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Strategic Evolution for European Transnational Cooperation 2007-2013

Explore the origins, challenges, and advantages of transnational cooperation in European projects, emphasizing the added value, difficult times, and the need for a new strategic approach. Learn about program structures, the importance of strategic projects, cooperation quality, and the significance of effective program management and political awareness.

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Strategic Evolution for European Transnational Cooperation 2007-2013

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  1. A new approach for European Transnational Co-operation 2007-2013 Alpine Space SummitStresa, 20 June 2006 Claudio CARUSO European Commission DG REGIO

  2. The origins • "Transnational" is a co-operation concept • in 1994 first energy networks (Interreg IIB) • A development from the European Spatial Development Perspective • in 1996 transnational co-operation on spatial planning (spatial planning, flood prevention, drought mitigation and pilot actions) • Pilot phase to 1999; first full phase currently in progress (2000-2006)

  3. Initial Lessons • Transnational co-operation is not easy! • Challenging at all levels: programming, implementation, management, project level • Prioritisation suffers in a budgetary context • Insufficient tangible results (too many types of themes and activities in programmes) • Management problems • Advantages: Clear added value and political support for co-operation activities in general

  4. ADDED VALUE OF TRANSNATIONAL COOPERATION • Economies of scale and lever effect to mobilise strategic projects • Answers to interdependence of regions • Spreading of best practices • Accelerating the integration between old and new MS

  5. Difficult Times • Much harder to justify than cross-border co-operation • 2007-2013 budget outcome reflects this reality • Almost same budget as this period with double the Member States

  6. Funding * Flexibility at national level +/- 15%

  7. Transnational co-operation: programme structure • 13 programme areas agreed • Discussions between Member States regarding management structures, programme prioritiesand programming timetable

  8. A new approach • A clear need to move forward, to change, to develop • How? Content; management; programme relationships; political awareness • Evolution already evident: move away from the studies and evaluation approach of 1997-99 period • Need to continue progression: the strategic dimension (in Alpine Space, thematic workshops and targeted call are first important steps)

  9. New generation of programmes • Clear link with cohesion policy objectives (Lisbon, Gothenburg); no more (only) exchange of experiences • Programmes must demonstrate how they contribute to growth and employment; reinforced strategic dimension; • Prioritization: funding concentrated on few priority areas • Also important to demonstrate integration with other SF objectives (Competitiveness and rural development) and programmes

  10. What does "strategic" mean? • Narrower content focus • Themes: Innovation, Accessibility, Environment, Sustainable Urban Development • How do these themes fit programme area? • How to shape the programme to fit the content? • How to shape project development to meet aims and objectives?

  11. What does "strategic" mean? • "Strategic projects" means identifying key issues for co-operation in a programme area and driving those projects forward • A degree of "top-down" is not always bad! • Monitoring Committee has a responsibility for project generation/project development: providing a directing influence on potential projects

  12. Co-operation projects of high quality • No pre-allocations to different regions nor Member States participating in the programme • Projects should compete on the basis of quality and relevance (incl. visibility and transferability of results) • True Lead Partner (LP) projects, where the LP is responsible for implementing the whole project and concludes agreement with MA and with the beneficiaries participating in the operation (project partners)

  13. Programme Relationships • Relationships between countries equally important • Vital to build solid relationships at committee level, and among national contact points • Those involved must work for the good of the programme, not the good of their country • Good co-operation inside Alpine Space in recent years – already evident in programme preparation for the next period

  14. Programme Management • Management relationships must be close, well-structured, and with mutual confidence • Direct benefit to the programme • Fast start-up crucial to allow the new programmes to reach cruising speed: no running to catch up!

  15. Political Awareness • Visibility! • Getting the message out about the importance of transnational co-operation • Raising awareness and profile of transnational actions and explaining the successes – to the right people • Think publicity and information

  16. Conclusions • The next period is not merely a continuation • Not quite "revolution", but much more than "evolution" • A step change in attitude, in approach, in content is required • "Strategic" is the keyword!

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