1. PRESENT STATUS OF OPERATIONAL PROGRAMMES 2014-20 DEPARTMENT FOR ECONOMIC PLANNING MINISTRY FOR NATIONAL ECONOMY

2. INFORMATION ON THE PRESENT STATUS OF OPS EU EU2020 strategy (2010-2020) 11 thematic objectives >> 7 flagship initiatives Cohesion Pol. of EU Common Provisions Regulation (2014-2020) Implementing regulations and the 11 thematic objectives >> includes investment priorities of ERDF, ESF, CF adjusted to targets Cohesion Pol. of HU Partnership Agreement (2014-2020)>> PA Position Paper (COM) National Reform Programme (yearly)>> Country Specific Recommendations National strategic documents OP Priority axes OP Guidance Fiche Chosen investment priorities Formal and informal feedback Type of actions >> actions SYSTEM OF RULES OF THE EU DEVELOPMENT POLICY 2014-2020

3. INSTITUTIONAL BACKGROUND OF PROGRAMME PLANNING Critical issues demarcation among funds & OP's objectives & financial allocation eligible activities target groups & beneficiaries Policy making financial planning, indicators, ex ante evaluations, GAP analysis Implementing institutional system territorial and horizontal issues Formal Check representing the Hungarian mandate compliance with regulations synergy with national & EU strategies methodological support for planners 1 2 Operational Programme State Secretariat for Planning Co-ordination Planning Support Committee Planning working groups Tasks Responsibilities 3 INFORMATION ON THE PRESENT STATUS OF OPS

4. FURTHER SCHEDULE Submitting OPs to the European Commission 07. 06. 2014. 1) Negotiations 2) Approval of the operational programmes 3) Elaboration of constructions Announcing the calls for applications 15.10. 2014. INFORMATION ON THE PRESENT STATUS OF OPS

5. DISTRIBUTION OF EU FUNDS IN 2014-2020 INFORMATION ON THE PRESENT STATUS OF OPS

6. Innovation centred operation Efficiency-oriented operation Survival-based operation Direct actors of the global market Companies related to global network with innovative activities in Hungary (classic multinational companies with a local innovative centre). Companies making use of market opportunities (innovative or specialised companies). Companies belonging to global networks and focusing on production, services or sales (multinational companies with a factor in Hungary, shared service centre, distributors in Hungary of global products). Not relevant. Suppliers Innovative service providers, suppliers active in product and technology innovation. Cost and quality oriented companies, capable of adjusting to the market Suppliers less and less capable of maintaining their market activity or having lower profits Actors of the national and local market Companies active in product, technology and business model innovation, focusing on the local or national market. Companies using a set of product structure, technology and business model, focusing on the local or national market. Enterprises in a continuous prices and operating in a heavily informal structure. Actors of the economy according to the programme approach INFORMATION ON THE PRESENT STATUS OF EDIOP

7. Innovation centred operation Efficiency-oriented operation Survival-based operation Direct actors of the global market Operational factors Cooperation SuppliersOperational factors Actors of the national and local market Operational factors Cooperation Operational factors Cooperation Main opportunities of enterprises in making progress INFORMATION ON THE PRESENT STATUS OF EDIOP Improving the quality and range of operational factors – the workforce, investment, infrastructure, technology, natural and cultural resources, important to enterprises should increase and accessibility to them should improve. Strengthening of economic cooperation – the number and importance of cooperation actions for market building, cooperation between enterprises and purchase systems should increase. Removal of the barriers of competitiveness – it should be easier for enterprises to swap the mode of operation and to appear on international markets.

