Development of Trans-National Cooperation projects - Adrian Neal
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Presented at the Irish National Rural Network conference on the 1st of December 2009
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Development of Trans-National Cooperation projects - Adrian Neal
- 1. Adrian NealAdrian Neal Contact Point of the European Network for Rural DevelopmentContact Point of the European Network for Rural Development Irish NRN Meeting, 1Irish NRN Meeting, 1stst December 2009, Dublin, IrelandDecember 2009, Dublin, Ireland
- 2. 1. EAFRD- European framework for cooperation 2. What is cooperation? 3. Why cooperate? 4. What is a good cooperation project? 5. Cooperation and networking 6. EN RD CP and its tools to support Cooperation 2
- 3. 3 Axis 1 Axis 2 Axis 3 Axis 4
- 4. Funded under Axis 4 (Leader) of the EAFRD through national or regional rural development programmes from 2007-13 > Part of implementation of local development strategies by local action groups (LAGs) Transnational cooperation is promoted by the European Commission, but not mandatory > All rural development programmes have foreseen a budget for cooperation within the Leader-axis Was also part of Leader II and Leader+ initiatives 4
- 5. TOTAL (expected) NUMBER OF LAGs LAGs already selected: 2,003 Expected LAGs to be selected: 2,432 LAGs selection process: state of play 18 / 27 Member States have completed selection process 7 Member States will close the selection process by end 2009 RO and BG will complete the selection process by end 2010 & 2011, respectively 5
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- 8. €265 million = 4.8% of the EAFRD budget for Axis 4 (Leader), Inter-territorial and transnational cooperation Italy (45,7 million), Spain (33,8 million) and Germany (30,2 million) are the Member States with the highest amounts for cooperation 8
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- 11. 2. What is cooperation? 11
- 12. 1. Inter-territorial cooperation - cooperation between different rural areas within a Member State: Requires at least one LAG selected under the Leader axis Open to other local groups using a similar participatory approach 1. Transnational cooperation - cooperation between different rural areas from at least two Member States: Requires at least one LAG selected under the Leader axis Additional partners may include other local groups using similar participatory approaches Also possible to extend cooperation to groups in third countries following a similar approach 12
- 13. The partner from a third country could be: Public-private partnership Local group active in rural development having the capacity to prepare a local development strategy An open partnership in which wider participation of local actors is encouraged (i.e. from various socio-economic sectors, including associations) 13
- 14. Ireland: USA, Canada Italy: Switzerland, Azerbaijan, Lebanon, Canada, Georgia, Syria, Turkey Spain: Argentina, Bolivia, Colombia, Guatemala Portugal: Angola, Argentina, Brazil, Cape Verde, Morocco, Uruguay France: Morocco, Tunisia Austria, Germany, Greece: Switzerland United Kingdom: FYROM, Russia 14
- 15. 3. Why cooperate? A luxury or a necessity? 15
- 16. Strengthening territorial strategies & local partnerships: Can help to better meet changing needs and challenges in cooperating areas Reaching critical mass: Pooling resources and expertise, the total benefits are much greater than the sum of individual achievements Improving competitiveness: Finding new business partners & positioning on new markets help promote local products & area of origin 16
- 17. Promoting innovation through new skills & approaches: Adopting new & improved operational approaches can generate knock-on socio-economic and / or environmental benefits Developing territorial identity and raising awareness: Helping local people discover their area and history (thereby becoming true ‘ambassadors’ of their areas) 17
- 18. Following a territorial approach, thereby ensuring local relevance and added value Having a strong and clearly defined project idea that will directly contribute to realising local development strategic objectives Going beyond simple information exchanges, to include common actions which create tangible results Planning properly for human resources Building a strong partnership that will endure beyond the project life 18
- 19. Taking the time to establish relations between actors Step-by-step approach Build on common issues/challenges Early involvement of local decision- makers 19
- 20. 1 . Getting ready to start Give local stakeholders a reason to get interested/involved in cooperation Consider creating a local ‘cooperation think tank’ to identify cooperation ideas 2. Preparing a cooperation project Finding trans-national partner(s) Meeting your partner(s) and agreeing to cooperate Preparing a trans-national cooperation application for funding Preparing a project monitoring framework Negotiating the financial aspects Bringing together the required resources (knowledge and technical); and Getting the financial, legal and administrative structures right 20
- 21. 3. Implementing the project Ensure: Cooperation partnership organised (action plan accepted) Partnership formalised (validated/shared common goals) Cooperation partnership animated (guide and move project forward) 4. Evaluation and valorisation Monitoring (agree and use target indicators) and evaluation Dissemination of results of the cooperation project (so that others can benefit from the experiences) 21
