TCI 2016 Evaluation in Nordic Countries
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By Moa Eklund, Göran Andersson, Knut Senneseth and Morten Solgaard, presented at the 19th TCI Global Conference, Eindhoven, 2016.
![Titel presentatie
[Naam, organisatienaam]
Working Day - Track: Modern cluster policy
Evaluation in Nordic countries
Moa Eklund, Göran Andersson,
Knut Senneseth and Morten Solgaard
Evaluation in Nordic countries](https://image.slidesharecdn.com/tci2016working10novmoaeklund-161116092820/85/TCI-2016-Evaluation-in-Nordic-Countries-1-320.jpg)
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TCI 2016 Evaluation in Nordic Countries
- 1. Titel presentatie [Naam, organisatienaam] Working Day - Track: Modern cluster policy Evaluation in Nordic countries Moa Eklund, Göran Andersson, Knut Senneseth and Morten Solgaard Evaluation in Nordic countries
- 2. Session P7: Evaluation in Nordic countries
- 3. VINNVÄXT A programme renewing and moving Sweden ahead Regional growth through dynamic innovation systems
- 4. Promote sustainable regional growth by developing internationally competitive research and innovation milieus in specific growth fields. 14 initiatives in the programme ABOUT VINNVÄXT
- 5. Innovation System Basis for innovation and attracts investment Long term perspective Funding for 10 years and long term impact on system level in the regions Triple helix leadership Companies, researchers and political/public sector Proximity between players Learning, access to compentence and expertise, business development and collaboration Open innovation Open and boundary crossing platforms and leadership Smart specialization Consistent with the EU´s innovation policy concept WHY VINNVÄXT?
- 6. Yearly monitoring all initiatives, quantiative and qualitative International evaluations initiative level (every third year) Impact analysis 2015 program level, after 10-12 years Ongoing research Dedicated resources in all initiatives Process support Seminars, coaching, networking, experience-sharing How we work in VINNVÄXT Strategy for Learning
- 7. LAYER 1 VINNVÄXT + Regional financing LAYER 2 Additional funding directly to the initiative LAYER 3 Funding of projects where the initiative have been supportive and other actors get LAYER 4 Key events in the region within the initiative's area of strength. Investments, establishments, new educational programmes, development of infrastructur., etc. Investments and Dynamics
- 8. The Biorefinery of the Future example of results 2014 6 + 6 million SEK 29 million SEK Structural Funds FP7 Swedish Energy Agency VINNOVA County Administrative Board Industry Membership fees Interreg Construction of plant for torrefaction in is running Investment decision on new pulp mill Research institute buys research organiation & pilot infrastructure Investment decision on new cardboard mill Cooperation between forest & chemistry gets full national impact Investments in plant for treatmant of sludge & residue streams FUNDING SOURCES Approx. 184 million SEK RECEIVERS of FUNDING
- 9. 64 + 64 million SEK 126 million SEK VINNOVA Industry Structural Funds Public sector Other national funding Membership fees Universites Research institutes FP7/H2020 FUNDING SOURCES Approx. 600 million SEK RECEIVERS of FUNDING Development of infrastructure for test & demo Investments in the industry Foreign companies establishment in Swedish regions Cross sectorial cooperation Cross sectorial cooperation Impact on regional and national policy Strategic priorities at universitues and in research agendas Strengthening the innovation support system
- 10. VINNVÄXT Impact Analysis 2015
- 11. Some results from the Impact Analysis OVERALL • VINNVÄXT initiatives have taken significant steps in the development to be innovation environments which are internationally competitive and long term sustainable THE INNOVATION SYSTEM • VINNVÄXT has made ”Triple Helix” common knowledge throughout Sweden • VINNVÄXT has strengthened the regional innovation systems and regional support structures. POLITICS/POLICY • Provide new policy tool for dialogue and collaboration in the form of innovative approaches • Put the regions ”on the map” COMPANIES • Companies connected to VINNVÄXT initiatives make better progress than others • Enhances distinctly cooperation with universities and research institutes RESEARCH • VINNVÄXT initiatives attract leading researchers • Contribute to the development of research in universities – more resources, higher quality • Puts research in a larger context COMPANIES • Strengthens R&D capacity as well as business and product development • Oldest initiatives have the strongest effect (12-13 years) on companies development ¨
- 12. www.innovationnorway.no Knut Senneseth Special Adviser Dept. Innovation policy and Analysis Innovation Norway
- 13. 13 Program mission: Supporting clusters with a growth potential Clusters must be based on a strategic collaboration between companies, knowledge providers and public sector Cluster goals: Increased innovation capability and value creation The program Norwegian innovation clusters
- 14. Arena Norwegian Centres of Expertise Global Centres of Expertise Support period Annual support Target group No. clusters Immature clusters 3-5 years EUR 200.-300.000 20 Mature clusters National position 5-10 years EUR 500.-600.000 10 Mature clusters Global position Up to 10 years EUR 1 mill 4-5 Norwegian innovation cluster – program overview Selection Annual open call – clear criteria – external evaluation panels
- 15. THE MONITORING AND EVALUATION SYSTEM www.innovationnorway.no
- 16. Key indicators 2015 16 mill. EUR for cluster support 36 regional clusters 2070 companies The average company: 15 new relations 366 R&D&Ed. inst 558 Collaborative innovation projects 214 Internationalization projects 500 Knowledge projects Core Cluster companies: Significantly higher growth in sales and no. of employees 192 Cluster-to-cluster projects Joint development projects Activities, results and effects
- 17. A cluster project and spill-overs www.innovationnorway.no CM
- 18. Senior Advisor Morten Solgaard Thomsen, DASTi, mst@fi.dk Innovation Network Denmark - How and what do we evaluate and measure?
