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Homework on a draft Pilot Project proposal on a national Network and LEADER-kind initiative for Rural

Development in Serbia

Building network capacity to support rural development in Serbia and support LEADER approach to ruraldevelopment

The consequence of the development of industry and urban communities, is a large gap between living

conditions in the countryside and the city, which is ultimately one of the main factors that led to migration

from village to town and a drastic decrease in the number of inhabitants in the villages. Preservation of

rural communities is a new challenge to contemporary society.

Agricultural policy and rural development in EU

Support the development of agriculture dating from the fifties of last century when there was a

adoption of the Common Agricultural Policy (CAP). The main goal was providing enough food for the

population after World War II. In the beginning of the realization of the program, the funds were directedto farmers in terms of subsidies and incentive of guaranteed prices. Also were provided funds to

encourage the restructuring of agriculture in the area of investment, mechanical equipment parks,

increasing holdings in order to adapt the farmers then economic and social conditions. CAP proved to be

a very successful system, so that the EU succesed in the eighties to establish agricultural production,

whose scope was to meet their own needs of member countries. The establishment of stable production

of the EU, found itself in a situation that forced the constant struggle with the most important commodity

surpluses of agricultural products (mainly subsidies) and to stores within the EU. Basic settings of CAP

had to be changed and it was done during the eighties and early nineties. Grants are limited to reducecommodity surpluses and introduced quotas and also placed emphasis on environmental protection as a

priority. Adoption''Agenda 2000''marked the beginning of a new common agricultural policy in the EU.

Agenda 2000 envisaged the training of European agriculture to market competition and brought with them


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Outside the focus of the public, pararel with the successful implementation of CAP,diferent

processes taking place at the regional level from which will emerge later, one of the major program of

rural development LEADER - Liaison entre actions de dveloppement rural.The first ideas came from theaspirations of the mountain regions of Austria, on the end of the seventies towards alternative

development of the region, themselves from themselves in accordance with the state regional policy. The

basis was the will of the citizens to realize their own ideas and fuller use of regional resources. Another

impuls came through the state planning in the eighties, as former instruments, first regional plan, they

could not respond to the challenges of restructuring and increasing competition, so that powered the

various initiatives at national and European level in order to strengthen regional initiatives. It is also

important the influence of the sustainable development component in the regional development

concepts in the 90 years.

Germany accelerate in the steps to connect creativity and regulations between the holder of the

decision (government) and affected (citizens) with decisions, through the regional development concepts.

But there was not a instance that these concepts would be translated - said - implemented. Local

authorities themselves are insufficient, inadequate or limited, regional centers for planning lacks of

management rights - powers. In all this there are differences in purpose and tasks of regional planning,

which operates more conceptual and regional management, which lays more on implementation and

cooperation. Shared commitment to them, however, is coordination. Should complement rather than

exclude, substitute.

The LEADER story

... from the pilot initiatives to the mainstream concept ...

The official launch LEADER initiative in 1991. year and then he was presented as the ''community

initiative'', financed by EU structural funds. There were three generations:

LEADER I (1991-1993)

LEADER II (1994-1999)


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Seven key feature of the LEADER

During the implementation of the LEADER program to justify its existence and over the years, the number

of LAG's are constantly increasing:

Leader initiatives / Number of local action area covered with EU funds


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preservation of the continuity of the former Leader Network. At the European level is established 1999th

The Elard - European Leader Association for Rural Development, which includes membership in the

European network for rural development, after its founding.

Agricultural policy and rural development in Serbia

Agricultural policy in Serbia in the period from 1945 to the beginning of the nineties is characterized

by a number of agrari reforms in which came to the transformation of ownership of agricultural land and

support agriculture consisted in supporting the public sector (cooperatives, agricultural companies andcombine) through grants and favorable loans. Support from the private sector through cooperation by

supplying the necessary resources (seed, fuel, fertilizer, pesticides and herbicides, etc.). And occasionally

through organizing and training for farmers. In the eighties improves the situation for individual producers,

allow the soft loans for the purchase of mechanization and launches subsidized credit line''Green''plan

aimed at improving livestock production in terms of building and equipping facilities for cattle. The general

characteristic is that agriculture was not a market-oriented and are not guaranteed protection measures

built price. At the beginning of the nineties came to return the country and the restructuring of agricultural

production. Once the powerful agricultural cooperatives and agricultural enterprises disappeared. Smallfarmers are without an appropriate machinery for the processing of land. Over the next decade,

agricultural production is put in the function of preserving social peace, on the national level is no

strategy for development of agriculture, villages economically weakened, the infrastructure is not renewed

and rural areas become less aktractiv as a place to live.

