Transcript Smart Specialisation Strategies

Cultural and creative industries
as drivers for growth
•
CCIs contribute to to different Cohesion Policy priorities therefore CP
can support CCIs under different categories of investments and
falgships of the EU2020 strategy:
 Innovation Union
 Digital Agenda
 An industrial policy for the globalisation era
 An agenda for new skills and jobs
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RTD-innovation, entrepreneurship, support services to SMEs,
cooperation based on networks and clusters
Innovative ICTs, including e-services to SMEs, digitisation and eaccess to cultural assests for the citizens
Urban regeneration (integrated projects)
Improvement of human and social capital
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CP support is especially relevant for SME activities inareas such as
design, publishing, media content and ICT related industries
Culture/regional development
strategies
• Success factors
 Mainstreaming culture in smart specialisation strategies
for regional growth, with a political consensus
(governance)
 Partnership between the national and regional authorities
in charge of the different public policies such as
economic development, employment, higher education
and culture
 Partnership with representatives from the provates
sector: SMEs, networks/cluster, civil society
 Combining regional, national and EU funding sources
-> ownership
Regional Policy contributing to
smart growth in Europe 2020
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Amsterdam Declaration 05/02/2010 http://www.europeinnova.eu/creative-industries
„Cultural and creative industries are at the crossroad between
culture, creativtity and innovation. They offer a huge potential to
contribute to the transformation of European society, responding
to major social, demographical and environmental challenges
and leading to a more sustainable and smarter economy within
the EU2020 strategy. Yet, the combined cultural and
economic potential of these dynamic industries still
remains largely underestimated and untapped.”
Commission Green Paper Unlocking the potential of cultural and
creative industries:
„ (CCIs) often contribute to boosting local economies in decline,
contributing to the emeregence of new economic activities,
creating new and sustaible jobs and enhancing the
attractiveness of European regions and cities”
CCIs
• Provide content for the further development
of ICTs
• Give impulses for innovation
• Instrumental in shaping social and cultural
trends and consumer demand in the
„experience economy”
• Provide inputs to innovative activities by other
enterprises
• Help to combat a wide range of social
problems from crime prevention to the
fight against social exclusion
• Help regenerating communities and
improving public services
• Presence of CCIs and vibrant cultural
communities a „soft” location factor:
boosts competitiveness by attracting
highly skilled people and companies
What needs to be done?
Council conclusions 10/05/2010 on the contribution of
culture to regional development:
• Encouraging a favourable regulatory environment
for cultural and creative SMEs
• Strengthening entrepreneurship through the creation
of CCI incubators
• Promoting new buisness models and consolidating
creative clusters and business research centres
• Improving the access of cultural and creative SMEs
to channels of distribution
• Promoting better links between CCIs and financial
services
Design
• Increasingly recognised as a means of usercentred innovation
• User needs and abilities are the starting point
of design activities, integrating environmental,
safety, and accessibility considerations into
products, service and systems.
• Can stimulate market take-up and
commercial success of innovations
Smart Specialisation Strategies –
Why?
Harnessing knowledge potential, investing
smarter, mobilising all regions for Europe 2020
 Coordinating national, regional and EU funds for a
common goal: competitiveness and jobs
 Spending Strutural Funds more efficiently by
increasing its strategic content
 Increasing leverage of private investment on Research
and Innovation
Smart Specialisation Strategies –
Why?
Main message: Investment in R&D, human capital
and innovation is crucial for all regions
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But: no “one size fits all” Regional Policy model,
diversity as asset for different growth path/policy mixes
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Policy mixes need to recognise regional diversity
and innovation capacity (assets, not ambitions)
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There are potentially large gains from strategies that
exploit areas of competitive advantage and focus
investments rather than spreading them thinly across
many sectors and areas
Smart Specialisation Strategies –
How?
Strong focus on bottom-up process and
stakeholder involvement and interaction
 Combination of top-down setting of objectives
(Europe 2020, Innovation Union) and bottom-up
processes of entrepreneurial discovery
 Involving experts, businesses, research centres,
universities and other knowledge-creating institutions
and stakeholders
 Sound analysis, identification of competitiveness
factors (e.g. critical mass) and bottlenecks, enabling
technologies (sourcing in), concentrating resources
on key priorities, …
Smart Specialisation Strategies –
What?
Innovation-driven development strategy focusing
on regional strength/competitive advantage
 Specialising in a smart way, i.e. based on evidence and
strategic intelligence about a region's assets
 Looking beyond boundaries, positioning region in
global context (what specialisations can be developed in
relation to those of other regions?)
 International differentiation strategy to attract
investments (public and private, e.g. FDI)
 Not necessarily new for regions (e.g. RIS), but needs to
be reinforced across all regions
Specialisation and Technopoles in Lower
Austria
 Lower Austria has gone through extensive
prioritisation processes thanks to several
strategic exercises since the mid-nineties. In
1998, a project for the continuous improvement
of its regional innovation system started.
 Three 'Technopols‘ were launched 5 years ago
in the areas where the region has a competitive
advantage: Biotech and regenerative medicine;
Environmental biotechnology and
agrobiotechnology; and microsystems
engineering, tribology and medical systems
technology
 Resilience to the crisis and advanced
competitiveness
The Economic Impact of Technopols in Lower Austria
(Research Report by ECONOMICA Institute of Economic Research, Vienna
http://www.ecoplus.at/
Macro-sectors and focus on education
and talent in Navarra
 Navarra's modernisation strategy was launched
to maintain and improve not only its regional
competitiveness and GDP per capita, but also its
human development and its environmental
sustainability levels by 2030.
 'Moderna Navarra ' integrates more than 90 preexisting plans and aims to lead the regional
structural transition from an industry-based
economy to a knowledge-based economy.
 Navarra's government played a pivotal role in
providing the impulse for developing the
strategy, in particular by facilitating the
coordination of the main academic, business,
social and political actors.
 Niche sectors, such as bio-medicine or medical
appliances, have been identified as
specialisations. Regions with similar sectors
were visited, in order to learn from them and to
develop niche specializations while trying to
avoid duplications.