Dalarna: Towards a RIS3 strategy Sevilla, 19 September 2013 Anna-Lena Gull, Design Business Manager Lotta Magnusson, Cluster Leader PhD Johan Kostela, Dalarna University PhD Monika Jönsson, Region Dalarna
Your expectations from the Peer-Review Workshop Our ambition is to learn more about Smart Specialisation We have the ambition to capitalise our knowledge and assets in a S3 strategy. using clusters as tool for regional development, how to build and evaluate them and to collaborate with other exchange experiences how we are facilitating innovation in different sectors from high quality steel to biking products. specific knowledge about development and innovations in tourism and creative industry experience industry 2
Questions you would like peers to discuss We would like discuss the relevance of a Smart Specialization concept as a starting point for a Smart Specialisation Strategy Tourism Steel and manufacturing Cleantech 3
Introduction of our region s work in research and innovation Sweden has an National Innovation Strategy since 2012. Broad definition of innovation Dialogue with regions Dalarna has contributed to the strategy in a dialogue where tourism was highlighted as an innovative industry. 4
Introduction of our region s work in research and innovation Ongoing work with innovation cluster development Innovations board Status of Dalarnas work on S3-strategy Applied for a membership on the RIS3-platform Performed preliminary analyses Identifying the regional innovation actors Analyses of the business life Specific analyses of branches (material, tourism and creative sector, clean tech) Established a Innovation board Just started to formulate a common Innovation Agenda Defined a preliminary smart specialisation concept 5
Introduction of our region s work in research and innovation Strategic documents A renewal of the Dalastrategy (RUS) Mobilize for growth An Innovation Agenda for Dalarna A Digital Agenda EU:s Programs Structural fonds Horizon 2020 Interreg and other programs The Vision is to be an attractive partner in helping to solve societal challenges today and in the future 6
Governance Region Dalarna coordinates the S3-process We are building on our clusters knowledge base and a partnership of actors facilitating innovation Find IT Destination Dalarna 7
Governance Actors facilitating Innovation in Dalarna Innovation Board: Dalarna University Teknikdalen Foundation Industrial Development Centre Business Dalarna Almi advisory service and financing Falunborlängeregionen Region Dalarna County Administrative Board Dalarna County Council Clusters 8
SWOT for the Dalarna RIS Strengths 1. High confidence in the ability to support innovation and renewal and to provide support to businesses 2. Relatively ample financial resources 3. Developed focus on regional strengths / clusters 4. Extensive municipal facilitating enterprises 5. Functional interaction has had an impact 6. Collaboration with the regions nearby Threats 1. High proportion of highly educated people are concentrated in a few workplaces 2. Some large companies and industries are dominating 3. Very cyclical 4. Is a conservative culture 5. Changes in the school system 6. Difficult to attract the best researchers Weaknesses 1.Low confidence in the regional leadership 2.Depending on project financing 3.Financing to companies perceived as neglected 4.Low proportion of public research funding 5.Academy is not involved in innovation activities 6.Weak interactions between actors with a focus on Innovation 7.Brain drain - many of our best disappears 8.Large predominance of large industries that dominate: both actually and mentally 9.A low level of education 10.Low proportion of women in the private business sector Opportunities 1. To cooperate with large companies for innovation and internationalisation - clusters 2. Create new business for local market especially in tourism and creative industries 3. Get more women to work in the private sector 4. Take advantage of the relative proximity to Stockholm to create networks and dynamics 9
Looking beyond our region s boundaries Innovation index Samlat index Uppsala Stockholm Västra Götaland Skåne Östergötland Västerbotten Västmanland Norrbotten Värmland Västernorrland Örebro Gävleborg Södermanland Kronoberg Jönköping Halland Jämtland Blekinge Dalarna Kalmar Gotland 105.77 104.56 103.52 94.58 84.96 84.05 80.54 79.77 79.35 78.30 78.19 77.77 77.31 76.55 76.49 75.31 73.27 68.59 68.54 125.14 123.85 0 20 40 60 80 100 120 140 10
Looking at entrepreneurial dynamics Cluster are assessing entrepreneurial dynamics Expectations on the clusters: Highlighting the branch strength and needs Representing the branch in Regional strategic plans Regional actor - Project portfolio - Commercialization - National connections An actor for innovation and processes for changes - Applied research - International connections 11
Looking at entrepreneurial dynamics Economic Impact of Business developement programme Developement of the results in % These are the first results of a systematic 5 year evaluation, measuring the financial impact of Kurbits on a country, a regional or on a group level. In July, 2012 years results will be visible and a larger number of regions will be able to be presented. 12
