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KUJPOMRIS KUJAWY-POMORZE REGIONAL INNOVATION STRATEGY UNTIL THE YEAR 2015 Dr Krzysztof Chmara KUJPOMRIS Project Manager University of Technology and Life.

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Presentation on theme: "KUJPOMRIS KUJAWY-POMORZE REGIONAL INNOVATION STRATEGY UNTIL THE YEAR 2015 Dr Krzysztof Chmara KUJPOMRIS Project Manager University of Technology and Life."— Presentation transcript:

1 KUJPOMRIS KUJAWY-POMORZE REGIONAL INNOVATION STRATEGY UNTIL THE YEAR 2015 Dr Krzysztof Chmara KUJPOMRIS Project Manager University of Technology and Life Sciences Bydgoszcz, Poland INTERREG IVC RAPIDE Project Launch Conference 29 th October 2008, Toruń, Poland

2 KUJPOMRIS MAIN GOAL PRIORITIES STRATEGIC OBJECTIVES OPERATIONAL OBJECTIVES STRATEGY STRUCTURE

3 KUJPOMRIS MAIN GOAL TURNING THE KUJAWY-POMORZE PROVINCE INTO A REGION OF HIGHLY INNOVATIVE ECONOMY

4 KUJPOMRIS Priority 1 DEVELOPMENT OF KNOWLEDGE-BASED ECONOMY Nowadays, economic development is determined by the way knowledge is put to practical use and the support it is given. That results in the following objectives: development of e-economy and infrastructure supporting the restructuring of traditional economic sectors, supporting sectors of high innovative potential, development of the high-tech sector.

5 KUJPOMRIS Priority 1 DEVELOPMENT OF KNOWLEDGE-BASED ECONOMY Strategic objective 1.1 Development of e-economy The development of e-economy is indispensable for the execution of various economic processes using the electronic exchange of data. Strategic objective 1.2 Supporting innovation in areas important economically Areas important for innovation increase include: data communications, biotechnology, tool industry, electronics, furniture production, poligraphy, agriculture and food production, chemistry, electrical technology, electrical-mechanical area, tourism and health resorts.

6 KUJPOMRIS Strategic objective 1.1 Development of e-economy Operational objective 1.1.1 Development of commercial electronic services It will be possible to perform services essential for running businesses. Key project: creation of economic applications for the regional broad-band network

7 KUJPOMRIS Strategic objective 1.1 Development of e-economy Operational objective 1.1.2 Development of public electronic services The goal is to provide citizens and legal entities with public services and information through new technologies, which is necessary for the development of information society. Key project: creation of administrative applications for the regional broad-band network

8 KUJPOMRIS Strategic objective 1.2 Supporting innovation in areas important economically Operational objective 1.2.1 Supporting the development of regional innovative clusters. Clusters being developed on the regional level, based upon dominant businesses, are the engine of the regional progress. It is not limited to high-tech businesses, but concerns also low-technology and medium- technology businesses. Key project: development of Bydgoszcz Industrial Cluster

9 KUJPOMRIS Strategic objective 1.2 Supporting innovation in areas important economically Operational objective 1.2.2 Supporting the development of businesses – innovative brands identifiable with the region It is necessary to support innovative activities of dominant regional companies. Key projects: creation of economic strategies in cities and districts, enhancing the potential of business organisations, promotion of brands through fairs.

10 KUJPOMRIS Strategic objective 1.2 Supporting innovation in areas important economically Operational objective 1.2.3 Development of industrial and technological parks in the region The development of industrial and technological parks in the region is necessary to ensure the optimisation and animation of regional economy and to stimulate the progress of innovative companies. Key project: strengthening the potential of existing and planned industrial and technological parks

11 KUJPOMRIS Strategic objective 1.2 Supporting innovation in areas important economically Operational objective 1.2.4 Creation of a system for developing the high- tech sector Functioning of high-tech companies in the region is an important element for stimulating the innovation of other sectors. Regional development should be based on technologically-advanced businesses, especially from the area of biotechnology and nanotechnology. Key projects: carrying out research, studies, and foresight regarding the development of high technologies, supporting high-tech pilot projects.

