1. Contact Day – Flemish Rural Network 22 April 2008, Brussels The added value of Cooperation under Leader+ Martin Law, Team Leader, Leader+ Observatory Contact Point European Commission

2. The European Leader+ Website http://ec.europa.eu/leaderplushttp://ec.europa.eu/leaderplus Main menu:  Contact details of all Leader+ actors (in ‘Who’s who’)  Documents of the European Leader+ events  Leader+ country data sheets  Publications in pdf-format (Magazine and Flash News)  Publication materials/communication package  Library / Archives / FAQ etc. Interactive Tools:  Monitoring Indicators database  Leader+ Infobank  LAG Database  Database of transnational cooperation projects  Partner Search Tool: Instrument for encouraging transnational cooperation  European database of Leader+ good practices  Leader Competence Pool  Events calendar  Subscription form for publications

3. Number of LAGs under Leader+

4. Selected theme under Leader+  Natural and cultural resources most popular – 34%  New know-how and new technologies least popular – 13%

5. Transnational cooperation under Leader+ (based on data from January 2008) Total of 383 registered projects Origin of projects ?  The highest numbers of projects are coming from:  UK (15%)  France (15 %)  Finland (12 %)  Germany (12 %)  Italy (11 %) * concerns projects where a national LAG is a lead partner

6. Transnational cooperation under Leader+ (based on data as at 1 January 2008) LAGs’ involvement in the leadership :  The most active LAGs: Ireland, Sweden, Finland and UK  Why?

7. Transnational cooperation under Leader+ Who are the partners?:  A t least 464 LAGs are involved in cooperation, with an average 4 per project  Approximately 15% of them are not Leader+ LAGs:  LAGs financed under previous Leader programmes  Partnerships financed under national programmes (PRODER, POMO)  Other bodies involved in the cooperation:  Tourism and development agencies, associations (environmental, educational, heritage), local and regional authorities, universities and research institutes.

8. Transnational cooperation under Leader+ Where do the partners come from?  All EU-15 MS  New Member states: Czech Republic, Estonia, Hungary, Latvia, Slovenia, Malta, Cyprus and Romania  Azerbajdjan, Brazil, Canada, Georgia, Lebanon, Former Yugoslav Republic of Macedonia, Morocco, Mozambique, Norway, Switzerland, Russia, Syria, Tunisia, Turkey etc…

9. Transnational cooperation under Leader+ On which themes do they cooperate?  Predominant theme: best use of natural and cultural resources  Two next most popular themes chosen: quality of life, use of new know-how and new technologies  Least popular: adding value to local products

10. Transnational cooperation under Leader+: comparison between LAG theme and TCP theme  Natural and cultural resources is most popular in both cases  Use of new know-how and new technologies is more popular when part of a TCP – Why?

11. Transnational cooperation with NMS under Leader: the challenges  LAG selection procedures have been terminated only recently in 3 NMS (PL, LV, EST), 4 other NMS (CY, SK, SL, MT) do not provide financial support for cooperation at all  Very short time for implementation of projects  Low budget assigned per LAG  Little previous experience  Structures which could assist are still under development

12. Transnational cooperation under Leader+EU-15: some examples  Magazine 2: Austria + Germany: Training for cultural guides and regional museum management. 3 LAGs  Important project aspects: -Strong basis for cooperation based on linking history and culture with tourism and employment -Visit to Italy where similar project already implemented -Clarification of approval procedures at national level -Agreement of leading LAG and its financial role -Agreement between LAGs re. areas of competence and responsibility -Understanding of need to prepare for market entry: publicity materials, web-site etc.  Provides a sustainable basis for future cooperation and a ‘best practise’ example

13. Transnational cooperation under Leader+EU-15: some examples  Magazine 3: France + Germany: EURO LAND ART: 2 LAGs  Important aspects: -Common project idea provides the regions with a modern and creative image -Idea developed together: importance of setting up early meetings project goals, and a clear steps and responsibilities -Need for site visits in both regions and adapt the project to reflect the different cultural differences: common branding on marketing materials; publicity for each partner in each country -Create awareness by showing both differences and similarities of each region by involving local actors: chefs; writers; and naturalists etc. -Project served two regions with very similar: languages; culture; natural resources and economic needs. -Evaluation and general analysis to decide to continue

14. Transnational cooperation under Leader+EU-15: some examples  Magazine 4: France + Spain: GRUS: ornithological tourism network: 15 LAGs (incl. non-Leader+)  Important aspects: -Based on a Leader II project: but a more focussed target group -Based on common zones of special interests: awareness of nature conservation required for all participating LAGs -Language barriers and cultural differences had to be overcome -Development of: common tourist packages/management systems to be later adapted for different sites -Exploitation of new technologies for common use

15. Cooperation and networking 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-search tools, seminars and transnational support programmes  Advisers and key experts who can provide help and advice.

16. Cooperation under Leader+EU-15: lessons learned Some of the challenges and pitfalls experienced under Leader+  Be prepared: make sure you understand a common language and appreciate cultural differences  Take time to explore the project idea and understand what is involved: take advantage of any funds for preparatory work; in some MS Leader funds are available for pre-development of projects  Don’t underestimate the time needed to do certain things  Be aware of technical (programming) differences with regard to national procedures and timing!  Have a very clear structure and clear responsibilities between the different partners – leading LAG very important if more than 2 partners  Don’t set too ambitious targets – project can be done in several phases  Don’t reinvent the wheel! Look to see what already is being done in similar areas; on similar themes, and with similar tools to achieve similar aims – Leader+ Observatory: databases on web-site, Magazine, seminars – all provide ideas and help

17. 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 Provides a strong platform for the benefit of all involved

18. Cooperation under Leader+ Dank U wel voor uw aandacht !