general project - Assogal Toscana

This project is funded
by the European Union
- EC Program TACIS Armenia
GENERAL
PROJECT
ASSOGAL
TOSCANA
GAL Lunigiana
REPORT
GENERAL PROJECT REPORT - REDAM II PROJECT
The Leader approach methodology,
project outputs and qualitative evaluation
This document has been produced with the financial assistance of the
European Union.
“The European Union is made up of 27 Member States who have decided to gradually link together their know-how, resources and destinies.
Together, during a period of enlargement of 50 years, they
have built a zone of stability, democracy and sustainable development
whilst maintaining cultural diversity, tolerance and individual freedoms.
The European Union is committed to sharing its achievements and its
values with countries and peoples beyond its borders. The European
Commission is the EU’s executive body”.
www.cpadver.it
The contents of this document are the sole responsibility of ASSOGAL
Toscana, the Regional Development Agency of Vayots Dzor and the
Inter Community Union of Vedi and can under no circumstances be
regarded as reflecting the position of the European Union
REDAM II
PROJECT
A Regional Network for the promotion
of integrated sustainable development
in the Regions of Ararat and Vayots Dzor
GENERAL
PROJECT
REPORT
The Leader approach methodology,
project outputs and qualitative evaluation
REDAM II
PROJECT
A Regional Network for the promotion
of integrated sustainable development
in the Regions of Ararat and Vayots Dzor
Credits
Text by:
ASSOGAL Toscana
F.A.R. Maremma S.c. a r.l.
Regional Development Agency of Vayots Dzor (RDA Vayots Dzor)
Inter Community Union of Vedi (ICU Vedi)
Fondazione Clima e Sostenibilità
Mr. Carlo Ricci
Photographs:
Assogal Toscana
Mr. Paolo Grazzini
Mr. Carlo Bonazza
Special thanks:
European Commission Delegation to Armenia
Embassy of Italy in Yerevan
Tuscany Region, Department for Regional Policies on Innovation and Technology Transfer
Ministry of Territorial Administration of the Republic of Armenia
Ministry of Economy of the Republic of Armenia
Vayots Dzor Regional Government (Marz of Ararat)
Ararat Regional Government (Marz of Ararat)
UNDP Armenia
WWF Armenia
Italian National Institute of Agrarian Economy (INEA)
Graphic design & layout:
C&P Adver
Circonvallazione Nord 4
58031 Arcidosso (GR) Italy
+39 0564 967139
www.cpadver.it [email protected]
Printed in December 2009
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1. The macroeconomic situation in Armenia . . . . . . . . . . . . . . . . . . . . . . 7
1. Macroeconomic Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2. Identification Of Areas Of Intervention . . . . . . . . . . . . . . . . . . . . . . . . . . 13
3. Trade Policy And Market Access . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4. Special Operating Policy And Proposals For Action Joint . . . . . . . . . . . 16
6
2. Assogal Toscana and the Local Action Groups . . . . . . . . . . . . . . . . 23
3. The Leader Approach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
1. The Leader approach to rural development: what is it? . . . . . . . . . . . . . 37
8
2. The seven key features of the Leader approach . . . . . . . . . . . . . . . . . 38
3. Implementing Leader at the local level . . . . . . . . . . . . . . . . . . . . . . . . . 42
2
4. Leader in the future: mainstreaming. . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
4. The transfer of the methodology Leader in
n Armeni
Armenia:
nia:
rojects. . . . . . . . . . . . . . . . 49
the Local Action Groups and the local projects.
Vedi Intercommunity Union (Icu Vedi) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
4
Economic Analysis Of The Territory . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
The L.A.G. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
The “REDAM II” Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Activities Realized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
The Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Urban Waste Cycle Management Model . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Establishment of Tourists Visit And Accommodation
ation Centre
C
. . . . . . . . . . . 64
Establishment of Agri-Mechanisation Centre . . . . . . . . . . . . . . . . . . . . . . . 73
d Packaging
Packagi
kag
aging Unit . . . . . . . 80
Establishment of fruit and vegetables Drying and
or . . . . . . . . . . . . . . . . . . 89
Regional Development Agency (RDA) Vayots Dzor
Description Of Sub Region. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
8
8
Economic Analysis Of The Territory . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
The L.A.G. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
The “REDAM II” Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Activities Realized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
The Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Tourism Development and Professional Training Centre (RDA) . . . . . . . . 94
Development of Strategic Planning Capacities in Vayots Dzor And Interon Tourism
Regional Cooperation in Vayots Dzor and Ararat Sub-Region
Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
5. Monitoring and evaluation: the leaderability assessment . . . . . . . 165
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
.:3:.
Introduction
The work that has been implemented within
the REDAM II Project and all its related
considerations take into account the political and
social context as well as the geomorphologic
aspects of the Armenian territory.
Even if Armenia was one of the states
belonging to the Soviet bloc, it enjoyed
particular conditions from Moscow, because of
its dramatic history darkened of Turk Diaspora
on 1915-1916.
In terms of religion, on the one hand, Armenia
has been lightly under pressure: Armenians
had the opportunity to exercise their faith in an
atheistic system; and on the other hand, they
could coexist with a Muslim Armenian part, as
Armenia borders with Turkey, Azerbaijan, and
Iran, all Muslim countries.
The current “Armenian subsistence” - as it is
incorrect to refer to an Armenian economy is mainly based on the economic resources
issued from remittances of Armenians went
out to other states.
These funds are mainly used in the
construction sector: an effort sustained by the
current Armenian Government to organically
redesign the Armenian economy inspired
mainly on the European model.
The reference models are mostly based on
the “Made in Italy” clothing and furniture and
on the American system as the distribution
of goods mechanism. The industries in
Armenia are the continuation of the old Soviet
enterprises and they are strongly affected by
the globalization phenomenon.
It is necessary to bear in mind that the
Armenian State has not any access to the sea
and consequently, its goods are transferred
by air or they are forced to pass from Georgia
or Iran, since the diplomatic relations between
Turkey and Azerbaijan are quite difficult.
In this context, the REDAM II Project begins
more than a reflection: it conduces to a real
experiment, starting from the acquisition
of experience within the LEADER program
accrued by the Tuscan LAGs Association
(Assogal), and initiating a transfer of
methodologies and competences to Armenian
development agencies.
It should be emphasized that the project
encountered some difficulties. First of all those
ones related to the language and the huge
distance that can be overcome only by air;
secondly the different cultural background
and approach on the administrative and
bureaucracy procedures and practices
necessary in implementing European projects.
Nevertheless, the Project had a significant
impact in terms of effectiveness: concrete
and tangible micro-projects have been
realised so as to structurally replace old
plans and programs with innovative and more
appropriate choices for the economic and
territorial development.
If this methodology is deeply acquired as
well as a new approach to plan, approve and
manage policies; if local stakeholders get
sustainable all practices adopted, the Project
has achieved its goal and its objectives have
been satisfied.
.:5:.
THE MACROECONOMIC
SITUATION IN ARMENIA
.:6:.
was 13.7%). More specifically, the sector of
construction grew of 14%, agriculture 8.1%,
services 16.2%. Excluding constructions,
the weight of industrial sector of Armenian
economy is more and more reducing, passed
from 18% in 2006 to 16% in 2007 in relation to
total GDP, and having negatively contributed
(-0.2%) to the economic performance of the
Country in the first half of this year, mainly
because of the difficulties faced by the textile
and tobacco production.
1. MACROECONOMIC FRAMEWORK
a) Development and economic country risk
Armenia, little bigger than Lombardia Region
in Italy in terms of surface, has been described
in a World Bank study as a “Caucasian tiger”,
despite the closure of two boundaries on four
and the “frozen conflict” with Azerbaijan over
Nagorno-Karabakh. In reality, the Armenian
economy is still characterized by features of
duality, with the growth concentrated in the
capital and the rest of the country much less
developed. In this situation the Government
intended to review the actual situation in
particular with the help of international donors
(World Bank, BERS, European Commission,
individual European Union countries, the
United States, Japan).
The diamond-processing industry, once the
pride of the productive structure of Armenia,
continues to suffer due to several elements:
the lack of supply of raw materials, the
increasing competition from India and China,
and the decline of the global demand.
Taxes recorded in the first five months of this
year, a very positive result, an increase of
37% of tax revenue in comparison to the same
period in 2007.
The starting point was however low: this
revenue accounted last year 16.1% of
GDP that indicates the existence of a
strong black economy (about 30% of all
economic activities, according to Government
estimates). The new government led by Tigran
Sargsyan, former President of the Central
Bank, took office in April. He immediately
identified in the tax administration (and
customs) one of the most weakness of
the country, partly because of widespread
corruption. Therefore the leaders of the two
administrations has been eliminated and in
Another structural aspect of the Armenian
economy is the role of the Diaspora, present
throughout the world and concentrated in
Russia, USA and France and described
by some authors as the “oil” Armenia and
criticized by others as a involuntary stimulus
of parasitic family practices and barriers to
private initiative.
According to data provided by the National
Service of Statistics, GDP grew by 10.3% in
second half of 2008 compared to the same
period of previous year: the current year,
therefore, could be the seventh consecutive
year with double digit growth, although there
is a light deceleration (the growth in 2007
.:7:.
July, they are merged into a single structure:
Revenue Administration.
of this year saw a slight opposite trend, with
the dollar quoted at 304.22 Dram in the
12/31/2007 and at 307.58 it the 06/30/2008
(partly because of political turmoil registered in
spring).
Simultaneously, a strictly activity of inspection
of businesses and shops started, which led
to temporary closure and it was instituted
the compulsory cash register in all the shops
and even in open markets. The Economist
Intelligence Unit points out that, however,
small and medium enterprises have paid
the most part of bulk taxes and not the large
employers and company. This phenomenon
is more and more exacerbated by new rules,
which came into action in early 2008 where
will be more difficult for SMEs to enjoy tax
exemptions or simplified.
In summary, the reasons of the appreciation of
the Armenian dram are several:
− the weakening of the International U.S.
currency and speculation;
the important flow of dollars direct to Armenia
related to remittances to Armenia Diaspora;
the increased capitalization of Institutions of
Credit, the increasing investment in the “real
estate market”;
the project of cooperation of international
organizations and foreign states;
and finally the gradual de-dollarization of the
economy (“Dramatization”).
In parallel, remains to be seen how the
authorities will be able to impose a more
accurate payment of taxes for large firms,
always used to evasion and whose owners
(so-called “oligarchs”) are part of the Armenian
power structure.
Some critics argue, however, that the value
of money would be artificial and maintained
very high in order to facilitate monopolistic
importers of some commodities against to the
detriment of entrepreneurs directed at foreign
markets. This thesis is however essentially
repudiated by the IMF.
The inflation rate amounted to 9.6% at 30
June 2008, well above the rate registered at
the end of 2007 (6.6%), that was the highest
since 2003, and much above the official
target of 4%. Prices of food especially have
grown (11.1%) together with fuels (also due
to the elimination, starting from 1 May, of
government subsidies). In order to contain
inflation pressure rate, the discount rate was
reduced by the Central Bank six times from
early 2008 reaching finally a 7.75% share.
Wages of Armenian workers are still quite
low: the actual average corresponds to less
than 88,000 drams per month, approximately
200 euros. At the end of June 2008, the
income of Armenian families increased on
an annual basis, by 20.4%. In particular,
wages of employees in financial sectors are
typically three times the national average.
Unemployment at the end of August 2008
stood at 5.8% of the workforce (6.9% between
July and December 2007). According to the
National Statistics Service the number of
people seeking work account to 91,300 in the
period under analysis. Fighting poverty is a
priority. For the Government, as underlined
from the official documents, it is a matter
of national security since its spread has
resulted in many important consequences: the
breaking of social peace among the different
classes, the abandonment of the country
by many people, the depletion of human
resources as well as the obstacles of the birth
of an articulate civil society.
According to Armenian official statistics
confirmed by the World Bank, poverty is
The financial sector is well regulated
by the Central Bank and the Armenian
banking system is considered “profitable”
from the International Monetary Fund, and
well capitalized. In the last two years the
rate of growth in the volume of credit was
approximately 30%. In particular, in 20072008, there has been a moderate expansion
in correlation to the construction boom, less
comforting the data when compared to the
growth rate of GDP. According to the IMF, the
Armenian Market would benefit from the entry
of foreign banks.
The local currency, the dram has appreciated
significantly in comparison to the dollar
since 2003: (almost 70% in nominal terms
at end 2007), although the first six months
.:8:.
in reduction in Armenia: from 56.1% of the
population in 1998 to 26.5% in 2006 (34.6%
in 2004 and 29.8% in 2005, the figure for
2007 will be available at the end of this year).
Armenia was also in a condition of extreme
poverty in 2006, 4.1% of the population (21%
in 1998). Contrary to what can be perceived,
poverty in urban areas is higher than in rural
areas (28.2% against 23.4%). The program
of the new government is planning for 2012,
a rate of poverty of 11.2%, with 1.6% of
extreme poverty. In 2006 an ambitious project
was launched in order to build 50 border
villages in order to reduce rural poverty and
develop a more balanced growth all around
the country. Italy was the first country to take
part in this important initiative, providing
500,000 euros for a intervention in the
northern region of Tavush.
which has already expressed its interest.
In the field of Energy, however (as in almost
all sectors of the economy), Armenia remains
heavily dependent from Russia, a country
that as a result of a controversial debtfor-equity swap has passed some years
ago to control about 80% of the Armenian
energy sector through the mixed society
ArmRosGazprom. For that reason, Jerevan
launched a very intensive cooperation with
Iran to buy gas. The Armenian section of a
oil pipeline between the two countries is near
the completion. Most of the gas imported from
Iran will then be used to generate electricity
and Jerevan will repay it with 34 million
dollars that Teheran provided as loan for the
construction of the first part of the pipeline in
the Armenian territory. The two countries have
also agreed to build a new power line financed
by Iran with 25 million dollars. There is also
the construction of a bi-national hydroelectric
plant on the Arax River, which separates the
two countries. Being analysed is then the
possibility of constructing (along with Russia)
a refinery near the boundary, that would be
reached by a pipeline from Iran. An element of
possible disagreement in the energy relations
with Russia is the elimination of subsidies
to the purchase of fuel gas for business and
households, carried out by the Armenian
government, starting from 1 May 2008,.
This has caused, as already said, a large
increases in tariffs, which will be only further
increase starting from 1 January 2009, when
the agreement with Russia will expire for the
maintenance of subsidized prices. However,
there is the intention, by Moscow, to increase
prices gradually, reaching the international
prices level not before the 2012.
A careful analysis of the potential
Armenian economy cannot dispense with
an examination of the energy sector as
extremely important for a country with no
oil. The backbone of this industry consists
of a nuclear facility built at Soviet times.
Concerning nuclear energy, the Armenian
authorities follow a dual track: the closure
and de-commissioning of Central Medsamor
conjunction together with the construction of
a new infrastructure. On 29 November 2007
the Government adopted a special strategy
to secure the second and unique reactor
currently active in Medsamor, which should be
no more used after 2016. However, the stage
of de-commissioning will be long and complex,
lasting, according to the forecast, not before
the 2048: it will not be therefore an immediate
dismantling but a safe enclosures, procedure
that includes also the removal of safeguards
only after a long period of time.
The telecommunications sector is in a strong
growth and the two existing companies, both
with a Russian majority, continue in great
competition, with beneficial effects on prices.
The process of awarding the tender for the
award of a third frequency is still in act, for
which three prequalified companies’ European
(one French, one Irish and one Swedish) have
been selected.
With reference to the construction of a new
nuclear plant, the USAID will implement a
proper feasibility study of the value of two
million dollars, together with the Armenian
authorities. The findings of the research, which
will be aimed also to assess the potential
environmental impact of such infrastructure,
will then be used by the Armenian
Government as a basis to better negotiate
with future suppliers and international donors.
Among them appear almost certainly Russia,
The infrastructure sector is in a slightly better
position, although far from ideal. Armenia has
.:9:.
still relatively poor road networks (7,500 km
of which half asphalt), and more than the
rail network (around 800 km that the Russian
Railways, having won a tender in early 2008,
should remodernise). Armenia also suffers the
difficult relations between Tbilisi and Moscow
and the non-reactivation of the railway
through Abkhazia. The main international
airport is Zvartnots, near from the capital. In
2002 the Armenian Government signed an
agreement for 30 years with the Argentine
“Corporacion America” for the management
and modernization of its infrastructures.
Crucial for Armenian economic development
is - and certainly will be in the future - the
role of international donors: States and
international organizations (not mentioning the
diaspora, which is nevertheless a separate
phenomenon). Some significant aspect
regarding the non-conflict relations between
the Armenian authorities and International
Financial Institutions (IFIs) are in particular
important. Relations between the IMF and
Armenia, for example, were in fact excellent
and so far, with regard to foreign debt,
the situation remains positive. As widely
recognised by local media, with the payment
of one million and eight hundred thousand
dollars, Armenia has completely rescheduled
its debt with Russia, already considerably
reduced in the past through the cited and
discussed debt-for equity swap.
of the total. Among the states, one with which
Armenia is most indebted is Germany. The
IMF forecasts that in 2011, the debt will come
down to 11% of GDP.
The new government believes that the
preconditions for an economic growth lead in
the future by investments are: macroeconomic
stability (which maintenance is at the first point
in the program), privatization of infrastructure
and energy-related communications, the
absence of restrictions on capital flows
(both inward and outward), the growth and
diversification of the banking sector, the
pension reform and capital market, the
retraining of the workforce. Businesses, for
their part, will increasingly turn toward global
markets, while in commercial terms the aim
will be to adapt to European standards and to
establish with the EU a free trade agreement.
With regard to infrastructure, the path is made
up of public-private partnerships: for tunnels
and highways, for example, Armenia wants
to provide for the payment of fees payable by
users so as to encourage private investment
in major projects.
The key areas as outlined by the Minister
of Economy Nerses Yeritsyan in a recent
meeting with the Ambassador of Italy, are
three: information technology, tourism (already
in rapid development: 207,500 foreign tourists
visited Armenia in the first six months of
2008, against 183,000 last year and despite
the political turmoil following the presidential
elections in February) and agriculture.
Qualified international observers have
however outlined scenarios marked by
a greater caution. In the fifth evaluation
of the economy of this small Caucasus
country developed in the framework of the
“Poverty Reduction and Growth Facility”, the
International Monetary Fund, for example,
despite praising the Armenian authorities for
their efforts, highlight some critical points that
has already begun to emerge: the inflationary
pressure, the inevitable difficulties that the
Government would face in public debts with
the reform of pensions, the increase in gas
prices.
The IMF believes that the debts management
was generally satisfactory and in medium term
it is sustainable. The track record on Armenian
repayments of loans is considered excellent.
The experts therefore recognize Armenia
Fund to have allocated priority to debt
management: however, they add, to maintain
the current “outlook” the Armenian authorities
should engage in further reforms, here called
“second - generation”, that the new Prime
Minister T. Sargsyan has placed at the center
of its government program.
At the end of 2007 foreign debt amounted to
1.372 billion dollars, equivalent to 15.9% of
GDP (in 2006 was however 23% of GDP).
The largest creditors are the International
Development Association World Bank (with
over half of the total), the Fund IMF, IFAD and
the EBRD. The private credit reach just 17%
It is clear that the trend could also be influence
Armenian economy in the medium period
by the regional political developments with
.:10:.
Netherlands, Belgium, Georgia, Bulgaria,
UK, USA, Italy (in ninth place with about 16.5
million USD) and Iran. The top ten countries
exporting states are in the same period:
the Russian Federation (about USD 248.9
million), Ukraine (about USD 151.5 million),
China, Kazakhstan, Germany, Turkey, Japan,
USA, Iran, Austria. Italy is placed at twelfth
place with a total value of approximately USD
66.5 million.
particular regard to the Nagorno-Karabakh
and Armenian-Turkish relations (which are
also being improved). The Russian-Georgian
crisis, on the other hand, has already revealed
in August 2008 the special vulnerability of the
country especially as regards transport, with
70% of goods passing through for Georgia.
Country risk: in the OECD analysis, according
to the excellent economic performance of
Armenia, the category of risk was lowered
from 7 to 6. The country was also positively
rated by Western rating agencies as “Fitch”
(which has recently upgraded from BB to BB-)
and “Moody’s”. However the impact of political
instability has not to be underestimated,
following the presidential elections of 19
February 2008, whose consequences were
not yet all absorbed.
Remittances
Special attention deserves the theme of
remittances (about $ 1.35 billion in 2007)
for a country whose diaspora is spread
almost all over the world. In a recent study,
International Monetary Fund examines the
impact of remittances on the economy of
Republic of Armenia. Experts distinguish
between “old diaspora” settled in the Middle
East, the United States and Europe and a
“new diaspora” in Russia, a category into
which are also included seasonal workers.
The authors reach the following conclusions:
the remittances constitute a significant part
of Armenian GDP, they are sent primarily
to Russia, in dollars, and their increase is
related to GDP growth of that country, large
portion of remittances are transferred through
the banking channels, the remittances sent
by workers who have moved temporarily
or permanently abroad have a positive
consumption effect but not on the Armenian
GDP growth; what the authors call “other
remittances“ are connected to the housing
market in Armenia as it is undergoing a rapid
expansion and on the contrary they seem to
have a strong impact on GDP growth.
b) Degree of opening of the country to
international trade and foreign investment
Also due to the small size of the country
and the presence of a substantial worldwide
diaspora, the Armenian economy has always
been, since independence in 1991, particularly
sensitive to external relations.
International trade
Armenia has become part of the World
Commerce in February 2003 after 10 years of
negotiations. The National Statistics Service
recently released data on foreign trade during
January-June 2008: imports increased by
40.3% over the first half of 2007, while exports
fell 1%. The trade deficit is therefore even
more large compared to the past, in the first
half, result were about 1.4 billion dollars, or
32.3% of GDP (2.1 billion throughout 2007).
From independence to nowadays this deficit
has become almost structural, especially
for the difficulties of Armenian enterprises
to adapt to international competition, partly
because of continued appreciation of the dram
in recent years.
According to data provided by the National
Statistics Service, the top ten markets for
Armenians products in the first half of 2008
were, in order: the Russian Federation (total
value of approximately USD 95.7 million),
Germany (about USD 94.5 million), the
Foreign investment
In addition to trade policy, also the incentives
policy for investment is currently pursued
by Armenia and it is considered one of the
international organizations more open in the
CIS. Moreover, given the limited capacity
of access to the world capital market, the
only source of external funding - apart from
the remittances of the diaspora and foreign
aid donors - is precisely that of FDI. Since
independence, there are investment usually
treated as “brownfield” that is intended to
acquire Soviet-era industrial assets. Those
“greenfield”, i.e. those made for construction
.:11:.
82.8 million, with a significant increase
over the same period in comparison with
the previous year (when it had reached
64.9 million USD). The trade balance further
enhanced its traditional imbalance in favour of
Italy: Italian exports accounted approximately
$ 66.3 million (48.7 in the first half of 2007),
while Armenia imports were equivalent to
16.5 million USD (16.2 over the same period
of previous year). World’s top exporters,
registered by the National Service Armenian
statistics, Italy has kept the twelfth position
pointed out throughout 2007, while it can
be found in the ninth place as importer of
Armenians products (the eleventh in 2007).
With regard to product categories, the main
Italian exports relate to machinery and
equipment, base metals and products, textiles
and chemicals products , while the vast
majority of imports regards textile products,
far followed by plastic products.
A more limited role regards investment,
which can be partly attributed to the poor
knowledge of the potential of Armenia. Italy
has positioned itself in the fourteenth place in
the period January-July 2008 (it was sixteenth
2007) with $ 198,200 investment, all as
“direct” investment (181,700 identically period
of 2007). The almost unique Italian company
to invest in Armenia has been in the field of
construction and hotel, the RENCO S.p.A.
Pesaro.
Keep in mind that an Italian company,
the GIERRET (Management systems in
Renewable Energy of District Heating and
Energy Saving) initiated a joint venture and as
“Arenergy” has completed a feasibility study,
lasting about a year in the region of Shirak:
the Italian company intends to carry out fields
for the production of wind energy.
(source National Institute for Foreign Trade)
of new plants, are mostly made by small and
medium enterprises.
Armenia is part of both the Convention on
regulation of investment disputes among
States and foreign nationals (the “Washington
Convention”) and the Convention of New York
in 1958 on the Recognition and Enforcement
of Foreign Arbitral Awards. A bilateral
agreement on promotion and reciprocal
protection of investments came into force with
Italy in January 13, 2003.
If the framework is encouraging, the
difficulties of concrete application of the
laws that regulate the activity of investors
is an undeniable obstacle to the economic
opening outwards. These difficulties arise
from widespread corruption (against which
the new government has promised a strict
fight), the lack of judiciary independence and
the frequent interference of political power
in the economic life of the country (many
parliamentarians and ministers have own
business interests).
In the first six months of 2008 the ranking
of countries from which origin the greatest
number of investment in Armenia are,
according to the National Service Statistics,
the Russian Federation (about 386.7 million
dollars), Argentina (approximately 28.2
million), Lebanon, the U.S., Luxembourg,
Liechtenstein, France, Germany, Australia
and Cyprus. Italy is in fourteenth place with $
198,200. During the same period, total foreign
investment amounted to roughly 515.1 million
dollars, of which 352.7 direct investment, with
a 65% increase over the first half of last year.
The 43.1% of foreign investment focused
on the energy sector. A steeper increase but
still rather small, primarily because of the
narrowness of the market, secondly due to
the two closed borders; and thirdly due to
the high cost of transport to reach Armenia.
The economic weight of Russia is certainly
dominant as easily imaginable.
The GEMMO is present (as subcontractors) in
the airport industry, while operating in Armenia
also Lovable Italy (which is also downsizing
its presence) in female underwear, Pagani
and Graphic Arts. Two other important Italian
companies have awarded in the past tenders
issued by international organizations for
programs cooperation for Armenia: ACEA,
which through the “A-Utility”, had won the
contract of the World Bank for restructuring
the water network in the city of Jerevan and its
c) Development of trade with Italy and
direct investment
Foreign Bilateral
In the first half of 2008, the volume of
commercial transactions between Italy and
Armenia amounted to approximately USD
.:12:.
enterprises (which provides about 40% of
GDP) for which Italy can represent not only
as a reference model but also as an attractive
market for imports of machinery and products
for the retail trade.
Among the areas where interventions
would appear appropriate to develop the
machines can be reported: agricultural
and machinery for processing and storing
agricultural products, technology cultivation
in greenhouses, machines for working metals
and stones, over - the construction industry,
textiles, construction materials and sanitary
furniture and décor interior.
surroundings, and Sogin, awarded a contract
on a program called “Tacis” for the Safety of
Nuclear Power Medsamor. Both are no longer
active.
Many importers are also Armenians, or not
exclusive, of Italian products, from those
of machinery and clothing. Several Italian
designers have opened or are opening their
shopping in Jerevan.
A delegation of the National Confederation
Craft of Padua visited Jerevan in June
2007, including representatives of many
SMEs that have started fruitful contacts with
Armenian enterprises. In the occasion, an
agreement of cooperation was also signed
with the Armenian Chamber of Commerce
and Industry. A similar agreement was
signed in 2006 between the ADA (“Armenian
Development Agency”) and the Industrial
Union of the Province of Caserta, present
in this country through the program IGEPP.
There are also some Italian banks operating in
Armenia.
It would also be useful to create a Financial
Firms that would allow Italian credits to
importers in Armenia of our products
and support the increasing Made in Italy
penetration in this country.
b) Valuation of direct investment from and
to Italy
Despite the positive economic state, Armenian
has in the past attracted many foreigners
investors and the fact that the Armenian
authorities are in particular concerned with
the establishment of international chains give
prestige to a capital that is rapidly changing
face. The Italian business has so far proved
reluctant to seize the opportunities offered
by this country, with few exceptions including
the above mentioned RENCO S.p.A. Pesaro.
In previous pages, it said, there is not any
negative experience, such as the Great
Mills who, having invested significantly in
purchasing some plants for production of flour,
has withdrawn from the Armenian market
(while maintaining a partial ownership share)
because of a disagreements with the local
partner (with whom he had formed a joint
venture).
The weakness of the banking system
in Armenia is certainly one of the main
deterrents towards a greater economic and
Italian commercial presence, but it can be
an opportunity: in fact, precisely because
of this deficiency, another area of economic
presence in Italy could be just one bank (the
only International Bank still present in Armenia
is in fact the British HSBC, despite the strong
2. IDENTIFICATION OF AREAS OF
INTERVENTION
a) Assessment of market penetration of
Italian products on the local market
The exchange between Italy and Armenia
is characterized by absolute values still
quantitatively rather low and certainly not
consistent with the potential of their markets.
Among the most dynamic sectors that today
characterize the Armenian economy, there
are information technology, food industry and
tourism, all areas where Italy has a tradition
of excellence. Important also the impact of
mining. A more leading sector in recent years
has been building, supported by the need of
massive public works for infrastructure and
significantly funded by foreign contributions
and international organizations, States and
the Armenian diaspora around the world.
Growth exponential in the housing market and
construction has certainly helped the Made in
Italy appreciated here. Even with the support
of IFIs in this area, there has been a intense
growth and there is beginning to develop
in Armenia a network of small and medium
.:13:.
presence of Russian capitals in several
national institutions).
3. TRADE POLICY AND MARKET ACCESS
a) Tariff Barriers
The Armenian legal framework is based on
maximum liberalization. There are no taxes
on exports, there is a simplified pricing system
and can transfer any amount of money from
abroad. Virtually nonexistent licenses and
quotas export.
All exports from Armenia are duty free. The
tariffs for imports ranging from 0 to 10%. The
10% rate applies mainly to the consumption
and luxury goods. Armenia uses the “Code
Harmonized System” for tariff classification.
No customs duty import is paid in the following
cases:
a. imported capital goods which are part of a
investment;
b. goods in transit through Armenian territory;
c. means of transport used for regular
international transport of goods;
d. currency and securities;
e. goods are imported temporary export and
temporary Armenia for processing and
rework;
f. vehicles for government use;
g. humanitarian
h. goods imported for shops duty-free;
i. livestock, meat, fish, shellfish, dairy
products, vegetables, coffee, tea, spices,
fruits, animal and vegetable fats and oils,
sugar and sweets, mineral fuel and bitumen,
leather, silk, wool, cotton and other textile
fibres, glass and glass products are not
decorative, aluminium, lead, zinc, pewter,
tractors;
j. items treated as property imported foreign
customers in Armenia to be processed in
the re-exportation within the period specified
in the contract and no later than one
year, provided that there is a contract that
provides export;
k. goods imported by the Central Bank
Armenian;
l. property used for the exhibition during fairs,
events or similar activities;
m. property brought demands for scientific,
cultural or education (books, magazines,
newspapers, musical instruments, sports
and theatrical equipment, property
religious);
n. animals.
c) Evaluation of potential for cooperation
in commercial and industrial sectors
High-tech higher the potential for cooperation
in trade and industrial sectors such as to high
technological content, which are experiencing
a development particularly in Armenia positive.
The country was one of the technology
centers of the Soviet Union: a propensity
which further developed after independence,
also thanks to the Diaspora living United
States, concentrated in California and
therefore often involved entrepreneurial tech.
The sector also received a strong boost by the
fact that closure of borders with Azerbaijan
and Turkey, increasing to excess transport
costs earth has favoured industries (such as
precisely those high-tech) that depend on the
overland trade and can therefore count on a
cost unit/transport particularly favourable for
operators.
d) Suggestions for the deployment of
instruments of financial and insurance
SACE and public SIMEST
The SACE put Armenia in the sixth / seventh
(penultimate / last) risk category.
The attitude toward the country is thus marked
by caution to avoid actions which can help
create a new aggravation of the burden of
debt.
Consequently, the SACE prefers ensure
operations of Italian entrepreneurs in
partnership with international organizations or
bilateral agencies such as SIMEST presenting
valid mechanisms to mitigate country risk.
Armenia has made it funding from the IMF,
which prohibits debt on commercial terms: the
consequently, local authorities can not issue
“sovereign guarantee”. Exposure SACE and
total currently used nothing.
.:14:.
special license (“an activity license”) issued by
the Ministry of Health always, for a maximum
of 5 years. Such license is not necessary for
those “Whose WAS” activity connected to
the pharmaceutical products and medicines
research, experimental testing, quality,
effectiveness and safety control.
These measures are applied equally to both
foreign nationals Armenians.
More detailed information can be found at:
www.pharm.am.
Consumer goods are subject to a duty of 10%.
b) Non-tariff barriers
As is shown by the ratio of the working group
on accession of Armenia to the WTO, the
system of measures of non-tariff barriers
in general is governed by Resolution 124,
29 December 1995. The importation of
narcotics, psychotropic substances, poisons,
equipment for smoking opium, pornography,
trash (except those authorized by the Ministry
for Trade and Development and the Ministry
for Environmental Protection), products
from countries that are signatories to the
Convention Vienna for the Protection of the
Ozone Layer and the Montreal Protocol,
animal and plant carriers of infectious
diseases incurable.
Import restrictions are imposed only
for reasons of public health, safety and
environmental protection. This applies to all
types of weapons, military technology and
Medsamor nuclear plant. The import of these
products is subject to specific authorization of
the Armenian Government, as established by
Government Decision No. 902, 31 December
2000. Among the weapons are also included
products that meet category Customs HS8710
(tanks and other motorized vehicles such
as components of thereof) in the HS9306
(bombs, grenades, cartridges and ammunition
of various kinds).
The importation of wild animals and plants
is subject to obtaining a permit special by
the Ministry of Environmental Protection, as
stipulated in Government decisions No. 11741173-N and N, both of 18 July 2002.
Resolution No. 239 of 12 May 2000, stipulates
that certain products and services useful
to safeguard both the environment and
human health are subject to quality control
(“Mandatory certification”). This excludes
medicines, but should receive, based on
Resolution No. 581 of 20 September 2000,
a special permit for both regards imports
and exports. Permission must be granted
by Ministry of Health. Are excluded from this
scheme veterinary products. The permit,
which is for the single operation of export
and import should be issued within 10 days
of its application. Recipients must possess a
c) Violations of the rules on protection of
intellectual property rights
Intellectual property is defined in Article 140
of the Civil Code. Trademark law and places
of origin of goods has been signed by the
President of the Republic of Armenia 31 March
2000. Based on it a mark is protected for 10
years renewable. In general, standards are in
line with those of the TRIPS (Trade Related
Intellectual Property Rights). The Patents Act
came into force in August 1993 and protects
both inventions (20 years) that the industrial
design (15). Copyright law was, however,
adopted in May 1996 and is consonant with
the rules of the Berne Convention.
In this area, then Armenia has made every
effort to comply with legislation international
rules, but the practical application of that
still has many problems that can become
a disadvantage for exporters of goods with
trademark.
Is particularly widespread practice of
counterfeiting and piracy of compact discs,
videotapes and DVDs that are sold legally, so
that the government derives revenues tax in
the form of value added tax. Equally popular,
though less easily prosecuted because
the trade in counterfeit goods case by
informal means, the counterfeit clothing and
accessories (bags, shoes, etc.).
d) Issues relating to foreign investment in
the country
According to Forbes, Armenia ranks 63rd
place in world ranking of “Best Countries for
business”: the position most high among the
CIS countries and fourth among all of the
.:15:.
former Soviet Union after the three Baltic
States. Therefore, although the business
climate in Armenia can be considered good
overall, there are still difficulties for foreign
investors. Under Article 14 of the Law
on Foreign Investment, a company may
conduct any economic activity provided it
complies with the objectives contained in its
statutes and is prohibited by legislation in the
Republic of Armenia. You may create any
form of enterprise, there are no restrictions
on foreign participation and foreign persons
are free to establish, together with other
partners or independently, a wholly foreign
owned company. The assimilation of foreign
entities to the local includes participation in
the privatization process and the acquisition
of shares bonds, treasury bills and other
securities. However, investors are not allowed
to participate in activities such as production,
repair and sale of arms and ammunition,
prerogative of state-owned enterprises. The
law also guarantees investors the right to
repatriate profits without hindrance. Where
existing legislation in the field is changed
after the investment, the investor is entitled to
be exempted from any measures which are
detrimental to them for a period of 5 years.
The Foreign Investment Law also allows
companies with foreign participation to reexport the entire production and services
without restriction, except cases defined by
international (export licenses are required for
products textiles).
In general, we can report that although in
theory there is a favourable legal framework,
many contradictions arise when applying
the relevant rules in practice. Among the
problems have arisen recently and which are
increasingly pinned criticism foreign operators
are the arbitrary imposition of duties (often
applied by customs officers with no relation to
the actual value of imported goods), the delay
over the VAT refund for export companies and
especially the practice of revenue collection
of deferred tax assets, often explicitly
criticized by the EU Commission. The new
Government, as already ‘mentioned, made an
immediate and tough action against tax and
customs administrations, removing the top
(almost without exception been accused of
corruption) and merged into a single Revenue
Administration.
4. SPECIAL OPERATING POLICY AND
PROPOSALS FOR ACTION JOINT
a) Mapping of initiatives to support
the internationalization of the system
production that the diplomatic-consular
ICE seeks to attain during the second half
of 2008
Was held 13 to 16 February 2008, the first
mission in Jerevan’s new director ICE Office
of Moscow also responsible for Armenia, Dr.
Roberto Pelo.
During his stay in the Armenian capital met
with Dr. Young and Hairy dynamic Minister
for Commerce and Economic Development
Nerses Yeritsian, in addition to the Armenian
Development Agency Director (and current
Minister of Finance) Tigran Davtian and senior
representatives of the Ministry of Foreign
Affairs, the “Union of Manufacturers and
Businessmen of Armenia” (UMBA), Chamber
of Commerce and Industry and the Small
and Medium Entrepreneurship Development
National Center.
Following that visit, and was taken during
the following May, a new proprietor of the
“point matching” ICE Jerevan, inactive for
over a year and will return then to cooperate
with the Embassy of Italy in the activity
economic development. On operating
there is commonality of views between the
Embassy and ICE that priority should be
assigned the execution of the Memorandum
of Understanding on Small and Medium
Enterprises, signed in Rome January 27,
2005. On November 12, 2008, on the fringes
of the Conference on Caucasus next day
opened by Minister of Foreign Affairs Mr.
Frattini, will take place in Rome organized
by Confindustria, ICE and a presentation on
the economic characteristics Armenia (socalled “country presentation”) for the benefit
of Italian entrepreneurs. Please note that
each successful tendering of the World Bank
in Armenia are www.worldbank.org.am site
listed on the page dedicated to “projects and
programs”. (Then click on one of the boxes on
the central line “consult Tenders in Armenia –
dgmarket”). Those organized under the U.S.
Millennium Challenge Account are listed at
the following URL: http://www.mca.am/new/
enversion/index.php
.:16:.
critical slowing down development of trade
relations and industrial cooperation between
Italy and Armenia. From this point of view,
the most would probably fit the Memorandum
of Understanding between Italy and Armenia
on Small and Medium Enterprises of
2005, which provides in turn setting up a
joint body, comprising members from the
public, the private and mixed organizations
with experience in creating and providing
assistance to SMEs.
b) Identification of joint events to play
with the competition bureau, Offices
ICE Employees Scientific, and Cultural
Institutes Italian Chambers of Commerce
Abroad
There are in Armenia nor Italian Cultural
Institute, nor a Scientific Officer, it a Italian
Chamber of Commerce.
c) Projects of diplomatic missions and
consular offices and ICE initiatives
Promotions during 2009
It should meet on an annual basis,
with alternating locations. The point
correspondence ICE Jerevan could do is load
the preparatory stage to the organizational
as well as the any practical action in close
collaboration with the Embassy of Italy.
Will however continued the program calls to
operators Armenians, already started in 2004,
the major international fairs that take place
in Russia, and for which there is a strong
Italian collective presence, such as Prodexpo,
the Consumexpo, the Mebel, etc. It will also
studied the possibility of extending certain
projects for Armenia (in the agro, in retail,
hotel and restaurant chains), already included
in Special Programme of Promotion in Russia.
Though the Armenian import market is not
particularly large, there are opportunities niche
that should not be dissipated, partly because
of the excellent image enjoyed Italy and
Made in Italy. The activation of a “permanent
round table” meeting, already under the Joint
Declaration on Economic Cooperation of
2004, as well as represent something of an
institutional nature, could be used to compare
projects and strategies, promoting appropriate
contacts between the business associations
of both countries. Such “Table” should also
be the place chosen for verification of the
.:17:.
THE MACROECONOMIC SITUATION IN ARMENIA
Jermuk - Detail of thermal springs
.:19:.
THE MACROECONOMIC SITUATION IN ARMENIA
Marz of Ararat – Landscape with the “Devil Bridge”
Marz of Vayots Dzor - Landscape
.:20:.
THE MACROECONOMIC SITUATION IN ARMENIA
Tools of traditional economy in south Armenia © Bonazza
Noravank – Detail of main church dome
.:21:.
ASSOGAL
AND TUSCANY LAGS
rural economy in Tuscany, in the framework
of I.C. Leader and other rural development
programmes, as well as of promoting common
strategies among LAGs, of spreading the
knowledge of integrated rural development
through active animation actions, technical
services ad trainings, and horizontal and
vertical mainstreaming.
