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Leader as a part of the new CAP
European CommissionDirectorate-General for agriculture and rural development
DG AGRI H.1 – Consistency of rural development
Karolina JASINSKA-MÜHLECK
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Purpose of the presentation
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• Put LEADER in the context of the new CAP
• Highlight the main changes from Axis 4 to LEADER CLLD
• Explain how LEADER can be programmed to achieve its value added
Where do we stand?
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General framework• Common Provisions Regulation adopted• Partnership Agreements submitted (1 PA adopted)
Rural development policy• RD regulation adopted, IA/DA expected shortly• ¼ RDPs submitted
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Coordination with other Funds: CSF and PA
Common Strategic Framework (CSF) – covering the EAFRD, ERDF, ESF, Cohesion Fund and EMFF, and reflecting EU2020 through common
thematic objectives to be addressed by key actions for each of the funds
Partnership Agreement – national document outlining the intended use of the funds in the pursuit of EU2020 objectives
Rural development policy: EAFRD
Other CSF funds(ERDF, ESF, CF, EMFF)
Rural Development Programme(s)
Europe 2020 strategy
Promoting social inclusion,
poverty reduction and economic development in rural areas
Enhancingcompetitivenessof all types of
agriculture and farm viability
Promotingfood chain
organisation and risk
management in agriculture
Restoring, preserving and
enhancing ecosystems
dependent on agriculture and
forestry
Promoting resource efficiency and
supporting the shift towards a low carbon and climate resilient
economy in agriculture, food
and forestry sectors
Fosteringknowledge
transfer and Innovation in agriculture,forestry and rural areas
Pri
ori
tie
s
Innovation, Environment and Climate Change as cross-cutting objectives
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Leader as a governance tool for balanced territorial development in the RDP
Balanced Rural DevelopmentProgramme
Clear, appropriate Objectives & Priorities at EU-level(legislation)
Pertinent Analysis and setting of Goals(at programming level)
Wide menuPre-defined measures
Governance-based approach (LEADER / CLLD)
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Lessons learnt from previous programming periods
• Some rigidities in the use of LEADER as driver for CLLD• Limited quality of strategies• Limited LAG's capacities to develop and implement a LDS• Unclear responsibilities of different involved parties• Limited level of participation and limited interest by the
private sector
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What is new (1)?
• LDS as central tool to meet core objectives at local level: unlocking strategies from RD measures
• Clear provisions on the elements of a LDS• List of minimum tasks of a LAG• Greater focus on animation and capacity building• Strengthening the participation of the private sector in the
partnerships• Multi-funded strategies
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What's new (2)? • Simplified costs
• Increased range for population • Tailor made definition of rural areas• Streamlined transnational cooperation• EAFRD support rate to LEADER up to 80% (90%)• Minimum 5% EAFRD contribution to LEADER
Achieving the added value of LEADER
• Chosing a flexible and open approach which is in line with the needs on the ground
• Keep additional rules to necessary minimum • Support capacity-building at all implementation levels• Appropriate division of tasks• Reduce administrative burden for all• Provide space for innovation• National co-funding has to be ensured• Evaluate efficiency of delivery system
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