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

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 Introduction 5 Answering the Evaluation Questions 2 Assessment Tools 6 Conclusions 3 Contextualization 7 Recommendations 4 Findings Nitra Case Study 2018 - LAG Kras 2

1. INTRODUCTION - Our team Silvia Bankole Kwanghun Anna Nitra Case Study 2018 - LAG Kras Figure X: Visually accurate representations. Source: the world wide web. 3

1. INTRODUCTION - 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. Nitra Case Study 2018 - LAG Kras S ource: Modified after Valach (2014) 4

1. INTRODUCTION - The case study Objective : 1. How does CLLD generate added value in the programming period 2014-2020 ? 2. How can this added value be assessed ? Figure 2: Added Value in CLLD. S ource: E uropean E valuation Helpdesk Nitra Case Study 2018 - LAG Kras 5 for R ural Development (2016)

2. ASSESSMENT TOOLS 2.1 Interview ● 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: Socia l Ca pit a l - st r onger consensus - socia l cohesion - dyna mism in need - conf lict r esolut ion capacit y ident if ica t ion - ... - ... Figure 3: Representation of desk research added value definition, own illustration. Complete List can be found in the table on slide 18) Nitra Case Study 2018 - LAG Kras 6

2. ASSESSMENT TOOLS 2.2 Focus Group: Overview Big Poster Participants Advantage : Sufficient number of Job/ Sector No. participants having Mayor 6 diverse jobs Table Table 1 2 Civic member 5 Table Challenge : 3 Farmer 3 Language barrier prevented active Entrepreneur 2 communication; Total 16 The task wasn’t clear enough Table 1: Sector distribution of focus Figure 4: Sketch of focus group setup. group participants. Nitra Case Study 2018 - LAG Kras 7

2. ASSESSMENT TOOLS 2.2 Focus Group 2.2.1 Tools: Matrices Added Value Priorities Principles Figure 5: Tool 0 - Example of the strategy intervention logic presentation Nitra Case Study 2018 - LAG Kras 8

2. ASSESSMENT TOOLS 2.2 Focus Group 2.2.1 Tools: Matrices Delivery Mechanism P r i n c keyword as i identified p in strategy l e s Figure 6: Tool 2 - Example of matrix on appraisal of delivery mechanism against CLLD principles Nitra Case Study 2018 - LAG Kras 9

3. CONTEXTUALIZATION 3.1 CLLD strategy in 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 Tourism development Social cohesion competitiveness in green and cooperation and inclusion; economy and environmental silver economy protection Nitra Case Study 2018 - LAG Kras 10

3. CONTEXTUALIZATION 3.2 Visiting the LAG The LAG Manager, the Financial Manager and the Manager of the Natural scenery in Meliata where activities for Civic Association young people and children are arranged (kayaking, trekking, games…) Group of Roma Map of the Snail people playing Krasko route music, singing and throughout the dancing in a different summer camp in a villages of the UNESCO site park LAG Nitra Case Study 2018 - LAG Kras 11

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 12

4. FINDINGS 4.2 Interview: Key findings Job mismatching Focus on between Youth flee making new entrepreneurs from rural jobs by and unemployed areas entrepreneu people rs Nitra Case Study 2018 - LAG Kras 13

4. FINDINGS 4. 3. Interview : Critique to the interview The questionnaire As a starting point the The language interview provided assumed the barrier prevented mostly superficial implementation of the from engaging into information; in-depth project hence most a detailed interview would have questions were not conversation suitable been helpful Nitra Case Study 2018 - LAG Kras 14

Picture 1: Outcome Matrix 0 after Focus Group, own picture. Nitra Case Study 2018 - LAG Kras 15

4.5A. Linking social capital and priorities through LEADER principles Table 2a: Added value of social capital per priority Involve- Less More value Added value for Social Capital/ Gaining experience ment of Support to local Human resources unemploy- of local (workshops, trainings…) young entrepreneurs Priorities ment products people 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 Nitra Case Study 2018 - LAG Kras 16

4.5B. Linking social capital and priorities through LEADER principles Table 2b: Added value of improved local governance per priority Less Discussion and More Added value for Improved More frequent Informa- bureau- exchange of Cooperation Trainings active Local Governance/ Priorities meetings tion flow cracy opinions 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 Nitra Case Study 2018 - LAG Kras 17

4.6. Comparing the different understandings of added values LAG definition Desk-research based definition Social Capital ● Gaining experience through ● Lobbying and access to decision makers workshops, trainings, etc. ● Social cohesion ● Involvement of young people ● Greater democracy ● More human resources ● Stronger consensus ● Less unemployment ● Higher conflict resolution capacity on the ● More value for local products community level ● Support to local entrepreneurs ● Financial resources Improved ● Less bureaucracy ● Enhancement of accessibility channels for better Local ● Discussion and exchange of opinions communication Governance ● More frequent meetings ● Dynamism in identifying the needs and key ● Cooperation issues of local people ● Information flow ● Better management of local resources ● Trainings ● Better representation of locals and the interests ● More active sectors of the stakeholders 18 Table 3: Definitions of added values in the field (LAG) and ex-ante desk research

4.7. Key differences between our poster and the LAG’s poster Students LAG Innovation highly supported in the Strong linkage of innovation to strategy but not linked to added the defined added values values Strong identification of bottom Not found throughout the strategy up principle in the strategy (no specific activities) Relative importance of Social Slightly different definitions of Capital and Improved Local added value Governance Nitra Case Study 2018 - LAG Kras 19

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? ● 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 of Social Capital as identified in the matrice ● Lack of measures focused on social inclusion to foster social capital Nitra Case Study 2018 - LAG Kras 20

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? Enhancement of communication and strong Bottom up relationships of cooperation and trust among the members of the LAG fostering improvement Networking of local governance and generation of social Cooperation capital Nitra Case Study 2018 - LAG Kras 21

6. CONCLUSIONS Target group: Visibility of young people can principles in the also address the strategy unemployment problem LAGs can Unemployment as benefit from a key challenge? self-assess- ment Nitra Case Study 2018 - LAG Kras 22

7. RECOMMENDATIONS More flexibility, room for Reduce bureaucracy to FOR funded projects speed up implementation LEADER Create bridges for waiting time Tourism vs inclusiveness to tackle disencouragement FOR THE LAG Strengthen touristic Attract young people e.g. reputation through internships Nitra Case Study 2018 - LAG Kras 23

Thank you! Nitra Case Study 2018 - LAG Kras 24