YORKSHIRE DALES LEADER LOCAL DEVELOPMENT STRATEGY

Transcription

YORKSHIRE DALES LEADER
LOCAL DEVELOPMENT STRATEGY 2014-2020
Using the LEADER approach in the Yorkshire Dales:
To grow a sustainable rural economy by developing diverse economic growth and creating
sustainable communities, capitalising on the areas internationally recognised distinctive
environment, landscape, culture and heritage.
Main Contacts:
Lead Partner: David Sharrod
Organisation: Yorkshire Dales Millennium Trust
Email: [email protected]
Accountable Body: James Farrar
North Yorkshire County Council
[email protected]
CONTENTS
Introduction ..................................................................................................................................................................................... 5
Our Strategic Themes and Priorities for Action ................................................................................................................. 5
SECTION 1: THE LOCAL ACTION GROUP PARTNERSHIP ................................................................................................. 7
1.1
Membership of the Local Action Group (LAG) ..................................................................................................... 7
1.2
Structure and Decision Making Process ................................................................................................................ 8
1.3
Local Action Group Staff: numbers and job descriptions ................................................................................. 8
1.4
Equal Opportunities Statement ................................................................................................................................. 9
1.5
Involvement of the Community ................................................................................................................................. 9
1.6
Letters of Support ...................................................................................................................................................... 11
1.7
Training requirements ............................................................................................................................................... 11
SECTION 2: THE LEADER AREA ............................................................................................................................................. 12
2.1
Map of the Area ........................................................................................................................................................... 12
2.2
Rural Population Covered ........................................................................................................................................ 13
2.3
State of the Economy ................................................................................................................................................ 14
SECTION 3: THE STRATEGY .................................................................................................................................................... 17
3.1
Strengths, Weaknesses, Opportunities, Threats (SWOT) ........................................................................... 17
3.2
Evidence of Alignment with LEP Activity ............................................................................................................. 18
3.3
Yorkshire Dales Local Action Group Priorities................................................................................................... 19
3.4
Programme of Activity .............................................................................................................................................. 21
3.5
Co-operation and collaboration activity ............................................................................................................... 23
3.6
Cross Cutting Themes .............................................................................................................................................. 23
3.7
Community Led Local Development Activity (CLLD)........................................................................................ 23
3.8
Sustainability Appraisal ............................................................................................................................................ 24
3.9
Evaluation Plan ........................................................................................................................................................... 24
3.10
Exit Strategy beyond 2020 ....................................................................................................................................... 24
SECTION 4: MANAGEMENT AND ADMINISTRATION ......................................................................................................... 26
4.1
Accountable Body ...................................................................................................................................................... 26
4.2
Project development and Assessment ................................................................................................................. 26
4.3
Claims and Payments ................................................................................................................................................ 28
2
4.4
Communications and Publicity ............................................................................................................................... 29
SECTION 5: FINANCIAL PLAN .................................................................................................................................................. 30
5.1
Overall funding Profile .............................................................................................................................................. 30
5.2
Use of grants, procurement and other financial support ................................................................................. 30
SECTION 6: ACTION PLAN ........................................................................................................................................................ 32
6.1
2014/15 .......................................................................................................................................................................... 32
6.2
2015/16 .......................................................................................................................................................................... 33
6.3
Strategy after Year 1 .................................................................................................................................................. 33
Appendix 1: Leader Policy Priority and Outputs ................................................................................................................. 34
Appendix 2: Local Enterprise Partnership Endorsements................................................................................................ 35
3
Foreword from the York, North Yorkshire and East Riding Local Enterprise Partnership:
As a predominantly rural area dominated by small and micro businesses, a significant amount of growth will
come from large numbers of micro businesses creating small numbers of jobs. Consequently, one of the
biggest challenges is being able to access and work with businesses and people in remote rural areas.
The LEADER approach allows us to work with local partners and communities to access more of our
businesses, realise more potential and increase the impact and growth in our more remote areas.
The following Local Development Strategy for the Yorkshire Dales LEADER area has been written from a
community-led approach in identifying the needs and priorities, mindful of the activities that are already
happening and proposed in the area. It identifies the gaps, and plans activity to plug these gaps, working in
partnership to achieve the most of the limited resources available to us.
The Strategy has been written with input from officers of the Local Enterprise Partnership and, at its most
fundamental level delivers the LEP’s strategic objective of sustainable growth in the Dales, Moors and
Wolds. However, as well as delivering this action directly, it will impact on the delivery of all the LEP’s
priorities, making action possible in the more remote rural parts that would simply not be reached by the
core activities planned by partners of the LEP.
Where possible, project ideas will be joined to existing structures and mechanisms, so that the work of the
LEP is complemented and given additional value, and the benefits are spread further. This will involve a
great deal of collaboration, trust and partnership working, and all partners are committed to this principle.
The funds of LEADER are small in comparison to other sources; the importance lies in the approach, which
can only enrich the current offer of the LEP to the area. I look forward to working closely with the Yorkshire
Dales LEADER Executive Board in making a genuine difference to the economy of the Dales.
Barry Dodd CBE
Chairman
York, North Yorkshire & East Riding Local Enterprise Partnership
4
INTRODUCTION
In 2014 the world’s largest annual sporting event, the Tour De France, visited the Yorkshire Dales providing
global coverage for the region and its world class environmental assets. It was an outstanding success,
with communities coming together to provide a spectacular welcome and to create an unforgettable Grand
Depart for the race. We must use this opportunity to create a lasting legacy, building on the international
exposure to provide a world class experience for the visitors who are so important to our economy.
This Local Development Strategy (LDS) identifies where locally-led investments can best realise the
opportunities provided by our natural assets and increased profile. It shows how local solutions can
overcome some of the challenges faced by the most remote rural businesses and communities. It is a
commitment to work together with those people who live, work and breathe the Yorkshire Dales to deliver
investment, growth and jobs into rural areas.
The Yorkshire Dales is home to iconic scenery and a rich cultural heritage, with spectacular limestone
valleys, charming market towns and picture postcard villages. It's a place that stirs the emotions and
stimulates the senses of everyone that visits. At its heart are three very special areas – the Yorkshire Dales
National Park, Nidderdale Area of Outstanding Natural Beauty (AONB) and Forest of Bowland AONB –
surrounded by a wider hinterland of Dales and distinctive market towns.
These assets and resilient, welcoming communities, make the Yorkshire Dales a very special place. If this
is coupled with improving broadband connectivity and better links with our successful market towns, it
provides exceptional opportunities to grow our many small and micro businesses, and to offer fantastic
opportunities for recreation for millions of visitors.
But we aren’t without our challenges. The sustainability of upland farming — which shapes so much of our
magnificent landscape — is an ever increasing challenge. Low incomes and seasonal employment,
combined with the higher cost of living in rural areas, create issues of rural isolation, in-work poverty, and
access to affordable housing and other services. These issues, coupled with public sector cut backs are
putting increasing pressure on our communities, whose commitment, strength and passion have done so
much to create the Yorkshire Dales we see today.
Importantly, the economies of market towns and rural areas complement each other, and together create
successful, distinctive places. We need to understand these relationships if we are to generate growth and
retain vibrant, successful communities across the area. We need to work with local communities to create
novel ways to develop sustainable solutions and to attract more families and businesses into the area.
Our Strategic Themes and Priorities for Action
Theme
Priority
Strengthen the tourism industry building on the cultural, heritage and
natural assets and the Dales identity
Capitalising on the distinctive environment
and cultural landscape
Improve the sustainability for upland land management in the Dales
Support the development of the local bioenergy and renewable
energy supply chains
Support entrepreneurship and enable business growth
Developing a diverse rural economy
Creating sustainable communities
Encourage the participation of young people and women in rural
enterprise
Sustain and enhance rural services
Delivery & Resources
The people who live and work in the Yorkshire Dales are immensely proud of it. This Local Development
Strategy sets out how we will enable those people to identify the investments which will best deliver the
growth and jobs needed to sustain their communities for future generations.
5
Partnership is at the heart of our approach and we will work with our key stakeholders - such as Local
Enterprise Partnerships, the local Authorities, Rural Action Yorkshire, Yorkshire Dales Millennium Trust, the
Nidderdale AONB Joint Advisory Committee and Yorkshire Dales National Park Authority - to identify and
deliver investment. We will maximise the impact by only investing in projects which cannot access
mainstream funding - or where we can add real local value.
Our priorities are supported by economic evidence and have been identified through consultation with
partners across the area. A Local Action Group representing local businesses, communities and
stakeholders will drive the delivery of this Local Development Strategy, and be responsible for ensuring that
the community led approach is maintained.
Measuring Success; Main Outputs
Success is measured, not by the money spent, but by the impact of the investments made. Success will
mean greater sustainability: for business, greater profitability; and for people, more resilient communities.
A range of outputs will be used to measure our success.
Headline targets are:
98.11 FTE jobs created
£3,000,000 total LEADER investment
107 FTE jobs safeguarded
We will grow the economy by £3,284,100
475 businesses assisted
Total Investment: £4,920,000
6
SECTION 1: THE LOCAL ACTION GROUP PARTNERSHIP
1.1
Membership of the Local Action Group (LAG)
There are four main partnership groups:




The wider community: everyone residing and working within the area. The communities who
contribute to the programme activity, receive programme information and are individually
responsible for disseminating information to ensure involvement and engagement;
The LAG: the governing body who oversee programme progress;
The Executive Board: a subset of the LAG with specific responsibilities for decision making and
assessing project applications;
The Review and Advisory Board: a subset of the LAG whose role is to monitor programme delivery
and performance and to ensure alignment with both LEP programmes and national policy.
The LAG is well connected with membership from key public sector organisations such as: North Yorkshire
County Council (NYCC); Yorkshire Dales National Park Authority (YDNPA); Nidderdale Area of
Outstanding Natural Beauty (AONB); Forest of Bowland AONB; Richmondshire District Council; Hambleton
District Council; Harrogate Borough Council; Craven District Council and Craven College.
Voluntary and community sector organisations membership includes: Rural Action Yorkshire; Yorkshire
Dales Millennium Trust (YDMT- Lead Partner); Nidderdale Plus Partnership; the Yorkshire Dales Farmer
Network; Richmondshire Community and Voluntary Services; the Yorkshire Food, Farming and Rural
Network (YFFRN) and Confor (promoting forestry and woodland).
The Executive Board handbook’s terms of reference, governance and roles are available on request.
LAG Structure 2014-2020, Accountability:
Yorkshire Dales wider community
Yorkshire Dales LAG
Annual meeting
Informs strategic vision
Appoints/Elects Executive board
Delegates decision making
Executive Board
(Decision making body)
Maximum 14
Meets quarterly (minimum)
Delivers strategic vision
Overview of Programme
Lead Partner
(Yorkshire Dales Millennium Trust)
Programme Co-ordinator
Development of Programme
proposals
Publicity and communication
Accountable Body
(North Yorkshire County Council)
Programme Manager
Financial Administration
Contract Holder
Defra Rural Payments Agency
RDPE Delivery
7
Review and Advisory Board
Annual LAG Performance
review
Alignment with regional
strategy
1.2
Structure and Decision Making Process
The Executive Board will be elected in December 2014. Executive members will stand down in rotation
every three years. The LAG will hold an open forum Annual General Meeting to elect the private, voluntary
and community sector members. There will be revolving appointed representation from public sector
organisations and a permanent place for the Accountable Body. The LAG will aim to ensure that Executive
membership is gender balanced, representative of the whole LEADER area, and that it reflects key rural
business sectors. The Executive will elect a Chair and Vice Chair annually.
The structure of the Executive Board has been reviewed during transition in preparation for the new
programme. Public and voluntary sector representation could include specific target groups of women and
young people - for example Wire (Women in Rural Enterprise) and the Young Farmers Association.
Private sector representation will include small and micro business (representative of key sectors), tourism,
agriculture, forestry and business support including the Yorkshire Dales Farmer Network, Confor, the
Country Landowners Association and representatives from business Associations and Chambers of Trade.
At the time of finalising the Local Development Strategy and Action Plan, the Executive Board has 14
voting members, with not more than 49% public sector organisations. The Executive Board will invite nonvoting membership from the York, North Yorkshire and East Riding LEP and Leeds City Region LEP. It is
anticipated by the Executive Board that inclusion of partner organisations will change over the lifetime of
the programme, as is appropriate to complement an annual updated LEADER Action plan.
The Executive Board handbook will familiarise the Executive with the LEADER approach, this strategy, and
their own role, responsibilities, and terms of reference. This helped effective decision making by Executive
members in the previous programme. All new LAG members will have a full induction and sign up to the
Nolan Principles - the code of ethics for those in public office in the UK.
The Executive Board are required to conform to the standard requirements regarding declarations of
interest. On declaring a pecuniary interest in a particular project, the person concerned should take no part
in the discussion or decision-making about a project. Their declaration will be recorded in the minutes of the
meeting, and subsequently transferred to a cumulative database of members’ declarations of interest, held
by the Accountable Body, which will be available during audit. This requirement extends to LAG staff.
Voting members: 6 Public Sector members, 8 non-public sector
Sector:
Organisation/sub-sector
Public Sector
4 Local Authorities, YDNPA, 2 AONB’s, NYCC, YNYER
LEP/Leeds City Region LEP (advisory and non-voting).
Private Sector
Representatives from Agriculture, SME Business Support,
Forestry, Tourism and specific rural business sectors.
Voluntary/Community Sector
Representatives from Tourism, Forestry, Agriculture, SME
Business Support, Community services.
1.3
Local Action Group Staff: numbers and job descriptions
The Management and Administration budget is a maximum of 18%. The staff team will be split between the
Accountable Body and the Lead Partner. Job descriptions for all the LAG staff are available on request.
Accountable Body-North Yorkshire County Council (NYCC)
NYCC will employ staff to cover programme management, appraisal, claims and desk-based monitoring.
The Enterprise Partnership Officer will sit on the Executive Board and present programme information to
inform decision-making; and also provide the Secretariat. This post will be given in kind by NYCC.
Two 0.25 FTE Technical Support Officers will deal with appraisal of completed applications, claims and
monitoring. 2 posts are necessary to ensure the division of responsibilities as dictated in national guidance.
These are part-funded through the LEADER Management and Administration funds.
8
Lead Partner-Yorkshire Dales Millennium Trust (YDMT)
YDMT will employ a Programme Co-ordinator: the public-facing member of staff, liaising with potential
applicants and communities. YDMT will also provide 0.3 FTE of administrative support and 0.2 FTE of
management support, paid for by Management and Administration funds of the LEADER Programme.
Accountable Body
Project Support Officer
(Finance)
(0.25 FTE)
 Claims and
monitoring
Accountable Body
Enterprise Partnership Officer
(Programme Manager)
(0.3 FTE)



To provide programme-wide
management information
To identify
underperformance and act
accordingly
To provide secretariat to
Executive Group

Accountable Body
Technical Support Officer
(0.25 FTE)
 Appraisal of
completed
applications



