Gareth HUGHES Chief Executive eris@ (The European Regional Information Society Association)

1. Gareth HUGHES Chief Executive eris@ (The European Regional Information Society Association) Regions & Regional Development in the Information Society

2. Accelerated adoption of ICTs is critical to achieving competitiveness at the European, national and regional levels. • Most people spend most of their lives, at leisure, work and study, in their regions • Regional mechanisms are “required to provide strategic co-ordination and planning at a scale lower than an overloaded central government but higher than the limited level of local authorities” • ICTs are only tools - and the information society only a means to an end - for economic and social development. • Accelerated development of the information society and improved competitiveness in Europe will be retarded if the regions are not fully engaged.

3. Because the information society will influence all aspects of our lives, in all parts of the regional economy and society, it is vital to address it in strategic planning terms. • More than this, the information society offers a new paradigm for regional economic and social development - especially in the Less Favoured Regions. • Planning for the information society should bring together all sectors of the regional economy and society - and bring together in a coherent strategic framework all aspects of regional planning.

4. “The regional level is the most appropriate for identifying the opportunities offered to it by the information society. Only an approach based on consensus, partnership and dialogue among users and Information and Communications Technology (ICT) providers within the regional context can make the information society a reality adapted to the needs of the people and firms rather than a celebration of technology.” COM (97)7/3

5. There exists a well-tried and tested methodology for developing and implementing Regional Information Society Strategies & Action Plans • IRISI (1994-97) • RISI ( 1996-99) • 28 regions adopted a common methodology for the development of RIS / SAPs. • Most have been successful • Avoid re-inventing wheels to achieve accelerated development

6. The RISI Methodology: Key Features • Create some (semi-permanent) organisational structures • Audit the baseline situation and benchmarking • Analysis of the baseline and of needs (e.g. SWOT) • Awareness raising and generating a public debate • Inclusiveness and a bottom-up approach combined with … • Leadership and a (strategic) top-down view • Networking and partnership building • Developing scenarios and options • Achieving consensus for priorities • Integration with regional and national policy (Mainstreaming)

7. Integration with Regional Policy Strategy Development Awareness Raising Cohesion Consensus Building Inclusive Building the Information Society Planning Choice Bottom up Learning Systems Dialogue Change Stimulation of New Projects Applications & Services New Networks, Partnerships & Organisational Structures Inter-Regional

8. Integration with Regional Policy Strategy Development Awareness Raising Cohesion Consensus Building Inclusive Building the Information Society Planning Choice Bottom up Learning Systems Dialogue Change Stimulation of New Projects Applications & Services New Networks, Partnerships & Organisational Structures Inter-Regional

9. ICT Skills Audit Project &Applications Inventory Infrastructure Audit Institutional Audit Baseline Audit Awareness Raising Create new partnerships Disseminate information Get key actors on board Organise debate - search for new ideas Build critical mass Create networks - get people involved Promote collective thinking

10. Integration with Regional Policy Strategy Development Awareness Raising Cohesion Consensus Building Inclusive Building the Information Society Planning Choice Bottom up Learning Systems Dialogue Change Stimulation of New Projects Applications & Services New Networks, Partnerships & Organisational Structures Inter-Regional

11. Networking & Partnership Strategy Definition Strategy Development Preparation Strategy Development Strategy Definition Strategy Implementation Strategy Review Benchmarking Establish Org. Structures Options Paper Networking Partnership Building Strategy Document Action Plan Project Development New Strategy Document New Action Plan Baseline Inventory SWOT Analysis Mainstreaming Monitoring & Evaluation Public Debate Awareness Raising t

12. Networking & Partnership Strategy Definition Strategy Development Preparation Strategy Development Strategy Definition Strategy Implementation Strategy Review Benchmarking Establish Org. Structures Options Paper Networking Partnership Building Strategy Document Action Plan Project Development New Strategy Document New Action Plan Baseline Inventory SWOT Analysis Mainstreaming Monitoring & Evaluation Public Debate Awareness Raising t

13. Integration with Regional Policy Strategy Development Awareness Raising Cohesion Consensus Building Inclusive Building the Information Society Planning Choice Bottom up Learning Systems Dialogue Change Stimulation of New Projects Applications & Services New Networks, Partnerships & Organisational Structures Inter-Regional

