And LEADER Process in Keda Municipality, Adjara AR

ENPARD

MID-TERM EVALUATION OF and LEADER process THE KEDA LOCAL in Keda Municipality, ACTION GROUP (LAG) Adjara AR

FINAL REPORT Mid-Term Evaluation of the Keda Local Action Group (LAG) and LEADER process in Keda Municipality, Adjara AR

FINAL REPORT

Policy and Management Consulting Group (PMCG)

MAY 31, 2020 Contents

1. EVALUATION FINDINGS ...... 3

2. BACKGROUND INFORMATION ...... 6

3. INTRODUCTION ...... 6 3.1. EVALUATION OBJECTIVES ...... 6 3.2. EVALUATION DELIVERABLES ...... 6

4. METHODS ...... 7 4.1. SUMMARY OF THE EVALUATION METHODOLOGY ...... 7

5. EVALUATION FINDINGS ...... 8 5.1. SUMMARY OF THE PROGRESSES OF KEDA LAG AND LEADER PROCESS IN KEDA MUNICIPALITY ...... 8 5.2. ANSWERS TO THE EVALUATION QUESTIONS ...... 11 a) Performance evaluation questions ...... 11 b) Process evaluation questions ...... 41

6. CONCLUSIONS ...... 56

7. RECOMMENDATIONS ...... 61

ANNEXES ...... 70 Policy and Management Consulting Group (PMCG) / FINAL REPORT 3

1. EVALUATION FINDINGS

The present assignment aims at providing a mid-term evaluation (MTE) of the Keda Local Action Group (LAG) and

The consortium of organisations led by the Caucasus Environmental NGO Network (CENN), with the support of the European Union, has implemented the project “Optimising the Potential of Local Assets for Rural Development of Keda Municipality”. This project has aimed to the development of the potential and the optimal use of local resources of the Keda Municipality following the principles of the EU LEADER approach during the period May 1st, 2017 – February 28th, 2021.

In January 2020, CENN issued a competitive tender for the execution of the assignment and the proposal submitted by Policy and Management Consulting Group (PMCG) was positively assessed. PMCG was awarded the contract for the execution of the assignment and the activities started on March 2nd, 2020

The evaluation has been implemented following to the original timetable proposed in the ToR according to three distinctive but consecutive phases, namely: 1) Desk phase; 2) Field Phase; and 3) Synthesis Phase. Each phase has lasted ca. 4 weeks.

During the desk phase the evaluation team has reviewed the ToR and the methodology and has acquired a set of baseline documents, the most important of which was the Keda LDS. A preliminary analysis of the above documents, the evaluation team has structured the evaluation and formulated a total of 28 Evaluation Questions (EQ). According to this, an evaluation matrix was elaborated where each EQ was analyzed by the evaluation team in terms of:

• Relation to one or more of the seven key characteristics of LEADER • Interpretation of the EQ in the context of the present assignment • •

The desk phase was concluded with the collection of secondary data and documents and with the preparation of the

The Project Inception Report (IR) was delivered by 31st March 2020. In the IR the analysis of the newly emerged risk related to the spread of the Covid-19 was analysed and remedial measures adopted. In particular, it was planned to online platforms (Annex 1 and Annex 2).

team have acquired a substantial set of information enabling them to answer in a full and comprehensive way the 2020 together with a visual presentation that summarised the outputs of the evaluation.

May 14th, the evaluation team presented it. During the presentation a fruitful discussion, in form of a questions evaluation team who has elaborated the Final Evaluation Report accordingly.

to 6 main topics: 4 Policy and Management Consulting Group (PMCG) / FINAL REPORT

1. Participation of local actors

a. There is an evident good understanding of the LEADER principles within the local community in the Keda Municipality, including citizens, rural dwellers and local authorities. This has led to an active participation of the local community in the various steps that led to the elaboration of the Keda LDS. b. The composition of the Keda LAG includes a large share of the local population and organisations. It is also quite balanced between individuals, economic and social interest groups, including women and youth, and representatives of public and private institutions. Representatives of other disadvantaged or less socially active groups (eg. Elder, people with disabilities, etc.) are not much represented and their participation should be encouraged further. having a high degree of trust. d. The last part of the project will be crucial for the full transfer of ownership of the LAG to the local partners/ actors. This process has already started.

2. LAG territory and the partnership

a. The concept of “area chosen” should be replace with the words “given area”. This area is rather coherent and homogenous, and it encompasses a critical mass in terms of human resource. economic resources c. The LAG partnership is balanced in terms of number and participation of public and private partners. This try to involve more organisations of the civil society especially those that are less represented (e.g. disabled people). Enlargement of the territory of the LAG should not be excluded a priori as a prospective option since the merging with nearby LAGs may increase the viability and sustainability of both structures. 3. LDS Implementation

a. Local actors report satisfaction with the process of needs analysis involving a wide range of sectors, institutions and individual residents b. There is a strong feeling of “Brand” as multi-sectoral platform who represents wide range of local actors c. The project selection process was carried out in compliance with the EU tender rules, transparency and accountability. The feedback from the applicant was high both in terms of applications presented and in terms of average quality of the projects d. The technical assistance provided by the Consortium led by CENN was instrumental for the setting up of the LEADER approach in the Keda local community e. The work on the indicators is underway and it is too early to draw conclusions on this subject f. It is urgent to complete the work on the indicators and to implement LAG managers capacity development activities on this subject Policy and Management Consulting Group (PMCG) / FINAL REPORT 5

4. Quality of LDS

a. LDS elaboration has been promoted through an external input provided local population also participated actively. b. The LDS should provide details of the overall process of bottom up involvement and community and stakeholder consultation. This should be evidenced by explaining what was done, who was involved, how and the extent of their involvement. c. The LAG structure should acquire the capacity to carry out structured consultation process independently. This capacity building process should be a central task to be carried out by the CENN Consortium in the last part of the project. d. context. e. It would strengthen Keda LDS to present more quantitative data from animation process in LDS itself. f. Possible improvement areas could be reformulating objectives in compliance with SMART principles, that

5. Networking and co-operation activities

a. challenges were faced. b. Keda LAG has participated in number of networking activities as at the local, as well at regional and international level. c. d. With the assistance of Austrian partners Keda LAG can study these barriers more in depth, reinforce joint advocacy at national or international levels e. Keda LAG can produce case studies on cooperation actions, as well as plan and carry out advocacy campaign to overcome a barrier for eligibility for international LEADER/CLLD cooperation mechanism

6. Innovation

a. As a result of LAG work, CLLD was introduced and promoted as innovative practice, as well as innovative services, technologies were supported via grant scheme. b. The promotion of innovations is regarded by the LAG stakeholder as great added value of the LAG work. c. showcase success stories or lessons learned. d. of innovative projects supported, but also wider communities’ perception if LEADER/CLLD approach is innovative the area.

7. General assessment

a. period by the Covid-19 pandemic, the evaluation team was in a position to carry out all the analysis and to express fully informed judgements for all the evaluation questions. b. in Keda Municipality has been a very positive pilot exercise and, most of the activities implemented can be taken as best practices for possible replications in other Georgian territories. 6 Policy and Management Consulting Group (PMCG) / FINAL REPORT

2. BACKGROUND INFORMATION

Policy and Management Consulting Group (PMCG) was contracted by Caucasus Environmental NGO Network (CENN) to conduct Mid-term evaluation of the Keda local action group (LAG) and LEADER process in Keda Municipality.

Keda LAG was established in the framework of the project “Optimising the Potential of Local Assets for Rural Development of Keda Municipality”. The project is being implemented by CENN in partnership with Centre for Strategic Research and Development of Georgia Foundation (CSRDG), Institute of Democracy (IOD) and Austrian Institute for Regional Studies and Spatial Planning (ÖIR), within the framework of the European Union’s Neighbourhood Programme for Agriculture and Rural Development (ENPARD II) in Ajara AR.

3. INTRODUCTION 3.1. EVALUATION OBJECTIVES

actors and actions. Evaluation looked into:

• The Keda LAG and its performance – measured against the seven key characteristics of the LEADER method; and • The process – how the Keda Local Development Strategy (LDS) has been elaborated and its contents (LDS implementation and M&E tools).

3.2. EVALUATION DELIVERABLES

During the project following deliverables will be developed:

Deliverable 1 – Inception report Deliverable 2 Deliverable 3 - Final report Policy and Management Consulting Group (PMCG) / FINAL REPORT 7

4. METHODS 4.1. SUMMARY OF THE EVALUATION METHODOLOGY

The evaluation methodology for this assignment has been developed on the basis of the Terms of Reference (ToR).

In terms of approach, we consider that evaluating the results and the impact of the implementation of the Leader approach and of Leader supported interventions (LDS - level) is about measuring and understanding change. In doing that, we have taken into account the fact that LEADER may determine changes, at the same time, in impacts/ outcomes (performance) and in the processes to achieve them. Since the KEDA LAG is a newly established structure, we have been aware that for demonstrating the added value of LEADER we should have looked more on the prospective impact rather than just on the actual outputs and outcomes. This implies posing a special attention to concepts like transparency, participation, horizontal and vertical integration, legitimacy, subsidiarity, high quality of

Therefore, the evaluation has been carried out to assess the performance against the seven key characteristics of the LEADER method and the process that has led to the elaboration of the Keda LDS and its contents. The proposed methodology, in compliance with the Practical Guide on Leader Monitoring and Evaluation of the European Network for Rural Development (ENRD), has also included the assessment of cross-cutting issues such as environmental protection and climate change, gender equality and social inclusion.

Questions (EQs). In the structuring phase the number of the questions has been reduced by merging some questions

In our methodology we gave a certain attention to the analysis of a set of risks and assumptions that could have

Since most of the EQs are of a qualitative nature, in our methodology we have underlined the importance of establishing a constructive dialog between the evaluation team and all the Keda LDS Stakeholders. Although the limitations due to the pandemic of the COVID-19 have reduced the possibility of meetings and face-to-face contacts, the dialog between the evaluation team and all the parties has been very productive.

sustainability and conclusions and recommendations have been produced accordingly. They have been formulated in a way to provide hints and suggestions on possible corrective measures for the implementation of the current LDS and for the other incoming activities of the Keda LAG. 8 Policy and Management Consulting Group (PMCG) / FINAL REPORT

5. EVALUATION FINDINGS 5.1. SUMMARY OF THE PROGRESSES OF KEDA LAG AND LEADER PROCESS IN KEDA MUNICIPALITY

to the call for proposals issued on December 2016 by the EU Commission to establish pilot rural development measures in Autonomous Republic of Ajara in the framework of ENPARD II in Georgia. The project activities started on 1stMay 2017.

actors of rural development, including the 6 already established AMAGs. Active participation of all stakeholders has to ensure that the largest part of the population and local institutions, including disadvantaged community groups, Action Group (LAG).

The community mobilization meetings took place at the end of July 2017, covering 9 locations and involving representatives of local institutions, association, enterprises, AMAGs, vulnerable groups (women, groups with special needs, and other groups that are socially less active) and the population of the 64 villages of the Keda Municipality. In parallel, an ad-hoc communication and visibility plan were developed and implemented. During these meetings the project team distributed brochures and the application form to apply to LAG membership.

Since September 2017 a number of training activities aimed at capacity building took place involving all those who had expressed their interest to become LAG members during the community mobilization meetings.

In November and December 2017 meetings with the potential LAG members were organized to agree on the structure of the Keda LAG and to organize the elections for the Chairpersons, the 2 Co-chairpersons, the 15 members of the Board. Besides these functions, the Keda LAG structure includes: LAG Assembly, 10 thematic working groups, the LAG manager and a Project Evaluation Commission.

22, 2017. More than 300 potential members, who express their willingness to become members, participated in the elections.

At the present, the number of LAG members at the end of March 2020 is 266 (170 male and 96 female). This number has remained stable since the establishment of this LAG.

CENN and the other project partners implemented several initiatives to spread the knowledge on LEADER principles development, distribution of brochures during public events in the area, meetings with local and Ajara Authorities,

A total of 4 meetings with LAG members took place to identify the priority directions for the LDS. The outcome of of Keda Municipality including:

i. Resources and Need Assessment of Keda Municipality, and ii. Guidelines for Regional Development Policy and Management Consulting Group (PMCG) / FINAL REPORT 9

These studies aimed at assessing the socioeconomic conditions and human capital of Keda municipality and most important endogenous resources of the territory in terms of environmental and natural resources and cultural heritage. They also provided clear directions to address the development directions for the KEDA LDS.

Based on the contents of the above-mentioned studies, a series of meetings and workshops have been conducted in April 2018 to set priorities of the rural development strategy of Keda Municipality. As a result of this participatory analysis was carried out for each of them. The 7 priority direction are:

1. Support social and economic development 2. Protect environment 3. Develop Tourism 4. Youth education 5. Health care and social issues 6. Development of public governance 7. Involvement of youth and women in local development initiatives.

Keda Local Development Strategy. The study was carried out through an intensive consultative process that involved a held in the period 2-10 July with a total of 160 stakeholders that provided comments and feedback during a series of 10 workshops.

