Element

Selection of activities

The cluster members decided that all cluster activities should not end with the project. The main activities that should be sustained are related to the pre-agreed three Priority Focus Areas enlisted in the Green cluster strategy:

PFA 1: Immediate-term:

Focus on: Building the capacity of the Green Energy Cluster to function as an effective independent organization.

PFA 2: Medium term

Focus on: Promoting the natural resources prudent exploitation by mastered, diversified and territorially balanced growth of green energy and joint management systems for environmental protection

PFA 3: Longer-term

Focus on: Ensuring sustainable and mastered conditions for maximizing the area’s clean energy potential and extending the outreach and impact of the  Green Energy Cluster

The activities to be sustained are specified to be:

- research and networking (organization of seminars, short courses and updating exchange of information between companies, organizations, authorities, communities)

- political action (lobby activity and creating framework of dialogue between industry, the scientific community and central and local authorities)

- social action initiatives for local communities

- commercial cooperation (for instance common purchasing, business assistance, consulting for marketing and promoting exports)

- education and training (workforce training and training for managers)

- innovation and technology actions that can help improve of the innovation process and transfer of technology; otherwise, it is possible to define new standards for transfer of new technologies and the improvement of the production process

- cluster expansion (cluster training initiatives aim at developing a certain region by promoting a specific brand and direct foreign investment in the region)

The activities enlisted were vastly discussed the activities with the stakeholders to ensure mutual agreement that the activities and objectives will be beneficial to the stakeholders and their community.

Resources

Funding programmes

Responsible partner

VBA – Dobrich branch

Element

Further selection of partners/members/stakeholders involved

Key questions

According the institutional landscape pre-defiend at the beginning of the CLUSTER Project (such a landscape includes defining items such as mission, programme priorities, funding, and power base) the further selection will cover the stakeholders from the quadruple helix concept.

All members have considered both countries political realities  and been responsive to them  (e.g. government priorities related to RES development and sustainable development)

Resources

Own resources

Responsible partners

All cluster members

Element

Funding & resources

Key questions

The members agreed to support the cluster operations without funding.

VBA_Dobrich will continue to finance the cluster office sustainable operations.

VBA Dobrich is the main responsibility to look for funding for the activities included in the Strategy.

The potential donors at the country level (e.g., as part of the partner landscape) and at international level have been identified and the process will be left open for ongoing monitoring.

Many regional/ international organisations with potential interest in partnering the Cluster have been identified. 

For consideration

Communication with the JTS will greatly increase the probability of success.

Resources

All cluster members, consulted and coordinated by VBA Dobrich

Topic

Timing

Key questions

A preliminary schedule for handing over different activities so that not everything happens at once has been elaborated and approved during the Cluster muster – the Cluster operational plan.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Element

Communication

Key questions

During the project all core results and policy messages from the CLUSTER have been communicated through a large information campaign. Most of the core messages are also available at the website.

We must continue communicating clearly and frequently with our stakeholders to understand their values and goals, and then to identify the next projects’ components that are sufficiently close to their interests that those components will become “owned”.

Partners’ interest in important topics will continue to be stimulated through communication, education and capacity building.

The members have decided to stay as partners involved  in delivering the communication activities after the project closure.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Element

Gender

Key questions

In the framework of this project a gender needs assessment has not been planned but members decided to include one at next stages.

They agree that it is a very important issue to understand through a specific survey in next projects how should gender realities and concerns, e.g. community and decision making roles, be taken into account in the cluster strategy from communication and handing over assets, information & resources to capacity development.

Members agreed on the statement that the cluster strategy and its ongoing development process should be more  sensitive to gender, age and power considerations.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Topic

Lessons learnt

Key questions

Members agreed that the main successes and failures of the CLUSTER that are important and interesting  to capture for future learning by all stakeholders, by other clusters and by other similar initiatives are as follows;

Successes:

1. Inventory and analysis of RES projects, new trends and best practices in the cross-border area
2. Stable and fully operational triple-helix partnership established
3. Common information system fully operational
4. Commonly implemented and duly certified Integrated safety and environmental management system
5. Partnership created for early warning and emergency response activities and common system for early warning in emergency cases fully operational
6. Improved area’s awareness on the better and wiser exploitation the area’s natural resources as a source for renewables through a common roadmap

Failures:

1. Weak participation of local municipalities in the juridical stage of cluster registration
2. Delays and much time spent on administrative procedures

The main lessons learnt from the project are that intensive commonly held activities and best practices exchanges significantly improve the regional conditions for the better and wiser exploitation the area’s natural resources as a source for renewables.