Lead Partner
Programme Co-ordinator
(1 FTE)
Administration and
Management
(0.5FTE)
To encourage and facilitate
projects in the LEADER area
To provide support to
applicants
To be the public face of
LEADER
To communicate through
relevant publicity
1.4
Equal Opportunities Statement
Executive Board Membership will be in accordance with the public sector equality duty, with representative
gender membership, and they will identify and overcome any barriers to participation by disadvantaged
groups. Assessing issues of equality will form part of all policy and decision making.
1.5
Involvement of the Community
Participatory workshops were held in Harrogate Borough, Richmondshire and Craven Districts and close to
Hambleton District. These were well supported with communities keen to discuss opportunities to improve
the sustainability of local services, upland livestock farming and the support that micro and small rural
business needs. This was supported by an online survey and focus sessions or one-to-ones with key
business sectors and employers, the Dales Tourism Network, farmers and forestry organisations.
A sample of organisations who participated includes:
Agriculture/Farming
Forestry
Tourism
Rural Services
Yorkshire Dales Farmer
Network
Alternative Food Chain
Development
Yorkshire Food, Farming
and Rural Network
Country Landowners
Association
6 Farm businesses
Big Sheep Little Cow
Farm Attraction
Dales Farmer Producer
Group
Yorkshire Rural Support
Network Co-ordinator
Confor
The Tourism Network Ltd
Yorwoods
Gayle Mill Trust
Forestry Commission
Vacation Chamber
Orchestras
Vibrant Settle
Reeth & District
Community Transport
17 Parish Councils
1 City Council
Long Preston Village Hall
Culture and Heritage
Business and
Enterprise
Yorkshire Dales
Landscape Research
Trust
Swaledale and
Arkengarthdale
Archaeology Group
Chrysalis Arts
Development Ltd
Richmondshire Centre for
Voluntary Services
Yorkshire Dales Rivers
Trust
Dawn Clarkson Associates
Accountants and Business
Advisors
Harrogate and Ripon
Centres for Voluntary
Services
Yorkshire Dales National
Park Authority
Settle Folly
Keld Resource Centre
Washburn Heritage Centre
Lime tree farm & Nature
Reserve
The Business Association
(Wensleydale)
Masham Community Office
Stirton Water CIC
Wensleydale Railway
Hudson House
(Community Office), Reeth
Swaledale Mountain
Rescue
SME Community Sector and Environment
other interest
9
Swaledale Festival
Quarry Arts Ltd
The Leyburn Arts Centre
Ltd
Craven Conservation
Group
Threshfield Quarry
Development Trust
Ingleborough Archaeology
Group
Campbells of Leyburn
Tennants Auctioneers
Wensleydale Creamery
Worcnet Craven
Sustrans
Nidderdale Plus
Yorkshire Dales Millennium
Trust
Settle Pool
2 Further Education
Colleges
Create Arts Development
North Craven Building
Preservation Trust
Rural Action Yorkshire
Yorkshire Wildlife Trust
Natural England
Nidderdale AONB
Friends of Nidderdale
AONB
Forest of Bowland AONB
Issues Raised
The Yorkshire Dales core area is geographically isolated. Problems raised included poor provision of basic
services such as transport, childcare - affecting access to both variety of and better paid work, career
progression, facilities for young people (e.g. further education), and services available only in market towns.
The housing market is a local concern as it is at odds with local demand, where communities wish to retain
young people and attract in young families.
This landscape attracts an estimated 9.4 million visitors1 and has dense pockets of second and holiday
homes in the protected areas of the National Park and Nidderdale and the Forest of Bowland AONBs.
There is a real desire from the larger employers to encourage young people into business, retain young
people living and working here and see creation of an infrastructure fit for entrepreneurship in the 21st
Century. The rich Dales culture, landscape and heritage is nationally unique and the workshops identified it
could be better linked to business and tourism opportunities and that this in turn would improve basic
services through the increased demand, such as flexible transport, for the resident communities. Improving
access to broadband and mobile coverage is seen as a vital growth opportunity.
With Agriculture as a significant employer (accounting for 15% of the workforce in wards of Addleborough
and Kirkby Malzeard for example), sustainability and low profitability are linked to the aging population,
business succession, and retaining the next farming generation. In some cases diversification into tourism
and cultural activity offers improved profitability. These messages also highlighted a desire for improved
networking in business (across all sectors and size) to exchange information, ease the sharing of new
technology, build supply chains in tourism, local food and forestry products, and to link earlier with
prospective young employees through the schools, and apprenticeships for example.
The consultations highlighted the diversity of niche rural businesses over the area and the vitality of market
towns such as Richmond, Hawes, Masham and Settle. Support for developing tourism packages,
promoting local food / produce, linking suppliers with buyers to help niche businesses grow are just some
areas identified as further local opportunities.
Desk-based Research
To ensure full identification of local needs, desk based research on alignment with local strategies included;
Economic and Investment Strategy (Oct 2013) York, North Yorkshire and East Riding LEP, European
Union Strategic Investment Fund- Implementation Plan (January 2014) York, North Yorkshire and East
Riding LEP, Strategic Economic Plan – ESIF submission, York, North Yorkshire and East Riding LEP;
Strategic Economic Plan- Part A: Growth Plan (March 2014), Leeds City Region Growth Deal (2014),
Leeds City Region LEP; The Yorkshire and Humber Plan Regional Spatial Strategy to 2026 (May 2008);
Roots to Prosperity: A Strategy and Action Plan for the Growth and Development of the Forestry Sector in
Northern England (June 2014). A Strategy and Action Plan for Sustainable Tourism in the Yorkshire Dales
2013, YDNPA; Rural Strategy for Yorkshire 2014-2020, Rural Action Yorkshire A Local Growth Plan for the
Yorkshire Dales National Park; North York Moors National Park; Nidderdale Area of Outstanding Natural
Beauty; and Howardian Hills Area of Outstanding Natural Beauty 2014; North Yorkshire and York Local
Nature Partnership Strategy (draft 2014).
1
2011 STEAM Yorkshire Dales National Park and wider area of influence
10
Additional Consultation and Adoption
The first draft of this Strategy was circulated for comment to key organisations; Forestry Commission, Local
Authorities, Nidderdale AONB, Yorkshire Dales National Park Authority, NYCC, YNYER LEP, Leeds City
Region LEP. The first draft was approved by the Transition Steering Group and Transition LAG Executive
Board on July 31st 2014. The final draft was circulated to YNYER LEP, Leeds City Region LEP and key
partners in August. The Yorkshire Dales LDS was adopted at the formal meeting of the Transition LAG
Executive Board on August 21st 2014.
Continued community involvement
The community will continue to be closely involved in the development and delivery of proposed
programme through membership of the wider Local Action Group and representation on the Executive
Board. Active engagement of the wider community will be achieved through the Communications and
Publicity Plan. This will include developing the Yorkshire Dales LEADER website, (retaining the previous
programme activity as legacy), parish newsletters, use of partner organisation publications and
enhancement of the successful E-news burst mailing group.
1.6
Letters of Support
Letters of support for this strategy have been received from Craven College, Craven District Council,
Hambleton District Council, Harrogate Borough Council, Nidderdale Plus (Voluntary and Community
Sector), Richmondshire District Council, Richmondshire Council for Voluntary Services (Voluntary and
Community Sector), and Rural Action Yorkshire (Voluntary and Community Sector). These are available
upon request. Endorsements of this strategy have been received from York, North Yorkshire and East
Riding LEP and Leeds City Region LEP. These are included in Appendix 2.
1.7
Training requirements
The new programme has a strong economic focus. We need to ensure that the Executive Board has the
skills required to review the projects coming forward and to contribute to decision making. An assessment
using a skills matrix (available on request) will form part of Board selection and further development.
Executive Board members will act as ambassadors for Yorkshire Dales LEADER and support LAG staff at
regional, national and international events where required. In order to do this LAG staff will build capacity
within the LAG to ensure member confidence and understanding of LEADER, EU regulations and
programme requirements.
11
SECTION 2: THE LEADER AREA
The Yorkshire Dales LEADER area has been defined following extensive local consultation, taking into
account the performance of the previous Programme and national guidance. All data is based upon the
custom geography of the LEADER area unless stated. (A full list of the wards and parishes is available
upon request.)
2.1
Map of the Area
The area is characterised by upland livestock agriculture with mixed and arable farming at the fringes. This
is a landscape beloved of many around the world, rich with distinctive cultural and historic attractions that
enhance its popularity as a tourist destination. It includes the protected landscape areas of Yorkshire Dales
National Park (excluding that within the County of Cumbria) and Nidderdale AONB whilst partially covering
Forest of Bowland AONB. It is entirely within the County boundary of North Yorkshire and covers the
Districts of Craven, Richmondshire and parts of Harrogate Borough and Hambleton District.
In addition to the upland area that is traditionally known as the Yorkshire Dales, and in recognition of the
economic and social ties between the remote upland communities and adjoining service centres, the
boundary includes the hub towns of Skipton in the south, Ripon in the east, and Catterick Garrison in the
north-east. These hub towns share less of the geographical characteristics of the wider Yorkshire Dales
area, however their economies are intrinsically linked with the wider LEADER area.
The whole area sits within the York, North Yorkshire and East Riding LEP geography, whilst the southern
parts of Craven and Harrogate Districts are also within the overlapping Leeds City Region LEP.
It is bordered by a number of other LEADER areas which are geographically distinct, but which share some
of the upland social and economic characteristics of the proposed Yorkshire Dales area, giving opportunity
to collaborate and maximise impact.
12
2.2
Rural Population Covered
Rural Area
Total Population
Rural Population
Urban (Hub Towns) Rural Popn.Density
333,674 Ha
149,596
98,695
50,901
0.3 per Ha
(Total population figures include 7166 Armed Forces Military personnel and MOD civilians2 working and
residing around the Catterick Garrison hub town, Richmondshire District and 1003 personnel and MOD
civilians at Menwith Hill, Harrogate District.) Total geographical rural area is 333,674 Ha (3337 square
kilometres/1,288 sq. miles,) and is 340,660 Ha including the hub towns. This gives a rural population
density average of 0.3 persons per Ha (29.5 persons per square kilometre) and an overall LEADER area
population density of 0.44 persons per Ha.
Age Structure3
The overall age profile is similar to North Yorkshire, but this conceals trends within Districts. For example in
Craven District 30.4% are aged 43-64 and 23.9% aged 65+, and in some parishes within Richmondshire
and Craven, more than 37% of the population is aged 65+. In common with other upland remote areas, this
has significant implications in the provision of, and access to, vital services for an older population.
Age structure inc
total population
(mid-year) - Aged
0-15 (%)
LEADER Area
Age structure inc
total population
(mid-year) - Aged
16-29 (%)
17.31
Age structure inc
total population
(mid-year) - Aged
30-44 (%)
16.66
Age structure inc
total population
(mid-year) - Aged
45-64 (%)
17.31
Age structure inc
total population
(mid-year) - Aged
65+ (%)
27.87
20.87
Rural Needs
The area attracts in-migration by semi-retired and retired people; in turn influencing house prices, viability
of local services, education, welfare and the ability to meet the needs of a younger generation. Sparse
population influences the viability of business through limiting easy access potential “customers”.
Services. Many are remote from basic services vital to retain a living, working community and productive
economy. Broadband provision is improving slowly but with an older population, online is not the quick fix.
% all
Households
more than
6km from a
Petrol Station
% all
Households
more than
6km from a
Post Office
% all
Households
more than
6km from a
Primary
School
20.8
7.86
3.26
0.75
4
LEADER
Area
North
Yorkshire
% all
Households
more than
8km from a
Principal GP
% all
Households
more than
8km from a
Secondary
School
% all
Households
more than
8km from a
Supermarket
4.83
% all
Households
more than
8km from a
Bank or
Building
Society
23.7
21.01
36.19
45.14
0.42
6.4
2.81
8.19
7.23
Qualifications 18.6% have no qualifications - roughly similar to regional figures (20.8% in North Yorkshire).
Fuel Poverty is a major issue. This is where a household’s required fuel costs are above average, and were
they to spend that amount they would be left with residual income below the official poverty line. 11.4%
here are in fuel poverty, higher than regional and national; pockets are as high as 22%.5 24%6 are not
connected to the gas network. As a ratio of expected deaths (based on non-winter deaths over 3 years),
Excess Winter Deaths in Richmondshire are 19% (80 persons) compared to 14.7% over North Yorkshire.
2
Jan 2014 Districts STREAM data
2012, LSOAs 2011 STREAM data
4
2009, LSOAs 2001 STREAM estimated
5
Fuel Poverty (New LIHC Methodology) - Fuel poor households (%) 2011, LSOAs 2001. STREAM
6
2012, LSOAs 2011 STREAM data
13
3
Vehicle ownership is high; 44% use a vehicle to get to work. Only 12% of households have no vehicle
(lower than the North Yorkshire 17.8%). 3.4%7 of people in employment travel to work in excess of 60km.
Low median earnings, with low unemployment and under-employment. Median earnings by place of
residence is lower than regional and national; area average is £374.338wk (£19,465pa) with Craven District
lowest at £342.10. Unemployment is low at 2.8%; but those in employment often have multiple jobs
(indicating under-employment).
Housing Affordability and availability remain key issues for this area; affordability being determined by the
disparity between low local wages and a market driven by external forces. Average house price in the area
is £227,8209; Harrogate District is £258,402 whilst the average price in the rural core of the Yorkshire Dales
National Park is £238,838.
80.9 % of households are classified as being under occupied with one room or more than the standard
requirement. Of these, 44.9% are under occupied with 2 or more rooms more. A small 0.29 % of Houses
are in Multiple Occupation.
2.3
State of the Economy
(A detailed report on this is available upon request). 73.6% of the population is economically active.
Self employment levels are high; 21.4% and 7.9% work from home (both higher than regional trends). The
majority of self employed are small employers and own account workers – micro business (an estimated
72%10). Only 6.3% of businesses (VAT and/or PAYE Based Local Units), employ 20 or more people.
11
63.6 % of start-up enterprises are still in business after 3 years. The high costs in fuel, energy, housing
prospective employees, and development constraints in protected landscapes will be a challenge in
encouraging an entrepreneurial approach to new and re-development business and raising GVA.
The service sector is the predominant employment type for the area at 25% – ranging from Wholesale and
Retail, through Financial and Insurance Activities to Human Health and Social Work Activities.
Estimated Usual residents aged 16 to 74 in employment by Industry 2011:
Arts, Entertainment and Recreation; Other …
Human Health and Social Work Activities
Education
Public Administration and Defence;…
Administrative and Support Service Activities
Professional, Scientific and Technical Activities
Financial and Insurance Activities
North Yorkshire
Information and Communication
Dales LEADER
Accommodation and Food Service Activities
Transport and Storage
Wholesale and Retail Trade; Repair of Motor …
Construction
Manufacturing
Agriculture, Forestry and Fishing
0.0%
5.0%
10.0%
15.0%
20.0%
The Agriculture Farming and Forestry sector accounts for 5.7% of employment overall, rising to 10.2%12
within the Yorkshire Dales National Park and higher within individual parishes.
7
2001 LSOA’s STREAM data
2010, Districts STREAM
9
Q2 2013, Districts, proportioned
10
Vat and/or PAYE local based units 0-4 persons employed, 2013, Districts
11
2009, Districts
14
8
Agriculture: Characterised by its dry stone walls, stone built field barns and hay meadows, farming has
played a significant role in the area, resulting in the patchwork valleys that make up the Dales. With
exposed fells, limestone pavements, moorland and river valleys, every Dale really is quite different.
Agriculture is a significant influence on the economy, and underpins management of the landscape which
attracts tourists. The main agriculture is upland livestock; sheep, cattle, with a lesser amount of pigs,
poultry and other livestock. Lower areas are arable, cereal, horticulture and other arable farming crops.
Farm holdings are characterised by small (<100 ha) farms, with typically 25-45% of the turnover received
from public funding. Within the National Park, out of 1,369 holdings, only 379 are greater than 100ha; the
majority (497) are less than 5 ha. 58% of the agricultural land area is owned, the remainder is rented. In
2009 the industry supported 941 full time farmers, 728 part-time and 197 casual workers. 71% are male.
With the way financial assistance given to farmers is changing from being tied to production to delivering
environmental objectives and public goods; there are opportunities for diversification - for example to build
on local food initiatives to support the farming economy and celebrate the unique nature of this area.
Forestry: This is a potential growth sector for the area. An estimated 5.4% of the Yorkshire Dales area is
covered with woodland; 20,628.313 Ha. This is split between non Public Forest Estate (20,422 Ha) and
Public Forest Estate (approximately 206.5 Ha, of which 204.2 Ha is coniferous). Of the 20,422 Ha non
Public Forest Estate, 9818ha (47.6% of the total) is not managed. The Forestry Commission calculate the
existing woodland coverage would give a potential yield of 71,891m3/year assuming two thirds of
woodland is brought into management by 2018 (Government Forestry and Woodlands Policy Statement
2013) with a potential wood-fuel yield of 43,850m3/yr – equivalent to 8,943,858 litres/yr of heating oil
(sufficient to heat over 5000 homes).
Tourism: The Dales is steeped in history, with a rich diversity of landscapes and distinctive features which
all generate a firm “sense of place”, and it has been a popular tourist destination since Victorian times. The
area includes a wealth of cultural and historic attractions and these are a major reason for it’s popularity for
outdoor recreation. These assets include the lead mining landscape, iron-age, roman and medieval
structures, dry stone walls and field barns and a vast network of bridleways and footpaths. Tourism remains
seasonal with peaks in the early (Easter) and mid (Summer) part of the year. The main reason visitors
come to the area is because of the landscape, natural resources, visitor infrastructure and special qualities.
Number of visitor days is presented as the Yorkshire Dales National Park plus the area of influence
(includes Nidderdale AONB, the small market towns just outside the National Park and businesses in a
buffer zone), as this is the main tourism destination14 for which data is available.
Visitor numbers and number of visitor days increased in 2013 compared to 2012, however these are still
below 2010 numbers, indicating room to improve in this area.
Tourist Days – day
visitors
Tourist Days- staying
visitors
Tourist Days - TOTAL
2010
8,359,475
2011
8,342,749
2012
7,888,468
2013
8,249,000
4,461,745
4,253,789
4,145,344
4,165,000
12,821,220
12,596,538
12,033,812
12,414,000
Within the National Park only, the serviced accommodation sector saw an 8.8% increase in 2013 visitor
numbers (with a 5.7% increase in visitor days, this implies an increase in short breaks). Conversely over
the past 4 years there has been a decline in the use of non serviced accommodation.
With the outstanding natural environment as a magnet for both locating in and visiting, rural tourism
businesses have opportunities to grow, through recreation/leisure activity, high quality visitor facilities,
accommodation and attractions.
12
Census 2011, Key Statistics
Leader Woodland Statistics - IFT Breakdown - 21 July 2014, yield estimates
14
Trends in tourism in the Yorkshire Dales 2010 to 2013
13
15
Cycling: The Tour de France 2014 passed through this LEADER area and since 2013 it has attracted an
increasing amount of cycle tourists. To meet their needs and encourage repeat visits, there is an
opportunity to put in place legacy activity and diversify the existing tourism base. This might involve
opening access to green space, through the provision of green infrastructure such as cycleways, trails, and
heritage trails. This in turn will have a positive impact on mental, physical heath and well being of the rural
community.
Local Food:Tourism is not just about landscape and heritage. From the medieval lynchets of Wharfedale
and the Iron Age field boundaries of Swaledale, to the huge estates and monasteries (e.g. Fountains and
Jervaulx Abbeys), all serve as powerful reminders of how the landscape has shaped the food grown and
eaten in the Dales. From eating local produce on the Bolton Abbey Estate, hearing a grouse shoot high on
Grinton Moor, to watching the production of Jervaulx Blue Cheese at Wensleydale Creamery, this history
shapes food grown and eaten today. The area contains several large regional and national breweries (e.g.
Copper Dragon, Theakstons, Black Sheep), regional micro-breweries (e.g. Yorkshire Dales Brewing Co,
Wensleydale Brewery, Richmond Brewing Company, Settle Brewing Company, Mithril Ales). It has both
artisan food producers (e.g. Paganum Produce – butchery and charcuterie, Raydale Preserves), regional
cheese makers for example; Wensleydale, Ribblesdale, Swaledale, and quality meat products such as
Hellifield Highland Beef and Ingleborough Limestone Beef.
The Yorkshire Dales has much to offer in the way of distinctive local food:
 A farmed landscape with native breeds and traditional methods of husbandry/horticulture (with
modern twists) offering locally distinctive products (e.g. cheeses, beef, lamb, game).
 Exceptional numbers of residents and density of small producers who feel closely connected to the
land and are actively involved in grassroots initiatives.
 The wide variety of food that can be grown and produced in the area – the scale and variety of the
“Yorkshire Dales food shed”.
 The range of outlets sourcing a high percentage of their stock locally and seasonally.
Tourism activity has a lower value for GVA (typically less capital expenditure), and higher value for FTE
(that is, people employed). Investment in this sector is estimated to give less GVA increase than investment
in agriculture, forestry and manufacturing.
Culture and Heritage: The Yorkshire Dales area has a distinctive, arts-based creative economy. Selfemployed and freelance own account businesses are an important part of this in the rural area. This is
closely linked to the tourist trade and is part of the cultural tourism offer. It also contributes to “sense of
place” – selling the area as an attractive option to live, work and visit. 4.4% of the population are employed
in Arts, Entertainment and Recreation. Across the area approximately 5.6% of all business are in the Arts
and creative industry (around 110 businesses, employing c 220 people). More than 90 per cent of these are
micro-businesses (employing ten or fewer staff). Many arts-based organisations in rural areas play a
significant role in their area’s community life, as well as its economic one; for example Pioneer Projects
(Celebratory Arts) Ltd, a community based arts and health charity in Bentham.
The area has many natural heritage and cultural assets which contribute both directly and indirectly
towards the economy, from the World Heritage Site of Fountains Abbey and Studley Royal Water Garden,
to the many smaller visitor facilities and museum collections, such as the Folly- Museum of North Craven
Life in Settle and the Countryside and Heritage Centre in Keld.
Gross Value Added (GVA)
In the Yorkshire Dales area for 2014 this is estimated at £1.9 billion with 33,916 FTE employees. Total GVA
over the area is projected to rise by 7.9% over the next 5 years, with a corresponding 1.7% increase in
FTE15 jobs; a reflection of the larger proportion of agricultural and manufacturing business in the area and
it’s ability to bring more money into the economy through capital investment. Figures sourced in relation to
the Yorkshire Dales National Park16 give key sectors generating the following GVA each year: Wholesale &
retail (incl. motor trades) - £50 million, Agriculture - £37 million; Accommodation & food services - £20
million; Construction - £11 million; Education - £9 million; Arts, entertainment, recreation & other services –
£7 million.
15
16
Regional Econometric Model data 13/08/14
Cumulus Consultants Ltd and ICF GHK, Valuing England’s National Parks (May 2013)
16
SECTION 3: THE STRATEGY
3.1
Strengths, Weaknesses, Opportunities, Threats (SWOT)
Weaknesses
Strengths
 Land Management: Economic vulnerability of
 World class landscape, heritage and natural
upland farming; Woodlands small,
environment to underpin development;
fragmented under-used; Weather/short
 Strong business networks;
growing season; Tenant farmers lack capital.
 Distinctive market towns;
 Tourism: Variable visitor accommodation
 High quality food, drink and craft producers;
quality; Lack of marketing co-ordination;
Lack of ‘wet weather’ attractions.
 Good brand value;
 Business: Landscape can’t absorb major
 High business start up rate;
development; High energy costs (many off Strong rural tourism sector and visitor economy;
grid); Slow adoption of technology; Suitable
 Varied local foods and crafts;
and affordable business premises;
Preponderance of small ‘lifestyle businesses.
 Very high quality footpath network and huge area
 Employment: Aging population: Limited
of land available for outdoor recreation;
employment range, Low-paid seasonal;
 Resilient businesses and communities;
Pockets of low skills; Business skills for
 Proximity to urban areas with easy access;
young people; Long distances to training.
 Low unemployment;
 Services: Insufficient affordable housing;
Second homes and under-used properties;
 High quality of life;
Decline in village services; Lack of integrated
 Low crime;
transport infrastructure; Patchy broadband
 Better than average health.
and mobile reception.
Threats
Opportunities

