Bottleneck analysis - a method for e valuating and assessing qualitative
characteristics in the rural development process
– Otmar Seibert –
This abridged version (1) gives a brief overview of the methodology (pages 1-8) and application potential (p. 814) of the “bottleneck analysis”. The method was initially developed to assess the LEADER programme in Bavar ia and was then refined to enable it to be applied to other areas. The objective was to combine the experience
gained from LEADER with methodological and practically related recommendations and develop a model that can
be used to identify and assess strengths and weaknesses in the local/regional development process.
A trainee workshop would be the most effective way to familiarise groups with the essential features of the meth odology and the potential for applying it to various areas. More extensive information can, however, be found
in the full version of the research report, which is available on the Internet in German at http://www. ruraleurope.aeidl.be/forum.
1. Origin of the method within the context of evaluation
The analysis and assessment of qualitative requirements of the LEADER II programme (innovation, bot-tomup approach, partnership, etc.) quickly revealed the limitations of conventional methods. Examination of the
LEADER Community initiative(2) and, particularly in this case, evaluation of the “specific features of LEADER”
therefore proved to be a motivating force for the development of a new method for measuring and assessing
the effects of regional development projects. For this reason, the standardised assessment of qualitative characteristics was developed into an integral part of LEADER evaluation by the Research Group for Agricultural
and Regional De velopment in addition to base-line and intensive surveys.
Furthermore, practical cooperation activities with groups, local authorities and consultants seem to highlight
the lack of a suitable local mechanism for evaluating problems and determining a suitable plan to cover action and innovation needs. The central problem lay in assessing improvement of the initial situation within
the context of the activities. In many cases, the only method available was that of qualitative assessment by
those concerned with the help of subjective indicators.
The bottleneck method outlined here is intended primaril
2. Fundamentals for understanding the method
Where certain regions or communities develop more slowly than others, this is often ascribed to the economic and geographical location, inadequate infrastructure or the special economic disadvantages of a region.
These “hard” factors certainly do have a considerable influence on the type and speed of the regional development process. However, focussing on these aspects alone hides the fact that there are, at the same time,
("soft") qualitative features which are better developed in socio-economically intact regions than in those
less intact.
Where projects have been particularly successful in LEADER regions, generating a high level of interest, this
has often been precisely due to the influence of "soft" factors, e.g. particularly intensive communication
between those involved, a motivating local team, the good corporate climate or the readiness of the authorities to provide services. Insofar as regional development is oriented towards the specific strengths and weaknesses of a region, the "soft" development factors should therefore also be ascertained besides the "hard" location factors. Influencing these "soft" factors is (also) a way of developing forces for regionally specific development. However, it is not easy to measure these factors or make them visible, and they can only be triggered and promoted to a limited extent.
Quantitative and qualitative indicators were set in relation to each other to take account of these correlations in the methodology. All indicators correlating positively with the quantitative coefficients (employment,
value-added growth) were combined in accordance with significance and plausibility tests to form hypothetical indicator clusters that describe a common situation. The indicator clusters obtained in this manner are
referred to as "k ey areas" by virtue of their playing a key role for the development of a region. The interplay
between them determines the specific character (strength-weakness profile) of a region. To represent this, an
Excel-aided method was used which makes it easy to understand the differences between regions or action
groups and which can also be employed to verify development progress in a key area over the course of time
(see Fig. 1).
What k ey areas of local de velopment are of special significance?
Eight key areas were derived from the previous LEADER activities in Bavaria and Luxembourg. They were quantified by assessing a number of items related to real forms of behaviour and conditions in the region being
analysed. The key areas are mainly of a qualitative type and comprise areas of action that can only be described with quantifiable indicators to a limited extent. Nonetheless, a quantifiable effect, e.g. in the form
of higher value-added, is facilitated over the long term precisely through the improvement of soft factors.
