EUSBSR after 2020: Governance remastered?

FINAL REPORT

May 2018 preface Page 2-EUSBSRafter 2020:Governance remastered? Colophon conducted. experts andimplementersoftheEUSBSRhavebeen To developthisreportawiderangeofinterviewswith Tim Wills Language editing: Sebastian Hans&BrunaPietracci, SpatialForesight Graphic andlayoutdesign: Maria Toptsidou &KaiBöhme,SpatialForesight Authors: Foreign Affairs ofEstonia. not necessarilyreflecttheviewsofMinistry The informationandviewsexpressedinthestudydo Interreg BalticSeaRegion. of . The assignmentisco-financedbythe red?’ wasconductedfortheMinistryofForeign Affairs The study‘EUSBSRafter2020:Governanceremaste - preface EUSBSR after 2020: Governance remastered? - Page 3 EUSBSR after 2020: Governance remastered? - Page Annual Forum in on 4 & 5 June 2018. The on 4 & 5 June 2018. Tallinn Annual Forum in th Sven Mikser Foreign Minister of Estonia Fellow friends of cooperation, let’s look forward let’s Fellow friends of Baltic Sea cooperation, together with this report! main theme of the forum is the Future of the EU Cohesion Policy Future of the EU Cohesion Policy main theme of the forum is the involved many EUSBSR and EUSBSR post-2020. Spatial Foresight on how the strategy should stakeholders in answering questions especially in order to evolve in the changing environment, do this they prepared To objectives. achieve the ‘Save the Sea’ future development of the several practical proposals for the believe they will form very useful strategy and for all four MRSs. I renew the for the upcoming task to Tallinn, input for the forum in preparations for the next MFF Action Plan of the EUSBSR and for period starting from 2021. This report by Spatial Foresight has been prepared for the This report by Spatial Foresight EUSBSR 9 The Strategy for the Baltic Sea Region (EUSBSR) (EUSBSR) Sea Region for the Baltic Union Strategy The European Strategy. first Macro-regional as the EU’s was created in 2009 the As such, have since been adopted. Three other strategies of the MRSs, one hand the most experienced EUSBSR is on the explorer of new this means that it has to be an but on the other decisions we need make the right To ways and new solutions. the subject analysis, and the EUSBSR has been information and new paths and supporting the exploration of of several reports offering new ideas. Preface preface Page 4-EUSBSRafter 2020:Governance remastered? The Looking backfromthefuture Where tofortheBalticSeaRegion? Table ofcontents What Preface Colophon...... Does thecurrentEUSBSRformatfititspurpose? Who implementsthe‘SaveSea’ objective? The EUSBSRafter2020remastered.Ideasfrominvitrotovivo? Develop strongersynergieswithInterreg–simplebutrisky opening up Cultivate strongownershipandcommitmentthrough Thematic Partnerships – Initiate somefirstsimplificationactions–self-reflective Endnotes grated Territorial Investment–braveanddaring Use fundingsourcesforcoordination&flagshipsthroughaMacro-regionalInte Use existingfundingviaCPR Article 70–convincingothers Abbreviation list Abbreviation VASAB SI PAC PAFP PA HELCOM HAC HAFP HA EUSDR EUSBSR EUSALP EUSAIR ESF ERDF EAFRD CBSS CPR BDF EUSBSRafter2020.Remastered isdonetoimplement‘SavetheSea? ...... Visions andStrategies aroundtheBalticSea Swedish Institute Coordinator Policy Area Policy Area FocalPoint Policy Area Commission Baltic MarineEnvironmentProtection Commission– Horizontal Action Coordinator Horizontal Action FocalPoint Horizontal Action European UnionStrategyfortheDanubeRegion European UnionStrategyoftheBalticSeaRegion European UnionStrategyforthe Alpine Region European UnionStrategyforthe Adriatic-Ionian Region European SocialFund European Regional andDevelopmentFund European Agricultural FundforRural Development Council oftheBalticSeaStates of 17December2013) 1303/2013 oftheEuropeanParliament andoftheCouncil Common Provisions Regulation ( Baltic DevelopmentForum ...... ?...... Regulation (EU)No ...... 16 10 16 21 32 34 33 39 41 37 45 - 3 5 8 2 preface capacity EUSBSR after 2020: Governance remastered? - Page 5 EUSBSR after 2020: Governance remastered? - Page EUSBSR th

th Tallinn, June 2028 Tallinn, “A retrospective of 2018 “A And for governance? The governance structure used to be way And for governance? The European Commission, the more complicated than today. High Level Group, Member States, National Coordinators, PAFPs and Action Coordinators (HACs) Horizonal and HAFPs, PACs, Flagship Leaders were all key implementers of EUSBSR and objective. Other players such as regional the ‘Save the Sea’ Flagship processes were therefore enhanced and sometimes This idea is also even developed into thematic partnerships. in its improved version. Macro-regional strategies used today, are not static, so processes are more long-term, for planning and priorities, as well as involving broader and continuous networks and partnerships. Besides, they are also more in line with the EUSBSR idea of being a policy coordination platform. In 2018, ‘Save the Sea’ was implemented through four sub- In 2018, ‘Save the Sea’ mainly through PAs. Implementation was objectives and five processes and networks. flagships in the form of projects, idea very much in line with the Becoming a flagship needed an In any case, it was Policy and with a macro-regional impact. PAs flagship partners in that supported Area Coordinators (PACs) finding additional partners their applications, advising or by or funding sources. Flagship labels used to add visibility to the results and contribute through their processes to the policy loop. status was not always the process of obtaining flagship However, harmonised and was sometimes cumbersome. Reflecting back on EUSBSR objectives, how did operational Reflecting look at the last ten years? Let’s implementation evolve over the objective. ‘Save the Sea’ anniversary”. EUSBSR key implementers gather today for the 56 gather today for the EUSBSR key implementers Looking back from the future back from Looking The theme of the workshop is building workshop. There were fewer of these workshops in There were fewer building workshop. administrative which is good news because the last five years, In this workshop, it is enormously. capacity has improved ten years ago, all were About participants. difficult to categorise Actions (HAs), National Horizontal Areas (PAs), grouping Policy and Horizontal (PAFPs) Points Area Focal Coordinators, Policy are different structures, (HAFPs).Now there Action Focal Points to policies but they all contribute some bigger, some smaller, through multiple processes. upcoming 20 discussions as a reminder for the preface Page 6-EUSBSRafter 2020:Governance remastered? EUSBSR forward.Inviewofthe20 2018 wasalsoatimewhendiscussionsstartedaboutwaystotake to theoperationallevelofPAs /HAs. made upofthePAFP /HAFP andlinkthenational/policylevel PAs, flagshipprocesses,orotherrelevantissues. Theyaremainly players meettodiscussthestrategicorientationofdifferent they remainanimportantmeetingplatform,wheregovernance were oftenmisunderstoodasaseparategovernanceelement, used toplayanimportantrolein2018,too. Although they Of course,theSteeringGroups,alsocalledCommittees, was drivingthepolicychange. implementation layersofEUSBSRcreatedconfusionaboutwhat ‘many passengersbutunclearwhothedriveris’. The extensive also playedarole.However, allthisreflectsastructurewith organisations (HELCOM,VASAB, CBSS,NGOsandother networks) Regulation (CPR) Another ideawastouse Article 70oftheCommon Provisions partnerships. EUSBSR governanceflexibility. Inthiscase, PAs couldalsobe no newlegislation)ofthemacro-regionalstrategies and respecting the3NOs(nonewinstitutions,nofunding, and NGOs,toworktogetheronacommontheme,while Authorities, regionalorganisations,researchinstitutions European StructuralandInvestmentFunds(ESIF)Managing from differentlevels;local,regionalandnationalauthorities, macro-regional mind-set. The ideawasforcommittedplayers ownership ofitsimplementers,whilecontinuingtocultivatethe by theEUUrban Agenda, EUSBSRbuiltonthecommitmentand Another ideawastodevelop Thematic Partnerships. Inspired its peopleandtheircommitment. Nevertheless, EUSBSRimplementationhasalwaysbeendownto first step.Improvinginternalcommunicationwasalsoproposed. and developingsynergieswithregionalorganisationswasthe regional strategiesareflexible.Clusteringandmergingpriorities, challenges andtrendswasthefirstdiscussionpoint.Macro- needed simplification. AdjustingEUSBSRprioritiestothefuture The widethematicfocusandcomplexgovernancestructure recap themainpointsofthesediscussions. players. networks. This neededevenstronger commitmentfromthe EUSBSR initiative,none other thantheManaging Authorities offers awaytosimplify this. The idea alsoreflectedanexisting The alignmentoffundingisadifficultprocess, so Article70 Secondly thiscouldmaximisefundingsourcesfor cooperation. looked atbyEUSBSR,sotherewerenotunchartered waters. 1 fromESIF. Firstly, being thisinitiativewas th EUSBSRanniversary, let’s preface EUSBSR after 2020: Governance remastered? - Page 7 EUSBSR after 2020: Governance remastered? - Page They allow Member States toThey implement 2 Ten years on, EUSBSR is going strong. It is part of the policy on, EUSBSR is going strong. It years Ten on, it Ten years policy changes in the region. loop, influencing and discuss future trends, future challenges is again time to first seeds were sown in 2018. Now The future implementation. is implemented through even the EUSBSR is even more flexible, committed players and is more open processes, by even more One lesson to be learned preparing for the future, post 2030. be afraid of changes, but rather from all this progress, is not to be bold, be open, be flexible. operational programmes transversally, drawing funding from drawing funding transversally, operational programmes programmes. axes of different operational different priority as well as to have its ‘own funding’ This allowed EUSBSR body. from its intermediate governance administrative support Last but not least, came the idea of developing a Macro- the idea of developing not least, came Last but based on ESIF Investment (M-ITI) Territorial Integrated regional the CPR. introduced in (ITIs), Investments Territorial Integrated in a strategies implement territorial a flexible tool to ITIs are way. more integrated preface1

Page 8-EUSBSRafter 2020:Governance remastered?

cy change and coordination for regions. EUSBSR can set priorities priorities set can EUSBSR regions. for coordination and change cy

cro-regional strategies can play an important role in driving poli driving in role important an play can strategies cro-regional

the right momentum. right the

Macro-regional strategies can be driving forces for change with with change for forces strategies Macro-regional driving be can

implementation.

for the EUSBSR, as regional and European changes influence its its influence changes European and regional as EUSBSR, the for

Action Plan in in Plan Action key is adjusting and flexible Staying 2018. Autumn

nal Coordinators group has decided to start a new review of the the of review new a start to decided has group Coordinators nal

challenges and opportunities for the Baltic Sea Region. Sea Baltic the for opportunities and challenges Natio The

been a living document, regularly updated to adapt to current current to adapt to updated regularly document, living a been

four current EU macro-regional strategies. strategies. The macro-regional EU current four has Plan Action

processes and projects. projects. and processes of first the is EUSBSR 2009, in Adopted

cooperation frameworks that implement shared priorities through through priorities shared implement that frameworks cooperation

a must. a

Today,ever, than more luxury, a not is cooperation territorial but

Territorialtoday. must a cooperation is level macro-regional at

strategies need to be constantly considered in a wider context. context. wider a in considered constantly be to need strategies

velopment and vice versa. Therefore, policies, actions, plans and and plans actions, versa. policies, vice and Therefore, velopment

in one place often have an impact on other places and their de their and places other on impact an have often place one in

. Living in an interconnected world, things we do do we things world, interconnected an in Living . versa vice and

Things we do in one place impact development in other places places other in development impact place one in do we Things

invest in new paths that can unite. unite. can that paths new in invest

“old road is rapidly agin” agin” rapidly is road “old

seem to be opportunities to divide rather than unite. When the the When unite. than rather divide to opportunities be to seem

ty and democracy are questioned. When borders and territories territories and borders When questioned. are democracy and ty

times when European ideals of solidarity, of ideals European when times unity, prosperi peace,

