RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015

RURALDEVELOPMENTNETWORKOF SERBIA

ACTIONPLAN20112015
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RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015 December2010

Content:

1 INTRODUCTION......................................................................................................................................4 1.1 1.2 1.3 2 3 BACKGROUND..........................................................................................................................................4 REVIEWOFMETHODOLOGY.........................................................................................................................4 ACTIONPLANASAFRAMEWORKOFACTION ....................................................................................................5 .

RURALDEVELOPMENTNETWORKOFSERBIA..........................................................................................5 CONTEXTOFNETWORKSACTIONS.........................................................................................................7 3.1 3.2 3.3 3.4 3.5 RURALDEVELOPMENTPOLICYINTHEEU........................................................................................................7 EURURALDEVELOPMENTPOLICYAIMEDATTHECANDIDATECOUNTRIES................................................................9 RURALAREASOFSERBIA...........................................................................................................................10 RURALDEVELOPMENTPOLICYINTHEREPUBLICOFSERBIA................................................................................12 RURALDEVELOPMENTATTHELOCALLEVELINSERBIA......................................................................................13

4 5 6 7

STAKEHOLDERSANDSERVICEUSERS.....................................................................................................13 SWOTANALYSIS...................................................................................................................................15 VISIONOFTHENETWORK.....................................................................................................................16 TOWARDSTHEVISION..........................................................................................................................16 7.1 7.2 MISSIONSTATEMENT,VALUESANDCONCEPTOFOPERATION.............................................................................16 KEYAREAS.............................................................................................................................................17

8 9

MATRIXOFDEVELOPMENTOBJECTIVESANDDIRECTIONS....................................................................17 PRIORITYACTIVITIES.............................................................................................................................22

10 TIMETABLE...........................................................................................................................................24

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Listofabbreviations
CAPCommonAgriculturalPolicyofEU ECEuropeanCommission EECEuropeanEconomicCommunity EUEuropeanUnion IPAInstrumentforpreaccessionassistance IPARDIPAcomponentrelatedtoruraldevelopment LGlocalgovernment MoAFWMMinistryofAgriculture,ForestryandWaterManagementofRepublicSerbia RDNSRuralDevelopmentNetworkofSerbia NPDPNationalRuralDevelopmentPlan PDIPensionanddisabilityinsurance AESSAgriculturalexpertserviceofSerbia Page 3

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015

1 Introduction
1.1 Background
Inlate2007theMinistryofagriculture,forestryandwatermanagementoftheRepublicofSerbia hasrecognizedthelackofcommunicationwithproducersandpoorawarenessoffarmersasone ofthemajorproblemsandforthatreasonithasinitiatedtheprojectNetworkforthesupportof rural development which had the objective to: gather and forward information relevant tospecifictargetgroups,cooperateonthebasisofcommoninterests,performresourcemapping, linkknowledgeandskills,educateonthebasisofspecificidentifiedneeds,increasethelevelof activityinthecommunitywithaspecialemphasisonyouth,spreadapositiveexperiencewithin thenetwork,identifytheoptimalwaytocommunicatewiththepopulation/citizensinorderto determinetherealneeds,providesupporttoconnectingonthelocallevelusingacrosssectoral approach,extendtheinfluenceofRDNonlocalauthorities. In the first phase of the project six regional centres to support rural development were established, which consisted of 16 regional offices.Branch offices were opened at the level of localgovernments. Regional centres, with branch offices, had a task to perform twoway transfer of information fromtheMinistrytoregisteredagriculturalholdingsandviceversaonspecific,compactarea. Over time, the number of local governments covered by the project grew, and today in RS 16 regionalcentreswith149branchofficesoperate. Earlyin2009,theorganizationsrepresentingtheregionalcentrestosupportruraldevelopment within the above mentioned project of MoAFWM have organised themselves and agreed to expandtheirscopeofwork,soasnottofunctiononlyasaserviceofMoA,butthattheyneeda significantroleinruraldevelopmentsectoroftheRepublicofSerbia. Forthesereasonsinlate2009theAssociationRURALDEVELOPMENTNETWORKOFSERBIA wasformed.Thenetworkwasestablishedby15organizationsfromtheRSthatareactiveinthe sectorofruraldevelopment. Considering that the Rural Development Network of Serbia is newly established organisation, and that the Statute of the organization sets the basis for action in complex and dynamic environment,thereisarealneedtoproduceadocumentthatwilldeterminethedirectionsand objectives of development and operation of the Network over the next five years,relying on basicprinciplesdefinedintheStatuteoftheNetwork. Duringtheestablishmentoftheorganization,severalfoundersoftheconsortium,headedbythe NGOIbarDevelopmentAssociationfromthecityofKraljevo,appliedforsupportfromtheEU undertheCivilSocietyDialoguefund,withtheprojectRuralNETNationalRuralDevelopment Network,aninstrumentofparticipationofCSOsinthepreparationofpoliciesandimprovingthe dialogue with EU rural networks. The project has been approved for funding under this programandtheprojectincludesthedevelopmentofthisActionPlan.

1.2 Review of methodology

ForthepurposesofthisActionPlan,thefirststepwastoconductanalysisoftheEuropeanand national legislative and strategic framework in the rural development sector and analysis of existingconditionsinthesectorofruraldevelopmentinSerbia.Theresultsofthisanalysisare presentedinchaptertwo. Thenextstepwastoanalyzetheinternalcapacityoftheorganization,whichwasdoneatajoint workshopwithrepresentativesofthemembersoftheNetwork.Theresultsofthisanalysisare presentedinchapterthree. Thefourthchapterpresentstheconclusionsfromtheanalysisofstakeholders,whichwasdone onaonedayworkshopwithmembersofthenetwork. Page 4

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The fifth chapter presents the results of the analysis of current situation, by using the SWOT methodology.SWOTmatrixispreparedforallaspectsoftheanalysisofthecurrentsituation. The sixth chapter presents the vision of development, mission and core principles of the organization. The seventh chapter presents the key areas of activity in the further development of the organization,throughthemethodofkeyquestionsthatneedansweringinthefutureperiod. Chapter eight introduces in which direction the organization will continue to develop and defines development objectives and specific measures and instruments that should be used to fulfildefinedobjectives. Theninthchapterprovidesanoverviewofthespecificactivitiesoftheorganizationforthefirst twoyearperiod,withspecificresponsibilities,deadlinesandfinancialframework.

