of the CV

Possibility of exploiting water activities and mountain activities

Great variety of sports practices

S

W Findings of the SWOT ANALYSIS

LACK OF COORDINATION AND LEADERSHIP

ATOMIZED, NON-STRUCTURED SECTOR

LACK OF FUNDING

LACK OF PRIVATE AND VENTURE CAPITAL

3 ADMINISTRATIONS WITH COMPETENCES IN

SPORTS:

• Regional



DIFFERENT DEPARTMENTS WITH

COMPETENCES RELATED TO SPORTS:

• SPORTS

• TOURISM

• HEALTH

• EDUCATION…

€ X INHABITANT

NAVARRA 28,36

BALEARES 26,06

RIOJA 12

VALENCIA 5,58

SPAIN 7,5


Cross overs: sports-tourism, sports-medicine. Positioning of the CV as an ideal

area for practicing outdoor, sportswater activities and mountain activities.

The creation of the Comunidad Valenciana brand associated with sport

Inclusion of the elderly in the world of sports (active aging of the population)

Take advantage of the impact of sporting events that are held for the application

of innovative solutions.

Senior sportpeople

Take advantage of the current moment of irruption of new technologies:

Artificial Intelligence, 5G, new materials, printing of intelligent inks to create

value solutions and position the CV

Wide community of foreign residents (especially central and northern Europe)

with education towards sports practice

O


AGE

% OF MARATHON RUNNERS PER AGE


Sports consumption trends are led by large manufacturers and distributors

Rapid changes in emerging technologies make it difficult for developers to keep up with the

technological pace

Increase in sedentary lifestyle for part of young people due to the lack of balance between

videogame and physical activity

Minority sports do not have the resources to progress through the application of

technology (technological gap)

Deterioration of existing sports facilities due to lack of adequate maintenance

Impediments for the development of beach activities

Exploitation of sports activities under professionals who are poorly or incorrectly qualified

T

26% of obesity in

infancy

LabEsports

Support to sport and cultural activities with international tourism impact by the Valencia Regional Government

• There were not cross-sectorial public financing activities in the

Valencia Region to boost and develop sports and cultural activities of

international impact to generate tourist flows to our region.

• It will help to boost the sport sector, considering manufacturing of

goods and services activities.

• Encourage the development of sports and cultural activities with

international impact in the Valencia Region, and assist the generation

of tourism flows to our destination, also contributing to the creation

of unique tourism product and the positioning of our destination in

the international markets.

Budget of €650,000

Applicants: Sport federations, foundations, associations and companies that organize sports and cultural

activities related to tourism that are based on the Valencia Region.

Turisme Comunitat Valenciana.

Project smedia

Thank you!

Questions welcome

Name

Role in the project

E-mail address

Regional State-of-affairs and Good Practices in Comunidad Valenciana



FIGURES

Population 4941509

Land 4941509 Km2


0

10

20

30

40

50

60


% PIB (9.6% Spain. 4th region)

SPORTS FIGURES

47% Sports practice


1559084 inhabitants in Valencia Area

17.69 0.72

81.59

sports companies (3613)


4 faculties of sports ciences

5 Public & 3 private universities

15000 sports facilities


Aggregate turnover (not for services): 399,97 million euros (2016)


Entrepreneurship and creativity

R & D & I ecosystem

Regional assets such as climate, culture, gastronomy, facilities and events

Experience and Solvency in the organization of major sporting events such as the Marathon of Valencia or the motorcycling GP of the CV

Possibility of exploiting water activities and mountain activities

Great variety of sports practices

S

W Findings of the SWOT ANALYSIS

LACK OF COORDINATION AND LEADERSHIP

ATOMIZED, NON-STRUCTURED SECTOR

LACK OF FUNDING

LACK OF PRIVATE AND VENTURE CAPITAL

3 ADMINISTRATIONS WITH COMPETENCES IN

SPORTS:

• Regional



DIFFERENT DEPARTMENTS WITH

COMPETENCES RELATED TO SPORTS:

• SPORTS

• TOURISM

• HEALTH

• EDUCATION…

€ X INHABITANT

NAVARRA 28,36

BALEARES 26,06

RIOJA 12

VALENCIA 5,58

SPAIN 7,5


Cross overs: sports-tourism, sports-medicine. Positioning of the CV as an ideal

area for practicing outdoor, sportswater activities and mountain activities.

The creation of the Comunidad Valenciana brand associated with sport

Inclusion of the elderly in the world of sports (active aging of the population)

Take advantage of the impact of sporting events that are held for the application

of innovative solutions.

Senior sportpeople

Take advantage of the current moment of irruption of new technologies:

Artificial Intelligence, 5G, new materials, printing of intelligent inks to create

value solutions and position the CV

Wide community of foreign residents (especially central and northern Europe)

with education towards sports practice

O


AGE

% OF MARATHON RUNNERS PER AGE


Sports consumption trends are led by large manufacturers and distributors

Rapid changes in emerging technologies make it difficult for developers to keep up with the

technological pace

Increase in sedentary lifestyle for part of young people due to the lack of balance between

videogame and physical activity

Minority sports do not have the resources to progress through the application of

technology (technological gap)

Deterioration of existing sports facilities due to lack of adequate maintenance

Impediments for the development of beach activities

Exploitation of sports activities under professionals who are poorly or incorrectly qualified

T

26% of obesity in

infancy

LabEsports

Support to sport and cultural activities with international tourism impact by the Valencia Regional Government

• There were not cross-sectorial public financing activities in the

Valencia Region to boost and develop sports and cultural activities of

international impact to generate tourist flows to our region.

• It will help to boost the sport sector, considering manufacturing of

goods and services activities.

• Encourage the development of sports and cultural activities with

international impact in the Valencia Region, and assist the generation

of tourism flows to our destination, also contributing to the creation

of unique tourism product and the positioning of our destination in

the international markets.

Budget of €650,000

Applicants: Sport federations, foundations, associations and companies that organize sports and cultural

activities related to tourism that are based on the Valencia Region.

Turisme Comunitat Valenciana.

Project smedia

Thank you!