RIS 3 Priorities to maximize our opportunities EMC 13 13
Summary and next steps We have started a Smart Specialisation work We have to verify our smart specialisation concepts Smart materials Triple Steelix Smart energy-efficient society - EMC Smart attractions for visitors Destination Dalarna Our politicians are positive and supportive: We will formulate the Innovation Agenda before Christmas 2013 There is a need for learning and to communicate a prioritised topic for Dalarna Innovation board 14
An issue to discuss: The relevance of a Smart Specialization concept as a starting point for a Smart Specialisation Strategy Smart attractions for visitors Smart solutions for an energy-effective society Smart materials EMC 15
Structure fonds in North Midsweden Them 1: Strengthening research, technological development and innovation (23%), Them 2: Increase access to, and use and quality of information and communication (30%), Them 3: Enhance SMEs' competitiveness (23%), Them 4: Supporting the transition to a low carbon economy in all sectors (13%), Them 7:Promoting sustainable transport and removing bottlenecks in infrastructures (11%). and The National program (?) 16
A startup for Smart Specialisation in experience industry SMART ATTRAKTIONS FOR VISITORS 17
To build a World Class Destination A learning region: In a close collaboration with our Norwegian neighbors Mountain Package a multilevel governance work for local, regional and national actors concerning skill supply, regulations, infrastructure etc Cluster Destination are boosting innovations for SME in tourism sector Potential partners from France, Spain, Finland and Norway Followers Australia, Brazil and Iceland 18
OECD cross-border innovation strategy Strength and assets Cultural and linguistic proximity A common specialisation in tourism activities and some potential in forestryrelated industries Attractive and pristine natural areas Presence of knowledge and support institutions oriented towards regional specialisations Cluster policies to develop new knowledge-based niches of activities Opportunities Growth of nearby Oslo and Stockholm regions Unique global brand for tourism based on sports, health and green assets Openness to cross-border co-operation with more knowledge-intensive areas 19
OECD recommendations Reducing or removing border obstacles: Cross-border public health and care; Cross-border public transport; building and construction. Cluster activities: Business development SME; Visibility and profiling; Business development in national parks. Infrastructure: Airport planning in Sälen-Idre-Trysil; Facilitating innovations: Education; research and building knowledge; statistics and databases; networks collaboration and service management for SME; test-beds and labs. Recommendations for a future innovation strategy for a learning region Dalarna/Hedmark. 20
Thank you for your attention! 21
SWOT for the Dalarna RIS Strengths 1. Hög tilltro till förmågan att stödja innovation och förnyelse och förmåga att ge stöd och rådgivning till företag 2. Relativt sett gott om finansiella resurser i Innovationssystemet 3. Utvecklad satsning på regionala styrkeområden/kluster 4. Omfattande kommunalt näringslivsarbete 5. Funktionell samverkan har fått genomslag 6. Samverkan med Gävleborg samt även Värmland har utvecklats Threats 1. Hög andel av högutbildade är samlade på få arbetsplatser: blir skört och odynamisk 2. Ngr få stora företag och branscher dominerar: både faktiskt och mentalt 3. Väldigt konjunkturkänsliga 4. Finns en konservativ kultur 5. Högskolans storlek (liten) gör det väldigt personberoende och svårt att locka det bästa forskarna 6. Svårt att locka de bästa forskarna Weaknesses 1.Låg tilltro till det regionala ledarskapet 2.Beroende av projektfinansiering 3.Finansiering till företag upplevs som eftersatt 4.Låg andel forskningsmedel vid universitet och företag 5.Svagt utvecklat akademinära innovationssystem 6.Svag samverkan mellan aktörer som med fokus på Innovation 7.Brain drain - många av våra bästa försvinner 8.Stor dominans av företag och branscher som dominerar: både faktiskt och mentalt 9.En låga utbildningsnivån 10.Låg andel kvinnor i det privata näringsliv Opportunities 1. De stora företag har goda internationella kontakter. 2. Det finns en potential att knoppa av mindre företag från de stora, 3. Marknad i Dalarna för SME, speciellt inom besöksnäringen 4. Få fler kvinnor att arbeta inom det privata näringslivet 5. Utnyttja den relativa närheten till Stockholm för att skapa nätverk och dynamik 22
Looking beyond our region s boundaries Innovation index 23
Looking beyond your region s boundaries Innovation index Dalarna has good access to markets Dalarna rank 11 out of 21 Dalarna should strengthen it s ability to change Dalarna rank 20 av 21 Dalarna should improve our conditions for innovation Dalarna rank 18 out of 21 24
25 Source: S3Platform/Eurada