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, mst@fi.dk

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

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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

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Existing collaboration partners 2015 New collaboration partners 2015

Trying to capture systemic effects… (1)

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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?