Transcript POSSIBLE ORGANISATIONAL EMBEDDING

International LEADER
Conference
Oct. 12-13
Przemyśl, Polska
One LAG, one life
Robert Lukesch
Guiding questions
1. How shall the LAG be structured?
2. Which criteria shall be used for acknowledging a LAG?
3. Which rules and criteria shall be used for selecting projects?
1. How shall the LAG be structured?
Pierre Bourdieu (1983): „Social Capital is
the aggregate of the actual or potential
resources which are linked to possession
of a durable network of more or less
institutionalized relationships of mutual
acquaintance and recognition.“
Local partnership
Party
space
Bargaining
space
Steering
body
Conception
space
Robert Putnam (1995): „Social Capital
refers to the collective value of all
‚social networks‘ and the inclinations
that arise from these networks to do
things for each other".
The local action group, a multi-purpose local
development partnership, is a (potential)
asset in the social capital of an area.
Programme
Programme
Programme
Programme
Programme
L
Rural
Policy
Mainstream
programme
LEADER
Programme
Programme
LAG
The pounding heart of
mainstream rural policy
Incubator/pathfinder or
niche specialist
Local combination and
costumisation of different
programmes and support schemes
The place of LEADER in rural development strongly
influences the place of a LAG in local development
Quasi global
grant system
(Internalised FB)
Global grant
system
Managing
authority
LAG is Final
Beneficiary
Managing
authority
Quasi global
grant system
(external FB)
Intermediary body
is Final Beneficiary
Operational
programme
system
Managing
Authority
Managing
authority
Intermediary
Body is Final
Beneficiary
Intermediary
Body
LAG
LAG
Intermediary
Body
Intermediary
Body
LAG
LAG
Project
promoter
Project
promoter
Project
promoter
Project
promoter
The degree of autonomy for the LAG decreases from left to right
1234M („one-two-three-four-model“)
Governance Model for Partnership-Based Local Development
One LAG
Technical implementation
(voluntary)
Normative
Steering
negotiates
negotiates
Management staff
(professional)
Decision making on
strategies and projects
Local partnership
Monitoring and supervision
dominates
negotiates
dominates
Two Steering Bodies
Strategic
Steering
Operational
Steering
Three Leadership Levels
Four Steering Tasks
Mandate
Professional
staff
Voluntary partnership (LAG)
„Truly voluntary“
Remunerated
Non-public
Business
Non-profit
LAG Manager,
project staff,
contracted experts
administrative
personnel
Public
Administrative
Political
The secret of viable partnerships is a good balance over time
•How is the balance of influence between public and private partners?
•How is the balance of influence between voluntary partners and the LAG
management?
•How does the LAG assure that it responds to the needs and aspirations of local
people?
•How does the LAG assure monitoring and supervision functions?
•How are decision-making processes organised (To what extent do real processes
match the formal design)?
•How significant are „genuinely“ voluntary contributions and how are they appreciated?
•How is the LAG represented towards the local public?
•How is the LAG represented towards the outside world and the public authorities?
•Where do voluntary partners put their main focus of activities?
•Where does the LAG management put its main focus of activities?
•Who works on strategic issues and how is this organised?
2. Which criteria shall be used for
acknowledging a LAG?
Balance between
individual and
collective operations
Complementarity
with other
programmes/
interventions
Viability and
sustainability
Coherence
with territory
Pilot character/
innovativeness
Internal coherence
Contiguity
Territorial coherence
Transferability
of actions
<population>
(number, density)
Multi-sector
approach
Self-evaluation
Quality
assurance
system
Partner
ship
Specific target groups
(women, youth)
Management
and financial
capacity
Juridical structure
<50% public partners
Composition and
representativeness
Communication policy
Other target groups
Participation methods
Example (France) for the criterion „pilot character“:
•In terms of new products and services
•In terms of new methods to (re)combine territorial resources
•In terms of combinations and linkages between usually separated economic sectors
•In terms of peculiar forms of organisation and participatory practices
•In terms of considering specific target groups
The criteria shall be operationalised, in order
to facilitate the evidence procedure
Example (Wales) for the criterion „target groups“:
The operationalised
criteria should be
weighted.
•Young people (including young farmers)
•Micro and small enterprises (including farming families)
•Welsh speaking communities
•Black and minority ethnic groups
•Children
•The elderly
•The under-employed
The list is neither put in order of priority nor exhaustive.
LAGs are encouraged to add additional target groups
to address the needs of specific areas.
3. Which rules and criteria shall be
used for selecting projects?
The criteria used for selecting projects should
mirror the criteria used for assessing the quality
of the local development strategy:
•Coherence with the local development strategy
•Financial viability
•Management capacity of project owner
•Social and environmental sustainability
•Pilot character/ Innovativeness
•Synergy with other actions
•Transferability
•….
The selection of projects should be entrusted
to a jury which is composed of LAG board
members and external experts
Selecting projects is not an end in itself. It
should be a key element
in a coherent monitoring and quality
assurance system
…it is therefore the monitoring and
quality assurance system on which
the main focus should be put
Example (Austria): Quality Assurance in LEADER
Jobs created/maintained
Resources
Gender balance in respect to participation
Youth participation
Participation and cooperation of municipalities
Capacities of local actors
Learning & Development
Information and knowledge
Implementation Processes
Participation in the LEADER network (EU, national, regional)
Results
Self-steering
Quality assurance (LAG functions and projects)
Coordination processes
Innovation
Internal cooperation
Territorial cooperation
Balance of projects in respect to priorities
Marketing and communications
Targets (expected results) derived from the Local Development Strategy
Steps towards building the Quality
Assurance System
• Set the criteria (see the previous Scorecard)
• Operationalise criteria into indicators
• Describe degrees of fulfilment for each indicator (e.g.
from 1 to 5)
• Monitor development of indicators
regularly (in the course of ongoing
evaluation and/or self-evaluation)
• Revise criteria and indicators, if
deemed necessary
Use the evaluation meetings to assess the advancement
according to the Process Monitoring of Impact (PMI) method
If it were so easy.....
Input
Output
Results
Impact
Process Monitoring of Impacts (PMI)
Monitoring Chart
Priority
Specific Objective
Output
USE OF OUTPUT
Results
Result
Indicators
Output indicators
Impact
(Indicators)
Activity
Indicator
Activity
Indicator
Activity
Indicator
Activity
Indicator
MC debates
and decisions
Assumption b
Expected
Result
Financial and
technical
programme
advancement
Assumption c
The assumptions are the key element for ongoing and selfevaluation, because they stipulate how the local development
strategy will generate the expected outcomes
Indicators
Operational Objective
Assumption a
•How is the advancement of activities monitored?
•Are there practices of periodic self-reflection or self-evaluation?
•On the basis of which parametres is the functioning of the local partnership appraised?
Is it appraised at all?
•How does the local partnership get feedback from target beneficiaries (local actors and
project promoters)?
•How is feedback from target beneficiaries appreciated and processed?
•How are deficiencies and wrong decisions dealt with?
•Is there a systematic exchange with programme administration upon the quality of
programme delivery?
•Is there a systematic exchange with other LAGs in order to learn from good practices?
Thanks.
Robert Lukesch
www.oear.at
Download (on the European Contact Point Website):
http://ec.europa.eu/agriculture/rur/leaderplus/pdf/library/methodology/lukesch_handbook.pdf