Transcript Titel des Vortrages

Lower Austrian
Monitoring and
Evaluation System
Mag. Irma Priedl
Martina Ebner
Lower Austrian Government
3rd of October 2013, Madrid
Niederösterreich - facts and figures
area:
19.178 km²
population: 2011 (+5%)
1,615 Mio.
Person employed 2012: (+1,2%) 588.128
unemployment rate 2012:
4,6 %
economic growth:
1,1%
0,8 %
2012:
2013P:
start-ups 2012:
share in AT
7.424
21,4%
Gross Domestic Product 2012:
Contribution NÖ ->AT:
€ 49,6 bil.
16,1%
total exports: 2011:
€ 18,6 bil.
2010/2011:
+5,99%
R&D expenditures 2011
706,439 Mio
R&D share on GDP 2011
1,55 %
R&D share on GDP 2012 (est.)
1,54%
2
Niederösterreich – Part of Vienna Region

Key challenges:
• Lacking critical mass in public R&D:
Vienna as Austria’s R&D hub in the middle of NÖ,
but own province
• Lacking critical urban agglomeration:
low population density - 83 people per km²,
capital St. Pölten only 50.000 inhabitants,
> 410 km rural border region
• Highly diversified economy,
no strong sectorial specialization
• Dominated by very small companies

Lower Austria needs to:
• Create its unique selling proposition, no duplication of other regions
• Collaborate with neighbor regions
• Create critical mass in R&D and Innovation in niche technologies
• Facilitate innovation also in rural areas, foster innovation capacity
• Encourage co-operations between instruments
3
Regional Innovation Strategy – RIS3
4
Monitoring Methodology Lower Austria – objectives
 to improve the quality and efficiency of innovation supporting
services and, as a consequence, to accelerate the impact of
regional innovation system; (ex post/external evaluation)
 to obtain information on the scope and quality of these services
provided by regional intermediaries; (BSC)
 to provide relevant regional policy makers with methodologies
and tools enabling the evaluation and assessment of the impact
of current and future innovation policy activities; (regional
effects)
 to identify the needs of regional companies with respect to
innovation support services; (large scaled questionnaire)
 sustainable mechanism to cope with changes and challenges of
the regional environment. (regional facts and figures)
5
Monitoring Methodology Lower Austria
Assessment Lower Austria – 3 level approach
 Project level
•
Input, output and direct effects on the regional companies of
individual public intervention/project (support service and/or financial
funding)
 Programme level
•
•
•
•
Agreement on objectives
Total input, output and impact of a public support programme
Management by objectives
Evaluation of fulfillment of objectives
 Regional level:
•
•
•
Agreement on economic objectives
Effects of regional (innovation) policy and its interventions on the
region of Lower Austria
Statistical analyses and comparison
7
Assessment Lower Austria – 3 target groups

Companies
• Individual companies – sectors/technologies – leading innovators, leading
companies, growth companies, established companies, start-ups
• Needs of companies, Future trends & key activities
• Short – mid – long term impact of applied measures on beneficiaries
• Effectiveness of support schemes

Intermediaries
• Program driven outcome and impact on companies and scientific community
• Short – mid – long term impact of relevant innovation services per program

Policy / Policy maker
• Regional SWOT with performance of innovation relevant regional indicators
(without knowing the concrete influence of regional innovation policy on the
performance)
• Direct and indirect effects of regional innovation policy and its interventions on
the region of Lower Austria
• (Inter)-regional comparison
8
Monitoring Methodology Lower Austria
State Aid Scheme Innovation Assistant –
objectives and requirements

Fostering the innovation capability and culture within SMEs

Fostering the research capacity especially in Large companies

Stimulation of SMEs, especially with no or little experiences with graduated employees

Increase the number of academic staff and researchers

Innovation assistant must be a new full-time and permanent employee

Recruitment of Innovation Assistant is responsibility of company

Innovation assistant is recently graduated (university or university of applied sciences)
=> new contacts & Know-How for innovative projects

Innovation assistant has to be employed for a specific and well defined innovation
project within


SMEs (R&D, internal management and organisation, communication and
information).

large companies (Development of a new technology field or development of new
products for new sector markets, additional employee for R&D)
Funding for a maximum of 15 months
10
State Aid Scheme Innovation Assistant - Evaluation
 Basis:

