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LEADER 2014-2020

VALE OF GLAMORGAN LOCAL DEVELOPMENT STRATEGY

SEPTEMBER 2014

VERSION: 1DATE: SEPTEMBER 2014

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Please use Arial Size 12 throughout the document for consistency

This template is intended as a guide. Please ensure that you complete this in conjunction with the full LEADER 2014-2020 Local Development Strategy Guidance

document issued in June 2014

NAME OF LAG AND CONTACT DETAILS

Name of Local Action Group

Vale of Glamorgan Local Action Group

Administrative Body Primary Contact

Name Phil Chappell,Principal Rural Regeneration Officer, Creative Rural Communities, Vale of Glamorgan Council

Tel 01446 704750/07976 112364

E-mail [email protected]

Address Creative Rural CommunitiesThe Old HallHigh StreetCowbridgeVale of GlamorganCF71 7AH

Administrative Body Secondary Contact

Name Bob Guy, Operational Manager, Countryside & Economic Projects, Vale of Glamorgan Council

Tel 01446 704623E-mail [email protected] Vale of Glamorgan Council

Dock OfficeBarryVale of GlamorganCF63 4RT

LOCAL DEVELOPMENT STRATEGY IMPLEMENTATION TIMESCALES

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mailto:[email protected]

Proposed Start Date(no earlier than 1 January 2015)

01.01.15

End Date(no later than 31 December 2021)

31.12.20

Suggested word limits have been provided for each section as a guide however these are not prescriptive

SECTION 1 – STRATEGIC FIT

Description Explain how the Local Development Strategy (LDS) fits with EU strategies, policies and programmes and the extent to which it aligns with the Focus Areas of the Wales Rural Development Programme (2014-2020) and the five LEADER themes as appropriate to the context of the LDS.

Linked to Sections 3.1 and 3.5 of the LDS Guidance June 2014

1.1 Definition of the area and population covered by the strategy(2,000 words) 1787

This Section should include the following as a minimum: Overview of the proposed geographical area of the LAG and its population.

Population figures to be broken down by rural, service and host wards. Intentions to work across boundaries

The Local Action Group areaThe LAG area for the Vale of Glamorgan (referred to as the rural Vale in this section) covers 10 wards, as shown in Map 1. These are all designated as rural wards. This section provides an overview of the LAG area in terms of physical, economic and social characteristics which underpin our LDS strategic approach.The AreaThe Vale of Glamorgan is a small, largely rural, county of 335km2. It is bounded to the east by the major conurbation of Cardiff, to the south by the Bristol Channel and to the north by the M4 motorway.

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There are 26 Sites of Special Scientific Interest; three Special Areas of Conservation; one Special Protection Area and the designated Heritage Coast.

There is just over 25,000 hectares of farmed land in the Vale1, the majority of which is grassland - mostly used for permanent pasture. Roughly 25% of the farmed area is used for arable - primarily barley and wheat. Other forms of horticulture such as fruits and vegetables are only present at small-scale.

The PeopleThe majority of the 126,0002 population of the Vale of Glamorgan live in the two urban areas of Barry and Penarth. The ten wards which constitute the ‘Rural Vale’ have about 40% of total population, or 50,774 people.

1 Welsh Agricultural Survey 20122 2011 National Census

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Chart 1: Population by Rural Ward

Cowbridge

Dinas Powys

Llandow / Ewenny

Llantwit Major

Peterston-super-Ely

Rhoose

St. Athan

St. Bride's Major

Sully

Wenvoe

0 2,000 4,000 6,000 8,000 10,000 12,000

6,180

7,799

2,643

10,621

2,289

6,907

4,495

2,638

4,543

2,659

Population by ward

Given that these wards constitute 92% of the land area the population density is relatively low – at 1.7 people per hectare3.