Questions welcome

Kristiina Jokelainen & Heikki Hannola Director of International Relations and S3 Implementation & Thematic Coordinator

[email protected] & [email protected]

Regional State-of-affairs and Good Practices in Lapland




Large part of tourism is activity

based

– Sport tourism

Arctic Sport - Strategies, plans & programmes supporting sport industry

Lapla d’s sport strategy

Goals:

•Increasing sense of community, rising awareness, pooling of expertise & knowledge

•Vitality through sport

•Stregthening the skills in competitive and top sports

RIS3 –Lapland an Arctic & international highflyer strategy (2018)

•Sports noted as one of the rising industries -> Strong knowledge and expertise in the field of sport business and physical education research, especially in Sport tourism – Significant potentials in Lapland in regards to sports.

S3 Partnership -Clussport

•Generating a pipeline with other dedicated regions for new business investement projects in sports

•Currently Lapland leading 1/5 project iniatives :ClusSport Business Alliance (Erasmus+)

Lapland Agreement’ (Regional Strategy)

Sub-proramme theLapla d’s wellbeing programme 2025 (published 2019)

Population aging and declining

Indicators show that Lappish people

have become more passive with their

lifestyles, the amount of sport

activities they do have declined

Idicators

(youth)

National

level

Lapland

Physical endurance at good

level among 5. & 8. graders

29,5%

32 %

28,5% 22 %

At max 1h/wk heavy

excercise among 8. & 9,

graders

At least an 1hr/day heavy

excercise among 4. & 5.

graders

23,7%

45,1%

25,6% 44,1%

At max 1h/wk heavy

excercise among high school

students 1.& 2.graders

22,5%

38,9%

23,2% 36,3%

Lapland University Consortium:

University of Lapland

University of Applied Sciences

*School of Sports and Leisure

Santasport – The Sport insitute of Lapland

*Different vocational degrees in Sports

*Lapland Sport Academy

Peräpohjola Institute

*basic courses on instructing sports

Lapla d s Sports Federation

*Different types of trainings, support and activities in sport to different sectors

Members of the federation:

108 Sport Clubs

9 Sport & District associations

15 Municipalities

2 Educational Institutions


Educational institutions and other Sport related organisations Venues

Skiing resorts with diff winter

Sports (8)

The Ounasvaara Ecosystem,

Rovaniemi with multiple facilities

Different indoor and outdoor activity parks

Public sport facilities (sports halls, ice rinks, football fields

etc.)

Events

6/2019

Power Cup

(Wo ld’s biggest junior volleyball tournament)

Jukola Orienteering event 2020

Reindeer Cup (Annual)

FIS World Cup, Levi

(Annual)

Arctic Lapland Rally

(Annual)

Arctic Challenge

Winter & Summer

(Annual)

Arctic Sport regional seminar 18.5.2019

(1st of Annual events)

Quadruple Helix:

Living lab thinking incorporated to many

projects. Living Lab test bed in Ounasvaara ->

Implementation of ICT and technology.

Specialised lab for winter sports. User

experiences retrieved from the environment.

Sports Economics

Infrastructure

Lappset Group – playground and outdoor sport

equipment manufacturer

BRP Finland – Snowmobile

manufacturer

Skiing Resorts:

Oy Levi Ski Resort,

Pyhätunturi, Suomutunturi…

Companies

Santasport Finland – Sports

and other related services such as event organisation

Gyms and

activity parks

Nature Based sport

companies

Marketing

SantaSport webpages (being

renewed)

Lapland Sport Federation

webpages and social media

channels

Arctic Sport – webpages being

constructed under the Arctic

Smartness pages

Co-marketing with Lapland

Tourism: Visit Rovaniemi etc.

Cross-sectoral cooperation

Sport

Life long learning Educational institutions

Tourism

Sport Federations

Design & technology

Veikkaus Ltd. State owned gaming company

1B€ yearly profit for common good

150 M € allocated to sports by Ministry of education and Regional State Administrative Agencies (AVI)

~1,6M€ for sports clubs and municipalities in Lapland (construction of sport facilities etc.)

+ National level activities (science, top sports..)


Strengths Weaknesses

1. Nature,

2. Ounasvaara Ecosystem in Rovaniemi,

3. Sport – Tourism ecosystem,

4. Good education and cooperation at multiple levels,

5. Lapland’s sport federation with its’ network, 6. Expertise in winter sports,

7. Easy to practice and do sports within city and municipality

limits (compact infrastructures in sports),

8. Challenging conditions

1. Seasonality and the cost of travelling

2. Innovations develop slowly,

3. Challenging conditions,

4. Lack of cooperation,

5. Resources (money & humans)

6. Lack strategical leadership in sports from national level

7. The Sport Federations Support

8. Scattered educational systems

9. Lack of knowledge in sports coaching

Opportunities Threats

1. Nature,

2. Tourism,

3. China,

4. Wide knowledge base in sports

5. Exporting education,

6. Conditions,

7. Sport events,

8. ICT knowledge and E-sports,

9. Climate change

1. Emission policy effecting traveling

2. Continuing lack of knowledge in sports coaching also in the

future

3. Climate change

Dual Career

Pictures: Lapland UAS

Winter sport cluster of Sister Cities: Rovaniemi & Harbin-China

Chinese Ministry of Sports

Cities of Beijing Olympic sites

Local businesses in both Cities

Project smedia

Thank you!

Questions welcome

Valeria Szabo

Project Manager

[email protected]

Regional State-of-Affairs and Good Practices in Hajdú-Bihar county, Hungary


Population: 530 000

Hajdú-Bihar

county

1 Sport Cluster (31 members)

130 sport related

organizations

30 major sport

events organized

50 000 people do

sports regularly


University of Debrecen

• 200 courses

• 27 PE teachers

Be Strong outdoor gym

• Local invention

• 300 gyms installed in Hungary

Professional teams in HB

• ‚LOKI – Football team 1st division

• Futsal team

Competitive sports/professional

sport/leisure sports – 73% of financial support is public

moneys

No S3 at regional level

Sport strategy of UD & city


- Existing sport strategy of University of Debrecen - Strong academic background/ support - Strong sport cluster operates in the region - Good infrastucture

- No regional sport strategy for industry

- Cooperation is not coordinated at regional level

- Form of a cluster has no long tradition (mainly “grant based” operation)

-Tenders are available for developments (OPs) - University has a wide range of international relations - Universtiy offers - More and more high quality sport infrastructures are being built

- Competitive sport, leisure sport and professional (business) sport are financed by public moneys - There is no tradition in cooperation between academic and business sector - Supporting branch of sport based on individual decision (financed by public money or by corporate tax allowance), there is no normative support

S

T O

W

GOOD PRACTICES

1. Football University of Debrecen 2. Sports Diagnostics, Lifestyle, and Therapy Center

Debrecen’s Football University

Sports Diagnostics, Lifestyle, and Therapy Center

Project smedia

Thank you!