‘‘Fora-changin’ are they times, the ’’ .

beyond. This report gives some first insights to these questions. these to insights first some beyond. gives report This

around these questions can help design EUSBSR for post 2020 and and 2020 post for EUSBSR design help can questions these around

Member States? the public? the key implementers? Discussions Discussions implementers? key the public? the States? Member

would the region look without EUSBSR? What is in it for the the for it in is What EUSBSR? without look region the would

rethink why such a cooperation framework is necessary. is framework cooperation a such why rethink How

what are its goals after 2020? There is a need to restart and and restart to need 2020? a is after There goals its are what

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Macro-regional strategies are flexible coordination and and coordination flexible are strategies Macro-regional

after 2020. Remastered 2020. after

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, it is time to acknowledge this and and this acknowledge to time is it ,

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EUSBSR add value and and value add EUSBSR

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today? How does its its does How today?

does EUSBSR operate operate EUSBSR does

achieve after 2020. How How 2020. after achieve

what they wish to to wish they what

implementers to discuss discuss to implementers

is about time for EUSBSR EUSBSR for time about is

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- - preface - EUSBSR after 2020: Governance remastered? - Page 9 EUSBSR after 2020: Governance remastered? - Page . Looking at EUSBSR . Looking is currently done to implement EUSBSR is currently done what This report sheds a first light on the future sheds a first This report and objectives for the Baltic Sea Region and set the strategic set the strategic and Sea Region for the Baltic and objectives for policy implementation. framework sets the stage future expectations and trends, after 2020 with to better and environment. However, for the future framework the present. future, we should first understand prepare for the This report reviews by looking at the ‘Save the Sea’ objective, through the flagships objective, ‘Save the Sea’ by looking at the structures are Suitable governance and their implementation. on the cur so this report reflects essential for implementation, rent governance structure and how far it addresses current and structure and how far it addresses rent governance gives food Last but not least, this report upcoming challenges. the future implementation of for thought to people working for EUSBSR. objective. It the ‘Save the Sea’ Analysis in this report is based on of numerous studies, as well draws on a thorough desk research key EUSBSR implementers. as a two-rounds of interviews with preface2 Page 10-EUSBSRafter 2020:Governance remastered? Changingdemocraticdecisionmaking Region. These trendswerelinkedtofourthemes: identifies manytrendsthatcanhaveaninfluencetheBalticSea Where tofortheBalticSeaRegion? towards 2030:Preparing theBalticSeaRegion forthefuture’ Swedish Agency forEconomicandRegional Growth,‘Looking What futuretrendsaremostrelevant? the Strategy. regional levelandcaninfluencethedailyworkcontentof challenges atglobal,European,transnational,macro-regionalor for themacro-regionalstrategy. Developmentscanbetrendsor EUSBSR. So,beingflexibleandadjustingtochangeisnecessary more specificmarketsandtechnologies(lighter colours). pointing toparadigmshifts(darkercolour)and trends concerning are highlighted(seeFigure1):bigsocialandvalue changesand increase theneedforstrongercooperation. Two typesoftrends objectives faster, whileothersmayhinderitsdevelopmentand and todifferentextents.SomewillhelptheStrategyachieveits Trends willinfluencetheregionandEUSBSRindifferentways Renewing industriesandinnovation Changing demographicpressure Deepening conversationsabouttheenvironment implementation ofthe Sea Region, impacts that influencestheBaltic Anything developments. impacted bymany implementation is world, EUSBSR constantly changing for EUSBSR.Ina The futureframework A recentstudyfromthe

7 , preface Looking EUSBSR after 2020: Governance remastered? - Page 11 EUSBSR after 2020: Governance remastered? - Page , S. Hans, S., Antikainen, J. & Pyykkonen, S, 2016, Antikainen, J. , S. Hans, S., The global , : Swedish Agency for Economic and Regional Growth Agency for Economic and Regional , Stockholm: Swedish Future trends for the Baltic Sea Region for the Baltic trends Future industrial revolution are gaining more importance and th

Two years after years after Two today. All these trends remain relevant the completing the study ‘Looking towards 2030: Preparing for the future’, these trends remain relevant Baltic Sea Region framed in red have become more Trends to differing degrees. These are demography-related, such as increasing pronounced. migratory pressures and global demographic growth, as well as and European geopolitical including rising tensions between Union, but also the relation to the United States. Developments blue and green growth, such as the circular and sharing economy, and the 4 environment is not static. This is shown by trends that have environment is not static. Their seeds already influence emerged in recent years. and will play a role in development of the Baltic Sea Region, implementation of EUSBSR and its objectives. New trends influence the Baltic Sea Region. can bring new insights for future Baltic Sea Region development. can bring new insights for future Baltic Sea Region Last but not least, the effects of climate change are still highly is a relevant, especially in a region where combating sea pollution priority.

towards 2030: Preparing the Baltic Sea Region for the future towards 2030: Preparing the Baltic Sea Region (Tillväxtverket).

Source: Spatial Foresight, 2018, adjusted from Böhme, K., Zillmer Source: Spatial Foresight, 2018, adjusted from Figure 1 preface Page 12-EUSBSRafter 2020:Governance remastered? “For thefutureitisgoodtolook attheglobalpicture and howtheEUSBSRcancontribute tothat.TheUN Sustainable Goalscouldbeagood startingpoint.” Torfi Jóhannesson, PAC -Bioeconomy will bringapositiveoutcometotheregion. ment oftheregion.Here,EUSBSRcanfocusmore onissuesthat new insightsintotheworkofStrategyandfurtherdevelop same exploringthebenefitsofbiodiversityfurtherwouldbring will benefitregionaldevelopmentintheBalticSea Region. Atthe ty. Renewable energies,sustainabledevelopmentandbiodiversi the PAs. considered forfutureimplementationofEUSBSRanddiscussedby in everydaylifeandwork. Technological progressneedstobe Digitalisation. priorities. relevant forthe‘SaveSea’ objective,itssub-objectivesand 2018 alsoidentifiesthosepressures. (HELCOM’s holisticassessment),whichwillbefinalisedduring mental statusarenecessary. The StateoftheBalticSeareport luted intheworldandcontinuousimprovementsitsenviron gion environment. The BalticSearemainsoneofthemostpol and marinelitterarestillthreatingtrendsfortheBalticSeaRe- Sea pollution,especiallyfrompharmaceuticals,eutrophication Pollution oftheseaandmarinelitterneedimmediateactions. be considered. developments. Ways formoreefficientuseofthefundingneedto also implementationofEUSBSR,whichlargelydependsonthese uncertain. This willnotonlyinfluencetheBalticSea Region, but future ofEurope,theCohesionPolicy andESIFremain Uncertain futureofCohesionPolicy and ESIF is toplayakeyrole. increase socialintegrationofrefugeesisnecessaryandeducation policies. Ontheotherside,investingmoreonsocialaspectsto increased cooperationbetweencountriesisneededondefence migrant smuggling,traffickingandillegalstays. Atthesametime Region inparticular, increasedsecurityactionssuchasfighting refugee crisis. Defence, securityandintegration policyinresponsetothe Advances inrenewableenergiesandsustainabledevelopment Technological developmentsarealreadyvisible The influxofpeopletoEurope,andtheBalticSea 8 This trendisespecially . With BREXIT, the - - - - preface - - - - EUSBSR after 2020: Governance remastered? - Page 13 EUSBSR after 2020: Governance remastered? - Page Macro-regional strategies Macro-regional highlights and recognises the environment- 9 Baltic Sea Region developments Region Baltic Sea the global picture. Think of to glo contribute developments which to European contribute What role for the EUSBSR after 2020? What role for the bal developments. From global trade to global sustainability global sustainability global trade to From bal developments. As global developments be required. responses will goals, policy needs to work in The EUSBSR responses. change, so do policy actions can bring Besides, working jointly on this direction, too. example is the UN characteristic A faster. global achievements can contri Goals, to which the EUSBSR Sustainable Development making the world actions, benefitting itself and bute through its a better place. frameworks that address macro-regional are cooperation actions need to be linked challenges. Macro-regional strategy and contribute to changes in to overall regional development and HAs The current objectives, sub-objectives, PAs the region. coming trends. Furthemore, of EUSBSR can cover most of the achieved. Nevertheless, there not all objectives have yet been and usefulness of different is a chance to assess the relevance how to best adjust them to face policies and objectives and plan the recent HELCOM Ministerial future challenges. Furthermore, Declaration What role for the EUSBSR ‘Save the Sea’ objective after 2020? the Sea’ What role for the EUSBSR ‘Save to thematically cover most objective seems The ‘Save the Sea’ Some of these may positively of the trends described above. influence development of the objective, helping achieve its others will be hurdles for future deve while objectives faster, related trends and challenges of the Baltic Sea Region. The the Baltic Sea Region. related trends and challenges of depend on the steps its role of EUSBSR after 2020 will certainly and how far they are committed implementers are willing to take macro- This relates to the added value of to implement them. they strategically contribute to regional strategies and how far policy change. The table below lopment and more cooperation will be needed. gives rough indications of the effects that the different trends that imply in Trends objective. will have on the ‘Save the Sea’ creasing challenges are (-), while those with (+) are ‘easy gains’. preface Table 1-Linksbetweenfuturetrendsandthe‘SaveSea’ objectiveandsub-objectives

Page 14-EUSBSRafter 2020:Governance remastered? The EUSBSRcanadjusttoanenvironmentally, sociallyand Preparing theBalticSeaRegionforfuture Source: adjustedfromBöhme,K.,Zillmer, S.Hans,S., Antikainen, J.&Pyykkonen,S.,2016, Increasing focus on transport hubs Alternative energy Increasing public debts Natural resources becoming important again things of Internet Big data Robotics & digitisation replacing humans & Robotics Blue growth Green growth & clean tech Sharing economy Circular economy Rising social inequalities and gaps Further urbanisation Increasing migration pressures and flows Young and ambitious societies Ageing society in Europe Rising tensions between Russia and Nationalism Collaborative governance approaches Hypermobility Changing roles of corporate and public players Changing understanding of privacy Decoupling growth & jobs Peak everything Beyond GDP Increasing middle class Global demographic growth Increasing role of perceptions and beliefs Th Diffusion of power to networks and coalitions Delegation of power to supranational players Increasing global tensions shifts Paradigm 4 th rive towards more democracy

industrial revolution “Changes areneededwhenthe prioritieschange.

digitisation increasing productivity productivity increasing digitisation

Rene Reisner, PA Hazards,PA Nutri, Links between trends and EUSBSR EUSBSR sub

economically changing world.”

Focal PointinEstonia

EU - objectives

, Stockholm:Swedish Agency forEconomicandRegional Growth(Tillväxtverket).

