Stakeholders' Engagement Guidelines - TransformAr D1.1

TransformAr Deliverable 1.1 1 www.transformar.eu Stakeholders’ Engagement Guidelines Deliverable 1.1 Accelerating and upscaling transformational adaptation in Europe: demonstration of water-related innovation packages This project has received funding from the European Union’s Horizon H2020 innovation action programme under grant agreement 101036683. TransformAr Deliverable 1.1 2 www.transformar.eu Deliverable Number and Name D1.1 – Stakeholders’ Engagement Guidelines Work Package WP1 – Innovation ecosystems for transformational adaptation in demonstrators Dissemination Level Public Author(s) Ó. BERNÁRDEZ, N. RODRÍGUEZ-AUBÓ (FEUGA) Contributors: K. VRIESACKER, G. SARIGIANNIS, O. HIRVONEN, R. SOUKKA, G. RICKARD, T. HNATKOVA, R. KHAMIS, S. SIMONET, M. VINCENNES, J. ROCH, S. TORRES, L. FRAGA, A. BERNABEU, A. OGANDO, V. RAFAIL, D. TZEMPELIKOS, S. KAROZIS, A. TRABUCCO, A. SATTA, L. COULDRICK, A. BJØRNÅVOLD, A. DE LEÓN Primary Contact and Email [email protected]s Date Due 25/03/2022 Date Submitted 24/03/2022 File Name TransformAr_WP1_D1.1_Stakeholders_Engagement_Guidelines_V2_25032022 Status Version 2 Reviewed by (if applicable) A. BJØRNÅVOLD, J. COOLS Suggested citation FEUGA (2022) Stakeholders’ Engagement Guidelines. TransformAr Deliverable 1.1, H2020 grant no. 101036683 © TransformAr Consortium, 2022 This deliverable contains original unpublished work except when indicated otherwise. Acknowledgement of previously published material and of the work of others has been made through appropriate citation, quotation, or both. Reproduction is authorised if the source is acknowledged. This document has been prepared in the framework of the European project TransformAr. This project has received funding from the European Union’s Horizon 2020 innovation action programme under grant agreement no. 101036683. The sole responsibility for the content of this publication lies with the authors. It does not necessarily represent the opinion of the European Union. Neither the EASME nor the European Commission are responsible for any use that may be made of the information contained therein. TransformAr Deliverable 1.1 3 www.transformar.eu TABLE OF CONTENTS EXECUTIVE SUMMARY ................................................................................ 4 LIST OF ABBREVIATIONS ............................................................................ 5 LIST OF FIGURES AND TABLES .................................................................... 6 1.0 INNOVATION ECOSYSTEMS APPROACH AND COMPOSITION ...................... 7 1.1 Multi-Actor Approach .................................................................... 7 1.2 Demonstrators ............................................................................. 9 1.3 Innovation Ecosystem composition and roles ................................. 10 2.0 RULES OF GOVERNANCE ..................................................................... 14 2.1 Interactive innovation mind-set .................................................... 15 2.2 Geographical dimension .............................................................. 15 2.3 Technical dimension ................................................................... 16 3.0 OPERATIONAL MANAGEMENT PROCEDURES ........................................... 16 3.1 Identify ..................................................................................... 17 3.2 Plan: methods for engagement .................................................... 19 3.3 Implement: when to engage ........................................................ 20 3.4 Evaluate and monitor .................................................................. 21 REFERENCES ........................................................................................... 23 ANNEX 1: STAKEHOLDERS’ ACTIVITIES PLANNING TABLE ............................ 24 ANNEX 2: ENGAGEMENT TOOLKIT.............................................................. 25 ANNEX 3: REPORT TEMPLATE FOR STAKEHOLDER ACTIVITIES ...................... 33 ANNEX 4: CONSENT FORM ........................................................................ 35 ANNEX 5: STAKEHOLDER MATRIX .............................................................. 38 ANNEX 6: DEMO WEB ............................................................................... 47 TransformAr Deliverable 1.1 4 www.transformar.eu EXECUTIVE SUMMARY The first Specific Objective of TransformAr is to demonstrate the potential of co-innovation processes for Transformational Adaptation (TA) towards climate resilience in vulnerable regions and communities across Europe. This is to be realised via 6 Lighthouse Demonstrators (ref. section 1.2) within local/regional Innovation Ecosystems (IE), creating shared ownership of solutions and increasing joint decision-making towards systemic change. To ensure the participation and active engagement of TransformAr cross-sectoral and multi-scale stakeholders from the local and regional communities, a methodology for co-innovation alongside multiple actors was put into place. FEUGA, alongside VERHAERT, the Demonstrator Facilitators and Technical Support Partners, developed a tailor-made methodology to drive a co-creation process with regional communities and relevant stakeholders to the project, from local to EU level. The methodology proposed is based on the MultiActor Approach (MAA) concept [1], in order to trigger interactive innovation [2] across the whole value chain, whilst tackling demand-driven, actual needs of said actors. It is conceived as a matrix organizational structure with geographical and technical