Outsiders are, in most cases, only aware of the result of an innovative project, e.g. a model tourism concept
for the region. However, numerous pre-conditions have to be created in order to ensure the implementation
and sustainability of an innovatory action. Also important is the insight that several areas of life and action
have to be considered to enable the region to make progress:
- A number of sections of the population have to be motivated and sensitised (“mobilisation”, “involvement”, “dynamics”);
- Regionally specific advantages have to be identified and developed further (“identity”, “cultural and historical heritage”, “image profiling”);
- Ideas and projects need to be structured in order to concentrate forces (“structures”);
- Information on exploiting new markets has to be obtained (“new fields of employment”, “diversification
of economic activities”);
- Decisions have to be taken with regard to scarce financial resources (“financing -models”, “public support
and participation”).
In this respect, development activities always have to be seen in the light of the initial location situation
specific to the region. This raises the question of what innovations are feasible and can be developed in what
specific context. Based on an estimation of the actual situation, advisers and players need to be able to recognise the specific challenges of the development activities. In practice, this is done by ascertaining the respective bottlenecks affecting local development on the basis of the key areas. Behind this is the thesis that
in the medium to long term, a qualitative, as well as quantitative improvement in economic and living conditions can be brought about by concentrating energies on the least well developed features (bottlenecks)
and the pronounced advantages (potential) of a region.
The qualitative key areas bring together the numerous challenges facing local and regional innovation and
development action. A total of 8 key areas were defined, which complement each other in the development
process; being based on the interaction of different activities from the different sponsors (companies, private
persons, associations, local authorities). The following section describes in brief the content and need for action derived from an analysis of the key areas in each case. As an introduction, the core of each key area is
defined in more specific detail by means of a question.
Key area 1:
Regional impr ovement of living conditions (village, nature and infrastructure)
Do the local conditions provide the prerequisites to enable the "village habitat" to develop in a sustained
manner in both ecological and economic terms?
The living and working conditions of village residents are crucial for satisfaction within the region and the feel ing of belonging to that region. Improving individual areas or parts of them can influence both the social as
well as the ecological and economic environment. The key area reflects the endeavours of the local players to
enhance the value of the natural essentials of life and infrastructure conditions and enable these to be used to
good effect (e.g. through village planning, landscape conservation, developing and improving the economic fun damentals). Such action brings the individual fragments of a region back together and relates them to each oth er, leading to the emergence of an intact area in living and economic terms.
Key area 2:
New fields of employment - rural dynamics
(“service-oriented” dynamics)
Is it possible to counter the challenges of (structural) change through innovative as well as viable entrepreneurial solutions to problems in the rural context?
A region takes action, underlines its strengths and actively looks for new ways to help improve its access to the
market. New ideas are taken-up, trying out innovations and applying them in practice. The aim is to ensure a
positive outcome for the region by combining individual actions that give prominence to new ideas. The key area
reflects the endeavours of the regional players to develop or introduce innovations in the areas of diversification
and regional marketing, as well as in the environmental field.
Key area 3:
Experience-oriented strategic exploitation of new markets
Are regional marketing initiatives concentrated in such a way as to enable stimulation and penetration of the
market?
The further development of a region is often first made possible by joint action. The search for new ways of mar keting special features and strengths of the region forms the basis for achieving higher value added for agricul tural and craft businesses as well as the service sector. One advantage is the high level of transparency and "ex periential potential" of regional production. The key area shows how well suited regional products and services
are to holding their own vis-à-vis competition.
Key area 4:
Cooperative acquisition of specialist knowledge
(know-how transfer, innovation and cooperation)
Is the group’s ability to cooperate and learn geared towards acquiring the necessary skills for carrying out local (innovative) projects?
This key area is an indicator of the readiness of the local population to contribute their own abilities and ac quire new knowledge and skills. It also shows the commitment of the local groups involved with regard to be coming active at an entrepreneurial level and taking advantage of new technological developments with the help
of external specialists. Setting up functional cooperation partnerships and coordination of the work by the Lo cal Action Group aids individual companies and individuals in putting new ideas into practice.
