The operation of Local Action Groups in the light of a national survey

Kis, Krisztián – Szekeresné Köteles, Rita

Keywords: Local Action Groups (LAG's), subsidiarity, cooperation, capacity building, sustainability

Based on the results of our questionnaire survey, our study presents the major operational features of LEADER LAGs established in Hungary in 2007. Our national survey revealed that there were no traditions or practices for development cooperation, while the successful local implementation of the programme depends to a great extent on the level of preparation of the local society and on the cooperation of local people and organisations. The development of areas covered by LAGs is hindered by insufficiencies in human resources, of rural people and communities (the so-called soft factors). This makes the development of human resources an urgent task. LAGs consider their principal task to be the securing of grant funds. This is obviously necessary, but far from sufficient to fulfil their role as a catalyst in the implementation of local rural development strategies. For this purpose, it is essential for action groups to play a proactive role in organizing and thereby increase the capacity of local communities. In accordance with the basic principle of subsidiarity, rural development should be implemented locally, managed by local communities, and decisions should be made at local levels.
The survey points out that LAGs operate under strong government influence and control, in a decentralized manner but without subsidiarity. In the present structure, the activities of LAGs are predominantly financed from central (national and EU) resources, covering 100 per cent of the eligible costs. Cost accounting is a significant administrative burden for LAGs. In order for action groups to fulfil their real roles to boost local development, they need to recognize their mission; also, from the financing and regulatory side, they must be given support in completing the tasks expected from them.

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