that simplify the relationship with stakeholder groups and enable new ways of networked collaboration Lagrosen, 2005.
room should be changed to deliver value for the different stakeholders involved. Stakeholders are, in this case, the patient, nurses, doctors, family of the patient, and so on.
PROF was structured in such a way that it could progress with the new concept for a patient room and stay in tune with the
stakeholders. PROF includes both a small and a large consortium. The small one consists of a well
the stakeholders involved. All product and services innovations were aligned with and integrated in the new patient room concept,
room should be changed to deliver value for the different stakeholders involved. Stakeholders are, in this case, the patient, nurses, doctors, family of the patient, and so on.
PROF was structured in such a way that it could progress with the new concept for a patient room and stay in tune with the
stakeholders. PROF includes both a small and a large consortium. The small one consists of a well
the stakeholders involved. All product and services innovations were aligned with and integrated in the new patient room concept,
-lated issues among stakeholders, in particular at INNO-Grips workshops. Validated Policy Briefs shall be published on the INNO-Grips website
First, improved involvement of stakeholders, nota -136 For ecosystems see the related statements by Martin Fransman, INNO-Grips (2011), p. 4,
of stakeholders and experts with sectoral background and reputation. Second, its suitability for addressing advanced goals.
-lated issues among stakeholders, in particular at INNO-Grips workshops. Validated Policy Briefs shall be published on the INNO-Grips website
First, improved involvement of stakeholders, nota -136 For ecosystems see the related statements by Martin Fransman, INNO-Grips (2011), p. 4,
of stakeholders and experts with sectoral background and reputation. Second, its suitability for addressing advanced goals.
solutions voluntarily developed by stakeholders may be needed in the Member States taking into account the need to ensure a cross-border effect.
therefore be encouraged in close cooperation with all stakeholders 13) In order to allow wide access to and use of public domain content,
identified and agreed by stakeholders for the large scale digitisation and cross -border accessibility of works that are out-of-commerce
in partnership with key stakeholders will develop a Strategic Commercial and Leisure Development Framework for
PPO 4. 3 It is an objective of the Regional Authority to work in partnership with key stakeholders to
There are many actions that can be taken at a regional level, with the relevant regional stakeholders
partnership with local authorities and other stakeholders Local authorities should also develop Climate Change Strategies, which will have significant influence over
-ment departments, stakeholders and other interested parties having regard to the development of a National Integrated Coastal Zone Management Strategy.
of CFRAMS for the region will assist these stakeholders in examining flood risk within their own specific areas of
Guidelines by the local authorities, OPW and other stakeholders. In assessing the delivery of the Regional Stra
The third sector is acknowledged as a stakeholder in the European economy, on an equal footing with business and public administration.
stakeholders can present views to the panel The secretariat will be provided by DG Enterprise and Industry and meetings will be held in Brussels
means that stakeholders should be more directly involved in setting policy •Design a fl exible organizational structure for
communities and stakeholders It is clear from the Panel†s ideas that radically new thinking is needed to think about the
4. 3. Participation of quadruple helix stakeholders...59 4. 4. Monitoring, evaluation and review system...
potential for cooperation amongst stakeholders (from both the inter-sector and intra -sector perspectives RIS3CAT was formulated in accordance with in depth analysis of the strengths
in order to promote major collaborative initiatives involving quadruple helix stakeholders R&i system, companies, government and innovation users.
R&i system stakeholders will gradually define the smart specialisation of Catalonia Although the RIS3CAT strategy is led by the Government, research and innovation
stakeholders play the main role in its development. RIS3CAT governance establishes a results-oriented, continuous monitoring, evaluation and review system for the objectives
stakeholders (universities, industry, governments and innovation users) is key to generating new opportunities, creating wealth and employment and providing a
Enhancing institutional capacity of public authorities and stakeholders and efficient public administration 1. Framework 15
4. Collaborative leadership, involving all quadruple helix stakeholders in efficient innovation systems that generate synergies between financing instruments
Stakeholder cooperation RIS3S promote economic and knowledgespecialisations adapted to the potential for innovation in each region, based on its assets and capacities
-Cooperation amongst the quadruple helix stakeholders to generate new opportunities for the creation of wealth and employment and to provide a
4. The participation of R&i stakeholders and companies 5. Coordination with State and EU policies
Catalonia and on which there is broad agreement amongst stakeholders in the research and innovation system.
