• L<strong>in</strong>k<strong>in</strong>g Structural Funds with national <strong>in</strong>novation policies <strong>in</strong> an efficient <strong>and</strong> effective matterAfter accession, <strong>the</strong> Structural Funds will be one of <strong>the</strong> pr<strong>in</strong>cipal policy tools for stimulat<strong>in</strong>g <strong>SMEs</strong>,both <strong>in</strong> terms of funds <strong>and</strong> <strong>in</strong> terms of adm<strong>in</strong>istration. The SME development agencies, <strong>in</strong> particularPAED, SMEDA, LDA <strong>and</strong> Enterprise Estonia, expect that <strong>the</strong> implementation <strong>and</strong> adm<strong>in</strong>istration of<strong>the</strong> Structural Funds will become one of <strong>the</strong>ir pr<strong>in</strong>cipal activities follow<strong>in</strong>g accession (if it isn’t alreadytoday). One of <strong>the</strong> pr<strong>in</strong>cipal challenges <strong>in</strong> this context will be to ensure that <strong>the</strong> Structural Funds canbe l<strong>in</strong>ked with national <strong>in</strong>novation policies <strong>and</strong> strategies so as to ensure that Structural Funds willprovide complementarity <strong>and</strong> value-added. An example of how Sweden has used national fund<strong>in</strong>g topromote <strong>in</strong>novation is presented <strong>in</strong> Box 15 below.Box 15: VINNVÄXT - Regional Growth through Development of Dynamic InnovationSystemsVINNOVA’s mission is to promote susta<strong>in</strong>able growth by f<strong>in</strong>anc<strong>in</strong>g R&D <strong>and</strong> develop<strong>in</strong>geffective <strong>in</strong>novation systems. VINNOVA’s efforts to create effective <strong>in</strong>novation systems have<strong>in</strong>ternational, national, sectoral <strong>and</strong> regional perspectives.VINNVÄXT is a programme based on <strong>the</strong> idea of regional growth through dynamic <strong>in</strong>novationsystems. The purpose of this programme is to stimulate <strong>the</strong> susta<strong>in</strong>able development <strong>and</strong><strong>in</strong>ternational competitiveness <strong>in</strong> functional regions through <strong>the</strong> long-term promotion <strong>and</strong>streng<strong>the</strong>n<strong>in</strong>g of <strong>the</strong> <strong>in</strong>novation system (<strong>in</strong>clud<strong>in</strong>g R&D fund<strong>in</strong>g) with<strong>in</strong> selected strategicareas. Thus, <strong>the</strong> programme seeks to concentrate efforts <strong>and</strong> actors with<strong>in</strong> a region arounda strategic idea. Regions <strong>and</strong> <strong>in</strong>itiatives to be <strong>in</strong>cluded <strong>in</strong> this programme are selected <strong>in</strong> anational competition accord<strong>in</strong>g to quality of <strong>the</strong> proposal, growth potential, <strong>and</strong> <strong>the</strong> abilityto mobilize regional efforts <strong>and</strong> to secure regional co-f<strong>in</strong>anc<strong>in</strong>g, among o<strong>the</strong>r th<strong>in</strong>gs. Thew<strong>in</strong>n<strong>in</strong>g teams receive up to 10 million SEK (approx. 1.1 million €) per year for 10 years fromVINNOVA, plus match<strong>in</strong>g regional co-fund<strong>in</strong>g.VINNVÄXT differs significantly from earlier regional development <strong>in</strong>itiatives <strong>in</strong> Swedenwith its long-term perspective, its process support <strong>and</strong> <strong>the</strong> fact that <strong>the</strong> programme selectionprocedure is competitive.Follow<strong>in</strong>g <strong>the</strong> general positive reactions to VINNVÄXT, VINNOVA has <strong>in</strong>creased its totalbudget of <strong>the</strong> programme from <strong>in</strong>itially 400 to 600 MSEK for <strong>the</strong> ten-year period. This sumis matched by regional co-fund<strong>in</strong>g of at least <strong>the</strong> same amount.88