The study revealed that agriculture and tourism are predominant development area in which local citizens have some

Based on this, a detailed (gender and age disaggregated) territory studies with maps were developed. Multiple consultations were held to obtain the feedback for the following studies that were developed for the territorial analysis (4 workshops with ca. 25 participants each). A gender and youth sensitive Keda LDS is elaborated in a participatory

In June 2018 the thematic WGs presented to the Board the output of the regional analysis. As a result of this analysis prepared. This included an Action Plan for the following four main directions:

• Development of agricultural value chains; • • Environmental protection, sustainable management of natural resources and disaster risk reduction; • Education, culture, sports and support of youth activities

An intensive schedule of stakeholder information and consultation meetings on the developed LDS was implemented since August 2018.

In September informational meetings were arranged in 9 villages of the Keda municipality to inform the local population on the incoming grants competition. A Grant Manual with detailed guidelines and criteria for selection, awarding and monitoring of pilot projects was prepared.

environmental protection and sustainable resource management and improvement of living conditions in Keda municipality. The grant competition followed the following steps: 10 Policy and Management Consulting Group (PMCG) / FINAL REPORT

• Stage I – Concept Note (306 applications received) • Stage II – Complete Applications (125 admitted to this stage) • Stage III

Eligible participants were Georgian and foreign citizens and organizations who wanted to implement a project in the Keda Municipality.

• Diversifying rural income through development of SMEs and tourisms -13 projects; • Development the agricultural value chains – 11 projects; • Education, culture, sports and supporting youth activities – 3 projects

The number of 27 projects selected out of 306 project ideas (9,5%) or out of the 125 admitted to present a proposal

A second grant competition was opened on May 29th, 2019 with deadline on July 1st. The grant competition followed the following steps:

• Stage I – Concept Note (124 in PR9 - applications received) • Stage II – Complete Applications (53 in PR9 - admitted to this stage) • Stage III

Total amount GEL 686.073.5. Projects from women were 3 out of 20. In tourism were 15 projects and in agriculture 5 projects.

A third grant competition started on November 7th, 2019 and ended on December 16th, 2019. The grant competition followed the following steps:

• Stage I – Concept Note (117 applications received) • Stage II – Complete Applications (45 admitted to this stage) • Stage III

Total amount of approved projects GEL 1.614.573. Projects from women were 9 out of 29. In tourism were 18 projects, in agriculture - 7 projects and 4 projects in Education, culture, sports and supporting youth activities . Policy and Management Consulting Group (PMCG) / FINAL REPORT 11

5.2. ANSWERS TO THE EVALUATION QUESTIONS

a) Performance evaluation questions

EQ1.1 Do the local actors participate in decision-making about the strategy and in the selection of the priorities to be pursued in their local area?

Relation of the EQ to 7 LEADER key characteristics: 1. Bottom-up approach 2. Area-based approach 3. Local partnership 4. Multi-sectoral integration 5. Networking 6. Innovation 7. Inter-territorial and international cooperation

Interpretation of the question

The question relates to: the elaboration process of the Keda LDS, its implementation and the management of the LAG.

implementation of the animation activities and how the local community has reacted to them in terms of understanding the true meaning of “bottom-up approach” and active participation. It is important to analyse the motivation of the participants and its evolution over the life of the LAG as this is the underpinning element to their active participation in the LDS preparation and the functioning of LAG’s decision-making structures.

Answer to the EQ according to the judgement criteria:

• Capacity of the “promoters” to understand the local situation and produce a strategy for the promotion of the LEADER principles in Keda

The Consortium led by CENN and participated by CSRDG, IoD and ÖIR have acted as promoter for the establishment of the LAG inspired by the LEADER principles in the Keda Municipality.

The composition of the Consortium has been assessed as very appropriate to face the tasks assigned in as far as it comprises project management skills combined with a thorough knowledge of the local economic and social conditions as well as of the EU approach to local development according to the Leader principles and methodology. 12 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Answer to the EQ according to the judgement criteria:

• Capacity of the “promoters” to understand the local situation and produce a strategy for the promotion of the LEADER principles in Keda

The Consortium led by CENN and participated by CSRDG, IoD and ÖIR have acted as promoter for the establishment of the LAG inspired by the LEADER principles in the Keda Municipality.

The Consortium approach and strategy has foreseen, since the very inception of the project, the active involvement of the largest possible share of the population and all the main local actors of rural development, including the 6 already established AMAGs in the area. In parallel, the relationship with the national, local and the Ajara Authorities has been set upon a constructive dialog.

The involvement of the most vulnerable and disadvantaged groups was also actively sought. On the other hand, only women and youth groups participated in the LAG’s activities.

•

9 locations and involved the representatives of local institutions, association, enterprises, vulnerable groups and the population of the 64 villages of the Keda Municipality. In parallel, an ad-hoc communication and visibility plan was developed and implemented and, since September 2017 a number of capacity building/ training activities took place. They were opened to all those who had expressed their interest to become LAG members.

A core group of more than 300 people, representing individuals, commercial companies and organisations of the civil society took place to the above-mentioned activities.

LAG members were organized to agree on the structure of the Keda LAG and to organize the elections for the Board of Directors and the Chair persons.

• Understanding of the local community of the key characteristics of LEADER and of their role in it

All the interviewed people including LAG mangers and LAG members have demonstrated a clear understanding of the concepts of bottom-up approach, community participation in decision making processes, public-private partnership for local development, etc. During the interview they pointed out that this concepts were new for them since they were previously mostly accustomed to a more top-down approach with an almost nihil participation of the population and the economic and social entities. Policy and Management Consulting Group (PMCG) / FINAL REPORT 13

• Level and quality of local community participation in the elaboration of the LDS

during a series of meetings held in the period 2-10 July 2018 with a total of 160 stakeholders that provided comments and feedback during a series of 10 workshops. Multiple consultations were also held to obtain the feedback for the studies that were developed for the territorial analysis (4 workshops with ca. 25 participants each).

Al the above shows that the level and quality of local community participation in the elaboration of the LDS was very satisfactory

• Level and quality of local community participation in the LAG’s decision-making structures

The LAG’s decision-making structures include the Assembly, a Board of Director with 15 members, 2 Co- economic and social sectors. Ad-hoc evaluation committees have been established for the carrying out of the 3 calls for project selection.

The participation to the above structures is organized on a voluntary basis. According to the interviewees the total number of people who participated in the above activities has been always high. On the other hand, some members, who probably though to receive an immediate monetary advantage for their participation and they did not see it, reduced their involvement. These withdrawals was very limited and it is considered as a physiological selection for these type of organizations.

Conclusions

The composition of the Consortium of companies led by CENN has demonstrated to have the right mix of competence, skills and knowledge of the local situation. The proposed open and inclusive methodology has led to the promotion of an active involvement of a large share of the local population and public and private organisations.

There is an evident widespread good understanding of the LEADER principles according to the Community Lead Local Development approach within the local community, including citizens, rural dweller and local Authorities. This has led to an active participation of the local community in the various steps that led to the elaboration of the Keda LDS.

Recommendations

The last part of the project will be crucial for the full transfer of the ownership of the LAG functions and activities the national and local authorities. In order to ensure a smooth transition, it is recommended that a thorough decision making and management structures.

Addressee: CENN consortium 14 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ1.2 Does the involvement of local actors include the population at large including women, groups with special needs, and other groups that are socially less active, economic and social interest groups and representative public and private institutions?

Interpretation of the question

The question focusses on the quality of the partnership of the Keda LAG. This aspect is very much related to the capacity of the LAG to represent the local community, including vulnerable groups, women, groups with special needs, and other groups that are socially less active, in an ample, inclusive and unbalanced way and to respect one of the key principle of LEADER, that is, the public-private nature of the partnership in the composition of the partnership but also in the decision making structures.

Answer to the EQ according to the judgement criteria:

• Composition of the partnership of the Keda LAG and its representativeness of the local community

population, interest group and economic and social entities operating in the Keda Municipalities has translated into a quite balanced composition of the LAG representative of the local reality. The detailed composition of the LAG partnership in reported in the answer to the EQ 3.1 inception of this initiative.

• Balanced composition of the Keda LAG between public and private in the partnership and in the LAG’s decision making structures

The private-public composition of the Keda LAG is balanced and, according to all the people interviewed, none of the partner or interest group has got a dominating position. Representatives of the civil society, women and youth are also present as members.

Also, the composition of the decision-making structures is balanced and represent the composition of the interest groups, including women and youth, in the decision-making structures. Policy and Management Consulting Group (PMCG) / FINAL REPORT 15

Conclusions

The composition of the Keda LAG includes a large share of the local population and organisations. It is also quite balanced between individuals, economic and social interest groups, including women and youth, and representatives of public and private institutions.

Recommendations

etc. and / or organisations working on the protection of these vulnerable groups since it seems these groups are rather under-represented at the moment.

Addressee: LAG managers

to follow the administrative borders (perhaps rather the functional ones)?

Interpretation of the question

One of the elements of the LEADER approach is that the LAG territory has to include an area that is somehow homogeneous in terms of social, economic, cultural environmental aspects and that presents common development aspects. In EU Member States a LAG territory includes several municipalities and only in very few and exceptional case it coincides with the administrative borders on one municipality. The reasons for this duplicates the functions of municipal departments and, last but not the least, in such contest the Municipality tend to act as a senior partner making the partnership unbalanced.

Answer to the EQ according to the judgement criteria:

• LAG geographical borders vs Keda Municipality administrative borders

The LAG geographical boundaries coincide with the administrative borders of the Keda Municipality and the LAG cover the whole Keda territory.

This situation did not result from a preliminary analysis of the social, economic, cultural environmental aspects but it was a given in the call issued by the EU Delegation. 16 Policy and Management Consulting Group (PMCG) / FINAL REPORT

•

implement the LEADER principals on a pilot scale, therefore the concept of one LAG per one municipality could have been decided to facilitate the starting up of such a new approach to local development.

The hypothesis that the Keda Municipality could have played a senior role in the partnership has been disproved by evidences and by the responses of the people interviewed.

Conclusions

The LAG geographical boundaries were given in the call for proposal won by the CENN led Consortium and coincide with the administrative borders of the Keda Municipality and the LAG cover the whole Keda territory.

Recommendations

In view of enhancing the LDS viability and sustainability, it is worth considering the possibility to extend the present LAG boundaries beyond the administrative borders of the Keda Municipality to include neighbouring territories with similar territorial and socio-economics features The possible enlargement of the LAG territory should be considered as a dynamic that may lead to possibility to enhance viability and sustainability of the LAG and of the LDS implementation. This dynamic linked to the reorganization of the LAG territories in view to increase their viability and the sustainability of their LDS is quite active in several EU Member States.

Addressees: LAG managers and Ajara A/R Authorities

strategy?

Interpretation of the question

The key terms of this question are “viable” and “critical mass”. Viability of an LDS in the framework of the LEADER approach is related to a number of variables but one is the most important consideration that one has Policy and Management Consulting Group (PMCG) / FINAL REPORT 17

This is because the implementation of an LDS according to the principles of the LEADER approach implies costs resources of the LAG’s participants, directors, personnel, etc. All these costs have to be, at least, balanced by quality of the governance, etc.

Finally, it has to be pointed out that the Keda LAG is a newly established structure and, as a baby industry, it has to be accompanied on its way to become a viable structure. On the other hand, it should be clear when and how it would become capable to stand on its own legs.

Answer to the EQ according to the judgement criteria:

• and economic resources

The concept of “area chosen” should be replace with the words “given area”. This area is rather coherent and homogenous, and it encompasses a critical mass in terms of human resource. An analysis of the level of

The evaluation team believes that, at this stage, it is too early to consider the viability of the Keda LDS in terms approach to local development for Georgia. The second reason is related to the fact that it has the value of a of the funds from the Rural Development Plans (second pillar of the Common agricultural Policy). This gives to the LAGs the possibility to make plans with a medium-term prospective that is not the actual case for the Keda LAG.

On the other hand the LAG management and, even more, the Authorities in charge for designing rural development policies, should start thinking how the LAG can become sustainable structures being able achieved. This would probably imply the enlargement of the LAG territory beyond the boundaries of the Keda Municipalities.

Conclusions

The concept of “area chosen” should be replace with the words “given area”. This area is rather coherent and homogenous and it encompasses a critical mass in terms of human resource.

for reasons like: LEADER and CLLD represent completely novel approaches to local development for Georgia, it 18 Policy and Management Consulting Group (PMCG) / FINAL REPORT

On the contrary, LAG members cannot continue to work on a voluntary basis to carry out ordinary LAG functions. Chairperson, co-chair people and BoD members will do it on a voluntary basis but the people carrying out need to be paid. This will open the question on how these functions will be remunerated and how LAG will mentioned in the interviews that less and less members are available to carry out voluntary work for the LAG.

Recommendations

Authorities in charge for designing rural development policies, should start thinking how the LAG can become umbrella project with a dedicated budget line the RDS AP.

This could be organised as a joint initiative of the Ministry of Environmental Protection and Agriculture and the Ministry of Regional Development and Infrastructure.

Addressees: MEPA and other line Ministries in charge for rural development

EQ3.1 Does the Local Action Group (LAG) associate public and private partners?

