Support of the Azores' S3 monitoring and evaluation system : final report.
Date: 2025-08-26
Institutions: Directorate-General for Regional and Urban Policy, Sampaio Ramos, António
Subjects: EU regional policy, EU research policy, innovation, regional aid, report, research and development, research infrastructure, smart specialisation, value chain

October 2024 

António Sampaio Ramos 

S3 Community of Practice  

 
 
 
 
 
 
 
 
 
 
 
 
 
 
EUROPEAN COMMISSION 

Directorate-General for Regional and Urban Policy 
Directorate A — Smart and Sustainable Growth and Programme Implementation IV 
Unit G.1 — Smart and Sustainable Growth Unit 

Contact: REGIO G1 – Smart Growth Team 

E-mail:  REGIO-SMART-GROWTH@ec.europa.eu  

European Commission 
B-1049 Brussels

European Commission 
B-1049 Brussels 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Manuscript completed in March 2025 

This document should not be considered as representative of the European Commission’s official position. 

Luxembourg: Publications Office of the European Union, 2025 

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PDF web  ISBN 978-92-68-31136-3 

doi: 10.2776/5688355 

KN-01-25-064-EN-N 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
1.  Executive Summary  _______________________________________________________________________ 1 

a.  Objectives ____________________________________________________________________________________ 1 
Challenges Addressed ___________________________________________________________________________ 1 
b. 
Results _______________________________________________________________________________________ 1 
c. 
Recommendations  _____________________________________________________________________________ 1 
d. 

2.  Introduction and background  _______________________________________________________________ 3 

a. 

i. 

Introduction  __________________________________________________________________________________ 3 

Purpose, scope and objectives of the Targeted Assignment in the Azores Region __________ 3 

ii.  Challenges for the Monitoring and Evaluation of RIS3 in the Azores ____________________ 4 
b.  Methodology __________________________________________________________________________________ 5 

i.  Methodological approach to the Mission _________________________________________ 5 

ii.  Objectives of Target Assignment ________________________________________________ 8 

iii.  Working visits and fieldwork ___________________________________________________ 8 

iv.  Expected results  ____________________________________________________________ 9 

3.  Context of the Azores Innovation Ecosystem within the scope of Monitoring and Evaluation ____________ 10 

a. 
b. 
c. 
d. 

RIS3 Azores 2022-2027: Priority Areas _____________________________________________________________ 10 
RIS3 Azores 2022-2027: Transformational Activities and Line of Action ___________________________________ 11 
RIS3 Azores 2022-2027: The Governance  Approach (Monitoring needs of different Governance bodies)  _______ 12 
RIS3 Azores 2022-2027: Monitoring and Evaluation Analyses  __________________________________________ 14 

i.  RIS3 Azores 2022-2027: Indicators system  _______________________________________ 15 

4.  Framework of reference___________________________________________________________________ 20 

a. 

i. 

Trends and reflections __________________________________________________________________________ 20 

The new paradigms of innovation policy: S3 and societal challenges ___________________ 20 

ii.  Reflection questions - Information as a support for the management of Innovation Policies  21 

iii.  The new models for the dynamics of transformation – trend lines and good practices – State 
of the Art  ____________________________________________________________________ 24 
b.  Digital platforms – Benchmark solutions to the needs of the Azores Region _______________________________ 30 

5.  Key findings and Recommendations _________________________________________________________ 33 

a. 

The monitoring and evaluation System ____________________________________________________________ 33 

i.  Key Findings _______________________________________________________________ 34 

ii.  Recommendations __________________________________________________________ 34 
The Indicator System ___________________________________________________________________________ 34 
b. 

i.  Key Findings _______________________________________________________________ 35 

 
 
ii.  Recommendations __________________________________________________________ 35 
Information Collection  _________________________________________________________________________ 39 
c. 

i.  Key Findings _______________________________________________________________ 39 

ii.  Recommendations __________________________________________________________ 39 
Planning of Monitoring and Evaluation Activities  ____________________________________________________ 42 
d. 

i.  Key Findings _______________________________________________________________ 42 

ii.  Recommendations __________________________________________________________ 42 

6.  Conclusion  _____________________________________________________________________________ 46 

a. 
Final Recommendations ________________________________________________________________________ 46 
b.  Other relevant elements ________________________________________________________________________ 47 

7.  References  _____________________________________________________________________________ 49 

8.  Annexes  _______________________________________________________________________________ 53 

Annex I - Questions for evaluation exercise _________________________________________________________ 53 
a. 
b.  Annex II - Fieldwork Agendas ____________________________________________________________________ 55 

 
 
 
Table 1 Outcome indicators in the field of innovation and knowledge suggested for RIS3 Azores 2022-2027 ..... 16 
Table 2 Suggested economic and sustainable growth indicators for RIS3 Azores 2022-2027 ............................... 17 
Table 3 Suggested output indicators for RIS3 Azores 2022-2027 .......................................................................... 18 
Table 4 List of indicators for monitoring RIS3 Azores 2022-2027 by Size .............................................................. 35 

Figure 1 Methodologic framework of the mission ...................................................................................5 
Figure 2 Priority areas of RIS3 Azores 2022-2027 ................................................................................. 10 
Figure 3 Transformative Matrix ............................................................................................................. 11 
Figure 4 Azores S3 Governance ............................................................................................................. 12 
Figure 5 Emerging digital platform trends shaping M&E ...................................................................... 30 

 
 
 
 
 
 
1. Executive Summary 

The project aims to support and improve the current monitoring and evaluation system by 
designing  a  system  adapted  to  the  specific  characteristics  of  the  intelligent  specialisation 
strategy  and  providing  the  necessary  information  to  address  the  reporting  needs  of  the 
managing authority. 

