Transcript FAR Maremma

The Euroregion “Dniester”
Our need for new bridges across Europe
F.A.R. Maremma S.c. a r.l.
“The River Shall Connect Us”
Strategy for the Euroregion “Dniester” 2013-2016
Vinnytsia, National Technical Unversity, Ukraine 25 of September 2013
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F.A.R. Maremma:
- Where we are
- Some figures about Grosseto District
- Who we are
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Europe - Italy
Where we are
Tuscany
Grosseto
District
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Landscape of Maremma
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Some figures about Grosseto District
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Territory (area): 4.504 Square Km
Population : 228.157 inhabitants
Density of population: 50.5/Square Km
Total GDP of Grosseto District : 6.009,00 millions of Euro
GDP per capita in Grosseto District: 26.277,3 Euro
Grosseto
District
Data source: last ISTAT report available (official statistic data)
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General overview of economic data
Localization
GDP (nominal) per capita
Total GDP
Grosseto District
€ 26.277
€ 6.009,3 millions
Tuscany Region
€ 28.414
€ 106.200 millions
Italy
€ 25.700
€ 1.565.916 millions
European Union
€ 25.600
€ 12,899,149 millions
Data source: last ISTAT and EUROSTAT report available (official statistic data)
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Landscape of Maremma – typical “Maremmana” cows
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Who we are
The partnership: representativeness inside FAR Maremma
Unions of Mountain Municipalities
Public bodies: 32
Municipalities
Chamber of Commerce
ASSEMBLY
Other public bodies
(66 associates)
Associations of producers and consortium
Private bodies: 34
Association of ecomical sectors
Banks
Private companies
BOARD OF
DIRECTORS
(13 Members)
4 representatives of Public
bodies
9 representatives of Private
bodies
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Who we are
The partnership: representativeness inside FAR Maremma
The F.A.R. Maremma is composed of 66 associates: 34 public bodies and 32
private and no-profit bodies.
Here the composition of the F.A.R. Maremma in terms of contribution to the
capital:
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Who we are
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Castel del Piano – Panoramic view
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The main Regional planning tools
Tuscany Region, as any other Region in Italy has specific planning competencies in different fields
of actvity.
The main regional planning tools, which are directly implemented by Tuscany Region, are related
to the European Union Policies and the correspondent European Structural Funds (ESF).
Here the main regional planning tools activated by Tuscany Region in the programming period
2007-2013:
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Regional Program on Innovation
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Regional Economic Development Program
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Regional Operative Program for zones Objective 2 period 2007-2013 (co-funded by the ESF –
European Social Fund)
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Regional Operative Program for competitiveness and employment 2007-2013 (co-funded by
the ERDF - European Regional Development Fund)
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Regional Rural Development Program 2007-2013 (co-funded by the EAFRD – European
Agriculture Fund for Rural Development)
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The Regional Rural Development
Programme 2007-2013
The Regional Rural Development Programme is operatively managed, at central
level by Tuscany Region, and locally by the following Local Authorities, according
to the “subsidiarity principle”:
• Provinces. In Tuscany there are 10 Provinces. A national reform of Local
Institutions is actually on going in Italy.
• Unions of Mountain Municipalities. In Tuscany there are 14 Unions of
Mountain Municipalities
• Local Action Groups – LAGs. LAGs are managing a specific component of the
Regional Rural Development Programme, troughout the LEADER Methodology.
In Tuscany there are 7 Local Action Groups (Total in Italy 192 LAGs, total in
European Union 2. 410 LAGs)
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Pitigliano – Panoramic view
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LEADER in brief
A brief history of Leader
Leader was launched in 1989 with the aim of improving the development potential of rural
areas by drawing on local initiative and skills, promoting the acquisition of know-how on local
integrated development, and disseminating this know-how to other rural areas.
Leader is now part of the EU’s wider rural development policy, based on “bottom up” approach.
Leader’s aims are in line with those of the EU’s overall rural development policy. The evolving CAP
(common agricultural policy) takes into account the diversity of rural areas and landscapes, rich
local identities and the increasing value society puts on a high quality natural environment. These
are acknowledged to be the major assets of the EU’s rural areas.
Different rural development approaches tried out prior to the early 1990s were typically sectoral,
focusing primarily on farmers and aiming to encourage structural change within agriculture. They
used “top down” approaches, with support schemes decided at national or regional level. Local
stakeholders were not always encouraged to acquire the skills to become the architects of the
future of their own areas.
The share of EU territory in which the Leader approach is being applied, the number of Leader
groups and the level of funding allocated to Leader-type approaches have increased substantially
since Leader was launched in 1991.