The political/strategic functioning is entrusted
both to Assembly and to the Executive Board,
while the operative functioning is assured
thanks to the formalization of a Technical
Committee composed of the LAGS’ managing
directors and some of them play specific roles
both outside and inside.
Leader programme was already carried out
in Tuscany Region during the first planning
session (1989 – 1994) in two mountainous
areas: Amiata mountain (Provinces of
Grosseto and Siena) and Garfagnana area
(Province of Lucca).
With the second programme session (19941999) ten are the areas involved in Leader
II, ruled by the same number of Local
Action Groups. This second edition was a
real experimental laboratory, during which
important, original and innovative ideas were
realized, new professionals were trained and
they also improved their knowledge about
rural development, projects planned by the
meeting between the development actors and
factors were carried out: ideas, competences,
will and resources.
The third Leader programme session (20002006), called Leader Plus by the European
Commission, must conciliate, at a regional
ASSOGAL TOSCANA
is an association of the Tuscan Local Action Groups.
1. Introduction of ASSOGAL and the role
played by LAGs in LEADER experience in
Tuscany
The establishment of the association
The association of Tuscan LAGs was
established in May 2000 – the first one in
Italy – and it is the result of an experimental
cohesion path among the different Local
Action Groups, during which the comparison
stages, which are often fierce, developed,
in each territory, the awareness of the
pioneering aspect of the enterprise and they
strengthened, at the same time, the identity
of rural areas and the functionality of LAG
structures in a model which represents and
highlights the territorial needs.
The feature of the association
Nowadays, the association is composed of the
Local Action Groups based in Tuscany:
Consorzio Appennino Aretino s.c.r.l.
- Etruria s.c.r.l.
- F.A.R. Maremma s.c. a r.l.
- Garfagnana Ambiente e Sviluppo s.c.r.l.
- Leader Siena s.c.r.l.
- Start s.r.l.
- Consorzio Sviluppo Lunigiana s.coop.r.l.
-
and it was established with the main purpose
of promoting, of developing and of improving
.:23:.
level, the demand of resources concentration,
with the entrance of new eligible areas. This
has led to the re-definition of the organization of
“Leader map”, in Tuscany, with the identification
of eight LAGs (as regard to the previous
SETTLEMEN
OF SOCIETY
ten LAGs) through elaborated political and
economic concentration paths at a territory level.
An explicative table about the allocation of the
financial resources of Tuscan LAGs during the
third planning session follows:
SETTLEMENT
of Board of Directors
TOTAL COST of the Local
Action Plans 2000-2006
LAG
N. local
N. private
governement
partners
partners
Total
N.
N.
component component
private part public part
Total
Total of public
expenditures
(Grant)
Total
of the Investment
LAG Consorzio
Appennino
Aretino
Soc. Cons. a r.l.
9
6
15
8
5
13
Euro
Euro
4.512.771,00 10.124.602,00
LAG Etruria
S.c.a r.l.
12
21
33
6
5
11
Euro
4.061.388,00
Euro
8.186.353,00
LAG
L.E.A.D.E.R.
Siena
S.c.a.r.l.
11
7
18
7
3
10
Euro
4.745.924,00
Euro
9.232.525,00
LAG Eurochianti
S.c.a r.l.
17
15
32
7
6
13
Euro
2.946.430,00
Euro
6.288.714,00
LAG Garfagnana
Ambiente e
Sviluppo
S.c.r.l.
10
7
17
6
4
10
Euro
4.500.145,00
Euro
9.036.249,00
LAG Consorzio
Sviluppo
Lunigiana
Leader
S.c.a.r.l.
8
4
12
7
2
9
Euro
2.233.083,00
Euro
4.576.042,00
LAG Start S.r.l.
16
3
19
4
2
6
Euro
3.695.213,00
Euro
8.206.270,00
LAG F.A.R.
Maremma
S.c.a.r.l.
26
20
46
10
7
17
Euro
Euro
5.408.279,00 12.760.918,00
.:24:.
In the planning session 2007-2013, “Leader
methodology”, inserted itself as transversal
approach in FEASR planning, and so in the
Regional Rural Development Plans, with
the intention, from the E.C., of structuring
and consolidating a development method of
marginal areas which, with a reduced amount
of resources, contributed to change the local
economic organization.
LAGs in Tuscany become seven.
With the mainstreaming of LEADER in AXIS
4 of PSR (Regional Development Plan)
2007-2013, LAGs functional and political
barycentre was, at European level, moved
and the “core business” passed from
the care of subsidiary which was more
articulated and linked to the territories,
based on the bottom-up, to an evolutionary
government phase of network partnership.
LAGs do appreciate the deep experience,
gained on the area, of the local microeconomies, of the actual needs of the weak
and peripheral entrepreneurship and of the
collective needs, managed and administrated
by the local territorial bodies, which often
An explicative table regarding the allocation
of the regional and communitarian financial
resources Tuscany Council Deliberation Nr.
216 of 25.03.2008
Allocation Measure 410 and 431 per LAG and per year
GRANT ALLOCATION PER LAG AND PER YEAR (only public expenditure)
LAG
2007
2008
2009
2010
Total
LAG Consorzio
Appennino Aretino
1.920.030,96
1.908.742,25
1.851.522,80 1.877.134,55 7.557.430,56
LAG Etruria Scrl
1.327.134,39
1.319.331,59
1.279.781,24 1.297.484,20 5.223.731,42
LAG F.A.R. Maremma
1.934.585,96
Scarl
1.923.211,68
1.865.558,47 1.891.364,38 7.614.720,49
LAG Garfagnana
Ambiente e Sviluppo
Scrl
1.359.262,70
1.351.271,00
1.310.763,18 1.328.894,71 5.350.191,59
LAG LEADER Siena
Srl
1.535.138,03
1.526.112,28
1.480.363,13 1500840,71 6.042.454,15
LAG START Srl
1.645.159,24
1.635.486,63
1.586.458,71 1.608.403,89 6.475.508,47
LAG Consorzio
Sviluppo Lunigiana
LEADER Scrl
797.007,85
792.321,89
.:25:.
768.570,01
779.201,49 3.137.101,24
express a dimension which is too exiguous
to face the new and old needs of the
populations.
LAGs play a new role and take cognizance of
some factors such as:
a. the evolution of the structures;
b. the gained competences;
c. accreditation at local, national and
international level;
d. LAGs are innovative;
e. LAGs have got lot of competences in the
frame work of transnational cooperation;
f. LAGs turn into local development agencies.
Development), the association of the National
volunteer networks at an European level,
established in 1999, and it deals with the
support to the rural and regional development
according to LEADER methodology, promoting
shared experiences among the partners,
promoting the network governance as well
the cooperation through the transnational
projects. E.L.A.R.D. is one of the European
organization which is also a member of
E.N.R.D. (European Network for Rural
Development) at the European Commission.
3. Rural development plan of Tuscany
Region 2007-2013. LAGs Participation to
the planning and settlment of action 4 Leader Approach
2. The experience on network activities: at
a local, regional, National and transnational
level
A network of networks
Agenda 2000 decided for a Rural
Development policy as a second pillar of
CAP, in order to develop the new political
market reform in the Union territories. Rural
development policies, consequently, cannot
be separated from its own role of second pillar
in common agricultural policy.
ASSOGAL Toscana is inserted in the
framework of National dialogue through the
presence of the National Rural Network 20072013 (art. 68 EU Regulation 1698/2005)
Department of Development Policies –
Directorate General of Rural Development –
POSR II.
One of the strong points for the construction of
the Network is represented by the involvement
of other local formal and informal, national
and international networks, which operate
in different rural sectors. Their involvement
assures an improvement in management and
implementation of rural development policies,
overdrawing the effects and the diffusion
capabilities at a network peripherical level.
With the approval of the final compromise of
20th of June 2005 in Luxemburg, related to
the proposal of the EU Council Regulation
on the support to rural development from
the FEASR - Agricultural European Stock for
Rural Development - the new reform gives
a start to the new one on structural stocks.
The two European directorates which gave
the communitarian strategic orientations for
the future, and these are those of Lisbon
(March 2000), which adopted development
and occupation as key words, and the one
of Goteborg (June 2001), which has got
integration of environmental sustainability
with the economic and social one as main
principle.
The new face of European agriculture is
entrusted to the hopes of rural development.
The integration in “bottom-up” Leader
approach, together with the consultation of the
involved parties in planning, implementation
and evaluation strategies and of the
national programmes contribute to assure a
structured dialogue as key element of a good
governance.
The rural development programming
Networks members
The EU Regulation n. 1698/05, as regard to
Leader Plus, amplifies the territorial range
and the stakeholders which are the potential
addresses of the Programme. The Network,
thence, addresses to all the rural networks,
not only to those which are included in the
LAG operative ability. During the performance
of the scheduled actions, the National Network
must assure a series of activities which are
aimed at all the main subjects of the rural
world.
ASSOGAL Toscana is present at an
International level as E.L.A.R.D. member
(European Leader Association for Rural
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should contain an axis in each declination
national Leader to finance, through the Local
Action Groups, the implementation of local
development strategies based on the three
thematic axes (Axis 1 - Competitiveness /
Axis 2 - territory management / Axis 3 Rural
Development) the operating costs of Local
Action Groups, cooperation projects between
LAGs, approaches, pilot and experimental
approach, the acquisition of skills and
coordination necessary for the preparation of
local development strategies.
The Leader model is then designed to be
applied on a larger scale, preserving the
European Union to a continuation and
consolidation of the Leader.
The operation has led to many years of status
quo on the territories and a substantial growth
both in terms of skills accreditation from major
public and private actors of different territories.
The most peculiar features of Leader + in
Tuscany
b. The gained competences
The new rural development programming,
which is engaged in leading the Leader
method, cannot prescind from taking into
account and from valorizing the following
distinguishing features, such as:
a. The evolution of the structures
Intended as the natural growth of added value
in support for local programming and the
maturation of the operating structures.
LAGs have experimented new contractual
arrangements and organizational systems
of light structures that have adequate
performance of the Leader, continuously
increasing the different skills in programming
and management of territorial development
programs. Leader was an opportunity to invest
in facilities and to consolidate the operational
staff, in order not to break up a wealth of
knowledge not found in other programmatic
solutions.
• 70% of the Tuscan territory concerned and
21% of the population.
• Implementation through local planning (8
Local Action Plans).
• Innovation of the carried out projects.
• Integration and synergy with other tools
(PSR - Regional development Plan -, other
communitarian plans etc.).
The LEADER program allows rural areas
of Tuscany to grow in a multi - sectoral and
interdisciplinary approach, taking into account
all existing activities, always safeguarding
both the territory and the resources.
c. Accreditation at local and regional level
The enhancement of LAGs has allowed us to
consolidate the role of everyone at local level
and to spread their skills in order to attract
the interest of public and private confidence
and acquire operational and organizational
development programs.
Participation of LAGs
to the planning activities
LAGs are actors in the new rural regional
planning, because the various Leader
programs have been shown to be
“revolutionaries”, so that they did not only
establish itself as a specific axis in the new
PSR, but they also became a methodological
approach which can be used on all other axes.
d. LAGs as innovation bringers
The LAGs are certainly innovative structures
which are working for local development:
they are innovative for the operational and
management modalities, selecting and training
of consensus and decision points in a logical
network. Eventually, they operate in the
former areas OB - 5b actually representing a
continuity of presence and operation of the
public on so-called marginal areas.
4. LAGs as local development agencies on
the territory
Tuscan LAGs have been widely operating on
eligible rural areas since more than ten years,
implementing, in a concrete way, the principle
of subsidiarity and bottom-up planning, in a
logic of participatory governance, widespread
and integrated.
e. Experiences on international cooperation
Leader is an innovative programming
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system and, in Leader, inter-territorial
and transnational cooperation is the
characterization of added value in the
program. With Leader experience, LAGs
become the only reference tool for local
activation and management of transnational
partnerships, such as determining element
and necessary to acquire a leading active
roles in planning future policies.
on critical market which restrict the
sustainable economic development,
regeneration and economic growth in the
region through the establishment of a
real plan Rural Development (RDP) for the
two regions involved. The plan assumes
a cohesive and integrated approach to
improve regional economic performance,
focusing on economic competitiveness
and the need to increase productivity.
f. Relations with regional and local bodies
and authorities (Tuscany Region, ARSIA,
Universities, Local authorities, Association
of the economic categories, Comunità
Montane, UNCEM Toscana)
Nomination and selection of the project
The European Union Commission published
the ban “Armenia Regional Development,
Phase II” (Regions of Ararat and Vayots Dzor)
19:06:01 TACIS Fund (EuropeAid/124645/C/
ACT/AM) in 2007. The specific objectives of
the program are:
• to favor the economic and social
development in the regions;
• to establish a sustainable mechanism for
cooperation between central government,
regional authorities, communities and
society / civil community in planning and
implementing economic and social activities
designed to create growth and to improve
living conditions in regions;
• to develop and to implement a scheme
of micro-projects (based on findings of
the RDP) at the community level with inkind contributions of local authorities and
community members to address economic
and social communities.
The work of planning, management and
animation of LAG has found some sensitive
and attentive partners in other agencies, local
and rural development actors. The same
group has activated ASSOGAL Memorandum
of Understanding with UNCEM Toscana,
with ARSIA and with Tuscany Region, on the
issues of rurality. Many LAGs had important
relationships with agencies and organizations
at the local level for projects which are not
included in Leader program.
LAG, therefore, may perform the duties
of a real regional development agency,
in accordance with the specific device
characterizations, in accordance to their
organizational structure.
5. “REDAM II” project on Tacis programme
of the E.C.
Following his nomination, ASSOGAL Tuscany
has been selected for project implementation,
as reported in the award notification letter
of 24th of May 2007 of the European Union
delegation in Tbilisi (Georgia).
The project idea
The project was born from ASSOGAL
Toscana, with the aim of coming up with new
project opportunities, through which creating
a network of actors and territories involved in
rural development.
The opportunity offered by the EC’s
development programs in third countries
belonging to the EU constitutes, for ASSOGAL
Toscana, the opportunity to use the skills
acquired by GAL Toscani in the management
of rural development programs based on
Leader approach, as developed in Tuscany CI
Leader I.
The purpose of the project is to improve
the economic performance and increasing
competitiveness of the region, focusing
The contract with the European Commission
Delegation to Georgia and Armenia was
signed in August 2007.
The aim of the project
The project aims at facilitating, through a
pilot mode, the implementation of rules and
procedures for developing rural areas as
required by the EU Leader methodology,
through the direct support of the two local
Armenian LAG and the financing of microprojects for the rural development in Armenia.
The two Armenian regions (Vayotz Dzor and
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Ararat), which are interested in the project
activities, are located in south- western Armenia.
Project partnership
The project is directly managed and
coordinated by ASSOGAL Toscana, which is
the beneficiary of the Community contribution
and the only liable party in respect of the
Delegation of the European Commission.
In order to implement the project activities,
collaboration with external consultants from
the Association will be provided, but especially
with the structures of the Tuscan LAGs
F.A.R. Maremma and LAG Start, and the two
development agencies in Armenia: ICU Vedi
(Ararat region) and RDA Vayotz Dzor (Vayotz
Dzor region).
The project complies with the following
organizational scheme in order to carry out
operational activities and general coordination:
ASSOGAL
- project Applicant and contracting authorities;
- institutional relations with Armenian partners, with the European Commission
and with the Armenian government;
- link and facilitation of the relations among Armenian partners and Leader
network, both at Italian and European level;
- project visibility activities;
- management of financial auditing activities and evaluation;
- management of short-term experts in Armenia;
- Setting up of a new accounting and administrative system with reference to
the project.
LAG Start
partner
Development and application development methodologies according to the
Leader method, organization and management of short-term experts.
LAG
F.A.R.Maremma
partner
Administrative and financial management, operations and logistics,
coordination and support to the implementation of micro-projects on site,
monitoring and dissemination of results. The activities were carried out by
the staff of the GAL and finding experts
Armenian
Partners:
ICU Vedi
RDA Vayots Dzor
- Providing technical and administrative personnel to manage the project
(contracted directly by the Armenian partners.
- Creation of tender notice for the purchase of equipment provided by the
project and supplied to the offices.
- Participation in all technical and operational activities of the project in
Armenia.
- Technical support and logistical experts Italian / international short-and
long-term implementation of activities.
- Provision of administrative and financial reports for the general coordination
of ASSOGAL for reporting interim and final project, based on the financial
expertise provided and regulated by partnership agreements signed with
ASSOGAL
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Development Agency and the Association
for Tourism Development, a center for
professional training and development of
tourism in the region of Vayots Dzor and
related areas (agricultural and craft was also
created), aimed not only at promoting tourism
and territory in general, but also at improving
the entrepreneurial skills of individuals in
the sectors concerned and the professional
skills of young people seeking work or
specialization.
Duration and project budget
The project lasted 29 months, including the
extension given by the European Commission
and it ended on 31.12.2009.
The budget envisages a total investment
of Euro 2.224.600,00 with a Community
contribution amounting to 2.000.000,00 Euro.
Project activity
In summary, the project has achieved the
following project activities:
Ararat Region:
1) “Model of Rational management of the
waste cycle in Vedi”
Through this pilot project, a sort of municipal
company composed of tools and human and
financial resources existing in 19 communities
involved in the project was created,
which has provided technical assistance
(regulatory) and means (collection trucks,
trucks, bulldozers, etc.) to rationalize and
optimize the management of the waste cycle,
from collection to storage in a centralized
landfill, until the establishment of an early
differentiation in the collection (time to
separate and possibly reuse the paper and
plastics), on an area inhabited by about
76,000 inhabitants.
1. Project Management (management,
administrative and technical project);
2. Technical activities for the promotion
and development of local networks in
both regions, aimed at activating the
Leader (involvement of local authorities,
stakeholders, supervision of the priorities
defined by the development plans of the
two regions).
3. Training and technical assistance to the
Armenians on the skills required by the
Leader program.
4. Definition of Local Action Plans containing
projects and non structural finance.
Also through the direct involvement of
schools, an awareness-raising was carried
out in order to induce an improvement in
environmental sanitation of the area and
enjoyment of historical and cultural sites and
attractions.
5. Funding and implementation of microprojects.
6. Monitoring and evaluation of micro-projects.
7. Communication and dissemination of
project activities in Armenia and visibility of
results.
2) “Creation of a Centre for Development of
Agricultural Mechanization”
The project, by supporting the purchase
of mechanical equipment (2 tractors and
trailers) and agricultural tools and innovative
modern (harrows, milling machines, precision
drills, rakes for fodder) has supported the
creation of a center for the development
of the budget agricultural mechanization,
benefits not only for the members of the
cooperative farm Khor Virap, but, thanks to a
new service of “outsourcing” , for the benefits
of farmers outside the cooperative itself,
who, secondarily to the needs and priorities
of the cooperative, will benefit from modern
and technical means in less time and at more
Micro-projects:
The creation of micro-projects at local level,
based on the methodology leader, is one of
the key activities under the project REDAM II.
Micro-projects that were financed with the
EC contribution in the two Armenian regions
follow:
Vayots Dzor Region:
1) “Centre for Tourism Development and
training”
Through the construction of a building
which housed the headquarters of the local
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competitive prices, ensuring the economic
sustainability of the service and management
of resources, improving the quality of agrofood and decent living conditions for farmers
in the area.
4) “Construction of a Visitor and Tourist
Centre”
The project, through the building “from scratch”
of a structure (of 135 square meters) wellinserted in the environmental surrounding, and
that has got 8 beds in two units (accommodation
capacity of 448 guests in 7 months of opening),
accompanied by a service bar-cafe restaurant,
in addition to strengthening the website of
the Nature Reserve and the tourist promotion
activities, you can pursue the goal of providing
tourist accommodation by improving the
infrastructure of the Reserve and the visibility
and accessibility to national and international
level.
It will be possible to create 4-5 new jobs in the
Centre (whose employees receive appropriate
training) and to encourage agricultural
activities craft industries in the nearby
community of Urtsadzor. It will be possible to
significantly contribute to the tourist promotion
in this area, a sanctuary of some endangered
animal species, such as the “Leopard of the
Caucasus” and “Black Griffin”.
3) “Creation of an Unit of Drying and Packing
fruit and vegetables”
The Project, through the purchase of
machinery and equipment (greenhouses and
pallets for drying, washing equipment for fruit
and vegetables, etc..) modern and innovative
(packaging machines, heat sealing, etc..),
created a center for the packaging of fresh
and dried fruit and vegetables (14 tons of
finished products) that benefits not only the
members of the Organization “URTS”, but,
through a new service of “outsourcing”, it is
an advantage also for farmers outside the
NGOs, ensuring the economic sustainability
of the service and management of resources,
but above all with the objective of improving
the quality and characteristics of sanitary food
and agricultural products, in order to present
a better product on the market healthy and
competitive and able to negotiate a higher
price, would improve the general revenue
of the NGO and the standard of living of
members and farmers in the area.
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ASSOGAL AND TUSCAN LAGs
Tuscany - Landscape
Tuscany LAG’s staff
.:33:.
ASSOGAL AND TUSCAN LAGs
Marz of Ararat - Khor Virap Monastery
.:34:.
ASSOGAL AND TUSCAN LAGs
Marz of Vayots Dzor - Noravank Monastery
.:35:.
THE LEADER
APPROACH
of the CAP. Information from evaluations and
rural stakeholders, indicate that the Leader
approach is a tool that works well, in quite
different situations and types of areas, thus
adapting rural policy-making to the extreme
diversity of rural areas’ needs. For these
reasons, it has now become an integral part
of rural development policy. By encouraging
local participation in the drawing up and
implementation of sustainable development
strategies, the Leader approach may prove to
be a precious resource for future rural policy.
For the 2007-13 programming period Leader
will no longer be a separate programme
but will be integrated (‘mainstreamed’) in
all national/regional Rural Development
Programmes. This opens up new possibilities
for the Leader approach to be applied on a far
wider scale and across a much broader range
of rural development activities than hitherto.
Leader encourages rural territories to explore
new ways to become or to remain competitive,
to make the most of their assets and to
overcome the challenges they may face,
such as an ageing population, poor levels of
service provision, or a lack of employment
opportunities. In this way Leader contributes
towards improving the quality of life in rural
areas both for farm families and the wider
rural population. It uses a holistic approach
to address rural problems. It recognises,
for example, that being competitive in the
production of food, having an attractive
environment and creating job opportunities for
the local population are mutually supportive
aspects of rural life, requiring specific skills,
1. The Leader approach to rural
development: what is it?
Rural development policy is an
increasingly important component of
the Common Agricultural Policy (CAP).
It promotes sustainable development in
Europe’s rural areas addressing economic,
social and environmental concerns.
Over half of the EU’s population lives in
rural areas, which cover 90% of the EU’s
territory. Leader is an innovative approach
within EU rural development policy.
Leader stands for ‘Links between actions of
rural development’. As its name suggests,
it is a method of mobilising and delivering
rural development in local rural communities,
rather than a fixed set of measures to be
implemented. Experience has shown that
Leader can make a real difference to the
daily lives of people in rural areas. It can play
an important role in encouraging innovative
responses to old and new rural problems,
and becomes a sort of ‘laboratory’ for building
local capabilities and for testing out new ways
of meeting the needs of rural communities. It
has generated valuable results in many rural
areas in the Member States, and could play
a significant role in assisting rural areas in
new and future EU Member States to adapt to
today’s changing realities.
Since its launch in 1991, Leader has provided
rural communities in the EU with the tools to
play an active role in shaping their own future.
It has evolved over time, together with the rest
.:37:.
appropriate technologies and services that
need to be tackled as a coherent package and
with tailored policy measures.
procedures, the support of the relevant public
administrations and the necessary technical
assistance for the transfer of good practice.
The difference between Leader and other
more traditional rural policy measures is
that it indicates ‘how’ to proceed rather than
‘what’ needs to be done. Seven key features
summarise the Leader approach. They are
described here separately, but it is important
to consider them as a tool-kit. Each feature
complements and interacts positively with the
others throughout the whole implementation
process, with lasting effects on the dynamics
of rural areas and their capacity to solve their
own problems.
Since it was launched in 1991, the Leader
Initiative has been working to provide
rural communities in the EU with a method
for involving local partners in steering
the future development of their area. The
Leader approach has attracted a high level
of interest within the EU and far beyond.
It has been emulated beyond its own
circle of beneficiaries. The interest Leader
has aroused has sometimes influenced
national, regional and local administrations
and policies with its capacity to tackle
development problems through new forms
of partnerships and linking activities.
Leader complements other European and
national programmes. For example, Leader
actions can activate and mobilise local
resources, by supporting pre-development
projects (such as diagnostic studies and
feasibility studies or local capacity building)
which will improve these areas’ ability to
access and use not only Leader funds but also
other sources for financing their development
(e.g. wider EU and national rural and regional
development programmes). Leader also
assists sectors and categories of beneficiary
which often receive no support, or only limited
support, under other programmes operating
in rural areas, such as cultural activities,
enhancement of the natural environment,
rehabilitation of architecture and heritage
buildings, rural tourism, improving the links
between producers and consumers etc.
Leader encourages socio-economic players to
work together, to produce goods and services
that generate maximum added value in their
local area.
The seven key features explained
Feature 1.
Area-based local development strategies
An area-based approach takes a small,
homogenous, socially cohesive territory, often
characterised by common traditions, a local
identity, a sense of belonging or common
needs and expectations, as the target area
for policy implementation. Having such an
area as a reference facilitates the recognition
of local strengths and weaknesses, threats
and opportunities, endogenous potential
and the identification of major bottlenecks
for sustainable development. Area-based
essentially means local.
This approach is likely to work better than other
approaches because it allows actions to be
tailored more precisely to suit real needs and
local competitive advantage. The area chosen
must have sufficient coherence and critical
mass in terms of human, financial and economic
resources to support a viable local development
strategy. It does not have to correspond to predefined administrative boundaries.
2. The seven key features of the Leader
approach
The Leader concept
The main concept behind the Leader
approach is that, given the diversity of
European rural areas, development strategies
are more effective and efficient if decided and
implemented at local level by local actors,
accompanied by clear and transparent
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An Area-based approach
Participation should not be limited to the
initial phase but should extend throughout the
implementation process, contributing to the
strategy, the accomplishment of the selected
projects and in stock-taking and learning for
the future. There are also important issues of
transparency which need to be addressed in
the mobilisation and consultation procedures
in order to reach consensus through dialogue
and negotiation among participating actors.
The definition of a ‘local area’ is neither
universal nor static. On the contrary, it
evolves and changes with broader economic
and social change, the role of farming, land
management and environmental concerns,
and general perceptions about rural areas.
Feature 3.
Public-Private Partnerships:
The Local Action Groups (LAGs)
Setting up a local partnership, known as a
‘Local Action Group’ (LAG) is an original and
important feature of the Leader approach.
The LAG has the task of identifying and
implementing a local development strategy,
making decisions about the allocation of
its financial resources and managing them.
LAGs are likely to be effective in stimulating
sustainable development because they:
• aggregate and combine available human and
financial resources from the public sector,
the private sector, the civic and voluntary
sector;
• associate local players around collective
projects and multi-sectoral actions, in order
to achieve synergies, joint ownership, and
the critical mass needed to improve the
area’s economic competitiveness;
• strengthen the dialogue and co-operation
between different rural actors, who often
have little experience in working together,
by reducing potential conflict and facilitating
negotiated solutions through consultation
and discussion;
• facilitate, through the interaction between
different partners, the processes of
adaptation and change in the agricultural
sector (e.g. quality products, food chains),
the integration of environmental concerns,
the diversification of the rural economy and
quality of life.
Feature 2.
Bottom-up approach
The bottom-up approach means that local
actors participate in decision-making about the
strategy and in the selection of the priorities to
be pursued in their local area. Experience has
shown that the bottom-up approach should
not be considered as alternative or opposed
to top-down approaches from national and/or
regional authorities, but rather as combining
and interacting with them, in order to achieve
better overall results. Of the seven features of
Leader the most distinctive one is the bottomup approach. Rural policies following this
approach should be designed and implemented
in the way best adapted to the needs of the
communities they serve. One way to ensure this
is to invite local stakeholders to take the lead
and participate. The involvement of local actors
includes the population at large, economic and
social interest groups and representative public
and private institutions. Capacity-building is an
essential component of the bottom-up approach,
involving:
• awareness raising, training, participation and
mobilisation of the local population to identify
the strengths and weakness of the area
(analysis);
• participation of different interest groups in
drawing up a local development strategy;
• establishment of clear criteria for selection at
local level of appropriate actions (projects) to
deliver the strategy.
A LAG should associate public and private
partners, be well-balanced and representative
of the existing local interest groups, drawn
from the different socio-economic sectors in
the area. At the decision-making level the
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private partners and associations must make
up at least 50% of the local partnership.
LAGs may be set up ad hoc to access Leader
support, or may be based on previously
existing partnerships. Endowed with a team
of practitioners and decision-making powers,
the LAG represents a model of organisation
that can influence the delivery of policies in a
positive way. Experience shows that several
types of LAG have been developed from
these common characteristics, as a result
of different forms of regional and national
political and institutional organisation, and also
with differing degrees of autonomy regarding
project approval and financial management.
The role and responsibilities of LAGs have
also evolved over time in some Member
States, as familiarity with the Leader approach
has grown.
LAGs decide the direction and content of
the local rural development strategy, and
make decisions on the different projects to be
financed. Actual payments are often made by
a paying authority dealing with public funding
rather than the LAG itself, on the basis of
project selection made by the LAG.
The Local Action Group
A Local Action Group is expected to:
• draw together the relevant interest groups of
an area around a joint project;
• have decision-making autonomy and
the capacity to take a fresh look at local
resources;
• link the different measures;
• be capable of seizing the opportunities
offered by the local mix of resources;
• be open to innovative ideas;
• be able to link and integrate separate
sectoral approaches.
Local Action Groups are delegated to
take up a large proportion of management
responsibilities (e.g. project selection,
payment, monitoring, control and evaluation
tasks) in relation to individual operations.
However, the LAGs’ degree of autonomy may
vary considerably depending on Member
States’ specific mode of organisation and
institutional context. Global grants are the
most common form of financing Leader
projects and actions. Such grants, cofinanced by EU and national public funds,
cover a variable portion of a project’s financial
requirements, depending on the type of
project and the type of area.
The rural actors that are most active in local
initiatives are:
• professional organisations and unions
(representing farmers; non-farming
professionals and micro-enterprises);
• trade associations;
• citizens, residents and their local
organisations;
• local political representatives;
• environmental associations;
• cultural and community service providers,
including the media;
• women’s associations;
• young people.
Feature 4.
Facilitating innovation
Leader can play a valuable role in stimulating
new and innovative approaches to the
development of rural areas. Such innovation
is encouraged by allowing LAGs wide margins
of freedom and flexibility in making decisions
about the actions they want to support.
Innovation needs to be understood in a wide
sense. It may mean the introduction of a new
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product, a new process, a new organisation
or a new market. This common definition of
innovation is valid for rural as well as urban
areas. However, rural areas, because of
their low density and relatively poor level of
human and physical resources, have weaker
linkages with research and development
centres and may find it difficult to produce
radical innovations, although this is of course
possible.
Innovation in rural areas may imply the
transfer and adaptation of innovations
developed elsewhere, the modernisation of
traditional forms of know-how, or finding new
solutions to persistent rural problems which
other policy interventions have not been able
to solve in a satisfactory and sustainable
way. This can provide new responses to the
specific problems of rural areas.
Introducing the Leader approach, with
its seven features, may be an innovation
in policy-making in its own right, which
may generate innovative actions by the
original policy-delivery method that has
been adopted. For example, the bottom-up
approach described above may stimulate the
emergence of new project ideas which may
then be supported by the LAG because it is
not bound by a fixed menu of measures. The
adoption of information and communication
technologies in rural areas may become
an important channel for wider access to
innovations by the rural population.
Feature 6.
Networking
Networking includes the exchange of
achievements, experiences and knowhow between Leader groups, rural areas,
administrations and organisations involved
in rural development within the EU, whether
or not they are direct Leader beneficiaries.
Networking is a means of transferring good
practice, of disseminating innovation and
building on the lessons learned from local
rural development. Networking forges links
between people, projects and rural areas and
so can help overcome the isolation faced by
some rural regions. It can help stimulate cooperation projects by putting Leader groups in
touch with each other.
There are different types of networks:
• Institutional networks
These are funded by the European
Commission, which defines their role. The
EU supports networking structures at both
European and national level which bring
together Leader groups, administrations,
and all other interested partners active in
rural development. From 2007 the types of
institutional network will be:
* a European Network for Rural Development
(run by the Commission);
* a National Rural Network, to be set up in
each Member State.
Networking activities have primarily been
focused on Leader only, but from 2007
onwards, they will address a much broader
range of rural development issues. They
will have expert support and undertake
practical activities such as preparing
publications on different aspects of rural
development, organising seminars, analysing
rural development actions to identify good
practice, identifying development trends in
rural areas, running web-sites and helping
Leader groups search for potential partners
and launch co-operation projects. The
European Network also acts as a meeting
point for national networks and administrations
in each Member State in order to share
experience at European level. Participation
in networking activities is mandatory for all
Leader groups receiving EU financial support,
Feature 5.
Integrated and multi-sectoral actions
Leader is not a sectoral development
programme; the local development strategy
must have a multi-sectoral rationale,
integrating several sectors of activity. The
actions and projects contained in local
strategies should be linked and coordinated
as a coherent whole. Integration may concern
actions conducted in a single sector, all
programme actions or specific groups of
actions or, most importantly, links between
the different economic, social, cultural,
environmental players and sectors involved.
.:41:.
but other groups are welcome to feed in their
knowledge and experience into the network.
• National, regional and local networks
Networks or associations of Leader groups
have also been set up or have emerged more
informally at local, regional or national level
in some Member States (e.g. the network of
Irish and Greek groups) and at Europeanlevel (e.g. the European Leader Association
for Rural Development - ELARD - see Contact
points section).
3. Implementing Leader at the local level
The seven key distinctive features explain
what the Leader approach is about. Putting
these principles into practice means real
people designing local strategies and
participating in activities. This section
describes some basic steps in the process
of implementing Leader, in areas where the
approach is used for the first-time. It does not
try to describe every situation that could arise
– Leader activities are too diverse for that.
The involvement of local actors in areas
where Leader has not yet been applied
usually begins when it becomes clear that a
Member State or region will at some future
point be implementing Leader (for example,
on accession to EU), and so will in due course
publish an open call for proposals for potential
Leader groups 4 .
In an ideal situation, the following steps would
be taken in the process of implementing the
Leader approach.
Feature 7.
Co-operation
Co-operation goes further than networking. It
involves a Local Action Group undertaking a
joint project with another Leader group, or with
a group taking a similar approach, in another
region, Member State, or even a third country.
Co-operation can help Leader groups to
boost their local activities. It can allow them
to resolve certain problems or add value to
local resources. For example, it can be a way
of achieving the critical mass necessary for a
specific project to be viable, or of encouraging
complementary actions e.g. joint marketing
by Leader groups in different regions whose
areas share a specialisation in a specific
product (chestnuts, wool etc), or developing
joint tourism initiatives based on a shared
cultural heritage (Celtic, Roman etc).
Co-operation projects are not just simple
exchanges of experiences. They must involve
a concrete joint project, ideally managed
under a common structure. There are two
different types of co-operation possible under
Leader:
• inter-territorial co-operation: this means cooperation between different rural areas within
a Member State. It may take place between
Leader groups, and it is also open to other
local groups using a similar participatory
approach;
• trans-national co-operation: this means cooperation between Leader groups from at
least two Member States, or with groups in
third countries following a similar approach.
a) Capacity building
This is the very first step in implementing
the Leader approach at the local level. If this
innovative approach is to work well the local
actors must have or acquire the necessary
capabilities in terms of project ideas and
know-how, the human resources to devote
to particular activities and, of course, the
financial skills to manage those activities. In
the past this process was often a ‘learning
by doing’ exercise. Today the accumulated
experience should make it easier. Using
networking and other communications tools is
of great assistance in creating such capacity
as it not only provides information about
Leader but also serves to raise the interest of
local actors in the preparation of a local rural
development strategy and associated projects,
thus generating the critical mass required.
Capacity building is not an individual activity
but a collective one, in which different rural
stakeholders become aware of the approach
and its mode of implementation, thus enabling
them to disseminate, participate in and benefit
from it.
b) Bringing together local actors
The second step is often to organise
meetings or seminars within the local area
.:42:.
to bring together the key interested players,
to help ideas emerge and to allow local
actors to discuss the needs of their area
on a sound basis. There are many ways of
gathering local actors together: seminars
and workshops; public meetings; media and
telecommunications; and, fairs and exhibitions
are the most common means for local actors
to get together to discuss issues of mutual
interest and become aware of the different
opinions and projects for the area.
community, plus the active groups which are
leading the process. During the phase of
planning the strategic choices for the local
area (i.e. identifying priority topics/projects for
which financial support should be sought), the
bottom-up approach calls for the participation
of various interest groups (for example by
setting up ad hoc working groups).
Bringing together local actors and the
territorial analysis facilitates the identification
of those that need to be included in the
public-private partnership and manage the
implementation. Eventually this leads to the
creation of a Local Action Group. The LAG is
the partnership which effectively implements
the local development approach agreed within
the community.
c) Territory analysis
A detailed analysis of the local rural area
concerned is essential. This normally
concentrates on identifying the ‘territorial
capital’ - the area’s assets (people, activities,
landscapes, heritage, know-how), not in
the form of an inventory, but of the unique
features that can be developed. Analysing
these features and the key points identified
during this area-based analysis should lead
to identifying possible local development
strategies, specific to the rural area in
question. Production of an area-based
analysis also commits all of the local players
to a medium- and long-term vision of the area.
Although expert knowledge is valuable in this
analysis, it is important that different ‘visions’
of the future and of the best strategy for the
area have a chance to be publicly discussed
and that a high degree of consensus is
achieved.
f) Preparation of a local development
strategy
The local development approach is formalised
in a local development strategy document.
This includes establishment of the objectives,
definition of strategic priorities and ranking
of the actions to be undertaken. This local
development strategy will be the basis of the
LAG’s application for support under open
calls for proposals organised by the Member
States/regions for Leader. Member States or
regions select successful LAGs and allocate
budgets to them for implementation of their
local strategies.
d) Identifying existing activities/initiatives
A crucial step in the Leader process, linked
to the territorial analysis, is for local actors
to conduct a review of the existing rural
development measures being implemented
or planned in their area. Establishing what
initiatives already exist is fundamental to
deciding whether to build on them or replace
them. It also reduces the risks of duplication
occurring.
4. Leader in the future: mainstreaming
A recent review of the EU’s rural development
policy concluded that Leader had reached
a level of maturity that enables rural areas
to implement the Leader approach more
widely in mainstream rural development
programming. Mainstreamed Leader-type
measures have already been adopted by
several of the Member States that joined the
EU in 2004 in their 2004-2006 programmes.
e) Creation of a partnership
During the analysis phase, the bottomup approach calls for awareness-raising
(through information) and engagement in
order to analyse the rural area’s strengths
and weaknesses and to identify needs and
expectations (using methods of participatory
analysis). This stage targets the entire
a) The next programming period (2007-13)
i. New emphasis on Leader
On 20 September 2005 the Council approved
a new Regulation for rural development
support for the next programming period
(2007-13) 5. This gives greater emphasis
to the Leader-style approach. During
.:43:.
important role in rural development in new
and aspiring members of the EU. Institutional
and structural changes in the agricultural
sector over the past decade have caused
higher long-term unemployment, depopulation
in some areas and a weakening in the
provision of services and infrastructure. The
strengthened bottom-up approach of Leader,
which gives local authorities and communities
more say in designing and implementing
programmes to meet local needs and which
looks at rural areas as territories rather than
focusing on the agricultural sector alone, will
also be important in countries aspiring to EU
membership. Many of these countries have
limited experience in recent years of such
participative approaches. Since accession on
1 May 2004 the EU-10 Member States already
have the possibility to apply a mainstreamed
Leader-type measure funded by the EAGGF
7 Guidance fund. Six of the 10 new Member
States have included the Leader-type
measure in their ‘Objective 1’ 8 programmes.
Strong emphasis will be put on building
the administrative capacity to, for example,
stimulate and support the establishment of
LAGs.
the next period each rural development
programme must have a Leader component
for the implementation of bottom-up local
development strategies. A minimum of 5%
of EU funding for each programme is to be
reserved for Leader (as a separate ‘Leader
axis’ within programmes). This percentage is
to be phased in for the EU-10 Member States
6 which will apply an average of 2.5% for
Leader in the 2007-13 period, given their more
limited experience of the Leader approach.
Member States or regions will select LAGs
based on their proposed local development
strategies.
Each programme will have the scope
to finance the capacity building and
encouragement necessary for the preparation
of these local strategies, the operating costs of
LAG structures, and the implementation of the
local development strategies and cooperation
projects between LAGs. There will also be
reinforced networking structures with the
set up of the European Network for Rural
Development (see section 2, Feature 6).
b) Focus on the new Member States
and acceding countries
Agricultural activities play a particularly
.:44:.
THE LEADER APPROACH
Training session with local staff
Meeting with RDA and ICU Vedi local staff
.:46:.
