Journal number 2 ∘ Nodar Kereselidze ∘
Aligning Georgia s National Rural Development Initiatives with the Objectives of the EU Common Agricultural Policy (CAP)

doi.org/10.52340/eab.2025.17.02.02

This study evaluates Georgia’s Agriculture and Rural Development Strategy (2021–2027) in the context of the European Union’s Common Agricultural Policy (CAP). Using comparative policy analysis, stakeholder consultations, and alignment mapping, it identifies areas of convergence and divergence between Georgia’s rural development objectives and CAP principles. While Georgia’s strategy addresses sectoral competitiveness, sustainability, and food safety, it partially aligns with the CAP’s social objectives, particularly in areas such as youth support, employment, and gender equality. The research also highlights institutional challenges, such as fragmented responsibilities and recommends establishing EU-style Managing and Monitoring Authorities. Further alignment with CAP intervention types is also proposed, especially in preparation for IPARD funding. The study concludes with actionable recommendations to strengthen policy coherence, structure national measures according to CAP logic, and build institutional capacity. By adopting these reforms, Georgia can better align with EU standards and improve the effectiveness of its rural development initiatives.
Keywords: Rural Development, Common Agricultural Policy, EU Integration, Policy reform, Institutional Alignment
JEL Codes: Q01, Q18, Q56, O13, O18, R58

Introduction
Rural development is a cornerstone of agricultural policy, driving economic growth, fostering social stability, and promoting environmental sustainability. As Georgia pursues closer ties with the European Union, harmonization its rural development strategies with the CAP framework is vital for strengthening the competitiveness of the agricultural sector and ensuring long-term resilience. The CAP, as the EU’s flagship agricultural policy, offers financial support and strategic direction to Member States, with the goal of advancing sustainable agricultural growth, conserving the environment, and fostering rural socio-economic development.
The Agriculture and Rural Development Strategy of Georgia (2021–2027) serves as a key policy instrument for tackling rural development challenges and unlocking new opportunities. It emphasizes sectoral modernization, environmental sustainability, and the improvement of rural livelihoods. While Georgia’s strategy demonstrates alignment with the CAP in many areas, gaps persist in policy coordination, financial resource allocation, and the incorporation of socio-economic initiatives such as support for young farmers, gender equality, and employment generation.
This study critically assesses Georgia’s rural development strategy by examining the extent of alignment between its policy framework and CAP objectives, including intervention types. It also evaluates institutional roles structures, funding mechanisms, and strategic priorities. The research offers actionable recommendations to enhance policy coherence, strengthen rural development interventions, and pave the way for the eventual implementation of CAP-style measures, especially as Georgia’s advances toward EU accession. By addressing existing gaps and adopting EU best practices, Georgia can establish a more effective and sustainable rural development model, fostering a competitive and resilient agricultural sector.

Methodology

To comprehensively evaluate Georgia’s Rural Development Strategy (2021-2027) and its alignment with CAP objectives, this study employs a mixed-methods approach, combining qualitative and quantitative research methodologies.
The research process encompasses the following key components:
Policy Document Analysis: A thorough review of national and EU regulatory frameworks, strategic plans, and reports is conducted to identify policy priorities, intervention measures, and governance structures. This includes an in-depth analysis of Georgia’s Agriculture and Rural Development Strategy (2021-2027) alongside relevant EU CAP regulations.
Comparative Assessment: Georgia’s rural development policies are analyzed against the CAP framework to pinpoint areas of alignment, divergence, and best practices. The evaluation considers CAP’s overarching and specific objectives, intervention mechanisms, and funding structures, highlighting key similarities and opportunities for harmonization.
Stakeholder Consultations: Interviews and focus group discussions are held with key stakeholders, including policymakers, representatives of the Ministry of Environmental Protection and Agriculture of Georgia (MEPA), the Rural Development Agency, EU experts, and local development actors. These consultations offer valuable insights into policy implementation challenges, institutional capacities, and opportunities for better alignment with CAP objectives.
Data Analysis and Case Studies: Statistical data and case studies from EU Member States with similar rural development contexts are examined to derive lessons and actionable recommendations for Georgia. This approach helps identify practical strategies for improving policy design and implementation.
Gap Analysis and Policy Recommendations: The research highlights key policy gaps, institutional challenges, and areas requiring further improvement. Based on these findings, targeted recommendations are provided to enhance policy coherence, optimize financial management, strengthen institutional capacity, and improve rural development governance.