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LEADER in brief
Policy context: from pilot initiative to mainstream
In policy terms Leader was introduced as a “Community Initiative” financed under the EU Structural
Funds. There have been three generations of Leader: Leader I (1989-93), Leader II (1994-99) and
Leader+ (2000-06). During this time Member States and regions have had stand-alone Leader
programmes with separate financing set aside at EU level. From 2007 onwards the Leader approach
will be integrated (‘mainstreamed’) within overall EU rural development policy. This means Leader
will be included in National and regional general rural development programmes supported by the
EU, alongside a range of other rural development axes. Financing for Leader axis from 2007 will
come from within the overall financial envelopes received by each Member State from the EU
under the new European Agricultural Fund for Rural Development (EAFRD) to support rural
development.
The 7 key features of Leader:
1. Area-based local development strategies
2. Bottom-up elaboration and implementation of strategies
3. Local public-private partnerships: Local Action Groups
4. Integrated and multi-sectoral actions
5. Innovation
6. Cooperation
7. Networking
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Who we are
LEADER approach
The seven key features of LEADER approach are the following:
F.A.R.
Maremma is a
Local Action
Group
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Sovana – View of the Medieval square
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Local Action Group - LAG
Local Action Groups (LAGs) are made up of public and private partners from the rural
territory, and must include representatives from different socio-economic sectors.
They receive financial assistance to implement Local Development Strategies, by
awarding grants to local projects.
They are selected by the managing authority of the Member State which is the
responsible for the management of the programme. In Italy the managing authorities are
the Regions (as Tuscany Region):
The LAGs could be established as simple Organization or as a Private company. The
associates of the LAGs are representative of public and private subject of the territory.
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LAG F.A.R. Maremma
Local Action Group F.A.R. Maremma is a non profit body and aims its activities at the
promotion of the economic and cultural development of the Province of
Grosseto (Grosseto District – Maremma area).
The LEADER experience in the Grosseto District dates back to the very beginning of
the plan (Leader I) in 1989 and continues with Leader II, Leader+, and actually,
with Leader 2007-2013.
F.A.R. Maremma was established as a development partnership between public and
private bodies of the Province of Grosseto, with the main objective of placing into
action Leader + Initiative. Actually F.A.R. Maremma is working on the fourth
edition of Leader, that – following the reform of structural funds – is a part of the
Tuscany Region Rural Development Plan.
Besides the management of Leader Initiative F.A.R. Maremma promotes different
local development projects in the framework of both European and national
programs.
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Saturnia – The thermal hot springs
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F.A.R. Maremma and its Local Development Strategy
During the past LEADER programming period (2000-2006), as well as in the present
programme period 2007-2013, one of the main thematism inside F.A.R. Maremma’s Local
Development Strategy was the promotion and adding value to local products.
The main challenges of a Local Development Strategy based on promoting and adding
value to local products are:
• Quality processes and procedures
• Respect for the environment and sustainable policies
• Protection of “family run business”
• Working to increase prices for local producers according to the “short ditribution
chain” principles
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Local Economy in Grosseto District
Some figures about Local Economy and firms in Grosseto District:
• 29.803 Registered firms
Composition of Local Economy:
• Agriculture: 9.663 firms (35,3%)
• Manufacturing and construction: 5.608 firms (18,8%)
• Energy, water: 64 firms (0,2%)
• Trade, transport, tourism, other related services: 10.605,00 firms (36,0%)
• Education, social services, art and sport: 627 institutions/bodies (2,1%)
• Other activities: 3.236 bodies (7,6%)
Data source: last availbable report of the Chamber of Commerce of Grosseto (official statistic data)
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Olive picking
Grape harvest
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Local Action Groups
Setting up a local partnership, known as a ‘Local Action Group’ (LAG), is an
original and important feature of the Leader approach.
The LAG has the task of identifying and implementing a local development
strategy, making decisions about the allocation of its financial resources and
managing them. A LAG should associate public and private partners, and be wellbalanced and representative of the existing local interest groups, drawn from the
different socioeconomic sectors in the area.
Endowed with a team of practitioners and decision-making powers, the LAG
represents a model of organisation that can influence the delivery of policies in a
positive way.
LAGs decide the direction and content of the local rural development strategy, and
make decisions on the different projects to be financed.
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Decisional process inside LAG F.A.R. Maremma
The decisional process inside LAG F.A.R. Maremma:
1. Definition of local needs and development priorities troughout the local participatory
process with local stakeholders
2. Definition of Local Development Strategy and priorities
3. Budget definition and allocation of necessary financial resources for each priority
4. Call for proposals open to local stakeholders
5. Selection of the applied projects, troughout a transparency procedure
6. Support ant technical assistance for the implementation of the co-funded projects in
order to achieve the expected results.
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Olive picking up
Olive picking up
Typical local cowboys called “Butteri”
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Growing process inside LAG F.A.R. Maremma
F.A.R. Maremma is currently experimenting an important growing up process, regarding
the “Project design and implementation” ……
FROM
Investment
TO
Project
Project system
…and also at “Institutional level”….
