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Good practice guide e book


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DISTRCTplus project Good practice guide summarising the 43 selected good practices. …

DISTRCTplus project Good practice guide summarising the 43 selected good practices.
A cross reference showing the relevance of the sub projects to Horizon 2020.
See for more information on the project.

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  • 2. Acknowledgements: This guide is a product of the District Plus programme, a European wide collaborative project. EU Disclaimer: DISTRICT+ project has been funded with support from the European Commission (INTERREG IVC). The DISTRICT+ Project has been approved and co-financed in the framework of the Interregional Cooperation Programme INTERREG IVC, financed by the European Union's Regional Development Fund. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. © Innovation Birmingham 2013 Faraday Wharf, Birmingham Science Park Aston, Birmingham, B7 4BB, UK Tel. +44 121 260 6000 Authors: Hugo Russell First Edition: 4 September 2013 Issued in English Document type: GUIDE Title: District Plus: Good Practice Guide Version: V2.1 Author: Hugo Russell (Innovation Birmingham Ltd) Scope: Gather selected good practices from the six DISTRICT+ sub projects and present in a guide. Status: Live District+ Good Practice Guide 4 September 2013
  • 3. Good Practice Guide: Preface Executive summary The DISTRICT+ project aimed to promote a shift amongst traditional industrial economies to a new and more competitive development model based on knowledge and innovation. The aim of this good practice guide is to exchange the 43 selected good practices and build the policy capabilities of the partners, showcase effective policies aimed at increasing the knowledge transfer between research institutions and business ultimately stimulating regional Research and Development. By developing our understanding of the barriers to adoption of Good Practices; the means of overcoming these barriers or of adapting approaches to fit different contexts, and the relative success that these have in creating more innovative and competitive regional economies District+ can provide valuable lessons for the wider policy community. This is particularly relevant as the European Commission develops its ideas of Smart Specialisation for Research and Innovation, which increasingly looks as if it will be adopted as an ex ante conditionality in the new Structural Fund regulations. What has become clear to the partners participating in the sub-projects is that the process of identifying and sharing Good Practices only partially captures the value of the District+ approach. This provides a starting point for a mutual learning experience which adds additional value to their work and to practices within their home regions. The transfer of Good Practice is still complex because the ‘knowledge’ resides in the regional and organisational members, tools, tasks, and their sub networks. This embedded and tacit nature of this knowledge is hard to articulate. The associated visualisation environment does assist in the discovery of relevant good practice, yet the personal experience by decision making, influential and regional leaders is still a most effective method to instigate a successful transfer of good practice.
  • 4. Good Practice Guide: Preface 1 Part I – Introduction & Context 6 1. What this Guide sets out to do 6 Introduction to INTERREG IV C and DISTRICT+ 7 2. The DISTRICT+ sub-projects 8 2.1 Introducing D+ Sub-Regional Projects 8 2.2 The D+ partners: Different perspectives on a common agenda 9 2.3 Identifying and sharing ‘good practice’ 10 2.4 Supporting Resources 11 Part 2: Subprojects - Good Practices in action 12 3. EAST INNO TRANSFER 13 3.1 Overview 13 3.2 Impact 14 3.3 Good Practice Selected 14 4. KNOW-ECO 15 4.1 Overview 15 4.2 Sub Project Impact 16 4.3 Good Practice Selected 16 5. NGSP Next Generation Science Parks 17 5.1 Overview 17 5.2 Impact 18 5.3 Good Practice Selected 18 6. NICER 19 6.1 Overview 19 6.2 Impact 20 6.3 Good Practice Selected 20 7. SPWW Science Parks without Walls 21 7.1 Overview 21 7.2 Impact 22 7.3 Good Practice Selected 22 8. STEP 23 8.1 Overview 23 8.2 Impact of the STEP sub Project 24 8.3 Good Practice Selected 24
  • 5. Part 3: Good Practice Selected 25 9. Summary of the Selected Good Practice 25 9.1 Reserch Centre EIT+ (SPWW) 26 9.2 Oxygen Accelerator (SPWW) 27 9.3 Virtual Technology Platform (SPWW) 28 9.4 Special Economic Zone (SPWW) 29 9.5 Industrial Park Brasov (East INNO Transfer) 30 9.6 Mock Boards (East INNO Transfer) 31 9.7 Preincubation (East INNO Transfer) 32 9.8 Knowledge Transfer Partnerships (East INNO Transfer) 33 9.9 Institute of Applied Entrepreneurship (STEP) 34 9.10 Shorter Knowledge Transfer Partnerships (STEP) 35 9.11 Methodologies of transferring know-how and technology (STEP) 36 9.12 Innovation Vouchers (STEP) 37 9.13 Manufacturing Technology Centre (STEP) 38 9.14 Establishing an institute of Automotive Expertise (STEP) 39 9.15 Fostering Innovative SMEs (STEP) 40 9.16 Effective “Triple Helix” methods (STEP) 41 9.17 Prevention and Reduction of Unemployment (STEP) 42 9.18 Innovation Club (STEP) 43 9.19 CABLED (KNOW-ECO) 44 9.20 Competence & Demonstration Center (KNOW-ECO) 45 9.21 URBAN E-MOBILITY (KNOW-ECO) 46 9.22 Galileo Test bed Saxony-Anhalt (KNOW-ECO) 47 9.23 STARK III (KNOW-ECO) 48 9.24 Centre for Energy Technologies (KNOW-ECO) 49 9.25 Mobility & Traffic Supervisor (KNOW-ECO) 50 9.26 House Lumina (KNOW-ECO) 51 9.27 Exploitation of Brands (NGSP) 52 9.28 Create Open Arenas (NGSP) 53 9.29 Access to Finance (NGSP) 54 9.30 Entrepreneurs for the Future (e4f) Centre (NGSP) 55 9.31 MITZ – Integrated Fraunhofer PAZ (NGSP) 56 9.32 Research Campus and Science Centre (NGSP) 57 9.33 Project Cooperation by SMEs & Science Parks (NGSP) 58 9.34 Capital for Innovation (NGSP) 59 9.35 Supporting SMEs to get Funding for Knowledge 60 9.36 CsaVRI (NGSP) 61 9.37 Voucher for Technology Transfer (NGSP) 62 9.38 Education and Education Facilities (NGSP) 63 9.39 Support Financing University Chairs (NGSP) 64 9.40 UVaR-management of Patent Sector (NGSP) 65 9.41 Incubation and Market Dynamics (NGSP) 66 9.42 Integrated, Strategic & Action Oriented Approach (NICER) 67 9.43 Development of Consortia for a MNE (NICER) 68 Part 4 69 10. The future: Horizon 2020 & SMART Specialisation 69 10.1 Horizon 2020 opportunities 69 10.2 SMART Specialiation 70
  • 6. DISTRICT+ Good Practice Guide: 2013 6 Part I – Introduction & Context 1. What this Guide sets out to do This good practice guide aims to present the selected 43 good practices in such a format that regional and local decision makers can quickly discover what other regions have learnt to be effective. This resource can be combined with the data visualisation tool to discover other relevant good practices. PART 1: Introduction and Context Introduces the six DISTRICT+ sub-regional projects and the good practices they selected. This then will provide you with an understanding of the sub-projects perspective on the common agenda of good practice. The supporting resources of the SharpCloud data visualisation tool to enable you to visually select relevant good practices. The use of QR codes so your smart phone quickly capture the good practice for later reviewing. PART 2: Two page summary of each of the sub projects containing the tag clouds and graphs so that you gain a quick understanding of the subprojects impact and reach. Each of the sub projects have been Reviewed in relation to their own notable features and also in regard to the Europe2020 Strategy the EU Cohesion policy and the EU Horizon 2020 themes from the Workshops. PART 3 Summary of each of the 43 selected good practices using tag clouds to quickly represent the good practice. PART 4 Horizon 2020 and SMART specialisation
  • 7. DISTRICT+ Good Practice Guide: 2013 7 Introduction to INTERREG IV C and DISTRICT+ INTERREG IVC provides funding for interregional cooperation across Europe. It is implemented under the European Community’s territorial co-operation objective and financed through the European Regional Development Fund (ERDF). The overall objective of the INTERREG IV C Programme is to improve the effectiveness of the regional polices and instruments. A project builds on the exchange of experiences among partners who are ideally responsible for the development of their local and regional policies. The areas of support are innovation and the knowledge economy, environment and risk prevention. The DISTRICT+ Project has been approved and co-financed in the framework of the Interregional Cooperation Programme INTERREG IV C, financed by the European Union’s Regional Development Fund. The Project builds upon the experience of the former DISTRICT Project, a very successful interregional cooperation initiative running from 2005 to 2008 in the framework of the previous Interreg IIIC Programme. DISTRICT+ starts from the awareness that research and innovation are key issues for economic development and that interregional cooperation provides a viable way to mutually learn in these most strategic areas of regional policy. The partners have identified research, innovation and technological transfer as strategic priorities in their Regional Operational Programmes, allocating to these themes one third or more of their financial resources in the 2007-2013 period. DISTRICT+ aims to exchange experiences and good practices among the regional partners in order to improve the effectiveness of regional policies in the areas of innovation, research and technological development. DISTRICT+ aims to deliver transferable policy instruments and stable interregional networks implementing sub-projects in the areas of clusters and business networks, SMEs innovating projects with universities and Technology Centers, and innovation financing. DISTRICT+ is focused on a strategic level by exchanging experiences and implementing sub-projects to capitalize the partners’ good practices in regional development policies.
  • 8. DISTRICT+ Good Practice Guide: 2013 8 2. The DISTRICT+ sub-projects 2.1 Introducing the interregional sub-projects The implementation of the interregional sub-projects involved at least three different regions for each of the 6 selected Sub-projects from an interregional Call for Proposals. The selected 6 projects came from a pool of ideas which were developed into joint exchange programmes aiming at improving regional and local policies or instruments. The sub-projects involved partners from at least three different regions among the six DISTRICT+ partners and need to focus on one among the following policy areas:  Internationalisation strategies  Clustering strategies  Innovative business development  Spin-offs tools for industrial SMEs  Development of technological incubators  Eco-innovation in high-tech firms The sub-projects launched in Brussels in December 2010 for funding in April 2011 with their activities starting in May 2011 and ended by May 2013. The six sub-projects involved 25 different local partners. These included public authorities, service and business centres, technology parks, universities, etc. - for a total budget of about € 2.400.000.
  • 9. DISTRICT+ Good Practice Guide: 2013 9 2.2 The D+ partners: Different perspectives on a common agenda The 25 Partner organisations brought to the project the varied perspectives that originated from cultural and structural differences yet with the common goal of the project longer relationships and benefits have been established. Figure 1: Formal relationships schematic from the DistrictPlus project
  • 10. DISTRICT+ Good Practice Guide: 2013 10 2.3 Identifying and sharing ‘good practice’ The European territorial cooperation pays special attention to capitalization and transfer of good practices in the management of regional development policies. The "Community Strategic Guidelines on Cohesion" (2006/702/EC) have stimulated the Member States and regions to draw upon practices that have yielded positive results in terms of governance, growth and employment. In the transnational context, in particular, the Guidelines also give some priority to the areas that "add value, e.g. increasing the competitiveness through innovation, research and development." 2.3.1 Considering processes To aid cohesion between the sub-projects, the project partners feel that more regional sub-project meetings would have been beneficial to all. This would have helped to eliminate misunderstandings and led to a more consistent approach to outputs; it would have led to a better community of learning and less duplication of effort in trying to solve problems or clarify understanding. 2.3.2 Considering problems A problem analysis carried out by Vastra Gotalands came to the conclusion that the following factors hamper transfer processes: 1. Identified Good Practices are not sufficiently targeting the actual demand and needs of the DISTRICT+ partner regions. This is partially because of the turbulent start up phase of the project leading to the replacement of two project partners and partially due to the substantial time past since the formulation of the AP. The result is a sub-optimal fit between the contents of the GPs and the priorities of the project partners. 2. Key decision makers are not sufficiently involved in the project. Although significant efforts have been taken to involve as many different stakeholders in the projects’ interactive sessions (JITS and Thematic events) it has been difficult to mobilize regional decision-makers or other strategic persons, a.o. due to the reasons presented under p.1. 3. Good Practice transfer process not synchronized with regional policy-making. Finally, the sequential process of DISTRICT+ (meaning that different policy themes and corresponding good practices are analyzed and presented throughout the whole project duration) makes it difficult to match the good practices with the policy-making processes. However, this is probably a manageable issue due to the fact that most European regions presently are launching initiatives to develop regional innovation strategies in the light of the next structural funds period. 2.3.3 The importance of transferability The DistrictPlus project has been largely concluded successfully yet a lack of clear direction over the issue of “transferability” has been a stumbling point. Additional guidance when received had little substantive impact to our understanding. The partners accepted that the issue of “transferability” is complex and that this is compounded by the limited timescale of the project. We feel that with clearer guidelines from the outset that the identification of good practices would have been different with less time invested in assessing the feasibility of good practices that were too large to achieve ¡n the time available. Some excellent eco-innovation was identified but could not feasibly be transferred in the life of the project.