Key area 5:
Appropriate structures and partnership
Is the action group organised in such a way as to provide motivating and effective, working and decisionmaking structures to facilitate the development process, e.g. in the ongoing project work or for taking financial decisions?
Cooperation between public sponsors and the local population requires the setting-up of an organisational struc ture that must be, at the same time, a partnership and an efficient functional arrangement. The key area is thus
an expression of the effectiveness of forming working groups and project teams (or comparable information and
participation structures). It can also be seen as a gauge of the grass roots-oriented and activating approach
adopted by the Local Action Group to generate a "get-up-and-go atmosphere".
Key area 6:
Inspiring regional identity and cultur e
Does being rooted in the region enable people to identify positively with the region?
This key area expresses the aspects of "a sense of community" and "holding together", as well as being an in dicator of the consideration given to special local features within cultural coexistence. These special features can
also prove to make the villages or areas highly attractive places to live or cultural venues within the context of
village coexistence. At the same time, the typical characteristics of a region also form the most striking features
for it to be recognised. Exploiting the special natural and traditional features should contribute towards better
development of the region.
Key area 7:
Evocative character of the region (image)
Can the image and popularity of the region be especially highlighted with the help of the characteristics that
shape it?
This key area comprises a range of "feelings" and impressions that the region conveys. The image of the region
on the outside is just as important as the way in which the residents see it themselves. The key area can there fore also be regarded as an indicator of the "character" of the region. Landscape-cultural diversity and econom ic activities shape the image of a region, as do its links with other regions (partnerships). Targeted publicity
helps enhance the image, e.g. according to the saying "I have something beautiful, I do good things, and I
talk about it!"
Key area 8:
Social and economic attractiveness
Which questions can be answered using the bottleneck analysis and the k
ey areas?
Different purposes are related to each other when aiming to achieve sustained development in rural areas, especially with regard to the Community initiative LEADER. These include economic objectives, social and cul tural concepts, as well as ecological and resource-related objectives. To be able to take adequate account of
this multi-dimensional aspect when preparing projects, an integrated assessment method is required which
enables the initial situation, the individual objectives and planned development strategies, to be related to
each other. For this purpose, it is beneficial to highlight the following aspects in an easily comprehensible
manner:
- identifying specific bottlenecks/obstacles to local development,
- examining the effectiveness of actions to overcome these.
The eight key areas described above can be used for this purpose. They show not only the current strengths
and weaknesses of a region but also the results of a LAG's local development work. In this case, it is not only
the most restrictive key area that is of interest, but also the key area offering the greatest development potential.
In principle, the following questions can be examined with the help of the bottleneck analysis:
- What is the (multi-dimensional) starting point of the area?
- What are the important sectors/key areas for local development?
- Which key area is/was least pronounced and constitutes the "minimum factor"?
- What innovative actions could be taken to push forward development of this key area?
- Were the actions that were initiated suited to achieving qualitative development progress?
- What effects do the actions have in relation to the other key areas?
- Does greater emphasis need to be placed on actions in the same key area in the future or has another key
area emerged as a weak point?
The nature of these questions makes it clear that the method can be used primarily for planning and identifying development priorities (initial evaluation). In a second phase, however, it is also possible to conduct a
parallel, internal monitoring process (e.g. in the form of guided self-evaluation sessions). Last but not least,
the method is suitable for monitoring the effectiveness of activities carried out.
Why is it of particular significance to ascertain a regionally specific pr
ofile and the current bottleneck
in each case?
The key areas were derived from previous LEADER activities in Bavaria and Luxembourg. The methodology is
based on data from 30 bottleneck analyses up to July 2000. A comparison of the individual profiles with the
mean value for all the groups examined, provides the respective strength-weakness profiles of a region. This
“benchmarking” presupposes that similar work areas and impressions are assessed by those involved. It was
therefore necessary to abstract the key areas in such a way that they can be used universally for local development work, at least in more or less coherent regions. An individual area analysis and a regionally specific
concept of strategy and measures have to be drafted from this at local level.
