Interregional SMART+ Charter for SMEs innovation

Transcription

1 Interregional SMART+ Charter for SMEs innovation Guidelines for regional innovation policies developed on the basis of the results and topics of Subprojects in the SMART+ Project

2

3 Interregional SMART+ Charter for SMEs innovation Guidelines for regional innovation policies developed on the basis of the results and topics of Subprojects in the SMART+ Project

4 TABLE OF CONTENTS ABOUT SMART+ PROJECT...3 INTRODUCTION...5 METHODOLOGY FOR DEVELOPMENT OF STRATEGIC RECOMMENDATIONS...7 IDENTIFICATION OF STRATEGIC OBJECTIVES...8 RECOMMENDATIONS...10 RECOMMENDATIONS BASED ON THE TOPICS AND RESULTS OF THE SMART+ SUBPROJECTS...10 Support for development of innovative enterprises...10 Support for cluster development...13 Support for cooperation between research and academic institutions and SMEs...15 RECOMMENDATIONS BASED ON GOOD PRACTICES IDENTIFIED DURING THE SMART+ PROJECT...17 RESULTS OF REGIONAL EXPERTS ASSESSMENT OF THE RECOMMENDATIONS...21 ANNEX 1. ANNEX 2. SMART+ GOOD PRACTICES...25 SMART+ GOOD PRACTICES...41 ANNEX 3. MOST APPLICABLE RECOMMENDATIONS AND FIRST STEP RECOMMENDATIONS FROM PER- SPECTIVE OF EACH SMART+ PARTNER REGION...55 LIST OF TABLES AND FIGURES...72

5 ABOUT SMART+ PROJECT SMART + is a mini-programme on entrepreneurship and innovation of SMEs at the regional level. The project is funded by the INTERREG IVC Programme that helps European regions to form partnerships and share knowledge and experience on how to create the best policies and initiatives to foster sustainable development. SMART+ was approved by the Monitoring Committee of the INTERREG IVC Programme on November 5th, The SMART+ project was led by the Aragonese Federation of Municipalities, Regions and Provinces (FAMCP) with cooperation of five EU regions of: Saxony (Aufbauwerk Region Leipzig GmbH), Małopolska (Marshal Office of the Małopolska Region), Western Macedonia (European Programmes Office), Cluj (Cluj County Council) and South-East Bulgaria (National Association of Municipalities in the Republic of Bulgaria). This 4 million euro project was implemented in the period of The main objective of SMART+ was to analyse and disseminate good practices identified and to prepare their broad uptake by the public authorities in the partner regions to improve the effectiveness of their policies in the field of building SMEs capacity for innovation. SMART+, as a mini-programme, funded 7 successful subprojects involving 21 partner institutions. Subprojects partners have merged their efforts to develop and transfer of innovative solutions and instruments for small businesses. The SMART+ project has created opportunities for subproject partners, as well as for numerous regional stakeholders, to improve their skills, knowledge and competences in the fields tackled by the project. Many entrepreneurs benefited from study visits, trainings, workshops and business supporting services offered within subprojects. The SMART+ policy recommendations resulting from subprojects effects, good practices and exchange of experiences between participating regions are now available for all EU regions looking for effective solutions on how to create a business-friendly policy. The aims of the Europe 2020: Strategy for smart, sustainable and inclusive growth were the background of the SMART+ interregional cooperation for promotion of R&D and SME innovation. Following the SMART+ Charter which presents the project strategic results, the SMART+ partners are about to publish Regional Implementation Plans, specifying how each participating region will integrate the lessons learnt within the project into its local/regional policies. 3

6 4

7 INTRODUCTION Experiences of the countries that successfully apply the rules of a modern economy show that autonomic regional development based on the region s inner potential to a large extent contributes to the economic force of the whole country. Identification of endogenous, innovative advantages of regional economies and support for their development constitute key tasks when drawing up regional policies for economic progress. According to economic experts, corporate innovativeness constitutes in modern economies one of the main factors that contribute to economic competitiveness at the regional level. This is even more significant during the aggravating economic crisis, which is particularly detrimental to enterprises that lack flexibility and find it difficult to adjust to demanding and dynamically changing market conditions of economic uncertainty. On the other hand, such times are advantageous for companies that offer non-standard solutions that remain in demand regardless of the market situation. In order to ensure economic stability on the regional level, institutions that are responsible for supporting region s economic development should focus on stimulating processes that are aimed at increasing corporate innovativeness. The actual improvement in corporate innovativeness depends on numerous aspects, which include both: internal factors, i.e. related with companies (qualifications of managerial staff, governance culture, financial resources, development strategy), as well as external ones, i.e. referring to the region s economic background and policies (availability of various forms of financing, activities performed by institutions of the business environment, availability of qualified workers as well as R&D centres, access to model solutions). Initiatives aimed at stimulation of innovation processes can be based on a number of various mechanisms. Experiences of the regions that have achieved success in this area show that the most effective mechanisms include: support for cluster processes, i.e. development of long term relations between companies, based on cooperation, in order to increase their competitive advantage; development of new financing mechanisms for innovative projects and improvement of the already existing ones; support for processes that initiate and strengthen cooperation between enterprises and R&D institutions. Issues connected with development of cooperation and durable relations between SMEs as well as SMEs and higher education or business environment institutions are crucial in order to fully exploit regional potential. Network relations are initiated not only to enable easy transfer of knowledge and technologies but also to create direct channels for recruiting specialised employees that combine science, research and business skills. This aspect is becoming more and more popular with institutions responsible for supervising regional economies, especially given the aggravating economic and social problems, including the increasing unemployment among young people in the EU Member States. Ensuring transfer of scientific knowledge to the business sector as well as providing support for the academic circles in increasing their business qualifications constitute a basis for the development of a multifaceted platform where various subjects that create regional economic climate can exchange experiences. If these mechanisms are to develop efficiently, they usually have to be supplemented with a flexible financial mechanism for business initiatives based on innovative solutions. 5

8 Figure 1. Assumptions for the regional development policy Source: Own analysis The topics of the SMART+ Subprojects follow the above reasoning and focus on the measures aimed at increasing the economy s innovativeness by: supporting innovative solutions already at the early stage of their development, increasing availability of funding and advisory services for companies, promoting clusters and developing durable networks of cooperation between the research and business sectors. Subproject partners represent regions that are economically diversified. What is even more important for the project s objectives, these regions differ significantly in the level of innovativeness. According to the latest economic innovativeness ranking that is regularly prepared by the European Commission (2013), from all the countries represented by Subproject partners only Germany enjoys a leading position in this respect, while other countries are ranked in the weakest group (except for Spain, which is classified as moderately innovative). Such a selection of partners is justified by the project s objectives, as it enables the transfer of good practices and solutions from the more experienced and more qualified countries to the ones that are at the initial stage of innovation development. 6

9 METHODOLOGY FOR DEVELOPMENT OF STRATEGIC RECOMMENDATIONS The recommendations presented in this report have been developed on the basis of the documents prepared during the implementation of the SMART+ Subprojects by the Leading and Regional Partners. They are based on the experiences gained by the Partners directly during their projects as well as know-how and solutions developed in the regions that they represent. In order to take into consideration the regional context that directly refers to the topics covered by the Subprojects, the Partners were requested to identify regional barriers and to formulate recommendations for local institutions acting within the areas addressed in the Subprojects. Information prepared by the Partners was utilised in the development of a list of barriers and recommendations for each region. It was also helpful in identification of the areas where wider implementation of Subproject s results may contribute to increasing the innovativeness of regional SMEs. The Partners input was included in the text of the recommendations. Figure 2. Sources of strategic recommendations Source: Own analysis The methodology assumes that each recommendation is evaluated by regional experts for its: financial burden, organisational effort, expected effects in increasing regional innovativeness, regional applicability. Thus each region will be able to prepare a ranking list of recommendations taking into consideration the relation between costs and expected effects and select the most optimal solutions from the perspective of regional interests. 7

10 IDENTIFICATION OF STRATEGIC OBJECTIVES Disparities in the development of respective EU regions lead to various difficulties. On the one hand they may create problems in preparation of an exhaustive catalogue of barriers hindering innovativeness in the SME sector and on the other they make it harder to formulate recommendations that are equally adjusted to the objectives and directions of the regional development policies in different EU regions. Nevertheless, the results of the SMART+ Subprojects enabled identification of universal barriers that restrict innovation-based competitiveness as well as strategic objectives for the measures aimed at minimising the impact of the factors that hinder economic development. They may be applied in countries with different development stages of the innovation-based economy. Modern economy is characterised by rapid transformation of production structures from strictly industrial to processes based on knowledge, science and technology, i.e. resources developed mainly in the institutions of the science and research sector. In the countries with intensive economic development these changes are instigated mainly by SMEs, which dynamically develop with support of innovation-based strategies. In the regions with a lower level of economic development, implementation of this mechanism is, however, hindered by barriers determined to a large extent by social, cultural and institutional factors. The analysis conducted within SMART+ Subprojects shows that there are several main groups of barriers, the most significant being: limitations related to mentality and social attitudes hostile towards changes and risk-taking, insufficient promotion of good practices in cooperation and association-forming or even a lack of thereof, weak innovation culture, inefficient support measures for innovation and cluster development in regional policies as well as limited dialogue between main, interrelated, regional actors and stakeholders. These phenomena with negative consequences may be contrasted with access to positive values that characterise most of the EU regions. These include mainly scientific potential as well as endogenous, regional resources, such as tradition, culture, natural values and existing economic structures. The conclusions drawn from the implementation of the SMART+ Subprojects show that an optimal strategy, aimed at balancing the mutual impact of barriers and drivers and focused on levelling the disparities in regional development with reference to innovation-based economy, should concentrate on the implementation of joint and coordinated measures in the following three areas: support for development of innovative enterprises, support for development of clusters, support for development of cooperation between the research and SME sectors. Local authorities, which are equipped with the widest scope of functions and measures, cooperating with state administration, business environment institutions and NGOs, should fulfil the leading role in initiating, coordination and supervising support processes in the above areas. For these purposes they should utilise EU, national and regional funding and try to stimulate commercial capital. 8

11 Figure 3. Barriers and drivers for the development of the innovation-based regional economy Source: Own analysis Based on the analysis of the Subprojects results and good practices identified during implementation of the SMART+ project within the aforementioned three main areas of activities it was possible to define nine strategic objectives. The recommendations presented below refer to these objectives. Support for development of innovative enterprises Strategic objective I: Promotion of the innovation culture and development of its base Strategic objective II: More efficient implementation of projects aimed at development of entrepreneurship Strategic objective III: Enhancing entrepreneurs qualifications, knowledge and skills in the area of modern corporate management and development Strategic objective IV: Increasing the effectiveness of the system for financing innovative projects Support for cluster development Strategic objective V: Promotion of the cluster concept Strategic objective VI: Establishment of a support system to ensure cluster development stability at early stages Strategic objective VII: Support for the existing clusters and entrepreneurs associations Support for cooperation between research and academic institutions and SMEs Strategic objective VIII: Development of cooperation between R&D institutions and SMEs Strategic objective IX: Establishment and development of science and technological parks (STPs), fulfilling the role of an institutional bridge enabling cooperation between research, business and local authorities. 9

12 RECOMMENDATIONS RECOMMENDATIONS BASED ON THE TOPICS AND RESULTS OF THE SMART+ SUBPROJECTS Support for development of innovative enterprises Strategic objective I: Promotion of the innovation culture and development of its base Detailed objective A I.A.1 I.A.2 Definition of the directions for the innovation culture and development of its base. Many entrepreneurs in numerous European regions still remain unfamiliar with the idea of innovativeness. There is a lack of socially widespread models of innovation culture that would translate into higher innovativeness in the economy. Another problem is connected with the fact that entrepreneurs sometimes consider investments in innovations as unaffordable and do not perceive them as profitable. Promotion of values referring to the idea of innovativeness through: development and promotion of a database with good regional, national and foreign practices, organisation of conferences and seminars for entrepreneurs, organisation of study visits and competitions for best innovative solutions. Involving mass media in the topic of innovativeness. Wider availability of funding for projects with numerous partners from different sectors, where measures are implemented through cooperation and development of durable relations. Detailed objective B I.B.3 Extension of the target group for promotion of innovativeness. One of the reasons behind the limited interest among entrepreneurs from many regions in innovativeness is that innovations are frequently associated with highly advanced technologies. As a consequence, investments in innovations are seen as inappropriate for their companies or sectors. Redefinition of the concept of innovativeness by widening its scope so that it takes into account the operation realities of companies from various sectors. Detailed objective C I.C.4 Increase in the number of patent applications for innovative solutions and products. Patent applications are frequently administratively complicated and cost intensive, which discourages entrepreneurs from initiating the procedure for patent registration. Promotion of patent applications among entrepreneurs. Increasing access to patent procedures by establishing earmarked funds. Simplification of patent procedures and reduction of the time they consume. Detailed objective D Dissemination of knowledge on the forms and conditions of financing for innovations. Many innovative ideas are not implemented due to insufficient capital already at the stage of conceptual work. Knowledge about availability of various forms of financing for innovative projects is not widespread and is usually restricted to a narrow group of specialists. 10

13 I.D.5 I.D.6 I.D.7 Development of an efficient financing system supporting innovative solutions. Promotion of various forms of funding for innovative projects. Transfer of available support from companies that function within stable, mature sectors to areas that exhibit significant development potential. Support for institutions that provide consultancy services for entrepreneurs. Strategic objective II: More efficient implementation of projects aimed at development of entrepreneurship Detailed objective A II.A.1 II.A.2 II.A.3 Creation and implementation of regional development programmes in cooperation with entrepreneurs. Regional development programmes are frequently adopted without consultations with local entrepreneurs. As a consequence, they fail to properly respond to the actual needs of entrepreneurs in the region. On the one hand officials responsible for these programmes do not encourage entrepreneurs to become involved in their development. On the other, businesspeople often do not want to do it, as they do not believe that their actions may bring desired results. Introduction of obligatory public consultations and dialogue during creation and implementation of regional development programmes. Development of an incentive system that would encourage entrepreneurs to active involvement in creation and implementation of the programmes. Enhancing entrepreneurs awareness of the assumptions and directions of the pro-innovation policy. Detailed objective B II.B.4 Provision of knowledge on the most efficient project results. Lack of coordination between measures implemented in the region under various projects aimed at entrepreneurship enhancement and a lack of a cohesive system for aggregation of conclusions from their results. Establishment of a platform with results of projects implemented in the region in order to aggregate knowledge on the most efficient solutions and to promote this information among entrepreneurs and business environment institutions. Detailed objective C II.C.5 II.C.6 Accumulation of knowledge and information due to implementation of subsequent projects. Within their projects companies focus on short-term objectives. They are reluctant to become involved in long-term projects, where tangible results appear only in a more distant perspective. Results of completed projects are not utilised in subsequent projects. Values developed within projects often vanish once projects are completed. Development of an incentive system to encourage enterprises and business environment organisations to implement long-term projects, with accumulation of project results and their further utilisation. Implementation of solutions that sustain project results and allow for their utilisation also after project completion. Strategic objective III: Enhancing entrepreneurs qualifications, knowledge and skills in the area of modern corporate management and development Detailed objective A III.A.1 Enhancement of soft skills among SMEs representatives that are useful for preparation of long-term corporate development strategies. Insufficient managerial skills of entrepreneurs, in particular with regard to sales, marketing and strategic corporate development planning, constitute another significant barrier for successful development and operation of SMEs. Increasing SMEs access to training in corporate and financial management, development planning as well as sales and marketing strategies. 11

14 Detailed objective B III.B.2 Wider application of modern communication forms by SMEs in order to promote their offer and to contact prospective customers. In small enterprises, in particular those operating on rural areas or in traditional sectors, utilisation of modern communication forms is very limited in many regions. Many entrepreneurs are unaware of the benefits to be derived from modern communication solutions. This results from limited skills in the area and insufficient access to good examples. Involvement of entrepreneur associations in promotion of modern IT solutions (including social networking media) among businesspeople. Detailed objective C III.C.3 Increasing competitiveness of enterprises by widening and differentiating their offer. Fierce competition between companies operating on the same markets and offering identical products and services constitutes one of the main factors discouraging enterprises from forming associations. Promotion of offer diversification by seeking market niches and utilising diversified product innovation strategies. Detailed objective D III.D.4 III.D.5 Increasing SMEs access to foreign markets and fostering international contacts. Lack of wider relations with foreign companies often restricts SMEs possibilities in accessing modern technologies and know-how. The ability to function in an international context considerably increases the chances that a particular company will implement innovations. Closure on local markets constitutes one of the main reasons behind limited possibilities for developing long-term solutions. Encouraging local entrepreneurs to present their offer on international fairs, conferences and seminars, organised in cooperation Zwith regional authorities, business environment institutions or entrepreneurs associations, in order to foster business relations between regional SMEs and foreign partners or clients. Active promotion and support for networking activities with foreign partners development of a network of research and business relations within sectors. Detailed objective E III.Ε.6 Increasing entrepreneurs access to up-to-date market information. Currently entrepreneurs have limited access to up-to-date information about changes in market trends and market expectations. They rarely modify their products and services in response to changes in market trends. This makes them more vulnerable to the impacts of the economic crisis. Encouraging business environment institutions and entrepreneurs associations to utilise research on changes in customer preferences and expectations and to monitor the current market situation. Detailed objective F III.F.7 III.F.8 III.F.9 Fostering utilisation of external capital funds for innovation development. In many regions SMEs finance their development projects mainly from their own resources. Utilisation of external funds is usually hindered by entrepreneurs limited knowledge on the forms and rules of such funding and possible benefits to be derived from it. Increasing SMEs access to information on the available forms and rules of financing for development processes and innovative projects. Providing entrepreneurs with good practices in order to increase their willingness to use external forms of financing. Encouraging entrepreneurs to form associations as this enables easier access to external funding, both subsidies as well as commercial funds. Strategic objective IV: Increasing the effectiveness of the system for financing innovative projects Detailed objective A IV.A.1 Coordination of activities undertaken by various institutions that offer financial support for entrepreneurs. In some regions cooperation between institutions offering financial support, e.g. seed capital funds, venture capital funds and technology transfer institutions, remains insufficient, which leads to a lack of a uniform information system that would clearly define the possibilities, rules and procedures in financing of commercial projects. Development of a cooperation platform between respective actors offering financial support in order to create an integrated offer and an effective and cohesive information system for entrepreneurs. 12

15 Detailed objective B IV.B.2 IV.B.3 Increasing professional qualifications of people working in business environment institutions and subjects offering financial support. The results of the research conducted also within the Smart+ project show insufficient qualifications of people responsible for providing advisory services for entrepreneurs in such areas as: professional knowledge, strategic thinking and interpersonal competence. This makes these services less professional, which in turn, has a significant impact on the functioning of the whole support system. Development of a programme and a training methodology for improving the working skills of the people employed in seed funds and technology transfer institutions, based on the skills gap analysis. The training system can utilise good practices from already completed projects (e.g. Innofin) and international experiences. Fostering cooperation of regional business support institutions and capital funds with their counterparts from other EU countries. Support for cluster development Strategic objective V: Promotion of the cluster concept Detailed objective A V.A.1 V.A.2 Enhancing the image of cooperation between companies and sharing market information as a tool for building competitive advantage over external actors and increasing the enterprises market potential. In many regions and sectors the concept of cooperation between companies operating on similar markets in order to achieve common objectives is completely unknown or it is treated even as a threat due to compromising protection of intellectual property, markets and tools that enterprises have developed in order to safeguard and strengthen their market position. Companies operating on highly competitive markets want to protect their know-how, fearing unfair behaviour of their competitors. This strong competitiveness of enterprises results from cultural factors and the level of economic development in the region. Promotion of entrepreneurs associations in order to minimise the concerns about cooperation with other companies and information sharing when pursuing common goals. Adoption of effective legislation that will protect intellectual property and provision of exemplary rules and guidelines for companies implementing joint measures within clusters or other forms of association. Detailed objective B V.B.3 Widening the outreach of information about good practices presenting benefits that companies derive from clustering. Local companies should be acquainted with the idea of clusters by means of measures that take into account local conditions. EU cluster promotion projects often present good practices from other countries, utilise information in English or refer to models that do not have their counterparts in the local economy, which frequently fails to sufficiently motivate local entrepreneurs. Development of good regional practices which more closely correspond to the conditions faced by local entrepreneurs and their application in promotion of clusters. Detailed objective C V.C.4 Increasing SMEs potential to develop and implement innovative solutions in cooperation with other companies. Lack of models for successful development and implementation of innovative solutions in cooperation with other players and the resulting low ability of companies to absorb such solutions. Promotion of cluster processes as a measure for increasing SMEs competitiveness through easier absorption of technological and organisational innovations. Detailed objective D V.D.5 V.D.6 Development of the cooperation network encompassing regional authorities, business environment organisations, regional development agencies, research institutions and SMEs in order to establish cluster cooperation models. Lack of dialogue between respective subjects that are potentially interested in development of clusters constitutes one of the key barriers in promotion of cluster cooperation. Establishment of an internet platform that will serve as a forum for exchanging experiences, needs and expectations of respective actors and stakeholders with regard to their involvement in cluster processes. Development of a system of regular meetings, e.g. seminars, conferences, workshops, which will engage all stakeholders. 13

