1. Cooperation in DNN inside the European Union
Slapciu Alina-Gabriela
Marketing Specialist at DNN Sharp

2. Talking points Why and how can we be better together?
EU’s objectives regarding digitalization
Funding opportunities
Case Study: Romania
Critical issues in the development of ICT strategies

3. To whom it may concern…
Audience: business owners willing to leave a mark in the international course of digitalization, cooperate with other SMEs, collaborate with cross-sector actors
This presentation’s purpose is to scratch the surface of accessing European funds, comprising possible lines of financing, general directions and objectives of The European Union regarding digitalization. Further research is needed in order to set possible opportunities of collaborations between DNN actors.

4. About me Marketing Specialist at DNN Sharp Degree in Political Science
Genuine book worm
Hobbies: beekeeping

5. One step ahead
The national law is subordinated to the supranational law. Any changes in the supranational law can affect the normal course of business
To anticipate changes and have enough time to adapt, without suffering any loss
To take advantage of the opportunities offered and access funds

6. Digital Single Market a Juncker Commission's top priority
The European Commision recognizes The Information and communications technology (ICT) as the most important driver of innovation and growth globally.
could contribute €415 billion per year to our economy
“is one in which the free movement of persons, services and capital is ensured and where the individuals and businesses can seamlessly access and exercise online activities under conditions of fair competition, and a high level of consumer and personal data protection, irrespective of their nationality or place of residence”

7. Digital Single Market
It comprises 3 pilons: 1. Better access for consumers and business to online goods - This will remove the key differences between online and offline worlds, to break down barriers to cross-border online activity 2. Right environment for digital networks and services - by providing high-speed, secure and trustworthy infrastructures and services supported by the right regulatory conditions

8. Digital Single Market
3. Digital as a driver for growth - Support an inclusive digital society, one where citizens have the right skills to seize the opportunities of the digital world and boost their chance of getting a job Links:

10. Digital Single Market - measures
The ICT investments are part of the European Structural and Investments Funds’ (ESI Funds) key investment areas to enhance growth in the regions.
EUR 21.4 billion from the ESI Funds is available for ICT investments over the funding period

11. Digital Single Market - measures
EUR 2.2 billion from the European Social Fund (ESF) will be accessible to support human capital development in ICT.
For , national and regional authorities devised a strategic policy framework for digital growth within their broader research and innovation strategies in order to receive funding for investments in ICT products and services

12. Digital Agenda in Romania 2014-2020 – concrete measures
Ensuring access to electronic public services (e-government services)
E-commerce promotion
Increasing the number of cross-border electronic public services
Enhancing digital content and the development of ICT infrastructure in education, health and culture
Encouraging research, development and innovation in the field.

13. CEF Telecom Supports the Digital Single Market
The Connecting Europe Facility (CEF) in Telecom is a key EU instrument to facilitate cross-border interaction between public administrations, businesses and citizens, by deploying digital service infrastructures (DSIs) and broadband networks.
A €1.04 billion budget for trans-European digital services for
Link:

14. CEF Telecom
The projects should contribute to improvements in daily life of Europeans through digital inclusion, the connectivity and interoperability of European digital services, and the development of a Digital Single Market.
Building blocks supported so far include: eIdentification; eSignature; eInvoicing; eDelivery; and Automated Translation.
Connecting Europe Facility offers funding opportunities either via the procurement of services for the core components provided by the European Commission, or through calls for proposals (grants) to help link the national infrastructure in the Member States to the core components.

15. The Strategic Policy Forum on Digital Entrepreneurship
set up in 2014 to outline what should be the short and long-term strategy for digital entrepreneurship in Europe, to implement this strategy and advise the European Commission on key priorities.
to reinforce dialogue between industry, and the scientific and political communities
advises the Commission on policy issues and actions to foster digital entrepreneurship and promotes the development of policy by EU countries at national and regional level

16. Report and recommendations of the Strategic Policy Forum on Digital Entrepreneurship
EU businesses are lagging behind
Digital challenges across all sectors: manufacturing, healthcare, creative industries, education. These technologies also enable synergies across sectors.
European manufacturing can achieve growth from 15% to 20% by 2030 if digitalized
Very few healthcare providers currently use digital technologies for prevention, diagnosis and personalized treatment