dimensions (ref. section 1.3) to address all regional and technical requirements. The aforementioned methodology compiled in this D1.1 received approval of all project partners, and provides the basic procedures for involving Demonstrator communities composed of regional authorities, business, end-users… which need to be addressed in their own languages and considering their socioeconomic particularities. The result is a step-by-step strategy that guides all interactions with stakeholders along a feedback cycle, upholding the principles needed for a quick and wide adoption. This document outlines (1) the composition of potential target stakeholders’ groups in the TransformAr Innovation Ecosystems; (2) detailed rules for the governance and decision making; (3) operational management procedures at local/regional level, with specific activities for the project; and (4) tools and guidelines for stakeholders’ engagement needed to achieve the goals of the other Work Packages. An early draft of this framework allowed for initial encounters with the stakeholders and more efficient planning of upcoming initiatives. TransformAr Deliverable 1.1 5 www.transformar.eu LIST OF ABBREVIATIONS CC – Climate Change DF – Demo Facilitators EnCo – Engagement Coach EU – European Union IE – Innovation Ecosystem FT – Follower Territories KCS – Key Community Systems LD – Lighthouse Demonstrators MAA – Multi-Actor Approach RRI – Responsible Research and Innovation RTO – Research and Technology Organization SAB – Stakeholders’ Advisory Board TA – Transformational Adaptation TAB – Transformational Adaptation Block TSP – Technical Support Partner WP – Work Package WPL – Work Package Leader TransformAr Deliverable 1.1 6 www.transformar.eu LIST OF FIGURES AND TABLES FIGURES Figure 1: MAA principles Figure 2: Demonstrators diversity Figure 3: Innovation Ecosystem composition Figure 4: Key Stakeholder profiles Figure 5: Governance Figure 6: TransformAr operational management procedure Figure 7: Stakeholder involvement Figure 8: Work Package links TABLES Table 1: Demo Duos and main contacts Table 2: Work Package Leaders and main contacts Table 3: Methods for engagement TransformAr Deliverable 1.1 7 www.transformar.eu 1.0 Innovation Ecosystems approach and composition TransformAr’s Innovation Ecosystems are arranged following the latest European Commission recommendations and a series of requirements pointed out by the TransformAr project partners. Among the cross-cutting priorities for Transformational Adaptation (TA) are Responsible Research and Innovation (RRI) [3], Open Innovation 2.0 [4] and international cooperation. In addition, consortium members stated the need for social acceptance and public readiness for the adaptative solutions proposed in TransformAr. Another aspect to consider is that this is a collaborative, non-linear project as its different Work Packages can be simultaneously developed and rely on each other for creating adaptative solutions and regionspecific portfolios. In this design, each Innovation Ecosystem makes use of a conceptual Demonstrator (more on this in section 1.2), a regional network for interactive innovation [2]. This local, practical focus allows TransformAr to create and test solutions by joining forces with the Demonstrators’ critical actors. With these concepts in mind, a tailored methodology has been put into place to ensure an efficient performance of this participatory process following a Multi-Actor Approach (MAA), which is described in section 1.1. below [1]. 1.1 Multi-Actor Approach Co-innovation is a core concept embedded within TransformAr, for it is considered the only way for viable Transformational Adaptation. It is also one dimension of the RRI roadmap [3], providing a basic framework for the involvement of end-users. Accordingly, the first of the actionable adaptative solutions offered by the project focuses on co-innovation. As the Beneficiaries have already stated, engaging stakeholders entails facing several challenges in the form of mistrust, lack of motivation or readiness, cultural and socio-economic barriers, redundancies, cross-sectoral and multi-scale disarray, besides the gap between research and practice. Practicing co-innovation helps overcome these factors by involving complimentary stakeholders from the very beginning of any desired solution, building up a sense of belonging, including them in decisionmaking, implementation and evaluation; therefore, stakeholders are more prone to adopt co-owned solutions that relate to their short-term, actual needs. In order to co-innovate, it is essential to involve stakeholders from the very beginning, making them part of the decision-making. In addition, a Multi-Actor Approach is needed for TransformAr to yield the multi-scale knowledge from various regions, thus proving its relevance for climate resilience. The proposed MAA allows TransformAr not only to bridge the expectations of the partners and the prospects of distinct local communities, but to root and give this project a second life, too. TransformAr Deliverable 1.1 8 www.transformar.eu Regardless of the topic, there are principles to follow for any Multi-Actor Approach (Figure 1). All must be upheld whatever phase the partners find themselves in – first contacts with stakeholders are the stepping stone for co-owned solutions, providing basic information while contributing to trustworthy relationships. Figure 1: Multi-Actor Approach (MAA) principles [1] Innovation Ecosystems mix these principles with a set of rules and the concept of an innovation broker [5], or facilitator, configuring a new model for knowledge transfer: interactive