  • 11. DISTRICT+ Good Practice Guide: 2013 11 2.4 Supporting Resources 2.4.1 Data Visualisation (SharpCloud) In addition to this document it became apparent that there was an optional requirement to visualise the selected good practices so that the regional decision makers and the knowledge could be brought together. The complexities and depth of relationships, priorities, budgets, benefits and outcomes needs to be visualised to enable identification and selection of relevant good practices The SharpCloud environment enables better discovery and selection of relevant good practice. A tool for engaging an audience and getting to the key point of the data sets. It is most applicably for anyone looking to build distributed team efficiencies and create clear and content-rich engagements. 2.4.2 QR Codes These have been used to enable quick capture of relevant good practice typically via a mobile phone application. Please note that data charges may be incurred. We recommend the use of an application that enables QR code review prior to link opening. 2.4.3 URLs These website addresses will take you to a project specific website and in many cases a link to a summary document is provided. The longevity of the URLs that the codes link to cannot be guaranteed so the address is also provided. LESSON: Use of 303 redirects so that in the case of content moving the existing URLs will be redirected to the new location.
  • 12. DISTRICT+ Good Practice Guide: 2013 12 Part 2: Subprojects - Good Practices in action Sub-Projects: 1. EAST INNO Transfer Supporting Innovation and Fostering Knowledge Transfer 2. KNOW-ECO Enhancing Knowledge Collaboration in Eco-Innovation 3. NGSP Next Generation Science Parks 4. NICER Networks for the Internationalisation of Cluster Excellence in Regions 5. SPWW Science Parks without Walls 6. STEP Improved Definition and Profiling for Sustainable Technology Parks
  • 13. DISTRICT+ Good Practice Guide: 2013 13 3. EAST INNO TRANSFER 3.1 Overview Supporting Innovation and Fostering Knowledge Transfer in the New EU Member States The sub-project EAST_INNO_TRANSFER supported the Implementation of innovative initiatives, by encouraging the exchange and transfer of good practices from more advanced regions in Western Europe (the West Midlands and Tuscany) to less experienced partners in the New Member States (Lower Silesia and Brasov) enhancing the transition towards an economy of knowledge. The main results of EAST_INNO_TRANSFER have been the strengthening of the policy capacities of the partners and the improvement of the specific competencies and skills of their staff and local and regional stakeholders on:  Business innovation services (innovation support programs; start-up mechanism and services for the creation of SMEs for young researchers; spin-off and spin out governance;  Creation, management and development of academic incubators and R&D transfer centres and technological parks. Priorities Addressed: The issues addressed by the sub-project were in line with:  Innovative business development  Development of technological incubators and R&D transfer centres
  • 14. DISTRICT+ Good Practice Guide: 2013 14 The Twelve key questions were investigated about regional Innovation policies as part of the sub project:  Do we really need innovation?  Which kind of innovation do we need?  Can local and regional policies make the difference?  What makes local government better aware of innovation problems and more capable of acting?  What makes innovation policies successful?  What is a regional (local) innovation strategy?  Is job creation an objective?  Who makes innovation policy?  Is foreign investment helping innovation?  What are the most effective tools of innovation policy?  Are “agencies” useful? 3.2 Impact Europe 2020 Alignment: The East INNO Transfer sub project addressed the EU2020 theme of Innovation and Education with Employment also being addressed at a lower level. Cohesion Policy: The good practices impacted on the Cohesion policy areas of:  New Technology Development  Skills and Training  Business Development  Cutting Edge Research Horizon 2020 Themes addressed:  Innovation in Small & Medium Enterprises With additional impact in  Secure Clean & Efficient Energy  Leadership in Enabling & Industrial Technologies  Innovation & Horizon 2020  Research Infrastructures 3.3 Good Practice Selected The following selected good practices are available in more detail within this document and online within by following the website links above. 1. Industrial Park Brasov 2. Mock Boards 3. Pre-incubation 4. Knowledge Transfer Partnerships
  • 15. DISTRICT+ Good Practice Guide: 2013 15 4. KNOW-ECO 4.1 Overview Enhancing Knowledge Collaboration in Eco-Innovation The Know-Eco sub-project focused on enhancing the uptake of eco-innovation in enterprises within the construction and mobility sectors and the transnational transfer of knowledge, tools and methodologies for linking knowledge providers with enterprises to increase the development or uptake of eco-innovation products and services. Addressing these issues in the Know-Eco partner regions is particularly important given the synergy of these activities to existing and planned policy measures and the sustainable growth strategy for Europe 2020. Priorities Addressed: The issues addressed by the sub-project were in line with:  Clustering strategies: CLU  Eco-Innovation in High Tech Firms: ETF
  • 16. DISTRICT+ Good Practice Guide: 2013 16 4.2 Sub Project Impact Europe 2020 Alignment: The Know-ECO subproject addressed the EU2020 theme of Climate Change with Education and Innovation also being addressed to a lower level. Cohesion Policy: The Know-ECO good practices impacted in the Cohesion policy areas of: o Energy Efficiency and Renewable Energies o Smart Transport and Energy Infrastructure o New Technology Development o Cutting Edge Research Horizon 2020 Themes addressed: The selected good practices have impact on the following Horizon 2020 themes:  Resource Efficiency and Climate Action  Smart, Green and Integrated Transport  Secure Clean & Efficient Energy  Future & Emerging Technologies With additional impact in  Research Infrstructures  Innovation & Horizon 2020 4.3 Good Practice Selected The following selected good practices are available in more detail within this document and online within by following the website links above. 1. CABLED: Coventry and Birmingham Low Emission Demonstrator 2. Competence and demonstration centre: BMS and energy efficiency 3. URBAN E-MOBILITY 4. Galileo Test bed Saxony-Anhalt 5. STARK III 6. Centre for Energy Technologies 7. Traffic supervisor/SI.MO.NE Project/Elisa Programme 8. House Lumina
  • 17. DISTRICT+ Good Practice Guide: 2013 17 5. NGSP Next Generation Science Parks 5.1 Overview Identify approaches to a regional science park system for transferral NGSP overall objective is to analyse, develop and implement Good Practices and Regional Policies for how to build a Science Park or a group of Science Parks that supports regional development, facilitates a dynamic dialogue between Industry & Higher Education Institutions (HEIs), and attracts national & direct foreign investment in the region. The sub-project main objective will reached by analysing strategies and models adopted in the involved regions, in particular the ‘knowledge sites’ a network of chemical parks in Germany, 6 science parks in Sweden, Innovation Poles in Italy, Digital Plaza in the UK and Innovation and Science Park in Lower Silesia; and by testing and implementing the learning generated during the analysis and experience exchange workshops. Priorities Addressed: The issues addressed by the sub-project were in line with:  Internationalisation strategies  Innovative business development
  • 18. DISTRICT+ Good Practice Guide: 2013 18 5.2 Impact Europe 2020 Alignment: The NGSP subproject addressed the EU2020 themes of Innovation and Education with Employment also benefiting. Cohesion Policy: The NGSP good practices impacted in the Cohesion policy areas of:  Business Development  Skills and Training  New Technology Development  Cutting Edge Research Horizon 2020 Themes addressed: The selected good practices have impact on the following Horizon 2020 themes:  Innovation in Small & Medium Enterprises  Innovation & Horizon 2020  Future & Emerging Technologies  Secure Clean & Efficient Energy With additional impact in  Research Infrastructures  Smart Green & Integrated Transport  Leadership in Enabling & Industrial Technologies 5.3 Good Practice Selected 1. Exploitation of well-known and established brands 2. Create Open Arenas 3. Minerva and the Access to Finance programme 4. Entrepreneurs for the Future (e4f) Centre 5. PPP to foster application oriented research MITZ – Fraunhofer PAZ 6. Research Campus and Science Centre Merseburg 7. Enterprise Europe Network - Cooperation of SPs and SMEs in projects 8. Capital for Innovation 9. Supporting SMEs to get Funding for Knowledge 10. CSAVRI Management Program 11. Voucher for Technology Transfer - University meets Business 12. Education and Education Facilities 13. Support Financing University Chairs 14. UVaR - Management of patent sector 15. Incubation and market dynamics
  • 19. DISTRICT+ Good Practice Guide: 2013 19 6. NICER 6.1 Overview Networks for the Internationalisation of Cluster Excellence in Regions The overall objective of the NICER sub-project is to identify and implement a number of strategies in support of the internationalisation of clusters in the EU regions. Building on the experience of the different involved regions, the sub-project will try to stimulate in-depth analysis, discussion and interactive learning processes on the strategic attraction of foreign direct investment in firm clusters as well as on the support to the active internationalisation of firm clusters. The sub-project idea is based on the detection of good practice in the design and implementation of FDI attraction policies, which vary in approaches and tools. The sub-project addresses issues related to the restructuring of EU manufacturing sectors and clusters, the hollowing out of manufacturing activities in low cost localities, the volatility of foreign direct investment flows in a post-crisis global economy and public budget constraints. Each partner will involve main stakeholders and players in regional innovation and FDI attraction policies. The NICER subproject aimed to support the design of effective public policy for maximising the value of foreign direct investment for the economic development and in particular for cluster upgrading and innovation. Priorities Addressed: The issues addressed by the sub-project were in line with:  Internationalisation strategies  Clustering strategies
  • 20. DISTRICT+ Good Practice Guide: 2013 20 6.2 Impact Europe 2020 Alignment: The NICER subproject addressed Innovation, Employment and Education themes of EU 2020. Cohesion Policy: The NICER good practices impact in two core areas:  Business Development  Skills and Training With additional impact in  New Technology Development  Cutting Edge Research Horizon 2020 Themes addressed: The selected good practices have impact on the following Horizon 2020 themes:  Innovation in Small & Medium Enterprises  Access to Risk Finance With additional impact in  Future & Emerging Technologies  Leadership in Enabling & Industrial Technologies 6.3 Good Practice Selected The following selected good practices are available in more detail within this document and online within by following the website links above. 1. Cluster and foreign investment dovetailing 2. Policy support to the development of consortia of local producers of a MNE
  • 21. DISTRICT+ Good Practice Guide: 2013 21 7. SPWW Science Parks without Walls 7.1 Overview Catalysing the development and commercialisation of new products, processes and services SPWW brings together public and private sector organisations as well as policy makers, practitioners, entrepreneurs, innovators, universities, SMEs and large companies to catalyse the development and commercialisation of new products, processes and services. In particular it focuses on the development of the next generation of entrepreneurs (e.g. digital entrepreneurs) who need to expand and develop their companies and require new types of advanced connectivity and business services, such as new forms of finance to match the very fast moving industries they operate in. SPWW will, enable entrepreneurs to pitch to international funders, business angels; large companies etc. to gain funding to develop their company’s products and services. The sub-project's overall objective 'to leverage growth by connecting geographic locations to innovation-led growth by generating virtual clusters thereby by shrinking geographies and timescales' will be achieved by the exchange, sharing and transfer of policy experience, knowledge, tools and methodologies for linking knowledge providers with enterprises at a transnational level. Priorities Addressed: The issues addressed by the sub-project were in line with:  Innovative Business Development: IBD  Development of Technological Incubators: DTI  Eco-Innovation in High Tech Firms: ETF
  • 22. DISTRICT+ Good Practice Guide: 2013 22 7.2 Impact A notable output from the sub-project is the implementation of a video communications and collaboration framework that has been transfereed from Gothia Science Park, SE into Birminham Science Park Aston, UK. This is building upon open industry standards and now facilitating effectice meetings on site or between disparate locations. Europe 2020 Alignment: The SPWW subproject select 4 good practices that notably addresses the strategic area of Innovation with Climate Change and Education also addressed by the good practices. Cohesion Policy: The SPWW good practices had noticable impact across all seven (7) areas so is well positioned for a general impementation: Horizon 2020 Themes addressed: The 10 selected good practices from the 32 identified by the STEP subproject have the most impact on the following Horizon 2020 themes:  Innovation in Small & Medium Enterprises  Future & Emerging Technologies  Innovation & Horizon 2020 The following themes also had notable activity from the good practice.  Towards more Inclusive, Innovative & Secure Societies Challenge  Leadership in Enabling & Industrial Technologies 7.3 Good Practice Selected The following selected good practices are available in more detail within this document and online within by following the website links above. 1. Oxygen Accelerator 2. Research Centre 3. Science Port 4. Video Conferencing & Virtual Technology Platform
  • 23. DISTRICT+ Good Practice Guide: 2013 23 8. STEP Transferability Handbook: 8.1 Overview Improved Definition and Profiling for Sustainable Technology Parks The key aim of the STEP sub project was to gain an improved understanding of the contribution of virtual/physical technology parks in supporting the sustainability of key sectors in local economies, with a particular focus on the automotive industry. STEP sought to improve the effectiveness of regional policies and instruments and give participating regions an exclusive opportunity to:  Benefit from existing partner experiences and expertise in innovation and technology transfer;  exchange established methodologies and tools; and  Test the implementation of good and best practices into their own structures (taking them into account for when planning strategic development). Additionally, the focus on the automotive supply chain provided a common regional foundation with an emphasis on research and development, small and medium sized enterprises and start-up firms; those likely to need the support provided by technology parks. Moreover, a major innovative aspect of the sub-project was the examination of the contribution made by virtual technology parks alongside their traditional physical form. Key outputs from the sub-project include a good practice transferability handbook, building upon feedback from seminars, a creativity workshop, experts meeting and study visits/two-way knowledge exchanges. A focus of the handbook is a set of ‘action recommendations’ to promote sector sustainability through the technology park concept.
