Paper/Speech Details of Conference Program for the 18th NISPAcee Annual Conference Program Overview I. Working Group on Local Government Author(s) Massimo Merighi JASPERS Warsaw Poland Title The role of programme management in mitigate crisis effects and enhance efficient fund management File Paper files are available only for conference participants, please login first. Presenter Abstract 1. Fundamental question What’s happen during the time of crisis in Public Administration when limited budget and constrain are present? The simple way is to reduce costs and limit use of resources like programme management. The use of Programme Management on opposite during time of crisis will enhance the possibility to speed up the Cohesion and Regional Fund absorption that in time of crisis can made the difference and redeploy the Public Administration in the driving seats, such approach can be used not only for EU finds but for any other type deployed by States in try to challenging the current situation. 2. The role of Programme Management The first step is to define what is Programme Manager, seems similar to Project Management but is quite distinctive, the first if more focused on overall achievement of relevant objectives and second only in project. The other view is that a program is nothing more than either a large project or a set of projects. On this second view, the point of having a program is to exploit economies of scale and to reduce coordination costs and risks. The programme manager, may not care about individual projects, but is concerned with the aggregate result or end-state. The distinction between the terms "outcome" and "output" is far from clear, except in a trivial sense. Each of the projects listed in the example above is designed to deliver some 'thing', known as a 'deliverable' or an 'output', and together they improve the organization. Where one draws the line between the complete single benefit that causes the improvement and its component parts is partly a matter of preference and partly a matter of the culture and structure of the organization. Either way, benefits will normally be enjoyed long after the end of the program and all of its component projects. Therefore it is easy to understand that the Programme Management provide an important vehicle, if implemented for the efficient and timely delivery of government aims, or to deliver value. 3. The Fund utilization constrains During a time of crisis in addition to EU funds even Member States may deploy additional money they need a similar approach to be managed with properly fitted Programme Management. The impact of the Funds, whereas is the source, will depend not only on the amount of money available but the development of a sound economic framework and institutional capacity and the quality of projects, and effective project selection and implementation systems. Think a current situation where the funds will be allocated between Ministries and department each on in competition with the other in order to secure its own source of money. The result is a fragmentation of the action and the overall aim, getting out of current turmoil, can be placed in second place when competing to secure large sources. 4. The proposal In such sense it came essential ensure a proper entity that manage inter-sector and inter-ministerial activities in order to assure the overall compliance and the achievement of the best result, in term value for money and effectiveness to deployed funds to tackle problems. Therefore functioning institutional structures are a prerequisite for successful implementation of programmes to exit the current situation, and can be made by an appropriate Programme Management tool capable to work with institutional structures on all levels and to deploy sound coordination mechanisms between all layers can be recalled as the sound Weber’s official capabilities.
