Model for the Strategic Governance of the Integrated and Sustainable Local Development of the Portoviejo Canton in the Province of Manabí, Ecuador

Abstract

Strategic models for achieving sustainable, resilient and socially responsible local development, based on inclusion and a higher level of social participation in all planning processes, as well as implementation and evaluation, constitute the main task of local governments at a time when globalization predominates together with the decentralization of public powers. The objective of the research is to propose a strategic model of governance to achieve an integrated local development, which contributes to the improvement of the economic, social and environmental situation of the territory in the Portoviejo canton. Various definitions related to the strategies and analysis of various models put forward by different schools of strategic thought are offered for the establishment of the relationship between models, planning and territorial ordering. Based on the premises supporting it (sustainability, resilience, social responsibility, inclusion, integrated territorial approach and participatory governance), a model linked to local development strategies is proposed, which takes the Portoviejo canton in the province of Manabí in the coastal region of Ecuador as a case study.

1. Introduction

When studying the types of development, Hernández [1] proposes that sustainable development is also known as lasting development and constitutes one of the duties and debts, which man must inevitably settle with the planet. This development model summons the conscience to establish a real and objective relationship between consumption and the limited nature of resources and the need to preserve the human species.

The concept of sustainable development began to be introduced in the daily speech of all languages when the accelerated development of the industry, predatory anthropic action and the expansion of environmental deterioration began to affect large human groups; however, this linguistic incorporation is not understood in its practical meaning [2,3,4].

The Food and Agriculture Organization of the United Nations postulates that it is necessary to strengthen institutional capacities to work coherently on territorial and landscape development approaches, as well as charting a path, which allows governments to achieve development objectives and sustainability [5,6,7].

Two contemporary factors are the determining factors in changing the paradigms of the development and sustainability of territories: globalization and decentralization. Several international organizations have referred to these factors, and although they recognize the positive aspects of both processes, they emphasize their negative effects on living conditions and human development, as well as the productive and strategic adjustments induced by both factors at the territorial level [8,9].

The Economic Commission for Latin America [10] defines globalization as follows: “the growing weight of economic, social and cultural processes of a global nature, over those of a national or regional nature”. Although the process is supposed to have made it possible to achieve higher levels of economic exchange, it has also generated an acceleration in the gap, which exists between the rich and the poor in terms of access to wealth.

The International Labour Organization (ILO) believes that the dominant perspective on globalization must shift from concern for the markets to a greater concern for the people. In response, a growing international movement called anti-globalization or alter-globalization has arisen, the motto of which consists of the deployment of global thinking and acting on the local level. The globalization motto was used for the first time in the context of the urban development–environment relationship, but currently, it has been extended to other areas, such as sustainable territorial development as a whole [11].

Boisier [12] and Sánchez [13] state that decentralization is technically defined as an economic concept based on the disintegration or atomization of powers within an organization, company or state. This assumes the dispersion of decision making and resources in different hierarchies or regions.

Decentralization assumes a reduction in the weight of the central state in the daily life of society. Decision makers appear to focus their work more on the local and territorial levels, as well as on the influence of the free market on their spheres of influence. This promotes greater freedom in setting prices, fewer restrictions, and it even allows for more attention to be paid to the specific needs of the territory. However, decentralization can be counterproductive for the territory to which responsibilities are delegated if the decision makers do not have the necessary preparation to conceive of and carry out a process of local strategic development [14,15].

When studying the phenomenon of decentralization, Jaramillo [16] concludes that it is presented as an opportunity for local governments to design public policies according to the real needs of their regions and contributes to generating and establishing coordinated relationships between their various areas. This objective is largely wasted by state, departmental and municipal governments.

The previous statements favor the appearance and development of a new vision, both of governmental institutions and of a civil society, as far as sustainable development and territorial planning are concerned, which, first of all, involves accepting a change in the paradigms, which is consistent with strategic thinking.

In Ecuador, there are few theoretical contributions linked to strategic models aimed at improving land use planning, with poor participation of local actors and the society in the planning process and the development of programs and projects aimed at the development of territories, the exploitation of natural resources and environmental preservation measures.

The Portoviejo canton suffers in terms of the strategic planning of territorial ordering, and, among the main difficulties, we can cite poor citizen participation, the insufficient availability of financial and technical resources, a lack of coordination between different entities of the public and private sector and a lack of monitoring and evaluation of the implemented plans.

The research problem can be stated as follows: How can one achieve the improvement of strategic planning, which enables integrated local development and improves the economic, social and environmental situation related to territorial development in the Portoviejo canton?

The objective of the research is to propose a model for the strategic governance of integrated and sustainable local development of the Portoviejo canton in the province of Manabí, Ecuador.

1.1. Theoretical Delimitation: Sustainability Criteria

Characterizing sustainable development requires the conditioning of the actions of human beings around four essential paradigms. The first refers to the fact that one must become aware that the resources available in nature are not inexhaustible, and therefore, their use requires efficiency in the literal sense, which this word has for administration: doing things well, which implies completing production cycles and achieving productive chains in such a way as to ensure that the amounts of residues and waste are minimal [3,17,18,19].

Secondly, it is necessary to internalize the negative environmental impacts generated by anthropic actions. Especially from the mid-20th century to date, there have been attacks on ecosystems ranging from the formation of environmental effects caused by wars to the loss of soil and vegetation layers from mining operations. It is an inescapable duty of human beings to restore the original conditions of the environment. Man must help heal the ecosystems, which have become sick and destroyed [20,21,22,23].

The third paradigm definitively takes it for granted that the quality of life and well-being of all living beings depend on the stability of the environment, which has deteriorated as a result of irresponsible human interaction. An adequate relationship must be restored between all the components of the geographical envelope; therefore, the protection and preservation of the fragile balance of nature must be a priority for any type of action [24,25,26].

Last but not least, it must be kept in mind that the vision of sustainable development is focused on the permanent search for improvement in the environmental system. Measures must be adopted to help mitigate negative environmental effects, such as cyclones, earthquakes and volcanoes, as well as those that have been caused by negligent actions, which generate increases in greenhouse gases, which accelerate climate change [2,27,28,29].

Arteaga [30] posits that the dimensions characterizing development based on sustainability are the economic, social, environmental and governance dimensions—the latter being understood as the generation of local policies and standards of action, which correspond to land use planning and the criteria subscribed to by the authors of this work.

Sustainability is the main element around which any local development strategy must revolve because it is an issue, which goes beyond the narrow frameworks of national security of any country and is not only sufficient but necessary for achieving the perpetuation of the human species on earth [31,32].

1.1.1. Strategic Vision as a Necessity and Its Repercussions

Strategy as a method resource acquired special relevance from the first half of the 20th century, which was accentuated with the advent of the Third Industrial Revolution. Having a strategy, which supports the level of decisions in any branch of production or services—and in the application of science, technology and innovation—constitutes a guarantee, which supports the viability of the objectives to be achieved [33].

