October 2019

Month: October 2019

FRYSLAN ACTION PLAN

Posted on by Dennis Sieperda

In the ‘Guide for Action Plan Preparation for Islands of Innovation’ different steps have been indicated to develop an innovation action plan as a program. Look for the action plan on interregeurpe.eu/islandsofinnovation

Action Plan for the Province of Fryslân (NL)
(Outline version d.d. September 2019)

In Fryslan this has resulted in the following policy process and preliminary action plan:

Policy Instrument:

OP Noord –Operational Programme North-Netherlands / Northern Innovation Agenda 2014-2020

 
Policy Context:

OP Noord promotes innovation and entrepreneurship in the context of societal challenges like climate change, health, food security, water, energy. It stimulates participative innovation and living labs to establish the region as a test bed for innovation. Through the Islands of Innovation project, the province of Fryslân wants to position the Frisian Wadden islands as living labs for sustainable innovation, building on their specific characteristics as isolated, self-supporting natural communities. The islands arelocated on the northern coast of The Netherlands in a vulnerable intertidal zone listed as UNESCO World Heritage List. The small island communities are facing population decline and brain drain, poor accessibility, limited health and education services and strong dependency on tourism. There’s a lack of policy initiative to capitalise on the potential strengths of these islands as self-supporting, independent and creative communities with unique craftmanship and skills in a great natural environment. We propose a cross- sectoral, creative approach to utilise these strengths in a structural way. By approaching whole island communities as a living lab and bringing together entrepreneurs and other stakeholders in innovation projects we aim to boost economic development for the islands.

Policy Learning Process:

The international learning sessions, study visits, good practice exchanges and joint analysis work in Islands of Innovation have all contributed to the development of the regional action plan for Fryslân. This policy learning has been an organic, iterative process. Rather than identifying good practices that can be introduced to our region on a 1-to-1 basis, we have taken bits and pieces of inspiration from every encounter in the project.

THE ACTION PLAN

Based on the needs and opportunities of the islands and the inspiration from the partners, we will implement three actions:

1. The Matrix Table

A seed-money facility (€ 300.000) to accelerate new projects for OP Noord. This facility hasbeen introduced at the initiative of the province and will be further refined in the comingyears (type of change to policy instrument: improved governance).

2. Vliehouse

Pilot project to demonstrate the technical feasibility of making temporary, movable housing units using bio-based materials and local resources on the islands (seaweed, sand, grass) in cooperation between local stakeholders. The project will be delivered withfinancial support from OP Noord. (type of change to policy instrument: new projects)

3. Mission-based Regional Development Approach

Introducing a mission-based approach in cooperation with the Managing Authority of the OP Noord. This will improve implementation of the current OP and inform the strategy of the new OP 2021-2027 (type of change to policy instrument: structural/strategy improvement).

Source: Popma, T. & Tijsma, S. Team Europe, 2019

Example of strategy 8C:

Action Program Design

Obviously, the innovation policy of islands has its normal standard requirements like proper resources (personnel, means, etc.), planning, and projects. However, instead of the initiation and execution of various more or less loose projects, TIPPING considers a programmatic approach essential, building a systematic knowledge position and -as local or regional government- helping to strengthen the regional innovation eco-infrastructure. In such a program, series of projects are well designed as systematic knowledge building blocks, allowingimprovisation and flexibility, while planning takes place via an active system of “reflective practice.”

RIS3 AÇORES

Posted on by Dennis Sieperda

The Research and Innovation Smart Specialisation Strategy, RIS3 Açores, aims to implement a model of economic development based on knowledge and innovation, for the improvement of regional effectiveness and competitiveness and to consequently reach a higher level of employment.

RIS3 Açores focuses the regional investment in three strategic areas, namely:

  • Agriculture, livestock and agribusiness;
  • Fisheries and sea;
  • Tourism.

A good practice on strategy 8 “the pre-conditions and prior history in the innovation” is the practical case of operationalization of RIS3 Açores following a multilevel approach. The establishment of the multilevel governance structure in the innovation model aims to increase the interaction between key innovation actors, namely the public sector, academia, business community and civil society. This organizational model is composed of an Executive Commission, Regional Innovation Council and RIS3 Thematic Working Groups.

They are oriented by a good governance principle of representative participation. This principle is applied by the RIS3 Açores using the methodology of “collaborative leadership” that implies involving the stakeholders on the decision process according to their skills and knowledge. The main contribution of this good practice is the intense interactive innovation model between the multiple actors at regional, national, and European levels, in order to share experiences and good practices for the production of regional innovation.

