CluStrat – Boosting Innovation through new Cluster Concepts in support of
emerging Issues and cross-sectoral Themes
Single Action Plan
for Pilot Action:
“Ambient Assisted Living:
Open space platform for emerging industry
Smart Ambient/Housing”
Outcome of the CluStrat Pilot Action:
“Network of stakeholders dealing with Ambient Assisted Living research and application of
ALL in different sectors (e.g. active aging, smart environments)”
Joint Action of partners: SPIRIT Slovenija (Slovenia), Cluster AT+R (Slovakia), Lower Silesian
Voivodeship (Poland), Slovak Business Agency (Slovakia) and Friuli Innovazione (Italy).
August 2014
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1.
Aim and intended purpose (OBJECTIVE)
The overall objective of the joint action of partners within Single Action Plan on “Smart
Ambient/Housing” is to develop a joint platform of existing regional clusters, cluster related
organizations, research organizations, KEAs and companies in the Central European region
for sharing knowledge and transfer of new technologies and services in the fields of Smart
Ambient/Housing emerging industries as one of the areas of wider Ambient Assisted Living
emerging industries.
The joint platform will be designed to promote cross-sectoral spillovers that foster the
development of Smart Ambient/Housing emerging industries and will provide opportunities
for mutual, national and international learning.
Specific objectives of the SAP are to:
 Enhance cluster collaboration and networking to stimulate cross-sectoral and
transnational cooperation with:
- linking the existing regional/national clusters, networks and business
initiatives at the European level; to increase the visibility, collaboration
opportunities and knowledge transfer in the area of Smart Ambient/Housing
(Strategic Partnerships);
- supporting the interaction of clusters and KEAs in order to establish strategic
and object-oriented partnership that should result in joint projects;
- identifying cooperation opportunities and supporting knowledge transfer
among the involved actors in the whole value chain in the area of Smart
Ambient/Housing (B2B & C2C - Matchmaking Activities);
- Enhancing transfer and exploitation of knowledge by other sectors, target
groups and environments in order to increase the market share (Consortium
of Partners);
 Enforce mutual transnational learning on new cluster concepts on the
regional/national and international level in order to improve the capacity and
capability of cluster organizations for their active and efficient support of the
development of Smart Ambient/Housing emerging industries by:
-

development of cross-regional and cross-sectoral training activities,
supporting clusters to meet the objectives of smart specialization strategies in
the emerging industry Smart Ambient/Housing,
supporting them to develop business services for their members, like
identifying clusters, firms, KEAs being potential fit for cluster’s firms,
supporting to create consortiums and develop joint projects, joint approach
to investors, etc.
Establish continuous Policy dialog in order to enhance the policies influencing Smart
Ambient/housing for application of R&D outcomes.
The Joint Action is an initiative of several partners from 4 countries (Slovenia, Slovakia,
Poland and Italy), but open for other partners from the EU and its neighbours.
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2.
The enforcement of new cluster concepts (CLUSTER RELATION)
The CLUSTRAT new cluster concept put forwards 6 elements namely Key Enabling Actors
(KEAs) and Key Innovation Business Services) (KIBSs), Entrepreneurial Cluster Management
organization (ECMO), Smart specializations (S3), regional clustering, trans regional
cooperation, and demand and supply side of emerging industries. The structure of the JAP
and combination of elements give a base for the implementation of the very demanding
action, which combine national, regional and international activities.
Terms of living have been radically transforming. Main challenges of the ambient industry
lied in many separated subsystems, they are persistent and they are demanding lower
energy consumption, alternative energy sources, efficient HVAC systems, intelligent home
and building management, total family care, safety systems, ubiquitous communication and
information systems (always on), total building/home waste management, water
management and many similar. Industry has to innovate in other ways. It is a complex
challenge which requires among others co-creation, user involvement, energy and resource
efficiency, and full involvement of ICT.
The Joint Action is focused on the transfer and co-production of knowledge and of new
technologies in the field of Smart Ambient/Housing, which refers to smart buildings,
including smart homes, smart industry and commercial buildings and subsystems. The focus
is defined on the basis of the technological roadmaps and mapping of competences and
knowledge of the partners within the Pilot Action, having in mind the need for further
vertical and horizontal cooperation and inclusion of KEAs and users in the network in order
to take advantage of Smart Ambient/Housing emerging industries. Joint Action is therefore a
next step in establishing an efficient network of stakeholders which will assure the most
possible benefit for all participating stakeholders in the future.
The smart ambient, is focused to provide the complete value chain for smart buildings and
living in terms of our homes on one side and in terms of industrial and commercial buildings
on the other side. This value chain consists of companies (stakeholders) who provide
particular subsystems for energy efficient, low carbon footprint and intelligent living and
working environment (buildings) – smart spaces. In addition it is going to extend the reach to
other sectors which are today indirectly involved in the emerging smart ambient industry
like automotive (e Mobility), design and wood.
Clusters and networks in the field of housing traditionally involve only a few industries, they
are in general focusing on one sector and cooperation among clusters is lacking. Being
limited to existing value chains and their leaders, stronger involvement of SMEs, creative and
business services are missing. In order to create new opportunities and businesses, clusters
thus need to open up to stimulate cooperation of actors across industries and on their
intersection with multipurpose technology providers and business services. Speed and
dynamic required by development of emerging industry is hampered by limited cooperation
with KEAs on ICT. Even more, awareness of the potentials arising from ICT solutions, of
needs of resource efficiency and circular economy are only emerging.
Development of the “Smart ambient” industry require concentration of the dispersed ICT
solutions providers, SMEs, restructuring the existing industries and actively involvement of
them with new and innovative products and solutions in the emerging industry.
