EU Guidance on CLLD for local actors Key messages for existing partnerships

1. EU Guidance on CLLD for local actorsKey messages for existingpartnerships EGESIF Meeting. 30 April 2014. Brussels Paul Soto

2. Content • Why CLLD? • How to launch CLLD in 8 basicsteps? • How to support CLLD partnershipsrespond to the new challenges • Whyand how to carryout CLLD in cities? • Whyand howtocarryout CLLD for social inclusion? • How to coordinatewithotherfunds? • How to make CLLD safer, faster and easierforLAGs?

3. Why CLLD COST AND RISK OF DELEGATION ADDED VALUE OF CLLD

4. Sevenreasons • It puts people facing a challenge in the drivingseat. • Strategiesdesigned and projectsselectedby local people • No one partnercontrols (49% rule). Strengthenedrole for private and civil society (at least 50% votes) • It helpsrespond to hugediversityacross EU

5. Sevenreasons • It has more flexibilityto deal withdifferences and change • Programme under one TO. Achieveresultsunderothers as long as consistent withaims of OP. • No rigiddemarcationbetweenfunds (withprocedures to prevent double funding) • It buildslinkages and levers (integration) • between public departments, otherlevels of government, public + private, problems + opportunities • doesnot meandealingwitheverything at once – canbuildoutwardsfrom a particularproblem, group or sector – eg EMFF, ESF, ERDF

6. Sevenreasons • It isabout achievingresultsthatproduce lasting change. • Lateralthinking, seedfunding, pilots, flagshipprojects…social innovation. • It ispart of a European «family ». • 2600 partnerships - €8.6 b. 2007-13 • Provides guidance but not a corset. • Similarmovements in other parts of the world (World Bank – 94 countries $30b)

7. Sevenreasons • It isfinanciallyattractive • Long termfunding – over severalperiods • 25% for running costs and animation • Advances for running costs • Recommended minimum budgets • Recommended up-front national match-funding • Possibility of using one fund or severalfunds • 10% extra EU co-funding if a separate axis

8. How to help CLLD respond to the new challenges. • The externalenvironment has changeddramaticallysince 2007 • Underlying challenges of climate change, ageing, inequality+ collapse of markets, credit, public funding in someco’s. • Europe isdiverging - this affects local strategies • Citizens are responding in differentways and CLLD needs to adaptwith speed and flexibility to local needs. • Commission istrying to strengthen certain elements of CLLD whichcan help. • But the intentions need to bespelt out and examplesprovided.

9. End message - clarifyfaultlines for CLLD Centralisation Broad scope and eligibility Narrow scope and eligibility Speed/flexibility/results V Accountability/responsibility Delegation

10. Balancing top down and bottom up Whatisthe role of CLLD in achievingstrategicobjectives? Whattypes of strategies, partnerships and áreas (criteria) What do youwant to achieve/change at local level? Who are thebestallies? Overwhicharea? (boundaries)

11. The Commission aims to improve the quality of local developmentstrategies(CPR A33) • Definition of areas – top down frameworks – bottom up boundaries. 10-150,000 • Focus on whatyouwant to change. Hierarchyof objectives, clear and measurabletargets, priorities • Monitoring and (self) evaluation. Flexibility to adapt to change • Coherencewith programmes – but flexibility + broadscope withinmonofund programmes • Strengthencommunityinvolvement (evidenceat all stages)

12. The Commission aims to strengthen local partnerships(CPR A34) • Minimum tasks of FLAG – clarifylevelof delegation • Preparing and publishing calls for proposals • Selectingoperations and fixing the amount of support • Strengthencapacity building (25% animation and running costs, preparatory support) • Reinforcerole of privatesector and civil society (49% and 50% rules) • Streamlinedcooperationprocedures (preferrably local if not continous or veryregular)

13. TheCommissionaims to increasecooperationbetweenfunds (CPR A 32.3 +4) • Itisobligatorywithorwithoutmultifunding • Itis a means to achieveresultsnotanend in itself • Needstotake place at alllevels EU, national, regional, local • Lesscoordination at onelevelmeans more at another • Commission has set theframeworkbutthemechanics are areleftfornational/regional levels • Ifthisisnot done well – complexity can drown local groups

14. Programming and implementing multi-funded LDS Partnership Contract ERDF national/ regional programme(s) EAFRD national/ regional programme(s) EMFF national programme(s) ESF national/ regional programme(s) Indicative allocation for CLLD Joint Selection committee Multi-funded LDS

15. Programming and implementing mono-funded LDS Partnership Contract ERDF national/ regional programme(s) EAFRD national/ regional programme(s) EMFF national programme(s) ESF national/ regional programme(s) Indicative allocation for CLLD CONSISTENCY AND COORDINATION Selection committee Selection committee Selection committee Selection committee FLAGs LDS LDS LEADER

16. Conditionsformultifunding • Agreementbetweenfundsoverthetypes of areas and projects • Commoncriteriaforthe lead fund • Commoncallsforpreparatorysupport and the final selection of areas and strategies • Commoncriteria and proceduresfortheselection of areas, strategies and partnerships • Agreedcriteriafortheselection of projects • Agreementoverthe role and function of thegroups and Mas • Separatebutcoordinatedplansformonitoring and evaluation Difficultwithout a commonintermediatebody

17. Thankyou for your attention!