1.3 Action plan as a framework of action

ActionPlanoftheRuralDevelopmentNetworkofSerbiafortheperiod20112015represents thebasicframeworkfortheoperationofthenetworkasanorganizationthatgathers,represents andsupportsitsmembersinachievingtheircommonobjectivetoimprovethesituationinthe fieldofruraldevelopmentinSerbia. This document expresses the will of all members of the Network to work together through mutual cooperation and provide a significant contribution to improving the situation in the sectorofruraldevelopmentinSerbia. During the drafting of this document the following elements were taken into account: the relevant elements of social, economic and political realities, so far defined interests and expectations of members, as well as those activities aimed at improving conditions for rural development that are underway or have already been identified in the adopted strategic, program andplanning documents within the institutions of the Republic of Serbia or within specificmembersoftheNetwork. ActionPlanofthenetworkisbasedonfivekeyareasoftheorganizationsactions: 1. Buildingcapacityandsustainabilityoftheorganization, 2. Improvingvisibilityandrecognisabilityoftheorganization 3. Improvinginformationserviceactivitiesaimedatusers. 4. Activeinvolvementinplanningandimplementationofruraldevelopmentmeasures. 5. Strengtheningpartnershipswithinternationalorganizations.

2 Rural development network of Serbia

AssociationRuralDevelopmentNetworkofSerbiaisavoluntary,nongovernmentalandnon profitorganization,basedon freedom ofassociationof natural orlegal persons, established to improvethequalityoflifeandbalanceregionaldevelopmentinruralareasofSerbia. Rural Development Network of Serbia is a young and underpositioned organization in the sector of rural development in Serbia.However, a significant advantage of the network is its members,havingasignificantexperienceandremarkableresultsinthissector. The Association has its headquarters in Belgrade, at address Zeleni Venac 36, 11000 Belgrade.TheareaofactivityistheterritoryoftheRepublicofSerbia. MembersoftheRuralDevelopmentNetworkofSerbiaare: 1. 2. 3. 4. AssociationofCitizensNIMBUSLoznica, RegionalChamberofCommerceKrusevac, RegionalEconomicDevelopmentAgencyforSumadijaandPomoravljeKragujevac, CooperativeAssociationofNisavski,PirotskiandToplickidistrictsNis, Page 5

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015 5. AssociationofCitizensEdukacionicentarLeskovac, 6. Regional Agency for Economic Development and Entrepreneurship of Pcinjski district VEEDAVranje, 7. RegionalDevelopmentAgencyofEasternSerbiaRARISZajear, 8. AssociationofCitizensVelikoGradiste(AGVG), 9. AssociationMOBALjig, 10. AssociationofCitizensAGROMREZABeograd, 11. AssociationofagronomistsAGROZNANJEVrsac, 12. CentreforRuralDevelopment,ResearchandApplicationNoviKnezevac, 13. RegionalOfficeforRuralDevelopmentSubotica, 14. AssociationofCitizensNASAZEMLJANoviSad, 15. IbarDevelopmentAssociationIDAKraljevoand 16. AssociationofCitizensRazvojnaperspektivaCacak.

Networkmembershipisavailabletoallnaturalandlegalpersonsundertheconditionsprovided by Law and if they accept the Statute and the values of the association. All Network members havethesamerights,obligationsandresponsibilities. Membership in the Network shall cease: if the member voluntarily withdraws by submitting a writtenrequest,isthememberisexcludedfromtheNetwork,incaseofdeathorterminationof the legal person.Member is excluded if it is idle during a longer period of time, in cases of damagetothereputationoftheNetwork,breachoftheStatuteornonpaymentofmembership feeslongerthanoneyear. Member of the Network is entitled to: equal footing with other members, in achieving the objectives of the Network, directly participate in the work and decisions of the Assembly and other organs of the Network; elect and be elected to the Network; be promptly and fully informed about the activities of the Network; useall other amenities and benefits which the Networkprovidesforitsmembers. Member is required to: actively contribute to achieving the objectives of the Network; participate, in accordance with interest, in the activities of the Network; pay the membership fee;performotherdutiesdelegatedbytheBoardortheAssemblyoftheNetwork. Assembly is the supreme body of the association.The Assembly consists of all of its members.LegalpersondelegatesitsrepresentativeasmemberoftheAssembly. NetworkAssemblyapprovesandpasses:thestatuteanditsamendments,enactments,financial projections, financial reports, work program, annual report, the amount, manner and terms of paymentofmembershipfees.TheAssemblyelectsanddismisses:presidentoftheAssembly,the presidentoftheNetwork,membersoftheManagementBoardandSupervisoryBoard. The Assembly shall decide on the Network joining in other associations and networks, status changesandterminationoftheassociation,aswellasothermattersrelevanttotheworkofthe association. President of the Association is the legal representative of the association.President of the Network: represents the Network and is responsible for the legality of the Network; signs the official acts and documents; is responsible for executing the financial plan of the Network; manages the Network and coordinates the work and activities of the Network; issue orders to expertservices. TheManagementBoardistheexecutivebodyoftheAssociation.ManagementBoardhasseven members:thepresident,vicepresidentandfivemembers.AllmembersoftheNetworkmaybe electedintoManagementBoardtakingintoaccounttherepresentationofmembersinregardsto theterritoryoftheRepublicofSerbia. ManagementBoard:managestheaffairsoftheassociation,passesdecisionsabouttheinternal organizationoftheAssociation,implementsdecisions,conclusionsandothermeasuresadopted Page 6

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by the Assembly of the Association, prepares the Associations Program of work and is responsible for its execution, submits to the Assembly the report on activities, draft of the financialplananddraftannualaccounts(financialstatements),establishesthefeesforspecific services provided by the Association at the request of members or interested parties, adopts periodic financial statements and implements the financial policy of the Association, prepares the proposals for amending the Statute and general acts of the Association, adopts its rules of procedure, provides guidelines for the work of the secretary (or president) of the Association and professional service, makes draft of the decision on the appointment of the secretary of Association, passes a decision on establishment of specific bodies of Management Board and theirscopeofwork,passesanactontheestablishmentandworkofExpertservice,itsmannerof work and positions and act regulating working and other relations of Expert service of the Associationinaccordancewiththelaw,collectiveagreementsandotherregulations,shalldecide on providing material and financial assistance to members of the Association, launches an initiative for the adoption, amendment of laws and other regulations and measuresimportant forthedevelopmentofruralareas,considersproposals,theviewsandopinionsofthemembers and takes appropriate action, delegates representatives of the Association to the organs and organizations in accordance with the law, and in order to achieve the objectives of the associationattendstoothermattersinaccordancewiththelaw,thisStatuteandothergeneral regulationsoftheAssociation. TheSupervisoryBoardhassevenmembers:president,vicepresidentandfivememberselected from among the members of the Association by public vote for a period of 4 years with possibility of reappointment.Members of the Supervisory Board may not be members of the otherbodiesoftheAssociationandmaynotholdotherfunctionsintheassociation. TheSupervisoryBoardcontrolsthefinancialandmaterialtransactionsandcompliancewiththe lawandotherregulationsregardingtheworkoftheAssociation. Associationhasasecretarywhois,attheproposaloftheManagementBoard,appointedbythe Assembly of the Association and appointed for a term of four years with the possibility of re election.Secretarydirectlymanagestheaffairsoftheexpertservice,takescareofthelegalityof Associationswork,preparesmeetingsoftheAssociationbodies,organizestheimplementation of their decisions and conclusions, and takes care of implementing the Program of Work and Financial Plan of the Association.The Secretary is responsible to the Assembly and the ManagementBoardoftheAssociationforitswork. Funding for theworkthe Associationis provided by membersthrough feesandcontributions. Incomeoftheassociationisalsocomprisedofcommissionsforservicesperformedformembers of the association and other users, and other income (grants, gifts, donations, sponsorships, etc.).Inordertoperformspecifictasksorimplementactionsandactivitiesofcommoninterest, members of the Association may join assets and establish funds for special purpose, if it is in accordancewiththetasksandobjectivesoftheAssociation.

