Innovation friendly business environments for SMES...70 Research infrastructures, centres of competence and science parks...
Figure 8-Matrix of business functions and international services...96 4 LIST OF REGIONAL EXAMPLES
Europe is facing major economic challenges that require an ambitious economic policy for the 21st century.
economy ï¿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 As Josã Manuel Barroso highlighted in his preface to the Europe 2020 strategy,'Europe needs to
and aims to deliver sustainable economic growth and social benefits from Information and Communication Technologies (ICT.
The Digital Agenda for Europe initiative is therefore relevant to all regions and cities, as it focuses on a key element for
The concept of smart specialisation has also been promoted by the Communication'Regional Policy contributing to smart growth in Europe 2020'.6 In this document the Commission
integrated approach to harness the potential for smart growth and the knowledge economy in all
They focus policy support and investments on key national/regional priorities, challenges and needs for knowledge-based development, including ICT-related measures
private sector investment ï¿They get stakeholders fully involved and encourage innovation and experimentation ï¿
They are based evidence and include sound monitoring and evaluation systems The RIS3 approach is relevant to all three priorities of Europe 2020 i e. smart, sustainable and
development of an economy based on knowledge and innovation remains a fundamental challenge for the EU as a whole.
growth, as an important innovation effort and considerable investment is required to shift towards a resource-efficient and low carbon economy, offering opportunities in domestic and
global markets. Finally, smart specialisation contributes to inclusive growth between and within regions by strengthening territorial cohesion and by managing structural change, creating
economic opportunity and investing in skills development, better jobs and social innovation This embedded role of smart specialisation in the Europe 2020 policy framework has been
role for every national and regional economy, including both leader and less advanced territories It embraces a broader concept of innovation,
not only investment in research or the manufacturing sector, but also building competitiveness through design and creative industries
social and service innovation, new business models and practice-based innovation. 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
specialisation and the eminent role the various innovation stakeholder and entrepreneurs are 8 Council Conclusions on Innovation Union for Europe, 3049th Competitiveness Council meeting.
and knowledge-based investments that are most likely to deliver growth and jobs in the regions.
And it is not only a reinforced stakeholder involvement and strong internal connectivity that counts but smart specialisation is also pointing
all stakeholder incentives and behavioural responses are aligned correctly and that the policy can be monitored accordingly
knowledge resources and linking them to a limited number of priority economic activities countries and regions can become â€
and remain †competitive in the global economy. This type of specialisation allows regions to take advantage of scale, scope and spillovers in knowledge
economy offer a much greater chance of success. Imitating other regions by trying to create
economic system is considered often in isolation ï¿They are not in tune with the industrial and economic fabric of the region;
critical in the current economic crisis where public and private financial resources are scarce The smart specialisation concept therefore promotes efficient, effective and synergetic use of
public investments and supports countries and regions in strengthening their innovation capacity 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,
entire set of input and services required for launching a new business activity. The synthesis and
for opportunities in existing or new sectors. It is this type of knowledge that needs to be
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
one to encourage entrepreneurship. On the contrary, these two policies are mutually reinforcing without strong entrepreneurship, the strategy of smart specialisation will fail because of a deficit
in the entrepreneurial knowledge needed to feed and nurture this strategy How: Setting in motion regional change
Some companies are responding to these opportunities by increasing their overall internal R&d investment, which is aimed not only at implementing available technologies
but also at exploring recent advances in areas of nanotechnology and biotechnology Box 2-Key Enabling Technologies
Many future goods and services will be driven by KETS such as semiconductors, advanced materials, photonics and nanotechnology.
Moreover, these goods and services will be crucial in addressing the'grand societal challenges'facing the EU,
into commercialised manufactured goods and services Smart Specialisation strategies can help to address this gap between innovation and commercial
economies of scope and spillovers) which are likely to materialise between an existing activity and a new one.
what can be described as social capital to create knowledge based growth. Nevertheless local interaction can also be negative
capital out of the region (in a process labelled'brain-drain 'ï¿Integration of policies at regional level:
For example, increasing human capital through a programme to enhance skills should match the needs of emerging industries
therefore integrate policies that are formulated with demand side considerations, through approaches such as public-private partnerships
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
wide view of innovation that spans across economic activities and involves many sectors of the civic society
global economy, and ï¿dynamics of the entrepreneurial environment Regional assets: a strategy rooted in the regional specificities
First, it is necessary to focus on the regional specific context, assessing the existing assets evaluating major regional strengths
innovation system 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,
the potential to become new enterprises, but support structure for businesses is weak ï¿structure for picking up service innovations is poor
Moreover, a region should be able to identify relevant linkages and flows of goods, services and
'blind'duplication of investments in other European regions. Such blind duplication of efforts could lead to excessive fragmentation, loss of synergy potential,
BAK Basel to benchmark and map out their economic strengths. The research resulted in an analysis and international benchmark of the region†s strengths and weaknesses.
It indicates how the Top Technology Region relates on an international level playing field to similar
understanding of the areas in the economy and society that have the greatest potential for future
should have a special focus on the regional entrepreneurial environment, assessing whether it is lively and can generate a significant flow of experiments, innovation ideas, or entrepreneurial
and vetting business plans and loan applications was established to close the gap between validation of technology and
The fact that RIS3 is based on a wide view of innovation automatically implies that stakeholders
Innovation users or groups representing demand-side perspectives and consumers, relevant non -profit organisations representing citizens
and workers should all be taken on board of the design process of RIS3. In other words this means that the governance model includes both the market
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
selective investments in future-oriented domains with a high innovation and growth potential and large societal impact.
