Presentation on theme: "Guidance on CLLD for local actors Key messages Paul Soto"— Presentation transcript:
1Guidance on CLLD for local actors Key messages Paul Soto
2Not legally binding but has the weight of 4 DGs. A practical manual. Aims of the guidanceTarget:- potential new and old partnerships (builds on 1st guidance for MAs)AimsTo encourage demand by ESF and ERDFTo help 2600 existings partnerships adapt to a) a very different external environment and b) the opportunities in the new RegulationTo provide examples of how to make things simpler, faster and safer and how to coordinate between funds.Not legally binding but has the weight of 4 DGs. A practical manual.
3Content of the guidance Why CLLD?How to launch CLLD in 8 basic steps?How to support CLLD partnerships respond to the new challengesWhy and how to carry out CLLD in cities?Why and how to carry out CLLD for social inclusion?How to coordinate with other funds?How to make CLLD safer, faster and easier for LAGs?
4Why CLLDCOST AND RISK OFDELEGATIONADDED VALUEOF CLLD
5Seven reasons (derived mainly from A32) CLLD puts people facing a challenge in the driving seatIt is the only EU wide programme where strategies designed and projects selected by local peopleNo one partner controls (49% rule). Strengthened role for private and civil society (at least 50% votes)2-7.But this has to lead to clear results at local level.Responding to diversityMore flexibilityBuilds linkages and leversResults in change and innovationNetworking and coordination (support but no straight-jackets)Financially attrractive (long term + 25% animation +10% confinance
6How to launch CLLD in 8 basic steps Decide what you want to change (S)Build alliances to help that change (P)Define appropriate boundaries (A)Prepare a strategy based on local needs (S)Agree on partnership structure and roles (P)Adjust boundaries (A)Prepare an action plan and funding application (S)Create a system for periodic review, evaluation and refreshing (S)
7Key challenge – finding right the balance CentralisationMore focusConcentrationNarrow scope and eligibilityDemarcationBroad scope and eligibilitySpeed/flexibility/resultsVAccountability/responsibilityDelegationResponding to local needs
8Balancing 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)
9New challenges since 2007.Continuing challenges of globalisation, aging, migration, environmental sustainability, growing inequality…Crisis means some EU 2020 targets are further away (jobs - need 16m increase in employment + 30m reduction in poverty, one third increase in R+D.....)Europe has started to diverge. Greater need for tailor made responses.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 it do this.By strengthening a) the strategies (A33) and b) the partnerships (A34)
10Focus on what you want to change or achieve. Court of Auditors: “Local strategies should be at the heart of the LEADER aproach”….but many stategies “serve as little more than an application to the MA for funding”… “objectives are not specific, measurable or achievable within a set time frame”.Common Provisions Regulation (A33.1):“A CLLD strategy shall contain at least thefollowing elements…c)a hierarchy of objectives,including measurable targets for outputs orresults”A hierarchy of objectives. Not a wish list.Priorities + targets agreed with the community onwhere CLLD can have máximum impactSMART objectives. Not general principles: fishermen trained, quality schemes established, jobs created for fishing famililies, pescatourism visitorsAction plan + financial planBut how to be focussed and flexible? How to respond to risk and change?
11Building learning into implementation Common Provisions Regulation (A33.1): “A CLLD strategy shall contain at least the following elements…d) a description of the management and monitoring arrangements of the strategy….and a description of the specific arrangements for evaluation.”Include a plan for monitoring andevaluation in the strategyNot as an extra administrative burdenBut as a procedure for the FLAG to learn from what is working and not working and responding to changing circumstances. Incorporate this flexibility.
12Other measures to improve strategies. Coherence with programmes – but flexibility + broad scope within monofund programmesStrengthen community involvement (evidence at all stages)Definition of areas – top down frameworks – bottom up boundaries ,000
13The Commission aims to strengthen local partnerships Minimum tasks of FLAG – clarify level of delegationPreparing and publishing calls for proposalsSelecting operations and fixing the amount of supportReinforce role of private sector and civil society (49% and 50% rules)Streamlined cooperation procedures (preferrably local if not continous or very regular)Strengthen capacity building and project development
14Stronger animation and capacity building. The EC: FLAGs are not just decentralised offices for delivering funds decided elsewhere. The added value comes from animating and developing better quality local projects.CPR A34.3: “The tasks of thelocal action groups shall include:a) building the capacity of localactors to develop and implementoperations including their projectmanagement capabilities”CPR A35.1.“Support from the ESI funds concerned for CLLD shall cover: a) the costs of preparatory support consisting of capacity building, training, and networking…CPR A % for running costs and animation. Ensure total budget is sufficient. If not piggy back.
15Developing higher quality projects Support at different stages of the project cycle eg:Ideas identification and animationAssembling or bringing togetherstakeholders with different interestsProject engineering – markets,economic and financial viabilitytechnology, human resources…
16Why and how to carry out CLLD in cities and for social inclusion Inspirational examples with some elements of CLLD but not necessarily allTo extend to cities and social inclusion – need to adapt:Strategies – build integration from a specific entry pointAreas – to the distribution of the problema you are trying solvePartnerships – to ensure have relevant allies.
17Cooperation between funds It is a means to achieve results not an end in itselfIt is obligatory with or without multifundingNeeds to take place at all levels EU, national, regional, localLess coordination at one level means more at anotherCommission has set the framework but the mechanics are are left for national/regional levelsIf this is not done well – complexity can drown local groups
18Conditions for multifunding Agreement between funds over the types of areas and projectsCommon criteria for the lead fundCommon calls for preparatory support and the final selection of areas and strategiesCommon criteria and procedures for the selection of areas, strategies and partnershipsAgreed criteria for the selection of projectsAgreement over the role and function of the groups and MasSeparate but coordinated plans for monitoring and evaluationDifficult without a common intermediate bodyA bad solution for a reduction in funding.Beware of demarcation.
19Programming and implementing multi-funded LDS Partnership ContractESF national/regional programme(s)ERDF national/regional programme(s)EAFRD national/regional programme(s)EMFF nationalprogramme(s)Indicative allocation for CLLDJoint Selection committeeMulti-funded LDS
20Programming and implementing mono-funded LDS Partnership ContractESF national/regional programme(s)ERDF national/regional programme(s)EAFRD national/regional programme(s)EMFF nationalprogramme(s)Indicative allocation for CLLDCONSISTENCY AND COORDINATIONSelection committeeSelection committeeSelection committeeSelection committeeLDSLDSLEADERFLAGs
21Making CLLD safer, faster and easier for local action groups Improving access to finance at local levelup front cofinancing,interim and staged payments,Prefinancing using advance paymentSpeedy decision making – avoiding duplicationReducing administrative burden through small project and umbrella schemesClarifying issues around eligibilityTransparencyCommon understanding – what is not eligible.Specific issues (VAT, bank guarantees, in-kind contributions)
22Making CLLD safer, faster and easier for LAGs Using simplified costsstandard scales of unit costsLump sumsFlat rate financingAudit and control
23Thank you for your attention! CLLD Guidance on CLLD for Local ActorsFARNET Support Unit38 rue de la LoiB Bruxelles