European Week of Regions and Cities The Leader Approach from a Local Perspective Günter Salchner LAG Ausserfern/Austria

Brussels, 10 th October Overview 1.Introduction 2.Bottom up approach 3.Private public partnership 4.Development strategy 5.Strategy implementation 6.Networking 7.Lessons learned

Brussels, 10 th October Introduction LAG Ausserfern 31,445 inhabitants and 1,236km 2 31,445 inhabitants and 1,236km 2 4 sub-regions (valleys) 4 sub-regions (valleys) LAG Ausserfern

Brussels, 10 th October Introduction LAG Ausserfern Non profit regional development association Non profit regional development association General assembly: 50 members (all 37 municipalities, 4 tourism boards, chambers of commerce, chamber of agriculture, chamber of labour, head of district administration, 5 private companies) General assembly: 50 members (all 37 municipalities, 4 tourism boards, chambers of commerce, chamber of agriculture, chamber of labour, head of district administration, 5 private companies) LAG management board: 16 members LAG management board: 16 members LAG management: 3 employees, 1 full time and 2 part time LAG management: 3 employees, 1 full time and 2 part time Yearly membership fees: 1 per inhabitant 1,250 for tourism organisations 400 for others Yearly membership fees: 1 per inhabitant 1,250 for tourism organisations 400 for others

Brussels, 10 th October Bottom up Mobilising of local actors to reflect on and take control of the future of their area Mobilising of local actors to reflect on and take control of the future of their area Create an open space for debating and participating Create an open space for debating and participating Acknowledgement of bottom up initiatives by decision makers Acknowledgement of bottom up initiatives by decision makers Transparent structure of information, participation and decision making Transparent structure of information, participation and decision making Good regional governance Good regional governance

Brussels, 10 th October Private public partnership LAG management board: six majors, head of district administration, four tourism boards, three chambers and two representatives from the private business sector. LAG management board: six majors, head of district administration, four tourism boards, three chambers and two representatives from the private business sector. Intermediary coordinates and animates the regional networks Intermediary coordinates and animates the regional networks Close cooperation with the programme responsible administration and the Austrian network unit in Vienna Close cooperation with the programme responsible administration and the Austrian network unit in Vienna New understanding of local responsibility and empowerment New understanding of local responsibility and empowerment

Brussels, 10 th October Development strategy Formalised strategic planning process Formalised strategic planning process Priority theme as a common vision Priority theme as a common vision LAG management: congruency of job, competence and responsibility LAG management: congruency of job, competence and responsibility Clear implementation structure Clear implementation structure Two concepts of implementation: strategic framework and planned process Two concepts of implementation: strategic framework and planned process

Brussels, 10 th October Strategy implementation Innovation, cooperation and cross sector approach Innovation, cooperation and cross sector approach Flexible and territory based interpretation of innovation Flexible and territory based interpretation of innovation Market based and not just for the innovations sake Market based and not just for the innovations sake Cross sector approach not only on project level but in the scope of integrated strategy implementation Cross sector approach not only on project level but in the scope of integrated strategy implementation

Brussels, 10 th October Networking Intangible benefits, become apparent only on the long run Intangible benefits, become apparent only on the long run Critical mass for market entry Critical mass for market entry Language barriers and geographic distances make trans-national projects more complex Language barriers and geographic distances make trans-national projects more complex High management requirements High management requirements

Brussels, 10 th October Lessons Learned Leader new quality of regional governance Leader new quality of regional governance Co-evolution between top down and bottom up Co-evolution between top down and bottom up Leader structure must fit to overall administrative structure Leader structure must fit to overall administrative structure Regional governance: ingenious in theory but a vulnerable concept in practice Regional governance: ingenious in theory but a vulnerable concept in practice