The method builds on the fundamental realisation that the development of each system – be it an individual enterprise, a local authority area or a region – is, in the final analysis, determined by the strength of at
least one minimum factor . This minimum factor can be compared to a bottleneck. Consequently, it does not
make much sense to enhance the status of other factors as long as overall development is restricted by a particular bottleneck (“acquisition of knowledge" factor in 1994, see Fig. 1). Once this bottleneck has been eliminated, the development process can start or continue until the next factor has a restricting effect. The bottleneck analysis is therefore a fundamental prerequisite for the instrumental implementation of development
strategies with the help of adapted and innovative measures.
Examples
of features of important
k Schlüsselbereiche
ey areas
Beispielhafte
Merkmalsausprägung
wichtiger
der
inlokalen
local deEntwicklung
velopment
Spatial upgrading of
Räumliche
Aufwertung der
living conditions
Lebensbedingungen
Attractive living and working
Soziale/wirtschaftliche Attraktivität
Sympathischer Charakter der
Pleasant
character of region/image
Region/Image
100
90
80
70
60
50
40
30
20
10
0
New employment opportunities
and
rural
dynamics und ländliche
Neue
Erwerbsfelder
Dynamik
Strategic
exploitation
Strategische
Erschließung neuer
of new markets
Märkte
Inspiring
regional
identity
Belebende
regionale
Identität
und
Kultur and culture
Kooperativer
Erwerb von Fachwissen
Cooperative acquisition
of know-how
Appropriate structures
Zweckmäßige
Strukturen
and partnership
1994
1998
The central function of consultants and the local coordinating group (e.g. the LAG) is to identify the core
problem from the large number of problems and bottlenecks that exist. The bottleneck analysis assumes that
the most under-developed key areas in a region are the primary elements that hinder further development.
Conversely, this means that if energy is concentrated on the minimum factor, it can be expected that this
alone will have a positive impact on further overall development - and consequently that working and living
conditions should be directly improved. This in no way means that certain key areas are less important than
others, rather it underlines precisely the need for harmonious interaction between all eight key areas. They
each just need to be advanced at the right time. Thus all eight key areas have to be developed in synchronisation, with the bottleneck analysis merely helping to set the priorities correctly in terms of time. The advantage it offers in this regard is that both the original as well as the current bottlenecks and potential can
be made evident. This in turn makes it possible to recognise (qualitative) changes and the overcoming of obstacles through the activities and, in the final analysis, the "performance" of the action group.
The result of the assessment of various key areas in local development is to highlight bottleneck areas valid
at the time of the assessment. Should suitable measures lead to these barriers being removed, other development obstacles will appear, which, in turn, have to be eliminated by initiating appropriate measures. The
types of development bottlenecks thus change during the course of time (see Fig. 1, change between 1994
and 1998). By virtue of the dynamic nature of this analytical method, it is therefore, not possible to take any
long-term operational(3) targets and planning horizons as a basis for local development policy. Only long-term
strategic goals should be pursued using a choice of instrument geared towards the time element. The type
and urgent nature of the measures to be initiated must be adapted to the situational bottlenecks in order to
carry out modifications to individual projects where applicable. The bottleneck analysis thus serves to finetune a development strategy.
(3) In many cases, policy objectives are also quantified ex ante. However, this is not possible for programmes that predominantly pursue qualitative objectives (e.g. promoting innovation and cooperation).
3. Conducting a bottleneck analysis
How can the method be used?
The occasions for conducting a bottleneck analysis differ considerably, e.g. to prepare LEADER actions or village renewal projects, as a local authority area development analysis or as an element within the context of
evaluation and assessment studies. The form in which the bottleneck analysis is carried out therefore varies
accordingly:
1. It is quite possible to use the catalogue of questions in the form of a written surv ey of group members.
The items are then assessed by each person - without being influenced by the group. The results are evaluated and presented on a separate occasion. The procedure and outcome of the findings, in particular,
should be discussed in as much detail as possible so that the resulting regional profile then stimulates a
more extensive debate. The subsequent feedback discussion with the participants concerning possible potential (strengths) and identified bottlenecks (obstacles, weaknesses) in the region creates the basis for
project ideas. It is, however, difficult to further develop the proposals collected in a systematic manner
in the limited time available.