  • 24. DISTRICT+ Good Practice Guide: 2013 24 Priorities Addressed: The issues addressed by the sub-project were in line with:  Clustering strategies  Innovative business development 8.2 Impact of the STEP sub Project Europe 2020 Alignment: The STEP subproject identified good practices that notably addressed the strategic areas of Innovation, Education and Employment. Cohesion Policy: The STEP subproject identified 10 good practices with the most significant impact in the areas of Skills &Training; Business Development; and New Technology Development Horizon 2020 Themes addressed: The 10 selected good practices from the 32 identified by the STEP subproject have the most impact on the following Horizon 2020 themes:  Innovation in Small & Medium Enterprises  Future & Emerging Technologies  Innovation & Horizon 2020 The following themes also had notable activity from the good practice.  Towards more Inclusive, Innovative & Secure Societies Challenge  Leadership in Enabling & Industrial Technologies 8.3 Good Practice Selected 1. Institute of applied Entrepreneurship 2. Shorter Knowledge Transfer Partnerships 3. Specific methodology of transferring know-how and technology 4. Innovation Vouchers 5. Ansty Park – Manufacturing Technology Centre collaborative partnerships 6. IKAM - Establishing an institute of Automotive Expertise (with high tech laboratories, machines …) 7. Efficient internet platform for cooperation between innovative SMEs 8. Effective “triple helix” methods of collaboration between Regional Innovation Systems 9. Prevention of unemployment in Lower Silesia (Activities related to this) 10. Innovation Club
  • 25. DISTRICT+ Good Practice Guide: 2013 25 Part 3: Good Practice Selected 9. Summary of the Selected Good Practice List of the 43 selected good practice 9.1 Research Centre EIT+ (SPWW) 26 9.2 Oxygen Accelerator (SPWW) 27 9.3 Virtual Technology Platform (SPWW) 28 9.4 Special Economic Zone (SPWW) 29 9.5 Industrial Park Brasov (East INNO Transfer) 30 9.6 Mock Boards (East INNO Transfer) 31 9.7 Preincubation (East INNO Transfer) 32 9.8 Knowledge Transfer Partnerships (East INNO Transfer) 33 9.9 Institute of Applied Entrepreneurship (STEP) 34 9.10 Shorter Knowledge Transfer Partnerships (STEP) 35 9.11 Methodologies of transferring know-how and technology (STEP) 36 9.12 Innovation Vouchers (STEP) 37 9.13 Manufacturing Technology Centre (STEP) 38 9.14 Establishing an institute of Automotive Expertise (STEP) 39 9.15 Fostering Innovative SMEs (STEP) 40 9.16 Effective “Triple Helix” methods (STEP) 41 9.17 Prevention and Reduction of Unemployment (STEP) 42 9.18 Innovation Club (STEP) 43 9.19 CABLED (KNOW-ECO) 44 9.20 Competence & Demonstration Center (KNOW-ECO) 45 9.21 URBAN E-MOBILITY (KNOW-ECO) 46 9.22 Galileo Test bed Saxony-Anhalt (KNOW-ECO) 47 9.23 STARK III (KNOW-ECO) 48 9.24 Centre for Energy Technologies (KNOW-ECO) 49 9.25 Mobility & Traffic Supervisor (KNOW-ECO) 50 9.26 House Lumina (KNOW-ECO) 51 9.27 Exploitation of Brands (NGSP) 52 9.28 Create Open Arenas (NGSP) 53 9.29 Access to Finance (NGSP) 54 9.30 Entrepreneurs for the Future (e4f) Centre (NGSP) 55 9.31 MITZ – Integrated Fraunhofer PAZ (NGSP) 56 9.32 Research Campus and Science Centre (NGSP) 57 9.33 Project Cooperation by SMEs & Science Parks (NGSP) 58 9.34 Capital for Innovation (NGSP) 59 9.35 Supporting SMEs to get Funding for Knowledge 60 9.36 CsaVRI (NGSP) 61 9.37 Voucher for Technology Transfer (NGSP) 62 9.38 Education and Education Facilities (NGSP) 63 9.39 Support Financing University Chairs (NGSP) 64 9.40 UVaR-management of Patent Sector (NGSP) 65 9.41 Incubation and Market Dynamics (NGSP) 66 9.42 Integrated, Strategic & Action Oriented Approach (NICER) 67 9.43 Development of Consortia for a MNE (NICER) 68
  • 26. DISTRICT+ Good Practice Guide: 2013 26 9.1 Research Centre EIT+ (SPWW) Fostering Innovation via co-operation of Academia, Government & Business Wroclaw Research Centre EIT+, established in 2007, is a unique undertaking in Poland, dedicated to fostering innovation based on the co-operation of academia, local government and innovative business. The company’s shareholders are the largest universities in Wroclaw as well as the authorities of the city of Wroclaw and the region of Lower Silesia. EIT+ is currently developing its new Pracze Campus – the most significant Polish R&D investment in recent years. A network of laboratories and offices, which are already under construction, will meet world class standards with regard to equipment, infrastructure management and R&D support services. Wrocław Research Centre EIT+ Campus (The Pracze Campus) is a priority scientific and technological investment in Wroclaw. It covers an area of 27 hectares, located 13 km away from the city centre. The strategic goal of the company is to organise and carry out interdisciplinary research activities as well as knowledge management and transfer particularly in the following areas: biotechnology, medical technologies, nanotechnologies, advanced materials, telecommunication technologies and climate change. Inside the buildings, apart from laboratory spaces, there are offices, seminar and conference rooms together with back-up amenities. The Pracze Campus has become even today an attractive meeting place for Wroclaw’s environmental scientists, scholars from other regions and countries, who realize joint projects. Projects conducted  EU FP 7 TEPSIE PROJECT  NANOTECHNOLOGY PROJECTS  BIOTECHNOLOGY PROJECTS  CLIMATE PROJECTS  INFORMATION AND COMMUNICATION PROJECTS  COMMERCIALISATION PROJECTS
  • 27. DISTRICT+ Good Practice Guide: 2013 27 9.2 Oxygen Accelerator (SPWW) Support the establishment & growth of early stage SMEs with finance and mentoring A programme that catalyses early stage technology start-ups and rapidly creates a technology community. Oxygen Accelerator is a joint venture between Birmingham Science Park Aston (BSPA) where it is based and a local Entrepreneurial Angel investor. The objective of the programme is to source start-up companies with high-quality potential and provide the conditions for that potential to be realised with early growth, creating jobs and providing the environment needed for retention of investment in Birmingham. In May 2011 BSPA launched the Oxygen Accelerator programme and took applications from a worldwide audience, receiving interest from 22 countries. Each business receives up to €21,000 to enable them to survive the duration of the 13-weeks for 8% equity in exchange for the programme to the investor. The programme delivers intensive mentoring support for the businesses and allows for free desk space alongside the Entrepreneur for the Future incubator (E4f). The programme culminates with series of investor days where participating businesses 'pitch' to a large, carefully selected group of Angel investors, Venture Capitalists and Private Equity groups for next stage funding. 80 investors attended the event for the first group of beneficiaries. Outputs from the programme are the following:  Global Awareness: Applications received from businesses in 22 countries.  44% (4 of 9) businesses remaining on site creating high-quality jobs.  A public/private partnership:
  • 28. DISTRICT+ Good Practice Guide: 2013 28 9.3 Virtual Technology Platform (SPWW) Video-conferencing & Visualisation Services to support the growth of SMEs The Virtual Technology Platform (VTP) supports next generation of entrepreneurs and SMEs who require leading edge connectivity and facilities to develop and grow their business. The VTP assists in driving the knowledge economy by providing fit-for-purpose digital facilities that connect creative locations across the world to provide a network facilitating global exchange of ideas, trade and investment to promote growth. The main benefit for SMEs is that this facility will save them time and money by linking up overseas markets through virtual meetings thereby saving on cost and time. The facilities have been further enhanced through the collaboration with global corporate(s) and other science parks that have similar technologies. Through this network of ‘Science Parks without Walls’, SMEs engage with customers, suppliers and collaborators to have higher quality discussions. A facilitation service can also be provided to enable a level of trust to be quickly established and accelerate agreement. This facility assists in attracting business into centres and improves global reach without the loss of the business. The Video-conferencing facility has been used across the transnational partnership and this has proved to be an invaluable platform for communicating and pitching for ideas. As profits increase this will safeguard jobs and new jobs will be created through new trade and investment. Figure 2: Visualisation diagram to facilitate effective meetings There are many definitions of what makes an effective meeting but most of them state that the effective meetings; achieve the meeting’s objective, take up a minimum amount of time and leave participants feeling that a sensible process has been followed. In this guide, created and evaluated in project SPWW, you get to learn about our experiences regarding digital meetings. The guide is divided in to four parts: Technical platform, Tele-presence Etiquette, during the meeting and Visualization/templates.
  • 29. DISTRICT+ Good Practice Guide: 2013 29 9.4 Special Economic Zone (SPWW) Creating zones to attract FDI and create commerce A solution to economic growth of a region is the establishment of a Special Economic Zone. Wałbrzych Special Economic Zone "INVEST - PARK" is one of the fastest developing industrial zones in Poland. Wałbrzych Special Economic Zone (WSEZ) is composed of 41 Subzones. WSEZ is one of the top 5 EU investment zones confirmed by the ranking of British publication FDI Magazine Financial Times, which examined 600 SEZs. One of the solutions to economic growth of the region was establishing of the Special Economic Zone. Main strong points of the Zone are possible allowances against taxes for the investors and other encouragement. Entrepreneurs can get a public assistance amounting of up to 50 % of incurred investment costs or 2 - year labour cost of new employed workers. The economic assistance for small sized investors is increased by 20% and in case of medium sized investors is increased by 10% All subzones have modern technical infrastructure. Subzones are situated in geographically convenient locations. This is an additional strong point for investments within the Zone. Attractiveness of the zone is increased by a well-developed transport network (road, railway and international airport). Wałbrzych Special Economic Zone "INVEST - PARK" has attracted almost 200 investors consisting of global corporations which have built or are building their factories in the zone.