Background Analyses

Georgia’s Rural Development Strategy (2021-2027)
The Agriculture and Rural Development Strategy of Georgia (2021-2027) approved on December 20, 2019, forms a key component of the country's broader national development policy. This strategy represents a valuable opportunity for Georgia to diversify economic activities in rural areas, enhance social conditions, and improve overall quality of life, in line with sustainable development principles. By leveraging state aid, the strategy aims to realize the long-term vision of resilient rural communities that drive economic growth and foster social well-being.
The strategy encompasses the entire territory of Georgia, providing funding and support for rural development initiatives throughout its 2021–2027 timeline. In the initial phase (2021-2023), a dedicated Action Plan was established with 68 specific activities. Building on this foundation, an updated Action Plan for 2024-2027 has been adopted, introducing 88 targeted activities that are now in active implementation.
Developed by the Ministry of Environmental Protection and Agriculture of Georgia this strategy received support from the European Neighborhood Programme for Agriculture and Rural Development (ENPARD) and was designed in collaboration with the United Nations Development Programme (UNDP) and the Food and Agriculture Organization of the United Nations (FAO). Its creation involved an extensive evidence-based process, including consultations and discussions with diverse stakeholders and government entities.

• General Objectives
The Agriculture and Rural Development Strategy of Georgia for 2021-2027 is structured around three core goals:
1) Strengthening competitive agricultural and non-agricultural sectors.
2) Promoting the sustainable use of natural resources, conserving ecosystems, and enhancing climate change adaptation efforts.
3) Establishing effective systems for food and feed safety, veterinary services, and plant protection.
• Objectives
Each Goal is supported by a series of objectives, comprising total 16 distinct objectives, which are detailed in the following table.

• Activities Planned During the 2024-2027 Period
To ensure the effective implementation of the strategy, an Action Plan for 2024-2027 has been developed, outlining 88 targeted activities designed to achieve both general and specific objectives. The following figure summarizes the key activities planned for this period.

Institutional and Functional Structures

The Ministry of Environmental Protection and Agriculture of Georgia (MEPA) serves as the primary authority responsible for the design, implementation, monitoring, and evaluation of the Agriculture and Rural Development Strategy. Several subordinate agencies under MEPA also contribute to the strategy’s implementation and operate under the supervision of either MEPA or the central government.
To ensure the effective execution of the strategy, the following institutional structures have been established or are currently under development:

• Rural Development Agency (Transitioning to a Paying Agency)
To improve the efficiency of strategy development and implementation, the NNLE Rural Development Agency was established in 2019 under MEPA. Acting as the primary implementing body for projects and programs initiated by the ministry, the agency operates in a manner akin to the EU’s Paying Agency. It is tasked with executing the activities outlined in the Strategy Action Plan, within the framework of the Ministry of Environmental Protection and Agriculture of Georgia’s competence.

• Agriculture and Rural Development Policy Department
Main functions of this department are as follows:
1. Defining priority directions for the development of the agricultural sector.
2. Developing programs for the advancement of livestock breeding, crop production, and aquaculture.
3. Facilitating and coordinating the adoption and implementation of modern agricultural machinery and technologies.
4. Formulating policies, or contributing to policy development, to promote agricultural cooperatives, alongside creating specific programs and recommendations.
5. Analyzing the relationship between food production and the food market based on priority directions, and preparing relevant recommendations or programs.
6. Developing or participating in the formulation of rural development policies within its competencies, as well as creating specific programs and recommendations.
7. Evaluating the need to assess programs and projects that support the agri-food sector and preparing relevant proposals.
8. Performing other responsibilities as mandated by legislation.
Within the ministry’s central apparatus, the Agriculture and Rural Development Policy Department has been designated as the Managing Authority, analogous to the EU Managing Authority. This department is primarily responsibilities for strategy development, coordination, implementation, monitoring, and evaluation.