16 Strategic objective VI: Establishment of a support system to ensure cluster development stability at early stages Detailed objective A VI.A.1 VI.A.2 VI.A.3 VI.A.4 VI.A.5 VI.A.6 Stimulation of cluster processes by means of external incentives. Due to strong competition in many sectors and lack of willingness to start cooperation, companies are not motivated to form associations or to invest in cluster development. Therefore, initiation of cluster process often requires that business environment institutions provide ready-made solutions, i.e. cooperation models and a list of benefits derived from clustering. Specification of objectives, tasks and instruments for business environment institutions in the area of support for cluster processes. Identification of companies and trades that can become involved in clustering. Preparation of management tools, manuals and roadmaps in the area of cluster processes and support for newly-established clusters. Making it easier for newly-established clusters or entrepreneurs/institutions looking into possibilities of creating a cluster to access good examples and to contact already operating clusters and people responsible for cluster management. Ensuring financial support at the initial stage of cluster development from the EU funds, state funds and regional programmes. Development of an incentive system targeted at companies and R&D institutions that will motivate to participation in clusters. Detailed objective B VI.B.7 Substantive support in preparation of operation plans at the initial stage of cluster planning. The first stage of cluster establishment, i.e. preparation of its development strategy, requires multifaceted analytical work. Cluster participants frequently do not pay sufficient attention to these measures, which may have serious consequences for the cluster s functioning in the future. Increasing access of companies involved in cluster development to high-quality consulting services in order to ensure support during the initial stage of cluster establishment. This assistance should cover identification of objectives, development of implementation paths, preparation of an action plan, specification of an organisational structure, performance of market research and analyses. Strategic objective VII: Support for the existing clusters and entrepreneurs networks Detailed objective A VII.A.1 VII.A.2 VII.A.3 VII.A.4 Clusters based on close relations between business and research as one of the main development forces in regional economies. Regional authorities frequently do not pay sufficient attention to supporting clusters that operate in their area of jurisdiction. There is a lack of programmes targeted at promotion in the country and abroad as well as a lack of dedicated financial tools supporting development of already existing clusters. Support and promotion of existing networks and clusters in order to help them in gaining a stable market position in the region. Fostering closer relations between clusters and regional development agencies so that regional policies to a greater extent refer to cluster development issues. Inclusion of measures fostering growth of existing clusters in the regional development policy and ensuring funding for their implementation. Support for regional clusters should be provided from regional financial resources. Cluster development measures should take into account the fact that it takes a long time before a cluster can start fully independent functioning. Detailed objective B VII.B.5 VII.B.6 Absorption of innovative solutions applied by foreign clusters through exchange of experiences and development of the business contacts base. Low involvement of local clusters or other associations of entrepreneurs in contacts with clusters from other countries plus low engagement in international cooperation. Underestimating the benefits from cooperation with experienced partners from more developed regions. Fostering the development of communication platforms for clusters from different countries. Initiation of international contacts to gain access to good practices from other regions. Establishment of a cooperation network in order to promote offers of clusters from other countries and to increase the possibilities of reaching new markets. Financial and organisational support for promotion of regional clusters on the international level. 14

17 Detailed objective C Increasing absorption of innovative solutions within clusters. Limiting cluster development strategies to narrowly defined objectives. VII.C.7 Fostering implementation of solutions that will increase cluster s competitiveness by application of diversified innovation strategies. In particular, promotion of the Open Innovation concept, which defines models for cooperation between companies and which allows for development of ideas and solutions beneficial for all the involved actors. Detailed objective D Integration and coordination of cluster activities in order to establish a policy strengthening the role of clusters in the economy. VII.D.8 VII.D.9 VII.D.10 Due to the limited dialogue and information sharing between the representatives of regional and national clusters there is a lack of coordinated measures and lobbying initiatives for strengthening the role of entrepreneurs groups in the state economy. Establishing an internet platform which will enable exchange of experiences between clusters in order to create a common cluster development policy and to define joint lobbying directions. The platform should be also used for information sharing and cooperation with public administration, e.g. in work on legal acts. Development of a cluster cooperation network in order to ex-change information and good practices in new technological are-as, technology transfer and innovations. Increasing the significance of the role fulfilled by cluster managers and their professionalization. Support for cooperation between research and academic institutions and SMEs Strategic objective VΙΙΙ: Development of cooperation between R&D institutions and SMEs Detailed objective Α VIIΙ.Α.1 VIIΙ.Α.2 VIIΙ.Α.3 Utilisation of dissertations (in particular at the PhD level) by companies and commercialisation of innovative ideas developed within dissertations. Scientific and education activities of universities and R&D institutions are often dissociated from the business reality. Therefore, numerous innovative ideas that are developed by research workers and students as a part of their dissertations face limited possibilities for commercialization. The problem of limited propagation of research results occurs in most EU countries. System support for implementation of research conducted as a part of dissertations (in particular at the PhD level) into activities of companies and clusters. Development of a cooperation platform for dissertation supervisors, cluster managers and cluster members in order to establish rules for identification of clusters research needs and cooperation during the research and its commercialization. Introducing a possibility of education ordered by an employer or in cooperation with an employer. Detailed objective Β VIIΙ.Β.4 VIIΙ.Β.5 VIIΙ.Β.6 Definition of the most effective cooperation models for research establishments and businesses. Definition of the most effective cooperation models for research institutions and business constitutes one of the key success factors for development of innovation culture in economy. Despite the fact that research establishments implement a large number of research projects in innovations, efficient cooperation models are lacking. Moreover, due to the limited and uncoordinated flow of information among universities and industry, many of these solutions do not stand chances for commercialization. Development of regional, national and international education programmes during which entrepreneurs and representatives of academic and research establishments will work together on innovative ideas for respective companies and on defining a cooperation framework between business and research actors. Development of programmes that will enable universities, R&D and SMEs to apply together for funding for joint R&D projects. Development of a dialogue platform matching research and business partners. 15

18 Detailed objective C VIII.C.7 VIII.C.8 VIII.C.9 Increasing the scope of research and development cooperation between enterprises and higher education establishments/r&d institutions. Investments in cooperation with higher education and R&D institutions should bring clear benefits for companies. In many regions current cooperation between these stakeholders results only from the profit and loss balance for enterprises. Regional and state policies lack clear incentives for such cooperation. Bureaucratic procedures applied by universities and R&D institutions as well as bureaucracy at the national stage frequently dis-courage entrepreneurs from cooperation with academic and re-search institutions. Development of a system of incentives for entrepreneurs encouraging to conducting R&D activities or to widening their scope in cooperation with higher education establishments and R&D institutions, e.g. tax deductions (one effective example is the Dutch tax relief Innovative Box). Simplification of bureaucratic procedures in state academic and research institutions. Promotion of entrepreneurship and commercialization of research results should be included in development strategies of higher education establishments that obtain state funding. Implementation of these tasks may influence the level of the subsidy. Detailed objective D VIIΙ.D.10 VIIΙ.D.11 Long term financing for innovative projects implemented jointly by research and business stakeholders and reduced risk connected with commercialization of such investments. Considering the long time necessary for concept development, research, prototype testing, modification and commercialization, innovative initiatives can be implemented only in a very long time frame. This significantly reduces the availability of commercial financing, as the results are distant in time and face a significant risk. The Lisbon Strategy, currently named Europe 2020, defines the desirable level of expenditures for R&D at 3% of GDP. In many countries and regions the actual expenses are much lower. Establishment of guarantee funds that reduce the risk of investing in long term innovative projects. Increasing state expenses for R&D through co-financing of R&D work conducted by companies (shifting the focus from purchase of tangible assets). Strategic objective IX: Establishment and development of science and technological parks (STPs), fulfilling the role of an institutional bridge enabling cooperation between research, business and local authorities Detailed objective A IX.A.1 IX.A.2 IX.A.3 IX.A.4 Creating institutional framework for STPs development and cooperation between research and business stakeholders. Lack of STPs may constitute a significant barrier for promotion of clustering in the region. Such institutions should gather innovation centres, business and technology incubators, technology transfer centres, startups and spin-offs. Their development should be among the priorities of regional authorities. This type of cooperation between research and business partners constitutes the most efficient form of technology transfer to SMEs. Establishment of STPs, promotion of results and benefits that entrepreneurs can derive from implementation of joint projects. Inclusion of STPs in regional development programmes as one of the key factors influencing regional economic development. Development of an incentive system for companies that create jobs in STPs, including tax deductions, tax exemptions and preferential tax rates. Preparation of legislation and ethical codes regulating intellectual property rights and conflict of interests between higher education establishments and their employees, students, STPs, start-ups, spin offs and external entrepreneurs. Detailed objective B IX.B.5 IX.B.6 Preparation of regional support programmes for STPs development. Investing in STPs requires long term planning and a system for long term financing. STPs usually do not generate profits in the short term. Leaving them without further financial support frequently limits their role to real estate management while their tasks in development and innovation research diminish with time. Many regions, in particular in Central and Eastern Europe, lack any experience in planning STPs development processes. Establishment of earmarked funds aimed at long term investments in STPs. They should be created on the basis of EU programmes as well as national and regional funds. Initiation of international relations between STPs from different countries in order to create channels for exchanging good development practices. 16

19 Detailed objective C IX.C.7 IX.C.8 Establishment of a support system for talented students and research workers in order to provide them with professional development possibilities within local STPs. Large corporations and concerns have developed effective solutions to identify and recruit the most talented students already at the early stages of their education. This leads to brain drain, leaving local SMEs without valuable and innovative employees. As a result, their market position becomes further weakened when competing with large companies. Establishment of scholarship funds for talented students who want to develop professionally in local STPs. Presenting STPs as attractive places that enable professional development and as a good place to start one s professional career. RECOMMENDATIONS RECOMMENDATIONS BASED ON GOOD PRACTICES IDENTIFIED DURING THE SMART+ PROJECT Good Practice Smart+ topic area Expected results IV.GP.4 IV.GP.5 IV.GP.6 IV.GP.7 IV.GP.8 Capital Investment Fund (Malopolska) Financial Services for SMEs Lack of up-front capital constitutes a significant barrier for development of many innovative projects. Taking into consideration that authors of innovative solutions frequently lack sufficient business skills, there is a need to close the financial and skills gap by exploiting the resources of external partners. Streamlining commercialization of innovative solutions developed in higher education establishments and R&D centres. Consideration of research result commercialization already at the stage of defining research plans and objectives. Limiting the risk connected with commercialisation of innovations faced by their authors. Minimisation of negative impacts resulting from the capital gap by increasing access to investment financing. Establishment of institutions that on a commercial basis fulfil the public mission of financial and organisational support for innovative business investments at the initial stage of project implementation. Organisation and financing of a business management training and support system targeted at students, graduates, employees of higher education establishments and R&D centres. Introduction of classes in business management, lead or co-lead by people with practical experience in these areas, to the curricula of higher education units. Support for entrepreneurship development at higher education establishments. Good Practice Smart+ topic area Fundacion Aragon Invierte (Aragon) Financial Services for SMEs Lack of access to capital markets and difficult access to potential investors remain among the main barriers limiting entrepreneurs that develop innovative products. The chain of institutions involved in regional innovation support systems frequently does not include a platform for exchanging information between entrepreneurs/originators and potential investors. This platform could prove helpful in defining the needs and objectives of both sides. It should include an independent team of experts that would conduct objective supervision of the dialogue between entrepreneurs and investors in order to protect the interests of both sides and ensure high quality of the initiated investment process. Entrepreneurs frequently do not know which institution they should turn to in order to obtain support in assessing the innovation potential of their solutions. They may also be distrustful and unwilling to present their ideas to a wider number of commercial investors. 17

20 Expected results III.GP.10 III.GP.10 III.GP.10 Development of a database of innovative solutions and their ongoing matching with the investment offer. Providing entrepreneurs with a possibility to promote their ideas among potential investors and investors with access to new investment areas within a platform that will be perceived as trustworthy by both sides. Development under the regional innovation support system of information exchange platforms and project databases in order to match entrepreneurs with innovative solutions and potential investors. Involvement in the above measure of independent non-profit organisations that will enhance trust of all the stakeholders engaged in the investment process. Establishment of expert teams for independent assessment of innovative ideas and consulting of projects at the implementation stage. Good Practice Smart+ topic area Expected results IX.GP.9 IX.GP.10 IX.GP.11 IX.GP.12 Mechanisms for attracting foreign companies and accelerating their growth process in Aragon (Aragon) Cooperation between SMEs & Research Institutes One of the most important challenges faced by managers of science and technological parks (STPs) and special economic zones (SEZs) relate to development of a system of incentives and reliefs aimed not only at attracting investors but also at fostering close cooperation between investors, local higher education establishments and R&D centres. In many regions there is insufficient cooperation between local authorities and entrepreneurs that operate in the region or originate from it. Such cooperation frequently results in solutions contributing to the region s economic development. Attracting domestic and foreign investors interested in doing business in close cooperation with local higher education institutions and R&D centres. Development of the region s image as a business-friendly place. Ensuring jobs in the region for talented graduates of local higher education units. Development of business-related services. Fostering business community focused on enhancing regional development. Regional authorities should intensify their activities aimed at development of technological parks by preparing models and good examples in transfer of technologies to the business sector. Development of a system of internships and grants for the most gifted graduates from local universities employed by regional enterprises in order to cover a part of employment costs. Involvement of regional business leaders, entrepreneurs associations, chambers of commerce and industry as well as politicians from the region in promoting the region as an investor-friendly place by e.g.: utilizing their business contacts, joint promotion of the region, its products and services, joint lobbying at the state level. Networking between regional authorities and local entrepreneurs. Good Practice Smart+ topic area Expected results V.GP.7 The development of a network in rural tourism (Cluj) Cooperation between SMEs & Research Institutes Unwillingness to cooperate and fierce competition between small companies offering similar services and products constitutes a widespread phenomenon in all analysed countries. Smaller companies form unions/associations in order to increase their effectiveness in gaining new customers and to become more competitive in comparison with other regions. Cooperation based on the accumulated potential of many smaller actors enables implementation of initiatives that would be unaffordable for individual members (e.g. promotion, offer extension, new solutions, access to financing). Promotion of the association concept among smaller entrepreneurs offering similar services by presenting good practices, providing ready-made business models, developing a system of reliefs, preferences and incentives for subjects that manage these associations. Good Practice Smart+ topic area Conservation and protection of nature (West Macedonia) SME Network and Cooperation Management 18

21 Expected results VI.GP.8 VI.GP.9 Focus on investing in development of these branches of production and services that already display a high level of market competitiveness. Unwillingness to search for new market niches and to develop products and services that will create new consumer needs. Insufficient utilisation of the region s potential and its characteristic, unique values in development of product and service offer. Low innovativeness in organisation of production and sales as well as management and promotion of products and services in the sectors perceived as traditions, e.g. agriculture. Increasing regional competitiveness by exploiting the region s potential lying in its unique resources. Identification and development of the branches that have not constituted the main driving force of regional development. Application of the elements of the blue ocean strategy and the market niche strategy by offering products and services that are unique and characteristic for a given region. Promoting the concept of searching for competitive advantages in regional resources and using them to create unique products that cannot be copied in other regions or countries due to exploiting unique regional values, e.g. natural values, tradition, history, culture, philosophy or economic and scientific achievements. VI.GP.10 Utilisation of modern business techniques for production and sales organisation as well as management and promotion of products and services in the areas considered as traditional, e.g. agriculture. Good Practice Smart+ topic area Expected results VI.GP.11 VI.GP.12 Integrated system for governance of tourism in Burgas (SE Bulgaria) SME Network and Cooperation Management Many trades face the problem of dispersed services and a lack of uniform systems for managing product and services offer. This is particularly visible in the areas that provide services for subjects from outside the region, e.g. domestic and foreign investors as well as tourists. In many regions activities undertaken by various institutions but with similar objectives (e.g. attracting potential investors) are uncoordinated and differ in quality and quantity. Improving the quality of services provided for external subjects and coordinating activities undertaken by institutions and agencies implementing similar objectives. Development of integrated information systems that gather and coordinate activities performed by respective institutions and agencies responsible for providing services for external subjects. Development of global information bases which enable fast access to data that are significant for subjects that use services and which are updated by institutions and agencies responsible for their provision. Good Practice Smart+ topic area Expected results The local policy on providing conditions for development of small and medium enterprises (SE Bulgaria) SME Network and Cooperation Management Countrywide assistance programmes targeted at SMEs do not take into account the local context of conducting business in a particular region. Therefore, sometimes they do not respond to entrepreneurs needs. Support provided by institutions on various administrative levels is not coordinated. Increasing compatibility and effectiveness of SME support measures and tools. SME development programmes that are prepared and implemented directly by regional authorities or even smaller administrative units may be more efficient than countrywide or European programmes. Programmes developed on lower levels are more likely to take into consideration the needs of local entrepreneurs as their choice of support tools is more compatible with the regional realities as well as strategic regional development objectives. Experiences of many European countries prove that centralised support systems should be replaced with regionally and locally focused structures. Increasing involvement of local authorities in activities aimed at SME development. II.GP.7 II.GP.8 II.GP.9 Delegation of the widest possible scope of competences in preparation of the final versions of the SME support programmes to the regional level. Initiation and extension of cooperation between local authorities, NGOs and business support organisations in expanding the SME development support system in the region. Preparation by local authorities of local economic development plans that specify assumptions and directions for SME development strategies. Coordination of the assumptions to SME development support plans on the European, national and local levels in order to define joint standards and measures that take into account actual needs of entrepreneurs. 19

22 Good Practice Smart+ topic area Changing Marisel s brand image by involving the social actors in the community (Cluj) SME Network and Cooperation Management There are many areas in Europe where economic potential has already been exploited or is close to this point. This may result from various reasons, from depletion of natural resources to falling demand for products that are basic for the region s economic development. Such a situation requires definition of new development directions for a particular area. It also frequently necessitates integrated regeneration, starting not only with changes in the basis of the local economy, job creation and re-skilling but also with modification of the region s general image. Expected results Economic revival and regeneration of degraded areas. I.GP.8 I.GP.9 One of the most effective solutions for changing an area s or a region s image is to utilise modern communication channels, including social media, to create a new economic image of regenerated areas. Development of an integrated and coordinated action plan that will involve various social partners, including local authorities, entrepreneurs and public benefit institutions, in changing the area s economic character. Good Practice Smart+ topic area Expected results VIII.GP.12 VIII.GP.13 VIII.GP.14 VIII.GP.15 VIII.GP.16 Technology Perspective Kraków Małopolska 2020 (Malopolska) Cooperation between SMEs & Research Institutes Objectives adopted in development plans prepared for the purposes of regional policies are frequently too general and fail to sufficiently highlight priority directions for the region s development. Some regions lack a multifaceted analysis of their potential and resources. Representatives of many groups that are significant for the functioning of the region s economy frequently do not have opportunities to engage in preparation of development plans. Regional economic development based on the fields that fully utilise local potential. Involvement of various partners in implementation of coordinated measures aimed at the region s development and promotion. Introduction of a long term system for monitoring economic trends in the region. Regional economic development planning should be based on such scenarios for priority areas development that are the most efficient in exploitation of the regional resources and boosting the regional economy. These choices should be made within wide social dialogue that involves different groups interested in regional development. Definition of detailed development plans, their time horizon and support forms for the fields that have been identified as optimal for regional development. Specification of measures to be conducted by respective partners (entrepreneurs, authorities, administration, research institutions, business environment organisations, public benefit institutions) in implementation of roadmaps. Promoting the region taking into consideration the development of selected sectors. Good Practice Smart+ topic area Expected results VII.GP.11 VII.GP.12 Network Biomedical Logistics in Leipzig (Saxony) SME Network & Cooperation Management Insufficient cooperation between research and business subjects, not only with respect to technological initiatives but also in related areas, such as sales, marketing or logistics. Closer cooperation between research and business actors through development of specialised forms of cooperation aimed at up-to-date definition of mutual needs in the context of market expectations. Support for development of a cooperation network encompassing R&D institutions and universities, which originate and create solutions and products, as well as SMEs, which tackle distribution, logistics and marketing for these services and products. Support for development of integrated systems, involving research as well as business partners, for managing technological processes, creation of products and services, logistics, marketing and sales. 20

23 RESULTS OF REGIONAL EXPERTS ASSESSMENT OF THE RECOMMENDATIONS The final stage of development of strategic recommendations within the Smart+ project included an analysis in order to identify optimal strategies based on the recommendations resulting from the outcomes of the Subprojects. The analysis was conducted on the basis of evaluations of respective recommendations provided by experts representing all the regions participating in the implementation of the Subprojects. Each recommendation was evaluated by regional experts for its: financial burden, organisational effort, expected effects in increasing regional innovativeness, regional applicability. The aim of the analysis was to prepare a list of recommendations with: a high score for regional applicability, a high score for efficiency in increasing regional innovativeness and a low or moderate score for financial burden and organisational effort (to make it simpler, the analysis was based on the average for these two criteria). The recommendations that fulfil the above criteria define the scope of measures that are optimal in the context of intervention efficiency and outlays necessary for their implementation. As they constitute a group of guiding points which due to high efficiency and rational costs should open the list of measures to be implemented within regional innovation strategies, they may be regarded as first step activities. Only when all the recommendations from this group are implemented, other priorities, with slightly lower efficiency or slightly higher costs, may be added to the list. The analysis was conducted for all the regions together as well as for each region separately. This second approach will be more useful in the context of practical application of Subprojects outcomes in planning regional development strategies by local decision makers. The results of the analysis are presented in graphs and tables. They include only the recommendations with a high grade for regional applicability (in the aggregated results for all the countries, the grades are based on the averages for respective regions). The position of respective attributes on the graphs depends on the experts evaluation of the costs related to implementation and expected effects in increasing regional innovativeness. The higher the costs, the higher the recommendation s position on the horizontal axis. The higher the effectiveness, the higher the recommendation s position on the vertical axis. Therefore, recommendations that constitute an optimal strategy and qualify for first step activities are positioned in the upper left hand area of the graph (high efficiency, low costs). The upper right hand area includes recommendations with high efficiency but also with high costs. In the tables both groups are highlighted with colours. The remaining recommendations obtained lower grades for their potential effects in increasing regional innovativeness. 21