12 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 1 Strategic objective 1.1 Development of e-economy Number of municipal offices with one-station central client servicing (internal computer networks in offices) Number (proportion) of households equipped with PCs and Internet access

13 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 1 Strategic objective 1.2 Supporting innovation in areas important economically Number of newly created working places for highly qualified employees Number of functioning industrial and technological parks in the region Number of companies working in industrial and technological parks Number of functioning innovative clusters in the region Number of companies functioning in clusters Number of innovative projects implemented in clusters Proportional share of innovative companies in the general number of companies employing more than 9 people

14 KUJPOMRIS Priority 2 EFFECTIVE COOPERATION SYSTEM BETWEEN ECONOMY AND SCIENCE IN THE REGION Creation of an effective cooperation system between economy and science results in the increased interest of scientific representatives in solving specific economic problems.

15 KUJPOMRIS Priority 2 EFFECTIVE COOPERATION SYSTEM BETWEEN ECONOMY AND SCIENCE IN THE REGION Strategic objective 2.1.: Strengthening the research-development sector In order to intensify research activities regarded as particularly important for regional innovation and to improve improve living conditions of the people it is important to develop the research-development sector. Strategic objective 2.2: Close cooperation between the research- development sector and companies in the creation of market offers Exchange of experiences regarding scientific and economic practices as well as identification of companies needs will strengthen the commercialisation process of enterprises being under way.

16 KUJPOMRIS Strategic objective 2.1.: Strengthening the research- development sector Operational goal: 2.1.1 Marketing of research- development results Universities and research-development units should undertake marketing actions thanks to which entrepreneurs will be able to identify their offers and cooperation principles. Key project: creation of an interactive database comprising the regional research-development offer for economy

17 KUJPOMRIS Strategic objective 2.1.: Strengthening the research- development sector Operational objective 2.1.2: Creation of regional interdisciplinary research laboratories Implementation of interdisciplinary research and research- development actions will lead to practical solutions. Key project : Creation of regional interdisciplinary research laboratories

18 KUJPOMRIS Strategic objective 2.1.: Strengthening the research-development sector Operational objective 2.1.3: Creation of academic entrepreneurship incubators Academic incubators aim at promoting innovative entrepreneurship and transfering realities and experiences of free-market economy to the sphere of science. Key project : Creation of academic entrepreneurship incubators

19 KUJPOMRIS Strategic objective 2.1.: Strengthening the research-development sector Operational objective 2.1.4: Creation of a regional research and implementation fund Research and research-development actions from the research-development sector, resulting from economic needs, are exposed to risk and need a special support tool. Key project : Creation of a regional research and implementation fund

20 KUJPOMRIS Strategic objective 2.2: Close cooperation of the research-development sector and companies concerning the creation of market offers Operational objective 2.2.1: Organizing practical placements (science - industry) Placing students and postgraduates in companies should acquaint them with economical issues and prepare them for their professional careers. Key project: organizing staff exchange system: research institution – economic entity

21 KUJPOMRIS Strategic objective 2.2: Close cooperation of the research-development sector and companies concerning the creation of market offers Operational objective 2.2.2: Supporting advertising campaigns of brands and products Cooperation within the research-development sector regarding advertising campaigns of brands and products, resulting from the commercialisation of research and development, aims at enhancing the attractiveness of innovative market offers. Key project: organizing fairs, seminars, meetings of R+D sector representatives and entrepreneurs.

