Leader+ Observatory Seminar ‘The Legacy of Leader+ at local level: Building the future of rural areas’ April 2007 Cap Corse, Nebbiù è Custera, Corse, FRANCE Mini-plenary G: The LAG as a tool of development Robert Lukesch European Commission

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 don’t ignore what’s in the dark.

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, it’s not enough to mirror what’s already there.  Therefore the partnership has to add some ingredients to it in order to generate added value.

EIGHT GOVERNANCE MODES Main themeMode of gover- nance Main LEADER features addressed Prevailing role or function of a local partnership Survival SustenanceContext not appropriate for LEADER There is no functioning local partnership. Rescue and sustenance operations are mainly coordinated by external intervenients. Identity AllegianceArea-based approachThe local partnership fosters the sense of belonging and “backward bonding” Power CharismaBottom-up approachThe local partnership articulates the needs of local people and amplifies the local processes of self-awareness and expressions of will. It organises endogenous activities and addresses the authorities for getting support. Legitimacy PlanningPartnership approachThe local partnership sets up and pursues a local development strategy and supports project promoters. With the available amount of own resources, it levers funding from outside, and participates in development programmes. Achievement CompetitionInnovationThe local partnership mobilises local people to come up with new ideas. It fosters entrepreneurship and supports start-up businesses. Innovative projects are given awards. Cohesion SolidarityBottom-up approach Partnership approach The local partnership serves as a platform of negotiation and reconciliation. New actors are brought in; methods of participatory development are systematically applied in order to create a shared vision for the area. Uniqueness Territorial strategyMulti-sectoral integrationThe partnership becomes a key player in the local network of individual and collective actors. It coordinates the interplay of sectoral and multi- sectoral initiatives, the public sphere and non-profit-initiatives. A long-term strategic perspective is developed, support programmes and measures are aligned to serve this common perspective (“forward bonding”). Sustainability Shared responsibility Decentralised management and financing Networking and cooperation The local partnership is a key player of local governance, participates in global networking and participates in vertical partnerships for programme development and delivery. It shapes neighbourhood relationships and cooperates with other territories.

THE PLACE OF LEADER IN RURAL DEVELOPMENT Mainstream programme LEADER Programme Rural Policy Programme L LAG LEADER Local combination and costumisation of different programmes and support schemes (LAG In Loco/PT) Incubator/pathfinder or niche specialist (LAG Sauwald/AT) The pounding heart of mainstream rural policy (LAG Pohjois-Kymen Kasvu/FI)

THE ROLE OF LAGs IN THE DIFFERENT GOVERNANCE CONTEXTS Vertical integration highlow Horizontal integration high Strategic and integrated rural policy (LAG: Rural development implementing body) Local integration (LAG: Local development agency) low Complementary pathfinder or niche programme (LAG: Programme-borne local partnership) Poor governance (LAG: alone at home)

THREE MODES OF OPERATION (according to the type of innovation needed) Cohesion (solidarity) Achievement (competition) Power (charisma) Legitimacy (planning) Identity (allegiance) Uniqueness (territorial strategy) Consolidating actions Animating actions Structuring actions Rising complexity Existence (survival) Sustainability (shared responsibility)

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.

LAG EVOLUTION: 1 THE BEGINNINGS Incipient local partnership Local development agent OperationalStrategic OrganisationalSymbolic

LAG EVOLUTION: 2 THE RISE OperationalStrategic OrganisationalSymbolic Local development agent/ LAG manager LP (board) LP (work groups, project selection committe) LP (speakers) Individual masterminds

LAG EVOLUTION: 3 MATURITY RA OperationalStrategic OrganisationalSymbolic RA LAG manager/ local network coordinator

6R FEATURES OF EXCELLENCE: THE 6R PronounFeature of successInterpretation IRelatedness Each partner has strong ties to the territory or to certain aspects of it. Features of the individual partners YouResonance The partners are good communicators and bridge-builders, and they are committed to cooperate with others. ItResource access The partners use their individual access to (human, financial, material) resources to serve the common purpose. WeRepresentativeness As a group the partners constitute a micro-world of the people in the region. The partnership composition should be balanced in terms of gender, age, profession, social status, political orientation, place of living, degree of education etc. Features of the partnership as a whole YouReciprocity The partnership is entitled and willing to set up equitable relationships with external partners, other regions, within or across national boundaries, with trans-national organisations etc. TheyRecursiveness The partnership is related to embedded territorial entities (e.g. municipalities) in a similar way as governance structures of larger territorial entities are related to the local partnership. The partnership is self-organised and sufficiently autonomous in its respective realm of decision-making.

GOVERNANCE MODEL FOR LAGs Strategic Steering Operational Steering Normative Steering Management staff (professional) Harmonisation Priority Monitoring and supervision Technical implementation Mandate Decision making on strategies and projects Local partnership (voluntary) Priority Three Leadership Levels Four Functional Tasks Two Steering Bodies Harmonisation One area

FOUR RELEVANT DISTINCTIONS Professional staff Political Non-public Remunerated„Truly voluntary“ Voluntary partnership Administrative Public

THE LAG AS A TOOL OF DEVELOPMENT Thanks & good luck! Robert Lukesch (