Slovak University of Agriculture Nitra
Faculty of EU Studies and Regional
Development
Ex-ante Evaluation of
Local Action Group (LAG),
Levoca
Presented by:
Main Facilitator:
Ing. Jela Tvrdoňová, PhD
Field Facilitator:
Ing. Barbora Milotová, PhD.
Ali, Festus
Arroyo, Jose
Bhandari, Thaneshwar
Laing,Lan
Nyoni, Abel
Outline of the presentation
•
•
•
•
•
•
Introduction
Objectives
Methodology
Main findings
Conclusion
Recommendation
1.Introduction
• 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.
Introduction (contd..)- Membership
67 members:
Public sector (51,56%)
Private sector (15,63%)
Civil sector (32,81%)
2. Objetives
• 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 partnershipLAG
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.
Framework of Evaluation of strategy
SWOT & Situation analysis
vision
Key problems
Strategic objective
priorities
Specific objectives
measures
Financial plan
actions
4. Main Findings
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.
Main Findings (Contd..)
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.
4.3 Logic of Strategic Framework & interlinkages:
• 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.
Miroslav
Ladislav
Čurilla
Maturkanič
Ing. Monika Iveta
Ing.
Fabiánová
Chomjak Andrea
ová
Hradiská
Peter Pitoňák
Jozef Molčan
Ing. Ladislav
Maturkanič
Miroslav
Čurilla
Ing. Monika
Fabiánová
Iveta
Chomjaková
Ing. Andrea
Hradiská
+++
++ ++
++ +++ +++
0
++ ++
0
0
0
0
0
0
+++ +++ ++ +++
+++: High level of partnership
+: minimum level of partnership
+
+
++: Medium level of partnership
0: Neutral level of partnership
4.6 Assessment on Organisational Structure
The partnership is composed equally by
representatives of public, private and
civic sector
5
4
LAG structure allow s effective monitoring
and evaluation of implementation
3
2
The partnership reflects a balanced
geographical, social and gender
representation
1
0
The structure of executive bodies LAG
allow s the effective implementation of the
strategy (particularly the project cycle)
The selection committee covers fields of
strategy
Decision-making bodies represent
structure of LAG
4.7 Assessment of Management
Decision-making authority betw een LAG
and management are effectively divided
5
Management has the ability to create
contacts and netw orks among
stakeholders w ithin and outside the
LAG
4
3
2
Management has sufficient human
capacity for realization of the strategy
1
0
Management has sufficient professional
capacity to help the final users of the
strategy w ith the project preparation
Management is know n and available in
the territory
Management is w ell technically and
financially equipped for its activity
4.8 Assessment of strategy implementation and
monitoring system
AG has sufficient human capacities for
monitoring of strategy implementation
Management LAG has sufficient human
capacity for monitoring of project
realization
5
4
3
2
1
0
Strategy and its priority is approved
bottom-up principle
Strategy and its priority are prepared
bottom-up principle
4.9 Assesement of strategy/project implementation
Autonomy in financial decision of LAG
5
4
3
Eligible applicants are able to cofinance projects
2
1
LAG has sufficient capacities for
identification, selection and control of
project implementation
0
There is a sufficient number of eligible
applicants for the strategy set out
measures
There are clear rules for the
implementation of the strategy
5.Conclusion
• The structure, institutional & administrative capacity of LAG
promises successful implementation & monitoring of the
proposed integrated development strategy.
• Preparedness of APA and MoA may affect
implementation of the LAG’s strategies and activities.
the
• 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.
6. Recommendations
• 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.
• 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