3 Context of Networks actions

3.1 Rural development policy in the EU
EuropeanagriculturalpolicyisdeterminedattheEUlevel,andtheGovernmentsoftheMember Statesareinchargeofitsimplementation.Withmorethan56%ofthepopulationlivinginrural areas(91%oftheterritory),ruraldevelopmentisapolicyareathatisofvitalimportanceforthe EU.Strengthening of EU rural development policy is therefore an important priority for the EU.Policyensuresthehigheststandardsinenvironmentalprotectioninagricultureandforestry aswellasother,similar,activities. The current EU policy is based on the following principles: multifunctionality of agriculture, multisectoralandintegratedapproachtoruraleconomies,diversificationofactivities,creating Page 7

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newsourcesofincomeinruralareas,expandingemploymentopportunities,protectionofrural resources, decentralization and partnerships at local and regional level, transparency in the creationandmanagementofdevelopmentprograms. TheaimoftheEECinagricultureandruraldevelopmentbytheendof70'swastoincreasethe productivityinagriculture.Thechangesarestartingtoemergeinmid1970s,andwereintended topreservethevillagesandpreventmigrationfrompoorerareas(Dir.268/75).Intheeighties alongwithincreasedproductivityinagriculturetheprincipleofcaringfortheenvironmentwas introduced (socalled Green Paper Reg. 797/85).Common Agricultural Policy is in the process of reforming since the 90's of last century.The reforms mainly aim to increase competitivenessinagriculturebyreducingprices,providingcompensationandtheintroduction of direct aid to farmers. During this period, the new regulations (Reg. 2078/92, 2079/92 and 2080/92) highlight the importance of environmental protection, reforestation and early retirement of farmers.Rural development policy is starting to be based on an integrated approachtoallsectors,economicdiversificationandmanagementofnaturalresources. The current EU rural development policy is defined in Agenda 2000 and is based on the principle of multifunctionality of agriculture, multisectoral and integrated approach to rural economies, diversification of activities, creating new sources of income in rural areas, employment opportunities, protection of rural resources, decentralization and partnership at local and regionallevel and transparency in the creation and management of development programs.Supportmechanismshavebeendefined,andseparateprioritiesseparatedaccording toregionswiththeobjectiveofdecentralization,flexibilityandincreasedefficiency. ThemostimportantstepinthereformoftheCAPwasalsomadein2003/2004whenthedirect aidwasincreasedtenfoldandtheCommonAgriculturalPolicyharmonizedwiththeinterestsof consumers.ThisreformisakeysteptowardsmarketorientedandsustainableCAPintheEU. The agricultural sector is faced with challenges that did not exist in 2003.These challenges include the need for increased monitoring of risks in production, fighting the climate change, more efficient water management, higher level of utilization of renewable energy sources and biodiversity.CAP harmonization towards meeting the above stated challenges requires significantfinancialresources,andoneofthemosteffective waystoachievethemisthrougha newruraldevelopmentpolicy. Agricultureandforestryremainthebiggestusersoflandthatwillshapetheruralenvironment and landscapes.Securing the environmental goods, particularly through the use of agro environmentalmeasuresisthebasisforruraldevelopmentandemploymentcapacity. EChasestablishedaFundforRuralDevelopmentfor20072013withthebudgetof88.75billion Euros.Thisbudgetshouldenablethefulfilmentoftheplannedobjectivesofruraldevelopment; allow innovation and diversity beyond the traditional agribusiness in rural areas, answer to society's expectations for the establishment of competitive and environmentally sustainable agriculture,forestryandfoodsectorsinruralareasoftheEU. Intheagriculturalsectorwaswellasinruralareas,theEUstrivestobalancedeconomicgrowth, technologicalimprovementsandthecreationofnewbusinessmethodsthatareenvironmentally sustainable. Thebasicrulesgoverningruraldevelopmentpolicyintheperiod20072013weregiveninthe EC regulation no.1689/2005.Within this framework, rural development policy in the period 20072013focuseson: Increased competitiveness in the agriculture and forestry: Agriculture is the leading economic sector in rural areas. In the coming period efficiency and competitiveness of agricultural production will be encouraged. The diversity of agricultural potential within the EU rural areas will be supported. Special attention will be given to new EU members whose rural areas are undergoing structural changes. This principle implies so-called transitional measures for new member states, support to diverse farms that are in the process of reform and support for the establishment of Page 8

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producers associations. This principle requires the establishment of an appropriate balance between the sustainability of farms, environmental and social dimensions of rural development. Improving the environment and villages: The main objective of this principle is to protect the environment and ensure sustainable land use. Particular attention is paid to areas with natural and physical deficiencies. Sustainable development policy encourages major stakeholders (farmers, foresters and others) to preserve rural areas, landscape and natural environment in order to prevent abandonment of agricultural and forest land. EU co-finances, through this principle, the priorities such as combating climate change, improvement of biodiversity and water quality, reducing the risk of consequences of natural disasters and the like. Raising the quality of life in rural areas and encouraging diversity in rural economies: The main objective of this principle is to support sustainable development and improve socio-economic structure in remote rural and suburban areas. The funds are intended for improving the access to basic services, infrastructure development, improving the state of the environment, promoting sustainable development in these areas, creating employment opportunities (particularly for youth and women) which are non-agriculture as well as easier access to information and informationtechnology solutions.

Figure1Mechanismforfinancingruraldevelopment(20072013) Hence, the LEADER1 approach will be encouraged.LEADER was initially designed as a pilot project to try to support economic and social development and integration of rural areas.The program sought to achieve these objectives through the development of local development strategies.These plans and actions are the result of the local community's work, in line with national strategies and developments in the EU.LEADER approach to rural development was keptinruraldevelopmentpolicyfor20072013.