Since the last century, many scholars have made valuable contributions to the formulation of strategies and their relationships and impacts on diverse and varied aspects, which are developed in society. Among them are Sokol and Radamés [34], Stöhr [35], Sforzi [36], Vázquez Barquero [37], Davies [38], Arauzo [39], Senior and Gladys [40], Contreras [41] and Panchi and others. [42].

Mintzberg and others [43] stated that “strategy is one of those words that is inevitably defined in one way but used in another”. For the author, strategy can be defined through five words—plan, pattern, position, perspective and provocation—the latter conceived of as a stratagem or deception to confuse the competition.

The plan indicates the projection and implementation of the strategy, which can be premeditated through the materialization of what is planned or emergent, according to the circumstances, and where the results rarely coincide with what is expected, as there is a symbiosis between the two. Strategy is also conceived of as a pattern, as decisions adjusted to the moment are adopted in a systematic way until they become a model of action for the organization [44].

Strategic governance goes beyond strategic planning, as it first establishes the vision: knowing what is to be achieved and how far it is intended to go in order to subsequently analyze the internal environment and make the organization’s staff aware of the general objectives being pursued. Strategic governance is then interested in analyzing the external environment to anticipate the events, which could occur [45].

Finding a way out of the systematic crises affecting the majority of Latin American countries led to the development by governments of various structural adjustment policies from the mid-20th century to the present, with the aim of achieving the development of their respective territories. Although local development strategies and structural policies share the same objectives, they approach the treatment of the problems of the crises in different ways [46].

In short, strategy constitutes one of the essential pillars in achieving current development in the territories. It is not conceivable to address the economic, social and territorial ordering problems and their solutions from a scientific conception without the application of strategies designed to achieve the proposed objectives.

It is necessary to analyze the context in which the strategic direction is developed and proposed, disaggregating this context into seven vectors of change: political, economic, social, technological, ecological, legal and communications. This emphasizes that it is necessary to perceive which vectors of the context vary and with what speed and what degree of influence these variations will exert on the forces of the environment, which are present in the territory [47,48,49].

This analysis of context change vectors is called the PESTELCO analysis. A brief analysis of their behavior in the Portoviejo canton offers the context within which a strategic governance model for integrated and sustainable local development should be developed [50].

The political vector refers to significant changes in government structures at the central level, which logically influence the cantonal government. There has been an increase in the lack of credibility in institutions and manifestations of citizen discontent. Political upheavals have led to the instability of the government, in which the executive, legislative and judicial powers submit to popular scrutiny and lead to calls for the election of new decision makers at various levels [51].

Economically, there is a growing homogeneity toward the free market economy, unequal income distribution, increases in foreign products to the detriment of national producers and reductions in the prices of traditional products, which have led to the impoverishment and contraction of local producers [52,53].

The social vector is manifested through slow processes of population growth and aging; an increase in inequalities and the growth of vulnerable groups; increases in violence and drug use, which cause citizen insecurity; the persistence of factors influencing the increase in discrimination of all kinds, such as gender inequality, homophobia and xenophobia, as well as discrimination based on age, religious beliefs, political ideology, racial origin and socio-economic position; and the appearance of slums devoid of adequate infrastructure and without essential basic services [54].

The technological vector is characterized by slow progress in innovation and the application of new technologies in production and service processes.

The ecology vector is characterized by the growing concern of citizens regarding environmental problems—including the accumulation of solid waste on the banks of the Portoviejo River—and awareness of the need to reduce waste and avoid polluting substances.

The legal vector refers to the existence of a legal substrate, which requires greater disclosure among all actors, as well as the need to temper some laws limiting or hindering the application of social development policies.

Regarding communications, the extensive road and multimedia communication network, which facilitates permanent intercommunication between the social actors involved in local development processes, is analyzed. The media are politicized and have moved away from their social destination as a communicative and impartial vehicle to keep society informed of daily activities and as a means of social cohesion.

1.1.2. Schools of Strategic Thought: Analysis and Criticism of Existing Models

Concept

Mintzberg and Joseph [55] stated that any strategy is a simplification, which distorts reality. Strategies and theories are not realities in themselves; they are only representations or abstractions in people’s minds. No one has ever touched or seen a strategy. This means that each of them can have a misrepresenting or distorting effect. This is the price of having a strategy model.

According to Dimitriou and Thompson [56], Milovanovic-Rodić [57], Fernández-Sánchez and Fernández-Heredia [58], and Alzghoul [59], the basic characteristics of strategic thinking when planning the development and ordering of a territory can be summarized in four elements:

First of all, one must establish the direction in which one wants to go and the objectives that one wants to achieve from the economic, social, environmental and territorial point of view.

The second element is to concentrate the efforts of all the social actors involved in order to achieve the proposed objectives.

Third, institutions such as the cantonal government, its dependencies and civil society organizations must be provided with a clear definition of their corporate purpose.

Fourth, order and consistency in the performance must be provided, which establish the things that each of the actors must do to give meaning to their performance within the group.

Schools of Strategic Thought

The design school believes that a single person who has complete, detailed and comprehensive knowledge of the organization and its environment can handle all the information to draw up a strategy, which will later be managed centrally. However, this concept has received criticism because it is inflexible, ignores learning and the structure of the organization and faithfully follows the strategy drawn up to accommodate it, ignoring everything, which is not in the design. Consequently, it separates the formulation from the application, and therefore, the strategic thinking does not correspond to the actions, which are developed [60,61,62].

The planning school model conceives of strategies as controlled and conscious processes of formal planning, with clear stages under the direct responsibility of the senior manager and those in charge of planning its implementation in practice to achieve a finished and explicit strategy, which is ready for application in all stages, programs and proposed projects [63].

The positioning school actually deviates very little from what is proposed by the schools of design and strategic planning. The criticism of the school is based on the criterion, which extends the predisposition on which the previous schools are based, and the separation of thought and action make the strategy somewhat premeditated, which limits learning. The models of this school have a narrow perspective, and they focus preferentially on economic and political aspects. Its application trend is directed at large businesses with relative stability in the markets. The strategy is formulated based on narrow and cold calculations about the role of society as a whole [55,64].

The business school models are widely represented in the field of management, which considers leadership and the business vision of the leader as somewhat essential and which promotes strategy as a perspective associated with a representation of the objective to be achieved. The strategic perspective is based on the construction of the leader; thus, power is centralized in this figure, and the creation of the strategy is marked by the search for new opportunities and sudden leaps in the face of the uncertainty of the environment. Its main objective is business growth, and the strategic vision—the premeditated and emergent strategies—becomes malleable [65,66].

The cognitive school considers the creation of the strategy as a cognitive mental process, which takes place in the mind of the strategist; therefore, it is a perspective of the way in which it is necessary to react before unpredictable changes in the environment to shape or frame that environment and adjust them to the objectives of the organization. The process of obtaining strategies becomes difficult when they are not viable or stop working and need to be changed [67]. This suggests that the relationships of the world are so complex that they invalidate the proposals for formulating strategies made by the schools of design, planning, positioning and business.

