FINAL ACTIVITY REPORT
PROJECT TITLE
Smarter Cluster Policies for South East Europe
PROJECT
ClusterPoliSEE
ACRONYM
REF. NUMBER
SEE/C/0008/1.1/X
LEAD PARTNER
Marche Region
START DATE
April 2012
END DATE
December 2014
European Territorial Co-operation 2007 – 2013
1
EXECUTIVE SUMMARY
1.1
Short project summary in view of the results achieved (this text should be
able to stand alone and suitable for publication, therefore should also be attractive, easy readable and interesting to wider public). (ca. 1000 characters)
ClusterPoliSEE with 24 partners from 12 different SEE programme countries
(8 EU MSs, 3 IPA, 1 ENPI), adopted a methodological approach based on experiments in reflective policy making mechanisms to develop smarter cluster
policies supporting territorial cohesion, R&D and open innovation systems in
SEE, encouraging transnational cluster cooperation between strong and weak
performing regions. The process of mutual policy learning in SEE area, supported by a learning platform, started with regional-based assessment, creating a common understanding among PPs from past/present/future to enhance the capacity of policy makers to confront, prevent and anticipate necessary changes. Starting from this common understanding in SEE area, set of
policy measures have been elaborated to develop evidence based regional
policy learning mechanisms towards cross-department multiple policy level
understanding. The mutual policy learning process, thanks to a very active
partnership, guaranteed the added value of the project at transnational level
promoting the sound and effective transmission of results to relevant stakeholders.
1.2
Summary of the project key points described in the following parts of this
final report, suitable for publication and structured according to the following main sections (ca. 2500 characters):

Project context and objectives – highlight the major project objectives
and the relevance / importance of the issues addressed by the project for
the SEE area

Key achievements – short description of main project outputs and results

Partnership and added value of cooperation – highlight the added value
of the transnational cooperation approach

Sustainability and follow up – outline the sustainability of project results,
their transferability and potential follow-ups
ClusterPoliSEE project, involving relevant transnational multilevel partnership
carried out a complex policy learning process, developing a mutual learning
mechanisms to support regional administrations for cluster policies development in SEE area, trying to reply to the lack of efficacy of regional innovation policies identifying the priorities for RDI promotion and forms of cross-
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border collaboration.
The process of reflective policy making started with the regional-based assessment and created a common understanding among PPs from the past,
present and future to enhance the capacity of policy makers to confront, prevent and anticipate necessary changes. Also the learning by working in parallel contexts was implemented through 7 study visits, favouring the crossfertilization among the partnership and capitalizing on a significant exchange of tacit knowledge by an intelligent benchmarking of regional cluster
policies. Starting from this common understanding in SEE area, a set of policy
measures have been elaborated and tested by 6 pilot regions to promote the
development of evidence based regional policy learning mechanisms. The
deep mutual policy learning process, thanks to a very active and involved
partnership, that has been implemented during the project also including an
ENPI Partner, guaranteed the added value of the project at transnational level
promoting also the sound and effective transmission of results to the relevant stakeholders. As crucial achievements, a Cluster Initiative was launched
for a joint future plans, exploiting a partnership as a sample of a typical
cluster environment: Regional/National Public Institution responsible for
cluster policy development and implementation, Regional Development
Agencies responsible for the management of Cluster Programmes and Regional Innovation strategies, National Research Institutes and Universities,
Innovation promotion bodies and Cluster Networks.
On the basis of Cluster Initiative, after project closure, several actions will be
carried out to ensure project results sustainability, such as joint participation
in new EU calls to capitalise specific project outputs; assessment of pilot actions effects also on the new programming period and Macro Regional strategies and areas; setting up of new regional Cluster Development Strategies in
the ROPs of several participating regions and new innovative projects in cooperation with universities and companies.
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2.1
RÉSUMÉ OF PROJECT OBJECTIVES
Short outline of the project, highlighting its context and objectives, covering
also the following issues (ca. 2000 characters):

