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Bolsover North East Derbyshire (BNED) LEADER – Local Development Strategy 2014-2020

SUBMISSION: BOLSOVER-NORTH EAST DERBYSHIRE (BNED) LEADER APPROACH

REFERENCE: EMX056841

This Local Development Strategy is submitted on 5th September 2014 by Signature Signature Cllr Kenneth Savidge George Cowcher Chair Chair Bolsover & North East Derbyshire North Eastern Derbyshire Local Action Group Business Developments Limited


Contents/Index

Sections Page

Section 1 – The Local Action Group Partnership

Membership 1

Structure and Decision Making Process 2

LEADER Programme Team 3

Equal Opportunities Statement 4

Involvement of the Community and Consultation Activity Undertaken 5

Training Requirements 7

Section 2 – The LAG Area

Map of the Area 8

Rural Population Covered 8

Section 3 – The Strategy

SWOT Analysis of the Local Area 10

Ensuring Synergy with Local Priorities and Funding 11

Alignment with LEP Activity 13

Local Priorities 14

Programme of Activity 15

Action Plan 22

Targets, Results and Outputs 23

Sustainability Appraisal 24

Proposed Co-operation Activity 24

Section 4 – Management and Administration

Accountable Body 25

Project Development and Assessment Procedures 26

Claims and Payments 27

Communications and Publicity 28

Section 5 – Financial Plan

Expenditure for Each Year by Measure 29

Overall Funding Profile 29

Use of Grants, Procurement or Other Type of Financial Support 29

Annexes

A – LEADER Policy Priorities and Outputs Table 30

B – LEP Letters of Support 31


1. BNED LEADER APPROACH STRATEGY AND DELIVERY: THE LOCAL ACTION GROUP

1.1 MEMBERSHIP The BNED LEADER LAG is an established multi-agency Partnership with clear terms of reference, comprising representatives from 14 organisations who represent a variety of interests and have the skills and expertise to support development activity. The LAG has led the development of this Local Development Strategy, consulting with a broad range of stakeholders and considering these views alongside local statistics and their own experience from delivering the past programme. Under the authority of North Eastern Derbyshire Business Developments (NEDBD) Ltd, the Accountable Body for BNED LEADER, the LAG is responsible for the overall management and strategic direction of the LDS and monitoring the progress of the programme at both the project and overarching level. It is the public-facing part of the BNED LEADER Approach, responsible for scheme publicity and development. As a dynamic body, the LAG’s membership has adapted to local needs since its establishment in 2007. Although most LAG representatives have a number of years experience of LEADER processes, the City Region representatives are new additions, reflecting the political operating environment in which the LAG resides. Changes in local representation have also occurred due to alterations in the LAGs Area of coverage. The membership of the LAG, and the contributions brought by representatives is: Organisation Sector Role in LAG/Areas of Expertise

Bolsover District Council (BDC) Public Strategic, officer and financial support to facilitate delivery/stakeholder engagement for all measures

Creswell Crags Heritage Trust (CCHT)*

Private Represent cultural and heritage organisations

Countryside Landowners Association (CLA)*

Private Represent owners of land, property and

businesses in the Area Derbyshire Association of Local Councils (DALC)

Public Support in engaging local communities and Parish

Councils Derbyshire, Nottinghamshire & Leicestershire Chamber of Commerce (DNLCC)

Private Support in the delivery and promotion of micro-

and small enterprise activities

Derbyshire County Council (DCC) Public Support in the delivery and promotion of tourism

and micro- and small enterprise activities Derby-Derbyshire-Nottingham-Nottinghamshire Local Enterprise Partnership (D2N2)*

Private Represent the views of the LEP and develop and

maintain complementarity between the BNED LDS and LEP strategic priorities

Eckington Business Club (EBC)* Private Represent local micro and small enterprises

National Farmers Union (NFU) Private Support in the delivery and promotion of increasing farm productivity and farm diversification activities

North Eastern Derbyshire Business Developments (NEDBD) Ltd

Private Accountable Body and financial administration

duties on behalf of the LAG North East Derbyshire District Council (NEDDC)

Public Strategic, officer and financial support to facilitate delivery/stakeholder engagement for all measures

Rural Action Derbyshire (RAD) Community/ Voluntary

Support in the delivery and promotion of providing rural services within local communities

Sheffield City Region Local Enterprise Partnership (SCR)*

Private Represent the views of the LEP and develop and

maintain complementarity between the BNED LDS and LEP strategic priorities

Visit Peak District & Derbyshire (VPDD)

Private Strategic overview and support for delivery of

tourism activities *CCHT, the CLA, EBC and the LEPs are all new members of the LAG and will be fully inducted in the operations of the Partnership and its objectives. Other members are established, with representatives aware of the operational process and expectations upon the LAG.

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1.2 STRUCTURE AND DECISION MAKING PROCESS The LAG maintains a private sector dominance due to the focus of the LEADER Approach activity, although no one interest group (farming, enterprise, tourism, rural services, culture and heritage and forestry) has dominant voting rights. The LEPs, Local Authorities and NEDBD Ltd have a neutral focus, covering the range of interests through their various departments and policies. Of the 14 member organisations, the largest single interest group is micro/small enterprise, with 23% of the voting rights. Decision-making is run on a consensus, with one vote per representative, with the LAG Chair having casting vote as required. To remove any risk of conflict of interest, the LAG records all declarations of interest; any member or officer on LAG business, whatever the forum (e.g. LAG meeting, working group meeting, grant consideration) is required to declare any personal or pecuniary interest in the matter under consideration. Where the interest is a pecuniary one, the person will take no part in the consideration, discussion or voting in respect of that business. The minutes of the meeting will record the disclosure. The Chair of the LAG is Cllr Ken Savidge from NEDDC who has significant experience in local and regional strategy and policy development through his previous roles on DALC and the Local Government Association. The Chair is selected from within the LAG on an annual basis, with the opportunity for the holding incumbent to remain as Chair at the discretion of the LAG. The Chair acts as the public face of the LAG at major events and meetings and is an important point of contact with the Accountable Body, NEDBD Ltd, who together ensure that the LAG meets five times per year to manage and deliver the programme and fulfil its functions as set out in the Common Provisions Regulation (article 34). As well as the main LAG meeting, a LAG Steering Group meets as required to discuss operational matters between the main meetings, whilst all LAG members are invited to attend Approval Panels to consider appraised applications. These meet as required due to a rolling application process being used, which affords flexibility with applicants by allowing them to bid when they are ready, the Programme is thus better placed to react to emerging strategic and individual business needs. The Approval Panels are only held when it is clear that the quorate number will be reached. Time limited Focus Groups will also be assembled as required comprising key partners and local experts to help develop LEADER activity. The LAG has clear Terms of Reference established and agreed in 2007, subsequently adapted as required. These terms of reference underpin how the LAG administers the funding, appraisal and approval process. The established Vision for the LAG and this LDS, as re-confirmed at its meeting on 17th July 2014 which recognised the importance of maintaining a focus on jobs and growth, is: To develop a vibrant, dynamic and diverse rural economy by engaging local communities in an inclusive rural agenda to increase economic productivity and growth through the sustainable and creative development of rural resources, green infrastructure, the natural environment and heritage assets of the Area. Following consideration of recent consultation and statistical information, the LAG’s objectives remain:

• To support the land-based sector to invest in the economic growth of the Area

• To support local people to develop a culture of enterprise and innovation

• To develop the potential of tourism and recreation as a key driver within the Area’s economy

• To maximise the participation of local people in the growth of the rural economy. To achieve these objectives the LAG will:

• Oversee the general development, delivery and management of the LEADER Programme

• Oversee the grant application and appraisal process

• Develop the LEADER Programme and associated projects in line with other national and local priorities

• Promote the image of the Local Action Group and LEADER Programme via appropriate marketing and publicity.

The LAG works to deliver these objectives in line with the priorities established in this LDS in a transparent, consistent and non-discriminatory manner. In tandem with NEDBD Ltd, the Accountable


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Body, the LAG ensures that the necessary separation of duties is upheld; the LAG will also work to the National Operational Manual or any other subsequent processes deemed appropriate by DEFRA. 1.2.1 BNED LAG STRUCTURE The structure of the LAG and its engagement with key stakeholders and partners is as follows: 1.3 JOB DESCRIPTIONS OF BNED LEADER PROGRAMME TEAM The BNED LEADER Approach will be delivered principally through the employment of staff via NEDDC on behalf of NEDBD Ltd and the LAG. They will be line managed by the NEDDC Strategic Partnership Co-ordinator (also Executive Officer of NEDBD Ltd), who will devise their work plans with the LAG Chair. The main responsibilities of the workers in relation to LEADER are below (noting that the Programme Officer and Monitoring & Support Officer are the public facing LEADER Programme Team):

• Strategic Partnership Co-ordinator, 0.2 Full Time Equivalent (FTE) dedicated from a core post, NEDDC Grade 15: oversee, review and develop systems to ensure programme delivery for Accountable Body compliant with National Operational Manual; overseeing the management and administration budget; line management of LEADER staff; liaison with LAG/NEDBD Ltd/DEFRA/RPA and other stakeholders etc. A full NEDDC Job Description and Person Specification can be provided if required.

• LEADER Programme Officer, 1.0 FTE, NEDDC Grade 9: programme management, development and compliance in line with National Operational Manual; main point of contact for BNED LAG; facilitating

APPROVAL PANEL

Sub-Group of LAG, including all available LAG members to a

quorate level to consider appraised

applications

DEFRA Management of RDPE LEADER Programme

Rural Payment Agency

STAKEHOLDERS Annual meeting for

reporting, consultation, discussion. All

organisations with an interest in the area.

LOCAL ENTERPRISE &

STRATEGIC PARTNERSHIPS (LEPs and LSP)

D2N2, SCR, Bolsover Partnership

BNED LOCAL ACTION GROUP

14 organisations responsible for management and delivery

LEADER Programme Team Programme Officer (1.0 FTE)

Monitoring & Support Officer (0.5 FTE)

Partner Support Partner contributions

towards administration, publicity and appraisals

NEDBD Ltd Accountable Body

responsibilities Strategic Partnership Co-ordinator (0.2 FTE)

Partnership Support Officer, (0.2FTE) NEDDC Finance

LAG STEERING GROUP

Inter-meeting progress & communication group

LAG Chair NEDBD Ltd LAG Rep

NEDDC/BDC Link Officers

Programme Team

ADMINISTRATION & SUPPORT


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the LAG; responsibility for publicity (e.g. opportunities, priorities, decisions), training (e.g. new LAG members and appraisers) and events; reports to the LAG/NEDBD Ltd/DEFRA/RPA/LEG and other stakeholders, developing and maintaining partner networks to identify best practice; support to applicants/project development; monitoring and evaluating projects. A copy of the NEDDC Job Description and Person Specification can be provided if required.