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The project identified methodologic and technical bottlenecks of the support information to 
manage the Regional Monitoring & Evaluation system 

Alin the Azores RIS3 2022-2027with benchmarking regions to upscale the capacity to 
support a holistic scope over the dynamic of the Azores Ecosystem 

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Governance 
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Entrepreneurial Discovery Process 

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2. Introduction and background 

a.  Introdu

i.  Purpose, scope and objectives of the Targeted Assignment in the Azores Region 

The  main  objective  of  the  Targeted  Assignment  is  to  improve  the  current  monitoring  and 
evaluation system by adapting it to the specific characteristics of the smart specialisation 
strategy and providing the necessary information to address the needs of reporting of the 
managing authority. 

In this context, in line with the proposal of the Monitoring and Evaluation Model of the RIS3 
Azores, the process is dynamic and should welcome recommendations to review the current 
system and identify opportunities for improvement. This work should follow the guidelines 
for better regulation and European best practices, including the design of new indicators and 
the use of appropriate analytical methods.     

In this respect, the Targeted assignment guidelines should provide: 

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The recommendations for the methodological framework of evaluation should be sufficiently 
detailed to allow the Regional Directorate of Science and Technology of the Azores to use it in 
the context of the competition process to select independent evaluators.    

The work took place between May and November 2024, involving two visits to the region to 
articulate with stakeholders and with the governance structures of RIS3 Azores 2022-2027. 

ii.  Challenges for the Monitoring and Evaluation of RIS3 in the Azores 

The  Azores  region  faces  the  challenge  of  having  a  relatively  low-maturity  and  small-scale 
Research  and  Innovation  system.  In  this  context,  the  region  aims  to  foster  the  innovative 
potential of local companies and build more robust and innovative value chains.  

The  progress  and  results  of  Smart  Specialisation  Strategy  interventions  are  currently 
monitored  with  the  set  of  common  indicators  used  for  the  monitoring  of  ERDF  funding. 
However,  to  monitor  the  implementation  of  the  smart  specialisation  strategy  and  decision 
support,  a  monitoring  system  adapted  to  the  strategy  is  needed,  complemented  by  an 
adapted evaluation system.       

It is also relevant to note that the Azores Regional Programme 2021-2027, within the scope 
of Specific Objective 1.1, includes the following commitment linked to the implementation of 
RIS3 and its monitoring system: 

"Investment  in  R&I  infrastructure  should  also  be  in  line  with  RIS3,  and  the 
identification of investment priorities for R&I infrastructure should be the result of the 
regular business discovery process and other RIS3 governance arrangements and this 
process should be properly documented." 

In this context, this Targeted Assignment also seeks to support the managing authority in 
setting  up  a  monitoring  system,  including  a  feedback  mechanism,  to  contribute  to  the 
successful fulfilment of this commitment. 

 
 
 
 
 
 
 
 
 
i.  Methodological approach to the Mission 

Figure 1 Methodologic framework of the mission 

The methodology proposed three dimensions of mechanisms for collecting information 
and sharing solutions: document analysis, study visits, and stakeholder interviews. 

a)  Document analysis: 

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From the documentary analysis, we can extract some key ideas: 

The  diagnostic  dimension  of  RIS3  Azores  2022-2027  clearly  and  pertinently  identifies  the 
critical issues for the ecosystem:  
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Concerning  these  dimensions,  the  mid-term  evaluation  of  the  Azores  2020  Operational 
Programme  about  the  innovation  ecosystem  highlights  the  following  conclusions,  which 
should influence the management of the new programme: 
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The  cross-reading  of  these  and  other  documents,  validated  in  the  interviews  with 
stakeholders, stimulates an approach to the monitoring system in at least three dimensions:  
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b)  Study visit 

As established in the Targeted Assignments programming, the visit to the territory allowed us 
to  meet  and  contact  the  entities  and  management  bodies  of  RIS3  Azores  2022-20271,  to 
stimulate debate and identify the needs and potential for improvement of the Evaluation and 
Monitoring model. The views also allowed us to learn more about the technological hubs in 
operation and their dynamics, as well as relevant elements of the regional ecosystem. 

c)   Stakeholder interviews 

As  proposed  in  the  Targeted  assignments  methodology,  the  interviews  with  a  relevant 
selection of stakeholders and the approaches to the representatives of the RIS3 governance 
bodies enabled an analysis of the three  identified dimensions, with a direct impact on the 
Monitoring and Evaluation mechanisms, mainly focusing on the mobilisation of information 
to support decision-making and management: 

1.  A Strategic Approach 

The interviews look for evidence of the role to be played by the indicator system, whether in 
reporting issues related to the programme's different life cycles or in the decision support, 
evaluation, and management process.  

The approach to the different stakeholders showed a very distinct sensitivity to the role and 
relevance of monitoring and evaluation systems. 

