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Guidance on CLLD for local actors Key messages Paul Soto. Aims of the guidance. Target:- potential new and old partnerships ( builds on 1st guidance for MAs ) Aims To encourage demand by ESF and ERDF

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Guidance on CLLD for local actors Key messages Paul Soto

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aims of the guidance
Aims of the guidance
  • Target:- potentialnew and oldpartnerships (builds on 1st guidance for MAs)
  • Aims
    • To encourage demand by ESF and ERDF
    • To help 2600 existingspartnershipsadapt to a) a verydifferentexternalenvironmentand b) the opportunities in the new Regulation
    • To provideexamples of how to makethingssimpler, faster and safer and how to coordinatebetweenfunds.
  • Not legallybinding but has the weight of 4 DGs. A practicalmanual.
content of the guidance
Content of theguidance
  • Why CLLD?
  • How to launch CLLD in 8 basicsteps?
  • How to support CLLD partnershipsrespond to the new challenges
  • Whyand how to carryout CLLD in cities?
  • Whyand howtocarryout CLLD for social inclusion?
  • How to coordinatewithotherfunds?
  • How to make CLLD safer, faster and easierforLAGs?
why clld





seven reasons derived mainly from a32
Sevenreasons(derivedmainlyfrom A32)
  • CLLD putspeoplefacing a challenge in thedrivingseat
  • It is the only EU wide programme wherestrategiesdesigned and projectsselected by local people
  • No one partnercontrols (49% rule). Strengthenedrole for private and civil society (at least 50% votes)

2-7.But this has to lead to clearresults at local level.

    • Responding to diversity
    • More flexibility
    • Builds linkages and levers
    • Results in change and innovation
    • Networking and coordination (support but no straight-jackets)
    • Financiallyattrractive (long term+ 25% animation +10% confinance
how to launch clld in 8 basic steps
How to launch CLLD in 8 basic steps

Decidewhatyouwant to change (S)

Build alliances to help that change (P)

Defineappropriateboundaries (A)

Prepare a strategybased on local needs (S)

Agree on partnership structure and roles (P)

Adjustboundaries (A)

Prepare an action plan and funding application (S)

Create a system for periodicreview, evaluation and refreshing (S)

key challenge finding right the balance
Key challenge – finding right the balance


More focus


Narrow scope and eligibility


Broad scope and eligibility





Respondingto local needs

balancing top down and bottom up
Balancing top down and bottom up

Whatisthe role of CLLD in achievingstrategicobjectives?

Whattypes of strategies, partnerships and áreas (criteria)

What do youwant to achieve/change at local level?

Who are thebestallies?

Overwhicharea? (boundaries)

new challenges since 2007
New challenges since 2007.
  • Continuing challenges of globalisation, aging, migration, environmentalsustainability, growinginequality…
  • Crisismeanssome EU 2020 targets are furtheraway (jobs -need 16m increase in employment + 30m reduction in poverty, one thirdincrease in R+D.....)
  • Europe has started to diverge. Greaterneed for tailor made responses.
  • Citizens are responding in differentways and CLLD needs to adaptwith speed and flexibility to local needs.
  • Commission istrying to strengthen certain elements of CLLD whichcan help it do this.
  • By strengthening a) the strategies (A33) and b) the partnerships (A34)
focus on what you want to change or achieve
Focusonwhatyouwant to changeorachieve.
  • Court of Auditors: “Local strategiesshould be at theheart of the LEADER aproach”….butmanystategies “serve as little more thananapplication to the MA forfunding”… “objectives are notspecific, measurableorachievablewithin a set time frame”.
  • CommonProvisionsRegulation(A33.1):

“A CLLD strategyshallcontain at leastthe

followingelements…c)a hierarchy of objectives,

includingmeasurable targets for outputs or


  • A hierarchy of objectives. Not a wishlist.

Priorities+ targets agreedwiththecommunityon

where CLLD can have máximum impact

  • SMART objectives. Not general principles: fishermentrained, qualityschemesestablished, jobscreatedforfishingfamililies, pescatourismvisitors
  • Action plan + financial plan
  • Buthow to be focussedand flexible? How to respond to risk and change?
building learning into implementation
  • CommonProvisionsRegulation (A33.1): “A CLLD strategyshallcontain at leastthefollowingelements…d) a description of themanagement and monitoringarrangements of thestrategy….and a description of thespecificarrangementsforevaluation.”
  • Includea plan formonitoring and

