Even though it is not always mentioned separately, the de-cetralised administration of the LEADER program can be seen as one of the key features of the approach in its own right.
The relative autonomy and responsible role of the local partnerships in the program implementation, leaving the strategic choices and the selection of projects to the LAG constitutes an invaluable incentive for individual and organisational learning. It brings forth new relationships between the local, regional and national level of governance, and it enables LAGs to become active players by bringing additional resources of public and private origin into the area. It also helps LAGs to articulate themselves with the global networks. Thus, the de-centralised management and financing ensure that the logic of local initiative and self confidence consolidates human capital through effective decetralisation of responsability.