STRATEGY
OF SOUTHERN POLAND UNTIL 2020
SUMMARY
Warsaw, January 2014
Development Strategy of Southern Poland until 2020
I. BACKGROUND OF THE DEVELOPMENT STRATEGY
OF SOUTHERN POLAND UNTIL 2020
The Development Strategy of Southern Poland until 2020 was prepared based
on the Development Strategy of Southern Poland in the Małopolskie and Śląskie
Voivodeships until 2020 adopted in April 2013 by the Regional Assemblies of both
voivodeships. The cooperation of the regional self-governments of the Małopolskie
and Śląskie voivodeships and the Ministry of Infrastructure and Development
resulted in creating a Strategy, which identifies potentials, specific needs, key
challenges and development opportunities for the macroregion. At the same time
the Strategy constitutes the basis for planning effective actions in 2014-2020.
The scope of the Strategy encompasses the Małopolskie and Śląskie Voivodeships,
hence the activities it describes focus on supra-regional challenges, which cannot
be solved within one region. The Strategy not only identifies the possibilities of
cooperation between the Śląskie and Małopolskie voivodeships but also indicates
the directions of interventions that will make possible strengthening and developing
this cooperation, simultaneously leading to boost economic development of the
macroregion making it an attractive place to live and work. The joint potential of
the Małopolskie and Śląskie Voivodeships allows them to compete not only with the
leading national centres, but also to become a recognizable and visible macroregion
from the European perspective.
Southern Poland in comparison to Poland and Europe
1
According to the authors of the Strategy, the Strategy should act as a catalyst of
cooperation between Małopolska and Śląsk, so that the entities from both regions
interested in joint actions for the benefit of the development of Southern Poland
could use this document as an instrument of supra-regional partnership also after
the end of the time horizon stipulated in it. Therefore it is reasonable to expect
that the cooperation within the macroregion will continue also after 2020, which
will make it possible for the Strategy to obtain the status of a permanent element
of programming the social-economic development of Małopolskie and Śląskie
voivodeships.
2
Development Strategy of Southern Poland until 2020
II. THE DEVELOPMENT STRATEGY OF SOUTHERN
POLAND UNTIL 2020 IN THE STRATEGIC
PROGRAMMING SYSTEM
The Development Strategy of Southern Poland until 2020 considers the provisions
of the aforementioned major strategic documents at the national level, and
in particular, it conforms to the contents of the National Strategy of Regional
Development 2010-2020: Regions, Cities, Rural areas. The Strategy is consistent
and supplementary to the objectives and the priorities listed in the remaining
eight integrated strategies: Strategy for Innovation and Efficiency of the Economy
“Dynamic Poland 2020”, Transport Development Strategy by 2020, Human
Capital Development Strategy, Social Capital Development Strategy, Strategy for
Energy Security and the Environment, Efficient State Strategy, National Security
Strategy of the Republic of Poland, Strategy for Sustainable Development of Rural
areas, Agriculture and Fisheries within the scope it pertains to the objectives of
development and courses of action set out there.
The Development Strategy of Southern Poland unl 2020 in the light of programming
documents related to development policy
Long-term Naonal Development Strategy 2030
Naonal Development Strategy 2020
Nine integrated development strategies, including:
Naonal Strategy of Regional Development 2010-2020
supra-regional strategies
voivodeship
development
strategies
3
III. CHARACTERISTICS OF THE
MACROREGION
Southern Poland was defined as a macroregion encompassing two
voivodeships: Małopolskie and Śląskie. Both regions constitute a
spatially dense area, covering almost 9% of the Poland's territory,
where 21% of the country's population
The macroregions share
resides, and whose work generated of Poland GDP in 2010
over 1/5 of the Poland's GDP in 2010 according to Central
(according to Bank of Local Data, Stascal Office data
Central Statistical Office). Therefore
13,0%
it seems justified to call Southern
28,0%
10,4%
Poland a place, in which the social,
15,6%
economic and innovative resources are
20,5%
particularly focused.
12,5%
The macroregion has large urban
Central region
agglomerations of the national and
Eastern region
European nature – the Upper Silesian
South West region
Southern Poland
Metropolis and Cracovian Metropolis.
