Knowledge and Innovation in Cities for Cohesion

Local Delivery of Structural Funds

The Bristol Experience

Heather Harries

Bristol - Characteristics

• Population 398,000 110 km2

• 2nd strongest city economy in England outside of London & 34th in EU - GDP per head

• Shortlisted for the 2008 European Capital of Culture

• 36,000 students at two universities• 82.4% of persons of working age

economically active

Bristol – Key Sectors

• Aerospace (Airbus, Rolls Royce, etc.)

• Environmental Technologies (wind power to waste disposal)

• Media and Creative industries

• Financial Services

• ICT

• Tourism

• Bristol is a successful and vibrant city

• Knowledge based economy

- With significant economic disadvantage and challenges:

Bristol – Successful?

Action Plans in Bristol

€63m local investment (ERDF + ESF + match)

• Local ownership and control

• Local, regional, and European strategic priorities addressed

• Coordinated ‘integrated’ local delivery – ‘synergy’

• Simple, effective, and innovative delivery

Local ‘Action Plan’ Benefits

Local ‘Action Plan’ Benefits

• Well informed and ‘better’ investment

• Capacity building and project development support for local organisations

• Local authority bankrolling

• Coordinated monitoring

Bristol UK

Barcelona ES

Santa Cruz De Tenerife ES

Lille FR

Klaipeda RDA LT

Hranice CZ

Langhe Monferrato IT

SVIM Ancona IT

Modena IT

Cumbria UK

Tampere FI

Turku FI

Aims and Objectives:• Share best practice in the management and delivery of structural

funds and regeneration programmes in sub-regional areas, meeting the needs of local populations and regional strategies.

• Build a transnational exchange on the local management led approach to the organisation and delivery of Structural Funds and regeneration programmes.

• Endeavour to improve delivery performance in the development and construction of new programmes.

Good Practice Guides now published

Top Ten Tips

Strategic Fit Have a clear and integrated sub-regional strategy in place, and use it as a guide for structural fund interventions

Subsidiarity Functions should be devolved to a sub-regional level where this increases efficiency and effectiveness of the programme

Vertical Partnership

Effective delivery requires the engagement of local, regional and national actors

Horizontal Partnership

Use local expertise and knowledge to build a strong and effective multi-sector partnership

Stakeholder Engagement

Use a variety of techniques to ensure that the widest possible range of stakeholders from all sectors are engaged in the programme in a way that is appropriate for them

Top Ten TipsCommunication Communication at horizontal and vertical levels is essential to

programme success. This includes stakeholder relationships, PR and reporting arrangements.

Project Development

Work with local organisations to ensure that they understand the objectives and opportunities, as well as reporting, audit, and dissemination requirements.

Capacity Build delivery capacity by investing in staff, ensuring that training is available, and that there is a clear understanding when external expertise is useful

Understanding the Impact

Know what impact the funds are having at a local and regional level. Use a variety of indicators and assessment techniques.

Learning Take all opportunities to learn from within the region and from beyond the region. use EU regional co-operation programmes to provide new ideas and knowledge for the region.

Conclusions:

• Local planning and management makes it possible to provide a better response to needs in the territory, addressing European, regional and local strategic priorities. Cities and sub-regional areas should be involved in preparing Operational Programme strategy. Structural Funds should be decentralised where appropriate.

• Cities and sub-regional areas have shown themselves to be capable of managing Financial Instruments. Cities and sub-regional areas should directly manage Structural Funds delivery where capacity exists.

www.SRNeurope.net