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RURALDEVELOPMENTNETWORKOFSERBIA
ACTIONPLAN2011-2015
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December 2010
Content:
1 INTRODUCTION......................................................................................................................................41.1 BACKGROUND..........................................................................................................................................41.2 REVIEWOFMETHODOLOGY.........................................................................................................................41.3 ACTIONPLANASAFRAMEWORKOFACTION.....................................................................................................5
2 RURALDEVELOPMENTNETWORKOFSERBIA..........................................................................................53 CONTEXTOFNETWORKSACTIONS.........................................................................................................73.1 RURALDEVELOPMENTPOLICYINTHEEU........................................................................................................73.2 EURURALDEVELOPMENTPOLICYAIMEDATTHECANDIDATECOUNTRIES................................................................93.3 RURALAREASOFSERBIA...........................................................................................................................103.4 RURALDEVELOPMENTPOLICYINTHEREPUBLICOFSERBIA................................................................................123.5 RURALDEVELOPMENTATTHELOCALLEVELINSERBIA......................................................................................13
4 STAKEHOLDERSANDSERVICEUSERS.....................................................................................................135 SWOTANALYSIS...................................................................................................................................156 VISIONOFTHENETWORK.....................................................................................................................167 TOWARDSTHEVISION..........................................................................................................................167.1 MISSIONSTATEMENT,VALUESANDCONCEPTOFOPERATION.............................................................................167.2 KEYAREAS.............................................................................................................................................17
8 MATRIXOFDEVELOPMENTOBJECTIVESANDDIRECTIONS....................................................................179 PRIORITYACTIVITIES.............................................................................................................................2210 TIMETABLE...........................................................................................................................................24
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Listofabbreviations
CAP Common Agricultural Policy of EU
EC European Commission
EEC European Economic Community
EU European Union
IPA Instrument for preaccession assistance
IPARD IPA component related to rural development
LG local government
MoAFWM Ministry of Agriculture, Forestry and Water Management of Republic Serbia
RDNS Rural Development Network of Serbia
NPDP National Rural Development Plan
PDI Pension and disability insurance
AESS Agricultural expert service of Serbia
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1 Introduction
1.1BackgroundIn late 2007 the Ministry of agriculture, forestry and water management of the Republic of Serbia
has recognized the lack of communication with producers and poor awareness of farmers as one
of the major problems and for that reason it has initiated the project Network for the support of
rural development which had the objective to: gather and forward information relevant
to specific target groups, cooperate on the basis of common interests, perform resource mapping,
link knowledge and skills, educate on the basis of specific identified needs, increase the level of
activity in the community with a special emphasis on youth, spread a positive experience withinthe network, identify the optimal way to communicate with the population / citizens in order to
determine the real needs, provide support to connecting on the local level using a crosssectoral
approach, extend the influence of RDN on local authorities.
In the first phase of the project six regional centres to support rural development were
established, which consisted of 16 regional offices. Branch offices were opened at the level of
local governments.
Regional centres, with branch offices, had a task to perform twoway transfer of information
from the Ministry to registered agricultural holdings and vice versa on specific, compact area.
Over time, the number of local governments covered by the project grew, and today in RS 16
regional centres with 149 branch offices operate.
Early in 2009, the organizations representing the regional centres to support rural development
within the above mentioned project of MoAFWM have organised themselves and agreed to
expand their scope of work, so as not to function only as a service of MoA, but that they need a
significant role in rural development sector of the Republic of Serbia.
For these reasons in late 2009 the Association RURAL DEVELOPMENT NETWORK OF SERBIA
was formed. The network was established by 15 organizations from the RS that are active in the
sector of rural development.
Considering that the Rural Development Network of Serbia is newly established organisation,
and that the Statute of the organization sets the basis for action in complex and dynamic
environment, there is a real need to produce a document that will determine the directions and
objectives of development and operation of the Network over the next five years, relying on
basic principles defined in the Statute of the Network.
During the establishment of the organization, several founders of the consortium, headed by the
NGO Ibar Development Association from the city of Kraljevo, applied for support from the EU
under the Civil Society Dialogue fund, with the project RuralNET National Rural DevelopmentNetwork, an instrument of participation of CSOs in the preparation of policies and improving the
dialogue with EU rural networks. The project has been approved for funding under this
program and the project includes the development of this Action Plan.
1.2Review of methodology
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The fifth chapter presents the results of the analysis of current situation, by using the SWOT
methodology. SWOT matrix is prepared for all aspects of the analysis of the current situation.
The sixth chapter presents the vision of development, mission and core principles of the
organization.
The seventh chapter presents the key areas of activity in the further development of the
organization, through the method of key questions that need answering in the future period.
