To develop a corridor benchmarking methodology against key performance indicators (KPIS) on the environment, economy and service quality;
stemming from the experience of public and private transport stakeholders; To recommend policy strategies and future Research and development (R&d) on green corridor development.
and constitute a‘‘win win''option for logistics stakeholders. The benefits would affect fuel economy, operation time variables, safety and reliability.
At the same time, it was seen also that there are cases in which deployment of ICTS may have adverse impacts on some KPIS.
What is clear is examined that all the ICTS can provide vital benefits to all the stakeholders involved in the transport process.
and Economics, SNAME Greek Section. Athens, Greece, 17 18 Sept 2012 6. Ilves, I.:Benchmarking of green corridors version 1. Supergreen deliverable D2. 4. Document number:
National stakeholder working groups (SG Technology Platform) Accompanying Meta-Studies and accompanying coordinating management (starting 2010) Smart Grids D-A-CH cooperation with Germany
and/or activities Regional Smart Grids Platform with all stakeholders (Smart Grids Flanders) Belset-platform for coordinating input to/from SET B-EEGI platform joining Belgian
key funding under national stakeholders andor Distrubution operator (at present) 24 CZ: Timeline of research 25 Smart regions Scheduled 2010 2015 Smart metering Scheduled 2010-2013 The according budget will be published approximately end of April.
starting soon (incl. all stakeholders of the electric system) ISGAN Int. SG Action Network: Italy is one of founding members;
National Technology Platform for Smart Grids (36 stakeholders) National Smartgrids Roadmap (CC SURE) Funding-/program mechanisms 100%funded by distribution and transmission network
Spanish R&d plan CDTI and Ministry of Innovation National stakeholder technology platform FUTURED Funding-/programme mechanismen Period 2008-2012: 6 large National
each possessing special knowledge in the fields of climate, agriculture, transportation and economics. It will be presenting suggestions as to how Denmark in the future can phase out fossil fuels,
Tenerrdis encourages project partnerships between companies, research institutions, training and institutional stakeholders. Table 31 Scenarios, Project Information & Platforms in France Project Data bases, Websites with Project information, Synopses books Available-not available Scenarios Available-Energy efficiency in the European union:
Six model consortia have been awarded funds in the framework of a technology competition held by the Federal Ministry of Economics and Technology in close cooperation with the Ministry for the Environment, Nature Conservation and Nuclear Safety.
Available-Potential of the Information and Communication Technology (ICT) for the optimisation of energy supply and the energy consumption (eenergy) R&d-programmes Available-E-Energy-Federal Ministry of Economics and Technology
and norms in the framework of the funding programme E-Energy (Federal Ministry for Economics and Technology) R&d Framework, Programmes & Policy Germany Finally,
The energy economy on the way to the internet era,-dena-Netzstudie II (Grid Study: Integration of renewable energies in the German electricity supply system 2015-2020 with outlook for 2025,-Estimation of the enhancement needs iof German distribution grids due to photovoltaic
and evaluation of standards and norms in the framework of the funding programme E-Energy (Federal Ministry for Economics and Technology) www. e-energy. de/documents/2009-02-23 untersuchung des normungs
The Resolution on the National Research and development Programme 2006-2010 (and the updated in 2011-2015) identifies most promising research areas including those enabling a sustainable economy.
and integration of different stakeholder-to bring forward and coordinate the necessary activities. The defined key areas of actions which are elaborated in the position paper are listed above.
and strategy by asking a wide range of stakeholders (enterprises, energy companies, municipalities, building and construction, end-users) for feedback.
Society, economy, and even human psychology itself are undergoing an irreversible change, which we as citizens and policymakers are still struggling to understand.
with least activity around DSI science and technology projects (110) and DSI finance and economy solutions, such as crowdfunding for social good projects (104).
the collaborative economy, cities and public services; open tools and distributed architectures; and citizen engagement and direct democracy. 2. Make it easier to grow and spread DSI through public procurement:
and economic value is understood relatively well, yet its potential for solving large-scale social challenges remains largely untapped.
in particular campaigning sites such as Avaaz and parts of the collaborative economy and the maker movement.