Interpretation of the question

The analysis of the partnership of the Keda LAG has to be carried out not only by counting and balancing the number of public and private partners but also assessing their respective roles in the LAG management structures and in the decision making processes.

Answer to the EQ according to the judgement criteria:

• LAG partnership composition

At the end of March 2020 there were 266 members of the LAG including 170 male and 96 female. The Strategy according to the following scheme: Policy and Management Consulting Group (PMCG) / FINAL REPORT 19

1. Youth, education, culture sport: total members- 84, business sector- 31, public sector - 37, civil society – 16 2. 3. Public governance – total 22, business sector – 1, civil society -1, public - 20 4. 5. 6. 7.

• LAG management and decision-making structures composition

As mentioned in the answer to EQ 1.2 the composition of the decision-making structures is balanced and representation of all the partners also in the decision-making structures.

Conclusions

The LAG partnership is balanced in terms of number and participation of public and private partners. This partner has a dominating role.

Recommendations

Addressee: N/A

EQ3.2 Is it well-balanced and representative of the existing local interest groups drawn

Interpretation of the question

TThe consideration made on the previous question (private-public partnership) are also relevant when Therefore, the assessment will not be limited to counting the number of participants by sector, but it will be extended to analysing their respective roles in the LAG management structures and in the decision making processes. 20 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Answer to the EQ according to the judgement criteria:

• LAG partnership composition and LAG management and decision-making structures composition

The description of the LAG partnership composition and that of the decision-making structures was provided in the answer to EQ 1.2 and 3.1. The active participation of representatives of almost all interest group was

Although basically all the social and interest groups present in the territory were reached through awareness and information activities, it appears that the participation of the group representing people with disabilities has not participated to the LAG activities.

Conclusions

The LAG partnership is well-balanced and representative of the existing local interest groups drawn from the

Recommendations

try to involve more organisations of the civil society especially those that are working on the less represented groups related topics (e.g. disabled people).

Addressee: LAG managers

EQ3.3 What is the legal status of LAG? (registration, share of partners, women, youth, structure of governing body, thematic units and directions)

Interpretation of the question

The analysis of the legal status of the Keda LAG provides key information on whether it is an appropriate structure to implement the LDS according to the LEADER principles and the concept of Community Lead Local Development (CLLD). It also provides preliminary hints on the assessment for cross-cutting issues such as gender, youth/elder, governance, etc. Policy and Management Consulting Group (PMCG) / FINAL REPORT 21

Answer to the EQ according to the judgement criteria:

• LAG legal status

Following the procedures stated under Civil Code of Georgia, KEDA LAG was registered as Non-entrepreneurial (Non-commercial) Legal Entity in December 2017, based on the Organizational Charter. Charter describes as membership rights and responsibilities, as well as governance structure and main goals of the organization. LAG members underlined that legal registration wasn’t an obligatory action under the framework of the CENN project but LAG Management initiated registration, since operations under legal framework is contributing towards strengthening the organizational systems of LAG, as well as creates more opportunities for partnership national level.

• LAG management and decision-making structures

At present, the Keda LAG has the following structural elements: LAG General Assembly, LAG Chair and 2 Co-chairs Protection, Forest and Biodiversity; Agriculture, Youth, Education, Culture and Sports; Healthcare and Social Issues, Public Management, Women; a LAG Manager and the Project Evaluation Commission.

It is important to highlight that in order to ensure representation of all social and sectoral groups, during LAG

• LAG internal procedures, rules, administrative functions, etc.

Operational manual and policy documents for various sectoral working groups have been elaborated by the Keda LAG that in details describes roles of each sectoral working group, function of coordinator, internal procedures etc.

Separate document is adopted by KEDA LAG that describes administrative procedures, HR policy and is basis to comply with legislation as legal entity.

Conclusions

Legal status of Keda LAG is “Non-Entrepreneurial (non-commercial) legal entity” that enables LAG to adopt smooth administrative procedures and comply with legislation. Charter and other operational documents clearly state organizational goal, roles and responsibilities, as well as enables LAG to have standardized HR policy. At local level and national this form is suitable but hinders some challenges in operation internationally – especially under the framework of “cooperation” component of EU LEADER/CLLD mechanisms.

Recommendations

Explore legislative regulations and possible solutions for international cooperation mechanism eligibility.

Addressee: LAG managers 22 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ3.4 Are the local actors encouraged to adopt a systematic view on problems, potentials and solution paths?

Interpretation of the question

The ongoing active participation of the local actors in the life of the LAG and in the implementation of the LDS is a precondition for the sustainability of the action in the territory. One of the principle of the so-called CLLD is the change in the mentality of the local actors and the LAG provide them a forum where they can discuss about the problems and consider possible solutions based on the potentials (strengths and opportunities) of their territory and of the local endogenous resources. The answer to this very quantitative type of question reside mostly in the change of attitude of the LAG participants and their understanding of their new role as agents of change

Answer to the EQ according to the judgement criteria:

• LAG management and decision making structures • LAG internal procedures, rules, administrative functions, etc.

General assembly of KEDA LAG members is sub-divided in 7 thematic working groups, each group having an elected coordinator and respective operational manual.

Manual states functions of the group: regular meetings organized by the coordinator, development of sectoral recommendations based on analysis or feedback from community. Recommendations document needs to be approved by the majority of attendees and submitted to Board for further adoption and inclusion in action plan.

thematic working groups and distribution of responsibility among the group members, as well as tracking the progress on monthly basis.

Apart from structural approaches, it is obvious that as LAG members as well other stakeholders reported introduction of strategic planning and needs analysis via bottom-up approach, as positive impact of LEADER/ are thinking how to improve the process of planning for next one.

Conclusions

Local actors report satisfaction with the process of needs analysis and strategic planning, especially with the system that involved wide range of sectors, institutions and individual resident. It is obvious that everyone expects that new LDS will be developed so they see a big value in the process Policy and Management Consulting Group (PMCG) / FINAL REPORT 23

Recommendations

Addressees: LAG managers with the support of CENN Consortium

EQ3.5 Is there a branding strategy that can act as a powerful lever to bring actors within one sector, but also across sectors, together?

Interpretation of the question

The so-called “branding strategy” provides a strong incentive to increase the feeling of ownership of LAG and of the LAG’s initiatives by the participants. This is positive when it helps people to feel stronger while operating needs, and other groups that are socially less active groups

Answer to the EQ according to the judgement criteria:

• LAG branding strategy, if any

GLAG Management and general assembly members strongly stated strength of an approach as “a platform” jointly. It is obvious from interviews that even national level stakeholders refer to LAG as an facilitator of the community led development process “Residents seem to be more organize within this platform, more motivated to cooperate for the development of community and all this is done in very well organized manner”.

cooperate with them as representing this platform, for example with Ministry of Agriculture of Ajara, MEPA etc.

Members stated that women and youth are quit active despite some stereotypes over mountainous communities context towards women empowerment, as well as that group of younger members are working on sustainability plan for KEDA LAG and see this as natural process to ensure long-term visions and sustainable operations. 24 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Conclusions

There is a strong feeling of “Brand” as multi-sectoral platform who represents wide range of local actors and jointly speaks and acts.

Recommendations

Would be good to have short communication strategy/plan for LAG in order to enable them to have stronger local level.

Addressee: LAG managers

EQ4.1 Have the area needs been appropriately assessed and are they transparent in the LDS?

Interpretation of the question

principals in this territory. The answer of this question will provide information on the process undertaken to have the needs of the local community to emerge through a participatory process. In parallel, it will represent also the way need have been transformed into objectives to be achieved through the implementation of the LDS.

The answer to this question can be given by analysing the process of assessment of the needs from its very inception. In addition, the evaluation will review the coherence between the assessed needs and their reformulation in form of LDS objectives

Answer to the EQ according to the judgement criteria:

• Capacity of the “Promoters” to understand the local situation and produce a strategy for the promotion of the LEADER principles in Keda and implementation of animation activities

The answer to the EQ 1.1 extensively describes the process that, through a consultative and participatory process, has led to the production of the Keda LDS. Policy and Management Consulting Group (PMCG) / FINAL REPORT 25

• Understanding of the local population of the key characteristics of LEADER and the level and and elaboration of the LDS’s objectives

The “Promoters” were able to convey to the local population the principles and key characteristics of LEADER and probably also found a very fertile ground for the introduction of these innovative ideas. The support and information that has led to the thorough analysis of the local needs and their transparent inclusion in the Keda LDS.

Conclusions

The area needs have been appropriately assessed through a series of socio-economic studies that have been validated through a constructive dialog with the local stakeholders

Recommendations

The assessment of the area needs should be organised as an on-going exercise. The LAG structure should acquire the capacity to listen and understand the instances of the territory through a structured consultation process.

Addressee: LAG managers

EQ4.2 Are the actions and projects contained in local strategies linked and coordinated as a coherent whole?

Interpretation of the question

The answer to this question will provide a judgment on the intervention logic proposed in the Keda LDS. Therefore, the evaluators will assess the degree of coherence between the needs and the objectives, the hierarchy of objectives and the relationship between the objectives and the results, output and impact indicators. 26 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Answer to the EQ according to the judgement criteria:

• Analysis of coherence of the LDS

Since September 2018 the LAG launched a total of three calls for projects. Financial support was provided to projects for rural development. based on the KEDA RDS:

• Diversifying rural income through development of SMEs and tourisms -14 projects; • Development the agricultural value chains – 12 projects; • Education, culture, sports and supporting youth activities – 3 projects

Out of the total number of 22 projects selected in the second call (for a total amount of GEL 319.612) the projects presented by women were 3 out of 22. In terms of sector 17 project were for tourism and 5 in agriculture.

Conclusions

Recommendations

As mentioned in the previous recommendation, since the assessment of the area need should be carried out as on-going exercise, also the objective should be subject to adjustments accordingly.

Addressee: LAG managers Policy and Management Consulting Group (PMCG) / FINAL REPORT 27

EQ5.1 Have networking activities been undertaken by the LAG?

Interpretation of the question

Networking at local, regional, national and international levels is one of the key elements of the LEADER approach. Territories producing best practice, outstanding results, good examples or just solutions to practical

Answer to the EQ according to the judgement criteria:

• Analysis of networking (actual or planned) activities of Keda LAG

TKeda LAG was engaged in networking activities as at local, regional, as well at national level, resulting in

• Keda LAG initiated the development of local economic development plans for Keda, Khulo and Shuakhevi Municipalities. • A study tour of the Keda LAG members to Borjomi LAG was arranged to exchange experience and facilitate networking. • Keda LAG had active cooperation and networking with other LAGs nationwide, specially with Tsalka and Khulo municipality LAGs. • To share experience and plan future partnerships, during December 6-8, 2019, Tskaltubo LAG members and local winemakers visited Keda LAG within the framework of the EU-funded ENPARD projects. • Keda women and LAG members actively participated in the regional events like Fish Festival, Women Entrepreneurs’ Forum held in Batumi and Earth Day 2018 celebration. • A Memorandum of Understanding is signed between CENN and Ministry of Agriculture of Ajara on coordinating of actions and cooperation for rural development in Ajara region and in particular in Keda municipality.

• Number of interventions supported international networking, such as:

• Keda women entrepreneurs participation in the International Harvest Festival in Armenia • Keda LAG hosted Austrian delegation visited to Keda Municipality • study tour organized for LAG members and relevant state authority representatives to Austria in May, 2019. • Keda LAG Chairman participated in the LEADER/LLCD 2019 Conference organized on November 25-26, 2019 in Amarante, the Portuguese presidency of the European LEADER Association for Rural Development (ELARD). 28 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ5.1 Have networking activities been undertaken by the LAG?

Interpretation of the question

Answer to the EQ according to the judgement criteria:

• Analysis of networking (actual or planned) activities of Keda LAG

Keda LAG was engaged in networking activities as at local, regional, as well at national level, resulting in

• Number of interventions supported international networking, such as:

• Keda women entrepreneurs participation in the International Harvest Festival in Armenia • Keda LAG hosted Austrian delegation visited to Keda Municipality • study tour organized for LAG members and relevant state authority representatives to Austria in May, 2019. • Keda LAG Chairman participated in the LEADER/LLCD 2019 Conference organized on November 25-26, 2019 in Amarante, the Portuguese presidency of the European LEADER Association for Rural Development (ELARD). Policy and Management Consulting Group (PMCG) / FINAL REPORT 29

• Keda LAG Members (3 people) participated in a study tour to Poland (Feb.26 – Mar. 2, 2019) organized with the support of the Ministry of Agriculture of Ajara and the project in cooperation with the Malopolska Region self-government to share experience and plan cooperation between winemakers from Poland and Georgia.

As for planned networking activities, due to Covid-19 pandemic Keda LAG management is concentrating on local networking plan in nearest future, but also exploring international opportunities for experience sharing.

Conclusions

Keda LAG has participated in number of networking activities at the local, national, as well at regional and international level. LAG also supported some sectoral and interest groups, like women entrepreneurs to participate in relevant networking events.

