‘Building up support for rural development’ May 2007 Radom-Pionki, Poland Network building & cooperation under Leader: benefits for local areas Martin Law, Leader+ Observatory Contact Point European Commission

Networking under Leader  Networking is central to Leader  Linked to innovation and small scale bottom-up approaches  Many lessons can be learnt from past Leader experiences: - Who networks and why - Fostering cooperation - Issues that face those involved in Leader

Who and why? People are involved in Leader at different levels and across different target groups:  LAGs  Managing Authorities, Paying Agencies and Local Authorities  Other organisations, initiatives, and individuals who follow the Leader approach

Networking is: A core activity involving communication and exchange of information, experience and knowledge through:  Formal activities of the network and NNU  Informal activities via LAGs and individuals  ‘Face to Face’ communications  Virtual Networking  Partner search tools

Goals of networking: Different goals for networking in Leader include:  Gathering information on the practices followed by participants in the network  Promoting co-operation between LAGs  Promoting the Leader method and ideas  Other uses of networking or expectations of LAGs can often be controversial e.g. technical assistance and lobbying.

Networking and cooperation Successful lessons from past project experiences  Putting people in touch with each other (communication, during events, through technology)  Many documents, publications, guidelines & presentations available which record best practices  Partner-seach tools, seminars and transnational support programmes  Advisers and key experts who can provide help and advice.

Tangible benefits for LAGs Five possible types of cooperation: Types of cooperationMain inputs for the participants 1) Exchange of experienceNew perspectives Awareness-raising on a particular theme Confidence 2) Training and human resourcesBetter qualifications of the people involved 3) Innovation transferApplication of new expertise, technology and/or working methods 4) Joint business managementAccess to new markets 5) Participation in a thematic network Definition of common norms and methodologies Collective management

Tangible benefits for LAGs include:  better management skills  finding new solutions  a direct (sometimes economic) return for the local actors involved  stronger local strategy  boost motivation of the actors involved  create a culture of cooperation culture

Tangible outputs include:  Definition and development of new products/services and technical assistance: such as quality management methods; software; internet sites and computer systems;  Joint production of goods and services: overcoming logistical and legal obstacles, particularly for such things as tourism routes, exhibitions and festivals;  Joint promotion of products and services: leaflets, CD-ROMs, logos; food and agricultural products for joint promotion activities around a common product (cheese, wine, meat products).

Conclusions Results of networking and cooperation under Leader:  More professionalism  more experience (LAGs and local actors): involved in mature projects with tangible results at different stages of development  A longer term vision (phases, greater ambition, economic turnover)  Tangible outcomes in more sectors than before : from only (nearly) tourism only to tourism + culture + craft + economy  Greater proactivity among the local actors : not only as participants but in definition, implementation and development of the projects, and therefore real bottom-up  Stronger partnerships:  local, specialized partnership (women entrepreneurs, typical quality craftsmen, specific tourism provider...)  between areas involved around 1 project, then another, then another --> the spiral of cooperation Providing a strong platform for the future benefit for all involved