RIS3 στην Περιφέρεια Αττική Κατευθύνσεις στρατηγικής...

RIS3 στην Περιφέρεια Αττική Κατευθύνσεις στρατηγικής έρευνας και

καινοτομίας για έξυπνη εξειδίκευση

Ομάδα Εμπειρογνωμόνων Ευρωπαϊκής Επιτροπής, Γ.Δ. Περιφερειακής και Αστικής Πολιτικής

Συνάντηση Εργασίας RIS3, 29 Απριλίου 2013

Smart specialisation – a plan or a process ?

New wine in old bottles ?

Smart specialisation is not: about funding R&D in a laboratory;about selecting one or two sectors/clustersnew – it is based on 15 years of experience in supporting regional innovation strategies

Smart specialisation is: about fostering regional economic transformation through an ‘entrepreneurial discovery process’an ex-ante conditionality for future ERDF funding for R&D and innovation and digital convergence.your strategy and a great opportunity to shape how Structural Funds will be spent in your region !

DG REGIO - RIS for Smart Specialisation in Greece

Five key principles

A RIS3 should be: Place-based, Fosters an ‘entrepreneurial process of discovery’, Achieves critical mass, is outward- lookingand future- oriented.


Six steps to a RIS3

The RIS3 Guide requires each RIS3 partnership to: Analyse the regional context and potential for innovationSet up a governance structure ensuring participation and ownershipElaborate an overall vision for the future of the regionIdentify prioritiesDefine a coherent policy mix and action planSet up a monitoring and evaluation mechanism


Five routes to differentiate your RIS3

rejuvenating traditional sectors through shifting into higher value-added activities and new market niches;modernising by adopting and disseminating new technologies;diversifying technologically from existing specialisations into related fields;developing new economic activities through radical technological change and breakthrough innovations; andexploiting new forms of innovation such as open and user-led innovation, social innovation and service innovation.


Four broad types of regions in Greece:

Regions with advanced research and technology capabilities (Attica, Central Macedonia, Crete); Regions with strong manufacturing potential and mid-level innovation capacity (Central Greece, Western Macedonia, East Macedonia and Thrace)Regions relying on traditional production sectors with innovation potential in local products (Epirus, Thessaly, Peloponnese).Regions with strong potential in tourism (South Aegean, North Aegean, Ionian Islands) and extremely low technological (R&D based) innovation potential.

The challenge for each region is to identify specific diversification opportunities building on regional critical mass and driven by market or societal trends


Attica – potential for specialisation ?

RRSII – 2006EU: 0,90 – 0,01

Composite innovation

index

Human resources in science and technology

Lifelong learning

High tech manufacturin

g

High tech services

Public R&D

Private R&D Patents

ATTICA 0,46 111 19 51 79 95 27 13

CENTRAL MACEDONIA 0,27 85 14 31 45 77 8 3

CRETE 0,26 69 18 9 40 148 3 2

WESTERN GREECE 0,23 73 14 17 40 126 9 3

EPIRUS 0,19 80 28 10 39 130 2 2

CENTRAL GREECE 0,17 62 25 35 23 5 14 2

EAST MAKED – THRACE 0,13 62 14 13 28 65 9 7

THESSALY 0,10 74 27 19 18 36 5 1

PELOPONESSE 0,10 67 13 15 22 3 3 / 5 ? 3

WESTERN MACEDONIA 0,07 74 - 15 33 11 1 3

NORTH AEGEAN 0,04 61 - 10 90 32 1 0

SOUTH AEGEAN 0,01 53 - 19 18 5 2 4

ΙΟΝΙΑN ISLANDS - 82 - 3 18 18 0 -

EU mean 0,55 100 100 100 100 100 100 100

Challenges: private sector & intra-regional innovation gap


Underperforming against other EU27 ‘city-regions’

Even allowing for ‘hidden innovation’ in service or non-technological innovation This has a strong influence on the potential to grow a more diversified and sustainable

economy supporting employment and higher income levels.

Attica: the dominant Greek region but

The current research and innovation policy reproduces the regional innovation gap No Cohesion ‘effect’ in the current use of Structural Funds for R&D and innovation

Innovation policy 2007-2013

7 reg.

6 reg.


