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Project number:
EU contract number: ENI/ 2020/418-154
ADA project numbers: 6549-00/2020 and 6549-01/2020
Project Duration: 01 October 2020 to 31 March 2026
Implemented by: Austrian Development Agency (ADA) with funding from European Union and Austrian Development Cooperation

Context and Background
In 2020, the Austrian Development Agency (ADA) was delegated by the European Union (EU) to implement a strategic project focusing on rural development of the Shirak region through the LEADER approach. The project, entitled Local Empowerment of Actors for Development (LEAD4Shirak) started implementation in January 2021 (with three months delay compared to its formal start date of 1 October 2020) and is running until the end of March 2026. The project budget is EUR 4,496,717 million, with EUR 3,496,717 coming from the European Commission EUR and 1,000,000 co-funding from ADA.
The Project is part of the EU LEAD programme (Action Document for Local Empowerment of Actors for Development) which aims to bolster the participation of a wide range of local stakeholders in the socio-economic development of their communities through piloting innovative methods and processes. The main objective of LEAD programme is “to promote local growth and development leading to improved quality of life through community engagement in economic and social activity with a particular focus on the Northern region of Armenia”. The intervention logic of LEAD is inspired by the European LEADER (and in wider range the Community Led Local Development (CLLD)) approach. LEAD introduces innovative bottom-up methods and tools to involve local actors, women, and men, into dialogue processes leading to area-based and innovative local strategies and actions.
The LEADER approach is being applied in Armenia for the first time, in three disadvantaged Northern provinces (marzes) Shirak, Lori and Tavush. Within the overall EU-funded initiative, ADA has been entrusted to implement the LEADER initiative in the Shirak province (LEAD4Shirak). Coordination between Lead 4Shirak and the twin projects, LEAD4Lori & LEAD4Tavush, implemented by UNDP and FAO respectively, occurs through semi-annual Strategic Steering Committee meetings. The Advisory Board of the LEAD4Shirak-Project has been established to discuss specifically Project relevant topics and to endorse decisions on grant applications.
The Project was developed in close cooperation with the responsible public authorities at national, regional and local level, and other donors, building on substantial contributions and a strong sense of ownership of civil society associations, local communities and businesses.
Partnership between different stakeholders (public, private, civil society) leads to the setting up of so-called representative and inclusive Local Action Groups (LAGs). These LAGs are pivotal to LEADER/CLLD implementation. They constitute the precondition to mobilise funds for local project promoters. The project document foresees the establishment and functioning of at least two, possibly four LAGs, in Shirak province (marz).
the project’s two specific objectives (SOs) are (for more details see Annex 2 Logical Framework):
SO 1: A sustainable mechanism for mobilising local actors for development according to the EU LEADER approach is set up in Shirak marz.
SO 2: The implementation of community needs based projects according to the EU LEADER approach has been supported in Shirak marz.

Output 1. The regulatory framework and delivery system for CLLD/LEADER are effective in Shirak marz.
Output 2. Two representative Local Action Groups (LAGs) have been established and are operational
Output 3. Local stakeholders in two LAGs have elaborated an inclusive, gender-sensitive and sustainable multi-annual community-driven Local Development Strategy (LDS) and an Implementation Plan (IP) that represents the needs, interests and potentials of the local population.
Output 4. Local economic and social initiatives and innovations have been supported based on the priorities set up in the LDS and according to the grant and support scheme.
Output 5. LAGs and local stakeholders have been involved in lively exchanges, capitalising on the CLLD/LEADER approach and furthering its sustainable anchoring in the institutional fabric of Armenia.
The actual implementation of the Project has started with three months delay in January 2021 due to the war in Artsakh and the COVID-19 pandemic. Three LEADER regions have been defined in Shirak province (marz) and local action groups (LAGs) have been established in each LEADER region:
Northern Way LAG: Established: 22.02.2022, received state registration as NGO: 31.01.2024
Ashotsk consolidated community/municipality including the villages of Ashotsk, Bavra, Zuygaghbyur, Tavshut, Karmravan, Krasar, Ghazanchi, Mets Sepasar, Saragyugh, Sizavet and Poqr Sepasar
Amasia consolidated community/municipality including the villages of Amasia, Aregnadem, Bandivan, Byurakn, Gtashen, Hovtun, Meghrashat, Voghji, Jradzor and Kamkhut