The members decided to allocate the main responsibilities and resources for capturing the lessons learn between VBA Dobrich and Ecowatch partner for the next stages of the partnership development.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Element

Roles and responsibilities

Key questions

VBA Dobrich declared its responsibility to bear the  organisation’s activities’ leadership after the project ends.

Within the organisation (the Cluster) the position of the cluster manager (Mrs Silvia Stumpf) will be responsible for the implementation of the Cluster strategy and the cluster operational plan,

All stakeholders (e.g., government, civil authorities, municipality departments, local community, partners, media, private sector, other partners) are considered to be involved at  next stages.

Members declared that they will continue to consider gender issues in allocation of roles and responsibilities at next steps.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Element

Capacity development

Key questions

The members assigned to VBA Dobrich the task to sustain further the capacity that has already been built.

During the closing project final conference  the members have  identified the gaps between the current capacity and that which  is needed to successfully carry out the expected activities as follows:

1. To ensure stable financing sources for developing further the planned activities – mainly by attracting financing from future calls.
2. To keep all the assets “alive” – the information system and the links developed so far.
3. To keep the communication flow between members intensive and fruitful

The members entrusted VAB Dobrich with the responsibility to close these gaps involving ALL partners in common activities.

They commissioned the educational provider VUM – Bulgaria as a partner to prepare a training plan to help and motivate all partners to take part in addressing the gaps.

The members claimed also that all the stakeholders need assistance in fundraising though training in proposal writing or other skills that might be provided by some of the more experienced cluster members further on.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Element

Knowledge transfer & IT

Key questions

All the members declare that they will continue to encourage the relevant stakeholders to clearly articulate what information & knowledge they want and need to help the Cluster plan the path to a better and larger exploitation of ICT and knowledge transfer in the future projects.

During the project have been identified the following gaps between the existing and the needed knowledge and information:

1. Weak use of information systems as a tool for improving existing partnerships
2. Weak use of SAAS tools in the region and massive lack of knowledge about their potential for the cross-border area
3. Weak linkages between R&D and educational institutions with the RES business.

Members are confident that the Strategy and the operational plan will help close the information gaps in the above described areas.

Regarding the data & databases generated it was decided that VBA Dobrich will hand it over to and will sustain it, using their internal staff man-hours. It was also specified between members that the cluster owns them.

The created IT infrastructure will be maintained in VBA Dobrich branch.

The members entrusted the Cluster manager to continue  transforming the collected data and information into useful knowledge to be applied into the new project proposals that will be developed according the Operational plan.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Element

Risk assessment & management

Key questions

Regarding the  risk assessment for the programme to be handed over a risk management plan has been developed, but there is no one available for the post-project period.

Also the risk management aspect is not evaluated enough in the  financial planning and the members agreed to add this element to the Operational plan as a separate issue.

For consideration

Should be considered all political, environmental, strategic & management, people, operational, assets and financial risks, amongst others. To be  identified also the likelihood and impact of risk if it materialises. To be identified the relevant action in the event that risk occurs (e.g., mitigate, ignore, avoid).

Resources/ examples

Research to be made for relevant literature & tools. Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Topic

Asset management

Key questions

The members agree to retain all the intangible assets to be retained and not to be transferred to a specific member only.

For consideration

JTS has its own rules and procedures for asset management. It has to be clear that the tangible assets belong to a specific partner.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Topic

Monitoring & accountability (for the activities that are handed over)

Key questions

The members agreed that clear programme/project  indicators have been set for measuring the success of the implementation and impact of the activities after the project closes and that ALL of them have been successfully implemented according the final progress report.

The needed information was collected by both project partners and the achievement of indicators was verified by JTS based on clear and detailed justifications and supporting documents.

JTS was responsible for the monitoring of the indicators achievement and agreed on their successful justification.

Both partners reported before the members that regular meetings have been held and due monitoring activities carried out to monitor the implementation of these activities.

The JTS will still be involved and monitor the activities after the end of the project on a regular basis for the next five years.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution

Element

Administrative Procedures

Key questions

Both partners reported the successful administrative closure of the project in term of preparation for the final audit (e.g., management, financial, compliance).

Resources

VBA-Dobrich and CMU contribution after the project end.

Element

Legal & contractual obligations

Key questions

There are no specific legal or contractual obligations limit/ dictate/ direct that concern the continuation strategy.

Resources

n/a

Element

Implementation of the continuation strategy

Key questions

Members decided to set the Operational plan’s stages as milestones to assess the implementation of the continuation strategy. They declared they are prepared to adapt in case not all goes according to the plan

Members agreed on the idea to have the stakeholders involved in assessing the progress of implementing the strategy.

Resources

Members’ in-kind contribution in man-hours and VBA-Dobrich contribution