3.2 EU rural development policy aimed at the candidate countries

EC since 2007replaced the earlier preaccession funds (PHARE, ISPA and SAPARD) with the Instrument for PreAccession Assistance (IPA).IPA regulation defines the scope and type of assistancethatacandidatecountrymaygetaswellashelptopotentialcandidatesfortheperiod 1French:LiasonEntreActionspourleDevelopmentdlEconomieRurale Page 9

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20072013. Thescopeofassistancetocandidatecountriesincludesthefollowingcomponents: 1. Transitionassistanceandinstitutionbuilding; 2. Crossbordercooperation; 3. Regionaldevelopment; 4. Humanresourcedevelopment; 5. Ruraldevelopment. Countrieswhicharepotentialcandidatesmayusethefirsttwocomponents,butassoonasthey obtainthestatusofcandidatecountrytheycanuseallfiveareasofassistance. The objectives of rural development support in the IPA program have not been changed compared to previous programs.They include assistance in the implementation of the acquis communautaire and support to sustainable restructuring of the agricultural sector and rural areas. InaccordancewiththeIPA,acomponentfor ruraldevelopment(IPARD)aimstocontributeto achievingthefollowingobjectives: 1. Improving market efficiency and implementation of EU standards: investment in farmsinordertorestructurethemandraisetoEUstandard;supportintheestablishment of agricultural associations; investment in processing and marketing of agricultural productsinordertoraiseprocessingandmarketingtotheEUstandard; 2. Preparatoryactivitiesfortheimplementationofagroecologicalmeasuresandrural development strategies at the local level: the activities that will improve the environment and countryside; preparation and implementation of rural development strategiesatthelocallevel; 3. Development of rural economy: promotion and development of rural infrastructure; development and diversification of economic activities in rural areas; improvement of training.

3.3 Rural areas of Serbia

InSerbia,ruralareaisdefinedasanarea,whosemainphysicalandgeographicalcharacteristic is the primary use of the land for agriculture and forestry.According to this definition, about 70%ofSerbiacanbesubsumedundertheruralareas.Intheseareasliveabout43%ofthetotal population.BydefinitionoftheOrganizationforEconomicCooperationandDevelopment(OECD) (populationdensitybelow150inhabitantsperkm 2),ruralareascover85%ofthetotalterritory of Serbia and in these territories are occupied by more than half of the population (55%) of Serbia.Ruralareaspossessmajornaturalresourceswiththerichecosystemsandbiodiversity, significanthumanresources,economicactivityandculturalheritage. AccordingtotheOECDtypologyruralregionsaredividedintothreegroups: 1. regionswhereover50%ofthepopulationlivesinruralcommunitiesruralregions; 2. regionsinwhich15%to50%ofthepopulationlivesinruralcommunitiessignificantly ruralregionsortransitionregions; 3. regionswherelessthan15%ofthepopulationlivesinruralcommunitiesmostlyurban regions. Rural areas in Serbia are significantly different in social, economic and demographic characteristics.Basic problems and trends faced by almost all rural areas are: migration, poor diversification of economic activities, extensive agriculture as the dominant economic activity, high unemployment rate, lack of employment opportunities, poor and underdeveloped infrastructure, low GDP per capita compared with urban regions and unpolluted environment whichisfacedwithpotentialthreats. InSerbiain2009363,642farmswereregistered.Mostprivatefarmsaresmallfarmsconsisting Page 10

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of several parcels.In the structure of the created value of agricultural production 59% comes from the plant, and 41% from livestock production. Productivity is below the EU average and naturalpredispositionduetolackoffundsandlowinputuseonfarms.Theproductionstructure isdominatedbygrains,andmostproductivecultureiscorn.Totaltradeinagriculturalproducts in2007amountedto2.806billiondollars,withasurplusof574.5milliondollars.Agricultureat themomentisnotamajorpolluteroftheenvironment. In order to identify similarities and differences between rural areas in Serbia, as well as their strengths and weaknesses, the project Support for rural development programming and establishment of payment systems financed by the EU, through cluster analysis developed a typology of ruralareas.Four differenttypesof rural areasthat can beusedtoidentify specific strengths and weaknesses of these areas as well as for making appropriate strategies and effectivepoliciesandmeasuresfortheirdevelopment,areasfollows: This group of rural municipalities includes municipalities in Vojvodina and northern parts of central Serbia. This area experienced positive demographic changes between the 1991and 2002.GDP per capita and the employment structure by sectors are more favourable compared to other parts of Serbia.In these areas a highly productive agriculture is present with better structure of farms (larger farms with higher productivity of land) and vertical integration with agricultural and food sector.Compared to the level of the Republic of Serbia, services and industrialsectorarebetterdeveloped. This region includes the municipalities in rural areas that are located alongtherivervalleysandmajorregionalroadsincentralSerbia(which range from Belgrade towards the border to Montenegro, Bosnia and HerzegovinaandFYRMacedonia).Manyoftheruralmunicipalitiesinthis clusterarelocatedaroundmajorurbancentres,haveeconomiesthatare more diversified and better employment opportunities due to commuting.GDP per capita is roughly at the level of the national average.Demographicchangesarenotsignificantlyexpressedandmostly do not exceed the national average.In these areas the agricultural productionisintensive(vegetables,vineyardsandorchards)andmarket oriented,whiletheirruraleconomyisdiversified,withdifferentservices and the presence of small and medium enterprises.Productivity of agricultural land is at a similar level as in the rural areas of Vojvodina.However,environmentalpressuresarestrongerintheseareas duetotheexistenceofoldindustries.

Type1:Highly productive agricultureand integrated economy.

Type2:Small urbaneconomies withintensive agriculture

Thisregionincludesthemunicipalitiesinthemountainousruralareasof the southeastern part of Serbia.It is characterized by low population density and the negative demographic changes.GDP per capita is Type3: significantly lower than the national average (51% of the national Economies orientedtowards average).This economic structure is associated with low productivity naturalresources, agriculture, a small number of industrial activities, the presence of a higher level of services and tourist potentials.This is essentially a rural mainly mountainousarea area oriented towards natural resources and tourism potential with the possibility of using advantages of rural areas (natural resources, countrysidesurroundings,culturalheritage).

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 Type4:Large touristfacilities andpoor agricultural structure

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015 Theclusterofmunicipalitiesinaruralarealocatedinthewesternpartof Serbia with large tourist facilities (index of hotel beds/1000 person in this cluster of municipalities is three times higher than the national average).However, agricultural structures are the weakest compared to all the abovedescribed types of rural areas.Percentage of agricultural landandlabourproductivityistwicelowerthanthenational level.Also, this type ofruralareahas one ofthe lowestshares ofGDP percapitain ruralareaswhichis54%ofthenationalaveragepercapitaGDP.

