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Charlotta Heimersson, LAG manager, Leader Norra Mälarstranden, Sweden

Charlotta Heimersson, LAG manager, Leader Norra Mälarstranden, Sweden ”Decentralisation of project selection at LAG level: example Sweden”. Leader in Sweden. 63 LAG:s, 12 were previous in Leader + LAG:s are NGO associations Variations in size and budgets Variations in size of staff

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Charlotta Heimersson, LAG manager, Leader Norra Mälarstranden, Sweden

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  1. Charlotta Heimersson, LAG manager, Leader Norra Mälarstranden, Sweden ”Decentralisation of project selection at LAG level: example Sweden”

  2. Leader in Sweden • 63 LAG:s, 12 were previous in Leader + • LAG:s are NGO associations • Variations in size and budgets • Variations in size of staff • Training for LAG:s from MA and NRN

  3. Differences from Leader + • MA on national and regional level • Distance between LAG:s and national MA+PA • Different opportunities • The LAG:s would prefer one national Leader authorothy

  4. Financial issues • LAG:s has to provide 50% of the national co-funding • or the projects will have to find it! • Most LAG:s in Sweden have already obtained the 50% in advance • All national co-funding gets paid to the beneficiary simultaneously with the RDP grant

  5. Decisionmaking process • Project development LAG • Project management LAG • Publication of calls LAG • Reception of applications LAG • Project assessment LAG • Project ranking LAG • Final selection to MA LAG

  6. Decisionmaking process • Formal project approval, including fixing the amount of support: regional MA • Payment of claims, including advance payment: PA through regional MA, LAG • Control tasks: regional MA, national MA, PA • Project execution monitoring: regional MA, national MA, PA and LAG

  7. Bottlenecks • Leader bottom-up approach vs the control system within the RDP • Large variations in LAG budgets and also great variations in capacity and resources at the regional MA:s in Sweden

  8. Good practice • The co-funding usually obtained by LAG • The LAG:s decision making rules and the transparency of the • Open and constructive dialogue between the LAG:s and MA:s • Support to LAG:s from the NRN • Support and training from MA:s

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