3) collaborative economy;(4) new ways of making;(5) open democracy; and (6) acceleration and incubation.
and incubation Open democracy Open access Collaborative economy Awarness network Open Networks Open Knowledge Open Data Open Hardware Organisations More Filters Screenshot of the crowdmap www
the collaborative economy, local exchange and trading systems, digital currencies, and awareness networks that incentivise experimentation with new models in a variety of domains.
which create new forms of value that are limited not to economic value, but that result in largescale social impact.
We are undergoing a transformation that involves society and the economy, driven by the fast evolution of ICT.
This vision requires more investment in fundamental research to promote net-neutrality, strong encryption, banning of trivial patents, open standards and free software together with the multi-stakeholder governance model.
Health and Wellbeing, Finance and Economy, Energy and Environment, Education and Skills, Culture and Arts, Work and Employment, Participation and Democracy, Neighbourhood Regeneration,
Economy Open Democracy Funding Acceleration and Incubation The organisations and projects identified to date can roughly be grouped within six broad domains.
1) New ways of making,(2) Open democracy,(3) The collaborative economy,(4) Awareness networks enabling sustainable behaviours and lifestyles,(5) Open Access
Hexegan schematic of the 6 areas of DSITHE collaborative economy and the many other umbrella terms used to describe the rise of digital marketplaces for people to make transactions and share skills,
The Collaborative Economy has been documented by organisations like the P2p Foundation, Nesta, and Ouishare. Across the world the burgeoning field of collaborative consumption is using digital platforms to change how people share resources and exchange goods and services,
It is now setting up branches in the UK and USA COLLABORATIVE ECONOMY New collaborative socioeconomic models that present novel characteristics,
Growing a Digital Social Innovation Ecosystem for Europe 25 Ouishare SHARING ECONOMY NETWORK Ouishare is a global collaborative consumption network founded in January 2012.
The overarching aim of Ouishare is to shift the focus of the economy to one that can find new ways to connect,
Ouishare. net and collaborative economy events. Ouishare. net is an online community where members can post articles on collaborative consumption
which brings together the global collaborative economy community. The 2014 event took place in Paris
or interested in, the collaborative economy. In parallel thousands of alternative currencies are focused in use some on localities (e g. the Brixton Pound in the UK or Chiemgauer in Germany;
Bitcoin) 7. Some of these have encouraged deliberately a changed awareness of how economies work for example, valorising labour time equally,
Goteo SHARING ECONOMY NETWORK A vibrant ecosystem of makers is developing across Europe and globally.
When using urban labs as a tool for urban development city government can improve relationships with their citizens by testing ideas in real world settings with all relevant stakeholders:
and sharing economy platforms like Peerby are creating new forms of relationships and services. Inspired by the open-source movement, individuals, self-organising groups
Expert bodies are essential for providing expertise and coordinating inclusive processes of decision-making amongst key stakeholders.
including crowdfunding and P2p lending that has been documented deeply by Nesta in the UK14 36 Growing a Digital Social Innovation Ecosystem for Europe Case studies categorised into the 6 different types of DSI COLLABORATIVE ECONOMY FUNDING ACCELERATION
-based knowledge economy. The project is a joint research effort sponsored by the Coordinating Ministry of Knowledge and Human Talent, the Senescyt,(Secretaria National de Educacion Superior, Ciencia, Tecnologia e Innovacion) and the IAEN
FINANCE AND ECONOMY EMPLOYMENT SMART PUBLIC SERVICES ENERGY AND ENVIRONMENT Health and Wellbeing Finance and Economy Energy and Environment Participation and Democracy Smart public services Science and technology Education and skills Culture and Arts Work and Employment DSI AREAS AREAS OF SOCIETY New
ways of making Funding acceleration and incubation Open democracy Open access Collaborative economy Awarness network TECHNOLOGY AREAS Open Hardware
Open Networks Open Knowledge Open Data 47 45 44 41 40 38 34 25 18 17 15 12 6 5
AND ECONOMY ENERGY AND ENVIRONMENT PARTICIPATION AND DEMOCRACY NEIGHBOURHOOD REGENERATION SCIENCE EDUCATION AND SKILLS CULTURE AND ARTS WORK AND EMPLOYMENT 254 251 164 163 162 138
The collaborative economy and open knowledge is the specialty of the second largest but also more scattered community (7. 41 per cent), consisting of Esade, the IRI,
and Horizon 202022 present an integrated approach to help the EU economy become more competitive,
and the collaborative economy. These platforms based on open technology can gather and integrate information in order to allow participation and citizens'feedback,
and agents (stakeholders in a broad sense, including implementers and decision makers. The Futurium platform is based on the metaphor of emergent collective intelligence,
and combines the informal nature of social networks with a methodological approach of foresights to engage stakeholders in the poliy making process.