• Monitoring & Support Officer, 0.5 FTE, NEDDC Grade 7: monitoring all aspects of project activity and spend in accordance with the National Operational Manual; training grant recipients on programme reporting requirements; processing project claims and compiling administrative claims; issuing funding agreements; maintaining financial information systems and support preparation of accounts; support the facilitation of the LAG; preparation of reports for the LAG/NEDBD Ltd/DEFRA/RPA etc; respond to grant recipient and stakeholder enquiries; support the appraisal process, including assessing applications. A copy of the NEDDC Job Description and Person Specification can be provided if required.

• Partnership Support Officer, 0.2FTE, extended hours of a core post, NEDDC Grade 5: accountable body processes and systems management and quality control; maintenance of register of interests; provision of secretariat to LAG meetings; event organisation; research; reception and administrative support; website and PR support, etc. A full NEDDC Job Description and Person Specification can be provided if required.

This core staffing complement will ensure that the delivery of the LAG fully aligns with the Programme’s separation of duties expectations. More detail on how this will work is explained in Section 4, Accountable Body, primarily sections 4.2 and 4.3. The Strategic Partnership Co-ordinator, LEADER Programme Officer and Partnership Support Officer are all established posts, filled by officers with experience of the 2007-2013 programme as well as other schemes including Single Regeneration Budget, European Regional Development Fund and Neighbourhood Renewal Fund. The Monitoring & Support Officer post will be newly created and advertised in line with NEDDC recruitment policy, seeking candidates with appropriate skill sets. To facilitate this core structure the LAG requires the 18% permissible programme Management and Administration budget to fund the wages of the Programme Officer and Monitoring & Support Officer and eligible operation costs. To augment this additional staff time will be provided by NEDDC and BDC using their own financial resources to cover these costs. This will primarily be from the Strategic Partnership Co-ordinator and Partnership Support Officer, although Accountable Body and programme delivery duties will also be provided by a range of departments within NEDDC and BDC, such as: Finance, Internal Audit, Procurement, Human Resources, ICT, Communications, Economic Regeneration and Planning. Other partners will provide support such as promoting the BNED Programme and appraisal duties as an in-kind contribution within the core duties of existing staff and utilising existing resources. Office space, use of ICT systems and employer responsibilities will be provided in-kind by NEDDC. 1.4 EQUAL OPPORTUNITIES STATEMENT To comply with public sector equality duty the LAG has adopted the NEDDC Single Equality Scheme (2013-2016 and its successor schemes). As well as spread of sector representation, there is a spread of age ranges and gender on the LAG (currently confirmed at 60:40 male:female split); efforts will be made during the programme to maintain a gender balance and fair representation from the specific target groups addressed by the LDS. The NEDDC statement of intent adopted by the LAG is: We are committed to providing equality of service and treatment to all sections of the community and to our employees with due regard to their colour, disability, age, HIV status, sex, marital status, race, religion, gender, sexual identity, political beliefs and ethnic/national origin. Harassment, in any form will not be tolerated. Harassment pollutes the environment and can have a devastating effect on the health, confidence, morale and performance of those affected by it. In addition, the LAG will include the following Equal Opportunities Statement in its publications:


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BNED LEADER will not unlawfully discriminate within the meaning and scope of any law, enactment order or regulation relating to discrimination (whether in race, gender, religion, disability, sexual orientation, age or otherwise) and will use our best endeavours (following guidance from the Equality and Human Rights Commission) to develop processes and practices which promote racial equality in employment of its staff and in delivery of the programme. The Accountable Body, LAG and its staff will also abide by the service standards established in the Civil Service Behavioural Code of Conduct presented by DEFRA. 1.5 INVOLVEMENT OF THE COMMUNITY AND CONSULTATION ACTIVITY UNDERTAKEN To ensure that the LDS reflects the current strategic priorities of a range of stakeholders, including local communities, local businesses, local authorities, Local Enterprise Partnerships (LEPs) and service providers with specific areas of focus (e.g. farming, tourism, heritage and culture), a range of consultative and engagement activities have been undertaken to maximise input and harness views. A LAG wider stakeholder meeting open to all interested parties in the locality, attended by 15 people, held on 9th April 2014 reaffirmed the view that a bid for the 2014-2020 period should be submitted, recognising the importance of running a LEADER Approach for the local Area and the value which it could add to the rural economy. A Steering Group consisting of LAG Chair, Programme Officer, Strategic Partnership Co-ordinator and Economic Development Officers from both NEDDC and BDC (who are LAG advisors) met at least monthly to plan the consultation and LDS development issues, reporting to the LAG as progress developed, receiving guidance and direction as appropriate. 1,5.1 CONSULTATION The consultation consisted of two main elements:

• A Survey Monkey electronic questionnaire which was provided in paper version when requested

• Stakeholder consideration of the survey results. The Survey Monkey exercise was undertaken between January and February 2014 to determine the local priorities as seen by stakeholders based upon the measures identified for the new programme. The survey was publicised and circulated to as wide an audience as possible, such as by attending stakeholder’s meetings, e-mailing the stakeholder contact list which consists of 175 representatives, contacting 418 members of the local Young Farmers Club, publicising in the local press and on the BNED LEADER website and targeting through partner organisations such as the Derbyshire Nottinghamshire Chamber of Commerce mailing list of over 4,500 local businesses. In addition to the inclusive multi-sector approach open to all interested parties, targeted engagement was undertaken with key stakeholders who have interest in specific measures: 1.5.2 Engagement with Local Businesses / Business Representatives •Derbyshire Young Farmers Club, 9th January 2014. The Programme Officer presented the achievements of the previous programme and encouraged the Club to feed into the Priorities Survey. There were approximately 25 in attendance from the 10 YFCs in Derbyshire. The singular issue that came from the meeting was a lack of awareness of the LEADER Programme. •Eckington Town Group, 14th January 2014. The Programme Officer attended the meeting to consult on business views and to promote the survey which would be distributed. Over 20 businesses were in attendance. Due to the early timing of the meeting, it was agreed that the businesses would provide their views as part of the survey. •Business Breakfasts, April 2014. Four business breakfast events were publicised to take place across the LAG Area, to allow interested parties to engage with programme and comment on the emerging priorities identified from the survey. Invitations were sent to businesses across the LAG Area, with meetings held in locations accessible to the larger business clusters. Due to other priorities from invitees,


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two events were cancelled (South Normanton and Eckington), with interested representatives signposted to The Arc, Clowne on 3rd April 2014 and Coney Green Business Centre, Clay Cross on 4th April 2014. 5 businesses attended in total and were supportive of the priorities brought forward. •Meeting with Sheffield City Region (SCR), 13th June 2014. The Programme Officer met with the CEO to outline the priorities of the next rural development programme and how these would align with the LEPs’ priorities. 1.5.3 Engagement with Tourism, Cultural and Heritage Stakeholders •Limestone Journeys Landscape Partnership Steering Group Meeting, 28th January 2014. The Programme Officer attended to update the group and to encourage input into the development of the next programme especially with regard to tourism and the cultural and heritage themes. There were approximately 18 attendees and all were asked to complete the forthcoming priorities survey. •Derbyshire Tourism Forum, 1st April 2014. The Programme Officer gave a presentation to the group highlighting the outputs and outcomes of the previous programme. Discussion took place regarding how the group could participate in the next programme and suggestions were put forward for the types of projects that they would like to see delivered. The group was encouraged to provide this information to the forthcoming Stakeholder Event. 1.5.4 Engagement with the Statutory, Community & Voluntary Sector •North East Derbyshire District Parish Liaison Group, 15th January 2014. The Programme Officer and Strategic Partnership Co-ordinator attended the meeting held between NEDDC and its constituent Parish Councils to raise the profile of BNED LEADER. The Councils were also encouraged to take part in the survey. The presentation highlighted the achievements of the previous BNED LEADER programme and the priorities for the 2014-2020 programme. Reference was also made to the priorities identified by the two Local Enterprise Partnerships, Derby Derbyshire Nottingham Nottinghamshire (D2N2) and Sheffield City Region (SCR) within their respective Growth Strategies. There were 27 attendees; 18 Parish Councillors, 1 Parish Clerk and 8 NEDDC representatives including the LEADER and Deputy LEADER. There are 24 Parish and Town Councils in the North East Derbyshire District Council area that receive all information from these meetings. •Bolsover District Parish Liaison Group, 27th January 2014. The information above was provided to the 18 attendees, 10 of whom were Parish Councillors. There are 15 Parish and Town Councils in the Bolsover District Council area that receive all information from the meetings. It was agreed that questions would be directed through the survey. •VCS Frontline Service Providers Network on 11th June 2014. The Programme Officer delivered a presentation to promote engagement with the BNED LEADER Approach 2014-2020. 29 people attended the meeting and the information contained within the presentation was subsequently distributed to a mailing list of over 70 organisations. •BDC Executive, 26th August 2014; NEDDC Cabinet, 27th August 2014. The Programme Officer presented the draft LDS and identified the priorities and funding splits which emerged from stakeholder engagement. The Councils were given the opportunity to comment on LAG’s proposals and acknowledge the importance of delivering the BNED LEADER approach to support the growth of the local rural economy and develop rural services. •Bolsover Local Strategic Partnership Executive, 4th September 2014. The Programme Officer presented the priorities and funding splits which had emerged from stakeholder engagement to the group. Group members include representatives of communities and service providers who develop local strategic direction and who have been engaged in earlier stages of the consultation process. 1.5.5 SURVEY FINDINGS The survey results were analysed and published in March 2014. Following the promotion and publicising of the survey, 65 responses were received, 30 from Bolsover District Council area, 31 from the North East Derbyshire District Council area and 4 from elsewhere. The respondents were from a range of sectors and backgrounds as identified in table 1.5.5 below:


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Table 1.5.5 Respondees from the BNED LEADER 2014-2020 Survey Which of the below best describes the sector you work in?

