Box 1. 8. Empowerment of stakeholders in the designing of the smart specialisation strategies...35
arrangements that give a pivotal role to regions, private stakeholders and entrepreneurs in the process of translating specialisation strategies into economic and social outcomes
passively or actively †this information (e g. through stakeholder consultations, public-private partnerships IPRS) will be key
workshops and interviews with regional stakeholders are also important in the priority setting and discovery process.
•foster stakeholder engagement and encourage governance innovation and experimentation •are based evidence and include sound monitoring and evaluation systems
problem since it focuses on entrepreneurs and co-ordination of policy over a broad range of stakeholders
where different private and business stakeholders assume direct responsibility on specific sub-projects and a platform provides full information of the development of the different initiatives.
on the part of policy makers but also various stakeholders, including business. At the same time, they reflect the urgency of making tough choices in times of difficult transitions under severe budgetary
stakeholders Multiply participation since none of the participants have authority to commit others The existing industrial
•Ensure the commitment and involvement of all stakeholders †regional, national or supranational †in the designing of the strategy and consecution of its objectives.
and well positioned to mobilise other stakeholders and resources and to set the strategic framework for further actions.
the relevant stakeholders that have the potential to provide value added. These structures are necessary to
ensure the †open invitation†flows between all stakeholders and empowering as well as accelerating the learning process.
stakeholders contribute to identify existing capabilities (e g. research capabilities) but also barriers (e g regulatory constrains or institutional problems) to allow these activities to flourish further (See box 1. 5
involved the stakeholders from the wide business community and built the †light structure†that was needed to raise funding from the Flemish government.
regional panels, the national government gets engaged in intensive consultation with regional stakeholders, in order to detect emerging opportunities
As companies are continuously redefining their strategies, regional governments and key stakeholders should be ready to adjust their responses rapidly to the changing conditions (e g. strengthening the
stakeholders. Based on this, the Grains Research and development Corporation (GRDC) identifies the most likely drivers of change in the GRDC's immediate and broader business environments over the next five years.
The mobilisation and empowerment of key stakeholders and institutions to realise their potential as leading contributors are essential elements to transform a traditional regional innovation strategies into
increase transparency on how stakeholders are selected, involved and, especially, what role empowerment) they are provided during the process (See Box 1. 8
Box 1. 8. Empowerment of stakeholders in the designing of the smart specialisation strategies In the context of the Brainport Eindhoven Region in The netherlands, the innovation system is to an important extent
on the contrary, relevant stakeholders of the automotive sector (Companies of the cluster of the automotive sector are acknowledged to enjoy a strong â€oecritical massâ€) are invited only with advisory capacity to the STI policy
†as necessaryâ€, to allow stakeholders to identify specific problems and generate policy recommendations that feed
After the meetings, the SCST †assigns†tasks to stakeholders for the implementation of the adopted decrees
established, counting more than 250 stakeholders. Agents from the business side, academics, and special interest groups and from the social partners, participated in the design and implementation of the â€oeinnovative Upper Austria
stakeholders and cannot be used directly for taking decisions, notably because they can hardly identify emerging
powerful tool to develop a shared vision of the future among all stakeholders. Such an exercise may be a
systematic involvement of stakeholders in an inclusive process with long-term perspective for the analysis of different perspectives and their social relations in the system;
invitation †and empower the relevant stakeholders that have the potential to provide value added
all stakeholders INNOVATION-DRIVEN GROWTH IN REGIONS: THE ROLE OF SMART SPECIALISATION 40 Â OECD 2013
communication with stakeholders for further strategic co-ordination and fine tune priorities setting. Some national governments, such as Finland and Australia, organise regional panels to detect direct needs and to
i) improve the absorptive capacity of the socioeconomic stakeholders including public staff and SMES) and;
priorities, both for regions and countries (Figure 1. 2). The influence of stakeholders, either individually
international experts and stakeholders to identify emerging issues and trends, Systemic Foresight Methodology). ) Fostering a structural transition from policymaking to cycles of policy
and researcher stakeholders involved, promotes research, development, innovation and extension of research findings. Priorities are driven industry,
The GRDC works closely with its two key stakeholders †Australian grain growers and the Australian Government.
