1. RASHEED ALABI JIMOH, KASEEM ROBERT TELOYE, MORGAN CHIMDI, OLUMIDE BAMIDELE AKANDE TSHELA KAWAYA MARLEY

2. 2 CONTENT  INTRODUCTION  DEFINITION  SITUATION ANALYSIS(SWOT ANALYSIS)  VISION STATEMENT  PROBLEM TREE ANALYSIS  STAKEHOLDER ANALYSIS MATRIX  STRATEGY DEVELOPMENT  SUSTANABILITY  LOGICAL FRAMEWORK ANALYSIS  CONCLUSION(1)

3. 3 INTRODUCTION This presentation is prepared through the collection of data via physical research by visiting ASU Research Laboratory, Smart city, Museum and Training Farm, Sakiai, Jonava, Kaunas and Kedaini. This presentation is prepared to analyze and provide an insight into: Understanding social capital and infrastructure Observing and analyzing of data collected Provision suggested possible solution RTOMM(THIRD) GROUP

4. DEFINITION Social Capital is simply the networks of relationships among people who live and work in a particular society, enabling that society to function effectively. Infrastructure is the basic physical and organizational structures and facilities (e.g. buildings, roads, and power supplies) needed for the operation of a society or enterprise. We will be concentrating on the relationship between social capital and infrastructure for the benefit of the community

5. RTOMM(THIRD) GROUP Strong collaborations and partnership between different individual and sectors Use of Renewable energy for heating and others. Developed diversified sport facilities for infants, adults and more. SOCIAL CAPITAL AND INFRATRUCTURE SITUATION (SWOT) ANALYSIS WEAKNESS STRENGTH Lack of managerial and marketing skills Lack of higher educational centers causing people to move to the city to study. Migration from rural area to urban and international territories

6. 6 Pictures from Sakiai and Jonava

7. RTOMM(THIRD) GROUP Best Arable land in Lithuania Goverment financial aids to the less-privilege and unemployed European Union Stratural Assistant for business SOCIAL CAPITAL AND INFRATRUCTURE SITUATION (SWOT) ANALYSIS (2) THREATS OPPORTUNITY Environmental pollution in the area Social needs changing rapidly than infrastructure Migration from rural area to urban and international territories

8. RTOMM(THIRD) GROUP To have an area filled with hope, opportunities, liberties and freedom, with shared prosperity for all by 2020 for all stakeholders and beneficiaries. MISSION STATEMENT si sc To help build a more prosperous, sustainable and inclusive growth; one that is peaceful, secure and united, regionally integrated and globally competitive with competencies and more improvement of infrastructures. VISION STATEMENT

9. RASHEED ALABI JIMOH, KASEEM ROBERT TELOYE, MORGAN CHIMDI, OLUMIDE BAMIDELE AKANDE TSHELA KAWAYA MARLEY RTOMM(THIRD) GROUP

10. PROBLEM TREE ANALYSIS The problem analysis considers competitor analysis and consumer insights – as well as future prospects at a global, regional and domestic agricultural level. It also considers the organizational environment that affects the ability to deliver on full scale. All of these problems leads to Economic meltdown, Investment reduction, Lesser job opportunities and population.

11. RTOMM(THIRD) GROUP Outdated Infrastructures Limited Civil ParticipationLack of Usage Skilled people migration from rural area Low Income Migration more than immigration Social Needs Change PROBLEM TREE ANALYSIS Lack of enterpreneurial managerial and marketing skills of rural community Effects Causes Core Problem Decreased numbers of high skilled people in rural area

12. RTOMM(THIRD) GROUP Lack of Communication/Safety Issues(accident) Bad network/Road Inaccessibility Local Area Condition(Weather, Accessibility) PROBLEM TREE ANALYSIS(1) Effects Causes Core Problem Low Return to busienss/Community Lack of Business/Investments Lack of Information/History Facts Lack of Publicity Low level of enterpreneur imploying social infrastructure

13. 13

14. Stakeholder analysis matrix – How affected by the problem(s) Stakeholder How affected by the problem(s)? Capacity/motivation to participate in addressing the problem(s) Relationship with other stakeholders (eg partnership or conflict) Shareholders (Farmers/Business) Low incomeCan call a meeting to solve problem Decision making The Community Undevelopment/ Business Stagnation/ Unemployment Play individual roles towards sustainability Workforce, support and promotion Education (schools) Lack of participation from parents/students, Lack of competeęnt teachers By creating an empowerment program advocating the possitive effects of studying in the area and retaining competent or more highly qualified people for training and increasing wages for compenetency. Determine income

15. Stakeholders analysis matrix – Expected impacts of proposed intervention/solution Stakeholder Stakeholder’s main objectives Positive impacts/ benefits Negative impacts/ costs Net impact The community an enabling environment for rural development job creation, security -Positive Business Owner coordination of rural tourism development initiatives more return/income - Positive

16. RTOMM(THIRD) GROUP STRATEGY DEVELOPMENT In a for-profit company, for which competition and profitability are important, your goals will differ from those of a nonprofit or government department. Likewise, objectives for a department or team will have a different scope from objectives for your organization as a whole. For example, and depending on scope and circumstances, you may want to develop strategies to: AIMS Increase profitability. Gain more market share. Increase approval ratings, or boost customer satisfaction. Complete a project under budget.

