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Ex-ante Evaluation of Local Action Group (LAG),
Levoca
Presented by:Ali, Festus Arroyo, JoseBhandari, ThaneshwarLaing,Lan Nyoni, Abel
Slovak University of Agriculture Nitra
Faculty of EU Studies and Regional Development
Main Facilitator:Ing. Jela Tvrdoňová, PhD
Field Facilitator: Ing. Barbora Milotová, PhD.
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• Introduction
• Objectives
• Methodology
• Main findings
• Conclusion
• Recommendation
Outline of the presentation
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• The LEADER axis (4) approach implemented in
Slovakia since 2007.
• Integrated rural development strategy has been
elaborated and is about to go operational for MAS
LEV.
• Population of the LAG´s region: 31 017
• 29 villages and 2 towns.
• Area of the LAG : 251 km ².
1.Introduction
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Introduction (contd..)- Membership
67 members:
Public sector (51,56%) Private sector (15,63%)
Civil sector (32,81%)
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• To identify the link between the SWOT analysis, problem analysis, priorities, Strategic objective, specific objectives, measures, and activities.
• To establish a clear relation between the measures, action plan, chosen activities and the budget plan.
• To assess and judge the quality of partnership-LAG
2. Objetives
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3. Methodology
• Collection of primary information using: questionnaires, university guidelines, discussions with key stakeholders and partners.
• Consulting documents of LAG and internet website.
• Field visit by observing historical sites and villages.
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SWOT & Situation analysis
Key problems
priorities
Strategic objective
vision
Specific objectives
measures
actions
Financial plan
Framework of Evaluation of strategy
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4.1: SWOT analysis• Is broad & reflects the situation on the ground
• Puts much emphasis on tourism development
• Used participatory bottom-up approach i.e. workshops in 29 villages covering the entire territory.
• Reflect the selected development priorities, objectives, measures
However, improvements could be done to include:
• Other potential sectors like agriculture and industrial activities.
• Information on issues such as mobility of tourists in the region, social networks and the general situation of basic social services provision.
4. Main Findings
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4.2.Problem Analysis
• Participatory problem analysis involving all stakeholders.
• Identified problems reflect the needs of the region in the tourism sector
• Key priorities have been established based on the problems identified.
Main Findings (Contd..)
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4.3 Logic of Strategic Framework & inter-linkages:
• Selected objectives & measures are well justified by situation analysis & SWOT
• Intervention logic is clearly set by strategic framework.
• Selected measures contributing to fulfillment of specific & consequently strategic objectives.
However,
• Priority 4 and its specific objective are too ambitious & might not be achieved even if the planned measures and activities are achieved.
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4.4 Venn Diagram
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4.5 Partnership Analysis
Peter Pitoňák
Jozef Molčan
Ing. Ladislav Maturkanič
Miroslav Čurilla
Ing. Monika Fabiánová
Iveta Chomjaková
Ing. Andrea Hradiská
Peter Pitoňák
Jozef Molčan
+++Ing. Ladislav Maturkanič ++ ++Miroslav Čurilla ++ +++ +++Ing. Monika Fabiánová ++ ++ 0 0Iveta Chomjaková 0 0 0 0 0Ing. Andrea Hradiská +++ +++ ++ +++ + +
+++: High level of partnership ++: Medium level of partnership +: minimum level of partnership 0: Neutral level of partnership
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4.6 Assessment on Organisational Structure
0
1
2
3
4
5
The partnership is composed equally byrepresentatives of public, private and
civic sector
The partnership reflects a balancedgeographical, social and gender
representation
The structure of executive bodies LAGallow s the effective implementation of thestrategy (particularly the project cycle)
Decision-making bodies representstructure of LAG
The selection committee covers f ields ofstrategy
LAG structure allow s effective monitoringand evaluation of implementation
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4.7 Assessment of Management
0
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2
3
4
5
Decision-making authority betw een LAGand management are effectively divided
Management has suff icient humancapacity for realization of the strategy
Management has suff icient professionalcapacity to help the f inal users of thestrategy w ith the project preparation
Management is w ell technically andfinancially equipped for its activity
Management is know n and available inthe territory
Management has the ability to createcontacts and netw orks among
stakeholders w ithin and outside theLAG
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4.8 Assessment of strategy implementation and monitoring system
0
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2
3
4
5
Management LAG has suff icient humancapacity for monitoring of project
realization
Strategy and its priority are preparedbottom-up principle
Strategy and its priority is approvedbottom-up principle
LAG has suff icient human capacities formonitoring of strategy implementation
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4.9 Assesement of strategy/project implementation
0
1
2
3
4
5Autonomy in f inancial decision of LAG
LAG has suff icient capacities foridentif ication, selection and control of
project implementation
There are clear rules for theimplementation of the strategy
There is a suff icient number of eligibleapplicants for the strategy set out
measures
Eligible applicants are able to co-f inance projects
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• The structure, institutional & administrative capacity of LAG promises successful implementation & monitoring of the proposed integrated development strategy.
• Preparedness of APA and MoA may affect the implementation of the LAG’s strategies and activities.
• Without additional planned measures and activities with linkage to other programs, some of the specific objectives may not be fully achieve.
• LAG LEV is ready to start the implementation.
5.Conclusion
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• Need to integrate program committee into executive body.
• All the committees need to be constituted in such a way that would avoid conflict of interest & ensure transparency in decision making.
• Need to include external members in both selection & monitoring committees.
6. Recommendations
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• General assembly should develop mechanism on election of members into all committees to ensure geographical balance.
• LAG and Micro region should clearly define their roles in integrated development in order to avoid any conflict that may arise in the future.
• To achieve better quality of life of rural population in priority 4, there is a need to plan additional measures and activities.
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Thank you for your attention