stakeholder input. All grain growers in Australia are required to contribute to GRDC operations via a 1
consults extensively with stakeholders, particularly growers; iii) maintains strong networks with researchers and these networks alert it to opportunities for world-leading research;
situational analyses of its stakeholder industries; and v) commissions other agencies to study aspects of the
stakeholders, the GRDC has identified the most likely drivers of change in the GRDC's immediate and
research centre, during the course of the OECD-TIP exercises, a wider set of stakeholders †universities
The mapping exercise created enthusiasm shared by a wide set of stakeholders from research and
positioned to mobilise other stakeholders and to set a strategic framework for further actions. In
mobilise other stakeholders. If there is little support from a variety of actors (e g. promoted by
stakeholders High private expenditures on R&d Many †soft†innovation anchors training, skills etc Commitment to sustainability W
i) questionnaires and interviews of the most important stakeholders on the  OECD 2013 69
stakeholder groups (large companies, small companies, societal stakeholders The further development of smart specialisation is characterised by the facilitation of a multi-actor
•Broad consultation and stakeholder involvement: have been crucial elements in the development of the strategy process.
stakeholders have enriched the strategies, and dedication of the FISCH members is simply necessary to fund the platform and projects.
stakeholders together, acting as a catalyst and stimulator, in a project-based manner, and to shape
borne and backed by the stakeholders involved rather than by Brainport. Under the header of Brainport independent cooperatives have been established
consultation with regional stakeholders. The ambition is to be among the top three top technology regions
These various stakeholders establish the key assets in the ecosystem that drive entrepreneurial discovery inside and outside of the cluster.
local stakeholders to reach a consensus to establish a new local economic development plan and strategies
•Multilevel coordination and mobilisation of stakeholders: Photonics was the first industry promoted by the central
-level governing mechanism to coordinate stakeholders and a consensus development process •The role of smart specialisation:
officials, 32 while other relevant stakeholders are invited to the meetings with advisory status. SCST is an
SCST further assigns tasks to stakeholders for the implementation of the adopted decrees. As necessary, ad hoc committees have allowed stakeholders to
identify specific problems and generate policy recommendations that feed back into the policy-making process at the SCST level.
technology platforms involving SCST permanent members and/or stakeholders. The 24th meeting of SCST for example, was realized on 7 august 2012;
•Broad stakeholder consultation: Through wide consultation it was possible for all relevant stakeholders to contribute
and commit to a consensus view around future innovation needs within the industry and the research needed to get there.
CSIRO is currently working with stakeholders around the design of this precinct  OECD 2013 97
Stakeholder dialogue is the primary tool used by SEMIP to build specialisation in the region.
stakeholder participation in the development and sustainability of a region. Individual contacts and relationships form an important part of a regions economic fabric.
Stakeholder and policy dialogues to achieve the ambitions In Lower Austria already in 1997, at the beginning of the Regional Innovation Strategy Lower
creation achieved by stakeholder and policy dialogues is implemented bottom up as well as top down Good examples for a top down process are meetings of the cluster advisory board, where topics e g
and carried out interviews with stakeholders. It also completed a survey of the activities of other similar regions.
main focus areas in the strategic economic and research programs are determined via stakeholder consultations, studies and analysis of regional requirements.
Stakeholder and policy dialogues to achieve the ambitions In Upper Austria knowledge creation achieved by stakeholder
and policy dialogs is implemented bottom up as well as top down. The strategic program â€oeinnovative Upper Austria 2010plus†is a nationally
stakeholders who trusted each other and both wish and were able to achieve common objectives; and ii) a
discussions with stakeholders about the results. A comprehensive external ex-post evaluation is planned to be conducted in 2015
Establishing a regional fund into which all stakeholders may be also various foundations and even engaged public) could put funds devoted to the
approach of regional stakeholders •Each region has its own way to find and utilize the potential for smart specialisation:
In planning and designing the future strategies different stakeholders are included †MER MEAC, Estonian Development Fund, University of Tartu (TIPS programme) are the initiators of the
Stakeholder and policy dialogues to achieve the ambitions Estonian innovation policy is based based on broad collaboration led by the advisory Research and
The connection between sector ministries, societal stakeholders and the core RDI system should be much stronger in the future.