2. Although conducting a bottleneck analysis in a workshop requires more preparation, it does promise more
effective use of the method. Building on a joint analysis of the strengths and weaknesses, initial ideas,
special features and potential can be taken up and developed into projects. The participants should be selected according to the objective of the workshop. Insofar as tasks regarding general principles, such as
the development of objectives, models, strategies and organisations, are concerned, these can easily be
different individuals from those involved in a thematic or project-oriented direction. The use of facilitat ing methods is in any case useful to elaborate satisfactory results for the participants in a problem-oriented, targeted and autonomous manner and as free as possible from outside influences.
When should the bottleneck analysis be used?
Local development is not a one-off action with starting and ending points that can be precisely defined, rather it concerns a process that shapes local life over the long term. How can such a process get off the ground
and be kept alive? A strategy has to be drawn up which is then applied in a programme and through a specific implementation structure. Thus, when the terms “workshop” or “bottleneck analysis" are referred to, this
does not mean that these instruments are tried out just once and that everything then runs its normal course
afterwards. On the contrary, it is important to repeat a bottleneck analysis in the course of a development
process, e.g. at yearly intervals.
At the initial workshop, the questions concerning regional analysis could be more relevant, e.g. analysing an
area's potential and bottlenecks. At a later point in time, attention should be directed increasingly to the bottleneck-oriented analysis of the effects of projects, e.g. in the sense of an interim appraisal. This can lead up
to a form of self-evaluation, which is becoming increasingly important, especially for groups working in accordance with the “bottom-up” principle.
Examples of areas of application for the bottleneck analysis
- Regional diagnosis and concept de velopment: joint analysis of local/regional strengths and weaknesses with elaboration of ideas and development of project strategies; drawing up an individual regional
framework (bottleneck analysis, special features of the region, evaluating existing potential: from ideas to
projects);
- Self-e valuation and (interim) appraisal: bottleneck-oriented analysis of implemented actions: what direct impact is achieved through the projects? What momentum and effects of LEADER activities can be increased through reducing certain development bottlenecks?
- Documentation of effects and successes: what effects did the actions carried out have on the key areas? What factors were decisive for the success of the projects? What was the "value added" of the LEADER
actions?
Planning and conducting a bottleneck analysis
The planning of a workshop should be embedded in the general framework of the activities from the very outset. If, for example, a multi-regional development concept is planned over several years, the respective players will have different requirements and objectives to those of a smaller local action group.
Besides specifying the objectives, it is also important to have a representative selection of participants
oriented towards the goal of the workshop. The broadest possible mixture of different social groups (women,
youth, sectoral representatives, etc.) and responsible citizens (e.g. association chairpersons, local politicians,
entrepreneurs, etc.) has proved to be very valuable for involving the population in rural development projects.
The diversity achieved in this manner guarantees that the issues to be overcome are covered extensively.
The workshops run by the authors under the LEADER programme built on the action groups' existing member
structures. This means that the participants already had a certain amount of experience in project development and implementation at local/regional level. Attracting such groups of persons is very important for formulating forward-looking strategic development concepts, especially as their experience frequently leads to
new creative ideas in the group during the course of the workshop.
From a technical point of view, it is necessary to stipulate an upper and lower limit to the number of parti cipants. With more than about 35 persons such an event is usually confused, difficult to organise and entails
higher (statistical) analytical precision. To work effectively, 25 to 30 persons are sufficient. With this number, working groups can be formed in which each individual can participate actively. These persons should,
however, be at the centre of the local development work. Although the participants often differ greatly, favourable group-dynamic processes frequently result. Furthermore, the degree of ability to solve problems is
not determined by the size of the group but, rather, through the make-up of the group and the manner in
which it is facilitated
Formulating realistic objectives and developing strategies can only be successful during the course of a workshop if a certain fundamental consensus exists in relation to the development possibilities. However, this process must emanate from those involved themselves. The central theme during the workshop should therefore
be to identify and articulate the specific advantages, special features and bottlenecks in the region through
group work. Personal assessment of the eight key areas is suitable for this purpose. Each key area can be defined more precisely by posing targeted assessment questions. The structured questioning of specific situations results in an initial opinion about the region’s strengths and weaknesses.
