SUMMARY

STRATEGY FOR CLLD (COMPULSORY ELEMENTS) font Times New Roman 12, space between the lines 1,15 1. LAG description: (no more than 3 pages) 1.1. Information about municipalities and populated areas, which fall within the LAG territory: - list of municipalities Municipality UCATTU 0803 encompassed by LAG; Municipality UCATTU 0812 - list of populated areas The populated areas on the territories encompassed by LAG are encompassed by LAG; 64 – two cities (the municipal centers of Balchik and town of General Toshevo) and 62 villages – 21 in and 41 in General Toshevo Municipality.

- number of residents on the The total number of the population on the territories territories encompassed by encompassed by LAG according to data from NSI as of 31 LAG. December 2016 is 33 470 people. 1.2. Map of the territory: The Balchik and General Toshevo Municipalities, comprising the territoriy of LAG Balchik-General Toshevoр are part of Region, North- eastern area of planning. Balchik Municipality is situated in the south eastern, while General Toshevo in the north eastern part of the region. The populated areas in the target territory are 64 – two (the municipal centers town of Balchik and town of General Toshevo) and 62 villages – 21 in Balchik municipality and 41 in General Toshevo municipality. More than half of the population (53%) lives in the towns, even though there are certain differences between the two municipalities– 58% of the population of Balchik municipality lives in the municipal center, while for General Toshevo municipality this share is 46%.

2. Description of the process of participation of the community in developing the strategy: (no more than 2 pages) 1

2.1. Description of the process – meetings held, seminars, conferences, trainings and public discussions): The development of the Strategy for CLLD /SCLLD/ for the territory of NPO Association “LAG Balchik – General Toshevo” is the result of the public – private partnership with Balchik municipality being the lead partner and the work of a team comprising the project coordinators for the preparatory works under submeasure 19.1, external experts who have provided consulting assistance, and later on by the work of the Collective Supreme and Collective Managing Body of NPOAssociation “LAG Balchik – General Toshevo”. The process of development of SCLLD was supported by the activities in the performance of Contract No. РД50-215/07.12.2015 for providing a grant with beneficiary Balchik municipality under submeasure 19.1. “Support for preparatory activities” of measure 19 “Community lead local development” of RDP for the period 2014-2020, co-financed by EAFRD.

2.2. Groups/sectors of stakeholders who have participated in the development of the strategy: The identified stakeholders (groups of stakeholders) from the target territory are, as follows (their abbreviation to be used in the attendance list and other documents is put in brackets): . AGRICULTURAL PRODUCERS (AP) . PROCESSING INDUSTRY (PI) . HOTEL AND RESTAURANT MANAGEMENT (HRM) . COMMERCE; REPAIR OF AUTOMOBILES AND MOTORCYCLES (CR) . CULTURAL INSTITUTIONS (CI) . OTHER STRUCTURES OF THE CIVIL SOCIETY (OS) . OTHER STAKEHOLDERS (OSH) . AUTHORITIES AND ADMINISTRATIONS OF THE LOCAL GOVERNANCE (AA) . LOCAL ACTION GROUP BALCHIK – GENERAL TOSHEVO (LAG) Representatives of the public, business and non-profit sector took part in the development of SCLLD (all sectors of stakeholders).

3. Description of the situation in the region as of the time of applying:

3.1. Analysis of the needs and the potential for development of the territory: See in the detailed verion of SCLLD

3.2. Identified groups of stakeholders on the territory of LAG: The identified groups of stakeholders on the territory of LAG have been described in detail in Appendix 22, Document 2, -“Analysis of the stakeholders” AGRICULTURAL PRODUCERS PROCESSING INDUSTRY HOTEL MANAGEMENT AND COMMERCE; REPAIR OF AUTOMOBILES AND MOTORCYLES CULTURAL INSTITUTIONS OTHER STRUCTURES OF THE CIVIL SOCIETY OTHER STAKEHOLDERS AUTHORITIES AND ADMINISTRATIONS OF THE LOCAL GOVERNANCE LOCAL ACTION GROUP BALCHIK – GENERAL TOSHEVO

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3.3. Analysis of the strengths and weaknesses, opportunities and threats: See the detailed SWOT analysis