Questions welcome

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

30

Valencia IE

& KCS

25.-27.3.

Eindhoven: IE

& KCS

11-13.6.2019

Lapland: IE & KCS

September 2019

Poland: IE

& KCS

January

2020

MAR APR MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUNE JULY AUG SEPT OCT NOV

= Local synergy session / Development of action plan

Bridge

Meeting

Netherlands

First version

ready and

presented in

Poland work

shop

Final Action

Plans ready

SUB

MIT

TIN

G O

F TH

E A

CTI

ON

PLA

N

Staff Exhange weeks

= Interregional learning / Content for action plan

= Local stakeholder meeting / Development of action plan = Staff exchange / Content of action plan

Drafting of 1st. version

ACTIVE LEARNING – GATHERING KNOWLEDGE DEFINING THE ACTIONS TO BE TAKEN BASED ON THE LESSONS

LEARNT

TIMELINE OF THE ACTION PLAN DEVELOPMENT

Semester 2 Semester 3 Semester 4 Semester 5

Foundation of Action Plans (1) The Action Plan is the number 1 deliverable from the phase 1 in the project

Foundation for the action plans are the lessons learnt and the good practices from the partner regions = Figuring

out what lessons and GPs inspired the actions in your region and HOW you will implement them?

Make sure to use all sources of information for developing actions (i.e. site visits etc.)

Inspiration from within your own region or stakeholder group is not enough – Not what the IE funding is

for!

The action plan must link with the policy instrument addressed in the project

It should propose actions in relation to improving innovation delivery policies (objective 1.2. of our project)

It is not a strategic plan!! It needs be a plan of concrete, precise and clearly defined actions

Foundation of Action Plans (2) Practicality is the KEY!

Small is beautiful – Limit the actions to 1-2 (sub actions under main

actions possible of course)

Include actions possibly started already in phase 1

Refer to other relevant policy instruments if needed

Ideal is that the funding for the actions comes from the policy

instrument you are trying to influence in the project

Keep the regional authority involved throughout the process!

1) BASELINE SITUATION IN YOUR REGION 1.1. Main features and envisaged improvement of the policy instrument based on the application form section B.2. The Action Plan aims to impact: Investment for Growth and Jobs programme European Territorial Cooperation programme X Other regional development policy instrument Name of the policy instrument(s) addressed: Lapland’s Arctic Specialisation Programme (RIS3) Further details on the policy context and the way the action plan should contribute to improve the policy instrument: In Lapland's RIS3, sport is seen as one of the emerging industries having impact on the development of the Arctic recreational environments. It also plays an important role in generating multi-sectoral innovations. The upcoming revision of Lapland's RIS3 foresees to focus on fostering ecosystem and cluster development as engines of innovation for the emerging industries, which has a notable impact on the future of Lapland’s regional development. Sports industry has been recognized as growing emerging industry in Lapland. The proposed improvements will mainly fall into the category of Type 3, as RIS 3 will structurally be reconsidered in order to include the promotion of eco-system building and Sports as a thematic priority with cross-sectoral relevance. -> Done! Sports is included in the revision of RIS3 made in 2018 Type 1 improvements (on the level of project generation) are also topical for Lapland’s RIS3 improvement: with the sport sector being more articulated in the RIS3, relevant projects are to be generated, e.g. aiming at strong and vital living lab environment – with financing from the regional ERDF funding. In Lapland, the practical implementation of the RIS3 focuses on bringing in the crosscutting intervention, which will stimulate finding the interfaces where cross-fertilisation appears and innovations will be born. The sport industry is a good example of this crosscutting intervention stimulating other industries like tourism, transport etc. to develop. -> To be addressed in the action plan! How do we support the generation of the relevant ERDF projects?

Policy context (B.2.)

1) Policy instrument addressed

Lapla d’s A ti Spesialisation Programme (RIS3)

2) Body responsible for addressed policy


3) Proposed self-defined performance indicator:

Number of demand oriented projects supporting the sport industry and SME development

4) Target value of the indicator: 5

Evaluation of the current operation of the policy - Lapla d’s RIS as e ised i a d spo t is e og ized as e e gi g i dust . Fo us of Lapla d's RIS is o foste i g e osystem and cluster

development as engines of innovation for the emerging industries.

- Next the RIS3 should be implemented for example trough projects that support the priorities of RIS3

What kind of change do you want to achieve? - Increase promotion of ecosystem building

- Regional recognition of sports as a thematic priority with cross-sectoral relevance

- Generating ERDF projects that:

- support ecosystem bulding and development of regional sport industry

- support development of strong and vital living labs

- Help SMEs in sport industry to develop

- Support cross-sectoral development (i.e. tourism, trasport, ICT)

1.2. Baseline situation and vision based on the regional state-of-affairs and SWOT analysis Describe the starting point including potentials and problems. Also, the vision or the desired state of your egio ’s sport economy .

2) INTERREGIONAL LEARNING (LESSONS LEARNT, BEST PRACTISES ETC.) Purpose of this part is not to write down and make notes of all lessons and good

practices learnt, BUT only those that inspire you and are relevant to your region

for future evaluation and possible use in development of your action plans.

- You should make notes of any interesting lessons learnt relating to

a.) the route to success for sports & innovation

b.) policy mechanisms that can help a successful sport

economy

c.) ways of influencing policy

- Include best practice examples of other partners, site visits, outcomes of

knowledge exchange workshops and Knowledge Capitalisation Seminars that

are relevant to your region.

- Guidelines for Knowledge Exchange from S&T (Conclusion Report-Annex1)

- In this table good practices are to be identified that are potentially relevant

to your region. During project implementation please add further examples

learnt at IE&KCS meetings, and elaborate how they could be transferred to

your region.

- Dissemination of lessons learnt and good practices from interregional

meetings to your stakeholders.

- Discussions with stakeholders of possible interests and relevance to your

own region.

- Stakeholder methodology and quidelines from EPSI

Brief description Features that are of

interest and possibly relevant for your region

VALENCIA

EINDHOVEN

LAPLAND

POLAND

STAFF EXCHANGE WEEK

3. DEFINING POLICY OBJECTIVES AND ACTIONS BASED ON THE LESSONS LEARNT AND THE REGIONAL BASELINE SITUATION In part 3 starts the actual defining of objectives and actions based on parts 1 & 2.