Answer Options Response Percent

Response Count

Agriculture 13.8% 9

Private Business 29.2% 19 Local Authority / Public 26.2% 17

Tourism 12.3% 8

Training / Education 6.2% 4

Heritage 10.8% 7

Voluntary 9.2% 6

Charity 9.2% 6

Unemployed 4.6% 3 Retired 10.8% 7

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The confirmed respondents to the survey were: A D Place Marketing Ltd, Bolsover District Council, Canine Country Club, Clowne Enterprise, Creswell Crags, Derbyshire County Council, Derbyshire Young Farmers Club, Direct P A Services Ltd, Fire Safety Specialists Ltd, Highfield House Farm Ltd, I H Associates Ltd, National Trust, Blackwell Parish Council, National Farmers Union, North East Derbyshire District Council, Old Bolsover Town Council, Ploughman’s Cottage, Peak Borders Tourism Forum and Wingerworth Parish Council. 46 respondents reserved the right to anonymity. The questions asked respondents to rank the type of activity they would like to see BNED LEADER undertake in the next programme. The respondents ranked the indicated priorities at that time as follows:

1. Basic Services and village renewal 2. Farm and business development 3. Investment in physical assets

4. Provision of advice 5. Knowledge transfer and information 6. Investment in forestry

Further analysis of the outcomes and comments in response to the survey, how they were assessed and prioritised by the LAG and how they link to the measures, are listed in section 3.3, BNED Local Priorities and 3.4, Programmes of Activity. 1.6 TRAINING REQUIREMENTS Training for the LEADER Programme Officer, Monitoring & Support Officer and Partnership Support Officer will be required on the new Common Monitoring and Evaluation System (CMES) and CAP–D IT system. In addition, the newly appointed Monitoring & Support Officer and Partnership Support Officer will require induction into the technical elements of the BNED LEADER Approach, the priorities on which it focuses and the ROD system which will be used prior to CAP-D’s implementation. It will also add value for the LAG to reacquaint with the operational processes of the programme, to ensure understanding of core roles, responsibilities and liabilities. Training/refresher sessions will also be held for new and existing representatives from partner agencies that provide in-kind support for the technical appraisal, to ensure that they understand the expectations placed upon them in undertaking this work.

Below: BNED LAG Stakeholder Workshop, 9th April 2014


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2. THE BOLSOVER NORTH EAST DERBYSHIRE LOCAL ACTION GROUP AREA

2.2 RURAL POPULATION COVERED The total population of Bolsover District and North East Derbyshire District is 174,8891. Using Census Output Areas (COAs), the total population classified as being rural is 55,726. Excluding the COAs which are classified as “Remaining Urban built-up areas” and “Unpopulated discrete urban built-up areas”, the total population, both rural and urban that would be eligible for funding and is therefore determined as the BNED LAG Area is 96,736 (55.31%)1. Under the post-April 2009 Local Authority District Population Classification, Bolsover and North East Derbyshire Districts were classified as ‘Significantly Rural’ and ‘Rural 50’ respectively, with 62.5% of the Area’s population living in rural settings as opposed to 37.73% across the East Midlands Region.

The proposed Bolsover North East Derbyshire LAG Area is a mix of traditional villages and small market towns surrounded by smaller rural settlements. The total land coverage is approximately 43,600ha. 65% of the total land within the Area boundary is occupied and used for agricultural activity (27,981ha). The Area represented by the LAG will encompass Local Authority wards of both North East Derbyshire and Bolsover District Councils which are predominantly in the following electoral wards: Ashover, Barlow and Holmesfield, Brampton and Walton, Eckington North, Eckington South, Grassmoor, Holmewood & Heath, Killamarsh East, Killamarsh West, North Wingfield Central, Pilsley and Morton, Renishaw, Ridgeway and Marsh Lane, Shirland, Sutton, Tupton and Unstone in North East Derbyshire District, and Barlborough, Blackwell, Clowne North, Clowne South, Elmton with Creswell, Pinxton, Pleasley, Scarcliffe, Tibshelf and Whitwell in Bolsover District. The larger towns of Dronfield, Clay Cross, Shirebrook and South Normanton have not been included within the Area boundary as these settlements are classified as Urban built-up areas, although there are smaller sections within the wards of these communities at Lower Super Output Level and smaller which are eligible. Whilst the LAG’s aspiration was to work in most of these areas as it did in the 2007-2014 programme, particularly as they host significant opportunities for job creation for residents in proximate rural areas (business clusters and localised trading estates), it respects the restrictions imposed by DEFRA and the classifications utilised. These larger urban areas can further enhance the development of business and recreation activities in the Area and the rural infrastructure of the Area forms links into these larger settlements through the greenway network, the Chesterfield Canal and the Trans Pennine Trail (TPT). The Area borders the Peak District National Park to the West which occupies 20.5% of the total Sites of Specialist Scientific Interest (SSSI) in the Eastern Peak District Moors. There is a further 217ha of SSSI across the remainder of the Area. Of the 177 wards in Derbyshire, which has a population density of 3.0 people per hectare (Census 2011) compared to 4.1 in England, there are few communities in the LAG Area which exceed this amount; Clowne, Eckington, Killamarsh and North Wingfield. The majority are more disparate, with Brampton and Walton (0.9), Ashover, and Barlow and Holmesfield (both 0.5) being within the least populated areas in the county. These three communities also have high populations of people aged 65+ (being 12th, 7th and 16th respectively in Derbyshire), all having over 25% of residents within that age group. The need for access to local basic services is a key driver in these communities.

1 Census 2011

2.1 MAP OF THE AREA


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There are significant visitor attractions within the Area, including the stately homes of Renishaw Hall, Bolsover Castle, and Hardwick Hall. It also has several country parks, greenways, and three local nature reserves. The TPT is a multi-user trail for cyclists, walkers and horse riders which passes through the Area connecting Chesterfield with both Sheffield and Leeds. The TPT forms a key part of the National Cycle Network. The Area also benefits from the Five Pits Trail, a five and a half mile route which links Grassmoor Country Park with Tibshelf Ponds, passing through agricultural and woodland landscapes, following the approximate route of the original Great Central Railway. Connectivity to larger conurbations such as Sheffield, Derby and Nottingham is a key opportunity. The M1 corridor is an essential route for tourists and employees into the Area, served by Junctions 28, 29, 29a and J30. The development of the new junction J29a at Markham Vale has enabled better access to east, west and central parts of the Area improving access to local attractions and countryside facilities. The LAG Area offers a variety of recreational, tourist and business activities, further enhanced by its rural and natural environment and presents numerous opportunities to encourage a sustainable visitor base to the Area. The Area has a number of well-established businesses alongside new developments, for example the 200 acre business/industrial park at Markham Vale, which is directly accessible to the M1. The Area is not industrially homogenous, with a significant diversity of employment sectors. 1% of Derbyshire’s workforce is employed in agriculture, forestry and fishing (0.8% in England). Whilst this is mirrored in most of the BNED LAG Area, Ashover (6.3%), Barlow and Holmesfield (4.7%) and Brampton and Walton (2.9%) are significantly higher. In comparison, whilst 14.9% of Derbyshire’s workforce is employed in manufacturing, more accessible communities such as Pinxton see this reach 23.5%. 13 of the 25 most deprived communities within Derbyshire are in Bolsover and North East Derbyshire districts, with over 36% of households in Grassmoor, Holmewood and Heath and Scarcliffe living in deprivation, compared to 25.2% in Derbyshire and 24.8% in England (Census 2011). Despite the transport links mentioned above, finding employment both within and outside of the locality is a challenge for some of the local communities. In the 2011 Census unemployment in Grassmoor and Pinxton was 5.7% and 5.6% respectively, compared to 3.9% in Derbyshire and 4.4% in England, however other communities within the LAG compare favourably, such as 2.1% in Barlow and Holmesfield. There are fewer economically active people in the Area than the Derbyshire average of 69.9%, with communities such as Elmton with Creswell (61.5%), Scarcliffe (63.4%), Holmewood & Heath (64%) and Shirland (64.9%) having the fewest economically active residents. Harnessing the opportunities afforded by a new BNED LEADER Approach will build on the successes in established areas whilst encouraging economic growth in areas where there is the opportunity to develop. Peak Edge Hotel – Trip Advisor Certificate of

Excellence Winner 2014. An exemplar job creation and tourist destination project

Markham Vale Business Park – a site of significant economic growth opportunity in the

BNED rural area


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3. THE STRATEGY 3.1 SWOT ANALYSIS OF THE LOCAL AREA Through its experience, expertise and research the LAG is aware of the following characteristics for the local area which have been considered in terms of developing the priorities of the proposed programme: Strengths

• A central national location, within easy reach of a large population catchment (potential tourist and customer bases) including the cities of Sheffield, Derby and Nottingham.

• Good accessibility to the strategic road and rail network, with the M1 (junctions 28, 29, 29A and 30) forming a north-south spine through the Area and Chesterfield and Dronfield stations on the Midland Mainline providing direct a rail link to London in just over two hours. The Robin Hood Line stations at Shirebrook, Langwith Whaley Thorns, Creswell and Whitwell link to Nottingham.

• The larger villages in the LAG Area provide a focus for local employment, retail and service provision.

• Availability of sites and premises infrastructure to support business growth and expansion ranging from incubation facilities in business and innovation centres through to strategic employment sites (including the new Markham Vale Business Park).

• Attractive living environment, relatively inexpensive housing, lower living costs and a strong sense of place provide the basis of a good quality of life offer.

• An established and ever-improving tourism product, including heritage assets such as Hardwick Hall, Creswell Crags, Renishaw Hall and attractive countryside with a network of walking/cycling trails and a widespread programme of events such as village fairs and well-dressing celebrations.

• Close proximity to the region’s highest profile tourist attractions such as the Peak District National Park, Chatsworth House and Sherwood Forest.

• Strong local partnerships and partnership working between the Councils and other organisations.

• A number of established Parish-level plans and strategies that have synergy with the LDS priorities, identifying needs aligned to basic services and economic growth.

• Learning and experience in delivering the successful 2007-2013 BNED LEADER Approach. Weaknesses

• Overall employment growth in the local economy has not kept pace with the national average.

• Local economy is under-represented in those business sectors which are likely to drive growth in the future, for example financial and business services.

• Weak local skills and qualifications profile, wages lower than regional and national averages and a more limited culture of entrepreneurship.