• Interagency Coordination Council for Agriculture and Rural Development of Georgia
An Interagency Coordination Council has been established, comprising of 21 representatives from various ministries and agencies. Its primary functions are as follows:
1. Facilitating the implementation of Georgia’s Agriculture and Rural Development Strategy (2021-2027) and proposing updates to the strategy as needed.
2. Developing and revising the strategy’s action plan prior to submitting it to the Government of Georgia.
3. Ensuring effective coordination among state institutions involved in implementing the strategy and its action plan.
4. Monitoring the implementation of the strategy and action plan, including managing the preparation of an annual monitoring report.
5. Overseeing strategy evaluation, data collection, and analysis.
6. Establishing a collaborative framework between the council and civil society to inform and engage stakeholders in the strategy’s implementation.

• Civic Committee (Transitioning to a Monitoring Committee)
The Civic Committee has been established to enhance the implementation and quality of Georgia’s Agriculture and Rural Development Policy. It also aims to foster stronger dialogue among its 29 members. The committee's responsibilities include:
1. Identifying, analyzing, and discussing challenges related to agricultural and rural development programs, particularly addressing the needs of beneficiaries and vulnerable groups.
2. Drafting evidence-based proposals to improve existing programs and create new ones.
3. Facilitating information dissemination and raising public awareness through the Georgian Rural Development Network, which functions as an online platform for knowledge-sharing.
4. Establishing temporary working groups based on mutual agreements among members.
5. Forming a coordination team to ensure efficient communication and operational efficiency.
6. Reviewing the annual monitoring report on the implementation of the Action Plan under the 2021-2027 Agriculture and Rural Development Strategy of Georgia.
7. Convening at least once annually with additional meetings organized as required.

• Policy Dialogue Mechanism
A structured mechanism for facilitating policy dialogue is currently under development.

• Network Coordination of Rural Development
A Network Support Unit will be established within the Policy Coordination and Analysis Department to facilitate coordination within the national Rural Development Network.

CAP Post-2023: Enhancing Sustainability, Digitalization, and Social Resilience

In June 2021, the European Parliament and the Council adopted a reformed CAP framework for the 2023–2027 programming period. The updated CAP strengthens the role of Member States in designing tailored national strategic plans while prioritizing sustainability, social equity, and innovation in agricultural policy.

• Key Changes and Priorities in the 2023 CAP Reform
Enhanced Sustainability and the Green Deal Alignment: CAP Strategic Plans must align with the European Green Deal, the Farm to Fork Strategy, and the Biodiversity Strategy; At least 25% of direct payments are allocated to eco-schemes supporting climate-friendly and environmentally sustainable agricultural practices; At least 35% of rural development funds must address climate action, environmental sustainability, and biodiversity conservation; A strengthened system of conditionality ties CAP funding to strict environmental and social standards.
Greater Social Fairness: Mandatory redistribution of at least 10% of direct payments to support small and medium-sized farms; Increased support for young farmers, requiring EU countries to allocate at least 3% of direct payments to young farmers; Introduction of social conditionality, linking CAP payments to labor rights and working conditions for farm workers.
Increased Digitalization and Innovation: Strengthening Agricultural Knowledge and Innovation Systems (AKIS) to promote research, innovation, and digital transformation; Investments in precision agriculture, smart farming, and digital advisory services to enhance productivity and sustainability.
Resilience and Crisis Preparedness: Establishing a €450 million annual crisis reserve to assist farmers during market disruptions and natural disasters; Implementing risk management tools, including income stabilization measures and insurance schemes to address extreme weather events.