RecommendationsBased on <strong>the</strong> challenges identified <strong>in</strong> <strong>the</strong> above section, we present here some general <strong>and</strong> specificrecommendations for policymak<strong>in</strong>g. It should be po<strong>in</strong>ted here that, ra<strong>the</strong>r than claim<strong>in</strong>g to provideabsolute truths or to constitute an exhaustive list, <strong>the</strong>se recommendations should be seen, <strong>and</strong>are <strong>in</strong>tended to serve, as start<strong>in</strong>g po<strong>in</strong>ts for constructive <strong>and</strong> action-oriented discussions amongpolicymakers, experts <strong>and</strong> stakeholders <strong>in</strong> <strong>the</strong> B4 on possible future policy directions <strong>and</strong> <strong>in</strong>itiatives.1. Streng<strong>the</strong>n<strong>in</strong>g policymak<strong>in</strong>g:a) Improv<strong>in</strong>g <strong>the</strong> formation, coord<strong>in</strong>ation, organisation, implementation <strong>and</strong> evaluation ofpolicies• Adopt a horizontal, <strong>in</strong>novation system perspective• Include stakeholders <strong>in</strong> <strong>the</strong> policy formation process (triple helix task forces with a clearm<strong>and</strong>ate to recommend policies / reforms / <strong>in</strong>itiatives)• Improve mechanisms for evaluat<strong>in</strong>g policies dur<strong>in</strong>g <strong>the</strong>ir implementation, <strong>and</strong> thus<strong>in</strong>tegrat<strong>in</strong>g evaluation <strong>in</strong>to <strong>the</strong> policymak<strong>in</strong>g process, ra<strong>the</strong>r than merely carry<strong>in</strong>g outformalistic evaluations after <strong>the</strong> factb) Support<strong>in</strong>g policy learn<strong>in</strong>g• Create fora for structured high-level policy exchange <strong>and</strong> learn<strong>in</strong>g (both with<strong>in</strong> countries <strong>and</strong>between countries)c) Adjust<strong>in</strong>g policymak<strong>in</strong>g (<strong>in</strong>stitutions, organisation <strong>and</strong> processes) to <strong>the</strong> dem<strong>and</strong>s of aknowledge-based, <strong>in</strong>novative economy <strong>and</strong> society• Evaluate <strong>the</strong> <strong>in</strong>novative capacity of <strong>the</strong> public sector <strong>and</strong> policymak<strong>in</strong>g <strong>in</strong>stitutions• Adopt strategies for improv<strong>in</strong>g ‘<strong>in</strong>novation <strong>in</strong> <strong>the</strong> public sector’ (recruitment strategies,decision-mak<strong>in</strong>g processes <strong>and</strong> organisational structures, <strong>in</strong>centive structures, team-build<strong>in</strong>gissues, etc.)• Assess / design / adjust public procurement strategies to ensure that public procurement isefficient, effective <strong>and</strong> contributory to streng<strong>the</strong>n <strong>the</strong> national <strong>in</strong>novation system; publicprocurement can have a critical impact on <strong>the</strong> national <strong>in</strong>novation system, ei<strong>the</strong>r promot<strong>in</strong>gor hamper<strong>in</strong>g strategic technological development <strong>in</strong> a country, through <strong>the</strong> sheer size ofmany public procurement contracts (e.g. software solutions used by public sector) <strong>and</strong> throughits signall<strong>in</strong>g effectd) Improv<strong>in</strong>g methods <strong>and</strong> data for measur<strong>in</strong>g <strong>and</strong> compar<strong>in</strong>g <strong>in</strong>novation performance.2. Improv<strong>in</strong>g <strong>the</strong> access