• Lack of graduate level job opportunities, with some young people looking elsewhere for employment.

• Decline of the traditional industrial bases, resulting in concentrated disadvantage in particular areas.

• Limited national profile and outdated external perceptions of north eastern Derbyshire as an area of industrial decline, resulting in a relatively low tourism profile compared to visitor destinations such as the Peak District, and lower inward investment in other industries.

Opportunities

• Sites in accessible locations provide major opportunities for employment focused and mixed use regeneration schemes.

• Growth in the local hospitality and food and drink economy with local, regional and national award-winning businesses operating in the LAG Area.

• Supporting the further development of the Area’s tourism product and infrastructure.

• Securing economic benefits for the rural area through the implementation of the Sheffield City Region Development Programme and D2N2 Plans.

Threats

• The ultimate scale and severity of the current global economic downturn affecting match funding.

• The continuing vulnerability of the local manufacturing base, farming and some service based sectors to the twin economic drivers of globalisation and technological change.

• The growth of knowledge based sectors continues to favour established locations for such activities.

• Failure to increase the level of higher value added employment results in the perpetuation of a lower value added / lower wage / lower skills equilibrium.

• Skills shortages in key industries and ageing populations managing agricultural businesses with no successor plans in place.

• Failure to secure a viable future for smaller, former mining and agriculture dependent communities.


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The LAG has significant experience from the 2007-2013 BNED LEADER Approach in working to build upon the local strengths and harness the opportunities to tackle the weakness and threats to the Area. Entitled “Re-creating the Rural Economy,” the programme was very much focused on the economic growth agenda, as recognised in the vision and priorities highlighted in section 1.2 (page 2). Whilst acknowledging the progress made in the last programme, the LAG has maintained its vision and objectives, recognising the further work required to develop and sustain the progress made to date. The 2007-2013 Programme allocated £1,904,092.34 to 32 projects across the two districts, which directly created 75 jobs (with a further 120 secondary jobs created at suppliers or following advice and guidance services), supported/created 30 businesses and supported 54 tourism events which attracted over 70,000 visitors to the Area. Recognised as one of the top performing LEADER Programmes nationally by DEFRA’s independent evaluators, the programme achieved a social return on investment ratio of 16.91:1 (£16.91 of added value for each LEADER £1 spent) and generated in excess of £4.5m additional private sector investment into the Area. Since the end of the programme, the activity has helped to increase the National Non-Domestic Rates (NNDR) generated in Bolsover by over £100,000 per annum, which is returned to national and local government for future service provision. Awareness of the focus required has enabled the targeted support to good quality projects which make a difference in the Area and have been recognised in various local, regional and national award schemes, such as: Instant Karma Brewery; Canine Country Club, Twin Oaks Hotel, The Peak Edge Hotel and Marsh Green Farm Shop. 3.2 ENSURING SYNERGY WITH LOCAL PRIORITIES AND FUNDING The LAG recognises the importance of ensuring alignment with the priorities and strategic plans of other key strategic bodies to avoid duplication and maximise the benefit from partnership working. It will also work with Partners to ensure that applicants and enquirers are signposted to other appropriate funders within the sectoral focus to maximise the impact of their project. Although it is recognised that LEADER can only be matched with private sector funds, not national grant schemes, the identification of projects into discrete phases to deliver an overarching joint project may increase the benefits achieved. As the LAG will only offer the minimum funds that the project needs to succeed, awareness of other funding streams is important. 3.2.1 BDC AND NEDDC GROWTH STRATEGY: UNLOCKING OUR GROWTH POTENTIAL Published in July 2014, the Growth Strategy2 is a joint agenda between the two district councils, identifying the ambitions of the authorities for their respective areas, focusing on the growth of the local economy to create stability and prosperity. The Growth Strategy recognises the 2014-2020 BNED LEADER Programme as a key element to the delivery of these aspirations, particularly in the arenas of private sector development and tourism, which form part of the Supporting Enterprise priority. Also aligned with the growth plans of the LEPs (SCR and D2N2), the three key areas of the document are:

• Supporting Enterprise – maintaining and growing the business base

• Enabling Housing Growth – increasing the supply, quality and range of housing to meet the needs of a growing population and supporting economic growth

• Unlocking Development Potential – unlocking the capacity of major employment sites The LAG’s established engagement with the Councils will ensure that mutual benefit is achieved. 3.2.2 ECONOMIC DEVELOPMENT STRATEGY FOR CHESTERFIELD, BOLSOVER AND NORTH EAST DERBYSHIRE (2009-2014) This Strategy3 is led by the three district councils for the Area, geared to delivering activities aligned to those identified in the SWOT analysis for the BNED LAG Area above. The three key areas are:

1. Successful Businesses – increasing the level of new starts, securing a shift into innovative and higher value added activities across the existing business base, and attracting new investment to the Area.

2 GROWTH STRATEGY – Unlocking our Growth Potential - http://www.ne-derbyshire.gov.uk/about-north-east-

derbyshire/news-homepage/bulletins/press-releases/new-strategy-aims-to-unlock-growth-potential/ 3 Joint Economic Development Strategy 2009-2014 - http://www.ne-derbyshire.gov.uk/business/econ-dev-strategy/


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2. Successful Places – supporting the sustainable growth of both urban and rural areas, strengthening the visitor economy, and addressing capacity constraints in the provision of infrastructure to support business growth. 3. Successful People – developing the skills of the current and future workforce to meet the demands of an increasingly knowledge based economy, and tackling economic exclusion to bring more people back into employment.

BNED LEADER links closely to all three priorities, working collaboratively to address key aspirations such as increasing employment, especially the number of working age people in the 16-24 age group, addressing lagging local employment growth and increasing the number of local businesses that flourish in the Area. The Strategy is currently being reviewed and new Economic Development & Housing Strategies for Bolsover and North East Derbyshire will be published in late 2014. These new strategies cover 2015-2020, the same activity timescale as the LDS and the Programme Team, LAG Partners, LEPs and other stakeholders will be involved with the development and consultation on this document, ensuring ongoing synergy with the BNED LDS. The LAG will work closely with the Economic Development and Strategic Partnership teams of both councils to explore and develop collaborative opportunities where appropriate. This will include the support to address local worklessness, such as the apprenticeship schemes they operate and their Ambition and Talent Match programmes. 3.2.3 FUNDING SCHEMES: FUNDING FOR BUSINESS Businesses within the BNED LEADER Area are also eligible for the various funding streams operated by the SCR and D2N2 Local Enterprise Partnerships (LEPs), such as Regional Growth Fund (RGF) grants available to businesses in a variety of forms. Currently SCR offers RGF funding through its ‘Unlocking Business Investment’ programme, with grants of between £25,000 and £2million available to businesses with an expected intervention rate of 20% (projects requiring between £25,000 and £99,999 go through a more streamlined application process). With a focus on job creation, the fund has approximately £3million remaining and will run until March 2016. The D2N2 RGF funding is distributed through 2 separate funding streams. The “Global Derbyshire Small Business Support” small grant scheme offers grants of between £4,000 and £75,000 to SMEs with an intervention rate of 30% (50% for new starts with a maximum grant of £10,000). Operated by Derbyshire Economic Partnership on behalf of D2N2, the scheme runs until March 2015. The “Unlocking Investment for Growth” scheme offers grants between £50,000 and £500,000 (in exceptional circumstances) for projects in the key sectors of Medical/Bio-science, transport equipment manufacturing, food and drink manufacturing, construction, the visitor economy and low carbon. The intervention rate is approximately 25%, and the scheme is operated by East Midlands Business Ltd on behalf of D2N2. Both schemes can fund revenue and capital items (with a focus on capital) and job creation is a key element. In addition, both LEPs intermittently offer larger grants through the main RGF funding programme, although there is no bidding round currently planned. This funding has a minimum grant to businesses of £1million, with job creation again a key output. 3.2.4 FUNDING SCHEMES: FUNDING FOR COMMUNITY PROJECTS A large number of grants schemes and charitable trusts with funding available for community projects currently exist in the BNED LEADER Area. For general community projects there is lottery funding through programmes operated by Big Lottery Fund, including the Big Local scheme which currently has projects in Hasland and Grassmoor, and Elmton and Creswell within the BNED LEADER Area. There is also a grant scheme operated by Coalfields Regeneration Trust that offers grants of up to £10,000 to former coalfields areas, which includes much of the BNED LAG Area. For heritage projects, funding is available through various schemes operated by the Heritage Lottery Fund, which provides both small and large scale grants to help improve local and national heritage and increase people’s interaction with it. English Heritage also operates grant schemes, particularly to help projects related to listed buildings. All of these grant schemes are generally available on a rolling basis, although some specific grant schemes may have a limited time frame, and the funding providers offer very favourable intervention rates (up to 100% in some cases) as well as providing funding up front.


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3.3 ALIGNMENT WITH LEP ACTIVITY The BNED Area falls within the boundaries of two Local Enterprise Partnerships (LEPs) – Derby Derbyshire Nottingham Nottinghamshire (D2N2) and Sheffield City Region (SCR). The LEPs have identified within their respective Strategic Economic Plans (SEPs) the priorities for delivering growth between 2013 and 2023 in D2N2 and 2015 and 2025 in the SCR. D2N2 SEP Priorities SCR SEP Priorities

1. Business Support and Access to Finance - Growth Hub - Portfolio of access to finance solutions - Sector Development Plans - Business Growth Fund - Building our international links 2. Innovation - Innovation Programme, incorporating

infrastructure; skills; - R&D; graduate talent; finance; and networks 3. Employment and Skills - Meeting key sector needs - Employability & Enterprise - Reducing unemployment - Increasing employer uptake - Higher level skills development - Skills Capital Programme 4. Infrastructure for Economic growth - Strategic Infrastructure Packages - East Midlands Connectivity - Midland Mainline Connectivity - Superfast Broadband Connectivity 5. Housing and Regeneration - Key sites programme - Accelerating the delivery of affordable homes - Re-balancing our estates

1. Ensure new businesses receive the support they need to flourish, to increase the number of start-ups in the City Region by encouraging a culture of enterprise and collaboration. 2. Facilitate and proactively support growth amongst existing firms in the SCR (including those that are foreign owned), by promoting skills, innovation and creativity, providing appropriate business support and access to finance for businesses with high growth potential. 3. Attract investment from other parts of the UK and overseas and improve our brand to increase the levels of investment and businesses coming into the City Region, both foreign and domestic. This will require a competitive and flexible offer that meets investor needs and which is clearly articulated and promoted to capitalises on our strengths. 4. Increase sales of SCR’s goods and services to other parts of the UK and abroad, by promoting opportunities for global trade for businesses in the City Region by identifying clear markets and ensuring that businesses are able to access these markets. 5. Develop the City Region’s skills base, labour mobility and education performance to create the workforce that businesses need to grow; and 6. Secure investment in infrastructure where it will do most to support growth, including providing access to key markets outside of the City Region, unlocking key development opportunities and ensuring that local actions contribute to the overarching goals of the SEP.