2.  An Operational Approach 

The interviews seek evidence of using process and performance monitoring tools. The current 
indicators approved in the strategy mainly serve the proposed reporting to the  Programme 
and are supported by indicators of achievement and results associated with operations.  

Generally, the Managing Authority and Beneficiaries are comfortable with the process, and 
this  database  meets  the  regulatory  requirements.  However,  we  have  broader  concerns 
within the scope of the competences of the Regional Directorate of Science, Innovation and 

 
 
 
 
 
 
 
 
 
 
Development  (cumulatively  with  the  responsibility  for  managing  the  Smart  Specialisation 
Strategy and the dynamic of Research and Innovation ecosystem).  

In this context, the monitoring of the performance of the process, should mobilize indicators 
wider than the RIS3 Strategy. The system need context indicators that support the Science 
Policy for the performance of the region in the context of science and innovation, and the 
resulting impacts are justified in finding mechanisms to strengthen support for the process.  

This dimension gains particular relevance in the context of strengthening the areas covered 
by the new RIS3 and in the concerns of incorporating the transformative effects guided by the 
sustainability dimensions of the SDG.s 

ii.  Objectives of Target Assignment 

As  established,  this  Targeted  Assignment's  objective  is  to  support  the  Azores  Region  in 
strengthening the regional innovation system by identifying and designing a Monitoring and 
Evaluation system. 

In this context, the visit focused on the following aspects: 
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iii.  Working visits and fieldwork 

In line with the objectives set at the Targeted assignment's kick-off meeting, two working visits 
to the Region were scheduled and completed. The first visit took place from July 8th to 10th2 
and the secund one, between September 19 to 20. 

Given the needs and constraints of the Monitoring and Evaluation system, the objective was 
to listen to the representatives of the quadruple helix of the RIS3 Azores ecosystem. 

2 Fild work Agenda – Anex I 

 
 
 
 
 
 
The meetings followed a structured interview script and aimed to stimulate the dynamics of 
actors in three dimensions of information: 

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Based  on  the  information  collected  and  the  analysis  of  documents  and  instruments  of  the 
Azores 2030 ecosystem, conclusions and recommendations have been produced that support 
the Targeted assignment's report.     

iv.  Expected results 

The  requirements  of  the  Targeted  Assignment  point  to  the  collection  of  evidence  that 
supports the delivery of the following results: 

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3. Context  of  the  Azores  Innovation  Ecosystem 
within the scope of Monitoring and Evaluation 

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Figure 2 Priority areas of RIS3 Azores 2022-2027

 
 
 
 
 
 
 
 
 
 
 
 
 
 
Figure 3 Transformative Matrix 

 
 
 
 
 
 
According to the approved strategy, the Governance model has the following bodies (Figure 
3), with different need in terms of Monitoring and Evaluation support (focus of this Targeted 
Assignment): 

Figure 4 Azores S3 Governance 

Coordinating Committee 

The Coordinating Committee will be the body that will oversee, direct, and coordinate the 
implementation process of RIS3 Azores. In this framework, its indicative competences will be 
as follows: 
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Smart Specialisation Advice 

The Council will have an advisory role, playing a crucial function as a forum for reflection on 
the regional research and innovation ecosystem. Indicatively, this body will have the following 
powers: 
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Operational Management and Monitoring Unit 

The Operational Unit is the body that should be entrusted with the day-to-day operational 
management  of  the  implementation  of  RIS3  Azores,  so  it  should  be  given  the  necessary 
executive  powers  that  allow  it  to  advise  the  Commission  in  the  conduct  of  the  process 
correctly. Among its indicative responsibilities, the following stand out: 
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Interdepartmental Nucleus 

Liaising  between  the  executive  bodies  and  the  Working  Groups,  the  Interdepartmental 
Nucleus  has  the  primary  function  of  coordinating  the  activities  of  the  Working  Groups.  Its 
main indicative competences are defined as the following: 

 
 
 
 
 
 
 
 
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Thematic Working Groups 

The Working Groups have a thematic nature and are organised according to the five priority 
areas - Agriculture and Agroindustry, Sea and Blue Growth, Tourism and Heritage, Space and 
Data  Science,  and  Health  -  and,  eventually,  to  other  areas  considered  relevant  for  the 
implementation  of  the  Strategy,  whether  or  not  they  fall  within  the  group  of  cross-cutting 
areas considered in RIS3 Azores. These thematic groups  will continue to play a critical role in 
the  continuous  entrepreneurial  discovery  process,  in  the  constant  contribution  of  current 
elements that allow the permanent adaptation of the Strategy to the context of action, and in 
the  broad  mobilisation  of  relevant  entities  with  a  view  to  their  involvement  in  large-scale 
projects. The following is suggested as their indicative competences: 
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In  this  context,  the  governance  support  system  must  be  flexible,  efficient  to  anticipate 
reaction times, and adjusted to qualitative and temporal needs. It must ensure operational 
capacity  to  support  such  diverse  needs  and  responsibilities.  This  approach  can  only  be 
achieved  with  a  relevant  degree  of  autonomy  in  access  to  information  (namely  detailed 
information on operations (approved and unapproved in Science,  Innovation and Business) 
residing in the Managing Authority's system. 