8. Modern business infrastructure Entrepreneurial culture Emergence of corporate networks and market entry Development of R&I infrastructure and capacity Entrepreneurial R&I Strategic R&I cooperations Competitive ICT sector Digital economy Digital convergence Broadband networks and access Energy efficiency and renewable energy Employment programmes Access to traineeships Workplace flexibility Training and retraining Preserve and protect natural and cultural heritage SMEsR&IICT Energy Empl., training Tourism Financial instruments PRIORITY AXES OF EDIOP INFORMATION ON THE PRESENT STATUS OF EDIOP

9. MAIN AIMS OF HRDOP IN 2014-2020 INFORMATION ON THE PRESENT STATUS OF HRDOP Social closing up Health development and prevention Increasing the number with tertiary or equivalent education Strengthening supply in human institutions Strengthening the social role of the family, and social solidarity Quality development of primary and secondary education

10. INFORMATION ON THE PRESENT STATUS OF HRDOP 63,5% of OP financed by ESF, 36,5% of OP financed by ERDF 53,2% of OP is allocated onTO9 Decreasing number of indigents 46,8% of OP is allocated onTO10 Decreasing number of early school leavers

11. Active cooperation, Integration of marginalized communities, Access to high quality services, promotion of solidarity economy TO9.i, 9.ii, 9.iv, 9.v 32,27%, ESF Health and social infrastructure, Regeneration of deprived communities, TO9.a, 9.b 19,62% ERDF Reintegration into education and training – primary and secondary education, Developing tertiary and equivalent education, Enhancing access to lifelong learning TO10.i, 10.ii, 10.iii 29,91% ESF Developing education and training infrastructure TO10.a 16,86% ERDF Social inclusion, Social innovation TO9.ii, 10.ii 1,34% ESF Coop.society Infra invest. Thrivingknow.cap InfraInvest. Finan. instr. PRIORITY AXES OF HRDOP INFORMATION ON THE PRESENT STATUS OF HRDOP

12. MAIN AIMS OF EEEOP IN 2014-2020 INFORMATION ON THE PRESENT STATUS OF EEEOP Promoting low carbon economy Adaptation to climate change Contribution to the EU strategy: Adaptation to the impacts of climate change Contribution to Resource efficient Europe intitiative EU2020 target: GHG reduction by 20% (1990), Increasing share of renewables to 20% Environment protection and resource efficiency

13. INFORMATION ON THE PRESENT STATUS OF EEEOP Horizontal aim 1: Prevention and reduction of unfavourable impacts of climate change Horizontal aim 4: Healthy and sustanable environment Horizontal aim 3: Prevention and reduction of contamination Horizontal aim 2: Improving efficiency of resource utilization

14. Adaptation to climate change, prevention of natural disasters, Higher quality disaster recovery TO5i, 5ii CF, 27,61% Settlement water supply and waste water maangement TO6ii CF, 32,86% Waste management and decontamination TO6i, 6iv CF, 10,57% Developing the natural environment and protecting biodiversity TO6d ERDF, 2,67% Energy efficiency and renewable energy TO4i, 4iii, 4iv CF, 26,28% Adapt. to climate ch Waste water man. Waste man. Dev. natural env. Energy eff and renew. PRIORITY AXES OF EEEOP INFORMATION ON THE PRESENT STATUS OF EEEOP

15. MAIN INSTRUMENTS OF NATIONAL TRANSPORT STRATEGY IMPLEMENTED BY ITOP INFORMATION ON THE PRESENT STATUS OF ITOP Implementation of management instruments Passanger train carriage change programme Development of missing TEN-T elements Transport security actions Rail interchange and station development

16. INFORMATION ON THE PRESENT STATUS OF ITOP 2/3 is allocated on rail and water transport CF 82,7% ERDF 17,3% 26% on TEN-T road development (previously 42%) ALLOCATIONS OF ITOP AND EUROPEAN NETWORK FINANCING INSTRUMENT Half is allocated on urban and suburban transport development

17. TEN-T development on highways TO7i CF, 26,42% Rail and water transport – TEN-T development TO7i CF, 38,54% Improvement of intermodal connections for passenger transportation TO7c ERDF, 5,04% Development of suburban rail and urban transportation TO7ii CF, 17,71% Development of secondary and terciary road network connecting to TEN-T Reducing oil dependency of transport system TO7b, 7c ERDF, 12,29% TEN-T TEN-T Inter- modal Urban transp ort Second ary and tertiary PRIORITY AXES OF ITOP INFORMATION ON THE PRESENT STATUS OF ITOP