Source: DRAE Acores – Island of Innovation

Example of strategy 8A and B:

A. Prior History Awareness 

In each situation, the local & regional policy makers and managers have to take into account the prior history and special pre-conditions, which play a role on the island (Rogers, 2003. Mazzucato, 2018. Boschma, 2015). For instance, when it comes to  a sustainable energy transition, some islands with nature parks and high fluxes of bird migration, might be strongly opposed to energy generation via large wind- turbines, while others are in favor  of this option. It is important to study these elements, since the success of the TIPPING approach is dependent on a focus on such issues and solution directions, which potentially are at least open for discussion for the involved island stakeholder groups. 

Boschma states:

History is key to understand how regions develop new growth path, as its past not only sets limits but also provides opportunities for making new combinations and diversifying into new pathways.

A historic exploration, a SWOT analysis, or further building on the outcomes of a smart specialization strategy might deliver relevant data to see where local government challenges and focus could be aimed atin the context of a specific island.

B. Climate for Local Innovation and Ambition

A central element in the TIPPING Approach is the conviction that today’s complex and unsecure innovation field requires a modern and step-by-step mix of evolving policy instruments. In that vision, cooperation, learning and probing, and facilitation are key policy concepts, where traditional regulation, legislation, and R&D subsidies alone are no longersufficient.

Compared to the traditional approach of taking winners and sectors as starting point, the modern instrument mix starts with challenges, “willers” and is mission-oriented. Moreover, instead of the initiation and execution of various more or less loose projects, a programmatic approach is considered essential, building a systematic knowledge position and -as local or regional government- helping to strengthen the regional innovation eco-infrastructure. In such a program, series of projects are well designed as systematic knowledge building blocks, allowing improvisation and flexibility, while planning via an active system of“reflective practice.”

Therefore, it is important to create a climate for local innovation and the ambition for continuous probing and learning with respect to the governance instrument mix.

Source: Adapted from Teisman (2007).

Madeira M-ITI

Posted on by Dennis Sieperda

The Madeira Interactive Technologies Institute (M-ITI) is a non-profit innovation institute of the University of Madeira, the youngest and smallest public university in Portugal. M-ITI operates in the interdisciplinary domain of Human-Computer Interaction (HCI) encapsulating contributions from the disciplines of Computer Science, Psychology and Social Sciences, and Design, with the goal of engaging in important scientific and technological challenges. M-ITI aims to expand understanding of human experience and interactive technologies through basic and applied research that is responsive to manifest real-world needs using multi-disciplinary collaboration drawing on a variety of perspectives.

Source: M-ITI (m-iti.org).

Example of strategy 7C:

Special Regional Arrangements

In pioneering islands’ practices, we can also find approaches in whichlarge companies successfully test their new, sustainable technologies with island experiments. Often, the testing involves a crucial role with respect to the user experience, as well as learning trajectories for island engineers, installers, and other technical disciplines as early adopters.

Water specialization for regional development

Posted on by Dennis Sieperda

In 1997 the Fryslan region decided to select “Water” as specialization for its innovation development. With a leading role for the government (Province) and various drinking water and water treatment companies in the network, including links to outsidescientific institutes, in 1999 theWater Society was established.

In 2000, the experimental “Water Campus” was created including the regional polytechnics. From 2003 on an own university- level science institute, WETSUS -now European water centre of excellence- became an important stakeholder in the network. Today ca. 120 members, mostly smaller companies, are part of the “Water Alliance” of Fryslan. Starting with a budget of € 10.000 in 1999, the accumulated turnover of the whole network is now € 400 Million and fastly growing, with WETSUS as scientific R&D nucleus.

In hindsight, the Province of Fryslan has not only played an essential role in initiating the development, co-creating the network, active facilitating in funding and lobbying, but also maintaining an active cooperation attitude over the longer term, to make “Water” a programmatic Frisian innovation success. The Frisian Wadden Islands (Vlieland, Terschelling, Ameland and Schiermonnikoog) are relevant testbeds for the various innovations in the water technology area, as active co- providers of pioneer tourist- and event-related markets. For instance the Munipality of Schiermonnikoog cooperates closely with Vitens water company on the island, in realising a solar power park for all Vitens pumps and other installations. Moreover, with the establishment of the UN Climate Adaptation institute at the Fryslan Campus of the University of Groningen, further water related testbed projects are expected.