The learning school considers the construction of the strategy as an emergent learning process over time due to the complexity of the environmental conditions and the unpredictable changes that occur. It is a process in which everyone must learn, including the leader, through behaviors, which stimulate action [68,69]. The role of the leader is not to establish premeditated strategies but to stimulate strategic learning from which new strategies can emerge, so that what is seen as a pattern or norm of the past becomes a plan for the future and a perspective for learning collectively [70].

The cultural school treats the creation of the strategy as a collective process, whose social glue is culture. This school shares some criteria reflected in the power school. It contributes valuable collective creation in the achievement of social advances and the convictions shared by the social actors involved (as well as other more tangible aspects, such as buildings, areas, offices and space), which are present in their habits, customs and ways of acting [71,72].

The environmental school considers strategy to be the result of a reactive process in which the external environment of the organization acquires a leading role. The organization acts passively to respond to the demands, which the environment places on it. The complexity, stability, diversity and hostility of the environment usually determine the strategy to be developed. This means responding in accordance with the contingency theory, in which everything depends on the size of the organization, its technology, the stability of its context and external hostilities [73,74].

As a criticism of the environmental school, it has been pointed out that the contingency theory usually considers the environment in a vague, abstract way and that not all environments are similar for all entities, even when they are dedicated to the same business, are located in a common territory and are in the same development cycle, which hinders strategic decision making and limits it to the analysis of the external environment, without taking into account other structural elements and internal behavior [74,75].

The configuration school conceives strategy as a process of transformation, and this is important because it offers the possibility of combining and reconciling the postulates of the other schools.

The configuration school considers the entity or organization as a configuration within a given context and as a path to change and transformation [76]. Most of the time, the entity has a stable structure or configuration and follows a set of strategies, which are compatible with its environment.

The Model and Its Repercussions for Planning

The reality is that a model seeking an approximation to complexity, which implies a territorial, sustainable and integral development model, must take into account each and every one of the schools and adapt with sufficient flexibility the postulates derived from them, avoiding the criticisms they have received and enhancing their virtues [77,78].

The model is a general construction aimed at representing the functioning of an object, based on a theoretical understanding different from the existing ones. Therefore, several models of the same object can coexist, the design of which depends on the theoretical perspective and the knowledge of their respective creators [79,80].

De Armas and Perdomo [81] defend the criterion that modeling is a method, which has a long history in the process of scientific knowledge, especially in the natural sciences. The traditional criterion posits that the materialization of a model must be feasible, since the economy, culture and strategic planning are increasingly broad in all branches of social knowledge.

Mintzberg, Lampel and Ahlstrand [43] have proposed the ten main archetypes or schools of strategic management, from which various models of strategic thinking are derived. They include design, creation and conception; planning formality; positioning analysis; the business visionary; cognitive thinking; emergent learning; the negotiation of power; the collective cultural creation; the environmental reaction to the environment; and the transformation of the configurative environment.

According to the criteria in Naranjo [82], “models are valuable because they fulfil important functions such as explaining, describing, predicting, and transforming reality. Its importance is due to its ability to abstract reality (...) and represent it synthetically with its complex and multiple causality. Relationships as a means for scientists to synthesize complex circumstances and events” (p. 7).

What has been previously analyzed, together with the clarity and simplicity of its presentation, is easy to interpret and understand, even for those who are not experienced in the object or process represented, and it must be taken into account to design a development model, which is comprehensive and sustainable.

2. Materials and Methods

2.1. Applied Methodology

A complex methodological framework was used, which started from the application of theoretical and empirical methods, which allowed for processing the results obtained, their systematization, analysis and explanation, and the discovery of common elements, which made it possible to arrive at precise conclusions, which allowed for answers to the research problem [83]. Figure 1 shows the diagram of the research methodology developed.

The research work began with the conception of the research idea, which led to an approach for examining the reality presented by the planning process to achieve integrated local development and improve the economic, social and environmental situation related to territorial development.

The analysis carried out during the conception of the research idea allowed us to appreciate that the territorial planning process does not respond in practice to a strategic vision of development, with an idea of centralized governance not being very inclusive and lacking integrity and with the short-term goals laid out not guaranteeing compliance with sustainable development indicators. This enabled the formulation of the research problem.

After identifying the research problem, the examination of the general theories referred to by the schools of thought and linked to the process of strategic governance of territorial planning was carried out, which allowed us to investigate the concepts and processes, which make it possible to enrich the knowledge related to the identified problem and the possible solutions, which allow proposing a model for the strategic governance of integrated and sustainable local development.

The conception of the study design constitutes the basis of the quality of the research, since it establishes the methodological design and the strategy for responding to the problem posed. The objectives are determined; the hypothesis, methods, techniques and instruments to be used are established; and the collection of data and their treatment for analysis are explained.

After the study design is conceived, we proceed to the analysis of the population and determination of the research sample and the way of accessing it.

The collection and analysis of data for the study are carried out in order to find out the territorial development plans prepared and to define the most effective sources, which can provide information. These sources comprise interviews with specialists in the subject, forms for evaluation by experts and an observation guide, which will allow in-depth examination of the information required for the investigation.

The Interpretation and analysis of the results constitute the final part, which enables us to draw conclusions from the investigation. All the information obtained is defined and processed and presented in an orderly and comprehensible manner through a clear synthetic description, illustrated with tables and figures, which make the results understandable and allow precise conclusions to be reached. The contributions of the research and its versatility for future projects are analyzed.

Through the analysis and discussion of the results, we reach reasoned conclusions with clear arguments regarding the investigation, where the fulfilment of the proposed objectives and the verification of the hypothesis are verified. The most relevant theoretical contributions and the possibilities of replicating the results in future research are put forward.

The preparation of the report and its publication constitute the hallmark of the investigation. The writing must be clear, concise and capable of communicating the objectives pursued, how the research was carried out, what the main results are and what the main conclusions and recommendations are, which were reached once the investigation was completed.

The publication of the results constitutes the last step of the investigation, and for this reason, it is not the least important, since it represents a valuable contribution to the collective construction of knowledge. It constitutes a contribution to the generation of knowledge and encourages other researchers to advance in strategic planning for inclusive and sustainable territorial development.

In terms of theoretical methods, the deductive paradigm was used, which revealed the essential relationships of the research object and allowed for the examination of the problem, the consultation of the theories related to territorial planning and the design of the research hypothesis, as well as the general and specific objectives, to arrive at precise conclusions relating to the subject under study among the empirical methods we used.

Observation, resulting in an approach to the research problem and its possible solution, and the measurement of the results of the analysis of data obtained from the evaluation by experts were part of the empirical methods. Direct observation allowed determining the praxis developed by the social actors involved in the development process of the proposed model.

The research was non-experimental, essentially descriptive and qualitative, including both office and field work.

The research had a systemic character, which allowed for gathering and measuring information from different sources to achieve a complete and precise idea of the subject studied. The collection of information, the ordering and processing of the data, and the analysis and synthesis of the information on the object of study made it possible to formulate the comparison and interpretation of the results. The application of statistical methods in the processing of information contributed to the solidity of the investigation.

