north wessex downs local action group local …...5 produced by the north wessex downs local action...

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Produced by the North Wessex Downs Local Action Group – August 2014

North Wessex Downs

Local Action Group

Local Development Strategy

2015-2020

The European Agricultural Fund for Rural

Development: Europe investing in rural areas

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Section Contents

Executive Summary

1. The North Wessex Downs Local Action Group area

1.1 The LAG area

1.2 Rationale

1.3 Geographical Overview

1.4 The State of the North Wessex Downs LAG area - SWOT Analysis

2. Vision, Investment Priorities and Activities

2.1 Underlying principles

2.2 Our vision

2.3 Priority themes and planned activities:

2.3.1 Farming

2.3.2 Micro and small enterprises

2.3.3 Tourism / the visitor economy

2.3.4 Forestry

2.3.5 Rural services and connectivity

2.3.6 Culture and heritage

3. Cross–cutting themes and objectives

3.1 Jobs and growth

3.2 Sustainability

3.3 Innovation

3.4 Equal Opportunities and diversity

3.5 Integration

4. Funding and Delivery – Our financial plan

4.1 Annual expenditure forecast

4.2 Other funding support

4.3 Management and Administration and animation costs

5. The LAG Partnership and Governance

5.1 Membership

5.2 Partnership involvement

5.3 Structure

5.4 Decision making

5.5 Managing conflicts of interest

5.6 Equal Opportunities

5.7 Staffing and training

5.8 Co-operation

5.9 Risk analysis and mitigation

6 Programme Management

6.1 Accountable Body

6.2 Project development and assessment procedures

6.3 Project monitoring, claims and payments

6.4 Facilitation, communications and marketing

6.5 Monitoring and evaluation

7 Signatories

Appendices

1 Map of LAG area

2 Annual Spending Profile table and Estimated Outputs and Results table

3 Job Description of Programme Manager

4 List of contributors and letters of support

5 LEP endorsement letters

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Executive Summary

The North Wessex Downs Local Action Group (LAG) has formulated a Development Strategy which it

believes is an ambitious and practical response to the opportunity to invest £1.86m to help develop the

local economy. We aim to support at least 66 projects, create approximately 81 new jobs and we estimate

that with match funding total investment in the area will be over £3million.

We have taken the opportunity to review the LAG boundary and have extended our coverage to include

villages and rural areas which were either previously only partially covered by our programme or uncovered

by LEADER.

We are striving to help the North Wessex Downs area to become renowned for its:

- thriving and sustainable local businesses, businesses which use the landscape as an economic driver and which value and respect the land and environment;

- quality as a destination for sustainable and responsible tourism, making the most of the area’s fantastic natural, historical and cultural heritage;

- well managed farmland and woodland, where land managers are encouraged and supported to maximise sustainable economic, social and environmental benefits of the high quality landscape;

- vibrant and cohesive communities which meet the needs of those who live and work here and of visitors.

We will do this by focussing on six priority areas for investment:

- Farming - Micro and small enterprises (including farm diversification) - Rural tourism / the visitor economy - Forestry - Rural services and connectivity - Culture and heritage.

Our priorities directly reflect the local rural development needs we have identified via our extensive local

engagement work and our analysis of the state of the area. They have been chosen to address the

opportunities, challenges and market failures identified in our SWOT analysis and they also aim to align

with EU, UK Government, Local Enterprise Partnership and Local Authority objectives and plans.

In addition to the objectives and activities we have for each priority we have a number of cross cutting

objectives for every project we support: economic growth, sustainability, innovation, equal opportunities and

integration.

The LAG has taken the opportunity to review its governance and programme management arrangements

and belief by introducing some changes we can build on our previous success to run a more efficient and

effective programme over the full six years of the next LEADER programme.

In line with our Transition Plan we will use the remainder of 2014 to:

- Finalise and agree detailed facilitation, communications and marketing plans;

- Continue to work with all potential applicants to understand their projects, eligibility and timescales to

develop a strong project pipeline ready for the January 2015 programme start;

- Carry out LAG elections and confirm membership and training requirements;

- Continue to work with Wiltshire Council as the Accountable Body to agree delivery process details.

We are grateful to everyone who has helped us develop this Strategy and those who have provided letters

of support. We look forward to working with all our partners to ensure we run another very successful

LEADER Programme, 2015-2020.

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1. The North Wessex Downs LAG Area

1.1. The LAG area

The North Wessex Downs Local Action Group (NWD LAG) area continues to be based on the North

Wessex Downs Area of Outstanding Natural Beauty (AONB) but has been extended beyond the previous

LAG boundary to cover areas of LEADER “white space” where it has made economic, social and

geographic sense to do so.

We have made 2 main adjustments:

- Taking in a number of rural settlements on the AONB boundary to the north and northwest, covering parts of Wiltshire, Swindon, Vale of the White Horse and South Oxfordshire Local Authorities. This brings in villages and holdings which were previously only partially covered by our LEADER programme. We now cover the larger village of Wroughton, its small businesses and facilities which service the surrounding rural area.

- Taking in a number of settlements within West Berkshire and Basingstoke and Deane Local Authorities which were previously outside any LEADER area. By doing so we are extending the opportunity for more communities and rurally based businesses to apply for LEADER funding and will cover additional areas of farm and woodland.

Appendix 1 shows a detailed map of the proposed LAG area based on whole Census Output Areas.

Accompanying this document is the list of COAs to be covered. This is a refinement of the map submitted

to Defra in May this year.

1.2. LAG area rationale:

In determining our LAG area we have:

- liaised with each surrounding LAG, the relevant Local Enterprise Partnerships (LEP), each Local

Authority and the AONB Partnership to understand their preferences and plans.

- been mindful of Defra’s steer for LAGs to cover more “white space” and to maximise population

coverage.

- considered the practicalities and costs involved in covering a larger area and a larger population.

The area needs to be manageable so that we can effectively distribute funds where they are

needed and give adequate support to applicants.

- recognised the need to have a clear and explainable LEADER delivery boundary for the public and

potential applicants.

- looked beyond the somewhat artificial administrative boundaries of the various Local Authorities

and the Local Enterprise Partnerships which cover the LAG area to look at the potential of the

various business sectors in our area and at the common social issues that our rural communities

face.

We believe we have developed an area with sufficient administrative, financial and economic resources to

run an effective LEADER Programme and one which continues to allow effective local interaction. We

recognise and have accounted for the need to carry out additional development work in the areas new to

LEADER.

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1.3 Geographical Overview

The LAG area covers 769 square miles and has a population of 132,600, the vast majority of which is

classed as “rural” (92%). A small number of areas, primarily some surrounding Newbury and Thatcham,

are classified as “urban” due to their proximity to urban centres but are eligible for LEADER funding.

It is characterised by dispersed rural settlements with the two market towns of Hungerford and Marlborough

at its centre. It is surrounded by significant urban centres of Reading, Basingstoke, Swindon, Andover and

Didcot and surrounds the towns of Newbury and Thatcham to the east. Over 1.2m people live within 20

minutes of the area. The M4 motorway crosses east to west and the A34 runs north / south.

The vast majority of the LAG area was designated as an AONB in 1972, a nationally protected landscape

and one of international importance: it is a Category V Protected Landscape by the International Union for

the Conservation of Nature – an “area of distinct character with significant ecological, biological, cultural

and scenic value”.

How the land is managed and how economic growth takes place are key to the future of our landscape.

The quality of the landscape is central to the continued economic and social prosperity of the people who

live here.

1.4 The State of the North Wessex Downs LAG area - SWOT analysis

The LAG area crosses several Local Authority and county boundaries, two old UK regions (the South West

and South East) and 5 LEP boundaries. There is data for the AONB area but with the expansion of our

delivery boundary we recognise that reliable economic and social data for our distinct geography is

somewhat lacking. However, we have built an economic, social and environmental picture of our area to

underpin our Local Development Strategy. We have done this by:

1.4.1 Carrying out an extensive engagement and consultation exercise with key rural stakeholders:

- running a short on line and paper survey open to all and circulated widely throughout the area which

asked for feedback on a number of draft priority themes and activities which the LAG had identified from an

evaluation of the 2007-2013 programme and from feedback from initial stakeholder meetings.

- running informal open community cluster events held at different times of day across the LAG area

which focussed on key rural issues, priorities for funding and potential project opportunities.

- holding meetings and conversations with rural networks and representatives from community

organisations and interest groups.

- seeking specific input from business and sector specific organisations – from farming, forestry and

tourism.