North West region
They exhibit a high rate of urbanization,
Northern region
which grants this area a special
significance from the viewpoint of shaping the country’s urban
policy.
The competitive advantages of the Southern Poland include the
immense human capital potential, attractive geographical location,
extensive road and railway network as well as the presence of large
urban agglomerations. The significant factors that will determine
the development of this area in the future must include: strong
knowledge centres, significant innovation potential, natural and
cultural heritage diversity and rich cultural offer.
The weaknesses that might have an impact on the development
of the Southern Poland include in particular the issues connected
with the outflow of young and educated workers, population
decline and the fact that the education system is not adapted to
the changing needs of the labour market. Insufficient integration of
the transportation infrastructure (in particular in the case of public
transport) and lack of fast railway connection between Kraków and
Katowice must be recognized as a significant development barrier.
The analysis conducted also shows that the lack of complementary
offer of cultural and environment events and insufficient actions
intended to create new tourist products do not allow the
Małopolskie and Śląskie voivodeships to fully use their potentials in
the areas of culture and free time industries.
4
Development Strategy of Southern Poland until 2020
IV. DEVELOPMENT OBJECTIVES AND INTERVENTION
DIRECTIONS
Southern Poland – a modern
and aracve European region
The Upper Silesian-Cracovian
Europolis focusing
innovaon and creavity,
determining
development trends
and fing in the
network of the most
dynamically developing
European metropolises
Southern Poland – a place
of partnership cooperaon
for the benefit
of effecve use
of development capabilies
Southern Poland – a place
aracng people, enes
and iniaves supporng
the macroregion's
potenals
MAIN OBJECTIVE – SOUTHERN POLAND – A MODERN AND
ATTRACTIVE EUROPEAN REGION
The potential of Southern Poland, the willingness of further strengthening
cooperation and the ambitions of the residents of both voivodeships mark out
the macroregion for the implementation of the Strategy, whose main objective
focuses around the issues of supporting the modernity of different functions and
building high attractiveness both for the entities from Southern Poland and from
outside it. The fundamental strategic challenge faced by the Southern Poland is
the establishment of such conditions that would make it possible to draw upon
the energy and creativity of one of the most densely populated macroregions in
this part of Europe, as well as the strengthening cooperation for the benefit of
innovative use of the economic, scientific and cultural potential that is available
in the macroregion as well as of the unique natural resources. The reference point
for the macroregion's development and also the source of criteria that make it
possible to assess implementation progress of the Strategy is provided by other
leading European regions, which are the current or potential competitors, but
also potential partners in realising innovative actions for the development of the
economy, culture, science and education in Southern Poland.
5
OBJECTIVE I – THE UPPER SILESIAN-CRACOVIAN
EUROPOLIS FOCUSING INNOVATION AND CREATIVITY,
DETERMINING DEVELOPMENT TRENDS AND FITTING
IN THE NETWORK OF THE MOST DYNAMICALLY
DEVELOPING EUROPEAN METROPOLISES
Southern Poland is characterised by the fact that
there are two metropolitan areas nearby with a very high
concentration of people, entities and higher functions,
including symbolic and fair-exhibition functions. Therefore the first
strategic objective is oriented on strengthening the development centres that give
the macroregion its unique position in Poland and in the European Union as well
as their spatial integration. The key significance in this respect is granted to the
centres that have the highest innovative and creative potential, the centres that
gathering and managing the most effectively their own potential, as well as taking
advantage of the opportunities available in the European and global environment
efficiently and creatively.
The understanding of the Upper Silesian-Cracovian Europolis exclusively as a
geographically separated system made up of the Silesian Metropolis and Kraków
turns out to be insufficient in the context of the first strategic objective. On the
grounds of the provisions of this Strategy, it is more legitimate to understand the
Europolis as a form of cooperation between the metropolitan centres of both
voivodeships, whose results and impacts will pertain to the entire area of Southern
Poland. The Upper-Silesian-Cracovian Europolis will create and implement innovative
ideas, introducing new values into the development processes, and its strength will
be visible in cooperation with the centres that decide on the development dynamics
in Europe and in the world.
