Slovenia’s simplified community-led local development
- CAP Implementation
- CAP Strategic Plans
- Jobs, Growth and Equality in Rural Areas
- LEADER
- Long-term Vision for Rural Areas
- Networking
- Rural Development
- Social Inclusion
- Socio-economic Impacts
- Sustainability
- Tourism
Simplification and harmonisation between EU funds have helped LEADER succeed in Slovenia. The main enabling factor is a common national legal framework, which this article explains more about.
In Slovenia, simplified approaches to LEADER are a feature of their multi-funded support system, with all Slovenian municipalities now part of a Local Action Group (LAG) territory. Close cooperation between the LAGs, Slovenian Rural Development Network, National CAP Network, Managing Authority and Paying Agency aids in delivering LEADER’s development opportunities.
Implementing Slovenia’s 2023-2027 LEADER activities builds on a long history of state-wide experience with joint approaches to community-led local development (CLLD). This continuation allows LAGs to blend EU funding from the CAP and Cohesion Policy. For LAG territories, such EU development funding options are provided, with project grants ranging from EUR 5 000 to EUR 200 000.
Simplification and harmonisation between EU funds have been a CLLD success in Slovenia. The main enabling factor is a common national legal framework between the LEADER/CLLD approach of the European Agriculture Food and Rural Development (EAFRD) and the European Regional Development Fund (EFRD).
Each LAG uses the same common rules when implementing its Local Development Strategy (LDS) and many administration rules are unified to save everyone time. A small number of differences arise from EU funding rules. Simplified cost options, such as lump sums for preparatory support, draft budgets for small projects, and standards scales for unit and flat rate costs, help make LEADER life even easier for project applicants and beneficiaries in Slovenian rural areas.
Results demonstrating LEADER’s added value and that the CLLD process can be about much more than just funding are reflected in the 1 500 local LEADER/CLLD projects supported in the 2014-2020 programme period. These projects used three funds; 830 were supported by the EAFRD and the others used ERDF and the European Maritime and Fisheries Fund (EMFF). Importantly, 50 LAG cooperation projects were supported, of which 23 were transnational. Slovenia’s countryside has benefitted greatly from the development capacities, competencies and confidence that LEADER/CLLD creates in local communities.
We asked a colleague from the Slovenia Managing Authority to explain in their own words what the added value of LEADER means in practice at the village, regional and national level. Here’s what they had to say:
LEADER's added value means an increase in social capital. It is manifested in particular by strengthened mutual support and trust and by increasing the participation of stakeholders in the implementation of the bottom-up approach (e.g. local actors and management structures). The implementation of each LDS encourages strengthened intersectoral cooperation at local level (projects bring together multiple actors) and through the implementation of LAG cooperation projects, also strengthened interregional and transnational cooperation. Strengthening, empowering and networking of local partnerships enables long-term cooperation in other areas as well, and thus, the transfer of knowledge among project partners and target groups. This contributes also to strengthening the Agricultural Knowledge and Innovation Systems (AKIS) system. With the active involvement of local actors, a greater number of sustainable projects are expected as these arise directly from the needs of local development. The added value of LEADER is that a local population is encouraged to make decisions and actively direct the development of their areas. This strengthens local identity, a sense of belonging and the possibility of influencing development among local actors, creating conditions for better use of the endogenous development potential of a local area. Therefore, each LAG in Slovenia has defined its added value in their LDS.
LEADER examples
A collection of CAP funded case studies has been published this year by the Slovenian Managing Authority. These include LEADER examples like the LAG of Upper Savinja and Šalek Valleys, which is noteworthy for its success in helping fund the highest number of cooperation projects among the country’s LAGs. Projects include an experience echoing back to the country's tradition of timber rafting, allowing participants to descend along the lively rapids, on a simulated raft ride on the Savinja River.
Other case studies highlight how well LEADER beneficiaries have been able to use EU funds, such as the Cer Cerovo Tourist Society, which uses iconic biodiversity like the Kingfisher as a branding tool to attract nature tourists.
Specialist business training for food firms on lyophilisation, also known as freeze-drying, is one of the projects described in the newly published LEADER information about the Ljubljana Marshes and Surroundings LAG. The project Local Products from Count Blagaj’s Land is a capacity building initiative. It looks to involve local businesses in providing tourist offers such as farm culinary tours, including a packed lunch full of local products. Its innovative bottom-up design led to workshops on improving how a business product range is presented to domestic and foreign visitors. Outcomes helped increase tourists’ appreciation of local culinary delicacies.
More information about LEADER and its added value in Slovenia is available from the Managing Authority’s website. You can email the Managing Authority at gp.mkgp@gov.si, the LEADER office at clldpo2020.mkgp@gov.si and the National Network at mreza-podezelje.mkgp@gov.si.