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Management of Structural Funds The Austrian Approach

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

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Management of Structural Funds The Austrian Approach

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  1. Management of Structural FundsThe Austrian Approach Belgrade, June 23, 2011 Markus Gruber

  2. Convelop • Research, Development and Consultancy • Innovation & Regional Policy • Organisational Development • Focus: Structural Funds • First Strategic Report for Austria on the Implementation of EU-CohesionPolicy 2007-2013 • Drawing a balance: Structural Funds in AUT 1995-2007

  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

  4. Four points to be highlighted • Division between strategic and operativ tasks -- > Agencification • Balance between formalization and informal coordination • Active management of project pipeline / implementation • Focus on communication (horizontal, vertical)-- > ÖROK, STRAT.ATplus

  5. Four points to be highlighted • Division between strategic and operativ tasks -- > Agencification

  6. Politicallevelisresponsible for Objectives, overallstrategy and financial framework Approval of OP at national/regional level Politicalevel: Objectives, Strategies Managingauthorities (governmentaldepartement) MA: Overall responsibility for programmepreparation and implementation (governmentaldepartements) Managingauthoritiesenter into a contractwith Public Agencies for implementation of OP at measurelevel Public Agencies (intermediate bodies) Project selectionbasedon supportschemes & selectioncriteria

  7. Public Agenciesareresponsible for OP implementation at measurelevel Federal (selection): AustrianAgency for Research Promotion Austrianeconomicpromotionaagency Communal Public Consulting Länder: e.g. Styrianeconomicpromotionagency Politicalevel: Objectives, Strategies Managingauthorities (governmentaldepartement) Public Agencies (intermediate bodies) Agencyareautonomous & independent in project decisions Project selectionisbased on committedsupportschemes and criteria (national + SF) Agenciesaresupervised by Committees/Boards Agenciesareworking for national policyimplementation (federal & regional level) and Structural Funds Project selectionbasedon supportschemes & selectioncriteria

  8. Agencification • Reducespoliticalinfluenceon operative level / project decisions etc. • Fundingdecisionsarebased on aggreedsupportschemesand criteriawhicharelinked to the OP • Final approvalof projectsdecisions boards of the Agencies(ofteneconomic and socialpartnersareincluded) • Agenciesarecontrolledinternally, by boards and by courts of Auditors + evaluated • Important: Agenciesareresponsible for implementation of both: national policyinstruments and Structural Funds measures – No parallel SF-Structureisestablished

  9. Four points to be highlighted • Division between strategic and operativ tasks -- > Agencification • Balance between formalization and informal coordination

  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

  11. ÖROK: coordination platform ÖROK coordination platform & jointsecretariat for MCs

  12. European Commission Managing Authorities Certifying and (federal or Länder) Audit Authorities (federal level) Joint Monitoring Intermediate Bodies(Agencies federal or Länder) Intermediate Bodies(Agendcies federal or Länder) Intermediate Bodies(Agencies federal or Länder) ÖROK Formal and informal structures – not only for SF implementation Informal cooperation network: crucial for success Formal responsibilities Source: BKA, ÖROK

  13. Four points to be highlighted • Division between strategic and operativ tasks -- > Agencification • Balance between formalization and informal coordination • Active management of project pipeline/ implementation

  14. Active managementof project pipeline at the ground Politicallevel: Objectives, Strategies Managingauthorities Public Agencies Project selection Regional Management: Project development and co-ordination at „sub-regional“ level Pro-active Project development companies municipalities R&D organisations

  15. Four points to be highlighted • Division between strategic and operativ tasks -- > Agencification • Balance between formalization and informal coordination • Active management of project pipeline/ implementation • Focus on communication (horizontal, vertical)-- > ÖROK, STRAT.ATplus

  16. “STRAT.ATplus Monitoring Process”

  17. Four points to be highlighted • Division of tasksbetween strategic and operativ tasks-- > Agencification • balancedsystembetweenformal rulesand informalcoordination • Active managementof project pipeline at the ground • Pro active project development • Regional level: Organisations for project stimulation & development • Focus on communication-- > ÖROK, STRAT.ATplus

  18. Programmes Coordination Monitoring & financial control Task Level EC DG Regio Politicallevel: Objectives, Strategies NGO, economic and socialpartners strategic ÖROK Joint Secretariat For MCs Incl. economicand socialpartners Certifying and Audit authority (Federal Chancellery) programme ManagingAuthorities Joint ERDF- Monitoring Agencies (intermediate bodies) Project selectionbased on measure Monitoring committee incl. NGO, economic and socialpartners supportschemes & selectioncriteria National: court of auditors companies municipalities project R&D organisations

  19. Programmes Coordination Monitoring & financial control Task Level EC DG Regio Politicallevel: Objectives, Strategies NGO, economic and socialpartners strategic ÖROK Joint Secretariat For MCs Incl. economicand socialpartners Certifying and Audit authority (Federal Chancellery) programme ManagingAuthorities Joint ERDF- Monitoring Agencies (intermediate bodies) Project selectionbased on measure Monitoring committee incl. NGO, economic and socialpartners supportschemes & selectioncriteria National: court of auditors companies municipalities project R&D organisations

  20. 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

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