Chapter eight introduces in which direction the organization will continue to develop and
defines development objectives and specific measures and instruments that should be used to
fulfil defined objectives.
The ninth chapter provides an overview of the specific activities of the organization for the first
twoyear period, with specific responsibilities, deadlines and financial framework.
1.3Action plan as a framework of actionAction Plan of the Rural Development Network of Serbia for the period 2011 2015 represents
the basic framework for the operation of the network as an organization that gathers, represents
and supports its members in achieving their common objective to improve the situation in the
field of rural development in Serbia.
This document expresses the will of all members of the Network to work together through
mutual cooperation and provide a significant contribution to improving the situation in the
sector of rural development in Serbia.
During the drafting of this document the following elements were taken into account: the
relevant elements of social, economic and political realities, so far defined interests and
expectations of members, as well as those activities aimed at improving conditions for rural
development that are underway or have already been identified in the adopted strategic,
program and planning documents within the institutions of the Republic of Serbia or within
specific members of the Network.
Action Plan of the network is based on five key areas of the organizations actions:1. Building capacity and sustainability of the organization,2. Improving visibility and recognisability of the organization3. Improving informationservice activities aimed at users.4. Active involvement in planning and implementation of rural development measures.5. Strengthening partnerships with international organizations.
2
Rural development network of SerbiaAssociation Rural Development Network of Serbia is a voluntary, nongovernmental and non
profit organization, based on freedom of association of natural or legal persons, established to
improve the quality of life and balance regional development in rural areas of Serbia.
Rural Development Network of Serbia is a young and underpositioned organization in the
sector of rural development in Serbia. However, a significant advantage of the network is its
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5. Association of Citizens Edukacioni centar Leskovac,6. Regional Agency for Economic Development and Entrepreneurship of Pcinjski district
VEEDA Vranje,
7. Regional Development Agency of Eastern Serbia RARIS Zajear,8. Association of Citizens Veliko Gradiste (AGVG),9. Association MOBA Ljig,10.Association of Citizens AGROMREZA Beograd,11.Association of agronomists AGROZNANJE Vrsac,12.Centre for Rural Development, Research and Application Novi Knezevac,13.Regional Office for Rural Development Subotica,14.Association of Citizens NASA ZEMLJA Novi Sad,15.Ibar Development Association IDA Kraljevo and16.Association of Citizens Razvojna perspektiva Cacak.
Network membership is available to all natural and legal persons under the conditions provided
by Law and if they accept the Statute and the values of the association. All Network members
have the same rights, obligations and responsibilities.
Membership in the Network shall cease: if the member voluntarily withdraws by submitting a
written request, is the member is excluded from the Network, in case of death or termination ofthe legal person. Member is excluded if it is idle during a longer period of time, in cases of
damage to the reputation of the Network, breach of the Statute or nonpayment of membership
fees longer than one year.
Member of the Network is entitled to: equal footing with other members, in achieving the
objectives of the Network, directly participate in the work and decisions of the Assembly and
other organs of the Network; elect and be elected to the Network; be promptly and fully
informed about the activities of the Network; use all other amenities and benefits which the
Network provides for its members.
Member is required to: actively contribute to achieving the objectives of the Network;
participate, in accordance with interest, in the activities of the Network; pay the membership
fee; perform other duties delegated by the Board or the Assembly of the Network.
Assembly is the supreme body of the association. The Assembly consists of all of its
members. Legal person delegates its representative as member of the Assembly.
Network Assembly approves and passes: the statute and its amendments, enactments, financial
projections, financial reports, work program, annual report, the amount, manner and terms of
payment of membership fees. The Assembly elects and dismisses: president of the Assembly, the
president of the Network, members of the Management Board and Supervisory Board.The Assembly shall decide on the Network joining in other associations and networks, status
changes and termination of the association, as well as other matters relevant to the work of the
association.
President of the Association is the legal representative of the association. President of the
Network: represents the Network and is responsible for the legality of the Network; signs the
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by the Assembly of the Association, prepares the Associations Program of work and is
responsible for its execution, submits to the Assembly the report on activities, draft of the
financial plan and draft annual accounts (financial statements), establishes the fees for specificservices provided by the Association at the request of members or interested parties, adopts
periodic financial statements and implements the financial policy of the Association, prepares
the proposals for amending the Statute and general acts of the Association, adopts its rules of
procedure, provides guidelines for the work of the secretary (or president) of the Association
and professional service, makes draft of the decision on the appointment of the secretary of
Association, passes a decision on establishment of specific bodies of Management Board and
their scope of work, passes an act on the establishment and work of Expert service, its manner of
work and positions and act regulating working and other relations of Expert service of the
Association in accordance with the law, collective agreements and other regulations, shall decideon providing material and financial assistance to members of the Association, launches an
initiative for the adoption, amendment of laws and other regulations and measures important
for the development of rural areas, considers proposals, the views and opinions of the membersand takes appropriate action, delegates representatives of the Association to the organs and
organizations in accordance with the law, and in order to achieve the objectives of the
association attends to other matters in accordance with the law, this Statute and other general
regulations of the Association.