THE LEADER APPROACH
Yerevan Meeting at European Commission Delegation
Yeghegnadzor Meeting with RDA local staff
Yeghegnadzor Meeting with RDA local staff
.:47:.
THE LOCAL ACTIVITIES
ICU VEDI AND RDA
VAYOTS DZOR LOCAL
PROJECTS
cement factory, that is cause of serious air
pollution.
VEDI INTERCOMMUNITY UNION
(ICU VEDI)
Ararat area is situated in the south of the Marz
and it comprises 31 communities: Vedi city,
Ararat city, Aralez, Ararat village, Vanashen,
Goravan, Poqr Vedi, Nor Kyanq, Dashtaqar,
Lusarat, Noyakert, Yeraskh, Surenavan,
Taperakan, Zangakatun, Urtsadzor, Vosketap,
Yeghegnavan, Sisavan, Aygavan, Armash,
Lusashogh, Avshar, Lanjar, Shaghap,
Lanjanist, Urtsalanj, Paruyr Sevak, Nor Ughi,
Vardashat, Vedi w/f Banavan. The Vedi River
passes through the sub-region.
DESCRIPTION OF SUB REGION
Ararat Marz is one of the 10 Marzes1 of the
Republic of Armenia and is located in the
central western part of it. Ararat Marz is mainly
divided into 4 sub regions (which later were
named into areas): Masis, Artashat, Vedi and
Ararat; it comprises 97 communities, of which
4 are urban.
The total area of the Marz is 2096 km2 and
is situated between 800 - 3500 metres above
the sea level. The number of the population
is 309.220 people; the population of the
Marz makes 8,5% of the total number of the
population of the Republic of Armenia and
most part of the population lives in rural areas.
The total number of the population of Ararat
sub-region is 100.304 inhabitants. The
population of the area is mostly involved in
agriculture; the priority branches of which
are viticulture (wine-making), fruit and
vegetable cultivation. However, because of the
fragmented lands and the high prices of the
irrigation and fertilizers, the population does
not get sufficient crops and incomes.
Ararat Marz borders with Vayots Dzor,
Gegharquniq, Armavir, Kotayq and Yerevan
Marzes, also with Azerbaijan and Turkey. The
main highway, linking with Iran, also passes
through the Marz, which plays an important
and essential role in the further development
of the Marz. Being located close to Yerevan
is also very important for the economic
development of the Marz areas.
ECONOMIC ANALYSIS OF THE TERRITORY
There are several wine and brandy factories
functioning in Ararat area, there are also many
SME, which mostly produce bread products
and confectionery, but such SMEs are rather
small and their circulation is little, too.
Ararat Marz is the third largest Marz in the
Republic of Armenia, with its total volume of
industrial output of 8,6%. Ararat sub-region
is famous for travertine mines and for the
The Tourism sector in Ararat area is not
developed as in the rest of the Marz, but
has the tendency to improve the situation
because there are several attractive historical
and cultural sites (e.g. Khor Virap Church,
1 Marz = Region.
.:49:.
which is considered to be the symbol of the
adoption of Christianity in Armenia; historical
remains of ancient capital Artashat and its
baths in Lusarat; Kaqavaberd and George
Marzpetuny Fortresses; David Bek Cave; etc.)
and natural sites and preserved area, such as
Khosrov State Reserve, the most important
natural Reserve in Armenia with rare flora and
fauna most of which are included in the Red
Book of Armenia (Leopards, Black Griffons,
etc.), where besides picturesque sites there
are many wonderful important historical
monuments, which up till now are not opened
to the world. Yet the quality of the services
provided needs to be improved, there is a
big need for entertainment/leisure centres,
restaurants, motels.
THE L.A.G.
The “InterCommunity Union of Vedi” (ICU
Vedi) is, de facto, a L.A.G. (Local Action
Group) located in central-western Republic of
Armenia, in the Ararat region (total area 2096
km2 and 309,220 inhabitants), founded in 2004
as union of municipalities of Vedi’s territory
and presently formed by 15 municipalities.
The exact location and address of ICU Vedi is
Republic of Armenia, Ararat Marz, City Vedi,
Toumanyan 5 St.
The main goal of the organization is to
coordinate and systematize the activities
of its member municipalities, joining the
efforts to solve common problems, as a nonprofit and non-commercial organization.
The number of people of 63 years old and
over is 11,233, under 16 – 18,054; according
to the “Labour Code” of the Republic of
Armenia (RA), labour age is considered the
age of 16, men’s pension age is 63, women’s
is 61.5. The total number of the pensioners in
the area is 13,665 people; the number of the
disabled makes 3,380 people.
ICU Vedi has the following main purposes:
• To solve the communities problems in a
more effective way,
• To exercise intercommunity unions’ powers
as granted by law and to promote the
enforcement of laws, within the limits
imposed by the Constitution of the Republic
of Armenia,
The number of the employed in the area is
32,819; unemployed are 3,775 people; it
should be noted that according to the “Labour
Code” of the RA, the people who have got
private lands, are not considered unemployed.
• To support networking relationships among
the communities to foster rural development,
• To support member-communities, external
communities, organizations, international
donors and other organizations pursuing the
same goals to establish connections and
arrangements.
Moreover, ICU Vedi supports the preparation
of Regional Development and Local
Action Plans. The Agency has an
important role in planning and managing
of the territory, as it is responsible for
the organization of public services like
garbage collection, water and heating
supply, roads, bridges and buildings
reparation or reconstruction, etc.
Figure n. 1 displays the exact unemployment
showings according to areas, taken from
the Marz Employment centre of Ararat, as of
01.01.2008.
The intervention area of ICU Vedi is a rural
territory with almost 100.000 inhabitants
distributed in 31 municipalities, belonging to
Ararat region. Its main economic sectors are
agriculture (viticulture, fruit and vegetables)
and stone processing, but it can count on a
rich historical and natural heritage too.
The population seeks for jobs mostly in foreign
countries; leaving in early spring and returning
in late autumn. The number of women leaving
for foreign countries has risen during the
recent years, which is not typical for the
Armenians.
The InterCommunity Union is lead by the
Council, which has managing and decision.:50:.
making powers carried out by its President
and Director (appointed by the Board). The
structure is completed by technical and
administrative Staff.
Name, Surname
and Position
Tigran Petrosyan
Executive director
Samvel Sahakyan
Here follows the description of ICU Vedi
Staff (with details about each profile and the
task and responsibilities assigned):
Education
Profession
Position in the
Project
2002 -2007- The Armenian State Pedagogical
University after Kh. Abovyan, Department of
History and Law
Lawyer
Project manager
Yerevan State Food Industry Technical School
Internal co-worker
Specialist of
installation/
arrangement
of refrigerator
machines
2003-2005 Russian Institute, Department of
Economy, Moscow, Russian Federation
2000- 2003 State Engineering Institute,
software support of computer engineering,
Magnitogorsk, Russia.
Economist
Networking
Assistant
1991-1993-”Interlingua” college, at the
Institute of foreign languages after V. Bryusov,
Department of Interpreter
Language
assistant
Language assistant
2002-2007 Yerevan State Linguistic University
after V.Brusov. Department of International
Tourism
Specialist of
English language
and International
tourism
Secretary
Accountant
(Accountant not for
project)
Lilit Dallakyan
Economist
Alina Tamrazova
Language assistant
Tatev Khosroeva
Secretary
Khachik Sahakyan
Officer
Hovhanes Araqelyan
Driver
Since 2006- student at Saint-Petersburg
Historian
Institute of Law
2000-2005- Yerevan State University, the faculty
of History, Art Department
Planner
1980-1982- Industrial- technologic Technical
School, city Ararat (continued)
Driver
Technologist
1977-1978 -Industrial- technologic Technical
School, city Ararat
Since early 2009 ICU Vedi staff has been
implementing various kinds of activitiescollecting information regarding all the
sectors; making up an archive, organizing
meetings with the Mayors of the 19
communities, with the partners of the
MPs, organizing trainings for procurement
procedures, making agreements and
contracts, etc.
analyses revealed the strong and weak
points of the territory. ICU Vedi did its
best attempting to seek for and establish
new partnerships both within the country
and abroad, applying new methods of
development in Ararat Marz.
It is important to underline that the project
activities have been extended until 31st
December 2009 due to an EU authorized
extension. This extension has been
requested to allow the full implementation
of micro projects. In fact, almost all microprojects were focused on the construction of
buildings/structures.
During all this period, the LAG of ICU Vedi
has gained experience and skills, raised
the capacity of the staff, which were of
great use for further activities. The Union
of Communities ICU Vedi has updated the
information base and through the performed
.:51:.
CONTACTS
ACTIVITIES REALIZED
ICU Vedi, 5 Toumanyan St., City Vedi, Ararat
Marz, Armenia
(email: [email protected], Tel. 00374-23421960)
The different activities implemented by the
personnel of ICU Vedi in the framework of the
REDAM II Project, which had a 24 months
duration (starting from August 2007) plus an
extension of 4 months (until December 2009),
are the following:
BACKGROUND
• Performing SWOT Analysis of all the
economic sectors of the Region,
ICU Vedi implemented not only ordinary
activities as it is envisaged by its Statute,
but also activities in collaboration with
international donors and organizations
like Eurasia Foundation, USAID and GTZ
(2005-2007) to foster the cooperation and
partnerships between the 15 municipalities.
• Organization of meetings with
representatives of private and public sectors
(Tourism, Agriculture, Industry, Local
Government, entrepreneurs, cooperatives,
NGOs, etc.), to create a wide partnership,
• Rural development planning and elaboration
The most important activity of “ICU Vedi”
is the participation, as official Armenian
partner together with RDA Vayots Dzor, in
the international cooperation project called
“LEADER: a Regional Network for the
promotion of integrated sustainable
development of Ararat and Vayots
Dzor Regions” co-financed by European
Community (Ref. EuropeAid/124645/C/ACT/
AM) and granted in the framework of the
TACIS Program (REDAM, phase II – Tacis
Contract 2007/140637).
of the Local Action Plan,
• Supporting the local stakeholders in the
preparation of Project files and in the
development of sustainable project ideas.
THE RESULTS
The final results of this participatory process
are the realisation of 4 Micro-Projects:
1. Urban Waste Cycle Management Model
2. Establishment of Tourists Visit and
Accommodation Centre
TACIS Programme was set up in 1990 by the
European Council; the Programme aims to
encourage democratization, the strengthening
of the rule of law and the transition to a market
economy in the New Independent States, arisen
by the break-up of the Soviet Union, as Armenia.
3. Establishment of Agri-Mechanisation
Centre
4. Establishment of fruit and vegetables
Drying and Packaging Unit
THE “REDAM II” PROJECT
The project intends to implement a
pilot procedure in order to reinforce the
understanding of methods and procedures
aimed at socio-economic development and
planning in rural areas, as provided by the
EC LEADER approach, engendering direct
and participatory involvement of all the local
operators throughout the whole life of the
development actions, from the decisional to
the managing phase.
The overall objective of the project (total
budget 2.224.600 Euro) is to introduce
innovative development strategies and to
support concrete social and economic projects
in both concerned regions.
.:52:.
1. URBAN WASTE CYCLE MANAGEMENT MODEL
THE MICRO PROJECT IN BRIEF
Title:
Urban Waste Cycle Management Model
Location:
Intercommunity Area of Vedi and Ararat – Ararat Region, Armenia
Total duration:
12 months
Applicant:
Vedi InterCommunity Union (ICU Vedi)
Partner/s:
Neighbouring Communities of Ararat city, Taperakan, Vanashen and Urtsadzor
Brief Description:
Through this pilot project, it is foreseen to establish a centralised public company formed by
the technical means, human and financial resource currently existing in the 19 Communities
interested by the project (15 from ICU Vedi and 4 neighbouring Communities, including
Ararat city), which has received Technical Assistance (at legal, normative and operational
levels) and new means, equipment, machinery and tools (trucks, trash-bins, backhoe loader,
software, promotional material, etc.) in order to rationalize and optimize the urban solid
waste cycle management: from the picking up to the disposal in a centralised landfill, till the
attempt to implement a sort of differentiated collection (to recycle, at least, paper and plastic
bottles) in an area where about 76.000 inhabitants live. Through the concrete involvement of
the schools, was possible to make the young generations more sensible and the people in
general in order to generate an environmental improvement, an enhancement of health and
hygienic conditions of the area and a better fruition of historical, cultural and tourist sites
General objective
Objectives:
Estimated
results:
-
Improving the current environmental situation in Sub-Region of Ararat and health
conditions of the population;
-
Improving and solving the problem of collection and disposal of waste in the Sub-Region
of Ararat
Specific objectives
-
Creation of a model for the waste management exportable and replicable on wider areas;
-
Implementation of a pilot project on waste collection and disposal including the area
concerned by 15 Communities of Intercommunity Union of Vedi and 4 neighbouring
Communities;
-
Implementation of differentiated waste collection system for plastic bottles, paper or glass;
-
Reduction of 50% of the presence of waste spread on roads and in fields outskirts of
urban areas;
-
Increased volumes of waste going to landfill by 25%;
-
Increased differentiated collection of plastic and paper (or glass) from 0% to 3% at least
Main activities:
The main activity is the establishment of new waste removal company for 15 Communities
belonging to the Intercommunity Union of Vedi and 4 neighboring Communities; this
Company includes the current responsible of the Waste Collection Departments of the several
Communities, coordinated by an Official Commissioner, that organizes the further activities
(purchase of the equipment, operational planning, dissemination of information, training
courses and promotional campaign)
Target group(s)
15 Communities belonging to the Intercommunity Union of Vedi and 4 neighboring
Communities in Ararat Marz, Republic of Armenia; Vedi region and 4 neighboring
Communities has a population of 76,390 people who has received benefits from results
15 Communities of ICU Vedi; 4 neighbouring Communities; about 76.000 people; S.M.Es.
Final
Beneficiaries:
Directly: Intercommunity Union of Vedi and the newly established company with the other 4
Communities (61% of overall Communities in Ararat Sub-Region);
Indirectly: all the population of the area involved (76% of total population of Ararat Sub-Region)
Total Cost:
249.748,53 Euro
Cost’s Allocation:
200.018,61 € UE Funds + 49.729,92 € Local Authorities Co financing
.:53:.
neighbouring Communities of Taperakan,
Vanashen, Urtsadzor and Ararat city;
Brief description of the area
The project took place in Vedi region and
fully covered the collection and disposal
of waste in the 15 Communities belonging
to the Intercommunity Union of Vedi and
4 neighboring Communities (Taperakan,
Vanashen, Ursatdzor and Ararat city) in
Ararat Marz, Republic of Armenia; Vedi region
and the 4 neighboring Communities has a
population of 76,390 people.
•
Implementation of differentiated waste
collection system for plastic bottles, paper
or glass;
The overall objective of the “Green Land”
project is improving the current environmental
situation in Sub-Region of Ararat and
health conditions of the population as well
as improving and solving the problem of
collection and disposal of waste in the SubRegion of Ararat;
The “Green Land” project intervention aim
is the increase of life quality, by provision
of high quality waste removal service
and by betterment of environment. The
project target is assisting waste collection,
recycling and disposal through centralized
management of organization of Vedi region
and 4 neighbouring communities solid waste
removal and disposal.
The project contributes to increase life quality
from the following perspectives:
The project aims at improving municipal waste
management of 15 Communities belonging
to the Intercommunity Union of Vedi and
4 neighbouring Communities as well as
creation of a model for the waste management
exportable and replicable on wider areas. The
total number of beneficiaries is 76,390 people.
Objective(s)
GENERAL OBJECTIVE:
•
•
Improving the current environmental
situation in Sub-Region of Ararat and
health conditions of the population;
•
Prevention of health problems by cleaning
communities from the solid waste;
•
Improvement of environmental situation by
appropriate management of communities
solid waste landfills;
•
Safe environment due to recycling of
plastic, metal, glass and etc trough
creation of solid waste sorting facility;
•
Reduce the risks of air, soil and water
pollution;
•
Decrease of solid waste removal costs for
all 19 Communities involved.
According to The National Poverty Reduction
Strategic Program and Regional development
plan (developed by EU assistance by
REDAM I) sector specific priorities to achieve
are identified. The main goal of the Marz
development is to increase and improvement
of life conditions not only economically but
also socially.
Improving and solving the problem of
collection and disposal of waste in the
Sub-Region of Ararat;
SPECIFIC OBJECTIVES:
•
•
Creation of a model for the waste
management exportable and replicable on
wider areas;
To achieve the objective this project is focused
on environmental issues, as it was determined
in “Regional Development Plan” developed in
the framework of REDAM I, by solving issues
of municipal waste.
Implementation of a pilot project on
waste collection and disposal including
the 15 Communities involved in the
Intercommunity Union of Vedi and the 4
.:54:.
The issue of waste management was
specified as in Poverty Reduction Strategic
Plan as well as in Regional development
plan, in both documents issue of good waste
management was mentioned as important
one from the point of view of creation of
basic economic infrastructure and creation of
necessary environmental conditions.
with privatization of public ownership taking
place in rapid and dramatic form. Armenia not
only lost Soviet Union markets on which its
exports depended, but it also lost huge inputs
from other soviet republics and support from
central government. In addition to above,
municipal service sector transferred to new
established Local Government bodies. The
law and regulations on Local Self-Government
grant equal powers to the communities.
As a consequence local self-governments
make policy and implement their powers
independent from the Central Government.
Today Armenia has a two-tiered administrative
structure. It is divided into 10 regions,
which are subdivided into more than 914
communities. The 10 regions are administered
by governors appointed by the central
government, who in turn appoint their own
staff. Local self-government bodies become
responsible for providing many municipal
services, including waste collection and
disposal. But almost all local self-government
bodies have not enough financial recourse to
keep same standard in service provision as it
was during Soviet time.
The overall objective of the project comply
with The National Poverty Reduction Strategic
Program and Regional development plan, and
that objective is improve current environmental
situation in Sub-Region of Ararat and health
conditions of the population; Improve and
solve the problem of collection and disposal of
waste in the Sub-Region of Ararat.
The specific objective of the project is creation
of a model for the waste management
exportable and replicable on wider areas
through the implementation of a pilot
project on waste collection and disposal
including, the 15 Communities involved in
the Intercommunity Union of Vedi and the
4 neighbouring Communities (Taperakan,
Vanashen, Urtsadzor and Ararat city) and
the implementation of differentiated waste
collection system for plastic bottles, paper or
glass.
Vedi region, as many other regions in
Armenia, has specific problem of waste
removal service, in particular, this problem
was identified in Poverty Reduction Strategy
Plan as well as in Regional development plan
worked out under assistance of EU funded
REDAM project. Now, in compliance with
the support activities of “Local Government
Program, phase 3” provided by USAID,
the proposed “Green Land” project – in the
framework of EU funded REDAM II – aim to
solve municipal solid waste management key
problems.
Identified Problem(s)
As it was mentioned in report prepared as
a result of series of researches funded by
USAID under Local Government Program,
the waste management is a great problem for
about all small communities in Armenia. Vedi
region has the same problem; the problem is
more tangible in small communities than in
city of Vedi. It is possible to see lot of waste,
both constructional debris and domestic,
near agricultural lands and roads. This waste
affects to lot of aspects of life in region, from
environmental to tourism development, from
life quality to health issues of population.
Solving of the problem of municipal waste
management has been contributing greatly
contribute to the increase of Vedi region life
quality.
The waste removal problem has different
reflection in the region: the important ones are
the follows:
•
In 1991, Armenia declare independence from
the Soviet Union and, as a consequence,
embarked upon a transition from centrally
planed to market oriented economic system,
.:55:.
One side of the problem is not full
coverage of the waste removal service;
there are areas in region where no waste
removal service provided at all. Because of
irregular waste removal service provision
or limited access to the service there are
many build-ups of waste near the roads
and on agricultural lands. During traveling
in the region it becomes obvious that the
problem is coming across very often.
•
•
Other reflection of the problem is not using
recyclable raw materials; now all municipal
waste without sorting (in the best case)
goes directly to the landfills or dumpsites.
waste removal service;
The other side of poor management of
waste management service is bad landfills
management. There are many small
dumpsites (each small community has
its own “landfill”) in Vedi region; for small
communities the landfill management
expenditure is very high, because of lack
of financing some landfills even has not
been covered by soil since Soviet time.
•
No waste bunches near roads and
agricultural lands;
•
Solid waste landfill are operating and
covered by soil, and no waste can be
moved out by wind or animals;
•
Decreased waste positively influence on
the population health;
•
Waste removal service per unit cost
decreased.
For some groups:
All before mentioned problems creates
new problems in the sphere of health care.
Waste builds up, lack of landfill maintenance
works, and lack of access to waste removal
service creates health care problems not
only for inhabitants of the region but also
for population who use agricultural products
of the region, in fact all these problems can
create severe risk of water pollution for both
usage, agricultural and potable. Moreover,
bad waste management makes region non
attractive for tourists.
•
New working places created;
•
Materials used for recycling;
•
Agricultural lands cleaned from waste to
prepare land to use for primary purpose.
Total number of beneficiaries is 76,390
people. The target groups for the project
“Green Land” are:
The financial situation in small (rural)
municipalities makes appropriate provision of
waste removal and management impossible.
The “Green Land” project proposes to join
forces of all municipalities in the region for
solving the problem of waste management.
While Vedi intercommunity union is created
for solving such type of problems, but
even Vedi intercommunity union cannot
solve the problem without “Green Land”
project implementation. Good solid waste
management system requires high volume
of capital investments to buy trucks and
equipment, which is impossible in current
income level for intercommunity union.
•
InterCommunity Union of Vedi and the
newly established company with the other
4 Communities of Taperakan, Vanashen,
Ursatdzor and Ararat city, that represent
the 61% of overall Communities in Ararat
Sub-Region;
•
All population of Vedi region and 4
neighbouring Communities (Total number
of beneficiaries is 79,110 people, the 79%
of the entire population of Ararat Marz).
As a result of project implementation the
population of Vedi region had different
benefits:
For entire population:
Target groups and final beneficiaries
The target group for the project is all
population of Vedi region and 4 neighboring
Communities. As a result of project
implementation the population of Vedi region
had different benefits:
•
Waste removal service operating at least
twice per week, all area is covered by
waste removal service;
•
No waste bunches near roads and
agricultural lands;
•
Solid waste landfill are operating and
covered by soil, and no waste can be
moved out by wind or animals;
•
Decreased waste positively influence on
the population health;
•
Waste removal service per unit cost
decreased.
For entire population:
•
Waste removal service operating at least
twice per week, all area is covered by
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For some groups:
Relevance of the action
•
New working pleases created;
•
Materials used for recycling;
•
Agricultural lands cleaned from waste to
prepare land to use for primary purpose.
The Project aim is to solve specific problems
with waste management in the area of ICU
Vedi and the 4 other Communities. For
solving the problem it is proposed to create
new municipal solid waste management
company. This company join efforts for all
municipalities in the area mentioned above
to solve problems related to municipal waste
management. For the implementation of the
program it was decided to divide program in
two specific components, each component
have its own tasks and actions, as well as its
own aim to achieve.
The involvement and consolation of “Green
Land” beneficiaries and stakeholders in all
phases of the project cycle from design to
evaluation is regular practice. “Green Land”
activities carried out in co-operation with all
local governments covered by project as well
as NGO-s operating in region. “Green Land”
project joined all current forces involved in
municipal waste removal and management
service to build modern model of centralized
municipal waste management service.
These components are:
•
Component 1: Waste removal service
The involvement of municipalities took place in
various main activities:
•
Component 2: Landfills management and
maintenance
•
Fee set up and collection;
Component 1 (Waste removal service)
•
Assistance in waste removal contract
signing with businesses and households;
•
Education of citizens;
•
Service quality measurement;
•
Connection between citizens and service
provider.
The main task of this component is to provide
access to waste removal service to entire Vedi
region and neighbouring communities. Under
framework of the component the existing
waste build-ups start to be cleaned and
regular service for waste removal has been
provided. For organization of municipal waste
removal service it is planned to establish a new
centralized company (i.e. a sort of Consortium
or Association) and to collect existing municipal
waste removal service companies’ equipment
and trucks in this new municipal waste
management company “Green Land”. Merging
different small waste removal company into
a big one used economy of scale for more
efficient service provision. It is projected to
receive EU assistance under frames of “Green
Land” project. Within EU assistance additional
equipment and truck has been purchased,
necessary technical support has been provided.
Municipal consuls played great role in waste
removal service, because according to
legislation, municipal consul make decision on
waste management fees as well as schedule
adoption.
The project in initial phase collaborated with
all existing municipal waste removal service
providers; personnel of existing companies
had an offer to join new waste management
service.
The project collaborated with schools; mainly
schools participated in citizen education
campaign (with dissemination of booklets
or other promotional material) as well as in
service quality rating.
After waste collection has been organized and
improved, the project started differentiated
collection of the waste. Differentiated
collection has started from only one recyclable
waste differentiated collection, in this step
plastic materials was chosen for starting
differentiated collection. In this phase has
been essential to activate a promotional
campaign to sensitize and to stimulate the
population.
Implementation of Performance Management
principals also involved all stakeholders in
measurement of quality of waste removal
service, and provided information as about
general satisfaction level with municipal
service as about cleanliness rating of
municipality.
.:57:.
Component 2 (Landfills management and
maintenance
Proposed activities
It was decided to divide program “Green Land”
in to 2 different components:
The task of this component is to increase
the staff capability in landfill management
and maintenance level by centralizing landfill
management in one company. It is expected
to have one centralized landfill for all Vedi
area and 4 neighbouring Communities; a
geological survey has been conducted to
assess if the characteristics of Vedi landfill
can satisfy the basic requirements to receive
all the waste collected. Under framework of
the component all municipal landfills in Vedi
region have been consecrated by new waste
management company, and using economy of
scale it becomes easier to conduct necessary
works on one joint landfill. In organizing of
landfill management EU assistance is very
important both for purchasing of equipment
and as a technical assistance.
•
Reduction of 50% of the presence of waste
spread on roads and in fields outskirts of
urban areas;
•
Increased volumes of waste going to
landfill by 25%;
•
Increased differentiated collection of plastic
and paper (or glass) from 0% to 3% at
least;
•
New equipment provided to central
management of waste removal and
disposal company (Trucks, Backhoe
Loader ,trash bins, etc.);
•
Fee collection rate at least 75%;
•
Service coverage ratio 75%;
•
Company become self sustainable after 5
months of the project;
•
One landfill every 3 month should be
binged it to normal condition.
•
Component 2: Landfills management and
maintenance
Centralization of management of the
collection and disposal: new model of waste
management system in Vedi region and 4
neighbouring Communities intends centralized
management. For centralized management
it is necessary to define an economic and
political agreement trough a legal status
of management and organization of waste
collection and disposal. The centralized
management rationalized resource utilization
for all communities affected by the project,
thus all the communities involved have
the responsibility to collaborate in the
establishment of this new legal entity. The
staff of the waste removal service needs
to be trained to work using performance
management approach in municipal
service provision. Before start operation it
is also necessary to receive management
responsibilities for all operating solid waste
landfills. The landfills mostly belong to
municipalities and for renting or receiving
management rights municipal consul decision
is required.
Outputs and expected results
Creation of new centralized waste
management company;
Component 1: waste removal service
The aim of all sub programs is to create
one new waste management company to
serve all population of ICU Vedi area and the
neighbouring 4 Communities. The following
activities should be performed:
As it was shown before, all components
of the project is aimed to solve different
problems with waste management. Solving
these problems made possible to improve
life conditions of inhabitants of the mentioned
area.
•
•
Start up consultancy: All legal documents
for the establishment of the new legal body
and waste management service should be
prepared and provided to municipalities
covered by project. Legal framework
preparation included but not limited by setting
up waste removal fees, rules and approving
of typical contracts for waste removal service
provision. The waste removal schedule needs
to be developed and included in contracts and
official notification of potential customers. A
plan for territorial strategic positioning of bins
should be developed by the new company
with the useful support of European Experts
and incorporated with a strategic plan for the
routes and frequency of collection. The waste
.:58:.
removal schedule should be developed for
removing waste build-ups from the street and
agricultural lands. For landfill management it
is necessary, at first, through hydro-geological
investigation and logistics report, to verify
the characteristics of the existing landfill
and to assess if the increased volume of
waste in existing landfill do not cause any
kind of pollution to landfill. New program for
efficient management of the landfill has been
developed. Also it is necessary to develop a
schedule of renovation of landfills used before
start of program.
Citizens’ survey and service quality rating:
For the measurement of outcomes Baseline
should be set up, survey for set up baseline
should be conducted before doing any
change. Further follow up survey should be
conducted to measure performance and
understand impact of the actions performed.
If survey cost is high, the pilot area should be
determined to measure performance in that
area.
Operation of Municipal waste management:
The municipal waste removal service performs
its operations by the following way: the new
purchased waste removal trucks starts its
route one from one side of area and another
from other side of area. The trucks have
enough capacity for removing waste from
villages. New trucks have been used with
standard bins (0,75 m3), the number of which
has been increasing through the purchase of
new ones, or with the possibility to buy new
big bins, with higher capacity of 1.1 m3 each
one. Already existing trucks have been used
with existing metallic. Plastic bins have been
used in area there new big trucks cannot enter
and move. According to previously developed
schedule waste build-ups have been removed
using crane-picker or backhoe loader.
Procurement: It is necessary to have new
trucks and equipment for the company, which
allow provision of waste removal service for
all area of Vedi region and 4 neighbouring
Communities.
Service provision contracts: It is necessary
to have contractual relationship with all
members of communities to be covered, the
contracts should be performance based, both
sides should have responsibility to keep area
clean, and provide properly service. Contracts
(that should be self-printed out by the
Communities) should include schedule, fees,
hot line number and etc. With legal entities
contracts have been signed or for entire
process (waste removal and disposal) or only
for waste disposal.
As a first step to recycle waste, differentiated
waste collection should be implemented,
as a first material for differentiated
collection, plastic was selected. For
differentiate collection the same new bins
(but with different colour) have been used.
Differentiated collection started from two
urban areas: Vedi and Ararat cities.
Fee payments: Set up new ways for
payments such us via local banks, post
offices, municipalities and fee collectors.
In case of cash payment double receipts
have been used. Special software for waste
removal service has been used, which
provides chance to have all information about
payments, debts, receipt number, names of
collectors and payment date etc.
For operating and control of landfills a
geological survey has been performed.
The aim of geological survey has been to
check whether the landfill selection is correct
and according with the new requirements;
moreover, a new fencing for the centralized
landfill has been realized.
Promotional campaign: For waste
management quality increase, promotional
materials need to be prepared. Those
promotional materials have been printed
and disseminated through public places
such as schools, post offices, banks and
municipalities. At the same time the series
of trainings have been organized in schools.
For the further implementation of promotional
campaign a plan to raise awareness of
population should be developed and
implemented.
Regarding the conditions of the roads that
conduct to the landfills areas, should be
useful that the several Communities assess
the various situations to ensure the possibility
to reach these areas, properly, with the new
trucks.
.:59:.
conducted during the first month of the
project. Based on survey results Consultants
developed the following documents:
Method of implementation
The definition of the problems to be
solved and strategies chosen are directly
and dynamically linked to the long-term
strategy plan and require creation of an
institution. They foresee the service provision
interventions are organized according to
the following principles: participation, cost
coverage, and collective responsibility. All
involved 19 communities must understand that
they have been the actors of interventions as
they are the ones that act to transform a given
reality.
Baseline setting up;
•
Top level goal setting, defining the
outcomes;
•
Development of actions to achieve the
goals and outcomes;
•
Participation in performance measurement;
•
Review of performance;
•
New goal and outcome defining
•
Developing new action plan.
Level of the fees;
•
Waste removal schedule for each
municipality;
•
Plan for territorial strategic positioning of
bins;
•
Strategic plan for the routes and frequency
of collection;
•
Schedule for removing waste build-ups;
After 10 months of implementation of the
project the follow up survey was conducted,
the follow up survey results were used to
define progress of actions performed as
well as to provide necessary information to
management of waste removal service for
developing new steps to improve situation.
A full external evaluation was carried out in
August – September, or maximum in October
2009.
“Green Land” worked according to
Management by performance strategy, which
is a formal set of procedures that establish
and review process towards outcomes. For
more efficient management, program had the
following elements:
•
•
For internal measurement of results, fee
collection ratio were used. In case of
successful citizen education campaign and
appropriate fee collection procedures (taking
in to consideration local revenues cycles),
fee collection ratio can show citizens attitude
toward the service qualitative and quantitative
characteristics.
Equipment and machinery acquired:
Main resources proposed for the action
In the framework of project implementation
were bought equipment and machinery
necessary to establish the new centralized
waste collection service, such as:
HUMAN RESOURCES:
•
Compactor trucks
•
Caterpillar
•
Mini truck collector
•
Plastic bins
•
Metallic bins
The organizational structure of the Municipal
waste management company is following:
Monitoring and evaluation procedures
Follow up permanent evaluation with
stakeholders are integral part of intervention
methodology. The baseline survey was
.:60:.
New centralized waste management company
have 58 staff members, 20 service personal
(both administrative and technical) and 38
technical staff members. All staff is local.
have been hired. It has been useful that
some managers of the new company had the
opportunity to participate in training courses
in one of EU member countries. For baseline
and follow up survey performance, specialized
company has been selected.
For the project implementation both local and
international short term experts consultants
Function
Purpose
Individual short term consultants
Lawyer
Legal actions determination for centralized management implementation;
Legal framework development /for landfill and waste removal
Develop service contracts
Waste management consultant
Fee set up;
Development of schedule for waste removal
Plan for territorial strategic positioning of bins
Strategic plan for the routes and frequency of collection
Schedule for removing waste build-ups
Development of specifications for tenders
Programmer
Software adjusting
Software set up
Payment via bank is possible
Training consultant
Hire and train new company staff
Procurement specialist
Tender specification preparation
Call for tender
Tender result evaluation
Service providing companies
Printing and design company
Printing and preparation of promotional materials
Printing of service contracts
Landfill management consultancy
Identify the landfill through hydro-geological investigation and logistics report.
Program for efficient management of the landfill
Schedule of renovation of landfills used before start of program.
Development of specifications for tenders
Sociological survey
Citizens survey and service quality rating
.:61:.
Other resources:
in partnership with other 4 neighbouring
Communities (Taperakan, Vanashen,
Urtsadzor and Ararat city). ICU Vedi is
connected with all municipalities involved in
the project, and municipal waste management
activities directly derive from the tasks and
responsibilities of the municipal structures.
This reality is consequently ensuring
instructional sustainability of new company.
For the implementation of the project, existing
and new resources has been used. The
project used all equipment of Vedi city waste
removal service as well as municipal waste
removal trucks and bins owned by municipality
of Ararat city, and all other equipment of 17
rural Communities.
Equipment and property of Vedi and Ararat
municipalities, as well as the equipment of
17 rural communities have been transferred
to new centralized municipal waste removal
company. Besides that, lot of new equipment
has been procured under “Green Land”
project, purchased from EU or TACIS
countries: 2 Side loading trucks with 18 m3
loading capacity, 150 standard trash bins or
120 bins with 1.1 m3 of capacity, 1 tractor
with front shovel and back crane picker or a
Backhoe Loader and 1 bulldozer; moreover,
a fencing of the centralized landfill has been
realized.
Policy sustainability
Sustainability at policy level is another
milestone of the project. The project
established new policy to municipal waste
management in the area of ICU Vedi and 4
neighbouring communities mentioned. Lasting
positive effect on waste management issues
have been achieved through the adoption of
a fundamental strategy of municipal waste
management in this area as a whole, at
policy level the project has been supported
by Central Government. The success has
been achieved in obtaining adequate political
support from policy makers through the
suggested influence mechanisms and this
support is ratified in legal documents: it has
been initiating the need to review legislation
in force and to regulate service provision
in compliance with implemented strategy.
This mean that the relevant agencies of the
Armenian executive and legislative powers are
continuing the long-term process of legal and
political regulation of the filed within their own
framework of rights and responsibilities even
after the completion of the project.
Sustainability
One of unique feature of the proposal is
the fact that the activities suggested within
the framework of the project can ensure
sustainability of initiative at the various levels:
financial institutional and policy.
Financial and institutional sustainability
In particular, it is proposed to create new unit
for provision of municipal services in street
cleaning and solid waste management. This
new company does not imply on opening new
positions within the company and therefore
it does not entail any financial burden on the
local governments’ budgets. The company
uses economy of scale to increase service
quality without tangible increase of service
fees. After the completion of the initial stage
of project (4 months) the company has
worked on financial sustainability and reached
financial sustainability on the end of 8th
month of the project. After end of the project
all property of the goods and results of the
project have been transferred to the newly
established company.
Final Remarks
The Waste Management project is one
of the first examples in Ararat region for
the implementation of a homogeneous
policy among 15 towns and 4 bordering
communities. The project aims at providing
an organised policy for waste collection and
disposal within Vedi. This area is wide and
quite homogeneous from the geo-morphology
point of view.
As a consequence, it is necessary to underline
the observations as follows:
In fact the logic of proposed activities implies
the establishment of one new company
formed by Vedi Intercommunity Union
.:62:.
•
As in almost all developing countries the
problem of waste is not taken seriously;
•
In particular, waste originating from plastic,
packaging and all plastic-derivatives are
not considered “eco unfriendly” products;
several “landfills” scattered on the Armenian
territory).
•
Materials that have a long waste timing
such as glass, metals, resins are not taken
into account;
•
Liquid waste materials such as oils,
chemicals, etc. are not taken into account;
•
Problems arising from the asbestos
disposal are not considered.
Another objective was to transfer people it
is possible to turn waste into: i) a finished
product (secondary raw material); ii)
compost to fertilize cultivated fields; iii)
energy enhancement (incinerator); iv) use
of waste products and products for road
de-bottlenecking (bridles, hydro geological
management, etc).
It is necessary, to launch a first localisation
of waste collection differentiating it: plastic
materials separated from organics, paper, etc.
Another main problem has been to cordon
the landfill area. This has been realised
throughout the use of compactors and the
purchase of a new caterpillar and buckets for
existing tractors. The final result was the first
managed and controlled landfill.
It should be noted that the culture of these
populations is heavily influenced by their
former membership in the Soviet bloc. After
the “collapse of the bloc” all those – even
minimum- forms of economic support have
been ended as well as the social organization
imposed by the Soviet economy through its
typical forced planning. An economy that
has just come in the free market necessarily
needs to supply energy in terms of gas, oil,
electricity, but in particular it needs raw food
and materials necessary for sustenance.
The social reorganization and an excessive
abandonment of rural areas (exodus toward
the capital, the only attractive centre in a small
Country) necessarily entail the implementation
of development localized policies. At the
same time it is important to generate forms of
income coming from agricultural and from the
use of products presenting in target territories.
About 150 plastic containers have been
provided to the citizen (officially delivered
at home); 50 metal containers have been
supplied from Ararat Municipality and other
more 45 metal containers have been recently
purchased. These containers, suitably
localised and put together with the existing
collection of old containers, constitutes a
network of containers and a new way for the
waste collection that has being implemented
with two new compactor trucks specially
purchased by the project. It is important to
remark that the garbage truck has been
purchased by USAID and another small open
dump truck has been provided.
Conclusions
The project aimed at enhancing the territory
focusing also on the environment to develop
the tourism economy. To do that it is
necessary to respect the environment and
above all to generate those utilisation and
development forms able to respond to tourists’
special needs. For sure, tourists consume and
requires per capita much more energy than
the local population: thus, the appropriate
recycling and reuse of waste is a key for the
overall social reorganization and economic
production that mainly focus on an qualified
local tourist offer.
The project has been supplied with a software
able to individuate the most suitable logistic
route both for the four collectors and other
existing harvesting machines in order to save
fuel and optimize the workforce.
The Community interested by the project
is composed of small towns presenting
agricultural culture. Plastic and other kind of
waste are the prerogative of a modernization
process that, if uncontrolled, will cause
a boomerang effect for the purposes of
environmental compliance.
The “waste management” project wants start
a cultural change in local residents’ mentality
and aptitude in order to anticipate a problem
that if not immediately addressed could result
in serious environmental effects (see the
Opportunities
The achieved experience should lead not only
to re-use of recyclable materials, but also it
should be considered as an best example for
.:63:.
a widespread waste collection in the entire
Armenian nation.
Finally, since now it is possible to exploit
computer techniques in order to optimize
the collection system in terms of a real fuel
saving, human resources, effective waste
disposal service.
Furthermore, it is also possible activate a
series of formal relationships with Italian
companies who have gained great experience
in collecting and re-differentiate waste
material.
