Leader Observatory Seminar The Legacy of Leader at local level: Building the future of rural areas 2

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Leader Observatory Seminar The Legacy of
Leader at local level Buildingthe future of
rural areas24-26 April 2007Cap Corse, Nebbiù è
Custera, Corse, FRANCE
European Commission

• Mini-plenary G The LAG as a tool of development
• Robert Lukesch

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THE LAG AS A TOOL OF DEVELOPMENT

• Article 61 of the EAFRD Regulation (1698/06) puts
  the local action groups as the pivotal players
  for the implementation of the LEADER axis.
• We should therefore understand, how it may work
  best to fulfill this role.
• 15 years of shining LEADER experience throws a
  light cone into the future. We follow it, but we
  dont ignore whats in the dark.

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THE SOCIO-ECONOMIC AND CULTURAL CONTEXT

• The LAG is an instrument of governance.
• Governance means steering.
• The LAG has to match the governance mode and
  working style of the people in its area.
• However, its not enough to mirror whats already
  there.
• Therefore the partnership has to add some
  ingredients to it in order to generate added
  value.

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EIGHT GOVERNANCE MODES
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THE PLACE OF LEADER IN RURAL DEVELOPMENT
Mainstream programme
LEADER
Incubator/pathfinder or niche specialist (LAG
Sauwald/AT)
Programme
Programme
Programme
Programme
LEADER
Rural Policy
Programme
L
Programme
Programme
LAG
Local combination and costumisation of different
programmes and support schemes (LAG In Loco/PT)
The pounding heart of mainstream rural
policy (LAG Pohjois-Kymen Kasvu/FI)
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THE ROLE OF LAGs IN THE DIFFERENT GOVERNANCE
CONTEXTS
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THREE MODES OF OPERATION (according to the type
of innovation needed)
Consolidating actions
Structuring actions
Animating actions
Cohesion (solidarity)
Achievement (competition)
Power (charisma)
Legitimacy (planning)
Identity (allegiance)
Uniqueness (territorial strategy)
Existence (survival)
Sustainability (shared responsibility)
Rising complexity
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TWO ASPECTS OF LOCAL GOVERNANCE
Yin Strengthening identity, mobilising local
actors, social capital Yang Programme and
financial administration, technical support,
monitoring (typical development agency tasks)
There are LAGs embodying both aspects and LAGs
representing rather on the Yin aspect. LAGs
concentrating solely on the Yang-function let
behind what is called the LEADER approach.
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LAG EVOLUTION1 THE BEGINNINGS
Operational
Strategic
Local development agent
Incipient local partnership
Organisational
Symbolic
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LAG EVOLUTION2 THE RISE
Operational
Strategic

LP (work groups, project selection committe)
Individual masterminds
Local development agent/ LAG manager
LP (board)
LP (speakers)
Organisational
Symbolic
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LAG EVOLUTION3 MATURITY
Operational
Strategic
RA
RA
LAG manager/ local network coordinator
RA
RA
Organisational
Symbolic
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FEATURES OF EXCELLENCETHE 6R
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GOVERNANCE MODEL FOR LAGs
One area
Mandate
Normative Steering
Priority
Monitoring and supervision
Local partnership (voluntary)
Four Functional Tasks
Strategic Steering
Harmonisation
Harmonisation
Decision making on strategies and projects
Three Leadership Levels
Management staff (professional)
Operational Steering
Priority
Technical implementation
Two Steering Bodies
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FOUR RELEVANT DISTINCTIONS
Professional staff
Voluntary partnership
Remunerated
Truly voluntary
Non-public
Public
Political
Administrative
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THE LAG AS A TOOL OF DEVELOPMENT
Thanks good luck! Robert Lukesch (www.oear.at)