Project’s aims and rationale /added value for adopting a transnational
approach

Project contribution to the goals of the SEE Programme

Main success factors and obstacles (if any) for reaching the project objectives
3
ClusterPoliSEE aimed to enhance the capacity of regional policy makers to
confront, prevent and anticipate change, developing smart specialization
strategies for cluster improvement in SEE regions. This objective was borne
to reply the lack of efficacy of regional innovation policies in identifying the
priorities for RDI promotion and forms of cross-border collaboration, leading
to a wasteful use of public resources. In this scenario, clusters demonstrated
to be excellent instruments for offering policy makers the possibility of facing with business demand collectively by public-private partnership. But as
arisen during the project, in most SEE countries the cluster concept is rather
new, apart from Italy (industrial districts). Dedicated cluster supporting programmes in SEE are even younger with exception of Austria. In many SEE
countries cluster policies are tackled at national level (Hungary, Greece, Romania, etc.), in some on regional level (Austria, Italy, etc.). The approaches
on how to support clustering range from strictly bottom up concepts (e.g.
competitive calls) to ideas on how to strengthen public sector (centralised
mapping of cluster potentials). This heterogeneous contexts, acquired by the
learning process (WP4) made difficult the development of new common policy learning mechanisms (WP5).Nonetheless, a successful governance model,
as operational methodology of cooperation among different stakeholders for
improving the effectiveness of cluster policies, represented the favourable
framework where set of policy measures have been developed and tested.
This strategic approach aligns closely with the goals of the SEE Programme
and in particular with the ToR 1 SEE “Policy Learning Mechanisms in Support
of Cluster Development”. Supported by the ICT platform (WP3), several dissemination tools (WP2) and participation at EU debates (OpenDays 2014),
rethinking national/regional cluster policies, PPs elaborated on the basic deficits and challenges of their national/regional cluster policies the transnational ways their organizations intend to influence the cluster policies by exploiting the acquired new knowledge and experiences gained in terms of actions formalising the Cluster Initiative (WP6).
2.2 Level of achieving project objectives
Complete the table below inserting the objectives as outlined in the approved Application Form, indicating up to which level those have been achieved, describing
briefly in the “comment” field what exactly have been achieved. If some of the
objectives have only partially, or not been achieved, the justification should be
included in the last column.
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Objectives
Achieve-
Comment / Justification
ment (%)
1 To enhance the capacity of
100%
At least n. 30 staff members
regional policy makers to
with a leading position in
confront, prevent and antici-
shaping and funding of cluster
pate change, developing
policies, with increased capacity
smart specialization strate-
of formulation their needs and
gies for cluster improvement,
strategic objectives. Morever a
thus accelerating differentia-
stable and active network in SEE
tion and structural change
area was established among the
towards a knowledge-based
18 ERDF PPs, 4 IPA PPs, 1 EU
economy in which there is a
ASP PP and 1 ENPI PP for
place for all SEE regions to
innovation clusters policies -
position themselves.
increased public awareness.
2 To define, develop and im-
100%
At least n. 2.500 policy makers,
plement regional cluster poli-
in all the SEE area, were directly
cies as a corollary of the
reached by the periodical
pooling of resources and in-
newsletters, press conferences
tegration of activities along
and releases in the involved
the global value chain,
areas. At least n. 13 Regional
matching regional competi-
based cluster policies improved
tive advantages with interna-
by sharing policies.
tional synergies.
3 To set up a collaborative ICT
100%
At least n. 78 staff members
platform as a learning
with increased capacity on
mechanism system for
learning mechanism though
partnership and relevant
platform management
stakeholders aiming at
(knowldge/skills). At least n. 52
improving SEE cluster policies
policy makers with increased
through cooperative learning,
awareness through platform
policy transfer and
public consultation
information interchange
(knowldge/skills). At least n.260
between them exploring the
stakeholders with increased
added value of transnational
awareness involved in platform
cooperation based on an
public consultation (rate 1 to
open and interactive web-
20 for each PPs involved in
based support for mutual
mutual learning activities). At
learning;
least n. 13 Regional based
cluster policies improved by
sharing policies. Moreover also
5
n. 4 non EU MSs were involved
for a world-class cluster
environment.
4 To provide an in-depth
100%
At least n. 78 staff members
assessment of the regional
with increased capacity
cluster policies in the
(knowledge/skills) in learning
participant countries, based
process due to the removal of
on consideration of past
main barriers to learning. At
actions, visions of the future,
least n. 78 staff members with
analysis of current contexts
increased capacity
and understanding and
(knowledge/skills) in shaping
working with parallel
effective regional cluster
contexts, this as contribution
policies due a better
to develop smarter policies in
understanding of effects of
support of
policy instruments, of current
existing/developing,
framewok and future
improving the understanding
challenges. At least n. 78 staff
of existing data and
members with increased
information related to cluster
capacity (knowledge/skills) in
development.
shaping effective regional
cluster policies due to a better
knowledge of parrallel contexts
involved in regional cluster
policy. At least n.338
Stakeholders involved in
learning process (through
platform and consultation
mechanism) with increased
awareness on current situation
and future challenges. At least
n. 480 stakeholders involved in
spreading over study visits
lesson learnt (rate 1 to 20 for
each PPs involved in mutual
learning activities). At least n.
26 regional based cluster
policies improved by fulfilling
information gap data. At least n.
4 advanced
tools/methodologies adopted to
6
improve knowledge
management cluster. At least n.
13 regional policies with
improved policy making process
and content in effective regional
support cluster development.
5 To identify factors, tools,
100%
At least n.50 Policy makers with
experiences, best practises
enchanced capacities to identify
related to the six thematic
and evaluate factors of
priority areas, based on an
competitiveness (critical mass)
overall picture of the past
and concentrate resources on
and current regional related
key priorities. At least n. 6
frameworks, to work on
Established cooperation
developing new policy
network, by platform, in
learning mechanisms that will
support of cluster development.
be tested through pilot
At least n. 5 Policy makers with
initiatives.
enanced ability and capacity due
to a reflective policy making . At
least n. 13 Regional based
Cluster Policiies improved by
mutual learning.
6 To strengthen support to
100%
At least n. 13 Regional Based
result-oriented transnational
cluster policies improved by
cooperation for the design of
joint strategic policy plan and
new strategies (Joint strategic
sustainability plan. At least n.
Plan, sustainability plan and
11 Strategies adopted at gov-
SEE level Initiative) for project
ernmental level. At least n. 7 EU
results sustainability and as
cluster policies in SEE (2014-
contribution to support
2020) improved by foresight
South East Europe area as the
exercise recommendation. At
place of innovation.
least n. 7 EU cluster policies in
SEE area re-addressed due to
ClusterPoliSEE recommendations. At least n.100 Transnational network (including coordination mechanism) for cluster
policies support. At least n. 10
new job creation within SEE
Cluster Initiative by the new
professional profiles defined
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and experts involved also during
the project implementation.
3
KEY ACHIEVEMENTS – PROJECT OUTPUTS/RESULTS
3.1 Type/characteristics of achievements (ca. 3000 characters)

Describe the major achievements of the project deriving from its outputs
and results, focusing on the qualitatively most significant achievements
(and not simply listing all outputs and results that were generated by the
project)

The main achievements of the project in relation to the project and programme objectives should be detailed, using also indicators, when applicable;

The specific feature of these achievements should be demonstrated, their
innovative character, the practical relevance and applicability of those
project outputs

How these project achievements contribute to practical improvements /
changes in a specific thematic field in the SEE area.
In case further results have been achieved, in addition to those listed in the original application, they should be listed as well.
ClusterPoliSEE identified and collected data and information, enabling an indepth exchange of experience between regional cluster policy makers and
national funding agencies, carrying out a focused analysis of framework conditions by learning process for reflective policy making. Thanks to the online
cluster policy learning platform (http://www.clusterpolisees3.eu/),which represents a significant and innovative contribution to collaboration, cooperation and learning of both internal PPs and external stakeholders, reports,
benchmarking documents, interviews with stakeholders regarding the cluster’s issue in line with the new S3 strategy were carried out. Based on SWOT
analysis, 6 pilot actions were designed and tested, supporting and strengthening regional capacity for developing effective cluster policies and answering a wide range of needs (Training for regional policy makers on clusters
and S3 certified by “S3 Training program completion diploma”, Training for
companies/skill development, Feasibility studies for eco-innovation clusters,
Integration of value chains, Internationalisation, etc.).They represent the
qualitatively main project achievement, which contributed to the improvement of services and synchronization of policies and activities of the different stakeholders. In relation to the project objectives, PPs had the possibility
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to let the learning by doing process emerge and to make the achieved results
clearly recognizable: incorporation of pilot actions elements in RIS3, signature by entrepreneurs of letters of expression of interest in new potential
cluster, innovative solutions to create interaction between enterprises and
new clusters (C2C and B2C events), learning packages for public and private
target groups experimented and potentially transferable to other regional
territories or clusters.6 new policy learning mechanisms have been developed based on learning through interaction and exchange of experiences, in
order to provide additional important knowledge on how to build effective
cluster policies. The most important needs and future challenges of the SEE
region in the six thematic areas (innovation, sustainability, internationalisation, financial framework improvement, clusters and regional specialisation,
new skills and jobs creation) have been identified and relevant policy recommendations have been provided for the improvement of the existing and the
development of new more effective cluster support policies. These project
key findings contribute to practical improvements/changes horizontally in all
thematic fields in the SEE area, in conditions of complex interdependencies
where changes in one domain might affect dynamics and structures in another one, considering them as part of the same historical process of transformation in the structures of economy, industry and markets, as well as the
broader structures of civil society in SEE. ClusterPoliSEE approach encouraged
participants to overcome barriers and think in a more strategic way (ref.
macro regional strategies).
3.2 Target groups and territorial dimension of achievements (ca. 1500 characters)
Please describe the groups targeted and the territorial dimension of the project
achievements by indicating:

The main target groups that benefit from the achievements, explaining
also if all planned target groups have been reached and are able to use
the project results and in case not, provide the reasons (also the description should highlight how the different target groups are using the project results).

On which territorial level(s) (local, regional, national) have the project
outputs / results been implemented / applied and how.
The main target group that took advantage from ClusterPoliSEE achievements
is represented by regional/national policy makers, benefitting of better over-
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view on cluster policies in SEE area, learning about RIS3 and cluster policy
approaches and exchanging experiences. Also representatives of relevant
stakeholders (CMO, Business associations, etc.) have been reached by promotional activities as well as by free access to the project learning platform.
Business stakeholders (SMEs, External experts, cluster managers, etc.) were
actively involved in the project especially for implementing pilot actions and
analysing the results and outcomes. Academic Institutions benefited from the
exchange of good practices, information, knowledge and reinforced transnational collaboration and cooperation. These groups were also the main beneficiaries of pilot actions. The project outputs affected different stakeholders
on 4 levels: International, with the signing of the PPs agreement and with the
new relationships between the PPs and clusters in the regions; National, with
the improved coordination of the state policies (e.g. in Italy by involving the
MISE as EU ASP and MIUR in the pilot action) as and the communication with
cluster managers; Regional, with the increased interest of SMEs for participation in clusters organizations as a result of the success of the best clusters
presented to them; Clusters, with the better understanding of the need of
services for cluster members, following the best cluster initiatives in SEE and
EU. Finally, officials of EU initiatives were invited at the Networking Session
(100 participants) organized during the Open Days 2014. The event facilitated the dialogue with relevant EU platforms for synergies with mainstream
policies and the cooperative learning between SEE policy makers.
3.2.1 Project implementation area
Please, define the geographic location of the project implementation by indicating
the NUTS III level codes1 of areas where the key, content related project activities
and results (but not project meetings, conferences, etc.), especially of the pilot
activities were delivered, highlighting (make a short note) also, if the location of
pilots / deliverables are different from the location of the involved project partners’.
Description of pilot activity / main project result
Location
Annex 1 contains the list of NUTS III codes of those SEE countries involved in the NUTS
system.
In case of countries, not applying the NUTS system, please indicate the name of the NUTS
III equivalent territory (AL – county / Qark; BA - kanton; MD – statistical region; RS – district / okrug; UA – raion).
In case of countries outside of the SEE area, please refer to the EUROSTAT website http://ec.europa.eu/eurostat/ramon/index.cfm?TargetUrl=DSP_PUB_WELC .
1
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NUTS III code1
Study visit 1 – Sopron, HU – January 2013:
HU 221
The aim of the 1st Study visit, organized by the Hungarian
partner at Sopron and which involved the most of the partnership, was the analysis and the sharing of regional policies
detected in previous actions of the project to obtain feedbacks and cross-fertilisation among partnership, capitalizing
on a significant exchange of tacit knowledge among partners.
The study visit was organized as forums for discussions, following different stages:
a) selecting and building capacities of involved actors on the
methodology;
b) fine-tuning the tools/templates that will be used during
the visit;
c) setting up of a calendar of the visit;
d) visit exchange, in order to thoroughly assess the efficiency and effectiveness of the measure through on field activities based on direct interaction with relevant actors (management team, beneficiaries) and concrete experiencing of
measure running (premise tour, documents analysis);
e) reporting stage, summarizing evaluation results and identifying possible follow-ups.
Study visit 2 – Vienna, AT – February 2013:
AWS (PP09) and Ecoplus (PP10) organized the second study
visit from the 28th of February to the 1st of March 2013. Six
measures (internationalisation, financing, eco-innovation, S3
Strategy, R&D, Green building) were presented and discussed
with the participating project partners. The aim of the study
visit was to share experience in cluster policy in Austria, in
order to derive recommendations for cluster policy makers in
the project’s regions/countries.
Participating partners saw raising awareness as a task of
cluster organisations supporting eco-innovations, transferable to other regions.
There was positive feedback on the Green Building Cluster’s
approach to combine market pull forces with training for
companies. Efforts to bring all relevant stakeholders together
and select the best trainers were particularly noted. Recommendations made by participants include making use of ESF,
11
AT130
linking the cluster’s activities to existing successful EUprojects that produced training material and handbooks for
green building.
During this study visit it emerged that different framework
conditions of countries/regions make it difficult to abstract
learning for own country /region. The most relevant difference is the role of the regions and the role of regional development agencies. What can be shared is e.g. the general understanding of the S3 concept, the importance of monitoring
and the possibilities for eco-innovation in traditional sectors.
Study visit 3 – Athens, GR – April 2013:
EL303
UHCC (PP06) organized the third study visit from the 23rd to
the 24th of April 2013, in Athens/Greece. The aim of the
study visit was to share experience in cluster policy in
Greece. Regarding the aims, procedures, outputs of and
framework conditions for cluster policy and also Greek Case
Studies of Cluster implementation, all participants derive
recommendations for cluster policy makers in the project’s
regions/countries.
It emerged that due to the increasing intensity in global
competition, policies should answer the needs of the sectors
involving, in the making of them, the most representative
stakeholders. This approach can be in a way contemplated as
a “bottom-up” approach for policy making.
Information about cluster management approach for target
sectors has been obtained. The study-visit provided successful the opportunity of learning from the Greek good
practices resulted from both private and European-funded
initiatives related to cluster creation, development and support in a period of sever crisis.
Study visit 4 – Sofia, BG – June 2013:
BG412
BSMEPA organized study visit from the 6th to the 7st of June
2013, in Sofia/Bulgaria.
The ICT cluster in Bulgaria, examples of networking using
Bulgaria strategic location and conclusions around cluster
support programs, cluster education and trainings, cluster
cooperation, R&D cluster development and innovation and
also “Electric Vehicles Industrial Cluster”(EVIC) – NPO were
disclosed. These are the solutions emerged in order to im-
12
prove the role of Cluster in SEE area: I) the necessity to use
the available funding sources at national and EU level to
meet the cluster targets; II) Cluster could be a tool for
providing expertise to government or municipalities and for
implementing pilot projects at national or regional level; III)
Cooperation with educational institutions to foresee modern
skill needs is recommended as well as the cooperation with
neighbouring countries for developing common projects; IV)
A constant focus on competitiveness is a must. Increasing
internationalization, also in the Balkan area, is necessary; V)
An excellent Cluster management can make the difference
on a highly competitive export market.
The partners positively commented the strengths of “bottom
up” approach to cluster creation and wide collaboration of
private, public and education actors involved in the ICT Cluster. They noted the importance of cross-sectorial cooperation, especially for innovation-driven clusters (such as ICT).
Study visit 5 – Nitra, SK June 2013:
SK023
The Union of Slovak Clusters organized the 5th Study Visit of
CPS project from the 24th to the 25th of June 2013 in Nitra,
Slovakia.
The main objective was to show some best practice examples from the top Slovak Clusters and to present measures
addressed to cluster development in the 6 key priority areas:
cooperation and networking, financing, sustainability, innovation and R&D, new skills and jobs creation.
The partners summarized as the main strengths in this area
the dynamic creation of a modern R&D infrastructure, establishment of competence centres, incubators and scientific
parks and critical concentration of technology based companies.
Partners appreciated the knowledge triangle among ICT
companies, universities and schools, and public administration and the role of ICT sector in decreasing brain-drain.
Since young people in all countries need practical experience
and skills it is necessary to implement more practical work
into the study programme at high schools and universities.
This could be possible only with strong cooperation with
companies and governance. In the area of tourism, some
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partners recommended that the development of new services, construction of infrastructure, employee training and
other issues could be more co-financed within the EU funds.
Moreover, partners pointed out to the necessity of development of skills of human capital on the basis of sustainable
cooperation between universities and clusters. It would be
helpful to use all outputs / results and recommendations for