Recommendations

As Networking is one of the main principles of LEADER/CLLD approach, it will be useful for institutional memory and capacity building if Keda LAG will carry out analysis of networking activities implemented, their

Addressee: LAG managers with the support of CENN Consortium

EQ5.2 Is networking a means of transferring good practice, of disseminating innovation and building on the lessons learned from local rural development?

Interpretation of the question

The answer to this EQ implies the positive answer to the previous EQ5.1. Transferring good practice, disseminating innovation and building on the lessons learned are preconditions for the sustainability of the approach. 30 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Answer to the EQ according to the judgement criteria:

• Analysis of networking (actual or planned) activities of Keda LAG • Analysis of existing networking platforms – formal and informal

As evidenced by the intensive networking activities carried out by Keda LAG and reported by the participant,

• Networking at local level- facilitating and organizing event for sectoral or interest group to network and share best practices locally. • Networking activities at regional level – in Ajara AR, especially with policy decision makers and resulting in partnership and cooperation agreements • Networking activities with other LAGs in Georgia, to share best practices as on operational level as Association of Local Action Groups (GALAG) and representative holds position of co-chair. • International level networking events, to strengthen the knowledge on best practices form EU LAGs, as well as integrate into international networking platforms, such as European LEADER Association for Rural Development (ELARD).

Conclusions

Keda LAG is using various networking platforms and opportunities to establish partnerships and facilitate knowledge sharing at all levels. Especially important is utilizing resources of GALAG, as national level knowledge sharing and networking platform, as well as cooperation with ELARD.

Recommendations

The same recommendation made for the previous EQ is valid also in terms of transferring good practice, of disseminating innovation and building on the lessons learned from local rural development

Addressee: LAG managers with the support of CENN Consortium Policy and Management Consulting Group (PMCG) / FINAL REPORT 31

EQ5.3 Does Networking forge links between people, projects and rural areas and help overcome the isolation faced by some rural regions?

Interpretation of the question

Keda municipality is a relatively small and isolated territory therefore networking has an important aspect to help overcome the problems related to these aspects. In particular, networking may have opened the possibility to access new markets for the local products, acquired new knowledge and innovative practices, attract tourists, etc.

Answer to the EQ according to the judgement criteria:

•

As a result of some networking activities, follow up measures were planned and implemented in order to foster

• A joint Green Camp for Young Leaders and Innovators from Keda, Khulo and Tsalka Municipalities; • Keda LAG members and CENN participation in ENPARD partners discuss on the implementation of LEADER projects and planning joint activities; • Keda women entrepreneurs participated in the Women’s Economic Empowerment Forum in Batumi; • development of Economic Development Strategy of Keda, Shuakhevi and Khulo municipalities; • Keda LAG members participation in the GALAG training in Tskaltubo;

Conclusions

best practices.

Recommendations

The same recommendation made for the previous EQ is valid also in terms of networking as a way to forge links between people, projects and rural areas and help overcome the isolation faced by some rural regions

Addressee: LAG managers with the support of CENN Consortium 32 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Interpretation of the question

Also this question is very much related to the previous ones. In this case the evaluators will assess whether the networking strategy of the Keda LAG has led to any cooperation projects with other territories domestically and internationally and what they have achieved

Answer to the EQ according to the judgement criteria:

• Analysis of Keda LAG’s cooperation project (actual or planned)

Several action can be referred as the result of successful networking:

• A Memorandum of Understanding was signed between CENN and Ministry of Agriculture of Ajara on coordinating of actions and cooperation for rural development in Ajara region and in particular in Keda municipality. • To share experience and plan future partnerships, during December 2019, Tskaltubo LAG members and local winemakers visited Keda LAG within the framework of the EU-funded ENPARD projects. • There was an attempt to develop an international cooperation project with Austrian LAG, but for the reasons of Georgian LEADER mechanisms piloting character, eligibility requirement were not met by the KEDA LAG and this cooperation project is postponed

cooperation initiatives are under development in Georgia, especially with neighbouring Khulo LAG, but international cooperation projects fate is not clear at this stage.

Conclusions

Networking greatly stimulated cooperation initiatives and majority of them were at national or regional level, but international level needs further support and context analysis.

Recommendations

Keda LAG can produce case studies on cooperation actions, as well as plan and carry out advocacy campaign to overcome a barrier for eligibility for international LEADER/CLLD cooperation mechanism.

Addressee: Lag managers with the support of CENN Consortium Policy and Management Consulting Group (PMCG) / FINAL REPORT 33

EQ5.5 and 5.6 - Did the activities and thematic networks of actors bring forth new appreciation of the interrelationships and reciprocities between the parts and the whole?

Interpretation of the question

The evaluators’ interpretation of this question is related to the importance of multi-sectoral integration in terms of the activities in the LDS Action Plan and contributing to enhancing the ability of local actors to integrate additional aspects into projects/actions ( environmental, social, demographic, cultural or gender aspects).

Answer to the EQ according to the judgement criteria:

• The following aspects of a multi-sectoral approach are assessed:

• How was multi-sectoral integration facilitated in carrying out the operations of LAG • How did the multi-sectoral approach contribute to development of integrated LDS • • How did the multi-sectoral approach contribute to the ability of local actors to integrate additional aspects into projects/actions ( environmental, social, demographic, cultural or gender aspects).

During the LDS preparatory phase, Keda LAG carried out several activities that respond to multi-sectoral approach:

Carrying out multidisciplinary studies; Ensuring engagement of all social groups, especially youth and women, in community development processes;

LDS implementation.

The management council, together with the sectoral groups of the general assembly optimized priorities and include: 34 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Development of climate-smart agriculture; Protection of the environment, management of natural resources and disaster risk reduction; Facilitation of youth and women engagement. ;

Multi –sectoral approach is more obvious in the development goals set by LDS, as well as clearly integrating aspect of cross-cutting directions:

• Development goal: Development of agricultural value chain in Keda municipality • Keda municipality • Development goal: Keda municipality is a desirable and attractive place for young people. • Development goal: Keda – green region • Development goal: Improve the quality of life in Keda Municipality

It is also evident from the fact that each development goal and measure, implies diverse group of stakeholders. For example:

Stakeholders:

• Government of Ajara Autonomous Republic • National Tourism Agency • Department of Tourism and Resorts of Ajara Autonomous Republic • Keda Municipality City Hall • Private business • • Representatives of large scale businesses

It is also evident from interviews carried out with LAG members and local stakeholders, that multi-sectoral approach and environmental, social, demographic, cultural or gender aspects were highlighted not only in LDS but also via public events and even grant support scheme, where projects responding to above mentioned aspects were scored higher and prioritized.

Conclusions

KEDA LAG explore and address via LDS the needs and opportunities of the area in an integrated way to achieve the desired common goals. Objectives and actions are linked and coordinate as a coherent whole.

Recommendations

study for multi-sectoral approach practices.

Addressee: LAG managers with CENN Consortium Policy and Management Consulting Group (PMCG) / FINAL REPORT 35

EQ6.1 Did innovation (in economic, social or environmental form) occur due to the activities of the LAG?

Interpretation of the question

Answer to the EQ according to the judgement criteria:

• The establishment of the LAG may have led to the occurrence of innovation from the social and economic point of view

Introduction of LEADER/CLLD approach itself presented as innovation and was underlined by the LAG stated by several respondents. Target communities behavioural change was named as one of the results of innovative character of LAG platform. “It made people aware of others problems, thinking for common needs and solutions. It made our society grow”

“Residents seem to be more organize within this platform, more motivated to cooperate for the development of community and all this is done in very well-organized manner” “LAG brought a special approach - raising awareness that it is possible for business, non-governmental

• social and environmental form

Grants manual developed by Keda LAG and respective proposal evaluation criterion, clearly describe preference to innovative practice, as technological, as well behavioural. All proposal submitted were screened and evaluated against criterion of: • If implementation of the project is related to modern technologies and innovations • If Women and / or young people, as well as people with disabilities are involved in the project • If project proposes positive results on the environment (use of methodology and technologies that reduce the negative impact on the environment)

Supported projects present innovations as in services, as well as technologies, but mostly respondent underlined innovative projects in agricultural and tourism sectors. “Innovation was one of the main priorities. For example: new glamping project. I couldn’t imagine it would be successful in Keda” states one respondent. 36 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Conclusions

As a result of LAG work, community led local development was introduce and promoted as innovative practice, as well as innovative services, technologies were supported via grant scheme.

Recommendations

character of local innovations and might stimulate more sectors.

Addressee: LAG managers

EQ6.2 Does the LAG bring new elements and solutions to the development of its territory?

Interpretation of the question

the previous one.

Answer to the EQ according to the judgement criteria:

• The establishment of the LAG may have led to the occurrence of innovation from the social and economic point of view

• various economic aspects (e.g. products, processes, services, organisation, etc.) as well as in social and environmental form

In addition to the answer to judgment criteria for EQ 6.1 we can say that from the interviews with LAG members and other stakeholder it was obvious that promotion of innovations was regarded as great value of LAG work. Even national level stakeholder named innovative project supported by LAG as unique not only for Keda but for whole Ajara AR.

“Tts obvious that innovation is a priority for Keda LAG. It is also obvious that more or less every project had some innovative aspect. Especially in agriculture, trout farm project, unique not only for KEDA but for whole Policy and Management Consulting Group (PMCG) / FINAL REPORT 37

As well as innovative approach of LEADER/CLLD was underlined by bringing new dynamics to local development: “No one expected the local people would decide what to do and we would decide on the projects together (in

Conclusions

The promotion of innovations is regarded by the LAG stakeholder as great added value of the LAG work. Even national level stakeholder named innovative project supported by LAG as unique, not only for Keda, but for whole Ajara AR.

Recommendations

The same recommendation made for the previous EQ is valid also in terms of LAG bringing new elements and solutions to the development of its territory

Addressee: LAG managers

actors, who would otherwise never have come together?

Interpretation of the question

would have had no propensity to come together and seek common approaches/solutions. The same apply for the involvement of vulnerable groups, women, groups with special needs, and other groups that have a lower propensity to participate in social initiatives.

Answer to the EQ according to the judgement criteria:

The question is of a very qualitative nature.

Perception toward role of LAG as a mediator and local actors trust toward LAG can be assessed from the 38 Policy and Management Consulting Group (PMCG) / FINAL REPORT

• LAG Management – respondents emphasized importance of mobilization of diverse sectoral actors,

a lot about each other’s problems.”

Its also noted that for strengthening the trust towards LAG tangible results of supported projects will be crucial. Majority of them are not yet fully operational, expected to be in nearest months.

• LAG members and other stakeholders – underline positively active engagement of wide range of local

“Problems are clearly stated and ways to solve them are innovative, many sectors and people are involved.” “I believe majority trust LAG, but there are still some business sectors who are waiting to see tangible results of supported projects.”

“I believe everyone trusts LAG and it serves us as partnership platform. Within the LAG and its supported projects, for example aquaculture cooperates now with wine producers, as well as producers cooperate with guesthouses. Its very important.“

As for the involvement of vulnerable and special target groups, all respondent underlined the fact that from the initial phase of community mobilization, special attention was paid to encourage all vulnerable groups engagement, a s well as women and youth WGs are integral part of LAG structure.

Conclusions

having a high degree of trust. This increased trust and reciprocal understanding have extended also to the relationship amongst the LAGs member and, in general within the Keda community.

Recommendations

In order to further strengthen positioning and trust of LAG it is obvious that some groups await tangible campaign of supported projects and showcase success stories or lessons learned.

Addressee: LAG managers Policy and Management Consulting Group (PMCG) / FINAL REPORT 39

EQ7.1 Does the co-operation go further than networking?

Interpretation of the question

This is essentially a closed question. The evaluators suggest to analyse also the quality of cooperation activities in terms of results produced

Answer to the EQ according to the judgement criteria:

• Planning or implementing cooperation projects with other organisations outside the LAG area • Result produced in the framework of cooperation projects

It is important to note that due to the “pilot” character of LEADER/CLLD implementation in Georgia and also in Keda, typical component of LEADER/CLLD “Inter-territorial and international cooperation” is not a separate measure under programming, but it is priority action measure in LAG Action Plan, set under objective of “organization development”:

• Partnership and cooperation project development with Austrian LAGs

development attempt were reported.

It was also shared that eligibility of Georgian LAGs as a LEADER platforms is questioned due to the pilot character of the approach and absence of national authority for authorization of LAGs.

Conclusions

challenges were faced.

Recommendations

With the assistance of Austrian partners Keda LAG can study this barriers more in depth, reinforce joint advocacy within the GALAG and even utilize international network for support in advocacy, for example ELARD.

Addressee: LAG managers with CENN Consortium 40 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ7.1 Does the co-operation go further than networking?

Interpretation of the question

This is essentially a closed question. The evaluators suggest to analyse also the quality of cooperation activities in terms of results produced

Answer to the EQ according to the judgement criteria:

• Planning or implementing cooperation projects with other organisations outside the LAG area • Result produced in the framework of cooperation projects

• Partnership and cooperation project development with Austrian LAGs

development attempt were reported.

It was also shared that eligibility of Georgian LAGs as a LEADER platforms is questioned due to the pilot character of the approach and absence of national authority for authorization of LAGs.

Conclusions

challenges were faced.

