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Multi-Level Governance in the EU: The Local Experience

Explore the strategic programming and regional development policies in the EU, with a focus on the local experience. Learn about the statutory obligations, development strategies, and the role of territorial contracts in enhancing regional development. Discover the concept of smart specializations and their importance in increasing innovation. Join us in discussing the various options for implementing regional development policies, including networking, sector clusters, and long-term partnerships. Don't miss the presentation on the Regional Centre for Innovation and Technology Transfer Ltd, a key player in fostering positive cooperation in innovation and new technologies.

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Multi-Level Governance in the EU: The Local Experience

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  1. Multi level governance in the EU: the local experienceKiev10-11 September 2012 Grzegorz Orawiec

  2. Strategic programming on regional level Regional Development Act: Statutoryobligation of regionalgovernmentis management of development policy based on mid – term strategicdocumentsuch as regional development strategy. - The Regional Board elected by RegionalParliament Strategic planning is a tool of managementof the region – directs and stimulatesactions of differententitiesthataffect directlyand indirectlyon regional development. Development strategy should be considered as a main planning document. Strategic programming is a continuous and cyclicprocess.

  3. Strategic planning: DSRK Long-term National Development Strategy ŚSRK Medium-term National Development Strategy KPZK National Spatial Development Concept Europe 2020 Common Strategic Framework National conditionality EU conditionality Development Strategy of SwietokrzyskieProvince 9 integrated strategies Partnership agreement between UE and Poland KSRRNational Strategy for Regional Development Territorial contract Operational Programs

  4. Documents withinthe new programming period • Partnershipagreement • defining the strategy of the Member State as well as priorities for the efficient use of funds covered by the Community Strategic Framework. It isdeveloped by a Member State with partners and approved by the European Commission following a dialogue with the Member State. • Territorialcontract • instrument of programmingcoordinationusedto enhance the effectiveness of development activities territoriallyoriented, carried out by various public entities and established in the negotiation process between them. • It is a part of the implementation of cohesion policy 2014-2020

  5. OSI - Areas of Strategic Interventions- Territorialcontract • crucial for the government and areas of importance from the point of view of individual regions, which will be indicated as the result of negotiations. • Govermentintends to highlight in the contract: • OSI in thematicapproach(for thematic aimsaccording to proposal package of regulations for cohesion policy) • Increasing innovation in the economy • Increasing use of digital technologies • Development of humancapital • Elimination of existing barriers for infrastructure development • OSI in geographicalapproach • 18 provincial cities, their functional areas identified by the regional authorities; • Cities, towns and urban districts requiringrewitalization; • Rural areas with the lowest population access to goods and services, determining development potential; • Eastern Poland (5 voivodships);

  6. Smart Specializations • Europe 2020:smart specializations = key element of policydesigned to increaseinnovation. • Regionalstrategies for smart specializationscan be definedas integratedstrategiesthat • focus financesourceson the priorities of knowledge-based development, • mobilize private funds for R & D, • createthe regional innovation system • includeeffective monitoring and evaluation system. • In addition, having smart specialization strategies by regionswillbe ex-anteconditionalityenablingEuropeanComission’s to allocate funds under the Cohesion Policy for the period 2014-2020.

  7. Smart Specializations • Identified specializations, contained in draft of DevelopmentStrategy of Swietokrzyskie Province for 2020 are: • efficient use of energy, (Green Energy Cluster & construction sector) • active tourism, (e.g. tourism products / sanatoriums / spa) • trade fair and congress centre (Kielce cluster), • eco-agriculture (fruits & vegetables) • design (universities / industry / off-fashion) • The stage of intensive consultation

  8. Regional Development Policies: differentoptions for implementation: Networking of regionalpartnersby newcommonorganisations / entities (e.g. SPV – public mission) SpecificsectorClusters (e.g. ICT) Long-term parnerships: - System of institutions for RegionalInnovationStrategy - Local Activity Group (LAG - EAFRD) Name of your presentation

  9. New entity (e.g. SPV – public mission) Regional Centre for Innovationand Technology Transfer Ltd Networking for positive cooperation in innovation and new technologies in various socio-economic aspects: Universities / R+D sector Local /regional authorities Enterprises Business Environment Institutions

  10. Regional Centre for Innovationand Technology Transfer Ltd • Regional Centre for Innovation and Technology Transfer Ltdwas set up December 18th 2001 as a commercial law non-profit Company. • The company shareholders are: • Swietokrzyskie Provincial Government81 % • City of Kielce18 % • Kielce University of Technology1 % • Mission: The RCITT's mission is to enhance the competitiveness of the Swietokrzyskie Region in the scope of: • Innovations (allsectors) • New technologies • Transfer of knowlegde.

