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IOS-Delivery-Plan-2010

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									THE ISLES OF SCILLY LOCAL ACTION GROUP




        Annual Delivery Plan
      January – December 2010


                 1
                         The Isles of Scilly Local Action Group Delivery Plan

                                    January 20010 – December 31st 2010



The following delivery plan was adopted by the Isles of Scilly LAG at its meeting on __________________________



Isles of Scilly LAG Chairperson _______________________________



Representative of the Accountable body ________________________
(The Council of the Isles of Scilly)




                                                              2
The Programme
The Local Development Strategy developed by the Isles of Scilly Local Action Group is focused on the Isles of Scilly - a geographically, socially
and politically distinct entity located 28 nautical miles from the coast of Cornwall. The wards included are St Mary’s, St Agnes, Bryher, Tresco
and St Martin’s.

The 2001 census identified the resident population as 2,153 with 1607 people living on St Mary’s, the administrative and social hub of the
islands. In addition there are small but important communities on 4 of the ‘off-islands’; 83 residents on St Agnes, 78 on Bryher, 167 on Tresco
and 113 on St Martin’s.

Aims & Objectives of the Programme
The key outputs of the 2008 Isles of Scilly Local Development Strategy are to put into place the building blocks for a strong, sustainable and
demographically balanced community. This means realizing the ambitions of our local businesses, levering the environmental economy,
creating the capacity to develop new projects and ideas, providing facilities that attract both residents and visitors and developing innovative
ways to access new internal and external markets.

Throughout 2009 The Isles of Scilly Local Action Group has focused by necessity on developing the mechanisms required to ensure the
successful delivery of these key objectives, significant milestones have included:

      The appointment of a dedicated Programme Management Team
      The formal commencement of the Isles of Scilly LAG and appropriate committees
      The creation and approval of a dedicated Operations Manual and IT support system
      Development of a bespoke website in cooperation with both Greater Dartmoor LEAF and the South Devon Coastal LAG.
      Completion of the Isles of Scilly Social and Economic Study.
      The official launch of the IOS LAG
      The commitment of just over ƒ200,000 of LAG funding to five local projects.
      The receipt of 43 Expressions of Interest




                                                                         3
      The creation of the following bespoke policies:
          o A Communications Policy
          o An IOS LAG Environmental Policy
          o An IOS Equal Opportunities Policy
          o A Green Transport policy

The official launch of the Isles of Scilly LAG in October marked a watershed whereby activity shifted from programme development to that of
project development and the delivery of the outputs set out in the 2009 Delivery Plan. October 2009 saw the first recommendation meeting
of the Grant Administration Committee and funding awards made to 2 projects. A second meeting in December saw an additional 3 projects
secure local action funding with two projects deferred pending further information. To date the procedures put in place during 2009 have
worked well, therefore the IOS LAG sees no reason to alter what has already been submitted and approved by the RDA in the form of the
IOS LAG Operations Manual.

It is important to note that the 2009 Delivery Plan and its project outcomes were based upon an April 2009 start date, whilst this did not
occur, the variety and quantity of projects coming forward for development and funding approval following the LAG official launch make it
clear that if the LAG had commenced earlier in the year the outputs forecast would have been possible. As a result the 2010 Delivery Plan is
an extension of that of 2009 with any alterations being in the detail rather than in the principle. That said, the Local Action Group takes the
view that the acquisition of more accurate baseline data through the receipt of several key studies during the course of 2010 will be vital in
order to guide the future of Local Action within the islands. The Capacity for Change Agricultural Study is due to deliver its results in late
December/ early January, whilst a crucial report outlining the strategic direction of waste initiatives within the islands is due out in early 2010.
In addition the results of a dedicated Sustainable Transport Strategy will be available for the LAG to utilise by late spring. A vital output of the
Local Development Strategy – A Destination Planning and Capacity Report looking at the future of tourism on the islands will be a key
milestone for early 2010.

In conclusion The Programme Monitoring Committee under whose remit strategic direction falls have agreed that at this present time both
the strategic direction of the LAG and the outputs of the 2009 Delivery Plan remain appropriate for implementation in 2010. To recap, the key
priorities of the IOS LAG are:

    1. to increase the competitiveness and productivity of local businesses;




                                                                         4
    2. to improve access to services in order to improve the quality of life on the islands and provide the infrastructure for a
       balanced community; and

    3. to leverage the environmental economy in sustainable ways that add value to the visitor experience and leave a
       legacy of environmental protection and best practise into the future


The table below provides a clear and concise explanation of the intended outcomes of the 2010 Isles of Scilly LAG Delivery Plan.
Aims and Objectives of the Programme

     Strategic objectives                   Baseline position                        Expected progress at            Outcomes at the end of the
                                    - Information taken from the 2009                     checkpoint                      funding period
                                    Social Economic Survey Isles of Scilly       (*section in italics a priority)
                                    - WM Enterprises

   1. to increase the               Low provision of                                                                Overarching business
      competitiveness and           workspace/storage - One third                Increase of sustainable and        investment for all sectors:
      productivity of local         of commercial property on the                affordable workspace units.        Facilitate integrated investment
      businesses (311, 312, 313,    islands is retail. Office space in                                              across ERDF, ESF and RDPE
      331,421, 322, 323)            particularly is extremely limited.           4 units by 2011
                                                                                                                    funding to deliver:
                                    Consequently 32% of commercial               8 units by 2013
                                    businesses operate from their                                                      Provision of enterprise work
                                    own homes. One third of                                                             hubs to provide innovation
                                    businesses expressed the view                                                       incubation, start up support,
                                    that the provision of workspace                                                     training, business advice,
                                    on the islands was ‘poor’                                                           business networking and
                                                                                                                        collaboration opportunities.




                                                                             5
                                                                                   Provision of affordable
                                                                                    workspace and machinery to
                                                                                    stimulate enterprise and
                                                                                    enhance existing provision. A
                                                                                    20% increase in the amount of
                                                                                    available commercial
                                                                                    workspace.
Low take up of potential of                Increase of 10% for SMEs with           Promotion of ICT and
ecommerce – knowledge based                own website/ecommerce                    business websites to aid
employment has declined 23%                opportunities by 2010, and 20%           marketing of business as well
between 2003 – 2007. Whilst                by 2012                                  as providing a point of contact
45% of businesses state that the                                                    for enquiries, sales and
use of ICT is essential to their                                                    bookings (10% and 20%
businesses – 30% admit to not              Support for a business to business       increase of businesses with
utilising ICT to its full potential.       website that incorporates at least       own website/ecommerce
                                           50% of island businesses by 2010.        opportunities by 2010 and
Several businesses on the Isles of
Scilly have demonstrated that                                                       2012 respectively).
innovative use of ICT can bolster
competitiveness, for example in
the horticulture industry.

Lack of access to business
                                           Increased access to business         Creation of permanent advisory
support, advice, training and
                                           advice by 2010. An increase in       hubs.
networking. The 2009 Socio-
Economic Study found that there            collaborative working with the
was not ‘ much take-up, or                 Progressive Isles ESF.
awareness, of government
business support schemes,




                                       6
Tourism accounts for 85% of                                                            Increase investment in
the Scillonian Economy,                                                                sustainable rural tourism
however it is an industry this is                                                      Develop and drive an integrated
highly fragmented with most                                                            destination management plan.
businesses on the islands being
small. There is little evidence of
collaborative working; therefore                                                       Delivery a long term holistic
opportunities offered by                                                               destination marketing strategy
economies of scale are not taken                                                       and plan to increase the
up.                                                                                    competitiveness of the islands as
                                                                                       a visitor destination and to at
                                                                                       least maintain current visitor
There is a lack of accurate data            Creation of a ‘Sustainable Tourism         numbers.
around even such basic                      Strategy and Destination
information e.g. visitor numbers            Management Plan by mid 2010,’ to
and demographics - although                 include an in-depth baseline
most visitors appear to be at the           evaluation of visitors to the islands. ,
older end of the age spectrum. It           visitor spend, and a clear strategy
is an industry facing falling visitor       for future growth across the industry
numbers, increased competition,             and/ or maintenance of current
and all the drawbacks of an                 visitor numbers.
expensive destination.


12 holidays properties signed up            Work with the AONB to explore An increase in the number of
to the GTBS – explore measures              the possibility of a small grant   small businesses supporting green
to expand green tourism                     scheme aimed at promoting green business initiatives.
                                            tourism initiatives bespoke to the
                                            islands – i.e. water shortages




                                        7
Agriculture                                                             Increased investment in land
The baseline position will be                                           management
further developed following the    Implementation of actions and        Facilitate integrated investment
finalisation of the Capacity for   recommendations for diversification  across Axis 1, 2 and 3 to
Change Strategy Document due       as identified in the Capacity for    implement the Change for
to be released late December       Change Strategy by 2012              Capacity in Farming study to
2009 – and will elaborate on the                                        include the following measures:
following:                                                              1. Improved strategic
                                   The creation of an island wide
Agriculture in period of transition                                         management of the landscape
                                   network of farm support 2010
Farm businesses face high capital                                           with an increase in the
and running cost (figures from                                              amount of land actively
Capacity for Change Strategy to    Abattoir/meat processing facility        managed in an
be incorporated)                   on the islands by 2012 .                 environmentally sensitive
                                                                            manner (e.g. promotion of
                                   An increase in local food
                                                                            higher level stewardship
Lack of an island abattoir creates production/consumption by 20%            schemes) and a decrease in
a situation where livestock needs in 2012 and 30% by 2013                   the extent of invasive
to be transported to the mainland                                           vegetation such as bracken
for slaughter and processing, this Measures to support Sustainable          and gorse
has knock on effects in terms of   Veterinary Care in place by          2. A more diversified and
cost of ‘local’ mean and the       December 2010.                           sustainable agricultural sector
viability of farming livestock -                                            with a diversification into new
ultimately this has implications
                                   Creation of an Isles of Scilly brand     farm related businesses
around the amount of imported
                                   by 2012                              3. Increased support for the
food.
                                                                            flower farming industry to
Closure of smaller farms and a
                                   Support for 4 Farm                       maintain its marketing drive
concentration of the market in
                                   Diversification/value added projects     and brand distinctiveness
the hands of a few larger
                                   by the end of 2010                   4. Development of local food
producers following declining



                                      8
profitability of flower farming       Support for 2 projects that improve        networks and initiatives that
                                      food processing capacity and               operate sustainably, including
                                      infrastructure by the end of 2010          marketing, branding and
                                                                                 promotion to retail outlets
                                                                                 and local restaurants and
                                                                                 hotels etc., in order to
                                                                                 improve and increase the
                                                                                 production and distribution of
                                                                                 local food
                                                                            5.   Improved food processing
                                                                                 capacity and infrastructure on
                                                                                 the islands to add value to the
                                                                                 production of local food
                                                                            6.   Establish an ‘Isles of Scilly’
                                                                                 brand to increase the
                                                                                 production and distribution of
                                                                                 local produce to wider
                                                                                 markets on the mainland
                                                                            7.   Establish a sustainable
                                                                                 veterinary care service on the
                                                                                 islands
                                                                            8.   Support for the Trenoweth
                                                                                 research station to ensure its
                                                                                 continued existence beyond
                                                                                 2012




                                  9
2. to improve access to services    Community Services                                                           Community facilities
   in order to improve the          Bottom 20% in terms of access to Outside the bottom 25% and 40%              Provision of improved community
   quality of life on the islands   services within England          by 2010 and 2012 respectively               facilities on 5 islands to provide
   and provide the infrastructure                                                                                enhanced opportunities for
   for a balanced community.                                               Increased provision for cultural &    leisure, recreation, performance
   (321, 322, 323, 331)             Isolation from cultural                Sports activities on 2 off islands    and networking. Provision of
                                    opportunities                          by 2010. Increased access to          improved cultural facilities.
                                                                           cultural/sports activities on all     Network of improved community
                                                                           islands by 2012                       facilities across the islands.

                                                                           Support for 6 applications by
                                                                           December 2010.


                                    Access                                 Delivery of a Sustainable Transport   Access
                                    High transport costs between           Strategy by 2010.                     Delivery of a sustainable
                                    islands currently between ƒ3.80        Community transport scheme in         transport strategy including
                                    to ƒ40 one way                         place by 2011 and in use by 50% of    provision of a year round
                                                                           resident population by 2012           community bus on St Mary’s to
                                                                                                                 improve access to services.
                                                                                                                 Sustainable provision of
                                    Local vet struggles to provide a
                                                                                                                 veterinary care to islanders (also
                                    sustainable, affordable service for
                                                                           Measures in place to support          linked to Objective 1, land
                                    the variety of work undertaken
                                                                           inter-island boating travel as        management investment)
                                                                           identified in the baseline data by    Regular inter-island commuting a
                                                                           2012                                  viabla option in terms of




                                                                          10
                                                                                                               employment and recreation.


