D5.1. Sustainability and Exploitation Plan 1

Co-funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or CINEA. Neither the European Union nor CINEA can be held responsible for them. This work has received funding from the Swiss State Secretariat for Education, Research and Innovation (SERI). D5.1. Sustainability and Exploitation Plan 1 Ref. Ares(2024)1498151 - 27/02/2024 D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 1 Deliverable Information Sheet Version Final Grant Agreement Number 101112876 Project Acronym MountResilience Project Title Accelerating transformative climate adaptation for higher resilience in European mountain regions Project Call HORIZON-MISS-2022-CLIMA-01 Project Duration 54 months Deliverable Number 5.1 Deliverable Title Sustainability and Exploitation Plan 1 Deliverable Type R – document, report Deliverable Dissemination Level PU - Public Work Package WP5 Lead Partner META Authors Francesca Natali, Lorenzo Valeriani Contributing Partners All partners Reviewers Stefano Sala – UMIL, Armando Alves – INOVA+ Official Due Date 29th of February 2024 Delivery Date 28th of February 2024 D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 2 List of Acronyms IP Intellectual Property KERs Key Exploitable Results WP Work Package USP Unique Selling Point UVP Unique Value Proposition DMOs Destination Management Organizations D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 3 List of Tables Table 1 - Proposal's KERs list .................................................................................................................................... 13 Table 2 - Exploitation intentions’ table example ......................................................................................................... 15 Table 3 - Risks’ map example .................................................................................................................................... 20 Table 4 - Simplified characterization table V1 ............................................................................................................ 24 Table 5 - List of KERs identified at M6 ....................................................................................................................... 26 Table 6 - Simplified characterization table V1 ............................................................................................................ 27 Table 7 - Exploitation intensions table instructions .................................................................................................... 29 Table 8 - Characterization table instructions .............................................................................................................. 31 Table 9 - Exploitation roadmap instructions ............................................................................................................... 32 Table 10 - PPGIS system simplified characterization table ....................................................................................... 39 Table 11 - Adaptation support tool simplified characterization table.......................................................................... 45 Table 12 - Platform for Climate, Energy and Circularity simplified characterization table ......................................... 46 Table 13 - New tourism NbS simplified characterization table ................................................................................... 48 Table 14 – Datahub simplified characterization table ................................................................................................ 49 Table 15 - Decision-support-tool for irrigation management simplified characterization table .................................. 50 Table 16 – App for irrigation evaluation simplified characterization table .................................................................. 51 Table 17 - Technologies for field scanning characterization simplified table ............................................................. 59 Table 18 - Solutions for restoring mountain meadows simplified characterization table ........................................... 63 Table 19 - Co-creation method for GI strategy development simplified characterization table ................................. 66 Table 20 - Rainwater harvesting infrastructure for irrigation of green areas simplified characterization table .......... 69 Table 21 - EWMS for climate event monitoring simplified characterization table ...................................................... 71 Table 22 - Erdjyagora digital platform for co-creation and decision making on CCA simplified characterization table .................................................................................................................................................................................... 74 Table 23 – New financial instruments simplified characterization table ..................................................................... 75 D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 4 Table 24 – Policy recommendations simplified characterization table....................................................................... 78 List of Figures Figure 1 - Dissemination and Exploitation overview .................................................................................................. 10 Figure 2 - Exploitation activities’ flow ......................................................................................................................... 14 Figure 3 - Priority map example ................................................................................................................................. 20 Figure 4 - Exploitation activities’ GANTT .................................................................................................................... 23 Figure 5 - Risks map and priority map instructions .................................................................................................... 34 Figure 6 - Value Proposition Canvas template ........................................................................................................... 35 Figure 7 - Lean Canvas template ............................................................................................................................... 36 Figure 8 - Pitch structure ............................................................................................................................................ 37 Keywords list • Exploitation. • Key Exploitable Results (KERs). • Impact. • Lean approach. • Use of results. Disclaimer This document reflects the views of the author(s) and does not necessarily reflect the views or policy of the European Commission. Whilst efforts have been made to ensure the accuracy and completeness of this document, the European Commission is not responsible for any use that may be made of the information it contains nor for any errors or omissions, however caused. This document is produced under Creative Commons Attribution 4.0 International License D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 5 Table of Contents Deliverable Information Sheet ............................................................................................................................... 1 List of Acronyms ..................................................................................................................................................... 2 List of Tables ........................................................................................................................................................... 3 List of Figures ......................................................................................................................................................... 4 Keywords list ........................................................................................................................................................... 4 Disclaimer ................................................................................................................................................................ 4 Executive summary .................................................................................................................................................... 8 1.1. Purpose of the document ............................................................................................................................... 8 1.2. Structure of the document .............................................................................................................................. 8 1.3. Future updates ................................................................................................................................................. 8 2. Introduction ............................................................................................................................................................. 9 2.1. Exploitation ...................................................................................................................................................... 9 2.2. Dissemination ................................................................................................................................................ 10 2.3. Key Exploitable Results ................................................................................................................................ 11 3. Our approach ........................................................................................................................................................ 14 3.1. KERs identification. ....................................................................................................................................... 15 3.2. KERs characterization ................................................................................................................................... 16 3.2.1. Problem ..................................................................................................................................................... 16 3.2.2. Alternative solution .................................................................................................................................... 16 3.2.3. Unique Selling Point USP - Unique Value Proposition UVP ..................................................................... 16 3.2.4. Description ................................................................................................................................................ 16 3.2.5. Target market ............................................................................................................................................ 17 3.2.6. Early Adopters ........................................................................................................................................... 17 3.2.7. Competitors ............................................................................................................................................... 17 3.2.8. Use model ................................................................................................................................................. 