stakeholders R&i System Companies Administrationusers Contributions Contributions Contributions The initial version of the document was
stakeholders and civil society in general in an online public consultation process. This consultation attracted considerable participation (176 contributions), mainly from the
different stakeholders (research centres, technology centres, knowledge-intensive industrial and service companies †engineering, design, etc. †administrations and
6. Tradition of cooperation amongst quadruple helix innovation stakeholders evaluated according to several indicators: technology transfer, formalised clusters
technological need or new knowledge generated through cooperation by stakeholders in different sectors The process of drawing up RIS3CAT revealed several areas of emerging activity, such
cooperation amongst stakeholders in the research and innovation system, enhance the competitiveness of the production system and find solutions to respond to new needs
RIS3CAT communities are voluntary associations of companies and stakeholders in the Catalan R&i system that work in coincident sectors and cooperate to incorporate R&i into production
As active stakeholders in the Catalan innovation ecosystem, they ensure the participation of companies and stakeholders from the system in defining, monitoring and evaluating
the priorities for R&i programmes. Their multidisciplinary profile and bottom-up focus make them leading players in entrepreneurial discovery processes that lead to increasing specialisation, as
ETPS are led industry forums of stakeholders that develop short-and long-term R&i agendas and European and national action plans that may be financed by either the
all open groups formed by public and private stakeholders (companies, business associations universities, etc. that are representative of the outstanding science and technology sectors in
ï§To group together R&d&i companies and stakeholders working in Catalonia in coinciding sectors or technological spheres in order to establish the RIS3CAT process of progressive specialisation
Main stakeholders Companies, business associations, cluster organisations, universities, research centres technology centres, foundations and institutions
technological need or new knowledge generated through cooperation amongst stakeholders from different sectors. Once identified, opportunities must be included in an action plan that establishes
Clusters are established by groups of research and innovation companies and stakeholders with capacity for international leadership that present an action plan for cooperation, innovation and
Main stakeholders Business groups and research and innovation enterprises with capacity for international leadership in emerging fields of activity
Main stakeholders Technology centres, research centres, hospitals and associated foundations, university groups and other public or not-for-profit organisations in the science
in order to provide the best services to stakeholders and support for processes involving valorisation and know-how transfer to companies, and industrialisation
Main stakeholders Universities, research centres, technology centres companies and business associations Government of Catalonia, State, European funds
scientific stakeholders. This generates new products and services with high added value that represent a substantial technological challenge
Business consortia and consortia in which technology stakeholders participate ensure that the challenges posed by a given critical mass can be met,
Financingmain stakeholders Universities, research centres, Catalan public authorities, the education system, business associations and other organisations
Main stakeholders Research centres, technology centres, hospital research and valorisation units and university groups Government of Catalonia, State, European funds
each other and with other stakeholders to develop business and internationalisation strategies which often take the form of establishing international ties and relations with potential clients
a range of different stakeholders (companies technology centres, universities and R&d centres) take part in such processes,
Companies and R&d stakeholders can engage in this type of cooperation privately, but public funds are used also to cofinance collaborative and international R&i projects
-Supporting the active participation of Catalan stakeholders and the Catalan Government in regional networks (such as ERRIN, the European Regions Research and Innovation Network
-Training and professionalisation to enable stakeholders to work in a global environment and on international projects
Main stakeholders Catalan public authorities, universities, research centres, technology centres, companies and business associations Government of Catalonia, State, European funds
Main stakeholders Catalan public authorities, research centres technology centres and companies Government of Catalonia, European funds and
territorial stakeholders to play an active role in designing and implementing original and innovative economic development strategies in accordance with the needs and potentialities of the territory
on amongst the quadruple helix stakeholders to generate innovative and original responses to needs and challenges in the territory.
