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The common output indicators for the Funds must be maintained in order for the results to be visible and easy to demonstrate. Any surplus resulting from under-implementation of the EU Budget or fines should be budgeted as extra revenue in the EU Budget.
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De-commitments resulting from the total or partial non-implementation of the actions for which they were earmarked should be made available again in the EU Budget. Cohesion policy should become more horizontal. Smart specialisation should be the leading mechanism in the cohesion process by facilitating cooperation between more-developed and less-developed regions, urban and rural areas and facilitating EU integration.
Enhanced complementarity in the implementation of cohesion policy funds and Horizon investments in all regions has to be ensured, supporting an innovation-driven uptake, in view of achieving strong smart, sustainable and inclusive growth in the EU. We should evaluate the results, including the increase of GDP based on EU money, and take the necessary measures.
Implementation - flexibility and discipline The EPP Group is in favour of strong financial management. Flexibility in implementing the Funds under shared management has to be ensured, but Member States should take increased responsibility for the way EU money is spent. The success of shared management depends not only on the EU, but in particular on the efforts made by the Member States. A clear distinction between errors, irregularities and deliberate fraud is needed and the Commission must always make sure the amounts unduly paid are recovered, respecting the principle of proportionality.
Financial instruments Financial instruments can provide solutions to certain challenges but cannot become the only implementation method for cohesion policy, with some projects needing grants instead. The EPP Group is in favour of reaching an appropriate balance between the two. Financial instruments should be promoted when they have added value, but it is essential to maintain the variety of tools for all regions whatever their category to be able to choose the implementation processes that are the most efficient and most meet the priorities and needs.
Timing of new Commission proposals The preparations for the new regulations for cohesion policy have to be finished early enough, to avoid delays in the implementation of the new policy.
Creating Vertical Policy Coherence
The EPP Group urges both the co-legislators and the Commission to ensure that they are adopted by the end of Further recommendations for future cohesion policy Currently, GDP is used as an indicator for the allocation of funds. For the new programming period, the possibility of taking more indicators into consideration has to be explored. Employment, social inclusion, addressing the demographic challenge and supporting the circular economy must also be priorities for cohesion policy. Actions and funding to fight youth unemployment in vulnerable regions are needed more than ever. The money going to European Territorial Cooperation is set at 2.
Considering its added value, this amount needs to be increased. Specific measures for the outermost regions must be preserved. The EPP Group supports the strong urban dimension of cohesion policy. Bridge the co-ordination and capacity gaps : some instruments and country examples Decentralisation in OECD countries Participation of each level of government in Health spending, Revenue Structure of Sub National Governments GDP per person of the poorest and richest TL3 regions; Change in ratio between the richest and the poorest regions SNGs as a share of total public investment, About the efficiency-equity tradeoff The decentralisation debate: traditional arguments Indeed, difficulties encountered in implementing successful changes like regulation reforms, post shocks policies , in particular for the provision of essential goods and services, reveal the importance, influence and complexity of institutional background.
A prerequisite to reforming and increasing effectiveness of public policy is to identify the stakeholders involved in the design and implementation stages. In particular, sub national governments play a key role in public policies. Many local and regional authorities have faced financial difficulties as a consequence of the global crisis and current consolidation plans.
In practice, it has already been tested in a variety of public policies such as public 1 This paper reflects the analysis and studies carried out within the OECD Regional Policy Division Public Governance and Territorial Development Directorate. The chapter is organised in four main sections. It begins with a brief presentation of the variety of decentralisation situations in OECD countries.