Plenary Sessions


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Plenary Sessions

  1. 1. Leader+ Observatory Con ference: ‘ Leader achievements: a diversity of territorial experience’ 22-23 November 2007, Évora/Portugal Comprehensive report on four (mini) plenary sessions: Portugal, Poland, Swedend, United Kingdom Jean-Pierre Vercruysse European Commission
  2. 2. Achievements Scottish Borders <ul><li>Method: definition of “Innovation areas” (and not sectorial) as a way of integrating projects. Wood, Water, Land, Culture. </li></ul><ul><ul><li>Innovation group meetings (all stakeholders): 156 ideas of projects, 83 projects led by 55 organisations. </li></ul></ul><ul><ul><li>Difficulty: to keep people involved </li></ul></ul><ul><li>Mainstream: Capacity of the LAG to integrate other policies as they appear </li></ul><ul><ul><li>Example: Social Justice and Sustainability </li></ul></ul><ul><li>Results: many quantitative indicators of success + increased cohesion (= capacity building + networking) </li></ul>
  3. 3. Achievements Smaland <ul><li>Method : network of local partnerships in each municipality + involvement of the 3 sectors (public, private, volunteer) </li></ul><ul><li>Strategy: focused on 3 sectors representing the economic history of the area (hardwood, crystal, aluminium). </li></ul><ul><ul><li>Support for businesses in those sectors (including access to foreign markets, via branding etc), with an element of design </li></ul></ul><ul><li>Results: </li></ul><ul><ul><li>94 projects, quantitative goals (jobs, ..) largely overtaken at mid-term already. </li></ul></ul><ul><ul><li>Massive capacity building in project development </li></ul></ul><ul><ul><li>Creation of networks and “clusters” between local actors and public authorities </li></ul></ul>
  4. 4. Achievements Kujawsko-pomorskie <ul><li>Village Renewal programme in 2002 </li></ul><ul><ul><li>created 30 local groups (village level) </li></ul></ul><ul><li>2005, creation of the (informal) local partnership </li></ul><ul><ul><li>training of 172 rural leaders </li></ul></ul><ul><ul><li>strategy focused on the Notec river and valley prepared </li></ul></ul><ul><ul><li>vision: “a good place to live, worth a visit” </li></ul></ul><ul><li>Leader+ started with a small budget in Feb 2007 </li></ul><ul><ul><li>16 projects foreseen (walking, cycling and boating routes; culinary contest, …) </li></ul></ul><ul><ul><li>LAG has a network of 15 village associations </li></ul></ul>
  5. 5. Achievements Monte <ul><li>Method: </li></ul><ul><ul><li>Network of 4 Rural Intervention Offices (unification of 4 local development associations) </li></ul></ul><ul><ul><li>Decentralised “animation” technically supported by the LAG coordinator </li></ul></ul><ul><ul><ul><li>own way of working and establishing the most appropriate partnerships </li></ul></ul></ul><ul><li>Strategy </li></ul><ul><ul><li>5 axis and goals well beyond Leader (EQUAL, …) </li></ul></ul><ul><ul><li>Rural development, Citizenship, Social inclusion, Environment and cooperation </li></ul></ul><ul><li>Results: </li></ul><ul><ul><li>300 projects (Leader 2 and +), 140 jobs, total investment of over 9 mil Euro since 1996 </li></ul></ul><ul><ul><li>Leader allowed a diversification of economic activities, what would not have been possible in its absence </li></ul></ul><ul><ul><li>Centre for study of bird life, an NGO developing a set of activities around the preservation of birds in the Alentejo region </li></ul></ul>