BNED LAG engagement with the LEPs is growing and will continue to evolve; opportunities such as the LAG involvement or leadership of CLLD within the Bolsover and North East Derbyshire Area will be monitored, in order to maximise the economic growth within the Area. Engagement and involvement with the SCR Rural Advisory Board, for example, will allow for this dialogue to develop, as will LEP membership of the LAG itself. The Local Authorities that are part of the LAG all attend various meetings within the LEPs, ensuring dialogue across a range of issues. Ongoing discussions with representatives from both LEPs have been held regarding the development of the LDS; the LEPs recognise the focus and synergy of the BNED LEADER LDS and their Letters of Support can be found in Annex B.


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3.4 LOCAL PRIORITIES As identified in section 1.1, Membership, the LAG re-confirmed at its meeting on 17th July 2014 the importance of maintaining a focus on jobs and growth, with the following vision: To develop a vibrant, dynamic and diverse rural economy by engaging local communities in an inclusive rural agenda to increase economic productivity and growth through the sustainable and creative development of rural resources, green infrastructure, the natural environment and heritage assets of the Area. Following consideration of the outcomes of the consultation exercises (as detailed in section 1.5), the LAG’s prioritisation of the measures and how they align with the LEP SEP priorities are as follows, whilst an explanation of how finances are apportioned is identified in section 5: BNED LEADER Priority Alignment with LEP SEP Priorities

Support for micro and small enterprises and farm diversification

D2N2 LEP Activity 1,2,3 SCR LEP Activity 1,2,5

Support for rural tourism D2N2 LEP Activity 1 SCR LEP Activity 1

Provision of rural services D2N2 LEP Activity 1,2,3,4,5 SCR LEP Activity 1,2,3,4,5,6

Support for farm productivity D2N2 LEP Activity 1,2,3,4 SCR LEP Activity 1,2,4,5,6

Support for cultural and heritage activity D2N2 LEP Activity 1,2,3,4,5 SCR Activity 1,2,4,5,6

Support for forestry productivity D2N2 Activity 1,2,3,4 SCR Activity 1,2,4,5,6

Job creation remains the LAG’s priority outcome from the programme. Sustainable employment delivers long term benefits to communities with a diverse economy and sector base providing the foundation for further development, expansion and investment alongside the retention of local labour and creation of career progression routes resulting in thriving, sustainable communities. Experience from the 2007-2013 programme suggests that the breadth of likely jobs to be created will range across sectors (farming, forestry, hospitality, tourism, retail, service and production/processing industries), between part- and full-time and also from minimum/living wage positions to management positions. Whilst the LAG aspires to contribute to the increase of local wage levels and up-skilling of the workforce, it recognises the flexibilities that a local mixed economy can bring, meaning that people wishing to work in certain jobs and hours suitable to their lifestyle can do so without significant travel. The LAG also recognises the benefits from increased productivity and innovation, which make enterprises more sustainable and efficient. This is a lesser priority however due to the prospect that increased efficiency may result in job losses within certain businesses, despite increasing their productivity and sustainability (which may as a result safeguard otherwise at risk jobs within the same business). Economic growth will also be more difficult monitor compared to jobs created and is likely to require a longer period of time in which to monitor, making it a less attractive measure of success. Any business funded under the productivity rationale would have to prove the sustainability to the LAG as part of its application and, ideally, identify where the business model would progress in future in terms of expansion, development or diversification, which may in turn generate job progression opportunities. The LAG sees Support for micro and small enterprises and farm diversification and Support for rural tourism as the key measures in terms of delivering job creation and growth and has prioritised accordingly. Although the consultation found that (using the indicative European Commission preferences at that time) the overwhelming majority of respondents (60.7%) placed promoting social inclusion, poverty reduction and economic development in rural areas as the highest priority, discussions between stakeholders and the LAG ultimately concluded that this was a secondary priority and the Provision of rural services was allocated third place as a result.


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The LAG was encouraged that the stakeholder workshop held on 9th April 2014, and attended by representatives from a wide range of sectoral backgrounds believed that 80% (rather than the DEFRA minimum of 70%, which the workshop felt to be too low) of projects should contribute to jobs and growth. This has been accepted by the LAG and the LDS is structured on that basis. Support for farm productivity was seen as a key area for growth rather than necessarily for job creation for the reasons given above and therefore prioritised over Support for cultural and heritage activity which, whilst adding significant value to the social infrastructure and identity of the Area, has less perceived impact in terms or economic growth. Support for forestry productivity was given the lowest priority due to the modest woodland cover for the Area and experience of interest from forestry businesses in the 2007-2013 BNED LEADER Approach, although it is recognised that the measure has potential for delivering both jobs and growth. More information on the rationale for the prioritisation can be found in section 3.5 which addresses the measures in turn. 3.5 PROGRAMME OF ACTIVITY 3.5.1 SUPPORT FOR INCREASING FARM PRODUCTIVITY Rationale The Area is typified by small to medium sized farms and there is no one predominant farming enterprise. Typically farms are livestock/mixed of which 31.5% are tenanted, the Chatsworth Estate being the largest landowner, with the Welbeck Estate and the National Trust also being major landowners. The LAG recognises that this measure may primarily be focused on growth, rather than job creation, with activity more likely to be concentrated on innovative farming productivity projects, such as the utilisation of new technologies. Although job creation remains the focus of the programme, the LAG, when considering applications will apply understanding of the need for farms to be sustainable and to thrive in current economic markets. The LAG also took advice from its agricultural sector representative that activities relating to water recovery and renewable energy are not a high priority for the Area compared to other elements of potential support from this measure.

Policy Priority

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Programme

Support for increasing farm productivity

0 10,827 24,362 24,362 24,362 24,362 11,363 119,638

BNED LEADER Objective: To enhance the viability and longer term economic performance of the core farming business and encourage more young people into the industry through;

• Improving the overall performance and sustainability of the agricultural holding.

• Investments to support animal health and welfare improvements.

• Processing, marketing and/or development of agricultural products.

Projects will be considered that will improve the economic and environmental performance of agricultural holdings and rural enterprises, improve the efficiency of the agricultural products marketing and processing sector, provide infrastructure needed for the development of agriculture and forestry and support non-remunerative investments necessary to achieve environmental aims. The types of activity that could be eligible for funding include those that will deliver outcomes that produce;

• Improved efficiency of the use of fertilizers and plant production products (e.g. reduced use, equipment, precision agriculture);

• Improvement or establishment of manure storage structures;

• Restructuring and construction of buildings for livestock rearing with new and effective technologies to reduce GHG emissions;


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• Purchase of machinery to, e.g. reduce soil erosion;

• Improved crop storage in order to improve the quality of the product (e.g. specialized storage and handling buildings, provision of ventilation, insulation and refrigeration);

• Capital funding infrastructure for animal housing and equipment where it is related to preventing animal disease

• Innovation in farm techniques to improve productivity4. Support will be available for capital elements of trial techniques such as recording/ analysis tools and equipment.

• Capital start-up costs for new entrants to farming

• Improving bio security on farms

3.5.2 SUPPORT FOR MICRO AND SMALL ENTERPRISES AND FARM DIVERSIFICATION Rationale Towards the latter stage of the previous programme, owing to insufficient funds, the LAG needed to prioritise several projects at an Approval Panel held on 11th October 2012. As a result of this prioritisation two projects which the LAG had approved, could not be funded. The total amount of the two projects was £67,566. In light of this and that the focus of the next programme should be on the creation of jobs, the LAG decided that support for micro and small enterprises and farm diversification is the top priority for the BNED Area. In the previous rural development programme, 81 EOIs were received in respect of micro-enterprises and farm diversification, demonstrating the need for support in this measure within the Area. Of these, 11 projects were approved by the LAG and were awarded funding, 1 for farm diversification and 10 for support and creation for micro-enterprises. The Area contains a high proportion of micro and small businesses which are the backbone of the rural economy. Of the 8,380 businesses in the BNED Area, 7,4915 are small and micro enterprises (89.39%). The majority of these businesses are very small with 0-4 employees. The rural area also contains a relatively small but growing number of community / social enterprises, again with the majority having very few employees. There is real potential here to build on the enterprising nature of communities in the Area using LEADER to support both new initiatives and help develop and grow existing operations. At the Workshop held on 17th July 2014 the LAG determined that increased jobs and growth is a key priority for the LAG and for the LEADER programme overall. The focus on this measure is:

• Business start-up aid

• Construction or establishment of workshops, factories, premises and facilities

• Purchase of equipment (not consumables)

• Processing and marketing of products The creation of jobs and growth is fundamental to the vision set out by SCR and D2N2 LEPs in their Growth Plans6 which include the aspiration to create 70,000 and 55,000 new jobs respectively. Increased jobs and growth is a key priority for the LAG and for the LEADER programme overall.

4 Articles 42- 44 of Regulation (EU) 1305/2013 of the European Parliament and of the Council (EAFRD)

5 BDC & NEDDC Economic Development Departments.

6 SCR Growth Plan 2014 and D2N2 Strategy for Growth 2013-2023

Outputs

Projects 7

Holding benefitting 2

Businesses benefitting 2

Individuals benefitting 5

Jobs created 8

Jobs safeguarded 8


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Policy Priority

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Program

me


0 72,183 135,343 135,343 135,343 101,931 18,046 598,190

BNED LEADER Objective: To stimulate new micro-business development and enable the growth of micro / small enterprises with particular emphasis on businesses and sectors with growth potential. Activities that will be eligible for inclusion in the 2014-2020 rural development programme will include:

• Start-up costs – particularly businesses those that offer future growth potential

• Developing the food and drink sector, including the supply chain and encouraging greater exporting

• Developing micro and small businesses manufacturing themselves and within the sector supply chain

• Developing the creative/cultural and digital/higher technology industries evidencing growth potential

• Developing workspace for business, including refurbishment of redundant buildings to be fit for new business use

The activities above will be assessed to ensure additional outcomes, such as increased productivity, improved efficiencies and wider exporting of goods and services both within the Area and outside.