Loss
of traditional land management skills;
 Assets: Better use of cultural, heritage and
 Intensification of farming/decline in productivity;
environmental assets in all marketing.
 Tourism: Growing the tourism economy: Legacy
 Climate change; incl. pests and disease;
of Tour de France; Business approach to
 Risk aversion to enterprise and investment;
destination management; converting day-trippers
 Micro-economic shocks;
into stayers; integrated network of heritage
 Demographic pressures;
assets; desire for “authentic experiences.
 Lack of access to key services;
 Green infrastructure: investment in farming and
forestry; high value nature farming; payments for
 Rising costs of oil, coal and gas;
“ecosystems services”, landscape-scale.
 Business support not targeted to needs;
 Energy; bioenergy, small scale renewable.
 Lack of skills/quality in hospitality sector;
 Business: Expand networking, support, supply
chains, trading, collaboration, benchmarking, Co-  Additional tourism pressures – pollution,
congestion;
operative enterprise within communities;
 Decline in public funding and resources;
Tailored financial support for start-up &
diversifying Closer working between LEP, local
 Mixed messages on the visitor offer;
authorities, education & skills providers and
 Transport to access the labour and education
employers; Local food: mapping, supply chains,
market (as well as market towns);
promotion; Diversification, home working and
 Stagnant/declining population;
self-employment; More use of modern
 Decline in village/community services;
technology; E-commerce and e-marketing/homeworking; Untapped skills of older age groups;
 Rising house prices;
training/co-operation by local enterprise for young  Pressures of increasingly elderly population;
people; More active promotion of local product;
 Fuel poverty;
international promotion; innovation in service
 Sustainability in town centre services (online
delivery;
shopping, vacant units/shops, offices).
Re-use of redundant farm buildings.
17
3.2
Evidence of Alignment with LEP Activity
There are strong linkages with the York, North Yorkshire and East Riding LEP and Leeds City Region LEP
where specific opportunities for supporting their rural priorities have been identified. The LEADER
consultation highlighted the importance of supporting rural business supply chains, promoting local food /
produce, destination branding and niche rural business support to improve business competitiveness.
Support for building employability skills, fostering enterprise in young people and social inclusion is an area
of Yorkshire Dales rural development need, as is improvements in digital infrastructure (broadband and
mobile coverage) and small scale renewables. The proposed programme will complement LEP wider
activity in particular around tourism and destination management plans, small scale renewables and the
Business Growth Hubs.
Alignment with the York, North Yorkshire and East Riding LEP and Leeds City Region LEP:
Capitalising on a
distinctive
environment and
cultural landscape
LOCAL STRATEGIES
York North Yorkshire & East Riding LEP
Profitable Ambitious SME’s
Global leader in food, agri-tech & Bio
Inspired people
Distinctive places
Well Connected economy
Leeds City Region LEP
Supporting Growing Business
Flexible Skilled Workforce
Resource Smart City region
Infrastructure for Growth
Yorkshire Dales National Park
A distinctive living, working cultural landscape
that tells the story of generations of people
interacting with their environment
Home to the finest variety of wildlife in England
Providing an outstanding range of benefits for
the nation based on its natural resources,
landscape and cultural heritage, which
underpin a flourishing local economy
A friendly, open and welcoming place with
outstanding opportunities to enjoy its special
qualities
Resilient and responsive to the impacts of
climate change, storing more carbon each year
than it produces
Home to strong, self reliant and balanced
communities with good access to the services
they need