15 calls carried out

86 innovation assistants are on their job
further 52 persons completed training program “Innovation Assistant”
 The evaluation of the Innovation Assistance Program performed end of
2011 covers 56 funding cases coming from the „funding rounds“ 1 to 12
(starting from the program launch in 2003 until 2010.
 The evaluation is based on the response to a questionaire sent out to the
program participants about 1-1,5 years upon finalisation of their funding
projects.
 Up to now 4 inquiry phases have been carried out in 2005, 2006, 2008
and 2011. The presented evaluation results represent a summary of these
4 evaluation inquiries.
11
State Aid Scheme Innovation Assistant - Results



Strengthening of competitiveness
•
ca. 85 % innovative products /
services
•
ca. 80 % significant technological
improvements
Introduction of modern management methods
•
More than 95 % improved their
project management
•
Ca. 85 % organisational change activities
Companies´ investments stimulated
by the funding programme
Stimulation of cooperation culture and
know how transfer
•

In 1.000 €
Ca. 70 % established new long
term cooperations, 50% improved collaboration with RTD and/or universities
Growth of the companies funded
•
•
•
More than 80 % created new jobs
More than 70 % with rising sales
More than 90 % with rising market shares
Employment effect
12
Funding scheme “R&D / Innovation“: Monitoring
and Evaluation, Results
New jobs through project

no jobs
1 to 3 jobs
11%
18%

4 to 6 jobs
more than 6 jobs
9%
Growing markets and opening new
markets in the focus
FuE funding scheme is at the same
time fostering innovation and
increasing (inter)national market
shares
Improved market position through project
50%
Opening up of new markets
62%
Success factor:
 Job creation
 Increased collaboration with
external partners
Securitization of existing markets
40%
No
Yes
Yes, w ith an important partner
20%
Share of companies
35%
Access to cooperation partners through project
16%
Grow ing market share
45%
30%
25%
20%
15%
10%
5%
0%
Local market
64%
National
market
Eastern
Europe
Western
Europe
Outside
13Europe
13
Lower Austrian Innovation Pyramid
14
Monitoring Methodology Lower Austria
BSC - structure and objectives
Target
group
Company
Intermediary
Policy Maker
standardised
Level
pilot
BSC Balanced Score Card
missing
In–process monitoring and
ex-post evaluation
Project
Enterprise
Dialogue
Once per
year (online
questionnaire)
Program
External evaluations
IMPACTSCAN/
ARISE:
impact
prof iles
BSC Balanced Scorecard Methodology
(to be completed f or single programs and
intermediaries)
continuous
contact
Monitor
of
regional
ef f ects (pilot
action, not
standard)
RIS NÖ
Large scale
questionnaire
Region
CIS extension f or regional
data bi annual
Nationale complete R&D
inventory count bi annual
Niederösterreich is
strongly positioned as
worth living and
attractive location 1
Highest economic growth
in East Austria
Qualitative jobs are
extended and secured
2
What has to be
Companies act
achieved by our
Key-Know-How of
companies (= clients) according to CSR rules in NÖ companies considerably
a resource-friendly way,
and on the market energy efficient and with
increased (technology,
to meet the economic social responsibility 4
strategy, markets)
5
targets?
LEVEL 2
3
Company growth
considerably
accelerated
6
NÖ Innovationsindex and other studies
STRINNOPIMPACTSCAN/ARISE:
regional innovation prof iles, budget
allocation f or RIS pillars
„Roof“ BSC
Economic Strategy

Which economic objectives do we want to
achieve by 2013?

What do we need to do for our customers and
in the market in order to reach these
economic objectives?

Which processes do we require to achieve
excellence and to reach our customer, market
and economic objectives?

