- Evaluation Plan:
- 2016-2020, Kosovo
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 12/2018
- Completion Date:
- 12/2018
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 15,000
Midterm Evaluation of Integrated Territorial Development 2 Project
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Title | Midterm Evaluation of Integrated Territorial Development 2 Project | ||||||
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Atlas Project Number: | 104334,104340 | ||||||
Evaluation Plan: | 2016-2020, Kosovo | ||||||
Evaluation Type: | Mid Term Project | ||||||
Status: | Completed | ||||||
Completion Date: | 12/2018 | ||||||
Planned End Date: | 12/2018 | ||||||
Management Response: | Yes | ||||||
Focus Area: |
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Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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Evaluation Budget(US $): | 15,000 | ||||||
Source of Funding: | 11266 - ADA | ||||||
Evaluation Expenditure(US $): | 15,555 | ||||||
Joint Programme: | No | ||||||
Joint Evaluation: | No | ||||||
Evaluation Team members: |
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GEF Evaluation: | No | ||||||
Key Stakeholders: | Municipalities of Dragash/Dragaš, Shtërpcë/Štrpce, Viti/Vitina, Local Development Fund from Suharekë/Suva Reka and project beneficiaries | ||||||
Countries: | KOSOVO |
Lessons | |
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1. | Small businesses are more vulnerable when isolated and when not transforming their production: |
2. | The right actors at the right place at the right time: |
3. | INTERDEV is delivering on results and produces an impact since INTERDEV 1. |
4. | Agriculture and food production oriented toward rural tourism |
Findings | |
1. | Continued relevance to main beneficiaries Tag: Challenges Relevance Small Grants Programme Jobs and Livelihoods |
2. | Mountainous municipalities belong to the South and East region of Kosovo have a rare but highly relevant opportunity not to be missed: the region is the focus of at least five international actor that share the following features, matching closely the region’s needs:
After meeting with those stakeholders (ADA, Swiss Cooperation, UNDP, Caritas Switzerland, Swiss Helvetas, Swiss Contact), the evaluation believes that altogether combined, the above-listed characteristics represent great assets that can significantly increase the impact of future interventions. Tag: Relevance Strategic Positioning |
3. | While the project is producing key figures about its achievements, it could promote its impact by developing indicators on its qualitative achievements. (number of rural business that are still existing, number of business that have expanded and created jobs, number of business that have taken concrete measures to reduce impact on environment) Tag: Impact Relevance Jobs and Livelihoods |
4. | Agritourism emerges as a relevant model for sustainable and inclusive development for the municipalities offering strong natural resources and landscapes characteristics, such as Dragash/Dragaš, Shtërpcë/Štrpce and Viti/Vitina. A development model integrating agritourism as a pillar of its local economy is offering a wider perspective on the natural resources: More than just focusing on the transformation of natural resources into products bound to leave the territory, it aims at attracting visitors to enjoy locally more than just food products, but its natural environment. If properly organised (rural cooperatives, social enterprises) and managed (Local Action Group, other local actors), such a model can bring a number of benefits: Tag: Tourism Relevance Jobs and Livelihoods |
5. | 2.1.2. Relevance in addressing key challenges and problems Finding 2 (F2) No key challenges experienced at mid-term Tag: Tourism Efficiency Relevance |
6. | 2.1.3. Relevance to addressing cross-cutting issues Finding 3 (F3) Cross-cutting issues effectively addressed with potential for improved reporting Tag: Relevance Gender Equality Programme/Project Design Jobs and Livelihoods |
7. | 2.1.4. Adjustment to policies and strategic development changes Tag: Strategic Positioning Country Government Jobs and Livelihoods Agenda 2030 Vulnerable |
8. | 2.1.5. Areas of relevance for future interventions Finding 5 (F5)
Tag: Sustainability Jobs and Livelihoods |
9. | 2.1.6. Links and contribution to Sustainable Development Goals INTERDEV 2 is a multi-faceted project and as such, it is contributing to the achievement of several SDGs, more specifically 7 such Goals and 12 specific objectives. Of all the above-listed SDG, the evaluation has found INTERDEV 2 has made specifically valuable contribution to the following targets, by order of importance of contribution: Tag: Relevance Jobs and Livelihoods Value Chain Capacity Building Institutional Strengthening Agenda 2030 National Institutions |