innovation [2]. By embracing a system that fosters interaction between multiple actors and community building, the process renders in time a partnership where stakeholders are empowered to a point where they are able to accompany the traditional top-down innovation with solutions of their own. Along the lifecycle of TransformAr, interactive innovation is materialised through tailored participatory activities, cross-learning workshops, shared best practices and the establishment of communities of practice with an advisory body (see section 1.3). In essence, Innovation Ecosystems configure a mind-set that affects all the steps taken afterwards, setting a common behaviour for all the actors taking part. Despite shared core principles, TransformAr’s Innovation Ecosystems are complex environments, with unique physical characteristics. Consequently, the Multi-Actor Approach distributes roles according to a geographical dimension and a technical dimension [5], fitting in the array of stakeholders, the link between Work Packages (WPs), and the facilitators who enable local communication channels (see 1.3.4 and 2.0). TransformAr Deliverable 1.1 9 www.transformar.eu 1.2 Demonstrators For each Innovation Ecosystem, a Demonstrator is set up. These territorial networks help develop and test their own specific portfolios of solutions and also the usable, far-reaching products and services that will conform the Innovation Packages. Figure 2: Demonstrators diversity TransformAr Deliverable 1.1 16 www.transformar.eu Therefore, the Duos of Demo Facilitators and Technical Support Partners are there to ensure genuine local communication, community building and stakeholder empowerment for co-decision and, eventually, interactive innovation. In short, the Demo Facilitator acts as a central contact point responsible for establishing local communication and empowering the stakeholders in each Demonstrator, while Technical Support Partners back them with practical know-how for the engagement activities. 2.3 Technical dimension The technical dimension of the Innovative Ecosystem represents the operational link between the Demonstrators and the Work Packages. The existence of a geographical dimension significantly affects the role of the Work Package Leaders, who embody the technical dimension in an Innovation Ecosystem. As they coordinate the research along with the Task Leaders, they will not approach the stakeholders themselves. Instead, the Demo Duos will. WPLs must respect the bottom-up approach of co-innovation. This means that they can choose the approach and the stakeholders’ profile, but then are limited to the oversight and input collection. Demo Duos are in charge of executing the actions deemed necessary by the WPLs and Task Leaders. It must be stated that the figure of the Engagement Coach does not challenge the technical dimension, for its flexible role is only circumstantial and it is supposed to solely aid, and not intermediate, in the first stages of TransformAr. 3.0 Operational management procedures Stakeholder engagement guidelines can be expressed as step-by-step instructions, balanced using a mix of roles and tools. The outcome of these tailor-made procedures is a clear timeline for activities within each Demonstrator; by following the routines proposed, partners should be able to integrate Multi-Actor Approach values into their own workflow while benefiting the rest of the project. Operational management procedures entail an endless cycle that must be repeated for any activity carried out. Similar to other MAA projects, TransformAr’s engagement is arranged into four steps:  Stakeholders mapping and identification (section 3.1)  Planning the engagement activities (section 3.2)  Design and implementation of the engagement activities with Stakeholders (section 3.3)  Reporting and follow up (section 3.4) What is peculiar to TransformAr is that it is built around stakeholder input, and that is the main driving force for the partners to deal with. In order to preserve the health of the Innovation Ecosystem, Work Package Leaders must be aware of the fact that stakeholders are not always available or motivated to participate in activities. Stakeholder inputs need to be included in all steps as well. TransformAr Deliverable 1.1 17 www.transformar.eu That is why some counterbalances are put in place, in the form of actors (Demo Duos, Stakeholders’ Advisory Board) and tools (Planning Table, Stakeholder Matrix). The Engagement Coach may help along the procedures, whilst also hosting biannual meetings with the Demo Duos and Work Package Leaders to ensure the methodology is perfected and properly applied, solve any conflict that may arise, and follow up on the activities (more on this on sections 3.3 and 3.4). Additional perks available for the partners are the Toolkit (Annex 2) with practical guidelines and the Consent Form (Annex 4) that is to be distributed to Key Stakeholders via Mailchimp, an online platform with a centralised contact database that allows Beneficiaries to easily tag and analyse the responses [7]. The sum of all of the aforementioned elements provides a compass for cohesive and efficient engagement procedures: Figure 6: TransformAr’s stakeholder engagement operational management procedures 3.1 Identify The first step for stakeholder engagement refers to the Work Package Leader identifying the suited stakeholder profile according to the desired input, by relying on Demo Duos and making use of the Stakeholder Matrix (see Deliverable 1.2, Annex 5). The Matrix is a document that reflects the evolving influence of the Key Stakeholders from each Demonstrator -acknowledged