Guide to Research and Innovation Strategies for Smart Specialisation

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epresents a starting point and can be completed and customised according to the specificities, experience and priorities of each region. Map regional assets (this mapping should take into account the level of development of CCIs in the region concerned): • Identify specialisation patterns in the region through a CCI mapping analysis (mapping should comprise quantitative as well as qualitative analysis). The European Cluster Observatory can provide assistance in this type of mapping exercise 105 . • Identify optimal CCI-specific conditions and develop a positive creative climate to enhance the attractiveness of the city or the region (creative ecosystem). • Identify lead organisations and dynamic individuals who are potential partners in development projects and possible structures for co-ordinating action. In this respect, the Europe Enterprise Network could provide assistance in organising matching events or assist in co-coordinative actions 106 . • Collect, if possible, statistical data and perform qualitative-based surveys to better understand the dynamics of CCIs to be used for implementing smart specialisation strategies. • Perform benchmarking activities to better understand the positioning of the region in the sector of CCIs in comparison to other EU regions. Involve all cultural, administrative and political actors in the decision making process (inclusive approach): • Develop partnerships between national and regional authorities in charge of different public policies such as economic development, employment, higher education and culture. Successful CCI strategies most often depend on excellent internal and external networks and communication channels involving different levels of administration and representatives from several CCI sectors. • Set up platforms, networks as well as clusters in order to support building of partnerships with representatives from the private sector and allow the creation of valuable synergies for the regional economic development. • Promote transnational cooperation to exchange experience on the level of both CCI SMEs and the authorities in charge of developing local creative strategies as a way to facilitate knowledge and capacity transfer and accelerate the learning path. Strategic and inclusive approach to investments and the use of financial resources: • Streamline regional, national and EU funding support to cover the different needs of the cultural and creative sectors. Synergies need to be developed in the use of the Structural Funds, including the European Regional Development Fund, the Creative Europe framework Programme (2014-2020) 107 , the Business Competitiveness and SME Programme (2014-2020), Horizon 2020 – the Framework Programme for Research and Innovation (2014-2020), tools and instruments developed and tested under the European Creative Industries Alliance, national and/or regional programmes for the CCIs and other possible sources of funding. 105 European Cluster Observatory, www.clusterobservatory.eu 106 Enterprise Europe Network, www.enterprise-europe-network.ec.europa.eu 107 Add reference when programme is adopted on 23 November. 90
• Develop innovative financial instruments such as equity funds or guarantee funds to cofinance investments in the cultural and creative sectors, in conjunction with the financial instrument that is proposed under the Creative Europe framework programme 108 as a way to give leverage to private investment in this field. • Further exploit links between the CCIs and other important policy areas for cohesion and/or rural development policies in particular urban and rural regeneration, territorial cooperation, cultural heritage and tourism. • Promote investments in the protection, promotion and development of cultural heritage 109 . Other investments could include: the development and use of new information technologies (for example to promote the digitisation of cultural heritage), strengthening of entrepreneurship in CCIs, the support to urban regeneration in which the cultural component (notably cultural infrastructure) traditionally plays a key role, the development of ICT-based cultural products, applications and services, the support to new business models for CCI SMEs, etc. Balance between hard (structures/infrastructures: creative hubs and clusters, networks, incubators and connected infrastructures) and soft (human capital addressing skills and training issues) investment should equally be encouraged. 108 Innovative financial instruments for CCIs are also tested under the European Creative Industries Alliance. 109 Included under the Cohesion policy as part of the thematic objective for protecting the environment. In Rural development policy, a specific action targeting cultural heritage is foreseen. 91
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European Union Regional Policy Guid
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Dominique Foray John Goddard Xabier
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TABLE OF CONTENTS INTRODUCTION ....
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LIST OF REGIONAL EXAMPLES Example 1
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horizontal approaches. These were i
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Smart specialisation has also been
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asked to play within that process i
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Who: Putting entrepreneurial knowle
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• Finally, radical foundation of
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• Secondly, this process is carri
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Therefore, they should not be thoug
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Tools suitable for this kind of ana
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Step 3 - Elaboration of an overall
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Step 6 - Integration of monitoring
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ANNEXES 27
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Step 1 - Analysis of the regional c
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problems, when regions remain too s
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3. 'Cluster' in-depth case studies
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Step 2 - Governance: Ensuring parti
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the contrary, they are offered as g
Page 41 and 42: 'thing' that a minority of people p
Page 43 and 44: Some or all of these engagement mec
Page 45 and 46: national government agencies and th
Page 47 and 48: Each country and region will, of co
Page 49 and 50: side of the box provides a typology
Page 51 and 52: preparation and discussion of scena
Page 53 and 54: 2. Identification of the stakeholde
Page 55 and 56: But how to present the prioritised
Page 57 and 58: Traditional instruments Emerging In
Page 59 and 60: Type of OECD region by economic pro
Page 61 and 62: Developing a RIS3 involves a degree
Page 63 and 64: national statistics. If the program
Page 65 and 66: Being place-based Box 6 - Distincti
Page 67 and 68: ANNEX II: DELIVERY INSTRUMENTS AND
Page 69 and 70: Clusters and Smart Specialisation W
Page 71 and 72: • Promote cluster management exce
Page 73 and 74: Barriers and challenges Most SMEs a
Page 75 and 76: o the China SME IPR Helpdesk provid
Page 77 and 78: Science parks provide the advanced
Page 79 and 80: designing and delivering national a
Page 81 and 82: a mutual understanding of the drive
Page 83 and 84: Digital Agenda for Europe Why shoul
Page 85 and 86: • Rural Development: measures aim
Page 87 and 88: high speed internet infrastructure.
Page 89 and 90: For this, solid economic data is ne
Page 91: production and distribution methods
Page 95 and 96: all departments - research, innovat
Page 97 and 98: Financial engineering instruments W
Page 99 and 100: 2011: operated by the EIF on behalf
Page 101 and 102: the Bank's operational plan are Eco
Page 103 and 104: • Higher impact of innovation inv
Page 105 and 106: • To support financially the proc
Page 107 and 108: energy potential and climate impact
Page 109 and 110: First, the sustainable management o
Page 111 and 112: get out of grant logic, become self
Page 113 and 114: ANNEX III: REGIONAL RESEARCH AND IN
Page 115 and 116: 5.2 Does it foster the internationa
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Guide to Research and Innovation Strategies for Smart Specialisation

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