Abstract

SMART SPECIALIZATION STRATEGIESAND EMPOWERING CITIZENSSTRATEGII DE SPECIALIZAREINTELIGENTĂ ŞI ACREDITAREACETĂŢENILOR

Ariana NASTASEANUPhD Student, Administration and Public Management
Faculty, Bucharest University of Economic Studies
E-mail: ariana.nastaseanu@gmail.com

Abstract

A possible solution of the nowadays challenges of
local communities could be the development of the‘smart specialization strategies’. These can beviewed as a mix of modern industrial policy with
innovation policies that emphasise a bottom-up
approach (the entrepreneurial discovery),transparency (e.g. monitoring and evaluation) andflexibility (e.g. abandon failure programmes). Key
encounters remain empowering citizens andidentify those activities where new Research &Development and innovation projects will create
future domestic capability and interregional
comparative advantage. Citizens can participate
through organisations representing vulnerablesocial categories, identifying row models,inspirational personalities and possible new path forsocial innovation.
Keywords: smart specialization strategies, EU's

growth strategy, quadruple helix approach,knowledge triangle, seals of excellence, local
communities.

RezumatO posibilă soluție a provocărilor recente ale comunităților
locale poate fi dezvoltarea ”strategiilor de specializare
inteligentă”. Acestea pot fi percepute ca o îmbinare a politicii
industriale moderne cu politici de inovare care subliniază oabordare verticală de jos în sus (descoperire
antreprenorială), transparentă (monitorizare și evaluare) șiflexibilitate (abandonarea programelor lipsite de succes).
Încercări cheie rămân abilitarea cetățenilor și identificarea
acelor activități pentru care noi proiecte de cercetare,dezvoltare și inovare vor crea viitoare capabilități locale șiavantaje inter-regionale. Cetățenii pot participa prinintermediul organizațiilor care reprezintă categorii sociale,
identificând modele și personalități ce pot inspira și posibilecăi pentru inovare socială.
Cuvinte cheie: strategii de specializare inteligentă, strategia

europeană de creștere economică, abordarea de cuudruplu helix,
triunghiul cunoașterii, trepte către excelență, comunități locale.

JEL CODES: O21

Proceedings of the 11th Administration and Public
Management International Conference”Strategic Management for Local Communities”………………
Keyword…………………

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1. STATE OF THE ART

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Europe faces a dilemma in respect to its capacity to encourage the private initiative, to transfer theknowledge into marketable products, services or processes and loses far too many talented people. In
terms of how the public funds are spent on the main area that are recognized as stimulus for innovation,
education, research, favorable fiscal environment, IPRs, the question remain which priorities should be
privileged and which are the mechanisms to incentivize the private investment to leverage the effect ofthe public support. A possible solution would be the development of the ‘smart specialization strategies’.
Smart specialisation “strategies” can be viewed as a mix of modern industrial policy with innovation
policies that emphasise a bottom-up approach (the entrepreneurial discovery), transparency (e.g.
monitoring and evaluation) and flexibility (e.g. abandon failure programmes). Key challenges remain
empowering citizens and how to identify those activities or domains where new R&D and innovation
projects will create future domestic capability and interregional comparative advantage (Foray et al.,2011). Empirical evidence suggests that “related variety” i.e. economic diversification offered by
combining localised know-how and assets into new innovations that are related to existing areas ofstrength - leads to the best economic returns (Frenken et al. 2007; Boshma et al. 2012). Civil society
represents bottom-up actions and views of the some vulnerable social categories, but also has the roleof identifying row models, inspirational personalities and possible new path for social innovation. However,policymakers should ensure mechanisms such as crowd-sourcing and crowd-funding capabilities (public
support) in instruments and initiatives included in their regional RIS3 strategies.
The article presents an overview of the European and international policies (OECD) and a model ofengaging local communities in defining the strategies leading to growth, economic prosperity andidentifying solutions to the most stringent societal challenges. It tries to offer an answer to what extent the
Smart specialization strategy or other relevant, related or similar approaches enable local actors to bepart of the policy-making process in order to overcome the effect of the economic crisis and welfare
disparity in Europe.