First start by defining a broad goal policy objective: Example. Functioning innovation ecosystem in Lapland which focuses on

development of regional sport industry (Kristiina – jos sinulla on antaa näihin

parempia esimerkkejä niin vaihda. Viesti LP:tä oli että toivottaisiin sinulta

käytännön esimerkkejä konkretisoimaan näitä vaikeasti ymmärrettäviä asioita

partnereille. Sinun kokemuksella hyviä esimerkkejä varmasti löytyy .)

Specific outcome that you want: Well established network of regional players that actively work together to reach common goals

benefiting the sports industry.

How will you measure the outcome: Number of active members in the ecosystem, number of cooperation projects, possible increase

in investments in sports usi ess…

Second, defining concrete actions on how the policy objective will be reached (actions inspired by the interregional learning)

Action title: Example. Utilisation of service design in ecosystem building

What lesson learnt/good practice constitute to the developing of this action: Example of service design from partner region X.

Define how this lesson learnt/good practice or elements of it could be implemeneted in your region: No good practice can be directly implemented in

other regions. Modifications are needed, so in this part define which elements of the good practice you will utilise in your actions and how.

Possible implications to other sectors of sport & innovation: Ecosystems building supports all sectors of sport and innovation.

Is it possible under under excisting policy instruments or projects: YES, this kind of work can be funded by the Finnish Structural Funds Programme,

ERDF specific objective . . Research, development and innovation activities in infrastructure improvement that promote regional economies

What Policy Change is linked to this action: E a ple: To a out Utilisatio of se i e desig i e os ste uildi g –action we plan a new ERDF

project. With ecosystem building we aim to increase the amount of good quality sport related projects funded from the ERDF.

Cluster Policy in Catalonia

Inno4Sports Valencia, 27th

March 2019

Emma Vendrell, Head of International Projects

• Contribute to the success of companies in the market through the promotion of competitiveness and connection on an international scale.

Mission

• Being the reference agency for companies in promoting competitiveness in an industrial Catalonia, innovative, internationally connected and attractive for talent and business.

Vision

•Adaptability

• Personalization and empathy

• Experience

• Inovolvement

• Excellence

• Transparency

• Leadership

• Learning

Values

What is ACCIÓ?

It is the agency of the Government of the Generalitat de Catalunya for the competitiveness of the company

CLUSTER POLICY 25TH

ANNIVERSARY: 1992-2017

CLUSTER POLICY IN CATALONIA

Catalan productive fabric is very concentrated in clusters

Economy mainly composed of SMEs and clusters allow

economies of scale in understanding strategic

challenges and implementing collaborative projects. Cluster policy focusses on endogenous assets with

lean resources

Source: J.M. Hernández, J. Fontrodona, A. Pezzi, Map of industrial

production systems in Catalonia, 2005.

2013 onwards

Phase IV

OVERVIEW OF CATALAN CLUSTER POLICY

Over two decades of learning by doing experience and policy adjustment

Microcluster approach, as the unit of reference for

competitiveness of

reinforcement initiatives

Consolidation, internal skill

development and

project diversification

Evolution of cluster concept, institutionalization and

professionalization

1993 – 2004

Phase I

2004 – 2009

Phase II

2009 - 2013

Phase III

Catalonia cluster programme, definition

of a policy framework to

pursue cluster excellence

ILLUSTRATIVE

Innovating in .... cluster scope and definition

.... support tools

.... governance

.... policy framework

....

KEY ELEMENTS OF CATALAN CLUSTER POLICY

COMBINATION OF ANALYSIS & PROCESS TOOLS

FOSTER STRATEGIC CHANGE BASED ON

ADAPTED PORTER’S ANALYSIS TOOLS

Lea

de

rsh

ip

Government Enterprises PUBLIC-PRIVATE PARTNERSHIP

FOCUS ON THE PROVISION

OF SPECIALIZED SERVICES

CROSS-SECTORAL COOPERATION

AND INTERNATIONAL CONNECTION

PROGRAMME CONTINUOUS

IMPROVEMENT

- LEARNING BY DOING CONTINUOUS IMPROVEMENT

- SERVICE-BASED SUPPORT - BALANCED PORTFOLIO - PPP AND GOVERNANCE

- POLICY BENCHMARKING - POLICY INNOVATION INTERNATIONAL

CONNECTION

- INTERNATIONAL MISSIONS - EUROPEAN PROJECTS - INTERNATIONAL INTERCLUSTERS EVENTS - PARTICIPATION IN EUROPEAN AND

INTERNATIONAL NETWORKS

STRATEGIC CHANGE & CROSS-CLUSTER COLLABORATION

- CROSS-SECTORAL AND CROSS-CLUSTER

- STRATEGIC CHANGE AS A DRIVER OF COMPETITIVE IMPROVEMENT

- COMPETITIVE-BASED GRANT SCHEME

EVALUATION AND

VISIBILITY

- EVALUATION FRAMEWORK IMPLEMENTATION

- PUBLICATIONS AND ACCIÓ’S NEW

WEBSITE, CLUSTER EVENTS

CATALONIA CLUSTER POLICY STRATEGY

Excellence World Class Clusters

OBJECTIVES To promote the use of clusters as a tool to reinforce the competitiveness of companies

To structure the intervention of the Government of Catalonia in the field of

cluster policy

To rationalise the Catalan cluster system while increasing its international visibility

EVOLUTION

First call: launched in 2014 for 3 years duration

Second call: 2017-2020, more demanding admission criteria

CATALONIA CLUSTERS PROGRAMME

MAIN ADMISSION CRITERIA Scope & Critical mass

40 companies, 200M€ aggregate turnover, minimum regional scope

Governance and professionalization ESCA Bronze Label, private leadership, not for profit, 3year strategy

Strategy aligned with cluster policy driven by the Catalan government

Bring differential value and no overlapping with other clusters

STRATEGIC FOCUS

Open and voluntary programme focused in promoting excellence of cluster organisations

Designed for a 3-year lifespan with constant renewal of criteria and services


Funding scheme for competitiveness reinforcement initiatives

1,5 M. € (expected)

Capacity Building Programme for Cluster Teams 60.000 €

(expected)

CATALONIA CLUSTERS HUB

1st phase Feb.

2016

2nd phase Oct.

2016

3rd phase Feb.