- 22. Effective networking can help in: Finding suitable partners Preventing groups from needing to reinvent the wheel Distributing ideas, innovations and information Making issues and challenges transparent and building connections 22 5. Cooperation & Networking
- 23. Article 67 of Regulation 1698/2005 establishes a European Network for Rural Development To collect, analyse & disseminate information on RD measures/programs To consolidate good rural development practice To provide information on developments in rural areas To support rural expert networks (notably for evaluation); To support national rural networks To support trans-national co-operation initiatives 23
- 24. Coordination Committee & Leader Sub-Committee Thematic Working Groups Rural stakeholders including LAGS National Rural Networks Managing Authorities DG Agriculture
- 27. 27 Results revealed differences in MS’s in: • Timing of decision-making, administrative approaches and solutions. • Format and detail of project applications • Financial support provided for the preparation of TNC projects • Level of technical support provided for the preparation of TNC projects Developing an integrated European Guide to Cooperation – recent survey:
- 28. Currently only examples from previous programming period: • Leader+ database of transnational cooperation projects • Leader+ database of Best Practice • Publications of the Leader+ Observatory (Magazine and ‘Best practice’ publications: http://ec.europa.eu/leaderplus • Copies of the publications can be ordered for free via AGRI-LEADERPLUS-PUBLICATIONS@ec.europa.eu 28
- 29. ENRD: http://enrd.ec.europa.eu DG AGRI – Rural Development: http://ec.europa.eu/agriculture/rurdev/index_en.htm Summaries of legislation – Rural Development: http://europa.eu/scadplus/leg/en/lvb/l60032.htm European Evaluation Network for Rural Development: http://ec.europa.eu/agriculture/rurdev/eval/network/whatwedo _en.htm 29
Notas del editor
- 4 priority axes including Leader axis 41 measures: - 16 under axis 1, - 13 under axis 2, - 8 under axis 3, - 3 under axis Leader, The "cooperation" measure is one of the three Leader Axis measures. - technical assistance The "cooperation" measure is one of the three Leader Axis measures. Cooperation encourages and supports a Local Action Group to undertake a joint action with another Leader group, or with a group taking a similar approach, in another region, Member State, or even a third country.
- Selection procedure completed: AT, BE-FL, BE-WAL, CY, CZ, DK, EE, ES, FI, FR, DE, HU, IE, LU, NL, PL, SI, SE,UK (ENG, WAL, NIE, SCO) Selection procedure has not been completed: BG, GR, IT, LT, LV, MT, PT, SK, RO
- Budget of the Leader Axis Budget amount Public: 8.687,5 billion of which EAFRD: 5.424,0 billion Private: 5.100,6 billion Total: 13.788,0 billion Relative importance of measures in % Local development strategies : 77, 5% Measure 411 : 9,5% Measure 412 :3,0 % Measure 413 : 65,0% Cooperation : 5,0% LAG management, skill acquisition and animation 16,5%
- Cooperation can provide local projects with a new dimension, since they provide stakeholders with alternative and novel opportunities to look for and solve issues in innovative ways. Strengthening of territorial strategy and local partnerships TNC projects are linked to the territory and the respective local development strategies of the cooperation partners. These projects help to meet the needs and challenges addressed in the strategies of the cooperating areas. Making projects more ambitious by reaching critical mass TNC enables a project to achieve a greater critical mass, since the total benefits are much greater than the sum of individual achievements (1+1=11). Pooling resources and expertise can result in economies of scale and synergies, which are favourable to help achieving project objectives (such as costs for technical equipment/technologies, training, marketing, etc.). Improving competitiveness: finding new business partners, positioning on new markets Implementing a project with transnational partners can help the promotion of local products and the area of their origin. TNC may provide access to new business opportunities, hence generating a potential for: increased product sales; a complementary business partner to improve a product or process; and additional know-how. In contrast to potential competition, cooperation enables the partners to take advantage of complementarities, and to benefit from similarities. Supporting work and promoting innovation through new skills New visions and new dimensions can support and promote new ways of working. Furthermore exposure to transnational experiences can help broaden business horizons and encourage companies to adopt improved operational approaches. These in turn should generate knock-on socio-economic and/or environmental benefits for rural areas. Developing territorial identity and raising awareness Transnational cooperation can help local people discover their area and history. By improving the understanding of their own territory, transnational interactions can lead to local actors becoming more open to represent their territory, and thereby becoming true ‘ambassadors’ of their areas.
