GAL FAR MAREMMA, Role of LEADER in promoting Rural development

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  • 1. Presentation of LAG F.A.R. Maremma Role of LEADER in promoting Rural Development Presentation for Study visits June2010
  • 2. Presentation of LAG F.A.R. Maremma
    • Where we are
    • F.A.R. Maremma LAG: the Partnership and the Company
    • Activities of F.A.R. Maremma LAG
  • 3. Presentation of LAG F.A.R. Maremma Where we are Grosseto District (territory of LAG F.A.R. Maremma)
  • 4. Presentation of LAG F.A.R. Maremma Local Action Group F.A.R. Maremma is a non profit company with limited liability and aims its activities at the upkeep and promotion of the economic and cultural development of the Province of Grosseto (Grosseto District) . The Leader experience in the Grosseto District dates back to the very beginning of the plan (Leader I) in 1980 and continues with Leader II, Leader+, and actually, with Leader 2007-2013. F.A.R. Maremma was established as a development partnership between public and private bodies of the Province of Grosseto, with the main objective of placing into action Leader + Initiative . Actually F.A.R. Maremma is working on the fourth edition of Leader, that – following the reform of structural funds – is a part of the Tuscany Region Rural Development Plan. Besides the management of Leader Initiative F.A.R. Maremma promotes different local development projects in the framework of both European and national programs.
  • 5. Presentation of LAG F.A.R. Maremma Actually, during the Leader 2007-2013 , the intervention area of F.A.R. Maremma, which covers the territory of 26 Municipalities of Grosseto District , is about 3.974,05 Kmq with a population of about 109.000 inhabitants . The territory of LAG F.A.R. Maremma is composed of three different social-economical sub-areas: 1. Coastal sub-area 2. Internal hills sub-area 3. Amiata Mountain sub-area
  • 6. Presentation of LAG F.A.R. Maremma
    • From an administrative point of view the intervention area of F.A.R. Maremma, include the territory of three Mountain Community Unions:
    • “ Metallifere Inland Hills” Community Union
    • “ Amiata Mountain Community” Union
    • “ Fiora Inland Hills Community” Union
  • 7. Presentation of LAG F.A.R. Maremma
  • 8. Presentation of LAG F.A.R. Maremma Chairman Deputy Chairman Staff
  • 9. The partnership: representativeness inside FAR Maremma ASSEMBLY Public subject: 32 Private subject: 34 BOARD OF DIRECTORS (14 Members) Public subject Private subject 25 Municipalities 3 Mountain Communities 1 Chamber of Commerce 8 Association of ecomical sectors 12 Associations of producers and consortium 2 Banks Presentation of LAG F.A.R. Maremma
  • 10. Presentation of LAG F.A.R. Maremma The F.A.R. Maremma company is composed of 66 associates: 34 public bodies and 32 private and no-profit bodies. In terms of ownership here the composition of share capital:
  • 11. Presentation of LAG F.A.R. Maremma
    • Cooperation projects of F.A.R. Maremma
    • F.A.R. Maremma has a strong experience in cooperation projects . Indeed, during last fifteen years, we realized several cooperation projects in the framework of Leader Initiative:
    • From 1995 to 2001 : seven Leader II cooperation projects , concerning the following fields: local products, environmental protection, tourism valorisation.
    • From 2002 to 2008 : four Leader + cooperation projects , regarding the following sectors: adding value to local products, culture and rural identity, historical and cultural heritage, for a total number of 23 local projects.
    • Besides, Leader cooperation projects F.A.R. Maremma is involved in other cooperation projects. The most important ones are:
    • From 2007 to 2009 : TACIS - REDAM II project (Regional Development of Armenia – Marzes of Ararat and Vayots Dzor - phase II). This project realized some local actions to enhance regional development, starting form the “Leader approach”.
    • From 2009: ENPI - CIUDAD “Liaisons for Growth” project . This project is going to realize a new model of partnership between local Institution and private stakeholders to enhance local development in some areas of Armenia and Jordan.
  • 12.  