2017

Specialised facilities

45.000 € (expected)

MAIN TOOLS

PERMANENT SERVICES

Individual coaching

Support to governance

Clusternews

Strategic Update Who is

who

Work Group network

P eside ts’ gatherings

Capacity Building Programme

Corea, 2016 Québec, 2015

Israel, 2013

Boston, 2012

Silicon Valley, 2014

NY, 2018

Strategic Training Week

China, 2019

Singapur, 2017

Funding scheme

• Overall budget: 1,5M€

3 strands

Consolidation of cluster structures

Competitive reinforcement

projects

International cooperation

Strategic Training Week

Catalonia Clusters Hub (11 clusters, 33 cluster practitioners)

The Home effect


Clusters Members Turnover Employees

30 >2.300 > 74bn€ 312.000

NB: Updated March 2019

+

-

Raw Materials Technology Products Strategy Final Market

TRADITIONAL CLUSTER

INITIATIVES

EMERGING CLUSTER

INITIATIVES

NEW GENERATION CLUSTER INITIATIVES

A diverse cluster portfolio

Sophisticating Cluster’s Portfolio

Cooperative projects

Networking

Knowledge

exchange

Start-ups

Shared value

Intercluster

Strategic Change

Over 1700 firms actively involved in

cluster initiatives

Cluster policy in place since 1992 led by the Government of Catalonia

Other local entities working at cluster level: Eg. Barcelona city

council

Other agents: Business schools

Specialized consultancy firms, etc.

Headquarters of the leading global practitioners network

Home of the leading European

training institution

for cluster practitioners

CATALONIA: A CLUSTER HOTSPOT

[email protected]


March 27th, Valencia Pedro Fernández Barrachina, President of

CVIDA

Quality-of-Life Care Sector (I)

www.cvida.com

The Quality-of-Life Care Sector (healthcare and wellbeing sector) covers professional and business activities

related to…

Health and safety,

Health promotion and improvement,

Healthcare technology,

Personal autonomy improvement,

Elderly and long-term care,

Healthful improvement of human performance activities,

Comfort and satisfaction in the use of products, services and environments.

In this sector the person takes up the focus of

the innovation activity, as user and beneficiary of

the health and wellbeing technologies and services

associated to them.

Quality-of-life care is the sector common

objective, it has a strong appeal in the markets and

contributes with value and differentiation to

companies from several industrial sectors.

www.cvida.com

Quality-of-Life Care Sector (II)

Quality-of-life care synergic cluster

Automotive and

transportation cluster

Clothing cluster

Elderly people and ageing

cluster

Habitat

Healthcare technology

cluster

Occupational health and

safety

Rehabilitation and Personal

Autonomy cluster

Tourism, leisure &

Sports

This sector includes different products and services aimed

at the i p o e e t of people’s quality-of-life.

Products and Services

HEALTHCARE TECHNOLOGY

REHABILITATION AND PERSONAL

AUTONOMY

ELDERLY PEOPLE AND AGEING

TOURISM , LEISURE &

SPORTS

OCCUPATIONAL HEALTH AND

SAFETY

HABITAT CLOTHING AUTOMOTIVE AND TRANSPORTATION

www.cvida.com

Sector dimension

www.cvida.com

More than 1.500 companies in Valencia Region

More than 200.000 professionals in Spain

Market volume: More than 3.000 M€/year in Valencia Region

Number of companies Number of employees Market Value

(million euro)

CV Spain CV Spain CV Spain

HEALTHCARE TECHNOLOGY 85 720 4 32.000 705 6.300

REHABILITATION AND PERSONAL AUTONOMY 280 1.800 980 5.800 75 770

ELDERLY PEOPLE AND AGEING 135 1.800 3.350 61.250 615 2.140

TOURISM, LEISURE & SPORTS 744 5.314 6.960 42.604 994 5.420

OCCUPATIONAL HEALTH AND SAFETY 85 680 2.350 18.500 282 1.650

HABITAT 180 1.450 6.800 24.500 381 1.145

CLOTHING 319 3.745 6.950 21.550 427 2.155

AUTOMOTIVE AND TRANSPORTATION 16 262 2.920 20.025 358 2.626

TOTAL 1.844 15.771 30.314 226.229 3.835 22.206

¿What is CVIDA Association? Association created for boosting the quality-of-life care sector development

in Valencia Region

Product manufacturers and service providers from several sectors and interconnected

business networks.

Government: Health, Social Welfare, etc.

Professionals: rehabilitation specialists, geriatricians, gerontologists…

Users: general population, older persons, people with disabilities.

Technology centres, R&D&i centres and training centres.

Stakeholders

www.cvida.com

CVIDA Association currently has around 100 members

Cluster Technological Base: IBV Instituto de Biomecánica de Valencia

www.cvida.com

Quality-of-life care sector is an intensive sector in technology and innovation. It is supported

by IBV as leading technology and innovation centre in quality-of-life care in its different areas

of specialization:

Automotive and transportation.

Clothing.

Elderly people and ageing.

Habitat.

Healthcare technology.

Occupational health and safety.

Rehabilitation and Personal autonomy.

Tourism, leisure and Sports.

In order to create opportunities for economic and social development, CVIDA Association and IBV have

designed an innovation model that contributes to people’s sustainable quality-of-life.

www.cvida.com

The CVIDA-IBV innovation model

This innovation model covers the

complete life cycle of products and services, since their conception, design

and manufacture, until provision, use and

withdrawal/ recycling.

This innovation model aims at

transforming quality-of-life into a

competitive advantage for manufacturers

and suppliers of people-oriented products

and services.

CVIDA Association and its members are working to boost the quality-of life care sector:

www.cvida.com

CVIDA Commitment

Quality, socially responsible business practices.

Constructive links and cooperative networks with

other agents.

Society awareness about the benefits of quality-of-

life oriented consumer behaviour.

Innovation, leadership and value creation.

Professionalism, human capital.

CVIDA companies and institutions are part of an innovative collective project with

strong economic impact and social appreciation that provides them with:

www.cvida.com

CVIDA Advantages

Differentiation and reputation towards market and society.

Fertile environment, business and collaboration opportunities.

Competitive intelligence, strategic orientation towards market

and innovation.

International vision for their products and services.

Joint communication and promotion activities.

Alerts and support to apply to innovation funds.

CVIDA: Outstanding activities

Competitive Intelligence: Success factors reports in different sectors

Advertising: CVIDA exhibition (2008-2018), promotional campaigns

Cooperation: Best practice models, Cooperation Workshops

Forum about Innovation, Economy and Quality of Life (2010-2012)

Clusters Cooperation: National Federacion of Clusters (FENAEIC)

www.cvida.com

CVIDA in the Sports and Health & Vital Sector Companies

- Gyms.