The Supervisory Board has seven members: president, vice president and five members electedfrom among the members of the Association by public vote for a period of 4 years with
possibility of reappointment. Members of the Supervisory Board may not be members of the
other bodies of the Association and may not hold other functions in the association.
The Supervisory Board controls the financial and material transactions and compliance with the
law and other regulations regarding the work of the Association.
Association has a secretary who is, at the proposal of the Management Board, appointed by the
Assembly of the Association and appointed for a term of four years with the possibility of re
election. Secretary directly manages the affairs of the expert service, takes care of the legality of
Associations work, prepares meetings of the Association bodies, organizes the implementationof their decisions and conclusions, and takes care of implementing the Program of Work and
Financial Plan of the Association. The Secretary is responsible to the Assembly and the
Management Board of the Association for its work.
Funding for the work the Association is provided by members through fees and contributions.
Income of the association is also comprised of commissions for services performed for members
of the association and other users, and other income (grants, gifts, donations, sponsorships,
etc.). In order to perform specific tasks or implement actions and activities of common interest,
members of the Association may join assets and establish funds for special purpose, if it is inaccordance with the tasks and objectives of the Association.
3 Context of Networks actions3.1Rural development policy in the EU
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new sources of income in rural areas, expanding employment opportunities, protection of rural
resources, decentralization and partnerships at local and regional level, transparency in the
creation and management of development programs.The aim of the EEC in agriculture and rural development by the end of 70's was to increase the
productivity in agriculture. The changes are starting to emerge in mid1970s, and were intended
to preserve the villages and prevent migration from poorer areas (Dir. 268/75). In the eighties
along with increased productivity in agriculture the principle of caring for the environment was
introduced (socalled Green Paper Reg. 797/85). Common Agricultural Policy is in the
process of reforming since the 90's of last century. The reforms mainly aim to increase
competitiveness in agriculture by reducing prices, providing compensation and the introduction
of direct aid to farmers. During this period, the new regulations (Reg. 2078/92, 2079/92 and
2080/92) highlight the importance of environmental protection, reforestation and early
retirement of farmers. Rural development policy is starting to be based on an integrated
approach to all sectors, economic diversification and management of natural resources.
The current EU rural development policy is defined in Agenda 2000 and is based on the
principle of multifunctionality of agriculture, multisectoral and integrated approach to rural
economies, diversification of activities, creating new sources of income in rural areas,
employment opportunities, protection of rural resources, decentralization and partnership at
local and regional level and transparency in the creation and management of development
programs. Support mechanisms have been defined, and separate priorities separated accordingto regions with the objective of decentralization, flexibility and increased efficiency.
The most important step in the reform of the CAP was also made in2003/2004 when the direct
aid was increased tenfold and the Common Agricultural Policy harmonized with the interests of
consumers. This reform is a key step towards marketoriented and sustainable CAP in the EU.
The agricultural sector is faced with challenges that did not exist in 2003. These challenges
include the need for increased monitoring of risks in production, fighting the climate change,
more efficient water management, higher level of utilization of renewable energy sources and
biodiversity. CAP harmonization towards meeting the above stated challenges requires
significant financial resources, and one of the most effective ways to achieve them is through a
new rural development policy.
Agriculture and forestry remain the biggest users of land that will shape the rural environment
and landscapes. Securing the environmental goods, particularly through the use of agro
environmental measures is the basis for rural development and employment capacity.
EC has established a Fund for Rural Development for 20072013 with the budget of 88.75 billion
Euros. This budget should enable the fulfilment of the planned objectives of rural development;
allow innovation and diversity beyond the traditional agribusiness in rural areas, answer to
society's expectations for the establishment of competitive and environmentally sustainableagriculture, forestry and food sectors in rural areas of the EU.
In the agricultural sector was well as in rural areas, the EU strives to balanced economic growth,
technological improvements and the creation of new business methods that are environmentally
sustainable.
The basic rules governing rural development policy in the period 20072013 were given in the
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producers associations. This principle requires the establishment of an appropriate balance between
the sustainability of farms, environmental and social dimensions of rural development.
