Preface
This manual revises the original "Learning, Evaluation and Planning" ( LEAP) published in 1999. It sets LEAP in the context of current policy and practice. It is presented in three sections:
Section 1: Introducing LEAP
This section:
Considers:
i. what is the LEAP framework?
Introduces:
ii. the key steps in planning and evaluation.
iii. the underpinning principles of the approach.
Explains:
iv. why LEAP may be useful to community learning and development ( CLD) practitioners and planners.
v. the different levels at which LEAP can be applied.
vi. the context of this revised edition.
vii. the relationship between LEAP and other important CLD tools.
Section 2: Exploring the principles of LEAP
This section examines in more detail key principles that underpin both LEAP and CLD:
i. being need led.
ii. building on capacity and developing assets.
iii. being change and outcome focused.
iv. adopting a participatory approach and building partnerships.
v. promoting continuous learning and improvement.
Section 3: Understanding the steps in the LEAP cycle
This section explores what is involved in each step in the LEAP cycle:
i. agreeing outcomes - what difference do we want to make?
ii. identifying indicators - how will we know we made a difference?
iii. action planning - how will we go about making a difference?
iv. monitoring - how will we make sure it is happening?
v. evaluation - have we made a difference, what are the lessons we have learned?
Worked Examples: Applying LEAP to real-life situations
Alongside the manual, we've also published a separate document that provides five illustrative examples of LEAP in use. The examples are set in a fictitious place in Scotland but reflect experience of real examples.
The first three illustrations relate to project level practice in each of the three national priorities for CLD set out in "Working and Learning Together to Build Stronger Communities 1".
The fourth illustration focuses on operational development and management of a programme of CLD work.
The final example illustrates use of LEAP at strategic management and policy development level.
All the illustrations are written to a common format that reflects the key steps set out in section 3. Focus on the examples that relate most closely to the way that you might use LEAP.
The LEAP online learning materials
Learning materials that provide an interactive introduction to the LEAP model, its key steps and underlying principles, are now available online. They are illustrated with video clips from people who use LEAP. You can use them in conjunction with the manual for your own learning or when developing the use of LEAP with others. The materials can be accessed online at: http://leap.scdc.org.uk.
Using the LEAP Manual
This manual is designed to assist you to plan and evaluate practice in a participatory manner. How you use it will depend on the role you are playing and the level of experience you already have. This is a detailed exploration of the LEAP model. Shorter introductory explanations are available in ' LEAP - step by step' and in the online learning tool. These may be particularly useful for those coming to LEAP for the first time 2.
However the manual can be used flexibly and you can focus on sections which are most relevant to you at the moment, for example:
If you are completely new to the LEAP approach we suggest that you start by reading section 1 and think about how these ideas would apply to work you are doing. To understand better how it works, it may then be helpful to move straight to the case study in the Worked Examples document that illustrates using LEAP in the context most closely related to your own. (The first three case examples look at local practice in relation to the national CLD priorities: adult learning, youth work and capacity building respectively. If you focus on management or strategic development you will probably find cases 4 or 5 more relevant.) After considering an example it may then be helpful to return to section 2 to think in more depth about the underlying principles before you actually apply the model. For those that are new to LEAP the online learning materials will be particularly helpful in providing a 'home' tutorial that explains and illustrates the basics.
If you are familiar with the principles of LEAP but using it for the first time you are likely to want guidance on how to develop your work at each stage. Here section 3 is of key importance and you should focus on the particular stage of your work. It may be helpful to compare what you are doing with the appropriate stage description in the most relevant Worked Example. The reality of applying the model will no doubt throw up challenges that relate to underlying principles, so use the material in section 2 for reference.
If you are already using LEAP the benefit of the revised manual will primarily lie in the fact that it explains LEAP in the context of current policy and other relevant self evaluation tools and frameworks. The relationship between these and LEAP is explained at the end of section 1 but you may find the case studies in the Worked Examples document particularly useful in illustrating practice in the context of current policy and related tools and frameworks. Even when you are experienced in using LEAP it can be useful to refer to particular parts of sections 2 and 3 to refresh your thinking about the principles and issues involved.
LEAP is commonly used in partnership with others. If you are introducing others to it, abstract the parts of the text that are most relevant to their experience and focus and use the online learning materials to introduce others to the steps and principles.