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The experiences and best practices of the LEADER programme and the activities of the National Network in Italy Budapest 12 th December 2012 Massimo Di.

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Presentazione sul tema: "The experiences and best practices of the LEADER programme and the activities of the National Network in Italy Budapest 12 th December 2012 Massimo Di."— Transcript della presentazione:

1 The experiences and best practices of the LEADER programme and the activities of the National Network in Italy Budapest 12 th December 2012 Massimo Di Rienzo Raffaella Di Napoli Laura Guidarelli Stefano Tomassini Riccardo Passero 1

2 2 Leader I ( ) n. GAL 29 Risorse: 100,3 meuro Leader II ( ) n. GAL 203 Risorse: 471,4 meuro Leader + ( ) n. GAL 132 Risorse: 473,8 meuro Asse IV ( ) n. GAL 192 Risorse: meuro

3 3 1.Generally, the Leader Programme in Italy besides improving the financial management of the projects (in different phases of the programming period, the LAGs have spent all the resources allocated), has contributed to - Improving the governance programmes al local level, favoring a major transparency and communication, the widespread distribution of the information, the participation of all the levels, including the citizens, to the elaboration and implementation of the policies, the responsibility, a major effectiveness of the investments and a major coherence between the development policies; 2.Strengthen the capacities of projecting, investigating and interpreting the local phenomena, facilitating the initiation of real bottom-up processes and the sharing of strategies with the local policy makers and, generally, with all the actors from the territory; 3.Diversification of the interests on the territory and of the beneficiaries regarding the new issues, previously less appreciated and spread (e.g. chain projects for products and intersectoral chains, interventions in favors of the rural tourism, of the new forms of energy and of the social agriculture); 4.Diversification and coordination of the instruments and of the sources for financing the development strategies (the LAGs have tried to reach a major coordination and complementarity with other intervention instruments from the regional, national and communitys policies, even of sectoral type); 5.Strengthen the communication capacity of the rural territories. The results of Leader in Italy

4 4 The Leader in Italy has allowed the achievement of important results, which consist in; a progressive distribution of the Leader method in all the Italian rural areas (in the current programming phase , it involves about 87% of the Italian territory with more than 30% of the Italian population); the realization from 1990 to 2006 of development actions in the rural territories for a global amount of millions of euro; the programming, for the period , of investments for the realization of local development strategies of millions of euro, managed by 190 Local Action Groups.

5 5 REGIONIN GAL Dotazione complessiva Media GAL Abruzzo539,916 7,983 Basilicata831,108 3,889 Calabria1464,139 4,581 Campania1385,515 6,578 Emilia Romagna546,797 9,359 Friuli V.G.516,106 3,221 Lazio846,727 5,841 Liguria727,192 3,021 Lombardia1665,066 4,067 Marche623,071 3,845 Molise310,166 3,389 P.A. Bolzano415,633 3,908 P.A. Trento117,143 Piemonte1347,817 3,678 Puglia25294,827 11,793 Sardegna13164,112 12,624 Sicilia17118,249 6,956 Toscana741,401 5,914 Umbria520,810 4,162 Valle d' Aosta37,622 2,541 Veneto14100,828 7,202 Totale complessivo ,242 6,620 Risorse finanziarie pubbliche PSL (meuro) Quota pubblica (UE+nazionale)

6 6 Fincial Table (FEASRnational resources) Fincial Table (FEASR + national resources) Abruzzo19,194 15,0%20,0%40,0%5,0%20,0% 383,889 5,0%63,2 Basilicata 38,885 15,0%7,5%52,5%5,0%20,0% 648,087 6,0% 8 4,9 Bolzano15,634 0,0%17,7%67,6%1,9%12,8% 312,670 5,0%43,9 Calabria 65,044 15,4%3,1%6,1%7,7%12,4% 1.084,071 6,0% 14 4,6 Campania94,117 15,4%21,4%40,2%7,6%15,4% 1.882,346 5,0%127,8 Emilia R. 47,727 17,4%10,0%49,5%8,1%15,0% 934,661 5,1% 5 9,5 Friuli V.G.16,069 11,0%18,0%42,0%5,0%24,0% 247,211 6,5%53,2 Lazio 39,325 24,0%8,0%48,0%5,0%15,0% 655,418 6,0% 8 4,9 Liguria54,383 26,0%20,5%35,9%14,5%3,1% 276,562 19,7%96,0 Lombardia 35,995 27,8%9,9%36,8%5,6%20,0% 899,757 4,0% 10 3,6 Marche27,589 0,0% 71,8%8,2%19,9% 459,818 6,0%64,6 Molise 9,744 0,0%25,7%47,4%12,3%14,6% 194,977 5,0% 3 3,2 Piemonte58,409 16,5%5,5%55,0%3,0%20,0% 896,591 6,5%124,9 Puglia 279,000 0,0% 76,3%4,3%19,4% 1.480,569 18,8% 25 11,2 Sardegna169,926 0,0% 85,3%2,9%11,8% 1.252,841 13,6%1511,3 Sicilia 126,382 0,0% 73,1%15,0%11,9% 2.106,312 6,0% 17 7,4 Toscana83,911 6,0%0,0%75,9%9,1%9,0% 839,114 10,0%712,0 Trento 17,143 35,8%0,0%52,5%3,3%8,3% 256,153 6,7% 1 17,1 Umbria38,003 0,0% 70,0%10,0%20,0% 760,068 5,0%57,6 Valle d'Aosta 8,875 0,0% 77,2%10,2%12,6% 118,684 7,5% 4 2,2 Veneto100,614 8,1% 64,9%8,9%9,9% 914,675 11,0%147,2 ITALIA1.345,969 7,9%5,3%62,5%7,1%14,7% ,474 8,1%1907,1 Media risorse Regioni / Province Asse Totale PSR Quota Asse 4 n. GAL