INTERVENTION DIRECTIONS
1.1.
6
Using the potential of universities and research institutes for the purposes
of creating a strong and recognizable scientific centre
1.1.1. Cooperation regarding student and academic personnel exchange
between universities
1.1.2. Establishment of an incentive system to conduct joint research and
scientific projects as well as promoting their results on the international
arena.
1.1.3. Development of complementary research infrastructure and
cooperation in using it.
Development Strategy of Southern Poland until 2020
1.2.
Creating and supporting smart specialisations of regional economies based
on the potential of both urban agglomerations
1.2.1. Networking of the entities belonging to the highly competitive national
and international sectors.
1.2.2. Supporting implementation of research results in the economy,
in particular in the industries relevant for the development of the
macroregion.
1.2.3. Organising joint congresses and fairs promoting the areas of
specialisation of Southern Poland.
1.3.
Establishing a dynamic cultural centre recognizable among the European
metropolises
1.3.1. Creating common, brand, artistic and cultural events based on the
potential of the creative environments of the agglomeration.
1.3.2. Common management of the high culture level.
1.4.
Establishing structures that would enable effective transfer of resources
1.4.1. Integration of the area of both urban agglomerations through further
development of technical infrastructure, including: road, railway and
energy infrastructure.
1.4.2. Development of road and railway infrastructure improving the external
access to the Europolis and the entire macroregion.
1.4.3. Coordinating the structures of permanent and project-based intersectoral cooperation via:
a) providing support to clusters, including supra-regional clusters,
b) increasing the potential of scientific, technological and industrial
parks,
c) common and focused improvement of qualifications of academic
personnel in the form of internships for scientists in companies and
for entrepreneurs in research institutes,
d) common actions allowing the residents to use public services of
both agglomerations.
7
OBJECTIVE II – SOUTHERN POLAND – A PLACE
OF PARTNERSHIP COOPERATION FOR THE BENEFIT
OF EFFECTIVE USE OF DEVELOPMENT CAPABILITIES
The development of Southern Poland should
encompass the entire area of the Małopolskie and
Śląskie voivodeships and include the principle of sustainable
development of cities and rural areas. Therefore a wide spectrum
of entities from both regions should become involved in the process. Internal
differentiation of the macroregion offers the capabilities to generate numerous and
varied cooperation projects, connecting the areas and entities with similar problems,
ambitions or potential.
The second strategic objective focuses on a widely understood integration: space,
entities and various activities. Such wording of the objective allows the Strategy to
include not only the metropolitan areas of both voivodeships, but also other centres,
including small towns, rural areas and mountain areas, which would be interested in
joint implementation of projects in the macroregion.
The concept of the strategic objective is to permanently integrate both regions,
to establish strong relations between the territories of both voivodeships, joint
management of the resources, enabling its combining or complementary use. Under
the strategic objective, the tasks performed will particularly include those integrating
the infrastructure of the voivodeships, creating cooperation networks between the
entities of the macroregion and contributing to the creation of the competitive offer
based on discovering new opportunities as a result of combining the potential of
the Małopolskie and Śląskie voivodeships. The performance of the second strategic
objective will increase the status of the cooperating areas and entities in the
environment.
INTERVENTION DIRECTIONS
2.1.
8
Cooperation of entities focused on developing human capital in the
macroregion
2.1.1. Defining the macroregional labour market and the ongoing monitoring of
its needs (including the analysis of the situation of graduates).
2.1.2. Cooperation for the purposes of creating a complementary educational
offer combined with the needs of the macroregional labour market in
order to:
a) increase the number of graduates that find employment on the
macroregional labour market,
b) improve the efficiency of the vocational education system.
2.1.3. Development of cooperation and coordination of the activity of
institutions that confirm qualifications obtained in informal ways.
Development Strategy of Southern Poland until 2020
2.2.
Joint establishment of networking products connecting the entities and the
areas of the macroregion
2.2.1. Development of the creative sector as a driving force for the structural
changes in the economy:
a) establishing the potential for the development of the project and
utility design,
b) promoting and developing the film and audiovisual potential of
Southern Poland; attempts to land international film productions with
large budgets within the macroregion.