14. Integration with Regional Policy Strategy Development Awareness Raising Cohesion Consensus Building Inclusive Building the Information Society Planning Choice Bottom up Learning Systems Dialogue Change Stimulation of New Projects Applications & Services New Networks, Partnerships & Organisational Structures Inter-Regional

15. “While the so called ‘digital revolution’ generates truly global information flows and profoundly changes the way businesses, markets and politics work, the term ‘digital divide’ indicates that not everybody benefits from these revolutionary changes. There is a wide gap between those who have access to ICTs and those who have not.” COM(2001) 770 final

16. The inclusive, bottom-up approach is designed to identify and meet the real needs, and solve the real problems, of real people and real organisations : • identifying real (rather than imagined) demand • avoiding technologically-driven, supply-side solutions • ensuring participatory decision making (by users) • addressing the needs of all sectors of the regional society and economy • supporting common thinking, cohesion and consensus • overcoming the ‘digital divide’ • strengthening regional identity and solidarity • building regional planning competencies and capacity

17. SOME CONCLUSIONS • The development of the information society requires BOTH a top-down AND a bottom-up approach • The State, regional authorities and big business do not have all the answers. • Engaging and trusting people to participate is a critical part of the process. • Politicians like ‘quick successes’ - but these do always represent the real priorities for long-term development. • Some experimentation and risk is essential - to be innovative and to win commitment. • But overall leadership and co-ordination is needed from the regional authorities (both UP to national/EU policies and DOWN to meet local needs)

18. SOME CONCLUSIONS • Participation of, and consultation with, the social and economic actors is absolutely essential • To identify and address real needs and real demand. • To raise awareness of the risks and the opportunities • To win widespread support and commitment. • To create a cohesive - rather than a competitive -outcome. • To create a strategic - rather than fragmented - action plan • To avoid exacerbating the digital divide.

19. SOME CONCLUSIONS • Regional benchmarking (and the use of key indicators) has an important role to play in developing and implementing information society strategies and actions plans • To audit the baseline situation. • To assess strategic gaps, threats and opportunities. • To monitor progress of the plan over time, and to identify problems at an early stage - for example, to detect a worsening of the digital divide. • To maintain competitiveness (relative to other regions and countries) in the global economy • To carry out effective evaluations and for periodic review of the strategy • BUT, be sure to choose the right (social as well as economic) indicators.

20. SOME CONCLUSIONS • Intra-regional networking is vital in order to • build new partnerships and a new consensus within a region. • tap the expertise within a region, to engage the wider community, and to capitalise on the region’s “energy” and resources.

21. SOME CONCLUSIONS • Intra-regional networking is vital in order to • build new partnerships and a new consensus within a region. • tap the expertise within a region, to engage the wider community, and to capitalise on the region’s “energy” and resources. Such networks can • take time to build (but tend to cost little) • build new and important communities of common interest • provide a mechanism for effective region-wide coordination • challenge the status quo

22. SOME CONCLUSIONS • Inter-regional networking is vital in order to • avoid re-inventing wheels and to cut development time and costs - by learning good practice and sharing developments and applications. • access mutual support and assistance in overcoming difficulties.

23. SOME CONCLUSIONS • Inter-regional networking is vital in order to • avoid re-inventing wheels and to cut development time and costs - by learning good practice and sharing developments and applications. • access mutual support and assistance in overcoming difficulties. Inter-regional networks • cost very little to join, but effective participation does take time and money (for travel etc.) • depend on reciprocity and solidarity. • offer scale economies in common areas - but members retain the advantages of independent action in others. • Offer learning opportunities but these often must be adapted to the regional context and circumstances.

24. eris@ now has 39 member regions - including the regions of Central Hungary and Malapolska. • The eris@ EU regions represent about 90 million people - about 25% of the EU population • Most are Less Favoured Regions - in receipt of Structural Funds support. • Most have successfully oriented their Structural Funds programmes to ensure accelerated adoption of the IS • On average, we estimate that Objective 1 regions will commit €200+ Million, and Objective 2 regions €100+ million (2000-06) for IS actions

25. A GUIDE to DEVELOPING REGIONAL Information Society INITIATIVES • See the RISI Guide to Developing Regional Information Society Initiatives • eris@ offers consultancy support and guidance in the development and implementation of regional information society strategies and actions plans. Contact: ghughes@erisa.be