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Online S3 D.2.2. Open Consultation and Workshops: Specifications From the Users

Authors:
ONLINE S3 - ONLINE Platform for Smart Specialisation Policy
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Project!Acronym:!
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ONLINES3!
Grant!Agreement!number:!
710659!
Project!Title:!
ONLINE!Platform!for!Smart!Specialisation!Policy!Advice!
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Online!S3!open!consultation!and!!
workshops:!specifications!from!the!users!!
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Authors:!!
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Prof.!Mark!Deakin!-!Edinburgh!Napier!University!
Mr.!Alasdair!Reid!-!Edinburgh!Napier!University!
Dr.!Luca!Mora!-!Edinburgh!Napier!University!
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Reviewers:!!
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Prof.!Nicos!Komninos!-!URENIO!
Dr.!Anastasia!Panori!-!IntelSpace!
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Please! cite! this! report! as:! Deakin,! M.,! Reid,! A.,!and!Mora,! L.,! (2017)! Online! S3! open! consultation! and!
workshops:! specifications! from! the! users.! Report! produced! in! the! framework! of! the! Horizon! 2020! Project!
Online!S3:!ONLINE!Platform!for!Smart!Specialisation!Policy!Advice.!
ONLINE S3 - ONLINE Platform for Smart Specialisation Policy
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ONLINES3 Deliverable 2.2
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!
Project!acronym!
ONLINES3!
Full!title!
ONLINE!Platform!for!Smart!Specialisation!Policy!Advice!
Grant!agreement!number!
710659!
Funding!scheme!
Research!and!Innovation!Action!(RIA)!
Work!programme!topic!
H2020-ISSI-2015-1/ISSI-4-2015:!On-line!mechanisms!for!
knowledge-based!policy!advice!
Project!start!date!
2016-05-01!
Project!duration!
24!months!
Work!Package!2!
Online!mechanism!for!RIS3!policy!advice!
Deliverable!lead!organisation!
Edinburgh!Napier!University!
Authors!
Prof.!Mark! Deakin! (Edinburgh! Napier! University);! Mr.! Alasdair!
Reid! (Edinburgh! Napier! University);! Dr.! Luca! Mora! (Edinburgh!
Napier!University)!
Reviewers!
Prof.!Nicos! Komninos! (Aristotle! University);! Dr.! Anastasia! Panori!
(IntelSpace)!
Version!
4!
Status!
Final!
Dissemination!level!
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Due!date!
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Delivery!date!
18!May!2017!
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HISTORY!OF!CHANGES!
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Version!
Changes!
Version!1!
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Version!2!
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Version!3!
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Version!4!
Additional!information!is!included!on!the!engagement!of!
stakeholders!of!the!Quadruple!Helix!in!Smart!Specialisation!
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TABLE OF CONTENTS
1. Introduction 4
2. An online tool for public consultation 5
2. Interview Material/Questionnaire 9
3. Workshops 12
4. Summary 23
APPENDICES:
Appendix A: Lists of workshop attendees 27
Appendix B: Online consultation posts 33
Appendix C: Detailed responses 37
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1. INTRODUCTION
D2.2 reports on the findings of Task 2.3 “Open consultation and workshops:
specifications from the users”. Task 2.3 covers the following:
- an online tool for public consultation with the stakeholder community;
- target interviews/questionnaires with selected academics, analysts and
specialists (20 approximately);
- workshops (4 in total) in two of the pilot areas and two from the partner
countries, with the participation of the local stakeholder community;
- an open consultation using social media and media monitoring search.
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2. AN ONLINE TOOL FOR PUBLIC CONSULTATION
The online open consultation follows the process presented in the following figure.
Figure 1. Online open consultation of the Online S3 methods
Medium is a web space where everyone can share a story. Every day, thousands of people
turn to Medium to publish their ideas and perspectives as leaders, artists, thinkers and
ordinary citizens who have a story to tell. Stories range from scrutiny of world affairs to
deeply personal essays. By publishing a story to medium.com you are making it
discoverable to thousands of potential interested users.
Medium is a free and open platform, underpinned by an advanced visual editor supporting
the integration of photos, audio and video. To write a story on Medium, a user account
needs to be set up. Once the new user is logged in, it is possible to click on "Write a story"
and start writing a new story. For the ONLINE S3 Open consultation process the stories
have been the twenty-nine (29) descriptions of the methods.
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In its most basic form, a story on Medium consists of a title and a body text. For the case of
the Online S3 methods it got quite a lot more complex than this, because special effort has
been given so ensure all stories have the same format and are easy to read. Medium has an
intelligent system to guess some tags helpful in summarising the story and making it more
visible during users’ keyword searches.
By default, new stories are published at unique URLs that are structured as in the following
example: https://medium.com/@newwriter/this-is-my-story-148ecc9a7bca#.kw43tyyqm
Figure 2. Online S3 Consultation on Medium.com: screenshot of the main page (https://consultation.onlines3.eu)
Once a story is published, the URL is final and won't change if it is edited. Furthermore, in
any new or existing publication, there are several types of images that can be uploaded. All
of these options are available by going to each publication's page.
1. Publication Avatar: this image is used in previews of the content throughout the
site. In this case, the image which is used is the Online S3 official logo.
2. Publication Logo (Story Pages): the Publication Logo appears at the top of all the
publication's stories (http://www.onlines3.eu/methods);
3. Publication Homepage Logo & Background: Medium supports the publication of
stories in custom domains. This means a sub domain
(https://consultation.onlines3.eu) has to be set up in the hosting server (According to
the platform’s rules, custom domains cannot be pointed to medium.com/@username
profile page nor to a post page. After receiving the response from the technical
support of Medium and performing the required parameterization of the web server,
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the Online S3 project website hosted the publication as those Online S3 methods
visible through the https://consultation.onlines3.eu link.
Publica(on+of+
methods+++ Workshops++
Social++
media+
campaign+
Review+of+
methods+via+
Interviews/
ques(onnaire+
surveys+
Integra(on*of*Medium*Into*
Onlines3eu*for*Online*Consulta(on**
++
Figure 3. Main components of the Online S3 Consultation
Figure 3 outlines the main components of the Online S3 consultation. The consultation
material covers the following:
Online S3 Methods;
Interview material/questionnaire survey for reviewing the existing RIS3 Guidance
Notes on the methodological challenges;
Workshop material for user review/evaluation of the RIS3 methods:
o Registration data;
o Power-point slides for the Workshops;
o Book of Methods for Review;
o Summative Evaluation Form;
Social media campaign.
