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LEADER and LAG s in Finland ”LEADER – developmental chance for Slovenian countryside”

LEADER and LAG s in Finland ”LEADER – developmental chance for Slovenian countryside” Hotel Mons, Ljubljana, 19th June 2007 Mr Petri Rinne Manager Joutsenten Reitti LAG http://www.joutsentenreitti.fi petri.rinne@joutsentenreitti.fi. M. inistry of Agriculture and Forestry - organization.

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LEADER and LAG s in Finland ”LEADER – developmental chance for Slovenian countryside”

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  1. LEADER and LAGs in Finland ”LEADER – developmental chance for Slovenian countryside” Hotel Mons, Ljubljana, 19th June 2007 Mr Petri Rinne Manager Joutsenten Reitti LAG http://www.joutsentenreitti.fi petri.rinne@joutsentenreitti.fi

  2. M inistry of Agriculture and Forestry - organization Minister of Agriculture and Forestry i Department secretary Department of Fisheries and Game Department of Forestry Department of Food and Health Department of Rural Areas and Natural Resources Department of Agriculture Policy Division Executive Division 14.10.2003 / MMM / SL

  3. LEADER approach in available to use measures in Finland’s Rural Programme: Axis 1 111 - Vocational training and information (Developing human potential) 123 - Adding value to agricultural and forestry products 124 - Co-operation for development of new products, processes and technologies Axis 2 214 - Agri-environment payments 216- Support for non-productive investments Axis 3 311 - Diversification of agriculture 312 - Creation and development of micro-enterprises (less than 10 employees) 313 - Encouragement of tourism activities 321 - Setting up basic services for the economy and rural population 322 - Village renewal and development 323 - Conservation and upgrading of the rural heritage 331 - Training and information 341 - Acquiring the skills in preparing and implementing a local development strategy Axis 4 421 - Inter-territorial and transnational projects 431 - Running the local action group, acquiring skills and animating the territory

  4. L AGs in Finland LEADER II as well as nationally financed POMO programme during 1997 – 1999 gave good results in rural development Conclusion: Local Action Group is a model of rural development that should be continued and still extended Result: Mainstreaming of local action groups into other rural development programmes

  5. L EADER method used in all LAGs area-based approach bottom-up approach local partnership innovation multi-sectoral integration inter-territorial co-operation (incl. transnational co-operation) networking decentralised management and financing

  6. C ommon features for all LAGs in Finland Members in the board of the LAG: 1/3 representatives of municipalities 1/3 local associations and enterprises 1/3 rural inhabitants National public financing: Municipalities of the LAG area must cover 20 % of total public financing National Network Unit financed nationally and serves all local action groups

  7. Local Action Group Board 1/3 representatives of municipalities 1/3 local associations and enterprises 1/3 rural inhabitants worker Project Project Project munici-palities Project Project Project local people, enterprises, farms and residents

  8. L ocal Action Groups 2000-2006 LEADER method has been fully mainstreamed into four other program than just LEADER+ 58 LAGs covering 419 municipalities out of 432 (center of larges cities and a few small cities remain outside) 25 LEADER+ groups (LEADER+ Program) 19,5 LAGs financed in Regional Rural Development Program 6,5 LAGs financed in Objective 1 development plans adapted to implement also the respective program POMO+ 7 national financing local action groups Programme document contains basic features of LEADER+ (Action 1)

  9. L ocal Actions Groups 2001-2006 Almost 6.000 projects have already started (end of 2005). Total number of projects in Finnish LAG work will be probably around 6.500 Some results + Actual local projects, activate local people and new people + Social capital is growing + LAGs activate female and young people + Very much training, activating and information is made + New jobs created, several people are working in projects and some impact to business activity Problems - Bureaucracy and lack of personal resources To improve: Continuation and quality of activities and promotion of learning and networking

  10. L ocal Action Groups in Finland LEADER+ -action group POMO+ - action group ALMA - action group Objective 1, Northern Finland - action group Objective 1, Eastern Finland - action group Border of Objective 1 -Programme

  11. P reconditions for Powerful LAGs 1. 2. 3. 4. 5. 6. 7. a LAG is a mixed group a LAG has real power with own global grant money LAG's own Plan and Programme Wide range of projects In the Board of the LAG own quotas for different partners Goodwill of regional and national authorities Good results on the basis of living civil society

  12. I Organisation criteria for Leader LAGs: 1. 2. The operational area of the LAG must be defined in a clear and binding manner in the application. The area of the LAG does not necessarily have to follow administrative borders. Each area can only belong to one LAG. The definition of the area of the LAG must show the population of this area and state the reasons why it is appropriate for local action and involvement as well as indicate that the area has sufficient financial and human resources. The Leader measures must be targeted at rural areas. All municipalities or towns with less than 20,000 inhabitants are defined as rural areas in their entirety. As a general rule, the urban centre areas of municipalities or towns with more than 20,000 inhabitants are excluded from the definition.