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,
Having a clear and shared vision of regional development is crucial in order to keep stakeholders engaged in the process, a task that is particularly challenging, given that a RIS3 is a long-term
An element closely intertwined to formulating an effective vision is RIS3 communication. Both during the RIS3 design process and all along the process of implementation of the strategy,
crucial to have good communication. This is a way of spreading the vision, ultimately generating a positive tension in the regional society towards strategic goals,
stakeholders and keep the current ones engaged Example 4-The vision of Flanders Step 4-Identification of priorities
Innovation Policy'or the 2011 EC Communication'Regional Policy for smart growth in Europe 2020'identify taxonomies of delivery instruments
gain insight into the results of innovation support services with the aim of improving delivery
the workshop, the region under review presents its strategy and has an opportunity to engage
related variety, suggesting that a regional economy can build its competitive advantage by diversifying its unique,
between SME latent and implicit needs and demand for support, on the one hand, and the effective value added of the existing support,
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
reviews, and foresight †provide the opportunity to integrate the field knowledge held and concrete experimentation carried out, by regional actors in the spirit of an'entrepreneurial
specialisation of R&d investment, publications and citations, and patent applications and citations by'field'.'A region has a comparative advantage in a certain field
defining environmental product or services'sectors'.'It is more interesting to calculate changes of indexes over time, indicating specialisation trends which give a perspective on
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. This is sometimes equated with'cluster presence'even if these indicators only capture agglomeration effects, and not interactions
public investment in research/education/innovation in the region (by all levels of government 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
consistency between policies addressing the supply and the demand (take-up) of innovations Entrepreneurship: Favourable conditions for equity investment, business angels and venture capitalists
business environment favourable to the creation of new SMES; existence of policies and instruments to
foster the commercialisation of the output of innovation; existence of specific measures to support young
innovative companies; appreciation of regional inventions Assessment and mapping of digital infrastructures and e-communication services:
existing and planned technology infrastructures (broadband networks) and other telecom-and internet-related services are
presented in the Digital Agenda Scoreboard. 21 Human resources: Attractiveness of working conditions for researchers compared with other employment
opportunities; facilitated mobility of research and innovation personnel between the public and the private sector
coverage of training on entrepreneurship and creative problem-solving; autonomy and transparency of education and research organisations;
stability of public investment in research, education and innovation; proper balance between institutional and competitive funding for innovation;
analysis (undertaken in an international environment and enlightening the spatial division of labour), context conditions for the operation of the cluster, labour market situation, etc
identification of opportunities and barriers stimulation of entrepreneurship/management of risk and uncertainty; market formation
mobilisation of resources; and legitimation. These types of analysis are conducted by experts who study the cases in close cooperation with cluster actors:
account innovation opportunities identified by leading actors (companies, universities intermediaries, etc. Mixing regional experts with international experts helps to give more
Adding key stakeholders from foreign clusters brings in a useful peer review dimension to the analysis
22 Neffke F. and Svensson Henning M. 2009), Skill-relatedness and firm diversification, Papers on Economics and
Jena Evolutionary Economics Group, Max Plank Institute of Economics 23 Henning M.,Moodysson J. and Nilsson M. 2010), Innovation and Regional Transformation:
other knowledge-based institutions, investors and enterprises, civil society actors, and external experts who can contribute to the benchmarking
since different stakeholders will have different expectations and agendas on the question at stake, often restricted to their own areas of action
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, regional and national
of policy implies that governance mechanisms need to include stakeholders and decision-makers from these various levels.
25 Lorenz P. and Lundvall B. A. 2006), How Europe†s Economies Learn. Coordinating Competing Models
Interactive learning with customers and suppliers Experimentation in studios and project teams Strong codified knowledge content
should be seen as an investment rather than a burden The most important types of organisation that need to be involved in the RIS3 process are public
authorities, universities and other knowledge-based institutions, investors and enterprises, civil society actors, and international experts who can offer benchmarking
and peer review services for example. Figure 1 exemplifies a number of organisations belonging to each of the previous
preserving the regional status quo than transforming the regional economy through innovation Although this criticism can be overdone (because regional governments,
change are to be addressed, 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
demand-side perspectives, embodied in innovation-user or interest groups of consumers, are represented along with intermediaries who offer a knowledge-based
RIS3 processes can develop environments which both support and utilise user-centred innovation activities also with the aim of securing better
managerial leadership (the people who manage the'enterprise function'in the public, private and third sectors;
as in the case of RIS3, collaboration among stakeholders holds the key to successful implementation of innovative practices, implying that leadership has to be shared and exercised
that reproduce old habits and routines, locking regional economies into their traditional paths of development
professions and they are fashioned invariably in action learning environments where there is a high degree of novelty associated with the activity.
technology transfer, knowledge exchange, venture funding, regional economic development business services, 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, which lies at the heart of the process
As far as the structure of the management body is concerned, it will clearly vary according to
Communications: a clear communications strategy was deemed to be of enormous importance, especially for the business community.
The businesses actually involved in RIS projects also required honest and timely feedback ï¿Management:
in maintaining effective communication, especially where the chair of the Steering Group or the leader of the Management Group was a prominent local business leader or a well
new connections and conversations in the regional economy. New opportunities are emerging in old regions as a result of connections and conversations that are now occurring but which never
occurred in the past despite the parties being located co in the same region (proving that cognitive proximity is far more important than mere physical proximity
jointly identify a project to explore the prospects for related variety in the regional economy
their own diagnosis of the strengths and weaknesses of the regional economy, and these views
Giving all participants the opportunity to shape the policy priorities is the key point to
regional Knowledge Leadership Group includes stakeholders operating both outside and in the region. In this respect, universities can be critical actors
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
competitiveness, environment, transports, etc When developing RIS3 strategies, Member States and regions need to take into account/be
opportunities for their RIS3 strategies. This includes private investments, as one explicit goal of RIS3, included in the criteria for the conditionality, is to leverage private RTD investments
If such an analysis has not yet been initiated, RIS3 presents an opportunity to do so and will
enable regions and their innovation actors to identify and articulate funding needs for their strategies.
