Thematic Evaluation on LEADER

This report is a Thematic Evaluation on LEADER, covering the 2019 and 2022 evaluation period, for the 2014-2020 Rural Development Programme.

The evaluation focuses on LEADER specifically Focus Area 6B, which aims to promote local development in rural areas. The evaluation assesses Measure 19 (LEADER), which represents 97% of the budget allocated to this area. It examines LEADER’s effectiveness in fostering economic, social, and environmental development across three Local Action Groups (LAGs) - Xlokk, Majjistral, and Gozo. These LAGs implement local development strategies tailored to their respective rural territories.

The primary objective of this evaluation is to assess the contribution of Measure 19 (LEADER) towards achieving the goals of Focus Area 6B, which aims to enhance local development in rural areas. The evaluation examines several key criteria, including effectiveness in addressing local needs and improving social, environmental, and economic conditions. It also evaluates efficiency, focusing on resource utilisation, and impact, assessing long-term benefits for governance, social capital, the environment, and the rural economy. Additionally, relevance is considered to ensure that the LEADER approach aligns with the specific needs identified in the LAGs' local strategies.

1. In order to assess the LEADER and answer the main evaluation question, six specific evaluation questions were identified:
2. To what extent has the LEADER method been effective in addressing local needs?
3. How has LEADER contributed to the conservation and enhancement of cultural assets?
4. In what ways has LEADER contributed to improving social capital?
5. How has LEADER contributed to enhancing environmental capital?
6. To what extent has LEADER supported the rural economy?
7. How has LEADER improved multi-level governance in rural areas?

The evaluation adopted a mixed-method approach, combining qualitative and quantitative methods, such as case studies, focus groups, interviews, and surveys with local stakeholders. This was supported by desk research and analysis of administrative data from Local Action Groups (LAGs) and the Managing Authority. A triangulation strategy was used to integrate findings from multiple sources.

Result indicators measured improvements in governance, social capital, economic activity, and environmental sustainability, tracking progress against the targets set by the LEADER programme and evaluating the effectiveness in meeting these goals.

The evaluation was structured around six specific evaluation questions, focusing on LEADER’s effectiveness and efficiency in addressing local needs and fostering rural development. A systematic approach was followed, moving from defining evaluation questions to selecting appropriate methods, establishing judgement criteria, and identifying indicators to assess the evaluation criteria.

At times, the availability of data was lacking with the evaluation highlighting that if a strategy contains an indicator, then the management system should cater for the collection of indicator data.

The evaluation reveals that it has been largely effective in addressing local needs. A high percentage (94%) of respondents agreed that the Local Action Group (LAG) strategy reflects the needs of their organisation and locality. Furthermore, projects supported by the LEADER initiative have contributed to the local community, enhancing local identity by encouraging public appreciation of important landmarks.

LEADER has also significantly contributed to the conservation and promotion of cultural assets. Projects related to culture and heritage have increased interest in national traditions, and the target for cultural restoration projects (69 projects) was met, with 80% of approved projects addressing cultural heritage. Similarly, new and improved social and cultural activities in the Xlokk and Majjistral areas have nearly achieved their targets. In terms of social capital, there has been significant engagement from local councils, businesses, and NGOs in offering new and improved amenities.

LEADER has fostered cooperation between local actors, exceeding participation targets in inter-territorial and transnational projects. At local level, cooperation has improved with local actors providing support to the projects even when not directly involved in the project. In terms of partnership, this is still a challenge because of the lack of trust between stakeholders and the intensity of bureaucracy involved.

Environmentally, the programme has helped raise awareness, with educational projects focusing on environmental aspects. LEADER also supported 27 projects (12% of approved projects) aimed at developing green infrastructure, surpassing its target of 20 projects. In addition, 36% of completed projects contributed to a carbon-neutral economy.

Regarding the rural economy, 88% of survey respondents indicated that LEADER is supporting businesses in their locality/region. Additionally, it has fostered innovation and improved the skill set of employees, with 44% of survey respondents agreeing that LEADER has contributed to improving the skills set of employees in the area. LEADER projects have also incorporated innovative elements, with 23% of completed projects reflecting this. Survey respondents indicated that in the absence of LEADER, they would have abandoned the project or reduced its scale.

Lastly, LEADER has enhanced multi-level governance, with 69% of beneficiaries indicating that their organisation was involved in designing the LAG strategy. Despite some challenges, particularly with vertical governance and resources, communication between the Managing Authority (MA), Planning Authority (PA), and LAGs has improved. The application process has been made more accessible, encouraging broader participation from local stakeholders.