10. | 2.2.1. Achievements and progress towards reaching project purpose and expected results Finding (F6): First half of INTERDEV 2 is already showing strong results Tag: Effectiveness Relevance Inclusive economic growth Jobs and Livelihoods |
11. | 2.2.2. Timeliness to expected results achievements Finding (F7): The project progress reports together with latest updated results provided by the INTERDEV 2 team to the evaluation and consolidated with the feedback from stakeholder interviews and beneficiary visits confirms the timey implementation of project activities and delivery of results. Tag: Effectiveness Monitoring and Evaluation Jobs and Livelihoods |
12. | 2.2.3. Identified challenges, proposed solutions and risk mitigation measures Tag: Challenges Effectiveness Risk Management Jobs and Livelihoods Trade and Development Value Chain |
13. | 2.2.4. Identified possibilities for implementation improvement during INTERDEV 2’second half Limited number of results indicators and data collection (gender, use of pesticides..) Three years of INTERDEV 1 and one-and-a-half year of INTERDEV 2 implementation mean the intervention has had time to practice and learn from experience. The evaluation has found the project has adopted a continuous learning approach, with the use of previous evaluation recommendations or external consulting to review competitive grant beneficiary call for proposal procedures. Tag: Sustainability Knowledge management Project and Programme management Inclusive economic growth |
14. | Finding (F10): Implementing further some of the recommendations formulated in the value chain analysis studies conducted in each municipality Tag: Tourism Jobs and Livelihoods Value Chain |
15. | 2.3.1. Efficient use of resources to achieving results Tag: Small Grants Programme Human and Financial resources Country Government Efficiency |
16. | 2.3.2. Efficiency of aid coordination Tag: Efficiency Bilateral partners Coordination Civil Societies and NGOs |
17. | 2.3.3. Efficiency of management and administrative arrangements Finding (F13): Management and administrative arrangements are key factors to efficiency Tag: Efficiency Project and Programme management |
18. | Finding (F14): INTERDEV 2’s presence at municipal level ensures continuous monitoring of project relevance Tag: Effectiveness Relevance Monitoring and Evaluation Project and Programme management |
19. | 2.4.1. Evidence of long lasting desired changes Finding (F15): INTERDEV 1 has produced long-lasting changes, consolidated by INTERDEV 2 Tag: Effectiveness Impact Jobs and Livelihoods Value Chain |
20. | 2.4.2. Observation of behaviour and motivation changes towards vulnerable groups Tag: Effectiveness Impact Country Government Vulnerable |
21. | 2.4.3. Project outreach to targeted groups The opportunities offered through INTERDEV are made public via the municipalities’ website and are also posted on municipal buildings, while local institutions, such as the employment office is relaying training, employment or self-employment opportunities to the unemployed on this list. Tag: Effectiveness Efficiency Communication Country Government Vulnerable |
22. | 2.4.4. Project effects on social inclusion, vulnerable groups participation and benefits Finding (F18): Progress on the social inclusion situation as a result of the project addressing both the social and economic obstacles Tag: Effectiveness Impact Capacity Building Vulnerable Women and gilrs Youth |
23. | 2.4.5. Impact on sustainable management of natural resources Finding (F19): Positive impact on natural resources management worth measuring Tag: Agriculture Natural Resouce management Impact Sustainability |
24. | 2.4.6. Evidence of institutional capacity development mechanisms supporting sustainable and inclusive development Tag: Effectiveness Sustainability Capacity Building Vulnerable |
25. | 2.5.1 Sustainability of project results and impacts Finding (F21): A permanent field presence significantly enhancing sustainability INTERDEV 2 is stimulating the sustainability of its results in several ways: • A mentorship presence: The Municipal Project Support Officer is central to instigating sustainability. The officer has coaching/counselling role to municipal authorities, local institutions. Through daily interaction and concrete situation, the MPSO ensures the municipality and its units (Gender, Rural development) does not only acquire new knowledge but learn from practice through joint field monitoring and advisory visits to beneficiaries. The physical presence over an extended period of time is what makes the difference with one-off interventions only delivering technical knowledge. This is also what contributes to ensuring sustainability of practices as the knowledge and the reflexion, is practiced and experienced jointly with local actors. Lessons learned from capacity development context, indicate that i t is the mentorship role and extended period that ensures capacities are acquired durably and contextually; versus when knowledge is transferred punctually only. Tag: Sustainability Gender Equality Capacity Building Institutional Strengthening National Institutions Vulnerable |