Figure 5 illustrates these issues Figure 5-Analysis of funding for RIS3 National Regional ERDF
it should attract regional stakeholders around a common bold project, a dream, which many feel they can contribute to and benefit
crisis often provide a good opportunity to generate such new Visions, starting from the well
cannot be taken seriously by regional stakeholders At this stage, the purpose is to reach the willingness to act towards the transformation of the
of innovation for job and economic value creation The elaboration of the overall vision for the future requires the identification of the combined
on the relationship between the built environment and the natural environment. At its most fundamental level, this gives us four types of region, namely regions
environment and natural environment features, which uses three types of regions, namely predominantly urban regions, predominantly intermediate regions,
An element closely intertwined to formulating an effective vision is RIS3 communication. Good communication of the RIS3 is essential to ensure its endorsement by all stakeholders of the
region, and beyond. Communication is needed all along the process, adapting the content to the stage reached (adoption of a vision, adoption of policy priorities, endorsement of an action plan
implementation of key projects, etc..The implementation of RIS across Europe has delivered the following lessons regarding the crucial components of a communication strategy, which are also
valid in the RIS3 context (Innovating Regions in Europe Network 2005) 34 1. Definition of goals:
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
2. Identification of the stakeholder groups and their motivation: different target groups have different needs and should be reached with different tools.
To this end, appropriate communication methods and expected results need to be spelled out for each target group
3. Definition of traditional communication tools: the tools include the use of a logo which
leaflets to complete the information with traditional communication tools; specific publications on certain aspects of the RIS (key analyses, peer review reports, etc
the opportunity to diffuse synthetic material on the RIS; and press and TV campaigns. The
content of the communication should include strategic lines and priorities but also communication and demonstration on flagship projects
4. Definition of active communication tools: active tools mainly include pro-active activities such as targeted visits to stakeholders or concerted workshops and seminars.
Examples of active tools are: visiting the sites, marketing of the participants to the project;
press conferences (various with different scenarios; round table discussions; meetings with local and regional politicians; etc.
stakeholders in the region are supposed to adhere to the strategy and implement it in their
investments that have the potentially highest impact on the regional economy. The priority setting for national and/or regional research and innovation strategies for smart specialisation
priorities focusing on the existing strengths of the economy but also on emerging opportunities A good smart specialisation strategy will catalyse structural change and the emergence of critical
clusters so that agglomeration externalities, economies of scale, 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
However, national economies might also be a good framework, particularly in the case of small countries
opportunities; or ï¿imitating other regions. In that case, if the choice proved to be a mistake,
of all stakeholders in a process of entrepreneurial discovery, which should secure a regionally -and business-driven, inclusive and open prioritisation process
Human capital for S&t Science Parks Technology Transfer Offices and schemes Technology brokers Mobility schemes, talent
Incubators Start-ups support innovation services business support and coaching Training and awareness -raising for innovation
Public private partnerships for innovation Research networks/poles Innovation voucher Certifications/accreditations Industrial Phds Support to creativity
Form and focus of innovation support services for SMES Target of support Reactive tools providing input for
Incubators with'hard'support Traditional'reactive'technology centres Seed and venture capital funds R&d subsidies or tax incentives
Management advice Incubators with'soft'support 'Proactive'technology centres Audits, monitoring of needs Innovation coach/innovation management training
Techno-economic intelligence schemes Source: OECD 2011, expanding from Asheim et al. 2003) 36 and Technopolis (2011) 37
enterprises, Edward Elgar, Cheltenham, UK and Lyme, US 37 Technopolis (2011), Review of innovation promotion instruments at regional level, unpublished report for OECD
communication of the RIS3 as a whole •Test new or unconventional policy support approaches on a small scale
services Adoption of technologies Improved business performance; continuing awareness and adoption of related technologies Improve the
increase in prototypes New products and services based on innovation increased quality of production Increase of
research activity in a region Research subsidies to enterprises or universities/research centres Increase in research
expenditure in firms increase in patents or publications Improved innovation performance, enhanced reputation Stimulate the
enterprises created in the region, number of enterprises having adopted a new technology, number of staff reporting new
working behaviours etc Increase rate of productivity in regional SMES Increased share of turnover based on innovation
1. Is the strategy based on an appropriate stakeholder involvement? How does it support the entrepreneurial discovery process of testing possible
economy should be investigated in the preliminary, self-assessment phase and receive sufficient attention thereafter. Additional elements of interest with a view
economy, such as the proportion of small, innovative firms or large, R&d -intensive companies. Attention should be devoted also to the width and strength
economy on a limited number of industries Achieving critical mass Smart specialisation involves making choices, leading to priority setting and
channelling resources towards investments with a potentially higher impact on the regional economy. The distinctive elements that can guide review, monitoring and
assessment for RIS3 should thus include the existence of clearly identified priorities for regional innovation policy.
emerging opportunities. If such a process of discovery is found missing or wanting, the factors that could lead to its establishment should be identified
for instance, verifying that market opportunities and the comparative advantage of the region with respect to other EU and non-EU regions have been and are
increasing competition and to devote special attention to these, by evaluating possibilities for the'upgrading
intellectual capital should be inspected: the mobility of resources from declining lines of business firms and sectors to expanding ones should be facilitated
•Innovation friendly business environments for SMES •Research infrastructures, centres of competence and science parks
•Universities-enterprise cooperation •Digital agenda •Key enabling technologies •Cultural and creative industries
In order to help regional stakeholders to capture the critical lessons and knowledge about those delivery instruments, a summary of EU staff experience in
perceived as important for economic growth, what are the challenges and barriers how the next programming period will still support them
Evolutionary economics Economic geography Policy Experimentation RIS-RITTS 1994-2004 Innovation Union self-assessment tool Regional Innovation Monitor
Entrepreneurship and incubation Internationalisation Competitive Advantage †M-Porter Industrial districts 67 Clusters and smart specialisation
reaching higher levels of excellence and thriving in the global economy Clusters can be used at both the design
specialisation patterns and compare economic activities, including agriculture, and strengths with other regions in the EU
and skills development issues, cooperation with local incubators and efficient cluster management, which, all together, will allow clusters fully exploit their
European Cluster Observatory tool offers such benchmarking opportunities •Collect, if necessary, more detailed statistical data and perform qualitative
41 The Smart Guide to Innovation-Based Incubators, publishes in 2010, provides guidance on this
Innovation friendly business environments for SMES Why should an innovation-friendly business environment be part of smart
specialisation SMES are at the centre of the creation of jobs and growth at regional level
Furthermore, SMES are key players in introducing new products/services into the market place and offering innovative solutions to the grand challenges
Entrepreneurship is necessary to make sure that innovation ideas are turned into sustained growth and quality jobs
enterprises to innovate and develop. The support should aim to increase the innovation capacity of SMES, enabling them to develop,
such as non-technology services, cross-sector technology integration, system and business model innovation, which are today as important as the technology
breakthrough innovation for SMES. It is relevant for the regional authorities to adapt their offer of support services to the demand of the different types of
enterprises: manufacturing, service-oriented, high-tech or social. In this context analysis and benchmarking of regional policies can be an important starting point
towards the development of regional strategies. 44 SMES, and especially micro-enterprises, are heavily dependent on their regional
environment where proximity plays a key role for innovation, in particular regarding the spread and absorption of tacit knowledge.
