The Strategy Design

What is the minimum content of the LDS ?

Description of the management and monitoring arrangements of the strategy, and the specific arrangements for 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

See video “Capacity building of actors” further down this section.

The Local Development Strategy (LDS) should incorporate implementation arrangements which set out the mechanisms and procedures through which the LAG will deliver its LDS. This is a requirement of the CSF Regulation1 which requires LDS implementation provisions demonstrating how objectives are translated into actions; a description of the management and monitoring arrangements of the strategy, demonstrating the capacity of the LAG to implement the strategy and a description of specific arrangements for evaluation; and the financial plan of the strategy (including the planned allocation of each of the CSF Funds).

See info-sheet number 3: Clear rules and methodologies to ensure multi sector integration in local strategies [PDF ]
See info-sheet number 8: Enhancing LEADER’s regional flavour [PDF ]

Whilst LAGs are required to set out these provisions this will necessarily be conditioned by the requirement that the, “Member States shall define the respective roles of the local action group and the authorities responsible for the implementation of the relevant programmes, for all implementation tasks relating to the strategy².”

The following modules provide a series of checklists and associated guidance as to how these requirements may best be addressed in practice.

LDS delivery structure and process

This module sets out the elements of the LAG structure and roles which LAGs will need to specify in the implementation elements of their LDS. There are two main elements which it is necessary to address, the legal structure of the LAG as an entity and the operational structure, roles and procedures which the LAG will employ.

The introduction to the delivery description

Provide a brief rationale for the proposed delivery methods and procedures describing how this will contribute to achieving the overall aims and objectives of the LDS. The elements may vary but may be normally considered to consist of descriptions of the following:

• the LAGs legal structure and any administrative and financial lead body if any;
• the group structure;
• how the group will operate, including decision-making;
• any key responsibilities of the different partner or delivery organisations; and
• the way in which the LAG will interact with local, regional and national stakeholders and authorities (including any intermediate body employed).

See video “Keep lines of communication open

Using a flow diagram may be a useful approach here to illustrate this.

Legal structure

The CSF regulation³ stipulates two alternative legal structures which are possible in the establishment of LAGs under any of the funds. The Managing Authority shall ensure that the Local Action Groups either:

• select one partner within the group as a lead partner in administrative and financial matters; or
• come together in a legally constituted common structure.

Whichever approach is adopted this body will normally be responsible for:

• compliance with the RDP and other relevant regulations;
• the financial accountability of the programme; and
• employment and management of staff on behalf of the LAG.

Where an administrative and financial lead partner is proposed by the LAG it should be explained why this organisation is suitably qualified to undertake the role (e.g. in terms of its systems, staffing, experience and capabilities).

Where the legally constituted approach is chosen, it will be necessary to specify the legal form (i.e. civic society association, public body, private non-profit making body, other), provide a copy of the approved statutes and demonstrate that it fulfils the requirement of the regulations in terms of its management, financial and administrative capability.
See info-sheet number 6: Supporting LAG independence and objective decision-making [PDF ]

LAG structure, roles and procedures

This section should describe the way in which the LAG partnership is structured and link this to how it intends to operate.
See video “Keep lines of communication open”

Group structure and responsibilities
Key considerations LAGs should address here are;

• the membership of the LAG and its structure including any subgroups;
• the expectations placed on LAG members; and
• any specific contributions individual partners can make to the work of the LAG.

The responsibilities of the LAG and its members are set out in the CSF regulation³ and the implementation plan should describe how these will be addressed. The operational principles should be described setting out the respective roles of the LAG, any subgroups and the LAG staff in addressing these responsibilities. Specification of the proposed approach to decision-making is the most essential element of this.

Decision-making

This section of the implementation plan should detail the LAGs proposed decision-making approach, the roles and responsibilities of those involved, e.g. who is responsible or mandated for which types of decision (including the use of a selection committee for selecting operations implementing the LDS, see project development and selection section), any levels of delegation and the principles which will be employed. Where such a decision-making group is proposed its operation must be clearly set out with clear terms of reference and operating procedures which respect the principles established in the CSF regulation.

See info-sheet number 2: Multi- stage Project Application and Continuous Monitoring Scheme [PDF ]
See info-sheet number 3: Clear rules and methodologies to ensure multi sector integration in local strategies [PDF ]

The use of a flow chart is a useful means of illustrating the processes and LAG members respective roles within this⁵.