24 Figure 4. Most applicable recommendations and first step recommendations all regions Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 3.5 or higher. Table 1. Most applicable recommendations and first step recommendations all regions Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 3.5 or higher. first step recommendations too costly recommendations Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability I.A.1 Promotion of values referring to the idea of innovativeness through: development and promotion of a database with good regional, national and foreign practices, organisation of conferences and seminars for entrepreneurs, organisation of study visits and competitions 3,8 3,8 for best innovative solutions. Involving mass media in the topic of innovativeness. I.A.2 Wider availability of funding for projects with numerous partners from different sectors, where measures are implemented through 3,7 cooperation and development of durable relations. 3,8 3,3 3,7 I.D.5 Development of an efficient financing system supporting innovative solutions. Promotion of various forms of funding for innovative 4,0 projects. 3,3 3,3 3,5 I.GP.8 One of the most effective solutions for changing an area's or a region's image is to utilise modern communication channels, including 2,0 social media, to create a new economic image of regenerated areas. 3,2 3,3 4,2 I.GP.9 Development of an integrated and coordinated action plan that will involve various social partners, including local authorities, entrepreneurs and public benefit institutions, in changing the area's economic character. 2,5 3,5 3,2 3,5 II.A.1 Introduction of obligatory public consultations and dialogue during creation and implementation of regional development programmes. 1,8 3,2 3,8 II.A.2 Development of an incentive system that would encourage entrepreneurs to active involvement in creation and implementation of the 2,5 programmes. 3,2 3,5 II.B.4 Establishment of a platform with results of projects implemented in the region in order to aggregate knowledge on the most efficient 2,0 solutions and to promote this information among entrepreneurs and business environment institutions. 2,5 3,3 4,0 22

25 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability II.C.5 Development of an incentive system to encourage enterprises and business environment organisations to implement long-term projects, with accumulation of project results and their further utilisation. 3,3 3,2 3,3 3,7 II.C.6 Implementation of solutions that sustain project results and allow for their utilisation also after project completion. 3,3 4,0 Delegation of the widest possible scope of competences in preparation of the final versions of the SME support programmes to the II.GP.7 regional level. Initiation and extension of cooperation between local authorities, NGOs and business support organisations in expanding 2,0 3,7 3,5 the SME development support system in the region. II.GP.9 Coordination of the assumptions to SME development support plans on the European, national and local levels in order to define joint 2,7 standards and measures that take into account actual needs of entrepreneurs. 3,3 3,2 3,5 III.D.4 Encouraging local entrepreneurs to present their offer on international fairs, conferences and seminars, organised in cooperation with regional authorities, business environment institutions or entrepreneurs' associations, in order to foster business relations between 3,2 3,5 4,0 regional SMEs and foreign partners or clients. III.F.7 Increasing SMEs' access to information on the available forms and rules of financing for development processes and innovative projects. 2,0 2,7 3,3 4,0 III.F.8 Providing entrepreneurs with good practices in order to increase their willingness to use external forms of financing. 2,5 3,2 2,7 3,5 III.GP.12 Establishment of expert teams for independent assessment of innovative ideas and consulting of projects at the implementation stage. 2,8 3,3 3,3 3,5 IV.B.3 Fostering cooperation of regional business support institutions and capital funds with their counterparts from other EU countries. 2,8 3,5 2,8 3,5 IV.GP.8 Support for entrepreneurship development at higher education establishments. 2,7 2,8 3,5 3,5 V.B.3 Development of good regional practices which more closely correspond to the conditions faced by local entrepreneurs and their application in promotion of clusters. 2,8 3,2 3,5 3,5 VI.A.4 Making it easier for newly-established clusters or entrepreneurs/institutions looking into possibilities of creating a cluster to access 2,5 good examples and to contact already operating clusters and people responsible for cluster management. 2,8 3,3 3,7 VI.A.5 Ensuring financial support at the initial stage of cluster development from the EU funds, state funds and regional programmes. 3,7 2,8 3,5 Increasing access of companies involved in cluster development to high-quality consulting services in order to ensure support during VI.B.7 the initial stage of cluster establishment. This assistance should cover identification of objectives, development of implementation 3,3 3,3 3,8 paths, preparation of an action plan, specification of an organisational structure, performance of market research and analyses. VI.GP.10 Utilisation of modern business techniques for production and sales organisation as well as management and promotion of products and services in the areas considered as traditional, e.g. agriculture. 2,7 2,8 3,5 4,0 VI.GP.11 Development of integrated information systems that gather and coordinate activities performed by respective institutions and agencies 2,8 responsible for providing services for external subjects. 3,5 3,3 3,7 VI.GP.8 Application of the elements of the blue ocean strategy and the market niche strategy by offering products and services that are unique and characteristic for a given region. 3,3 3,8 4,0 VI.GP.9 Promoting the concept of searching for competitive advantages in regional re-sources and using them to create unique products that cannot be copied in other regions or countries due to exploiting unique regional values, e.g. natural values, tradition, history, culture, 3,3 3,8 3,7 philosophy or economic and scientific achievements. VI.GP.12 Development of global information bases which enable fast access to data that are significant for subjects that use services and which 3,2 are updated by institutions and agencies responsible for their provision. 3,7 3,7 4,2 VII.A.3 Inclusion of measures fostering growth of existing clusters in the regional development policy and ensuring funding for their implementation. Support for regional clusters should be provided from regional financial resources. 3,4 3,8 VII.B.6 Financial and organisational support for promotion of regional clusters on the international level. 3,7 3,7 3,7 VII.GP.11 Support for development of a cooperation network encompassing R&D institutions and universities, which originate and create solutions 3,2 and products, as well as SMEs, which tackle distribution, logistics and marketing for these services and products. 3,7 3,7 3,5 VII.GP.12 Support for development of integrated systems, involving research as well as business partners, for managing technological processes, 3,2 creation of products and services, logistics, marketing and sales. 3,7 4,0 3,7 VIII.B.4 Development of regional, national and international education programmes during which entrepreneurs and representatives of academic and research establishments will work together on innovative ideas for respective companies and on defining a cooperation 3,6 4,0 4,4 4,2 framework between business and research actors. VIII.B.5 Development of programmes that will enable universities, R&D and SMEs to apply together for funding for joint R&D projects. 3,2 3,2 3,8 4,2 VIII.B.6 Development of a dialogue platform matching research and business partners. 2,2 2,8 3,3 3,5 Development of a system of incentives for entrepreneurs encouraging to conducting R&D activities or to widening their scope in VIII.C.7 cooperation with higher education establishments and R&D institutions, e.g. tax deductions (one effective example is the Dutch tax 3,5 4,2 4,2 3,7 relief - Innovative Box). VIII.C.8 Simplification of bureaucratic procedures in state academic and research institutions. 2,0 3,8 3,5 3,7 VIII.C.9 Promotion of entrepreneurship and commercialization of research results should be included in development strategies of higher 2,5 education establishments that obtain state funding. Implementation of these tasks may influence the level of the subsidy. 3,2 3,5 3,5 VIII.D.10 Establishment of guarantee funds that reduce the risk of investing in long term innovative projects. 4,3 4,2 3,7 3,8 23

26 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability VIII.D.11 Increasing state expenses for R&D through co-financing of R&D work conducted by companies (shifting the focus from purchase of 4,7 tangible assets). 4,3 3,5 3,7 VIII.GP.12 Introduction of a long term system for monitoring economic trends in the region. 2,8 3,5 3,7 VIII.GP.13 Regional economic development planning should be based on such scenarios for priority areas development that are the most efficient 2,0 in exploitation of the regional resources and boosting the regional economy. 2,5 3,7 4,0 VIII.GP.14 These choices should be made within wide social dialogue that involves different groups interested in regional development. 2,2 3,3 3,5 Definition of detailed development plans, their time horizon and support forms for the fields that have been identified as optimal for VIII.GP.15 regional development. Specification of measures to be conducted by respective partners (entrepreneurs, authorities, administration, 3,3 3,5 3,7 research institutions, business environment organisations, public benefit institutions) in implementation of roadmaps. VIII.GP.16 Promoting the region taking into consideration the development of selected sectors. 2,5 2,7 3,3 3,7 IX.A.1 Establishment of STPs, promotion of results and benefits that entrepreneurs can derive from implementation of joint projects. 4,0 3,5 4,0 3,5 IX.A.4 Preparation of legislation and ethical codes regulating intellectual property rights and conflict of interests between higher education 3,2 establishments and their employees, students, STPs, start-ups, spin offs and external entrepreneurs. 4,0 3,6 4,0 IX.B.5 Establishment of earmarked funds aimed at long term investments in STPs. They should be created on the basis of EU programmes as 4,0 well as national and regional funds. 4,2 3,4 3,6 IX.B.6 Initiation of international relations between STPs from different countries in order to create channels for exchanging good development 2,8 practices. 3,7 3,5 4,0 IX.C.7 Establishment of scholarship funds for talented students who want to develop professionally in local STPs. 3,5 2,8 4,0 4,5 IX.C.8 Presenting STPs as attractive places that enable professional development and as a good place to start one's professional career. 2,3 2,8 3,7 4,0 IX.GP.9 Regional authorities should intensify their activities aimed at development of technological parks by preparing models and good examples in transfer of technologies to the business sector. 3,3 4,0 4,2 4,3 IX.GP.10 Development of a system of internships and grants for the most gifted graduates from local universities employed by regional enterprises in order to cover a part of employment costs. 4,0 3,7 4,0 4,3 Involvement of regional business leaders, entrepreneurs' associations, chambers of commerce and industry as well as politicians from IX.GP.11 the region in promoting the region as an investor-friendly place by e.g.: utilizing their business contacts, joint promotion of the region, 2,3 3,2 3,5 4,2 its products and services, joint lobbying at the state level. IX.GP.12 Networking between regional authorities and local entrepreneurs. 2,3 3,7 3,5 4,3 24

27 ANNEX 1. SMART+ GOOD PRACTICES SMART + topic area Financial services for SMEs Title of the good practice Capital Investment Fund Topic of the good practice Early stage financing tool for innovative companies Country POLAND Location of good practice NUTS 1 South NUTS 2 Malopolska City Krakow Realization period Start 2010 End On-going Detailed description of the good practice Nature of the Good Practice: The Capital Investment Fund of the Małopolska Regional Development Agency (MARR) is a form of a seed capital of the venture type, which invests its funds in newly created enterprises using and implementing innovative solutions. A characteristic feature of seed capital funds is investing of funds in enterprises that are in their early stages of development (hence the name seed ). The Fund does not only locate financial resources in ideas at the early stage of their development, but is also actively involved in the process of their market commercialisation. It offers individualised services and expert assistance for its clients. The whole process of investing is divided into several stages: Stage I Evaluation - Innovative business ideas submitted to MARR and positively evaluated are subject of economic and technological analysis by independent experts. The venture s business plan is created to form the basis for the involvement of the Fund s resources in the respective in-vestment. During the negotiations the legal and time frames of the planned measures are deter-mined. Stage II: Selection of innovative projects - Taking care of the highest quality of provided services, the Fund enables the originators to benefit from specialist training sessions and counselling whose goal is to prepare the structure of the new company and to provide skills necessary for running innovative business. The approval of the submitted solution is followed by the evaluation of the idea, its technology and know-how that may constitute the originator s own contribution. Stage III Investment - On the basis of the best-evaluated projects, the companies are established with shares or stocks worth up to EUR 200,000 belonging to the Fund. The joint package of stocks (shares) cannot exceed 50%, and the investment period cannot be longer than ten years. When the company achieves business maturity, MARR withdraws its shares selling them to partners, originators (pre-emption rights), and strategic investor or by way of public offer at the Stock Exchange. Objectives: Trade specialization: telecommunication, ICT, healthcare and medical engineering technologies, pharmacy, renewable energies and environmental protection; Maximum size of resources that can be invested by the Fund: EUR 200,000; Joint package of shares or stocks belonging to the Fund: up to 50%; Anticipated investment period: up to 5 years. 25

28 Main stakeholders involved: The offer of the Fund is targeted to the owners of ideas: entrepreneurs, scholars, scientific workers and inventors who wish to establish companies based on innovative solutions, and investors interested in locating capital in newly-established enterprises. Source of financing: European Regional Development Fund under the Innovative Economy Operational Programme; Financing Institution: Małopolska Regional Development Agency. Innovativeness: The idea of seed funds is quite popular, nevertheless, it does not decrease the value of this new concepts support. Innovativeness of the CIF can be found in its comprehensive character and also in the way it has been implemented. The proposed solution is to increase the number of new enter-prises operating on the basis of innovative solutions. The newly established companies using and implementing innovative solutions, new products, services or technologies will positively influence the innovativeness of the region. Transferability: The European Commission expects regions to use innovative financial instruments much more frequently after 2013 (e.g. the reimbursable instruments). The proposed good practice can be implemented in each EU region and should contribute to the effective investment of funds in the newly-created enterprises. Evidence of success This concept can be considered a good practice because: The Capital Investment Fund provides comprehensive assistance at every stage of idea s implementation. While cooperating with the Fund, the beneficiary receives financial, subject-matter and training support adapted to the needs of the newly-established enterprise. Thorough verification of offers in terms of its technical and financial aspects that ensures project stability and chances for profit, retaining the security of invested resources. Contact details to obtain further information on the practice Organisation Website Marshal Office of the Małopolska Region smartplus@malopolska.mw.gov.pl SMART + topic area Financial services for SMEs Title of the good practice Fundación Aragón Invierte Topic of the good practice Funding mechanisms for innovative companies Country SPAIN Location of good practice NUTS 1 Noroeste ES243 NUTS 2 Aragon City Zaragoza Realization period Start June 2012 End On going Detailed description of the good practice Nature of the good practice: Fundación Aragón Invierte was established as a non-profit foundation, whose main objective is to develop a model to facilitate the meeting/ matching and understanding between an investors (tutors) and entrepreneurs. Now the situation for the implementation of this initiative is the best, because of high demand of entrepreneurial projects that need external capital. The contribution to the territory is the support the creation of long term funding mechanisms and other innovative services. The first milestone is to identify the barriers to create funding mechanisms for innovative companies, carrying out a study on 26

29 the current funding mechanisms at national level with impact in public and private existing technologically innovative companies in the region as the number of entrepreneurs in Spain and also in Aragon has increased significantly. The support of Fundación extends the support beyond the technical development of the project to engage with companies seeking funding through new formulas like venture capital, business angels, venture projects, partnership, etc Objectives: The main objective is to strengthen the skills of the financing mechanisms managers (public and private) in the early stages (mainly entrepreneurs and/or small businesses in their early trade). This raises several mechanisms: exchange of experiences, knowledge, training days and apprentice-ship. Main stakeholders of the Foundation: 1. Governing bodies: Aragón Government; 2. Sponsors: Obra Social de Ibercaja, Obra Social de la CAI, Aragón Family Business Association (AEFA) y Aragon Young Entrepreneurs Association (AJE); 3. Investors; 4. Entrepreneurs. Innovativeness: 1. Innovation in management and human resources: Both the board and the technical staff are composed by professionals with experience in in-vestment banking, venture capital, consulting, legal support, training and technical development of innovative ideas. The Advisory Committee is composed of fifteen renowned experts who acts as independent advisors altruistically, working in smaller groups of three members. 2. Model Innovation: difference in comparison with other mechanisms to support entrepreneurs Fundación Aragón Invierte develops a model that facilitates the understanding between the investor and the entrepreneur, covering the gap that has not been covered yet by any institution, public or private, at regional level. Investors (Business angel and tutor): Any person or entity (executive or saver) that has investment capacity to provide money, management skills, experience and contacts - as individual in-vestment action or joint venture with other network members. Entrepreneurs: Anyone who wants to turn his idea into a business in Aragón. They just have to present the business plan through the website for products or competitive services with a reliable management team, rent ability and growing strategy. Transferability: This good practice can be easily transferable to other regions, as either a theoretical or working model. It doesn t require high financial resources or additional staff. Its launch partially depends on the government, but the individuals involved or projects can act or be implemented independently. Evidence of success Fundación Aragon Invierte, launched by the regional government in June 2012, has already a port-folio of over 60 projects submitted by entrepreneurs and investors. The projects are related with different sectors like food and agriculture, professional services or tourism. Advantages for investors: Access to the retrieval database of business projects; Selecting of project by means of investments criteria; Participation in forums, networking and specific training sessions. Ease of co-investments with other network members. Advantages for entrepreneurs: Access to the network platform of investors; Visibility of business projects; Evaluation of projects by an independent expert committee; Specific training sessions for entrepreneurs; Contact with investors interested in specific project. 27

30 Contact details to obtain further information on the practice Name Organisation Web site Pedro Mata Fundación Aragón Invierte SMART + topic area Title of the good practice Topic of the good practice Location of good practice SME Network and Cooperation Management Mechanisms for attracting foreign companies and accelerating their growth process within the Aragonese region. Technology Park, foreign investments, regional development, business support Country SPAIN NUTS 1 Noroeste ES243 NUTS 2 Aragon City Zaragoza Realization period Start Nov 2012 End On going Detailed description of the good practice Nature of good practice: A key aspect in the development model of a technological park is the method used to attract and secure new business projects funded by foreign investments. The WALQA Technological Park in Aragon brings together a number of foreign-funded companies. These facts, as well as its success in establishing a growth process within the region, constitute a strong vehicle for growth. Therefore, it is of vital importance to undertake a comprehensive study of the key factors that determine why foreign companies take the decision to establish their business in Aragon, as well as to carry out a further study of the tools that are at their disposal to do so. One of the success stories is the technological division of the DELOITTE company, DxD Applications & IT Solutions, with headquarters in Madrid, Barcelona and Walqa. Objectives: The Walqa Technological Park was created with the objective of becoming a benchmark in innovation and I&D, fundamentally specialising in the sectors of Information Technology, Biotechnology and Renewable Energy. It currently boasts over 60 companies. In addition to housing all these technological companies, Walqa is also home to investigation centres (the Aragonese Foundation for the Development and Observation of the Earth: the Foundation for the Development of New Hydrogen Technologies: the Aragonese Technological Institute) and Universities (the University of Zaragoza and San Jorge University). In short, the initial capture, subsequent development and integration of foreign companies in Aragon has became a key factor in allowing these activities to carry on successfully and to influence positively the further development of the region. Main stakeholders: 1. P.T. WALQA S.A. shareholders: The Government of Aragon. Huesca City Council, Ibercaja (bank), Bantierra (bank.) 2. BUSINESSES (national, multinational, regional, local). Innovativeness: 1-Tools: Some of the tools that are available for the attainment of the objectives are those outlined below; ARAGONEX (Export Association of Aragón) provides access to external prescribers whose presence instils confidence. This association is made up of individuals from Aragon, who carry out their business or professional dealings in Madrid. They promote their business or professional activity to the general benefit of all and contribute to the well-being of the autonomous region of Aragon as the place of origin of its members and therefore the key link between them. In this way meetings, guidance and sharing of advice are actively encouraged between members. 28

31 Grant system between the Aragonese Institute of Development and the University of Zaragoza and the San Jorge University. The Government of Aragon finances 50% of the grant, which then permits the incorporation of university graduates to local companies and prevents the loss of professionals from the region. Recruitment of professionals to be at the immediate disposal of businesses. Advice and management related to financial aid available, overseen by the park on behalf of the companies installed there, as well as the generation of commercial contacts. Strong inter-company relations within the park: with other technological parks in Spain through APTE (The Association of Technological and Scientific Parks of Spain) and with others across the world through ISAP (The International Association of Science Parks.) Search for national and international business opportunities by the Government of Aragon. The assignation of a naming for the location, which in turns brings about credibility in society in general and in the business environment. Types of improvement: The park brings together a range of multinational, regional and local companies. The result is an optimum ground that provides a strong base for the development of constructive and effective business activity of the highest quality. Transferability: This good practice can be easily transferable to other regions, as either a theoretical or working model. It doesn t require high financial resources or additional staff. Its launch partially depends on the government, but the individuals involved can act, as well as many projects can be implemented independently. Evidence of success The public-private contribution in the management and financial sustainability of the technological park (universities, companies, and entrepreneurs) assures the successful cooperation between multinational companies and local and regional companies. Such a cooperation is a kind of engine for future projects, as it aims at widening the network. As a result, it has a positive impact on regional and local economical and social development. Walqa assets: unique facilities and equipment; motivating and sustainable environment; highly qualified workforce; strong university presence; political stability; solid business communication and collaboration; availability of business opportunities. Contact details to obtain further information on the practice Name Organisation Web site Beatriz Lorente Pastor Parque Tecnológico Walqa S.A. blorente@ptwalqa.com SMART + topic area SME network and cooperation management Title of the good practice The development of a network in rural tourism Topic of the good practice Rural tourism network, innovative tourism products, destination marketing Country ROMANIA Location of good practice NUTS 1 Macroregion 1 NUTS 2 North-West City Sâncraiu Realization period Start 2002 End 2007 Detailed description of the good practice Nature of the GP: This good practice refers to building up an effective network of accommodation providers (providing not only accommodation but also entertainment through tradition and local events) in order to transform the Sancraiu village into a well-known touristic destination. 29