3.4. Needs of the vulnerable and minority groups, if there are any: 1. The ethnic minorities, especially the Roma, have low educational and health status, low levels of economic activity and high levels of unemployment. They are at high risk of poverty and social exclusion – both financially and related to limited access to services. This requires improving the access (incl. price) to health services and social services in the community; providing qualificiation and employment to the Roma. 2. The people with disabilities and their relatives need improved access to social services in the community for people with disabilities – in order to increase the economic activity of the people with disabilities and their families, and also they need to develop social entrepreneurship. 4. The economically inactive and enemployed are at an increased risk of poverty and social exclusion. 5. Special efforts are needed to activate the population beyond working age economically, incl. by improving the health services and qualification and re-qualification courses adapted to their age, organization of the work process to take into account the age of the workers and employees, etc. 6. The elderly are exposed to risk of poverty and social exclusion, but not so much financially, as related to limited access to services. This requires to support the role of the cultural centers and senior clubs when providing cultural services, developing mobile libraries, but also improving the access (incl. price wise) for the elderly to health services and social services in the community. 7. The share of the population with higher and high education is low, high is the share of the population with elementary education and people who have not attended school. The bad educational structure points to the risk of poverty for a large part of the population from the target territory. 4. Goals of the strategy:

4.1. Goals of the strategy and priorities for developing the territory: Common objective 1. Using the potential of the target territory for economic development. Common objective 2. Improving the quality of life1 of the target territory. Territorial specific goal: Increasing the territorial competitiveness of the target territory With its three priorities: Priority 1. Increasing the competitiveness of the local economy and balance in the development of the economic activities. Priority 2. Increasing the social and cultural sustainability, reducing the risk of poverty and social exclusion. Priority 3. Developing the capacity of the target territory. 4.2. Specific objectives: Priority 1. Increasing the competitiveness of the local economy and balance in the development of the economic activities. Priority objective 1.1. Increasing the competitiveness and balanced development of agriculture and the processing industry. Specific objective 1.1.1. Investing in agricultural farms is envisioned to be carried out through submeasure 4.1. of RDP.