creating presentations for educational seminars in order to
disseminate the ideas about improvement of R&D capacities
and increase innovation level of R&D capacities.
The partners identified the necessity to turn to renewable
energy sources because of extensive consumption of electricity.
Study visit 6 – Novi Sad, RS - November 2013:
RS/ South Bačka
The 6th Study Visit of the project was organised by the Uni- District
versity of Novi Sad, Faculty of Economics of Subotica, on 21
November 2013. The study visit took the form of a workshop, including presentations from representatives of the
Faculty of Economics of Subotica on specific topics related to
each working packages. The topic of (WP1) was Optimizing
Cluster Development through Innovation and R&D and it
mainly addressed targeting innovative organisations from
the domain of Triple Helix model, such as academy, industry
and government. The topic of WP” was Science and Industry:
Friends, Enemies or Collaborators and it mostly addressed
Vojplast Association Cluster, the University of Novi Sad –
Faculty of Technology and plastic processing and food packaging oriented organisations. The topic of WP3 was To inter-
nationalize or not to internationalize – Case study of Vojvodina ICT Cluster (WP3) and it targeted beneficiaries of Vojvodina ICT Cluster, such as business organisations, research
and educational institutions, supporting members of the
cluster and information society in general. WP4 dealt with
Cluster Financing: Frameworks, Experiences and Recommendations and it addressed Vojvodina Metal Cluster cooperating with national, provincial and local governments, enterprises and other domestic organisations and associations, as
well as with international organisations and foreign partners
in this field. WP5 dealt with Regional Research and Develop-
ment Policy in The Light of Smart Specialization Concept for
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Cluster Improvement and it mainly addressed representatives of the Triple Helix model of innovation and representatives of innovation intermediary organisations, Vojvodina
Chamber of Commerce, business associations, networks, etc.
WP6 topic was New skills and Jobs: Positive experiences be-
ing member of IKT Cluster and it targeted mainly private
sector enterprises in the field of ICT. In order to allow participants to express their opinions and contribute to the debate, six round tables were also organised, one per working
package.
Study visit 7 – Chisinau, MD – February 2014:
MD/Municipality
The 7th Study Visit took place at Leogrand Convention Cen- of Chișinău
ter in Chisinau, Moldavia, on 12-13 February 2014. The visit
consisted of two parts.
The first day and the morning of the second day were dedicated to the presentation of various measures: Sustainability
through Cluster Development, Cluster Financing, International Cluster Cooperation and Networking, New Skills and
Jobs creation, Clusters and Regional Smart Specialization,
Innovation, and R&D driven Cluster Development. Presentations were followed by parallel sessions during which participants had the opportunity to ask questions, share their
opinions and points of view, give their feedback on specific
topics, etc.
The afternoon of the second day was dedicated to the visit of
the Cluster TOPAZ, specialised in the development and production of electronic components for digital regulators of
aircraft engines.
Pilot action “P.U.L.S.E. - Pushing Policy Makers’ Skills to Lev- ITI32
erage Smart Economy”, by Marche Region (ERDFLP, ITA), a
training activity aimed at reinforcing the regional policy
makers’ competencies and skills in managing clusters and
smart specialization, also using the e-learning ClusterPoliSEE
platform. The main achievement is the increasing of the
competences and skills for all the participants. It also provided awareness of policy makers in respect to the important
role of clusters as innovation hubs and it gave the basis to
prepare the participants in facing challenges related with
innovation and competitiveness of SMEs at transnational level.
15
Moreover, P.U.L.S.E. highlighted some aspects on clusters of
particular importance to understand how they can: a) provide
competitive advantages to businesses in the development of
innovation, in terms of cost, organization, production management and marketing; b) intensify the collaboration between the production system and the scientific system; c)
facilitate the transfer of practical knowledge and skills in
manufacturing processes.
On a long term perspective the benefit would be to further
advance the training structure and transfer it to other SEE or
EU regions.
Pilot action “Vinistra - Wine Cluster In Istria region” by IDA HR036
(IPA-I PP1, HR), new opportunities in ecological wine production were identified, with the consequent possibility to
use wine clusters as ‘hubs’ for the definition of new regional
strategies promoting eco-innovation.
Main outputs produced:
-
Market report with data on ecological wine production
-
Round-table and awareness event feedbacks
-
EU best practices studied & set of policy recommendations for eco-innovation promotion
Pilot action “Preparatory actions for the establishment of a EL122
Precision Farming Cluster in RCM” carried out by PKM
(ERDFPP7, GR): new opportunities on the precision farming
potential, also in view of the creation of a future cluster,
were identified by the administration of Central Macedonia
Region.
Main output produced:
-
Study
on
existing
situation
–
legal
framework;
Roadmap for the establishment of a cluster
-
Awareness event on precision farming and clusters
-
Precision farming demo project
-
Memorandum documents – expression of interest for
new precision farming cluster development
Pilot action “Support for integrating the value chains of the RO213
clusters in North-East Romania Region ” (ERDFPP11 – ADRNE,
RO): innovative events, like B2B and C2C meetings were organized in order to help local enterprises to improve the
links in production chain and to create competitive advantages in the future for the Region. RIS3 North-East was
16
prepared during 2013-2014 and included in the RDP NorthEast 2014-2020. The implemented pilot action addressed
the regional clusters’ need for development and specialization by evaluating and facilitating the completion of a cluster
value chain. The results of the performed regional assessments were used to pool resources and integrate regional
stakeholders along new specific value chains. Three new
clusters were established in North-East Region Romania
(biotechnologies, construction and tourism) since the beginning of the project. Due to dedicated B2C and C2C meetings,
the development of RIS 3 and the dissemination of
knowledge all existing 8 clusters in the region are phasing
out the emergence phase and are now stepping in the development phase (appointed CMOs, development plans prepared and priority projects identified or under implementation).
Pilot action “Electronic industry networking in Central Eu- SK021
rope” (ERDFPP15 – Trnava Region, SK) was designed as a
strategy in order to create a sustainable network covering
four countries (Slovakia, Austria, Czech Republic and Hungary). This pilot action created basis for successful transnational cooperation in CENTROPE region in the area of electro
technical industry, with involvement of Electronic Cluster –
Western Slovakia as a key actors (www.elektroklaster.sk).
Formal expression of interest was signed by 20 organizations and network was set-up.
Pilot action “Future skills in the sustainable construction SI012
cluster” (ERDFPP4-MIDA, SL): the need in Podravje region of
construction SMEs to confront with the new scenario created
by the application of the so called NZEB Directive was considered, and an appropriate learning process on energy efficiency issues was started. The Austrian and German model
was considered as a benchmark, even if the use of German
(and English) represents a barrier to learning, especially for
the concerned craftsmen. The pilot experience created the
basis for a sustainable training structure for new skills’ development in the area of construction. On a long term perspective the benefit would be to further advance the training
structure and transfer it (with flexibility-adjustability) to other SEE or EU regions. The training structure that was then
17
developed & implemented in the region of Maribor paves the
way for a systemic training structure to be followed by the
region in the future, but also in other SEE or EU countries.
Finally, this opportunity shows the challenge for further
knowledge transfer and exchange in the field of NZEB in the
construction sector in Europe.
Pilot action “Implementing pilot project in West Trans- HU 221
Danube region – The case of Pannon Automotive Cluster”
The objective of this pilot action was to identify the causes –
both at operation and policy level – leading to the fall of this
dynamic, innovative structure, and to find out whether a different setup can be feasible in the current cultural and economic environment. The pilot action consisted of an intensive research phase, involving desk research, expert consultation, a questionnaire and 9 interviews. These resulted in
the preparation of a policy learning document, which explored different alternatives for the development of the sector in the region, and found that indeed there exists a set of
conditions, which enable the establishment of a cluster able
to sustainably develop into a strong European player. In addition to these main results there were other numerous lessons learned in the project, especially for the possible role
of cluster in implementing the national Smart Specialization.
In this topic the Comparative Benchmarking Analysis and the
Foresight Exercise Diagnosis report provided great contributions.
4
PARTNERSHIP
Evaluate the transnational cooperation within the partnership and highlight the
different aspects of added value of the transnational cooperation approach (ca.
3000 characters) by:

Assessing the overall cooperation of the partnership as well as roles and
involvement of partners in the project, and indicating if all partners have
made the planned inputs to the project;

Describing (if relevant) the experience of cooperating with project partners funded by IPA sources;

Specifying (if relevant) the benefit of the project and the SEE territory in
general of involving 20% ERDF PPs, or Associated Strategic Partners (10%
PP, EU ASP, 20% ASP) in the partnership;
18

Outlining what has been achieved by the project which could not have
been achieved individually or bilaterally at only local, regional or national
level;

Explaining if the cooperation achieved to generate coordination across
different sectors (including sectoral policies) and across different levels
of administration (from local and regional to national and EU level);

Detailing if the project partnership established synergies with other projects in other EU cooperation areas/programmes and if other types of actors and/or organizations have been involved (networks established) beyond the project partnership and how.
ClusterPoliSEE partnership represented the best possible mix of country PPs
able to ensure the highest effectiveness in achieving the objectives of the
project. The partnership represented a sample of key stakeholders of a typical cluster environment: Regional/National Public Institution responsible for
cluster policy development (EU ASP1, LP,ERDFPP1,2,3,5,6,7,9,15,18, 19, IPAIPP2, IPA-IPP3), Regional Development Agencies responsible for the management
of
Cluster
Programmes
and
Regional
Innovation
strategies
(ERDFPP4,10,11, IPAIPP1), Universities (ERDFPP12,16,IPAIPP5), Innovation
promotion bodies and
Cluster Networks (ERDFPP3,6,8,14). Transnational
Cooperation among ERDFs and IPAs institutions was materialized in a better
positioning for cluster initiatives in some cases as in the new ROP, Competitiveness OP and the ENI Programs Romania-Republic of Moldova and Romania-Ukraine for the period 2014-2020 which foresees now financial opportunities both for cluster management organizations and their members. Joint
implementation of the activities allowed multilevel coordination from local/regional to national/EU level thanks to the composition of the PPs and
the two implementation levels, international and local ones. Moreover, the
learning mechanisms among the 7 thematic Working Groups permitted also
coordination across different sectors and policies. ClusterPoliSEE established
synergies with other EU projects and networks/relationships already set up
by the PPs with pre-established collaborations. Participation of ClusterPoliSEE
PPs in the international cluster conference (Vienna, 22/10/2014) of Interreg
IVC ClusteriX project, dealing with the challenges of improved cross-sector
and cross-cluster collaboration. After the meeting, the Bulgarian Furniture
cluster and partners from Austria and Germany initiated a new project for
recycling of used furniture. Moreover PP14 UKS and PP3 PBN created synergies through the development of further projects within the project
“V4Clusters” co-financed by the Visegrad Fund. A networking was established with SEE EVAL-INNO project within SEE capitalisation strategy for a
19
mutual exchanges of project findings and the participation in the final meetings. The strong synergy with Central Europe CluStrat project culminating
with the joint debate in Brussels, Meeting Place within 12th European Week of
Regions and Cities (8/10/2014). The debate exchanged results of the two
projects, including the participation of IPA (Croatia, Serbia, Albania) and ENPI
(Moldova, Ukraine) countries. Besides the debate, ClusterPoliSEE WGs Transnational workshop (Brussels, 7/10/2014), attended by PPs, SEE programme
project officer and representatives of S3 platform, ESCA, Cluster Collaboration Platform, Cluster Excellence Foundation, European Cluster Excellence
Initiative (ECEI) was an opportunity to receive recommendation to strengthen
cooperation activities. Other synergies:
a) participation in the conference “Clusters for Knowledge Management towards Europe 2020” (Iasi, 22-23/09/2014), aimed at bringing together
decision makers in cluster policies, public authorities, financial institutions, support associations and management organizations of the clusters
throughout Europe, universities, research institutes, companies and
members of the clusters;
b) participation in the final conference of the SEE-Innova Project “Bridging
Regions in Europe” (Budapest, 11-12/12/2014) aimed at analyse the respective potentials of Emerging Industries and Key-enabling Technologies
within the ClusterPoliSEE and CluStrat findings.
5
SUSTAINABILITY AND FOLLOW-UP
5.1
Sustainability and mainstreaming of project results
Provide an outline on the sustainability of project results, their transferability and
long-lasting effects (ca. 3000 characters) describing:

Which measures have already been realised for ensuring the sustainability of the project results in the medium/longer term (please consider the
3 dimensions of sustainability - financial/institutional/political)?

If and which “next steps” after project closure are envisaged for ensuring
the sustainability of the project results in the medium/longer term?

If and how project results have been mainstreamed and/or integrated into policy at local, regional, national or European level? How the results of
pilot projects (if applicable) are / will be transferred within the involved
partner regions and mainstreamed beyond the partnership? Will further
mainstreaming and transfer of results to other organisations/ regions/
countries beyond the partnership be achieved?
20

Will the partnership / involved stakeholders continue to cooperate on the
issue the project dealt with?
At partnership level, sustainability of results in the medium/long term was
ensured through the signature of the SEE Cluster Initiative Agreement (which
has no financial implications, but engages institutions and political actors
until 2020); the Joint Strategy and Sustainability Plan (with its key policy implications and suggestions for cluster development); the organisation of the
debate “Boosting innovation through inter-clustering strategies and smart
specialisation policies” (DG REGIO Open Days - Brussels, 8/10/14), which
contributed to the future EU cohesion policy; the dissemination via learning
platform of main achievements. At each PP level, sustainability was mainly
ensured by following-up on pilot actions at regional and national level, also
involving national actors; producing the catalogue “Meta-Network of Clusters
in the framework of ClusterPoliSEE Project” - a detailed overview of cluster
landscape in the SEE area, also published on the EU Cluster Collaboration
Platform website. After project closure, sustainability will be reached through
replication, exploitation and extension of project results to other SEE countries, regional stakeholders and authorities; jointly participation in new EU
calls to capitalise specific project outputs; assessment of pilot actions sustainability and effects after the end of the funding period, via a two-phase
(June/December 2015) additional evaluation that will be carried out by External evaluators; research on clusters policies using regional, national and EU
grants; definition of policy implications and sharing them with policy makers
and interested stakeholders mainly via ClusterPoliSEE platform; setting up of
new regional innovative activities for the creation and development of clusters in the ROPs of several participating regions, in line with their S3 strategies and projects in cooperation with universities and companies. In particular in Veneto Region (ERDFPP2), outputs were shared with all regional officials in charge of cluster policies and smart specialisation strategy and results integrated into regional S3 as well as in the implementation of policies
and actions supporting aggregation of SMEs or clusters. In Austria
(ERDFPP10), the discussion among regional and national stakeholders on improving cross-regional collaboration will be continued in the framework of
the Austrian National Cluster Platform. In Maribor (ERDFPP4), a training system has been set up starting from the pilot action, in cooperation with Regional Chamber of Craft and Small Business and will last until 2020, supporting the exchange of content and trainers amongst SEE regions. The policy
learning methodology is shared with all PPs, allowing cross-border fertilisation amongst ERDF, IPA and ENPI countries. SEE Cluster Initiative Agreement
21
calls for future transfer of outputs and results also to external actors and a
consequent enlargement of the consortium network. Pilot action outputs
could also be used by European/national/regional institutions to assess and
support effective networks, finance clusters, support the implementation of
transnational policies and strategies and be transferred to other EU regions.
Future partnership cooperation during the programming period 2014-2020
would focus on the creation of specific training paths for cluster managers,
mainly to strengthen clusters competitiveness through internationalisation
and R&D.
5.2
Impact
List the impacts that the project has already had (e.g. territorial cohesion and socio-economic / environmental impacts) and provide qualitative and (if possible)
quantitative information. Please, also indicate whether the results of the project
will have impacts in the foreseeable future (next 1-5 years). The description
should, in particular, cover the following issues (ca. 3000 characters):

If and at which level the project results will stimulate policy improvements and/or the adoption of new policies (regional/national/EU)?

The possibility to induce any future investments from the project results
by shortly describing investments also identifying who will execute it,
quantifying their volume and indicating the respective financing sources?