Chart 2 - Population density: persons per hectare

Llandow/EwennySt Bride's Major

CowbridgePetersen-super-Ely

WenvoeDinas Powys

SullyLlantwit Major

RhooseSt Athan

Rural Vale (average)VofG (average)

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0

Persons per hectare

3 Calculated from the 2011 National Census

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The Rural Vale tends to have an older population and more people with higher qualifications. 35% of over 16s are qualified to NVQ Level 4 and above (compared to 26% in Barry & Penarth)4. More than 25% of those working, class themselves as working in professional and higher managerial occupations5.

Chart 3 – Qualification levels (aged 16 and over)

_x0011_No qualifications _x0008_Level 4+0%

5%

10%

15%

20%

25%

30%

35%

40%

Rural Vale VofG (whole) Non Rural Vale

Chart 4 – Population age breakdowns (%)

_x0007_Under 5

Aged 11-15

Aged 21-25

Aged 31-40

Aged 51-65

_x0007_Over 80

-0.3 -0.2 -0.1 5.55111512312578E-17 0.1 0.2 0.3

Rural Vale VofG (whole)

Deprivation4 2011 National Census5 2011 National Census

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The Vale of Glamorgan overall is a relatively wealthy area. Proportionally, it has fewer claimants of housing benefit than Wales as a whole. Gross Value Added (GVA) per head is highest of the 12 Welsh areas – at £21,2396,7. Average mean earnings for those living in the Vale were significantly higher than the Welsh average. We expect both measurements to be influenced by Cardiff.8

Chart 5: Average (median) earnings 2013

_x000f_Residence based _x000f_Workplace based300

350

400

450

500

550

VofG Wales

The whole of the Vale had the fourth lowest rate of children living in workless households amongst the Welsh local authorities and in 2012 was 6.4 percentage points below the Welsh average. Both primary measurements of unemployment largely match the Welsh average.

Chart 6: Unemployment Labour Force Survey9 & Claimant Count10

_x0015_LFS Unemployment rate _x0013_Claimant count rate0123456789

VofG Wales

On some measurements of ‘wealth’ Rural Vale is relatively more affluent. A greater proportion of homes are detached and have 4 or more bedrooms. 90% of households have private transport, with almost half having two or more cars11.

6 This measurement is only available at a NUTs3 level and therefore reflects the Vale and Cardiff. It should be noted that we would expect Cardiff to influence this measurement.7 2013 Regional Gross Value Added8 2013 Annual Survey of Hours and Earnings (ASHE)9 March 14 – survey based measure that captures those who are available for work who are unemployed10 July 14 – measures those claiming Jobseekers Allowance11 2011 National Census

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Chart 7: Household size

_x0005_1 bed _x0006_2 beds _x0006_3 beds _x0006_4 beds _x000e_5 or more beds

0%10%20%30%40%50%60%

Rural Vale VofG Wales

Nevertheless, there are also pockets of poverty and deprivation. In common with many rural areas, this is less noticeable than urban areas. Earnings are more ‘skewed’, at the bottom of the earnings scale wages are lower than the Welsh average (perhaps reflecting the number of jobs in the agriculture and tourism sectors)12. Some wards (and in particular Llantwit Major and St Athan) have a significant number of households renting from the Council or registered social landlords (RSL)13.

Chart 8: Number of social rentals by ward (Rural Vale)

Cowbri

dge

Dinas P

owys

Llando

w / Ewen

ny

Llantw

it Majo

r

Peters

ton-su

per-E

lyRh

oose

St. At

han

St. Br

ide's M

ajor

Sully

Wenvoe

0

100

200

300

400

Social rented: Rented from Local Authority Social rented: Other social rented

Looking across the different ‘domains’ of deprivation measurements, no part of the Rural Vale is classified as being in the most deprived 700 areas of Wales. Parts of Llantwit Major and St Athan are the most deprived within the Rural Vale. Some other parts of the area (parts of Cowbridge, Petersen-Super-Ely, Rhoose and Wenvoe) are counted within the most deprived 200 areas of Wales for ‘access to services’.