  6. 6. Difficulties, risks <ul><li>Partnership: </li></ul><ul><ul><li>Three-Tiers partnership is difficult (but also the richest approach) </li></ul></ul><ul><ul><li>Difficult to engage young people in local partnerships (emigration, ageing population, etc.) </li></ul></ul><ul><ul><li>Leader is a challenge for power, there is a risk to disturb the national/regional bureaucracy </li></ul></ul><ul><li>Continuity: </li></ul><ul><ul><li>More funding must come before the end of the partnership </li></ul></ul><ul><ul><li>The need for a new strategy before the projects have reached maturity and maybe sustainability (no serious assessment possible) </li></ul></ul><ul><li>Governance: </li></ul><ul><ul><li>The local animators are in the place, but there is no relay at regional level </li></ul></ul><ul><li>Mainstreaming, 2007-2013: </li></ul><ul><ul><li>Can damage the capacity of the programme to adjust to local needs. LAG will not have access to Axis 1 and 2 funding. </li></ul></ul>
  7. 7. Key messages <ul><li>Method: </li></ul><ul><ul><li>Use “Innovation groups” as a method to focus partners from all backgrounds (takes time, you need results) </li></ul></ul><ul><ul><li>There is a need of project management for more capitalisation of the method </li></ul></ul><ul><ul><li>Local proximity (network of decentralised offices) is a key factor for getting results </li></ul></ul><ul><ul><ul><li>the local managers know the local conditions (and politics) </li></ul></ul></ul><ul><ul><li>The experimentation of a “participative methodology” should be obligatory in regional policy areas </li></ul></ul><ul><li>Strategy: </li></ul><ul><ul><li>Leader is a tool to achieve local goals, but these have to be clearly defined (strategy, vision) </li></ul></ul><ul><ul><li>The LAG must have a capacity to intervene beyond the Leader programme </li></ul></ul><ul><li>Results: </li></ul><ul><ul><li>People have learned to cooperate and have been given faith in the capacity for development </li></ul></ul><ul><ul><ul><li>they saw that something was happening </li></ul></ul></ul><ul><li>Sustainability: </li></ul><ul><ul><li>Comes from the involvement of the private sector in project management and the provision of funding by them </li></ul></ul>
  8. 8. Cooperation, networking <ul><li>Why to cooperate? </li></ul><ul><ul><li>Cooperation projects are linked with the strategy (wood, fashion schools) </li></ul></ul><ul><li>Who is involved? </li></ul><ul><ul><li>Trans-national cooperation (TNC) : contacts established under Leader II, it has brought both: know-how and know-who </li></ul></ul><ul><ul><li>Meetings of TNC projects were open to the local partnerships and not just the co-founders </li></ul></ul><ul><li>What are they doing? </li></ul><ul><ul><li>Inter-territorial cooperation (ITC): priority in common actions with complementarities across adjacent territories (signposting, river management, …) or critical mass (Pro Regoes) </li></ul></ul><ul><ul><li>TNC: They are more about exchange, learning, transfer </li></ul></ul><ul><li>How does it work? </li></ul><ul><ul><li>Management of TNC / ITC projects very complicated due to varying procedures (co-funding, claims, monitoring) and calendars in MS and Regions </li></ul></ul><ul><ul><ul><li>elect a coordinating LAG and agree on claims/monitoring procedures at the very beginning </li></ul></ul></ul><ul><ul><li>Difficulty is to keep everybody involved since they cannot all participate in the trans-national exchanges </li></ul></ul><ul><li>Which results does it bring? </li></ul><ul><ul><li>ITC: common action means more activity locally </li></ul></ul><ul><ul><li>TNC: exchange of ideas, “softer” output (capacity) </li></ul></ul>
  9. 9. Networking <ul><li>National and regional networking was intensive </li></ul><ul><ul><li>LAGs have common background and often a tradition of working together since Leader II </li></ul></ul><ul><li>Thematic networking should have been more developed </li></ul><ul><ul><li>example of EQUAL </li></ul></ul><ul><li>Little else happened </li></ul><ul><ul><li>Many visits from new territories (EU 10+2) </li></ul></ul><ul><ul><li>Participation to the conferences </li></ul></ul>
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