1 Multi level governance in the EU: the local experience Kiev 10-11 September 2012 Grzegorz Orawiec.

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Multi level governance in the EU: Multi level governance in the EU:

the local experiencethe local experience

Kiev Kiev 10-11 September 201210-11 September 2012

Grzegorz OrawiecGrzegorz Orawiec

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Strategic programming on Strategic programming on regional levelregional level

Regional Development Act:Regional Development Act: Statutory obligationStatutory obligation of regional government is of regional government is

management of development policy based on mid – term management of development policy based on mid – term strategic document such as strategic document such as regional development strategy.regional development strategy.

- The Regional Board elected by Regional Parliament- The Regional Board elected by Regional Parliament

Strategic planning is a Strategic planning is a tool of tool of managementmanagement of the region – of the region – directs and stimulates actions of different entities that directs and stimulates actions of different entities that affect affect directlydirectly and and indirectlyindirectly on regional developmenton regional development..

DDevelopment strategy evelopment strategy shouldshould be considered as be considered as a a mainmain planningplanning document document..

Strategic programming is a Strategic programming is a continuous and cycliccontinuous and cyclic process. process.

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EU conditionality

EU conditionality

National National conditionalityconditionality

National National conditionalityconditionality

DSRKLong-term National

Development Strategy

DSRKLong-term National

Development Strategy

ŚSRKMedium-term

National Development Strategy

ŚSRKMedium-term

National Development Strategy

9 integrated strategies

9 integrated strategies

KPZKNational Spatial Development

Concept

KPZKNational Spatial Development

Concept

KSRR National Strategy for Regional Development KSRR National Strategy

for Regional Development

Development Development Strategy of Strategy of

Swietokrzyskie Swietokrzyskie ProvinceProvince

Development Development Strategy of Strategy of

Swietokrzyskie Swietokrzyskie ProvinceProvince

Partnership agreement between

UE and Poland

Partnership agreement between

UE and Poland

Operational Programs

Operational Programs

Europe 2020Europe 2020Common Strategic

Framework

Common Strategic

Framework

Territorial contract

Territorial contract

Strategic planning:

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Documents withinDocuments within the nthe new programming periodew programming period

Partnership agreementPartnership agreement defining the strategy of the Member State defining the strategy of the Member State as well as as well as

priorities for the efficient use of funds covered by the priorities for the efficient use of funds covered by the Community Strategic Framework. Community Strategic Framework. It It is is developdeveloped byed by a Member State with partners a Member State with partners and and approved by the European Commission following a approved by the European Commission following a dialogue with the Member State.dialogue with the Member State.

Territorial contractTerritorial contract instrument of programming coordination instrument of programming coordination usedused to to

enhance the effectiveness of development activities enhance the effectiveness of development activities territorially territorially oriented, carried out by various public entities oriented, carried out by various public entities and established in the negotiation process between them.and established in the negotiation process between them.

It is a part of the implementation of It is a part of the implementation of cohesion policy cohesion policy 2014-20202014-2020

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OSIOSI - Areas of Strategic Interventions - Areas of Strategic Interventions - - Territorial contractTerritorial contract

crucial for the government and areas of importance from crucial for the government and areas of importance from the point of view of individual the point of view of individual regionsregions, which will be , which will be indicated indicated as the result of as the result of negotiations.negotiations.

Goverment intends to highlight in the contract: Goverment intends to highlight in the contract: OSI in thematic approachOSI in thematic approach ((for thematic for thematic aimsaims according toaccording to

proposal package of regulations for cohesion policyproposal package of regulations for cohesion policy) ) Increasing innovation in the economyIncreasing innovation in the economy Increasing use of digital technologiesIncreasing use of digital technologies Development of human capitalDevelopment of human capital EElimination of existing barriers for infrastructure developmentlimination of existing barriers for infrastructure development

OSI in geographical approachOSI in geographical approach 18 provincial cities, their functional areas identified by the 18 provincial cities, their functional areas identified by the

regional authoritiesregional authorities;; Cities, tCities, towns and urban districts requiringowns and urban districts requiring rewitalization; rewitalization; Rural areas with Rural areas with the the lowlowestest population access to goods and population access to goods and

services, determining development potentialservices, determining development potential; ; Eastern PolandEastern Poland ( (5 voivodships5 voivodships); );

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• Europe 2020: smart specializations = key element of policy designed to increase innovation.

