LEADER / CLLD 2014-2020
- Approach and
expectations from the EU Pedro Brosei
28 October 2015
ADDED VALUE OF CLLD
Added value of CLLD/LEADER
Sub- regional areas - The local
territorial approach (Article
3 2 .2.a CPR)
Community led partnerships Participatory and partnership
approaches
(Article 32.2 .b CPR)
Integrated multi-sectoral
local strategies (Article
32.2.c CPR)
Innovation
(Article 32.2.d CPR)
Networking and cooperation
(also Article 32..d CPR)
Flexible response to
needs
R
E
Mobilises knowledge,
energy and resources
Linkages and synergy.
Horizontal and vertical
S
U
L
New markets, products,
and ways of doing.
Social innovation
Transfer of good practice,
joint solutions to
common problems
T
S
Evolution of the LEADER approach
Leader I (1991-93) – experience : following the criticism of the « single
project » approach in the structural policy
Leader II (1994-99) – laboratory : limited to less favoured rural areas,
innovation, pilot actions; introduction of transnational cooperation
Leader + (2000-06) – maturity phase : eligibility of all rural areas;
reinforcement of the role to be played by networks and of transnational
cooperation (Leader + type measure for the new Member States 20042006)
« Integrated Leader » (2007-13) – Leader axis – no specific Leader
programmes; Leader as a methodological approach following the
general programming of rural development
+ LEADER under IPARD, + Axis 4 of the EMFF
Leader approach as a base for the community-led local development
(CLLD) approach carried out by local actors in the 4 ESI-Funds
2014-2020
2
Community-led local development
(CLLD) in the new framework
Europe 2020 strategy: Territorial development on subregional level as a cross-cutting issue for inclusive
growth
Common Sttrategig Framework for the ESI-Funds
addresses CLLD as a tool for territorial development
Partnership Contracts will had to address CLLD
Common Provisions Regulation for the ESI-Funds: offers
a common approach to support community-led local
development: single set of rules (art. 28-31), which are
complemented by fund-specific features (in case of
EAFRD and EMFF).
From LEADER I to LEADER/CLLD
Funds
EU Budget (EUR)
LAGs
Leader I
1991-1993
EAGGF-Guidance,
ESF, ERDF
450 million
217
Leader II
1994-1999
EAGGF-Guidance,
ESF, ERDF
1.7 billion
821
Leader+
2000-2006
EAGGF-Guidance
2.1 billion
893 in EU-15
(+ 250 under Leader+
type measure 20042006 in 6 NMS)
Leader Axis
2007-2013
EAFRD
5.5 billion
 = 6% of the
EAFRD funding
Total public:
8.9 billion
2.416 in 27 Member
States
CLLD
„Leader 5.0“
2014-2020
EAFRD, ESF, ERDF,
EMFF
EAFRD: +/- 4.5
billion (min. 5% in
each RDP)
Total public funding
in RDPs: 9.4 billion
Expected 2.050 LAGs
supported by RDPs in
28 Member States
3
Indicative allocation of budget for
LEADER 2014-20 (total public)
Source: ENRD LEADER sub-group, state of play: April 2015
ESI-Funds supporting CLLD
across MS
EAFRD, ERDF, ESF and
EMFF
EAFRD, ERDF and ESF
BG, DE, ES, FR, GR,
IT, PL, PT, RO, SE,
UK
CZ, HU
4 Funds
3 Funds
2 Funds
1 Fund
3
EAFRD, ERDF and EMFF
SI
EAFRD and ERDF
AT, SK
EAFRD and EMFF
CY, DK, EE, FI, HR,
IE, LT, LV
EAFRD and ESF
NL (possibly)
11
11
3
EAFRD only
BE, LU, MT
Lessons learnt from the past
which are reflected in the 2014-20
legal framework
• Some rigidities in the use of LEADER as driver for
CLLD
• Limited quality of strategies
• Unclear responsibilities of different involved parties
• Limited LAG's capacities to develop and implement
a Local Development Strategy (LDS)
• Limited level of participation and limited interest by
the private sector
What was the way forward
for 2014-2020 ?