  11. Regional Centre for Innovationand Technology Transfer Ltd ŚCITT’s partners: • Small and Medium Size Enterprises, • Start-ups, • Universities, • Reseach and developments institutions, • Local and regional authorities • Individual researchers and inventors.  • Public goals of the RCITT’s activity: • Stimulation of the regional economic activity and innovation • Supporting of the regional and local initiatives in the modern and innovative forms of investing (renewable seources, private-public partnership)

  12. Regional Centre for Innovationand Technology Transfer Ltd • Keeping up with current regulations and information for efficient SMEs’ service (law, finances, banking, grants, funds etc.), • Participation in National and European Innovation Network (KSI and EEN) in order to provide private and public sector with high quality services based upon innovative technologies, • Implementing projects aimed at the development of the Świętokrzyski Region(”Regional Innovation Strategy”, ”E-government”, “Green Energy”), • Running trainings, courses and seminars,

  13. Over-RegionalCooperation Platform Swietokrzysko – Podkarpacki Green Energy Cluster The leader – Centre for Innovation & Tech. Transfer • The main aim of the project is: • - Creation a platform for interregional cooperation in the form of industry cluster in the field of the renewable energy • The members: - Local municipalities (10) - Universities (2) - Private companies (8) Business support institutions (4) • The legal base: • Partnership agreement based on EU Funded Project • Open formula 13

  14. Over-Regional Cooperation Platform Swietokrzysko – Podkarpacki Green Energy Cluster Activities in the framework of the Project • Development of local and regionaleco-energyanalysis • Development of feasibilitystudies for investments in RES; • Organizing the studyvisits (goodpractices) • Support of the development of innovations and competitivenes by purchase a license, technology and patents • Regionalwind mapping • Expert’s report of the potential of regionalgeothermalsources • Promotion of innovative”greenenergy”technologies 14

  15. Zurich-Munich– 13-17.06.2010 r. 15

  16. Multi level governance in the EU: the local experience - Poland LocalMunicipality – 15.000 inhabitants Many typicalproblems: - high unemploymentrate & poorruralareas & emigration of younggeneration, but … Beautifullocalnature & historicalbuildings EU funds (ERDF & ESF & EAFRD) Open-mindedlocal management team Revision of LDS → housing & newcitizens, S7 highway, activetourismcentre Social & tourisminfrastructure ↔ organizationalchanges - City Office Name of your presentation

  17. Case study Chęciny City - Poland Revision of LDS & it’s complementary with national / regional level strategic documents Social debates at the local level (meetings, surveys, strategic committee) Main priorities: tourism / active rest infrastructure / enterpreneurship) Final approval by City Council – voting New medium-term plans for each village (LDP) Medium & long-term financial plans (3-7 years) New, serious EU projects → change of the institutional scheme & new (sub)institutions Name of your presentation

  18. Waiting for the magicChristmastime - a littletask for you … CASTLE CENTRE CULTURE CENTRE STRATEGIC PLANNING SECRETARY DEPUTY MAYOR 1 DEPUTY MAYOR 2 MAYOR TREASURER CITY COUNCIL INTERNAL AUDIT SPORT CENTRE UTILITY COMPANY EXTERNAL SUBORDINATE INSTITUTIONS x 4 Name of your presentation

  19. Organizational changes in the city office – Chęciny (Poland) CULTURE CENTRE CITY COUNCIL CASTLE CENTRE EXTERNAL SUBORDINATE INSTITUTIONS x 4 STRATEGIC PLANNING SPORT CENTRE MAYOR INTERNAL AUDIT UTILITY COMPANY TREASURER SECRETARY DEPUTY MAYOR 1 DEPUTY MAYOR 2 Name of your presentation

  20. Let’s make it more complicated  … EDUCATION INVESTMENTS ORGANIZING AGRICULTURE EU FUNDS & PROMOTION SECURITY REAL ESTATE TAXES FINANCE REGISTER OFFICE CULTURE & SPORT ENVIRONMENT PUBLIC PROCUREMENT CITY COUNCIL - OFFICE Name of your presentation