Triangulation was used to obtain the existing regularities in the information obtained and verify the virtues and deficiencies of the comprehensive sustainable development model in the interest of reducing the possibility of errors when comparing data and information from different sources [84].

To attain a higher level of scientific rigor, expert criteria were applied to validate the proposal. The experts issued their opinions on the model in question, and the random magnitudes, which were valued by the statistical methods, were considered. Among the advantages of the application of the procedure is that it does not require consensus, and the validation through the criteria expressed by the experts is valuable when there are no historical data, or when those that do exist are inaccurate, especially when trying to anticipate the structuring of a new procedure. It is also advantageous when the research has a theory with the purpose of evaluating the quality and effectiveness of a model, such as the one proposed as a result of this research.

The application of logical and statistical procedures allowed for decision making with a higher degree of reliability. The procedures included the elaboration of the objective, the selection of the experts, the choice of the methodology and its execution.

2.2. Population and Sample

The population is constituted by the models for the strategic governance of integrated and sustainable local development in Ecuador.

The sample is intentional and consists of the model used in the Portoviejo canton for the strategic governance of integrated and sustainable local development in Ecuador.

The city and the Portoviejo canton, like other Ecuadorian localities, are governed by a municipality, as stipulated in the constitution of the republic [85]. The Municipality of Portoviejo is a sectional government entity, which administers the canton autonomously from the central government. It is organized by a separation of powers of an executive nature, represented by the mayor, and another of a legislative nature, made up of members of the cantonal council. The mayor is the head of the council, representative of the municipality and the highest administrative and political authority in the cantonal territory.

The city of Portoviejo, which is the provincial capital of Manabí, is located in the canton. The province constitutes the third territory in terms of socio-political importance in Ecuador, with administrative, social and cultural characteristics similar to the majority of the provinces of the Ecuadorian territory.

2.3. Temporal and Spatial Context of the Research

The investigation was carried out between the months of March 2022 and February 2023.

The research was carried out in the geographical context of the canton of Portoviejo in the province of Manabí in Ecuador. Figure 2 shows the map with the geographic location of the Portoviejo canton.

The Portoviejo canton is located in the central part of the province of Manabí, in the Republic of Ecuador, between the coordinates 1°03′22″ S and 80°27′19″ W. It is very close to the equator, with an area of 968 km² and an average altitude of 50 m s. n. m (maximum: 100 m s. n. m; minimum: 0 m s. n. m).

Within the limits of the canton is the city of the same name, which is the capital of the province. According to data from the population and housing census gathered by the National Institute of Statistics and Censuses (INEC) [86] of Ecuador, its population is 321800 inhabitants, with a population density of 289.29 population/km², and it is inhabited by more than 40% of the total population of the province.

2.4. Research Techniques and Instruments

2.4.1. Selection of Experts

As a research technique, the expert evaluation method is used to validate—according to the opinion of the selected experts—the relevance and feasibility of the strategy model for the integrated and sustainable local development of the Portoviejo canton.

Equation (1) was applied to determine the number of experts necessary to give scientific rigor to the validation process:

$$E=\frac{P \left(1-P\right) K}{i^2}$$

(1)

where:

• E→is the number of experts needed;
• i→is the desired level of precision;
• P→is the estimated proportion of expert errors;
• k→is a constant, whose value is associated with the chosen confidence level. In this case, the following values were considered: i = 0.10; P = 0.022; and K = 6.6564.

By substituting the values in Equation (1), the result was 14.32, which, rounding the result by excess, indicated that it was necessary to select 15 experts to validate the proposal. The selection of 15 experts was adequate, as, according to the literature consulted, a small number of experts can reduce the reliability of the results obtained in the validation of the method, and a much larger number can make it very difficult to reconcile their responses with the tests applied [87].

The use of the expert method requires flexibility to meet the needs of the work, in which a comparative analysis of the model with reality and the verification of the validity of the proposed methodological procedures are necessary [88].

The experts can be internal or external specialists, and for this reason, a non-probabilistic sample was selected, chosen at the discretion of the researcher, composed of 20 typical subjects. For the investigation, 15 experts were selected to carry out the validation of the model.

Two basic inclusion criteria were applied to consider the experts as typical subjects, which were (1) having a higher level of education and (2) being part of the socially involved actors in the sustainable local development of the canton.

According to Pérez Millán [89], citing Evlanov and Kutusov [90], the objective of the methodology is to determine the level of competence of the expert through the coefficient K, which is calculated according to the opinion of the subject on their level of competence in and knowledge of the subject matter. The coefficient K is calculated with Equation (2):

$$K=\left(\frac{1}{2}\right) \left(Kc+Ka\right)$$

(2)

where:

• Kc→is the information knowledge coefficient, which the expert has about the problem based on their own assessment on a scale from 0 to 10 and multiplied by 0.1 (divided by 10), so that, on the scale, 0 indicates absolute ignorance of the problem being evaluated, and 1 (one) indicates full knowledge of the problem. Between these limit self-qualifications (extreme), there are nine intermediate ones.
• Ka→is the coefficient of argumentation or foundation of the expert’s criteria determined as a result of the sum of the points obtained from the application of the values assigned to the argumentation sources, for which the Rensis Likert type scale is applied. The sources of argumentation include theoretical analyses carried out by the expert on topics they had evaluated; their work experience in the topics evaluated; works by national authors on the topic the expert had read or consulted; works of foreign authors on the subjects the expert had read or consulted; the expert’s knowledge of how these issues play out abroad; the expert’s intuition concerning the topics evaluated; and the values of the argument.

If as a result of the calculation the Ka coefficient is equal to 1, the degree of influence of all sources is high; if it is equal to 0.8, it is medium; and 0.5 is considered low.

As a preliminary activity, requests were sent to each of the 20 selected and controlled subjects to determine the level of knowledge on the subject (Kc) to determine the weight of the sources, which argued for their self-assessment (Ka). Both are explicit enough to avoid errors. The monitoring of the parameters established in the consulted literature revealed that when the values are 0.8 ≤ K ≤ 1, the K coefficient is high, and therefore, the subject has adequate competence in the topics covered. If the values are 0.5 ≤ K ≤ 0.8, the K coefficient has a medium range, which means that the subject has medium competence. If the values are 0 ≤ K ≤ 0.5, the K coefficient is low, and therefore, the subject has low competence. The results of the work made it possible to define those 5 of the 20 subjects initially evaluated, who should be rejected.

2.4.2. Evaluation of the Strategic Model Proposed by the Experts

In general, for the evaluation of strategic planning models through expert criteria, three procedures can be used: preference analysis; a comparison by pairs; or Delphy analysis. Of these, the Delphy analysis was selected due to its relevance to the validation of established indicators.

The procedure followed was the following:

(a)

Sending each expert, the model for the strategic governance of integrated and sustainable local development of the Portoviejo canton, together with its theoretical and methodological foundation, and their acceptance to participate in the evaluation of the model was requested.

(b)

Sending and receiving the instruments to achieve the consensus of the experts on the shared and accepted definitions of each of the indicators submitted for evaluation, and these would be incorporated into the evaluation questionnaires of the model.

