The Strategy Design and Implementation

What is the minimum content of the LDS ?

Description of the strategy and its objectives

LDS intervention logic, aims, objectives and rationale

What do terms like intervention logic and SMART objectives mean in plain language? Why are they important when we are preparing our local development strategies?

In fact these elements and principles lie at the heart of an effective and measurable strategy. Put simply they help us to be sure that what we are trying to achieve makes sense in terms of the areas identified needs, the specific objectives the project activity will pursue and that we will be able to measure our achievement in addressing these needs and objectives. These are critical contributions to LEADERs achievement of real added value.

One of the main drivers for improvement in LEADER LDS has been the report of the European Court of Auditors1. A number of the report’s findings relate to the need to improve the achievement of added value through the LDS and to monitor and report that achievement. For example ‘In practice, the strategies were almost irrelevant and served as little more than an application to the managing authority for funding’, ‘None of the LAGs monitored or reported on their performance in achieving their strategy objectives’ and ‘The Commission should ensure that Member States …… require the LAGs to set measurable objectives, specific to their local area, that can be achieved by the LEADER programme’. A clear intervention logic leading to SMART LDS objectives provides a robust basis for addressing these priorities.

The intervention logic:

The LDS should present a clear rationale for the strategy – a framework setting out:

• what it proposes to do and why it is appropriate,
• the hierarchy of steps in the process;
  • linking the need to the action;
  • through its immediate effects;
  • to the way this contributes to achieving the objective.

This is the basic intervention logic and should therefore clearly demonstrate how what is proposed flows from the combination of the contextual and SWOT analysis and the consultation findings.

Presenting a short synthesis of the conclusions from the analysis and consultations then drawing out the agreed global or overarching objectives of the strategy is a sound approach. This should explain how the LDS represents a coherent response to the central theme and overall objective i.e. that it is internally consistent. To this may be added other cross cutting objectives e.g. setting out the way in which the LAG will promote innovation or foster integration between sectors or groups.

SMART objectives:

• Specific – clearly stating what the LDS will address and by what means;
• Measurable – containing a basis for measurement and quantified targets;
• Achievable – technically feasible given the scope and scale of LDS proposals;
• Realistic – attainable given the resources provided, time allowed, scale of intervention etc.;
• Timebound – incorporating the date by which the targets should be achieved.

The following represents an example of such a global objective which is presented in SMART terms.

“By 2020, to strengthen innovation and adaptability in businesses within the LAG area, through actions leading to 10 new processes or products being introduced, 200 individuals successfully gaining and implementing new skills and 100 gross jobs being created or safeguarded”.

Thus the intervention logic and associated SMART objectives links the needs and actions to a measurable set of performance milestones or indicators through which the LDS achievement may be assessed.

This is a simple example, in some cases the intervention logic may be more complex identifying measures or actions with their own SMART objectives through which the strategy will be implemented and the global objectives achieved.
See info-sheet number 4: Making LDS goals easily measurable to capture [PDF ]

Consistency, complementarity and synergy

Achieving consistency, complementarity and synergy of their LEADER LDS’s with other local or wider strategies or initiatives has proved challenging for some LAGs. The local area and community focus can sometimes result in a lack of awareness of the wider development agenda. LAGS and their LDS do not exist in isolation however and whilst on occasions LAGs may struggle to balance local and wider considerations, thinking globally whilst acting locally means considering your position in the whole.

LEADER is a relatively small intervention and as such is more effective if carefully targeted to achieve ‘best fit’ and avoid duplication or overlap with other initiatives. Careful consideration and planning of how the LAG can add value to both local and wider initiatives will considerably strengthen the effectiveness and added value of the LDS and the work of the LAG to the local community.

The new CSF and CLLD approaches in 2014 bring with them a much stronger focus on achieving the benefits of complementarity and synergies between all the EU funds and instruments. Partnership agreements will set out at Member State level the way in which the EU funds will work together to achieve shared and complementary objectives. As LAGs will operate within this framework this itself this will encourage improvements here but LAGs should nevertheless carefully plan this aspect of their LDS. Of course this is not a one way process and LAGs may also gain substantial benefits from the actions of others which may complement their LDS. Indeed the LEADER principles of partnership and match funding are dependent on this, the leverage of resources which LAGs achieve is a major element of the added value which LEADER delivers locally.

It is not enough to merely accommodate this however, the benefits which arise from such consistency, complementarity and synergy are stronger when this is planned in advance. This adds value to your strategy and to what LEADER achieves overall. A simple approach such as mapping the priorities, areas and resources supported or pursued under other initiatives can help in this process during the development of your LDS.

Select projects in line with the LDS objectives

Fons Jacques from a Luxembourg LAG talks about the role of LEADER staff and animation in helping the LDS to achieve its objectives.

Horizontal objectives

Equal opportunities

All EU funding is required to mainstream the Commission's policy on equal opportunities as enshrined in the EU Treaty and reflected in Member State legislation. This is important, not just in upholding citizens' rights, but also in ensuring that all available talents and abilities are harnessed.