Complementarity and working with others

This section should include a description of how the LAG and its staff will work with other organisations and initiatives in the area to ensure that effective complementarity is achieved in practice (e.g. other CLLD LAGs, other elements of the RDP, other programmes, etc.). This should respect the relevant principles outlined in the Partnership Agreement. Clear procedures and lines of responsibility should be described here.

Procedures for project development and selection

The implementation plan should outline the proposed project animation, development, appraisal and selection procedures, where appropriate this may also include project approval where LAGs have such competency.

Ideally the supporting materials, e.g. application forms, scoring pro-forma, etc. should be referenced and available. The use of flow charts illustrating the application and selection processes represents a simple and clear means of illustration, a single chart can also be used. Tables can also be provided to help clearly allocate responsibilities.

Project development

The project development and application process and the procedure employed at each of its stages should be explained; this should describe all stages from the initial publicity and call for proposals through to the submission of the application. Any support provided by the LAG or its staff should be described. Further detail on project development procedures is provided in the project selection module of this toolkit⁶.

Project selection

Project selection procedures should set out the process and decision-making criteria to be employed⁷. This should clearly identify the sequence of events and who is involved at each stage of the process.

A common approach to project assessment is the use of a selection committee. Where a selection committee is employed this should be specified, its operation must be clearly set out with clear terms of reference and operating procedures which respect the principles established in the CSF regulation.

The decision-making principles for project selection should identify whether this be by consensus or vote, any weighting or scoring to be applied, any variation by type of decision, the required quorum and the balance of its make up, etc⁸ . A list of those present should be included in the minutes of each meeting.

A good practice is to apply the principle of double quorum/majority (the minimum number of votes is the majority of the members + a majority of votes is attributed to the private sector members).

Recording the process

The European Court of Auditors’ special report⁹ made extensive comments on LAGs weaknesses in evidencing and recording their project selection and highlighted the need for robust procedures to be in place and implemented¹⁰. Many LAGs failed to adequately minute decision-making and did not document the selection process.

It is therefore essential that LAGs set out not only the way in which decisions are to be made but also how this will be robustly evidenced and recorded.

Communicating the outcome

LAGs should describe how they will communicate the outcome of the project selection procedures to applicants and the time allowed for doing so.

Conflict of interest procedures

It is important to ensure that the adequate separation of responsibilities is maintained between the different elements of the process to ensure transparency in decision-making and to avoid any potential conflict of interest. The European Court of Auditors’ report again made comment on LAGs weaknesses in this regard and highlighted the need for robust procedures to be in place and implemented¹¹ . In general terms the following principles should be observed as a minimum:

• those involved in project development should not be involved in project selection;
• staff should only undertake technical appraisals or offer technical advice on a project;
• anyone involved in project assessment or selection with an interest in a project should declare that interest and withdraw from the decision-making process in accordance with the LAGs procedure for avoiding conflicts of interest; and
• a register of LAG members interests should be prepared, this should record the nature of any link between a member of the selection committee and a project or any applicant.

LAGs should describe their procedure for avoiding conflicts of interest; this must be consistent with the provisions of Council Regulation No 1605/2002 Article 52.
See info-sheet number 4: Making LDS goals easily measurable to capture LEADER’s added value [PDF ]

Communications and publicity

Communicating and publicising the LAG and the LDS aims and achievements effectively can contribute very positively to the successful achievement of the objectives. The implementation arrangements should clearly set out the LAGs proposals for communications and publicity. The formal aim of such a plan is to acknowledge and publicise the EU intervention, this should be consistent with the RDP communication plan delivered by the National Rural Network and the EU legal relevant provisions. The scope of this may be extended to increase the engagement and involvement of actual and potential beneficiaries and their awareness of the opportunities for involvement.

A typical plan would include:

• target groups;
• the types of publicity activities and materials;
• access to LAG documents and information on the LAG;
• the financial plan;
• lead responsibility;
• information for applicants;
• information for the general public; and
• the overall schedule of LDS activities.

The LEADER logo should be used in all information, materials and publicity related to actions funded by the LDS.

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

Administration and staffing

• Proposed staffing

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

Depending on scale, each LAG will require a full time manager or coordinator and administrative support; larger LAGs may employ as many as four or five people, including dedicated community and business or project development workers.

As staff costs may represent a LAGs single biggest financial commitment, careful planning and ensuring that the right people are doing the right tasks is essential, more so in smaller LAGs with finite resources.

