‘Building up support for rural development’25-26 May 2007Radom-Pionki, Poland

Network building & cooperation under Leader: benefits for local areasMartin Law, Leader+ Observatory Contact Point

European Commission

Networking under Leader

Networking is central to Leader

Linked to innovation and small scale bottom-up approaches

Many lessons can be learnt from past Leader experiences:

- Who networks and why

- Fostering cooperation

- Issues that face those involved in Leader

Who and why?

People are involved in Leader at different levels and across different target groups:

LAGs Managing Authorities, Paying Agencies and Local

Authorities Other organisations, initiatives, and individuals who

follow the Leader approach

Networking is:

A core activity involving communication and exchange of information, experience and knowledge through:

Formal activities of the network and NNU Informal activities via LAGs and individuals ‘Face to Face’ communications Virtual Networking Partner search tools

Goals of networking:

Different goals for networking in Leader include:

Gathering information on the practices followed by participants in the network

Promoting co-operation between LAGs Promoting the Leader method and ideas Other uses of networking or expectations of LAGs can

often be controversial e.g. technical assistance and lobbying.

Networking and cooperation

Successful lessons from past project experiences

Putting people in touch with each other (communication, during events, through technology)

Many documents, publications, guidelines & presentations available which record best practices

Partner-seach tools, seminars and transnational support programmes

Advisers and key experts who can provide help and advice.

Tangible benefits for LAGs

Five possible types of cooperation:

Types of cooperation Main inputs for the participants

1) Exchange of experience New perspectivesAwareness-raising on a particular themeConfidence

2) Training and human resources

Better qualifications of the people involved

3) Innovation transfer Application of new expertise, technology and/or working methods

4) Joint business management

Access to new markets

5) Participation in a thematic network

Definition of common norms and methodologiesCollective management

Tangible benefits for LAGs

include: better management skills finding new solutions a direct (sometimes economic) return for the

local actors involved stronger local strategy boost motivation of the actors involved create a culture of cooperation culture 

Tangible outputs

include:

Definition and development of new products/services and technical assistance: such as quality management methods; software; internet sites and computer systems;

Joint production of goods and services: overcoming logistical and legal obstacles, particularly for such things as tourism routes, exhibitions and festivals;

Joint promotion of products and services: leaflets, CD-ROMs, logos; food and agricultural products for joint promotion activities around a common product (cheese, wine, meat products).

Conclusions

Results of networking and cooperation under Leader: More professionalism

more experience (LAGs and local actors): involved in mature projects with tangible results at different stages of development

A longer term vision (phases, greater ambition, economic turnover)

Tangible outcomes in more sectors than before: from only (nearly) tourism only to tourism + culture + craft + economy

Greater proactivity among the local actors: not only as participants but in definition, implementation and development of the projects, and therefore real bottom-up

Stronger partnerships: local, specialized partnership (women entrepreneurs, typical quality craftsmen, specific tourism

provider...) between areas involved around 1 project, then another, then another --> the spiral of cooperation

Providing a strong platform for the future benefit for all involved