The connection between sector ministries, societal stakeholders and the core RDI system is insufficient. Also, the participation and activity of other stakeholders and
societal partners (entrepreneurs, civil society organisations) in advisory bodies is low and thereby limiting the capability of advisory bodies and stakeholders to define the social demand for RDI policy
There is a need to focus on fewer and stronger clusters. Particular emphasis should be paid on increasing the SME participation.
stakeholders. So far the involvement and coordination between different ministries and with industry has been an important problem.
Cooperation between all the stakeholders has to be definitely increased in the future •Social challenges: It is highly likely that some key topics are of international relevance, such as
Stakeholder and policy dialogues to achieve the ambitions Interactions between government and cluster organisations (regional, national, international) are
In this sense, the strategy synchronization process between Tekes and regional stakeholders has involved: i) Regional government:
ii) National stakeholders: OSKE program on environment. Tekes as a national R&d funder; iii) EU€ s smart specialisation agenda;
Stakeholder and policy dialogues to achieve the ambitions Stakeholder†s involvements during the policy-making can be exemplified with the following figure
activities of regional stakeholders (if any phenomenon occurs interesting or alarming it goes under separate
Stakeholder and policy dialogues to achieve the ambitions One of the main goals of the regional authorities of the Maå opolska Region is to engage citizens
The goal of this approach is to involve stakeholders from a very early stage of
Stakeholders indicate the need to put more efforts on concentration of research and innovation priorities
challenging task including many stakeholders and active role of the regional authority. To define research and innovation priorities, the results of foresight activities could be used, but these
results should be discussed with stakeholders through public consultations. Another challenge is how to engage stakeholders in the process of implementation of RIS 2013-2020.
It seems that monitoring and evaluation system (i e. the Maå opolska Regional Development Observatories, and
regional stakeholders, but it is also the area supported through the instruments implemented at European level (e g. the CC Polandplus Krakã w) and national level (e g. the National Research
-down strategy is now revealing structural bottlenecks as local stakeholders seek new technological opportunities. The new strategy for a regional photonics cluster in the region of Gwangju is geared more to
the smart specialisation concept coordinating a network of local stakeholders In regions with relatively strong innovation capabilities, a rich network of institutions and well
-organised stakeholders, one of the key challenges for policy makers is how to make a balanced choice of
mobilising stakeholders to interact with government and cooperate with each other. These are often more generic policies rather than domain specific policies
set in very broad terms (e g. green energy) needing further stakeholder involvement to define this more
This raises discontent with groups of stakeholders who have expectations of receiving support from their government.
Alongside wide stakeholder consultations, there are ample examples of policy makers that have embraced actively the triple helix process to stimulate bottom-up
The depth and effectiveness of this stakeholder involvement are more difficult to assess across all cases
governments and stakeholders has shown to be very important in the dynamic cases Diagnostic tools to support smart specialisation
new stakeholders by disseminating the use of these tools, is as important to create broader support for a
easily accessible for stakeholders developing their joint strategies Open regions and cross-border activities The need to develop linkages with regions
•Stakeholder involvement and the combination of bottom-up and top down prioritisation processes appear to be a common pattern in studied regions.
