Towards an appropriate monitoring and evaluation system for Leader: the Dutch perspective
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Towards an appropriate monitoring and evaluation system for Leader: the Dutch perspective September 25 2006 DG Agri, EU, Brussels Dr Peter Laan Program manager LEADER+ MA East-Netherlands National Netwerk Unit, the Netherlands Introduction

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Towards an appropriate monitoring and evaluation system for Leader: the Dutch perspectiveSeptember 25 2006DG Agri, EU, Brussels

Dr Peter Laan

Program manager LEADER+

MA East-Netherlands

National Netwerk Unit, the Netherlands


Introduction l.jpg

Introduction Leader: the Dutch perspective

Remembering the start of LEADER+ in the Netherlands…

Leader guidelines

Promises

Leader as an experimental program

Indicators put forward…


The scope of leader in the netherlands l.jpg

The scope of Leader in the Netherlands Leader: the Dutch perspective

Does Leader result in …

Similar results that are achieved in another way, or …

In different results compared to mainstream-programs?

-> similar projects may result in a different range of outputs and impacts


The basic leader characteristics and the way they are applied in the netherlands l.jpg

The basic Leader-characteristics and the way they are applied in the Netherlands

experimental approach

innovative approach

public-private cooperation

cooperation between actors within the area

renewal of local governance

bottom up way of working

networking

area-based development strategies

cooperation between areas


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Reflections on the Leader monitoring system applied in the Netherlands

Quantitative vs. qualitative

‘Hard’ socio-economic output vs. process indicators

Dynamical development vs. static evaluation systems

Short-term vs. long-term effects: time to develop

Integration effects

Scale-effects


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Towards a model for efficiently evaluating a Leader-like approach

Elements to be considered

area-specific and Leader-process aspects should be incorporated

Both static, ‘hard’ indicators and dynamical ones should be used

Use both qualitative and quantitative indicators in the system


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Towards a model for efficiently evaluating a Leader-like approach

“reflexive monitoring”: self-evaluation should be used in a monitoring system

dynamical development does not fit into a static way of monitoring, i.e. “learning process” and transition processes like changing scopes and focus on rural development may influence your evaluation system


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Organizing the development of an adequate monitoring and evaluation process (1)

the EU expert group on M&E should put forward tools and outlines for active local groups working in rural areas to help them in the discussion and reporting of process results

starting from the point of lessons learnt” and a real innovative approach, evaluation may be focused on the factors that have been important for the final results (either failures or successes)


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Organizing the development of an adequate monitoring and evaluation process (2)

developing a Leader-like evaluation system is important to stress that function and position of Leader differs significantly from other programs. This may be even more important in the new integrated RDP 2007-2013

Highlighting the Leader philosophy can be effectively done by developing a specific monitoring system

Incorporate MTR results and self-evaluation reports of LAGs into the monitoring system


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Organizing the development of an adequate monitoring and evaluation process (3)

think about the ‘reach’ of the program as laid down in Leader Guidelines and develop simultaneously with M&E system (internal process EC)

‘takings risks’, real innovation and ‘learning from experience’ is very hard to make operational, so help this process by adopting a specific set of indicators for the Leader axis


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Organizing the development of an adequate monitoring and evaluation process (4)

be aware of the different scale levels that have to be dealt with in Leader: monitoring on the Program level may significantly differ from that on the LAG-level.

Top-down way of monitoring may not appear to be appropriate for Leader. The bottom up approach leads to ‘first hand’ results and records it on the base level. This has to be met somewhere with the top-down indicator set from the EC and not always the right connections between the two levels can be made.


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