1 For the used definition of “quality of life” see Appendix 24, Document 2 “Stakeholder analysis”. 3

Specific objective 1.1.2. Investing in the processing /marketing of agricultural products is envisioned to be performed through submeasure М 4.2. of RDP. Priority objective 1.2. Diversifying the economic activities and possibilities for employment outside agriculture, food industry and forestry. Specific objective 1.2.1. Investing in non-agricultural activities is envisioned to be achieved by assisting the micro enterprises from the target territory. It will be carried out through submeasure 6.4. of RDP. Specific objective 1.2.2. Investing in tourist infrastructure and in recreational infrastructure for public use supplements the private investments, especially the ones directed towards the development of the tourist business by building public infrastructure. It is envisioned to be performed through submeasure 7.5. of RDP. Priority objective 1.3. Technological development and enhancing the innovative activity. This priority objective consists of one specific objective with very clear focus – towards the development and implementation of innovations in the small and medium-sized enterprises from the target territory. Its incorporation is justified by the combination of strengths and opportunities and it aims to avoid the combination of weaknesses and threats from section “Socio-economic situation” from the SWOT-analysis of the target territory. Specific objective 1.3.1. Technological development and enhancing the innovative activity is envisioned to be achieved through one measure under Priority Axis 1, Investment priority 1.1. of OPIC. Priority objective 1.4. Entrepreneurship and capacity for growth. Specific objective 1.4.1. Access to financing in support of the entrepreneurs is envisioned to be achieved through one measure under Priority Axis 2, Investment priority 2.1. of OPIC. Specific objective 1.4.2. Capacity for growth of SMEs is envisioned to be achieved through two measures under Priority Axis 2, Investment priority 2.2. of OPIC. Priority 2. Inhancing the social and cultural sustainability, reducing the risk of poverty and social exclusion. Priority objective 2.1. Investing in small-scale public infrastructure. Specific objective 2.1.1. Investing in infrastructure for basic services for the population and the business is envisioned to be achieved through public investments, financed under submeasure 7.2. of OPIC. Priority objective 2.2. Improving the access to employement and the quality of the jobs. Specific objective 2.2.1. Access to employment for the job seekers and the inactive persons, including permanently unemployed and persons, distanced from the labor market, and also through the local employment initiatives, and support for the mobility of the work force is envisioned to be achieved through one measure under Investment priority 1.1. of OPHRD. Priority objective 2.3. Reducing poverty and promoting social inclusion. Specific objective 2.3.1. Active involvement, including in order to stimulate equal opportunities and active participation, and better suitability for employment is envisioned to be achieved through one measure under Investment priority 2.2. of OPHRD. Priority 3. Increasing the capacity of the target territory. Priority objective 3.1. Using the social networks on the territory. Priority objective 3.2. General planning and joint activities among the participants from one sector, between the sectors, between the social subsystems. Specific objective 3.0.1. Development of local identity supports the achievement for the two priority objectives. It is envisioned to be achieved through a submeasure outside the scope of RDP, but within the scope of Regulation (ЕU) 1305 / 2013 (Art.20). Code and name of the 4 submeasure pursuant to Part 5 of Annex I of Commission Implementing Regulation (ЕU) 808 / 2014: 7.8. The specific objectives have been developed based on the analysis of the needs and the potential for development of the target territory, including analysis of the strengths, weaknesses, opportunities and threats, where the motivation is presented in Appendix 22, Document 5. 4.3. Link between the strategy for CLLD and the characteristics of the specific territory, developed based on the local needs and potential, in line with the policies at national, regional and local level, including with the policies on desegregation and deinstitutionalization: Logic of the planning The planning was based on the objectives and the CLLD approach and the plans for regional development at different territorial levels. The logic of planning is presented in the figure below. Submeasure 19.2. of Promoting social inclusion and reducing poverty. RDP Integrated approach towards the environment by preserving and protecting the environment and enhancing resource efficiency, including activities on the prevention and risk management and for using the potential of cultural heritage. Focusing on the innovations by promoting their introduction into practice. Promoting the sustainable and quality employment and support for the mobility of the work force. Increasing the competitiveness of the local economies and possibilities for creating local business, including by diversification, alternative activities and sustainable aquaculture production. Improving the quality of eduction and increasing the qualification of the population.

National strategy Chief strategic objective: Achieving integrated sustainable regional for regional development based on using the local potential and approximation of development the regions economically, socially and territorially. Strategic objective 4: Balanced territorial development by strengthening the network of towns-centers, improving the interconnection in the regions and the quality of the environment in the populated areas.

Regional plan for The northeastern region of – a Bulgarian territory open to the development of the and the world, which has preserved rich history and material Northeastern region culture, fertile land, human capital, developed infrastructure, image of a tourist destination, and having directed its specific potential towards achieving common economic advancement and improved quality of life.

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Regional strategy Dobrich region, a sustainably developing territorial unit, offering for developing attractive investment environment, in which the local community will Dobrich region live and work in a harmonious natural, social and business environment

Municipal plans for Balchik Municipality: The well-established unique place of Balchik development of the municipality among the remaining Black sea municipalities of Bulgaria municipalities of as a resort with a distinct cultural identity and alternative to the mass Balchik and seaside tourism, dynamically developing industry and export center for General Toshevo the Bulgarian agriculture. The main strategic objective of the municipal policy for the period 2014-2020 is the achievement of sustainable economic and social development while preserving the existing demographic potential. General Toshevo Municipality: General Toshevo – a Dobrudzha municipality with fertile land, well established agricultural center with developed processing industry, clean nature, preserved cultural traditions, attractive for the young people for living and working. Chief Objective: Achieving economic growth with high levels of employment based on the potential and resources of the municipality, improving the technical infrastructure and overcoming the demographic crisis and poverty.

SCLLD of LAG Common objective 1. Using the Common objective 2. Improving BALCHIK – potential of the target territory for the quality of life on the target GENERAL economic development. territory. TOSHEVO Specific objective: INCREASING THE TERRITORIAL COMPETITIVENESS OF THE TARGET TERRITORY. A more detailed presentation of the compatibility of the objectives of SCLLD for the territory of the Balchik and General Toshevo municipalities with the Regional Plan for Development of the Northeastern area, the Regional Strategy for Development of Dobrich Region, the Municipal Plan for Development of Balchik municipality and the the Municipal Plan for Development of General Toshevo municipality is included in Appendix 22, Document 5.