32 The network was initiated in 2002 by the owner of the Davincze Tours Agency. Initially, there were 15 families possessing spacious houses in the village and intended to use 2-3 rooms as tourist accommodation. Along with the increase of number of tourist visits in the village, more families decided to join the network. Currently, there are 40 accommodation units (capacity of 250 beds) registered within the network. The coordination of tourism activities is carried out by the Davincze Tours travel agency, which arranges the accommodation and provides recreational services according to the rules and principles for established for the network. The main tourist events organized in the village: the Grapes Ball (at the end of the second week of October), the Rosehip Festival (the third weekend of October) and the International Music and Folk Dances Camp (the first week of August). The tourist offer of the village comprises also holidays programmes (for Easter and New Year), as well as weekend programmes which include outdoor recreational activities (trips, hiking, picnics, wagon rides, mountain trekking). Objectives: In order to attract tourists to the Sancraiu, the Davincze Tours Agency promotes the village and its rich offer at the national and international tourist fairs. The promotional slogan of the village is: Spend your holidays in one of the most natural traditional regions in Europe. Stakeholders: The most important stakeholder is the Davincze Tours Agency. Most of the Sancraiu inhabitants are already involved in the network, either as individuals or as family-run businesses. The local authorities support the initiative as well. Innovativeness: The individual accommodation providers are no longer competitors, but from now they cooperate with each other. The effectiveness of this collaboration is assured by the network coordinator (the Davincze Tours Agency) which coordinates and manages the whole network of tourist service providers in the village. The network is based on the clear regulations, which are binding for all members, what increases the professional level of cooperation. Sustainability: Collaboration and clear principles are key factors of this network, what makes this initiative sustainable. Although the economic crisis have negatively influenced the revenues of small businesses, none of the network members was forced to resign. On the contrary the network is still actively developing. Transferability: The Sancraiu model can be easily transferred, as long as the receiving stakeholders can become committed to the values and principles on which the network was built. Further information is available at: Evidence of success The main proof of networks success is the fact that at the beginning it was comprised of the 15 members, while at the moment 40 members are involved. The positive impact of the network determined the local authorities to provide a consistent sup-port to the local tourism development. They invested in infrastructure development and in the improvement of village design. Attracting a large number of tourists in the area represents another evidence of success. The high-est number of tourists in the area was noticed in 2007 and 2008, reaching in total 12, nights per year, while in 2011, the village recorded approximately 5,500 nights. Contact details to obtain further information on the practice Name Organization Web site Vincze Stefan Davincze Tours davincze@clicknet.ro

33 SMART+ topic area Title of good practice Topic of good practice Location of good practice SME network and cooperation management Conservation and Protection of nature (Wine Roads of Northern Greece) SMEs Eco-tourism Country NUTS 1 NUTS 2 City GREECE EL1 (VOREIA ELLADA) EL11 Anatoliki Makedonia, Thraki, EL12 Kentriki Makedonia, EL13 Dytiki Makedonia, EL 14 Thessaly Realization period Start 1993 End On going Detailed description of the good practice Nature of the Good Practice: In Greece, the first organized wine roads were outlined in 1993 by the Wine Producers Association of the Macedonian Vineyard with the trade name Wine Roads of Northern Greece. On the basis of Greece s viticultural history, the term Vineyard of Macedonia applies to the broad geographical area of Northern Greece, embracing not only the province of Macedonia but also the wine district of Rapsani to the south, as well as the prefectures of Xanthi and Rhodopi to the east. The Association s aim was to support the vine-growing and wine-making tradition and give Greek and foreign visitors an opportunity to discover hospitality of the vineyards of Northern Greece. In 2002, wineries in Epirus and Thrace joined the Association, which was renamed the Wine Producers Association of the Northern Greece Vineyard with the trade name Wine Roads of Northern Greece. Today, there are 8 routes that cross the whole of Northern Greece, with suggested stops at the notable wineries of Thessaly (Rapsani and Krania), Epirus, Macedonia, and Thrace. Signage along the roads directs travellers to vineyards, wineries and other points of interest. The Wine Producers Association of the Northern Greece Vineyard has completed the project Wine Roads of Northern Greece within the framework of the E.U. Initiative Leader+ ( ) in collaboration with 16 Developmental Companies in Northern Greece. The project resulted in the creation of the largest wine tourism network in Greece. The network consists of 160 businesses (wineries open to visitors, hotels, restaurants and wine bars, local product and outdoor activities businesses). Objectives: Building up the image of the wines of the Northern Greece Vineyard and promoting them in Greece and abroad. This is a very worthwhile initiative, since the Greeks are still generally very poorly informed about wine and continue to perpetuate a host of myths about it (e.g., bulk wine is traditional, home-made wine is healthy, etc.), and moreover there has never been any organised action or state support for the effective promotion of Greek wine, in Greece and abroad. Offering visitors an all-round wine tourism proposal around the vineyards and the beautiful landscapes of Northern Greece. Supporting Greece s cultural heritage, focusing primarily on grape growing and wine and on local cultural activities. Participating in the formulation of general rules governing the relations between growers, wine-makers and wine merchants, with a view to optimising cooperation, serving consumers and improving the quality of both products and services. Main Stakeholders: 1. Vine-growers; 2. Wine-makers; 3. Wine merchants; 4. Local authorities, 5. Cultural organizations; 6. Local enterprises (e.g. hotels, restaurants, local products and outdoor activities businesses, etc.); 7. Other associations. Innovativeness: Innovation in the process: The WINE ROADS OF NORTHERN GREECE is a tourism programme quite unlike anything else in the country and an innovative way for any visitor, Greek or foreign, to discover wineries open to visitors and explore the lush vine-growing areas of this part of Greece, in conjunction with a host of local cultural activities. Sustainability: Having realised the significance of collective action for the mild development of the agrarian and tourism sectors in wine regions, the Wine Producers Association of the Vineyards of Northern Greece S.A. in its capacity as the Collective Body, un- 31

34 dertook the entire initiative, which was supported by the Community Initiative Leader II. The Association s budget is covered through contributions made by full members, which vary according to plant size, the number of wineries they possess and the contributions of cooperating members. The Wine Roads network is now a complete wine tourism proposal for curious travellers and an innovative networking option for alternative tourism professionals in Northern Greece. Transferability: The Wine Roads are really a series of suggested, selected routes for the avid and curious traveller interested in visiting some of the most picturesque and fascinating venues in Europe. There are wine roads in almost all wine-producing countries and have been based on the balanced development of entrepreneurial effort in wine producing and tourism. It has been proved capable of exploiting the natural vocation of the area for tourism on the one hand and the excellence of the wine produced over centuries of tradition and/or the special genius of particular producers on the other. Evidence of success Many restaurants, tavernas, inns, hotels, traditional shops, and alternative activities round out the traveller s experience along the Wine Roads. Each designated venue has been selected according to specific qualitative criteria and is indicated with a special seal of approval. In terms of networking, the Wine Roads of Northern Greece represents one of the very few examples of successful networking between different organizations from the agro-food sector in Greece. The Wine Producers Association of Northern Greece organizes the only International Wine Competition held in Greece: the Thessaloniki International Wine Competition is organized every March under the auspices of the O.I.V. (International Organization of Vine and Wine). In 1997 the Wine Roads of Northern Greece were integrated into the official programme of the Cultural Capital of Europe Organization, under the title Wine Roads & Gastronomy. In 2008 the network of the Wine Roads of Northern Greece grew to include selected hotels, restaurants, local products and outdoor activities businesses, in order to collectively create a framework for the support of the Greek cultural and gastronomic tradition. In Northern Greece (Association members), the wine sector employs around 720 workers for production purposes. This number is much greater once the family members of family type businesses and a significant number of seasonal workers including immigrants who work at wineries during the grape collection and wine bottling seasons, have been included. With respect to wine tourism, the Wine Roads are not only restricted to actions concerning wineries that are open to the public. It also influences the development of viniculture areas. As mentioned above, hostels, restaurants, alternative tourism companies, plants that produce traditional and/ or local products, etc., participate in the network, as cooperating members, or benefit from it. Thus, not only additional resources are accumulated in rural areas and, but also existing resources are exploited fully through innovative approaches and actions. This signifies the differentiation of viniculture activities aimed at the creation of multiple activities or alternative incomes and new services that support the local economy, something that is both a national and Community priority. As an example of the success of the network is Domaine Karanika which actively promotes eco-tourism in the Amyndeon area. Domaine Karanika, was founded in 2007 by Laurens M. Hartman - Karanika and Annette van Kampen whose objective was to combine local endogenous resources (biological vineyards) with the production of finest quality wine whereas working in the vineyards should be traditional and organic with some elements of biodynamics. Economic impact indicators: change in utilized agricultural area, change in product quality. Social impact indicator: Increase of day visitors. Contact details to obtain further information on the practice Name Organisation Web site G. Albanis Wine Roads of Northern Greece info@wineroads.gr 32

35 SMART + topic area Title of the good practice Topic of the good practice Location of good practice SME Network & Cooperation Management Integrated System for Governance of Tourism in Burgas Innovative integrated system for management of tourism services to SMEs; use of innovative tools, capacity to absorb innovations. Country BULGARIA NUTS 1 BG3 North and South-East Bulgaria NUTS 2 BG 34 South-East City Burgas Realization period Start 2012 End 2013 Detailed description of the good practice Nature of the GP: The integrated system for governance of tourism provides an IT tool for quick connection and ex-change of information between the service providers in tourism sector and potential customers. It is the real time system for almost any tourist service (rooms, restaurants, sightseeing, etc.). The system supports the centres work in several directions by: 1. Development of sample forms automatic functions and preliminary prepared written answers in different languages are available, reducing the time of delivery and solving the language barrier problem; 2. Providing an information using variety of selection criteria. It also gives the opportunity to the providers for current updating of information such as rooms, events calendar, the near-est tourist sights, etc.; 3. Providing an information about the municipality offer: various concert performances, forums for bicycle hiring, including the price list and availability in the requested period of time. The system is useful not only for visitors and local population as a rich source of information, but also for local SMEs as a platform for business advertising. Objectives: To bring together the Golden Triangle of service innovation, mobility and tourism transforming the local tourism into a knowledge-intensive service sector. The specific objective is to encourage SMEs of the tourist sector to use innovative IT tools in their businesses (by using the integrated system), what will gradually increase their capacity to absorb innovations. Stakeholders: local SMEs, involved in tourist services; promoters of cultural and musical events; local government; residents and guests visiting the region. Innovativeness: The availability of IT tools promoted by the local institutions with real support to the business in the field of tourism. Sustainability (funding) The implementation of the Good Practice is not costly. Once introduced, the system needs minimal funding to maintain its sustainability. Transferability: The Good Practice could be easily transferred to other regions in the country and Europe with minimal costs for adaptation the software, training and promotional activities. Evidence of success The integrated system for governance of tourism in Burgas has a positive impact for the development of entrepreneurship in the whole region. The official statistical data of introduction it at the nation-al level are not yet available. 33

36 Contact details to obtain further information on the practice Name Organisation Web site Ivaylo Trendafilov Burgas Municipality SMART + topic area Title of the good practice Topic of the good practice Location of good practice Start-up and Spin-off Support The local policy on providing conditions for innovation capacity of SMEs Support SME s entrepreneurship and innovation at regional level Country NUTS 1 NUTS 2 City BULGARIA BG 3 Severna i Iztochna Bulgaria / BG 3North and South East Bulgaria BG 34 Yugoiztochen / BG 34 South-East Burgas Realization period Start 2011 End 2013 Detailed description of the good practice Nature of the GP: Burgas municipality is a centre of South East NUTS 2 region and a headquarter of many companies operating in the region. The municipality has developed its local policy aimed at creating the conditions for start-ups support and strengthening the capacity for innovation of SMEs. This policy includes the development, discussion and adoption of key strategic documents for SMEs development, innovation and investments support, scientific and technological exchange activities. It aims at creating the tools to support SMEs in administrative, technical and financial aspects. The policy includes: Securing a special budget fund for support activities; Selecting of a special committee in April 2012; Creating of a dedicated website and a virtual incubator; Conducting of studies on the needs and attitudes for SMEs development and innovation; Stimulating of the cooperation between business and local universities; Providing of training programmes for business representatives, as well as innovative services for the region; Organising of meetings with representatives of professional organizations and SMEs to discuss issues related to the EU funds utilization, loans, training programmes etc. The local programme for the SME promotion is the key instrument of this policy. The Committee selected by the Burgas Municipal Council is responsible for the preparation of the programme with the following content: 1. Consultancy for obtaining credit and preparing an agreement with banks and other financial institutions; 2. Strengthening of cooperation with organizations and associations of SMEs to develop proposals targeted on competitiveness and innovation; 3. Services for SMEs aimed at the implementation of partnership and networking with partners inside the country and abroad, as well as participation in international fairs; 4. Maintaining a database of best practices, ongoing problems of SME support and website for SMEs promotion; 5. Organization of thematic seminars, meetings, exhibitions, fairs and other events dedicated to building of innovation capacity of SMEs. 6. Development of local innovation strategy. Objectives: Supporting of policy initiatives focusing on new start-ups and SMEs innovative capacity development in the region including a range of different activities involving partnership with local stakeholders. 34

37 Stakeholders: Burgas Municipality; South-East region with the centre of Burgas; SMEs and their professional organizations; Burgas universities; NGOs; Government bodies acting at local and regional level. Innovativeness: The practice is innovative for South-East region, as Bulgarian local authorities haven t been directly committed to this area so far. This policy approach provides better synergies, efficiency and integration of the resources and activities of the responsible public bodies and SMEs in order to build the capacity for innovation and competitiveness. Transferability: This good practice can be easily transferred to other Bulgarian, as well as European regions. Evidence of success The success indicators (valid for 2012) Setting up of business incubator, dedicated website and virtual incubator for innovative SMEs; Start of the preparation of municipal programme for stimulating the small and medium business and municipal innovation strategy including an action plan ; Organisation of meetings dedicated to general problems of business and opportunities for its support within the Municipal Programme - participation of 22 SMEs and branch organizations; Consultations carried out by the Labour Department in Burgas with 36 representatives of companies - clarification of the possibilities of personnel engagement with a special scheme of Human Resource Development operational programme; The awareness-raising campaigns for the possibilities of financing projects dedicated to modernisation and innovation of small and medium business. (The three-month campaign including the meetings with the participation of 56 firms from Burgas); Organisation of the visit to Plovdiv International Fair for 11 SMEs from Burgas. The visit is financed within the budget of the Municipal Programme; Organisation of the meeting of 10 local entrepreneurs with companies from Lithuania establishing of direct contacts and experience exchange; Organisation of the meeting for 24 local SMEs with entrepreneurs from Vologda, Russia, for identifying the specific projects and the opportunities for partnership in the region within the tour-ism and food and beverage business. Organisation of the round table on subject Innovative policies for the development of craftsmanship along with the meeting of the representatives of the Chinese companies and the Bulgarian agencies for investments; A training with the participation of 36 representatives of SMEs and companies intermediaries about the opportunities for financing within the JEREMIE initiative; A meeting for 25 SMEs dedicated to exchange of experiences and opportunities for business co-operation with companies from Orenburg, Russia; A meeting dedicated to presentation of business opportunities in the area of fishery, aquaculture and maritime during the Sea cluster Bulgaria Burgas; Promotion of opportunities for participation of Bulgarian SMEs in exhibitions in Czech Republic and Poland Contact details to obtain further information on the practice Name Organisation Web site Ruska Boyadjieva and Ivelina Strateva Burgas Municipality r.boyadzhieva@burgas.bg / i.strateva@burgas.bg 35

38 SMART + topic area Title of the good practice Topic of the good practice Location of good practice SME Network and Cooperation Management Changing Mărisel s brand image by involving the social actors in the community Promotion ICT, SME innovation strategy Country ROMANIA NUTS 1 Macroregion 1 NUTS 2 North-West City Mărisel Realization period Start 2009 End 2011 Detailed description of the good practice Nature of the good practice: The local stakeholders in the Mărisel village (accommodation service providers and local producers SMEs and individuals) collaborate in order to build a specific touristic brand of the village, mainly known as a forest exploitation area. The owners of Cabana Motilor Guesthouse are of the opinion that a change in the brand image of the village is necessary. With cooperation of the local communities and entrepreneurs, they elaborated the strategy focused on building up of the Mărisel brand through marketing, service and business process innovation. Objectives: The objective of this collaboration is to make use of the resources of the area in a much more sustainable way. The owners of Cabana Guesthouse created a network of SMEs and individuals in order to cooperate on creation of innovative local products and development of the indigenous resources. Such kind of strategy will support the development of local business. Strategy key objectives promoted by Cabana Motilor Guesthouse: Revival of local traditions (evening sittings of villagers, opening a Village Museum, the reorganization of the Iancu s Cross Fair) through an innovative marketing and organisation of touristic services; Development of local organic products (canned mushrooms, forest fruit jams and syrups) that would distinguish Mărisel from a culinary point of view; Identification of local traditional craftsmen (wood carvers and sculptors, blacksmiths, weavers, etc.). and organisation of training sessions for them. Main stakeholders: The Cabana Motilor Guesthouse - accommodation service provider (SME) as coordinator, the Popasul Iancului guesthouse and local producers of traditional organic products (mostly individuals so far, but planning to register as SMEs). Innovativeness: Strategy: Local guesthouses or other private providers of accommodation services are not seen as competitors, but as collaborators. (Cabana Motilor succeeded in increasing the number of tourists in Mărisel and providing the accommodation in cooperating units). There is also an idea of joint participation in promotional events (tourism fairs), in order to reduce the costs and prepare a more diverse of-fer. The role of traditional producers (individuals and SMEs): the strategy aims also to encourage the small local producers to develop ecological and traditional local products at low-cost (meat and dairy products, forest fruits and mushrooms, lavender, strawberry plantations, wood carver, traditional fabrics, equestrian services). As a result, the financial independence of local producers may increase. Cabana Motilor have integrated the local products and services into their offer, providing the opportunity for tourists to experience the real taste of Romanian village. Use of social networks and ICT tools: the new identity is promoted online. The online presence is being constantly developed. There are more than references that mention Cabana Moţilor and its activities. The online presence is indicated on the organization s website, professional tourism web-sites, media websites (press, radio, YouTube), blogs, social networks (Facebook and Tweeter). There is also the Google AdWords application used for online advertising. Transferability: The transferability of this GP is based on the own initiative of the local SMEs and touristic stakeholders: elaboration of local innovation strategy (marketing and organisational model) in order to change the image of Marisel village. 36

39 Evidence of success The success of Cabana Motilor guesthouse can be described by: a 20% annual increase of turnover, 1000 visitors in 2011, reviving of some old customs (the evening sittings and the village museum), increasing the critical mass of people actively involved in tourist services and promoting the new local identity (local SME, local individuals). The quality of services is assessed by the customers of local guesthouses (all recommendations on TripAdvisor are very good or excellent) Contact details to obtain further information on the practice Name Organization Web site Sebastian Hosu HosuS Tourism SRL contact@cabanamotilor.ro SMART + topic area Cooperation between SMEs & Research Institutes Title of the good practice Technology Perspective Kraków Małopolska 2020 Regional foresight process; Choice of 10 most promising technologies; Scenarios / roadmaps for each technology up to 2020; Topic of the good practice for triple helix in order to support technology development; Monitoring of technological trends in the region within Technology Observatory of the Kraków Technology Park Country POLAND Location of good practice NUTS 1 South NUTS 2 Malopolska City Kraków Realization period Start October 2008 End January 2011 Detailed description of the good practice The nature of the project: The idea for the project was formed as a result of a discussion regarding the sustained development of the region, conducted by the shareholders of the Kraków Technology Park. The basis for the formulation of the premise for the project was the identification of the necessity of a faster and more effective utilisation of the educational, scientific and research potential of the region, in order to strength-en the social and economic areas and to develop a knowledge based economy. The project titled Technology Perspective Kraków Małopolska 2020 responds to a number of civilisation challenges faced by the region. Despite indubitable successes in attracting investors and in creating innovative companies, the Małopolska Region is facing the challenge of a fast transformation to a competitive economy based on knowledge and innovation. The project answers the questions regarding the optimisation of programming of the most promising directions of education, scientific research and regional politics, consistent with the envisaged development of the key technologies of the future. Objectives: Determination of the 10 priority technologies and directions of research and development works, which shall induce the acceleration of the development rate of the Małopolska Region as a region of knowledge; Identification of the economic conditions related to the absorption of the new technologies by the strategic economic entities and their effective commercialisation on the national and international markets; Defining priority directions of scientific research and development work for the next 12 years; Selection of the key courses of action, facilitating the cooperation between the research & development and the economic spheres at the time of implementation to improve the cooperation between the R&D area and the business; Preparing of recommendations for public institutions supporting technology development with public funds. 37

