Multi-Level Governance in the EU: The Local Experience

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”

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