- Sports facilities and sports complexes.

- Parks and other indoor and outdoor recreational facilities.

- Hydrotherapy, balneotherapy and other equipment linked

to water.

- Fitness equipment, wellness, fitness equipment.

- Sports equipment.

www.cvida.com

CVIDA in the Sports and Health & Vital Sector Integrator

www.cvida.com

CVIDA

Companies

User Associations

Associations of

Professionals

Public Administrations

Cooperating in

Public Policies

Defining New

Products & Services

Innovating

Understanding

User Needs

Developing efficient

healthcare programmes

Cross-Over

Cooperation

Training

Harmonisation

Linking User Needs

With New Developments

Disseminating

Results

Colaborating with

Policy Makers

Searching for

Public Funding to R+D+i

Analyzing

Social Trends

www.cvida.com

Alberto Bichi

EPSI – Communication Partner

[email protected]

Communication Session

Valencia 26 March, 2019 IE - KCS Inno4Sports

Presentation Index 1) What has been done • Communication Tool kit

• Communication Strategy • Stakeholder engagement methodology

• Stakeholder database (living document / What are the objectives / KPIs)

• Media appearance and articles

• Newsletter

• Leaflet

• Web / Social Media 2) What still needs to be done • Improvement of communication tools

• Press releases / Articles & Media Appearance

• Social media

• Internal communication

• Subcontract part of communication activities (content creation)

• Infographic – first working group • Newsletter – second working group

Communication Strategy Some of the key communication objectives

• Engage most relevant stakeholders within the quadruple helix such as industry, universities, public authorities and consumers

• Produce and maintain, with regular update, a database on the so-called wider stakeholders’

group, which will be used to gather momentum and further engage a broader community.

• Maximize the visibility of the Inno4Sport project outlines, objectives, expected results, achievements and activities

• Ensure a smooth, regular, tension free, internal communication amongst the Inno4Sport partners

Stakeholders Engagement Methodology

WHY, WHO, WHAT, HOW:

the purpose to involve

stakeholders

WHO are the stakeholders and WHAT would the Project Partners gain from these

Stakeholders

HOW you are going to engage

and HOW to interact with them

execution and follow up

•conclusions

•templates

•tips

Stakeholder database What is next ? Purpose / increase exploitation / defintion of KPIs ?

Articles examples

Newsletter

Leaflet

To be printed By each partner,

Minimum 20 copies/Region

in English/national languages

Translation and printing is budgeted for each region

Website and social media

Social Media Profiles

2) What still needs to be done

- Further Increase the visibility of the project

- Improve the internal communication

Further increase the visibility of the project

• Press releases / Articles & Media Appearance - 5 articles linked to the 1st IE&KCS to be published in each region on national languages by end of May

• Social media - More content

• Newsletter - More content

https://www.dropbox.com/sh/d8t2erh9724xbro/AAAGaeVBhsMP6FvL6Ul8856Ja?dl=0

https://www.dropbox.com/sh/d8t2erh9724xbro/AAAGaeVBhsMP6FvL6Ul8856Ja?dl=0

Press release articles and media appearance

http://www.biomecanicamente.org/otri/ongoing-projects/item/1449-

inno4sport.html

Communication Toolkit => Media appearances folder

https://www.dropbox.com/home/Inno4Sport/5_Communication/Communication%20Toolkit/Media%20Appearances

https://www.dropbox.com/s/t09xdtpjqyenhc9/IBV_LINKS_Media%20Appearanc

e.docx?dl=0

https://www.dropbox.com/home/Inno4Sport/5_Communication/Communication Toolkit/Media Appearances

http://www.biomecanicamente.org/otri/ongoing-projects/item/1449-inno4sport.html












https://www.dropbox.com/s/t09xdtpjqyenhc9/IBV_LINKS_Media Appearance.docx?dl=0

https://www.dropbox.com/s/t09xdtpjqyenhc9/IBV_LINKS_Media Appearance.docx?dl=0

Social Media

• Use database contacts to set a network

• Grab contents from the network

• More visual contents

• Diversification of the contents (not necessary focused on the project but extended to topics related to the

project: Interact programme aims to ensure the exchange of experience, information and innovation in order to

promote best practice and make cooperation easier. The Interreg Project Slam is one such event, organized by

Interact programme within the framework of the European Week of Regions and Cities:

• The European Week of Regions and Cities is an annual four-day event during which cities and regions showcase their

capacity to create growth and jobs, implement European Union cohesion policy, and prove the importance of the

local and regional level for good European governance.

https://europa.eu/regions-and-cities/about/nutshell_en

Newsletter: https://www.dropbox.com/sh/bdbp6ubalulid35/AABF8YFZk04sUxHgUqJNazOYa?dl=0

https://www.dropbox.com/sh/bdbp6ubalulid35/AABF8YFZk04sUxHgUqJNazOYa?dl=0

https://www.dropbox.com/sh/bdbp6ubalulid35/AABF8YFZk04sUxHgUqJNazOYa?dl=0

Internal Communication Improvement

- Experiencing some issues / questions /

- different e-mailing groups within the projects

- Loosing general connection

1) we propose regular / recurrent Skype meetings - Every first Tuesday of each months - Set agenda / updates on work progress - All to participate in a flexible manner 2) Improved use of centralized dropbox

External expert support

• EPSI: - internal communication, - website, social media, - Printed dissemination material • External Expert Support creation of content for: - Video -> examples - Newsletter - Infographics

Working Groups

Infographic Example

Working Groups

Newsletter 1. What is the project about (a short description of the project should always be present in the introduction of the

Newsletter, there might always be new subscribers that read the newsletter for the first time).

2. What is the content of the current edition of the newsletter -> Short description of what you are about to read

3. Recap of the achievements -> How has the project started and What has been done and accomplished so far?

4. Map of partners linked to the content -> Who are you? Why are you in this project? What do you want to achieve in this project?

5. List of good practices -> In order to maintain a thread through the structure of each newsletters, describe one or two practices of the region represented from the partner

6. Calendar and follow ups -> stress any upcoming Important dates and events organised by the project or in which the project will be present.

7. Question to the readers

Project smedia

Thank you!