Improving the environment and villages: The main objective of this principle is to protect theenvironment and ensure sustainable land use. Particular attention is paid to areas with natural and
physical deficiencies. Sustainable development policy encourages major stakeholders (farmers,
foresters and others) to preserve rural areas, landscape and natural environment in order to prevent
abandonment of agricultural and forest land. EU co-finances, through this principle, the priorities
such as combating climate change, improvement of biodiversity and water quality, reducing the risk
of consequences of natural disasters and the like.
Raising the quality of life in rural areas and encouraging diversity in rural economies: The mainobjective of this principle is to support sustainable development and improve socio-economic
structure in remote rural and suburban areas. The funds are intended for improving the access tobasic services, infrastructure development, improving the state of the environment, promoting
sustainable development in these areas, creating employment opportunities (particularly for youth
and women) which are non-agriculture as well as easier access to information and information-
technology solutions.
Figure 1 Mechanism for financing rural development (20072013)
Hence, the LEADER1 approach will be encouraged. LEADER was initially designed as a pilot
project to try to support economic and social development and integration of rural areas. The
program sought to achieve these objectives through the development of local development
strategies. These plans and actions are the result of the local community's work, in line with
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20072013.
The scope of assistance to candidate countries includes the following components:
1. Transition assistance and institution building;2. Crossborder cooperation;3. Regional development;4. Human resource development;5. Ruraldevelopment.
Countries which are potential candidates may use the first two components, but as soon as they
obtain the status of candidate country they can use all five areas of assistance.
The objectives of rural development support in the IPA program have not been changedcompared to previous programs. They include assistance in the implementation of the acquiscommunautaire and support to sustainable restructuring of the agricultural sector and rural
areas.
In accordance with the IPA, a component for rural development (IPARD) aims to contribute to
achieving the following objectives:
1. Improving market efficiency and implementation of EU standards: investment infarms in order to restructure them and raise to EU standard; support in the establishment
of agricultural associations; investment in processing and marketing of agricultural
products in order to raise processing and marketing to the EU standard;
2. Preparatoryactivitiesfortheimplementationofagro-ecologicalmeasuresandruraldevelopment strategies at the local level: the activities that will improve the
environment and countryside; preparation and implementation of rural development
strategies at the local level;
3. Development of rural economy: promotion and development of rural infrastructure;development and diversification of economic activities in rural areas; improvement of
training.
3.3Rural areas of SerbiaIn Serbia, rural area is defined as an area, whose main physical and geographical characteristic
is the primary use of the land for agriculture and forestry. According to this definition, about
70% of Serbia can be subsumed under the rural areas. In these areas live about 43% of the total
population. By definition of the OrganizationforEconomicCooperationandDevelopment(OECD)(population density below 150 inhabitants per km2), rural areas cover 85% of the total territory
of Serbia and in these territories are occupied by more than half of the population (55%) of
Serbia. Rural areas possess major natural resources with the rich ecosystems and biodiversity,significant human resources, economic activity and cultural heritage.
According to the OECD typology rural regions are divided into three groups:
1. regions where over 50% of the population lives in rural communities rural regions;2. regions in which 15% to 50% of the population lives in rural communities significantly
rural regions or transition regions;
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of several parcels. In the structure of the created value of agricultural production 59% comes
from the plant, and 41% from livestock production. Productivity is below the EU average and
natural predisposition due to lack of funds and low input use on farms. The production structureis dominated by grains, and most productive culture is corn. Total trade in agricultural products
in 2007 amounted to 2.806 billion dollars, with a surplus of 574.5 million dollars. Agriculture at
the moment is not a major polluter of the environment.
In order to identify similarities and differences between rural areas in Serbia, as well as their
strengths and weaknesses, the project Support for rural development programming and
establishment of payment systems financed by the EU, through cluster analysis developed a
typology of rural areas. Four different types of rural areas that can be used to identify specific
strengths and weaknesses of these areas as well as for making appropriate strategies and
effective policies and measures for their development, are as follows:
Type1:Highly
productive
agricultureand
integrated
economy.
This group of rural municipalities includes municipalities in Vojvodina
and northern parts of central Serbia. This area experienced positive
demographic changes between the 1991 and 2002. GDP per capita and
the employment structure by sectors are more favourable compared to
other parts of Serbia. In these areas a highly productive agriculture is
present with better structure of farms (larger farms with higher
productivity of land) and vertical integration with agricultural and food
sector. Compared to the level of the Republic of Serbia, servic es andindustrial sector are better developed.
