Management of Structural Funds The Austrian Approach
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Management of Structural Funds The Austrian Approach Belgrade, June 23, 2011 Markus Gruber
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Management of Structural Funds The Austrian Approach. Belgrade, June 23, 2011 Markus Gruber. Convelop. Research, Development and Consultancy Innovation & Regional Policy Organisational Development Focus : Structural Funds - PowerPoint PPT Presentation
Transcript of 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
www.convelop.at
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
www.convelop.at
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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
www.convelop.at
S. 9
Four points to be highlighted
1. Division between strategic and operativ tasks -- > Agencification
2. Balance between formalization and informal coordination
www.convelop.at
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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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”
www.convelop.at
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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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
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