The LDS should contain a clear and concise statement laying out the LAGs strategic approach to enabling and ensuring equality of opportunity and how it is proposed that this will be addressed operationally. A pragmatic approach here is to adopt a suitable equal opportunities policy from one of the partners, cross checking this against the LAG strategy and by amending this demonstrate how this will be implemented operationally. The policy may be attached as an annex.

Environmental sustainability

All EU-funded Programmes are expected to mainstream the Commission's policy on environmental sustainability. Integrating environmental sustainability in LAG area strategies is important because of EU and domestic legislation and because of the dependence of rural communities and economies on a high quality natural resource and environment.

The strategy should set out the environmental sustainability principles to which your LAG is committed and outline how these will be implemented and monitored.

Innovation

One of the original and fundamental strategic principles in LEADER which is reinforced in the 2014 RDP is the search for innovation. The focus on innovation is founded on the belief that doing "more of the same" is unlikely to enable local areas to reach their full potential and that new solutions to existing problems should be sought.

The objectives here are to encourage and support new, forward looking and entrepreneurial approaches and solutions to local issues and to share and transfer that experience. The LDS should therefore outline the LAGs overall approach to identifying, initiating, supporting and capitalising on innovation. In doing so it is therefore important to consider the fit between innovation, co-operation and networking. Transferring best practice, sharing and learning from others allows access to a huge range of experience and stimulates innovation.

LEADER experience and that from other area-based initiatives shows that innovation is often poorly understood. In the 2007 – 2013 RDPs it appears often to have been conflated with risk of failure and a strong risk aversion has been evident particularly amongst Managing Authorities and Payment Agencies. In setting out their approach to innovation LAGs should seek to establish greater understanding that in seeking new solutions or approaches some projects inevitably will fail to some extent and that this should be allowed for.

Capacity building of actors

Mireille Groot Koerkamp from a Dutch LAG describes how capacity building and training is applicable for all LDS stakeholders

Examples of forms of innovation which commonly emerge include:

• the way a project is developed or managed;
• who is involved in the project and how they are involved;
• how the project is resourced;
• how the results or lessons are identified, used, disseminated or communicated;
• how the project becomes self-sustaining; and
• how the project links to other initiatives.

A statement as to how this will be addressed in the strategy should be included (e.g. by giving priority to projects which clearly demonstrate some desirable form of innovation).

Cooperation

Cooperation is one of the core LEADER features and is formalised under a specific measure in the 2007 – 2013 RDPs and under article 44 of the 2014 – 2020 Regulation EC 2011/0282. With a community of well over 2,000 LAGs the wealth of LEADER local development experience, knowledge and human capital is enormous; cooperation offers a vital means of capitalising on this resource. As such cooperation activities are one of the most valuable tools available to LAGs and the application of this should be carefully planned.

In the 2014 – 2020 period the focus on cooperation in RDPs and its specification is strengthened significantly2. This includes LEADERs potential contribution to wider cooperation and specifically in strengthening and sharing innovation. With the expansion of Community Led Local Development the potential scale and scope of such cooperation, inter-territorial and transnational is clearly considerably expanded3 to include other types of local partnerships e.g. as we have seen with LEADER LAGs and EFF FLAGs.

How can you make use of or contribute to this to develop your group, to undertake joint projects or initiatives, to innovate, or to share or transfer knowledge and experience? Your strategy should set out your proposed approach, how you will develop it and what you wish to achieve for your LAG.

In the 2014 – 2020 period provision is made for LAGs to undertake two complementary forms of cooperation4 , preparatory actions (with a view to concrete projects) and actual cooperation projects. In planning cooperation activity it is therefore important that LAGs consider carefully what it is that they want to achieve through cooperation, what the objectives of such activity are, why cooperation is the best approach and how does this contribute to the objectives of the LDS? It is unlikely that in the LDS development stage LAGs will be able to be absolutely specific regarding actual cooperation projects.

LAGs should consider and set out the proposed focus of cooperation activity and how the two types of activity will be used to develop projects which are consistent with and contribute to their LDS objectives.

In planning cooperation LAGs should also consider other informal ways to cooperate or network which can offer very significant benefits. Activities such as peer support and mentoring are vital areas of co-operation and networking; the LEADER Subcommittee Focus Group 4 highlighted many such forms of cooperation e.g. in LAG establishment or peer to peer evaluation.

Keep lines of communication open

Marjorie Deroi from the French MA talks about the importance for a successful LDS of maintaining an on-going dialogue between LEADER groups and funding authorities

Further guidance is available in the Transnational Cooperation section of the LEADER Gateway.
See info-sheet number 9: Integrating Corporate Social Responsibility into LEADER projects [PDF ]

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¹European Court of Auditors Special Report 5//2010: Implementation of the LEADER Approach for Rural Development
²Article 9 f) EC reg No 2011/0282
³Article 44, EC reg No 2011/0282
⁴Article 44, 1. a) & b) EC reg No 2011/0282