In Seoul, the Mayor has designed programmes for the sharing economy and citizen engagement. Colombia set up a centre for social innovation within its government,
which is the local agency for employment and economic growth for the area of Barcelona35. Growing a Digital Social Innovation Ecosystem for Europe 69 Some other examples come from private organisations.
The competition invited Europeans to come up with new solutions to reduce unemployment and minimise its corrosive effects on the economy and society.
Standards will enable new business models for co-operation between multiple stakeholders such as companies, public authorities and citizens to develop meaningful technologies.
when it is perceived as fair by all stakeholders, seeking the right balance between the interests of creators (to control their work
The European commission estimates the economic value of the PSI market at approximately €40 billion per annum. The 2013 revision of the European commission Directive on the reuse of public sector information will further enable the opening of public sector data in a harmonised and more transparent way.
therefore allowing for innovation in the wider economy based on the Future Internet users must be able to come (no barriers to entry)
engaging effectively in multi-stakeholder processes. Distributed and open architectures Community and bottom-up networking 5. 3 RESEARCH
Qualitative responses to the idea-interviews or meetings/consultation with key stakeholders, such as domain experts and possible purchasers of the service to establish what social challenges need to be addressed
This focus could be on four key areas of opportunity in DSI. a. Collaborative economy b. Digital social innovation in cities and public services c. Open tools and distributed architectures
health authorities and universities to pilot large-scale DSI experiments around collaborative economy, direct democracy, distributed energy, civic health and bottom-up smart city solutions.
Within the single digital social market it should be easier for digital social innovations such as collaborative economy
'Technology and Society Magazine, IEEE 31.4 (2012): 54-62.5 http://www. nesta. org. uk/publications/making-sense-uk-collaborative-economy Manchester
THE POLICY CONTEXT OF SMART SPECIALISATION Europe is facing major economic challenges that require an ambitious economic policy for the 21st century.
sustainable growth, promoting a more resource efficient, greener and competitive economy; inclusive growth, fostering a high employment economy delivering economic, social and territorial cohesion.
Investing more in research, innovation and entrepreneurship is at the heart of Europe 2020 and a crucial part of Europe's response to the economic crisis.
So is having a strategic and integrated approach to innovation that maximises European, national and regional research and innovation potential.
and aims to deliver sustainable economic growth and social benefits from Information and Communication Technologies (ICT).
and the knowledge economy in all regions. 2 http://ec. europa. eu/europe2020/index en. htm 3 See previous footnote. 4 http://ec. europa. eu
They get stakeholders fully involved and encourage innovation and experimentation; They are based evidence and include sound monitoring and evaluation systems.
because the development of an economy based on knowledge and innovation remains a fundamental challenge for the EU as a whole.
as an important innovation effort and considerable investment is required to shift towards a resource-efficient and low carbon economy,
and a global role for every national and regional economy, including both leader and less advanced territories.
All regions have a role to play in the knowledge economy, provided that they can identify comparative advantages and potential and ambition for excellence in specific sectors or market niches.
and the eminent role the various innovation stakeholder and entrepreneurs are 8 Council Conclusions on Innovation Union for Europe, 3049th Competitiveness Council meeting.