- taking part in LEP rural economy group meetings, inputting to the development of LEP European

Structural Investment Fund Strategies (ESIF) and gaining feedback on rural development priorities.

- discussing progress with the North Wessex Downs AONB Council of Partners.

- attending Community Area Board meetings and other local events.

- holding discussions with Local Authority Economic Development / Policy representatives.

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1.4.2 Carrying out desk-top research of a number of economic and social data sources (see link to list of main references: http://www.northwessexleader.org.uk/docs/NWD_LDS.pdf ) in particular:

- LEP Strategic Economic Plans (SEP) and ESIF strategies;

- Local Authority economic development plans;

- Defra rural and sector specific statistics;

- the North Wessex Downs AONB Management Plan 2014-2019 and State of the North Wessex Downs

report 2012;

- Action with Communities in Rural England (ACRE) Rural Evidence reports.

Our findings are summarised as the following key facts and in the economic and social SWOT analysis

chart below.

1.4.3 Key facts

The Inter-Departmental Business Register (IDBR) 2010/11 estimated there are approximately 6,250

businesses within the NWD area with the largest proportion (21%) falling into the “professional, scientific

and technical services industries”. Businesses are represented across all sectors, the distribution between

industries not being radically different to the South East as whole but a noticeably higher percentage falls in

to the “agricultural, forestry and fishing” sector (11%) compared to 3% in the SE; and 6% of businesses fall

into the “arts, entertainment and recreation” sector in the area, compared to 3% in the SE. 71% of the

businesses identified are classed as micro-enterprises and all but a few are located in rural areas. Micro-

enterprises account for 35% of the employed population.

In terms of employment, a noticeably higher percentage of employed people work in “human health and

social work” compared to the SE: 16% compared to 9%. This may well reflect the fact that we have a

dispersed population and an elderly one. The Office for National Statistics Labour Force Survey (LFS)

2010 shows that of the 74,000 working age population, the North Wessex Downs has 2% unemployment

(compared to 4% in the SE). 27% of the population over the age of 16 are retired – a higher proportion

than in the SE (21%).

The LFS also shows that unemployment benefit claimant count is low at 1.2% and average annual

household incomes are £39,110, nearly £2,000 higher than the SE as a whole. However, Land Registry

sales data 2011 show average house prices (for all types of housing) are significantly higher at £397.2k

compared to £280.1k. Comparing rural properties only, average prices are nearly £40k higher in the NWD

area. The ratio of average house price to average household income is 10.1 in the North Wessex Downs

compared to 7.5 in the South East. Lack of affordable housing has been blamed for the migration of young

people away from rural areas and changing the social structure of some town and village communities.

The Government’s Indices of Multiple Deprivation (IMD) show that the NWD has a range of 1.49 to 18.72

on a national range of 0.37 to 85.46, however, these figures mask some specific issues such as:

- housing affordability - transport options for younger and older people - distance and access to services - rural crime involving equipment theft and illegal land occupancy.

There are pockets of some villages and towns which have higher IMD scores than others, such as in

Pewsey, Marlborough, Lambourn and Alamein.

Previous research for the NWD LAG has shown that the majority of the population in the North Wessex

Downs suffer poor access to services: 88% live in Lower Census Output Areas over 2km from a GP

http://www.northwessexleader.org.uk/docs/NWD_LDS.pdf

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practice compared to 29% in the South West and 23% in the South East and 85% live over 2km from a

supermarket or convenience store compared to 26% in the South West and 21% in the South East.

1.4.4. Summary SWOT analysis:

Strengths Weaknesses

Physical connectivity to London and other cities, SE and SW and local and national markets.

Broadband and mobile phone connectivity.

Strong private sector presence – the prognosis for growth is good.

Some land-based skills are being lost e.g. forestry.

Business survival rates are good and demand for labour will be strong, especially in professional services and there will be a continual shift towards higher level occupations.

Local sources of employment, education and training for local people. High levels of commuting out of the area for work.

Diversity of economy – all industry sectors are represented.

Access to services, in particular for very rural communities; transport options are limited and declining in some places.

Rich artistic and cultural life in towns and villages. Isolation of rural businesses from investment, markets, supply chains and tailored business support.

Very high quality natural and historic environment – attractive place to live and work. Nationally important landmarks, landscape and habitats. Two attractive market towns centrally located.

Higher per capita energy usage in some areas compared to UK average and high per capita CO2 emissions in some parts of the area.

Home to, and close proximity to, national and international historic sites and natural treasures such as the Stonehenge and Avebury WHS, White Horse at Uffington, the Ridgeway Path, Thames Path and Kennet and Avon Canal, Highclere Castle.

Low profile of NWD as a top quality visitor destination; fragmented visitor offer and lack of information.

Strong voluntary and environmental groups and community action groups.

Much woodland is under-managed and fragmented.

Opportunities Threats

Diverse and growing business supply chain opportunities - located near some of the UK’s largest, innovative firms and the military.

Changing climate – impact on natural resources and land usage.

Development opportunities in key markets and business sectors with potential for growth – energy efficiency, food and drink, tourism, forestry, racing, arts and creative.

Population growth - increasing demand for natural resources – energy, water, food, land and building materials. Potential negative impact on historic and natural environment.

Land-management - multi-purpose woodland management: increase usage, add value, improve biodiversity and link woodlands together.

Ageing population – increasing demand for health and care services, transport etc. Ageing farming and forestry sector – impact on land-management skills.

Land management – improve efficiency, sustainability and resilience of farming practices / businesses.

Competition – regional, national and inter-national.

Strengthen visitor economy: improve offer, raise profile; encourage green tourism.

Regulatory hurdles for small businesses – planning, health and safety.

Opportunities for more self-employment – young people and older / experienced people.

Widespread threat from pests and diseases – impact on woodland, animal husbandry and crops.

Use natural capital to enhance health and wellbeing, improve employability and public education.

Villages become dormitories – impact on social cohesion and capacity for community action.

Use community initiatives / social enterprise to provide rural services – multi-functional social centres, flexible transport options.

Possible change of economic direction post 2015 election and possible EU referendum.

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2. Vision, Investment Priorities and Activities

2.1 Underlying principles

From our extensive engagement work and our analyses of the state of the North Wessex Downs we have

been able to build a picture of our local rural development needs and this underpins our choice of

investment priorities for 2015-2020. We have also been informed by the following:

- EU 2020 priorities for smart, sustainable and inclusive growth;

- UK Government priorities for economic growth, for reducing greenhouse gas emissions and to increase

the share of renewable energy;

- Defra’s national priorities for rural development and the RDPE project eligibility criteria as set out in

the Measure fiches which are currently in draft form;

- The need for our objectives and activities to align with the objectives of the Local Enterprise

Partnerships which cover the NWD area and those of the Local Authorities (LA). Our strategy

complements LEP agendas which are essentially about securing growth across both urban and rural

geographies;

- The objectives and policies agreed by the North Wessex Downs AONB partners for 2014–2019.

- The need for our objectives and activities to fit well with other funding programmes, in particular the

national Farming and Forestry Productivity Scheme (FFPS) and the new Environmental Land Management

Scheme (NELMS);

- the lessons we have learned from our experience of running the last LEADER programme between 2007-2013 and from the kinds of projects which proved successful. See this link for a summary of our SWOT analysis: http://www.northwessexleader.org.uk/docs/NWD_SWOT.pdf and this link for examples of

projects previously funded: http://www.northwessexleader.org.uk/docs/NWD_FinalProgressReport.pdf 2.2 Our Vision for the North Wessex Downs:

Our vision builds on the vision the LAG had at its inception in 2007. It is for the North Wessex Downs to be

an area renowned for:

- Its thriving and sustainable local businesses – a diverse range of land based and other rurally based businesses which use the landscape as an economic driver and which value and respect the land and environment.

- Its quality as a destination for sustainable and responsible tourism and a fantastic place to explore its natural, historical and cultural heritage.

- Its well managed farmland and woodland where land managers are encouraged and supported to maximise sustainable economic, social and environmental benefits of the high quality landscape and where land is managed sustainably and sensitively for the benefit of the natural environment and the wildlife which depends on it.