SMES need policy support in tapping into the necessary outside resources, principally access to knowledge in the form of advice through innovation support services and tailored
counselling, technology or qualified human capital, 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 For the period 2007-2013, the Community Strategic Guidelines on Cohesion
emphasise the key role of SMES, notably when it comes to increasing and improving their investment in R&d,
facilitating innovation and promoting entrepreneurship. Cohesion Policy in fact provides the largest financial Community support to SMES through financial engineering instruments such as
JEREMIE. 45 For the period 2014-2020, the Commission has proposed an even stronger focus on enhancing the competitiveness of SMES in the context of
enterprise creation and development, and a link to European activities that support SMES in setting up or joining cross-border knowledge networks and
Small Business Portal provides information on possible funding opportunities for SMES. 46 How to act
SBA) which is a framework for building a more friendly business environment in Europe. Regional authorities should focus on the content of the SBA and ensure
•supporting entrepreneurship spirit and enterprise creation and development •enhancing innovation support for existing SMES
ways to access high added-value support services: vouchers, innovative procurement, market replication, proof of concept, lead markets, 47 Key
47 See for example the Lead Market Initiative of DG Enterprise and Industry at http://ec. europa. eu/enterprise/policies/innovation/policy/lead-market-initiative
/48 http://www. europe-innova. eu/web/guest/home 49 http://www. proinno-europe. eu
•providing market opportunities via market replication projects, for which SMES constitute the main target group
•interconnecting SMES through the Enterprise Europe Network and in particular via brokerage events, platforms, survey mechanisms, Internal
results) as part of the regional innovation support services •use of financial engineering instruments to promote commercialisation of
•Enterprise Europe Network52 •Support services based on direct customised assistance o the IPR Helpdesk provides information on intellectual property
issues related to FP753 o the Business Innovation Centres (BIC) provide innovation related business services on a commercial basis
o the China SME IPR Helpdesk provides free information, first-line advice and training support to European SMES to protect and
innovation and public-private partnerships (including benchmarks. 59 For the 2014-2020 programming period, the European commission has proposed
establishing a Programme for the Competitiveness of Enterprises and Small and Medium-sized Enterprises (COSME.
60 The programme aims to achieve the following general objectives o strengthen the competitiveness and sustainability of the Union's
enterprises, including the tourism sector o encourage an entrepreneurial culture and promote the creation and
52 http://www. enterprise-europe-network. ec. europa. eu/index en. htm 53 http://www. ipr-helpdesk. org
/55 http://ec. europa. eu/enterprise/sectors/ict/key technologies/index en. htm 56 http://ec. europa. eu/research/sme-techweb/index en. cfm
sustainability of Union enterprises o promote entrepreneurship including specific target groups o improve access to finance for SMES in the form of equity and debt
o improve access to markets inside the Union and globally 75 Research infrastructures, centres of competence and
'research infrastructures'refers to facilities, resources, systems and related services that are used by research communities to conduct top-level research in their
aggregate European investment of more than EUR 100 billion. Some 50,000 researchers a year use them to produce 3, 000 to 6,
innovations of benefit to the European economy and society, as well as science Consequently, the development of regional Research Infrastructures (in particular
regional human capital (e g. training and attracting international researchers and technicians) and thus stimulate turning science and innovation into a key
science parks, incubators, sectoral excellence centres, living labs, prototyping centres, intellectual property right (IPR) centres, technology transfer offices, etc
enterprises rely, besides the location factor, often in close proximity to a university. They provide the necessary infrastructure for research, such as
They can also provide complementary services and support to local firms. Spin -offs and SMES can find wider support services that allow them to better focus on
their core business and on research for the development of innovations in science parks. They are associated usually with strong networking effects and high levels
of social capital. They also provide visibility and hence attraction to wider local strategies aimed at the creation of conditions for high-tech industries to prosper
targeting specific industries (providing a range of specialised services, directly to firms) and cross-sector centres concerned with generic issues (such as product
support services for projects carried out by innovative SMES, thereby contributing to regional and local development. 62 The BICS are grouped together within the
62 The Smart Guide to Innovation-Based Incubators (IBI. European union-Regional Policy February 2010 77
nonfinancial support services to SMES, and avoid duplication of investment in infrastructures similar to those already in place nearby
How to act The EU landscape for research infrastructures is undergoing dynamic changes But this welcomed trend is yet to bring improvement and better balance in
and services that create growth and jobs The contribution of the stakeholders at regional and national level needs therefore
to be enhanced. Regional and local authorities should work in partnership and take measures that would create a'stairway to excellence'for research and
Investments in existing and new RIS should combine in the most efficient and effective way the instruments and funds available (e g. taking into account the
Commission has produced the'Practical Guide to EU funding opportunities for Research and Innovation'68 and is exploring how far the Regional Policy can
knowledge and translating it into innovative products and services, in cooperation with research centres and businesses.
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, as well as experts to work directly on regional development
spirit of their staff and students, provide advice and services to SMES, and participate in schemes promoting the training and placement of high level
They can also host incubators for spin-offs in science and technology parks and provide valuable input to innovative clusters
Communication on the modernisation agenda for universities COM (2006) 208 80 to respond to regional needs.
Universities will appreciate the opportunities that their regions present for their activities as'living laboratories'opened to
For the next programming period, the investment's priorities proposed under the Cohesion Policy cover these aspects with an emphasis on connecting universities
•Advisory services for the improvement of the economic and environmental performance as well as the climate-friendliness and resilience of the farms
forest enterprises and rural SMES, and/or relevant investments •Studies and investments associated with the maintenance, restoration and
upgrading of the cultural and natural heritage of villages and rural landscapes, including related socioeconomic aspects
•Co-operation among different actors in the Union, agriculture, food chain forestry sector and among other actors (including Universities) that
Information and communication technologies (ICT) are a powerful driver for economic growth, innovation and increased productivity.