2. Establishment of Tourists Visit and Accommodation Centre in
“Khosrov Forest State Reserve”
THE MICRO PROJECT IN BRIEF
Title:
Establishment of Tourism Visit and Accommodation Centre in Khosrov Section of the “Khosrov Forest
State Reserve”
Location:
Protected area of Khosrov State Reserve C.Vedi – Ararat Marz Region, Republic of Armenia
Total duration:
12 months
Applicant:
Vedi Intercommunity Union
Partner/s:
Khosrov Forest State Reserve; W.W.F. Armenia
Brief Description:
Through the construction of a building (135 sqm) well placed in the environmental context it has been
possible to provide 8 beds in two units (accommodation capacity: 448 guests in 7 months of opening),
accompanied by a service bar cafeteria-restaurant, in addition to strengthening the website of the
Reserve and the active promotion of tourism, it has been possible to pursue the goal of providing
tourist accommodation improving the infrastructure of the Reserve and the visibility and accessibility to
national and international level. It has been possible to create new jobs in the Centre (whose employees
receive appropriate training) and encourage the supply of agricultural and handicraft activities in nearby
community of Urtsadzor. It has been possible to contribute effectively to the promotion of tourism in this
area, where some animal species in risk of extinction live, such as the “Leopard of the Caucasus "and
the "Black Griffons"
Development of Ecotourism in Khosrov’ State Reserve. The project has been organized into two
milestone:
Objectives:
1. Creation of infrastructure to improve service of the Reserve
2. Creation a marketing plan to improve the incoming of tourism, mainly from abroad country (Russian,
American, European)
Estimated results:
Main activities:
Target group(s)
-
Improved accommodation and service in the reserve
-
Improved tourist incoming
-
Building of Tourism Info Centre
-
Creation of Strategic Marketing Plan
-
Improvement of the quality of the Reserve and its principal attractions
Non profit organization, tourists
Directly: Khosrov State Reserve
Final Beneficiaries:
Indirectly: ICU Vedi, Rural Comunity of Urtsadzor (about 3.000 inhabitants); Tour Operators, Tourists.
Total Cost:
147.890,30 Euro
Cost’s Allocation:
105.787,00 € EU Funds + 42.103,30 € Co-financing provided by the Partners
.:64:.
Rich landscape of the reserve provides
diverse habitats for 393 species of vertebrate
animals. Steep slopes, moist meadows
covered by high-grass serve as a habitat for
such mammals, as brown bears and bezoars
goats, which are registered in the Red
Book. Wild boar, wild cat, wolf, fox, badger,
European hare are also not rare here.
Background
The Khosrov Reserve has been established in
1958. The Reserve covers the area of 29,196
hectares, and is mainly located in Ararat Marz.
Several arid forest, phrygana and semi-desert
landscapes of the central part of Armenia
with the rare symbiosis of plants and animals,
1843 plant and 393 animal species remain
here. The major part of the territory of Khosrov
State Reserve is located on steep mountain
slopes. The area of the Reserve covers southwestern slopes of Geghama mountain range
and the slopes of Urts, Yeranos, Dahnak and
Khosrovasar mountains stretching from the
semi-desert zone to lower boundaries of higheastern part of Ararat valley and stretches
from north-west to south-east. Historically it
was covered by forest, and erosive processes
are active now. The climate of the Reserve is
mainly dry continental with hot summers and
cold winters. The average annual precipitation
is 400-600mm: in high mountainous zone
it reaches 800mm.The dry continental,
temperate warm and moderate climate types
with warm summers and temperate cold
winters are formed.
The Reserve is rich in natural historical
heritage and is considered as one of the
picturesque and interesting sites of the
Republic of Armenia. The landscape typical of
central Armenia can be found here with unique
flora and fauna symbiosis that host such
species as Armenian Mouflon, Bezoars Goat,
Panther of Asia Minor, Caucasian Brown Bear,
and other rare animal species.
The site is rich in historical – cultural
monuments, such as rural communities,
monasteries, churches, and other constructions.
According to historical sources, Armenian King
Khosrov B. Kotak (IV century) has established
“Tachar Mayri” and “Khosrovakert” forests in
this area. Various animals were brought to
obstructed forests by his order, which became
the royal hunting place.
The high mountain zones are covered by
brown mountain-forest soils and arid mountain
gray soils. Black earth type mountainous
meadows soils can be also found some areas.
The river network of the Reserve area is
presented by Azat and Vedi rivers, and their
numerous tributaries. The area hosts a great
number of freshwater and mineral springs
and two natural lakes in Mankunq gorge. The
Azat and Vedi rivers originate form the high
south western slopes of Geghama mountain
range and create deep (up 500m) gorges and
V-shape valleys.
Garni temple and Geghardavanq in Garni
gorge, Havuts Tar and Aghjots vank
monasteries in Qegho gorge are among the
famous monuments.
Rich natural-historical heritage of Khosrov
State Reserve provides an opportunity to
organize diverse forms of tourism in the area,
combined tours and excursions. Ecotourism,
historical-cultural, and research forms of
tourism are allowed in this area based on the
limitations of the state reserve regime.
Flora of the Reserve is rich by rare and
extinct plant species. More than 80 species
that are included in the Red book of Armenia
are represented here. 1849 species of
vascular plants grow in the Reserve, which
are represented by 588 kinds and 107
families. Flora is represented by 24 endemic
species, which occur both in the Reserve
and bordering areas. Forests cover only 16%
of the Reserve territory. 20% of the area is
occupied by meadows; remaining 64% is
covered by symbiosis of various types of
xerophytes.
Objective(s)
The overall objective of the project is to
develop the tourism in the Ararat Sub Region.
As according with the strategic objective of
Ararat Martz Region the action contributed
to bring tourist in the entire Region by the
attraction present in Khosrov’ State Reserve.
The action aims to utilize the endogenous
potential, diversify the economic sectors
and make use of competitive advantage of
proximity to Yerevan in order to increase
employment and improve quality of life as it
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is near the region, so to reach this strategic
objective it necessary:
•
To exploit the existence of natural places of
interest;
•
To exploit rich Flora and Fauna;
•
To exploit the opportunity of being close to
the Capital;
•
To enhance the eco-tourism.
France, Spain, Italy, UK, The Netherlands
and Nordic countries, and Japan too. Russia
begins to play an increasingly important
role. So marketing of ecotourism potential
of Khosrov Reserve should emphasize
the middle – class to top segments of the
European, Russian and North American
markets. Flexible pricing policy would allow
inviting many Europeans. Promotion in North
America would probably be laborious, as US
citizens are very demanding for comfort and
security challenged by political and public
resentment in different countries.
The specific objectives of the present action
are to improve the service in the Khosrov’
State reserve and to create a marketing
strategy to bring new tourist in the Reserve.
Most of international eco-tourists come from
developed countries: USA, Germany, France,
UK, The Netherlands, and Nordic countries,
Spain, Italy and Japan. Russia begins to play
an increasingly important role. So, marketing
of ecotourism potential of Khosrov Reserve
should emphasize the middle-class to top
segments of the European, Russian and North
American markets.
Usually, in a year, about 300 foreigner tourists
visit the Khosrov State Reserve, they are from
Russia, USA, Germany, and 5000 people
from Armenia. They come to see the State
Reserve and looking for the rich Flora and
Fauna that the Khosrov State Reserve has;
some of the plants and animals existing in
the reserve are registered in the International
Red book, as species in peril. There are a lot
of monuments in the Khosrov territory which
are undiscovered. For the ecotourism this
place is undiscovered for the whole world.
But the fact that this place is undiscovered for
the people who like ecotourism it results from
the lack of marketing strategy. Some of the
tourists who visit the Khosrov State Reserve
get information from Internet; some of them
calling the tourist agencies, but the most part
of the tourists get information from the native
people, when they arrive to Armenia. There
are no accommodations for the tourists in the
Khosrov State Reserve. That’s why they the
possibility is only a one-day-tourism and have
no possibility to spent money in the reserve.
This has its negative inflection on the tourism
and social life of the area.
Relevance of the action
On the basis of the analysis ex ante,
according to the feasibility study of REDAM I
and regional development plan of Armenia in
the following session are identified the main
issues about Khosrov’ State Reserve.
The lack of accommodation and the lack
of service are the mainly issue for Khosrov
State Reserve. Actually the possibility for
accommodation is in Urtsadzor, where there
are just three comfortable houses that can
host 12 people. Urtsadzor, is the nearest
populated community of Khosrov Reserve.
Near the Khosrov State Reserve there are
two farms that can host 5 people. Near the
Khosrov state Reserve even in Vedi there
are no restaurants, hotels, places of interest
where the tourists can spend their free
time. There are no good specialists, guides,
specialist in the tourism sphere who can tell
everything about the flora and fauna existing
in the Khosrov State Reserve. Now in the
reserve the guardian “does this job” but he
has not enough knowledge of flora and fauna
existing in the Khosrov State Reserve.
The Infrastructure of Khosrov Reserve is
poorly developed; it is isolated from basic
national infrastructure and only in the southwest is linked with densely populated Ararat
valley, Yerevan- Garni and Yerevan – Meghri
motorways. Lack of infrastructure leaves
natural ecosystems intact, but hampers
ecotourism development. There are no
asphalt roads, water pipelines, transport
or other communications in the reserve.
Electricity and telephone lines are absent,
except in the “White House”, a small lodge
built in the Khosrov Gorge for scientists. Total
length of dirt roads used inside the reserve is
Most of international eco-tourists come from
developed countries as USA, Germany,
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about 150 km, but most of the roads become
hardly passable during bad weather, in
spring and autumn. The road which led to the
Khosrov State Reserve is in bad condition.
The road from Vedi to Urtsadzor is better than
from Urtsadzor to Khosrov .It is asphalted.
The road from Urtsadzor to Khosrov once was
asphalted but during the years it became dirt
(soil) road. In 2001-2006 31,5 km of new trails
were bulldozed and 70 km more were repaired
to improve fighting with wild fires.
properly organized and managed.
It is important to remind that inside the
Khosrov’ State Reserve is prohibited hunting,
fishing and to practice all the types of sports.
Other target groups and direct beneficiaries
are the Khosrov’ State Reserve and ICU Vedi.
As indirect beneficiaries, or target groups of
the action, we could mention:
•
The other problem is the lack of the poster
indications in and out of the Reserve. There
are no boards about the roads, and the
tourists get to the Reserve asking the native
people how they can get there.
Inhabitants of neighbouring villages who
can sell to tourists their local products or
souvenirs;
SMEs of Vedi area which are involved in trade
or services sectors.
Moreover, the lack of information boards in
the main site of the reserve doesn’t allow to
describe the site and don’t allow to tourist to
understand the historical or natural importance
of the place.
Strength and Weakness of Khosrov’
State Reserve
•
The Fame of Khosrov State Reserve;
There are no poster indications inside the
Reserve. There is the need to put indication
posters to give information about every
monument, plant, animal existing in the
Khosrov State Reserve. The lack of these
materials has its negative inflection on the
tourism, and the tourist looses the interest.
•
Rich Flora and Fauna;
•
Bird watching site;
•
Existence of natural places of interest.
Strength:
Weaknesses:
•
Absence of a national and regional tourism
development strategy;
•
Lack of understanding of the concept of
tourism as an industry;
The main target groups are the following:
•
Lack of public information about cultural,
historical and natural sites;
Nature-oriented visitors:
•
Scientists and students: botanists,
zoologists, archaeologists, architects,
geographers and others;
Lack of public information about cultural,
historical and natural sites;
•
Poor organization of tourism
•
Participants of specialized tours: bird
watching, botanical and others. Bird
watching tours are best known around the
world.
Unsatisfactory condition of roads, trails and
passes
•
Lack of infrastructure for ecotourism
development
•
Lack of roadblocks, information boards and
signs.
Target group(s)
•
•
Visitors interested in nature:
Unlike the previous category, they have
broader, but more superficial, spectra of
interests.
The establishment of Tourism Visit and
accommodation centre in Khosrov Reserve
has improved:
Mainstream visitors:
Majority of tourists coming to Armenia belong
just to this category; they are desired visitors
to Khosrov Reserve if the eco-tourism is
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•
The quality of local services for tourism
sector, food providing, transport;
•
The production of food;
•
The protection of historical monuments;
•
Coordination of the reporting procedures;
•
The production of national handmade
things.
•
Continuous exchange of the information
between the partners concerned;
To ensure better conservation of Khosrov
Reserve’s historical and natural heritage,
ecotourism development should incorporate
the following approaches:
•
Coordination of the relationship with the
project PMU
•
Contribute to national and international
reputation of Khosrov Reserve,
conservation and maintenance of unique
natural ecosystems for their spiritual,
scientific, educational and tourist values;
•
Control ecotourism and visitations to
preserve natural (or near – natural)
habitats and mitigate existing threats;
•
The ICU Vedi office is responsible for the
management of the project activities and
follow and control. They are responsible
for the accounting of the expenses and the
transmission of document to Tacis Project
Management Unit. The audit control and
the certification of the expenses has been
provided by external expert.
Work Page 2 - Accommodation and Service
Prevent activities that contradict with the
Reserve’s objectives;
Action 2.1 - Preparation of tender
The strategic activities of ecotourism and
visitors program development are:
According to all necessary authorization for
building and to preliminary project, signed by
Technical Authorized expert, the final beneficiary
prepared the call for tender for the enterprises
building the Tourist Centre. The call for tender
respected all international Rules for public
Tender (PRAG), the Guidelines of Tacis Program
and Armenian procurement Rules.
•
Assessment of visitors` needs and
expectations;
Output: call for tender
•
Provision of high – quality services;
•
Development of essential infrastructure;
Action 2.2 - Establishment of tourism Visit and
Accommodation centre
•
Maintenance of flexible pricing policy;
•
Marketing and advertising.
•
Integrate to national tourism development
industry;
•
Move towards better life of neighbouring
rural communities;
The tourism centre allows being aware of
tourism possibility in the reserve, and being
capable to accept guest and other factors.
It has been built at the entrance of Khosrov
State Reserve on 2 ha area. A 135 m2
construction has been realized with natural
local stone. Inside this building there are a
Reception Room, a Security/Medical Room
(on the left of entrance), 1 public toilet, a
kitchen serving a small-size restaurant with
dining hall with a bar, a fireplace, tables
chairs, sofa and TV set. On the right and left
sides of the central body of the building there
are 2 mini-apartments with sitting rooms with
sofas and other facilities, 4 bedrooms each
with double beds, and 2 bathrooms.
Description of the action and its
effectiveness
Work Page 1 - Project management
The activities of this work package want
to guarantee an efficient, operative
administrative, organizational and technical
management, as well as to facilitate the
coordination of all the partners involved in the
project.
The present activity consists of:
•
General coordination of the activities
regarding financial, and technological
matters;
Output: tourist Visit and Accommodation
centre
•
Coordination of the work between the
different activities;
Work Page 3 - Marketing plan
The Creation of Marketing plan has been
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implemented to improve the tourism incoming.
A successful marketing plan can create a
strong product or service identity and it helps
the Reserve to spread its knowledge in the
entire world.
The last two items are already implemented
and they can support the implementation and
the success of this project.
Output: Booklets or brochures in Russian and
English;
Action 3.1 – Web marketing strategy
Internet is currently defined as the “global
village” and to be part of this village is no
longer an option but a necessity. A presence
on the web is a vital part of marketing. The
ability to monitor internet advertising and
marketing activities closely, makes web strategy
an essential component of advertising and
marketing activities. This is because Internet is
often an excellent way to test a new market or
provide support to launch foreign market. Online marketing strategies and tools could have
an effective presence of the Reserve on the
Web for Italy, Spain, Russia, USA or any other
European countries. The action organized a
strategic planning for Khosrov’ State Reserve;
the program consists of a business solution for
the web site to increase the visibility mainly in
the foreign country.
Action 3.3- tourist packages
Creation of ecotourism packages has
foreseen the organization of the activities for
the tourist to spend their time as guest in the
reserve. The packages allow to stay 3 days
/ 2 nights or one week. The management of
the centre has implemented this activity. The
package spreads to main Tour operator of the
Region.
Output: Tourist packages
Action 3.4- training - creation of new job
Training for local young people to create
a guide for the reserve. The training was
organized approximately on this question:
Output:
•
Purchase of new dominoes (.com .ru) or
adapt the current web-page;
•
Rebuilding of the web site with strategic
keywords to increase visibility;
•
Purchase of instruments to optimization of
the web site;
•
Maps of the reserve (in Armenian, English,
etc.).
English language;
Improve or create the indication to arrive to
reserve mainly along the street from Yerevan.
The indicators have been putted in strategic
site on the street
Output: street indicators
The main output of this action are:
•
•
Action 4.1 – Indication
This action aims to create output useful to
know the possibility of eco tourism activities in
the reserve.
A video film about the reserve;
Flora and fauna;
The action aim to improve the situation in the
reserve
Action 3.2- Informative “packages”
•
•
Work Page 4 - Improvement actions in the
reserve
A definitive web marketing strategy was
implemented by specialist of Internet
Company.
Booklets and brochures;
Historical cultural heritage;
Output: 3 Training courses with the duration of
one week each one
Placement of the Reserve web site on the
main research engines.(Google, Yahoo,
etc),
•
•
Action 4.2 – informative boards
•
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Identification of the main interest site
in the reserve by putting on this site of
the information board about historical or
natural importance of this site;
•
Identification of interest routes suggested
for ecotourism in Khosrov Reserve.
the project individuals.
The working methodology forecasts a
presentation and a promotion of the entire
project, together with its goals related to
the start-up phase, as well as a functional
and transversal propagation action, in every
working phase, regarding best practices and
outcomes of the project.
Output:
•
Historical and/or natural Board;
•
Main interest routs.
Work Page 5- Monitoring and dissemination
Monitoring
Equipment and machinery acquired
The beneficiary has periodically checked
compliance with the commitments with
the Project Steering Committee and the
respect of the EU procedures for the correct
implementation of the micro-project.
In this project, a Tourism Visit and
Accommodation Centre have been realised
that can provide 8 beds in two unit,
accompanied by a service-bar and a cafeteriarestaurant. The accommodation capacity of
the Visit centre is about 448 guests for an
opening period of 7 months.
The inspection consists of an examination of
the works/goods/services claimed to ensure
that they are as specified in the approval,
appear to be technically sound and that
the claimed costs are justified. During any
inspection appropriate photographic evidence
have been obtained.
Methodology
The action has been organized according to
the general guidelines of Tacis Project and
according to international rules of Public
Interventions (EU / PRAG).
The Beneficiary demonstrated compliance
with all relevant regulations, planning
permission and consents.
According to General Guidelines, ICU Vedi
has been responsible in front of the REDAM II
Applicant in case the present project partners
would fail to respond the terms and conditions
of the project partnership agreement and to
the (technical or financial) role as foreseen by
the micro-project application.
Dissemination of Information
Information divulgation, promotion and
awareness actions have been presented,
horizontally, in all the phases of the project.
It aims to inform the whole territorial areas
concerned, on the importance of the initiative
for economic development territories,
evaluating the opportunity of a subsequent
transfer of the project outputs, as well as to
verify the replicating conditions.
ICU Vedi organized and managed the call for
tender when necessary for the implementation
of the action.
ICU Vedi organized the monitoring and the
accounting of the expense.
The main goal of the promoting activity is
to encourage a wide awareness on the
project issues and on the replicating of a
local development model, already tested
by the Leader’s experience, in particular
to stakeholders, to the representatives of
1categories and association’s, in order
to allow a reasonable participation and
the approval of start-up initiatives to be
implemented.
All information, responsibility and co-financing
for the action are contained in Partnership
Agreement signed by ICU Vedi implementer
of the project and Khosrov’ State Reserve as
Partner.
Sustainability
The lack of detailed statistical data or marketing
analysis on tourism in the area involved in the
project created some difficulties to demonstrate
the effective sustainability of this project.
Nevertheless, basing on the official data
regarding the number of visitors provided by
From an organizing point of view, each project
partner has outlined their own local scale
awareness activity, although some activities
have been carried out in a transversal way,
forecasting a jointly cooperation between all
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the management of the Reserve (about 300
tourists in 2007), and taking into consideration
– as an assumption – the results of a simple
survey conducted among the Tour Operators
in Yerevan, regarding the common prices
adopted for the visit tours, can be stated that,
at least, a 26% increase of current number of
visitors in Khosrov Reserve allows the new
Tourism accommodation Centre to work with
some profit that could be reinvested in other
interventions for the common interest or Public
Utilities (i.e. rehabilitation of connection roads,
historical sites, etc.).
The following table can help to explain the
potential sustainability of the project:
Hypothesis of Tour Package for 3 days / 2 nights (Currency: Euro)
Months of Activity (15 April -15 October)
6
Work Weeks
24
Outgoing
Costs Description
Unit
Num.
Unit
Unit
Rate
Total
Amount
Salaries (5 workers)
months
6
1047
6279
Utilities & Supplies
months
6
30
180
Building maintenance & depreciation rate
months
6
833
5000
Subtotal Fix Costs
11459
Fuel
1674
Guests Turnover / weekly
2
4
6
8
10
12
14
16
48
96
144
192
240
288
336
384
447
893
1340
1786
2233
2679
3126
3572
2121
2567
3014
3460
3907
4353
4800
5246
13580
14026
14473
14919
15366
15812
16259
16705
Guests Turnover / weekly
2
4
6
8
10
12
14
16
Total Presence (potential)
48
96
144
192
240
288
336
384
190
190
190
190
190
190
190
190
9120
18240
27360
36480
45600
54702
63840
72960
-4460
4214
12887
21561
30234
38890
47581
56255
188
188
188
188
188
188
188
188
-4648
4026
12699
21373
30046
38702
Total Presence (potential on 24 weeks)
Meals (1 Breakfast + 2 main dishes)
Subtotal Variable Costs
Total Outgoing
Incoming
F/B Accommodation Fare/person
Total Incoming
Gross Amount (Incoming - Outgoing)
Social Tax: 3% on salaries (Exemption for other Taxes)
Net Amount
It is reasonable to admit that the project allows
to create a good opportunity to give hospitality
to the tourist and be sustainable with an
increase of 26%, at least, on the number of
visitors of the last year (about 80 people on
300 visitors of the former year).
47393 56067
Final Remarks
The project enabled the ex novo construction
of a building that fits perfectly in the landscape
of the Natural Reserve within the National
Forest Khosrov. The building has 8 beds in
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two adjoining rooms, a visitor and information
centre, a bar-cafeteria and a small restaurant.
The Reserve’s website has been upgraded
and empowered while an activity of tourist
promotion has been carried out improving the
quality of a tourist offer, the infrastructures
of the Reserve as well as its visibility and
accessibility at national and international level.
The project made a significant contribution
to the promotion of sustainable tourism
in the area. Furthermore, the territory is a
natural habitat for some rare animal species
threatened and at risk of extinction.
realized by the Project. It necessary to book
in advance and the guest quarters can
accommodate just ten people.
6. Finally, during the summer the access point
becomes also a place to find some typical
food and crafts of the area.
Conclusions
The realisation of the access point has been
carried out also by the contribution of the
WWF that cooperate with the Project in a
synergistic way. Thanks to these kinds of
intervention, the park aims at preserving the
environment and the biodiversity as well as
attracting a wider public always more aware
and respectful of cultural and natural heritage
contained therein.
1. The Khosrov park (30,000 hectares) is
mainly located in the Ararat region whereas
a small part in the region of Kotayk. Due
to its special characteristics the park is a
biodiversity reserve, as the climatic conditions
and the territory morphology have been
preserved intact over the centuries. The flora
and fauna constitute a unique natural heritage
in terms of conservation of species (listed in
WWF Red Book).
The idea of enhancing and improving the
environmental and cultural potential in this
area is in line with Armenian Government
strategies. According to this policy, it is
necessary for the economy of the area, to
attract and accommodate an increasing
number of tourists coming in the area not
only for the religious attractions (religious
tourism) but also for the cultural and
naturalistic ones. Furthermore, it is also
necessary to differentiate tourism offer: until
now the religious tourism has attracted “old”
people particularly anchored to the painful
phenomenon of “Diaspora”.
a. Moreover, in the Khosrov park there are
several medieval ruins that represents a
unique architect-historical heritage of the great
Georgian-Armenian culture.
b. It should also stress that Armenia has been
a crossroads for trade among Asia, territories
of the former USSR and Middle East.
2. The realization of the “access point”
represents an important evolution for the park:
classrooms and halls have been set up. The
Direction of the park is located in surroundings
Vedi town.
Opportunities
In collaboration with some tour operators, it is
possible to subscribe a series of agreements
to provide tourism opportunities. In agreement
with the Vayots Dzor region, a weekly stays
may be identified to offer naturalistic, historic,
cultural, environmental and religious package
holidays.
3. The access point located in extraordinarily
beautiful scenery and it can be reached
through an unpaved but well maintained
road. The access point is the starting point for
excursions by foot or mountain bike. In the
future, it will be possible to also set up horse
trails (equestrian tourism).
Moreover, the distance from Yerevan
should invite Armenian local authorities
to support activities enabling to boost the
financial resources to the area. That is why
it is important to enhance the cultural and
naturalistic heritage in order to increase the
accommodation capacity (realising small
hotels and “Bed&Breakfast” accommodation).
4. The access point provides detailed
information about all trails in the park,
attractions offered by natural heritage
and landscape in terms of protected flora
and animal species as well as middle age
settlements and ruins.
5. The park offers also the possibility to spend
few nights (1-2 days) in the guest quarters
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3. Establishment of Agri-Mechanisation Centre
THE MICRO PROJECT IN BRIEF
Title:
Establishment of tractor station for “Khor Virap Agricultural association” consumers
‘cooperative
Location:
Poqr Vedi, Ararat Region, Republic of Armenia
Total duration:
12 Months
Applicant:
Vedi InterCommunity Union (ICU Vedi), 5 Toumanyan Str., Vedi, Ararat Marz, Armenia
Partner/s:
Essentially, “Khor Virap” Agricoltural Association – Consumers’ Cooperative, founded in 2003
with 60 members; nevertheless, within the frames of this project the Consumers Cooperative
cooperated with “BSC” Business and Community development centre (established in 1994)
which provided with a number of proper trainings and consulting.
Brief Description:
The Project, through the support in the provision of 2 new tractors and agricultural equipment,
machinery and tools (2 trailers, soil milling machine, cereals and universal sowing machines,
hay rakes, etc.) foresees the creation of a centre for development and distribution of
agricultural mechanisation and services enabling to generate benefit not only to the Khor Virap
cooperative’s members, but, through the new renting service increasing the competitiveness in
the agri-service market sphere, could create advantage also to the external farmers, that after
the priorities and needs of the Cooperative could rent and have at disposal new and innovative
technical means in short time and with cheaper prices, ensuring the economic sustainability
of the service and maintenance of the means, better quality of the products and improved life
conditions for the farmers of the area.
Overall objective:
To increase and improve the welfare of the population as well as to provide the sustainability of
the community by importing and establishing tractor station.
Specific objective:
Objectives:
To increase and improve the welfare of the population is necessary:
-
To teach the right usage of the Agricultural rules
-
To promote the increase in fertility and in quality
-
To strengthen the farmer’s professional capacity
-
To increase the farmers’ income
With the purchase of modern equipment and tools (2 tractors 2 trailers, 1 combined harvester,
1 soil milling machine, 1 combined drill machine, 1 hay rake), the estimated results of the
Estimated results: project are also the increase of crop productivity, soil fertility and income, the decrease of
physical work, fuel consumption, general expenses, waste of time and creation of new job
opportunities.
Main activities:
The main activities are: purchase of agricultural machines, establishment of agrimechanization and tractor centre, realisation of agricultural works, organisation of training
courses, consulting and sale.
Target group(s)
The main target group of this project is “Khor Virap Agricultural association” consumers
‘cooperative, their CC member farmers, the farmers of Poqr Vedi community who are not
members and also the farmers of neighbouring villages who are involved in production of
agricultural products and feed for animals.
Final
Beneficiaries:
The direct beneficiaries are “Khor Virap Agricultural association” consumers ‘cooperative and
its 72 farmer members, the neighbouring farmers, other associations who provide or receive
services and some specialists.
The indirect beneficiaries are the members of the farmers’ families, traders, dealers, the
community, the neighbouring villages and the final consumers.
Total Cost:
52.162 Euro
Cost’s Allocation:
44.337 € EU Funds + 7.825 € Local Co-financing
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corresponding the methodology, which have
brought to its realization.
Objective(s)
“Khor Virap Agricultural association”
consumers’ cooperative of Ararat Region RA
was founded in 2003 with its 60 members.
Taking into consideration the geographic
position, climate and adequate conditions the
CC started its activity (till now is doing) in the
field of fruit growing, vegetable growing and
cattle breeding. Besides, these fields are to be
the sources of survival.
Relevance of the action
The “Khor Virap Agricultural association”
consumers ‘cooperative in Poqr Vedi village
with its members, as well as the rest of
the villagers have certain problems and
obstacles connected with producing fruitvegetables, getting qualified agricultural
food, which has negative effect not only on
the CC, its members but also on the socio
economic condition of their families. The
main problem is that the farmers do not have
necessary agricultural techniques to organize
and implement their work effectively, and
the available techniques is old enough and
soviet style, the advantages and capacities of
which are poor compared with the our days
technologies. It has the following effects:
Nowadays, in this scientific engineering
era the qualified and multifunctional
technologies and equipments making the
farmer’s work easier and decreasing the
time play a great role. The means of CC i.e.
the techniques for the agricultural needs are
the products of Soviet Period, the capacity
of which doesn’t provide proper quality and
quantity of agricultural product. To solve
the above mentioned problems the CC
foresees to implement the Grant project of
Agri-mechanization and Tractor centre, the
overall objective of which is to increase and
improve the welfare of the population and
sustainability of the community by importing
and establishing Tractor Station.
In fact, the Tractor Station obtained by the
Grant represents the following agricultural
techniques, equipment and or machinery:
•
N. 1 plowing Tractor with 80 hp;
•
N. 1 plowing Tractor with 50 hp or less;
•
N. 1 soil milling machine;
•
N. 1 cereals sowing machine;
•
N. 1 universal sowing machine;
•
N. 1 tool for raking the hay dried;
•
N. 2 trailers for tractors.
To apply the agricultural rules correctly;
•
To promote the increment of the fertility
and quality;
•
To strengthen the farmers’ professional
capacities;
•
To increase the farmers’ income.
Great fuel expenses;
•
Great chemical expenses;
•
Low quality sowing;
•
Waste of time;
•
Low income.
Besides, the CC and the community
population rent techniques to implement
agricultural works with high price but the latter
may not satisfy the farmers need and delay
the main works. Because of the lack of the
new equipments the farmer doesn’t implement
the organization of agricultural works in time
that brings to the ineffective result of the
organization of agricultural food product i.e.
because of insufficient use of agricultural
machinery during the season the farmer
conduct agricultural works late (Sowing,
smoothing, and chisel). This results late
harvesting as well as low quality product (as a
result of frosts). As a result the farmer has the
following selling problems:
The specific objectives of the “Khor Virap
Agricultural association” consumers
‘cooperative are the following:
•
•
To reach its specific objectives the CC
has implemented a number of activities
•
The low quality food is impossible to sell
in market, so has to deliver for processing
with lower price;
•
Sells agricultural food of less quantity
because of the luck of the product.
Thus, in order to give an efficient solution
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to the above-mentioned problems, the CC
through this project within the grant has
obtained agricultural techniques with adequate
equipments and accessories and it operated
in following way:
•
•
Description of the action and its
effectiveness
In the frames of this project “Khor Virap
agricultural association” CC implemented the
main activities, which have been directed to
reach the specific objectives i.e.
It has provided the service for its members
with prices lower than market ones;
For non members: 3% higher than the
price foreseen for its members.
Thereby the CC obtained the technique
through the organization that imports
from European countries. The agricultural
technique has enough capacities and
advantages and has its positive effect on
farmer’s work activities by reducing expenses
and increasing incomes.
•
To apply the agricultural rules correctly;
•
To promote the incensement of the fertility
and quality;
•
To strengthen the farmers’ professional
capacities;
•
To increase the farmers’ income.
The correct organization and realization of
those activities brought to the implementation
overall objective i.e. through importing
and establishing tractor station have been
increased and improved the welfare of
community population as well as has provided
the sustainability of the community.
The main target group of this project
(approximately 400 people) represent The
“Khor Virap Agricultural association” CC
members’ farmers, non-member farmers of
PoqrVedi community as well as the farmers
of neighbouring villages who are producing
agricultural foods and feed.
The activities implemented in frames of the
project consisted of several phases, which are
interconnected with each other i.e.
This project has benefited not only the
CC members and its families but also the
community population and the farmers of
neighbouring villages (approximately 1.200
people).
Thus the final beneficiaries may be classified
as direct & indirect. The direct beneficiaries
are:
•
Farmers members of the C.C.;
Getting success and positive result depends
on the efficient implementation of each phase
activity. The detailed description of each
activity and its efficiency is given below:
•
Khor Virap Agricultural Association;
1. Import of the technique and equipments
•
Specialists;
•
Service provider.
In this phase the CC within frames of the
grant has obtained and imported the following
agricultural techniques:
The indirect beneficiaries are:
•
The members of farmers’ families;
•
Traders;
•
Transporters;
•
The community & neighbouring villages;
•
The final consumer.
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•
1 Plowing Tractor with 80 hp
•
1 Plowing Tractor with 50 hp
•
Tools for sowing the seeding cereals (1
soil milling machine + 1 combined drill
machine)
•
1 Tool for raking the hay dried
•
1 Universal combined harvester
•
2 Trailers
The obtaining of technique enabled the CC
to organize its works more effectively and
affordable i.e. provide services not only
to its members but also the inhabitants of
neighbouring villages possessing greater
income. The CC has foreseen to provide
these techniques to its members with below
market price and non-members with below
market price but 3% higher than the price
foreseen for its members.
goods and fruit-vegetable.
2. Establishment of tractor centre station
After receiving agricultural machinery
techniques the CC rented special area –
parking place. For that parking place a guard
has been employed as a worker controlling
the parking place. Then special staffs have
been formed with 11 workers (members of
CC). Thanks to workers the CC was able to
implement the effective usage of techniques
and satisfy the order of each farmer in time.
Those new techniques have the following
advantages:
3. Implementation of agricultural works
N. 2 Plowing Tractor with 80 and 50 hp each
one
In this important phase the CC operated the
obtained agricultural technique receiving
farmers’ orders previously. The agricultural
works include the following activities:
It is foreseen to purchase tractors; however
this new equipment or technique compared
with the old one, currently in use, can ensure
a substantial improvement. It’s multifunctional,
conducts qualified sowing, saves the fuel,
seeds (as result of the use of old technique it’s
requested 45 kg maize per hectare meanwhile
thanks to this technique it’ll be 15 kg maize
per hectare), chemicals and implements
efficient harvesting without waste.
•
Preparation of the soil
•
Organization of the tillage, chisel and
smoothing
•
Sowing
•
Organizing the harvest
The received agricultural techniques serve for
the implementation of the following works:
Tools for sowing the seeding cereals
The advantage of this tool (combined drill)
is that it’s also multifunctional i.e. if the old
technique conducts one action (it sows wheat
with one action and with the other action –
cover it) then this one does several actions
(in one season it sows different cultures –
maize, clover, beans etc). It may be used
continuously.
Tools for mowing the soil
•
Soil tillage, with two sowing tractors
•
Soil mowing and seeding bed preparation
•
Seeding, with sowing machine
•
Hay and forage raking
•
Organizing harvest and transporting it by
the trailers
Implementing these activities in time and
correctly (i.e. not later than the season) the
farmers obtain the best results, qualified
products, and reach harvest with great profit.
The advantage of this tool is represented by
the support in the preparation of the seeding
bed, smoothing the soil.
Besides the operation of techniques, the CC
provided its repair and preparation for the
next activities i.e. it has been under control
continuously.
Tool for turning upside the drying Hay and
forage
The advantages of this hay rakes consists in
facilitating the activities that till this moment
are manually conducted.
4. Sale
N. 2 Trailers
After the harvest the CC implemented the
sale of fruit-vegetable both in local market and
in the country, the profit of which has been
put into circulation increasing the expected
benefit.
Having its own trailer the CC saves its money
and organizes agricultural works effectively.
The trailer is not only a mean of transportation
of agricultural techniques but also transports
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For its productive implementation the CC has
the following means and capacities:
•
•
•
•
•
•
Poverty reduction
If the farmer used to rent the techniques for
66 Euro for 1 ha, now there are savings,
moreover it is possible to provide for the
member-farmers for 55 Euro and the latter will
gain 10 Euro.
Office
Computer with equipment and accessories
Furniture
Specialists, agronomists
It is obvious that the Project activities are
continuous i.e. with cyclical effect, which
means that the CC each year is having
expanded activities in the neighbouring
villages therefore also duplication of results.
200 hectare from which:
• 18 hectare – grape
• 50 hectare - wheat and maize
• 20 hectare – clover
• The rest of the melon field cultures
Equipment and machinery acquired:
•
Decrease of expenses
•
Saving the time
•
Getting and increasing qualified harvest
As above described in the framework of
the project were bought several agricultural
equipment and machinery such as: Plowing
Tractors, tools for sowing the seeding cereals
(1 soil milling machine + 1 combined drill
machine), tool for raking the hay dried,
universal combined harvester, trailers
•
Creating and increasing new work places
Methodology
•
Decreasing of emigration
•
Increase in the farmers willingness to work
The methodology of each project activity is
presented in the under mentioned table
•
Increase of productivity
Organizing the activity chain correctly
and effectively, the CC had the following
successful results:
Activity
Methodology
Import of the
technique and the
equipments
The CC obtained the technique through the organization that imports from European
countries the choice of which has been implemented by the following way. The CC called a
meeting for the farmer members and government members where the choice of importing
organizations and also the activities implemented within the project have been discussed.
To set working the Tractor Station correctly the CC formed a special staff of 11 employees
working in the following way:
The establishment
of Tractor Station
-
Through the developed application forms accept the application forms from farmer
members and also non farmer members, coordination and compliment of the demand
of each application form
-
Receiving fuel
-
Operating the technique in accordance to the demand of the farmer
-
Monitoring the works
Besides, to provide the activity effectiveness of the formed stuff and CC applied to “BSC”
LLC, which served proper consulting and training services by developing their capacities.
Implementation of
agricultural works
This activity has been realized via CC and the formed stuff of Tractor Station. The main
agricultural works implemented 3 specialized machine operators and 2 assistants. These
works have been also be monitored by CC.
Sale
The product sale is organized through the following mode:
The farmer himself sales the product
The CC organises the sale of the product in the local market
The product is sold locally via intermediates
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Sustainability
•
Determined financial stability; as it was
already mentioned, with this technique
the CC implemented the agricultural
works of not only its members but non
members too; also it gave opportunity to
the neighbouring village farmers to use
the service by bringing extra profit to the
CC. That is to say, is saving not only the
expenses but also the extra profit, thanks
to which is covering all the expenses and
is having profit. The CC management has
carried out a yearly increasing profit by the
mechanic-operator.
•
Institutional level; nowadays the local self
governing bodies support the founding of
certain associations and its activities which
is considers to be a stimulus for the further
implementation of the type of works.
Meanwhile, the technique obtained within
the project becomes the property of the
CC.
•
The Political level; the implementation of
the project effected on the improvement
of the social state of the neighbouring
village inhabitants which took it as an
example for the others for establishing
certain associations and implementing
corresponding projects.
As it is known one of the promising branches
of the economy of the country is the
agriculture, and the latter like the other sectors
have a relation to risks. The destined project
in the condition of CC in comparison is less
risky than the following advantages that are
dominating
•
New Technologies obtained by the Grant
within the project;
•
The existence of qualified specialists
(mechanic operators, agronomists,
specialists, management team) to organize
the work;
•
Great experience of years in cultivating
fruit-vegetable;
•
Favourable conditions of Ararat valley to
produce fruit-vegetable;
•
The Local Market being close to the
capital.
But can be distinguished certain risks besides
the above mentioned advantages
•
Natural disasters (winter and early spring
frostbites, hail stone, flooding);
•
The usage of the VAT to the agricultural
foods since 2009;
•
The danger of accruing diseases;
•
Closed borders;
•
Weak development of economy;
•
War situation.
Final Remarks
Thanks to the purchase of mechanical
equipments and other modern and innovative
agricultural tools the project realised a centre
to develop and accelerate the agricultural
mechanization of Khor Virap Agricultural
Cooperative. Its services benefit both partners
and/or members of the Cooperative as well
as independent farmers. In fact, thanks to
the “outsourcing” service, even the farmers
outside the cooperative can use modern
technical equipment in faster times and with
more competitive prices. The Cooperative
can ensure the economic sustainability of the
service; an optimal management of resources,
equipments and tools; a better quality of food
and agricultural products and a better quality
of life for the farmers in the area.
Taking into consideration the abovementioned risks the CC while implementing
the project tried to decrease that using the
following prerequisites:
•
Implement the correct planning of the
project, realization and supervision;
•
To involve reliable and experienced
specialist as well as partners;
•
All the works to be done on the bases of
contracts.
The implementation of this project i.e. the
optimal and rational organization of the activity
chain improved the social state of the CC and
its farmer-members as well as it determined
stability, which it has been expressed by the
following measures:
1. The feature of Armenian agricultural
production is characterised by:
a. A continental climate, which is cold in winter
(with temperatures below freezing for tens of
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days) and very hot during summer (hot and
dry from April to October);
b. Evaluation of potential new crops both for
direct use (corn, vegetables, etc.) and indirect
agro-industry production (for sugar beet,
starch potato, maize, etc);
b. This area aimed to an intensive agriculture
is located mostly in front of Ararat Mountain.