+ + + + + + + ------

Ensuring clear water in the

sea Looking towards2030: Save Save the sea + + + + + + + + - - - - -

Having a rich and healthy

wildlife + + + + + + + + + ------

Clean and safe shipping

+ + + + - - - - -

Better cooperation preface - EUSBSR after 2020: Governance remastered? - Page 15 EUSBSR after 2020: Governance remastered? - Page standing the present will help prepare for the future. Looking at will help prepare for the future. standing the present EUSBSR would be and governance of the current implementation The next step is EUSBSR for the future. a first step to preparing be improved, changed or advanced. to see what can To adjust for the future, we first need to understand the pre- understand the first need to the future, we adjust for To in Region in the Baltic Sea its implications The future and sent. and need emerge and challenges Trends is challenging. particular, Under what is coming? to adjust for the EUSBSR ready action. Is preface3 Page 16-EUSBSRafter 2020:Governance remastered? Source: Authors’ own, based oninformationfromtheEUSBSR Action Plan Figure2 The structureofthe‘SaveSea’ objective Save theSea related towaterqualityandmaritimesafetyintheBalticSea. ‘Increase prosperity’. The objective aimstoaddresschallenges implement theEUSBSR,togetherwith‘ConnectRegion’ and The ‘SavetheSea’ objectiveisoneofthreeobjectivesthat Spotlight on‘SavetheSea’ What be explainedbothfromanoperationalperspective,i.e. objective asatestbed,thecurrentformatofEUSBSRwill is ittoadjustfacefuturechallenges?Usingthe‘SaveSea’ gion. Howfardoesthecurrentformatfititspurpose?easy to adaptchallengesandopportunitiesfortheBalticSeaRe- ctions underits Action Plan,alivingdocument,regularlyupdated Understanding todaythrough‘SavetheSea’. purpose? Does thecurrentEUSBSRformatfitits what processes. perspective, i.e. being donetoimplementtheobjective,andfromagovernance implementation oftheEUSBSR. fulfilment, topolicychanges,politicalcommitmentandstrategic Sub-objective Sub-objective isdonetoimplement‘SavetheSea? Sub-objective Sub-objective Clear waterinthesea Better cooperation Clean andsafeshipping Rich andhealthywildlife who isimplementingtheobjective,through 10 they contributetoits objective andhowfar framework ofthe with thestrategic flagships arematched following looksathow objective today. The mechanism forthe implementation themain Flagships are Policy Area Policy Area The EUSBSRfun Policy Area Policy Area Policy Area Safe Nutri what Ship Hazards Bioeconomy is -

preface granted. informed. strategies are Level Group of macro-regional flagship status is in the Action Plan in the Once the national It is then published coordinators agree Annex and the High on the proposal, the - - - the national Regio considers coordinators. then makes a the proposal and recommendation to The DG 13 14 EUSBSR after 2020: Governance remastered? - Page 17 EUSBSR after 2020: Governance remastered? - Page Regio. DG supports the HAC make a If the Steering recommendation to proposal, the PAC / proposal, the PAC Coordination Group Group / Committee / , with other applications currently , with other applications currently 12 Committee / for decision. The PA / HA / HA The PA and makes a assesses the Process of obtaining the flagship status proposed flagship recommendation to Coordination Group the Steering Group / Five concrete PAs better support implementation better support implementation Five concrete PAs 11 coordinator. coordinator. contribute to. flagship would PA/HA that the PA/HA with the PA / HA / HA with the PA Establish contact Identify action of a

Figure 3 How to become a flagship ‘Save the Sea’ is mainly implemented through flagships. implemented through flagships. is mainly ‘Save the Sea’ policy and sub-objectives give the Action Plan objectives The to implement EUSBSR, it is up to the flagships direction of the These are key implementing mechanisms macro-regional of them. stones for long-term policy strategies and function as stepping an impressive 31 flagships implementing the There are change. objective ‘Save the Sea’ of the objective and its four sub-objectives. These are PA Nutri, Nutri, are PA These and its four sub-objectives. of the objective Safe (for the overall PA Ship and PA Bioeconomy, PA Hazards, PA 2). structure, see Figure Source: Authors’ own, based on information from the EUSBSR Action Plan own, based on information from the EUSBSR Authors’ Source: Flagships should also have a clear macro-regional dimension, Flagships should also have a clear than one Member State in the i.e. include partners from more indicators and targets region and clearly link to the objectives, be mature in their implementation, have They should of EUSBSR. and activity plan, an a realistic timeframe, a clear financial monitored and evaluated. established partnership and be bel need to have a high macro-regional impact, contribute to the bel need to have a high macro-regional and be related to the imple objectives and targets of EUSBSR, or a HA. of a PA mentation of one or more actions Projects, processes or networks looking to obtain the flagship la processes or networks looking to obtain the Projects, How to become a flagship mework Directive and the Habitats Directive, to achieve good to achieve Habitats Directive, Directive and the mework the Sea’ by 2020. ‘Save the Baltic Sea status for environmental sea’, water in the ‘Clear four sub-objectives: works through and ‘Better wildlife’, ‘Clean and safe shipping’ ‘Rich and healthy cooperation’. The objective follows requirements of the Marine Strategy Fra Marine Strategy of the follows requirements The objective process of obtaining the flagship label is long, sometimes taking process of obtaining the flagship label is long, sometimes taking months and going through several steps, as described in the This figure shows the general approach as laid down figure below. Actual practices may vary across PAs. Plan. Action in the under discussion. preface Page 18-EUSBSRafter 2020:Governance remastered? spective’ macro-regional strategiesfromaprojectandprogrammeper PAs. Ingeneral,itisuptothePA andSteeringGroup/ described earlier, theprocessisnotalways harmonised across nised acrossPAs. Despitehavingsomecriteria forflagshipsas The processforobtaining flagshipstatusisnotalwaysharmo some areasitdoesnotmatterwhatprocedure comes first. project hasensureditsfunding,sometimesbefore, whilefor reluctant toapply. Sometimestheflagshiplabelcomesafter can beabarrier, makingpotentialrelevantprojectssometimes also helpattractfunding.However, theadministrativeburden more attentionfromdecisionmakersandother playersandcan semination atallstagesoftheprojectphase,so flagshipsreceive results tothepolicylevel. As theInteractstudy labels helpcommunicatetoawideraudienceandpromotethe credibility fortheirresultsandbroadensnetworks.Flagship ful fortheflagshipsthemselves.Itgivesthemhighervisibility the policylevel.Theflagshiplabelismostimportantanduse Flagship labelsaddvisibility, enlargethenetworksandreach ble, rejecttheprojects. to improvetheirapplicationsandfillthosegapsor, ifnotpossi other flagships.Insuchcases,the PACs usuallyassisttheflagships cused, withoutmacro-regionalrelevanceoroverlappingwith do notalwaysfulfilallthecriteria. Theymaybeverylocally-fo with theprioritiesof‘SaveSea’ anditssub-objectives,they There remainafewgaps. being rejected. support fromthePACs resultsinveryfewprojectapplications other PACs, wherethefocusandoutcomeswouldfitbetter. This with eachotherandsometimesdirectprojectapplicationsto project resultstostrategicobjectives,thePACs workclosely applications thatfitthe PA’s priorities. To betterlinkenvisaged opportunities. This resultsinbetter, moretailor-madeproject PA strategicobjectives,orhelpingtofindpartnersfunding includes adviceonhowtobetterlinkprojectobjectives PACs meetflagshippartnersandsupporttheirapplication. This PAs ensurelinkswithstrategic objectives.Inmanycases transferred topolicymaking. while otherslookatscientificprojects,whichcanthenbe results withoutbeinghighlyscientificwouldbeanadvantage, role intheselectionprocess.ForsomePAs, flagshipslookingfor focus, areusuallyrejected. The expectedresultsalsoplaya regional focus.Localprojects,sosmallpartnershipswithalocal respective PA. Furthermore,flagshipsshouldhaveamacro- to bestronglyinlinewiththeprioritiesandthemesof Be relevant,macro-regionalandapplicable. 15 emphasised,theflagshiplabeloffersvisibility anddis Althoughmostflagshipsareinline Itisimportant

‘Added valueof - , - - - - - preface -

- - 16 - - - - - EUSBSR after 2020: Governance remastered? - Page 19 EUSBSR after 2020: Governance remastered? - Page Flagship projects are still The future calls for more flexible Jouni Lappalainen, PAC Safe Jouni Lappalainen, PAC support from the PACs in the future.” support from the PACs “The flagships are changing to processes and the “The flagships are changing Steering Committees can drive these processes with Steering Committees sions on the added value of flagships and thoughts about possible sions on the added value of flagships and thoughts about possible alternatives. One potential answer is to shift from macro-regional These processes flagship projects to macro-regional processes. would be implemented through interlinked activities, such as me etings, platforms etc. and operations, such as funded projects. Flagship processes as a solution for effective macro-regional Flagship processes as a solution objective implementation. Committee members to organise both the criteria and the pro criteria and the organise both the members to Committee adjust to changing reality and concepts, which can more easily policies. Flagships, as projects, are short-term, have a definite Furthermore, in lifespan and do not offer long-term flexibility. some cases good ideas risk not being funded, if they lack flagship status, making labelling more of a challenge. Hence the discus Flagships are a small Flagships are a projects, still matter. Flagships, as flagship Baltic Sea Region. policy making process in the part of the whole development, change in the macro-regional They bring desired Flagships trigger policy changes alone. they cannot however, results and outcomes, as well as develop methodologies, provide for addressing macro-regional scientific knowledge and are tools The results and outcomes of the flagships can then challenges. from their very nature influence policy makers. Nevertheless, are not designed to change their influence is limited, as projects policies. cess for the project partners and the PA itself. Some PAs strictly Some PAs itself. and the PA the project partners cess for work while others with a ‘checklist’, criteria and work follow the and di giving advice their application, projects during with the This is similar for funding, whe to label. scussing which projects their funding relevant projects have to ensure re in some cases others it works the the flagship status, while for before obtaining other way around. Stronger flagship processes needed. The processes aim to address macro-regional challenges and objective of cre involve long-term cooperation to achieve the PA place This approach already takes ating a broader policy impact. and HAs taking it forward. in the EUSBSR, with some PAs necessary to implement every objective. Macro-regional stra tegies are not static as they must adjust to a changing envi with set timeframes, Therefore, restricted projects, ronment. limited partnerships and rigid priorities might not be a perfect preface Page 20-EUSBSRafter 2020:Governance remastered? lected, harmonised andthencontribute toStrategyobjectives. see whatweneedtoknow andhowthisinformationcanbecol gional strategies.Nevertheless, asafirststepitisimportantto the processofdeveloping amonitoringsystemforallmacro-re case isthedevelopment oftheBalticSeaRegion. ESPONisalsoin and comparingEUSBSRwith thebroaderpicture,whichinthis discussions andstudies. A recentDG Regio or anyothermacro-regionalstrategy. However, therehavebeen So far, thereisnocommonmonitoringsystemfortheEUSBSR, strative burdenandlabourdivisionneedtobeconsidered. lopment ex-ante,intheirapplication.Nevertheless,theadmini project resultsandinhowfartheycontributetoregionaldeve tion visible. This exercisewillhelpPAs, astheycanonlyassess sment oftheprojects,aftertheirclosure,tomakethiscontribu EUSBSR andtheregionisnecessary. This includesex-postasses the contributiontopolicychange,continuousmonitoringof ‘Save theSea’,oranyotherEUSBSRobjective,andthusassess borders. Monitoring andeventuallyevaluatingbeyondadministrative strategic objective. criteria linkedtothethematicfocus,ensuringlinksoverall at ‘SavetheSea’,PAs mostlyworktogetherandhavespecific results andtheirlinktoEUSBSRstrategicobjectives.Looking application andbasedontheirobjectives,focuses,envisaged Flagships arenotassessed‘ex-post’,butex-ante,duringtheir is notyetstreamlined. indicators intheEUSBSR report preparedbySpatialForesightonmonitoring targetsand tion withinterviewsandqualitativeanalysis. A recentworkshop looked intodifferentindicators,combiningquantitative informa fluence developmentintheBalticSea Region. change intheregioncouldshowhowEUSBSRactivitiescan strategic objectives,flagshipaswelltheeventual changes intheregion. A clearinterventionlogicbetweenEUSBSR is difficulttojudgetheexactlinkbetweenprojectsandpolicy monitoring systemorapproachformacro-regionalstrategies,it gional developmentisdifficult.Intheabsenceofacoordinated change. Assessingthecontributiontochangeandmacro-re Through flagships,EUSBSRaimstocontributeregional indicators, tobringthedesiredimpactandchangeinregion. keholders, anddeveloparoadmapwithobjectives,targets cross-sectoral cooperation,establishagroupofcommittedsta on actionsdefinedinthe ActionPlan, buildontransnationaland being apolicycoordinationplatform.Processes willagainfocus ships. Besides,theyarealsomoreinlinewiththeEUSBSRideaof rities, aswellbroaderandcontinuousnetworkspartner match. Processes mayassistmorelong-termplanningandprio cro-regional strategiesandtheirlinkswithcohesion policy’ To bestlinkflagshipoutcomestoimplementationof 19 stressed the importance of lookingat stressed theimportanceof