Data from the 2010 Digital Competitiveness report77 reveals that while representing 5%of GDP, ICT
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 DAE has set ambitious targets for high speed internet infrastructure across the
more effective use of digital technologies, applications and services Successful delivery of this Agenda will enable Europe to deliver a better quality
Systems, ecall), a cleaner environment and more efficient energy networks (smart grids, smart metering), inter-modal and sustainable cities (smart cities), new
media opportunities and easier access to cultural contents (ebooks, online platforms for music and movies, digitisation and access to Europe's cultural
austerity or trying to create the conditions to attract new investment, the smart specialisation strategy builds on or constitutes the first step towards local/regional
potential of digital technologies and services to meet today's challenges and prepare for tomorrow's opportunities.
The long-term competitiveness and innovation potential of regional and rural areas and the ability to achieve the
planning of these investments. This is as much a socioeconomic as a cultural and political challenge which management authorities of EU funds cannot afford to
The reviewing of the initial Digital Agenda Communication will redefine and update priorities based on the current financial conditions and will remove actions
Europe is facing an investment challenge in the financing of high speed internet infrastructure because the benefits for society as a whole appear to be much
The large amount of investment required to achieve ubiquitous coverage80 requires a combined effort from a large number of investors from the
private and public domains, the adoption of open and long-term investment models81 and the use of a range of financial tools including grants and financial
applications and services spurring innovation, increased competitiveness and economic growth. For instance, copyright rules are based nationally and therefore
prevent the full harnessing of the digital single market. In addition, there are weaknesses in the European research and innovation system which considerably
financing and investments in innovation and improved coordination and coherence between funding for research and innovation at European, national and
as well as ensuring investment in digital service infrastructures (trans-European high speed backbone connections for public administrations, cross-border delivery of egovernment services, enabling
access to public sector information and multilingual services, online safety and security, intelligent energy networks and smart energy services.
To best harness EU funding from these various financial instruments, one of the key challenges
for management authorities is therefore to select investment models and strategic priorities that will foster the above efforts
80 Estimated by the EC between EUR 180 and 270 billion 81 See EU Broadband good practice site:
the competitiveness of SMES and the shift to a low carbon economy •Rural Development:
and quality of information and communication technologies (ICT) in rural areas86 •Connecting Europe Facility87:
core service platforms and generic services •Horizon 2020:(see proposal88 How to act Moving from a classic ICT sector approach to a comprehensive
generation networks (over 30 Mbps), assessing the most suitable investment models, 89 etc. This may take the form of a stand-alone'Broadband Plan'(most
and stimulating demand for new applications (cloud computing, ebusiness) and ICT usage (ecommerce for SMES and consumers, smart energy networks and low energy lighting, ICT R&d, etc
Notably the Guide to Broadband investment http://ec. europa. eu/regional policy/sources/docgener/presenta/broadband2011/broadband2011 en
strategy will enable regions to identify the priorities for ICT investment which are pertinent to your territory.
Services can provide specific assistance to regions which identify ICT as one of its main policy objectives for the 2014-2020 period
services, e-education, e-inclusion, e-skills, entrepreneurship, digital literacy, e -content, creativity, culture, living labs, smart buildings and neighbourhoods
to establish accelerators and mentoring facilities for start-ups; to support web entrepreneur camps, good practices exchange, peer review, studies, regular mapping of infrastructure
investment models; to exploit pre-commercial procurement and other related innovative procurement activities including reinforcing cross border and
The Guide to Broadband Investment, presenting the various models for management authorities wishing to invest in high speed infrastructure,
Provided that these investments respect the relevant regulation telecom framework, State aid guidelines, etc. they can benefit from a wide range
Broadband Investment as well as specific assistance through a range of training modules, workshops and training events
The EBP will also continue to work on the guide on broadband investment models with the provision of additional models and with the evaluation of the impact of
also develop services dedicated to broadband roll out Regions are reminded to closely coordinate their plans with the actions included
and service innovation throughout the economy and are of systemic relevance They are multidisciplinary, cutting across many technology areas with a trend
Commission in the proposal for the new Cohesion Policy as one of the investment priorities of the European Regional Development Fund (ERDF) as a relevant
investment for the smart growth of regions. 94 KETS are seen as the route to new and better products and processes, capable of
generating economic growth and employment and strengthening the competitiveness of the EU economy. They bear enormous market potential.
In the coming four years, the growth rates of each of these technologies range between 6%-15%.
which will open up great opportunities for regions. Regions should indeed analyse those opportunities, either as an emerging
sector, or as a means to modernise traditional sectors Barriers and challenges 93 (COM (2009) 512
potential customers of these activities? Is there a business case in terms of market exploitation For this, solid economic data is necessary.
-wide and international market data on the demand and supply of KETS, which will help regions (and Member States) to identify their competitive advantages more
Investment Bank in order to provide loan guarantees to productive investments Overall, a coherent financial framework will be put in place
•Commission Communication on KETS (2009). 99 •Horizon 2020: in the framework of this programme, the Commission will
In many cities and regions, including rural areas across Europe, investments in cultural and creative industries (CCIS) already have a significant impact on smart
•are vital for the emergence of new economic activities and the creation of new and sustainable job opportunities101
zones and rural areas with the potential to rejuvenate economies, stimulate innovation and contribute to growth
•have potential in generating social demand, engaging the public and addressing social concerns in rapidly growing markets, such as those
98 http://ec. europa. eu/enterprise/sectors/ict/key technologies/kets high level group en. htm 99 http://ec. europa. eu/enterprise/sectors/ict/files/communication key enabling technologies sec125
7 en. pdf 100 http://ec. europa. eu/research/horizon2020/pdf/proposals/com (2011) 811 final. pdf
investments. These positive impacts are highlighted in different EU policy documents and studies. 102 Barriers and challenges
opportunities for the sectors but making it necessary for them to develop new skills, upgrade their equipment,
and adapt their business models accordingly. European cultural and creative sectors are fragmented furthermore inherently along national and linguistic lines
EU and can lead to missed business opportunities. Moreover, cultural and creative sectors face difficulties in accessing the resources they need to finance their
to the intangible nature of many of their assets, the prototype profile of their activities, their lack of investment-readiness,
as well as the insufficient investor -readiness of financial institutions to support them 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.