Participating clusters will gain new competences and capacities to facilitate the creation of
new value chains by connecting companies from different sectors and sub sectors that need
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to move up in the new value chains. Actions are driven by ambitions of clusters to develop
position in new value chains on international level. Cluster management excellence shall be
improved and new business services offered to engage SMEs in a radical “system
innovation” process. The excellence program will be expanded to Competence centers and
other clusters to improve their organizational capacities and equipping them with tools to
support the implementation of the regional strategies.
Cluster members, in particular SMEs shall strongly benefit from the project, gaining new
knowledge and ideas from cross-sectoral cooperation as well as achieving business support
for the realization of innovative ideas. SMEs and entrepreneurs shall gain the opportunity to
explore the potential of cross cutting issues and multifunctional technologies, in particular
ICT and shall get access to global value chains and tailor-made support in validating and
implementing new business ideas.
Cluster organization shall be motivated to work closer with policy makers in order to better
support them in implementing Smart specialization strategy and exploit opportunities on
European level (Horizon 2020, COSME) and multiregional level.
3.
Link to policy frameworks (POLICY FRAMEWORK)
European level:
The Joint Action on Smart Ambient/Housing is in line with the EU strategy on clusters, whose
main aims are: (1) Assisting regions and Member States in developing more world-class
clusters in the EU for the benefit of SMEs; (2) Promoting cluster cooperation at the EU level
to facilitate SME internationalisation and growth, and the support of the development of
new competences and emerging industries.
Furthermore, the Joint Action will: (1) support cross-sectoral collaboration to unlock
innovation and growth potential, (2) Use cluster organisations (and regional policies) to
facilitate structural change and innovation, (3) Test near-market demonstrators to test new
value chains and give rise to emerging industries.
Such initiative may be supported by cluster policies in COSME and Horizon2020 through the
calls for proposals and through the already established framework within the COSME:
 Cluster Excellence Programme;
 Cluster Internationalisation Programme for SMEs;
 European Cluster Observatory – cluster analysis.
Horizon 2020 space for research and innovations activities offers significant range of
opportunities to apply for EC grants. Research team identified several calls with thematic
orientation on home automation and AAL, including tele-health monitoring, namely: Health,
demographic change and wellbeing; Personalising health and care, Smart, green and
integrated transport; Smart houses and communities, Smart health and active life, Europe in
a changing world - inclusive, innovative and reflective societies.
An example of such a call suitable for the Joint Action may be the H2020-INNOSUP-2015-1
call, with deadline date for project submission on 30 April 2015. The “Cluster facilitated
projects for new industrial chains” call’s main aim is to support and promote cross-border
and cross-sectoral collaboration, innovation and entrepreneurship across different regions
and value chains.
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Joint Action is also in line with strategies and roadmaps of European programmes, where EU
AAL Joint Programme is one of the most important ones. The EU AAL Joint Programme is an
applied research funding programme aiming to support developing ICT solutions for ageing
well with 2-3 years to market time horizon. It has three specific aims: (1) foster the
emergence of innovative ICT-based products, services and systems for ageing well at home,
in the community, and at work; (2) create critical mass of research, development and
innovation at EU level in technologies and services for ageing well in the information society,
including the establishment of a favourable environment for participation by SMEs; (3)
improve conditions for industrial exploitation by providing a coherent European framework
for developing common approaches. Slovenia is participating in EU AAL Joint Programme.
Slovenian NCP is trying to identify deployment components in Joint Action for partners from
Poland and Slovakia, which are not the members of the EU ALL Joint Programme, and advise
to find relationships with other national and European programmes.
European policy in homecare systems is strongly supported by consortium like AALOA
(Ambient Assisted Living Open Association) and with tasks defined in HORIZON program.
Important role in definition of new needs for the development, research and
implementation of new services for aging population play international organizations like
AAATE (Association for the Advancement of Assistive Technology), EASPD (European
Association of Service Providers for Persons with Disabilities), Rehabilitation International,
and many others. Some members of project team are members of those organizations and
they are familiar with new initiatives and current trends in the development of social
services using ICT, robotics, and tele-monitoring systems.
The JAP is linked to Smart specialization strategy of CLUSTRAT partners in order to further
exploit synergies, complementariness and funding opportunities by combining national /
regional schemes and EU schemes.
Further on Danube strategy as well as EUREKA – Danube initiative represents funding
opportunities for JAP, again by the combination of these initiatives with national /regional
schemes.
National level:
Slovenia
In the case of Slovenia, in 2013, the Slovenian Industrial Policy, SIP 2014-20 was adopted. It
proposes orientations for policy measures related with the improvement of the business
environment, strengthening of the entrepreneurship and innovation capabilities.
Investment in key enabling technologies with the highest multiplier effect is an important
priority of the Slovenian National Research and Innovation Policy and has already been
expressed in the strong support of cluster development in previous years. Slovenian Smart
specialization Strategy is focused on 5 priority fields namely: Smart buildings and homes,
Smart cities, Industries 4.0., Smart use of resources and Health, all of them supported by
KETs. In particular Slovenia demonstrates capabilities on ICT (clouds, big data), where several
Competence centres and Centres of Excellence are active. Slovenia is planning to launch
several demonstration projects in different users market by combining different expertise,
industries, contractions process and materials.
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Slovakia
In Slovakia on December 2013 The National Programme of Active aging for the years 20142020 was adopted. This is a new and comprehensive program document aimed at
supporting the human rights of the elderly through their activation with the support of
public policies.
The success of active aging is contingent by one's health.
Health and the health of population is the top priority of every country because only healthy
society constitutes one of the conditions for its next sustainable development.
Responsible health policy can significantly affect the three key determinants, i. j. health,
quality of environment and indirectly, lifestyles citizens.
The aim of the Health policy of the Slovak Government is to improve the health status of the
population, building a health system that meets the changing needs of the population, and
protection of socially vulnerable individuals against the high cost of health care.