After 2000 started the strategic planning in agriculture and restoration of commodity production. In the

first plan is to establish a stable production in order to meet their own needs in food at the national level.

Rural development in this period remains in the background. After a stabilization in commodity production

in the 2004th and 2005. started preparing of measures to support rural development. Except for

measures of subsidizing activities in the rural communities during 2007 was launched two important

activities resulting from the Rural Development Program in Serbia:


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(a) the competent regional, local authorities and other public authorities;

(b) the economic and social partners;

(c) any other appropriate body representing civil society, non-governmental organisations,

including environmental organisations, and bodies responsible for promoting equality

between men and women.

The Member State shall designate the most representative partners at national, regional and local level

and in the economic, social, environmental or other sphere (hereinafter partners). It shall create the

conditions for a broad and effective involvement of all appropriate bodies, in accordance with national

rules and practices, taking into account the need to promote equality between men and women andsustainable development through integration of environmental protection and improvement requirements.

2. The partnership shall be conducted with due regard to the respective institutional, legal and financial

responsibilities of each category of partner as defined under paragraph 1.

3. The partnership shall be involved in the preparation and monitoring of the national strategy plan and in

the preparation, implementation, monitoring and evaluation of the rural development programmes.

Member States shall involve all appropriate partners at the various programming stages, due regard

being had to the time limit set for each step.

Article 67

European Network for Rural Development

A European Network for Rural Development for the networking of national networks, organisations and

administrations active in the field of rural development at Community level shall be put in place in

accordance with Article 66(1).

The aims of the Network shall be to:

(a) collect, analyse and disseminate information on Community rural development measures;


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Article 68

National rural network

1. Each Member State shall establish a national rural network, which groups the organisations and

administrations involved in rural development.

2. The amount referred to in Article 66(3) first subparagraph shall be used:

(a) for the structures needed to run the network;

(b) for an action plan containing at least the identification and analysis of good transferable

practices and the provision of information about them, network management, the organisation

of exchanges of experience and know-how, the preparation of training programmes for local

action groups in the process of formation and technical assistance for inter-territorial and

transnational cooperation.


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The EU Rural Development policy and IPA 2007.2013

Objectives and governance

The objectives of the EU Rural Development Policy - also known as the second pillar of the Common

Agricultural Policy (CAP) focus on the enhancement of the social and economic cohesion, on the

improvement of competitiveness in farming and forestry sectors, and on the amelioration of the

environment aiming at landscape conservation and sustainable development.

The European Union action in favour of the rural world is governed by Council Regulation no. 1698/2005

and combines national policies implemented by each Member State, in a framework of subsidiarity,

additionality of resources, partnership and participation of the various stakeholders.

European approach

Regarding the programming period 2007-2013, the European Union has adopted a so-called "multi-level"

approach, including: Community Strategic Guidelines, National Strategy Plan and Rural Development

Programme.

The Community Strategic Guidelines (CSG)

define the community strategic priorities

The National Strategy Plan (NSP)

sets the strategic priorities of the Member State

The Rural Development Programme (RDP)

is the operational Programme designed to implement NSP and CSG


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5. Rural Development

Components I and II are open to all beneficiary countries.

Component I involves institution building measures and associated investment, as well as transition and

stabilisation measures still necessary in the Western Balkans. It is delivered through annual national and

multi-beneficiary programmes.

Component II supports cross-border cooperation at borders between candidate/potential candidate

countries and between them and the EU countries.

Components III, IV and V are open to candidate countries only, and are designed to mirror structural,cohesion and rural development funds in preparation for the management of such funds upon accession.

They therefore require the relevant management structures to be in place (see decentralisation).

Potential candidate countries and candidate countries that have not been accredited to manage IPA

funds in a decentralised manner are eligible, under the Transition Assistance and Institution Building

Component, for measures and actions of a similar nature to those which will be available under the

Regional Development Component, the Human Resources Development Component and the Rural

Development Component.