 
 
 
 
 
 
 
 
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i.  RIS3 Azores 2022-2027: Indicators system 

Following  the  logic  of  the  scope  of  the  Monitoring  process,  the  RIS3  Azores  2022-2027 
proposed indicators should fit into two distinct typologies: 
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The result indicators, by reason of their nature and scope, have a set of characteristics that 
should be highlighted prior to their definition in the context of RIS3 of the Azores: 

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The  selection  of  outcome  indicators  (make  by  the  RIS3  Azores  Strategy)  it’s  based  on  the 
suggestions  and  guidance  provided  in  this  respect  by  a  wide  range  of  relevant  sources, 
documents and initiatives and databases. The outcome  indicators proposed in the following 
tables,  for  example,  constitute  a  selection  that  will  allow  the  RAA  to  have  an  idea,  albeit 
indirect,  of  the  aggregate  impact  of  the  implementation  of  RIS3  Azores  2022-2027  on  the 
territory.  
According  with  the  text  of  RIS3  Azores  (the  number  of  indicators  to  be  included  in  the 
monitoring  and  evaluation  process  may  be  extended  or  reduced  according  to  the  sources 
available. It is suggested that these indicators be measured on an annual basis, in order to 
understand the actual impacts of the Strategy on the territory. 

Table 1 Outcome indicators in the field of innovation and knowledge suggested for RIS3 Azores 2022-2027 

 
 
 
 
 
It  should  be  noted  that  the  behaviour  of  the  indicators  suggested  in  these  documents  is 
subject to a very wide range of variables and influences. It should be borne in mind that the 
behaviour of the indicators suggested in these documents is subject to a very wide range of 
variables  and  influences,  which  makes  it  difficult  to  measure  the  effective  impact  of  RIS3. 
However, the use of these indicators substantially facilitates the work of data collection and 
analysis and brings the added value of enabling the comparison of the performance of the 
AAR  with  other  regions  –  at  national  and  European  level  –  also  ultimately  allowing  the 
comparative assessment of the effectiveness of the archipelago’s RIS3. 

Table 2 Suggested economic and sustainable growth indicators for RIS3 Azores 2022-2027 

 
 
 
 
 
 
Output indicators, in turn, must respect three essential characteristics, namely: 

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In this context, the indicators of achievement suggested should be measured either in global 
terms (GL), or by priority area (PA) and by line of action (LA), allowing to accurately assess the 
degree of aggregate and thematic/matrix achievement of the proposed Strategy. 

Table 3 Suggested output indicators for RIS3 Azores 2022-2027 

 
 
 
 
 
 
In  this  context  (with  a  large  suggestion  list  of  indicators),  the  target    Assignment,  should 
reflect and recommend guid lines to the Monitoring system and Indicators set. 

 
 
 
 
 
 
 
 
As  outlined  in  the  Targeted  assignment's  plan,  we  aim  to  frame  the  proposals  and 
recommendations based on an analysis of European best practices, seeking, where relevant, 
to adapt lessons, indicators, and solutions. This approach is intended to guide future efforts 
and priorities for enhancing the Monitoring and Evaluation system. 

a.  Trends and reflections     

i.  The new paradigms of innovation policy: S3 and societal challenges 

 
 
 
 
 
 
 
ii.  Reflection questions - Information as a support for the management of Innovation 

Policies   

 
 
 
 
 
 
 
 
 
 
According to Fuster Martí et al (2020), the S3 monitoring process faces several constraints: 
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This context subordinates the interests of interinstitutional interoperability in collecting and 
processing information in complete transparency in the adoption of open data platforms that 
systematise  information,  meeting  the  needs  of  its  various  stakeholders.  Examples  are  the 
RIS3CAT  monitoring  platform  (RIS3-MCAT  Platform),  from  RIS3  Emilia-Romagna,  in  the 
Smart Monitor of the Portuguese ENEI. Each has its own balance between specificities in the 
qualitative/quantitative approach and resource intensity that meets technological complexity.  

Thus, it is evident that the creation of an effective monitoring and evaluation system for the 
Azores  2030  Smart  Specialisation  Strategy  requires  a  methodological  approach  that 
considers  the  complexity  and  specificity  of  the  regional  context,  particularly  on  the 
following dimensions/issues: 

1.  Definition  of  metrics:  What  are  the  most  critical  KPIs  to  measure  the  results  and 
impact  of  RIS3  Azores  (including  Regional  or  sectoral  positioning)  and  international 
cooperation activities?  

2.  Analysis  and  Interpretation:  What  methods  and  tools  are  needed  to  analyse  the 

collected data and obtain meaningful insights? 

3.  Reporting and Communication: What are the best practices for reporting that increase 

clarity, transparency, and accessibility for all stakeholders? 

4.  Reflexivity: What mechanisms should be in place to facilitate timely adjustments to 

the strategy based on emerging data and knowledge? 

5.  Transparency and accessibility: How can the results and status of the RIS3 strategy be 

made accessible to the public and relevant stakeholders? 