26. | 2.5.2 Sustainability of INTERDEV 1 results. Links and changes between both phases The links between the first and the second INTERDEV phases are strong in that INTERDEV 2 has been designed taking into account the lessons learned from phase 1, from instance, moving from a strictly training and expertise-based capacity-building to a functional and mentorship support focusing a more results-focus Directorates for Agriculture and Rural Development. By keeping the same municipalities of Dragash/Dragaš and Shtërpcë/Štrpce while adding another one, Viti/Vitina, sharing similar characteristics with the previous two, INTERDEV 2 has built on INTERDEV 1 to strengthen the model of intervention (by taking some of the phase 1 beneficiaries to a further level but also targeting rural business to the upper category). INTERDEV 2 has also stimulated inter-municipal cooperation to transfer some of the phase 1 experience to the municipality of Viti/Vitina. This has already proven successful as this municipality has caught up to speed wi th the other two co-municipal beneficiaries. Tag: Relevance Sustainability Programme Synergy Project and Programme management |
27. | 2.5.3 Identified sustainability risks Finding (F23): Low sustainability risks in the short-term but mid-term risks to be integrated Tag: Sustainability Risk Management Jobs and Livelihoods Value Chain |
28. | 2.5.4 Ownership transfer to local stakeholders Finding (F24): There is a growing ownership of INTERDEV 2 impacts and actions - The mayors of the three municipalities interviewed during the evaluation have expressed very strong support and appreciation of the second phase of INTERDEV 2. They consider the project as completely supportive of the priorities of their municipality and have praised the grants scheme as the most efficient of all programmes in their territories. Tag: Sustainability Ownership National Institutions |
29. | Finding (F25): INTERDEV 2 is empowering local institutions though it is a continued process Tag: Sustainability Capacity Building Institutional Strengthening National Institutions |
30. | Finding (F26): Results are well defined, appropriate, measurable and verifiable Tag: Effectiveness Relevance Monitoring and Evaluation Project and Programme management Agenda 2030 |
31. | Finding (F27): The theory of change is realistic though longer-term assumptions needs to be formulated Tag: Project and Programme management Strategic Positioning Theory of Change Inclusive economic growth Institutional Strengthening |
32. | Finding (F28): INTERDEV 2 has enabled unemployed women to increase their financial autonomy and professional independence Tag: Gender Equality Jobs and Livelihoods Women and gilrs |
33. | Finding (F29): Social Enterprise provides more than just employment to women Tag: Relevance Gender Equality Women's Empowerment Jobs and Livelihoods Women and gilrs |
34. | INTERDEV 2 has developed an array of activities that specifically addresses the above-listed barriers to produce the following results: Tag: Effectiveness Capacity Building Coordination Vulnerable |
Recommendations | |
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1 | 1. Enrich Monitoring and data collection with additional indicators |
2 | 2. Formulate INTERDEV 2 capacity benchmarks and objectives for local institutions |
3 | 3. Prepare the development of the next phase for INTERDEV during the remaining half of INTERDEV 2 |
4 | Consult international actors engaged in supporting the inclusive, sustainable, ecological, rural development of the Municipalities from the Sharr/Šar region (or the South East region of Kosovo) |
5 | Strengthen the organisation of small rural economic actors through the promotion of a rural cooperative model and continue supporting the social enterprise model |
6 | Develop/update rural economic development action plan that integrates and promotes economic activities related to rural tourism |
7 | Review the possibility to empower LAG (or any other relevant local stakeholder) as a central stakeholder to inclusive rural (agritourism) economic development |
8 | Continue to support inter-municipal cooperation based on the coherence of territorial identity (municipal territories sharing similar characteristics) |
Key Action Update History
1. Enrich Monitoring and data collection with additional indicators
Management Response: [Added: 2018/12/17] [Last Updated: 2021/01/05]
