arwain sir benfro pavs funding fair nov 2015

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LEADER 2014 - 2020 Arwain Sir Benfro

LEADER 2014 - 2020

Arwain Sir Benfro

Thanks for invitation to speak. PLANED have been facilitating development of the LAG and were formally appointed as the Lead Body by the LAG in July last year

Today talk about the LEADER process, the timeframe and the process by which decisions are made.

Local Development Strategy still in draft form and will be until WG sign off expected this week (Ill talk more about this)



Community Led Local Development (clld)

Since it was launched in 1991 by the European Commission as a Community Initiative, theLEADER local development approachhas been providing rural communities in the EU with a method for involving local partners in shaping the future development of their area.

For 2014 to 2020 CLLD (LEADER) will remain a mandatory part of the Rural Development Programmes funded by the EAFRD and a possible option under the European Regional Development Fund (ERDF), the European Social Fund (ESF), and the European Maritime and Fisheries Fund (EMFF). In order to ensure coherence of integrated LDS and actions, common rules are to be applied for these funds under the "Common Strategic Framework".

What is the LEADER rural development methodology? ENRD website says:LEADER is the term used to describe a special type of local development approach for rural areas. The name LEADER comes from the French abbreviation for Liaison Entre Actions pour le Development de L'Economie Rurale (which roughly translates to links between actions for developing the rural economy).

LEADERs approach involves a rural development methodology based a number of core components including partnership, bottom-up territorial development, innovation and cooperation.

LEADER methodologies are implemented by local area partnerships which bring together public, private and civil society sector organisations. A LEADER partnership is known as a Local Action Group (LAG). Each LAG has a Local Development Strategy (LDS) which contains a set of rural development actions and objectives that have been suggested by local communities in the LAG territory.

All LAGs are required to prepare a Local Development Strategy (LDS) before they start distributing European Agricultural Fund for Rural Development funds (EAFRD) to LEADER projects. The LDS involves an in-depth analysis of a LAG territory to identify what local people believe is most important for the development of their area. The LDS also clarifies what issues the rural population considers to be the main challenges that LEADER funds should be used to tackle. A considerable amount of community consultation is required to produce a LDS and the procedure helps to provide the LAG with a built-in bottom-up direction for their LEADER work drawn from our events and community action plans. The key advantages of the LEADER approach are:Local people have a better knowledge of local challenges that need to be addressed and the resource and opportunities available.They are able to mobilise local resources for the development process in a way that does not happen with traditional "top-down" approaches.This gives local people a greater sense of ownership and commitment to the projects, which in turn allows them to make the best of their local assets.The approach can help develop trust and positive working relationships amongst the local community and businesses.


Grp Gweithredu Lleol Local Action Group

The Local Action Group (LAG) functionsThe LAG will be made up of a group of natural persons who represent businesses, local organisations, public authorities and other representation of local civil society; this will include a representative from the selected administrative body.

The European Commission has outlined the functions of a Local Action Group (LAG): building the capacity of local actors to develop and implement operations including fostering their project management capabilities; drawing up a non-discriminatory and transparent selection procedure and objective criteria for the selection of operations, which avoid conflicts of interest, ensure that at least 51 % of the votes in selection decisions are cast by partners which are not public authorities, and allow selection by written procedure;ensuring coherence with the local development strategy when selecting operations, by prioritising those operations according to their contribution to meeting that strategy's objectives and targets;preparing and publishing calls for proposals or an ongoing project submission procedure, including defining selection criteria; receiving and assessing applications for support;selecting operations and fixing the amount of support and, where relevant, presenting the proposals to the body responsible for final verification of eligibility before approval; monitoring the implementation of the local development strategy and the operations supported and carrying out specific evaluation activities linked to that strategy.

The LDS will be a living document that will need to be re-assessed to ensure it meets the needs of the community. The LAG will also need to show similar flexibility and adopt new responsibilities and adapt its membership to reflect changes.The LDS will need to have targets that are set and monitored by the partnership. LAGs will need to convince the Welsh Government on an annual basis that they can successfully achieve agreed financial and monitoring targets. This will enable their indicative allocations to be retained, if this allocation system is agreed by prospective LAGs. The LAG membership will need to evolve to meet the changing needs of the area and the priorities of the strategy. It must be inclusive, i.e. composed of partners coming from different sections of the local community: public sector, private sector and civil society and reflect the nature and focus of the strategy. The involvement of the private sector is crucial to ensure sustainable projects and provide match funding for projects as appropriate. A clear terms of reference in place. Will come back to our membership at the end3

Themu Llywodraeth Cymru

Welsh Government Themes

Basis of LDS: Welsh Government has set out a broad framework of thematic options for the next RDP, with LAGs being able to choose more than one option to reflect the needs of their area. This will ensure the alignment of LEADER resources to the key priorities without disabling the function of LAGs as a tool for governance, enabling communities to contribute and stimulate innovation from a grass-roots level.

Each LDS in Wales will need to show how one or more of these priorities are to be met for each of the proposed activities.

5 year programme. Based on a currently provision indicative allocation and unknown start date.

LEADER methods are normally non-prescriptive and so difficult to fit communities in boxes prior to animation.

Need to integrate these

Adding Value 663,750Facilitation of pre-commercial development 995,625Exploring new way of providing non stat local services 995,625Renewable energy at a community level 331,875Exploitation of digital technology 163,258 (but should cross cut all other areas)4

Themu Trawsbynciol

Cross Cutting Themes

Cross referenced to:Principles of LEADERCross cutting themes Sustainable development, tackling poverty and equalitiesAdditional focus areas Uplands, Welsh Language5

Y Broses


RDP submission by WG to EC July 2014, returned end October 2014.Queries worked on, resubmitted end of 2014Bottleneck at EC level likely to be formally approved June 2015; although LDS and LAG to be approved end of this month. 6

Hyfforddiant/Training What can LEADER support?Mentora/Mentoring Astudiaethau Dichonoldeb/ Feasibility Studies Animeiddio/Animation Hwyluso/ Facilitation Gwerthuso/EvaluationProsiectau Peilot/ Pilot ProjectsDIM CYNLLUNIAU GRANT / NO GRANT SCHEMES

Beth all LEADER ei gefnogi?


O Fuchod i DorfeyddCysylltu Treftadaeth Menter yn Nhr Rheoli Caeriw Cheriton

From Cows to Crowds

Linking Heritage to Enterprise at Carew Cheriton Control Tower

Legacy of animationCommunity members interest led to formation of group who undertook research on history of World War I and II Control Tower, resulting in:Its restoration through LEADER II Makers of Wales The establishment of a community owned Development Trust to develop the Control Tower as a tourism and educational resource

Start where people are and allow to develop at own pace refrain from being funding drivenDevelops resilience to highs and lows, but determination and effort has led to long term successAccess to technical help / specialist advice often the key for dedicated volunteers to succeedOwnership presents challenges but ultimately the successes (and failures) have established stronger relationships in the groupDrawing support from wherever available thinking broadly and making the most of assets e.g. rolls royce aircraft engine repaired in their workshops

1994-97 Leader II

Hand holding role have not led worked to support the community members at own pace


Gwefan Neuaddau Cymunedol Sir Benfro

Pembrokeshire Community Halls Website

First identified as hub area based project, but developed to cover whole of PembrokeshireBased on initiative run in North England, each facility has own web page including activities held, rooms for hire etc.Aim is to increase sustainability and economic opportunities for community hallsLinks closely with Community Buildings ForumLatest development will be to include an online booking system

Working with community building represen


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