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Report on the RSG, Their Role and Potential

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Report on the RSG, Their Role and Potential Report on the RSG, their role and potential Deliverable D.T1.1.2 WPT-1 Gianluca Lentini, Francesca Polettini Poliedra – Politecnico di Milano 1. The Regional Stakeholder Groups in a 4-H logic One of the WPT-1 main outputs is the definition of the Regional Stakeholder Groups (RSG), the role of which is to accompany the smart transition in the Test Areas. The definition of the RSG is necessary in order to assist the assessment of the level of smartness of each Test Area, give input for best practices and test the digital exchange platform (DEP), codesign the toolbox and facilitate the transfer of project results to the policy level. The selection of the stakeholders depends on the issue in which each Test Area is set to be working, thus the aims of each Test Areas need to be clearly defined. The RSG mapping works in a quadruple-helix (4H) logic, a conceptual framework that sees innovation at the intersection of the converging interests of: public entities/policy makers, academia/research institutions, business/firms/enterprises/economic actors, civil society/NGOs/citizen organizations. The mapping represents the starting point of the activities in the Test Areas, and aims at kickstarting the evaluation of the state of the art for Smart Transition, the first activity of the RSG. The number of stakeholders to be involved is critically linked to the dimensions and demographics of the Test Area. Ideally, all elements of the quadruple helix should be covered, but the societal, demographical and economical structure of the Test Area influence the distribution of RSG. All identified stakeholders are to be evaluated in terms of their: Power or Influence: it is a measure of the relative power each stakeholder has on decision- making in the Test Area, and on other local stakeholders; influence can be evaluated on a scale from 1 (little power over decision-making) to 5 (high power over decision making). Interest or Relevance: it is a measure of the interest each stakeholder has in the SmartVillages project and its aims as regards the Test Area; relevance can be evaluated on a scale from 1 (low interest for the project and its aims) to 5 (high interest for the project and its aims in the Test Area). The clustering of Regional Stakeholders according to Power or Influence and Interest or Relevance allows us to classify them in four possible categories: Responsible Stakeholders: Stakeholders with high(-er) Influence and high(-er) Relevance, ready to lead the activities and suitable for implementing actual policy decisions/changes; for example, the SmartVillages partners who are responsible for the project’s Test Area and who are also policy makers. Accountable Stakeholders: Stakeholders with low(-er) Influence on implementing decisions but with high(-er) Relevance for motivating others (including R Stakeholders) in implementing changes; for example, a research institution that is active in the Test Area or a business institution working in the Area. Consulted Stakeholder: Stakeholders with high(-er) Influence on Implementing decisions but with low(-er) interest in the project and its activities; for example, a public entity outside the SmartVillages partnership, a business institution interested in the Area but not (yet) active within it. Informed Stakeholder: Stakeholders with low(-er) Influence and low(-er) relevance; for example, citizen organisations (if they are not actually powerful as lobbies to the public administrations), NGOs. Figure1 shows the evaluation table constructed by assigning values from 1 to 5 to relative power or influence and interest or relevance of stakeholders. Figure 1: Evaluation table in terms of power and interest Furthermore, all identified stakeholders are to be evaluated also in terms of their: Motivations (directly influenced by Expectations and directly influencing Commitment): they are evaluated from intrinsic (enjoyment/interest in taking part in the SmartVillages activities) to extrinsic (material expectations in taking part in the SmartVillages activities). Orientations (evaluating the source of their self-satisfaction in SmartVillages activities): they are measured on a scale from self-oriented (the core of decisions from the stakeholder comes from internal sources) to other-oriented (the core of decisions from the stakeholder comes from external sources). Motivations and Orientations can be both explicitly stated by the stakeholders or inferred by the project partner compiling the mapping. The clustering of Regional Stakeholders according to Motivations and Orientations allows us to classify them in four possible categories: Extrinsic Self-oriented Stakeholders: Stakeholders who are motivated by external, possibly