Creating innovation precincts that work

Transcription

1 Creating innovation precincts that work Laura Schmahmann Senior Consultant Wednesday 18 October

2 Overview 1. Rise of the innovation precinct 2. Where does innovation occur 3. Innovation precincts across Melbourne 4. Future growth 5. Success factors PAGE 3

3 Rise of the innovation precinct Innovation is considered to be a driver of job creation and productivity. Referenced in Commonwealth, state and local government plans. Technology parks > science parks > clusters > innovation districts. Innovation districts: geographic areas where leading-edge anchor institutions and companies cluster and connect with start-ups, business incubators, and accelerators. (Katz & Wagner 2014, The rise of innovation districts - a new geography of innovation in America) Increasing use of word innovation in strategic plans 4

4 Where does innovation occur? 5

5 Innovation precincts across Melbourne PAGE 6

6 Innovation precincts across Melbourne PAGE 7

7 Innovation precincts across Melbourne PAGE 8

8 Innovation precincts across Melbourne PAGE 9

9 Innovation precincts across Melbourne PAGE 10

10 Future growth labelling something innovative does not make it so (Katz, Vey, & Wagner, 2015) Significant growth forecast in knowledge, health and education jobs. Forecast employment across select precincts (TPA, 2016) Monash 86, , ,301 36,306 42% Parkville 46,804 66,513 84,009 37,205 79% Fishermans Bend 30,085 35,394 42,813 12,727 42% Dandenong 60,671 65,042 73,354 12,683 21% La Trobe 37,714 45,804 60,580 22,866 61% Sunshine 19,636 23,818 29,267 9,631 49% East Werribee 2,878 5,720 17,270 14, % Creating jobs will require some effort and is a long term prospect. PAGE 11

11 Success factors 1. Highly accessible location 2. Credible and reputable anchor enterprises/ institutions (that are present, relevant to and engaged with industry) 3. Critical mass of related enterprises 4. Vibrant, amenable and walkable physical environment (often through mixed/ dense development) 5. Well connected digital environment 6. Open and democratic operating environment (a mindset for collaboration) 7. Shared/ collaborative spaces that facilitate collaboration 8. Flexible design that promotes scalability and continual evolution, and 9. Governance arrangements that nurture the precinct s vision and its long term economic development objectives. PAGE 12

12 Summary An innovation precinct is not a new concept. Innovation does not occur within the confines of precinct. Success will be determined by a number of factors. Consistency of policy is important long term prospect. PAGE 13

13 Innovation precincts and national policy David Lawrence October 2017

14 Federal policy development on precincts The University Precincts Advisory Committee Does Australia need a national innovation precincts strategy? Research international best practice, applicable to Australia Issues paper Regional and metro universities End of 2017: Advice to Government Industry Federal agencies Written submissions to the Committee National consultations State and territory governments Consultations found support for place-based innovation policy, and future opportunities to highlight good activity, existing programs and high-level principles, and to market capability. The Committee is liaising with state governments that are also developing precincts strategies aligned with their local responsibilities, e.g. town planning and infrastructure. International experts

15 Our approach Raising collaboration is a Government priority The Australian Government wants to foster economic growth, community development and sustainable job creation through higher levels of collaboration, research commercialisation and innovation. Getting incentives right New research funding arrangements for universities are encouraging engagement and collaboration with industry and other end-users that produce outcomes with commercial and community benefit. Precincts drive collaboration Domestic and international evidence demonstrates that successful innovation precincts encourage increased collaboration between researchers and industry, fostering higher levels of innovation and commercialisation to drive sustainable economic growth. The rationale Australia has strengths in research and industries of comparative advantage We have an opportunity to link these strengths According to the performance audit of the innovation system by Innovation and Science Australia Collaboration, including through innovation precincts, will deliver economic benefits

16 So what s happening? Internationally In Australia Clustering initiatives by Hubs

17 Commonwealth initiatives that support precincts 1. Changing Incentives Research Block Grant Funding Research Engagement and Impact Assessment 2. Collaborative Industry Research Initiatives Cooperative Research Centres (CRCs) Science Agencies (CSIRO, ANSTO, AIMS, GA) CSIRO Collaboration Hubs, Global Precincts, National Centres ARC Linkages / Industrial Transition Research Program 3. Industry Connections and Knowledge Brokering Industry Growth Centres Initiative Entrepreneurs Programme / Innovation Connections 4. Urban and Regional Initiatives City Deals (Smart Cities Plan) Regional Jobs and Investment Packages

18 What these mean locally in Melbourne Institutions anchoring innovation precincts: Clayton Parkville Incentivising collaboration: RMIT University and Carbon Revolution, on carbon wheels (Innovation Connections grant)

19 Key principles to support precinct development Promoting local leadership and building on competitive strengths Local leadership Removing barriers Removing barriers and promoting alignment between governments Building capability and connections within and between precincts Capability & connections Skills Improving student and researcher employability and entrepreneurialism

20 The role of governance in getting innovation precincts to work Andrew McDougall Principal & Partner

21 Key success factors Where? Highly accessible location Who? Credible & engaged anchors Critical mass of related enterprises What? Vibrant, amenable, walkable place Well connected digital place Shared/ collaborative spaces How? A mindset for collaboration Flexible and scalable design Governance that nurtures the vision Innovation precincts = location + infrastructure + anchors + enterprises + programs All of this is underpinned by governance 22

22 Key success factors Must be enshrined in the precinct s vision Are relevant during both the precinct s development phase, which is a never ending process, and its operating phase Give rise to a range of precinct functions Some are critical and must be retained by the precinct s stakeholders Some are non-critical and can be left to traditional providers, who have the inherent competencies to perform Which need funding security given they overcome market failures 23

23 Innovation precinct functions Functions Elements Visioning Establishment of precinct vision and operating objectives Development Master planning Delivery of required enabling infrastructure Sale/assignment of development rights Sale/assignment of future development rights 24

24 Innovation precinct functions Functions Elements Curation/ operations Marketing, promotion and investment attraction Curation of technology / innovation tenants Curation / brokerage of university and research institute involvement Partnership and collaboration brokerage within the precinct Curation of retail and hospitality tenancies Delivery of placemaking and activation program for precincts public domain Management and other services including municipal services, public liability Ongoing planning and development assessment for the precinct Collection of property rates to fund municipal and related services. 25

25 Innovation precinct functions Functions Elements Visioning Establishment of precinct vision and operating objectives Development Curation/ operations Master planning Delivery of required enabling infrastructure Sale/assignment of development Sale/assignment of future development rights Marketing, promotion and investment attraction Curation of technology / innovation tenants Curation / brokerage of university and research institute involvement Partnership and collaboration brokerage within the precinct Curation of retail and hospitality tenancies Delivery of placemaking and activation program for precincts public domain Management and other services including municipal services, public liability Ongoing planning and development assessment for the precinct Collection of property rates to fund municipal and related services. 26

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27 Considerations for existing precincts Is the innovation precinct vision realistic? Business leaders can drive collaboration Shared vision acknowledges precinct positioning builds off existing strengths leverages public support backed by long term commitment. Implications for governance Fragmented land ownership a workable base of stakeholders? Ambition of precinct occupants reflected in collaborative behaviours? Curation activities.beneficiaries willing to (part) fund? Will successful precincts be self selecting? 28