40 Stakeholders: The project was conducted by Kraków Technology Park Ltd. in cooperation with supporting institutions representing 3 sectors: universities (Jagiellonian University, University of Science and Technology, Kraków University of Technology, University of Economics); chambers of commerce (Chamber of Industry and Commerce in Kraków, Polish Electronics and Telecommunication Chamber of Commerce, British-Polish Chamber of Commerce, Polish-American Chamber of Commerce) and administration (the Małopolska Region, Labour Office of the Małopolska Region, City of Kraków). It is a scientific research project carried out using the foresight method, financed from the Innovative Economy Operational Pro-gramme, Measure Project budget was of 1.9 m PLN. Innovativeness: As a result of the implementation of the project, 10 technologies of the future, technically possible to be implemented and put into operation in Małopolska by 2020 have been selected. The selected technologies will also act as a guidance regarding the recommended course of action for the promotion of the region as a zone, in which the highly developed and technologically advanced investments are realised. The choice opens new challenges, which the Technology Observatory (established during 2012 as part of the Kraków Technology Park) will help to overcome. The facility will support the strategic decision-making process with respect to the funding of projects that will assure the technological development of the region. Transferability: The solution is applicable in all regions interested both in intensifying cooperation between entrepreneurs and research institutes and the development of innovative solutions for providing new products or services to the market. Evidence of success Over 1000 experts from the Małopolska Region representing science, business and administration have been involved in the process of identifying key technologies and building roadmaps for their development. The choice of technologies for the future was aimed at fostering innovativeness and creativity, supporting the development of technologically advanced sectors of the economy. This is the only way to ensure sustainable growth, competitiveness of small and medium businesses, networking in the economy, and adequate jobs for a large number of university graduates and a growing number of professionals with doctoral degrees in the most future oriented disciplines of science and technology. The realisation of the project has led to: The determination of the routes of development of science and technology; The selection of priorities regarding the industrial sectors (sub-sectors) and their needs, with regard to technology; The determination of the research areas, for which the commercialisation of results is possible; The creation of a cooperation network between the representatives of the public administration, industry and the scientific circles; The effects of the foresight have provided information on the development tendencies, have determined the development scenarios, and have allowed to harmonise the actions of the social partners (the administration, scientific and industrial circles, small and large enterprises, various sectors of the economy) and have assisted in the determination of the criteria for financing research and technology. Contact details to obtain further information on the practice Organisation Website Kraków Technology Park mmachowska@kpt.krakow.pl 38

41 SMART + topic area SME Network & Cooperation Management Title of the good practice Network Biomedical Logistics in Leipzig Topic of the good practice Network of SMEs, logistics innovation, research transfer Country GERMANY Location of good practice NUTS 1 Sachsen NUTS 2 Leipzig City Leipzig Realization period Start 2010 End On going Detailed description of the good practice Nature of the good practice: In Saxony, Biomedical logistics is a new field in R&D as still stands for an inadequately developed connection between the production of materials of the individualised and regenerative medicine as well as the biomedical medicine (on the one hand) and the conventional logistics working solely on economic rationale. The need was to solve the logistics services for this specific sector. With this background the network bm-log combines the knowledge of SMEs in this area. bm-log network connects research and development activities with the top level research results at universities and research facilities. The stated goal is the common implementation of marketable skill in logistic for medicine, biotechnology and life science with emphasizing its independent character. Objectives: The network consisting of mainly SMEs and research facilities aims at the development, as well as the market launch of comprehensive, sophisticated and flexible solutions for the biomedical logistics process. The aim of the proposed network is to create a complex system of logical processes which include technique, technologies, organisation and quality policy, matching the needs of these companies with the market requirements to develop and establish such products. The network is focused on the following points: adjustment of the biotechnological and biomedical processes in aspect of stabilization, preservation or storage of products and logistical procedures; establishment and adjustment of logical processes like quality management, patient-specific, compartmentation or tracking; further development of technical solutions like conservation, covering, storage as well as internal and external transport; integration of biotechnological and biomedical transport systems, centralization and specialization of the diagnostic or analytic processes. Stakeholders: For an exhaustive list and information about them see the website. Translational centre for regenerative medicine (TRM). The goal of the centre is to speed up the transfer of research results into clinical practice; TIQ Solutions GmbH: the Leipzig based company is focused at modern and quality based data management; BioCheck is an accredited test laboratory for comprehensive and sophisticated, innovative veterinary diagnostics and environmental hygiene; GVS: Innovative ideas, quality and new manufacturing technologies; AGIL GmbH Leipzig: The agency for promotion of innovation and technology transfer, founded at the initiative of the Federal Ministry of Economics and Technology (BMWi) in Innovativeness: Collaboration of SMEs of a very scientific field (medicine): the need for dealing with this topic became clear: the importance of getting in search of, fostering contacts with and staying close to regional research partner organizations and innovative SMEs as technology transfer agency; Interdisciplinary collaboration: The Network Biomedical Logistics was linked to Innovation Forum Biologistics organized by Network Partner HHL Graduate School of Economics. 39

42 Transferability: The collaboration and networking among SMEs and institutions can be planned in many fields. In addition, the collaboration between economics and research can be considered a key factor for the success, as it is the way to promote the innovation capacity of SMEs Evidence of success Qualification and education on the Network research topic was organized by a network company itself (World Courier Mini-Seminars); The Network was awarded as Success-Story by the German Federal Ministry of Economics and Technology; In order to achieve sustainability the network topic of Biomedical Logistics is planned to be integrated into another network Network Logistics Leipzig-Halle after the funding for bm-log by the Federal Ministry of Economics and Technology has ended; Exchange of experience and ideas with network manager of Network BayGlog dealing with health and hospital-related (intra-)logistics. Contact details to obtain further information on the practice Name Organization Web site Henning Rode Aufbawerk rode@aufbauwerk-leipzig.com 40

43 ANNEX 2. SMART+ GOOD PRACTICES Support for clustering of small tourist enterprises, from the regional perspective of the IART Subproject Regional barriers impeding innovativeness of the area covered by the Subproject Aragon, ES Lack of involvement of companies in the training actions. Many local companies think that customers may adapt to their conditions (e.g. Time Tables) instead of adapting to customer needs. Some companies don t share their information from their daily work because they see the other companies as competitors. Little Knowledge of foreign languages and Information Technologies. South-East, BG Difficulties in organizing meetings with the local SMEs, because of their personal assignments. The business organizations expect ready tourism product from the municipality, and other local public and government institutions, they do not develop innovative products and are not willing to invest in common project. Difficult cooperation between SMEs, they don t exchange innovative ideas. SMEs working in common business area don t accept the cooperation as partnership, they consider it for competition. Western Macedonia, GR The region lacks of extroversion in the area of tourism. Some cooperation schemes between tourism enterprises are abandoned. There is lack of frequent transportation or (in some cases) there is no transportation at all. The tourists cannot visit all the sites unless they have their own vehicle. The promotion of local tourism products is insufficient. North-West, RO The reluctance to cooperate with other units for fear of competition. The seasonality of the activity developed (in our case is about rural tourism). The lack of financial resources in rural areas. The reduced access to the European funds. The innovations are too expensive. Subproject s results which could be used by institutions responsible for region s economic policy in order to foster innovativeness among enterprises South-East, BG Creating of tourist packages helps the visit of potential customers. 41

44 To create or maintain a brand, apart from identify the companies and products, facilitates a better innovation as they can share resources such us information and investment. The promotion of Information Technologies: web pages, social networks such as facebook, etc. Municipality of Yambol, BG Updated Strategy for cultural tourism, would be used for economic developing of the region. Applying responsible innovative products, aiming in attracting more tourists in the region. Created business network will increase the coordination between government institutions and the SMEs. Higher capacity of knowledge, build trough the project in representatives from SMEs and the municipality. Encouraging the creation of new tourism products. Common marketing events in home and abroad, that will make the region recognizable tourist destination. Western Macedonia, GR The majority of the Best practices revealed, were obtained by people who have lived/studied and/or worked in foreign countries. It is therefore of great importance to have a knowledge in the field of interest (any) at an international level, to be able to apply this knowledge according to specific regional needs and be open to invest in new ideas. Promotion through internet and social media is also crucial. North-West, RO The good practices identified can be promoted as success examples to other companies acting in the same field of activity. The network created can be used for further projects or public private collaborations. for regional innovation policies based on the implementation and results of Subproject Aragon, ES The cooperation between neighbouring regions to take advantage of the tourist resources (natural, cultural, etc.) and to generate mutual publicity in order to increase customers. Economic measures to support entrepreneurs in a market nowadays with fewer customers, especially for young entrepreneurs with new ideas. Training in Information Technologies (internet and Social Networks) and Training in Responsible tourism. Training for kids to be open minded to different countries and different people. South-East, BG Personal engagement for the overall development of the region. Special treatment to the SMEs applying responsible tourism good practices. Increasing of the coordination and collaboration between regional authorities and business environment institutions. Western Macedonia, GR Creation of a record with all the natural, architectural, cultural and historic wealth of the region that have the potential to contribute to the tourism market of the region. Creation of a plan for tourism involving local people, tour operators, stakeholders, tourism enterprises. Creation of viable and vital town centers. Improvements in transportation. Training in responsible tourism. North-West, RO To stimulate the creation of professional associations in order to develop the tourism networking. To create regional and local events (festivals, spectacles etc.) in order to attract tourists in the area. Also, they have to allow to NGO s or other tourists units to create and promote tourism packages related to these events. To promote the genuine elements of the country (culture, traditions, crafts, specific clothing) to foreign tourists. The concepts of networks and clusters have to be promoted. 42

45 Support for clustering and development of innovation culture assumptions, from the regional perspective of the SMEGoNet Subproject Regional barriers impeding innovativeness of the area covered by the Subproject North-West, RO Lack of business support structures such as science and technology parks. Lack of interface structures between business and academia. Insufficient technology transfer activities. Low level of involvement of local authorities in promoting research results. Reduced support by local authorities for R&D and innovation projects at regional level. Malopolska, PL Fragmentation of measures and activities across different projects within the region - overlapping or not connected. Missing opportunities for synergy effect. SMEs have not sufficient resources and courage to engage in projects that require long term commitment in exchange for soft return. The attitude to develop and manage project as the ends and not means to leverage existing resources in order to build new strategic ones. Aragon, ES Too much focus on or pressure to achieve short term goals (quick results). Cultural factors. Most businesses don t collaborate and/or share information: the fear of external competition and protecting Intellectual Property are a great barrier. Inadequate funding for R+D. Getting the money at just the right time is problematic since organizations often work on annual funding cycles that don t match up well with real-world opportunities. Lack of systems or tools for fostering enterprise innovation. Bureaucracy. Many companies give up on navigating bureaucratic obstacles and numerous standard operating procedures: complicated patent procedures and property right laws. Western Macedonia, GR There was not sufficient participation of SMEs in all activities held out during the project and lack of innovative culture. Due to economic crisis in Greece, regional SMEs were not interested in globalizing their activities, as expected in the beginning of the project. There is lack of innovative culture in the area, in general. Regional SMEs are not familiar with participation in International Conferences and Networking and are not interested in having international cooperation or widening their horizons beyond region. There was insufficient cooperation between regional SMEs and lack of clustering knowledge. Regional SMEs have a competitive mentality and collaborative activities demanded for clustering and networking, were not widely accepted. There was not sufficient funding allocated to regional SMEs through the project in order to stimulate them participate in the activities organized or to urge them suggest Good Practices already applied in their environment. Subproject s results which could be used by institutions responsible for region s economic policy in order to foster innovativeness among enterprises North-West, RO The best practices could serve as models of innovative companies. The best practices could be used to promote innovativeness as a source of competitive advantage. The best practices could be used as models of collaboration for innovation. The projects website is a tool for promoting the companies acting in the field of life science and also as a platform that facilitates the meeting of supply and demand. 43

46 Malopolska, PL Increased capabilities to collaborate internationally due to professionalization of network / cluster management regional institutions should build on that resource, i.e. support and promote already established networks amongst all players in the region including enterprises. Aragon, ES Organization of a yearly Open Innovation Best Practice contest in Aragón promoted by the regional Aragonese Government, through the Aragonese Institute of Promotion (IAF). Promoting the development of Clusters and networks of SMEs for innovation and internationalization. Regional institutions could also disseminate the Innovation training lessons (guide) developed by the SMEGoNet partnership. The aim is to spread out the idea of Open Innovation, the concept and why it is important among the SMEs. Western Macedonia, GR Through the development of regional and international newsletters through the Subproject, the enterprises can familiarize with the concept of clustering and networking and that can help them foster their innovative activities. The two regional workshops organized in the area thoroughly informed local enterprises about innovation, networking and clustering activities, increasing their potentiality to collaborate with international SMEs through their participation in the GIN network and also helped widespread project s results. Social Media developed through the project with all news and events uploaded, helped not only local SMEs informed about the Subproject but also individuals interested in innovative activities and connected to the Social Network. Moreover, the lessons provided on the TED-Ed platform is an innovative means of guiding SMEs to clustering, networking and innovative actions from theory to practice. The development of the guidebook will help thoroughly to the diffusion of the sub-project s results as well as the development of new clusters in the region. The innovation contest that was held during the project was a useful tool which tried to stimulate all SMEs in promoting their innovative activities and already applied Good Practices and diffusing them through their participation in the project s final conference. For the winning company there was also a cash prize and free participation to the final conference. for regional innovation policies based on the implementation and results of Subproject North-West, RO Establishment of a scientific and technological park. Creation of innovation funding instruments. Promotion of R&D and innovation capabilities and skills. Promotion of innovativeness as a source of competitive advantage. Malopolska, PL Develop and deploy incentives for SMEs to support active participation in regional development programmes. Deploy strategy actions and policy measures through professional networks and cluster initiatives rather than by own departments. Develop and deploy measures to support integration and knowledge transfer across sectors. Employ Open Innovation type of approach to initiatives and tasks realized by regional authorities. Aragon, ES To promote effective education and training programmes which are fundamental to a country s innovative capacity (national and international training). To broaden special financing arrangements including state guarantees and/or tax incentives for research activities, particularly in the early stages of development. User-friendly patent offices with lower cost, streamlined procedures. Western Macedonia, GR Programme funding for clustering development in the region, according to regional needs. 44

47 Organization of seminars and regional workshops with free participation of SMEs in the area of networking and cluster development. Organization of seminars with subject to familiarize local SMEs with international activities and to guide them through the benefits gained by globalizing, import/export and participation in international seminars for getting knowledge of the state of the art technology in Europe, helping them to foster their marketing activities. Free participation of SMEs in international conferences through EU Programme Funding. Creation of motivation (e.g. contests for innovativeness, best practices etc.) to foster SMEs develop innovative products/ processes and innovative policies in general. Strengthening of the financing system for innovation development at early stages by improving the skills of people employed in financial institutions, from the regional perspective of the Innofin Subproject. Regional barriers impeding innovativeness of the area covered by the Subproject Malopolska, PL Low spending on R&D per capita in Malopolska compared to other, well developed regions in EU. There is no real cooperation between key actors in innovation system. Most of them have their own offer. Innovation system has many defects and do not have a serious impact on a competitiveness of region. Small demand on innovative products from companies site. A lack good projects for seed capitals investors but on the other hand, projects can meet with finance barriers. There are also discrepancy between the projected programmes and support instruments and their implementation. Relatively low internal expenditure on R&D in companies and patenting intensity in Malopolska. A weakness of the economy Malopolska - average share of employment in the areas belonging to the high-tech. Western Macedonia, GR The lack of a concrete R&D regional strategy doesn t allow flexibility and volatility, so as to surge innovation techniques in entrepreneurial terms. The multi staged and maze like bureaucratic procedures required to access innovation awards and acclaim patents, significantly deteriorate and deter efforts to promote innovativeness in various promising sectors. Frequent and (usually) unforeseen changes in legislation and taxation rates are complicating things towards implementing innovation practices, rather than simplifying and diffusing new ideas among potentially innovative enterprises. The centralized administrative structure discourages an innovative enterprise to adopt and realize good practices developed locally as it lacks the regional particularities and possible motives that might otherwise apply territorially. Aragon, ES There is no co-ordination but competition among the different actors providing financial support to entrepreneurs. The result is a not coordinated strategy towards the entrepreneurs, which means a broad range of regional actors that are not well known among the entrepreneurs. In most cases, the regional actors do not lack economic or financial capacities for the evaluation of a project, but technical capacities to correctly understand the innovative and potential character of a project proposal. The regional actors are not specialized in activity sectors (maybe because the regional activity sectors are not strong enough to have specific regional actors exclusively devoted to one or two sectors). Subproject s results which could be used by institutions responsible for region s economic policy in order to foster innovativeness among enterprises Malopolska, PL Common training methodology and a programme which help in improvement of working skills and experience seed fund and technology transfer institutions employees. Report from the survey of the venture capital market in the Malopolska and analyses of barriers and restrictions on access to this type of financing for the innovative companies. We prepared also a list of all venture capital and early stages fund in Poland for the interested in companies. 45

48 Report about model competency profiles of employees of Venture Capital industry, including seed capital funds and determine their training needs. During the project implementation, we tried to connect people form VC industry and enterprises, we also want to improve competences of analytics and managers from VC funds. Identify key barriers in the region. Western Macedonia, GR Emphasize in empowering detected weaknesses in personal skills so as to keep pace with modern management challenges. Focus on structural reforms in key economic sectors in order to stabilize the operational environment and promote healthy entrepreneurship in the intervention area. Further enhance managers ability to realize innovative concepts via communicating the Subproject s results in local enterprises. Aragon, ES During the project implementation, we developed a regional mapping of actors involved in providing financial and non-financial support to entrepreneurs. This action offers a good start point for the regional entrepreneurs in order to know the regional situation. A continuously updated document would be very interesting and useful for the regional entrepreneurs. The identification of areas of improvement, not only of economic/financial knowledge but also of technical knowledge, would foster cooperation among early stage financing organizations and other regional actors devoted to technology development. for regional innovation policies based on the implementation and results of Subproject Malopolska, PL Develop common projects and cooperation between regional actors in order to improve the whole support process for the entrepreneurs, create good connections between institutions into innovative system. Make conditions to increase demand on innovative products, enter a low rate of taxes for companies which invest in innovations. Incubators, especially public do not prepare projects for investment, there are not typical accelerators. Incubators and technology transfer centres should be more business oriented. Seed capitals prefer to find projects on a market. Common programmes for inventors and entrepreneurs, motivating researchers for commercialization of ideas. Target EU funds towards innovative ideas but very business oriented. Western Macedonia, GR Establish an investment friendly operational environment in order to stimulate entrepreneurial activity and benefit from derivative innovations following fund infusions in the intervention area. Diminish currently compulsory, yet useless bureaucratic procedures needed to set up and launch an innovative practice via extended legislation reforms. Target EU funds towards promoting innovative ideas. Extroverted knowledge diffusion and assimilation of new technologies. Enhancement of management skills by implementing successful techniques developed abroad. Aragon, ES To develop a continuously updated regional map and information related to actors involved in providing support services to entrepreneurs. To establish a regional coordination among the different early stage financing organizations (too many regional actors offering very similar services without any specialization). To establish cooperation schemes between regional actors in order to improve the evaluation process of the entrepreneurs initiatives. Although the number of incubators seems to be quite adequate to the regional needs, currently there are no accelerators among the regional actors. Such organization would improve the range of services for the entrepreneurs in the region. 46

49 Development of innovative IT solutions for the tourist market based on clustering and stimulation of international cooperation, from the regional perspective of the SMART Tourism Subproject. Regional barriers impeding innovativeness of the area covered by the Subproject South-East, BG Lack of dialogue and coordination between the different stakeholders in the tourism sector. Small and medium representatives of tourism sector are not united/ form clusters. Small and medium enterprises in tourism are not searching/ not interested in introducing innovations in their work. Saxony, DE The lack of the availability of fast internet connections in the countryside, which influences decisions of investors Flood control measures and the legally binding rules of protection of the environment are disturbing in some cases the plans of the prospective investors. The necessary extensive tender procedures are leading to delays in the realization of the projects. Western Macedonia, GR At this period there is no chances to fund entrepreneurship, in all of its forms, let alone innovative ideas which most times involve high risk. Lack or failure to raise considerable public awareness of a long-term national and therefore regional strategy, towards fostering and advancing innovativeness for small SMEs. Local SMEs are in their majority indifferent in participating in events that address public issues, thus hindering their potential as well. The lack of a concrete R&D regional strategy doesn t allow flexibility and volatility, so as to surge innovation techniques in entrepreneurial terms. The multi staged and maze like bureaucratic procedures required to access innovation awards and acclaim patents, significantly deteriorate and deter efforts to promote innovativeness in various promising sectors. Frequent and (usually) unforeseen changes in legislation and taxation rates are complicating things towards implementing innovation practices, rather than simplifying and diffusing new ideas among potentially innovative enterprises. The centralized administrative structure discourages an innovative enterprise to adopt and realize good practices developed locally as it lacks the regional particularities and possible motives that might otherwise apply territorially. Subproject s results which could be used by institutions responsible for region s economic policy in order to foster innovativeness among enterprises South-East, BG The mini study analyses developed within the project are a good basis for identification of certain measures and development of action plans to overcome regional barriers of tourism sector. One of the main outcomes from the project will be the development of destination management systems in the three partnering regions. Saxony, DE The results can lead to give detailed information, goals and projects in developing a touristic infrastructure in a centralized way and bring this information to a broader public. It can bring fast information about legal frame conditions, which are needed to obey in the cases at the public authorities. It shows ways of direct possibilities to contact the relevant person who is in charge of the task. Western Macedonia, GR SMEs involved with processing raw material in order to produce named or/and packaged products. Such SMEs although quite many, have virtually no web presence at this point. 47

