How can ETC contribute to smart growth

1. How can ETC contribute to smart growth?

2. The general policy context Global competition for resources, markets and ideas that provide competitive advantage Globalisation of supply chains: More oppor-tunities but also more concentration in R&D More pressure to specialise and invest in high value added activities to position regions More value for money: Reduced scope for public investment = more careful deployment of resources Need for a strategic and integrated approach to innovation (European Council, 4 February 2011)

3. The general policy context Economic growth is a function of changes in population, employment and productivity rates �A country�s ability to improve its standard of living over time depends almost entirely on its ability to raise its output per worker� (P. Krugman, 1990) Productivity growth comes both from restructuring between sectors and improvement within industries To generate growth, regions have to invest in human capital, R&D and innovation and focus on integrating policies (OECD + EU COM)

4. Europe 2020: 3 pillars, 7 flagships

5. The level of innovation in regions varies considerably across almost all EU countries. This is one of the main findings of the 2009 Regional Innovation Scoreboard (RIS). The 2009 RIS, based on the European Innovation Scoreboard (EIS) approach and methodology, assesses innovation performances across 201 regions in the EU and Norway. Spain, Italy and the Czech Republic are the most heterogeneous countries, where innovation performance varies from low to medium-high. The report marks a significant step forward in measuring regional innovation performance although it also shows that more progress is needed on the availability and quality of innovation data at regional level. The results confirm the value of measuring innovation performance at regional level to complement the national level and emphasize the need for policies to reflect regional contexts. While on average the pattern of innovation is quite stable between year 2004 and 2006, several regions, in particular in Spain and France, have improved their innovation performance. The report also shows that the most innovative regions are typically in the most innovative countries, although some regions outperform their country level. 2009 RIS clusters the regions in five groups, ranging from the highest to the lowest overall innovators: The report marks a significant step forward in measuring regional innovation performance although it also shows that more progress is needed on the availability and quality of innovation data at regional level. The results confirm the value of measuring innovation performance at regional level to complement the national level and emphasize the need for policies to reflect regional contexts.The level of innovation in regions varies considerably across almost all EU countries. This is one of the main findings of the 2009 Regional Innovation Scoreboard (RIS). The 2009 RIS, based on the European Innovation Scoreboard (EIS) approach and methodology, assesses innovation performances across 201 regions in the EU and Norway. Spain, Italy and the Czech Republic are the most heterogeneous countries, where innovation performance varies from low to medium-high. The report marks a significant step forward in measuring regional innovation performance although it also shows that more progress is needed on the availability and quality of innovation data at regional level. The results confirm the value of measuring innovation performance at regional level to complement the national level and emphasize the need for policies to reflect regional contexts. While on average the pattern of innovation is quite stable between year 2004 and 2006, several regions, in particular in Spain and France, have improved their innovation performance. The report also shows that the most innovative regions are typically in the most innovative countries, although some regions outperform their country level. 2009 RIS clusters the regions in five groups, ranging from the highest to the lowest overall innovators: The report marks a significant step forward in measuring regional innovation performance although it also shows that more progress is needed on the availability and quality of innovation data at regional level. The results confirm the value of measuring innovation performance at regional level to complement the national level and emphasize the need for policies to reflect regional contexts.

6. Innovation Union COM: Diagnosis

7. Innovation Union Flagship

8. Smart Growth Communication Joint Communication (REGIO, RTD, ENT, EDU) RP as key delivery mechanism for EU202 Mobilising innovation potential of all EU regions Re-focusing ERDF: More strategic use of SF More support for education, research, innovation Aligning investments with National Reform Prgs R&I to be in with line smart specialisation strats Regions to concentrate resources on activities of high added value and competitive advantage

9. More effective / synergetic use of public funds (ERDF, FP7, CIP, own funds). More extensive use of financial engineering (venture/risk capital, loans, guarantees) More peer-review and independent experts ERDF to fund shortlisted FP7 and CIP projects More use of peer learning and interregional networks for improving regional innovation policy

10. Ex. for smart growth actions: Support to innovation clusters, science parks, incubators, voucher schemes, etc. SME support services along the entire innovation cycle from idea through R&D to commercialisation Promotion of entrepreneurship education and training and of transversal skills Support to knowledge triangle and university-enterprise cooperation

11. Support to financial engineering: e.g. JEREMY Development of excellent research infrastruc-tures and supporting researchers to link to them Integration of cultural and creative industries and design into development strategies, Investment in ICT, e.g. high-speed internet access Use of pre-commercial public procurement for creating demand for innovative solutions

12. What is a strategy? When you are in the middle of the forest. You need to decide where to go. First you need to know where you come from. Then climb a tree to get a better view and determine which way to take from here and what you can reasonably achieve.What is a strategy? When you are in the middle of the forest. You need to decide where to go. First you need to know where you come from. Then climb a tree to get a better view and determine which way to take from here and what you can reasonably achieve.

16. What is a strategy? When you are in the middle of the forest. You need to decide where to go. First you need to know where you come from. Then climb a tree to get a better view and determine which way to take from here and what you can reasonably achieve.What is a strategy? When you are in the middle of the forest. You need to decide where to go. First you need to know where you come from. Then climb a tree to get a better view and determine which way to take from here and what you can reasonably achieve.

17. Regional Policy for the knowledge economy/RP upgrade Smart = - evidence-based: SWOT analysis & foresight, taking all assets of a region into account, in particular industrial structures, science, technology and training capacities, skills, environment, market access, but also "difficult assets" (aging population, remote position, rough climate �), - no top-down decision, but: discovery process with stakeholders to identify potential, actors, cross-fertilisation potential, etc. - possibly using creative problem solving / brainstorming tools (= "help them discover what they know themselves") and developing the smart specialisation concept - look beyond borders: global perspective to be able to assess potential of competitive advantage compared to other specialised regions & potential for cooperation - source in knowledge, technologies etc. rather than re-inventing the wheel. Specialisation = - priority setting (not "coffee for all") - getting better (than others) with something concrete, rather than doing a little bit of everything, but without becoming a master in it - accumulation of critical mass (be it internal to the region or via external insourcing & cooperation) - not necessarily focus on a single industrial / service sector (or individual company), but cross-sectoral Smart = - evidence-based: SWOT analysis & foresight, taking all assets of a region into account, in particular industrial structures, science, technology and training capacities, skills, environment, market access, but also "difficult assets" (aging population, remote position, rough climate �), - no top-down decision, but: discovery process with stakeholders to identify potential, actors, cross-fertilisation potential, etc. - possibly using creative problem solving / brainstorming tools (= "help them discover what they know themselves") and developing the smart specialisation concept - look beyond borders: global perspective to be able to assess potential of competitive advantage compared to other specialised regions & potential for cooperation - source in knowledge, technologies etc. rather than re-inventing the wheel. Specialisation = - priority setting (not "coffee for all") - getting better (than others) with something concrete, rather than doing a little bit of everything, but without becoming a master in it - accumulation of critical mass (be it internal to the region or via external insourcing & cooperation) - not necessarily focus on a single industrial / service sector (or individual company), but cross-sectoral

23. The S3 platform Shared knowledge base for strategic intelligence

24. The S3 platform Shared knowledge base for strategic intelligence

25. The S3 platform Shared knowledge base for strategic intelligence

26. The S3 platform Shared knowledge base for strategic intelligence