UNDP considers that there is always scope to improve the data collection for this project, hence takes the recommendation of the evaluation very seriously. Data availability in Kosovo is still rather limited, especially disaggregated on the municipal level. The INTERDEV 2 has relied on a number of qualitative indicators and further efforts to capture the change at community level will continue to take place. Expanded wide-spread monitoring, in particular on outcome and impact-level changes, require tools and expertise (such as surveys, data analysis, software, etc.) that may require additional financial resources. The project in collaboration with the Programme team will work to find options to enrich monitoring and data collection with additional indicators for more accurate reporting on achievements. The team will define types of indicators/data to be collected with all elements captured (gender, environmental elements, etc.). A research, expertise and observations from the field with involvement of the municipal departments with their expertise, will be taking place, to define what is realistic and valid for the context. This will lead to development of a data collection tools, for internal (Department for Agricultural and Rural Development Services, Municipal Gender Officer to demonstrate progress on delivery of services, good environmental practices, progress on the gender equality dimension) and external purposes (for INTERDEV 2 to report more accurately on achievements).
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
Develop an enriched monitoring framework and data collection system with additional indicators.
[Added: 2018/12/19] [Last Updated: 2019/11/18] |
Project Team | 2019/11 | Completed | https://bit.ly/34dfaIE History |
2. Formulate INTERDEV 2 capacity benchmarks and objectives for local institutions
Management Response: [Added: 2018/12/17] [Last Updated: 2021/01/05]
As evidenced by the evaluation “The Expected Result 1, relating to enhanced municipal capacity in the provision of services in rural development is, by nature, challenging to measure as it recovers a complex reality, composed of tangible and less tangible results. While the evaluation finds the two results indicators from the project’s logical framework to be relevant (ER 1.1. and ER 1.2), it appears somehow limited to gauge progress on the capacity of an institution.” Linked to the recommendation 1, the project will work to develop additional indicators to reflect on the improved competence of the supported municipal agriculture and rural development departments with the view of facilitating inclusive local economic and rural development. The mentoring and coaching activities which started being implemented have shown some progress with relevant municipal officials, but it is obvious further support is required to improve the quality and establish a useful database with hands-on tools for the municipal officials, as well as for the project to measure its transformative impact. Similarly, as above, however, monitoring in particular on outcome and impact-level changes require tools and expertise (such as surveys, data analysis, etc.) that may require additional financial resources.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
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The project will work with municipal departments for Agricultural and Rural Development Services to establish and maintain a database for improving monitoring capacities provided by those units. Mentoring and coaching activities will be an approach to ensure the progress is made and database is being used from Municipalities. It must be noted that extensive monitoring systems require additional resources in expertise, data collection methods, as well as tools for analysis.
[Added: 2018/12/19] [Last Updated: 2019/12/16] |
INTERDEV2 Project Team and Municipal Directorates of Agriculture | 2020/03 | Completed | The agriculture and economic development units in the three partner municipalities have further enhanced their capacities through mentoring and coaching services provided throughout 2019. History |
3. Prepare the development of the next phase for INTERDEV during the remaining half of INTERDEV 2
Management Response: [Added: 2018/12/17] [Last Updated: 2021/01/05]
This is a very relevant and important point. The programme and project team will start developing the main objectives and activities in the third year of current project activities (2019), and will also consult with other international actors likely to continue their interventions in similar sectors and geographic areas, to ensure inter-project coherence and synergy for a stronger inclusive economic growth potential and maximizing a value-chain based agritourism model.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
The Programme and Project team will coordinate closely with relevant actors/other donor-funded projects in South of Kosovo, with purpose to define the key activities in support to sustainable rural and economic development.