using the Consent Form (Annex 4)-. The profiles there collected include their role within TransformAr, their possible contribution, and how they may benefit from the project findings. Therefore, the list and detail of stakeholders may vary depending on their active contribution to the engagement activities. The Matrix should be upgraded at least once a year to incorporate the impact of said activities. TransformAr Deliverable 1.1 18 www.transformar.eu However, engagement is not limited to co-creation alongside these already motivated and influential stakeholders, and may be directed towards the whole Regional Community in order to inform or persuade them to get involved in TransformAr. Community building is just as important in the long term, and should be encouraged and fostered early on. Once the objective of the activity is set, a selection of stakeholders profiles is put together by the Demo Duos, using pre-existing and local communication channels (a practical means for trust building and data management compliance) to check on the selected stakeholders’ availability and motivation. The resulting group of stakeholders is then categorised (as in section 1.3) regarding their role within the Innovation Ecosystem and their current capacity –or lack of itfor co-innovation. This is the easiest way to later figure out the best engagement approach. Local communication channels are a practical means for trust building and data management. To recapitulate, there are different levels of stakeholder engagement in TransformAr considering the role they are expected to perform in the planned activities. Figure 7: Stakeholder involvement The Regional Community are stakeholders suited for Transformational Adaptation but considered external stakeholders: they are not fully involved in TransformAr, although may be the target for information gathering (surveys, meetings, interviews) or involved in dissemination activities. Through community building (workshops, trainings), these stakeholders might upscale to a level of co-creation and thus appear in the Matrix. To be considered Key Stakeholders, stakeholders need to have already defined their short-term needs and actual involvement. Key Stakeholders are already recipients of relevant communications, regularly participating in activities, or even publicly sharing information about their participation; therefore, they are entitled to co-decide the solutions for TransformAr by taking part in policy briefings, discussions and joint sessions, or maybe acting as observers or in an advisory capacity. Key Stakeholders are the actors that will sustain the Innovation Ecosystem once the project comes to an end. TransformAr Deliverable 1.1 19 www.transformar.eu Last but not least, Beneficiaries act as internal stakeholders to the project, whether they are addressed due to their involvement on the technical or the geographical dimension (WPL or Demo Duos, respectively). 3.2 Plan: methods for engagement There is no single method for approaching the stakeholders, nor should any method be considered separately; instead, multiple tactics may be used at once to ensure that the objectives are met. Nevertheless, it is important to keep the focus and make clear expectations for both stakeholders and the rest of Beneficiaries, for they may try to combine activities with similar goals. It cannot be stressed enough that TransformAr stakeholders do not receive any monetary compensation for their time and possess different sensibilities. Considering the identification procedure, the engagement method must also address other factors, such as the ongoing situation of the stakeholders selected, their motivation or availability. Before making any plan, expressed concerns must be handled by the Demo Facilitators, practicing co-decision-making. The early, continued feedback from stakeholders is paramount for the success of any engagement activity. Once again, the Engagement Coach (WPL1) will assist Demonstrators in these engagement processes. The early, continued feedback from stakeholders is paramount for the success of any engagement activity. With all these factors sorted out, it is time to jointly decide on the precise approach or approachesfor the activity. Work Package Leaders have the last call on this, and it is vital for them to check the Planning Table (Annex 1) in order to avoid overlaps to guarantee the best outcome. Technical Support Partners are there to provide expertise and allow Demo Facilitators to carry out the engagement activity with the highest standards. Table 3: Methods for engagement TransformAr Deliverable 1.1 20 www.transformar.eu This is a model similar to those of public relations [8], where a slight change on the approach can render quite different results in the short term. An asymmetrical two-way engagement does not modify the behaviour of the partners towards the stakeholders; however, a symmetrical approach is more prone to generating mutual understanding and thus positively altering the relationship. The key to involve is to foster neutral, balanced exchanges, where the conditions are agreed beforehand – this is directly related to the bottom-up governance within the Innovation Ecosystems. Nevertheless, there is always room to combine different strategies. Here are some of the possibilities: Afterwards, the draft of the activity is to be included in the Planning Table, visible for the partners even when there is plenty of time ahead. Moreover, Demo Duos are expected to submit to the WPL and the Engagement Coach a first version of the Report Template (Annex 3) with the required information for the Events embedded in the Demo Web (Annex 6), a dedicated web space for each Demonstrator within TransformAr website created to fulfil the commitment of a transparent and trustworthy Innovation Ecosystem. The objective of the Demo Web is to enhance engagement with Regional Communities Stakeholders and capitalise on the efforts already done. Demo Web pages will enrich the TransformAr community by providing the stakeholders with the same sense of belonging, awareness and shared ownership, which are vital to co-innovation. Demo Web provides the stakeholders with the same sense of belonging, awareness and shared ownership. As accorded with the Demo Duos, the Report Templates (Annex 3) are to be filled in in English and the local language of the Demonstrator, providing data for the website Agenda and News as well (more on the Demo Web mechanics in section 3.4). 