50 for regional innovation policies based on the implementation and results of Subproject South-East, BG Development of regional/ local programmes fostering innovation. Building institutional frameworks for stimulating innovations. Facilitating cluster formations to target common marketing. Building strategies for effective partnership between local authorities, business, business organizations and academic communities. Favourable tax policies for investments in innovation. Easy access to financial resources for companies investing in innovation. Saxony, DE To achieve a stronger interconnectedness between the public authorities. Shortening of the ways are needed to gain information during the application procedure of necessary public allowances. Due to a new way of innovative analysis of the results it can lead to new developments of innovative SMEs. Western Macedonia, GR Increase the degree of extroversion both with national and international counterparts. Organization and participation in events that promote good practices and pose ways to transfer them locally by leading to the appropriate plans, actions and financing opportunities. Discover ways to break into new markets. Connect education with entrepreneurship. Provide ways in which students will have a certain exposure to professional environments from an early stage. Foster business plans of projects that pertain to fields that are practically non-existent in the region (information technology, green energy). Establish an investment friendly operational environment in order to stimulate entrepreneurial activity and benefit from derivative innovations following fund infusions in the intervention area. Diminish currently compulsory, yet useless bureaucratic procedures needed to set up and launch an innovative practice via extended legislation reforms. Target EU funds towards promoting innovative ideas. Extroverted knowledge diffusion and assimilation of new technologies. Enhancement of management skills by implementing successful techniques developed abroad. Support for early stage clustering, from the regional perspective of the regionet Subproject Regional barriers impeding innovativeness of the area covered by the Subproject Saxony, DE Challenges of financing R&D in small enterprises. Lack of realistic planning and understanding of the long time-scale between the date of having an idea and the time of commercialisation of the actual prototype need for more endurance and personal incentives among the entrepreneurs. Lack of technology-oriented spin-offs in Leipzig due to absence of a Technical University in Leipzig. Most young start-ups are involved in web-based services and creative industry-related business ideas. Lack of big multinational corporations with great R&D capacity for applied market-driven research. The local mentality of SMEs especially in the traditional sector (e.g. handicraft) can still not be described as innovation-driven entrepreneurial spirit, as the majority of SMEs is still motivated by the public funds. A long-term perspective on strategic steps towards an innovation culture in the companies is often missing. Lack of identification and willingness to cooperate more closely with regional institutions. SMEs too often reluctant to actively get involved in the activities organized by (semi-)public. Lack of English language skills as international language among regional stakeholders in Leipzig - great hindrance for the essential process of internationalization and therefore innovative ideas from abroad. 48

51 Malopolska, PL Very stiff regulations in projects supporting innovation, lack of flexibility and support for real needs. Problems in cooperation between local government, entrepreneurs, business support institutions, universities, research institutions. Frequent cases of using a narrow definition of innovation (just technology and high-tech). North-West, RO Poor infrastructure for R&D and innovation support. Lack of model cases of successful cooperation in North-West Region. Lack of functional system to support innovation. Lack of trust between the SME s in North-West Region. Sporadic cases of cooperation between enterprises in exchanging information on product innovations. Subproject s results which could be used by institutions responsible for region s economic policy in order to foster innovativeness among enterprises Saxony, DE The jointly elaborated Manual on Good-Practices in Network Management provides regional developers and politicians with practical perspectives, methodical approaches as well as a checklist for successful network establishment and development. Direct consulting services of AGIL representatives of the regionet Sub-Project to regional economic developers and other network managers. Implementation of seminars and training courses on network management organized by AGIL. Sharing of regionet experience and learning effects. Making the most of potential benefits from synergies and multiplier effects out of national and international contacts gained during the last 2 years: stakeholders, cluster managers, SMEs etc. as multiplier in Poland, Romania, Saxony (but also Greece and Spain). By making long-term use of the Sub-Project results the innovativeness of the regional SMEs can be raised remarkably, which makes for a higher competitiveness in a global competition of regions. Malopolska, PL A way of supporting clusters in the region, regardless of the nature of cluster (traditional or high-tech industries), is very important for increasing innovativeness. In the project we present them with knowledge and different experiences and practices, but decisions should be taken by them on the basis of real need. North-West, RO The four partners in sub-project regionet all provide a widely ramified network of important contact persons and representatives from different organizations. These relationships will play an important role in the long term promotion and internationalization of networks and clusters founded through regionet. The sustainable transfer of knowledge is ensured by the long term partnership established so far and envisaged collaborations among clusters in the regions involved in Subproject. The Study for analyzing the clustering potential in Cluj County and the Manual of Good Practices regarding the network and cluster s management are tangible results. The manual could be considered as a useful guide for those who intend to build a successful sustainable cluster. It will also provide helpful tools for the public as basis for their daily affairs in the field of economic development and promotion of innovation. for regional innovation policies based on the implementation and results of Subproject Saxony, DE Launching of funding programmes with individualized financial support for Clusters considering the different regional economic conditions and path dependence-based development of a region is crucial (different starting conditions, innovative milieu and mentality). 49

52 Facilitation of funded qualification programmes for network managers, regular training courses on network-related consulting services for SMEs. More involvement of highly committed economic developers/cluster managers in many formal and informal economic and political networks in search for new contacts and know-how as well as political support. Raising degree of popularity as cluster manager. Facilitated access to Public funding by EU, National Government or County/Federal State in general. Lowering the barrier by minimizing bureaucracy. Leaving freedom to entrepreneurs to decide on specific tasks and leaving opportunities to get involved (bottom-up). Malopolska, PL Wide promotion of widely understood innovation, beginning in school. Preparing support programmes with more options for beneficiaries. Programme is just a frame, but during the project s implementation the beneficiary has a possibility to fill it with the content best suited to his current needs (problems with very long approval procedures). Implementing activities connected with supporting innovation by business environment institutions on constant bases regardless of the life of projects. Support of local initiatives prepared by NGOs and other bottom-up initiatives. North-West, RO Social networks both formal and informal are vital for high performing clusters to work. From these linkages trust and dialogue develop it s a must. Continuous interaction with SMEs, universities, professional associations, public authorities for becoming actively involved in the cluster building process. Promoting the cluster/network concept and benefits within the region. Bottom-up and top-down approach in building the network. Continuous dialogue and interaction among all relevant actors and stakeholders for elaborating a Sustainable Strategy for Competitiveness and Innovation at the regional and national level. Identifying the SMART Specialisation sectors in the region, assuming and financing the implementation of integrated/strategic projects in the North-West Region. Assuring a better visibility and internationalization of the existing regional and national clusters. Developing Cluster Management tools, encouraging cooperation among networks and clusters through a consistent, sustainable cluster policy at both regional and national level. Processes aimed at development of organisational frameworks for cooperation networks within international collaboration as a model for clustering in the field of renewable energy, from the regional perspective of the TREC Subproject Regional barriers impeding innovativeness of the area covered by the Subproject North-West, RO Low-profile support for technology transfer and the lack of an entrepreneurial culture also stands in the way of developing the sector of renewable energies in the partner regions. Fossil fuels remain the dominant source of power in all of the partner regions for many years to come. Even though big steps have been made for raising awareness on the importance of adapting to renewable technologies, the effective adaptations is still taking time. One of the problems in the sector of renewable energies is the small number of innovative SMEs. We can also mention the low visibility of innovation services hampering the transition of new technologies from universities and research institutions towards the business environment. Flow of information among the universities and industry is limited, often being fragmented and uncoordinated, sometimes making it difficult to find the appropriate partners for innovation projects. Also, the lack of company associations, clusters and networks leads to the scattering of financial resources and the decrease of competitiveness of the local companies. 50

53 The lack of domestic and foreign investments in new technologies has a major contribution in hindering the innovative activities in SMEs, these investments usually being considered an effective channel for transferring innovations into more peripheral regions of the EU. Eastern and Central European countries are well known for the high levels of bureaucracy and sometimes even corruption. Saxony, GE Lack of private capital for investments in innovative technologies. Structure of SMEs: too many micro-enterprises (< 10 employees). Lack of qualified workforce (especially with international background). Value creation chain is not entirely covered with SMEs necessary (in the region). Attractiveness of the region is still underrated (transformation economy). Western Macedonia, GR Heavy bureaucracy and micro-managements No innovation service available. No systematic support for the production of innovative products. There are a number of institutions (R&D, Universities, etc.) involved in a range of research and demonstration activities, but clear interaction and role allocation is inadequate and sometimes missing. There are potentialities in W. Macedonia, but the financial situation is not very favorable for SME s. Low-profile support for technology transfer and a lack of entrepreneurial culture. Lack of cooperation mentality. Subproject s results which could be used by institutions responsible for region s economic policy in order to foster innovativeness among enterprises North-West, RO The cluster documents, like the Action Plan, Statute and Development Strategy elaborated within the Subproject could form the basis for the regional innovation strategies. Also the actions and results foreseen within the Action Plan should be taken as indicators in the future local and regional development policies. The organization structure of the local renewable energy clusters created in the framework of the project can serve as a good model for other such structures all over the EU. Also the transnational cooperation network can be enlarged with other similar organizations and the model could be adapted to other fields as well. By getting to know the partner companies and the companies products and services TREC will give the chance for the partner regions to form cooperation linkages and establish long term cooperation solutions. Through a wider implementation of the results of the project, the transnational cluster will give a chance to the companies from the partner regions to open up new markets. Saxony, GE Completing the value creation chain by adding missing competencies. Increasing the region s attractiveness both regarding workforce and business. Opening up new markets in the TREC-partner regions. Western Macedonia, GR TREC was innovative for the region and the processes of regional development, because it tried to gather entities in the field of RES and to convince them to form a cluster, exposing all the assets which the cluster s formulation includes. More specifically, it is believed that the support of the funded project which joints public relations nationally or internationally together with the informative web-page of each organization will make the member companies known individually, but also as a whole and increase their clientele. The experience of working in a team with namely competitive companies of the same economic sector could increase extroversion for the administrations and give ideas for new collaborative work. 51

54 for regional innovation policies based on the implementation and results of Subproject North-West, RO The strategic documents elaborated within the TREC project should be considered as a reference when drafting up future development strategies with an influence on the renewable energy sector. Development of internationally accepted and coordinated methodology to monitor the use of renewable energy sources. Dissemination and awareness raising actions for general public in the field of renewable energy. For this issue we would recommend the organization of further events in the field of renewable energies where the partners, other companies and institutions could present their findings. Further exchange of experience between the economic entities within the partner regions would be of great impact not only for the development of cooperation links but could also come in helpful in the phase of dissemination and awareness raising activities, for internationalization activities and creation a multicultural work environment. Support and further development of innovation programmes for bridging the link between SMEs and R&D institutions, for activating venture capital funds and motivating foreign and domestic investors. National and regional innovation policies should stimulate the creation and development of clusters, structures in which the technology transfer and innovative activities can be carried out in a much easier manner, giving at the same time special attention to cluster needs and sustainability issues. Reform of the education and training system. It is of utmost importance for companies to start making use of the local workforce and stop the migration and brain drain. For this, the education institutions have to recognize the need for change, hence we recommend the elaboration of policies to facilitate the necessary steps towards new training programmes and structural reforms in this area. Saxony, GE Staff exchange with other European regions (regional programmes). Internationalization and creation a multicultural work environment. Bridging SMEs with R&D, activation of capital and investors. Western Macedonia, GR Creation of a national strategy in innovation, leading to prioritisation and to a cohesive research community. Support of the clustering and its needs. Focus on the sustainability of clusters. Opportunities for government to become customer in innovation. Innovation should be part of the public administration (included in tenders, procurements, construction etc.). Industry should take advantage of highly educated workforce in Greece. Recognition of the need for change. Creating a partnership for establishing Science and Technology Parks in Eastern Europe, from the regional perspective of the STP Subproject Regional barriers impeding innovativeness of the area covered by the Subproject North-West, RO The lack of company associations, clusters and networks which could be facilitated by science and technology parks leads to the scattering of financial resources and the decrease of competitiveness of companies. In the Eastern parts of Europe the lack of trust leads to severe competition making cooperation even more difficult. The general lack of urban planning documents in the areas envisaged for the future science and technology parks. The innovative potential of the partner regions in the eastern parts of Europe is insufficiently developed. Resulting form the lack of innovative business support structures (STPs) there is usually no specialization on sectors with a high development potential and thus the results of research are scattered. There is also a lack of private financing for research activities taking place within universities. The lack of effective business support structures with services offered in the field of technology transfer and entrepreneurial support impedes the development of an entrepreneurial culture which is not supported by regional or local development policies either. 52

55 The decreasing amount of foreign investments considered usually an effective channel for transferring new technologies and supporting innovation is another obstacle in the development of the more peripheral areas. The absence of systematic support for the production of innovative products which could be carried out by science and technology parks hampers the creation of a critical mass in innovation. South-East, BG Business is not active in innovation and formation of clusters. Insufficient local innovative grids/ networks/ infrastructure. The innovative potential of Burgas region is not sufficiently developed. Research and development activity is restricted to chemical and manufacturing industry. Underestimated potential of urban and suburban zones suitable for economic activities. Decreasing share of foreign investments considered usually an effective channel for transfer of innovations and new technologies. Western Macedonia, GR Lack of critical mass in innovation. Link absence of research and technology with business activity. No systematic support for the production of innovative products. Low-profile support for technology transfer and a lack of entrepreneurial culture. No innovation service available. Aragon, ES Promote regional policies for financial support for the development of new projects. Promote regional policies to support entrepreneurs. Promotion of projects between companies, research institutes and universities. Promote the use of technological surveillance tools. Remove geographical barriers. Subproject s results which could be used by institutions responsible for region s economic policy in order to foster innovativeness among enterprises North-West, RO The market analysis and strategies for establishment of STPs developed within the present Subproject could form the basis for the regional innovation strategies.. Local and regional decision makers should point out clear and concise directions for future development based on findings of the regional analyses, making them public and stimulating the local business and research environment in these key development areas. After defining clear development perspectives local authorities should proceed towards identifying all relevant stakeholders and taking measures for involving them in the process of developing the future science and technology parks. The Handbook for setting up STPs in the partner regions could very well be adapted and used by other developing regions within the EU. South-East, BG The market analysis and strategy for establishment of STP developed within the Subproject could be a good basis for regional innovation strategy development. One of the basic outcomes of the Subproject for Burgas region is the action plan for establishment and institutionalization of STP in Burgas region. Western Macedonia, GR Database of stakeholders can be used in order to motivate their future active participation in the Park and promote the really innovative products. Economic study of the area can highlight the opportunities arising for business sectors in the region of W. Macedonia. 53

56 The strategic plan for STP in W. Macedonia can be used for overcoming the problems and promote its quick development. Handbook for setting up STPs should be well studied and be a reference for future actions. Aragon, ES Clear and concise definition of aid lines promoted and published by regional government and local council. Establish regular meetings with policy makers in order to design a real strategy for innovation. Organizing forums and meetings that encourage innovation. Implication of regional financial entities, to help companies develop new projects. for regional innovation policies based on the implementation and results of Subproject North-West, RO Building the institutional framework for stimulating innovation and developing regional/ local programmes with allocated financial resources for fostering innovation. There should be a strong focus on the connection between companies in the park, the research environment as well as local/ regional public authorities in order to be able to integrate the innovative activities taking place within the park with the reality of the business environment in the region. The legal framework regarding STPs should be more developed and clear. For this new and favorable tax policies will have to be developed for stimulating innovation. The new STPs future high added value services should be widely promoted and well rooted within the needs of society and the local business environment. Creation of cooperation networks and clusters by providing the necessary directions and support, with the adequate infrastructure and strategic documents targeting key development areas and easy access to financial resources for companies undertaking innovative activities in partnership with other entities. South-East, BG Development of regional/ local programmes fostering innovation. Building institutional frameworks for stimulating innovations. Facilitating cluster formations to target common marketing. Building strategies for effective partnership between local authorities, business, business organizations and academic communities. Favorable tax policies for investments in innovation. Easy access to financial resources for companies investing in innovation. Western Macedonia, GR Parks future services should be connected with society needs. Attraction of innovative people. The legal framework regarding STPs should be more developed. Strong motivation for the start-up of a company. Economical Motivation for companies to participate in the STP, attraction of foreign companies Innovative products should be easily promoted and released into the market There should be a strong connection of companies in the Park with PPC, research centers and local university. Aragon, ES Knowledge of the work of enterprises of Walqa Technology Park. Workshop between different agents the territory. Communicate with other Technology Parks. Create a Dynamic Technology Park, integrated in the city of Huesca. 54

57 ANNEX 3. MOST APPLICABLE RECOMMENDATIONS AND FIRST STEP RECOMMENDATIONS FROM PERSPECTIVE OF EACH SMART+ PARTNER REGION Figure 5. Most applicable recommendations and first step recommendations Saxony Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher Table 2. Most applicable recommendations and first step recommendations Saxony Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher first step recommendations too costly recommendations 55

58 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability I.B.3 Redefinition of the concept of innovativeness by widening its scope so that it takes into account the operation realities of companies from various sectors. 4,0 I.GP.9 Development of an integrated and coordinated action plan that will involve various social partners, including local authorities, entrepreneurs and public benefit institutions, in changing the area's economic character. 2,0 5,0 4,0 5,0 II.A.1 Introduction of obligatory public consultations and dialogue during creation and implementation of regional development programmes. 4,0 4,0 II.B.4 Establishment of a platform with results of projects implemented in the region in order to aggregate knowledge on the most efficient solutions and to promote this information among entrepreneurs and business environment institutions. 4,0 5,0 5,0 II.C.5 Development of an incentive system to encourage enterprises and business environment organisations to implement long-term projects, with accumulation of project results and their further utilisation. 5,0 4,0 4,0 4,0 II.C.6 Implementation of solutions that sustain project results and allow for their utilisation also after project completion. 4,0 4,0 II.GP.8 Preparation by local authorities of local economic development plans that specify assumptions and directions for SME development 2,0 strategies. 4,0 4,0 4,0 II.GP.9 Coordination of the assumptions to SME development support plans on the European, national and local levels in order to define joint standards and measures that take into account actual needs of entrepreneurs. 5,0 5,0 4,0 III.C.3 Promotion of offer diversification by seeking market niches and utilising diversified product innovation strategies. 4,0 4,0 4,0 Encouraging local entrepreneurs to present their offer on international fairs, conferences and seminars, organised in cooperation with III.D.4 regional authorities, business environment institutions or entrepreneurs' associations, in order to foster business relations between 4,0 4,0 regional SMEs and foreign partners or clients. III.F.7 Increasing SMEs' access to information on the available forms and rules of financing for development processes and innovative projects. 4,0 4,0 4,0 IV.A.1 Development of a cooperation platform between respective actors offering financial support in order to create an integrated offer and an effective and cohesive information system for entrepreneurs. 4,0 4,0 4,0 IV.GP.5 Establishment of institutions that on a commercial basis fulfil the public mission of financial and organisational support for innovative 5,0 business investments at the initial stage of project implementation. 5,0 4,0 4,0 IV.GP.8 Support for entrepreneurship development at higher education establishments. 4,0 4,0 V.GP.7 Promotion of the association concept among smaller entrepreneurs offering similar services by presenting good practices, providing 2,0 ready-made business models, developing a system of reliefs, preferences and incentives for subjects that manage these associations. 4,0 VI.A.4 Making it easier for newly-established clusters or entrepreneurs/institutions looking into possibilities of creating a cluster to access 2,0 good examples and to contact already operating clusters and people responsible for cluster management. 5,0 4,0 VI.GP.12 Development of global information bases which enable fast access to data that are significant for subjects that use services and which are updated by institutions and agencies responsible for their provision. 4,0 4,0 4,0 VII.A.2 Fostering closer relations between clusters and regional development agencies so that regional policies to a greater extent refer to 2,0 cluster development issues. 4,0 4,0 4,0 VII.A.3 Inclusion of measures fostering growth of existing clusters in the regional development policy and ensuring funding for their implementation. Support for regional clusters should be provided from regional financial resources. 4,0 4,0 VII.C.9 Development of a cluster cooperation network in order to exchange information and good practices in new technological areas, technology transfer and innovations. 1,0 4,0 4,0 VII.GP.11 Support for development of a cooperation network encompassing R&D institutions and universities, which originate and create solutions and products, as well as SMEs, which tackle distribution, logistics and marketing for these services and products. 4,0 4,0 VII.GP.12 Support for development of integrated systems, involving research as well as business partners, for managing technological processes, creation of products and services, logistics, marketing and sales. 4,0 4,0 VIII.C.7 Development of a system of incentives for entrepreneurs encouraging to conducting R&D activities or to widening their scope in cooperation with higher education establishments and R&D institutions, e.g. tax deductions (one effective example is the Dutch tax 5,0 5,0 4,0 relief - Innovative Box). IX.B.6 Initiation of international relations between STPs from different countries in order to create channels for exchanging good development 2,0 practices. 5,0 5,0 4,0 56

