Evaluering av seks NCE prosjekter - Innovasjon Norge

- Econ Pöyry -
Evaluering av seks NCE prosjekter
innovative because they compete and collaborate with each other and because of certain
externalities that they benefit from. In that sense, both strengthened networks on the one
hand and competence building and knowledge sharing on the other can be considered
relevant preconditions for future innovation activities. Internationalisation in the sense
of increased global competitiveness is a possible long term effect of a stronger cluster
but necessarily directly linked to a specific activity in the project. International
attractiveness and network building have been subject to some efforts. Mostly, however,
the challenge identified by the clusters is that of maintaining local relations in a context
of increasing internationalisation, and not one of establishing more international
contacts.
All six projects have made good progress towards objectives and reached some
important milestones. Most important among these are the establishment of industry
relevant study programs, expanded research agendas and strengthened infrastructure for
R&D, along with increased availability of exchange and learning events. Feedback from
stakeholders is generally positive. It is difficult to make objective assessments about
effectiveness due to a lack of monitorable indicators and the fact that projects are still in
an early phase.
Projects are efficiently managed by making use of existing structures rather than
establishing new ones. Two of the projects use local R&D facilities; one is located in
the regional business council and two in the existing facilities for innovation and
incubation. Only one of the projects has built a management unit from scratch yet
managed to keep it lean and efficient. Such arrangements allow for synergies with other
programs and prevent the establishment of expensive organizational units. Projects also
enjoy a high degree of flexibility both from the NCE programme centrally and from
their members locally. This flexibility is logical and appropriate, however needs to be
offset by structured follow-up through robust indicators and reporting systems.
Challenges going forward relate to a need to strengthen the focus on and appliance of
R&D as well as strengthening the infrastructure for innovation. The former refer to
plans to establish a shared research facility in one cluster, the need to tap into existing
research centres in two, and following up in research staff investments in a fifth. The
latter refers to facilitating access to capital as well as technical support for new
businesses. The NCE projects also need to strike a balance between ambitious projects
with expected long term effects on the one hand and more low hanging fruits that can
demonstrate the value of collaboration and underpin commitment to projects in the
shorter term on the other. The relevance of competence development to overall program
goals could be emphasized by programme management.
There is a need for an operational monitoring and reporting system. Indicators lack
correlation with program and project objective. Indicators also to a large extent relate to
factors outside the control of the projects. While the programme draws from theoretic
approaches, its management and results monitoring need to be practical. A good
monitoring system should function as a management tool. For this to be possible,
projects could clarify and enhance their articulation of objectives: these objectives
should be accompanied by monitorable indicators. While the overall goal may go in the
direction of increased growth and competitiveness, objectives should be within the
realm of what the projects can realistically influence. A revised monitoring system
should reduce the number of indicators from 72 to about 10, and should allocate greater
data collection responsibility with local project leaders.
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