3.3 Implement: when to engage After all the parts agree on the approach, Work Package Leaders step aside and let Demo Facilitators be in charge of implementing the activity, with the aid of its Technical Support Partner. The timing of the engagement will, nonetheless, be affected by the non-linear methodology of TransformAr. Since other Work Packages (WP1, WP2, WP3, WP4, WP5 and WP6) are to eventually engage stakeholders throughout the six Demonstrators, it is essential to coordinate efforts and get the best from each encounter, preventing fatigue in the Regional Communities. Figure 8: Work Package links TransformAr Deliverable 1.1 21 www.transformar.eu The priority when establishing first contacts should always be to ask stakeholders for their availability, consequently drawing a calendar that also reflects the kind of activities they are willing to take part in. The first activity on each Demonstrator offers the chance to dedicate a special session to this initial understanding. Even though there will be six inter-community exchanges of best practices between Demonstrators (Task 1.4), Work Package Leaders are responsible of checking on other activities while overseeing their own. That is what the Planning Table (Annex 1) is for; FEUGA, as Engagement Coach, will see to it in the biannual meetings while also reminding of upgrading the Planning Table at least twice a year. The Planning Table includes short-term, concrete data for coordination of early activities, as well as longterm references, which will be better defined over time to reduce pressure on certain periods and locations. Initial feedback is already in place to guide others in the process and test the platform. From then on, Work Package Leaders -aided by the Engagement Coachmust coordinate the timing of the activities, accommodating their workflow with the ongoing situation of the different Demonstrators, and maybe merging with actions that tackle matching objectives. There is not a specific criterion for the pressure endured by stakeholders; Demo Duos are expected to empower their Regional Communities and relay to the Work Package Leaders the stakeholders’ availability for upcoming activities. Having identified a set of Key Stakeholders and Work Package specific goals, some activities were redefined for the early stage of the project, M3-M6, namely WP5 consultation workshops. This experience tested the partners, while also providing insights on how to improve this methodology and revisit the Stakeholder Matrix after its delivery. Some tips for engagement [1] 1. Choose a comfortable area and atmosphere to set the activity 2. Contact several times so stakeholders stay engaged 3. Organise study visits 4. Focus on commercial aspects that are of major interest 5. Accord beforehand on the topics to be discussed 6. Give easy access to all materials 3.4 Evaluate and monitor TransformAr needs to take care of the stakeholder input, thus the setting up of the Stakeholders’ Advisory Board, the body where influential Key Stakeholders from each Demonstrator come together. In the follow up of the action, these high-level representatives will help evaluate the bottom-up flow of knowledge and the community building. Still, it is the duty of the partners to evaluate their own performance and the aftermath of the engagement. Demo Duos will do so forwarding Report Templates (Annex 3) to the WPLs, the managers of TransformAr’s website (Water Europe) and the Engagement Coach (FEUGA). TransformAr Deliverable 1.1 22 www.transformar.eu Report Templates include internal use data (processed for research), an evaluation of the stakeholders’ involvement and impact, and information open to disclosure; the latter will be made available in the website of TransformAr, and particularly arranged for the Demo Web news space. Last of all, WPLs ought to assess the degree of success of the engagement alongside the Stakeholders’ Advisory Board (see Figure 8, section 3.0), shaping conclusions that will be discussed in the biannual meetings and feed the next cycle of activities, beginning by the update of the Matrix. The aforementioned measures ensure that lessons learned are put into practice, building a lasting corporate memory to guide the Innovation Ecosystems. Besides, being able to keep a close eye on all engagement efforts and their outcomes throughout the life of the project will empower TransformAr to quickly address emerging issues. It will also confirm whether the appropriate actions are being taken in a timely manner, following up on stakeholder calls, emails, complaints, commitments, and so on. Evaluation is a non-finite task, and it goes beyond filling in the Report Templates needed for information gathering and website compilation. Each Demo Duo and WPL ought to register their perceptions in