Central Shirak LAG: Established: 05.08.2022, received state registration as NGO: 31.01.2024
Akhuryan consolidated community/municipality including the villages of Qeti, Vahramaberd, Jajur, Shirak, Mets Sariar, Marmashen, Mayisyan, Gharibjanyan, Akhurik, Hatsik, Haykavan, Krashen, Kaps, Basen and Arevik
Artik consolidated community/municipality including the villages of , Hovtashen, Saratak, Horom, Lusakert and Vardakar

Aragats Valley LAG: Established: 22.02.2022, received state registration as NGO: 01.02.2024
Ani consolidated community/municipality including the villages of Lanjik, Dzithankov, Sarnaghbyur and Karaberd
Artik consolidated community/municipality including the villages of Nahapetavan, Nor Kyank, Pemzashen, Lernakert
Prior to the selection of the LAG areas, an intense information and awareness raising campaign has been carried to local people, public authorities, and private sector about the LEADER approach. National and regional launch events were used to draw the attention to the benefits of LEADER as an inclusive and participatory development process.
All the three LAGs have been registered as NGOs with their approved statue and their organisational structure (LAG assembly, board, audit, executive director, etc.) from February 2024. Three LAG executive directors and three assistants, who will manage the operational work of the LAGs in close coordination with the field advisors of the Project, have been contracted.
Additionally, the development of the local development strategies (LDS) was supported by the field advisors of the Project team. They worked closely with LAG members, working groups of LAGs and local communities. External local experts on strategic themes (e.g. agriculture, innovation, gender, education, tourism, social inclusion, environment) have supported the socio-economic analyses of the LAG areas as wells as the definition of priority activities in the LDSs.
To implement the LDSs, the Project has launched three calls for applications of the grant scheme related to community and business development, as well as one call for applications on Livelihood support to forcedly displaced people from Nagorno Karabakh. 81 grant projects (41 community development initiatives and 40 business development initiative) have been supported with around EUR 1.45 mln budget, as well as 24 applications were support with livelihood with around EUR 81.900 budget.

The following studies were commissioned to support the work of the Project:
1) A study on the socio-economic situation of Shirak province (marz) with an integrated baseline assessment of the three LAG areas;
2) a legal study providing an overview on the legal status of LAGs in various EU Member States as well as in pre- accession countries to draw conclusions for the legal status of LAGs in Armenia;
3) a handbook on the implementation and delivery mechanism of LEADER , illustrating also the path of Shirak LAGs from informal partnerships to LAGs with legal capacities;
4) Manual on Local Development Strategy development;
5) Study on LAG financing models; 6) Development of added value indicators on LEADER and the methodology for their assessment.

The Armenian National LEADER network called ARMLAG was established on July 3rd, 2024 with the participation of all 8 LAGs from Lori, Tavush and Shirak, along with twin projects teams. ARMLAG is a national network of cooperation functioning as a non-formal unit, aimed at strengthening and establishing connections, implementing joint projects, seeking funding opportunities, joining members of LEADER related and other rural development international networks and benefiting from other diverse opportunities. It will also serve to coordinate, conduct and coordinate joint advocacy efforts.
In 2023 a mid-term evaluation (MTE) of the project was conducted with the purpose of assessing the relevance, effectiveness, and the prospects for the sustainability of the intervention. Below are the key recommendations and the status of implementation to them.

