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.
What is clear is examined that all the ICTS can provide vital benefits to all the stakeholders involved in the transport process.
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
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:
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.
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.
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:
Expert bodies are essential for providing expertise and coordinating inclusive processes of decision-making amongst key stakeholders.
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.
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
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
They get stakeholders fully involved and encourage innovation and experimentation; They are based evidence and include sound monitoring and evaluation systems.
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
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
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
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:
since different stakeholders will have different expectations and agendas on the question at stake, often restricted to their own areas of action.
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.
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,
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
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.
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?
In order to help regional stakeholders to capture the critical lessons and knowledge about those delivery instruments,
The contribution of the stakeholders at regional and national level needs therefore to be enhanced. Regional and local authorities should work in partnership
In this framework, public decisionmakers and stakeholders in Europe's regions and cities, which are responsible for designing,
liaising with the areaspecific stakeholders in the field of energy, water and other natural resource management.
They also contribute positively to diminishing the innovation divide by involving end-users (including disadvantaged groups) and stakeholders into innovation processes
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
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?
and bring together already a critical mass of enterprises and innovation stakeholders. Establishing such platforms will not be supported.
and implementation of evidence base for R&i policies and supporting various groups of stakeholders is excluded from the delegation to EASME
and trends in Europe as well as enhance learning across the EU, Associated Countries and between the relevant stakeholders (National authorities and support services).
It shall bring together all relevant stakeholders to discuss how SMES can benefit from the dynamics
The Group has been set up to provide stakeholder input on the overall Horizon 2020 scientific and technological strategy, with respect to maximising the SME relevance and impact of the various work programmes and activities.
and implementation of evidence base for R&i policies and supporting various groups of stakeholders is excluded from the delegation to EASME
and implementation of evidence base for R&i policies and supporting various groups of stakeholders is excluded from the delegation to EASME
%Research funding brings together science, industry and other stakeholders working towards the common goals of:
This will allow stakeholders from different sectors to work together in new ways. Citizens will also be involved in developing
Collective learning is said to be linked closely to proximity, as it is based on conversations and interactions among stakeholders within a particular context,
to engage in dialogue with stakeholders from industry and policy institutions, providing a forum for debating relevant issues.
and projections of the sector are shown in Exhibit 2. 2-1. The rail stakeholders, who engaged on a joint definition of a common strategy for European rail,
Following consultation with stakeholders, the European commission has presented an Action Plan for Freight Logistics in 2007.
ICT for goods Tracking and tracing Route+load optimisation Delivery optimisation Cooperation of stakeholders Cooperative Vehicle based systems Engine control Eco-driving style Infrastructure
Stakeholders of this project were the passenger railway company the information technology company of CFR, CFR Infrastructura,(managing the infrastructure on the Romanian railway network) as well as the ministry of Romania.
Prior to the start of the project, a one-year planning phase took place where Trafikanten brought the stakeholders
7 stakeholders and 3 full time project officers from Trafikanten assisted by an external consultant.
Since the project had a big impact on all operators it needed a great involvement of all stakeholders and partners from the very beginning.
The project being managed by a common organisation that is recognised by all involved stakeholders contributed to the success of the project.
radio spectrum and standards and called for an RFID Stakeholder Group to provide an open platform allowing a dialogue between consumer organisations, market actors,
Counteract e-business skill-shortages in the market e g. by promoting multi-stakeholder partnerships in ICT training programmes.
Our stakeholders include public authorities, universities, research centres, industry, civil society and other organisations. Only with their engagement and mobilisation we can satisfy societal needs using ICT solutions.
The Network is supported by the ehealth Governance Initiative, a group of ehealth stakeholders 7 which develops strategies, priorities,
as well as with the opinions of relevant stakeholders. The platform is customised for Greece, Hungary, Italy and Spain,
These results will allow stakeholders to better understand privacy-preserving ABC technologies, and compare the relative merits of different technologies in different scenarios.
The positive participation of all stakeholders is essential and the introduction of financial incentives may be required to ensure such participation.
which will meet the requirements of all the stakeholders-patients, professionals and taxpayers. The urgent need to address the ICT deficit
and strategy for healthcare, including elements such as public health education and improvement, engaging all stakeholders in the planning and delivery of healthcare services,
efficiently and effectively meeting the increasing demands of stakeholders in the healthcare environment, patients, professionals and funders.
allowing stakeholders in the patient's health to access this information remotely. Access to this information allows for continuity of care between different care delivery organisations or other organisations, such as social services,
76 Table 3. 2. Attitudes about payoffs according to main stakeholders...90 Table 3. 3. Attitudes about HIE in the United states according to main stakeholders...
