Goals and Main Findings of the Project

“Interregional Partnership Platform”

(IPP)

Mainstreaming Seminar

Jūrmala, Latvia 14 th June, 2012

About IPP project

INTERREG IVC project

Duration: 01.01.2010 – 31.12.2012

AREA POPULATION

Latvia 64 589 km2 2,26.milj.

Saxony-Anhalt 20 444 km2 2,35 milj.

Észak-Alföld

17 729 km2 1,44 milj.

Valensia

Paterna city

23 255 km2

41 km2 5,09 milj.

65 thous.

IPP regions

Idea of IPP project

Many options how regions can benefit from participation in EU programmes

and innitiatives

Successful regional development models is the ability to access these

benefits more efefctively and to diffuse knowledge in the region

This also relates to the ability to join international partnerships and to access

international know-how particularly in the field of innovation

Very often the participation rate of regions in interregional co-operation is

rather low

Low performance of public and private agencies to support the participation

rate in EU programmes

Increasing the involvement of IPP regions in European

interregional co-operation and innovation programmes

reach higher capacity of regions for strengthening

research, technology and innovation

Strategic Goal of IPP Project

Activities of IPP project Benchmarking (participation in EU programmes, support structure for

internationalization, internationalization strategies) In Latvia was made study “Participation of local authorities, NGOs and

univeristies of Latvia in EU programmes and innitiatives” – www.vraa.gov.lv

Regional partnerships -> Partnership Platform-> exchange of experience, joint project applications and cooperation concepts in the field of SME policies, environment, research and energy etc.

Joint IT tool for partner search www.i-p-p.eu - try it!!!! Implementation of two Pilot Projects:

Cooperation between EU-funds advisory agencies Internationalization strategy for local authorities

Action Plan -> how to transfer the good practices into

internationalization policies of regions and operational programmes of Structural Funds

Benchmark of IPP regions

Total expenditure on R&D, 2007

(Europe 2020 target: 3%)

Saxony-Anhalt 1.13

ValencIa 0.95

Eszak-Alfold 0.85

Latvia 0.59

Braunschweig – max in DE and EU 6.77

Comunidad Madrid (max in ES) 1.92

Koszep-Magyarorszag (max in HU) 1.33

Source: Eurostat

GDP per capita (EUR), 2009

Saxony-Anhalt 21 300

Valencia 20 162

Eszak-Alfold 5 440

Latvia 8 192

Benchmark of IPP regions

Planned investment of Cohesion Policy in RTD, innovation,

enterprise environment, 2007-2013 (% of total funding)

Saxony-Anhalt 36.0

ValencIa 30.7

Latvia 22.0

Eszak-Alfold 20.1

Planned investment of Cohesion Policy in human capital,

2007-2013 (% of total funding)

Saxony-Anhalt 26.6

ValencIa 20.1

Latvia 13.4

Eszak-Alfold

8.2

Key Findings

Valencia and Saxony-Ahalt strongly focus on research and innovation and

investing in human capital

Latvia and Eszak-Alfold put much more focus on other areas such as

infrastructure development to overcome the development gap

10

7th Framework Programme

7th Framework Programme, average funding per head

Index, EU-27 = 100

DEE0 Sachsen-Anhalt 27

ES52 Comunidad Valenciana 41

LV00 Latvija 17

HU32 Észak-Alföld 13

UKJ1

Berkshire, Buckinghamshire

and Oxfordshire 625 Max in EU

DE21 Oberbayern 505 Max in DE

ES21 País Vasco 204 Max in ES

HU10 Közép-Magyarország 109 Max in HU

Source: DG RTD, DG REGIO calculations

10

11

INTERREG IV C

No.of applications

No. of successful

applications

Total budget of successful application

EU support for successful application

Saxony-Anhalt

13 6 2,114,859.55 1,586,144.65

Valencia 89 9 2,236,389.67 1,677,292.25

Eszak-Alföld

49 13 2,558,350.07 2,174,597.55

Latvia 75 11 1,595,527.96 1,356,198.75

Source: Information of the JTS of the INTERREG IV C Programme

12

Intelligent Energy Europe

No. of successful applications from IPP regions, 2007 – 2009

Saxony-Anhalt 1

Valencia 10

Eszak-Alföld 2

Latvia 21

Source: http://ieea.erba.hu/ieea/page/Page.jsp?op=home

13

Key Findings

These data show that all IPP regions have particular strength in accessing a limited number of EU-programmes

IPP benchmark helps to identify these specific strengths and

share these experiences with other IPP regions to lift the general level of participation in the EU programmes of the IPP regions

13

Saxony-

Anhalt

Difficult

application

procedure

Lack of co-

financing

budget

Lack of money

for professional

assistance

Lack of

information

about EU

programmes

Pre-financing

Észak-Alföld Pre-financing Lack of co-

financing

budget

Difficult

application

procedure

Low chance of

success for

applicants

Lack of

information

about EU

programmes

Valencia Difficult

application

procedure

Pre-financing Lack of co-

financing

budget

Lack of money

for

professional

assistance

Lack of

experience in

EU project

managm.

