1. John Grieve Rural Development Company First Results from RDP Programming & Leader Past, Present & Future

2. 1.EU Strategic Guidelines establish the Community Priorities for the period 2007-2013 2.National Strategies reflect EU- priorities according to the situation in the Member State concerned Rural Development Policy 2007-2013 Key elements 3. Establishment of national or regional programmes on the basis of SWOT analysis 4.Programme implementation accompanied by monitoring und evaluation („ongoing evaluation ') based on a Community framework A strategic approach

3.  27 National Strategy Plans  93 RDPs were submitted -88 national or regional RDPs, -2 National Frameworks, -3 Programs on National Rural Development Networks  By spring 2008: all 93 RDPs approved Rural Development Policy 2007-2013 State of play State of play: Approval of programmes and strategies

4. Indicative Global Rural Development Expenditure EAFRD : € 90,8 billion (43% of total) Public expenditure : € 57,6 billion (27% of total) Private expenditure : € 64,8 billion (30% of total) Rural Development Policy 2007-2013 State of play TOTAL : € 213,2 billion

5. Rural Development Policy 2007-2013 State of play EAFRD-Expenditure per axis

6. Rural Development Policy 2007-2013 State of play Ø 34,7 % Axis 4 split and added to the relevant axes Old MS New MS EAFRD-Expenditure in Axis 1(Competitiveness) as % of Total by MS

7. Ø 43,9 % Axis 4 splitted and added to the relevant axes Rural Development Policy 2007-2013 State of play Old MS New MS EAFRD-Expenditure in Axis 2 (Environment/Land management) as % of Total by MS

8. Old MS New MS Ø 18,6 % Axis 4 splitted and added to the relevant axes Rural development policy 2007-2013 State of play FI EAFRD-Expenditure in Axis 3 (Diversification and quality of life) as % of Total by MS

9. Rural development policy 2007-2013 State of play Ø 6,06 % Old MS New MS EAFRD-Expenditure for Leader as % of Total by Member States

10. Rural Development Policy 2007-2013 State of play Indicative use of Funds under the LEADER Axis

11. Leader I to Mainstreaming  Four generations of Leader  The method consolidated and now ‘mainstreamed’ with 3 Measures, local strategies, cooperation and LAG operation.  Mainstreaming = Normalisation  Mainstreaming piloted in Spain, Ireland, Finland and Italy delivering Article 33 elements  Only Finland fully mainstreamed the approach  New Member States applied a limited version of the method, mainly cooperation and networking

12. Wider Application: The Current Position  LAG selection not yet complete  Commission have 21 programmes finalised, 500 LAGs formally selected  Anticipate 1,500 LAGs minimum  Equal to or greater than before  Where equal more territory or people  Only Valencia reduced

13. Wider Leader Commitments  Wider applicability  Different answers to similar questions  Thematic concentration vs wider accessibility  Only 21 programmes limited to Axis 3  Axis 2 challenges but some are picking up  Some have full Axis 3 responsibility  Variety of thematic concentration

14. Larger Leader Commitments  Liguria 30%  Northern Ireland 25.7%  Aragon and Saarland 15%  Sardinia 14%  Extramadura 13.95%  Schleswig Holstein 13.25%  Valencia, Pais Vasco & Andalucia 13%  Castillia la Mancha 12.27%  Cantabria 12%  Navarra 11.65%  Catalonia 11.6%  Murcia 11.53%  Asturias 11.25%  Guyane 11.1%  Madeira 11%

15. A Major Challenge Ø 6,06 % Old MS New MS EAFRD-Expenditure for Leader as % of Total by Member States

16. Innovation as a Priority; the Leader Experiment  Stimulation of innovation remains a priority underpinning the Leader method  Don’t be tied to a detailed list of eligible activity  Selection criteria to prioritise innovation which is integrated with the local strategy  Selection criteria to require clear and measurable objectives related to strategy  Groups should look at linking Measures, responding to the Axis objectives with new types of project  Continue to experiment with new forms of governance and ways of involving people  Take the greatest possible advantage of cooperation opportunities

17. The Remaining Challenges  Not possible to estimate potential in the absence of full set of strategies  Self evaluation will be critical in contributing to the measurement of success in mainstreaming  Mainstreaming poses challenges to local competences with new groups and new questions  Leader remains largely limited to small scale support with limited resources  Need to be able to assess real impact on area, to measure advances but taking account of budgets which are not significantly increased  Groups must therefore question what makes financial sense, how to optimise the priorities of cooperation, working together and the pursuit of innovation  The role and importance of evaluating what is achieved is therefore heightened