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APPLICATION FORM POLITEC Fuac 7 noviembre 2007_ENdoc

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APPLICATION FORM POLITEC Fuac 7 noviembre 2007_ENdoc

    APPLICATION FORM

ACRONYM:

    POLITEC

TITLE OF THE PROYECT:

    Transfer of good practice and methodology developed in Interreg 3B SUDOE (“AVANTEC Project”) for the elaboration of regional innovation policies in the sphere of cooperation between universities, businesses and public administrations.

TYPE OF INTERVENTION:

    ? Type 1: Regional Initiative Project

    ? Type 2: Capitalisation Project

Section 1: Project Summary

1.1. Acronym

    POLITEC

1.2. Title

    Shared application with methodology developed in Interreg 3B SUDOE (“AVANTEC

    Project”) for the elaboration of regional innovation policies in the sphere of

    technological cooperation between universities, businesses and public administrations.

1.3. Type of intervention

    Type 2: Capitalisation Project

1.4. Duration

    Start: beginning of: 07-2008

    Closure: end of: 07-2010

    TOTAL Nº MONTHS: 24

1.5. Sub-theme selected

    Priority 1: Innovation and the Knowledge Economy

    Sub-theme: Innovation, Research and Technology Development

1.6. Brief summary of the project

    The POLITEC project consists of the transfer of good practice and methodology

    developed in the AVANTEC project, whose activities were financed by Interreg 3B

    SUDOE and successfully finished in 2007.

The good practice and methodology of the AVANTEC project are aimed at the

    improvement of the interrelation between organisations in the regional innovation

    systems (universities, businesses and public administrations), with the idea of providing

    services and creating new companies. The POLITEC project, as a capitalisation project,

    aims to transfer this good practice and methodology to the public authorities of the

    regions participating in the project in order to establish regional innovation policies.

The strategic objective of the POLITEC project consists in providing the political

    authorities of the participating regions with a common work tool in the sphere of

    relations between universities, businesses and public administrations, which allows an

    improved sharing of the innovation policies in this essential field for the efficient

    performance of the respective regional innovation systems.

The basic activities of the POLITEC project are as follows:

    1. Analysis of existing innovation policies in the participating regions in the field

    of the interrelation between universities, businesses and public administrations

    through direct contact with the political authorities.

    2. Application of shared work procedures:

    a. Presentation of available methodology: PATSI: “Procedure of Advanced

    Technology Service Implementation” and POSTE: “Procedure of

    Systematic Support to Technology Entrepreneurs”.

    b. Training in the use of PATSI and POSTE methodology.

    c. Fieldwork in order to obtain data.

    d. Construction of indicator system.

    e. Personal interaction with the political authorities of each participating

    region for the interpretation of the indicator system.

    3. Public presentation of the results of the project in seminars, conferences and

    other events, with the participation of public authorities, key stakeholders and

    members of the project consortium from the various participating regions.

    4. Launch of diffusion initiatives: Web page, press, radio.

    5. Elaboration of action plans for the support of political authorities in the

    orientation of the innovation policies of the participating regions.

As main project results it is expected that an adequate transfer of good practice will be

    reached, leading to the drawing up of action plans in each participating region, which

    will allow the political authorities to improve the interaction between the organisations

    forming the respective regional innovation systems (universities, businesses and

    knowledge centres).

1.7. Partnership information

     Leader: University La Coruña Foundation (ES).

    Partners: Gobierno de Cantabria (ES)

     Asociación de Universidades Región Norte (PT)

     Gobierno de Toscana (IT)

     Poland region

     Eslovenia region

     Rumanía region

1.8. Project budget (in EUR)

     2,7 M?

Section 2: Detailed Description of the Project

2.1. Rationale

    2.1.1. Brief history of the project

    The idea of launching the POLITEC project, as a capitalisation project within Interreg 4C, stems from the experience gained through the AVANTEC project, which was financed by Interreg 3B SUDOE and successfully completed in 2007. Amongst the results of AVANTEC, there was the application potential to the improvement of innovation policies in the interface sphere between universities, businesses and public administrations. This was not the main priority of AVANTEC, focused on providing services and creating companies, but it did include methodology which could be orientated in this other direction of support to innovation policies.