2.2.2. Ensuring the complementarity of the offer of the specialist medical and
health-resort services.
2.2.3. Sharing experiences and transfer of best practices.
2.3.
Infrastructural integration of the voivodeships' areas
2.3.1. Integration of transportation infrastructure of the functional subregions.
2.3.2. Strengthening the connections of the Podbeskidzkie centres with a road
and railway system.
2.3.3. Strengthening the cooperation between transport operators, together
with railway operators in order to establish an optimal connection
network.
2.3.4. Development of logistic centres, e.g. using the existing infrastructure
in Sławków and Bukowno (broad route) for the purposes of both
voivodeships.
2.4.
Developing cooperation regarding environment protection and protection
against crisis situations
2.4.1. Common activities with the intention to improve the quality of surface
and underground waters.
2.4.2. Protection of river valleys with basins in both voivodeships, including
the flood protection (retention and embankments) and common
undertakings intended to prevent drought.
2.4.3. Cooperation of the voivodeships regarding waste management.
2.4.4. Strengthening of cooperation intended to improve air quality.
2.4.5. Integrating and strengthening of regional safety systems, including those
pertaining to reacting to and liquidating the consequences of natural
disasters and catastrophes.
2.4.6. The activities intended to protect rare and endangered natural habitats
as well as plant and animal species at the border of the voivodeships.
9
OBJECTIVE III – SOUTHERN POLAND – A PLACE
ATTRACTING PEOPLE, ENTITIES AND INITIATIVES
STRENGTHENING THE MACROREGION'S POTENTIAL
The cooperation realised in Southern Poland should lead
to strengthening the attractiveness of the macroregion both
to the internal entities as well as the entities functioning in
the national environment (the remaining Polish voivodeships and macroregions)
and international environment (in particular neighbouring the macroregion, i.e.
Czech Republic and Slovakia). The available facilities and benefits as well as the
accompanying development possibilities will decide on whether the entities
from both voivodeships will tie their future to the macroregion, realising their
ambitions and plans. Southern Poland will be an attractive place to live and work
for its residents. The attractiveness of the macroregion will have an impact on the
growing of the interest of the potential residents, students and scientists as well as
investors and tourists. Tourist attractions that are common for both voivodeships, in
particular Beskidy Mountains, Kraków-Częstochowa Upland, period mining facilities
and mountain areas should constitute the foundations of the tourism package
offer.
As a result, the potential of the macroregion will be strengthened, while the activities
will be developed and supplemented by innovative and creative elements, while
the offer created by the macroregional companies will enjoy a growing interest of
the national and international recipients.
INTERVENTION DIRECTIONS
10
3.1.
Establishing package tourism products using the potential of both
voivodeships
3.1.1. Comprehensive creation of new as well as the development,
management and integration of the existing tourist trails and pilgrimage
routes encompassing the flagship tourist attractions, including the
places of cult located in the Małopolskie and Śląskie voivodeships.
3.1.2. Renewal of historic and post-industrial areas of the cities focused on
the development of free time services.
3.1.3. Common promotion of tourist products.
3.2.
Attracting and organising events of national and international character
3.2.1. Organisation of a high rank sport events.
3.2.2. Integration of artistic circles by realising the supra-regional cultural
projects, including:
a) organising common cultural-entertainment events,
b) joint participation in international artistic undertakings,
Development Strategy of Southern Poland until 2020
c) joint projects of exhibitions, research regarding the culture and
regional identity.
3.2.3. Promotion of branded cultural products.
3.3.
Establishing the investment offer
3.3.1. Establishing cooperation networks as regards designing public services
for supporting investors.
3.3.2. Renewal of post-industrial areas of cities focused on creating attractive
investment areas.
3.3.3. Promoting the investment offer of the macroregion in Poland and
abroad.
3.4.
Lobbing for the macroregion
3.4.1. Presenting common positions and opinions regarding the issues that
are important from the viewpoint of development and the interests of
the macroregion.
3.4.2. Applying for joint organisation of significant events of national and
international character.
3.4.3. Attempts to locate the offices and representations of international and
national institutions within the territory of the macroregion.
