PHASE 2. DESIGN OF THE LOCAL STRATEGIES FOR RURAL DEVELOPMENT

PHASE 2. DESIGN OF THE LOCAL STRATEGIES FOR RURAL DEVELOPMENT

Insights from the case-study Suggested actions

MAIN ACTORS Self-assessment questions

Over time, the local and regional governments became increasingly aware of the work done by the LAG, and therefore more involved and committed to the elaboration and implementation of the rural development strategies. The members are the most important resource for the LAG's operation. For this reason, over time it has been necessary to expand the membership of the LAG to include new public, private and social actors (both individuals and organisations) in the area. “Maiella Verde” decided to give a strong role to local communities through the initiative “Project Communities” , initially linked to the valorisation of typical local products and then more broadly to the promotion of sustainable rural tourism. The LAG dedicates specific calls for proposals to the enhancement of “Project Communities” .  Envisage the active involvement of local communities in the elaboration of development strategies, through participatory processes open to both private individuals and organisations.  Ensure that LAG partnership is representative and inclusive of all key local partners.  Involve local actors with different backgrounds in the design of the local strategy.  Identify active rural development networks at local and national level that could help in the design process of the strategy.  Are the adopted participatory mechanisms capable to involve local communities in the elaboration of the rural development strategy?

 Does the LAG partnership include key local partners with different backgrounds?

 Is there an already active network of actors at national and/or local level willing to participate to and/or support the design process of the local development strategy?

MAIN RESOURCES

Financial resources were provided by the European Union LEADER / CLLD programme and have remained stable throughout the different programming periods. During the design process of the strategies, continuous moments of exchange at local level were foreseen in order to create a climate of openness and trust among the actors involved as project partners, LAG members and local communities. In the design phase, the LAG participated in numerous initiatives at national and international level that allowed them to learn and exchange good practices, tools and innovations.  Hire staff with specific communication and organisational skills to actively involve local communities in animation activities aimed at the design of the strategy.  Identify financial resources to cover costs related to territorial diagnostic and design of the strategy.  Allowing for peer learning and networking with similar initiatives and actors in other areas in order to share experiences and solutions.  Nurturing trust amongst partners, members and communities in the design process of the strategy.  Does the Local Action Group have all the necessary competences to manage the process of strategy development?  Have opportunities for peer-to-peer learning and networking with other areas been provided?  Which financial resources can be leveraged for the design phase?  Do LAG members show willingness to participate actively in strategy design?

MAIN ACTIVITIES

The consultation and design process for the local development strategy normally starts immediately after the emerging partnership is established. The selection procedures for LAGs and local strategies within the LEADER / CLLD approach take place in two phases: 1) a collection expression of interest; 2) a call for groups that expressed interest to present the local development strategies. Each EU programming cycle has required the LAG to design a new local development strategy. The strategies promoted by “Maiella Verde” since 1992 have always aimed at animating and upgrading the economic system of underdeveloped (economically and socially) rural areas in Chieti Province. “Maiella Verde” has identified the main problems and needs of the area over the course of the different LEADER / CLLD programming periods. Great attention has been paid to local short supply chains, addressing issues related to production and processing, product valorisation and territorial valorisation in the local development strategies. The valorisation of local products, as well as natural and cultural resources, has always been crucial in the LAG development strategies to make the area more attractive for visitors and residents. All strategies show a special focus on the enhancement of local identity and on the upgrading of small business operating in the agri-food, handcraft and tourism sectors. This allows involving specific groups of the population that often suffer from lack of opportunities, especially young people and women who are prone to entrepreneurial innovation and self-employment. In designing the strategies, the LAG “Maiella Verde” has always focused in promoting linkages with other local development actions (such as the local application of the National Strategy for Inner Areas), and in linking the current strategy to the previous ones promoted by the LAG itself.  Define the area and population covered by the

LAG’s Local Development Strategy.

 Drawn up a strategy based on an analysis of the development needs and potential of the area, including an analysis of strengths, weaknesses, opportunities and threats.

 Promote information events, workshops and training with the aim to collect project ideas, actively encouraging and supporting community actors to submit projects which drive forward the strategy.

 Provide the strategy with a description of the management and monitoring & evaluation arrangements.

 Periodically review the local development strategy and update it with new objectives and projects, possibly involving a larger number of actors.

 Ensure that the local development strategies promote linkages with other local development actions implemented in the area.  Has the Local Action Group identified a specific target area for the development strategy, also based on the availability of resources?

 In order to develop the strategy, is it envisaged a territorial diagnostic of the development needs and potential of the area, including a SWOT analysis?

 Are there foreseen information events and workshops with local communities to collect project ideas?

 Does the strategy refer to and relate with other local development initiatives implemented in the target area?