3.4 Rural development policy in the Republic of Serbia

Rural development policy of the Republic of Serbia is under the jurisdiction of the Ministry of agriculture,forestryandwatermanagement. LawonAgricultureandRuralDevelopment(OfficialGazetteoftheRSNo.41/09)wasadoptedin May2009.InadditiontotheaforementionedLaw,awholesetoflawsregulatingspecificissues related to rural development was adopted: the Law on Agricultural Land, the Law on Cooperatives,LawonAnimalWelfare,WineLaw,Lawonbrandyandotheralcoholicbeverages, theLawonLivestock,LawonFoodSafety,theLawonPublicStorage. Law on Agriculture and Rural Development: This law regulates the objectives and implementation of agricultural policies, forms of incentives in agriculture and rural areas, the conditionsforeligibilityforincentives,incentivebeneficiaries,Registryoffarms,recordingand reporting in agriculture, as well as monitoring ofthis law. Likewise, this Law establishes the DepartmentofAgriculturalPaymentsasabodywithintheministryresponsibleforagriculture. Major parts of the Act in terms of rural development policy are related to the adoption of the Rural development program and establishment of a new structure of the sector for rural development.Part of the Ministry in charge of rural development will be responsible for preparing and changing the future Rural development programs, as well as for programming, evaluation,monitoringofprogramimplementation,reporting,coordinationandimplementation ofmeasuresoftechnicalassistancetoruraldevelopment,inlinewithEUrequirements.Inthis regard, after the adoption of multiyear program for rural development, rural population will have an overview and insight into all rural development measures to be supported and which willbegrantedincentives. The law envisages the existence of structural incentives that include the measures for rural development.Rural development measures include those measures aimed at improving competitiveness in agriculture and forestry (investment in agriculture and forestry and the introduction of new standards in production and placement of agricultural products), improvement of environmental protection programs, biodiversity conservation, diversification ofruraleconomyandincreasingqualityoflifeinruralareas. ImplementationofthepolicyisbasedontheStrategyofAgricultureandRuralDevelopmentof the Republic of Serbia, the National Programme for Agriculture and National Programme of RuralDevelopment. Implementation of agricultural policy is done through the following types of subsidies: direct subsidies,marketincentivesandstructuralincentives.Directincentivesare:bonuses,subsidies forproduction,recourseandsupporttononcommercialfarms.Marketincentivesare:export subsidies,storagecostsandcreditsupport.Structuralincentivesareaformofincentivesthat includes measures of rural development, improvement and protection of agricultural land quality and measures of institutional support.All mentioned forms of incentives may be established under different conditions and in varying degrees, depending on whether it is on areaswithdifficultworkingconditionsinagriculture.Areaswithdifficultworkingconditionsin agricultureareareaswhere,duetonatural,socialorlegalrestrictions,therearenoconditions for intensive development of agricultural production.It is anticipated that the Minister Page 12

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determines these areas for a period of three years.Also, the opportunity is given to the autonomousprovinceandlocalgovernmentstoimplementagriculturalpoliciesintheareasof their territory and to establish legal entities to support the implementation of agricultural policies,withtheprovisionthatfundsforimplementingagriculturalpolicyaresecuredfromthe budgetoftheautonomousprovinceorlocalgovernment. Therighttouseincentivesunderconditionsdefinedhereinisgiventofarmsthatareenrolledin the Farm Registry, local governments, local communities and other forms of local self government,aswellasotherpersonsandorganizationsinaccordancewiththelaw.Thefamily farmisthebasicformoforganizationofagriculturalproduction.Thefamilyfarmisprimarilyan economiccategoryinwhichtheagriculturalproductiontakesplace.Dependingonitseconomic strengththefamilyfarmcanbe:commercialfamilyfarmandnoncommercialfamilyfarm.

3.5 Rural development at the local level in Serbia

ThelocalgovernmentsinSerbiamainlyhaveactiveOfficestassistthevillageand/ortheOffices to support agriculture in different organizational forms.However, there is no correlation betweenthedegreeofdevelopmentofLGandtheexistenceoftheofficetohelpthevillage.Also, cleargeographicorregionalconnectioncannotbeestablishedgiventhatLGwithouttheofficeto helpthevillage/ruraldevelopmentaresituatedinalmosteveryregion. In most cases, the LG has one office that helps rural development, and it usually employs one person.The offices mainly employ persons with university degrees (engineers of agriculture, veterinarians,etc.)2. Thebasicobservationisthatitisnotpossibletomakesignificantprogressinruraldevelopment or agriculture with only one person employed in the field of rural development and agriculture.Degree of financial and professional motivation of these people is quite low; they havenoknowledgeorideas;assignments,too,arenotclearlydefined. AfteradoptingtheLawontheagricultureandruraldevelopment,localgovernmentshavebegun with the establishment of local funds for agricultural development, which usually have some measurestosupportruraldevelopment. MostlocalgovernmentsinSerbiahavestrategicplansfordevelopmentinwhichagricultureand ruraldevelopmentisrecognizedas a priority.However, themain problemofexistingstrategic plans is that they are not fully developed and do not have action plans and are therefore unenforceable.In most cases there is no monitoring and evaluation of existing plans.In many cases socalled expert plans were drafted which didnt include realistic and detailed examination of the situation on the field, nor is there a participatory approach during preparationofstrategicdocuments.

4 Stakeholders and service users

In order to define the key subjects who have influence, and interest in supporting the rural development process, an analysis of key interested parties was implemented (hereinafter referredtoasstakeholders). TheappliedmethodologywasbasedongroupworktheNetworkfoundersrepresentatives,who presented their views on individual stakeholders.The workshop primarily defined key institutionsfrompublic,privateandcivilsectors. Thus,thefirstpartoftheanalysisofstakeholdersincludesbasicviewof somestakeholdersin thesectors(public,businessandcivil). Afterthat,stakeholderanalysiswasdonefromthepointofimpactontheworkoftheNetwork,
2Ruraldevelopmentsectoranalysis.PermanentconferenceofcitiesandmunicipalitieswithintheExchange2program.

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theimportanceofeverystakeholderfortheworkoftheNetwork,aswellastheirwillingnessto cooperatewiththeNetwork. Thethirdphaseconsistedofananalysisofstakeholdersintermsoftheirpositioninginthework of the Network and differentiation of the stakeholders according to who may be a potential serviceuser.
Sector
Public Business Civil

Stakeholder RegisteredfarmsintheRS Localgovernments Associationsthatarenotinvolvedinthe RDNS Ministryofagriculture,forestryandwater management Ministryofeconomyandregional development RegionalChambersofCommerce Entrepreneursandcompanies ProvincialSecretariatforagriculture RDARegionalDevelopmentAgencies Tourismorganizations Scientificinstitutions(institutes,universities) Agriculturalexpertservices Veterinarystations Educationalinstitutions Donororganizations Religiouscommunities Rurallocalcommunities Media Republicspubliccompaniesandinstitutions ThefoundersandmembersoftheRDNS

Significa Willingness nce tocooperate Support/ Potential Undecided/ High High HighMedium Opponents serviceuser Medium Medium Impact
Low Low Low

B P C P P C B P P P P P B P PC C C B P C

M M L H L M L L H/M M L M L L H L L M L H

H M M H M M H L H M M H L M H M M H M H

H M M H L M M L H/M M M H L L L L L H L H

S S U S U S U U S/U U U S U U S U U S U S

yes

yes yes yes yes yes yes yes yes yes yes yes
no no yes yes yes no yes yes

AftertheimplementationofStakeholderanalysisthereareseveralmainconclusions: rangeofstakeholdersisverywideandvaried, with regard to the objectives of the organization, it is not possible to directly identify the stakeholdersthatwouldbeopponentsoftheNetwork, rangeofpotentialusersofservicesisalsowide,whichprovidesimportantopportunitiesfor theorganizationsdevelopment, Page 14

 Keyserviceusers
Registeredagricultural householdsintheRS Localgovernments MinistryofEconomyand RegionalDevelopment

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015 Keypartners

Thefoundersandmembersof theRDNS MinistryofAgriculture, ForestryandWater Management ProvincialSecretariatfor Agriculture RegionalChambersof Commerce RegionalDevelopment Agencies Agriculturalexpertservices

Threats
Associationwhicharenot involvedintheRDNS.