6.  Stakeholder  engagement:  How  can  the  various  stakeholder  groups  be  effectively 

involved in ongoing M&A processes? 

iii.  The new models for the dynamics of transformation – trend lines and good practices – 

State of the Art    

 
 
 
 
 
 
The  adoption  of  Mission-driven  policies,  therefore,  involves  a  degree  of  uncertainty  and 
contestation,  as  different  stakeholders  –  which  include  governments,  industries  and  civil 
society – often have divergent views on the problems to be prioritised and the solutions to be 
implemented. These divergences reflect the diversity of scientific bases and rationalities that 
underpin the various policy approaches, with successes measured in equally varied ways, such 
as the advancement of knowledge, societal impact, or the transformation of socio-technical 
systems. The complexity lies not only in the interactions between these traditions but also in 
the challenges of coordinating actions across strategic, programmatic, implementation, and 
performance  policy  arenas,  which  often  operate  with  different  logics  and  temporalities, 
making the implementation of innovation policies an intrinsically multifaceted task subject to 
ongoing tensions (Janssen et al., 2023). 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
However,  this  implies  that  monitoring  and  evaluation  need  to  evolve  from  traditional 
approaches  to  outcomes  to  focus  on  continuous  feedback  loops,  focusing  on  policies' 
evolution and gradual impact (Boni et al., 2022). Formative evaluation emerges as a critical 
tool  in  this  context,  providing  policymakers  and  implementers  with  a  way  to  adjust  and 
improve their strategies over time. In the future, as suggested by (Molas-Gallart et al., 2021),  
monitoring the Framework Programmes should focus on "Transformative Outcomes" that 
unfold in  the long  term.  This will  allow  assessments  to  provide  real-time  information on 
how  policies  shape  socio-economic  and  technological  transitions  rather  than  simply 
measuring  static  impacts.  Adaptation  will  be  a  central  feature,  ensuring  policies  remain 
relevant in an environment of uncertainty and rapid change. As exposed by Boni et al. (2022), 
monitoring and evaluation should create safe spaces for knowledge transfer and learning 
between different actors, promoting trust-building and mutual collaboration. The role of the 
evaluator will transcend the simple measurement of results,  requiring a reflective posture 
that values the inclusion and active participation of all stakeholders. 

 
 
 
 
 
In summary, the trend lines for monitoring and evaluating innovation policies subscribe to the 
five principles described by Reid et al. (2023): 
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In the context of the framework reflexion, and the allied with fieldwork information. We bring 
some  benchmarking  approach  for  digital  solution  that  support  the  M&E  of  smart 
specialization, how can bring good practices to Azores process. 
 Examples  of  digital  platforms  subordinated  to  monitoring  and  evaluating  smart 
specialisation strategies.  

Figure 5 Emerging digital platform trends shaping M&E 

through 

indicators, 

ENEI 2020 – Smart Monitor: Smart Monitor is the digital monitoring and evaluation platform 
within the scope of the National Strategy for Smart Specialisation (ENEI) 2030. Developed as 
an  innovative  tool,  Smart  Monitor  aims  to  consolidate  real-time  information  on  the 
implementation  of  ENEI  2030.  This  interactive  platform  offers  a  battery  of  automatically 
interoperability  with  primary  sources,  presenting  a 
updated 
comprehensive overview of the dynamics of innovation and smart specialisation in Portugal. 
The combination of quantitative and qualitative analyses facilitates the clear visualisation of 
the main results, structured in a classic model of dimensions based on the Theory of Change, 
always  linked  to  primary  data  sources.  This  system  integrates  data  from  official  statistical 
sources and allows monitoring both the instruments and immediate results and the structural 
and long-term impacts, such as economic growth, the creation of qualified jobs and alignment 
with  the  Sustainable  Development  Goals.  Smart  Monitor  reinforces  the  importance  of 
continuous  monitoring  and  stakeholder  engagement,  visually  representing  the  results  and 
recommendations  of  entrepreneurial  discovery  processes.  In  addition,  it  adopts  a  low-
complexity technological solution that minimises the consumption of resources in the public 
sector.  This  efficiency  is  achieved  through  integration  with  Power  BI,  which  extends  the 

 
 
 
 
 
 
 
 
 
 
functionalities of  the  existing  technology  transfer  platform, functioning  as  a  single  point  of 
access. 

RIS3  Emilia-Romagna  - Piattaforma  di  Monitoraggio  S3:  RIS3  Emilia-Romagna  (2021-2027) 
reflects global and regional challenges, such as sustainability, digitalisation, social inclusion, 
well-being, and security, in line with the Sustainable Development Goals (SDGs) of the 2030 
Agenda. Piattaforma di Monitoraggio S3 is an essential tool for the continuous monitoring of 
RIS3 projects and initiatives, offering a comprehensive view of research and innovation data 
in  the  region.  The  platform  integrates  both  quantitative  and  qualitative  data,  allowing  the 
monitoring of the implementation of the strategy and the evaluation of its long-term impacts. 
The  platform  is  structured  with  a  wide  range  of  indicators  that  allow  the  monitoring  of 
innovation projects in various sectoral areas, through an interactive interface, it is possible to 
visualise data on priority specialisations and intersectoral technological challenges, facilitating 
comparative  analysis  and  the  identification  of  patterns  and  opportunities  for  growth.  The 
granularity  of  information  reaches  the  level  of  each  funded  project  and  through  semantic 
similarity maps, it is possible to identify similar projects and explore collaborations throughout 
the region. In addition, its features support open data, allowing users to obtain personalised 
datasets based on their specific interests or needs, through SPARQL queries. 