Recommendations

Addressee: LAG managers with CENN Consortium Policy and Management Consulting Group (PMCG) / FINAL REPORT 41

b. Process evaluation questions

EQ8.1 Was the LDS elaboration carried out through an integrated and multi sectoral area based bottom up process taking into consideration local needs and potential?

Interpretation of the question

The question relates to the elaboration process and the contents of the Keda LDS. In particular, this EQ is intended to focus on how local needs and potential were considered in LDS elaboration. This implies that an assessment of local needs and potential was carried out with the involvement of the stakeholders representing word animation we intend the capacity of the “promoters” to activate the local endogenous resources and to stimulate the active participation of the largest possible group of potential LAG’s members.

Answer to the EQ according to the judgement criteria:

• Capacity of the “promoters” to understand the local situation and produce a strategy for the promotion of the LEADER principles in Keda

Since its inception the project has carried out studies and analysis to understand the local situation and to identify the priority directions for the LDS in a participatory manner. A total of 4 meetings with LAG members took place to identify the priority directions for the LDS. The outcome priority areas.

CENN developed studies for the territorial analysis of Keda Municipality including: 2. environmental and natural resources assessment; 3. cultural heritage; and 4. assessment of socioeconomic conditions and human capital of Keda municipality.

the Keda Local Development Strategy. The study was carried out through an intensive consultative process that a series of meetings held in the period 2-10 July with a total of 160 stakeholders that provided comments and feedback during a series of 10 workshops.

42 Policy and Management Consulting Group (PMCG) / FINAL REPORT

In June 2018 the thematic WGs presented to the Board the output of the regional analysis. As a result of this Keda LDS was prepared.

The local population seems to have acquired a good understanding of the key characteristics of LEADER and

• Level and quality of local population participation in the elaboration of the LDS According through the information acquired directly through the interviews and from the reports, the level of participation of the local population has been quite high in terms of number of participants and quality of their participation.

Conclusions

Although the process of LDS elaboration has been promoted through an external input provided by the partners of the Consortium led by CENN, the local population is actively and pro-actively participated to it. Also, the LAG managers seems to have got ownership of this approach and are ready to update the LDS through a process of continuous monitoring of the evolution of the local needs and available resources.

Recommendations

As mentioned in the answer to EQ 4.1 and 4.2, the assessment of the area needs should become an on-going exercise to be carried out at regular intervals. The LAG structure should acquire the capacity to listen and understand the instances of the territory through a structured consultation process. This capacity building process should be a central task to be carried out by the CENN Consortium in the last part of the project.

Addressee: LAG managers Policy and Management Consulting Group (PMCG) / FINAL REPORT 43

EQ8.2 Did the preparation of the strategy actively involve a representative cross-section of the local community and is this process in turn described in the LDS itself?

Interpretation of the question

This question, like the previous one, relates to the elaboration process and the contents of the Keda LDS. In particular, this EQ relates to the active involvement of a representative cross-section of the local population in the preparation of the strategy.

Answer to the EQ according to the judgement criteria:

• Capacity of the promoters” to understand the local situation and produce a roadmap for the promotion of the LEADER principles in Keda in view to involve the largest possible section of the local community

Starting from July 26, 2017, CENN together with its local partner in Ajara region - Institute of Democracy (IoD), began active community mobilization process that covered all 64 villages of Keda municipality. groups, farmers, cooperatives, members of so called AMAGs, representatives from educational institutions, enterprises, local authorities, women, youth and vulnerable groups. During the meetings, the issues of mutual interest and challenges for local development were discussed. During 14-23 August 2017, CENN and IoD conducted information meetings for particular target groups from were conducted with representatives from: Keda local authorities, Keda municipality Culture House, Women Room and active women groups, Mtirala National Park Administration and AMAGs’. These groups were informed about the project and the LEADER approach -a European model for rural development. The objective was also to keep these groups mobilized and plan modalities of future cooperation and possible As a result 310 community representatives expressed their willingness to be involved in Local Action Group (LAG) of Keda Municipality;

CENN with its partner organizations - Institute of Democracy (IoD) and Centre for Strategic Research and Development of Georgia (CSRDG) developed studies for the territorial analysis of Keda Municipality including issues related to: • environmental and natural resources assessment; • climate change; • business and rural economic development opportunities; • cultural heritage; and • assessment of socioeconomic conditions and human capital of Keda municipality. 44 Policy and Management Consulting Group (PMCG) / FINAL REPORT

• Level and quality of local population participation and involvement in the elaboration of the LDS (same as EQ1.1)

During July 2 – 10, 2018 up to 160 local stakeholders, including 146 members from 9 communities, 10 representatives of the LAG Board and the Mayor of Keda, attended 10 workshops and a meeting to obtain

The workshops and the meeting (10-12 participants attended each workshop) were implemented by CSRDG. Each workshop included presentation of the study results and obtaining local stakeholders feedback for

Study combines the results of desk research, qualitative (in-depth interviews and focus groups) study and groups were involved via qualitative and 292 via quantitative methods in the study. The results of human capital analysis became basis during elaborating Local Development Strategy of Keda municipality.

During 19-20 July 2018, Institute of Democracy, CENN and the Board of Keda LAG held meetings with sectoral / Development Strategy (LDS) and its strategic directions.

• Completeness of the description in the LDS of the a-m process

Animation process in LDS is described under the “methodology” chapter, where main principles and stages of consultative process is presented.

As for the question if LDS addresses most of the priority needs of the community according to their priority, majority of respondent agree that it completely addresses the needs and sets clear and relevant priorities.

Conclusions

Preparation of the Keda LAG LDS actively involved a representative cross-section of the local community and

Recommendations

As per recommendation from LEADER toolkit - Guidance on design and implementation of LDS: “The LDS should therefore provide details of this overall process of bottom up involvement and community and stakeholder consultation. This should be evidenced by explaining what was done, who was involved, how and the extent of their involvement. “ It would strengthen Keda LDS to present more quantitative data form animation process in LDS itself.

Addressee: LAG managers Policy and Management Consulting Group (PMCG) / FINAL REPORT 45

Interpretation of the question

This question, relates to the compliance of the LDS content with the minimum requirements.

with the LEADER guidelines). Besides the compliance with the minimum requirements, the overall quality possible improvements

Answer to the EQ according to the judgement criteria:

The judgement criteria presented in the ToR are the followings

• the population which it addresses

Keda LDS- Comprehensive description of area is presented in LDS, as well as population covered.

• An analysis of the development needs and potential of the area including an analysis of strengths, weaknesses, opportunities and threats

LEADER Toolkit guidance - The local context, socio economic and environmental, SWOT analysis (strengths, weaknesses, opportunities and threats)

Keda LDS- comprehensive analysis on following topics: Social and economic state of the population of Keda municipality; Available infrastructure and infrastructural needs of Keda municipality; The level of organizational development (availability of the bodies of self-governance, NGOs, formal and informal community groups, experience in community mobilization and development, etc.): Local interests and interest groups.

And SWOT analysis of priority directions

• A description of the strategy and its objectives, a description of the integrated and innovative character of the strategy and a hierarchy of objectives, including clear and measurable targets for outputs or results. The strategy shall be coherent with the relevant programmes 46 Policy and Management Consulting Group (PMCG) / FINAL REPORT

LEADER Toolkit guidance: LDS intervention logic, aims, objectives and rationale, The intervention logic, SMART objectives, Horizontal objectives: a) Equal opportunities b) Environmental sustainability, Innovation, Cooperation

Keda LDS- respond to all listed content, apart from objectives being following SMART principle, as well as “Cooperation” is not set as objective under the framework of Regional Development Project Planning

• A description of the process of community involvement in the development of the strategy LEADER Toolkit guidance:The LDS should therefore provide details of this overall process of bottom up involvement and community and stakeholder consultation

Keda LDS- Animation process in LDS is described under the “methodology” chapter, where main principles and stages of consultative process is presented.

• An action plan demonstrating how objectives are translated into actions LEADER Toolkit guidance: Once the overall intervention logic for the LDS and the headline or global what the LDS will seek to achieve in pursuing these objectives. The LDS should ideally group types of activity together in a logical manner, e.g. by themes to form coherent packages rather than as individual actions.

Keda LDS – present logical linkage from Development Goals, to Aim of the Action, its general indicator, objectives and potential activities under objectives, including relevant stakeholders for each goal.

• A description of the management and monitoring arrangements of the strategy demonstrating arrangements for evaluation

LEADER Toolkit guidance:LDS implementation structure and process, LAG structure, roles and procedures, Decision-making, Complementarity and working with others , Procedures for project and operational resources, Training and development, Monitoring and evaluation

and operational resources;

development and selection, - is a comprehensive separate document “Grant Manual”, or LAG structure, roles and procedures, Decision-making, is cover by Charter of Keda LAG and internal operational manuals.

• LEADER Toolkit guidance: The proposed overall budget for the LDS. • A description of the sources from which LAG activities are to be funded i.e.:

Keda LDS – due to the pilot character of LEADER project in Keda, CENN is a budget holder and thus LDS is Policy and Management Consulting Group (PMCG) / FINAL REPORT 47

Conclusions

Recommendations

Possible improvement areas could be: reformulating objectives in compliance with SMART principles, that in

Addressee: LAG managers with the support of the CENN Consortium

Interpretation of the question

strategy.

Answer to the EQ according to the judgement criteria:

• The comment on the animation activities has been already provided in answering several EQs

• been already provided in answering several EQs

• needs

The process leading to the general agreement on the prioritisation of the need was carried out through a consultative inclusive approach. According to the results of the interview none of the respondents has felt to be excluded or felt unheard and not considered 48 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Conclusions

according to their priority. The selection criteria for the projects submitted under the calls for proposal have

Recommendations

In order to monitor the relevance of the LDs in a changing scenario, alike for the answer to the previous EQ, also in this case it is suggested that possible improvement areas could be: reformulating objectives in LDS implementation monitoring plan.

Addressee: LAG managers with the support of the CENN Consortium

EQ8.5 Does the LDS include innovation?

Text for ToR: “With innovation to be understood as the emergence of new products and services which incorporate the distinctiveness of the local area; new methods permitting the of indigenous potential; the combination of and links between economic sectors which are traditionally separate; original forms of organization and involvement of the local population in the decision-making process and in implementing the project”

Interpretation of the question

The concept of “innovation” encompasses aspects of economic, social, environmental, organizational and marketing characteristics. The present question aims at assessing whether the concept of innovation, in its broadest sense, is considered in the LDS and innovation is included, directly or indirectly, in to be achieved in the implementation of the Keda LDS.

While considering “innovation” also new forms of organization and involvement of the local population in the decision-making process and in implementing the project, the same presence of LAG and the correct implementation of the LEADER principles may be considered as a form of innovation in itself. Policy and Management Consulting Group (PMCG) / FINAL REPORT 49

Answer to the EQ according to the judgement criteria:

• Which type/s of innovation, if any, has been considered to be perceived in the Keda LDS

Keda LDS is promoting innovation via objective that are aimed at innovative practices, or via possible measures/ activities described under the framework of each objective. For example: Objective 3 Branding and promotion

• The strategy to achieve innovation is attainable and sustainable in the local conditions

Calls for proposals and related promotional materials always included “introduction of innovation” as a criteria for selection of proposed projects, even highlighting what will be considered as innovation criterion and that additional 10 points will be granted for such proposals during evaluation.

• Assessing whether the introduction of the LEADER principles is perceived as a form of innovation by the local community

Same as answer to EQ 6.1

Conclusions

led development.

Recommendations

number and quality of innovative project supported, but also carry out analysis of wider communities’ perception about LEADER/CLLD approach itself and its innovative character for the area.

Addressee: LAG managers 50 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ8.6 Was the project selection process transparent and equally accessible to everybody in the LAG area?

Interpretation of the question

The projects selection process is generally referred to the call for applications and the related criteria. They should also consider the gender, age and social aspects. The evaluators intend to assess also if barriers to participate to the LAG as members and non-members may exist. The latter may by just perceived barriers that impede people to candidate themselves or participate to LAG initiatives. Although transparency and accessibility are granted on paper, there may exist psychological or just immaterial

Answer to the EQ according to the judgement criteria:

The judgement criteria presented in the ToR are the followings

• Selection criteria do not exclude a priori or create barriers to eligible potential applicants to apply, including LAG members and non-members

An ad-hoc selection committee was set up for each of the three calls. These were composed of LAG managers, the CENN Consortium. The selection criteria were previously agreed and communicated to the potential applicants in a fair and transparent way and, according to the people interviewed, useful capacity building activities were made available to applicants to help them preparing the projects.

• Membership criteria do not exclude a priori or create barriers to LAG potential participants to apply for membership

Participation to the calls was open to all Georgian and EU citizens and organisations who wanted to implement a project in the Keda LAG territory.

• Objective and perceived transparency and accountability of the selection process used in the calls for application, including LAG members and non-members

who were not selected was very synthetic. Applicants who were not selected only received a short SMS to inform them that their project was not selected.

