110 likes | 118 Views
Ministry of Labour and Social Policies Directorate General for Guidance and Training Policies. Shaping the future of the ESF ESF and Europe 2020 WORKSHOP 3 – “MORE EFFECTIVE ESF”. ESF Management.
E N D
Ministry of Labour and Social PoliciesDirectorate General for Guidance and Training Policies Shaping the future of the ESF ESF and Europe 2020 WORKSHOP 3 – “MORE EFFECTIVE ESF”
ESF Management Focus on delivery systemshasimpliedanadministrativeburdennotalwaysjustifiedby the objectiveof “sound financial management”. Socio-economiccrisishighlightssuchasobstacles in the ESF management.
Obstacles in the ESF delivery Bureaucratic logic is prevaling: focus on management and papers, more than on efficiency and results achievement. ↓ negative effects also at beneficiaries level: beacuse of the heavy administrative burden they tend to give up in asking ESF resources.
Effects • Lack ofconfidence in the concrete applicationofinnovationsintroducedwith the semplification package; • Slowness and/or delayof the answers, that ESF shouldprovideprompltly, especially in crisissituations; • Tendtoprefertraditional training activities, with “safe” targets, in order toreachexpensesthresholdsgivenby the decommittmentrule; • Sometimes, negative perceptionof the realaddedvalueof ESF interventions; • Increasingof the costsrelatedto management and controlactivities.
Issues for the future Back to the strategicdimension ofcohesion and ESF policy through • more differentiationofrolesbetween the various key stakeholders (mostlyEuropeanCommission and MemberStates) • More flexibilityofOperationalProgrammes; • Defining a priorityshared “menu” at Europeanlevel and settlementofeffectiveoptions at appropriate level; • Establishingof a periodical forum, also at politicallevel, on the coehesion policy implementation.
Issues for the future Increasingsubsidiarity in management and controlfields through • defining a “controlchain”: first and secondlevelcontrols under the responsabilityof the OPs’ Authorities; general supervision of the EuropeanCommission; • simplification and differentiationofcontrolmethods.
Issues for the future Make legislative simplifications reallyusable through • more flexibility in the applicationofsimplifications’ rules; • more co-operative role in the repliesfrom the EuropeanCommission or, asan alternative, more responsability and autonomyof the ManagingAuthorities.
Issues for the future Strenghteningmutual trust in the relationshipbetweenEuropeanCommission and MemberStates through • continuousimplementationof partnership principle, notonly at politicallevel, butalso at administrativelevel; • goingbeyond a traditional and conservative view, in favourof a more innovative and pro-activerole.
Simplifying the programmingarchitecture through put aside some of the currentforeseencompulsoryAuthoritiesforeachOps (i.e. Certifying Authority) Issues for the future
Exploit the possibilityofre-orientingprogrammes and interventions, notonlytospending and “paperbased” accomplishments, butalsotoresults through defining and testingan appropriate set ofindicators, tomeasure the results in a transparent and reliablemanner. Issuesfor the future
Makeeffective the proportionalityprinciple’s application Notonly in spendingterms, butalso in promotion ofthematicprioritiesterms. Issuesfor the future