- Its vibrant and cohesive communities – communities which meet the needs of local people and of visitors.

http://www.northwessexleader.org.uk/docs/NWD_SWOT.pdf

http://www.northwessexleader.org.uk/docs/NWD_FinalProgressReport.pdf

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2.3 Priority themes and planned activities

To achieve this vision we have identified 6 priority themes for investment. These have been chosen to

address the opportunities, challenges and market failures identified in our SWOT analysis and the key local

issues identified under each theme. They are:

- Farming

- Micro and small enterprises (including farm diversification)

- Rural tourism / the visitor economy

- Forestry

- Rural services and connectivity

- Culture and heritage

For each of these themes we have summarised the following in table form below:

- the key issues for our area; - our intervention rationale; - our main objectives in supporting the them; - the kinds of activities we will focus on; - the overall proportion of funding allocated to the theme and the key outputs and results

expected from that funding (see Appendix 2 for summary tables and explanation); - alignment with the objectives of the Local Enterprise Partnerships: Swindon and Wiltshire; Thames

Valley Berkshire; Oxfordshire; and Enterprise M3; - integration with other North Wessex Downs priority themes; and - examples of potential projects we have been discussing and exploring in recent months.

2.3.1 FARMING

Our key issues: - Farm productivity varies greatly between farm type and within farm type by size. - Farmers constantly need to review options to improve productivity and for diversification to ensure

farm profitability and therefore business sustainability. - Increased pressure from climate change, population growth and food security means it is more

important than ever to ensure water is managed effectively. - Animal health and welfare continues to be a key concern for the sector locally. - Phone connection and broadband speeds are a major concern. - Succession planning / planning permission for on farm residential dwellings remain an issue. - Under CAP reform the new agri-environment schemes place greater emphasis on wildlife

conservation and farmers will need to be less reliant on payment for production support. - GHG emissions from agriculture remain an issue but actions need to be integrated and palatable. - Chalk downland is one of the defining characters of the NWD – it constitutes approx 8% of the UK

chalk grassland resource which is one of the richest and most diverse habitats in the UK – it needs protecting and enhancing.

- Soil erosion and loss, and water pollution by silt and siltation of water courses, especially chalk streams are issues.

Rationale for intervention: - Approx 84% of the LAG area is classified as farmland and approx 11% of all businesses fall into the

“farming, forestry and fishing” sector”. Farming is an important business sector and the way it is carried out has a major influence on our environmental quality.

- Supporting improvements to farm productivity and profitability will help farmers become more resilient to market volatility, competition and the impacts of climate change.

- Supporting sustainable land management practices will protect and enhance valuable natural assets and improve social, health and wellbeing benefits for all.

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- There is significant potential to support the sector if we can improve access to the farming community. - There is strong local support for developing local markets for local food and drink products. - Some renewable energy projects are already up and running; there are opportunities to build on this

investment by supporting infrastructure and the supply chain. - Sustainability, food and energy security issues are likely to become a key influence on land

management in the next 10-20 years.

Objectives: - Improve farm productivity, competitiveness and sustainability. - Improve local procurement and supply chains to increase the opportunity for local people to buy local

produce. - Improve the use of natural capital to enhance health and wellbeing, improve employability and public

education and improve biodiversity and landscape character.

Measure Priority activities Key Outputs / Results

Proposed funding

4: Investments in physical assets 6: Farm and business productivity

- Resource management and efficiency: water use and quality; air quality; nutrient management; energy use; ammonia. - Processing, marketing, development of products - Animal productivity, health and welfare - Arable and horticulture productivity - Local supply chains and adding value to products - Public education activities - Social, health and welfare activities

No of projects No of jobs created:

6 3

Total for programme: £183,319 Percentage of project budget: 12%

Example potential projects: - Berkshire farm partnership – improvement to buildings to increase efficiencies. - Farmer collaboration to install local incinerator - On-farm rainwater collection systems to minimise abstraction.

Alignment with LEP strategies:

Swindon and Wiltshire LEP:

-Supports the LEP vision of a flourishing rural economy with land-based businesses thriving with more food being sourced locally. -Aligns with the key ESIF Strategy theme - SME growth: the food and drink supply chain support activity will be a key focus. -Aligns with key ESIF theme of Innovation for Sustainable Growth: innovation for natural capital activity – landscapes and environment. -The ESIF recognises the key role of land management for direct employment and wider economic benefits.

Thames Valley Berkshire LEP

-The SEP and ESIF Strategy recognise the importance and value of the natural environment and the pressure it is under. - The rural spoke of the Business Growth Hub will support all rural businesses.

Oxfordshire LEP: - The SEP is based on innovation driven growth. It supports innovative projects across the whole area including the land-based sectors and the environmental sector. - Aligns with and supports the ESIF Business Support Programme. - Aligns with ESIF EAFRD focus on small scale renewable schemes – on farm energy efficiency projects.

Enterprise M3 LEP:

- Supports the SEP and ESIF priority of supporting business growth across both urban and rural areas. - The LEP Rural Business Service will support all rural businesses. - Complements the direct EAFRD funding support for non-agricultural businesses.

Integration with other NWD priority themes:

- Micro and small enterprises (incl farm diversification)

- Rural tourism / the visitor economy

- Culture and heritage - Forestry

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Other considerations: - Important to allow as much flexibility as possible for farmers to determine what adds most value to

their business. - Potential for overlap / integration with FFPS. - Potential overlap / integration with LEP funded activity – e.g. Swindon and Wiltshire Food and Drink

Supply Chain development; Care Farms in Oxfordshire.

2.3.2 MICRO AND SMALL ENTERPRISES (including FARM DIVERSIFICATION)

Our key issues: - 71% of the businesses identified are classed as micro-enterprises and all but a few are located in rural

areas. Micro-enterprises account for 35% of the employed population. They are significantly important to the local economy.

- Diverse and growing business supply chain opportunities - located near some of the UKs largest, innovative firms and the military e.g. Science Vale UK at Harwell Campus, MoD with garrison expansion. We need to help businesses take full advantage of opportunities.

- NWD second only to Newmarket in importance as a centre for the horseracing business – significant local employer and many associated local businesses.

- Increase in large scale commercial shooting and a continued commercial fishing in the river Kennet and Lambourn.

- Isolation of rural businesses from investment, markets, supply chains and tailored business support. - Small businesses report the need for: quality support / advice to start and develop their business

ideas; networks to support each other and for information exchange; mentoring and coaching. - Changing weather conditions may impact on crop viability and diversity. Farmers may be more reliant

on other sources of income e.g. accommodation, leisure, equestrian, education. - Development opportunities in key markets and business sectors with potential for growth – energy

efficiency, food and drink, tourism, horse racing, forestry, arts and creative. - Young people with good business ideas need to be encouraged / supported and we need to ensure

they know about potential funding opportunities. - The self employed sector and home based sole traders need support, training / business skills

development and networking support.

Rationale for intervention: - Building on success of NWD LAG delivering 86% of 2007-2013 Programme spend growing the local

economy. - Diverse cross section of rurally based businesses and land-based business occupations. Strong

private sector – prognosis for growth is good. - Jobs and growth is the key priority for Government, LEPs and Local Authorities. - Providing financial support to grow and develop rural businesses is the highest priority from NWD

survey. - Supporting local enterprises to employ local people, provide services and spend money locally. - Supporting local enterprises to ensure less adverse impact on the environment, in turn retaining

attraction of the area for more business. - Farmers constantly need to review options for diversification to ensure farm profitability.

Main objectives: - Support the creation and development of micro and small enterprises across a diverse range of

industries to have a positive impact on jobs and growth in the local economy - Support farm diversification to help improve business profitability and sustainability.

Measure Priority activities Key Outputs / Results Proposed Funding

4: Investments in physical assets

Support: - business start-ups - construction, establishment of business premises and facilities

No of projects

38

Total for programme: £763,830

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6: Farm and business productivity

- equipment - processing and marketing of products

No jobs created 64 Percentage of project budget: 50%

Example potential projects: - Berkshire farm partnership wishing to create self-catering accommodation. - Wiltshire apple processing business looking to expand, diversify and re-create business model. - Berkshire garden centre expansion and diversification. - Successful LEADER supported micro-enterprises wishing to further expand / diversify. - Hampshire farmer wishing to use redundant buildings to start educational activities.


Swindon and Wiltshire:

- Two key SEP priorities are innovation and competitiveness. - Aligns with the key ESIF theme of SME growth: start-up support and specialist business support; food and drink supply chain support; rural tourism. - Aligns with key ESIF theme of Innovation for sustainable growth: smart specialisation; low carbon economy and innovation for natural capital.

Thames Valley Berkshire:

-Aligns with one of key SEP Programmes - Enterprise, Innovation and Business Growth: to create more, fast growing SMEs and a stronger culture of enterprise and entrepreneurship. - Aligns with ESIF EAFRD funding which will focus on funding new / developing non-agricultural micro, small and medium rural businesses via the rural spoke of the Business Growth Hub.

