All of the above objectives were achieved by the end of the of the project.
In particular, objective 1 (WP1) included surveys and workshops, and delivered:
• A list of appropriate indicators identified for assessment of ecosystem needs
• A comprehensive report collecting contributions from stakeholders providing inputs for the definition of BBECs in terms of regional needs and preliminary design options
• A list of criteria and conditions identified for BBEC setting up
Objective 2 (WP2) included internal surveys and co-creation workshops and delivered:
• Framework model for the selection and designation of BBECs to cover different regional conditions and topics
• Assessment report of state of the art in education centre design and implementation
• Business models of existing education centres
• Business model and preliminary design of the 6 Education centres to be designed during BIOBEC.
Objective 3 (WP3) including an assessment of the centres under the lens of economic and financial sustainability, governance models and education programs. and delivered:
• detailed governance models for the six BBEC
• detailed programs for education and other activities of the six BBEC
• ex-ante economic and financial analysis and identification of sources of funding for the six centres
• overall sustainability analysis of the six centres
• cross-centre comparison and analysis of lessons learned for the implementation of bioeconomy education centres in different contexts
Objective 4 (WP4) delivered:
• A replication roadmap, including suggested strategies, procedures and tools for the involvement of relevant players
• Capacity building materials
Objective 5 (WP5) included a number of activities for the mobilisation and engagement of stakeholders and ensure visibility of the project. This in particular delivered:
• Establishment of a Project website, Newsletter, Press releases, Videos and Project Flyers
• Social media visibility on Twitter, LinkedIn, Youtube
• Establishment of the Implementation and Replication Working Group (IRWG), a network of motivated actors supporting the design of the centres and potentially active in their implementation
• A wider network of stakeholders informed about the project activities.
The results show that there are great differences in conditions, opportunities, and visions for BBECs depending on their regional contexts. Each centre needed to design its very specific set-up in order to fulfil its very specific objectives. As a result, there are differences in the BBECs’ business models and governance structures.
The six regional BBECs’ business models are focused on the quintuple helix model and involve key partners from education, industry, research, government and society. Key activities include e.g. providing education and related material, connecting actors and maintaining online platform.
The BBECs’ value propositions include providing bioeconomy education and materials, improving students’ and employees’ competences to support industry’s needs, and connecting actors together through versatile networks. Customer relationships range from personal meetings to open collaboration through networks. Education organisations, students, companies and their employees, research organisations, public organisations, and policy makers are their customers. Cost structures are based on costs derived from administration, employment activities and platform maintenance. Revenues are gained from the detailed services provided by the BBECs, different subscription or advertisement fees and public and private funding.
The commonalities and differences between the BBECs suggest that a close exchange of knowledge and experiences between the pilot cases should be facilitated and opportunities for collaborative action and peer learning created to support the development of thriving BBECs, as well as a certification strategy allowing to give vi recognition to the centres. The same applies for potential replicators and for those willing to learn how to design a centre.