• Perceived transparency and accountability of the selection process used in the calls for application

According to all the interviewees the selection process was very transparent and clear. No one mentioned barriers or perceived obstacles excluding to potential applicants to participate to the calls. Policy and Management Consulting Group (PMCG) / FINAL REPORT 51

Conclusions

The project selection process was carried out following the principles of compliance with the EU tender rules, transparency and accountability. Also the applicants perceived it this way and only in few cases, excluded applicants complained.

Recommendations

In order to improve the perceived transparency of the selection process a more detailed information for the reasons of exclusion could be given to non-selected applicants

Addressee: LAG managers

EQ9.1 How was the implementation of the LDS facilitated?

Interpretation of the question

The question relates to the support provided by the technical assistance team of CENN in facilitating the implementation of the Keda LDS. The evaluators ha interpreted the question in the broadest sense and propose the reformulation of the question as follows: “How the technical assistance provided has facilitate the setting up of the LEADER approach in the Keda local community from the establishment of the local LAG and the implementation of the Keda LDS”

Answer to the EQ according to the judgement criteria:

• Capacity of the “promoters” to understand the local situation and produce a strategy for the promotion of the LEADER principles in Keda

The Consortium led by CENN demonstrated a good knowledge of the local social and economic settings of the to the coverage of the whole territory, population and interest groups

• Capacity of the technical assistance to activate the local endogenous resources (capital, human, natural, cultural, etc.) resulting in better use of local potentials.

According to the opinion of the interviewees, the mobilization activities gave a strong input in the mobilization of the human resources. In particular, this resulted in the emancipation of the women and, in turn, in the mobilization a resource, previously underutilized that demonstrated a strong entrepreneurial capacity.

•

The participation has always been high with 306, 174 and 117 project ideas presented to the three calls 52 Policy and Management Consulting Group (PMCG) / FINAL REPORT

• High quality of the project presented for selection

A total of 28 and 22 projects, out of 306 and 174 project ideas presented (respectively 9,2% and 13,7%), were available yet. An increase of 4,6% of the successful application may indicate that the quality of the projects is

• Detailed Action Plan for LDS implementation

A detailed Action Plan has been prepared and it covers the period until the end of the EU funded project.

Conclusions

The technical assistance provided by the Consortium led by CENN was instrumental for the setting up of the LEADER approach in the Keda local community from the establishment of the local LAG to the implementation of the Keda LDS.

Recommendations

The work of the technical assistance now should focus, as much as possible, on the follow-up of the project activities. This would mean mostly empowering the LAG’s decision making structure and transfer to them the full ownership and responsibility of the future LAG’s activities

Addressee: CENN Consortium Policy and Management Consulting Group (PMCG) / FINAL REPORT 53

EQ9.2 How were the LDS indicators set?

Interpretation of the question

In our view, this question refers to both the process of the LDS indicator setting and the quality of the indicators set. In order to answer to this question the evaluator will analyse the intervention logic leading from the quantitative level of achievement of each objective. Each LDS should have result, output and impact indicators

Answer to the EQ according to the judgement criteria:

• Review of the intervention logic and relationship between objectives and indicators

Preliminary indicators related to the general objectives of the LDS have been set. The work on the indicators is

• Analyse the indicators according the S.M.A.R.T. criteria: • • Measurability • Attainability • Relevant • Time-bound and Trackable

This criterion is not applicable at the moment because the work on the indicator is still in progress

Conclusions

objective related, result and target indicator is still in progress

Recommendations

Measurable, Attainable, Relevant and Time-bound) 54 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Addressee: LAG manager with the support of the CENN Consortium

EQ9.3 Was the project monitoring and reporting conducted in line with the overall goal achievement of the LDS?

Interpretation of the question

The evaluators’ interpretation of this question goes in the direction of making a correlation between the actual monitoring and reporting system with the intervention logic of the LDS. This means that there is the need to assess whether the set of indicators used for the monitoring and reporting functions is relevant with the set of objectives that the LDS intends to achieve. At the same time, the question asks also to assess how the monitoring and reporting system has been implemented and if it has supported the management of the LDS in terms of better informed decision making.

Answer to the EQ according to the judgement criteria:

• Relevance and compliance of the indicators used for the monitoring and reporting function with the intervention logic and the set of indicators to measure the LDS achievements

The work on the indicators is underway and not completed, therefore no assessment is possible on their

• Relevance and compliance of the indicators used for the monitoring and reporting function with the set of indicators to measure the LDS impact (overall goal)

At the moment the indicators cannot be used to measure the LDS impact Policy and Management Consulting Group (PMCG) / FINAL REPORT 55

Conclusions

The work on the indicator is underway and it is too early to draw conclusions on this subject

Recommendations

It is urgent to complete the work on the indicators and to implement LAG managers capacity development activities on this subject.

Addressee: LAG manager with the support of the CENN Consortium 56 Policy and Management Consulting Group (PMCG) / FINAL REPORT

6. CONCLUSIONS

EVALUATION QUESTIONS RELATED CONCLUSION

EQ1.1 Do the local actors participate in decision- The composition of the Consortium of companies making about the strategy and in the selection of led by CENN has demonstrated to have the right mix of competence, skills and knowledge of the local situation. The proposed open and inclusive methodology has led to the promotion of an active involvement of a large share of the local population and public and private organisations.

EQ1.2 Does the involvement of local actors include The composition of the Keda LAG includes a large the population at large, economic and social share of the local population and organisations. It is interest groups including women, groups with also quite balanced between individuals, economic special needs, and other groups that are socially and social interest groups, including women and less active and representative public and private youth, and representatives of public and private institutions. Other vulnerable groups and the organisation supporting them are less represented

The LAG geographical boundaries were given in the geographic borders, which don’t have to follow call for proposal won by the CENN led Consortium the administrative borders (perhaps rather the and coincide with the administrative borders of the Keda Municipality and the LAG cover the whole Keda territory.

The concept of “area chosen” should be replace coherence and critical mass in terms of human, with the words “given area”. This area is rather coherent and homogenous and it encompasses a critical mass in terms of human resource.

At this stage, it is too early to assess the viability of resources for reasons like: LEADER and CLLD represent completely novel approaches to local development for Georgia, it is a pilot exercise and Policy and Management Consulting Group (PMCG) / FINAL REPORT 57

EQ3.1 Does the Local Action Group (LAG) associate The LAG partnership is balance in terms of number and participation of public and private partners. making structures thanks due pre-established quotas. None of the partner has a dominating role.

EQ3.2 Is it well-balanced and representative of The LAG partnership is well-balanced and the existing local interest groups drawn from the representative of the existing local interest groups the area.

Legal status of Keda LAG is “Non-Entrepreneurial share of partners, women, youth, structure of (non-commercial) legal entity” that enables governing body, thematic units and directions) LAG to adopt smoot administrative procedures and comply with legislation. Charter and other operational documents clearly state organizational goal, roles and responsibilities, as well as enables LAG to have standardized HR policy. At local level and national this form is suitable but hinders some challenges in operation internationally – especially under the framework of “cooperation” component of EU LEADER/CLLD mechanisms.

EQ3.4 Are the local actors encouraged to adopt Local actors report satisfaction with the process of a systematic view on problems, potentials and needs analysis and strategic planning, especially with the system that involved wide range of sectors, institutions and individual resident. It is obvious that everyone expects that new LDS will be developed so they see a big value in the process.

EQ3.5 Is there a branding strategy that can act as a There is a strong feeling of “Brand” as multi-sectoral powerful lever to bring actors within one sector, but platform who represents wide range of local actors and jointly speaks an acts.

EQ4.1 Have the area needs been appropriately The area needs have been appropriately assessed through a series of socio-economic studies that have been validated through a constructive dialog with the local stakeholders

EQ4.2 Are the actions and projects contained The intervention logic proposed in the LDS is in local strategies linked and coordinated as a appear to contribute synergistically to the overall strategy.

The preliminary analysis of the set of projects the LDS. 58 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EVALUATION QUESTIONS RELATED CONCLUSION

EQ5.1 Have networking activities been undertaken Keda LAG has participated in number of networking activities as at the local, as well at regional and international level. LAG also supported some sectoral and interest groups, like women entrepreneurs to participate in relevant networking events.

EQ5.2 Is networking a means of transferring Keda LAG is using various networking platforms good practice, of disseminating innovation and and opportunities to establish partnerships and building on the lessons learned from local rural facilitate knowledge sharing at all levels. Especially important is utilizing resources of GALAG, as national level knowledge sharing and networking platform, as well as cooperation with ELARD.

EQ5.3 Does Networking forge links between people, projects and rural areas and help overcome the actors as at regional level, to represent their interest and share knowledge, as well as at national level with other LEADER/CLLD implementers on joint

EQ5.4 Does networking stimulate co-operation, Networking greatly stimulated cooperation initiatives and majority of them were at national or regional level, but international level needs further support and context analysis.

EQ5.5 and 5.6 - Did the activities and thematic KEDA LAG explore and address via LDS the needs networks of actors bring forth new appreciation of and opportunities of the area in an integrated way the interrelationships and reciprocities between to achieve the desired common goals. Objectives and actions are linked and coordinate as a coherent whole.

EQ6.1 Did innovation (in economic, social or As a result of LAG work, community led local environmental form) occur due to the activities of development was introduce and promoted as innovative practice, as well as innovative services, technologies were supported via grant scheme.

EQ6.2 Does the LAG bring new elements and The promotion of innovations is regarded by the LAG stakeholder as great added value of the LAG work. Even national level stakeholder named innovative project supported by LAG as unique, not only for Keda, but for whole Ajara AR. Policy and Management Consulting Group (PMCG) / FINAL REPORT 59

as having a high degree of trust. This increased trust and reciprocal understanding have extended also to the relationship amongst the LAGs member and, in general within the Keda community.

EQ7.1 Does the co-operation go further than attempt for international cooperation, but some legal challenges were faced.

EQ8.1 Was the LDS elaboration carried out through Although the process of LDS elaboration has been an integrated and multi sectoral area based bottom promoted through an external input provided up process taking into consideration local needs by the partners of the Consortium led by CENN, the local population is actively and pro-actively participated to it. Also, the LAG managers seem to have got ownership of this approach and are ready to update the LDS through a process of continuous monitoring of the evolution of the local needs and available resources.

EQ8.2 Did the preparation of the strategy actively Preparation of the Keda LAG LDS actively involved a involve a representative cross-section of the local representative cross-section of the local community community and is this process in turn described in

EQ8.3 How the strategy corresponds to the Keda LDS content is in compliance with the national context.

The Keda LDS is coherent in as far as the hierarchy

Keda LDS includes and promotes innovation, as in locally led development.

EQ8.6 - Was the project selection process The project selection process was carried out transparent and equally accessible to everybody in following the principles of compliance with the EU tender rules, transparency and accountability. Also, the applicants perceived it this way and only in few cases, excluded applicants complained. 60 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EVALUATION QUESTIONS RELATED CONCLUSION

EQ9.1 How was the implementation of the LDS The technical assistance provided by the Consortium led by CENN was instrumental for the setting up of the LEADER approach in the Keda local community from the establishment of the local LAG to the implementation of the Keda LDS.

Conclusions on the LDS indicators cannot be assessed at the moment because the work on the indicator is still in progress

EQ9.3 Was the project monitoring and reporting The work on the indicator is underway and it is too conducted in line with the overall goal achievement early to draw conclusions on this subject Policy and Management Consulting Group (PMCG) / FINAL REPORT 61

7. RECOMMENDATIONS

EQ1.1 DO THE LOCAL ACTORS PARTICIPATE IN DECISION-MAKING ABOUT THE STRATEGY AND IN THE SELECTION OF THE PRIORITIES TO BE PURSUED IN THEIR LOCAL AREA?

Recommendations Addressee:

The last part of the project will be crucial for the CENN consortium full transfer of ownership of the LAG to the local partners. This process has already started and the LAG has got the support and the endorsement of the national and local authorities. In order to ensure a smooth transition, it is recommended that a thorough analysis will be carried out to assess the possible further capacity development needs of the structures.

EQ1.2 DOES THE INVOLVEMENT OF LOCAL ACTORS INCLUDE THE POPULATION AT LARGE, ECONOMIC AND SOCIAL INTEREST GROUPS INCLUDING WOMEN, GROUPS WITH SPECIAL NEEDS, AND OTHER GROUPS THAT ARE SOCIALLY LESS ACTIVE AND REPRESENTATIVE PUBLIC AND PRIVATE INSTITUTIONS?

Recommendations Addressee:

LAG managers vulnerable groups and the organisations supporting them, including: people with disabilities, elder, etc. that seems to be rather under-represented at the moment.

EQ2.1 DOES THE LEADER AREA HAVE CLEARLY DEFINED GEOGRAPHIC BORDERS, WHICH DON’T HAVE TO FOLLOW THE ADMINISTRATIVE BORDERS (PERHAPS RATHER THE FUNCTIONAL ONES)?

Recommendations Addressee:

In view of enhancing the LDS viability and LAG managers and Ajara A/R Authorities sustainability, it is worth considering the possibility to extend the present LAG boundaries beyond the administrative borders of the Keda Municipality to include neighbouring territories with similar territorial and socio-economics features 62 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ2.2 DOES THE AREA CHOSEN HAVE SUFFICIENT COHERENCE AND CRITICAL MASS IN TERMS OF HUMAN, FINANCIAL AND ECONOMIC RESOURCES TO SUPPORT A VIABLE LOCAL DEVELOPMENT STRATEGY?

