Regional Development-Susan Kinnear, Ian Ogden


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  • Welcome and background – 1minute
  • Due to time constraints this presentation can only provide an introduction to selected pieces of this work. We would be happy to supply copies of the remaining papers etc. 30 Seconds
  • Definitions of innovation hang on the creation of 'new value' (however 'value' is a subjective term)In practice innovation policy relates mainly to economic valueNew value in one context can mean losses in anotherThe nature of innovation and our understanding of it is changing fastPolicy paradigms are moving to holistic considerations – introducing possibilities for integration and overlap with many other areasGlobal RD policy is a dynamic space. Australia's innovation policy is entering a phase of renewal and refocus
  • Staff benefits:collaboration and multidisciplinary projectsstrong applied/translational focus accelerated ARC linkage successfield-testing: support for course development
  • A template for interactionSupporting innovation in regional business and industryRecognising the value of regional universitiesStrengthening the relevance of RDA committeesRespecting the roles of existing regional entitiesAllowing regional development to deliver national benefits
  • Regional Development-Susan Kinnear, Ian Ogden

    1. 1. Driving sustainable regional development through innovation – a role for CQUniversity<br />…an overview of the CQ Innovation Prospectus<br />EIDOS, Brisbane 28th September 2011 <br />Susan Kinnear (Senior researcher, CQUniversity) and <br />Ian Ogden (Innovative Regions Facilitator , DIISR – Central Queensland)<br />
    2. 2. Some key themes …<br />What role has innovation to play in sustainable regional development ?<br />What role do regions play in innovation ?<br />How can ISRD be best described, measured, predicted ?<br />How can non-traditional innovation outcomes be assessed ?<br />How can regional stakeholders be brought together under the ISRD umbrella ?<br />What is the role of regional universities in the Innovation and SRD agendas?<br />What is the CQ context – past, present and future? <br />
    3. 3. The CQ Innovation Accord (2010)<br />… a regional agreement and commitment to foster innovation in all aspects of regional and development and progress<br />Signed by 150 regional leaders from industry, government and community – establishing CQ as a leading region in ‘systemic’ (rather than firm-by-firm) innovation<br />
    4. 4. The follow-through …2011<br />A comprehensive body of work aimed at identifying and realising the potential for innovation to intersect with regional development in CQ <br />
    5. 5. Describing the innovation landscape (habitat) <br />A debrief documenting regional innovation intelligence in two ways:<br />High level 'innovation observations' for 17 regional industries<br />INNOVATION DEBRIEF – EDUCATION<br /><ul><li>Innovation in education & skilling will define CQ’s regional competitiveness; </li></ul>but the region’s higher-edstatistics are poor compared with urban areas.<br /><ul><li>Access and equity remains a concern
    6. 6. Innovation may be driven through structural reform (e.g., CQUni dual sector bid) as well as through specific actions that harmonise industry needs and educational outcomes(e.g. WIL)
    7. 7. Regional knowledge capital can strengthened/accelerated by innovative use of technology
    8. 8. Stronger relationships between industry, community and education providers are key</li></li></ul><li>Describing the innovation landscape (habitat) <br />2) identifying whole-of-region issues and opportunities … where does CQ fit in national agendas, regionalisation strategies and more? <br />Innovation in NRM and the environment <br />“…..there are substantial opportunities in the NRM space for Central Queensland, particularly in areas such as carbon management, the development of biofuels, advanced systems for water use and management, forestry and mine rehabilitation….”<br />
    9. 9. Debrief conclusions<br />The pace and nature of regional development in CQ is uneven (e.g., coastal centres to the exclusion of western communities; booming resources industries cf declining agriculture, tourism and services). <br />Current, traditional metrics are inadequate to capture regional innovation<br /> (no patents in the Central West since 1994!)<br />Innovation can be pursued by pursuing greater collaborative linkages … novel partnerships that draw together players from diverse and seemingly unrelated backgrounds<br />
    10. 10. The policy implications – a need for integration<br />Innovation <br />Australia's innovation policy is entering a phase of renewal and refocus – ‘colllaboration and connectedness’<br />A shift in nature from technological, to scientific, to systemic<br />The introduction of regional innovation systems <br />Innovation policy paradigms are moving toward a holistic interpretation of ‘innovation’… introducing the possibility of overlap with many other policy areas<br />
    11. 11. The policy implications – a need for integration<br />Sustainability<br />Regional areas as natural and logical ‘entities’ by which environmental issues can be tackled. <br />Regional Australia as the ‘proving ground’ for low-carbon, alternative energy industries<br />Sustainability (simultaneously social, economic and environmental) gives regions a bright future<br />
    12. 12. The policy implications – a need for integration<br />Regional development<br />A phase of renewal and refocus - a dynamic space<br />Australia's regions essential in delivering national goals<br />Regionals face (and deal with) major challenges: food, water and energy security; land use conflicts; climate change; the low-carbon transition; managing multi-speed economies ….and they do so with less resources<br />Most policy developed and delivered from a siloed 'solutions' focus (not converging 'issues' focus)<br />Regional governance must shift to a paradigm of true regional value and action (collaboration and connectedness?)<br />
    13. 13. The policy implications – a need for integration<br />