RURAL DEVELOPMENT 2009-2013 SERBIA

The Ministry of Agriculture, Forestry and Water Management (MAFWM) has developed a National Rural

Development Strategy Plan (NRDSP) that is the outcome of consultations, partnerships and

negotiations with the major institutional, economic and social actors. It identifies three strategic priorities

in line with the IPAs 5th Rural Development Component objectives:

(a) improving market efficiency and implementation of Community standards;

(b) preparatory actions for implementation of the agrienvironmental measures and local rural
http://ec.europa.eu/enlargement/how-does-it-work/financial-assistance/decentralisation_en.htmhttp://ec.europa.eu/enlargement/how-does-it-work/financial-assistance/decentralisation_en.htm


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potential candidate for accession to the EU which it is largely restricted access to EU funds. Despite the

fact that the AP of Vojvodina started the initiative in the formation of LAG's and implementing LEADER

approach,''bottom-up''and territorial approach to rural development, and the principle of horizontal andinter-sectoral partnerships is not sufficiently implemented, thus the experience of LAG - and the Leader of

Serbia can not be use as a support for strengthening the capacity and sustainability of the rural network.

Analyzing the existing national network for rural development and LAG's in Serbia we come to the

conclusion that the measures to strengthen the capacity of the network for rural development and the

Leader approach to rural development must be defined in two priorities (or two tracks):

- Support capacity building of the National Network for Rural Development- Support initiatives based on the Leader approach

Despite the existence of two priorities and needs for various activities during the program implementation

is necessary to intertwine activities in order to create a partnership between NNRD and LAG's and

created a strong synergy between NNRD and the Leader approach in the rural development .

National Rural Network of Serbia

The Programme was prepared by the Rural Development Department of the Ministry of Agriculture,

Forestry and Water Management, based on the needs defined through its network of 11 regional and 126

local offices, in cooperation with the RD Unit of UNDP Serbia, ICDT,... to support the implementation of

rural development policies in Serbia for the period 2010-2013.

The National Rural Network of Serbia (NRNS) - managed by the Ministry of Agriculture, Forestry and

Water Management provides for a set of mandatory actions, in line with Community legislation (Article

68 of EC Council Regulation no. 1698/05), together with other measures designed to overcome

fragmentation and isolation of rural development policies. The so-called mandatory actions include:

identification and analysis of good transferable practices, organisation of exchanges of experience and


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3) Strengthening: In order to overdraw the effects and strengthen the performance of measures

being co-financed by the European Union through the above-mentioned Rural Development

Programmes.

Main beneficiaries

All organizations and administrations, acting - directly or indirectly - in the field of rural development at

international, national, regional and local levels, can become effective members of the Network.

At national level: it refers to institutional, economic and social actors, including Non-Governmental

Organizations (NGOs).

At international level: it regards the international partners of the Network and, in particular, the European

Rural Network's members; cooperation relations and exchanges of experiences with such members could

be established in order to achieve the Programmes objectives.

The Role of the Network

According to the specific Serbian organizational and institutional structure, Municipalities and APV are in

charge of the local/rural development planning and management, while the Ministry is to provide for

guidance and coordination in agricultural, forestry and water management policies.

Coordinating: The National Rural Network of Serbia enables the coordination and support of the local

administrations through its 11 regional Rural Development offices.

Sharing: The Network aims at strengthening their impact on the territory as well as enhancing the trans-

national and inter-territorial vocation of rural development policies, encouraging cooperation, exchange of

good practices, and sharing of innovation.

Supporting: Therefore the National Rural Network of Serbia plays a major role in emphasizing thestrengths of Serbian rural areas and in highlighting any weakness of rural development management, in

order to guarantee a timely intervention and proper solutions.


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The Activities

The Programme consists of nine actions to support the following steps:

planning:the Network's definition process has been completed in quite a short period of time and has

been the first Italian programme to be approved by EU. Its well-timed implementation allows to help

Regions and Autonomous Provinces in the arrangement of their rural development programme for the