• Regional strategies for smart specializations can be defined as integrated strategies that

- focus finance sources on the priorities of knowledge-based development,

- mobilize private funds for R & D,- create the regional innovation system - include effective monitoring and evaluation system.

In addition, having smart specialization strategies by regions will be ex-ante conditionality enabling European Comission’s to allocate funds under the Cohesion Policy for the period 2014-2020.

Smart Specializations

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Identified specializations, contained in draft of Development Strategy 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

Smart Specializations

8Name of your presentation

Regional Development Policies: Regional Development Policies: different options for implementation:different options for implementation:

Networking of regional partners by new common Networking of regional partners by new common organisations / entities (e.g. SPV – public mission)organisations / entities (e.g. SPV – public mission)

Specific sector Clusters (e.g. ICT)Specific sector Clusters (e.g. ICT)

Long-term parnerships: Long-term parnerships: - System of institutions for Regional Innovation - System of institutions for Regional Innovation StrategyStrategy

- - Local Activity Group (LAG - EAFRD)Local Activity Group (LAG - EAFRD)

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Networking for positive cooperation in innovation Networking for positive cooperation in innovation and new technologies in various socio-economic aspectsand new technologies in various socio-economic aspects::

Local /regional

authorities

Universities / R+D sector

Business Environment Institutions

Enterprises

New entity (e.g. SPV – public mission)New entity (e.g. SPV – public mission)Regional Centre for InnovationRegional Centre for Innovation and Technology Transfer Ltdand Technology Transfer Ltd

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Regional Centre for Innovation and Technology Transfer LtdRegional Centre for Innovation and Technology Transfer Ltd was set up December 18th 2001 was set up December 18th 2001 as a commercial law non-profit Company. as a commercial law non-profit Company. The company shareholders are: The company shareholders are:

Swietokrzyskie Provincial GovernmentSwietokrzyskie Provincial Government 81 %81 %

City of KielceCity of Kielce 18 %18 %

Kielce University of TechnologyKielce University of Technology 1 %1 %

MissionMission: : The RCITT's mission is to enhance the competitiveness of The RCITT's mission is to enhance the competitiveness of the Swietokrzyskie Region the Swietokrzyskie Region in the scope of:in the scope of:- Innovations (all sectors)Innovations (all sectors)- New technologiesNew technologies- Transfer of knowlegdeTransfer of knowlegde..

Regional Centre for InnovationRegional Centre for Innovation and Technology Transfer Ltdand Technology Transfer Ltd

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ŚCITT’s partners:ŚCITT’s partners:

Small and Medium Size Enterprises,Small and Medium Size Enterprises, Start-ups,Start-ups, Universities,Universities, Reseach and developments institutions, Reseach and developments institutions, Local and regional authoritiesLocal and regional authorities Individual researchers and inventors. Individual researchers and inventors.

Public goals of the RCITT’s activity: Public goals of the RCITT’s activity: - Stimulation of the regional economic activity and innovationStimulation of the regional economic activity and innovation- Supporting of the regional and local initiatives in the modern and Supporting of the regional and local initiatives in the modern and

innovative forms of investing (renewable seources, private-public innovative forms of investing (renewable seources, private-public partnership)partnership)


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Keeping up with Keeping up with current regulations and information current regulations and information for efficient for efficient SMEs’SMEs’ service (law, finances, banking, grants, funds etc.),service (law, finances, banking, grants, funds etc.),

Participation Participation in National and European Innovation Network in National and European Innovation Network (KSI and EEN) in (KSI and EEN) in order to provide order to provide private and public sectorprivate and public sector with high quality services based upon with high quality services based upon innovative technologies,innovative technologies,

IImplementing projects mplementing projects aimed at the development of the Świętokrzyski aimed at the development of the Świętokrzyski RegionRegion (”Regional Innovation Strategy”, ”E-government”, “(”Regional Innovation Strategy”, ”E-government”, “Green EnergyGreen Energy”),”),

Running trainingsRunning trainings, courses and seminars,, courses and seminars,


The main aim of the project is:The main aim of the project is:

- Creation a platform for interregional cooperation in the form of - Creation a platform for interregional cooperation in the form of industry cluster in the field of the renewable energyindustry cluster in the field of the renewable energy

The members:The members:

- Local municipalities (10)- Local municipalities (10)

- Universities (2)- Universities (2)

- Private companies (8)- Private companies (8)

Business support institutions (4)Business support institutions (4) The legal base:The legal base:

- Partnership agreement based on EU Funded ProjectPartnership agreement based on EU Funded Project

- Open formulaOpen formula13

Over-Regional Cooperation PlatformOver-Regional Cooperation PlatformSwietokrzysko – Podkarpacki Green Energy ClusterSwietokrzysko – Podkarpacki Green Energy ClusterThe leader – Centre for Innovation & Tech. TransferThe leader – Centre for Innovation & Tech. Transfer

Activities in the framework of the ProjectActivities in the framework of the Project

- Development of local and Development of local and regional eco-energy analysisregional eco-energy analysis

- Development of Development of feasibility studiesfeasibility studies for investments in RES; for investments in RES;

- Organizing the Organizing the study visitsstudy visits (good practices) (good practices)

- Support of the Support of the development of innovationsdevelopment of innovations and competitivenes by and competitivenes by purchase a license, technology and patentspurchase a license, technology and patents

- Regional Regional wind mappingwind mapping

- Expert’s report of the potential of regional Expert’s report of the potential of regional geothermal sourcesgeothermal sources

- Promotion of innovative Promotion of innovative ”green energy””green energy” technologies technologies

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Over-Regional Cooperation PlatformOver-Regional Cooperation PlatformSwietokrzysko – Podkarpacki Green Energy ClusterSwietokrzysko – Podkarpacki Green Energy Cluster

Zurich- Munich– 13-17.06.2010 r.

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Multi level governance in the EU: Multi level governance in the EU: the local experiencethe local experience - Poland - Poland

Local Municipality – 15.000 inhabitantsLocal Municipality – 15.000 inhabitants Many typical problems: - high unemployment rate & poor rural Many typical problems: - high unemployment rate & poor rural

areas & emigration of young generation, but …areas & emigration of young generation, but … Beautiful local nature & historical buildingsBeautiful local nature & historical buildings EU funds (ERDF & ESF & EAFRD)EU funds (ERDF & ESF & EAFRD) Open-minded local management teamOpen-minded local management team Revision of LDS → housing & new citizens, S7 highway, active Revision of LDS → housing & new citizens, S7 highway, active

tourism centretourism centre Social & tourism infrastructure ↔ organizational changes - City Social & tourism infrastructure ↔ organizational changes - City

OfficeOffice


Case study Case study Chęciny City - PolandChęciny City - Poland

Revision of LDS & it’s complementary with national / regional Revision of LDS & it’s complementary with national / regional level strategic documentslevel strategic documents

Social debates at the local level (meetings, surveys, strategic Social debates at the local level (meetings, surveys, strategic committee)committee)

Main priorities: tourism / active rest infrastructure / Main priorities: tourism / active rest infrastructure / enterpreneurship)enterpreneurship)

Final approval by City Council – votingFinal approval by City Council – voting

New medium-term plans for each village (LDP)New medium-term plans for each village (LDP)

Medium & long-term financial plans (3-7 years)Medium & long-term financial plans (3-7 years)

New, serious EU projects → change of the institutional scheme & New, serious EU projects → change of the institutional scheme & new (sub)institutionsnew (sub)institutions


MAYORCITY COUNCIL TREASURER

SECRETARY DEPUTY MAYOR 1 DEPUTY MAYOR 2

STRATEGIC PLANNING

EXTERNAL SUBORDINATEINSTITUTIONS

x 4

INTERNAL AUDIT

CULTURE CENTRE

UTILITYCOMPANY

CASTLE CENTRE

SPORT CENTRE

Waiting for the magic Christmas time - a Waiting for the magic Christmas time - a

little task for you …little task for you …


MAYOR

CITY COUNCIL

TREASURER SECRETARY DEPUTY MAYOR 1 DEPUTY MAYOR 2

STRATEGIC PLANNING


x 4INTERNAL AUDIT

CULTURE CENTRE

UTILITYCOMPANY

CASTLE CENTRE

SPORT CENTRE

Organizational changes in the city office – Chęciny (Poland)Organizational changes in the city office – Chęciny (Poland)