7 7 Risorse assegnate allAsse IV per Regione (rimodulati 2009) Fonte: Elaborazione INEA su dati PSR

8 (2/3) Spazi per lesercizio dellautonomia decisionale(2/3) Cambia il ruolo della strategia di sviluppo locale Le strategie di Sviluppo Locale diventano una modalità alternativa di gestione della politica ordinaria? autonomia decisionalefunzionale La capacità di apportare valore aggiunto è direttamente proporzionale al grado di autonomia decisionale e funzionale conferito ai GAL La possibilità di finanziare progetti sperimentali o innovativi dipende molto dalla misura in cui i PSR si sono avvalsi della possibilità del regolamento del Consiglio per finanziare progetti al di fuori del menu standard di misure da assi (articolo 64). LINEE GUIDA CE Guide for the application of the leader axis (revised version presented on ) Solo –

9 Matrice di Leaderabilità: lattitudine del quadro regolativo di integrare i principi di Leader nel PSR è analizzata su due dimensioni: a - Autonomia decisionale b - Autonomia funzionale DOSSIER TF LEADER La valutazione dellapproccio Leader nei programmi di sviluppo rurale : un contributo metodologico 1 Z F CB G Q D O S P E T L N A R U M V I H 1,5 1 0, ,5 -1, ,5-20,52AF ADADADAD 1,5 0 Centri di competenza tecnica (gestionale - amministrativa) Approccio Leader Centri di competenza tecnica (strategica - tematica) Centri di competenza tecnica (informazione e animazione) Diversità di espressione di Leader

10 Compiti e funzioni Compiti e funzioni attribuiti ai Gal La definizione dei territori è vincolata dallAdG? Sono posti vincoli alla costituzione ed alla forma del partenariato? Le misure attivabili nellambito dellAsse 4 consentono ai GAL di elaborare Piani caratterizzati da innovatività ed originalità? Le modalità di attuazione dellAsse 4 consentono ai Gal di selezionare in piena autonomia proposte progettuali coerenti con i rispettivi PAL? Ai Gal è assicurato un adeguato sostegno per le attività di animazione? Il quadro di regole è definito con chiarezza in tempi adeguati? In che misura i Gal intervengono in fase di controllo delle domande di aiuto? … e in fase di controllo delle domande di pagamento? In che misura i Gal intervengono nelle attività di monitoraggio? Ai Gal è assicurato un adeguato sostegno per le spese di funzionamento? autonomia decisionale Spazio offerto ai Gal per esercitare la propria autonomia decisionale

11 11 1) formazione sulla nuova programmazione (seminari, focus, gruppi di discussione) 2)Strumenti di autovalutazione per i GAL (metodologie e indicatori di facile uso costruiti da gruppi misti con noi, valutatori, rappresentanti GAL e regioni). Valutano il valore aggiunto di Leader: - Metodo Leader (bottom up; partnership; innovazione; ecc.), cioè lazione svolta dal GAL e il suo ruolo a livello territoriale; - contributo di Leader al conseguimento degli obiettivi degli altri Assi (cioè i progetti) Ogni specificità ha un set di indicatori (tipo leadarability) Per ogni specificità si stanno elaborando casi studio per favorire il trasferimento di BP Perché: a. aiutare i GAL a concludere bene questa fase di programmazione e migliorare il tiro per la futura programmazione prosegue il lavoro già avviato con i valutatori, 7 dicembre incontro valutatori 1° settimana di marzo winter scholl valutare le specificità di Leader 3) Migliorare la capacità di comunicazione dei GAL e la trasparenza di Leader (prosegue summer school) a gennaio sistema avanzato geogal 4) Approfondimenti sui temi nuovi della prossima programmazione inclusione sociale vs innovazione sociale settembre worskhop