                                                                         New surgery in place for vet by
                                                                         2010, with residential                Veterinary Support a permanent
                                                                         accommodation                         feature of island life.



3. to leverage the environmental   Waste - High proportion of            Decrease proportion of waste          Waste
   economy in sustainable ways     waste per household (baseline         sent to for incineration by 15% by    Delivery of community led waste
   that add value to the visitor   position will be further developed    2010 and 25% by 2012                  minimisation project to reduce
   experience and leave a legacy   following the finalisation of a       Support local recycling initiatives   waste sent to landfill by 15% by
   of environmental protection     report on waste currently being       to increase recycling by 15% by       2010 and 25% by 2012 and to
   and best practise into the      carried out by DEFRA due to be        2012                                  explore the potential of waste as
   future (311, 312, 312, 321,     published in early 2010)                                                    a resource and business idea.
   322)



                                   Access and Interpretation                                                   Access and interpretation
                                   The 2008 AONB Interpretation                                                Improved access and
                                                                         Increase of 20% in renovated
                                   Strategy reported the following:                                            interpretation of the environment
                                                                         ancient hedging systems by 2010
                                         95% of visitors visit the      and trained workforce for             both on land and at sea.
                                          islands because of the         sustainable management by 2012        Improved conservation of ancient
                                          outstanding natural                                                  monuments and their settings.
                                                                         Improvements in access and
                                          environment .
                                                                         interpretation of ancient             Restitution of ancient hedging
                                         The information available      monuments by 2012, including          systems and creation of local
                                          to visitors is diverse but



                                                                        11
                                           un-coordinated with ‘gaps      access to uninhabited islands.     skills base to maintain them.
                                           in provision, particulary                                         Improvements to the quality of
                                           within the area of the                                            the public realm, particulaly in
                                           marine environment.            6 projects delivered to support
                                                                          the public realm by December by Hugh Town, to enhance the
                                          Limited use of IT as an        2012.                              charachter and appearance of the
                                           interpretive resource.                                            built environment.
                                          Lack of information                                               Encourage a wide range of quality
                                                                          Increase in the provision of
                                           focused around the needs                                          visitor amenities and facilities that
                                                                          visitor amenities by 2011.
                                           and abilities of children                                         are linked to the islands’ heritage
                                                                          Improvements in the range of       and the environment
                                          Information not targeted       information and facilities focused
                                           sufficiently, ie to day        on the natural environment by      Improve the visitor experience
                                           visitors, nor are places of    2012                               and increase awareness of the
                                           interest signposted.
                                                                                                               environmental, historical, and
                                          Ancient Monuments can                                               cultural and natural aspects of the
                                           be difficult to access due                                          islands – to add value to the
                                           to the intrusion of                                                 holiday experience and encourage
                                           bracken and gorse                                                   repeat bookings.

                                                                                                               Sustainability
                                                                                                               Ensure that all projects have no
                                                                                                               negative impact on the
                                                                                                               environment and contribute to
                                                                                                               the sustainabilty of the islands

*Areas of priority are those which are seen as stepping stones for the long term delivery of the programme.




                                                                         12
         Activities

         Key objective 1: to increase the competitiveness and productivity of local businesses



Activity/pro     Axis 3     Funding RDPE = 918,000k                                                                                              Key Partners
ject ID and      measure                                                                                                                         funding
title            s          Year 1 - 2009                Year 2 - 2010                      Year 3 to 5 2011- 2013           Total      Total    contributions
                                                                                                                             RDPE
                            RDPE      Private   Public   RDPE       Private    Public       RDPE     Private    Public

Destination      313/312    0         0         0             50k        17k        17k      77.5k        26k        26k       127.5k   213.5k     Private: Island
management                                                                                                                                             Marketing
planning and                                                                                                                                      Public: Council
capacity                                                                                                                                           of the Isles of
                                                                                                                                                             Scilly



Facilitation     311/312    0         0         0             25k        17k            0   187.5k       125k            0     212.5k   354.5k      Private: SME
and
implementatio
n of ‘Capacity
for Change in
Agriculture’

Scilly Improve   313/331/   0         0         0             10k         7k            0   202.5K      135K             0      212.5   354.5k      Private: SME
                 312




                                                                          13
Scilly      312/313    0   0   0       23k      14k       0    172.5K      115k       0     195.5K   324.5k   Match funded
Workspace                                                                                                           by SME
Fund                                                                                                            investment
                                                                                                                      Public:
                                                                                                              Council of the
                                                                                                               Isles of Scilly



SEMS        312/311/   0   0   0       25k      17k       0     145K       97K        0      170K     284K    Match funded
Scilly      321                                                                                                     by SME
Equipment                                                                                                       investment
and
Machinery
Scheme

Totals                 0   0   0   133,000   72,000   17,000   785,00   498,000   26,000   918,000   1,531,
                                                                    0                                   000




                                                 14
             Key objective 2: to improve access to services in order to improve the quality of life on the islands and provide the
             infrastructure for a balanced community.

Activity/project     Axis 3       Funding RDPE = 620,500k                                                                                         Key Partners
ID and title         measure(s)                                                                                                                   funding
                                  Year 1                      Year 2                           Year 3 to 5                     Total     Total    contribution
                                                                                                                               RDPE
                                  RDPE Private Public         RDPE         Private Public      RDPE           Private Public

Scilly Community     321/322      25k      0k       108.25K         100K      46K    128.25K        242.5 K      90k     70k   367.5.K    810.k          Heritage
                                                              Committed                                                                                   Lottery
                                                                £20.718K                                                                                Extended
                                                                    £25K                                                                            Schools/CIoS
                                                                                                                                                          Private:
                                                                                                                                                     Community
                                                                                                                                                      Fundraising

Scilly Vet           321          0        0        0                50K      28K        10k            50k       28       0     100K     166.K       Vet support
                                                              Committed                           Committed                                                 group
                                                                 £50,000                            £48,000

Scilly Sustainable   321          5K       11,45K   0              42.5k    21,000      41K         105.5K       35k    35K      153K    296.45            Public:
Transport                                                     Committed                                                                       K
                                                                                                                                                   Council of the
                                                                 £10,000
                                                                                                                                                   Isles of Scilly
                                                                 £17,265

Totals                            30k      11.45k   108.25k       192.5k      95k 179.25k           398k       153.k   105k    620.5k    1272.4
                                                               Committed                        Committed                                     5
                                                                122.983k                          £48,000




                                                                               15
         Key objective 3: to leverage the environmental economy in sustainable ways that add value to the visitor experience and
         leave a legacy of environmental protection and best practice into the future.

Activity/project ID   Axis 3       Funding RDPE = 374,00k                                                                Key Partners
and title             measure(s)                                                                                         funding
                                   Year 1                   Year 2              Year 3 to 5              Total   Total   contributions
                                                                                                         RDPE
                                   RDPE Private Public RDPE Private Public RDPE Private Public

Scilly Waste          321, 312     0        0     0           9K      0    5K 67.5K           0    50k     76.5 131.5K             Public:
                                                                                                                                    CIoS


Public realm          322          0        0     0          10K      0    6K    58K          0    55k      68    123K             Public:
improvement                                                                                                                         CIoS


Environmental         323          0        0     0          10K      0    5K 66.5K           0    50k     76.5 131.5K             Public:
access and                                                                                                                          CIoS
interpretation

Wet weather           313          0        0     0          18K      0   10K   135K          0    90k     153    253K             Public:
facilities                                                                                                                           CIoS


Totals                             0        0     0          47K     0    26K    32K          0   245k   374K     639K




                                                                     16
All figures as indicated above do not include VAT. Additional funding is both a mixture of anticipated and speculative, although the
development of pipeline projects ensures that this ‘speculation’ is far more accurate than that of the 2009 Delivery Plan. In addition the IOS
LAG has now set firm guidance on intervention rates and this has allowed for a far more accurate forecast of potential match funding. The
Isles of Scilly LAG has erred on the side of caution when forecasting the potential 2010 spend, a great deal of the projects in development are
large scale strategic applications, for example an island shop, two community halls and an environmental interpretation centre and whilst it is
anticipated that funds may be committed to these projects in 2010 the expenditure may not well occur until 2011/12.

Total RDPE expenditure (on projects) as indicated above comes to £1,912.500. Project expenditure for 2010 is outlined above at
£372,500, The Isles of Scilly Local Action Group has agreed that 15% of the RDPE award will be required for management and
administration fees, this amounts to a total figure of £337.500, Rolling over the M & A under spend from 2009 into 2010 gives a
total M& A budget for the present year of £77,375. Total RDPE spend for 2010 (both M&A and project spend) comes to £449,875.

Strategies

There are a number of other strategies that will support the Local Action Group, and with such a small community, it is vital that all strategies
are integrated and complementary. The Leader approach which is typified by the Local Action Group of the Isles of Scilly will be an efficient
means of delivery as the development strategies will be implemented at a local level and by local actors. The LAG is taking an approach to
funding which it is hoped will result in rewarding innovative applications across all three Priorities. By creating a funding programme which
integrates all areas of the local community (business, voluntary, public sectors etc) close co-operation is inevitable and as a result, sustainable
development for the future of the islands. The contributions to the overall objectives of the RDPE and SWRIP are as follows:

1. Improving business efficiency and enabling business transformation
It is one of the key aims of this LAG to drive the competitiveness and productivity of businesses on the islands. This will involve investment in
sites, premises machinery and equipment with a strong link to supporting skills and training packages. It will also require capacity to deliver
tailored business support particularly in areas like e commerce.

The effect of the quality of the environment is a double-edged sword. It explains the determination of people to remain on Scilly come what
may (although there are limits to this factor, particularly for younger people). The attractiveness of Scilly as a place to live has, in general, led
to a degree of enterprise that is geared around maintaining a sufficient livelihood to remain on the Isles, rather than to developing high growth




                                                                         17
businesses. This is an important interpretation as it sets limits on the scale of entrepreneurialism of residents, which could be characterised as
resilience rather than business dynamism. Given increasingly competitive market conditions particularly in tourism, the Isles of Scilly need to
develop an economy that is robust enough to deal with more difficult economic conditions. In particular, the islands will need to identify a
model for development which is more self-sustaining and therefore less vulnerable to changes beyond its own control.

2. Developing the supply chain and adding value
There is a need to fully understand the markets for products, the strengths of competitors and future market developments, for
example carbon labelling in particular, this will allow the targeting of specialist markets where Scilly has an advantage; and ensuring that
emerging/changing markets are targeted through the most appropriate means of marketing and selling, including an emphasis on the
distinctiveness and traceability of Scillonian products. On the islands themselves, greater co-operation is required between producers,
accommodation providers and restaurateurs.

The most cost-effective and sustainable output for Scillonian fresh vegetables, fruit and flowers would be the expansion of its local market of
holiday makers, and sales into the islands themselves and the South West of England. However, growers have difficulties in producing the
crops at the right time and season, in the required quantities, and with the same level of convenience to the purchaser afforded by processed
imports. Some consideration, therefore, needs to be given to strengthening the islands’ own processing and packaging capabilities, and
extending further the concepts of marketing co-operatives. Scilly has a number of positive factors that could enable the development of
diversity in the local horticultural sector. Opportunities need to be explored fully for growers on the island to produce and sell within the
islands a range of food and other products, with a strong branding potential. Given the type of tourist that Scilly attracts - people who will
tend to have a strong interest in the environment and healthy living - these opportunities could be a strong component in the overall
marketing and image of the islands. Whilst the total number of farms involved would not be great, the benefits both to those farm
businesses and in terms of the tourism product would be greater.

A number of factors would need to be considered to support this kind of diversification. This will include research into appropriate crops and
growing systems, training, and infrastructure for local processing, packaging if required, marketing and distribution.

3. Managing resources efficiently
Given the natural resource issues that face an island economy it will be important to integrate resource efficiency into all projects. For
example, vegetable production, whilst potentially covering a long season, is not easy due to the lack of water for irrigation. The integration,




                                                                         18
therefore, of horticultural systems with other landscape management systems on the island, such as composting schemes and water
conservation measures, may prove to be of mutual benefit. The benefits of a comprehensive system of re-using, recycling, reducing and
repairing must form a lynchpin of this strategy.

4. Making the most of our rural environment
Scilly has a unique environment and maintaining the quality for future generations is a key strategic objective. While there is a degree of self-
interest around this objective, the high number of visitors to Scilly relative to the resident population indicates that this custodian role involves
a wider responsibility. This custodian role is important but involves considerable costs. Access to the environment is rightly free, but
maintaining the quality, particularly in the light of changing land use, requires resources. It is important that the sufficient resources are
available to allow the proper development of the custodian role.