Entrepreneursandcompanies

5 SWOT analysis
SWOT analysis (analysis of internal and external environment) combines and represents the analysisofthesituationresultingfromthegroupandindividualinterviewswithmembersofthe Network on internal capacities, problems and needs of the organization, as well as data and analysisfromtheadoptedstrategicdocuments. STRENGTHS
Humanresources Territorialcoverage AssociationsmembersofRDNS Yearsofexperienceofnetworkmembers Thecoverageofdifferentsectors GoodcommunicationintheRDNS LinktoMoAFWM Referencesoffoundersandmembers ConnectionwithLG GoodtechnicalequipmentITequipment Opennesstonewmembers Relationshipwithusersregisteredfarms Thepossibilityofcoveringtheentireterritoryofthe RSwithprojects

WEAKNESSES
Unbalancedcapacitiesoforganizationsand lackofeducation Underdevelopedcommunicationchannels Nooffroadvehicles InsufficientpromotionofRDNS RDNSinsufficientlyrecognized Inadequatecoordinationofjointapplications todonorfunds Lackofownpremises UnstablefundingfortheResourceCentreof RDNS UndefinedservicesofRDNS Poorcapacitytolobby

OPPORTUNITIES
InclusionintheEUnetworks HarmonizingobjectiveswiththeEUnetworks RecognitionbytheMoAFWMforthe implementationofruraldevelopmentmeasures Availablefunds(donors) TheprojectNetworktosupportruraldevelopment Intermunicipal,interregionalandcrossborder cooperation

THREATS
Lackofnationalstrategyforrural development Intensivedepopulationofworkforcewith familiesfromruralareas Poorcoordinationbetweentheinstitutions (fromlocaltocentrallevel) Sociopoliticalenvironmentisunstable Corruption

Page 15

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015
Theinterestofthestateandothersubjectsforrural development Examplesofgoodpracticefromsuccessful municipalitiesandabroad PovertyReductionStrategy Ruralentrepreneurship NATURA2000 DanubeStrategy Thepossibilityofparticipationinadoptionof nationalandlocalstrategies Theexistenceofregionalagriculturalexpert services Thewillingnessofmunicipalauthoritiestosupport variousaspectsofruraldevelopment SlowEUintegration

6 Vision of the Network

EvenlydevelopedSerbiawhereruralareasareadesirableplacetolive,wherepeople contribute,withtheirworkandactivities,totheconservation,developmentand improvementofallpotentials,valuesandadvantagesthatruralcommunitieshave.

7 Towards the vision

7.1 Mission statement, values and concept of operation
ThemissionoftheNetwork:TheNetworkhasapurposetoprovidesupporttostakeholdersin rural development, through the identification, initiation, promotion and networking of participants, potentials and advantages, which contribute to strengthening of regional developmentandimprovementofthequalityoflifeinruralcommunities. Values of the Network: The Network will base its work on the principles of voluntariness, democracy,openness,equalopportunity,genderequality,transparency,implementationofbest practicesandcompliancewithalllocalfeaturesthatarepresentinruralcommunitiesinSerbia. ThebasicconceptofoperationoftheNetwork: Improvement of overall capacities to work on the activities carried out in the field of rural development and agricultural support, including information about programs of support measuresoftheMoAFWMandEuropeaninstitutions. Theestablishmentoffunctionalcooperationwithinstitutionsatinternational,national,regional andlocallevelswithemphasisontheMoAFWMandtheexistingruralnetworksabroad. Organizing and conducting training for rural people and other stakeholders in rural development. Strengtheningandformalizinglinkswithinstitutionsatthelocallevel. Startingtheinitiativetoformlocalactiongroups,withtheinvolvementofallstakeholdersfrom thepublic,civilandcommercialsectors. Starting the initiatives in cooperation with local governments, associations and all other interestedpartiesforthepreparationoflocalandregionalruraldevelopmentstrategies.

Page 16

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015

7.2 Key areas

The selection of key areas for achieving the development vision of the Network for Rural Development of Serbia is based on an analysis of the situation, which took into account the relevantindicators,theenvironmentforwork,butalsotheinternalcapacityoftheorganization, thentheresultingselfassessmentandevaluationoftheSWOTanalysis.

Thekeyareasforachievingthevision

Strengthening thecapacity and sustainability ofthe organization

Improving visibilityand recognisability ofthe organization

Improving information service provisionsfor users

Active involvementin planningand implementation ofrural development measures

Strengthening partnerships with international organizations

8 Matrix of development objectives and directions

EvenlydevelopedSerbiawhereruralareasareadesirableplacetolive,wherepeople contribute,withtheirworkandactivities,totheconservation,developmentand improvementofallpotentials,valuesandadvantagesthatruralcommunitieshave.

Objective1: Rural development networkof Serbiais recognizedas competent, efficientand sustainable.

Objective2: Improved visibilityand recognitionofthe Rural development networkofSerbia asrelevant stakeholderin rural development.

Objective3: Improved informationand utilityservicefor users,providing timelyand accurate informationand efficientservices.

Objective4:

Objective5:

Ruraldevelopment Rural networkofSerbia development isactivelyinvolved networkof intheplanning Serbiaisan and activemember implementationof orpartnerof policiesand international measuresforrural organizations development. and associations.

MEASURE1.1. Establishinga purposeful organizationand efficientinternal procedures.

MEASURE2.1. Applyinga planningapproach topromotingand improvingthe visibilityofthe Network.

MEASURE3.1. Improvementof Networks cooperationwith relevant stakeholdersin thefieldofrural development.

MEASURE4.1. Activeinvolvement oftheNetworkin planningof policiesand measuresforrural developmentat nationallevel.

MEASURE5.1. Establishing longtermand institutionalize dcooperation with international partners.

Page 17


MEASURE1.2. Establishinga sustainable fundingsystem oftheNetwork. MEASURE2.2. Improvingthe recognitionand visibilityofthe Networkat nationaland regionallevel. MEASURE2.3. Improving recognitionand visibilityofthe Networkatthe locallevel.

