SWOT-analysis as a basis for regional strategies - EUROlocal

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Another set of quality criteria can be based on the way the commentary discussion that follows the SWOT table is organised. Every now and then one still finds programming documents in which these tables collect the descriptions under the four standard headings (Strengths, Weaknesses etc.) without any substantial assessment of the mutual linkages of the various aspects recorded in the table, their propensities to the question if some of them are prerequisites or hindrances to some others. As an example, such an assessment could deal with the path-dependence issue referred to earlier by posing questions as to: • how the identified threats are prevented from turning into future weaknesses; or • how opportunities could be turned into future strengths. The basic rule while assessing the quality of this discussion is, to what extent does it help to process (i.e. collect and target) the themes compiled in the SWOT table(s) towards a balanced and feasible strategy document, with identifiable goals and means by which these goals can be achieved. The ideal type of a SWOT analysis and the way it can be assessed here contains two dimensions: horizontal and vertical. They have to do with the two key perspectives that can be identified as the “logical correspondence” (the horizontal dimension) and the “logical consistence” (the vertical dimension) of the analysis and the entire programme framework. In a graphic form they can be illustrated as the combination of the elements discussed earlier: Figure 6. SWOT analysis in a crossing between the two dimensions As far as the horizontal dimension is concerned, the key task to study is whether the explicated goals are assigned to actors, or combinations of actors, which have adequate resources or the necessary institutional capacity to have an impact in reaching the goal. It is important to assess the degree to which the opportunities and threats defined in the SWOT matrix correspond to empirically defined phenomena in the world surrounding the implementation organisation. This correspondence should be found in the description of the programme’s operation environment. Moreover, it must be assessed whether the opportunities and threats that have been included in the SWOT analysis do in fact correspond with the strengths and 38
weaknesses of the programme implementation structure. This correspondence should be found through the assessment of the actors that are responsible for monitoring and in some cases carrying out the implementation phases. Yet another important issue is the assessment of whether the strategy and the measures identify a set of alternative means to avoid risks brought about by the external threats. As far as the vertical dimension is concerned, the key task is to study the logical set-up of the programming document. Among the issues under consideration is the causality of the external opportunities and threats, on the one hand, and the internal targets of the programme as facilitated by the strengths and weaknesses of the implementation structure on the other. As was noted above, the key components of the SWOT need to be derived from the external environment. However, they also need to pay heed to the logical consequences of the measures those implementing the programme should take to either counteract or support/strengthen the assessed organisational environment. The assessment of logical consistency also allows us to identify how (or whether!) the priorities and measures defined in the programme are linked to the analysis and, moreover, to the external factors that the entire programme has been designed to accommodate. In sum, the ideal type of a programme is one in which the utilisation of opportunities provided by the environment has been taken into account, while simultaneously the programme facilitates the neutralisation of estimated/expected threats. In both of these instances the SWOT plays an essential role. 39
Page 1 and 2: SWOT-analysis as a basis for region
Page 3 and 4: Contents 1 Introduction............
Page 5: Preface This working paper on the u
Page 8 and 9: Objective programmes in the EU Memb
Page 10 and 11: The following table lists the prior
Page 12 and 13: programme, thereby formally committ
Page 14 and 15: material is the so-called MEANS-col
Page 16 and 17: Table 3. Elements of a SWOT analysi
Page 18 and 19: Instead, programming should be seen
Page 20 and 21: potential (i.e. threats and opportu
Page 22 and 23: For the sake of necessity, private
Page 24 and 25: The problem obviously is that in st
Page 26 and 27: If public strategies are so profoun
Page 28 and 29: 3 The basic model: SWOT as an inter
Page 30 and 31: the environment in question quite d
Page 32 and 33: whether or not to co-operate in iso
Page 34 and 35: Figure 5. Vertical domains and flow
Page 36 and 37: proclamation of the (2) development
Page 40 and 41: 4 Evaluation of the learning potent
Page 42 and 43: time. One feels inclined to draw pa
Page 44 and 45: Table 6 continued… PROGRAMME NORR
Page 46 and 47: KVARKEN- MITTSKANDIA INTERRERG III
Page 48 and 49: Table 7 continued… NORRA NORRLAND
Page 50 and 51: Table 8 continued… PROGRAMME VARS
Page 52 and 53: • In some national regional devel
Page 54 and 55: However, it seems justified to argu
Page 56 and 57: process in its entirety should be m
Page 58 and 59: Sotarauta, M. 1996a. “Ohjelmallin
Page 60 and 61: Appendix 2: Summary of the SWOT ana
Page 62 and 63: VÄSTERBOTTEN GROWTH AGREEMENT SWOT
Page 64 and 65: THE SURROUNDING WORLD AND MARKET ST
Page 66 and 67: • New extractable ore deposits
Page 68 and 69: NORTHERN FINLAND OBJECTIVE 1 PROGRA
Page 70 and 71: SOUTHERN FINLAND OBJECTIVE 2 Streng
Page 72 and 73: DENMARK OBJECTIVE 2 PROGRAMME STREN
Page 74 and 75: REGIONAL SWOT FOR LOLLAND, FALSTER
Page 76 and 77: BALTIC INTERREG SWOT STRENGTHS 1. T
Page 78 and 79: KVARKEN-MITTSKANDIA SWOT Infrastruc
Page 80 and 81: Shared values Strengths: • Cross-
Page 82 and 83: NORDREGIO PUBLICATIONS REPORTS Eval
Page 84: Hallin, G. & Larsson, S. Företagsu

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