Sources:
Schiermonnikoog – schiermonnikoog.nl

University College Fryslan – rug.nl

Example of strategy 7C:

Special Regional Arrangements

In pioneering islands’ practices, we can also find approaches in whichlarge companies successfully test their new, sustainable technologies with island experiments. Often, the testing involves a crucial role with respect to the user experience, as well as learning trajectories for island engineers, installers, and other technical disciplines as early adopters.

Creative council Northern Netherlands

Posted on by Dennis Sieperda

The Provinces of Fryslan, Drenthe and Groningen have established a special “Creative Council Northern Netherlands” to guarantee a better representation of the creative industry in the political process. Also, this council can organize special creative industry events and facilitateits branch members with finding appropriate funding options forinnovation projects.

Source: Creative Council Northern Netherlands – ccnn.eu

Example of strategy 7B:

Political Entrance for the Creative Industry

A study on the creative industry -arts & crafts, designers, architects etc.- in rural areas (NL, Fryslan period 2012-2018) shows that networks of the emerging new creative businesses hardly have entrance to the local political arena. Usually, the established industries (agriculture, tourism, small industries) are dominant in these circles. As a consequence, many initiatives which are crucial for longer-term innovation, particularly

in remote areas like islands, won’t get the necessary support and stimulation. Therefore, local and regional policy makers should be aware of this dilemma, and give the creative industry in the regions, not yet as well organized as the established branches, extra opportunities for communication and political engagement and response.

Source: S.Celik Dissertation (2018, TU Delft)

Ameland energy covenant

Posted on by Dennis Sieperda

In order to stimulate energy transition experiments on the island and to move towards the goal of energy-independence for the mainland, building on the own renewable energy sources, the Municipality of Ameland has undertaken a number of ambitious steps. Firstly, it stimulated the establishment of the Ameland Energie Coöperatie (Ameland Energy Cooperation), in which the municipality and the individual inhabitants of the island hold the majority of the shares. As a next step, an energy covenant with leading stakeholders from the mainland has been signed, offering them a serious probing and learning experimental opportunity on the island. Parties involved are: Eneco (Energy Company), Gasterra (Leading Gas Research Institute of the Netherlands), Philips (Electronics), TNO Applied Research Institute, Hanze Polytechnic (Groningen), Liander (Energiegrid Manager), and the Hanze Polytechnic Entrance Lab, which can be considered the main lab in the phase, before larger scale experimentation with the new energy technologies will take place.

Under the auspices of the Ameland Energy Covenant, amongst others the following pioneer projects have been introduced on the island for larger scale testing:

  • The creation of the local Ameland smart energy net;
  • Solar Park Ballum, in principle producing sufficient electricity -not dailypower- for all households on the island throughout the year;
  • Sustainable –LED-based- smart indoor and outdoor lighting;
  • Diversified, smart electricity production from a mix of sources: naturalgas fuel cells, solar production, hybrid heat pumps, green gas heat pumps, combined heat-power systems, etc.;
  • Public transport on green gas.

The parties involved follow a “probing and learning” approach in which the Hanze Polytechnic as well as its partner the University of Groningen (both on the mainland) have an important contribution in helping
to design the probes and learn from the results. The municipality of Ameland has an active and leading role in the Covenant and its’ future, in the coordination of the projects as well in continuously providing opportunities for the subsequent experimentation, including theflexibility and support of the users/inhabitants.

Source: AEC – amelandenergie.nl

Example of strategy 7A:

Special Programs with Large Companies 

In pioneering islands’ practices, we can also find approaches in which large companies successfully test their new, sustainable technologies with island experiments. Often, the testing involves a crucial role with respect to the user experience, as well as learning trajectories for island engineers, installers, and other technical disciplines as early adopters. 

A frequently applied approach to innovation development for larger companies is the ‘probing and learning’ approach; a term first coined by Lynn et al. (1996). Probing and learning implies conducting experiments in real markets with immature versions of the products, i.e. “probing alternative markets with early versions of the products, learning from the probes, and probing 

Special Programs with Large Companies Political Entrance for the Creative Industry Special Regional Arrangements  again (Lynn et al., 1996).” With a better understanding, firms might iterate again and again, i.e. engage in a process of ‘successive approximation’ until they arrive at a winning product- market configuration. The goal of probing is not to “get it right the first time,” but rather to maximize learning. According to Hellman (2007), the probing process is particularly effective when there are multiple applications and markets to choose from. 

Islands can offer larger companies an experimentation place, to probe and learn from the potentialities of new technologies. Relevant areas could be energy- and water sufficiency, sustainable agriculture and fisheries, air observation, marine food development, biobased (sea-) resources, sustainable tourism and nature protection. 