Increase in the number and proportion of the elderly in the population in general require
that the needs of this group of people began to adapt the goods and services market.
This is the creation of conditions for independent and active life of the elderly through the
modified housing, built infrastructure, information available amenities and transport.
The specific aims are also to foster of innovative ICT-based products, in simple domestic
appliances (only the most important basic functions) that can use the elderly alone and in
old age, respectively. with altered abilities services and systems for ageing well at home, in
the community and at work, thus increasing the quality of life, autonomy, participation in
social life, skills and employability of elderly people and reducing the costs of health and
social care.
Several Universities and research organizations are active in the development of areas
related to AAL. There have been implemented new services based on ICT and sensor
networks aimed to support seniors living alone autonomy, safety in their standard daily
activities including social inclusion aspects through internet services. However, there is still
need for a systematic solution covering the whole Slovakia or at least regions. AAL ideas shall
be helpful in those activities. In last few years, there were running in Slovakia several
projects for laboratory but even field trials of tele-medicine technology and services. New
biomedical engineering centres of excellence shall be also an important support in the
development of smart cities, buildings and homes. Cluster ATR (Slovakia) identified new
opportunities in the development of new social services using ICT, robotics, and telemonitoring systems. Cluster initiated new relations with the stakeholders from other related
sectors too.
The National Policy of the Slovak Republic relies on RIS3 – Strategy of Research and
Innovation for Smart Specialisation of SR, within which two thematic priorities of economic
development are identified with relation to „Smart Ambient“: Consumer electronics and
electrical appliances; Information and communication products and services. In the area of
the research and development priorities of the Slovak Republic for 2014-2020, the Joint
Action in the area of „Smart Ambient“ is in line with priority of information and
communication technologies. Smart Ambient is also direct response to societal priority
„Aging and quality of life”.
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For the support in the Slovak Republic in the framework of the priority „Innovation-friendly
business environment“, defined and agreed with the European Commission for 2014-2020
are also priorities: Promote a cluster approach and cooperation between cluster
organisations and knowledge institutions, including in the green growth sectors. Such
clussterring of stakeholders for „Smart Ambient“, so could be supported.
Poland
In recent years the new development management system was established in Poland, based
on the following strategic documents:
• Long-term National Development Strategy Poland 2030. The third wave of modernity
– a document setting out the main trends, challenges and the concept of
development of the country in the long term, adopted by the Council of Ministers on
5 February 2013.
• National Development Strategy 2020. Active society, competitive economy, effective
state (NDS 2020) – a document updating the National Development Strategy 2007 –
2015, adopted on 25 September 2012 by the Council of Ministers.
• Development strategies (the so-called Integrated Strategies).
Development objectives of NDS 2020 will be served by nine integrated strategies.
Documents were prepared by inter-working groups.
Due to the adopted mode, strategic documents are closely correlated and mutually
determine. These relations also correspond to the provisions governing the hierarchy of
strategy, according to which the "medium development strategy of the country takes into
account the findings of the long-term development strategy of the country" and is
performed by a Integrated Strategies.
One of the most important Integrated Strategy is the Innovation Strategy and Economic
Efficiency "Dynamic Poland 2020" which was prepared in cooperation with the Ministry of
Science and Higher Education. The main idea is to prepare the appropriate conditions for the
functioning of Polish enterprises and the sector of science and administration, which will
boost competitiveness and innovation in our economy. The strategy envisages the following
objectives:
1) adaptation of the regulatory environment and financial needs of innovative and
efficient management,
2) to stimulate innovation by increasing the efficiency of knowledge and work,
3) increase the efficiency of use of natural resources and raw materials,
4) An increase in the internationalization of the Polish economy.
Individual actions will be implemented by the central administration in cooperation with
entrepreneurs and their organizations, scientific institutions and local governments, business
institutions and NGOs. In addition to the system of legislative activity in different areas there
are also main changes planned in the functioning of the national innovation policy, as well as
direct support in the form of programs financed from public funds.
The document calls for further simplification of the economic and administrative
procedures, including bankruptcy laws targeting of public spending on development
activities or increasing the supply and availability of private and public capital in the financial
market.
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The strategy involves the introduction of an integrated and comprehensive innovation
policy, which will operate simultaneously on different aspects of creating projects including
entrepreneurship, cross-sectoral cooperation, database development and faculty,
knowledge transfer and public procurement and PPP. This will require more consistent
programs and also support and cooperation of all participants in economic life.
Programs of direct support will be focused mainly on areas with the greatest potential for
growth. They will be using, among others, the results of foresight projects, evaluation, and
analysis of scientific specialization, technological and economic. The result will increase
funding for research and development and increase advanced products and services in the
production and exports.
Poland also adopted National Smart Specialization Strategy. It was adopted to help to
accomplish the priorities of the Strategy Europe 2020. Identification of smart specializations
will primarily stimulate Polish economic growth based on innovation. Strong thematic
concentration will support specialization and will contribute to development based on the
effectiveness of these actions and measurable socio-economic outcomes.
Next important Integrated Strategy concerning Development of Human Capital in Poland
was adopted in 2013 by the Council of Ministers. Strategy is based on a novel concept
involving the building of human capital in five stages of life: 1) early childhood, 2) school
education, 3) education at the tertiary level, 4) economic activity, adult learning and
parenting, 5) old age. Human Capital Development Strategy includes a diagnosis of major
problems and areas of require action. The scope of these areas is wide. It covers issues in
various areas of life, including the labor market, social policy, health, education, the
problems of the disabled and elderly. An important element of this Strategy is to define the
challenges in the development of Polish human capital, which include: making Poland a
more attractive place to live, develop knowledge and work and making Poland a place to
locate investments and thus create more jobs. Other tasks faced by Poland in the field of
human capital development, include improving demographic situation, for example. Through
actions targeted at families. At the same time there is a need for improvement in the
functioning of the state system in the senior policy area, which is the result of aging
population in Poland. It involves implementing modern politics concerning seniors.
