1. The local development strategy content
Jela Tvrdonova,
IMRD Case Study,
SPU Nitra 2016

2. Local development strategy structure
Vision – an idea about the future of the village or micro-region
Description of the territory – territorial diagnosis
SWOT analysis
Problem analysis
Strategic framework
Action and Financial planning
Monitoring and evaluation framework

3. The base for the intervention logic design
Territory description
SWOT analysis
Needs assessment

4. Territorial diagnosis – human and social resources
Demographic characteristics
Education type and level
Extension service and adult education
IT coverage
Religion
Nationalities and minorities
Instructions and their activities
Cultural resources
Historical resources
Social groups
Attitudes, opinions, needs and challenges of local people
Etc.

5. Territorial diagnosis – material resources
Housing
Public and private building (factories)
Technical infrastructure
Communication infrastructure
Cultural and historical memorials
Free time infrastructure
Social facilities
Etc.

6. Territorial diagnosis – economic resources
Economic sectors, their share on the turnover
Businesses
Employment and unemployment
Economic utilisation of resources – land, buildings, enterprises
Banking and other financial sectors
Etc.

7. Territorial diagnosis – natural resources
Agriculture land
Forest
Water
Protected areas
Stone, sand, metals
Quality of environment
Etc.

8. New approach to participatory developed SWOT analysis (open)
Description of territory is the base of the SWOT analysis of the territory development
The SWOT is open and reflect the open system of the rural territory – versus relatively closed environment of the single business
SWOT comes out of identification of development patterns instead just technical listing strengths, weaknesses, opportunities and threats

9. New approach to participatory developed SWOT analysis (open)
The reason is to identify in interaction with local people these patterns and its meaning for further development of the area
Therefore the analysis is divided into two parts:
- Analysis of strengths and weaknesses from the point of actual situation
- Analysis of opportunities and threats from the point of the future development

10. SWOT - SW Strenghts Weaknesses Human and social
Natural and environmental
Material
Economic

11. SWOT - OT
Opportunities
Threats
External
Internal
Eco
Soc
Env

12. Participatory Problem Analysis
The necessary bridge between SWOT and the strategic framework Enables to identify participants key areas/priorities for intervention of the strategy The successful problem analysis is very important for setting up right strategic and specific objectives which address key problems of the development

13. How to conduct the problem analysis - example
Set up the major problems/development challanges of the area
Select key problems /development challanges of the area with the question: what shall be solved first in order to reach the whished change on effective, efficient and sustainable manner?
Find alternative solutions
Conduct the cost/benefit analysis and select best solutions
Identify the development priorities

14. Strategy framework Territory Vision Partnership
Priorities for development
Analysis (SWOT and problem a.)
Partnership
Resource audit, situation description
Territory
Vision

15. Strategic framework

16. Setting up objectives and development priorities
Based on the identification of key problems, the most effective, efficient and sustainable solutions – setting up the main development priorities for the given period of time
Focus on the setting up specific objectives – defining the desired change in the given development priority (Results)
Setting up general overall objectives – defining the change for the territory in broader sense (Impact) in another words what the proposed development priorities can change in long run

17. Strategy framework Priorities for development - needs
Analysis (SWOT and problem a.)
Partnership
Resource audit, situation description
Specific objectives
Strategic objective
Measures, activities, fin.
Territory
Vision
I n t e r v e n t i o n

18. Strategic framework
Strategic goal (area long term or at least medium term qualitative change)
S imple
M easurable
A chieveble
R ealistic
T ime oriented (2015)
Priority I(development priority)
Priority II (development priority)
Specific objectives (sector or priority specific short or medium term qualitative change)
Specific objectives
Measures

19. Action framework

20. Action/operational plan
Is the elaboration of the development programme into concrete steps/project proposals:
It should be:
Realistic
Concrete
Flexible
Expression of the common development priorities of the partnership
Transparent
Monitored and evaluated

21. Action Plan Strategic Goal Priority Specific objective Measure
Activities
Projects

22. The structure of the measure
Rationale
Objective
Eligible activities
Eligible costs
Eligible beneficiaries
Size and number of projects
Co-financing by beneficiary
Monitoring indicators

23. Financial framework

24. Financial plan Measures and activities Beneficiaries
Max. – min. budget per project
Number of projects expected
Co-financing by beneficiaries
Financial plan
Total
Public expenditures
Private exp.
State
Reg.
Loc.

