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Integration of RIS3 with the general regional development strategy


Written by Christian Saublens

Reviewed by Dieter Meyer

 

The concept

How to implement it?

Step in the RIS process

What can be expected?

A quote

References

Expert's comments

 

The concept


The RIS3 methodology is the ex-ante conditionality for one out of the 11 ESIF investment priorities. This means that at the end of the day, the RIS3 results and expectations have to be integrated within the overall regional strategy. The critical issue here is to avoid tensions and frustrations between stakeholders having been involved in the design of all the different investment priorities which will form the general regional development strategy.

 

How to implement it?


The involvement of all the regional stakeholders in the RIS3 process and of RIS3 penholders in the design of the other strategy is the only way to ensure a smart integration of the R&D+I in the general regional development strategy. Tensions may arise when the final budget allocations between the ESIF priorities are adopted. The cooperation between the various stakeholders is also needed because of the obvious interactions between some of the priorities. R&D+I activities have an impact on the priority related to competitiveness of enterprises, but at the same time relies on the investment made in human capital and in ICT. R&D+I activities can of course also contribute to the aims of the priorities in the field of low carbon economy, climate change and environment.

 

Step in the RIS process


All

 

What can be expected?


The main benefits of the integration of the RIS3 in the overall regional development strategy are:

  1. The anchor of the RIS3 spirit, aims and objectives is the overall regional strategy,
  2. The smart interactions between the various elements of the overall regional strategy. Often the overall strategy is a juxtaposition of the different pillars of the strategy characterized by a silo approach. This results in a lack of considerations or (even worse) without the necessary complementarities between them. Indeed, for instance how can a RIS3 be successfully implemented if there is no strong alignment with the investment in human capital or with the budget choice. Too often, a tool, a priority, a scheme doesn’t reach its optimal potential because it is not integrated in an holistic value chain,
  3. Avoiding the provision of different budget lines to support the same actions.

 

A quote


"The RIS3 exercise is just one of several and at the end of the day we will have to make choices between social welfare priorities and R&D+I. Today, the first ones are more critical for citizens than the latter."  -  a representative of the Ministry of budget for the Canary Islands

 

References


  •  Regulation n°1303/2013 – Laying down common provisions for ESIF
  • JOCE L347 dd 20/12/2013 – foresees in the whereas 16 “…the CSF should facilitate the sectorial and territorial coordination of Union intervention…”

 

Mr Christian Saublens


 

Christian Saublens has more than 30 years of working experience in European trade organizations. Since 1992 he is the Executive Manager of EURADA, the European Association of Development Agencies, a network of 145 organisations. Christian has been involved in the organization of numerous conferences and meetings dealing with all matters related to regional development. He wrote several papers and working documents on business support schemes for SMEs. He played an important role for the dissemination in European regions of concepts such as benchmarking, business angels, investment readiness, proof of concept, clusters, open innovation, financial engineering, crowdfunding, … Several times Christian has been appointed as an expert by the European Commission and the Committee of the Regions.

christian.saublens@eurada.org

 

Expert's comments


Our experience in Weser-Ems region stresses indeed the importance of wider governance than the one requested by the RIS3, in order to avoid that the different departments of the local and regional administration work in isolation and only take care of their own field of responsibilities.

 

Mr Dieter Meyer


 

Since the early 90ies, Dieter Meyer (59) runs the MCON Dieter Meyer Consulting GmbH in Oldenburg. He studied economics and before his self-employment was already working as manager of research projects and consultant in different companies. His focus of work is on consulting public authorities in the areas of regional development and innovation. With his team, he also supports administrative districts and cities in the area of knowledge and technology transfer for SME as well as in the cross-border cooperation in Europe. Against this background, he is a member in different European networks, e.g. Europe Direct. Geographically, his focus of work is on the Weser-Ems region in the German federal state of Lower Saxony.

meyer@eurooffice.de

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