1 / 41

INCLUSIVE RURAL PLANNING

INCLUSIVE RURAL PLANNING. Ginka Kapitanova , Expert on Institutional development October , 2016. Why planning at rural level is needed?. The President’ s 100 Reform Steps: 97 - Empowering citizens to participate in the decision-making process through development of local governance.

bcadorette
Download Presentation

INCLUSIVE RURAL PLANNING

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. INCLUSIVE RURAL PLANNING GinkaKapitanova, Expert on Institutional development October, 2016

  2. Why planning at rural level is needed? The President’ s 100 Reform Steps: 97 - Empowering citizens to participate in the decision-making process through development of local governance. 98 - Independent budgets for local government will be introduced in rural areas, auyls, villages, and towns. Mechanisms will be put in place to allow citizens to participate in discussing the best way to spend the budget. 99 - Strengthening the role of public councils under state agencies and Akims. They will discuss the implementation of strategic plans and regional development programs, as well as budgets, reports, achieving stated objectives, draft legal acts concerning rights and freedoms of citizens and draft program documents. 2 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  3. Why planning at rural level is needed? Independent budgets to be introduced in 2018 Involving citizens in the decision-making process on budget expenditures (especially the capital investment part) Budget planning needs to be done in line with the priority areas for development of the auls/ okrugs Increased citizens’ expectations – need to base financial decisions on agreed plan for development Limited resources – used on broadly discussed and identified priorities 3 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  4. Why planning at rural level is needed? Involvement of all interested stakeholders Public sector stakeholders - ensure the synergy with other levels of planning and the support of other levels of government and public institutions Private sector stakeholders – contribute to business development and agriculture development. Government creates better environment for business, while businesses create jobs. Civil society stakeholders – contribute to addressing the needs of vulnerable groups and provide specific expertise and knowledge. They can attract additional funds. 4 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  5. Why planning at rural level is needed? Mobilization of all possible financial resources 5 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  6. Inclusive rural planning Process for elaboration of integrated development plan at aul/okrug level led by the Akim and his team with the participation of all interested stakeholders and representatives of citizens’ groups Consistent with the planning processes at rayon, oblast and national level Focused on the specifics of the aul/okrug and the needs of deferent professional and social groups Based on the development opportunities and the interventions planned at upper levels of planning Consulted with local community 6 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  7. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  8. Existing methodology for planning at rural level Methodological recommendations for development of Integrated Development Plan (IDP) for Pivotal villages and rayon centers, MNE (2012) The structure of the plan is the following: Introduction Analyses of the situation of current development Actions for the development of the pivotal village: Economic development (including agriculture) Development of social and engineering infrastructure Development of transport accessibility to markets and supply Establishment and development of centres for provision of state services and commercial services creation 8 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  9. LEADER approach in EU countries The acronym LEADER comes from the French for “links between economic activities in rural areas”. Partnerships were seen as catalysts which would exploit all the possible local multipliers between sectors such as agriculture, food, crafts, rural tourism, local services and the environment. The LEADER Approach comprises seven elements: the local public/private partnership; area based local development strategies; bottom up elaboration and implementation of strategies; integrated and multi-sectoral actions; innovation, networking and cooperation. 9 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  10. Inclusive rural planning structures Planning Committee – plan the process of development, implementation, monitoring and update of the integrated development plan Thematic Working Groups – participate in all phases of the planning process Economy and agriculture Social infrastructure and social services Engineering infrastructure and maintenance, transport, connectivity, ecology and state services 10 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  11. Process of Planning Meeting of Local Community Planning Committee Integrated Plan Consultation Working Group 3 Working Group 1 Working Group 2 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  12. Planning Committee It is recommended the Planning committee to be consisted of seven (7) members: Akim of the aul/okrug Deputy Akim/Senior Expert Representative of the rayon Akimat Representative of the Meeting of Local Community One representative per Thematic Working Group (3 in total) 12 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  13. Stakeholders 13 • Stakeholders are the people who will benefit from the development activity or whose interests may be affected by that activity • A stakeholder analysis can help identify: • Potential risks, conflicts and constraints that could affect the plan, projects or activities being planned; • Opportunities and partnerships that could be explored and developed; • Vulnerable or marginalized groups that are normally left out of planning processes. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  14. Stakeholder analysis 14 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  15. Examples of stakeholders 15 Private Sector Stakeholders: • Companies and businesses • Businesses Associations • Professional Bodies • Individual Business Leader • Financial Institutions Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  16. Examples of stakeholders 16 Public Sector Stakeholders: • Representatives of central government • Departments and Civil Servants of oblas/rayon Akimat • Elected Representatives - oblas/rayon Maslihats • Political Parties (local representatives) • Local Governments (rural Akim and his team) • Police • Educational institutions • Healthcare and social welfare institutions • Cultural and sport institutions • Representatives of state utilities companies Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  17. Examples of stakeholders 17 Civil Society Stakeholders: • Media • Religious leaders • Trade Unions • Local/National NGOs active in the area • International NGOs active in the area • Social Movements and Advocacy Groups active in the area • Vulnerable groups (youth, women, disabled, etc) Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  18. Example of a structure of Economy and Agriculture Working Group: Akim of the okrug Respective expert within the Akimat of the okrug Representative of the Economy and Budget Planning Department of the respective rayon Representative of the Chamber of Enterpreneers 2-3 active farmers 1-2 individuals interested to start a family farm 3-4 representatives of local companies/local business 1-2 individuals interested to start their own business Representative of women and/or youth organization Representative of the Meeting of local community 18 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  19. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  20. Situation analysis It will give us good understanding of the current situation and the factors for development. It needs to answer the following questions: • Where we are? • What is the potential and possibilities for development? • What are the problems and why (reasons)? • What resources of development can we use? Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  21. Focus of the Analysis • Location • Natural environment and cultural heritage • People (human resources) and quality of life, labour market • Economy - level of development, structure, trends • Technical infrastructure and maintenance • Social infrastructure and Services • Transport and connectivity • Actors of development and resources for development Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  22. Data collection process – experience from pilot auls/okrugs Existing passport of the respective auls/okrugs Available data from the aul/okrug Akimat Available data from the rayon Akimat Available data from the oblast Akimat Interviews with the Akim and his staff Feedback from citizens Focus group discussion – thematic working groups Individual opinions/experiences of the members of the working groups Existing previous plans of the aul/okrug Existing rayon and oblast Territorial Development Plans Publications about the aul/okrug or/and the respective rayon 22 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  23. SWOT Analysis SWOT analysis (alternatively SWOT matrix) is an initialism for Strengths, Weaknesses, Opportunities, and Threats SWOT Analysis is a useful technique for understanding the Strengths and Weaknesses for the development of the territory, and for identifying both the Opportunities open to the area and the Threats it faces. 23 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  24. How to use the SWOT analysis SWOT analysis is not an end in itself - should be used to formulate the strategic part of the plan How to use SWOT analysis? Full utilization of the strengths Elimination of weaknesses Seizing of opportunities Mitigation of threats 24 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  25. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  26. VISION Statement Your vision is your dream. It's what you believe are the ideal conditions for your community; that is, how things would look if the issues important to you were completely, perfectly addressed. There are certain characteristics that most vision statements have in common. In general, vision statements should be: • Understood and shared by members of the community • Broad enough to include a diverse variety of local perspectives • Inspiring and uplifting to everyone involved in your planning effort Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  27. Strategic part of the integrated development plan Vison for development Strategic objectives (3 to 4) – based on situational analysis and SWOT analysis Priority areas for each strategic objective 27 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  28. Strategic part of the integrated development plan For example a strategic objective related to improvement of social infrastructure and services may have several priority areas related to: Education Healthcare Culture and sport Social services Unemployment Disabled people Vulnerable groups (youth, women, senior people) 28 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  29. Структура интегрированного плана развития Ситуационные анализы & SWOT Видение – для будущего развития сельских округов /аулов Стратегические цели & Соответствующие приоритетные направления (макс 3-4) План мероприятий = Проектные идеи, проекты, процессы развития Сельский округ развит в соответствии с потребностями граждан и идеями по изменению Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  30. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  31. Action plan (Plan of activities) • The action plan is the basis for implementation of the strategy; • In practical terms, the action plan is the most important part of the strategic plan; • The action plan is structured information that enables to plan, execute and monitor all actions and steps that need to be taken to achieve the objectives. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  32. The Action Plan contains • Actions; • Period/timeframe (the period for implementation of activities); • Costs (provisional); • Existing/provided and sought/uninsured at the time funding, including by sources of funding; • Responsibilities for implementation (including who is responsible and who is involved); • Performance indicators (for results); • Number of jobs opened (required by the existing methodology) • Level of priority (optional). Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  33. Sources of funding • Different state programs • The oblast budget • The rayon budget • The own sources of the rural Akimat • Private investments and grant/loan schemes • NGO resources • Individual donations • Fundraising campaigns • In kind contributions Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  34. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  35. Types of indicators for monitoring and evaluation • Product- what is created directly by the action, project, group of activities • Result - benefit to the target group as a result of the product delivery • Impact - long-term consequence for the target group and long-term wider effect for the whole community • Process indicators - deadlines for implementation of activities, level of implementation of activities • Financial indicators - absorption of funds for the planned activities Recommendation for integrated plans: focus on product, process and financial indicators Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  36. Process of monitoring of the plan • The Planning Committee has the responsibility for monitoring of the plan • The plan could be monitored each 6 months or once per year depending on the amount of allocated resources and implemented activities • The monitoring report is discussed at the Meeting of local community and if needed a decision is taken for adjustment of the plan • The Meeting of local community can provide directions for the plan adjustment based on the expectations of local communities Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  37. Communication of the integrated plan • Once ready the integrated plan should be communicated and discussed with all relevant potential partners, who can contribute to its implementation and/or provide financial support; • The Akim of the aul/okrug needs to set up individual meetings and seek for support and involvement; • The members of the Planning Committee should use their own networks; • Private sector representatives, private/cooperative investors, young unemployed people, high school and university graduates, people with entrepreneur skills are the appropriate audience for the Agriculture and Business Development part of the plan. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  38. Communication of the integrated plan • Service providers, public institutions, NGO, citizens groups, the respective departments of the oblast and rayon administration, Maslihats representatives, companies and individuals providing donations, fund raising groups are the appropriate audience for the Social Infrastructure and Social Services part of the plan; • Utilities companies, the respective departments of the oblast and rayon administration, Maslihatsrepresentatives, private investors interested in developed infrastructure, relevant public institutions are the appropriate audience for the Engineering Infrastructure and Maintenance part of the plan. Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  39. Partnership for implementation of the integrated plan The implementation of the integrated development plan is a joint responsibility of the whole community; The leading role has the Akim of the aul/okrug, who is coordinating the joint efforts supported by the Planning Committee; He/she ensures the support of upper levels of government – rayon and oblast (administration and elected officials), respective ministries; All service providers and utilities companies need to be strongly involved in the process of implementation and to contribute to achieving the targets. 39 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  40. Partnership for implementation of the integrated plan NGOs active on the territory of the oblast, rayon, aul/okrug could be of great help with information, expertise, specific services and funds; Media representatives are useful to promote the existence of the integrated plan and the inclusive process of its development and to attract the interest of potential supporters/investors; Community councils and groups, cultural groups and sport teams, veterans’ and pensioners’ clubs, young people and women groups need to be informed and involved in the implementation of the plan. 40 Проект финансируется ЕС и реализуется консорциумом под руководством GDSI Limited

  41. Спасибо большое за внимание! Проект финансируется Европейским Союзом и реализуется консорциумом под руководством GDSI Limited

More Related