The surface is a flat of 2,000 Km2. This plain
is heavily irrigated, even if it is necessary
to restore the water surface redistribution
network;
c. Evaluation of agri-cultural times depending
on agricultural mechanization and the
opportunity to concentrate in right season the
best crops.
c. The essential characteristic is the strong
farmland fragmentation that does not allow an
adequate planning culture;
It is necessary to redesign an intensive
agriculture taking into account both the genetic
evolution and all potential opportunities offered
by a strong mechanisation. It is also important
to consider the climatic and environmental
characteristics that should be particularly
favourable even for organic agricultural and
crops.
d. The agricultural fragmentation is on
average about half hectare (from 0.5 to 0.8)
per property;
e. Another identified factor is the systematic
lack of mechanical and agricultural equipment
determined by a marginal presence of
equipment coming from the former Soviet
bloc. This equipment is old and no longer able
to meet the needs of agriculture.
3. The potential reclassifications in terms of
cultivated areas and mechanical equipment
allows a redistribution of wealth both from new
professionalism/skills related to agricultural
processes as well as from agricultural
products greatly improved in quantity and
quality.
f. It is easy to understand how it is quite
difficult to implement a market-oriented
culture; farmers usually produce for a highly
individual and localized consumption;
It is also possible conceive a market not only
at national level but also international (at least
linked to the surrounding areas).
g. The project wanted to illustrate: the
possibility of using simple machines/
equipment able to respond to the modern
agricultural needs;
Conclusions
h. The project allowed a Cooperative
composed of 72 members and consisting
of more then 200 Hectare to dramatically
improve the agricultural production, to
reduce processing times through the use of
specific machines/tools and equipment; to
streamline and speed up the agricultural and
crop operations/process; to provide a range
of services even for farmers outsiders of
the cooperative; to save on supplies of raw
materials (by lowering the costs of seeds,
improving the cultivation techniques and
reducing the use of fertilizers as well as the
energy consumption as fuel).
The beginning of a new agriculture in terms
of new methodologies and techniques, land
ownership and varieties able to meet a
changing market needs allow to rethink an
economic development model that is based
firstly on the agricultural development. It
is important to start from the agricultural
development before starting focusing on
industrial development (even because the
industrial development in these areas with no
raw materials, is not competitive because of
the reduction of labour costs).
The scarcity of agricultural machinery
prevents the Armenian economy to be able
to boost and satisfy the demand of domestic
and foreign markets thanks to a production
increase both from quantity and quality point
of view.
2. The opportunities resulting from the
development of this project are:
a. Re-definition of crops/agricultural
development systems both in consortium/
association/cooperative form in order to
overcome the extreme fragmentation of
landowner);
Given the high degree of fertility within the
area around Ararat Mountain and within
other fertile areas, it is inconceivable the
economic backwardness arising from a
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agriculture implemented almost entirely by
human labour, especially if there are good
business/entrepreneur skills and a remarkable
propensity to mechanization by the peasant
population.
Opportunities
It is convenient to verify the export conditions
of Italian agricultural machinery and
equipment, both new and second hand.
Export procedures and financial mechanisms
are actually under examination.
4. Establishment of fruit and vegetables Drying and Packaging Unit
THE MICRO PROJECT IN BRIEF
Title:
Establishment of fruit and vegetables Drying and Packaging Unit”
Location:
Community of Urtsadzor - Ararat Region, Armenia
Total duration:
12 Months
Applicant:
Vedi InterCommunity Union
Partner/s:
Non-Governmental Organisation Non-profit “URTS”, Urtsadzor Village
Brief Description:
The Project, through the purchase of modern and innovative machinery (vacuum packaging
devices, etc.) and equipment (greenhouses and pallets for drying the fruit, devices for
washing fresh fruit and vegetables, etc..) intends to create a centre for packaging vegetables
and fruits fresh and dried (14 tons of processed products) that would be a benefit not only
for the members of the Non Governmental Organisation “URTS” but also to the external
farmers, ensuring the economic sustainability of the service and management of resources.
Furthermore, by pursuing the goal of improving the quality and the sanitation of food and
agricultural products in order to present the market a product more competitive and healthy
and able to obtain a higher price, we would improve the general revenue of the NGO and the
living standards of members and farmers in the area.
Objectives:
Estimated
results:
Main activities:
-
Promotion of the increase of agricultural produce level, improvement of quality of
agricultural produce, growth of its purchasing power .
-
Organization of the drying process and packaging of the agricultural produce and its
consumption.
-
Increase of the quality of agricultural produce,
-
price rise of agricultural produce,
-
improvement of economic status of the rural economies,
-
job opportunities with high salaries for more than 25 people.
-
Acquisition/procurement of agricultural products, vegetables and other field berries
according to the procurement and technological plan.
-
Packaging, canning and storage of fresh cultures.
-
Organization of the drying process of the obtained cultures
-
Consumption
Target group(s):
Members of Rural NGO, rural economies, retail and wholesale trade units
Final
Beneficiaries:
“URTS” NGO, 44 farmers members, their families, external farmers of Urtsadzor Community,
agri-food dealers and consumers, etc..
Total Cost:
21.343 Euro
Cost’s Allocation:
15.500 € EU Funds + 5.843 € Co-financing provided by the NGO
.:80:.
Low quality production. The quality criteria
of the production are at rather low level. The
classification of the products is performed/
carried out in an improper way without
following any criteria.
Objective(s)
The overall objective of the project
implementation
•
Promotion to the increase of the quality
of agricultural produce of the rural
economies;
•
Improvement of the quality of agricultural
produce, production sustainability;
•
Increase of the purchasing power.
The current situation cannot serve as a
promoting basis for the production and
consumption/sells of quality agricultural
products at wholesale and retail sale markets.
The project is an important link between the
rural economies and wholesale and retail sale
of agricultural produce chain.
To address/meet the main objective/goal
through the actions of the project we aim at:
•
Organizing the procurement of agricultural
produce and field cultures;
•
Establishing a packaging workshop;
•
Establishing a package producing unit;
•
Organization of the production
consumption at wholesale and retail sale
markets.
As a result of the activities foreseen by the
project, the production of rural economies
have a better chance for market access and
production consumption.
The proposed project promotes the increase
of the quality of the agricultural produce,
solves the problem of price rise for the
wholesale trade, significantly raises the
production volume of the products, processing
these products by means of advanced
technologies and production lines.
Relevance of the action
Priorities
The proposed project increased the
production volume of the agricultural produce
in Ararat area, village Urtsadzor. The final
beneficiaries of the project are the rural
NGO and the members of this NGO. All the
members of Vedi Intercommunity Union also
benefited from the project as the project
intends to cooperate with ICU Vedi, too. As
a result, with the support of the project, the
population of the Marz and Yerevan, small
and medium enterprises enjoyed high-quality
agricultural products.
The proposed project relates to the increase
of the valorisation of local agricultural products
in the village of Urtsadzor, Ararat Marz;
improvement of their quality and market
access promotion.
In Armenia, in Ararat Marz in particular,
agriculture is underdeveloped and needs real
promotion.
Low production volume is characteristic not
only to rural areas but also throughout the
Republic: the production volume on the whole
is rather low everywhere. There is a lack of
appropriate tare and packaging. At wholesale
markets the production enters without
packaging, in insanitary conditions without
being checked. The same situation can be
met at retail sale markets.
The project relates to the SME and
Agricultural sector of the Marz strategy:
Regional Development Plan, Line 1: Support
to territorial and integrated pilot strategies of
rural development.
“Support to small-medium enterprises to the
innovation of process and product, with the
aim to improve the quality of their products
and service provided.”
Wholesale sells are done at special trade
units, where the conditions are the same.
Under such circumstances the producer
depends from market mediators, who decide/
fix the market price. The producers of the
agricultural produce do not have the chance to
get wider access to the market and sell their
products at higher prices.
“Activation and consolidation of innovative
methods of valorisation and commercialisation
of local products, also including territorial
marketing and rural tourism strategies”.
“Interventions to improvement of territorial
infrastructures and public utilities services”.
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“Interventions of public relevance for the
valorisation and promotion of local products”.
These actions refer to/contribute towards the
provision of required basis/ground for the
implementation of the main activities.
Target Group(s)
Target groups are:
•
Members of Rural NGO;
•
Rural farming of Urtsadzor;
•
The rural farming of ICU Vedi;
•
The wholesale and retail trade units of the
area;
•
The consumers of the agricultural produce
in the Republic.
•
Definition of the technological scheme;
•
Procurement and acquisition of drying
and packaging equipment, montage and
installation;
•
Arrangement and adjustment of the
production area according to the
technological scheme;
•
Experimental output, marketing activities.
Main activities
The following activities contribute towards
the creation of the external package of the
production, compliance with the quality
criteria, increase of the production volume and
consumption.
The Final beneficiaries of the project are 20 rural
economies members of the Urtsadzor Rural
NGO. The head of the community is also the
member of NGO, and this fact secures the
support of the community. The beneficiaries
have 36 ha arable lands and they rent 10 ha
additional lands; these lands are irrigated and
in 8 ha of them vegetables are being cultivated,
they also have green-houses and etc.
The beneficiaries were ready to offer their
own crop for the implementation of the project
and there was no need for additional funds
to buy crops. The other direct beneficiaries
are the rural economies of Urtsadzor. The
implementation of the project had impact on
them, as project organized food packaging
and drying for them. The rural economies of
the community, which are not the members of
NGO also provided their crops for packaging
and drying. The food packaging and drying
unit are the first in Ararat sub-region and
all food producers of the sub-region can
be considered as indirect beneficiaries.
Wholesale and retail organizations and final
consumers also can be considered as indirect
beneficiaries.
•
Procurement/storage of agricultural
produce and other field berries and
vegetables according to the procurement
and technological plan;
•
Inspection of the acquired products.
All these activities are undertaken in
accordance to specific criteria, which
promote the production of high-quality
output and increase of the production
price;
•
Packaging and storage of the obtained
cultures.
These actions contribute towards the increase
of the production quality and potential demand
for the production.
Organization of the drying process of the
stored products. The aim of this action is the
out-of-season consumption of the agricultural
produce by means of drying these products in
a most effective way.
•
Packaging and storage of the dried
products. This action is followed by the
previous one, which aims at providing an
external package to get the products ready
for sale;
•
Delivering / Consumption. This action is the
final step of the first stage of getting both dry
and fresh production ready for consumption
and provides a good basis for further;
•
Development.
Description of the action and its
effectiveness
To achieve the goals of the proposed project
and to solve the persisting problems, there
has been elaborated an action plan. The
below-mentioned actions are submitted in
sequence.
Preliminary Activities
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The following steps are the required measures
for the implementation of the above mentioned
activities and objectives.
Preliminary activities
The Rural NGO has provided with a territory
for production area, without reimbursement.
The scheme in Annex 1 displays the
arrangement and montage of the equipment
and technological cycle of the foreseen
activities. The installation of equipments
have been implemented in compliance with
technological requirements, shown in Annex 2.
Technology and know-how/equipments
At present there is a big number of rural
economies in Urtsadzor, the overwhelming
majority of which are small farming, which
themselves, separately, cannot implement the
process of production volume increase (for
example, 812 rural economies in the village
have 432 Ha of land, which is fragmented
under 1700 plots; among them there are only
3-4 farming which have more than 3 he of
land). The Rural NGO of Urtsadzor unites
these farming economies for the fulfilment
of the above-mentioned objective. Acting as
an infrastructure and the application of new
technologies for the implementation, taring
and drying activities served to address these
main goals. The quality control over the
agricultural produce enhanced its quality and
ensured growth of demand for the production.
Owing to the proposed activities the
population of the Marz and the capital have a
chance to consume ecologically pure products
with attractive external package, the lack of
which at present prevents wide consumption
of agricultural products at markets.
Bringing forward the issues of personnel
management, allocation and setting the time
limit.
Implementation of designing and project works
for packaging. After the completion of montage
works the first output is experimented,
followed by technological checking.
During the preliminary works it is supposed
to check the number of the supermarkets
and other trade units, which are considered
potential consumers. A storage seasonal
plan is made up which is coordinated with
consumption potential capacity.
Annex 1:
Organizational methods/resources
The action plan aims at implementing the
whole technological cycle of the actions
in compliance with organizational plan,
from the very beginning to the end. The
partnership with rural economies ensured the
implementation of the main activities to reach
the overall goals.
Procurement of agricultural produce / Storage
Professional and human resources
Organization of the procurement of fresh
agricultural produce from the rural economies
of the village, also, from the communities
of the area. Only fresh-looking and quality
products are to be procured which further
pass through laboratory analyses to address
appropriate/ respective food norms/standards.
The products due to be dried pass preliminary
procession- rinsing, cleaning (removal of
leaves, branches, cleansing from mud, small
stones, insects, pesticides, etc.) The next
phase is the sorting process, during which:
The project opens up opportunities to combine
professional skills, which rural economies
lack. The appliance/use of professional skills
gave opportunities to implement such actions
as marketing works, the packaging and taring
process foreseen by the project. The project
created new job opportunities involving
5 employees (4 technical workers and 1
administrative) with required skills.
The elaborated activities for the
implementation of the project are cohesive
and integrated and are aimed to address the
main goals.
•
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Each following phase has been easy to
control
•
The drying process has been
homogeneous
drying process has been implemented by
means of advanced solar technologies.
In fact, the market pays more for the
homogeneous production. The next step
of the preliminary procession is peeling,
extracting the pulp, which is followed by
cutting and mincing process, etc. The overall
During preliminary drying process of
vegetables special or ordinary drying
technologies have been applied.
Packaging phase
which attracts buyers. For example,
the information about sanitary or other
inspection provides better access to food
markets.
The following vegetables and other field
cultures have been dried:
Dried products packaging
All the dried products are to be packed.
This is done not only to provide the
external appearance of the product, but it
is a necessary required step for the dried
product.
After the completion of the above-mentioned
phases, high quality ready-to-sale
production resulted, with attractive external
package, which currently lacks in the
Republic markets.
While organizing the packaging process the
following steps are taken into consideration:
•
The amount of one unit for the respective
food
•
The storage of the food in the package
for the foreseen period
•
All the data about the product must be
mentioned/ typed on the package.
According to the total economic growth,
therefore, the demand for such production
grows, too. Taking into account this
main argument, the consumption of the
production has been organized in the best
way.
Taring activities
Before distribution and storage of both
dried and fresh vegetables and agricultural
produce it is necessary to tare the
production. It is foreseen by the project
to produce three kinds of tares: wooden,
plastic and carton.
The packages for the dried products must
be vacuumed, sunray resistant and a little
heat insulating.
Fresh vegetable packaging
Compared to the dried vegetable
packaging, fresh vegetable packaging has
some specific features. First of all, fresh
vegetables are seasonal and the aim of the
packaging is to distribute to the consumers
fresh production, with attractive-looking
external package. As an innovation it has
been packed not only homogeneous but
also mixed vegetables, which are very
convenient for the buyer to save time. Wellpacked fresh production has better chances
to be consumed at food markets and at all
trade units. The package contains all the
necessary information about the production,
Tare production at the same time ensures/
provides complete production cycle, which
is organized according to demands. The
effectiveness of taring and packaging is also
connected with food transportation. With
plastic containers it becomes possible to
organize the transportation of the packed
dry and fresh production in plastic tares,
which enjoys privileges at the consumer
market. Meanwhile, it’s should be noted that
carton containers are more welcomed at
the market. It is much easier to size carton
containers according to the amount of the
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production to be packed; therefore it is
possible to size them for different capacity,
starting from 1 kg to 20 kg. In spite of the
fact wooden containers are not in demand,
they are the only ones which store food
products for a longer period. The main
criterion for the organization of container
production, foreseen by the project is to
apply such flexible mini-technologies, which
enables the production of not only big-size,
but also small-size containers.
advanced methods have guaranteed
success for the vital activity of the project.
Food packaging and drying of agricultural
products provide stabile production and
incomes for the farming economies. The
main approach of the project is packaging
and organization of alternative consumption
of seasonal agricultural produce through
drying. In the base of the packaging process
of agricultural produce lays the application
of advanced methods and procurement of
products, which ensure the effectiveness of
packaging and manufacturing.
Delivery and selling
In the initial phase we intend to organize
the delivery activities in 2 ways, locally and
through trade organizations. It’s useless
to organize the consumption at wholesale
markets, where the agricultural produce of
the farmers’ is sold now. The consumption
markets for such high-quality production
with attractive external package can be
the trade organizations of wholesale and
retail trade sales throughout the republic,
also, in the city of Yerevan. These are fruit
and vegetable stalls, shops, specializing
at agricultural produce sale. One of the
main consumption policies is the direct
cooperation with trade organizations.
The quality of the products and longterm storage conditions ensure better
consumption of products for the trade
organizations. It is also very convenient for
wholesale traders to purchase our goods for
further consumption at faraway regions of
the republic or abroad.
At the same time the procurement of the
agricultural produce at high price provide
high price sale/consumption of dried or
packaged production. The proposed project
has been implemented in accordance with
local action plan of the Marz and socialeconomic priorities of Urtsadzor. “Urtsadzor”
Rural NGO implemented the project in
partnership with ICU Vedi in the frameworks
of potential “Refrigerator Centre” project.
“Urtsadzor” Rural NGO could organize the
packaging and taring of the agricultural
produce stored at the “Refrigerator Centre”,
according to the norms, as well as the
NGO intends to implement joint activities
concerning consumption and marketing.
“Urtsadzor” Rural NGO implemented the
respective project.
The concerned parties are the local
authorities, ICU Vedi, rural farming. The
local authorities solved all the administrative
issues and supported in the process of
agricultural produce procurement. He is
responsible for the current activities of
the organization and is accountable to the
council. The current activities of the NGO
are controlled by the steering committee.
Tax collection controlled by State Taxation
Board. In the frameworks of the project the
NGO is accountable to financing donors.
For the implementation of the project the
chairman of the “Urtsadzor” NGO has
created an organizational structure to
implement further activities. The structure is
shown by the scheme below:
Equipment and machinery acquired:
In the framework of the present local
projects were bought several machinery
necessary for the fruit and vegetable driyng
process, such as: vacuum packaging device,
thermo packaging device, vertical Packaging
device, scales with different range, nitrate
tester, washing tub device, drying box, small
plastic containers, polyethylene bags and
fills, goffered cartons.
Methodology
Application of new approaches and
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Vegetables 60 kg (during sunny days)
The project has been approved by the rural
economies of the community, members of
the Rural NGO through its production and
consumption expectations. At present, before
the implementation of the project, they have
no opportunities to implement the activities
foreseen by the project, the main reason for
which is the organization of the consumption,
limits, set by the mediators, etc. The members
of the Rural NGO are concerned about job
opportunities.
Beans, tomatoes 80-100 kg
The Quantity of sunny days 150-200 per year
The volume of sun radiation is 180-220 V/
square meter per 24 hours. In Italy the same
indicator is 150-200, in France 120-180, in
Germany 100-150.
The capacity of Food Packaging
Semi automatic devices - 2000 packages per
day
Technical and Economic Analysis
Manual devices - 300 packages per day
1. The Volumes of Packaging
Production of boxes
The Packaging of 4 tones dried and 10 tones
of fresh agricultural food is envisaged during
the first year based on indicative calculations.
This means to have 25.000 packs of dried and
5000 packs of fresh agricultural products. We
plan to double these volumes in upcoming
years.
For Manual gluing or sewing 100 box per day
3. Calculations For Food Provision
2. The Production Capacity
We conducted some research which resulted
in assumption that during July-August we
have surplus of agricultural products. Below
you can see the fluctuations of bean price in
wholesale market during these two months in
2007:
Drying Department
June 1-15
The envisaged area; 100 square meters.
June 15-30 150-500 AMD/kg
The volume of dried production per day
July 1-15
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800 AMD/kg
50-150 AMD/kg
July 15-30
70-100 AMD/kg
g) The cost for plastic box
August 1-15 100-120 AMD/kg
The project also envisages the advanced
packaging that secures more convenient
packages both for transportation and storing.
The packed fruits are isolated from each other
and which dramatically decrease the possible
damage during transportation and storing.
Obviously we have the steep drop of prices
during July 1-15, which proves that during this
period the supply excels the demand. We plan
to organize the provision during this period.
We made calculations also for red pepper. We
receive 1 kg of dried red pepper from 6 kg of
fresh pepper. The price for 1 kg of dried red
pepper is 1000-1200 AMD/kg. Meanwhile the
price for fresh red pepper is 100-120 AMD/kg.
The price for 1 kg dried packaged red pepper
is more than 1200 AMD/kg.
Sustainability
The packaging and taring process, like
any other manufacturing process, includes
emission of industrial waste products. To
reduce the risk of waste emission we intend
to send the waste to be recycled, which is
foreseen by the overall project.
Calculations on Dried and packaged Food
To reduce the risk of natural threats such as
low crop capacity, small number of sunny
days, we intend to cooperate with Refrigerator
Centre in order to extend shelf life of the
products and to apply drying methods of
agricultural produce in the shade.
We calculate the quantity of dried food
received from fresh ones during the process of
drying
Greens 100 gram from 1 kg
Pepper 160 gram from 1 kg
It is less probable that the project run the risk
of social-economic decline, for the production
offers high quality and available price.
Tomatoes 130 gram from 1 kg
Onion 400 gram from 1 kg
Mint 100 gram from 1 kg
The main precondition is the fact that at
present the drying process is implemented
by private farming economies, which cannot
provide the required food and health norms;
moreover, the consumption opportunities
are badly limited. On the other hand, the
Rural NGO solves this problem for the rural
economies.
Packaging Costs
1. Raw materials (paper, plastic, cellulose)
2. Electricity etc.
3. Salaries
4. Other Production Cost
After the implementation of the project, after
certain phases/by the end of the season/, the
effect of the project results have already been
visible in the process of the consumption and
on the production, too, after the finish of a
year’s cycle.
One Semi automat-packaging unit can
produce 1200 packages per hour with 30 Kw/
hour electricity usages. The Manual packaging
unit produces 500 packages per hour
Costs for one package
•
The financial sustainability ensures
consumption at the expense of the
received profits and certain services
provided, which provided its reproduction/
breeding process.
•
Institutional level
a) Electricity
b) raw materials
c) Labour costs: one worker during six hours
can produce approximately 3000 packages
with manual packaging unit;
The organization implementing the project,
is a rural NGO, which aims at solving the
problems of rural farming. This is a nonprofit organization and the part of its profits
serve for further reproduction/breeding.
d) Printing Costs
e) Amortization Costs
f) boxes for packaged food.
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The main objective is the expansion of the
started business functions. In the future
the organization may be reconstructed;
in this case, according to the regulations,
the stakeholders are also considered rural
farming.
within the area. The local agricultural
production must be turned into a wider market
production.
Conclusions
In addition to the adding value determined
by the processing of these products and
therefore the enlargement of the target market
both in space and time, this project may
achieve:
Final Remarks
The project supported the purchase of modern
equipment in order to set up an innovative
packaging centre for fresh and dried fruit and
vegetables. This service address not only to
members of the URTS Organization, but also
to non-members farmers.
a. A multiplication effect of itself;
b. Induced needs caused by a strengthening
of logistics (mobility and road freight
transport);
c. An improvement of agricultural production
redirected to a growing market demand and to
new requirements;
This ensures the economic sustainability
of the service; an optimal resources
management, and above all the real
opportunity to improve the quality and the
sanitary scores of food and agricultural
products. In this way it is possible to introduce
in the market a healthier and more competitive
product able to obtain a higher price, in order
to increase the income of the organisations
and to improve significantly the living
standards of members and farmers in the
area.
d. The improvement of hygienic conditions
in fruit and vegetables treatment so as to
meet the current large-scale distribution
requirements/laws.
Opportunities
The high quality of Armenian fruits led
the project to verify if potential Italian and
foreign buyers are interested in importing
and marketing of the large retailers this kind
of products. The experience gained in the
process of drying and storage, it is essential to
start the whole process related to the quality
control of the product before entering the
European markets. There is still the problem
of transportation that can be extremely
expensive due to the bad conditions of roads
and high process for airplane transportation.
1. One of the characteristics of Armenian
agriculture is the high quality production of
fruits and vegetables above all in the Ararat
plain. Both the fruit and vegetables are
products ageing in a dry and arid climate
where intensive sunburn also develops the
quality of the products.
2. These products enter both in the local
market but also mainly in the main market of
the Capital. Both the logistics and delivery, as
well as the total absence of energy sources
just able to satisfy population’s needs led
to identify this pilot project: adopting new
techniques for the preservation and drying
of fruit, so as to increase the dried fruit
production in quantitative and qualitative
manner. At the same time, a first treatment
of vegetables (even cleaning and washing of
worn parts) allow the marketing of products
with higher freshness duration.
3. The project, that aims at drying and
packaging the fruits and washing and packing/
packaging horticultural products, allows the
visibility of the agricultural field potentialities
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mountain passes, plateaus, concavities,
fields, meadows and natural varied buildings,
the most bright example of which is Jermuk
wonderful waterfall (60 m).
REGIONAL DEVELOPMENT AGENCY (RDA)
VAYOTS DZOR
DESCRIPTION OF SUB REGION
The Vayots Dzor climate on the whole is
continental with cold or moderate cold winters
and hot or warm summers. The highest
possible air temperature reaches +410C
in southern districts, and the exceptional
minimum temperature reaches - 350 C.
Precipitations comprise 300-700 mm.
Vayots Dzor is one of the 10 regions of the
Republic of Armenia and it is situated in
Southern part of the Republic. In the South
borders with Nakhijevan, in the North it
borders with RA Grgharkunik Marz, in the
East – RA Syunik Marz and in the West – RA
Vayots Dzor.
The highway connecting Armenia with Iran
passes through the region and it is crucial
for the perspective development of regional
economy; another important connection
way passing through the region is the
Yeghegnadzor – Martuny road.
Vayots Dzor occupies the northern area
of Zangezur (Southern part of Armenia
which includes 2 regions) and it borders the
Autonomous Republic of Nakhijevan and
Azerbaijan, but also with other Armenian
regions as Ararat, Gegharkounik and Siunik.
In 2006 the share of economy main branches
of RA Vayots Dzor Marz in total volume of
correspondent branches of the republic
comprised:
Vayots Dzor is composed of 44 communities,
of which 3 are urban and 41 are rural. The
main cities are 3 and the villages are 52. In
the region also operate 51 general education
schools, 5 musical and art schools, 4 sport
schools, 1 college, 22 pre school institutions,
1 vocational college, 1 museum, 51 libraries,
3 hotels, 9 ambulatory-polyclinics, 3 hospitals,
etc.
Industry
Agriculture
Construction
Trade and services
The number of the population is 55.800
people of which 19.400 people living in urban
areas and 36.400 living in rural areas. The
population of the Marz makes 1,7% of the total
number of the population of the Republic of
Armenia (3216800people, 2005 census data
from Department of Statistics) and most part
of the regional population (60%) lives in rural
areas.
0.8%
4.4%
0.7%
0.9%
ECONOMIC ANALYSIS OF THE TERRITORY
Vayots Dzor accounts for 0.9% of the
national industrial output, the agricultural
output accounts for 4.1%, in retail commodity
circulation - 0.2% and in the volume of
providing services -0.6%.
In total volume of Marz economy the prevailing
is agriculture (after 2002 it excelled the gross
industrial product 5.5 times). Peasant farms
mainly deal with cattle-breading. The vinegrowing, fruit-growing and vegetable-growing
have certain share in the volume of gross
agriculture production.
The total area of the Marz is 2308 km2 and
it covers the 7.8% of Armenia’s territory. It
is surrounded with high mountains, waterseparately mountain ranges, that being
original natural banks between its and
neighbouring territories, turn that into a
geographical single whole.
The region has been famous for its milk,
diary products, especially cheese and for the
geographical location of the wine brand called
“Areny”. The fame of Vayots Dzor cheese
is conditioned by the differentiated and high
quality food and also by the proper cheese
production technologies. The fame of well
known “Areny” wine is conditioned by the raw
material of “Areny” grape; this grape keeps its
full quality indicators only in Vayots Dzor.
Vayots Dzor Marz has varied fauna and
flora. Natural forests comprise 6.7% or
13240.1 ha of territory. Vayots Dzor surface
is extraordinary variegated. Volcanic forces,
earthquakes, waters of Arpa river and
its tributaries raised numerous mountain
ranges stretching by different directions with
big and small tops, mysterious canyons,
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The production of non-alcoholic beverages
(in particular, Jermuk mineral water) is mainly
developed in the industry field, the share of
which in total volume of industrial production
of the Republic comprised 73.2% in 2006, and
the grape wine - 18.0%.
and reformed in 2007 as an Association.
The main purposes of RDA are:
In 2001 (REDAM I) there were more than
tens of industrial enterprises, 7 agricultural,
hunting and forest farming, 2 fishing and fish
breeding, 6 constructional, 6 transportation, 51
service, 161 retail trade organizations and 1
agricultural market operating in the region.
Eghegnadzor town (8.2 ths. inhabitants in
2006) is considered the one of Syunik ancient
settlements and is situated in 119 km distance
from Yerevan. The main branches of economy
of Eghegnadzor town are industry and
construction. The most developed branches
in industry are grape wine, manufacture
of electrical equipments, manufacture of
fabricated metal products has some particular
role in industry of the Marz too.
•
To promote sustainable initiatives
aimed at narrowing the gaps in regional
and interregional different levels of
development;
•
To find out and put in practice means for
the best usage of natural, economic and
human resources;
•
To support institutions which encourage
the creation of “entrepreneurial culture”,
the development of entrepreneurship and
rural communities;
•
To promote inter-regional and intercommunity partnership networking.
Other major objectives of RDA Vayots Dzor
are the development of a Regional and
Local Action Plan, finding and raising funds
to implement regional projects, developing
business plans, etc.
Vayk town (5.9 ths. inhabitants in the end of
the year 2006) is situated in 135 km distance
from Yerevan and 16 km distance from Marz
centre. The main branch of economy of
Vayk town is industry. Especially production
of mineral water, alcohol-free beverages,
building materials and carpet making industry
are developed.
The intervention area of RDA is the whole
region of Vayots Dzor (total area 1.619 sq.
km, almost 68.000 inhabitants distributed in
44 Communities). Its main economic sector is
agriculture (especially viticulture and livestock)
but it also has a rich historical and natural
heritage.
Vayots Dzor Association is lead by the
Council, which has managing and decisionmaking powers. The Executive Director
carries out the decisions taken by the Council
and coordinates technical and administrative
staff.
Jermuk town (5.3 ths. persons in 2006) is
situated on the lava plateau with the height
2070 m (distance from Yerevan is 170 km,
from Marz centre – 53 km). Jermuk is widely
recognised as a sanatorium town. The
recognised sanatoriums are “Jermuk”, “Nor
kyanq”, “Gladzor”, “sanatorium named after
Aghajanyan”, “Ararat” and “Eraz”. The town
name is related to mineral warm sources,
jermuks. The main branch of economy is
the production of non-alcoholic beverages,
“Jermuk” mineral water. The production of
whole milk products, carpets and electric
power have some share in the industry of the
town too.
Vayots Dzor staff is composed by:
THE L.A.G.
“Vayots Dzor” RDA is a L.A.G. located in the
mountainous region of Vayots Dzor. It was
founded in 2005 as a Union of Legal Entities
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Name Surname
Position in the project
Activities
Executive director
He is responsible for the adherence of all
programmatic activities to the goal and
objectives of the program by providing close
oversight and assistance to all programmatic
aspects of the program, specifically realizing
strategies for networking and cooperation
among regional NGOs, business and
government sectors
Ms. Anahit Hovhannisyan
Translator/Interpreter
She is responsible for organizational
activities, data collection and analysis,
trainings, elaboration of micro-projects
and LAP, translation of letters and office
documentation, interpretation, etc.
Mr. Arsen Karapetyan
Communication networking
expert
He is responsible for data collection and
analysis, elaboration of micro-projects, LAP.
Mr. Arshavir Bayatyan
Project Management,
Monitoring and Evaluation
Officer
He is responsible for data collection and
analysis, elaboration of micro-projects, LAP.
Ms. Ani Hayrapetyan
Planner
She is responsible for all activities referring
to this sphere, starting from organization of
meetings, trainings, etc. and ending with
elaboration of tour packages.
Ms. Lusik Margaryan
Secretary / accountant
She is responsible for filing, accountancy
and answering the telephone calls.
Mr. Arsen Beglaryan
Project network administrator
He is responsible for computer and network
services, power point presentations, etc.
Mr. Albert Avagyan
Driver
Responsible for driving, car maintenance
Mr. Alexan Avagyan
Since the beginning, Vayots Dzor staff
has adopted and implemented the Leader
approach and methodology through the
effective involvement of all socio-economic
actors within the region. The staff has put
special attention in tourism and environment
education sectors. The staff has also improved
its English skills.
Yeghegnadzor, Vayots Dzor Marz, Armenia
(email: [email protected] Tel. 00374-28125307; Fax 00374-281-24007)
BACKGROUND
RDA implemented not only ordinary activities
envisaged by its Statute, but also activities
carried out in collaboration with international
donors and organizations like Eurasia
Foundation, USAID and GTZ to foster
cooperation and partnerships between SMEs,
NGOs, communities and civil society.
In order to achieve a full economic
development, the Region - throughout
the RDA - has to enhance its cultural and
artistic heritage such as as churches and
monasteries, thermal tourism, agricultural
development in terms of agro-business.
The most important activity of “Vayots
Dzor” RDA is the participation, as official
Armenian partner together with ICU Vedi, in
the international cooperation project called
“Regional Network for the promotion
of integrated sustainable development
of Ararat and Vayots Dzor Regions” cofinanced by European Community (Ref.
EuropeAid/124645/C/ACT/AM) and granted
in the framework of the TACIS Programme
(REDAM, phase II - Tacis Contract
2007/140637).
During the project, the Vayots Dzor L.A.G.
acquired a strong methodologies and practices
from the EU programs rules and regulation such
as accountancy, tenders procedures, project life
cycle management, etc.
CONTACTS
RDA Vayots Dzor, 15 Shahumyan St., City
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The Community’s TACIS Programme was
set up in 1990 by the European Council;
the Programme aims to encourage
democratization, the strengthening of the rule
of law and the transition to a market economy
in the New Independent States, arisen by the
break-up of the Soviet Union, as Armenia.
selection of the final design.
THE “REDAM II” PROJECT
The project intends to implement a
pilot procedure in order to reinforce the
understanding of methods and procedures
aimed at socio-economic development and
planning in rural areas, as provided by the EC
LEADER approach, engendering direct and
participatory involvement of all local operators
throughout the whole life of development
actions, from the decisional to the managing
phase.
The overall objective of the project (total
budget 2.224.600 Euro) is to introduce
innovative development strategies and to
support concrete social and economic projects
in both concerned regions.
ACTIVITIES REALIZED
RDA staff realized a lot of activities with the
assistance of local and international experts.
All these activities were clearly defined
and fully in accordance with the General
Guidelines. The staff‘s main efforts were
focused on:
•
Implementation of the round table
discussion “Regional Tourism Route” to
develop the tourism routes, packages.
•
Development of materials for guides
•
Implementation of geological and geodesic
survey for the construction of the building
within the frames of the micro-project.
•
Implementation of market research on the
prices of the equipment, office supplies
and building materials
•
Elaboration of the curriculums, schedules
and lists of participants of the English,
Computer, First Aid and Tourism
Management trainings
•
•
Organization of meetings with
the architects, with hunters and
representatives of the environmental
protection department.
•
Market research on the prices of the
equipment, office supplies and building
materials
•
Participation in the trainings and meetings
held within the frames of “The Black Sea
Basin 2007-2011”.
•
Implementation of English Computer, First
Aid and Tourism Management trainings
•
Realization of financing, supply and
supervision of the construction activities
•
Preparation of tourism packages and
booklets of “Vayots Dzor Historicalcultural values”, “Traditions” and “Vayots
Or Yeghegyats Dzor”, “Vayots Dzor
Ethnography”, “Vayots Dzor “
•
Creation of tourism data base
•
Creation of business contacts and
networking with interested organizations
•
Development and strengthening of
business contacts and networking in the
tourism and relevant sectors.
•
Construction of the building for the
« Tourism Development and Professional
Training Centre
•
Project management, monitoring,
observation
The staff was involved in the preparation,
implementation and participation in the series
of trainings referring to Tourism “ Insurance
in Tourism”, “Excursion Activities ” and
“Hotel services- II part”, “Tourism Destination
Management” trainings, “Development
and evaluation of tourism”, “The structure
of tourism market”, “Stable tourism and
management of environment”, “Survey of
the area”, “Area location and marketing”
presentations and power-point presentation
of “ The Contracts” The staff participated in
“Towards Crisis Solution” conference.
All theses activities were implemented in
collaboration with Governmental centre,
NGOs, Museums, Hotels, LSGBs and other
institutions. All the parties involved in the
Organization and implementation of
Evaluation Committee meeting and
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activities are very dedicated and do their
work properly and with enthusiasm. The
construction firm does its best to complete the
construction in time. They work in two shifts.
7) Prepared materials for the advertisement
campaign on Vayots Dzor tourism
opportunities
THE RESULTS
8) Increased number of labour force trained
and qualified in the tourism and other
relevant sectors of Vayots Dzor region.
As a result of these activities we achieved the
following results:
9) Awareness of population and business
environment about the labour market
1) The construction of the second floor of the
Tourism centre is in the process (see the
attached photos)
10) 5 certified training courses:
• English for tour guides (with 12 participants)
2) A rich data base on regional unemployed
• Computer (with 32 participants)
3) Development and strengthening of
business contacts and networking in the
tourism and relevant sectors.
• First Aid (with 33 participants)
4) Initiatives of pilot projects on promotion
of private-state, private-private sector
cooperation
It was in these phases that the IRE and the
STEs have visited the RDA staff and with
their assistance RDA staff implemented the
activities properly.
• Basic English (with 12 participants)
• Tourism management (with 19 participants)
5) Tourism packages and other products
referring to Vayots Dzor tourism sector.
All the activities covered all the 41 rural
communities and the 3 urban communities
existing on the territory. The staff members
actively participated in all the Project Steering
Committee meetings.
6) Identification of supply of Vayots Dzor
values in the local and international
tourism market
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1. Tourism Development and Professional
Training Centre (RDA)
THE MICRO PROJECT IN BRIEF
Title:
Tourism Development and Professional Training Centre
Location:
Yeghegnadzor, Vayots Dzor Region – Republic of Armenia
Total duration:
14 months
Applicant:
Vayots Dzor” Regional Development Agency (RDA)
Partner/s:
Brief Description:
•
Union of Local Tour Operators
•
Armenian Hotel Association
•
Armenian Restaurant Association
•
Tourism Regional Centre
•
Regional Employment Centre
•
Trainers’ Association
•
Armenian Institute for Tourism
Establishment of first regional tour operator, organisation of trainings for employees in tourism
service sector, increase in their quality to certify corresponding structures and employees.
Through this pilot project, it is foreseen to promote regional tourism development via
establishing Tourism Development and Professional Training Centre. The Centre promotes
not only the establishment and/or development of public and private institutions in the tourism
sector, but also contributes to the improvement of regional labour force (human capacities)
in the tourism sector (restaurants, hotels, tour operator, guides) as well as in other related
sectors (such as business management, accounting, office management, some handicrafts,
etc). To this end a tour agency has been established, which operates within the Centre.
It is the first tour-operator in the region. Tourism database was created. A video film has
been made about the most interesting regional sites and historical-cultural values. Tourism
packages have been prepared, too. Thus, “Tourism Development and Professional Training
Centre” has contributed to the improvement of the situation in the region in terms of skills/
capacities, HR policy and trainings, better cooperation and coordination between tourism
organizations, public-private, regional and Local Self Government Bodies sectors. The Centre
delivers information, organizes certified trainings for the employees of the tourism service
sector in Vayots Dzor, and ensures the correspondence of selected service sectors to the
standards.
The overall objective is to contribute to the development and competitiveness of the tourism
sector in Vayots Dzor region (VDZ region).
The specific objectives are:
Objectives:
•
To improve institutional framework of tourism sector in the region
•
To improve the cooperation and coordination of activities between stakeholders involved
in tourism market.
•
To develop marketable tourism products in the VDZ region.
•
To improve the region’s position in the tourism market as an attractive place
•
To increase the quality and skill of local employees in the tourism sector, service sector
and other related sectors
•
To improve labour demand and supply harmony in tourism and other related markets.
•
To increase the number of tourists visiting VDZ region.