This online tool was created in November 2016 and used to publish the 29 stories on RIS3
methodologies in December. It was then integrated into the Onlines3eu website and used as
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a reference point for the interview material/questionnaire, workshops and social media
campaign. So far 11 stories on the hosted material have been shared. These stories relate
to the 29 methodologies online S3 has developed under WP1 and have been posted by SBA
as part of this organisation’s contribution to the consultation (see Appendix 2).
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3. INTERVIEW MATERIAL/QUESTIONNAIRE
First piloted as a series of interviews in November 2016 with selected academics, analysts
and specialists, initial feedback indicated the material lent itself to a questionnaire survey
and this would be a quicker way to conduct the review. This means approximately 25% of
the material reported on here is drawn for the pilot interviews and 75% from the
questionnaires administered as part of the online review of the RIS3 Guidance Notes.
In this exercise, the concept of Smart Specialisation is defined as “an entrepreneurial
discovery process (EDP) identifying where a region can benefit from specialising in a
particular area of science and technology”. The European Commission (EC) suggests that
the development of Smart Specialisation strategies should aim at concentrating resources
on the most promising areas of regional comparative advantage, e.g. on clusters, existing
sectors and cross-sectoral activities, eco-innovation, high value-added markets or specific
research areas. This calls for Nation State’s to assess regional assets, single out
competitive advantages and highlight the territories cohesive qualities, which they offer by
aligning them to regional stakeholders with a governance structure offering a sound vision
for the future.
The RIS3 Self-Assessment Guide helps regions to prepare for Smart Specialisation by:
identifying existing strengths and the potential for future development efforts; spotting
remaining gaps and bottlenecks in the regional innovation system; mobilising the relevant
institutions and actors to be involved in the RIS3 development process.
The idea of “getting started” has two major reference points in terms of the guidance offered
and different interpretations of how to conduct the EDP. This survey aims to highlight these
“differences in the guidance notes” and solicit views on the “direction of travel” in the process
of entrepreneurial discovery.
In this aim, the questionnaire survey takes the opportunity to reflect on the process of
entrepreneurial discovery under the “post-linear” era of research and innovation and
“production of knowledge” relating to the “helices of Smart Specialisation Strategies”.
The questionnaire surveys this for the following reasons:
1. While the initial RIS3 self-assessments were all conducted in the post-linear era of
research and innovation and do represent a radical break in the production of
knowledge, the guides emerging also highlight a shift from “mode 2” to the triple and
quadruple helix as a basis for such strategic developments.
2. This suggests the first round of RIS3 assessments were to some extent “caught in
the transition”.
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3. The Joint Research Council (JRC) of the EC now recommend the quadruple helix
should be adopted as the constituency of stakeholders for RIS3 Strategies and the
second round of assessments should be conducted on this basis.
4. For all of those involved in RIS3 design, this means there is a pressing need for any
further development to be fully aware of the differences, arguments for and against
the triple and quadruple helix as a broad-based research and innovation strategy for
new knowledge production.
5. It is also equally important the JRC are fully aware of your views and opinions on the
value of these models. In that respect, whether you support the direction of travel this
takes on and if this movement offers a platform for sustainable and inclusive growth.
This “full awareness” is what this questionnaire survey is designed to capture and solicit your
views and opinions on. This analysis shall be used to review the terms of reference for and
engagement of stakeholders in “getting ready for round 2 RIS3 assessments” and compile
reports on the strengths and weaknesses of the “user-centric” drive towards “mode 3”
research and innovation.
With this in mind, the questionnaire divides into three sections. These address:
1. RIS3 Key Guide
2. JRC Guidance
3. Online S3 user-centric drive towards RIS3 Assessment
The initial results of a bibliometric analysis found 145 scientific experts in Smart
Specialisation. Consequently, an invitation for this expert community to complete the
questionnaire was sent. So far 17 completed surveys have been returned. As it has not yet
been possible to conduct a detailed analysis of the questionnaire responses, the following
shall only report on the initial headline results of the survey.
Headline results of the questionnaire surveys:
75% Found the RIS3 Key Guide either extremely, or very helpful, because it
mobilizes all the stakeholders who are best able to champion research and
innovation under the Triple Helix model of regional innovation systems.
75% also found it very important for the scientific, knowledge production and creative
sectors to be the champions of regional innovation.
60% find it very important for these sectors to cluster together as enterprises able to
leverage technological breakthroughs across regions.
70% also propose these technological breakthroughs should be adopted as policy
priorities of any Smart Specialisation strategy.
60% say it is either very important or important for any such technological
breakthrough to be the subject of a governance regime of a joint board acceptable to
all stakeholders.
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65% say this joint board should be responsible for designing a research and
innovation strategy for Smart Specialisation.
75% say it is very important the joint board provide a clear statement about the future
challenges the research and innovation strategy has to meet.
75% of those surveyed are confident their regions have the scientific knowledge and
creative skills to meet these challenges.
70% see the TH as a marked improvement on previous models of regional
innovation, strong in terms of linkages between university and industry, but with
weaker connections to government. However, the responses are divided (60/40) in
terms of whether-or-not civil society can strengthen this. This aside 70% suggest the
public should have greater influence over a broad-based innovation policy, but
suggest the rate of innovation in Europe may not be sufficient to allow for this.
Any proposal to leverage any such intervention by way of the QH, also produces a
60/40 split in favour of this model, even though 80% suggest it is only this broad-
based innovation policy that can widen the participation which is sought.
With regards to the JRCs inclusion of civil society/users in the Guidance Notes, 70%
believe this is added in order for innovations to meet the grand challenges civil
society and achieve this by extending demand beyond industry and business. That is
out into the research and education sector, business, government and public
institutions of a quadruple helix, which is able to bridge technological gaps in the co-
design of research and innovation strategies. Able in that sense to offer a platform
which gains public trust in research and innovation and clears the democratic deficit
otherwise associated with such strategies.
Saying this, there is a 50/50 split in the virtues of such an inclusive growth strategy,
but general agreement on this being the only way to broaden participation as part of
an open (research and) innovation strategy that is sufficiently comprehensive to meet
the social challenges which Europe faces.
70% suggest the QH offers a more coherent governance system for Smart
Specialisation and 60% of the respondents are familiar with the 29 methods Online 3
selects to promote this. The majority of the respondents see this coherence as being
linked to the broadly participative nature of the methods and, for the reason, they are
also connected to the RIS3 steps those stakeholders involved in research and
innovation policy are not only now familiar with, but know about. This alignment in
turn making it possible for users to participate in a process of co-design that not only
bridges the technological gap in research and innovation, but which also restores
public trust by clearing any democratic deficit otherwise inherent in the creation of
Smart Specialisation Strategies.