Questions welcome

Ágnes Kovács Eszter Fodor-Kun External consultants [email protected]

[email protected]

2nd Interregional Steering Group Meeting

Overview of activities under Project and Financial Management

27 March, 2019 IE and KCS event and 2nd Steering Group meeting- Inno4Sports




Topics to be discussed

1. Where are we now?- thematic progress and management issues

2. Financial overview- current status and forecast

3. Feedback on Partner Reports- reporting expenditures and reasons behind deviations

4. Update on the 1st Progress Report- based on the internal report by PPs

5. Upcoming tasks

1. Where are we now? Flowchart

1. What happened since the launching? Activity Responsible Status

5 stakeholder groups established All PPs except for EPSI

1 methodology for SG interaction finalised EPSI

At least 1 SG meeting per region held All PPs except for EPSI LP, IBV-IVACE, Lapland, Verde MSE-UD

Methodology for Regional State-of-affairs finalised UD

5 State-of-Affairs elaborated All PPs except for EPSI

1 guideline on action plan development Lapland

1 joint workshop and presentation on Action Plan drafting Lapland

1 Guidelines for knowledge exchange LP

Partners submitted their Partner Report to the FLC and the internal report to the LP

All PPs LP, IBV, MSE, UD, Lapland, Verde IVACE

Partners received the Certificate on their report from their FLC All PPs

LP, MSE, UD, Lapland, Verde IBV, IVACE:

1st Progress Report has been submitted LP

1. What is ahead of us? – Outputs of Sem 2&3

March April May June July August Sept Oct-Nov

1st Interregional Event Meeting + Knowledge Capitalisation Seminar

(IBV)

Summary Report

5 Reg-State-Off-Affairs

Menu of Good

Practices by

Debrecen

GUIDELINES for knowledge

exchange

Action Plan drafting

workshop

2nd IE&KCS

(LP)

Summary Report

3rd IE&KCS

(Lapland)

Summary Report

2nd PP level synergy sessions

3rd SG meetings Staff exchange weeks

continue (3-4)

Start the elaboration of Action Plans

2nd SG meetings

1st PP level synergy sessions

Staff exchange weeks start

(1), others in Sem 3-4

1. Current status of reporting and upcoming tasks

Prepare and send the

tri-monthly Financial

Report to the LP

Prepare and submit the

2nd Partner Level Reports

to the FLC

Prepare and send the 2nd

Internal Progress

Reports to the LP

FLC issues the Certificate and

the Control Report

(including checklist)

Send the Certificate and

the Control Report to the

LP in a scanned version

The LP sends the Joint Progress

Report to the JS through

iOLF

In the middle of each reporting

period

Within 15 days after 6-months reporting period

or ASAP

Within 45 days after 6-months reporting period

Within 2,5 months after 6-

months reporting period

Within 3 months after 6-months reporting period

15th March IVACE, Lapland, EPSI

15th June 2019 15th July 2019 15th August 2019 1st September

2019

31 MAY

2. Financial Status -SEMESTER 1

Project Partner Planned amount for the 1st Semester in the AF

Certified amount in the 1st Partner Report

Difference, %

LP – S&T 72 649,00 65 839,49 90,6

PP2 – IBV. 26 763,00 7202,47 26,9

PP3 – IVACE 8 906,00 0 0,0

PP4 – MSE 19 285,00 9 405,14 48,8

PP5 – UD 15 926,00 10 240,36 64,3

PP6 – Lapland 31 423,00 26 020,00 82,8

PP7 – VERDE 19 264,00 13 941,77 72,4

PP8 – EPSI 48 178,00 20 977,68 43,5

TOTAL 227 394,00 153 626,91 67,6

2. Finance in Semester 2

SPEND! SPEND! SPEND! SPEND! SPEND! SPEND!

SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND! SPEND!

Project partner Planned amount according to

spending forecast SEMESTER 2

LP – S&T 67 796,79

PP2 – IBV. 40 026,75

PP3 – IVACE 11 580,45

PP4 – MSE 18 755,04

PP5 – UD 24 926,55

PP6 – Lapland 59 613,70

PP7 – VERDE 31 248,73

PP8 – EPSI 34 351,69

TOTAL 288 299,70

The remained

budget

from Semester 1

3. General feedback on Partner Reports LIST OF EXPENDITURES

- T&A costs of the staff members to be reported on T&A budget line - T&A costs of externals to be reported on external expertise budget line:

- can be included in the general contract of the external – e.g. Thematic Coordinators,

- can be reported separately, but mention the names of the external to whom the costs are linked to – e.g. Alberto

- Description of the external expertise should well-explain the nature of the cost - Report on ClusSport events to be eligible

- Linked to a project event:

- back-to-back event: pre-approval from the JS

- or act like it is a „separate” meeting

- To be used as a dissemination event for the Inno4Sports project

- due to the given number of dissemination event visited from project budget – all together 12 during Phase 1 – pre-approval from the LP-S&T

3. General feedback on Partner Reports DEVIATIONS & DELAYS

- 117,81% of the planned external expertise cost is reported (EPSI, LP overspent, others underspent) - reason:

- reallocation of EPSI confirmed by the JS, overspending of S&T

- most procurements/payments are in delay, PP7 reallocation from EE to Staff

- solution:

- use the external costs which are planned!

- launch the procurement on time

- 45% of the planned staff cost is reported - reason: setting up a PMT took more time

- solution: check the budget planned in the AF and calculate in advance (+ remaining budget from previous semester)

- 37,96% of the planned T&A cost is reported - reason: partners missed meetings, overbudgeted BL

- solution: plan more staff members to travel during knowledge exchange, think about reallocation at a later stage

4. Feedback on the 1st Joint Progress Report- INTERNAL REPORTS Good quality of information: valuable input for the JPR! Great stories- storytelling! - good examples for way of working (with stakeholders),

or a good practice in your region + quotes or interviews, or link to a picture/video Detailed description of the local level progress: 1. stakeholder meetings: what kind of organisations, how many could you involve,

what were the main themes of the SGs, good techniques of engagement (letter of cooperation in Poland, joint organisation of wider stakeholder event or questionnaire to map out the regional players in Lapland)

2. lessons learnt so far: already at the thematic launching or at first SG meetings Changes from the original plan: important input for justification of financial

deviations- please always explain here the under/overspending and your plan how to catch up with

4. Feedback on the 1st Joint Progress Report- INTERNAL REPORTS

- Media appearances (social media and own website cannot be counted as output indicator): https://docs.google.com/spreadsheets/d/1eOkv2hfzU04rNJqhwkt3_AG8cwXJ0oelnkrcZs75Jck/edit#gid=0