LEADER Themes
Developing a
diverse rural
economy
Creating
sustainable
communities













































National Strategies
DEFRA Policy Priorities

Support for increasing farm productivity
Support for micro and small enterprises and
farm diversification

Support for Rural Tourism
Provision of rural services

Support for cultural and heritage activity

Support for increasing forestry productivity
18
3.3
Yorkshire Dales Local Action Group Priorities
The Vision is: “To grow a sustainable rural economy by developing diverse economic growth and creating
sustainable communities, capitalising on the areas internationally recognised distinctive environment,
landscape, culture and heritage.”
The Strategic Themes to achieve this Vision have been developed taking into account: the findings of the
socio-economic and environmental analyses; the SWOT; and extensive community consultation.
Theme 1: Capitalising on a distinctive environment and cultural landscape
The key aims of this Theme are:



To support and build on a distinctive, living, working and cultural landscape that tells the ongoing
story of generations of people interacting with their environment and underpins a flourishing local
economy.
To ensure farmers, landowners and other land-based businesses are managing profitable
enterprises based on the sustainable use of the natural resources, landscape and cultural heritage
of the Dales, providing jobs and other essential services to the local and regional economies.
To develop high quality recreational and tourism enterprise which build on the area’s communities,
culture, heritage and environmental resources.
Theme 2: Developing a diverse rural economy



To develop a vibrant, dynamic and diverse rural economy to increase economic prosperity,
productivity and growth within the Yorkshire Dales LEADER area through the sustainable and
creative development of rural businesses, communities, green infrastructure, the natural, cultural
and heritage assets of the area.
To support local people to develop a culture of enterprise and innovation through the development
of micro-businesses and start-up support which build upon the natural and heritage opportunities of
the area.
To maximise the participation of local people and businesses in the growth of the rural economy,
including training and innovative projects to give access to new employment opportunities, including
enterprise, entrepreneurship and enhanced employability skills for local young people.
Theme 3: Creating sustainable communities


To build on existing skills and confidence of people to create sustainable, vibrant, living
communities, working within their own communities, and with other communities, sharing expertise
and experience.
To sustain and support local rural services.
The Strategic Priorities
To deliver the aims of these 3 Themes, 6 Strategic Priorities for action have been developed. The table
shows how these fit together and how they relate to Defra Policy Priorities:
19
Vision of the Dales Programme: To grow a sustainable rural economy by developing diverse economic growth and creating sustainable
communities, capitalising on the areas internationally recognized environment, landscape, culture and heritage.
Theme 1: Capitalising on the distinctive
environment and cultural landscape
Theme 2: Developing a diverse rural
economy
Theme 3: Creating sustainable
communities
Yorkshire Dales Strategic Priorities (SP)
SP1: Strengthen the tourism industry
building on the culture, heritage and natural
assets, and the Dales identity.
SP2: Improve the sustainability for upland
land management in the Dales.
SP4: Encourage entrepreneurship and enable
business growth.
SP6: Sustain and enhance rural services.
SP5: Encourage the participation of young
people and women in rural enterprise.
SP3: Support the development of the local
bioenergy and renewable energy supply
chains.
These will achieve the following Defra Policy Priorities (DPP)
DPP1: Support for increasing farm productivity
DPP3: Support for rural tourism
DPP5: Support for cultural and heritage activity
DPP6: Support for increasing forestry productivity
DPP2: Support for micro and small enterprises and
farm diversification
20
DPP4: Provision of rural services
3.4
Programme of Activity
Strategic Priority 1: Strengthen the tourism industry building on the culture, heritage and
natural assets, and the Dales identity.
Strategic Priority 2: Improve the sustainability for upland land management in the Dales.
Strategic Priority 3: Support the development of the local bioenergy and renewable energy
supply chains.
LEADER funding will be focused on integrated packages of action to;







