How the CLLD delivery supports the generation of social capital and - - PowerPoint PPT Presentation

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How the CLLD delivery supports the generation of social capital and - - PowerPoint PPT Presentation

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How the CLLD delivery supports the generation of social capital and better governance in rural areas of Slovakia - LAG Kras Nitra Case Study Final findings Bankole Onabajo - Anna Stampa 03.08.2018 Silvia Vilimelis - Kwanghun Yeon OUTLINE 1

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How the CLLD delivery supports the generation of social capital and better governance in rural areas of Slovakia - LAG Kras

Nitra Case Study – Final findings 03.08.2018

Bankole Onabajo - Anna Stampa Silvia Vilimelis - Kwanghun Yeon

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OUTLINE

1 Introduction 2 Assessment Tools 3 Contextualization 4 Findings

Nitra Case Study 2018 - LAG Kras

5 Answering the Evaluation Questions 6 Conclusions 7 Recommendations

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Silvia Bankole Kwanghun Anna

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  • 1. INTRODUCTION - Our team

Nitra Case Study 2018 - LAG Kras

Figure X: Visually accurate representations. Source: the world wide web.

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  • 1. INTRODUCTION - LAG Kras

Nitra Case Study 2018 - LAG Kras

  • Situated within the National Park Slovenský kras (Slovak Karst), composed by 19

municipalities

  • Territory’s strengths:

○ natural and cultural potential for rural tourism [UNESCO sites; Man and Biosphere network] ○ possibility for cross-border cooperation with Hungary

  • Territory’s struggle:

○ unemployment ○ depopulation ○ increasing age

Figure 1: Map of Slovakia, highlighted the territory of LAG Kras. S

  • urce: Modified after Valach (2014)
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  • 1. INTRODUCTION - The case study

Nitra Case Study 2018 - LAG Kras

Figure 2: Added Value in CLLD. S

  • urce: E

uropean E valuation Helpdesk for R ural Development (2016)

Objective:

  • 1. How does CLLD generate added value in the programming

period 2014-2020 ?

  • 2. How can this added value be assessed ?
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  • 2. ASSESSMENT TOOLS

2.1 Interview

Nitra Case Study 2018 - LAG Kras

  • key informant interview based on desk-research guideline
  • guideline based on ex ante definition of local governance

and social capital

  • purpose: complement with focus group findings

Questions catalog

I mpr oved Local Gover nance:

  • st r onger consensus
  • conf lict r esolut ion

capacit y

  • ...

Figure 3: Representation of desk research added value definition, own illustration. Complete List can be found in the table on slide 18)

Socia l Ca pit a l

  • socia l cohesion
  • dyna mism in need

ident if ica t ion

  • ...
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  • 2. ASSESSMENT TOOLS

2.2 Focus Group: Overview

Nitra Case Study 2018 - LAG Kras Participants Job/ Sector No. Mayor 6 Civic member 5 Farmer 3 Entrepreneur 2 Total 16

Table 1

Big Poster

Table 2 Table 3

Advantage: Sufficient number of participants having diverse jobs Challenge: Language barrier prevented active communication; The task wasn’t clear enough

Table 1: Sector distribution of focus group participants. Figure 4: Sketch of focus group setup.

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  • 2. ASSESSMENT TOOLS

2.2.1 Tools: Matrices

Nitra Case Study 2018 - LAG Kras

2.2 Focus Group

Figure 5: Tool 0 - Example of the strategy intervention logic presentation

Added Value Priorities Principles

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  • 2. ASSESSMENT TOOLS

2.2.1 Tools: Matrices

Nitra Case Study 2018 - LAG Kras

2.2 Focus Group

Figure 6: Tool 2 - Example of matrix on appraisal of delivery mechanism against CLLD principles

Delivery Mechanism

P r i n c i p l e s

keyword as identified in strategy

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  • 3. CONTEXTUALIZATION

3.1 CLLD strategy in Kras

Nitra Case Study 2018 - LAG Kras

Objective:

“...By 2023 creation of 24 jobs by setting up agricultural farms (young farmers), creating and expanding businesses, enhancing rural tourism and supporting small industrial services at the local level. Furthermore, making the area more attractive for residents and tourists…” Priorities

Employment and competitiveness in green economy and environmental protection Tourism development and cooperation Social cohesion and inclusion; silver economy

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  • 3. CONTEXTUALIZATION

3.2 Visiting the LAG

Nitra Case Study 2018 - LAG Kras

The LAG Manager, the Financial Manager and the Manager of the Civic Association Map of the Snail Krasko route throughout the different villages of the LAG Group of Roma people playing music, singing and dancing in a summer camp in a UNESCO site park Natural scenery in Meliata where activities for young people and children are arranged (kayaking, trekking, games…)