[Added: 2018/12/19] [Last Updated: 2019/04/08] |
Programme Team | 2019/03 | Completed | The UNDP Programme Team is in process of collaborative discussions with relevant donors and implementers in the realm of rural development, with the aim of developing a follow up phase of INTERDEV, responding to upcoming potential funding windows. History | |
The Programme and Project team will consolidate lessons learned from INTERDEV 2 to design the new project activities for the next phase with incorporated feedback from relevant actors and from the project team.
[Added: 2018/12/19] [Last Updated: 2019/10/04] |
Programme Team | 2019/09 | Completed | The lessons learned from Phase 2 were consolidated by the project and the programe team and were integrated in the application for the new phase which was submitted to the ADA call for funding. History |
Consult international actors engaged in supporting the inclusive, sustainable, ecological, rural development of the Municipalities from the Sharr/Šar region (or the South East region of Kosovo)
Management Response: [Added: 2018/12/21] [Last Updated: 2021/01/05]
Switzerland and Helvetas Swiss are currently planning future interventions closely connected to INTERDEV’s sector of intervention; Swiss Contact is also engaged into organic food production. As explored in the evaluation, this presence of several actors does represent a great opportunity to review how potential future interventions can utilise all the expertise available, lessons learned from the various interventions, and take this into consideration when developing a potential further intervention not only by UNDP but other actors as applicable
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
The project will take a lead and will continue to organize regular coordination meetings and strengthen further the cooperation with relevant actors active in organic food production, value chains development support, funding of fairs, coordination mechanisms.
[Added: 2018/12/21] [Last Updated: 2019/12/16] |
Programme | 2019/12 | Completed | The selected participants/farmers have developed their investment plans and practical road-map for farming rural production households and are presented their registration process. History |
Strengthen the organisation of small rural economic actors through the promotion of a rural cooperative model and continue supporting the social enterprise model
Management Response: [Added: 2018/12/21] [Last Updated: 2021/01/05]
A solid recommendation, also linking to findings from a study trip conducted to Austria under INTERDEV 1 where this model is successful. It is evident that further organization of farmers is necessary in order to strengthen the local value chains, as well as market security. Together with external expertise where possible and applicable, the project team will explore a rural cooperative model, an embedded model to drive sustainable inclusive growth by combining the social enterprise approach and the rural cooperative model, where feasible.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
Together with external expertise where applicable, the project will explore the Rural Cooperative model pre-conditioned with appropriate plan related to awareness raising of benefits, responsibilities and obligations, detailed business plan, functioning and defined managing/mentorship during the initial period until it is effectively functioning. In line with this, the project team will keep promoting the Social entrepreneurship approach by representing a model answering the challenges of socially excluded groups-highly vulnerable.
[Added: 2018/12/21] [Last Updated: 2020/10/12] |
Project and Programme | 2020/09 | Completed | Social/rural entrepreneurship has been promoted in all three partner municipalities. The Social Enterprise “Mladi na Selu” have brand registered products. Furthermore, the selling kiosks were placed at the main town square “Micheline Calmy-Rey” in Viti/Vitina serving a social enterprise selling points for all women groups, smallholder farmers and handicrafts. The new, all-women social enterprise NUŽS in Shtërpcë/Štrpce opened its production unit, expanded and modernized the production line of rural gastronomic items. Most importantly, the SE also strengthened their capacities in business management, production, and operations. 2 Business Modelling Plans (NUŽS in Shtërpcë/Štrpce and 13 selling kiosks at “Micheline Calmy-Rey” in Viti/Vitina), have been designed and are serving as living business development and marketing guiding documents for the 2 new SEs. History | |
Consequently, the project team will incorporate the grant scheme tailored to such enterprises and cooperatives, using criteria and conditions related to the functioning principles of these two economic models.