  • 13. Leader + programming period 2000-2006 Role of LEADER in promoting Rural Development
  • 14. Role of Leader in promoting Rural Identity
    • Localization of LEADER + Initiative
    • LEADER + resources at National level
    • LEADER + resources in Tuscany Region
    • LEADER + resources assigned to F.A.R. Maremma
    • The project realized
    • The local development strategy: “Maremma Rural District”
    • The methodology adopted: the “project system” and the “micro-economies”
  • 15. Localization of LEADER + (2000-2006) LEADER + eligible area in Tuscany (8 LAGs) Surface: 1.699.416 ha Population: 774.668 Tuscany Region Surface: 2.229.250 ha Population: 3.527.303 The territory of FAR Maremma LAG during Leader + Surface: 441.848 ha Population: 117.117
  • 16. LEADER + resources at National level (2000-2006) LEADER + Budget at National Level
  • 17. LEADER + resources in Tuscany Region (2000-2006) LEADER + Budget in Tuscany (per LAG)
  • 18. LEADER + resources in Tuscany Region (2000-2006) LEADER + Budget in Tuscany (total amount for all LAGs)
  • 19. Leader+ resources assigned to F.A.R. Maremma (2000-2006) F.A.R. Maremma LEADER + Budget
  • 20. F.A.R. Maremma LAG the Partnership and the Company F.A.R. Maremma LEADER + Local Action Plan (LAP) Total resources (investement) € 12.760.917 Axis 1: total investement : €11.717.679 Measure 1: € 4.838.290 Measure 2: € 5.836.629 Measure 3: € 1.042.760 Axis 2: total investement: € 1.043.238
  • 21. The projects realized AXIS I: financing local projects
  • 22. The projects realized AXIS I: cost of FAR Maremma activity
  • 23. The projects realized AXIS II: interterritorial and transnational cooperation
  • 24. The projects realized in the Metallifere Inland Hills area AXIS I: local development projects
  • 25. The projects realized in the Amiata Mountain area AXIS I: local development projects
  • 26. The projects realized in the Fiora Inland Hills area AXIS I: local development projects
  • 27.  
  • 28.  
  • 29. Leader + Methodology Role of LEADER in promoting Rural Development
  • 30. Leader in brief A brief history of Leader Leader was launched in 1991 with the aim of improving the development potential of rural areas by drawing on local initiative and skills, promoting the acquisition of know-how on local integrated development, and disseminating this know-how to other rural areas. Leader is part of the EU’s wider rural development policy Leader’s aims are in line with those of the EU’s overall rural development policy. The evolving CAP takes into account the diversity of rural areas and landscapes, rich local identities and the increasing value society puts on a high quality natural environment. These are acknowledged to be the major assets of the EU’s rural areas. The Leader story Different rural development approaches tried out prior to the early 1990s were typically sectoral, focusing primarily on farmers and aiming to encourage structural change within agriculture. They used ‘top down’ approaches, with support schemes decided at national or regional level. Local stakeholders were not always encouraged to acquire the skills to become the architects of the future of their own areas. The share of EU territory in which the Leader approach is being applied, the number of Leader groups and the level of funding allocated to Leader-type approaches have increased substantially since Leader was launched in 1991.
  • 31. Leader in brief
    • Policy context: from pilot initiative to mainstream
    • In policy terms Leader was introduced as a ‘Community Initiative’ financed under the EU Structural Funds. There have been three generations of Leader: Leader I (1991-93), Leader II (1994-99) and Leader+ (2000-06). During this time Member States and regions have had stand-alone Leader programmes with separate financing set aside at EU level. From 2007 onwards the Leader approach will be integrated (‘mainstreamed’) within overall EU rural development policy. This means Leader will be included in National and regional general rural development programmes supported by the EU, alongside a range of other rural development axes. Financing for Leader axis from 2007 will come from within the overall financial envelopes received by each Member State from the EU under the new European Agricultural Fund for Rural Development (EAFRD) to support rural development.
