Approaches to Cluster Policies and evaluationLorena Rivera León

Parallel 4.1 New Cluster Policies and Cluster Evaluation

12 November 2014

Approaches to Cluster Policies and evaluation

Evidence from EU Initiatives in the last 10 years

Lorena Rivera León, Technopolis Group

FROM EU TO NATIONAL AND REGIONAL LEVELS…

EVALUATION

DESIGN

POLICY LESSONS

Why do we evaluate clusters?

One size does not fit all

Type of clusterActivities

Geographic scopeeconomic/scientific/regulatory

context

What is a sector?

What kind of impacts?

Triangulation of data

Balance: quantitative vs. qualitative

Attribution

Evaluation of European cluster initiatives managed by DG Enterprise and Industry

Data collection and analysis techniques

Cluster organisations are strongly focused on SMEs

Not focused 6

Partially focused

38

Largely focused 154

Entirely focused 65

We do not differentiate

between SME and non-SME members

59

We do not provide support to SMEs

3

To what extent is the strategy of your cluster organisation focused on supporting SMEs? (n=312)

Cluster excellence and cluster management

“Cluster management is quite a novel topic. Most of the people I know in my circle are still struggling how to manage a cluster efficiently. There is a need for accumulated knowledge on what is the basis of cluster management and how do you become very good at that.”Source: Abstract from an interview with a non ECI participant cluster.

EU-added value

?

Top-down or bottom-up?

Who is sailing the ship?

Top-down or bottom-up?

Making tough choices: smart specialisation

Defining the business model

• 25 % of supported projects lead to an innovation

• Between 2008 and 2011

• More than 1000 registered patents (1.5 of all registered patents at the national level)

• 93 start ups (5% of the total number of innovative businesses created)

• 2/3 of cluster members created employment as a direct result of participation

• More than 50% increased R&D expenditure

• 60% developed new partnerships with industrial and non industrial actors

6%

19%

57%

18%

12%

10%

41%

37%

5%

11%

46%

39%

1%

8%

49%

42%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

4 - There is evidence of an impact of the measure based on verifiableindicators or an evaluation

3 - The measure has achieved its intended targets in terms of result

2 - There has been a positive response by beneficiaries to the measure

1- It is too early to judge the success of the measure

Leaders

Followers

Moderate

Modest

Who is evaluating policy measures at regional level in the EU?

Firms

Firms

Firms

Industry/Clusterconfigura onin me1

Firms

Firms

FirmsIndustry/Clusterconfigura onin me2

Spaceofreconfigura ons

JointR&Dacrosssectors

Acquisi onofrelated

technologies,designs

Jointalliances,ventures

Scou ngsolu ons

Licensinginfromothersectors Supplier-

producerlinkagesMobilityof

staff

Spin-ins

Spin-offs

Start-ups

Cluster trend analysis and industrial reconfigurations

Advertising & Marketing

Aerospace & Defense

Agriculture & Livestock

Alternative Energy Sources

Asset Management

Automobiles & Components

Biopharmaceuticals

Brokerage

Building/Construction & Engineering

Chemicals

Construction Materials

Containers & Packaging

Electronics

Food & Beverage Retailing

Food and Beverage

Healthcare Equipment & Providers

Home Furnishings

Hospitals

Hotels and Lodging

Household & Personal Products

IT Consulting & Services & Software

Machinery

Metals & Mining

Motion Pictures / Audio Visual

Non Residential

Oil & Gas

Other Consumer Products

Other Energy & Power

Other Financials

Other Industrials

Other Materials

Other Retailing

Paper & Forest Products

Power

Professional Services

Publishing

RetailingSemiconductors

Telecommunications

Textiles & Apparel

Transportation & Infrastructure

Water & Waste Management

Trends in cross-sectoral industry dynamics–M&A

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