RIS3CAT  –  RIS3MCAT  Platform:  The  RIS3MCAT  Platform  not  only  maps  and  monitors  R&D 
projects in Catalonia, but is also aligned with the goals of the 2030 RIS3CAT, which aims to 
address  local  challenges  and  facilitate  a  triple  transition,  in  line  with  the  Sustainable 
Development  Goals.  The  monitoring  system  combines  various  sources  of  information  and 
types of analysis, allowing a deeper understanding of how Catalan innovation is supporting 
the  creation  of  sustainable  value  chains,  new  business  models  and  the  transformation  of 
socio-technical systems. The platform offers customised indicators that reflect the impact of 
projects not only based on statistical data, but also through surveys, technology prospecting 
reports  and  semi-structured  data.  These  indicators  are  obtained  from  different  sources, 
including initiatives by the EU and the Generalitat de Catalunya, to understand how innovation 
is promoting a fairer, more resilient and sustainable model. Since 2017, the platform has gone 
through several phases of development, with participatory reviews and the incorporation of 
automatic  classifiers  based  on  deep  learning  and  topic  modelling  for  project  analysis.  The 
platform  has  also  been  adapted  to  the  new  RIS3CAT  2030  framework,  allowing  for  a 
sophisticated visualisation of collaboration networks, both international and interregional. In 
addition, RIS3CAT has explored innovative methodologies, such as systems mapping and the 
use of formative and transformative outcomes assessment frameworks  to capture qualitative 
data from the entrepreneurial discovery process. These methodologies are being tested in co-
creation environments with stakeholders, also exploring the possibility of data lakes and new 

 
 
 
 
 
 
 
methodological 
procurement of innovation. 

frameworks 

for  collective 

transformation 

initiatives,  using  public 

It is in this context that the new models for transformation dynamics offer an opportunity 
for  RIS3  Azores  to  improve  the  current  monitoring  and  evaluation  system  by  designing  a 
system adapted to its specific characteristics, leveraging its strengths, namely: 
"In  the  Azores,  the  governance  system  benefits  from  its  significant  political  autonomy, 
enabling comprehensive execution of regional policy and S3. The elevation of S3 to the  vice 
presidency  signifies  its  growing  importance,  complemented  by  an  expanded  management 
team.  This  team,  with  its  cross-departmental  structure,  draws  from  varied  departments, 
potentially enhancing policy coordination. Moreover, the Azores' active participation in the EU 
initiatives,  like  regional  innovation  partnerships,  integrates  it  into  European  innovation 
networks, fostering transformative discussions for S3" (Almeida & Lipinska, 2023). 

 
 
 
 
 
 
 
5. Key findings and Recommendations  

•  

•  

•  

•  

This  is  demonstrated  by  its  essential  questions  oriented  towards  the  reflexivity  and 
pragmatism of the system (Table 56 of the RIS3 Azores 2022-2027):  

3 1- Integrate the evaluation; 2- Adopt formative, developmental, and realistic evaluation practices, including a flexible theory of change, 
real-time observations, and participatory techniques; 3 - Ensure that iterative and reflective monitoring is used to support ongoing learning 
and change processes (at project, program and policy level); 4 - Combine a hybrid model of analytical methods and approaches to gather 
information and analyze changes over different time periods; 5 - Use a niche approach to evaluate various levels of transformative initiatives. 

 
 
 
 
 
 
 
 
 
 
The analysis reveals that while RIS3 Azores has established some foundational principles for 
monitoring and evaluation, there are clear gaps in its intervention logic. The current system 
lacks  a  cohesive  and  detailed  logical  framework that  connects  the  various  elements  of  the 
strategy, such as inputs, activities, outputs, outcomes, and impacts, with external factors and 
assumptions explicitly mapped. This absence makes it challenging to ensure the evaluation 
processes effectiveness and adaptability. 

What: We proposed a shift towards a classical logical model of the Theory of Change highlights 
the need to structure and interconnect these elements systematically.  
Why:  Such  a  model  would  facilitate  better  identification  and  tracking  of  the  causal 
it  would  allow  for 
relationships  between  interventions  and  outcomes.  Additionally, 
incorporating  external  factors  –  such  as  market  dynamics,  policy  changes,  or  stakeholder 
behaviour – that might influence the success of the strategy. 
How:  A  bottom-up  approach,  rooted  in  the  active  involvement  of  working  groups,  would 
support the concrete definition of roadmaps for activities and instruments.  

This method would ensure that the strategy is not only responsive to local contexts but also 
equipped  with  actionable  plans  that  align  with  regional  goals  and  priorities.  However,  at 
present, the system seems to lack sufficient detail and operational guidance in these areas, 
undermining its potential to support strategic learning and adaptive management effectively.  

4 It is important benefit from the development of methodological fiches, already prepared for the ERDF/ESF 
programme  indicators  namely  :  COMMISSION  STAFF  WORKING  DOCUMENT  Performance,  monitoring  and 
evaluation of the European Regional Development Fund, the Cohesion Fund and the Just Transition Fund in 2021-
2027 (CEU  10704/21) 

 
 
 
 
 
 
 
 
 
We  recommend  the  following  input,  output,  outcome  and  impact  indicators  for 
monitoring  the  implementation  of  the  instruments  (ensuring  regular  reporting)  for  an 
automated collection to minimise the expenditure on human resources and allow agility and 
a global view of the progress of the implementation of the initiatives. 

