Smart Specialisation in Ostrobothnia?

Transcription

1 Smart Specialisation in Ostrobothnia? 4 th Regional Strategic Committee Meeting (By Jerker Johnson)

2 Context S3 was the topic for the RESGEN seminar 4 th May 2011 Ostrobothnia th has joined the S3 Platform and will participate i t as a critical friend in the work Peer review methodology to assess S3 Behind the Platform a mirror group is doing methodological work linked to the work. Research in the field is also being conducted at University of Vaasa The work should take into account likeminded friends in other regions

3 Purpose Adopt strategies focusing on priorities based on competitive advantages and potential cooperation with other regions (no duplication / imitation). Including cutting edge research as well as exploitation and adaptation of generic / basic technologies in specific areas and existing sectors (leading regions and others). Ensuring 1. complementarily across all regions between world-class research (FP7 / CIP) and innovation targeted to applications (ERDF) and synergies between EU funds. Developing a process based on regional partnership and learning from networks supported by ERDF, FP and CIP.

4 Benefits S3 will provide: Coordination of use development funds top down vs. bottom up transnational ti learning System for developing better projects

5 The challenge - a metaphore Flying geese: RC think Ostrobothnia Central Government think Finland EC think Europe Business life think World

6 AMCER Ostrobothnia compares well with the 9 partner regions but on R&D governance and policy: difficult to find a common approach and a functional innovation strategy...range of perspectives make strategic decision difficult the contents of the innovation policy are not clearly specified triple-helix...coordination assessed to be very high specialisation flexible with respect to governance R&D system pretty much dominated by private rather than public research activities

7 Problems identified by RESGen Logic Framework Approach : There is a lack of joint acting between public sector and SME RES-sector is publicly driven national decisions picks winner and losers Small resources for research and no proper direction of resources Lack of skilled academic and technical labour force Poor planning of transport infra and industrial sites ARE THESE CONSEQUENCES OF THE AMCER DESCRIPTION?

8 Building S3 Strategies 1. Proposal for an overall Vision for the future of the region 2. RIS3 design and governance Ensuring participation and ownership 3. Analysis of regional potential for innovation-driven differentiation 4. Preparation and wide discussion of scenarios 5. Selection of priorities iti for the RIS3 6. Definition of coherent policy packages, pilot projects and measurable targets 7. Integration of monitoring and evaluation mechanisms into the strategy 8. Establishment of strategic policy intelligence resources and capacities 9 Communication of the RIS3 10 Review and update of the RIS3

9 Checkpoint questions 1. Stakeholder involvement? 2. Evidence based? 3. Innovation and knowledge based development upgrading? 4. Appropriate actions? 5. Outward looking? 6.Synergies between different funding instruments? 7. Achievable goals? 8. Advice to improve the strategy?

10 What should be done? Involving experts, businesses, research centres, universities and other knowledge-creating institutions and stakeholders Get sound SWOT analyses, technology foresight exercises (across activities) Concentrating resources on key priorities Coordinate national, regional and EU funds for a common goal: competitiveness and jobs Looking for partners in other regions Looking beyond boundaries, position the region on a global context

11 Perspective - Regional Triple-Helix - National Perspective - EC Perspective - World Perspective

12 Strategic Planning Organisation of work Gathering and analysing trends in the energy sector: developments, technological advances and political Development both nationally and on a EU level Interviews with Mapping Political Interviews with development relevant Development in EU concerned organisations research and Finland CEOs. Analysis of different trends and challanges: Economic, scientific and political. Idetification of regional shortcommings in this respect List of priority projects and bottle neck type Measures that need to be undertaken Agenda for research priorities Agenda for priorised political undertakings l

13 Work Plan Time-tables, templates and follow-ups Interviews with CEOs Annual conclusions of work Mapping research Political Development Interviews development organisations

14 Work Plan Thank you for your attention