22 KUJPOMRIS Strategic objective 2.2: Close cooperation of the research-development sector and companies concerning the creation of market offers Operational objective 2.2.3: Creation of a regional centre of industrial design Industrial design centre will make it possible to put to fuller market use the research and technological-production potential and stregthen the market position of enterprises. Key project: Creation of a regional centre of industrial design

23 KUJPOMRIS Strategic objective 2.2: Close cooperation of the research-development sector and companies concerning the creation of market offers Operational objective 2.2.4: Creation of staff development system in the research- development sector The system may have the form of courses, postgraduate studies or PhD courses, and needs to adapt training offers to economical needs. Key project: enlarging training and professional development offers in companies

24 KUJPOMRIS Strategic objective 2.2: Close cooperation of the research-development sector and companies concerning the creation of market offers Operational objective 2.2.5: Creation of a system monitoring companies needs through research- development sector Information concerning the direction of technological development and research, accessible to research- development institutions, should be easily transferred to enterprises as their needs dictate. Key project: creation of a motivational system for implementing master and PhD theses in line with the needs of companies and administration

25 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 2 Strategic objective 2.1.: Stregthening the research- development sector Number of technological offers made in the region Number of new / significantly improved products resulting from the cooperation of enterprises and R+D sector Number of academic entrepreneurship incubators Number of companies in academic entrepreneurship incubators Number of research laboratories offering services for entrepreneurs

26 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 2 Strategic objective 2.2: Close cooperation of the research- development sector and companies concerning the creation of market offers Proportion of innovative companies in the total number of companies employing more than 9 people Number of industrial companies which introduced intellectual property protection Number of spin-off companies Number of companies taking part in EU framework programmes Number of industrial design centres offering services for entrepreneurs

27 KUJPOMRIS Priority 3 PRO-INNOVATIVE BUSINESS ENVIRONMENT Quick access to information and their processing in line with the economic problem concerned is possible thanks to the development of business environment centres. Its structure has to include centres facilitating the cooperation between science and economy. Apart from implementing innovative projects it will be possible to financially support enterprises, develop pro-innovative attitudes of regional public authorities and monitor innovative needs in the region.

28 KUJPOMRIS Priority 3 PRO-INNOVATIVE BUSINESS ENVIRONMENT (1) Strategic objective 3.1 General acces to information The potentiality of obtaining, selecting and using information from various sources makes it possible to discover and implement new solutions in economy. Strategic objective 3.2 Development of pro- innovative institutions The region has pro-innovative non-commercial institutions, the activities of which have to be coordinated within network cooperation.

29 KUJPOMRIS Priority 3 PRO-INNOVATIVE BUSINESS ENVIRONMENT (2) Strategic objective 3.3. Development of pro-innovative activities of regional public authorities for the benefit of enterprises It is necessary to carry out actions supporting the development of enterprises, especially small and medium ones, resulting from local economic strategies. Strategic objective 3.4 System of supporting enterprises financially It is necessary to start a financial access system for enterprises, especially those implementing innovative solutions. It is important to give those enterprises access to various forms of financing in their line of work.

30 KUJPOMRIS Strategic objective 3.1 General access to information Operational objective 3.1.1 Creation of a network access to economic, scientific, technical, and technological information Network access to information will make it possible to react efficiently to information needs of inhabitants, companies and people engaged in innovative activities. Key projects: Inclusion of schools and libraries in the innovative information system Creation of an information portal Creation of information points in every district

31 KUJPOMRIS Strategic objective 3.1 General access to information Operational objective 3.1.2 Strengthening the promotion and transfer of good practices Informing the society about regional, national and international successes will increase its interest in undertaking innovations and strengthen the transfer of knowledge about tested innovative solutions. Key projects: popularisation of good business culture and innovative actions system of promoting investment offers from the region and other values

32 KUJPOMRIS Strategic objective 3.2 Development of the network of pro- innovative insitutions Operational objective 3.2.1 Development of innovation- supporting and technology-transfer institutions Regional innovation-supporting and technology-transfer institutions have to be supported in their development of human, material and organisational resources, in order to ensure high-quality services aiding innovative actions. Key project : Development of innovation-supporting and technology-transfer institutions