    • The 7 key festures of Leader:
    • Area-based local development strategies
    • Bottom-up elaboration and implementation of strategies
    • Local public-private partnerships: Local Action Groups
    • Integrated and multi-sectoral actions
    • Innovation
    • Cooperation
    • Networking
  • 32. Best practices in Leader methodology Some examples
    • Here some examples of best practices experimented by LAG F.A.R. Maremma concerning “Leader methodology” :
    • Participatory involvement of local private and public stakeholders in the elaboration of LDP for the programming period 2007-2013
    • The role of “project system”
    • An example of territorial project system: “The Maremma Rural District”
  • 33. The participatory involvement of local stakeholders in the elaboration of LDP F.A.R. Maremma for the elaboration of its LDP during the actual programming period (2007-2013), experimented a new participatory methodology. The aim of this participatory process was to actively involve local stakeholders both private and public in the elaboration of LDP. In that way it was possible to operate the most appropriate choices to answer the needs and the expectation of our rural territory and their population.
  • 34. The participatory involvement of local stakeholders in the elaboration of LDP During this “participatory process” were realized some local meetings (in the three areas of our territory) open to local public and private stakeholders. In each meeting, after a short presentation of the LDP strategies and areas of intervention, eache participant was asked to share its own opinion about the positive/negative aspects of the strategy/policy. After that a comprehensive resume of positive/negative aspects was take into account by the F.A.R. Maremma Board to define our LDP.
  • 35. The participatory involvement of local stakeholders in the elaboration of LDP Here some images of this “participatory process” for LDP elaboration: Meeting at LAG Office
  • 36. The participatory involvement of local stakeholders in the elaboration of LDP Meeting at Mount Amiata Community Union
  • 37. The participatory involvement of local stakeholders in the elaboration of LDP Meeting at Giglio Island
  • 38. The participatory involvement of local stakeholders in the elaboration of LDP Meeting at Metallifere Inland Hills Community Union
  • 39. The participatory involvement of local stakeholders in the elaboration of LDP Meeting at Fiora Inland Hills Community Union
  • 40. The methodology of F.A.R. Maremma: the “project system” The local and transnational strategy of “project system” The “project system” creates integration and interaction between private and public subjects, at local and international level, to elaborate, share and achieve a common aim The “project system” activates complemetarity and add value to common activities Why implementing a transnational cooperation project ? The new European Policies for 2007-2013 aim to strenght and improve the transnational cooperation troughout cooperation projects of integrated local development
  • 41. The methodology adopted: the “project system”
    • Adding value of cooperation projects
    • Cooperation projects represent an important part of local development strategies. These projects aim to:
    • Concentrate an important mass of resources which is necessary to guarantee project sustainability
    • Improve complementarity between partners and their local needs and expectation
    • Our LAG – in transnational cooperation project – worked on “project systems” and not on single projects:
    • Investement project project system
  • 42. Local coordinated actions The methodology adopted: the “project system” Transnational partner Firms Public subject Coordination and technical assistance Communication Commonn actions Common Aims Monitoring Control of project implementation Private subject Local partner
  • 43. The methodology adopted: the “micro economies” The importance of micro-economies Connections among rural development opportunities The recovery of the cultural value of human actions is an “occasion” for local development in rural marginal and scantly populated areas. In compliance with territorial vocations, all micro-economies are essential to define a harmonic and equilibrate Strategic Plan of Territorial Development Economic and job-related sustainability of marginal areas is precisely based on defence and visibility of potential, numerous and little “occasions” of productive evolution
  • 44. The methodology adopted: the “micro economies”
    • “ Occasions” of productive development produce economic and job-related effects if properly connected to other local experiences/networks:
    • Development Agencies
    • Trade Unions
    • Safeguard, promotion and valorisation partnerships
    • It is necessary: clarity of common goals, sharing of experiences and enhancement of expertise and human resources.
  • 45. The methodology adopted: the “micro economies”
    • What are territorial vocations which can become the “fly-wheel” of a sustainable development ?
    • Territorial identities anchorage;
    • Products (cheese, butter, yogurt, meat, wool….)
    • Knowledge, expertise, culture, art and tradition;
    • Development policies, tourist itineraries;
    • Safeguard and protection of territory, environment and landscape
  • 46. The methodology adopted: the “micro economies” Rural territories become competitive if they can count on “ Quality of system” and if they fine-tune a good “ Strategic Development Plan” built on short and middle-term goals. They realize, therefore, a series of concrete projects which shortly produce visible effects on local populations and, in middle term, define an economically sustainable management of the territory.