Italy
In 2012 the Italian Ministry of Education, University and Research (MIUR) established 8
national technology clusters (Smart Manufacturing, Green chemistry , Life sciences,
Terrestrial and maritime mobility, Agrifood, Aerospace, Technology for Smart Communities,
Technology for Ambient Assisted Living) to lead and rule national and international
initiatives for the sustainable development of the territories and assigned to them 400
million euro.
The AAL national cluster aims to develop new knowledge, technology, devices and
innovative products to design new housing facilities that guarantee inclusion, safety, security
and eco sustainability. This cluster involves five Italian Regions (Marche, Puglia, Toscana,
Friuli Venezia Giulia e Lombardia) and the Autonomous Province of Trento, with the
participation of more than 100 partners counting universities, research centers, PA and
enterprises. Each cluster is supposed now to attract further investments, both public and
private, beyond those poured by the MIUR.
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Concerning new schemes to support technology innovation, the development of clusters and
the response to main societal challenges according to the new EU programmes, the
Department for Development Policies and Economic Cohesion (DPS) of the Italian Ministry of
Economic Development (MISE) launched, in agreement with the Italian Ministry of
Education, University and Research (MIUR), the consultation project "Support to the
definition and implementation of regional policies for research and innovation (Smart
Specialisation Strategy)", which will last until December 2014. Together the Research
National Programme, designed over seven years to run parallel to Horizon 2020, is the result
of a large public consultation of major public and private stakeholders. It
lists 11 priorities to be addressed, among which the second one is “Health, demographic
change and wellbeing”.
Important projects with high expected impact on society will be based on recent experiences
in the European and Italian context, in particular those referring to platforms, clusters and
similar. To support these thematic projects and the related necessary infrastructures, the
Italian policies state the need for synergy of investments made through the European
Structural and Investment Funds (ESIF 2014-2020), the National Research Programme,
Regional investment priorities and private investments, within the single framework of the
Smart specialization strategy.
Regional level:
Slovakia/ Slovak Business Agency
Slovak Business Agency (SBA) represents 2 Slovak regions in the CluStrat project – Bratislava
and Trenčín.
Bratislava - with 50% of all scientific research institutions in Slovakia and majority of Slovak
Universities concentrated on its territory, Bratislava has great potential for scientific
research. According to Regional Innovation Strategy of Bratislava region for 2014 – 2020
(“RIS”), future development potential of Bratislava region is in the strategic areas of
biomedicine, new materials and information and communications technology.
Trenčín region is the 6th largest region of Slovakia. Due to its location, Trenčín region is a
frequent intersection which helps the overall level of regional development.
Among all the emerging industries in terms of potential the Sustainable Mobility (SM) will be
the one in which both regions have the biggest potential for expansion.
In both two regions, active ageing plays different role in terms of importance and will be
addressed respectively.
With respect to the strong spa tradition of Slovakia (25 spas), Active Ageing (“AA”) is one of
the emerging industries in which Slovakia generally has a strong potential.
Trenčín region could see particularly potential in the areas of Age-friendly Environments and
Integrated care.
Bratislava on the other hand, with institutions specialized in medical and pharmaceutical
research, high tech industries and future focus on biomedicine, as recommended by the
Regional Innovation Strategy, has potential in the other sphere of the AA industry –
specialized medical senior health care.
Potential for the development of emerging industries lays also in the fact that not only a
number of firms are already active in some of the emerging industries but also a number of
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research institutions conduct specialized R&D, results of which could be further exploited by
the businesses which are active in the emerging industries. Bratislava based Technological
Institute of the Slovak Academy of Sciences cooperating with other knowledge institutions
works on development of new, modern technologies which could be applicable in the field
of Green Economy (e.g. new materials, biodegradable polymer products) Sustainable
Mobility (e.g. development sensor for gases security in cars) and Active Ageing (R&D in the
area of rheumatology bottom-up demand.
In Bratislava region - Regional Innovation Strategy (RIS3) for science, research and
innovation for the period 2014 - 2020 have been prepared in accordance with the
methodology of "Smart Specialisation Strategy" - S3.
In accordance with the methodology S3 were in Bratislava identified the following
technological priorities corresponding to the "key" technologies (Key Enabling Technologies KETs): areas which should focus region:
-
New materials (nanotechnology)
Information and communication technologies (Automation and Robotics)
Biomedicine and Biotechnology
The technology parks are in the process of the construction which later on will be closely
linked to SMEs: such as University Science Park, Comenius University in Bratislava - is
primarily oriented to the area of molecular medicine, environmental medicine and
biotechnology (biomedicine, molecular biology, genomics, proteomics, systems biology,
genetics, etc..).
Regional Smart Specialisation Strategies (RIUS) are just being prepared in Slovak regions (by
August 2014) and they will contain the “Smart Ambient” priority. Such regional priority
confirmed the interest to implement the Joint Action from the CluStrat project by Košice,
Prešov and Žilina regional authorities, universities (Slovak Academy of Sciences, STU
Bratislava, UPJŠ Košice, TU Košice, UK Bratislava, Žilina University in Žilina, University of
Prešov in Prešov), significant industrial organisations (ZTS VVÚ Košice, SPINEA Prešov, CEIT
Žilina, EVPÚ Nová Dubnica, SEZ Krompachy, AT Ploskon Prešov, ELCOM Prešov), and others.