separate documents, as they can be useful to the Stakeholder Advisory Board and the Engagement Coach, or even for exchanges between Demonstrators (Task 1.4). MANAGE CONFLICTS Behavioural patterns and decisions made with regard to stakeholders, both as individuals and as a group, might constitute a risk. Some issues will arise regarding stakeholders’ conflicts of interest. Incorporating stakeholder identification, stakeholder prioritisation and analysis can make it easier to identify potential conflicts and manage them. Stakeholders may develop a lack of confidence in the project, either as a result of feeling that their concerns and opinions have not been addressed or that risks are not being adequately managed. The process of stakeholder analysis and engagement may help foresee the risks and opportunities that a stakeholder can bring across the project lifecycle, and the impact of not putting a suitable strategy in place. Conflicts will be addressed preferably via the biannual meetings organised by the Engagement Coach with Demo Duos and Work Package Leaders, or alternatively through direct request. A CALENDAR FOR OVERALL EVALUATION AND COORDINATION  Six best practices exchanges between Demonstrators during Consortium Meetings organised by Task1.4 Leader (VERHAERT)  Continuous reporting by Work Package Leaders to the EnCo on the results of activities performed with Stakeholders  Bi-annual quality control and improvement meetings organised by the Engagement Coach with Work Package Leaders and Demo Duos  Bi-annual update of the Planning Table by Work Package Leaders TransformAr Deliverable 1.1 23 www.transformar.eu REFERENCES [1] Multi-actor projects (EIP-AGRI Brochure, 2017) [https://ec.europa.eu/eip/agriculture/sites/agrieip/files/eip-agri_brochure_multiactor_projects_2017_en_web.pdf] [2] Liason - Typology of interactive innovation project approaches (2020) [https://liaison2020.eu/wp-content/uploads/2020/05/LIAISON-Deliverble-3.4-Typology-ofapproaches.pdf] [3] Horizon 2020 - Work Programme 2018-2020 (2020) [https://ec.europa.eu/research/participants/data/ref/h2020/wp/2018-2020/main/h2020-wp1820swfs_en.pdf] [4] European Commission, Directorate-General for Communications Networks, Content and Technology - Open innovation 2.0 yearbook 2017-2018 (2018) [https://op.europa.eu/s/vJeh] [5] Franco, L., Rodríguez-Aubo, N., Álvarez, M. X., Durán, D., Muñiz, A., Justo, A. - Implementation and validation of a demand-driven innovation methodology for knowledge transfer in the agri-food sector: a multi-actor approach (2017) [https://www.researchgate.net/publication/320926226_Implementation_and_validation_of_a_deman d-driven_innovation_methodology_for_knowledge_transfer_in_the_agri-food_sector_a_multiactor_approach] [6] Khamis, R., et al. – Figure 7.2. D1.2 Stakeholder Matrix and IE Baselines Profiles (2022) [7] Mailchimp - Marketing, Automation & Email Platform (2022) [https://mailchimp.com/] [8] Grunig, J.E. and Hunt, T. – Managing Public Relations (1984) TransformAr Deliverable 1.1 24 www.transformar.eu ANNEX 1: Stakeholders’ activities Planning Table First version of the Planning Table is available on the shared repository to be updated on a bi-annual basis by Work Package Leaders. The interactive full version features detailed sections with comments and defined stakeholder profiles for each activity. WP Task Partner Activity Planned ADEME CETMAR EGALEO LAPP MEDSEA WRT 12345678910 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 WP1 T1.1 ACTERRA Workshop (SAB)  WP1 T1.3 FEUGA Survey  WP1 T1.3 FEUGA Workshops  WP1 T1.2 FEUGA Awareness raising activities  WP1 T1.4 VERHAERT Meeting (Cross-learning)  WP1 T1.4 VERHAERT Meeting (Cross-learning)  WP1 T1.4 VERHAERT Meeting (Cross-learning)  WP1 T1.4 VERHAERT Meeting (Cross-learning)  WP1 T1.4 VERHAERT Meeting (Cross-learning)  WP1 T1.4 VERHAERT Meeting (Cross-learning)  WP2 T2.1 CMCC Workshop  WP2 T2.2 PIK Workshop  WP2 T2.4 E3 Workshop  WP3 T3.2 ACTERRA Workshop  WP3 T3.2 ACTERRA Workshop  WP3 T3.2 ACTERRA Workshop  WP3 T3.2 ACTERRA Workshop  WP3 T3.2 ACTERRA Workshop  WP3 T3.2 ACTERRA Workshop  WP3 T3.2 ACTERRA Workshop  WP4 T4.5 ADEME Survery  WP4 T4.1 VERHAERT Survey  WP4 T4.1 ADEME Meeting   WP4 T4.1 VERHAERT Awareness raising activity  WP4 T4.5 ACTERRA Survey  WP4 T4.5 ADEME Workshop  WP4 T4.5 ADEME Workshop  WP4 T4.5 ADEME Workshop  WP4 T4.5 ADEME Meeting   WP4 T4.5 ADEME Project call  WP4 ?? ADEME Roadshow  WP6 T6.1 CMCC Survey (DCE)  WP6 T6.2 CMCC Survey (Cost benefit analysis)  Demonstrator/s involved Other 2021 2022 2023 2024 2025 TransformAr Deliverable 1.1 25 www.transformar.eu ANNEX 2: Engagement Toolkit Available at the shared repository TransformAr Deliverable 1.1 32 www.transformar.eu TransformAr Deliverable 1.1 33 www.transformar.eu ANNEX 3: Report Template for Stakeholder Activities ACTIVITY NAME: Title of the activity (i.e., Stakeholders meeting at Galicia) DATE: When (i.e., 19/08/2023) LOCATION: Where it took place (i.e., 19/08/2023, Vigo, Spain) LIST OF ATTEENDEES: Expand this table as needed Nº Surname Name Organization Stakeholder profile Stakeholder profiles according to the Matrix are: Workers, Syndicates, Lobbying Group / Funding Support, Insurance / Government, Policy Maker / NGO, NPO / Scientific Community / Climate Advocate, Environmental Activist / Private Sector, SME, Consultant / Other AGENDA: Expand this table as needed - Programme - 00.00h - Example - 00.00h - Example - 00.00h - Example WPL INPUT/MINUTES Include here all the data requested by the WPL or Task Leader as agreed. Be sure to write down a line about the stakeholders that took part, their final number and predominant profiles. TransformAr