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N ational Rural Development Network and experiences with Leader Implementation in Slovakia

This article discusses the implementation of Leader in Slovakia through the National Rural Development Network. It explores the operating structure, tasks, and activities of the network, as well as the challenges faced during implementation.

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N ational Rural Development Network and experiences with Leader Implementation in Slovakia

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  1. National Rural Development Network and experiences with Leader Implementation in Slovakia

  2. National Rural Development Network - Contract with the Paying Agency signed on October 28, 2008 - Start of operation of the Central NRN Unit: January 1st, 2009 - Start of operation of the regional offices:April 1st, 2009 - Total budget 2 666 666 €

  3. Operating structure of the Slovak NRN • Partially outsourced • The NRN Steering Committee has been established within the Ministry of Agriculture and it is composed by representatives of the Managing Authority and the Paying Agency.

  4. Operating structure of the Slovak NRN • Managed bythe Agency for Rural Development, which is the organisation of the Ministry of Agriculture – Central Network Unit 4full – time employees: • Manager, • Coordinator of the regional activities , • Administrator, • Financial Manager.

  5. Operating structure of the Slovak NRN • The majority of the NRN team is regionally based and located in 7 regions (Nitra, Trenčín, Banská Bystrica, Žilina, Prešov, Košice and Trnava Bratislava) within existing organisations making use of existing structures and capacities. • Selection of the regional offices made under the tenders called by the MoA in November 2008. All host organisations are private companies including non-profit organisations, a Rural Parliament, Civic Associations, Regional Development Agencies, civic associations and consulting companies.

  6. Main tasksof the Slovak NRN • to monitor and analyse data and information related to the implementation of the rural development policy and RDP measures; • to disseminate the information collected at national and regional level through publications, meetings,conferences and the use of web tools; • to organise trainings sessions, seminars and exchange of experiences about the implementation of rural development programme; • to provide educational and training programmes for the local action groups; • to promote national and transnational cooperation projects through conferences, round table discussions, study and exchange visits, etc;

  7. Main tasks of the regional offices of the Slovak NRN • identifying stakeholders and beneficiaries needs, total number of members: 1105 • supporting LAGs, • collecting the initial good practice examples • contributing to national activities, newsletters and publications

  8. Main activities of the Slovak NRN implemented during 2009-2012 years • Launch of the NRN´s web page www.nsrv.sk (1.6.2009) • Newsletter „Spravodajca NSRV“ • Handbook for the right implementation of the measure 3.4 of the RDP 2007-2013 (village renewal) • Participation at the agricultural exhibition Agrokomplex – Nitra, Slovakia, Země živitelka in České Budějovice, Czech Republic

  9. Main activities of the Slovak NRN implemented during 2009-2012 years • annual international conferences focused to Leader implementation and cooperation projects preparation • Seminars, workshops, conferences at the regional level • Study tours (Finland, Estonia, Austria, Czech Republic, Poland, Hungary) • Study visits and contact seminars of partners from Malta, Finland, Bulgaria, Poland, Hungary, Czech Republic

  10. Leader implementation in Slovakia 2007 - 2013 • No Leader+ programme in 2004-2006 • 2 roundsofLAGsselection • 1st roundatthebeginningof 2009, 15 LAGsselected, contractswith PA signed in November 2009. • 2nd round in 2010, 14 LAGsselected, startofworksinceJune 2010. • 29 LAGswereselectedforimplementationofLeaderapproach in Slovak Republicforperiod 2007-2013. Theycover 11,40% oftotalnumberofinhabitants and 18,35% oftotalareaofthe Slovak Republic.

  11. Map of Slovak LAGs

  12. ProblemsidentifiedduringtheimplementationofthelocaldevelopmentstrategiesProblemsidentifiedduringtheimplementationofthelocaldevelopmentstrategies • Lackofexperiences in strategiespreparation and implementation • Lackofexperiencedmanagers, administrative and finacialworkers • Rulesforimplementation are oftenbeingchanged • LackofexperiencedadvisorsforAxis 4 • Integratedstrategieswithouthepossibility to adressidentifiedproblems. OnlymeasuresofAxis 3 are eligibleforimplemntationviatheAxis 4, whatcreates just a verysmall part oftheproblems. • Itisnotpossible to implementsmall „Leader-type“ projects – civicassociations, groupsofcitizens are noteligiblebeneficiaries .- lackofpossiblities to strenghtenthe „LAG spirit“ . Majority ofprojectsimplementedthroughtheLAGs are individualprojectsofvillages - infrastructure, buildingreconstruction, publicspaces. • Shorttimeforimplementationbofthestrategies – late startofLAGsoperation, longprocessofprojectsapproval and contractpreparationatthePayingAgency, longperiodsofrefundingthecosts, problematicadvancepayments, forLAG´soperation,. Allofthisfactorsinfluencetheability to implementtheprojects and to usethefinancialsources in givenperiod

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