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Estimated
results:
Main activities:
•
Established public and other institutions in VDZ region, with adequate capacities to
promote tourism development
•
Established commercial entity(ies) in the region that are capable to deliver high quality
products and services
•
Improved and strengthened business networks in the tourism and related sectors
•
Initiative(s) of pilot projects that promoted public-private, private-private cooperation
•
Developed tour packages in the VDZ region and the relevant products
•
Identification and promotion of a value proposition for VDZ region in the local and
international tourism markets
•
Prepared materials for the advertisement campaign regarding the tourism opportunities in
VDZ region
•
Increased number of trained and well qualified employees in the tourism and other related
sectors in the VDZ region
•
High level of awareness among the population and business circles about the situation in
the labor market
•
Creation of high quality jobs, and decreased unemployment
•
Establishment of ‘Tourism Development and Professional Training centre’ and recruitment
of its staff
•
Construction of a building for the ‘Tourism Development and Professional Training
centre’Study on the demand and supply in the labor market; and development of a
database (assessment of skill and knowledge gaps and needs)
•
Organization and implementation of trainings and workshops (on tourism and other
related professions)
•
Development of 5 tourism packages, that included the 6 main areas identified by REDAM
•
Creation of tourism database
•
Preparation of tourism advertising materials (booklets, handouts, video clips on potentially
attractive sites and historical-cultural values in VDZ region)
•
Creation of business networks among interested parties
•
Project management, monitoring, and evaluation
•
15 communities of VDZ region (40000 people),
•
27 institutions of service sector with 100 staff members. 7 hotels, 10 B&Bs, 5 restaurants,
2 taxi services, 1 souvenir saloon, 3 leisure places,
•
200 specialists
•
People looking for jobs
•
Regional Tourism Development Association
•
Regional Development Agency VD
•
15 communities with 40.000 population
•
27 institutions and/or service providers with 100 staff members.
•
200 among professional free agents and S.M.Es
Target group(s):
Final
Beneficiaries:
Total Cost:
483.000,00 Euro
Cost’s Allocation:
410.000,00 € EU Funds - 73.000,00 € Local Co-financing
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Objective(s)
The overall objective of this project is
to contribute to the development and
competitiveness of the tourism sector in
Vayots Dzor region (VDZ region).
Tourism sector in Vayots Dzor region is
considered to be one of the sectors that has
wide opportunities for development, and
can contribute significantly to the overall
economic development of the region as well
as creation of new jobs. If positioned properly
in the market and organized appropriately,
naturalistic as well as and historical-cultural
heritage of the VDZ region would allow
developing various types of tourism that have
big demand in the local and international
markets.
To improve institutional framework of
tourism sector in the region. To improve the
cooperation and coordination of activities
between stakeholders involved in tourism
market;
To develop marketable tourism products in
the VDZ region;
•
To improve the region’s position in the
tourism market as an attractive place;
•
To increase the quality of local employees
in the tourism sector, service sector and
other related sectors;
•
To improve labour demand and supply
harmony in tourism and other related
markets;
•
The project objectives are in compliance
with the Strategic Plan of Vayots
Dzor Regional Development, and are
based on the surveys conducted within
the framework of REDAM project.
Implementation of these objectives
would contribute to the general economic
development and the increase of
competitiveness of Vayots Dzor region.
Tourism sector in Vayots Dzor region is
considered to be one of the sectors that has
wide opportunities for development, and can
contribute significantly to the overall economic
development of the region as well as creation
of new jobs. The geographical position (the
location of the region is very close to the
capital), natural-climatic conditions, the wide
variety of the animals and plants, isolated
natural sites, as well as the rich historicalcultural heritage create good opportunities
to organize and develop various types of
tourism that enjoy widespread and increasing
demand the world market. This relates
particularly to such types of tourism as:
eco-tourism, traditional, scientific, historicalcultural, country, health and adventure tourism
(climbing, caving, and mountain routes,
hiking, horse riding, canyoning, and fishing.).
Just to list few of most interesting sites and
historical-cultural monuments in the VDZ
region - Noravank, Tanahat, Smbataberd,
Jermuk waterfall, Selim Caravansari, Gladzor
university (monastery), etc.
In order to achieve the overall objective,
this project sets and intends to achieve the
following specific objectives:
•
To increase the number of tourists visiting
VDZ region;
Relevance of the action
However, until now, VDZ region was not
able to utilize effectively its opportunities in
the tourism sector for the benefit of regional
economic development; in fact, the institutions
and infrastructures involved in tourism are
underdeveloped (or we can even say that
there are no this kind of institutions in the
region) and there are even no tour operators
in the region. There is also deficit of human
resources in the tourism and related sectors
and (in general) in the other economics
sectors too. Taking into account the situation
in the regional we intend to focus mainly on
the institutional problems and those of human
resources.
•
•
But Vayots Dzor is not capable to utilise the
potential of tourism sector for the benefit of
the regional economic development, and
the tourism sector is underdeveloped in the
region. In fact there are no public, private
and public institutions in the region to deal
with tourism; there are no tour operators,
tourism agencies and excursion bureaus in
the region; relevant physical infrastructures
are underdeveloped. Regional government
or Marzpetaran of VDZ region does not have
structural divisions on tourism matters. There
is a lack of cooperation between the Local
Self Government Bodies (LSGBs), private and
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public institutions.
and private institutions in the tourism sector,
but also contributes to the improvement of
regional labour force (human capacities) in
the tourism sector (restaurants, hotels, tour
operator, guides) as well as in other related
sectors (such as business management,
accounting, office management, some
handicrafts, etc). To this end a tour agency
has been established. It operates within the
centre, which is the first tour-operator in the
region. Tourism database has been created.
A video film has been made about the most
interesting regional sites and historical-cultural
values. Tourism packages has been prepared,
too. Thus, “Tourism Development and
Professional Training centre” has contributed
to the improvement of the situation in the
region in terms of improved capacities, HR
policy and trainings, better cooperation and
coordination among tourism organizations,
public-private, regional and Local Self
Government Bodies sectors.
One of the impediments for the development
of tourism in the region is the lack of
adequately qualified human resources in the
tourism and related sectors. There are no
tourism specialists in the region – this is an
important disadvantage, since usually those
who live in a particular region can best present
the regional sites and products to tourists.
The road conditions in the region are not
sufficient. There are no signs on the roads
that help the visitors to get information.
Restaurants, B&Bs, hotels and other such
entities do not meet quality standards. The
so-called Restaurant-hotel entities do not
have adequately qualified service and support
staff; and B&B system is yet a newly emerging
business in the region. Actually, there are no
tourism products to be offered to the local and
external markets.
Now only the Regional Tourism Association
and one NGO operate in the tourism sector
in the region. However, weak cooperation
between them and lack of coordination of their
activities reduce significantly the efficiency
and effectiveness of their activities and do
not allow them having notable contribution to
the development of tourism in VDZ region, a
region abundant with tourism resources. About
3.600 tourists visit the region annually to see
historical-cultural monuments, to learn about
the region’s culture and lifestyle, to participate
in the traditional holidays and events (e.g. the
“wine day”).
Moreover, the Centre helps to address
also another important problem. Armenia’s
labour market still has the problems and
symptoms typical for transition countries, i.e.
underdeveloped labour market, disharmony
between demand and supply in the labour
market, high level of unemployment, etc.
Training activities organized in the centre,
and data bases created help to achieve better
balance between labour demand and supply
in the region, and thus, contribute to the
creation of quality and sustainable jobs.
According to statistical data, there are 700.000
people with higher education in Armenia, who
do not have jobs or do not work with their
profession. There are 100 private universities,
but there is a lack of high quality employees.
According to statistical data (NSS), 19% of
young people (16-30 year old) and 43% of the
population at age of 31- 45 are unemployed.
To sum up, there are valuable tourism
resources in the VDZ region, but there are
no linking entities that could organize and
coordinate resources and activities, and thus
promote the formation of the tourism market
in the region, and facilitate the cooperation
between the various stakeholders i.e. privateprivate, public-private, central-local authorities.
The situation is similar in the VDZ region.
The number of people above 18 year is
44.000 of which the 17.8 thousand are urban
population and 26.2 thousand are rural
population. Economically active population
is about 36.279 people. Officially registered
unemployed make 24.2% of the population.
There are 1.862 people officially registered
as job seekers, 1.306 people – as not
occupied, and 1.233 – as unemployed. In
Taking into account the regional situation this
project intends to address mainly the issue of
institutional and human capacity building in
the VDZ region.
The “Tourism Development and Professional
Training centre” established within the
framework of this project has filled this
gap. The Centre promotes not only the
establishment and/or development of public
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VDZ region more than half of the occupied
population have seasonal or temporary
work (agriculture, construction, production of
building materials, some branches of service
sector). Furthermore, the 72.0% of people
who have the status of registered unemployed
are women, and 60.3% of them are above
middle age.
and also the general public of the region,
particularly those who seek jobs. Finally, about
3.600 tourists visiting the region per year
(REDAM survey data) will benefit from better
facilities and services.
The final beneficiaries are 15 communities
with 40.000 populations, 27 institutions
of service sector with 100 staff members,
Regional Tourism Development Association
with 5 staff members, Regional Development
Agency with 9 staff members.
Surveys conducted in the labour market
show that the lack of job places is not
the only reason for unemployment and/
or underemployment. There are number of
other reasons such as: unawareness about
the labour market, professional qualifications
that do not comply with the demand of private
sector employers, over-estimation of own
capabilities, higher expectations for salaries,
lack of trainings, etc.
Vayots Dzor Regional Development Agency
(RDA) has proper capacity and experience
to implement the project. The Agency applies
the RDA staff capacities and also business
relations with regional authorities and
interested organizations to implement the
project effectively.
Addressing these issues would help
considerably both job seekers and employers,
and, thus, would contribute to higher
employment. “Tourism Development and
Professional Training centre” can have
significant contribution to the solution of these
problems.
Description of the action and its
effectiveness
The overall objective of this project is
to contribute to the development and
competitiveness of the tourism sector in
Vayots Dzor region (VDZ region). Tourism
sector in Vayots Dzor region is considered
to be one of the sectors that has wide
opportunities for development, and can
contribute significantly to the overall economic
development of the region as well as creation
of new jobs. If positioned properly in the
market and organized appropriately, natural as
well as and historical-cultural heritage of the
VDZ region would allow developing various
types of tourism that have big demand in the
local and international markets. However,
until now, VDZ region was not able to utilize
effectively its opportunities in the tourism
sector for the benefit of regional economic
development. In fact, there are even no
tour operators in the region; institutions
and infrastructures involved in tourism
are underdeveloped (or we can even say
that there are no this kind of institutions in
the region). There is also deficit of human
resources in the tourism and related sectors.
Taking into account the situation in the
regional we intend to focus mainly on the
institutional problems and those of human
resources.
First, taking into account the wide coverage
of tourism sector, the Centre delivers trainings
that cover not only tourism-specific skills and
qualifications, but also skills and qualifications
that are applicable in other sectors of
economy (e.g. business management,
accountancy, office management, some
handicrafts, etc.). In addition to this,
surveys conducted and relevant databases
created by the Centre assist significantly
the establishment of harmony between the
demand and supply in the labour market,
and allow the Centre (to a certain degree) to
become a link between the employers and job
seekers.
The target group involves 15 communities,
based on identified tourism areas. These
communities have favourable tourist locations,
and it is possible to develop B&B hosting
system in those communities. The target
group includes also representatives of the
services sector, i.e. 27 organizations, 7 hotels,
13 B&Bs, 5 restaurants, 2 taxi services, 1
souvenir saloon, 3 leisure places (coffee bar,
billiard saloon, etc). The project targets also
about 200 employees who have benefited
from training courses organized by the Centre,
In order to achieve the overall objective,
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this project sets and intends to achieve the
following specific objectives:
effective cooperation with other tour operators
(from Yerevan and foreign countries).
•
To improve institutional framework of
tourism sector in the region;
•
To improve the cooperation and
coordination of activities between
stakeholders involved in tourism market;
•
To develop marketable tourism products in
the VDZ region;
•
To improve the region’s position in the
tourism market as an attractive place;
•
To increase the quality of local employees
in the tourism sector, service sector and
other related sectors;
Secondly, tourism database created by the
Centre allows both the private and public
sectors be well informed and knowledgeable
about the tourism possibilities available in the
region, about region’s capacity to host guests,
and about other factors. This, in its turn, has
facilitated the processes of elaboration of
state policy and organization of events in the
tourism sector via increasing the quality of
decisions. In addition, a well-informed private
sector can better utilize market opportunities,
address its weaknesses and to build on its
strengths effectively.
•
To improve labour demand and supply
harmony in tourism and other related
markets;
•
To increase the number of tourists visiting
VDZ region.
The Centre serves as an effective forum
for the private-private, private-public, and
central-local cooperation. It can organize
and host discussions between different
interested parties and facilitate the process of
consensus building on policy measures and
projects. This kind of activity by the Centre
promotes the development and strengthening
of business relations and networking in the
tourism and related sectors.
The project objectives are in compliance
with the Strategic Plan of Vayots Dzor
Regional Development, and are based on
the surveys conducted within the framework
of REDAM project. Implementation of these
objectives would contribute to the general
economic development and the increase of
competitiveness of Vayots Dzor region.
The video film and the booklets prepared by
the Centre on the most interesting regional
sites and historical-cultural values, and the
web page allows better promotion of the
tourism opportunities of VDZ region, and
thus attracting more tourists to the region. It
is estimated that the improved advertisement
will increase the flow of the tourists into VDZ
region by about 28-30%.
The established “Tourism Development and
Professional Training Centre” solves the
institutional problems and problems connected
with human resources in VD region. The
Centre contributes to the development of a
framework of public and private institutions
in the tourism sector, and promotes the
improvement of regional labour force in
tourism and related sectors.
With its professional trainings and workshops
the Centre contributes to the improvement of
professional capacities in the region. This is
very important for the tourism development.
The Centre organizes and delivers trainings
courses covering tourism and also some
related professions. Every year 154 people
receive training in the Centre and get relevant
certificates, plus 9 tourist guides. Organization
of trainings itself promote cooperation with
the professional organizations dealing with
tourism or other sectors, specifically with
the Union of Internal Tour Operators, the
Association of Armenian Hotels, and the
Association of Armenian Restaurants. These
organizations do have professional staff
capable to deliver high quality trainings, and
have been involved in the training process.
Firstly, a Tourism Agency (tour operator)
has been established in the Centre. It is the
first operator in the region (up to now there
are no tour organizations in VD region).
The organization has 6 permanent and 13
temporary work places. The tour operator,
first of all, is involved in the elaboration of
advertising materials to promote tourism in
the VDZ region. New tourism products have
been created, e.g. 5 tour packages that can
be competitive in the market. The availability
of such products is important for attracting
tourists to the region, and for promoting
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The centre helps to address two important
problems: elimination of disharmony between
demand and supply in the labour market,
and unemployment. Armenia’s labour market
still has the problems and symptoms typical
for transition countries, i.e. underdeveloped
labour market, disharmony between demand
and supply in the labour market, high level of
unemployment, etc. “Tourism Development
and Professional Training centre” can have
significant contribution to the solution of these
problems. Training activities to be organized
in the centre, and data bases created helps
to achieve better balance between labour
demand and supply in the region, and thus,
contributes to the creation of quality and
sustainable jobs.
better cooperation.
Taking into account the wide coverage of
tourism sector, the Centre delivers trainings
that cover not only tourism-specific skills and
qualifications, but also skills and qualifications
that are applicable in other sectors of
economy (e.g. business management,
accountancy, office management, some crafts,
etc.). In addition to this, surveys conducted
and relevant databases created by the Centre
assists significantly the establishment of
harmony between the demand and supply in
the labour market, and would allow the Centre
(to a certain degree) to become a link between
the employers and job seekers. The effective
operation of the Centre allows decreasing
unemployment in the region by 18-20%. There
are 8 permanent and 32 temporary employees
in the Training centre.
Last, but not least, within the framework of this
project a building with about 400 sq.m area
has been constructed and properly furnished
and equipped for the “Tourism Development
and Professional Training centre”. The
Centre has high quality facilities for trainings,
conferences and similar events. Adequately
equipped building makes the operations of
the Centre easier and more comfortable; it
helps to improve the cost-efficiency, generate
income and to become self-sustainable,
through the incomes deriving by the training
courses fares. The existence of the place
itself with its accommodation for the teachers/
trainers or for the trainings participants
coming from remote areas and technical
facilities increases the possibilities for different
stakeholders to come together and to have
Vayots Dzor Regional Development Agency
(RDA) and its member “VD Regional
Tourism Association” are the organizations
implementing the project; they have staffs with
proper capacity and experience, skilled project
management and local and international
consultants. They have ensured the proper
implementation of technical part of the project.
The project cooperated with those local and
international organizations that are able to
support the project. The project has been
implemented in parallel-sequential manner,
i.e. it has been organized with preparatory,
main and final stages, with parallel
implementation of construction, training
and production activities. The stages of the
activities are described below.
A.
Activities for the preparatory phase
a. It is necessary to implement several
preparatory activities, specifically:
concluding work contracts, development
of work plans with the local enterprises,
cooperating and interested organizations,
matching the Gantt table with the timetable
of financial activities;
b. In the early stage the “Tourism
Development and Professional Training
Centre” has been established and
registered and the staff have been
recruited;
c. At the beginning of the project
implementation and until the construction
of the Centre building is finished and
ready for the operation, the activities
envisaged by the “Tourism Development
and Professional Training Centre” have
been conducted, temporary, in the spaces
of RDA VDZ current office, without renting
costs. For the organization of the space
dedicated, the furniture and the equipment
for training courses have been purchased
and installed.
Activities mentioned above, started
immediately after the official approval of the
Micro-Project and required the recruitment of
1 Accountant Assistant, 1 Trainer Assistant, 1
Technical Assistant and 1 cleaning worker.
A.
Activities for the main stage
a. Before starting the construction activities
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for the “Tourism Development and
Professional Training Centre”, the package
of project drawing, budget and technical
documentation were developed. Together
with the local authorities the issues
connected with the construction site,
construction allowance and other technical
issues were finalized. A tender was
announced for the construction activities
and the implementation activities matched
with the winner. A building has been built,
with 2 floors of about 200 sq.m area each
one; the internal distribution at the first
floor presents a hall with reception, a rest
room for the staff, a kitchen, a coffee break
/ dining room, 2 toilets, 1 conference hall
and 2 administration rooms; at the second
floor the building presents 2 administration
rooms and 7 bedrooms for teachers/
trainers and guests training’s participants
coming from remote areas;
b. Study the demand and supply in the
labour market and creation of database
(assessment of needs and professional
capacities). “Tourism Development and
Professional Training Centre” periodically
conducts surveys about labour market in
tourism and other sectors, and creates
database on the labour market. The data
base is updated once a month and involve
the following information:
•
The number of operating organizations
and their staff members (permanent and
temporary)
•
The professions that are in great demand
in the operating organizations
•
The specialties in the operating
organizations
•
The quantity and kinds of vacancies in the
operating organizations
•
The training needs of operating
organizations
•
Data about the quantity of job seekers and
their professional capacities.
greater demand. It is anticipated to organize
and deliver 7-8 training courses per year.
According to initial data a few specialities or
capacities are known as most demanded,
like: computer skills, accountancy (with the
knowledge of CP accountant and CP bookkeeper programs), competency in foreign
languages (English specifically), receptionist,
business management, etc. There will be
10-15 participants in each training course.
In order to make the training curriculum
and timetable, proper specialists have been
selected. For the trainings permanent and
temporary trainers have been selected. The
selection was based on the experience and
qualification of the local and external experts.
The trainers’ experience and qualification
should correspond to the demands mentioned
in the approved training curriculum. Work
contracts have been signed with the trainers.
The trainings have been held under RDA and
employers control. Based on the database,
the Centre provides the employers and
unemployed with consulting. The Centre
distributes the information and the details
about its activities among the population and
business community, applying different ways
of publicity, like: announcement via mass
media, posters, web page, etc.
Organization and implementation of
professional trainings and workshops (on
tourism and specialities of other relevant
sectors).
In order to organize the trainings for
the service staff there have been close
cooperation with the Union of Local Tour
Operators, Armenian Hotel Association,
Armenian Restaurant Association. Based on
the regional training needs the summary of the
trainings has been developed as follows, in
particular:
The Armenian Hotel Association suggested
‘Hospitality’ training, that has 5 days duration.
There were 8 participants from hotels. The
training involves the following topics:
1. The main principals of hospitality- 6 hours
Fotografia 38.1
2. The main principals of reception hall
organization- 12 hours
Based on the collected and coordinated
data, the Centre develops and organizes
proper trainings on the specialities that are in
3. The main principals of food management 6 hours
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4. The main principals of management of
cleaning - 6 hours
trainings for tour guides and as a result 9
guides have been trained.
The Armenian Restaurant Association
suggested the following training topics:
Preparation and presentation of 5 tourism
packages to the market. The packages
involved the 6 pocket areas identified by
REDAM. The packages was prepared
together with Union of local tour operators.
In parallel with the packages, the project
also created tourism information bases. The
packages involved tours for 3, 5 and 7 days.
As mentioned above, Vayots Dzor natural and
historical-cultural heritage and organization
of activities allow developing many kinds of
tourism (e.g. ecotourism, traditional, historicalcultural, country, health, adventure tourism
(climbing, caving, mountain and walking,
riding, canyoning, fishing). Consequently, the
packages were of different nature. One of
the packages referred to the echo tourism,
traditional and country tourism for 3 days, the
second - to scientific and historical-cultural
tourism for 7 days, the third - to health tourism
for 7 days, the fourth - to adventure tourism
for 5 days (climbing, caving, mountain and
walking, riding, canyoning, fishing), and the
fifth- to general tourism for 7 days.
1. Food and beverage management
2. Manager for the qualified hospitality sector.
The duration of ‘Food and Beverage
Management’ training were 3 days. The
number of the participants were 8 - 12 people.
Total number of the participants was 29. So
3 trainings took place. The duration and the
topic for the trainings were as follows:
1. Introduction (The role and responsibilities
of the food and beverage manager) - 3
hours
2. Food and beverage manager’s area of
control - 3 hours
3. Food and beverage manager’s commercial
activities- 3 hours
4. Food and beverage manager’s services- 3
hours
5. Professional development opportunities for
the Food and beverage manager- 3 hours
6. The roles and responsibilities of the waiter3 hours
The duration of the ‘Manager of the Qualified
Hospitality Sector’ training was 5 days. There
were 8 participants. The topics and the
duration of the training are:
1. Consultants for the new managers - 3
hours
2. How to become a manager – 3 hours
3. Ethics - 3 hours
4. Management procedures - 3 hours
5. Leadership consulting - 3 hours
6. Kinds of authorities
7. Types of authority behaviour - 6 hours
The trainings for the employees of service
sector were implemented by trainers of
Trainers Association, Union of Local Tour
Operators, Armenian Hotel Association,
Armenian Restaurant Association. This
ensured the expected result that is: 54
trained, qualified and certified employees.
The Armenian Tourism University conducted
The Centre together with Union of local tour
operators created tourism information base
that allow both the private and state sectors
be aware of the tourism possibilities available
in the region, capability to accept guests and
other factors. Proper web page has been
created to disseminate and advertise the
information.
Preparation of advertising materials (booklets,
information sheets, video clips on Vayots Dzor
sights and historical-cultural heritage). A video
clips on Vayots Dzor sights and historicalcultural heritage was shoot together with
“Hayfilm” studio. The film was distributed in
abroad and ensures information about the
region via the tourists visiting the region.
Publication of booklets on regional tourism
opportunities and capacities. They were
disseminated via tourists, tour operators and
other state and private institutions free of
charge.
Parallel to the above-mentioned activities the
construction of the ‘Tourism Development
and Professional Training Centre’ has been
conducted. Creation of business relations
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and networking with interested organizations.
Project management, monitoring, observing
and evaluation. These activities were
implemented with the involvement of regional
NGOs, Marzpetaran (regional government).
Municipality, other interested organizations
from public and private sectors.
economic initiatives, by involving all the
local actors involved in LAG’s meetings
for the definition of the local development
strategies; the animation actions acts in
horizontal sense on the main components
of local economy (tourism, agriculture,
hand working etc.);
A. Activities in the final phase
•
a. The cooperating organizations developed
the final acts and reports, conducted
evaluation of the achieved results from the
point of technical, ecological, economical,
employment and social aspects;
b. In order to disseminate the information
about the achieved positive
experience, public awareness events
among appropriate circles, and local
demonstration visits have been organized,
publication of results via documents,
mass media and web page, installation of
gained experience and project results in
LEADER+ national and European network.
Equipment and machinery acquired:
In this project, a Tourism Development and
professional training centre has been realised.
Besides the construction of the “centre”
building, the project bought equipment and
furniture for the training activities and final
implementation.
Methodology
The project methodology is based on LEADER
concepts and working methodology. The main
components of the project methodology are:
•
•
Establishment of a local partnership
network, that works referring to the so
called Local Action Group (LAG). The LAG,
acting as Local Development Agency,
is basically the focal point where public
and private stakeholders meet and work
in partnership. The LAG coordinates the
meetings and provide technical support
to the stakeholders in the definition
of concrete measures of intervention,
according to the individuated needs;
Local economic animation – the LAG
must realize activities of promotion and
“start-up” interventions for the local
Design of the LAP as the frameworks for
the definition of the Regional strategies
and the micro-project pipeline to be
inserted in; this document is not a simple
replication (or a revision) of the Regional
Development Plans, but it aims to be the
instrument where the identified priorities
of intervention should find indications
on terms, modalities and methods of
concrete application. Design of operative
interventions (the micro-projects); this
activity is implemented by collecting
proposals of project produced within the
workshops promoted by the LAG. In this
sense, the individuation of the factors of
connection among the several projects has
a basic importance.
Once having completed their LAP, the LAG
finalised the micro-projects that have been
implement.
Once the micro-project pipelines have been
defined, the practical responsibility for the
implementation of the program lied with the
Local Action Group.
There are cooperation agreements
with partners, the detailed work plan
of implementation and Gantt table are
developed, the business relations with the
partners and applicants are established. The
attitude of all the beneficiaries is positive. It
is conditioned by the programmatic activities
directed to the solution of the beneficiary
problems.
There are no joint actions or possible limits in
the project area, because there are no other
planned or current projects there.
The last phase regarded the concrete
implementation of the micro-projects,
monitoring of project’s implementation and the
verification of the results.
This micro-project were implemented
directly by the RDA staff with the support of
one of the members of the RDA LAG – the
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“Regional Tourism Association-trusting it to
this organization that guaranteed its proper
implementation based on the attached
agreement.
different stages of project implementation
and financing;
The reasons of the suggested methodology
are conditioned by “LEADER methodology”.
According to assessment and information of
the rural beneficiaries, LEADER approach is
a means that works well in different situations
and places thus adjusting the development of
rural policy with the needs of development of
rural areas. LEADER project holds the opinion
that the cooperation increases the value of the
results. That’s why it has become one of the
main components of projects directed to the
development of rural communities.
REDAM II is considered to be a project
directed to the implementation of regional
development micro-projects and strengthening
the human capacities of the LAG. This action
in accordance to the governmental approach
intended to the development of two regions.
It coordinates the material and moral support
of the local and regional authorities, local and
international NGOs, communities within the
frames of EU financial support.
Within the frames of this project all the data
and results that are needed for the preparation
of micro-projects are updated. These data has
been a base for the implementation of future
activities after being confirmed by the local
beneficiaries.
The elaboration of Local Action Plan was
completed and it was implemented after being
approved by all instances of the government.
All the main activities of REDAM II project
have been co-financed as micro-projects
and were in accordance to the Regional
Development Plan, its objectives and means.
In order to implement the project RDA VD was
in charge of the following tasks:
•
To implement the project according to the
ways and time frame mentioned in the
document and according to the community
rules and state and regional criteria;
•
To manage the project funds according to
general provisions;
•
To file the minutes of the reports with
permanently updated materials;
•
To accept control by eligible parties in
•
To guarantee co-financing support;
•
In case of possible changes in the project
to contact the LAG’s Board;
•
To record and notify about the copies of
the transfers in order to attach them to
the originals of the money transfer and
receipts, and the expenses made as a
result of the payment. In case of the final
notification of the public activities, the
beneficiary should attach the validity of
regular implementation of the action;
•
The unused money should be returned to
the LAG;
•
To ensure advertisement about the
activities, which correspond to the
community regulations, and which refer
to the means of support, information and
publicity. These means are provided from
the structural funds on EC requirements;
•
To attach documents about the future
actions, proving the owner’s right or
agreement with the contractor for the
implementation of activities, guaranteeing
the public benefit;
Sustainability
The following risks and assumptions have
been taken into consideration:
1. Difficulties in renting a temporary space
for the Centre: It could be difficult to find
appropriate space for renting for the
Centre until the new building is ready.
Although the risk is not big, it is anticipated
that in such a case RDA space can be
rented.
2. Possible problems related to construction
activities: During the construction of the
building there may be changes (increase
of) of prices on building materials and
works (wages).
3. Failure of the ‘Tourism Development and
Professional Training Centre’ to operate
effectively and to build a good reputation
(human resources, management). This
is the first time for a Centre like this to be
established in VD region.
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In order to avoid this risk the project have
already established good contacts with
several tourism companies based in Yerevan
and the Tourism Institute; there are preliminary
agreements with these organizations to
promote the tour-packages developed by
‘Tourism Development and Professional
Training Centre’. There are also agreements
regarding identification tour visits and
organization of joint events.
Moreover, measures have been taken to
establish good working relations with Marz
authorities as well as community authorities in
the region, and to promote the initiative among
them.
It is recognize, that a key for ensuring effective
operation of the Centre is to have highly
qualified staff. Therefore, the recruitment of
the staff was based on high requirements
and standards, and it is anticipated to offer
competitive salaries to be able to sustain the
staff. It is assumes that there were enough
qualified people to hire. The Centre ensures
that the staffs get sufficient training and
continuous improvement of their skills.
1. Decrease in the number of tourists visiting
Armenia. Measures have already been
taken to bring all the tourists visiting the
region under the umbrella of organized
tourism (e.g. advertising, variety of
services, improvement of tour conditions,
attractive suggestions, etc.). Surveys
conducted under the REDAM Project
show that the number of unplanned visits
will increase if there are planned and
improved conditions and services in the
region. Close cooperation with the rural
communities would allow more effective
utilization of tourism potential in the region.
2. It is assumed that the policy conducted
by of the Government of Armenia will be
effective and will lead to increased number
of tourists visiting Armenia. As announced
by the Government, tourism is one of
priority sectors for the Government and
currently there are number of initiative
that if successful would lead to increased
number of tourists.
3. It is assumed that businesses and the
population will see and understand the
benefit of trainings and will be interested
in proposed initiatives. To ensure this, the
project used already established good
relations within the local community,
and conducted information campaigns
to ‘educate’ businesses and the general
public.
4. In terms of institutional sustainability, the
newly established Centre got the new
building and all the facilities and equipment
as its property. For the first year of
operation, the Centre has been provided
technical support from the RDA. Revenues
obtained from training courses and
workshops allowed the Centre to sustain
itself.
5. At policy level. The action did not require
amendments in the current legislation,
and it was implemented within the frames
of the existing legislation. The project had
positive impact on business practices
via improved professional qualifications,
and via promoting interactive cooperation
between and among businesses and other
stakeholders.
6. Financial sustainability. The sustainability
calculations based on the estimated needs
of the market, regional tourism resources
and other economic justifications, as well
as the operating legal and tax fields. The
sustainability plan is calculated for one
year time period. It involves the following
activities. The revenue (about 12%) will
gradually be invested for the improvement
and of the activities of the Centre, increase
of the services and strengthening human
resources.
96 participants have been trained per month.
The trainings were organized during 24
days, and were delivered by 8 trainers. The
employers covered the 40% of training costs;
the employees covered the 30% of training
costs. If a person wishes to take training, but
is not employed then he/she will pay 30% of
the training price.
Final Remarks
Through the creation of the Centre, this
pilot project aims at promoting not only the
territorial development as well as public and
private tourism organizations, but also it wants
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to improve the skills of the local workforce and
human resources involved in the tourism and
accommodation sector (restaurants, hotels,
tour operators, guides), and in all related
industries (management, administration,
accounting, crafts, interpretation, etc.). A
travel agency has been realised and opened
within the Centre. The Agency has created
and disseminated several videos and other
promotional materials, and established
and managed a specific database and tour
packages to be distributed among national
and international Tour Operators. At the
same time certificated professional trainings
have been carried out to ensure adequate
standards to required services.
•
•
Thanks to the construction of a
multifunctional centre of over 200 square
meters per three floors plus a basement (in
total about 800 square meters) it has been
possible to furnish some strategic practices
to turn as quickly as possible initiatives
contributing to the development of the
region;
Again, it is important to remember that the
area is located at the southern border of
Armenia with Iraqi and Arzebaygyan (about
250 km from Yerevan). This means that it
is more difficult to find right conditions for
the economic development and therefore
it necessary to think about developing
programs that take into account both the
consolidation of young human capital and
the implementation of structural systems
and infrastructure enabling to ensure an
acceptable quality of life framework;
•
The construction of the Multipurpose
Centre within the main square of Vayots
Dzor has also confirm a new interest in the
political system:
•
Reaffirming the self-determination principle
and re-appropriation of the decisionmaking power;
•
Completely overcoming from what
happened in the past both positively and
negatively;
•
Reaffirmation of a decision-making in order
to sort out by a paralysed system and lack
of economic development;
•
Opening up new economic trade borders
and markets;
•
Inclusion of the Armenian economy in the
EU circuit market;
•
Enhancement environmental, cultural,
human, historical, economic and social
of resources for a new policy focused on
modernization and revitalization of the
global market;
•
Willingness to learn new rules and new
paradigms such as new democratic
supports for a development policy
•
Willingness to accept the rules of free
markets, transparency and accountability
of public administration.
Conclusions
The creation of this centre and the interest
arisen around this building are extremely
important factors. The effort to achieve
the building in a very short time and in
unfavourable weather conditions (keep
in mind that at the end of October is no
longer possible to work out since the fall of
temperature several degrees below zero
during the night) becomes a concrete example
of an effective desire to boost the economic
recovery. It is necessary to develop processes
generating wealth and so as to activate the
same redistribution mechanisms (goods and/
or services).
Opportunities
The project puts lot of attention and
investment in the improvement of a
reception centre for tourism, but also in the
enhancement of human capital skills and
competences. Even the recently approved EU
project “Liaison for Grouth” further contributes
to the development of tourism proposals both
in Armenia and Jordania. Again the agreement
with some Italian tour operators may allow
the construction of a financial flow system
enabling the right exploitation of Armenian
wealth.
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DEVELOPMENT of STRATEGIC PLANNING CAPACITIES IN VAYOTS DZOR and
INTER-REGIONAL COOPERATION in
VAYOTS DZOR and ARARAT SUB-REGION TOURISM SECTOR
THE MICRO PROJECT IN BRIEF
Title:
Development of Strategic Planning Capacities in Vayots Dzor and Inter-regional cooperation
in the Vayots Dzor and Ararat sub-region Tourism Sector
Location:
Vayots Dzor Region, YeghegnaDzor, - Ararat sub-region, Republic of Armenia
Total duration:
6 Months
Applicant:
Regional Development Agency of Vayots Dzor in collaboration with Inter Coummunity Union
of Vedi (RDA Vayots Dzor)
Partner/s:
Brief Description:
-
Regional Development Agency of Vayots Dzor (RDA Vayots Dzor)
-
Tourism Development and Professional Training Centre (TD&PT Centre)
-
Vedi Intercommunity Union
-
Khosrov state reserve (TVA Centre)
The strategic cooperation project aims to establish capacity building in strategic (and project)
management, designing tourism development strategy, and realize rational synergies at local,
regional and inter-regional levels. Within the framework of the Project a Strategy of Tourism
Development in the V-DS and Ararat Region (TD Strategy) was designed and the process of
formulation of the TD Strategy was used as an opportune and good platform for tackling the
problems and achieving the purpose of the whole Project.
The overall objective of the proposed cooperation project is to contribute to the development
and competitiveness of the tourism sector in Vayots Dzor region (V-DS Region) and Ararat
sub-region.
Specific objectives of the Project are:
1) Improved institutional capacities of the tourism sector in the V-DS region in terms of
strategic planning, and good management;
Objectives:
2) Improved cooperation and coordination between stakeholders in the tourism sector,
including public-private partnership, and of good business networks;
3) Inter-regional cooperation between Ararat sub-region and Vayots Dzor region in the sector
of tourism.
4) Strengthened technical and material capacities necessary for professional training activities
with regard to hospitality business in the V-DS region;
Improved quality of local expertise and professional skills in the tourism and related sectors in
the V-DS Region, particularly, in the hospitality sector;
1.2 A 3-5 year Strategic Plan for Tourism Development as well as an accompanying 3-year
Activity Plan significant role in promoting tourism sector development in the V-DS region;
2.2 A pilot Public-Private Partnership (PPP) implemented based on the design and
implementation of a Strategic Plan for Tourism Development in V-DS region to be included (to
serve as a basis) in the Marz Development Plan;
Estimated
results:
3.1 A guest-room in TD&PT Centre for demonstration and practical training purposes (based
on high quality standards);
4.1 The TD&PT Centre is staffed with critical number of dedicated professionals with
enhanced knowledge and high skills:
- On hospitality business
- Hotel hygiene, safety and quality management;
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1.1.1 Estimate training needs; and based on the estimation design the training courses and
prepare training materials taking into consideration the training activities already implemented
as a result of the micro-projects in process;
1.1.2 Organise and conduct the training courses;
1.2.1 Hire a consulting firm/consultant for leading the Strategy design process;
1.2.2 Prepare a Strategic Plan for Tourism Development in the V-DS Marz;
1.2.3 Organize working groups to be involved in the Strategy design process;
1.2.4 Prepare a special common tour-package for the neighbouring two Marzes and also
cooperating institutions;
2.1.1 Working groups encompassing interested parties established for the design of the
Strategy,
Main activities:
2.1.2 Design and agree a scheme of harmonious cooperation between the parties involved in
the design and implementation of the Strategy;
2.1.3 Organize and conduct a joint event (workshop) for the promotion of PPP for the
development of tourism;
3.1.1 Design and furnish the guest room in the TD&PT Centre to serve like a pilot scheme for
the target institutions in V-Ds Region;
3.2.1. Develop a concept on the database system in the tourism sector;
3.1.1 Design special practical training courses and prepare training materials;
3.1.2 Organise and conduct special practical training courses on hospitality business (hotel hygiene, safety and quality management, B&B, etc.);
4.2.1. Prepare materials and conduct special practical training courses for trainers on the
hospitality business;
4.2.2. Prepare a Handbook (brochure) on some specific aspects of hospitality business (e.g.
health and hygiene, safety and quality).
Target group(s):
Final
Beneficiaries:
-
TD&PT Centre
-
RDA Vayots Dzor
-
Vayots Dzor Marzpetaran
-
Ararat Marzpetaran
-
ICU Vedi
-
Khosrov State reserve (TVA Centre)
-
Khosrov state reserve
-
Business entities operating in the tourism sector in the V-DS Region
-
At least 80 small entrepreneurs and professionals in Vayots Dzor
-
15 communities (40.000 people) in Vayots Dzor
-
TD&PT Centre
-
RDA Vayots Dzor
-
Vayots Dzor Marzpetaran
-
Local Community Administrations/Municipalities in target area
-
ICU Vedi
Total Cost:
35.320,00 €
Cost’s Allocation:
30.000,00 Euro, EU funds + 5.320,00 Euro of cofinancing
.:108:.
Objective(s)
The overall objective of the proposed
Project is to contribute to the development
and competitiveness of the tourism sector
in Vayots Dzor region (V-DS Region) and
partially for Ararat sub-region.
The proposed Project aims to achieve:
1. Improved institutional capacities of the
tourism sector in the V-DS in terms of
strategic planning, and good management;
2. To organize common Tourism marketing
strategy for the target territories of Vayots
Dzor and part of Ararat;
3. Improved cooperation and coordination
between stakeholders in the tourism
sector, including public-private partnership;
4. Prepared Tour packages including Tourism
Visit Accommodation Centre in Khosrov
State Reserve (TVA Centre) and TD&PT
Centre in Vayots Dzor;
5. Strengthened technical and material
capacities necessary for professional
training activities with regard to hospitality
business in the V-DS region and Ararat
sub-region;
6. Improved human capacities in the in the
V-DS Region and Ararat sub-region with
regard to the hospitality sector.
Relevance of the action
Tourism is recognized as the second strategic
priority area for the development of the
Vayots Dzor Region (V-DS region). It is well
accepted that if positioned (in the market)
and managed properly, natural as well as and
historical-cultural heritage of the V-DS region
and part of Ararat sub-region can provide
wide opportunities for tourism development,
and, thereby, can contribute significantly to
the overall economic development and job
creation in the regions.
However, Vayots Dzor region and part of the
Ararat region that has tourism attractions
have not been able yet to utilize effectively
its opportunities in the tourism sector for the
benefit of regional economic development.
In this context, the “Tourism Development
and Professional Training Centre” MicroProject (TD&PT Centre, financed by the EU
in the framework of REDAM II Project (Ref.
EuropeAid/124645/C/AT/AM – TACIS Contract
2007/140637) has been initiated and is in
process now. The project includes a quite
large set of activities aimed at promoting
the development of tourism in the V-DS
region including: trainings, development
and promotion of tourism products in the
V-DS region, preparation of advertisement
materials, design of the “Historical-Armenia”
mock-up. Under the TD&PT Centre MicroProject, a new building was built for the
Centre; Construction works of the TD&PT
Centre building were completed by December
2009. The implementing agency of the
TD&PT Centre Micro-Project is the Regional
Development Agency of Vayots Dzor (RDA
Vayots Dzor).
