ITF – AGROFOOD 2010
“THE ROLE OF LEADER PROGRAMME IN
RURAL DEVELOPMENT IN SLOVENIA
Prepared by: Tomaž Cunder, B. Sci. Geogr.
Agricultural Institute of Slovenia, Departement of Agricultural Economics, Hacquetova 17, Ljubljana
Skopje, 09. – 13. 11. 2010
PREVIOUS EXPERIENCE WITH RURAL DEVELOPMENT
COMMUNITY BASED PROGRAMMES
Program for “Integrated Rural Development and Village
Renewal” (CRPOV) (1991-2002)
o preparation phase (analysing development needs, elaborating the
development programme, establishing partnerships, organising
training workshops);
o promotion of rural areas;
o village renewal;
o tourist and farm infrastructure;
o developing and establishing trade marks for local products.
Development Programmes for Rural Areas (1996-2006)
o establishing partnerships and the selection of managers
o animation of local population
o preparation of development strategies
MAIN OBJECTIVES OF LEADER APPROACH
o
o
o
o
o
o
local capacity building,
new employment opportunities,
diversification of activities in rural areas,
stimulation of endogenous development,
improving the management in rural areas,
extension of innovation.
LAGS IN SLOVENIA FOR THE PERIOD 2007 - 2013
Prednostne naloge po gospodarskih sektorjih (%)
LEGAL FORM OF THE LAGs
o
o
o
o
o
o
Contract of establishment of LAG (16)
Association (8)
Consortium contract (4)
Co-operative (3)
Memorandum of Association (1)
Public Institute (1)
STRUCTURE OF PARTNERSHIP



still predominant role of
municipalities in the public
sector,
agricultural enterprises and
farms represents 40% of
partners from economic sector,
private sector combines
individuals, different
associations and
nongovernmental
organizations (NGOs).
LAG 1
LAG 2
LAG 3
LAG 4
LAG 5
LAG 6
LAG 7
LAG 8
LAG 9
LAG 10
LAG 11
LAG 12
LAG 13
LAG 14
LAG 15
LAG 16
LAG 17
LAG 18
LAG 19
LAG 20
LAG 21
LAG 22
LAG 23
LAG 24
LAG 25
LAG 26
LAG 27
LAG 28
LAG 29
LAG 30
LAG 31
LAG 32
LAG 33
Total
STRUCTURE OF PARTNERSHIP
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Public sector
Economic sector
Private sector and NGO
FINANCIAL RESOURCES FOR LEADER AXES IN SLOVENIA
Running Local Action


Number of inhabitants of the LAG area
Surface of the area (km2)
Implementation of projects



40 % - assessment of local development strategy
30 % - number of inhabitants of the LAG area
30 % - surface of the area (km2)
FINANCIAL RESOURCES 2009
Total comitment: 5.568.142 €
Running Local Action Groups: 1.140.216 €



Min: 4.046€
Max: 92.298€
Average: 34.552€
Implementation of projects: 4.427.927 €

Min: 57.028€

Max: 282.469 €

Average: 168.732€
DEVELOPMENT DEFICIENCY INDEX OF SLOVENIAN
REGIONS
A DEVELOPMENT DEFICIENCY INDEX AND ITS INDICATORS



Development Deficiency Index (DDI) is a composite index and
is used as a basis for allocating direct and indirect regional
incentives. The index is composed of eleven indicators
classified in three groups:
Indicators of development (GDP/capita, Taxable earnings
per capita, Value added of commercial companies per
employee and Employment population ratio)
Indicators of deficiency (Registered unemployment rate,
Ageing index , Share of the population with the connection to
the public sewerage system)
Indicators of developmental opportunities (Number of
years in formal education, Share of NATURA 2000 areas in
the total area, Density of settlement and Labour migration
index)
Main characteristics of LAGs by DDI range
LAGs in
DDI 1
LAGs in
DDI 2
LAGs in
DDI 3
LAGs in
DDI 4
SLOVENIA
total
GDP/capita (euros)
22.286
14.177
12.638
10.223
15.446
Taxable earnings/capita (%)
121,5
98,0
93,7
75,5
100,0
Labour productivity (%)
114,5
93,5
101,7
71,2
100,0
Employment rate (%)
63,0
60,6
61,0
55,4
60,4
Reg. unemployment rate (%)
7,2
8,9
9,3
15,7
9,4
Ageing index (%)
110,1
118,1
114,9
121,2
115,1
Connection to PSS (%)
66,9
46,3
42,4
31,2
49,9
Years of formal education
11,3
10,5
10,2
10,0
10,6
NATURA 2000 areas (%)
21,6
32,8
38,1
43,5
35,5
Population density
196,9
91,7
77,8
91,2
99,1
Labour migration Index (%)
121,7
95,8
83,9
90,3
100,0
Indicators
LOCAL DEVELOPMENT STRATEGY

Characteristics of the area (geographic, economic,
demographic, sociologic, description of previous actions)

SWOT annalysis (development potential of the area)

Development vision (chosen theme and goals ,
priorities, target groups, expected resoults)

Operating strategy (bottom-up approach, time
schedule, innovative actions, transferebility of the actions
and activities, sustainability of ther strategy)

Harmonisation with other development programmes
STRATEGIC GOALS OF LOCAL DEVELOPMENT
STRATEGIES
PRORITY TASKS OF THE LDS
ANNUAL IMPLEMENTATION PLANS
Activity
Number
of projects
Share
(%)
Value of
projects
(€)
Share of cofinancing
(%)
Agriculture
46
16,3
1.240.263
50,5
Tourism
94
33,3
3.291.067
47,4
Small business and
handcraft
33
11,7
1.239.267
38,5
Architecture and rural
planning
17
6,0
655.649
46,6
Infrastructure
17
6,0
369.834
35,0
Culture
44
15,6
1.215.699
58,5
Additional farm activities
11
3,9
207.228
48,2
Information technologies
11
3,9
198.537
48,5
Energetics
5
1,8
121.920
53,6
Forestry
4
1,4
226.296
51,3
282
100,0
8.765.760
47,7
Total
ANNUAL IMPLEMENTATION PLANS
CONCLUSIONS

Local Action Groups in Slovenia are very
heterogeneous in the matter of size, structure of
partnership and administrative structure

All LAGs take into consideration “bottom-up”
approach

Local development strategies in most cases
consider all the aspects of sustainable development.

Lack of interterriotrial and transnational cooperation

Slovenia will exceed the objectives set in the Rural
Development Programme 2007-2013
THANK YOU FOR YOUR ATTENTION