5.1 Eight actions for innovation districts to deliver the eight principles Collaborative Implement a public-private partnership (PPP) model with a governance structure that is neutral and inclusive, to drive innovation district development Public-private collaboration is needed to balance diverse stakeholder interests while leveraging their strengths. Strategic boards can guide expansion and partnerships, operational leaders can manage programme delivery, while programmatic directors oversee daily execution. This clarity supports complementary contributions – government offers scale, academia provides research and talent, and industry delivers market access and commercial insight. This structure must be neutral and welcoming to all industry players they serve, creating a level playing field for all competitors and participants. Places that are seen as the private province of a dominant industry player are typically shunned by others and will not be successful in achieving a reputation as a global or regional hub for innovation in an industry sector. Sustainable Transition towards self-sustaining funding models, guided by long-term stakeholder mapping and governance While the “Sustainable” innovation principle also encompasses environmental and social dimensions, this action focuses on establishing self-sustaining funding mechanisms – a key success factor and common challenge identified across case studies. Innovation districts often rely on public and/or philanthropic funding at the outset, due to the financial limitations of early-stage start-ups. Over time, districts should shift towards self-sustaining economic models driven by corporate and start- up users, reducing reliance on public support while maintaining oversight. Mapping stakeholder roles and contributions from the beginning helps guide this transition. Flexibility is key, as funding strategies must adapt to changing political and economic landscapes.Resilient Build a flexible value chain that supports business growth while remaining responsive to market and technology shifts This must be backed by a value chain that helps businesses expand, while remaining adaptable to future industry changes and macroeconomic shifts. Spaces should be designed with flexibility in mind, balancing modular and static needs to support both current operations and long-term evolution. Districts with large and diverse user bases (i.e. many small users) can achieve greater economic resilience. Human-centric Design places that offer sufficient density and activation to drive collaboration and new connections The scale of a space shapes behaviour and the activation of that space drives mission and belonging. Environments that are vast and open can feel impersonal and discourage informal interaction. Spaces in innovation districts must be intentionally scaled, curated and activated. Research by MIT shows that collaboration is highest within a single building and dies away entirely beyond 800 metres of separation.69 Consider creating a “central hub” in the middle of the district that acts as the catalyst for community-wide collaboration, giving the entire district a warm, identifiable heart. Efficient Establish a baseline digital infrastructure that can evolve with user needs and adapt to rapid technological change Digital infrastructure should enable connectivity, data exchange and digital services that reduce administrative friction and support collaboration and testing environments. Infrastructure must align with the district’s identity and sector focus. Specialisms such as autonomous vehicles, robotics and advanced manufacturing require low-latency connectivity and environmental sensing, making resilient, high- performance digital infrastructure essential. Innovation Ecosystems: A Toolkit of Principles and Best Practice 45

Innovation Ecosystems 2025