Evaluation of LEADER in Wales

• The implementation of LEADER in Wales in the current programme period.
• The contribution of LEADER to local development in rural areas since it has been applied in Wales.

The evaluation has partly also examined community-led local development (CLLD) more broadly, as well as the longer-term legacy of the approach in Wales beyond the shorter-term outcomes generated. The full list of research questions for this evaluation can be found in the technical report.

A theory-based approach was used for this evaluation. Data are collected using a mixed-method approach, triangulating qualitative and quantitative data sources. The study is also based on scoping interviews to discuss the priorities for the evaluation and understand the information available to inform the evaluation. The study is also based on a literature review.

The main limitations envisaged in this report were:

• The number and range of performance indicators used for LEADER in Wales are small and in response to criticism of the complex monitoring system in place for the previous programme period.
• The sample of those involved with LEADER in Wales is largely self-selecting as the online survey was distributed, with the respondents choosing whether or not they wanted to participate. This risk is, however, controlled via the mixed-method approach being used, which also takes into account a range of other sources of evidence.
• The lack of data was also a constraint to elements of the evaluation. In particular, the performance indicators for the scheme offer limited insight into the outcomes being achieved.

Among others, the following are the main findings of this evaluation:

• At a scheme level, spending as of the end of March 2022 was 70%, with LEADER projects running until June 2023 in some areas but ending much sooner in others. This level of spending is lower than what could have been expected at this stage.
• More than 700 projects have been supported by the current LEADER scheme in Wales, with several innovative ideas piloted.
• The review of the projects supported finds that activities undertaken that deliver each of the Welsh government and European funding cross-cutting themes are positive. LEADER-supported projects also deliver a number of the objectives set out within the programme for the government in Wales.
• The added value is said to manifest itself in: (a) improved social capital; (b) improved governance; and (c) enhanced results (better projects).
• Case studies of projects funded by previous LEADER schemes in Wales highlight the long-term impacts these projects can achieve and the ongoing activities under the current scheme.
• The number and the range of performance indicators used for LEADER in Wales are small and in response to criticism of the complex monitoring system in place for the previous programme period.
• Local Action Groups (LAGs) have more financial control as part of the current LEADER scheme than they did previously. Furthermore, they have greater certainty regarding their budget.
• The role of the rural relationship manager as a single point of contact between LAGs/administrative bodies and the Welsh government was an effective communication approach.
• The research identifies three characteristics of effective LEADER administration: being regarded as a LAG-led independent approach, being open and responsive to new ideas, and having strong networks that cooperate with others and draw on their knowledge and expertise.
• LAGs are central to the LEADER/CLLD approach. Members' consistent and regular attendance at meetings is also essential to providing continued decision-making, understanding of ongoing activities, etc.
• Networking is a key feature of LEADER, including among staff involved in the scheme's delivery. However, opportunities for networking and sharing knowledge and experience within delivery teams across Wales have generally not been realised.