This LAG would like to pursue too the economic benefits that derive from an environmental economy. The Isles of Scilly is already an
acknowledged centre of green tourism, but there are major benefits to be gained from continuing to develop and expand this theme. The
uniqueness of the natural environment in an island setting is a major competitive advantage, provided that transport links from the mainland
are at an affordable cost and of a sufficient quality. The image of Scilly as a location free from pollution and stress can be developed further.
There is a growing demand for such locations, in particular from European visitors who are willing to pay a premium for the right combination
of ‘green’ credentials.

5. Enhancing landscapes and biodiversity
The main statutory agencies take a close interest in the Isles of Scilly and this is welcomed. It reflects the unique asset of the islands in terms of
the natural, cultural and built environment including its biodiversity. There is a need to ensure that these agencies have sufficient resources
made available to contribute to the custodian role.

The need for a co-ordinated and sustainable programme of land management is at a critical stage on the islands. The loss of habitats, landscape
features and archaeological resources is accelerating, mainly through neglect. This loss will degrade the quality of the environment, upon
which the islands' future depends, in many ways. Tourism in particular will decline if the unique and diverse assets of the environment begin to
erode. Support for projects like conservation grazing and agricultural diversification will support the work of the environmental agencies on
the islands and provide protection of the islands’ key economic driver.




                                                                         19
6. Developing and maintaining strong and inclusive rural communities
Enshrined within the LAG is the need to create a sustainable community into the future with opportunities that encourage people to live and
work here across the demographic spectrum. Projects need to address the ever-growing gap between modern day expectations and what the
islands are able to provide. Investment in social infrastructure and ICT in particular will have economic benefits. The Isles of Scilly is a
relatively small community. The residents of the Isles will never be able to benefit from immediate access to services and facilities compared
to mainland communities. This is part of the trade-off between the costs and benefits of island life. Nevertheless there are minimum
conditions and services that any community is entitled to expect. It is vital that the provision of social infrastructure is given sufficient priority.

In the case of the Isles of Scilly any deterioration in basic services will have an immediate impact, not only on everyday life, but also on the
business community. It is hoped that further integration will be achieved through activities delivered through Axis 1-3 as detailed below:

     Axis 1 - Improving the competitiveness of the agricultural and forestry sectors
The national programme states the case for a specific role for RDPE funding to facilitate farm diversification which will allow a broader income
base for farmers and growers. The Local Action Group will embrace this idea on Scilly to relieve the burdens facing the islands fragile farming
sector. Investigations in to new directions for the islands flower farmers will lead to economic improvement of the island farming sector, as
well as provide real alternatives for farmers and possibly provide residents with self-sustaining options in terms of local food, energy and raw
materials, for example bracken for compost.

By developing a greater awareness of the market opportunities available to the islands farming industries it will be possible for the sector to
target its distinctive products more clearly and improve the efficiency of its business activities. Potential to link with businesses on the mainland
and further a field through other Local Action Groups will allow the sharing of best practice and may spark additional improvements here on
Scilly and in other communities. Linking up the supply chain may also lead to decrease in imports leading to a greater amount of wealth being
retained within the local economy.

    Axis 2 - Improving the environment and countryside
Environmental stewardship is a vital aspect of this Local Action group and the Land Based Sector is particularly keen to develop a bespoke agri-
environment scheme on the islands – conversations are already taking place with Natural England. The Wildlife Trust, which manages the
untenanted farmland on the islands have already entered into a higher level stewardship agreement.




                                                                          20
The environment and countryside of the Isles of Scilly and their long term sustainability are linked to the fabric of the islands. The Isles of Scilly
are designated an Area of Outstanding Natural Beauty, a Heritage Coast and a Special Area of Conservation. It is imperative that Scilly
maintain and improve, where possible, this natural resource as it is inextricably linked to the islands social well-being and to its economy.
Visitors and residents alike enjoy the social benefits of Scilly’s landscape, seascape and biodiversity which allow for a superb quality of life.
These facets of the environment also provide much of the islands economic incomes, either as a result of agriculture, fisheries or tourism.
The Isles of Scilly Local Action Group is committed to maintaining and improving the local environment both as a social resource for its
visitors and residents as well as for its economic importance. Opportunities exist for the islands to reduce its carbon footprint and to mitigate
climate change. The Isles of Scilly Local Action Group are aware that there is real potential for communities the size of Scilly to seek
alternatives fuels for powering their business, schools and public areas. This potential if realised could lead to zero net carbon economy and
possibly, the ability to send power back into the mainland national grid. Using grazing as a means to control the islands landscape can remove
the need for mechanised approaches that detract from the rustic appeal of Scilly and vitally reduce the reliance on increasingly expensive fossil
fuels.
      Axis 3 – Rural quality of life and diversification of the rural economy.
Diversification of the rural economy is a priority of the RDPE and strongly supported by the Isles of Scilly Local Action Group. The islands
economy remains, for the majority, based in and around the tourism sector. This tendency leads to a high dependence on the number of
visitors to the islands and the ability of those visitors to spend locally. Breaking away from this mono-economy will provide greater
sustainability for local businesses, especially in the shoulder periods of the tourist season, as well as allow the islands to access broader market
places. With the improvement to the islands internet capabilities a real possibility now exists for local businesses to access the global market in
manner that either adds to the value of their existing product, or opens up markets to new and exciting business ventures. Businesses that
embrace this approach will reduce their distance from the “economic mass” and will improve the type, quality and skills of workers and
businesses on Scilly having knock on effects on the islands GVA.

That said the islands will still attract a proportionately large numbers of visitors and it is the desire of the Local Action Group to encourage
this, but in a manner that is not detrimental to the environment or quality of life of the islands residents. The RDPE national programme seeks
to build a sustainable tourism industry, one that works with the environment and is less exhaustive in its resource use; here on Scilly work is
already under way to make this a reality. Local Action for Rural Communities will allow islands businesses to build on existing work and
reduce the negative impacts of tourism on Scilly. Sustainable tourism initiatives provide ways in which tourism can improve their
competitiveness through reducing their environmental impacts. Furthermore, it has been recognized that tourist are making more responsible




                                                                         21
choices in terms of choosing their holiday destinations. For all these reasons it is particularly relevant for the Islands to continue to improve
the sustainability of their tourism product, especially given its predominance within the local economy.

Equally, improvements to the islands’ social infrastructure will improve the quality of life for those people living, working or visiting the Isles of
Scilly particularly in allowing a greater level of access to services and employment.

Support for and promotion of the islands unique heritage, both natural and historical as well as the built environment will form a key element
of local action. Access to and interpretation of historical sites will add value not only to islands heritage but to its enjoyment from both visitors
and local residents alike. The islands heritage and its customs are as unique as the landscape itself and for this reasons need conserving and
upgrading before through neglect and lack of funds their contribution to the islands heritage are lost forever.

The adoption of an innovations scheme by the action group is a key tenant of the groups desire to support business diversification, creation
and innovation. It is the intention of the group that in support of these ideals local entrepreneurs, businesses, or community groups will have
the ability to apply to the group for funds to help support new and exciting ideas which have the potential to fuel new economic initiatives
within the islands. In order to encourage diversification, good practice and an increase in local skills, training and information will be made
available to all beneficiaries of local action, as will the benefits of networking and if possible mentoring.

It is of course not only the beneficiaries of local action that will find benefits in training and good practice, the same principle holds true to the
local action members themselves. Training and animation will be a necessity for all members. It is anticipated that this could include sharing
some partnership work with other action groups in an exercise to extend existing skills and to share good practice.

The Isles of Scilly Local Action Group is well placed both in terms of experience, abilities, knowledge and size to ensure that integration across
all axis are accomplished. Many members of the action group have a history of working in partnership on European funded projects, for the
example as members of the Strategic Partnership responsible for assisting in the development of the Integrated Area Plan, or more recently in
drawing up the present local area agreements. Additionally In this instance the small context of the islands is a real plus since members of the
economic development team responsible for facilitating the local action group, have also been responsible for developing the recently
successful ESF bid, as well as the ongoing ERDF bid. This overarching view of development and funding initiatives goes a long way towards
integration.




                                                                          22
          Finance


Funding profile:                  Year 1    Year 2         1st        2nd        3rd        4th   Year 3    Year 4    Year 5       Total
                                   £,000     £,000    Quarter    Quarter    Quarter    Quarter
                                   Total                £,000      £,000      £,000      £,000
                                             Total

RDPE – for capital (Project)       30,000   372,500     50,000    100,000    100,000    122,500   503,000   503,000   504,000   1912,500
spend

Management & Admin                 ƒ28,00    77,375     20,000     20,000     20,000     17,375    77,375    77,375    77,375    337,500



Total estimated RDPE               58,000   449,875     70,000    120,000    120,000    139,875   580.375   580.375   581.375   2,250,000
contribution

Estimated private sector/non       11,450   167,000     21,000     46,000     50,000     50,000   217,000   217,000   217,000    829,450
public sector funding:

Estimated other public funding    108,250   222,250    108,250     38,000     38,000 38,000       125,000   125,000   126,000    706,500
(please specify source):            Sport                Sport       DfT
                                  England              England    Natural
                                 Extended             Extended    England
                                  Schools              Schools


Grand total (all sources):        177,700   839,125    199,250    204,000    208,000    227,875   922,375   922,375   924,375   3785,950




                                                                   23
Assumptions made in the Financial Tables


   1. Figures are largely indicative at this stage and will have to be tested through a formal application process; figures are inclusive of VAT
      and will be subject to the applicants VAT status.

   2. Match funding both a mixture of speculative and promised – although as stated previously these figures have more substance than those
      submitted in the 2009 Delivery Plan simply because not only has the LAG established firm intervention rates, but projects in
      development have allowed for a more firm steer when it comes to forecasting match funding.

   3   It has been assumed that inflation will have to be accommodated within the funding envelope for the Programme.

   4   Management and administration has been calculated based at 15% of the project in line with previous projects.

   5 The recession is likely to have an impact on the involvement of the private sector, match funding and outputs which are difficult to predict at this
     stage.




                                                                          24
K,Outputs

Code   Measure              Output indicators        Targets   Expected        Targets        by       Targets by Year             Total
                                                     Year 2    Quarter

                                                                    Q1    Q2         Q3    Q4   Y3             Y4        Y5
311    Diversification            Number of         4         0         1       2        1   8            8        7         27
       into non                    beneficiaries
       agricultural               Total number of
       activities                                    25k                                                                      187.5k
                                   investments

312    Business creation          Number of         4         1         1       1        1        6       6        6         22
       and development             micro
                                   enterprises
                                   supported
313    Encouragement              Number of new     2         0                 1        1        6       7        7         22
       of tourism                  tourism actions
       activities                  supported
                                  Total volume of
                                   investments       60k       0                 20K      40k                                 340K
321    Basic services for         Number of         4         1         1       1        1        1       1        1         7
       the economy and             supported
       rural population            actions
                                                     192.5k    25k       40k     57.5K    70k                                 420.5k
                                  Total volume of



                                                               25
Code   Measure               Output indicators          Targets   Expected       Targets       by            Targets by Year             Total
                                                        Year 2    Quarter

                                    investments
322    Village renewal             Number of           0         0      0         0       0        2            2        0         4
       and development              villages where
                                    actions take
                                                                                                                          0         268k
                                    place
                                   Total volume of
                                    investments (£)
323    Conservation and            Number of rural     2                    1                 1        3            3         2    10
       upgrading of the             heritage actions
       rural heritage               supported
                                   Total volume of
                                                        10k                                                                         76.5k
                                    investments

331    Training       and          Number of           20                                 20           6            5         5    36
       information                  participating
                                    economic actors
                                    to supported
                                    activity
                                   Number of days      20                                 20           12           10        10   72
                                    training received
                                    by participants
341    Skills acquisition,         Number of skills 10                      5         5                3            3         2    18
       animation      and           acquisition and
       implementation               animation actions
       of            local         Number of         10



                                                                  26
Code   Measure        Output indicators         Targets   Expected       Targets   by           Targets by Year           Total
                                                Year 2    Quarter

       development           participants in                         5       5              3         3           2   18
       strategies            actions
                            Number of           1                                                                    3
                                                                     1
                             public private
                             partnerships
                             supported
421    Co-operation         Number of                                                      1         1               2
       strategy              supported co-
                             operation
                             projects (division
                             according to the
                             level of co-
                             operation-
                             interterritorial or
                             transnational and
                             according to
                             each of the 3                                              1             1               2
                             axes
                            Number of co-
                             operating LAGs
                             (division
                             according to the
                             3 axes and to the
                             level of co-
                             operation)




                                                          27
 Code    Measure                Output indicators         Targets    Expected        Targets   by      Targets by Year          Total
                                                          Year 2     Quarter

 431     Running       costs,         Number of         1                                     1
         skills acquisition,           actions
         facilitation/animat           supported
         ion                           (division
                                       according to the
                                       type of skills
                                       acquisition and
                                       animation action)

Assumptions made in the Outputs Table

        1. Outputs have been based on those provided in the expression of interest forms – this is the only difference to that of the 2009

           Delivery Plan.


