There are presently two macro-regional strategies in the EU: the Baltic Sea region and the Danube river region. In the Commission’s report on the European macro-regional strategies the new approaches and priorities are described covering political leadership and economic governance. The European macro-regional strategies (EU Strategy for the Baltic Sea Region and the EU Strategy for the Danube Region) are already bringing concrete and positive results. However, the last years’ experience in 2012-13 has also revealed obstacles to implementation and changes are needed to improve impact, results and the sustainability of existing and future strategies. Main outcomes of existing strategies are covered in the Commission’s Communication concerning the European Union Strategy for the Baltic Sea Region, 23 March 2012 (see COM (2012)128 final); in the Report on the implementation of the EU Strategy for the Danube Region, 8 April 2013 (see COM (2013) 181 Final). As well as in the Report concerning the added value of Macro-Regional Strategies, 27 June 2013 (see COM (2013) 468 Final) and the Conclusions of the General Affairs Council (22 October 2013). The needed changes in macro-regional approaches include, in particular:
- Stronger political leadership and decision making from countries and regions concerned: Ministers and national authorities coordinating the work need to take full ownership, and more clearly direct what is happening on the ground;
- Greater clarity in the organisation of work:For authorities working on day-to-day implementation, there is a need for explicit lines of responsibility, effective coordination and sufficient resources.
Expected changes Each European macro-region now has to decide how to respond to the Commission’s recommendations (applicable to all regions) and options that may or may not be relevant in each case. Tailor made solutions are needed for each macro-region, taking into account the regional specifics. Good use should be made of already existing regional organisations, complementing work already done in other formats. It is hoped the result will be better management of the strategies to deliver more results more efficiently. Commission’s report The report looks at the existing European sub-regional strategies at the following levels:
- Political leadership and ownership: Who gives strategic direction? Who takes the major decisions? How to ensure identification with, and communication and accountability of the Strategies?
- Coordination: Who is responsible for overall administrative coordination at participating country (or region) level?
- Implementation: Who should lead day-to-day implementation, who needs to be associated and how should it be supported? How can full involvement of non-EU countries participating in the Strategies be ensured?
Reference: Report on Governance of the Macro-Regional Strategies; European Commission - MEMO/14/367; Brussels, 21 May 2014. Proposals at the political level Recommendations for countries and regions involved include elaboration of general strategic leadership at ministerial level. Ministers hosting the National Contact Point should be the ultimate decision makers, and together, constitute a regular decision making formation. They should be responsible for evaluating progress, guiding implementation, and seeking breakthroughs when stalemates occur; ministerial meetings should coincide with the Annual Forum. Otheroptions to ensure strategic leadership could include:
- a rotating chair for each Strategy for a given period, with an agreed rotation principle. Holding the chair could also imply hosting and organising the Annual Forum, ensuring direct links to implementation;
- the nomination of a special representativefor a Strategy, approved by the countries concerned. S/he could be given the role of steering implementation, trouble shooting, and reporting back to the ministerial level. S/he might be ministerial level or equivalent, following the experience of European Coordinators for Trans-European Transport Networks (TEN-T). S/he could be financed by the transnational cooperation program, or by other means;
- Sectorial ministers should drive progress in their thematic areas. In each area of work, leadership at ministerial level should be assumed by the country leading the priority area in question. Meetings could be scheduled regularly and consideration should be given to meetings in the margins of Council meetings. The special representative would be expected to take a proactive role in such meetings;
- Ministers hosting the National Contact Point should have a strategic coordination functionwithin their national or regional government, regularly informing the government of on-going initiatives, and ensuring the alignment of policies and funding.
Proposals for improving co-ordination The Commission has recommended that the National Contact Pointsshould have the lead in coordination and operational leadership. The High Level Group should become more active in ensuring coherence between Macro-Regional Strategies, and with EU actions and objectives. This group should share good practice on issues such as governance, the setting of targets and indicators, monitoring and evaluation, and on raising public awareness. It should be the forum where the approaches and practices in each Region are compared, with a view to maximising leverage and impact. High Level Groupconsists of representatives from the National Contact Point or equivalent of all 28 EU member states, and non-EU countries, for all Macro-Regional Strategies. The relevant transnational cooperation programs (and INTERACT program) should provide targeted facilitation to this key coordination level. Tasks could include conceptual and further developmental work on projects (existing, on-going, planned, and proposed), funding sources, and targets. They should facilitate reporting and publicity. It is important to ensure that the macro-regions’ activity is covered by debates at EU-28 level, including in the European Parliament, the Committee of the Regions and the Economic and Social Committee. Proposals on improving implementation The following recommendations are included in the report:
- Sector ministers (or where relevant, leaders of other organisations leading Priority Areas) should be fully accountable for the work in the thematic areas, and for the conditions offered to thematic experts and Steering Group members. These should be officially appointed and receive a clear mandate, along with sufficient resources;
- Thematic experts and Steering Groups should be the expert drivers of day-to-day implementation. Steering Groups, with members from all involved countries, should be established for all areas. Their role, capacities, resources and engagement is regarded as a key to success while the Commission is providing an equivalent thematic expertise. Information and communication technologies could facilitate good communication flows between meetings;
- Integration of non-EU countries and regions participating in the Strategies should be facilitated, based on the good approach developed in the Danube Region with regard to participation to Steering Group meetings, and making use of communications technology;
- Transnational cooperation programs, while retaining current objectives, should also be used effectively to support coordination and implementation of the Strategies. They should exploit innovative approaches to networking and discussions. Platforms or points, where appropriate to be hosted by existing regional institutions, could include tasks such as:
= supporting the work of key implementers, both in practical ways, and in terms of data collection, analysis and advice; = providing a platform for the involvement of civil society, regional and multi-governance levels, and parliamentary debate; = facilitating the Annual Forum. Building on experiences, skills and networks already developed in its initial support work, INTERACT should provide overall conceptual and developmental assistance. These tasks should include: = providing overall services across Macro-Regional Strategies, such as communication, and capitalising on cooperation results; = exchange of good practice between existing and upcoming Macro-Regional Strategies; = facilitating links between Macro-Regional Strategies and funding programs; and = facilitating thematic synergies. The role of the Commission The Commission will continue to offer strategic support; it will facilitate the evaluation of progress, identify shortcomings that need to be addressed at political level, as well suggest resolution of implementation stalemates. It should ensure coherence with EU policies and positions, especially the integration of the macro‑regional approach into other EU policies. On co-ordination, the Commission should continue playing a key role, where there is a clear added value for its involvement. In addition to the role outlined above this includes, in partnership with National Contact Points, addressing issues, such as insufficient staffing, insufficient synergies with existing institutions or uneven commitment of government authorities. Where these lead to concern about progress on performance and the added value of Priority Areas, joint decisions on future viability should be taken. Proposals on the governance of macro-regional strategies As currently in the EU Strategy for the Baltic Sea Region, the rotation principle for the chair of a Strategy could take into account EU Presidencies in the Council, presidencies in other macro-regional institutions. General governance can be organized on a voluntary basis too. General reference: http://europa.eu/rapid/press-release_MEMO-14-367_en.htm?locale=en