FROM
LAG managing only LEADER
Initiative
TO
Local Development Agency
working on different
programmes
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Local Development Policies
Actually in Europe the Local Development Policies are targeted to address
the specific problems of each economic sector (e.g.: employment,
promotion of local products, environment safeguard, etc ...) and are
locally based on territories/areas with similar/homogeneous
characteristics.
For this reason the Local Development Policies are:
• sectorial oriented
• locally oriented
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Traditional oven
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Local Development Policies
Actually in Europe the Local Development Policies are targeted to address
the specific problems of each economic sector (e.g.: employment,
promotion of local products, environment safeguard, etc ...) and are
locally based on territories/areas with similar/homogeneous
characteristics.
For this reason the Local Development Policies are:
• sectorial oriented
• locally oriented
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Sectorial approach
in Local Development Strategies
In a mid-long term period, this sectorial and territorial approach
discloses many “competency limits” and considerably reduces the
efficiency of the human and economic resources employed/used.
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Talamone – Panoramic view with the Castle
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Sectoral approach in Local Development Strategies
The sectorial approach aims to directly sustain local investments
(material and immaterial).
Nevertheless, this kind of local investments (i.e.: museums, thematic
parks, promotional campaigns, etc…):
1. are usually not able to express all their “development potential”
2. does not have the proper and sufficient target groups/beneficiaries
which are necessary to guarantee, in a mid-long term period, the
sustainability of any investment.
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New approach in Local Development Strategies
In order to improve and maximize the efficiency of local development
policies it is necessary to modify the “approach”, by adopting a “wider
point of view” and consequently:
1.
2.
Create development program addressed to “cross wide area
districts”
Create development program based on an “inter-sectorial
approach”
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Castel Porrona - Landscape
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New approach in Local Development Strategies
It is also a question of methodology…..
It is necessary to identify local needs in a “cross wide area district” in
order to reduce the negative effects that any critical aspect/problem (in
local development) inevitably produce inside a small and circumscribed
area/territory.
In other words, apparently it is convenient to isolate the
“disease/infection” in a finite area/territory, but in real this approach
produce only negative and irrecoverable consequences inside the
targeted area/territory.
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New approach in Local Development Strategies
The right solution to any critical aspects/problems (in local development)
can be appropriately find by widening the intervention area/territory,
with the necessary involvement of all the potential local stakeholders.
By doing that it is possible to:
• Activate all the necessary competences
• Activate a continuous dialogue and feedback process
The results of this methodology approach are:
• An improvement of quality and competitiveness of territorial system
• An increasing of sustainable and efficient solutions to critical
aspects/problems (in local development)
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Sheep-shearing
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New approach in Local Development Strategies
It is also a matter of appropriate tools, such as:
• Definition of “cross wide area district”
• Implementation and structuring of multifunctional locally-based
development agencies, based on territorial closeness and answering local
public and private actors’ need
• Designing of Master Plans for a sustainable development
In other words, it would be necessary to elaborate a complete
development strategy - based on an holistic approach both at sectoral
than territorial point of view – addressed, at the same time, to “rural”,
“marginal”, “peri-urban” and “urban” areas.
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From strategy to Executive Master Plan…..
The key elements of mid-long term Local Development Strategy are:
Culture
• Language;
• Mutual knowledge of local cultural and historical processes;
• Evolution and regeneration of local cultural roots.
Environment and Green Energy
• Protection and valorization of biodiversity (flora e fauna);
• Strategic plans for energy supply and distribution.
Transportation system
Improve the communication and connection network.
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Castiglione della Pescaia – Seaport at sunset
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Master Plan for sustainable development
The Master Plan for sustainable development can not be seen as a standard tool, based on
a one-fit-all methodology, to be applied to any context. The success of a strategic planning
action depends on the promoters’ ability to:
1. Understand clearly the specific objectives
2. Recognize local peculiarities
3. Set up methodologies, rationales and operating tools based on the above mentioned
peculiarities
4. Play an appropriate leadership role.
This method may imply the implantation of the success stories within other local realities
assuming that the same results could be reached.
The PLAN’s actions will enable to identify balanced operational solutions to the two main
features of a strategic programming initiative:
• “Competitive strategy”, aimed at providing a professional solution to face local challenges
within a global economic scenario
• “Governance related to development”, through the involvement and the mobilization of
several public and private stakeholders, in order to reach common objectives.
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From Strategy to Development projects
FROM
Strategy
Main elements:
• Culture
• Environment and
Green Energy
• Transportation system
and connection
• Governance
TO
Master Plan for
sustainable
development
Main Elements:
• Actions
• Financial Plan
• Evaluation,
monitoring and control
Development
Projects
• Investments
• Projects
• Project System
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The Euroregion “Dniester”
Thank you for your attention
F.A.R. Maremma S.c. a r.l.
Ms. Catia Segnini
[email protected]
“The River Shall Connect Us”
Strategy for the Euroregion “Dniester” 2013-2016
Vinnytsia, National Technical Unversity, Ukraine 25 of September 2013
45