IMPORTANT LEGAL NOTICE: The information on this site is subject to a disclaimer and a copyright notice.
esdeenfritpt

[ Contents ]

Organising local partnerships

Chapter 2
Principles, rules and foundations
of a successful partnership

 



2.1 Finding the right solution according to the context

 

    2.1.4 Finding a bypass strategy

Local partnerships provide a solution to the main lock on the area's development, but in most cases this is not a direct, head-on solution: the partnership will in-stead seek to "get round the problem", to turn it into a lever, an innovative opportunity, a booster for development. For example,

  • in a context of periurbanity, emphasis will be on the human potential that has specifically enabled the nearby urban pole to develop. there will be an attempt to set up an extremely mobilising and motivating partnership for the local actors by creating, for example, structures to share decision-making powers (the case of Collombey-les-Belles);

  • the mistrust towards public institutions and associations will be turned into an opportunity to create an original local partnership, at the initiative of private businesses, that ensures the coordination of development (the case of Gargano);

  • if the area is suffering from a lack of initiatives, this will be specifically highlighted in order to create a broad structure for coordinating local development, bringing together a large number of people and local actors (the case of Rota do Guadiana);

  • in the case of an area which is experiencing a serious conflict between politico-religious groups, a very open partnership will be set up with a view to involving and bringing together the various community representatives and local authorities within the same structure. It is then a powerful mobilising and social cohesion factor (the case of Fermanagh in Northern Ireland);

  • extremely low population density, which does not enable the municipalities to guarantee a good level of public services at an acceptable cost, becomes an opportunity for very active local partnerships to be formed (the case of Sweden).

In other cases, the lever constituted by the original problem is not easy to identify. An opportunity is then sought elsewhere within a different problem: one that does not, once again, have to be tackled head on. Thus, in Vinschgau/Val Venosta, the wish of the provincial authorities to renew actions in favour of rural society has become an opportunity to create an independently coordinated area enabling the promotion of a whole series of partnerships between local actors, eventual holders of new forms of power-sharing.


European Flag

European
Commission

Agriculture
Directorate-General