Table 4 List of indicators for monitoring RIS3 Azores 2022-2027 by Size 

Dimension 
Input 
Input 

Applications (number) 
Total investment mobilised (value) 

Indicator 

Input 
Input 
Input 

ERDF investment mobilised (value) 
Private investment mobilised (value) 
Investment mobilised by relevant Investment Priority (value) 

Output 

Approved projects (number) 

Output 

Projects started (number) 

5"The selection of output indicators will be based on the suggestions and guidelines presented in this regard by a 
wide range of sources, documents and initiatives and relevant databases at this level. In addition to being based 
on the European Commission's Recommendations for the Monitoring and Evaluation of the ERDF and Cohesion 
Fund,  it  is  based  on  indicators  from  the  regional  and  national  statistical  systems,  Eurostat,  the  Regional 
Innovation  Scoreboard,  the  European  Innovation  Scoreboard,  the  Community  Innovation  Scoreboard,  among 
others. In addition, it is also anchored in the practice of other European regions that are at a more advanced 
stage of their implementation and evaluation process, as is the case of RIS3 Catalonia". 

 
 
 
 
 
 
 
 
 
 
 
Output 

Ongoing projects (number) 

Output 

Completed projects (number) 

Output 

Companies supported (number) 

Output 

Azores Scientific and Technologic System (SCTA) entities supported (number) 

Output 

Other entities supported (number) 

Output 

Collaborations between companies and SCTA entities (number) 

Output 

New jobs created under the supported RIS3 projects (number) 

Output 

New skilled jobs created under the supported RIS3 projects (number) 

Output 

New green jobs (number) 

Output 

Physical execution of projects approved under RIS3 Azores (%) 

Output 

Financial execution of projects approved under RIS3 Azores (%) 

Outcome 

R&D expenditure (% of GDP) 

Outcome 

Percentage of turnover of new products (%) 

Outcome 

Percentage of SMEs that have adopted product or process innovations (%) 

Outcome 

Employment in high value-added sectors (%) 

Outcome 

Export of knowledge-intensive services (%) 

Outcome 

GDP growth (by domain) 

Outcome 

Added value for an employee (by domain) 

Outcome 

Number of employees (by domain) 

Outcome 

Turnover (by domain) 

Outcome 

Investment (by domain) 

Outcome 

Exports of products and services (by domain) 

Impact 

Regional Innovation Scoreboard 

Impact 

Impact 

Impact 

Human Development Index 

Regional Social Progress Index 

Gini Index 

•  

 
 
 
 
 
•  

•  

•  

A final note on input indicators is related categorising priority areas. This can happen in two 
ways. The first happens a priori, manually assigned at the time of the project application – 
to one or more priority domains in order of relationship  – and can be categorised by the 
candidate  and/or  the  evaluator.  The  second  is  carried  out  a  posteriori,  i.e.  if  there  is  no 
association of an application to one or more areas at the application evaluation stage or if 
there is an interest in reorganising previous Framework Programme projects to the updated 
priority areas.  

 
 
 
 
 
 
•  

•  

•  

•  

•  

•  

In this logic, each priority area can also be monitored by indicators that give it an overview of 
progress, provided that work is done to match priorities to NACE codes. The following are the 
six indicators corresponding to areas: 
•  

•  

•  

•  

•  

•  

 
 
 
 
 
he progress and results of Smart Specialisation Strategy interventions are 
currently  monitored  with  the  set  of  common  indicators  used  for  the  monitoring  of  ERDF 
funding.  However,  to  monitor  the  implementation  of  the  smart  specialisation  strategy  and 
decision  support,  we  need  a  monitoring  system  adapted  to  the  strategy  is  needed, 
complemented by an adapted evaluation system.       

 
 
 
 
 
 
 
 
It  institutionalises  a  tailor-made  diagnostic  platform  to  describe  regional  companies' 
innovation  levels,  analyse  how  and  why  companies  develop  their  innovation  processes, 
identify  the  main  emerging  trends  and/or  obstacles  to  innovation,  and  observe 
organisational differences between innovative and non-innovative companies.  

•  

•  

•  

•  

 
 
 
 
 
 
 
 
 
 
•  

•  

•  

•  

n terms of types of activities, the following are suggested:  

 
 
 
 
 
 
 
 
 
 
 
 
 
2. 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
3. 

4. 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
6. Conclusion 

In this context, some final recommendation. 

It is evident that the creation of an effective monitoring and evaluation system for the Azores 
Smart Specialisation Strategy 2022-2027 requires a methodological approach that considers 
the  complexity  and  specificity  of  the  regional  context,  particularly  on  the  following 
dimensions/issues: 

 
 
 
 
 
 
 
 
 
 
 
•  

•  

•  

•  

•  

•  

•  

•  

•  

•  

•  

 
 
 
 
 
 
 
 
•  

•  

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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Annexes 

Proposals: 

Efficiency Criteria 

EQ1. Are the processes of application, analysis and selection of projects and contracting the 
most appropriate for achieving the objectives of RIS3 Azores?  