FINANCE

ORGANIZINGEDUCATION INVESTMENTS

REGISTER OFFICE

REAL ESTATE

AGRICULTURE

EU FUNDS & PROMOTION

PUBLIC PROCUREMENT

CULTURE & SPORT

SECURITY TAXES

CITY COUNCIL - OFFICE

ENVIRONMENT

Let’s make it more complicated Let’s make it more complicated … …


Clear division of competencesClear division of competences Public ”outsourcing”Public ”outsourcing” EU projects – closed circulation of moneyEU projects – closed circulation of money

MAYOR

CITY COUNCIL

TREASURER SECRETARY DEPUTY MAYOR 1 DEPUTY MAYOR 2

FINANCE ORGANIZING EDUCATION

INVESTMENTS

REGISTER OFFICE

REAL ESTATE

AGRICULTURE

EU FUNDS & PROMOTION

PUBLIC PROCUREMENT

STRATEGIC PLANNING

CULTURE & SPORT

SECURITYTAXES



x 4INTERNAL AUDIT

ENVIRONMENT

CULTURE CENTRE

UTILITYCOMPANY

CASTLE CENTRE

SPORT CENTRE

Organizational changes in the city – Chęciny (Poland)Organizational changes in the city – Chęciny (Poland)

Name of your presentation

Organizational changes in the city – Chęciny (Poland)Organizational changes in the city – Chęciny (Poland)

Inefficient scheme → narrow channelInefficient scheme → narrow channel Conflict of competences → real exam: EU fundsConflict of competences → real exam: EU funds

MAYOR

CITY COUNCIL

TREASURER SECRETARY DEPUTY MAYOR

FINANCE ORGANIZING

INVESTMENTS

REGISTER OFFICE

REAL ESTATE

AGRICULTURE

SECURITY

PUBLIC PROCUREMENT

CULTURE & SPORT& PROMOTION

TAXES



x 2

EDUCATION

CULTURE CENTRE

UTILITYCOMPANY

ENVIRONMENT


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%

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%

The result - Efficient combination of EU hard & soft projects


Rebuilding of City Center - ChęcinyRebuilding of City Center - Chęciny


Active restActive rest


Possible because of strategic planning attitudePossible because of strategic planning attitude

Revision of LDSRevision of LDS

Optimal structure of local municipality - units:Optimal structure of local municipality - units:(EU Funds & Promotion / Investments / PP etc.)(EU Funds & Promotion / Investments / PP etc.)

Special support for EU projects:Special support for EU projects:- Local municipality- Local municipality- Local ngo’s - Local ngo’s - Partnerships with outside organisations e.g. Kielce - Partnerships with outside organisations e.g. Kielce UniversityUniversity

Long-term attitude:Long-term attitude:- Combination of ”soft” & ”hard” projects - Combination of ”soft” & ”hard” projects - Cooperation with Implementing Institutions- Cooperation with Implementing Institutions

Positive political pressurePositive political pressure


Summing up:Summing up:Multi level governance – regional levelMulti level governance – regional level

Strategic planning based on external rules & internal Strategic planning based on external rules & internal potentialpotential

- CSF / TCCSF / TC- SMART SpecialisationsSMART Specialisations

Networking & parnerships:Networking & parnerships:- New common organisations / entities (e.g. SPV – public New common organisations / entities (e.g. SPV – public

mission)mission)- ClustersClusters

Quality of management on the local level = municipalitiesQuality of management on the local level = municipalities

But remember !But remember !Resources are always limited Resources are always limited &&The choice is always difficultThe choice is always difficult

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Integrated Regional Operational Programme 2004-2006 Development of Infrastructure of Kielce University

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Priority III – „Rebuilding the city centre of Kielce”

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Thank you !Thank you !

May the Force be with youMay the Force be with you !!!!!!

Grzegorz OrawiecGrzegorz [email protected]@yahoo.com

1 Multi level governance in the EU: the local experience Kiev 10-11 September 2012 Grzegorz Orawiec.

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