Our strategy
Our local development strategy describes the development opportunities for our area. The strategy forms the framework for our activities during the years 2023-2030 and governs which support can be granted during the period. The strategy is based on local needs and has been developed in collaboration between the public, non-profit, and private sectors.
Place development in the Stockholm archipelago and countryside
The strategy has been developed together with many engaged individuals and organizations from the private, non-profit, and public sectors. The needs and development opportunities described revolve around engagement and participation as prerequisites for resilient rural areas, entrepreneurial spirit for sustainable businesses and employment, as well as attractive living environments for people, animals, and nature.
Read more below about our goals and areas of intervention. Your project idea can become an important piece of the puzzle that contributes to the strategy's objectives!
Our vision
With curiosity and engagement, we are transitioning to vibrant local communities
Our goals
The goals complement each other. The first goal concerns businesses, associations, and other organizations in the local community, while the second goal focuses on the development of the places where these actors operate and collectively create change.
Goal 1
Sustainable industries and businesses
The local economy of Stockholm needs to become more diversified. Potential exists, among other things, related to the green and blue industries as well as a place-adapted tourism industry. Collaborative models among entrepreneurs strengthen innovation capacity. Businesses that are embedded in the local community often contribute to sustainable development as there is a strong interest in strengthening not only the business but also the local community in which they operate.
The entrepreneurial spirit of the countryside contributes to creative and engaged actors starting cooperatives, running community companies that reinvest profits in the community, or starting a social staffing company. There is also a need to acquire new knowledge, develop new sustainable solutions, and create added value by collaborating with new actors.
Goal 2
Sustainable and resilient places
In the resilient, inclusive rural area, permanent and part-time residents, remote-working populations, newcomers, and families with children are involved in the development. The energy and forward-thinking of young people are harnessed. Locally founded cultural activities and creativity are promoted as a favorable factor for participation, retention, and business development.
Strengthening resilience in a rural area requires a higher degree of self-sufficiency and more locally produced goods and services. The local community's economic cycle, as well as the water and nature cycles, are utilized in an efficient and climate-smart way. Nature is used carefully without depleting local or global resources.
Many want to move here!
Our areas of intervention
Area of intervention 1
Knowledge & skills
This includes interventions in skills supply, skills, and knowledge transfer. It can also involve practical interventions where participants test new knowledge in preparation for starting a business or job seeking.
Examples of interventions
- Development of informal skills and competencies
- Skills and business development including capital supply
- Skills-enhancing measures focusing on values, norms, and inclusive perspectives
Intervention area 2
Business models & collaboration solutions
When individuals and organizations with different skills and experiences develop the countryside together, new ideas can emerge.
Examples of interventions
- Smart rural strategies
- Development of circular business ideas
- Networks and meetings for business and idea exchanges
- Develop new conditions for increased participation in society
Intervention area 3
Environmentally smart investments
Sometimes physical investments are needed to create change and long-term effects.
Examples of interventions
- Development of new and existing meeting places
- Restoration of natural environments on land and in water
- Measures for small-scale infrastructure such as bike or hiking trails
- Investments that contribute to sustainable local food production
Pre-studies
Sometimes it is necessary to investigate the conditions for an intervention before starting a larger project. Pre-studies should also fit within one of the intervention areas above.
Examples of interventions
- The pre-study leads to new knowledge that contributes to the strategy's goals.
- The pre-study includes a plan for how the new knowledge will be used in practice after the pre-study is completed.
Our indicators
To measure that the projects contribute to achieving the goals of the strategy, we use indicators. Each project must contribute to the strategy's goals and thus to at least one of the indicators.
Smart transition
Number of strategies for smart rural areas. Strategies that creatively solve local challenges.
Environmental and climate projects
Number of new solutions to environmental and climate problems that contribute to goals regarding environmental sustainability and limiting and adapting to climate change in rural areas.
Joint efforts for reduced climate impact
Number of companies, associations, or other organizations that carry out efforts for reduced climate impact within the project. These efforts should significantly contribute to the fulfillment of the horizontal goals of sustainable development and/or climate and environment.
Restored water and wetland areas
Number of marine areas, lakes, watercourses, or wetland areas that have been preserved/restored for the benefit of biodiversity and fish reproduction.
Companies collaborating
Number of companies collaborating in a project to achieve common results. For example, developing a joint business model or a new product.
New business plans
Number of completed business plans developed during the course of the project. A business plan is a description of how a business idea can be translated into a number of business goals, an assessment of feasibility, and a plan to achieve the goals.
Companies receiving support
We measure the number of companies in rural areas seeking support to develop their operations. However, this does not apply to primary production.
New products
These can be physical or digital products. We also measure whether the product is new to the organization implementing the project, within the leader area, or new to the Swedish market.
New services
The services can be physical (e.g., a guided tour) or digital (e.g., e-books or apps). We also measure whether the service is new to the Swedish/local market or only for the individual organization.
Projects driven by youth
This means that the project leader(s) are individuals under 25 years old.
Participants under 25 years
Number of individuals actively participating in the project and receiving some form of education, skills development, or similar.
New knowledge leads to practical application
Proportion of project participants who, after a skills-enhancing effort, indicate that they have applied their new knowledge in practice. For example, this could be entrepreneurs who, after the effort, work differently due to the new knowledge.
New meeting places
Number of physical or digital meeting places created through the project that are expected to remain after the project ends. For example, a community center or a Facebook group.
New networks and collaborations
The number of new and lasting networks or collaborations between at least two actors created through the project that are expected to remain after the project ends.
New methods, working methods, or processes
New ways of working in associations, companies, or other organizations. For example, new organizational forms, production processes, or logistics solutions.
Improved access to services
Number of residents benefiting from improved access to services and infrastructure.