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The Future of LEADER Scottish LEADER Conference 31 st August 2011

The Future of LEADER Scottish LEADER Conference 31 st August 2011. Influences and Drivers. LEADER Specific. European Court of Auditors Special Report Leader+ ex post evaluation LEADER focus groups (DG Agri/ENRD) Evidence from the MTEs. Wider Context. EU 2020 Common Strategic Framework

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The Future of LEADER Scottish LEADER Conference 31 st August 2011

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  1. The Future of LEADERScottish LEADER Conference31st August 2011

  2. Influences and Drivers LEADER Specific European Court of Auditors Special Report Leader+ ex post evaluation LEADER focus groups (DG Agri/ENRD) Evidence from the MTEs Wider Context EU 2020 Common Strategic Framework 2007 RDP Widening of local development European Council

  3. LEADER CONSIDERATIONS

  4. ECA Special Report Could do better, LAGs in achieving, Commission and MS in supervising Relevance of and focus on strategies and their objectives Weaknesses in decision making and sound financial management of the strategies Weak monitoring and evaluation all levels Weak integration of Leader into the RDPs

  5. Leader+ ex post Addressed large number of rural area needs Important complement to mainstream policies flexible, sensitive to local needs, small scale Addressed needs and exploited potentials otherwise considered ‘unreachable’ Address diversity as well as diversification Greater strategic focus on innovation Develop LAG governance and autonomy, with clear definition of roles Systemic weaknesses in monitoring & evaluation Networking and cooperation are crucial

  6. Focus Groups and MTEs Restrictive implementation limits scope Eligibility rules & local selection Proportionality, scale, innovation Autonomy, clarity of division of tasks, local decisions Centrality of local strategy Match funding effects Capacity building, local & multi level LAG/strategy monitoring & evaluation

  7. Council Conclusions Continue with LEADER approach concept Improve the management of the local development strategies Enable efficient implementation of LDS, avoid counterproductive Ongoing dialogue EC/MS needed for continuous improvement of implementation

  8. WIDER CONSIDERATIONS

  9. Europe 2020 strategy Unlocking the EU's potential for smart, sustainable and inclusive growth Part lies in the endogenous growth potential at sub regional level Sub-regional development at grass roots level contributes to 2020 social inclusion targets EU tools include levers for growth and jobs such as the EU budget

  10. Common Strategic Framework (CSF) EU financial support is delivered through the EU funds in shared management The CSF is proposed to strengthen the coordination and integration of EU policies for the delivery of Europe 2020 strategy CSF will contain strategic guidelines for sub regional/local development, rules for local development will be harmonised between the Funds

  11. Local Development: EU relevance Lisbon Treaty: supporting multi-level governance and functional areas EU 2020 Strategy - qualitative and inclusive growth based on bottom-up transformation and social innovation at local level 5th cohesion report: reinforced and coordinated local development

  12. What do we expect to emerge?

  13. Common Ground Common strategic framework for the coordination of different EU funds inc Local Development Common approach to LD between the different policies One area, one strategy Requires compatibility of models and financial interaction

  14. RDP 2013? LEADER compulsory and ring fenced Strong political commitment Measures and actions relating to broader rural economy Importance of method and well defined Local Development Strategies reinforced Implementation mechanisms improved to deliver expected LEADER added value Aim of unlocking local potential an EU priority Goals of improved innovation & local governance

  15. DG Agri Priorities1 Strengthening the role of the local LDS as the central tool to meet objectives Improve quality of design & implementation (including better monitoring & evaluation) Ensure presence of all Leader specificities Especially: more freedom for LAGs to chose those projects which best fit their strategies

  16. DG Agri Priorities 2 Clearer distribution of tasks between the authorities and the LAGs (depending on the implementation model followed) Greater focus on animation and capacity building including preparation of the strategies Strengthening private sector participation in the partnerships

  17. DG Agri Priorities 3 Streamlining transnational cooperation Re-inforced networking tools for LAGs on EU and national level Synergies with the local development networking instruments of the other EU Funds

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