final report locare project hz uas 15082013
TRANSCRIPT
New Reality Final Report of the LoCaRe project
2010 - 2013
Pieter Vollaard, HZ University of Applied Sciences
30-6-2013
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Acknowledgements
This report has been written in commission of the Province of Zeeland (NL) on behalf of the Working
Group of the LoCaRe-project. The author is grateful for the generous support and valuable
contribution of LoCaRe team (Helena Cvenkel, Maria Paola Dosi, Tomas Ekberg, Vita Jokumsen, Leo
van der Klip, Helle Knudsen (lead partner) and Ries Zweistra). During the process of writing their
sharing of relevant data, information and expertise, as well as their input of critical reviews of drafts
were appreciated incitements to unremitting improvement of this paper. This report would not have
been possible without their support.
Pieter Vollaard
HZ University of Applied Sciences
P.O. Box 364
4380AJ Vlissingen
The Netherlands
E-mail: [email protected]
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New Reality
Final report LoCaRe project
Table of Contents
1. Introductory remarks 3
2. The partners in the LoCaRe project and their expectations 4
3. Synopsis of project activities (conferences, reports, site visits, workshop, subprojects) 7
4. Best Practices 15
5. Lessons learned 17
6. Regional SWOT’s 23
7. Conclusions 33
8. Appendix 35
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1. Introduction
This report encloses the synopsis of the activities of the LoCaRe project and the results, the regional
SWOTs and the overall conclusions from the project activities. It contains a brief explanation on good
practices that has been produced in the regions on their way to reduce the CO2 emissions and
enhance the regional employment at the same time and that are helpful for other regions to
promote the low carbon economy. In this report the focus is put on the description of the lessons
learned, the answer on the questions ‘Why and How’ it does work in the regions of the project.
So, this report gives an overview of the activities of the LoCaRe project and the success factors on the
road to low carbon economy in the regions. It has also served as important input for the
recommendations of the regions in the Green New Deal analysis. No additional administrative efforts
were requested from the regions to give content and form to this report. All relevant data and
information were gathered from existing documents such as the reports from the events in the
LoCaRe project and the website from the project. This report does not stop by up listing the facts and
figures of the project, but is trying to look for the meaning behind the data.
First a brief introduction is given of the EU LoCaRe project and the participating regions. Attention is
given to the interests and expectations of the regions to promote low carbon solutions and foster
green growth of economy and employment at the same time. After an overview of the activities of
the project and its subprojects in chapter 3 this report will zoom in on the best practices (chapter 4)
and the lessons learned (in chapter 5). In chapter 6 the results of the regional SWOT analyses are
presented and discussed. Finally some reflections will be made and conclusions drawn on the work
done. Relevant documents are shown in the Appendix.
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2. The partners in the LoCaRe-project and their expectations
It is the ambition of this Low Carbon Economy Regions-project to showcase possibilities for the move
towards Low Carbon Economies by ways of collaborating and coordination efforts in the regions.
Six European regions have joined forces in a common initiative to reduce CO2 emissions regionally
and locally. They aim to develop low carbon solutions at regional and local level and contribute to
economic growth at the same time. The six project partners are dispersed throughout the European
territory and face through their spatial location and different socio-economic characteristics a wide
range of development opportunities and obstacles. In that variety many different approaches and
activities were brought into practice.
The six regions are: Region Syddanmark (Denmark), Region Västra Götaland (Sweden), Principado
de Asturias (Spain), Regione Emilia-Romagna (Italy), Gorenjska (Slovenia) and Province of
Zeeland (the Netherlands). A short introduction to these six regions can be found on the website of
the project www.locareproject.eu .
In stimulating energy transitions and related sustainability issues, it is noticed that the division of
competences between the authorities on the regional and on the local level sometimes block co-
operation or delay progress. This LoCaRe-project has aimed at a better co-operation between
authorities - between different competence levels in the region as well as cross-border - in order to
stimulate each other. They also aspired to integrate energy and sustainability issues in other policy
sectors, as business development and education. This project has set itself at a mini-program in
which Regions and Municipalities connect to each other and work closely together to integrate issues
in the fields of energy savings and CO2 emission reduction (renewable energy, transportation
systems etc.) to more sustainable frameworks in regional policies and local implementation in
practice.
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The project started in April 2010 in a kick off conference in Gothenburg (S). The summarizing
conference will take place in September 2013 in Denmark. The project has been developed in a
number of collaborating activities between the participating regions and their municipalities across
Europe. The activities are designed to improve the effectiveness of regional development policies
through interregional cooperation and thereby contribute to economic and environmental
modernization as well as increased competitiveness in Europe.
Working in the political scenery and subject to the fluctuations of the financial and economic
surroundings the project partners did not escape from the dynamics of this time. In the course of the
LoCaRe project the Spanish participant of the Principado of Asturias, after playing an important and
highly appreciated role in the research on the main theme New Energy and the presentation of the
Analysis of New Energy in the conference, had to leave the project due to repeated change of
political government and priorities and subsequent lack of financial means. That did not prevent the
non-governmental Spanish partners to continue their participation in the sub-projects. Also other
partners were affected by political change and financial crisis. For example, Zeeland, Emilia-Romagna
and Gorenjska have been confronted by reorganization and/or budget cuttings. These changes have
influenced the project, but did not stop the activities planned.
The activities in the project have included networking and experience exchange (joint conferences,
workshops and site-visits) and sub-projects implemented by local, public organizations. This has
allowed for much needed intense intra- and inter-regional collaboration. Activities on both a
strategic and a tactical level were thus ensured.
The regions have focused on 3 cross-cutting themes: “New Climate”, “New Energy”, and “New
leadership”. The sub-projects, in which the local participants have played an important role, have
dealt with “Use of Renewables in Local Energy systems”, “Carbon Sinks & Carbon Capture”,
“Procurement Practices”, “Low Carbon Territorial Planning”, and “Public as a Driver for Low Carbon
Economy”. These sub-projects are linked to the mentioned cross-cutting themes. Local authorities
and partners were invited to participate and work together in sub-projects.
The project has received 3.2 M. Euro from the Interreg IV C program dealing with innovation and
environment. The total of the project amounts to 4.2 M. Euro of which the half (2 M. Euro) is
allocated to sub-projects in collaboration with local authorities in the six regions. The Interregional
Cooperation Programme INTERREG IVC, financed by the European Union’s Regional Development
Fund, helps Regions of Europe work together to share experience and good practice in the areas of
innovation, the knowledge economy, the environment and risk prevention.
2. Expectations of the regions
The interests of the six regions in the LoCaRe-project were very similar. In spite of all the differences
between these regions they shared the long term goal of green growth in a process driven by the
development of quality. The commitment of the regional governments was oriented towards the
promotion of a sustainable development of the regional economy and society within the
environmental and social context of the region, while at the same time they aimed to reinforce the
region’s competitiveness in an increasingly globalized market. Sustainable and low carbon
development was a key question in the regional strategies. Of course the differences between the
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regions in socio-economic circumstances and culture and values brought widely divergent
approaches and idiom: the regions in their nature face through their spatial location and specific
characteristics a wide range of developmental issues as well as opportunities. This diversity was
expected to create added value to the project and will also be supportive in the context of the EU
cohesion policy Most important and knitting together was the common commitment to the
transition to a Low Carbon Economy. Some regions were just starting on the road to low carbon
solutions and had high expectations of the sharing of knowledge and experiences and developing
new or upgraded solutions with the LoCaRe-partners. They highly valuated the transferability of best
practices in order to reduce greenhouse gas emissions, to raise awareness and involve people in the
active climate protection. In other regions’ policies climate and renewable energy had been a high
priority since a longer period. In doing so, the LoCaRe-project was expected to contribute to
achieving two important regional objectives: Increasing employment and reducing CO2-emissions.
The regions focused on methods to use the climatic changes as a driver to create growth and
industrial development. In the ‘Vision of a Good Life’ (Västra Götaland) sustainable development
was the main idea behind innovative development. Building a sustainably responsible society was
deemed to give the region the greatest potential to attract the most qualified human capital as well
as to hand companies in the region the advantages needed to maintain competitiveness in the future
world.
The regions realized that the scale of the challenges faced requires a complete transformation of the
way we produce, consume and distribute energy, while maintaining economic growth.
The LoCaRe project offered possibilities for cooperation with regional and local authorities across
Europe on specific methods to solve some of the future challenges. All the regions were preparing
(in the coming years) to draw up new regional development plans and it was expected that the
LoCaRe project would contribute with valuable inputs and experiences from other regions in this
process.
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3. Survey of activities
The activities in the LoCaRe-project are organized in the framework of the 3 strategic themes, the
sub-themes and the sub-projects.
New Energy, New Leadership and New Climate
The 3 main themes for the regions (“New Energy”; “New Climate” and “New Leadership”) have
addressed the strategic level with clear connections to the sub-projects that were aiming at practical
activities carried out by or in close collaboration with companies, organizations and municipalities.
These sub-projects have dealt with “Use of Renewables in Local Energy Systems”, “Carbon Sinks &
Carbon Capture in Local and Regional Systems”, “Procurement Practices of Public Bodies”, “Low
Carbon Territorial Planning”, and “Public as Driver for a Low-Carbon Economy”. All these issues have
touched to the competences of the Regions and Municipalities and can facilitate moving towards a
Low Carbon Economy. Regions and regional authorities must show New Leadership as catalysts for
others. The project’s activities are designed to improve the effectiveness of regional development
policies through interregional cooperation and thereby contribute to economic and environmental
modernization and increased competitiveness in Europe.
The results of the researches on the 3 strategic themes have found concrete shape in the main
reports: ‘Analysis on New Energy’, ‘Analysis on New Climate’ and ‘New Leadership: How can
consumers, companies and policymakers join forces towards a low carbon economy?’ These reports
have been presented in separate conferences (in Gijon Jan.2011, Bologna Oct. 2011 and Middelburg
Oct. 2012).
An extra dimension in the project is the involvement of the public itself. Citizens in many situations
have good ideas to stimulate developments, and in the sub-projects their resources have been
tapped into as well. The sub-projects are used to promote the participation of organizations,
companies and people in the LoCaRe-project. Their activities in practice has been described and
analyzed (see pp. 10-14 and pp. 18-21).
A great number of site visits gave a good overview on the results and possibilities of innovations
towards the low carbon economies in the different fields in the regions. This exchange of experiences
and best practices among participants from different regions has led to new ideas and actions in the
‘home’ regions. For the participants and the partners in the LoCaRe-projects the site visits have
proven to be an effective vehicle of knowledge dissemination.
The 5 sub-themes gave direction to the elaboration of the main themes and offered an inspiring
ground to put the new ideas into practice. The connections and topic intersections of the strategic
themes and the sub-themes are explained to public and participants.
Use of renewables in local energy systems
This theme is about the generation and use of sustainable energy sources (bio-mass, solar,
geothermal and wind energy) in local decentralised energy systems. Within the field of mobility and
infrastructure possibilities for adaptation to biogas or electricity driven vehicles should be explored.
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Carbon Sinks and Carbon Capture Soils, regenerative agriculture, and oceans are all natural reservoirs that can accumulate and store
carbon for an indefinite period of time. In these natural carbon Sinks lay both business potentials and
planning and leadership challenges. Through different types of innovations, the sequestration that
takes place in these reservoirs can be enhanced either by artificial means (e.g. Carbon Capture and Storage) or more naturally (e.g. enhancing the density of and in forests).