environment that promotes traditional cultural assets (cultural heritage, touristic destinations, dynamic cultural institutions and services), stimulates the
development of creative businesses, and supports spill over effects into the local existing industries and fuel development
are invited to finance their cultural and creative industries through investment priorities103 closely linked to the objectives of the EU 2020 Strategy
102 In particular in the 2010 Commission Communication'Regional policy contributing to smart growth 'http://ec. europa. eu/regional policy/sources/docoffic/official/communic/smart growth/comm2010
services,;','Promoting entrepreneurship','Developing new business models for SMES','Improving the urban environment','Developing Business incubators,'Supporting the physical and economic
regeneration of urban and rural areas and communities',etc 91 A group of experts from Member States currently working on the'strategic use of
EU support programmes, including structural funds, to foster the potential of culture for local and regional development 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
In this respect, the Europe Enterprise Network could provide assistance in organising matching events or assist in coordinative actions106
106 Enterprise Europe Network, www. enterprise-europe-network. ec. europa. eu 92 •Perform benchmarking activities to better understand the positioning of the
Strategic and inclusive approach to investments and the use of financial resources •Streamline regional,
funds to co-finance investments in the cultural and creative sectors, in conjunction with the financial instrument that is proposed under the Creative
investment in this field •Further exploit links between the CCIS and other important policy areas for
•Promote investments in the protection, promotion and development of cultural heritage. 109 Other investments could include:
the development and use of new information technologies (for example to promote the digitisation of cultural heritage), strengthening of entrepreneurship in CCIS
the support to urban regeneration in which the cultural component (notably cultural infrastructure) traditionally plays a key role, the development of
environment. In Rural development policy, a specific action targeting cultural heritage is foreseen 93 ICT-based cultural products, applications and services, the support to new
business models for CCI SMES, etc. Balance between hard structures/infrastructures: creative hubs and clusters, networks, incubators
and connected infrastructures) and soft (human capital addressing skills and training issues) investment should equally be encouraged
94 Internationalisation Why should internationalisation be part of smart specialisation Internationalisation is a crucial component of a SÂ for at least three reasons
•The world is flat and all elements of an enterprise value chain can be located
anywhere in the world through FDI or outsourcing •The ecosystem of Member States and Regions can be challenged by the
of the enterprise value chain (i e. R&d&i, support services, access to finance, design) can be produced outside OECD countries.
Regions have thus to benchmark themselves with any other regions to assess where the real or believed competitive advantages are challenged in order to
permanently increase their values •Internationalisation is becoming a more and more sophisticated context. It is much more than export and FDI.
competition or take advantage of global competition opportunities (often niche markets Many reports are showing that lots of SMES do not use the full potential of either
support services in the six areas below •knowledge of international market and technology demand
•strategy development for international R&d activities •identification and selection of partners •identification, selection and acquisition of technology
Figure 8-Matrix of business functions and international services Business International functions services Research Joint research
Access to equipment Establishment (FDI Innovation Joint development Proof of technological concept Proof of economic concept
Global Opportunities, November 2011111 •Opportunities for the Internationalisation of SMES, August 2011 •The EEN Network can help SMES find sustainable partners to implement
their internationalisation strategies •For the 2014-2020 programming period, the European commission has proposed establishing a Programme for the Competitiveness of Enterprises
and Small and Medium-sized enterprises (COSME. One of the activities funded through the Programme will target the improvement of access to
markets inside the Union and globally. 112 111 http://ec. europa. eu/enterprise/policies/sme/market-access/files/com 2011 0702 f en. pdf
112 http://ec. europa. eu/cip/files/cosme/cosme-commission-proposal en. pdf 97 Financial engineering instruments
as loans, guarantees and equity investment for SMES. In the 2007-2013 financial framework a new generation of financial instruments was put in place in
instruments have been set up to support enterprises, urban development, energy efficiency and renewable energies through revolving funds.
in order to deliver investments in projects which demonstrate appropriate repayment capacity in situations of market imperfection.
which will be ring-fenced for investments in line with the programmes concerned, for example, a guarantee facility is being
European Investment Bank (EIB), the European Investment Fund (EIF) and the Council of europe Development Bank (CEB) which promoted the implementation
instruments form part of the Entrepreneurship and Innovation Programme EIP), one of the three specific programmes under the CIP.
SMES in order to support the investments of such companies in innovation activities, including eco-innovation. The High Growth and Innovative SME
fund for infrastructure investments in the transport, energy and renewable sectors. The Fund was established as a regulated, specialised investment
vehicle under Luxembourg law. The Commission, representing the EU, has a seat on the Supervisory Board responsible for setting the overall strategy
or in individual investment decisions, as this is the responsibility of the Management Board and Investment Committee of the Fund. 114 Policy DG in
charge: DG ECFIN, with participation of DG MOVE and DG ENER EU level debt instruments (guarantees/risk sharing:
research and innovation investments by sharing the underlying risks between the EU and the EIB.
113 http://ec. europa. eu/enterprise/policies/finance/cip-financial-instruments/index en. htm 114 http://www. margueritefund. eu
-sized enterprises, special-purpose companies, public-private partnerships and joint ventures, research institutes, universities, science and technology
themselves, and enterprises commercialising their results and services. A new RSFF facility to provide loans
SMEG is operated by the European Investment Fund (EIF) on behalf of the Commission (representing the EU). 116 Policy DG in charge:
116 http://ec. europa. eu/enterprise/policies/finance/cip-financial-instruments/index en. htm 117 http://www. eib. org/attachments/press/2008-005-fact sheet en. pdf
of equity, loans, guarantees or other forms of repayable investments in enterprises, mainly SMES, public private partnerships, urban development
projects; or in legal or natural persons carrying out specific investment activities in energy efficiency and renewable energies.