-A vision of future opportunity shared by stakeholders in the territory -The commitment to smart specialisation in the territory aligned with the RIS3CAT thematic
ï§To promote cooperation amongst quadruple helix stakeholders in the territory in order to strengthen business fabric competitiveness
Main stakeholders Local authorities, companies, business associations cluster organisations, universities, research centres technology centres and other bodies in the territory
enabling cooperation amongst stakeholders in the research and innovation system The objective of the Digital Agenda of Catalonia for 2020,
Main stakeholders Catalan public authorities, technology centres companies, business associations and organisations Government of Catalonia, State, European funds
improvement of specialised stakeholders (business angels and risk capital, consulting, technical and technological mediation services, legal advice, companies specialising in human resources
Main stakeholders Catalan public authorities, companies, business associations, financial institutions, science and technology parks and the education system
amongst stakeholders in the environmental and energy industries -Support for ICT uses that benefit the green economy (smart electricity networks and transport
Main stakeholders Catalan public authorities, universities, companies business associations, organisations and research and technology centres
the participation of local stakeholders, empowerment and citizen engagement The open innovation model enables citizens to access the public innovation system and support
Main stakeholders Catalan public authorities, companies, business associations and organisations Government of Catalonia, European funds and
Main stakeholders Universities, research centres, Catalan public authorities, the education system, business associations and other organisations
changing needs of society in general and the quadruple helix stakeholders in particular. This is ensured by a system for monitoring
administrations and stakeholders in the research and innovation system in all actions related to RIS3CAT †To define
reflection involving the stakeholders involved and the territory The RIS3CAT strategy focuses on combining firmly established R&i tools with new
cooperation amongst the quadruple helix stakeholders are the RIS3CAT communities T. 1) and the territorial specialisation and competitiveness projects (PECT, T. 9
stakeholders representative of a particular sector, is to develop and implement agendas for economic transformation in the leading sectors through the incorporation
which are formed by quadruple helix stakeholders representative of a territory, is to promote medium-and long-term action programmes
the changing needs of research and innovation system stakeholders. For this reason, it is essential that the monitoring
Quadruple helix stakeholders will also take part in these evaluations, which will be carried out by independent experts
4. 3. Participation of quadruple helix stakeholders...59 4. 4. Monitoring, evaluation and review system...
potential for cooperation amongst stakeholders (from both the inter-sector and intra -sector perspectives RIS3CAT was formulated in accordance with in depth analysis of the strengths
in order to promote major collaborative initiatives involving quadruple helix stakeholders R&i system, companies, government and innovation users.
R&i system stakeholders will gradually define the smart specialisation of Catalonia Although the RIS3CAT strategy is led by the Government, research and innovation
stakeholders play the main role in its development. RIS3CAT governance establishes a results-oriented, continuous monitoring, evaluation and review system for the objectives
stakeholders (universities, industry, governments and innovation users) is key to generating new opportunities, creating wealth and employment and providing a
Enhancing institutional capacity of public authorities and stakeholders and efficient public administration 1. Framework 15
4. Collaborative leadership, involving all quadruple helix stakeholders in efficient innovation systems that generate synergies between financing instruments
Stakeholder cooperation RIS3S promote economic and knowledgespecialisations adapted to the potential for innovation in each region, based on its assets and capacities
-Cooperation amongst the quadruple helix stakeholders to generate new opportunities for the creation of wealth and employment and to provide a
4. The participation of R&i stakeholders and companies 5. Coordination with State and EU policies
Catalonia and on which there is broad agreement amongst stakeholders in the research and innovation system.
stakeholders R&i System Companies Administrationusers Contributions Contributions Contributions The initial version of the document was
stakeholders and civil society in general in an online public consultation process. This consultation attracted considerable participation (176 contributions), mainly from the
different stakeholders (research centres, technology centres, knowledge-intensive industrial and service companies †engineering, design, etc. †administrations and
6. Tradition of cooperation amongst quadruple helix innovation stakeholders evaluated according to several indicators: technology transfer, formalised clusters
technological need or new knowledge generated through cooperation by stakeholders in different sectors The process of drawing up RIS3CAT revealed several areas of emerging activity, such
cooperation amongst stakeholders in the research and innovation system, enhance the competitiveness of the production system and find solutions to respond to new needs
RIS3CAT communities are voluntary associations of companies and stakeholders in the Catalan R&i system that work in coincident sectors and cooperate to incorporate R&i into production
As active stakeholders in the Catalan innovation ecosystem, they ensure the participation of companies and stakeholders from the system in defining, monitoring and evaluating
the priorities for R&i programmes. Their multidisciplinary profile and bottom-up focus make them leading players in entrepreneurial discovery processes that lead to increasing specialisation, as
ETPS are led industry forums of stakeholders that develop short-and long-term R&i agendas and European and national action plans that may be financed by either the
all open groups formed by public and private stakeholders (companies, business associations universities, etc. that are representative of the outstanding science and technology sectors in