Procurement Practices
Sustainable procurement practices, i.e. spending public money responsibly on products and services
that foster sustainable development, means thinking carefully about what you buy: purchasing
products and services with high environmental performance, always considering the social and
economic impacts.
Public authorities at the regional and local level in Europe spend about €1.0 trillion a year on goods
and services. The sums are substantial possibilities to influence, move and change markets.
Procurement is a fundamental driving force at the local and regional level that combined with other
local and regional political decisions on transport, housing, food etc. could and should be used giving
incitements to companies and organisations and lead to more sustainable transport systems etc.
Low Carbon Territorial Planning
Territorial Planning plays a key –and often not appropriately acknowledged- role in implementing
Low Carbon Economy. Land use regulation becomes a powerful tool when it comes to contributing to
CO2 emissions reduction and promoting alternative energy schemes. Compact city planning and
sprawl prevention minimise the need of private, motorised transport; urban regeneration reduces
the costs of new infrastructure associated to green development; innovative schemes can improve
the efficiency of infrastructure, and smart street layout and public areas design are basic to increase
energy efficiency in buildings.
Public as Driver for Low-Carbon Economy (Empowerment)
Empowerment is the process of increasing the capacity of individuals or groups to influence and
make choices and to transform those choices into desired actions and outcomes. Central to this
process are actions which both build individual and collective assets, and improve the efficiency and
fairness of the organisational and institutional context which govern the use of these assets.
Empowered people and organisations have freedom of choice and action. This in turn enables them
to better influence the course of their lives and the decisions which affect them. An empowered
public will thus have an incentive to make both political and market demands, will feel that their own
actions matter, and can as such function as change-agents.
With this part, the strategic and tactical levels combine with the individual level in order to ensure
change and facilitate moves towards low-carbon economies. Sub-projects within this topic have
focused on enabling in one way or another, the local public as a driver for low-carbon economies,
and can focus on four aspects of practices: access to information, inclusion and participation,
accountability, and local organisational capacity.
So far (1st. of August 2013) in the LoCaRe-project altogether 22 public meetings have been organised,
i.e. 4 international conferences (kick-off meeting and 3 on the strategic themes), 18 workshops and
site visits (with 87 presentations all together). Summarizing conference and workshops are to come.
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Meetings up until now:
1. Conference: Kick-off (Gothenburg, April 2010)
2. Workshop: Territorial Planning (Avilés, June 2010)
3. Conference: New Energy (Gijon, January 2011)
4. Site visit: A biobased economy (Zeeland, March 2010)
5. Workshop + site visit: Carbon Capture and Carbon Sinks (Syddanmark, April 2011)
6. Site visit: Sustainable tourism (Emilia-Romagna, May 2011)
7. Site visit: Renewable Energy Systems (Gorenjska, June 2011)
8. Workshop on Procurement Practices + Site Visit (Zeeland, September 2011)
9. Conference: New Leadership + Site Visit (Bologna, Faenza and Conselice, October 2011)
10. Promotion of Biogas + Site visit (Västra Götaland , November 2011)
11. Agro meets Chemistry + Site Visit (Zeeland, March 2012)
12. Workshop on Empowerment + Site Visit (Kranj, April 2012)
13. E-mobility, a part of the solution? (Gothenburg VG, May 2012)
14. Master Plan for a Low Carbon Economy Area (Sonderborg, June 2012)
15. EU Sustainable Energy Week (Brussels, June 2012)
16. New Climate Conference – site visit Energy from water (Zeeland, October 2012)
17. Site Visit on energy improvement (Parma, November 2012)
18. Energy Savings in Buildings (Kranj, 5th February 2013)
19. Final Conference CARBON.CARE (Kranj, February 2013)
20. Workshop sub-projects (Gothenburg, 24 and 25th
March 2013)
21. Site visit on Masterplan/Strategic Energy Planning (Odense, 3rd
of May 2013)
22. Cleaner air and better living for Low Carbon Economy (Brussels, 12th June 2013)
Looking at this overall picture it is noticed that the focus points and content of the meetings does
reflect the combination and connection of the 3 main themes and 5 subthemes of the project. The
subtheme Carbon Sinks & Carbon Capture may have had somewhat less attention in meetings than
the other themes. On the other hand that subtheme was object of study and practice in the
(successful) sub-project Carbon Care (see p. 11). Somewhat over represented in the meeting was the
subject of the production and consumption of renewable energy.
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Of all these meetings event reports have been made according to reporting format. In the coming
chapters the results and lessons learned of the sub-projects are described.
Sub-projects
The results of the 6 sub-projects were presented and discussed in the workshop in March 2013. All
the sub-projects have filled out the reporting format as requested by the Working Group. Their
results, lessons learned and recommendations are included in the next chapters. The reports of all
the sub-projects are shown on the website of the project.
The Sub-projects have been very active in terms of communicating events, both in current classical
media and in new social media. Many articles have been published featuring activities and also
interviews in radio and TV have been carried out. All Sub-projects have put a lot of effort in the
exchange of experiences, mostly by defining good practice to share, either by descriptions or by Site
Visits. Most of the Sub-projects also worked with development of methods. Most of the Sub-projects
have reached out to a large amount of people at many events, due to the nature of the projects.
The local policies addresses were focused on policy areas as follows:
- Biobased Economy in the Provincial Economic Agenda in Zeeland, Västra Gotaland and Emilia-
Romagna
- Rural Development Plan in Emilia-Romagna and in the Province of Ferrara
- Regional Climate Mitigation and Adaptation Strategy in Asturias
- Slovenian Programme of Rural Development and the operative programme for use of biomass
2007-13
- Energy Savings in Educational institutions as an integrated part of Climate Mitigation Policy in
Sonderborg, Asturias, Modena and Gorenjska
- Covenant of Teachers to back up the implementation of Covenant of Mayors in Modena
- Climate Mitigation planning including promotion energy savings and optimization in local
businesses (Odense, Southern Denmark)
- Climate Mitigation planning including promotion energy savings and optimization in retail
- Promotion of environmental and waste management concerns locally towards retailers
- Promotion of sustainability issues by communicating to retailers and consumers (Emilia-Romagna)
BIOMAP - Biomass Market Place
The main objective of the Sub-project Biomass Market Place - BIOMAP - was to create three local
web based market places in which suppliers of biomass and potential customers can interact.
Another activity has been to exchange knowledge among the participants by selecting examples of
best practice in the three regions involved in BIOMAP. Examples of best practice have been found in
all three regions. A third important activity is information about the project to stakeholders and
other interested organisations. The project has been presented and discussed at many different
activities as meetings with Steering Committee and Site Visits, information days for stakeholders,
farmers, students and politicians.
In this sub- project a web tool has been designed and constructed. The basic version of the web-tool
is in English and the project partners have during this semester translated it into Italian, Dutch and
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Swedish. The web-tool BIOMAP will be exploited and marketed in Italy, the Netherlands and Sweden
by regional organisations or companies.
The tool can relatively easy be translated into other languages and be transferred to other countries
within the European Union. The project partners are responsible in their own countries for using the
tool.
Stakeholders from Zeeland in September 2012 have visited Västra Götaland to study best practices in
the field of biomass. CISE has carried out a study visit to biomass plants in Tretino-Alto Adige and
Austria, a meeting with Chamber of Commerce of Cremona and the Technological University of
Milano and has made a presentation of the project during the meeting “L`Europa nella mia citta”
(16th and 17th November 2012).
The final conference of BIOMAP took place in January 2013.
CARBON.CARE - Improvement of Carbon Sequestration Practices in Agricultural and Foresty Sectors
The main objective of CARBON.CARE was to design new approaches in the local agricultural and
forest CO2 sequestrations and carbon stock changes. A comparison was made of different
management alternatives to facilitate agreements between public administrations and farmers and
forestry operators. The partners have shared best practices concerning CO2 reduction and removal
procedures in each region. The focus of CETEMAS was to develop a methodology to determine forest
carbon sinks and calculate carbon footprint of different products. The CSRD Kranj started technical l
assessment of improved actions for reduction of CO2 emissions by the increase of the share of
biomass energy resources in local heating and the share of wooden constructions. Land&WaterTech
(LT) has defined a group of local partners, 5 farms and 2 food processing companies, to carry out
technical activities in order to obtain reliable data on CO2 emissions derived from agricultural
practices.
A promising instrument was creating regional operational groups that aim at linking research and
practice and incorporating practices needs into the research agenda, thus enhancing the energy
efficiency, the productivity growth and the ability to adapt to climate change in the primary sector.
To disseminate results, partners have organised local workshops in Kranj in spring 2012, in Ferrara in
September and in Asturias in November 2012. LT has transferred results of the assessments to the
Province of Ferrara with which they have a signed agreement for the exploitation of the results to
enhance the technical assistance to farmers.
LT has also sent results to the Region Emilia-Romagna Region for possible consideration in the
regional Rural Development Plan. A conference has been held in Asturias to exchange results of the
technical assessment. The General Director of Climate Change and Sustainability of the Principality
Paz Orbiz presented the Carbon Footprint Management certificate to MADERAS SIERO S.A. that
becomes the first company in Europe to obtain the certification of Carbon Footprint Management
developed by NEPCon. Seven articles and press releases have been published about the event. This is
a results that – duly supported by the public administration – could assist market operators to start
eco-innovative initiatives to reduce CO2 emissions in the supply chain.
The final conference took place in February 2013 and the final report has been published at that
occasion.
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ESA - European Sustainability Ambassadors
The ESA sub-project has aimed at developing effective methods to educate and motivate children
and young people to think and act more sustainably. By educating them as sustainability
ambassadors it was made possible to reach out to their families and involve the local community on
a broad scale in achieving the EU Climate Targets 20-20-20. All Sub-project participants have set up
activities to motivate and educate the target group according to their school system. The project set
up 3 target groups: 1st level is constituted by teachers and facilitators who bring the activities and
knowledge to the children and teenagers. 2nd level is the children who are the ambassadors. The 3rd
level is the parents and families. The main question focused on ways to encourage children to
develop a sustainable behaviour. In the process the leading motto was: If children have to change
their behaviour, they have to develop their personality through interest development'.
The process takes time and makes the teachers' involvement and personal interest a key player. It
was mainly tackled by empowering the teachers, in particular in the Technical School Kranj (SI) and
Sonderborg (DK). Tools and knowledge were made accessible for teachers who were encouraged to
set up their own activities. AESS (IT) has made a competition between school classes on reduction of
electricity consumption in students' homes and they have set up smart-meter device in pilot schools.
FAEN (ES) has taught the school children different games on energy and on the consequences in the
future of not saving energy. Also the children set up small models to produce energy themselves.
The Sub-project Participants will proceed with their activities: FAEN (ES) will keep on activities and
dissemination for schools on climate and energy topics. Sonderborg (DK) continues to develop the
concept of the Green fingerprint in kindergartens and schools through the association House of
Science. The concept is highlighted in spring 2013 with a sculpture of the fingerprints of 1000
ambassadors and placed in a central place in the city of Sonderborg. TSK (SI) prepares an
international publication on ESA activities. AESS (IT) continues class activities on sustainable energy
that takes place in spring. AESS was affected by the earthquake in the province in June 2012.
