Presentation of the first results of the stock-taking exercise. Pascal Boijmans. Joint COCOF ESF WG meeting Brussels, 26 June 2013

Transcription

1 Presentation of the first results of the stock-taking exercise Pascal Boijmans Joint COCOF ESF WG meeting Brussels, 26 June 2013 DG Regional and Urban Policy - Unit E1 "Competence Centre for Administrative Capacity-Building 1

2 Administrative Capacity Building Major concern of Commissioner Hahn, responsible for Regional and Urban Policy: Wide divergence on performance EU27 Member States in relation to cohesion policy: absorption capacity efficiency effectiveness Administrative capacity is regarded as one of the main bottlenecks for performance of some MS, regions and sectors 2

3 Stock-taking in order to analyse administrative bottlenecks Objective: to bring together available knowledge on implementation structures and linked bottlenecks in all 28 Member States Analytical grid: financial, audit, risks, general indexes Sources of information: EC: Country desks EC: Audit findings Others: World Bank, OECD, Transparency International. 3

4 First findings possible root causes of administrative blockages: Complexity of administrative organisations. High staff turnover due to lack of clear HR policy. Weak development and implementation of strategic plans. Weak project development capacity of (local) beneficiaries. Underperforming sectors. Public procurement. Insufficient monitoring systems in place. 4

5 Stock-taking findings: 5

6 Stock-taking findings: Total TA allocation (including Territorial Cooperation) amounts to EUR 7 bln 6

7 Stock-taking findings: 7

8 Stock-taking findings: 8

9 Conclusions: How to design model administration for the successful management of EU funds? Three interrelated factors determine the success of each step in the policy life cycle: Structure Human Resources Systems and Tools 9

10 Structure Basic architecture of the administrative organisation Clear assignment of responsibilities and tasks to key institutions Level of sub-delegation and degree of complexity Case study: The Welsh European Funding Office: a Managing Authority operating model how to streamline project selection and development process. 10

11 Human Resources Tasks and responsibilities at the level of job descriptions, to estimate the number and qualifications of staff (needs analysis) Timely availability of experienced, skilled and motivated staff via transparent and objective recruitment procedures Incentives to retain high professionals in organisation Case study: Polish Human Resources development plan - how to use technical assistance funding in order to retain experienced and well qualified staff. 11

12 Systems and Tools All job-aids that can enhance the effectiveness of the functioning of the system. Transform tacit and implicit knowledge into explicit knowledge that can be shared across organisations and used for better functioning of the implementation system. Make organisations less vulnerable (e.g. when key staff is leaving), reduce the risk of malfunctioning and enhance overall effectiveness. Case study: The Competence Centre in Saxony-Anhalt: a toolbox for social and economic partners engaged in the implementation of EU funds. 12

13 Recommendations for : The set-up of the administrative organisation for the implementation of programmes should be transparent and efficient The administration should be able to deliver what it proposes The technical assistance allocation must be consistent with the identified needs of organisation 13

14 Thank you for your attention! DG Regional and Urban Policy - Unit E1 "Competence Centre for Administrative Capacity-Building 14