-organisation and commitment from these stakeholders in order to scale this up from an individual â€oegood ideaâ€, to a novel direction with a potential to impact value chains and clusters.
entrepreneurial stakeholders and contribute to enhance evidence based policy making. There INNOVATION-DRIVEN GROWTH IN REGIONS:
influence of various types of stakeholders in the selection process is highly context-dependent, hence
stakeholders Overall, strategic analyses are declared as one of the most important influence on the selection of
priorities, both for regions and countries (Figure 3. 9). The influence of stakeholders, either individually
existing data or stakeholder action. Actually, the responses to the enquiry suggest that the approach followed puts much more weight on reinforcing existing strengths than on directing
•Mutual learning and expert support to improve the stakeholders involvement process and the interlinkages between quantitative and qualitative inputs into strategy formation process
stakeholders involvement is difficult to organise with respect to â€oefuture†or emerging areas of activities, because by definition those domains are organised less well
regions, and to mobilise the regional stakeholders for the process of strategy making. It helps regions to
and identify the relevant stakeholders in the enterprise sector and the science, knowledge & creative sector
contact relevant stakeholders, distribute the guiding questions and organise necessary steps and milestones Perform an assessment of each sector by stakeholders stemming from the respective sector
Perform an assessment of each sector with a mutual outside view (e g. stakeholders from the
enterprise sector assess the science and the government sector and vice versa Prepare a first SWOT analysis as starting point for the RIS3 process.
Stakeholder and policy dialogues to achieve the ambitions Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery
Stakeholder and policy dialogues to achieve the ambitions Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery
Stakeholder and policy dialogues to achieve the ambitions Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery
Stakeholder and policy dialogues to achieve the ambitions Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery
Stakeholder and policy dialogues to achieve the ambitions Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery
Stakeholder and policy dialogues to achieve the ambitions Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery
"In this case long time life of the organisation and its stakeholders is vital Previous research indicates that the operations function in SMES generally has a poor
and the extent of customer and stakeholder engagement However, Hamel (2000) suggested different capabilities and he stated that an innovation
A stakeholder management perspective. Strategy Management Journal 24 (5): 453-470 Cummings, B. S. 1998.
Stakeholder influences on sustainability practices in the Canadian forest products industry. Strategic Management Journal 26 (2): 159-180
results in †demonstration†cities with stakeholders in other urban areas in Europe. By linking cities with
processes engaging stakeholders help to bridge the gap between research and market take-up. The EU
operators, key stakeholders and citizens by including dissemination of results and best practices in research programmes,
The Partnership's stakeholders define joint targets for 2020 and more specific operational objectives, they
Communities Stakeholder Platform is available at www. eu-smartcities. eu *Smart city solutions could include:
Furthermore, early participation of stakeholders in local decision-making contributes to wider acceptance of new mobility measures.
policy makers, stakeholders and civil society Urban traffic management Increasing transport demand is creating a major challenge in traffic management in urban areas
stakeholder needs. As a result, the EBSF vision has been formulated for the bus system for the
Bringing together 47 stakeholders in the bus sector the European Bus System of the Future (EBSF) project launched a bus
More than 100 bus stakeholders contributed to the EBSF Roadmap, which identifies key areas and priorities for research on bus systems
-assessment tool to support stakeholders in assessing the strengths and weaknesses in the transport system, and in defining
improve stakeholder participation in the decision -making process have been implemented with the EU support. Innovative approaches have been tested
Stakeholder Dialogue: Innovation Brussels (STM 1999 March-September Regional Dialogues Taiwan, Philippines, Taiwan, Brazil Argentina (STM
Stakeholder Dialogue: Making Company-Led Innovation Fit for Sustainable Development London and Washington, D c 2000
Stakeholder Dialogue: Intellectual Property rights Montreux July Assurance Team Meeting Geneva July 2001-February 2002 Electronic Stakeholder Dialogue
Intellectual Property rights September Working group Meeting Kuala lumpur November Assurance Team Meeting Jongny sur Vevey Switzerland 2002
Stakeholder Dialogue Meeting on Intellectual Property rights London Working group and Assurance Team Meeting London March EIRMA Roundtable:
technology as well as stakeholder views of these practices. In addition, the scenarios developed by the WBCSD for global development,
experts and take into account the advice of all stakeholders †considering the existing standards when appropriate
of stakeholders such as industry, service-providers and associations of users †supports the Commission on the
and a long consultation with stakeholders. Its main focus is to ensure the compatibility and interoperability of systems
infrastructure-and service-providers and other stakeholders Grouped into six priority action areas (see pages 6 and 7 for
implemented in close cooperation with ITS stakeholders as seen for example in the staging of various workshops
authorities in the Member States and stakeholders and will consider policy options for implementing measures including
relevant traffic centres and different stakeholders and promote best practices in deployment and operation of ITS services
used by different stakeholders >develop a standard framework for freight information exchange covering all transport modes and all
stakeholders >TASKS AND ACHIE VEMENTS The relevant European commission services have ensured close coordination of the †e-Freight†(see box) and other
stakeholders and the EU Member States was carried out in the period December 2010 to February 2011.