Purpose and Objective
In line with the Description of Actions (DoA) of the Project an external evaluation of the Project activities should be conducted at its final stage (“approximately after 60 months of implementation”).
The purpose of this final evaluation (FE) is accountability and learning. With the main objectives of assessing the intervention’s relevance, effectiveness and prospects for the sustainability of its results.
The intended main evaluation users of the evaluation results are the Delegation of the European Union (EUD) in Armenia, the European Commission, the Austrian Coordination Office in Yerevan, the Austrian Development Agency and the Armenian project counterparts, such as the Ministry of Territorial Administration and Infrastructure (MTAI), the regional administration of Shirak region (marzpeteran) and the Local Action Groups (LAG). The evaluation results will be published and disseminated to all key stakeholders.

Scope
This final evaluation will cover the time framework from project design in December 2019 to until the end of data collection for this evaluation. All components of the project will be assessed as part of this evaluation. The evaluation team will also review the intervention logic (Theory of Change) during the inception phase and test selected pathways during inquiry to validate and if needed adjust underlying assumptions and risks.
Primary data will be collected virtually and in Armenia, more specifically the capital, Yerevan, and the region of Shirak. The planned field visits will take place in Shirak province (marz), specifically in the three LAG areas։ Northern Way LAG (including Ashotsk and Amasia consolidated community/municipality), Central Shirak LAG (including Akhuryan and selected Artik consolidated community/municipality) as well as Aragats Valley LAG (including Ani and selected Artik consolidated community/municipality). Data Collection needs to include end beneficiaries and target communities from a minimum of three villages per LAG. In its offer the evaluation team needs to address a reasonable and adequate sampling strategy for the selection of villages included.
- When assessing relevance, effectiveness and prospects for sustainability, the evaluation will also take into consideration how the OECD-DAC policy markers assigned to the project have been reflected in design and implementation (GEN 1, PD/GG 2, Poverty 2, Disability 1, ENV 1, FCC 1, ADP 1, CBD, 1 DRR 1) and how this in is reflected in results achievement.

Evaluation Questions

Relevance
1. How has the project included end beneficiaries and target communities and the diverse groups within from design phase to implementation and how could the community-based approach be enhanced in future?
2. How did the project contribute to inclusive economic and social development in the targeted LAG areas? What have been hindering/facilitating factors and lessons learned in this context?

Effectiveness:
3. How has the grant management mechanism and practice impacted on effective results achievement? Which external and internal hindering and facilitating factors can be identified in this context and which are the lessons learned?
4. To what extent and how has the project promoted the participation of women in decision making processes and enabled them to equally exercise their rights?
5. To what extent and how has the project promoted the participation of vulnerable groups, such as persons with disabilities, ethnic minorities, in decision making processes and enabled them to equally exercise their rights?
6. What, if any, have been the results of local actors’ mobilization and partnerships for development? What have been hindering and facilitating factors and what, if anything, can be identified as good practice?

Sustainability
7. What have been hindering and facilitating factors in terms of sustainability of the LAGs (in design and implementation)? How can hindering factors be overcome and good practice be built upon?
8. What are lessons learned on more inclusive community participation of (youth, elderly, women) with a view to strengthening promoting sustainability?


Design and Approach
A mixed methods approach should be employed by the evaluation team, drawing from both qualitative and quantitative methods. This approach strengthens internal validity by using data, method and evaluator triangulation, thus improving the reliability of the evaluation results.
For also ensuring reliability, minimisation of bias and promotion of impartiality a broad range of data sources and collection methods should be employed. These methods may include (among others):
- Document review of relevant project materials, such as monitoring data, the mid-term evaluation, and the EU's Results-Oriented Monitoring (ROM) and statistical data.
- Key informant interviews with project stakeholders.
- Focus group discussions with beneficiaries and other key groups.
- Direct observations during data collection in the field.

A gender sensitive and human rights-based approach (HRBA) in terms of non-discrimination, inclusiveness, participatory and accountability is considered when designing the evaluation activities. Specific emphasis should be put on cross cutting aspects as defined in ADA’s environment, gender, and social impact management (EGSIM) system. These aspects are of core interest for any evaluation of the LEADER /CLLD approach.

