Tag: LEADER

Despite achieving independence 25 years ago, Georgia is still a country in transition which is striving to overcome wideranging economic development problems, particularly evident through out-migration from rural areas to urban centres and foreign countries, as well as through restricted employment integration. The ‘European Neighbourhood Programme for Agriculture and Rural Development in Georgia’ focuses on local development in rural regions as a main national goal and offers a series of pilot actions to apply LEADER-like activities in various rural parts of the country. In this paper the application of such a pilot scheme in Borjomi Municipality, the observed case study in the Lesser Caucasus, is analysed. Reviews show a highly committed implementation process, comprising the establishment of the Local Action Group, the elaboration of the Local Development Strategy, an on-going mobilisation process of local actors and the transfer of experiences and good practices from European Union Member States. The assessment of the potential of the LEADER approach in the rural and mountainous area of Borjomi Municipality reveals a high degree of acceptance and interest of rural stakeholders and residents to taking up such an approach and engaging in innovative initiatives within the frame of sustainable rural development. Given the short ...

In recent years, social innovation has been gaining more attention, not only in the scholarly literature and in public discourse but in rural development practice as well. An important reason for this is the greater involvement of civil society in this form of innovation. In this paper, building on definitions of social innovation found in the literature, we focus on the actual processes of social innovation in rural Hungary. The hypothesis behind our research was that a better understanding of how social innovation takes place in practice could increase its presence and efficiency in rural development. To explore these issues, we analysed four different cases of social innovation situated in rural Hungary. Our research shows that, despite common patterns, social innovation is highly dependent on its actual context and on the individual, the agentic engine, who initiates and carries out the innovation. For the capitalisation and the long-term sustainability of an innovative development project the institutionalisation of social networks gathering around it seems to be another crucial factor. Thus, creating an appropriate frame to drive the process all the way from the innovative idea through product development to institutionalisation, possibly in the form of a social enterprise, can be considered ...

Since the 1990s the LEADER approach has very powerfully addressed the spirit of mobilising actors in the countryside through focusing on endogenous potential and activating local stakeholders across all sectors. Given the long-term experience and wealth of diverse development initiatives across the European Union (EU), the diversity of implementation is huge. Considering the limited fi nancial support as a Community Initiative (until 2006), a signifi cant extension and ‘upgrading’ of LEADER was intended by integrating it into the EU Rural Development Programmes (RDPs) since 2007. The shift from the character of a ‘pilot’ instrument at the start of LEADER to its ‘mainstreaming’ into the RDPs involved radical administrative changes and high expectations of increased impacts. The interest in LEADER practice and effectiveness led to many studies that in general apply a limited perspective of self-evaluation and refl ection on LEADER activities. Its main impact is seen in providing learning processes in rural regions and the effects on changes in local governance through extended involvement of local stakeholders and institutions. This paper provides a synthesis of European experiences and analyses of core changes, in particular by referring to the example of implementation in the Austrian context. The main lessons are based ...

To discuss the impact of LEADER on improving ‘smart places’, the findings of the evaluation of Rural Development Programmes in Germany are presented. A survey of Local Action Group (LAG) members shows positive results about the quality of cooperation and communication within the LAG. Although there are obstacles for innovation, LEADER shows what is already possible in very different fields such as youth projects for qualifications, concepts for sustainable use of energy or innovative ways to organise social infrastructure. Relevant obstacles are bureaucratic restrictions. To use the opportunities, it is advisable not to set narrow limits for the size of the regions; the regions should decide on this themselves. Also, for the selection of projects no narrow administrative restrictions should apply to the kinds of projects that are eligible. To benefit from the original strengths of the LEADER approach, greater freedom for locally managed actions would be required.