Activities in schools were postponed because of the damaged buildings, but they caught up on most
activities in the last part of the semester.
Local Commitment -for Low Carbon Planning and Empowerment in Small Communities
This Sub-project has focused on energy, development and on a method to approach planning and
empowerment in local communities in a new way. Compared to larger communities, there is less
focus on energy in households in rural areas. At the same time these areas have a high potential for
improvement. This combination leads to good opportunities for taking steps towards creating Low
Carbon Regions. The project aimed at analysing the present situation and identifying possibilities for
reducing energy consumption, for reutilisation of energy and for developing local energy resources.
The objective was to establish long terms strategies and visions for a local community in a joint effort
by farmers and other inhabitants, in which the farmers play an important role. All partners have
adopted a common work method, the so-called ABCD method - the Asset Based Community
Development Method.
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Sub-project participants have succeeded in involving local participants in workshops in the project.
They are now committed to continue the work with reduction of energy consumption and
development of local energy sources in their local area. There is a bigger awareness about energy
consumption and CO2 reduction. Also the project has raised awareness amongst local politicians
working with the ABCD-method. The method has been transferred from one area to the other
participating regions and can easily be used in other areas. It can be used on other topics to make
changes and collect input from local inhabitants where ever there is a shared interest. Also resource
mapping can be used and the method transferred from one project to another. The ABCD-method
can be combined with other methods depending on the situation, topic and context.
VACO2R - Voluntary Agreements for CO2 Reductions
The objective of VACO2R was to get local SMEs involved in energy savings and CO2-reductions. The
sub-project has identified common challenges and solutions across Europe and to use the strengths
and experiences from the involved partners. Participants from four different regions used Voluntary
Agreements as an efficient tool for business to reduce CO2 emissions and to implement agreements
between local authorities and business. The project has involved the companies’ staff in training
activities. Energy audits of SMEs have been carried out and each company has set up its own Action
Plan containing all measures to optimise its energy use. Following the technical audit SMEs signed
Voluntary Agreements with their public administration. Dissemination of examples of good practice,
guidelines and results has been an essential component of the project.
Due to the economic crisis some of the SMEs were less motivated to participate. Not all managers
did see the advantages of voluntary agreements at the beginning. Understanding that audits are a
way to reduce costs is of course a key question. A special effort has been put on empowering young
entrepreneurs, identified as a crucial target to promote eco-innovation and low carbon business. The
project has contributed to a Low Carbon Economy by creating a network of local companies
committed to the reduction of their carbon emissions by Voluntary Agreements. The involvement of
more than 1.200 persons (employees and SME´s managers) has been one of the key results of the
project. A report of best practices in public-private Voluntary Agreements implementation has been
set up. An Empowerment tool to implement Voluntary Agreements is available on the web for all
stakeholders.
The results of these projects were successful mainly because of the approach at local level:
- 148 SMEs energy audits have been carried out.
- 148 Companies have set up action plans
- 57 Voluntary Agreements have been signed
- Low Carbon Business Labels at different levels (Basic, Medium and High) have been developed and
implemented - Training courses have been developed and implemented
- Experiences have been exchanged between the partners within the working groups.
The development of the audit in the field of climate together with the other participants worked like
a transfer of good practice between participants. The climate audit is now being developed further in
Denmark in a new and larger scale project involving a larger part of the region and linking to a cluster
of enterprises producing energy efficient components and solutions.
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ZEROTRADE - A Public Private Governance Model for a Zero Carbon Trade Sector
The main objective of ZEROTRADE has been to develop, test and disseminate an innovative and
effective governance model in which public bodies are drivers for Low Carbon Economy
implementing actions to reduce CO2 emissions in the Trade Sector. The retail sector itself represents
a considerable part of the EU's GDP – approx. 11%. Retailers are in a strong position to influence
more sustainable consumption through their own operations, supply chains, and consumer
behaviour. They are bridges between consumers and producers and they can influence purchasing
decisions. Local authorities have a key role in mitigating climate change. They address the challenges
and facilitate the interaction between the public and private sector. The Sub-project activities were
carried out at two levels: one European and one local. At European level Sub-project Participants
exchanged best practices, discussing involvement of partners, communication and pilot actions.
At local level the municipalities signed Voluntary Agreement with consumers' and retailers’
associations, environmental organizations and large and small retailers. CO2 emissions have been
reduced through implementation of three types of actions: 1. to improve environmental
performance of retail outlets; 2. to reduce emissions in retail’s sale and procurement system; and 3.
to improve quality of goods to be sold. These objectives were carried out through sharing
approaches and experiences from partner’s regions and involving relevant stakeholders from the
trade sector. ZEROTRADE Voluntary Agreements with retailers and associations were signed to
officially recognize retailers' commitment. The effectiveness of the developed model has been tested
at local level promoting pilot actions to reduce CO2 emissions.
The Participants learned to involve stakeholders and to engage those targeting different objectives,
understanding their needs and adopting on-going modification in the activities planned. They set up
pilot actions at local level to implement activities in sample retail outlets: laboratories with schools,
exhibitions, questionnaires for consumers etc. They also have learned to use various instruments of
communication such as awareness campaigns. Promotion of activities and implementation of goals
will continue in all participating regions to enhance climate management of shops in retail and
involving other stakeholders such as hotels, offices and restaurants in the LoCaRe regions.
The sum total of feelings of the LoCaRe partners has been that the subprojects have performed very
well, and that they were an inspiring and promising part of the project.
The LoCaRe Newsletters
Since the start of the project seven (digital) Newsletters have been published on the LoCaRe website
(www.locareproject.eu) to give recent information on the activities. On that site also other news can
be found.
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4. Best Practices
1. All partners in the project LoCaRe and participants in its activities agree and put emphasis on the
value of Best Practices and the dissemination of experiences. They are a powerful tool to share
knowledge and prevent unnecessary research and experimenting from scratch at the start of project
planning. Furthermore it is agreed upon that BP’s in another region are the best argument and
strongest motivation for potential partners to join a project in their own region. “Yes, it can be done:
we are going to do it too!” Part of the project deliveries is a synopsis of best practices on relevant
themes to reach low carbon economy in the regions. In this chapter only a concise overview of BP’s
in the LoCaRe-project will be presented.
2. Examples of Best Practices can be found in all parts of the LoCaRE-project. The website of the
project has a link to Best Practices. In the reports on the strategic themes (the Analyses on New
Energy, New Climate and New Leadership) good practices are described and used for an evidence
based approach of the regions for that field. In particular in the Analysis on New Climate detailed
study is done at good practices in the regions that had substantially contributed to the reduction of
CO2 emission in that region and promoted green growth of employment as well. Moreover, in other
reports such as the final reports from the sub-projects, the value of BP is recognized and examples
are given. Looking closely at the lists made from different points of interest it is clear that the
practices described are mainly the same.
3. The Best Practices considered in this Analysis can be used as a benchmark of low carbon solutions,
as they represent a practical example of “excellence”. They vary from a technological innovation, a
new way of utilizing natural resources to a new working method or immaterial “tool” or new ways of
collaborating between stakeholders, or some combination of these. They share positive results for
the environment and for the regional economy and society. The best practices are concrete, already
experienced, implemented in practice. The practices touch upon the main emission sectors (industry
including energy, transport, agriculture and building). In that respect they can contribute
substantially to the goals of the “Roadmap for moving to a competitive low carbon economy in
2050”. These examples offer not only inspiration to the Regional authorities, but they can also be
implemented by the private sector, local initiatives, private and public partnerships, etc.). The BP´s
have a bearing on different system levels (from a small project to an effective strategy as a whole).
It is a detailed, but not exhaustive collection of "New Climate" Best Practice in LoCaRe regions. The
Appendix of that report includes an important list of BP to a number of 30.
4. In the Analysis on New Climate a tool is described to evaluate the BP on its transferability to other
regions with other relevant circumstances. The purpose is to diffuse experiences inside the Region
where the BP was born or exporting in other Regions. First a feasibility diagnosis is needed.
In order to transfer a successful BP to another region, or just extended to their referring sector, it is
important to analyze the key factors in transferability. A useful tool for that purpose is claimed to be
the definition of the “BP identity card”. The BP aspects to be highlighted are tightly connected with
their regional resources and chances, dependent on the specific task. Repeating success in another
region is not just a question of imitating the day to day workings of a Best Practice. In the “New
Climate analysis” the Best Practices Identity Card was produced as a checklist that policymakers and
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practitioners might use in thinking though whether to mount their own version of a thriving program.
It describes the essential aspects of a successful Best Practice in its original region, in terms of
content of innovation, resources, people, cultural factors, institutional factors, procedures and
outcomes. In the BP Identity Card these aspects are also described for the region the best practice
has to go to. The match of these aspects in those two descriptions gives an indication on the
desirability and feasibility of the best practice to be transferred.
In the (only) case study in the Analysis on the low carbon solutions in the building sector this
proposed approach is applied with a satisfying result.
5. In the sub-projects much attention was paid to best practices. In some cases these good examples
served as an inspiration for the methodology to be used in the sub-project, and sometimes they were
a source of ideas and solution directions that gave input and impetus to a sub-project. Some of the
sub-projects have made their own list of Best Practices tailor made for the specific purposes of that
sub-project. E.g. in the BIOMAP project there is a list of 30 (!) best practices in the field of biomass
flows and conversions from the 3 regions participating in that sub-project. The best practices are
scattered all over the LoCaRe-project. At close look they handle mainly the same list.
6. Most of the activities of the WG in the LoCaRe-project might be characterized as a showcase of
best practices. The site visits and workshops have been a roadshow on the instructive and inspiring
successful examples of proven practice in the regions on their way to low carbon economy. Looking
at the list of activities (see p.9) from the point of view of the 3 strategic themes and the subthemes, it
can be concluded that in the activities of the WG the Best Practices and its communications have
covered the complete range of themes in the LoCaRe-project. At the same time it must be stated
that the outcome of that dissemination of knowledge and experiences is hard to perceive the
transfer of these best practices.
7. As said before the up listing of Best practices has been produced as part of the deliverables of this
LoCaRe-project.
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5 Lessons Learned
1. Learning is the essence of the project
One of the goals of the LoCaRe-project is to learn of one another experiences. Being part of the
Interreg IV C-program the project aims to promote interregional cooperation through large-scale
information exchange and sharing of experience. The LoCaRe partners are very well aware of the
value of sharing competences: the regions should have the same tools (knowledge, methodology,
attitudes) to achieve their goals towards the Low Carbon Economy. Therefor Lessons Learned lies at
the heart of the project. In the reporting formats of all the events was specifically asked for the
Lessons Learned.
For the partners it has been very interesting to learn how other regions work. They acquired
knowledge of the relevant circumstances and decisive factors of the development process towards
low carbon solutions in other parts of Europe. That insight in other political and societal systems has
brought them to understand how and why other regions do their things as they do. This has led to a
better understanding of Europe and the EU, as well on the community level as on the regional-local
level. This is a very awarding aspect of the project.