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  • 4. FINDINGS

4.1 Desk research : Matrix of delivery mechanism

Figure 7: Desk research employing tool 2 - Example of matrix on appraisal of delivery mechanism against CLLD principles

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  • 4. FINDINGS

Nitra Case Study 2018 - LAG Kras

4.2 Interview: Key findings

Focus on making new jobs by entrepreneu rs Job mismatching between entrepreneurs and unemployed people Youth flee from rural areas

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  • 4. FINDINGS

Nitra Case Study 2018 - LAG Kras

  • 4. 3. Interview : Critique to the interview

The language barrier prevented from engaging into a detailed conversation The questionnaire assumed the implementation of the project hence most questions were not suitable As a starting point the interview provided mostly superficial information; in-depth interview would have been helpful

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Nitra Case Study 2018 - LAG Kras

Picture 1: Outcome Matrix 0 after Focus Group, own picture.

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Nitra Case Study 2018 - LAG Kras

4.5A. Linking social capital and priorities through LEADER principles

Table 2a: Added value of social capital per priority

Added value for Social Capital/ Priorities

Gaining experience (workshops, trainings…) Involve- ment of young people Human resources Less unemploy- ment More value

  • f local

products Support to local entrepreneurs

P1 - Increasing employment and competitiveness regarding the green economy and protecting the environment P2 - Tourism development and cooperation P3 - Deepening of cohesion and social inclusion and developing the silver economy

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Nitra Case Study 2018 - LAG Kras

4.5B. Linking social capital and priorities through LEADER principles

Table 2b: Added value of improved local governance per priority

Added value for Improved Local Governance/ Priorities

Less bureau- cracy Discussion and exchange of

  • pinions

More frequent meetings Cooperation Informa- tion flow Trainings More active sectors

P1 - Increasing employment and competitiveness regarding the green economy and protecting the environment P2 - Tourism development and cooperation P3 - Deepening of cohesion and social inclusion and developing the silver economy

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4.6. Comparing the different understandings of added values

LAG definition Desk-research based definition Social Capital

  • Gaining experience through

workshops, trainings, etc.

  • Involvement of young people
  • More human resources
  • Less unemployment
  • More value for local products
  • Support to local entrepreneurs
  • Financial resources
  • Lobbying and access to decision makers
  • Social cohesion
  • Greater democracy
  • Stronger consensus
  • Higher conflict resolution capacity on the

community level Improved Local Governance

  • Less bureaucracy
  • Discussion and exchange of opinions
  • More frequent meetings
  • Cooperation
  • Information flow
  • Trainings
  • More active sectors
  • Enhancement of accessibility channels for better

communication

  • Dynamism in identifying the needs and key

issues of local people

  • Better management of local resources
  • Better representation of locals and the interests
  • f the stakeholders

Table 3: Definitions of added values in the field (LAG) and ex-ante desk research

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Nitra Case Study 2018 - LAG Kras

4.7. Key differences between our poster and the LAG’s poster LAG

Strong linkage of innovation to the defined added values Strong identification of bottom up principle in the strategy Relative importance of Social Capital and Improved Local Governance

Students

Innovation highly supported in the strategy but not linked to added values Not found throughout the strategy (no specific activities) Slightly different definitions of added value

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  • Strategy strongly focused on investments in renovation of facilities and rural tourism

enhances innovation and networking strongly However, the enhancement of Local Governance is more evident than the generation

  • f Social Capital as identified in the matrice
  • Lack of measures focused on social inclusion to foster social capital

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  • 5. ANSWERING THE EQ

5.1 EQ 1 : To what extent is the CLLD strategy fostering/weakening the generation of social capital and enhancement of local governance on the LAG territory?

Nitra Case Study 2018 - LAG Kras

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  • 5. ANSWERING THE EQ

5.2 EQ 2 : To what extent is the delivery mechanism fostering/weakening the generation of social capital and enhancement of local governance capital in the LAG territory?

Nitra Case Study 2018 - LAG Kras

Enhancement of communication and strong relationships of cooperation and trust among the members of the LAG fostering improvement

  • f local governance and generation of social

capital Bottom up Networking Cooperation

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  • 6. CONCLUSIONS

Nitra Case Study 2018 - LAG Kras

LAGs can benefit from self-assess- ment Visibility of principles in the strategy Unemployment as a key challenge? Target group: young people can also address the unemployment problem

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  • 7. RECOMMENDATIONS

Nitra Case Study 2018 - LAG Kras

FOR LEADER FOR THE LAG Reduce bureaucracy to speed up implementation More flexibility, room for funded projects Tourism vs inclusiveness Strengthen touristic reputation Create bridges for waiting time to tackle disencouragement Attract young people e.g. through internships

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Thank you!

Nitra Case Study 2018 - LAG Kras