(c)

Sending the questionnaires on the indicators, which must be evaluated. The evaluation categories were specified in each case: 5→Very adequate, 4→Fairly adequate, 3→Adequate, 2→Not very adequate and 1→Inadequate.

(d)

Processing of the information sent by the experts on each of the indicators of the model submitted for evaluation.

The indicators of the proposed model for the evaluation by the experts are the following:

• Sustainability: the extent to which the model meets the needs of the present without compromising the needs of future generations;
• Resilience: the degree to which the model has the implicit capacity for adaptation and resistance to adapt to changes in the environment without abandoning its objectives;
• Social responsibility: the extent to which the model encourages all actors to develop management, which responds to the demands of the society and the environment;
• Inclusion: the degree to which the model recognizes the differences between people as normal and provides everyone with the same rights and opportunities to manage the sustainable development of the territory;
• Integrated territorial approach: the extent to which the model favors a planned intervention in the social, economic and institutional processes, which occur in the canton, and promotes synergies between all the social actors involved;
• Participatory governance: the degree to which the model considers the government processes, institutions, procedures and practices through which matters concerning the whole of society are decided and regulated, reinforcing the relationships and procedures between the institutions, professionals and inhabitants of the canton as managers of and actors in their own development;
• A flexible structure and adaptability to the characteristics of the canton: the extent to which the model takes into account the socio-cultural, economic and productive characteristics and native resources to carry out the plans, programs and projects of the strategy;
• Feasibility: the degree to which the model considers the availability of the necessary resources to carry out the stated objectives or goals and the possibilities of objectively meeting the goals of sustainable development;
• Based on recognized standards: the extent to which the macroprocesses, which are developed in the model, respond to the methods, procedures and categories recognized in the various schools of strategic thought.

A geographic information system was used through the use of the QGIS 2.18 free software and open-source tool in order to create a spatial approximation to the territory of the province and especially to the canton of Portoviejo.

3. Results

3.1. Strategic Governance Model for the Integrated and Sustainable Local Development of the Portoviejo Canton

The model for the strategic governance of integrated and sustainable local development of the Portoviejo canton aims to promote the generation of synergies for the development of the territory. It is conceived under the idea of parallel work through a permanent connection between all functions and activities.

The model is considered as a closed cycle of strategic governance to achieve the sustainable development of the Portoviejo canton, which encompasses seven interrelated macroprocesses: strategic planning; strategy execution; control of the strategy; evaluation; the feedback process; the study of the new reality; and the establishment of new premises. Figure 3 shows a graphic representation of the proposed model.

Strategic planning is based on the diagnosis and study of reality and on the national and regional policies for sustainable development and territorial planning. It is based on premises and the elaboration and redesign of sustainable development plans, programs and projects with their corresponding goals and indicators.

The execution of strategies is materialized through plans, programs and projects adjusted to the socio-economic objectives and to the values and national and territorial guidelines of sustainable development and territorial planning.

The control is systematic and at all levels of the system. It is based on the verification, intervention and inspection of the progress of internal execution processes, which are carried out selectively, by exception or by areas of responsibility.

The evaluation is foreseen through the application and verification of matrices related to the fulfilment of the objectives, goals and indicators of the programs and projects. An objective assessment of the effectiveness of governance based on costs and the measurement of the proposed standards with the results achieved will be carried out.

Feedback is the analytical and systematic study of the evaluation results. The relevance, opportunity, reliability, effects and socialization of the results are taken into account.

In the study of the new reality, the analysis and evaluation of the results of the out-lined strategies are foreseen, which serve to carry out an objective evaluation of the current situation presented by sustainable development and its repercussions for territorial planning.

The systematic study of the vectors influencing the environment (PESTELCO analysis) leads to the establishment of new premises.

The model is considered a generator of synergies because it is defined as the actions carried out by various actors aimed at achieving a single effect and with the greatest economy of means and resources possible. It is a model for strategic governance, which goes beyond planning and which starts from the analysis of the vectors of change influencing the environment of the canton through a PESTELCO analysis. Its implementation presupposes the participation of all the social actors involved: the productive and non-productive sectors, both state and non-state, as well as the civil society and government authorities.

The central axis of the cycle is the interaction between the three dimensions on which sustainability is built and which are the scenarios around which the macroprocesses develop: the territorial environment, the economy and the society.

The three dimensions on which sustainability is built constitute a key pillar for the sustainable development of the territory—so that their interaction generates viable conditions, which are possible to achieve and sustainable because they are adequate conditions for a harmonious existence with quality of life and equity—by encouraging all stakeholders to participate and benefit from the development model through strategic management articulated between the society and the environment.

The model prioritizes the social dimension aimed at ensuring that people achieve full development in the interaction with personal and community cultural heritage, which contributes to raising the level and quality of life, so that dignity of the individual is a necessary condition in the outline of the policies and rules of action.

The environmental dimension is an unavoidable component in the central axis of the model because it is directed at a perspective of action based on the defense of nature, the rational use of resources through the achievement of efficiency in all activities characterizing relationships and a protective action against anthropogenic aggressions and toward nature itself.

The environmental dimension requires that all the actors socially involved in the model motivate their actions to care for the environment, invest in renewable energy, save water, engage in sustainable mobility, innovation and sustainable architecture.

The economic dimension is a component of the centrality of the model, and it is the one, which establishes the principles of the equitable and responsible generation of wealth for the whole of society, without considering constant growth as the only way to measure development, and acting with efficacy to meet the needs of human groups without overexploiting and squandering natural resources, as well as positively influencing the achievement of a sustainable territory.

Tapia and others [42] contend that “from the solidarity economy, economic aspects become transcendent to encompass the social factors implicit in the construction of a society, since its various dimensions are gestated at the bases of this economy” (p. 320).

The macroprocesses are developed around this central axis continuously until completing a cycle, which is repeated with new qualities provided by the macroprocesses, in which the socially involved actors exercise governance. The development of cycles generates renewed synergies to provide the macroprocesses with qualitatively superior characteristics as the time dimension elapses, in which the plans, programs and projects comprising the strategic governance of the territory for the sake of sustainable development are developed.

The integration of all processes is an important factor in the design of the model. Esquembre [91] points out that “when studying the innovation and strategic governance of projects and programs, it includes the processes and activities necessary to identify, define, combine, unify and coordinate its components, as well as the coordination of various governance processes and activities, within the groups of actors involved” (p. 248).

The author [91] himself comments that within the processes involved in the integration, there are several activities, among which we can point out the beginning of the programs or projects; the development of the plan conceived for their management; the infrastructure supporting them; the management and its execution; the administration of the necessary resources; the monitoring and control of its performance; the governance of the issues deriving from its development; and the closure of the program or project once the proposed objectives have been achieved.

In all processes, the maxim already put forward by Descartes in his method resource must be followed: divide each of the difficulties being examined into as many parts as possible and necessary for their best resolution.