TEXLABS Certificates

Posted on by Dennis Sieperda

TexLabs, Texel’s creative network organization run by industrial designer Pepijn Lyklema, organizes several times a year group visits of higher educational and research institutes to the island, involving hundreds of students and staff members. In order to keep an enduring recollection and a positive evaluation of the contribution of their study work on and for the island, students and staff receive a “Ambassadorship” certificate, signed by Texel’s Vice Mayor.

Source: Texlabs, 2018.

Example of strategy 6C:

Involve visitors as innovation ambassadors

Visitors can be regular island guests but also people who are on the island for just a music festival or an academic conference. Visitors and former inhabitants from the island are the ambassadors of new developments “par excellence.”

GREEN VI

Posted on by Dennis Sieperda

Green VI is a not-for-profit wastemanagement and community development organization on the island of Tortola in the British Virgin Islands. In response to Tortola’s lack of recycling program, Green VI developed an innovative way to deal with glass waste streams. Beautiful blown glass artwork is created from a nearby hotel’s empty glass bottles left over from the restaurant and bar operations.

The glass-blowing art studio uses left over french-fry oil from the hotel to heat kilns which melt empty alcohol bottles to create beautiful blown glass artwork, which is intern sold back to visitors. This innovative solution adds value to the hotels waste and sends it home with tourists. While the initiative is not currently large enough to handle the amount of glass coming in, it represents the exact type of thinking required to foster creativity and sustainability through nano-tourism.

Sources: Lewtas, 2017 and Green VI greenvi.org / photo courtesy of Green VI

Example of strategy 6B:

Foster Experiments through Nano-tourism

Nano-tourism can realize best or next practices within crowd co-design:

Nano-tourism is a new, constructed term describing a creative critique to the current environmental, social, and economic downsides of conventional tourism, as a participatory, locally oriented, bottom-up alternative. …. It operates as a social tool to stimulate mutual interaction between the provider and user by co-creation or exchange of knowledge. It is not about scale but is a projected ability to construct responsible experiences from the bottom-up, using local resources. Nano-tourism isbeyond tourism, it is more an attitude to improve specificeveryday environments and to open up new local economies.

Sources: Nanotourism – nanotourism.org and, Simons & Hamer (2019)

Sport divers as waste collectors

Posted on by Dennis Sieperda

On a weekend in September 2019, sport divers have collected 2,500 kilos of waste from theNorth Sea. At least five hundredkilos comes from containers that were thrown overboard in January from the cargo ship MSC Zoe.
The Dive the North Sea Clean Foundation announced the results.

Divers found about five hundred kilos of clothing, kitchenware, travel suitcases, rugs, toys and car parts on shipwrecks and artificial reefs. Waste from the MSC Zoe was found on every wreck between Ameland and Schiermonnikoog.Some 2,000 kilos of fishing nets were also removed from the water. Fish, lobsters and crabs can get caught in these nets. This example is a good showcase of nano tourism, where the visitors while exercising their sport at the same time help to clean up the islands’ surroundings and deliver a positive contribution.

Source: Duikdenoordzeeschoon – duikdenoordzeeschoon.nl

Example of strategy 6B:

Foster Experiments through Nano-tourism

Nano-tourism can realize best or next practices within crowd co-design:

Nano-tourism is a new, constructed term describing a creative critique to the current environmental, social, and economic downsides of conventional tourism, as a participatory, locally oriented, bottom-up alternative. …. It operates as a social tool to stimulate mutual interaction between the provider and user by co-creation or exchange of knowledge. It is not about scale but is a projected ability to construct responsible experiences from the bottom-up, using local resources. Nano-tourism isbeyond tourism, it is more an attitude to improve specificeveryday environments and to open up new local economies.

Sources: Nanotourism – nanotourism.org and, Simons & Hamer (2019)

INNOFEST

Posted on by Dennis Sieperda

Eight festivals in the northern part of the Netherlands, including festivals on the islands of Vlieland and Terschelling, offer students and start-ups the possibility to test their sustainable product or service prototypes. In this way, hundreds of feedback comments and user product-interaction experiences can be gained in a few days, accelerating the innovation process.

Source: Innofest – innofest.co

Example of strategy 6A:

Stimulate Innovation-driven Events and Festivals

Events and festivals which aim to further develop or showcase innovations are a great tool for stimulating sustainable development. They encourage people to gather together, exchange ideas, and can even be used as a test ground for up-and-coming technologies and/ or sustainable services. Furthermore, events can be strategically dated to attract visitors to the island during the off-season, which can lead to more secure employment opportunities for those within the hospitality and tourism sectors.

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