    At the end of that project, both the participating partners and potential future partners expressed the desire to launch a new project, preferably with a political content, based on the methodology developed in AVANTEC. Once the content of the Interregional Cooperation Programme INTERREG 4C was made public along with its typology of projects related to capitalisation projects, it was a natural decision to present a new proposal that took advantage of the good practice developed in AVANTEC and was aimed at innovation policies. This is the origin of the POLITEC project, which is presented in this proposal.

    As a fundamental keystone of the origin of the POLITEC project, it should be stressed that it was the public administrations themselves, consulted through the contact network of the Fundación Universidade da Coruña, the project leader, who voiced their interest in benefiting from the methodology developed in AVANTEC to adopt the good practice aimed at improving innovation policies in the sphere of relations between universities, businesses and the public administrations themselves.

2.1.2. Problem description/issues addressed

    The problem tackled by the POLITEC project is essential in the structure of national and regional innovation systems. In fact, these systems were spoken about in the sense that they were made up of institutions that collectively promoted innovation. If there were no interconnection between institutions, one simply could not talk about systems.

    However, it is easy to talk about the need for these connections, with the aim of providing innovation systems in their full sense, but it is not so easy to determine the state of these relations or to formulate policies to improve them. The relations are subtle. They are not seen directly, and they mostly lie in personal connections of the individuals that form part of these institutions.

On the other hand, there are a large number of innovation indicators. The “European

    Innovation Scoreboard, 2006” contains the following innovation indicators for European countries plus the United States and Japan:

INPUT - Innovation drivers

    ? New S&E graduates per 1000 population aged 20-29

    ? Population with tertiary education per 100 population aged 25-64

    ? Broadband penetration rate (number of broadband lines per 100 population)

    ? Participation in life-long learning per 100 population aged 25-64

    ? Youth education attainment level (% of population aged 20-24 having

    completed at least upper secondary education) INPUT - Knowledge creation

    ? Public R&D expenditures (% of GDP)

    ? Business R&D expenditures (% of GDP)

    ? Share of medium-high-tech and high-tech R&D (% of manufacturing R&D

    expenditures)

    ? Share of enterprises receiving public funding for innovation INPUT - Innovation & entrepreneurship

    ? SMEs innovating in-house (% of SMEs)

    ? Innovative SMEs co-operating with others (% of SMEs)

    ? Innovation expenditures (% of turnover)

    ? Early-stage venture capital (% of GDP)

    ? ICT expenditures (% of GDP)

    ? SMEs using organisational innovation (% of SMEs) OUTPUT - Application

    ? Employment in high-tech services (% of total workforce)

    ? Exports of high technology products as a share of total exports

    ? Sales of new-to-market products (% of turnover)

    ? Sales of new-to-firm not new-to-market products (% of turnover)

    ? Employment in medium-high and high-tech manufacturing (% of total

    workforce)

    OUTPUT - Intellectual property

    ? New EPO patents per million population

    ? New USPTO patents per million population

    ? New Triad patents per million population

    ? New community trademarks per million population

    ? New community industrial designs per million population

Of this list of 25 indicators, only two refer to relational aspects, which are:

    ? Share of enterprises receiving public funding for innovation

    ? Innovative SMEs co-operating with others (% of SMEs)

The first indicator shows the relation between businesses and public administrations

    through the financing that the latter contribute to the companies. The second refers to

    cooperation between companies. Therefore, there is nothing about something as

    essential as the relation between the institutions that generate new knowledge, i.e.

    universities or research bodies and the companies as institutions that apply the new

    knowledge to conceive new applications and develop new products or production

    processes.

The intention of the POLITEC project is to rectify this shortcoming and provide an

    original indicator system on relations between universities, businesses and public

    administrations, obtained from the application of the methodology available from the

    AVANTEC project and known as PATSI and POSTE, which will be described in

    another section of this proposal.

This new indicator system aims to solve the problem of public administrations having to

    formulate innovation policies in the sphere of the relations between institutions of the

    innovation systems without having the data to orientate their decision.

This is the approach of the POLITEC project: to penetrate the terrain of the relations

    produced in the innovation systems of the regions participating in the project and to

    provide an indicator system to orientate the action plans of the public administrations in

    the participating regions.

2.1.3. Objectives of the project

    The strategic objective of the POLITEC project is to provide the public administrations

    in the participating regions with a common working tool in the sphere of relations

    between universities, businesses and public administrations, which allows an improved

    sharing of the innovation policies in this field that is essential for the efficient

    performance of the respective regional innovation systems.