[Added: 2018/12/21] [Last Updated: 2020/10/12] |
Project and Programme | 2020/09 | Completed | There wasn’t specifically a call tailored for the grant scheme on social enterprises, but this was captures under the LDF Call 3 (2019), that considered eligibility for the processing rural/social enterprises. History |
Develop/update rural economic development action plan that integrates and promotes economic activities related to rural tourism
Management Response: [Added: 2018/12/21] [Last Updated: 2021/01/05]
This is important point, however, beyond the scope of activities planned under INTERDEV 2. Local economic development planning is a municipality-driven process. UNDP is ready to support the municipal structures in this process to the extent possible, potentially in a follow-up phase if applicable. Naturally, recommendations and lessons learned, along with knowledge products (value chains analyses) and the approach of TEPs will feed into the development of such plans. In year 3, the project envisages the development of an exit strategy, where these recommendations and considerations will be included.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
The programme will start exploring in that direction, and design the proposal for a future intervention, in consultation with international actors who are committed to sustainable rural development. The value chain recommendations and the potential to create higher value locally will be considered as a strategic direction for a possible future phase of INTERDEV, which can also collaborate and/or feed into such action plan.
[Added: 2018/12/21] [Last Updated: 2020/10/12] |
Programme | 2020/09 | Completed | This recommendation was addressed in the proposal prepared for the phase III and also in other new proposals. Modalities and technical issues are being discussed with donors and government. History |
Review the possibility to empower LAG (or any other relevant local stakeholder) as a central stakeholder to inclusive rural (agritourism) economic development
Management Response: [Added: 2018/12/21] [Last Updated: 2021/01/05]
The project will continue to empower LAG (Local Action Groups) to take a central role in the implementation of various INTERDEV actions. Since future economic development will need to have a local-level stakeholder – such as the LAG is, this structure needs to further be strengthened. As such, the project will work and coordinate closely with LAG to include a strong representation of key rural development economic actors (LDF grantees, cooperatives…) for carrying the agritourism development to the more developed level as a long-term driver for this development.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
The project will continue to empower LAG (Local Action Groups) to take a central role in the implementation of various INTERDEV actions. Since future economic development will need to have a local-level stakeholder – such as the LAG is, this structure needs to further be strengthened. As such, the project will work and coordinate closely with LAG to include a strong representation of key rural development economic actors (LDF grantees, cooperatives…) for carrying the agritourism development to the more developed level as a long-term driver for this development.
[Added: 2018/12/21] [Last Updated: 2020/10/12] |
Project and Programme | 2020/09 | Completed | LAGs in municipalities continued to lead the processes within the TEPs, by actively being involved in the implementation stage of interventions. They remain an essential structure with an active role in each municipality also for possible future cooperation in the rural and economic development particularly local agro-tourism development. History |
Continue to support inter-municipal cooperation based on the coherence of territorial identity (municipal territories sharing similar characteristics)
Management Response: [Added: 2018/12/21] [Last Updated: 2021/01/05]
Building on the implemented inter-municipal cooperation activities since 2014, the project will continue to work with all three municipalities to create a common synergy for the long-term economic development through inter-municipal initiatives. This can be further elaborated in the exit strategy in year 3 of INTERDEV 2, and in the development of the follow-up stage of INTERDEV if applicable.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
The project will work to define the common synergy for the three municipalities, and since the municipalities share in common a strong, natural and legitimate branding such as the Sharr/Šar region is, the three municipalities will organise joint events such as a Sharr/Šar regional (e.g. Regional Gastronomic Fairs, Cultural events, DokuFest, NgomFest in Prizren and similar), or creation of digital tools such as websites or social media.
[Added: 2018/12/21] [Last Updated: 2020/10/12] |
Project and Programme | 2020/09 | Completed | The common synergy of the three LAGs has been developed during various events. As such, producers increased know how practices with the support from LAGs during completion of a fair with local products in Viti/Vitina Municipality for all three partner municipalities on diaspora days. Prepared and distributed joint brochure named “My Municipality”, getting closer to its citizens with information and services that are being provided in each department of partner municipalities up to the intensified activities in 2019, through a study visit to explore best practices of B&B services and rural tourism offers benefiting from the experience of similar initiatives in Gjakov?/Ðakovica and Valbonë valley, the municipal videos and the book stories. History |