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Arwain Sir Benfro PAVS Funding Fair Nov 2015
- 1. LEADER 2014 - 2020 ARWAIN SIR BENFRO
- 2. Community Participation Integrated Innovative Networking Locality-based Co-operative Brings organisations together in partnership
- 3. Aelodaeth yn cynrhychioli 3 sector: Cyhoeddus, Preifat a Sifil Cyfrifoldeb dros gyflawni Strategaeth Datblygu Lleol lwyddiannus. Rôl o ddewis gweithgareddau LEADER. Membership is 3 sector representation: Public, Private & Civil Responsible for the successful delivery of LDS. Role of selecting LEADER activity. GRŴP GWEITHREDU LLEOL LOCAL ACTION GROUP
- 4. Ychwanegu gwerth at hunaniaeth leol ac adnoddau naturiol a diwylliannol. Hwyluso datblygu cyn-fasnachol, partneriaethau busnes a chadwyni cyflenwi byr. Archwilio ffyrdd newydd o ddarparu gwasanaethau lleol sy’n anstatudol. Ynni adnewyddadwy ar lefel gymunedol. Manteisio ar dechnoleg ddigidol. THEMÂU LLYWODRAETH CYMRU WELSH GOVERNMENT THEMES Adding value to local identity, cultural and natural resources. Facilitating pre-commercial development, business partnerships and short supply chains. Exploring new ways of providing non statutory local services. Renewable energy at community level. Exploitation of digital technology.
- 5. Cyfle Cyfartal Datblygu Cynaliadwy Threchu Tlodi ac Allgáu Cymdeithasol THEMÂU TRAWSBYNCIOL CROSS CUTTING THEMES Equal Opportunities and Gender Mainstreaming Sustainable Development Tackling Poverty and Social Exclusion
- 6. Consultation process Arwain Sir Benfro to prepare Strategy Appraisal of Strategy by W.G. Decision on Strategy by W.G. Begin LEADER activity Y BROSES PROCESS Proses ymgynghori Arwain Sir Benfro i baratoi Strategaeth Ll.C. yn arfarnu’r Strategaeth. Ll.C. yn penderfynu ar y Strategaeth Dechrau gweithgarwch LEADER
- 7. Hyfforddiant /Training What can LEADER support? Mentora/ Mentoring Astudiaethau Dichonoldeb/ Feasibility Studies Animeiddio /Animation Hwyluso/ Facilitation Gwerthuso/ Evaluation Prosiectau Peilot/ Pilot ProjectsDIM CYNLLUNIAU GRANT / NO GRANT SCHEMES Beth all LEADER ei gefnogi?
- 8. O FUCHOD I DORFEYDD CYSYLLTU TREFTADAETH Â MENTER YN NHŴR RHEOLI CAERIW CHERITON FROM COWS TO CROWDS LINKING HERITAGE TO ENTERPRISE AT CAREW CHERITON CONTROL TOWER
- 10. RHWYDWAITH TYFU CYMUNEDOL, RHWYDWAITH AMAETHYDDIAETH GYNALIADWY SIR BENFRO COMMUNITY GROWING NETWORK, PEMBROKESHIRE SUSTAINABLE AGRICULTURE NETWORK
- 11. MENTER ENTERPRISE Rhwydwaith Busnes Sir Benfro
- 13. CYDWEITHREDU TRAWSWLADOL YCHWANEGU AT WERTH TWRISTIAETH GYMUNEDOL TRANSNATIONAL CO-OPERATION ADDING VALUE TO COMMUNITY TOURISM
- 15. CYMUNEDAU GWLEDIG LLYWODRAETH CYMRU – RHAGLEN DATBLYGU GWLEDIG 2014-2020 WELSH GOVERNMENT RURAL COMMUNITIES – RURAL DEVELOPMENT PROGRAMME 2014-2020 Investment Measures Agri-environment & Climate Local Development MeasuresHuman and Social Capital Welsh Government Rural Communities Rural Development Programme 2014-2020 Co-operation & Supply Chain Co-operative approaches covering services, business, tourism, community, environment and climate Rural Business Investment Grant Capital investment in non- agricultural businesses Farm and Forestry Infrastructure Scheme Forestry roads, hardstandings etc. Forest Monitoring and Risk Management Disease monitoring and associated actions Rural Business Advisory Scheme Advice to non-agricultural businesses Timber Business Investment Scheme PMG type scheme for timber industry Farming Connect Successor enhanced programme Rural Community Development Fund Regeneration including broadband, community transport, renewable energy, child care, financial inclusion, social inclusion Food Business Investment Scheme Successor to PMG Young Farmers Start- up Scheme Replacement for YESS LEADER Successor programme targeting pilot projects, pre-commercial development and innovation Sustainable Production Grant Strategic capital investments on farm Glastir Entry, Advanced, Commons, Habitat Networks, Small Grant Scheme, Organics Rural Business Start-up Start-up aid for non- agricultural businesses Glastir Woodlands Creation, management (inc. plans), area payments, restoration European Innovation Partnership Developing practical research linking academia and industry Technical Assistance
- 16. LEADER 2014 – 2020 ARWAIN SIR BENFRO
Editor's Notes
- Thanks for invitation to speak. PLANED have been facilitating development of the LAG and were formally appointed as the Lead Body by the LAG in July last year Today – talk about the LEADER process, the timeframe and the process by which decisions are made. Local Development Strategy still in draft form and will be until WG sign off – expected this week (I’ll talk more about this)
