SWOT-analysis as a basis for regional strategies - EUROlocal

Table 9. Partnership and social learning
• In light of the objective and function of the Swedish Growth Agreements, it is hardly surprising
that relatively high priority is given to creating better functioning links between the business and
educational spheres. Yet, perhaps surprisingly, little attention is given to the elements of
partnership within the SWOT. In view of the strategic goals of the programmes this is an area
which can be further developed and also translated into concrete measures. Thus by paying heed
to the need to incorporate better the nature of regional development programmes as a process, the
ability to tap regional resources closely connected to social capital can be translated into activities
supporting regional competitiveness.
• In the Finnish Regional Development Programmes the integration of internal analysis, paying
attention to the implementing organisations, as well as various groups and organisations
representing society more generally can also be developed further. Although in some areas, where
various partnership organisations necessarily have a central role, attention is paid to this
organisational potential, these resources are less clearly present in the over-all strategy. If
partnership is to be a contributing factor in regional strategy formation as well as implementation,
it needs to be incorporated into the planning process from an early stage. (The same applies for
other programmes.)
• There does not seem to be great difference between the Objective 1 and Objective 2
Programmes in terms of the attention given to the internal analysis of the implementation
structure and partnership. The need to strengthen co-operation between economic life and the
R&D sector is referred to in most programmes. Some also make at least some reference to the
opportunities provided by the new organisational and working methods and voluntary
organisations. The Danish Objective 2 Programme seems to give more attention to internal
organisational factors concerning implementation structure, including for instance improved
administrative co-ordination and developing the organisation and functioning of the public sector.
• Co-operation traditions are especially central to the whole ethos of the Interreg Programmes,
which also represent a unique case due to their cross-border and international nature. In some
cases the cross-border resources could be even further emphasised. This applies in particular to
programmes which are highly dependent on governmental policy decisions in order to pursue their
own policy goals. (The predominance of the ferry traffic question in Kvarken-Mittskandia
Programme could be cited as an example here.)
On the basis of the analysis undertaken here, some tentative conclusions on
organisational learning and partnership can be drawn.
• Elements of learning discernible in the programming documents are reflected in learning in the
organisational level (implementation structure) and in the programme content level, as
elements improving the regional development instruments. To be able to assess learning, we
need to compare programmes from different programming periods and not only look at the
SWOT tables themselves, but also regional analyses and strategies on a more general level.
• European Union programming instruments are well taken into account in mainstream
Objective programmes and Interreg programmes, as they are usually based on the same
geographical area as in the previous programme period. There are certain differences,
however. Objective 1 areas of Sweden and Finland now also cover some areas that were under
Objectives 2 and 5b in the former period. Interestingly enough this has not been reflected in
the SWOT analysis, though it has had an influence on strategies and measures. In general,
improvements have been made both in the content of SWOT and its consistency with the
analysis of a region, on the one hand, and the strategies, on the other. EU programmes also
quite often have references to other programmes, not only to the earlier programme document.
Transnational EU programmes relevant to programme areas are often referred to in this
context.
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