Develop the resilience, profitability and sustainability of tourism, farming and forestry business
through collaboration, added value local product, new technology and research.
Support enterprise, entrepreneurial activity, diversification, and networking in tourism, farming and
forestry in order to improve quality and profitability.
Build on the tourism “offer” by creating opportunities for people to understand and enjoy the unique
landscape, cultural and environmental heritage.
Support “large/landscape scale” initiatives to improve profitability in farming, forestry and tourism.
Support initiatives which add value to farm and woodland products, e.g. the development of
woodland industry and local food supply chains, clusters, networks.
Remove barriers to take-up of on-farm renewables, including development of individual ‘farm
renewables plans’.
Support the development of small scale bio/renewable energy generating capacity.
Investment will be in: equipment, premises, modernisation, increasing market participation, start-up,
innovation (beyond standard or statutory practice), new technology, processing, marketing and
development of products, access, research to improve sustainability in upland farming and resource
efficiency in energy and water. Investment to enhance the cultural and heritage activity will include
upgrading of high nature value sites, facilities, equipment, marketing, and running costs.
Other funds contributing to this Theme:
ESIF, The Growth Programme, LEP, FFPS, AONB, local authorities, voluntary sector, business support,
Destination Management organizations, Sustainable Development Fund (YDNPA), Heritage Lottery.
Final Beneficiaries:
Agencies, businesses and individuals in the tourism, forestry and agricultural sector. Agencies, businesses
and individuals in the Culture and Heritage sector.
Target Beneficiaries, including Equality of Opportunity:
Residents and businesses in the LEADER area. All applications will be required to provide a clear
assessment of the equality requirements of their proposal. This must consider any barriers to accessing the
project/service around gender, disability or for BAME people - and how these will be overcome.
Resources and Weighting:
The indicative financial allocation to this theme is 62 %. (18% for DPP Support for increasing farm
productivity, 25% for DPP Support for rural tourism, 12% for DPP Support for increasing forestry
productivity and 7% for DPP Support for cultural and heritage activity).
21
Strategic Priority 4: Encourage entrepreneurship and enable business growth
Strategic Priority 5: Encourage the participation of young people and women in rural
enterprise
LEADER funding will be focused on integrated packages of action to:






Invest in the establishment and growth of small and micro enterprises, farm diversifications and
social enterprises.
Support small-scale “umbrella” locally delegated projects that support sustainability in business,
environment and communities.
Stimulate enterprise, capacity building and sharing of good practice in business.
Support the development of supply chains, clusters and networks to increase sustainability
productivity and profitability.
Support specifically the development of local food supply chains, clusters and networks.
Increase the participation in business in particular of young and female entrepreneurs.
Investment will focus on all key employment/growth sectors, including Manufacturing, Construction, Digital
and Retail sectors, supporting vibrant market towns. Investment will be in facilities, equipment, premises,
access to market, collaboration, modern technology.
ESIF, The Growth Programme, LEP, FFPS, AONB, local authorities, voluntary sector, business support
organizations, Sustainable Development Fund (YDNPA).
Small and micro-enterprise sectors, including community groups, and other public and private bodies
involved in local economic regeneration.
Residents and businesses in the LEADER area. All applications will be required to provide a clear
assessment of the equality requirements of their proposal. This must consider any barriers to accessing the
project/service around gender, disability or for BAME people - and how these will be overcome.
The indicative financial allocation to this theme is 28 % for DPP Support for micro and small enterprise and
farm diversification.
Theme 3: Creating Sustainable Communities
Strategic Priority 6: Sustain and Enhance rural services.
LEADER funding will be focused on integrated packages of action to:



Invest in innovative community-led, and voluntary sector service delivery initiatives.
Build community involvement, capacity and leadership.
Support community and social enterprise start up and development.
22

Develop investment areas for natural environment work that benefit the community and economy.
Investment will be in: staff, equipment, specialist technology, running costs, premises, support for
improvements in green infrastructure, essential rural services, communications and transport accessibility
(not including statutory provision).
ESIF, Growth Programme, Sustainable Development fund (YDNPA), BIG Lottery, voluntary and community
sector organisations and networks.
Agencies and individuals in the business, voluntary sector, including community groups. The residents,
communities and community enterprises within the Yorkshire Dales LEADER area.
Residents, small and micro businesses in the LEADER area. All applications will be required to provide a
clear assessment of the equality requirements of their proposal. This must consider any barriers to
accessing the project/service around gender, disability or for BAME people - and how these will be
overcome.
The indicative financial allocation to this theme is 10 % for DPP Provision of rural services.
3.5
Co-operation and collaboration activity
Yorkshire Dales LAG previously participated successfully in transnational and inter-territorial co-operation.
Building on that experience, potential themes and areas of co-operation activity have been identified
through the consultation process and the SWOT.
Although not exhaustive, these could include:
 Timber extraction, reversing under-management & Wood-fuel;
 Upland Livestock Hill farming, High nature value farming;
 Sustainable management of tourism in protected landscapes;
 Local distinctiveness;
 Visitor giving initiatives;
 “Green” tourism initiatives- reducing impacts of vehicles in protected landscapes, use of
canals, cycleways etc.
 Added value to local food product;
 Vibrant market towns.
Theme 3: Creating Sustainable Communities
 Sustainability in Community enterprise.
3.6
Cross Cutting Themes
Innovation: Priority will be given to projects that involve innovative ways of working intended to improve the
quality of outcomes and / or the value for money over conventional approaches. A set of performance
indicators for innovation is available upon request.
Sustainability: Priority will be given to projects that demonstrate clear prospects for sustaining capacity
created beyond the life of the project and / or demonstrate a contribution to environmental sustainability.
3.7
Community Led Local Development Activity (CLLD)
The Yorkshire Dales LAG will seek to use CLLD funding from ESF and ERDF in order to deliver benefits
into the rural area that has not had the opportunity to access this funding at a local level in the past; this
would add significant value to the proposed programme. The area includes the “gateway” hub towns of
Ripon in Harrogate Borough, Catterick in Richmondshire District and Skipton in Craven District. The LAG
will seek to utilise CLLD funding to benefit those areas should the opportunity arise and regulations allow.
23
3.8
Sustainability Appraisal
Sustainability aims to enable all people to satisfy their basic needs and enjoy a better quality of life without
compromising the quality of life of future generations. The economic sustainability of the Yorkshire Dales is
at the core of this programme; upland, remote rural areas are facing major challenges and their economy is
under increasing pressures. This LEADER Programme will encourage innovation and support ways in
which businesses can grow and become sustainable in the future. A sustainability matrix is available on
request.
Ensuring the projects support sustainability principles:
The LDS will enhance the social, economic and environmental sustainability of the area through:
 Rigorous gateway appraisal and decision making to ensure that investments do not have a negative
impact.
 Support for investments that manage the environmental impacts of a changing climate.
 Support for projects assessed to have sustainability beyond the life of the funding.
One of the core aspirations of this programme is to celebrate, value and understand the local environment
complemented with the need to support the growth of a sustainable economic future for the area
encouraging and creating stronger communities.
Ensuring the programme supports sustainability principles:
The principles of sustainability are central to the operation of the programme. Climate change
considerations will be embedded within the implementation and appraisal systems to be used by the
Accountable Body (NYCC) and Lead Partner (YDMT). These will include:
 Use of technology such as video conferencing, email groups and websites, electronic
agendas/papers/e-forms, rather than printed material and recycling of waste material,
 Use of energy efficient offices and rooms for meetings,
 Procurement of local products, and use of local community facilities and venues,
 Encouraging the use of public transport or car sharing to meetings and events,
3.9
Evaluation Plan
An independent evaluation is factored into the Management budget, mid-way and at the end of the
programme. The following monitoring and evaluation activity will be done annually by the Executive Board
and the LAG staff:
 Monitoring of spend and outputs against each Defra measure.
 Monitoring of changes in the result and impact indicators.
 Evaluation of the impact of proposed programme interventions against the intended socio-economic
and environmental objectives.
 Evaluation of delivery processes to ensure efficient use of resource.
3.10 Exit Strategy beyond 2020
A core principle of the Yorkshire Dales LDS is that the learning from the development and delivery of
projects enhances the capacity and resilience of the local communities. A strong component of the activity
will be networking and shared learning so as to create a legacy of informed and experienced business
leaders and networks to continue development in the area.
The proposed programme will emphasise continued development of existing networks where present and
not aim to create new ones where they are not required.
3.11 Targets, Results and Outputs
The following targets, results and outputs on the table are scaleable, dependent on the financial allocation
awarded.
Productivity increases will be measured in GVA, calculated from accounts (zero for start-up) and
recalculated mid-term (if necessary) and in 2020.
24
SP1: Strengthen the tourism industry building on the culture, heritage and natural assets, and the
Dales identity.
SP2: Improve the sustainability for upland land management in the Dales.
SP3: Support the development of the local bioenergy and renewable energy supply chains
(Defra Measures: 4, 6, 7, 8)
Performance Indicator
Target
Outputs:
TOTAL INVESTMENT
£3,050,400
Estimated LEADER Allocation (62% of LEADER budget):
£1,525,200
Number of projects
52
Number of forests/woodlands/farm holdings benefitting
120
Number of businesses benefiting
295
Existing tourism activity supported
7
New tourism activity supported
7
Number of FTE jobs created
33.02
Number of FTE jobs safe guarded
34
Number of new/innovative methods introduced
6
Results
Potential additional overnight stays
20,8250 (5% increase)
Additional day visitors
412,450 (5% increase)
£ increase in GVA
£1,906,500
SP4: Encourage entrepreneurship to enable business growth
SP5: Encourage the participation of young people and women in rural enterprise
(Defra Measures: 4, 6)
Target
Outputs:
TOTAL INVESTMENT
Estimated LEADER Allocation (28% of budget):
Number of projects
Number of holdings benefiting
£1,377,600
£688,800
34
15
133
57.7
58
Results
£ increase in GVA
SP6: Sustain and enhance rural services.
(Defra Measures: 4, 7)
Outputs:
TOTAL INVESTMENT
Estimated LEADER Allocation (10% budget):
Number of projects
Number Villages/communities benefitting
Results
Population benefitting
2
£1,377,600
Target
£492,000
£246,000
10
47
150
7.39
15
2
80,000
25
SECTION 4: MANAGEMENT AND ADMINISTRATION
4.1
Accountable Body
North Yorkshire County Council (NYCC) have a strong track record in delivering EU programmes. They
were the Accountable Body for the successful 2007-13 LEADER Programmes delivered in Yorkshire Dales
and North York Moors.
In both previous programmes, the model included working with a Lead Partner who focused on community
engagement and project development. This partnership approach will continue with NYCC ensuring
compliance with all EU and LEADER financial and administrative requirements. Yorkshire Dales Millennium
Trust (YDMT), operating under a Service Level Agreement, will retain the Lead Partner role of community
engagement and project development.
In addition North Yorkshire County Council provide the Accountable Body role for the York, North Yorkshire
& East Riding Local Enterprise Partnership and to ensure synergy with other funding streams, and
economies of scale, will manage the LEADER Programme and LEP Secretariat in the same Economic
Partnership Unit.
Key responsibilities:
Role
Responsibilities
Accountable Body (NYCC)