And it is not only a reinforced stakeholder involvement and strong internal connectivity that counts but smart specialisation is also pointing regions towards more strategic cross-border
as it is the one of the essential keys for ensuring that all stakeholder incentives and behavioural responses are aligned correctly
and linking them to a limited number of priority economic activities, countries and regions can become
and remain competitive in the global economy. This type of specialisation allows regions to take advantage of scale, scope and spillovers in knowledge production and use,
Furthermore, strategies that combine innovation with specific strengths of the national/regional economy offer a much greater chance of success. Imitating other regions by trying to create'miracle growth'in headline industries such as semiconductor
i e. the regional innovation and economic system is considered often in isolation. They are not in tune with the industrial and economic fabric of the region;
This issue is even more critical in the current economic crisis where public and private financial resources are scarce.
while focusing scarce human and financial resources in a few globally competitive areas in order to boost economic growth and prosperity. 14 For more information about previous innovation activities funded by the EU,
However, who has the entrepreneurial knowledge in the regional economy? It may be held by firms, which is often the case in'advanced'regions rich in entrepreneurial experiments and discoveries.
In such cases the discovery concerns potential synergies (economies of scope and spillovers) which are likely to materialise between an existing activity and a new one.
RIS3 needs to be based on a sound analysis of the regional economy, society, and innovation structure, aiming at assessing both existing assets and prospects for future development.
The common principle that is central to such analyses is the adoption of a wide view of innovation that spans across economic activities
such as technological infrastructures, linkages with the rest of the world and the position of the region within the European and global economy,
and key challenges both for the economy and the society. Economic differentiation is one of the central principles behind smart specialisation.
which suggests that a regional economy can build its competitive advantage by diversifying its unique,
This analysis aims to build a systematic understanding of the areas in the economy and society that have the greatest potential for future development,
Ensuring participation and ownership The fact that RIS3 is based on a wide view of innovation automatically implies that stakeholders of different types
or major regional stakeholders. In order to secure that all stakeholders own and share the strategy, governance schemes should allow for'collaborative leadership,
'meaning that hierarchies in decision-making should be flexible enough in order to let each actor to have a role
Step 3-Elaboration of an overall vision for the future of the region Analytical evidence should be used to depict a comprehensive scenario of the regional economy
society, and environment shared by all stakeholders. The scenario constitutes the basis for developing a vision about where the region would like to be in the future,
in order to keep stakeholders engaged in the process, a task that is particularly challenging, given that a RIS3 is a long-term process.
thus allowing to embark new stakeholders and keep the current ones engaged. Example 4-The vision of Flanders Step 4-Identification of priorities Priority setting in the context of RIS3 entails an effective match between a top-down process of identification of broad objectives aligned with EU
suggesting that a regional economy can build its competitive advantage by diversifying its unique, localised knowledge base (existing specialisation) into new combinations/innovations
Hence, the work for this analytical step of a RIS3 strategy should combine the above types of analyses with other analyses aiming at shedding light on potential for knowledge-based transformation of the economy, based on information on the positioning of the regional
economy in international value chains and on identification of specific key assets. Several methods can be used to support the identification of potential niches for smart specialisation.
quantitative analyses calculate degrees of specialisation of regional economies on the basis of employment (or value-added) data.
Location quotients measure whether some sectors are represented over in a regional economy compared to other regions or countries.
predictability of the innovation policy framework for regional stakeholders; reliance on the consultation and support of regional stakeholders as a basis of innovation policy;
degree of control over strategic regional assets. Policy mix and framework conditions: cooperation between the local, regional, national and EU levels in the relevant policies (R&d, innovation, education, ICT;
Adding key stakeholders from foreign clusters brings in a useful peer review dimension to the analysis. 4. Foresight:
), Skill-relatedness and firm diversification, Papers on Economics and Evolution 0906. Jena Evolutionary Economics Group, Max Plank Institute of Economics. 23 Henning M.,Moodysson J. and Nilsson M. 2010), Innovation and Regional Transformation:
from clusters to new combinations, Region Skane. 24 European commission (2001), FOREN Guide-Foresight for Regional Development Network-A Practical Guide to Regional Foresight.
since different stakeholders will have different expectations and agendas on the question at stake, often restricted to their own areas of action.
the above wide view means that several policy areas are concerned with the RIS3, beyond the traditional science and technology and economy ministries and agencies.
Interministerial Committees are tools to cope with this need for a wide conclusion of stakeholders. A RIS3 is an exercise that deals with policies developed by local,
This multilevel dimension of policy implies that governance mechanisms need to include stakeholders and decision-makers from these various levels.
