Monitoring of research and innovation (R&I) projects results financed with ERDF regional operational programme –ROP. Communication/dissemination of ROP results.
MonPris was an experimental project required by the Policy Maker aimed to collect dynamic information on impacts/results achieved at different perspectives (measure/project/economical sector…). This practice is very important in the policies evaluation, helpful to find out criticalities and correct them.
It lasted approx. 6 months, on projects covering research, development and innovation. More in depth were selected projects related to the Advanced Manufacturing topic, included in the Piedmont Smart Specialization Strategy.
It was composed of 2 action lines:
1) Monitoring the results of projects through focused analysis. Implementing a pilot action to provide a tutoring service in support to R&I projects.
The action is composed of 3 tasks:
Set-up a dynamic database mapping the data on R&I projects and their indicators
Elaboration of specific scoreboards for quantitative/qualitative analysis on R&I projects, to obtain an overview on the results/impacts of the different policy instruments, in relation to the regional strategic policies
Piloting on a small number of cases a set of assistance services aimed at enhancing the impact of projects, identifying criticalities and good practices and improving regional policies and instruments
2) Preliminary study for the set-up of an evaluation methodology addressed to measure and valorize the intangible assets of companies and projects, with a focus on R&I activities, competitiveness and impacts on the regional system
The initial budget assigned for the experimental phase of the MonPris project was € 175.000. The Policy Maker is currently analyzing the outcomes of this action and could possibly decide to allocate further budget to ensure the implementation of MonPris to a larger scale.
Evidence of success
The support services were piloted on 7 projects representing 85 partners overall. This was very effective in finding promptly 13 criticalities: different solutions were put in place to preserve the projects’ continuation.
The role of the “Project Officer” from the public administration side was also created, to facilitate the dialogue between the policy maker and the beneficiaries. This was very effective and appreciated by the companies since it enabled a smoother exchange of information.
The policy instruments/funding measures selected for the database were very heterogeneous thus making it complex to obtain comparable information for the analysis. Consequently, in some cases it has not been possible to obtain complete and objective data for some of the planned indicators.
Potential for learning or transfer
Implementing the assistance services, since a direct contact with companies positively affect the projects execution and the achievement of their goals. It can also positively affect the ROP performances both on economical and on results indicators.
The potential for transfer stays on: know-how of the team for the assistance services; data collection for analyzing the policy impact.
Including experts with different know-how, able to face the different problems that emerge: from a specific expertise on the project topic, to a knowledge on rules of the funding measures.
Designing the monitoring system before the funding measures were implemented, to plan the information needed, which analysis carried out and to prepare a standard forms to obtain homogenous and complete data.
Planning the data digitalization, to avoid difficulties in data collection and usability.
Clustering beneficiaries/activities based on some characteristics would allow asking the same data to the same group.