2. EUROPE 2020, A STRATEGY FOR GROWTH, JOBS AND PROSPERITY
Europe 2020 (COM(2010) 2020 final) is the EU's growth strategy for the period 2014-2020 and represents
the response of Europe to the challenges of the economic crisis faced in 2008. In a continuously changing
world, the European Union (EU) aims to become a smart, sustainable and inclusive economy which offersa tailor-made support to its citizens. The three priorities should help the EU and the Member States deliver
high levels of employment, productivity and social cohesion. The governance accompanying the107

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implementation of the Europe 2020 Strategy is two-folded, thematic approach, ‘combining priorities andsustainable growth and public finances.’ The Union has set five ambitious objectives - on employment,
innovation, education, social inclusion and climate/energy - to be reached by 2020. The Commission put
forward seven flagship initiatives to catalyse progress under each priority theme:"Innovation Union" targeting research and innovation to ensure that innovative ideas can beturned into products and services that create growth and jobs.

"Youth on the move" to enhance the performance of European education systems.

"A digital agenda for Europe" to speed up the roll-out of high-speed internet.

"Resource efficient Europe" to help decouple economic growth from the use of resources,
support the shift towards a low carbon economy, increase the use of renewable energy sources,
modernise our transport sector and promote energy efficiency.

"An industrial policy for the globalisation era" to improve the business environment, notably for
SMEs.



"An agenda for new skills and jobs" to modernise labour markets and support labour mobility.

"European platform against poverty" to ensure social and territorial cohesion and people
experiencing poverty and social exclusion are enabled to live in dignity and take an active partin society (European Commission, 2010).

It should be noted that in the center of the policy-makers interest are the European citizens, their combat
with poverty and the preoccupation to re-establish the European economic stability, making use of thehuge potential of the human capital and promoting the shift towards a new era, characterized by use ofrenewable energies in a new digital era.
The Strategy is accompanied by thematic targets which are regularly revised. The 2015 edition of‘Smarter, greener, more inclusive? — Indicators to support the Europe 2020 strategy' represents a seriesof Eurostat flagship publications providing statistical analyses related to important European Commission
policy frameworks or important economic, social or environmental phenomena.
Since 2008 substantial progress has been made in the area of climate change and energy through the
reduction in greenhouse gas emissions and the increase in the use of renewable energy sources. Positive
developments are also visible in the area of education, where the EU is within reaching distance of both

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headline targets; and country reporting, helping Member States to develop their strategies to underpin

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headline targets. Larger efforts will be required to get back on track with R&D investment, while meeting

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the employment and poverty targets will remain challenging.

3. SMART SPECIALIZATION STRATEGY (S3) AND QUADRUPLE HELIX (KNOWLEDGE
TRIANGLE INTEGRATION)‘Europe 2020’ requires policy makers to consider how the different aspects of smart, sustainable andinclusive growth are interrelated. Integrated smart specialization strategies respond to complex
development challenges by adapting the policy to the regional context.
Regional Innovation Scheme (RIS3) supports the creation of knowledge-based jobs and growth not onlyin leading research and innovation (R&I) hubs but also in less developed and rural regions. RIS3 is a key
part of the proposed EU Cohesion Policy reform supporting thematic concentration and reinforcing
strategic programming and performance orientation. The concept of ‘smart specialization’ is not new or
not applied only within EU Member States. As well OECD (Organization for Economic Cooperation andDevelopment) introduced the Smart specialisation’ approach which combines industrial, educational andinnovation policies to suggest that countries or regions identify and select a limited number of priority
areas for knowledge-based investments, focusing on their strengths and comparative advantages.
This entails:More effective spending of public resources, concentrating on certain domains of knowledge orexpertise.



The creation of synergies between public support mechanisms for R&D and innovation, industrial
promotion and training institutions.