4.4. Description of the innovative characteristics of the strategy: The highest degree of innovation in the SCLLD for the territory of the Balchik and General Toshevo municipalities is the use of the dual approach of work in networks and internal territorial interactions The implementation of an integrated multi-fund strategy under the CLLD approach is an innovation at community level. The “bottom-up” approach unti now was implemented only for part of the target territory (Balchik municipality is member of a FLAG). For the remaining part of the territory the implementation of this approach is innovation. In the field of services in the community an innovation will also be implemented 4.5. The hierarchy of the objectives – including objectives for the end products or results:

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Common objective 1. Using the potential of Common objective 2 Improving the quality the target territory for economic development of life on the target territory SPECIFIC GOAL: ENHANCING THE TERRITORIAL COMPETITIVENESS OF THE TARGET TERRITORY Priority 1. Enhancing competitiveness of the local economy Priority 2: Enhancing the cultural Priority 3: and the balance in the development of the economic activities and social sustainability, increasing reducing the capacity of the target Priority objective Priority objective Priority objective Priority objective Priority objective Priority objective Priority objective Priority objective Priority objective 1.1 1.2 1.3 1.4 2.1 2.2 2.3 3.1 3.2

The indicators for objectives for the end products and the results have been presented in section 9. of this form. 5. Description of the measures: (no more than 4 pages for each measure)

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Meaures and activities for each one of the funds individually: RDP 2014- Measure 4.1 "Investments in agricultural farms“ 2020 Financial parameters for the projects: (EAFRD) The minimal amount of the total eligible expenses for one project is the BGN equivalent of € 10 000 at exchange rate BGN 1.9558 for € 1. The maximum amount of the total eligible expenses is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for € 1.

Measure 4.2 "Investments in processing/marketing of agricultural products“ Financial parameters for the projects: The minimal amount of the total eligible expenses for one project is the BGN equivalent of € 15 000 at exchange rate BGN 1.9558 for € 1 The maximum amount of the total eligible expenses is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for € 1. Measure 6.4 “Investment support for non-agricultural activities“

Financial parameters for the projects: The minimal amount of the total eligible expenses for one project is the BGN equivalent of € 5000 at exchange rate BGN 1.9558 for one euro. The maximum amount of the total eligible expenses is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro

Meaure 7.2 “Investments in the creation, improvement or expansion of all types of small-scale infrastrutures“

Financial parameters for the projects: The minimal amount of the total eligible expenses for one project is the BGN equivalent of € 10 000 at exchange rate BGN 1.9558 for one euro

The maximum amount of the total eligible expenses is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro

Measure 7.5 “Investments for public use in recreational infrastructure, tourist infrastructure“

Financial parameters for the projects: The minimal amount of the total eligible expenses for one project is the BGN equivalent of € 5 000 at exchange rate BGN 1.9558 for one euro

The maximum amount of the total eligible expenses is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro

Measures, Measure 1305 / 7.8. “Building a local identity“ which are This measure is stipulated in Regulation (ЕU) 1305 / 2013: Art. 20 of Regulation not part of (ЕU) 1305 / 2013 and contributes to the achievement of Specific Objective 3.0.1. RDP 2014 - Specific Objective 3.0.1. Building local identity helps for the achievement of the two 2020, but priority objectives. It is envisioned to be achieved through a submeasure outside the 8 are scope of RDP, but within the scope of Regulation (ЕU) 1305 / 2013 (Art.20). Code included in and name of the submeasure as per Part 5 of Appendix I of Commission Regulation Implementing Regulation (ЕU) 808 / 2014: 7.8. (EU) № Financial parameters for the projects: 1305/2013 The minimal amount of the total eligible expenses for one project is the BGN (financed equivalent of € 2 500 at exchange rate BGN 1.9558 for one euro by EAFRD) The maximum amount of the total eligible expenses is the BGN equivalent of € 20 000 at exchange rate BGN 1.9558 for one euro

OPE 2014- 2020 N/A (ERDF) OPSEIG 2014-2020 N/A (ESF) OPHRD Measure 19.2/1.1-1 “Access to employment for the job seekers and the inactive (ESF) persons permanently unemployed and the persons distanced from the labor market through local employment initiatives“

Financial parameters for the projects: The Minimal amount of the total eligible expenses for one project is the BGN equivalent of € 50 000 at exchange rate BGN 1.9558 for one euro. The Maximum amount of the total eligible expenses is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro.