93 Table 4. 1. Measures to address lack of interoperability by country...99 Table 5. 1. Current budget for ICT initiatives in three OECD countries...
In particular since the costs and benefits associated with adopting new technologies are shared not equitably among stakeholders, investments
and required the support of all stakeholders to achieve their goals. Successful adoption and use generally depended on the simultaneous implementation of new service delivery models, organisational partnerships, changes in GP compensation, clear and dedicated leadership.
and the collaboration of the relevant stakeholders to establish standards and develop innovative solutions. Strengthen monitoring and evaluation:
the implementation of ICTS to achieve change in primary care was combined without exception with the realignment of incentives as well as a strong business case intended to motivate the adoption of ICTS by the many diverse stakeholders.
In particular since the costs associated with adopting new technologies are shared not equitably among stakeholders, investments
which takes into account views from all stakeholders, may be very important as the choice of the standard could virtually eliminate, not merely disadvantage,
open source could provide a possible reference point 1. The term open standard as used here refers to the nature of the standard's development with multi-stakeholder input and broad industry recognition;
availability for use by all interested stakeholders (users, vendors; and the high level of access to its specifications for ready promulgation in a variety of hardware and software.
and health information exchange benefits the various stakeholders, they will be placed better to see how fiscal and financial responsibilities could be shared equitably.
and revenues and extract value from ICT implementation for each stakeholder will determine their sustainability in the long term.
therefore, an assessment of the viewpoints and respective roles of the main stakeholders but also clarifying
Table 3. 2 lists the viewpoints of main stakeholders on payoffs from ICTS in four of the case studies which are representative of the aforementioned models.
Table 3. 2. Attitudes about payoffs according to main stakeholders Payoffs according to each stakeholder Funding source Business model Case study Users Individual patients Society Payer E
THE ROLE OF INFORMATION AND COMMUNICATION TECHNOLOGIES OECD 2010 health care in Spain clearly makes government a critical stakeholder in electronic health information and a benefactor to its potential positive impacts.
and partnering with other community stakeholders (such as community groups, public health agencies, and others) to improve quality
THE ROLE OF INFORMATION AND COMMUNICATION TECHNOLOGIES OECD 2010 The collaborative model A Health Information Exchange (HIE) is a multi-stakeholder organisation that enables
All stakeholder groups share the challenges and benefits of an HIE network model (see Table 3. 3 below).
THE ROLE OF INFORMATION AND COMMUNICATION TECHNOLOGIES OECD 2010 stakeholders, including physicians, health care institutions and community leaders,
Table 3. 3. Attitudes about HIE in the United states according to main stakeholders Stakeholder Major value Attitudes about HIE Major constraints Patients High-quality, affordable health care Favourable Privacy, confidentiality,
Enhance efficiency and accuracy of drug delivery Favourable Financial, organisational Medical data repositories Accurate patient medical data Very favourable Other stakeholder co-operation Source:
A collaborative approach across multiple stakeholders. www. providersedge. com/ehdocs/ehr articles/States role in health inf o exchanges. pdf E-Health Initiative (ehi)( 2009),
The result of months of extensive consultations and collaborations with over 300 stakeholders across Canada
Working with stakeholders to update the Vendor Conformance and Usability Requirements (VCUR) for physician's offices.
These requirements are reviewed regularly to ensure they continue to reflect the needs of all stakeholders.
because stakeholders may have differing views of what can be shared and with whom. The implementation of security requirements is proving particularly challenging (and cumbersome) in the context of EHRS,
the Physician Connect effort has created a value proposition for all key stakeholders. These include: For patients Enhanced health outcomes and quality of life through early and accurate delivery of appropriate medical services.
A close community relationship The health ICT effort was based on extensive stakeholder consultations and took account of the varying needs and objectives of the three communities.
Background and benefits The Massachusetts e-Health Collaborative (MAEHC) was formed in 2004 as an initiative of the physician community to bring together the state‘s major health care stakeholders for the purpose of establishing an EHR system through community-based implementation
Garnering stakeholder buy in Although the technology to build and operate a telehealth programme for stroke patients was available,
stakeholders from the various hospitals and health authorities had to be convinced of the potential benefits of the programme.