What must we learn and where must we
innovate in order to achieve our process,
market and economic objectives?
F&E (TIPs)
Clusters
Patents
Technopoles
BSC accent
Internationalization
Which economic targets
do we want to achieve
until 2015?
LEVEL 1
Start-ups
Measurable Indicators
Strategy & Financial
support (WST 3)
16
Degree of companies‘
networking and
cross-linking considerably
increased
7
What economic goals
do we want to achieve
until 2013?
How do we have to
deal with customers
and the market to
achieve
these goals?
With wich processes
could we get
excellent
results, in order
to achieve customer,
market and
economic objectives?
What do we have
to learn and how
do we have to set
our innovations to
achieve the process,
market and
economic goals?
To increase the
number of (qualified)
working places in
cluster firms
To promote
success stories
of LA´s cluster policy
internationally
To improve the
competitiveness
of cluster firms
To set up new
To increase the
To improve the
number of leading innovatorsturnover and market potentials
competence of the cluster
and leading firms
partners systematically
in cluster projects
To develop
leading projects
with high value-added
potential
To prepare new focus topics
& appropriate measures/instruments
for target groups
in an understandable way
To identify
opportunities and gaps
in cluster relevant fields
systematically & early
To exploit
cooperation potentials
systematically
To use the increase
of productivity potentials
in cluster SMEs
systemtically
To offer
attractive cluster-based
services
To shape
project development and managment
efiiciently
To achieve
above high professional
competence
To improve
the cooperation with
other (network) partners
17
BSC - Monitoring and Evaluation for services
Leading innovators involved
Anzahl der Unternehmen
Anzahl der Leitinnovateure und Leitbetriebe in Leitprojekten
50
45
40
35
30
25
20
15
10
5
0
Ist
Plan
# CP kumuliert
Plan/Ist
BEUC
KC
LC
LMC
MC
Summe
PLAN 2013
0
1
4
1
5
11
IST 1. HJ 2013
1
1
0
0
7
9
Zielwerte
2009
2010
2011
2012
2013
Anzahl der Leitprojekte kumuliert
Anzahl der Leitprojekte
18
Number of leading projects
16
14
12
Ist
10
8
Plan
6
Projekte kumuliert
4
Zielwerte
2
0
2009
2010
2011
2012
Plan/Ist
BEUC
KC
LC
LMC
MC
Summe
PLAN 2013
0
2
2
1
1
6
IST 1. HJ 2013
1
2
0
0
1
4
2013
18
Monitoring Methodology Lower Austria
TIP - Technology & innovation partner
Task and Tools
Technopole
Cluster
program
TIP – technology and
innovation partner
tasks :
 Local contact point with proactive approach to mobilise innovation
 Access to information and contacts
 Identifying of problems and providing solutions
 Coaching of firms and R&D projects
 Technology screening, patenting and licensing support
 Award for innovation, needs of enterprises
 in-process monitoring of funded R&D projects
tools:
 consultancy
 SPIN – Strategy Program Innovation Technologies
 Special services
20
TIP – Results Economic Effect
Facilitator for companies in rual areas
(compensation of unfavourable sites)
Thematic focus: developement of new products, processes and
services, design, strategies for new markets, distribution,
management and organisation
Access for all sizes of companies, mainly from production areas
Gross added value effect:
2,35 Mio
employment: 37 additional jobs
21
TIP - Results TIP Performance of companies
Economic Effect
 Growth of turnover
per employee
 increase competitivness
 Additional patents
 Knowledge-intensive
economy
22
TIP – Results Economic Effect
TIP Soft Facts
 Access to information and
external partner
 New products,
processes and services
 Better technological know
how
 Better innovation culture
 Opening of new markets
23
Technopole
Cluster Program - Advance through
Collaboration

TIP – technology and
innovation partner
Green Building Cluster (2003)
 Logistics Cluster (2008)
• www.bauenergieumwelt.at
• www.logistikcluster.at
• Focus: energy efficient construction
• Focus: modal split, bundling
and refurbishment, healthy interior
(empty runs)
environments

Plastics Cluster
(Lower Austria in 2005)

• www.kunststoff-cluster.at
• Focus: bio-plastics

Cluster
program
E-mobility initiative (2010)
• www.e-mobil-noe.at
• platform for e-mobility activities
and projects of communities and
companies
Mechatronics Cluster (2010)
• www.mechatronik-cluster.at
• Focus: energy efficiency in production
processes

