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Process evaluation of LEADER 2014-2020

Process evaluation of LEADER 2014-2020. Dr Eva Kleinert Senior Social Researcher, Rural Economy and Society RESAS, Scottish Government. Process Evaluation of LEADER 2014-2020. Background and Policy Quantitative evidence Qualitative evidence Economic impact Social impact

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Process evaluation of LEADER 2014-2020

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  1. Process evaluation of LEADER 2014-2020 Dr Eva Kleinert Senior Social Researcher, Rural Economy and Society RESAS, Scottish Government

  2. Process Evaluation of LEADER 2014-2020 • Background and Policy • Quantitative evidence • Qualitative evidence • Economic impact • Social impact • Cultural impact • Environmental impact • Challenges • Recommendations • Ongoing LEADER research

  3. Policy Background • The EU LEADER programme (Liaisons Entre Actions de Développement de l’EconomieRurale) aims to • support local rural community and business networks to build knowledge and skills; • encourage innovation and cooperation in order to tackle local development objectives. • Information on Scottish projects for each of the 21 Local Action Groups are collected in LARCs • However, there is little information available in Scotland on the actual difference LEADER and its projects have made to life in rural communities. • This interim evaluation examines the impact of LEADER 2014-2020 on rural Scotlandproviding a snapshot of the programme

  4. Data and sample • Quantitative analysis: Data retrieved from LARCs on 18th May 2018 • Qualitative analysis: • Four focus groups • Conducted April 2018 • Selection based on status, budget, type of projects

  5. Stornoway Inverness Perth Dumfries

  6. Value of LEADER commitments and allocated budgets – including admin costs

  7. The higher the LAG overall budget, the higher the value of commitments at this point are with the exception of for example the LAG Highland

  8. Commitment rates are significantly higher if a LAG has accepted relatively more community projects as opposed to business or farm diversification projects.

  9. Qualitative evidence

  10. Economic Impact LEADER funding has contributed to a widening of skillsets, has helped to create and maintain jobs, and in some cases helped to retain people in the area. “We had a situation where a school was going to close. We created one job and therefore a family could stay. And one job that helped a family to stay can be the difference between a school closing, a shop and services closing.” (Stornoway) Projects seemed to have had a “knock-on”effect on the local economy. “In the rural economy, three, four, five jobs are comparable with far more jobs in more urban areas.” (Stornoway) “I have built a tourist destination and interpretation centre and it is 12 miles from the main road so all of a sudden I am increasing the traffic down that road which means the shop is getting more footfall, the café is getting more footfall. There will be a coffee shop.” (Stornoway)

  11. Social Impact LEADER funded projects were associated with social cohesion and networks and helped to establish collaboration. “Just anecdotally, we work with a lot of families that need services. If people are in regular need of services, they are more likely to move into the cities. So making sure services are also provided in the rural areas is absolutely vital.“ (Perth) “Once the funding starts and you get contractors working in an area, there is a sense of community wellbeing generated and a buzz that things are happening and more local people tend to get involved.” (Stornoway)

  12. Cultural Impact Projects have contributed to preserving heritage and traditions and made these more accessible to the wider society. “They built a replicate of an Iron Age roundhouse and that has been the hugest success and it is based on archaeological digs and findings in the area.” (Dumfries) “To keep them coming to a sport that is traditional and Highland culture and heritage, it gets harder and harder. I think LEADER has rescued us in that respect.” (Highland)

  13. Environmental Impact Environmental impact was achieved as natural assets were developed and both locals and tourists got in touch with the countryside. “In the woodlands surrounding the Loch we have a forest classroom that the local primary school uses and we have got a kindergarten area, there is a very good private nursery in Lochmaben and they love going there and take the young children down there very regularly. There is various species on the side. (…) We are releasing a number of eels into Castle Loch.” (Dumfries)

  14. Application and Delivery Process Parts of this figure (green and purple boxes) are based on LEADER guidance provided by the Scottish Rural Network

  15. Challenges Challenges mainly centre around the issue of claims and the delay in payments that require applicants to advance payments. “We can manage the cash-flow but I don’t know how smaller organisations can do it. We have not been paid anything yet. We started working on the 1st of July.“ (Perth) “You have to have two clear months between one project finishing and another one starting. Now, how do we pay people in those two months, where does the money come from to keep a project sustainable in those two months? (…) This is really hurting people.” (Dumfries)

  16. Recommendations • To continue the bottom-up and local approach of LEADER, but to communicate the multilevel structure of LEADER more effectively. • To address poorer performance of some Local Action Groups (LAGs) by establishing a standards of services for customers that will be monitored by the Scottish Government and by bringing support into Scottish Government where performance does not improve. • To consider whether payments could at least in part made upfront to help smaller organisations. To make application and administration processes more appropriate to the variety of grant sizes and possibly types of projects.

  17. Recommendations • To make funding more flexible and to allow for a continuity of funding periods for projects across all LAGs. • To consider the need to support small organisations. • To review whether business and community projects should be processed by separate agencies. • For the Scottish Government to evaluate the principles of the LEADER approach and review whether the focus on innovation truly serves the purpose of rural development.

  18. Ongoing LEADER research by SRUC for Scottish Government • Project aim is “To understand the evolution of the LEADER approach and its impact in rural/coastal Scotland since the early 1990s, and to identify options for the future post-Brexit.” • The project objectives are: • To understand the legacy of LEADER funded projects; • To understand the role of LEADER LAGs/Fisheries FLAGs particularly in a changing policy/delivery landscape; • To understand success factors for effective implementation of the LEADER approach, with a special focus on longevity and sustainability; • To set out options for the future of the LEADER approach and for local development in Scotland.

  19. Timetable and Team • Timetable: Report to be expected in autumn • Project Manager SG: Amelia Kuch (RESAS) amelia.kuch@gov.scot • Dr Jane Atterton (Project lead); Dr Rob Mc Morran; Dr Jayne Glass; Dr Elliot Meador; Sarah Jones; Professor Sarah Skerratt.

  20. For questions and comments Eva Kleinert Rural & Environment Science & Analytical Services Scottish Government eva.kleinert@gov.scot 0131 244 8146

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