The document discusses the evolution of LEADER (Liaisons Entre Actions de Développement de l'Économie Rurale), a European Union program that funds local development projects, in rural Ireland. It outlines the rural and economic context in Ireland in the 1980s that led to the establishment of local partnerships. LEADER began in Ireland in 1991 with 17 local groups distributing funds, and expanded over time. Typical Irish LEADER local action groups cover large rural areas, have boards with representatives from different sectors, and administer annual budgets of over 1 million euro for local projects. The success of LEADER in Ireland is attributed to commitment at the local, institutional, and group capacity levels.

1. Social Partnership and
the Evolution of
LEADER in Ireland
Paul Keating
NLFL Convention
National Centre For Rural
Development Nov 2009
Tipperary Institute
Ireland

2. The Context
• Rural - Regional
• National - EU level
• Social Partnership
• Local Development
• LEADER in Ireland

3. Rural Context
• Rural Population
– Dublin - 33%
– 4 cities - 7%
– 60 % live in “Rural” Ireland, 40% outside Towns
– 28% of all employment is rural based
– 15% of rural employed work in Agriculture

4. Employment by Sector

5. Teagasc conference 2008

6. Ireland
Teagasc conference 2008

7. Rural and Regional
Development
1. EU policy is all about the regions
2. Transfer of funds to Rural Development
3. National policy emphasise on regional spatial approach.
4. All areas have gained but gaps and vulnerabilities
remain

8. Impact of regional perspective

9. National Context

10. National Context /Crisis
• Reality of Ireland in the late ‘80s
– Migration/Emigration, Unemployment,
Conflict, Rural Identity, Investment in
Education
• Impetus for Action
– Increasing Social/Political Unrest, EU
Membership, External Fiscal Intervention

11. Early 1980s – macro • High inflation
economic perspective • 200 strikes in 1984
• 19% unemployment • 250k people left in the
• Rising income tax 1980s

12. Action
• National Governance Initiative
– National Economic and Social Council, Social
Partnership
• Economic Initiative
– Political Consensus on Economic Measures,
Fiscal Controls, Planned External Investment
(Structural Funds and Inward Investment)
• Local Development
– Establishment of local partnerships and LEADER
– Reform of local government to include “participative
democracy”
– Establishment of County Development Boards

14. Local/Regional Development in
Ireland

15. Models of Local Development
1. Rural Development
• Local geographic communities
• Focus on Enterprise and service provision
• Mentoring, Grant provision and Interagency collaboration.
2. Community Development
• Focus on Communities of interest
• Commitment to Social Justice/Inclusion
• Emphasis on consciousness raising and collective action

16. Models of Local Development
3. Co-operativism
• Agricultural co-operatives (processing / marketing)
• Community co-operatives (Group water, tourism, small
enterprise)
• Credit Unions
4. Private enterprise and the market
• Economic development based on investment has generally
been urban biased.
• Private Enterprise has interfaced with local government
• Community sector has filled the gaps (social sports,
heritage..etc..)

17. The Emergence of Local Partnerships
(Rural Development)
• 1991- LEADER established
with 17 companies
distributing €44m to 64% of Rural Social
Scheme
rural areas
• 1994 - LEADER expanded to
34 groups covering all rural
areas and managing €99m Enterprise
Rural
Community
public funds and
Services
LEADER Transport
• Framework defined and co-
funded by the EU
commission.
Other

18. The Emergence of Local Partnerships
(Community Development)
• 1992 - Establishment of 12
Partnership Companies in
special areas of Community
disadvantage, urban and Childcare
rural.
• 1994 - Expanded to 38
partnerships (18 rural)
distributing approx €100m Social
inclusion Partnerships
Community
Development
• Co-ordination was by a
central partnership
committee at national
level. Social
Economy

19. • 12 of the companies had
Cohesion been integrated since 1994
• In rural areas membership
Process of the two boards
overlapped.
Rural Social
• Not all rural areas had a
Scheme Community
Transport
social inclusion
programme.
Community
Childcare
Rural
• It was anticipated that in
Enterprise
and LEADER excess of €1B would be
Services delivered through the two
Community
programmes between
Partnerships Development
2007 and 2013.
Other
• Cohesion process imposed
in 2006
Social Social
inclusion Economy

20. LEADER

21. The LEADER method
1. THE AREA BASED APPROACH
2. THE LOCAL ACTION GROUP
3.THE BOTTOM UP APPROACH
4. INNOVATION
5. INTEGRATION/PARTNERSHIP
6. CO-OPERATION
CO-
7. FINANCIAL MEASURES

