Implementation of the LEADER programme and partnership networks in Baranya county

Abstract

The effective integration of rural development into the second pillar of the Common Agricultural Policy (2007–2013) requires improving and introducing new methods in community planning initiated by local actors. It is also one of the main goals of the EU LEADER programme: improving rural areas by bottom-up local development activities and using local resources.

In our study we examine the Hungarian frameworks (institutions, regulations and procedures), how these frameworks facilitate or restrict the activities of local acion groups and their competence and network-building processes. Are LEADER and its realisation in Hungary a suitable method for consolidating local democracy?

To transplant a development model can change its effect. The state is responsible for implementing the process, and in this role strictly defines the application of the development model, which may reduce its innovative effects.

The political decisions taken at the central level define the level of acceptance of the model by local actors. In this way the ability of local community action within the LEADER programme may be is strictly limited.

Based on empirical research undertaken in Baranya County, we discuss the local action opportunities according to two criteria: analysing the composition of partnerships and the networking of the actors. The results of the research shows that the central role arises from “strong” mayors, because of their involvement and authority. Regulations prescribing formal frameworks for partnerships adversely affect their operation.

The existing two Hungarian local action groups, which have a significant number of members arose from mutual acquaintances and the acknowledgement of a lack of cohesion. They are organised around a few local government leaders. The entire network is weakened by the lack of cohesion of the partnerships representing the social capital. Evaluation of the operation of the LEADER programme shows that the municipalities and mayors dominate the programme and are playing the major roles in the structure of the partnerships. It also finds that resources which had been distributed under the programme at the same time help to legitimate the local political management (mayors and municipalities). In practice, LEADER appears to be a useful tool for the development of municipal infrastructure and public services.