On the other hand, in the framework of the
same REDAM II Project, in Ararat sub-region
the “Tourism Visit and Accommodation Centre”
Micro-Project (TVA Centre) was organized in
Khosrov State Reserve which is the focal point
for the promotion of the sector in this area
of the Marz. In the framework of this MicroProject there are several technical assistance
activities mainly addressed to the staff for
the centre. The activities of this cooperation
micro-project pointed out those issues and
activities that added value to those already
included in the micro-project in process.
The main advantage of the cooperation is
planned to happen not only in the field of
the strategic planning but also in the general
organization of tourism marketing as well as
common tour packages since the regions are
neighbouring and have common border with
each other.
Successful implementation of the Project
certainly had significant contribution to the
development of tourism in both V-DS region
and Ararat sub-region. However, the potential
impact of the Project and the efficiency
of activities of the TD&PT Centre may be
jeopardized and/or lowered significantly due
to the lack of strategic management capacities
and lack of Tourism Development Strategy in
the V-DS and Ararat Marz. In order to multiply
the impact of the Project and achieve higher
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efficiency of future activities of the TD&PT
Centre there is currently a strong need for a
well designed strategic plan in order to:
development plans according to the principles
and provision of the Concept. V-DS is yet to
design their development plans.
•
Identify the goals and priorities for the
tourism development for short to medium
term, and detail the policies and activities
that would lead to achieving the goals;
•
Enable to establish rational synergies
between the activities of the Centre and
other parties operating in the tourism
sector, including business entities, NGO’s,
and regional and local administrations;
It is also important to mention that in 2008, the
Government of Armenia has adopted number
of concepts and programs aimed at promoting
tourism in Armenia, including special city
development programs. This includes:
•
Identify the role and functions of
the TD&PT Centre in the strategy
implementation process;
•
Allow increasing the possibilities to attract
private investments as well as donor
funding into the tourism sector;
•
Enable to establish important linkages
between TD&PT Micro-Project and
other initiatives and projects in the V-DS
region and the one of TVA Micro-Project
of Khosrov in Ararat sub-region and in
other regions of Armenia, particularly in
the other neighbouring regions - Syunik
and Gegharkunik regions, as well as with
policies and measures designed at central
government level.
In this regard, it has to be noted that in mid2008 the Government of Armenia has drafted
and now promotes the “Concept of Designing
and Implementing Regional Development
Plans in Armenia” (RDP Concept). As the
name suggests, it is to serve as a basis for
regional administrations in designing and
implementing regional development plans.
The RDP Concept promotes balanced use
of bottom-up and top-bottom approaches,
and participatory process of planning where
all stakeholders, including regional and
local administrations, NGOs and other civil
organisations have been the opportunity to
present and promote their interests. The RDP
Concept also refers to the logical framework
of Project Cycle Management as tool for
project identification and management. The
RDP Concept has been used and tested for
preparing development plans for two regional
units (Marz) of Armenia – Gegharkunik
Marz and Tavush Marz. Other Regional
administrations also are required to prepare
•
The Concept of Tourism Development in
Armenia;
•
Government Decrees on promoting
tourism in individual cities of Armenia, e.g.
Developing Tourism in the Jermuk city of
V-DS Marz;
•
Number initiatives aimed at promoting
Small and Medium Size Enterprise (SME)
development in Armenia, including SMEs
operating in the tourism sector.
Under this circumstance, there is both a good
opportunity and a strong need to establish
rational synergies and close cooperation
between the activities aimed at designing
(and implementing) the Tourism Development
Strategy and Marz Development Plan, as well
as between policies and measures at regional,
inter-regional and central levels. However, the
existing institutional capacities in the V-DS
are not sufficient for effective utilization of the
opportunity and for meeting the challenge.
Particularly, there is lack of capacity in
strategic planning and management (which
also is very important for the effective design
and management of Marz Development Plan).
The V-DS RDA needs significant improvement
in strategic management (in terms of both
human and technical capacities) in order to
be able to design and implement efficient
strategies. This is true not only with regard
to the V-DS RDA and the TD&PT Centre, but
also to Ararat sub-region and other NGOs and
other civil society actors, businesses, and both
regional and local administrations.
Additionally, to a large extent, the RDP
Concept is a “novelty” for Armenia’s regional
and local administrations as well as NGOs
and other civil organizations. Currently, there
is lack of knowledge and understanding of the
provisions of the RDP Concept, and of their
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practical implications; there is also lack of
institutional (human and technical) capacity to
implement the methodology and approaches
of the RDP Concept.
Another problem that lowers significantly the
efficiency and effectiveness of the resource
utilization in the tourism sector of V-DS region
and Ararat sub-region is the weak cooperation
and coordination between different players
and projects. There is a significant number
of initiatives and/or projects being designed
or implemented at local, regional and central
level in the V-DS and neighbouring regions.
However, majority of projects are implemented
in isolation and without good linkages and
coordination with others, which eventually
leads to low scale of projects and to low
efficiency of resource utilization.
facilitating effective cooperation between
different interested parties. The process
of joint (participatory) work on a guiding
document promotes cooperation and
coordination between stakeholders in the
tourism sector. Third, it enables establishing
a rational synergy between the activities of
the partner institutions and regional and local
administrations as regards the design of a
Marz Develoment Plan (in accordance to the
methodology promoted by the Government).
Forth, within the framework of the Project
a Strategic Plan for Tourism Development
in the V-DS Region was produced with an
accompanying Action Plan, which can become
part or the basis of the Marz Development
Plan.
The proposed Project is to address these
issues, i.e. capacity building in strategic (and
project) management, designing tourism
development strategy, and establishing
rational synergies at local, regional and interregional levels. Within the framework of the
Project a Strategy of Tourism Development in
the V-DS Region (TD Strategy) was designed
and the process of formulation of the TD
Strategy was used as an opportune and
good platform for tackling the problems and
achieving the purpose of the Project. This
platform is “convenient” in several respects.
The approach of the Project is that strategies
and reforms aimed at tourism (economic)
development can be effectively designed and
implemented, achievements can be sustained,
and the development can be ensured only
by building a long lasting capacity in relevant
public as well as private institutions. It is also
understood that the capacity involves, both,
human resources and institutional settings.
Ultimately, it is people involved in strategy
design and implementation who make
change. However, capable people need sound
institutional settings (including organizational
and procedural schemes, cooperation,
coordination and prioritization mechanisms,
and accountability) that would enable to
utilize efficiently and effectively available
human resources. It is further understood
that strategies and reforms can be effectively
implemented and the achievements can
be effectively sustained if there is sufficient
knowledge and awareness about the goals
in the society. Knowledge and awareness
facilitate the process of reaching common
understanding, and this in its turn facilitates
the consensus building process, which is
critical for strategy implementation and
reforms.
First, it creates a good ground for institutional
strengthening. i.e. capacity building through
designing and conducting training courses for
the staff of the partner organizations, other
NGOs and civil society actors, businesses,
and both regional and local administrations.
Second, it can serve as a good forum for
The main target group that benefited from the
project includes the TD&PT Centre and the
V-DS RDA, the TVA Centre of Khosrov for ICU
Vedi; Regional Authority (Marzpetaran) and
Local Authorities (Communities) also benefited
from the project. Other NGOs and businesses
also benefited from the activities and results
Having in mind all the above, there is a strong
need for establishing rational synergies
between regional and local administrations
and the business and civil society in
developing and implementing strategies
and relevant action plans for tourism sector
development at regional and inter-regional
levels. At the same time there is a strong need
to develop institutional and human capacities
in strategic management, which enables
establishing and capitalizing on good linkages
and synergies.
.:111:.
of the project, in terms of improved human
capacities, more efficient cooperation and
coordination between different parties involved
in the tourism sector.
The Tourism Development Strategy and the
accompanying action plan designed under
the proposed project benefited the parties,
since these documents became important
guiding documents for them, and also they
were included in the relevant section of the
Marz Development Plan. Also, the process
of Strategy formulation itself was beneficial,
since it promoted cooperation between
different stakeholders in the region; in the
process, the participants learnt by doing; the
process also opened new opportunities for
funding and implementing joint projects. In
addition, about 27 communities (for about
66.000 people) benefited (directly and
indirectly) from different training programs
identified during the implementation of this
micro-project.
The proposed Project also indirectly benefited
to relevant organizations in other regions
of Armenia, especially, in the neighbouring
regions; accumulated knowledge and
information can (will) allow offering training
courses for those regions. Also inter-regional
tourism opportunities were taken into account
while designing the Tourism Development
Strategy.
Description of the action and its
effectiveness
Overall objective of the Project is to contribute
to the development and competitiveness of
the tourism sector in Vayots Dzor region (VDS Region) and partially for Ararat sub-region.
“Tailor made” training courses contributed
to the improvement of human capacities in
strategic planning and management in the
region. Courses designed based on the best
practices of EU countries and contemporary
concepts and knowledge on strategic
management and project cycle management,
and they took into account the specific needs
of participants.
To achieve its overall objective, the Project
focuses mainly on:
A professional consulting firm or individual
consultants was invited to lead the process
of the Strategy (and action plan) design and
to design and conduct trainings on strategic
planning and management. The process of the
Strategy design was (utilize the methodology
and principles set out in the RDP Concept
mentioned above) organized in a participatory
manner, through round table discussions with
interested parties, where parties was able to
express their views and comments.
The proposed project was also address a
specific issue related to strengthening the
technical capacities of the TD&PT and TVA
centres required for conducting high quality
practical training activities. The project was
focused particularly on hospitality (hotel, B&B,
motel) business, which is one of the weakest
sides in the target area, and requires special
attention. Based on the preliminary discussion
with professional organizations, the design
and furnishing of one good guest room (in
each building) for demonstration and practical
training purpose has been justified. Special
short practical training courses on safety
and quality management in the hospitality
business contributed significantly to the
development of tourism in the region.
1. The improvement of institutional capacities
of the tourism sector in the V-DS region
in terms of strategic planning, and good
management;
2. The improvement of cooperation and
coordination between stakeholders in the
tourism sector, including public-private
partnership, and of good business networks
stressing the inter-regional level cooperation;
3. Strengthening technical and material
capacities necessary for professional training
activities with regard to hospitality business in
the V-DS region and partially for Ararat subregion;
4. Improving capacities in the in the V-DS
Region with regard to the hospitality sector;
Within the framework of the Project a 3-5
year Strategic Plan for Tourism Development
as well as an accompanying 3-year Activity
Plan (to be incorporated in the Marz
.:112:.
Development Plan) have been designed in
close collaboration with all stakeholders,
including NGOs and business entities, and
regional and local authorities. And the process
of formulation of the Strategy was used as
an opportune and good platform for tackling
the problems and achieving the purpose
of the Project, particularly, strengthening
the strategic management capacities, and
promoting cooperation between stakeholders
in the tourism sector. Special attention was
given to economic development aspects, and
economic developments were considered as
a driving engine for the overall development
of the Marz. The Strategy also included a
section about the role and value proposition
of the TD&PT Centre in V-DS as well as the
inter-regional cooperation issues for the target
area.
With regard to institutional strengthening
and capacity building, the Project aimed at
ensuring that the V-DS RDA and TD&PT
Centre is staffed with critical number of
dedicated professionals with enhanced
knowledge and high skills:
•
On strategic planning and management;
•
On project cycle management;
•
On methods and rules set out by the
Government of Armenia with regard to
the design and implementation of Marz
Development Plans.
Within the framework of the Project at least
40 employees from different entities (target
institutions Marzpetaran, local community
administrations, and business entities) were
trained, via “tailor made” special training
courses on strategic management. This
ensured the availability of a pool of adequately
qualified professionals in the V-DS Marz
required effective design and implementation
of strategies and policies. In addition, to
ensure sustainability, selected representatives
from both public and private entities received
additional training (certificate course) and
became trainers.
Training was conducted before, during and
after the process of formulation of the Strategy
and the Action Plan. The process of the
Strategy design helped to identify specific
training needs and to prepare materials and
courses accordingly.
At a later stage, the knowledge and
information accumulated during the project
can (will) allow offering training courses for
relevant organizations in other regions of
Armenia, especially, in the neighbouring
regions (remaining area of Ararat, Syunik, and
Gegharkunik).
Based on the training materials prepared
during the Project, and the lessons learnt
during the training courses, a concise
handbook (or brochures) was prepared about
Strategic Planning and Management, and
Project Cycle Management. Also leaflets
on the new methodology of preparing Marz
Development Plans were prepared and
published. These materials were addressed to
professionals dealing with strategy and project
design and implementation in the public as
well as in private sectors.
Effective cooperation and coordination
between stakeholders in the tourism sector
was promoted and enhanced through a
participatory process of Strategy design.
Thus, the Strategy design process itself
can be viewed as a challenging project
for constructive partnership. Through
this process, the parties involved had an
opportunity to come-up with their ideas and
views regarding the future development
of the tourism sector; they were able to
represent their interests and needs. Through
this process the parties involved got sense
of ownership, and be able to identify clearly
the priorities for tourism development
and understand their relevant roles in the
implementation of the Strategy and the Action
Plan. The latter is a key factor for attracting
major investments needed for development,
and for effective design and implementation of
public-private partnerships.
The Strategy itself and the design process
also enabled establishing and developing
rational synergies between stakeholders
playing a significant role in promoting tourism
sector development in the V-DS region
and Ararat sub-region and promoting the
cooperation between the two target areas, as
.:113:.
well as between various projects initiated or
implemented by public and private sectors,
and by the donor community. It can directly
promote and identify projects for public-private
partnership (PPP).
Throughout the process, it was important to
give due attention to possible inter-regional
synergies via looking at inter-regional tourism
opportunities, especially, with neighbouring
regions (remaining part of Ararat, Syunik,
and Gegharkunik), the need for information
sharing and possible common mechanisms for
data collection and processing.
One of the important effects or positive
results of the participatory Strategy design
process was the establishment of a scheme
of harmonious cooperation agreed and
established between the parties involved in
the design and implementation of the Strategy.
Working groups (encompassing interested
parties) created for the design of the Strategy
worked together to identify effective and
streamlined schemes of cooperation. The
V-DS RDA, TD&PT Centre organised jointly
an event for presentation and discussion of
the Strategy and for the promotion of PPP in
the tourism sector.
With regard to strengthening the technical
capacities in the hospitality sector, the Project
focused on improving technical and material
capacities necessary for professional training
activities with regard to hospitality business in
the V-DS region. For this purpose, one guest
room (of about 24 sqm) was designed and
furnished in the TD&PT Centre building for
demonstration and practical training purposes.
The design and furnishing of the room was
complied with internationally accepted high
standards on safety and quality.
The Project also aimed at ensuring that
relevant business entities operating in the
V-DS region are equipped with adequate
knowledge and are staffed with critical number
of dedicated employees with enhanced
knowledge and high skills on hospitality
business and, particularly, on hygiene and
safety and quality management. The guest
room in Vayots Dzor is used to test a special
training with illustrations and practical
exercises for at least 20 people. Additionally,
a small brochure on “Some Specific Aspects
of Hospitality Business (hygiene, safety and
quality management)” was prepared and
published.
A local professional consulting firm and/or
consultant (hereafter – Local Consultant) was
invited to lead the process of the strategy (and
action plan) design, and to design and conduct
trainings on strategic planning. The firm/
consultant shall have extensive experience
both in business consulting, particularly,
in strategy and management consulting,
as well as in public policy consulting,
including economic and sector policy design
and implementation, regional economic
development issues. The firm/consultant
shall also have adequate experience and
knowledge on the EU approaches and
the experience of EU countries in regional
development, participatory processes and
establishing harmony of “top-down” and
“bottom-up” approaches.
Initial stage of Project activities
At the initial stage of Project activities, a local
professional consulting firm and/or consultant
was identified and an agreement was signed
with it. The Local Consultant leaded the
process of the strategy (and action plan)
design, and designed and conduct trainings
on strategic planning and management.
Preliminary composition of the training (topics)
and their duration are presented bellow.
1. Strategy process (4 courses, 2 day
duration each, 20 participants in total):
a. Basic concepts of the strategy process;
b. Main driving forces of the strategy process;
c. Contexts of strategy process;
The Strategy Process trainings were based
on case studies and took into accounts the
specifics public as well as private sector.
2. Project cycle management (4 courses, 1
day duration each, 20 participants in total):
a. International experience and modern
approaches and tools for Project Cycle
Management (particularly, the approaches
.:114:.
and methods applied in the EU);
One-day workshop was organized, where the
Strategy and the Action Plan was presented
to stakeholders and other interested parties,
including representatives of the donor
community and international organizations.
Based on the results of the discussions, the
Strategy and the Action Plan was revised and
finalised.
b. Analysis of practical examples, and
practical exercises;
3. Methods and approaches for the design
and implementation of Marz Development
Plans(4 courses, 1 day duration each, 20
participants in total):
For the hospitality training (2 training courses,
1 day duration each, 20 participants in
total) and for publication, materials were
prepared and trainings conducted by the local
hospitality consultant.
a. Analysis of relevant legislative and
regulatory framework;
b. Practical implications;
4. Special issues on hotel hygiene, safety
and quality (2 courses, 1 day duration
each, 30 participants in total in V-Ds.
Methodology
At the initial stage, preliminary discussions
were conducted with interested parties
(including the V-DS Marzpetaran) on
the content of the Strategy of Tourism
Development to be designed during the
project. The Local Consultant in close
cooperation with the V-DS RDA and TD&PT
Centre led discussions.
Project Activities
During the micro project, Working Groups on
the Strategy design was formed, and works
on the Strategy design started. The Local
Consultant in close cooperation with the
V-DS RDA and TD&PT Centre led the works
on the Strategy design. The strategy design
process has been participatory, and the
Working Groups included representatives of
all interested parties. Strategy design process
involved business entities, TD&PT Centre
and the V-DS RDA and other NGOs and civil
entities, and two Marzpetarans, Yeghegnadzor
municipality and other local community
administrations.
Trainings have been conducted till the end of
the project. The Local Consultant carried out
trainings with technical and organizational
support from the V-DS RDA and the TD&PT
Centre.
Local designer and a local hospitality business
consultant were identified and hired for the
design and furnishing of the guest rooms.
The implementation of the present project
referred basically to the methodologies
applies in regional development in the EU,
and, particularly, in the EC Initiative Program
LEADER, that has been adopted and tested in
many rural areas of the European Union. This
program, started in the early 1990s and then
adopted in more than 1000 rural territories
all around the EU, has generated important
results in terms of growth of local development
and generation of innovative measures. The
main characteristic of this methodology of
implementation consists in the bottom-up
approach, where the role of local actors in the
individuation of development actions becomes
of basic importance.
Establishment of a local partnership network,
that works referring to the so-called Local
Action Group (LAG), is one of the main
elements of this methodology. The LAG (in
this case RDA V-Ds and ICU Vedi), acting
as Local Development Agency, is basically
the focal point where public and private
stakeholders meet and work in partnership.
The LAGs coordinate the meetings and
provide technical support to the stakeholders
in the definition of concrete measures of
intervention, according to the individuated
needs. The LAGs must realize activities of
promotion and “start-up” interventions for the
local economic initiatives, by involving all the
local actors involved in LAGs’ meetings for the
definition of the local development strategies.
Design of Local Action Plans (LAPs)
is another important element of the
.:115:.
methodology: LAPs serve as the frameworks
for the definition of the Regional strategies
and the interventions’ areas and actions; this
document is not a simple replication (or a
revision) of the Regional Development Plans,
but it aims to be the instrument where the
identified priorities of intervention should find
indications on terms, modalities and methods
of concrete application.
Vayots Dzor RDA directly managed and is the
main responsible body for the implementation
of the Project. The Project was directly run
by a Project Team consisted of a Project
Coordinator and an Assistant. The Project
Coordinator was responsible for supervising
the day-to-day operation of the Project.
Vayots Dzor RDA acted also as a link
between the target groups/final beneficiaries
of the Project and Marzpetaran (the regional
authority) and local communities to ensure the
dialogue among different stakeholders.
This methodology has been chosen since it
is able to encourage and support the local
actors of the territory by a local sustainable
and integrated development strategy, through
a high level of involvement of local actors and
high-quality partnership. In fact, the proposed
methodology wants to facilitate the creation of
a culture of local development and stimulate
the growth in terms of self-conscience of their
own capacities, and capacity of all economic
resources to work together and to establish
mid-term strategic orientations.
Vayots Dzor RDA (and other NGOs) in the
Project ensured the technical assistance
during the implementation and organization
phases of the Project.
Local Consulting firm/Local Consultant
was hired to lead the process of the Strategy
(and action plan) design and to design and
conduct trainings on strategic planning and
management. The Local Consultant ensured
high quality of expertise and knowledge
required for the training courses. The process
of the Strategy design (utilize the methodology
and principles set out in the RDP Concept
mentioned above) was organized in a
participatory manner, through round table
discussions with interested parties, where
parties were able to express their views and
comments. The Local Consultant worked
in close cooperation with and under the
coordination of Vayots Dzor RDA.
The proposed Project is complementary
to the activities of the ongoing “Tourism
Development and Professional Training”
Micro-Project financed by the EU as well as
to the Micro-Project realized by ICU Vedi
(especially for Khosrov Micro-Project), and
it facilitates and further the attainment of the
objectives of the latter. The TD&PT includes a
quite large set of activities aimed at promoting
the development of tourism in the V-DS
region including: trainings, development and
promotion of tourism products in the V-DS
region preparation of advertisement materials.
The implementing agency of the TD&PT
Project is the Regional Development Agency
of Vayots Dzor (V-DS RDA).
Strengthened capacities of the TD&PT, the
Tourism Development Strategy to be designed
under the proposed Project and related
cooperation between different stakeholders
ensured necessary prerequisites for
successful operation of the TD&PT Centre.
The direct applicant for the proposed Project
is a partnership amongst:
•
Vayots Dzor RDA;
•
TD&PT Centre;
•
TVA Centre in Khosrov State Reserve;
•
ICU Vedi.
Local designer and hospitality consultant
was hired to specify the equipment, furniture
and other items needed for furnishing the
guest room, based on internationally accepted
standards on health and life safety and
quality (particularly with those applied in the
EU). Hospitality consultant prepared training
materials for training on hygiene and safety
in hospitality business. The designer and
the hospitality consultant worked in close
cooperation and under the coordination of
V-DS RDA.
V-DS Marzpetaran with its relevant officials,
as a motivated interested party, supported the
V-DS RDA and the Project team in their efforts
aimed at implementing the activities under the
proposed Project. Marzpetaran was active in
facilitating the process of discussions and the
.:116:.
design of the Tourism Development Strategy,
which was included in the Marz Development
Plan.
Duration and indicative action plan for
implementing the action
The duration of the Project is five months. The
sequence and duration of anticipated activities
are presented in the chart bellow.
Synergies with other initiatives, e.g. interregional synergies (remaining area of Ararat,
Syunik, and Gegharkunik).
Months
Activity
1
2
3
4
5
Implementing body
Business Consultant
Training needs assessment
TD&PT Centre
Vayots Dzor RDA
Preparation of training material
Business Consultant
Business Consultant
Training courses on strategic management
Vayots Dzor RDA
TD&PT Centre
Business Consultant
TD&PT Centre
Vayots Dzor RDA
Design of the Strategy of Tourism
Development
V-DS Marzpetaran
Local Communities
Business entities
Vayots Dzor RDA
Organise Working Groups for the Strategy
design
TD&PT Centre
Business Consultant
TD&PT Centre
Vayots Dzor RDA
Organise a workshop for the presentation
of the Strategy
V-DS Marzpetaran
Local Communities
Business entities
TD&PT Centre
Hire an appropriate designer and a
hospitality consultant for the guest room
Vayots Dzor RDA
Design firm (or a person)
Design of the guest room
Hospitality Consultant
Armenian Hotel Association
TD&PT Centre
Identification and procurement of furniture
for the guest room
Vayots Dzor RDA
TD&PT Centre
Furnish the guest room
Vayots Dzor RDA
.:117:.
Sustainability
In relation to the effective implementation of
training activities on strategic management:
• It is assumed that Marz and local authorities
will be active and will see and/or recognise
the need and benefits for training on strategic
management. Practically, the risk that this
assumption will not hold true is very low, since
preliminary interviews and discussions with
relevant parties, including Marzpetaran and
local community officials, representatives
of NGOs and business circles has shown
that the weakness in strategic planning and
management capacities and, hence, the need
for trainings is clearly recognised.
There is common understanding among
different stakeholders that these trainings
(and related cooperation) facilitate the
process of the design of the Tourism
Development Strategy and the Marz
Development Plan in the V-DS and Ararat
Marzes, and enable increasing the quality
of relevant documents and improving
prioritization techniques. This, in its turn, will
increase the efficiency and effectiveness of
the efforts of V-DS and Ararat Marzes, in
promoting its interests at central government
level, and facilitate the approval processes
at central government level to get funding
for the implementation of the Tourism
Development Strategy and the Marz
Development Plan. With this understanding,
Marz and local authorities have high
interest and readiness to cooperate for
addressing the capacity building needs,
and would appreciate technical assistance
and cooperation for designing the Marz
Development Plan.
• It is also assumed that the right people
nominated to receive the training, and that the
relevant authorities and organisations will be
willing and able to retain and effectively utilize
the trained human resources. The risk is that
trained people will become more competitive
in the job market and will leave their positions
for higher paid jobs
In relation to the design of the Strategy and an
Action Plan for Tourism Development for V-DS
Region:
• It is further assumed that Marz and local
community authorities, and NGOs and the
private sector, will see the necessity and
the benefit of cooperation and are willing to
cooperate. The risk that this assumption will
not hold true is very low, taking into account
preliminary discussions with relevant parties.
As noted above, Marz and local community
authorities are interested to cooperate.
Regarding NGOs and businesses, they are
also interested, since active cooperation will
give them a good opportunity to present and
promote their interests, while designing the
Tourism Development Strategy and/or the
Marz Development Plan.
• It is also assumed that the V-DS RDA
(TD&PT Centre) and ICU Vedi has/will be
able to gain good reputation among public
and private parties and the general public,
and to act as a good mediator and promoter
of cooperation processes. In this respect,
there is, actually, no risk having in mind that
V-DS RDA and ICU Vedi has already have an
extensive experience in working with public
and private entities, and is a well known
organisation with good reputation in the
region.
V-DS RDA have implemented number of
development projects in the regions, and they
are currently the implementing agencies of
the “Tourism Development and Professional
Training Centre” Micro-Project and “Tourism
Visit and Accommodation Centre” of Khosrov
State Reserve, financed by the EU. It has
the required professional and management
capacities.
In relation to strengthening institutional,
technical and human capacities in the
hospitality business, the construction works
of the TD&PT Centre TVA Centre of Khosrov
was completed in time (December 2009).
Improved capacities, achieved as a result
of successful implementation of the Project,
have increased the efficiency of strategy
design and implementation processes in the
region through the use of more sophisticated
methods and contemporary approaches
(e.g. participatory processes, balanced mix
of top-down and bottom-up approaches).
The Project also facilitated the process
of implementation of new methods and
.:118:.
approaches promoted by the Government
of Armenia for designing Marz Development
Plans. This improved significantly the
quality of policy documents prepared
in the region, and allowed establishing
rational synergies between different
policy directions at regional level, and
matching regional and national priorities.
Ultimately, all this together lead to higher
efficiency of the use of scarce resources,
as well as the effectiveness efforts of
regional/local authorities and businesses
aimed at attracting necessary funding for
development project.
.:119:.
THE AREA AND ICU VEDI LAG
Vedi – Children in a Vedi street © Bonazza
Typical bread cooking
.:121:.
THE AREA AND ICU VEDI LAG
Khor Virap – The Monastery and Ararat Mountain
Khor Virap – Icon inside the Monastery
.:122:.
THE AREA AND ICU VEDI LAG
Ararat Marz - Mountain view
Ararat Marz – Mountain view
.:123:.
THE AREA AND ICU VEDI LAG
Vedi – Work in a vineyard
Vedi – Shepherd
.:124:.
THE AREA AND ICU VEDI LAG
Khor Virap – President of “Khor Virap” agriculture cooperative
Khosrov – Meeting with ICU Vedi staff
.:125:.
THE AREA AND ICU VEDI LAG
Khosrov – Visit to the “Khosrov Forest State Reserve”
Vedi - Vineyard
.:126:.
THE AREA AND ICU VEDI LAG
Vedi – Landscape view
LOCAL PROJECT: “URBAN WASTE CYCLE MANAGEMENT MODEL”
Vedi - Back loader
.:127:.
LOCAL PROJECT: “URBAN WASTE CYCLE MANAGEMENT MODEL”
Vedi - Back loader
Vedi – Plastic trash bins
.:128:.
LOCAL PROJECT: “URBAN WASTE CYCLE MANAGEMENT MODEL”
Vedi – Plastic trash bins
Vedi – Deposit of plastic trash bins
.:129:.
LOCAL PROJECT: “URBAN WASTE CYCLE MANAGEMENT MODEL”
Vedi – bulldozer
Vedi – street sweeper
.:130:.
LOCAL PROJECT: “URBAN WASTE CYCLE MANAGEMENT MODEL”
Vedi - trucks
Vedi – car
.:131:.
LOCAL PROJECT: “URBAN WASTE CYCLE MANAGEMENT MODEL”
Vedi – metallic trash bins
Vedi - Mini truck
.:132:.
LOCAL PROJECT: “URBAN WASTE CYCLE MANAGEMENT MODEL”
Vedi – Multipurpose truck
LOCAL PROJECT: “ESTABLISHMENT OF TOURIST VISIT AND ACCOMMODATION CENTER IN KHOSROV STATE RESERVE”
Khosrov – Assogal delegation and local staff
.:133:.
LOCAL PROJECT: “ESTABLISHMENT OF TOURIST VISIT AND ACCOMMODATION CENTER IN KHOSROV STATE RESERVE”
Khosrov – Foundation of Khosrov Visit Centre
Khosrov – Foundation of Khosrov Visit Centre
.:134:.
LOCAL PROJECT: “ESTABLISHMENT OF TOURIST VISIT AND ACCOMMODATION CENTER IN KHOSROV STATE RESERVE”
Khosrov - Khosrov Visit Centre
Khosrov – Assogal delegation visits Khosrov Visit Centre
.:135:.
LOCAL PROJECT: “ESTABLISHMENT OF TOURIST VISIT AND ACCOMMODATION CENTER IN KHOSROV STATE RESERVE”
Khosrov - Khosrov Visit Centre
Khosrov - Khosrov Visit Centre
.:136:.
LOCAL PROJECT: “ESTABLISHMENT OF TOURIST VISIT AND ACCOMMODATION CENTER IN KHOSROV STATE RESERVE”
Khosrov - Khosrov Visit Centre
Khosrov - Khosrov Visit Centre
.:137:.
LOCAL PROJECT: “ESTABLISHMENT OF AGRI-MECHANIZATION CENTRE IN KHOR VIRAP”
Khor Virap – tractor with hay racking
Khor Virap - tractor
.:138:.
LOCAL PROJECT: “ESTABLISHMENT OF AGRI-MECHANIZATION CENTRE IN KHOR VIRAP”
Khor Virap – sowing machine
Khor Virap – sowing machine
.:139:.
LOCAL PROJECT: “ESTABLISHMENT OF AGRI-MECHANIZATION CENTRE IN KHOR VIRAP”
Khor Virap – universal sowing machine
Khor Virap - tractor
.:140:.
LOCAL PROJECT: “ESTABLISHMENT OF AGRI-MECHANIZATION CENTRE IN KHOR VIRAP”
Khor Virap – soil milling machine
Khor Virap - trailer
.:141:.
LOCAL PROJECT: “ESTABLISHMENT OF AGRI-MECHANIZATION CENTRE IN KHOR VIRAP”
Khor Virap - tractor
Khor Virap – visit of Assogal delegation and ICU Vedi staff to Khor Virap cooperative
.:142:.
LOCAL PROJECT “ESTABLISHMENT OF FRUIT AND VEGETABLES DRYING AND PACKAGING UNIT IN URTSADZOR”
Urtsadzor – Fruit sellers along the street
Yerevan - Fruit and vegetable market
.:143:.
LOCAL PROJECT “ESTABLISHMENT OF FRUIT AND VEGETABLES DRYING AND PACKAGING UNIT IN URTSADZOR”
Urtsadzor – Fruit and vegetable drying and packaging Centre
Urtsadzor – Fruit and vegetable drying and packaging Centre
.:144:.
LOCAL PROJECT “ESTABLISHMENT OF FRUIT AND VEGETABLES DRYING AND PACKAGING UNIT IN URTSADZOR”
Urtsadzor – Fruit and vegetable drying and packaging Centre
Urtsadzor – Assogal and ICU Vedi delegations visit the Fruit and vegetable drying and packaging Centre
.:145:.
LOCAL PROJECT “ESTABLISHMENT OF FRUIT AND VEGETABLES DRYING AND PACKAGING UNIT IN URTSADZOR”
Urtsadzor - Balance
Urtsadzor – Nitrate tester
Urtsadzor - Balance
.:146:.
LOCAL PROJECT “ESTABLISHMENT OF FRUIT AND VEGETABLES DRYING AND PACKAGING UNIT IN URTSADZOR”
Urtsadzor - Packaging device
Urtsadzor - Press cutter
.:147:.
LOCAL PROJECT “ESTABLISHMENT OF FRUIT AND VEGETABLES DRYING AND PACKAGING UNIT IN URTSADZOR”
Urtsadzor - Thermo packaging
Urtsadzor – Vertical packaging
.:148:.
THE AREA AND RDA VAYOTS DZOR LAG
Vayots Dzor - Noravank Monastery
.:149:.
THE AREA AND RDA VAYOTS DZOR LAG
Vayots Dzor – Landscape view
Vayots Dzor – View from Noravank Monastery
.:150:.
THE AREA AND RDA VAYOTS DZOR LAG
Vayots Dzor - Noravank Monastery
Vayots Dzor - Noravank Monastery
.:151:.
THE AREA AND RDA VAYOTS DZOR LAG
Vayots Dzor – Particular of the curch in Noravank Monastery
Vayots Dzor – Icon in Noravank Monastery
.:152:.
THE AREA AND RDA VAYOTS DZOR LAG
Vayots Dzor – Landscape view
Vayots Dzor – Rural area view
.:153:.
THE AREA AND RDA VAYOTS DZOR LAG
Vayots Dzor - Vineyard
Yeghegnadzor – RDA Vayots Dzor office
.:154:.
THE AREA AND RDA VAYOTS DZOR LAG
Yeghegnadzor – RDA Vayots Dzor staff
LOCAL PROJECT “TOURISM DEVELOPMENT AND TRAINING CENTRE IN YEGHEGNADZOR”
Yeghegnadzor – Tourism Development and Training Centre
.:155:.
LOCAL PROJECT “TOURISM DEVELOPMENT AND TRAINING CENTRE IN YEGHEGNADZOR”
Yeghegnadzor – Tourism Development and Training Centre
Yeghegnadzor – Tourism Development and Training Centre
.:156:.
LOCAL PROJECT “TOURISM DEVELOPMENT AND TRAINING CENTRE IN YEGHEGNADZOR”
Yeghegnadzor – Tourism Development and Training Centre
Yeghegnadzor – Tourism Development and Training Centre (inside)
.:157:.
LOCAL PROJECT “TOURISM DEVELOPMENT AND TRAINING CENTRE IN YEGHEGNADZOR”
Yeghegnadzor – Tourism Development and Training Centre (inside)
Yeghegnadzor – Tourism Development and Training Centre (inside)
Yeghegnadzor – Tourism Development and Training Centre (official inauguration)
.:158:.
LOCAL PROJECT “TOURISM DEVELOPMENT AND TRAINING CENTRE IN YEGHEGNADZOR”
Yeghegnadzor – Tourism Development and Training Centre (official inauguration)
Yeghegnadzor – Tourism Development and Training Centre (visit of local authorities)
.:159:.
LOCAL PROJECT “TOURISM DEVELOPMENT AND TRAINING CENTRE IN YEGHEGNADZOR”
Yeghegnadzor – Tourism Development and Training Centre (official inauguration)
Yeghegnadzor – Tourism Development and Training Centre (official inauguration)
.:160:.
LOCAL PROJECT “DEVELOPMENT OF STRATEGIC PLANNING CAPACITIES IN VAYOTS DZOR AND INTER
REGIONAL COOPERATION IN VAYOTS DZOR AND ARARAT SUB-REGION IN TOURISM SECTOR”
Yeghegnadzor – training courses
Yeghegnadzor – training courses
.:161:.
LOCAL PROJECT “DEVELOPMENT OF STRATEGIC PLANNING CAPACITIES IN VAYOTS DZOR AND INTER
REGIONAL COOPERATION IN VAYOTS DZOR AND ARARAT SUB-REGION IN TOURISM SECTOR”
Yeghegnadzor – Training certificates
.:162:.
LOCAL PROJECT “DEVELOPMENT OF STRATEGIC PLANNING CAPACITIES IN VAYOTS DZOR AND INTER
REGIONAL COOPERATION IN VAYOTS DZOR AND ARARAT SUB-REGION IN TOURISM SECTOR”
Yeghegnadzor – tourism information materials
.:163:.
MONITORING
AND EVALUATION:
THE LEADERABILITY
ASSESSMENT
1. INTRODUCTION
1.1 General references
The project is supported by the European
Union’s TACIS Programme for Armenia,
as reported in the TACIS contract no.
2007/140637.
Assogal Toscana has been selected to
implement this project1 and RDA Vayots Dzor
and Inter-Community Union Vedi Ararat take
part in the project as local partners.
This evaluation plan is thus located in this
programming framework and includes:
- project external evaluation activities;
- preparation of an evaluation report.
1.2 Aims and scope of the evaluation
This evaluation is carried out with aims
which mainly have got a formative aspect, to
examine the performed work from outside, in
order to get useful teachings for planning the
next similar activities which will be promoted
by Assogal.
The object of the evaluation is determined
by the logic of project intervention which is
described in the following panel2:
Overall objective of the project: “To introduce
1 Notification letter of 24th of May 2007 of the European Union in
Tiblisi (Georgia);
2 Project “A regional network for promotion of integrated sustainable
development in Ararat and Vayots Dzor” ,Grant contract – external
actions of the European Community – Tacis 2007 14637
innovative development strategies and to
support social and economic projects in the
two regions through the introduction of Leader
approach”.
Specific objectives
- to establish a robust system for identifying,
implementing, monitoring and evaluating,
development projects in Ararat and Vayots
Dzor, that will introduce and test the concept
of regional development by improving
partnership between regional and local
actors; to encourage the socio-economic
players to work together, to produce goods
and services that generate maximum added
value in the two regions;
- to implement the skills of the two local
partners operators (RDA Vayots Dzor,
Inter-Community Union Vedi Ararat) in
promotion of participatory approach in
Regional Development and local planning,
in promotion and organization of sustainable
public-private partnerships at Regional
level, in technical and financial project
identification, preparation, monitoring and
evaluation;
- to implement the skills (capacity building)
of local public private stake holders
operators to identify concrete projects and to
implement them;
- to assist sectors and categories of
beneficiaries which often receive limited
support under other development aid
programmes operating in such rural areas.
Judgment criteria have been established
taking into account both the small available
.:165:.
budget (in terms of time and resources) and
the need to produce a complementary work
with the one already made by the monitor.
This last one is focused on the following
criteria3:
1. Relevance and quality of project design
2. Efficiency of implementation
3. Effectiveness
4. Impact prospects
5. Potential sustainability
6. Horizontal Issues
7. Cross-cutting issues
Thus taking into account evidences collected
by the monitoring report, the evaluation has
been focused more to investigate the different
aspects of the transfer of the Leader approach
(through qualitative analysis based mainly on
the perception of different categories of actors
participating in the experiment) rather than
to assess the results obtained through the
projects investments.
As a matter of facts the operational principles
of the LEADER approach provide orientations
on how to act, rather than a vision of what to
achieve. It is based on the assumption that
only the change of behaviour and interaction
patterns stabilizes economic and social
change in the long run.
2 EVALUATION DESIGN
2.1 Judgment criteria and evaluation
questions
Rationale
The Leader approach seeks to develop the
links between actions for the development
of the rural community which is the basis of
the acronym which gives the approach to its
name. The Community Strategic Guidelines
for Rural Development 20064 underline that
Leader ‘should play an important role in the
horizontal priority of improving governance
and mobilizing the endogenous development
potential of rural areas’. Governance in
its various forms is therefore a highly
important theme when evaluating the effects
3 A. Melkumyan, H. Maters, Monitor back round conclusion sheet,
2/12/2009.
4 See council decision 2006/144/EC
of an experiment of transfer of Leader
approach because it is strongly linked to its
operational principles5: area-based; bottomup or participatory, partnership oriented,
intersectorial - strategic , decentralized, cooperation and networking.
Governance is a complex process involving
the interaction of multiple stakeholders, often
with different definitions of the challenges
being addressed, working at different
political levels, and therefore a multiplicity
of values and viewpoints become relevant.
In particular in the context of this project,
governance should be approached in two
complementary ways, considering both its
vertical and its horizontal dimensions. The
vertical dimension is related to the interactions
chain who connect the project authority
to final beneficiaries (passing through the
“agency” playing the role of Local Action
Group), it refers to the policy and/or political
domain, based mainly on redistribution,
formalised rules, normative control and an
interconnected, co-operating system of
various level development institutions, and will
be referred to below as multilevel governance.