ï§To group together R&d&i companies and stakeholders working in Catalonia in coinciding sectors or technological spheres in order to establish the RIS3CAT process of progressive specialisation
Main stakeholders Companies, business associations, cluster organisations, universities, research centres technology centres, foundations and institutions
technological need or new knowledge generated through cooperation amongst stakeholders from different sectors. Once identified, opportunities must be included in an action plan that establishes
Clusters are established by groups of research and innovation companies and stakeholders with capacity for international leadership that present an action plan for cooperation, innovation and
Main stakeholders Business groups and research and innovation enterprises with capacity for international leadership in emerging fields of activity
Main stakeholders Technology centres, research centres, hospitals and associated foundations, university groups and other public or not-for-profit organisations in the science
in order to provide the best services to stakeholders and support for processes involving valorisation and know-how transfer to companies, and industrialisation
Main stakeholders Universities, research centres, technology centres companies and business associations Government of Catalonia, State, European funds
scientific stakeholders. This generates new products and services with high added value that represent a substantial technological challenge
Business consortia and consortia in which technology stakeholders participate ensure that the challenges posed by a given critical mass can be met,
Financingmain stakeholders Universities, research centres, Catalan public authorities, the education system, business associations and other organisations
Main stakeholders Research centres, technology centres, hospital research and valorisation units and university groups Government of Catalonia, State, European funds
each other and with other stakeholders to develop business and internationalisation strategies which often take the form of establishing international ties and relations with potential clients
a range of different stakeholders (companies technology centres, universities and R&d centres) take part in such processes,
Companies and R&d stakeholders can engage in this type of cooperation privately, but public funds are used also to cofinance collaborative and international R&i projects
-Supporting the active participation of Catalan stakeholders and the Catalan Government in regional networks (such as ERRIN, the European Regions Research and Innovation Network
-Training and professionalisation to enable stakeholders to work in a global environment and on international projects
Main stakeholders Catalan public authorities, universities, research centres, technology centres, companies and business associations Government of Catalonia, State, European funds
Main stakeholders Catalan public authorities, research centres technology centres and companies Government of Catalonia, European funds and
territorial stakeholders to play an active role in designing and implementing original and innovative economic development strategies in accordance with the needs and potentialities of the territory
on amongst the quadruple helix stakeholders to generate innovative and original responses to needs and challenges in the territory.
-A vision of future opportunity shared by stakeholders in the territory -The commitment to smart specialisation in the territory aligned with the RIS3CAT thematic
ï§To promote cooperation amongst quadruple helix stakeholders in the territory in order to strengthen business fabric competitiveness
Main stakeholders Local authorities, companies, business associations cluster organisations, universities, research centres technology centres and other bodies in the territory
enabling cooperation amongst stakeholders in the research and innovation system The objective of the Digital Agenda of Catalonia for 2020,
Main stakeholders Catalan public authorities, technology centres companies, business associations and organisations Government of Catalonia, State, European funds
improvement of specialised stakeholders (business angels and risk capital, consulting, technical and technological mediation services, legal advice, companies specialising in human resources
Main stakeholders Catalan public authorities, companies, business associations, financial institutions, science and technology parks and the education system
amongst stakeholders in the environmental and energy industries -Support for ICT uses that benefit the green economy (smart electricity networks and transport
Main stakeholders Catalan public authorities, universities, companies business associations, organisations and research and technology centres
the participation of local stakeholders, empowerment and citizen engagement The open innovation model enables citizens to access the public innovation system and support
Main stakeholders Catalan public authorities, companies, business associations and organisations Government of Catalonia, European funds and
Main stakeholders Universities, research centres, Catalan public authorities, the education system, business associations and other organisations
changing needs of society in general and the quadruple helix stakeholders in particular. This is ensured by a system for monitoring
administrations and stakeholders in the research and innovation system in all actions related to RIS3CAT †To define
reflection involving the stakeholders involved and the territory The RIS3CAT strategy focuses on combining firmly established R&i tools with new
cooperation amongst the quadruple helix stakeholders are the RIS3CAT communities T. 1) and the territorial specialisation and competitiveness projects (PECT, T. 9
stakeholders representative of a particular sector, is to develop and implement agendas for economic transformation in the leading sectors through the incorporation
which are formed by quadruple helix stakeholders representative of a territory, is to promote medium-and long-term action programmes
the changing needs of research and innovation system stakeholders. For this reason, it is essential that the monitoring
Quadruple helix stakeholders will also take part in these evaluations, which will be carried out by independent experts
to the challenges we face by involving as many stakeholders as possible in the research and innovation process.
