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How to…?

Setting up the NRN The text is based on the NRN Guidebook published on 2014 on the ENRD website.

The Network Support Unit (NSU) is the structure needed for running the NRN. It is responsible for animating the NRN and may be established either within the national/regional authority or outsourced to an external entity by tendering procedures. A “mixed NSU” is also possible, where both the national administration and a selected external entity cooperate to animate the network.

Planning NSU and NRN set-up parallel to the RDP planning The NSU must be able to carry out the tasks described in the work plan during the whole programming period, and must have sufficient qualified staff. The development of the NSU and National Rural Networks (NRNs) should ideally be carried out in parallel with the development of the Rural Development Regulation (RDR) No 1305/2013 so that the necessary planning has taken place well before the RDP is approved. This gives time to clarify the specific role of the NSU and plan its activities with input from stakeholders. It also helps to ensure that the NSU will be properly resourced and that adequate time is allocated to start to build the capacity of staff and network users. Furthermore, timely planning makes sure that the network is up and running, ready for when the RDP stakeholders need it the most. The NSU and its network are important elements in improving the efficient and effective delivery of the RDP.

Setting up a Network Stakeholder involvement during the early stages of setting up the NSU and NRN is vital. Many Member States achieve this by establishing a co-ordination body such as a Working Group within the MA as soon as possible – with clear and agreed terms of reference and a work plan. At the NRN Peer-to-Peer training on Network Resource Planning, held in Poland in 2013, NSUs identified that the key tasks of such a Working Group should include the elements presented in Figure 1 below.

Network intervention logic One of the key planning tools is a logical framework or ‘Intervention Logic’. This approach is used to build a logical model of the relationships between the needs that the network aims to address; the network objectives; the planned activities to achieve them; and the expected achievements (outputs & results) of the network. Developing an intervention logic (Figure 2)

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for the NRN makes it easier to define work programmes (Action Plans) and measure their success and helps to focus on the longer-term outcomes rather than just the short-term outputs.

Turning the ‘logic’ into a plan Two important points to remember when preparing a NRN Action Plan are: 1. It should be set-up in a way to facilitate a) continuity of activities throughout the whole programming period, and; b) flexibility to respond to changing needs during the course of RDP implementation. The development of rolling action plans (e.g. covering two to three years with periodical review at least once a year) is one approach used by some NRNs and has the advantage of being flexible, whilst setting-up clear targets for the short to medium-term. 2. The active engagement of network members and stakeholders during the preparation, implementation and follow-up stages of the NRN Action Plan will greatly help to embed ownership of the NRN and its activities. Figure 1

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Figure 2