  • 30. DISTRICT+ Good Practice Guide: 2013 30 9.5 Industrial Park Brasov (East INNO Transfer) Technology and Management Knowledge Transfer via Private Initiative Industrial Park Brasov is a private initiative designed for technology and management knowledge transfer to private or public organizations using the model of some foreign and Romanian large companies. The park supports the SME and also new foreign industrial investments interested in fast growth. IPBrasov is a successful form of public-private partnership with IPBrasov being a private organization that reflects public policy. The public stakeholders are local public authorities that co-operate for solving the infrastructure problems and use IPB as a "local centre of growth" to reach indirect beneficiaries. The initial strategic goals ares: 1) Create a modern industrial frame for new jobs; 2) Transfer of specific knowledge for ecological solutions; 3) Formation and development of human resources; 4) Promoting a new management approach. Today the strategy of IPB is more complex and includes an emergent interest for the transfer of new technologies in developing eco-friendly industrial infrastructure. The direct beneficiaries are companies that use the park facilities and other companies working with the first category. The main key success factors are the basic "greenfield solution" and the private financial support and management.
  • 31. DISTRICT+ Good Practice Guide: 2013 31 9.6 Mock Boards (East INNO Transfer) Developing academic inventors' skills and horizons to act commercially Creating an environment to nurture potential University spin-out activities and embed corporate practise with Postgraduate researchers and University academic staff. Mock Boards introduces academics to the roles and responsibilities of being a Director in a commercial enterprise. Academics by their very nature tend to have excellent skills in communication, research and problem solving, but in many cases lack business experience. Whilst there are many theoretical guides for the development of business acumen, there is nothing quite like taking part and doing it. It is also important that management and administration staff are involved to ensure that they can help to incubate companies prior to official spin-out. The Mock Board approach involves academic inventors, University management and administration staff in a structured approach to developing potential IPR and commercial opportunities. The structure simulates a board of Directors meeting in format, roles and responsibilities. This introduces skills and procedures that project leads require if the opportunity grows into a spin-out company. Skills, experience and knowledge for these roles are drawn on from across the University. People are seconded from the Law school, the department of Enterprise & Commercial Development and the management & administration staff from relevant faculties. Since we started using Mock Boards at Staffordshire University we have used them for seven potential spin- out companies. This has been hugely successful. We have managed to convert some of the potential spin- outs into new companies that are trading from the foundation that they had during the incubation period and the mock board. Through this process we were also able to determine that one project should not become a spin-out and should trade from within the University instead. We also determined that 2 projects should not be taken any further forward, thus reducing our risk and time. In terms of other outcomes, it is clear that University management and administration staff have learnt more about what is required to support internal and external enterprise.
  • 32. DISTRICT+ Good Practice Guide: 2013 32 9.7 Preincubation (East INNO Transfer) Support to SME, Entrepreneurship and SMEs Pre-incubation is an educational service that removes high risk and huge costs the characterized by these services. The aim of pre-incubation is to prepare young people to establish own company. Academic Entrepreneurship Incubator of Wroclaw University of Technology (AEI WUT) cooperates with student Foundation MANUS to host the clients of pre-incubator. Pre-incubation lasts for one year and during this time young businessman received from Foundation account and personal advisor. This phase is very important stage during which a lot of interesting information can be obtained. Target groups of the pre- incubator are students, graduates, Ph.D. students, researchers and teaching staff. The client can be private person with idea of starting and managing a business, a business plan or concept and an invention or innovation. They need to test the market of their products and services prior to the creation of an own business. The pre-incubation at WUT has set up a range of services for the entrepreneurs in the pre- incubation stage, e.g. training on the marketing of products and services, international marketing, project management, financing, IPR; support for business plan construction, internal and external consulting. It allows carrying on business under the protection of Incubator and Foundation without establishing company. The pre-incubation allows its client to develop their ideas without necessary of registration their business. Without the support from the pre-incubator staff, the company would not have been able to go that far. Important factors for success are the close links with university, the support in entrepreneurial matters, and the individual advice for establishment and refining of the business idea.
  • 33. DISTRICT+ Good Practice Guide: 2013 33 9.8 Knowledge Transfer Partnerships (East INNO Transfer) Knowledge transfer between HE (Higher Education) and SMEs “KTP is Europe’s leading programme helping businesses to improve their competitiveness, productivity and performance through the better use of the knowledge, technology and skills that are available within the UK knowledge base.” “A KTP involves the formation of a Partnership between a business3, an academic institution and a recently qualified person, known as the Associate, to facilitate the transfer of knowledge and embedding of new capability within the business organisation.” KTP provides academics with the unique opportunity to engage with businesses. They can develop business relevant teaching and research; apply knowledge and expertise to important organisational problems; and identify new research themes and undergraduate/postgraduate projects. “It was essential, in order to prosper as a company, that we embrace innovation and move into higher-value markets. But at the time, we simply did not have the necessary skills and resources. We wouldn’t have been able to do what we have without the support of Staffordshire University and the KTP Associates.” Clive Durose, Managing Director, Clive Durose Woodturners Limited A recent study of KTP undertaken by CIHE1 concluded that ‘the KTP model in its fullest sense, from the identification of a business need through to completion of the project and final reporting, in not merely a series of processes but one single integrated model and, as such, the integrity of the KTP model should be retained, as each element has been found to have a specific, recognised purpose in building the partnership; facilitating knowledge transfer and the development and the embedding of innovative capacity (within the business)’. 1
  • 34. DISTRICT+ Good Practice Guide: 2013 34 9.9 Institute of Applied Entrepreneurship (STEP) Developing Entrepreneurs with an integrated approach The Institute of Applied Entrepreneurship at Coventry University has created an integrated model for the development of entrepreneurs. The aim is to create lifestyles of entrepreneurship which can be achieved through focusing on  Personal development as an entrepreneur  Providing entrepreneurial skills, and  Providing business skills to exploit and implement new ideas. All three areas should be in equilibrium to create sustainable success, which is needed to stimulate socio- economic growth. This model also acknowledges the fact that no two businesses are the same and therefore support should be tailored to the specific needs of a person and business. This support can and should change as the person progresses through different phases of obtaining knowledge, pre-incubation, incubation and commercialisation. Various specialist units exist within the Coventry University group supporting this model such as the Serious Games Institute and the Health Design Technology Institute. Within this integrated support system all areas of business from idea development to the growth phase are addressed. This involves specific activities such as providing appropriate and flexible infrastructure, mentorship, funding as either grants or loans, knowledge through educational programmes, and providing support for creative problem solving through research, and networking opportunities. The Institute of Applied Entrepreneurship teaches enterprise related modules to over 1,000 students at Coventry University. It runs and manages several support programmes which stimulate wealth for the region such as, Student Placement in Enterprise Education (SPEEd), with the aim of creating 40 jobs per year. The IAE is a hybrid team with a mixture of both academic and project management staff supporting each other. The IAE played a pivotal role in securing the Times Entrepreneurial University award in 2012/13 for the University.
  • 35. DISTRICT+ Good Practice Guide: 2013 35 9.10 Shorter Knowledge Transfer Partnerships (STEP) Knowledge transfer between HE (Higher Education) and SMEs Shorter Knowledge Transfer Partnerships form a collaborative UK government funded scheme that aims to meet a specific business need or solve a specific problem of tactical or strategic importance for a business. Background information on the Shorter KTP is as follows: • Deliver Knowledge Transfer Partnerships: 10 to 40 weeks duration • Each partnership will be formed by a regional company, regional university and qualified associate to deliver a specifically defined knowledge transfer project. • The project is managed by Coventry University Enterprises and delivered in partnership with Technology Strategy Board and Wolverhampton University with collaboration from other West Midlands‟ universities. One of the main benefits of Shorter KTPs (SKTP‟s) is the reduction in cost of utilising the expert knowledge of graduate and associated academic expertise as well as helping the business to achieve high impact deliverables in a shorter time frame. Some 60% of the actual cost of the SKTP is subsidised by Government leaving the SME to find £380 per week (Napier, 2011). SKTP‟s have several benefits namely: • Accessing highly qualified people to spearhead new projects. • Accessing experts who can help take organisations forward. • Developing innovative solutions to help organisations grow.
  • 36. DISTRICT+ Good Practice Guide: 2013 36 9.11 Methodologies of transferring know-how and technology (STEP) Benchmarking & Transfer of Policies and Instruments for Business Support Benchmarking of best practices in the area of business support at regional and sub-regional levels and the need to create tools and mechanisms that will transfer best practice from one region to another. Regions had to provide details on how much resource they put into certain support structures and what the results were coming out of this intervention. Regions were also required to provide a substantial amount of data concerning their region and the specific agency they worked for in order to make the comparison useful. Activities included regular study tours between groups of eight project partners and dissemination via various information tools such as newsletters, websites and reports. Through EURBEST, regions were improving their ability to intervene using public policy and financial instruments to improve business support. Furthermore, representatives from Regional Development Agencies were benefiting from the decrease in duplication of policy information as well as the increased credibility of this interregional cooperation approach. By using the jointly developed tools, the project participants managed to identify 39 best practices (out of which 11 were implemented by the project partners), in the form of programs, contests, and other undertakings implemented by them, aimed to support enterprise development were identified among the project participants. What is more, obstacles were identified which make it difficult for institutions supporting enterprises to reach target groups for their services. At the end, a cooperation network was created among the project participants, under which the implementation of joint undertakings and new projects will be continued by using a website. Transferring of know-how through study-visits and staff exchanges can help to identify best practices in the field of competitions and other activities aimed at supporting the development of entrepreneurship in technology parks.
  • 37. DISTRICT+ Good Practice Guide: 2013 37 9.12 Innovation Vouchers (STEP) Support for innovating SMEs An Innovation Voucher provides funding so that your business can work with an external expert for the first time, gaining new knowledge to help your business innovate, develop and grow. Innovation Vouchers is a unique demand-led scheme that invites SMEs to apply for a £3,000 voucher to purchase academic support from any of the thirteen universities in the West Midlands. The vouchers are not only available for technology-led innovation but can also be used for the management of the innovation process such as finding effective and efficient savings. The scheme prioritises applications in Health and Medical Technologies, Environment/Energy, New Materials, Digital Media and Transport. The Innovation Voucher will give you experience of how to work collaboratively with external experts as well as helping you to move forward with a particular idea. The Innovation Voucher can also be used to help you think through an idea that might lead you to apply for other types of support such as offered by the Technology Strategy Board. In the case of Aeristech Ltd, a company who develops proprietary electric turbocharger systems and high performance electric motors for engines and compressor applications, the voucher was used to provide assistance with automotive electronics, Electronic Control Unit (ECU) programming and control strategy to find one or more simple and effective ways to interface with the engine's ECU. Birmingham City University provided the feasibility of using Sliding Mode Control, and they are now able to follow on from current customer demonstrations projects (Innovation Vouchers, 2010).
  • 38. DISTRICT+ Good Practice Guide: 2013 38 9.13 Manufacturing Technology Centre (STEP) Collaborative research and development with a focus on the engineering sector The Manufacturing Technology Centre (MTC), based on Ansty Park near Coventry, is home to a collaborative partnership between industry, universities and R&D organisations with its role being to support UK manufacturing companies improve their competitiveness. The MTC received public funding totalling £40.5 million and opened in 2011. It concentrates on assembly, fabrication and joining technologies, as well as acting as a bridge between university development and testing work and full production businesses. To date MTC has been successful in recruiting high profile industrial partners including Rolls-Royce, Jaguar Land Rover, and Airbus to the Park which are pivotal to the success of the venture.
  • 39. DISTRICT+ Good Practice Guide: 2013 39 9.14 Establishing an institute of Automotive Expertise (STEP) Creating long-term development partnerships and networks The Institute of expertise in car mobility - IKAM offers numerous opportunities for research, development and application of products, production technologies and services. Created as a result of an external study analysing the cluster situation within Saxony-Anhalt an institute of Automotive Expertise was established, because one good practice cluster identified was the Cluster MAHREG Automotive (more than 160 members and a potential of 250 companies). Here scientific institutions and companies work together within projects, share staff to a certain amount, share machines, organise joint both presentation during fairs and technical events. But the study pointed out that a research and development institute was missing. The Ministry followed the goal to establish such a missing research & development institute. Looking at the objective of realising such an Institute of Competence for AutoMobility (IKAM) the Ministry requested at first a concept as a guideline for the realisation. The automotive cluster as well as the regional companies, research institutions like University or Fraunhofer and the federal government of Saxony-Anhalt were involved in the concept phase. Within the concept, future trends were presented, necessary equipment, locations, staff and timescales as well as expected and planned outputs. The results being securing and creating new high-quality jobs, improve education level; Companies within the automotive industry are researching and developing the cars of tomorrow together with academic experts at the Institute of Automotive Expertise - IKAM. The results of the research & development enter into new components, efficient systems and innovative manufacturing technologies. Supporting training activities assure that the labour force is highly qualified.
