tci 2016 evaluation in nordic countries
TRANSCRIPT
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
Session P7: Evaluation in Nordic countries
WW
W.VIN
NOVA.SE
VINNVÄXTA programme renewing and
moving Sweden aheadRegional growth through dynamic innovation systems
Promote sustainable regional growth
by developing internationally
competitive research and innovation
milieus in specific growth fields.
14 initiatives in the programme
ABOUT VINNVÄXT
Innovation SystemBasis for innovation and
attracts investment
Long term perspectiveFunding for 10 years and long term impact on system level
in the regions
Triple helix leadershipCompanies, researchers and
political/public sector
Proximity between playersLearning, access to
compentence and expertise, business development and
collaboration
Open innovationOpen and boundary crossing
platforms and leadership
Smart specializationConsistent with the EU´s innovation policy concept
WHY VINNVÄXT?
Yearly monitoring all initiatives, quantiative and qualitative
International evaluations initiative level (every third year)
Impact analysis 2015 program level, after 10-12 years
Ongoing researchDedicated resources in all initiatives
Process supportSeminars, coaching, networking, experience-sharing
How we work in VINNVÄXTStrategy for Learning
LAYER 1VINNVÄXT + Regional financing
LAYER 2Additional funding directly to the initiative
LAYER 3Funding of projects where the initiative have been supportive and other actors get
LAYER 4Key events in the region within the initiative's area of strength. Investments, establishments, new educational programmes, development of infrastructur., etc.
Investments and Dynamics
The Biorefinery of the Futureexample 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
runningInvestment 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 SOURCESApprox. 184 million SEK
RECEIVERS of FUNDING
64 + 64 million SEK
126 million SEK
VINNOVA
Industry
Structural Funds
Public sector
Other national funding
Membership fees
Universites
Research institutes
FP7/H2020
FUNDING SOURCESApprox. 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
VINNVÄXT Impact Analysis 2015
Some results from the Impact AnalysisOVERALL• 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¨
www.innovationnorway.no
Knut SennesethSpecial AdviserDept. Innovation policy and AnalysisInnovation Norway
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
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 clustersNational position
5-10 years
EUR 500.-600.000
10
Mature clustersGlobal position
Up to 10 years
EUR 1 mill
4-5
Norwegian innovation cluster – program overview
Selection Annual open call – clear criteria – external evaluation panels
THE MONITORING AND EVALUATION SYSTEM
www.innovationnorway.no
Key indicators 2015
16 mill. EUR for cluster support
36 regional clusters
2070 companies The average company: 15 new relations
366R&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
A cluster project and spill-overs
www.innovationnorway.no
CM
Senior Advisor Morten Solgaard Thomsen, DASTi, [email protected]
Innovation Network Denmark- How and what do we evaluate and measure?
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
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 2006Surveys: Quantitative: surveys among participating companies and universities. Qualitative: Best practice, cases
What are the goals for the future?Performance driven programsMeasuring systemic effects of innovation eco-systems
Impact Logic:InnovationNetworkProgramme
Page 21
Causal impacts - critical assumptions1. 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 industries3. It is when companies participate over a long time and use a broad range of services
that the networks create most value4. 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.
Collaboration effects
Page 23
Existing collaboration partners 2015 New collaboration partners 2015
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?
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?