• CAP General and Specific Objectives (2023-2027)
The CAP Strategic Plans for 2023-2027 are centered around three overarching objectives:
1. A Smarter, More Competitive Agricultural Sector – Ensuring food security, enhancing innovation, and increasing market resilience.
2. A Greener, More Environmentally Sustainable Agriculture – Tackling climate change impacts, preserving natural resources, and supporting eco-schemes.
3. A Stronger Social and Economic Fabric in Rural Areas – Encouraging rural employment, promoting social inclusion, and advancing gender equality.
These objectives are complemented by 10 Specific Objectives, addressing social, environmental, and economic sustainability. These include:
1. Enhancing farm income and building resilience.
2. Increasing market orientation and fostering competitiveness.
3. Strengthening farmers’ roles within the value chain.
4. Promoting climate adaptation, carbon sequestration, and sustainable energy practices.
5. Supporting sustainable resource management and biodiversity conservation.
6. Encouraging generational renewal and youth participation in farming.
7. Promoting employment opportunities, gender equality, and rural economic diversification.
8. Addressing societal demands for food quality, safety, and sustainability.
9. Modernizing agriculture through digitalization and innovation.

• Types of Interventions for Rural Development
The CAP Strategic Plans Regulation (EU 2021/2115) outlines the following types of rural development interventions:
1. Environmental, climate-related, and other management commitments.
2. Compensation for natural or area-specific constraints.
3. Investments in agriculture, rural businesses, and irrigation.
4. Support for young farmers, business start-ups, and risk management tools.
5. Cooperation initiatives and knowledge exchange programs.
Environmental and Climate Commitments - Member States can provide payments to farmers or beneficiaries who voluntarily adopt practices exceeding statutory environmental requirements. To maximize environmental benefits on a larger scale, collective initiatives and results-based payment schemes are encouraged, fostering more effective and sustainable outcomes.
Compensation for Area-Specific Constraints - Farmers in designated regions facing natural or specific disadvantages may receive payments to offset additional costs and income losses caused by these constraints.
Investments - Support may be allocated for both tangible and intangible investments that align with and advance CAP objectives, including:
1. Agricultural modernization and sustainable practices.
2. Irrigation projects, subject to environmental safeguards.
3. Business start-ups for young farmers and rural entrepreneurs.
Risk Management Tools - Financial support may be provided for insurance schemes and mutual funds to help farmers mitigate production and income risks. Compensation is available for losses exceeding 20% of annual production or income.
Cooperation and Knowledge Exchange - Support is available for:
1. European Innovation Partnership (EIP) operational groups.
2. LEADER initiatives and community-led local development projects.
3. Producer organizations and quality schemes.
4. Smart-village strategies and innovation-driven projects.

• Institutional and Functional Structures
To ensure the effective governance of CAP interventions, various structures must be in place:
1. Competent Authority: Oversees accreditation and supervision of Paying Agencies and coordinating bodies.
2. Paying Agency: Manages and controls CAP-related expenditure.
3. Certification Body: Conducts independent audits of CAP implementation.
4. Managing Authority: Ensures CAP Strategic Plan implementation, monitoring, and reporting.
5. Monitoring Committee: Reviews CAP progress and provides recommendations.
6. National and CAP Networks: Facilitates networking, information exchange, and capacity building.
7. Local Action Groups: Implement community-led rural development strategies.

• Selection and Design of the CAP Strategic Plan
Member States develop CAP Strategic Plans based on SWOT analysis and needs assessments. The intervention strategy must define clear targets, milestones, and selection criteria ensuring fairness, efficient use of resources, and alignment with CAP objectives. During the development process, public consultations with regional authorities, economic and social partners, and civil society organizations are essential for fostering inclusivity and collaboration.

• Financial Allocations and Technical Assistance
1. 0.25% of CAP resources are allocated for technical assistance, including support for the European CAP network.
2. A minimum of 5% of the EAFRD budget is reserved for LEADER initiatives, promoting community-led local development.
3. At least 35% of rural development funds are dedicated to climate action, biodiversity
a. conservation, and environmental objectives.
4. 4-6% of EAFRD funding is allocated for technical assistance to improve implementation and build capacity.

