Local action groups as new organisations in rural development an example of the Lublin region (Poland)
2017
Guzal-Dec, D., Pope John Paul II State School of Higher Education in Biala Podlaska (Poland) | Zwolinska-Ligaj, M., Pope John Paul II State School of Higher Education in Biala Podlaska (Poland)
The aim of this article is to determine the resource potential and the importance of the new forms of organization that are local action groups (LAGs) in rural development on the example of the Lublin region. The paper presents the characteristics of the resource potential of the LAGs, the evaluation of the effectiveness of the activities of the LAG perspective 2007-2013 and 2014-2020 and the analysis of the objectives of LAGs in terms of their impact on the processes of local and regional development on the basis of the statutes and LDSs for 2014-2020. The study used the following methods: a diagnostic survey, a document analysis, desk research. The interview was conducted in the third quarter of 2016. The study verified two hypotheses: 1) LAGs are organizations with growing resource potential and the scope of impact on the development processes of the region, especially in the area of stimulating the integration process of sectors (cross-linking); 2) bureaucracy is still the main barrier to the functioning and implementing the strategic / statutory objectives of LAGs. The assessment of the operation of LAGs in the perspective of 2014-2020, as compared to 2007-2013, indicates their growing role in influencing the processes of local and regional development. This role is reflected in the growth of the resource potential of the organisations and the high effectiveness of LAGs. LAGs insufficiently focus on creating various network links. Bureaucracy is still the main barrier to the effectiveness of achieving the objectives. In the current term, the LDS objectives seem to be the objectives common to all interest groups that constitute these organizations. The objectives formulated in LDSs enable the accomplishment of all of the assumed principles of the LEADER approach.
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