Food Cluster (2006)
• http://www.lebensmittelcluster-noe.at/
• Focus: food safety, regional und bioproducts
24
Cluster Program - Results Economic Effect
 Green Building, Energy & Environment Cluster Lower Austria
•
R&D expenditure of cluster partner: 5,5%
•
Export share: 7,2%
 All Cluster projects: Gross added value: 40,2 Mio
25
Technopole
The Technopol Program
Start: 2004 to:

develop regional potentials

Create critical mass in a selective way

Involvement of all relevant actors and
stakeholders due to Triple Helix Approach:
at one place in a specific field:
TIP – technology and
innovation partner
 R&D
 higher education
 economy
with synergetic emphases
Provincial
Institutions
Strengthen the regional strength and
Federal
Institutions

Cluster
program
R&D - Projects
Start up / Spin off Know how Transfer
Technological site development

Monitored by Balanced Scorecard Approach
26
26
The Technopol Program - Locations
Technopol Krems:
Medical biotechnology
focus: „regenerative medicine“
e.g, extra corporal blood-purification,
tissue engineering, cell therapy
ICT -visual computing
Technopol Tulln:
Agro- and environmental biotechnology
focus: plant- and animal-production,
(bio)-analytics, natural materials
technology, environmental biotech
Technopol Wr. Neustadt:
Medical and Material technologies
focus: materials, sensors, tribology,
medical-technology, surfaces
Technopol Wieselburg: since 01/2013
Bioenergy, Agricultural & Food Technology
focus: energy systems, renewable materials,
agricultural engineering,
27
The Technopol Program Example Overall Economic Effect - Gross Value Added
in million Euros
 EU (plus third countries)
 Other Austrian provinces
 Lower Austria
28
The Technopol Program - Structural Change
Employees (excl. self-employed) by economic sector
Change 2004-2009
Total
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
Agriculture, forestry, and fishing
Mining and quarrying
Manufacturing
Energy supply
Water supply
Construction
Wholesale and retail trade
Transportation and storage
Hotels and restaurants
Information and communication
Financial and insurance activities
Real estate activities
Professional services (scientific, technical)
Other services (administrative, support services)
Public administration
Education & childcare
Healthcare and social work activities
All NÖ
districts
Technopol districts
9.24%
11.49%
-2.43%
13.86%
0.68%
15.44%
23.41%
2.28%
8.26%
-2.11%
9.39%
19.96%
13.10%
11.09%
23.84%
22.30%
14.35%
31.71%
15.20%
-3.81%
27.74%
1.36%
7.99%
24.14%
3.50%
8.89%
-1.44%
14.83%
20.59%
15.89%
17.96%
26.39%
28.42%
15.72%
39.62%
12.13%
29
The Technopol Program - Conclusions
 Technopols enhance regional value creation chains and
networks
 Technopols support the structural transformation of the Lower
Austrian economy
 Technopols promote the creation of a knowledge-intensive
economy
30
Macro economic impact
 Study on macro economic impact of the 3 programs carried
out by independent economic research institute
 Programs are well interlinked and synergetic Capacity
building – improving cooperation – high-end technology
development
 Regional programs foster capacity building of companies in
order to leverage them to national and international
projects/collaborations
 The Economy Strategy 2015 with the innovation pyramid
and their the different objectives/activities meets the
requirements of a Smart Specialisation Strategy of the
European Commission.
31
Monitoring Methodology Lower Austria
Large scale questionnaire surveys
Questionnaire survey
 Carried out approx. every 5 years
(1997 – 2002 – 2008), next is
planned for 2013/14
 Approx. 6.000 questionnaires
sent out to regional firms
 Response rate between 8% and 12%
 Monitoring and analyses of NÖ firms’
 Strategic key activities
 Innovation activities and needs in innovation support
 Satisfaction with offered services
 Innovation partners
33
Large scale questionnaire surveys Monitoring and evaluation - companies needs
Questionnaire survey
Innovative firms
Non innovative firms
Firms with innovation
potentials
High innovative
firms
Expressed firms’ needs is depending on innovativeness level,
Knowledge of target group important for service providers
34
Large scale questionnaire surveys:
Bekanntheit und Nutzungsintensität
degree of awareness and usage of academic/technology
NÖ akadem. Einrichtungen und F&E-Institutionen
institutions
Questionnaire survey
ARC 2008
20,00%
Nutzungsintensität
Degree of usage
25,00%
DUK 2008
NÖ FHs 2008
ARC 2002
NÖ K-Zentren 2008
IFA Tulln 2008
15,00%
NÖ FHs 2002
DUK 2002
10,00%
NÖ K-Zentren 2002
IFA Tulln 2002
5,00%
0,00%
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
Bekanntheit
Degree
of awareness
60,00%
70,00%
35
Monitoring Methodology Lower Austria
Regional facts and figures - changes and
challenges of the regional environment:
example: innovation rate
2006-2008
2008-2010
+/- %
Lower
Austria
52,9 %
58,2 %
+ 5,3 %
Austria
56,2 %
56,5 %
+0,3 %