2. You can only learn from differences
On basis of the variety of the regions and their relevant differences in socio-economic and
environmental circumstances the projects will show a great variety and the lessons learned will be
regionally determined. It is obvious that different instruments are effective for the different
participating regions. This is even more the case of empowerment and participating citizens in the
(sub-) project because the results from the bottom-up processes and focus and competences of the
project partners will widely differ among regions. What’s more, by identifying regional shared goals,
this participating process will enhance regional identity and stimulate cooperation within
communities creating the motivation needed to carry a shared responsibility. One of the conclusions
of this chapter Lessons Learned might be that some activities of the project have enhanced regional
identities and enlarged the variety. Learning from one another does mean to become smarter and
not more identical. Enhancing the differences makes it possible to understand yourself and your own
situation better. Differences are beneficial.
3. Obstacles and failures are on the dark side
It is remarkable that although explicitly asked for in the reporting formats there are very few answers
given on the question for obstacles and barriers. Apparently the activities have found so much
enthusiasm and support that they have maybe unconsciously have overcome the difficulties.
Obviously it is more pleasant to share good results and the positive factors leading to success. It is
nice to give a reasonable explanation of the good results and your own contribution to that. However
it cannot prevent failures to happen; the transition to a low carbon economy has also got to deal
with uncertainties and risk management. One should be aware of the confirmation bias.
The partners in the LoCaRe project do agree on the risk of discontinuity. It is difficult in the current
situation of financial and economic crises to find ways to involve the regional authorities to the often
long term perspective of the low carbon solutions. When spending cuttings in public services are
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dominant and the working load is increasing, it is hard to persuade the politicians to the personal
involvement with LCE or to give support to the initiatives of companies and organizations. If the
LoCaRe project would not have been in execution, then the regional activities would not have been
there. The project is the license for existence of the steps on the road.
4. Regional lessons can also be up scaled
Most commonly the Lessons Learned are interpreted as instructive tools for comparable processes in
comparable circumstances. That is the use that was meant in the reports of the LoCaRe events. This
is the so-called horizontal carrying over. Here it is mentioned as also valuable for the vertical use.
Mostly it is seen as an opportunity for the regions that international agreements via European
directives and national rules tickle down to the region where the abstract goals are transformed into
concrete actions and hard facts. The Lessons Learned are not only interesting for other regions to
facilitate their way to low carbon economies, but are also of value for scaling up. National and
international negotiations could see what tools might be useful in complex situations where a lot of
different and sometimes conflicting interests must find effective ways to come to agreements with
mutual benefits on the long term. The positive results on the regional level with the inclusive method
of the meeting ( in so called arena of agora) of all the stakeholders to find a shared vision and action
program is a good recommendation for the national level to settle agreements and leave the
execution to the sectorial or regional players.
5. Lessons learned are strengths and opportunities.
The addition sum of the (variety of) Lessons Learned gives answers to the questions ‘Why and How’
the regions can contribute to reducing CO2 emissions and create economic growth at the same time.
In the reporting format of the events in the LoCaRe-project there were specific questions to the Why
and How of that particular activity. In essence that addition sum of those reported lessons is the
mould, the counter sample of the strengths of the regions and their tools to promote the low carbon
economy. In that respect the outcome of the chapter has a great resemblance with the following
chapter of the regional SWOT analysis.
6. LoCaRe events and sub-projects
As explained before the work of the LoCaRe-project included two main stream activities: activities in
the regions to disseminate and share knowledge and experiences and the activities done by other
partners (non-governmental organizations, local or regional authorities) in the sub-projects. Not only
have these sub-projects been very successful in their results, but also with regard to the lessons
learned the sub-projects have been very instructive. Most remarkable and satisfying was their
commitment to the road to LCE. Their contribution will not stop at the end of the (sub-) project: they
will go on. Their attitude can be typified by their conclusion: It is not a temporary project, but an on-
going process.
7. Biomass market has great regional potentials
The BIOMAP report learned that the energy production from biomasses is largely inferior to its
potential: there is room for action in enhancing their use. There are significant biomass assets within
regions and local communities in Europe which are suitable for the production of bio-energy or of
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other sustainable biomass applications. Supporting the development of efficient regional and local
renewable energy and bio-based markets is the key to achieve European environmental and
renewable energy goals in the years to come. Of course this presents a number of issues in terms of
the overall social balance of such operations. There are cases where public acceptance from
population of biomass plants is hard to be achieved, due to the bad smell discomfort, lorry traffic and
indirect land use change. It is necessary to raise the awareness of end users and citizens about the
potential of sustainable biomasses as energy source and higher added value of biomass applications
by the cascade model (bio-refinery). It is necessary to emphasise there is indeed a business case for
trading and exploiting biomasses. It needs support and facilitation, as in the sub-project of BIOMAP is
shown for the case of a web market-place. This subproject shows the essence of follow-up.
8. Certification and harmonization is needed
The sub-project CARBON CARE learned the need for knowledge of the method of Life Cycle Analysis
on CCR; the want for certification and harmonisation in the international market of product
demands. There is a considerable effort under way to develop agro-environmental indicators in
agriculture and forestry to provide a tool for policy monitoring, evaluation and projections. It will be
necessary to build on these initiatives. In this framework, CARBON.CARE has indicated that LCA could
be an adequate and widely sharable methodology to be profitably used in primary sector.
Intensive efforts to activate a benchmarking process have to be promoted in the CARBON.CARE
regions: in particular, the benchmarking of environmental performance by agro-forestry companies
should be introduced as a tool for focusing more closely on an area for resource efficient processing.
The overall cooperation of the partnership with regard to roles and involvement of partners in the
project was extremely positive. The subproject coordinator played an essential and inspiring role and
took the initiative to trigger the most relevant project phases (global methodology, guidelines for the
benchmark report, reconciliation of the results, final publications.
9. Youth as change agent
The first results of the sub-project European Sustainability Ambassadors (ESA) show that the work
needed more focus on giving the pupils (level 2 ambassadors) more tools, in order to have a bigger
impact in their homes, reaching their parents and families (the level 3 ambassadors). Another lesson
learned was that in order to change the DNA or the behaviour of the young people, it was crucial to
make a great impression on the students. Small projects only have a limited impact, when students
work only a few hours with sustainable topics. Based on these experiences it is recommended to
make longer lasting projects that will supply the youths with information and tools, so that they can
reach their families.
Based on these lessons learned different strategies are implemented in the different countries. But in
order to use this newly established network the ESA project has provided, the regional partners have
agreed on making a competition on sustainability between the countries in the spring of 2013.
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10. Trade and zero emissions
Sub-project participants of Zerotrade learned how to involve stakeholders and how to engage them
to targeting different objectives and achievements, understanding their needs and adopting on-going
modification in the activities planned.
Sub-project participants experienced pilot actions at local level implementing activities in sample
retail outlets: laboratories with schools, market with schools, exhibitions, questionnaires between
consumers, awareness campaign, public forums, seasonal wheels for large retailers, etc. They also
learned various instruments of communication such as brochures, gadget distributions, websites,
bike advertisement, green graffiti advertisement, tv and radio spot, press releases and press
conference.
11. Small enterprises and small steps
The most relevant results of the sub-project VACO2R have been the engagement of SMEs, with a
focus of young entrepreneurs, in the battle against climate change as well as the definition of GHG
reduction targets and actions to be implemented, the support to their accomplishment and the
monitoring and reporting the results.
The main beneficiaries of this project have been the companies and secondly the local communities
and the local authorities. The firms engaged in the project have experimented new technologies, got
trainings on environmental issues and have been part of a network sharing knowledge and problems
with other involved actors. The project has also learned the decisive role of individual entrepreneurs
that are willing and motivated on a personal basis in drawing up specific Action Plans each with an
included Energy Audit and training activities involving SMEs staff. Experiences in the sub-projects
give ground to the conclusion business driven action and solution in co-operation with broad
partnerships in society is a fundamental way to accomplishing a lasting change.
12. The power of empowerment
The sub-project of Local Commitment has been very successful in reaching large numbers of people
to participate in their local or regional activities. Their results in the 4 regions in this project show
that hundreds to thousands of individuals were attracted to the meetings of the subproject. The
involvement with the project was promoted by working with the ABCD method (Asset Based
Community Development). The positive ABCD-method improves working with local communities by
creating citizen awareness and strengthening local relationships and developing network. It’s a
simple way to find resources and it makes people involved and enthusiastic to create new concepts
and ideas. People were given opportunity to speak on their own about energy situations, wishes and
dreams. By addressing people directly and by showing respect to their opinions they more likely
open their minds to new ideas of sustainable energy solutions. The ABCD-method is a positive way to
start a dialog for the local politicians. Transferring the project to other areas is thought to be easy.
The ABCD-method can be combined with other methods depending on the situation, topic and
context. What is needed, is a shared interest, connected to a geographically area or a topic.
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Another lesson learned was the importance of facilitating the initial process, the certainty that the
administration delivers in relation to the project –e.g. information, resources, meetings, the support
for the locals when needed and preparation of the next step.
For the regional partners the subproject has improved their network with local communities. The
subproject has embedded empowerment in the local areas and the region. The local participants are
involved in the project and will in the future continue to elaborate their formulated ideas and
dreams.
13. Communication and public support
Working together in the LoCaRe-project was a positive experience to the regions. One of the lessons
for the regions is the value of communication. It is admitted that the dissemination of information
could be improved upon. ‘There is great need of active networks of relevant stakeholders within the
participating Regions. Wider and more active networks would increase the benefit of the activities
performed in the project. More persons and organizations would take part and - in turn - spread the
message and the results of the LoCaRe project to a wider "audience”. The project has clearly
improved the communication of results and activities in the course of time. Modernizing the
communication vehicles (internet film, YouTube) and broadening the target groups to consumers
have helped to reach the public involvement.
14. New knowledge and new methods
During the course of the LoCaRe-project the regions have acquired new knowledge, new methods
and new competences. In the other regions new knowledge about new technologies was shown that
was until then not known or at least not experienced before. Of course the lessons learned differ
from region to region, but the regions mentioned e.g. the industrial symbiosis in industrial sites, the
intersection between agriculture and chemistry, (“algae in tubes”) and tidal energy. Interesting for
other regions was the project of e –mobility and the regional biogas Program “Biogas West in Västra
Götaland”. Inspiring were called the site visits with good examples of green tourism with free
sustainable transport and local cooperatives for district heating, economically feasible even in small
scale.
The regions got acquainted with new methods as new structures of and the debate forum that was
very inspiring. Other examples of methodology as ABCD and Open Space were very instructive.
It is obvious that an open mind and the readiness to adapt the best practices of other Regions for
the best fit in the own situation is essential. Such a flexible attitude can be learned.
15. Learning can also mean to do not
A remarkable but very valuable follow up is the conclusion not to continue a studied subject. Being
part of the LoCaRe-project the region of Southern Denmark has organized a workshop on CCS and
CCR. This has been a very instructive exchange of thoughts and experiences; the participants have
learned a lot. Yet this subject is not one of the favourites of Southern Denmark: it is skipped from
their priority list. On the other hand in other regions carbon sinks (CS) as benefit of the regional
nature is still on the action list (Gorenjska). Attention should be given to the distinction between
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carbon capture and storage (CCS) as an industrial output solution and carbon sinks as natural capital.
Although CCS is high on the priority list of the EU and national governments, none of the
participating regions put carbon capture and storage as new activity on its new strategic regional
plan.