Oxfordshire: - Supports the SEP objective of encouraging innovation across the whole area. - Supports the ESIF Business Support Programme.

Enterprise M3: -Supports the SEP and ESIF priority of supporting business growth across the area – both urban and rural businesses – creating businesses, creating and sustaining jobs, increasing business productivity. - Supports the SEP Enterprise and Innovation priorities.

Integration with other NWD priority themes:

- Farming - Tourism / visitor economy

- Culture and heritage - Forestry - Rural services and connectivity

Other considerations: - Potential overlap with LEP funded activity for “small” businesses e.g. close liaison required;

signposting of potential applicants to appropriate funding.

2.3.3. TOURISM / THE VISITOR ECONOMY

Our key issues: - More than 605 businesses are related to tourism business activity equating to 10% of all businesses

registered and employing 10% of the employed population. This is a significant proportion but a higher figure might be expected in a nationally recognised landscape.

- A surprising number of local accommodation providers simply do not think of the North Wessex Downs as somewhere attractive to tourists.

- Very high quality natural and historic environment – attractive place to live, work and visit. Nationally important landmarks, landscape and habitats.

- The North Wessex Downs AONB is part of Our Land, the initiative to develop and market sustainable tourism in protected landscapes that now includes 25 National Parks and AONBs across England, Wales and Northern Ireland. A total of 100 North Wessex Downs businesses are currently members. Of the 390 accommodation businesses identified in the study only 23% were listed as being registered in national quality schemes.

- It also identified 63% annual occupancy so there is room to encourage more staying visitors. - The extensive networks of rights of way (RoW) (including national and regional walking trails such as

the Thames Path and the Ridgeway and cycling routes and horse riding routes) are one of the most

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important recreational and tourism resources in the area but some are poorly maintained and connected.

- UK visitors make up approx 82% of those visiting the area and their average length of stay is only 2 days.

- The AONB Partnership has run successful initiatives, including business training, to promote the area for green tourism and develop an informal network of tourism businesses across the area, but there is still much scope for further development.

- Infrequent and unreliable public transport to attractions and a lack of information and provision for less able people are issues to address.

- The Avebury World Heritage Site is under severe visitor pressure (e.g. road and parking issues).

Rationale for intervention: - Significant potential for growth predicted nationally and across the area – 3.5% pa increase until 2020

predicted for UK visitor economy. - Considerable multiplier effects for the local economy as a whole via supply chains and consumer

spending. - Potential for improving the “destination offer” via co-operation between businesses and working with

Destination Management Organisations. - Room to improve and develop the riding, walking and cycling networks across and beyond the area. - Industry wide objective to increase England’s share of global visitor markets and grow the value of

tourism by 5% per annum through to 2020. - Scope to open up the countryside and broaden the offer to take pressure of the areas tourist

honeypots.

Main objectives: - To help steer responsible and sustainable growth in the visitor economy to minimise the impact on the

environment – green tourism. - To help increase opportunities for local people and visitors to explore and enjoy the North Wessex

Downs.

Measure Priority activities Key Output / Results

Proposed Funding

4: Investments in physical assets 6: Farm and business productivity 7: Basic Services and village renewal

- Accommodation creation and improvement - Better use of technology - Creation / improvement of services - shops, catering, transport, restaurants / cafes - Development of green infrastructure - Improved signage / interpretation – build understanding of local “visitor offer” - Create / develop attractions and activities - Events - Information services, marketing and promotion.

No of projects No jobs created

7 7.1


Example potential projects: - Conversion of barn to self-catering accommodation. - Step on to the Downs walking festival. - Development of tourist information services. - Major development of tourist / heritage attraction.



- Aligns with a key ESIF theme of SME growth: business support service and rural tourism activities are key foci. - LEP recognises potential for growth in rural tourism. - There are plans for major new visitor attractions – one may fall within NWD. - Aligns with a key ESIF theme of Innovation for sustainable growth: natural capital.


- Aligns with the SEP International Programme and planned activities to Develop the Visitor Economy.

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- The ESIF EAFRD funding will include support for tourism activities in rural areas. - The rural spoke to the Business Growth Hub will support rural tourism businesses.

Oxfordshire: - Supports the ESIF Business Support Programme. - Aligns with ESIF EAFRD focus on the development and promotion of tourism, leisure and recreation.

Enterprise M3: -The ESIF Strategy specifically recognises the importance of supporting businesses operating within the tourist / visitor sector. The visitor economy is recognised as a strong driver of economic growth and has potential to support rural regeneration and growth.

Integration with other themes:

- Farming - Micro-small enterprises

- Culture and heritage - Rural services and connectivity - Forestry

Other considerations: - Work with DMOs to identify demands and shortages. - Close co-ordination required with LEP funded tourism activity.

2.3.4 FORESTRY

Our key issues: - Estimated that there are 21.3k hectares of woodland in the area (12.3%). (National Forest Inventory –

March 2011) but only approx. 45% of the woodland is actively managed (Managed Woodland Headline Performance indicator – Dec 2012).

- Just under 50% has some form of wildlife designation; a third is ancient woodland and there are two nationally recognised important concentrations of ancient woodland – Savernake Forest and Hampshire Downs (State of the NWD 2012). Management needs to be appropriate.

- Firewood market seems buoyant and is still growing. Standard of delivered product is rising overall. - The biomass market is a smaller but growing one as organisations look to install biomass boilers. - The timber quality of the majority of the smaller woodlands is not high and many woods are extremely

small making viability of forestry operations problematic. - Medium and small scale operators are thin on the ground and characterised by an ageing workforce –

need to encourage and train young entrants to ensure the sector is sustainable. - Need to increase capacity, efficiency and add value to processing operations. - Ongoing threat from pests and diseases and climate change – this may change which species can

thrive and are most viable. - Lack of storage and haulage capacity locally. - The coppice industry has much to offer but is unexploited (e.g. market development; benefits of new

areas to link woodlands, buffer woodland and provide riparian habitats).

Rationale for intervention: - Capitalise on the forestry investments already made to deliver permanent new supply chains and jobs. - Encourage more woodland back into active management – ecosystem and biodiversity benefits /

timber and wood-fuel production. Resource is still under-exploited with considerable scope for increased activity.

- Improve access for timber harvesting and extraction. - Improve public access and use of woodland to increase health and wellbeing benefits. - Add value to processing operations to raise income and profit - Scope for collaborative initiative within the sector – training and advice; supply chains; wood-fuel hubs

and yards. - Supports the Defra objective of bringing 150k hectares or more of woodland back into management.

Main objectives: - Increase forestry sector productivity and sustainability. - Encourage more woodland back into active management to increase supply of wood, wood products

and wood-fuel to support a more low carbon economy and improve biodiversity and landscape character.

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- Improve access and public use of woodland to increase health and wellbeing benefits.


4: Investments in physical assets 6: Farm and business productivity 8. Investments in forest area development / improvement of the viability of forests

- New forestry technologies and equipment for processing, mobilising and marketing products - increasing forestry potential / adding value to products - development of supply chains - improving product quality.

No of projects Jobs created

7 2


Example potential projects: - Forestry contracting business – purchase of kiln drier. - Young entrant to forestry business wanting to diversify / extend business offer. - Community forestry initiatives. - Use of redundant coppice.



- Supports the LEP vision of a flourishing rural economy with land-based businesses thriving. - Aligns with key ESIF theme activities of Business support service and Innovation for Natural Capital.


- The SEP and ESIF recognises the importance and value of the natural environment and the pressure it is under. - The rural spoke to the Business Growth Hub will support all rural businesses

Oxfordshire: - Aligns with the LEP wish to encourage local hubs to become centres for food, farming and timber industry development. - The LEP supports innovative projects across the whole area including the land-based sectors and the environmental sector.

Enterprise M3: -Supports the SEP and ESIF priority of supporting business growth across the area – both urban and rural businesses – creating businesses, creating and sustaining jobs, increasing business productivity.


- Farming - Micro and small enterprises - Tourism / Visitor economy

- Rural services and connectivity - Culture and heritage

Other considerations: - To ensure appropriate extraction techniques to minimise harmful impact on environment; small and

medium scale forest machinery and extraction equipment are most appropriate for the vast majority of the area’s woodlands.

- Machinery must be “soil friendly.” - Investments must generate an improvement and be above standard practice. - Primary processing is limited to “pre-industrial processing”. - Potential for overlap / integration with FFPS.