• Strengthening the role of LDS as central tool to
meet core objectives at local level, unlocking
strategies from RD measures
• Greater focus on animation and capacity building
• Strengthening the participation of the private
sector in the partnerships
• Reinforced networking tools for LAGs on EU and
national level
• Streamlined transnational cooperation
High quality local development strategies
•
Analysis of the development
needs and potential of the area
•
Objectives, including clear and
measurable targets for outputs or
results
•
Community involvement in the
development of the strategy
•
Action plan
•
Management and monitoring
arrangements
•
Financial plan(viable budget)
integrated
networking
cooperation
Linkages
between
development
actions
multisectoral
Local
innovation
(see Art. 33.1 CPR)
Elaboration of local development
strategies
- Contribution to
programme objectives
- Coherence and
consistency with "topdown" or other
strategies
- Local needs identified
through SWOT analysis
- Bottom-up process
The mobilisation of the key actors an
building the partnerships
• Build on existing experience whenever possible
• Encourage bottom-up processes
• Range of sectors to be included in the partnerships
• Clarity on the administrative and financial capacity as well
as the tasks of LAGs
• Balance between "public" and "private" and the role of the
civil society
• Working procedures, rules and structures for decisionmaking
Tasks of the LAGs (Art. 34 (3) CPR)
a) building the capacity of local actors to develop and implement operations including
fostering their project management capabilities;
b) drawing up a non-discriminatory and transparent selection procedure and objective
criteria for the selection of operations, which avoid conflicts of interest, and ensure that
at least 50% of the votes in selection decisions are cast by partners which are not public
authorities, and allow selection by written procedure;
c) ensuring coherence with the CLLD strategy when selecting operations, by prioritising
those operations according to their contribution to meeting that strategy's objectives and
targets;
d) preparing and publishing calls for proposals or establishing an ongoing project
submission procedure, including defining selection criteria;
e) receiving and assessing applications for support;
f) selecting operations and fixing the amount of support and, where relevant, presenting
the proposals to the body responsible for final verification of eligibility before approval;
g) monitoring the implementation of the CLLD strategy and the operations supported, and
carrying out specific evaluation activities linked to that strategy.
Selection of local development
strategies: an effective process
• Timing: One or several selection rounds
• Types of calls depending on the readiness of LAGs
• Selection criteria have to reflect the added value of the
CLLD approach
• Strategies should compete against a common standard
rather than against each other
• Selection committee:
• Administrative arrangements in case of multi-funding
• Overall coordination of the selection process
How to ensure a more efficient use
of LEADER/CLLD?
• Support capacity-building at all implementation levels
• Raise awareness of specificities of CLLD for all players involved
in CLLD: MAs, Pas, Audit Authorities, LAGs/ project promoters
• Clear division of responsibilities, avoid duplication
• Reduce administrative burden for all
• Simplify procedures for public co-financing
• Simplified procedures for small projects
• Simplified cost options (small projects, running costs, etc.)
• Speed of overall approval process and payments
• Encourage advance payments (to LAGs and beneficiaries)
• Keep additional rules to necessary minimum
• Avoid restrictions of eligibility which limits the capacity of the
LAGs to respond to local needs and support innovation
• Evaluate efficiency of delivery systems
Thank you
for your attention!
Advantages of the common CLLD
approach
Common approach for local development under all
European Structural and Investment Funds (ESIF):
fosters integrated regional development
ERDF
EAFRD
Rural
area
ESF
 Harmonized rules for planning
and implementation
 "Multi-Fund" LEADER-strategies
enable a contribution of the
different related EU policies to
reach regional/local
 Added value for rural areas: more
comprehensive strategies and LAGpartnerships, improvement or ruralurban relationships, synergies with the
groups of the fisheries' areas.
17
Member States with CLLD
possible also in urban areas