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4. PILOT WORKSHOPS: USER-GROUP REVIEW
AND EVALUATION
The OnlineS3 Pilot Workshops review the 29 RIS3 methods found by WP1 to support the
process of entrepreneurial discovery. Against this backdrop, the specific objectives of the
workshops are:
1. Raise awareness of the RIS3 methods;
2. Review the status of the methods from the “user-perspective”;
3. Capture the outcomes of this review as a summative evaluation of the methods;
4. Solicit the thoughts, views and opinions of the users on the strengths and
weaknesses of the methods;
5. Reflect on the potential there is for Online S3 to develop the methods as “good
examples” of entrepreneurial discovery;
6. For Online S3 to take advice from the user-group on what they consider necessary
for the methods to be “fit-for-purpose”.
Workshops’ dates and locations
1. Location: Thessaloniki, Central Macedonia
Date: 10th December 2016
2. Location: Thessaloniki, Central Macedonia
Date 10th January 2017
3. Location: Edinburgh, Scotland
Date: 26th January 2017
4. Location: Ljubljana, Slovenia
Date: 19th January 2017
5. Location: Bratislava, Slovakia
Date: planned but not convened1
1 This workshop did not convene due to developments of RIS by the nation-state not making it
possible to convene a user-group workshop for the Online review of S3 methods. In an attempt to fill
this gap, Slovakia choose instead to post feedback via the consultation tool hosted on the OnlineS3eu
website.
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User-Group Registration
Figure 4. User-group registration form
Logistics of the events
1. 10 minute power-point presentation on the 29 RIS methods and objectives of WP1 in
particular. Supported by a further 10 minutes of the state-of-the-art presentation on
the schematics of entrepreneurial discovery according to IPTS;
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2. 2 hour slot to review the status of the 29 methods. For this we need to have the
catalogue of methods available at the workshops. Ideally, all the participants should
have access to them (as descriptions, fishes and full reports) a week before the
event, either as a download from the website or as hard copies. Someone from
WP1&2 (EFIS/URENIO) should also be present at each of the workshops, so they
can answer any queries as to the nature of the methods, state of development and
so forth. The rooms should all also have internet access so the methods can be
viewed online during the event. Given the number of participants in the workshop
and methods there is to review, it will not be possible to conduct this review as a
collective exercise. Instead, the participants will have to be sub-divided into specific
user-groups and allocated tables. Suggest 5 groups, with 5 participants per table.
Each table reviewing 5 methods over a 2 hour slot. Therefore, we shall need a big
room, or a number of smaller ones. Would also suggest, wherever possible, we try to
align the users to their areas of expertise. Just so, they feel comfortable with the
material and we know they are offering us an insider’s perspective;
3. The summative evaluation should be personal and structured around the simple
questioning framework we highlight in this document. Each evaluation should take no
more than 5 minutes (29 in total);
4. The questions asked, should ultimately lead to the question: is the method fit for
purpose i.e. does it sit properly in the right stage of the process and fit the user
needs and technical requirements of the steps. This should allow us to find out if the
methods are correctly classified, especially those in stage 1 and 2. For example,
whether they should be in 1 (governance) or in 2 (context). However, given the
boundaries of the methods are not “crisp”, we should think about the possibility of
clustering them together and seeing if this would better exploit their value as
“boundary spanning” devises, vis-a-vis ways for the techniques of analysis they
embody to short circuit the steps as other (back door) routes into entrepreneurial
discovery. This would treat the assessment not as a schema based on a simple
linear process, but for what it really is. In short, a complex, rich and diverse eco-
system of self-organizing entities, currently lacking the intelligence that is needed to
gain a strategic insight into how “the sum of the parts” aggregate into a process of
entrepreneurial discovery which is smart;
5. The facilitator of the workshop should then ask someone from each of the tables to
share their views, thoughts and comments on the strengths and weakness of the
methods (30 minutes). They should also ask if anyone else from the table would like
add anything further;
6. The facilitator should also ask all the participants to consider whether the users-
group see any of the methods developing into good examples of the entrepreneurial
discovery process (20 minutes);
7. The facilitator should then try and sum up the initial findings of the review by asking
the user-group assembled whether the methods are “fit for purpose” (20 minutes);
8. The facilitator should then explain how the results of this workshop shall feed into
development of Online S3 (10 minutes).
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Duration approximately 4.5/5 hours
User-group representation
Representing all of the 4 stakeholder groups that constitute the Quadruple Helix is
something which proved challenging. An analysis of all the workshops indicates that despite
conducting an open consultation and issuing a number of calls for the public to participate in
the workshops, only universities, industry and government responded. No one from the third
sector which came forward to represent civil society. From the 66 who attended the
workshops only 12% were from universities, 58% from industry and 30% from government
(see Table 1).
From this, it is evident that Online S3s commitment to the Quadruple Helix is slightly
compromised by the open consultations over representation of not so much Universities, but
Industry and Government as participants in the workshops relative to those of civil society.
WORKSHOPS
STAKEHOLDERS
University
Industry
Government
Civil Society
TOTAL
Greece
15
7
0
22
Scotland
5
6
0
11
Slovenia
5
15
1
0
21
Slovakia2
3
3
6
12
TOTAL
8
38
20
0
66
12%
58%
30%
0%
100%
Table 1. Stakeholder representation at workshops
Figure 5. Workshop presentations
2 Slovakia’s figures are drawn from the Online Consultation they participated in.
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This experience indicates the task of leveraging civil society as key stakeholder in the
development of a broadly participative methodology that institutes the QH as the basis of a
Smart Specialisation strategy able to sustain a process of entrepreneurial discovery is
something which may prove particularly challenging.
In many respects, this experience may go some way to capture the current state-of-play in
the transition form the Triple Helix to the Quadruple Helix advocated by the JRC Guidance
Notes. In that sense, the tendency, which exists for the public to perceive the research and
innovation strategies of Smart Specialisation to be dominated by industry and government
policy to reflect their interests in entrepreneurial discovery, rather than and as distinct to
those of civil society.
This aside, the following shall report on the user-evaluation of the 29 methods Online S3 has
selected because they are not only broadly participative, but also sufficiently open for any
consultation to promote a wide-ranging deliberation over the virtuous nature of an
entrepreneurial discovery process able to restore public trust and clear the democratic deficit
within civil society.
Extract of user-evaluation for the 29 methods
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Figure 6. Methods summative evaluation
The power-point slides
The power-point slides for the workshops are tailored to meet the cultural needs and
requirements of the various stakeholders. This aside, the slides draw upon the findings of
WP1 and present the outcomes of a S.W.O.T analysis on a regional mapping of the RIS3
“assessment gap” in Europe. In this way, they offer the opportunity to consider how policy
might go about closing this gap by applying the 29 methods available for the public to
leverage the missing assessments (see Figure 7).