- Since it was launched in 1991 by the European Commission as a Community Initiative, the LEADER local development approach has been providing rural communities in the EU with a method for involving local partners in shaping the future development of their area. For 2014 to 2020 CLLD (LEADER) will remain a mandatory part of the Rural Development Programmes funded by the EAFRD and a possible option under the European Regional Development Fund (ERDF), the European Social Fund (ESF), and the European Maritime and Fisheries Fund (EMFF). In order to ensure coherence of integrated LDS and actions, common rules are to be applied for these funds under the "Common Strategic Framework". ‘What is the LEADER rural development methodology? – ENRD website says: ‘LEADER’ is the term used to describe a special type of local development approach for rural areas. The name LEADER comes from the French abbreviation for ‘Liaison Entre Actions pour le Development de L'Economie Rurale’ (which roughly translates to ‘links between actions for developing the rural economy). LEADER’s approach involves a rural development methodology based a number of core components including partnership, ‘bottom-up’ territorial development, innovation and cooperation. LEADER methodologies are implemented by local area partnerships which bring together public, private and civil society sector organisations. A LEADER partnership is known as a Local Action Group (LAG). Each LAG has a Local Development Strategy (LDS) which contains a set of rural development actions and objectives that have been suggested by local communities in the LAG territory. All LAGs are required to prepare a Local Development Strategy (LDS) before they start distributing European Agricultural Fund for Rural Development funds (EAFRD) to LEADER projects. The LDS involves an in-depth analysis of a LAG territory to identify what local people believe is most important for the development of their area. The LDS also clarifies what issues the rural population considers to be the main challenges that LEADER funds should be used to tackle. A considerable amount of community consultation is required to produce a LDS and the procedure helps to provide the LAG with a built-in ‘bottom-up’ direction for their LEADER work – drawn from our events and community action plans. The key advantages of the LEADER approach are: Local people have a better knowledge of local challenges that need to be addressed and the resource and opportunities available. They are able to mobilise local resources for the development process in a way that does not happen with traditional "top-down" approaches. This gives local people a greater sense of ownership and commitment to the projects, which in turn allows them to make the best of their local assets. The approach can help develop trust and positive working relationships amongst the local community and businesses.
- The Local Action Group (LAG) functions The LAG will be made up of a group of natural persons who represent businesses, local organisations, public authorities and other representation of local civil society; this will include a representative from the selected “administrative body”. The European Commission has outlined the functions of a Local Action Group (LAG): building the capacity of local actors to develop and implement operations including fostering their project management capabilities; drawing up a non-discriminatory and transparent selection procedure and objective criteria for the selection of operations, which avoid conflicts of interest, ensure that at least 51 % of the votes in selection decisions are cast by partners which are not public authorities, and allow selection by written procedure; ensuring coherence with the local development strategy when selecting operations, by prioritising those operations according to their contribution to meeting that strategy's objectives and targets; preparing and publishing calls for proposals or an ongoing project submission procedure, including defining selection criteria; receiving and assessing applications for support; selecting operations and fixing the amount of support and, where relevant, presenting the proposals to the body responsible for final verification of eligibility before approval; monitoring the implementation of the local development strategy and the operations supported and carrying out specific evaluation activities linked to that strategy. The LDS will be a “living” document that will need to be re-assessed to ensure it meets the needs of the community. The LAG will also need to show similar flexibility and adopt new responsibilities and adapt its membership to reflect changes. The LDS will need to have targets that are set and monitored by the partnership. LAGs will need to convince the Welsh Government on an annual basis that they can successfully achieve agreed financial and monitoring targets. This will enable their indicative allocations to be retained, if this allocation system is agreed by prospective LAGs. The LAG membership will need to evolve to meet the changing needs of the area and the priorities of the strategy. It must be inclusive, i.e. composed of partners coming from different sections of the local community: public sector, private sector and civil society and reflect the nature and focus of the strategy. The involvement of the private sector is crucial to ensure sustainable projects and provide match funding for projects as appropriate. A clear terms of reference in place. Will come back to our membership at the end