  • 40. DISTRICT+ Good Practice Guide: 2013 40 9.15 Fostering Innovative SMEs (STEP) Supporting innovative SMEs through an efficient internet platform A portal that leverages local activities and resources to create valuable guidance and support measures for entrepreneurs, enterprises, networks, and branches in cross-border cooperation and innovation. The effectiveness of the portal is demonstrated by the benefits as the platform contributed to: the mutual selection of nine core branches, the successful implementation and documentation of eight core branch conferences with more than 600 participants, of which 50% were entrepreneurs, as well as the identification and public acknowledgement of 19 best practice examples all represent valuable navigational guidance and support measures for enterprises, networks, and branches in cross-border cooperation and innovation. The key organisations involved to make the project works are the Economic Development Board, Economic Development Corporations, Regional Development Agency, Regional Offices and the Marshal Offices. The project was directed to strengthen the economic potential of regions and to competitiveness of enterprises through developing capabilities of technology transfer from research units and centres to SMEs and to support the existing and newly formed industry cooperation networks covering the borders regions of Poland, Czech Republic and Germany in selected branches. Establishment of 3-Countries joint co-operation and innovation portal was one of the project components. The Internet portal has been released on the 4th of October 2004, as a platform with a joint three national and 4-lingual information- and communication base of the 3-CIP partners from Germany, Czech Republic and Poland. The portal considers itself mainly as a service for the Core Branch Teams as well as for enterprises and innovative networks. The Website became a network navigator to support SME by across national partner searches and co-operations initiations. The Web Portal contributed to the strengthening contacts between beneficiaries, sectors and stakeholders (involving policy-makers at the local, regional and national level) in the partner regions.
  • 41. DISTRICT+ Good Practice Guide: 2013 41 9.16 Effective “Triple Helix” methods (STEP) Using a technology park as a “Triple Helix” collaboration catalyst The Innovation and Science Park enabled better identification of the Regional Innovation System (RIS) elements as well as the ability to undertake effective actions to ensure cooperation between the elements. Main aim of the practice was to carry out actions leading to the establishment of the Lower Silesian Innovation and Science Park. The process of the establishment of the Lower Silesian Innovation and Science Park was started by the signing of an agreement of intent by the local government and city authorities (Lower Silesian Voivodeship (region), City of Wroclaw), Wroclaw University of Technology, Municipal Water Supply and Sewerage Company and business support institutions (Wroclaw Regional Development Agency, Wroclaw Agglomeration Development Agency). Consistent cooperation between elements of the Regional Innovation System (RIS) led to the formation of the Lower Silesian Innovation and Science Park, whose share capital was PLN 10,250,000 at the initial stage of its operation. During the first period of the Park’s activities, this institution was only involved in the implementation of soft projects (a total of 16 projects, including, e.g., Innovation Incubator – initiation of business activities based on innovative inventions; spin-off and spin-out Ac@demy; Cooperation of science and enterprises forming the basis for the construction of networks and for innovation in Lower Silesia; Next Generation Science Park; Development and promotion of the Cluster of Innovative Manufacturing Technologies in Lower Silesia). The implementation of work contributing to the formation of the Lower Silesian Innovation and Science Park allowed us to better identify RIS elements as well as to acquire and improve the ability to undertake effective actions designed to ensure effective cooperation between these elements.
  • 42. DISTRICT+ Good Practice Guide: 2013 42 9.17 Prevention and Reduction of Unemployment (STEP) Roczne/rrwarr_2009.pdf Support & promotion of entrepreneurship and self-employment ‘Your own business: an opportunity for active persons’ reduced unemployment through targeting of economically inactive people with business ideas and the desire to start their own company. The project also sought to increase take-up of space on technology parks where entrepreneurs are ideally situated in terms of incubation space and wider support networks. The main aim of the practice was to reduce unemployment, in particular among persons living in rural municipalities, mixed urban-rural municipalities and in cities with a population of up to 25 000 people, including unemployment among women (in particular those returning to the labour market after a period of absence for childbirth and child rearing or entering the labour market for the first time). The practice comes from project entitled “Your own business an opportunity for active persons”, implemented by Wroclaw Regional Development Agency between July 2009 and May 2011 under the Human Capital Operational Programme 2007 – 2013. The Lower Silesian Voivodeship Labour Office in Wałbrzych, Wrocław Branch, was the implementing Agency. The project target group included unemployed persons (including long - term unemployed persons) and economically inactive people who have an idea for a business and want to start their own business. The project was directed to 120 people belonging to the following groups: unemployed people (90), including long-term unemployed people (5) and occupationally inactive (30). The types of assistance provided under the project: • Training and consulting for people interested in starting a business, • One-time investment grant transfer up to 40 000 PLN - the financial resources to cover expenses related to starting a business, • Bridge support:
  • 43. DISTRICT+ Good Practice Guide: 2013 43 9.18 Innovation Club (STEP) Cooperation between universities, Local government and Businesses The intention of the Innovators Club, established at the Wroclaw University of Environmental and Life Sciences in December, is the creation of multidisciplinary units/teams originating from universities and the development of their proposals to the problems raised by local governments. Innovative solutions will be selected in a competition and cooperation with business and the active participation of winners teams have to ensure the effective implementation of the proposals developed. Benefits for academic institutions participating in the Innovators Club will be e.g. preparation of the students for entering the labour market, promotion of the most creative team members and enhancing their employability, promotion of the universities involved in the Club, knowledge and technology transfer, participation in the development of the region, and enhancing the experience of university employees. Benefits for local governments will include e.g. ability to solve local problems, the implementation of innovative projects, finding funding opportunities for projects, acquiring staff, effective promotion, obtaining practical experience in co-operation with universities. Last partner in the Innovators Club - Entrepreneurs - will have the opportunity to implement innovative projects, eliminate the risks associated with the implementation of new technologies and solutions, acquisition of creative workers, build confidence in the cooperation between science and business, and increase revenue.
  • 44. DISTRICT+ Good Practice Guide: 2013 44 9.19 CABLED (KNOW-ECO) Coventry & Birmingham Low Emission Demonstrator The West Midlands Low Carbon Vehicle Technology Project represents a collaboration between leading automotive companies, sector representative organisations, and research institutes in England's West Midlands, designed to stimulate R&D activity into the development of enabling technologies to accelerate the introduction of next generation low carbon vehicles into the UK economy. CABLED project made Ultra Low Carbon Vehicles available to a wide cross section of real world users and collected data on their everyday use. The primary aim of this project is to show that ultra-low carbon vehicles are now a practical alternative to conventional cars in urban environment. This also includes a show case of 110 low carbon vehicles, infrastructure requirements, and to evaluate real world usage data to allow final development. The funding for this project is part-funded by the Technology Strategy Board with support from Advantage West Midlands, with the consortium members coming from Institutes includes, Coventry University, University of Birmingham, Aston University and companies including Micro Cab, TATA, SMART, Mitsubishi Motors, Jaguar and E-ON. The project’s success has been a result of: a) Clear project objectives throughout the life cycle b) Investigating costs of the mass uptake along with the attendant environmental and economic benefits c) Catalyst to develop the supply chain in the midlands for the electric car components d) Cluster creation and global industry awareness increased
  • 45. DISTRICT+ Good Practice Guide: 2013 45 9.20 Competence & Demonstration Center (KNOW-ECO) Competence & Demonstration Centre: Building Control Systems & Energy Efficiency A test & demonstration facility to optimize energy efficiency in buildings using different approaches. A core element of the centre is the analysis of usage data of different users or buildings respectively. These data converge on a common data base and thus provide a voluminous monitoring which may help a company for example to decide whether there are investment or non-investment measures necessary to reduce energy consumption. The competence and demonstration centre should fulfil the following tasks: automation of energy consumption management for users and owners; optimization of energy consumption values set off assets such as real estate in the country; permanent control and influence to increase energy efficiency (reduction of operating costs); results obtained in these processes, research and qualification results shall have an immediate and prompt effect for public authorities and companies; permanently useful training and consulting institution to provide education and training to highly motivated professionals from the region with the goal of practice-oriented graduates, engineers and skilled workers for the companies. Significant companies have committed interest and support concerning these plans. The building stock offers a considerable potential to be able to obtain energy and emissions savings within the next years. Approx. 40% of the German energy consumption and about 20% of the CO2 expulsion are caused in the property management field. Before major investment projects must be made it is often enough already to exert influence on user behaviour in order to achieve savings in energy consumption. Since most companies and public institutions do not have an energy management system, pilot projects should be initiated with appropriate energy saving measures and energy-efficient behaviour of employees should be encouraged. As a result of the energy-consumption monitoring, investment and non-investment measures are possible. Non-investment measures would be such as to influence consumer behaviour. Alone such measures can lead to a reduction of energy consumption by 15-20%. Investment measures would be the automatic regulation and control of buildings or certain areas in accordance with the relevant user behaviour and demands.
  • 46. DISTRICT+ Good Practice Guide: 2013 46 9.21 URBAN E-MOBILITY (KNOW-ECO) RENEWABLE ENERGY (LOW EMISSION Co2 ) Electric alternative to petrol Transforming transportation and at the same time decreasing pollution through True Electric Mobility vehicles. Emission free, reliable and cheap when it comes to maintenance service In 2007, all member states agreed to reduce harmful emissions by 20% by 2020. The goal at GOVECS is to offer the general public an alternative form of transportation that will rival any petrol-driven two wheel form of transport. This intention is stringently pursued in the product development of GOVECS. Vehicle designed specifically for urban transport, 15% less weight to any other marketed transport vehicle. GOVECS was founded in 2009 with the objective to provide clean, efficient, reliable and affordable transportation on the leading edge of technology for electrical mobility. Top engineers and designers are working on the development of electric vehicles that combine style and True Electric Mobility. The result of these endeavours is GOVECS’s portfolio: zero-emission vehicles - no fossil fuels, no oil and no compromise. All vehicles incorporate the advantages of electric mobility: They are silent, clean, highly efficient, economical and can be charged at any household socket. Due to clever engineering all GOVECS machines stand out with smooth handling and True Electric Mobility. Constantly increasing petrol prices, problems of global warming, increasing congestion in urban centres on the one hand, and the urgent need for individual traffic concepts while a growing number of areas restrict the use of polluting vehicles on the other hand call for a smart solution. At GOVECS we have developed a solution which allows a foresight in a better tomorrow already today. GOVECS is pioneering a revolution in personal transportation. Reducing the worldwide CO2 emissions and sustainably contribute to a better environment and quality of life - without any compromises in terms of fun and performance. No noise, no petrol vapour and no greasy parts. Only locomotion in its most beautiful way: quiet and environmentally friendly. Not only is environmentally friendly refuelling over the household plug 70% cheaper: in addition, electric scooters do not emit polluting particulate matter.
  • 47. DISTRICT+ Good Practice Guide: 2013 47 9.22 Galileo Test bed Saxony-Anhalt (KNOW-ECO) Specific Environment for Innovations and Development The Saxony-Anhalt Galileo Test Bed is an integrated environment of several real labs and test beds for research and development in the fields of logistics and transportation. As the Fraunhofer IFF is one partner of the test bed consortium, specific research topics in the application field of telematics and logistics are addressed as well. These developments are all closely connected to industrial application as the Saxony- Anhalt Galileo Test Bed offers the platform for testing the technical integration of, for instance, video- and radio-based identification and localization systems into logistics process environments. The working focus is to develop and to test new applications in the fields of communication and traffic, telematics and logistics as well as navigation and traffic for the logistics sector, the public transport and radio-based communication solutions. The vision is that there shall be specific developments and innovations in the sectors of transport, mobility and logistics. Such a test-field gives a lot of impulses for the connection between research and application and can be seen as applied innovation, this gets reinforced due to the fact, that the test-field is available to research and development institutions from all over Europe. Furthermore, first results are available like tracking and tracing via RFID used by a well-known fashion label or the public transport traffic management system in Halle for example. In order to handle the increasing traffic streams and to adopt transport systems to increasing demands as a result of demographic change, tightened aims concerning transport security, environment- and climate protection as well as efficient transport structure, it is necessary to promote such an institution like the Galileo Test-field.