12 12 "Network" – a definition no point is privileged over another (Serres) A network is formed for a given instant by a plurality of points (nodes) connected together by a plurality of tracks (Serres) Promote mutual understanding, sharing, participation, cooperation, experimentation. Create a community. facilitate the combination and mitigate tensions between organizational and professional creativity (Butera)

13 13 actors LEADERNETWORK INSTITUTIONAL NETWORK Italian Ministry of Agriculture (Mipaaf) UE – DG AGRI 21 MA RDP 7 PA 8 LEADER evaluators SECONDARY NETWORK European LAGs PRIMARY NETWORK Contact Point Other National NRN INFORMAL NETWORK Thematic Groups, LAGs; Rural Development expets; Others. PRIMARY NETWORK 21 AXIS IV RDP Regional Managers 7 Paying Agencies 11 LAGs Regional Associations 7 LEADER evaluators SECONDARY NETWORK Regional RDP Manager –referenti delle misure dei PSR (MeasureThematic ) experts RDP evaluators Technical Assistance Stakeholders SECONDARY NETWORK LAGs, rural areas representatives SECONDARY NETWORK Stakeholders, other Ministries, etc. 192 LAGs NETWORK GROUP social groups connected directly or indirectly, With some common links: status shared by group; group functions similar or shared; geographical or cultural connections. Leader Network : the composition

14 14 The Italian «Leader» Network - Features LAGs Improve the skills of LAGs Increase the transparency of LEADER MA Improve the skills of MA Increase the transparency of LEADER EU (EC-MS-LAGs) Promote and increase the listening to the needs of the territories Improve the image of LEADER Other Enhance the quality and accessibility of information Enhance the ability to interpret the results Communication is a central function in the activities of the Leader Network and a key element of its mission. The function of TF Leader is to provide communication, resources and promotion of identity to all Leader actors

15 15 Leader II 1 SINGLE CENTER OF GRAVITY Leader PLUS MULTIPLE CENTER OF GRAVITY Axis IV RDP Towards...λον « HOLONIC » NETWORKS Italian Leader Network - Structural evolution … It is a plurality of subjects, carriers of different needs. Many of these needs can be solved using and combining skills and experience already held within the Network. The mission of the Leader Network is to encourage and to support a process of learning "among equals. A process based on flows relations, resulting from the sharing of experiences and the socialization of knowledge and perceptions, oriented to the identification, from time to time, of the best practices to solve the problems.

16 16 Italian «Leader» Network – our Organization Scientific Committee -defines the annual program; -identifies the networking methods; -propose new thematic groups. Thematic working groups (long term or short term as needed) -they deal with thematic analysis; -Participation to the definition of program activities and the preparation of "products" (on-line thematic area in the portal, meetings / seminars, case studies, white papers, training courses; etc. ) Technical Secretariat -facilitates the flow of communication between the participants to the LEADER network, calls meetings, collect the reports on the progress of activities, etc.; -Dealing with organizational aspects, creates tools and products basics, supports thematic groups; databases, organizing seminars and meetings, management of on-line sections in the website. Segretariato tecnico TF Rete Leader Comitato Scientifico + = 2 Seniors 4 Technical support 13 Regional Antennas = 2 Seniors 3 Technical support Full time staff (12 man-month)

17 17 Coordination meetings, working groups, open space, social networks to allow the comparison and mutual understanding Training, conferences, seminars, workshops, study visits to facilitate the sharing of practices, knowledge and exchange of experiences Information services (portal, newsletters, databases, archives and documentation) and proper Consulting (technical, legal and administrative branches) to provide for services Research and surveys, focus groups to offer the opportunity to explore new ideas and solutions, and detect the needs National Study visits for good practices exchange Thematic Dossiers Data base on LEADER actions and practices VIDEO interviews with experts Social network on-line «AL» : the Monthly Report Leader Workshops Juridical On Line support for LAGS Coordination Meetings, Focus, Thematic Experts Common National System of Monitoring Geo-referenced info- system of calls; LAGs WEB Portal VIDEO Documentaries on good practices The Good Practices «AWARD» E.S.E.M.P.I. The Italian Leader Network – our Tools

18 18 The Tools put in place by the Animation unit of a Network. It is important that they are not just "innovative…. but they need to have the ability to promote a practical and effective participation of all stakeholders the TOOLS NETWORK LEADER: the TOOLS Always evaluate the context and resources available Taking into account the following characteristics: - actors (mode of action, knowledge); - structure (characteristics of the network); - interactions (operation and processes); - How the Regions have set Leader (axis IV)

19 19 Centri di competenza tecnica (gestionale - amministrativa) Approccio Leader Centri di competenza tecnica (strategica - tematica) Centri di competenza tecnica (informazione e animazione) 1 Z F CB G Q D O S P E T L N A R U M V I H 1,5 1 0, ,5 -1, ,5-20,52AFAD 1,5 0 How the Regions have set Leader (axis IV)