2007-2013 period;

implementation:the Network provides also support to implementation of National and IPA 2009-2013

actions in favour of rural areas through the promotion of good practices exchanges and the enhancement

of qualitative performance of interventions, encouraging monitoring and evaluation measures;

training:training requirement is a pre-requisite for the growth of any sector of economy, hence also for

rural development. Rural development is characterized by the presence of public and private actors that,

particularly in the last few years, had to deal with a series of changes regarding key issues (such as

environment, animal welfare, food safety) and the implementation of national and EU policies ("bottom-

up" approach, integration among funds, and so on);

information:the Network has a central role in promoting funding possibilities for the rural development

sector, in supporting access to services for business and rural communities, in diffusing results achievedby the agricultural and forestry policies so as to establish a new communication approach to the public

opinion;

cooperation: relying on the contacts with its own members, with the European Rural Network and also

with the other EU and neighbour States, the Serbian National Rural Network stands as a privileged tool to

help inter-territorial and trans-national cooperation projects - as well as any cooperation project among

different Institutions - that aim at the growth of the Serbian rural areas

external

collaborat

orsand

experts

3


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Strengths Weaknesses

Territorial coverage-more than 15 regional

and 150 branch offices covered the entireterritory of Serbia

Good coordination and communication

between regional centers and MAFWM

Technical equipment of the office

Quality human resources

Co-ordinators who are trained and

certified for production of PLA studies that

serve to create a detailed plan for rural

development

citizens' confidence in the work of the office

Good cooperation with the Office of

municipalities and local development

partners

Detailed database

motivation of staff involved in the network

Local governments support the work of the

network

Established web site of the NNRD

Activities limited with financial resources

Coordinators insufficiently trained in projectmanagement

Core areas of activity is the development of

primary agricultural production, rural

development included insufficient

Number of personnel engaged in work due to

insufficient network covering a large territory Insufficient cooperation among the regional

centers with the territories of different regional

centers

The structure of the network is incomplete

''top down''principle in the establishment of

networks

lack of public information about the activities

of the network There are no publications dealing with the

issue of network activities

web site does not meet the standards of other

national networks

Local governments do not participatesufficiently in supporting the activities of the

Centers

Opportunities Threats

Establish quality structures modeled on

other national networks

Establishing long-term partnership

between MAFWM and NNRD to support

the sustainability of the network in terms offinancing activities

Strengthening of cooperation with local

governments in the area of regional offices to

Cooperation between the Ministry and NNRD

not formalized and regulated in the long run

Local governments are not interested in a

partnership and does not want to participate in

financing the costs of activities The consequences of the global economic

crisis disable network and financing activities

of rural development funds from national level


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Leader approach and establishment of local action groups

The first initiative in starting activities on the implementation of Leader approach was implemented

November 2007. year by the Secretariat of Agriculture, Forestry and Water Management of AP Vojvodina,

initiating a pilot project of forming local action groups in the five municipalities of Vojvodina, with the task

of implementation of Leader approach in rural development and preparation of local action plans.

The main frame in implementing the Leader approach is a strategy for rural development programming

period 2009 - 2013. Measures foreseen in the implementation of the strategy were defined in three axes

of which the second axis defined area of Leader approach

Priority axis 2: Preparatory actions for implementation / application agroecological

measures and local rural development strategies

(a) Activities to improve the environment and villages;

(b) Preparation and implementation of local rural development strategies

Axis 2 of the strategie will be applied only in the period 2011-2013, due to inability to use the funds

IPARD Fund, intended for implementation of these activities, however MAFWM foresees the possibility ofestablishing a local action group, based on a small number of pilot experiences, which can provide

tangible results in terms of providing lessons learned for future implementation wider Leader approach.

Article 3.4. Strategy MAFW gives an explanation of the activities could be implemented in the preparation

period

Part of preparing for the future implementation of these measures will be implemented using three forms

activities:

a) technical assistance measures IPARD will partially support the participation

future and existing interest groups and relevant state authorities in the activities

European Network for Rural Development in order to learn from the experience of the EU Leader Group;


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Strengths Weaknesses Decision makers (MAFWM, APVSAFWM)aware of the needs of the implementation of

Leader approach in rural development policy

The APVSAFWM initiated the process offorming a pilot program in five municipalitiesLAG Rural Development Strategy for theprogramming period 2009-2013 foresees theimplementation of Leader approach andpossible formalizing the establishment ofpilot activities LAG's

National Network for Rural Developmentwas established in part project task has anobligation to support the LAG's Local communities interested in theprinciples of the Leader Existence of local initiative in organizing aLAG by''bottom up''principle The existence of awareness of the need fordeveloping strategic plans for ruraldevelopment of local communities and areasof LAG's

decentralization process slow and inefficient

Local governments and cities have resistance

to the formation of micro-regions or LAG's

because them look as obstructionist of their

sovereignty

Delay in the implementation process of

Leader approach in the rural development

Emigration of educated personnel to urbanareas

A small number of businesses active in rural

communities

Insufficient number of civil societyorganizations with regional capacity located in

rural areas

Human capacities in local communities,

undeveloped and incompetent for theimplementation of Leader approach

LAG are viewed as a source of fundingoutside the context of Leader approach and

basic assumptions of this program.