16. Cooperating with many partners is difficult, but necessary
The regions learned about the interdependence of the different actors, the emerging role of NGOs
and consumers and the importance to link with them to the development of a Low Carbon Society.
With respect to the regional differences it was observed that everywhere the cooperative model
with initiatives from the most involved stakeholders is the most successful in terms of results. The
most important issue is to take the lead as a regional authority towards other actors in the region
and to involve citizens in a transition to a Low Carbon Economy. Regions can have a leadership role
as an authority and planning body, but also as a mediator and as an enterprise setting the good
example. The leadership of the Region is most effective in an equivalent and facilitating mode; this
means listen to the stakeholders, also in case of diverse goals and perspectives, and be willing within
your own policy boundaries, to adapt schemes, instruments, and even operational goals, as long as
this is not counterproductive to your own strategic long term goal of a low carbon economy.
17. LoCaRe is attractive for regional politicians
The LoCaRe-project was a powerful tool to involve and commit local and regional authorities.
Policymakers are not always aware of initiatives of the market, unless they are looking actively for
them. Or in other words: The LoCaRe-project helped the authorities to learn important activities and
attitudes in their own region, to get acquainted with the innovative initiatives around the corner in
their own streets. Politicians’ awareness and involvement is important to make progress on the road
to LCE, but success in that long lasting transition is only possible mustering every force inspired by
public leadership.
The analysis of New Leadership has been very important in some regions for the debate on how to
become a Low Carbon Economy Region. It has had clear impact on the new Strategy for Growth and
Development in Västra Götaland 2014 – 2020, VÄSTRA GÖTALAND 2020. Without the LoCaRe-
program the study had certainly not been done. But even more important is that the opportunity to
discuss the results in a European context has sharpened the motives and the arguments and made
the report even stronger.
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6. SWOT as a guiding tool
1. Introduction
To identify the key factors that are decisive to achieve the objectives of a low carbon strategy
regional SWOT analyses were executed in 2013. The tool of SWOT analysis aims to identify relevant
attributes of the regions that are helpful or harmful to achieve the objectives. Besides these internal
factors also external circumstances and trends are taken into account that influence either positively
or negatively the transition to an energy and resource efficient economy. The regions used their own
methodology to execute the SWOT analysis in their region.
From the start (kick-off meeting April 2010) of the LoCaRe project SWOT analyses has been used as
an instrument to ground the strategy and policy of the region on. The report Analysis on New Energy
was presented and discussed in a conference Jan. 2011 (see p. 9) and part of that study was also a
SWOT analysis in relation to energy efficiency and production of energy from renewable sources. In
that case a questionnaire was used to gather the data from all the regions.
This chapter starts with some preliminary remarks before overviewing the results of the separate
SWOT’s of the regions. Next in the summary a bird’s eye view is given on the most significant internal
and external factors for the region to succeed on their road to low carbon economies.
2. Remarks
The variety is instructive.
The relevant factors for the transition to LCE in the regions are not the same; they differ significantly.
The diversity regards to the national and regional economic attributes (national debt and public
spending, GRP, ICT and energy intensity, share of renewables, R&D budgets), stadium of transition to
LCE, natural resources, culture and values. For example, the long term goal for Västra Götaland is to
have in 2030 an energy system without any fossil fuel, while in the Netherlands it is the national (and
regional) ambition to produce 16 % of the primary energy from renewables in 2020 (and no goal is
set for 2030). Some regions recently started their strategy on low carbon solutions, while others are
working for a long time on LCE constantly thinking of new ways to reach that goal.
That variety results in different points of intervention and point of application on the way to low
carbon solutions. For instance, in the project ZERO in Syd Danmark the emphasis is put on the
limiting of energy demand and the production renewable energy in the Trias Energetica; in some
other regions (Sl, It) the phase of the transition and different economic circumstances compel the
start of low carbon solutions to measures in the field of energy efficiency, serving environmental
reasons as well as for the sake of cost reduction. The start is always to pick the low hanging fruit.
Some regions focus on technical or technological solutions, thus combining emission reductions with
economic innovations in their industries. Others are putting effort (also) on the change of consumer
behaviour and cultural values through education and communications followed by coherent actions.
Widely agreed is the notion that cultural changes in norms and values are needed to succeed
completely on the road to LCE.
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It must be recognized: differences in all aspects are the best guarantee for finding solutions that will
work. Differences mean also diversity in ideas, in approach and research directions resulting in a
variety of specific solutions effective in the specific situation (there is no silver bullet). The road to
LCE is a voyage of discovery: variety is a great learning potential.
The regions are the place of action
The regions are essential. Regions and municipalities of Europe may have significant impact on
development if they systematically combine their means of control into strategic and long-term
action plans for a low carbon economy. The implementation of (inter)national rules and
regulations for an energy and resource efficient economy will take place in the regions and
municipalities where it will affect companies and citizens: the choice on investments in
technology and energy systems, the promotion of attitudes towards sustainability, the priority
given to a low carbon society in local and regional planning need local and regional stimulus and
decisions. The regions are necessary for scaling the measures to an effective level: the energy
system, the traffic system have a regional scale. A promising approach for local and regional entities
is the inspiring combination to cooperate with national entities on the international objectives and at
the same time promote the initiatives and measures that they could decide on locally.
At the regional level there may be a lack of legislative and financial power. The regions mention it as
a weak point in their role towards LCE. On the other hand it can be regarded an advantage: the arena
is not dominated by one partner that has the power to force the others partners into implementing
an imposed policy. Cooperation must be gained between equal partners by persuasion and
conviction, agreement and commitment must be based on the long term mutual benefits of the LCE
strategy. That urges to a long term vision and endurance from the authorities and in particular the
politicians to go beyond their own term and constituency (Recommendations see report New
Leadership). It is remarkable that in some regions (SD and VG) the support and dedication to the low
carbon economy do not show to be influenced negatively by the financial and economic crisis. The
long term vision and commitment seems to be internalized in society, solid and robust to stand up to
the fluctuating economic situation.
Sharing is increasing knowledge
The methodology knowledge and dissemination is a challenging opportunity. Several regions indicate
their lack of knowledge on relevant areas that are important in the transition to LCE. On the other
hand stakeholders in the region ask for an active role of the region to help them in their plans and
actions to low carbon solutions. Especially in case the financial and legislative means for the region
are limited, there is great importance in the role of the region as facilitator of the process, with
access to the relevant knowledge and methodology. Methodology generates and disseminates
knowledge. Just the diversity between the LoCaRe-regions will offer many opportunities to exchange
experiences and disseminate knowledge.
As in some SWOT’s the fear of an unequal and unfair playing field in different countries and regions is
mentioned, an impetus on the harmonization of the rules might be given by further promoting the
evidence based methodology of analysis. The one-dimensional model of the linear innovation from
scientific research on to commercial application is far too simple: it misses the dynamic
interdependency of the complex system with many stake- and shareholders. The dynamic
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surrounding market transitions are driven by the cyclical interaction between new scientific insights
in changing behavior of consumer groups as well as industrial propositions of new product-service
combinations. Innovations are built on innovations. It is essential that the hard world of changing
technical capabilities is combined with the soft world of changing needs and concerns, leading to one
holistic system. The Cyclic Innovation Model (CIM) presents the processes in innovation by a circle of
change. Changes in science and industry, and changes in technology and markets are cyclically
connected. Nodes function as roundabouts, entrepreneurs generate the driving forces. A region may
be excellent in science, but it may underperform in innovation due to insufficient synergy between
science and industry. A society may be excellent in technology, but it may underperform in
innovation due to insufficient synergy between technical capabilities and consumer needs (see annex
1 Cyclic Innovation Model).
The direction is known
Broad agreement and commitment to the why-question: the long term perspective of a Low Carbon
Economy that combines energy and resource efficient operating practices with economic growth
(sustainable, competitive and inclusive). It must be remarked that most attractive and popular point
of view (especially for politicians) is that the road to a Low Carbon Economy is something that
everyone will gain on. Confronted with an unmanageable reality it must be realized that it is not an
easy journey to LCE. Ongoing monitoring and changing circumstances will lead to adjustments and
adaptations. The process management of that transition has to deal with uncertainties and risks. You
can’t buy a ticket to the low carbon economy at the railway station, yet.
3. Overview of the SWOT’s in the region
Hereafter a brief description is given of the SWOT of each region in the LoCaRe-project, executed at
the end of 2012 or the start of the year 2013. The methodology of the regional SWOT is described
and the most dominant features of Strengths, Weaknesses, Opportunities and Threats of that region.
The resume gives a brief analysis of the outcomes of the regional SWOT’s and shows the input of the
LoCaRe project for the next steps of that region’s strategy to the low carbon economy.
SWOT region Syddanmark
Methodology
Data were collected by way of telephone interviews with regional and local public sector stakeholders and with
representatives from the private sector. In addition a desktop study of analysis of mainly local and regional
strategy documents were carried out as well.
SWOT
Strength is found in the regional scale and role. Whereas the municipalities are actively working on the
implementation of projects towards LCE, the regional role is facilitating and framing and lending administrative
support. Regional leadership lies on the strategic level, in a lasting long term vision.
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As weakness in the region the lack of dissemination, sharing of knowledge is mentioned. The question arises
whether that is a major role for the region. There is a desire of working on a supra-municipal level (not
everyone likes always to start from scratch). The economic boundaries for activities on climate change are put
forward.
Opportunities: The regional scale is deemed fitting EU-funding schemes. The interregional cooperation
between Germany north and south Denmark in an Interreg IV A project gives new and promising challenges
and perspectives for continuation and deepening the low carbon solutions.
As threats are mentioned the necessity of external funding for activities on the long term: continuation of the
change to LCE is (still) dependent on the financial support. Also the uncertainty of fair and equal playing field
(same regulations, in EU, global...) is seen as a risk. Companies might move to other countries.
Conclusion regional SWOT:
The Region’s position in the Danish planning system provides both some strengths and weaknesses. The
Region’s position enables it to have the strategic overview and to act as a coordinator and facilitator on various
activities carried out by the municipalities, private or non-governmental actors related to a low carbon
economy. The Region’s position, economic scale and ability, and the political climate allow the Region to have
this role at present, however, with no legal mandate or competence. The Region thus needs to step carefully in
this regard and manage its role with great care.
The role as a coordinator and facilitator in relation to climate mitigation activities is a very important role for
the Region to play, because of the (possible) regional overview. This is something all the interviewed have
emphasised as well as they have expressed a need for the Region to be more active in this role.
Municipalities and other actors seem in fact to hope for the Region to have a more active strategic and
facilitating role than at present. The subproject coordinators ask for more collaboration, knowledge sharing,
inspiration seminars and overview of activities between the municipalities, and the private sector actors look
for longer term collaboration and political will.
The work becomes more or less voluntary for all parties. This can be a good basis for collaboration, but not
without commitment.
EU funding is a great help. Mid-term financing is thought to be essential for continuation of the joint effort to
LCE. European funds for the region are of great value.
