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

MINISTRY OF AGRICULTURE AND FORESTRY

LEADER and LAGs in Finland

”LEADER – developmental chance for Slovenian countryside”

Hotel Mons, Ljubljana, 19th June 2007

Mr Petri RinneManager

Joutsenten Reitti LAGhttp://[email protected]

LEADER and LAGs in Finland

”LEADER – developmental chance for Slovenian countryside”

Hotel Mons, Ljubljana, 19th June 2007

Mr Petri RinneManager

Joutsenten Reitti LAGhttp://[email protected]



Ministry of Agriculture and Forestry - organization

iMinister of Agriculture and Forestry

Department of Agriculture

Policy Division Executive Division

Department of Rural Areas and

Natural Resources

Department of Food and

Health

Department of Fisheries and

Game

Department of

Forestry

Department secretary

14.10.2003 / MMM / SL

MINISTRY OF AGRICULTURE AND FORESTRYLEADER approach in available to use measures in Finland’s Rural Programme: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 products124 - Co-operation for development of new products, processes and technologies

Axis 2214 - Agri-environment payments 216- Support for non-productive investments

Axis 3311 - Diversification of agriculture312 - Creation and development of micro-enterprises (less than 10 employees)313 - Encouragement of tourism activities321 - Setting up basic services for the economy and rural population322 - Village renewal and development323 - Conservation and upgrading of the rural heritage331 - Training and information341 - Acquiring the skills in preparing and implementing a local development strategy

Axis 4421 - Inter-territorial and transnational projects431 - Running the local action group, acquiring skills and animating the territory

Axis 1111 - Vocational training and information (Developing human potential)123 - Adding value to agricultural and forestry products124 - Co-operation for development of new products, processes and technologies

Axis 2214 - Agri-environment payments 216- Support for non-productive investments

Axis 3311 - Diversification of agriculture312 - Creation and development of micro-enterprises (less than 10 employees)313 - Encouragement of tourism activities321 - Setting up basic services for the economy and rural population322 - Village renewal and development323 - Conservation and upgrading of the rural heritage331 - Training and information341 - Acquiring the skills in preparing and implementing a local development strategy

Axis 4421 - Inter-territorial and transnational projects431 - Running the local action group, acquiring skills and animating the territory


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

LLAGs in FinlandAGs in Finland


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

LLEADER method used in all LAGsEADER method used in all LAGs


Members in the board of the LAG:1/3 representatives of municipalities1/3 local associations and enterprises1/3 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

CCommon features for all LAGs in Finlandommon features for all LAGs in Finland


local people, enterprises, farms and residents

Local Action GroupLocal Action GroupBoard

1/3 representatives of municipalities1/3 local associations and enterprises

1/3 rural inhabitants

ProjectProject

Project

munici-palities

ProjectProject

Project

worker


LLocal Action Groups 2000-2006ocal Action Groups 2000-2006

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)

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)


LLocal Actions Groups 2001-2006ocal Actions Groups 2001-2006Almost 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 resourcesTo improve: Continuation and quality of activities and promotion of learning and networking


LLocal Action Groups in Finland

ocal Action Groups in Finland

LEADER+ -action groupLEADER+ -action group

POMO+ - action groupPOMO+ - action group

ALMA - action groupALMA - action group

Objective 1, Northern Finland Objective 1, Northern Finland - action group - action group

Objective 1, Eastern Finland Objective 1, Eastern Finland - action group- action group

Border of Objective 1 -Programme


PPreconditions for Powerful LAGsreconditions for Powerful LAGs

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

1.2.3.4.5.6.7.

1.2.3.4.5.6.7.


Organisation criteria for Leader LAGs:Organisation criteria for Leader LAGs:

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.

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.

II1.

2.

1.

2.


Organisation criteria for Leader LAGs:Organisation criteria for Leader LAGs: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.

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.

II3.

4.

3.

4.


Organisation criteria for Leader LAGs:Organisation criteria for Leader LAGs:

The LAG must show in its application how it will organise itself internally or acquire the sufficient economic and administrative skills through co-operation.

The LAG must show in its application how it will organise itself internally or acquire the sufficient economic and administrative skills through co-operation.

II5.5.


Criteria established for local rural development programmes:Criteria established for local rural development programmes:IIIIThe 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.

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.

1.

2.

3.

1.

2.

3.


Criteria established for local rural development programmes:Criteria established for local rural development programmes:IIIIThe 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.

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.

4.

5.

6.

4.

5.

6.


Criteria established for local rural development programmes:Criteria established for local rural development programmes:IIIIThe 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").

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").

7.

8.

7.

8.


Features of a good local rural development programme:Features of a good local rural development programme:IIIIII

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.

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.



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.

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.



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.

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.


Joutsenten reitti LAG7 municipalities with population of 50 000

131 projects in 2000-06

Creation of new jobs, community development, rural tourism & culture, environment


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


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


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!

Documents

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