How to develop a BBEC

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Start in the stage you were according to your auto-test results

Preparatory stage

Stage Two

Stage Three

Stage Four

Stage One

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International Organizations and Trade Associations

Consumers and Consumer Groups

Non-Governmental Organizations

Financial Institutions and Investors

Research and Technology Organisations

Educational Institutions

Farmers, Foresters, and Producers

Industry and Businesses

Government Agencies and Policymakers

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How to map the stakeholders?

05. Analysis and Strategy Development

04. Determination of Relationships and Design of a Stakeholder Map

03. Identification of Stakeholder Interests and Needs

02. Assessment of Stakeholder Influence and Impact

01. Identification of Key Stakeholders

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Back to Analysis of Needs, Expectations and Opportunities.

Workshops

Interviews

Surveys

You can ask stakeholders via...

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Which are the main stakeholders that would be impacted?

What are the potential risks and challenges?

What are the timeline, logistics, and administrative processes to build on what already exists?

What are the costs and benefits of redeveloping an existing centre?

Is the existing infrastructure flexible and adaptable?

Is there any academic or educational institution in your region that is already working closely with industry and could easily fill the gaps identified?

Extend your surveys, interviews and workshops to figure out about the following topics:

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• Apply a long-term perspective
• Involve a university
• Involve stakeholders early
• Develop effective cooperation models and governance structures
• Create models and facilities for cooperative research
• Co-creation of suitable education programs and formats
• Seek political support
• Support networking with dedication
• Keep stakeholders interested
• Welcome diversity

Make sure that you follow the next best practices:

Look for success cases that can serve as an inspiration and analyse them.

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2nd step: Centre Readiness Level Framework Survey

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1st step: Co-creation workshop

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9. Revenue stream

8. Cost Structure

7. Customer Segments

6. Channels

5. Customer relationships

4. Key resources

3. Key Activities

2. Key Partners

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1. Value proposition

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A typical Business Model Canvas (BMC) comprises nine elements that describe different aspects of a business (pass over any item to see further description):

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There are several tools to be used for this purpose:

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Seeking Professional Advice

Monitoring and Evaluation

Risk Assessment and Mitigation

Cash Flow Management

Projection of Expenses

Forecast Revenue

Creation of a Budget

Definition of Goals and Objectives

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Progress Measurement and Tracking

Engagement,Communication and Promotion Planning

Stakeholder Engagement Planning

Development of Action Plans

Gap Analysis

Setting of Clear Objectives

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8. Implementation and monitoring

7. Development of communication tactics plan

6. Allocation of resources

5. Creation of a communication timeline

4. Selection of communication channels

3. Development of key messages

2. Identification of the target audience

1. Setting Communication Objectives

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Implementation and Evaluation of Engagement Activities

Development of Engagement Strategies

Identification and analysis of stakeholders

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Monitoring and Review

Implementation of Risk Controls

Development of Risk Mitigation Strategies

Prioritization of Risks

Assessment of Risks

Identification of Risks

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Establishment of Evaluation Timeframes

Implementation of the Plan

Development of Reporting and Communication Channels

Definition of Roles and Responsibilities

Definition of Data Collection and Analysis Methods

Identification of Key Indicators

Definition of the Purpose and Scope

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• It will serve as a strategic framework outlining the principles, policies, and processes for effective decision-making, accountability, and management within the new entity.

• It will help enhance stakeholder confidence by demonstrating that the organization has systems in place to ensure ethical behaviour and responsible management, as well as processes to identify, assess and mitigate risks effectively

These strategies may include a combination of channels and tools, such as:

• Surveys
• One-on-one interactions
• Focus groups
• Workshops
• Online platforms
• Involvement in thematic committees and working groups.

It is important to ensure that the engagement strategies are inclusive, transparent, and provide opportunities for stakeholders to actively participate and contribute their perspectives.

Engagement strategies should be designed to address the specific needs, interests, and concerns of stakeholders while aligning with the institution’s goals and objectives.