Outputs

Projects 33

Holding benefitting 12


Individuals benefitting 17

Jobs created 40

Jobs safeguarded 40 3.5.3 SUPPORT FOR RURAL TOURISM Rationale A STEAM Tourism Economic Impact Assessment was carried out in 2011 for both Bolsover District and NE Derbyshire District Councils to understand the economic impact of the tourism sector on the local area. The Area supports 3,258 jobs, attracts 5.4 million visitors of which 5 million are day visitors who spend approximately £32 a day in the local economy. Overnight visitors spend £137 per day. By growing the quality visitor offer through supporting events, festivals, attractions and accommodation it is envisaged that this LEADER programme will develop this thriving sector and attract overnight visitors and the added economic benefits that they bring. Support for rural tourism actions was very successful in the 2007-2013 BNED LEADER programme and delivered the most outputs in terms of job creation. In the previous rural development programme, 34 EOIs were received within this measure and 16 projects were approved by the LAG and were awarded funding. The LAG feels that the potential for job creation both directly and indirectly and the benefits to the surrounding local economy are considerable and will encourage projects that will deliver the following:

• Accommodation upgrades and new development – hotels, B&Bs, hostels, yurts etc

• Shops, catering services, restaurants and cafés

• Use of IT and e-booking systems

• Investment in green infrastructure, such as cycle ways

• Signage and interpretation linked with local food and drink and the natural/built environment


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• Visitor attractions, destination marketing and promotion

• Support for events and festivals, especially existing festivals/events needing capital infrastructure to sustain longevity

Policy Priority

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Programme

Support for rural tourism

0 25,941 51,882 77,822 77,822 31,324 10,376 275,167

BNED LEADER Objective: To develop the visitor offer to enhance the quality, value and further growth potential of tourism to the local economy. Activities to be supported will enhance the tourism offer to create new jobs and increase the sustainability of existing businesses through actions that will result in outcomes that will:

• Increase the quality of tourism and related business.

• Increase the quality of visitors to the Area from low level spending day visitors to high spending overnight visitors.

• Increase the diversity of tourism and related business/infrastructure.

• Increase the number of tourism related jobs in the Area. 3.5.4 PROVISION OF RURAL SERVICES Rationale 40% of the wider stakeholder group Survey Monkey consultation respondents identified that Basic Services and Village Renewal was their most important priority for the BNED Area. The LAG considered this opinion with regard to the result from the Stakeholder Event on 9th April 2014, where local stakeholders noted that they wanted to see a 80% - 20% allocation in terms of job creation and growth rather than the minimum 70% - 30%. As the LAG felt that investment in the provision of local services was less likely to directly deliver growth and job outcomes (through actions which would more likely promote social inclusion and poverty reduction), it allocated the measure just short of 10% of the budget. Ensuring community access to key services is important. Community facilities such as village halls, pubs and churches play an important role in providing a base for other services in rural communities, such as childcare provision and post offices. The LAG will encourage initiatives which enable new services to be provided in rural communities that fill gaps in current provision and will include:

• Plans for the development of municipalities and villages in rural areas and their rural services

• Creation, improvement or expansion of all types of small scale infrastructure including investments in renewable energy

• Setting-up, improvement or expansion of essential rural services for the local community

• Investments in premises supporting leisure activities

• Investments in the establishment, extension and modernisation of basic services provision facilities (e.g. local markets, community centres for social activities, etc.)

BNED LEADER Objective: To enable communities to provide services to maintain and enhance our rural areas as vibrant places for people to live and work in. Applications will be invited from projects that will improve rural service delivery to create new jobs and increase the sustainability of rural services through actions which provide:

• investments in premises supporting leisure activities

Policy Priority

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Programme

Provision of rural services

0 10,827 32,482 32,482 32,482 28,073 7,218 143,566


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• investments in the establishment, extension and modernisation of basic services provision facilities (e.g. local markets, community centres for social activities, etc.)

• investments in innovative service delivery projects e.g. linked with alternative means of public transport systems or active ageing

• signposting of touristic sites

• construction and modernisation of tourism information centres, visitor information and guidance

• construction of shelters and safety facilities linked to soft-tourism

• establishing of e-booking systems for tourist services

• development of soft tourism with its basic strong features (small scale, locally specific product, local ownership and labour, local business linkages, strong social-cultural affinities, limited negative environmental impact)

Outputs


Villages, communities benefitting 7

Population benefitting 14,357

Jobs created 10

Jobs safeguarded 10 3.5.5 SUPPORT FOR CULTURAL AND HERITAGE ACTIVITY Rationale The previous programme saw very little take-up of this form of activity. Whilst the LAG understands the benefits that can be delivered through growth in this area, the focus for the next programme is to be on job creation. In the previous rural development programme, 12 EOIs were received within this measure and only 3 were approved and funded. The LAG therefore ranked this measure as fifth in terms of importance and decided on a 3% allocation of project expenditure. Culture and heritage are an important aspect of defining an area and giving it a unique identity to attract individuals to live and work there and also to attract visitors to boost the local economy. It is important that the investment in this activity not only pulls together the importance of the Area, but also links to how this can drive the rural economy of the Area. The area has rich heritage, ranging from Neolithic sites such as Creswell Crags and the Archaeological Way to communities linked to the industrial revolution and railway development. Many communities still hold annual village fetes and fairs, often linked to Derbyshire’s renowned and unique culture of Well-Dressing. Overarching focus will be given to:

• Enhancement, restoration and upgrading of the cultural and national heritage of villages and rural landscapes and high nature value sites

• Conservation of small scale built heritage

• Enhancement of cultural and community activities and investments to enhance venues providing cultural and heritage activity Policy Priority

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Programme

Support for cultural and heritage activity

0 2,707 7,218 7,218 7,218 7,218 4,311 35,891

BNED LEADER Objective: The objective is to raise the profile and local pride of the Area by developing opportunities through the Area’s green infrastructure, natural environment and heritage to create high quality leisure, recreation and business enterprises which will support new jobs and stimulate the economy. This will involve community groups, alongside environmental and heritage organisations, sharing their skills and knowledge for the benefit of the communities and local area.


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Small community based organisations will be encouraged to develop projects to improve the environment, boost biodiversity and enhance the green infrastructure across the Area. Larger organisations will need to demonstrate partnership working with smaller community groups and share best practice in environmental and conservation activities such as training as a project outcome. Activities that could be supported will include

• restoration of natural ecosystems including high nature value areas

• restoration or creation of wilderness areas

• territorial studies for the design of local agri-environmental measures and information actions on agri-environmental measures

• information and awareness raising activities, e.g. visitors centres in protected areas, publicity actions, interpretation and thematic trails

• conservation of small scale built heritage (chapels, bridges, public amenities, etc.)

Outputs

Projects 1

Facilities benefitting 1

Population benefitting 3,589

Jobs created 0*

Jobs safeguarded 0* *Following detailed discussion at the LAG workshop on 17

th July, the group felt that job creation within this measure

was less realistic although it will be encouraged as much as possible.

3.5.6 SUPPORT FOR INCREASING FORESTRY PRODUCTIVITY Rationale Of the total BNED Area (approximately 43,600ha), forest, woodland and wooded areas comprise approximately 4,300ha of which 403ha are classified as Public Forest Estate7. Over 57% of the total woodland area is unmanaged. A map showing the woodland cover of the Area is shown below. Whilst the support for forestry productivity is a programme priority, the responses from the consultation exercise undertaken with Survey Monkey indicated that this activity is the lowest priority for the BNED Area – only 3.7% of respondents placed this measure as the highest priority. This view was reflected by the LAG at the workshop on 17th July 2014. The LAG further acknowledged the difficulty in identifying woodland businesses and the areas of operation and felt that the measure would deliver more in terms of growth rather than the creation of new jobs. The LAG will encourage applications from projects that will deliver the following outcomes;

• New forestry technologies, processing, mobilising and marketing of products

• Enhanced forestry potential or, relating to processing, mobilising and marketing thereby adding value to forest products

• Support for the development of wood fuel supply chains

Policy Priority

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Programme

Support for increasing forestry productivity

0 1,805 4,511 4,511 4,511 4,511 4,077 23,928

7 Forestry Commission data – yield estima 21 July 2014


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BNED LEADER Objective: To develop the sector locally to increase productivity and to assist producers to add value to woodland products. Activities that could be supported will include those carried out by a forest or woodland holder that entail;

• Purchase of equipment – winch, chippers etc

• Production of wood fuel – firewood, charcoal

• Timber products

• Forest and Woodland management

• Small scale capital investment to increase the supply chain and add value to products through activities not supported through the main RDPE programme

Support for increasing forestry productivity outputs No

Projects 4

Forests, woodlands, holdings benefitting 4

Jobs created 2

Jobs safeguarded 2

Woodland in BNED Area – denoted in green:


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3.6 ACTION PLAN

Below is the initial ‘action plan’ which demonstrates how priorities will be translated into activity. Subsequent years will follow a similar pattern with the exception of interim evaluation work in 2017 and End of Programme evaluation in 2020/21

Date Milestone Rationale Lead

Sep-Oct 14

Commence recruitment of MSO.

Advertise for MSO via NEDDC processes to ensure full staffing of LEADER team for programme delivery.

SPCO PO

Attend sector meetings (Eckington Town Group, Young Farmers Club, Peak Borders Tourism Forum) Stakeholder meeting/event Invitation to projects to bid

Generate interest within the Area within all sector groups and invite informal EOIs to enable immediate start to programme in Jan 2015.

Nov 14 DEFRA decision. LAG meeting to consider DEFRA offer.

- DEFRA PO

Dec 14

DEFRA contract signed. Recruit MSO. Agree publicity and promotion action plan. Update Website, Social Media following receipt of new National Operational Manual. Attend Sector meetings (Eckington Town Group, Young Farmers Club, Peak Borders Tourism Forum) Identify appraisers

Formalise programme. Ensure programme fully aligns with National Operational Manual. Generate interest within the Area within all sector groups and invite informal EOIs to enable immediate start to programme in Jan 2015.