The next step
A stronger and wider reaching politically accepted agenda on low carbon solutions is however necessary to
create more certainty as well as an economic climate in which a transition can take place. A ‘mini-Stern’ type of
review defining cost effective strategies to decarbonise the Southern Denmark Region may provide a first step
for a programmatic approach to Low Carbon Economy. The second step should be political negotiations at
local, regional and cross-border level, possibly realised through a mini-COP between Southern Denmark and
Schleswig-Holstein which mitigation aspirations are politically accepted and financially agreed to.
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SWOT Västra Götaland
Methodology
The ambition of Västra Götaland is to be a forerunner for LCE. The long term goal is to have in 2030 an energy
system without any fossil fuel. The chemical industry has decided to be fossil free by 2030. In Västra Götaland
an ongoing analysis of strengths and weaknesses in relation to opportunities and threats for a low carbon
economy is performed.
SWOT
A strong and solid basis lies in the common vision and long term goal (adopted 2009 by 80 actors from all parts
of society). There is a number of strategies, programs, project and processes where companies, academia and
politics, by themselves and in collaboration, focus on long term change for a more sustainable society. Areas
with great potentials are there where industry clusters already exists or can be developed relatively simply,
where knowledge - and the level of competence is high in the region, areas with big political commitments and
areas where collaboration activities has been startedAction programs are set up in cooperation with a broad
partnership. A common process between companies, academia and politics has formulated the focus in
development work on cluster development. The result is a strategy signed by the partners.
Based on an ongoing analysis, the focus changes, and the work broadens, followed by political decisions and on
budget allocations. A future program for action is characterized by challenge driven innovation: markets and
demand for solutions are not only decided by commercial forces but also by political decisions and public
commitments.
Not only on the technology push of resource efficiency, but the work on LCE is broadened and focuses more on
norms and values (market pull). The consumer perspective gets stronger and is complementary to the efforts
to develop and implement different kind of LC techniques and to build an infrastructure in society that makes it
possible for people and companies to act sustainable. Purchasing, information and education support for
demonstration and test arenas was mentioned especially. Large responsibility is given to the public sector in
implementing solutions and be a part of development work in test and demo arenas.
The next steps
New action plans have recently been decided on or will be decided on soon. Based on the lasting process, the
study resulted in a proposal on four areas suitable for further implementation. These four were: 1. Energy and
transport, 2. Biomass and bio energy, 3. Marine energy and 4. Sustainable Urban Development.
These are all areas where Västra Götaland has strong industrial structure, international successful research and
competence development, political commitment, networks and collaboration projects. With reference to the
area biomass and bio-energy there is the need to focus on resource effectiveness and not convert the biomass
to CO2 (to burn) before it has been used in other areas (cascade use). The area Sustainable Urban
Development meets several of the formulated criteria. Active companies, research - and development work is
present, as well as a strong public commitment. Attention has to be given to the co-ordination and the number
of actors and questions covered. The area is big in an international context. Many other towns, regions and
research operators aspire on being proficient in this area; Västra Götaland does not stand out. The question is
though important when we consider the challenges in the region to 2030 like construction and reconstruction
of buildings and integration and intercultural development.
During 2013 a new Strategy for the overall development of Västra Götaland – VÄSTRA GÖTALAND 2020 - will
be decided on. The proposal has a strong focus on Sustainable Development in general and on a Low Carbon
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Economy in particular. The consumer perspective is stronger and complements the efforts to develop and
implement different kind of LC techniques and to build an infrastructure in society that makes it possible for
people and companies to act sustainable. Consumption patterns and people's attitudes to energy adaptation
are perhaps the individual most important aspect in the possibility to reach the vision about a fossil fuel free
region. Of course, economic incentives are required, but although the technology in many contexts requires
development, many of the necessary solutions are present. Knowledge and understanding about the
possibilities that exists should be increased. A better understanding about the society that we do want in the
future is a necessity.
Recommendations are made about how the work can be organized and which future investments should be
seen as most important. Program activity linked to the four clusters is complemented with four aspects that
run horizontally through the clusters: innovation, behaviour, systems research and financing. The four
”horizontal aspects” are suggested to complement the program activity through focus on challenge driven
innovation, “change agents” that disseminate knowledge about future possibilities, research on systems level
where knowledge about effects of the surrounding world's change on our region should be taken forward and
last but not least on the establishment of a financing platform for implementation.
SWOT Zeeland
Methodology:
A group of 15 representatives of the Triple Helix (companies, science institutes and authorities) was invited for
a meeting to identify the SWOT’s of LCE in the region of Zeeland. In a second meeting with the shareholders
the most promising business cases were formulated and agreed on.
Strengths, weaknesses, opportunities and threats
The scale of the region, small and manageable, neatly arranged and well-organized is called strength. Many
linking options and fast switching with short lines combined with a great willingness to cooperation are
available. The local management of the big international companies is committed to energy and resource
efficient operation and ready to make the necessary investments. The renewable energy sources are in
(relatively) large amounts available (wind, sun, water and biomass).
The scale of the region was also considered to be a weakness. The population density is low and ageing fast.
The region has a rather small home market. For instance there is an excess on waste heat and only a (too)
small demand. The regional authority has only limited financial and legislative resources.
As opportunity was mentioned the neighborhood of Flanders with its innovative industrial zone and science
parks. The regional authorities seem to be the obvious level to take initiatives for cross-border cooperation and
EU financial funding for the projects towards LCE. Energy from water was seen as promising and R&D should be
intensified.
The financial and economic crisis was thought to be a weakness, a risk for the necessary continuation of
sustainable projects and investments for the shortage of money. Government and politicians were reproached
with their short term policy just where the goal of LCE needs long term vision and endurance.
In the second meeting more than 10 working packages were formulated. The prioritizing was done in a
multiple factor analysis and also agreed upon with the stakeholders.
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The next step
As an advice for the next Strategic Plan on Energy (as part of the Economic Agenda 2013 -2017) 5 most
promising business cases were recommended: Energy in built environment (energy saving and waste heat),
Renewable energy from wind off shore, Energy in big industrial plants (energy saving and waste heat),
Renewable energy from biomass large scale and Energy from water. Before summer 2013 the regional
government has to decide on these working packages.
SWOT Gorenjska
Methodology
A survey of the regions qualities and circumstances was given by the local partner.
SWOT
As strength of the region was mentioned growing awareness of possibilities of RES and energy efficiency, as
well in private as in public sector. A good atmosphere for further empowerment of inhabitants, SME (regional
info point, LEAG) was put forward. In the region there is a good usage of regional sources (wood, water, sun).
The local commitment is shown in local strategies. The presence of some good specialized producers and
service providers with substantial knowledge of RES, energy efficiency technologies is a solid basis for
innovations and further development of LCE and marketing also in foreign markets. The existing cooperation
with foreign markets (in development and marketing) is an advantage.
As weaknesses on the road to LCE were listed the lack of money and the lack of legislative power of the region.
So far the modest financial support for innovation and new technologies in RES, energy efficiency (especially
for individual endeavors of SME-s) were obstacles in the process. There are too little possibilities at the regional
and local level to speed up the investment and innovation processes (lack of funds, bureaucratic institutions
and content issues). Also a lack of knowledge was mentioned: e.g. too little understanding of carbon capture
and carbon storage and too little knowledge of other possibilities of RES and energy efficiency.
As opportunity were brought forward the growing inclusion of private and public entities in EU development
endeavors towards LCE. The national strategy in RES 2014-2020 is being prepared and local communities have
local development programs in RES and energy efficiency. In this way the involvement of regional key players in
EU strategic green projects is guaranteed. Furthermore the SME’s are in a good competitive position to further
develop green technologies and services as niche products. There is great willingness to further connect these
SME’s and research, to develop specific knowledge (via centers of excellency) and other support measures
(e.g. new educational programs, funds for specific research and innovation in companies) in finding and
applying green technologies and services. Also the emerging economy and the good connection of economy
with foreign markets (EU, Balkan, Russia,...) is thought to be a chance for economic growth.
The financial and economic crisis was called a major threat to the necessary initiatives and investments
towards the low carbon economy. The public revenues will be shrinking further and priority for support at the
national level will probably be given to other strategic topics (e.g. employment and public spending). For
regional and local communities there will be not enough means to contribute to reduction of CO2 with RES en
energy efficient investments). Even strategy papers already decided will not be brought to reality when their
funds would be transferred to other strategic topics. Also the lack of knowledge is put forward as a factor that
might have a negative effect on the public support. The unpredictable and uncertain changes of prices of
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energy on EU and world markets and non-predictable changes in climate (less snow, rapid changes of
temperatures,...) were seen as obstacles for further implementation of LCE in the region.
The next step
As coming strategy and action a regional sustainable plan with a list of actions and projects is foreseen. In that
framework support will be gained by lobbying at national level for key regional goals and projects. On the key
areas towards LCE (as energy efficiency and renewables, transport and emissions) the responsibility and the
competences of the national government is essential.
SWOT Emilia-Romagna
Methodology:
The SWOT analysis was used as a tool to summarize the results coming from the predecessor of SEA study
(Strategic Environmental Assessment – SEA Directive). It helped to highlight internal and external factors
connected with the program actions. Through the creation of a series of meetings, the participatory process
was conducted in two main modes: the first mode was oriented to knowledge and the definition of themes.
The second mode participation and dialogue through the creation of round tables (so-called agora) with
structured debate dedicated to relevant themes. The impact factors identified by the Environmental Report
(preliminary to the SEA) are those referred to ENERGY, AIR and CLIMATE.
SWOT
As strength of the region was identified the availability of the large group of entrepreneurs ready to face
problems linked to the reorganization of energy systems. Presence of several strong economic quality leading
sectors was a good ground for innovation. Also the scale of available regional information systems and
environmental accounting tools was a support for policies for preventing climate change.
The lower increase of local energy efficiency in comparison to other regions and energy strength higher than
Italy was listed as threat. Furthermore the region has a high per capita electric energy consumption and high
energy consumption per land unit. Gas carbon emissions in Emilia Romagna region are growing. There are
increasing energy consumptions and growing reliance on import non-renewable energy sources. Use of
renewable energy sources limited and lower than the foreseen targets. The position of weak economic sectors
(oil refineries; chemical sector; ceramic sector) has to be improved.
As opportunities were mentioned the significant availability of some renewable energy sources (biomass;
hydroelectric basins; solar radiation; wind load off-shore) and the increasing European stimulus in the biomass
energy supply chain (biomass from forests; wood and bio-fuels). New European, National and regional policies
for reduction of gas carbon emissions offer several opportunities of eco-efficient technologies and eco-
incentives.
The progressive depletion of local natural gas fields and the risk of pollution from hydrocarbon mining were
mentioned as threats to the durable development of the region. The high impact of energy costs from external
and unpredictable global markets have a negative effect on the regional economy.
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The next step
The report provisionally concludes at this stage that using the Strategic Environmental Assessment, mandatory
for every programme, as a summary for the LCE positive and negative factors, is coherent with the tool for the
SWOT Analysis as proposed in the LoCaRe project. The main goal of the regional policies is the (sustainable)
development of the economic system. A real value will be added if these low carbon principles are included
inside 'every' economy development plan. Even better if these tools are built up by means of a participatory
process in order to formulate regional policies and taking into account the opinions and cooperation of the
regional stakeholder as much as possible. Next steps could be to complete the view at sub-regional level by
interviewing the Italian subproject participants as a representative sample of their stakeholder categories and
to execute the same process applied here in LoCaRe to other general and specific regional programs.