Use the process to identify stakeholders outlined in the stage one.

Once identified, stakeholders are analysed based on their needs, interests, concerns, influence, and potential impact on the centre. This analysis helps prioritize stakeholders and determine the most effective strategies for engaging and mobilizing them.

Find the survey here:

Link

A workshop held with industry and enterprise support agencies (skill needs), knowledge and technology providers (content providers), and the project’s Advisory Committee members. It is organized with the objective of holding an interactive discussion about the future BBEC’s scope, target sectors, areas of activity, actors involved, potential governance and funding models, cross-country and international opportunities for collaboration, timelines, etc., as well as to engage local actors, inform them about the initiative, and invite them to participate in the implementation of the hub.

Co-creation workshop

This includes:

• Executing the engagement strategies.
• Conducting meetings, workshops, or events.
• Providing platforms for stakeholders to share their views, feedback, and suggestions.

Throughout the process, it is essential to maintain open lines of communication, provide timely and relevant information, and actively listen to stakeholders.

• Progress Monitoring and Evaluation

• Establishment of Communication Channels

• Selection and Recruitment of Committee Members

• Development of a Charter

• Definition of the Objectives and Roles

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• Should be identified to support the management structure of the centre based on all the decisions made before.
• Should allow flexibility to meet its specific goals during the different phases of implementation, keeping in mind its future scalability and engagement in the region.

A BBEC should...

• Have flexibility for regional adaptation.
• Include vocational education, graduate and postgraduate programs, lifelong learning and training programmes for the existing workforce.
• Offer diverse educational and training programs.
• Include programs that encompass various disciplines, offering flexibility in terms of organization.
• Be accessible and inclusive, with provisions for scholarships, financial aid, and alternative learning formats.
• Have skill development as a primary focus, addressing market demand for technical and soft skills.
• Prioritize engaging and interactive teaching methods, including practical exercises, case studies, group discussions, simulations, and hands-on experiences.
• Establish partnerships and networks with educational institutions, BBECs, industry organizations, and community groups.
• Regularly evaluate and update its programmes to stay current with industry trends and learner needs.
• Include specifications for skills development, learning objectives, contents, admission requirements, teaching methods, and learning instruments.

This decision depends on factors such as:

• The nature of the programs and services offered.
• Lability considerations.
• Potential funding sources.
• Tax implications.
• Ownership structure.

• The organization's mission and goals.

For example:

• Profit versus non-profit.
• Standalone versus partnership.
• Virtual versus conventional.

Some of the key questions that must be asked in this initial stage are:

• Is it difficult for the bio-based industry in your region to find people with the skills and competences that it needs?
• Are the professional skills in short supply in the region highly specialized or is there also a shortage of more basic ones?
• Are educational and training institutions in your region flexible and fast enough to adapt to the changing needs of the bio-based industry?
• What is the current condition of the educational and training centres in the region?
• Are citizens in your region aware of the importance of the bioeconomy?

• Progress Monitoring and Evaluation

• Establishment of a Work Plan and Timeline

• Setting of Clear Roles and Responsibilities

• Provision of Resources and Support

• Communication and collaboration

• Appointment of Members

• Formulation of a Charter

• Identification of Key Members

• Definition of the Purpose and Objectives

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Evaluating standards and certifications is essential for educational and training programs.

• Standards and certifications serve multiple purposes, including upholding quality, aligning with industry needs, and recognizing individual competence.
• They promote consumer trust, global recognition, continuous improvement, and regulatory compliance.
• These standards ensure the relevance and quality of skills and knowledge taught, enhancing employability.
• In a sustainable world, certifications build confidence in bioeconomy products, confirming ethical and sustainable practices.
• Global recognition of qualifications supports cross-border collaboration and expanding opportunities.
• Certifications encourage continuous professional development, driving innovation in the bioeconomy.
• Efforts should focus on designing a standard and qualification scheme, avoiding duplication, and considering integration with the European Credit Transfer and Accumulation System (ECTS).