study ‘Study onMa study ‘Study 17 This information This 18 ------preface EUSBSR after 2020: Governance remastered? - Page 21 EUSBSR after 2020: Governance remastered? - Page Flagships would not Flagships if it have been realised weren’t for committed players to implement and take actions it is Therefore, further. at who important to look their these players are, and the current structure The face. challenges they Maxi Nachtigall, PAC Hazards Maxi Nachtigall, PAC to achieve through the strategy.” to achieve through the increased ownership. We need to start from what We increased ownership. “The starting point for changes in the future of the “The starting point for EUSBSR would be stronger political commitment and EUSBSR would be stronger the Member States involved in the EUSBSR would like the Member States involved figure below shows the governance structure for ‘Save the Sea’. figure below shows the governance implements the ‘Save the Sea’ Sea’ ‘Save the the Who implements objective? preface Figure4 The governancestructureoftheEUSBSR‘Save Sea’ Page 22-EUSBSRafter 2020:Governance remastered? Source: SpatialForesight,2018 preface - - EUSBSR after 2020: Governance remastered? - Page 23 EUSBSR after 2020: Governance remastered? - Page 20 It advises the European 21 The High Level Group consists of senior civil High Level Group. The High Level Group consists of servants from each Member State. The European Commission plays a key Commission plays a key The European European Commission. considering coordination of EUSBSR delivery, role in the strategic The initiatives and programme planning. EUSBSR in policy involvement, promotes and facilitates European Commission all levels. dialogue with stakeholders from cooperation and in also facilitates EUSBSR implementation The Commission (national coordinators, line cooperation with Member States programmes/ ministries, bodies in charge of implementing regularly with PACs, HACs) and consults financial instruments, the HACs and the with the PACs, Member States. In coordination updates the Strategy and national coordinators, the Commission and reporting progress. Action Plan, as well as evaluating As the figure shows, the EUSBSR has a multi-level governance multi-level governance EUSBSR has a shows, the As the figure roles and share different players mingle where different system, partici people may the same Nevertheless, and responsibilities. pate in different functions in the system. All EUSBSR governance All EUSBSR governance in the system. functions pate in different These roles role in keeping the system running. bodies have their are described below. and responsibilities The National Coordinator seeks support The National Coordinator National Coordinator. and commitment to implement the EUSBSR, cooperates with other National Coordinators to ensure coherence and support for EUSBSR implementation in the respective country by informing and consulting with national institutions, ensuring the involve Member States. Member States in the region are responsible for ensuring implementation of the EUSBSR as well as continuous political commitment. So, they intensify actions to enhance political support, recognise the need to include the EUSBSR on They also the Council agenda and find close links to EU policies. ensure that national and regional strategic planning, existing policies, programmes and financial instruments are in line with also support the role of national Member States the Strategy. coordinators in national coordination of EUSBSR as well as PACs and HACs in the thematic and transnational implementation of and HACs and The Member States appoint national, PACs EUSBSR. / HAFP. the PAFP Commission on EUSBSR implementation and provides opinions Commission on EUSBSR implementation proposes Action Plan updates. It also on the review and and Member States to actions to be taken by the Commission These include actions Strategy. strengthen implementation of the of Council Conclusions on the contributing to implementation and addressing obstacles to review of the EUSBSR, identifying proposals to promote the effective implementation and offering developing new policies and aligning programmes and Strategy, financial instruments. preface Page 24-EUSBSRafter 2020:Governance remastered? “Effective coordinationrequiresmore streamlined dialogue andinternal communicationbetween the stakeholders implementing theEUSBSR.” Jenny Hedman, PAC Hazard tions. administrations andinstitutionsorinter-governmental organisa HA theyareresponsible for. HACsrepresentnationalorregional tasks, thoughinsteadofPA implementationtheyfocusonthe Coordinators. Their tasksaresimilar toPACAction Horizontal organisations. or regionaladministrationsandinstitutionsinter-governmental and theday-to-dayworkincludedinthis.PACs representnational also facilitatetheSteeringGroup/Committeemeetings dition, theymonitorprogresswithinthePA andreportonit.PACs dialogue withotherPACs, aswellthevisibilityofPA. Inad also ensurestakeholdercooperation,communicationandregular and developactionsflagshipsintheregionfor PA. They pean Commission,ifnecessary. They facilitatepolicydiscussions Action PlanandproposechangesmodificationstotheEuro review thesewhenneeded. They reviewthePA relevancetothe implement thePA inlinewiththetargetandindicators cooperation ofstakeholdersfromthemacro-region. They also Coordinators. PACsPolicy Area facilitatetheinvolvement and the MemberStates. The PAFPs /HAFPsarerepresentedbydifferentlineministriesof contribute tothediscussionandparticipateinEUSBSRactivities. and liaiseregularlywiththePA /HA coordinatorstobeinformed, and identifycontactpersonsforPA /HA activitiesandflagships sted, assistinthevisibilityandcommunicationofStrategy provide informationonthePA /HA toauthoritieswhenreque They participateinnationalcoordinationregardingtheStrategy, all mattersregardingthePA /HA intheBalticSearegion states. PAFP /HAFP focalpointsserveasaliaisonatnationallevelfor Policy Area Focal Points /Horizontal Action Focal Points. majority ofcasestheMinistryForeign Affairs. the majorityofcasesfromPrime Minister’s officeorinthe high levelofficialsfromeachMemberStateoftheStrategy, in tion coordinationactivities.NationalCoordinatorsaretypically on requestoftheEuropeanCommission,reportimplementa tegy andencouragestakeholderparticipation. They monitorand, EUSBSR. NationalcoordinatorsalsopromotevisibilityoftheStra the EUSBSRand Action Planandsupportimplementationofthe mission, PACs andHACs,takepartinthereviewupdateof and the Action Plan. They workcloselywiththeEuropeanCom nators formulateandcommunicatenationalpositionsonEUSBSR ment ofstakeholdersandmaintainingdialogue.Nationalcoordi 22 The ------preface - EUSBSR after 2020: Governance remastered? - Page 25 EUSBSR after 2020: Governance remastered? - Page These include the Council of the Baltic These include the well as other related activities.” Baiba Zasa, PA Nutri, Focal Point in Baiba Zasa, PA “The Steering Groups serve as a forum for dialogue “The Steering Groups serve as a forum for and discussion for the implementation of the PA and the PA and discussion for the implementation of mentation of flagships, dialogue among flagships, as mentation of flagships, dialogue among cooperation with other PAs, development and imple cooperation with other PAs, Further to the players listed in the Action Plan, other play Action Plan, other play listed in the to the players Further an important role. The flagship leader is responsible for leader is responsible The flagship Leader. Flagship / PA with the closely cooperate They the flagship. implementing participating coordinators, in meetings and reporting regularly HA flagship results also translate They of the flagship. on progress with establish and maintain cooperation into policy messages, communication exchange information and ensure other flagships, and its results. of the flagship NGOs, HELCOM and other organisations, Sea States (CBSS), well as research centres, as municipalities, academics, more businesses efforts are made to bring in businesses. Special function as a ‘reality check’, as flagship partners, as these can can be applicable in the region, testing whether project results after the project finishes. or whether they have credibility these partnerships alone cannot influence policy change However, policy level. Furthermore, if the messages do not reach a higher platforms play a role in several networks and cooperation objective, either as EUSBSR implementing the ‘Save the Sea’ partners and general observers. key implementers or as project player in the region when it For example, HELCOM is a core influence policy making, as and can comes to ‘Save the Sea’ which are followed in the region. HELCOM actions are documents CBSS, Union of Baltic Cities, Other prominent organisations are Organisations, Clean Baltic, but also Baltic Port Coalition WWF, Association and International International Maritime Organisation which Authorities, Navigation and Lighthouse Aids to of Marine Safe. Ship and PA for PA are very important particularly preface Page 26-EUSBSRafter 2020:Governance remastered? for everySteeringGroupmeeting. knowledge oftopicstobediscussed. These membersarestandard connected tothePA /HA,implyingthatallmembershavesimilar and aremostlyrepresentativesofnationalministriesoragencies members areappointedonafunctionalandnotpersonalbasis HAFPs, whichareappointedbythedifferentMemberStates. Their by PACs /HACs. Their corestructureiscomposedofPAFPs / The SteeringGroups/Committeesareset-upandchaired facilitate theinvolvementofstakeholders,aswellcooperation. According totheEUSBSR Action Plan, theyaredevelopedto How aretheSteeringGroups/Committeesformed? PAs, flagshipprocesses,orotherissues. governance elementsmeettodiscussthestrategicorientationof they areanimportantmeetingplatform,whereplayersofother often misunderstoodasaseparategovernanceelement,although a crucialroleinpolicydevelopmentandinfluence. Theyare Committees areahiddenplayerinEUSBSRgovernanceandplay meeting platformforplayers. The SteeringGroups/ Steering Groups/Committeesasanimportant ring CoordinationGroups)–ahiddengeminEUSBSRgovernance The SteeringGroups(alsocalledCommitteesorStee • • • support theworkofPA /HA by: Tasks Committees Groups /Steering Group. Steering of the Steering and e-meetingsarealsoused. twice peryear, whileothercommunicationmeans,suchemails ms. Onaverage,theSteeringGroups/Committeesmeet where possibleuseexistingcooperationframeworksandplatfor HA shouldhaveonlyoneSteeringGroup/Committeeand advisory group,acoordinatingorsomethingelse.EachPA / Each isalsofreetodecidetheroleitwouldlikehave,e.g.an its ownproceduresandrulessetstermsofreference. programmes, etc.EachSteeringGroup/Committeesets interested ministriesoragencies,Managing Authorities ofEU Groups /SteeringCommitteescanbeexperts,flagshipleaders, Further tothenationalrepresentation,othermembersofSteering Group meetingstothePA level. Steering in discussions policy or introducing level, national the to practices good other and results flagship communicating level, PAthe and level national HAthe / between liaison a as Serving to facilitatetheachievementofEUSBSRobjectives; Recommendinglevel appropriate the at policy changes further the PA /HA; RegionSea Baltic the discussions in policy Facilitating regarding 23

