Ex-post evaluation of Cohesion policy programmes: Management and Implementation Systems for Cohesion Policy

1. Evaluation Network Meeting: Brussels,21-22September2009 Ex post evaluation of Cohesion policy programmes 2000-06 co-financed by the ERDF, 2000-06 (Objective 1 and 2) Management and Implementation Systems for Cohesion Policy(Work Package 11)Anna Burylo, DG REGIO Evaluation Unit

2. Assessment of the quality of management and implementation systems in EU10 • Appraisal of spillovers from Cohesion policy management and implementation in EU15 (‘added value’) • Analysis of the integration of sustainable development Key Tasks of the Evaluation

3. Conclusions EU10 • Systems successfully put in place to draw down the EU resources available and to comply with regulatory requirements • Difficulties at the beginning – over-complexity and excessive rigidity at the expense of strategic orientation • Improvements over time – experience mixed across Member States • Effectiveness depends on the completion of public administration reforms and more stable institutional setting

4. ConclusionsEU15 • Longer term trends since 1989: improvements in the strategic management • better-quality strategic planning • further development of partnership-working • spread of an ‘evaluation culture’ • investment in monitoring systems However: increasing pre-occupation with financial absorption and regulatory compliance – insufficient focus on performance

5. ConclusionsSpillovers • Clear evidence ofCohesion policy having spillover effects on domestic policy management in both EU10 and EU15 • EU10: managerial practices, staff expertise, institutions • EU15: (originated in the previous periods and are continuing) • increased partnerships, transparency, outcome orientation • importance of leadership and capacity • status and weight of Cohesion policy relative to domestic policies • mix of perceived positive and negative effects

6. ConclusionsSustainable Development • The concept not prominent in the regulations - diverse interpretations • Overall trend: from environmental inclusion towards a broader three-dimensional approach • Increase in understanding and awareness but operationalisation limited • Cohesion policy management and implementation systems: suitable tools to deliver sustainable development but their potential has not been fully explored

7. Main Conclusion • Cohesion policy suffers from a lack of effective ‘policy management’ • Majority of recommendations focus on how to develop stronger focus on delivering strategic objectives of the policy and physical outcomes of the programmes

8. Recommendations Regulatory Measures • Flexibility on the decommitment rule (managing financial flows in line with economic circumstances and the characteristics of intervention) • Resolving administrative pressures of financial control and audit requirements • A stronger focus on policy outcomes (‘what works’ and ‘does not work’): reporting, monitoring and evaluation

9. Recommendations Leadership and Learning • The effectiveness of Cohesion policy management, and scope for positive spillovers, often depend on leaders and ‘policy entrepreneurs’ • The Commission and Member States: strengthening professionalism and leadership in the policy field • Organisational learning is important for effective and efficient management and implementation • The Commission and Member States: seeking to embed a ‘learning reflex’ within administrations and promoting knowledge exchange

10. RecommendationsInstitutional Building and Governance DG REGIO working with Member States: more differentiated, flexible ad targeted approach Framework of good governance: the Commission and Member States promoting higher standards of public administration