  • 48. DISTRICT+ Good Practice Guide: 2013 48 9.23 STARK III (KNOW-ECO) STARK III: An Investment, Innovation and Impulse programme Stark III is the energetic rehabilitation of buildings of the communal and social infrastructure which can contribute significantly to the increase in energy efficiency in the building sector as well as to climate protection. Although STARK III is a funding programme (innovation and investment programme) it is tangent to the policy areas of the district+ sub‐projects. STARK III especially tangents the policy areas “innovative business development”, “spin‐off tools for industrial SMEs”, “development of technological incubators” and eco- innovation in high‐tech firms”. Due to the fact, that demonstration projects or pilot projects with low‐energy standard, passive‐house standard, zero energy standard or plus energy standard will be promoted and furthermore the regional and local introduction and application of new sustainable materials and innovative technologies shall be promoted as well, wherewith new knowledge and skills shall be gained with the aim to develop new products and processes to be regionally / locally introduced and disseminate their application in the market and therewith advertise; the link to the aforementioned policy areas becomes visible. In Addition, schools and day‐care centres which will get a funding as a pilot project can function itself as technological incubators. Furthermore, it can tangent the policy area of “clustering strategies”. Due to the fact, that the building sector is closely connected to the chemistry industry and, in terms of energetic renovation, to new materials, there could be a relation to the strong clusters in Saxony‐Anhalt “Chemistry/ Plastics” and “Bio Economy” which include a lot of enterprises/ SMEs in the field of production of building materials. In order to reach the programme goals four different funding routes where taken within STARK III: a) ERDF‐Energetic Rehabilitation (funding priority 1): b) ERDF‐Pilot Program (funding priority 2): c) EAFRD‐Energetic Rehabilitation of Day‐Care Centres (funding priority 3): d) EAFRD‐Energetic Rehabilitation of Schools (funding priority
  • 49. DISTRICT+ Good Practice Guide: 2013 49 9.24 Centre for Energy Technologies (KNOW-ECO) Small Scale Energy Technologies Laboratory and Experimental Low-Energy Facility The Centre for Energy Technologies (CTE) in Swidnica, Poland is located in a distance of about 60 km south- west from the City of Wroclaw and is a super-intelligent building – a kind of a small scale energy technologies laboratory and an experimental low-energy facility, with an area of about 1200 m2. Without any doubts, it is one of the most innovative investments in Poland and in the Lower Silesia Region. In terms of demand, the object is a technical background for research, education and development projects, as well as a commercial building for a group of companies cooperating in the framework of “Clean Energy Houses” initiative, managed by the Free Enterprise Association. The initiative was developed on the basis of Lower Silesian Cluster of Renewable Energy. “Clean Energy Houses” group consist of companies and research units developing and commercializing new technologies associated with energy efficient construction and small scale technologies, using renewable energy sources (RES) for buildings. The object also serves local governments interested in designing and using these technologies in planned investments. CTE innovative project, thanks to public funding, has a big potential to promote micro-generation and energy efficient construction technologies as well as companies offering such technologies. Promoted solutions, presented in a specially arranged exhibition space in the CTE building, will hit the market by energy systems solutions for houses and service buildings. The CTE object already supports companies from the Cluster, both in terms of testing existing technologies (solar and photovoltaic panels and heat pumps testing stations) and development of highly innovative technologies (i.a. parabolic collector with an energy storage in the mineral deposit). The infrastructure, sensors and advanced building management system (BMS), enables collection of reliable data on the actual performance of several energy installations operating in the building. Demonstration and test functions allow potential investors to reduce the investment risk related to selection of expensive technologies.
  • 50. DISTRICT+ Good Practice Guide: 2013 50 9.25 Mobility & Traffic Supervisor (KNOW-ECO) Eco-Innovation with high-tech technologies and public-private partnership The good practice “traffic supervisor” improved the performance of the road network and the public transport system within Florence metropolitan area and at the same time reduced pollution. This was implemented via the use of an “informatic supervisor” which allows the collection of data from various sub- systems to optimize traffic performances and manage transport systems and infrastructures. The supervisor is the nodal point of a number of subsystems interacting together. The centralization and standardization of data and information allows local administrators to develop new services to end users and, most of all, allow innovative enterprises to deliver new services via open access to the collected data. The innovations brought due to the supervisor project to the mobility management was huge, as well as the benefits supplied to commuters and dwellers of the Province of Florence. Benefits can be summarized as followed:  Increasing efficiency and traffic thinness, effecting customers behaviours in virtue of the punctual information provided in real time  Real time measurement, evaluation and modification of policies for the management and control of mobility network machines (ZTL systems, electronic gates, traffic lights , etc. )  Reduced infrastructure costs and improved timeliness and relevance of information provided to the user through the use of the vehicles circulating in the network as data loggers (Floating Car Data) The project needed for its realization a solid and continuous cooperation between public authorities and companies. This represents a good practice of public-private partnership for the management of projects.
  • 51. DISTRICT+ Good Practice Guide: 2013 51 9.26 House Lumina (KNOW-ECO) HOUSES XXI - New Qualities in Living Solutions A significant case of eco-innovation with the use of high-tech technologies and public-private partnership. House Lumina is the first project from the collection HOUSES XXI, which will be built in Poland. The object is to develop exemplary housing solutions certified by experts from the Polish National Energy Conservation Agency that meet demands of a modern family, combining comfort with a concern about the state of the houses nature surroundings. Lumina House is an energy efficient, ecological sound and healthy, functional and comfortable, intelligent, optimal and affordable new build solution for a family. The project is focus on the:  Low energy consumption (especially thermal energy)  Using an additional heating systems  Recovery of rainwater from the roof and parking Lumina house meets the requirements of low energy class 1. It is 50% of energy consumption in a traditional house. This model building uses elements such as solar panels, natural ventilation through windows placed in the roof, low-e coating windows. The simulation results of daylight factor for Lumina home provide a good availability of natural light on 3 floors and interesting changes in level between floors. The programme attracted preferential loans granted by the Government or banks for energy efficient and ecological building. The resultant buildings attracted a higher market value due to the energy efficiency and ecological building materials.
  • 52. DISTRICT+ Good Practice Guide: 2013 52 9.27 Exploitation of Brands (NGSP) Initiatives for economic growth and creation of new jobs in the region A strong trademark earned and built up during long time, is applicable to different types of objects. A science park holding a well-known name or trademark, perceived as a strong brand, would easier attract companies and other stakeholders to become members of its park. During the interview phases of this study it was pointed out that the attraction value of famous and well- known existing trademarks and brands would spill over to other areas when used in a relevant and adequate way. Most of the science parks in the Region have been developed during the last 10-15 years, in a so called "Triple Helix Concept", linking research, education and business closer to each other aiming to strengthen the innovation system. By exploitation of already existing strong brands or trademarks when establishing a new science park, the credibility and the visibility of the park will be increased. These findings are transferred into Good Practices. Sahlgrenska Science Park, SSP, focused on Life Sciences, is tasked to help new companies in the Region to get the best possible start for their business activities. Sahlgrenska Academy and Sahlgrenska University Hospital are since long well-known units in Sweden and internationally, the Academy attracts and educates skilled students to different university programs and the Hospital is the biggest university hospital in Europe with several world-leading specialist competences within its premises. The Swedish Nobel prize winner in Medicine in 2000, Mr Arvid Carlsson, has a background from Sahlgrenska Academy. The Sahlgrenska Science Park established in the vicinity to the Hospital and the Academy would benefit positively by using the strong brand of those institutions.
  • 53. DISTRICT+ Good Practice Guide: 2013 53 9.28 Create Open Arenas (NGSP) Finding Good Ideas: Initiating and Launching Successful Projects Pioneered by Gothia Science Park, Open Arena is a development method that systematically is working to create the best possible conditions to initiate and launch successful projects based on a good idea. Bringing ideas into commercialized products and taking them to the market is identified as one of the major tasks for science parks. The Open Arena concept gathers researchers, public partners and enterprises around new technology projects and programs. The role of the science park is to initiate projects and programs, create the platforms, linking together public partners, researchers and companies, and finally to appoint the responsible leader for the project. By creating Open Arenas around the society's need for new technology and solutions, the science park will increase its value and attraction forces for companies, researchers and public partners to become partners or members of the parks. Open Arena Lindholmen is a concept and working method for projects at Lindholmen Science Park where emphasis is placed on collaboration. Its serves as a base for programs and projects initiated and conducted at the park. The environment provides workstations, lab environments and other advanced IT infrastructure necessary for the projects. For example, Lindholmen Safety Arena includes the competence Centre SAFER, coordinating projects and activities connected to vehicles and traffic safety. Safer has 22 partners in industry, academia and the government sector, which are involved in cross-disciplinary reserach projects. Over 40 projects and feasability studies are currently under way. Lindholmen Science Park was founded with the goal of bringing together business, education and the public sector in the old harbor area. New architecture complements the genuine wharf buildings, which are being populated with new content. Lindholmen Science Park has since its start of operations in year 2000 initiated 8 Open Arena projects or programs, and Lindholmen Science Park is the meeting place for some 300 companies. Several reserach centres and Institutes are also present within the area.
  • 54. DISTRICT+ Good Practice Guide: 2013 54 9.29 Access to Finance (NGSP) Business Support Access to Finance Services for SMEs An Access to Finance (A2F) programme that provides a major part of the local business support services to local businesses via the science park. Minerva, based and operated by University of Warwick Science Park (UWSP) is a part of the wider “Access to Finance and Business Support programme of services “provided by the science park. This service is operated by a very experienced but small team who have worked with SME’s at all stages of growth and in most sectors for many years. The activities of the team fall into two broad categories: Business Readiness and Investment Readiness Business Readiness: An assessment of a business enquiry for funding or appropriate assistance Investment Readiness: Having the right plans in place Minerva has a network of 114 business angels with most within from the UK as well as some overseas. Businesses selected to present to the Investor Groups agree a 5% success fee only payable on attracting the funding. They are required to pay a small presentation fee to cover preparation, including reviewing and advising on their Business plan, advice on presentation style, arranging meetings with “experts” or angels and post presentation support. By offering a key Access to Finance service for many years as an additional facility to the core activities of property and incubation, the University of Warwick Science Park has been consistently interacting at all levels with SME’s from across the region, at all stages of development and across many different sectors. The variety of SME contact has allowed UWSP to be flexible to fit business type and stage of development and where its services of business readiness, investment readiness, technical marketing and proof of concept activities have helped clients in distress as much as those in growth and expansion.
  • 55. DISTRICT+ Good Practice Guide: 2013 55 9.30 Entrepreneurs for the Future (e4f) Centre (NGSP) Facility to support the establishment and growth for early stage SMEs The Entrepreneurs for the Future (E4f) Centre is a funded project that provides incubator space for new business start-ups at Birmingham Science Park Aston. In this role it is helping to create new businesses and through offering integrated business support and provides the conditions to assist in early growth including fit-for purpose premises. This offering promotes the regeneration agenda to diversify the region's economy, create new jobs in high-growth sectors and retain more of the city's graduate population. A steering group for the E4f project has been set up which includes representatives from Birmingham Science Park Aston (BSPA) including the incubation unit, universities in Birmingham and Birmingham City Council. Entrepreneurs for the future Centre has been supported from funding from UK central government’s Working Neighbourhood Fund and through ERDF succession finance. The facility at Birmingham Science Park Aston provides a base access to a complete business support package with a view to transforming early-stage businesses into investment-ready propositions. Beneficiaries of the programme are offered an initial period of 6 months' free access to a multi-occupancy incubation unit with full ICT support with free access to the BSPA facilities and services. A body of mentors also attend the E4f premises at BSPA to assist the entrepreneurs in areas of expertise: financial/tax; patents/intellectual property; marketing; legal matters; technology and Public relations. During the period September 2009 and March 2011 the programme achieved: 76 Entrepreneurs Advised; 20 Business Created; 40 jobs created. This led to successful bid to ERDF for succession funding to continue the development for the E4f programme. During the first 24 months of the E4f programme 50 companies were established. During this time to two new units have been added including a specialised gaming incubator allowing for significant expansion of the E4f offering. Sponsorship for the programme has been secured from two professional firms in the locality.