material rewards for themselves/their institution; for example, Business associations expecting to enhance their economic activities in the Test Area, or Public Administrations widening their actions in the Test Area. Extrinsic Other-oriented Stakeholders: Stakeholders who are motivated by external non- material recognitions and appraisal of status; for example, a research institution that aims at creating new interesting research and implementation activities thanks to the actions in the Test Area. Intrinsic Self-oriented Stakeholders: Stakeholders who are motivated by internal self-satisfaction coming from taking part in the activities in the Test Area; for example, private (senior) citizens feeling valued by being involved in a smart transition, public servants finding the sector of activity and the project stimulating. Intrinsic Other-oriented Stakeholder: Stakeholders who are motivated by altruistic reasons for taking part in the project; for example, citizen organisations and public administrations striving to improve the living conditions in an area, businesses wishing to experiment new (free) activities in the Test Area. Figure 2 shows how to cluster stakeholders considering their Motivation and Orientation. Figure 2: Evaluation table in terms of motivation and orientation 2. The Test Areas and their main relevant stakeholders (includes Deliverable D.T1.1.3) The selection of the stakeholders depends on the issue in which each Test Area is set to be working, thus a detailed description of each Test Area is fundamental in order to understand the reason why the partner selected that precise person to guide the Test Area’s activities. It is necessary specify that all the Test Area are proposed by a Partner, but it is not mandatory for a Partner to define a Test Area (for example, Poliedra does not manage any Test Area). It is important to notice where a Test Area is located in the Alpine Space, see figure 3, because its geographical position clearly impacts its expectations and performances in terms of smart transition. In the following paragraphs the Partners that decided to practice with a Test Area are listed and the detailed Test Area description submitted by each partner in the first phase of the project is provided. Figure 3: Test Areas in SmartVillages 2.1 University of Ljubljana and SmartIs City: Padna, Idrija, Kungota University of Ljubljana in collaboration with SmartIs City submit three Test Areas located in Slovenia: Padna, Idrija and Kungota. The first one is the smallest, it counts less than 200 inhabitants, while Idrija is the most extended, with an area of approximately 300 Km2 and less than 6.000 inhabitants. 2.1.1 Idrija Idrija, Municipality of Idrija, Slovenia 2 Area 293,7 km Inhabitants 5.878 Table 1: Territory covered by Idrija and population Idrija is a UNESCO heritage small town in the western Slovenia. It is the seat of the Municipality of Idrija. It is located in the traditional region of the Slovenian Littoral and in the Nova Gorizia Statistical Region. It is notable for the once operating mercury mine with stores and infrastructure, as well as miners' living quarters, and a miners' theatre. In 2012 Idrija was the Alpine Town of the Year. Currently, the Municipality of Idrija is already involved in other smart-themed initiatives. In terms of smart transition, the attention is focused more on: E-Mobility, Tourism and young generations. The RSG in a quadruple helix logic is composed by: Public Administrations: Idrija Municipality Academia: Centre for managing Mercury Heritage Businesses: ICRA ltd. Citizens organisations: Youth Centre Idrija The Youth Centre Idrija (Mladinski center Idrija) is the largest youth organisation and creative social hub with rich programme, youth hostel and information point for young people. It is partly financed by the municipality of Idrija and it is provider of many activities for younger generations. It is also developer of potentials in local environment, running also several international youth projects. 2.1.2 Padna Padna, Municipality of Piran, Slovenia Area 2,91 km2 Inhabitants 188 Table 2: Territory covered by Padna and population Padna is a village located in rural area of Coastal Region of Slovenia. It is situated on the end of the ridge, with steep slopes of terraces, where ‘cultura mista’ type of crops is grown. The region has a sub- Mediterranean climate conditions, which enable the development of tourism and some special agricultural crops production. The coastline has many small peninsulas and bays, but the inner part of the region is hilly, featuring various types of landscapes, including karst landscape. Economy of the region is strongly based on services such as trade, accommodation, and transport that are generated by the activities of the port of Koper. In the port of Koper also tourists
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