LAG Chair NEDBD Ltd PO

Jan – Mar 15

Initial publicity and promotion Attend sector meetings (Eckington Town Group, Young Farmers Club, Peak Borders Tourism Forum) Stakeholder meeting/event Invitation to projects to bid Approval Panel Training of MSO – ROD Training of PSO and MSO – CAP-D Training of appraisers Induction for new LAG members

Generate interest within the Area within all sector groups and invite EOIs.

PO

Apr 15 onwards

Contract projects Monitor projects Process grant claims Invitation to projects to submit EOIs Attend sector meetings as above.

Generate and maintain momentum of the programme.

PO MSO

2015 2020 5 per year LAG meetings 1 per year Stakeholder meetings 2 per year Newsletters and press releases as required 4 per year Prepare and submit Management and Administration claims to DEFRA

Programme Approval panels as required Programme Attend sector meetings Programme Attend DEFRA, RPA, RDT meetings


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Oct/Nov annually

Review progress, consider changes required and prepare detailed programme for succeeding year

2017 Interim Evaluation 2019 Detailed Forward Strategy in place 2020 Implementation of Forward Strategy

2020/21 End of Programme evaluation 3.7 TARGETS, RESULTS AND OUTPUTS

Support for increasing farm productivity outputs Unit Cost (£) No of outputs

Projects 16,666 7

Holding benefiting 50,000 2

Businesses benefitting 50,000 2

Individuals benefitting 25,000 5

Jobs created 15,000 8

Jobs safeguarded 15,000 8 Micro and small enterprises and farm diversification outputs

Unit Cost (£) No of outputs

Projects 18,016 33

Holding benefitting 49,136 12


Individuals benefitting 36,000 17


Jobs safeguarded 15,000 40

Support for rural tourism outputs Unit Cost (£) No of outputs

Projects 22,000 13

Existing tourism activities supported 22,000 13

New tourism activities supported 22,000 13

Additional overnight stays 108 2,548



Provision of rural services outputs Unit Cost (£) No of outputs


Villages, communities benefitting 21,460 7

Population benefitting 10 14,357



Support for cultural and heritage activity outputs Unit Cost (£) No of outputs

Projects 30,000 1

Facilities benefitting 32,000 1

Population benefitting 10 3,589



Support for increasing forestry productivity outputs Unit Cost (£) No of outputs

Projects 6,000 4

Forests, woodlands, holdings benefitting 6,000 4




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The unit costs shown above have been derived from the performance of the 2007-2013 BNED LEADER programme. The unit cost for job creation in all of the measures also takes account of the unit cost applied to job creation within the LEPs Regional Growth Fund outcomes of £15,000. The unit costs for projects have been calculated using the average cost per project within the relevant measure in the last programme. E.g. there was only one funded project in the last programme that entailed forestry activity and the project grant total (for machinery) was £6,000. Following the guidance by DEFRA on 14th August 2014 regarding policy priorities and outputs, the table template issued with the guidance is completed and attached at Annex A. 3.8 SUSTAINABILITY APPRAISAL The LAG has undertaken a sustainability appraisal to ensure that the programme delivers sustained long term benefits to the Area (a copy can be provided upon request). The LDS supports and enhances the social, economic and environmental sustainability of the Area in various ways and will assess projects on their ability to add value to the ‘local offer’ (such as a forestry management project supplying local retailers with wood-fuels), and avoid operating in isolation (such as developing a footpath with no links to the network of local attractions, shops or employment areas):

• Social: seeking to ensure that residents and communities are helped to address the issues and problems they encounter so that they become more self-reliant:

o Communities engaged will be signposted to the range of local support networks such as Rural Action Derbyshire, the Council for Voluntary Service, Community Voluntary Partners, Parish, District, and County Councils, other funding streams and support agencies to ensure entrenchment of their activity within the wider locality and avoiding operating in isolation.

o Employment of local people will be promoted and emphasised, to maintain a thriving local economy which links to local economic spend and community well-being and sustainability.

• Economic: ensuring businesses and initiatives which are supported through the programme are viable and self-sustaining in the longer term:

o The LAG will use its experience of developing local economic clusters, such as reasonable proximity of farm shops, which together generate a greater attraction for customers and visitors than if more isolated. Conversely, assessments will be made on a case by case basis in terms of projects not duplicating activity or destabilising existing businesses.

o In an extension to the above, a projects positive impacts on supply chain networks will be seen as a strength, particularly where suppliers (from a range of sectors) are local businesses which can in turn grow as secondary beneficiaries from the LEADER grant.

• Environmental: ensuring that successful projects and initiatives have no or little negative environmental impact, mitigate for best practice in energy usage and preferably contributing to environmental improvement:

o As part of its appraisal and approval deliberations, the LAG will consider impacts to air and water quality, biodiversity and green infrastructure, climate change adaptation and flood risk, climate change mitigation and energy, historic environment, housing land (including agricultural land, brownfield land and contaminated land), landscape and transport.

3.9 PROPOSED CO-OPERATION ACTIVITY Consideration will be given to exploring the options for co-operation projects with other LAGs, both Inter-Territorial and Trans-National. The type of projects to be considered will be determined once the programme commences. However, appropriate joint marketing activities with neighbouring LAGs will be undertaken to ensure the message to beneficiaries is consistent and joint meetings and presentations will be shared therefore reducing costs. Potential themes for co-operation activity could include

• Joint marketing with neighbouring LEADER groups

• Project around heritage and tourism

• Project around raising the profile of an ‘unknown’ area


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• Developing a forward strategy.

• Exploring cross-border forestry industry development with Forestry Commission, Natural England and The National Forest Company.

Following local discussions with the Forestry Commission, there is interest from East Midlands based Local Action Groups to explore the potential of a coordinated response to supporting the forestry sector. It is anticipated that this approach could benefit from a single point of contact for the Forestry Commission (alleviating capacity requirements of working across a number of LAGs), joint branding and promotional events / activity, shared technical knowledge, common eligibility criteria and the encouragement of collaborative activity across LAG boundaries (such as machinery rings, and joint storage facilities). Due to the diverse and specialist nature of the sector it is thought that this type of ‘umbrella’ approach could add value and potentially deliver efficiencies above and beyond that of a number of smaller programmes being developed in relative isolation. The BNED LAG will assess this opportunity on its merits should the proposal develop, and engage subject to clear outcome benefits and transparency over how the processes and administrative costs will be facilitated.

4. MANAGEMENT AND ADMINISTRATION 4.1 ACCOUNTABLE BODY North Eastern Derbyshire Business Developments (NEDBD) Ltd will continue to act as the Managing Partner (as first appointed 3rd December 2007), overseeing the delivery of the programme in accordance with the National Operational Manual. NEDBD Ltd is a registered company limited by guarantee established in 1993 to act as the operating company for regeneration funding directed to the North Eastern Derbyshire area (Bolsover, Chesterfield and North East Derbyshire). NEDBD Ltd’s registered address is Commerce House, Canal Wharf, Chesterfield, S41 7NA, with most transactions undertaken at its secondary base at NEDDC (Council House, Saltergate, Chesterfield, S40 1LF). Company members include district and county councils, private sector and voluntary/ community sector organisations, who oversee the operation and financial probity of the company, ensuring that annual accounts and audits are undertaken. The NEDBD Ltd Board meet as necessary, and also operate by written procedure between meetings should urgent decisions be needed. NEDBD Ltd has a dedicated place at the LAG to ensure it is engaged at the operational level.

NEDBD Ltd has successfully operated as Accountable Body for the 2007-2013 BNED LEADER Approach, the CHART Single Regeneration Budget (SRB) Scheme for rounds one and four, totalling £14.5 million, a Tourism Action Plan through the European Regional Development Fund (ERDF), Staveley Neighbourhood Management Pathfinder Programme (£3.3 million), and various other smaller projects. It is currently the Local Trusted Organisation for the Grassland Hasmoor...Big Local programme. The independent SRB Evaluation undertaken in November 2004 directly praised the role of NEDBD Ltd, particularly how it managed the Scheme and engaged with partners.

The officer duties of NEDBD Ltd are undertaken as an in-kind contribution from partners. The Board (who are senior officers from partner organisations) elect a chair from their membership. In addition it has a Company Secretary (Company Secretary of DNCC) and Executive Officer (NEDDC Strategic Partnership Co-ordinator). Financial management services are provided by NEDDC, whilst independent auditors are appointed to undertake the annual audit. All NEDBD Ltd payments must be authorised by nominated NEDBD Ltd personnel - these are the Executive Officer and specific Board Members. Whilst adhering to the DEFRA guidance of any given time regarding programme delivery, NEDBD Ltd appreciates the need for flexibility to reflect any changes proposed and expected by DEFRA during the lifetime of the programme, implementing changes to process and operations as directed.