33 KUJPOMRIS Strategic objective 3.2 Development of the network of pro- innovative insitutions Operational objective 3.2.2 Development of regional, interregional and international cooperation of networks of institutions It is necessary to create a network of institutions, thus making it possible to standardise services offered and enhance regional, interregional and international cooperation between the institutions. Key project : creation of regional network of institutions

34 KUJPOMRIS Strategic objective 3.2 Development of the network of pro-innovative insitutions Operational objective 3.2.3 Monitoring of innovative activities and needs in the region Observation of pro-innovative actions and activities under way is necessary to identify and evaluate the level of implementation of regional innovation strategy. Key project : creation of a monitoring unit

35 KUJPOMRIS Strategic objective 3.3. Development of pro-innovative actions of regional public authorities for the benefit of enterprises Operational objective 3.3.1 Development of servicing points for entrepreneurs in the region Municipal and district offices should create integrated servicing points for entrepreneurs, which apart from offering ways to solve various matters online forms will also offer electronic access to current economic information. Key project : Increasing the number and enlarging the offer of servicing points for entrepreneurs

36 KUJPOMRIS Strategic objective 3.3. Development of pro-innovative actions of regional public authorities for the benefit of enterprises Operational objective 3.3.2 Creation of an effcient system for attracting and servicing investors It is necessary to introduce a regional system standardizing cooperation with investors, thus making it possible for companies to access helping tools. Key project: creation of an effcient system for public authorities to attract and service investors

37 KUJPOMRIS Strategic objective 3.3. Development of pro- innovative actions of regional public authorities for the benefit of enterprises Operational objective 3.3.3 Supporting the participation of SMEs in fairs Often SMEs do not possess sufficient resources to prepare their presentations and participate in professional promotional events in Poland and abroad. Key project: supporting the participation of SMEs in fairs

38 KUJPOMRIS Strategic objective 3.3. Development of pro-innovative actions of regional public authorities for the benefit of enterprises Operational objective 3.3.4 Development of investment areas Public authorities should carry out actions aiming at developing regional investment areas for preferential business-running. Key project: development of investments areas

39 KUJPOMRIS Strategic objective 3.4 System of supporting enterprises financially Operational objective 3.4.1 Stregthening and developing credit guarantee funds and loans The region has or is able to have non-commercial loan funds and credit guarantee funds, which should be supported financially and stimulated in order to develop their offers. Key project: supporting financially the existing and creating new credit guarantee funds and loans

40 KUJPOMRIS Strategic objective 3.4 System of supporting enterprises financially Operational objective 3.4.2 Creation of regional seed capital Functioning of seed capital fund in the region is important for developing enterprises which are valuable for economic reasons, and are in the middle of being developed and analysed. Key project: Creation of regional seed capital

41 KUJPOMRIS Strategic objective 3.4 System of supporting enterprises financially Operational objective 3.4.3 Creation of venture capital Creation of venture capital is important because of a financial hiatus in long-term financing of innovative projects exposed to risk and in the middle of development. Key project: Creation of venture capital

42 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 3 Strategic objective 3.1 General access to information Number of district economic information points Number of schools and libraries included in the innovative information system Number of visitors on the website of the regional information portal Total number of innovation consultants cooperating with supporting institutions

43 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 3 Strategic objective 3.2 Development of the network of pro-innovative insitutions Number of regional institutions functioning in the network of innovation and technology transfer Number of clients using the network of innovation and technology transfer Number of innovative projects implemented through the cooperation with the network of innovation and technology transfer Total value of contracts financed in the region within the framework of innovative operational programmes

44 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 3 Strategic objective 3.3. Development of pro-innovative actions of regional public authorities for the benefit of enterprises Number of integrated servicing points for entrepreneurs in offices Number of servicing points for investors Total area of investment areas

45 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 3 Strategic objective 3.4 System of supporting enterprises financially Total value of transactions in funds: Seed Capital, Venture Capital (innovative actions)

46 KUJPOMRIS Priority 4 DEVELOPMENT OF INNOVATIVE SOCIETY Innovative society is a society learning all the time and able to act creatively and to accept changes. It is based on trust in economic relations. Therefore, the societys creativity must be developed constantly on all levels of education, with the creation of social capital.

