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Xabier GoenagaHead of Unit

Knowledge for GrowthInstitute for Prospective Technological Studies (IPTS)

Joint Research Centre

Regional Innovation Strategies for Smart Specialisation

How to Develop a RIS3

The current S3 Draft GuideEdited by JRC IPTS in association

with DG REGIO and with contributions from:

D. Foray, J. Goddard, P. McCann, K. Morgan, C. Nauwelars, R. Ortega-Argilés

A number of Commission officials from various DGs

Preliminary version circulated among ST and MG Dec 2011 and will be presented to regions in Jan 2012

To be reviewed in 2012 after feedback from users, MG, …

The contents

Policy rationale

Governance issues

Practical steps to design a RIS3

Peer review and monitoring Examples from case studies

Policy instruments and horizontal dimensions

10 practical steps (non-sequential!) towards a RIS 3 – in a context of entrepreneurial process of discovery

Scope & process

Vision

Analysis

Scenarios

Priorities

Policy mix & pilots & targets

Monitor&Evaluate

Policy intelligenc

e pool

Communication

Review & Update

Step 8: Strategic policy intelligence

Running a RIS3 requires regional authorities to develop new skills and capacities

Policy intelligence units with a qualified staff need to be established within the governance structure, to support the learning process of regional authorities

An important mission of policy intelligence is to access and use knowledge from foreign regions and countries

Step 3 – Analysis of regional potential

Analysing and assessing the potential crucial for prioritisation process

Encourage and observe the outcome of the entrepreneurial process of discovery (EPD)

Different regional typologies Build on advantages Supporting transformation

Step 1:Proposing a vision – “we have a dream”

Shared Vision on the potential of the region and main direction for its international positioning:

political endorsement mobilizing power

ambitious but still credible

A Top Technology Region! Unique cross-boarder region of

Brabant, Limburg, Liège, and North Rhine-Westphalia

The aim is to create a region that can compete internationally and thereby guarantee employment and prosperity for its inhabitants

The focus is to close the gap in the

“Knowledge-to-Skill-to-Till” chains in three specified sectors: Chemicals & Advanced Materials, High-Tech Systems, and Health Sciences

Step 4 – Scenarios

Develop broad scenarios

Discussion with wide regional audience

Realistic view of the region’s position within an international perspective

Step 2: Process and governance – Ensuring participation and ownership

Define its scope and its expected goal

different stakeholders WILL have different expectations and agenda

Encourage a EPD. Participation of the key actors

A wide view of innovation Also services, public sector and

non-technological innovation

Collaborative leadership

Lahti region in Finland

Low level of education Low average household income

No universityLow in most innovation indexes.

Inefficient Cluster policy

New action model and new innovation environment!

collaboration of all strategies, plans and bodies in the region Links to the most relevant R&D institutions outside the regionexpertise serving all industries and clustersamong the most innovative regions in Finland

New action model and new innovation environment!

collaboration of all strategies, plans and bodies in the region Links to the most relevant R&D institutions outside the regionexpertise serving all industries and clustersamong the most innovative regions in Finland

Practise based

innovation

design

environment

Step 5 – Selection of Priorities Decision-making step

Clear criteria for filtering priorities

Good governance is key

Avoid risk of capture by interest groups and of lock in into traditional activities

Outcome of EPD

MODERNA - Navarra's New Economic Regional development model Identified new business

opportunities in following sectors:

Design and creativity

Services to persons: related to active ageing, persons with difficulties, favour family life and work reconciliation

Other: the audiovisual sector and personal safety, heritage and information.

“a self-discovery process¹”

involving entrepreneurial trial and error as well as public policy to create more incentives for those entrepreneurs who are taking the risk of experimenting in new activities

[1] R. Haussmann and D. Rodrik, “Economic development as self-discovery”, Journal of Development Economics, vol.72, December 2003

Entrepreneurs must be understood in a broad

sense

firmshigher education institutions, public research institutes, independent inventors and innovators

Reveals the domains of R&D and innovation in which a region is likely to excel given its existing capabilities and productive assets

WHAT IT IS WHO IS INVOLVED

The result of an entrepreneurial process of discovery (EPD)

Step 6: Definition of policy packages

The broad action lines corresponding to priorities

Action Plan

Pilot projects− Experimentation of new

policies to support good design

− Input for updating priorities

The Action Plan should define:

Programmes, instruments, initiatives to feed the actions

Target groups Actors involved and their

responsibilities Timeframes Funding resources for specific

groups and projects

Step 10: (Peer) Review and update of RIS3

Formulating and implementing a RIS3 is a continuous process

Need to regularly adapt and update the strategy

Information and new insights are gathered during implementation and are incorporated into a new version of RIS3

What to review?1) Being Place Based

2) Achieving Critical Mass

3) Entrepreneurial Discovery

4) Being Outward-Oriented

5) Being Future-Oriented

6) Well performing system (IU self assessment tool)

Step 7: Monitoring and evaluation

Monitoring aims at verifying the correct and efficient implementation of activities

Evaluation aims at verifying whether and how policy goals are met – based on outcome indicators

OUTCOME INDICATORSEach region chooses, according toagreed general principles, thoseindicators that are most suitable totrack the progress of its ownprogrammes towards place-basedpolicy goals A strategy might be aimed at

more than one outcome (i.e. different dimensions of well-being and progress)

The choice of outcomes should be the result of a deliberative process

Outcome targets are established whenever possible, i.e. the values of the outcome indicators which policy action aims to achieve

Step 9: Communication of the RIS3

Good communication is crucial:

To ensure RIS3 endorsement by all stakeholders of the region

To possibly embark new stakeholders, that are not yet part of the project

Informing the public opinion of the necessity to support the development of knowledge-based businesses

Communication is needed all along the process (in all the design steps)

Wha t is mos t needed4 les sons from pa st RIS:

1 ) Pos itioning the RIS3 proje ct in a na tional a nd Eu ropean conte xt

2 ) Iden tifying th e differe nt stak eholde r group s and their differe nt nee ds

3 ) Trad itional to ols (pre ss ca mpaign , web, s emina rs …)

4 ) Activ e tools (targete d visits to stake holde rs, loca l meeting , disc ussio ns …)

Thank you!

Knowledge for Growth Unit: http://ipts.jrc.ec.europa.eu/ataglance/knowledge_for_growth.cfm

The Smart Specialisation Action website: http://ipts.jrc.ec.europa.eu/activities/research-and-innovation/s3platform.cfm

Email: xabier.GOENAGA@ec.europa.eu