Strategic Plan update 2014
With the analysis of implementation, made midway through the Plan, in 2014, wanting to contribute to the territorial economic development of the region (global goal), MIDIT seeks to analyze its advances (specific goal) and to derive recommendations for its adjustment to the remaining execution.
She has prepared by focusing on replying to:
- Whether scheduled actions continue to be in force to achieve the intended targets
- To what extent goals are achieved and if they can be reached at the end of the schedule
- What type of reprogramming actions are relevant to achieve the intended targets
Analyzing the coherence of the Plan with respect to needs during formulation, such as current validity, considering in particular the factors of political, institutional and/or organisational context that have changed.
The study of efficiency has focused on the management of the plan and how human, financial and organisational resources have managed to become results.
The criterion of effectiveness reflects the quality of the outputs and how the results have been achieved it has met the specific objective of the Plan. The type of strategies with which they have worked, especially in public-private cooperation, as well as viewing which factors have encouraged or limited.
As the Plan has impacted, as it has impacted the , as well as the identification of elements that already show some degree of sustainability.
A design update has finally been made for all the Strategic Plan axes.
The economic crisis environment has had a positive influence on diversification, especially in research into alternative models of marketing and promotion, but also in the rapprochement between sectors.
The political context has undergone changes that have directly and/or indirectly affected the Plan, key players and priority sectors.
In the field of energy regulation there have been substantial changes, as well as in the local administration regulation, which have undoubtedly affected the plan.
Annual stock planning, due to funding needs, does not make it easier for MIDIT to have an early view of the intended support and investment. For more strategic projects and programmes, such as MIDIT 2020, this is a key constraint that undermines the strategic vision.
The design of the Plan presents a coherent and clear logic. However, at the time of the formulation, the risks and assumptions to define corrective or alternative actions were not defined.
The design has undergone several adjustments that have been given by the aforementioned changes, political-institutional context, regulations that affect the private and public sector, as well as the priorities of the actors. The plan's update exercise is positively assessed, responding to changes in the political-institutional and financing context.
Efficiency is valued positively. Transparent management, successful implementation of actions by the actors involved and positive assessment of the products generated.
The effectiveness of the Plan has some weakness, despite effective implementation, as the results still do not present the milestones initially proposed. It has contributed to the economic diversification of the territory, but not to the desired dimension, conditioned by the aforementioned weaknesses.