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015
MEASURE3.2. Definingand developinga servicepackage tailoredtothe needsofusers. MEASURE4.2. MEASURE5.2.

Activeinvolvement Intensive oftheNetworkin promotionof theimplementation thevaluesof ofinstrumentsand ruralSerbiain legalframeworks English inthefieldofrural language. development.

MEASURE1.3. Establishinga coordinatedand systematic approachto capacitybuilding ofNetwork members.

MEASURE3.3. Establishmentof commercial services.

Objective1:RuralDevelopmentNetworkofSerbiaisrecognizedascompetent, efficientandsustainableorganization.
MEASURE Plannedactivities: Preparation of normative acts and the establishment of effective internalprocedures Developmentofapplicablestrategicdocuments Strengthening awareness and sense of belonging to the Network through teamwork, joint sports games and competitions (rural games),partnershipsonjointprojectsandthelike. Establishment of effective and regular communication, formal and informalchannels Establishing platforms for exchange of information between members Establishinganefficientsystemofmonitoringtheimplementationof Networkactivitiesandevaluatingtheachievementsandeffectsbased ontheplanningdocumentsoftheNetwork Establishing a system of continuous monitoring of environment and adapting the Networks activities according to changes in environment ProvidingfinancialresourcesfortheregularactivitiesoftheNetwork onthebasisofworkplan BuildingNetworkscapacityforaccesstofunds Regular collection and dissemination of information on the availabilityofprojectfunds Effectiveaccessanduseofprojectfundsavailable EstablishmentofcommercialservicesoftheNetworkforusers CreatingadatabaseofexistingcapacitiesofmembersoftheNetwork Drafted Needs assessment and Training plan for members of the Network Page 18

MEASURE1.1. Establishinga purposeful organizationand efficientinternal procedures.

MEASURE1.2. Establishinga sustainablefunding systemofthe Network. MEASURE1.3. Establishinga coordinatedand

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015

systematicapproach Implementation of a standardized and coordinated approach to tocapacitybuilding implementationoftrainingbasedontrainingplan ofNetwork Creating a database of experiences / best practices of network members. members PromotionNetworksresources

Objective2:ImprovedvisibilityandrecognitionoftheRuraldevelopment networkofSerbiaasrelevantstakeholderinruraldevelopment.
MEASURE Plannedactivities: Updatingstakeholdersandthedefinitionoftargetgroupstopromote theNetwork DraftingandimplementationofPlanofpromotion Productionofpromotionalmaterialsandtheircontinuous distribution Promotion and obligatoryuse ofa visualidentityof the Network bymembers ContinuedlobbyingandadvocacyoftheNetwork Securingfinancialresourcestoimprovevisibilityacrossallprojects Mappingandupdatingofinformationonrelevantconferences,events and exhibitions,as well as theintegration ofpromotional activities atthesemeetingsinthePlanofpromotion Establish regular communicationwith relevantpartners and institutions Establishingpartnershipswithnationaland regional institutions and organizations Continuouspromotioninthemedia Regularcommunicationand information exchangewith representativesofLGonruraldevelopment Establishedregularcooperationwith thelocalmedia forthe promotionoftheNetwork Implementedpromotionsare in accordance with thepromotion plan atthelocallevel

MEASURE2.1. Applyingaplanning approachto promotingand improvingthe visibilityofthe Network

MEASURE2.2. Improvingthe recognitionand visibilityofthe Networkatnational andregionallevel. MEASURE2.3. Improving recognitionand visibilityofthe Networkatthelocal level.

Objective3:Improvedinformationandutilityserviceforusers,providing timelyandaccurateinformationandefficientservices.
MEASURE MEASURE3.1. Improvementof Networks cooperationwith relevant Plannedactivities: Promotionof the Networkas aresourcefor providing services toministriesandother relevantinstitutions atnational andregional level Activeinvolvementinthe Networkin activities and projects at Page 19

 stakeholdersinthe fieldofrural development. MEASURE3.2. Definingand developingaservice packagetailoredto theneedsofusers.

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015 national level Integratingrealproblemsandneedsof rural communities measures,planningandstrategydocumentsatalllevels

in

EstablishingfunctionalandefficientResourceCentre Developmentofstandardizedpackageofservices for usersidentified intheanalysisofstakeholders Monitoring ofNetwork users needsandintegration of the analysiss resultsintotheservicepack Continuouslyinformusersaboutservicesandhowtoaccessservices Establish a databaseofinternalcapacityofmemberfor networking andjointactiononthemarket, Thedevelopmentofthepackageofcommercialservices, Promotionofcommercialservicesinthemarket

MEASURE3.3. Establishmentof commercialservices.

Objective4:RuraldevelopmentnetworkofSerbiaisactivelyinvolvedinthe planningandimplementationofpoliciesandmeasuresforruraldevelopment.
MEASURE Plannedactivities: Institutionalizingandestablishingregular(twoway)communication withtheMoAandotherrelevantinstitutionsabouttheneedsofusers, the effects of application of certain measures, implemented projects andthelike. Involving members of the Network in the working bodies of the Ministry InclusionoftheNetworkinthedevelopmentofregulationsandrules relevanttoruraldevelopment InvolvementofNetworksexpectcapacitiesasa potentialpartnerof MoAintheplanningofruraldevelopmentmeasures Continuous and active promotion of the measures and rural developmentpoliciesandsupporttoimplementation LobbyingandadvocacyfortheestablishmentofLAGs SupporttheworkofLocalActionGroups Continuous monitoring of the effects of applied individual measures ofruraldevelopment

MERA4.1.Active involvementofthe Networkinplanning ofpoliciesand measuresforrural developmentat nationallevel.

MERA4.2.Active involvementofthe Networkinthe implementationof instrumentsand legalframeworksin thefieldofrural development.

Objective5:RuraldevelopmentnetworkofSerbiaisanactivememberor partnerofinternationalorganizationsandassociations.
MEASURE Plannedactivities: Page 20

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015 Identificationandassessmentofpotentialforeignpartners,including consultant companies engaged in the implementation of donor programs Establishmentofpartnershipwithorganizationsassessedasrelevant through the exchange of letters of intent, strategic partnership agreements,memorandaofcooperationandthelike. Active involvement of the Network in the work of the European forumsandnetworks, Set up and regularly update a database of realized / established partnershipsandpartnerorganizations Integrate the promotion of the Network at the international level in theregularactivitiesofmembers DevelopmentandimplementationofthePlanforthepromotionatthe internationallevel Development and distribution of promotional materials in English language Establishing and updating the web site of the Network in English language Capacity building of network members in the field of foreign languages,withanemphasisonEnglish(courses,exchanges,etc.)

MERA5.1. Establishinglong termand institutionalized cooperationwith international partners.

MERA5.2.Intensive promotionofthe valuesofrural SerbiainEnglish language.