59 Figure 6. Most applicable recommendations and first step recommendations S-E Bulgaria Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 3.5 or higher Table 3. Most applicable recommendations and first step recommendations S-E Bulgaria Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher first step recommendations too costly recommendations Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability I.D.5 Development of an efficient financing system supporting innovative solutions. Promotion of various forms of funding for innovative projects. 4,0 I.D.7 Support for institutions that provide consultancy services for entrepreneurs. 4,0 I.GP.8 One of the most effective solutions for changing an area's or a region's image is to utilise modern communication channels, including social media, to create a new economic image of regenerated areas. 5,0 5,0 II.A.2 Development of an incentive system that would encourage entrepreneurs to active involvement in creation and implementation of the 4,0 programmes. 4,0 4,0 II.A.3 Enhancing entrepreneurs' awareness of the assumptions and directions of the pro-innovation policy. 4,0 II.C.5 Development of an incentive system to encourage enterprises and business environment organisations to implement long-term projects, with accumulation of project results and their further utilisation. 4,0 4,0 4,0 4,0 II.C.6 Implementation of solutions that sustain project results and allow for their utilisation also after project completion. 4,0 4,0 5,0 5,0 Delegation of the widest possible scope of competences in preparation of the final versions of the SME support programmes to the II.GP.7 regional level. Initiation and extension of cooperation between local authorities, NGOs and business support organisations in expanding 4,0 5,0 5,0 the SME development support system in the region. 57

60 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability II.GP.8 Preparation by local authorities of local economic development plans that specify assumptions and directions for SME development strategies. 4,0 4,0 II.GP.9 Coordination of the assumptions to SME development support plans on the European, national and local levels in order to define joint standards and measures that take into account actual needs of entrepreneurs. 4,0 5,0 III.A.1 Increasing SMEs' access to training in corporate and financial management, development planning as well as sales and marketing strategies. 4,0 4,0 III.B.2 Involvement of entrepreneur associations in promotion of modern IT solutions (including social networking media) among businesspeople. 4,0 4,0 4,0 4,0 III.C.3 Promotion of offer diversification by seeking market niches and utilising diversified product innovation strategies. 5,0 5,0 Encouraging local entrepreneurs to present their offer on international fairs, conferences and seminars, organised in cooperation with III.D.4 regional authorities, business environment institutions or entrepreneurs' associations, in order to foster business relations between 4,0 5,0 regional SMEs and foreign partners or clients. III.D.5 Active promotion and support for networking activities with foreign partners - development of a network of research and business relations within sectors. 4,0 III.E.6 Encouraging business environment institutions and entrepreneurs' associations to utilise research on changes in customer preferences 2,0 and expectations and to monitor the current market situation. 4,0 4,0 III.F.7 Increasing SMEs' access to information on the available forms and rules of financing for development processes and innovative projects. 5,0 5,0 III.F.8 Providing entrepreneurs with good practices in order to increase their willingness to use external forms of financing. 4,0 III.F.9 Encouraging entrepreneurs to form associations as this enables easier access to external funding, both subsidies as well as commercial funds. 4,0 4,0 III.GP.10 Development under the regional innovation support system of information exchange platforms and project databases in order to match entrepreneurs with innovative solutions and potential investors. 5,0 5,0 III.GP.11 Involvement in the above measure of independent non-profit organisations that will enhance trust of all the stakeholders engaged in the investment process. 5,0 5,0 III.GP.12 Establishment of expert teams for independent assessment of innovative ideas and consulting of projects at the implementation stage. 5,0 5,0 IV.A.1 Development of a cooperation platform between respective actors offering financial support in order to create an integrated offer and an 2,0 effective and cohesive information system for entrepreneurs. 4,0 Development of a programme and a training methodology for improving the working skills of the people employed in seed funds and IV.B.2 technology transfer institutions, based on the skills gap analysis. The training system can utilise good practices from already completed 2,0 2,0 4,0 5,0 projects (e.g. Innofin) and international experiences. IV.B.3 Fostering cooperation of regional business support institutions and capital funds with their counterparts from other EU countries. 4,0 5,0 IV.GP.4 Minimisation of negative impacts resulting from the capital gap by increasing access to investment financing. 5,0 5,0 IV.GP.5 Establishment of institutions that on a commercial basis fulfil the public mission of financial and organisational support for innovative business investments at the initial stage of project implementation. 4,0 4,0 IV.GP.6 Organisation and financing of a business management training and support system targeted at students, graduates, employees of higher education establishments and R&D centres. 4,0 4,0 IV.GP.7 Introduction of classes in business management, lead or co-lead by people with practical experience in these areas, to the curricula of higher education units. 4,0 4,0 IV.GP.8 Support for entrepreneurship development at higher education establishments. 4,0 5,0 5,0 V.A.1 Promotion of entrepreneurs' associations in order to minimise the concerns about cooperation with other companies and information sharing when pursuing common goals. 4,0 4,0 V.B.3 Development of good regional practices which more closely correspond to the conditions faced by local entrepreneurs and their application in promotion of clusters. 5,0 5,0 V.C.4 Promotion of cluster processes as a measure for increasing SMEs' competitiveness through easier absorption of technological and organisational innovations. 4,0 4,0 V.GP.7 Promotion of the association concept among smaller entrepreneurs offering similar services by presenting good practices, providing ready-made business models, developing a system of reliefs, preferences and incentives for subjects that manage these associations. 4,0 4,0 VI.A.1 Specification of objectives, tasks and instruments for business environment institutions in the area of support for cluster processes. 4,0 4,0 VI.A.2 Identification of companies and trades that can become involved in clustering. 4,0 4,0 VI.A.3 Preparation of management tools, manuals and roadmaps in the area of cluster processes and support for newly-established clusters. 4,0 4,0 VI.A.4 Making it easier for newly-established clusters or entrepreneurs/institutions looking into possibilities of creating a cluster to access good examples and to contact already operating clusters and people responsible for cluster management. 4,0 4,0 VI.A.5 Ensuring financial support at the initial stage of cluster development from the EU funds, state funds and regional programmes. 5,0 4,0 4,0 VI.A.6 Development of an incentive system targeted at companies and R&D institutions that will motivate to participation in clusters. 5,0 4,0 4,0 58

61 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability VI.B.7 Increasing access of companies involved in cluster development to high-quality consulting services in order to ensure support during the initial stage of cluster establishment. This assistance should cover identification of objectives, development of implementation 4,0 4,0 paths, preparation of an action plan, specification of an organisational structure, performance of market research and analyses. VI.GP.10 Utilisation of modern business techniques for production and sales organisation as well as management and promotion of products and services in the areas considered as traditional, e.g. agriculture. 4,0 4,0 VI.GP.11 Development of integrated information systems that gather and coordinate activities performed by respective institutions and agencies 2,0 responsible for providing services for external subjects. 4,0 5,0 5,0 VI.GP.12 Development of global information bases which enable fast access to data that are significant for subjects that use services and which are updated by institutions and agencies responsible for their provision. 4,0 5,0 5,0 VI.GP.8 Application of the elements of the blue ocean strategy and the market niche strategy by offering products and services that are unique and characteristic for a given region. 4,0 5,0 VI.GP.9 Promoting the concept of searching for competitive advantages in regional re-sources and using them to create unique products that cannot be copied in other regions or countries due to exploiting unique regional values, e.g. natural values, tradition, history, culture, 5,0 5,0 philosophy or economic and scientific achievements. VII.A.1 Support and promotion of existing networks and clusters in order to help them in gaining a stable market position in the region. 4,0 4,0 VII.A.2 Fostering closer relations between clusters and regional development agencies so that regional policies to a greater extent refer to cluster development issues. 4,0 4,0 VII.A.3 Inclusion of measures fostering growth of existing clusters in the regional development policy and ensuring funding for their implementation. Support for regional clusters should be provided from regional financial resources. 4,0 4,0 5,0 VII.A.4 Cluster development measures should take into account the fact that it takes a long time before a cluster can start fully independent functioning. 4,0 4,0 5,0 VII.B.6 Financial and organisational support for promotion of regional clusters on the international level. 4,0 4,0 4,0 Fostering implementation of solutions that will increase cluster's competitiveness by application of diversified innovation strategies. In VII.C.7 particular, promotion of the Open Innovation concept, which defines models for cooperation between companies and which allows for 4,0 development of ideas and solutions beneficial for all the involved actors. VII.GP.11 Support for development of a cooperation network encompassing R&D institutions and universities, which originate and create solutions and products, as well as SMEs, which tackle distribution, logistics and marketing for these services and products. 4,0 5,0 5,0 VII.GP.12 Support for development of integrated systems, involving research as well as business partners, for managing technological processes, creation of products and services, logistics, marketing and sales. 4,0 5,0 5,0 VIII.B.4 Development of regional, national and international education programmes during which entrepreneurs and representatives of academic and research establishments will work together on innovative ideas for respective companies and on defining a cooperation 4,0 4,0 framework between business and research actors. VIII.B.5 Development of programmes that will enable universities, R&D and SMEs to apply together for funding for joint R&D projects. 4,0 4,0 VIII.B.6 Development of a dialogue platform matching research and business partners. 2,0 4,0 4,0 Development of a system of incentives for entrepreneurs encouraging to conducting R&D activities or to widening their scope in VIII.C.7 cooperation with higher education establishments and R&D institutions, e.g. tax deductions (one effective example is the Dutch tax 4,0 4,0 4,0 relief - Innovative Box). VIII.C.9 Promotion of entrepreneurship and commercialization of research results should be included in development strategies of higher 2,0 education establishments that obtain state funding. Implementation of these tasks may influence the level of the subsidy. 2,0 4,0 VIII.D.10 Establishment of guarantee funds that reduce the risk of investing in long term innovative projects. 5,0 4,0 5,0 5,0 VIII.D.11 Increasing state expenses for R&D through co-financing of R&D work conducted by companies (shifting the focus from purchase of 5,0 tangible assets). 4,0 5,0 5,0 VIII.GP.13 Regional economic development planning should be based on such scenarios for priority areas development that are the most efficient 2,0 in exploitation of the regional resources and boosting the regional economy. 2,0 4,0 VIII.GP.16 Promoting the region taking into consideration the development of selected sectors. 2,0 2,0 4,0 IX.A.1 Establishment of STPs, promotion of results and benefits that entrepreneurs can derive from implementation of joint projects. 5,0 5,0 5,0 5,0 IX.A.2 Inclusion of STPs in regional development programmes as one of the key factors influencing regional economic development. 4,0 4,0 5,0 IX.A.3 Development of an incentive system for companies that create jobs in STPs, including tax deductions, tax exemptions and preferential 5,0 tax rates. 4,0 5,0 IX.A.4 Preparation of legislation and ethical codes regulating intellectual property rights and conflict of interests between higher education 2,0 establishments and their employees, students, STPs, start-ups, spin offs and external entrepreneurs. 2,0 4,0 IX.B.5 Establishment of earmarked funds aimed at long term investments in STPs. They should be created on the basis of EU programmes as 5,0 well as national and regional funds. 5,0 5,0 5,0 IX.B.6 Initiation of international relations between STPs from different countries in order to create channels for exchanging good development 5,0 practices. 5,0 5,0 5,0 IX.C.7 Establishment of scholarship funds for talented students who want to develop professionally in local STPs. 5,0 5,0 59

62 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability IX.C.8 Presenting STPs as attractive places that enable professional development and as a good place to start one's professional career. 5,0 5,0 IX.GP.9 Regional authorities should intensify their activities aimed at development of technological parks by preparing models and good examples in transfer of technologies to the business sector. 4,0 4,0 5,0 5,0 IX.GP.10 Development of a system of internships and grants for the most gifted graduates from local universities employed by regional enterprises in order to cover a part of employment costs. 4,0 5,0 Involvement of regional business leaders, entrepreneurs' associations, chambers of commerce and industry as well as politicians from IX.GP.11 the region in promoting the region as an investor-friendly place by e.g.: utilizing their business contacts, joint promotion of the region, 4,0 5,0 its products and services, joint lobbying at the state level. IX.GP.12 Networking between regional authorities and local entrepreneurs. 4,0 5,0 60

63 Figure 7. Most applicable recommendations and first step recommendations Aragon Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher Table 4. Most applicable recommendations and first step recommendations Aragon Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher first step recommendations too costly recommendations Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability I.A.1 Promotion of values referring to the idea of innovativeness through: development and promotion of a database with good regional, national and foreign practices, organisation of conferences and seminars for entrepreneurs, organisation of study visits and competitions 2,0 2,0 5,0 for best innovative solutions. Involving mass media in the topic of innovativeness. I.A.2 Wider availability of funding for projects with numerous partners from different sectors, where measures are implemented through 2,0 cooperation and development of durable relations. 4,0 4,0 4,0 III.D.4 Encouraging local entrepreneurs to present their offer on international fairs, conferences and seminars, organised in cooperation with regional authorities, business environment institutions or entrepreneurs' associations, in order to foster business relations between 2,0 2,0 2,0 4,0 regional SMEs and foreign partners or clients. III.F.8 Providing entrepreneurs with good practices in order to increase their willingness to use external forms of financing. 4,0 4,0 III.GP.12 Establishment of expert teams for independent assessment of innovative ideas and consulting of projects at the implementation stage. 2,0 1,0 2,0 4,0 IV.B.3 Fostering cooperation of regional business support institutions and capital funds with their counterparts from other EU countries. 2,0 2,0 4,0 VI.GP.8 Application of the elements of the blue ocean strategy and the market niche strategy by offering products and services that are unique and characteristic for a given region. 4,0 5,0 61

64 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability VIII.B.5 Development of programmes that will enable universities, R&D and SMEs to apply together for funding for joint R&D projects. 4,0 5,0 VIII.D.11 Increasing state expenses for R&D through co-financing of R&D work conducted by companies (shifting the focus from purchase of 4,0 tangible assets). 4,0 4,0 IX.C.7 Establishment of scholarship funds for talented students who want to develop professionally in local STPs. 2,0 4,0 IX.GP.9 Regional authorities should intensify their activities aimed at development of technological parks by preparing models and good examples in transfer of technologies to the business sector. 4,0 4,0 5,0 4,0 IX.GP.10 Development of a system of internships and grants for the most gifted graduates from local universities employed by regional enterprises in order to cover a part of employment costs. 4,0 4,0 Involvement of regional business leaders, entrepreneurs' associations, chambers of commerce and industry as well as politicians from IX.GP.11 the region in promoting the region as an investor-friendly place by e.g.: utilizing their business contacts, joint promotion of the region, 2,0 2,0 5,0 its products and services, joint lobbying at the state level. 62

65 Figure 8. Most applicable recommendations and first step recommendations Malopolska Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher Table 5. Most applicable recommendations and first step recommendations Malopolska Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher first step recommendations too costly recommendations Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability I.A.2 Wider availability of funding for projects with numerous partners from different sectors, where measures are implemented through 5,0 cooperation and development of durable relations. 4,0 4,0 4,0 I.C.4 Promotion of patent applications among entrepreneurs. Increasing access to patent procedures by establishing earmarked funds. Simplification of patent procedures and reduction of the time they consume. 4,0 5,0 5,0 I.D.5 Development of an efficient financing system supporting innovative solutions. Promotion of various forms of funding for innovative 5,0 projects. 4,0 4,0 5,0 I.D.6 Transfer of available support from companies that function within stable, mature sectors to areas that exhibit significant development 2,0 potential. 4,0 4,0 4,0 I.D.7 Support for institutions that provide consultancy services for entrepreneurs. 2,0 4,0 I.GP.8 One of the most effective solutions for changing an area's or a region's image is to utilise modern communication channels, including 1,0 social media, to create a new economic image of regenerated areas. 2,0 2,0 4,0 II.B.4 Establishment of a platform with results of projects implemented in the region in order to aggregate knowledge on the most efficient 1,0 solutions and to promote this information among entrepreneurs and business environment institutions. 4,0 63

66 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability II.C.5 Development of an incentive system to encourage enterprises and business environment organisations to implement long-term projects, with accumulation of project results and their further utilisation. 4,0 II.C.6 Implementation of solutions that sustain project results and allow for their utilisation also after project completion. 4,0 4,0 4,0 III.B.2 Involvement of entrepreneur associations in promotion of modern IT solutions (including social networking media) among businesspeople. 2,0 4,0 4,0 Encouraging local entrepreneurs to present their offer on international fairs, conferences and seminars, organised in cooperation with III.D.4 regional authorities, business environment institutions or entrepreneurs' associations, in order to foster business relations between 4,0 4,0 4,0 4,0 regional SMEs and foreign partners or clients. III.D.5 Active promotion and support for networking activities with foreign partners - development of a network of research and business relations within sectors. 5,0 5,0 4,0 III.E.6 Encouraging business environment institutions and entrepreneurs' associations to utilise research on changes in customer preferences 2,0 and expectations and to monitor the current market situation. 2,0 4,0 III.F.7 Increasing SMEs' access to information on the available forms and rules of financing for development processes and innovative projects. 2,0 4,0 III.F.8 Providing entrepreneurs with good practices in order to increase their willingness to use external forms of financing. 4,0 IV.A.1 Development of a cooperation platform between respective actors offering financial support in order to create an integrated offer and an effective and cohesive information system for entrepreneurs. 5,0 4,0 4,0 IV.GP.5 Establishment of institutions that on a commercial basis fulfil the public mission of financial and organisational support for innovative 5,0 business investments at the initial stage of project implementation. 5,0 4,0 4,0 IV.GP.6 Organisation and financing of a business management training and support system targeted at students, graduates, employees of 4,0 higher education establishments and R&D centres. 5,0 4,0 IV.GP.7 Introduction of classes in business management, lead or co-lead by people with practical experience in these areas, to the curricula 5,0 of higher education units. 4,0 5,0 5,0 IV.GP.8 Support for entrepreneurship development at higher education establishments. 4,0 4,0 5,0 V.A.2 Adoption of effective legislation that will protect intellectual property and provision of exemplary rules and guidelines for companies 4,0 implementing joint measures within clusters or other forms of association. 5,0 5,0 4,0 VI.A.3 Preparation of management tools, manuals and roadmaps in the area of cluster processes and support for newly-established clusters. 4,0 4,0 VI.A.4 Making it easier for newly-established clusters or entrepreneurs/institutions looking into possibilities of creating a cluster to access good examples and to contact already operating clusters and people responsible for cluster management. 4,0 VI.A.5 Ensuring financial support at the initial stage of cluster development from the EU funds, state funds and regional programmes. 5,0 4,0 4,0 Increasing access of companies involved in cluster development to high-quality consulting services in order to ensure support during VI.B.7 the initial stage of cluster establishment. This assistance should cover identification of objectives, development of implementation 4,0 4,0 4,0 4,0 paths, preparation of an action plan, specification of an organisational structure, performance of market research and analyses. VI.GP.10 Utilisation of modern business techniques for production and sales organisation as well as management and promotion of products and services in the areas considered as traditional, e.g. agriculture. 4,0 4,0 4,0 4,0 VI.GP.11 Development of integrated information systems that gather and coordinate activities performed by respective institutions and agencies 5,0 responsible for providing services for external subjects. 5,0 4,0 VI.GP.12 Development of global information bases which enable fast access to data that are significant for subjects that use services and which 5,0 are updated by institutions and agencies responsible for their provision. 5,0 4,0 4,0 VII.B.6 Financial and organisational support for promotion of regional clusters on the international level. 5,0 4,0 4,0 Fostering implementation of solutions that will increase cluster's competitiveness by application of diversified innovation strategies. In VII.C.7 particular, promotion of the Open Innovation concept, which defines models for cooperation between companies and which allows for 4,0 4,0 development of ideas and solutions beneficial for all the involved actors. VII.GP.11 Support for development of a cooperation network encompassing R&D institutions and universities, which originate and create solutions and products, as well as SMEs, which tackle distribution, logistics and marketing for these services and products. 5,0 5,0 4,0 VII.GP.12 Support for development of integrated systems, involving research as well as business partners, for managing technological processes, 4,0 creation of products and services, logistics, marketing and sales. 5,0 5,0 5,0 VIII.A.1 System support for implementation of research conducted as a part of dissertations (in particular at the PhD level) into activities of 4,0 companies and clusters. 5,0 5,0 5,0 VIII.A.2 Development of a cooperation platform for dissertation supervisors, cluster managers and cluster members in order to establish rules 4,0 for identification of clusters' research needs and cooperation during the research and its commercialization. 5,0 4,0 4,0 VIII.A.3 Introducing a possibility of education ordered by an employer or in cooperation with an employer. 4,0 4,0 5,0 5,0 Development of regional, national and international education programmes during which entrepreneurs and representatives of academic VIII.B.4 and research establishments will work together on innovative ideas for respective companies and on defining a cooperation 4,0 4,0 5,0 5,0 framework between business and research actors. VIII.B.5 Development of programmes that will enable universities, R&D and SMEs to apply together for funding for joint R&D projects. 5,0 4,0 5,0 5,0 VIII.B.6 Development of a dialogue platform matching research and business partners. 4,0 5,0 5,0 5,0 64