Type2:Small
urbaneconomies
withintensive
agriculture
This region includes the municipalities in rural areas that are located
along the river valleys and major regional roads in central Serbia (which
range from Belgrade towards the border to Montenegro, Bosnia and
Herzegovina and FYR Macedonia). Many of the rural municipalities in this
cluster are located around major urban centres, have economies that are
more diversified and better employment opportunities due to
commuting. GDP per capita is roughly at the level of the nationalaverage. Demographic changes are not significantly expressed and mostly
do not exceed the national average. In these areas the agricultural
production is intensive (vegetables, vineyards and orchards) and market
oriented, while their rural economy is diversified, with different services
and the presence of small and medium enterprises. Productivity of
agricultural land is at a similar level as in the rural areas of
Vojvodina. However, environmental pressures are stronger in these areas
due to the existence of old industries.
Type3:
Economies
orientedtowards
natural resources,
This region includes the municipalities in the mountainous rural areas of
the southeastern part of Serbia. It is characterized by low population
density and the negative demographic changes. GDP per capita is
significantly lower than the national average (51% of the national
average). This economic structure is associated with low productivity
agriculture, a small number of industrial activities, the presence of a
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Type4:
Large
touristfacilities
andpoor
agricultural
structure
The cluster of municipalities in a rural area located in the western part of
Serbia with large tourist facilities (index of hotel beds/1000 person in
this cluster of municipalities is three times higher than the national
average). However, agricultural structures are the weakest compared to
all the abovedescribed types of rural areas. Percentage of agricultural
land and labour productivity is twice lower than the national level. Also,
this type of rural area has one of the lowest shares of GDP per capita in
rural areas which is 54% of the national average per capita GDP.
3.4Rural development policy in the Republic of SerbiaRural development policy of the Republic of Serbia is under the jurisdiction of the Ministry of
agriculture, forestry and water management.
Law on Agriculture and Rural Development (Official Gazette of the RS No. 41/09) was adopted in
May 2009. In addition to the aforementioned Law, a whole set of laws regulating specific issues
related to rural development was adopted: the Law on Agricultural Land, the Law on
Cooperatives, Law on Animal Welfare, Wine Law, Law on brandy and other alcoholic beverages,
the Law on Livestock , Law on Food Safety, the Law on Public Storage.
Law on Agriculture and Rural Development: This law regulates the objectives and
implementation of agricultural policies, forms of incentives in agriculture and rural areas, theconditions for eligibility for incentives, incentive beneficiaries, Registry of farms, recording and
reporting in agriculture, as well as monitoring of this law. Likewise, this Law establishes the
Department of Agricultural Payments as a body within the ministry responsible for agriculture.
Major parts of the Act in terms of rural development policy are related to the adoption of the
Rural development program and establishment of a new structure of the sector for rural
development. Part of the Ministry in charge of rural development will be responsible for
preparing and changing the future Rural development programs, as well as for programming,
evaluation, monitoring of program implementation, reporting, coordination and implementationof measures of technical assistance to rural development, in line with EU requirements. In this
regard, after the adoption of multiyear program for rural development, rural population will
have an overview and insight into all rural development measures to be supported and which
will be granted incentives.
The law envisages the existence of structural incentives that include the measures for rural
development. Rural development measures include those measures aimed at improving
competitiveness in agriculture and forestry (investment in agriculture and forestry and the
introduction of new standards in production and placement of agricultural products),
improvement of environmental protection programs, biodiversity conservation, diversificationof rural economy and increasing quality of life in rural areas.
Implementation of the policy is based on the Strategy of Agriculture and Rural Development of
the Republic of Serbia, the National Programme for Agriculture and National Programme of
Rural Development.
Implementation of agricultural policy is done through the following types of subsidies: direct
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determines these areas for a period of three years. Also, the opportunity is given to the
autonomous province and local governments to implement agricultural policies in the areas of
their territory and to establish legal entities to support the implementation of agriculturalpolicies, with the provision that funds for implementing agricultural policy are secured from the
budget of the autonomous province or local government.
The right to use incentives under conditions defined herein is given to farms that are enrolled in
the Farm Registry, local governments, local communities and other forms of local self
government, as well as other persons and organizations in accordance with the law. The family
farm is the basic form of organization of agricultural production. The family farm is primarily an
economic category in which the agricultural production takes place. Depending on its economic
strength the family farm can be: commercial family farm and noncommercial family farm.
3.5Rural development at the local level in SerbiaThe local governments in Serbia mainly have active Offices t assist the village and / or the Offices
to support agriculture in different organizational forms. However, there is no correlation
between the degree of development of LG and the existence of the office to help the village. Also,
clear geographic or regional connection cannot be established given that LG without the office to
help the village / rural development are situated in almost every region.
