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Niederösterreich - facts and figures

Smart Specialisation in Lower Austria Niederösterreich Outreach Workshop on Smart Specialisation Program Session IV, 4th. April 2013 Irma Priedl Regional Government of Lower Austria Department for Economy, Tourism and Technology. Niederösterreich - facts and figures. area: 19.178 km²

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Niederösterreich - facts and figures

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  1. Smart Specialisation in Lower Austria NiederösterreichOutreach Workshop on Smart Specialisation ProgramSession IV, 4th. April 2013 Irma PriedlRegional Government of Lower AustriaDepartment for Economy, Tourism and Technology

  2. Niederösterreich - facts and figures area: 19.178 km² population:2011 (+5%)1,615 Mio. Person employed 2012: (+1,1%) 577.306 unemployment rate 2012: 4,6 % economic growth: 2012: 1,1% 2013P: 0,8 % start-ups 2012: 7.424 Gross Domestic Product 2011: € 47,5 bil.Contribution NÖ ->AT: 15,8% total exports: 2011: € 18,6 bil. 2010/2011: +18,6% R&D expenditures 2011 742 Mio R&D share on GDP 2011 1,56 % 2

  3. Niederösterreich: part of Vienna Region Key challenges: • Lacking critical mass in public R&D: Vienna as Austria’s R&D hub in the middle of NÖ, but own province • Lacking critical urban agglomeration:low population density - 83 people per km², capital St. Pölten only 50.000 inhabitants, > 410 km rural border region • Highly diversified economy, no strong sectorial specialization • Dominated by very small companies Lower Austria needs to: • Create its unique selling proposition, no duplication of other regions • Collaborate with neighbor regions • Create critical mass in R&D and Innovation in niche technologies • Facilitate innovation also in rural areas, foster innovation capacity • Encourage co-operations between instruments

  4. R&D - Projects Start up / Spin off Know how Transfer Technological site development One Answer: The Technopol Program • at one place - • in a specific field: • R&D • higher education • economy • with synergetic emphases Start: 2004 to: • Strengthen the regional strength and develop regional potentials • Create critical mass in a selective way • Involvement of all relevant actors and stakeholders due to Triple Helix Approach: • Monitored by Balanced Scorecard Approach Provincial Institutions Federal Institutions

  5. The Technopol Program - Locations Technopol Krems: Medical biotechnology focus: „regenerative medicine“ e.g, extra corporal blood-purification, tissue engineering, cell therapy ICT -visual computing Technopol Tulln: Agro- and environmental biotechnology focus: plant- and animal-production,(bio)-analytics, natural materials technology, environmental biotech Technopol Wr. Neustadt: Medical and Material technologiesfocus: materials, sensors, tribology, medical-technology, surfaces

  6. Technopol Program - Instruments Technology Centers: Krems: 5.900m² Tulln: 3.500m² Wr. Neustadt: 16.100m² Campus in Tulln and Krems University and Research Center in Tulln: 15.000m² Universities of applied science • Technopol- • manager: • Krems • Tulln • Wr.Neustadt • Accompanying • Services for: • Start ups • Patents • Clusters services infrastructure services Financial support for Technopolprojects: Regional (incl. ERDF), national and european funding schemes finance

  7. Green Building Cluster (2003) www.bauenergieumwelt.at Focus: energy efficient construction and refurbishment, healthy interior environments Plastics Cluster (Lower Austria in 2005) www.kunststoff-cluster.at Focus: bio-plastics Mechatronics Cluster (2010) www.mechatronik-cluster.at Focus: energy efficiency in production processes Another Answer: The Cluster Program Advance through CollaborationLower Austrian Clusters & Network • Food Cluster (2006) • http://www.lebensmittelcluster-noe.at/ • Focus: food safety, regional und bio-products • Logistics Cluster (2008) • www.logistikcluster.at • Focus: modal split, bundling (empty runs) • E-mobility initiative (2010) • www.e-mobil-noe.at • platform for e-mobility activities and projects

  8. The Cluster Program - Bridge between policy makers, companies and R&D • Favourable framework conditions • Design of incentives / funding programmes • “Translation” of policy instruments to SMEs • Sustainable economic policy by providing high quality services to SMEs • Development of fields of strength, support for emerging industries Policy makers • Dev. regional specializations • Evaluation of R&D-projects in regional calls for proposals • Involvement of SMEs in R&D projects Cluster management • “speaking both languages”- of SMEs and R&D • Initiating projects • Project management in complex collective research projects • Dissemination of R&D results Com-panies R & D

  9. Interaction between policy instruments Example: Cluster + Technopol Strong interaction with industry R&D Demand Plastics industry, Mechatronics industry Project examples: Photo-bioreactors for microalgae cultivation, Acoustic Nano Dust Tester, Thermographic paper, etc. Based on KET C L U S T E R Diversification Priorisation cooperation T E C H N O P O L R&D Offer Surfaces, materials, sensors, tribology,.. Strong interaction with R&D Foster transformation and structural change