Project Appraisals,
Offer letters,
Project Monitoring,
Claims,
Management and accounting,
Financial reporting,
Defra/RPA relations,
Training & Development,
Programme Evaluation.
Lead Partner (YDMT)






Communications strategy,
Business engagement,
Community engagement,
Project identification,
Eligibility checks,
Project development
support.
The Accountable body will provide detailed management information to the LAG Executive Board. In
particular this will cover;
1. Programme performance,
2. Financial performance including running costs and animation,
3. Project Monitoring,
4. Communications & Community engagement.
4.2
Project development and Assessment
Following publication of the Local Development Strategy, projects will be identified by either;
1.
An open call for proposals; or,
2.
Commissioned activity using open procurement.
Project Development
The Programme Coordinator will work with local partners to stimulate project proposals. The primary
purpose of this role to is work with partners to identify eligible projects and develop them in to a full
application for independent appraisal.
Eligible projects applicant will submit an Expression of Interest Form. The Programme Co-ordinator will
complete an eligibility check and review of the project aims, objectives and fit with LEADER priorities. This
will be include liaison with groups with relevant local knowledge (e.g. the LEP staff) to establish whether
there is duplication, or whether the project would be a better fit under a main programme. Pre-application
training sessions and materials will be given to potential applicants to strengthen the application process
and the quality of applications coming forward. This will cover issues such as managing cash-flow,
business planning and apportionment.
26
Local Development Strategy
Local Action Group
Publishes & Communicates the priorities
Eligible projects which contribute to the LEADER
priorities will proceed with a full application, or be
advised to undertake further development work if
applicable. The Programme Co-ordinator will
continue to support the project to develop the full
application.
Local Engagement
Lead Partner
Identified Project Opportunities
The Programme Co-ordinator will add the eligibility
checklist to the full application and forward it to the
Accountable Body.
If a member of the Accountable Body staff has a
personal or pecuniary interest in any project
application, a form will be completed to declare the
interest and that member of staff will not take part in
any appraisal, approval, claims or monitoring process
pertaining to that project.
Project Appraisal & Investment Decision
The appraisal criteria for all projects within the
LEADER Programme will be set and agreed by the
Yorkshire Dales LEADER Executive Board. The
Executive Board will also approve the application,
appraisal and approval process. The project selection
criteria are available on request.
The Technical Support Officer at the Accountable
Body will complete a detailed appraisal assessing
eligibility, deliverability, strategic fit and value for
money. Applications with any missing information
would be returned to the Lead Partner Programme
Co-ordinator for liaison with the applicant.
Project Idea Form
Lead Partner
Comments from LEP, alignment.
Appraises Project Idea Form
Full Application Form
Lead Partner supports
Eligible projects to develop full application
Appraisal
Accountable Body – Technical Officer
Independent Appraisal of projects
Local Approval
LAG Executive Board
Approve/reject/defer
Where appropriate expert input will be requested
from key partners, for example to ensure
complementarity with potential other funding
programmes or strategies and for specialist areas of
work.
The full applications and appraisal will be submitted
to the Executive Board to help inform the local
approval decision.
Investment Decision
Defra Investment Decision
Approve/reject/defer
The Accountable Body will provide the Executive
Board with management information regarding
programme performance. The report will highlight
risks and underperformance and recommend
mitigating action. This will inform members of the
Executive in order to most effectively consider the
project applications at each meeting.
Contracting
Accountable Body
Issue full offer letter to projects
Applications and Executive Board recommendations
will be submitted to Defra for a formal Investment
Decision.
Claims and Monitoring
Accountable Body – Project Support Officer,
with support from Lead Partner
Ongoing through lifetime of projects
Commissioned Activity using open procurement
In addition to an open call for projects, the LEADER
Programme may commission activity to deliver
specific outcomes. This will be done using an open
27
procurement process. It will involve a process which includes the following key stages:








Commissioned activity to be determined by the LEADER Executive Group.
Task and Finish Group established to oversee the procurement process. The Group would
bring together the expertise but avoid any conflict of interest.
Project specification developed. This will include the priorities and objectives it is aiming to
address, outputs and outcomes and any other specific criteria. It will also clearly state the
appraisal and selection process.
This project specification would then be agreed by the Executive Board.
The project specification would then be published in accordance with EU Procurement Rules.
The appraisal and selection process will be followed and a preferred provider identified.
This will be ratified by the Executive Board.
The project will then be submitted to Defra for a formal Investment Decision.
Contracting
Following project approval by Defra, the Accountable Body’s Technical Support Officer will draw up, and
issue, a formal offer letter. This offer letter will form the project delivery contract between the Accountable
Body and the applicant and will be signed by the Accountable Body on behalf of the Executive.
The offer letter will outline all the standard conditions, for example, project eligible spend, duration of
project, outputs and milestones, claims, monitoring, publicity, etc. together with any special conditions
imposed and agreed by the Executive Board. The latter will clearly differentiate between those that are
required before the project can formally commence and those that need evidencing during implementation.
Post application training with projects will focus on the contractual requirements and responsibilities of the
project and facilitating a smooth claims process.
4.3
Claims and Payments
All projects will submit a formal request for the grant to the Accountable Body according to the payment
schedule outlined in their formal offer letter. Grant payments will be paid in arrears upon submission of the
appropriate claim form together with accompanying documentation evidencing defrayment of expenditure.
It will be a mandatory element of the claims process for project applicants to complete a detailed monitoring
form. Failure to submit a satisfactorily completed monitoring form, claim form and/or the appropriate
documentation will result in the payment being withheld.
Checks will be in place to ensure independence and separation of duties between the Technical Support
Officer appraising and contracting with the applicant and the Project Support Officer who processes the
claims.
All payments will be processed by the Accountable Body’s Project Support Officer and independently
verified by an authorised signatory within North Yorkshire County Council’s Economic Partnership Unit.
Claims will then be entered onto the RPA Finance System for payment by the RPA.
A monitoring form will accompany the grant claim providing a detailed update on the project, specifically
highlighting any potential changes in the delivery and/or costing of their project. Any significant changes
would require the approval of the Accountable Body and potential endorsement of the Yorkshire Dales
LEADER Executive Board.
Desk-based monitoring will be undertaken by the Accountable Body as part of the claims process. This will
be supplemented by the Lead Partner, who will do site visits as and when required. Each investment will
have a minimum of one visit within its lifetime.
The Executive Board will have the power to withdraw any offer of funding should a project not be
performing to the required standard and if revisions cannot be agreed.
28
4.4
Communications and Publicity
A communication and publicity plan will be developed to ensure high quality communication and awareness
raising of LEADER, its purpose and benefits to the local area.
This will:
 Create a high level of credibility of the LEADER Programme and the Local Action Group among
the public, partner organisations and other stakeholders;
 Keep potential applicants well informed about the programme and how to access its funds;
 Ensure that it is an open and transparent programme that the community feel they can play a
part in and help deliver;
 Generate interest amongst the community of the work of the Local Action Group;
 Keep the public updated and informed about the benefits of the programme;
 Promote its impact beyond the Yorkshire Dales.
The communications and publicity plan will form part of the Executive Board handbook.
29
SECTION 5: FINANCIAL PLAN
5.1
Overall funding Profile
Showing accumulative spend year on year to December 2020
3500000
3000000
2500000
2000000
1500000
1000000
500000
0
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
5.2
Use of grants, procurement and other financial support
To ensure efficient delivery of the programme actions will be co-ordinated with other funding available to
the LAG area. These include those through the YNYER LEP Strategic Economic Plan – SEP, European
Strategic Investment Framework – ESIF (especially EAFRD), Leeds City Region LEP Strategic Economic
Plan, the District and Borough Councils, the YDNPA and, national programmes delivered by Natural
England (New Environmental Land Management Scheme & legacy), the Forestry Commission and the
Farm and Forestry Productivity Scheme (FFPS). This will require close collaboration between all funding
delivery teams to ensure there is no duplication and projects are dealt with the most relevant body.
Mechanisms for ensuring this are being developed with the YNYER LEP and Leeds City Region LEP.
30
LEADER 2014-2020
Local Development Strategy Application
Financial Profile
1. Applicant Details
Yorkshire Dales
Local Action Group:
Accountable Body:
2. Financial Profile
Expenditure Forecast (£)
Financial Year
Policy Priority
2014/2015
Support for increasing farm productivity
Support for micro and small enterprises and farm
diversification
Support for rural tourism
2015/2016
2016/2017
2017/2018
2018/2019
2019/2020
2020/2021
Total
programme
70848
115128
106272
75276
53136
22140
442,800
110208
179088
165312
117096
82656
34440
688,800
98400
159900
147600
104550
73800
30750
615,000
39360
63960
59040
41820
29520
12300
246,000
27552
44772
41328
29274
20664
8610
172,200
47232
76752
70848
50184
35424
14760
295,200
84672
478272
82782
722382
91476
681876
82188
500388
82944
378144
95040
218040
540,000
3,000,000
Support for cultural and heritage activity
Support for increasing forestry productivity
Running costs and animation
Grand Total
20898
20898
31
SECTION 6: ACTION PLAN
6.1
2014/15
Our proposed activities, milestones and outputs to deliver the Defra Policy Priorities from November 2014 –
March 2015.
Target Date for
completion of all tasks
Performance Indicator and
outputs
Key Actions
Milestone Tasks
Publicity for LAG recruitment
Media campaign;
LAG recruitment in specific
business sectors;
LAG recruitment for specific areas
of expertise – Accounts, cash flow,
communications etc.
Transition LAG review of current
marketing image;
Report and recommendation.
Transition LAG review of old packs.
Nov 2014
Nb Enquiries received
Evidence from LAG
membership.
New LAG members.
Nov 2014
Evidence from meetings
Communications Strategy
Nov 2014
Accountable Body and Lead Partner
review of needs;
Transition LAG review and
approval.
Core skills and training needs
analysis completed for LAG
members.
Targeting of Dales business sectors;
Voting forms distributed.
Event planned;
Strategic partners engaged over
LAG area (LEP, LNP, Local
Authorities, VCS);
Publicity distributed.
Appointment of Chair and Vice
Chair (annual event);
Agree role description of LAG
member;
Sign Code of conduct.
Task and Finish meeting/s;
Report;
Executive approval.
Nov 2014
Induction pack
Training material produced
Jan 2015
Evidence from meeting/s
Report
Advertisement;
Interview;
Recruit;
In post.
Training planned (NOLAN
principles, Accountability, Scoring).
Publicity devised;
Media campaign.
Animation;
Support material distributed;
Links with LEP’s and other delivery
partners.
Jan 2015
Evidence from interview
Feb 2015
Feb 2015
Attendance form
Feb 2015
Responses received
Programme branding and
Publicity
Induction Packs for Executive
Board
Training material and support
for Applicants
LAG development
Executive Voting publicity
developed
Launch Event held (subject to
bid outcome)
Election of New Executive
Board
First meeting of Executive
Board
Review of non-discriminatory
and transparent process for
submission, decision making
and selection of projects
Recruitment of LAG staff
Executive Training event
First Call for Projects
Projects supported to
application
32
Dec 2014
Completed forms
Dec 2014
Enquiries received
Responses received
Attendance form.
Dec 2014
Executive Board elected
Jan 2015
Mar 2015 ongoing
Project Expressions of
Interest received
Full applications received
6.2
2015/16
Our proposed activities, milestones and outputs to deliver the Defra Policy Priorities from April 2015 to
March 2016.
Target Date for
completion of all tasks
Performance Indicator and
outputs
Key Actions
Milestone Tasks
Meeting of Executive Board
First decision board
Applications appraised;
Further feedback from LEP’s;
Papers distributed.
Animation;
Support material distributed;
Links with LEP’s and other delivery
partners.
Papers distributed.
Publicity devised;
Media campaign.
Papers distributed.
Meeting/s held ;
Role agreed.
April 2015
Investment decisions
ongoing
Project Expressions of
Interest received
Projects supported to
application
Second decision board
Second Call for Projects
Third decision board
Advisory and Review Group
formed
Annual Review
Executive Chair and Vice
Chair Election
Fourth decision board
Election of Executive Chair
and Vice Chair
Annual Event to recruit and
inform wider LAG
Executive Training event
(New LAG members)
July 2015
Full applications received
Aug 2015
Responses received
Oct 2015
Sept 2015
Evidence from meeting/s
Report written;
Executive approval.
Meeting planned;
Forms distributed.
Dec 2015
Report
Dec 2015
Responses received
Papers distributed.
Jan 2016
Event planned;
Strategic partners engaged over
LAG area (LEP, LNP, Local
Authorities, VCS);
Publicity distributed.
Training planned (NOLAN
principles, Accountability, Scoring).
Jan 2016
Chair/Vice Chair elected
Attendance form.
New LAG members recruited
Feb 2016
Attendance form
6.3
Strategy after Year 1
After Year 1 of the Programme the following Sections will be included in an Annual Action Plan:
 Review of Strategic Priorities and Programme Activity;
 Action Plan-Gap Analysis;
 Risk Register table.
33
APPENDIX 1: LEADER POLICY PRIORITY AND OUTPUTS
LEADER Policy Priority
Support for
productivity
increasing
farm
grant size (£)
Relevant CMES output
indicators for LDS
application
End of programme
forecast
(by
December 2020)
29,884
Total RDPE expenditure
£442,800
RDPE expenditure per
Average RDPE
FTE job created (£)
61,011
Number of
supported
projects
14
Jobs created (FTE)
7.25
Support for micro and small
enterprises
and
farm
diversification
11,931
19,951
Number of
supported
projects
34
Jobs created (FTE)
Support for rural tourism
32,477
31,764
Number of
supported
£688,800
57.7
£615,000
projects
19
Jobs created (FTE)
Support for culture and heritage
activity
55,991
28,165
Number of
supported
33,272
23,378
6
Number of
supported
£172,200
projects
Jobs created (FTE)
18.9
3.07
£246,000
projects
10
Jobs created (FTE)
Support for increasing forestry
productivity
77,045
21,788
Number of
supported
7.39
£295,200
projects
13
Jobs created (FTE)
3.8
34
APPENDIX 2: LOCAL ENTERPRISE PARTNERSHIP ENDORSEMENTS
Helen Patchett
LEADER Officer
Northallerton
DL7 8AD
1 September 2014
Support for the Yorkshire Dales Leader programme.
Dear Helen
The York, North Yorkshire & East Riding Local Enterprise Partnership are pleased to support the
Yorkshire Dales LEADER Local Development Strategy.
In a large rural area where small and micro businesses dominate and provide much of the
employment, working with local areas, to reach these businesses and communities, will complement
the LEP wide programme delivery.
We are pleased to be working with the LEADER Local Action Group and Officers to maximise the
impact of any investments and to ensure no duplication of activity.
The LEADER team have engaged the LEP throughout the Local Development Strategy process and we
fully support its objectives and priorities
Kind regards
Barry Dodd CBE
Chairman
York, North Yorkshire & East Riding Local Enterprise Partnership
35
Rima Berry
Transition Co-ordinator,
Yorkshire Dales Millennium Trust,
Old Post Office,
Main Street,
Clapham,
LA2 8DP
Thursday 04 September 2014
To whom it may concern
ENDORSEMENT OF THE LEADER LOCAL DEVELOPMENT STRATEGY
I am writing to confirm that Leeds City Region Enterprise Partnership endorse the Local
Development Strategy for the Yorkshire Dales LEADER area.
The areas you have identified will contribute to the priorities of the Strategic Economic Plan and will
complement the areas identified in our European Structural and Investment Funds (ESIF) Strategy.
With regard to the ESIF I would encourage your Local Action Group to further work with officers in
the LEP to ensure there is no duplication and to ensure the greatest impact is generated from the
interventions.
Areas highlighted include tourism, destination branding and the development of Destination
Management Plans, the development of local small scale renewables and also how businesses in
your area can benefit from the development of the Leeds City Region Business Growth Hub.
I wish you the best of luck with your application.
Roger Marsh
Chair of Leeds City Region Enterprise Partnership
Leeds City Region Enterprise Partnership
1st Floor West, Wellington House, 40-50 Wellington Street, Leeds LS1 2DE
Tel: 0113 348 1818
36

YORKSHIRE DALES LEADER LOCAL DEVELOPMENT STRATEGY

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