- - preface 24 - - - - EUSBSR after 2020: Governance remastered? - Page 27 EUSBSR after 2020: Governance remastered? - Page The extensive imple Sanni Turunen, PAC Nutri PAC Sanni Turunen, Apart from the respective PA / HA and their line / HA Apart from the respective PA Assessing applications for the seed money facility; the seed money applications for Assessing flagship labels; and approving Deciding level. PA the and level national the between liaison as Serving on actions and contributing to policy discussion.” on actions and contributing “The Steering Groups support the implementation of “The Steering Groups the PAs by providing advice and assistance, agreeing by providing advice and assistance, the PAs *The BDF will close its activities in summer 2018. Too many governance many governance Too Complicated and changing governance. layers in the EUSBSR system seem to create confusion and com mentation layers of EUSBSR also create confusion on what drives mentation layers of EUSBSR also create confusion on what drives policy change. Is it the projects? Is it the dissemination of their results? Is it the communication of the Strategy? Or is it a top- down process, where the political level is the only one deciding to? Certainly, which other layers should follow and adjust policy, the different players are all interconnected and share a piece of the EUSBSR puzzle, which they need to bring together with clear responsibilities, without getting puzzled themselves. In some cases, it is not always clear what level is repre plexity. sented where, or who participates in which meetings. In addition to this, staff changes make the structure and communication commit even more complicated. Investing in keeping people’s ment would be a first step towards simplicity. Many passengers but who is the driver? ministry, Steering Group / Steering Committee members work ministry, / HAs, different European Commission DGs closely with other PAs where relevant. VASAB, as well as other regional organisations Forum (BDF)* are among HELCOM, CBSS and Baltic Development with. Others include research those ones they closely cooperate communities and NGOs. Who do Steering Group / Steering Committee members work Who do Steering Group / Steering closely with? Steering Groups / Steering Committees connect two layers of / Steering Committees connect Steering Groups important role of the Steering The most EUSBSR governance. level, that Committees is to link the national Groups / Steering This / HA. PA and the operational level of the they represent, and flagship results can ensure that good practices they way, current to the national level, while can be communicated / HAs, with be taken into account by the PAs policy topics can between Member States. discussions and knowledge exchange • • • preface Page 28-EUSBSRafter 2020:Governance remastered? spective. The GOCAPASS tool findings ontheEUSBSRstructurearebasedanexternalper rent governmentcapacityistousetheGOCAPASS tool. The first Assessing governancecapacity. Another waytoassessthecur for moreinformation). levels oftheplayersinvolvedinstrategies(seenextchapter decision-making andimplementationcapacities. vernance systems”andallowsitsuserstomaptheircooperation, measure andmonitorfunctionscapacitieswithincomplexgo of macro-regionalgovernancesystems. The toolcan“identify, ped) to2(strong). their researchandsources,givingascorebetween 0(notdevelo have used.Usersanswerquestionsoneachdimension, basedon help userstostructuretheiranswersbasedonthe methodsthey The guidingquestions,structuredalongfourcore dimensions, sources. This processwilleasetheratingsfromdata ofthedifferent function willbereviewed(seethethreecolumns inthefigure). Contents –Processes” grid,accordingtowhicheachcriterion/ The dataanalysiscanbestructuredbasedona“Structure– based onindicatorsovertime. as thevisualisationofresultstocomparewithothernetworks ment review, interviews,surveys,networkanalysisetc.,as well steps. These includedatacollectionandanalysis,suchasdocu The GOCAPASS toolenvisagestheimplementationofdifferent policy’ ‘Study onMacro-regionalstrategiesandtheirlinkswithcohesion identify thedevelopmentphaseofStrategy. The DGRegio gies. OnewaytoassessthematurityofEUSBSRwouldbe Looking atthematuritylevelofmacro-regionalstrate- How canmacro-regionalgovernancesystemsbeassessed? engaged players,whoshareacommoncooperationmind-set. Strategy shouldanywaybebuiltoncooperationandeffortsfrom involved, spendingtimeandresourcesfortheStrategy. The strategies withplayerswhofeelcommittedandwanttobe Ambassadors Clubmaybeworthinvolvinginmacro-regional or involvementinthemacro-regionalprocesses. A EUSBSR not sharedamongallplayers,withsomehavinglittleinterest ownership ofitsimplementation.However, thisownershipis needs tobedrivenbycommittedstakeholders,whoshare Does theEUSBSRneeda Ambassadors Club? 25 28 identifiedthreephasesbasedonthedifferentcapacity 26 enablesdiagnosticassessment 27 EUSBSR - - - - - preface - - EUSBSR after 2020: Governance remastered? - Page 29 EUSBSR after 2020: Governance remastered? - Page 29 stic tool works. The first figure is the diagnostic tool with the figure is the diagnostic tool with The first stic tool works. the methods answered through the analysis and questions to be is a visualisation of an exam The second figure described earlier. to show how the results of example is purely theoretical This ple. visualised. the tool can be The total score gives a fair assessment of governance functions gives a fair assessment of governance The total score show how the diagno The following two figures and capacities. The GOCAPASS tool also offers a visualisation of the results, such of the results, a visualisation tool also offers The GOCAPASS status in colours the that displays light dashboard” as a “traffic 0 is displayed Thus, described before. capacities of the different and 2 in green (=intermediate) 1 in orange in red (=weak), (strong). preface Page 30-EUSBSRafter 2020:Governance remastered? Assessment - Government D1 D4 D3 D2 1.6 1.5 1.4 1.3 1.2 1.1 4.5 4.4 4.3 4.2 4.1 3.5 3.4 3.3 3.2 3.1 2.5 2.4 2.3 2.2 2.1 ID ID ID ID decisions Coordination of stakeholders Engagement of control mechanisms Monitoring and implementation Organising technical, financial) resources (human, Availability of budgeting Connection to Feedback Reflection and Priority-setting setting Vision- andGoal- Responsibilities into action Translation ofneeds Making Analysis forDecision- environment Commitment ofthe from others) adaptability (learning Openness and the system Learning facilitiesin (within thesystem) Mutual support Leadership implementation policy-making and Active cooperationin Management (KM) Knowledge Information exchange Communication Functions Functions Functions Functions Capacities GOCAPASS Structures andbodiesinplacetocreatecommonvisions support decision-makingonobjectives/implementation? Structures andbodiesinchargeofcoordinatingdecision- Structures andbodiesareclearlydefinedwithregardto Structures andbodiesinchargeofimplementation relevant informationatthedifferentlevelsareinplace? achievements andperformancetofeedreflections Structures andbodiesthatfacilitatelearningwithinthe Structures andbodiesthatareinchargeofmonitoring Structures andbodiesthatorganiseimplementationor Structures andbodiesinchargeofactivecooperation Structures andbodiesthatmakeresourcesavailable, Structures andbodiesthatinvite/ incentiviseexternal Structures andbodiesthatareinchargeofengaging Structures andbodiesinplacetoprioritisegoals (joint implementation)inpolicy-makingandprojects? Structures andbodiesinchargeofanalyticalworkto Structures andbodiesthatfacilitatetheexchangeof Structures andbodiesthatfacilitateopennesstothe actors tocommitthemacro-regional governance? communication betweenstakeholdersareinplace? for thefutureandlinkthemtooperationalgoals environment andadaptivechangeasaresponseto Structures andbodiesthattranslate(transnational) Structures andbodiesthatfacilitatemutualsupport leadership withinthemacro-regionalgovernance? Structures andbodiesinchargeoforganising Structures andbodiesthatsupportpromote raise fundsandspreadtheknowledgeaboutit? managing thesharedinformationareinplace? Structures thatfacilitateinternalandexternal and controlofprojectsimplementation? Structures andbodiesinplacetoreflecton making areinplaceatthedifferentlevels? within themacro-regionalgovernance? other stakeholdersinimplementation? actions accordingtoobjectivecriteria? needs intoobjectives/action? macro-regional governance? budgeting areconnected? support implementation? into decision-making? their responsibilities? external influences? Structure Structure Structure Structure D1 -CapacitiesforPolicyDecision-Making actions? D2 -CapacitiesforImplementation D3 -CapacitiesforCooperation GOCAPASS Scorecard-DiagnosticTool D4 -EnablingEnvironment Documents andreportsthatreflectthedecisionsonbudgeting Documents, reportsandknowledge (stories)thatreportonthe Documents, reportsandknowledge(stories)thatinformabout active cooperation(jointimplementation)inpolicy-makingand Documents, reportsandknowledge(stories)thatinformabout Documents, reportsandknowledge(stories)thatinformabout Documents, reportsandknowledge(stories)thatinformabout Documents andreportsthatreflecthowtheanalysisofneeds Documents andreportsthatcontaininformationonavailable Documents, reportsandknowledge(stories)thatreflecthow analysis fordecision-makingonobjectives/implementation? learning (processes,results)withinthegovernancesystem? Documents, reportsandknowledge(stories)thatreproduce Documents, reportsandknowledge(stories)thatreproduce Documents, reportsandknowledge(stories)thatreproduce Documents, reportsandknowledge(stories)thatreflectthe Documents, reportsandknowledge(stories)thatreproduce Documents, reportsandknowledge(stories)thatstatehow Documents, reportsandknowledge(stories)thatreflectthe the prioritiesanddecisionstoprioritiseactionsgoals? the commonvisionsandoperationalgoalsofsystem? the engagementofotherstakeholders(who,how,why)? openness totheenvironmentandadaptivechangeasa Documents, reportsandknowledge(stories)thatreflect Documents, reportsandknowledge(stories)thatreflect Documents andreportsthatreproducetheoutcomesof Documents andreportsthatreflectthecoordinationof (earmarking) inlinewithobjectives/implementation? Documents andreportsthatreflecttheconditionsfor commitment ofexternalactors tothemacro-regional resources orcommitmentstomakethemavailable? responsibilities aredistributedandwhattheyimply? links todecision-makingonobjectives/action? communication andoutcomes? reflections onachievementsandperformance? and informabouttheknowledgemanagement? mutual supportwithinthegovernancesystem? exchange ofinformationatthedifferentlevels? the implementationprogress(monitoring)? implementation isorganisedorsupported? leadership withinthegovernancesystem? decisions (processes,outcomes)? response toexternalinfluences? Content Content Content Content governance? projects? Procedures andprotocolsthatfacilitateanalyticalworkisfed Procedures andprotocolsthatfacilitatemutualsupportwithinthe Procedures, indicatorsandprotocolsthatfacilitatethemonitoring Procedures andprotocolsthatfacilitateresourcesaremade Procedures andprotocolsthatfacilitateknowledgemanagement Procedures andprotocolsthatfacilitatetheengagementofother Procedures andprotocolsthatfacilitateactivecooperation(joint Procedures andprotocolsthatfacilitatetheimplementation Procedures andprotocolsthat invite/incentiviseexternalactors Procedures andprotocolsthatsupportpromoteleadership Procedures andprotocolsareinplacetosupporttheassigned Procedures andprotocolsthatfacilitatethereisanalytical Procedures andprotocolsthatfacilitateconnectingdecision- Procedures andprotocolsareinplacetosupportevaluation, Procedures andprotocolsthatfacilitateinternalexternal environment andadaptivechangeasaresponsetoexternal Procedures andprotocolsareinplacetotakedecisionson Procedures andprotocolsareinplacetobuildupdate information exchangeatthedifferentlevelsareinplace? Procedures andprotocolsthatfacilitateopennesstothe Procedures andprotocolsthatfacilitatetheprocessof Procedures andprotocolsthatfacilitatetheprocessof Procedures andprotocolsthatfacilitatelearning communication betweenstakeholdersareinplace? coordinated decision-makingatthedifferentlevels? priorities andtofindobjectivecriteriaprioritise? available andthatknowledgeaboutitisspread? implementation) inpolicy-makingandprojects? reflection, andfeedbackintodecision-making? to committhemacro-regional governance? stakeholders (local,private,othercountries)? development withinthegovernancesystem? and controlofprojectsimplementation? common visionsandgoalsforthesystem? making withbudgetingandearmarking? the supporttoimplementingactors? responsibilities andrelatedprocesses? work thatsupportsdecision-making? at thedifferentlevelsareinplace? within thegovernancesystem? into decision-making? governance system? Process Process Process Process influences?