In most cases, the LG has one office that helps rural development, and it usually employs one
person. The offices mainly employ persons with university degrees (engineers of agriculture,
veterinarians, etc.)2.
The basic observation is that it is not possible to make significant progress in rural development
or agriculture with only one person employed in the field of rural development and
agriculture. Degree of financial and professional motivation of these people is quite low; they
have no knowledge or ideas; assignments, too, are not clearly defined.
After adopting the Law on the agriculture and rural development, local governments have begun
with the establishment of local funds for agricultural development, which usually have some
measures to support rural development.Most local governments in Serbia have strategic plans for development in which agriculture and
rural development is recognized as a priority. However, the main problem of existing strategic
plans is that they are not fully developed and do not have action plans and are therefore
unenforceable. In most cases there is no monitoring and evaluation of existing plans. In many
cases socalled expert plans were drafted which didnt include realistic and detailed
examination of the situation on the field, nor is there a participatory approach during
preparation of strategic documents.
4 Stakeholders and service usersIn order to define the key subjects who have influence, and interest in supporting the rural
development process, an analysis of key interested parties was implemented (hereinafter
referred to as stakeholders).
Th li d h d l b d k h N k f d i h
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the importance of every stakeholder for the work of the Network, as well as their willingness to
cooperate with the Network.
The third phase consisted of an analysis of stakeholders in terms of their positioning in the workof the Network and differentiation of the stakeholders according to who may be a potential
service user.
Stakeholder
Sector ImpactSignifica
nce
Willingness
tocooperate Support/
Undecided/
Opponents
Potential
serviceuserPublic-Business-
Civil
High-Medium-
Low
High-Medium-
Low
High-Medium-
Low
Registered farms in the RS B M H H S yes
Local governments P M M M S yes
Associations that are not involved in theRDNS
C L M M Uyes
Ministry of agriculture, forestry and water
managementP H H H S
yes
Ministry of economy and regionaldevelopment
P L M L Uyes
Regional Chambers of Commerce C M M M S yes
Entrepreneurs and companies B L H M U yes
Provincial Secretariat for agriculture P L L L U yes
RDA Regional Development Agencies P H/M H H/M S/U yes
Tourism organizations P M M M U yes
Scientific institutions (institutes, universities) P L M M U yes
Agricultural expert services P M H H S yes
Veterinary stations B L L L U no
Educational institutions P L M L U no
Donor organizations PC H H L S yes
Religious communities C L M L U yes
Rural local communities C L M L U yes
Media B M H H S no
Republics public companies and institutions P L M L U yes
The founders and members of the RDNS C H H H S yes
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Keyserviceusers Keypartners Threats
Registered agriculturalhouseholds in the RS
Local governmentsMinistry of Economy and
Regional Development
Entrepreneurs and companies
The founders and members ofthe RDNS
Ministry of Agriculture,Forestry and WaterManagement
Provincial Secretariat forAgriculture
Regional Chambers ofCommerce
Regional DevelopmentAgencies
Agricultural expert services
Association which are notinvolved in the RDNS.
5 SWOT analysisSWOT analysis (analysis of internal and external environment) combines and represents the
analysis of the situation resulting from the group and individual interviews with members of the
Network on internal capacities, problems and needs of the organization, as well as data andanalysis from the adopted strategic documents.
STRENGTHS WEAKNESSES
Human resources Territorial coverage Associations members of RDNS Years of experience of network members The coverage of different sectors Good communication in the RDNS Link to MoAFWM References of founders and members Connection with LG Good technical equipment IT equipment Openness to new members Relationship with users registered farms The possibility of covering the entire territory of the
RS with projects
Unbalanced capacities of organizations andlack of education
Underdeveloped communication channels No offroad vehicles Insufficient promotion of RDNS RDNS insufficiently recognized Inadequate coordination of joint applications
to donor funds
Lack of own premises Unstable funding for the Resource Centre of
RDNS
Undefined services of RDNS Poor capacity to lobby
OPPORTUNITIES THREATS
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The interest of the state and other subjects for rural
development
Examples of good practice from successfulmunicipalities and abroad
Poverty Reduction Strategy Rural entrepreneurship NATURA 2000 Danube Strategy The possibility of participation in adoption of
national and local strategies
The existence of regional agricultural expertservices
The willingness of municipal authorities to supportvarious aspects of rural development
Slow EU integration
6 Vision of the Network
7 Towards the vision7.1
Mission statement, values and concept of operation
ThemissionoftheNetwork:The Network has a purpose to provide support to stakeholders in
rural development, through the identification, initiation, promotion and networking of
participants, potentials and advantages, which contribute to strengthening of regional
development and improvement of the quality of life in rural communities.
