The purpose of the MLE on innovation-enhancing procurement is to set up an EU knowledge-sharing service on innovation-enhancing procurement, encouraging mutual-learning, identifying good practices and providing advice in the field. The MLE aims to support Member States in designing, implementing and/or evaluating different policy instruments in relation to innovation-enhancing procurement.
The participating countries will get together to explore the best ways to tackle the identified policy challenges: (1) developing a strategic framework for innovation procurement, (2) capacity building, (3) financial resources/incentives, and (4) measurement, evaluation and monitoring, acknowledging a need for change in the design and/or implementation of policy instruments and wishing to learn from experiences in other countries.
This thematic report, produced by the PSF Mutual Learning Exercise (MLE) on Innovation Procurement, puts forward relevant frameworks and definitions for discussion. The report builds on a Challenge Paper, background research and feedback from participating countries at MLE workshops in Brussels and The Hague. The report focuses on four specific types of public procurement: direct innovation procurement, catalytic innovation procurement, functional regular procurement, and pre-commercial procurement (PCP).
Innovation-related procurement requires organisational capacities and individual skills beyond the typical professional qualification in public procurers. Capacity building is important to strengthen public procurers' readiness and ability to initiate and execute innovation-related procurement. This report considers the capacities and capabilities needed, recipients of capacity-building activities, and capacity-building enablers and supporters. This is one of four thematic reports that will build the basis for the final report of the Mutual Learning Exercise (MLE) on ‘Innovation Procurement’, which is being carried out in 2017 and 2018.
This report sets out the rationale for financing in support of innovation related procurement and considers the framework conditions necessary for successful financing mechanisms. It concludes with several recommendations arising from the MLE process and includes national profiles summarising the different approaches taken at a national level. The Topic C MLE process concluded that there is a clear rationale for financing for innovation related procurement in the context of the overall policy framework, be it at a national or EC level.
The main purpose of evaluation is to deliver policy intelligence, providing accountability, learning, and guidance. Evaluating public policies is a necessary step because any government intervention can only be justified if it has a complementary and positive effect, which would not have taken place without the policy. Even if there is evidence from some countries having started to monitor and assess their innovation-related procurement activities, we are still far from a common strategic framework for the practice of innovation-related procurement. In this report, we provide a conceptual framework for measuring and evaluating innovation-related procurement, defining the key concepts and the dimensions considered within it. The report also specifies the indicators that could best help to measure the key dimensions considered in the previous framework.
This kick-off meeting discussed the four main issues to be addressed in the upcoming workshops on innovation-enhancing public procurement: a strategic framework, capacity building, financial and other enabling incentives and resources, as well as measurement, evaluation and monitoring. The MLE team presented the draft Modus Operandi, the roadmap and general overview of the MLE process and its structure. The meeting was also an opportunity to meet the country representatives on innovation-enhancing procurement, and to present and discuss the major challenges, scope and topics of the MLE.
How to use public procurement to enhance innovation? This first country visit focused on the topic of a strategic framework for innovation procurement, as well as national strategies and action plans for promoting Innovation Procurement. As part of such a framework, definitions, goals, indicators, tools and activities, as well as roles and responsibilities of the actors involved, were discussed by the participants. In addition, it was an opportunity for participating countries to learn and exchange experience with the hosts, PIANOo and the Ministry of Economic Affairs of the Netherlands.
The public sector is a major purchaser and potential customer for innovative companies, products and services. How best to use this potential to enhance innovation? This second country visit focused on capacity building. Public entities have pursued different approaches to fostering effective use of the various innovation procurement procedures, adequate formulation of tenders, dealing with innovation-related risks, and getting internal and external backing. Equally, suppliers such as SMEs may require a better understanding of public entities’ needs, while politicians might need to better understand the societal and long-term benefits of innovation procurement. The working meeting on 1 June was preceded on 31 May by a visit to procuring organisations.
In order to make the most of the public sector’s potential – as a major purchaser – to support innovation and innovative companies, products and services, this third country visit focused on measurement, evaluation and monitoring of innovation procurement. There was a presentation of the Austrian approach to innovation procurement from strategic framework, through governance and set-up, to the instruments used for capacity building and financial incentives. In addition, there were presentations and discussions of the background paper and experiences from different countries.
This fourth fact-finding visit addressed one of the remaining issues on innovation-enhancing public procurement – financial and other enabling incentives and resources – with presentations and discussions based on the background paper and experiences from different countries. In addition, discussions focused on the final report and deliverables of this MLE, aiming to make the most of the public sector’s potential to enhance innovation, as a major purchaser and potential customer for innovative companies, products and services.