Poland/ Lower Silesia Region
in 28 February 2013 Parliament of the Lower Silesia Voivodeship adopted new Development
Strategy of the Lower Silesian Voivodeship 2020 which is the strategic document on the
regional level, which directs the actions of the authorities of the regional government and is
the foundation for a system of cooperation among all actors involved in the implementation
of development policies of Lower Silesia. A Strategy is a tool dedicated to stimulate and
design development that targets activities of administration and indicates areas requiring
regulation and funding. Objectives of development of Lower Silesia in the coming years will
be subordinated to the following vision:
Vision: Close to each other - Close to Europe. Lower Silesia in 2020 as an integrated regional
community, competitive region, coherent, open, dynamic ...
Main objective: Modern economy and high quality of life in attractive environment.
The main objective is to build a region concentrating innovative manufacturing and service
entities cooperating with developed research sector and intense development of a modern
tourism based on the interregional and trans-boundary cooperation creating together
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attractive places to live for residents with increasing qualifications and developed civil
culture.
Specific objectives are: 1 Development of knowledge-based economy; 2 Sustainable
transport and improvement of transport; 3 Increase of competitiveness of enterprises
particularly SMEs; 4 Environmental protection, efficient use of resources and adaptation to
climate changes and improvement of the safety level; 5 Increase of access to communication
and information technologies; 6 Increase of employment and mobility of employees; 7 Social
inclusion, improvement of the life quality; 8 Improvement of the education quality, lifelong
education.
Lower Silesia supports creation of effective system for disabled and elderly people and
implementation of measures supporting social activity of seniors and preventing their
exclusion through development of local Active Senior Centers. It sees future economic
growth based on cooperation within clusters and building regions development on
entrepreneurship and innovation. Lower Silesia sees its growth in supporting energy
efficiency and application of renewable energy sources in companies and in agriculture.
Italy / Friuli Venezia Giulia Region
AAL and in particular Smart Ambient/Housing emerging industries has been a strategic area
of interest for the Friuli Venezia Giulia Region for several years now, decision supported by
the demographic change faced. Indeed, figures show a substantial alignment of the
population age in FVG with the EU estimated trends (1:2 over 65 years old in 2050, of which
100.000 not self-sufficient persons).
In 2007 the regional government decided to fund two broad initiatives in the home
automation sector (“Domotica FVG” and “Questions about Home”) using the Regional Law
26/2005. Later, in the framework of the Cohesion Programme 2007-2013 it has invested
substantial resources (around 6 million euro) into four research and technology transfer
projects involving universities, research centers, big companies and SMEs. These projects
were finalized to make more accessible public and private spaces for elderly and disabled, to
reduce the risk of social exclusion. On the welfare side, investments have been made to
empower the home help service (Regional Law 17/2008, art.10). From the first projects
started in 2005, in 2009 the LADI laboratory has been established thanks to the Regional Law
26/2005, art.22. It is a public-private network of actors that work together on new concepts
of home care models, to improve the self-sufficiency and rise up the quality of life of elderly
and disabled people. LADI has been acknowledged from 2011 as regional reference for the
development of health care policies for elderly, disabled and not self-sufficient patients.
Finally in 2012 the regional government, with the support of the FVG science and technology
parks, established “FVG as a L@B”, a public-private network of around 60 bodies devoted to
identify the most innovative solutions to be applied in FVG for the social inclusion and active
ageing. FVG as a L@B backs the participation of the FVG Region to the AAL National
Technology Cluster.
Both the Research&Innovation Directorate as well as the Welfare Directorate agreed on the
inclusion of the Smart Ambient/Housing in the Smart Specialization Regional Strategy (not
ready yet). Moreover for this specialization the identified KETs are ICT and advanced
materials. The FVG region will continue channel substantial resources on the topic of social
innovation and social inclusion through the new Regional Operational Programme ERDF
2014-2020, in particular with the design and adoption of new tools like pre-commercial
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procurement, innovative tenders, living labs, etc. Moreover, the FVG Region intends to take
part as partner in European wide initiatives, thematic networks and relevant projects.
4.
Planning the measure (PLAN)
Smart ambient/houses refers to smart buildings, including smart home, smart industry and
commercial buildings and subsystems. This emerging industry consists of many particular
sub-industries – systems, which need to be concentrated with a clear vision and common
goal to produce a single new globally competitive product – a smart house. Today many
single parts, products and even subsystems are produced by different companies with no or
very little external cooperation and not enough concentration to create high(er) value
product(s). These companies' products are also found on the global market mostly as OEM
(original equipment manufacturer) products and rarely as stand-alone own branded
products.
Smart ambient emerging industry is focused to provide the complete value chain for smart
buildings and living in terms of our homes on one side and in terms of industrial and
commercial buildings on the other side. This value chain consists of companies
(stakeholders) who provide particular subsystems for energy efficient, low carbon footprint
and intelligent living and working environment (buildings) – smart spaces. In addition it is
going to extend the reach to other sectors which are today indirectly involved in the
emerging smart ambient industry like automotive (eMobility), design and wood.
Smart ambient emerging industry addresses the demographical changes as it provides
complex solutions for emerging industries – Active Aging and Sustainable mobility. New
technologies aim in the improvement of elderly and persons with disabilities quality of life by
raising their autonomy, security, social inclusion, and support of daily life activities. Main
part of new technologies and services will deal with mobile and handling homecare
platforms, using innovative technologies for mutual communication with another intelligent
homecare, healthcare and social devices. The devices are situated in living area as a part of
smart (intelligent) houses and they communicate with other external technologies to
achieve maximal effective process in case of activity requirement.
The estimation value of the global market smart home until 2018 is around 71 billion USD.
The target groups encompasses:
 Clusters and industry from different sectors among them, ICT, ventilation, heating,
lighting, insulation and cooling systems for monitoring and sustainable management,
exchange of matter and energy (air, water, electricity, sewage, gas, heating, building
materials and construction, energy and renewable resources fields).
 Cluster organizations, Center of Excellence, Competence centers. They will gain new
competences and capacities to facilitate the creation of new value chains by
connecting companies from different sectors and sub sectors that need to move up
in the new value chains. Management shall be improved and new business services
offered to engage SMEs in a radical “system innovation” process.