- Basis of LDS: Welsh Government has set out a broad framework of thematic options for the next RDP, with LAGs being able to choose more than one option to reflect the needs of their area. This will ensure the alignment of LEADER resources to the key priorities without disabling the function of LAGs as a tool for governance, enabling communities to contribute and stimulate innovation from a grass-roots level. Each LDS in Wales will need to show how one or more of these priorities are to be met for each of the proposed activities.’ 5 year programme. Based on a currently provision indicative allocation and unknown start date. LEADER methods are normally non-prescriptive and so difficult to ‘fit communities in boxes’ prior to animation. Need to integrate these Adding Value – £663,750 Facilitation of pre-commercial development – £995,625 Exploring new way of providing non stat local services – £995,625 Renewable energy at a community level – £331,875 Exploitation of digital technology – £163,258 (but should cross cut all other areas)
- Cross referenced to: Principles of LEADER Cross cutting themes – Sustainable development, tackling poverty and equalities Additional focus areas – Uplands, Welsh Language
- RDP submission by WG to EC July 2014, returned end October 2014. Queries worked on, resubmitted end of 2014 Bottleneck at EC level – likely to be formally approved June 2015; although LDS and LAG to be approved end of this month.
- Legacy of animation Community members’ interest led to formation of group who undertook research on history of World War I and II Control Tower, resulting in: Its restoration through LEADER II Makers of Wales The establishment of a community owned Development Trust to develop the Control Tower as a tourism and educational resource Start where people are and allow to develop at own pace – refrain from being funding driven Develops resilience to highs and lows, but determination and effort has led to long term success Access to technical help / specialist advice often the key for dedicated volunteers to succeed Ownership presents challenges but ultimately the successes (and failures) have established stronger relationships in the group Drawing support from wherever available – thinking broadly and making the most of assets e.g. rolls royce aircraft engine repaired in their workshops 1994-97 Leader II Hand holding role – have not led – worked to support the community members at own pace
- First identified as hub area based project, but developed to cover whole of Pembrokeshire Based on initiative run in North England, each facility has own web page including activities held, rooms for hire etc. Aim is to increase sustainability and economic opportunities for community halls Links closely with Community Buildings Forum Latest development will be to include an online booking system Working with community building representatives in one area initially, who identified the need to create more sustainable opportunities for what their community buildings could offer (generating income and therefore become less reliant on grant funding) Innovation can be trialling what has been successful elsewhere and applying it in a local context. Adaptation and developments were made and the North England (Teesdale) model and project then presented to the Community Buildings Forum, supported by PLANED , PAVS (Pembrokeshire Assoc of Voluntary Services) and Pembrokeshire County Council – very quickly other areas asked could they be part and now Pembs wide. Latest development will be to look at on line booking system
- Pembrokeshire Sustainable Agriculture Network established in 2006. aims to bring farming/environmental and farming organisations together - to identify, discuss and take forward new ideas and opportunities linked to sustainable agriculture. established and developing long term relationships with farmers and, by using the LEADER approach, to introduce new ideas, discuss issues and together formulate innovative solutions. By establishing relationships, PLANED officers are able to ring individuals, point out how an event or certain information is of benefit to a particular business and nurture engagement. PSAN has a mailing list of more than 550 people including farmers, smallholders, growers, community interests and academics. Members include NFU, FUW, National Trust, Pembrokeshire Coast National Park, Pembrokeshire Machinery Ring, Natural Resources Wales, The Environmental Network for Pembrokeshire, (TENP), Lantra, and ADAS amongst others. PSAN has a Steering Group which consists of organisations concerned with agriculture and sustainable development. PSAN has organised over 50 seminars and events since it was established. PSAN aims to bring together people outside the normal circle of usual suspects in order to generate new energy and new perspectives. This approach has been pursued through a range of activities. Seminar examples - , “Are Renewables still Worth Investing In?”, “Adding Value to Woodland” and “The Potential of Biochar”. Individuals are encouraged to attend these events following on from conversations with PLANED staff and known interests. A study tour was organised to the Centre for Alternative Technology in Machynlleth in March 2012 in order to see renewable technologies, environmental building practices and composting and waste techniques. Pembrokeshire Wildfires Group has been established as the voice of wildfire prevention in Pembrokeshire. It seeks to work with farmers and communities to undertake practical steps, increase awareness and develop skills all aimed at preventing destructive wildfires. PSAN aims to gather information, raise awareness and percolate new ideas across rural