17 3.2.9. Timing ........................................................................................................................................................ 18 3.2.10. Actions ..................................................................................................................................................... 18 3.2.11. Roles ....................................................................................................................................................... 18 3.2.12. Milestones ............................................................................................................................................... 18 3.2.13. Costs ....................................................................................................................................................... 18 3.2.14. Revenues ................................................................................................................................................ 18 D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 6 3.2.15. Other sources of coverage ...................................................................................................................... 19 3.2.16. IP management ....................................................................................................................................... 19 3.3. KERs Lean Canvas definition ....................................................................................................................... 21 3.4. KERs pitch definition..................................................................................................................................... 21 3.5. KER roadmap definition ................................................................................................................................ 22 3.6. IP Strategy ...................................................................................................................................................... 22 3.7. Governance .................................................................................................................................................... 22 4. Planning of the exploitation activities ................................................................................................................ 23 5. List of KERs identified ......................................................................................................................................... 24 6. Annex ..................................................................................................................................................................... 28 6.1. Exploitation toolkit......................................................................................................................................... 28 6.1.1. Exploitation intentions ............................................................................................................................... 28 6.1.2. Characterisation Table .............................................................................................................................. 30 6.1.3. Exploitation Roadmap ............................................................................................................................... 32 6.1.4. Risk Assessment and Priority Map ........................................................................................................... 33 6.1.5. Value Proposition Canvas ......................................................................................................................... 35 6.1.6. Lean Canvas ............................................................................................................................................. 36 6.1.7. Pitch Structure ........................................................................................................................................... 37 6.2. Simplified characterization tables ............................................................................................................... 38 6.2.1. PPGIS system ........................................................................................................................................... 38 6.2.2. Adaptation support tools ........................................................................................................................... 40 6.2.3. Platform for Climate, Energy and Circularity ............................................................................................. 46 6.2.4. New tourism NbS ...................................................................................................................................... 47 6.2.5. Datahub ..................................................................................................................................................... 48 6.2.6. Decision-support-tool for irrigation management ...................................................................................... 49 6.2.7. App for irrigation evaluation ...................................................................................................................... 51 6.2.8. Technologies for field scanning ................................................................................................................ 52 6.2.9. Solutions for restoring mountain meadows ............................................................................................... 60 6.2.10. Co-creation method for GI strategy development ................................................................................... 64 6.2.11. Rainwater harvesting infrastructure for irrigation of green areas............................................................ 67 6.2.12. EWMS for climate event monitoring ........................................................................................................ 70 6.2.13. Erdjyagora digital platform for co-creation and decision making on CCA .............................................. 72 6.2.14. New financial instruments ....................................................................................................................... 74 D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 7 6.2.15. Policy recommendations ......................................................................................................................... 76 6.2.16. Monitoring and Evaluation Tool .............................................................................................................. 79 6.2.17. Prototypes of new consulting modules ................................................................................................... 80 D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 8 Executive summary 1.1. Purpose of the document This document describes the exploitation strategy to be adopted and activities to be performed within MountResilience to ensure the KERs identified alongside the project lifetime are used and will generate the expected impact. It presents: • the problem-based approach for securing the use of MountResilience results; • the main tools to use during the exploitation process all over the project; • the use model for each selected result, its unique value proposition, the early adopters, and the problems it is solving; • the plan for the IP management at consortium level. 1.2. Structure of the document Chapter 2 presents the definition of exploitation and the main terms which are linked to it, which will be used during MountResilience lifetime. Chapter 3 outlines the approach used by the Consortium for exploiting the results generated and the main activities which will be implemented to allow partners to properly use the results and generate the expected impact. Chapter 4 summarizes the main exploitation activities undertaken in the first six months of the project by the consortium partners. Annexes present in detail: • the description of the tools which will be used for running and implementing the exploitation activities; • the first version of the simplified characterization tables filled by all the results owners. 1.3. Future updates This document is to be considered as a first version highlighting the main path to be followed while implementing the exploitation strategy. The plan will be revised and updated two times (M36 and M52) during MountResilience lifetime to fine-tune and align the strategy with the updates coming from the development of the results and the linked feedback from the interaction with users/customers. A final version of the Exploitation plan will be delivered in M52. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 15 2.1. KERs identification. As first step the consortium partners will identify, starting from the list in the proposal, the KERs they want to exploit. This activity will be performed alongside MountResilience lifetime as it can happen that partners will “discover” new results they are keen to exploit. It is important that each partner proactively share with the Exploitation Manager (META Group) if any new KERs will be identified. As the project is based on a big consortium where multiple partners can contribute for the development of a KER, it is important to define from the very beginning the exploitation intentions for each KER (which is crucial for IP management around result). Defining exploitation intentions, meaning partners (both regional demo ones and the replicating regions) committing themselves to make sure R&D results are used, is a key task for all EU-funded projects and the first step to mobilise economic, societal, and scientific impact. Exploitation intentions require that partners describe how they intend to use, after the end of the project, the novel solutions developed thanks to the project itself, as shown in the table below. Exploitation intentions will be collected using the following table: Table 2 - Exploitation intentions’ table example Partner name Key Exploitable Result (KER) Your interest (exploitation intention of this KER, intended market/customers) Your organization contribution to the generation of this KER (what was/is/will be your input?) Role of each organisation with regards to the KER and according to the Grant and Consortium Agreement D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 16 2.2. KERs characterization For each KER, a full characterisation will take place after the identification and validation of a KER list. Partners will be asked to use the characterization table which is presented in detail in the annex 5.1.2. The characterisation process will take into consideration the following aspect for all the KERs validated by the partners: KER N° – NAME OF THE KER (KER owner/s) – (to be repeated for each KER) 2.2.1. Problem Describe the problem you are addressing (the problem your potential users have). Potential users are the people, companies, organisations, etc. that you expect will use the result (and generate an impact). They are your “Customers”. It is important to identify and describe the problem your customers have and that you are going to address and validate them together with your “customers” (problem/customer fit). Identifying a problem or a set of problems is key to make sure results are used and that the envisaged impact is achieved. 