The horizontal dimension refers mainly to the
interactions between the LAG (or local agency
and partnership) and the different categories
of local stake holders and target groups, it is
related to the local/heuristic domain, based
on networks, endogenous action, and the
integration of development resources in a
local territorial framework, and is recognised
below as local governance. These two
dimensions are closely interconnected and
for a successful, structural development they
should form an integrated system. Whereas,
the main principles (participation, subsidiarity,
democratic decision making, etc.) are very
similar in both domains, the ways in which
they are implemented can be quite different.
- Multilevel governance - is the politicaladministrative co-ordination of LAGs
activity, defining the institutional, regulatory
and procedural environment as external
5 OECD (2006). The new rural paradigm: policies and governance.
OECD Rural Policy Reviews. Paris, OECD Publications. This document propose a widely accepted model of rural development, based
on partnership, programming and local participation, aiming at the
realisation of integrated rural development, in order to achieve a
more efficient use of resources, and a reduction in regional and
social inequalities
.:166:.
circumstances for the operation of the
Leader approach.
Main evaluation criteria and questions
The process adopted to select the specific
evaluation question and their indicators has
been the following one:
- Local governance – in our case, is the coordination or the way of operation at local
level to achieve local development. It can
be defined as a network-like collaboration
(partnership) between three classes of
local actors (public administration, private/
economic sector and civil society) aimed
at: harmonising interests; solving conflicts
and problems; co-ordinating efforts for the
protection of local material and immaterial
potentials and their revalorisation as
resources for socio-economic development.
Typical attributes are participation, local
initiatives and innovation, voluntary
involvement (so actors always have an exitoption), and horizontal modes of interaction
between partners (instead of hierarchical
modes of steering).
Main criteria
1. For each of main components (main
criteria) of governance, multilevel and local,
judgment criteria and general question has
been defined.
2. Taking into account that each general
question includes several aspects, it has
been necessary transforming each one of
them in several relevant simple questions
and, for each one of them, one or more
specific indicators have been selected; in
this way answering all the related simple
questions should give a satisfying answer to
the general question.
Judgment criteria and general questions
(Level of decentralization)
Multi-level
governance
To what extent was the decentralization of resources, functions, tasks and decisional autonomy in the
system appropriate to Leader approach?
(Leader fitness of programme)
How much space was actually left by the project regulative framework and management system for the
adoption of a "genuine" Leader approach?
(Local actors’ capacities & empowerment)
To what extent local agencies capacity building has been improved?
Local governance
(Good governance improvement)
To what extent good governance principles have been adopted by LAGs?
Level of decentralization
Specific questions
Indicators
A) To what extent had the LAGs enough decision-making power
concerning the elaboration of local development strategies?
Rate of decisional autonomy
B) To what extent had the LAGs enough decision-making power
concerning the selection of projects?
““
C) What room had the LAGs for re-designing parts of the local
strategy during the implementation?
““
D) To what extent tasks and functions related to the implementation of
local development strategies were delegated to the LAG level?
Rate of functional autonomy
E) Is the LAGs control system allowing LAGs in exercising functional
and decisional autonomy?
Rate of perceived constraint in exercising
functional and decisional autonomy
.:167:.
Leader fitness
Specific questions
Indicators
F) Is there adequate space for innovation and small projects?
Rate of Leader fitness
G) Is there sufficient space for organizational learning?
Perceived space for empowerment
Local actors’ capacities & empowerment
Specific questions
Indicators
H) To what extent capacities gathered by the LAG (and/or the local
development agency) for local development were increased?
I) To what extent did the LAG contribute to extensions of wider
sustainable networks?
1. Job satisfaction of LAG members
2. Level of satisfaction of beneficiaries with LAG
support
3. Nr of sustainable spin off in the creation of which
LAG had an active role
Good governance
Specific questions
Indicators
L) To what extent were relevant actors of the socio-economic system
of the LAG Area (including minorities) adequately represented in the
partnership and involved in the decision making process?
1. Composition of partnership (pointing out
different levels: partnership altogether,
decision-making body, missing relevant actors,
minorities)
2. Satisfaction with decision making of partners
(including actors leaving the process)
3. Integration of LDP with other initiatives
M) To what extent did strategies and their results meet the needs of
target groups (including minorities)?
1. Perceptions on decision making
1.% of claims
2. Speed of answer
N) To what extent potential and real beneficiaries were served by the
LAG in adequate way?
3. Satisfaction of beneficiaries on the easiness of
contacting the LAG
4. Satisfaction with management procedures of
potential and real beneficiaries (in terms of
responsiveness, fairness, clearness ecc.)
1. Satisfaction with resource management of
different stakeholders (partners, MA)
O) To what extent Local Development Strategies management has
been accountable and transparent?
2. Level of compliance with administrative and
managerial tasks
3.% of unconformities in financial management
.:168:.
2.2 Summary of available knowledge
The main documentation sources and references that will be used are described in the following
table.
Main reference collected documents
N.
Identification
Taciscontract.pdf
1
Grant contract – external
actions of the European
Community – Tacis 2007 14637
Description
Different documents (103 pages):
- Transmission letter
- Grant contract
- Executive Project (with logic and economic-financial plan)
Local Action Plan (28 pages) containing:
- Analysis of the territory (with final SWOT)
- Description of the development agency
2
RDA Complete LAP-eng.zip
Local Action Plan (LAP)
VAYOTS DZOR
- Intervention lines (with selection procedures, implementation modalities, expected
results and so no.)
- Financial Plan
- Attachment: 1 statute Vayots Dzor; 2 map of the territory; 3 report on the organized
meetings about participative planning; 4 charts of the financed projects; 5 General
guidelines for financing and management of micro – projects implemented within the
framework of the project “leader: a regional network for the promotion of integrated
sustainable development in the regions of Ararat and Vayots Dzor”.
Local Action Plan (28 pages) containing:
- Analysis of territory (with final SWOT)
ICU Vedi Complete LAP.zip
3
Local Action Plan (LAP)
ICU Vedi
- Description of the development agency
- Intervention lines (with selection procedures, implementation modalities, expected
results and so no.)
- Financial Plan
Attachment: ICU Vedi Statute; Report dei meeting; Project Fiches; Guidelines; EU
Application Form format; TimeTable.
4
ApprovedAFs (Explorer File
with 5 pdf files)
Application Form of the approved projects.
5
PSC Protocols (Explorer File)
Records of the project surveillance committee.
6
MinutesofMeeting (Explorer
File)
Records of territorial meetings organized by the two agencies.
7
Training needs analysis
International Resident Expert (IRE)
IRE …..doc
International Resident Expert
(IRE) and Project Activity
Progress Report at July 31,
2009
Description of the activity performed on the area from the date of the contract of IRE
14/1/08 to 31/07/09.
9
Interim Report (until 31 st of
August 2009)
Interim Report attached to the request of second instalment. Assogal Toscana
10
Monitoring Reports
Ongoing reports prepared by the official monitor.
8
.:169:.
2.3 Methods, tools and techniques
Selected methods and tools are reported in the following table.
Ev. questions
Tools
Notes
A, B, C, D, E, F, G,
N1, 3, O
•
Evaluation of Leaderability index
•
Euristic analysis on project procedures and management.
Annexe 1 – Template for
Leaderability case study (Q1)
G, H, I, L, M, N2
•
Interview to LAGs partner and staff
Annexe 2 – questionnaire (Q2)
H, M, N3-4,
•
Interview to beneficiaries
(Q2)
I, M, O
•
Interview to project management
Annexe 4 (Q3)
The choice of method and tools has been affected by several operational conditions:
- the lack of baseline situation;
- the shortage of available working days and time;
- the formative scope of the analysis.
2.4 Budget, agenda and work plan
The work plan (main steps) and the budget (working days) are synthesised in the following
table.
Budget
(days)
Working step
1. First phase of heuristic enquiry (including field trip and documents collection)
2. Evaluation design (including tools)
4
1,5
3. Second phase of heuristic enquiry (material analysis and phone dialogs) and tools
distribution
4. Collect and elaboration of data
1
0,5
5. Final report
1
Total
8
.:170:.
3 ANALYSIS OF MULTILEVEL
GOVERNANCE
3.1 Leaderability assessment
The “leaderability” analysis aims to assess
how much space is actually left by a settled
regulative framework (RF), for example in a
Rural Development Program, for the adoption
of a "genuine" Leader approach.
The evaluation of leaderability is done through
a qualitative analysis (case study) conducted
in two phases using a semi-structured
questionnaire as outline to focus each
component:
- in the first phase, the focus is on documents
which form the Regulative Framework and
the questionnaire is used as a checklist.
- in the second phase, the acquired
knowledge is verified and enriched with
additional elements through interviewing
involved actors.
decision making autonomy makes the Lag
becoming a sort of “local implementing
authority” with mostly administrative and
bureaucratic functions and limited strategic
responsibilities;
- Strategic design agency: in certain
circumstances the RF recognizes to the
LAG an important role in designing and
implementing innovative strategies, also
based on the achievement of experimental
initiatives. The LAG is allowed to design ad
hoc actions and to define criteria to select
projects, but it does not receive specific
responsibilities in the implementation phase,
in the sense that the tasks of projects
selection and assessment and payments
claim control remain on the responsibility of
the central system (for example Managing
Authority and Paying Agency).
As it’s shown by the following Leaderability
scoring matrix and picture, the regulative
framework established within the project was
adequate to the transfer of a genuine Leader
approach allowing the two local agencies to
assume full capacity and decision-making
autonomy in the design and implementation of
local development strategies.
The only aspects differing from the complete
method, due to the context conditions,
are related to the lack of cooperation and
networking measures and to the uncertain
rules (this is the way in which they have been
perceived by the technical team of the LAGs)
in terms of expense eligibility.
The main tool, the checklist consists (annex
1) in a list of general evaluation questions,
answered through several evaluation criteria
assessed through specific analytic questions.
The qualitative results of the analysis of
Leaderability are converted into numerical
values through a scoring methodology of the
two main leaderability dimensions: decisionmaking autonomy and functional autonomy.
The combination of the two dimensions
allows to locate the analyzed system on
one of the four sectors of a Cartesian plane
corresponding to the four main models of
leaderability as shown in the picture:
- Leader light: in this quadrant lie the RF
attributing to LAGs a very limited decisionmaking power, and assigning them few tasks
in the system of multilevel governance;
- Leader Leader: on the opposite quadrant are
placed those contexts in which LAG assume
full capacity and decision-making autonomy
in the design and implementation of local
development strategies;
- Implementing agencies: this is an
intermediate situation with strong
decentralization of tasks and functions
being implemented. However, the limited
.:171:.
Leaderability scoring matrix
Decisional autonomy
Phase
Evaluation criteria
P
I
Functional autonomy
Score
Evaluation criteria
Score
1.2 Homogeneity of the
Leader area
0,0
1.1 Critical mass of the Leader area
0,0
2.1 Partnership
composition
0,0
2.3 Administrative and financial
capacities
+1,0
2.3.a Strategic capacities
+0,5
3.1 Strategic design
autonomy
+2,0
4.1 Integration potential
0,0
4.2 Innovation potential
0,0
4.3 Cooperation potential
-0,5
4.4 Networking potential
-0,5
1.1 Autonomy in selecting
projects
+1,0
2.1 RF clarity and completeness
-0,5
1.2 Flexibility in strategic
decisions
+0,0
2.2 Animation and technical support
+0,5
2.3 Preparation and publication of
calls
2.4 Projects assessment and
ranking
Total
+1,0
2.6 Monitoring
+0,5
Total
Position of project RF on Leaderability Cartesian plane
Tasks and
functions
Leader
LEADER
2
1,5
1
0,5
-2
-1,5
-1
0,5
-0,5
1
1,5
-0,5
2
Decisional
autonomy
-1
-1,5
Strategic
design
agency
-2
Leader
light
-2
-1,5
-1
-0,5
0,5
1
1,5
+1,0
2.5 Control of payment claims
+ 2,5
Implementing
agencies
+0,5
2
.:172:.
+ 4,0
integration of the training with the work on the
ground (lack of learning by doing) rather than
to the selected topics.
3.2 Weak points in multilevel governance:
time and administrative circuits
The weakest point of the project multilevel governance system is the “time”
factor. The problems of administrative and
managerial nature have created a contraction
of the overall time available for project
implementation. To this we have to add
the considerable delays in the delivery of
contributions to the local level mainly due to
misunderstandings on eligible expenses and
reporting arrangements.
These are elements that can undermine both
the trust between partners and the credibility
of project management.
Synthesis of training plan for VAYOTS
DZOR (24 days)
The tool prepared to answer most of
the questions of this section (interview
questionnaire for LAGs members and
beneficiaries) has been answered only from
the LAG team of Vayots Dzor. For this reason
the answer of the following paragraph are not
complete and mainly based on the information
collected through the reports analysis and the
dialogues that the evaluator had with several
stake holders during the heuristic phase of the
analysis.
It’s an evidence that a lot of training has been
organized to improve local agencies capacity
building. It has been designed on the base
of the needs of each one of the two agencies
and has obtained a good response in terms
of participation. In general it received a good
feedback from participants, nevertheless the
impression is that it has been appreciated
more in Vayots Dzor than in ICU Vedi while
learning needs were stronger in this last
organization.
Probably the main weak point of training
activities (training plans are synthesized in
the following tables) has been that in some
case they have been perceived as useless
in practice (not usable for operational work).
This was probably due more to the scarce
Basic training on animation and networking according to
LEADER approach (2 days)
2.
Preparation of the Local Action Plan contents and methods
(5 days)
3.
Methods and procedure to prepare, assess and select local
projects (5-10 days)
4.
Project Cycle Management (5 days)
5.
Found raising (2 days)
Synthesis of training plan for ICU VEDI
(46 days)
4 ANALYSIS OF LOCAL
GOVERNANCE
4.1 Improvement of local actors’ capacities
and empowerment
1.
1.
Basic training on LEADER approach (3 days)
2.
Support for LAG start up (10-15 days)
3.
Local needs analysis and animation of thematic working
groups (5 days)
4.
Preparation of Local Action Plan (5 days)
5.
Methods and procedure to prepare, assess and select local
projects (5-10 days)
6.
Project Cycle Management (5 days)
7.
Found raising (3 days)
Another aspect concerns the contents:
while much space was given to design
methodologies and to the Leader approach
features, it looks that the training program did
not devote enough space to the administrative
aspects (as for example expenses eligibility
and accounting) that then resulted to be a very
crucial point.
It looks that the design of training activities
could not take into account enough
needs arising ongoing the experience of
implementation (this may also be another
effect of the time shortage).
The courses started late and were partially
run directly by the IRE (international resident
expert) because of the unstable socio-political
situation and the “State of Emergency”
declared by the Armenian Government on
February 19 2008, which have hindered the
arrival of the first international experts.
At the same time all interviewed members
of the technical teams of the two agencies
declared that they have learnt a lot both from
the training and, above all, from practicing in
the work experience.
Both the agencies declared to feel stronger in
playing their role after this experience.
.:173:.
In any case it was too early to detect
secondary effects of the empowerment action
as, for example, the rise of new wider local
sustainable networks.
4.2 Improvement of good governance
The evaluation of governance is politically
sensitive and difficult to grasp. Reasons for
this are manifold. First, the fundamental basis
for governance is defined by factors such
as political, institutional culture, democratic
traditions, the strength of civil society or
the availability of active participation and of
volunteer work. These factors can (and do)
vary greatly between countries, regions,
and, sometimes, even between neighboring
localities. Thus, governance structures, built
on this colorful basis to provide a framework
for policy implementation (amongst other
functions), are variegated too. Still, they
can reach similar results on rather different
ways while implementing rural development
policies. So the possibilities to improve
governance on local level are not due only to
the ability and capacity of the LAG to apply
bottom-up development philosophy, to act as
a reflexive agent, to translate between local
and central level, to co-operate, to collaborate
and to sustain its activities and autonomy for
the long run. They are also defined by other
categories of factors as:
• the circumstances and the habits of the
national multilevel governance system;
• the local governance contest in which the
project has been positioned: the institutional
environment, the strength of civil society,
the local culture of volunteer work, the local
culture of co-operation, harmonisation of
interests, making of decisions etc and the
density and quality of institutions and actors
in rural development, other than the LAG.
The lack of both an “ex ante” starting point
analysis and a adequate number of answers
to the specific questions of the distributed
questionnaire make it difficult to detect direct
effects of the project, so the following brief
analysis is mainly based on project outputs.
1. Local partnership composition
The analysis of partnership composition
aims to evaluate the ability to obtain that the
regional institutional, social and economic
reference system, in its various components
is actually represented in the partnership.
This implies a process of facilitation of
relations between the partners to build up an
atmosphere of trust. This primarily means to
achieve an adequate quality of participation,
that is a virtuous process of organizational
learning where the partnership becomes
a coalition capable of making continuous
innovations to improve and add value to
shared strategies.
As it’s shown in the following tables, the
formal composition, both at the level of whole
partnership and at level of decision making
body, was strongly unbalanced on public
sector in Icu Vedi. At the same time it has to
be underlined that while in this case the board
members were the majors themselves, giving
in this way a strong political and institutional
recognition to the organization, in the case of
Vaiots Dzor, were board members are mainly
representatives of collective actors, the local
identity of the organization is less clear.
Composition of partnership and decision
making bodies in the two LAG
Composition of the organization
VAYOTS
DZOR
ICU VEDI
% of Public partners
50%
100%
% of representatives of economic actors
48%
0%
2%
0%
% of representatives of civil society
Composition of the board
VAYOTS
DZOR
ICU VEDI
% of Public partners
20%
100%
% of representatives of economic actors
40%
0%
% of representatives of civil society
40%
0%
Integration of LDP with other cooperation
initiatives.
2. Ability to detect and meet target groups
needs
In this case the analysis is focused on the
ability to dialogue with local actors, through
a work defined by Barca (2003) “knowledge
pooling”6 .. It is a capital of “local networking”
6 Cfr. Barca F., “Cooperation and Knowledge-pooling in Clusters:
Designing Territorial Competitiveness Policies”, in Cooperation, Networks and Institutions in Regional Innovation Systems, D. fornahl
and T. Brenner eds., Edward Elgar Publishing, 2003
.:174:.
made of experience, credibility, relationships
and also “sharing infrastructures.” It is a
network of communication channels that
facilitate the identification and the sharing of
distinctive knowledge, making easier, in this
way, the work of listening and interpreting
needs, of detecting local potential of building
shared visions and mobilizing energies
towards the achievement of the identified
goals.
The target group and direct beneficiaries of
the project are: the Local partners, RDA of
Vayots Dzor and ICU Vedi Ararat; the local
authorities (Marzes and the communities
of the two Regions, 31 in Ararat and 44 in
Vayots Dzor); the local SMEs and economic
organisations involved (expected to be
involved over 500 organisations, companies
and other relevant stakeholders in the
regions).
According to the opinion of several stake
holders (beneficiaries, LAGs working teams,
and project management), decision making
process in phase of Local Action Plan
design has been characterized by a strong
participatory approach. Evidences on outputs
partially confirm this point of view showing a
good rate of participation (taking into account
the dimension of the local plan areas the
number of invited people per meeting is not
very high).
Participatory needs detection
activities
Nr. of meetings
Invites
VAYOTS
DZOR
ICU VEDI
5
6
158
136
Participants (total)
98
65
Participants (average per meeting)
20
11
62%
48%
Participation rate
In addition to the upon mentioned official
public meetings, a number of other informal
meetings with representatives from both
the business community, environmental
organizations and cooperation NGO in the
regions of Ararat and Vayots Dzor were then
carried out.
3. Responsiveness to beneficiaries
Good governance requires that institutions
and processes try to serve all stakeholders
within a reasonable timeframe. This is mainly
connected to the way in which interactions
with potential and (then) real beneficiaries are
managed.
Indeed all interviewed beneficiaries declared
to be extremely satisfied by the way in
which the agencies supported them. In
effects the agencies structures assumed on
themselves, with the support of the project
management, all the bureaucratic weight of
the administrative and financial circuit. So
beneficiaries suffered for delays in payments
but were not frustrated by the difficulty
to understand bureaucratic circuits and
processes. This choice has been probably
determinant for the success of the project.
Furthermore, in general, respecting one of the
most important features of Leader approach
the interaction between agencies teams and
beneficiaries has been always very close.
4. Accountability and transparency
In general an organization or an institution
is accountable to those who will be affected
by its decisions or actions. Accountability
cannot be enforced without transparency
and the rules of law. This is how the LAG
management is accountable to the reference
stake holders (local public and private actors,
external partners, Managing Autority ecc.).
Transparency means that decisions taken and
their enforcement are done in a manner that
follows rules and regulations. It also means
that information is freely available and directly
accessible to those who will be affected by
such decisions and their enforcement. It also
means that enough information is provided
and that it is provided in easily understandable
forms and media. This is clearly referred to
the way in which decisions are we could say
eligible and accessible.
Taking account of starting conditions, it’s clear
that in general a big effort has been made by
project partners to improve the accountability
of local organizations in the implementation
of local action plans and, in particular, in the
adoption:
- of basic accounting methods;
- of procedures to ensure consistency and
traceability of expenses;
- of appropriate modalities of public
procurement.
A constant focus was given, both locally (at
IRE level) and on the STEs and Assogal’s
.:175:.
side before the Auditor in Italy, to ensure a
permanent tutoring to match the Armenian
habits, customary law, administrative and
commercial rules with European standards
(e.g. suppliers’ selection criteria, unavailability
of credit for all the commercial phases, even
for individual suppliers).
So if from one side agencies officials felt the
lack of specific training in these areas, on the
other side the learning process happened
in local agencies to adopt accountable
behaviours can probably be considered as
one of the most relevant added values of the
project.
5 CONCLUSIONS
5.1 Conclusions on multilevel governance
In general, evidences show that the
management system of the project allowed
the Local Action Groups an adequate level of
decentralization and in particular:
• they had enough decision-making power
concerning both the elaboration of local
development strategies and the selection of
projects;
• they had the opportunity to redesign local
strategies on the base of new needs;
• all the most important tasks and function
related to the implementation of local
development strategies has been delegated
to local levels and they have been supported
in performing these tasks and functions.
About the last statement it appears as
an evidence that the process of tutoring
local agencies in performing design and
implementation specific tasks resulted indeed
to be one of the most effective training
activities of the project.
5.2 Conclusions on local governance
Project results determined the improvement
of local governance and in particular they
affected in a positive way all its main
components:
• Capacity building improved in both of the
local groups. The project had a concrete
empowerment effect on people involved in
the two local development agencies. All the
mentioned components of good governance
have been tackled in training sessions and all
of them have been practiced on the ground.
All of them and above all the achievement
of upgrade levels of institutional and
administrative capacity imply skills that will help
much the local agencies both in playing their
role of local intermediate subject in further EU
development policies delivery systems and in
creating stronger and wider local networks.
Nevertheless in the time in which this small
evaluation has been made it was too early to
detect concrete effects of this kind.
• A concrete experience of local development
policy has been realized through involvement
relevant actors of the socio-economic system
of the two regions in the partnership and in
the decision making process. The way in
which bottom up and partnership approach
have been adopted in this experience arise
some doubt on their full effectiveness,
probably new experiences are needed to
find the best way for a good application of
these important operational principles of the
Leader method in this specific institutional
and societal context.
• The action plans strategies have been
designed to meet the target groups needs.
This specific issue is also dealt in the reports
of the official monitor, evidences confirm
that in the design of action strategies socioeconomic information collection and analysis
were combined with participative sessions
aiming to assess target groups needs. While
during the heuristic phase of the evaluative
analysis it was possible to assess the utility
of some of the investments in ICU VEDI it
was too early to do the same with those of
Vaiots Zor characterized by a more systemic
and mid-term objective (tourism development
of the region).
• The approach in project management
was clearly responsive toward project
beneficiaries. It’s probably this very close
style of interaction that saved the project
in the most difficult moments (delays due
to financial and administrative problems)
preserving the “link of trust” among most of
the actors involved.
• Accountability has been performed with a
strong demonstrative value.
.:176:.
for regular adjustment (ongoing) of needs
analysis and planning of training actions;
- involve IRE in the design and evaluation
of training, he should assume the role of
responsible of training actions;
- provide since the beginning a specific
action line (including training and
tutoring) devoted to the adoption of
eligible management methods and
practices of accountability.
5.3 Recommendations
Taking into account that the overall
objective of the project was to transfer in
the target regions the Leader approach,
recommendations are reported following the
7 features of Leader: Area based, Integration,
Partnership, Bottom up, Financial and
administrative decentralization, Networking
and cooperation, Innovation.
1. Area based approach
1.1 When the leader approach must be
tested for the first time and with small
budgets may be more effective to select
small intervention areas (20.000/30.000
inhabitants) where, from one side is easier
to reach local actors and from the other is
more clear to them the identification of the
area as a territorial system.
2. Integration
2.1 Considering the small budget and multisectoral approach adopted it is appropriate
to try to get concrete integration with other
development projects active in the same
areas, particularly those managed by other
international donors.
3. Partnership
3.1 Improve the involvement of local economic
actors and civil society in the partnership.
If, for reasons due to contextual factors is
not possible to achieve a proper balance
between the three main components
(public administrations, economic actors
and civil society) in the composition of
the local partnership it is necessary to
arrange tailor-made partnership systems.
These have to be focused more on the
organization of effective participatory
decision making mechanisms rather than
on formal/legal aspects of partnership
composition. This can be obtained for
example instituting steering committees
with formalized decisional autonomy.
3.2 Training of the Local Action Groups staffs
is a crucial factor, some steps can help to
make it effective:
- focus on training systems based on
principles of learning by doing;
- use flexible methods of design that allow
4. Bottom up
4.1 In the local analysis may be useful to
combine public meetings with other
participative methods such as face to face
interviews or meetings with small groups.
5. Financial and administrative
decentralization
5.1 The whole system of administrative
decentralization is based on one hand on
giving the responsibility to local agencies
and the other hand on the adoption of
methods and practices that are very
distant from the local habits. Thus, it needs
an organization (delivery system) designed
and transferred from the beginning and
accompanied step by step.
5.2 This system must take into account of
special local conditions (such as the
inability to obtain bank guarantees in
respect of advance paid).
5.3 In the selection of local projects
appropriate methods must adopted to
mitigate the pressures coming from
public institutions representatives (such
as explicit selection criteria and use of
external members in the assessment
commissions)
6. Networking and cooperation
6.1 To fully exploit the empowerment
opportunities offered by cooperation
and participation to the Leader network
it would be useful to include a small
specific budget aimed at cooperation with
European Lags
.:177:.
7. Innovation
7.1 As in all cases where the Leader approach
is tested for the first time the main
innovation is the approach itself, in order
to optimize the methodology transfer and
to obtain organizational learning effects
in both local agencies and other involved
territorial actors, it is advisable to plan
.:178:.
since the beginning self-assessment
activities. These have be managed directly
by local agencies and implemented
through the adoption of participatory
methods that directly involve beneficiaries
and other local governance reference
stakeholders.
Annex 1 – Template for Leaderability case studies
Questions and criteria on the adoption of Leader approach in the LDS design
Evaluation questions
Analysis
criteria
1.1 Critical
mass
1) Is the definition of
the territories is
adequate?
1.2
Homogeneity
of the Leader
area
2.1 Partnership
composition
2) Do the rules about
partnership allow
the establishment of
partnership meeting
the features required
by the Regulations?
3) To what extent have
the LAGs enough
decision-making
power concerning
the elaboration of
local development
strategies?
Checklist (assessment questions)
a) Does the RF avoids the creation of too small territories?
b) Does the RF leave room to "adjust" the composition of
the territory according to specific needs detected by the
local partnerships??
c) To what extent and why have Leader areas been
changed respect to the previous edition?
d) Are these changes likely to "disrupt" capacities and social
capital accumulated in previous edition?
e) Does the RF allow a suitable composition of the
partnership in terms of relevant components (especially
local administrations and civil society representatives
such as farmers, rural women, young people and their
associations)?
f) Does the RF allow the adoption of rules finalized to keep
the partnership “open” and to avoid power concentration?
2.2 Decisional
level
g) Does the RF ensure that socio economic partners hold at
least 50% of the shares at decisional level?
2.3
Administrative,
financial and
strategic
capacities
h) Does the RF allow the LAG having an adequate staff
(both in quantitative and qualitative terms)?
i) Does the RF allow the adoption of adequate LAG
management procedures?
j) To what extent are LAGs enabled, in terms of resources
and available time, to develop specific strategies for local
development?
3.1 Strategic
design
autonomy
k) Does the RF allow the use of typical Leader measures/
actions of open type (this means that it is possible to
design intervention typologies) in order to meet territorial
specific needs?
l) Do Axis 4 measures and actions offer a sufficiently broad
range of intervention typologies?
m) Are the LAGs allowed to decide selection criteria for
projects?
4) Does the RF allow
the design of
local development
strategies fitting the
Leader approach?
(Leader fitness)
4.1 Integration
potential
n) To what extent have the Local Development Strategies
the possibility to integrate projects, actors and other
development policies in action?
4.2 Innovation
potential
o) Does the RF leave enough room to select and implement
experimental initiatives?
4.3
Cooperation
potential
p) Are time and eligible intervention typologies usable for
cooperation projects adequate?
4.4 Networking
potential
q) Are informal and formal networking costs of LAGs
eligible?
.:179:.
Questions and criteria on the adoption of Leader approach in the LDS implementation
phase
Evaluation
questions
1) To what extent
have the LAGs
enough decisionmaking power
concerning the
implementation of
local development
strategies?
Analysis criteria
Checklist (assessment questions)
1.1 Autonomy
in selecting
projects
a) To what extent can the LAGs decide on selection
criteria for projects and beneficiaries of different
measures?
1.2 Flexibility
in strategic
decisions
b) What room have the LAGs for promoting new
projects or re-designing small parts of the local
strategy during the implementation?
2.1 RF clarity and
completeness
c) Has the RF on financial circuits and control
procedures been defined with good detail and on
time?
Decentralization degree of the following functions:
2) To what extent
are LAGs actually
invested with
responsibility for the
implementation of
local development
strategies?
2.2 Animation
and technical
support to
potential
beneficiaries
d) Just verify that they are allowed to do it
2.3 Preparation
e) Are preparation and publication of calls devolved
and publication
to LAGs?
of calls
2.4 Projects
assessment
and ranking
f) To what extent are LAGs involved in projects
assessment and ranking?
2.5 Control of
payment
claims
g) To what extent are LAGs involved in controlling
payment claims?
2.6 Monitoring
h) To what extent are LAGs involved in projects
monitoring?
.:180:.
Aspects related to decisional autonomy
Phase
Evaluation criteria
Min
Max
Scoring system
1.2 Homogeneity of the Leader
area
-0,5
-0,0
It subtracts points when not
justified important changes have
been imposed
2.1 Partnership composition
-0,5
-0,0
It subtracts points when the rules
are too binding
2.3.a Strategic capacities
+0,0
+0,5
Gives points if clearly encouraged
3.1 Strategic design autonomy
+0,0
+2,0
Assigns points according to the
given room for autonomous design
4.1 Integration potential
-0,5
-0,0
It subtracts points when connecting
measures and typologies of
operations is not allowed
4.2 Innovation potential
-0,5
+0,5
It subtracts points if clearly
precluded and gives points if
clearly encouraged
4.3 Cooperation potential
-0,5
-0,0
It subtracts points only when is
strongly limited
4.4 Networking potential
-0,5
-0,0
It subtract points only if it’s clearly
not adequately supported
P
1.1 Autonomy in selecting
projects
+0,0
+1,0
Assigns points according to the
given room for autonomous
selection
1.2 Flexibility in strategic
decisions
+0,0
+0,5
Assigns points on the base of the
given flexibility
I
.:181:.
Aspects related to functional autonomy
Phase
P
I
Evaluation criteria
Min
Max
Scoring system
1.1 Critical mass of the Leader area
-0,5
-0,0
It subtract points when too small
2.3 Administrative and financial
capacities
+0,0
+1,0
Gives points if clearly encouraged
2.1 RF clarity and completeness
-0,5
-0,0
Subtract points if not present
2.2 Animation and technical support
to potential beneficiaries
+0,0
+0,5
Assigns points if clearly incouraged
2.3 Preparation and publication of calls
2.4 Projects assessment and
ranking
2.5 Control of payment claims
+0,0
+0,5
Assigns points for this
+0,0
+1,0
Assigns points for this
+0,0
+1,0
Assigns points for this
2.6 Monitoring
+0,0
+0,5
Assigns points for this
Annex 2 – Questionnaire for people involved in project implementation
SELF-CATEGORISATION OF RESPONDENTS
Your activity (themes)
Your identity (as local actor)
O
Agriculture,
O Forestry
O
Administration
O
Fishery
O Energy
O
Politicians
O
Handicraft
O Tourism
O
Mayor
O
Scientific
O
Culture
O Nature-conservation O
Institution
O
Church
O
Mobility
O Education
O
Economy
O
Civil society
O
Social/society
O Policy
O
SME
O
Farmer
O
Culture
O Local authorities
O
LAG (team)
O
Regional (local) development
O
private person
- Hours per month working
for LAG (average)
Relation with the project
O
Member of the project management
O
Member of the LAG team
O
Member of the LAG partnership (partner)
O
Member of the LAG board
O
Beneficiary
- Age
- Gender
.:182:.
ANALYSIS OF PROJECT IMPLEMENTATION
1 Development strategy
- How do you consider the local development
strategy from a qualitative point of view, in
relation to the following aspects?:
• Response to the specific territory needs
• Possibility of participation of potentially
interested people
Level of Satisfaction
(low high)
OOOOOO
OOOOOO
Too
Rather Adequate Rather
Much too much
too little
- How do you consider the interests of the
different categories of local actors in the
framework of the approved strategy?
• Families
• Elderly people
• Young people
• Women
…. And for which different sectors?
• Agriculture
• Tourism
• Environmental protection
• Craftsmanship and small enterprises
• Territory administration
Too
little
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
more:
- Which kinds of themes or categories should
have been more or less considered?
less:
Briefly explain your opinions
Work in LAG (participation, information, involved actors)
Level of Satisfaction
- Do you think all the local actors have been
involved?
(low high)
OOOOOO
List
- What other actors should have been involved,
according to you?
.:183:.
- How satisfied are you as renard to the
following elements?
• Availability of information
• Management of the decision-making
processes?
• Taken decisions
• Working atmosphere
• How to face problems
Level of Satisfaction
(low high)
OOOOOO
OOOOOO
OOOOOO
OOOOOO
OOOOOO
Local projects (level of satisfaction as regard to the selected projects and to the decisionmaking processes)
- What is your satisfaction with these aspects
related to the collect and the selection of local
projects:
• Information of potential beneficiaries
• Help/support in preparing applications
• Selection criteria
• Project analysis
Level of Satisfaction
(low high)
OOOOOO
OOOOOO
OOOOOO
OOOOOO
- Which kind of problems did create difficulties
for the implementation of local projects
• Administrative ones
• Financial ones
• bureaucratic
• lack of information
Difficulty
(low high)
OOOOOO
OOOOOO
OOOOOO
OOOOOO
- Please give some comment to the answers
LAG Management
- What is your satisfaction with these aspects:
•
•
•
•
Accessibility
technical support (for projects)
networking
public relation
Level of Satisfaction
(low high)
OOOOOO
OOOOOO
OOOOOO
OOOOOO
- Please give some comment to the answers
.:184:.
Estimations about the impacts of LEADER
- What is your appreciation of these effects:
• Improving of understanding views from other
groups
• Better conflict solving
• Improvement of cooperation between
different groups
• Cooperation beyond administrative borders
• Recognition in public
- What is your appreciation about changes from
start to now in the relationships to different
groups:
• Administrations
• Business
• Civil society
• Politicians
Level (low-high):
OOOOOO
OOOOOO
OOOOOO
OOOOOO
OOOOOO
Start period
OOOOOO
OOOOOO
OOOOOO
OOOOOO
Now
OOOOOO
OOOOOO
OOOOOO
OOOOOO
- Please give some comment to the answers
Summary (overall satisfaction, advantages/disadvantages of LEADER-approach)
- General impressions:
• general satisfaction with LEADER-process
• feeling of connection to your region
• readiness for further engagement
Level (low-high):
OOOOOO
OOOOOO
OOOOOO
Advantages:
- What are the advantages/disadvantages of
the LEADER-approach (in comparison to other Disadvantages:
support schemes)?
- What are your proposals for changes in the
features of a next project based on LEADER
approach?
Explain
The monitoring and evaluation report
has been elaborated by Mr. Carlo Ricci
.:185:.
MONITORING AND EVALUATION: THE LEADERABILITY ASSESSMENT
Yeghegnadzor – Meeting with local authorities to present local micro project results
Vedi – Meeting with ICU Vedi local staff
.:187:.
MONITORING AND EVALUATION: THE LEADERABILITY ASSESSMENT
Yerevan – Meeting at ECD Delegation with RDA Vayots Dzor
Yerevan - Meeting at ECD Delegation with RDA Vayots Dzor
.:188:.
MONITORING AND EVALUATION: THE LEADERABILITY ASSESSMENT
Yeghegnadzor - RDA local staff and Assogal delegation in front of the “Tourism Developmenent and Training Centre”
Yegegnadzor – RDA local staff and Assogal delegation in front of the “Tourism Developmenent and Training Centre”
.:189:.
MONITORING AND EVALUATION: THE LEADERABILITY ASSESSMENT
Yerevan – Meeting at Italian Embassy with H.E. The Ambassador Mr. Bruno Scapini and his staff
.:190:.
Conclusions
Special consideration should be given to the
fact that the REDAM II Project lasted over
a relatively short time: 24 months with an
extension of a further 4 months. In this very
short time, the results achieved are amazing
and they show a great economic and social
value.
It is essential to consider that the Project
realised two (2) building structures: one of
them is a pretty big building in the old town
centre of Yeghegnadzor, the regional capital of
Vayots Dzor and the other one it is located in
the Ararat region.
Furthermore, it is also important to underline
that for each project machinery and equipment
have been purchased in accordance with
the rules of transparency dictated by the
European Union. These machinery and
equipment were necessary to complete
projects of particular significance in the target
areas.
The implementation of European rules and
procedures required a significant effort both
from the organizational and cultural point of
view. It is essential to stress that it is difficult
to transfer methodologies and rules especially
when activities are carried out in marginal
areas presenting rural economy, and where
it is more difficult to implement services for
the community. Moreover, these services
should be financially supported by the Public
Administration system.
There are two main considerations arising
from this Project:
The first consideration is about the need for
more time so as to acquire appropriate tools
and approach methodologies for the economic
processes self-determination, especially in
small and medium scale. It is evident the need
for more times related to the importance of the
local projects development.
The second consideration is that at the
regional level it lacks a strategic territorial
planning system particularly at the central
government level.
The knowledge and relationships heritage
gained laid a solid basis to build a system of
good cooperation, so as a prelude to further
planning.
.:191:.
Contacts
Project Leader
Armenian LAGs
ASSOGAL
TOSCANA
ASSOGAL Toscana - Associazione dei GAL Toscani
Tuscany LAGs Association
Main Office:
Via Grossetana, 43/p
58036 Sticciano Scalo (GR)
tel 0039 0564 405252
fax 0039 0564 405460
www.assogaltoscana.it
[email protected]
[email protected]
Assogal Toscana members:
Gal Consorzio Appennino Aretino s.c.r.l.
Viale Dante 74/Q
52010 Capolona (AR)
Tel e Fax +39 0575 48267
www.galaretino.it - [email protected]
Gal Etruria s.c.r.l.
Via XXV Aprile 7, Loc. La Pila
57034 Campo nell’Elba (LI)
Tel e Fax +39 0565 979114
www.galetruria.it - [email protected]
Gal Siena s.c.r.l.
Via F. Hamman 98
53021 Abbadia S. Salvatore (SI)
Tel +39 0577 775067 Fax +39 0577 773971
www.leadersiena.it - [email protected]
Gal Garfagnana Ambiente e Sviluppo s.c.r.l.
Via Vittorio Emanuele 9
55032 Castelnuovo di Garfagnana (LU)
Tel +39 0583 644449 Fax +39 0583 644474
www.galgarfagnana.com - [email protected]
Gal Start s.r.l.
Via A. Moro 2
50032 Borgo San Lorenzo (FI)
Tel +39 055 8496100 Fax +39 055 8496753
www.gal-start.it - [email protected]
Gal Sviluppo Lunigiana s.coop.r.l.
Via Baracchini 80
54028 Villafranca in Lunigiana (MS)
Tel +39 0187 494675 Fax +39 0187 495227
www.gal-lunigiana.it - [email protected]
Gal F.A.R. Maremma S.c.a.r.l.
Via Grossetana, 43/p
58036 Sticciano Scalo (GR)
tel +39 0564 405252 - fax +39 0564 405460
www.farmaremma.it - [email protected]
LAG Regional Development Agency Vayots Dzor
Shahumyan 11
Yeghegnadzor - Vayots Dzor Region
Republic of Armenia
Tel. 00374 281 24007 Fax 00374 281 24011
[email protected]
LAG Vedi Inter Community Union
Tumanyan 5
Vedi - Ararat Region - Republic of Armenia
Tel. 00374 234 21960 Fax 00374 234 23332
[email protected]