In the introduction to the workshop, the purpose and method of the bottleneck analysis must first be outlined and perhaps elucidated using an example of another action group. The participants should subsequently be divided into small groups to answer the questions on bulletin boards. In practice, it has proven valuable for members of the facilitating team or selected persons with knowledge of the bottleneck method to
accompany the group so that explanations can be given about the key areas if wished.
The catalogue of questions used so far in relation to the key areas is set out in the annex to the project report(4). The questions mainly relate to real forms of behaviour, status-quo situations and impressions of the
region which have proven to be significant for local development. Specific LEADER-related questions are also
included.
(4) See Geißendörfer, M.: Erarbeitung einer Methodik zur Beurteilung des lokalen und regionalen Innovationsbedarfs zur praxisgerechten
Anwendung in Form eines Beraterleitfadens, Triesdorf 2000, Annex 4.
Evaluation and interpretation of the results of the bottleneck analysis
Evaluation of the bottleneck analysis requires calculating the arithmetical mean values of the assessments for
each individual question. This serves to obtain the assessment of the items asked about as weighted by all
the participants. Although this assessment only represents a subjective evaluation, an objective and applicable assessment result is achieved through structured and standardised questioning.
The average values calculated are entered into a prepared Excel file. This is followed by the calculation of the
importance of the characteristics for the eight key areas in accordance with the method described, whereby
the key areas assessed are projected into an index in relation to the mean value of all the LAGs already recorded. The indices of the key areas facilitate a succinct characterisation of the initial local situation. The
graphic representation of the calculated indices in the form of a “regional profile” provides the facilitator or
adviser with an aid to visualise the impressions perceived and felt by participants in relation to their region.
The regional profile should be made visible to all participants by means of a video projector. The eight key
areas are then discussed with the participants in a feedback session. The central theme in this regard is to
determine the most important minimum factor for the current situation from the results of the assessment in
order to establish the most promising areas for the further course of the workshop. The working questions for
the discussion process could therefore be as follows, e.g.:
- What are the most urgent questions and important issues for participants?
- Do the strengths and weaknesses discovered on the basis of the regional profile concur with the areas the
group wishes to improve and take up within the context of its activities?
Practical implementation of the method has shown that it is helpful to have at least one facilitator and one
technical worker to ensure the fluid and punctual course of the workshop, especially in relation to data input
and producing the regional profile. Depending on the content of the workshop outline, it also makes matters
easier and provides for more variety when the workshop themes are facilitated by different people.
Transition to next step – specifying further work priorities
The results of the bottleneck analysis should be confirmed in a group work session, e.g. using a card-reply
procedure. The process questions depend on the topics chosen for the workshop (e.g. developing a model, formulating ideas, or selecting central projects). Examples of sequence schedules for various objectives are set
out in the research report (consultant’s guide), showing how the results of the bottleneck analysis can be taken up and, building on this, how solutions can be developed.
Implementation of a bottleneck analysis
Information and awarenessraising among participants
Specifying the goals of the analysis:
- Regional diagnosis, analysis of strengths and weaknesses
- Bottleneck-oriented analysis of actions (interim appraisal)
- Moderated self-evaluation
(e.g. as part of the ex-post assessment)
Initial evaluation (ex ante):
Initial analysis to develop
concepts and strategies
Internally oriented self-evaluation, Dialogue evaluation to
Accompany the LAGs
Assessment of results using
ex-post analysis of effects
Representative selection of
participants
Introduction: problem and topic orientation
Quantifiable
effect,
Implementation of the
bottleneck analysis
Minimum factor
Key areas
Evaluation, interpretation, feed-back
From bottleneck factors to solutions
Specific features of
LEADER: more intensive. Use of
endogenous potential through networking, partnership, participation,
advancement of innovation
Working on
fundamental problems, e.g.
what obstacles hinder
the LEADER activities?