- Cooperation can provide local projects with a new dimension, since they provide stakeholders with alternative and novel opportunities to look for and solve issues in innovative ways. Strengthening of territorial strategy and local partnerships TNC projects are linked to the territory and the respective local development strategies of the cooperation partners. These projects help to meet the needs and challenges addressed in the strategies of the cooperating areas. Making projects more ambitious by reaching critical mass TNC enables a project to achieve a greater critical mass, since the total benefits are much greater than the sum of individual achievements (1+1=11). Pooling resources and expertise can result in economies of scale and synergies, which are favourable to help achieving project objectives (such as costs for technical equipment/technologies, training, marketing, etc.). Improving competitiveness: finding new business partners, positioning on new markets Implementing a project with transnational partners can help the promotion of local products and the area of their origin. TNC may provide access to new business opportunities, hence generating a potential for: increased product sales; a complementary business partner to improve a product or process; and additional know-how. In contrast to potential competition, cooperation enables the partners to take advantage of complementarities, and to benefit from similarities. Supporting work and promoting innovation through new skills New visions and new dimensions can support and promote new ways of working. Furthermore exposure to transnational experiences can help broaden business horizons and encourage companies to adopt improved operational approaches. These in turn should generate knock-on socio-economic and/or environmental benefits for rural areas. Developing territorial identity and raising awareness Transnational cooperation can help local people discover their area and history. By improving the understanding of their own territory, transnational interactions can lead to local actors becoming more open to represent their territory, and thereby becoming true ‘ambassadors’ of their areas.
- Following a territorial approach. Leader is supporting "territorial cooperation" between LAGs; TNC projects should fit well with each LAG’s local development strategy. Projects should address challenges in LAG areas in order to ensure their relevance and added-value; Having a strong and clear project idea which contributes to the realisation of the objective(s) of the local development strategy. A general topic, even if it will be adapted at a later stage with the partners, may fail to provide such a contribution; Going beyond simple exchanges. TNC projects ideally go beyond simple exchange. They should include common actions which create tangible results. Concrete and common actions (like joint acquisition of technology, creation of common events or products, joint experimentation/piloting etc.) are an effective way to find answers to the challenges of rural areas; Planning properly for human resources. The development, coordination, implementation and management of a cooperation partnership and project can be demanding. Human resources requirements need to be carefully considered from the early stages of project development; and Building a strong partnership. Throughout the life-cycle of a TNC project it is beneficial to: define the profile of your desired partner(s)to make the partner search easier; negotiate and distribute roles and responsibilities between the partners while developing the project (and include these in the partnership agreement); and maintain and manage the partnership during the implementation of the TNC project.
- Monitoring and evaluation occur at different stages in a TNC project. They are interlinked since monitoring provides a lot of data for evaluation. Monitoring Monitoring is a management tool. It refers to a process of measuring progress against the project monitoring indicators that were agreed at the project start. Monitoring indicators can measure both quantitative and qualitative information. Monitoring is normally carried out internally by project partners and should occur regularly. Evaluation Evaluation is a tool which aims to assess the achievement of the past, and draw lessons for the future. It involves a comprehensive methodological approach which is very often implemented at the end of the project. Capitalisation and dissemination of results of TNC projects Disseminating good practices ensures that everybody can benefit from the experiences of others. It is clearly linked to evaluation and contributes to the promotion of transnational cooperation. The capitalisation of TNC projects can be achieved by different types of tools: - Videos about the project with interviews from stakeholders; - Events promoting TNC projects; and - Project fact sheets
- Networking: is an activity which brings people (and their organisations) together around a common interest to undertake activities which are mutually beneficial to them. Cooperation concepts are often closely related to networking concepts, since networking may foster cooperation and cooperation may result in creating thematic networks. Active networking creates relations between people and organisations, and generates new knowledge and thus cooperation opportunities.