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.

• Introduction

• Objectives

• Methodology

• Main findings

• Conclusion

• Recommendation

Outline of the presentation

• 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

Introduction (contd..)- Membership

67 members:

Public sector (51,56%) Private sector (15,63%)

Civil sector (32,81%)

• 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

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.

SWOT & Situation analysis

Key problems

priorities

Strategic objective

vision

Specific objectives

measures

actions

Financial plan

Framework of Evaluation of strategy

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

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..)

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.

4.4 Venn Diagram

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

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

4.7 Assessment of Management

0

1

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

4.8 Assessment of strategy implementation and monitoring system

0

1

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

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

• 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

• 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

• 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.

Thank you for your attention