Milestones

Milestone                                   Date of Completion
SWRDA approval of the IOS LAG 2010          End of the Second week of January 2010
Delivery Plan
Completion of a LAG 2010 events             End of the second week of January 2010
calendar
Signatures completed and a copy of the      End of January 2010
2010 Contract between the SWRDA and
the CIoS returned to the SWRDA.



                                                                    28
1st LAG meeting of the calendar year –       End of January 2010
committee structure to be determined
Commencement of regular KIT meetings         January 2010
with members from the newly formed
Convergence team and representatives of
the Esf Programme.
LAG PMT to undergo Project Delivery          End of February 2010
Training in association with other LAG’s
A schedule of training drawn up for all      End of March 2010
Members of the LAG
Establish links with Argyl and the Islands   March 2010
LAG
First GAC meeting of the year                February/March 2010
IOS LAG website goes live                    March 2010
Training commences for all LAG members       April
Results of the Capacity for Change Study     June 2010
incorporated into the 2010 Delivery Plan
Results of the SLR DEFRA waste study         June 2009
incorporated into the 2010 Delivery Plan
Six-month Review                             July/August 2009
First draft of the 2011 Delivery Plan        October 2009
completed – in conjunction with the PMC
and the approval of the full LAG
Submission to the SWRDA of the 2011          November 2009
Delivery Plan
Adoption of the 20011 Delivery Plan by       December 2001
the SWRDA




                                                                    29
Risks to delivery with mitigations

Risk                        Probability   Impact   Mitigation                                              Residual Risk
                                                       General Local Action Risks
Lack of quality projects    Low           High     Community consultation held to generate additional      Low
coming forward                                     interest. Anticipated that large numbers of projects
                                                   will be developed by the LAG members through
                                                   consultation with colleagues from their sector and
                                                   worked up by the LAG
Low number of projects      Low           Med      As above. Also, target higher impact projects and       Low
coming forward and of                              where additional funds may lead to even greater
sufficient value to spend                          positive impacts make arrangements for funds to
grant                                              become available
Over Bureaucratic           Med           Med      Reduce levels of bureaucracy to the minimum level       Low
Systems leading to                                 required . Development a support network to in
failure to approve                                 order to aid applicants if required.
projects quickly
Risk of Applicant           Med           High     Each applicant will be made fully aware of their        Med
overspend on projects                              financial responsibilities in the form of a Project
                                                   Engagement Visit. The LAG finance officer will be on
                                                   hand to support applicants who need it.
Risk of Overspend on        Low           High     Programme spend reviewed at bi-monthly meetings of      Low
Programme                                          the Programme Monitoring Committee. Corrective
                                                   action decided and implemented.
Risk of failing to meet     Low           Med      All projects and programmes to be developed with        Low
deadlines                                          milestones and targets – where relevant a schedule of
                                                   works. PM will work closely with the approved
                                                   projects to ensure that timescales are being adhered
                                                   to.




                                                                     30
Risk of projects not        Low   Med    Projects monitored regularly with progress against           Low
achieving desired                        targets being reported. Projects which are identified
impacts                                  as underperforming will be requested to submit plans
                                         for corrective action.
Risk of insufficient bank   Low   Med    Bank rolling shall take place through the Council of         Low
rolling capabilities                     the Isles of Scilly. The AB – the CIoS will liaise closely
                                         with the claims team of the RDA to ensure that any
                                         issues arising from claims are dealt with as swiftly as
                                         possible and that claims are paid promptly.
Poor record keeping         Med   Med    Projects provided with clear guidance surrounding            Low
from project                             record keeping - this will be part of the information
implementers                             supplied at the PEV. A system of project monitoring
                                         will be established to ensure that this situation if it
                                         arises is dealt with as quickly as possible.
Insufficient capacity to    Med   High   Members of the LAG will work directly with the               Med
develop projects                         community in order to offer assistance above and
                                         beyond that of the PMT.
Insufficient capacity to    Med   High   Members of the LAG will work directly with the               Med
implement projects                       community in order to offer assistance above and
                                         beyond that of the PMT.
Insufficient capacity to    Med   High   Projects will be monitored using an external                 Med
monitor projects                         contractor.
Poor quality of             Med   High   Financial systems will be run through the accountable        Low
monitoring or financial                  body. The Council of the Isles of Scilly has extensive
systems                                  experience in delivering projects to time and budget.
                                         Monitoring will be run through the Programme
                                         Monitoring Committee based on reports prepared by
                                         PM and who will discuss with partners both on and off
                                         of the islands the best available techniques.




                                                             31
Loss of LAG Members        Med   Med    Additional LAG members will be sought and where           Low
                                        possible the out going member will recommend a
                                        replacement
Loss of LAG staff          Med   Med    The LAG and its partners will seek to provide             Low
                                        additional support in the event that core
                                        delivery/admin staff are lost from the LAG. This
                                        support will be temporary until a replacement can be
                                        found
Risk of negative           Low   High   All projects brought forward will be subject to an        Low
environmental impacts                   sustainability appraisal. They will be have to identify
                                        prior to commencement of the project any hazardous
                                        materials that will be used and identify significant
                                        aspects of the project that may result in
                                        environmental impact. All environment concerns will
                                        be given equal waiting with economic and social
                                        impacts in terms of decision making for projects
                                        commissioning
Risk of negative           Low   High   All projects brought forward will have to submit a        Low
economic impacts                        rigorous business case that identifies any impacts that
                                        the proposed activities might have on the local
                                        economy, whether this be loss of employment or
                                        displacement
Risk of negative social    Low   High   All projects will be evaluated as to their social         Low
impacts                                 impacts. Where negative impacts are identified the
                                        project will be adjusted to reduce/remove these
                                        impacts
Delivered projects are a   Low   Med    Programme objectives are used to appraise potential       Low
poor fit with                           projects at the outset so that projects deliver against
programme objectives                    programme goals. Monitoring throughout the life of




                                                           32
                                        the project
Loss of co-operation    Low      Low    Local Action Group would seek another co-operation         Low
partner                                 partner.
Poor community          Low      Med    The Local Action Group will hold Public Meetings,          Low
engagement/consultation                 publish materials on the Councils website or on a
                                        partners website and will hold consultation events
                                        where applicable. Refer to the LAG communications
                                        strategy.
Inability to match fund   Low    High   The Local Action Group will seek to identify a diverse     Med
projects (where                         mix of potential match funders to help deliver the
applicable)                             project
Failure to make links     Low    Med    The Local Action Group has explicitly stated its           Low
with other funding                      intention to access other funding streams both from
streams                                 the European Structural Funds and other funders as
                                        they present themselves. Where possible the LAG
                                        will link with these so that the LDS is delivered from a
                                        wide mix of sources so that as much impact can be
                                        derived from the programme as possible
Increased costs of       High    High   Where possible the LAG members will investigate            Med
energy, fuels and                       alternative ways to work so that any additional cost
resources having                        may be reduced. Where applicable the LAG will seek
negative cost impacts on                multiple quotes and seek best value through life cycle
project delivery                        costing of all products and resources used.
LAG members unable to Med/High   Med    Meetings will be scheduled significantly in advance so     Low
meet regularly due to                   that work/life commitments me be taken into account.
work/life commitments                   Meetings during the summer months will make use of
(esp. during summer)                    the better transport links and lighter evenings by
                                        operating outside normal business hours. Where
                                        these measures do not work other methods such as a




                                                           33
                                        delegates system will be employed to allow
                                        representation of all sectors to be maintained
Project                    Low   Med    Monitoring of the projects at regular intervals will be      Low
outputs/outcomes not                    employed to ensure that projects deliver against their
realised                                goals
Programme                  Low   Med    Monitoring of the projects at regular intervals will be      Low
outputs/outcomes not                    employed to keep projects delivering against
realised                                programme objectives
Failure to maximise        Low   Med    All project applicants will be required to prove how         Low
impacts of projects                     their projects link into current strategies/policies. The
through lack of joined                  GAC will ensure that projects receiving funding meet
up approach                             the overall strategic aims of the programme. The PM
                                        will work closely with other members of the
                                        European team to ensure a joined up approach to
                                        funding
Delays in linked projects Med    Med    All projects and programmes to be developed with             Low
lead to knock on                        milestones and targets – where relevant a schedule of
effects/jeopardizes                     works. PM will work closely with the approved
associated project(s)                   projects to ensure that timescales are being adhered
                                        to.
Poor performance of        Low   High   Performance management of projects will be                   Low
project(s) jeopardizes a                continually monitored so that projects are delivered
linked project.                         to the initial intended quality or better. This will occur
                                        whether or not projects link with other projects.
                                        However additional scrutiny will be given to linked
                                        projects
                                             Project Specific – Tourism
Delay in the               Low   Med    Engage fully with the tourism sector to ensure that          Low
development of the                      they are aware of and appreciate the benefits of the




                                                            34
proposed Destination                          LAG, in particularly the need for a DMS
Management Strategy f
Interventions unwanted    Low/Med   High      Consultation with businesses will make sure that any      Low
by tourism businesses                         interventions in the tourism sector will be tailored to
                                              meet the needs of the industry.

                                    Project Specific - Rural Diversification and Support
Branding –                Low       Med      Extensive work will be carried out to identify             Low
Disagreement on the                          strengths and weaknesses of the Isles of Scilly Brand.
direction of the Isles of                    This work will inform the LAG members so that a
Scilly Brand                                 strategic way forward can be identified.
Vet Support – Support     Med       High     Develop a close working relationship with the VSG          Low
measures are insufficient
and retention of vet is
unachievable
Business support – poor High        Med       Alternative solutions for business support meetings       Low
access to expertise                           will be investigated including the use of video
required due to                               conferencing, ICT and telephone use
perhipherality
                                                   Project Specific – Training
Training - Poor           Low       Med       Much of the islands training needs have been identified Low
understanding of what                         through the islands ESF bid. Therefore the information
training is required to                       within this document, backed up by discussions with
improve the islands                           industry partners both on and off the islands should
economy.                                      lead to a training programme of relevance to the
                                              islands community.
Training – Lack of        Low/Med   Med       As above                                                Low
interest.




                                                                 35
Governance
                              The Decision Making Process


                                         SWRDA

                                   Accountable Body

                              The Council of the Isles of Scilly



Programme Monitoring                                                      Grant Administration
     Committee                  Programme Management                          Committee
  Meet every 2 months          Reports to Council Committee                Meet every 2 months



                                     Isles of Scilly LAG

                                     Meets every 3 months




 Tourism Working           Land                             Environment          Community Working
                        Management                            Working
       Party                                                                          Party
                        Working Party                          Party


                                                 36
Governance

The principles of governance as outlined in the 2009 IOS LAG Delivery Plan have not altered. The detailing surrounding these principles has
expanded in order to respond to situations as they occur - for example the opportunity for each sector to elect a ‘second’. These details do
form part of the approved Operations Manual – specifically document 3b.1 ‘Terms of Reference’. The section below is taken from the Terms
of Reference document as endorsed by the full LAG on the 15.9.09.

The Accountable Body for the Isles of Scilly Local Action Group will be the Council of the Isles of Scilly. The Council will liaise directly with
SWRDA to ensue that that the programme is successfully delivered and financial propriety is robustly observed in its management and
administration. Areas of responsibility are outlined in the 2010 Partnership Agreement – this agreement is a continuation of the 2009
Agreement.

Role:

    The Accountable Body acting for the Isles of Scilly LAG contracts with SWRDA for delivery of the scheme, holds itself responsible for
     its successful operation and undertakes to ensure that financial propriety and correct procedures are observed in its management and
     administration.

    The Accountable body will contract with an appropriate management team to advise on and coordinate the work of the LAG in line
     with the procedures set down by SWRDA.


Responsibilities - The Accountable body undertakes to carry out the following duties:

    It will claim grant from SWRDA for the programme, and make payment to Project Deliverers where satisfactory progress of the
     project has been confirmed by the programme management team.

    Its internal audit section will satisfy itself that the correct procedures are being carried out by all parties involved in the programme
     including on occasion the examination of a representative sample of the projects themselves. These procedures include examination of




                                                                       37
   the appraisal and approval or refusal of projects, the monitoring of projects and the calculations of grants due and claim of grant from
   the SWRDA.