The starting point followed by the author corresponds to the exhaustive analysis of the characteristics of the model being proposed, and this was made known to the local actors by the authorities. Subsequently, in an office work, the theoretical postulates were contrasted with the empirical data obtained in order to design a model capable of replacing the existing one and achieve the greatest simplification and understanding of it, as well as its internal relationships.

Based on the elements described above, each of the selected experts was sent an instrument for the evaluation of each of the nine indicators to be evaluated.

3.2. Results of the Work Carried out by the Experts

The result of the analysis carried out by the experts on the evaluation of the indicators is presented below.

Table 1. Summary of the results according to the agreement of the experts.

Indicators	Expert Agreement Percentage
	Very Suitable	Quite Suitable	Appropriate	Inappropriate	Unacceptable
Sustainability	27%	46%	27%
Resilience	53%	7%	13%	27%
Social Responsibility	20%	47%	20%	7%	7%
Inclusion	20%	40%	33%	7%
Integrated Territorial Approach	53%	13%	27%	7%
Governance	53%	27%	13%	7%
Application Feasibility	27%	40%	26%	7%
Model Standards	27%	13%	40%	20%
Model Structure	40%	40%	7%	13%

Source: own elaboration.

summarizes the results according to the percentage of coincidence of the experts in the evaluation of each indicator.

Expressed in terms of probabilities, the absolute frequencies are shown. Measures of the central tendency (mode, median and arithmetic mean) as well as measures of variability (range and standard deviation) were calculated.

Table 2. Absolute frequencies expressed in terms of probability by categories with which indicators were evaluated.

Indicators	Categories					Σ
	VS	QS	S	I	U
1	0.27	0.47	0.26	0.00	0.00	1.00
2	0.53	0.07	0.13	0.27	0.00	1.00
3	0.20	0.47	0.20	0.07	0.07	1.00
4	0.20	0.40	0.33	0.07	0.00	1.00
5	0.53	0.13	0.26	0.00	0.07	1.00
6	0.53	0.27	0.07	0.13	0.00	1.00
7	0.27	0.40	0.26	0.07	0.00	1.00
8	0.27	0.13	0.40	0.20	0.00	1.00
9	0.40	0.40	0.07	0.13	0.00	1.00
Σ	3.2	2.74	1.98	0.94	0.14	9.00
Fashion	0.53	0.40	0.26	0.07	0.07	̶
Median	0.27	0.40	0.26	0.07	0.00	̶
Arithmetic Average	0.35	0.3	0.22	0.06	0.01	̶
Range	0.33	0.4	0.4	0.2	0.07	̶
Standard Deviation σ	0.018	0.022	0.011	0.009	0.0008	̶

Source: own elaboration.

shows the results of the values of absolute frequencies expressed in terms of probability by categories with which the indicators were evaluated, according to the evaluations of the experts.

Table 3. Cut-off points and scale.

Breakpoints and Scale								Categories
Indicators	Categories				Addition	Average	N—Average
	VS	QS	S	I
1	−0.623	0.62	3.49	3.49	6.98	3.65	−1.46	VS
2	0.0837	0.25	0.62	3.49	4.45	2.20	−0.02	QS
3	−0.842	0.43	1.11	1.50	2.20	1.31	0.87	S
4	−0.842	0.25	1.50	3.49	4.40	2.41	−0.23	QS
5	0.0837	0.43	1.50	1.50	3.52	1.74	0.45	S
6	0.0837	0.84	1.11	3.49	5.53	2.74	−0.56	VS
7	−0.623	0.43	1.50	3.49	4.80	2.56	−0.37	QS
8	−0.623	−0.25	0.84	3.49	3.46	1.88	0.30	QS
9	−0.253	0.84	1.11	3.49	5.19	2.66	−0.47	VS

Source: own elaboration.

shows the results of the cut-off points and scale.

4. Discussion

For the support, the theoretical principles on which the model is based, the premises on which it is erected and the establishment of relationships between its components were considered, so that its properties and significance were clear for all the actors.

The evaluation carried out by experts of the nine indicators of the model for the strategic governance of integrated and sustainable local development of the Portoviejo canton being proposed can be considered as a theoretical contribution to achieving territorial development, which is demonstrated by its novelty and correspondence with the current ideas published on sustainable and inclusive development, which are framed in the following characterization.

For the strategic model of integrated and sustainable local development of the Portoviejo canton, sustainability occupies the centrality of the model, which enables a combination of the economic, social and environmental processes, which characterize the daily life in the canton.

The relationship between any sustainable model over time and competitiveness is very close, but the role of sustainability in achieving territorial competitiveness involves not only inter-company relations and the results of the productive sector, but it also extends to the entire territorial environment, which shows correspondence with what was indicated by De Lima and Magaña [20], Da Silva and others [21], Rodríguez-Santalla and others [22] and Dueñas and Rangel [23].

In accordance with the ideas of Flores [92], he states that in the territorial systemic competitiveness approach, companies do not compete in isolation, but this depends on the degree of business cooperation in the respective production chains, as well as the respective territorial environment. As a consequence, the territorial strategy of cooperation of actors and construction of socio-institutional conditions for local development must be able to identify future productive opportunities, as well as the capacities required for it by human resources.

The aim is the achievement of development in all areas of life and for all citizens through a rational use of the resources, which the territory possesses, but with a view that their deterioration or disappearance will affect the quality and standard of living of future generations, which must be protected by current generations. Thus, the necessary balance between growth of the economy, respect for the environment and social well-being is achieved, in correspondence with the vision put forward by Hernández [1].

Resilience is psychologically based on having a clear vision of the objectives to be achieved and not letting the effort to achieve them be frustrated by changes in the environment or by unforeseen adverse conditions. This implies adapting to possible changes that arise and considering them as part of daily life, which implies maintaining a positive attitude and considering them as opportunities, which can make performance more varied, rich and uplifting, in line with what was promulgated by Arthur [77].

Before the appearance of crises, avoid considering these as insurmountable problems because there are always the resources and the ways to achieve the objectives, even if it is via a different path.

The resilience of the model is linked to the flexibility and synergy established throughout its development.

Resilience should be promoted by all the social actors involved in the self-discovery of new forms of action depending on the circumstances and the promotion of a positive vision granting them the authority to execute decisive actions when the circumstances require it, even when it is outside the restrictive framework of the model itself, which represents being resilient in the face of permanent changes and threats from the internal and external environment in which the strategic governance process takes place, as indicated by Rahman and De Feis [78].

The exercise of social responsibility is effective when economic growth is manifested in the satisfaction of the material needs of the social and community fabric, which assumes the investment of the resources available for growth in programs and projects, whose objectives are aimed at improving the quality of life and the environment.

The exercise of social responsibility will be effective to the extent that it achieves the reduction in poverty and the improvement of income—not for a single sector of a society but for the entire social group—to create the conditions, which allow the achievement of training of human resources in correspondence with the needs of the different territorial strategies, according to the consensus of the territorial development actors, ideas promulgated by De Mattos [14] and Jaramillo [16].