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RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015

9 Priority activities
Priorityactivitiesweredefinedbased on the needfor fasterpositioningof the Network inthe field of ruraldevelopmentin Serbia,as well as onthe followingcriteria:sustainability,thepossibilityoffunding,numberofbeneficiaries(directandindirect),supportofexternalpartners,contributiontothe implementationofnationalplansandstrategies,geographiccoverage.
No.
1. 2.

Title
Adoptionofnormativeacts andinternalprocedures. Organizinginformal meetings. Establishingamonitoring systemforrural development. DevelopmentofInternet platformforinformation exchange. Establishmentofa functionalResourcecentre. Establishingadatabaseof existingcapacitiesand experiences. Organizingpriority trainings. DraftingthePlanof promotionanddefiningthe visualidentity.

Purpose
Establishedeffectiveinternal procedures Strengthenedthesenseofbelonging toNetworkinmembers Monitoringof ruraldevelopment hasimprovedRDNSscapacityfor efficientplanningandcorrectionof activitiesthatsupportrural developmentinSerbia. Establishedaneffectiveexchangeof informationbetweenmembers OrganizationsfromtheNetwork andorganizationsinthefieldof ruraldevelopmentaresupportedin implementingactivitiesand achievinggoals. ReviewedNetworkscapacities,asa basisforestablishingaserviceto users Strengthenedmemberscapacities withintheprioritythemes. TheNetworkispromotedina plannedmannerandispublicly recognized.

Expectedresults
Adopted internalrulesofprocedureandflow ofinformationexchange. Ruralgames organizedonceayear. OrganizedDayofoneofthemembers,every threemonths. RDNSmemberspossessthecapacityfor monitoringofruraldevelopment Establishedproceduresandindicatorsfor monitoringruraldevelopment EstablishedInternetplatform. AllmembersoftheNetworkregularlyupdate informationontheInternetplatform. TheResourcecentre providesthenecessary logisticalsupporttoorganizationsinthe Network. ResourceCentrerealizestwoway communicationwithdonorsandbeneficiaries oftheNetwork. ImplementedAnalysisofinternalcapacity. Formedadatabaseofinternalcapacities. Held5trainingmodulesonthefollowing topics:PCM,PLA/PRA,ToTFarm Management,LEADER,M4P,Englishlanguage DefinedvisualidentityoftheNetwork DraftedPlanofpromotion(forinternational, national,regionalandlocalneeds)

Duration
12months Continuous

Necessary funds(RSD)
500.000,00 500.000,00

Measure
1.1 1.1

3.

12months

1.000.000,00

1.1

4.

6months

700.000,00

1.1

5.

Continuous

1.000.000,00(per annum)

1.1 3.2 3.3

6. 7. 8.

9months 6months 6months

1.000.000,00 1.000.000,00 300.000

1.3 1.3 5.2 2.1 2.2 2.3

22


Productionofpromotional materialandestablishinga website(includingEnglish). Regularcoordination meetingswiththe 10. institutionsatnationaland regionallevelsand representativesofLG. 9. 11. Needsanalysis(market)for services(commercialand noncommercial). Establishingapackageof servicesforusers. Activeinvolvementofthe Networkinthedraftingof regionalanddistrict developmentstrategiesand nationalruraldevelopment programs. Involvementindraftingthe Regulationsonthe functioningoftheRural DevelopmentNetworkof Serbia. Supporttheformationof pilotLAGs,andactive participationintheirwork. Mappingandestablishment ofcooperationwith potentialpartnersfrom abroad. Inclusionintheworkof internationalrural networks. Activitiesandobjectivesofthe Networkavailabletothepublic. TheNetworkisanactiveactorin ruraldevelopmentatnationaland locallevel Thereisadefinedlistofneedsof Networksserviceusers. TheNetworkhasestablished servicestoprovidecommercialand nonmarketservices. RDNSisactivelyinvolvedinthe planningofruraldevelopment measures. Networkpresentsitsactivitiesandobjectives. PromotedthepotentialofruralSerbiaonthe Internet. TheNetworkinvolvedinruraldevelopmentat nationalandlocallevel. TheNetworkhasamechanismtodirectits servicestocustomerrequirements. DocumentAnalysisofmarketsneedsfor commercialservices. Establishedserviceproviderpackages (commercialandnoncommercial). NetworkmembersandtheNetworkhavethe capacityforactiveinvolvementinthe developmentofstrategicdocuments.

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015

Continuous

250.000(per annum)

2.2 2.3 5.2 4.1

Continuous

800.000

4months

450.000

2.2 2.3 3.2. 3.2 3.3

12.

12months

1.000.000

13.

Continuous

4.1

14.

Definedrulesoffunctioningofthe RuralDevelopmentNetworkof Serbia. TheNetworkhascapacitytowork withandsupportLAGs. TheNetworkhasimproved internationalcooperationinthe fieldofruraldevelopment. RDNSisanactivepartnerof internationalassociationsinthe sectorofruraldevelopment.

NetworkmembersdevelopedtheRulesof procedurethroughparticipatorymethod. RulesinaccordancewithEUmethodology. Networkmemberspassed LEADERtraining. Networkmemberspromotedtheconceptin localcommunities. Includingtheconsultancycompaniesengaged ontheimplementationofdonorprograms. RDNS becameamemberoftwointernational associations. Organizedaninternationalmeetingofrural networksinthe2011th

4months

300.000

1.1

15.

12months

2.000.0000 500.000(per annum) 500.000(per annum)

4.1 4.2 5.1

16.

Continuous

17.

Continuous

5.1

23

RURALDEVELOPMENTNETWORKOFSERBIA ActionPlan20112015

10 Timetable
No
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Organizinginformalmeetings Establishingamonitoringsystemforruraldevelopment DevelopmentofInternetplatformforinformationexchange EstablishmentofafunctionalResourcecentre Establishingadatabaseofexistingcapacitiesandexperiences Organizingprioritytrainings DraftingthePlanofpromotionanddefiningthevisualidentity Productionofpromotionalmaterialandestablishingawebsite (includingEnglish) Regularcoordinationmeetingswiththeinstitutionsatnationaland regionallevelsandrepresentativesofLG Needsanalysis(market)forservices(commercialandnon commercial)

Title
Adoptionofnormativeactsandinternalprocedures

2011
1 2 3 4 5 6 7 8

2012
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

12. Establishingapackageofservicesforusers ActiveinvolvementoftheNetworkinthedraftingofregionaland 13. districtdevelopmentstrategiesandnationalruraldevelopment programs 14. 15. InvolvementindraftingtheRegulationsonthefunctioningoftheRural DevelopmentNetworkofSerbia SupporttheformationofpilotLAGs,andactiveparticipationintheir work.

Mappingandestablishmentofcooperationwithpotentialpartners 16. fromabroad,includingtheconsultancycompaniesengagedonthe implementationofdonorprograms 17. Inclusionintheworkofinternationalruralnetworks

24