Figure 7. Mapping of assessment methods across Europe
Results of the review
The results of the workshops are shown in Table 2. These only capture the responses to the
first of the 7 questions. The participants chose not to answer them all and instead preferred
to express opinions on the other 6 during the plenary feedback sessions. If we analyse the
results by score, the average is 4/5 with only 20% of the methods commanding a higher
score. In contrast to this 20% of the methods also fall below the average. This suggests the
user-community is broadly supportive of the methods and because of this prepared to
participate in their development.
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DESCRIPTION
WORKSHOP
Greece
Scotland
Slovakia
The term “governance” refers both to
government and stakeholder
engagement. Governance implies
also a quadruple helix approach as
key process of innovation production.
This step should be placed at the start
of RIS3, setting the framework of the
entire process.
1.1. RIS3 vision
sharing
very useful
useful
neutral
1.2. Stakeholder
engagement
very useful
neutral
very useful
1.3. RIS3 debate at
a glance
very useful
neutral
very useful
1.4. RIS3 legal and
administrative
framework related to
ESIF
neutral
neutral
very useful
“Analysis” is an established and
standard term of background
information necessary for any
strategic planning process. “Context”
in particular refers of regional /
national specific conditions and
existing institutional setting to be
taken into account.
2.1. Regional asset
mapping
very useful
useful
very useful
2.2. Research
infrastructure
mapping
useful
useful
very useful
2.3. Clusters,
incubators, and
innovation
ecosystem mapping
useful
useful
very useful
2.4. Benchmarking
very useful
useful
useful
2.5. Science and
technology profile
and performance
useful
neutral
very useful
2.6. Specialisation
analysis / index
useful
neutral
useful
2.7. SWOT analysis
useful
neutral
useful
“Strategy” formulation instead of
policy formulation denotes the
character or RIS3 as strategy and
project oriented intervention. “Shared
vision” makes clear the participatory
approach in defining the vision and
setting objectives.
3.1. Collaborative
vision building
very useful
useful
neutral
3.2. Scenario
building
useful
neutral
useful
3.3. Delphi
Foresight
very useful
neutral
useful
3.4. Stakeholder
choice over
alternative futures
very useful
neutral
Definition of activity focus and
priorities of smart specialisation.
4.1. EDP workshops
very useful
useful
very useful
4.2. Extroversion
analysis
very useful
not very useful
very useful
4.3. Related variety
analysis
useful
not very useful
neutral
“Policy mix and action plan
implementation” denote the sequence
of actions for implementing the
strategy. “Action plan” stresses the
need for a structured project-driven
approach to RIS3 implementation.
5.1. RIS3
intervention logic
useful
useful
very useful
5.2. RIS3 action
plan co-design
very useful
useful
very useful
5.3. RIS3 budgeting
useful
useful
very useful
5.4. RIS3
administrative
framework
conditions
useful
not useful
very useful
5.5. RIS3 calls
consultation
useful
neutral
very useful
5.6. RIS3 innovation
maps
useful
neutral
useful
5.7. RIS3 open data
tool
useful
neutral
very useful
“Monitoring and evaluation” instead of
evaluation, refers to data collection
process and need to organise a
repository of data monitoring as a key
component of smart specialisation.
6.1. RIS3 monitoring
very useful
useful
very useful
6.2. Definition of
RIS3 output and
result indicators
useful
neutral
very useful
6.3. Balanced
scorecard
useful
neutral
very useful
6.4. RIS3
beneficiaries and
end users’
useful
not very useful
useful
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satisfaction online
survey
6.5. RIS3 social
media analysis
useful
neutral
neutral
6.6. RIS3 quality
scorecard
useful
neutral
Table 2. Responses to the question(s)
Table 3. Method average scores
METHOD
WORKSHOP
Greece
Scotland
Slovakia
Slovenia
1.1. RIS3 vision sharing
Very useful
but it has
description
and operation
difficulties
Requires case
study
examples to
clarify the
method
1.2. Stakeholder engagement
Very useful
both the
methodology
and the
instrument
Sections 1.1
and 1.2 could
be merged.
People not
necessarily
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(opinion of
experts is
required)
running these
methods in
the correct
steps/logical
orders
1.3. RIS3 debate at a glance
Very useful
methodology
but it has
description
and operation
difficulties
1.4. RIS3 legal and administrative
framework related to ESIF
Concern
about
translation
and linguistic
issues
2.1 Regional asset mapping
When
mapping the
research
infrastructure
in various
countries,
there should
be included
also the data
about overall
yearly budget
spent on
supporting
programs by
each
institution
Table 4. Extract of detailed response
Table 4 provides an extract of the specific comments. Here criticism of the methods is of:
how they are designed, vis-a-vis the form they take. As one of the user-groups from
government attending the Edinburgh Workshop said: “the fact they are full of technical
jargon and excessively lengthy”. Notwithstanding this comment, the user groups from each
of the workshops made the following observations:
currently there are too many methods;
the descriptions tend to be technically over-specified and too complex to work with;
simplification of the methods would help a lot, as too would a much clearer statement
of who they are for;
this means segmenting them by user-profile, role and function;
the profile, roles and function also require to flag up the added value to the users,
either in scientific and technical terms, potential for wealth creation, investment in
and commercial exploitation of innovations to meet social challenges;
without this there shall be no “buy-in”;
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would be a good idea to write the methods descriptions not from the expert’s point of
view, but specify them from the perspective of the user, as this would make it easier
to navigate a critical path from one to the other;
this means turning the situation around by:
o keeping the technical matters in the “back office”;
o pushing what you want the method to communicate up into the “front-of-
shop”, where it can be both seen and heard;
o shifting attention away from the problem and to the solution;
any such user-centric message also requires not to be so text-driven, but offer a rich
“multi-media” experience, vis-a-vis better balance between the written text, visual
image and symbols available to communicate the value-adding potential of the
solution each of the methods offers;
in this way they ought to be more radical and represent user-centric communications
as social innovations;
any wider dissemination should seek to streamline the methods so the critical nature
of these social innovations can be seen as not only being smart in terms of the
priorities they set for specialisation strategies, but how these preferences sustain the
entrepreneurial discovery process;
this user-centric message needs to be socially inclusive in the sense the innovation
which it embodies is communicated equally to all stakeholders and in a manner that
is consistent across each of the methods available for smart specialisation strategies
to sustain the entrepreneurial discovery process.
Indeed, one participant went on to suggest, it is only by communicating the methods in this
way, shall it become possible for the social media adopted (Medium) to create the very
stories that make it possible to publish them in a form, which others can also in turn
deliberate over as the content of any online consultation.
