1. Alpine Space Summit Stresa, 20 June 2006 Claudio CARUSO European Commission DG REGIO A new approach for European Transnational Co-operation 2007-2013

2. 2 The origins   "Transnational" is a co-operation concept in 1994 first energy networks (Interreg IIB)   A development from the European Spatial Development Perspective in 1996 transnational co-operation on spatial planning (spatial planning, flood prevention, drought mitigation and pilot actions)   Pilot phase to 1999; first full phase currently in progress (2000-2006)

3. 3 Initial Lessons   Transnational co-operation is not easy!   Challenging at all levels: programming, implementation, management, project level   Prioritisation suffers in a budgetary context   Insufficient tangible results (too many types of themes and activities in programmes)   Management problems   Advantages: Clear added value and political support for co-operation activities in general

4. 4 ADDED VALUE OF TRANSNATIONAL COOPERATION ADDED VALUE OF TRANSNATIONAL COOPERATION  Economies of scale and lever effect to mobilise strategic projects  Answers to interdependence of regions  Spreading of best practices  Accelerating the integration between old and new MS

5. 5 Difficult Times   Much harder to justify than cross- border co-operation   2007-2013 budget outcome reflects this reality   Almost same budget as this period with double the Member States

6. 6 Funding StrandsPresent programmes Financial perspective Cross-border co-operation3998 mio5576 mio * Transnational co-operation1394 mio1582 mio * Interregional co-operation (incl. INTERREG IIIC, URBACT, ESPON, INTERACT) 406 mio 392 mio PEACE Total 5799 mio 200 mio 7750 mio € * Flexibility at national level +/- 15%

7. 7   13 programme areas agreed   Discussions between Member States regarding management structures, programme priorities and programming timetable Transnational co-operation: programme structure

8. 8 A new approach   A clear need to move forward, to change, to develop   How? Content; management; programme relationships; political awareness   Evolution already evident: move away from the studies and evaluation approach of 1997-99 period   Need to continue progression: the strategic dimension (in Alpine Space, thematic workshops and targeted call are first important steps)

9. 9 New generation of programmes  Clear link with cohesion policy objectives (Lisbon, Gothenburg); no more (only) exchange of experiences  Programmes must demonstrate how they contribute to growth and employment; reinforced strategic dimension;  Prioritization: funding concentrated on few priority areas  Also important to demonstrate integration with other SF objectives (Competitiveness and rural development) and programmes

10. 10 What does "strategic" mean?   Narrower content focus   Themes: Innovation, Accessibility, Environment, Sustainable Urban Development   How do these themes fit programme area?   How to shape the programme to fit the content?   How to shape project development to meet aims and objectives?

11. 11 What does "strategic" mean?   "Strategic projects" means identifying key issues for co-operation in a programme area and driving those projects forward   A degree of "top-down" is not always bad!   Monitoring Committee has a responsibility for project generation/project development: providing a directing influence on potential projects

12. 12   No pre-allocations to different regions nor Member States participating in the programme   Projects should compete on the basis of quality and relevance (incl. visibility and transferability of results)   True Lead Partner (LP) projects, where the LP is responsible for implementing the whole project and concludes agreement with MA and with the beneficiaries participating in the operation (project partners) Co-operation projects of high quality

13. 13 Programme Relationships   Relationships between countries equally important   Vital to build solid relationships at committee level, and among national contact points   Those involved must work for the good of the programme, not the good of their country   Good co-operation inside Alpine Space in recent years – already evident in programme preparation for the next period

14. 14 Programme Management   Management relationships must be close, well-structured, and with mutual confidence   Direct benefit to the programme   Fast start-up crucial to allow the new programmes to reach cruising speed: no running to catch up!

15. 15 Political Awareness   Visibility!   Getting the message out about the importance of transnational co-operation   Raising awareness and profile of transnational actions and explaining the successes – to the right people   Think publicity and information

16. 16 Conclusions   The next period is not merely a continuation   Not quite "revolution", but much more than "evolution"   A step change in attitude, in approach, in content is required   "Strategic" is the keyword!