The operational objectives of the project are as follows:

    1. CURRENT POLICIES: to determine the current state of innovation policies on

    the promotion of relations between universities, businesses and public

    administrations in the participating regions.

    2. TRANSFER OF GOOD PRACTICE: to transfer the PATSI and POSTE good

    practice and methodology to the public administrations of the participating

    regions through their use and control by the project partners.

    3. INDICATOR SYSTEM: to build an indicator system in each participating

    region on the relation between universities, businesses and public

    administrations through the application of PATSI and POSTE methodology.

    4. CONTACT ACTIONS: to create personal contacts on a regional and

    interregional level between project partners, policy makers and key stakeholders

    through seminars, conferences and other events.

    5. DIFFUSION ACTIONS: to communicate actions taken and results achieved in

    the project through diffusion initiatives such as Web page, press and radio.

    6. NEW POLICIES: to draw up action plans in each participating region to provide

    the appropriate authorities with practical suggestions for the orientation of new

    innovation policies in the participating regions.

2.1.4. Expected outputs and results of the project

    Tangible deliverables and visible results are considered expected outputs of the

    POLITEC project. In contrast, the expected results refer to immediate, direct and

    qualitative effects of the project. In the table below the expected outputs and results in

    relation to the operational objectives of the project are set out.

OBJETIVES EXPECTED OUTPUT EXPECTED RESULT

    Objective 1: ? 1 Report for each

    Current policies participating region on

    existing policies.

    Objective 2: ? 1 transfer to each ? 2 people trained in PATSI Transfer of good participating region, via a methodology of each practice report, of the adapted participating region.

    PATSI methodology. ? 2 people trained in POSTE

    methodology of each ? 1 transfer to each

    participating region, via a participating region.

    report, of the adapted

    POSTE methodology.

    Objective 3: ? 1 PATSI survey in each ? 100 companies surveyed in Indicator system participating region. each participating region.

    ? 1 POSTE survey in each ? 50 research groups surveyed

    participating region. in each participating region.

    ? 1 indicator system in each

    participating region.

    ? 1 Report on indicator

    system in each

    participating region.

    Objective 4: ? 2 contact actions on a ? 50 people contacted in actions Contact actions regional level in each on a regional level.

    participating region. ? 100 people contacted in

    ? 2 contact actions on an actions on an interregional

    interregional level. level. Objective 5: ? 1 project Web page.

    Diffusion actions ? 2 press project references

    for each participating

    region.

    ? 2 radio project

    presentations for each

    participating region.

    Objective 6: ? 1 action plan drawn up in ? 1 new innovation policy New policies each participating region suggested in each

    and documented in the participating region.

    corresponding report.

2.1.6. Approach and methodology

    The methodology base of the POLITEC project comes from the PATSI and POSTE

    methodology developed in the earlier AVANTEC project and is going to be transferred

    as good practice to the competent authorities for innovation policies in the participating

    regions.

In this section a brief reference will be made to the content of both methodologies.

PATSI methodology (Procedure of Advanced Technology Service Implementation),

    successfully used in the earlier AVANTEC project, has been modified in the current

    POLITEC project to adapt it to its specific objectives.

    The actions to be carried out in PATSI have a starting point in the surveying of companies with the aim of determining their connection with universities and public administrations in the context of their performance as to innovation.

    The survey will be undertaken through a personal interview with the appropriate person of the company holding the relevant information for the project’s aims. This person will

    be identified by a previous telephone enquiry.

    A visit sheet will be drawn up which includes basic information on the company and the contact person, together with their past performance in innovation and their future innovation prospects, and that must be completed by the interviewer.

The concept of innovation to be used is “innovation in the broadest sense”.

In the Oslo Manual of the Organisation for Economic Cooperation and Development 1(OECD), a company is considered to be innovative when it develops new or improved

    products or services and manages to launch them onto the market or develops technologically new or improved processes in its goods production or service supply methods.

    The procedure followed in PATSI consists in going back a step, not starting from the Oslo Manual, but broadening the concept of innovation in such a way that it is the businesspeople themselves who declare what is new or has been improved in their company in the last three years. There is no preset definition of the type of innovation or improvement, the decision as to what is new or improved is completely left to the businesspeople and, in addition, they are asked to specifically indicate the innovations or improvements that have taken place in their company in the last three years.

