The Strategy Design
What is the minimum content of the LDS ?
An action plan demonstrating how objectives are translated into actions
Objectives and actions proposed
Once the overall intervention logic1 for the LDS and the headline or global objectives are established, it is then time to consider the more specific and detailed elements of what the LDS will seek to achieve in pursuing these objectives. The LDS should ideally group types of activity together in a logical manner, e.g. by themes to form coherent packages rather than individual actions. In conducting their analysis and consultations, the LAG should have derived proposals for the packages of activities to be undertaken in order to address the identified needs and achieve the overall objectives. These packages of actions need to be described in the LDS showing how they contribute to the overall intervention logic and thus the objectives of the LDS. It therefore follows that they must have their own clearly demonstrated logic. This in turn provides the basis for considering how the proposals fit with other initiatives and justifies the allocation of resources within the LDS and, in the case of a multi-fund LDS, by fund.
Money matters
Marjorie Deroi from the French MA points out the need for LDS managers to properly understand their financial responsibilities
A useful approach reflecting the way in which the LDS is structured is to prepare a fiche or factsheet for each of these activity groups using a common format.
The following elements are the main things which should be addressed:
Specific objectives
Each proposed package of activities should have objectives specified in SMART terms which fully capture what the measure proposes to do and how this contributes to the global objective. Such a ‘package level’ objective, (e.g. linked to the global objective example) could be:
“By 2020, to improve the economic performance of the LAG area through actions leading to 340 participants successfully completing a training activity, 200 gross jobs created or safeguarded and 2 000 of additional tourist bed nights.”
Rationale
A rationale which justifies the package of actions and its contribution to the overall strategy should be provided. As with the global rationale this should demonstrate the logic behind the proposals by drawing on the evidence from the analyses and the consultation findings, as appropriate. In the case of multi-fund strategies this should take specific account of the respective fund objectives and priorities.
Scope of action
The range of activities that will be considered for support under the package should be identified here. It will be essential to check the relevant national and regional programme documents, RDP and the CLLD section of the Partnership Agreement to ensure the consistency and eligibility of what is proposed in both mono-fund and multi-fund situations.
Strategic fit: complementarity and demarcation
The internal and external scope for complementarity or synergy between activities under this package and other elements of the LDS or other initiatives should be briefly outlined. This includes the complementarity with other elements of the RDP. Where demarcation between funds is required this should be clearly specified.
Target beneficiaries
Target groups intended to benefit from the activities supported should be identified. This should include reference to any target or priority groups identified through the development of the strategy.
Resources and weighting
The indicative allocation of funding for the package should be provided, broken down in monetary terms (by fund where appropriate) and as a proportion of the total resources for the LDS. The basis of this allocation should be explained by reference to the analysis and intervention logic.
Results and outcomes
The anticipated types and scale of output, result and outcome (or impact) from the package of activities should be identified. This is normally done by identifying the appropriate performance indicators, including core Common Monitoring and Evaluation System-, RDP- and LDS-specific indicators and then setting quantifiable targets. These targets should be proportionate to the scale of the resources devoted to the activities.
It may be helpful to think in terms of a hierarchy of effects for the package, i.e. outputs, the supported activity, results, the immediate or intermediate effects and the outcome, the overall change which is sought. These effects should relate directly to the LDS intervention logic and SMART objectives. The following example is in relation to a training initiative:
- the outcome sought could be the number of individuals who are more employable or have their employment safeguarded through greater adaptability;
- the result would be the number of individuals successfully completing the training course and gaining a qualification or implementing new skills in the workplace; and
- the output would be the number of training days taken up by individuals.
LAGs should identify appropriate indicators from those specified in the RDP. LAGs may also include performance indicators to reflect the specific theme or focus of the strategy and/or local priorities, although it is essential that these are well defined, practical and limited in number.
Proposed project actions
It will not be possible at this stage of its development to specify all project activity likely to emerge under the LDS. LAGs should make best estimates of activity likely to emerge in the early stages on the basis of the work undertaken in preparing the LDS; this can then be used for profiling funds over the life of the programme in the financial plan.
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1See: LEADER Toolkit module LDS Intervention logic