Page 139 - Proceeding 2015
P. 139

CONSTANTIN Daniela-Luminita, GOSCHIN Zizi and ILEANU Bogdan     FAMP
                             THE ECONOMIC REGENERATION OF LAGGING REGIONS. AN INQUIRY INTO THE REGIONAL
                              OPERATIONAL PROGRAMME CONTRIBUTION, WITH AN EMPHASIS ON THE ENTERPRISE      CCASP
                                           SUPPORT IN THE NORTH-EAST REGION OF ROMANIA


                              1. INTRODUCTION


                              This paper proposes a case study which assesses the achievements of Cohesion Policy in the North-
                   PROCEEDINGS OF THE 11 TH  ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE
                              East region of Romania, with a particular emphasis on Suceava county.  This county is characterized by
                              the predominance of employment in agriculture, weak industry and poor state of market services. Its
                              economic growth was hindered in the past by the border location. Moreover, the North-East region (one
                              of the eight NUTS 2 regions of Romania) is the least developed Romanian region and ranks third among

                              the ‘lagging behind’ regions of the EU.

                              Considering  the  regional  development  realities  in  Romania,  the  allocations  under  the  Regional
                              Operational Programme (ROP) have prioritised these lagging regions. As a result, the North-East region

                              has been allocated 16.32% of the ERDF for the ROP 2007-2013. The number of projects in Suceava
                              county represent around 20 per cent of the total number of projects implemented or ongoing in the North-
                              East  region,  which  is  an  above  average  among  the  North-East  region’s  six  counties.  Hence,  the

                        30 th  – 31 st  October 2015  ”Strategic Management for Local Communities”   Bucharest   Romania in terms of regional development level; on the other hand it discusses the added value, strategic
                              significance of the case study is twofold: on the one hand it offers a spotlight on a very sensitive area of


                              quality and administrative capacity which have made it possible to record results above the average in
                              the implementation process and, thus, to contribute to economic regeneration in this county.

                              In line with the regional problem and the identified needs and strengths, enterprise support has been

                              chosen as the policy heading for this study. There is a clear continuity between the priority axes and key
                              areas of intervention focusing on enterprise support in the ROP 2007-2013 and the enhancement of the
                              SME competitiveness in the Cohesion Policy for 2014-2020, as one of the key areas for economic growth

                              and job creation.

                              The research has been based on both desk research – with inquiries into the most important programming
                              documents and result reports relating to the ROP in Romania and, in particular in the North-East region

                              and Suceava county, accompanied by large volume of data analysis – and interviews with the persons
                              involved in the implementation process – from local authorities to experts and beneficiaries at national,
                              regional and county level.

                              The paper is organized as follows. It starts with a discussion on the nature of regional problem and

                              identifies the needs as well as strengths and opportunities, the latter mainly deriving from the EU Cohesion
                              Policy and related ROP. A special emphasis is put on the enterprise support, as a policy heading for the

                              undertaken study, followed by the assessment of the value added, in relation to the strategic quality and
                              administrative capacity. In the end the conclusions reveal the lessons that can be learnt from the 2007-




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