Transcript Slide 1

EU Guidance on CLLD for local actors
Key messages for existing partnerships
EGESIF Meeting. 30 April 2014. Brussels
Paul Soto
Content
1.
Why CLLD?
2.
How to launch CLLD in 8 basic steps?
3.
How to support CLLD partnerships respond to the new
challenges
4.
Why and how to carry out CLLD in cities?
5.
Why and how to carry out CLLD for social inclusion?
6.
How to coordinate with other funds?
7.
How to make CLLD safer, faster and easier for LAGs?
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Why CLLD
COST AND
RISK OF
DELEGATION
ADDED VALUE
OF CLLD
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Seven reasons
1.
It puts people facing a challenge in the driving seat.
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2.
Strategies designed and projects selected by local people
No one partner controls (49% rule). Strengthened role for
private and civil society (at least 50% votes)
It helps respond to huge diversity across EU
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Seven reasons
3.
It has more flexibility to deal with differences and
change
• Programme under one TO. Achieve results under others as
long as consistent with aims of OP.
• No rigid demarcation between funds (with procedures to
prevent double funding)
4.
It builds linkages and levers (integration)
• between public departments, other levels of government,
public + private, problems + opportunities
• does not mean dealing with everything at once – can build
outwards from a particular problem, group or sector – eg
EMFF, ESF, ERDF
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Seven reasons
5.
It is about achieving results that produce lasting change.
• Lateral thinking, seed funding, pilots, flagship projects…social
innovation.
6.
It is part of a European «family ».
• 2600 partnerships - €8.6 b. 2007-13
• Provides guidance but not a corset.
• Similar movements in other parts of the world (World Bank – 94
countries $30b)
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Seven reasons
It is financially attractive
7.
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Long term funding – over several periods
25% for running costs and animation
Advances for running costs
Recommended minimum budgets
Recommended up-front national match-funding
Possibility of using one fund or several funds
10% extra EU co-funding if a separate axis
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How to help CLLD respond to the new challenges.
 The
external environment has changed dramatically since 2007
 Underlying
challenges of climate change, ageing, inequality +
collapse of markets, credit, public funding in some co’s.
 Europe
is diverging - this affects local strategies
 Citizens
are responding in different ways and CLLD needs to
adapt with speed and flexibility to local needs.
 Commission
is trying to strengthen certain elements of CLLD
which can help.
 But
the intentions need to be spelt out and examples provided.
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End message - clarify fault lines for CLLD
Centralisation
Broad scope and
eligibility
Narrow scope
and eligibility
Speed/flexibility/results
V
Accountability/responsibility
Delegation
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Balancing top down and bottom up
What is the role of
CLLD in achieving
strategic objectives?
What types of
strategies,
partnerships and
áreas (criteria)
What do you want to
achieve/change at
local level?
Who are the best
allies?
Over which area?
(boundaries)
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The Commission aims to improve the quality of
local development strategies (CPR A33)
of areas – top down frameworks – bottom up
boundaries. 10-150,000
 Definition
 Focus
on what you want to change. Hierarchy of
objectives, clear and measurable targets, priorities
 Monitoring
and (self) evaluation. Flexibility to adapt to
change
with programmes – but flexibility + broad scope
within monofund programmes
 Coherence
 Strengthen
community involvement (evidence at all stages)
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The Commission aims to strengthen local
partnerships (CPR A34)
 Minimum
tasks of FLAG – clarify level of delegation
• Preparing and publishing calls for proposals
• Selecting operations and fixing the amount of support
 Strengthen
capacity building (25% animation and running
costs, preparatory support)
 Reinforce
role of private sector and civil society (49% and
50% rules)
 Streamlined
cooperation procedures (preferrably local if
not continous or very regular)
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The Commission aims to increase cooperation
between funds (CPR A 32.3 +4)
 It
is obligatory with or without multifunding
 It
is a means to achieve results not an end in itself
 Needs
 Less
to take place at all levels EU, national, regional, local
coordination at one level means more at another
 Commission
has set the framework but the mechanics are
are left for national/regional levels
 If
this is not done well – complexity can drown local groups
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Programming and implementing
multi-funded LDS
Partnership Contract
ESF national/
regional
programme(s)
ERDF national/
regional
programme(s)
EAFRD national/
regional
programme(s)
Indicative allocation
for CLLD
Joint Selection committee
Multi-funded LDS
EMFF national
programme(s)
Programming and implementing
mono-funded LDS
Partnership Contract
ESF national/
regional
programme(s)
ERDF national/
regional
programme(s)
EAFRD national/
regional
programme(s)
EMFF national
programme(s)
Indicative allocation
for CLLD
Selection
committee
LDS
Selection
CONSISTENCY
committee
LDS
AND
Selection
COORDINATION
committee
LEADER
Selection
committee
FLAGs
Conditions for multifunding
 Agreement
between funds over the types of areas and
projects
 Common criteria for the lead fund
 Common calls for preparatory support and the final
selection of areas and strategies
 Common criteria and procedures for the selection of areas,
strategies and partnerships
 Agreed criteria for the selection of projects
 Agreement over the role and function of the groups and
Mas
 Separate but coordinated plans for monitoring and
evaluation
Difficult without a common intermediate body
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Thank you for your attention!
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