The RIS3 should tackle regional challenges

Recommendations Focus on sectors with an integrating

role for the regional economy: Logistics and transport systems

(maritime and urban), Knowledge intensive business

services; (green) ICT to encourage efficiency

improvements in the private and public sectors.

Eco-innovation could boost business potential (e.g. eco-construction) and help ‘green’ the urban environment.

Exploit full potential of clusters in the metropolitan area, including linkages between ‘hi-tech clusters’ and ‘organic’ clusters: pharmaceuticals, ICT, chemical products, entertainment, processed food, tourism & hospitality, etc.


Specialisation & clustersAttica is weakly specialised &

notably, lacks high-tech manufacturing and knowledge intensive services.

The main specialisation is in pharmaceuticals, financial services, transportation & logistics.Future specialisation potential

ICT and creative industries sectors: linking ‘media’ to the strong education base and (latent) design capacity.

Growing the knowledge intensive business services sector: architectural and engineering activities, technical consultancy and financial services.Cluster potential

A number of ‘hi-tech’ clusters are developing: microelectronics, space technologies and applications, innovative gaming technologies, Life Sciences Cluster (HBio).


Encourage private businesses to invest in innovation that support long-term structural change in urban area and economy

Via a ‘challenge fund’ or ‘innovation prize’Invite bids for ‘large-scale demonstrators’ at city level by public-private

partnerships Potential topics: energy systems, health urban mobility, green business

models, etc.Pros: Strong potential & need in renewable and low carbon economy; Positioning Athens as ‘regional-leader’ in green economy – image

changing ! Linking ERDF innovation & technology funding to other thematic

priorities etc.Cons: Requires cross-department/agency co-operation May requires regulatory, etc. adaptations, etc. (national level)

Ways forward ? Challenge driven innovation policy


Turn the ‘weight’ of the public sector into a driver: Attica as an ‘innovation lab’ Public sector innovation: new (cost-)effective service and

methods, etc. Public-private co-innovation in fields such as transport,

health, etc.Knowledge intensive public sector services (KIPS) include Education (NACE 85) Health (NACE 86) Public labs & R&D services (NACE 72) Social services (NACE 87 & 88) Technical & Environmental services (various)

Ways forward ? Public-private partnerships

RIS3 governance

Leadership is "organizing a group of people to achieve a common goal".

In RIS3, leadership has to achieve a truly place-based entrepreneurial process of discovery, experimentation and discovery of niches for specialization / differentiation.

Leadership of RIS3 can be political, led by elected governments, managerial, led by entrepreneurs and private sector representatives, and intellectual, led by people in the academia and research.


Leadership: Regional and consensus drivenSince smart specialization,

differentiation, and productive modernization are main objectives, leadership and priority setting should be driven by entrepreneurs and private sector participants.

This is particularly needed in Greece where private sector investment in research and innovation is top challenge to address.

“No matter who is involved, the RIS3 process needs to be interactive, regionally-driven and consensus based”

Most Greek regions have previous experience in designing bottom-up innovation policy, gained from RIS, RIS plus, and Regional Programs of Innovative actions elaborated during 1995-2006, funded from RG Regio, and from Regional Innovation Poles 2006-09.

Since 2006, R&I policy was centralised under a ‘shadow’ programme of research and technological innovation based on aggregation of funds from the 13 regional OPs. Continuity with RIS and post RIS was lost.

Innovation governance in GreeceREGIONAL INNOVATION POLES - STRUCTURE

CLUSTER ICT

32 Manufacturing of radio, television, and communication equipment 64 Telecommunications services 72 Computer and other similar services

ACTION 1

IMPLEMENTATION AUTHORITY

ACTION 2

IMPLEMENTATION

AUTHORITY

ACTION 3

IMPLEMENTATION

AUTHORITY

ACTION …

IMPLEMENTATION

AUTHORITY

ACTION N

IMPLEMENTATION

AUTHORITY

STRATEGIC PLANNING INTERNATIONAL COOPERATION INNOVATION MANAGEMENT TOOLS

EXTERNAL EVALUATOR

MONITORING

SYSTEM INDICATORS

ONGOING

EVALUATION

FINANCIAL CONTROL

MANAGEMENT

UNIT

PROCESS CONSULTANTS

PROJECT LEADER

REGIONAL ASSOCIATION

STEERING COMMITTEE REGIONAL AUTHORITIES UNIVERSITIES TECHNOLOGY CENTRES COMPANY CLUSTERS BUSINESS ASSOCIATIONS WORKERS ASSOCIATIONS INDUSTRY LEADERS

GENERAL SECRETARIAT FOR RESEARCH AND TECHNOLOGY

DIRECTING BOARD

SECTORALFOCUS

R&D Lab

Testing company

Product development company

Implementation Consortia

Regional authorities, having now the legal responsibility for OP 2014-2020, should establish a new framework for bottom-up strategic planning with the direct involvement of regional stakeholders.

