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Annual Summary report on good practices in the implementation of JPIs (2016)

This first annual summary report on good practices in the implementation of JPIs presents four case studies that have been conducted in the course of the ERA-LEARN 2020 project.

The specific objectives of Task 2.2 are to survey and analyse activities and progress made among JPIs in relation the successful implementation of JPIs, which are thought to be essential for an effective development and implementation of Joint Programming Initiatives (JPIs). This is being achieved by elaborating good practice case studies focussing on relevant cross-cutting issues and the provision of one JPI tailored workshop in the course of the annual conference, which informs the community about progress made and options for proceeding in the Joint Programming Process.

This first annual summary report on good practices in the implementation of JPIs presents four case studies that have been conducted in the course of the ERA-LEARN 2020 project.

Three case studies deal with the issue of Stakeholder Involvement at various stages of the Joint Programming cycle and one case study deals with the implementation of Open Knowledge Policies within JPIs:

  • The case study “JPI Climate Guidelines on Open Knowledge Policies” provides information on the process of establishing and disseminating open Knowledge Policies within a JPI. JPI Climate is among the first JPIs contributing to the development of Open Knowledge policies in the area of Joint Programming. The JPI Climate Guidelines on Open Knowledge summarize a set of policy recommendations geared at both internal (i.e. JPI Climate governance) and external (i.e. JPI Climate network activities) level. The Guidelines provide a solid basis for kicking-off Open Knowledge guidelines in other JPIs.
  • The case study “Co-creation of a Strategic Research and Innovation Agenda in a Joint Pro-gramming Initiative - A New Stakeholder Involvement Approach of JPI Urban Europe” demon-strates how a co-creational process design can be used to integrate the perspectives of heterogene-ous stakeholders across different countries when setting up a strategic research and innovation agenda (SRIA). The case study shows that a co-creational process design bears potential to estab-lish sustainable stakeholder commitment and provide a nucleus for (in-)formal stakeholder networks. Co-creation approaches can therefore be regarded as a SHI modality to which other JPIs may refer to in general.
  • The case study “JPI Oceans Explores the Potential of Foresight Exercises” shows how a partic-ipatory, stakeholder involving foresight process can serve as a tool to identify future research needs, challenges and solutions. The case study in particular presents the conceptualisation of strategic and thematic foresight plus insights into the implementation of a test run in the field of microplastics.
  • The case study “Bridging the gap towards Innovation - The Water JPI Activities on Stakeholder Involvement” provides information on the Water JPI approach to addresses the complex challenge of stakeholder involvement (SHI) throughout the policy cycle of a JPI with different activities and instruments. Specific attention is given to means to involve innovation-driven end-users (i.e. economic sector respective water suppliers and utilities).

All case studies derive key benefits, success factors, barriers and potentials of implementation for other JPIs. They are geared towards JPI practitioners, dealing with distinct tasks of setting up or advancing open knowledge policies and stakeholder related activities within the governance struc-tures of their JPIs.