  • 56. DISTRICT+ Good Practice Guide: 2013 56 9.31 MITZ – Integrated Fraunhofer PAZ (NGSP) An Application oriented R&D unit (PAZ) integrated in an Incubator (MITZ) It is crucial for research oriented, innovative SMEs to get closer links to scientific establishments and larger companies or chemical parks for positive business development and increasing competitiveness. The business incubator MITZ with the integrated R&D centre ensures both as well as provides business areas (offices, laboratories) for settlement of start-ups/ young companies in the surrounding of R&D and chemical park. This PPP-project is in this way unique in Europe. It’s a joint project of MITZ and the Fraunhofer Society. Financed with a donation from public funds (Gemeinschaftsaufgabe) for improvement of the regional economic structure and supported with donations from the European Regional Development Fund (ERDF), the state of Saxony-Anhalt and the Federal Ministry of Research and Technology (BMBF). The Fraunhofer PAZ is a joint initiative of the Fraunhofer institutes IWM Halle and IAP in Golm. The installation of an application oriented R&D unit (Fraunhofer Society) integrated in an incubator (MITZ) located in a region characterized by a SMART Specialisation fosters:  Relationships between research – production – application  Application oriented research and development  Settlement of related companies in the region, especially in MITZ building Further effects:  MITZ as link between SMEs – HEIs – R&D  Higher value for processing companies by direct link to manufacturers / processors and related research establishments  Creation of a regional core of a research and development network  Creating an image of the region – „We talk chemistry“ … competence, and  increased economically competitive
  • 57. DISTRICT+ Good Practice Guide: 2013 57 9.32 Research Campus and Science Centre (NGSP) Co-operation between University, Research & Business with promotion of talent Supporting the creation of Public Private Partnerships (PPP) through Science Park delivered demonstration projects in an open innovation context. A “new” concept for the museum was developed. The idea is to create a location for Education and Experience for all interest groups – children, pupils, apprentices, students, adults from near and far with the aim to encourage interest combined with knowledge transfer in scientific-technical areas as well as active study and career orientation. The “Science Centre Merseburg / Erlebniswelt Chemie und Technik (world of chemical and technical experiences)”. The first project within the practice is generating more effective cooperation activities between Universities, regional research establishments and industrial partners. The second is focused on promotion of young talents/ professionals in scientific-technical areas. Innovation, increasing competitiveness and a positive business development as well as economic growth requires skilled workers, especially in technical and scientific areas. Caused by ongoing demographic changes and the declining interest of young people in technical and scientific careers an increasing shortage of skilled workers will be a significant problem for the region in future. That’s why it is important to develop new effective models – education and experience – for promotion of young talents/ professionals. Central point have to be the encouraging of interest in Science/ Technology of children and pupils (school projects, school labs), the support of apprentices and students through knowledge transfer and active study and career orientation combined with information and interesting exhibitions.
  • 58. DISTRICT+ Good Practice Guide: 2013 58 9.33 Project Cooperation by SMEs & Science Parks (NGSP) Enterprise Europe Network: Cooperation of science parks and SMEs in projects A science park can use an external organisation like the Enterprise Europe Network (EEN) to improving the efficiency, competitiveness and innovation of their SME network. The Enterprise Europe Network is an international support network of modern businesses. With funding from the European Commission companies can benefit from specialized and innovative services. The Enterprise Europe Network is also the mediator of the EU institutions which enables better understanding of the needs of small and medium enterprises. Constantly updated network databases contain thousands of profiles of companies from across Europe. The project organizes trade missions and cooperative meetings where you can personally meet potential partners. The EEN database increases every week by hundreds of new profiles, so it is one of the largest in the world. Registration in the database enables the company not only advertising but also the acquisition of cooperation offers. Many companies - especially SMEs - do not have adequate resources to effectively exploit innovative ideas or technologies. The task of EEN is to support companies and together find the best financial solution. Of course, financial intermediaries in the later stages verify the proposed solution. The strongest influence of the network usually is to make first contact with a potential investor, entrepreneur or a bank. Currently in Europe and the Mediterranean countries there are more than 500 units of the network. Enterprise Europe Network, however, is more than a single institutions located in various countries and regions. Exceptional value and network capabilities derive from close cooperation between centres, which enables them to quickly obtain and disseminate information. The activities of the centres is based on the principle of "always the right door," which means that all SMEs, which comes with a particular question, will be given the necessary information and access to personalized services tailored to their needs, using modern technologies and factually adequate network centres.
  • 59. DISTRICT+ Good Practice Guide: 2013 59 9.34 Capital for Innovation (NGSP) Supporting Entrepreneurs with Technologies & Commercialisation of innovations The objective of this practice is to increase the number of entrepreneurs where their operations are based on innovative solutions. These funds are open to business environment institutions which will offer support to newly established enterprises. In the first place, they will search for and select innovative ideas and, on this basis, help set up businesses. This is so-called pre-incubation stage. If the idea stands a chance for commercial success, newly established enterprises can apply for capital support. Please note that selection during the pre-incubation stage is a necessary pre-requisite for obtaining capital assistance. Supporting institutions withdraw from the project once the enterprise achieves a stable position enabling it to operate independently in the market. The withdrawn funds will be committed to future projects. Funding for the project consists of two components:  Grants for pre-incubation  Capital investment in newly established businesses. Capital investment occurs when the results of actions undertaken in the pre-incubation will indicate on the economic reasons of the new company conducting business activities based on an innovative approach, and there is chance to achieve profits through a new company. Capital input may include only entities that have passed the stage of pre-incubation (it is not possible to participate only in the second stage of support). Resources obtained after completion of the investment (i.e. the output of the investment) goes to the institutions supporting the establishment of innovative enterprises, for the purpose of continuing the activities of the same nature. Key recommendations related to the need to reducing the time of acceptance reports pre-incubation, prepare a description of good practices and directory of banned legacy in investment agreements. The report recommends the introduction in the future of a simple pre-incubation contract in any similar activities. Also increase the selectivity of applicants' selection via the introduction of additional criteria.
  • 60. DISTRICT+ Good Practice Guide: 2013 60 9.35 Supporting SMEs to get Funding for Knowledge Science Parks accessing funds to support SMEs for SP services Delivering a series of training and consultation cycles for the unemployed to enable them to find employment or start their own business. The activities were the logical sequence of events leading to the development and implementation of specific, individualized career path for the participants. Wroclaw Centre of Technology Transfer (WCTT) was founded in response to the need to establish an intermediary between science and economy. WCTT is a self-financing unit of Wroclaw University of Technology, acting as a non-profit organization. WCTT actively participate in the development of the region. The Centre's mission is to improve the efficiency and competitiveness through innovation. They focus primarily on promoting the use of research results in modern economy, as well as creating and promoting entrepreneurship, in the broad sense. Therefore, services are directed both to scientists and businesses (including young entrepreneurs and start-ups), scientific business consortia and R&D institutes. WCTT is one of the consultation points in Lower Silesia. It provides free information services, including issues related to doing business, as well as programs and forms of support to SMEs, in particular in the form of packets of information along with the granting of the necessary information related to the theme package. WCTT also provides information on the presentation and explains the rules for preparation of applications for support. Performs initial evaluation of applications and provides information on payments in aid projects available to SMEs from the central budget, structural funds, other programs and support instruments, and in particular from the Polish Agency for Enterprise Development. Often micro and small companies have trouble relating to the current activity and do not know where they can ask for help or advice. The purpose of WCTT is to help businesses in the first periods of their activities, as well as companies with long experience in the market. During the implementation of the project, graduates struggled with the big problems in finding their place in the labour market - actions carried out by WCTT were thus a response to real existing problems, realizing the opportunities associated with running their own companies and facilitating to understand their own professional aptitude.
  • 61. DISTRICT+ Good Practice Guide: 2013 61 9.36 CsaVRI (NGSP) Pro-active use of the Incubator for Regional Scientific & Commercial Benefit CsaVRI actively manages, promotes and coordinates the use of the incubator, regulates patents and participates in spin-off companies to establish joint laboratories (University and external institutions). As well as carry out commissioned research, its ultimate goal is the enhancement in terms of:  Mutual exchange between knowledge based on experiments and scientific investigation - cultural and knowledge based on experience and operational applications;  Research-based innovation by University of Florence in production systems & territorial characteristics of its establishment, but with action perspectives of its international and global universities;  Culture of protection and enhancement of scientific knowledge public. In particular:  Statement of functions and unit address associated with the completion of the third mission involving scientific and cultural fields of the University in relation to external institutions;  Expansion of spin-offs and start-ups in general, with the University's research infrastructure, making use of appropriate support services;  Spread the exploitation of inventions, with development processes also protected by patents or other means of protection of intellectual property;  Creation of new relationships between the University and local, national and international;  Increase of research contracts, loans and employment prospects valid for young researchers;  Development of skills and resources for the management and organization of research infrastructures and service dedicated to the support of spin-offs and university patents.
  • 62. DISTRICT+ Good Practice Guide: 2013 62 9.37 Voucher for Technology Transfer (NGSP) Technology transfer being a powerhouse for ideas – university meets business The knowledge and technology transfer is essential for the economic development of Saxony-Anhalt. That is the reason why it is important to shift available knowledge into concrete business relevant ideas. Furthermore, the constant interaction between universities and companies ensures a high level of knowledge within the companies. Besides technical product and process innovation it is also necessary to focus on economic knowledge, the exploitation of new sales opportunities, design development as well as innovative organizational models. The vouchers for technology transfer provide the opportunity to start and develop a close cooperation between both partners. Furthermore, the vouchers enable students to get in contact with regional companies and gather initial experience working on the job. University student projects in cooperation with companies are funded. This might be project work as well as final thesis. The funding amount is 400 EURO per project. The vouchers for technology transfer are provided by the principle contact person at the universities. There is no restriction concerning branches and industries. The date of implementation is the output date of the voucher by the university. Each voucher is valid for six months. The voucher for technology transfer is considered to be a good practice because it offers a low barrier access to federal state funding. Students and university lecturer quite easily get in contact with regional companies. Especially for SME it is supposed to be a good way to get in contact with future employees.
  • 63. DISTRICT+ Good Practice Guide: 2013 63 9.38 Education and Education Facilities (NGSP) Staff knowledge that specifically fits the company profile All start-ups and SMEs have a need to educate their own staff, and also to hire new staff with a knowledge that very specifically fits the company profile. Science parks making available and affordable specific educational needs for its tenants and members. Organizing the access to skilled students as well as tailor-made seminars and conferences, would be one of the major tasks for a science park. The science park’s role is to work as a facilitator in the innovation process, and the education and education needs are essential parts in such a process. Public support from the Region, nearby university with its specialist skills, dedicated focus areas for the tenants within the SP and extended services and support easily accessible and affordable especially for small and medium sized enterprises (SMEs) are all crucial ingredients for a science park to work with. Education and education facilities are seen as vital parts in the Triple Helix concept leading to better and faster innovation processes, helping the SMEs to expand their business. The Science Parks in VGR are designed from the necessity to have close links two one (or two) specific university(-ies), and to other important actors crucial to the development of start-ups and (SMEs). The SPs are therefore situated in a close vicinity to the university, and even, in some cases, on the university campus. The science parks in VGR are complementing each other and collaborate within the VGR s Strategy and Goals for growth and creation of new jobs. An SP should be able to link a specific educational need of a company to the course menu of the nearby university. Also, an SP should be able to arrange courses and seminars on topics that are not covered at the university, and that stems from a common need of several companies in the SP. Many companies have the need to offer e.g. training and courses for their customers, but they do not have the resources or facilities to do so. An SP should be able to offer e.g. conference rooms for these needs. Other important factors are available rental space for the establishment, integrated involvement of the surrounding business society, financial support involving private and public stakeholders, are other important cornerstones for a successful science park.