Strategies and action plans are made byoutside experts engaged local communities

included in the strategy, and without their

participation in creating

There is no built in direct dialogue between

decision-makers at the provincial and republiclevel with local communities

Opportunities Threats Establishing a quality structure on the model ofother national Leader programs

Cooperation between NNRD and LAG's is not

b d t hi i l d t th


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Measures objectives and activities

In accordance with project and task analysis, logically be the need to define three main measures:

1. Strengthening the capacity of the national network to support rural development

2. Implementation of the Leader approach to rural development through support to pilot programs LAG.

3. Promotion NNRD, Leader, LAG's activities and examples of good practice

Activities that are conducted within the framework of measures are given in the tables:

Table I: Strengthening the capacity of the national network to support rural development

Table II: Implementation of the Leader approach to rural development

Table III: Internal Communications and Promotion of the Network (web site, electronic and print

publications)

Please note that despite the activities divided into the three measures, their implementation is largely

interwoven and are mutually dependent, both in terms of implementation and results of activities by

creating a high degree of synergy and cohesion among the measures and resulting in effective

implementation project task NNDR with appropriate capacities, organized by EU standards, ready to

implement the tasks in the field of rural development and implementing the of philosophy of Leader

approach in practice.


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Homework on a draft Pilot Project proposal on a national Network and LEADER-kind initiative for Rural Development in Serbia

Table I 1st Measure Capacity Building of the National Network for Rural Development

Specificobjectives

Activity holders act. Description target group benefitionaries

indicators /status

indicators /results

1.1 Strengtheningmanagement capacityNMRR

1.1.1

Definingcontrolstructures andworkingbodies NNRD

MAFWM

APVSAFWM

NNRD

LAG

Workshops at thenational, regionaland local level

MAFWM

APVSAFWM

NNRD

LAG

NGO

MAFWM

StructureNNRD notenough builtandunspecified

Make proposalsfor theestablishmentof managementstructures andworking bodiesNNRD

1.1.2Preparationand adoption

of documentsonmanagementand workingbodies of theNNRD

MAFWM

APVSAFWM

NNRD

LAG

Based on the resultsof workshops

composed adocument andadopted at theplenary session

MAFWM

APVSAFWM

NNRD

LAG

MAFWM

APVSAFWM

NNRD

LAG

Managementstructure is

not clearlydefined

Adopted adocument on

the structureand formed anetworkmanagementand workingbodies

1.2 Sustainability NNRD

1.2.1Defining long-term financingNNRD anddeterminationof funding

sources

MAFWM

APVSAFWM

NNRD

LAG

TG(thematicgroups)

Analysis of thecapabilities by TG(thematic groups)and CC(Coordinating

Committee).

Workshops at thenational, regionaland local level

MAFWM MAFWM

NNRD

NNRD formedthroughcompetition,which isupdated

every year

Defined long-term fundingopportunitiesand sources offunding for

financing theNNRD(IPA,nationalprogram, localcommunities)

1.2.2 Formalizingand defining

MAFWMAPVSAFWM

Formally organizingNNRDDefining its

MAFWM MAFWMNMRR notformally

NNRD formallydefined and


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relationsbetweenMAFWM andNNRD

NNRDLAG

role in theprogramming period2009 - 2013 andform a network ofcooperation with

MAFWM

NNRD NNRD

registered,there is notthe rightpartnershipwith MAFWM

signed acontract withMAFWM oncooperation inthe

programmingperiod 2009-2013

1.3 Strengthening thecapacity ofhumanresourcesNNRD

1.3.1 Training ofregionalmanagementand regionalcenters

Expert oncontract

trainings andseminars on topics:

-community-mobilization

-ProjectManagement

-Leader-approach

-media and publicoutreach

-communicationskills

RC and PCof the NNDR

NNRD Skills,knowledgeandmanagementskills are notenough builtin the NNRD

NNRDManagementsuccessfullycompleted thetraining module

1.3.2 Specializedtraining bythematic

groups

TG NNRD

MAFWM

APVSAFWM

workshops andtraining formembers of the TG

TG NNRD MAFWM

APVSAF

WM

NNRD

inexperiencein the work ofTG

memberstrained to workin thematic

groups

1.3.3 Study tours NNRD Study tours in thecountry and abroad(examples of goodpractice)

MAFWM

APVSAFWM

NNRD

MAFWMNNRD

Insufficientpracticalexperience inSerbia

MAFWM, NNRDgained newknowledge frompractice


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LAG

1.3.4 Expertexchange

MAFWM

NNRD

One representativefrom MAFWM andNNRD engaged inan exchange withone of the countrieswith built networksfor ruraldevelopment, in aperiod of threemonths

Selection ofrepresentatives onthe basis of internal

competition withinthe NNRD andMAFWM.

MAFWM

NNRD

MAFWM

NNRD

Transfer ofknowledgeandexperience isinsufficient

Acquired newknowledge andexperienceimplemented inthe work of theNNRD

1.3.5 Developmentof competitivespirit andmotivation

NNRD Internal competitionfor the best RC, PC,the best example ofinnovation and goodpractice

NNRD MAFWM

NNRD

Members ofthe networkare notequallymotivated inthedevelopmentof thenetwork

People engagedin the work ofthe NNRD wellmotivated towork

1.4 MobilizingCommunities

1.4.1 ''Micro''Forumfor RuralDevelopment

NNRD Organize regularmeetings in localcommunities withlocal authorities,NGOs, citizens

NNRD MAFWM

NNRD

Citizensinsufficientlyfamiliar withthe work ofNNRD,insufficientinformationexchange

Increasedinformation ofthe localcommunity,provided two-way flow ofinformation


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1.4.2 promotionof''bottomup''approach

NNRD Workshops at thecommunity level onmeasures MAFWMin the field of ruraldevelopment,

provide anopportunity for localactors givesuggestions andcomments, whichare forwarded to theMinistry

LocalCommunity

MAFWMThe localcommunity isnot used theopportunityto engage in

the policy ofruraldevelopment

Increasedinterest of localpeople for ruraldevelopmentprograms

1.4.3 Day of theruralcommunities

MAFWM

APVSAFWM

NNRD

LAG

Organization ofevents''Day of therural communitiesin order todissemination of

good practiceexamples and buildregional cooperationin Serbia

Localcommunities included inthe NNRD

MAFWM

localcommun

ities

Numerouseventsrelated to therural areasare local or

regional type,there is noevent at thenational level

Local products,services andinitiativespresented inone place,

promotedexamples ofgood practiceand establishedCollaboration oflocalcommunities

1.4.4Strengtheninglocaldevelopmentcapacities .

RC NNRD Organizing trainingin projectmanagement,strategic planning,

communitymobilization

all sectors ofthecommunityincluded

NNRD andLAG

community andLAG

Insufficienttraining inlocalcommunities

and LAG

Localcommunitiesare ready toengage in

planning andimplementingruraldevelopment

1.5 Networking

1.5.1 Regional level RC NNRD At the regional levelthrough the RCcenters contact withthe larger numberof localgovernments,

representatives of allsectors inthe region

RCNNRD

MAFWM

Cooperationwith localcommunitiesis insufficient,there are notpartnerships

EstablishedCooperationwith all sectorsof the RC areaand formedpartnerships


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NGOs, institutionsand publiccompanies involvedin ruraldevelopment and

achieve apartnership with RCNNRD.