The elimination of fragmentation and duplication of policy interventions that may result in a wasteof public resources.



The identification of the strongest or promising domains for entrepreneurship and growth througha careful analysis of the existing capabilities, assets, competences, competitive advantages in acity, region or country.

Mechanisms to enable strategic development based on multi-faceted and multi-governanceinteractions.

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Mapping and benchmarking of cluster including analyses of the role and influence of key players.

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SMART SPECIALIZATION STRATEGIES AND EMPOWERING CITIZENSEvidence-based monitoring and evaluation systems to select the knowledge domains andFocus is put to improve the innovation process as the RIS3 requires smart, strategic choices andevidence-based policy making. Priorities are set on the basis of a bottom-up entrepreneurial discovery
process supported by strategic intelligence about a region’s assets (1), its challenges (2), competitive
advantages and potential for excellence (3).
RIS3 involves making sure that the policy mix, i.e. the combination of policy instruments available in agiven regional environment – grants, loans and other support – is effective in reaching the overall policy
goals, helps businesses, and leverages private investment.
What seemed to be quite a simple concept, focused on regional capabilities plus creating jobs, hasappeared to be more complex and different from previous industrial growth policies. The smart
specialization strategies embrasures the idea of ‘entrepreneurial discovery’ - an interactive process inwhich market forces and the private sector are discovering and producing information about new activities
and the government assesses the outcomes and empowers those actors most capable of realising thepotential (Forey, 2012; Hausmann and Rodrick, 2003; OECD, 2013).
The EU’s initiative to create Knowledge and Innovation Communities (KICs) which are long-standing
strategic partnerships aimed to enable people to create new services, products, to discover solutions tosocietal challenges represents a step forward in offering the right platform for the co-creation and ideation.
The so-called ‘knowledge triangle’ is in materialized through a number of iterations (cooperation) between
education, research and business, sometimes with the involvement of the public authorities. Within the
RIS 3 these interactions are called ‘triple/quadruple helix’ and includes the demand-side perspective.
In general the delineation of roles and responsibilities are clearly established: universities provide thetechnical, scientific basis without any hook on entrepreneurial activities and links with industry; especiallybusiness schools or consultancy companies may take the lead in such interactions, as they provide amore practical, hands-on, shorter-term oriented education, which is better suited to meet the knowledge
needs of the small, non-Research & Development (R&D) firms than the programmes of the universities.
Similarly, in the absence of R&D- and technology-intensive companies that are usually involved in Triple
Helix partnerships, professional associations or chambers of commerce representing the interests of thelocal business community take the lead in fostering partnerships with academia and government. The
concept of triple helix evolved early 90s by encompassing the voices of the citizens who become thus
legitimate stakeholders in the decision-making process. Arnkil et al. (2010) maintain that the degree ofuser involvement could be defined as inclusive of the ‘design by users’. In line with this perspective, new

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innovation projects.

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innovative products, services and solutions are developed with the involvement of users in their role as

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lead users, co-developers and cocreators (Carayannis, 2012).
What is unique in the business model offered through the new entrepreneurial hubs for spur innovation in
Europe (Co-location Centres)? The possibility of receiving tailor-made services, not just ‘picking winner’model, copying the success story without understanding the specificity of the row model.
Another important characteristic of the smart specialization is that activities, not sectors per se are thelevel for setting priority setting for knowledge investments. While sectors still matter, the issue is not totarget sectors but rather activities. Activities can be tied to specific technologies or the technology mix, to
specific capabilities, natural assets etc.
Smart specialisation policies need to have measurable goals, whether it involves an increase in business
R&D, R&D commercialisation or research excellence.
The difficulties occur while applying a SWOT (Strengths, Weaknesses, Opportunities, and Threats) - typeanalysis for judging the opportunity whether or not to support specific entrepreneurial processes. Most of
the criteria are not fit for purpose in terms of assessing the impact, the efficiency and effectiveness of theactivities.
In this evaluation process, all entrepreneurial actors including firms, but also universities and research
centres should be engaged. Engaging them will not only allow policy makers to develop a deeper insight
into the matches and mismatches of their specialisations, but it will also initiate and nurture the necessary
collaboration efforts among these different actors.
If the evaluation exercise shows that some specific capabilities are missing, one should look across theborders of the region or country and see whether interregional and international collaborations withstronger partners can be set up. The global value chain perspective offers a valuable framework to support
the attendant discovery and learning processes.

