EU Guidance on CLLD for local actors Key messages for existing partnerships

EGESIF Meeting. 30 April 2014. BrusselsPaul Soto

EU Guidance on CLLD for local actors

Key messages for existing partnerships

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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?

Content

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Why CLLD

ADDED VALUE OF CLLD

COST AND RISK OF

DELEGATION

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Seven reasons

1. It puts people facing a challenge in the driving seat.• 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)

2. 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

7. It is financially attractive• 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

Delegation

Narrow scope and eligibility

Broad scope and eligibility

Speed/flexibility/resultsV

Accountability/responsibility

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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)

Definition of areas – top down frameworks – bottom up boundaries. 10-150,000

Focus on what you want to change. Hierarchy of objectives, clear and measurable targets, priorities

Monitoring and (self) evaluation. Flexibility to adapt to change

Coherence with programmes – but flexibility + broad scope within monofund programmes

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 to take place at all levels EU, national, regional, local

Less 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

Partnership Contract

Programming and implementing multi-funded LDS

ESF national/regional

programme(s)

ERDF national/regional

programme(s)

EAFRD national/regional

programme(s)EMFF nationalprogramme(s)

Joint Selection committee

Multi-funded LDS

Indicative allocation for CLLD

Partnership Contract

Programming and implementing mono-funded LDS

ESF national/regional

programme(s)

ERDF national/regional

programme(s)

EAFRD national/regional

programme(s)EMFF nationalprogramme(s)

Selection committee

LDS

Indicative allocation for CLLD

Selection committee

Selection committee

Selection committee

LDS LEADER FLAGs

CONSISTENCY AND COORDINATION

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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!