Social media campaign
While social media has been at the center of this online consultation and Medium has
generated around 1,000 views, it is noticeable this software has generated few comments
(see Table 4). In view of his, it was considered important to extend the social media
campaign to include other mainstream providers of such services. These additional social
media providers include LinkedIn, Twitter, Facebook and YouTube. LinkedIn, Twitter and
Facebook have been used to fill the gap left by Medium. In that sense extend the
participation of stakeholders in the online consultation beyond those form University,
Industry and Government constituting the TH and capture the views of a broader body
whose status represents the opinions of civil society.
As Table 4 indicates, this had proven successful in no only extending the online consultation
to include the hitherto missing elements of the QH, but in also augmenting the number of
views, likes and comments on the methodological components of RIS3. You Tube has also
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been used to offer a visual image and graphic representation of the messages posted on
LinkedIn, Twitter and Facebook.
Table 4 lists the social media deployed to support the online consultation and the traffic this
has generated.
SOCIAL MEDIA
VIEWS
LIKES
COMMENTS
Medium
1,000
17
12
Linkedin
7,000
25
8
Twitter
80
Facebook
700
15
5
YouTube
-
Table 4. Social media campaign3
From this, it is evident that while it is not so difficult to generate reads and likes, generating
comments, which constitute a deliberation on the methodology of smart specialisation
strategies is far more complicated. Given Medium is the default social media for the
consultation, the plan for future deliberations on what the QH contributes to the sustainability
of the entrepreneurial development process, shall proceed by way of LinkedIn and Twitter. It
is also considered best to concentrate future postings the following topics:
the 3 models of Smart Specialization;
the agnostics of models and turn to methods;
addressing the social challenges;
the switch to digital platforms for data-driven information processing;
restoring public trust;
clearing the democratic deficit;
Online S3 as a platform of policy advice on social (research and) innovation
strategies.
These LinkedIn and Twitter postings shall be disseminated in March 2107.
3 The counting of views, likes and comments is performed in March 15, 2017.
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5. SUMMARY
D2.2 reports on the findings of Task 2.3 “Open consultation and workshops:
specifications from the users”. Task 2.2 covers the following:
an online tool for public consultation with the stakeholder community
target interviews/questionnaires (20 approximately) with selected academics,
analysts and specialists on the respective merits of the TH and QH model of Smart
Specialisation as a research and innovation strategy able to sustain the
entrepreneurial discovery process.
Workshops (4 in total) in two of the pilot areas and two from the partner countries,
with the participation of the local stakeholder community.
An open consultation using social media and media monitoring search.
An online tool for public consultation with the stakeholder community
As a web space Medium allows everyone to publish their ideas and perspectives as leaders,
artists, thinkers and ordinary citizens. Stories range from scrutiny of world affairs to deeply
personal essays. By publishing a story to medium.com you are making it discoverable to
thousands of potential interested users. It offers a free and open platform, underpinned by
an advanced visual editor supporting the integration of photos, audio, and video. Most
importantly though, is the opportunity such publishing tools offer those involved in the
consultation process to comment on such developments by sharing their views and
opinions.
Targeted interviews/questionnaires
First piloted as a series of interviews with selected academics, analysts and specialists,
initial feedback indicated the material lent itself to a questionnaire survey and this would be a
quicker way to generate the review. This means approximately 25% of the material is drawn
for the pilot interviews and 75% from the questionnaires administered as part of the online
review of the RIS3 Guidance Notes.
The questionnaire survey takes the opportunity to reflect on the entrepreneurial discovery
under the “post-linear” era of research and innovation and “production of knowledge” relating
to the “helices of Smart Specialisation strategies”. With this in mind, the questionnaire
divides into three sections. These address:
1. RIS3 Key Guide
2. JRC Guidance
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3. Online S3 user-centric drive towards RIS3 Assessment
The initial results of a bibliometric analysis found 145 scientific experts in Smart
Specialisation. Consequently, an invitation for this expert community to complete the
questionnaire was sent. So far 17 completed surveys have been returned. As it has not yet
been possible to conduct a detailed analysis of the questionnaire responses, the following
shall only report on the initial headline results of the survey.
The headline results of the questionnaire surveys indicate the following:
75% find the RIS3 Key Guide either extremely, or very helpful, because it mobilizes
all the stakeholders who are best able to champion research and innovation under
the Triple Helix model of regional innovation systems. 75% also find it very important
for the scientific, knowledge production and creative sectors to be the champions of
such a regional innovation system. 60% find it very important for these sectors to
cluster together as enterprises able to leverage technological breakthroughs across
regions.70% also propose these technological breakthroughs should be adopted as
policy priorities of any smart specialisation strategy.
60% say it is either very important or important for any such technological
breakthrough to be the subject of a governance regime of a joint board acceptable to
all stakeholders. 65% say this joint board should be responsible for designing a
research and innovation strategy for Smart Specialisation in the region.75% say it is
very important the joint board make a clear statement about the future social
challenges the research and innovation strategy has to meet in the region. 75% of
those surveyed are confident their regions have the scientific knowledge and creative
skills to meet these challenges.
70% see the TH as a marked improvement on previous models of regional
innovation, strong in terms of linkages between university and industry, but with
weaker connections to government. However, the responses are divided (60/40) in
terms of whether-or-not civil society can strengthen this. This aside 70% suggest the
public should have greater influence over a broad-based innovation policy, but
suggest the rate of innovation in Europe may not be sufficient to absorb this. Any
proposal to absorb any such intervention by way of the QH, also produces a 60/40
split in favour of this model, even though 80% suggest it is only this broad-based
innovation policy that can widen the participation which is sought.
With regards to the JRCs inclusion of civil society/users in the Guidance Notes, 70%
believe this is added in order for innovations to meet the grand challenges civil
society face and achieve this by extending demand beyond industry and business.
That is out into the research and education sector, business, government and public
institutions of a quadruple helix able to bridge technological gaps in the co-design of
research and innovation able to gain public trust and meet the democratic deficit in
such strategies. There is also 50/50 split on the virtues of such an inclusive growth
strategy, but general agreement on this being the only way to broaden participation
as part of an open (research and) innovation strategy that is comprehensive enough
to meet the social challenges which Europe faces.
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70% suggest the Quadruple Helix offers a more coherent governance system for
Smart Specialisation and 60% of the respondents are familiar with the 29 methods
Online S3 selects to promote this as the research and innovation strategy of an
emergent mode 3 approach to knowledge production. The majority of the
respondents see the coherence of this governance system as being linked to the
broadly participative nature of the methods and because they are connected to the
RIS3 steps those stakeholders involved in research and innovation policy are not
only now familiar with, but also know about. This alignment of the methods with the
RIS3 steps in turn making it possible for users to participate in a process of co-
design that not only bridges the technological gap in research and innovation, but
which also restores public trust in the process of entrepreneurial discovery by
clearing any democratic deficit that would otherwise exist in the creation of Smart
Specialisation strategies that come forward.
