Policy Guidance Tool


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Amsterdam Economic Board

1. Introduction

Goals, results, timeframe, context and relevant actors.


The Amsterdam Economic Board was established in 2011 as an advisory Board to the regional government in the Amsterdam Metropolitan Area on economic policy and innovation. The Amsterdam Metropolitan Area has all of the key assets to be an innovative and economically-strong region. Thanks to strong clusters, the Amsterdam Area can play a pioneering role both nationally and internationally. In order to fully exploit this potential, collaboration between governmental agencies, research institutes and the trade and industry sector is essential.

Under the umbrella of the Amsterdam Economic Board (the Board), representatives from governmental agencies, research institutes and the business world have jointly taken responsibility to work towards strengthening the economy of the Amsterdam Metropolitan Area. The Board strives to stimulate and support sustainable collaboration, innovation and growth in the region, and strengthen international competitiveness.

2. Cluster connection

This paragraph is to determine whether the project is linked to a creative cluster in this region and whether there is a link with other clusters.

Is this case part of a cluster?

In order to give shape to the region’s ambitions, seven main economic clusters were designated for the Amsterdam Area. Sustainability, the primary driving force behind innovation, is a significant theme evident in all of them.
The clusters are:

• Creative Industries
• ICT/e-Science
• Life Sciences & Health
• Financial & Business Services
• Logistics
• Flowers & Food
• Tourism & Conferences

What type of cluster (digital, fashion, creative general etc), does the cluster consist of one type of (sub)sectors or is it heterogeneous?

For each of the seven clusters a dedicated cluster strategy was designed to fit the needs of the stakeholders in the cluster. When it comes to the cci’s there are 15 sub-sectors described, but 4 receive extra attention: Fashion, Digital Media, Design and Advertising. Nevertheless, the Amsterdam Area is a heterogeneous supercluster when it comes to cci’s. This means that all sub-sectors within the creative industries are evenly spread across the region and are alike in number of companies.

What actors does the cluster consist of?

The members of the Amsterdam Economic Board are representatives from businesses, knowledge institutes and government authorities in the Amsterdam metropolitan area.

Who is responsible for this cluster? Is there a cluster organization?

The Amsterdam Innovation Motor (AIM) is responsible for the cluster. As of 2013 AIM is the formal excecuting agency for the Amsterdam Economic Board. AIM is a triple helix organisation, funded by government, industry and knowledge institutes. It receives basic funding from its triple helix partners and acquires additional funding from all three levels including subsidies to execute projects. For the creative cluster a budget of €1.4 mln for 4 years distributed over three projects.
AIM provides services to creative entrepreneurs, the government and the knowledge institutes.

Are there other strong clusters in the area/region, and if so: are there exchanges between the creative clusters and the others?

The Amsterdam region has various strong clusters. AIM is responsible for 7 clusters: Life Sciences, ICT, Financial and Business Services, Creative Industries and since 2013: Tourism, Agro-food and Logistics. Also the theme sustainability falls under the auspices of AIM. All clusters are closely linked and exchange information on a regular bases.

3. Role of government

This paragraph is to determine the role of (local/regional/national) government and policy in this case.

How important is the role of the government in this case?

The government is one of the three founding parties of the Amsterdam Economic Board and provides 50% of the budget. In addition the regional government often participates in projects and provides the needed co-financing.

What are the relevant policies that contribute to this case?

The Amsterdam Economic Board was established after the OECD report that concluded that more interaction between the triple helix parties was necessary in order to maintain and up-grade Amsterdam’s position as a leading innovative and economic region. There are several policies closely interlinked to the Board strategy including the Human Capital Agenda, the KIA (Knowledge and Innovation Agenda) and many more that can be found on the Board website.

What are the policy instruments used?

The Board is an advisory and excecutive organ and therefore not responsible for the policy instruments.

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

AIM is a triple helix organisation, funded by government, industry and knowledge institutes. It receives basic funding from its triple helix partners and acquires additional funding from all three levels including subsidies to execute projects. For the creative cluster a budget of €1.4 mln for 4 years distributed over three projects.

4. Role of private sector

This paragraph is to determine the role of private actors in this case.

In your case, what role(s) do private actors play and how important are they?

Private partners are part of the founding fathers of the Board. They provide an annual amount of €500,000.- to the Board in total and dedicate to projects per cluster depending in their interest. The amount of funding from private partners in the cci’s however, is very low.

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

Unknown

5. Role of knowledge institutions

This paragraph is to determine the role of Knowledge Institutes (aka Schools, Universities etc) in this case.

Are knowledge institutions involved?

The Knowledge Institutes are part of the founding fathers of the Board. They participate in projects per cluster depending in their interest, mostly in kind. The amount of funding from knowledge institutes in the cci’s however, is very low.

If knowledge institutions are involved, please describe their contribution (including financial).

See above

6. Successes and failures of the case

This paragraph is to determine what the success and fail factors are in your case. Please keep in mind that it is important for ECIA to find out whether it is context, financing, the various actors, change of policy etc.

Please describe the main success and fail factors, provide a clear description, limit the use of bullet points.

The Board has only just started to work with an executive agency and some things have come up.
Success factors:
• the triple helix combination makes that a common agenda is set for a cluster strategy and that makes it much more effective;

Fail factors:
• a clear distinction between the executive power and the deciding power. At the moment it is slightly unclear who is responsible for what to the outside world

7. Replication potential

This paragraph is to determine if this case could be copied by another region, country or even Europe.

Would it be possible to replicate this case in another region? If so, in which region?

The Board could be replicated in all parts of Europe in need of a cluster organisation with an advisory board that comes from the triple helix partners. However, it will most likely be easier to set an organisation up in countries where there is a balance of power between the three parties.

What would be the conditions to do this?

See above

8. Finance model

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

Unknown

If knowledge institutions are involved, please describe their contribution (including financial)

Unknown

9. Contact

Ton Jonker, t.jonker [at] amecboard.com
www.amsterdameconomicboard.com



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