  • 47. The local development strategy: “ Maremma Rural District” Idea / strategic discernment of territorial governance “ The Tuscan Maremma Rural District” A new model of economic development with awareness of rural identity Tuscan Regional Law dated june 2002 The objective is the consolidation and the quality development of the territory
  • 48. The local development strategy: “ Maremma Rural District” An essential and determining stage towards improving and consolidating rural economic systems and, above all, in giving local production units additional value to become more competitive. The idea of the district is one of integration between the various sectors of production within areas featuring a strong rural vocation. Integration in this sense is much more than simply a label; it is the institutional and productive integration based on subsidiarity and cooperation.
  • 49. The local development strategy: “ Maremma Rural District”
    • This experimental model of integration can be achieved through:
    • Participation
    • Identification of priorities
    • Assumption of responsibility, both political and economic, by all bodies involved
  • 50. The local development strategy: “ Maremma Rural District” The Rural District lends substance and connection to abstract concepts, such as: integrated development, sustainable and compatible development, territorial balance, subsidiarity, cooperation, the multi functionality of agriculture, quality of products and resources of the territory.
  • 51. The local development strategy: “ Maremma Rural District” The affirmation of rurality involves going beyond the existing sector system through processes of integrated development, which facilitate the diversification of production; it means aiming at the equalization of the territory, while ensuring the sustainability of development; it means giving concrete recognition to the multi-functionality of both agriculture and rural areas; it means, in conclusion, channelling public and private resources towards shared aims and actions
  • 52. The local development strategy: “ Maremma Rural District” The socio economic system of the province of Grosseto has distanced itself from a past fraught with marginalization, and is proceeding towards a process of development peculiar to the territory itself as compared to the rest of the region, reaching the following aims:
  • 53. The local development strategy: “ Maremma Rural District” 1 to direct agriculture towards those production sectors and processes in which the territory’s vocation finds its highest expression and which can lead to greater income and market potential for producers and businesses
  • 54. The local development strategy: “ Maremma Rural District” 2 to facilitate and promote the differentiation of the economic activities which are part of the rural environment itself so as to reinforce the connections between the businesses of each single compartment, the different production sectors and the various areas of the district
  • 55. The local development strategy: “ Maremma Rural District” 3 to define a unifying project, approved by the local community, thus assuring in its achievement the participation of all the components of local society and production network
  • 56. The local development strategy: “ Maremma Rural District” 4 to coordinate the public-private powers to be compatible with a differentiated productive system, in which the environmental component takes on a significant role
  • 57. The local development strategy: “ Maremma Rural District” For this purpose, agriculture shows its own importance and essential role, becoming one of the elements of development and income of rural areas; together with agriculture, other activities, such as tourism, fishing, craftmanship, the environment, small industry, and leisure will become more and more important
  • 58. The local development strategy: “ Maremma Rural District” All other economic development projects activated in the province’s territory are part of the “common project” of the Rural District. To start all these activities is necessary the real and exact knowledge of the territory’spotential to reinforce and strengthen the sense of identity and identification. This will generate a process of dialogue and communication throughout Europe, regarding diversity, rurality and identity.
  • 59. The Association of Tuscany LAGs: Assogal Toscana Role of LEADER in promoting Rural Development
  • 60. The Association of Tuscany LAGs The Association’s origins and establishment The association of the Tuscan LAGs was formed in May 2000, as the result of a unifying action following a trial period of close collaboration between the various Local Action Groups. During this period the various stages of intense, and at times harsh confrontation, had resulted, in each area, in the recognition and full perception of the intrinsically pioneer-like qualities of the concerted effort and had, at the same lime, reinforced the identity of the rural areas and highlighted the roles and responsibililies of the LAG structures, creating a model for the representation and emergence of territorial needs.
  • 61. The Association of Tuscany LAGs The aims and organization All Local Action Groups operating in Tuscany adhered to the initiative with the aim of promoting, developing and strengthening Tuscany's rural economy jn the ambit of UE Initiative L.E.A.D.E.R, and other rural development programmes" (art. 1 of ASSOGAL Statute) The Association promotes the common strategies of Tuscan LAGs to spread a new culture for rural development, thanks local development animation, technical and educational training and horizontal and vertical mainstreaming. The political organs of ASSOGAL are the Assembly (composed by a rep-resentative for each LAG) and the managing board. The operative functioning of the Association is managed by the Technical Committee composed by the LAGs managers.