1.5.2 National level NNRD At the national levelto achievecooperation with thereference of NGOs,public enterprisesand institutions toachieve cooperationwith other NNRDand EU NRD

Representatives of thesector at thenationallevel, otherNNRD,

MAFWM

NNRD

NNRD havenot built apartnershipswith othernetworks andorganizations

Establishedcooperationwithorganizationsand networks ofreference

1.5.3Leader areasand NNRD

NNRD

Leadersubcommittee

Making high-qualitycommunicationbetween the Leaderarea with RC NNRDcovering theterritory of theLAG's and at thenational levelbetween the Leadersubcommittee withthe Council NNRD

CouncilNNRD

LeaderSubcommittee

RC and LAG

MAFWM

APVSAFWM

NNRD

LAG

insufficientcommunication betweenLeader LAG-area andNNRD

realized thecommunicationbetween LAG'sand NNRD

Table II MEASURES2nd

Implementation of the Leader approach to rural development

Specificobjectives

Activities holders oftheactivities

OpisDescription target group benefitionaries

indicators /status

indicators /results

2.1 Definingcharacteristics andthe

2.1.1 Preparationof proposalsfor MAFWM

Council withworkingbodies

Despite the clearlyexpressed desire toimplement theLeader approach, is

MAFWM

APVSAFWM

MAFWM

APVSAF

There is noclearlydefinedprocedure of

Preparedproposal andinitiative for theregulation of


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necessarypreconditions forthe''Leader''areas

LAG

Representatives

MAFWM

APVSAFWM

still poorlyimplemented inpractice and there isno clearly definedrules about

determining thearea andestablished LeaderLAG's.It isnecessary to bringthe unique rules atthe national level,adjusted to theconditions of Serbia.

NNRD

LAG

pilotinitiatives

WM

NNRD

LAG

establishingand definingLeader LAGarea

this area

2.2 Supportpilotactivities in

theestablishment of theLAG

2.2.1 Preparationandimplementatio

n of trainingfor existingpilot LAG

NNRD One of the foreseenactivities andobligations NNRD is

organizing trainingfor the LAG.Thetraining is organizedin the form ofseminars, trainingsand workshops inaccordance with theactual needs of theLAG's

pilot

LAG's

pilotLAG

localcommunity

Education sofar includedonly

managers ofthe pilot'sLAG

Completedtraining of allstructures of

the LAG's

2.2.2Establishmentof a pilot

LAG''TRI''based on bottomupapproach

NNRDMAFWM

APVSAFWM

Supporting theinitiative LAG''TRI-

Tamis developmentinitiatives''as a pilotprogram based onbottom up principle

LAG ''TRI'''MAFWM

APVSAFWM

LAG TRI

Localinitiatives on

theestablishmentof LAG TRI isnotinstitutionallysupported

LAG TRIinstitutionally

supported as apilot program

2.2.3Formation ofthe Leadersubcommitteewith the

NNRDMAFWMAPVSAFWM

Leadersubcommittee is apermanent workingbody responsible for

Participantsinvolved intheimplementat

NNRDMAFWMAPVSAFWM

Contact placeto exchangeexperiencesof the Leader

Enabledcommunicationand informationexchange


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participationof the pilo

LAG sLAG

coordinationbetween the LAG'sand NNRDMAFWMAPVSAFWM

ion of theLeaderapproach

LAG

does not exist throughSubcommittee

2.2.4Distribution ofsmall grantsto LAG's

NNRDMAFWMAPVSAFWM

Leadersubcommittee

After preparation oflocal action plans inthe second year ofprojectimplementation,should be preparedfunds to finance aproject by LAGs inaccordance with theprinciples of theLeader.

LAG

localcommunity

NNRDMAFWMAPVSAFWM

LAG

Existing pilotLAG's are notable toimplementlocal actionplansbecausethere are nofunds thatsupport theirwork

Micro fundsprovided forfinancing softprojects of thepilot LAG's

2.3 ImplementationLeader atthenationallevel

2.3.1 analysis ofthe success ofthe pilot LAG

NNRDMAFWMAPVSAFWM

Leadersubcommittee

workshop on theimplementation ofLeader approach inthe pilot's LAG

LAG

Leadersubcommittee

NNRD

NNRDMAFWMAPVSAFWM

Leader inSerbia is notpresent andthere are noactivities thatcould serveas a subjectof analysis

Pilot LAG's havesuccessfullyimplementedthe first pilotaction plan andpilot projectsareimplementedand make thebasis forexamples

Leader inSerbia

2.3.2Preparation oftenderdocuments forthe first publiccall for theformation ofLAG

NNRDMAFWMAPVSAFWM

Leadersubcommittee

After defining thenecessarypreconditions forthe formation ofLeader LAG-areasbased partially onthe experience ofthe first pilot LAG's,

LAG

Leadersubcommittee

NNRDMAFWMAPVSAFWM

Prt of theterritory ofVojvodina,covered byLAG's weredefinedconditionsand way of

Definedconditions forthe formation ofLAG's andcreated thepossibility ofexpanding thepilot program