If and how the project results generated new jobs or will new jobs be
created in the near future?
Marche Region defined a training model through the use of innovative ICT
services that will be improved by inducing policy learning on sustainable management, according to the 2nd Pillar” of the EUSAIR macro-regional strategy
(“Connecting the Region”).
Project activities and outputs contributed to the development of the regional
Smart Specialisation Strategy in Veneto Region (ERDFPP2), where the Regional
Government also introduced a regional law (LR 13/2014) that encourages the
development of regional innovation clusters to enhance the competiveness of
regional economy and the cooperation between different actors and stakeholders. In Trnava self-Governing Region (ERDFPP15), pilot action results were
implemented into national strategies and development action plans by the
Slovak Chamber of Commerce and Industry, paving the way for new potential
cooperation and projects for stakeholders of electro technical industry in
CENTROPE region. In Hungary (ERDFPP18), the project results contributed to
22
the establishment of the national S3 strategy focusing on innovation and
emerging industry issues and approved by the European Commission. In Romanian North-East Region (ERDFPP11), project results stimulated economic
development at local, regional and national level. Future regional efforts will
focus in the development of benchmarking and certification system for clusters performances, to be eventually extended also at national level. In the Serbian Province of Vojvodina (IPA-I PP2), the project set the basis for the preparation of the regional cluster development action plan and for the establishment of a regional clusters association. Project outputs were also included in
the official program of economic development and entrepreneurship associations.
Cluster development, improvement of cluster policies and creation of new
clusters represented a chance for boosting the level of economic development
in the participating regions, leading to the creation of new jobs. In Bulgaria
(ERDFPP5), for example, the policy for clusters development will be improved
by implementing a special funding scheme for the already established active
clusters, in order to help cluster managers to improve their skills in providing
services for their members and foster their internationalisation, especially in
the Balkan area. This will be done following the example of the Bulgarian Furniture Cluster, which was established in 2009 and based its success on professional management and good export strategy.
6
PUBLICITY, VISIBILITY AND CAPITALISATION POTENTIAL
Communication and Dissemination
Briefly summarise the measures taken with regard to the communication and dissemination of project results. Please also include information on additional
measures planned for the future (ca. 1500 characters):

Measures undertaken to raise awareness and to inform the general public
on project topics and activities highlighting the results achieved in the
field of publicity and visibility.

If all planned target groups of communication have been reached by the
project publicity and in case not, what were the reasons?