 Cluster members, in particular SMEs shall strongly benefit from the project, gaining
new knowledge and ideas from cross-sectoral cooperation as well as achieving
business support for the realization of innovative ideas.
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In order to meet the Joint Action objectives, four key action lines have been identified,
namely:
1. Facilitation of cross-sectoral cooperation to create new opportunities and business –
joint platform;
2. Facilitation of cross-cluster cooperation, mutual learning and capacity building to
provide new business services needed for development of Smart Ambient/Housing
emerging industries – introducing a new cluster concept;
3. Identification of joint projects – creation of strategic partnerships and consortiums;
test near-market demonstrators to test new value chains;
4. Testing and application of new policy tools to strengthen the Smart Ambient/Housing
emerging industries – policy dialog.
Project team for the implementation of the Joint Action consists of Clustrat partners:
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SPIRIT Slovenija;
Cluster AT+R, Slovakia, Košice, Presov, Zilina;
Lower Silesian Voivodeship, Poland;
Slovak Business Agency, Slovakia;
Friuli Innovazione, Italy;
and of companies (32), R&D organizations or KEAs (9), cluster – related organizations (4) and
demand associations (3) from all participating countries.
The Joint Action is open to other possible partners and subcontractors.
Clustrat partners will in general:
 act as managers and facilitators of joint platform,
 act as facilitators of mutual learning on new cluster concepts development,
 act as integrators (facilitators) of potential strategic partnerships and pilot
consortiums and
 in the process of pilot implementation find the way (together with counterparts on
decision-making level) to support these international development partnerships
(consortiums) in their joint ventures.
All other actors, involved in the Clustrat Pilot Action, companies, R&D organizations or KEA,
cluster – related organizations and demand associations will be directly involved in the
process of transfer and co-production of knowledge and technologies, cross-sectoral and
cross clustering activities, mutual learning activities and will create strategic partnership and
consortiums to implement their joint projects. Some of the projects initiatives have been
already identified during the pilot action, namely:
1) Cluster ATR (Slovakia) as a member of project team (Spinea Technology, ZTS, CEIT,
TUKE) identified new opportunities in the development of new social services using
ICT, robotics, and tele-monitoring systems. Main ideas come for assistive robots, and
other motorised home appliances. Networking activities during the pilot action have
created cross-link activities within the cluster and also with the stakeholders from
other related sectors. They are preparing new prototype.
2) Several ICT devices, sensors and actuators were selected for experimental testing at
TUKE laboratories (Slovakia) to identify key advanced equipment and services of
home automation, tele-medicine and ICT supporting systems for Ambient Assisted
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Living. Following sensors and systems were tested: arduino, plux, Caretech. Cluster
ATR identified several devices – assistive technology – as subjects for improvement of
mechatronic design by application of theirs advanced compact units (patented drives
integrated with gearbox for precise and smooth control of movement).
3) Platform in PA AAL in Slovenia developed by CoCoSi and TM ICT, could be an example
of iHome – smart home in a cloud; supporting combination of services based on
Internet of things (IoT), not just combining and integrating certain ICT sources sensors for example but also combining IoT with the support of IPTV, EMS, HAS and
SHS into new virtual dimensions into new applications and services. It was recognised
as important that pilot actions should be treated as business model for several
different – at least few solutions tested on several markets, to evaluate potential and
business capabilities of involved clusters and their business partners in value chains.
This shall be further developed during the mutual learning activity to improve the
cluster business services for emerging industries.
4) Cluster A+ TR members prepared new smart programme for home automatisation
technology mobile handing platforms and communication systems in home care, and
social and healthcare institutions. These two initiatives are base for international
network and for meta clustering and support by Horizon 2020 programmes.
5) Slovenia is participating in EU AAL joint programme. JAP gives an opportunity for
cross-sectoral and transnational cooperation with other partners (Poland, Slovakia
are not participating in AAL joint programme). Slovenian NCP is trying to identify
deployment components in PA and advise to find relationships with other national
and European programmes.
6) PA in Slovenia was not discussed to such level or the financial support was not
available to such extent that where do market challenges lie and where are the needs
of the business sector for a competitive breakthrough. Further rounds of
consultations with PA entities would be necessary – focused on promotion of
international co-operation, cross border co-operation and international networking
and clustering such as inclusion into functional cross border regions and macro
regions.
The Joint Action’s project plan consists of 6 Work Packages (WP), namely:
WP 1: Establishment of joint platform
The specific objectives of this task are to:
 raise awareness of the new join platform as a new systemic approach to enabling
cross-sectoral spill overs that foster the development of emerging industries and new
value chains
 facilitate transnational and international cooperation in the field of Smart
Ambient/Housing emerging industry in order to create new cross-border value chains
 identify new business solutions and cross-sectoral cooperation initiatives and
projects
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The overall approach includes:
 Identification of proper tools for creating joint platform
 Development of an appropriate collaboration spaces tool (actions like “open spaces”,
“Smart Ambient/Housing open innovation arenas”, …)
 Implementation of joint platform collaboration tools implemented with identified
cluster partners, including also awareness raising activities, establishment of
management, communication and monitoring system of the joint platform and its
promotion
 Experience exchange with other European Platforms and networks offering similar
collaboration platforms.
WP 2: Cross- clustering and cluster’s policy excellence
The core objective of this WP is to enhance cross-fertilization of traditional sector clusters
and enabling technology clusters as well as to support existing and new cluster initiatives to
enable their reaction and full exploitation of the new business and market opportunities by
stimulating the clusters organizational excellence and development of clusters new business
services, which are needed to better exploit the potential of emerging industry Smart
Ambient/Housing. The activities include also support to clusters to meet the objectives of
smart specialization strategies in the field of Smart Ambient/Housing.
