Management of Structural Funds The Austrian Approach

Management of Structural Funds

The Austrian Approach

Belgrade, June 23, 2011

Markus Gruber

www.convelop.at

S. 2

Convelop

Research, Development and ConsultancyInnovation & Regional Policy

Organisational Development

Focus: Structural FundsFirst Strategic Report for Austria on the Implementation

of EU-Cohesion Policy 2007-2013

Drawing a balance: Structural Funds in AUT 1995-2007

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S. 3

Institutional Framework in Austria

Federal State – Planning at 3 levels:

Federal level

Bundesländer (9)

Communities (2.357)

8.2 Mio. Inhabitants

Structural Funds 2007-2013

National Strategic Reference Framework – STRAT.AT

25 Operational Programs: - 1.46 Bill. Euro SF

A fairly good reputation & good absorption rates, good organised

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S. 4

Four points to be highlighted

1. Division between strategic and operativ tasks -- > Agencification

2. Balance between formalization and informal coordination

3. Active management of project pipeline / implementation

4. Focus on communication (horizontal, vertical)-- > ÖROK, STRAT.ATplus

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S. 5

Four points to be highlighted

1. Division between strategic and operativ tasks -- > Agencification

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S. 6

Political evel: Objectives, Strategies

Managing authorities(governmental departement)

Public Agencies(intermediate bodies)

Project selection based onsupport schemes &

selection criteria

Political level is responsible for Objectives, overall strategy and

financial frameworkApproval of OP at

national/regional level

Political level is responsible for Objectives, overall strategy and

financial frameworkApproval of OP at

national/regional level

MA: Overall responsibility for programme preparation and

implementation (governmental departements)

Managing authorities enter into a contract with Public Agencies

for implementation of OP at measure level

MA: Overall responsibility for programme preparation and

implementation (governmental departements)

Managing authorities enter into a contract with Public Agencies

for implementation of OP at measure level

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S. 7

Political evel: Objectives, Strategies

Managing authorities(governmental departement)

Public Agencies(intermediate bodies)

Project selection based onsupport schemes &

selection criteria

Public Agencies are responsible for OP implementation at measure level

Federal (selection):Austrian Agency for Research PromotionAustrian economic promotiona agency

Communal Public Consulting

Länder: e.g. Styrian economic promotion agency

Public Agencies are responsible for OP implementation at measure level

Federal (selection):Austrian Agency for Research PromotionAustrian economic promotiona agency

Communal Public Consulting

Länder: e.g. Styrian economic promotion agency

Agency are autonomous & independent in project decisions

Project selection is based on committed support schemes and criteria

(national + SF)

Agencies are supervised by Committees/Boards

Agencies are working for national policy implementation (federal & regional level)

and Structural Funds

Agency are autonomous & independent in project decisions

Project selection is based on committed support schemes and criteria

(national + SF)

Agencies are supervised by Committees/Boards

Agencies are working for national policy implementation (federal & regional level)

and Structural Funds

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S. 8

Agencification

Reduces political influence on operative level / project decisions etc.

Funding decisions are based on aggreed support schemes and criteria which are linked to the OP

Final approval of projects decisions boards of the Agencies (often economic and social partners are included)

Agencies are controlled internally, by boards and by courts of Auditors + evaluated

Important: Agencies are responsible for implementation of both: national policy instruments and Structural Funds measures – No parallel SF-Structure is established

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S. 9

Four points to be highlighted

1. Division between strategic and operativ tasks -- > Agencification

2. Balance between formalization and informal coordination

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S. 10

Balance between formalization and informal coordination

Contracts between MA & Public Agencies

Certifying and Audit authority (Federal Chancellery)

Rules on eligible costs

Common ERDF data monitoring system (ATMOS)

Monitoring committees

ÖROK

coordination

platform &

joint secretariat

for MCs

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S. 11

ÖROKcoordinationplatform &

joint secretariatfor MCs

ÖROK: coordination platform

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S. 12

Formal and informal structures – not only for SF implementation

ÖROK

Informal cooperation network: crucial for success

Source: BKA, ÖROK

European Commission

Managing Authorities Certifying and (federal or Länder) Audit Authorities

(federal level)Joint Monitoring

Intermediate Bodies

(Agencies federal

or Länder)

Intermediate Bodies

(Agendciesfederal

or Länder)

Intermediate Bodies

(Agenciesfederal

or Länder)

Formal responsibilities

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S. 13

Four points to be highlighted

1. Division between strategic and operativ tasks -- > Agencification

2. Balance between formalization and informal coordination

3. Active management of project pipeline/ implementation

www.convelop.at

S. 14

companies R&D organisations

municipalities

Pro-active Project

development

Pro-active Project

development

Regional Management: Project development and

co-ordination at „sub-regional“ level

Regional Management: Project development and

co-ordination at „sub-regional“ level

Active management of project pipeline at the ground

Political level: Objectives, Strategies

Managing authorities

Public AgenciesProject selection

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S. 15

Four points to be highlighted

1. Division between strategic and operativ tasks -- > Agencification

2. Balance between formalization and informal coordination

3. Active management of project pipeline/ implementation

4. Focus on communication (horizontal, vertical)-- > ÖROK, STRAT.ATplus

www.convelop.at

S. 16

“STRAT.ATplus Monitoring Process”

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S. 17

Four points to be highlighted

1. Division of tasks between strategic and operativ tasks -- > Agencification

2. balanced system between formal rules and informal coordination

3. Active management of project pipeline at the ground

Pro active project development

Regional level: Organisations for project stimulation & development

4. Focus on communication -- > ÖROK, STRAT.ATplus

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S. 18

CoordinationCoordination

strategic

programme

measure

project

ProgrammesProgrammes Monitoring & financial control

Monitoring & financial control

Political level: Objectives, Strategies

Managing Authorities

Agencies(intermediate bodies)

Project selection based on

support schemes &selection criteria

companies R&D organisations

municipalities

ÖROKJoint Secretariat

For MCsIncl. economic and

social partners

Monitoring committee incl. NGO, economic and social partners

Certifying and Audit authority

(Federal Chancellery)

NGO, economic and social partners

National: court of auditors

EC DG Regio

Level Task

Joint ERDF- Monitoring

www.convelop.at

S. 19

CoordinationCoordination

strategic

programme

measure

project

ProgrammesProgrammes Monitoring & financial control

Monitoring & financial control

Political level: Objectives, Strategies

Managing Authorities

Agencies(intermediate bodies)

Project selection based on

support schemes &selection criteria

companies R&D organisations

municipalities

ÖROKJoint Secretariat

For MCsIncl. economic and

social partners

Monitoring committee incl. NGO, economic and social partners

Certifying and Audit authority

(Federal Chancellery)

NGO, economic and social partners

National: court of auditors

EC DG Regio

Level Task

Joint ERDF- Monitoring

Markus Gruberconvelop cooperative knowledge design gmbh

A-8010 Graz, Bürgergasse 8-10/I

Telefon +43 (0) 316 720813-17

Fax +43 (0) 316 720813-20

www.convelop.at

Markus.Gruber@convelop.at