2.2.2. Alternative solution Describe how your “customer” has solved the problem so far. Alternative solutions are linked to the problem. Having a picture of the weaknesses and strengths of the alternative solutions will help you to compare and to quantify the added value of your solution and to have insight into how the alternative solutions are delivered (who is providing them and at which conditions). 2.2.3. Unique Selling Point USP - Unique Value Proposition UVP Describe the competitive advantages and the innovative aspects. What does your solution do better, what are the benefits considering what your user/customer wants, how does your solution solve his/her problem better than alternative solutions, and what distinguishes the KER from the competition/current solutions? The UVP needs to be consistent with the problem/current solution description. Please be focused on the uniqueness of your solution, and present what distinguishes you compared to the current solutions. Check the UVP with early adopters and collect/provide facts and data from the testing phase of your project to provide sound information on the magnitude of the value that your solution is offering and to allow comparisons with the alternative solutions. Please, be focused on the description of added value in solving problems compared to alternative solutions. 2.2.4. Description Describe in a few lines your result and/or solution (i.e., product, service, process, standard, course, policy recommendation, publication, etc.). Use simple wording, avoid acronyms, and make sure you explain how your UVP is delivered, once validated. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 17 2.2.5. Target market Describe the market in which your product/service will be used and compete by answering the following questions: • What is the target market? • Who are the customer segments? To finalise the exploitation plan and prepare the use of the KER, a clear identification of the target market is needed, with its segmentation. It should include both a qualitative and quantitative description in terms of size, values, trends, and features. Please consider that geography matters in terms of the market that you want to serve. The market needs to be consistent with the use model and the solution itself. 2.2.6. Early Adopters Early adopters are the “customers” you are willing to address first. They are usually the ones that feel the problem harder than all the others (they are not the project partners). To develop the exploitation model, it is important to look at early adopters and how to go from early adopters to the “early majority”. Note that innovators are the ones that “use” the “alfa” version (2,5%, often partners in the R&D project); early adopters are the customers ready to “use” the “beta” version (13,5%). New initiatives fail because they are not able to reach early adopters. You should be as much precise as you can. Being the early adopters the first ones you would like to reach out with your innovative solution it will be important to be able to connect with them. Make sure your early adopters are consistent with the target market (customers). Please, also add some consideration on how you will reach them out having in mind that they are the first you will contact to bring the result to use. 2.2.7. Competitors Who are your "competitors" (note: they are the ones offering "alternative solutions”)? What are their strengths and weaknesses compared to yours? “Competitors” may be different if you envisage licensing as use model rather than directly providing a service or producing and selling a device. This item will be further discussed during the exploitation process in order to have a direct comparison with competing solutions. Discuss what are their strengths and weakness compared to the proposed solution. 2.2.8. Use model Discussion is to be started in the initial stages. Explain what is your “use model”, how the KER will be put into use (made available to "customers" to generate an impact). Examples of use models: manufacturing of a new product, provision of a service, direct industrial use, technology transfer, license agreement, contract research, publications, standards, etc. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 18 Use model, target market, and customers need to be consistent. In the case of licensing, consider that are several different types of licensing agreements that could be used. Discuss the different options with colleagues from the legal department involved in licensing deals. Delivering a service entails the presence of a “competent” organisation with procedures, insurance, and certifications ready to offer the services according to the expectations of the potential customers. 2.2.9. Timing Discussion is to be started in the initial stages. What is the time to market? How long it will take, from the end of the project for the result to be fully usable? Consider it in relation to the use model. 2.2.10. Actions Briefly describe actions planned to be executed 3-6 months after the end of the project. Make sure you do not just focus on technical activities (realisation of a prototype, software interface, etc.) but also consider the finalisation of a business plan, the protection of intellectual property, and the collection of authorisations. In other words, all that will be needed to start implementing your exploitation plan. Please, for each action you mention, provide a clear and viable timing. 2.2.11. Roles Roles of partners involved in the actions defined above. 2.2.12. Milestones List the milestones and KPIs to be used for monitoring the implementation of the actions listed above. Please, add a timeline. 2.2.13. Costs This section refers to cost estimation to implement planned activities (1 year, 3 years). Provide information on the costs/investments needed to bridge the end of the project to the next steps planned and increase TRL or go to market (you may invest in a patent, in the realisation of a prototype, etc.). 2.2.14. Revenues This section refers to projected revenues and eventual profits once the KER will be used (1 and 3 years after use). Consider revenues you will expect to collect by licensing or thanks to service provision or sale of devices. Revenues generate the cash flow that will make the use of the result sustainable over time (provide an estimation concerning the first year and what is expected after 3 years, if possible). It is recommended that you estimate the revenues according to your early adopters and potential customers and include the information in the draft exploitation plan. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 19 2.2.15. Other sources of coverage This section refers to resources needed to bridge the investment needed to increase TRL and ensure the result is used. Financial resources to cover costs incurred before collecting the first revenues (during the “time to market” – see costs) and their sources. Sources can be partners` own budgets, other project grants, national/regional incentives, risk capital, loans, etc. Make sure to obtain them at the right time. 2.2.16. IP management This section is about background, foreground and IP ownership. For the full characterization, partners will map all the risk related to the use and the adoption of MountResilience KERs will be taken into consideration using the following table. Different typologies of risk (risk factors) will be investigated, such as: partnership, market, financial, environmental. This list is merely by example and will be customised according to the needs of the specific KER. In the Annex 5.1.4 you will find a detailed description for the risk matrix. KER Risk Assessment Map Description of Risks Degree of criticality of the risk related to the final achievement of this Key Exploitable Result. Please rate from 1 to 10 (1 low10 high) Probability of risk happening Please rate from 1 to 10 (1 low - 10 high) Risk Grade Potential intervention Estimated Feasibility/Success of Intervention Please rate from 1 to 10 (1 low10 high) Conclusion Partnership Risk Factors 1 Not Filled Market Risk Factors 2 Not Filled Financial/Management Risk Factors 3 Not Filled 4 Not Filled D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 20 Environmental/Regulation/Safety risks: 5 Not Filled Table 3 - Risks’ map example After completing the matrix, a priority map will be completed, in order to visualise the “urgency” for action to secure the avoidance of a possible risk insurgence. Partners will use the following structure: Figure 3 - Priority map example D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 21 2.3. KERs Lean Canvas definition After having properly characterized KERs, partners will prepare a Lean Canvas (please refer to the Annex 5.1.6 for a detailed description) which is the main tool of the problem driven approach. For preparing the Exploitation Plan of a R&D result and define the use mode, it is useful to work with the Lean Canvas. The Lean Canvas is an adaptation of Business Model Canvas by Alexander Osterwalder which Ash Maurya2 created in the Lean Startup spirit (Fast, Concise and Effective startup). Lean focuses on problems, solutions, key metrics and competitive advantages. The canvas is a good tool to focus on the exploitation model and start collecting information for the exploitation plan. Among the different type of canvas, the lean business model canvas, by Ash Maurya, is the most suited for R&D projects. It is a powerful tool to be used by the partners to further develop the characterization of their KERs, prepare the materials to be discussed at consortium meetings and draft the exploitation/business plan for a KER. The lean canvas helps to fine-tune and develop the exploitation strategy for a KER having in mind four questions: • Who is my “customer”? • What is “her/his” problem? • How does “She/he” solve the problem now? • Is our solution more efficient than the current one? For each KER a first version of Lean Canvas will be prepared based on the last version of the Characterization table. Once the first version is ready, partners will start to engage with potential users/customers (through dissemination activities) for collecting feedback and moving forward in the exploitation pathway. 2.4. KERs pitch definition To proper support the engagement of early adopters/users of each KER, partners will be asked to prepare a pitch deck (series of slides). This presentation will be used by partners with the goal of pushing users to adopt the results and thus reaching the expected impact. The pitch is a first level of communication which is pretty important to test main hypothesis in the Lean Canvas and receive feedback from users/investors/etc. Please refer to Annex 5.1.7 for a detailed description of the pitch deck structure. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 22 2.5. KER roadmap definition As the exploitation is an activity which partners are mandatory also to run after the end of the project, it is important that they identify a roadmap for the exploitation activities to be delivered once MountResilience is over. The classical scenario is that almost all KERs are not able to reach the impact expected as before it happens it takes time. Thus, partners will be asked to fill in the tail of MountResilience the exploitation roadmap for each KER. The roadmap is a tool designed to help the consortium to identify and plan activities to be performed after the end of the project. The highest risk a consortium faces is not being able to implement the exploitation and dissemination plan and increase the TRL level or go to market, due to lack of resources. The exploitation roadmap is designed to address this risk, mitigate it and pave to way toward use and a stronger impact. Please refer to Annex 5.1.3 for a detailed description of the roadmap. 2.6. IP Strategy The partners have defined the rules on ownership and IP management in the consortium agreement. An IP audit (patent landscaping IP evaluation, market intelligence, etc.) will be performed for each KER, involving the partner responsible for the KER in one-to-one interaction, involving the partners responsible for the relevant KER and META. This activity will define IP-related unfair advantages and risks related to the use model/responsibility for IP protection. The PMB (Project Management Board) will discuss the outcomes of the IP management activities and will propose/agree on the ownership of the results and the next steps needed to ensure the use of the KER and the protection of the related IP. 2.7. Governance The Exploitation process will be managed by an Exploitation Team led by then Exploitation Manager (META as WP5 task leader) who is in charge of coordinating the exploitation team overviewing the exploitation activities to address use and prepare the use for each KER. The Exploitation Team will be composed of the following representatives: • Francesca Natali (Exploitation Manager) – META • Lorenzo Valeriani (Exploitation Manager) - META • One representative from each Regional Demonstrators (6 in total) • One representative from FEBEA Decision-making on exploitation will be fully connected with the whole project governance, cooperating with the Coordinator, the Advisory Board (AB), Project Management Board (PMB), General Assembly (GA) and the Exploitation Team (ET) to boost MountResilience impact by looking across and over the implementation of the project. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 23 3. Planning of the exploitation activities It is important to define since the start the timing of each step of the approach mentioned in the previous chapter. For this reason, META, as Exploitation Partner, identified a specific roadmap for executing all the exploitation activities. In particular: • One to one session: these will be periodical online bilateral sessions between META and the partners involved in each KER. The focus of the meetings will depend on the step which is covered in that moment at consortium level for the exploitation activities. In the meeting, META will support partners in review the tools and properly address the exploitation pathway identified. • Workshops: these meetings will be held physically as « side-event » of the Project meetings. There will be 5 workshops: o 1st workshop already held during the kick-off; the focus was to debrief partners around exploitation. o 2nd workshop: to be held during the1st project meeting in April 2024; the focus will be to introduce the key concepts (KERs, impact, etc.) to align all consortium partners for the same level of preparation around exploitation activities. In this workshop there will be introduced the tools for starting the characterization of KERs. o 3rd workshop: the focus will be the introduction of the Lean Canvas to allow partners to start interacting with users/early adopters for each KER. o 4th workshop: the focus will be the introduction of the Pitch deck structure and the roadmap. On this way partners will be able to proper present the KER in an appealing way towards users/early adopters and will start to plan the exploitation activities to be run after the end of MountResilience. Below there is a GANTT for the exploitation activities Figure 4 - Exploitation activities’ GANTT M0 M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27 M28 M29 M30 M31 M32 M33 M34 M35 M36 M37 M38 M39 M40 M41 M42 M43 M44 M45 M46 M47 M48 M49 M50 M51 M52 M53 M54 1st exploitation workshop Simplified tables collection Identification of KERs 2nd exploitation workshop Characterization of KERs 3rd exploitation workshop Lean Canvas 4th exploitation workshop Pitch Exploitation roadmap D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 24 4. List of KERs identified In the first six months of MountResilience, the consortium already started to implement exploitation activities. META, as Exploitation Partner, organized with the WP4 task leader (EUROMONTANA) an interactive session during the kick-off meeting in September 2023. The session aimed to give a first level of understanding about the difference among communication, dissemination and exploitation. To make this exercise more interactive, partners were randomly grouped (14 groups in total) and each group worked around a specific KER from the proposal list. Each group was asked to fill a very simplified characterisation table, as below: Name of the result Written by facilitator following previous step Problem addressed What problem / gap is the result addressing? Solution / value proposition What makes the result a solution to the problem? What is new/innovative/special? End users Who can use this result? Examples: businesses, regional authorities, municipalities, etc. Ideal communication channels Use post-its to propose conferences, tools, channels, etc. that could be appropriate to communicate the result. Ideal dissemination channels Use post-its to propose formats of knowledge sharing, publications, trainings, that could be appropriate for this result. Challenge / risk / threat Use post-its. What is going to be the main challenge for this result? Examples: need to better clarify the scope, need to better assess the replication potential, need to involve specific partners, expected difficulties in data collection, etc… Table 4 - Simplified characterization table V1 D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 31 "Market" - Competitors Who are your "competitors" (note: they are the ones offering "alternative solutions”)? What are their strengths and weaknesses comparing to you? Go to Market – Use model Explain what is your “use model”, how the KER will be put in use (made available to "customers" to generate an impact). Examples of use models: manufacturing of a new product, provision of a service, direct industrial use, technology transfer, license agreement, contract research, publications, standards, etc. Note training is a service. Go to Market - Timing What is the time to market? Go to Market – IPR Background What is the Background (type/ partner)? Provide information considering also what already agreed in the Consortium Agreement, in Annex I. Go to Market – IPR Foreground What is the Foreground (type/ partner)? Provide information considering also what is already agreed in the Consortium Agreement. Table 8 - Characterization table instructions D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 32 5.1.3. Exploitation Roadmap The Exploitation Roadmap is a tool designed to help the consortium to identify and plan activities to be performed after the end of the project. The highest risk a consortium faces is not being able to implement the exploitation and dissemination plan and increase the TRL level or go to market, due to lack of resources. The exploitation roadmap is designed to address this risk, mitigate it and pave to way toward use and a stronger impact. Table 9 - Exploitation roadmap instructions Exploitation roadmap Actions Briefly describe actions planned to be executed 3-6 months after the end of the project. Roles Roles of partners involved in the actions defined above. Milestones List the milestones and KPIs to be used for monitoring the implementation of the actions listed above. Add timeline. Financials Costs Cost estimation to implement planned activities (1 year, 3 years). Revenues Projected revenues and eventual profits once the KER will be used (1 and 3 years after use) Other sources of coverage Resources needed to bridge the investment needed to increase TRL and ensure the result is used. Impact in 3year time Describe impact in terms of growth/benefits for the society. Impact is the objective of H2020. Impact should mobilise measurable changes in terms of growth/benefits for the society (i.e. jobs created, investments mobilized, turnover generated). D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 33 5.1.4. Risk Assessment and Priority Map The Risk Assessment and Priority Map is a tool which aims at organizing different types of risks related to the exploitation process and to define specific recovery actions. For each risk, a degree of criticality and the probability related to the risk happening will be evaluated. The effectiveness of recovery action will be also assessed providing the level of criticality related to each risk which will be displayed in the Priority Map. Description of Risks Degree of criticality of the risk related to the final achievement of this Key Exploitable Result. Please rate from 1 to 10 (1 low10 high) Probability of risk happening Please rate from 1 to 10 (1 low - 10 high) Risk Grade Potential intervention Estimated Feasibility/Success of Intervention Please rate from 1 to 10 (1 low10 high) Conclusion Partnership Risk Factors 1 0Not Filled 2 0Not Filled 3 0Not Filled 4 0Not Filled 5 0Not Filled Technological Risk Factors 6 0Not Filled 7 0Not Filled 8 0Not Filled 9 0Not Filled 10 0Not Filled Market Risk Factors 11 0Not Filled 12 0Not Filled 13 0Not Filled 14 0Not Filled 15 0Not Filled IPR/Legal Risk Factors 16 0Not Filled 17 0Not Filled 18 0Not Filled 19 0Not Filled 20 0Not Filled Financial/Management Risk Factors 21 0Not Filled 22 0Not Filled 23 0Not Filled 24 0Not Filled 25 0Not Filled Environmental/Regulation/Safety risks: 26 0Not Filled 27 0Not Filled 28 0Not Filled 29 0Not Filled 30 0Not Filled KER Risk Assessment Map D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 34 Figure 5 - Risks map and priority map instructions D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 35 5.1.5. Value Proposition Canvas When using the Lean Canvas, the most important part to be addressed by the team working on use of a R&D result is the Value Proposition, i.e. the benefits "customers" can expect from the novel solution. To facilitate this process and clarify customer needs & how to create value for them we will use the Value Proposition Canvas (VPC). The Value Proposition Canvas helps in understanding target customers to avoid one of the most common mistakes when developing an innovation: building something that nobody wants. A. Osterwalder introduced this concept in his book Value Proposition Design. The VPC stimulates teams to ask better questions: what does the early adopter really aspire to do that they cannot do now? The VPC is based