18) ( 14

preface 1 6 2 4 3 0 3 3 4 3 0 1 2 1 4 6 2 0 0 1 4 0 11 44 12 15 Score FunctionalSub-

2 0 1 0 1 1 0 1 3 1 1 0 0 0 1 0 1 2 1 0 5 0 0 1 0 11 Visualisation Tool (example) Tool Visualisation Weak = 1 Strong = 2

Process – Not = 0 developed

2 9 0 1 0 1 0 0 1 2 0 1 1 0 0 1 0 1 2 0 0 4 0 0 1 0 Weak =1 Strong = 2 Content EUSBSR after 2020: Governance remastered? - Page 31 EUSBSR after 2020: Governance remastered? - Page Not = 0 developed GOA GovernmentGOA Assessment Scorecard Strong = developed, Well addressed, documented, defined addressed, developed, Weak defined = documented, partially Not developed= NOT identified or addressed, NOT defined or documented 2 0 1 7 2 2 0 1 7 2 2 1 2 0 1 4 2 2 2 1 0 6 0 0 1 24 Weak = 1 Strong = 2

Structure Not = 0 developed

essment of macro regional governance systems governance regional macro of essment Governance Governance Making Rating Enabling - TheGovernance Assessment(GOA) Scorecard Cooperation Environment Functions Capacities for Capacities for Capacities for Implementation Political Decision- Own elaboration All Dimensions All 4.4 Openness and adaptability (learning from others) of4.5 the Commitment environment 4.1 Leadership 4.2 Mutual support the system) (within 4.3 Learning facilities in the system 3.4 Knowledge (KM)Management 3.5 Active cooperation in policy-making and implementation 3.1 Coordination of decisions 3.2 Communication 3.3 Information exchange implementation 2.4 Monitoring and control mechanisms 2.5 Engagement of stakeholders 2.1 Connect to budgeting of 2.2 Availability resources (human, financial) technical, 2.3 Organising 1.4 and Goal- Vision- setting 1.5 Priority-setting 1.6 and Reflection Feedback 1.1 Analysis for 1.1 Analysis Decision-Making 1.2 Translationof needs into action 1.3 Responsibilities Assessment Tool GOA GOA 4.4 4.5 4.1 4.2 4.3 3.4 3.5 3.1 3.2 3.3 2.3 2.4 2.5 2.1 2.2 1.4 1.5 1.6 1.1 1.2 1.3 Score Score Score Score Score Total- D4 Sub- D4 D3 Sub- D3 D2 Sub- D2 D1 Sub- D1 The GOA tool: ass The GOA tool: Source: 2016:6 Brief Foresight Spatial : 7 Figure

Source of the two figures: Haarich N. S., 2018, Building a new tool to evaluate networks and multi-stakeholder governance systems, governance multi-stakeholder and networks evaluate to tool new a Building 2018, S., N. Haarich figures: two the of Source Spatial systems, governance regional macro of assessment - tool GOA The S.,2016, Haarich, and 202-219 pg. (2), 24 Vol. Evaluation, Foresight Brief No. 6, Heisdorf: Spatial Foresight. preface4 Page 32-EUSBSRafter 2020:Governance remastered? “Now itisanopportunitytodiscussabouttheEUSBSRpost 2020, taketimeforthisandpreparewellitsfuture.” Darius Liutikas,PAC forBioeconomy for designingthenextsteps. what isrealistictotakeforward. The followingisjustinspiration implementers feelitistimeforsmallerorbigger advances,or possible roleofEUSBSR. These arebasedontheextenttowhich serve asfoodforthoughttoprovokediscussions aboutthefuture Future foodforthoughtdifferenttastes.Severalideascan Ideas frominvitro The EUSBSRafter2020remastered. would helpdesignbettertailor-maderesponses. objectives. Taking astepbackforsomeEUSBSRself-reflection external playersworkincooperationtoachievetherespective respond. InphaseIII,macro-regionalstrategyimplementersand as externalstakeholders’ institutionalandindividualcapacityto capacity andperformanceofthemacro-regionalstrategy, aswell of thestrategyplayers.Phase IIreferstointernalinstitutional development phases.Phase Iisabouttheindividualcapacity with cohesionpolicy’ identifiedthreemacro-regionalstrategy The DGRegio ‘StudyonMacro-regionalstrategiesandtheirlinks Essential precondition: Think theEUSBSRmaturitylevelfirst. how itcanevolveinachangingenvironmentafter2020. Strategy canensurebroadparticipationandcommitment, (Rural Development) to in vivo? question ishowthe structure, the flexible governance Strategy’s uniqueand Strategy. Giventhe wish todrivethe key implementers depend onwherethe Different paths EUSBSR after2020? Which wayforthe 30 preface - -

EUSBSR after 2020: Governance remastered? - Page 33 EUSBSR after 2020: Governance remastered? - Page In EUSBSR This question of 31

The DG Regio The DG Regio 33 identified that macro-regional identified that macro-regional 32 Interreg is the main funding source for Interreg is the main funding source In addition to the funding opportunities,

