Local Economic and Employment Development (LEED)

1990-1097 (online)
1990-1100 (print)
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A series of reports from OECD’s Local Economic and Employment Development Programme (LEED). The LEED Programme identifies analyses and disseminates innovative ideas for local development, governance and the social economy. Governments from OECD member and non-member economies look to LEED and work through it to generate innovative guidance on policies to support employment creation and economic development through locally based initiatives. See also OECD Reviews of Local Job Creation under Related Reading.

Also available in French
Making Local Strategies Work

Making Local Strategies Work

Building the Evidence Base You do not have access to this content

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Edited By:Jonathan Potter
09 June 2008
9789264044869 (PDF) ;9789264044852(print)

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This book aims to support the design and delivery of more effective local and regional economic development strategies. A crucial part of this process is the collection and use of evidence, on local needs and options and on what works and what does not.


Each important step in the process of designing an effective strategy is explained and examined, with a particular focus on the work that should be done in advance of implementation, before resources are spent. Information is provided on defining objectives, identifying options, assessing expected impacts, using assessment results, implementing strategies and developing information systems. The main principles and techniques, as well as typical problems and how to overcome them, are discussed.


Through this book, the reader will learn how to create and put into place successful evidence-based strategies that will increase economic impacts and enhance the programme-management process.




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  • Defining the Objectives of Local Development Strategies

    Defining the objectives of a local development strategy is the initial step of a prior assessment process. Defining the right and feasible objectives requires an understanding of how local economies work and how they are connected with processes that operate at different spatial scales. In identifying the objectives for local economic development, it is crucial: 

    • To understand the complex interplay between a wide range of social and economic factors. This can help to isolate the specific barriers to growth and help to avoid creating unforeseen outcomes of interventions.

  • Identifying the Options for Intervention
    The process of defining alternative options and selecting a preferred choice is a critical element in the overall process of strategy development. However it has not traditionally received a great deal of attention, because of factors such as partners being reluctant to subject tried and trusted approaches to more objective assessment.
  • Assessing Expected Impacts
    Assessing the expected impacts of proposed strategies is a difficult task because it involves projection into the future. This chapter offers guidance, drawing attention to the potential approaches and the advantages and difficulties involved. An initial choice needs to be made about whether to adopt simple or more sophisticated approaches. The sophistication of the assessment should increase with the scale and complexity of the strategy; the financial, time, data and human resources available; the degree of political demand, and; with the level of understanding of the user.
  • Making Use of Prior Assessment Results
    What difference a prior assessment can really make depends on various issues. At best it can bring about a better tailored and more coherent local development strategy, increase collective understanding about the means to attain goals and mobilise actors into contributing to the achievement of the goals. If it is not used properly, however, it might be a symbolic act with not much visible impact on how the local development policy evolves.
  • Implementation of the Local Development Strategy
    This chapter considers the issues surrounding the successful implementation of a local development strategy. It underscores the importance of assessing, implementation issues and addressing them at the beginning of the process in order to embed implementation considerations in the development of the strategy and avoid some of the obstacles to success.
  • Information Systems

    Information systems are the backbone of the monitoring and evaluation
    systems that critically support the process of local development.

    Setting up an information system starts with establishing links with the strategy design and delivery. Key partners to strategy must be involved as well as other relevant stakeholders.

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