Follow-up activities planned to disseminate project results

Project results most relevant in terms of capitalisation (new, innovative
approaches/methodologies and tools, good practices) and the level of
their visibility achieved by project publicity.
According to the communication strategic Plan - Project’s results were
23
shared through press conferences, public events (i.e. Launching seminar,
Intermediate Workshop “Cluster Policies in the Programming Period 20142020” and Final Conference), the constant updating of the project website
with public deliverables and news (I.e. 6 Project Newsletters), and the press
releases (110 press releases at local/transnational level). Main outputs, analysis and reports were implemented and shared through ClusterPoliSEE S3
platform. Dedicated WP5 online meetings allowed the smooth and correct
implementation and monitoring of Pilot Actions. The dedicated internal forum section facilitated the preparation and the management of the WGs
Transnational Workshop preparatory work, allowing the constant contribution from the entire partnership.
ClusterPoliSEE website and ClusterPoliSEE S3 platform were structured according to different communication needs: the website have been structured
for information and dissemination needs, aiming at involve a generic audience; ClusterPoliSEE S3 Platform have been structured to facilitate the communication flow and the active involvement of stakeholders in the outcomes
production. In order to correctly manage and clearly integrate the different
communication approaches, LP and WP2 Responsible mutual coordination
was needed. At partnership level, LP produced a supplementary activity by
mapping useful services and tools from partners and coordinating the specific promotion activities. This twofold approach allowed to reach 4.061 generic users through 6.092 visits to the project website and 1.659 stakeholders, 160 registered users through 3.613 visits in ClusterPoliSEE S3 Platform.
Moreover, next to the described tools and activities, Social media have been
constantly updated and used spread of relevant news, events, project’ outcomes and results. During the relevant events and workshops, i.e.: in occasion of the carrying out of the Open Days Debate session and capitalisation
session, Social Media were used to support “real time” promotion of the debate and the relevant conclusions and outcomes.
7
CONTRIBUTION TO THE HORIZONTAL POLICIES OF THE EU
7.1
Sustainable development
Briefly describe the approaches, actions and contributions of the project to sustainable development. Consider the aspects of the three interlinked objectives of
the Sustainable Development Strategy of the EU: environmental protection, social
equity and cohesion and economic prosperity. (ca. 1000 characters)
Environmental impact of ClusterPoliSEE is evident in all pilots focused to the
establishment of sustainable ways of integration between RDI promotion, lo-
24
cal development policies and environment friendly practices impacting on the
ordinary lifestyles of SEE countries. ClusterPoliSEE fostered the sharing of best
practices on sustainable development as transversal issue to all project activities but in particular it foresaw WG2 focused on Sustainability through Cluster
Development fostering eco-innovation industry through cluster policy improvement and cooperation, where the PPs discussed in order to raise awareness for the role of clusters fostering eco-innovation in SEE. In particular the
sustainability and eco-innovation characterized ERDFPP4 MDA pilot action
that developed a regional strategic document with emphasis on new skills
and jobs creation to achieve Directive 2010/31/EU and IPA-IPP1 IDA pilot action that focused on the implementation of the ecological wine cluster.
7.2
Equal opportunities
Briefly describe the approaches, actions, contributions and influence of the project on equal opportunities. Consider those aspects of equal opportunities that
are described in the SEE Guidelines on horizontal themes (SEE Implementation
Manual – annex 4). (ca. 1000 characters)
The activities carried out within the project will be in line with European and
national policies for equal opportunities and non-discrimination because all
of the pilot actions and the other activities foreseen by the project have been
addressed to respect the Gender Mainstreaming adopted by the Amsterdam
Treaty. Moreover, the participatory learning approach adopted within the
ClusterPoliSEE project was a methodological choice towards full and balanced
participation in ICT capacity building, ensuring equal opportunities and equal
rights for both men and women at home and in the workplace. As WP3 coordinator RDA North-East ensured the equal opportunities for men and women
during the selection of the participants for the S3 training programs.
The New Skills and Jobs Policy Learning Mechanism brought methodological
improvement and solutions to remove existing learning barriers in cluster
policy learning tools.
8
LOCATION OF PROJECT DOCUMENTATION AND DELIVERABLES
Please, indicate the location of project documentation and deliverables that are to
be retained for audit purposes in accordance with Article 10.2 of the Subsidy
