How to develop a BBEC

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

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Preparatory stage

Stage Four

Stage Three

Stage One

Stage Two

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Government Agencies and Policymakers

Research and Technology Organisations

Farmers, Foresters, and Producers

Educational Institutions

Industry and Businesses

Consumers and Consumer Groups

Non-Governmental Organizations

International Organizations and Trade Associations

Financial Institutions and Investors

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How to map the stakeholders?

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01. Identification of Key Stakeholders

02. Assessment of Stakeholder Influence and Impact

03. Identification of Stakeholder Interests and Needs

04. Determination of Relationships and Design of a Stakeholder Map

05. Analysis and Strategy Development

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Back to Analysis of Needs, Expectations and Opportunities.

You can ask stakeholders via...

Surveys

Interviews

Workshops

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

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

Is the existing infrastructure flexible and adaptable?

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

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

What are the potential risks and challenges?

Which are the main stakeholders that would be impacted?

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

Make sure that you follow the next best practices:

• 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

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Go to Stage Three

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2nd step: Centre Readiness Level Framework Survey

1st step: Co-creation workshop

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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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1. Value proposition

6. Channels

2. Key Partners

7. Customer Segments

3. Key Activities

8. Cost Structure

4. Key resources

9. Revenue stream

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5. Customer relationships

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There are several tools to be used for this purpose:

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Forecast Revenue

Definition of Goals and Objectives

Creation of a Budget

Projection of Expenses

Cash Flow Management

Risk Assessment and Mitigation

Seeking Professional Advice

Monitoring and Evaluation

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Setting of Clear Objectives

Gap Analysis

Development of Action Plans

Stakeholder Engagement Planning

Engagement,Communication and Promotion Planning

Progress Measurement and Tracking

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Back to Stage Four

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1. Setting Communication Objectives

3. Development of key messages

4. Selection of communication channels

2. Identification of the target audience

6. Allocation of resources

7. Development of communication tactics plan

5. Creation of a communication timeline

8. Implementation and monitoring

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Identification and analysis of stakeholders

Implementation and Evaluation of Engagement Activities

Development of Engagement Strategies

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Prioritization of Risks

Identification of Risks

Assessment of Risks

Development of Risk Mitigation Strategies

Implementation of Risk Controls

Monitoring and Review

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Definition of the Purpose and Scope

Identification of Key Indicators

Definition of Data Collection and Analysis Methods

Establishment of Evaluation Timeframes

Development of Reporting and Communication Channels

Definition of Roles and Responsibilities

Implementation of the Plan

• 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

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

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.

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

Co-creation workshop

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.

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.

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• Definition of the Objectives and Roles

• Development of a Charter

• Selection and Recruitment of Committee Members

• Establishment of Communication Channels

• Progress Monitoring and Evaluation

• 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.

For example:

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

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.

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?

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• Definition of the Purpose and Objectives

• Identification of Key Members

• Formulation of a Charter

• Appointment of Members

• Communication and collaboration

• Provision of Resources and Support

• Setting of Clear Roles and Responsibilities

• Establishment of a Work Plan and Timeline

• Progress Monitoring and Evaluation

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).