LEADER evaluation report: support for LAGs to monitor evaluation progress and self-assessment activities

The study is carried out in the framework of the independent evaluation service of the Tuscany Region's 2024-2020 Rural Development Programme (RDP). It focuses on the LEADER approach and, more specifically, aims to support LAGs in implementing the self-assessment methodology.

The methodological approach is characterised by the use of qualitative methods: case studies, in-depth interviews, focus groups with Local Action Groups (LAGs) and group concept mapping techniques.

The main data source is the primary information provided by LAGs, focusing on the impressions, opinions, judgements, attitudes and actions of the respondents.

The case study is part of the evaluation process of each Local Development Strategy (LDS) as a means of analysing the effectiveness, usefulness, relevance and efficiency of funded projects.

In the model applied for self-evaluation, each LAG chose the evaluation questions and criteria.

The main challenge of the use of case studies regards their nature, which does not allow the results to be generalisable throughout LDS.

The main findings of the evaluation concern the effectiveness of LAG-funded projects, the enabling factors that can improve it, the context factors that can hamper it and the corrective ones.

The analysis of the case studies has shown, for each case, tangible effects in terms of: enhancement of agricultural production and increase in the turnover of accommodation and catering facilities with consequent increase in jobs; opening of new services aimed at previously untapped population groups; enhancement of identity and cultural assets in a tourist key; and the creation of infrastructures to support primary activities. Among the enabling factors that can improve the effectiveness of the LAGs, it is suggested to provide LAGs with equipment and a framework of rules more suitable for the LEADER also in the light of the experiments carried out in this programming period.

Implementation procedures other than the single call, such as for integrated supply chain projects (PIF) and integrated territorial projects (PIT), can generate collaborative processes that broaden the scope of individual interventions.

The operational continuity of LAGs during programming periods and animation activities are key factors in improving the design and implementation of strategies by selecting the appropriate measures and priority criteria to meet the needs of the community. Among the context factors that can hamper the effectiveness of the LDS, the analysis highlights the fragilities of the territories for which it is necessary to rethink at national and regional level policies of incentive and defiscalisation to attract professionals, families and businesses. The areas regarding services to the population and basic commercial services should be considered as market failure areas, as is the case with ultra-wideband infrastructure.

Regarding the corrective action to increase the capacity of the LAG to affect the dynamics of local development, the role of the LAG should be enhanced in the various programs that are active in the area. For instance, within the SNAIs, LAG can be a facilitator. In the case of the European Regional Development Fund (ERDF) and the European Social Fund (ESF), it can be the entity that manages part of the funds allocated for local development. With more resources, the LAG would be able to address more challenges, but to do so, it would need a technical structure with the right staff and skills.