  21. Organizational changes in the city – Chęciny (Poland) Clear division of competences Public ”outsourcing” EU projects – closed circulation of money CULTURE CENTRE CITY COUNCIL CASTLE CENTRE EXTERNAL SUBORDINATE INSTITUTIONS x 4 STRATEGIC PLANNING SPORT CENTRE MAYOR INTERNAL AUDIT UTILITY COMPANY TREASURER SECRETARY DEPUTY MAYOR 1 DEPUTY MAYOR 2 FINANCE ORGANIZING EDUCATION EU FUNDS & PROMOTION TAXES SECURITY AGRICULTURE INVESTMENTS REAL ESTATE CITY COUNCIL - OFFICE CULTURE & SPORT REGISTER OFFICE ENVIRONMENT PUBLIC PROCUREMENT Name of your presentation

  22. Organizational changes in the city – Chęciny (Poland) Inefficient scheme → narrow channel Conflict of competences → real exam: EU funds EXTERNAL SUBORDINATE INSTITUTIONS x 2 CITY COUNCIL CULTURE CENTRE MAYOR TREASURER SECRETARY INVESTMENTS DEPUTY MAYOR SECURITY REGISTER OFFICE FINANCE ORGANIZING AGRICULTURE REAL ESTATE PUBLIC PROCUREMENT TAXES CULTURE & SPORT & PROMOTION ENVIRONMENT EDUCATION CITY COUNCIL - OFFICE UTILITY COMPANY Name of your presentation

  23. The result - Efficient combination of EU hard & soft projects • ERDF- ”Reconstruction of the royal castle” (courtyards, towers, wooden bridge, full night illumination etc.) – 2.000.000 euro (2011-2012) – 60% • ERDF- Huge regional promotion events – ”Historical battles” – 150.000 euro (2011-2013) – 80% • EAFRD - Organisation of local historical team – 40.000 euro (2011) – 75% • ESF – Complex training for local historical team (2011) – 20.000 euro – 100% - 50 hours for theory & 130 hours for practice & study visit • ESF – Special course for candidates for tourist guides and tourist service sector - addressed to local unemployment people - preparation for business activity – 20.000 euro – 100% Name of your presentation

  24. The result - Efficient combination of EU hard & soft projects • ERDF– Local Information & Art Centre (information, tours, presentations, conferences, local gallery, mini-hotel) – 1000.000 euro (2010-2011) – 80% • ERDF- ”Revitalisation of City Centre – Main Market + Small Market” (reorganisation of traffic, walking area, fountains, complex information system, full night illumination etc.) – 2.000.000 euro (2011-2012) – 60% • EAFRD – Monk track – Middle Ages (men order – history + recovery centre + coffee-house, women order – mistery, L.I.& A.C. – introduction, old church: amazing paintings & reflection point with beautiful view, track to royal castle) – 100.000 euro (2011) – 75% • EAFRD– Love Avenue (green zone, walking track, local love stories, rest points) – 25.000 euro – 100% • ESF– Regular presentations of local historical team – 20.000 € per year – 100% • ESF– Regular promotion events – precise schedule (e.g. July = exploring Checiny by night)– 40.000 € per year – 100% Name of your presentation

  25. Rebuilding of City Center - Chęciny Name of your presentation

  26. Active rest Name of your presentation

  27. Possible because of strategic planning attitude Revision of LDS Optimal structure of local municipality - units: (EU Funds & Promotion / Investments / PP etc.) Special support for EU projects: - Local municipality - Local ngo’s - Partnerships with outside organisations e.g. Kielce University Long-term attitude: - Combination of ”soft” & ”hard” projects - Cooperation with Implementing Institutions Positive political pressure Name of your presentation

  28. Summingup:Multi levelgovernance – regionallevel Strategic planningbased on externalrules & internalpotential CSF / TC SMART Specialisations Networking & parnerships: New commonorganisations / entities (e.g. SPV – public mission) Clusters Quality of management on the locallevel = municipalities But remember ! Resourcesarealwayslimited & The choice isalwaysdifficult Name of your presentation

  29. Integrated Regional Operational Programme 2004-2006 Development of Infrastructure of Kielce University

  30. Priority III – „Rebuilding the city centre of Kielce”

  31. Thankyou !May the Force be with you!!! Grzegorz Orawiec orawiecg@yahoo.com

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