47 KUJPOMRIS Priority 4 DEVELOPMENT OF INNOVATIVE SOCIETY Strategic objective 4.1: Development of creative society Creativity makes it possible to use the acquired knowledge to generate new ideas. A creative society reaches to working systems of thought, but does not aim to copy them. It can select knowledge elements and combine them into a new, creative way to solve problems. Strategic objective 4.2: Develop innovative staff A society learning creative attitutes, for which a change is a cultural novelty, needs help from specialists able to build cooperation and manage the risk involved in innovation.

48 KUJPOMRIS Strategic objective 4.1: Development of creative society Operational objective 4.1.1: Development of pro- innovative educational system Knowledge-based economy needs a creative society of inter-disciplinary character and able to cooperate with others. Such a society can be created only through a proper educational system. Key projects: development of cooperation between universities, clusters and public schools, increasing the amount of sciences and practical classes in curricula of primary and secondary schools observatory of the employment market development of lifelong learning creation of modern laboratories and implementation resource base in schools

49 KUJPOMRIS Strategic objective 4.1: Development of creative society Operational objective 4.1.2: Promoting innovation We must propagate all positive changes and actions taking place in the region, especially those leading to the creation of the cooperation network. Keeping people aware of social-economic changes should direct them towards creative society which puts to good use the regional potential. Key project: development of media promoting innovation

50 KUJPOMRIS Strategic objective 4.2: Development of pro-innovative staff Operational objective 4.2.1: Development of pro- innovative vocational groups It is necessary to train specialists who will be able to identify technological needs and act as intermediaries in the technology transfer in economic development and entrepreneurship animation. Key project: training technology brokers, entrepreneurhip animators and economic developers

51 KUJPOMRIS Strategic objective 4.2: Development of innovative staff Operational objective 4.2.2: Development of innovative attitudes among officials Members of the innovative society must feel that office employees support innovative actions. Understanding and willingness to help on the part of officials will be an important incentive to undertake new innovative enterprises. Key project: system of evaluating and enhancing the quality of officials actions

52 KUJPOMRIS Strategic objective 4.2: Development of innovative staff Operational objective 4.2.3: Increase in the innovation potential of academic staff Academic staff should heighten their qualifications in entrepreneurship, intellectual property management and commercialisation of research-development work. This knowledge is necessary for starting innovative cooperation with companies or for implementing innovative ideas by University staff or students themselves. An action supporting this process will be a simplification of formal-legal conditions at universities. Key project : creation of a formal-legal system at universities in order to facilitate innovative actions

53 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 4 Strategic objective 4.1: Development of creative society Number of people taking part in the lifelong learning between 25 and 64 years of age Number of finalists of contests in sciences in secondary schools Percentage of university students in the region Regional result of secondary-school graduation examination in mathematics as compared to the national result Graduates in sciences and engineering

54 KUJPOMRIS MONITORING INDICATORS FOR PRIORITY 4 Strategic objective 4.2: Development of innovative staff Staff working in Human Resources for Science and Technology being the number of active professionals Number of client-satisfaction evaluation systems in offices Number of projects realised within the 6th and 7th Framework Programmes

55 KUJPOMRIS CONTEXT INDICATORS OF THE STRATEGY: Added value in the region Increasing employment in the research-development sector by 1000 active professionals Outlays for research-development activities Outlays for innovative activities in the region

56 KUJPOMRIS Thank you for your attention! Jerzy Górzyński Dr Krzysztof Chmara Office Director Kujawy-Pomorze Association University of Technology of Employers and Entrepreneurs and Life Sciences, Bydgoszcz biuro@kpzpip.plbiuro@kpzpip.pl krystof@utp.edu.pl www.kpzpip.plwww.kpzpip.pl www.utp.edu.pl


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