on 2 concepts: the Value Map: the set of values provided by the novel solution to respond to the needs of the “customers”; the Customer Profile: the set of customer characteristics that the novel solution assumes. Figure 6 - Value Proposition Canvas template D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 36 5.1.6. Lean Canvas To contribute to the exploitation strategy and to dissemination activities, it is important to further focus on the problems the novel solutions are addressing, who are the ones who feel this problem the most (the users of the solution, the target group of dissemination activities, our “customers”), the unique value proposition and to identify how to reach customers/users out (use mode and distribution channels). It is also important to identify the costs of providing our target groups with a novel solution for how to monitor progress and how to cover costs incurred (sustainability). The Lean Canvas is a tool that can help in these crucial activities. The Lean Canvas is an adaptation of Business Model Canvas by Alexander Osterwalder which Ash Maurya created in the Lean Startup spirit (Fast, Concise and Effective startup). It focuses on problems, solutions, key metrics and competitive advantages. Among the different type of canvas, the lean business model canvas, by Ash Maurya, is the most suited for R&D projects. It is a powerful tool to be used by consortia to further develop the characterization of the KERs, prepare the materials to be discussed at consortium meetings and draft the exploitation/business plan for a KER. Figure 7 - Lean Canvas template D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 37 5.1.7. Pitch Structure This simple structure will be used as a baseline for approaching investors. The idea is to prepare max 10 slides (3 minutes pitch) to: • Make a third person understand our proposition (solution): o “Why” and “what” not “how” (no science or technology) o No European project jargons • Explain our “business” model • Convince the audience that what is offered is what is asked for Figure 8 - Pitch structure D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 38 5.2. Simplified characterization tables In this annex there are all the simplified characterization tables filled by partners for the 17 KERs identified at this stage from MountResilience consortium. 5.2.1. PPGIS system Name of the result PPGIS Problem it is solving Identifying the impacts of climate change and responding to them in land and nature use requires the knowledge and experience of all citizens. Local and indigenous knowledge should be considered as valuable as so-called expert knowledge. This kind of spatially located knowledge can be captured by the Public Participation Geographic Information System (PPGIS). Changes caused by climate change can be localised on a map using the system. PPGIS results should be used in local decision making and in companies and businesses to adapt their actions to the impacts of climate change. It would work best if it were developed into a system that is constantly updated and provides up-to-date data. End users (« customers ») Municipalities, regional authorities, businesses, all land and nature users (as well locals as visitors). Alternative solutions Citizen observations have not been collected systematically so far. Informal information sharing has taken place, and social and traditional media have provided warnings, e.g. of changing ice conditions or other changes in nature. Value proposition PPGIS can provide spatially accurate information about changes that would otherwise not have been observed, as the authorities do not have the resources to make observations in remote areas. These observations are crucial for the safety of various activities (tourism, recreation, herding). There is no competition as such systems do not yet exist. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 39 Solution The project will test and adapt PPGIS to local conditions with local actors, ensuring that relevant issues are included. The aim is also to develop the analysis methods so that they are open and easy to use by anyone. Ideally, the system will then be used and maintained by the communities and organisations themselves. Channels In information gathering, social media has proven to be the best channel to get people to feed information into the system but traditional media, municipal information sharing and other methods will also be used. Also facilitated data gathering is possible. To share the knowledge of the possibilities of PPGIS, conferences, workshops and other events will be used. Use model Training for municipalities and other local users is needed. Service can then be provided by municipalities and reindeer herding and tourism promotion associations. Table 10 - PPGIS system simplified characterization table D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 40 5.2.2. Adaptation support tools Name of the result Supporting tools (adaptation plans, models and coaching) Problem it is solving -The direct and indirect, physical and socio-economic and intertwined effects of CC affecting the local communities cause a need for adaptation, both for municipality and nature-based livelihoods in the area, and more broadly for the economic structure of the project area and in more general in Lapland. - Lack of Acknowledgement and awareness related to climate change, adaptation and biodiversity in municipalities and company-specifically. -In the municipality, there is currently no adaptation plan, and there is no compiled information on the risks and opportunities of climate change. Currently, knowledge about the impacts of climate change and attitudes vary greatly. -In the region (including municipalities and enterprises), there is lack of knowledge on the effects of climate change and its effects. The goal is transformative adaptation through education and learning. Through the work, the baseline will be surveyed, and monitoring and impact assessment will be planned. Currently, adaptation information at different levels has not been integrated; in the adaptation plans, national and international adaptation knowledge will be transferred to the local plan. Additionally, local traditional knowledge will be recognised in the plans. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 47 5.2.4. New tourism NbS New nature-based tourism offers Problem it is solving Mountain areas, renowned for their unique ecosystems and breathtaking landscapes, face a pressing challenge as conventional tourism practices exert increasing pressure on these delicate environments. The demand for nature-based tourism experiences in mountainous regions has grown significantly, resulting in overcrowding, habitat degradation, and a heightened risk of environmental degradation. Additionally, climate change poses a threat to the stability of these ecosystems, impacting biodiversity and altering the availability of natural resources. In this context, there is an urgent need to develop innovative and sustainable nature-based tourism offerings in mountain areas. This imperative arises from the necessity to alleviate the environmental impact of existing tourism practices, enhance the resilience of mountain ecosystems to climate change, and ensure the long-term viability of nature-based tourism as a socio-economic driver. End users (« customers ») Regional authorities, tourism associations, destination management, municipalities Alternative solutions Tourism areas in mountain regions have responded to the challenges posed by conventional tourism practices and the growing demand for nature-based experiences in various ways: the introduction of guidelines, by obtaining certain labels and measures related to them, diversification etc. Value proposition Offers and business models for nature-based tourism distinguish themself through a commitment to environmental sustainability, offering authentic and educational experiences that connect visitors with nature. Integrating community involvement, personalized offerings, and regenerative practices, these models prioritize quality over quantity, catering to conscious travellers seeking meaningful and sustainable tourism options, setting them apart from more conventional and mass tourism approaches. Solution Tested prototypes and a publication on various NbS tourism offers and business models to diversify tourism. Channels Session at a conference (IMC2025), social media, partner networks D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 48 Use model New tourism offers Table 13 - New tourism NbS simplified characterization table 5.2.5. Datahub Specific use-cases tested in the datahub.tirol Problem it is solving In mountain areas, there is a specific need to address timely access to critical information on weather conditions, terrain safety, and visitor dynamics, especially when it comes to the effective mitigation of natural hazards on hiking routes or the management of visitor activities. Currently, the absence of a centralized data platform and the exchange of data between stakeholders impedes the proactive identification and mitigation of safety risks etc. End users (« customers ») People, regional authorities, municipalities, federal state administration Alternative solutions Mountain tourists have tackled safety and visitor challenges through community networks, social media, mobile apps, local guides, selfregulation or education. Value proposition Data and the exchange of information are crucial because the exchange of real-time weather conditions etc. facilitates collaboration among stakeholders, allowing for a comprehensive understanding of the evolving risk landscape. Additionally, it supports early warning systems, enabling swift responses to impending hazards and enhancing community preparedness. By sharing information across agencies, communities, and regions, a collective and informed approach to protection against natural hazards can be established, fostering resilience, and minimizing the impact of disasters. Solution Datahub.tirol is a virtual collection point for trading data and new business ideas. It allows data providers, end-users, and researchers to collaborate on creating new measures and business models based on available information. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 49 Channels Standortagentur Tirol website, social media, personal social networks, Austrian and Gaia data initiative Use model Online tool datahub.tirol Table 14 – Datahub simplified characterization table 5.2.6. Decision-support-tool for irrigation management Name of the result Decision-support-tool for irrigation management (KER#6) Problem it is solving Use at best the available water resources, facing water-scarce or highdemand periods, with an integrated water management supported by a quantitative indication of water availability and demand. End users (« customers ») Water managers, irrigation operators, regional administrators. Alternative solutions Water management is currently based on a wide experience and on rulesof-thumb. An objective quantitative information about water availability and demand is still defective or not tailored to irrigation managers (e.g. bulletins by the local environmental agency). Thus water is claimed to be misused or it is unproperly sourced by the final users (e.g. through groundwater pumping). Value proposition Our goal is to offer a quantitative and comparative information (eg. with benchmarks or average conditions) on water availability and demand at different sources. This opens the possibility to optimize water withdrawals and improve the efficiency of water distribution for irrigation. The effectiveness of the solution proposed is guaranteed by a generalized framework adapted to the specific consortium. Solution The proposed solution is a Decision Support Tool (DST) based on hydrological modelling of upstream catchments and of local areas, including paddy rice areas. Calibrated on existing meteorological, geomorphological and pedological data, the system will return an estimate of surface water availability and groundwater interactions tailored to the water manager needs, including uncertainty indications. The DST will be developed together with irrigation consortia, in order to better integrate the D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 50 management problems at the consortium and farm scale, as well as using KER#7 information. Channels Irrigation consortia participating in the project, the regional authorities, UNCEM and ANBI (irrigation managers association). Technical publications will be prepared, and workshops will be organized with irrigation consortia and associations. Use model Provision of the DST in the form of a technology transfer with irrigation managers and a training on how to use it. Table 15 - Decision-support-tool for irrigation management simplified characterization table D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 51 5.2.7. App for irrigation evaluation Name of the result App for irrigation evaluation (KER#7) Problem it is solving Decide the correct timing and the correct amount of water to be delivered to crops in a variety of cropping systems. End users (« customers ») Farmers, farmers’ advisors, extension services Alternative solutions Farmers are normally using rotational irrigation therefore they do not adapt timing to crop growth and requirements. Some DSTs are already available, but they are not free, they do not include paddy rice systems, or they just focus on irrigation. Value proposition Our DST, that will be free of costs and user-friendly, will also include support to the decisions to be taken for other aspects of the crop management such as fertilization. This combination of various aspects will help farmers in implementing an integrated crop management, addressing both environmental and production objectives. Solution The solution is a Decision Support Tool in the form of a computer software and a smartphone application, integrated with available information regarding the area of interest (soils, meteorology…) and farm data (fields, crops…). It will be developed together with irrigation consortia, in order to better integrate the management problems at the consortium and farm scale. Channels The irrigation consortia will promote the diffusion of the tool among their member farmers. Technical papers and field days will also be organized, together with farmers’ associations. Use model Provision of a tool (software+app) and provision of a service (training on how to use it) Table 16 – App for irrigation evaluation simplified characterization table D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 52 5.2.8. Technologies for field scanning Name of the result Solutions for restoring mountain meadows Problem it is solving Technologies for field scanning in agriculture are solving several key problems that farmers and agricultural stakeholders encounter, including: 1. Limited Visibility: Traditional methods of field monitoring often provide limited visibility into crop health, soil conditions, and pest pressures across large agricultural landscapes. Technologies for field scanning offer a comprehensive and real-time view of field conditions, enabling farmers to make informed decisions about crop management practices. 2. Inefficient Resource Use: Inefficient use of resources such as water, fertilizers, and pesticides can lead to waste, environmental degradation, and increased production costs. Field scanning technologies help optimize resource use by providing data-driven insights into crop needs, enabling precision application and reducing overuse or underuse of inputs. 3. Pest and Disease Management: Pest infestations and disease outbreaks can significantly impact crop yields and quality if not detected and addressed promptly. Technologies for field scanning allow early detection of pests, diseases, and weed infestations, enabling targeted interventions to minimize crop damage and losses. 4. Environmental Sustainability: Conventional agricultural practices can contribute to environmental degradation through soil erosion, water pollution, and habitat destruction. Field scanning technologies support more sustainable farming practices by promoting precision agriculture, reducing chemical inputs, and minimizing environmental impacts. 5. Yield Optimization: Maximizing crop yields while maintaining quality is a primary objective for farmers. Field scanning technologies help optimize yields by identifying areas of high and low productivity within fields, enabling site-specific management practices to improve overall yield potential. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 53 6. Data-Driven Decision Making: Many farmers face challenges in accessing and interpreting relevant data to inform their decision-making processes. Field scanning technologies provide farmers with actionable insights derived from comprehensive field data, facilitating datadriven decision-making for improved farm management and productivity. 7. Labor Efficiency: Labor shortages and rising labor costs present significant challenges for agricultural operations. Field scanning technologies automate data collection and analysis processes, reducing the need for manual labor and enabling more efficient use of human resources on the farm. 8. Climate Variability: Climate variability and extreme weather events pose risks to agricultural production, affecting crop growth, yields, and resilience. Field scanning technologies help farmers monitor and adapt to changing environmental conditions, enabling proactive management strategies to mitigate risks associated with climate variability. Overall, technologies for field scanning in agriculture play a critical role in addressing these challenges by providing farmers with actionable insights, optimizing resource use, enhancing environmental sustainability, and improving overall farm productivity and resilience End users (« customers ») 180.000 Farmers and 700 UAT (1.8M end-users) Municipalities, Governmental Organizations (Ministry of Agriculture and Rural Development), Universities, Agricultural Cooperatives, Entrepreneurs (agro-touristic guesthouses in mountain areas, producers of traditional products with ''Mountain Product'' certification), farmers, mountain population Alternative solutions While drones offer significant benefits for field scanning in agriculture, there are alternative solutions available, each with its own advantages and limitations. Some alternatives to using drones for field scanning in agriculture include: D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 54 Satellite Imagery: Satellite imagery provides a broad overview of large agricultural areas and can be useful for monitoring crop health, identifying trends, and assessing overall field conditions. Satellite data can offer consistent coverage and historical comparisons, but it’s expensive and may lack the resolution needed for detailed analysis at the individual plant level. Manned Aircraft: Manned aircraft equipped with specialized sensors can capture highresolution imagery and data over agricultural fields. Compared to drones, manned aircraft can cover larger areas in a single flight and may offer higher image resolution. However, they are typically more expensive to operate and require specialized pilots and equipment. Ground-Based Sensors: Ground-based sensor networks placed throughout fields can monitor soil moisture, temperature, nutrient levels, and other parameters. These sensors can provide real-time data and insights into localized conditions, allowing for targeted irrigation, fertilization, and pest management. However, ground-based sensors have limited coverage compared to aerial platforms and may require more extensive infrastructure with relative investments in terms of funds and time. Handheld Devices: Handheld devices such as smartphones or tablets equipped with various apps and sensors can be used for on-the-go field monitoring and data collection. Farmers can use these devices to capture images, record field observations, and track crop growth stages. While handheld devices are convenient and accessible, they may lack the capabilities of dedicated aerial platforms for large-scale data collection. Unmanned Ground Vehicles (UGVs): UGVs, or ground-based robots, equipped with sensors and cameras can navigate through fields to collect data on soil conditions, crop health, and weed infestations. UGVs offer the advantage of operating closer to the ground and can access areas where drones may have limited flight capabilities. However, they may be slower and less adaptable to rough terrain compared to aerial drones. Value proposition D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 55 The value proposition of using technologies such as drones for field scanning in agriculture is multifaceted and offers several benefits to farmers and agricultural businesses: Precision Agriculture: Drones equipped with various sensors like multispectral, hyperspectral, LiDAR, or thermal cameras can collect high-resolution data about crop health, soil conditions, water distribution, and pest infestation levels. This data allows for precise and targeted interventions, optimizing resource use such as water, fertilizers, and pesticides. Precision agriculture ultimately leads to higher crop yields, improved quality, and reduced environmental impact. Cost Savings: By providing detailed insights into crop health and field conditions, drones enable farmers to make informed decisions about where and when to apply resources. This targeted approach minimizes waste and reduces input costs, such as fertilizer and pesticides, resulting in significant cost savings over time. Efficiency and Time Savings: Drones can cover large areas of farmland quickly and efficiently, allowing farmers to assess crop conditions and identify issues in a fraction of the time it would take using traditional methods. This rapid data collection and analysis enable timely interventions, such as early detection of disease outbreaks or nutrient deficiencies, leading to more effective management practices and higher overall productivity. Improved Decision-Making: The data collected by drones can be processed using advanced analytics and machine learning algorithms to generate actionable insights and predictive models. By leveraging these insights, farmers can make