Cohesion policy does not finance individual projects directly at the EU level, instead it funds
Joint European Resources for Micro to Medium Enterprises is an initiative of the European commission's Directorate General for Regional
Policy (DG REGIO) developed together with the European Investment Fund in order to promote the use of financial engineering instruments to improve
Joint European Support for Sustainable Investment in City Areas is a joint initiative of the European commission's Directorate General for
financial engineering actions such as loan funds, guarantee funds and venture capital funds. These funds, the setting-up of which depends on the choice of the
enterprises, rural nonagricultural micro-and tourism businesses, or in legal or natural persons carrying out specific investment activities in rural areas, in
accordance with the relevant rural development programmes. As in the case of the Cohesion policy, the EU rural development policy does not finance individual
The European Investment Bank is the long-term financing institution of the European union and its mission is to help implement the EU's policy objectives
less developed regions of Europe, implementing the knowledge-based economy developing Trans-European Networks (TENS), supporting small and medium
-sized enterprises (SMES), protecting and improving the environment and promoting sustainable communities, and supporting the establishment of a
sustainable, competitive and secure energy supply. The EIB has two main financing facilities •Individual loans:
them to provide finance to small and medium-sized enterprises with eligible investment programmes or projects costing less than EUR 25 million
Micro-finance has also been provided by the EIB in some countries The European Investment Fund provides financial intermediaries an integrated
risk finance product range of SME finance initiatives, complementing the products offered by the EIB with
the establishment of a Programme for the Competitiveness of Enterprises and Small and Medium-sized enterprises (COSME.
One of the activities funded 123 http://ec. europa. eu/agriculture/rurdev/index en. htm 102
infrastructure or services for R&d or other activities and capacities that aim to produce innovations.
The introduction of these innovative products or services into the market is, however, a problem that is barely addressed, or only at the end
Yet, customers are what innovative firms need most in order to be successful Lead customers provide credibility for innovative products,
and are vital for validating and further improving innovations. Having customers is also a major incentive for private investors to support innovative firms
A comprehensive innovation support strategy thus needs to include support for identifying potential customers or fostering market opportunities (e g. by
stimulating private or public demand for eco-innovations. Starting with demand issues provides more chances for successful innovation than starting with R&d
grants, as it allows the design of the innovation process to more precisely match the market opportunity and to obtain faster market take-up of the innovation
Some of the most successful innovation support schemes †such as the US Small Business Innovation Research scheme (SBIR) 125 †take public sector demand for
innovative, affordable and high-quality solutions as a starting point. They then either procure R&d services to develop innovative solutions with pre-commercial
public procurement, 126 or directly engage a public procurement of innovation127 if the necessary technologies/solutions are available but not yet in the market.
The US public sector procurement of R&d&i is therefore about 20 times bigger than in the EU,
access to private venture capital for their further growth Also in Europe public procurement holds an enormous †so far largely unused â€
potential for providing demand pull for innovation and market opportunities for innovative firms, as the purchasing power of public authorities in the EU
127 http://ec. europa. eu/enterprise/policies/innovation/policy/lead-market-initiative/public -proc en. htm
•Higher impact of innovation investments thanks to a comprehensive strategy that combines R&d investments (e g. in eco-innovation) with purchasing
innovations (e g. of energy efficient and low carbon buildings or transport •Higher mobilisation effect on private investors/venture capital, thanks to the
faster market access and return-on-investment for innovative firms Barriers and challenges The main reasons why still too few public procurers in the EU buy innovations
and why the procurement of innovation is used still hardly as an innovation support tool are
procurements are mostly too small for companies to make investments in innovations worthwhile. There are hardly any mechanisms to allow the
services, environment, mobility, energy, housing, waste and water management do not perceive themselves as having any role to play
129 http://ec. europa. eu/enterprise/policies/sme/business-environment/public-procurement /105 The ERDF permits the strategic combination of investments in R&d&i capacity
-building with demand-side measures in a unique manner. This is particularly true for public procurement,
as the partnership contracts and strategic reference frameworks include different strands of administration (e g. environment
transport, industry, innovation) and allow the development of strategies that cover entire countries (and even beyond
Enterprise Europe Network141) and other bodies that can assist in developing demanding specifications •To invite
services), through targeted and limited grants to contracting authorities Where to get inspiration •The Procurement Forum from various procurement of innovation fields
138 http://ec. europa. eu/enterprise/policies/innovation/policy/public-procurement/index en. htm#h2 -1
-141 http://www. enterprise-europe-network. ec. europa. eu/index en. htm 142 https://procurementforum. viadesk. com/do/login
147 http://ec. europa. eu/environment/gpp/index en. htm 107 •The Enterprise Europe Network also developed 3 networks of members
dedicated to facilitating the meeting between innovative SMES and public buyers of innovation148 •Member States (UK, 149 NL, 150 FI, 151 SE, BE, AT, FR, IT, SP€) and
/156 http://ec. europa. eu/enterprise/policies/innovation/policy/lead-market-initiative/pp-conf2 en. htm
157 http://ec. europa. eu/enterprise/policies/innovation/policy/public-procurement/index en. htm 108 Green growth
a climate resilient and greener economy to boost its competitiveness and be able to sustain its growth
economy as a new paradigm for sustainable growth. Innovation is essential to succeed in decoupling growth from natural capital utilisation
and is therefore the key to enabling sustainable and smart growth to go hand in hand. Innovation
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 decision -makers and stakeholders in Europe†s regions and cities, which are responsible for
designing, implementing and monitoring these strategies, play a crucial role Not only do they often set the framework,
public investments in key areas for sustainable growth and innovation such as energy, environment, transport, land-use, education or social services.
