assessment of administrative and institutional capacity
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Assessment of administrative and institutional capacity building interventions and future needs in the context of European Social Fund. Ł ukasz Wardyn. DG Employment Social Affairs & Inclusion Unit E1 ESF Legislation and Policy, Social Affairs and Inclusion 15.11.2011. ACB: NEW in 2007-2013. - PowerPoint PPT PresentationTRANSCRIPT
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European Social Fund
Assessment of administrative and institutional capacity
building interventions and future needs in the context ofEuropean Social Fund
DG Employment Social Affairs & InclusionUnit E1 ESF Legislation and Policy, Social Affairs and Inclusion
15.11.2011
Łukasz Wardyn
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European Social Fund
ACB: NEW in 2007-2013
NEW in 2007-2013: Strengthening institutional capacity and the efficiency of public administrations (Art. 3(2)(b))
2.7% of all ESF funds (1,9 bn EUR) in 18 MS
MS allocated between 0.1% (Spain) and 16.5% (Lithuania) or between EUR 5 mln in Cyprus and EUR 520 mln in Poland
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European Social Fund
Introduction: Aims of the study
1. Analyse the relevance of ESF interventions in administrative and institutional capacity building (ACB);
2. Analyse the efficiency, effectiveness and sustainability of those interventions;
3. Elaborate recommendations on how this priority could work for the ESF in the future.
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European Social Fund
Evidence base emerging from:
Individual interviews carried out : 104;
Involved in focus groups: 65;
Literature/documentary review and qualitative research;
Analysis at 3 different levels: EU, country and case study;
In-depth analysis of 10 selected countries (BG, EL, HU, LT, PL, PT, RO, SL, ES and UK Wales);
Central validation workshop in Brussels 09.09.2010
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European Social Fund
Administrative capacity issues themselves can be clearly categorised:
Structures: legislation, delivery, coordination, and partnership;
Human resources: competence gaps, staff turnover;
Systems & tools: use of
ICT,management information systems, finance, and monitoring and evaluation
Key issues
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European Social Fund
Overview of ESF eligible areas
'= Some ESF intervention possible = Strong ESF intervention possible
'= Limited or no ESF intervention
Administrative capacity
Political support- Long-term orientation and stability - Transparency- Professionalisation
Stronger Structures
Stronger Human resources
Better systems and tools
Legislation Links with delivery
Partnership potential
Compe-tences
Staffing Resour-cing
ICT, MIS Finance, M&E
Public Administration reform policies and
strategies
Increased capacity for partnership- Civil society- NGOs- Agencies
Public administration performance
Effective governance
Better response to citizen's and firms' needs
Improved competitiveness and cohesion
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European Social Fund
Relevance of ESF interventions in ACB
Overall, ESF responds well to the domains of ACB – with some exceptions (e.g. need for political leadership, support to staffing etc.);
Links with the Lisbon Agenda are often indirect and difficult to measure;
links are more direct in case of ‘vertical’ actions;
concerns relate to the usefulness and soundness of the PAR strategies as a frame for action;
strong reliance on outside experts.
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European Social Fund
Effectiveness of ESF
First achievements visible and emerging from the current programmes:
Implementation of HRD strategies;
Overall change and culture;
Improving service efficiency;
E-governance and E-services;
Improvements in collaborative working.
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European Social Fund
Clear strategic direction;
Stable and favourable (political and socio-economic);
Implementation through programming;
Consistency and continuity in thematic focus;
Limited staff turnover;
Involvement of civil society;
Proper use of systems and tools;
Success factors at programm level
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European Social Fund
Success factors at project level
Being embedded in broader cultural and organisational change processes;
Involve civil society and/or social partners; A clear methodological and technical approach; Political commitment; Clear definition of responsibilities; Involvement in exchange of best practices at EU
level; Monitoring and Evaluation techniques introduced; Continuity and stability in the project environment.
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European Social Fund
Outline for a future ACBThree options to be considered:
Option 0: Discontinuing ACB support;
Option 1: Continuation and optimisation (revision of to support the Europe 2020 strategy; attention to M&E, increased learning, implementation at least at level of Priority Axis);
Option 2: A focused and conditional/voluntary ACB (extended beyond Convergence regions;
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European Social Fund
Recommendations I
1. Continued support to ACB should be based on a comprehensive PAR-strategy;
2. The division of responsibilities for PAR should be prevented;
3. There should be more focus on user needs and be based on: structures, human resources and systems and tools;
4. Interventions should be related to Europe 2020 Guidelines and include performance indicators;
5. Involvement of senior civil servants, leaders and managers in the skills development;
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European Social Fund
6. Involvement of NGO's in the policy cycle (formulation, implementation and evaluation);
7. A real needs assessments as a precondition of any support and evaluation prior the finalisation;
8. For any assessments measures are to be built in to guarantee the follow-up of activities;
9. The financed actions evaluated based on objectives, rather than by input;
10. Exchange of knowledge and best practice at national and EU level
Recommendations II
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European Social Fund
Thank you for your attention !
More information:
www.ec.europa.eu/esf
www.ec.europa.eu/employment_social/esf/fields/public_en.htm
www.ec.europa.eu/regional_policy/index_en.htm