Transcript Indagine conoscitiva sul marketing societario 2006 RISULTATI

ITALIAN EXPERIENCE OF
PARTNERSHIP SUPPORT
STRUCTURE
Malta ‘ESF – Exchange Event’
17-18 of January 2008
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Some definitions of partnerships: where we
are
ADMINISTRATIONS
EC
State
Vertical
partnership
Economic and social
Partners (ESPs)
Europen
ECONOMIC AND SOCIAL PARTNERSHIPS
National
National Support Framework
Operational Programmes
Regions
Regional
Local
Authorities
Local
(+ other players)
Horizontal partnership
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Part 1 - The TA to Economic
and Social partners
The Italian context
• At national level:
– from the ’90s strong partnership on welfare and distribution policy;
– Policy management strictly in the hands of PA (with the exception of
continuous training)
• At regional level traditional North / South differences in
partnership:
– Central role / Marginal role of ESPs
– Formal and structured / informal and occasional models of partnership
• In objective 1 regions:
– Actors (PA and ESPs) are often weak;
– Direct political relationships prevail on partnership;
– Recent trend for more participation and more attention to partnership
from PA
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The causes of the TA
• After a wide involvement in the initial phase, in
2003 the integration of ESPs in programming
was very weak, specially at regional level:
– Poor contribution of ESPs to the decision making;
– Difficult dialogue between PA and ESPs;
– Potential conflict of interest and not representative
agreements;
– Lack of continuity;
– Distance between programmes and territories.
• Negative effects on the overall development
strategy (oriented to making active and
developing local resources) and diffused deresponsibility among the different actors
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Brief history of the Italian experience
• In 2003 an agreement between the National Authority and more
than 30 associations identified the need for a support to
partnership;
• In 2005 the Technical Assistance (TA) to Economic and Social
Partners (ESPs) in objectives 1 regions was launched;
• In these years the TA supports the ESPs in participating to the
regional and sectoral programmes;
• Every 6 months a Steering Committee, including administrations
and with the majority of social partners, address and verify the
TA;
• In June 2008 the TA will end, but it will be replicated in the new
programming period;
• At the moment, it is a pilot experience in EU and it is
appreciated as a best practices.
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The administrative design of the TA
• ESPs can not directly manage resources and would scatter
them in many single associations ;
• The National Managing Authorities of the CSF launched a
call for tender and selected Ismeri Europa
• A Steering Committee, including NMA, objective 1 Regions
and some representatives of the ESPs addresses and controls
the activities of TA (based on six-months plans);
• The President of the Steering Committee is a representative
of the ESPs;
• ESPs have the majority in the Steering Committee
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The main objectives of the TA
1. Promote a stable and organised
relationship between PAs and ESPs;
2. Increase the skills of the ESPs in
structural funds procedures and rules;
3. Support the ESPs in territorial animation
and transmission of knowledge;
4. Define and introduce a new partnership
model more efficient and easy to manage.
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Main activities of the TA
LINES
A - Knowledge
Development of favorable
conditions for
partnership
SERVICES
Studies and reinforcement
of partnership models,
National-regional
linkages, “State of art”
B – Competences –
Stimulation and growth
of competence
Seminars, workshops and
direct support in decision
making at regional level
C- Communication and
back office
Improvement of
information flows for
ESPs and production of
specific documents
OBJECTIVES
Promoting shared
partnership models
increase competences
and know-how of
ESPs
Put in place a
functioning model of
partnership
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Some tools
• Partnership meeting – ESPs and Managing Authority
plan together the next activities of the TA on the basis of
their needs and objectives
• Workshops – presentation and discussion with ESPs of a
critical theme (sectoral strategy, programme advancement,
etc.), possibly involving the responsible department in the
PA
• Vademecum – summary of interventions and documents
oriented to improve ESPs activity (examples of themes:
aids of state, evaluation, use of the national resources, etc.)