How Europe's Economies Learn. Coordinating Competing Models: Different modes of innovation. 35 delivery instruments
groups that were interested more in preserving the regional status quo than transforming the regional economy through innovation.
the regional governance system should be opened to new stakeholder groups coming from the civil society that can foster a culture of constructive challenge to regional status quo.
as in the case of RIS3, collaboration among stakeholders holds the key to successful implementation of innovative practices,
This in turn helps to overcome the sectoral and disciplinary silos that reproduce old habits and routines, locking regional economies into their traditional paths of development.
and management consultancy, all of which afford an overview of the regional economy. Formal recognition of the boundary spanning role,
and its significance for universities, businesses and the regional economy, would do much to promote a skill set that is critically important to the moderation of the RIS3 process, particularly of the entrepreneurial process of discovery,
regional authorities and development agencies will need to behave less like traditional public bureaucracies and more like innovation animateurs, brokering new connections and conversations in the regional economy.
universities, development agencies and regional governments could jointly identify a project to explore the prospects for related variety in the regional economy.
as well as their own diagnosis of the strengths and weaknesses of the regional economy, and these views were subjected to critical review through a combination of SWOT analyses and collective debate.
It is therefore vital that the regional Knowledge Leadership Group includes stakeholders operating both outside and in the region.
Such knowledge needs to be shared amongst the regional stakeholders, as all too often partnerships fail because of a lack of understanding of the other's business drivers.
it should attract regional stakeholders around a common bold project, a dream, which many feel they can contribute to and benefit from.
if the Vision cannot be taken seriously by regional stakeholders. At this stage, the purpose is to reach the willingness to act towards the transformation of the regions
These justifications go much beyond the alleged classical benefits of innovation for job and economic value creation.
Good communication of the RIS3 is essential to ensure its endorsement by all stakeholders of the region, and beyond.
and extending this target group by embarking stakeholders that are not yet part of the process. And it may serve the wider purpose of informing public opinion about the need to support the development of knowledge-based business in the region;
Report for the OECD. 34 Innovative Regions in Europe Network (2005), RIS Methodological Guide, Stage 0. 50 2. Identification of the stakeholder groups and their motivation:
active tools mainly include pro-active activities such as targeted visits to stakeholders or concerted workshops and seminars.
since all stakeholders in the region are supposed to adhere to the strategy and implement it in their own area. 51 Step 4-Identification of priorities Smart specialisation involves making smart choices.
and channelling resources towards those investments that have the potentially highest impact on the regional economy.
in order to select a few priorities focusing on the existing strengths of the economy but also on emerging opportunities.
economies of scope and local spillovers can be realised fully in the process of knowledge production and distribution. A regional economy clearly provides the appropriate dimensional framework for such processes of decision
strategic implementation, agglomeration of resources and materialisation of spillovers. However, national economies might also be a good framework,
particularly in the case of small countries. 52 But how to present the prioritised areas?
Research and innovation strategies for Smart Specialisation should address the difficult problem of prioritisation and resource allocation based on the involvement of all stakeholders in a process of entrepreneurial discovery
lifelong learning schemes for companies and individuals Engaging regional stakeholders in external production networks Securing national infrastructure investments to enhance connectivity Source:
1. Is the strategy based on an appropriate stakeholder involvement? How does it support the entrepreneurial discovery process of testing possible new areas?
For this reason, the major aspects related to the current and projected structure of the regional economy should be investigated in the preliminary,
Additional elements of interest with a view to a RIS3 are distribution by size and the innovativeness of firms in the regional economy,
such as the existence of a number of industries in need of modernisation or the dependence of the regional economy on a limited number of industries.
and channelling resources towards investments with a potentially higher impact on the regional economy. The distinctive elements that can guide review,
In order to help regional stakeholders to capture the critical lessons and knowledge about those delivery instruments,
i e. why the instrument is perceived as important for economic growth, what are the challenges and barriers,
rationale Smart specialisationguide Knowledge for Growth FWP evaluation Endogenous growth Innovation systems Innovative milieux Evolutionary economics Economic geography Policy Experimentation RIS-RITTS
allowing regions to create more value, reaching higher levels of excellence and thriving in the global economy.
and compare economic activities, including agriculture, and strengths with other regions in the EU. In the implementation phase, clusters can be used as efficient platforms that can focus on
to face up to the new forms of competition that are developing in the global economy. SMES are thus at the core of Cohesion Policy.