The overall approach includes:
 Matchmaking of existing clusters, cluster related organizations, KEAs and users
(demand side) in order to enhance vertical and horizontal integration of key actors in
the field of Smart Ambient/Housing on the regional / national level and networking
on international level;
 Coaching and training for the implementation of new business services needed for
the emerging industries;
 Improving cluster management excellent (striving for the Gold-Label or Silver-Label).
WP 3: Identification of joint projects
The objective of this WP is to facilitate the identification of joint projects and their
development for the implementation.
The overall approach includes:
 Identification of joint project by organizing matchmaking events and using of other
tools for identification;
 Establishing the strategic partnerships or consortiums for the development and
implementation of the joint projects;
 Testing the new project proposal – pilot projects –demonstrators.
WP 4: Testing and application of new policies tools
The objective of this WP is to test, validate and apply new entrepreneurial support schemes
as a follow-up to previous cluster collaboration and networking activities. The approach
includes:
 Analysis of the key barriers for innovations and cross-sectoral spill-overs in the field
of Smart Ambient/Housing
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 Development and testing of new business support schemes to facilitate cross-sectoral
fertilization and to contribute to new industrial activities and combinations of
different value chains.
 Policy dialog with policy makers to improve the business support schemes and
specific policies.
WP 5: Project Management
Efficient project management is an important issue for the successful achievement of the
Joint Action’s objectives. In order to ensure the best management, coordination and
communication among the partners a lean and effective management structure as well as
technical and administrative project management will be set up.
WP 6: Promotion and Dissemination
The main objective of this WP is to provide general information on Joint Action activities and
results. The main tasks are:
 Developing differentiated instruments that address various target groups and
specifically participants in cross-sectoral collaboration activities (e.g. cluster
managers, policy makers, SMEs, industry, academia, users, strategic partners, and
investors) in communicating Joint Action’s objectives, activities and results.
 Dissemination of Joint Action’s results via different communication tools (e.g.
website, the media, developed communication material), guidelines and other
published documents of the Joint Action.
Timeline
The project time frame is 24 months. Tentative duration is as follow:
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WP1: 12 months
WP2: 8 months
WP3: to be decided on the level of Joint Action plan
WP4: 12 months
WP5: 24 months
WP6: 24 months
Estimated Budget for the implementation of the JAP is 924.500 EUR.
Cost of JA team
WP 1
WP 2
WP 3
WP 4
WP 5
WP 6
TOTAL
159.500
110.000
110.000
88.000
55.000
22.000
544.500
Other costs
(subcontracting, travel,
other expenditure,…)
380.000
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Financing of the action:
The action shall be financed by private and public financial resources.
Public funding possibilities:
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- COSME
- HORIZON 2020
- EU ALL Joint Programme
- EUSF – Smart Specialization Strategies
- Danube – EUREKA
Chances and risks of implementing the action and possible solutions
The implementation of Joint Action presents a great opportunity for Clustrat partners as well
as for all stakeholders who will join the project team later to better exploit the potential of
emerging industry of Smart Ambient/Housing as it creates the open space for cross-sectoral,
cross- regional and international collaboration, transfer and co-production of knowledge and
technologies and creating of strategic partnerships and consortiums for development and
implementation of object-oriented innovation projects. It creates the open space for
combining knowledge from different regions in order to find the best possible solutions.
The main risk of implementing the joint action is changing of project leaders or responsible
persons in the Clustrat partners’ organizations. This situation could slow down or even
prevent the successful implementation of the Joint Action. Establishing a transparent
communication and information system as part of the Project management activity will
reduce this risk. However other risks could appear during the implementation of the JAP. In
order to reduce the risks the Risk management, which involves: (1) Setting up a methodology
for identification of risks which might have a negative impact on the successful JAP
implementation and (2) Elaboration of plans to reduce the probability of risk occurrence or
their potential impact, will be set up. All partners will be involved in the risk analysis and
contingency planning process.
5.
Implementation phase (DO)
The implementation of the JAP shall take into account experiences and lessons learned of
CLUSTRAT project.
Approach is built on three subsequent phases:
1. The starting phase includes preparatory actions, including data compilation, mapping
and development a detailed action plan of the whole project. The detailed action
plan shall include also the financial plan, partners involved and their contribution to
the action and management structure of the partnership.
2. The development phase shall be focused on specific actions to be undertaken to
implement the open collaboration space approach. The phase also aims to improve
excellence in cluster management.
3. The implementation phase aims at developing joint projects in the field of Smart
Ambient/Housing.
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The JAP can be successfully implemented under all INTERREG, CBC programmes, Central
Europe Programme and Danube Programme 2014-2020, Eureka and other initiatives, since
all of the Programmes include the development of innovative solutions, innovative
cooperation based on cluster and meta-cluster initiatives, and innovative production; and
under selected aspects of Horizon 2020.
The lessons learned in the Pilot Action on Ambient Assisted Living will be taken into account,
where a professional project management, efficient time scheduling and sufficient financial
resources for
6.
Evaluation & continuous improvement phase (CHECK/ACT)
The JAP will support cooperation between actors on the regional, national and international
level with the aim of strengthening the abilities of regional economies to face the emerging
industry to which the Joint Action relates – Smart Ambient/Housing.
The monitoring and evaluation systems will be set up in order to ensure the on-going
checking of implementation of activities and evaluation of the JAP after its completion.
An efficient system for monitoring the performance, which will (1) provide the project
leaders a tool for systematic monitoring of the action’s progress and (2) enable them to
improve their present performance and assure its successful development, will be set up.
The essence of the monitoring is not just to control the Joint Action’s performance, but
much more to empower the project team to initiate, control and take corrective actions.