Latvia Long period

of

application

reviewing

Long period of

receiving

financing for

previous budget

Lack of co-

financing

budget

Difficult

application

procedure

Difficulties to

find “the

right”partner

Ranking of Obstacles

Expectations from Interregional Copperation Saxony-Anhalt improvement of local economical power and competitiveness is the principal advantage of interregional cooperation Valencia interregional cooperation should help economic actors to expand their markets and business networks companies will create demand for human resources which would increase the degree of employment in the region

Észak-Alföld Interregional cooperation has to be a concrete effects on regional policy Latvia exchange of experience and new approaches concerning regional development to become more visible for investors and tourists

Pilot Project “EU Funds Advisory Service Agencies”

Lead Partner: Saxony-Anhalt (sucessfull internationalization

strategy)

Main Goals:

Exchange of experience on good practice examples of services offered

in IPP-regions

Development of joint strategies for forming partner consortia

Enhance cooperation between the regions

Target groups:

Public EU-service agencies (Development Agencies, planning regions,

EU programmes contactopints etc.)

Business support organizations (EEN contactpoints, SMS development

agencies)

Universities and academic networks

Lead partner: Paterna City (Valencia region)

Main Goals:

to elaborate methodology for Strategic Plan of Internationalization to develop the Strategic Plan for Internationalization of local authorities and all parties involved in their administration

to review the structure of the administration in order to work more professionally and to ensure a control of activities regarding europeanisation and internationalisation

Pilot Project “Internationalization Strategies for Local Authorities”

Paterna “City of Business” is an association:

Lead by the Paterna Council

Withou Profit Interest

Without quotes, nor costs for the partners

Brings together all local operators:

Industry, R+D+I, Services, Retail, Reataurants and hotels

Internationalization Strategy of Paterna

Promotion of the city as the biggest enclave in Spain

Improve the visibility of Paetrna as an appropriate target for

Aims of “Paterna, City of Business”

Why Internationalize? Emigration, unemployment rates remain elevated, entrepreneurs are complaining

about high taxes and lack of labor force,....

Budgets of municipalities are insufficient for problem solving -> planning and

search for new gateways are needed to be done. One of the possible opportunities is

to attract external financing by implementing projects of various type and shape and

to learn from others’ good practice

Each municipality possesses a certain potential for support in internationalization

process; unfortunately too often this potential is used not in a coordinated and strategic

way

Internationalization can be used as instrument for achievement of the goals set

in the development plans of municipalities

Expected Results

Attraction international population

- investors, visitors, traders, immigrants

Increasing capital and investments

- in order to achieve sustainable development and increase

competitiveness of enterpreneurs

Cēsis IS

Valmiera IS

Daugavpils IS

Paterna IS

Magdeburg IS

Anhalt-Bitterfeld IS

Nyiregyhaza IS

Jaszfenyszary IS

Jaszag IS

Methodology of Internationalization

Strategy

Best Practices Guide

New Partnerships and Networks

(i.e. European Territorial Cooperation Association)

“sold” to other municipalities

Halberstadt IS

Involved Municipalities

4.Instruments

3.Benefits

STEPS FOR INTERNATIONALIZATION

2.Plans and goals

5.Partners

INSTITUTIONAL READINESS

Human resources

Finances Motivation Cooperation Decisions

1.Territorial capital

Ad

min

istr

atio

n

Development unit

Business promotion

unit

Cultural and Education

unit

Human resources unit

Timeline Targets

ACTION PLAN

Partners

Nature and infrastructure

platform

Knowledge platform

Identity platform

Social platform

Instruments

Tasks

Good practices

Good practice

s

Good practice

s

Finances

Imp

lem

en

tati

on

Pre

con

dit

ion

s

Steps for Internationalization I

1. What is territorial capital?

Location, Area, Education and Skills, Business

2. What is the development targets and priorities in development

plans?

3. How could interregional cooperation contribute to achieving the

development aims?

Horizontal goals

Concret areas

Concrete territory

.

Steps for Internationalization II

4. What are available instruments for internationalization?

Interregional/cross-border EU programmes

City marketing

International cooperation

Twinning cities

Investors attraction activities

New cooperation models between municipalities, enterpreneurs, NGOs, universities

5. Who are potential partners for internationalisation?

What do you expect from partners?

What can you offer to your partners?

What are your current partners and what are their networks?

What are your local partners?

.

.

6. What is the capacity for internationalization?

Human resources – comptences and capacity (how to improve it?)

European cooperation project needs specific skills: thematic expertise, project

management, financial, administration involvement of different divisions in the

municipal administration

clear share of responsibilities

Finances

financial planning: financial provisions for the project have to be integrated

in the municipal annual budget plan

clarify when you have to secure financial provisions in the municipal budget

on application or approval of the project

pre-financing

provision of co-financing share

Steps for Internationalization III

.

6. What is the capacity for internationalization?

Motivation

Cooperation between different units

Interest from decision makers

Process of decision making, team building

7. Action Plan

Steps for Internationalization II

Targets Instruments Tasks Finances Partners Timeline Monitoring

.

Results and recomendations from Pilot Projects

Project ideas/concepts for joint cooperation beyond the IPP

Internationalization methodology and strategies

Regional priorities of IPP regions for 2014-2020

Iimplementation of internationalization strategies in regional policies

Perspective instruments for interregional cooperation in 2014-2020

Recommendations for necessary changes in regions’ policy, legislation,

institutional structures etc. for promoting internationalization

Action Plan

.

How good practices and findings of the IPP project can

be included and mainstreamed into regions’

internationalization strategies?

Paldies!

Gracias!

Vielen Dank!

Köszönöm! [kur-sur-nurm]

Katrīna Duka-Gulbe

State Regional

Development Agency

Elizabetes 19, Riga, LV-1010

E-mail Katrina.Duka-Gulbe@vraa.gov.lv

Tel. +371 67079031