Social Partnership andthe Evolution of

LEADER in IrelandLEADER in Ireland

NLFL Convention

Nov 2009

Paul KeatingNational Centre For RuralDevelopmentTipperary InstituteIreland

The Context

• Rural - Regional

• National - EU level

• Social Partnership

• Local Development

• LEADER in Ireland

Rural Context

• Rural Population

– Dublin - 33%

– 4 cities - 7%

– 60 % live in “Rural” Ireland, 40% outside Towns– 60 % live in “Rural” Ireland, 40% outside Towns

– 28% of all employment is rural based

– 15% of rural employed work in Agriculture

Employment by Sector

Teagasc conference 2008

Ireland

Teagasc conference 2008

Ireland

Rural and RegionalDevelopment

1. EU policy is all about the regions2. Transfer of funds to Rural Development3. National policy emphasise on regional spatial approach.4. All areas have gained but gaps and vulnerabilities4. All areas have gained but gaps and vulnerabilities

remain

Impact of regional perspective

National Context

National Context /Crisis

• Reality of Ireland in the late ‘80s– Migration/Emigration, Unemployment,

Conflict, Rural Identity, Investment inEducation

• Impetus for Action– Increasing Social/Political Unrest, EU

Membership, External Fiscal Intervention

Early 1980s – macroeconomic perspective

• 19% unemployment

• Rising income tax

• High inflation

• 200 strikes in 1984

• 250k people left in the1980s

Action• National Governance Initiative

– National Economic and Social Council, SocialPartnership

• Economic Initiative– Political Consensus on Economic Measures,– Political Consensus on Economic Measures,

Fiscal Controls, Planned External Investment(Structural Funds and Inward Investment)

• Local Development– Establishment of local partnerships and LEADER

– Reform of local government to include “participativedemocracy”

– Establishment of County Development Boards

Local/Regional Development inIreland

Models of Local Development

1. Rural Development

• Local geographic communities

• Focus on Enterprise and service provision• Focus on Enterprise and service provision

• Mentoring, Grant provision and Interagency collaboration.

2. Community Development

• Focus on Communities of interest

• Commitment to Social Justice/Inclusion

• Emphasis on consciousness raising and collective action

Models of Local Development3. Co-operativism

• Agricultural co-operatives (processing / marketing)

• Community co-operatives (Group water, tourism, smallenterprise)

• Credit Unions

4. Private enterprise and the market

• Economic development based on investment has generallybeen urban biased.

• Private Enterprise has interfaced with local government

• Community sector has filled the gaps (social sports,heritage..etc..)

The Emergence of Local Partnerships

(Rural Development)

• 1991- LEADER establishedwith 17 companiesdistributing €44m to 64% ofrural areas

• 1994 - LEADER expanded to

Rural SocialScheme

• 1994 - LEADER expanded to34 groups covering all ruralareas and managing €99mpublic funds

• Framework defined and co-funded by the EUcommission.

LEADERCommunity

Transport

Other

RuralEnterprise

andServices

The Emergence of Local Partnerships(Community Development)

• 1992 - Establishment of 12Partnership Companies inspecial areas ofdisadvantage, urban andrural.

• 1994 - Expanded to 38

CommunityChildcare

• 1994 - Expanded to 38partnerships (18 rural)distributing approx €100m

• Co-ordination was by acentral partnershipcommittee at nationallevel.

PartnershipsCommunity

Development

SocialEconomy

Socialinclusion

CohesionProcess

CommunityChildcare

Rural SocialScheme Community

Transport

• 12 of the companies hadbeen integrated since 1994

• In rural areas membershipof the two boardsoverlapped.

• Not all rural areas had asocial inclusionprogramme.

PartnershipsCommunity

Development

SocialEconomy

Socialinclusion

LEADER

Other

RuralEnterprise

andServices

• It was anticipated that inexcess of €1B would bedelivered through the twoprogrammes between2007 and 2013.

• Cohesion process imposedin 2006

LEADER

The LEADER method

11.. THETHE AREAAREA BASEDBASED APPROACHAPPROACH

22.. THETHE LOCALLOCAL ACTIONACTION GROUPGROUP

33..THETHE BOTTOMBOTTOM UPUP APPROACHAPPROACH

44.. INNOVATIONINNOVATION

55.. INTEGRATION/PARTNERSHIPINTEGRATION/PARTNERSHIP

66.. COCO--OPERATIONOPERATION

77.. FINANCIALFINANCIAL MEASURESMEASURES

The LEADER method

European Framework for Local Action Group• Population Base

– Between 10,000 and 100,000 inhabitants (1992-2007)– Between 10,000 and 100,000 inhabitants (1992-2007)

– 5000-150,000 (2007-2013)

• Regions vary in size– 477km2 (ADRAMA in Portugal)

– 14,425km2 (PPKRY in Finland)

• Varying Governance Structures– Limited companies in Ireland

– Requirement for multi-sectoral representation

2007-2013 is the forth

programming period, with

1500+ LAGs across EU

distributing €15Billion in

public funds

The LEADER method

• Local Action Groups Compile and implement aStrategic plan with specific measures.– Training

– Analysis and Development– Analysis and Development

– Innovative rural enterprises/

– Rural Tourism

– Alternative agriculture, forestry and fisheries products

– Village enhancement.