standards between the various EETS stakeholders were adopted Implementation of the interoperability of electronic road toll systems
stakeholders †the †ecall†in-vehicle emergency call system is yet to be deployed widely in Europe.
by all stakeholders †including vehicle and equipment manufacturers, mobile network operators and EU Member States †and to facilitate the deployment of a Europe-wide
stakeholder associations and of national platforms, meets at regular intervals to discuss technical details and practicalities
road users, to be complemented by a stakeholder consultation More in depth research about safety impacts, possible
among stakeholders >TASKS AND ACHIE VEMENTS For I2i, DATEX II was tuned fine under the Easyway project
stakeholders to concentrate their energy where it really matters †the efficient invention and production of goods
centres and different stakeholders >define a standardisation process for the adoption of an open in-vehicle platform architecture
different stakeholders can make coordination and consensus difficult to achieve. Technical solutions exist †the main
private stakeholders >promote the use of ITS in urban areas while fostering interoperability and continuity of services
Europe (representing the interests and expertise of European multi-sector stakeholders involved in providing ITS), no †umbrella†structure for the advance from research to realisation in the
public-sector stakeholders. The general objective of this joint platform is to promote and monitor the implementation of
network that brings together key stakeholders in the fields of ITS, urban mobility and road infrastructures development.
and stakeholders, allowing them to explore the potential for collaboration and to better understand innovation dynamics.
3) A process whereby national or regional managing authorities, together with stakeholders such as research institutions
regional stakeholders engaged in an entrepreneurial process of discovery. In the coming years priorities that are defined more broadly should be broken down,
and stakeholders, allowing them to explore the potential for collaboration and to better understand innovation dynamics.
Policy-makers and educational stakeholders recognise the contribution of ICT to achieving these targets, and more broadly, the role of ICT as a key enabler of innovation and creativity in Education
approach involving around 300 educational stakeholders. These recommendations could guide different trajectories of scaling up and progressively mainstreaming ICT-ELI in different contexts
We are especially grateful to the 149 educational stakeholders who participated in the online consultation to validate
variety of educational stakeholders. In particular, 149 educational stakeholders evaluated a set of 60 policy recommendations
This set of 60 recommendations was developed during the'Up-Scaling Creative Classrooms in Europe'(SCALE CCR) project and based on several consultations (two expert workshops and seven
and other stakeholders when taking sensible risks and trying new things Recommendation 10 †Research area
Educational stakeholders recognize ICTS as key enablers of innovation and creativity in Education and Training (E&t) systems and for learning in general.
consultation with educational stakeholders who are involved in a wide diversity of contexts, scales and levels of educational innovation in Europe and beyond
x support DG EAC in establishing an extensive dialogue on CCR with multiple key stakeholders
and on findings from the online stakeholder consultation, this report presents a comprehensive set of recommendations for policy actions to further develop and mainstream ICT-ELI in Europe and
with educational stakeholders (Figure 1 Figure 1: The three phases of the development of ICT-ELI policy recommendations
In parallel, a number of consultation rounds with key educational stakeholders (policy-and decision -makers, teachers, researchers, IT developers etc.
Last but not least, there was continuous consultation with stakeholders in DG EAC and the members of the DG EAC Thematic Working group on ICT and Education, who provided valuable insights and
stakeholders emphasised how monitoring and constant evaluation is important for implementing learning innovations and scaling them up.
