BIC of Epirus


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Competent Authority

Region of Epirus
Tel.: +30 2651072164
Fax: +30 2651031224
ggphp@otenet.gr
Managing Body
BIC of Epirus
Tel.: +30-2651044447
Fax: +30-2651044467
bicepirus@ioa.forthnet.gr
Paying Body
Regional Fund and Development of Epirus
Tel.: +30 2651034054
Fax: +30 2651034054
ptathes@otenet.gr

 

Program Strategy

The program aspires to provide actual results that could influence priorities of regional strategy in a positive way. All suggested actions are innovative and risky due to previous mentioned characteristics. In any case this pilot application turns successive then orientation as well as community financial resources will be affected.

All actions are affected by the results of previous Community Support Frame, the strategic analysis of the region which took place in during the RIS program and the new Community Support Frame that aspires to reorient ate and support local SMEs or create new ones. During the period 1994-1999 the Community Support Frame targeted in:

  1. The development of financial and social infrastructure
  2. The Rural development and mountainous areas
  3. The Competitiveness of enterprises
  4. The effective exploitation of human resources.

The forthcoming Community Support Frames include a well structured approach towards the support of regional development:

  1. The development of the region as the new western gate of Greece to Northern Greece and Europe and the use of the competitive advantages created by the new transport infrastructures.
  2. The further development of the urban infrastructures and services.
  3. The development of tourism the protection and development of the natural and cultural regional resources.
  4. The sustainable development of the non-urban areas.
  5. The qualitative development of Human potential.

The proposed actions are innovative and risky. They aspire to develop policy orientations and measures the will speed up innovative thinking and innovation in the region. This will happen only through the collaboration of the local actors and the use of the already existing infrastructures as well as the future ones.

Strategic Orientations:

  1. The competitive positioning of Epirus will probably change during the next years. The region has managed to perform quite efficiently with growth rates higher that the Greek average, during the last years. The infrastructures that will be developed and supported by the current Structural Funds like the harbor of Igoumenitsa, the Egnatia highway, the new local transport networks, the expansion of the University infrastructures, the new technology park, etc. create a totally new environment for the region. In that respect, Epirus has to understand better the entrepreneurial and investment opportunities that arise especially in the services sector and redirect its activities. The region should act in the future not only as a passage to Greece but as a place for endogenous development and application for innovative ideas. In that respect an analysis of the opportunities and the implementation of a pilot action in three key areas will be developed, namely ENICT (Entrepreneurship in the Services Sector mainly ICT), ENTRA (Entrepreneurship in transport networks) and ENTOUR (Entrepreneurship in Tourism).
  2. The development of new innovative, for the region, entrepreneurial activities does depend a lot on the ability of the local human potential to react to the changes. Innovation is helped by infrastructures, but only innovation culture can create new innovative enterprises and Knowledge. The local entrepreneurial potential is weak, characterized by mainly small and non-ambitious enterprises, operating at the local environment. So training of existing entrepreneurs or potential ones is crucial. Structural funds and operation programs in Greece support a number of training activities. But what it seems that it is still missing is the development and application of training techniques that provide new thinking to potential entrepreneurs that could compete to the international environment through the application of innovative ideas. The following study and pilot training actions will be applied in order to identify training needs and application of innovative methods for promoting an innovative entrepreneurial culture:
    • Innovative Entrepreneurship through new technologies ()
    • Innovative Entrepreneurship through internationalization ()
    • Innovative Entrepreneurship through proven Expertise (INEPE).
  3. Investment opportunities and new innovative companies are not usually the result of programs or public support actions. They depend basically on the mobilization of private capital. Private capital, either in the form of individual investors or venture capital can really make the change. In that respect two factors are crucial. First, where the interesting and well-justified business opportunities exist and second, the potential investors know about those opportunities. In that respect the region will develop key activities in order to document better the existing and future opportunities available through the creation of an investment guide, which is currently totally absent to the region. In addition, the following pilot actions will be developed:
    • Visiting schemes for Business Angels and Corporate Investors
    • Matching events for Venture Capital Companies
    • Awareness raising visits, presentations and networking actions to Greek financial centres (Athens and Thessaloniki) to inform on potential innovative opportunities. Also abroad.
  4. Technological support of the companies and organizations and especially innovative SMEs in the region in developing and using e-commerce activities and learning on how to get focused information and manage it through the use of the internet.
  5. Innovative entrepreneurship does not rely only on todays opportunities. It does depend on the future shaping of a local economy and the technological needs that will occur in the future. In that way Innovation Policy of today will not be shaped in a vacuum but also taking into consideration the future trends. Epirus will perform a well-focused regional foresight activity in order to develop a common understanding among its actors on the main threats and opportunities in a 10-15 years horizon and create alternative scenarios for regional innovation policy. Emphasis will be put on technologies in 3 main sectors and two main issues. The sectors are: Tourism, Transport, and ICT. The issues are: Epirus as a new link gate with the Western Europe and the role of transport an the impact of EU enlargement on structural and cohesion funds that now constitute a major development source for the region.
  6. Innovation has become a common word in all development activities in Greece. The structural funds and the operational programs in Greece support relevant activities covering most of the economic sectors. On the other hand, the large availability of funds for innovative actions is not monitored carefully in order to highlight the opportunities created from parallel actions. For example, the General Secretariat for Research and Technology support business plans and operational costs for new innovative spin off enterprises. Actions like mobilization of private capital and innovative training should be aware of the new entrepreneurs that are under development. Consequently, there is a need to further development of a pilot initiative called the Innovation Policy Interface Committee, as an advisory group to the Steering Committee of the proposed and that will feed any further development of innovative schemes avoiding duplication. The Committee will present its work through reports every six months that will be communicated to both the region and the local actors.
  7. Innovation at the top of the policy agenda. This could be the title of the last action line that Epirus Innovative Actions will work upon. Innovation promotion and support cannot be developed without the wider awareness and mobilization of companies, entrepreneurs, private capital, local actors and policy makers. In addition, the innovation language cannot be a hard language but it needs to be understandable by all these actors, which are called to play a role with their ideas and participation. In that respect, an awareness campaign, will be developed including an innovation week with local enterprises exhibiting, information workshops and information days in collaboration with the Steering Committee meetings. Brochures, leaflets and information feeding to local websites. Last but not least participation to international events and manifestations on Innovation.
  8. On going monitoring, control and evaluation of the program ex post evaluation.

 

CONTENTS:

Introduction

Goals
Strategy
Actions
Added Value
Compatibility & Synergy
Administrative Support
Timetable
Financial System
Financial Data

 

 
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