Recommendations Addressee:

Authorities in charge for designing rural MEPA and other line Ministries in charge for rural development policies, should start thinking how development the LAG can become sustainable structures. implemented in various regions of Georgia, it is recommended that these initiatives would be a single umbrella project with a dedicated budget line the RDS AP. This could be organised as a joint initiative of the Ministry of Environmental Protection and Agriculture and the Ministry of Regional Development and Infrastructure.

EQ3.1 DOES THE LOCAL ACTION GROUP (LAG) ASSOCIATE PUBLIC AND PRIVATE PARTNERS?

Recommendations

in relation to the LAG private-public partnership

Addressee: N/A

EQ3.2 IS IT WELL-BALANCED AND REPRESENTATIVE OF THE EXISTING LOCAL INTEREST GROUPS DRAWN FROM THE DIFFERENT SOCIO-ECONOMIC SECTORS IN THE AREA?

Recommendations Addressee:

The enlargement of the partnership basis should LAG managers posed to try to involve more organisations of the civil society especially those that are working on the less represented groups related topics (e.g. disabled people). Policy and Management Consulting Group (PMCG) / FINAL REPORT 63

EQ3.3 WHAT IS THE LEGAL STATUS OF LAG? (REGISTRATION, SHARE OF PARTNERS, WOMEN, YOUTH, STRUCTURE OF GOVERNING BODY, THEMATIC UNITS AND DIRECTIONS)

Recommendations Addressee:

Explore legislative regulations and possible LAG managers solutions for international cooperation mechanism eligibility.

EQ3.4 ARE THE LOCAL ACTORS ENCOURAGED TO ADOPT A SYSTEMATIC VIEW ON PROBLEMS, POTENTIALS AND SOLUTION PATHS?

Recommendations Addressee:

To increase LAGs capacity in technical aspects of LAG managers with the support of CENN Consortium will stay locally and will ensure sustainability of Addressees: LAG managers with the support of CENN Consortium

EQ3.5 IS THERE A BRANDING STRATEGY THAT CAN ACT AS A POWERFUL LEVER TO BRING ACTORS WITHIN ONE SECTOR, BUT ALSO ACROSS SECTORS, TOGETHER?

Recommendations Addressee:

Would be good to have short communication LAG managers strategy/plan for LAG in order to enable them to have stronger systemized massaging while communicating at national or international level.

EQ4.1 HAVE THE AREA NEEDS BEEN APPROPRIATELY ASSESSED AND ARE THEY TRANSPARENT IN THE LDS?

Recommendations

The assessment of the area needs should be organised as an on-going exercise. The Lag structure should acquire the capacity to listen and understand the instances of the territory through a structured consultation process.

Addressee: LAG managers 64 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ4.2 ARE THE ACTIONS AND PROJECTS CONTAINED IN LOCAL STRATEGIES LINKED AND COORDINATED AS A COHERENT WHOLE?

Recommendations Addressee:

As mentioned in the previous recommendation, LAG managers since the assessment of the area need should be carried out as on-going exercise, also the objective should be subject to adjustments accordingly.

EQ5.1 HAVE NETWORKING ACTIVITIES BEEN UNDERTAKEN BY THE LAG?

Recommendations Addressee:

It will be useful for institutional memory and LAG managers with the support of CENN Consortium capacity building if Keda LAG will carry out analysis for future networking.

EQ5.2 IS NETWORKING A MEANS OF TRANSFERRING GOOD PRACTICE, OF DISSEMINATING INNOVATION AND BUILDING ON THE LESSONS LEARNED FROM LOCAL RURAL DEVELOPMENT?

Recommendations Addressee:

The same recommendation made for the previous LAG managers with the support of CENN Consortium EQ is valid also in terms of transferring good practice, of disseminating innovation and building on the lessons learned from local rural development

EQ5.3 DOES NETWORKING FORGE LINKS BETWEEN PEOPLE, PROJECTS AND RURAL AREAS AND HELP OVERCOME THE ISOLATION FACED BY SOME RURAL REGIONS?

Recommendations Addressee:

The same recommendation made for the previous LAG managers with the support of CENN Consortium EQ is valid also in terms of networking as a way to forge links between people, projects and rural areas and help overcome the isolation faced by some rural regions Policy and Management Consulting Group (PMCG) / FINAL REPORT 65

PROJECTS BETWEEN DIFFERENT SECTOR ACTORS?

Recommendations Addressee:

Keda LAG can produce case studies on cooperation LAG managers with the support of CENN Consortium actions, as well as plan and carry out advocacy campaign to overcome a barrier for eligibility for international LEADER/CLLD cooperation mechanism.

EQ5.5 AND 5.6 - DID THE ACTIVITIES AND THEMATIC NETWORKS OF ACTORS BRING FORTH NEW APPRECIATION OF THE INTERRELATIONSHIPS AND RECIPROCITIES BETWEEN THE PARTS AND THE WHOLE?

Recommendations Addressee:

LAG managers with the support of CENN Consortium approach, as well as promote it, LAG could develop a case study for multi-sectoral approach practices.

EQ6.1 DID INNOVATION (IN ECONOMIC, SOCIAL OR ENVIRONMENTAL FORM) OCCUR DUE TO THE ACTIVITIES OF THE LAG?

Recommendations Addressee:

If criteria for “innovation” in the context of Keda will LAG managers character of local innovations and might stimulate more sectors.

EQ6.2 DOES THE LAG BRING NEW ELEMENTS AND SOLUTIONS TO THE DEVELOPMENT OF ITS TERRITORY?

Recommendations Addressee:

The same recommendation made for the previous LAG managers EQ is valid also in terms of LAG bringing new elements and solutions to the development of its territory 66 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ6.3 DOES THE LAG AND ITS STAFF ACT AS AN HONEST BROKER BETWEEN DIFFERENT TYPES OF ACTORS, WHO WOULD OTHERWISE NEVER HAVE COME TOGETHER?

Recommendations Addressee:

In order to strengthen positioning and trust of LAG managers LAG it is obvious that some groups await tangible results/outcomes of supported projects. It will promotional campaign of supported projects and showcase success stories or lessons learned.

EQ7.1 DOES THE CO-OPERATION GO FURTHER THAN NETWORKING?

Recommendations Addressee:

With the assistance of Austrian partners Keda LAG LAG managers with the support of CENN Consortium can study these barriers more in depth, reinforce joint advocacy within the GALAG and even utilize international network for support in advocacy, for example ELARD.

EQ8.1 WAS THE LDS ELABORATION CARRIED OUT THROUGH AN INTEGRATED AND MULTI SECTORAL AREA-BASED BOTTOM UP PROCESS TAKING INTO CONSIDERATION LOCAL NEEDS AND POTENTIAL?

Recommendations Addressee:

As mentioned in the answer to EQ 4.1 and 4.2, the LAG managers assessment of the area needs should become an on- going exercise to be carried out at regular intervals. The LAG structure should acquire the capacity to listen and understand the instances of the territory through a structured consultation process. This capacity building process should be a central task to be carried out by the CENN Consortium in the last part of the project.

Addressee: LAG managers Policy and Management Consulting Group (PMCG) / FINAL REPORT 67

EQ8.2 DID THE PREPARATION OF THE STRATEGY ACTIVELY INVOLVE A REPRESENTATIVE CROSS-SECTION OF THE LOCAL COMMUNITY AND IS THIS PROCESS IN TURN DESCRIBED IN THE LDS ITSELF?

Recommendations Addressee:

As per recommendation from LEADER toolkit - LAG managers Guidance on design and implementation of LDS: “The LDS should therefore provide details of this overall process of bottom up involvement and community and stakeholder consultation. This should be evidenced by explaining what was done, who was involved, how and the extent of their involvement. “It would strengthen Keda LDS to present more quantitative data form animation process in LDS itself.

EQ8.3 HOW THE STRATEGY CORRESPONDS TO THE MINIMUM SPECIFIED CONTENT?

Recommendations Addressee:

Possible improvement areas could be reformulating LAG managers with the support of CENN Consortium objectives in compliance with SMART principles, that in turn would require development of more monitoring plan.

EQ8.4 ARE THE DIFFERENT OBJECTIVES OF THE LDS PRIORITIZED AND HOW?

Recommendations Addressee:

In order to monitor the relevance of the LDs in LAG managers with the support of CENN Consortium a changing scenario, alike for the answer to the previous EQ, also in this case it is suggested that possible improvement areas could be: reformulating objectives in compliance with SMART principles, that in turn would require development monitoring plan. 68 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQ8.5 DOES THE LDS INCLUDE INNOVATION?

Text for ToR: “With innovation to be understood as the emergence of new products and services which incorporate the distinctiveness of the local area; new methods permitting the combination of the area’s human, between economic sectors which are traditionally separate; original forms of organization and involvement of the local population in the decision-making process and in implementing the project”

Recommendations Addressee:

For analytical purpose, during the evaluation of LAG managers not only number and quality of innovative project supported, but also wider communities perception if LEADER/CLLD approach is innovative the area.

EQ8.6 - WAS THE PROJECT SELECTION PROCESS TRANSPARENT AND EQUALLY ACCESSIBLE TO EVERYBODY IN THE LAG AREA?

Recommendations Addressee:

In order to improve the perceived transparency of LAG managers the selection process a more detailed information for the reasons of exclusion could be given to non- selected applicants

EQ9.1 HOW WAS THE IMPLEMENTATION OF THE LDS FACILITATED?

Recommendations Addressee:

The work of the technical assistance now should CENN Consortium focus, as much as possible, on the follow-up of the project activities. This would mean mostly empowering the LAG’s decision-making structure and transfer to them the full ownership and responsibility of the future LAG’s activities

EQ9.2 HOW WERE THE LDS INDICATORS SET?

Recommendations Addressee:

There is an urgent need to review the work done on LAG managers with the support of the CENN Consortium Policy and Management Consulting Group (PMCG) / FINAL REPORT 69

EQ9.3 WAS THE PROJECT MONITORING AND REPORTING CONDUCTED IN LINE WITH THE OVERALL GOAL ACHIEVEMENT OF THE LDS?

Recommendations Addressee:

It is urgent to complete the work on the indicators LAG managers with the support of the CENN and to implement LAG managers capacity Consortium development activities on this subject. ANNEXES Annex 1. List of interviewees

ONLINE CONTACT N INTERVIEWEE ORGANIZATION DATE TIME EXPERT PLATFORM INFORMATION 1 Nino Gaprindashvili CENN 13/04/2020 2:00:00 (EST) Skype ninuca_013 Stefano Mussi

2 Bernd Schuh OIR 20/04/2020 15:00 (CET) Skype [email protected] Stefano Mussi

3 Zurab Tatanashvili CSRDG 21/04/2020 17:00 (EST) Skype zurabtat Stefano Mussi

4 Raul Tsintsadze Keda LAG 22/04/2020 20:00 (TB) Skype raul tsintsadze Salome Bakashvili

5 Soso Shervashidze Keda LAG 23/04.2020 16:00 (TB) FB Messenger Soso Shervashidze Salome Bakashvili

6 Vladimer Tebidze Keda LAG 23/04/2020 17:00 (TB) FB Messenger Jano Vladimer Salome Bakashvili Tebidze 7 Archil Partsvania MEPA 24/04/2020 15:00 (TB) FB messenger Archil Partsvania Salome Bakashvili

8 Nino Gaprindashvili CENN 25/04/2020 13:00 (TB) Skype ninuca_013 Salome Bakashvili

9 Levan Gorgiladze KEDA Mayor 25/04/2020 15:00 (TB) Skype levangorgiladze63@ Salome Bakashvili outlook.com 10 Giorgi Abuladze Keda LAG 26/04/2020 13:00(TB) FB Messenger Girogi Abuladze Salome Bakashvili

11 Mziuri Shavadze School teacher 26/04/2020 21:00 Tb phone 591719658 Salome Bakashvili

12 26/04/2020 15:00 Tb phone 577989948 Salome Bakashvili

13 Nona Gorgadze Lag member 26/04/2020 18:30 Tb phone 599379881 Salome Bakashvili Annex 2. Interview Guideline

Mid-Term Evaluation of the Keda Local Action Group (LAG) and LEADER process in Keda Municipality, Ajara AR

Questionnaire for LAG Managers

April 2020 72 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Introduction Policy and Management Consulting Group (PMCG) was contracted by Caucasus Environmental NGO Network (CENN) to conduct the Mid-term evaluation of the Keda Local Action Group (LAG) and LEADER process in Keda Municipality.

The objective of the evaluation is to review and analyse the activities and the results of the LAG and the LEADER process in Keda since its establishment and to provide conclusions and recommendation in view of improving the performance, the sustainability and the quality of services that the LAG is able to provide through the implementation of the LEADER principles.

In the framework of this analysis the evaluation team intends to complete the information already available through reports and administrative documents by collating information and opinions directly from the LAG stakeholders, including the LAG managers.

For this reason we are submitting the present questionnaire to you so that you can provide us your opinion in the most open and sincere way.

