VIEWS: 4 PAGES: 72 POSTED ON: 11/23/2011
Rural Development Programme for England 2007 – 2013 Leader Approach Local Development Strategy for The Waveney Valley Prepared by NRBAS on behalf of the Local Action Group and the Accountable Body Easton College Easton Norfolk NR9 5DX November 2008 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 1 of 72 Waveney Valley Local Development Strategy “To support the businesses and communities of the Waveney Valley in building its identity as a sustainable destination and vibrant place to live and work” Contents Waveney Valley Local Development Strategy ................................................................1 1 Description of the Waveney Valley Local Action Group Area ....................................... 2 1.1 Details of the (Local Action Group) LAG .......................................................... 2 1.2 Details of the area chosen ............................................................................... 7 2 What the LAG proposes to do .................................................................................... 22 2.1 Detailed proposals for the activities the LAG will support ............................... 22 3 How the LAG will use RDPE funding to support its activities ...................................... 27 3.1 How the LDS supports the delivery of Axes 1, 2 & 3 by mapping of the activities proposed onto the RDPE ........................................................................................... 27 3.2 How the LDS will address priorities in the national and regional RDPE plans 35 3.3 Inclusiveness and equal opportunities ........................................................... 42 3.4 A sustainability appraisal for the LAG activities proposed .............................. 43 3.5 Plans to co-operate with other LAGS ............................................................. 45 3.6 Breakdown of match funding sources to be used .......................................... 46 3.7 Details of the accountable body and its track record ...................................... 47 Appendices ......................................................................................................................49 1 Workplan for year 1 .................................................................................................... 49 2 A completed output table and budget ......................................................................... 53 3 OS map of area including wards ................................................................................ 56 4 Measures Budget ....................................................................................................... 57 5 LAG Output Targets & Milestones .............................................................................. 58 6 Waveney Valley Local Action Group - Terms of Reference (March 2008) .................. 60 7 Equality Impact Assessment Toolkit ........................................................................... 61 8 LAG Members ............................................................................................................ 70 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 2 of 72 1 Description of the Waveney Valley Local Action Group Area 1.1 Details of the (Local Action Group) LAG The Waveney Valley LAG brings together an excellent representation of the social, economic and environmental organisations across the Waveney Valley area. Their primary role is to put Waveney Valley on the map and improve the partnerships and communication across the area. 1.1.1 Membership of the LAG Organisation Non Public Social Economic Environmental Action with Communities for Rural England x x x x All Hallows Hospital x Breckland District Council x x x Broads Authority x x Bungay Community Partnership x x x x Business Link East x Diocese of Norwich x x Diss Business Forum x x Diss Community Partnership CIC x x x x Diss, Thetford & District Citizens Advice Bureau x x x East Anglia Food Link x x x x East of England Farming and Wildlife Advisory Group (FWAG) x x x x East of England Rural Forum x x x Easton College x x x x Farm Crisis Network x x x Halesworth and Blyth Valley Partnership x x x x Harleston Information Plus (formerly Harleston Development Partnership) x x x x Ladies in Pigs x x Lowestoft College x x Mid Suffolk District Council x x x Mow and Grow Social Enterprise x x x x National Farmers Union x x x x Norfolk County Council x x x Norfolk Rural Business Advice Service x x Norfolk Rural Community Council x x x x Norfolk Rural Forum x x x x Norfolk Tourist Attractions Association Ltd x x Market Towns East x x x Redenhall with Harleston Town Council x x x South Norfolk District Council x x x Suffolk Coast and Heaths AONB x x x Suffolk County Council x x x Tastes of Anglia Ltd x x The Bungay Joint Tourism Group (representing Bungay Town Council x x x x and Bungay Chamber of Trade) The Deer Initiative x x x The Old Bakery x x The Waveney Rural Community Partnership Four Towns x x x x Public Transport Group Thornham Field Centre x x x Upper Waveney Valley Partnership x x Waveney Community Forum x x x x Waveney District Council x x x Waveney Learning Community x x x Further details on the members of the LAG can be found in Appendix 8. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 3 of 72 1.1.2 Structure of the Partnership EEDA Local Development Strategy Programme Management NCC Programme management, monitoring, appraisal, evaluation finance Local Action Group Programme Delivery NRBAS LDS management; facilitation, Management Group administration Working groups The Waveney Valley partnership will have four levels: 1. The Local Development Strategy will be the framework from which the other levels take their lead. 2. The Local Action Group will make the overall strategic decisions about the direction of the project. They will meet four times a year. 3. The Management Group will deal with ongoing management, reducing the commitment that LAG members have to make and reducing the unwieldy nature of a large committee when making management decisions. The management group will meet at least once a quarter. Working with the Local Action Group will be a Programme Manager, Partnership Facilitator and Programme Administrator, employed by NRBAS. The Programme Manager will be shared between the 3 proposed LAGs whose accountable body is Norfolk County Council (Waveney Valley, Brecks and Norfolk Coast & Broads). The Partnership Facilitator will be full time for the Waveney Valley LAG. The Programme Administrator will be shared between the 3 proposed LAGs. Appraisal of other LAGs grant proposals will be carried out by Norfolk County Council. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 4 of 72 Likewise the monitoring of projects funded through the Waveney Valley LDS will be carried out by Norfolk County Council. 4. Working groups will be setup to develop aspects of the LDS. These working groups will be chaired by a member of the Management Group and have members from the LAG, but can also co-opt useful members from outside the LAG. Further working groups could be setup if required. Through the use of working groups, the delivery of interventions by the LAG and its partners will be focused and timely. 1.1.3 Management of the Partnership The Management Group will take the major decisions. On this group will sit the chair and vice- chair of the LAG, representatives from the Accountable Body, NRBAS and EEDA, and other members of the LAG. This Management Group will still reflect the mix of social, economic and environmental and have more than 50% non public body members. The Leader Manager will work at least 3 days a week, giving leadership to facilitators and appropriate time to each of the proposed LAGs whose accountable body is Norfolk County Council. The Leader Manager will be based at the Norfolk Rural Business Advice Service offices at Easton College, along with the Project Administrator. The Partnership Facilitator will be based within the Waveney Valley LDS area, probably in the Upper Waveney Valley Partnership office, to make facilitation easier and to reduce travel and therefore their carbon footprint. 1.1.4 Roles of LAG Members The LAG will meet four times a year; one meeting will be the annual review meeting. Volunteers from the LAG will be sought to join the Management Group (in which the balance between private and public sectors will be maintained as will a spread of experience in economic, environmental and social fields) and Working Groups as required. The partners represented on the LAG bring a range of experience, particular skills and excellent representation of the Waveney Valley LDS area. The LAG will review its membership at each meeting, adding and replacing members as appropriate and in line with the constitution. There is no maximum size of the LAG, so more partners may join over time. Note that the LAG is a partnership of organisations from the Waveney Valley. The partnership wants to be as inclusive and diverse as possible, so the more members the better, which will lead to wider involvement and ownership of the LAG by those living and working in the Waveney Valley. LAG members will guide the overall direction of the project within the Waveney Valley, by reviewing the progress to date, selecting the Chair and Vice Chair and possibly developing bids to aid the development of the Waveney Valley in line with the LDS. Partners in the LAG represent a range of organisations and will feedback to those organisations on the progress of the LAG. They will also bring information to the LAG from their own organisations and help shape the direction and projects of the LAG to fit with the requirements of the Waveney Valley. 1.1.5 Decision making body The Management Group will meet at least once a quarter. The Project Manager and Project Facilitator will report to this group. Major decisions, including the funding approval of projects, will be made by this Management Group. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 5 of 72 Currently the Regional Development Agencies Act restricts the powers to fully delegate investment decision making to the Management Group, and thus a nominated EEDA representative (Fiona Bryant, Head of Sustainable and Rural Development) must be present at the Management Group meetings if decisions are to be taken there and then (the alternative is for the Management Group to make a recommendation which would then have to be forwarded to EEDA for consideration). This is an interim measure pending the laying of a Statutory Instrument which will allow delegation of project approval. Once the Management Group is able to approve projects, each member will have equal roles and representation, with one vote, when decisions are taken. The Chairman will aim to reach a consensus on decisions taken, however, should the need arise; they will have a casting vote. Working groups will direct and develop various aspects of the project, for example marketing and communication of the LDS and LAG to as many people living and working in the Waveney Valley as possible. Chairs of working groups will sit on the Management Group and report to that group at each of its meetings. More information on the Decision Making Body is available in the Terms of Reference in the appendices. 1.1.6 Administrative support Administrative and research support will be one member of staff shared between the 3 proposed LAGs. This member of staff will be centrally based in the Norfolk Rural Business Advice Service (NRBAS) office at Easton College. Their time will be divided equally between the 3 proposed projects (Waveney Valley, Norfolk Coast and Broads and the Brecks). The aim of sharing staff between the 3 LDSs is to improve the efficiency and delivery of the facilitator and the LAG. 1.1.7 Monitoring and review arrangements Arrangements for monitoring and review are included in the Operations Manual for Local Action Groups, issued by EEDA, and the procedures of the Accountable Body and the LAG will be governed by those. Part of the Appraisal and Monitoring Officer’s role is to ensure the ongoing monitoring of projects, including the outputs and outcomes emanating from the projects as well as the financial elements. After a project has been approved by the Management Group, the Appraisal and Monitoring Officer will draw up an offer letter, which will outline all the standard conditions as well as any special conditions that have been agreed by the Management Group, differentiating between those that are required before the project can formally commence and those that need evidencing during implementation. The offer letter will also include milestones, a schedule breakdown of the implementation of the project detailing the expected financial expenditure, the expected outputs and the timeframe for reporting. This schedule is incorporated into the Project Agreement, which is sent to the applicant (signed on behalf of the Management Group by the Accountable Body). The applicant will also receive a visit from the Appraisal and Monitoring Officer; to receive an explanation of what will be expected from them and to answer any queries the applicant may have. The applicant is required to sign both copies and return one copy to the Appraisal and Monitoring Officer. Throughout the duration of the programme, all revenue projects will receive quarterly ‘light touch’ monitoring, with monthly monitoring for capital projects during their implementation phase. This will enable the programme to closely monitor the activity of each project, to ensure that activity is delivered according to the funding agreement and to assist projects to overcome issues that might arise. Should a matter arise that cannot be resolved, it will be raised with the Programme Manager, who will seek a resolution, and raise it with the Management Group, if needed. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 6 of 72 Project claims are submitted to the Appraisal and Monitoring Officer according to the payment schedule set out in the offer letter. All payments will be paid in arrears (advance payments are not permitted for any capital items), and only if accompanied with the appropriate claim form and all appropriate invoices. Failure to submit the claim form or the appropriate invoices will result in the payment being withheld. Alterations to the delivery of a project must be raised by the applicant to the Appraisal and Monitoring Officer at the earliest possible time. All payments are prepared by the Appraisal and Monitoring and independently checked within the Accountable Body. If there is a deviation of more than 10% (down) on the projected outputs or (up or down) on the projected costs of a project, a written explanation will need to be given by the applicant. The Management Group can withdraw the offer of funding if a project is not performing to the required standard and if revisions cannot be agreed. 1.1.8 Evaluation One aspect of the Programme will be an annual evaluation of activity, including a review of supported interventions, together with a review of the membership and effectiveness of the LAG, Programme Management Group and Working Groups. This information will be collated to form an Annual Report, with a series of recommendations, which will be presented to the LAG at their Annual Partnership Meeting. This process will be used to ensure that the Programme learns from previous activity and takes any external recommendations into account, including those from the annual audit. The evaluation process will also examine the lessons learnt from other LAGs across the region through regional networks. The evaluation will be shared with EEDA. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 7 of 72 1.2 Details of the area chosen The Waveney Valley is a coherent and distinctive rural area, its unique identity transcending county loyalties. The river, and the contiguous county boundary, both define and divide the area. Relatively distant from the main regional service centres, though close to the economically challenged urban areas of Great Yarmouth and Lowestoft, the area is serviced by a string of historic and vital market towns. The quality of the valley’s landscape is at least the equal of better known locations such as the Dedham Vale and contains a wealth of semi natural features and historic buildings. Landscape historian Oliver Rackham singles out the Waveney in his History of the Countryside, stating that it “has resisted being tamed and, alone among East Anglian rivers, still has miles of meadow”. Despite its clear identity and landscape, the Waveney Valley is divided by statutory boundaries: bisected by the county boundary, further fragmented by district boundaries, and covered in part by the Broads Authority. There are clear social, environmental and economic challenges and opportunities that can be addressed by all parties working together with a single vision. There has been some partnership working, such as the four local authorities supporting the Upper Waveney Valley Partnership, but the whole of the Waveney Valley from source to sea has never received the joined-up support it requires to develop and prosper. 1.2.1 Why the area was chosen The Waveney Valley area has been submitted as a Leader area because its social, economic and environmental features are consistent across the whole area. 1.2.2 Social - Why the area was chosen: The area has a dense pattern of villages and a number of small market towns – Diss, Harleston, Eye, Halesworth, Bungay, Beccles and Loddon. These towns act as local service centres for surrounding villages, centres for employment, leisure, recreation and tourism. The community engagement with market towns shows good community connection to the area. Many of the villages are small with limited facilities and services and there is a sense of isolation for young people and the elderly. Public transport is limited although community based schemes such as Borderhopper do meet the needs of some older and disabled people. For many the car is a primary form of transport and long distance commuting is common, north to Norwich, south to Ipswich and east to Lowestoft and Yarmouth. The A140 and A143 provide south- north and east-west road transport links though both roads are busy and slow making east west travel difficult. Many of the smaller villages have lost their shop, post office, pub, and school. The village hall and church are often the only remaining community facilities and as across much of rural Norfolk and Suffolk small communities struggle to maintain these important community assets, with a heavy burden falling upon a small number of volunteers. There are many examples of communities addressing local issues and developing activities that involve local people such as the Denton Composting Scheme and the Metfield Community Shop. Housing is expensive in many villages and the availability of affordable housing is a key issue, with many low paid families finding it difficult to find a home. Significant social divisions exist even if masked by the appearance of relative affluence. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 8 of 72 The population of Waveney Valley experience a below average income per household which is 12% below the national average. The Waveney Valley has tremendous potential for both economic and community prosperity. It has a unique combination of natural resources and attractive conservation areas, as well as important economic assets both established and in development. Overview by town • Beccles Beccles is situated on the River Waveney with a popular quay that links to the Broads extensive network of waterways. The proximity of Beccles to the Broads places some constraints on future development in the area. Rural parishes around Beccles suffer from relatively poor access to shops and services, with limited public transport available, and increasing dependency on car travel. With a population of 9,746 (2001) Beccles is the largest of the four market towns in the Waveney District. A relatively high proportion of these (25%) are aged 65 and over. Unemployment here is relatively low (1.8%) compared to the other market towns and to Lowestoft at 4.8%. Similarly, only 1.95% are in receipt of Job Seekers Allowance compared to 3.7% in Lowestoft. Almost a third of people in employment (28.3%) are defined as working in semi-routine/routine occupations. • Bungay Bungay is situated in a loop of the river Waveney, in close proximity to the Broads. The town benefits from interesting historical and architectural features and has some popular tourist attractions. With a population of 4,895 (2001) Bungay is the second largest market town in the District, after Beccles. It also has the lowest rate of unemployment out of the four towns, at 1.7%, compared to 3.6% in Waveney as a whole. Similarly, only 1.6% of the population are on Job Seekers Allowance. In terms of educational levels attained, a third of the population entered Higher Education after year 13 in 2006, which is the lowest of the four market towns. However, the proportion of people with NVQ 4/5 educational qualifications attained stood at 14.1% in 2001, which was well above the Lowestoft average of 10% and the District average of 11.9%. In recent times, Bungay has been suffering from falling shop numbers in the town centre which is one of the main issues affecting the attractiveness of the town for visitors and business relocation. • Halesworth Halesworth is situated in North-East Suffolk within the Blyth Valley. Steeped in the history of brewing, malting and agriculture, Halesworth in modern times is a mix of old and new buildings with a vibrant pedestrianised town centre and a weekly market. Halesworth is the second smallest market town in the District with a population of 4,637 (2001). With 29.5% of people being 65 years or older, the town has a relatively high proportion of elderly people living in the area. The rate of unemployment is 2% which is in line with the other market towns of Beccles and Bungay and below the District average at 3.6% (2006). Halesworth suffers from the lowest Waveney Valley Local Development Strategy – Rural Development Programme for England Page 9 of 72 proportion of pupils continuing education after year 11 in Waveney which may be a reflection of the availability of educational opportunities in the area. However, more than two thirds (69%) of year 13 pupils go on to Higher Education, which is higher than the District average (42%). Socio economic indicator Beccles Bungay Halesworth Waveney East of England Population (2001 for towns, 2005 for district and county, 2004 for 9,746 4,895 4,637 114,700 5,491,300 region and 2006 for country ) Rate (%) unemployed 1.8 1.7 2 3.6 2.61 persons (2006) Economic activity rate (%) - - - 76.3 80.9 (2006) Household Income (£) 24,134.3 24,968.4 24,229.8 24,703 - (2005) Gross weekly pay for full - - - 372.9 470 time employees (£) (2006) Job Seekers Allowance 1.95 1.6 1.8 3.6 1.8 Claimants (%) (2004) People aged 16 - 74 in employment who usually travel to work by means 38.8 36.7 37.3 36.1 25.8 other than the car (%) (2001) People aged 16 - 74 with: Highest qualification 12.5 14.1 12.3 11.9 18.14 attained level 4/5 (%) (2001) People aged 16 - 74: Large employers and higher managerial 4 4.9 3.7 4.5 9.1 occupations and higher professional occupations (%) (2001) Agriculture is important to the maintenance of Waveney’s biodiversity and for providing economic and physical wellbeing, as well as a sense of local identity, all key to achieving the vision for Waveney. Diversifying this sector, which makes up 1.2% of the economy, could provide new opportunities to rural communities. A long term joint approach to building a strong brand should be adopted, rather than a series of dispersed local approaches. Population In the Waveney Valley 83.7% of people live in rural areas, compared with 31% in the Government Office Region. Within the rural areas all people live in less sparse areas. 