Measure 19.2/2.2-2 “Active inclusion in order to promote equal opportunities, improving the access to social services and to better suitability for employment“

Financial parameters for the projects: The Minimal amount of the total eligible expenses for one project is the BGN equivalent of € 50 000 at exchange rate BGN 1.9558 for one euro. The Maximum amount of the total eligible expenses for one project is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro.

OPIC Measure 19.2 - 1.”Support for the implementation of innovations in the (ERDF) enterprises“

Financial parameters for the projects: The minimal amount of the total eligible expenses for one project is the BGN equivalent of €50 000 at exchange rate BGN 1.9558 for one euro The maximum amount of the total eligible expenses for one project is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro

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Measure 19.2 – 2.1. “Access to financing in support of entrepreneurship“

Financial parameters for the projects: The minimal amount of the total eligible expenses for one project is the BGN equivalent of €30 000 at exchange rate BGN 1.9558 for one euro The maximum amount of the total eligible expenses for one project is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro

Measure 19.2 – 2.2.1. “Improving the production capacity at the SMEs“

Financial parameters for the projects: The minimal amount of the total eligible expenses for one project is the BGN equivalent of € 50 000 at exchange rate BGN 1.9558 for one euro The maximum amount of the total eligible expenses for one project is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro

Measure 19.2 – 2.2.2. “Development of the management capacity and growth of SMEs“

Financial parameters for the projects: The minimal amount of the total eligible expenses for one project is the BGN equivalent of € 25 000 евро at exchange rate BGN 1.9558 for one euro The maximum amount of the total eligible expenses for one project is the BGN equivalent of € 200 000 at exchange rate BGN 1.9558 for one euro

Appendix 1.1 to SCLLD includes a Detailed description of the measures MFP N/A (ЕFMF) 6. Financial plan: 6.1. Indicative allocation of the funds by programmes /funds and by measures: (no more than 2 pages) Total for the period of the Code of the Name of the measure strategy measure BGN % Measures, financed by RDP 2014 - 2020 г. 2796836.90 43.87% (EAFRD)

4.1 Investments in agricultural farms 391160.00 6.13%

Investments in processing / marketing of 977915 . 00 15.34% 4.2 agricultural products

391160.00 6.13% 6.4 Investment support for non-agricultural activities

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Investments in the creation, improvement or 488969.50 7.67% 7.2 expansion of all types of small-scale infrastructure Investments for public use in recreational 547632.40 8.59% 7.5 infrastructures, tourist infrastructure Measures, which are not part of RDP 2014 - 2020, but are included in Regulation (EU) № 136863.10 2.15% 1305/2013 (financed by EAFRD) Building local identity – Measure as per Art. 20 of 136863.10 2.15% 1305/7.8 Regulation (ЕU) 1305 / 2013 Measures outside the scope of the measures under Regulatioin (EU) № 1305/2013, but

corresponding to the objectives of the regulation (financed by EAFRD) n/a Measures, financed by OPE (ERDF) n/a Measures, financed by OPSEIG (ESF) n/a Measures, financed by OPHRD (ЕSF) 1486408.00 23.31% Access to employment by the job seekers and

inactive persons, permanently unemployed, and the 19.2/1.1-1 586749.00 9.20% persons distanced from the labor market, through

local employment initiatives

Active inclusion in order to promote equal 899659.00 14.11% 19.2/2.2-2 opportunities, improve the access to social services

and to better suitability for employment

Measures, financed by OPIC (ERDF) 1955800.00 30.67%

Investment priority 391160.00 6.13 1.1 “Technological development and innovations“