Contract by each project partner. In case the storing place is different from the
location of the PP, please highlight this, providing also contact details of a person
/ unit responsible for storing the documentation.
25
PP No.
Name of PP or-
Location of project
ganisation
documents and de-
Contact details
(Phone; email address)
liverables
(Name – in case different from the PP’s
- address of organiLP
Marche Region –
European Policies
Department –
Managing Authority for ERDF
and ESF
sation)
Via Tiziano, 44
60125 Ancona – Italy
Mauro Terzoni
+39 071 8063981 (Phone)
+39 071 8063037 (Fax)
[email protected]
Lucia Catalani
+39 071 8064525 (Phone)
ERDF
PP1
SVIM Sviluppo
Marche SpA
Via Raffaello Sanzio,
85 60125 Ancona –
Italy
[email protected]
Regione Emilia-
Servizio politiche di
Elisabetta Maini
Romagna -
sviluppo economico,
39 0515276551
Direzione Gener-
ricerca industriale e
[email protected]
ale attività
innovazione tecno-
produttive, com-
logica
Angelica Laterza
mercio, turismo
Viale Aldo moro, 44
+39 0515276558
40127 Bologna –
[email protected]
Italy
ERDF
PP2
Veneto Region –
F.ta Santa Lucia,
Antonio Bonaldo
Research and
Cannaregio 23,
[email protected]
Innovation Dept.
30121 Venezia –
Italy
ERDF
PP3
PBN Association
9027 Győr,
Matyas Lazary
Gesztenyefa u.4. –
[email protected]
Hungary
ERDF
Maribor Devel-
Pobreska cesta 20,
Peter Ekart
PP4
opment Agency
2000 Maribor - Slo-
+386 2 333 13 02
venia
[email protected]
ERDF
The Bulgarian
2-4 Lege Str., 1000
Phone: +359 2 940 7940
PP5
Small and Medi-
Sofia - Bulgaria
Fax: +359 2 940 7993
um Enterprises
[email protected]
26
Promotion Agency
ERDF
Union of Hellenic
Akadimias 6, Athens,
Vassilios Apostolopoulos
PP6
Chambers of
10671 - Greece
+30 210 3387104/105 (Phone)
Commerce
[email protected]
Stelios Kaznesis
[email protected]
ERDF
Region of Central
Vas Olgas 198, Kal-
Ioannis Spandos
PP7
Macedonia
amaria, 54665 –
+30 23 133196/22
Greece
[email protected]
[email protected]
ERDF
Athena Research
Kifissias Ave. 44,
Nektaria Berikou
PP8
and Innovation
Monumental Plaza-
+30 210 63 00 786
Center in Infor-
Building C
[email protected]
mation, Commu-
GR-15125 Maroussi,
nication and
Athens, Greece
Knowledge Technologies / Corallia Clusters Initiative Unit
ERDF
AWS, Austria
Walcherstraße 11A,
PP9
Wirtschaftsservice
1020 Wien, Austria
Ltd
Elfriede Kober
[email protected]
Christina Schott
[email protected]
+43 (1) 501 75 - 446
ERDF
ecoplus. The
Niederösterreichring
Simone Hagenauer
PP10
Business Agency
2, 3100 St. Pölten -
+43 2742 9000-19657
of Lower Austria
Austria
[email protected]
(Original invoices
stored at: ecoplus, IZ
NÖ-Süd, Straße 3,
M19, PF 70, 2355
Wiener Neudorf –
Austria
ERDF
North-East Re-
Draghescu 9, Piatra –
Gabriela Macoveiu
PP11
gional Develop-
Neamt, 610125 -
+40 233218071
ment Agency
Romania
[email protected]
27
[email protected]
ERDF
Institutul de
Calea 13 Septembrie
Carmen Beatrice Pauna
PP12
Prognoza Eco-
no. 13, Casa Acade-
+40 213188148
nomica – Aca-
miei, sector 5, Bu-
[email protected]
demia Romana,
charest - Romania
IPE
The copy of all pro-
Theodora Muceanu
ject documents and
Sef serviciu verificare cheltuieli FEDR
deliverables can be
si IPA, Directia Control Prim Nivel,
also found at Minis-
Ministerul Dezvoltarii Regionale si
try of Regional De-
Administratiei Publice
velopment – First
+40 372 111 362 (Phone)
Level Control
+40 372 111 376 (Fax)
[email protected]
ERDF
The Union of Slo-
Piaristická 2, 94901
Daniel Ács
PP14
vak Clusters
Nitra - Slovakia
+421 905 512 688
[email protected]
ERDF
Trnava self-
Starohájska 10
Erik Kovac
PP15
Governing Region
917 00 Trnava, Slo-
+421 033 5559 653
vakia
[email protected]
ERDF
University of Pri-
Garibaldijeva 18
Aleš Lipnik
PP16
morska, Science
6000 Koper SI
tel: +386 5 663 77 38 / 663 77 00
and Research
Slovenija
fax:+386 5 663 77 10
Centre of Koper
mail: [email protected]
web: www.een.si
ERDF
Ministry for Na-
1139 Budapest, Váci
Peter Keller
PP18
tional Economy
út 81-83 – Hungary
+36 1 896 1302
(former MAG)
[email protected]
ERDF
Ministry of Econ-
Calea Victoriei – Sec-
Christiana Leucuta
PP19
omy, Commerce
tor 1 nr. 152, Bucur-
+40 21 20251/99
and Business
esti, 010096 - Ro-
[email protected]
Environment
mania
Gabriela Parvu
phone: 004021.20.25.149
fax: 004021.20.25.191
mobil: 0040755.024.880
IPA-I
Istrian Develop-
Mletačka 12/IV, Pula,
28
Boris Sabatti
PP1
ment Agency
5100 - Croatia
Tamara Kiršić
+385 (0)52 381 900
[email protected]
IPA-I
Province Secre-
Bul. Mihajla Pupina
Ljubomir Aleksic
PP2
tariat for Econo-
16, Novi Sad, 21102
+381 21 48742/02
my, Employment
- Serbia
[email protected]
and Gender
Equality of Vojvodina government
IPA-I
Albanian Invest-
Blv. Gjergj Fishta,
Alda Dhamo
PP3
ment Develop-
Pall. Shallvare,
[email protected]
ment Agency
Tirana, 00121Albania
IPA-I
University of Novi
Office 215/I, Adolfa
[email protected]
PP5
Sad, Faculty of
Singera 12,
+38124628214
Economics Subo-
24000 Subotica,
tica
Serbia
EU ASP
Ministry of Eco-
Via Sicilia 162/d,
Martini Giorgio
1
nomic Develop-
Roma - Italy
[email protected]
ment – Department for Development and Economic Cohesion
ENPI
Ministry of Econ-
1, Piata Marii
Aurelia Sarari
Partner
omy of Republic
Adunari Nationale,
[email protected]
1
of Moldova
Chisinău, MD-2033
[email protected]
29