All LAGs’ staffing requirements tend to vary over time in their quantity and nature (e.g. a new LAG may initially require more resources to build involvement and capacity and in the later stages financial and administrative capacity may be more important). It is therefore important to identify the staff resources required at different times including the key roles and tasks and the skills and experience required. LAGs therefore need to specify the following in their implementation plan:

• the staffing and employment structure proposed;
• the key roles, supported by relevant job descriptions¹²;
• a breakdown of headline employment costs and the other costs associated with the delivery of the programme¹³; as with other costs this should be profiled over the planned period of the LAGs operation;
• any complementarity, co-operation or sharing of resources with other organisations, initiatives or LAGs in supporting the work of the LAG or in the employment, use or development of staff.

• Physical and operational resources

All LAGs will require an operational base, equipment and support services; specifying what these requirements are and how these are to be provided or resourced is essential in, “demonstrating necessary capacity of the local action group to implement the strategy¹⁴.”

Here LAGs should prepare realistic cost proposals for the physical establishment, equipping and running costs of their offices and staff¹⁵.

Training and development

One of the more striking findings of the LEADER Sub-Committee Focus Group 4 was the lack of training and development plans for LAG members and staffs. The quality of LAG staff has repeatedly been shown to be a key contributor to the success of LEADER. The range of skills and competencies required of staffs are complex and vary over the period of the programme. The continuity of LAG staff is vital in maintaining LAGs development capacity during and between programme periods. Similarly the involvement of LAG members and the roles they are expected to deliver is complex and evolving, whereas the majority of LAG member training is limited to the inception phase.

The development and improvement of LAG staff and members skills and capabilities to develop, deliver, monitor and evaluate the LDS were therefore amongst the most important recommendations from Focus Group 4. This may include internal and external provision, cooperation, networking and mentoring approaches.

See info-sheet number 7: Inter-LAG evaluation process [PDF]

The implementation plan should set out the LAG’s approach to identifying staff and member training and development needs throughout the period of the LDS and describe how it is proposed these be addressed.
See video “Keep lines of communication open”

Capacity building of actors

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

Monitoring and evaluation

The LDS implementation arrangements must contain a monitoring and evaluation plan, this should set out how the LAG will meet the following:

• the specific indicators to be employed, the sources of these data and the frequency of their collection (e.g. this may need to be considered in the design of project application or claims materials);
• how the monitoring data will be collected, collated and reported and who is responsible (for the LAG and national/regional MA or PA as appropriate);
• how the LAG will ensure it is equipped to contribute to any RDP-level evaluation;
• how the LAG will monitor and review its performance and the frequency of this review;
• the forms of LDS evaluation (including any self-evaluation¹⁶) the LAG proposes together with the timing and methods proposed;
• how the review and evaluation findings will be communicated and disseminated; and
• the allocation and source of resources for these activities.

Further guidance is available in the LDS monitoring and evaluation module of the LEADER Toolkit¹⁷.

Keep watching

Jela Tvrdonova from the EEN Helpdesk reviews key points about understanding LDS evaluation – including the role of self-evaluation

Focus on the bigger picture

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

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

¹CSF regulation EC (2011) 615 Article 29, e, f, g
²Common Provisions Regulation EC No 2011 0276 Article 30, 1
³CSF regulation EC (2011) 615 Article 30.2
⁴CSF regulation EC (2011) 615 Article 30.3
⁵Example at Annex XXX
⁶LEADER Toolkit Selection Criteria Module: Project selection, a strategic process
⁷Ref LEADER ToolkitSelection criteria module
⁸NB this must respect the provisions of the CSF regulation EC (2011) 615 Articles 28. 1.b. and 30.3.b
⁹ECA Special Report No 5/2010 — Implementation of the Leader approach for rural development
¹⁰Council Regulation (EC, Euratom)No 1605/2002 of 25 June 2002 Article 52 and Box 13 ECA Special Report No 5/2010 — Implementation of the Leader approach for rural development
¹¹Article 55 RDR
¹²Examples provided at the Annex
¹³taking into account the 25% budgetary provision for LAG management and animation
¹⁴CSF regulation EC (2011) 615 Article 29.1.f
¹⁵In some cases this can be provided by an existing organisation and may be considered as local co-funding.
¹⁶EENRD working paper: Capturing the impacts of Leader and of measures to improve Quality of Life in rural areas
¹⁷LEADER Toolkit LDS module