Evaluations
& reports
Leader's added value. Evaluation for Leader Region South 2025.
WSP has evaluated seven Leader areas in southern Sweden during 2014–2022. The aim was to assess the method's contribution to improved social capital, improved multi-level governance and improved outcomes (including sustainability dimensions).
Summary conclusions, social capital:
Leader has reached out to and become embedded in many different local community groups. Leader has stimulated participation in local communities and engagement in local rural development. Leader has increased project owners' trust, primarily in local actors. Leader also promotes local social capital in the longer term, largely thanks to project results that require ongoing maintenance.
Summary conclusions, multi-level governance:
Leader has engaged and brought together actors from different sectors, both public and non-public. Through Leader, new networks have been formed and collaboration has been strengthened, and actors have gained increased knowledge and understanding of each other. The bottom-up perspective has worked well and generated local initiatives.
Summary conclusions, improved results:
Leader has given small actors the opportunity to contribute to rural development through projects that might otherwise never have been implemented. Through its strong local roots, Leader promotes desired and long-term results. Sustainability dimensions are an important part of Leader and the projects have contributed greatly to social sustainability.
”"Leader really stands out in that you actually get help while you work on your application. It makes it possible for people who have never applied for project funding before."”
”We see that projects funded through Leader often have a higher degree of local acceptance and participation, which makes the results more sought-after and relevant.”
”Trust is built between the different actors through collaboration in the project – and that is then crucial to implementing our initiatives and making them successful.”
”"But the most important thing is probably the feeling of one's own ability and power to make changes - it's a lot, that those who own the projects gain stronger self-esteem. That's one of the most important things, because it can then lead to more changes being created."”
Julia Karlberg, Karolina Henningsson, Pär Lindquist & Nora Åsling, WSP (2025). Leader's added value. Evaluation for Leader Region South.
Evaluation of Leader in southeast Skåne. Results and effects of locally led development.
LEADER Southeastern Skåne has had a strong positive impact on local development by promoting collaboration and supporting inclusive, locally rooted projects that are otherwise often prioritized by other EU funds. During the period 2014–2024, 44 projects have been implemented with varying focus to meet local needs. The projects have contributed to local engagement, strengthened the business community and created immediate value for both residents and visitors.
The programme has been successful thanks to broad cooperation and effective knowledge exchange, which has benefited both local markets and social cohesion. By supporting innovative projects, Leader has demonstrated the development potential of rural areas, while highlighting soft values such as trust, local attractiveness and nature and cultural activities. The projects have promoted sustainability, employment and created new products, services and networks that have laid the foundation for future development.
It has been particularly significant that both small and large projects have received support, which has created a diverse development across different sectors. An effective leader office with committed employees and a well-functioning LAG board have been crucial for the implementation of the program, despite external challenges such as the pandemic and the Swedish Board of Agriculture's administration. The results include long-term effects such as new organizations, business development and sustainability work, as well as concrete initiatives such as village houses and rest areas that strengthen the vitality of the countryside.
”"Leader is outstanding for sectoral collaboration. We would never have achieved collaboration to the same extent without Leader."”
”"We, and I think many other organizations in this part of Skåne, see a very big need for what Leader can offer. Many have ideas
about how we can develop the countryside together, so there is a need for Leader both to be able to do small-scale projects and slightly larger ones.”
”"I have been involved in a few other EU projects, but I would say that you get more support in Leader. They support you more tangiblely both before and during the projects."”
”"It can be perceived as a one-time payment. But at the same time, it is important to have the opportunity to test new things and new ideas. Both for civil society and for small businesses."”
Stefan Hansson, Skaneus Support AB (2025). Evaluation of Leader in Southeastern Skåne. Results and effects of locally led development.
"Bringing the EU to the kitchen table". Evaluation of locally led development through the Leader method in Sweden 2014–2020.
Leader's goal achievement is difficult to assess: There is a lack of specific targets for change in leader areas, which makes it difficult to measure the effects. There is a positive development in the leader areas, but it is not better than the development in Sweden as a whole.
Leader produces good results, but the effect is likely to be mainly local: The projects have led to positive results locally, but lack a measurable effect on a more overall level.
Leader stimulates local engagement but has been negatively affected by administrative challenges: The Leader projects are well-established and have a broad reach. However, processing times and staff turnover at the Swedish Board of Agriculture have created problems. The Swedish Board of Agriculture needs to shorten the processing times for project decisions and payments.
Leader's main added value is to strengthen local social engagement and bring the EU closer to the people: Leader has contributed to anchored local strategies and increased commitment. Leader offices play a central role in creating collaboration and trust. Smaller and more visible projects have made EU support more tangible compared to other regional development efforts.
Evaluability should be strengthened and local evaluations supported: To measure the impact of Leader, clearer objectives and support for local evaluations are required. A model for ongoing evaluation is recommended.
Important to take advantage of Leader's local character by strengthening LAGs' responsibilities and increasing collaboration with regions: Leader should be given greater autonomy and to a greater extent exploit the potential that exists in Leader's strong local actor structures. Similar models exist in other European countries and should also be able to be established in Sweden. The regions' involvement in Leader should be clarified and strengthened.
”"Leader builds human capital with the people who run the projects. They are the ones who run the village: Leader does not create them, but gives them the opportunity, power, conditions and contact network. Leader discovers and identifies hidden competence, exploits people's full potential."”
”"Perhaps the biggest change for regional development is the positive change in attitude that Leader has contributed to. The self-image has changed. A sense of pride, faith in the future and a vision for a vibrant countryside have emerged in the area. A common identity has begun to be created."”
”"The municipality as project manager can be felt as a safe place for those participating in the project. The municipality holds together financially, for example, and the others can be creative and drive the work forward. This is a good combination. It also means that people in the area do not see municipal officials as officials who come from outside, but as part of the group."”
Göran Hallin, Julia Karlberg & Sirje Pädam, WSP (2023). ”Bringing the EU to the kitchen table”. Evaluation of locally led development through the Leader method in Sweden 2014–2020. Evaluation report 2023:5. Swedish Board of Agriculture.