2.3.5 RURAL SERVICES AND CONNECTIVITY

Our key issues: - Broadband and mobile phone coverage is cited as one of key issues from our LAG survey. - Access to bus services is limited and several routes are under review as part of local authority budget

cuts. This will increase car dependency. - Estimated that 60% of the population in the NWD areas work outside the area

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- House prices continue to rise and there is pressure on the affordable housing stock. There is a need for broad mix of housing to maintain sustainable communities and to support village services.

- Access to basic services and improvement to transport options was one of key issues identified by community representatives responding to our LAG survey, especially for younger and older people, without access to a car.

- Community buildings are under-used and are a great potential resource as “community hubs”. - Volunteers to run community projects are becoming harder to find and yet they are becoming more

important as providers of local facilities / services.

Rationale for intervention: - Build on strong local voluntary and community commitment to improve self-reliance and cohesion. - Scope to use community buildings as multi-functional facilities – for local businesses and social

enterprises and to house services – post office / shop / GP consultations. - Scope to explore innovative community transport schemes e.g. hybrid / electrical vehicles. - Scope to encourage and support community investment in renewable energy and energy efficiency –

wood-fuel boilers, photo-voltaic installations, bio-digesters.

Objectives: - Improve rural connectivity especially for younger and older members of communities. - Improve the use of community buildings to create multi-functional facilities and social hubs. - Expand the range of services in rural communities.


4: Investments in physical assets 7: Basic services and village renewal

- Infrastructure improvements - Service improvements

No of projects No of jobs created

5 3.7


Example potential projects: - Village planning to buy village hall to house community shop, library, post office etc - Improvement / development of services provided by community shop.



- The ESIF recognises value of natural, historic and built environments. - The ESIF has aim to improve self-containment so more people can live and work within the LEP area.


-The LEP recognises key rural issues as: lack of access to services, opportunities and subsequent social isolation; exacerbated by poor public transport; and poor high-speed broadband connectivity which impacts on business and social connectivity. - It recognises that social enterprises have a key role to play as a route into the labour market.

Oxfordshire: - Supports the SEP objective of Innovative Place which includes capitalising on dynamic rural communities. - Supports the ESIF EAFRD focus on small scale renewable projects.

Enterprise M3: -the ESIF embraces the concept of social innovation and seeks to use social enterprise to address community needs including in rural areas. It recognises rural issues of poor access to services.


- Forestry - Culture and heritage

- Micro and small enterprises - Tourism / visitor economy

Other considerations: - All projects must demonstrate benefit to the local economy. - Use existing successful innovative energy and transport schemes as models for elsewhere. - Potential overlap with very local community funding providers (e.g. Greenham Common Trust). - LAG to review options to establish best way to allocate limited funding e.g. call for rural services

projects at fixed points in programme to ensure best practice and best value projects are funded.

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2.3.6 CULTURE AND HERITAGE

Our key issues: - The North Wessex Downs is an ancient man-made landscape with features from the Neolithic and

Bronze Ages (including half of the Stonehenge and Avebury World Heritage Site), medieval settlements and buildings, eighteenth and nineteenth century designed landscapes, First and Second World War airfields and ammunition dumps. All are tourist attractions and need conserving.

- It has 520 scheduled monuments, one of densest in the country; 4,000 listed buildings; 15 registered parks and gardens.

- Rich artistic and cultural life in towns and villages which adds to the quality of life in small communities - Very high quality natural and historic environment makes a key contribution to the attractiveness of

the area as a place to live and work. Nationally important landmarks, landscape and habitats, e.g. chalk streams; arable plants and birds; chalk grassland; ancient woodland and heathland.

- Important part of local heritage is the extensive network of footpaths, bridleways and by-ways including the Ridgeway National Trail.

Rationale for intervention: - Use natural capital to enhance health and wellbeing, improve employability and public education. - The quality of landscape and built heritage is critical to the attractiveness of the area – as a place to

live, work and visit. - The environmental goods and services provided by the landscape underpin economic prosperity and

wider well being. - One of the key priorities for both business and community representatives from LAG survey.

Objectives: - To conserve and enhance the protection, management of natural and historic features. - To increase the level of awareness, use and enjoyment of historic and cultural fabric.


7: Basic services and village renewal in rural areas

- restore and enhance natural ecosystems, the landscape and high nature value sites - enhance, restore and upgrade cultural and natural heritage - conserve built heritage - cultural and heritage events / activities and their venues.

No of projects No of jobs created

3 1.4


Example potential projects: - River Pang and Kennet conservation projects – high nature value sites. - Heritage museum development. - Wild Wiltshire nature publication.



-Aligns with the key ESIF theme activities of Rural Tourism and Innovation for Natural Capital.


- Aligns with the SEP International Programme and planned activities to Develop the Visitor Economy - The SEP and ESIF Strategy recognise the importance and value of the natural environment and the pressure it is under. - The ESIF EAFRD funding will include support for tourism activities in rural areas.

Oxfordshire: - The SEP and ESIF recognise the importance of landscape and cultural heritage in attracting business and visitors to the area. - Supports the ESIF EAFRD focus on tourism sectors.

Enterprise M3: - The ESIF recognises the value of the areas outstanding landscape and the value of environmental assets. - Supports the ESIF EAFRD focus on tourism businesses.

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- Tourism / visitor economy - Farming

- Forestry - Rural services and connectivity

Other considerations: - All projects need to demonstrate benefit to the local economy. - LAG to review options to establish best way to allocate limited funding e.g. call for culture and heritage

projects at fixed points in programme to ensure best practice and best value projects are funded.

3. Cross cutting themes and objectives

3.1 Jobs and growth

In determining which projects are supported, a key consideration for the LAG will be the Government

objective to ensure that all LEADER projects contribute to jobs and growth. The LAG will ensure that at

least 70% of project funding directly supports the rural economy (e.g. by supporting micro and small

businesses to grow or become more productive) and the remaining 30% can also demonstrate a

contribution to improving the local economy (e.g. by providing an essential rural service, creating voluntary

jobs or increasing visitor numbers).

3.2 Sustainability

Sustainable development has been defined by the EU as “development that meets the needs of the present

without compromising the ability of future generations to meet their own needs”. This is a fundamental

principle of our LDS. The strategy is devised to bring positive benefits to the environment and minimise the

potentially negative effects of delivering a programme which primarily is about delivering jobs and growth.

All projects funded by the LAG will need to demonstrate positive benefits for the environment proportionate

to the size of the project. We will expect each applicant to complete a sustainability questionnaire and this

will be given a high priority in the assessment and selection of projects. We are currently taking advice

from one of the Local Nature Partnerships on the detail of the questionnaire, but it will cover key areas such

as energy use, heat, water management, waste, materials, transport, purchasing, bio-diversity and

landscape quality and character. It will provide a guide to applicants on how sustainable their proposal is

and raise their awareness of how it can be improved.

Development of this strategy has had close regard for the issues, objectives and policies of the statutory

North Wessex Downs AONB Management Plan – itself subject to Strategic Environmental Assessment and

Appropriate Assessment and recently updated (2014) and approved by local authority partners, Natural

England and the Secretary of State. The content of the LDS and AONB Management Plan are therefore

complementary. In order to ensure environmental sustainability in practice, in making decisions the LAG

will have regard to the AONB Management Plan.

In developing this strategy we have considered how the six priority themes and the key activities will

support local economic and social sustainability: as an integrated programme of activities they are

designed to create and safeguard sustainable businesses and to support sustainable and thriving

communities. Our risk analysis and mitigation measures (Section 5.9) and our monitoring and evaluation

(Section 6.5) will ensure our strategy is sustainable over the programme period.

3.3 Innovation

We will encourage innovative approaches to resolving business and community issues. In particular we will

support micro and small enterprises to try innovative approaches, try new products or services. We will

endeavour to take a reasonable approach to risk when deciding whether to fund innovative projects. We

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will support communities to resolve social and other local issues so that they are less dependent on outside

funding. Our encouragement of innovative approaches to solve local issues supports key LEP objectives

for sustainable growth through innovation.

3.4 Equal opportunities and diversity

Another key consideration for the LAG in assessing and selecting projects will be whether project proposals

take due regard of equality of opportunity. Projects will need to demonstrate that there are no adverse

impacts on potentially disadvantaged groups such as young people, ethnic minorities, disadvantaged

people or vulnerable groups.

3.5 Integration

Investments will, wherever possible, be made to projects which complement each other and add value to

the local community. The LAG will consider carefully the issue of potential displacement when selecting

projects. Several projects will inevitably span the LEADER measures and meet a number of different

strategy objectives.

Alignment and integration of projects across the funding streams, in particular with LEP funded activity and

the Farming and Forestry Productivity Scheme, will be another key consideration.