This approach is convenient as it strengthen the ownership of the Joint Action among the
project team and other partners of the action and thus creates a good basis for successful
development and implementation of the action.
The process of establishing the monitoring system covers 5 main steps:
1.
2.
3.
4.
5.
Definition of the roles of project leader and stakeholders in the monitoring process,
Setting up a key performance indicators,
Definition of the monitoring’s implementation process,
Pilot implementation of monitoring process,
Implementation of the monitoring according to the definition of the monitoring
implementation’s process.
The Project management team will act as the monitoring and the evaluation process owner
for each of the activity. However each of the Activity Team will be directly involved in the
process of monitoring and evaluation.
A major step in establishing the monitoring system is the preparation of coordinated set of
key performance indicators to measure each field of activity. These indicators will be
measured half-annually, in coordination with the Managing Board of the Joint Action,
responsible for the implementation of the JAP. Key performance indicators needs to be
transparent and easy to measure. According to the aim of the Joint Action the main
performance indicators will be: (1) number of companies involved in the activities, (2)
number of companies involved in the networking activities, (3) number of activities
conducted at international level, (4) number of clusters involved, (5) number of crossclustering activities, (6) number of training for CMOs, (7) number of clusters with Excellence
Label, (8) number of new business services developed by the clusters, (9) number of joint
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projects developed. Additional indicators could be added to the list during the Single Action
implementation.
The evaluation of the Joint Action concerns the quality of the cooperation experience. In this
light, the evaluation investigates if, how and to what extent each minimum requirement has
been met by the Joint Action. The evaluation will be implemented after the end of the Joint
Action.
Finally, while major financing of the Joint Action is based on external resources such as
H2020 or national programmes, the preparation of the Joint Projects and its submission for
financing, and the project selection procedure will be made by the Managing Board of the
Joint Action.
The evaluation criteria for submitting the joint project should include the consideration of:
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7.
Excellence (quality, innovative aspects, clarity and quality of knowledge sharing
among the participants, quality of the interaction between the participating
organizations ...);
Impact (enhancing of research and innovation resources, skills; development of new
and lasting collaborations; contribution to the smart specialization strategy objectives
and implementation, effectiveness of the proposed measures for communication and
dissemination of the results;
Implementation (overall coherence and effectiveness of the work; adequacy of the
management structures and procedures plan; adequacy of the institutional
environment; competences experience, and complementarity of the participating
organizations; institutional commitment);
Impact on clustering and networking in Slovenia and in the Central European region.
Executive summary
The overall objective of the Joint action on “Smart Ambient/Housing” is to develop a joint
platform of existing regional clusters, cluster related organizations, research organizations,
KEAs and companies in the Central European region for sharing knowledge and transfer of
new technologies and services in the fields of Smart Ambient/Housing emerging industries
as one of the areas of wider Ambient Assisted Living emerging industries. The joint platform
will be designed to promote cross-sectoral spillovers that foster the development of Smart
Ambient/Housing emerging industries and will provide opportunities for mutual, national
and international learning.
Specific objectives of the JAP are to (1) enhance cluster collaboration and networking to
stimulate cross-sectoral and transnational cooperation, (2) enforce mutual transnational
learning on new cluster concepts on the regional/national and international level in order to
improve the capacity and capability of cluster organizations for their active and efficient
support of the development of Smart Ambient/Housing emerging industries , (3) establish
continuous Policy dialog in order to enhance the policies influencing Smart Ambient/housing
for application of R&D outcomes.
The Joint Action is an initiative of several partners from 4 countries (Slovenia, Slovakia,
Poland and Italy), but open for other partners from the EU and its neighbours.
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The project partners from:
Slovenia (SPIRIT, University Institute of Ljubljana, Institute Jozef Stefan Ljubljana, University
of Ljubljana Faculty of electrical engineering, Chamber of Commerce and Industry of
Slovenia, Mediasoft d.o.o., Hidria d.d., TM ICT/ICT technology network, CoCoSi Competence
centres of Slovenia),
Slovakia (Cluster AT+R, Technical University of Košice, Spinea Technology, ltd., ZŤS VVU
Košice, plc., CEIT a.s. Žilina, SEZ Krompachy, plc., University of Žilina, Elcom, ltd. Prešov,
Procont, ltd. Prešov, SPINEA, ltd., Slovak Business Agency),
Poland (REC GLOBAL, Arlamowski Investment, LAB Desing and Research Group Sp. z o.o., Xcoding IT Studio s.c., Wojewódzki Szpital Specjalistyczny we Wrocławiu, Ośrodek BadawczoRozwojowy, Codedose sp. z o.o., LB ENERGIA, Sudecka Izba Przemysłowo-Handlowa w
Świdnicy, Urząd Marszałkowski Województwa Dolnośląskiego, Exaity Group sp. z o.o., SI2 sp.
z o.o., Techdesign, Data Techno Park sp. z o.o., NeroSYS Tomasz Kowalczyk,
NOVELELECTRONICS sp. z o.o., A+V sp. z o.o., SMT Software, GTS Poland, Wrocławski Park
Technologiczny/ NUTRBIOMED, BIAP Biuro Inżynierskie Automatyki Przemysłowej, Inventive
Devices Radosław Nowosielski, MicroscopeIT sp. zo.o., PSYCHOINNOWACJE, SmartSpace,
Klaster ICT, Encomed sp. z o.o., Vratis sp. z o.o., Qumak S.A., DiagNova Technologies Just i
Tyc sp. j., Gabos Software sp. z o.o., GTB sp. z o.o., PARP, Viessman R&D Wrocław) and
Italy (Friuli Innovazione) are ready to start the project in October 2014.
Expected output:
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joint platform for Smart Ambient/Housing
possible joint (cluster) projects in the area of Smart Ambient/Housing
improved cluster’s management and business services for the needs of Smart
Ambient/Housing emerging industry.
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