Workshops
The OnlineS3 Pilot Workshop review the 29 RIS3 methods found by WP1 to promote
Quadruple Helix as a broadly participative process of entrepreneurial discovery. The specific
objectives of the workshops are to:
1. Raise awareness of the RIS3 methods;
2. Review the status of the methods from the “user-perspective”;
3. Capture the outcomes of this review as a summative evaluation of the methods;
4. Solicit the thoughts, views and opinions of the users on the strengths and
weaknesses of the methods;
5. Reflect on the potential there is for Online S3 to develop the methods as “good
examples” of entrepreneurial discovery;
6. For Online S3 to take advice from the user-group on what they consider necessary
for the methods to be “fit-for-purpose”.
If we analyses the results by score, the average is 4/5 with only 35% of the methods
commanding a higher score. In contrast to this, only 32% of the methods fall below the
average. This suggests everyone is generally supportive of the methods.
Criticism of the methods is of: how they are designed, vis-a-vis the form they take. As one of
the user-groups from government attending the Edinburgh Workshop said: “the fact they are
full of technical jargon and excessively lengthy”. Notwithstanding this comment, the user
groups from each of the workshops made the following observations:
currently there are too many methods and the descriptions tend to be technically
over-specified and too complex to work with;
simplification of the methods would help a lot, as too would a much clearer statement
of who they are for. This means segmenting them by user-profile, role and function;
the profile, roles and function also require to flag up the added value to the users,
either in scientific and technical terms, potential for wealth creation, investment in
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and commercial exploitation of innovations to meet social challenges. Without this
there shall be no “buy-in”.
would be a good idea to write the methods descriptions not from the expert’s point of
view, but specify them from the perspective of the user, as this would make it easier
to navigate a critical path from one to the other. This means turning the situation
around by:
o keeping the technical matters in the “back office”;
o pushing what you want the method to communicate up into the “front-of-
shop”, where it can be both seen and heard;
o shifting attention away from the problem and to the solution;
any such user-centric message also requires not to be so text-driven, but offer a rich
“multi-media” experience, vis-a-vis better balance between the written text, visual
image and symbols available to communicate the value-adding potential of the
solution each of the methods offers. In this way, any such deliberations ought to be
more radical and represent user-centric communications as social innovations;
any wider dissemination should seek to streamline the methods so the critical nature,
of these social innovations can be seen as not only being smart in terms of the
priorities they set, but pivotal in terms of how public trust in the democratic process
adopted to select these preferences help sustain the entrepreneurial discovery
process.
It is this user-centric message that needs to be inclusive and consistent across each
of the methods which is selected to promote the research and innovation of Smart
Specialisation strategies.
An open consultation using social media
The social media campaign for the online S3 consultation has proven challenging. For while
it has generated over 10,000 reads, this adds up to little more than an exchange of data and
information on RIS3 and raising awareness of Smart Specialisation. This is because the
community-building component of the consultation accounts for less than 10% of this figure.
In response future consultation shall proceed by way of LinkedIn and Twitter.
It is also considered best to concentrate future postings the following topics:
the 3 models of Smart Specialisation;
the agnostics of models and turn to methods;
addressing the social challenges;
the switch to digital platforms for data-driven information processing;
restoring public trust;
clearing the democratic deficit;
Online S3 as a platform of policy advice on social (research and) innovation
strategies.
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APPENDIX A: LIST OF ATTENDEES
Greece: workshops’ attendees
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Scotland: workshop’s attendees
First&Name Surname Email
What&is&your&current&role/relationship&in&managing&EU&funding&or&strategy?&Or&working&with&EU&funded&projects?
Job&Title Company
David Ho ppe r hopperd@stirli ng.gov.uk
Working6with6various6EU6funded6projects6currently6at6various6stages6of6development/completion.
Sustainable6Developme nt6Manager Stirling6Council
Derrick Johnstone derrick.johnstone@educe.co.uk
Extensive 6experi ence6of6EU6funding6&6strategy;6also6in6producing6good6practice6guides6and6case6studies
Director Educe6ltd
Ewan Prenti ce prenticee@stirl ing.gov.uk
Supporting6in6the6appli cation6process6and6initiation6of6proje cts6which6have6been6approved.
Sustainability6Intern Stirl ing6Council
Gemma Cassells gemma.cassells@edinburgh.gov.uk
I6oversee6proje cts6under6the68th6City6ERDF6strategic6interventi on,6also6involved6in6deve loping6new6opportunitie s6for6collaborative6EU6funded6projects.
ICT6Relationship6Manager Edinburgh6Council
Ingrid Gree n ingrid.gree n@scotent.co.uk All 6of6the6above Senior6EU6Funding6Executive Scotland6Europa
Joel Potts joel. potts@innovaintegra.com I6am6currently6a6developer6on6the6Online 6S36project Software6Enginee r Innova6Integra
Mark Crouch mark.crouch@jacobs.com
Work6on6a6variety6of6low6carbon6and6smart6technology6strategy6consultancy6projects
Senior6Sustainabi lity6Consul tant Jacobs
Mora g Clark morag.clark@scotent.co.uk Speciali st,6Energy6Team Scottish6Enterprise
Ruth MacD on al d ruth.macdonald@gov.scot Yes I nnovation6Support6Service6Pol icy6Coordinator Scottish6Government
Mark 6 Deak in6 m.de akin@napier.ac.uk N/A Academic Edi nburg h6Napie r
Alasdair6 Reid Al.Reid@napier.ac.uk N/A Academic6 Edi nburg h6Nap ie r
Luca6 Mor a L.Mora@nap ie r.ac.u k N/A Academic Edi nbu rgh6Napie r
Ed6 Craig ed.craig@ed.ac.uk N/A Depute6Director ECCI6-6Edinburgh6University
Kristin Hop fe Kristin.Hopfe@ed.ac.uk N/A Project6Manager66
Hel en Dunk Hel en. Dunk @ed. ac.uk N/A Informaiton6offi cer
ECCI6-6Edinburgh6University
ECCI6-6Edinburgh6University
Slovenia: workshop’s attendees
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APPENDIX B: ONLINE CONSULTATION POSTS
PHASE 1: GOVERNANCE
1.1 Vision sharing
The methodologies are very nice but also very sophisticated. This raises the question
over their practicability. What I appreciate is the reference to vision at first place.
Vision is the key issue in every strategy. The vision of S3 should be derived from the
overall vision for the whole society and that one from the Agenda 2030 of the UNO
and the EU Strategy 2020, which are both based on the sustainability principle.