4. Funding and Delivery – Our Financial Plan

4.1 Funding profile and annual expenditure forecast

Our overall funding breakdown between priority themes is shown in the tables 2.3.1 to 2.3.6 above and our

financial year spend profile for projects and running and administration costs are shown at Appendix 2.

The funding breakdown reflects the importance (ranking) placed on each priority theme from those involved

in our consultation survey but also takes into account the following:

- our spend profile and achievements from the last programme; - our determination and potential to reach previously under-represented sectors and groups; - our existing pipeline of potential projects; and - Defra guidance on spend.

We recognise the need for the grant funding to commence as quickly as possible and will be working with

potential project holders to ensure projects can start as quickly as possible in 2015. We have reflected the

Defra target spending profile as laid out in the National Delivery Framework.

4.2 Other funding support

The majority of funding that will be levered by the LEADER programme is likely to be in the form of private

sector matched funding from applicants. Some applicants may be able to obtain match funding from

universities or research organisations. Matched funding for rural services / connectivity and cultural /

heritage projects may come from local government, charitable trusts and lottery funding.

At this stage it is not envisaged that projects will be directly procured by the LAG.

4.3 Management and Administration costs and animation

Based on the mid-point of our indicative budget allocation range (£1,863,000), we have set an initial

combined Management and Administration (M&A) and animation budget of 18%. We have looked carefully

at our previous spend performance, at cost saving opportunities and at our forecast costs and we consider

20


that this is a realistic maximum which allows us to run an effective programme over the full six years and

across the full extent of our expanded geography. Our estimated annual spend is shown at Appendix 2.

We will continue to carefully monitor spend over the course of the Programme and where possible transfer

any M&A under-spend to allow further project investment.

5. The LAG Partnership and Governance

5.1 Membership

The LAG will continue to be the “board” of the LEADER funding and will be the decision making body. Its

primary roles are to:

- devise the Local Development Strategy and bid for LEADER funding;

- monitor and review the funding; and

- make decisions on individual funding applications.

In reviewing the working of the LAG over the last LEADER programme the main area we identified as

needing improvement was LAG representation: we need to better reflect the priorities we have identified in

the LDS and our expanded geography. The proposed membership is therefore designed to better reflect

our development priorities, target groups and our wider geography.

The LAG will consist of 20 members, 5 from the public sector and 15 from the private, community and

voluntary sector, including a representative from one of the LEPs with the widest geographic coverage

(either Swindon and Wiltshire or Thames Valley Berkshire):

Sector Constituency Length of Service

Public North Wessex Downs AONB Partnership / team 3 years

Wiltshire Council 3 years

West Berkshire Council 3 years

Local Nature Partnerships 3 years

Natural England 3 years

Private / Community / voluntary

LEP representative / private business 3 years

Private business * 2 years

Private business * 2 years

Tourism * 2 years

Farming * 2 years

Farming * 2 years

Forestry * 2 years

Forestry * 2 years

NFU 3 years

CLA 3 years

Community Council Berkshire 3 years

Community / social enterprise * 2 years

Culture and heritage * 2 years

Energy / low carbon * 2 years

Younger and older people * 2 years

*indicates filled by election; others are nominated by the organisation.

Membership may well need to be adjusted as the strategy and priorities for action change as the

Programme unfolds. We will ensure a LAG membership which is: gender balanced; reflects the target

21


groups addressed in this LDS; and which covers the geographical spread. By having a balanced

representative membership we believe we can build a LAG with the appropriate competencies and skills to

generate and support development activity.

During the consultation process we asked for and received interest from several people to join the LAG.

These will be invited to apply to become a member of the LAG and the existing LAG members will vote to

agree membership. We will agree a straightforward selection process based on matching individual

interests and expertise to constituency, gender and geographic gaps. One of first tasks of the new LAG will

be to agree terms of reference.

During the running of the last Programme, a small Operations (or Executive) Group was set up to aid fast

decision making when time was of the essence; this will continue. The LAG will appoint a Chair and Vice

Chair who will act as the Chair and Vice Chair to the full LAG and to the Operations Group and these

appointments will be reviewed annually.

5.2 Partnership involvement

As described in Section 1 above, in developing the LDS we have worked closely with a large number of

community representatives, partners and rural networks and stakeholders and this will continue. We have

worked with all our surrounding LAGs and we recognise the benefit in continuing to work closely together to

help solve common issues and learn from each others’ innovative and best practices. As examples of joint

working, we invited a number of local LAGs to take part in our forestry / woodland management workshop,

invited members from other LAGs to our consultation events and programme managers have attended

meetings together with various representative organisations.

5.3 Structure

Where: represents decision making relationship and represents an advisory

relationship.

5.4 Decision making

Completed applications will be circulated to all LAG members for initial comments and questions and to

register any conflicts of interest. All will be appraised by an external appraiser. Applications over £20,000

Local Action Group

Advisory Input

(e.g. LEPs, Local

Authorities, AONB

Council of Partners, local

communities).

Technical Input to

project appraisals

(e.g. external appraiser,

Forestry Commission,

English Heritage).

Programme Management

team

Accountable Body

Wiltshire Council

Operations Group

22


will be presented to the LAG at quarterly meetings (with a necessary quorum of 7) for a decision based on

one member one vote with the LAG Chair having the casting vote. Applications up to £20,000 may be

considered and decided upon by a panel of 3 or 5 LAG members (including one from a public body), again

one member one vote. This flexibility will aid faster decision making for smaller projects which are time

critical.

5.5 Managing conflicts of interest

When project applications are circulated to the LAG, members will be asked to declare any interest or

involvement with the project immediately; they will be asked to delete / destroy any information received.

We will record any interests of LAG members and project staff for each project and record these on the

appraisal form, minutes of the appraisal meeting and on a separate register. There will be no involvement

with the appraisal, decision-making and monitoring of any projects a LAG member or member of staff is

involved with.

5.6 Equal Opportunities

The Accountable Body, Wiltshire Council, is committed to equality. It has due regard to the three main aims of the Equality Duty when exercising its functions in order to:

eliminate any potential for unlawful discrimination, harassment and victimisation and other conduct prohibited by the Equality Act 2010.

advance equality of opportunity in service delivery and employment between people who share a protected characteristic and those who do not.

foster good relations between people who share a protected characteristic and those who do not.

LEADER funding will be open to as wide a range of individuals and organisations as possible. We have

identified geographies and sectors which were under-represented during the last programme and will take

this into account when we finalise our communications and marketing plans later this year. We will not

discriminate in the allocation of funds – we will endeavour to be inclusive across the area and across

sectors.

5.7 Staffing and Training

The LEADER Programme Manager will run the day to day aspects of the LEADER project – a summary job

description is attached at Appendix 3. They will provide the secretariat to the LAG, will be responsible for

record-keeping and administration of projects and take responsibility for the financial management of the

programme. They will advise the LAG on correct process and procedures and have a key role in

encouraging and developing projects. They will liaise closely with other organisations and funding

programmes to ensure integration.

Exact requirements for admin support are hard to forecast given that there will be a new National Operating

Manual and given the planned introduction of the CAP-D system which may remove some of the

administrative burden in the new programme. We do, however, anticipate needing some admin support,

particularly during busy application periods, and we will review options for this once we have our final

budget allocation. Options being considered include using support from the AONB team and sharing

resource with another local LAG.

The LEADER Programme Manager will be based in the North Wessex Downs AONB office and will benefit

from the provision of office space, IT, GIS and communications and marketing support from the AONB Unit.

All LAG members will need to understand the LEADER application and decision making processes and will

require appraisal training to ensure effective and sound decision making. Staff will require training on the

23


new CAP-D system once it is ready to be implemented. All involved will need to understand and commit to

the Behavioural Code of Conduct.

5.8 Co-operation

We undertook a local inter-LAG co-operation project during the last LEADER programme and want to take

advantage of the funding and co-ordination that will be available nationally during the next programme. We

will give careful consideration over the next three months to the kinds of project which are most likely to

help us deliver our strategy.

5.9 Risk analysis and mitigation

Programme Area Risk Mitigation

Overall strategy and funding distribution

Package in whole or in part unacceptable to Defra

Check for conformity as more guidance is issued. Ongoing dialogue with Defra.

Package in whole or in part unacceptable to key stakeholders – LEPs, LAs, etc

LAG includes members from cross representation of stakeholders. Continuing consultation on draft LDS.

Significant change to economic / social circumstances.

Ensure plans over the 6 year period can be flexible enough to meet changing priorities. Recognise diversity of needs within strategy – funding across all 6 national priorities.