• Other Key Elements
Modernization - Member States must specify how their CAP Strategic Plans contribute to digital transformation and innovation in agriculture, supported by Agricultural Knowledge and Innovation Systems (AKIS).
Community-Led Local Development - Local action groups develop strategies based on community needs, ensuring inclusive and participatory approaches to rural development.

Findings
This section highlights key findings regarding Georgia’s strategic approach to rural development, the selection of national measures, and their alignment with the EU CAP objectives.

• Findings on General and Specific Objectives
Georgia’s agriculture and Rural Development Strategy 2021-2027 is built on clearly defined Goals. While two of these goals demonstrate a strong alignment with the CAP General Objectives, the third goal aligns only partially.

 

As illustrated in Figure 2, the first objective aligns directly with CAP’s first General Objective, and the second corresponds to the CAP’s second General Objective. However, the third objective, partially aligns with the CAP’s third General Objective, focusing mainly on food quality improvement while lacking emphasis on young farmers, employment promotion, gender equality, and social inclusion.
The third General Objective of CAP aims to enhance agriculture’s capacity to meet societal demands for high-quality, safe, and nutritious food, while also addressing issues like food waste, animal welfare, and antimicrobial resistance (AMR). This is achieved through initiatives such as Agri-Environment Climate Measures, animal welfare schemes, organic farming programs, and training initiatives for EU farmers.
In contrast, Georgia’s third General Objective prioritizes strengthening food and feed safety, veterinary services, and plant protection by ensuring compliance with sanitary and phytosanitary regulations. While these measures are essential for facilitating international trade, they diverge from the CAP’s third General Objective, which extends beyond mandatory regulations to include broader societal and environmental measures within EU Member States.
Furthermore, the Strategy's Specific Objectives align with the CAP’s Specific Objectives but are distributed across different General Objectives rather than being grouped under a single goal.
1. Specific Objectives under Goal 1 correspond with CAP’s Specific Objectives under General Objectives 1, 3, and the cross-cutting objective.
2. Specific Objectives under Goal 2 align with CAP’s Specific Objectives under General Objectives 2 and 3.
3. Specific Objectives under Goal 3 relate to CAP’s Specific Objectives under General Objective 3 and the cross-cutting objective.

• Findings on the Selection of Interventions

The majority of planned activities in Georgia (66 out of 88) align with the CAP’s rural development interventions, while an additional nine activities correspond with the CAP’s direct payments and sectoral interventions.
To implement these objectives, the Ministry of Environmental Protection and Agriculture of Georgia developed an Action Plan (2024-2027) as part of the Agriculture and Rural Development Strategy 2021-2027. This Action Plan provides detailed information for each activity, including performance indicators, responsible institutions, partner organizations, allocated budgets, funding sources, and potential risks.
A comparative analysis of these activities and the eight CAP rural development intervention types reveals that most initiatives under Goals 1 and 2 align closely with CAP rural development interventions. In contrast, the activities associated with Goal 3 largely focus on establishing preconditions for policy implementation, rather than directly corresponding to CAP rural development intervention types.
The results of this analysis are summarized in the following table:

• Findings on Institutional Structures

The Rural Development Agency serves as a Paying Agency, covering the entire country. However, unlike typical Paying Agencies in the EU, it is also responsible for implementing most activities outlined in the Strategy Action Plan.
A national Managing Authority, responsible for managing and implementing the Strategy, has not yet been established. However, the Agriculture and Rural Development Policy Department within MEPA fulfills certain responsibilities traditionally assigned to a Managing Authority.
A Civic Committee has been established to monitor Action Plan implementation, assessing beneficiary needs, and facilitate information dissemination. There are underway to evolve this committee into a Monitoring Committee.
The responsibilities of an EU-style Managing Authority (including those of a National Rural Network) are currently distributed among various existing institutions in Georgia. Several entities share responsibilities that would typically be assigned to a Managing Authority:
• The Rural Development Agency oversees expenditure management and directly implements most of the Strategy’s planned activities.
• The Civic Committee handles information dissemination, public awareness campaigns, operation of the Georgian Rural Development Network, and the formation of temporary working groups.
• The Agriculture and Rural Development Policy Department and the Interagency Coordination Council for Agriculture and Rural Development undertake key functions associated with an EU-style Managing Authority.
Regarding the EU-style Rural Network, the online platform www.grdn.ge is managed by MEPA’s Policy Department, while the institutional framework for its support unit is still under development.
These findings underscore the need for a more centralized and structured governance model to improve efficiency and alignment with EU CAP implementation practices.