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prepare theconditions for theestablishment of apilot LAG's on thewhole territory

NNRD

localcommunity

forming LAGLAG's the wholeterritory ofSerbia

2.3.3 Calling apublic call forthe pilot ofthe LAG -

NNRDMAFWMAPVSAFWM

Leadersubcommittee

Experiences of pilotLAG's spread to theentire territory ofSerbia

LAG

Leadersubcommittee

NNRD

localcommunity

NNRDMAFWMAPVSAFWM

The first pilotLAG's formedwithout publiccall

Establishedconditions forthe formation ofthe LAGs onthe bottom upprinciple

2.3.4

The choice ofthe new pilotLAG's

NNRDMAFWM

APVSAFWM

Leadersubcommittee

In accordance withthe public call,LAGs are selected

In each region ofSerbia formed LAG

LAG

Leadersubcommittee

NNRD

local

community

NNRDMAFWM

APVSAFWM

SerbianLeadercoveragearea only onthe territoryof APVojvodina

The entireterritory ofSerbia coveredby Leader LAG'sby regionalprinciple

Table III MEASURES 3rd Communication within the network, Web presentation and promotionactivities through publications

3.1 Internalcommunicationwithin thenetwork

3.1.1Establishregularcommunication between theactorsinvolved inrural

NNRDMAFWMAPVSAFWM

LAG

Making a web-forum

- Circular e-mails ofnews distributionon a monthly basis

Regularly send

LAG

Leadersubcommittee

NNRD

NNRDMAFWMAPVSAFWM

Unsatisfactory level ofcommunication and non-standardin thecommunicatio

Standardizedcommunicationsystem meetsthe needs ofnetwork


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development

news from RC andLAG in order toupdate the web site

n

3.1.2Regularmeetings ofmanagementat the regionaland nationallevel

NNRDMAFWMAPVSAFWM

LAG

Labor-managementmeetings within thedefined structure ofnetworkmanagement(thematic groups,LEADERsubcommittee , thecontact point, theCouncil network,etc.)

NNRDMAFWMAPVSAFWM

NNRDMAFWMAPVSAFWM

NNRD have

not definedstructure andquality ofcommunication

After forming

the structureNMRRestablishedquality ofcommunication

3.2 Promotion

NNRD andactivities ofthenetwork

3.2.1 Making a

quality website inaccordancewithapplicablestandards

NNRD -WEB site

-post forum

- The establishmentof standardizedforms of reportingfrom stakeholdersto web master

- Regularly updatepresentation

-setting up links torelevant sites inorder to promotethe presentation

NNRD NNRD

MAFWMAPVSAFWM

web site is

not incompliancewith EUstandards

web site is in

accordancewith EUstandardsNMRR,interactive andgives users alot ofinformationabout activitiesof the NNRDand ruraldevelopment in

general in theEU and SerbiaWeb siteproduced inEnglish andSerbian

3.2.2 Publications inelectronic andprinted form

NNRD Specializedpublicationsintended for ruraldevelopment actors

NNRD NNRDMAFWMAPVSAFWM

There is asufficientnumber ofpublications

.Specializedpublicationslaunched by themodel of other


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in Serbia. on ruraldevelopmentwithexamples ofgood practice

nationalnetworks.

3.2.3 Promotionactivities inthe field ofruraldevelopmentthrough theInternet

NNRD Making short videopresentation ofactivities and bestpractices suitablefor distribution viathe Internet serviceprovider (you tube)and social sites

LAG

Leadersubcommittee

NNRD

localcommunity

NNRDMAFWMAPVSAFWM

Not enoughused theopportunityoto addressyoung peoplevia theInternet

Increasedinterest ofyoung peoplefor theparticipation inthe activities ofruraldevelopment

TIME DIAGRAM

measure activ. month of implementation (from the beginning of the project)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

I

1.1.11.1.21.2.11.2.21.3.11.3.21.3.31.3.41.3.51.4.1

1.4.21.4.31.4.41.5.11.5.21.5.3

II 2.1.12.2.12.2.22.2.3


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2.2.42.3.12.3.22.3.32.3.4

II

3.1.13.1.23.2.13.2.23.2.3

Documents

engl_w2003_complet