PLACING LISBON STRATEGY'S OBJECTIVES WITHIN A MULTISCALAR FRAME Fellowship from the Fundação para a Ciência e Tecnologia/Ministério da Ciência e Ensino Superior (Portugal) Patrícia ROMEIRO Annual Conference Katholieke Universiteit Leuven (Belgium) 6th - 8th April 2009 CCHS - Consejo Superior de Investigaciones Científicas (Spain) Universidade do Porto (Portugal)
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PLACING LISBON STRATEGY'S OBJECTIVES WITHIN A MULTISCALAR FRAME
Fellowship from the Fundação para a Ciência e Tecnologia/Ministério da Ciência e Ensino Superior (Portugal)
CCHS - Consejo Superior de Investigaciones Científicas (Spain)
Universidade do Porto (Portugal)
CONTEXT
• Globalization ( movement of goods, persons and information)
• Communication Revolution (ICT democratization )
• Knowledge Based Society (and economy)
LISBON STRATEGY
• Economic Performance (USA .. China, India …diverging trends)
• European Social Model (Ageing)
• EU Enlargement (negotiations)
EU External challenges
EU Internal challenges
MAIN QUESTION
How the Lisbon Strategy is being coordinated/developed at the different geographical
scales?
PERSPECTIVE
Multiscalar framework (from EU to sub-national level - Basque Country:Bilbao –
an implementation best practice )
STRUCTURE
1. Lisbon Strategy: from 2000 to 2005
2. Lisbon Strategy, a multilevel governance?
3. Lisbon Strategy implementation from the EU to Bilbao: ICT focus
4. Main conclusions and recommendations
PRELIMINARY REMARKS AND TABLE OF CONTENTS
OPEN METHOD OF COORDINATION
1. Lisbon Strategy: from 2000 to 2005
“one size fits all” development strategies … ineffective in an integrated,
globalized world (Pike et al, 2006)
What kind of delivery?
A mean to reconciling pursuit of European objectives with respect for national diversity and
subsidiary through iterative benchmarking of progress against common indicators (EC, 2000)
.
i) General guidelinesii) Quantitative and qualitative indicators and benchmarksiii) European guidelines adaptation into national and regional policiesiv) Periodic monitoring, evaluation and peer review (EC, 2000)
Key elements
Mixed results … but obvious delays(Kok, 2004; EC, 2005)
More focus (rigorous objectives´ prioritization)
Simplification
More mobilization of all the actors involved A renewed partnership