11
V. PERFORMANCE SYSTEM, MONITORING
AND FINANCING OF THE STRATEGY
The implementation mechanisms
The performance system of the Strategy is organised by five related mechanisms,
under which the relevant actions have been determined in order to establish the
proper conditions for the effective and efficient implementation of the Strategy:
The mechanism of communicaon and
cooperaon between the enes
responsible for implemenng the
Strategy at the regional level
The mechanism of coordinang
acons between the central and
regional level
The mechanism of engineering the
funds for the implementaon of the
Strategy
The mechanism of expending and
strenghtening the partnership for the
implementaon of the Strategy
The mechanism of monitoring and
evaluang the condions of the
Strategy’s implementaon process
The monitoring system
The ongoing assessment of the progress of the implementation of the Strategy
objectives takes place via monitoring, based on certain set of indicators, the
implementation level of the selected actions and projects contributing to the
implementation of the Strategy's objectives and the achievement of their results.
12
Development Strategy of Southern Poland until 2020
The process of ongoing monitoring will be used to prepare the annual information
about the implementation of the Strategy by the team responsible for the
implementation and monitoring of the Strategy together with the sub-committee
for regional development and territorial dimension operating at the Coordinating
Committee of the Partnership Agreement. The information will be prepared using
the data from annual reports on the implementation of operational programmes
(submitted in accordance with the provisions of the EU regulation for 2014-2020
programming period). The said information, after being adopted by the boards of
the Małopolskie and Śląskie voivodeships, is submitted to the minister responsible
for regional development. The information is to serve as an input to the annual
information about the implementation of interim national development strategy
(National Development Strategy 2020) prepared by the minister responsible for the
regional development.
Every four years a periodic report is drafted on the implementation of the Strategy,
which constitutes the basis for strategic monitoring of achieving its objectives. In
its fundamental scope, the periodic report contains at least: 1) the description of
the condition and its changes that are relevant from the viewpoint of assessment
of progress in implementing the Strategy's objectives, 2) the actions undertaken
in order to implement the Strategy, indicating the sources of financing for those
tasks, 3) progress in implementing the objectives of the Strategy on the basis of
the monitoring indicators, 4) presentation and assessment of the implementation
of key projects fitting in the intervention directions of the Strategy, 5) conclusions
along with the forecast of probability of achieving the planned objectives of the
strategy, 6) recommendations, e.g. regarding the need to conduct evaluation or
other in-depth analyses in indicated areas.
The said report is prepared by the boards of the voivodeships in cooperation with
the minister responsible for regional development, and then it is submitted to the
Coordinating Committee for the Development Policy Issues, which is entitled to form
recommendations regarding potential updating of the Strategy or implementation
instruments (territorial contract and operational programmes). The results of the
report are also included in the report on the socio-economic, regional and spatial
development prepared by the minister responsible for regional development every
four years.
Financing
In the 2014-2020 financial perspective, the fundamental source of financing for the
flagship – biggest projects realising the Strategy will be the national operational
programmes, which consider the preferences (special priorities, criteria) for supraregional projects. In the case of the tasks conducted on a smaller scale, one needs
13
to indicate regional operational programmes for both voivodeships. These funds
should be largely supplemented by the funds allocated to European Territorial
Cooperation – dedicated to the performance of common actions with the Slovakian
and Czech partners.
As a result, the potential sources of financing for the Strategy include:
• European Union funds – structural and investment funds: European Regional
Development Fund, European Social Fund, Cohesion Fund, European
Agricultural Fund for Rural Development and the funds allocated to implement
the “Connecting Europe Facility”,
• state budget funds – allocated to co-financing of EU funds,
• regional self- government budget funds – in voivodeships, poviats and communes
– allocated to co-financing of EU funds or as an independent financing sources,
• other public funds – e.g. target funds,
• private funds – e.g. funds obtained in the form of public-private partnerships.
Photos provided by:
- The Marshal Office of Śląskie Voivodship
- The Marshal Office of the Małopolska Region (author: Mr Jacek Leśniewski)
14
Ministry of Infrastructure and Development
,
+(*!,
')
%)#)$')#.+
'+
(
%)#)$')0/+&,()
'(
+
"')