18. INFORMATION ON THE PRESENT STATUS OF TOP Main aim of TOP: spatial, decentralized economic development, increasing employment Territorial programme packages – aligned developments on county, city with county status and district level Development policy aim II: Enterprise friendly urban development keeping population level Resources for local governments, local governmental economic and urban developments Development policy aim I: Ensuring local conditions for economic development and increasment of employment

19. INFORMATION ON THE PRESENT STATUS OF TOP Decentralized model with county coordination Integrated terr. dev: Integrated economic development programme of counties, integr. urban development programme of cities, project dossier of districts, CLLDs 87,7% ERDF, 12,3% ESF Contributing to 60% economic dev. IMPLEMENTATION MODEL OF TOP County: middle level of planning and programming: identification of development options, programming, monitoring of implementation Territorial and policy coordination, territorial and sectoral alignment

20. Local economic development based on endogenous potentials, Local development initiatives TO8b, 8c ERDF 38,73% Local development of cultural and natural resources, Attractive urban environment TO6c, 6e ERDF 18,45% Energy efficiency and increasement of renewables with local governments TO4c, 4e ERDF 19,62% Access to local public services, Development of deprived urban areas TO 9a, 9b ERDF 7,71% Increasing cohesion in urban communities, Infrastructure and content development TO9d, 9vi ERDF 2,87% ESF 1,42% Improving local employability, Increasing social activity and social cohesion TO8i, 9i ESF 11,2% Ec. dev. Settle- ment dev. Low carbon ec. Social coop. CLLDs Local empl. PRIORITY AXES OF TOP INFORMATION ON THE PRESENT STATUS OF TOP

21. INFORMATION ON THE PRESENT STATUS OF CCHOP Smart and sustainable regional economic development Development of social environment contributing to increasement of employment Development of public infrastrucutre contributing to competitiveness and social cooperation STRATEGIC GOALS OF CCHOP ERDF 68,15% ESF 31,85%

22. INFORMATION ON THE PRESENT STATUS OF CCHOP Pest county and Budapest: county and capital level coordination identification of development projects, programming, monitoring of implementation Identification of integrated territorial programmes, programming, implementation and monitoring of implementation IMPLEMENTATION MODEL OF CCHOP Local, territorial specificities, endogenous potentials, middle level of planning and programming Local Government of Budapest, Local Government of Pest county – key actors

23. Strenghtening knowledge centers, Business R+I and cooperations, SME development in Pest county, SME development to grow in international markets TO1a, 1b, 3c, 3d ERDF 21,8% Business investment in R+I, SME development TO1b, 3c ERDF 9,5% Energy efficiency of local governments, Reduction of CO2 of public transport, and sustainable transport chains TO4c ERDF 21,8% Supporting employment of women with children, Increasing social cohesion TO8c, 9b, 9d ERDF 15,05% Strenghtening social cooperation, High quality human public services, Educational and training systems TO9ii, 9iv, 10i ESF 13,7% Labour market integration, Social cohesion Improving the labour market relevance of education and training, TO8i, 8ii, 8v, 10iii, 10iv ESF 18,15% Ec. dev. FEI Low carbon ec. Social cohe- sion Social coop. Local empl. PRIORITY AXES OF CCHOP INFORMATION ON THE PRESENT STATUS OF CCHOP

24. INFORMATION ON THE PRESENT STATUS OF PAPSDOP Public administration development Public service development Technical assistance STRATEGIC GOALS OF PAPSDOP

25. INFORMATION ON THE PRESENT STATUS OF PAPSDOP Reducing administrative burdens, increasing transparency Development of E-public administration Development of territorial public administration infrastructure Development of customer service infrastructure Service oriented, client friendly public administration DEVELOPMENT NEEDS

26. Client-oriented public administration, Competent public administration staff TO11i ESF 34,39% ICT based public administration TO2c ERDF 23,52% Strengthening innovation of human public services TO11ii ESF, 11,76% Infrastructure development of public services TO11a ERDF, 7,62% Technical assistance CF 22,7% HR dev. of PA ICT dev. of PA HR of public services Infra of public services TA PRIORITY AXES OF PAPSDOP INFORMATION ON THE PRESENT STATUS OF PAPSDOP

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