Programme governance and management.

Inadequate involvement of key stakeholders.

Careful construction of LAG membership and regular review of members input. Clear LAG processes – elections, terms etc. Review process of gaining input from other experts.

Inadequate management and admin capacity / budget.

Ongoing monitoring of M&A budget and of management capacity. Anticipate any necessary changes and consider options to save time and budget.

Programme Delivery

Failure to achieve Programme outputs

Robust monitoring process in place. Flexibility in programme design to allow for re-direction of funding for new / emerging priorities. Robust marketing and communications plans to achieve good number and quality applications.

Lack of compliance with programme rules / fraud

Clear contracts and explanation of compliance requirements at start of projects. Register of interests for each LAG member and management team. Clear guidance and process to follow on whistle blowing. Close working with Accountable Body.

Failure to meet spending profile. Need realistic profiling agreed by Defra. Develop projects ready to start early in 2015. Continual monitoring of spend by LAG. Flex marketing accordingly.

Programme does not adequately implement cross cutting themes, esp. EO, sustainability, innovation.

Robust appraisal process followed – to include these aspects (as previously). Regular monitoring of programme delivery.

Other Change in Government in 2015 leads to change in funding / priorities. Departure from EU membership – removal of funding.

Beyond LAGs control. Would need exit strategy – set nationally. As above.

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6. Programme Management

6.1 The Accountable Body

Wiltshire Council will continue to act as the Accountable Body for the NWD LEADER project. The LAG and programme staff have built a close and effective working relationship with Wiltshire Council over the last LEADER programme and the Council is very experienced in running a number of European and National funding programmes.

Wiltshire Council will be responsible for the delivery and successful conclusion of the programme on behalf of the LAG and will undertake to ensure financial propriety and compliance is observed. It will account for the income and expenditure of the LAG and has appropriate and robust accounting and IT systems. It will take responsibility for maintaining and retaining records of each project to provide an audit trail, regularly monitoring the progress of the projects. It has the capability to employ staff and to procure.

Working together, Wiltshire Council and the LAG have identified two main areas for improvement: reducing

duplicate record keeping and reducing the time taken to process some M&A claims. We have reviewed our

processes to ensure they are as streamlined as possible.

6.2. Project development and assessment procedures

6.2.1 Project development

In running the previous Programme and in developing this strategy the LAG has worked hard to consult

with as many individuals, groups and organisations as possible (see Appendix 4 for those who have

contributed) to ensure that as many sectors of the community can participate in the delivery of the strategy

as possible. As part of our survey, public events and meetings we have encouraged everyone to think

about the key rural issues and to come forward with ideas and projects. We have tested our proposals and

taken on board the feedback we have received.

We are building a register of potential projects and are working with enquirers / applicants to understand

the objectives and timescales of the projects. We will work with those which are eligible and which help us

achieve our development objectives to ensure we have a strong pipeline for the start of the Programme.

The LAG will play a more pro-active role in the new programme to help develop projects which will have the

biggest impact in addressing our key priorities. We are developing the idea of using small task teams led by

a LAG “champion” and working with sector experts to identify and develop potential projects. This would

work intra-LAG but could also work inter-LAG where there are common issues to be addressed. We will be

exploring opportunities with our neighbouring LAGs.

We have identified some sectors which were previously under-represented (e.g. farming) as well as some

geographical areas (e.g. some western parts) so our communications plan and the task team work will

reflect this.

Where applicants need specific help to build their “business case”, in particular with business planning and

financial forecasting we will have a key role to play in directing applicants to key resources, signposting

them to the relevant organisations, for example to existing local Business Support Services or to the new

“growth or business hubs” planned by a number of the local LEPs.

6.2.2 Assessment procedures

The LAG will set and agree the assessment and selection criteria for projects based on:

- RDPE eligibility criteria;

25


- the specific thematic objectives set within the LDS; - the LDS cross-cutting objectives of: jobs and growth; sustainability; equality of opportunity;

innovation; and integration; - state aid and other obligatory standards; - reasonableness of the activity; and - reliability of the applicant.

The application and appraisal processes and selection criteria will be made clear to all applicants. They will

be published on the website and clear guidance notes will be written to help applicants through the

process.

We await the publication of the National Operating Manual but we would wish to continue with a two stage

application process – the expression of interest (EOI) and full application. The EOI stage will allow the LAG

to review whether a project meets the eligibility and selection criteria set out in the RDPE and whether it fits

well with the objectives of the LDS. Those that do will be encouraged to complete a full application.

Obligatory checks will be carried out and each project will be appraised externally before being considered

by the LAG for approval.

6.3 Project monitoring, claims and payments

We will be careful to follow the procedures laid out in the National Operating Manual on project monitoring

and processing claims for payment by the Rural Payments Agency and will use the CAP-D IT system as

required when it is available.

We worked effectively with the Wiltshire Council compliance and finance teams during the last Programme

and have identified with them and with auditors some aspects which can be streamlined or improved.

We will continue to use a “project start-up” meeting between the project holder and programme manager to

explain the key elements and requirements of the contract, the claims process and to reinforce the approval

procedure for any contract variations. We feel it is important that we continue our procedure of carrying out

a project inspection when each claim is made; this allows for the Programme Manager or LAG member to

verify claimed expenditure; check progress and identify any potential risks or weaknesses; discuss potential

variations; and we will use these visits to reiterate the requirements around grant aided assets.

6.4 Facilitation, communications and marketing

How we communicate and market the NWD LEADER programme will be key to its success. Our detailed

facilitation, communications and marketing plan will be agreed by the full LAG when it is in place in the

autumn but we are clear on its objectives:

- to ensure knowledge of NWD LEADER funding across the full extent of our area; - to ensure high volumes of good quality applications which support our LDS objectives; - to ensure those sectors and groups which have proven more difficult to engage with are

encouraged to consider the benefits of LEADER funding; - to encourage collaborative working so that applications join up the various aspects of the LDS; - to work with a wide range of partners to help promote and co-ordinate the marketing of the

programme and other rural development funding streams.

The marketing will be led by the Programme Manager, working closely with the NWD AONB

Communications Officer and a range of local partners.

26


The main facilitation, communications and marketing activities for us over the next four months are

as follows:

Timescale Key activities

Submission of bid to confirmation of funding. (Phase 4 of our Transition Plan: Programme Planning)

- Finalise detailed facilitation, communications and marketing plan for the new programme and draft marketing documentation / media. - Work with all potential applicants to understand their projects, eligibility and timescales to develop a strong project pipeline for January 2015 programme start. - Confirm pool of new LAG members from expressions of interest already made via consultation process. - Agree selection criteria and documentation for LAG elections and draft LAG terms of reference. - Prepare and agree training plan for LAG – existing and new members. - Prepare appraisal process tender documentation. - Maintain website as easy accessible source of information for stakeholders and potential applicants: http://northwessexleader.org.uk/ - Research options for co-operation projects. - As soon as National Operating Manual published, work with Accountable Body to agree delivery process details.

From confirmation of funding to end of 2014 (Phase 5 of our Transition Plan: Programme Preparation)

- Communicate to partners and stakeholders bid success and agree promulgation via networks, magazines etc. - Update website to confirm Programme details: timescales; priorities for funding; assessment and selection criteria. - Carry out LAG elections and confirm and publicise LAG membership; hold initial LAG meeting. - Agree detailed facilitation, communications and marketing plan for the new programme and agree terms of reference. - Send out appraisal tender request, process responses and agree provider(s). - Work with pipeline project applicants to develop projects ready for early 2015 start. - Plan launch event for early 2015.

From Jan 2015

- Implement facilitation, communications and marketing plan. - Monitor implementation of plan and adjust as necessary.

6.5 Monitoring and Evaluation

The LAG will continue to use monitoring and evaluation as an important tool to manage the implementation

of the LDS and as a tool to ensure continuous improvement. In addition to the individual project monitoring

described above (section 6.3) we will focus activity during the programme on:

6.5.1 Monitoring the State of the NWD LAG area

We have gathered a range of information to allow us to carry out a SWOT analysis (Section 1 above) and

to form the basis of this LDS. We will review the analysis regularly (we anticipate annually) to identify key

changes and any necessary adjustments to our strategy objectives.

It has been difficult to gain robust information of the overall numbers and make-up of the self-employed and

micro businesses across the area. We need a better understanding of where they are and what they do to

http://northwessexleader.org.uk/

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Appendix 1

The North Wessex Downs LAG Area Map

Note:

A list of the Census Output Areas with annotations is supplied as an accompanying document - “North Wessex Downs

LAG area – final COA best fit list for 2015-2020 LDS Submission”.