• Direct support (suivi) to ESPs – specific analyses and
dossier preparation before a meeting or for supporting a
proposal of the ESPs (frequently used in the new
programming)
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Some results
• Constant and direct involvement of about 200-250
representatives of ESPs and about 15-20 regional and
national departments;
• General improvement in the relationships between PA
and ESPs
• Increased participation of weaker ESPs and territorial
diffusion of knowledge
• A high number of documents and guides are available
and diffused
• Social and Economic partnership was an important focus
of the new programming debate;
• Definition of a new partnership model adopted in the
NSF
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Part 2 - Identification of a
partnership model
Background of the partnership model
• EU do not provide / propose partnership
models
• Existing regulations refer to national
practices, whereas the Monitoring
Committee do not provide a real arena for
ESPs participation
• Existing regional/national acts some time
recognise partnership, but generally do not
provide rules and organisation model
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Partnership in the National Support Framework
• Involvement of ESPs in the whole decision-making
process (planning, implementing, monitoring and
evaluation);
• Promotion of Memorandum of Understandings
(MOUs) between PA and ESPs on “the rules of the
game” and codes of conduct among associations;
• Reinforcement of the ESPs responsibilities
• More attention to results of partnership
• Starting off an in-depth dialogue – at least once a year
- about the cohesion policy at political level
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The approach to the model
• Incremental approach:
– Starting from current experience in order to
integrate and improve it;
– Making the most of less developed scenarios,
without changing advanced ones;
– Paying attention to innovation to testify to a
lack of continuity
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Basic conception
5 principles:
1. Inclusion
2. Information and
advertising
3. Integration
4. Organization
5. Concreteness
6 elements:
1.
The role of ESPs in
Structural Funds;
2. The representation of
stakeholders;
3. The contents of
partnership;
4. Operation;
5. Organisation;
6. Information flows to
support partnership.
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Factor 5 – Organisation
• The partnership is organised at three main levels:
– Political level
– Coordination of partnership activities
– Operational and technical level
• Three innovative solutions are introduced:
– The Partnership Forum, needing a wide representation
– The Pilot Committee responsible for organizing and
verifying the activities of the partnership
– The Partnership Office, within the administration and
devoted to partnership
• The OP Monitoring Committee doesn’t have any new
tasks; it reports about the activity of the partnership
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Factor 5 - Flowchart of relationships
MOUs
Forum
Course
trend of
partners
hip
activities
Partnership’s
Office
Proposal on general
programming
Annual Report of
partnership’s activities
Pilot Committee
(mixed office)
The managing
Authority’s
Calendar Technical
Support
The partnership’s
Agenda
Thematic Table
Proposal for sectorial
programming and
Operational suggestions.
Partnership Activities
Control
Political Level
Common Tasks
Coordination level
Common work plan
and control
Other ways to
acquire knowledge
operational
suggestions
Operational level
Proposals for
implementation
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Considerations on the organization
• The organization should be the same for ESF and ERDF
• The Partnership Office is a staff function, (not necessary a
service with many officials). It witnesses the effort of the PA;
• The Pilot Committee provides for a wide participation of ESPs,
and for this:
– It is flexible (can assume different shapes according to the context);
– It manages and facilitates dialogue in an unbiased manner;
– It supervises over activities and reports to the Forum.
• In some Italian regions, almost all these structures are already
in place
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Part 3 - Conclusions and lessons
Lessons
• TA to ESPs is not a simple task (political influences,
tackling different capacity levels, high number and often
conflicting associations, continuous changes in the PA
agenda, etc.)
• … but it is useful (results are positive and the experience
will continue)
• Partnership needs systemic framework and organisation
(connecting political and technical levels; promoting
territorial diffusion of the partnership method);
• ESPs need support, but they have not to change their
function (becoming “expert”)
• Instruments have to be adapted to the context and the
habits (i.e ESPs are not intensive web users)
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Conclusions
1. This experience promoted capacity building in
the Italian Objective 1 regions;
2. TA to ESPs is useful everywhere and can be
diffused, but it has to be adapted;
3. The first client of the TA should be the ESPs,
not the managing authorities, which have to
cooperate and benefit of it;
4. Support to the PA is also necessary (how to
“get” knowledge from ESPs, how to organise
work in a partnership environment, how to
interact with political representatives, etc.).
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ISMERI EUROPA
ASSISTENZA TECNICA AL
PARTENARIATO EX OB.1
VIA C. MIRABELLO, 17
00195 ROMA
Sede centrale: G.G. BELLI, 39
00193 ROMA
TEL.06.87 44 0752/32168121
PROJECT MANAGER:
Andrea Naldini
COORDINATOR:
Rosario Caravano
STAFF:
Rosario Caravano
Barbara Befani
Clelia Cipolla
Emanuele Coletti
Carlo Miccadei
Marco Pompili
www.partenariato.org
[email protected]
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