Local view for "http://purl.org/linkedpolitics/eu/plenary/2011-06-23-Speech-4-047-000"
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"en.20110623.5.4-047-000"2
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"Mr President, firstly I would like to thank all the honourable Members concerned for their interesting input, and especially the shadow rapporteurs for their excellent cooperation. There were many inspiring and relevant ideas expressed in amendments, as well as in opinions, so I devoted special attention to creating a well-balanced approach that would capture as much of their essence and variety as possible.
Strategic reporting represents a new feature of cohesion policy, introduced in the current programming period 2007-2013. With the 2010 strategic report, Parliament has the first occasion for analysis and evaluation of the outputs and results of cohesion policy implementation. This is also an opportunity to express Parliament’s opinion on Member States’ spending priorities, and to highlight areas where more efforts are needed, including the Commission’s tackling of cohesion policy implementation and of the strategic reporting exercise itself.
The 2010 strategic report focuses mainly on the implementation of programmes during the current programming period and the strategic reporting exercise. However, it also provides several valuable insights into the future of cohesion policy.
Firstly, regarding implementation of the programmes, the reported financial volume of the selected projects is EUR 93.4 billion, representing more than 27% of available EU resources in the period in question. This can be considered quite reasonable, given not only the context of serious deterioration in the socio-economic situation in 2008-2009 due to the global crisis, but also the reform of the policy for the period 2007-2013.
Nevertheless, progress varies significantly between countries and across themes, with aggregate selection rates at about 40% in the case of nine Member States and below 20% in four Member States. Striking economic, social and environmental disparities between the European regions clearly still exist. On the other hand, there was a more consistent average rate of project selection for the three objectives of convergence, regional competitiveness and employment and European territorial cooperation – and the same applies in the categories geared to the Lisbon Strategy objectives. The higher absorption rates for environmental programmes under the European territorial cooperation objective show the added value of cross-border and interregional cooperation – which should therefore be encouraged in future. On the other hand, more efforts are needed in certain areas, especially to improve implementation, avoid excessive delays, ensure tighter financial discipline and increase synergies with other EU policies.
Secondly, with regard to strategic reporting itself: this is a tool for reflecting strategically on, and discussing, the thematic dimension of cohesion policy on the basis of concrete evidence provided by Member States. Strategic reporting is also an evaluation of the ongoing process. It is carried out during the programming period in order to provide an overview of the Member States’ progress in delivering on the EU’s goals, and a useful basis from which to improve performance. The report thus highlights many good practices capable of helping to enhance the quality of the reporting exercise, increasing ownership by stakeholders within the Member States, and ultimately improving the efficiency of implementation.
I will conclude by mentioning just one of the many good practices, namely the use of core indicators by all the Member States."@en1
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