strategies can offer a strategic umbrella for programmes with strategies can offer a strategic would especially benefit synergies, though Interreg programmes dissemination and visibility. from good quality flagships, their good communication Certainly, Improving flagship visibility. and the visibility of flagships under EUSBSR is a first step. Both aim for Programme EUSBSR and the Interreg Baltic Sea Region However, further regional development of the Baltic Sea Region. assessing the contribution to change and to macro-regional development is difficult. In the absence of a coordinated monitoring system or approach for the EUSBSR, it is difficult to judge the exact link of flagships with Interreg projects and policy changes in the region. Institutional assistance. institutional support seems to help, especially transnational on Macro- ‘Study The DG Regio cooperation programmes. suggests regional strategies and their links with cohesion policy’ that transnational programmes could coordinate transnational cooperation proposals and funding, as currently done by networks, to facilitate cooperation at a Authority Managing transnational level, beyond single projects. Provide funding support. terms, this could mean aligning priorities to the Interreg Baltic terms, this could mean aligning so that funding operations becomes Programme, Sea Region easier. funding With a stronger thematic alignment, EUSBSR flagships. could continue in the next pro alignment would be easier and and, with EUSBSR, for course remains for Interreg programmes The Interact study Programme. the Interreg Baltic Sea Region What would be the added value for Interreg? What would be the added value gramming period. Furthermore, more efforts for finding funding gramming period. Furthermore, from other sources need to considered. on the ‘Added value of macro-regional strategies from a project on the ‘Added value of macro-regional and programme perspective’ Further strategic and thematic alignment. and thematic strategic Further ble to further develop their strategic and thematic alignment and their strategic and thematic ble to further develop coordination. with cohesion strategies and their links ‘Study on Macro-regional and thematic the need for stronger strategic recognised policy’ ESIF priorities, macro-regional strategies and alignment between alignment. which would allow for more funding The EUSBSR and the Interreg Baltic Sea Programme have a similar have a the Interreg Baltic Sea Programme The EUSBSR and basis, it is possi and are closely linked. On this geographical area Develop stronger stronger Develop with synergies Interreg – but risky simple preface Page 34-EUSBSRafter 2020:Governance remastered? where suitable. the ESIF-fundedprojectsincluderelevanttransnationalelements, They supporttheimplementationofEUSBSRbyensuringthat Rural Development(EAFRD)Managing Authority networkinplace. Managing Authority NetworkandaEuropean Agricultural Fundfor (ERDF) Managing Authority network,aEuropeanSocialFund(ESF) Sea Region thereisaEuropeanRegional andDevelopmentFund Managing Authorities ofdifferentESIF. Currently, intheBaltic The Managing Authority networksareestablishedby implementers. This couldbenefitfromsimplification. structures sometimescreates confusionevenamongEUSBSRkey neighbouring countries. The excessoftopicsandgovernance policy sectors,allEUMemberStatesintheBaltic SeaRegion plus governance structure,whichinvolvespeoplefrom manydifferent the sametime,itisimplementedthroughaunique andflexible – variety oftopicsandchallengesfortheBalticSea Region. At actions EUSBSR isimplementedthroughmanyPAs whichaddressa simplification first self-reflective some Initiate given thecurrentBREXIT andpost-2020budgetdiscussions. ming period. This isespecially relevantfortheavailablefunding, can contributetomacro-regionalstrategiesinthenextprogram Another questiontobearinmindishowfarInterregprogrammes sponsible forEUSBSRimplementation,asitiscoveredbyInterreg. ‘fig leaf’ ofnon-committedplayers,whowouldnolongerfeelre A closerlinktoInterregfundingandadministration couldcreatea EUSBSR implementationdependsfirstandforemostonitsplayers. Interreg projects. ships beingseenasprocessesandtransformedtopurelynew EUSBSR withtheInterregBalticSeaRegion programmerisksflag There isalreadyashiftfromprojectstoprocesses.Furtherlinking Another pointtoconsideratthisstageisthefutureofflagships. or becomesobsoleteinthelong-term? be? WhatriskistherethatEUSBSRbecomesaprogrammeinitself, would EUSBSRandmostprominentlytheInterregBalticSeaRegion how muchofalong-termperspectiveisthis.Howinterdependent same structurewithsomeimprovedsynergies. The questionis, ‘business asusual’ scenario,wheretheStrategydevelopsin only, fundingsourceoftheStrategy. This wouldbeanimproved sion Policy, whileESIFwouldbecomeanimportant,ifnotthe Following thisidea,EUSBSRwillbeatoolfordeliveringCohe What isinitforEUSBSR? 34 - - - - preface - - - EUSBSR after 2020: Governance remastered? - Page 35 EUSBSR after 2020: Governance remastered? - Page Dmitry Frank-Kamenetsky, HELCOM Dmitry Frank-Kamenetsky, Hazards, PA Nutri and PA Bioeconomy.” Bioeconomy.” Nutri and PA Hazards, PA The Strategy develops in a constantly changing changing develops in a constantly The Strategy There may be further synergies not only between dif the HA Spatial Planning and also cooperates with PA Spatial Planning and also cooperates with PA the HA for the protection of Baltic Sea marine environment. for the protection of Baltic Sea marine environment. In the EUSBSR, HELCOM is involved in the coordination of In the EUSBSR, HELCOM is involved in the “HELCOM plays a big role in identifying overall priorities “HELCOM plays a big role in identifying overall ferent PAs and HAs, but also between PAs and the priorities of and HAs, but also between PAs ferent PAs PAs, while EUSBSR has in has five other players. ‘Save the Sea’ would simpli towards themes, some PAs Clustering total 13 PAs. This process will be endorsed fy the current thematic structure. in the hands of EUSBSR key by a political decision but will lie joint discussions and implementers and their close cooperation, as an taking ‘Save the Sea’ unanimous agreements. Furthermore, plays in environmental issues, example and the role that HELCOM some synergies could increase work efficiency with thematic Nutri, An example is the PA and HELCOM. focuses between PAs Again, this relies on which works already closely with HELCOM. EUSBSR key implementers first assessing what really needs to change. Closer synergies between PAs, HAs and other Baltic Sea Closer synergies between PAs, players. lenges, such as the UN Sustainable Development Goals, the Paris Development Goals, the Paris lenges, such as the UN Sustainable is As the EUSBSR Agenda. Agreement, as well as the UN Urban of a wider territory it is part of part of a wider region, being part and HAs are taking some first PAs Today, a chain of developments. priorities into their plans. steps towards integrating such global envisaged and kept in mind for Nevertheless further links can be the future. Integration of objectives and PAs to take global priorities into to take global priorities and PAs of objectives Integration to tackle global chal account. Several efforts at global level aim Direct EUSBSR objectives and PAs more towards future trends future trends more towards and PAs objectives Direct EUSBSR and challenges. global transnational and regional, where different environment a greater or lesser to influence implementation trends can adjust to such flexible nature, EUSBSR should extent. Given its time to reflect as much as possible. It is trends and challenges these trends or that are that consider PAs on objectives and relevance trends, which have macro-regional affected by these Developing closer macro-regional cooperation. and which require for the would prepare the EUSBSR better links and synergies future. preface Page 36-EUSBSRafter 2020:Governance remastered? aware oreveninvolved in policydiscussionswithotherlevels. Strategy, andthosewhoareawareoftheStrategynotalways i.e. tokeyimplementers,whodonotallseem to beawareofthe role. Additional effortsareneededforinternal communication, the implementationprocess,despitetheirformal positionand of theprocedures.Othersmaybeunawareorhardly involvedin volved inimplementation,participatemeetings andareaware players andimplementersvariessignificantly. Someareveryin could applytootherstrategies.However, theawarenessofkey added valueofEUSBSRandgoodpractices experience that the outcomes, EUSBSR flagshipresultsand the wider public to the far, itseemsthatalotofefforthasbeenmadetocommunicate Internal communicationiskeyforEUSBSRimplementation. and organisetheirmeetings. could offertheopportunityforSteeringGroupstoparticipate policy discussionsandavoidsdoubletasks. The Annual Forums tasks, whiletheEuropeanCommissionparticipatesdirectlyin Groups /SteeringCommittees,withastrengthenedrolebutless A newstructurecouldseePAFPs asonlypartsoftheSteering experts, theEuropeanCommissionandotherregionalplayers. / SteeringCommitteemembersarethePAFPs, togetherwith be akeypartinthedecision-makingprocessloop.SteeringGroup between theoperationallevelandnationallevel,theycan to EUSBSRimplementation.Giventhattheyfunctionasaliaison / SteeringCommitteemeetingplatformsareobviouslyintegral fication ofthedifferentelementswouldhelp. TheSteeringGroup structure willbedecidedbasedonthemesandpriorities,simpli administration andimplementation. Although thegovernance multi-level governancesystem,consistingofmultiplelayersfor sary andadequate. Realise whichgovernancestructuresareabsolutelyneces cation purpose,asitcanraisemoreawarenesstothepublic. different players.Suchharmonisationwillalsoserveacommuni macro-regional strategies,noraformalisedwayofinvolvingthe the nextsteps. There isnoharmonisationoftermsinthefour the macro-regionalstrategieswouldbehelpfulwhendesigning terms andstructuresusedacrossthePAs / HAs,butalsoacross Develop alinguafranca macro-regionalis.Harmonisationof towards policychanges. tually liftEUSBSRinthepolicyloop,aspartofawiderprocess is alreadyhappening.Puttingmoreeffortstowardsthiswilleven priorities toprocesses,whicharemorelong-termandcontinuous already obvious. The shiftfromshort-termprojectswithrigid Drive moreprocesses. EUSBSRisamacro-regionalstrategywith The needforanewflagshipconceptis - So - - - - preface - - - EUSBSR after 2020: Governance remastered? - Page 37 EUSBSR after 2020: Governance remastered? - Page Although many steps can be many steps can Although Creating closer synergies between PAs and other organisa PAs Creating closer synergies between Clustering or merging several PAs, based on macro-regional based on macro-regional Clustering or merging several PAs, needs and future challenges; Creating synergies between governance structures. For in Creating synergies between governance Improving internal communication, both by harmonising different terms and structures and by increasing awareness among players. tions, e.g. HELCOM; / Steering Committees to a stance, raise the Steering Groups governance level and reduce the tasks of PAFPs. The EUSBSR functions under the 3 NOs that cover all macro- regional strategies, i.e. NO new institutions, NO new funding, This presupposes that pure ownership of NO new legislation. Cultivate strong and commitment ownership opening up – Thematic Partnerships through • • fying the use of functioning governance structures. The overall structures. fying the use of functioning governance work, both in thematic and ambition would be to avoid double on existing means. In short, governance terms, by capitalising this will mean: • • The question here is, how much key EUSBSR implementers are ready to initiate discussions, and how committed they will be to further implement their decisions. Owning the responsibility of developing the right policy messages would be key for the first simplification steps. Following some initial simplification steps, EUSBSR will have a Following some initial simplification idea is The structure. slightly simpler thematic and governance focus, nor to restructure the not to entirely change the thematic adjusting as little as possible for governance. Instead, it is about while at the same time simpli priorities and future challenges, What’s in it for the EUSBSR? What’s People have the power – committed players at all levels to players at all – committed have the power People implementation. ensure EUSBSR it is up structure, or governance simplify the thematic taken to or ‘am- ‘architects’ the future EUSBSR people, to to committed to the political the key policy messages to advance bassadors’ and operate and level, to make EUSBSR run and decision making the flagships are closest to processes. PACs to ensure continuous brokers in this can function as architects or and processes and At the the results known to decision-makers. process, making ownership and For this, support is necessary. same time, political players at all levels is necessary. commitment of preface Page 38-EUSBSRafter 2020:Governance remastered? PAs cantaketheformof Thematic Partnerships. The number PAs cantaketheformof Thematic Partnerships.current The such partnerships. will takethisideaastep further, buildingupthePAs alongwith based onthemesofthedifferentPAs. The Thematic Partnerships different thematicpurposes,whileSteeringGroup meetingsare ce inEUSBSRimplementationasflagshipleaders alsomeetfor not totallynewtotheEUSBSR. There isalreadyasimilarpracti Take existingpractices astepfurther. Thematic Partnerships are requirements ofparticipation. matic Partnership justtotickanotherboxintherepresentation that arenotfullycommitted‘forced’ tojointhe The- the governanceflexibilityofEUSBSR. Atthesametime,players on acommonthemeofinterest,whilerespectingthe3NOsand organisations, researchinstitutionsandNGOs,canworktogether regional, nationalauthorities,ESIFManaging Authorities, regional set. The ideaisthatcommittedplayersfromalllevels,e.g.local, its implementers,andfurthercultivatethemacro-regionalmind- EUSBSR willneedtobuildonthecommitmentandownershipof Following theideaof Thematic Partnerships meansthat What’s initfortheEUSBSR? commitment ofitsmembers. re clearthatimplementationdependsonthepeople,i.e. better knowledge,makinguseofavailablesources.Itistherefo players. The ideaaimsforbetterregulation,fundingand luntary participationandareopentointerestedcommitted Open tocommittedplayers. The partnershipsarebasedonvo and others. States, otherumbrellaorganisations,knowledgeorganisations rities, Europeanorganisations,EUMemberStatesandPartner Urban Agenda. Membersofthesepartnershipsareurbanautho air quality. urban poverty, inclusionofmigrantsandrefugees,housing transition, circulareconomy, jobsandskillsinthelocaleconomy, energy transition,climateadaptation,urbanmobility, digital ficial. Thethemesaresustainablelanduse,publicprocurement, that arerelevantforurbanareas,andwherecooperationisbene Agenda. by theconceptofpartnershipsdevelopedunderEUUrban Basis fortheidea. The ideaof Thematic Partnerships isinspired stronger ownershipandcommitment,respectingthe3NOs. vital. FutureimplementationoftheEUSBSRcanfurtherbuildon shared responsibilityofallitsmembersandtheircommitmentis existing structuresandfunds. The implementationofEUSBSRisa the EUSBSRisinhandsofitsmemberstobestcapitaliseon 35 This hassofardeveloped12partnershipsonthemes 36 These arethekeydeliverymechanismswithin - - - - - preface ------EUSBSR after 2020: Governance remastered? - Page 39 EUSBSR after 2020: Governance remastered? - Page Often there is litt tion. The alignment of funding is difficult, so Article 70 offers a The alignment of funding is difficult, so tion. current initiative within The idea also reflects a lighter version. Authority networks. EUSBSR, which covers the Managing The idea of using Article 70 of the CPR comes Article The idea of using Basis for the idea. is from ESI Funds and is based on two factors. First, this initiative being reviewed by EUSBSR and is not in unchartered waters, and second it aims to make the most of funding sources for coopera EUSBSR can capitalise on existing funding sources. However, EUSBSR can capitalise on existing funding sources. However, finding funding resources, other than Interreg, for flagships can to be challenging. Interesting flagships may not be supported due (CPR) offers Regulation The Common Provisions lack of funding. not a solution for financing flagships through ESI Funds, which is fully exploited by the EUSBSR. Use existing funding via CPR Article 70 – Use existing funding via CPR convincing others Thematic Partnerships can follow up simplification. Thematic Thematic Partnerships They will be focused can also support simplification. Partnerships for macro-regional coo on a cluster of priorities most relevant lies in its Thematic Partnerships the key for long-term Certainly, this, the idea Without members and their increased commitment. driverless vehicle. risks transforming EUSBSR into another le room for local and regional authorities to be involved in EUSB le room for local and regional authorities will enable local and regio Thematic Partnerships SR processes. Thematic as members of the nal levels to show their commitment levels to be in direct contact with other governance Partnership, policy loops. and players and contribute to regional governance elements to deliver peration, involving the minimum the envisaged outcomes. The Thema levels work closely together. Different governance a chance. Give local and regional authorities of Thematic Partnerships will be up to EUSBSR implementers to EUSBSR implementers will be up to Partnerships Thematic of joint ef needs and cooperation based on macro-regional decide, platforms be the thematic example would similar current A forts. The programme. Region Baltic Sea under the Interreg established can still apply actions proposed earlier thematic simplification be used for most themes. can Thematic Partnerships and cooperation at different would allow for close tic Partnerships and meeting along with common discussion governance levels, contact with each enables players to be in direct This platforms. processes ease their work, as decision making other and should They will be in the go through further levels. will not have to same Thematic Partnerships. preface Page 40-EUSBSRafter 2020:Governance remastered? not alwayspopular. regional ESIFsourcesforoperationsbeyondnational bordersare more thanforprevioussolutions,asdecisionsto usenational/ Article 70.Herestrongeffortsmustensurepolitical commitment The secondquestionishowtogetpoliticalagreement touse ced thatEUSBSRcouldtakeadvantageof. post-2020 ESIFRegulations andwhatalternativeswillbe introdu Two questionsremain. First,howfarwill Article 70bepartof described earliercanstillapply. in governanceorthematicstructuresandthesimplificationideas such supporttoflagships. Thisideadoesnotrequireanychanges with theManaging Authorities thePACs andHACscanprovide further andimplementitinmoreinitiatives.Inclosecooperation are currentlyexploringthispossibility. They cantakethis idea PACs thissupport andHACstointroduce tool. Some PAs and HAs opportunities throughESIF. can fundflagships. Theuseof Article70willbroadenthefunding Horizon 2020programmesorESIFregional/national level. Certainly, othersources,suchasSwedishInstitute,LIFE, lenge, whileinterestingideasrisknottobetakenthefunding funding sourcesbeyondInterregtofinancethesecanbeachal is largelyimplementedthroughitsflagships.Findingadequate Broadening thefundingpossibilitiesforoperations. EUSBSR resources forEUSBSR,whichcanbeadditionaltoInterreg. Using CPR Article 70opensasmallwindowtoadditionalfunding What’s initfortheEUSBSR? • • • • Union, aslongas: mented outsidetheirprogrammearea,butwithintheEuropean gional andnationalESIFprogrammestoacceptoperationsimple What is Article 70about? the operation. the authoritiesresponsibleforprogrammethatsupports Management, controlandauditobligationsarefulfilledby The monitoringcommitteeagreesontheoperation; 5% fromtheEAFRDatprogrammelevel; support from of ERDF,the priority levelor the EMFF at CFand The amountallocatedtotheoperationdoesnotexceed15% The operationbenefitstheprogrammearea; 37