17. Horizon 2020
Horizon 2020 is the financial instrument implementing the Innovation Union, a Europe 2020 flagship initiative aimed at securing Europe's global competitiveness.
1. Research Infrastructures, including e-Infrastructures. EINFRA : User-driven e-infrastructure innovation. E-Infrastructure: Electronic Infrastructure, i.e., all ICT based resources and support operations which facilitate the collaboration among research communities by sharing resources, analysis tools and data

18. Horizon 2020
Exploit core e-infrastructure services with high economic innovation potential.
With the support of independent software vendors, engineering companies, innovation clusters and Research and technology organisations, e-infrastructures should open up to innovative stakeholders, including researchers, citizens and SMEs, to exploit a wide range of technology developments, research results and data.

19. Horizon 2020
2. ICT underpins innovation and competitiveness across a broad range of private and public markets and sectors
Funding project ICT : Interfaces for accessibility.
Despite progress, there are still many who are disadvantaged due to lack of accessible and usable systems. Among those are persons with neurological conditions and disorders as well as cognitive disabilities

20. Horizon 2020 ICT-23-2017:Projects should address the following:
 Improved communication and interaction capability of people with disabilities and facilitate social innovation;
 More affordable technologies and products that support interactions for people with disabilities;
 New generation of services that are highly adaptable to individual contexts;
 Easier and more cost effective assessment of web accessibility requirements, at scale.

21. Horizon 2020 3. Innovation in SMEs
Funding project: INNOSUP : Cluster facilitated projects for new industrial value chains
To develop new cross-sectoral industrial value chains across the EU, by building upon the innovation potential of SMEs.
SMEs need help to generate, take up and better capitalize on all forms of knowledge, creativity, craftsmanship and innovation. The potential of clusters – that represent favourable ecosystems for innovation and entrepreneurship – need to be better exploited in this respect.

22. SMEs The main factors determining whether an enterprise is an SME are:
staff headcount and
either turnover or balance sheet total.
Company category
Staff headcount
Turnover or
Balance sheet total
Medium-sized
< 250
≤ € 50 m
≤ € 43 m
Small
< 50
≤ € 10 m
Micro
< 10
≤ € 2 m

23. Creative Europe
To support the capacity of the European cultural and creative sectors to operate transnationally and internationally.
It also aims to improve access to European cultural and creative works and extend their reach to new and larger audiences. In addition, it contributes to innovation and creativity in the field of culture.

24. Creative Europe
The cultural and creative sectors need to develop new skills and require greater access to finance in order to upgrade equipment, develop new production and distribution methods and adapt their business models.
The programme supports SMEs and micro, small and medium-sized organisations in their efforts to take advantage of the opportunities offered by the digital shift and globalisation

25. Creative Europe Priorities:
supporting actions providing cultural and creative players with skills, competences and know-how that contribute to strengthening the cultural and creative sectors
facilitating the acquisition and improvement of skills and competences of audiovisual professionals and the development of networks, including the use of digital technologies to ensure adaptation to market development

26. Accessing funds in Romania
Operational Regional Programme Priority line 2: improving competitiveness. Investment priority 2.1: Promoting entrepreneurial spirit through facilitating economical exploitation of new ideas
Investing priority 2.2: Sustaining the creation and extension of advanced production capacities and service development

27. Accessing funds in Romania
3. Start-Up Romania – stimulates starting new small and medium enterprises 4. National Programme for Rural Development – creating and developing non- agricultural activities

28. Critical issues in the development of ICT strategies
In the assessment work of the seven EU regions, the experts have identified a number of critical issues related to strategy development.
Low administrative capacity and a lack of capabilities
Lack of awareness of requirements with regard to strategy development
Problems in the coordination of governance levels in strategy development
Challenges with stakeholder involvement and the entrepreneurial process of discovery

29. Critical issues in the development of ICT strategies
Unclear assessment methodology
Lack of access to relevant sources of data
Multi-level governance issues
Link: ssess_Strat_ICT_invest.pdf/37f5a a-4d6e-b7c9-a5dde9bf0fee

30. Case study: West Romania
The regional strategy identified some general competitive advantages for the region, such as:
growing regional economy;
strategic location;
high quality of human resources;
good quality of life
It was not clear to what extent a proper entrepreneurial process of discovery had been carried out to identify these areas and if and how regional actors were involved in it.