to knowledgea) Streng<strong>the</strong>n<strong>in</strong>g <strong>the</strong> national science base• Develop strategies for government expenditure on R&D based on an <strong>in</strong>novation systemapproach (see, for example, <strong>the</strong> role <strong>and</strong> m<strong>and</strong>ate of <strong>the</strong> Swedish Agency for InnovationSystems, V<strong>in</strong>nova, or Tekes <strong>in</strong> F<strong>in</strong>l<strong>and</strong>; an example of V<strong>in</strong>nova’s programmes can be found <strong>in</strong>Box 15)• Exam<strong>in</strong>e <strong>the</strong> possibility of creat<strong>in</strong>g national centres of excellence <strong>in</strong> specific areas89
- Page 1 and 2:
Sylvia Schwaag SergerEmily HanssonC
- Page 4 and 5:
About the International Organisatio
- Page 7:
PREFACEAccession to the Single Mark
- Page 10 and 11:
enterprise development. There are n
- Page 12 and 13:
BOXESBox 1: The ‘Knowledge-Based
- Page 15 and 16:
INTRODUCTIONAfter more than 10 year
- Page 17 and 18:
CHAPTER 1: FROM STABILISATION TO IN
- Page 19:
increased competitive pressure as B
- Page 22 and 23:
Box 2: On Innovation and Innovation
- Page 24 and 25:
Table 5: GDP Growth 1995-2003 in Se
- Page 26 and 27:
Table 7: Relative Strengths and Wea
- Page 28 and 29:
Box 3: The Indicator ProblemExistin
- Page 31 and 32:
CHAPTER 2:BALTIC SMEs - AGENTS OF F
- Page 33 and 34:
Table 9: Average Annual Growth of S
- Page 35 and 36:
Box 4: Overview of Selected Multina
- Page 37 and 38:
The Role of SMEs in Transitional Ec
- Page 39 and 40: e to the potential advantage of the
- Page 41 and 42: A common measurement of business ac
- Page 43 and 44: Figure 8: Labour Productivity per P
- Page 45 and 46: Figure 10: Employment in Med/Hi-tec
- Page 47 and 48: Summing up, there are fewer economi
- Page 49 and 50: Overall, SMEs tend to lack the fina
- Page 51 and 52: Figure 12: Enterprises with Innovat
- Page 53 and 54: Figure 14: Proportion of Enterprise
- Page 55 and 56: Table 14: Barriers to Innovation fo
- Page 57 and 58: Some interesting examples of cluste
- Page 59 and 60: CHAPTER 3:POLICIES PROMOTING SMEs A
- Page 61 and 62: National governments themselves wil
- Page 63 and 64: Institutional StructureIn all of th
- Page 65 and 66: EU countries (innovation relay cent
- Page 67 and 68: LITHUANIAAgency/OrganisationLithuan
- Page 69 and 70: From the private sector, the chambe
- Page 71 and 72: On the whole, the B4 have relativel
- Page 73 and 74: LITHUANIAProgramme/Policy DocumentI
- Page 75 and 76: Table 19: B4 National Rankings of A
- Page 77 and 78: Box 11: Structural Funds to the Can
- Page 79 and 80: Box 12: On SMEs and FinancingIt doe
- Page 81 and 82: examples of evaluations of national
- Page 83 and 84: CHAPTER 4:CHALLENGES AND RECOMMENDA
- Page 85 and 86: General challengesBased on our own
- Page 87 and 88: the above-mentioned channels. 27 On
- Page 89: the EU average and particularly wit
- Page 93 and 94: CHAPTER 5:A VISION OF A NORDIC-BALT
- Page 95 and 96: addition, they are the most advance
- Page 97 and 98: countries. One such sign is the rap
- Page 99 and 100: CONCLUSIONSEU accession will not re
- Page 101 and 102: REFERENCESAlfonso, Antonio, Ludger
- Page 103 and 104: European Commission (2003f), Compre
- Page 105 and 106: Eurostat (2004a), SMEs in the Candi
- Page 107 and 108: Statistical Office of Estonia (2004
- Page 109 and 110: APPENDIX I:Agenda for Working Group
- Page 111 and 112: DAY 2:POLICY SOLUTIONS9:30-10:30 In
- Page 113 and 114: APPENDIX II:Participants in the IKE
- Page 115 and 116: APPENDIX III:Conclusions from the I
- Page 117 and 118: APPENDIX IV:Summary of the Panel se
- Page 119 and 120: Regarding the role of policymaking,
- Page 121 and 122: APPENDIX V:Description of Field Stu
- Page 123 and 124: Mr. Miroslaw MarekMr. Talis Millers
- Page 126: IKED - International Organisation f