EQ2.  Has  the  monitoring  system  allowed  decision  support  to  adjust  the  mechanisms  of 
demand dynamics? (SEQ - opening of thematic notices, calendars adjusted to the innovation 
cycle, systems adjusted to transformative agendas). 

EQ3. What is the adequacy and influence of the governance model in its implementation?  

EQ4.  Has  the  monitoring  and  evaluation  system  been  able  to  highlight  and  support  the 
decision  in  response  to  the  sustainable  development  goals?  (SEQ  –  positive  breakdown  of 
aligned projects, incentive mechanisms for strengthening contributions to the SDGs). 

Effectiveness Criteria 

EQ5. How is RIS3 Azores contributing to fulfilling regional objectives and targets in research, 
development and innovation (RD&I)? What are the main critical factors/bottlenecks? (SEQ – 
Does the monitoring system allow a report to all bodies of the governance model to support 
the decision?). 

EQA6. Is RIS3 able to drive the right environments for entrepreneurial discovery? What are 
the  critical  success  factors/main  obstacles?  (SEQ  –  The  Monitoring  and  Evaluation  model 
ensures the granularity of information necessary to sustain demand dynamism and decision 
support  information  and  reinforces  the  culture  and  organisational  capacity  of  the  entities 
involved...).  

 
 
 
 
 
 
 
Relevance Criteria 

EQ7. Are the thematic areas and strategic priorities defined relevant to the Azores' economic 
transformation process based on the region's research and innovation activities? (SEQ – does 
the  Monitoring  system  ensure  reporting  capacity  with  adequate  detail  for  evaluating  his 
transformation?). 

EQ8.  Assess  the  adequacy  of  the  architecture  and  dynamics  of  permanent  construction 
(adaptation) of RIS3, namely from the point of view of creating innovation ecosystems and 
strengthening value chains. 

EQ9.  Do  the  management  mechanisms  of  RIS3  Azores  (information,  promotion  and 
dissemination, training of public entities and interface canters, follow-up and monitoring, etc.) 
facilitate the fulfilment of its objectives? 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
With the following agenda: 

DAY 8 July 2024 - São Miguel Science and Technology Park (NONAGON) 

09:00 – 09:15h - Reception and welcome 

▪ Flávio Tiago - Regional Director of Science, Innovation and Development 

09:15 – 10:45h - Monitoring at RIS3 Azores   

▪ Meeting with the Operational Management and Monitoring Unit 

11:00 – 12:30h-  Meeting with Stakeholders 4H (Academy) - Stakeholders Academy: UAc; FGF, UI&D 

2:30 – 4:30h  – Meeting with the Intermediary Body 

DAY 9 July 2024 - São Miguel Science and Technology Park (NONAGON) 

09:30 – 11:30h - Meeting with Stakeholders 4H (Interface entities + Companies + Society) 

DAY 10 July 2024 - Science and Technology Park of Terceira (TERINOV) 

10:00 – 11:00 - Meeting with UI&D (UAc Terceira Campus) 

11:00 – 12:30h - Stakeholder meeting 4H (Terinov, CCAH, Aircentre) 
14:00 – 15:30h - Meeting of the Managing Authority 

The visits involved the following participants: 

8th July 2024 

Flávio Tiago 

Fábio Vieira 

Ana Cristina Pereira 

Jorge Pereira 

João Gregório 

Francisco Pinto 

Sara Pavão 

Margarida Teixeira 

 Ana Cristina Costa 

Matilde 

Lúcia Cládio 

DRCID – Director  

DRCID – Head of Unit 

DRCID – Operational Unit 

DRCID – Operational Unit 

DRCID – Operational Unit 

DRCID – Operational Unit 

DRCID – Intermediary Body 

DRCID – Intermediary Body 

CIBIO-Azores 

Gaspar Frutuoso Foundation 

Gaspar Frutuoso Foundation 

 
 
 
 
 
 
 
 
 
Gonçalo Goular 

Maria Teresa Tiago 

José Cascalho 

Débora Estima 

9th July 2024 

Gaspar Frutuoso Foundation 

CEEAplA – University/ID 

IS2E – University/ID 

UAc – University/Science and Innovation Unit 

Ana Cristina Pereira 

DRCID – Operational Unit 

 Teresa Ferreira 

Guilherme Silva 

Nuno Miranda 

10th July 2024 

Flávio Tiago 

NONAGON/ Technology Transfer Unit 

FINANÇOR / PRIVATE SECTOR 

MARQUES/Private Sector 

DRCID – Director 

Ana Cristina Pereira 

DRCID - Operational Unit 

Joana Ramos 

Célia Silva 

Alfredo Borba 

Duarte Mendonça 

Duarte Pimentel 

Pedro Silva 

Natalia Ospina 

Luís Marcos 

Nuno Melo Alves 

Expert 

IITAA – University/ID 

IITAA – University/ID 

IITAA – University/ID 

CBA – University/ID 

TERINOV/Technology Transfer Unit 

AIRCENTER – ID 

AIRCENTER – ID 

DRPFE - Managing Authority 

DRPFE - President of the Azores 2030 Managing 
Authority 

António Ramos 

 
 
 
 
 
 
 
In person 

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