  • 64. DISTRICT+ Good Practice Guide: 2013 64 9.39 Support Financing University Chairs (NGSP) Supporting educational programmes and study courses Generating closer links between industry and science and to deliver well educated young professionals by ensuring an industry related education with a high quality standard. The idea to implement the new study course emerged in the Future Cluster Chemistry / Plastics Central Germany in which nearly 400 companies of the Central German chemistries and plastics sector are working together. This idea was underpinned by a scientific study with result that there are needs in terms of special academic education/training opportunities for this branch. To respond to the increasing needs of the local industry in terms of qualified and specialized staff and young professionals a new study course was implemented at the UAS Merseburg. This special academic education opportunity is supported and financed by local companies out of the chemistry/plastics branch – so it was possible to implement two endowed chairs “plastics engineering / process engineering” and “plastics engineering / polymer materials” for the new study course. With establishing the Fraunhofer pilot plant centre (PAZ) for polymer synthesis and polymer processing in Schkopau, Saxony-Anhalt, a C4-grade professorial chair “polymer reaction engineering” has been set up at the Martin Luther University of Halle-Wittenberg for the scientific direction of the Pilot Plant Centre and for ensuring a higher level of technical and personnel resources. Companies from both sites have signed the contracts for financing the endowed chairs at UAS Merseburg. Furthermore numerous companies and scientific establishments collaborate (practice-related and study- accompanied collaboration) and support the study programme by awarding internships and topics for final thesis to students, sophisticated projects for students and participation in concrete research projects;
  • 65. DISTRICT+ Good Practice Guide: 2013 65 9.40 UVaR-management of Patent Sector (NGSP) Creating of Public Private Partnerships in an Open Innovation Environment Provision of integrated support with particular reference to intellectual property protection, management and exploitation of research results and support for starting the industrialization process. In hi-tech sectors, research based activities need many different kind of skills in non-core business areas. The economic oriented research in biomedical and pharmaceutical sector is performed mainly by SMEs or even by research team without firm’s structure. Firm’s dimension and activity focus thwart in –house solution to any problem, and intellectual property rights are very crucial issues. The possibility to achieve sectorial specific support in IPR protection is a good matching between private capabilities and public ends. It supports the Regional Research District in the field of life sciences in the following activities: 1. Maintenance and management of patent applications - patent due diligence 2. Business intelligence and technology transfer 3. Marketing activities and promoting the culture of intellectual property 4. Management support of calls for research funding triggered by the Region of Tuscany The new Science Park represents the most important project of the Toscana Life Sciences Foundation. The main aim is to offer equipped buildings, services and financing opportunities, thus creating a fertile ground for the development of new companies. The process of fostering the industrialization of ideas is facilitated by a number of synergies available at the site where consolidated companies are located. The Science Park is located where a Multi-National Enterprise has concentrated their Research & Development activities and the relevant Department of the University. Over 350 researchers are currently working at the campus, which offers state-of-the art technological platforms, scientific equipment and support services.
  • 66. DISTRICT+ Good Practice Guide: 2013 66 9.41 Incubation and Market Dynamics (NGSP) Established the preconditions for companies to be able to access qualified staff Polo Tecnologico di Navacchio (PTN) support SMEs start-up and SMEs matching. This kind of practice helps start-ups facing market dynamics, without market substitution, and it help to create networking ties and co- working mind-set. It’s very important to understand the real needs of incubated firms and supporting them in searching services at market-like conditions, even in their early stage of development. As well as having a more open call for projects that wish to become part of the incubator, PTN is a very present manager in the evolution process of the incubated companies. Every 3 months the firms in the incubator are required to submit an accountability report and any changes in the original business plan to the board of directors of the Park. This not only constitutes a monitoring phase but also supports any redirections needed by the company. For this PTN has provided office space, in which self-selected professionals and consultants more likely to take the risk of creating their own market of businesses within the Park. This is an alternative to producing the vast range of services in house, which the start-up may need. PTN offers qualified services for the Technological Development of Small and Medium Enterprises using a model of integrated participation of companies, universities, business management, finance and technology experts. The Navacchio Centre operates maintaining a very light management structure and through a series of controlled companies aimed at the improvement of services to encourage the diffusion and transfer of technological innovation to the companies. The technological centre is located near Pisa. The structure is formed from a set of restructured buildings in an old industrial area to support the technological companies' settlement The services offered by the Centre concern ICT; databases relevant to financial opportunities for innovative projects and industrial research; management of the incubation area and tuition for new enterprises; including secretary and administration; fiscal, business, technical, technological and financial advice and support; halls for congresses, training, meetings; press room; guest-quarters.
  • 67. DISTRICT+ Good Practice Guide: 2013 67 9.42 Integrated, Strategic & Action Oriented Approach (NICER) RenERg EuReg: Planning & using regional renewable resources for energy production The project aims to enhance the capacity of its regional stakeholders in planning and using the local and regional renewable resources for energy production, as a solution for a sustainable economic development, in the context of the new knowledge-based economy, by promoting the innovation and strong connections between research and economic environment as a regional policy. The RenERg EuReg project succeeded in rising the interest of relevant private, public and academic/research regional partners regarding the renewable energy based on the approaching at regional scale of several relevant aspects: the renewable energy potential, the companies’ needs, the technology and innovation support supply, the transfer and support structure and the available financing sources for RTD. The objective of the analysis was to provide to the sectors involved a comprehensive image upon the renewable energy potential and needs in the region. The partners were part of and contributed within the process of analysis elaboration. The partners get a clearer understanding of the region potential in producing sustainable energy, their interest/benefits in approaching and using renewable energy, priority projects, own roles in the domain, financial resources and opportunities to approach priority projects. The Joint Action Plan in Renewable Energy including a series of implementation indicators to be monitored, to which the inter-sectoral partners have committed. The comprehensive approaching through the analysis followed by elaboration of the strategy and the implementation plan is an excellent practice to be followed by the other Romanian Development Regions, and also for the EU candidate countries. The findings of the analysis and the strategy are a very realistic and structured contribution to the National Energy Strategy 2011-2035 which is currently in elaboration. The regions could definitely do more for the national strategy in the domain of renewable energy. The key success factors are: 1. the provision of a comprehensive regional image upon the renewable energy potential and profitability; 2. the strategic and integrated approach of the renewable energy strategy at regional level; 3. the elaboration of a joint implementation plan that includes a monitoring system; 4. the relevant sectors representatives worked together along the process led to a sound partnership.
  • 68. DISTRICT+ Good Practice Guide: 2013 68 9.43 Development of Consortia for a MNE (NICER) Supporting the development of consortia of local producers of a MNE Facilitating the integration of the Multi-National Enterprises (MNEs) in the region and support the growth and the innovativeness of the local firms. In order to facilitate the integration [aka: embeddedness] of the Multi-National Enterprises (MNEs) in the region, the Tuscany Region has implemented a process of after-care for foreign investors. In particular, the region has sought to actively involve the MNEs located in the region in the innovative clusters that have been supported by the policies, in order to bring the activities of such knowledgeable actors as close as possible to the local firms of the region. In addition, the regional policy makers have adopted a reactive behaviour to meet the needs of the MNE. The region has provided support to the creation of a consortium of 10 local suppliers of the MNE and also provided public guarantees to the consortium, facilitating the provision of loans by local banks. The consortium is led by an external management composed of professional managers, who are neither consortium members nor agents of the MNEs. Regulation of the consortium provides that the profits should be reinvested, and this has led to the recent creation of an independent research laboratory. Companies can benefit from superior resources, enjoy economies of scale and scope, share some costs, gain a greater bargaining power, and increase their capacity to absorb new knowledge from outside. The creation of the consortium has provided the following benefits:  The MNE: it has helped the firm to simplify its supply chain. Moreover, the MNE has now a stronger and more capable supplier that is able to offer better and more innovative products and services.  The regional SME: the creation of a consortium can allow the small firms to gain some contractual power towards the MNE(s);  The region: for an increasing number of firms, the proximity to capable suppliers is crucial to make highly innovative products. For this reason, it may be more difficult for the MNE to leave the region, and re-localize elsewhere.
  • 69. DISTRICT+ Good Practice Guide: 2013 69 Part 4 Looking to the Future: Conclusions and recommendations 10. The future: Horizon 2020 & SMART Specialisation 10.1 Horizon 2020 opportunities Horizon 2020 is the financial instrument implementing the Innovation Union2 a Europe 20203 flagship initiative aimed at securing Europe's global competitiveness. Running from 2014 to 2020 the EU’s new programme for research and innovation is part of the drive to create new growth and jobs in Europe. The programme focuses on international cooperation and global challenges and is thus an option for all regions to take a lead in wider cooperation and potentially include countries bordering the EU. Horizon 2020 is focusing on three key priorities; Excellent Science, Industrial Leadership and Societal Challenges. Excellent Science provides, funding options for mobility among researchers between the regions’ universities, and funding of e-infrastructure for cooperation within the region as well as globally. Industrial leadership aims at making Europe a more attractive location for investments in research and innovation by promoting activities where businesses set the agenda. It will provide major investment in key industrial technologies, maximize the growth potential of companies and help innovative SMEs to grow into world leading companies. Societal Challenges addresses major concerns shared by citizens, and through a challenge-based approach, it can bring together resources and knowledge from across different fields, technologies and disciplines, including social sciences and humanities Image source: 2 3
  • 70. DISTRICT+ Good Practice Guide: 2013 70 10.2 SMART Specialiation Many regions across the EU are discovering their responsibility to spend EU structural funds from 2014-2020 requires a new approach to targeting resources to be spent on innovation. The good practices identified by the DISTRICTplus partners have provided cases that regional authorities can build on to deliver what they believe their region requires. The following information is paraphrased from the URBANPIVOT blog by Patrick Willcocks “WHAT IS SMART SPECIALISATION WHEN IT IS AT HOME?”, 18 August 2013 SMART Specialisation is an approach to developing Regional Innovation Strategies which whilst not compulsory for regional authorities is strongly encouraged in the UK by BIS in its guidance. This approach has developed in the last 3-4 years and is in part due to:  The EU was failing to meet its targets under the Lisbon strategy on R & D and Innovation  Recognition that ERDF and other resources needed greater targeting to have impact  That previous programmes have not impacted sufficiently on Innovation levels  That previous programmes were pursuing unrealistic objectives which were not based on objective reality about what was feasible  In Europe over the last two years, many regions have been pursuing the development of such Regional Innovation Strategies (RIS3 strategies) and a whole process has been developed with academic, business and expert input. The overall approach can be summed up as ‘Smart specialisation means identifying the unique characteristics and assets of each country and region, highlighting each region’s competitive advantages, and rallying regional stakeholders and resources around an excellence-driven vision of their future’ European Commission 2011 The rationale behind SMART Specialisation:  Make innovation a priority for all regions  Focus investment and create synergies  Improve the innovation process  Improve governance and to get stakeholders more closely involved  Make regions more visible to international investors  Avoid overlaps and replication in development strategies  Accumulate a ‘critical mass’ of resources  Promote knowledge spill over and technological diversification So what in practice does this mean?
  • 71. DISTRICT+ Good Practice Guide: 2013 71 It means that hard choices on what sectors to invest in need making; this choice needs to be based on objective analysis and the sectors chosen must be of international significance. Analysis needs to be focused on public and private sector assets; skills and opportunities. Internal cooperation within the regions needs stressing, and clear partnership based governance arrangements need to be in place. So no longer will a long list of priority sectors do; A Region needs to be focussed and realistic about where they invest their innovation monies. Local investment plans for innovation The local investment plans require strong and objective analysis of the local context and genuine potential for innovation;  Ensuring this analysis includes lessons learned from previous investments. This is where the District Plus good practices can support the regional cases for provision of a strong evidence base.  The role of existing assets, such as technological infrastructures and systems;  Linkages of finance, trade and information with similar sectors in the rest of the world;  A realistic assessment of those sectors in the locality within the European and global economy. The true and relative potential of a local area can be presented within a SWOT (or similar) analysis.  The SWOT analysis needs to be informed heavily by the views of businesses in the local area, especially those who have (or who are seeking to build) connections with similar or related sectors in other parts of the country, EU and beyond. Local universities will often have specialist and independent knowledge that can help calibrate the analysis within the SWOT. The depth of that analysis can be proportionate to the scale of the European Structural and Investment Funds to be invested. ‘ A full RIS3 strategy would take this further and open up the regional authority concerned to European peer review where other regions are ask to honestly assess the proposed choices made. This is co-ordinated through the S3 platform based in Seville, Spain. SMART Specialisation documents Fact Sheet – Short Guide Guide to Smart Specialisation b51d03450946&groupId=10157 Practical Approach to RIS3 and its self-assessment NAL%20May2013.pdf Smart Specialisation Platform European Parliament Briefing