Integrated Cross-Sectorial Plan of Tirana-Durres Area

problems, to run R & D, or to develop
programs where all products and information
will be available throughout the country.
These centres can help firms determine
which training programs are more in need
of teaching, technological development
and industry-related information. They can
provide and develop access to the region for
social groups excluded from educational
opportunities.
Role 11: Promoting innovation and
entrepreneurship
Innovation and entrepreneurship are the
engines of promoting economic development
and growth of the cluster. Most of these
groups are formed by former entrepreneurial
employees of existing employers, following
the expansion of the supply chain and new
market potential, or in response to lower
performance of existing companies. Cluster
development policies should encourage these
groups that are vital to the renewal of cluster
primary resources.
Innovation, as well as entrepreneurship, are
heavily influenced by the region’s educational
processes and cultural norms. They can
be improved by intentional support policies
designed by the government focusing on
young entrepreneurs who serve as catalysts
in its dissemination.
Role 12: Ensuring platform support at
national level and seeking EU funds for
cluster development
Only a small number of clusters can provide
sufficient income from membership fees,
almost all others are constantly seeking
funding to support their respective activities.
International, national or regional support is
crucial to many of these collaborative groups.
By helping them to identify and provide
funding each year, governance can give
clusters the necessary support to have a safe
place in the global economy. It is suggested
to develop financial and legal packages that
promote these clusters and networks.
Role 13: Creating funding mechanisms
New and innovative ideas that arise from
networking are the main factors to develop
business creation and expansion.
Therefore, the most important cluster
development strategies should be based
on research and innovation cooperation
networks. Embryonic clusters include many
new and potential entrepreneurs, relying
on cluster-oriented investment needs,
ranging from capital base and product
development funds, to capital for new
ventures, for interconnecting networks and
wider horizontal reach out of participating
firms. Government support can be secured by
setting up funding mechanisms, by designing
policies with minimal bureaucracy based on
promoting product chain development as well
as on branding and marketing strategies.
Funding schemes should be developed in
such a way as to encourage decision-making
roles in cluster management boards.
Role 14: Allocating investments to maximize
cluster impact
Clusters provide an added opportunity for
sharing resources in certain groups to
maximize impact on the economy. Major
investments in an important cluster group,
often industrial parks or research and
development centres, are common ways to
build its reputation and attract other firms
to work in the network. The ways in which
agencies and boards of directors allocate
resources to clusters should be particularly
sensitive to the degree of maturity of the
cluster.
Embryonic clusters have different needs
from matured clusters. Reorganization
of agencies and institutions to focus on a
particular cluster is only suitable for already
consolidated / matured groups. Industrial
parks and incubators with the theme of a
cluster will help attract new members to a
potential embryonic cluster.
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