If any of the proposed question is not clear or fully understandable you can address a query to: Mrs Salome Bakashvili E-mail: [email protected] Phone: 597 97 48 68

IMPORTANT

The information that you are providing will be solely used for the purpose of the present evaluation. analysed only in aggregate form to be shared with individuals outside the evaluation team.

Thank you for cooperation! Policy and Management Consulting Group (PMCG) / FINAL REPORT 73

Questionnaire Questions on personal information:

Place of birth: Year of birth: Position/job: Employer: Gender: Level of education: Your role in the LAG: In which sector do you work: public ------Civil ------Private ------

General questions

EQs Question answer EQ 1.1 • none • just participated to meetings • brought in some ideas • formulated written proposal • promoted it towards others EQ 1.1 Do you think that people were able to express your • not at all • pretty well • very well • completely EQ 1.1 Have you participated to LDS preparatory • none • just participated to meetings • brought in some ideas • formulated proposal • promoted others’ participation EQ 1.2 Do you think that the LAG is able to represent the interests of the population at large and all • not at all • pretty well • very well • completely 74 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQs Question answer EQ 1.2 Do you think that the LAG is also capable to represent the interests of minorities, women, youth and elder • not at all • pretty well • very well • completely EQ 1.2 Do you feel that the LAG is capable to represent your personal interests and those of your social or economic group: • not at all • pretty well • very well • completely EQ 2.1 How and on the basis of which variables the Keda EQ 2.2. Overall coherence and critical mass in terms of EQ 2.2 Is there an analysis to assess when and how the KEDA LAG will be able to become a self-sustainable EQ 3.1 Is the composition of the LAG partnership balanced EQ 3.2 or there are senior and junior partners or “elite • Unbalanced • Quite unbalanced • Yes, pretty balanced • Yes, it is balanced EQ 3.1 Are the representatives of the existing local interest EQ 3.2 sectors in the area present in the composition of the • not at all • pretty well • very well • completely EQ 3.3 • Legislative requirement • sustainability • project requirement • none of the above EQ 3.3 How important is legal registration for LAG • not at all • quite important • very important Policy and Management Consulting Group (PMCG) / FINAL REPORT 75

EQs Question answer EQ 3.3 Is current legal status restricting LAGs operations/ • not at all • yes, in some areas EQ 3.3 Do you think that the LAG is able to represent the interests of the members within the internal • not at all • pretty well • very well • completely EQ 3.4 Are the objectives and action plan of LDS set for • only CENN project timeframe • Further then CENN project timeframe EQ 3.4 local resources EQ 3.4 Have LAG members changed behaviour in any way • No changes • Some changes EQ 3.5 Did LAG membership bring anything new in local EQ 3.5 Do you see any changes in coordination/cooperation EQ 4.1 How do you assess the level and quality of the participation of the local population in the • low • • high • enthusiastically high EQ 4.1 In your opinion, do you think that the area needs have been appropriately assessed and are they • not at all • pretty well • very well • completely EQ 4.1 In your opinion, do you think that the needs of the minorities, women, youth, elder groups have been appropriately assessed and are they transparent in • not at all • pretty well • very well • completely 76 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQs Question answer EQ 4.1 In your opinion, do you think that the need to preserve the environment and to combat the climate change have been appropriately assessed and are • not at all • pretty well • very well • completely EQ 4.2 Do you think that the actions and projects contained in LDS contribute synergistically to the pursuit of the • not at all • pretty well • very well EQ 5.1 Is networking important for Keda LAG and at what EQ 5.2 EQ 5.3 • Not at all • Somehow important • Very important at local level • Very important at all levels EQ 5.1 What is the goal/objective for networking for Keda EQ 5.2 EQ 5.3 EQ 5.1 Have you participated in any networking activity EQ 5.2 EQ 5.3 EQ 5.4 What was the outcome or follow up of networking EQ 5.5 Do you know of KEDA LAG plans of networking • not at all • pretty well EQ 5.6 In your opinion, do you think that the needs of • not at all • pretty well • very well • completely EQ 5.6 Does LDS integrate additional aspects into projects/ actions (environmental, social, demographic, cultural or gender aspects). • not at all • pretty well • very well • completely EQ 6.1 Was innovation prioritized at any stage of LAG EQ 6.1 Do you know of any innovative practices or projects Policy and Management Consulting Group (PMCG) / FINAL REPORT 77

EQs Question answer EQ 6.2 EQ 6.3 EQ 6.3 In your opinion, do all sectors/actors trust LAG and EQ 7.1 Did KEDA LAG implement any cooperation project EQ 7.2 EQ 7.1 EQ 7.2 county, international) EQ 8.1 Was the assessment of local needs and potentials carried out with the involvement of the stakeholders • not at all • pretty well • very well • completely EQ 8.1 Were the animation activities able to promote the active participation of the largest possible group of potential LAG’s members • not at all • pretty well • very well • completely EQ 8.2 In your opinion, did all interest, cultural, ethnic EQ 8.3 EQ 8.1 How do you rate the quality of the animation activities EQ 8.4 in terms of providing information and stimulating EQ 9.1 • • • good • excellent EQ 8.5 EQ 8.5 EQ 8.6 Was the project selection process transparent and • not transparent • • completely transparent EQ 9.2 EQ 9.2 Was the level of the indicator set through a • No, only by the management • Yes, through consultations 78 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQs Question answer EQ 9.3 Are monitoring and evaluation activities carried out EQ 9.3 Have you planned to introduce the self-evaluation of • not yet • probably soon • yes • already done EQ 9.3 Have you introduced amendments to the LDS due to • not at all • not yet • few time • yes, systematically Questionnaire for LAG Participants and Stakeholders

Mid-Term Evaluation of the Keda Local Action Group (LAG) and LEADER process in Keda Municipality, Ajara AR

Questionnaire for LAG Participants and Stakeholders

April 2020 80 Policy and Management Consulting Group (PMCG) / FINAL REPORT

For this reason we are submitting the present questionnaire to you so that you can provide us your opinion in the most open and sincere way.

If any of the proposed question is not clear or fully understandable you can address a query to: Mrs Salome Bakashvili E-mail: [email protected] Phone: 597 97 48 68

IMPORTANT

The information that you are providing will be solely used for the purpose of the present evaluation. analysed only in aggregate form to be shared with individuals outside the evaluation team.

Thank you for cooperation! Policy and Management Consulting Group (PMCG) / FINAL REPORT 81

Questionnaire Questions on personal information:

Place of birth: Year of birth: Position/job: Employer: Gender: Level of education: Your role in the LAG: In which sector do you work: public ------Civil ------Private ------

General questions

Relevant Question EQs answer

EQ 1.1 • none • just participated to meetings • brought in some ideas • formulated written proposal • promoted it towards others EQ 1.1 Do you think that people were able to express your • not at all • pretty well • very well • completely EQ 1.1 Have you participated to LDS preparatory • none • just participated to meetings • brought in some ideas • formulated proposal • promoted others’ participation EQ 1.2 Do you think that the LAG is also capable to represent the interests of minorities, women, youth and elder groups: • not at all • pretty well • very well • completely

Describe it… 82 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Relevant Question EQs answer EQ 1.2 Do you feel that the LAG is capable to represent your personal interests and those of your social or economic group: • not at all • pretty well • very well • completely EQ 3.1 Is the composition of the LAG partnership balanced EQ 3.2 or there are senior and junior partners or “elite • Unbalanced • Quite unbalanced • Yes, pretty balanced • Yes, it is balanced EQ 3.1 Are the representatives of the existing local interest EQ 3.2 sectors in the area present in the composition of the • not at all • pretty well • very well • completely EQ 3.3 Do you think that the LAG is able to represent the interests of the members within internal decision- • not at all • pretty well • very well • completely EQ 3.4 Are the objectives and action plan of LDS set for CENN project timeframe only or go further: • only CENN project timeframe • Further then CENN project timeframe

Describe it… EQ 3.4 local resources EQ 3.4 LAG partnership was established: • No changes • Some changes EQ 3.5 Did LAG membership bring anything new in local EQ 3.5 Do you see any changes in coordination/cooperation EQ 4.1 In your opinion, do you think that the area needs have been appropriately assessed and are they • not at all • pretty well • very well • completely Policy and Management Consulting Group (PMCG) / FINAL REPORT 83

Relevant Question EQs answer EQ 4.1 In your opinion, do you think that the needs of the minorities, women, youth, elder groups have been appropriately assessed and are they transparent in • not at all • pretty well • very well • completely EQ 4.1 Do you think that the actions and projects contained in LDS contribute synergistically to the pursuit of the • not at all • pretty well • very well • completely EQ 5.1 Is networking important for Keda LAG and at what EQ 5.2 EQ 5.3 • Not at all • Somehow important • Very important at local level • Very important at all levels EQ 5.1 What is the goal/objective for networking for Keda EQ 5.2 EQ 5.3 EQ 5.1 Did you participated in any networking activity and EQ 5.2 EQ 5.3 EQ 5.4 What was the outcome or follow up of networking EQ 5.5 Do you know of KEDA LAG plans of networking • not at all • pretty well EQ 5.6 In your opinion, do you think that the needs of • not at all • pretty well • very well • completely EQ 5.6 Does LDS integrate additional aspects into projects/ actions (environmental, social, demographic, cultural or gender aspects). • not at all • pretty well • very well • completely EQ 6.1 Was innovation prioritized at any stage of LAG 84 Policy and Management Consulting Group (PMCG) / FINAL REPORT

Relevant Question EQs answer EQ 6.1 Do you know of any innovative practices or projects EQ 6.2 EQ 6.3 EQ 6.3 In your opinion, do all sectors/actors trust LAG and EQ 8.1 Was the assessment of local needs and potentials carried out with the involvement of the stakeholders • not at all • pretty well • very well • completely EQ 8.1 Were the animation activities able to promote the EQ 9.1 active participation of the largest possible group of potential LAG’s members • not at all • pretty well • very well • completely EQ 8.2 In your opinion, did all interest, cultural, ethnic EQ 8.1 How do you rate the quality of the animation activities EQ 8.4 in terms of providing information and stimulating EQ 9.1 • • • good • excellent EQ 8.6 Was the project selection process transparent and • not transparent • • completely transparent EQ 9.2 Was the level of the indicator set through a • No, only by the management • Yes, through consultations Questionnaire for vulnerable groups, groups with special needs, and other groups that are socially less active

Mid-Term Evaluation of the Keda Local Action Group (LAG) and LEADER process in Keda Municipality, Ajara AR

Interview guidelines for vulnerable groups, groups with special needs, and other groups that are socially less active

April 2020 86 Policy and Management Consulting Group (PMCG) / FINAL REPORT

For this reason we are submitting the present questionnaire to you so that you can provide us your opinion in the most open and sincere way.

If any of the proposed question is not clear or fully understandable you can address a query to: Mrs Salome Bakashvili E-mail: [email protected] Phone: 597 97 48 68

IMPORTANT

The information that you are providing will be solely used for the purpose of the present evaluation. analysed only in aggregate form to be shared with individuals outside the evaluation team.

Thank you for cooperation! Policy and Management Consulting Group (PMCG) / FINAL REPORT 87

Questionnaire Questions on personal information:

Place of birth: Year of birth: Position/job: Employer: Gender: Level of education: Your role in the LAG: In which sector do you work: public ------Civil ------Private ------

General questions

EQs Question answer EQ 1.1 • none • just participated to meetings • brought in some ideas • formulated written proposal • promoted it towards others EQ 1.1 • not at all • pretty well • very well • completely EQ 1.1 • none • just participated to meetings • brought in some ideas • formulated proposal • promoted others’ participation EQ 1.2 Do you think that the LAG is able to represent the interests of the population at large and all economic • not at all • pretty well • very well • completely 88 Policy and Management Consulting Group (PMCG) / FINAL REPORT

EQs Question answer EQ 1.2 Do you think that the LAG is also capable to represent the interests of minorities, women, youth and elder groups: • not at all • pretty well • very well • completely EQ 3.1 Is the composition of the LAG partnership balanced EQ 3.2 or there are senior and junior partners or “elite • Unbalanced • Quite unbalanced • Yes, pretty balanced • Yes, it is balanced EQ 4.1 In your opinion, do you think that the needs of the minorities, women, youth, elder groups have been appropriately assessed and are they transparent in • not at all • pretty well • very well • completely EQ 5.1 Did you participate in any networking activity and EQ 5.2 EQ 5.3 EQ 5.6 In your opinion, do you think that the needs of • not at all • pretty well • very well • completely EQ 5.6 Does LDS integrate additional aspects into projects/ actions (environmental, social, demographic, cultural or gender aspects). • not at all • pretty well • very well • completely EQ 6.2 EQ 6.3 EQ 6.3 In your opinion, do all sectors/actors trust LAG and Policy and Management Consulting Group (PMCG) / FINAL REPORT 89

EQs Question answer EQ 8.1 Were the animation activities able to promote the EQ 9.1 active participation of the largest possible group of potential LAG’s members • not at all • pretty well • very well • completely EQ 8.6 Was the project selection process transparent and • not transparent • • completely transparent