THE ROLE OF INFORMATION AND COMMUNICATION TECHNOLOGIES OECD 2010 Close co-operation between all stakeholders Apoteket's implementation strategy emphasized the partnering with local health regions (County Councils), physicians,
and other local stakeholders. To achieve this, Apoteket formed implementation teams in each county across the country.
The start to finish local implementation approach created the necessary stakeholder relationships, bonds, and buy in that are essential to any technology project.
Low degree of detailed regulations, giving high responsibility to stakeholders, beneficial for the entrepreneurial development of the new technology.
and IT sector stakeholders and also serves as an 152 ANNEX A. COUNTRY CASE STUDIES IMPROVING HEALTH SECTOR EFFICIENCY:
and other stakeholders since it highlights the different innovation support needs of SMES in a clearer way than
including working with stakeholder groups to develop criteria for accepting or adopting trusted standards and assessments.
During consultation with a wide range of stakeholders, options raised included: reforming the superannuation guarantee charge penalty regime to reduce its harshness
The Government is currently analysing options brought forward during consultation with stakeholders to better understand the compliance cost concerns of small business.
Also, stakeholders raised concerns in the Review of Higher education Regulation regarding the burden of reporting requirements (Phillipskpa, 2013.
The Government has established a taskforce to work with key stakeholders, including State governments, registered training organisations, industry groups and employers,
and information sharing between key VET stakeholders, and possible reforms focusing on VET in schools and school based apprenticeships.
and stakeholders have noted that the changes detracted from the goal of commercialising good ideas in Australia.
The Government will hold a series of stakeholder roundtables on the Competitiveness Agenda, around the country, over the coming months.
Streamlining certification of medical devices The Minister for Health will oversee stakeholder consultations to support implementation of this reform.
Late 2014 2. Shifting the culture of regulation The Department of the Prime minister and Cabinet has consulted regulators and relevant stakeholders on the Regulator Performance Framework.
Late 2014 early 2015 5. Reducing superannuation compliance burden The Government is currently analysing options brought forward during consultation with a wide range of stakeholders to better understand the compliance cost concerns of small business.
Late 2014 6. Trusted Trader Programme The Australian Customs and Border Protection Service, supported by a dedicated Industry Advisory Group, will conduct stakeholder consultations to co
Late 2014 early 2015 8. Examine coastal shipping regulations The Government is currently analysing options brought forward during consultation with a wide range of stakeholders to better understand the impact of coastal shipping regulations. 2015 TPO00007 Industry Innovation
and innovation in schools The Department of education will consult stakeholders to support implementation of these reforms.
and Training system The Government's VET Reform Taskforce has undertaken significant stakeholder consultation throughout 2014.
The Government will continue stakeholder consultation on proposed reforms to the VET sector. 2014 mid 2015 11.
Liberalising the subclass 457 visa programme The Minister and Assistant Minister for Immigration will consult stakeholders on changes to 457 visas and implementation of the 457 Integrity Review.
and Investment and Assistant Minister for Immigration will consult stakeholders on the implementation of the visa enhancements.
Establishing Industry Growth Centres The Minister for Industry will consult with stakeholders on the implementation of Industry Growth Centres.
Improve taxation arrangements for Employee Share Schemes The Department of the treasury will conduct stakeholder engagement to refine legislation prior to introduction.
Crowd-sourced equity funding framework The Department of the treasury will conduct stakeholder engagement on a potential crowd sourced equity funding regulatory framework.
and sold well, to internal and external stakeholders. It's all about getting buyin. Depending on organisation size and complexity
including both internal and external stakeholders. Data will typically be qualitative and based on observation, discussion and structured interview.
and bring together already a critical mass of enterprises and innovation stakeholders. Establishing such platforms will not be supported.
and implementation of evidence base for R&i policies and supporting various groups of stakeholders is excluded from the delegation to EASME
and trends in Europe as well as enhance learning across the EU, Associated Countries and between the relevant stakeholders (National authorities and support services).
It shall bring together all relevant stakeholders to discuss how SMES can benefit from the dynamics
The Group has been set up to provide stakeholder input on the overall Horizon 2020 scientific and technological strategy, with respect to maximising the SME relevance and impact of the various work programmes and activities.
and implementation of evidence base for R&i policies and supporting various groups of stakeholders is excluded from the delegation to EASME
and implementation of evidence base for R&i policies and supporting various groups of stakeholders is excluded from the delegation to EASME
This will require co-operation among all stakeholders including SME associations, public agencies and intermediary organisations to correct deficiencies in existing sources of information.
