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Summary Strategy for Clld (Compulsory Elements

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Summary Strategy for Clld (Compulsory Elements 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 Balchik Municipality UCATTU 0803 encompassed by LAG; General Toshevo 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 town of Balchik and town of General Toshevo) and 62 villages – 21 in Balchik municipality 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 Dobrich 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 towns (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 2 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
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