leader reflection group -...
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Brussels, 06/02/2018
LEADER Reflection Group
Summary
John GrieveENRD Contact Point
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• Convened by DG AGRI
• Informal group of LAGs, Managing Authorities, Paying Agencies, Networks, DG AGRI
• Reflecting on LEADER implementation experience and looking ahead
• Focus on improving future implementation at all levels
• Looking at issues and effects and proposing solutions
• Eleven main sets of issues, considerable cross over and shared solutions
LEADER Reflection Group
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Multisectoralintegration
Multi-sectoral
integration
Approach eroded by increasing focus on
agriculture
All things to all people, insufficient
prioritisation
Lack of wider
awareness of LEADER
and potential
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Coordination with other funds
Coordination with other
funds
Addressing local needs
No common CLLD
stakeholder platform
Separate financial, control, M&E rule and programmes
per fund
Rules not coordinated
or in line LEADER methodHarmonisation
of EU Regs
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Innovation
Innovation
Definition and capture uncertainty
Co-funders limitations
Failure misunderstood / risk aversion /
knowledge
Administrative burdens
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Policy objectives, monitoring and evaluation
Policy objectives, monitoring
and evaluation
Different views on
role
Unrealistic expectation
/ grant delivery tool
Operating in isolation
Input vs achievement - Adequacy
of indicators
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Partnership
Partnership
LAGs not involved in
measure design
Vertical partnership inadequate to ensure method
Partnerships inclusivity,
municipalisation interest groups
Restrictive eligibility
limits ownership,
impact & local judgement
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Decentralised management
Decentralised management
Restrictions on type of
actions and expenditure
LAG as “one-stop
shop”
Dedicated staff per
function/LAG requirement
“control by sanction”
Ineffective communication
in delivery chain
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Controls
Controls
RoC
SCO and error rates
Control effort disproportionate
to non-compliance risk –
makes LEADER `heavy’
MAs `retrace` selection processes
Disproportionate sanctions
Additional controls –
“gold-plating”
Financial corrections
applied globally for
formal errors
Too many different control bodies
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AREA
AREA
Fragmentation / LAGs too
small
Some areas – too large
Pre-defined territories / structures
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Local development strategy
LDS
Funding gap between
programming periods
Deadline for
selection of LAGs
Poor strategic focus of the LDS
Unclear positioning (indicators,
local vs. higher
political obj.)
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Cooperation and networking
Cooperation and
networking
Information exchange
Common definitions
Calls for cooperation projects by
the MA
Integration into the
LDS
Beneficiaries/partners
Income generating
TNC projects
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Management and animation
Management and
animation
Req. “25% of public
expenditure incurred…”
Heavy admin
burden –less
animation
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Bottom-up
Bottom-up
Formal requirements
met, qualitative improvement
needed
Complexity of processes
audits and sanctions
Local decision
making and trust
Standardised project
selection
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• EU rules to codify, protect and promote the method
• LAGs ‘denatured’ into basic support - clarify positioning, better LDS focus
• Clarify responsibilities
• Strengthen LAG ownership
• Reinforce LAG decision making
• Strengthen networking
• Specific LEADER / CLLD MC or advisory group
• Extend LEAD fund approach
• Single MA /interlocuter for CLLD
• LAG as a platform / one stop shop
• Greater proportionality
• Avoid gold plating
• Advance preparation in current period
• Faster selection
Common points