knowledge and innovation in cities for cohesion local delivery of structural funds the bristol...
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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