22. The LEADER method
European Framework for Local Action Group
• Population Base
– Between 10,000 and 100,000 inhabitants (1992-2007)
– 5000-150,000 (2007-2013)
2007-2013 is the forth
• Regions vary in size programming period, with
– 477km2 (ADRAMA in Portugal)
– 14,425km2 (PPKRY in Finland)
1500+ LAGs across EU
• Varying Governance Structures distributing €15Billion in
– Limited companies in Ireland public funds
– Requirement for multi-sectoral representation

23. The LEADER method
• Local Action Groups Compile and implement a
Strategic plan with specific measures.
– Training
– Analysis and Development
– Innovative rural enterprises/
– Rural Tourism
– Alternative agriculture, forestry and fisheries products
– Village enhancement.
– Environmentally friendly initiatives
– Animation and capacity building

24. Typical Irish LEADER
Local Action Group
• Covers an Area of 2000km2
• Serves a Population of 100,000 people
• Is a Non-for-Profit Limited Company
• Administers an annual LEADER budget of €1m+.
• Has a voluntary board of management made up of local politicians,
community representatives, private industry representatives and
state sector representatives.
• Employs 5 people to manage LEADER and up to 100 on other
programmes.
• Represents the interests of the rural development sector on local and
regional committees and organisations.
• Is involved in farm enterprise development , community
development, tourism, renewable energy, training, planning,
research and analysis.

25. LEADER In Ireland
• Institutional Strengths
– Established and Expanded Legitimacy through
EARDF
– 36 LAGs with Full National Coverage
– Strategic Partner of the Department of Community
Rural & Gaelteacht Affairs
– Integrated with the social inclusion programme
• Resource Strengths
– Mechanism to Access EU Programmes
• EARDF (500 Million Euro)
• INTEREG, PEACE, EQUAL, LEARNADO, SOCRATES, Carrefour
– Mechanism to Roll-Out National Rural
Development Programmes
• Rural Social Scheme (2500 employees)
• Rural Transport Initiative

26. The Enamlers??Critical Factors
1 On the Ground
– Community Commitment and Cohesion
– Shared Need
2 At Institutional Level
– The political will
– The opportunity and legitimacy
3 The Capacity of the LAGs
– The structure
– The people

27. 1 Situation on the Ground
Public Awareness of the Concept or the model
being used.
– We had A History of Bottom Up Rural Development.
– Post colonial drive for self-sufficiency, Muintir na Tire, Co-
operative Action
A Political or Institutional “Vacuum”
– Centralised Government ineffective at local level
– Tradition of community politics
Strong Homogenous Rural Communities
– Dominant position of Agriculture
– Close knit but outward looking communities

28. 1 Situation on the Ground
A need for action
– Rural Ireland was in Crisis
• High levels of rural unemployment /underemployment
• Significant urban migration and chronic emigration
• Under developed rural services and infrastructure
Consensus what needs to be tackled
– Jobs first and then services
Significant commitment to local action
– Within the community
– At institutional level
– Nationally

29. 2 The Institutional Situation
• External Political Support
– Consensus on the need for integrated local action
– Political Commitment to Social Partnership
• Adoption of a strong organisational model
– Independent structure as the model of local partnership
– Requirement on the part of State agencies to participate

30. 2 The Institutional Situation
• Money provides the fuel
– Emergence of Structural funds and LEADER.
– Proactive approach of civil service to access and exploit EU
funds to a maximum.
• Legitimacy for the LAGs
– EU funding gives legitimacy
– Strong, well organised and demanding community sector

31. 3 The Capacity of the LAGs
• Positive Leadership
– Significant numbers of positive and skilled
community leaders
– Voluntary ethos on boards.
• Proactive Capacity Building
– National and Regional Management and skills
training programmes

32. 3 The Capacity of the LAGs
• Predevelopment Work
– Strong tradition of Local Action
– Established Organisational models
• Clear organisational structure
and role
– Clear legal structure (ltd company)
– Clear operational guidelines
– Locally developed action plan
• Careful Building of the Structure
– Gradual build-up of the Programme
– Strong Network
– Flexible and Consistent
Enforcement

33. Lessons to Be Learnt from
Ireland
• The LEADER approach works as a way of stimulating
enterprise & improving quality of life.
• It needs time and commitment at all levels.
• Partnership is based on trust and a shared commitment
between politicians, private enterprise, community and
state sectors.
• This trust must be built locally.
• You need champions and models to lead and to encourage.

34. Evolving the LEADER
Approach
• Coherent LEADERSHIP in rural Development is needed
now more than ever.
– The LEADER approach must genuinely become
integrated/collaborative across programmes/agencies.
– We must develop a strategic approach to policy which is
complimentary to practice.
– Document, Analyse, Present.

35. “Rural Development needs to secure its identity, build its
confidence, define its goals, find its voice and lead!!“
Trim Tab
Paul Keating : Tipperary Institute
ppkeating@tippinst.ie
++ 353 (0) 504 28115