  10. RIS³ - Regional Innovation Strategy Steered by BSC, Balanced Score Card Monitored and evaluated CIP, continuous improvement process Integrated National/European VISION: Entrepreneur Land Lower Austria.Proper Growing. Better Living. • Consolidation of Lower Austria’s innovation system as European benchmark • Sustainable (economic and) innovation policy – HR/society, environment, regional added value • Improving the Innovation Assessment Methodology Lower Austria (I-AM Lower Austria) 2015 • Based on • SWOT • Needs of clients / companies • Trends and challenges • Potential for excellence • Implemented • Full commitment, Steering Committee

  11. RIS³ - Governance S3 Strategy has to be under regional responsibility!

  12. RIS³ - Monitoring and Evaluation Target Company Intermediary Policy Maker group standardised Level pilot missing In – process monitoring and ex - post evaluation Project External evaluations Enterprise Dialogue IMPACT - SCAN/ Once per Monitor ARISE: year (online of impact BSC Balanced Scorecard Methodology question - regional profiles (to be completed for single programs and naire ) effects (pilot intermediaries) Program action, not continuous standard) contact RIS NÖ Large scale question - naire CIS extension for regional NÖ Innovationsindex and other studies Region data bi annual STRINNOP IMPACTSCAN/ARISE: à Nationale complete R&D regional innovation profiles, budget inventory count bi annual allocation for RIS pillars

  13. Monitoring Impacts of Regional Innovation Policy: BSC -Balanced Score Card • Which economic objectives do we want to achieve by 2013? • What do we need to do for our customers and in the market in order to reach these economic objectives? • Which processes do we require to achieve excellence and to reach our customer, market and economic objectives? • What must we learn and where must we innovate in order to achieve our process, market and economic objectives? Measurable Indicators „Roof“ BSC Economic Strategy F&E (TIPs) Clusters Patents Technopoles BSC accent Internationalization Start-ups Strategy & Financial support (WST 3)

  14. Technopol Program - Measurable indicators

  15. The Economic Impact of all Technopols in Lower Austria ? • “Structural change translates into growth dynamics – but in a lagged manner” • Quantitative analysis of the economic contribution of Technopols • Direct and multiplier (indirect and induced) effects on value added, employment, tax revenues and social security contributions • Effects on structural change

  16. Overall Economic Effect - Gross Value Added in million Euros  EU (plus third countries)  Other Austrian provinces  Lower Austria

  17. Economic Effect - Structural ChangeEmployees (excl. self-employed) by economic sector

  18. Conclusions: Example Technopol: • Technopols enhance regional value creation chains and networks • Technopols support the structural transformation of the Lower Austrian economy • Technopols promote the creation of a knowledge-intensive economy

  19. Know Hub, Enhancing the regional competencies in strategic management of innovation policies Main issues: „ Regional Innovation Smart Specialisation Strategies“ – RIS3 Sucessful instruments of regional innovation policy KNOW-HUB bridges the gap of shortage of knowledge, skills and experience of European regions in designing and implementing smart and effective strategies for innovation. www.know-hub.eu 22

  20. Infrastructur Financing Any Questions ? Mag. Irma Priedl +43 2742 9005 ext. 16123 Irma.priedl@noel.gv.at Services

  21. example: Level 2 - What is the contribution of Cluster&N ? What has to be achieved by our clients and on the market to reach our goal? Level 2 Increase d innovation rate and productivity rate Strengthened firms’ key qualifications (technology, market, management) Systematic realisation of growth potentials • KVP-Projekte bei BEUC, KC, LMI, WBC • Logistics cost reduction initiative for shippers in LC • Productivity projects in production at KC, ACVR Medium-term R&D cooperation within the framework of key projects Product development projects in all clusters System solutions ((BEUC: bidding consortium, KC: Powder Injection Moulding, LC bundling, LMI: organic food arrays producer-processor-trade) ACVR: Focus training BEUC: ventilation Know how, know-how of redevelopment of pld buildings KC: qualification initiative in bioplastics LC: logistic strategy initiative LMI: HACCP WBC: Best Health Austria, Best of products

  22. What economic goals do we want to achieve until 2013? To improve the competitiveness of cluster firms To promote success stories of LA´s cluster policy internationally To increase the number of (qualified) working places in cluster firms How do we have to deal with customers and the market to achieve these goals? To set up new turnover and market potentials To use the increase of productivity potentials in cluster SMEs systemtically To improve the competence of the cluster partners systematically To increase the number of leading innovators and leading firms in cluster projects With wich processes could we get excellent results, in order to achieve customer, market and economic objectives? To develop leading projects with high value-added potential To exploit cooperation potentials systematically To offer attractive cluster-based services To prepare new focus topics & appropriate measures/instruments for target groups in an understandable way To shape project development and managment efiiciently What do we have to learn and how do we have to set our innovations to achieve the process, market and economic goals? To identify opportunities and gaps in cluster relevant fields systematically & early To improve the cooperation with other (network) partners To achieve above high professional competence

  23. Measurable indicators – example: Level 2 (customer objectives)

  24. Scorecard – leading companies involved in leading projects and number of leading projects

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