86% of TIP companies have one or more innovations carried out between
2010 and 2012.

Raising innovation rate in Lower Austria (higher than the avarage rate of
Austria) – but the market success from innovations in Lower Austria
stagnates.
37
Regional facts and figures - R&D rate in % of the
GDP 2002-2012
Lower Austria
Austria
38
Regional facts and figures - Net disposable
income/inhabitants, in Euro
Carinthia
Styria
Burgenl.
Tyrol
Upper A.
Vorarlb.
Vienna
2000
Salzburg
2005
Lower A.
2010
39
Thank you for your attention!
Any questions?
Irma Priedl
Martina Ebner
Amt der Niederösterreichischen Landesregierung
Department for Economy, Tourism & Technology
A-3109 St. Pölten
Landhausplatz 1, House 14
+43 2742 9005 ext. 16123
[email protected]
[email protected]
Technopol Program - Measurable indicators
3 Technopol Locations since 2004
12/2012
Jobs in technology fields (on site)
1.976
Researcher on site
1.123
Patents
Scientific publications
198
1.975
Technology Center (rentable m²)
25.500m²
Investment in TCs since 2004
€ 72,7 Mio
41
Effizienz der NÖ Förderprogramme: Auswirkungen
zum Projektende / 2 Jahre nach Ende je 1.000€
Barwert
Auswirkung auf
Auswirkung auf
Auswirkung
Auswirkung
Auswirkungen
InnovationsassistentIn
Umsatz/Jahr [€]
Neue
Neue FuE
auf F&E
zum
/ 2 Jahre nach
Projektende
Arbeitsplätze
[VZÄ]
auf Export/Jahr
[€]
Arbeitsplätze
[VZÄ]
Budget/Jahr
[€]
F&E Förderung
4.976
12.955
0,03
0,04
3.240
7.974
0,015
0,014
1.183
840
Internationalisierung
19.764
23.327
0,10
0,12
2.750
5.580
0,017
0,013
338
388
Investition
Tourismus
2.699
2.957
0,19
0,27
0
0
0,000
0,000
0
0
Investition
Wirtschaft
47.391
78.983
0,10
0,24
1.424
7.609
0,007
0,022
177
250
0,038
1.576
3.305
0,012
480
563
Innovations5.992
20.014
0,06
0,09
4.997
8.302
0,031
assistent/in
OSAIS
Innovationsassistent/in:
15.456
Durchschnitt
29.140
0,07
0,12
1.740
4.483
0,007
(inkl. Spitzenreiter
InnoAssist.) bei der Schaffung zusätzlicher FuE-Arbeitsplätze und FuE-Budget




CA:
NÖ
CA:
CA:
NÖ
3.315
OSAIS
NÖ Invest.
-Ardenne:
Veneto:
Veneto:
Lisbon:
Innovatio 0,062
4.670
Innovations Arbeitsplätze und(nur
Hoher zusätzlicher
Umsatz
je neuem
indiziert0,32
Schaffung
hochwertiger
die3
Benchmark
Wirtschaft
121.293
(nur MA
0,26
8.493
nsassiste (nur 5
(nur 3
assistent/in
Werte)
Werte)
nt/in nach
Werte)
erfolgreiche Umsetzung der8 FuE-Ergebnisse
in erfolgreiche Produkte zwei Jahre
Projektende Werte)
Champagne
Spitzenreiter bei der Exportsteigerung
Die Förderung Innovationsassistenten/innen verschafft den Unternehmen langfristige Vorteile
OSAIS Ergebnisse
42