  • 62. The Association of Tuscany LAGs
    • Role and activities
    • The role of ASSOGAL is a sort of a mediation and coordination subject between the different Tuscan LAGs, with their specific needs and characteristics, and in the external relations with the Leader Managing Authorities.
    • The ASSOGAL is member of ELARD as the official Italian representative in this important European Network.
    • Throughout these last years, while dealing mainly with the implementatìon of Leader management and administration, the association has established important operational relations which have been formalized with:
    • UNCEM Toscana (Mountain District Community Union)
    • ARSIA, the Tuscan Agency for Development and Innovation in the agriculture and forestry sector
  • 63. The Association of Tuscany LAGs
    • Role and activities
    • ASSOGAL has also taken part in the organization of important event and meeting, including:
    • “ Toscana Leader” - Bruxelles, September 2003
    • Information meeting: “The new rural development strategies for 2007-2013” – Rome 2005-2006
    • Membership in the “National Coordination Task for the National Rural Development Plan 2007-2013”
    • Assistance in the organization of the Leader+ Observatory seminar “Adding value to local products – Grosseto, February 2006
    • Membership in the “Tuscany Region Coordination Task for the Regional Rural Development Plan 2007-2013”
    • TACIS program, Europe Aid – REDAM II project “Regional Development of Armenia phase II
  • 64. The Association of Tuscany LAGs ASSOGAL and the Leader+ cooperation. ASSOGAL has become a model for Italian LAGs in the Leader+ transnational and regional cooperation. The original contribute of ASSOGAL is due to an agreement stipulated with ARSIA. According to this agreement the Tuscan LAGs would participate in transnational and regional cooperation projects, not only related to Leader Initiative.
  • 65. The Association of Tuscany LAGs ASSOGAL and the new programming period 2007-2013 ASSOGAL is now contributing to the National and Regional rural development strategies for 2007-2013. In Italy rural development is both National and Regional competence but the main responsibilities and powers are ascribed to the Tuscan Regional Governement. For this purpose ASSOGAL is member of the “National Coordination Task for the National Rural Development Plan 2007-2013” and also member of the “Tuscany Region Coordination Task for the Regional Rural Development Plan 2007-2013” The role of ASSOGAL is to spread the results obtained in Tuscany with the Leader Initiave. This would encourage National and Regional Authorities to consider the importance of the Leader methods in the new rural development strategies for 2007-2013.
  • 66. Leader 2007 – 2013: The “Axis 4” of Tuscany Rural Development Plan Role of LEADER in promoting Rural Development
  • 67. The LEADER Initiative 2007-2013 Actually F.A.R. Maremma is working on the fourth edition of Leader Initiative, that – following the reform of structural funds – is a part of the Tuscany Region Rural Development Plan. Actually, during the Leader 2007-2013, the intervention area of F.A.R. Maremma, which covers the territory of 26 Municipalities of Grosseto District, is about 3.974,05 Kmq with a population of about 109.000 inhabitants.
  • 68. The LEADER Initiative 2007-2013 Budget of Tuscan LAGs 2007-2010 For the local project realization
  • 69. The LEADER Initiative 2007-2013 Budget of Tuscan LAGs 2007-2010 Budget for LAG activity/functioning
  • 70. Leader 2007-2013 resources assigned to F.A.R. Maremma LEADER 2007-2013 Budget The budget of LAG F.A.R. Maremma in the period 2007-2013 has been partially attributed by Tuscany Region , because the total budget is split in two different part: First part: budget 2009-2012 (already assigned) Second part: budget 2012-2015 (to be assigned at the end of 2010) First part of the budget for the period 2007-2013 (already assigned) GAL Fabbrica Ambiente e Rurale Maremma S.c.r.l. € 1.743.043,05 € 1.732.794,93 € 1.680.849,95 € 1.704.100,83 € 6.860.788,76
  • 71. Thank you for your attention FAR Maremma www.farmaremma.it [email_address]