  13. I Organisation criteria for Leader LAGs: 3. 4. • The LAG must be a competent actor (a registered association, etc.). All the actors of the area must have the opportunity to become LAG members (rules cannot exclude certain actors). There must be a sufficiently large and extensive number of members in the LAG. The members must include representatives of public administration, entrepreneurs, communities and local people. • The Board of the LAG must follow the tripartition principle. The following parties must have a balanced representation (each with a share of one-third) on the Board or the decision-making body of the LAG: • 1) municipalities (local government) • 2) communities (organisations, associations and large companies) • 3) local people (individuals and small entrepreneurs). • The principles of tripartition and the regular terms of the Board members must be included in the rules and be visible in the composition of the Board • at the time of application.

  14. I Organisation criteria for Leader LAGs: 5. The LAG must show in its application how it will organise itself internally or acquire the sufficient economic and administrative skills through co-operation.

  15. II Criteria established for local rural development programmes: 1. 2. 3. The local rural development programme must be prepared openly and extensively using the bottom-up principle. The programme or its annexes must describe the preparation process and the parties involved. The local programme must concentrate on rural development, creating conditions and new models to develop the area in question. The objective of the programme is to improve the quality of life and living conditions in rural areas and to increase social capital by developing the communities, etc. The objectives of the programme must clearly show its contribution to the emergence of new work and income opportunities. The local rural development programme must describe and analyse the current situation of the area. The activities planned in the programme must be broad-based and include activities from many different fields.

  16. II Criteria established for local rural development programmes: 4. 5. 6. The programme must include separate objectives for measures for women, men and young people and possibly include measures targeted at various population groups. The objectives and measures of the programme must follow the principles of sustainable development. The programme or its annexes must have a clear description of how co-operation, co-ordination and complementarity with the other actors and programmes of the area have been arranged. The exchange of expertise and the division of duties in business financing must clearly be agreed upon with municipalities, regional business service centres or business associations at the regional level.

  17. II Criteria established for local rural development programmes: 7. 8. The application must include an estimate of the total need for public funding and of the amount of private funding. The programme or its annexes should include an estimate of those measures in the rural development programme for continental Finland which funding is being applied for. The municipalities of the area must commit themselves to contributing 20% of the public funding received by the LAG from the rural development programme for continental Finland, except for Axis 2, which does not use municipal funding. The municipalities must commit themselves to funding according to the annual one-time payment principle ("lump sum").

  18. III Features of a good local rural development programme: The programme has a clear and logical strategy. The experiences of the LAG obtained from implementing the development programmes in previous programming periods have also been analysed and the result of these analyses have been considered when planning the strategy and priorities of the programme. The programme is coherent and has a "sense of purpose" to it, building on the strengths of the area and finding solutions to its weaknesses. The programme is feasible and realistic and includes ideas or solutions that are clearly new to develop the area. The programme shows how these new solutions, ideas or practices are brought within the reach of rural actors. 

  19. III Features of a good local rural development programme: The programme clearly describes co-operation with various parties (Regional Councils, key organisations in the area, municipalities, sub-regional units, etc.). The LAG has developed co-operation with several parties. Its role towards the other actors of the area is clear and functional. The programme includes a plan on how to activate and involve the inhabitants of the area and the various population groups and actors in developing their own area when implementing the programme. If the programme involves transnational and inter-territorial co-operation, these must have clear and reasonable objectives. The LAG has clear indicators to monitor the attainment of objectives and a plan for the practical implementation of the programme.

  20. III Features of a good local rural development programme: The programme has a broad selection of activities from the various axes of the rural programme for continental Finland. The LAG has negotiated other funding for the implementation of the programme or for its activities in addition to that from the rural development programme, such as funding from other Structural Funds.

  21. Joutsenten reitti LAG 7 municipalities with population of 50 000 131 projects in 2000-06Creation of new jobs, community development, rural tourism & culture, environment

  22. Wood Processing Centre • for the Unemployed • NEED FOR THE PROJECT: • Structural unemployment and the social problems related, • abandoned village school • the LAG assisted a village association to design • a wood processing • project for the unemployed • - wood processing machinery  • contact building to the municpality, • labour office and congregation • RESULTS: 12 new jobs, save in state unemployment benefits and • municipal social care benefits, increased quality of life

  23. Local Artisan Network "Circle of 13” • NEED FOR THE PROJECT: • Artisan enterprises are small and work alone with their small resources  • - the project was initiated by the round table discussions organised by the LAG • marketing events, brochure and website (www.keha13.fi) • - training on accounting, foreign trade etc. • RESULTS: Increased sales, three new jobs, new products and new know-how

  24. Lessons Learnt in Dissemination/ NMS • first initiative/ information flow must be top-down, then only bottom-up • right implementation: open, transparent, participatory (beware of single, dominant interest groups) • global grant principle & trust on local experts • media & communication strategy crucial in the beginning (principle of positive jealousy) • avoid the hazards of bureaucracy (e.g. pre-payment problem) • when used properly, Leader can make any villager Asterix and any village unbeatable!

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