Pembrokeshire. Achievements Establishing the Pembrokeshire Wildfire Group. The group has received recognition for the work it does and been praised for reducing the number of devastating wildfires in the County. The Pembrokeshire Community Safety Manager for the Fire and Rescue Service has gone on record to praise the work of the group and testify to the positive impact it is having Research commissioned into horticultural businesses in Pembrokeshire. This led to the Pembrokeshire Horticulture Study which provided quantitative and well as qualitative data on horticulture in the county.. This study was funded under the Supply Chain Efficiencies Scheme (Axis 1). A Growing our Growers conference in October 2013 brought together over 50 growers with representatives from Welsh Government, Horticulture Wales, journalism and academia in order to share best practice and explore opportunities. Seminars exploring how to add value to important local products such as wool and woodland. Seminars are well received by individuals appreciating access to new ideas and the ability to network with like-minded people. Bringing together farmers with senior Welsh Government officials. On 27th June 2014 PSAN organised a meeting between Pembrokeshire farmers and Welsh Government to discuss the potential of the new Wales RDP proposals. This was a useful non-confrontational meeting enabling local farmers to have a direct impact on national policy. Led by the community Practical support & visits to good practice Officer Support and business development plan for first community supported agriculture scheme in Pembrokeshire “Caerhys Organic Community Agriculture” “Can St Davids Peninsula feed itself?” Report commissioned Led to Pembrokeshire Horticultural Audit Growing our Growers conference Autumn 2013 Not being just a project – holistic / integrated approach – multiplier effect Increased interest from communities to establish community growing initiatives e.g allotments, orchards PSAN identified lack of comprehensive information around current status of horticulture in Pembs Network of 1400 members Over 500 regularly attend seminars on green and sustainable issues
- Training for businesses Sense of Place Tours Local businesses supported – PTL Leading business network in the county – see opportunity going forward Winning windows Customer service / retail training Business Showcases
- Seed funding to pilot - enabling (leader acorn – grow oaks) Investors in Carers A scheme for GP surgeries to ensure they have processes in place to effectively identify carers and provide appropriate information and signposting to further support. The project was rolled out across the county following a successful pilot Scheme funded by RDP Leader. 11 GP practices in Pembrokeshire which have invested in carers have been given an award. Practices throughout the county received the Bronze level Investors in Carers Scheme for successfully demonstrating they have processes in place to effectively identify carers and provide appropriate information and signposting to further support. The project was rolled out across the county following a successful pilot scheme. Carers Development Worker from Pembrokeshire Association of Voluntary Services (PAVS) Practice managers and staff from the practices attended initial training which covered carers’ issues, an overview of the scheme and an introduction to the Bronze level along with their evidence folders. Peter Llewellyn, Head of Strategic Partnership, of Hywel Dda Health Board, said: “Sometimes the carers well being can be overlooked so it’s really pleasing to see so many of our GP surgeries receiving an award like this.”
- Transnational cooperation is more than just networking An effective mechanism for helping rural areas to jointly develop new solutions to common issues and improve their potential All aspects of the themes can be covered Transnational project: Adding Value to Community Tourism – linking heritage and culture to tourism co-operation project with partners from Finland, Slovenia, Czech Republic, Cyprus, Scotland and Sardinia Opportunity to promote Pembs to other countries – 24 from sweden LAG Creates business opportunities, experience from other rural areas – why re-invent the wheel ? Learning from innovative practice Encourages visitors off ‘normal tourism destinations’ and from experiences Creates opp for people in county to travel to experience other rural areas Farmers going to Ireland to look at new technologies.
- Example of long term exploration and development of providing non-statutory local services Need for better childcare provision identified in 2004 Project management group established in 2006 Potential location identified, alongside visits to other facilities and support from Social Enterprise officer 2007 Identified as key project for area in 2010; plans and scheme agreed 2011 Child care facility developed at Newport changing rooms and opened 2012
- 28 members spread across relevant themes, cross cutting elements , sector and demographic representative. Broadened to provide greater opportunities for a pan-Pembrokeshire vision Increased opportunities to work together and collaborate Current position: LDS prepared, Annual Chair elected, vice chair election today Selection criteria for projects being developed