evaluationin thestrategy

  • Not as an extra administrativeburden
  • But as a procedureforthe FLAG to learnfromwhatisworking and notworking and responding to changingcircumstances. Incorporatethisflexibility.
other measures to improve strategies
Othermeasures to improvestrategies.
  • Coherencewith programmes – but flexibility + broad scope withinmonofund programmes
  • Strengthencommunityinvolvement (evidence at all stages)
  • Definition of areas – top down frameworks – bottom up boundaries. 10-150,000
the commission aims to strengthen local partnerships
The Commission aims to strengthen local partnerships
  • Minimum tasks of FLAG – clarifylevelof delegation
    • Preparing and publishing calls for proposals
    • Selectingoperations and fixing the amount of support
  • Reinforcerole of privatesector and civil society (49% and 50% rules)
  • Streamlinedcooperationprocedures (preferrably local if not continous or veryregular)
  • Strengthencapacitybuilding and projectdevelopment
stronger animation and capacity building
Strongeranimation and capacitybuilding.
  • The EC: FLAGs are notjustdecentralisedofficesfordeliveringfundsdecidedelsewhere. Theaddedvalue comes fromanimating and developingbetterquality local projects.
  • CPR A34.3: “Thetasks of the

local actiongroupsshallinclude:

a) buildingthecapacity of local

actorsto develop and implement



  • CPR A35.1.“Support fromtheESI fundsconcernedfor CLLD shallcover: a) thecosts of preparatorysupportconsisting of capacitybuilding, training, and networking…
  • CPR A.35.2 . 25% forrunningcosts and animation. Ensure total budgetissufficient. Ifnotpiggy back.
developing higher quality projects

Support at differentstages of theprojectcycleeg:

  • Ideasidentification and animation
  • Assemblingorbringingtogether


  • Project engineering– markets,

economic and financialviability

technology, human resources…

why and how to carry out clld in cities and for social inclusion
Why and how to carryout CLLD in cities and for social inclusion
  • Inspirationalexampleswithsomeelementsof CLLD butnotnecessarilyall
  • To extend to cities and social inclusion – need to adapt:
    • Strategies – buildintegrationfrom a specificentrypoint
    • Areas – to thedistribution of the problema you are tryingsolve
    • Partnerships – to ensurehaverelevantallies.
cooperation between funds
  • Itis a meanstoachieveresultsnotanend in itself
  • Itisobligatorywithorwithoutmultifunding
  • Needstotake place at alllevels EU, national, regional, local
  • Lesscoordination at onelevelmeans more at another
  • Commission has set theframeworkbutthemechanics are areleftfornational/regional levels
  • Ifthisisnot done well – complexity can drown local groups
conditions for multifunding
  • Agreementbetweenfundsoverthetypes of areas and projects
  • Commoncriteriaforthe lead fund
  • Commoncallsforpreparatorysupport and the final selection of areas and strategies
  • Commoncriteria and proceduresfortheselection of areas, strategies and partnerships
  • Agreedcriteriafortheselection of projects
  • Agreementoverthe role and function of thegroups and Mas
  • Separatebutcoordinatedplansformonitoring and evaluation

Difficultwithout a commonintermediatebody

A badsolutionfor a reduction in funding.

Beware of demarcation.

programming and implementing multi funded lds
Programming and implementing multi-funded LDS

Partnership Contract

ERDF national/

regional programme(s)

EAFRD national/

regional programme(s)

EMFF national


ESF national/

regional programme(s)

Indicative allocation for CLLD

Joint Selection committee

Multi-funded LDS

programming and implementing mono funded lds
Programming and implementing mono-funded LDS

Partnership Contract

ERDF national/

regional programme(s)

EAFRD national/

regional programme(s)

EMFF national


ESF national/

regional programme(s)

Indicative allocation for CLLD


Selection committee

Selection committee

Selection committee

Selection committee





making clld safer faster and easier for local action groups
Making CLLD safer, faster and easier for local action groups
  • Improving access to finance at local level
    • up front cofinancing,
    • interim and staged payments,
    • Prefinancing using advance payment
    • Speedy decision making – avoiding duplication
  • Reducing administrative burden through small project and umbrella schemes
  • Clarifying issues around eligibility
    • Transparency
    • Common understanding – what is not eligible.
    • Specific issues (VAT, bank guarantees, in-kind contributions)
making clld safer faster and easier for lags
Making CLLD safer, faster and easier for LAGs
  • Using simplified costs
    • standard scales of unit costs
    • Lump sums
    • Flat rate financing
  • Audit and control
thank you for your attention
Thank you for your attention!

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CLLD Guidance on CLLD for Local Actors