1 People 16-74 economically active: Unemployed (%) (2001) Waveney Valley Local Development Strategy – Rural Development Programme for England Page 10 of 72 W aveney Valley East of England Male Female Total Male Female Total Urban 9,722 10,515 20,237 1,812,091 1,904,428 3,716,519 Rural 51,047 53,108 104,155 826,244 845,377 1,671,621 Less S parse 51,047 53,108 104,155 785,328 801,861 1,587,189 Town 19,080 20,822 39,902 359,564 375,106 734,670 Village 22,396 22,787 45,183 320,104 322,590 642,694 Dispersed 9,571 9,499 19,070 105,660 104,165 209,825 Sparse - - - 40,916 43,516 84,432 Town - - - 20,159 22,619 42,778 Village - - - 17,315 17,330 34,645 Dispersed - - - 3,442 3,567 7,009 Total 60,769 63,623 124,392 2,638,335 2,749,805 5,388,140 Percentage rural 84.0 83.5 83.7 31.3 30.7 31.0 Source table from the Census: UV03 Gender The vast majority of the Waveney Valley lives in rural areas, so issues like transport to and from work and leisure are key to the success of any development of the Waveney Valley area. Household Income Profile £ per annum Waveney Valley East of England Rural Hamlet and Dispersed 33055 36505 Rural Town 29250 34150 Rural Village 32005 35170 Urban 28820 34245 (source CACI Household Income Paycheck Data 2006) Age In the Waveney Valley 9.4% of the population live in rural areas and are under 10 years old. 19.3% of the LAG’s population live in rural areas and are under 19 years of age. 12% are aged 70 or over and live in rural areas. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 11 of 72 Total population within the LEADER/LAG, broken down by age Total Totals Rural breakdown Towns Villages Dispersed Age % Rural Urban Rural Less Less Less Sparse Sparse Sparse sparse sparse sparse Under 10 14,145 2,480 11,665 4,442 - 5,024 - 2,199 - 82.5 10 to 19 14,685 2,354 12,331 4,549 - 5,308 - 2,474 - 84.0 20 to 29 11,168 2,078 9,090 4,116 - 3,462 - 1,512 - 81.4 30 to 39 16,675 2,972 13,703 5,419 - 5,812 - 2,472 - 82.2 40 to 49 17,117 2,455 14,662 4,932 - 6,747 - 2,983 - 85.7 50 to 59 18,482 2,587 15,895 5,267 - 7,295 - 3,333 - 86.0 60 to 69 13,954 2,170 11,784 4,301 - 5,305 - 2,178 - 84.4 70 to 79 11,385 1,935 9,450 4,084 - 4,006 - 1,360 - 83.0 80 to 89 5,680 1,025 4,655 2,349 - 1,790 - 516 - 82.0 90 and over 1,055 189 866 379 - 387 - 100 - 82.1 124,346 20,245 104,101 39,838 - 45,136 - 19,127 - 83.7 Source table from the Census: UV04 Age Percentage of people aged 16 to 74 with each level of qualification in the LEADER/LAG and the rural part of the Government Office Region 35 30 25 Percentage of people 20 15 10 5 0 No Level 1 Level 2 Level 3 Level 4/5 Other qualifications qualifications / level unknown Urban Waveney Valley Rural Waveney Valley Rural Eas t of England Source table from the Census: UV24 Qualifications Footnotes None: No academic, vocational or professional qualifications Level 1: 1+ ‘O’ levels/CSE/GCSE (any grade), NVQ level 1, Foundation GNVQ Level 2: 5+ ‘O’ levels, 5+ CSEs (grade 1), 5+ GCSEs (grade A to C), School Certificate, 1+ ‘A’ levels/AS levels, NVQ level 2, Intermediate GNVQ Level 3: 2+ ‘A’ levels, 4+ AS levels, Higher School Certificate, NVQ level 3, Advanced GNVQ Level 4/5: First degree, Higher degree, NVQ levels 4-5, HND, HNC, Qualified Teacher Status, Qualified Medical Doctor, Qualified Dentist, Qualified Nurse, Midwife, Health Visitor Other: Other qualifications or level unknown e.g. City and Guilds, RSA/OCR, BTEC/Edexcel, other professional qualifications. These figures show that there is a broad range of qualifications in the Waveney Valley area, meaning there is capacity to cope with new business opportunities. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 12 of 72 Percentage of people in the LEADER/LAG aged 16 to 74 by NS-SeC classification 100% Not Clas s ified 90% Never worked and long- Percentage of people aged 16 to 74 80% term unem ployed 70% Routine occupations 60% Sem i-routine occupations 50% Lower s upervis ory and 40% technical occupations 30% Sm all em ployers and own account workers 20% Interm ediate occupations 10% Lower m anagerial and 0% profes s ional occupations Urban Rural Urban Rural Higher m anagerial and W aveney Valley East of England profes s ional occupations Source table from the Census: UV31 National Statistics Socio-economic classification Number of people aged 16 to 74 in employment by industry type W aveney Valley Urban Rural East of England Total Total Towns Villages Dispers ed Urban Rural Agriculture, hunting and fores try 125 3,077 618 1,361 1,098 15,447 33,642 Fishing 12 24 3 21 - 307 319 Mining and quarrying 135 232 107 86 39 3,438 2,020 Manufac turing 1,799 7,760 3,182 3,271 1,307 257,105 116,062 Electricity, gas and water supply 132 308 138 118 52 11,105 5,152 Construction 665 4,017 1,442 1,767 808 130,690 65,730 W holesale and retail trade; repairs 1,649 8,407 3,584 3,456 1,367 315,780 130,112 Hotels and restaurants 445 2,203 974 864 365 72,609 34,720 Transport, s torage and com munications 513 2,669 1,126 1,127 416 140,776 50,471 Financ ial Intermediation 255 1,928 665 911 352 113,132 36,685 Real estate, renting and business activities 765 5,289 1,840 2,342 1,107 237,379 105,898 Public administration and defence, social security 396 1,772 640 833 299 86,580 46,440 Education 505 3,389 1,022 1,676 691 128,071 61,240 Health and social work 985 5,143 1,860 2,274 1,009 170,908 78,846 Other community, soc ial & personal service activities 402 2,271 834 981 456 83,321 37,258 Private households with employed persons 12 91 12 55 24 1,345 1,239 Extra-territorial organisations and bodies - 36 15 18 3 2,191 3,384 Source table from the Census: UV34 Industry Car ownership 13.8% of households in rural Waveney Valley do not have a car or van available for private use. In urban parts of the Leader/LAG it is 21%. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 13 of 72 Number of households by car/van availability to the household & the total number of cars* Leader/L W aveney Valley East of England GOR AG 4 or more 1 or more No car 1 car or 2 cars or 3 cars or No car or Total number of cars cars or cars or or van van vans vans van or vans vans vans Urban 1,816 4,475 1,967 315 88 48,319 257,640 9,760 419,308 Rural 6,046 19,362 14,043 3,124 1,132 1,168,666 2,218,734 61,974 3,209,778 Less Sparse 6,046 19,362 14,043 3,124 1,132 36,579 322,199 61,974 575,910 Town 3,518 8,826 4,279 778 223 26,176 232,661 20,727 413,467 Village 2,007 7,791 6,789 1,510 606 5,990 74,388 28,652 140,819 Dispersed 521 2,745 2,975 836 303 4,413 15,150 12,595 21,624 Sparse - - - - - 1,132,087 1,896,535 - 2,633,868 Town - - - - - 1,841 13,076 - 20,787 Village - - - - - 408 2,695 - 4,327 Dispersed - - - - - 1,129,838 1,880,764 - 2,608,754 Total 7,862 23,837 16,010 3,439 1,220 1,216,985 2,476,374 71,734 3,629,086 Percentage rural 76.9 81.2 87.7 90.8 92.8 96.0 89.6 86.4 88.4 Source table from the Census: UV62 Cars or Vans *(includes any company car or van if it is available for private use) 1.2.3 Environmental - Why the area was chosen: The Waveney Valley bisects the claylands of Norfolk and Suffolk. In its lower reaches the valley is a typical Broads landscape of drained marsh grazed by mainly beef cattle. Drainage dykes, often with rich assemblages of wetland plants, form the boundaries of the fields. Areas of fen, reed swamp, alder carr and open water also survive, now protected as Sites of Special Scientific Interest. The upper reaches of the river, to the west of Bungay, extend a finger of Broads deep into the clay uplands. Redgrave and Lopham Fen, at the headwaters of the Waveney, is the largest surviving valley fen in Britain. The surrounding clay uplands are characterised by an ancient landscape of irregular fields, bounded by hedges and hedgerow oaks, now almost entirely arable. Large grass commons survive in this arable landscape and support diverse grassland communities. There are a few ancient woodlands, often with hornbeam as the dominant tree. The area also supports one of the densest concentrations of ponds in the country. The clay uplands have formed an integral part of land management within the valley for hundreds of years, supporting the grazing in the valley by providing winter feed for the cattle. Farms characteristically include land on the valley floor, the sides and the surrounding plateau. The Waveney has good examples of where the community connects with the environment. 1.2.4 Economic - Why the area was chosen: The Waveney Valley is dominated by a number of small market towns traditionally forming the economic backbone to the area, in their traditional market town role. However, the change in shopping patterns has resulted in economic decline in these towns. Recent support has focused on the social issues of the towns and very little has been focused on the economic viabilities of the towns or their hinterland. The land based sector across the valley is unusually varied. Dominated by intensive pig, poultry and arable farming, but with a regionally significant number of remaining beef and dairy farms. Recent animal disease issues have reduced the financial security of the livestock businesses. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 14 of 72 The clay soils of the valley sides support arable farming while the valley bottom is characterised by water meadows which support grazing animal production and homes a small cluster of dairy farms. The Waveney Valley houses a number of supply chain businesses related to the land based sector, such as Bramfield Meats, Lamberts abattoir, C&K Meats, D Laurie and Sons, Frozen Herbs Ltd amongst many others. The area has a number of tourism businesses. These businesses lack cohesiveness and have limited collaborative working. The market towns also homes significant clusters of electronic and manufacturing businesses. Manufacturing is the single largest employer in the area while land based business account for the third highest number of businesses. Businesses Total Businesses Rural Rural Rural Waveney Valley Urban Town Village Hamlet Agriculture Hunting Forestry and Fishing 10 60 395 465 Construction 80 190 320 150 Education and Health and Social Work 55 165 145 60 Financial Intermediation 10 45 15 10 Hotels and Restaurants 40 120 95 45 Manufacturing 35 165 155 155 Mining Quarrying and Electricity Gas and Water Supply 0 5 5 5 Public administration and defence; compulsory social security and Other community social and personal 50 195 165 105 service activities Real Estate Renting and business activities 145 365 515 315 Transport Storage and Communication 20 80 110 55 Wholesale and retail trade; repair of motor vehicles, 140 460 330 200 motorcycles and personal and household goods Total Employment Rural Rural Rural Waveney Valley Urban Town Village Hamlet Agriculture Hunting Forestry and Fishing ~ 375 1,355 1,460 Construction 255 825 895 430 Education and Health and Social Work 1,395 2,985 1,795 765 Financial Intermediation ~ 280 ~ ~ Hotels and Restaurants 225 1,365 675 270 Manufacturing 900 4,040 1,205 2,510 Mining Quarrying and Electricity Gas and Water Supply ~ ~ ~ ~ Public administration and defence; compulsory social security and Other community social and personal 265 1,260 700 255 service activities Real estate Renting and business activities 470 2,205 1,155 1,055 Transport Storage and Communication ~ 715 585 355 Wholesale and retail trade; repair of motor vehicles, 1,220 3,680 1,610 905 motorcycles and personal and household goods source : IDBR Local Unit Data 2005 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 15 of 72 The business figures above show the cross section of businesses in the Waveney Valley. They highlight the fact that the Waveney Valley has a sustainable number of businesses in a broad range of industries. They need help in developing relationships throughout the supply chains. Economic activity and average number of hours worked In rural Waveney Valley 32.3% of people aged 16 to 74 are economically inactive. 52.3% of those people are retired, 8.3% are students and 21.1% are looking after the home or family. In comparison 34.2% of people aged 16 to 74 are economically inactive in urban Waveney Valley and 31% are economically inactive in rural parts of the Government Office Region. Number of people aged 16 to 74 by economic activity W aveney Valley East of England Urban Rural Total Total Towns Villlages Dispersed Urban Rural Economically active 9,276 50,589 18,853 21,985 9,751 1,853,291 836,272 Employee 7,518 37,864 15,120 16,146 6,598 1,498,764 640,866 Part-time 2,125 9,902 3,944 4,181 1,777 331,265 153,475 Full-time 5,393 27,962 11,176 11,965 4,821 1,167,499 487,391 Self-employed with employees 336 3,383 850 1,592 941 69,566 52,976 Part-time 53 550 132 268 150 9,422 8,045 Full-time 283 2,833 718 1,324 791 60,144 44,931 Self-employed without employees 662 6,245 1,645 2,941 1,659 142,773 93,568 Part-time 184 1,818 470 865 483 38,002 27,724 Full-time 478 4,427 1,175 2,076 1,176 104,771 65,844 Unemployed 466 1,768 722 741 305 76,095 24,944 Full-time Students 294 1,329 516 565 248 66,093 23,918 Economically inactive 4,815 24,104 9,037 10,636 4,431 818,491 375,727 Retired 2,489 12,599 4,927 5,643 2,029 355,001 188,194 Student 297 2,011 633 853 525 103,595 36,694 Looking after home/family 1,014 5,087 1,752 2,283 1,052 179,900 81,974 Permanently sick/disabled 677 2,753 1,083 1,195 475 110,475 41,193 Other 338 1,654 642 662 350 69,520 27,672 % economically active 65.8 67.7 67.6 67.4 68.8 69.4 69.0 % economically inactive 34.2 32.3 32.4 32.6 31.2 30.6 31.0 Source table from the Census: UV28 Economic activity For the Census part-time working is defined as working 30 hours a week or less. Full-time is defined as working 31 or more hours a week. Employment by industry type The three most common industries employing people aged 16 to 74 in rural Waveney Valley are: • Wholesale and retail trade: repairs • Manufacturing • Real estate, renting and business activities 1.2.5 Lack of consistent message: The Waveney Valley has a clear and distinct identity within its own communities. However, due to the number of different council boundaries which operate over the area there has never been a consistent brand for the valley. This has limited the potential of the area and subsequently of the businesses within the area. Working in collaboration the businesses of the Waveney Valley will be able to appeal to the customers of the tourism honey pots such as the Suffolk Coast and the North Norfolk Coast and reduce the pressure on those areas. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 16 of 72 1.2.6 Market town and hinterland development: The Waveney Valley is characterised by a number of market towns – Diss, Harleston, Halesworth, Bungay, Beccles and Loddon. These towns have active Community Town Partnerships. Community participation has been a key element in both the development and operation of these partnerships. Local knowledge, skills and support have all been key priorities of the partnerships and this provides a sound base for programme delivery. The nature of the settlement patterns in this area which consists of many scattered hamlets, small and larger villages, means that the market towns themselves have been, and will continue to be a key focus of sub-regional regeneration and economic development as well as providing key services and the potential for exchange of best practice where appropriate. The market towns are providing many of the basic services for residents of the towns and the surrounding hinterland. The Leader programme will enable the towns to harness the capacity of the partnerships to develop a cohesive working relationship, to act as a focus for programme delivery and to share best practice on working with the hinterland. The added value is that each town has its area of expertise and this experience can be disseminated further and used to identify future projects. The market town partnerships already add support to their economy through project delivery. Examples of this are shown below: • BASE Training – Harleston and Loddon hosted this training for local businesses from their towns and hinterland. It was delivered locally over several weeks after work covering topics such as visual merchandising, marketing, web design etc. Over 150 people took part from over 40 different businesses. • RENS – this scheme is currently being delivered in the South Norfolk Leader + area supporting independent Shops, Post Offices, Restaurants, Pubs and Garages, providing consultancy support and Grant funding. To date nearly 50 businesses have been supported. • Websites – most of the towns have their own websites that are promoting their area and the businesses within them. A new website for Cittaslow Diss is about to be launched. • Four Towns Bus – covers Bungay, Beccles, Halesworth and Southwold. The bus travels to these towns and their surrounding villages offering training advisors etc. (www.wrcw.org.uk/bus.asp) • Cittaslow Diss LEADER plus 2007 programme – focusing on sustainable tourism and re- branding Diss as a Cittaslow Town working mainly with retail and tourism businesses, but also includes a Clay Lump Heritage building project and Cittaslow community grant fund 1.2.7 Increasing the value of current access: Over the last few years more opportunities for outdoor recreation have been developed in the Valley. There is a good network of footpaths and bridleways, including the Angles Way long-distance footpath along the length of the Valley that has been selected as the “best waterside walk in Britain”. The Munnings Trail is a 26 mile horse-riding route through the Saints villages near Bungay. The area is ideal for cycling and new routes have been developed including Regional Route 30 along the Valley. Most of the market towns have circular walking and cycling routes in the surrounding countryside and they are linked by the regional routes. The Waveney is one of the few rivers in England with negotiated access for canoes, and fishing is popular in the river. The recreation opportunities are not being used to their full potential, as the connection with business opportunities has not generally been made. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 17 of 72 Through collaborative and innovative working, the amount and quality of public access can be improved and with it the potential for business and community growth. By focusing the work of organisations such as the Broads Authority, the Upper Waveney Valley Partnership and Natural England there will be improved business and community opportunities. 1.2.8 Livestock farming challenges: The Waveney Valley plays host to a range of land based sectors, most significantly poultry, pigs and grazing livestock. The caricature of the area is very much defined by its land use. The traditional use of grazing animals along the river valley has resulted in the diversity and range of grassland habitats. The pig and poultry industries have developed through the close proximity to the feed source produced by the arable farmers. Over recent years there has been a distinct increase in economic pressure placed on these sectors, this has now reached a point where these sectors are now in severe decline. 1.2.9 Grazing Animals: The Waveney Valley has seen a continued decline in livestock numbers over recent years. This is having a negative effect on how grassland, heaths, commons, and marshes are managed. These areas support habitats of high environmental importance; many are SSSIs and BAP priorities. They are also an important asset to the economic and social sustainability of the area by providing highlights of landscape quality and accessible green space which are used by local communities and visitors to the region. The cost of management to achieve optimal environmental condition can be high. The declining profitability of livestock farming also increases the difficulty of maintaining appropriate management. A recent report by the East of England Grazing Forum concluded that the key challenges facing beef, sheep and dairy farmers are: • Low product prices were one of the three most frequently cited constraints relating to grazing sheep / cattle listed by farmers, land managers and graziers (cited by 46% of respondents) and the East’s dairy industry, which once dominated Suffolk’s economy, is now particularly vulnerable to the persistence of low milk prices. • Furthermore, the availability of cheap imports is a major challenge for farmers – indeed over half of current UK beef imports are from Ireland and 20% from Brazil and Argentina where prices per kg of cattle are around a third of those in the EU. • Cost pressures include the costs of boundary maintenance and public liability (listed as constraints by 47% and 29% of our sample of farmers, land managers and graziers in the region respectively), as well as compliance with increasing amounts of regulation and rising input prices. • In addition, beef cattle and sheep farmers in the East are also suffering as a result of the UK- wide closure of local abattoirs. Without access to a local abattoir, livestock farmers either transport their animals great distances (an average of 37 miles in our farmers’ survey), resulting in significant haulage costs and potential livestock weight loss (caused as a result of animal stress), as well as having implications for the environment; or they risk going out of business. 