ministry of labour and social policies directorate general for guidance and training policies...

Ministry of Labour and Social PoliciesMinistry of Labour and Social Policies Directorate General for Guidance and Training Directorate General for Guidance and Training

PoliciesPolicies

Shaping the future of the ESF Shaping the future of the ESF

ESF and Europe 2020ESF and Europe 2020

WORKSHOP 3 – “MORE EFFECTIVE ESF”WORKSHOP 3 – “MORE EFFECTIVE ESF”

Focus on delivery systems has implied an administrative burden not always justified by the objective of “sound financial management”.

Socio-economic crisis highlights such as obstacles in the ESF management.

ESF ManagementESF Management

Bureaucratic logic is prevaling: focus on management and papers, more than on efficiency and results achievement.

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negative effects also at beneficiaries level: beacuse of the heavy administrative burden they tend to give up in asking ESF resources.

Obstacles in the ESF deliveryObstacles in the ESF delivery

EffectsEffects

Lack of confidence in the concrete application of Lack of confidence in the concrete application of innovations introduced with the semplification innovations introduced with the semplification package;package;

Slowness and/or delay of the answers, that ESF Slowness and/or delay of the answers, that ESF should provide prompltly, especially in crisis should provide prompltly, especially in crisis situations;situations;

Tend to prefer traditional training activities, with Tend to prefer traditional training activities, with “safe” targets, in order to reach expenses “safe” targets, in order to reach expenses thresholds given by the decommittment rule;thresholds given by the decommittment rule;

Sometimes, negative perception of the real added Sometimes, negative perception of the real added value of ESF interventions;value of ESF interventions;

Increasing of the costs related to management and Increasing of the costs related to management and control activities.control activities.

Issues for the future Issues for the future

Back to the strategic dimension Back to the strategic dimension of cohesion and ESF policy of cohesion and ESF policy

throughthrough• more differentiation of roles between the more differentiation of roles between the various key stakeholders (mostly European various key stakeholders (mostly European Commission and Member States)Commission and Member States)•More flexibility of Operational More flexibility of Operational Programmes;Programmes;• Defining a priority shared “menu” at Defining a priority shared “menu” at European level and settlement of effective European level and settlement of effective options at appropriate level;options at appropriate level;• Establishing of a periodical forum, also at Establishing of a periodical forum, also at political level, on the coehesion policy political level, on the coehesion policy implementation.implementation.


Increasing subsidiarity in Increasing subsidiarity in management and control fieldsmanagement and control fields

throughthrough• defining a “control chain”: first and defining a “control chain”: first and second level controls under the second level controls under the responsability of the OPs’ Authorities; responsability of the OPs’ Authorities; general supervision of the European general supervision of the European Commission;Commission;

• simplification and differentiation of simplification and differentiation of control methods.control methods.


Make legislative simplifications Make legislative simplifications really usable really usable

throughthrough• more flexibility in the application of more flexibility in the application of simplifications’ rules;simplifications’ rules;

• more co-operative role in the replies more co-operative role in the replies from the European Commission or, as from the European Commission or, as an alternative, more responsability an alternative, more responsability and autonomy of the Managing and autonomy of the Managing Authorities.Authorities.


Strenghtening mutual trust in the Strenghtening mutual trust in the relationship between European relationship between European Commission and Member StatesCommission and Member States

throughthrough• continuous implementation of continuous implementation of partnership principle, not only at partnership principle, not only at political level, but also at political level, but also at administrative level;administrative level;• going beyond a traditional and going beyond a traditional and conservative view, in favour of a more conservative view, in favour of a more innovative and pro-active role.innovative and pro-active role.

Simplifying the programming architectureSimplifying the programming architecture

throughthrough• put aside some of the current foreseen put aside some of the current foreseen compulsory Authorities for each Ops (i.e. compulsory Authorities for each Ops (i.e. Certifying Authority)Certifying Authority)

Issues for the futureIssues for the future

Exploit the possibility of re-orienting Exploit the possibility of re-orienting programmes and interventions, not only to programmes and interventions, not only to

spending and “paper based” spending and “paper based” accomplishments, but also to resultsaccomplishments, but also to results

throughthrough• defining and testing an appropriate set of defining and testing an appropriate set of indicators, to measure the results in a indicators, to measure the results in a transparent and reliable manner.transparent and reliable manner.


Make effective the proportionality principle’s Make effective the proportionality principle’s applicationapplication

Not only in spending terms, but also in Not only in spending terms, but also in promotion of thematic priorities terms.promotion of thematic priorities terms.


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