According to what was proposed by Bardhan [15], acting with social responsibility means that all actors must understand and work in order to resolve, within their respective fields of action, the needs and requests, which the various groups of the society demand of them, and they will always condition their action to the fact that it is necessary to preserve and improve the conditions of the environment, where the impacts generated by the said action will be generated.

All the actors in the process of strategic governance acquire, in fact, a commitment to the society and the environment, which means, first of all, that they must develop their management in an efficient and sustainable manner, in accordance with what was indicated by Miedes [93].

In the model of strategic governance of integrated and sustainable local development being proposed, inclusion is a prominent feature.

Inclusiveness is based on community action in all areas of daily life under the approach of satisfying the aspirations of all people, which includes the most vulnerable sectors of society: children, youth, the elderly, the disabled, people with social disadvantage due to their ethnic origin, their level of education, their nationality, religion or other factors, which remain outside the focus of attention of the authorities and of the society as a whole, which is consistent with the ideas of Barbosa and others [3] and Senior and others [40].

In the model, inclusion takes place in a scenario in which one cannot fail to recognize the diversity which exists, as well as the heterogeneity of the interests and visions, which the actors in the territory have. Castelletti and Canzanelli [94] propose that the “social, ethnic, economic and cultural differences, instead of representing obstacles to the efficient exploitation of local resources, especially labour force and natural resources, can be a fundamental element for increase the level of supply of new products and contribute to the development of the country and the region” (p. 9).

The achievement of an integrated territorial approach presupposes that the action perspective of decision makers is not focused on a business sector, nor on an ethnic group, nor on certain ecosystems.

The territorial approach assumes that attention is focused on the territory itself, with its heterogeneity and the complexity of internal relations, which allows achieving an ordering of them—in correspondence with human needs and aspirations—through policies and regulations, which are of common knowledge and acceptance.

The territorial approach pursues the achievement of sustainable human development, according to the ideas expressed by Boisier [8], the Economic Commission for Latin America and the Caribbean [10], and Frieden [95].

In this sense, Frieden [95] contends that the holistic vision is what enables the strengthening of the companies and the local production network and the incorporation of science, technology and innovation in all sectors of production and services—from a large industry to the work of an office dealing with the claims of the population—to ensure the most efficient organization of all services.

The model being proposed recognizes that the enhancement of landscapes, the natural environment and the historical heritage account for essential elements, which provide the territory with particularities differentiating it from others and allow the establishment of close links between the territory and the people inhabiting it, contributing to strengthening the ties of belonging, which in turn promotes the understanding of the integrity of the territory, in accordance with the vision put forward by Olmo [5] and Biel-Ibáñez [6].

Participatory governance is a perspective, which innovates the processes around decision making in the territory, which turn from an autocratic and centralized model to the exercise of a consultation process and the search for consensus, in accordance with the ideas of Bardhan [15].

According to Arteaga [30] and Miedes [93], participatory governance implies that public administration should lead to order and change the territory and the economic, social and environmental processes, which occur, so that their impact is positive for all inhabitants and that the change is incorporated into the very process of investigation and action of all the actors of the society and not only of those who, due to their functions, are assigned to them by the constitution. It is noted, at the same time, that the reality is disturbed and transformed.

More than two decades ago, Coraggio [96] stated that “participation is not an obstacle, it is an indispensable resource in the times of transition and uncertainty that we are going through, so that the economy is not defined behind people’s backs, but that it incorporates it as a fundamental political, social and economic actor. For the rest, solidarity, cooperation and participation are not a restriction on private interest; they are powerful instruments to achieve it” (p. 11).

In the ideas of Coraggio [96], it is emphasized that participatory governance promotes synergy among all through the establishment of networks of social commitments around the territory. It endows the strategic model with a constant renewal of the motivating forces, which promote its implementation. At the present time, participatory governance is capable of promoting citizen awareness to achieve greater rationality in the use of energy in order to promote the use of renewable sources, the energy savings coming from consumption of fossil fuels by the territory of the canton, as well as saving water and other resources and materials.

With the human capital, which allows extending and applying the strategic governance of integrated and sustainable local development, it is a real possibility that the Portoviejo canton will apply the proposed model. There are also precedents, which guarantee the understanding of its operation. Since the first decade of this century, the territory of the municipality of Portoviejo has been immersed in successive strategic plans for the sake of continuous development.

In the opinion of Tecco [97], “not only businessmen and their organizations are interpreted as agents of local and regional development, but also the institutions that bring together workers, intellectuals, scientific and cultural, nature, as well as political parties, educational and research establishments, cooperatives, non-governmental organizations and neighbourhood associations, united around a strategic project, it is possible to carry out the task to take advantage of each and every one of them, enhance existing strengths” (p. 112).

The strategic planning of the localities is, according to the author’s own criteria [97], a useful instrument for such purposes, where the municipality, in its capacity as local government, represents a fundamental actor for launching processes of such characteristics.

The various schools of strategic thought refer in one way or another to the dimensions and macroprocesses, which are part of the model. Therefore, in the formal field, from a theoretical point of view, there are documented references with technical specifications and consistent criteria, which are used in the field of strategic governance and are sufficiently recognized by the actors related to this field of knowledge.

Strategic planning as a macroprocess is based on a participatory diagnosis of all the actors based on a reality, which emerged from the analysis of the vectors of change in the context (PESTEL analysis) and which provides the necessary premises for the design or redesign of plans, programs and projects, which will be managed as a strategy, in line with the vision promulgated by Yüksel [50].

The execution of the strategy related to the plans, programs and planned projects must be clearly put forward for the knowledge of all the actors in terms of the objectives being pursued, the lines of action, the goals to be achieved with measurable and verifiable indicators and those responsible by area of responsibility, in line with the vision put forward by Arteaga [30] and Maleka [98].

In the vision espoused by Liao [33], the systematic control over the execution of plans, programs and projects comprises a systematic inspection and verification system in which the applied techniques do not exclude each other but complement each other in a creative way, according to the level of preparation and skills of those responsible for its execution.

Evaluation within strategic governance is a rigorous process, which involves the design and application of verification matrices adapted to the particularities of each plan, program or project being evaluated at the end of its life cycle.

The evaluation is intended to be carried out without empirical ambiguities. It is focused on the verification of compliance with the indicators and the extent or proportion of compliance through the measurement and comparison of the standards achieved with the planned or proposed standards, and above all, based on costs and the real contribution to the objectives of sustainable development.

The behavior and responsibility of the actors must also be evaluated in terms of successes or failures in governance, the use of resources and the fulfilment of their social responsibility, which is consistent with the vision promulgated by Mebratu [2] and Liao [33].

According to the ideas of Vázquez Barquero [37], feedback begins with the evaluative analysis of the evaluation results, which implies determining their relevance, reliability and impact on strategic governance to achieve integrated local development and the sustainable development of the canton.

Feedback must be given by the actors involved in the plan, program or project under evaluation in such a way, so as to lead to awareness regarding the effectiveness of their own management.

The results of the feedback must be disseminated among all the actors who participate or do not participate in the evaluation process. Emphasis should be placed not only on the indicators being verified but also on the factors contributing to the success or failure of governance.