Definitionvon
of
Festlegung
focal points;
Arbeitsschwerpunkten;
bottleneck
factors,
Engpassfaktoren,
potential
Potenziale
Innovation
Institution
Reduction of bottlenecks in specific
key areas, e.g. enhancing
the regional image and improving
living conditions
Actions
4. Relative advantages of the bottleneck analysis, outlook
LEADER activities have shown that what is important for the region are not only the conception of innovative actions or the forming of local partnerships but also the strategic planning of development activities on
the basis of specific strengths and weaknesses. The bottleneck analysis represents one aid in this regard, drawing attention not only to one aspect but, rather, to a whole set of important local/regional key areas at the
same time.
The method thus enables a profound insight into the development of a geographical unit, which is not possible with the use of conventional regional analysis techniques. This means that such development factors
can also be visualised and defined in terms of their relative influence on regional processes, which normally
remain in the background as “soft” factors. If they are related to quantifiable characteristic values (employment, value added), recommendations can be made for targeting the influence of qualitative factors in order
to achieve quantifiable effects over the long term.
A fundamental advantage of the group work is that it is not an individual, but, rather, a collective that conveys its impression of the local situation and its development. Working with a group triggers a certain dynamic of its own, which can open up new perspectives, as well as subject opinions and assessments to criticism, thus having a consolidating effect.
A crucial advantage of the bottleneck method is that it can be applied over longer periods and, therefore, for
various purposes. The following areas of application are possible within the context of an integrated diagnosis as a complement to other facilitating methods and after having been adapted to the specific context of
the region.
- Joint analysis of strengths and weaknesses leading to the development of ideas and project strategies in
an action group; elaboration of an individual local framework (special features of the region, evaluating
existing potential, specifying project and activity priorities: “From the idea to the project”).
- Developing joint objectives and strategies under LEADER at regional level: tasks and approaches for sustained regional development geared towards the strengths and weaknesses, sounding out possibilities for
cooperation between individual project groups, effective setting-up of organisational and information
structures for promoting new activities in rural areas (functional structures).
- Revealing and confirming qualitative factors, e.g. within the context of village renewal measures, agriculture structure development plans, or regional development concepts. The participation-oriented bottleneck
analysis complements conventional planning methods.
Where, for example, a local action group examines its own strategies, success or lack of success with LEADER
or other programmes, the following application possibilities could also be focussed on:
- Self-evaluation of implementation practice and regional networking, assessment of thematic priorities in
project work, improvement of project monitoring and working structures, funding arrangements, use of the
bottleneck analysis to provide support in optimising development plans (e.g. village renewal plans).
- Guided evaluation within the context of interim evaluation for the reorientation of the action groups with
a bottleneck-oriented analysis of the LEADER projects: how can the momentum created by LEADER be improved? What effects of LEADER can be enhanced by the reduction of bottlenecks (key areas A, B, etc.) in
local development?
The improvement or deterioration of qualitative key areas can be verified in the same (relatively homogeneous) group at intervals by repeating the survey, e.g. as an annual self-evaluation. The bottleneck analysis is
therefore also a methodological aid for fine-tuning the implementation phase over a longer process period.
Source references are given in the full version of the project report.
Forschungsgruppe Agrar- und Regionalentwicklung Triesdorf
(Research Group for Agricultural and Regional Development, Triesdorf)
Otmar Seibert, Manfred Geissendörfer Fachhochschule Weihenstephan / Triesdorf
Steingruber Str. 2, D-91746 Weidenbach-Triesdorf
Tel: xx49/9826/654-204
Fax: xx49/9826/654-4014
E-Mail: [email protected]