The resulting innovation ecosystem spurs new ideas, solutions and innovations of benefit to the European economy and society, as well as science.
The contribution of the stakeholders at regional and national level needs therefore to be enhanced. Regional and local authorities should work in partnership
Universities dealing with economics, public policy and administration, as well as those dealing with specific policy areas (such as industry, health, agriculture, environment and culture) can provide public authorities and private sectors with strategic advice,
Information and communication technologies (ICT) are a powerful driver for economic growth, innovation and increased productivity.
sustainable and inclusive economic growth through the realisation of the digital single market and the exploitation of the potential for innovation of fast and ultra fast internet and interoperable services and applications.
and more effective use of digital applications and services spurring innovation, increased competitiveness and economic growth.
particularly research and innovation, promoting the competitiveness of SMES and the shift to a low carbon economy;
goods and service innovation throughout the economy and are of systemic relevance. They are multidisciplinary,
capable of generating economic growth and employment and strengthening the competitiveness of the EU economy. They bear enormous market potential.
are vital for the emergence of new economic activities and the creation of new and sustainable job opportunities101;
and diversification in many industrial zones and rural areas with the potential to rejuvenate economies, stimulate innovation and contribute to growth;
However, in many regions, cultural and creative sectors constitute a major asset for the economy and building on this asset should be considered in national/regional research and innovation strategies for smart specialisation.
and the spill over effects of CCIS on the wider economy, 'will provide in early 2012 a policy handbook identifying good practices in this field that might prove very useful for managing authorities, regional authorities and cultural sector operators.
and Convergence i e. supporting the economically less developed regions of Europe, implementing the knowledge-based economy,
and greener economy to boost its competitiveness and be able to sustain its growth. This is why sustainable growth is one of the priorities of Europe 2020,
which stresses the need for a transition to a green, low-carbon, resource-efficient economy as a new paradigm for sustainable growth.
This will result in an EU economy that is more competitive in a world of high energy prices and tough resource constraints and competition.
In this framework, public decisionmakers and stakeholders in Europe's regions and cities, which are responsible for designing,
but it is critical in accelerating the transition towards a greener economy and getting the actors of innovation and environment working together.
ERDF resources are earmarked for thematic priority‘supporting the shift towards a low-carbon economy in all sectors;
In particular a closed-loop economy that aims to reduce in absolute terms, input, waste and the release of harmful substances along the value chain
Eco-innovation-putting the EU on the path to a resource and energy efficient economy, Study and briefing notes',
liaising with the areaspecific stakeholders in the field of energy, water and other natural resource management.
Second, a region's natural assets can be the very start of innovation activities and the development of new technologies or solutions, for instance in the case of renewable energy sources but also the expansion of the bio-economy.
They also contribute positively to diminishing the innovation divide by involving end-users (including disadvantaged groups) and stakeholders into innovation processes
It is important to link business, the public sector, the social economy and civil society. To make an impact,
Public sector is central in the delivery of many services of social and economic value. In this regard, it has a pivotal role in answering (together with private stakeholders and the civil society) today's major societal challenges such as demographic ageing, increased demand for healthcare services, risk
of poverty and social exclusion, the need for better and more transparent governance, and a more sustainable resource management.
and networking of local stakeholders to implementing active labour market policies. For the next programming period social innovation is treated in a horizontal way in the ESF regulation.
GUIDANCE FOR EXPERT ASSESSMENT 1. Is the strategy based on appropriate stakeholder involvement? How does it support the entrepreneurial discovery process of testing possible new areas?
1. 1 Has the strategy been developed through a broadly-based process of direct stakeholder involvement,
including mainly regional government/regional agencies, entrepreneurs, knowledge providers but also other/new stakeholders with the potential for innovative contributions, through measures such as surveys, consultations, dedicated working groups, workshops, etc.?
7. 3 How is the strategy to be communicated to stakeholders and the general public? What are the mechanisms for ensuring support for the strategy from critical groups and the active participation of such groups in its implementation?
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