17. RTOMM(THIRD) GROUP OUR STRATEGY Our strategy aims to address the following objectives: To guide strategy development within key documentation generated for development and management in rural areas To facilitate the coordination of rural development initiatives amongst relevant stakeholders To create a platform to share knowledge of best practice, development opportunities and challenges in rural areas for business development/sustainability To identify and recommend strategic areas/nodes for development in rural areas within the sector To create an enabling environment for rural development to stimulate job creation

18. RTOMM(THIRD ) GROUP SUSTANABILITY Sustainability could be defined as an ability or capacity of something to be maintained or to sustain itself. It’s about taking what we need to live now, without jeopardising the potential for people in the future to meet their needs. If an activity is said to be sustainable, it should be able to continue forever.

19. RTOMM(THIRD) GROUP Pictures from visit to Kaunas municipalities

20. RTOMM(THIRD) GROUP Pictures from visit to Kaunas and Kedainiai municipalities

21. Project Description Objectively Verifiable Indicators (OVI) Means of Verification (MOV)Assumptions / Risks 1. Development Objective Goal? Why the project? To improve the managerial and marketing skills of the community. To implore social infrastructure for business and community benefits. 9. Indicators How to measure the achievement of the Development Objective? Social Indicators: Quantitative measures New marketing decsions Enterpreneurial decisions and activities Economic Indicators 10. Evidence How to measure the achievement of the Development Objective? Marketing progress Number of Investments Infrastructural competencies 8. External Factors Which conditions out of the control of the management are crucial for the sustainability of its effects? Lack of Human Resources Weather Government Policies Community Life not directly connected with innovations 2. Immediate Objective What? To start working on the problems by: Awarding contracts to build roads, enabling programs, advertisement and orientational progranms for the community 11. Indicators How to measure the achievement of the Immediate Objective? New ideas for business or event Documentations Social (education, health care, relaxation centers, libraries) Economic (small companies, unemployment and employment leevel, salary sizes, family income, literacy rate) 12. Evidence How to measure the achievement of the Immediate Objective? Acvities and tactics New decisions and strategies New orientations Staff rotation in municipalities New skilled people 7. External Factors Which conditions out of the control of the management are crucial to contribute for the achievement of the development objective? Poor Voluntary Policies Static social life Lack of innovative tools in social life of people. 3. Outputs How? New Strategy goal Financial Community and regional Business development Build Market place(s) Better Competencies 13. Indicators How to measure the achievement of the Outputs? Satisfication level Ease of Accessibility Number of Development achieved(completed projects) 14. Evidence How to measure the achievement of the Outputs? Values for society and community in terms of local project management 6. External Factors Which conditions out of the control of the management are crucial for the achievement of the immediate objective? Too long Process of project management Lack of Innovation Logical Framework Analysis

22. RTOMM(THIRD) GROUP 4. Activities How? Elder and young participations New Business and activities New Project and project teams Inputs Which resources are required? Private investments Community Money/Funds Externmal supports/investments Local Business Inbvestments Budget How much resources cost? Waiting on quotes Depends on project quantity Value of social and business Projects 5. External Factors Which conditions out of the control of the management are crucial for the achievement of the outputs? Number of Regional projects/supplies/fundings Pre-conditions? Stakeholder‘s Role Logical Framework Analysis

23. RTOMM(THIRD) GROUP According to our research, We conclude that: We have lesser people in rural area, mostly kids and seniors. Rural area are more healthy to live compare to city in terms of Pollutions. Scarcity of youth with competency to participate as the working class in the area CONCLUSION

24. RTOMM(THIRD) GROUP Educational standard are low compared to the urban area We all have seen the issue with social capital and infrastructure, how policy creation and implementation can change in Rural area to develop and attract more people to live in the area and still have a wonderful life. To have a good saving management not to reduce investment and for development in the rural area. Creating an enabling environment conducive to rural development for more jobs CONCLUSION(1)

25. RASHEED ALABI JIMOH, KASEEM ROBERT TELOYE, MORGAN CHIMDI, OLUMIDE BAMIDELE AKANDE TSHELA KAWAYA MARLEY RTOMM(THIRD) GROUP