The support framework for local
partnerships in Bosnia and Herzegovina
The support framework for local The support framework for local
partnerships in Bosnia and Herzegovinapartnerships in Bosnia and Herzegovina
Renata RadekaRenata Radeka
UNDP Project ManagerUNDP Project Manager
Trento, 10Trento, 10--12 November12 November
UNDP UNDP –– SUTRASUTRA PLODPLOD
Contents
IIII
LeaderLeader
National Framework:National Framework:
Guidance;Guidance;
Training;Training;
Financing;Financing;
IIIIII
IVIV
II
LAG LAG in in ““SUTRASUTRA””
BiH ContextBiH Context
National context
• The new national planning process was officially initiated in September 2007 by the BiH Coordination Board for Economic Development and EU Integration, which includes the Chairperson of the Council of Ministers BiH, the two Entity Prime Ministers, State and Entity Finance Ministers and representatives of the State Ministry of Foreign Trade and Economic Relations (MOFTER), the DEP and Directorate of European Integrations (DEI).
• two development strategies for BiH –the Country Development Strategy (CDS) and
• the Social Inclusion Strategy (SIS) –both of which will cover the period 2008-13.
• Whereas the MTDS 2004-2007 was developed on the basis of the World Bank and International Monetary Fund methodologies addressing poverty reduction issues, the new BiH strategies will follow the EU methodology reflecting the country’s aspiration to become an EU member state.
• In line with this goal, the CDS and SIS will serve as the basis for preparation, later, of the National Development Plan and Joint Inclusion Memorandum (3-year period).
• They are mandatory prerequisites for EU membership once the country receives the status of candidate country.
Regional Development AgenciesRegional Development AgenciesRegional Development AgenciesRegional Development Agencies have
been created to serve as intermediary
agent in regional development policy.
RDA boundaries are not corresponding to
administrative boundaries and
consequently are encountering problems
of financing and ‘political’ leverage.
LLocalocal Action Groups within Action Groups within
SUTRA ProjectSUTRA Project
LLAG AG is a tool for implementation of projects at the local level is a tool for implementation of projects at the local level with the following attributes: multiwith the following attributes: multi--sectoralsectoral; operational; ; operational; flexible and established for project flexible and established for project –– purpose. It can operate purpose. It can operate under the PPP cooperation modality. under the PPP cooperation modality.
RepresentativeRepresentative of of municipalitymunicipality (delegated by mayor)(delegated by mayor)
Representative of Representative of business sectorbusiness sector (delegated by the (delegated by the Regional Development Agency (RDA)Regional Development Agency (RDA)
Representative of the Representative of the Civil Society Sector Civil Society Sector (delegated by (delegated by local community in the selflocal community in the self--selection process)selection process)
II
Municipal AdministrationMunicipal Administration
Business Business
associations/associations/
RDAsRDAs
Local Action Local Action
GroupGroup
-- Development of local communityDevelopment of local community-- Local Economic DevelopmentLocal Economic Development
Civil Civil
SocietySociety
-- Identification of Identification of activities for business activities for business sectorsector
-- Local Community AssessmentLocal Community Assessment-- Support to reintegration of the Local Support to reintegration of the Local CommunityCommunity
Roles and Responsibilities in Roles and Responsibilities in LAGsLAGs
•• Overall process coordinationOverall process coordination•• Implementation of proper procedures,Implementation of proper procedures,rules and regulationsrules and regulations•• Support to CSO sector in decision Support to CSO sector in decision making processesmaking processesCapacity development and networkingCapacity development and networkingWith external partnersWith external partners
aa
LAG
LAGLAG
New forms of partnerships
are:
• Registered (formal partnerships)
• Mayors of two and more municipalities in the management board
• Co-financing project proposals
• Need to rely on higher–level policy
Local partnerships are tasked to:
1. the use of new know-how and new technologies to make the products and services of rural areas more competitive,
2. improving the quality of life in rural areas,
3. adding value to local products, in particular by facilitating access to markets for small production units via collective actions,
4. making the best use of natural and cultural resources.