20 20 Rete Leader some DATA … n. 19 Report AL n. 4 Reports on progress n. 8 methodological documents n. 77 events organized by the Italian Rural Network + n. 45 meetings held with LAGs and Regions n. 22 participation in events organized by "others n. 5 Working Groups - 1. procedures Leader 2. monitoring 3. evaluation 4.Leader transparency 5. Leader after 2013 Comprehensive database of LAG areas leader, PSL, Financial Plans Axis IV 1400 calls LAG archived and georeferenced WEBSITE Leader - access 12,157 (2009 = 906, 2010 = 2865, 2011 = 5430, 2012 = 2975). To "give an account" of the system network and networking processes, the first step is to give form to relations system that is not prescribed and that it is constantly evolving. Structures that interact for a proper "Institutional duty" (eg DG Agriculture, European Rural Network and Leaders Sub Committee, Ministry of Agriculture, National Rural Network and Task Force Leader) can not be considered outright "Network system" The "number" indicators say little about the good networking processes

21 21 Our Participatory process EXAMPLE (1) Extended Report on the Implementation on Leader Approach (November 2010) Questionnaires completed by MA and national networks of the 27 Member States relating to 88 PSR Questionnaires by MA and National Networks of 24 SM on the organization of 66 PSR, functions and tasks assigned to the MA, LAG and PA Case studies by MA and national networks of 20 SM for 16 PSR on "complex projects / provided in the Local Development Plans" Case studies developed by MA and National Networks of 6 MS relating to the "small scale projects" fiches prepared by the MA and National Network of 21 member states relating to "eligible expenditure under Axis IV"

22 22 Our Participatory process

23 Italian LEADER Network: the monitoring they use the Network for…. behaviour of LEADER operators Since 2009 n. 436 technical support requests n requests for diffusion of information on events, calls, projects, etc. N participants to workshops, seminars; etc.

24 Monitoring

25 25 Network Monitoring 2009 Contacts pattern - LAGs TODAY n. LAGs% on tot. LAGs High Medium -contacts Medium -events Low None Annual average Support requests / diffusion = 6 Annual average participation in events = 4

26 Needs analysis and intervention planning in the start-up phase.

27 N. Of LDS (Local Development Strategy) Selected and approved. Time LAG & LDS selective process Starting Up of LDS «Local Development Strategy». LAG Learning needs. Learning needs - Methods and Programming practices - Legal aspects - RDP Administrative and Financial Procedures - Communication with the local territory - LAG/Relational (its communication, self-assessment) - Specific Thematic analysis - Specific update needs HIGH RELEVANCE LOW Focus Group : needs analysis Needs analysis and intervention planning in the start-up phase. The issues and activities of the LEADER TASK FORCE are periodically reviewed in relation to the phases of the RDP Axis IV implementation.

28 THE SUPPORT OF THE ITALIAN RURAL NETWORK : THE LAGS START UP – EXAMPLE Focus Group for analyzing the needs WORKSHOPS : a. Local Actions Groups: «Legal and institutional OPTIONS for the management of local development plans b. HOW to Develop a strategy for local development with the Leader method: key elements for quality in Programme planning WORKSHOPS : c. The operational planning of activities and the administrative and financial management d. The planning of communication activities, animation and technical support" WORKSHOPS : e. "The selection of the beneficiaries of Local Development Plans f. Evaluating and Monitoring Leader g. Signals of Leader: to invest in transparency, communication and evaluation for the future of Leader f. Evaluating the animation capacity of LAGs. National Study Visits : Renewable energy (LAG Valli di Tures e Aurina) Sustainable Tourism (LAG DELTA 2000) Networks and local food chains (LAG TERRE SHARDANA; LAG Maiella Verde) Cultural heritage ( LAG Basento Camastra Rocca di Cerere, LAG Area Graganica; LAG CILSI) TOOLS : 1. AL : our Monthly Report 2. Methodological documents on local animation Technics 3. Projects Reviews TOOLS : 4. Juridical on line consulting 5. Report AL 6. Analysis of the tools for communication and animation for the LAGs TOOLS : 7. Projects Data Base 8. AWARD E.S.E.M.P.I 9. LEADERBOOK social network TOOLS : 10. Methodological documents 11. Monitoring system 12. Test of development methodologies in LAG areas 13. Geo-referencing TOOLS Thematic Groups n. meetingsn. LAGs n. Regions involved n. of Region Managers Focus Groups Training Seminars Study visits730--

29 29 Network monitoring Participants Meeting tipologyn. meetings Focus Group9 meetings with other Member States5 Training19 Meeting -Workshop30 Study visit7 W.G. Meeting45 Coordination meetings7 Tot.77


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