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Fran çois Josserand European Policies Research Centre (EPRC) University of Strathclyde

Interregional cooperation Lessons from Nordic-Scottish projects. Fran çois Josserand European Policies Research Centre (EPRC) University of Strathclyde. How to learn what. 1. What. Country. NSR. NPP. Total. Denmark. 42. 0. 42. Finland. 0. 54. 54. Norway. 45. 46. 91. Scotland.

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Fran çois Josserand European Policies Research Centre (EPRC) University of Strathclyde

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  1. Interregional cooperationLessons from Nordic-Scottish projects François Josserand European Policies Research Centre (EPRC) University of Strathclyde

  2. How to learn what 1

  3. What Country NSR NPP Total Denmark 42 0 42 Finland 0 54 54 Norway 45 46 91 Scotland 12 51 63 Sweden 27 43 70 England 44 0 44 Netherlands 51 0 51 Germany 46 0 46 Iceland 0 1 1 Nordic-Scottish projects Projects with Nordic and Scottish partners in INTERREG IIC NSR and NPP (Article. 10) 50 43 40 36 35 30 Number of projects 20 9 10 0 Interreg IIc-NSR NPP Programme Total Projects with Nordic-Scottish partners 2

  4. What Project aims &policy objectives Methods / techniques for private business development Analysing spatial characteristics Methods / techniques for public services delivery Natural, cultural & social resources Regional policy Rural peripheral areas New economy Business growth Skills and learning Global connections Community development Natural resources Cultural heritage 3

  5. How 4

  6. What Changes sustainable co-operation building of trust exchange of information common identity increased confidence communication channels strengthened transfer of know-how Project outcomes generation of new ideas to solve common problems 5

  7. Lessons learnt • Co-operation process • risk of independent sub-projects  favouring joint or common working packages • working across different national systems • Co-operating focus • learning across disciplines • building upon commonalities • learning from each other and learning together • Learning: from individuals to organisations • indirect organisational benefits • confidence and capacity building • personal levels of co-operation • Integration of the project into everyday work • sustainable co-operation channels • additionality of trans-national projects 6

  8. Recommendations • Project partners • choosing relevant, strategic projects • allocating appropriate time and resources • building project ownership within the organisation • disseminating and integrating project outcomes • Project leaders • building on existing co-operation channels • defining clear and shared project objectives • establishing a ‘common language’ • choosing concrete tasks to ‘learn by doing’ • planning all stages of the project cycle 7

  9. Two case studies • 79 projects reviewed • 44 with both Nordic & Scottish partners • 16 case studies selected  2 examples here: 1. The Re-use of Peat Production Areas • Article 10 Northern Periphery Programme 2. Regional Development Strategies and their Spatial Implications • Interreg IIC Programme 8

  10. Regional Development Strategies Typology Re-use of Peat Production Areas Natural, cultural and social resources Analysing spatial characteristics Methods and techniques in the field of private business development Methods and techniques improving public service Regional policy Rural peripheral areas New economy Business growth Skills and learning Global connections Community development Natural resources Cultural heritage 9

  11. Re-Use of Peat Production Areas • Team • Heterogeneity: - professional backgrounds - types of organisation  Pros: scientific and practical perspective  Cons: objectives not always overlapping • Co-operation mechanics • 1 partner, 1 specific sub-project • Results shared in trans-national seminars 10

  12. Re-Use of Peat Production Areas • Learning • Trans-national: complementary partners • Organisational: senior individuals involved • Individual: project management skills • Outcomes • Knowledge:exchanged and ’generated’ • Dissemination: -stakeholders brought together -long-term relationships  trans-national added value 11

  13. Regional Development Strategies • Team • Mixed: different professional backgrounds but similar organisations & interests • Continuity: limit on one-off participants  Exchanges facilitated & enriched • Co-operation mechanics • Planning: long-term preparation • Leadership: ‘democratic’ project management • Evaluation: on-going and ‘formative’ process 12

  14. Regional Development Strategies • Learning • Trans-national: benchmarking policies • Organisational: training opportunity for staff • Individual: peer review process • Outcomes • Networking: ‘learning community’ established • Dissemination: - reporting to other staff - involving policy-makers  intangible but beneficial outputs 13

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