Page 144 - Proceeding 2015

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

The enterprise support, funded via the whole Axis 4 and Key areas of intervention 1.1 and 5.2 has a

special significance for the development of the local business environment and for the whole regional and
local economy as well. A series of multiplier effects have been created created in terms of output,
employment and income, attracting new activities, new areas (spread effects) in the development

process.

The inquiries into various evaluation reports (Inforegio, 2016a and Inforegio, 2016b) as well as the
interpretation of the experts’ opinions show that the added value of the ROP performance varies in

financial, strategic, operational, accountability and democratic terms. Thus, there are good partnership
structures established in accordance with the cohesion policy principles, reflected in the financial
partnerships too. When it comes to domestic plans and policies, however, the applying of the cohesion

policy principles, mechanisms, project appraisal and selection procedure seems to bring about only
moderate added value. Even if each Romanian region elaborated its own development plan, the

implementation and monitoring of these plans does not represent a bold activity at region’s level for
multiple reasons. For example, the responsibility of implementing these plans is not clearly established in
administrative terms at regional level as long as, according to the Regional Development Act still in force

(Law No. 315/2004), the Romanian NUTS2 regions do not have legal personality. PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE ”Strategic Management for Local Communities” 30 th – 31 st October 2015 Bucharest

With regard to Suceava county, the respondents to our in-depth interviews consider that their county’s
development strategy is well-structured, but its implementation is a long-term, difficult process as a result

of poor financing, frequent political changes, insufficient coordination between local administrations and
county administration for promoting larger projects of county interest. Interviewees have also pointed at
the major role that has to be played by the County Council and the Prefecture in the county development

process, considering their decision, planning, coordination, evaluation, control competencies. The need
to expand coordination and cooperation between these institutions and the private sector, NGOs, and
civil society has been also emphasized, as well as the need of improving coordination between the county

council and local public administration. At the same time, it should be noted that the establishment of
partnerships between Suceava county and NUTS 3 units from other countries has been considered an

important step towards sustainable, integrated social-economic development.

In a broader context, the regional (NUTS 2) development strategy and corresponding regional
development plan has been given an 8 on a scale from 1 to 10 in terms of its content by some

interviewees. Even if there are close ties between the regional development plans and the ROP, they do
not overlap and, as mentioned before, given the lack of legal personality in the case of NUTS 2 regions,
the regional plans have an orientation character, without the necessary levers for implementation.

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