- 19. The programme – in two minutes • Is a national infrastructure for bridge building between SMEs and knowledge institutions • DASTI supports 22 Innovation Networks • They operate within all kinds of industries and technology domains – offshore, sound, biomass, robotics, branding, experience economy etc. • 50 pct are operated by universities, and 50 pct by cluster organisations • Main activities: matchmaking, knowledge dissiminination, innovation projects, etc • Total funding: 10 mil. Euro per year • 0.5 mil. Euro per network • Average participation per network: 340 companies (120 dedicated), 23 knowledge institutions, 25 other public organisations • Average international collaboration activities: 20 per network • 6 networks have Gold Label, 5 have Silver, 11 Bronze
- 20. Evaluations – purpose and goals How do we use evaluations and the related statistical material? • Communication of results and progress to the political leadership, program administrators and external stakeholders • Policy – program design and developing new initiatives • Developing a better understanding of the causal relationsship between goals, funds and effects within the office - knowledge for action! Applied methods: Econometric analysis – DIFF-in-DIFF with control groups using time series cross sectional-data (i.e. timing effects of participation, mutiple participations) Yearly performance accounts - measures the results at the program level – since 2006 Surveys: Quantitative: surveys among participating companies and universities. Qualitative: Best practice, cases What are the goals for the future? Performance driven programs Measuring systemic effects of innovation eco-systems
- 22. Causal impacts - critical assumptions 1. the networks create more and new innovation collaborations between companies and knowledge institutions, which otherwise would be created. 2. The networks create interdisciplinary and intersectoral collaboration that lead to innovative ideas and increased knowledge dissimination between industries 3. It is when companies participate over a long time and use a broad range of services that the networks create most value 4. The networks help to strengthen the knowledge and educational infrastructure, which benefits companies in long term and contribute to building long term strong scientific and business environments (systemic effects) 5. The networks can strengthen companies and knowledge environments' internationalization, leading to increased exports and attracting investment, and ultimately make Danish clusters internationally attractive and leading.
- 23. Collaboration effects Page 23 Existing collaboration partners 2015 New collaboration partners 2015
- 24. Trying to capture systemic effects… (1) Page 24 What importance do you find that the cluster generally have had for the company's industry in relation to?
- 25. Trying to capture systemic effects… (2) Page 25 What importance do you find that the cluster generally have had for the company's industry in relation to?
Editor's Notes
- The Norwegian Innovation Clusters programme is based on the following understanding of clusters and cluster development: - A cluster is a geographical concentration of enterprises and related knowledge communities linked by complementarity or a similarity of interests and needs. The enterprises can gain easier access to important production factors and ideas for and impulses to innovation through interaction and cooperation. A cluster emerges over time, on the basis of location advantages and natural development dynamics. - A cluster organisation is a formal institution that is established to facilitate increased interaction and cooperation between participants in the cluster. A cluster organisation is based on an organised partnership between the participants in the cluster, often with public development agencies as important contributors. - A cluster development project is a targeted effort over a limited period to strengthen and accelerate the development of the cluster. This is generally achieved by means of a wide range of strategic activities aimed at strengthening the cluster's and cluster participants' competitive position. A cluster is generally defined and delimited on the basis of the participants' affiliation to: •The same value chain or the same knowledge/technology base •A geographical concentration of businesses and related functions •A grouping of enterprises and related knowledge communities that have a critical mass that can form the basis for triggering cooperation and dynamic relations between the participants •A common understanding of the cluster's importance and vision for further development.
- All in all approx 2-3000 companies are what’s definiede as members of a clusterproject Arena: Immature clusters: Clusters that are in an early phase of organised cluster collaboration. They can be clusters with different preconditions and potential: they can be small or large, and the participants can be in a regional, national or international position. Norwegian Centres of Expertise: Mature clusters with a national position: Clusters that have established a systematic collaboration and that have developed dynamic relations with high interaction and a broad strategic action area. The participants in the clusters have considerable potential for growth in national and international markets. Within their respective sectors or technology areas, the clusters have a strong national position and the participants normally have clear and strong international ambitions. Global Centres of Expertise: Mature clusters with a global position: Clusters that have already established systematic collaboration and that have developed dynamic relations with high interaction and a broad strategic action area. The clusters have considerable potential for growth in national and international markets. They form part of a strong innovation system, based on both publicly funded R&D and the participants' privately-funded R&D. Educational programmes of a high international calibre are available that have clear professional relevance to the cluster, and the cluster comprises global market and technology leaders that are integrated in and have a strong position in global knowledge networks.
- Effects on the company, project and programlevel. We did last year a pilot looking at regional effect – four of five. This is someting that we will put more emph on Growth in no of employees 4,9%, turnover 6,6% than a control group (95 sig). Value added is also higher 4,5% but is sig. level is only 90% - is only for the first three years that a company is a member of the cluster project NB this the effect on the individual company level We have also done a minor study look at the regional effects of five cluster. It shows that the competiveness of the region, in this case the municipality. We will follow up the question concerning the regional economic effects in the program evaluation that will start some time the coming autumn.