Improving Implementation of LEADER at Programme level

Introduction

If LEADER is to remain energetic, vital and dynamic, relevant and practical after four generations of delivery then it is not surprising that the approach may need some maintenance and renewal.  What follows is in effect an owner’s manual for Managing Authorities, Paying Agencies and LAGs drawing some lessons from twenty years of practical experience.

It is clear that the different components in the LEADER delivery chain have to fit and interact effectively.  This means linking multilevel governance involving Managing Authorities, Paying Agencies and LAGs and delivery in an overall system to achieve the outcomes sought and deliver real added value. Each has a different part to play but all have to work together and make the right decisions if the machine is going to function efficiently and the objectives are to be achieved.  This is unlikely to happen of its own accord, the best performing machines are those which are well maintained, where performance is checked and adjustments, modifications or improvements are made.

Consider a journey, the passengers decide the destination, select the right vehicle designed and prepared for the terrain, it needs fuel, an engine, gearbox, wheels and a driver, different components, different materials and different systems all working together harmoniously in their specialist functions if they are to reach their objective, the right destination, on time, safely and efficiently.

This section of the LEADER Toolkit focuses on some of the most important factors which affect LEADER’s local development journey, things which need to be planned, decisions which need to be made, components which need to work together harmoniously and the maintenance needed if it is to achieve its objectives to provide real added value.  The Toolkit identifies some key points in relation to the design and operation of delivery system and a number of tools and approaches which can help to improve the way it functions.  None of them demand a change in programming or the delivery system per se, these are all practical approaches to reduce transactional burdens and ease delivery.  It contains modules relating to governance, coordination and communication, how this can be improved, how we can work better together to develop and deliver local solutions learning from each other and from our experience.