4. Resume
Although the methods of the regional SWOT’s differ substantially, a bird’s eye view on these regional
analyses shows a definite agreement of thoughts in the LoCaRe regions. The objectives for regions to
promote a low carbon economy are uniform in all regions: innovated and competitive economy,
better environment and a higher quality of life for the citizens. Combining the reduction of CO2
emissions in an energy and resource efficient economy with sustainable green growth is an inspiring
vision for the regions. Local production of sustainable energy and energy savings benefit local
employment and economy. Smart technological innovations will contribute to a competitive
economy in a global market.
The road to low carbon solutions starts from the strengths of the regions: a growing public
awareness of the necessity and profits of renewable energy and feedstock, the possibilities of energy
from regional renewable sources, commitment of companies and citizens and the broad political
agreement on an innovative and sustainable economy. The regions are the proper scale and the
physical space in which the European and national policies and actions are to be implemented. There
work and live the citizens and companies that have to make the transition. In regional networks and
collaboration projects the overall objectives can be reached and at the same time promote the local
and regional ideas and measures that they could decide on regionally and locally.
When listing difficulties towards a low carbon economy the regions mention roughly three
shortcomings: lack of knowledge, lack of investment means and lack of commitment. The region’s
position provides strengths and weaknesses at the same time. The region’s scale and function makes
it possible to have the strategic overview and to act as a coordinator and facilitator on various
activities carried out by the municipalities, private or non-governmental actor. However, the regions
have no (or not enough) legislative and financial means to impose the low carbon economy and thus
needs to manage its role in the transition arena with great care. Partners want the region to play a
more active role; especially on the dissemination of knowledge and experiences.
On the road to low carbon economy the regions are very much helped by the EU policy and funding
schemes. All the regions think this financial support of vital value for the continuation and deepening
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of the work in the regions for LCE. The regional authorities seem to be the obvious level to take
initiatives for cross-border cooperation and EU financial funding for these projects.
The uncertainty of the global agreements on energy and climate policy is a large threat for the
continuation of the low carbon programs in the regions. Long term consistence is absolutely
necessary for the combined efforts of companies, authorities and citizens to reach the low carbon
economy. Also the financial and economic crisis has a negative impact on the feasibility of programs
and action plans. On the other hand it must be noticed that in some regions with a longer tradition in
the energy and resource transition the plans and activities withstand the fluctuations in the economy
and financial world. The work on LCE is broadened and focuses more on norms and values (‘market
pull). The consumer perspective gets stronger and is complementary to the efforts to develop ‘low
carbon technological innovations. In this way the ‘hard’ world of changing technical capabilities is
combined with the ‘soft’ world of changing needs and concerns of people. In the subproject on Local
Commitment interesting links to this theme were brought to the fore. This integrative approach aims
to build an infrastructure in society that makes it possible for people and companies to produce and
consume sustainably.
The notion is growing that in order to make progress on the complex and long lasting road to low
carbon economy it needs more to raise awareness and commitment than just excellent arguments, a
slick brochure or a well-organized meeting for participants. The transition to LCE is so much more
than technology. What it needs besides the technical innovation is a social innovation that addresses
changing societal values. In his book ‘Redirect; the surprising new science of psychological change’ 1
Professor Timothy Wilson is illustrating this vision with inspiring cases.
The next steps in the regions
All the regions use their experiences and the results in the LoCaRe project to give solid ground to
the new strategic plans or action programs in the field of energy and climate that are to be
decided on soon. There is a tendency in all regions to broaden the low carbon approach to other
domains and to more general strategic policy areas.
In the report Analysis on New Energy (2011) a study on the regional SWOT analyses is described. It is
remarkable how similar the findings of those analyses are with the results of these recent regional
SWOT’s. One might say that the regions did not get off-course on their voyage to the low carbon
economy. The regional cooperation of companies, authorities and citizens has stand up against the
fluctuations of economy and volatile markets. The vision of a sustainable future with an innovated
and competitive economy combined with the decrease of carbon usage and emissions is a sound and
solid basis in the regions.
1. Timothy D. Wilson, Redirect: The Surprising New Science of Psychological Change. Little, Brown and Company, 2011
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7. Conclusions
As this report has demonstrated, the LoCaRe-project has many lessons to offer other regions and
local areas seeking to begin or expand their low carbon transition.
Working together in the LoCare-project has been an instructive experience for the regions. During
the project a lot of the differences were found between the regions in terms of legislation and
competencies that make a huge difference when moving forward towards a Low Carbon Economy
and in terms of cultural differences that have brought about challenges for having a common
framework for process and outcome of meetings and events. The grown and shown understandings
of these differences certainly have contributed to the cohesion in the project and between the
regions, thus meeting one of the main goals of the EU program.
Based on their own circumstances and resources the regions are in a different phase in the transition
to a low carbon economy. The regions had to find their own appropriate step on the road to LCE.
The roadmap of the EU is a very useful guide, not only for the member states on the national level,
but especially for regional governments as the single most important leading goal for the long term.
This roadmap and the underlying report on the economic feasibility are very useful in the political
and societal debate in the Regions. With that focus point on the horizon each Region has to find its
own way.
The LoCaRe-project has shown that in the starting phase of the transition to energy and resource
efficient economy the approach of the technology push is very successful. By introducing proven
technologies in energy savings and the production of renewable energy substantial steps can be
made. At the same time these low carbon solutions will reduce CO2 emission and promote the
regional employment by green growth. The sub-project BIOMAP has developed and implemented a
web-market tool for biomass waste streams, thus turning an environmental problem of agricultural
waste, industrial by-products or manure into a green economy business opportunity (energy
production, but also organic fertilization and cradle-to-cradle processes). It has improved renewable
energy production by promoting its social and environmental value. These win- wins by picking the
low hanging fruits will enlarge the support for further and tougher trajectories. In the case of
biomass the principle is now recognized that there is the need to focus on resource effectiveness and
not convert the biomass to CO2 (to burn) before it has been used in other areas (as green chemistry)
in the ‘cascade’ use.
The transition path is very broad and spreads over very different areas of solutions. The LoCaRe-
project has emphasized the importance of involving the public in the further Regions’ steps toward a
low carbon society. Some Regions have a longer tradition of collaboration and consensus building
within the political and economic system as well as the advantage as an early mover within
renewable and efficient energy technologies. They are facing other questions on their road. Citizen
participation will be vital for a successful transition. The Regions with a longer history in the search
for a sustainable society are now putting effort in the demand side of the economic chain by
connecting other fields as education and consumer behaviour; they are promoting the transition by
the use of the demand pull. Their view is no longer a one dimensional chain that starts from new
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scientific knowledge and ends with new consumer products. Their broadened strategy is based on a
complex multidimensional cyclic innovation model that combines ‘hard’ technological inventions
with ‘soft’ social innovations of culture and values. Low carbon behaviour should no longer be a
vision, but an internalized societal value.
The research report New Leadership on the prime driving forces for the main actors – consumers,
companies and politicians - in the regional efforts for a low carbon economy in EU today has
recommended that sustainability should be at the top of the political agenda. Clear communication is
needed to keep pressure and influence norms and habits. Strategies need to be more oriented
towards sustainable consumption. Communication must be well motivated and followed by visible
action to give the consumers of goods and services the sustainable choice.
As the energy and resource efficient transitions approaches maturity, the phase it can stand on its
own feet, attention should turn to evaluating the depth of cluster links and infrastructure, and
ensuring that new knowledge, people and firms are brought into the cluster. This will avoid
knowledge stagnation and lock-in, where clusters become inward rather than outward looking, and
static rather than dynamic.
Green growth should be conceived as a strategic complement to existing environmental and
economic policy reform priorities. If the Regions want to green the growth paths of their economies,
they need to treat the policy challenges as being ones that go to the core of their economic
strategies. Strategies for green growth need a long-term vision that will endure in the volatile
movements of economic and financial markets.
There may be a moment when the choice has to be made to foster ‘disruptive’ innovation, to
implement radical green innovations that will replace ‘outdated’ activities. It is recommended to
strengthen cross-sector linkages to connect insiders and experts with outsiders and interested
people with other competences: innovations cannot be done without new surprising views, without
‘thinking out of the box’. On the road to low carbon economies in the Regions the cooperation of
many, not to say all partners is necessary.
In that complex arena of different stakeholders the role of the Region is important. The leadership of
the Region is most effective in an equivalent and facilitating mode: ready to involve partners, to
listen to the stakeholders and willing within to adapt schemes, instruments and even operational
goals as long as the joint agreement leads to the long term goal of a low carbon economy. The social
and economic benefits to the community of maintaining investment in these activities needs
constantly to be brought to the fore. The links with ensuring growth of the quality of the regions
must be underlined, so citizens and investors have a common interest in success. The Regions have
an important role in the transition to a Low Carbon Economy.
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8. APPENDIX
1. Cyclic Innovation Model
©A.J. Berkhout
1
CYCLIC INNOVATION MODEL (C IM)
Innovation is more than just a technical invention: economic, social and cultural aspects are often decisive. It is the symbiosis of these components that will determine what is a true innovation.
L imi tat ions of current innovat ion models
Traditionally, innovation models are linear (explicit or implicit). They describe the processes along the innovation path as a causal sequence (much like in relay): investments in scientific research must lead to
application-oriented development routes that subsequently ought to result in successful market introductions. If we invest enough in science and technology the rest will work out all right, that is often the
reasoning1. Such a linear science-push approach in innovation policies is still taking place on a large scale, with the result that most innovation systems underperform. The limitations of current innovation models can
be summarized as follows:
! Most models show innovation paths, representing a stage-gate type of activity and controlling the
progress from idea to market introduction, rather than giving insight in the dynamic properties of the innovation processes themselves;
! Science is viewed primarily as technology orientated (natural and life sciences) and R&D is closely
linked to manufacturing, causing insufficient attention to the social and behavioral sciences. As a
consequence, the emotional (or soft) components of innovation – being responsible for many failures – are hardly addressed;
! The complex interactions between new technological capabilities and emerging markets are a vital part of the innovation process, but they are underexposed in current models;
! The role of the entrepreneur (individual or team) is not captured.
Everyth ing around us is changing, innovat ion processes need to change as wel l
In almost every natural system, feedback is an essential phenomenon. This means that there exists a path
that carries part of the output back to the input. Mathematically, this phenomenon is described by an integral equation of the second kind. In ecological systems we find an abundance of feedback paths. That
makes them very complex and, therefore, human interference often has unexpected consequences which we do not understand. Think of the complex human interaction with the earth’s natural system and the
related debate on climate change. Another example is on micro scale, where we observe that the living cell – considered to be the most advanced chemical factory – is full of feedback (see Figure 1). Molecular
biologists believe that nature aims at minimum-energy systems and that minimum energy requires many
1 The innovation policy in the European Union aims at R&D budgets of the member states that amount to at
least 3% of their GNP.