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4.2 PROJECT DEVELOPMENT AND ASSESSMENT PROCEDURES NEDBD Ltd will ensure full adherence to the guidance from the DEFRA RDT and appropriate relevance to the LDS priorities and RDP Programme Document regarding to the selection of projects funded through the programme. The BNED LEADER Programme Officer and Monitoring & Support Officer (the LEADER Programme Team) will facilitate the promotion, guidance, appraisal, approval, monitoring and payment processes, including potential for appeals. The separation of duties within the LAG decision making process is critical to ensure there is no duplication or conflict of interest in the process. To ensure transparency within the approval process, a register of interests will be maintained, updated on an annual basis. At the start of each LAG meeting members will be asked to declare any interest they may have in any of the agenda items or projects under consideration. A similar list will be maintained for all personnel involved in undertaking appraisals. The LAG will use a two-stage application process which was successfully implemented in the 2007-2013 programme. Firstly, submission of an Expression of Interest (EOI); if this is approved the applicant will be invited to submit a Full Application Form. In addition, a rolling application process will be used – projects will be able to bid as and when they are ready – rather than having bidding rounds with deadlines. This will enable flexibility for the applicants and also the LAG and its LEADER Programme delivery team. In summary the separate functions are identified as: 4.2.1 FACILITATION The LEADER Programme Team will lead the animation activity of the programme, working to ensure full community participation in the delivery of the LDS by facilitating a range of ongoing information, guidance and awareness raising activities targeted to a broad range of stakeholder groups within the locality. Where possible and appropriate, partner agencies which can add expertise and value will also be involved (such as the Destination Management Partnership or Economic Development Teams). Upon receipt of an Expression of Interest a member of the LEADER Programme Team, with no conflict of interest, (although usually the Programme Officer) will undertake all initial application checks, ensuring that the proposal is eligible, reasonable and is submitted by a reliable applicant, meeting RDPE selection criteria, state aid and other obligatory standards. Based upon the EOI and discussions with the applicant, an endorsement recommendation will be made to the LAG by the Programme Officer/ Monitoring & Support Officer. Only LAG Members with no conflict of interest may vote in the endorsement decision. 4.2.2 APPRAISAL Full applications will be passed to trained officers from partner agencies and the Monitoring & Support Officer to undertake technical appraisals, following assessment of any conflict of interest. Accountable Body members who are involved in endorsing payments or LAG Members do not undertake appraisals. The appraisal is undertaken as a comprehensive analysis of the project in line with HM Treasury Green Book and National Operational Manual principles, assessing against programme criteria to ensure that it provides value for money, deliverability and appropriateness to the LDS before funding is committed. Following confirmation of the appraiser recommendation, the application is passed to the DEFRA RDT to assess appropriateness prior to presentation to the LAG Approval Panel for formal consideration. 4.2.3 APPROVAL LAG Members with no conflict of interest consider the appraisal recommendations and DEFRA RDT comments prior to confirming their formal decision on whether to commit programme funding. The Programme Team will facilitate this meeting, ensuring that it is quorate and recording all decisions, conflicts of interest and ensuring formal sign-off by the LAG Chair. See 4.2.5 for appeals process. 4.2.4 CONTRACTING Following formal LAG approval, the Programme Team will be responsible for preparing the grant offer letters to applicants in accordance with the National Operational Manual. Offer letters are signed by authorised Accountable Body representatives not involved in the development, appraisal or approval stages. The next stage for approved projects is claims and payments, as identified in section 4.3, below.


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4.2.5 APPEALS Applicants have one opportunity to appeal a LAG decision to reject a bid, reduce its amount approved or to apply specific additional conditions to the grant offer. Appeals would be presented by the Programme Officer to a LAG meeting, which would reconsider the application. The Programme Officer would inform the applicant of the outcome of the appeal; if successful, the offer letter would be presented as appropriate, whilst applicants making unsuccessful appeals would be informed of the outcome. 4.2.6 INTERNAL PROCESS REVIEW As part of the ongoing quality control checks, an Accountable Body officer, likely to be the Partnership Support Officer, will undertake examinations of a representative sample of the projects, to ensure that correct procedures are being carried out by all involved parties. The checks will examine a range of processes including the Expression of Interest, appraisal, approval/refusal of projects and management of conflicts of interest within the LAG, Accountable Body and appraisers. 4.3 CLAIMS AND PAYMENTS Claims and payments form part of the robust monitoring process which will be primarily undertaken by the Monitoring & Support Officer, or the Programme Officer should there be potential conflicts of interest. Adhering to the National Operational Manual, monitoring will ensure the clarity and accuracy of claims and project progress reports and include targeted inspections, meetings and correspondence as required, as well as assessment of random samples. To maximise the measure of grant impact, monitoring will be undertaken until at least project completion, although may, as appropriate, be extended. All monitoring data will be retained according to the National Operational Manual, recognising that compliance inspections may be undertaken up to 5 years from the date of the final grant payment. Monitoring will be reported to the NEDBD Ltd Executive Officer, with progress, discrepancies or irregularities, and then discussed with the LAG as appropriate, referring to DEFRA or the RPA for further guidance if required. The latter will particularly be the case should there be variation requests in relation to grant levels, ownership and sale of business or purchased items and if the business ceases to trade. Unsatisfactorily evidenced claims will not be paid. Claim payment will only be made to projects who have a) returned an offer letter signed by an authorised signatory, and b) provided evidence of payment of agreed and eligible activity. Following scrutiny of claims received, the Monitoring & Support Officer will undertake the calculations and checks of grants to be paid to projects and ensure that projects maintain a register of assets in DEFRA’s approved format. Subject to this scrutiny, payment recommendations will be made to NEDBD Ltd, which will allocate an authorised signatory not involved in previous phases of application/appraisal/approval and with no conflict of interest to sign off the claims for DEFRA/ RPA processing. 4.3.1 DATA AND IT SECURITY All electronic and hard copy data relating to programme delivery will be retained in line with the National Operational Manual and the BDC, NEDDC and Rykneld Homes Information Security Policy (updated and approved in June 2014). Provision will be made to retain information relating to projects (e.g. claims, applications and approval evidence) and delivery (such as management and administration claims and evidence) for at least 10 years. All LEADER IT data is accessed from the NEDDC IT server based at Council House, Saltergate, the main NEDDC Office. Access to the Server Room is restricted by proximity cards and keypad access to NEDDC ICT staff and caretakers, and is in the non-public area of the building, controlled by key pad access. Email is backed up fully each night; user data (shared data drive and My Documents) has a full weekly backup with daily incremental backups. NEDDC ICT is certified as being Public Service Network (PSN) compliant and meets the criteria for the Government Connect ‘Code of Conduct’ which is a set of stringent security requirements to allow participation in secure electronic communication between public bodies. PSN compliance is the key criteria for any processing of or connection to Government data; NEDDC’s certification is up to Impact Level 2(IL2) - only County and Unitary Councils require a higher level due to the volume and nature of data they hold (such as Adult and Children Social Care information). NEDDC also has full Disaster


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Recovery infrastructure in place (established 2010), with backup facilities based off-site at Pioneer House, an NEDDC property with the same high level of security as identified for Council House, above. The LEADER files will be set up with restrictions so that only the nominated officers can access the data. This will primarily be the LEADER Staff and nominated individuals such as Strategic Partnership Co-ordinator (line manager). Microsoft Excel will be used to manage the funding and output elements in tandem with ROD and CAP-D. This will be supported with secured paper files stored in lockable cabinets in non-public NEDDC offices in sections of the building controlled by key pad access. 4.3.2 ACCOUNTS All programme management and administration expenses, such as those relating to LAG staffing, animation and running costs, will be recorded on the NEDDC/BDC Civica accounting system. All accounts information (hard copy and electronic) will be stored as detailed in 4.3.1 above and be available for any DEFRA or RPA audit as required. 4.4 COMMUNICATIONS AND PUBLICITY As a working document, the Communications Strategy will direct how the LAG’s offer will be communicated; what stakeholders/sectors will be targeted; how the LAG will be inclusive to participants and partners; and how risk will be mitigated such as low take-up or unsuccessful applicants discussing negative views about the programme etc. The LAG will develop and update its Communications Strategy in line with additional guidance and expectation identified in the National Operational Manual once received, taking specialist in-kind guidance from the Bolsover District and North East Derbyshire District Council Communications Team. Specific reference will be made to the requirement of project publicity to acknowledge the contribution and involvement of the LEADER programme and European funding. The Strategy will ensure that all communications, press releases and publicity are accessible to all audiences. The Programme Officer will be responsible for:

• ensuring content is accurate and up to date on all documents and information;

• assisting in the promotion of individual activities within the programme from project commencement to engage interest from identified target groups;

• working with the Councils’ Communications Officer to provide news items, press campaigns, news publications and case studies at both Bolsover District and North East Derbyshire District Councils.

The dedicated BNED LEADER website (www.bned-LEADER.co.uk) will be used to promote and publicise the Rural Development Programme and will contain all relevant information and documentation.

Instant Karma Brewery, Countryside Alliance Midlands Champions 2014 –

Start-up Award

Canine Country Club, International Green Apple Awards 2014 – Built

Environment Award


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5. FINANCIAL PLAN 5.1 EXPENDITURE FOR EACH YEAR BY MEASURE

Expenditure Forecast (£)

Financial Year Total programme Policy Priority 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21


0 10,827 24,362 24,362 24,362 24,362 11,363 119,638


0 72,183 135,343 135,343 135,343 101,931 18,046 598,190

Support for rural tourism 0 25,941 51,882 77,822 77,822 31,324 10,376 275,167

Provision of rural services 0 10,827 32,482 32,482 32,482 28,073 7,218 143,566

Support for cultural and heritage activity

0 2,707 7,218 7,218 7,218 7,218 4,311 35,891


0 1,805 4,511 4,511 4,511 4,511 4,077 23,928

Total Project Spend 0 124,290 255,799 281,739 281,739 197,420 55,392 1,196,380

Running costs and animation

11,642 41,830 41,830 41,830 41,830 41,830 41,830 262,620

Grand Total

11,642 166,120 297,628 323,569 323,569 239,249 97,222 1,459,000

5.2 OVERALL FUNDING PROFILE The overall RDPE funding profile, which does not include any match funding, is therefore;

Financial Year Total programme 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

11,642 166,120 297,628 323,569 323,569 239,249 97,222 1,459,000

Match funding for private sector projects will be determined following the publication of grant intervention rates per measure in the National Operational Manual. 5.3 USE OF GRANTS, PROCUREMENT OR OTHER TYPE OF FINANCIAL SUPPORT Bolsover District Council has confirmed a cash contribution of £9,168 towards the administration and management budget of the programme, whilst North East Derbyshire District Council has dedicated staff time from existing resources. Further support will be provided in-kind by Bolsover District Council and North East Derbyshire District Council in respect of office accommodation, officer and departmental time (Finance, Internal Audit, Procurement, Human Resources, ICT, Communications, Economic Regeneration and Planning).See section 1.3 for more details.


Annex A LEADER Policy Priorities and Outputs Table8

LEADER Policy Priority

RDPE expenditure per FTE job created

(£)

Average RDPE

grant size (£)

Relevant CMES output indicators

for LDS application

End of programme forecast (by

December 2020)


61,011 29,884

Total RDPE expenditure 119,638

Number of projects supported 4.0

Jobs created (FTE) 2.0


11,931 19,951




Support for rural tourism

32,477 31,764




Support for culture and heritage activity

55,991 28,165




Provision of rural services

33,272 23,378





77,045 21,788




The outputs shown above are based on the RDP expenditure unit costs as provided by DEFRA. The comparative table shown at paragraph 3.7 details the comprehensive list of outputs per measure that the LAG predict will be delivered based on the indicative allocation of funding for the next rural development programme. These have been calculated using the average unit cost per project output within the relevant or nearest measure in the last programme.

8 Table template and RDPE expenditure issued by DEFRA 14

th August 2014.


Annex B