Standard and useful methodology, weak point of described methodology is the lack
of identification of the target groups of political actors and the integration of vertical
and/or horizontal structure of political power. Inadequate identification of the key
actors should lead to a future un-objectification of the vision and/or un-objectification
of synthesis of knowledge achieved in cluster or consortium co-operation. This
methodology is usually used for system concepts and approaches related to the
income and dispensing processing of information and these concepts require
minimization of unknown variables elements or relationships and processes.
1.2.Stakeholder engagement
Stakeholder engagement is the process by which the people (organisations,
institutions etc.) are involved who may be affected by the decisions made or can
influence the implementation of its decisions. It is not communication (one-way of
information sharing), it is a two-way, interactive, purpose-driven, provides information
and seeks inputs (talking and listening). It reduces conflict, enable effective decision
making, share responsibility, provides better outcomes, better policy, manages
issues and builds credibility and trust. The stakeholders’ engagement brings different
perspectives into the situation and its handling. Therefore it is “a must” with regards
to S3. The Liquid feedback as the chosen method seems the good choice, open-
sourced, compared to the other mentioned applications (ideascale.com;
allourideas.org etc.).
Standard and suitable communication model, in which the flow of information is held
in “info-reservoirs” that draw key stakeholders information for decision making. For
this model it is necessary to break down the different stages, with different decision
models, because the use of this model in standard bureaucratic and political
processes are diametrically opposed to the possibility of its use by visionaries. The
work of visionaries is often at odds with conventional communication models,
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because the information processed by visionaries can flow more efficiently and often
discontinuous. The roles of different actors using this communication model can be
vastly different and often contradictory. I think that this model will be sufficiently
functional only when the whole process around the communication flow will be
effective structured
1.3. Debate at the glance
Described methodology is sufficiently comprehensive and holistic, and may be an
effective model for objectification of processes associated with brainstorming.
Involvement of all stakeholders
1.4. RIS3 legal and administrative framework related to ESIF
There is no need to call any information supporting process methodology. This is
classical information support, management tool, which is causally linked to the
effective selection of key stakeholders and policy makers at national and regional
level, which are focused on implementation of EU policies at national and regional
level. (see point 1.1)
PHASE 2: ANALYSIS OF CONTEXT
2.1. Regional assets mapping
The combination of both 2.1. Regional assets mapping and 2.2. Research
infrastructure mapping looks fine. Mapping of assets, utilizing indicators and profiling
in combination with covering RD infrastructure.
The preparation of the analysis was in compliance with RIS3 Guide developed by S3
Platform in Seville, founded by the European Commission to coordinate the
preparation RIS3 strategies. Quality and in-depth analysis and mapping of the
current state of R & D and innovation base is, according to us, a prerequisite for the
creation of a SWOT analysis of the area and setting priorities for the further
development of R & D infrastructure as well as the basis for effective decision-
making. The first part (Supply Side) analysis characterizes the public and private
research-development and innovation base in the county. Clarifies the place of
Slovak Academy of Sciences and two major universities in the region  Slovak
University of Technology and Comenius University in the process of development of
science, education and innovation. Not forgetting an important place of the private
sector in creating of new knowledge and innovative ideas, the analysis devotes the
space to the characteristics of private scientific research institutions, innovative
SMEs, but also in large companies. The following section (Demand Side), focuses on
the analysis of technology companies, small and medium-sized enterprises as well
as multinational companies and their positions as beneficiaries of research,
development and innovation. Subsequent section of the analysis further describes
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the innovation infrastructure in the region  ministries and their role in promoting
innovation, agencies under ministries such as bodies in charge of support research,
development and innovation, technology transfer centres, clusters, networks,
incubators and other innovation actors.
When mapping the research infrastructure in various countries, there should be
included also the data about overall yearly budget spent on supporting programs by
each institution. This information will be very useful by comparison of investments in
individual regions as well as when making judgment about the capacity of programs
and their impact on the ecosystem.
2.2 Research infrastructure mapping 
The “Description of the method” is more or less same as the chapter “Background
and rationale”. 2.3. Clusters, incubators, and innovation ecosystem mapping  same
as above. Text is literature review… If the material serves as review of the state of
the art, text is acceptable. If it will be implemented into the practice, usefulness of this
material is questionable methods are described very theoretically, not for
application in real life projects/applications/situations. Usability and impact  for 2.2 is
very general. KPI (or their suggestions) are missing at all. Required data 
 acceptable identified; In case of RIs mapping databases should goes beyond ESFRI
initiative (h2020, fp7) and includes also national projects oriented on building RI.
PHASE 3: STRATEGY FORMULATION
3.1.Collaborative Vision Building
To address the analytical pert of the study it is needed to examine the needs and
requirements of the entities in Bratislava region towards encouraging innovation and
developing innovative structures in the region (that is, to analyze the demand for
innovation support in the region). Identification of needs and requirements of
operators was carried out through an online questionnaire, which was sent by e-mail
to each institution. 3 versions of questionnaires were prepared divided into four parts.
Questionnaire for universities and other research and development institutions
contained the following parts: 1) The nature of the institution (i.e. number of peer-
reviewed outputs, participation in the Sixth and Seventh Framework Programme, the
number of PhD students and others), 2) Services (Technology Transfer Centre,
Centre of excellence, the possibility of transmitting the results of scientific activities
into practice), 3) Building innovative infrastructure, 4) Other issues. The
questionnaire designed for companies included the following: 1) the nature of the
institution, 2) Identification of needs of (in the use of tools of innovation
infrastructure), 3) Building infrastructure to support innovation, 4) Additional
questions. Survey designed for mediators consisted of the following areas: 1) the
nature of the institution, 2) Services, 3) Building innovation infrastructure, 4)
Additional questions. The questionnaire for companies investigated the demand for
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tools and services in support of innovation, the other two questionnaires examined
the offer of subjects and their potential to meet the demand of companies for these
instruments.