– Environmentally friendly initiatives

– Animation and capacity building

Typical Irish LEADERLocal Action Group

• Covers an Area of 2000km2

• Serves a Population of 100,000 people• Is a Non-for-Profit Limited Company• Administers an annual LEADER budget of €1m+.• Has a voluntary board of management made up of local politicians,• Has a voluntary board of management made up of local politicians,

community representatives, private industry representatives andstate sector representatives.

• Employs 5 people to manage LEADER and up to 100 on otherprogrammes.

• Represents the interests of the rural development sector on local andregional committees and organisations.

• Is involved in farm enterprise development , communitydevelopment, tourism, renewable energy, training, planning,research and analysis.

LEADER In Ireland

• Institutional Strengths– Established and Expanded Legitimacy through

EARDF

– 36 LAGs with Full National Coverage

– Strategic Partner of the Department of CommunityRural & Gaelteacht AffairsRural & Gaelteacht Affairs

– Integrated with the social inclusion programme

• Resource Strengths– Mechanism to Access EU Programmes

• EARDF (500 Million Euro)

• INTEREG, PEACE, EQUAL, LEARNADO, SOCRATES, Carrefour

– Mechanism to Roll-Out National RuralDevelopment Programmes

• Rural Social Scheme (2500 employees)

• Rural Transport Initiative

The Enamlers??Critical Factors

1 On the Ground– Community Commitment and Cohesion– Shared Need– Shared Need

2 At Institutional Level– The political will– The opportunity and legitimacy

3 The Capacity of the LAGs– The structure– The people

1 Situation on the Ground

Public Awareness of the Concept or the modelbeing used.– We had A History of Bottom Up Rural Development.– We had A History of Bottom Up Rural Development.

– Post colonial drive for self-sufficiency, Muintir na Tire, Co-operative Action

A Political or Institutional “Vacuum”– Centralised Government ineffective at local level

– Tradition of community politics

Strong Homogenous Rural Communities– Dominant position of Agriculture

– Close knit but outward looking communities

1 Situation on the Ground

A need for action– Rural Ireland was in Crisis

• High levels of rural unemployment /underemployment

• Significant urban migration and chronic emigration

• Under developed rural services and infrastructure• Under developed rural services and infrastructure

Consensus what needs to be tackled– Jobs first and then services

Significant commitment to local action– Within the community

– At institutional level

– Nationally

2 The Institutional Situation

• External Political Support

– Consensus on the need for integrated local action

– Political Commitment to Social Partnership

• Adoption of a strong organisational model

– Independent structure as the model of local partnership

– Requirement on the part of State agencies to participate

2 The Institutional Situation

• Money provides the fuel

– Emergence of Structural funds and LEADER.

– Proactive approach of civil service to access and exploit EU– Proactive approach of civil service to access and exploit EUfunds to a maximum.

• Legitimacy for the LAGs

– EU funding gives legitimacy

– Strong, well organised and demanding community sector

3 The Capacity of the LAGs

• Positive Leadership

– Significant numbers of positive and skilledcommunity leaderscommunity leaders

– Voluntary ethos on boards.

• Proactive Capacity Building

– National and Regional Management and skillstraining programmes

3 The Capacity of the LAGs• Predevelopment Work

– Strong tradition of Local Action

– Established Organisational models

• Clear organisational structureand roleand role– Clear legal structure (ltd company)

– Clear operational guidelines

– Locally developed action plan

• Careful Building of the Structure– Gradual build-up of the Programme

– Strong Network

– Flexible and ConsistentEnforcement

Lessons to Be Learnt fromIreland

• The LEADER approach works as a way of stimulatingenterprise & improving quality of life.

• It needs time and commitment at all levels.

• Partnership is based on trust and a shared commitmentbetween politicians, private enterprise, community andstate sectors.

• This trust must be built locally.

• You need champions and models to lead and to encourage.

Evolving the LEADERApproach

• Coherent LEADERSHIP in rural Development is needednow more than ever.– The LEADER approach must genuinely become– The LEADER approach must genuinely become

integrated/collaborative across programmes/agencies.

– We must develop a strategic approach to policy which iscomplimentary to practice.

– Document, Analyse, Present.

“Rural Development needs to secure its identity, build itsconfidence, define its goals, find its voice and lead!!“

Trim Tab

Paul Keating : Tipperary Instituteppkeating@tippinst.ie++ 353 (0) 504 28115