EU-ICELAND Joint Consultative Committee Reykjavik City Hall on 4 March 2013

Transcription

1 EU-ICELAND Joint Consultative Committee Reykjavik City Hall on 4 March 2013 Preparations for the EU Structural Funds Sveinn THORGRIMSSON Director General Ministry of Industries and Innovation (MII)

2 Preparations for the Structural Funds an overview A year ago MII and MW were given the responsibility to lead the programming work for ERDF and ESF respectively. MII was also given the responsibility to lead work on the Institutional structure for the SFs. The Association of Local Authorities has been a very active contributor to the work from the very beginning and representatives from the municipalities have participated as they have deemed necessary. This presentation will focus on the status of the programming work and 2. - illustrate few basic principles for the institutional structure

3 The Common Strategic Framework funds CF ESF MW responsible Structural Funds ERDF CSF Funds, (Regulation ) Common Strategic Framework Funds EAFRD MII responsibile EMFF Ministry of Industries and Innovation

4 One contract: Partnership Contract* ERDF ESF EAFRD EMFF * skv. reglugerð Ministry of Industries and Innovation

5 Common Strategic Framework (CSF) Common Policy for: EAFRD ERDF CSF ESF MEASURES EMFF Ministry of Industries and Innovation

6 The strategic base - in compliance to EU s and national policies Europe 2020 Community strategic guidelines on cohesion Iceland 2020 Economic Development Policy Other relevant Icelandic Policies Strategic base PARTNERSHIP CONTRACT OPs Ministry of Industries and Innovation

7 The third dimension of the Regional Plans of Action strategic base..were initiated through regional forums in preparations for the policy paper Iceland 2020 and then developed further to include priorities based on regional strengths an specificities for investment, economical development and for enhancing education and culture. Two weeks ago all the regions delivered their proposals that will be included in this strategic base.

8 The Analytical Phases in the 0ragnisastion of Programming Europe 2020 and Regulatory Framework National Policies and Strategies Strategic Base Regional Plans of Action Socio Economic Analysis SWOT Thematic Objective Priority Axis Measures Meetings with Stakeholders Analytical Base Meetings with Industries SWOT Ministry of Industries and Innovation

9 STRATEGIC OBJECTIVE PRIORITY AXIS - MEASURES Strategic objective ERDF ERDF Priority Axis 1 ERDF Priority Axis 2 ERDF MEASURES ERDF MEASURES Bottom up approach Ministry of Industries and Innovation Pool of ideas from the Strategic and Analytical Base

10 ALTERNATIVE APPROACH: STRATEGIC OBJECTIVE PRIORITY AXIS - MEASURES Common Strategic objective for ERDF & ESF Priority Axis for ERDF Priority Axis for ESF ERDF MEASURES ESF MEASURES Common Measures Ministry of Industries and Innovation

11 A few interesting ideas for ERDF measures An open meeting on ERDF measures has e.g. proposed the following: Enhance Regional Innovation by establishing and operating Regional Knowledge Centers (w. triple-helix participation). Emphasize full development and processing of products (that currently are exported for downstream processing abroad). Increase productivity in businesses. Switch from the use of fossil fuels by developing alternative fuels from our renewable energy resources. Support economic development in (or the development of) regional strongholds (i.e. towns) that are essential for regional growth. Support economic developments that are associated with growth potentials in the Arctic.

12 The Institutional Structure Presently our work is focused on 1)planning, 2)designing procedures and 3)need assessments i.e. the intangible work until referendum. The overall objective is to : design the management structure, identify the government and institutional actors involved, and specify their tasks and necessary coordination mechanism. Presently the emphasis is on the Management Information System (MIS) also evaluate required staff incl. assessing the need for training and capacity building of potential staff, beneficiaries and others.

13 Managing Authority main principles from Time and Action Plan The following principles will guide the preparations of the administrative structures: Simplicity: Consisting of few parts, free from complexity and guided by clarity. Transparency: Easily understood, accountable, with publicly visible practices. Cost effectiveness: Minimising necessary time and resources for maximum effectiveness.

14 Design preferences from Time and Action Plan : In addition, the following design preferences have been set: 1. Simple management structure. 2. Using existing experience and expertise. Staffing based on quality not quantity. 3. Building on existing institutional structure and experience incorporating the SF organisation in the existing administrative structure.

15 Management during pre-accession period Iceland has already most of the basic management functions in place still much remains to be improved, incl. capacity building and procedures. The Icelandic Centre for Research (RANNÍS) is the institution dealing with much of Iceland s participation in EU community programmes. Based on that it has been given the responsibility of implementing the open call grant scheme of the IPA 2012 project. The Icelandic Regional Development Institute (IRDI) is inter alia in charge for the overall coordination of regional planning processes at national and regional. Based on this it has been given the responsibility of promoting and capacity building for the implementation of the 2012 grant scheme. NO decisions have been made regarding permanent management responsibilities for the regional development support under the structural funds.