    14. 14. Where does that leave ‘innovative’ regions …?<br />There is a need to utilise regional capital and coordinate the innovation, regional development and sustainability agendas (regional coordination)<br />Cross-disciplinary innovation is a likely enabler of maximum regional value (multidisciplinary approach)<br />There is a need to develop and adopt new metrics – (to provide the evidence base for determining the benefit of policy integration… what is the best return for federal govt spend?)(research and its applications)<br />A role for regional universities… ?<br />
    15. 15. A role for regional universities (CQUni)<br />Consider the key objectives of DoRA:<br />Increase regional productivity, economic development & diversification<br />Regional Leadership and representation <br />Improve regional service delivery<br />Improve return on federal investment spend<br />Coordinate across tiers of govt and across portfolios<br />Now consider:<br /> Teaching learning, research and innovation, engagement, advocacy, regional citizenship…. a large organisational footprint… a multidisciplinary organisational focus<br />
    16. 16. Partnering with SME‘s (CQUni case study)<br />SME's occupy a critical role in the Aust economy (46% GDP 2006)<br />Little is known about regional SME's beyond baseline counts<br />HE has a poor record of engagement with SME's<br />SME'sare willing to partner but struggle with costs, resources and entry points <br />Multiple benefits apparent for Uni's and SME's<br />More work needs to done to define the value proposition for both; tailored strategies needed<br />
    17. 17. Regional business want help…<br />
    18. 18. But are regional universities missing this opportunity…? <br />
    19. 19. Eco–innovation case studies<br />Envirolink Solar Power group – innovation through community connectedness<br />Rocky's Own Transport Co – innovation in emissions tracking and measurement through research collaboration (CQUni)<br />Precision Agriculture – innovation in primary industry<br />Zerogen – innovation and insights into low carbon coal technology<br />….but what is the role of these in wider regional development strategy and planning? <br />
    20. 20. Local Government snapshots<br />Poor appetite for focus on regional innovation<br />Low evidence of connectedness with economic actors<br />Regional aspirations…. but local focus<br />Under-resourced <br />Great potential as innovative 'place managers'<br />
    21. 21. Innovation in Strategic Regional Planning<br />Innovative regions have prerequisites:<br />a critical mass of people and organisations to create leading edge knowledge transfer; <br /> the presence of people and organisations who set the standard for industry; <br /> the existence of an extensive set of pilot/demonstration projects – experimentation to develop real-world improvements; and <br /> a demonstrated, active participation and presence in the knowledge economy.<br />Momentum can be gained by:<br />Building up consensus<br />Analysing (negotiating and communicating) regional potential<br />Defining priorities and action planning<br />
    22. 22. Establishing a regional collaborative… <br />Principles:<br />Not to duplicate or replicate<br />Recognise the free market as the 'doer'<br />Focus on tangible outcomes<br />Shared investment, shared benefit, shared risk<br />Agglomeration of supply and demand (human capital) through collaboration and connectedness<br />Playing to the strength of every participant<br />
    23. 23. The model for the future (2012)<br />national objectives : regional value<br />The CQRegional Collaborative will establish a structural mechanism by which innovation can be used to deliver sustainable regional development in Central Queensland<br />(piloted from “Innovation Central” at the <br />CQUni Research and Innovation Precinct, Rockhampton)<br />
    24. 24. A new approach to regional development through collaborative decision-making and investment<br />Innovation Central<br />Pipeline<br />Assessment and support<br />…and given the necessary <br />support to succeed<br />… assessed using a standardised <br />regional development tool<br />Where the flow of ideas, issues and/or information…<br />…is captured through an accessible regional entry point<br />… developed collaboratively through open innovation<br />
    25. 25. Multiple outcomes<br />Collaborative open innovation pipeline<br /><ul><li> Knowledge creation (research) and capture (e-warehouse)
    26. 26. Capacity building (training and skilling)
    27. 27. Implementation (on-ground activity)
    28. 28. Linkages, engagement and regional profiling
    29. 29. Policy development and influence</li></li></ul><li>The nexus: innovation, sustainable regional development and … regional universities<br />A template for interaction<br /><ul><li>Supporting innovation in regional business and industry
    30. 30. Recognising the value of regional universities
    31. 31. Strengthening the relevance of RDA committees
    32. 32. Respecting the roles of existing regional entities
    33. 33. Allowing regional development to deliver national benefits</li></li></ul><li>CQUniversity advantages<br />CQUni at the core of developing our regional identity – using leadership and engagement with business and industry to help the region <br />‘be what it wants to be’<br /><ul><li>A single entry point into CQUni for business, industry and the community
    34. 34. Direct pathway for staff to access business and industry
    35. 35. Awareness of regional initiatives , priorities and players
    36. 36. Co-investment for the CQ Innovation and Research Precinct
    37. 37. CQUniversity facilitating the region’s development – growing the student and R&D bases</li></li></ul><li>…a national pilot (demonstration) in Central Queensland<br /><ul><li>A template for interactions between business, industry and regional stakeholders
    38. 38. Leading research into assessment and prioritisation of regional investment and development projects </li></ul>Our approach<br /><ul><li>Stakeholder engagement – building consensus on the model
    39. 39. Creating buy-in with lead organisations
    40. 40. Creating a working party – confirming mechanics, funding and support
    41. 41. Establishing the Innovation Board
    42. 42. Moving to first operations: co-funding for the model and the investment pool</li></li></ul><li>Questions?<br />
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