- Dissemination event: type of dissemination such as presentation /exhibition stand/other

- When report on Policy instrument please:

- use same phrasing as in the AF to make it clear for the JS - take into account the 3 type of policy changes when reporting PI

- refer and reflect very clearly to the adressed policy instrument

OUTPUT INDICATOR TARGET VALUE PR1

Number of policy learning events organised 36 9 (1 launching, 8 SG meetings)

Number of good practices identified 15 0

Number of people with increased professional capacity 100 0

Number of action plans developed 5 0

Number of appearances in media 35 11

https://docs.google.com/spreadsheets/d/1eOkv2hfzU04rNJqhwkt3_AG8cwXJ0oelnkrcZs75Jck/edit

https://docs.google.com/spreadsheets/d/1eOkv2hfzU04rNJqhwkt3_AG8cwXJ0oelnkrcZs75Jck/edit

5. Upcoming tasks

Activity Responsible Deadline

Feedback on tri-monthly financial reports to the PPs LP ASAP

Respond on clarification requests of the JS- fill in the media appearences google sheet! All PPs April

Arrange your payments linked to Sem 2 until 31 May All PPs 31 May

Complete the conclusion reports on the 1st IE&KCS meeting All PPs 15 April

Prepare the summary report of the 1st IE&KCS meeting IBV 30 April

Organise 1st in-house synergy sessions on partner level All PPs except for EPSI 31 May

Elaborate the Menu of Good practices based on RSOA-s MSE 30 April

Finalise the Action Plan template and Methodology based on PPs’ comments Lapland 15 April

Elaborate the final version of Knowledge Exchange Guideline based on the PPs’ feedback

S&T 15 April

Develop the content and schedule of Staff Exchange weeks based on the knowledge matrix: 1st SEW in May?

S&T and All PPs

30 April

Organise the 2nd SG meetings (if you haven’t done it yet) All PPs except for EPSI 31 May

2nd IE&KCS meeting in Eindhoven S&T 11-12-13 June

Project smedia

Thank you!

Questions welcome

Piotr Wiackiewicz

Thematic Coordinator – Verde Foundation, PL

[email protected]

Sports industry clusters in Lodz and the Lodzkie region

27 March 2019, 2019 Valencia IE & KCS, Inno4Sports

Introduction

Lodzkie Region – in the centre of Poland, in the centre of Europe

CURRENT SITUATION

Verde Foundation is managing the Cluster of Innovative Sport and Recreational Surfaces, which is a sector-specific organization of SMEs and institutes located mainly in the Lodzkie region, in the sport infrastructure sector.

The cluster supports its members in testing equipment, networking activities and promotes business.

It works with the economic, financial, and scientific sector, research institutes, schools, training centres, lawyers, consulting companies and other organizations dealing with education, culture, new technologies, innovation, local and regional development.

VERDE promotes interregional cooperation, works on linking the cluster members to share knowledge and experience, develops a common strategy, creates and implements projects consistent with the goals of the foundation.

PROBLEMS / CHALLENGES

1. VERDE as the only sports cluster in the region

2. No data on sports-related economy

(production, distribution)

3. Poor industry representation - how to

reach to SMEs not directly involved in sport???

4. Poor funding: funding clusters was one of the

priorities under the previous EU budget

5. but... no follow-up!

FURTHER PLANS

ISSUES:

Project smedia

Thank you!

Questions welcome

–

Mr. Tamás DÉKÁN MANAGING DIRECTOR

HUNGARIAN SPORT AND LIFESTYLE DEVELOPMENT CLUSTER,

HUNGARY

▪ 27th March, 2019 Inno4sport interreg event, Valencia

MSE HUNGARIAN SPORT AND LIFESTYLE DEVELOPMENT CLUSTER

Hungarian Sport Cluster in Debrcen

University of Debrecen (+40,000 students)

Professional football team (Champions’ League group stage in 2009)

Operating several sport facilities and organising sport events

MISSION

The main purpose of the cluster is to promote and co-ordinate the cooperation of the small and medium-

sized enterprises, educational, municipal, R+D profile institutions interested in sport and health promotion,

and to exploit the potential of the cooperation.


Cluster Member recruitment - Activity in sport and lifestyle area

– SME (marketing and event organiser companies, facility operators)

– Sport organizations, state and municipal organizations, associations, educational institutions

– Health care providers

– Food companies

– Pharma company

- Effective management

- Acceptance of the organizational and operational rules

Cluster Management Ltd.

Founders – Debrecen University and the Local Government of Debrecen

O ga isi g of the luste ’s life

Completion of operational tasks


Sports and food Functional food for sportsmen

For prevention of athletes and sportsmen health

Extend lifetime of sport

Sports and medicine Developing medicines especially for athletes

Sports and informatics Anthropometric survey for younger population

Research on the developement of athletes

Application of rehabilitation techniques

New technologies

+ horizontal scopes : sports and infrastructure, media and education –

Multifunctional stadium in Debrecen


Nagyerdei Stadium Sport & Diagnostic Center UNIFIT Fitness &Gym


Special characters of MSE Cluster

- Presence - non-profit organisation in industry

- Small country, few MSEs, small sport industry without deep traditions

- Local business player focuses on services

- Cooperation within sport

ARE WE ALONE?

MEMBERS

EUROPEAN PLATFORM FOR SPORT INNOVATION


CONCERNS / RISKS

- History of clusters in Hungary (2010 cluster boom)

- Lack of cluster strategy on national level

- No regional policy on sport

- Cluster members – non-active mebers, relatively small clusters

- Cluster management – workload issues

CONCERNS / OPPS

- Startegic role of the University and Debrecen

- Higher demand for health services, need common thinking on „system-level

- International activities

- Interest from other region of Hungary


ONGOING ACTIVITIES

- Economic Innovation Operative Program for Cluster improvement - 2019

- University research program:

- Measurement of Young talents – national program (2018-2019)

- Health program for citizens – local program (2019)

- New members/partners:

- Scitec Nutrition – Hungarian Olympic Comittee

- GE – EIT Health Network; IT systems for health tarcking

- Medical Service Center for DEAC (Sportclub of the University)

- Urban Innovative Action - DIGITAL INNOVATION FOR INTEGRATED WELL-BEING SERVICES in Debrecen

- Clusport initiatives

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