 It will account for the income and expenditure of the LAG and arrange an external audit of the scheme in accordance with the
  requirements of SWRDA.

 To issue contracts for projects approved by the Isles of Scilly LAG

 It reserves the right and will exercise that right to seek information regarding any project or any procedure carried out by the LAG or
  any Project Deliverer where it believes that the correct procedure has not been carried out and/or where it believes there to have
  been financial impropriety.

 It reserves the right and will exercise that right to withhold payment from any Project Deliverer where it has not demonstrated
  satisfactory delivery, or where it has reason to believe that the correct procedures have not been adhered to.
 It reserves the right to reclaim from Project Deliverers any payments made in respect of claims made falsely or where payments have
  been made and outputs not properly justified, and any penalties incurred as a result.

 It will advise the LAG where it exercises these rights, and will give reasons for the decision. It has a duty of care to investigate fully, but
  as it is responsible for the financial propriety of the Scheme, its decision cannot be overturned by the LAG or any other body acting
  under its authority.

 Claim forms received from Project Deliverers will be signed by the Accountable Body to confirm that sufficiently satisfactory progress
  has been made to justify payment of the claim. Where such confirmation cannot be given, a report to the LAG will be made
 It will record and account for all match funding received by the Scheme.
 It will provide such reports as requested by SW RDA.
 It will support the LAG in producing the annual delivery plan for submission to SW RDA.




                                                                     38
    Whilst it may give general advice, it will not give specific advice to the Programme Managers on the development of projects nor will it
     assist with the development of projects.
    It will not advise the LAG whether a project would be approved, but will advise on policy decisions of The LAG where requested.
    Along with the Programme Manager, and a member of the LAG it will represent the Isles of Scilly LAG at SWRDA meetings.


Programme Management

A programme management structure will be established to administer and manage the programme, providing professional and technical advice
to ensure that correct procedures are employed throughout the timeframe of the project. To date the programme management team
consists of a full time Programme Manager, a part time Finance Officer and external support from Devon Renaissance, who currently provider
a mentoring service to the to both the PM and the FO.

Role

    The Programme Manager manages the scheme under the authority of the Accountable Body.

    The Programme Manager is responsible for implementing the strategic direction of the LAG as directed by the Isles of Scilly LAG.

    The Programme Manager is responsible for the successful conclusion of approved schemes.

Responsibilities of the PMT

    Co-ordinating the role of the LAG

    Advising and supporting LAG members on their roles and responsibilities and on the correct procedures to be followed in the
     administration of the scheme.

    Advising the GAC on the correct procedures to be followed in the approval or refusal of project applications.



                                                                     39
     The Programme controller will attend all LAG, PMC & GAC meetings in an advisory capacity, and where appropriate attend relevant
      Council Committee meetings.

     Animating and providing training for LAG members

     Providing written reports to the LAG, GAC, PMC and Council Committees as appropriate.

     Producing and submitting an approved annual Delivery Plan in association with the LAG as required by SWRDA.

     To work with potential Project Delivers to offer support, and initial project appraisal in line with the LAG guidance manual.

     It will keep Project Deliverers advised of the progress of their application and advise in writing the decision made.
.
     Overseeing the implementation of the annual delivery plan.

     Ensuring robust financial procedures are in place and maintained in line with SWRDA guidance.

     Providing financial information as requested by the Accountable body.

     It will maintain a database containing details of project applications, and where the project is approved for funding, details of
      performance, key targets and outputs. The database will be capable of recording information and summarising it to assess scheme
      performance.

     It will prepare grant offer letters for signature in accordance with the decisions made by the GAC. These offer letters will be contracts
      between the Accountable Body and the Project Deliverers. The offer letters require delivery of the specified project in return for
      funding.




                                                                       40
    It will monitor approved projects, obtaining data from them, scrutinising and verifying the data and reporting to the LAG any
     information gathered of which it believes the LAG should be aware. This monitoring will include the verification of reported outputs,
     outcomes, milestone achievements, holdings of assets and other matters considered necessary for the correct administration of the
     project and Scheme.

    It will produce and maintain a LAG manual setting out administrative and financial procedures.

    Along with a member of the Accountable body it will represent the LAG at SWRDA meetings.

    It will be responsible for servicing all LAG meetings and subgroups, including advising members of the community of forthcoming
     meetings, keeping minutes, recording decisions, preparing and circulating reports and other duties as appropriate.

    It will be responsible for raising the profile of the LAG by whatever means deemed appropriate by LAG members.

    It will be responsible for maintaining community wide representation on the LAG.

    To produce annually a self assessment evaluation of progress made towards delivery of the programme. This should be made available
     to LAG members in December of each year of the programme.

    To work closely with other streams of European funding to ensure that the LAG programme adds value (where applicable) to other
     funding other initiatives.

    To investigate and advise project deliverers on additional funding sources, for example, the Heritage Lottery and Sport England etc.

The programme management structure will be put in place by the Accountable Body, but will be responsible to the PMC.


The Isles of Scilly Local Action Group




                                                                     41
The Isles of Scilly Local Action Group is currently a partnership made up of 25 members representing a wide range of private and public
interests in a bottom up example of community action. It is the intention that the membership of the LAG is fluid to reflect changing
priorities and opportunities within the islands that may occur within the lifespan of local action as well as levels of interest from the
community. Members who wish to leave the group will be asked to put forward a replacement member to represent their particular
organisation or sector, this process has occurred during the past year with a replacement member joining the LAG on behalf of both Tresco
and the Tourism sector. Prospective Members from new organisations or sectors of the community will be welcomed but will need to be
formally invited to join the LAG. Acceptance onto the LAG will be on the basis of consensus. The Programme Managers will assist in this
process. If necessary the LAG will instruct the Programme Manager to take a pro-active response to LAG membership and recruit as
members see fit. There is currently a vacancy for a representative from the food producing sector. Interest has been shown in this vacancy
and it is anticipated that this position will be filled by the end of 2009. Please see below for a list of current LAG members

                                                              LAG Membership 2010

Name of Organisation             Contact Name                                                                                        Job Title

Duchy of Cornwall                Chris Gregory (Chair)                                                                     Duchy Land Steward

Haulage                          Ian Sibley (Vice Chair)                                                                Industry Representative

Council of the Isles of Scilly   Aisling Hick/Julian Pearce                                                      Strategic Development Officer

AONB                             Trevor Kirk                                                                                     AONB Officer

St Agnes                         Richard McCarthy                                                                         Island Representative

Wildlife Trust                   David Mawer                                                                               Senior Warden I.O.S

Island Tourism                   Euan Rodger                                                              Representative of the Tourist Industry




                                                                      42
                                           LAG Membership 2010

Name of Organisation      Contact Name                                                                         Job Title

Island Marketing          Jeff Marston                                                             Chair Island Marketing

Land Based Sector         Andrew May                                                                       Representative

Boating                   David Badcock                                                      Boating Association Member

Arts and Crafts           Vickie Heaney                                                           Industry Representative

Marine                    Keith Buchanan                                                          Industry Representative

Media                     Keri Jones                                                     Radio Scilly Presenter/Conrollor

Heritage and Culture      Amanda Martin                                              Curator of the Isles of Scilly Museum

Construction              Diccon Rodgers                                                          Industry Representative

Fishing                   Martin Bond                                                             Industry Representative

Vet support group         Bill Wilson                                                                     Group Member

Voluntary sector/Bryher   Marian Bennett                         Chairman of Island Response/Member of Community Group
Community Group




                                                   43
                                                          LAG Membership 2010

Name of Organisation             Contact Name                                                                       Job Title

Porthcressa Regeneration Group   Julia Day                                                            Industry Representative
Porthmellon Industrial Estate

St Martins                       Chris Savill                                                            Island Representative


Tresco                           Keith Marshall                                                            Marketing Manager


English Heritage                 Eleanor Breen                                  English Heritage Warden for the Isles of Scilly


Natural England                  Julie Webber                                                  Officer with remit for the IOS


Transition Scilly                Nick Lishaman                                                                 Representative


Council of the Isles of Scilly   Jo Evans/Julian Pearce                                                     ESF Co-ordinator


Food Producing Sector            TBA




                                                                  44
Principle Functions of the Local Action Group


1.    Purpose:

1.1   The purpose of the Isles of Scilly Local Action Group (LAG) is to work in partnership to improve the quality of life and prosperity of community of
      the Isles of Scilly through locally driven development, initiatives and projects.

2.    Role:

2.1   To ensure the overall success of the LAG against the targets set out in the Local Development Strategy and the Annual Delivery Plans.

3     Responsibilities:

3.1   Act as a decision making body for the programme;
3.2   Steer all stages of developing the strategy and action plan for the Isles of Scilly Local Action Programme, being responsive to changing
      circumstances, opportunities and challenges:
3.3   Monitor the overall implementation and delivery of the Programme, whilst ensuring compliance with financial regulations and requirements.
3.4   Support LAG staff as required
3.5   Assist in building the capacity of rural communities to enable them to participate inclusively in the LAG Programme:
3.6   To communicate the Programme to the general public;
3.7   To ensure that evaluation of the programme is carried out;
3.8   To ensure the sustainability of the programme;
3.9   Overall responsibility for the governance of the LAG, including ensuring its diverse and representative structure, and providing the forum to make
      change.
4.0   Electing members of the LAG to the Programme Monitoring Committee and the Grant Administration Committee.

4.    Governance:

4.1   Each sector has one vote only.
4.2   A sector representative can decide (with the approval of their sector) to nominate a ‘Second’ representative who can act in their absence.
      Representatives will need to make the Programme Manager aware of this decision and the choice of ‘Second’ at either the inaugural meeting of the




                                                                          45
       LAG or at the first meeting of each calendar year. All ‘seconds’ will need to undergo a programme of appropriate training and have a full
       knowledge of LAG Procedures.
4.3    During the course of LAG Meetings each sector may have one formal representative only.
4.4    The Chairman and Vice-Chairman of the LAG will be voted into office at the first official meeting of the fully operational LAG, and thereafter at the
       first meeting of each calendar year. A Chairman or Vice Chairman can continue to serve beyond a 1 year term.
4.5    It is anticipated that the full LAG will meet quarterly but in principle meetings will be responsive to need.
4.6    LAG Membership is required to be representative of all sectors of the community; if necessary a pro active stance should be taken to ensure that
       this is achieved.
4.7    The Strategic Development Officer will have a permanent position within the LAG acting as a strategic partner and as the representative of the
       Accountable Body.
4.8    New Members of the LAG will need to be formally accepted on to the LAG through a formal process of nomination, and consensus.
4.9    Apart from exceptional circumstances LAG Meetings will be open to the public. Exceptional circumstances to be agreed by LAG Members.
4.10   Unless specifically invited to do so only LAG Members, Members of the LAG Programme Management Team, Representatives of the RDA, and the
       Accountable Body are permitted to participate in full LAG Meetings.
4.11   Decisions will be agreed by consensus whenever possible. If voting is necessary, it will be by a simple majority, the Chairman having the casting
       vote in case of a tie. If it is envisaged that a key decision is to be made, information will be circulated prior to the meeting to ensure members are
       aware of the issue. Closed ballots can be used if a majority of those present request it. Members not supporting a decision can have their
       dissenting vote recorded. A quorum of at least 50% of LAG Members will be required to action any decisions agreed at meetings.

5.     Duties of the Chairman:

5.1    In respect of LAG procedure the Chairman shall;
            Assist the LAG Programme Manager to set the agenda for all full LAG Meetings
            Preside at LAG meetings and decide on all matters of order, competency and relevancy.
            Ensure that every member of the LAG decision making group shall have equal opportunities to influence discussion and decision making.
            Ensure that decisions are clearly documented within the minutes of any meeting.
            To ensure that voting is carried out in a proper manner and use a second (casting vote) in case of a tie.

6      Duties of all Members:

6.1    All Members of the Lag will undertake to faithfully represent the interests of the Isles of Scilly Local Action Programme at the LAG Meetings and
       also in their wider remits beyond specific LAG Meetings.




                                                                            46
6.2   All Members must ensure that they adopt the principles of equality and diversity in their decision making functions.
6.3   All Members will endeavour to attend all Meetings of the LAG to ensure continuity in programme delivery.
6.4   All Members of the LAG must endeavour to attend training courses provided during the lifetime of the programme.

7     Conflicts of Interest/Overarching Principles

7.1   Holders of this type of public office must declare any private interests relating to their public duties and should take steps to resolve any conflicts in
      a way which protects the public interest. The LAG will operate under a defined ‘Code of Conduct’ which LAG Members will be required to sign.
      LAG Members will be informed about the requirement to declare interests at their induction. ‘Declarations of Interest’ will be a standing item on all
      agendas.