19.2 - 1 Support for implementation of innovations in the 391160.00 6.13% enterprises Investment priority 2.1 ”Access to financing in support of 586740.00 9.20 entrepreneurship”

586740.00 9.20% 19.2 – 2.1 Access to financing in support of entrepreneurship

Investment priority 2.2 977900.00 15.33 “Capacity for SME growth” 586740.00 9.20% 19.2 – 2.2.1 Improving the production capacity at the SMEs

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Developing the management capacity and growth 391160.00 6.13% 19.2 – 2.2.2. of SMEs Measures, financed by MFP (EMFF) n/a

TOTAL FOR PROJECTS TO THE 6375908.00 100 % STRATEGY FOR CLLD:

6.2. Financial justification of the budget and the allocation of funds under programmes and under measures: (no more than 2 pages) The allocation of the funds in the Budget is balanced in line with the support of the European Structural and Investment Funds provided for RDP (EAFRD), OPIC (EFRD) and OP HRD (ESF) under the CLLD Approach and is presented under measures and programmes, while arising from the needs and demands, established by the socio-economic analysis of the territory, for focusing the support on certain fields of the local economy, which will provide sustainable employment and competitiveness of the enterprises and the achievement of growth, as well as reach the set forth objectives of the Strategy and in the municipal plans for development. 7. Action Plan, demonstrating how the objectives have been transformed into actions: (no more than 4 pages) The schedule of the Action Plan of the Strategy for CLLD includes the main planned steps, which the Local Action Group will undertake tp provide the timely publication of calls for submission of project proposals under the individual programmes, included in the Strategy, the carrying out of a quality evaluation process, contracting with the beneficiaries under the measures, ongoing and subsequent monitoring and control of the execution, incl. planning the performance of the evaluations of SCLLD. The deadline for performance of the activities under the projects to the Strategy for CLLD is 30 June 2023

8. Description of the provisions for the management and monitoring of the strategy, which show the capacity of the action group to carry out the strategy, and description of the specific provisions regarding the evaluation: (no more than 12 pages) 8.1. Organizational structure of LAG:

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General Assembly

Managing Board

Commission on - organizational Chairperson of Other auxiliary the selection of the MB bodies structure/scheme. projects

Executive Director

Expert on Expert on implementing implementing Accountant SCLLD SCLLLD

8.2. Management of LAG: The non-profit organization /NPO/ Association “Local Action Group Balchik – General Toshevo” was registered for the public benefit with the following scope of activity: Bodies of NPO “LAG Balchik – General Toshevo“ are : - bodies of 1. General Assembly; management and 2. Managing Board; control; 3. Chairperson of the Managing Board; 4. Executive Director; 5. Additional auxiliary bodies established upon resolution of the Managing Board.

- description of the The Local Action Group provides, for the period of implementation of the positions and Strategy for CLLD: requirements 1. own office; towards the 2. full time employees for the positions of Executive Director and executive directors Expert on the implementation of the Strategy for CLLD. and the staff. 8.3. Capacity of the local action group to implement the strategy for CLLD: NPO Association LAG Balchik-General Toshevo was established on 18.03.2016. The organization has 53 members, MB consisting of 7 members – both municipalities, Three representatives of the business and 2 representatives of the NPO sector. None of the sectors exceeds 49% in the Collective Managing and the Collective Supreme body. The Association represents more than 70% of the groups of stakeholders according to the analysis of the territory and the populated areas on the territory.

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Capacity of the General Assembly: A large part of the members of the General Assembly are well recognized professionals in their field and with many projects completed. The capacity of MB includes both municipalities, one agricultural producer, one agricultural cooperative, 2 NPOs (cultural centers) and one business company, large part of which have experience in project management. Capacity of the Executive Director – The proposed candidate for Executive Director has many years of management experience Technical Capacity – Both municipalities has provided two fully furnished offices in the two municipal centers to facilitate the beneficiaries and to avoid the inconvenience of the distances on the territory with ramp for the disabled and auxiliary rooms – for meetings and an archive depository. Financial capacity – both municipalities, by way of decisions of their Municipal Councils, provide financial resources in the range of BGN 30 thousand to secure the activities under submeasure 19.4, and they will also provide the promissory note, if necessary. 8.4. Description of the monitoring and evaluation system: The monitoring and evaluation system is based on the regulations for the latest programme periods setting forth a more systematic way, adapted to a certain number of requirements, by taking into account the specifics of the LEADER/CLLD Approach and focusing on the evaluation of the achieved objectives, priorities and indicators, dedicated to sustainable employment, increasing the quality of life, providing growth and added value on the territory of activirty of the LAG.