©A.J. Berkhout 2
feedback paths. If this is the case, we must conclude that our current models, being characterized by little
feedback, are squandering a lot of energy. This also applies to innovation models. Innovation processes should not be forced into simple one-way pipelines, but rather be organized by interconnected cycles with
feed forward and feedback connections: from linear to nonlinear thinking. In that way, a dynamic network environment is created in which the soft sciences are linked to engineering, and where the hard sciences
connect with market goals (Berkhout, 2000). This is what is captured in the proposed innovation framework. Supported by today’s powerful communication technology, serial process management along a
linear path is replaced by parallel networking along a largely self-organizing circle. Vital decisions in innovation do not occur in the gates of a staged project management pipeline, but do occur at the process
floor itself. Or, in terms of the proposed model, at the nodes of the cyclic networks. It is our experience that young people like to work in such an environment.
Figure 1: The human cell is one of the most impressive examples of intelligence by feedback.
In the following we will introduce the concept of the cyclic innovation, showing the model of a high-
information, low-energy innovation system.
Double dynamics around technolog ica l change
Figure 2 shows two linked cycles, forming a double loop with technological change in a central position. The
cyclic interaction processes for the development of new technologies take place in the hard sciences cycle (left-hand side of Figure 2) with the help of a wide range of disciplines from the natural and life sciences.
Technological change in this cycle is a cross-disciplinary activity: a team of scientists from different disciplines of the hard sciences is needed to develop a new technological ability (many-to-one
relationship). In the last decades, we have seen that industrial firms have outsourced a large part of their science-based technological research to universities. Note that in Figure 2 the hard sciences deal with
quantitative models that not only explain the properties of physical systems (‘know-why’), but are
©A.J. Berkhout 3
increasingly capable of predicting their behavior as well. This predictability allows us to develop reliable
technology with fully repeatable behavior (‘know-how’).
Figure 2: The dynamics surrounding technological change are driven by the cyclical interaction between new discoveries in the hard sciences (left-hand side) as well as technical specifications for new product combinations (right-hand side).
Similarly, the cyclical interaction processes for the development of new products take place in the integrated engineering cycle (right-hand side of Figure 2). Modern product development is a cross-
technology process in which a package of different (often patented) technological abilities is needed to design and prototype a new product (many-to-one relationship). As in cross-disciplinary science, here too
we see that many different experts are needed to succeed. Nowadays, we observe that in most industrial firms specialized skills of technical suppliers from outside the firm play an important role in making the
engineering process successful. This is consistent with the open innovation concept (Chesbrough, 2003). Note that ‘products’ refer to everything mankind builds: not only tangible products like houses, cars and
computers, but also non-tangible products like websites, games, insurance policies, agreements, rules and laws. And combinations thereof. This means that engineering should integrate hard and soft components.
Figure 2 visualizes that in the hard (natural & life) sciences cycle, technological change is driven by new scientific insights: science push. It also shows that in the engineering cycle technological change is driven
by new functional requirements in product development: function pull. The dynamics in technological change are therefore driven by new scientific insights as well as new product specifications. In a dynamic
technological infrastructure, scientists and engineers must constantly inspire each other. To achieve this, research must be organized in a different manner: no barriers between the two cycles. In Figure 2, the
technological node should function as a knowledge-driven roundabout.
Double dynamics around market t rans i t ions
Figure 3 also shows two linked cycles. In this case it is the world of market change rather than the world of
technological change that plays the central role. The cyclical interaction processes for the development of new insights into emerging changes in demand – causing rising and falling markets – take place in the soft
sciences cycle (left-hand side of Figure 3) with the help of a wide range of different disciplines from the behavioral and social sciences. With these insights, new socio-technical solutions can be developed faster
and with less economic risk. Understanding changes in demand is very much a cross-disciplinary activity: a team of disciplinary experts from the soft sciences is needed to assess and foresight shifts in societal
©A.J. Berkhout 4
needs and emotions as well as changes in trade conditions and regulations (many-to-one relationship). We
see in all industrial sectors an increasing interest for this type of research, meaning a shift toward a more scientific approach to market intelligence. Note that in Figure 3 the soft sciences deal with socio-economic
models to explain the properties of markets and the underlying behavior of consumers. Until today, the predictive power of these models needs improvement.
Figure 3: The dynamic surrounding market transitions are driven by the cyclical interaction between new scientific insights in changing behavior of consumer groups (left-hand side) as well as industrial propositions of new product-service combinations (right-hand side).
Likewise, the cyclic interaction processes required to serve the changing society with new product-service
combinations take place in the differentiated services cycle (right-hand side of Figure 3). In this cycle,
services are seen as an invaluable link between products and markets: the combination of products and services determines customer value. Users play an increasing role in making the innovation process
successful: product development 2.0. Utilizing the creative input of customers is known as democratizing innovation (Von Hippel, 2005). It is interesting to note that in recent years the services sector has
expanded considerably, not only because of the greater demand for services from the end-user but also because industry has outsourced many of its non-core processes. This trend is still going on, and will play
an indispensable role in the forthcoming cleantech era.
Combin ing two d i f ferent wolrds
If we compare Figures 2 and 3, the dual nature of scientific exploration and product development becomes
clear: science has both hard and soft aspects, and product development has both technical and social aspects (Figure 4). In innovation it is essential that these aspects are integrated early in the process. This
is exactly what is proposed in the Cyclic Innovation Model (Berkhout, 2000; Berkhout et al, 2007). CIM provides a cross-disciplinary view of change processes (and their interactions) as they take place in an
open innovation arena (see Figure 5). Behavioral sciences and engineering as well as natural sciences and markets are brought together in a coherent system of synergetic processes with four principal nodes that
function as roundabouts. The combination of the involved changes leads to a wealth of business opportunities. Here, entrepreneurship plays a central role: making use of those opportunities. The message
is that without the drive of entrepreneurs there is no innovation, without innovation there is no new business, and without a new business there if no economic growth. Figure 5 shows that the combination of
change and entrepreneurship is at the basis of new business.
©A.J. Berkhout 5
Figure 4: In innovation it is essential that the hard world of changing technical capabilities is combined with the soft world of changing needs and concerns, leading to one holistic system.
The most important feature of Figure 5 is that the model architecture is not a chain but a circle: innovations build on innovations. Ideas create new concepts, successes create new challenges, and failures create new
insights. Note that new ideas may start anywhere in the circle, causing a wave that propagates clockwise and anti-clockwise through the circle. In an innovative society partnerships are abundant and the speed of
propagation along the circle is high, resulting in minimum travel time along the innovation path. Today, time is a crucial factor in innovation.
Figure 5: The Cyclic Innovation Model (CIM) presents the processes in innovation by a circle of change. Changes in science (left) and industry (right), and changes in technology (top) and markets (bottom) are cyclically connected. Nodes function as roundabouts, entrepreneurs generate the driving forces.
©A.J. Berkhout
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Figure 5 also shows that the proposed innovation model portrays a system of dynamic processes – circle
of change – with four “nodes of change”: scientific research, technological change, product development, and market transitions. But more importantly, between these nodes there are “cycles of change” by which
the dynamic processes in the nodes influence each other. In other words, they inspire, correct, and supplement each other (first-order dependency). This produces a system of linked cycles, which in turn
also influence each other (higher-order dependencies). The result is a more or less synchronized regime of highly non-linear dynamic processes that spark a creative interaction between changes in science (left-
hand side) and industry (right-hand side), and between changes in technology (top) and market (bottom). These are the dynamics referred to by Richard Florida (2005). Note that in this type of self-organizing
complexity, causality is not a meaningful concept anymore. Borrowing an observation from the famous Austrian physicist Wolfgang Pauli (Donati, 2004), many processes interact and we can no longer
distinguish between cause and effect. Innovation resides in the world of self-organized chaos, steered by the ambitions of the entrepreneurs. At a lower level, CIM reveals that each cycle consists of a network with
a high degree of self-organisation.
Autonomous societal transitions manifest themselves in markets as changes in the need for products and services (the demand). Think of the huge influence of education and emancipation on a society. On the
other hand, autonomous technological changes generate new products and services (the supply). Think of the huge influence of mobile and web-based communication technology on society. It is the cyclic
interaction of both autonomous innovation drivers, social and technical, that will create new business with a
high value for society. In that respect, specialized versions of the proposed model can be formulated, depending on which values we particularly aim for. For instance, if we would like to emphasize changes in
today’s energy system – aiming at a decentralized green alternative – then “market transitions” should be replaced by “energy transitions” in Figure 5. Similarly, if we would like to emphasize changes in the global
ecological system – aiming at maintaining biological diversity on our planet – then “market transitions” should be replaced by “ecological transitions”. For the coming decades, quality of life will become one of
the biggest drivers in innovation worldwide. This means that the transition node in the cyclic process model should be focused on the changing values in society at large: “societal transitions”.
Figure 5 shows that the left-hand side of the innovation circle is directed to research activities of the
science community while the right-hand side addresses the innovation activities of the business community. In a productive innovation system, science and business will challenge each other continuously on
technology-related (upper part) and market-related (lower part) issues. The transformation to a sustainable society may be the biggest challenge mankind is facing. It requires changes in technology as
well as in behavior. The hard and soft sciences should work together with industry leaders to make this transformation happen. In terms of CIM, moving to a sustainable society requires synergy of activities
around the entire innovation circle. The question is: who will be the system master?
System errors
From the above it follows that the innovation circle acts as a socio-technical framework that gives insight
into the heart of the innovation process by asking the relevant questions, such as: What needs to be done
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where? Who are the collaborating parties? Where are they active in the circle? Is there a balance in
investments between the different parts of the circle? Nobel laureate Robert Lucas points out that exchange of ideas is the principal driver for innovation (Lucas, 1988). So, in terms of the innovation circle
(Figure 5), the key question is whether there exists sufficient interaction around the circle. Particularly, for disruptive innovations an environment must be created where a large diversity of people with a broad
range of backgrounds can freely interact, discuss ideas, and exchange information. This type of environment requires a significant change in the current institutional and social structures, as disciplinary
boundaries are deeply rooted in our organizations and solutions are often a collection of isolated optimizations.
Despite living in an interconnected world, the barriers to creating new business by innovation remain.
Figures 6a, b can be used to indicate two possible obstacles in today’s innovation practice. First, The scientific research may be excellent, but lack of interaction with the industry will lead to a situation that
results are not translated into business applications (in time). Here, science and industry have separate agendas (Figure 6a). Second, a company or industry or society that may excel in designing and building
technical solutions, but it may still underperform because of a lack of interaction between the technical and consumer communities. Technology push can only succeed when connected to (emerging) consumer needs
(Figure 6b).
Figure 6: A society may be excellent in science, but it may underperform in innovation due to insufficient synergy between science and industry (left-hand picture). A society may be excellent in technology, but it may underperform in innovation due to insufficient synergy between technical capabilities and consumer needs (right-hand picture).
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Synergetic alliances and complementary partnerships will empower the innovation processes along the
innovation circle far beyond what we see today. I expect that we will move to a symbiotic society.
Conc lus ions
Innovation projects must not be managed along the familiar linear pipeline but should be organized via cross-disciplinary networks along an innovation circle with ample internal feedback paths. Innovation may
start anywhere on the circle and previous innovations will inspire new ones: innovations build on innovations. In such an organized chaos, causality is a meaningless concept and modern communication
tools are indispensable. Experience shows that in innovation a shared mental framework is essential to allow synergy between the large number of highly diverse players. The Cyclic Innovation Model (CIM) is
such a framework, being proposed to transform our current economy to a circular system: the circular
economy.