Conclusions and Recommendations

1. The goals of the Agriculture and Rural Development Strategy of Georgia 2021-2027 should be revised to better align with the General Objectives of the CAP. Particular emphasis should be placed on clearly linking Georgia’s third strategic goal with CAP’s third General Objective.
2. Rural development support should prioritize sustainable farming, food production, and the well-being of rural communities, while contributing to the following economic, environmental, and social objectives:
• Fostering a smart, competitive, resilient, and diversified agricultural sector that ensures long-term food security.
• Strengthening environmental protection, biodiversity conservation, and climate action.
• Enhancing the socio-economic fabric of rural areas.
3. The objectives of the Agriculture and Rural Development Strategy 2021-2027 should be revised and restructured to align with CAP’s Specific Objectives.
4. To achieve the general objectives, Georgia should also revise and reallocate its strategy’s specific objectives to correspond with CAP’s Specific Objectives.
5. Planned activities should be categorized into intervention types consistent with the EU framework. Activities outlined in the Action Plans 2024-2027 should be grouped under EU intervention types, as illustrated in Table 2. Additionally, it is recommended that the Ministry structures its activities into broader intervention categories, refining them through sub-activities, in line with EU best practices.
6. As an EU Candidate Country, Georgia should prioritize development of rural development measures that align with the Instrument for Pre-Accession Assistance in Rural Development (IPARD) program. By ensuring compliance with IPARD requirements will position Georgia to effectively leverage this funding instrument once access is granted. Key measures to be prioritized include:
Measure 1: Investments in physical assets of agricultural holdings – to support farm investments in infrastructure and technology. Potential existing activities for inclusion:
• Equipping agricultural cooperatives with processing machinery.
• Co-funding the purchase of harvesting machinery for farmers.
Measure 3: Investments in physical assets for processing and marketing of agricultural and fishery products – to ensure compliance with EU food safety and environmental standards. Potential existing activity for inclusion:
• Co-funding the establishment and modernization of processing and storage enterprises.
Measure 4: Agri-environment-climate and organic farming – currently, no existing activities qualify for inclusion under this measure.
Measure 5: Implementation of local development strategies – LEADER approach – to support bottom-up rural development strategies. No existing activities currently align with this measure.
Measure 7: Farm diversification and business development – to assist rural businesses and farming families in establishing non-agricultural activities. Potential existing activities for inclusion:
• Development of infrastructure for general education institutions.
• Support for preschool facilities in rural areas.
• Construction and rehabilitation of sports and cultural facilities.
• Development of rural tourism products and small-scale tourism infrastructure.
• Retraining programs to enhance private sector skills in tourism services.
• Infrastructure improvements along tourist routes in protected areas.
Measure 9: Technical assistance – to support training, analysis, monitoring, capacity building, and local action group development. Potential existing activities for inclusion:
• Enhancing access to market price information for food products.
• Developing criteria for bottom-up initiatives.
• Establishing a farm registry.
• Creating a digital database of water resource consumers.
• Identifying and promoting climate change adaptation opportunities.
• Conducting studies on the Georgian Land Fund.
7. A dedicated Managing Authority should be created under the Ministry of Environmental Protection and Agriculture of Georgia.
8. The responsibilities of the Rural Development Agency should be limited to those of an EU-type Paying Agency, focusing on expenditure management and financial oversight.
9. The responsibilities of the Monitoring Committee (currently the Civic Committee) should be aligned with the functions of an EU-type Monitoring Committee, focusing on strategy evaluation and stakeholder consultations.
10. A National Rural Network should be established to undertake the responsibilities of an EU-type National Rural Network, facilitating knowledge exchange, capacity building, and stakeholder engagement.
11. All relevant stakeholders should actively participate in the design and implementation of rural development policies and local development strategies, ensuring inclusive decision-making and effective policy execution.