8     Terms of Reference:

8.1   Alteration to the adopted Terms of Reference to the LAG and all sub groups can only be made via a full LAG Meeting. Rules of consensus and
      voting will apply.
8.2   There will be an annual review of governance structures undertaken by the Programme Manager.




                                                                             47
Principle Functions of the Programme Monitoring Committee


1     Role:

1.1   To monitor the financial and strategic delivery of the Local Development Strategy.

2     Responsibilities:

2.1   To monitor and ensure that financial propriety and correct procedures are observed by the LAG.
2.2   To monitor and ensure that the strategic direction of the LAG meets the outputs as stated in the LDS and subsequent delivery plans.
2.3   To monitor and ensure that individual projects meet set targets and outputs.
2.4   To monitor and ensure that individual projects meet the eligibility criteria as set down in the LDS and by SWRDA.
2.5   To monitor and ensure that financial propriety and correct procedures are observed by the project deliverer.
2.6   To ensure that the benefits of the LAG programme are felt throughout all sections of the community and throughout the islands.
2.7   To performance manage the Project Management Team
2.8   Members to appraise projects as appropriate.


3     Governance:

      Members of the PMC will be voted in office by the full Local Action Group in a closed session at the inaugural meeting of the fully
      constituted LAG and thereafter at 2 yearly intervals during the first meeting of the calendar year.

3.1   Membership of the PMC will be reviewed every two years at the first meeting of the calendar year.
3.2   The PMC will consist of 7 members, plus the Chairman of the Local Action Group who will have an ex-officio role only.
3.3   One Member of the PMC must be an elected Member of the Council of the Isles of Scilly.
3.4   Meetings will be held in a close session.




                                                                     48
3.5   The Chairman and Vic-Chairman of the PMC will be elected into office at the group’s inaugural meeting. The term of office will be for
      two years, unless otherwise agreed by Members.
3.6   Decisions will be agreed by consensus whenever possible. If voting is necessary, it will be by a simple majority, the Chairman having the
      casting vote in case of a tie. If it is envisaged that a key decision is to be made, information will be circulated prior to the meeting to
      ensure members are aware of the issue. Closed ballots can be used if a majority of those present request it. Members not supporting
      a decision can have their dissenting vote recorded. A quorum of at least 50% of Members will be required to action any decisions
      agreed at meetings.
3.7   Meetings will be held every two months, however by principle meetings will be responsive to need. Every effort will be made to give all
      Members of the PMC at least 5 working days notice of unscheduled meetings.

4     Duties of the Chairman:

4.1   In respect of LAG procedure the Chairman shall;
       Assist the LAG Programme Manager to set agenda for all PMC meetings
       Preside at PMC meetings and decide on all matters of order, competency and relevancy.
       Ensure that every member of the group shall have equal opportunities to influence discussion and decision making.
       Ensure that decisions are clearly documented within the minutes of any meeting.
       To ensure that voting is carried out in a proper manner and use a second (casting vote) in case of a tie.




                                                                      49
Principle Functions of the Grant Award Committee

1     Role:

1.1   To act (with the approval of the RDA) as the decision (grant) making body for the programme.

2     Responsibilities:

2.1   To ensure that all projects are assessed fairly and without prejudice
2.2   To ensure that the strategic direction of the LAG is reflected in the award process.
2.3   To add value to applications by adding if necessary appropriate conditions of funding.
2.4   To ensure all applicants are informed of the status of their bid within 3 working days of a GAC meeting.

3     Governance:

3.1   Membership of the GAC will be reviewed annually at the first meeting of the calendar year.
3.2   The GAC will consist of 7 members, plus the Vice-Chairman of the Local Action Group who will have an ex-officio role only.
3.3   One Member of the GAC must be an elected Member of the Council of the Isles of Scilly.
3.4   A right of veto will be held by the Accountable Body. A decision to overturn the decision of the GAC must be substantiated to the
      Chairman of the GAC, and the LAG in writing within three working days.
3.5   A representative of the Regional Development Agency will sit on all grant award meetings of the GAC. The RDA will have a right of
      veto only.
3.6   Meetings will be held in a close session.
3.7   The Chairman and Vic-Chairman of the GAC will be elected into office at the group’s inaugural meeting. The term of office will be for
      one year.
3.8   Decisions will be agreed by consensus whenever possible. If voting is necessary, it will be by a simple majority, the Chairman having the
      casting vote in case of a tie. If it is envisaged that a key decision is to be made, information will be circulated prior to the meeting to
      ensure members are aware of the issue. Closed ballots can be used if a majority of those present request it. Members not supporting




                                                                      50
      a decision can have their dissenting vote recorded. A quorum of at least 50% of Members will be required to action any decisions
      agreed at meetings.
3.9   Meetings will be held at two month intervals to a set timetable. This timetable will be drawn up at the beginning of the calendar year.
      In the case of any additional meetings every effort will be made to give Members at least 5 working days notice of meeting dates.


4     Duties of the Chairman:

4.1   In respect of LAG procedure the Chairman shall;
     Assist the LAG Programme Manager to set agenda for all full GAC Meetings
     Preside at GAC meetings and decide on all matters of order, competency and relevancy.
     Ensure that every member of the LAG decision making group shall have equal opportunities to influence discussion and decision
      making.
     Ensure that decisions are clearly documented within the minutes of any meeting.
     To ensure that voting is carried out in a proper manner and use a second (casting vote) in case of a tie.




                                                                     51
Principle Functions of the Working Groups

The Isles of Scilly LAG will create four working parties in order to better engage with the community and assist in the development of
innovative and appropriate projects. Developing these groups will be a key milestone for early 2010. The four working groups will be based on
the following sectors;

        Tourism                                                                     Land based/Food Sector
        Community                                                                   The Environment

1      Role:

1.1    To fulfil the bottom up role of the LAG by actively promoting and informing the community of the role of the LAG

2      Responsibilities:

2.1    To work with the Programme Manager to engage and develop projects from individual sectors of the community.
2.2    To provide technical assistance/knowledge as applicable.
2.3    To assist project deliverers with the LAG process as appropriate.
2.4    To report to the LAG areas of the community where LAG engagement is lacking.

3      Governance:

       There are no set guidelines for these groups, as it is recognised that their role will evolve of the lifetime of the LAG, according to need
       and the ability of LAG Members to devote their time to this additional role. The following points are therefore guidelines.

3.1    Members of the Working Parties will be drawn from the LAG on a voluntary basis.
3.2    Membership of the Working Parties will be reviewed at the first meeting of each calendar year.
3.3    Each Working Party should consist of a minimum of one sector representative with a degree of knowledge of one of the Working
       Group Sectors, plus at least one other LAG Member. There is no maximum limit.




                                                                       52
3.4        Working Groups will have no decision making powers, but will be asked to briefly report back to the full LAG on progress/ areas of
           concern in their area.

The Applicant

Clearly the whole system of local action governance is established to ensure that correct financial and administrative procedures are in place
and to assist and encourage potential applicants to apply and ultimately receive, if approved the funding they seek. All applicants will be
informed of the decision of the GAC in writing within 3 working days.

LAG applicants will follow the following procedure:

      1.   LAG Applicant contacts a member of the PMT
      2.   After initial discussion, the PM ensures that both basic eligibility checks and appropriate State Aid checks are completed.
      3.   If these checks are successful the PM and the applicant engage in a sustained period of project development and assistance as required.
      4.   Submission of project application.
      5.   Applications submitted for appraisal
      6.   Applications submitted to the Grant Administration Committee for a funding recommendation.
      7.   Applicants informed of the GAC’s decision
      8.   If successful, applicants will be issued with a funding contract.


Community Engagement

Community engagement will be key to the success of the LAG programme. All possible efforts must be made on the part of all LAG members
to promote and push forward local projects that meet the aims and objectives of the LAG programme. The modest size of the islands and its
relatively small and close knit population means that it will be relatively easy to effectively engage the community. Indeed, most sectors of the
community are represented by the LAG. The role of the four working groups will be crucial in ensuring that all areas of the community are
fully aware of the opportunities inherent within Local Action. Further information regarding community consultation can be found the IOS
Local Action Group Communication Strategy as included in this document.




                                                                          53
Delivery Arrangements & Processes

LAG Members

Many members of the Isles of Scilly Local Action Group have considerable experience of involvement in the delivery of funding programmes.
However there are some members whose involvement in these initiatives will be a new experience. Furthermore LAG is a new programme
for the whole partnership. It is therefore proposed that training on the RDPE programme will be provided to the main LAG, with more
detailed and specialised training provided to new members and to the management group in the appraisal of projects and the fund management
processes. All members of the LAG have now been be provided with a Members Handbook which will include a copy of all the major
programme documents and brief explanation as to what is expected of them. This handbook will be updated on a regular basis. Every
member of the LAG has now completed a skills audit. This information will be compiled and appropriate training offered where possible. The
delivery of training is a key 2010 milestone. Where possible it is anticipated that this training should be combined and delivered jointly
between all the LAGs in Cornwall to ensure best value for money.

LAG Staff

A mentoring agreement is currently in place to support the training needs of both the LAG Programme Manager and that of the finance
Officer. Supplemental training sessions in project delivery, LAG finance and general principles of programme management are scheduled for
both December 2009 and early 2010. In addition developments within the employment structure of the Accountable Body have meant that
from 2010 all members of the European Team, that is the Convergence Programme, the ESF Programme as well as the LAG team will be
working in close proximity in a newly developed enterprise hub, this will allow for a transfer of skills, peer group support and mentoring that
can only be of benefit to the whole team.

It is the intention that 2010 will see the development of regular keeping in touch meetings with other LAG’s from the South West and the
development of closer ties with other LAG managers.

Potential project applicants




                                                                       54
It is not anticipated that any formal training will be provided to project applicants. However, the LAG Manager will provide advice and
assistance in the completion of Local Action applications. Assistance will also be provided by members of the four working groups. It is
anticipated that applicants will develop skills to strengthen their ability to develop further projects, and complete funding applications unaided
in the future.

Experience and best practice

Information regarding the scheme will be disseminated locally and regionally to assist other partnerships in ensuring best practice, through
local meetings, presentations and reports – the bespoke IOS LAG website play a crucial part in this process. In addition the intention is to
strengthen links and shared experiences between the IOS LAG and that of other groups that have had or are experiencing similar Leader
projects – in particularly Argyl and the Islands in Scotland.

Planned Co-operative Actions
The Isles of Scilly LAG is committed to co-operation at all levels. Contact with the other proposed LAGs in Cornwall and further afield has
already been made and further networking will be undertaken via the wider South West LAG network. In addition, efforts to secure
transnational co-operation and sharing of best practice will also be followed up via the National Rural Network, EU Network and the
European Small Island Network. The partnership and associated projects have a clear commitment to work together.
Cooperation with other areas on issues of common concern adds value to the planning and implementation of actions across LAG areas.
Cooperation will take place at three levels:

   1. Cooperation with adjoining areas on common issues
   2. Cooperation with other areas in the UK
   3. Transnational Cooperation with other EU countries

Projects

The Isles of Scilly Local Action Group has a unique advantage in that it knows itself well. Furthermore the projects already outlined in detail in
the LDS have all been selected in partnership with LAG members and highlighted as crucial building blocks in the process for fulfilling the core
priorities of the LAG. Whilst some of the broader projects will encourage an open competitive project application process, it also recognised



                                                                        55
that some activity may need to be stimulated and managed to ensure the maximum impact is achieved over the life of the Programme. In this
instance, the Isles of Scilly LAG is keen to explore how a commissioning approach could achieve this aim.

The table below shows how the IOS LAG will approach the key programme delivery tasks.