4. SEAL OF EXCELLENCE, SYNERGIES BETWEEN EU FUNDED PROJECTS
Seal of Excellence represents the latest initiative of the EC President, Jean-Claude Juncker for promoting
synergies between the two important EU funded programs: Horizon 2020, the biggest European
Communities program for research and Innovation and the European Structural and Investment Funds.
The undeniable attractiveness of the first mentioned program among researchers, representatives ofindustry and SMEs and the success rate which remains very reduced (between 12-15%) should bereconciled and praised through national, regional or other type of investments. This measure will support

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mostly the SMEs which have limited resources (human resources and financial) and the ‘Seal ofpresent the certificate as a label of a high-quality project proposal. Thanks to the ‘Seal’, high quality
proposals from innovative Small and Medium Enterprises will have additional chances to be funded.
Further information on funding opportunities can be obtained at the local/national level either directly with
the Managing Authorities or through Europe Enterprise Network and National Contact Point network.
It is up to each Member State or region to establish supporting funding schemes that are specifically
dedicated to these types of proposals and enable the provision of alternative funding, in compliance withnational and EU rules. A growing number of Member States and regions are already studying the best
options for implementation since fall 2015 when the measure was announced.
Regions/Member States interested in funding these types of proposals could use ESIF resources (in linewith ESIF priorities and in compliance with national and relevant EU rules) or their own national/regional
resources to grant funding without additional qualitative evaluation.
It should be noticed that the two fundamental rules of the EU financial regulation remain valid for theabove described synergies:No substitution of national/regional or private co-funding to EU projects/programmes under direct
Commission management by ESIF money (and vice versa).



No double financing: in no circumstances shall the same costs be financed twice by any budget.

Thus, the effort put by the consortia participants in preparing the project proposals can expect in casethat their proposal reached the threshold of the seal of excellence to be rewarded by national authorities
or by a private investor.
Other type of synergies are already happening in Poland, where KIC InnoEnergy (European Institute of
Innovation and Technology through its EIT Strategic Innovation Agenda (SIA) 2014) – signed Memoranda
of Understanding with the Managing Authorities of two regions, one being Malowpolska. In concrete terms
the cooperation foresees the exchange of knowledge and use of experts, know-how for scouting
innovative ideas etc.

5. INVOLVING CITIZENS IN DECISION-MAKING PROCESSIt is obvious that nowadays we experiment the culture of do-ocracy, a direct consequence of the fact that
active citizens don't want the government to provide standard solutions for everything. They prefer a tailor-

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Excellence’ certificate will be awarded to the applicants of above threshold not funded proposals andNASTASEANU Ariana

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made approach and authorities that think along with them. So citizens and government are devising new
ways of relating to each other and working together – in what is often called a 'do-ocracy'. Central
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governments as well as local ones should become keen to promote and support this form of democraticcollaboration.
If this is the case in Western European countries, the interest on listening to the general public in the
Eastern European didn’t find much openness from the Governments in terms of public consultations,
campaigns, referenda etc. Over the past few years, in Romania a positive trend was registered, forexample public the debate on environmental impact of re-opening gold mines (Rosia Montana, 2013).
Nowadays, in the era of social media, crowd-funding and huge virtual campaigns, public mobilization canbe easily kicked-off provided that the right strategy is put in place. The example above was partly
successful due to its virtual communication strategy through various tools: blogs, social media (Facebook,Tweeter) and vast coverage press release.
However, the role played by physical meetings cannot be denied. Hackathons are collaborative innovation
events, which offer a great opportunity for highly motivated individuals with any professional backgroundto come together to exchange ideas. These open spaces are a great contradiction to traditional setups.
One key driver here is open source thinking – people sharing methods, data and ideas without obstacles,
which works fine as long as it involves open source licensed material, but if intellectual property rights
come to play, it can get critical.