Only in this way can feedback lead to readjustment in the behavior of the actors during the development of their activities.

The global results of the plans, programs and projects managed in the Portoviejo canton generate changes in the environment and in its economic, social and environmental dimensions, which support sustainable development. The result provides a new territorial reality, and with it, the need to make readjustments in territorial planning plans, which must be permanently monitored by decision makers at all levels, in accordance with the vision put forward by Liao [33].

The analysis of the vectors influencing the environment (PESTEL analysis) of the new reality as a result of strategic governance allows us to correct the course and, if necessary, set new objectives and goals—in line with the national objectives, values and norms, international legal entities—and to work proactively based on new scenarios.

The analyses determine the appearance of new premises, which will serve as the basis for redesigning or designing new plans, projects and programs through participatory strategic planning, which values the synergies arising between all the actors throughout the entire process, which adds a new qualitative value to the cycle of strategic governance, which is corroborated in the vision put forward by Yüksel [50].

The flexibility of the model is a result of the decentralization of strategic governance processes. Each actor is responsible for a plan, program or project and must become its de facto leader and exercise their leadership with autonomy and independence within the framework of relationships and synergies established with other leaders and actors from other plans, programs and projects.

The flexibility of the structure enables it to act in accordance with the contingencies and changes, which can be generated in the environment of the canton, adjusting its levels of action to the real needs and possibilities in which the work is carried out, in accordance with the criteria set forth by Fan and Wu [74].

The flexibility in the entire governance process allows the actors involved—in the short term—to use the available resources to achieve rapid adaptation to changes in the environment and—in the long term—to permanently maintain a coherent and competitive organization in order to achieve the goals and objectives proposed, in line with the ideas expressed by Arthur [77].

The novelty of the results and the theoretical contribution of the research lie in the proposal of a model, which is built from critical analysis, which allows for clarification of the concept and the contributions of the different schools of contemporary strategic thought, in correspondence with the ideas of Mintzberg and others [43], Kelly [79], Brooks and others [80], Naranjo [82], and Ingham and Gilbert [99].

In the results of the research, the positive elements and the sustainable and inclusive development approach are integrated in a model, which allows enriching and perfecting the scientific theory in terms of clarity of purpose, concentration of efforts, clarity of the social objective, as well as the order and consistency of planning.

It is important to highlight the need to signify the relevance of the theoretical development deployed in relation to expert assessment of the model indicators of integrated and sustainable local development, under the criteria, which respond to a logic providing the integrity for sustainable territorial planning. This is useful not only at the scale of a canton but may also find application in other contexts with territorial characteristics similar to those of the Portoviejo canton.

The analysis of the theories linked to the strategic governance of territorial development constitutes the logical foundation for the evaluation of the indicators by experts and provides the opportunity for theoretical enrichment as part of the research contributions.

The analysis of the data provided by the experts revealed that sustainability, participatory governance and the standards used in the model were considered very adequate characteristics, which represents a favorable contribution, since it is necessary to consider sustainability as the central axis of the entire theoretical–methodological construction around which the model was designed, in accordance with the vision promulgated by Barbosa and others [3], Golusin and Olja [17], Waas and Tarah [18], and Elliott [19].

It was established that without participatory governance, which truly involves all social actors, it is difficult to achieve the necessary synergies to carry out the plans, projects and programs contemplated by the model to achieve integrated and sustainable development, in line with the vision set forth by Bardhan [15].

Being based on recognized standards, the model is easy to understand and interpret, which contributes to higher levels of participation in its execution.

The experts evaluated four other indicators as quite adequate: resilience, inclusiveness, structure and viability.

Like any strategy, the ability to overcome changes in the environment is vital for development, as well as achieving greater inclusion by promoting synergies around the common good, which allows flexibility of the structure in terms of the delegation of functions and the extension of leadership at all levels, which shows correspondence with the ideas set forth by Barbosa and others [3], Senior and others [40], Arthur [77] and Tecco [97].

The investigation allowed us to appreciate that the human, material and economic resources available to the territory enable the application of the proposed model in the Portoviejo canton.

Seven of the nine indicators received high ratings from the experts, which indicates the level of acceptance of the proposed model. Only two indicators—social responsibility and the integrated territorial approach of the model—were considered adequate and were rated lower than the rest. Both elements are part of a more humanist vision and perspective, which the social actors involved must share, since it is paramount that the work continue in the interest of the people and their needs being the center of all action and, on the other hand, that the territory be a heterogeneous system, where social and natural aspects overlap, influenced by the economic and technological processes, which require comprehensive treatment.

5. Conclusions

Ecuadorian law specifies that territorial planning and development plans are the responsibility of the decentralized autonomous governments [100]. However, there is a weakness in the process of putting local strategies into practice, since in most cases, they do not go beyond the process of planning programs and action projects aimed at achieving well-being in the short term, and strategic governance is not executed throughout all the processes leading to the integrated and sustainable development of territorial planning.

The methodology for the evaluation of the model for the strategic governance of integrated and sustainable local development of the Portoviejo canton was carried out through the criteria of experts, who assigned a positive assessment for the proposed model.

The relevance and feasibility of the model were evaluated based on the criteria issued by the experts consulted, and the conditions exist for its implementation for the sake of an integrated and sustainable local development of the Portoviejo canton, without forgetting the multiple variants, which can be developed from the application of the proposed model.

It was possible to propose a model, which guarantees the process of strategic governance for the sake of integrated and sustainable local development of the canton of Portoviejo, which enables the understanding of the systemic and structural functioning of its components. The model demonstrates its reliability, since it considers the level of dependence of the community social system in which it is inserted and responds to a context, which integrates sustainability, inclusion, social responsibility, resilience, structure, flexibility and territorial ordering, which demonstrates topicality and scientific relevance.

Although the component elements of the designed model have been proposed, there is no consensus in the literature regarding which ones should be part of it to achieve integrated and sustainable local development. This is influenced by the great variety of schools of strategic thought, which model existing theoretical thought. Therefore, the design was adjusted in accordance with the unique and unrepeatable characteristics of the territory of the Portoviejo canton of the Manabí province in the Republic of Ecuador, which does not mean that the results of the research cannot be applied to other territories with characteristics similar to the Portoviejo canton.

The results of the research, guided by a complex and systemic methodological framework, constitute a valuable scientific contribution, which provides the theoretical and methodological bases enabling its generalization and replication for the study of strategic planning models under integrated and sustainable criteria in other zones and regions of Ecuador and Latin America, which present similar situations from the socio-economic, natural and governance points of view.

One limitation of the study relates to insufficient knowledge regarding the operation and practical utility of the model for the different actors of territorial planning in the Portoviejo canton and the determination of its contribution as an input for the study of land use planning and guaranteeing the sustainability of a territory in a local context.

It is recommended that, for future research, a practical validation of the model be carried out. It should also be implemented in teaching, research and community outreach processes by universities, and its weaknesses and strengths should be determined to allow for the permanent updating of its components. Moreover, good land planning practices should be identified, which facilitate the management of land use planning projects focused on achieving sustainability.