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1 ELARD on the road to the LEADER approach today and after 2013 new challenges Petri Rinne ELARD Petri Rinne ELARD President Ludbreg, Croatia 26th March, 2013 Viimsi Spa, Estonia 15th September, 2011

2 ELARD before and today International non-profit organization founded in 1999 by 5 European national informal LEADER networks: 1. French LEADER Network - LEADER France 2. Greek LEADER Network - Eλληνικό Δίκτυο LEADER 3. Irish LEADER Network - Comhar LEADER na heireann 4. Italian LEADER Network - AssoLEADER 5. Spanish LEADER Network REDR Today, ELARD is representing more than 700 LAGs (from some 2300 in total) through voluntary networks in 23 countries: Belgium, Czech Republic, Denmark, Estonia, Finland, France, Greece, Hungary, Ireland, Italy, Latvia, Lithuania, North Ireland, Poland, Portugal, Romania, Scotland, Slovakia, Slovenia, Spain, Sweden + Croatia & Macedonia In contact with Rural Networks in Bulgaria, Cyprus, Germany

3 ELARD aims One of the most important aims of ELARD is to: "represent the interests of the so called wider rural economy (as defined by the OECD s New Rural Policy Paradigm) in the EU s policy making". The association aims also to: "campaign to spread the philosophy, principles and reach of the LEADER method grounded in the seven specific features in order to achieve sustainable rural development across Europe".

4 The Finnish Presidency aims 1. Strengthen and spread the LEADER methodology - CLLD working groups, FARNET, Balkan area candidate countries, LEADER Dissemination seminar in Finland in June 2011, Africa, Russia, Latin America, consultancy process with the DG Development and Cooperation 2. Improve the LEADER implementation environment - EN RD LEADER Sub-Committee and Coordination Committee, DG Agri Advisory Group for Agriculture and Rural Development, EN RD Focus Group on Improving the Quality of Local Development Plans, one-to-one meetings with Mr Ciolos, his cabinet members, MEPs, DG Agri officials 3. Extend ELARD membership - 7 new member countries: Croatia, Denmark, Estonia, Macedonia, Scotland, Slovakia, Sweden 4. Support Transnational Cooperation - annual ELARD gatherings launched in cooperation with member networks, EN RD and other key partners - LAG staff exchange program introduced - website renewal and TNC partner search promotion ( 5. Produce good quality Report on the Presidency Activities - on the way!

5 LEADER a European success story Stage Duration Funds Budget (EUR) LAGs Leader I Leader II Leader Leader axis EAGGF-Guidance, ESF, ERDF EAGGF-Guidance, ESF, ERDF EAGGF- Guidance EAFRD 450 million billion 821 ELARD was born 2.1 billion 893 in EU-15 (+ 250 in the Leader+type measure ) in 6 MS 5.5 billion 6% of the EAFRD funding in EU FLAGs CLLD CSF Funds Min. 5% of EAFRD +??? 3 000? Rural, fisheries, urban

6 Why LEADER? To involve everyone! 1. LEADER is able to mobilise, empower and involve the whole rural economy: from a traditional farm to a high-tech processing company. In rural context, where human and other resources are scarce, this is particularly important. LEADER is a non-political, transparent and open for everyone tool to re-shape the rural future.

7 Why LEADER? To be cost-effective! 2. LEADER is a cost-effective way of renewing, diversifying and developing the rural economy. In my own LAG territory in South-West part of Finland, with the population of , we have been supporting the generation of 200 new jobs during the current programming period, most of which are in the services sector where we have been lagging behind. The 150 business and community development projects launched are funded 60% by the EU, state and local municipalities public funds and 40% by the private stakeholders own funds. In addition there is an extensive amount of local enthusiasm and voluntary work powering LEADER free of charge.

8 Why LEADER? To change the mind-set! 3. LEADER is able to change the traditional topdown local development mindset to bottom-up. People on the ground start doing those things themselves that they were earlier blaming public civil servants and politicians not to do. LEADER also brings in the long-term strategic thinking through the Local Development Strategies that collect the individual projects under an umbrella and bigger territorial vision.