1.2.10 Pigs and Poultry: The pig sector in the East of England which is heavily focused in the Waveney Valley has seen significant downscaling in breeding numbers. The long term drivers for this decline include increased legislation in production, world competition in production costs and customer pressure through the supermarkets. Short term pressure has focused on animal healthy issues and increased production costs. World prices for grain due to market failures in key production areas of Waveney Valley Local Development Strategy – Rural Development Programme for England Page 18 of 72 the world and increased demand from emerging economies such as India and China, has seen grain prices more than double. 1.2.11 Community use of the open space: Linkage between the population of the urban areas and market towns to the landscape and environment; the Waveney Valley abuts the urban areas of Great Yarmouth, Lowestoft and Norwich. The inhabitants of these areas and the market towns do not have a strong relationship with their rural areas. These rural areas offer great potential to be used more extensively for exercise, enjoyment, recuperation, local food and training. 1.2.12 Local Food: In some areas of the valley re-engagement with local food culture is already underway such as through the Diss Cittaslow project and the Slow Food Waveney Valley Convivium. However, there are other areas which have not fully engaged with this opportunity. There is potential to expand the range of outlets, products and associated businesses, supply and opportunities from local food for both community benefit and economic benefits Cittaslow and the Slow Food movement promote a shortening of the supply chain with the promotion of local produce and goods sold locally to strengthen and grow the local economy. Through special events, meals, development of farmers markets, directories, visits to producer’s etc Cittaslow has been able to start the process of linking producers with consumers. Cittaslow is an International movement with philosophy of supporting and encouraging: appropriate pace of life, what is distinctive about a town or area, diversity not standardisation, local culture, heritage, traditions, local products, modern technology but in line with Cittaslow principles. Key values that Cittaslow promotes include: community decision making and consultation, creation of a mix volunteering opportunities, encouraging a strong local economy, encouraging young people, good services for visitors, valuing the elderly, caring for the environment, healthy lifestyle, preserving heritage and a good quality of life for all. The Cittaslow philosophy is a broad based sustainable development model offering communities a practical framework covering sixty goals which focus on the following key areas: • Hospitality and Tourism – Cittaslow encourages sustainable tourism with trails, walks, cycling routes and local events, and training for those who provide services to tourists • Environment – Cittaslow has a strong environmental message and promotes maintaining high standards of the quality of air, use and distribution of water, saving resources, promoting recycling, tackling light and noise pollution, promoting environmental management quality systems, getting local businesses to go greener, saving energy and using alternative sources of energy, promotion of eco tourism and development of climate change strategies. • Encouragement of Local Produce and Products – Cittaslow advocates giving support for local independent businesses and better promotion of locally made goods and produce. • Quality of Urban fabric – Cittaslow encourages the maintenance, conservation and enhancement of historic areas, buildings and artefacts of cultural and local significance and their sympathetic re-use for visitors and tourists alike. • Infrastructure – Cittaslow encourages well kept green spaces, developing integrated traffic management and access strategies including community transport systems and initiatives to benefits wildlife and landscape. The Cittaslow model dovetails in with other sustainable development tools such as the Egan Wheel for sustainable communities promoted by EEDA and NEF’s Plugging the Leaks Waveney Valley Local Development Strategy – Rural Development Programme for England Page 19 of 72 There have been excellent benefits that Diss has gained by becoming a Cittaslow town. Improved access to funding focused the town, giving it a positive sense of purpose, reinforced the local agenda, local Cittaslow action plan, successful community engagement tool, fostered partnership working and self reliance. 1.2.13 Built Heritage: The area contains a wealth of historic and architectural interest that has received little promotion. Villages are little altered with many timber-framed and thatched houses, round-towered churches, moated farms and a sprinkling of castles e.g. Eye, Wingfield, Darrow Wood (a National Trust site) and Bungay. Town trails have been developed in some of the market towns but there is scope for more high quality interpretation and promotion. 1.2.14 Public Transport issues: The market towns in Waveney have a key role to play in acting as service centres for the surrounding populations, scattered rural villages and hamlets. Improving transport accessibility to the market towns from the surrounding rural areas is essential in helping them to recover from the decline they are currently facing due to competition from out of town supermarkets, centralised city services, and other economic and social factors. There is a strong road network and mainline train services. However these mainly service people travelling north or south, not usually along the valley. There is a good local bus service along the Valley (route 580). An important element to consider is that it often tends to be the poorest and most disadvantaged sections of the community who have to rely on public transport to access vital services – students, young mums, the elderly and the disabled. It is clear that they are not being adequately catered for at present. In recent years there have been initiatives to help disadvantaged sections of the community, who may need to rely on public transport. Government schemes introduced in June 2006, allowed SCC to issue free bus passes for the over 60’s, in addition to subsidised travel schemes for students, but the services available fail to keep track with the demand, or user’s needs. In addition, many buses at present are still unsuitable for disabled access. Public transport providers argue that bus use can be spasmodic and unpredictable and that they can only afford to subsidise services that they know will be well used. An alternative, increasingly being perceived as more sustainable, is the introduction of “Dial-a-Ride” and Community Car services, which in pilot schemes are proving an asset in getting people to their destinations in the rural hinterlands. The SCC “Pathfinder” a seven-seater minibus was introduced in 2006 to serve the scattered rural parishes between Bungay and Halesworth. Now similar “Dial-a Ride” vehicles are needed in other parts of the Waveney region, as a fill-the-gap service when standard services are not available. In addition, park and ride schemes, improved facilities for pedestrians and cyclists, and integrated rail and bus services must contribute to a sustainable way of dealing with car reduction in the 21st century. The market towns would also benefit from a Tourist Bus which could circulate regularly in the summer months, for example between the four Waveney market towns of Bungay, Halesworth, Southwold and Beccles. A regular daily circuit throughout the week would allow tourists to visit all the towns in turn, sample their distinctive attractions, and linger longer in those with greatest appeal. As a result, the shops, sports facilities, theatres, heritage sites, and other amenities they offer will be boosted, improving the local economy. A well supported public transport system is also essential in preserving the unique environment of the Waveney region. Many of the rural roads remain unsuitable for heavy traffic, and towns such as Bungay are being devastated by the constant stream of vehicles which damage the ancient Waveney Valley Local Development Strategy – Rural Development Programme for England Page 20 of 72 fabric of the town, and make the town centre a less attractive area to live, work, and shop in. Creating new roads to reduce the impact of traffic in town centres is counter-productive, because it results in greater decimation of the surrounding countryside. The Waveney area is particularly rich in biodiversity and valuable wildlife habitats, which cannot be sustained if the present level of road use increases. Establishing a strong and dependable transport system is essential to the economic prosperity, community cohesion, and environmental sustainability of the Waveney Valley. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 21 of 72 Population of the area Ward 2001 District County West Guiltcross 2,130 Breckland Norfolk East Guiltcross 2,225 Breckland Norfolk Buckenham 1,765 Breckland Norfolk Burgh and Haverscroft 3,740 Breckland Norfolk Lothingland 5,605 Great Yarmouth Norfolk Bradwell South and Hopton 6,170 Great Yarmouth Norfolk Beck Vale 2,185 South Norfolk Norfolk Bressingham and Burston 2,550 South Norfolk Norfolk Brooke 2,490 South Norfolk Norfolk Chedgrave and Thurton 2,615 South Norfolk Norfolk Dickleburgh 2,635 South Norfolk Norfolk Diss 6,750 South Norfolk Norfolk Ditchingham and Broome 2,380 South Norfolk Norfolk Earsham 2,450 South Norfolk Norfolk Gillingham 2,790 South Norfolk Norfolk Harleston 4,055 South Norfolk Norfolk Hempnall 2,535 South Norfolk Norfolk Loddon 2,630 South Norfolk Norfolk Rockland 2,740 South Norfolk Norfolk Roydon 2,295 South Norfolk Norfolk Scole 2,265 South Norfolk Norfolk Thurlton 2,645 South Norfolk Norfolk Bunwell 2,495 South Norfolk Norfolk Forncett 2,460 South Norfolk Norfolk Stratton 4,625 South Norfolk Norfolk Tasburgh 2,285 South Norfolk Norfolk Eye 1,810 Mid Suffolk Suffolk Fressingfield 1,840 Mid Suffolk Suffolk Gislingham 2,310 Mid Suffolk Suffolk Hoxne 1,910 Mid Suffolk Suffolk Palgrave 1,980 Mid Suffolk Suffolk Rickinghall 2,650 Mid Suffolk Suffolk Stradbroke 1,600 Mid Suffolk Suffolk Walsham-le-Willows 2,100 Mid Suffolk Suffolk Weybread 1,770 Mid Suffolk Suffolk Beccles Town 7,350 Waveney Suffolk Beccles Worlingham 5,770 Waveney Suffolk Bungay 4,870 Waveney Suffolk Carlton Colville 6,240 Waveney Suffolk Mutford 1,890 Waveney Suffolk Halesworth 4,637 Waveney Suffolk South Elmham 1,930 Waveney Suffolk Wainford 1,840 Waveney Suffolk Lothingland 6,590 Waveney Suffolk Bramfield and Cratfield 1,820 Suffolk Coastal Suffolk 140,417 Norfolk 79,510 57% Suffolk 60,907 43% This list of wards shows the mix of Norfolk and Suffolk wards that make up the Waveney Valley LAG area. There are also 6 different district councils covered by the area, which in part explains the lack of joined up support for the area. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 22 of 72 2 What the LAG proposes to do 2.1 Detailed proposals for the activities the LAG will support 2.1.1 A Vision for the Waveney Valley “To support the businesses and communities of the Waveney Valley in building its identity as a sustainable destination and vibrant place to live and work” To make the Waveney Valley accessible to all people who wish to use it. • The aim is to develop opportunities to reduce the gap between the urban and rural areas. This may be through the development of care farming, diversifying, or the development of social enterprise. To work in partnership with local businesses and communities to help them benefit from the distinctiveness and special character of the area. • This programme will work to increase economic opportunities for the market towns, this focus will include looking at developing markets for local food, developing supply chain options between towns and their rural hinterlands. To encourage the development and promotion of local supply chains. • The aim is to increase the range and use of local supply chains and improve people’s connection to the food of the area. This will reduce food miles, improve understanding of the rural environment while also creating real economic opportunities for land based businesses. • The aim is to work with the poultry, pig and grazing animals sectors to reduce risk through diversification, improve skills through direct training or linking with regional projects and through the development of added value and improvements in supply chains. To increase the use of the landscape and environment for social benefits. • The programme will encourage business development across the land based sector through diversification and tourism which link to and encourage increased use of the countryside. To develop meaningful and effective collaboration across the business and community sectors to improve the prosperity of the area. • The aim is to work with businesses and communities to develop the area’s identity and wider awareness of it. This will create economic opportunities for tourism, local food and artisan businesses. 2.1.2 Proposed activities To achieve the above vision and objective the LDS has identified the following core work areas: • Communication between LAG partners and developing partnerships across the Waveney Valley • Developing a distinct identity for the Waveney Valley • Facilitating a quality standard as part of the Waveney Valley’s distinct identity • Developing the area’s capacity to sustain increased levels of business activity • Developing links between sectors and different levels of supply chains • Improving the sustainability of existing producers and services in the Waveney Valley Waveney Valley Local Development Strategy – Rural Development Programme for England Page 23 of 72 2.1.3 Communication between LAG partners and developing partnerships across the Waveney Valley The key to success with the Waveney Valley LDS is communication between the social, economic and environmental organisations around the area. Just by developing this LDS, communication has been started and the building blocks are in place to realise the vision. 2.1.4 Developing a distinct identity for the Waveney Valley The communication will continue to develop, bringing closer partnership working between the network of organisations in the Waveney Valley and the growth of the Valley’s distinct identity. This closer partnership will give long-term life and sustainability to outputs from the LDS. By creating a Waveney Valley distinct identity and enhancing the awareness of that identity, the LAG are meeting the objectives laid out in the Expression of Interest. If more people know where and what the Waveney Valley is, then more people by definition will be able to visit and use it. The branding of the area can include footpaths, bridleways and other forms of access. Social, economic and environmental enterprises can link in with the Waveney Valley LAG and generate a sense of ownership for those living and working in the area, and a sense of connection for those visiting or doing business in the area. The area can lead with projects like care farming, which opens up the area to access far beyond leisure and work activities. As mentioned in the section 1.2.1, Why the area was chosen, the Waveney Valley is rich in environmental and landscape properties. However, because of its geographical location and being on the edge of county and district boundaries it isn't recognised regionally, nationally or internationally in the way it should be. The development of a Waveney Valley distinct identity will help existing and new businesses link into a local brand and the associated marketing. It can also work in partnership with existing individual brands in the area adding more depth to the brand by giving it a geographical connection. The LAG will work towards the facilitation of projects that draw businesses to join and expand its identity scheme, through the creation of a 'brand' which serves to connect the extensive and comprehensive range of products and services that exist in the Waveney Valley. Basically putting Waveney Valley on the map as a name to look for when searching out quality and a place to visit. 2.1.5 Improving the sustainability of existing producers and services in the Waveney Valley Communities within the Waveney Valley are already beginning to address issues of sustainability. Mindful of issues of climate change and social responsibility, they are seeking to reduce their environmental impact. In doing so and in raising their profile for these approaches, they create business opportunities for existing producers as well as new ones. Those already in business can adapt, diversify or expand and the LAG will seek to support them in doing so where the need for that support can be justified. In particular, a number of market towns, led by local activists and with the growing support of their communities, have sought to join national and international networks with a number of approaches towards humanising lifestyles. The LAG will work with businesses to help ensure their sustainability, and they are likely to align themselves with their local communities, who are normally their immediate customers. There are opportunities for farm diversification, for local food production, marketing and processing and for tourism in these developments. Diss, for example, is one of four UK towns that have achieved Cittaslow status. The Cittaslow approach involves living life at a human scale, respecting and supporting the environment and local traditions and preserving them for current and future generations to enjoy. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 24 of 72 Meanwhile Bungay is moving towards becoming a Transition Town, joining a growing network of 600 parishes in towns and villages and cities in the UK and globally. Transition Towns represent a dynamic, evolving and inclusive approach to a future where oil and coal are at a premium and climate change is a reality, re-building community resilience to economic and environmental shocks and fostering ways of living that are more connected. Transition Towns propose an alternative future through co-operation between businesses, re-skilling the community, localising resources and encouraging knowledge transfer between communities locally, national and globally. There is further information about Cittaslow and Transition Towns in Appendix 9. It is likely that the ethos behind both of these movements will inform developments in the Waveney Valley area in the near future and the Local Area Group will be prepared to assist businesses to react to the situation where circumstances justify this approach. 2.1.6 Facilitating a quality standard as part of the Waveney Valley’s distinct identity The LAG will facilitate the inclusion of a level of quality standard supplied by members of the brand scheme through training, information sharing, partnerships and raw material to final product linkage. Rather than being a tick box exercise, checking every level of the member company, the LAG will help businesses and organisations to acquire an understanding of the rest of the Waveney Valley, the products and services available and the way in which these can link together. This will be a collaborative exercise between producers and service providers, including tourism businesses. 2.1.7 Developing links between sectors and different levels of supply chains The Waveney Valley has many businesses and organisations at all levels of supply chains, however there is a shortage of organisations working together to create local supply chains. The LAG will work to develop these local supply chains and to expand the offering in the area from diversification and improvement of skills. 2.1.8 Developing the area’s capacity to sustain increased levels of business activity The LAG will focus on developing the area’s capacity to sustain increased business arising from the promotion of its distinct identity. This work will focus on training; diversification into non- agricultural activities; the creation and development of micro-enterprises; and the encouragement of tourism activities. This activity will provide the opportunity to look at new types of business which make use of new customer groups or the environment. LAG members have already identified the development of care farming as one option and certain micro- business options arising from environmental resources. Training: the LAG will support the development of business management skills, especially marketing, tying that in with the creation of the Waveney Valley identity and the opportunities that will provide for delivering consistent messages to the public. We will support the development of mentoring schemes that will assist newcomers to businesses and business sectors to establish themselves more efficiently, using the experience of successful entrepreneurs to fast track them past avoidable mistakes to towards positive outcomes. Diversification: the branding of the Waveney Valley will lead to diversification opportunities for farmers. These will not be limited to tourism and food processing. For instance, care farming is a partnership between farmers, health & social care providers, and service users. The starting point is an existing farm or small holding where the farmer allows people from a disadvantaged background to experience the benefits of working outdoors as part of their recovery, rehabilitation Waveney Valley Local Development Strategy – Rural Development Programme for England Page 25 of 72 and/or progression into (mainstream) education or employment. The care farmer, with his honest desire to help and to support people, will receive a reward for his contribution towards addressing social and health imbalances in society. We anticipate developing and supporting 10 care farms allowing 100+ (self) referrals from Health & Social Care providers. The cluster of care farms would contribute to tourism, health & social wellbeing, further sustainable agricultural practices and a future for those who are living on the very edge of society. There is room for a separate federation/co-operative of care farmers which shares friendship, support, resources, learning and experience. The care farming project is not an end in itself but will hopefully prepare the route for others and demonstrate the potential for imaginative diversification. Creation and development of micro-enterprises: establishing the Waveney Valley with a distinct identity will open up many opportunities that will be taken by new, small businesses; established businesses will also be affected and will see prospects for growth. The LAG will support these processes, providing seed corn capital where it is required and justified. Between Diss and Bungay the valley landscape is very attractive and there is scope to further develop and promote recreation in this area. It already has a good network of footpaths and bridleways, one of the few rivers in England with canoe access, many fishing sites and well- developed cycling routes. The artist, Sir Alfred Munnings, is associated with this stretch of the river so, with effective promotion, it could begin to rival Dedham Vale. The Angles Way links the whole valley and there are many circular routes off it. Better promotion is needed including tying in with bus route 580 that links Diss to Great Yarmouth and more or less follows the route of the Angles Way. These environmental assets, well promoted, can lead to the establishment of new businesses allied to them and their interpretation. Encouragement of tourism activities: this is fundamental to the exploitation of the area’s identity and will lead to support designed to improve services and the sustainability of local tourism businesses. Links between businesses and the local environment and cultural assets will be established and improved. There are also opportunities to invest in recreational infrastructure. The area to the west of Diss has many important nature reserves: Wortham Ling (Suffolk Wildlife Trust), Roydon Fen (South Norfolk Council), Redgrave & Lopham Fen (SWT) and Little Ouse Headwaters Fens (LOHP). There is scope here to extend habitats, link reserves by footpaths/cycle routes and generally promote the area. A riverside path between Diss and Wortham Ling or beyond has been a priority for many years. With the use of other measures, the LAG will continue to monitor regional RDPE projects and identify local connections. The LAG will support community based projects which connect with these regional projects but fall outside regional RDPE funding, for example community woodfuel projects. 