References:
• Kharaishvili E., (2018), Diversification of Agribusiness and Rural Development Models in Georgia. Innovative Marketing, Volume 14, Issue 3.
• Kharaishvili E., Erkomaishvili G., Chavleishvili M., (2019), Trends of Agro-Food Production and Export Stimulating Economic Policy in Georgia, International Journal of Economics and Management Engineering, Vol:13, No:1.
• Kharaishvili E. Challenges For Sustainable Food Security In Georgia, August 2017, DOI:10.13140/RG.2.2.27821.79848.
• Koguashvili P., Archvadze I., Chikhladze N., (2022) sasursato ushishroeba - erovnuli ushishroebis sapudzveli. [Food Security - The Foundation of National Security. Economic Profile. Volume 17, 1(23), pp. 109-125. DOI: https://doi.org/10.52244/ep.2022.23.02.] In Georgian.
• Ministry of Environmental Protection and Agriculture of Georgia. soplis meurneobis da soplis ganvitarebis strategia 2021-2027. [Agriculture and Rural Development Strategy 2021-2027.] In Georgian https://mepa.gov.ge/Ge/PublicInformation/20395 - Last seen 15.03.2025.
• Ministry of Environmental Protection and Agriculture of Georgia. 2024–2027 Action Plan of the Agriculture and Rural Development Strategy of Georgia 2021–2027 https://mepa.gov.ge/En/PublicInformation/34108/ - Last seen 18.03.2025
• Ministry of Environmental Protection and Agriculture of Georgia. Regulations of the Ministry of Environment Protection and Agriculture of Georgia. https://mepa.gov.ge/En/Page/functionsandgoalsofministry/ - Last seen 18.03.2025
• Regulation (EU) 2021/2116 of the European Parliament and of the Council of 2 December 2021 on the Financing, Management and Monitoring of the Common Agricultural Policy and Repealing Regulation (EU) No 1306/2013.
• Regulation (EU) 2021/2115 of the European Parliament and of the Council of 2 December 2021 Establishing Rules on Support for Strategic Plans to be Drawn up by Member States under the Common Agricultural Policy (CAP Strategic Plans) and Financed by the European Agricultural Guarantee Fund (EAGF) and by the European Agricultural Fund for Rural Development (EAFRD) and repealing Regulations (EU) No 1305/2013 and (EU) No 1307/2013.
• Regulation (EU) 2021/2117 of the European Parliament and of the Council of 2 December 2021 Amending Regulations (EU) No 1308/2013 Establishing a Common Organisation of the Markets in Agricultural Products, (EU) No 1151/2012 on Quality Schemes for Agricultural Products and Foodstuffs, (EU) No 251/2014 on the Definition, Description, Presentation, Labelling and the Protection of Geographical Indications of Aromatised Wine Products and (EU) No 228/2013 Laying Down Specific Measures for Agriculture in the Outermost Regions of the Union.
• Regulation (EU) 2021/1529 of the European Parliament and of the Council of 15 September 2021 Establishing the Instrument for Pre-Accession Assistance (IPA III).
• Commission Implementing Regulation (EU) 2021/2236 of 15 December 2021 on the Specific Rules for Implementing Regulation (EU) 2021/1529 of the European Parliament and of the Council Establishing an Instrument for Pre-accession Assistance (IPA III).
• Commission Delegated Regulation (EU) 2021/2128 of 1 October 2021 Supplementing Regulation (EU) 2021/1529 of the European Parliament and of the Council, as Regards Setting out Certain Specific Objectives and Thematic Priorities for Assistance under the Instrument for Pre-Accession Assistance (IPA III) (Text with EEA relevance).

 

 

 

 

 

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