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Appendix 2

Estimated Annual Spending Profile

2015-2020

Financial Year Spend Profile

2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Total

£ £ £ £ £ £ £ £

Annual target % of total project spend

0% 18% 20% 22% 18% 14% 8% 100%

Support for increasing farm productivity 0.00 32997.46 36663.84 40330.22 32997.46 25664.69 14665.54 183319.20

Support for micro and small enterprises / farm diversification 0.00 137489.40 152766.00 168042.60 137489.40 106936.20 61106.40 763830.00

Support for rural tourism 0.00 41246.82 45829.80 50412.78 41246.82 32080.86 18331.92 229149.00

Provision of rural services 0.00 21998.30 24442.56 26886.82 21998.30 17109.79 9777.02 122212.80

Support for cultural and heritage activity 0.00 13748.94 15276.60 16804.26 13748.94 10693.62 6110.64 76383.00

Support for increasing forestry productivity 0.00 27497.88 30553.20 33608.52 27497.88 21387.24 12221.28 152766.00

Running costs and administration 17825.00 52580.00 52819.60 54075.99 54568.24 55459.60 44932.07 332260.50

Grand Total 17825.00 327558.80 358351.60 390161.19 329547.04 269332.00 167144.87 1859920.50

Estimated Outputs and Results 2015-2020

LEADER Policy priority RDPE expenditure per FTE job created (£)

Average RDPE grant size (£)

Relevant CMES output indicators for LDS

End of Programme forecast (by end 2020)

Support for increasing farm productivity

61,011 29,884 Total RDPE expenditure £183,319.20

Number of projects supported 6

Jobs created (FTE) 3.0

Support for micro and small enterprises / farm diversification




Support for rural tourism 32,477 31,764 Total RDPE expenditure £229,149.00



Support for cultural and heritage activity




Provision of rural services




Support for increasing forestry productivity




TOTAL

Total RDPE expenditure 1,527,660.00



Notes:

Based on mid-point of indicative allocation range (£1.863m) and 18% M&A. Detailed CMES outputs will be estimated once final budgets are

confirmed.

Based on Defra RDPE benchmark data supplied August 2014.

Assuming 50% grant rate for all projects, total project investment would be > £3million.

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Appendix 3

Summary Job Description of North Wessex Downs LEADER Programme Manager

Job Purpose:

To lead, manage and develop the North Wessex Downs LEADER Programme 2015-2020.

To encourage and support the delivery of high quality projects across the full extent of the North Wessex Downs LAG area.

Responsible to: For policy and priority setting - the Chair of the North Wessex Downs Local Action Group. For terms and conditions - Wiltshire Council - Head of Service Delivery. Responsible for: Administrative assistant – requirement is under review. Contractor(s) used for project appraisals. Key Tasks: 1. Provide professional advice and support to the Chairman and Local Action Group members in the execution of their responsibilities; act with diplomacy and negotiate due to the complex nature of the multi-agency partnership. 2. Provide the secretariat for the North Wessex Downs LEADER Programme 3. Develop, negotiate, secure and implement the NWD LEADER annual business plans; plan and manage a budget of £1.863M, being accountable to the NWD Local Action Group, Wiltshire Council, Defra and the EU Rural Development Programme for England (RDPE). 4. Present and campaign for the needs of the North Wessex Downs area (in line with the NWD Local Development Strategy) at a local, regional, national and European level. 5. Build, manage links and deliver joint working with other LAGs, LEPs, Defra and LAs to ensure cost-effective, co-ordinated delivery of rural development funding across the area working at a local, regional and national level. 6. Identify, stimulate, and encourage the development of high quality projects which will deliver the NWD LDS and business plans; ensure the effective delivery of these projects (including at least one transnational project with (an)other EU state(s)), in line with the regulations and legislation of the RDPE. 7. Lead the project administration of the Programme, including budget management, record keeping, conflicts of interest, project appraisal, confidentiality, liaison with the Accountable Body; and reporting to the funding bodies. 8. Ensure the monitoring and evaluation of the NWD LEADER programme. 9. Use where necessary task and finish groups to look at specific issues relating to the delivery of the LDS. 10. Manage the marketing and promotion of the LEADER programme to ensure a high uptake and awareness of the programme across the North Wessex Downs, encouraging the less active members and areas of the community to participate in local development. 11. Undertake any other relevant professional duties to deliver the LEADER Programme.

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Appendix 4

List of contributors and letters of support

We would like to thank those who has provided a letter of support

(see: http://www.northwessexleader.org.uk/docs/NWD_LettersOfSupport.pdf ) and those who have contributed to

the development of this strategy, including:

Alan Law David Oliver Jamie Williams

Martin Cook Debbie Tann Tom Hawkins

Andy Pack John Littleford Andrew Russell

Christopher Williams Julia Nethercott Phil Wood

David Gleave Alexander Kirk Wilson Haydon Watkins

Suzanne Malcomb Hilary Cairns Annie Vernon

Caroline Reeves William Betts James Sheppard

Les Billing Peter Giddings Julian Head

Ann Murdoch Mark Maclay Nick Phillips

Marielle Willan Nick Peppitt Toby Warren

David Hunt Dick Greenaway Emily Preston

Paul Kalbskopf Judith Bunting Alan Truscott

Jo Dixon Pamela Betts Jo Naylor

Garry Winter Ed Beckman Amanda Holland

Moira Hankinson Natalie Roberts Joanna Birrell

Rev Will Watts Mark Roots Natalie Wigman

Jan Allen Jenny Stevens Andrew Bennett

Tim Wallis James Tyrrell Janet Duffield

Peter Lemon Hilary Cairns Damien Wood

Richard Parkes Jenny Hawley Oliver Cripps

Philippa Read Sally Wallington Mark Hart

Clive Wilson Russell Kilvington William Hamer

Liz Beard Michelle Manley Greg Vickers

David Fursden Tony Manley Martin Giles

Rory McGrath Ed Walters Meg Chambers

Margaret Goodman William Betts Nick Holgate

John Rodda Chris Turner Gill Rowlands

Alistair Millington Meg Turner Mike Appleton

David Shirt Richard Harding Rob Wallis

R and P Tandy Donald Sherlock Sonia and Terry Wright

Alistair Shankland Jayne Manley John Hawkins

Anne Louise Budd Andi Witcombe Sam Page

Stuart Collins David Snell Jessamy Walker

Arlene Kersley Pip Read John Sykes

John Atkins Brian Castle Christopher Cannon

Charles and Tracy Murray Susie Brew David Andrews

Keith Richards Sheila Glass Melanie Squires

Richard Paget Andrew Oram Matthew Woodcock

Tim May Hannah Sutcliffe

James Hewetson-Brown Mark Malins

Annie English Geoff Brickell

H C C Jones James Blanchard

Wendy Dacey Richard Clarke

Bill Blumsom Richard Pelley

http://www.northwessexleader.org.uk/docs/NWD_LettersOfSupport.pdf

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Appendix 5

Letters of endorsement from LEPs

Driving prosperity in the M3 corridor

Hampshire County Council

The Castle

Winchester

Dawn Hamblin Hampshire

North Wessex Downs LEADER Programme Manager SO23 8UD

Unit 3-4 Denford Manor

Lower Denford

Hungerford

Berkshire

RG17 0UN

12th August 2014

Dear Dawn,

Ref: North Wessex Downs Local Action Group Local Development Strategy

Thank you for sharing the North Wessex Downs Local Action Group Local Development Strategy

objectives and priorities with the Enterprise M3, Local Enterprise Partnership. Your objectives and

associated action plans are very comprehensive and demonstrate the detailed knowledge that the North

Wessex Downs Local Action Group has of its area and business economy along with understanding of the

opportunities and challenges that will be faced in the future.

Enterprise M3 welcomes your recognition of the Enterprise M3 Strategic Economic Plan and EU strategy

and your focus on enterprise & innovation priorities, driving business growth, the visitor economy, social

innovation/enterprise and the outstanding landscape. These factors all resonate hugely within our own

thinking. We are pleased to see that the work of the North Wessex Downs Local Action Group and

Enterprise M3 will be complementary and will provide benefit to our rural communities. In recognising that

only a small part of your area is within Enterprise M3, we are supportive of LAG membership being

undertaken by the LEP with the widest geographic coverage.

We are supportive of your strategy and look forward to working with you on rural activities. We wish you

every success with your submission.

Yours sincerely,

Deborah Wyatt – Enterprise Project Manager

For and on behalf of Enterprise M3

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