9 Leader : Planned expenditure for Leader by MS ( EAFRD funding: Ø 6,1 % ) 14% 12% 10% 8% 6% 4% 2% 0% ES PT IE NL DK EE IT LT UK GR DE LU SE HU AT FI FR BE CZ PL MT SI SK CY LV BG RO

10 Leader LAGs the state of play 10

11 Nombre de GAL axe LEADER par Etat Membre (total: septembre 2012) PL ES DE FR IT CZ UK HU AT RO FI SE PT LT DK GR LV IE SI NL SK EE BE BG LU CY MT

12 Type de béneficiaires (publiques/privés) (Données cumulées sur la base des rapports d'activité annuels 2011, total sans UK) Type of beneficiaries, ratio public/private 100% 80% 60% 40% Public sector Private sector 20% 0% Austria Belgium Czech Republic Estonia Finland France Germany Greece Hungary Ireland Italy Latvia Lithuania Luxemburg Netherlands Poland Portugal Slovakia Slovenia Spain Sweden United Kingdom Denmark Malta Romania Bulgaria Cyprus Total

13 Priorities Europe 2020 strategy Common Strategic Framework (CSF) covering the EAFRD, ERDF, ESF, Cohesion Fund and EMFF, and reflecting EU2020 through common thematic objectives to be addressed by key actions for each of the funds Partnership Contract national document outlining the intended use of the funds in the pursuit of EU2020 objectives Rural development policy: EAFRD Other CSF funds (ERDF, ESF, CF, EMFF) Innovation, Environment and Climate Change as cross-cutting objectives Fostering knowledge transfer and Innovation in agriculture, forestry and rural areas Enhancing competitiveness of all types of agriculture and farm viability Promoting food chain organisation and risk management in agriculture Restoring, preserving and enhancing ecosystems dependent on agriculture and forestry Promoting resource efficiency and supporting the shift towards a low carbon and climate resilient economy in agriculture, food and forestry sectors Promoting social inclusion, poverty reduction and economic development in rural areas Rural Development Programme(s) 13 13

14 Potential issues In spite of the CSF, CAP and Cohesion Policy still remain strongly separated and the CLLD is somewhere in between (e.g. 3 % payments sanction rule set by the Horizontal Regulation badly fits to the CLLD) 2. The CLLD plays a leftover role in the CAP and is considered nonagricultural even though the LAGs involve local farmers and would be eager to support agricultural innovation and job creation (LAGs should have full potential to implement all six RDP priorities)

15 Potential issues EN RD Focus Group 4 on Improving the Quality of LAGs Local Development Strategies (LDS): 2/3 of the replied LAGs considered their budget was inadequate to fully reach their LDS goals Adequate RURAL CLLD funding is crucial, multi-fund approach mostly benefits the URBAN CLLD (The EU budget confirmed in February 2013 cut the RDP budget by 5% to 95.1 billion Euros) 15

16 Potential Successes 1. CLLD dissemination to urban areas counterparts to rural LAGs for better rural-urban links and cooperation (see e.g. URBACT report on CLLD, Paul Soto & al., Feb 2012) 2. Start-up Kit for CLLD, provisions for capacity building, transnational and overseas cooperation made simpler (hopefully resulting in more transfers between the OMS and NMS, old LAGs and new LAGs, EU and Developing Nations) 16

17 Potential Successes 3. Administrative simplifications such as flat rate and lump sums payments procedure introduced from the Cohesion policy side Committee of Regions: Back to the dynamism of LEADER I! 17

18 European Innovation Partnership for Agricultural Productivity and Sustainability Joutsenten Reitti LAG s Best Project of the 2013: On-Farm Crop Quality Management and Tracking NEED FOR THE PROJECT: The production line does not separate the higher and lower quality crop volumes - a farmer network was created to measure on-farm crop quality by using NIT/NIR technology - e.g. beta glucan and Fusaria fungi contents can be defined on the farm, allowing the separation and sales of the crop in multiple units according to the quality level RESULTS: 50 farms could increase their profitability through higher producer price, the food processing companies introduced high-quality Finnish cereal products

19 LEADER impact evolution (A LEADER Dissemination Guide Book) Slow down rural exodus Change national policies Increase public participation Capacity building in rural areas New jobs and enterprises Protect the environment IRE CZK FIN LEADER started in Ireland in Finland in Czech Rep. Position of women and youth Innovative approach Internationalisation

20 EU 2020 needs us! Source: OECD - 2/3 of the EU s GDP growth takes place outside of the metropole areas - In more than one out of three OECD countries, the region with the highest rate of employment creation during was a rural region

21 Together we are stronger! European LEADER Association for Rural Development (ELARD) Rue de Saint-Laurent B-1000 Brussels

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