Values of the Network: The Network will base its work on the principles of voluntariness,
democracy, openness, equal opportunity, gender equality, transparency, implementation of best
practices and compliance with all local features that are present in rural communities in Serbia.
Thebasic
concept
of
operation
of
the
Network:
Improvement of overall capacities to work on the activities carried out in the field of rural
development and agricultural support, including information about programs of support
measures of the MoAFWM and European institutions.
The establishment of functional cooperation with institutions at international, national, regional
and local levels with emphasis on the MoAFWM and the existing rural networks abroad.
EvenlydevelopedSerbiawhere ruralareas areadesirableplacetolive,wherepeople
contribute,withtheirworkandactivities,totheconservation,developmentand
improvementofallpotentials,valuesandadvantagesthatruralcommunitieshave.
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7.2Key areas
The selection of key areas for achieving the development vision of the Network for RuralDevelopment of Serbia is based on an analysis of the situation, which took into account the
relevant indicators, the environment for work, but also the internal capacity of the organization,
then the resulting selfassessment and evaluation of the SWOT analysis.
Thekeyareasforachievingthevision
Strengthening
thecapacity
and
sustainability
ofthe
organization
Improving
visibilityand
recognisability
ofthe
organization
Improving
information-
service
provisionsfor
users
Active
involvementin
planningand
implementation
ofrural
development
measures
Strengthening
partnerships
with
international
organizations
8
Matrix of development objectives and directions
EvenlydevelopedSerbiawhere ruralareas areadesirableplacetolive,wherepeople
contribute,withtheirworkandactivities,totheconservation,developmentand
improvementofallpotentials,valuesandadvantagesthatruralcommunitieshave.
Objective1: Objective2: Objective3: Objective4: Objective5:
Rural
development
networkof
Serbiais
recognizedas
competent,
efficient
and
sustainable.
Improved
visibilityand
recognitionofthe
Rural
development
networkofSerbia
as
relevant
stakeholderin
rural
development.
Improved
informationand
utilityservicefor
users,providing
timelyand
accurate
information
and
efficientservices.
Ruraldevelopment
networkofSerbia
isactivelyinvolved
intheplanning
and
implementationof
policies
and
measuresforrural
development.
Rural
development
networkof
Serbiaisan
activemember
orpartnerof
international
organizations
and
associations.
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MEASURE1.2. MEASURE2.2. MEASURE3.2. MEASURE4.2. MEASURE5.2.
Establishinga
sustainable
fundingsystem
oftheNetwork.
Improvingthe
recognitionand
visibilityofthe
Networkat
nationaland
regionallevel.
Definingand
developinga
servicepackage
tailoredtothe
needsofusers.
Activeinvolvement
ofthe
Network
in
theimplementation
ofinstrumentsand
legalframeworks
inthefieldofrural
development.
Intensive
promotionof
thevaluesof
ruralSerbiain
English
language.
MEASURE1.3. MEASURE2.3. MEASURE3.3.
Establishinga
coordinatedand
systematic
approachto
capacitybuilding
ofNetwork
members.
Improving
recognitionand
visibilityofthe
Networkatthe
locallevel.
Establishmentof
commercialservices.
Objective1:RuralDevelopmentNetworkofSerbiaisrecognizedascompetent,
efficientand
sustainable
organization.
MEASURE Plannedactivities:
MEASURE1.1.
Establishinga
purposeful
organizationandefficientinternal
procedures.
Preparation of normative acts and the establishment of effectiveinternal procedures
Development of applicable strategic documents Strengthening awareness and sense of belonging to the Network
through teamwork, joint sports games and competitions (ruralgames), partnerships on joint projects and the like.
Establishment of effective and regular communication, formal andinformal channels
Establishing platforms for exchange of information betweenmembers
Establishing an efficient system of monitoring the implementation ofNetwork activities and evaluating the achievements and effects based
on the planning documents of the Network
Establishing a system of continuous monitoring of environment andadapting the Networks activities according to changes in
environment
MEASURE1.2.
Providing financial resources for the regular activities of the Networkon the basis of work plan
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systematicapproach
tocapacitybuilding
ofNetwork
members.
Implementation of a standardized and coordinated approach toimplementation of training based on training plan
Creating a database of experiences / best practices of networkmembers
Promotion Networks resources
Objective2:ImprovedvisibilityandrecognitionoftheRuraldevelopment
networkofSerbiaasrelevantstakeholderinruraldevelopment.
MEASURE Plannedactivities:
MEASURE2.1.
