The stakeholders were involved in the identification of priorities RIS3 as well as priorities for PEI-AGRI. EDP was used for RIS3 implementation and monitoring.
In the Centre-Val de Loire, we use the logic of EDP, whereby stakeholders’ interaction is used to open new techno-economic opportunities and to inform regional decision-making, through two different policies, but with the same approach :
• RIS3
• EIP-AGRI (European Innovation Partnership for Agriculture)
Involving the actors of the quadruple helix in policy design, then in its implementation is an innovative approach to increase the public policy efficiency by adjusting the instruments to the user’s needs. In the two already mentioned policies the users are the entrepreneurs and the farmers.

The main purpose was to use a change management strategy not only for the policy design but also to facilitate its implementation, by
• Anticipating resistances: mapping all actors and predicting their reaction
• Adopting and explaining the methodology to select and implement S3 priorities. In particular, it is very useful to appoint coordinators for each priority (if possible both from economic and academic worlds).
• Assessing and communicating the added value provided by the changes and the commitment of the stakeholders

Furthermore, the RIS3 monitoring and the dialogue with the stakeholders helps to identify progress tracks on which to work.

Resources needed

As all coordination systems, the resources to be mobilised are essentially human. It involved 2 people for the coordination of the ecosystems and of course the involvement of the stakeholders

Evidence of success

The EDP allowed the policy to more easily change and focus the policy mix on some priorities.
More than half of this funding (56%) directly went to the “vertical” priorities (DPS) in the European (ERDF OP) and regional policies: this ensured that prioritization does not end up diluted into a too wider set of generic instruments.
Since the adoption of the RIS3, a new tool has been designed: “Ambition R&D 2020” grants which are projects clearly connected to a RIS3 priority and worth up to €10M

Difficulties encountered

The lessons learnt
- Capacity building is the 1st step if you desire a fruitful EDP
- Design your own methodology based on the regional context
- Don’t believe organisations want to change spontaneously
- Involve regional authorities at the highest level since the beginning

Potential for learning or transfer

As the EDP is a change management strategy the main risk is to not to be followed by the “sponsors” of this change who should be the regional authorities at the highest level.
The participatory governance approach demands that the public sector acts as a platform to enable targeted stakeholders’ interaction and policy coordination.

Furthermore, these responsibilities are often new to policy-makers across governmental levels. The way that public authorities deal with these tasks has a direct effect on the way in which the EDP can be organised, raising questions related to responsibilities, capacities, management of stakeholders, the impact of political changes and the ability of the public sector to engage in activities that present risks.

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Main institution
Dev'up Centre-Val de Loire
Centre, France
Start Date
January 2013
End Date


Nathalie Boulanger Please login to contact the author.

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