PPP in Research Development and Innovation for the Southern Mediterranean
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Transcript of PPP in Research Development and Innovation for the Southern Mediterranean
1
Participatory Modernization PPP in Research Development and Innovation for the Southern Mediterranean
Sustainable and inclusive growth and economic development Consolidation of democratic reforms and institutional building
2 Changes in South and East MED B
ackground
Challenges Improved skill creation
Technology transfer through FDI Employment creation Enhanced regulatory framework for
business More efficient, transparent and
accountable public administration
Baseline Royalty and licence fees Share of knowledge based industries in gross value added
Source: W. Schwalje, (2011); World Bank, Enterprise Survey
Opportunities
Concentration of resources on large scale programmes (targeted predominantly at technical achievements
Involvement of a small number of participants,
Centralized administrative management
Lack of focus on outcomes delivering broadly diffused benefit
Lack of critical mass Lack of frameworks for a market-driven and
bottom-up definition of objectives
3 Limited impact of traditional RDI policies in the EU
Background
Inefficiencies
Shortcomings
4
PPPs: a tool for growth
Facilitate joint vision development and strategic agenda setting, including at a cross-national and regional level
Build critical mass through flexible structure providing size and cross-fertilization
Strengthen competitiveness by making the
RDI cycle more efficient and shortening the time from research to market Help to overcome fragmentation and
redundancies
Address major societal challenges
Partnering in Research and Innovation
Leverage Knowledge Leverage resources Leverage public policies COM(2011) 572
PPP as factor multiplier
C
ase Studies
EC Communication
5
PPP types in RDI
Mobile Life Vinnova Excellence Centre, Sweden Digital Enterprise Research Institute, Ireland
Research Centre-based Clusters/Networks
C
ase Studies
JTI Artemis, EU Fraunhofer Center for Nanoelectronic Technologies, Germany National Physical Laboratory, United Kingdom DTU Symbion, Denmark
Joint Ventures
Biosciences Research Centre Project, Australia Proton Therapy Centre - Essen University Hospital, Germany ISIS Innovation, United Kingdom
Asset-based RDI PPP
+ venture capital
+ venture capital
Clusters/Networks Medicines for Malaria Venture, USA
Biotechnet, Switzerland
Enhanced management/raised operational efficiency (and third party revenues with NPL)
Reduce redundancies
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Leveraging Resources
Public funds used to pay for the research installation used by the private sector partners who financed the operational costs
Private and Public funds blended with EU grants Private funds used to pay for the research laboratory in exchange for
50% licencing and 50% of Chemistry Dep.’s spin off shares
Achieving scale & scope economies
Matching funds from the private partners/risk sharing Valuable contributions in kind (hardware, licences) from the private
sector partners blended with Government financial support
Valuable contributions
New constellation of R&D stakeholders including international organizations (WHO), international drug companies, research institutes, government development organisations (e.g. DFID, UK) as well private foundations (e.g. Bill & Melinda Gates Foundation).
E
vidence
New aggregations of capability Medicines for Malaria
Mobile Life Centre, Biotechnet
Fraunhofer CNT, JTI Artemis ISIS Innovation
Improving efficiency National Physical Laboratory, Biotechnet
Coherent strategic objectives/consistent with broader strategic government’s policy
Industry led/ Market driven competence centre Evaluation of marked submitted proposals Retroactive expenses’ repayment
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Leveraging Knowledge
Knowledge broker with branch insight and knowledge of partners’ strengths
Access to venture capital knowledge/Provide financial support in pre-seeds market
Creating new Institutional Forms
Bring together key elements of the research process, facilitate a more effective technology transfer
Provide R&D infrastructure access Personal exchange/ in-house internships /training of PhD students Increase recruitment opportunities
Improving Technology Transfer
Unique set of stakeholders including government’s innovation agency, scientific institutes, municipal partners, SMEs and global players from ICT industry
E
vidence
Facilitating the Creation of Clusters Fraunhofer CNT , Mobile Life, DERI, Biotechnet
DERI, Mobile Life Centre, Biotechnet
MMV, Biotechnet, DTU Symbion, ISIS Innovation
Bolstering Innovation Mobile Life Centre, Fraunhofer CNT Biotechnet
Co-ordinated efforts by a wide range of specialists on complex research topics multi-disciplinary in scope
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Leveraging Public Policies
Creating Social Capital
Reduce the strong cultural divide between private industry and academia
High Level Skills Transfer
Independent board entrusted with major financial, ethical and research selection issues
Output based/Termination of less promising projects
E
vidence
Governance for Public R&D MMV
Mobile Life Centre, CNT, DPI
DPI, CNT, MMV , JTI Artemis
Build a local industry cluster Improve research infrastructure/laboratory facilities Align research strategy
Boosting Competitiveness Fraunhofer CNT JTI Artemis
Align interests of public and private partners by facilitating delivery of new effective and affordable products to the market
Solving Market Failure MMV
PPP can build social capital by creating environments where different knowledge creators can effectively and successfully co-operate
PPPs offer a valuable means to ensure that state/IFIs sponsored RDI funding is more effectively employed where universities (as in the South and East Mediterranean) use traditional channels of knowledge delivery
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Lessons learned
Creating Social Capital
PPPs offer a better solution to cut red tape in supporting RDI PPPs provide incentives, embedded control at entry and post
research evaluation systems through KPIs
E
vidence
Governance for Public R&D
South and East Mediterranean Countries have the opportunities to create clusters/centres of excellence in key area of relevant RDI, (e.g. solar energy, irrigation)
PPPs are a very effective way to both create and sustain clusters
Boosting Competitiveness
10 European PPP Expertise Centre (EPEC)
EPEC is a joint initiative of the European Commission, EIB, EU Candidate and Member States
EPEC assists the public sector to improve the conditions for delivering more successful PPP projects via:
(i) Network activities including working groups and workshops supported by the EPEC Executive (an analytical team with both critical mass and experience in PPP transaction advisory)
(ii) Bilateral support on PPP programme implementation
EPEC provides link to the private sector PPP community through Private Sector Forums
The EPEC network links over 27 countries : Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Ireland, Israel, Italy, Latvia, Lithuania, Malta, Montenegro, Netherlands, Poland, Portugal, Rumania, Scotland, Slovak Republic, Slovenia, Spain, Turkey, and United Kingdom
Capacity Building, Institutional strengthening and programme support
Instruments
C
ontacts
Claudio Cortese Operations outside the EU Deputy Director General [email protected] Javier Gutierrez-Degeneve Head of the Near East Division [email protected] Ioannis Kaltsas Policy and Trust Funds Head of Division [email protected] Alain Nadeau Head of the Maghreb Division [email protected]
Thomas C. Barrett Technical and Financial Advice Director [email protected] Nick Jennett European PPP Expertise Centre Head of Division [email protected] Francesco Totaro European PPP Expertise Centre Advisor [email protected]