In this final phase, an online stakeholder consultation to validate and prioritise the proposed set of
In the following section, the online stakeholder consultation is discussed in more detail 2. 3. 1 The online stakeholder consultation
The online survey built on the findings of previous research activities by further exploring the
stakeholders'perspectives with respect to x the relevance of the proposed recommendations for mainstreaming ICT-ELI x their suggestions for further developing and mainstreaming ICT-ELI
the following stakeholders in the field of ICT in Education: policy-and educational decision-makers experts;
One hundred and forty-nine (N=149) educational stakeholders with diverse backgrounds took part in the online consultation.
disseminated to stakeholders in two ways x A personal invitation was sent to a list of identified stakeholders with qualifications and
expertise in the field of ICT in education x Additionally, the survey was promoted through the Open education Europa portal;
teachers and other educational stakeholders, has different enablers and barriers compared to small-scale projects and initiatives (Kampylis, Law, et al.
effort from all the stakeholders involved is required (ibid.;Law, Yuen, & Fox, 2011 Policy-makers recognise the role of ICT as a key enabler of innovation and creativity in E&t and for
of stakeholders. Top-down strategies are needed for supporting bottom-up innovations at pedagogical, technological and organisational levels
policy-and decision-makers should support the involvement of educational stakeholders (i e teachers, researchers, parents etc.
Besides teachers, a variety of other educational stakeholders such as curriculum developers researchers, parents, publishers, IT developers etc.
exchanges between these stakeholders to encourage wider collaboration and innovation in this area The co-development of content and curricula requires more solid and systematic empirical evidence
6. Promoting the involvement of education stakeholders (e g. teachers, parents, researchers etc.)) in the co-development of flexible and research-based curricula. 149 56.4
There is a consensus among educational stakeholders that what is assessed and examined determine what is valued and what is taught in real settings.
There was a consensus among the stakeholders involved in the development and validation of the recommendations that teachers are key agents for any sustainable implementation and further up
the key role of teachers, among other stakeholders, in guiding and implementing ICT-ELI and invest
changes in their practices by all the stakeholders involved (Kampylis, Law, et al. 2013). ) As teachers are the main actors in this continuous process of innovation
and other stakeholders through online and/or offline networks (71.1%).%)Establishing and participating in teacher networks
more explicit and visible to peers and other stakeholders, such as parents, community and businesses 135 71.1
stakeholders with proven practical models that support the take up of innovative tools Policy-and decision-makers should also promote research that happens at micro-level (e g
Supporting research on the perspectives of various actors and stakeholders such as policy-makers, school leaders, teachers, learners, parents, IT providers, educational content
neuroscience) to stakeholders, in order to help them to further the evolution of ICT-ELI. 130 57.7 27.
stakeholders involved to meet local circumstances and needs. Monitoring mechanisms should evaluate progress and effectively refocus organisational practices.
networking with other organisations and stakeholders across sites and also within the same organisation, in order to encourage the emergence and scaling up of learning innovations.
teacher trainers, parents and other stakeholders In conclusion, policy actions should initiate and facilitate the profound changes in organisation and
and other stakeholders when taking sensible risks and trying new things 120 73.3 32. Developing long-term strategies to advance the capacity of school leaders to adopt and
Supporting multi-stakeholder involvement in the creation and sharing of the common vision so that all of them understand the added value of innovation. 122 59.8
-management abilities of stakeholders (i e. education decision-makers, school leaders etc..120 59.2 45. Revising performance appraisal strategies for teachers and schools to allow more
promote communication between stakeholders from policy (e g. Ministries of Education industry (e g. IT providers) research (e g. research centres), educational practice (e g
and other stakeholders when taking sensible risks and trying new thingsâ€, while for policy/decision makers and others it is:
collaboration between stakeholders from policy (e g. Ministries of Education and local authorities business (e g. IT providers), research (e g. research centres), higher education (e g. teachers trainers
ICT offers unprecedented opportunities for educational stakeholders to connect with others beyond the constraints of time and space in order to open up
teachers and learners with other educational stakeholders at local level and beyond in order to open up
participating stakeholders pointed out"†efforts to increase infrastructure and access are needed in some countries more than others.