6.

STUDY

CASE:

ONE

STOP-SHOP

FOR

YOUNG

PEOPLE(STUDENTS,

ENTREPRENEURS, PUBLIC AUTHORITIES, NGOS ETC.) TO BE SETUP IN MAIN
CAPITALS OF THE REGIONS
There are several ways that public authorities can support and assist representatives of the quadruple
helix in meeting the challenges intrinsic in implementing the innovation models and the design of thesmart specialization.
Examples of these roles are as follows:Enabler, e.g. sponsor and provider of infrastructureDecision maker, e.g. maker of regional/local innovation policies (e.g. guidelines, financial
incentives, R&D&I programmes supporting user-oriented innovation)

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

SMART SPECIALIZATION STRATEGIES AND EMPOWERING CITIZENSSupporter, e.g. to support the development of partners (e.g. firms, universities, users), thedevelopment related to the smart specialization, to promote the empowerment of citizens and toassist citizens in their innovation activities



Developer, e.g. to utilise user-oriented development methods in the internal development work
public sectorMarketer, e.g. to raise awareness of user-oriented innovation models and practices among
citizens, businesses and public sectorQuality controller, e.g. to support the development of ‘quality checks’ or standards for smart
specialization type of activities and for other co-creation environments and to assess the qualityof activities by means of these standards.

If we extrapolate the example of the Co-location centres of the KICs, this one will become the enabler,
offering the physical place for meetings, facilitating debates, organizing events, etc. The local authorities(ministries, managing authorities) should lead the dialogue between the representatives of the higher
education organizations and industry/business sectors in order to facilitate the identification of the offerand demand for the human capital. The latest represent the supporters and the end-users.
The focus on impact and more precisely the measurement of expected impact, re-adjustment of the policy
measures must increase the level of acceptance of the public policy (ies). In terms of economic impact,beyond the growth the performance indicators should take into account the improved skills and theentrepreneurial appetite for assuming risks.
Relative indices can be computed for scientific and economic specialisations. The former are often basedon publication numbers per science domain, while the latter can use a variety of data types, including
number of employees, number of newly established enterprises, Gross Domestic Product, and export
data per economic sector. Significant progress has been achieved through different tools available atregional level, allowing internationally comparable economic data.
By comparing specialisation indicators over time, changes in scientific, technological or economic
specialisations can be analysed. Interesting insights can also result from studying relations between
scientific, technological and economic specialisations, which can be mapped using conversion tables (seefor example Callaert et al., 2014).

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systematic collection and utilisation of user information and the knowledge and capability

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CONCLUSIONSPROCEEDINGS OF THE 11TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE”Strategic Management for Local Communities”
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As a consequence of the absence of a clear view on public allocations to prioritized areas prevents policymakers to assess the relevance and effectiveness of their policies. A good step to take would be todevelop “Smart Specialisation-oriented” public budget calculations that would provide a picture of budgets
allocated to each prioritized areas by aggregating:

Budgets allocated to dedicated bodies and programmes (institutes, centres, R&D programmes,
clusters…);



Budgets allocated through preferential treatment in generic programmes;Ex post money received by prioritized areas in generic programmes.

At regional level, the debates for allocating the budgets should include not only budgets from regional
origin, but also national money flowing to the priority areas, and money of EU origin in the case of EU
regions (often the Structural Funds are the main funding sources for innovation and economic policies in
the regions).
To conclude, the results of the study strongly underline the need to include a governance "processassessment" method into the toolbox that may underpin the design, deployment, follow-up and monitoringof smart specialisation strategies. Therefore questionnaires and survey methods should be deployed andthe insights obtained with the governance template, will constitute a strong support to the further
development of a Smart Specialisation policy "design and process" framework.
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