    The idea of this procedure is to not only to take in all that is included in the Oslo Manual, but also that which is left out, in such a way that when one speaks of an innovative company, it will be one that has introduced innovations or improvements, and when one speaks of a non-innovative company, it will be one that has not introduced any innovations or improvements whatsoever.

    The broader concept of innovation used in the interview covers everything that the businesspeople consider new or improved in their company in the last three years with an explicit description of the innovation or improvement.

    The result of the PATSI methodology is the information on the innovation of the companies and their connection with universities and public administrations. This information allows a set of indicators to be created relevant to the drawing up of action plans in the POLITEC project.

    POSTE (Procedure of Systematic Support to Technology Entrepreneurs) methodology also adapts to the needs of the POLITEC project. In relation to PATSI, which was a type of methodology that dealt with the technological demand of companies, POSTE methodology refers to the technological offer of universities and research groups. If the

     1 OECD, 1996. Proposed Guidelines for Collecting and Interpreting Technological Innovation Data.

    Oslo Manual. Paris. Second Edition.

concept of innovation in the broadest sense was the key to PATSI, POSTE deals with

    creative, technological initiatives.

Creative Technological Initiative (CTI) refers to the first development to a useable state

    of a technological opportunity as the exploitation of a possibility which occurs in the

    field of science and technology to conceive new or improved products (goods and

    services) or processes.

    ? It speaks of “initiative” because a first development must exist. It is not

    something that is driven by another that has already been done, but by

    something occurring firsthand, from real initiative.

    ? It is “technological” because it refers to products and processes. The important

    aspect is that it is placed in the interface between knowledge and the market. It

    has to pass from mere knowledge of the fundamentals of a subject to a state that

    can be shown to be useful from a functional point of view.

    ? And, of course, it must be “creative”. It is not enough to find something that is

    done here for the first time but has already been done somewhere else.

    Something must be found that is new or better in the absolute sense.

The search for CTI takes place in universities and research bodies. The POLITEC

    project partners determine which are the particular institutional search fields for CTI,

    which depends on their experience and previously established contacts.

A particular line in the search for CTI lies in the researchers in research groups who

    carry out new knowledge creation tasks in the most diverse areas of science and

    technology. These groups tend to be fully identified, and the question is to determine

    whether they contain CTI. There could also be other possibilities in the search for CTI,

    which is left to the consideration of the POLITEC partners.

Obtaining the information is achieved through a personal interview with the head of the

    research group. There is an interview sheet that can be followed to contact these agents

    with the aim of obtaining information on CTI.

The questionnaire represents a job procedure based on technology offer and allows the

    gathering of information on performance in research with possibilities of reaching the

    market. Therefore, it deals with information sensitive for establishing relations with

    businesses and public administrations.

The data obtained through the survey carried out according to POSTE lead to the

    construction of offer indicators. Together with the previous demand indicators deriving

    from PATSI it is possible to construct an indicator system on the interface between

    institutions of the regional innovation systems.

This indicator system is the key to orientating the drawing up of action plans in

    innovation policy, as put forward in the POLITEC project.

2.1.7. Components of the project

    The sequence of actions to be carried out in the project is set out in the following chart.

    The project components are designated C1 to C6 and are directly related to the 6 project

    objectives. The duration of the project is marked in months from 1 (initial month) to 24

    (final month).

     1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

    x x x C1

     x x x C2

     x x x x x x C3

     x x x x x x C4

    x x x x x x x x x x x x C5

     x x x C6

Each project component content is detailed below:

    Component 1: Identification of current policies

    Component 2: Transfer of good practice based on PATSI and POSTE

    Component 3: Construction of the indicator system

    Component 4: Carrying out of contact actions

    Component 5: Carrying out of diffusion actions

    Component 6: Drawing up of action plans for new innovation policies

……………………………TO BE DEVELOPED

2.1.8. Durability of the project results

    The durability of the project is based on the contacts of the participating partners with the public authorities responsible for the relations between universities, businesses and public administrations.

The links between the partners and the regional authorities are as

    follows: …………………………………………………TO BE DEVELOPED

2.2. Policy context

    2.2.1. Contribution to the programme’s objectives and to the Lisbon and Gothenburg

    agendas

2.2.2????????????????????????

2.2.3. Consistency of the project with EU horizontal policies

2.3. Management and coordination

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