This allowsManaging Authorities ofre - - - - preface ------They 38 EUSBSR after 2020: Governance remastered? - Page 41 EUSBSR after 2020: Governance remastered? - Page This means that the ITI is deve This means that the ITI and a strategy. territory A A package of actions. ITI actions should contribute to ope package A loped to functionally address the development needs of the on the There is no constraint area, building on synergies. strategy area, it can go beyond administrative borders, cover networks of cities or different geographical levels. rational programme thematic objectives and priorities and combine funding from different objectives and priorities. They can deliver support through grants, or financial instru ments. - Terri Basis for the idea. The idea of a Macro-regional Integrated In Territorial on ESIF Integrated torial Investment (M-ITI) is based vestment – brave and daring vestment – brave flexibility needs to be built on the Strategy’s tion of the EUSBSR tried to address Ideas have so far a step further. and even take it and flexibility. respecting its very nature the needs of EUSBSR, only depends on the com implementing EUSBSR not Certainly, that drive this players. It also relies on factors mitment of key put into coor in this case are the resources commitment, which It is often objectives and sub-objectives. dinating the different coordination and support of stressed that the resources to cover and sometimes not even the different actions are insufficient, This is where support costs. enough to cover travel and meeting and HACs becomes necessary. for the work of PACs the CPR. ITIs are a flexible tool to vestments (ITIs), introduced in in a more integrated way. implement territorial strategies Macro-regional strategies are all but static. Future implementa are all but static. Future Macro-regional strategies Use funding sources for coordination & flagships In Territorial Integrated Macro-regional a through In other words, ITIs allow a single pot of resources from ESIF or In other words, ITIs allow a single pot of resources from ESIF or others to implement common agreed actions with the manage • allow Member States to implement operational programmes in a allow Member States to implement funding from different priority axes drawing cross-cutting way, In this case, the Managing of different operational programmes. to contribute to a M-ITI. Authorities will need to be convinced Au- in a M-ITI, the Managing For the programmes participating part of their programme budget thorities would dedicate a small different contributions in one to the M-ITI. Bringing together the be able to administrate a single M-ITI budget, the strategy would ESIF programmes. In return, the budget which is fed by different M-ITI will report to the programmes. ment support of a single instrument, assigned by the Managing This needs three elements: Authority and the involved players. • preface Page 42-EUSBSRafter 2020:Governance remastered? which couldtaketheformofasecretariat. also fortheplayersandcoordinators,e.g.todaysPACs andHACs, sources. Fundingwillbeforoperations,suchasflagships,but from participatingoperationalprogrammesandotherfunding An EUSBSRM-ITIwouldprovidewithits‘ownbudget’ Funding supportforbothcoordinationandfundingofflagships. Capacity forexample,oranyotherHA,cantakeonthistask. close cooperationwiththerelevantManaging Authorities. The HA internal discussionsandagreementfromMemberStatesin interested andcommittedplayers,suchasHACsPACs, after rent actionsandfunding. This rolecanbetakenbyagroupof similar toasecretariat,responsibleforcoordinatingthediffe an EUSBSRM-ITIwouldallowforacentralimplementationbody, Central institutionalbodyforcoordination. > > Both areexplainedbelow. the fullEUSBSR,ortherecouldbeseveralITIsforspecific PAs. How cananITIbeusedundertheEUSBSR?Thecouldcover sting sourcesseemsevermorenecessary. when increasesinthebudgetsoundutopian,capitalisingonexi in placeandmakesuseofexistingfundingsources.Especially 3 NOs,theinstitutionalisationandfundingofsomestructuresis some governancerestructuring. This meansthat,contrarytothe ITIs couldbringmanybenefitstotheEUSBSR,butwouldrequire What’s initfortheEUSBSR? • operations andflagships. responsible formanaging theITIs,whileitcanalsofunddifferent M-ITIs couldprovidesome fundingforboththecoordinationbody Funding supportforbothcoordination andflagships ging Authorities. HAs inclosecooperationwiththeirnationallevel andtheMana te. Alternatively, thisrolecouldbetakenbythe(current)PAs or PAs andHAs,PAFPs andexpertsfromtheregionwouldparticipa an extendedSteeringGroup,wheremembersfrom the(current) coordination body. Inthiscase,coordinationbodycouldbe area. SingleM-ITIsperpolicy/thematicareawouldalso needa An institutionalcoordinationbodyforeachpolicy /thematic M-ITIforthewholeEUSBSR Different M-ITIsforseveral policy/thematicareas bodies tocarryouttasks. overall responsibilityfortheITI,itmayassignintermediate Governance fortheITI. Although theManaging Authority has 39 The developmentof . Again, the . Again, - - - - preface ------An M-ITI EUSBSR after 2020: Governance remastered? - Page 43 EUSBSR after 2020: Governance remastered? - Page Of course, the que Compared to the previous Compared to the Either at the level of the whole the level of the Either at all four macro-regional strategies.” Anders Bergström, HAC Capacity, EUSBSR Anders Bergström, HAC Capacity, Summing up Summing nal developing processes. For future this can be further nal developing processes. For future this together developing the format with joint, macro-regio together developing the format with joint, “Today, Thematic Coordinators are working much closer Thematic Coordinators “Today, enhanced and expanded through capacity building across enhanced and expanded through capacity Cross macro-regional exchange platform. Further ideas can be put on the table for future implementation of the EUSBSR. One idea is to establish a platform for addressing questions relevant in all macro-regional strategies, like capacity building, evalua Both cases offer significant flexibility but require strong co but require strong flexibility offer significant Both cases Even higher political commitment. Even higher political 2020. Support from the regulations after of the EUSBSR. Check for the development phase operation and commitment. operation an M-ITI can offer signi of individual PAs, EUSBSR or the level PAs. strategy and in implementing operations, ficant flexibility based on fewer in the governance structure, This is mainly visible This, body. by a resourced intermediate elements and supported the different require strong cooperation among of course, would the flagship intermediate body members and players, e.g. the smooth implementation. leaders, to ensure political commitment. ideas, an M-ITI requires even stronger States must be Authorities of all interested Member Managing ESIF operational programme convinced to dedicate part of their resources to the M-ITI. tool will be available in the stion here is whether the ESIF ITI another alternative will be next programming period, or whether proposed. maturity and readiness from the would require a certain level of and administration. So it EUSBSR to deal with responsibilities development phase, as explai would be useful to reflect on the ned earlier. This platform – facilitated tion and monitoring, communication. by single coordination body – could develop harmonised appro aches to the overarching matters listed above, while the imple mentation of the approaches would be adjusted in each of the Day-to-day collaboration macro-regional strategies separately. between single strategies is a prerequisite for success, and will The EUSBSR the EUSDR, the EUSAIR require skilful facilitation. would largely benefit from a platform providing and the EUSALP > preface Page 44-EUSBSRafter 2020:Governance remastered? possibilities, thebetterEUSBSRcanprepareforit. the presentandbetteracknowledgingcapacities is definitelyunknown.However, bybetterunderstanding the futureimplementationofEUSBSRafter2020. The future ideas presentedareaneyeopenertoconsiderindesigning The futureisunknown,butit’s uptouscreateit. engagement willbringinstitutionalengagement. in mindthattheEUSBSRismadeupofitspeople.Individual No matterwhatthenextstepswillbe,itisimportanttokeep strategy andmakeproposalstoimprovefutureimplementation. is found.EUSBSRkeyimplementerscannowreconsiderthe need tostayopenuntilthemostrealisticandviablesolution regional strategiesinfuture.Intimesofchange,thediscussions forms cansupportimplementationofEUSBSRandothermacro- Furthermore, additionalcapacitybuildingactionsindifferent and experiences. the opportunityforcontinuousexchangeofknowledge,learning These preface ------ow do ma- EUSBSR after 2020: Governance remastered? - Page 45 EUSBSR after 2020: Governance remastered? - Page The times they are The times they . Monitoring indicators and targets in Monitoring indicators and targets in Monitoring indicators and , Publisher: Interact Programme. , Publisher: Interact Programme. European Territorial Review, Territorial Coopera Territorial Review, European Territorial Study on macroregional strategies and their links , Columbia. Added value of macro-regional strategies. Project and pro Looking towards 2030: Preparing the Baltic Sea Region for Looking towards 2030: Preparing Added value of macro-regional strategies. Project and pro Added value of macro-regional Spatial Foresight, 2016, Based on European Commission, 2017, Commission Staff Wor Spatial Foresight, 2016, and Urban European Commission, Directorate-General Region Interact Programme, EUSBSR HA Capacity, 2018, H Capacity, EUSBSR HA Interact Programme, Toptsidou, M., Böhme, K., Gløersen, E., Haarich, S., Hans, S. Toptsidou, ibid ibid ibid ibid European Commission, 2017, Commission Staff Working Docu Staff Working European Commission, 2017, Commission http://stateofthebalticsea.helcom.fi/ Ministerial Meeting Brus HELCOM, 2018, Ministerial Declaration, Böhme, K., Zillmer, S. Hans, S., Antikainen, J. & Pyykkonen, S., Antikainen, J. & S. Hans, S., Böhme, K., Zillmer, Toptsidou, M., Böhme, K., Gløersen, E., Haarich, S., Hans, S. M., Böhme, Toptsidou, ibid ESPON, 2017, European Commission, 2014, Integrated Territorial Investment Territorial 2014, Integrated European Commission, see Dylan, B., 1964, For the full lyrics, Regulation (EU) No 1303/2013 of the European Parliament and European Parliament 1303/2013 of the (EU) No Regulation tion for the future of Europe, ESPON contribution to the debate tion for the future of Europe, ESPON on Cohesion Policy post 2020 a-changin’ cro-regional strategies deliver: workflows, processes and approa ched, Input paper. Final Report. the EUSBSR, Workshop 2017, Policy, with Cohesion Policy, Final Report. Final Report. the EUSBSR, Workshop 2017, ment, European Union Strategy for the Baltic Sea Region, Action for the Baltic Sea Region, ment, European Union Strategy Plan. gramme perspective 20 19 17 18 16 13 14 15 11 12 10 8 9 7 6 4 5 3 2 Endnotes 1 - Agency for Economic and Regio the future, Stockholm: Swedish nal Growth (Tillväxtverket). 2016, sels, 6 March 2018. 2017, factsheet. of the Council of 17 December 2013, laying down common provi down common 2013, laying of 17 December of the Council sions on the European Regional Development Fund, the European Fund, Development the European Regional sions on Fund Agricultural Fund, the European the Cohesion Social Fund, the European Maritime and Fisheries Development and for Rural - European Regio down general provisions on the Fund and laying the Cohesion Fund, the European Social Fund, nal Development Fund and repea Maritime and Fisheries Fund and the European 1083/2006. (EC) No ling Council Regulation gramme perspective king Document, European Union Strategy for the Baltic Sea Action Region, Plan. preface Page 46-EUSBSRafter 2020:Governance remastered? tic/contact_en.htm 39 38 37 36 35 34 33 32 31 30 29 28 27 26 25 24 23 22 21 gramme perspective.Publisher:InteractProgramme (EUSBSR). coordination groupintheEUStrategyforBalticSeaRegion factsheet. ling CouncilRegulation (EC)No1083/2006. Fund andtheEuropeanMaritimeFisheries Fund andrepea nal DevelopmentFund,theEuropeanSocial theCohesion Fund andlayingdowngeneralprovisionsonthe EuropeanRegio- for Rural DevelopmentandtheEuropeanMaritimeFisheries Social Fund,theCohesionEuropean Agricultural Fund sions ontheEuropeanRegional Development Fund,theEuropean of theCouncil17December2013,layingdowncommonprovi boration ty-network-pioneering-new-type-of-transnational-project-colla eu/news-room/news-feed/590886-erdf-managing-authori Policy, 2017, 2017, Policy, 2017, 6, Heisdorf:SpatialForesight. of macro Foresight BriefNo. regional governancesystems,Spatial (2), pg.202-219andHaarich,S.,2016, and multi-stakeholdergovernancesystems Policy, 2017, with CohesionPolicy,FinalReport. with CohesionPolicy,FinalReport. with CohesionPolicy,FinalReport. EUSBSR, nd, Guidelines for setting up a steering committee / EUSBSR, nd,Guidelinesforsettingupasteeringcommittee ibid http://ec.europa.eu/regional_policy/archive/cooperation/bal ibid European Commission,2014,Integrated Territorial Investment Regulation (EU)No1303/2013of theEuropeanParliament and ibid https://ec.europa.eu/futurium/en/urban-agenda For example:https://www.balticsea-region-strategy. European Commission,Directorate-GeneralRegion Urban and Toptsidou,S., Hans,S. M.,Böhme,K.,Gløersen,E.,Haarich, ibid European Commission,Directorate-GeneralRegion Urban and ibid ibid ibid Haarich N.S.,2018, European Commission,Directorate-GeneralRegion Urban and ibid Added valueofmacro-regionalstrategies.Projectandpro Study onmacroregionalstrategiesandtheirlinks Study onmacroregionalstrategiesandtheirlinks Study onmacroregionalstrategiesandtheirlinks Building a new tool to evaluate networks Building anewtooltoevaluate The GOA tool-assessment , Evaluation,Vol. 24 ------www.balticsea-region-strategy.eu