Process, Workplan and Deliverables
Process
The evaluation will unfold in three phases: inception, inquiry, and synthesis, each with specific milestones and deliverables:
Inception Phase
After contracting the selected evaluator, the inception phase starts with the mobilisation of the evaluation team and the kick off meeting. The meeting is used to discuss and agree on the final methodological approach. Existing data & information (reports, studies, DoA & logical framework, LEADER / CLLD background documents) are provided for the desk review and initial interviews with ADA (Team leader/ Evaluation Manager, CO Program Manager, ADA HQ Program Officer, Team Members), EUD, MTAI will be conducted.
The Inception report (IR) presents the final methodology of data collection and analysis as a result of the desk review and kick off meeting. It contains an updated work plan incl. timing of evaluation activities and first stakeholder mappings. The work sheet for data collection planning, and the evaluation matrix are prepared and become part of the IR. The IR must follow ADA’s Guidelines for Programme and Project Evaluations (Annex 5) in terms of structure and content elements. The start of field work will take place only after written approval of the Inception report; previous feedback loops will provide quality assurance and compliance with the reporting requirements of IR acc. to ADA Guidelines for Programme and Project Evaluation.

Inquiry Phase
The inquiry phase encompasses both data collection and data analysis. Following the approval of the inception report, data collection will commence through desk research and fieldwork in Armenia and Vienna, conducted both in-person and virtually. Once the data collection in Armenia is complete, a debriefing with ADA will be scheduled to update the project team on progress, highlight any encountered challenges or data gaps, and agree on follow-up steps if necessary. Additional data collection or key informant interviews may be organized as needed.
After data collection and analysis, preliminary findings will be presented to ADA (HQ, project team, and Coordination Office) in a virtual meeting. This interim discussion will allow ADA to review initial results, provide feedback, and guide further analysis.

Synthesis Phase
The synthesis phase involves drafting, reviewing, and finalizing the evaluation report. ADA’s Guidelines for Programme and Project Evaluations (Annex 6) must be applied to fulfil structure and content requirements of the evaluation report. Feedback from ADA will be integrated into the draft reports through structured reviews, with final approval marking the completion of the evaluation.
The synthesis phase concludes with ADA’s written approval of the final evaluation report.

For more details, please refer to the attached Annexes below.

APPLICATION PROCEDURES: 

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Specifications for the Submission of Offers
The evaluation team must consist of at least 2 and a maximum of 4 members. The applicant must be a legally registered entity / consortium of legally registered entities / consortium of individual evaluators and submit a technical and a financial offer, including the following components:

Technical Offer:
- Letter of Interest, stating suitability of the Contractor for this assignment (max. 1 page)
- A detailed Technical Proposal incl. workplan, incl. delegation of work, time schedule of activities
- Brief outline of the proposed methodology, (max. 4 pages)
- Capacity statement concerning the capability of the Applicant to conduct similar assignment (max. 3 pages)
- Reference letters from independent organizations for which similar consultancy tasks have been carried out by the Applicant, ideally within the past 3 years.
- CVs of the key team members to be involved in carrying out the tasks

Financial Offer:
- Financial proposal indicating fee for consultants/experts and a breakdown of all expenses related to the assignment. Financial proposal must include information on net price of the service considering the VAT exemption of the Project.
- Relevant registration documents of the applicant such as business license, certified excerpt from the register of companies or other documents laws of the country of its origin.

The selection of the best bidder will be based on the quota 70% for Technical Offer and 30% for Financial Offer.

The technical & financial offers including required documents must be submitted electronically not later than October 14, 2025, 18:00 Armenian time to ******.***********@***.**.**.
The Contractor will be selected according to ADA´s internal procurement guidelines.

Please clearly mention in your application letter that you learned of this announcement through Career Center and mention the URL of its website - www.careercenter.am. Thanks.

ATTACHMENTS:

Annex 1 - Annex_1 Logical Framework of LEAD4Shirak Project.docx ToR - LEAD4Shirak Final Evaluation ToR_clean 22.09.2025 to publish.docx