Applyingaplanning
approachto
promotingand
improving
the
visibilityofthe
Network
Updating stakeholders and the definition of target groups to promotethe Network
Drafting and implementation of Plan of promotion Production of promotional materials and their continuous
distribution
Promotion and obligatory use of a visual identity of the Networkby members Continued lobbying and advocacy of the Network Securing financial resources to improve visibility across all projects
MEASURE2.2.
Improvingthe
recognitionand
visibilityof
the
Networkatnational
andregionallevel.
Mapping and updating of information on relevant conferences, eventsand exhibitions, as well as the integration of promotional activities
at these meetings in the Plan of promotion
Establish regular communication with relevant partners andinstitutions
Establishing partnerships with national and regional institutions andorganizations
Continuous promotion in the mediaMEASURE2.3.
Improving
recognitionand
visibilityofthe
Networkat
the
local
level.
Regular communication and information exchange withrepresentatives of LG on rural development
Established regular cooperation with the local media for thepromotion of the Network
Implemented promotions are in accordance with the promotion planat the local level
Obj ti 3 I d i f ti d tilit i f idi
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stakeholdersinthe
fieldofrural
development.
national level
Integrating real problems and needs of rural communities inmeasures, planning and strategy documents at all levels
MEASURE3.2.
Definingand
developingaservice
packagetailoredto
theneedsofusers.
Establishing functional and efficient Resource Centre Development of standardized package of services for users identified
in the analysis of stakeholders
Monitoring of Network users needs and integration of the analysissresults into the service pack
Continuously inform users about services and how to access servicesMEASURE
3.3.
Establishmentof
commercialservices.
Establish a database of internal capacity of member for networkingand joint action on the market,
The development of the package of commercial services, Promotion of commercial services in the market
Objective4:
Rural
development
network
of
Serbia
is
actively
involved
in
the
planningandimplementationofpoliciesandmeasuresforruraldevelopment.
MEASURE Plannedactivities:
MERA4.1.Active
involvementofthe
Networkin
planning
ofpoliciesand
measuresforrural
developmentat
nationallevel.
Institutionalizing and establishing regular (twoway) communicationwith the MoA and other relevant institutions about the needs of users,
the effects of application of certain measures, implemented projects
and the like.
Involving members of the Network in the working bodies of theMinistry
Inclusion of the Network in the development of regulations and rulesrelevant to rural development
Involvement of Networks expect capacities as a potential partner ofMoA in the planning of rural development measures
MERA4.2.Active
involvementofthe
Networkin
the
implementation of
instrumentsand
legalframeworksin
thefieldofrural
development.
Continuous and active promotion of the measures and ruraldevelopment policies and support to implementation
Lobbying and advocacy for the establishment of LAGs Support the work of Local Action Groups Continuous monitoring of the effects of applied individual measures
of rural development
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MERA5.1.
Establishinglong-
termand
institutionalized
cooperationwith
international
partners.
Identification and assessment of potential foreign partners, includingconsultant companies engaged in the implementation of donor
programs Establishment of partnership with organizations assessed as relevant
through the exchange of letters of intent, strategic partnership
agreements, memoranda of cooperation and the like.
Active involvement of the Network in the work of the Europeanforums and networks,
Set up and regularly update a database of realized / establishedpartnerships and partner organizations
Integrate the promotion of the Network at the international level inthe regular activities of members
MERA5.2.Intensive
promotionofthe
valuesofrural
SerbiainEnglish
language.
Development and implementation of the Plan for the promotion at theinternational level
Development and distribution of promotional materials in Englishlanguage
Establishing and updating the web site of the Network in Englishlanguage
Capacity building of network members in the field of foreignlanguages, with an emphasis on English (courses, exchanges, etc.)
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10TimetableNo Title
2011 2012
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
1. Adoption of normative acts and internal procedures
2. Organizing informal meetings
3. Establishing a monitoring system for rural development
4. Development of Internet platform for information exchange5. Establishment of a functional Resource centre
6. Establishing a database of existing capacities and experiences
7. Organizing priority trainings
8. Drafting the Plan of promotion and defining the visual identity
9.Production of promotional material and establishing a web site
(including English)
10.Regular coordination meetings with the institutions at national and
regional levels and representatives of LG
11.Needs analysis (market) for services (commercial and non
commercial)
12. Establishing a package of services for users
13.
Active involvement of the Network in the drafting of regional anddistrict development strategies and national rural development
programs
14.Involvement in drafting the Regulations on the functioning of the Rural
Development Network of Serbia
15. Support the formation of pilot LAGs, and active participation in theirwork.
16.
Mapping and establishment of cooperation with potential partnersfrom abroad, including the consultancy companies engaged on the
implementation of donor programs
17. Inclusion in the work of international rural networks