Understanding LEADER's added value
- Evaluation
- CAP Strategic Plans
- Evaluation
- Evaluation Findings
- Evaluation Methods
- Evaluation Processes
- Ex Ante Evaluation
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- Indicators
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- LEADER
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- Ongoing Evaluation
- Performance Monitoring and Evaluation Framework (PMEF)
- Rural Development
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A new set of guidelines from the EU CAP Network are available to help Local Action Groups and Managing Authorities assess the added value of LEADER.
The concept of LEADER added value refers to the benefits derived from proper implementation of the LEADER method, compared to the potential benefits that would have been achieved without it. These benefits manifest through improved social capital and governance, as well as enhanced results and impacts of programme/strategy implementation.
Assessing the added value of LEADER can now become simpler thanks to a new set of guidelines available to help Local Action Groups (LAGs) and Managing Authorities confirm the value of their different activities. These new evaluation guidelines have been prepared by the EU CAP Network, and are now published for the use of all Managing Authorities and LAGs.
Information in the guidelines offers an extensive array of options for assessing the added value of LEADER, including essential elements for evaluation, accompanied by relevant questions and recommended success factors. This evaluation framework is structured to be flexible, enabling Member States to choose and customise elements based on their own contexts and evaluation requirements. For each proposed success factor within the framework, the guidelines provide a collection of associated indicators and pertinent data sources that can help to substantiate anticipated success.
The guidelines include options to be considered during the development of an evaluation framework. We spoke to the EU CAP Network evaluation experts who prepared the guidelines to ask them for their top tips on making the best use of this key new tool for LAGs and Managing Authorities.
Technical tips
When evaluating LEADER added value at the LAG level, it is crucial to ensure that LAGs receive adequate capacity building, including newly established ones, provided by Managing Authorities and National CAP Networks. This should focus on enabling LAGs to develop clear terms of reference for evaluations, which are essential for selecting a competent evaluator. The new guidelines can serve as good background material to assist LAGs in drafting these terms of reference.
By equipping LAGs with the necessary skills and resources, the evaluation process can be significantly improved, leading to more accurate and meaningful assessments of LEADER added value. For example, to successfully identify relevant evaluation elements in assessing LEADER added value, it is crucial to understand:
- how this value is operationalised on the ground; and
- which activities conducted by LAGs and other stakeholders support the creation of LEADER added value (namely improving social capital, governance, and creating enhanced results and impacts).
These activities should also align with the seven LEADER principles.
Such activities should guide the development of the evaluation framework. The approach ensures better alignment with local/regional/national contexts and evaluation needs, leading to a more accurate assessment and truly capturing the added value of LEADER. Part 2 of these guidelines and Annexes 3 and 4 offer examples of operationalisation.
Early in the programming period, Managing Authorities and LAGs, ideally in consultation with evaluators, should develop a clear evaluation framework to facilitate data collection that will serve as evidence when assessing LEADER added value.
This framework should include evaluation questions, factors of success, and relevant indicators. Detailed example of an evaluation framework is presented in Part 3 of these guidelines. LEADER added value indicator fiches in Annex 1 provide guidance on what data could be collected, when, and how to ensure comprehensive analysis.
Developing the evaluation framework early ensures that relevant data is available for thorough analysis. LAGs already gather substantial information on their activities and LEADER projects, so it is crucial to clarify how this information can be repurposed for evaluation.
A well-structured, early approach to data collection guarantees consistency, making it easier to demonstrate LEADER's added value and enhance decision-making processes.
Quantitative and qualitative tips
To assess the added value of LEADER, it is essential to use a combination of quantitative indicators, such as the number of projects and network diversity index, alongside qualitative information obtained through focus groups, surveys, and case studies.
Using this mixed approach provides a more comprehensive view of the results and impacts, capturing not only measurable outcomes but also the nuanced improvements that LEADER fosters within communities. By integrating both types of data, the evaluation can more effectively demonstrate the broader benefits that arise from the LEADER approach, ensuring a thorough understanding of its added value.
Concluding tips for users of the new guidelines underline the points that LAGs and Managing Authorities can task evaluators to separate LEADER-funded actions from possible counterfactual influences. The latter represent added value that cannot be attributed to LEADER because it would have happened during the project term without LAG intervention, such as actions funded from other sources. In addition, consistency and affordability of the chosen evaluation methodologies will help enable success when assessing LEADER's added value.
We hope you find these guidelines useful and informative. In case you have any questions please do not hesitate to contact the EU CAP Network at evaluation@eucapnetwork.eu.