25. Monitoring and evaluation

26. From actions and money to the monitoring and evaluation
It is important that local people participate in strategic and action planning so they can follow also monitoring and evaluation process.
It is important to recognize in time what our proposed actions can do in favor of our objectives, desired change and the overall wel being of the people and the area
The enhancement of the monitoring and evaluation skills of the LAG starts in participative development of the strategy and action and financial plans

27. Monitoring and evaluation framework – ex ante
To set up proper monitoring mechanism – indicators – input and output indicators (reflecting the activities and projects level)
To set up proper evaluation system – result (reflecting specific objectives) and impact indicators (reflecting strategic goals)
To design the system together with the setting up objectives, goals, priorities, measures and activities
Assess the strategy ex ante as part of its development

28. M&E framework during and after strategy life
Important – to monitor the strategy ongoingly
Use the self-assessment as the governance tool across the strategy implementation
Ensure also the mid-term evaluation as steering tool
Conduct the ex-post evaluation as the learning tool for future strategy design and implementation

29. Focus of evaluation in Leader approach
RDP/OP
Leader/CLLD
EAFRD/public funding
Method
LDS/CLLDS
7 principles
Added value

30. Assessment of LDS and its intervention logic
LDS as a management tool to address the LAG territory’s needs and improve the situation
LDS covers several aspects:
Analysis
Strategy and budget
Implementation
Management
Monitoring and evaluation
Reporting and communication
The heart of the LDS is its intervention logic, which is also the ground for its evaluation

31. Assessment of LDS Purpose Effectiveness Efficiency Relevance
Contribution to RDP/OP objectives

32. LDS operational objectives
Elements of LDS intervention logic
Context situation analysed with SWOT
Needs of the LAG territory to be addressed with the LDS
LDS contribution to programme objectives and changes in LAG territory
Links to
objectives of
EFF, EFRD
and ESF,
financed
programmes
if relevant
Links to RDP
Objectives,
RD priorities
and FA
(mainly 6B)
and others
if relevant
Overall LDS
Objective(s)
Expected impacts
LDS specific
objectives
Expected results
LDS operational objectives
Expected outputs
LDS measures
Inputs

33. M&E elements in LDS design and implementation
Evaluation questions
help to (re)formulate objectives in order to be realistic, measurable and time-oriented
focus evaluation and their answers help to demonstrate achievements
Indicators
help to increase coherence, effectiveness and efficiency of intervention logic
measure achievements
During LDS design
During LDS evaluation

34. M&E framework of the LDS
Linking evaluation elements to IL
Evaluation question
Overall LDS objective(s)
Expected impacts
Impact indicators
Evaluation question
LDS specific objectives
Expected results
Result indicators
Measure
objectives
Expected outputs
Output indicators
LDS measures (EAFRD, EFRD, ESF, EFF)
Inputs

35. Evaluation framework for LDS
Focus of
evaluation
Evaluation questions
Attribution of
impacts
Basis of
evaluation
Evaluation methods
Intervention logic
Measurement
tools
Data
Indicators
Collection of
evidence

36. Evaluation of Leader method – 7 principles
Bottom-up approach with decision power for LAGs
Local public – private partnership
Area – based local development strategies
Multi-sectorial design and implementation of strategies
Implementation of innovative approaches
Networking of local partnerships
Implementation of cooperation projects

37. Thank you for attention!!!