67 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability VIII.C.7 Development of a system of incentives for entrepreneurs encouraging to conducting R&D activities or to widening their scope in cooperation with higher education establishments and R&D institutions, e.g. tax deductions (one effective example is the Dutch tax 5,0 5,0 5,0 5,0 relief - Innovative Box). VIII.C.8 Simplification of bureaucratic procedures in state academic and research institutions. 1,0 5,0 4,0 5,0 VIII.C.9 Promotion of entrepreneurship and commercialization of research results should be included in development strategies of higher 5,0 education establishments that obtain state funding. Implementation of these tasks may influence the level of the subsidy. 5,0 5,0 5,0 VIII.D.10 Establishment of guarantee funds that reduce the risk of investing in long term innovative projects. 5,0 5,0 5,0 5,0 VIII.D.11 Increasing state expenses for R&D through co-financing of R&D work conducted by companies (shifting the focus from purchase of 5,0 tangible assets). 4,0 4,0 4,0 VIII.GP.12 Introduction of a long term system for monitoring economic trends in the region. 4,0 5,0 4,0 4,0 VIII.GP.13 Regional economic development planning should be based on such scenarios for priority areas development that are the most efficient 2,0 in exploitation of the regional resources and boosting the regional economy. 2,0 5,0 5,0 VIII.GP.14 These choices should be made within wide social dialogue that involves different groups interested in regional development. 5,0 4,0 4,0 Definition of detailed development plans, their time horizon and support forms for the fields that have been identified as optimal for VIII.GP.15 regional development. Specification of measures to be conducted by respective partners (entrepreneurs, authorities, administration, 5,0 5,0 5,0 research institutions, business environment organisations, public benefit institutions) in implementation of roadmaps. VIII.GP.16 Promoting the region taking into consideration the development of selected sectors. 2,0 2,0 5,0 5,0 IX.A.1 Establishment of STPs, promotion of results and benefits that entrepreneurs can derive from implementation of joint projects. 4,0 4,0 4,0 4,0 IX.A.4 Preparation of legislation and ethical codes regulating intellectual property rights and conflict of interests between higher education 4,0 establishments and their employees, students, STPs, start-ups, spin offs and external entrepreneurs. 5,0 5,0 5,0 IX.C.7 Establishment of scholarship funds for talented students who want to develop professionally in local STPs. 5,0 4,0 5,0 5,0 IX.C.8 Presenting STPs as attractive places that enable professional development and as a good place to start one's professional career. 4,0 5,0 5,0 IX.GP.9 Regional authorities should intensify their activities aimed at development of technological parks by preparing models and good examples in transfer of technologies to the business sector. 4,0 4,0 4,0 IX.GP.10 Development of a system of internships and grants for the most gifted graduates from local universities employed by regional enterprises in order to cover a part of employment costs. 5,0 5,0 4,0 4,0 Involvement of regional business leaders, entrepreneurs' associations, chambers of commerce and industry as well as politicians from IX.GP.11 the region in promoting the region as an investor-friendly place by e.g.: utilizing their business contacts, joint promotion of the region, 5,0 5,0 its products and services, joint lobbying at the state level. IX.GP.12 Networking between regional authorities and local entrepreneurs. 5,0 5,0 5,0 65

68 Figure 9. Most applicable recommendations and first step recommendations Western Macedonia Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher Table 6. Most applicable recommendations and first step recommendations Western Macedonia Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher first step recommendations too costly recommendations Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability I.A.1 Promotion of values referring to the idea of innovativeness through: development and promotion of a database with good regional, national and foreign practices, organisation of conferences and seminars for entrepreneurs, organisation of study visits and competitions 2,0 4,0 4,0 5,0 for best innovative solutions. Involving mass media in the topic of innovativeness. I.D.5 Development of an efficient financing system supporting innovative solutions. Promotion of various forms of funding for innovative projects. 4,0 5,0 I.D.7 Support for institutions that provide consultancy services for entrepreneurs. 5,0 I.GP.8 One of the most effective solutions for changing an area's or a region's image is to utilise modern communication channels, including 2,0 social media, to create a new economic image of regenerated areas. 4,0 5,0 I.GP.9 Development of an integrated and coordinated action plan that will involve various social partners, including local authorities, entrepreneurs and public benefit institutions, in changing the area's economic character. 4,0 4,0 5,0 II.A.1 Introduction of obligatory public consultations and dialogue during creation and implementation of regional development programmes. 2,0 5,0 4,0 5,0 II.A.2 Development of an incentive system that would encourage entrepreneurs to active involvement in creation and implementation of the programmes. 4,0 4,0 5,0 66

69 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability II.B.4 Establishment of a platform with results of projects implemented in the region in order to aggregate knowledge on the most efficient solutions and to promote this information among entrepreneurs and business environment institutions. 4,0 4,0 5,0 II.C.5 Development of an incentive system to encourage enterprises and business environment organisations to implement long-term projects, with accumulation of project results and their further utilisation. 4,0 Delegation of the widest possible scope of competences in preparation of the final versions of the SME support programmes to the II.GP.7 regional level. Initiation and extension of cooperation between local authorities, NGOs and business support organisations in expanding 4,0 4,0 4,0 the SME development support system in the region. II.GP.9 Coordination of the assumptions to SME development support plans on the European, national and local levels in order to define joint standards and measures that take into account actual needs of entrepreneurs. 4,0 4,0 4,0 III.A.1 Increasing SMEs' access to training in corporate and financial management, development planning as well as sales and marketing 4,0 strategies. 4,0 III.B.2 Involvement of entrepreneur associations in promotion of modern IT solutions (including social networking media) among businesspeople. 4,0 4,0 4,0 Encouraging local entrepreneurs to present their offer on international fairs, conferences and seminars, organised in cooperation with III.D.4 regional authorities, business environment institutions or entrepreneurs' associations, in order to foster business relations between 4,0 4,0 4,0 regional SMEs and foreign partners or clients. III.F.7 Increasing SMEs' access to information on the available forms and rules of financing for development processes and innovative projects. 2,0 4,0 4,0 4,0 III.F.8 Providing entrepreneurs with good practices in order to increase their willingness to use external forms of financing. 2,0 4,0 III.GP.10 Development under the regional innovation support system of information exchange platforms and project databases in order to match entrepreneurs with innovative solutions and potential investors. 4,0 4,0 III.GP.12 Establishment of expert teams for independent assessment of innovative ideas and consulting of projects at the implementation stage. 4,0 4,0 4,0 Development of a programme and a training methodology for improving the working skills of the people employed in seed funds and IV.B.2 technology transfer institutions, based on the skills gap analysis. The training system can utilise good practices from already completed projects (e.g. Innofin) and international experiences. 4,0 4,0 4,0 V.C.4 Promotion of cluster processes as a measure for increasing SMEs' competitiveness through easier absorption of technological and organisational innovations. 4,0 4,0 4,0 V.D.5 Establishment of an internet platform that will serve as a forum for exchanging experiences, needs and expectations of respective actors and stakeholders with regard to their involvement in cluster processes. 4,0 4,0 4,0 V.D.6 Development of a system of regular meetings, e.g. seminars, conferences, work-shops, which will engage all stakeholders. 4,0 4,0 V.GP.7 Promotion of the association concept among smaller entrepreneurs offering similar services by presenting good practices, providing ready-made business models, developing a system of reliefs, preferences and incentives for subjects that manage these associations. 4,0 4,0 4,0 VI.A.2 Identification of companies and trades that can become involved in clustering. 4,0 4,0 4,0 VI.A.3 Preparation of management tools, manuals and roadmaps in the area of cluster processes and support for newly-established clusters. 4,0 4,0 4,0 4,0 VI.A.4 Making it easier for newly-established clusters or entrepreneurs/institutions looking into possibilities of creating a cluster to access good examples and to contact already operating clusters and people responsible for cluster management. 4,0 4,0 VI.A.5 Ensuring financial support at the initial stage of cluster development from the EU funds, state funds and regional programmes. 4,0 4,0 VI.A.6 Development of an incentive system targeted at companies and R&D institutions that will motivate to participation in clusters. 4,0 4,0 4,0 4,0 Increasing access of companies involved in cluster development to high-quality consulting services in order to ensure support during VI.B.7 the initial stage of cluster establishment. This assistance should cover identification of objectives, development of implementation 4,0 4,0 5,0 paths, preparation of an action plan, specification of an organisational structure, performance of market research and analyses. VI.GP.8 Application of the elements of the blue ocean strategy and the market niche strategy by offering products and services that are unique and characteristic for a given region. 4,0 4,0 VI.GP.9 Promoting the concept of searching for competitive advantages in regional re-sources and using them to create unique products that cannot be copied in other regions or countries due to exploiting unique regional values, e.g. natural values, tradition, history, culture, 4,0 4,0 5,0 philosophy or economic and scientific achievements. VI.GP.10 Utilisation of modern business techniques for production and sales organisation as well as management and promotion of products and services in the areas considered as traditional, e.g. agriculture. 4,0 5,0 VI.GP.11 Development of integrated information systems that gather and coordinate activities performed by respective institutions and agencies responsible for providing services for external subjects. 4,0 VI.GP.12 Development of global information bases which enable fast access to data that are significant for subjects that use services and which are updated by institutions and agencies responsible for their provision. 4,0 VII.A.1 Support and promotion of existing networks and clusters in order to help them in gaining a stable market position in the region. 4,0 4,0 4,0 Fostering the development of communication platforms for clusters from different countries. Initiation of international contacts to gain VII.B.5 access to good practices from other regions. Establishment of a cooperation network in order to promote offers of clusters from other 4,0 4,0 4,0 countries and to increase the possibilities of reaching new markets. 67

70 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability VII.C.8 Establishing an internet platform which will enable exchange of experiences between clusters in order to create a common cluster development policy and to define joint lobbying directions. The platform should be also used for information sharing and cooperation 4,0 4,0 4,0 with public administration, e.g. in work on legal acts. VII.C.9 Development of a cluster cooperation network in order to exchange information and good practices in new technological areas, technology transfer and innovations. 4,0 4,0 5,0 VII.GP.11 Support for development of a cooperation network encompassing R&D institutions and universities, which originate and create solutions 4,0 and products, as well as SMEs, which tackle distribution, logistics and marketing for these services and products. 4,0 4,0 4,0 VII.GP.12 Support for development of integrated systems, involving research as well as business partners, for managing technological processes, 4,0 creation of products and services, logistics, marketing and sales. 4,0 4,0 4,0 VIII.A.1 System support for implementation of research conducted as a part of dissertations (in particular at the PhD level) into activities of 4,0 companies and clusters. 4,0 5,0 5,0 VIII.A.2 Development of a cooperation platform for dissertation supervisors, cluster managers and cluster members in order to establish rules for identification of clusters' research needs and cooperation during the research and its commercialization. 4,0 5,0 4,0 VIII.B.4 Development of regional, national and international education programmes during which entrepreneurs and representatives of academic and research establishments will work together on innovative ideas for respective companies and on defining a cooperation 4,0 4,0 5,0 4,0 framework between business and research actors. VIII.B.6 Development of a dialogue platform matching research and business partners. 4,0 4,0 4,0 VIII.GP.12 Introduction of a long term system for monitoring economic trends in the region. 4,0 4,0 5,0 VIII.GP.13 Regional economic development planning should be based on such scenarios for priority areas development that are the most efficient in exploitation of the regional resources and boosting the regional economy. 4,0 4,0 5,0 VIII.GP.14 These choices should be made within wide social dialogue that involves different groups interested in regional development. 4,0 4,0 5,0 Definition of detailed development plans, their time horizon and support forms for the fields that have been identified as optimal for VIII.GP.15 regional development. Specification of measures to be conducted by respective partners (entrepreneurs, authorities, administration, 4,0 4,0 5,0 research institutions, business environment organisations, public benefit institutions) in implementation of roadmaps. VIII.GP.16 Promoting the region taking into consideration the development of selected sectors. 4,0 4,0 5,0 IX.A.2 Inclusion of STPs in regional development programmes as one of the key factors influencing regional economic development. 4,0 5,0 4,0 IX.B.6 Initiation of international relations between STPs from different countries in order to create channels for exchanging good development practices. 4,0 4,0 5,0 IX.C.7 Establishment of scholarship funds for talented students who want to develop professionally in local STPs. 4,0 4,0 5,0 5,0 IX.C.8 Presenting STPs as attractive places that enable professional development and as a good place to start one's professional career. 4,0 4,0 4,0 IX.GP.9 Regional authorities should intensify their activities aimed at development of technological parks by preparing models and good examples in transfer of technologies to the business sector. 4,0 5,0 5,0 IX.GP.10 Development of a system of internships and grants for the most gifted graduates from local universities employed by regional enterprises in order to cover a part of employment costs. 4,0 4,0 5,0 5,0 Involvement of regional business leaders, entrepreneurs' associations, chambers of commerce and industry as well as politicians from IX.GP.11 the region in promoting the region as an investor-friendly place by e.g.: utilizing their business contacts, joint promotion of the region, 5,0 5,0 its products and services, joint lobbying at the state level. IX.GP.12 Networking between regional authorities and local entrepreneurs. 4,0 4,0 4,0 5,0 68

71 Figure 10. Most applicable recommendations and first step recommendations Cluj Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher Table 7. Most applicable recommendations and first step recommendations Cluj Evaluation assessment: 1-5 scale (5: high - 1: low) for which regional applicability was assessed at the level of 4.0 or higher first step recommendations too costly recommendations Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability I.A.1 Promotion of values referring to the idea of innovativeness through: development and promotion of a database with good regional, national and foreign practices, organisation of conferences and seminars for entrepreneurs, organisation of study visits and competitions 5,0 5,0 4,0 for best innovative solutions. Involving mass media in the topic of innovativeness. I.A.2 Wider availability of funding for projects with numerous partners from different sectors, where measures are implemented through 5,0 cooperation and development of durable relations. 5,0 I.C.4 Promotion of patent applications among entrepreneurs. Increasing access to patent procedures by establishing earmarked funds. Simplification of patent procedures and reduction of the time they consume. 2,0 2,0 5,0 I.GP.8 One of the most effective solutions for changing an area's or a region's image is to utilise modern communication channels, including 2,0 social media, to create a new economic image of regenerated areas. 4,0 5,0 I.GP.9 Development of an integrated and coordinated action plan that will involve various social partners, including local authorities, entrepreneurs and public benefit institutions, in changing the area's economic character. 4,0 4,0 4,0 II.A.1 Introduction of obligatory public consultations and dialogue during creation and implementation of regional development programmes. 1,0 2,0 4,0 5,0 II.A.2 Development of an incentive system that would encourage entrepreneurs to active involvement in creation and implementation of the 1,0 programmes. 2,0 4,0 II.A.3 Enhancing entrepreneurs' awareness of the assumptions and directions of the pro-innovation policy. 1,0 1,0 2,0 5,0 69

72 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability II.B.4 Establishment of a platform with results of projects implemented in the region in order to aggregate knowledge on the most efficient 2,0 solutions and to promote this information among entrepreneurs and business environment institutions. 1,0 5,0 II.C.5 Development of an incentive system to encourage enterprises and business environment organisations to implement long-term projects, with accumulation of project results and their further utilisation. 4,0 II.C.6 Implementation of solutions that sustain project results and allow for their utilisation also after project completion. 2,0 2,0 5,0 Delegation of the widest possible scope of competences in preparation of the final versions of the SME support programmes to the II.GP.7 regional level. Initiation and extension of cooperation between local authorities, NGOs and business support organisations in expanding 2,0 5,0 the SME development support system in the region. II.GP.8 Preparation by local authorities of local economic development plans that specify assumptions and directions for SME development strategies. 4,0 II.GP.9 Coordination of the assumptions to SME development support plans on the European, national and local levels in order to define joint 2,0 standards and measures that take into account actual needs of entrepreneurs. 2,0 2,0 4,0 III.F.7 Increasing SMEs' access to information on the available forms and rules of financing for development processes and innovative projects. 1,0 1,0 2,0 5,0 V.A.2 Adoption of effective legislation that will protect intellectual property and provision of exemplary rules and guidelines for companies implementing joint measures within clusters or other forms of association. 5,0 V.B.3 Development of good regional practices which more closely correspond to the conditions faced by local entrepreneurs and their application in promotion of clusters. 4,0 5,0 V.D.6 Development of a system of regular meetings, e.g. seminars, conferences, work-shops, which will engage all stakeholders. 2,0 4,0 5,0 VI.A.4 Making it easier for newly-established clusters or entrepreneurs/institutions looking into possibilities of creating a cluster to access good examples and to contact already operating clusters and people responsible for cluster management. 2,0 4,0 VI.A.5 Ensuring financial support at the initial stage of cluster development from the EU funds, state funds and regional programmes. 2,0 5,0 VI.A.6 Development of an incentive system targeted at companies and R&D institutions that will motivate to participation in clusters. 2,0 5,0 Increasing access of companies involved in cluster development to high-quality consulting services in order to ensure support during VI.B.7 the initial stage of cluster establishment. This assistance should cover identification of objectives, development of implementation 2,0 4,0 paths, preparation of an action plan, specification of an organisational structure, performance of market research and analyses. VI.GP.8 Application of the elements of the blue ocean strategy and the market niche strategy by offering products and services that are unique and characteristic for a given region. 5,0 5,0 VI.GP.9 Promoting the concept of searching for competitive advantages in regional re-sources and using them to create unique products that cannot be copied in other regions or countries due to exploiting unique regional values, e.g. natural values, tradition, history, culture, 5,0 4,0 philosophy or economic and scientific achievements. VI.GP.10 Utilisation of modern business techniques for production and sales organisation as well as management and promotion of products and services in the areas considered as traditional, e.g. agriculture. 2,0 2,0 2,0 5,0 VI.GP.11 Development of integrated information systems that gather and coordinate activities performed by respective institutions and agencies responsible for providing services for external subjects. 5,0 VI.GP.12 Development of global information bases which enable fast access to data that are significant for subjects that use services and which are updated by institutions and agencies responsible for their provision. 2,0 5,0 VII.A.1 Support and promotion of existing networks and clusters in order to help them in gaining a stable market position in the region. 2,0 5,0 VII.A.3 Inclusion of measures fostering growth of existing clusters in the regional development policy and ensuring funding for their implementation. Support for regional clusters should be provided from regional financial resources. 4,0 2,0 2,0 5,0 VII.B.6 Financial and organisational support for promotion of regional clusters on the international level. 2,0 1,0 5,0 Development of regional, national and international education programmes during which entrepreneurs and representatives of academic VIII.B.4 and research establishments will work together on innovative ideas for respective companies and on defining a cooperation 5,0 4,0 5,0 framework between business and research actors. VIII.B.5 Development of programmes that will enable universities, R&D and SMEs to apply together for funding for joint R&D projects. 1,0 1,0 5,0 VIII.B.6 Development of a dialogue platform matching research and business partners. 1,0 1,0 2,0 4,0 VIII.C.8 Simplification of bureaucratic procedures in state academic and research institutions. 5,0 4,0 5,0 VIII.C.9 Promotion of entrepreneurship and commercialization of research results should be included in development strategies of higher 1,0 education establishments that obtain state funding. Implementation of these tasks may influence the level of the subsidy. 4,0 5,0 VIII.D.10 Establishment of guarantee funds that reduce the risk of investing in long term innovative projects. 5,0 4,0 2,0 4,0 VIII.GP.12 Introduction of a long term system for monitoring economic trends in the region. 2,0 4,0 5,0 VIII.GP.13 Regional economic development planning should be based on such scenarios for priority areas development that are the most efficient 1,0 in exploitation of the regional resources and boosting the regional economy. 2,0 4,0 5,0 IX.A.4 Preparation of legislation and ethical codes regulating intellectual property rights and conflict of interests between higher education 2,0 establishments and their employees, students, STPs, start-ups, spin offs and external entrepreneurs. 2,0 5,0 70

73 Acronym Recommendation Financial burden Organisational effort Expected effects in increasing regional innovativeness Regional applicability IX.B.5 Establishment of earmarked funds aimed at long term investments in STPs. They should be created on the basis of EU programmes as 4,0 well as national and regional funds. 4,0 2,0 4,0 IX.B.6 Initiation of international relations between STPs from different countries in order to create channels for exchanging good development 2,0 practices. 2,0 2,0 5,0 IX.C.7 Establishment of scholarship funds for talented students who want to develop professionally in local STPs. 1,0 5,0 IX.C.8 Presenting STPs as attractive places that enable professional development and as a good place to start one's professional career. 1,0 1,0 2,0 5,0 IX.GP.9 Regional authorities should intensify their activities aimed at development of technological parks by preparing models and good examples in transfer of technologies to the business sector. 4,0 2,0 5,0 IX.GP.10 Development of a system of internships and grants for the most gifted graduates from local universities employed by regional enterprises in order to cover a part of employment costs. 4,0 5,0 IX.GP.12 Networking between regional authorities and local entrepreneurs. 1,0 5,0 2,0 5,0 71

74 LIST OF TABLES AND FIGURES Table 1. Most applicable recommendations and first step recommendations all regions...22 Table 2. Most applicable recommendations and first step recommendations Saxony...55 Table 3. Most applicable recommendations and first step recommendations S-E Bulgaria...57 Table 4. Most applicable recommendations and first step recommendations Aragon...61 Table 5. Most applicable recommendations and first step recommendations Malopolska...63 Table 6. Most applicable recommendations and first step recommendations Western Macedonia...66 Table 7. Most applicable recommendations and first step recommendations Cluj...69 Figure 1. Assumptions for the regional development policy...6 Figure 2. Sources of strategic recommendations...7 Figure 3. Barriers and drivers for the development of the innovation-based regional economy...9 Figure 4. Most applicable recommendations and first step recommendations all regions...22 Figure 5. Most applicable recommendations and first step recommendations Saxony...55 Figure 6. Most applicable recommendations and first step recommendations S-E Bulgaria...57 Figure 7. Most applicable recommendations and first step recommendations Aragon...61 Figure 8. Most applicable recommendations and first step recommendations Malopolska...63 Figure 9. Most applicable recommendations and first step recommendations Western Macedonia...66 Figure 10. Most applicable recommendations and first step recommendations Cluj

75

76 Interregional SMART+ Charter for SMEs innovation Guidelines for regional innovation policies developed on the basis of the results and topics of Subprojects in the SMART+ Project The INTERREG IVC Programme is co-funded by the European Regional Development Fund