Key              Sub-tasks                How it will be addressed
processes
Project          Awareness raising        All LAG Members will be responsible for raising awareness of the funds with potential
Development                               applicants. This will be led by the LAG Manger, who will produce a communications plan for
                                          consideration and implementation by the LAG. This will be reviewed on an annual basis.
                 Application support      The project partners, the programme managers and in particularly the working parties will
                                          provide support to applicants in completing applications. Because of the nature of the IOS
                                          LAG it is anticipated that all enquires regarding LAG applications could be dealt with on an
                                          individual and face to face basis.
Project          Eligibility checks       When applications are received, the LAG Manager will conduct the basic eligibility and State
Decision                                  Aid checks – at present these are being completed externally.
Making           Appraisal                Full appraisals will by carried out by the PMC – relevant training will be offered where
                                          necessary. The Programme Manager will check that appraisals have been undertaken correctly.
                 Approval                 The GAC will review the applications and the appraisals in order to make a decision on
                                          whether or not to fund a project.
                                          All applications require SWRDA approval. As the Accountable Body The Council of the IOS
                                          have a right to veto any project if feels is operating outside the remit of financial propriety or is
                                          ineligible
Implementation Contract                   Programme Manager to draw up between applicant and AB. Contract issued checked and
                                          signed by AB and countersigned in acceptance by applicant.
                 Project Start-up         PEV meeting between PM, Finance officer and project deliverer to include:




                                                                      56
                                              The claims process;
                                              Expectations and reporting; and
                                              Communication.
                 Claims and Monitoring     Programme Manager/Finance Officer to check and compile project claims and submit to AB
                                           for checking, authorisation and payment
                                           AB to undertake spot checks
                                           AB– Finance to deal with DEFRA RPA and to pay projects directly
                                           PMC to monitor data and undertake monitoring visits to projects, to refer any issues to AB
                                           and the LAG for remedial action to be determined/agreed.
                 Project Support           LAG Manager and Working Parties to undertake this function as a default, although this may be
                                           supported by LAG members with specific expertise or a relationship with the project.
Completion       Audit                     As appropriate.
                 End of Project Report     Project to complete end of project report.


Communications

Local Action had its official launch on the 13th of October 2009, with a week long series of events spearhead by an invitation event attended by
120 local residents chosen by members of the LAG. The subsequent steady flow of project applicants has been very heartening with over 30
official requests for funding.

The IOS LAG has produced and disseminated both an information leaflet and A3 information boards around all the islands. Work is ongoing
on developing a bespoke website.

In accordance with the demands of the programme the IOS LAG has developed and ratified the following Communications Policy:




                                                                       57
                                      The Isles of Scilly Local Action Group

           Communications Strategy & Action Plan 2009 – 2010




‘Every Member of the Local Action Group and the Programme Management Team when in contact with the public has the potential
                      to communicate a message about LAG. This makes communication everyone’s job’




                                                            58
Introduction & Background


Good communication through a range of media will be essential if the Isles of Scilly Local Action Group is to raise public awareness
and appreciation of the programme. Information must be of good quality and lines of public communication simple and open.
Information must reach and be accessible to all members of the Scillonian Community both social and economic. Internal
communication between LAG Members and the LAG Team should be simple, effective and responsive to need.
Communication Action Plan

The purpose of this Action Plan is to help achieve the vision and priorities set out in the Local Action Development Strategy. The
Action Plan covers areas of communication both internal and external and formal and informal. It is applicable to all types of
communication – written and verbal, hardcopy and electronic. All public communication will by necessity conform to the guidelines
of the South West Rural Development Agency


      Actions                                Methodology                                         Responsibility



External Communication


Local Action Launch       Formal Public Presentation, Guest Speakers, Invited     Programme Manager, with support from
                           Representatives from all sectors.                       the full LAG, Chairman and Vice –Chair.


                          A series of open presentations on each island.          Programme Manager – with support from




                                                                59
                                                                                   appropriate LAG representatives.


                        One to one interaction with interest groups both          Programme Manager – with support from
                         Social and economic.                                      appropriate LAG representatives.

                                                                                   Programme Manager- with support from
                        Interaction with all forms of the media, radio Scilly,    Chairman/Vice Chairman. As a matter of
                         Cornishman, Lighthouse etc                                principle every effort will be made to
                                                                                   include the Chair/Vice Chair of the LAG
                                                                                   in all formal press releases. All press
                                                                                   release to be copied to SWRDA and the
                                                                                   AB.
Promoting
understanding and       Production of high quality leaflet style information to   Programme Manager – to be circulated
awareness of the         be distributed island wide                                electronically to LAG Members for
Local Action Group                                                                 comment and review.


                        Creation of a high quality interactive bespoke website    Programme Manager in conjunction with
                         and a dedicated email contact point.                      other LAG Programme Managers



                                                                                   Programme Management Team
                        Quarterly Updates in the Lighthouse

                                                                                   To be established
                        Working Groups




                                                                 60
                        Radio Scilly Updates/regular slot – to be explored.        Programme Manager, Chairman/Vice
                         Avenues of information to be explored.                     Chairman.

                                                                                    LAG Programme Team
                        Community Workshops
                                                                                    LAG Programme Team
                        Open LAG Meetings
                                                                                    Programme Manager, SWRDA publicity
                                                                                    team, project applicants.
                        Promotion of success stories – through local media

                                                                                    LAG Members will be key to the
                        LAG Members                                                promotion of the LAG. Members have a
                                                                                    responsibility to ensure that all
                                                                                    information is both of high quality and
                                                                                    accurate. Members must abide by the
                                                                                    LAG Code of Conduct


Removing barriers to    Information will be available in a variety of formats,     Programme Management Team
preventing access to     both electronic and written.
information and
communication
                        All information will be made available in both large       Programme Management Team
                         format or in Braille upon request


                        Information will be dispersed and displayed at key         Programme Management Team with the
                         outlets across the islands. Particular attention will be   assistance of LAG Members



                                                                 61
                        given to ensuring that the off-islands communities are
                        not excluded from any sources of information.
                                                                                  LAG Members to report to the
                       Self policing                                             Programme Manager any areas, or
                                                                                  groups of people who have not received
                                                                                  information regarding the LAG
                                                                                  Programme.

                                                                                  As appropriate the Programme
                                                                                  Management Team will engage with the
                       Overcoming financial and geographic isolation             wider community in a place setting of the
                                                                                  applicant’s choice. LAG Members will be
                                                                                  asked to assist in spreading the word of
                                                                                  LAG in order to ensure that all areas of
                                                                                  the community are aware of the
                                                                                  programme.
Information            Regular Keeping in Touch Meetings will be instigated      LAG Programme Team
Sharing/Gathering       with the SWRDA
                       The LAG Programme Manager will join and actively
                        contribute to the online LAG forum
                       Every effort will be made to attend where appropriate
                        regional LAG events
                       Regular contact will be established and maintained
                        with other LAG’s within the Southwest and in
                        particularly Cornwall.
                       Every effort will be made to work with and share skills
                        and knowledge with the South Devon Coastal LAG



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                           (as indicated in the Local Development Strategy)
                          Mentoring to be established with the South Devon
                           Coastal LAG
                          Regular meetings to be established with the Isles of
                           Scilly Strategic Investment Team
                          Regular meetings to be established with the main
                           Rural Development Programme for England South
                           West Team
                          Relevant information to be shared with other groups
                           within the IOS community as appropriate
Information to            All enquiries to the IOS LAG will be followed up within   LAG Programme Team
Applicants/Potential       3 working days – except for in cases of sickness or
Applicants.                annual leave whereby appropriate information will be
                           available to inform applicants regarding the delay in
                           communication
                          The LAG Team will be responsive to need and if
                           necessary and appropriate will visit applicants in a      LAG Programme Team
                           setting of their (the applicants) choice.
                          Applicants will be advised on the decision of the Grant
                           Award Committee within 3 workings days.
                                                                                     LAG Programme Manager
                          All successful applicants will receive a Project
                           Engagement Visit by both the LAG financial Manager
                           and Programme Manager within 14 days of project           LAG Programme Manager/Financial
                           approval. The transfer of information will include        Manager
                           guidance on publicity requirements as set out in
                           chapter 13 of the RDPE programme document                 LAG Programme Manager




                                                                  63
                          Applicants will be able to download all relevant
                           information from the LAG website


Internal
Communication


Meetings                  An annual cycle of meetings will be drawn up and          Programme Manager
                           circulated at the start of each calendar year.
                           Extraordinary meetings are by their nature last minute
                           – however every effort will be made to ensure that
                           Members receive as much notice as possible of
                           unscheduled meetings. Every effort will be made to
                           circulate all Agendas, Minutes and Reports a
                           minimum of 5 days before a scheduled meeting.


Electronic Updates        A Monthly update to LAG Members will be circulated        Programme Manager


Electronic Access to      LAG Members and Committee Members will be                 Programme Manager
Information                provided with individual Log ins to the Isles of Scilly
                           dedicated LAG website, Members will be able to
                           download, information as applicable to their role in
                           the LAG
Open Access               The LAG Programme Team will operate an open door          LAG Programme Team
                           policy to all LAG Members. All LAG Members will be
                           given appropriate contact details
Chairman’s/Vice           The Chair/Vice Chairman will be kept informed of any      LAG Programme Manager




                                                                   64
Chairman’s Update          events that effect the status of the LAG. The LAG
                           Chairman/Vice Chairman will be given notice of any
                           press releases before they are released. Updates will
                           be responsive to need, but not less than monthly.
Handbook                  All LAG Members will be provided with a LAG              LAG Programme Manager
                           handbook. Updates will be emailed to Members as
                           appropriate.
Communication with        As indicated in the Operations Manual                    LAG Programme Manager
the Accountable
Body
Courtesy & Respect        Communication must be measured and respectful.           Everyone involved in the LAG Process.



Recommendation:

This strategy and Action Plan will be subject to annual review and approval by the Isles of Scilly Local Action Group.




                                                                 65
Evaluation

     Projects and activities

All project deliverers are required to carry out an evaluation of the performance and effect of their project. An independent evaluation can be
required by the LAG at any time and it is anticipated that significant projects (large investments/outputs) will be required to do so. Members of
the PMC will as part of their role inspect projects as they develop.

Progress towards scheme targets (including aggregated data from the projects) are provided to the PMC at least quarterly, together with a
report on the expected outturn for the financial year.

At the completion of each project, the Programme Management staff will complete a Project Closure Report detailing the progress that the
project made towards meeting its targets. The report will include forecast and actual spend, outputs, milestones, aims and objectives, and
include a copy of the final evaluation, or an executive summary of it, as appropriate.

The report, which will sent to the PMC and the accountable body, will also include a recommendation of any necessary action in respect of
any failures or breaches of terms, and items of good practice and successes which might benefit other projects/programmes.

     Overall programme

The Programme Manager will work on the evaluation of the programme, and ensure that processes, procedures and mechanisms are regularly
reviewed, that they are adequate, meet the scheme requirements and are administratively efficient.

The monitoring framework which will inform the formal evaluation process will include:

   An annual review of the evidence base, where local data exists, to ensure that we keep up to date with any changes.
   Regular Energy and Sustainability Audits to capture data on installed capacity, carbon reduction benefits and manage and minimise negative
    environmental impacts.




                                                                       66
   Annual reporting on key achievements and project progress to enable the PMC, and the LAG to review and where appropriate redefine or
    adjust future delivery plans.

   Mid-term evaluation activities will be scheduled to ensure that the delivery of Local Action targets is on track throughout the lifetime of
    the scheme, this will be supported by continuous project monitoring activity by the Accountable Body.


Strategic Links - Local

There are a number of strategies that support the planning for the Local Action group. In such a small place it is vital that all strategies are
integrated and complementary.

1. Strategy for achieving sustainable prosperity for Cornwall and the Isles of Scilly
This strategy by the Cornwall and the Isles of Scilly Economic Forum contains a discrete section focusing on Island Regeneration and provides
the basis for sub-regional economic development to 2012. The main aim on the islands is to develop a competitive and diversified business
base that provides a range of employment opportunities for the people of the Isles of Scilly throughout the year developing practical and
appropriate environmental management systems and capitalising on the economic opportunities arising from the islands outstanding natural
environment.

2. Integrated Area Plan 2001-2008
This document was developed with the community and key private sector interests to provide a management structure and overarching
strategy for delivery of Objective One funds. Its main theme is the safeguarding of existing employment levels while raising incomes. Its key
aim reflects the Sustainable Development Policy of the Council of the Isles of Scilly:

    To improve the economic base of the Isles of Scilly through appropriate sustainable development, in order to maintain the
    islands’ communities while protecting and enhancing the unique nature of the Scillonian environment

This is reflected in three key priorities:




                                                                         67
1. Sustainable Businesses
     To develop a competitive and diversified business base that provides a range of employment opportunities for the people of Scilly
       throughout the year
2. Sustainable Communities
     To ensure that adequate social infrastructure is available for community life and citizens have access to services on the mainland
3. Sustainable Environment
     To develop practical and appropriate environmental management systems, and to capitalise on the economic
       opportunities arising from the environment

While the Objective One period is coming to a close, the principles of the strategy still remain valid for future development work.

3. The Isles of Scilly Local Area Agreement and Sustainable Community Strategy
The Local Strategic Partnership and the Council of the Isles of Scilly is in negotiation with Government Office for the South West to sign off a
Local Area Agreement which is currently in draft form. This in itself draws heavily on the Sustainable Community Strategy. This document is a
statutory obligation for the Local Authority and captures the aspirations of the community following extensive consultation. This EOI links to
three of the five priorities contained in both documents: Promoting Healthier and Inclusive Communities; Promoting Economic Vitality and
Protecting our Outstanding Natural Environment. Promoting Economic Vitality seeks to drive economic performance improvement – those
areas include market resilience, knowledge economy incubation, diversification, competitiveness, enterprise culture, innovation and supply
chain development. Many members of the LAG sit on the Local Strategic Partnership and the pursuit of the aims of the LAA will be embedded
in any RDPE investment strategy.

