Download Territory-Partnership

Territory, Partnership, Strategy
Seminar « Getting started with Axis 4 of the EFF »
Sofia, Bulgaria, 1 October 2009
Jean-Pierre Vercruysse, European Commission
1
Territory: Area-Based Approach
 Areas
with sufficient coherence and critical mass to support a
viable development strategy
• Human, financial and economic resources
• Common history and tradition
• Common feeling of identity
 Development
strategy based on
• current situation
• strengths and weaknesses
• particular to an area
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Bottom-Up Approach
 Involvement
of local players
• population at large, economic and social interest groups,
representative public and private institutions
 Capacity-building,
strategic component of the bottom-up
approach
• encourage participatory decision-making at the local level for
all those concerned with development policies
3
Local Partnership: FLAG
 Combination
of public and private partners
• devise a common strategy and innovative actions
• for the development of a fisheries-dependent area
 Balanced
and representative selection of partners
• different socio-economic sectors in the area
• economic and social partners:
 “The majority of the actions shall be led by the private sector”
4
Integrated Development Strategies
 Addressing
 Seek
 Put
identified local needs
to consolidate and complement the existing activity
forward new means of achieving sustainable development
• Goes beyond previous practice
• Complement mainstream programmes in the area
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Components of the Strategy
Elements of Analysis
Partnership - Area - Socio-economic factors –
Environmental factors - Community Engagement
Identification of Strategy
Global Objective - Rationale - Distribution of Resources
The Programme Measures
Specific Objectives - Specific Rationale - Scope - Targeting
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The strategy: Be clear about the aims
A shared understanding of problems and needs
 Taking
stock together of the causes
 Joint awareness of threats and opportunities
 Shared vision and strategy
 Key tool for building the partnership – parallel process
Not:
 An
academic study
 A wish list
 A central plan
 Just a funding application
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The strategy: Who is involved?
Preliminary steering group
1.
•
Starts narrow – evolves into the partnership
Team of 1-2 experts (from university, consultancy, …)
2.
•
•
3.
Around 6 months (minimum)
Research, project management and animation skills
All local stakeholders





grouped by themes
Sectors
target groups
organised, unorganised
weak and strong
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The diagnosis – secondary sources
 Start
to provide hypothesis and evidence for the stakeholder
SWOT
 Do not reinvent the wheel
• Take into account existing plans
• Use existing information: scan, select, synthesise
 Logical sections
• territory and environment
• transport and infrastructures
• population and society
• the economy and labour market
• governance and administration
role of the fishing sector in all this – but not just a study of
the sector
 The
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Stakeholder involvement
 First
public information meeting
 Working groups: thematic, sectoral
• Stakeholder analysis
• Problems, needs and drivers
• SWOT
• Objectives
• Alternative strategies/priorities
• Types of action and budgets
 Joint
meetings – win/win solutions, flagship projects
 Business
 Final
or territorial. 2-3 meetings
plan
public meetings – good communication throughout
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What to avoid?
A
mechanical SWOT analyses
• No clear definition of the problem
 Formal
consultation exercises
 An absence of any vision or unifying idea of where to go
 Vague and overambitious objectives
• Repeat the words in the regulation and do not relate to the
needs
 Lists
of worthy but unrelated actions.
• No relation between needs, objectives, priorities and actions
 Duplication
of strategies, programmes and partnerships
• Community “burnout”
 Short
term project mentality. Filling funding gaps. Division of
resources. No long term commitment
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How to build the local partnership
“A good local partnership can survive with a mediocre
strategy - but a bad partnership can ruin the best made
plans”
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Stages and functions of partnerships
 Animation
• Throughout but especially in the early stages
• Identifying and mobilising local actors
 Structuring
• Early and middle stages
• Creating the material and immaterial conditions for
development
 Consolidating
• Promoting the economic, social and environmental
sustainability
• Clusters, territorial marketing, value added chains, quality…..
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What to look for in the partners
 LEVERAGE
for fishing communities
• Size of decision making board – representative but not too big
 Leadership
 The
+ legitimacy – to whom?
problem of many hats
 Rights
and responsibilities. Payment. Avoiding community burn-
out
outwards – bringing in groups that other
programmes don’t reach
 Communication
 Communication
inwards – mobilising the gold in people’s minds
 The
three t’s – time, training and trust
 Tap
existing manuals, procedures and training material
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What to look for in the permanent team
 From
2 to 20
 Depending
on local situation must cover a series of functions
• Strategic planning – external + LAG manager and president
• Leadership, brokerage, mediation
• Financial management and administration – in house
• Information, animation, project management – in house
• Business advice – some general skills in house
• Training and facilitation – outsource some
 Specialist
skills – out source
 Look
for proven skills, experience and motivation more than
qualifications
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