2.1.9 Consideration of which funding route to use The overall aim of the Waveney Valley LAG is to develop a broad range of support for the distinct identity to have real impact. For each of the measures adopted by the LAG, there will be maximum rates of support; these will generally be lower than the maximum permitted by the regulations. The proportion of the LAG maximum rate of support will be guided by the budgeted IRR of the project, broadly an inverse relationship in that the higher the IRR, the lower the rate of grant. This will be applied flexibly on a case by case basis. The LAG considers that RDPE funding should be that of last resort and will encourage the business and community sectors to invest from their own resources wherever and whenever a project appraisal demonstrates that a reasonable Internal Rate of Return can be achieved. RDPE funding will be contingent on a rigorous assessment of the rate of return and will be on a sliding scale that will reflect the risk and commercial robustness of the project. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 26 of 72 The working group, drawing together the LDS, have had discussions with many organisations about ways in which match funding can be achieving. The conclusion is that a major route should be a membership scheme for a Waveney Valley brand, which will allow buy in from a large number of private, social and public bodies. As the LAG expects to have a long life span, an important role will be to encourage and facilitate bids to other sources of funding beyond RDPE. The LAG realise that there is a lot of value to connecting with work being done by mainstream public sector bodies like the LSC, not least to avoid reinventing the wheel or breaking funding rules. Due to the short time frame for writing the LDS, it’s not been possible to confirm any funding from the public sector. There is serious interest from the various local authorities and both county councils, especially because the overall aim of the LAG is to create a Waveney Valley distinct identity, which fits with the local strategies. Ongoing discussions will continue with all the local authorities to identify possible funding. As detailed, one of the major outputs of the LAG will be to facilitate a project to create and market a Waveney Valley brand, which needs early priority and takes time and consideration. After the life of this RDPE funding, a Waveney Valley brand organisation can continue, funding itself from membership fees and where possible other grant opportunities for specific projects. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 27 of 72 3 How the LAG will use RDPE funding to support its activities 3.1 How the LDS supports the delivery of Axes 1, 2 & 3 by mapping of the activities proposed onto the RDPE 3.1.1 Integration across the RDPE axes The proposal aims to maximize the potential of the Waveney Valley area, by developing a Waveney Valley distinct identity. For this to be achieved a balanced programme will be needed which strengthens the economy through development of a Waveney Valley brand, new exciting businesses and improved efficiencies within all businesses. These must link with the environmental quality and the social needs of the area and the neighbouring wards and districts. This vision fits with the three RDPE axes, by: • Axis 1 (Improving the competitiveness of agricultural and forestry sector). Pursuing competitiveness means improving the economic performance of agriculture by, for example, reducing production costs, increasing the economic size of holdings, promoting innovation and more orientation towards the market. Increasing competitiveness must also take advantage of the opportunities offered through diversification of economic activities, a focus on food quality and safety, value-added products that consumers demand, including non-food products and biomass production, and on cleaner and more environmentally friendly production techniques. • Axis 2 (Improving the environment and the countryside). The main drive of this axis is to support landowners to improve their land for environmental and social benefit. The Waveney LAG will work with natural England and the Forestry Commission to ensure that their scheme are suitable targeted in this area. The LAG will also ensure that the benefits of this work are felt through increased use and understanding of the environment and the goods from the environment. • Axis 3 (quality of life in rural areas and diversification of the rural economy). A central objective of Axis 3 is to have a ‘living countryside’ and to help maintain and improve the social and economic fabric, in particular in the more remote rural areas facing depopulation. Making rural areas more attractive also requires promoting sustainable growth and generating new employment opportunities, particularly for young people and women, as well as facilitating the access to up-to-date information and communication technologies. On-farm diversification towards non-agricultural activities, assistance for off-farm activities, and strengthening the links between agriculture and other sectors of the rural economy play an important role in this. The LDS has been developed to ensure focus across the RIP themes. The programme will use the strength of the environmental and access themes to ensure that the business and community themes are maximized. However, this LDS will focus on some of the themes in more depth than others. The main focus will be on: • New Markets and Products • New Businesses and Enterprises in the Rural Economy • Rural Community Capacity 3.1.2 Alignment with the RDPE themes and measures Business Efficiency By focusing on knowledge transfer, skills development and collaboration the project will work to improve the local supply chains. Focus will be placed on key areas such as the red meat supply chain and the pig and poultry supply chains linking them with all levels of services and suppliers, from feed producers to restaurants where the products can be sold. This will focus on looking at the local systems and opportunities. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 28 of 72 There will be opportunities to develop and support businesses which make use of agricultural waste products or food processing waste, such as on farm composting and biogas creation. All applications will be supporting in their take up (where relevant) of renewable technologies and systems. In addition there will be opportunities for both commercial and community enterprises which aim to earn from sustainable energy options. New Markets and Products By supporting new product development and marketing the project will help develop market opportunities by encouraging partnership working and collaboration. One of the areas to be targeted is to improve market penetration for local food and rural services both into the market towns and urban areas within the Waveney Valley, but also further afield, building new market opportunities and drawing in visitors wanting to enjoy the produce of the Waveney Valley. New products will be encouraged where possible. Encouraging innovative thinking is a key objective of Leader. For example supporting the creation of a care farming system which provides social benefits through diversification, or supporting the pig, poultry and red meat sectors to explore new product lines and opportunities. New Businesses and Enterprises in the Rural Economy By supporting the development of new businesses in the land based sector the project will create new opportunities for the rural population. The creation of businesses which link between the rural areas and the market towns will be a key target area of business creation. Focusing on young entrepreneurs and linkage with business support systems such as Business Link East and Fresh Start is key to this objective. Diversification is a key risk management system for land based businesses and helps counteract the increasing risks of disease issues such as Blue Tongue and Avian Flu. Resource Protection While this is not a key area of Leader the proposal aims to ensure the links and joined up working are maximised. Addressing diffuse pollution, improving the management of water and wastes and improving the management of soils in the agricultural and forestry sectors will help to maintain the assets of the Waveney Valley. Making use of the environment as an asset for business development is key to developing a Waveney Valley distinct identity. The management of waste products and applications aiming to find an economic use for this waste will be encouraged. Developing links with initiatives such as Catchments Sensitive Farming ensure that joined up working is achieved. All applications will have to demonstrate how they will support the ecological and landscape quality of the area and help to take forward BAP targets and further the county wide ecological networks. Conservation of the Natural Built and Historic Environment While this is not a key area of Leader the proposal aims to ensure the links and joined up working are maximised. The project will support land management regimes which balance production with the needs of the landscape, habitat and bio-diversity. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 29 of 72 For the vision of this application to be achieved the ecological condition of the area must be supported and where possible improved. All applications will have to demonstrate how they will support the ecological and landscape quality of the area. If a business case can be made to create new private nature reserves, visitor attractions or community resources this project will aim to encourage and support their creation, through linkage with the Waveney Valley brand. Access and Recreation While this is not a key area of Leader the proposal aims to ensure the links and joined up working are maximised. Opening up new areas of the rural landscape to public access is key to the project. It must improve the social use of the rural environment. The programme will look to develop a number of projects to test new ideas and to expand existing activity. The Waveney Valley has been identified as a possible location to become a centre for care farming. This is an example of the type of opportunity being explored in the area to increase the use of the area by people who traditionally have no access to it. If a business case can be made to create new private nature reserves, visitor attractions or communities to make better use of their own resources this project will aim to encourage and support their creation, through linkage with the Waveney Valley brand. Through the development of the area as a destination the project aims to improve people’s understanding of what makes the area beautiful and unique. Rural Community Capacity Activities which facilitate the improvement of access to services will help develop links between the market towns and the countryside. The project will support projects which build on the viability of rural communities. This will include the creation of social enterprises and social benefits from businesses. The encouragement of business development and skills development, which fits with local people’s needs, will help make the Waveney Valley a place where young people wish to be. This work will link to the Fresh Start Initiative. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 30 of 72 3.1.3 The Waveney Valley Leader budget Total LDS programme budget Total LDS 2008-13 2008 2009 2010 2011 2012 2013 Budget RDPE funding 3,259.2 5.5 492.7 778.5 791.2 801.1 390.2 Private & 3,799.9 0.0 559.5 946.5 948.3 953.6 392.0 Voluntary sector Match funding Public sector match funding Total 7,059.1 5.5 1,052.2 1,725.0 1,739.5 1,754.7 782.2 Measures budget To enable EEDA to manage the detailed budget please provide an indicative year on year measure-by-measure breakdown for grant aid to be utilised (in £ ‘000s) in calendar years Measure 2008 2009 2010 2011 2012 2013 Support for the creation & 0.0 58.8 98.0 98.0 98.0 39.2 developm of micro-enterprises Adding value to agricultural 0.0 46.2 77.0 77.0 77.0 30.8 and forestry products Encouragement of tourism 0.0 71.3 118.8 118.8 118.8 47.5 activities Diversification into non- 0.0 89.3 151.9 151.9 151.9 62.6 agricultural activities Infrastructure related to the 0.0 0.0 0.0 0.0 0.0 0.0 development and adaptation of agriculture Basic services 0.0 58.5 97.5 97.5 97.5 39.0 Conservation and upgrading 0.0 32.0 80.0 80.0 80.0 48.0 of rural heritage Vocational training for the 0.0 13.4 18.2 22.3 26.7 8.5 food, farming and forestry sectors Training and information for 0.0 12.0 16.0 16.0 24.0 12.0 economic actors Implementing cooperative 0.0 16.8 28.0 33.6 28.0 5.6 projects Running the LAG & 5.5 92.7 93.2 96.2 99.3 98.8 developing LAG skills for delivery of Leader Total annual grant 5.5 490.9 778.5 791.2 801.1 392.0 expenditure The full measures budget is in Appendix 4. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 31 of 72 The encouragement of tourism activities measure has been weighted in the budget because the vast majority of the development work for the Waveney Valley brand work will be carried out under this measure, which will happen early on in the lifetime of the LAG. However, that work will then roll out to sectors across the Waveney Valley and the delivery of that brand will then come into other measures including Training and Adding value to agricultural and forestry products. The running costs have been calculated to reflect an annual inflation rate of 3%. 3.1.4 LAG output targets and milestones The programme is designed to deliver a broad range of outputs. The Outputs Proforma (Appendix 5) includes a breakdown of recordable targets to be delivered through the LDS by measure and year. The totals over the life of the project are summarised below: TOTAL Measure 2008-13 Vocational training & information for agricultural, food and forestry sectors Number or participants in training 424 Number of training days received 847 Support contributing to competitiveness of the livestock sector (number of participants 85 Support to livestock sector contributing to enhancing on-farm management of nutrients (number of participants) 85 Support contributing to animal health & welfare (number of participants) 85 Adding value to agricultural and forestry products Number of enterprises supported 14 Total volume of investments (£m) 1.14 Support contributing to competitiveness of the livestock sector (number of farm holdings) 7 Diversification into non agricultural activities Number of beneficiaries 22 Total volume of investments (£m) 1.73 Number of jobs created or sustained through this measure 33 Support for the creation and development of micro enterprises Number of micro enterprises supported 14 Number of jobs created or sustained through this measure 21 Encouragement of tourism activities Number of new tourism actions supported 53 Total volume of investments (£m) 1.05 Number of jobs created or sustained through this measure 35 Basic services Number of supported actions 22 Total volume of investments (£m) 0.65 Number of jobs created or sustained through this measure 11 Conservation & upgrading of the rural heritage Number of rural heritage actions supported 13 Total volume of investments (£m) 0.53 Number of jobs created or sustained through this measure 7 Training and information for economic actors operating in the fields covered by Axis 3 Number of participating economic actors to supported activities 106 Number of days training received by participants 762 Implementing cooperative projects Number of cooperative projects 15 Running the LAG and developing LAG skills for delivery of Leader RDPE funding (£) 485.65 private & voluntary match 0 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 32 of 72 public sector match 0 Levered-in Investment: The total value of the Waveney Valley Leader programme will be in the region of £6.8 million. This funding will provide a significant boost to the local economy and lead to both environmental and social benefits. Some £3.5m of private investment will be generated. Job Creation: The LDS has set a job creation target of 106 FTE. In line with job creation, the LAG are keen to see investment in these job to ensure that skills are developed and opportunities for development and growth of individuals is achieved. Businesses Supported: through farm diversification, tourism and micro business development the LDS will work to create new economic activity through both new businesses and expansion and development of existing. The LDS has set a target of 124 businesses directly supported. However with the development of the brand and the improvement in quality activity, it is probable that there will be a significantly larger number of businesses supported through this LAG. Farm Diversification: diversification of existing businesses to create new enterprises which reduce risk and diversify the rural economy. Greater recognition of the area: The Waveney Valley has the potential and community feel of a coherent area but has never received coordinated support. A key output from the programme will be to establish the area as a recognised destination which offers opportunities for a whole host of new business, social and leisure activities. Social enterprises: Developing new social enterprises to stimulate the economy in the countryside and rural environment is a key objective of the programme. The programme will be looking to establish a number of social enterprises throughout the area and wherever possible they will be located close to or within the communities they serve. Making better use of existing and under-utilised assets to accommodate these social enterprises will also enable a significant amount of added value to be brought to this element of the programme. Skills: A key part to business success is ensuring that correct skills are available within the business or group developing and delivering the project. All projects will be encouraged to complete a training needs analysis (TNA) and include relevant training as part of their application. This will lead to approximately 106 people trained and over 700 training days delivered. Stand alone training programmes will be encouraged where they fit with local needs. It is hoped that a strong correlation between the Leader area and the regional RDPE training applications can be achieved. Training organisations will be invited to tender for training contracts, delivering innovative training not only in core skills, but beyond these to understanding the offering from the Waveney Valley as a whole and ways to link with those products and services. This training will lead to 423 individuals trained and 846 training days. Due to the significance of the livestock sectors in this part of the region, the LAG expect that a significant level of the training will be directed toward these individuals and businesses. New job creation will focus on generating jobs which demonstrate clear and direct benefits for the local community, socially, culturally and economically. The emphasis will therefore be on year- round employment and flexible working conditions. Local food: a key output will be the development of local food systems and opportunities. The programme will expand the opportunities for existing and new local food producers and downstream business through improved supply chains, new business creation, training, support for new producers and new products, and through building links between market towns and villages, the countryside and neighbouring urban areas. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 33 of 72 Increased business and community use of the natural and built heritage: the programme will build on landscape, wildlife and built heritage of the area by working closely with partners seeking to increase the sustainable use of these assets by local businesses and community enterprises. • Better promotion of recreation opportunities linked to local tourism providers. • Better links from market towns to surrounding countryside • Joint marketing of assets such as nature reserves and historic buildings The baseline information will be identified through working in close partnership with a range of local and regional economic, social and environmental partners. The economic development officers from the relevant County and District Councils will be key partners for the development of the baseline information. This will be supported through the countryside and demographics teams within the councils and Norfolk Rural Community Council and Suffolk ACRE. These partners will be consulted in the production of the full application and subsequently in regard to the annual targeting plan. The Waveney Valley area has never been supported through a joined up partnership covering the whole area. Therefore through the work undertaken to date and through the development of the LAG a large range of organizations will need to be involved. However three key organizations do provide some level of information; the Broads Authority, the Upper Waveney Valley Partnership and the Great Yarmouth and Waveney funding partnership. These three organizations and their strategies and documents will be used in the development of the LDS and its delivery. Linkage with local initiatives and events will also be used to ensure that priorities and objectives are in line with local needs. This will include Local Area Agreements and localized strategies as well as work by local partnerships such as the Market Town Partnerships. Through the management group and the full LAG the project priorities will be set and then baseline information and targets will be placed aside them. This process will be reviewed each year. The impact and outputs from the programme will be measured through the completion of monitoring reports. The monitoring work will look at both hard targets such as training days, jobs created as well as soft targets such as community engagement and skills used. There will be a yearly progress report produced for the area. Partnership feedback will be sought at the annual review meeting and used to ensure partnership satisfaction with the quality of delivery and accountability. Environmental outputs the Waveney Valley is rich in environmental and landscape properties; the LAG will act to ensure that these are maintained and enhanced wherever possible. Since making use of the environment as an asset for business development is seen as key to developing a Waveney Valley distinct identity, conserving that resource is vital to the programme’s success. The Waveney is a constituent of the Broads, with National Park status, as is some of the rest of the project area to the east. The area to the west of Diss has many important nature reserves. All grant applications will have to demonstrate how they will support the ecological and landscape quality of the area. While they will be subject to scrutiny through the Excellence Framework (see 3.4), the LAG will also consider the East of England Toolkit developed by Sustainability East - the East of England's independent sustainable development champion. The broad aim of the East of England Toolkit is to highlight the economic, environmental and social impacts of policies, development proposals and other new initiatives within the region and provide information which can help to improve them. There are a number of strands within the toolkit that are relevant to the environment: biodiversity – landscape; rural; buildings - heritage; transport; consumption – lifestyles; etc.. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 34 of 72 Through the development of the area as a destination, the project aims to improve the understanding of what makes the area beautiful and unique. The management of waste products and applications aiming to find an economic use for this waste will be encouraged. Reduced energy consumption from the use of efficient building design; transport and logistic systems will be expected and supported. The programme also expects to influence and support the development of the appropriate supply and use of renewable sources of energy. Tourism development and promotion is a key objective of the LDS and the project will work hard to deliver an increased awareness of the requirements and methods of delivering responsible tourism. Projects will demonstrate that they have no detrimental environmental impact, and ideally will make a positive contribution. Supporting the development of local food markets and sustainable local food systems will, especially where they help to maintain grazing livestock production, encourage mixed farming systems with a variety of enterprises and increase biodiversity. This also contributes towards maintaining the landscape qualities of the area and thus to its tourism potential. Support for local foods will also create more efficient supply chains, reducing transport and energy costs, and waste. Specific outputs proposed are: TOTAL 2008- 2008 2009 2010 2011 2012 2013 13 Environmental sustainability and enhancement Number of projects improving their environmental sustainability by having an environmental management plan 5 10 10 15 5 45 Number of projects improving their environmental sustainability by investing in environmental technology 3 6 6 6 3 24 Number of businesses improving their economic advantage from proximity to the National Park or other environmental designations 2 4 4 4 2 16 Sustainable tourism awareness training (e.g. approaches to leisure transport; significance of landscape maintenance, etc.) – number of trainees (included in Measures 111 and 331 above): 20 20 20 10 70 Sustainable awareness training – number of days (included in Measures 111 and 331 above): 60 60 60 30 210 Number of projects facilitating an improved appreciation and enjoyment of the rural environment 5 10 10 10 5 40 3.1.5 Community involvement at developmental stage Following on from the work to develop the EOI, the Waveney Valley working group had members from a wide range of economic, social and environmental areas within and around the Waveney Valley. At the first working group meeting public consultation was discussed and it was felt that the most effective way to hold meaningful public consultation would be for each of the members to send out an email to their list of contacts. They would request that those contacts forwarded that email to maximise the distribution. Therefore a huge email campaign, contacting businesses and organisations based within the Waveney Valley area was undertaken. This email included a summary of the Expression of Interest and explained the input needed at the LDS stage - feedback on the content of the EOI, Waveney Valley Local Development Strategy – Rural Development Programme for England Page 35 of 72 help to build a comprehensive list of organisations, strategies and initiatives that already exist in and around the Waveney Valley area and lastly volunteers for the LAG. The email was distributed to hundreds of organisations, councils, parish news and voluntary bodies. Press and online media were also used to contact businesses and organisations around the Waveney Valley area, such as the Waveney Valley Blog and the Eastern Daily Press and East Anglian Daily Times. The Norfolk Rural Business Advice Service website also publicised the development of the LDS and held copies of the EOI for download by individual readers and entries under the briefings section explaining what was happening with the development of the LDS and the potential for the area. This email and press campaign have hugely increased the awareness of the LDS development and lead to excellent feedback from all over the Waveney Valley area, and groups who haven’t worked with each other before are communicating about how they can work together through the LAG, but also in other ways beyond the potential LDS. The Waveney Valley LAG plan to be around for many years to come, developing the Waveney Valley brand and its membership. Therefore a long term approach is being considered. As 2008, the first year of RDPE funding, will only actually be 6 months, it was felt that it wouldn’t be sensible to consider projects during that time. Instead that first 6 months will be used to find a suitable facilitator and to hold public meetings to explain the concept of a Waveney Valley distinct identity and develop a workable framework to build the identity around. These public meetings will be for specific sectors, such as meat producers. However there will also be cross sector meetings, for example meat producers and restaurants, to make sure that any brand is attractive to organisations at all levels of the supply chain, from raw material to finished product. 3.2 How the LDS will address priorities in the national and regional RDPE plans The LDS has referenced a range of local and regional strategies in its development. This has resulted in the proposal demonstrating a strong fit to them. 3.2.1 Key strategies The LDS illustrates that the programme will build on the environmental objectives of Natural England through encouraging understanding and use of the countryside and the economic goals of the RES. The programme will see the creation of environmentally sensitive businesses, sustainable jobs and the development of the economic prosperity of the area. Regional Economic Strategy – 2004 These five goals support the stated objectives of the Waveney Valley LAG, helping fit the LAG to the overall regional strategy. The LDS sets out how the Waveney Valley can add value and vitality to it’s local communities through Economic Growth, which specifically support Goal 2. GOAL 1 • Increasing employment rates in disadvantaged communities • Supporting wider career choices for young people • Developing skills that better meet business needs • Developing higher level skills to support the knowledge economy The Waveney Valley has identified the need to focus skills development on the business needs of the area, such as the livestock sector. Localised delivery as opposed to a regional approach will ensure that the businesses have a say in how the training is delivered. GOAL 2 • Building a more enterprising culture Waveney Valley Local Development Strategy – Rural Development Programme for England Page 36 of 72 • Supporting the accelerated and sustained growth, productivity and competitiveness of the region’s businesses • Ensuring business development adds value and vitality to local communities The Waveney Valley LDS focuses on the need to raise the aspiration of the businesses within the area. Through building an identity, an enterprise culture will be created which will lead to sustained business growth. GOAL 3 • Stimulating demand for research and development and knowledge transfer among the region’s SMEs • Ensuring strong links between regional universities, research institutes and the private sector The LAG will draw on the research and skills of its members and partner organisations to improve knowledge transfer between them and the business community. GOAL 5 • Supporting disadvantaged communities and groups to access sustainable employment opportunities • Improving prospects for better quality employment • Tackling discrimination experienced by communities or individuals The LDS has a clear objective “to making the place accessible to all people who wish to use it”; this work will include focusing on how we can support new groups to enjoy this area of the region. GOAL 8 • Promoting the adoption of resource efficiency and environmental good practice principles • Capturing the advantages of the renewable energy potential of the region • Establishing the region as an exemplar of environmentally sustainable development The LDs aims to support the development of local food and shortened supply chains. This will lead to a reduction in food miles. Regional Woodland Strategy – 2003 Although this strategy isn’t at the heart of the Waveney Valley LAG’s objectives, the LAG are keen to connect with regional schemes that come from the forestry sector. ED1 Encourage an increase in woodland-based tourism. RE1 Promote the use of wood for heat generation. Natural England Strategic Objectives • To conserve and enhance England’s natural environment For an environment to achieve its true potential, it needs to be a living and breathing place. The project aims to breathe this life into the Waveney Valley. • Increase the number, diversity and frequency of people enjoying the natural environment. A key focus of the LDS is to encourage more people to make use of the Valley for recreation, health and business purposes. • Improve places for people to enjoy the natural environment. The project will link with Environmental Stewardship and the Broads Authority to create the opportunities for people to have access to the natural environment. • Environmentally sustainable farming, fishing and forestry with protection of natural resources, reductions in diffuse pollution and enhancement of the natural environment. Links with the Catchment Sensitive Farming work of the Environment Agency and Natural England will aim to improve farmers’ understanding of pollution issues. Connection with the Regional Under-grazing work will aim to improve the sustainability of the livestock farmers in the area. • To influence markets and supply chains to develop and adopt more sustainable practices and cut greenhouse gas emissions. A key focus of the LDs is to support the development of local supply chains. • To increase investment in environmental enhancement and thereby the contribution of the natural environment to national, regional and local economies. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 37 of 72 Through the development of a thriving business community which makes use of the natural environment, the LAG will encourage the development of new environmental assets. • Ensure society lives within the limits of the natural environment, growing and developing the evidence base to support this. The LDS is looking at the lessons which can be learnt from both Cittaslow and Transition Towns to see how they can be adopted across the area. A strategy for the food and drink industry in the East of England Local food and sustainable supply chains are at the heart of the LDS and the LAG have already started to identify ways in which all of the following elements of the Regional Food Strategy will be taken forward. • CC 1: Improve networking and connectivity. • CC3: Resources for food and dink. A key focus will be the development of collaboration across the food sector in and outside the area to ensure that there is better connectivity and understanding of the resources available to businesses. • SP 1: Skills of competitive food and drink businesses • SP 2: “Space for ideas” in food and drink • SP 4: Consumer, customer connection • SP 5: Whole supply chain Tourists and local people to the Waveney Valley value the food they eat. The LDs aims to improve the availability and access to healthy food for all people and to develop new ideas and thinking among food businesses. Connection with other LAGs regionally, nationally and across the EU will help to identify new ideas and opportunities for food producers. Integrated Regional Strategy Waveney Valley LAG will look at innovative uses of the environment to improve health and well being of local people and visitors. Focus is being placed on activities which will incorporate disadvantaged people to the landscape and local environment. • Crucial Regional Issue 3 – Building the knowledge economy: • Crucial Regional Issue 4 – Skills and labour supply: • Crucial Regional Issue 6 – Health and well-being: • Crucial Regional Issue 7 – Rural issues: • Crucial Regional Issue 8 – Resources issues Sustainable Development Framework This should be at the heart of any LAG’s aims. • The Economy • Agriculture, food and forestry • Global impact As described in the Sustainability section of the LDS, all activity undertaken through the programme will fit with the concept of sustainable development. Broads Plan Although the Waveney Valley is only partially within the Broads Authority area, it is vital that the two organisations work in partnership both where their areas overlap and where joint partnerships benefit the local population and businesses. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 38 of 72 LL7 – Retain historically important buildings and features in the Broads, and avoid further degradation of their character and contribution to the integrity of the landscape. LL11 – Support opportunities for investment in innovation, regeneration and diversification for sustainable futures. LL12 – Promote the development of a sustainable transport infrastructure. TR13 – Improve physical access to facilities and services for all, including people with disabilities. TR14 – Introduce and develop initiatives that foster improvements in visitor services and facilities. The Broads Plan and the LDS have many areas in common and it is planned that, through close working with the Authority, the LDS will ensure maximum benefits are achieved. Agricultural, Food And Drink Industries In The East Of England: A Clear Way Ahead 2006 A report integrating the Food and Drink Industry Strategy with the Sustainable Farming and Food Delivery Plan leading to identification of strategic priorities and their delivery Commissioned by the National Farmers Union (NFU), the East of England Development Agency (EEDA) and Government Office for the East of England (GO-East) - March 2006 Helps further pin support for the objectives of the Waveney Valley LDS. The key objectives for providing public support to the agricultural, food and drink industries within the region are to: • Help the food and drink industry adapt to changing and new market conditions • Develop a cutting edge food industry that uses innovation and technology to develop products that meet consumer needs • Improve the economic and environmental sustainability of food supply chains • Improve the links between agriculture, food and the consumer • Improve the links between agriculture, land use and the environment • Improve the image of food and farming as a career • Enable individual businesses to make informed choices about their future • Help small businesses adapt, develop skills and exploit available and emerging opportunities • Take advantage of increasing consumer interest in food provenance and in local and regional food Provide industry support that is based on co-ordination and not replication of existing initiatives Framework for the Future of Market Towns in the East of England (Tribal Consultants) www.eastspace.net/investingincommunities- understanding/documents/Framework_for_the_Future_of_Market_Towns_in_the_East_of_England_May_2005%5B1%5D.pdf Tribal HCH were appointed by the East of England Market Towns Advisory Forum (MTAF) in partnership with EEDA to prepare a paper on “The Strategic Framework for the Future of Market Towns”. The purpose of the document was to present a thought provoking assessment relating to how market towns and market town partnerships might be reflected in future regional policy, particularly that relating to economic development and planning, in the East of England. The study sets out recommendations relating to how market town partnerships can be integrated into the policy and delivery environment, again with a particular focus on economic development and planning. The Regional Rural Delivery Framework www.eera.gov.uk/Documents/About%20EERA/Policy/Rural/RRDF.pdf This has been developed as a ‘means of embedding rural needs within wider regional strategic aims, and enabling decision-making and prioritisation to be devolved to regional and local level.’ The draft Framework identifies a number of regional rural priorities for the region, and will help to shape delivery and ensure needs can be addressed. One priority relates to market towns. Its focus is to “re-establish market towns and other service centres as genuine hubs for the rural economy and for private and public service provision.” Waveney Valley Local Development Strategy – Rural Development Programme for England Page 39 of 72 The East of England Plan or Regional Spatial Strategy (to be published Spring 2008) The East of England Plan includes policies to support economic diversity and Business development, that support the actions outlined in the Regional Economic Strategy until the year 2021. It covers economic development, housing, the environment, transport, waste management, culture, sport and recreation, mineral extraction. It sets a vision, objectives and core strategy for the longer term. In particular it seeks to reduce the region’s impact on, and exposure to, the effects of climate change and to put in place a development strategy with the potential to support continued sustainable growth beyond 2021. It incorporates the Regional Transport Strategy (RTS). It has identified 10 priority themes for the region and the principles of approach. The focus on market towns as places for investment and service development and the importance of developing social capital both feature as priorities. It recognises the market towns as providing “small-scale local employment opportunities and supporting the needs of agriculture”. The England Forestry Strategy (ETWF) sets out a four-fold role for woodlands and forestry in England, encompassing forestry for rural development; economic regeneration; recreation, access & tourism; & environment & conservation. In this context, the development of woodfuel is recognised as providing a number of crosscutting benefits and the EFS draws specific reference to assisting diversification through encouraging the use of woodfuel for energy production. See England Forestry Strategy – England's Trees Woods and Forests Forestry Commission 2007 www.forestry.gov.uk 3.2.2 Local Strategies All local district and county councils in the Waveney Valley area have been fully engaged in the development of this LDS. The officers have used their strategies to ensure that the LDS will move forward the views of their tax payers. The councils have viewed the development of the Waveney Valley distinct identity as a major step forward in improving collaborative strategic delivery. Waveney Local Development Framework www.waveney.gov.uk/planning/planning+policy A portfolio of local planning documents which will guide and control development in the District. Some of the documents within the Local Development Framework will become part of the statutory Development Plan. The remaining documents will be used to support the production and management of the Framework, or, will assist in the delivery of the Development Plan documents. The LAG must have a thorough understanding of the Local Development Framework as capital projects which seek funding will require planning consent. Close working with the Council will be undertaken to ensure that projects coming forward have a smooth progress through the planning process. Waveney Prospectus – A Platform for Growth Section 3 – Marketing AI-9 Joint branding & marketing to attract inward investment “Make sure there is a long term joint approach to building a strong brand rather than a series of dispersed local approaches” (Stakeholder comment) Actions to improve the investor offer are very important, but they must be accompanied by parallel measures to promote Waveney as an investment location and to engage existing and potential investors about the merits of investing here. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 40 of 72 The LAG includes a representative from the Waveney Community Partnership. This close relationship will build on the aims of the prospectus. Approaches such as SWOT analysis have been used in the development of the LDS. South Norfolk Economic Strategy 2004-2009 "To be an area where economic opportunity and development is diverse, sustainable and accessible to all the community". Objective A - Stimulate the creation and retention of quality employment in South Norfolk Objective B - Raise learning expectations and achievement, meeting the needs of the economy. Objective C - Break down the barriers to economic success in rural areas In addition, South Norfolk have launched their “Community Strategy for South Norfolk”; in both their strategies South Norfolk Council aim to improve the business environment across their area with a view to improve start up rates. The LDS aims to create an environment which support business development and growth and the three documents are strongly aligned. Suffolk's Sustainable Community Strategy 2008/28 (encompassing the Greenest County Initiative as a main element) http://www.onesuffolk.co.uk/ssp/CommunityStrategy/ Seeks under the local food, drink and tourism objectives to.... • Encourage the formation of food distribution hubs in Suffolk. The purpose will be to link various initiatives, such as reducing food miles, promoting the availability of good quality local food from Suffolk livestock, sustaining traditional grazing areas and encouraging sustainable tourism. Support by public sector organisations through procurement of food from local sources, forward commitment to the market and financial support to sustainable tourism activities, would be hugely beneficial. • Support to sustainable tourism initiatives will encourage greater sustainability in the modes of travel, accommodation and activities of visitors and residents alike. Central to this is access improvement through the rights of way network and initiatives, such as Discover Suffolk. Particular emphasis should be placed upon communities that have minimal access to their surrounding countryside, and improved safety for horse riders through off road routes. Innovative projects promoting and linking healthy lifestyles and the quality of Suffolk's distinctive landscapes and green space are central to the Sustainable Community Strategy. Both the objectives above fit with the LDS and close relationships with Suffolk County Council will ensure that all possible linkages are achieved. Norfolk Tourism Strategy – Under development The strategy is under development and should be completed in the next couple of months. Representatives on the LAG are involved with the development process and will feed into the LAG as objectives and delivery becomes clearer. South Norfolk Tourism Strategy Naturally the whole document is pertinent to the development of a Waveney Valley distinct identity, specifically the section titled: Promoting local distinctiveness, celebrating the built and natural environment, without detrimental effects on those resources. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 41 of 72 This covers Survival of Tourism Businesses, Sustainability, Tourism Infrastructure and Visitor Information Provision, which would all be important to the Waveney Valley LDS and the development of a distinct identity. In the action plan of the South Norfolk Tourism Strategy it specifically mentions the promotion of the Waveney Valley, working in partnership with other Local Authorities and agencies with influence on the valley. Suffolk - Creating the Greenest County http://www.onesuffolk.co.uk/ssp/CommunityStrategy/Creating+the+Greenest+County.htm Suffolk's environment is one of the finest in Britain. Suffolk is making an important contribution to tackling global environmental issues, and we must do more. The Suffolk Strategic Partnership (SSP) is committed to making this ambition a reality. Therefore a group of individuals with relevant experience and local influence has been set up to act as a "Think Tank" to establish a vision for the initiative. Aims of the project: • To clearly identify themes and subsequent actions for the initiative • These themes and actions to be communicated through the Suffolk Strategic Partnership • Actions identified by the initiative to be implemented by organisations across Suffolk Suffolk Strategic Partnership http://www.onesuffolk.co.uk/ssp The SSP brings together key stakeholders and agencies in the county to co-ordinate their work on behalf of the people of Suffolk more effectively. All partners play an active part in developing working relationships for the benefit of the community and ensuring a focus on improving the quality of life and governance in a particular locality. Put simply, the SSP seeks to bring together everyone with an interest in the well being of Suffolk and its communities. South Norfolk Leisure, Culture and Countryside Strategy www.south-norfolk.gov.uk/democracy/media/Leisure_Culture_Countryside_Strategy.pdf Again all aspects of this strategy apply to the Waveney Valley LDS. These include: • Encourage Tourism by developing tourism businesses and environmental improvement schemes • Promote South Norfolk as a good place to live and work • Build on our links with the Broads Authority to develop Leisure, Culture and Countryside opportunities • Improve levels of customer satisfaction • Encourage people to use and value their surroundings • Provide a focus and stimulus for tourism • Market the areas cultural assets, environment and leisure facilities For the Waveney Valley LAG to succeed in developing a Waveney Valley distinct identity, then all of these areas must be addressed. Specifically under the Countryside & Heritage Action Plan, there is mention of developing an Integrated Waveney Valley promotion in partnership with other town, parish, district and county councils, which is exactly the aim of the Waveney Valley LAG and shows buy in from South Norfolk District Council. The SCC Bus Strategy (March 2006) Aimed at maintaining viable communities in market towns and villages. The Waveney Prospectus: A Platform for Growth (Waveney District Council, January 2008), argues that public transport Waveney Valley Local Development Strategy – Rural Development Programme for England Page 42 of 72 improvements are a key long term priority to reduce Waveney car-dependence, and improve access to employment, education, and health provision as well as other services. The East of England Plan (October 2007) Includes a regional transport strategy which aims to reduce the rate of road traffic growth, in particular the use of the car. At present, although there have been some recent improvements, public transport systems in most Waveney rural areas remain poor, so even those who are keen to use their cars less frequently are discouraged from doing so. The LDS outlines that improved transport solutions are key to the improvement of economic opportunities. The Greenest County Initiative (Suffolk) Ambition statement: “Maintaining and enhancing the “natural capital” of historic landscape and diverse wildlife as a unique and attractive combination in Suffolk is essential. Landscape character areas and key wildlife species are now recognised and should be widely celebrated as part of Suffolk’s local distinctiveness. It is now apparent that these play a central role in Suffolk’s quality of life, and they are a major contributor to why people choose to live and work in Suffolk.“ It is clear that the Waveney Valley project fits with this ambition and will make use of it in developing the identity of the Valley. Planning for an Integrated ‘Green’ Economy in the County of Suffolk (2007) A proposal for the interlinking of local food trade, Information Communication Technologies [ICTs], Renewable Energy [RE] resource use, conservation, education and community based development, anchored to high value landscape assets as economic amplifiers and activators. 3.3 Inclusiveness and equal opportunities All aspects of the Waveney Valley Local Development Strategy, Action Plans, strategies and approaches will actively promote equality of opportunity, irrespective of sex, race, colour, ethnic or national origin, marital status, disability, sexual orientation, religious beliefs or age, with the development of interventions as well as operational activity being implemented in accordance with this principle. To ensure this is the case, the Waveney Valley LAG will formally adopt and operate according to the Equalities Policy set out by Norfolk County Council with all members of the Management Group, Working Groups, and Programme Staff, required to undertake equality training, to ensure that they have a robust understanding of the subject and are able to apply this across the operation of the programme. The training provided will focus on the range of legislation that must be complied with, together with practical ways and best practice, to ensure compliance is achieved effectively and simply. Training will be provided throughout the lifetime of the programme, to ensure that knowledge and skills on the subject are kept up to date and in line with changes in legislation and/or best practice. The Programme will operate according to a Procedures Manual, which will clearly set out how inclusiveness and equal opportunity issues are dealt with by the programme. This includes how the programme addresses equality issues, how it issues are taken into account in the development of programme activity, as well as ensuring that inclusiveness and equal opportunity issues are part of the day to day management and operation of the programme. 3.3.1 Development, Approval and Monitoring of Interventions All interventions supported by the Programme will be required to clearly demonstrate how they tackle inclusiveness and equal opportunity issues in line with the guiding principles outlined above. To aid this process and to ensure that interventions apply this approach, an Equality Impact Assessment (EQIA) process has been developed in line with EEDA’s current best practice. This Waveney Valley Local Development Strategy – Rural Development Programme for England Page 43 of 72 process will take the form of a simple toolkit, which will guide applicants through a series of questions to ensure that all interventions supported by the Programme comply with the procedures set out by the programme and complies with all UK and EU legislative requirements. The toolkit approach enables equality issues to become an integral part of the development process, with the individuals involved being able to clearly see how the intervention can be improved and developed to ensure it does not have a negative impact on a particular group(s) of individuals and is fully compliant with legislative requirements. By using a toolkit, applicants to the programme will gain a greater understanding of inclusiveness and equal opportunity issues, thus improving the way in which an intervention is developed and delivered. This approach will also equip applicants with a working knowledge and understanding of the issues involved, which they can apply to other circumstances. At the meeting of the Management Group, the EQIA will be made available to all members of the committee, who using the skills gained through their EQIA training, will be able to check that the proposed intervention complies with the requirements of the Programme. If an intervention does not pass the EQIA or is unable to clearly demonstrate that it has undertaken all reasonable steps to comply with appropriate legislation then the intervention will not be supported. A copy of the Equality Impact Assessment Toolkit can be found in the Appendix 7. Once an intervention has been approved, the Appraisal and Monitoring Officer takes responsibility for ensuring that the intervention complies with all equality policies set out by the programme. This monitoring of activity will continue throughout the life of the programme to ensure that it fulfils any legal duties. It is hoped that the processes adopted by the Waveney Valley Programme will provide examples of best practice that can be replicated in other areas of the EU, and demonstrate best practice which can be incorporated into the Waveney Valley Programme and its associated interventions. 3.4 A sustainability appraisal for the LAG activities proposed The principles of sustainable development are integral to this LDS. For effective delivery of this Leader programme clear understanding and agreement of the principles of sustainable development are required. These principles are in line with the shared UK principles of sustainable development in the UK, which have been adopted by the national and devolved administrations (UK Government, Scottish Executive, Welsh Assembly Government and the Northern Ireland Administration). Waveney Valley Local Development Strategy – Rural Development Programme for England Page 44 of 72 Agreed Shared Principles of Sustainable Development: www.sustainable-development.gov.uk These principles set the core criteria for the development and implementation of the LDS and will also play a key role in the development of the interventions delivered through the LDS framework. Through the development of these principles the UK government also identified the following key priority areas: • Sustainable consumption and production - working towards achieving more with less. • Natural resource protection and environmental enhancement - protecting the natural resources on which we depend. • From local to global: building sustainable communities and creating places where people want to live and work, now and in the future. • Climate change and energy - confronting the greatest threat. The effectiveness of the LDS’ sustainability can only be achieved through effective management systems. The Waveney Valley LDS has identified the benefits of using a proven and existing system to ensure that projects adhere to the core principles of sustainable development. Therefore the interventions delivered through the LDS will be appraised and developed using the Excellence Framework – an appraisal system being adopted by EEDA for all projects. The Excellence Framework is based on the eight components of a sustainable community: • Social and Cultural • Governance • Transport and Connectivity • Services • Environmental • Equity • Economy • Housing and the Built Environment The Excellence Framework requires projects to progress through a structured decision making process, which looks at each of the key topic areas both in relation to a quick appraisal based on Waveney Valley Local Development Strategy – Rural Development Programme for England Page 45 of 72 answering three key questions and then a detailed appraisal of each area. This is illustrated through the Excellence Framework Wheel: All members of the project staff will undergo thorough training by EEDA in the use of this system to ensure that there is a clear understanding of the tool and the concepts behind it. The standard set within this process is that all interventions delivered through a project will have to achieve at least one Excellent Standard in each of the eight segments. The target standard will be reached by ensuring that the facilitator is well-trained in the use of the Excellence Framework and that they work to proof intervention proposals at the earliest stage in a project’s development. The facilitator will then continue to review a project’s development in line with the eight competences. During the delivery of interventions, the monitoring officer will ensure that the project remains faithful to its appraisal through the Excellence Framework. If the project appears to be failing to fulfil its excellent standard under any of the eight competences, then the issue will be raised with the management group and the facilitator will renew their working relationship with the project to support the project in raising its standards to the required level. Through adopting this level of appraisal in all interventions, the LAG is confident that the Leader programme will have a positive affect on all five of the core principles of sustainable development. The LDS has been tested through the first tier of the Excellence Framework and scores highly in all areas. 3.5 Plans to co-operate with other LAGs A degree of staff-sharing, or more properly, experience-sharing, will take place with the Brecks and Norfolk Coast and Broads LAGs. This will lead to improved partnership performance and Waveney Valley Local Development Strategy – Rural Development Programme for England Page 46 of 72 information exchange between these three LAGs, reducing running costs and helping to prevent duplication of effort. Having a Leader Manager and a Programme Administrator centrally-based will result in improved co-ordination, cost savings and better sharing of resources and information. A number of Waveney Valley LAG member organisations will be members of other LAGs around the region. These members will help to link the LAGs, helping develop a regional and sometimes national vision. A regional network of LAGs will be run and co-ordinated by EEDA; this regional network will link in with national and international networks. Where the Waveney Valley area meets other LAG areas - Norfolk Coast and Broads, The Brecks – there will naturally be a need for cooperation. As the Waveney Valley distinct identity becomes recognised, areas around the Waveney Valley but outside the actual LAG area will no doubt want to connect with its success and lessons can be learnt by other areas in the region. Specific opportunities include: • Norfolk: tourism and access: there are two national trails in Norfolk; the Peddars Way is one and it links all three of the proposed NRBAS-led Leader areas. There are opportunities to develop shared approaches to enhancing tourist and visitor offerings associated with this National Trail and with the Round Norfolk Way (combining Peddars Way, the Norfolk Coast Path, Weavers Way and Angles Way). These opportunities can be extended to other aspects of the project, including the development of micro-enterprises and farm diversification. • Local food: this an interest of both Norfolk Coast and Broads and the Brecks projects. While the Waveney Valley will be looking to align local food with other work on developing the area’s identity, there will be joint interests, experience and possibilities of development that will make sharing those aspects valuable and productive. • Energy: limiting carbon emissions, enhancing fuel efficiency and developing alternative energy sources are all issues of interest and concern to the Waveney Valley LAG and it will seek ways of incorporating innovative approaches wherever possible. It is likely that the Eastern Plateau project will be at the forefront of such developments and we will collaborate closely with them. The Waveney Valley LAG will be an outward-looking organisation, keen to learn from the experience of others. We expect there to be other Leader groups nationally and on mainland Europe that will have valuable experience of creating area identities based on their distinctive features, be they landscapes, products or history. We will be keen to learn lessons from them, to fast-track some of our approaches and to avoid pitfalls. 3.6 Breakdown of match funding sources to be used This LDS sets out the ways in which the LAG will use RDPE funding through the Leader approach to deliver it objective. Careful consideration has been placed in to the use of other public funds to achieve these aims. In line with the declaration in the application form which is signed by the chair of the LAG no other Defra or European funding will be sourced to deliver these objectives. However there are areas which are felt in need of support which RDPE funding is unable to support. The LAG will work through the programme facilitator and manager to identify possible alternative funding options to deliver these complimentary aims. Key focus of this will be through funding routs such as the Investors in Community programme and local Government systems of support. Due to the short time frame for writing the LDS, it’s not been possible to confirm any funding from the public sector. There is serious interest from the various local authorities and both county councils, especially because the overall aim of the LAG is to create a Waveney Valley distinct Waveney Valley Local Development Strategy – Rural Development Programme for England Page 47 of 72 identity, which fits with the local strategies. Ongoing discussions will continue with all the local authorities to identify possible funding. Therefore at this stage, the match funding from Local Authorities has been set to zero in the budget. As discussions continue with local authorities, the LAG will amend the budget taking into account the funding rules set in the RDPE Leader guidance notes. Each intervention will be based at appropriate intervention rates based on economic activity assessed through IRR. Each intervention will have to raise sufficient funding through private business and charity routes to secure the Leader investment. Individual interventions will have to secure their match funding in order to secure the RDPE funding. For example a large part of match funding will be received from membership fees as organisations join the proposed branding scheme project. The fees will be charged to member organisations, private, public or social, who wish to use the Waveney Valley branding and receive the other benefits of membership. 3.7 Details of the accountable body and its track record 3.7.1 Accountable body Norfolk County Council, the countywide local authority for Norfolk, has been nominated to act as the administrative and financial on behalf of the Local Action Group. The authority has bee chosen as it is a significant public body, with an annual budget of over £1.5 billion, and has an excellent track in administering public funds on behalf of a range of partnerships, including the Broads and Rivers Leader+ Programme (EU), Norfolk Rural Development Programme (EEDA), Norfolk Investing in Communities Programme (EEDA), and a range of other European, national and regional schemes. 