Clusters are individuals - VDI/VDE-IT

KEY LESSONS LEARNED WITH REGARD TO THE INSTRUMENTATION OF THE PROGRAM
1.
2.
Mutual exchange between cluster managements and networks of cluster managers should be supported through adequate instruments.
Cluster managements should get support for the development of value-adding services that can be offered to the cluster members.
3. Cluster managements should get support with the development of cluster strategies.
4. Long-term commitment among the cluster members should be supported.
5. Internationalization of clusters should be part of the cluster strategy and be supported by the program owner.
6.
7.
Evaluation and monitoring is crucial for the success of the cluster program. Measuring economic and other types of impacts is
very difficult, but should be pursued.
Other funding instruments than grants should be also used to support cluster development; e.g. technical assistance or capital
investments in organizations.
8. Quality labeling of cluster organizations should feature as an integral part of cluster programs
Table 19: Lessons learned with regard to the instrumentation of the program
The majority of program officials reported in the survey that
they have already translated their corresponding lessons
learned into adaptations of their programs. This concerned
in particular
• The implementation of new support tools and measures;
• An increased attention towards cluster management
excellence, e.g. through a more pro-active engagement
with cluster managements by means of dialogue or
benchmarking exercises;
• Consolidation of the supported “cluster landscape” and
reduction of funding rates for cluster managements.
Most cluster programs will continue in the next years without
significant changes. In some cases parliamentary elections
and on-going or upcoming elections may have an impact
on the program configuration.
3.5 MAIN ELEMENTS OF A PERFECT CLUSTER
PROGRAM
The European Cluster Policy Group recommended three
core principles with respect to the role of cluster programs
in the overall policy mix and the nature of cluster programs.
While the third principle called for the deliverance of cluster
programs in an integrated policy framework that features a
clear assignment of roles and responsibilities both for the
European Commission and the EU Member States, the two
other principles address the relevance that cluster programs
should have in the overall policy context and the target
group of cluster programs.
Further to the European Cluster Policy Group “cluster programs
need to be integrated into the broader context of
economic policy, in particular with efforts to improve framework
conditions. Stronger framework conditions support
the emergence and growth of clusters, and thus increase the
returns from cluster programs. […] Cluster programs are not
a substitute to upgrading framework conditions, but a complement
that delivers its full value only if structural reforms
are pursued in parallel”. 28 The European Cluster Policy Group
also concluded that “cluster programs will have the highest
return, if they target at clusters that show the strongest
ability and willingness to renew and upgrade. […] The EU
and the Member States need to reorient their cluster programs
away from capacity building and compensating for
poor economic performance. Instead, they need to move
towards identifying those clusters and cluster-based activities
where government engagement will create the largest
improvements”. 29
Asked how a perfect cluster program should look like
from their personal perspective program officials responded
with a comprehensive catalogue of ideas that are
in line with the recommendations of the European Cluster
Policy Group. Summarized in four broader categories
(overall strategic set up, target group, instruments and
28 European Cluster Policy Group, 2010: Final Recommendations – A Call for Policy Action, p. 5
29 Ibid., p. 6
55