Local Economic and Community Plans LECP | Guidelines 2021
It should be clear that where a partner is a lead in a collaborative action, it should be under obligation to communicate with the other partners and to arrange meetings and reporting mechanisms where appropriate. It is not the role of the lead partner to implement the action on its own. It should also be made clear, that when an organisation agrees to be part of a collaborative action, it is committing to provide resources and time to engage in the implementation of the action. The extent of interaction on collaborative projects should be part of the monitoring and review framework for the LECP and the Implementation Plan in particular. It should be noted that, while actions are identified in the Implementation Plans, actions may span a number of years. An estimate of the number of years it will take to complete an action should be indicated in Implementation Plans and considered in the context of monitoring and review. Economic Actions Figure 9 (above) provides an illustrative example of how the LECP framework and Implementation Plan can look at contributing to the achievement of International, National, Regional and Local Goals and objectives that are relevant in an economic context. The table also includes reference to the need for collaboration and suggested appropriate partners relevant to specific actions. In addition, the table includes some suggestions on what funding streams may be available to support the implementation of the relevant identified prioritised actions. The following is an indicative summary of some broad areas of action from an economic perspective that should be considered (with appropriate detail and adaptation to the Local Authority area) in the LECPs Implementation Plan): action to promote competitiveness and a favourable business environment, including moderation of business costs, addressing housing requirements, regulatory impact and efficiency of public services;
action to develop – economic activities which have strong “place-related” aspects and marketing/promoting the area, or specific places in the area, accordingly, or other promotional activity which the Local Authority is well placed to lead or assist, in concert with other economic development agencies, as appropriate; action to enhance the physical, social, environmental, or cultural character and quality of the area (including aspects such as the natural/built environment, public realm, urban environment, local heritage/history, sport, leisure, civic/cultural/ recreational amenities, facilities and activities) which can contribute to economic development, directly (for example tourism), or indirectly by enhancing the attractiveness of the area to investors and as a business location; formulating a systematic approach in other “mainstream” Local Authority functions (for example, spatial planning/land use, infrastructure, housing, traffic and parking) to help underpin economic activity generally and advance prioritised sectors or areas of economic activity; action, including appropriate measures arising from Our Rural Future – Rural Development Policy 2021-2025 which provides a strategy for post-COVID-19 recovery and development of rural Ireland over the next five years. It provides the framework to achieve the vision of transforming the quality of life and opportunity for people living in rural areas and acknowledges the interdependence of urban and rural areas; measures to attract national and EU investment in the delivery of the strategy e.g. INTERREG funding and the new ERDF Urban Development Fund; action related to relevant initiatives of investment programmes such as the SFI Research Centres Programme and the Irish Strategic Investment Fund; action to support a shift towards low-carbon and climate resilient economic activity, including increasing efficiency in the use of resources and in energy use, reducing greenhouse gases, and promoting the supply and use of renewable energy sources, by- products and wastes;
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