The coordination of different policies and different levels of government is always a challenge, but it is critical in accelerating the transition towards a greener
economy and getting the actors of innovation and environment working together Moreover, regions have to reflect on how to benefit from the fast-emerging green
environment and energy. This requires integrated and crosscutting approaches that combine innovation and sustainability into joint policies and programmes
environment from design to delivery and end-of-life As part of their innovation strategies for smart specialisation, public authorities at
characteristics, assets, challenges and opportunities as regards its environment, natural assets, renewable energy potential and climate impacts
in the studies that will serve as a basis for the identification of the priorities
radical eco-innovations and challenge existing firms and business models, or that deploy new environmental technologies
and services that are more environmentally-friendly •Enhancing international and interregional co-operation on innovation for
Environment, climate change and energy are specifically included in the draft new regulatory package, covering all shared managed funds
through thematic objectives, investment priorities, and also as a crosscutting principle. The proposed regulations include concrete ex-ante conditionality
economy in all sectors; in particular, at least 20%in more developed and transition regions and at least 6%in less developed regions.
158 http://ec. europa. eu/environment/gpp/toolkit en. htm 159 http://ec. europa. eu/environment/emas/tools/index en. htm
160 http://www. e2b-ei. eu/e2bjti about. php? sse=3 110 Challenges in specific areas
policy has also reinforced its contribution for the energy investments Yet, achieving the EU's 20-20-20 objectives on greenhouse gas emissions, energy
-innovations are central to addressing the challenges of resource scarcity, air, water and soil pollution or water efficiency.
opportunities for growth and jobs and increase European competitiveness within the global market, which is estimated to grow to a trillion EUR market after
In particular a closed-loop economy that aims to reduce, in absolute terms, input, waste and the release of harmful
This needs new business models, industrial symbiosis, product service systems product design, full life cycle and cradle-to-cradle approaches.
-putting the EU on the path to a resource and energy efficient economy, Study and briefing notes
-specific stakeholders in the field of energy, water and other natural resource management. The aim is embed to eco-innovations from the outset in the design
opportunities Nature Eventually, the challenges that regions face in terms of adaptation to climate change and the preservation
opportunities. Nature and its resources need to be integrated fully in the regional approaches to sustainable growth and the national/regional innovation strategies
renewable energy sources but also the expansion of the bio-economy Therefore, innovative methods need to be taken into account to monitor and
business opportunities, provide new perspectives to citizens, and help the modernisation of the public sector. It can also be a vehicle for making policies
enterprises. Social innovations are innovations that are social in both their ends and their means.
products, services and models) that simultaneously meet social needs (more effectively than alternatives) and create new social relationships or collaborations
They address a social demand or need (e g elder care), contribute to addressing a societal challenge (ageing society) and
services) they contribute to reshaping society in the direction of participation empowerment, co-creation and learning
end-users (including disadvantaged groups) and stakeholders into innovation processes, promoting inclusive growth. Therefore, they are a relevant rationale to
limited support of grass roots, social enterprise and social entrepreneurship activities, poor diffusion and little scale up of good practices,
For example, social enterprises may not have as easy an access to finance from banks as other enterprises
Projects need to be encouraged to get out of grant logic and become self -sustainable. Financial engineering tools can offer alternatives whose potential has
But social innovation can create new business opportunities, e g. in growth sectors like health and education.
with social enterprises, NGOS and civil society, and needs therefore to be exploited How to act
It is important to link business, the public sector, the social economy and civil society. To make an impact,
can be provided for social enterprises and citizens'initiatives as well as measures to stimulate the development and scaling-up of social enterprises aiming at the
creation of social value. 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 Public sector innovation may involve notably, new or improved services (e g
healthcare at home), organisational innovation, system innovation (e g. new patterns of co-operation and interaction) and conceptual innovation (e g. a change
in the outlook of actors. This can lead to increased efficiency and the delivery of
new and better quality services that respond not only to the users'evolving needs and expectations but also to budget constraints
enterprises. In this respect, the European commission has launched the JASMINE scheme. JASMINE, the Joint Action to Support Micro-finance Institutions in
The European Social Fund (ESF) has made significant investments in social innovations, ranging from supporting local partnership
capacity-building and networking of local stakeholders to implementing active labour market policies. For the next programming period, social innovation is
'Responsible Business package',including also a communication on CSR and directives on accounting and transparency. 168 The aim of the SBI is to make
and to finance easier for social enterprises. Co-initiators of the SBI are DG Enterprise and DG Employment, Social affairs and Inclusion
Early December, the Commission proposed the Regulation on European Social Entrepreneurship Funds. 169 DG Enterprise has mobilised CIP funds for social innovation.
CIP funds will create a social innovation prize, exploit the development of incubators for social
enterprises, and organise a conference on workplace innovation in cooperation with the Flemish government. They are also coordinating the Social Innovation
Europe Initiative, with an online hub for social innovators170 and two studies to be published soon, one on financing social innovation and one on measuring and
evaluating social innovation 165 http://ec. europa. eu/regional policy/cooperate/regions for economic change/regiostars 13 en. cfm 1. 1. 166 http://ec. europa. eu/regional policy/thefunds/instruments/index en. cfm
SBI texts (communication+working document+FAQ http://ec. europa. eu/internal market/social business/index en. htm 169
http://ec. europa. eu/internal market/investment/docs/social investment/20111207proposal en. pdf 170 www. socialinnovationeurope. eu 115
1. Is the strategy based on appropriate stakeholder involvement? How does it support the entrepreneurial discovery process of testing possible new areas
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
opportunities/economic potential informed by an entrepreneurial search/discovery process, i e. by a process foreseen to identify
opportunities? 172 2. Is the strategy evidence-based? How have areas of strength and future
and identify opportunities for the region to expand/into new domains 117 3. Does the strategy set innovation and knowledge-based development
•cross-clustering and the identification of innovation opportunities at the interface between different disciplines/industries/clusters
•entrepreneurship and the innovation capabilities of SMES, for instance by facilitating the diffusion and adoption of technologies, incl.
•the improvement of demand-side conditions and, in particular, public procurement as a driver for innovation
Are there sector-specific support services/schemes foreseen 4. 4 Does the document outline measures to stimulate private R&d&i investments
for instance through public-private partnerships? Does it demonstrate/aim at financial commitment of the private sector with the strategy
4. 6 Does it include a sufficiently balanced mix of soft innovation support services and financial instruments?
financial engineering (venture capital 5. Is the strategy outward looking and how does it promote critical
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
Innovation friendly business environments for SMES Research infrastructures, centres of competence and science parks Universities
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