The Strategy Design and Implementation

What is the minimum content of the LDS ?

Analysis of the development needs and potential of the area including an analysis of strengths, weaknesses, opportunities and threats

The local context, socio economic and environmental

The LDS should present a concise analysis of the social, economic and environmental context conducted at the level of the proposed territory, this forms much of the essential evidence base upon which the development of the strategy will be based (and against which it can be assessed). The analysis presented should therefore identify those key challenges and opportunities facing the area which the LAG considered in developing their strategy.

This analysis should be appropriate to the LDS area in its scope, physical and financial scale and detail, it should be consistent with LEADER, its local rural focus and the extent of its potential achievement. Information and data presented should be specific, highly relevant and tightly focused on the LDS area, you should present baseline and trend data where possible. In as far as is possible data should be consistent and comparable in time series and units. Remember the quality and relevance of data is significantly more important than the quantity. This analysis can be undertaken by the LAG itself, e.g. a suitably qualified member such as an academic or advisory institution or by external experts.
See info-sheet number 10: Integrating LDS into wider territorial planning [PDF ]

Your analysis is likely to comprise a mix of information from both primary and secondary sources. Secondary sources such as published statistics identifying baseline and trend data are the most important sources. Some problems in the spatial fit between data sets and LAG areas may arise particularly where there is no direct fit with administrative boundaries, here you may consider undertaking or commissioning some bespoke research. Relevant reports and studies, particularly those which are focused on the types of issues or areas which the LDS will address should also be utilised.

This is a good point to consider the LDS fit and its complementarity with other relevant local strategies and programmes. One immediate benefit of doing this is that these may offer a useful source of data and analysis or may identify useful data sources.
See video “Focus on the bigger picture“

Recommended socio-economic data sets to be assessed include:

• The areas resident population and its profile;
• The number and distribution of jobs in the area;
• Employment by sector and by gender, full time and part time;
• Workforce skills and qualifications;
• Unemployment, ideally including area, age and gender;
• The business base, births, deaths, numbers and sizes;
• Local infrastructure provision and access to services;
• Deprivation and disadvantage based on other social aspects (e.g. income, health and housing).

Environmental baseline data and analysis relevant to the area including any designations should also be presented. Specifically this should include any environmental assets potentially relevant to the strategy.

The LDS development process employed

Good practice in implementing a bottom up approach and the regulations make it clear that it is important not only to involve the community in the development of the LDS but also to demonstrate how and how effectively that has been done. Your description of the process of community involvement in the development of the strategy will be one of the key elements assessed in the approval process. The LDS should therefore detail this overall process of bottom up involvement and community and stakeholder consultation¹. This should be evidenced by explaining what was done, who was involved, how and the extent of their involvement. The strategy should summarise the findings from this stakeholder and wider community involvement.

Using ‘needs analysis’ information

Mireille Groot Koerkamp from a Dutch LAG notes the importance of using ‘needs analysis’ information in LDS.

Community involvement would normally contribute to two linked elements of the LDS:

• Their perceptions of the strengths, assets, needs and opportunities facing the area, (either forming part of the SWOT analysis process or feeding in where this is a separate stage); and
• Their perceptions validating the focus and balance of the strategy, the actions proposed and how it will be delivered.

A key perspective which should emerge here is the appropriateness and relevance of the focus of the LDS and the direction from which is approached or addressed e.g. the social, economic or environmental perspective.

The SWOT analysis:

The LDS should contain a high quality SWOT analysis based on the key features of the LAG territory, the socio economic and environmental context, the review of policies applying to the area, the community and stakeholder consultations and any expert knowledge or input.

But what is a SWOT analysis and why is it essential?

SWOT analysis (strengths, weaknesses, opportunities and threats) provides a simple information management and analysis tool to analyse those factors which can be directly influenced, the strengths and weaknesses of the proposed territory and the external factors out with direct LAG influence, the opportunities and threats that the area faces. It can be applied for the general territorial analysis informing the LDS and can also to look at how a specific issue may be addressed.

An effective SWOT process is important as the quality of information derived from it depends on who is involved and how the process is managed. A common failing in many SWOTs is to merely present a list or matrix of issues under the four categories. This does not contribute to the justification of the strategy. The key element of the SWOT is the analysis. This is a prerequisite for effective needs assessment and the setting of relevant objectives addressing the needs and opportunities of the area.

An effective SWOT must therefore show an analysis of the implications of the identified factors for the area and its population. The analysis should provide a basis for prioritising the most important issues and actions and for allocating resources.

Focus on the bigger picture

Ines Jordana from the ENRD CP advises on how to use the LDS as a strategic territorial development tool

It should connect the evidence base, the community engagement and the proposed programme. It therefore involves both quantitative and qualitative elements and ideally should involve relevant baseline or contextual indicators by which performance may be measured later. The SWOT illustrates potential linkages and connections between issues and can identify opportunities to innovate in addressing these. It underpins the intervention logic of the LDS linking the needs and opportunities to the development of the LDS objectives. It provides the background against which the justification, relevance and adequacy of the LDS can be assessed.

Guidance on conducting an effective SWOT is available at page 64 of the EC Project Management Cycle guidance².

Interact with the community

Jenny Nylund from the Swedish NRN provides her tips of how to involve and interact with a diverse range of people during the LDS process.

Back to "What is the minimum content of the LDS"

¹Participatory approach module of the LEADER toolkit.
²See info-sheet: "Project Management Cycle guidance"