Transcript Petra Raue Federal Agriculture Research Centre Institute of Rural Studies Evaluation of LEADER+ - Specificities and Added Value Experiences from the evaluation of the LEADER+ - Programme.

Petra Raue
Federal Agriculture
Research Centre
Institute of Rural Studies
Evaluation of LEADER+
- Specificities and Added Value
Experiences from the evaluation of the LEADER+
- Programme in Schleswig-Holstein, Germany
Structure of the presentation
 Objectives of the LEADER axis
 Governance in the LEADER context
 Methods and Tools
 Examples of indicators used in the update
 Some comments for the future evaluation and
monitoring of the LEADER axis
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Objectives of the LEADER-Axis
EU-Strategy:
 Improving governance and
 Mobilising the endogenous development potential of
rural areas
Governance
 refers to a basically non-hierarchical mode of governing, where
non-state, private corporate actors (formal organisations)
participate in the formulation and implementation of public policy
(Rhodes 1997).
 A basic principle of governance is involvement, communication
and cooperation
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Governance – examples of indicators used
in midterm evaluation and update
 Results
– Cooperation of actors from different sectors/institutions
• In the LAG
• In projects
 Impact
– New organisational structures
– Cooperation beyond LEADER
– View of LAG members and outsiders on changes
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Methods and Tools
 Monitoring of LAG development:
annual collection of data on
– LAG members, working groups and project groups,
– LAG activities on mobilisation, information and
networking
 Interviews/group discussions with LAG-managements
 Case studies in two LAGs
 Analysis of self evaluation reports
 Survey of key persons in the LAG Regions (not
members in the LAG)
 Analysis of project data
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Examples of indicators used in the update Cooperation in the LAG
Composition of the LAGs:  Type of members (like association, enterprise,
trade union, political party…)
 Thematic
SHS
Holsteins Herz
ETS
Westküste
Steinburg
Schlei
Trade
Tourism
Economy
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Agriculture
Nature
protection
Women
Youth
Sport
Elderly people
Training and
employment
Cultural
heritage
Regional
development
Mobility
Others
Municipalities
Source: LAG member lists
Examples of indicators used in the update Cooperation in projects


Number of project partners
Type of project partners
25
no project partner
project group and
public partners
Number of Projects
20
private partners from
similar areas
15
private partners from
different areas
10
public and private partners
from different areas
5
public and private partners
from similar areas
0
Schlei
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SHS
Steinburg Westküste
ETS
Holsteins Herz
several public
partners
Source: LAG management
Examples of indicators used in the update
- inside and outside view of changes
Inside view:
Analysis of self evaluations
But:

the LAGs used different approaches for self evaluation

Aggregation of results was thus not possible
Two examples concerning cooperation:
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
85% of the participants in the survey say that cooperation within the region
has improved through LEADER, especially between the municipalities and
between municipalities and private actors.

Communication has improved at least slightly on all levels. Significant
improvements were noticed between two sub regions and between
tourism and nature protection.
Examples of indicators used in the update
- inside and outside view of changes
Outside view: Survey of key persons in the LEADER-regions
Example: Regional Governance
How much has the LAG work influenced the following aspects?
Range from 0 = no impact to 5 = very high impact
Aspect
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Results (average per LAG)
Spreading of information about the region
2.4 to 3.9
Cooperation in the region
2.7 to 3.7
Cooperation between municipalities
2.8 to 4.3
Opportunities for participation
2.8 to 3.5
Source: survey of key persons
Résumé  Identifying the results and impact of LEADER is
similar to putting together a jigsaw puzzle
 Important success factors emerging from the
evaluation of 6 LEADER groups in Schleswig-Holstein
include:
 Strong involvement of municipalities and
 Involvement of a broad spectrum of stakeholders
 Plus close cooperation between LAG-management and the
approval agencies
 Clearest impact evident in cooperation, especially
between local authorities
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Some comments for future monitoring and
evaluation of the LEADER axis
It is desirable, that objectives/results related to the LEADERmethod be included into the monitoring and evaluation framework
Some of the indicators presented could be included with little
effort into monitoring:
– Cooperation in the LAG
– Cooperation in projects
(of actors from different sectors/institutions)
The impact on governance/capacity building in the region and the
program area has to be examined in evaluation
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Thank you for
your attention!
Petra Raue