ï Set up a team involving the necessary stakeholders for designing the strategy ï Clarify the scope and dimensions of the RIS3 for the correct
•They get stakeholders fully involved and encourage innovation and experimentation •They are based evidence
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 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
The fact that RIS3 is based on a wide view of innovation automatically implies that stakeholders
or major regional stakeholders In order to secure that all stakeholders own and share the strategy, governance schemes should
allow for'collaborative leadership, 'meaning that hierarchies in decision-making should be flexible enough in order to let each actor to have a role
society, and environment shared by all stakeholders. The scenario constitutes the basis for developing a vision about where the region would like to be in the future,
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
stakeholders and keep the current ones engaged Example 4-The vision of Flanders Step 4-Identification of priorities
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
Adding key stakeholders from foreign clusters brings in a useful peer review dimension to the analysis
since different stakeholders will have different expectations and agendas on the question at stake, often restricted to their own areas of action
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.
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
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
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
it should attract regional stakeholders around a common bold project, a dream, which many feel they can contribute to and benefit
cannot be taken seriously by regional stakeholders At this stage, the purpose is to reach the willingness to act towards the transformation of the
communication of the RIS3 is essential to ensure its endorsement by all stakeholders of the
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.
such as targeted visits to stakeholders or concerted workshops and seminars. Examples of active tools are:
stakeholders in the region are supposed to adhere to the strategy and implement it in their
of all stakeholders in a process of entrepreneurial discovery, which should secure a regionally -and business-driven, inclusive and open prioritisation process
•Engaging regional stakeholders in external production networks •Securing national infrastructure investments to enhance connectivity
1. Is the strategy based on an appropriate stakeholder involvement? How does it support the entrepreneurial discovery process of testing possible new areas
In order to help regional stakeholders to capture the critical lessons and knowledge about those delivery instruments, a summary of EU staff experience in managing them is given here in a
The contribution of the stakeholders at regional and national level needs therefore to be enhanced.
In this framework, public decision-makers and stakeholders in Europe†s regions and cities, which are responsible for designing,
liaising with the area-specific stakeholders in the field of energy, water and other natural
and stakeholders into innovation processes, promoting inclusive growth. Therefore, they are a relevant rationale to have in mind while designing innovation strategies for smart specialisation
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
of local stakeholders to implementing active labour market policies. For the next programming period, social innovation is treated in a horizontal way in the ESF regulation.
1. Is the strategy based on appropriate stakeholder involvement? How does it support the entrepreneurial discovery process of testing possible new areas
1. 1 Has the strategy been developed through a broadly-based process of direct stakeholder involvement, including mainly regional government/regional agencies, entrepreneurs, knowledge
providers but also other/new stakeholders with the potential for innovative contributions, through measures such as surveys, consultations, dedicated working groups, workshops, etc
7. 3 How is the strategy to be communicated to stakeholders and the general public? What are the
•They get stakeholders fully involved and encourage innovation and experimentation •They are based evidence
stakeholders and companies (nationally and internationally based. The categorisation 5 Action Plan †The European Agenda for Entrepreneurship, European commission, COM (2004
up basis from national funding agencies and other stakeholders. An indicative †long list†of
basis for targeted consultation with stakeholders. In some cases, areas were amalgamated at this point based on the deliberations within the TWG
Stakeholder engagement events were organised by each of the TWGS at which the TWG perspectives were shared with stakeholders
in order to elicit feedback. In parallel, the Steering Group invited the main enterprise and higher education representative bodies to provide
formal written inputs to the stakeholder engagement documents compiled by each TWG TWGS, having considered the stakeholder feedback,
made prioritisation and elimination decisions in working group meetings using a scoring methodology based on the criteria
Discussions with stakeholders were ongoing throughout the process through formal briefings and bilateral meetings with stakeholder groups
6. 3. 2 Final Deliberations A further large-scale stakeholder engagement event was organised in early September 2011 to
gather feedback from stakeholders on emerging priorities. Based on these inputs and further deliberations the Steering Group agreed the priority areas to be recommended to
Government There were a number of areas that received significant exchequer funding prior the NRPE that
It was based on a strong evidence base and rigorous analysis combined with stakeholder broad based) judgement
Extensive stakeholder involvement was achieved throughout the process from consideration of the need for a prioritisation exercise, through the background analysis and planning phases
working groups, expert consultancy, broader stakeholder engagement through round table workshops, a conference style event with plenary
process, and throughout the process bilateral engagements with key stakeholders A wide range of actors were involved including representatives from academia, industry
Government departments, agencies and stakeholders to ensure a coordinated approach to developing the action plans and drive greater coherence across the system at the level of
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