3.7.2 Skills required to deliver LDS As the Accountable Body, Norfolk County Council will be responsible for the administrative functions of the Partnership; support staff; financial responsibility for making/paying claims; bankrolling; monitoring and evaluation procedures and all other related administrative tasks, to ensure that the delivery of the Programme complies with appropriate regulations. This function will be led by the Economic Development Unit (EDU) within the Planning and Transportation Department, and supported by a number of departments, including Human Resources, Finance, and Legal Services. The authority’s financial procedures are currently audited by District Audit on an annual basis, and meet all legislative requirements. The Accountable body in partnership with NRBAS will be responsible for recruiting programme staff on behalf of the LAG, which will be undertaken according to Norfolk County Council procedures, to ensure that the recruitment process is fair and open. Programme posts will be advertised locally through the Eastern Daily Press and the Eastern Daily Times (county wide newspapers), at a national level in the Guardian, and through a range of partnership networks. Norfolk County Council will undertake the short-listing and interviewing of the candidates, together with representatives of the LAG. The job descriptions and salary scales of Programme staff have been approved by Norfolk County Council’s Human Resources Team and are in line with existing council staff. On a day-to-day basis, the Facilitator, Administrator, and the Appraisal and Monitoring Officer will be independently line managed by the Programme Manager, to ensure the separation of roles and to maintain accountability. The Programme Manager will report to the LAG and a member of the EDU’s Management Team, see section on ‘Administrative support’. All programme payments will be made according to the authorities financial procedures, which include an authorisation process to ensure that inappropriate payments cannot be made. All Waveney Valley Local Development Strategy – Rural Development Programme for England Page 48 of 72 payments will be made according to an agreed schedule and will be signed off by a member of the Unit’s Management Team. Programmes finances will be audited on an annual basis by the Audit Commission, to ensure that there is full compliance with all European, national and regional regulations. Any issues raised by this process will be reported to EEDA and the LAG, to ensure that lessons learnt can be incorporated into Programme systems and best practice adopted at all times. A risk register will be developed and held by the Programme Team, on behalf of the LAG, and with the support of the Accountable Body. This will ensure that the programme is not exposed to unnecessary levels of risk, and that extensive mitigation is in place to ensure that risk levels are kept to a minimum. The Head of Economic Development will take responsibility for ensuring that the Programme complies and fulfils all appropriate procedures and regulations set out by the Regional Programme. 3.7.3 Operational cost budget As outlined under the heading ‘Administrative Support’, the administrative functions of the partnership will be shared with the Brecks and Norfolk Coast & Broads LAGs to reduce operating costs and maximise the levels of public funds targeted at supporting interventions. These savings will be passed directly onto beneficiaries and into the local economy. The table below shows a breakdown of the costs associated with delivering the Waveney Valley Programme. Operational Costs The LDS has set out the issues facing the area and the proposed work areas which RDPE funding can help to address. However these actions can only be brought about through a robust and secure delivery system. This will be achieved by a partnership between Norfolk County Council as the Accountable Body and NRBAS. The administrative functions of the partnership will be shared with the Norfolk Coast & Broads and the Brecks LAGs to reduce operating costs and maximise the levels of public funds targeted at supporting interventions. The joint management model has been chosen as the most appropriate as it will achieve both economies of scale and improved efficiency of delivery. The costs may be categorised as programme management and programme delivery: • Programme Management: the responsibility of the Accountable Body, Norfolk County Council, who will provide programme management; monitoring; evaluation and appraisal; financial management and payments; and • Programme Delivery: to be provided by NRBAS, under the terms of a service agreement with NCC, and providing LDS management; facilitation and facilitator support such as travel, etc.; office premises; IT support; web site establishment and management; marketing; staff training; and sundries. The table below shows a breakdown of the costs associated with delivering the Waveney Leader Programme. Note that an annual inflation rate of 3% has been applied to most of the costs, with the exception of rent, reviewed after 3 years. Allowance has been made for reduced marketing towards the end of the project. 2008 2009 2010 2011 2012 2013 2008 - 13 NRBAS £4,287 £71,080 £ 71,526 £73,591 £ 75,714 £ 74,256 £370,478 NCC £1,180 £21,584 £ 21,705 £22,633 £ 23,578 £ 24,502 £115,167 Total £5,467 £92,664 £ 93,230 £96,224 £ 99,292 £ 98,767 £485,645 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 49 of 72 Appendices 1 Work plan for year 1 First Year Operating Plan for the Waveney Local Action Group This document sets out how the LAG will operate during 2008. The key focus of the paper includes: •How the LAG will develop the three year action plan for delivering the LDS, which sets out clear targets, priorities and dates. • Developing the skills and capacity of the LAG administration team. • Communication plans with the local community to ensure they are aware of the funding available and how to access it. This management plan covers the period between project approvals (expected June 2008) until the 1st January 2009. This plan has been approved and endorsed by the LAG and is based on the needs of the LDS, the Prospectus and guidance on the use of Axis 1 and 3 in the East of England, 2007- 2013, EEDA; the Leader Approach Prospectus, EEDA; and the Guidelines for the Production of a Local Development Strategy 2007-2013, EEDA. If any changes are made to the LDS during the project approval stage, then the relevant changes will need to be made throughout this document. Development of the Three Year Action Plan The LDS is a strategic document which provides an explanation of the key issues which the area faces and sets out plans for tackling these issues. However, for effective delivery and targeting of the LDS a clear delivery plan needs to be created. This plan will cover a three year period of the project and will be updated annually by the LAG to ensure that the LDS is being effectively and efficiently delivered. The first step in this process is to develop a delivery plan for the initiation phase of the programme. This plan therefore sets out the delivery steps which will be taken forward between project approval and January 2008. The end target of this plan will be to have a functioning LAG, administration team and a work plan for the following three years of the programme. Development of the Three Year Action Plan Action Responsibility Activity Target Date Result st 1 LAG meeting LAG Chairman • Chair and vice Mid July 2008 • Key LDS posts allocated. chair elected. • System for staff • Management recruitment in place Group elected. • Short term delivery plan agreed. Short term LAG Chairman • Agree Early August • Programme Manager in delivery plan partnership post. created relationship with NRBAS • Programme Manager Waveney Valley Local Development Strategy – Rural Development Programme for England Page 50 of 72 recruited by NRBAS nd 2 LAG Meeting LAG Chairman • Key objectives Late August • Key work areas for the set for facilitator facilitator agreed • Facilitator • Training plan agreed Training programme Agreed Recruitment of Programme • Programme October • Key staff in post key staff Manager Facilitator appointed • Administrative support recruited Delivery Programme • Key staff in the October • Named contact in agreement with Manager accountable accountable body Accountable Body body identified. identified in regard to • Training • Training programme appraisal and programme for implemented. training appraisal and monitoring Production of draft Management • Key objectives October • Draft 3 year plan produced three year action group identified from and presented to the plan LDS. LAG • Prioritising delivery actions • Agree the objectives in line with budgets Review of Three Management • Accountable November • Action plan signed off by Year Action Plan group Body support all relevant partners. provided to action plan. • EEDA support of Action plan • Joined up Leader action negotiated with relevant LAG’s First year Facilitator • Raise key December • Local community fully community actions to be supportive and conference held delivered committed to the through LDS and programme three year action plan. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 51 of 72 Development of Training and Skills Programme for LAG Administration and Members One of the critical elements of effective and speedy project development and delivery will be the quality of the staff employed and their skills. The “Development of the Three Year Action Plan” element of the First Year Action Plan sets out the recruitment process. This section of the First Year Development Plan focuses on the skills of both the staff employed and the LAG members. From January 2009 the training plan will be rolled into the three year action plan. Development of Training and Skills Programme for LAG Administration and Members Action Responsibility Activity Target Date Result Training for LAG NRBAS RDPE and Leader September LAG & staff understand RDPE and all staff principles and Leader principles especially as applied to Waveney programme Training for EEDA Project appraisal October LAG & staff understand Appraisal officer processes appraisal process that projects will undergo before approval Training for LAG EEDA Equality impact October LAG & staff aware of and staff assessment obligations and expectations under equal opportunities legislation Training for Project EEDA State aid rules November Project staff know the Facilitator and constraints imposed by State appraiser Aid Rules on project design and proposals Training for NCC Finance, Information November Project staff involved with Monitoring officer; and Management approving disbursement of administrator Systems (NCC) funds understand NCC systems of finance ORACLE administration Training for LAG, EEDA Excellence November All LAG and staff fully familiar Facilitator, Framework with the East of England Monitoring and Excellence Framework and its Appraisal Officer, implications for project design. Leader programme manager and administrator Waveney Valley Local Development Strategy – Rural Development Programme for England Page 52 of 72 Development of Community Communication Plan The LDS has been created in partnership with local businesses and the community. This relationship will need constant management to ensure that the community both remain committed to the LDS and can access funding and support from it. The First Year communication plan will both look at the early promotion and community engagement issues, and at establishing long term systems of communication for the three year Action Plan. Development of Community Communication Plan Action Responsibilit Activity Target Date Result y Announceme LAG Issue press release Late June Funding opportunity raised nt of in local peoples’ approval consciousness. Recruitment NRBAS and Standard NCC Late August Key staff of high quality in of key staff NCC recruitment systems place. used to publicise the funding Production of Project Work with all partners October Systems set up and in place communicati Manager through the facilitator to for marketing and on plan to produce three year communication during the form part of plan. first three years of the the three projects delivery. year plan Hold public Project Set up, promote and December Local community informed conference Manager hold the 1st annual of the priorities and core conference. actions of the LDS during its first delivery year. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 53 of 72 2 A completed output table and budget Area of action / Measure code and Description and source How vfm will be activity description of match funding achieved Communication m312 Support for Primarily private and Interview, business between LAG the creation and voluntary match funding, coaching and mentoring partners and development of who will benefit from the schemes developing micro enterprises improved working partnerships m313 relationships Number of businesses across the Encouragement of created and developed Waveney Valley tourism activities m321 Basic services Training days delivered sm421 Implementing The LAG will set out, cooperative projects using full EEDA and sm431 Running the Accountable Body LAG and developing support, selection LAG skills for criteria for this area of delivery of Leader activity. Developing a m111 Vocational Match funding will be Value for money will be distinct identity for training & produced through the achieved through the the Waveney information for membership of the scheme development of the Valley agricultural, food and the licensing of the use Brand through the and forestry sectors of the scheme. community with m123 Adding value tendering used for the to agricultural and creation of key delivery forestry products area. m311 Diversification into non-agricultural Value for money will be activities demonstrated through m312 Support for the number of the creation and businesses, community development of groups and micro enterprises organisations which m313 singe up to the Brand. Encouragement of tourism activities The LAG will set out, m321 Basic services using full EEDA and m323 Conservation Accountable Body & upgrading of the support, selection rural heritage criteria for this area of m331 Training and activity. information for economic heritage sm421 Implementing cooperative projects sm431 Running the LAG and developing LAG skills for delivery of Leader There may be areas of this which do not fit under the measures and the Waveney Valley Local Development Strategy – Rural Development Programme for England Page 54 of 72 ineligible funding process will be investigated with EEDA. Facilitating a m111 Vocational Match funding will be Value for money will be quality standard as training & achieved through business achieved through the part of the information for commitment and funding of use of a working group Waveney Valley’s agricultural, food the service. to work with tourism and distinct identity and forestry sectors food businesses on the m123 Adding value quality criteria and then to agricultural and the tendering of the forestry products delivery. m331 Training and information for The LAG will set out, economic heritage using full EEDA and sm421 Accountable Body Implementing support, selection cooperative projects criteria for this area of activity. Develop the area’s m111 Vocational Business capacity will be Value for money will be capacity to sustain training & developed through the achieved through increased levels of information for direct investment at both allocation of funds business activity agricultural, food capital and revenue levels based on the level of and forestry sectors to businesses and groups public good which will m123 Adding value of businesses. The direct be created by the to agricultural and benefits which will be project and the IRR forestry products achieved by the likely to be produced. m311 Diversification businesses will ensure that Project will also have to into non-agricultural the they are willing and fit with the Excellence activities able to provide Framework and the m312 Support for considerable match Equality Impact the creation and funding. Assessment. development of micro enterprises The LAG will set out, m313 using full EEDA and Encouragement of Accountable Body tourism activities support, selection m321 Basic services criteria for this area of m323 Conservation activity. & upgrading of the rural heritage m331 Training and information for economic heritage sm421 Implementing cooperative projects Developing links m123 Adding value Supply chain support will Value for money will be between sectors to agricultural and lead to both public good achieved through and different levels forestry products through business growth allocation of funded of supply chains m311 Diversification and improved business based on the level of into non-agricultural performance. Due to the public good which will activities improved business be created by the m312 Support for performance businesses project and the IRR the creation and will be willing and able to likely to be produced. development of contribute to the match Project will also have to Waveney Valley Local Development Strategy – Rural Development Programme for England Page 55 of 72 micro enterprises funding. fit with the Excellence m313 Framework and the Encouragement of Equality Impact tourism activities Assessment. m321 Basic services m331 Training and The LAG will set out, information for using full EEDA and economic heritage Accountable Body sm421 support, selection Implementing criteria for this area of cooperative projects activity. sm431 Running the LAG and developing LAG skills for delivery of Leader Improving the m111 Vocational Improving sustainability of Value for money will be sustainability of training & organisations and achieved through the existing producers information for businesses in the Waveney careful selection of and services in the agricultural, food Valley will lead to high projects to ensure Waveney Valley and forestry sectors levels of public good. maximum public good is m123 Adding value Therefore intervention achieved with all to agricultural and rates will be set above approved applications. forestry products those for purely economic m311 Diversification activity. However these The LAG will set out, into non-agricultural improvements will also lead using full EEDA and activities to business improvements Accountable Body m312 Support for which will lever in match support, selection the creation and funding from the criteria for this area of development of businesses and groups activity. micro enterprises involved. m313 Encouragement of tourism activities m321 Basic services m323 Conservation & upgrading of the rural heritage m331 Training and information for economic heritage sm421 Implementing cooperative projects sm431 Running the LAG and developing LAG skills for delivery of Leader Waveney Valley Local Development Strategy – Rural Development Programme for England Page 56 of 72 3 OS map of area including wards Waveney Valley Local Development Strategy – Rural Development Programme for England Page 57 of 72 4 Measures Budget TOTAL Measure 2008 2009 2010 2011 2012 2013 2008-13 Vocational training & information for agricultural, food and forestry sectors RDPE funding 0.00 13.35 18.16 22.25 26.70 8.54 89.00 private & voluntary match 0.00 5.72 7.78 9.54 11.44 3.66 38.14 public sector match 0 Adding value to agricultural and forestry products RDPE funding 0.00 46.20 77.00 77.00 77.00 30.80 308.00 private & voluntary match 0.00 107.80 179.67 179.67 179.67 71.87 718.67 public sector match 0 Diversification into non agricultural activities RDPE funding 0.00 89.31 151.89 151.89 151.89 62.58 607.55 private & voluntary match 0.00 165.86 282.08 282.08 282.08 116.22 1,128.32 public sector match 0 Support for the creation and development of micro enterprises RDPE funding 0.00 58.80 98.00 98.00 98.00 39.20 392.00 private & voluntary match 0.00 109.20 182.00 182.00 182.00 72.80 728.00 public sector match 0 Encouragement of tourism activities RDPE funding 0.00 71.25 118.75 118.75 118.75 47.50 475.00 private & voluntary match 0.00 71.25 118.75 118.75 118.75 47.50 475.00 public sector match 0 Basic services RDPE funding 0.00 58.50 97.50 97.50 97.50 39.00 390.00 private & voluntary match 0.00 30.14 50.23 50.23 50.23 20.09 200.91 public sector match 0 Conservation & upgrading of the rural heritage RDPE funding 0.00 32.00 80.00 80.00 80.00 48.00 320.00 private & voluntary match 0.00 21.33 53.33 53.33 53.33 32.00 213.33 public sector match 0 Training and information for economic actors RDPE funding 0.00 12.00 16.00 16.00 24.00 12.00 80.00 private & voluntary match 0.00 5.14 6.86 6.86 10.29 5.14 34.29 public sector match 0 Implementing cooperative projects RDPE funding 0.00 16.80 28.00 33.60 28.00 5.60 112.00 private & voluntary match 0.00 0.00 0.00 0.00 0.00 0.00 0.00 public sector match 0 Running the LAG and developing LAG skills for delivery of Leader RDPE funding 5.47 92.66 93.23 96.22 99.29 98.77 485.65 private & voluntary match 0.00 0.00 0.00 0.00 0.00 0.00 0.00 public sector match 0 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 58 of 72 5 LAG Output Targets & Milestones TOTAL Measure 2008 2009 2010 2011 2012 2013 2008-13 Vocational training & information for agricultural, food and forestry sectors Number or participants in training 0 57 87 95 114 71 424 Number of training days received 0 114 173 190 228 142 847 Support contributing to competitiveness of the livestock sector (number of participants 11 18 19 23 14 85 Support to livestock sector contributing to enhancing on-farm management of nutrients (number of participants) 11 18 19 23 14 85 Support contributing to animal health & welfare (number of participants) 11 18 19 23 14 85 Adding value to agricultural and forestry products Number of enterprises supported 0 2 3 4 4 1 14 Total volume of investments (£m) 0.000 0.171 0.285 0.285 0.285 0.114 1.140 Support contributing to competitiveness of the livestock sector (number of farm holdings) 0 2 2 2 1 7 Diversification into non agricultural activities Number of beneficiaries 3 5 5 5 4 22 Total volume of investments (£m) 0.000 0.260 0.433 0.433 0.433 0.173 1.730 Number of jobs created or sustained through this measure 0 Support for the creation and development of micro enterprises Number of micro enterprises supported 2 2 3 4 3 14 Number of jobs created or sustained through this measure 3 4 5 5 4 21 Encouragement of tourism activities Number of new tourism actions supported 6 12 15 14 6 53 Total volume of investments (£m) 0.000 0.158 0.263 0.263 0.263 0.105 1.050 Number of jobs created or sustained through this measure 4 8 10 9 4 35 Basic services Number of supported actions 2 5 6 5 4 22 Total volume of investments (£m) 0.000 0.098 0.163 0.163 0.163 0.065 0.650 Number of jobs created or sustained through this measure 1 2 3 3 2 11 Conservation & upgrading of the rural heritage Number of rural heritage actions supported 2 3 3 3 2 13 Total volume of investments (£m) 0.000 0.053 0.133 0.133 0.133 0.080 0.530 Number of jobs created or sustained through this measure 0 2 2 2 1 7 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 59 of 72 Training and information for economic actors operating in the fields covered by Axis 3 Number of participating economic actors to supported activities 20 23 23 23 17 106 Number of days training received by participants 114 153 153 229 113 762 Implementing cooperative projects Number of cooperative projects 1 4 4 4 2 15 Running the LAG and developing LAG skills for delivery of Leader RDPE funding (£) 5,467 92,664 93,230 96,224 99,292 98,767 485,645 private & voluntary match 0 public sector match 0 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 60 of 72 6 Waveney Valley Local Action Group - Terms of Reference (March 2008) The Waveney Valley Local Action Group has been established to lead the development of the Waveney Valley Local Development Strategy and oversee the development of interventions under the programme. Terms of reference will be developed in concert with EEDA and other LAGs to ensure consistency of approach. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 61 of 72 7 Equality Impact Assessment Toolkit Waveney Valley Local Development Strategy – Rural Development Programme for England Page 62 of 72 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 63 of 72 Equality Impact Assessment Toolkit Step Process 1. Identify the aims of To begin the assessment process, you must have a clear your project/ initiative/ understanding of the initiative you want to develop. strategy/ programme (hereafter referred to as “initiative”) What is the purpose of the proposed initiative (or the changes you want to make to an existing initiative)? What are the specific outcomes you hope to see from the proposed initiative? What criteria will you use to measure progress towards these outcomes? What impact will the initiative have on for example, jobs or the ways you deliver your services? How will the proposed initiative be put into effect? 2. Screening the You now need to conduct an initial screening of your proposed initiative proposed initiative to asses the impact under your equality and diversity duties to eliminate unlawful discrimination, promote equality of opportunity, promote good relations between different racial groups, and promote positive attitudes towards minority/under-represented groups. To carry out this initial screening you must have a minimum amount of up-to-date and reliable data on the groups relevant to the area/s affected by the initiative You need to answer the following questions: Is there any reason to believe that certain groups of people could be affected differently by the proposed initiative, for example in terms of access to a service, or the ability to take advantage of proposed opportunities? Is there any evidence that any part of the proposed initiative could discriminate unlawfully, directly or indirectly, against some groups – e.g. disabled people, ethnic minority groups etc? Is the proposed initiative likely to affect relations between certain groups, for example because it is seen as favouring a particular group or denying opportunities to another? If you have answered ‘yes’ to any of the questions above, the proposed initiative will be relevant to your responsibilities under the equality duties. Make sure you are clear about which equality strand(s) the initiative is relevant to. You should also consider whether the risk of adverse impact is sufficiently significant to warrant undertaking a full impact assessment (step 3). If you conclude that the proposed initiative is not relevant to any equality duty, you should make sure this is recorded. However, you should monitor the initiative to ensure this is actually the case. 3. Gathering detailed The validity of your full impact assessment will depend on the quality of Waveney Valley Local Development Strategy – Rural Development Programme for England Page 64 of 72 data the information you use. The aim should be to establish a reliable and extensive database of information on racial groups Does the relevant data you have capture all the information you need about the areas upon which your initiative may impact? - e.g. the data may not reflect the ethnic diversity in the area sufficiently Do you need additional information about the different groups of people to help inform your initiative? Is the additional quantitative and qualitative information already readily available? - e.g. on the East of England Observatory Is the information up-to-date, relevant and reliable? Is the available information sufficiently detailed to permit analysis of differential impact on different groups? If you need further data to assess the likely impact, where will you get it from? e.g. specially commissioned qualitative or quantitative surveys or consultation exercises designed to fill gaps in the information about certain groups? Who will be responsible for pulling together all the information needed in the required format? i.e. in a way so that inferences can be drawn on the likely effects of the proposed initiative on different racial groups. 4. Assessing the This stage lies at the heart of the impact assessment process. It involves likely impact systematically appraising the proposed initiative against all the information and evidence and assessing whether the initiative is likely to have significantly negative consequences for a particular group or groups. Does your analysis of the proposed initiative indicate possible adverse impact on some groups? If your analysis of the information shows that the disparities between for example, racial groups or disabled people are statistically significant, can this be explained by factors other than race/disability? Could the proposed initiative lead to unlawful direct discrimination, i.e. people being treated less favourably purely on grounds of their race/disability? If yes, you must abandon it straightaway and look for different ways of achieving your initiative aims; direct discrimination can never be justified. Could the proposed initiative lead to unlawful indirect discrimination? (e.g. the initiative is applicable to everyone but it inadvertently disadvantages a particular racial group). If yes, does the initiative’s potential for indirectly discriminating against some groups appear to be justifiable at this stage? – remember your reasons must have nothing to do with the equality strands - race/disability/gender/age/sexual orientation/faith etc. 5. Consider If the proposed initiative is likely to be unlawfully discriminatory, you alternative measures should look for other ways of achieving your aims, or be sure you can justify the decision to proceed with the initiative. Are there aspects of your initiative that could be changed to reduce or remove adverse impact on a particular group, without affecting Waveney Valley Local Development Strategy – Rural Development Programme for England Page 65 of 72 the initiative’s overall aims? Will you seek to justify the initiative, as originally proposed, in spite of its potential for affecting some groups adversely, because of its importance? i.e. the reasons have nothing to do with race/gender/age/disability etc., and the social and economic benefits far outweigh any potentially discriminatory effect. Note: if you choose the second option you should be satisfied that: (i) you have a strong case; (ii) that your reasons cannot be construed as contravening EEDA’s equality duties; (iii) that you were unable to find other ways of achieving your initiative aims. You are also advised to take legal advice. 6. Consulting on the Consulting people who may be affected by your initiative provides an initiative opportunity to obtain feedback on your proposals before final decisions are made. Consultations must be proportionate and appropriate. In deciding who to consult and the methods to be adopted, you should ask the following questions: Who are the groups, organisations and individuals most likely to be affected by the proposed initiative, directly and indirectly? What methods of consultation are most likely to succeed in attracting the organisations and people you want to reach? In reaching your decisions consider the following: The consultation methods should be tailored to the groups you want to reach; consider using focus groups to explore issues in greater detail with a few individuals, written questionnaires or interview surveys to access a wider audience, setting up representative lay advisory groups for regular discussion and consultation. The process should be properly planned with: (i) clear objectives; (ii) named person responsible; (iii) clear explanations of purpose and process for consultees, including translating the consultation materials, where necessary; (iv) the timescale should provide the consultees with sufficient time to digest the information they are being given and adequate time to respond; v) the arrangements for responding to the views put forward by the consultees. 7. Making a decision With the results of the consultation in place, you will now be in a position on the initiative to decide whether to adopt the initiative and if so, in what format. Your decision will be based on four important factors: (i) the aims of the initiative; (ii) the evidence you have gathered; (iii) the results of your consultations; and (iv) the relative merits of any alternatives put forward. In making your final decision you should address the following Waveney Valley Local Development Strategy – Rural Development Programme for England Page 66 of 72 questions: a. Does the full assessment show that the proposed initiative will have an adverse impact on a particular group (or groups)? b. Is the proposal likely to make it difficult to promote equal opportunities or positive attitudes or foster good relations between different groups? c. If the answer to both (a) or (b) is 'yes', can the initiative be revised, or additional measures taken, so that it achieves its aim but without risking any adverse impact? d. In considering revising the initiative, can any of the findings of the consultation process be utilised? e. Given the final picture, will you abandon the initiative or go ahead with it? If you are going ahead, what will the final initiative look like? If you are considering proceeding with a initiative which you know is likely to have adverse impact on some groups, e.g. it is indirectly discriminatory, you must first satisfy yourself of the following: the initiative is essential in order to carry out your functions you were unable to find another way of achieving the aims of the initiative that had a less discriminatory effect you believe that the means you have employed to achieve the aims of the initiative are proportionate, necessary and appropriate the benefits far outweigh any potential discriminatory effect Make sure you keep a record of your conclusions at each stage of the decision-making process, and bring your conclusions together in an equality impact assessment report. The report should clearly show the relative weight given to each type of evidence: monitoring data, research findings, other statistics, and the results of your consultations. You can then explain the reasons for the decision reached, and make recommendations on how to put the initiative into practice, including suggestions for training and monitoring. 8. Monitoring the You will only know the actual impact of the initiative once it is put into initiative operation. This means you will have to monitor it regularly to know what is happening in reality. You must therefore make arrangements to monitor initiatives for any adverse impact. Equality monitoring reports should be published each year. You need to decide: If the initiative should be given a trial run, to see how or whether it actually affects different groups. How the initiative will be monitored once it becomes operational, i.e. who will be responsible for the monitoring, what sort of data will be collected, how will it be collected, how often will it be collected and how often will it be analysed? How the effects of the initiative on promoting equality will be monitored, i.e. what assessment criteria will be used Waveney Valley Local Development Strategy – Rural Development Programme for England Page 67 of 72 How will any concerns be taken into account in any review of the initiative, i.e. how will any problems be addressed? 9. Publishing the A summary of the results of the assessments and any consultations results carried out should be published by EEDA each year. The aim is to be open about the way decisions are made and to be answerable to the public. In writing your full impact assessment, it is suggested you follow the structure below: A description and explanation of the proposed initiative, putting it in its wider strategic and legislative context A brief explanation of how the initiative was assessed for its likely effects on different groups, with clear references to the information and research used as a benchmark A brief description of the consultation methods used, and a summary of the overall findings The conclusions reached through the assessment and consultation as to the likely effects of the proposed initiative, being clear about which equality strand(s) if relates to Any modifications of the initiative introduced as a result of the assessment and consultation, or alternative or additional measures An explanation of whether and how the revised initiative differs from the original proposal A statement of the plans for monitoring the initiative when it is put into effect Waveney Valley Local Development Strategy – Rural Development Programme for England Page 68 of 72 EQUALITY IMPACT ASSESSMENT TEMPLATE Name of project/policy/strategy (hereafter referred to as “initiative”): Provide a brief summary (bullet points) of the aims of the initiative and main activities: Project Manager: Date: Stage 1: ‘Screening’ This stage establishes whether a proposed initiative will have an impact from an equality perspective on any particular group of people or community – i.e. on the grounds of race (incl. religion/faith), gender (incl. sexual orientation), age, disability, or whether it is “equality neutral” (i.e. have no effect either positive or negative). In the case of gender, consider whether men and women are affected differently. Q 1. Who will benefit from this initiative? Is there likely to be a positive impact on specific groups/community (whether or not they are the intended beneficiaries), and if so, how? Or is it clear at this stage that it will be equality “neutral”? Q 2. Is there likely to be an adverse impact on one or more minority/under-represented or community groups as a result of this initiative? If so, who may be affected and why? Or is it clear at this stage that it will be equality “neutral”? Q 3. If the initiative is “equality neutral”, should there be monitoring and review to assess the impact over a period of time? Q 3. Is the impact of the initiative – whether positive or negative - significant enough to warrant a more detailed assessment (Stage 2)? If not, will there be monitoring and review to assess the impact over a period time? Briefly (bullet points) give reasons for your answer. Guidelines: Things to consider Waveney Valley Local Development Strategy – Rural Development Programme for England Page 69 of 72 • An equality impact assessment (EQIA) relates to age, (i.e. young and old,); race and ethnicity, gender, disability, religion and faith, sexual orientation, or any particular disadvantaged or defined group which the initiative may be aimed at. • The initiative may have a positive, negative or neutral impact, i.e. have no particular effect on the group/community. • Where a negative (i.e. adverse) impact is identified, it may be appropriate to make a more detailed EQIA (see Stage 2), or take early action to redress this – e.g. by abandoning or modifying the initiative. NB If the initiative contravenes equality legislation, it must be abandoned or modified. • Where an initiative has a positive impact on groups/community relations, the EQIA should make this explicit, to enable the outcomes to be monitored over its lifespan. • Where there is a positive impact on particular groups, does this mean there could be an adverse impact on others, and if so can this be justified? - e.g. Are there other existing or planned initiatives which redress this? • Sustainable communities will want to take into account how particular initiatives may promote and improve community relations and positive inter-action between groups within communities. Conversely, particular initiatives could have a negative impact on a particular community/group. • It may not be possible to provide detailed answers to some of these questions at the start of the initiative. The EQIA may identify a lack of relevant data, and that data-gathering is a specific action required to inform the initiative as it develops, and also to form part of a continuing evaluation and review process. Waveney Valley Local Development Strategy – Rural Development Programme for England Page 70 of 72 8 LAG Members Non- Title Name Surname Organisation Public Social Economic Environmental Mrs. Gwen Parsons Principal, Lowestoft College 1 1 Redenhall with Harleston Town Cllr A Brownsea Council 1 Redenhall with Harleston Town Cllr S Kuzmic Council 1 Mr. Mark Stanton Breckland Council 1 1 1 Mid Suffolk District Council / Upper Mr. Mark Timms Waveney Project 1 1 1 Mrs. Marion James Diss Business Forum 1 1 Mr. Steven Falvey The Old Bakery, B&B 1 1 Mrs. Claire Deamer All Hallows Medical Facilities 1 1 Norfolk Tourist Attractions Mr. Robert Simmons Association Ltd 1 1 Diss, Thetford & District Citizens Mrs. Kate Biles Advice Bureau 1 1 Mr. Peter Morrow Bungay Town Council 1 Ezra Halesworth and Blyth Valley Mr. Leverett Partnership 1 Mrs. Didi Ward Bungay Community Partnership 1 Mr. David Hooton The Deer Initiative 1 1 1 Mrs. Jean Turnbull Business Link East 1 Mr. Ed Stocker Norfolk County Council 1 1 1 Mr. Oliver Hill South Norfolk Council 1 1 1 Mrs. Rachel Carrington NFU 1 1 Mr. Josiah Meldrum 1 1 Mrs. Julie West Tastes of Anglia Ltd 1 1 Mr. Christopher Reeve Waveney Community Forum 1 Mrs. Cynthia Schears Diss Community Partnership CIC 1 Mrs. Pat Holtom 1 1 Norfolk Rural Community Council 1 1 Mr. John Mullen Suffolk County Council 1 1 1 Waveney District Council 1 1 1 East of England Farming and Mrs. Caroline Blew Wildlife Advisory Group (FWAG) 1 1 Mr. Ralph Barnett Diocese of Norwich 1 1 Mr. Neil Lister Suffolk Coast and Heaths AONB 1 Mr. Doeke Dobma Mow and Grow Social Enterprise 1 1 Mrs. Sarah Openshaw Thornham Field Centre 1 1 1 Harleston Information Plus (formally Harleston Development Mrs. Margot Harbour Partnership) 1 16 20 16 10 Waveney Valley Local Development Strategy – Rural Development Programme for England Page 71 of 72 9 Cittaslow and Transition Town Information Cittaslow Communities within the Waveney Valley are already beginning to address issues of sustainability. As discussed in section 1.2.1 various sustainable development models are either being implemented (Cittaslow in Diss) or being investigated (Transition Towns in Bungay). Although full membership of Cittaslow is restricted to individual towns, 'Cittaslow Supporter status' a new form of membership for a geographical area, has been created by the International Cittaslow network. Cittaslow Diss aim to establish a new community interest company, Cittaslow Waveney Valley, to promote the Cittaslow principles and to achieve Cittaslow Supporter status for the Waveney Valley area. Given that support for local products and producers is a key element of Cittaslow there are a number of projects Cittaslow Waveney Valley could potentially develop, for example - Promotion of a "Buy Local, Eat Local" initiative, establishment of a Waveney Valley Organics Network to support local farmers, development of a Waveney Valley Slow Food and local Art and Heritage Trails, mapping the production and supply of local food along the Valley, events and training to help people appreciate and preserve local cultural and artistic traditions and skills. As well as increasing the awareness of good food, nutrition and traditional foodstuffs and encouraging schools, hospitals, councils and tourist outlets to use local produce. The Cittaslow vision would be to strengthen the Waveney Valley's reputation as a place where traditional crafts and skills are in use and where you can buy locally made goods and seasonal local produce. Achieving Cittaslow Supporter status would unite the 6 market towns and harness their capacity to effect positive change in the Valley. Furthermore there is considerable scope to make use of the national and international contacts forged through the Cittaslow Diss programme, for example linking with Italian LAGS who are working on Cittaslow related projects under the NEW LEADER programme. Transition Towns Initially conceived as an answer to the twin problems of peak oil and climate change through the creation of an 'energy descent plan' Transition Towns have developed to embrace linked but less specific community aspirations. These include intergenerational knowledge transfer, the re-localisation of production and supply chains and a sustainable, community based approach to local infrastructural / built environment issues. Bungay is in the early stages becoming a Transition Town, starting with some baseline assessments of the town's carbon footprint followed by town meetings, film screenings and visioning sessions leading to the creation of action groups focusing on a range of areas - from local food production and marketing through to the built environment. Though Bungay is at the early stages of this process it clearly dovetails with the Cittaslow initiative, is easily replicable by communities of any size and offers further opportunities for the market towns and their hinterlands to work together. It is the ethos behind both of these movements that will inform the Waveney Valley Local Area Group as it moves forward.
Pages to are hidden for
"Local Development Strategy for The Waveney Valley"Please download to view full document