Deliverable 1.1 34 www.transformar.eu WEB SUMMARY Write a title and a summary of the results, in less than 500 words, both in English and the local language of the Demonstrator. Abstract in English Abstract in Local Language IMAGES Include the images taken during the activity or generic pictures from the Demonstrator. TransformAr Deliverable 1.1 35 www.transformar.eu ANNEX 4: Consent form TransformAr: Accelerating and upscaling transformational adaptation in Europe: demonstration of waterrelated innovation packages Project coordinator: University of Antwerp – Jan Cools www.transformar.eu Transformational adaptation (TA) is essential to reduce climate-related impacts on people, the economy and the planet. The EU-funded TransformAr project will create products and services to introduce largescale and disruptive adaptive TA processes in vulnerable regions and communities across Europe. Relying on existing successful initiatives, the project will address water-related risks and impacts of climate change through six TransformAr lighthouse demonstrator regions and communities that will test solutions. Transformational pathways are deemed essential for climate and social resilience to achieve rapid and far-reaching TA. Gathering 22 partners from 12 countries, the project’s findings will contribute to the EU’s strategy on climate change adaptation. The benefits of TransformAr The 6 TransformAr lighthouse demonstrators face a common challenge: water-related risks and impacts of climate change. Based on existing successful initiatives, the project will develop, test and demonstrate solutions and pathways, integrated in Innovation Packages, in 6 territories. Transformational pathways, including an integrated risk assessment approach are co-developed by means of 9 Transformational Adaptive Blocks. A set of 22 actionable adaptive solutions are tested and demonstrated, ranging from nature-based solutions, innovative technologies, financing, insurance and governance models, awareness and behavioural change solutions. Massive resilience increase and acceleration of transformation adaptation will be fostered by clustering various investors, testing bankable solutions, and defining viable (non-)commercial exploitation strategy for the TransformAr solutions, products and services. The role of the regional communities As part of the lighthouse demonstrators, the regional communities of TransformAr, you can be empowered to a level of co-creation and interactive innovation, obtaining unique knowledge and multiplying the immediate effects of the solutions mentioned above. TransformAr Deliverable 1.1 36 www.transformar.eu We expect from you to be able to take part on activities and demonstrations of the different steps at the local level, in your own language, providing insights for the local coordinators of TransformAr. You will do so following a comprehensive and previously agreed calendar, using means adequate to your situation, in the capacity you see convenient and without compromise. Form On default, your identity (personal name and personal contact data) will be retained confidential Email* Full name* Where are you from?* Lappeenranta / West Country / Guadeloupe / Galicia / Egaleo / Oristano What is your organisation?* (Open) Choose a profile you suit* Workers / Syndicates / Lobbying Group Funding Support / Insurance Government / Policy Maker NGO / NPO Scientific Community Climate Advocate / Environmental Activist Private Sector / SME Consultant / Other If you have participated in EU projects before, write which one(s) (Open) State your consent (multiple options)* Receive information Receive invitations to activities Be mentioned on the project's social media and website Your participation is voluntary, and you have the right to withdraw your participation and personal data at any time without any consequences. You have the right to refuse to answer particular questions and invitations. Data Protection and Management Project Coordinator (University of Antwerp) and Epsilon Malta Ltd as members of the TransformAr consortium are responsible for the processing of your personal data. TransformAr Deliverable 1.1 37 www.transformar.eu By accepting these terms, you allow the use of the information for the purposes of the TransformAr project: 1. Your personal data is intended for internal use of TransformAr and will not be shared by any means unless stated in this form. 2. The information gathered from activities organised by the TransformAr consortium will be treated confidentially, in order to report our progress regarding the Transformational Adaptation process. 3. Image and voice recordings from activities can be used for related communication purposes in the absence of an alternative. We will keep your personal data until we accomplish the objectives explained above. When it is no longer necessary, or you ask for it to be removed, it will be destroyed. You may at any time exercise your rights of revocation of consent, access, rectification, cancellation, limitation in the processing, opposition, and portability of data, as well as submit complaints to the authority within the consortium responsible for the processing of your personal data, by sending an e-mail to both the Project Coordinator – University of Antwerp (jan.C[email protected]) and Epsilon Malta Ltd ([email protected]). We will treat your information respectfully and in accordance with the provisions of the General Data Protection Regulation (EU) 2016/679 of 27 April 2016 (GDPR). I understand and accept the terms Main contact Name Organisation Contact email TransformAr Deliverable 1.1 38 www.transformar.eu ANNEX 