Embed Size (px)
Citation preview
ITF – AGROFOOD 2010
“THE ROLE OF LEADER PROGRAMME IN RURAL DEVELOPMENT IN SLOVENIA
Prepared by: Tomaž Cunder, B. Sci. Geogr.
Agricultural Institute of Slovenia, Departement of Agricultural Economics, Hacquetova 17, Ljubljana
Skopje, 09. – 13. 11. 2010
PREVIOUS EXPERIENCE WITH RURAL DEVELOPMENT COMMUNITY BASED PROGRAMMES
Program for “Integrated Rural Development and Village Renewal” (CRPOV) (1991-2002)
opreparation phase (analysing development needs, elaborating the development programme, establishing partnerships, organising training workshops); o promotion of rural areas;
o village renewal;
o tourist and farm infrastructure;
o developing and establishing trade marks for local products.
Development Programmes for Rural Areas (1996-2006)
o establishing partnerships and the selection of managers
o animation of local population
o preparation of development strategies
MAIN OBJECTIVES OF LEADER APPROACH
o local capacity building,
o new employment opportunities,
o diversification of activities in rural areas,
o stimulation of endogenous development,
o improving the management in rural areas,
o extension of innovation.
LAGS IN SLOVENIA FOR THE PERIOD 2007 - 2013
Prednostne naloge po gospodarskih sektorjih (%)
LEGAL FORM OF THE LAGs
oContract of establishment of LAG (16)
oAssociation (8)
oConsortium contract (4)
oCo-operative (3)
oMemorandum of Association (1)
oPublic Institute (1)
STRUCTURE OF PARTNERSHIP
still predominant role of municipalities in the public sector,
agricultural enterprises and farms represents 40% of partners from economic sector,
private sector combines individuals, different associations and nongovernmental organizations (NGOs).
STRUCTURE OF PARTNERSHIP
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
LA
G 1
LA
G 2
LA
G 3
LA
G 4
LA
G 5
LA
G 6
LA
G 7
LA
G 8
LA
G 9
LA
G 1
0L
AG
11
LA
G 1
2L
AG
13
LA
G 1
4L
AG
15
LA
G 1
6L
AG
17
LA
G 1
8L
AG
19
LA
G 2
0L
AG
21
LA
G 2
2L
AG
23
LA
G 2
4L
AG
25
LA
G 2
6L
AG
27
LA
G 2
8L
AG
29
LA
G 3
0L
AG
31
LA
G 3
2L
AG
33
Tota
l
Public sector Economic sector Private sector and NGO
FINANCIAL RESOURCES FOR LEADER AXES IN SLOVENIA
Running Local Action Number of inhabitants of the LAG area Surface of the area (km2)
Implementation of projects 40 % - assessment of local development strategy 30 % - number of inhabitants of the LAG area 30 % - surface of the area (km2)
FINANCIAL RESOURCES 2009
Total comitment: 5.568.142 €
Running Local Action Groups: 1.140.216 € Min: 4.046€ Max: 92.298€ Average: 34.552€
Implementation of projects: 4.427.927 € Min: 57.028€ Max: 282.469 € Average: 168.732€
DEVELOPMENT DEFICIENCY INDEX OF SLOVENIAN REGIONS
A DEVELOPMENT DEFICIENCY INDEX AND ITS INDICATORS
Development Deficiency Index (DDI) is a composite index and is used as a basis for allocating direct and indirect regional incentives. The index is composed of eleven indicators classified in three groups:
Indicators of development (GDP/capita, Taxable earnings per capita, Value added of commercial companies per employee and Employment population ratio)
Indicators of deficiency (Registered unemployment rate, Ageing index , Share of the population with the connection to the public sewerage system)
Indicators of developmental opportunities (Number of years in formal education, Share of NATURA 2000 areas in the total area, Density of settlement and Labour migration index)
Main characteristics of LAGs by DDI range
IndicatorsLAGs in
DDI 1LAGs in
DDI 2LAGs in
DDI 3LAGs in
DDI 4SLOVENIA
total
GDP/capita (euros) 22.286 14.177 12.638 10.223 15.446
Taxable earnings/capita (%) 121,5 98,0 93,7 75,5 100,0
Labour productivity (%) 114,5 93,5 101,7 71,2 100,0
Employment rate (%) 63,0 60,6 61,0 55,4 60,4
Reg. unemployment rate (%) 7,2 8,9 9,3 15,7 9,4
Ageing index (%) 110,1 118,1 114,9 121,2 115,1
Connection to PSS (%) 66,9 46,3 42,4 31,2 49,9
Years of formal education 11,3 10,5 10,2 10,0 10,6
NATURA 2000 areas (%) 21,6 32,8 38,1 43,5 35,5
Population density 196,9 91,7 77,8 91,2 99,1
Labour migration Index (%) 121,7 95,8 83,9 90,3 100,0
LOCAL DEVELOPMENT STRATEGY
Characteristics of the area (geographic, economic, demographic, sociologic, description of previous actions)
SWOT annalysis (development potential of the area)
Development vision (chosen theme and goals , priorities, target groups, expected resoults)
Operating strategy (bottom-up approach, time schedule, innovative actions, transferebility of the actions and activities, sustainability of ther strategy)
Harmonisation with other development programmes
STRATEGIC GOALS OF LOCAL DEVELOPMENT STRATEGIES
PRORITY TASKS OF THE LDS
ANNUAL IMPLEMENTATION PLANSActivity Number
of projectsShare(%)
Value of projects
(€)
Share of co-financing
(%)
Agriculture 46 16,3 1.240.263 50,5
Tourism 94 33,3 3.291.067 47,4
Small business and handcraft
33 11,7 1.239.267 38,5
Architecture and rural planning
17 6,0 655.649 46,6
Infrastructure 17 6,0 369.834 35,0
Culture 44 15,6 1.215.699 58,5
Additional farm activities 11 3,9 207.228 48,2
Information technologies 11 3,9 198.537 48,5
Energetics 5 1,8 121.920 53,6
Forestry 4 1,4 226.296 51,3
Total 282 100,0 8.765.760 47,7
ANNUAL IMPLEMENTATION PLANS
CONCLUSIONS
Local Action Groups in Slovenia are very heterogeneous in the matter of size, structure of partnership and administrative structure
All LAGs take into consideration “bottom-up” approach
Local development strategies in most cases consider all the aspects of sustainable development.
Lack of interterriotrial and transnational cooperation
Slovenia will exceed the objectives set in the Rural Development Programme 2007-2013
THANK YOU FOR YOUR ATTENTION