Recommended decision making structure: Three tiers

(a) the regional council composed by the Governor and elected council as top decision making body;

(b) a Steering Committee composed of regional stakeholders from the business and academic communities and the public administration, and

(c) (c) thematic working groups focusing on main sectors of smart specialisation under the IMA

Regional Council

Intermediate Managing AuthorityProgramming Team

Regional Innovation CouncilSmart Specialisation Strategy

Steering Committee

Smart Specialisation Strategy Managing Unit

Coordinators of Working Groups

Working Group 1Specialisation

Discovery

Working Group 3Regional Digital

Agenda

Working Group 2Clusters and

Sectors

Working Group 4SMEs and Agro-

food

Working Group 5Tourism

Rules of participation, roles and responsibilities should be clearly defined.

Bottom-up planning along the entire planning process, from regional needs analysis, SWOT, priorities setting, design of actions, monitoring

Legitimate the focus on and selection of large-scale projects

RIS3 governance: Three tiers

Companies selectionHigher turnoverHigher turnover growthHigher exportsMost active in EU researchSuccessful start-ups


Members for RIS3: Selection criteria

R&D labs selectionIndustry focusedContracts with companiesMost contracts from EU researchManaging open infrastructures and test-beds

Users and NGOsOpen clubs / open coffeeProducer networks Non-profit associationsProduct platforms holdersOpen source initiatives

Public administrationRegional development agenciesGeographical units representationHaving managerial competence

How to coordinate national and regional decisions making. Which division of roles and responsibilities?

How to make a quick mapping of the regional knowledge ecosystem?

How to set-up the overall structure of RIS3 governance?

How to select members for different RIS3 tiers?

How to achieve private sector leadership?

How to achieve continuity with previous bottom-up innovation initiatives?

How to adapt the development reports of the 1st Directive to RIS3 rational and specifications?

Wrap-up: Questions to address


Ευχαριστούμε για το ενδιαφέρον σας

Alasdair ReidDirector, Technopolis Group

[email protected]

mailto:[email protected]



Region: Attica

INNOVATION POLICY 2007 -2013

Axis of O.P. Euro %

1.Accessibility1.203.000.000 33,78

2.Digital convergence / Entrepreneurship 724.000.000 20,33

3.Sustainable develop. / Quality of life 1.429.000.000 40,12

4.Technical assistance 17.000.000 0,47

IMPLEMENTATION 2007-13 Euro %Support to companies 69.046.452 67,8

Support to research org. 32.813.955 32,2

% of Axis 2 of OP 111.891.916 15,45

Sectoral / technological priorities 2014-2020‘Recovery’ step: focus on the five largest sectors (tourism, retail, energy, construction and agriculture); while the food and beverage industry is seen as a critical sector with strong inter-sectoral linkages and export potential.‘Renewal-change’ step: build on and attract investments in "emerging" markets, e.g. in marine tourism; generic pharmaceutical products, fish farming, medical tourism, spa tourism, care for the elderly and the chronically ill, the creation of regional transit nodes, management of solid and liquid waste, focusing on specific food categories, creating international "hubs" for classical studies‘Growth orientation’ phase: targeted investment to reduce the carbon footprint, enhance agricultural residues to produce energy or feed, environmental management processing infrastructure, introduce innovations in the production process, development of robotic systems and stimulate patenting, etc.

INNOVATION POLICY 2000-2006

Strategies RIS, RITTS, RIS+ 0

Regional Innovative Actions 1

Regional Innovation Poles 0

Related: TP Lavrio, TP Demcr., Incubators

GERD 58.2%

BUSINESS

76.1%

RESEARC

62.3%

HEI 43.6%

RIS3 στην Περιφέρεια Αττική Κατευθύνσεις στρατηγικής...

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