Strengthened crossborder co-operation among all stakeholders is necessary to reach these goals. Of particular relevance for small firms are low-cost on-line dispute resolution mechanisms among firms
Strengthen cross-border cooperation between stakeholders and the development of rules with cross-border application.
Dialogue and partnerships between the stakeholders (public sector, private sector and civil society) foster ownership of these strategies, make them easier to implement (by better addressing SME needs),
Continued dialogue and partnerships between stakeholders about implementation and review of supportive measures, particularly, those related to capacity building in private sector service providers, yields improved outcomes.
but which involves participation by all key stakeholders. The overall objective should be to increase the volume and value of exports and the number of exporting companies.
and their stakeholders as well as the complex problem-solving required in such endeavors. We also identified five mini-cases of SMES that developed compelling new business models that were accompanied by the creative use of information technology
whereby several stakeholders participate in parallel in an ongoing dynamic relationship to provide a total valuable solution to all parties Information flow ranging from one-way on an irregular basis to two-way on a continuous basis Operational issues, i e.,
and her experience in a French Innovation Agency has allowed her to gain experience to help SMES, academic researchers and other stakeholders to build multidisciplinary research projects and innovation services.
'which will stimulate a process of continuous policy learning among all interested regional policy stakeholders around Europe.
and stakeholders Visit to the EURIS project Two Thematic Workshops organized together with the Innovations Systems theme.
Besides the administrative burden which continues to be mentioned by the stakeholders interviewed during the evaluation process,
This programme provides assistance to stakeholders that are implementing programmes under the European Territorial Cooperation Objective.
top-level academic knowledge and synergies among innovation stakeholders. They contribute to the building of a knowledge-based economy
Improving relations between different stakeholders to support open innovation Innovation Systems SMART+Innomot Innohubs Mini-Europe DISTRICT+PERIA ERIK ACTION DISTRIC Mini
and is a top priority for all regional and national stakeholders involved in innovation support.
o Lack of access to finance is viewed by enterprises as the main factor hampering innovation activities. o Lack of access to finance is considered by institutional stakeholders as the principal barrier preventing businesses from bringing innovations
The main stakeholders involved in the Campus Programme are: IDEA as the manager of the initiative, the Capital Investment and Risk management company of Andalusia INVERCARIA,
and assistance for the implementation of external GPS Bilateral meeting or partnering fora/platforms The stakeholders involved,
Indeed, projects mention that the stakeholders wishing to implement an external GP need to have the political and financial independence necessary to do so:
With such a tool, regional stakeholders, including those not involved in INTERREG projects would be able to choose GPS of interest to them
the PERIA project focused on GPS from stakeholders of the local innovation systems, Regional Innovation Agencies and Managing Authorities,
This programme provides assistance to stakeholders that are implementing programmes under the European Territorial Cooperation Objective.
and a hub for sharing information and GPS among stakeholders involved in ETC programmes. It is a bridge between these various programmes.
Finally, new stakeholders like associations or Non-governmental organizations are invited to participate in the consortium to make the results more sustainable and inclusive.
will involve SMES but also other kinds of stakeholder (research, education companies, citizens, NGO, etc.)The overarching objective of the Commission is to have 20%of the financing allotted to SMES (in FP7,
and to support their stakeholders to take part in other European Programmes (including H2020). Second, regional authorities are supposed to orient their structural funds towards activities and innovations related to their RIS3.
and stakeholders active in assisting SMES to overcome barriers to innovation. 4. 1 General Recommendations for Local
(Advice on Public Grants) Innovation Race (training) KREO (training) 72 1. Desire to Innovate high level commitment to work strategically with innovation a. Innovation champions engage key stakeholders
training activities for innovation support stakeholders, coordination of the innovation support stakeholder's actions). As a matter of fact, the partnership's structure was very relevant to Innovation Systems as PERIA paired Regional Authorities and RIAS.
PERIA had a unique focus on the role and impact of RIAS and their policies, on the innovation capacity of local SMES.
The SMES were considered always the main stakeholders of the whole process. Good Practice analysis: As SMART+was a mini-programme that managed sub-projects,
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