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What do the changing rules regarding the ERDF, Interreg and POP mean with regard to the rules of participation and financial regulation for the subsidies and what are the implications for PNO?

Vermonden, Yvonne (2013) What do the changing rules regarding the ERDF, Interreg and POP mean with regard to the rules of participation and financial regulation for the subsidies and what are the implications for PNO?

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Abstract:In this master thesis the following research question is posed: ‘What do the changing rules regarding the ERDF, Interreg and POP mean with regard to the rules of participation and financial regulation for the subsidies and what are the implications for PNO?’ In order to answer this question 5 sub-questions are formulated. The first research question contains the theoretical framework of this master thesis. The central theory that is being used to explain the choice of PNO by organizations is Transaction Cost Theory. This theory explains the factors that go into the outsourcing decision of an organization. In this research question the funding procurement process is also outlined. This theory will guide research question 2 and 3 on how the funds function. The second research question is answered by a literature study of the three funding programmes. The programmes will be outlined in terms of budget, priorities, the functioning in the Netherlands and the main aim of the programme. The third research question will also have these elements and will contain an analysis of the main differences between the old and the new period. The next step is to research why organizations decide to outsource the funding application process or why they do not. This is done via semi-structured open ended interviews with organizations that have used PNO and organizations that have not. The three aspects of transaction cost theory are used to guide the interviews. These three aspects are: asset specificity, uncertainty and frequency. From the interviews we can conclude that if there is high asset specificity, high uncertainty and low frequency organizations are more likely to outsource. This is especially the case for the European programmes because a lot of organizations indicated that the programmes are very difficult and that it requires a lot of work to do the application. The role of PNO is to reduce the uncertainty, supply the man power and experience to do the application. The final research question combines the changes in the funds and the results from the interviews to see how the role of PNO changes in the new programme period. It also contains a SWOT analysis on the strengths, weaknesses, opportunities and threats for PNO with relation to these three funds. The main conclusions are that the role of PNO will not change significantly. They are still needed to supply the man power, the expertise and to reduce the uncertainty. However, the decrease in budget in the EFRO and POP programme mean that PNO will have to look at their approach to these programmes. The main advice from this thesis is that PNO should not invest in the POP programme since their client base does not fit with the priorities and the revenues of the projects are very small. For the EFRO programme they should continue their current approach and they should invest in gathering the new information and disseminating this information across the organization. The Interreg programme is an interesting option for PNO because the budget is increased for the new programme period and the priorities that are available in the programmes fit the clientbase and experience of PNO. However, it requires a significant investment in this programme for PNO because they do not have a lot of experience with the programme.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:88 social and public administration
Programme:Public Administration MSc (60020)
Link to this item:http://purl.utwente.nl/essays/63403
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