4. European Regional Development Fund
There are many linkages between this bid and themes in the ERDF Operational Programme. Particularly of interest is Priority 4, Unlocking the
Economic Potential of Place, which identifies the Isles of Scilly (linked with Penzance) as a key area for investment. A Sustainable Integrated
Development Strategy is being developed but an early theme is the development of sites and premises to support Priority 3 of the LAA –
Promoting Economic Vitality. The RDPE will link with ERDF investment projects to develop an island economy based on innovation and
knowledge.

5. Capacity for Change in Agriculture




                                                                      68
This document is at an early stage and is being funded through Objective One to identify the needs and requirements of the islands’ Land
Based Sector through a period of transition and will guide RDPE investment across Axes 1,2 and 3. It is envisaged Local Action can fund its
ongoing facilitation.

6. The Isles of Scilly Local Plan – A 2020 Vision
The Isles of Scilly Local Plan was adopted in November 2005. The overall intent of the Local Plan, as reflected in Policy 1, is to protect its
outstanding environment and keep development to the minimum required for sustaining viable communities. In the context of this
requirement and the aim of promoting sustainable communities given the significant housing difficulties (as indicated in the housing need
assessment undertaken in 2005 and the Housing Register) and constraints on the islands, Policy 3 of the Local Plan does not permit any new
general open market housing on Scilly. All new dwellings are therefore restricted to meeting the specific needs of the community, including key
workers. In addition, Policy 4 of the Local Plan provides support for new development where it is based on existing economy including
agriculture, fishing and tourism. Specifically the policy supports proposals that would contribute to the further diversification of and essential
modernisation of the islands economy. The sustainable, and carbon conscious principles of the local development strategy fall within this
framework and will allow Local Action Initiatives where applicable to proceed within the parameters of this document.

7. The AONB Management Plan 2004 – 09 /The AONB draft Management Plan 2009-14
To reflect its statutory designation, the primary objective of the AONB Management Plan is to conserve and enhance the natural beauty of
the landscape. To meet this objective, the plan states that development is kept to the minimum necessary to support a sustainable community
and economy.

8. Regional Planning Guidance for the South West (PRG10)
RPG 10 was published in September 2001. The RPG provides a regional spatial strategy within which local authority development plans in the
South West should be prepared up to the period 2016 and beyond.

In recognition of the South West’s diversity, RPG 10 sub divides the region into four spatially based sub regions. The Isles of Scilly falls within
the Western Sub Region where ‘there is a need for strong policies and actions to tackle long term and deep seated economic and social
problems, which are particularly accentuated by its peripherality in relation to the South West region and the County as a whole’ (see Policy
SS1 – Regional Spatial Strategy). Additionally, paragraph 3.49 states that the priority for the sub region is to ‘stimulate growth and increase




                                                                         69
prosperity. The momentum of growth must be sustained to underpin the services and facilities that are necessary to retain local people, and
serve the needs of the surrounding area’.
Paragraph 3.54 emphasises that the Isles of Scilly has a ‘weak and vulnerable economy’. In addition, paragraph 3.58 makes specific reference to
the Isles of Scilly and recognises that it ‘is a unique peripheral part of England, with an environment of high quality. With a population of only
2,000 there is a continuing struggle to maintain viable and balanced communities on the islands. There is a need to ensure that housing is
available for local people, to diversify the local economy (which is heavily dependent on tourism), maintain and improve the air and sea links to
the islands and protect the environment.’

9. The Draft Regional Spatial Strategy for the South West 2006 – 2026 (June 2006)
Policy HMA9 deals specifically with the Isles of Scilly and states that the Local Development Document should, inter alia, diversify the local
economy (which is heavily dependent on tourism) and protect the environment.

10. Lifelong Learning Strategy
This programme links into this strategy and the vision of a sustainable learning skills framework at the centre of an inclusive and developing
community where individuals and businesses can fulfil their ambitions and potential and the economic, social and environmental needs of the
Islands are met.

11. Isles of Scilly Sustainable Energy Strategy 2007
This document recognises the positive and negatives aspects of Scilly’s energy environment, and sets out a vision for how the islands can
improve their energy performance to include a reduction in unnecessary energy use, improvements in energy efficiency across all sectors,
reduction in the causes of fuel poverty and integration of renewable energy technologies in building developments. It also sets out actions to
implement a best fit hybrid energy network for the islands and the means by which the islands might strive for a zero net carbon environment.
Pilot sustainable energy development schemes, in particularly solar, wave and ground source heating represent an excellent ‘fit’ within this
framework.

Strategic Links - RDPE:

The LAG Manager will guide the Isles of Scilly LAG and work closely with the Cornwall Agri-food Council Development Team (CACDT) to
ensure that activity supported by the LAG does not overlap or duplicate activity supported by the RDPE at regional and sub-regional level and




                                                                        70
reflects identified local needs. The CACDT will be fulfilling a project co-ordination function for the RDPE across Cornwall and the Isles of
Scilly but this role will primarily be focused on the measures contained in Axis 1 and measure 311 of Axis 3. This will include using the Rural
Enterprise Gateway to access business and technical support that applicants may require to develop their project proposals. By utilising the
services of the CACDT we can ensure that our activity is closely aligned with other RDPE commissioned projects and are therefore in a good
position to incorporate other funding streams. A similar approach will be taken with other commissioned activity in the main programme, for
example, sustainable tourism initiatives.



     Axis 1 - Improving the competitiveness of the agricultural and forestry sectors
The national programme states the case for a specific role for RDPE funding to facilitate farm diversification which will allow a broader income
base for farmers and growers. The Local Action Group will embrace this idea on Scilly to relieve the burdens facing the islands fragile farming
sector. Investigations in to new directions for the islands flower farmers will lead to economic improvement of the island farming sector, as
well as provide real alternatives for farmers and possibly provide residents with self-sustaining options in terms of local food, energy and raw
materials, for example bracken for compost.

By developing a greater awareness of the market opportunities available to the islands farming industries it will be possible for the sector to
target its distinctive products more clearly and improve the efficiency of its business activities. Potential to link with businesses on the mainland
and further a field through other Local Action Groups will allow the sharing of best practice and may spark additional improvements here on
Scilly and in other communities. Linking up the supply chain may also lead to decrease in imports leading to a greater amount of wealth being
retained within the local economy.

    Axis 2 - Improving the environment and countryside
Environmental stewardship is a vital aspect of this Local Action group and the Land Based Sector is particularly keen to develop a bespoke agri-
environment scheme on the islands – conversations are already taking place with Natural England. The Wildlife Trust, which manages the
untenanted farmland on the islands have already entered into a higher level stewardship agreement.

The environment and countryside of the Isles of Scilly and their long term sustainability are linked to the fabric of the islands. The Isles of Scilly
are designated an Area of Outstanding Natural Beauty, a Heritage Coast and a Special Area of Conservation. It is imperative that Scilly




                                                                          71
maintain and improve, where possible, this natural resource as it is inextricably linked to the islands social well-being and to its economy.
Visitors and residents alike enjoy the social benefits of Scilly’s landscape, seascape and biodiversity which allow for a superb quality of life.
These facets of the environment also provide much of the islands economic incomes, either as a result of agriculture, fisheries or tourism.

The Isles of Scilly Local Action Group is committed to maintaining and improving the local environment both as a social resource for its
visitors and residents as well as for its economic importance. Opportunities exist for the islands to reduce its carbon footprint and to mitigate
climate change. The Isles of Scilly Local Action Group are aware that there is real potential for communities the size of Scilly to seek
alternative fuels for powering their transport, business, schools and public services. This potential if realised could lead to zero net carbon
economy and possibly, the ability to send power back into the mainland national grid. Using grazing as a means to manage the islands
landscape can remove the need for mechanised approaches that detract from the rustic appeal of Scilly and vitally reduce the reliance on
increasingly expensive fossil fuels.

      Axis 3 – Rural quality of life and diversification of the rural economy.
Diversification of the rural economy is a priority of the RDPE and strongly supported by the Isles of Scilly Local Action Group. The islands
economy remains, for the majority, based in and around the tourism sector. This tendency leads to a high dependence on the number of
visitors to the islands and the ability of those visitors to spend locally. Breaking away from this mono-economy will provide greater
sustainability for local businesses, especially in the shoulder periods of the tourist season, as well as allow the islands to access broader market
places. With the improvement to the islands internet capabilities a real possibility now exists for local businesses to access the global market in
a manner that either adds to the value of their existing product, or opens up markets to new and exciting business ventures. Businesses that
embrace this approach will reduce their distance from the “economic mass” and will improve the type, quality and skills of workers and
businesses on Scilly having knock on effects on the islands GVA.

That said the islands will still attract a proportionately large numbers of visitors and it is the desire of the Local Action Group to encourage
this, but in a manner that is not detrimental to the environment or quality of life of the islands residents. The RDPE national programme seeks
to build a sustainable tourism industry, one that works with the environment and is less exhaustive in its resource use; here on Scilly work is
already under way to make this a reality. Local Action for Rural Communities will allow islands businesses to build on existing work and
reduce the negative impacts of tourism on Scilly. Sustainable tourism initiatives provide ways in which tourism can improve their
competitiveness through reducing there environmental impacts. Furthermore, it has been recognized that tourist are making more responsible




                                                                          72
choices in terms of choosing their holiday destinations. For all these reasons it is particularly relevant for the Islands to continue to improve
the sustainability of their tourism product, especially given its predominance within the local economy.

Equally, improvements to the islands’ social infrastructure will improve the quality of life for those people living, working or visiting the Isles of
Scilly particularly in allowing a greater level of access to services and employment.

Support for and promotion of the islands unique heritage, both natural and historical as well as the built environment will form a key element
of local action. Access to and interpretation of historical sites will add value not only to islands heritage but to its enjoyment from both visitors
and local residents alike. The islands heritage and its customs are as unique as the landscape itself and for this reasons need conserving and
upgrading before through neglect and lack of funds their contribution to the islands heritage are lost forever.

The adoption of an innovations scheme by the action group is a key tenant of the groups desire to support business diversification, creation
and innovation. It is the intention of the group that in support of these ideals local entrepreneurs, businesses, or community groups will have
the ability to apply to the group for funds to help support new and exciting ideas which have the potential to fuel new economic initiatives
within the islands. In order to encourage diversification, good practice and an increase in local skills, training and information will be made
available to all beneficiaries of local action, as will the benefits of networking and if possible mentoring.

It is of course not only the beneficiaries of local action that will find benefits in training and good practice. The same principle holds true to the
local action members themselves. Training and animation will be a necessity for all members. It is anticipated that this could include sharing
some partnership work with other action groups in an exercise to extend existing skills and to share good practice.

The Isles of Scilly Local Action Group is well placed both in terms of experience, abilities, knowledge and size to ensure that integration across
all axis are accomplished. Many members of the action group have a history of working in partnership on European funded projects, for the
example as members of the Strategic Partnership responsible for assisting in the development of the Integrated Area Plan, or more recently in
drawing up the present local area agreements. In this instance the small context of the islands is a real plus since members of the economic
development team responsible for facilitating the local action group, have also been responsible for developing the recently successful ESF bid,
as well as the ongoing ERDF bid. This overarching view of development and funding initiatives goes a long way towards integration. It is
anticipated that this process of integration will only improve during 2010 with the advent of the European Enterprise hub – a dedicated area to
house every member of the European Team working under the auspices of the CIoS.




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Forward Strategy
It is a core aim of the Isles of Scilly Local Action Group that the implementation of this delivery plan and its investment in primary projects, a
veterinary surgery, sustainable transport, a destination management strategic document and the Capacity for Change agricultural project will
produce the critical momentum required to kick start the local action programme. It is hoped that these projects will help to provide the
appropriate setting for additional projects that will build on these initial developments and deliver over the course of the LAG programme the
aims and objectives of the LDS. For example, in later years of the programme the creation of a value added branding and a buy local scheme
made more credible by the delivery of the abattoir scheme which in turn is based upon the stability of veterinary care.

The personal development of LAG staff and the LAG itself is also a key milestone for 2010, improved skills and greater professional knowledge
can only work to further the aims of the LAG programme and the future of the islands beyond that of 2013.

The Forward strategy of the Isles of Scilly Local Action Group will be reviewed annually, order to ensure that the correct building blocks for
change are in place, enabling the programme to leave behind a legacy of enhanced capacity and opportunity within the local community.




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