The leader house provides
substantial motivation for
creation of partnerships:
Single Rural Development FundSingle Rural Development Fund
Rural DevelopmentRural Development
20072007--20132013
‘‘Leader AxisLeader Axis’’
Axis IAxis I
CompetitCompetit
ivenessiveness
Axis II Axis II
Environment Environment
+ Land + Land
ManagementManagement
Axis III Axis III
Economic Economic
diversity +diversity +
Quality of Quality of
LifeLife
Single set of programming, financing, Single set of programming, financing,
monitoring and auditing rulesmonitoring and auditing rules
Financing modalities
Previous assistance in EU
CARDSCARDS (2000 – 2006)
Democratic stabilisation 92,88 mil.
Institutional Capacity building 57,50 mil.
Socio-economic development 60,19 mil.
Environment and natural resources 18,00 mil.
Justice and internal affairs 40,26 mil.
Integrated border management 33,00 mil.
Other 3,30 mil.
TOTAL 305.13 mil.
Future Assistance: IPA 2007
1.Transition Assistance and Institution Building
• 2. Cross-Border and Regional Co-operation
• 3. Regional Development Component 4. Human Resources Development Component
• 5. Rural Development Component
Budgetary resources?
• Different institutions are aware of the need to diversify implementation modalities and absorb local level (whether this is municipality alone or local partnership)
Under IPA, currently
• Potential Candidate Countries – Albania, Serbia, Montenegro, and Bosnia and Herzegovina – are eligible for the first two components of IPA, which concentrate on institution building, in particular to strengthen the Copenhagen political criteria, enhance administrative and judicial capacity and encourage some alignment with the acquis.
stronger orientation toward instituion building and absorption capacities.
Guidance
• State Ministries have their sectoralstrategies, for example:
• Return and Reintegration Strategy (Annex VII of DPA)
• Rural Development Strategy
• Cultural Development Strategy (Annex VIII of DPA)
• Entity-level ministries have their sectoral/entity/based strategies that ideally should feed into state strategies.
Sector for Agriculture and Rural Sector for Agriculture and Rural
Development at the State level 6 Development at the State level 6
Priority Areas :Priority Areas :
N6: Diversify Rural Activities and N6: Diversify Rural Activities and
improve the quality of life in rural improve the quality of life in rural
areas areas –– what matters is what matters is coordinationcoordination
Federation Ministryfor Agriculture Coordination
MOFTER
RS Ministry of Agriculture
MunicipalitiesŠŠalterialteri
LAGsCantons
Trainings
Currently most trainings are delivered by international organisations.
Leader modalities: UNDP
Local development Strategies: UNDP (comprehensive
LDS, OSCE (municipal working groups), USAID,
bilateral donors etc.
Rural development strategy: entity-level ministries
(although the strategy is being created in
participatory manner the trainings have not been yet
provided to the local level)
Required for partnerships under RD:Required for partnerships under RD:Required for partnerships under RD:Required for partnerships under RD:
action 1action 1action 1action 1:::: support for integrated territorial rural
development strategies of a pilot nature based on the
bottom-up approach and horizontal partnerships,
. . . . action 2action 2action 2action 2: support for inter-territorial and
transnational cooperation,
. action 3action 3action 3action 3:::: the networking of all rural areas in the
Community, whether or not beneficiaries under
Leader+, and all rural development actors.
Required networking principles:
• regroup national networks, organisations and administrations active in the field of rural development at Community level.The aims of the Network will be to:
• Collect, analyse and disseminate information on Community rural development measures.
• Collect, disseminate and consolidate at Community level• good rural development practice.• Provide information on developments in the Community‘s• rural areas and in third countries.• Organise meetings and seminars at Community level for• those actively involved in rural development.• Set up and run expert networks with a view to facilitating an exchange
of expertise and supporting implementation and evaluation of the rural development policy.
• Support the national networks and trans-national cooperationinitiatives.
Development strategies must:
be integrated, in the sense that it adopts a global approach based on the interaction between actors, sectors and projects,
built around a strong theme typical of the identity and/or resources and/or specific know-how of the territory, and uniting all the actors and projects inthe various fields contributing to the development strategy.
• The need for intermediary agents (agencies and/or networks for local partnerships or similar) will become a necessity in order to support the process of ‘verticalisaton’ between national stakeholders and local partnerships.
Thank youThank you!!
UNDP BiHUNDP BiH
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