more informed decisions about crop management, planting strategies, irrigation scheduling, and pest control, optimizing yields and maximizing profitability. Risk Mitigation and Resilience: Drones provide farmers with real-time visibility into field conditions, allowing them to proactively monitor for potential risks such as crop diseases, invasive pests, drought stress, or soil erosion. By identifying and addressing these issues early, farmers can mitigate risks and improve the resilience D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 56 of their operations against adverse weather conditions and other environmental factors. Scalability and Accessibility: Drone technology is becoming increasingly affordable and accessible to farmers of all scales, from smallholders to large commercial operations. As the technology continues to evolve and become more user-friendly, more farmers can leverage drones to enhance their decision-making processes and improve overall farm management practices. In summary, the use of drones for field scanning in agriculture offers a compelling value proposition by enabling precision agriculture, cost savings, efficiency gains, improved decision-making, risk mitigation, and scalability, ultimately leading to more sustainable and profitable farming practices. Solution Technologies for field scanning in agriculture offer a range of solutions aimed at improving farm management practices, optimizing resource use, and enhancing crop productivity. These technologies will be used to provide farmers with specialized services in order to mitigate the loss of nutritive value of soils. Some of the key solutions provided by these technologies include: Variable Rate Application (VRA): Field scanning technologies support variable rate application of inputs such as fertilizers, pesticides, and irrigation water based on spatial variability within fields. By tailoring input applications to specific crop needs and field conditions, farmers can optimize resource use and improve crop yields while minimizing environmental impact. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 63 - ROHEALTH, as support organization, will use the knowledge assets (KER 2) in public events as brokerage events (like BEHALTH), conferences, seminars and webinars in order to rise awareness around climate change adaptation policies towards decision-makers, but also present and future cluster members from bioeconomy sector. The results will be leveraged to get involved and promote further research project on the topic. A set of policy recommendations will be developed for regional and local authorities to foster the adoption of the results. - ICDM, as a research institution, will develop traning modules (KER 1 & 2) for high schools and universities with agricultural profiles, with the purpose of studying soils and climate change mitigation measures. ICDM also has the ability, by statute, to provide advisory services on soil condition and consequent remedial measures to different types of end users such as public agencies, municipalities, and farmers. Finally, ad hoc training for farmers will show them the consequences of - Holland Farming, as a private entity, will offer a new package of consulting services in its portfolio to medium and large-scale farmers, which can be integrated with other services dedicated to the agricultural sector. (KER 1 & 2) - Municipality of Rau Sadului, as a local authority, will be able to more easily reach small farmers under its jurisdiction. In particular, the Municipality evaluates the possibility of creating a subordinate body capable of providing this package of services at an accessible price in such a way as to promote climate resilience, the local economy is a new income to the municipal budget which can be reinvested in adaptation to climate change. (KER 1 & 2) - SFA Romania, as social finance organization, will support end-users, mainly small and medium size farmers through a integrated package of services - consulting, mentoring and financing (loans or grants) - that will allow an easier access to the package of services (KER 2) and therefore supporting the exploitation of the results. In this regards, SFA will contribute in launching new financial instruments for economic operators for CCA solutions, including green solutions and infrastructure - through the local financial institutions (ex. AFIN IFN S.A. Romania); SFA will also integrate the regional demonstrator into networks / clusters that will bring to projects partners connections and access to the market for the solution implemented within the project. Table 18 - Solutions for restoring mountain meadows simplified characterization table D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 64 5.2.10. Co-creation method for GI strategy development Name of the result GABROVO Demonstrator project 1: Innovative solutions for Green Infrastructure Problem it is solving The Municipality of Gabrovo is located on the terraces of five rivers at the foot of the Balkan Mountain in the North Central Region of Bulgaria. Its area is 555,579 km, encompassing 134 settlements, including the city of Gabrovo, which is the administrative centre and the largest city in the province. Climate change reflects to Gabrovo GI. More than 50% of the municipal territory are forests and one-third of them are included in Nature 2000. There are several important protected areas in the municipal territory, such as the Central Balkan National Park and Natural Park Bulgarka. Both flora and fauna in the municipality get affected by climate-related challenges. Drying season becomes longer. Fires appear more often because of the warmer climate, and many trees died. There are loss of genetic diversity, disruption of species lifecycles, deterioration of habitats, changes in the ecosystem integrity and reduction of the provision of ecosystem service. Gabrovo is known as a Green city, awarded by Green Leaf 2021 award. As a Green city Gabrovo has big green areas and parks. Most of them are irrigated by water from the Water Supply Company. The annual costs for irrigation are large because of the big quantity and price of the consumed water. In addition there are many green territories in the city without irrigation system. End users (« customers ») GI in Gabrovo municipality incl.: existing flora and fauna, local community in the city and rural areas, companies in industrial zones, tourists and visitors in Gabrovo municipality, neighbouring municipalities. Alternative solutions Gabrovo Municipality developed and implemented Green Strategy 2017-2023 but it didn’t include enough adaptation measures against climate change. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 65 In 2021 Gabrovo Municipality developed SECAP till 2030, where new adaptation measures were developed and planned to be implemented. 4 GHG inventories were executed till 2023, and the last one was focused on forests and land. A New GI strategy has to be developed till 2030 in accordance with SECAP 2030. Value proposition A new GI Strategy will be developed, placing the focus on the sustainable use of natural resources and innovative NBS so as to adapt to CC. The new GI Strategy will focus on semi-natural spaces in Gabrovo, such as public parks and gardens, as well as green areas between residential and public buildings. The elaboration of GI Strategy will go through three main stages: Stage 1 - Mapping of the urban green environment and identification of needs for further development/improvement of the green infrastructure (expert-based), GI concept development, incl. preinvestment studies; Stage 2 - Co-development of the GI Strategy with the inclusion of representatives of all relevant stakeholders in Gabrovo, incl. citizens (social innovation), with an Action Plan with concrete measures/projects; and Stage 3 - Implementation of a pilot project (part of the new GI Strategy) focused on improving/expanding the urban green infrastructure through rainwater harvesting for maintaining urban green areas (technological innovation), complemented by tree planting and increasing of permeable green surfaces on the territory of Municipality of Gabrovo. Mapping of the urban green environment and identification of needs for further development/ improvement of the green infrastructure. Solution Development of new GI Strategy in order to adapt to CC. Regeneration of public spaces to create climate resilient neighbourhoods. Tree planting with adaptive to CC species and increasing of permeable green surfaces. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 66 Improving/ expanding the urban green infrastructure through rainwater harvesting for maintaining urban green areas. Better manage water scarcity and impacts of droughts or to better manage water flooding. Digital solutions and services. New public participation method for green strategy development. Solutions for rainwater harvesting for irrigation. Action plan with concrete measures and time schedule. Digital solutions and services. Channels Web, social and local media, awareness-raising events, workshops. Use model Development of GI strategy by taking adaptive to climate change decisions for improving green infrastructure. Public engagement and awareness raising of the general population. Capacity building of the municipal administration. Mapping of GI, feasibility study and pre-design of an innovative solution for development and implementation of a rainwater harvesting system integrating RES. Table 19 - Co-creation method for GI strategy development simplified characterization table D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 67 5.2.11. Rainwater harvesting infrastructure for irrigation of green areas Name of the result GABROVO Demonstrator project 1: Innovative solutions for Green Infrastructure Problem it is solving The Municipality of Gabrovo is located on the terraces of five rivers at the foot of the Balkan Mountain in the North Central Region of Bulgaria. Its area is 555,579 km, encompassing 134 settlements, including the city of Gabrovo, which is the administrative centre and the largest city in the province. Climate change reflects to Gabrovo GI. More than 50% of the municipal territory are forests and one-third of them are included in Nature 2000. There are several important protected areas in the municipal territory, such as the Central Balkan National Park and Natural Park Bulgarka. Both flora and fauna in the municipality get affected by climate-related challenges. Drying season becomes longer. Fires appear more often because of the warmer climate, and many trees died. There are loss of genetic diversity, disruption of species lifecycles, deterioration of habitats, changes in the ecosystem integrity and reduction of the provision of ecosystem service. Gabrovo is known as a Green city, awarded by Green Leaf 2021 award. As a Green city Gabrovo has big green areas and parks. Most of them are irrigated by water from the Water Supply Company. The annual costs for irrigation are large because of the big quantity and price of the consumed water. In addition there are many green territories in the city without irrigation system. End users (« customers ») GI in Gabrovo municipality incl.: existing flora and fauna, local community in the city and rural areas, companies in industrial zones, tourists and visitors in Gabrovo municipality, neighbouring municipalities. Alternative solutions Gabrovo Municipality developed and implemented Green Strategy 2017-2023 but it didn’t include enough adaptation measures against climate change. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 68 In 2021 Gabrovo Municipality developed SECAP till 2030, where new adaptation measures were developed and planned to be implemented. 4 GHG inventories were executed till 2023, and the last one was focused on forests and land. A New GI strategy has to be developed till 2030 in accordance with SECAP 2030. Value proposition A new GI Strategy will be developed, placing the focus on the sustainable use of natural resources and innovative NBS so as to adapt to CC. The new GI Strategy will focus on semi-natural spaces in Gabrovo, such as public parks and gardens, as well as green areas between residential and public buildings. The elaboration of GI Strategy will go through three main stages: Stage 1 - Mapping of the urban green environment and identification of needs for further development/improvement of the green infrastructure (expert-based), GI concept development, incl. preinvestment studies; Stage 2 - Co-development of the GI Strategy with the inclusion of representatives of all relevant stakeholders in Gabrovo, incl. citizens (social innovation), with an Action Plan with concrete measures/projects; and Stage 3 - Implementation of a pilot project (part of the new GI Strategy) focused on improving/expanding the urban green infrastructure through rainwater harvesting for maintaining urban green areas (technological innovation), complemented by tree planting and increasing of permeable green surfaces on the territory of Municipality of Gabrovo. Mapping of the urban green environment and identification of needs for further development/ improvement of the green infrastructure. Solution Development of new GI Strategy in order to adapt to CC. Regeneration of public spaces to create climate resilient neighbourhoods. Tree planting with adaptive to CC species and increasing of permeable green surfaces. D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 69 Improving/ expanding the urban green infrastructure through rainwater harvesting for maintaining urban green areas. Better manage water scarcity and impacts of droughts or to better manage water flooding. Digital solutions and services. New public participation method for green strategy development. Solutions for rainwater harvesting for irrigation. Action plan with concrete measures and time schedule. Digital solutions and services. Channels Web, social and local media, awareness-raising events, workshops. Use model Development of GI strategy by taking adaptive to climate change decisions for improving green infrastructure. Public engagement and awareness raising of the general population. Capacity building of the municipal administration. Mapping of GI, feasibility study and pre-design of an innovative solution for development and implementation of a rainwater harvesting system integrating RES. Table 20 - Rainwater harvesting infrastructure for irrigation of green areas simplified characterization table D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 70 5.2.12. EWMS for climate event monitoring Name of the result GABROVO Demonstrator project 2: Early-Warning and Monitoring System (EWMS) for Risk Management Problem it is solving Up to now Gabrovo Municipality doesn’t have EarlyWarning and Monitoring System (EWMS) for Risk Management. During the last years highly vulnerable to CC-related extreme events appear, such as droughts, floods, heat and cold waves, hurricane winds, forest fires and landslides, affecting citizens, economy as well as biodiversity, land and aquatic ecosystems, water resources, agriculture and forestry. Disaster monitoring, warning and response systems to support decision-making on CCA and risk prevention, has to be developed and implemented. It should allow data collection about natural hazards. Measures for restoration and protection of natural riverbeds should be implemented. Digital solutions and services to better predict, monitor and report on climate events, have to be developed and implemented. End users (« customers ») Local community in the city and rural areas, companies in industrial zones, tourists and visitors in Gabrovo municipality, existing flora and fauna within the territory of the municipality, neighbouring municipalities. Alternative solutions Up to the moment Gabrovo Municipality doesn’t have Early-Warning and Monitoring System to predict extreme events, such as droughts, floods, heat and cold waves, hurricane winds, forest fires and landslides, affecting citizens, economy as well as biodiversity, land and aquatic ecosystems, water resources, agriculture and forestry. Value proposition The ambition of the Municipality of Gabrovo is to establish an effective EWMS for different natural hazards, namely floods, hurricanes and forest fires. Awareness-raising measures and public engagement will be integral elements of this pilot project. The Early-Warning and Monitoring System has to provide different functionalities for real-time data collection and data storage on a separate server. The D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 71 data will be collected by monitoring stations, sensors, thermal imaging cameras and standardized weather station, which will be integrated in one information system with appropriate interface, allowing monitoring, control and risk management, based on more than one working stations. EWMS will allow for: real-time measurements through a number of monitoring stations, announcement of events in real-time, collaboration with the population through a mobile application for data collection/exchange and addressing inquiries in realtime (the list of functionalities is not exhaustive). The implementation will go through three stages: (i) Pre-investment studies and conceptualizing the EWMS, (ii) design of the three components of EWMS - for floods, hurricanes and forest fires, and (iii) awareness raising of the general population and capacity building of the municipal administration. Solution Development and implementation of an early-warning system for monitoring and reporting on natural hazards on the territory of Gabrovo municipality, which will support climate adaptation policy. Early-Warning and Monitoring System will include early-warning systems for prediction of floods, hurricanes and forest fires. That will support the protection of forest resources as well as biodiversity and ecosystems. Channels Web, social and local media, awareness-raising events, workshops. Use model Development of innovative solutions for Early-Warning and Monitoring System. Awareness raising of the general population. Capacity building of the municipal administration. Table 21 - EWMS for climate event monitoring simplified characterization table D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 72 5.2.13. Erdjyagora digital platform for co-creation and decision making on CCA Name of the result Erdjyagora digital platform for co-creation and decision making on CCA Problem it is solving Climate change induces new situations in water supply, necessitating decisions both for daily management and long-term adaptations. Unfortunately, most of the actors do not have essential information about the situation. The Swiss demonstrator has the ambition to provide a new dynamic of decision-making, with more and betterinformed actors and enhanced adoption of resultant solutions. End users (« customers ») Our aim is to engage all the stakeholders involved in water management, to foster decision-making but also implementation of resulting practices: industrials (including energy production), farmers, policy-makers, politicians, tourism leaders, and ordinary citizens. Alternative solutions Water management in the Valais region is based on age-old tradition. Many prevalent practices are based on long-term experience and rules are established at the municipal level. Over the past decades, certain actors, such as energy producers, have gained increasing influence. Although a regional vision has also been developed, its impact has been relatively modest. The awareness for new, better-informed solutions is now rising among all stakeholders. Value proposition Existing practices involve parameters (for instance water quantity and quality), problems and stakeholders mostly in a dissociated way. Our solution aims to provide a comprehensive approach to watershed monitoring, and to provide a common D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 79 5.2.16. Monitoring and Evaluation Tool Monitoring and Evaluation Tool Problem it is solving Identification and documentation of the implementation progress of the sustainability and climate strategy of the Province of the Tyrol End users (« customers ») regional authority – Provincial Government of the Tyrol Alternative solutions There is already a prototype with key indicators but also with a lot of unaddressed issues and gaps. Value proposition Transparency on the 1) degree of implementation of the strategy 2) effectiveness of measures and 3) counteracting measures; Face the requirements of the court of auditors in order to monitor the implementation progress of the strategy. Solution The monitoring and evaluation tool will on the one hand use indicators that describe the progress of measures (RESPRONDE indicators of the regional strategy) and – on the other hand select climate IMPACT indicators that describe changes like heat days etc. Both systems will correspond in order to implement counteracting measures Channels Meetings, workshops Use model New tool to be implemented in the monitoring system of the Province D5.1. SUSTAINABILITY AND EXPLOITATION PLAN 1 80 5.2.17. Prototypes of new consulting modules Prototypes of new consulting modules Problem it is solving Due to climate change, the relevance of the topic of summer overheating/ summer thermal insulation in buildings and indoors is increasing in Tyrol. Various structural and technical measures can regulate the interior temperature of rooms. End users (« customers ») HVAC-planners, architects, homeowners, property developers, plumbers, municipalities, energy consultants Alternative solutions They use the knowledge they have so far… Decisions are made primarily for economic reasons Value proposition Different structural and technical measures to reduce summertime overheating indoors are compared independently using simulations and measurements on the building. The most energy-efficient and economical solutions are to be determined for the various building types. This is done taking into account the current energy policy categorisation. Solution the knowledge developed is disseminated in different ways: Information events, counselling services, brochures, funding recommendations to the federal state/municipal council Channels via the existing network, events, newsletter, website, social media Use model Training, Brochures, information material, website