9. Indicators for monitoring and evaluation: 9.1. Indicators for the overall implementation of the strategy for CLLD, including number of jobs created: (no more than 1 page)

INDICATORS FOR THE OVERALL IMPLEMENTATION OF THE STRATEGY FOR CLLD

Indicator Unit of Value Source of information measure Total investments (public + private) EUR 3 935 000,00 LAG- Annual reports on the under RDP, OPIC and OP HRD implementation of SCLLD Total public expenses under RDP, EUR 3 260 000,00 LAG- Annual reports on the OPIC and OP HRD implementation of SCLLD Total public Number of jobs number 45 LAG- Annual reports on the implementation of SCLLD Number of assisted new enterprises number 1 LAG- Annual reports on the implementation of SCLLD Number of beneficiaries/businesses, number 4 LAG- Annual reports on the (microenterprises), receiving support implementation of SCLLD for investments in the non- agricultural activities

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Number of businesses, receiving number 4 LAG- Annual reports on the support for investments in implementation of SCLLD agricultural farms Number of businesses receiving number 4 LAG- Annual reports on the support for investments in the implementation of SCLLD processing/ marketing of agricultural products Percent of the population on the % 70 LAG- Annual reports on the territory of activity of LAG, which implementation of SCLLD takes advantage of the improved services /infrastructure Number of participants – inactive or number 70 LAG- Annual reports on the unemployed persons of age above 30 implementation of SCLLD years who have acquired qualification Inactive and unemployed number 20 LAG- Annual reports on the participants who have started to look implementation of SCLLD for a job or have a job, including as self-employed, after secured care for a child Children, incl. with disabilities, number 50 LAG- Annual reports on the receiving social and health services implementation of SCLLD Participants with disabilities of number 20 LAG- Annual reports on the above 18 years of age, receiving implementation of SCLLD services Number of innovative and integrated number 1 LAG- Annual reports on the multiple sector social services implementation of SCLLD introduced on the territory Number of assisted small and number 7 medium-sized enterprises

9.2. Indicators under measures: (no more than 1 page for indicators under a measure) They have been traced in the overall version of SCLLD

10. Conformity with the horizontal policies of the EU: (no more than 2 pages) 10.1. Gender equality and absence of discrimination: The application of the principle has been stipulated in the measure, when it is compulsory. During the SCLLD - applying the principle of implementation, as well as during the preparation of documents, gender equality; public events and activities on awareness and publicity, this principle shall be applied and observed. - contributing towards the Implementing the principle into the Strategy for CLLD endorsement of the equal contributes for the inclusion of measures falling within the scope opportunities principle; of the CLLD Approach under OP HRD.

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The Strategy as a whole was developed under the terms of the - creating the conditions for principle of prohibition of any form of discrimination during its preventing discrimination. implementation and promotion. 10.2. Sustainable development (environmental protection): All activities, measures and operations in the Strategy for CLLD, for which investment support is provided under the CLLD Approach, are elaborated and stipulated while strictly observing the conditions and requirements of the European and Bulgarian legislations in the field of environmental preservation and biodiversity. Under the Strategy for CLLD only investment activities and project are permissible, which do not have a negative impact on the environment. 10.3. Promoting employment and competitiveness: By implementing a multiple fund Strategy for CLLD on the territory of activity of LAG Balchik – General Toshevo, a concentrated investment support is provided to promote employment and competitiveness under all measures falling within the scope of RDP, OPIC and OP HRD. Thus the aim is to achieve the national and European goals in the field of employement and growth of the local economy. 10.4. Compatibility with the programs financed by ESIF: There is full compatibility of these objectives, priorities and measures with the programmes of the European Structural&Investment Funds providing grants for rural development by applying the instrumentarium under the Community Lead Local Development Approach.

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