the fear of change and supporting decision-makers, teachers, and other stakeholders when taking sensible risks and trying new things
stakeholders, especially teachers. They also affect teachers†continuous professional development Changing curricula requires not only changing content,
through an online consultation with educational stakeholders involved in a wide diversity of contexts, scales and levels of educational innovation in Europe and beyond
stakeholders in ICT-ELI and develop well-articulated top-down strategies for supporting bottom-up innovations 3. Significant effort should be made by policy
stakeholders, in guiding and implementing ICT-ELI and invest significantly in updating their continuous professional development to ensure that they acquire the key competences
educational stakeholders at local level and beyond in order to open up and broaden the learning experience and mainstream ICT-ELI
extensive consultation with stakeholders, semi-structured interviews with education experts and practitioners and a number of case reports of ongoing ICT-ELI in Europe
Promoting the involvement of education stakeholders (e g. teachers, parents researchers etc. in the co-development of flexible and research-based curricula
more explicit and visible to peers and other stakeholders, such as parents community and businesses 7a.
Supporting research on the perspectives of various actors and stakeholders such as policy-makers, school leaders, teachers, learners, parents, IT providers, educational
neuroscience) to stakeholders, in order to help them to further the evolution of ICT -ELI 8a. If you have additional policy recommendations concerning research,
Supporting multi-stakeholder involvement in the creation and sharing of the common vision so that all of them understand the added value of innovation
stakeholders when taking sensible risks and trying new things Promoting diversity in ICT-ELI by funding a number of pilots in different
innovation-management abilities of stakeholders (i e. education decision-makers school leaders etc Promoting mixed approaches for scaling up ICT-ELI,
partnerships) to promote communication between stakeholders from policy (e g Ministries of Education), industry (e g. IT providers) research (e g. research
Promoting the involvement of education stakeholders e g. teachers, parents, researchers etc. in the co -development of flexible and research-based curricula
stakeholders, such as parents, community and businesses 7 2. 2 3. 0 8. 1 14.8 31.1 40.0 71.1
various actors and stakeholders such as policy-makers, school leaders, teachers learners, parents, IT providers, educational content providers etc
neuroscience) to stakeholders, in order to help them to further the evolution of ICT -ELI 8 3. 1 3. 1 11.5 23.8 26.9 30.8 57.7
other stakeholders when taking sensible risks and trying new things 8. 8 5. 0 5. 8 14.2 24.2 49 49.2 73.3
Supporting multi-stakeholder involvement in the creation and sharing of the common vision so that all
of stakeholders (i e. education decision-makers school leaders etc 1. 7. 8 3. 3 15.8 19.2 42.5 16.7 59.2
communication between stakeholders from policy e g. Ministries of Education), industry (e g. IT providers) research (e g. research centres), educational
stakeholders (e g. teachers, parents, researchers etc in the co-development of flexible and research -based curricula
stakeholders, such as parents, community and businesses 6. 02 1. 24 61 6. 07 1. 1
stakeholders, such as parents, community and businesses 6. 02 61 6. 07 29 5. 46 26 5. 68 19
Supporting multi-stakeholder involvement in the creation and sharing of the common vision so that all of them understand the
teachers, and other stakeholders when taking sensible risks and trying new things 6. 12 52 6. 19 27 5. 67 24 5. 88 17
-management abilities of stakeholders (i e education decision-makers, school leaders etc 5. 42 52 5. 52 27 5. 32 25 5. 56 16
stakeholders from policy (e g. Ministries of Education), industry (e g. IT providers research (e g. research centres), educational
continuous stakeholders consultations; and in depth expert interviews. The final set of recommendations was further validated and prioritised through an online consultation with 149 educational stakeholders.
The recommendations were clustered into seven areas presenting a holistic agenda to guide the further development and mainstreaming of ICT-ELI:
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