PHASE 5: POLICY MIX
5.1. RIS3 intervention logic
Based on the analysis of the current state of the region, completed questionnaires
and prepared the SWOT analysis the main goal was defined, which was at a lower
level broken down into 7 specific objectives that specify in detail the areas that would
be in development focus. It included also a proposal for institutional and
infrastructure support, consisting of proposed measures, activities and tools. The
measures are specifically limited group of activities to be individually managed and
their effectiveness will be monitored with respect to measurable indicators. These are
activities with similar contents and the implementation in a similar manner. Activities
include individual actions based on specific targets with certain specific content,
terms, and implementers. Activities can be implemented by some public authorities
on central, respectively regional level, regional government, national, or regional
institutions through specifically targeted projects or instruments with a permanent, or
temporary duration of activities. Tools are proven ways of implementing the support
for drawing on good practice either in Slovakia or abroad aimed at specific support of
innovation within its own life cycle, with the pursuit of sustainability (if in this specific
case may be). In order to promote effective implementation of RIS BSK the Council
for the implementation of innovative strategy of Bratislava Region was established,
which consists, in addition to Bratislava Regional Authority, of representatives of
national institutions, research organizations (Academy of Sciences, universities and
other research organizations), the city of Bratislava, representatives of important
industrial enterprises, business chamber and the like. The Council acts as the
steering committee of the RIS BSK. It should meet two times a year and serve as
methodological and professional resource for implementation of RIS. However, we
must admit that the original setting of the Council was due to capacity and technical
capabilities over-ambitious. At present the plan to organize the meeting of the
Council once per year was adopted including transformation of the Council to serve
as a consultative body and communication platform for informing its members on the
various activities in the field of research and innovation. Useful part of the design of
the strategy is a matrix of relationships between activities proposed RIS and the EU
programmes in the period 20142020, which presents possible synergies and
support for actions and measures proposed by RIS BSK in the period 20142020,
based on the state presented in the preparatory documents available on the date of
drafting the study.
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APPENDIX C: DETAILED RESPONSES
PHASES
DESCRIPTION
METHOD
GREECE
SCOTLAND
SLOVAKIA
SLOVENIA
1. Governance
The term
“governance”
refers both to
government
and
stakeholder
engagement.
Governance
implies also a
quadruple helix
approach as
key process of
innovation
production.
This step
should be
placed at the
start of RIS3,
setting the
framework of
the entire
process.
1.1. RIS3
vision sharing
Very useful but
it has
description
and operation
difficulties.
Requires case
study
examples to
clarify the
method
1.2.
Stakeholder
engagement
Very useful
both the
methodology
and the
instrument
(opinion of
experts is
required)
Sections 1.1
and 1.2 could
be merged.
People not
necessarily
running these
methods in the
correct
steps/logical
orders
1.3. RIS3
debate at a
glance
Very useful
methodology
but it has
description
and operation
difficulties
1.4. RIS3
legal and
administrative
framework
related to
ESIF
Concern
about
translation
and linguistic
issues
2. Analysis of
context
“Analysis” is an
established and
standard term
of background
information
necessary for
any strategic
planning
process.
“Context” in
particular refers
of regional /
national
specific
conditions and
2.1. Regional
asset mapping
When mapping
the research
infrastructure in
various
countries, there
should be
included also
the data about
overall yearly
budget spent on
supporting
programs by
each institution.
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existing
institutional
setting to be
taken into
account.
2.2. Research
infrastructure
mapping
Research
infrastructure
mapping looks
fine. Mapping of
assets, utilizing
indicators and
profiling in
combination
with covering
RD
infrastructure
2.3. Clusters,
incubators
and innovation
ecosystem
mapping
Is this method
useful if we
are already
undertaking
cluster
analysis
If the material
serves as
review of the
state of the art,
text is
acceptable. If it
will be
implemented
into the practice,
usefulness of
this material is
questionable
methods are
described very
theoretically, not
for application in
real life
projects/applicat
ions/situations
2.4.
Benchmarking
Very useful.
Connection
with Regional
Assets
Mapping
2.5. Science
and
technology
profile and
performance
2.6.
Specialisation
analysis /
index
2.7. SWOT
analysis
3. Strategy
formulation
shared vision
3.1.
Collaborative
vision building
Try to come at
these things
from point of
view of
potential user,
and ask who
else in all
these other
strategies has
done this and
done this well,
and why did
they feel that
visioning stage
really made a
difference
(with contacts)
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but not sure if
this visioning
process had
brought that
out
3.2. Scenario
building
should offer
more
complex
simulations
3.3. Delphi
Foresight
is there a
particular
application of
DELPHI
relevant here,
when thinking
about
emergent
technologies,
where you
want to feel
confident that
what your
prioritising are
technologies
that stand a
very good
chance of
commercialisat
ion in realistic
time-frames
3.4.
Stakeholder
choice over
alternative
futures
I am
concerned
about the
bridge
between vision
building and
action
planning, and
that is setting
our priorities,
and what is in
next section is
very
technocratic,
but actually
priorities are
fundamental if
looking for
ownership
behind a
strategy. I felt
a weakness.
Governance
set needs to
say much
more about
co-design
approach. The
guide does not
say enough
about
leadership
throughout the
process.
4. Priority
setting
Definition of
activity focus
and priorities of
smart
specialisation.
4.1. EDP
workshops
4.2.
Extroversion
analysis
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4.3. Related
variety
analysis
Useful but
complex in its
application
5. Policy mix
action plan
implementatio
n
“Policy mix and
action plan
implementation
” denote the
sequence of
actions for
implementing
the strategy.
“Action plan”
stresses the
need for a
structured
project-driven
approach to
RIS3
implementation.
5.1. RIS3
intervention
logic
5.2. RIS3
action plan co-
design
I thought
method was
quite clear, but
again
communicatin
g in different
ways, tables,
flow charts
maybe, pull
out examples.
Co-design
vocab,
perhaps worth
having a kind
of glossary, as
subtle
differences
between some
terms, e.g.
service design.
Needs to be
much
simpler.
5.3. RIS3
budgeting
Can someone
please figure
out to make
this easy, this
is the most
important
thing. Horizon
scanning for
EU funding
opportunities
is very hard.
Make it really
easy to find
calls and see if
anyone else is
interested.
Same people
and same
faces in the
network
getting funding
because of the
network
5.4. RIS3
administrative
framework
conditions
Concern
about the
interpretation
of the EC
agenda
5.5. RIS3 calls
consultation
this is the
most
complex
method
5.6. RIS3
innovation
maps
Good ideas.
This one is
quite clear,
and
visualisation
helpful.
Would like
this to be
more
comprehensi
ve
5.7. RIS3
open data tool
Shows great
promise
6. Monitoring
and evaluation
“Monitoring and
evaluation”
instead of
6.1. RIS3
monitoring
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evaluation
refers to data
collection
process, the
need of
organising aa
repository of
data monitoring
as key process
of smartness.
6.2. Definition
of RIS3 output
and result
indicators
6.3. Balanced
scorecard
Benchmarking
is a simplistic
tool for
comparing
regions. We
need tools
which are
visually
pleasing
6.4. RIS3
beneficiaries
and end
users’
satisfaction
online survey
6.5. RIS3
social media
analysis
6.6. RIS3
quality
scorecard
It is a
structural
component of
RIS3
surveillance
system. It also
constitutes the
connective link
between the
targets and
their
surveillance.
!
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