5: Stakeholder Matrix Excerpt from D1.2 LAPPENRANTA Key Stakeholders Type KCS Sector/Area Ministry of Environment Government Delegation of the minister of ecological transition and solidarity - Environment, planning and housing Lappeenranta: urban planning Government (departmental) Environment & sustainable development Greenreality Network NPO Sustainable development, CCA LUT Scientific Community Knowledge and potential valuation of water quality and water protection The Finnish Association for Nature Conservation NPO Environment & sustainable development Association of Finnish Municipalities Public body Development GoSaimaa KCS Tourism Saimaa Geopark NPO Environment Regional Council of South Karelia Government Regional council TransformAr Deliverable 1.1 39 www.transformar.eu LAPPENRANTA Key Stakeholders Type KCS Sector/Area Citizens of Lappeenranta KCS Citizens Lappeenrannan Energiaverkot Oy KCS Water management, waste water management Rejlers Finland Oy Consulting Knowledge in infrastructure planning Conservation association of Pien-Saimaa NPO Improve the suitability of the water and coastal areas of Pien-Saimaa for housing, recreation and other uses, and promote their ecological conservation Raija ja Ossi Tuuliaisen Säätiö NPO Nature conservation foundation Ministry of agriculture and forestry Government FCG Finnish Consulting Group Oy Consulting Knowledge in stormwater management and water quality LAB University of Applied Sciences University Knowledge institute Laitex Oy SME Supplier of material handling equipment LCA Consulting Oy Consulting Environmental expert service Municipality of Taipalsaari Municipality Environment, tourism, Lake Saimaa Municipality of Savitaipale Municipality Environment, tourism, Lake Saimaa WSP Finland Consulting Knowledge in stormwater management and water quality Ramboll Finland Oy Consulting Knowledge in stormwater management and water quality Lappeenranta: infrastructure Government Knowledge in stormwater management and water quality Lappeenranta: environmental department Government Knowledge in stormwater management and water quality Etelä-Karjalan Kesäyliopisto Scientific community Knowledge in social, health, administrative and working life Afry Consulting Knowledge in stormwater management and water quality TransformAr Deliverable 1.1 40 www.transformar.eu LAPPENRANTA Key Stakeholders Type KCS Sector/Area Business Finland Funding Government organization for innovation funding Center for Economic Development, Transport and the Environment Funding Knowledge institute, enviroment Salpausselkä Geopark NPO Environment, tourism Luode Consulting Private consultancy Water quality and measurement technology VRJ Group Consulting National multi-sector construction enterprise Vahanen Consulting Environmental Sensmet Measurement Water quality Endress+Hauser Oy Private Equipment manufacturer, measurement, software and system products EHP Environmental Solutions Private consultancy Equipment manufacturer GWM Engineering Private consultancy Equipment manufacturer Burkert Fluid Control System Private consultancy Equipment manufacturer Vaisala Private consultancy Equipment manufacturer Flowrox SME Equipment manufacturer TransformAr Deliverable 1.1 41 www.transformar.eu WEST COUNTRY Key Stakeholders Type KCS Sector/Area County Council Government Governs planning, local infrastructure District council Government Local planning and infrastructure Environment Agency Public Body Lead authority rivers and flooding Natural England Public Body Lead authority habitats and protected species Catchment Sensitive Farming Public Body Improving water quality through tackling diffuse pollution Area of Outstanding Public Body Provide additional protection, including planning in high value landscapes National Farmers Union Private Represent farming interests Country Land Association Private Represent landowner interests Fishing interests Private Represent fishing interests, value of recreational angling South West Water Private Provide public water Developers Private House builders and Construction Westcountry Rivers Trust NGO Innovation and delivery of nature bases solutions Wildlife Trusts NGO Conservation projects Farming and Wildlife Advisor Group NGO Conservation projects in agricultural sector TransformAr Deliverable 1.1 48 www.transformar.eu Climate change impacts are here and now. The impacts on people, prosperity and planet are already pervasive but unevenly distributed, as stated in the new EU Blueprint strategy (European Commission-EC, 2019). To reduce climate-related risks, the EC and the IPCC agree that transformational adaptation is essential. The TranformAr project aims to develop and demonstrate products and services to launch and accelerate large-scale and disruptive adaptive process for transformational adaptation in vulnerable regions and communities across Europe. The 6 TransformAr lighthouse demonstrators face a common challenge: water-related risks and impacts of climate change. Based on existing successful initiatives, the project will develop, test and demonstrate solutions and pathways, integrated in Innovation Packages, in 6 territories. Transformational pathways, including an integrated risk assessment approach are co-developed by means of 9 Transformational Adaptive Blocks. A set of 22 tested actionable adaptive solutions are tested and demonstrated, ranging from nature-based solutions, innovative technologies, financing, insurance and governance models, awareness and behavioral change solutions. This project has received funding from the European Union’s Horizon H2020 innovation action programme under grant agreement 101036683.