The Economy

12 2013 Annual Survey of Hours and Earnings (ASHE)13 2011 National Census

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The most important sectors by employment within the Vale as a whole are wholesale and retail, health and social care, education and public administration and defence. Rural Vale has proportionately more people employed in agriculture, energy and water and public administration and defence – reflecting the importance of agriculture and also the presence of MOD St Athan and Aberthaw Power Station14.

Chart 9: Employment by major industry groups

Agricu

lture,

energ

y & wate

r

Manufa

cturin

g

Constr

uctio

n

Wholes

ale & re

tail tr

ade

Trans

port &

stora

ge

Accommod

ation

& food

ser... ICT

Finan

cial &

insu

rance

Real e

state

Profes

siona

l, scie

ntific

& te...

Admin

& supp

ort se

rvice

s

Publi

c adm

in an

d defe

nce

Educ

ation

Human

healt

h & so

cial w

orkOthe

r0%

5%

10%

15%

20%

Rural Vale Barry & Penarth

Most (90%) of enterprises in the Vale as a whole employ less than 10 people and only 1% employ more than 50 people - similar to the Welsh average. There was a small increase in the number of businesses incorporated in 201215. Agriculture, ICT and accommodation and food services saw a small increase in business numbers. There were significant levels of ‘churn’ in professional and scientific activities, construction and business administration.

Chart 10: Business births & deaths 2012

-200

20406080

Births Deaths

Self-employment levels tend to be higher. Of those who are economically active, 17% work as self-employed traders, which reflects the greater representation of industries such as agriculture and small-scale construction16.Commuting

14 2011 National Census15 Business Demography 201216 Annual Population Survey 2014

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The Vale has the highest levels of outward commuting of any local authority in Wales. Most of this is commuting into Cardiff – around 22,500 people from the Vale overall, with around 4,600 commuting the other way17. A small but important commuter flow is also to Bridgend and there are also other commuting destinations.

Chart 11: Commuting Patterns from the Vale of Glamorgan

The Tourism EconomyThe Vale of Glamorgan received just over 3.5 million visits on average, between 2010 and 2012. This was 3.2% of all visits to Wales but, crucially, only 1.1% of overnight stays. 97% of all trips to the Vale are by domestic day visitors. When they do visit, evidence shows that only 18% stay for longer than 6 hours, lower than the rest of Wales18.

Chart 12: Percentage of GB based day visits by purpose

17 Annual Population Survey 201118 Welsh Unitary Authority Tourism Profile. The data in the tourism profiles are sourced from the GB day visit survey, GB tourism survey and the International Passenger Survey

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Cardiff

Rhondda Cynon Taff

Bridgend

Other locations

4,60022,500

1,60

0

1,40

0

2,600

2,700

8,500 5,100

Vale of Glamorgan

Estimated commuting flows(using Annual Population Survey)

Shopping, restaurants, clubs

Cultural

Active, sports & similar

VFR

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

25%

25%

Wales 27%

23%

27%

VoG 20%

26%

27%

Wales VoG

Chart 13: GB based day visits by visit length 2011-12

Wales

VoG

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

41%

38%

24%

32%

12%

12%

23%

18%

3h to 3h59 4h to 4h59 5h to 5h59 6h & more

Not only do fewer people stay overnight, they tend to spend less when in the Vale compared with the rest of Wales. However, overseas visitors tend to spend a little more than average.

Chart 14: Expenditure per night/day visit

GB based day visit (£)

GB based overnight (£ night)

Overseas visitors (£ night)

All overnight (£ night)

0 10 20 30 40 50 60Wales VoG

Relatively few people visit the Vale of Glamorgan for a holiday. Most who stay

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overnight are visiting friends and family. Most day visits are also to visit friends and family, followed by shopping, eating out, cultural or outdoor activities.

Chart 15: Percentage of GB based visitor overnight trips by purpose

Holiday

VFR

Business & Other

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

63%

25%

12%

34%

65%

1%

Wales Vale of Glamorgan

Both in terms of the number of trips and the spending made, the Vale has seen a significant absolute decline since 2007, though it has started to recover again more recently. Relatively, tourism in the Vale has suffered much more than Wales as a whole.

Chart 16: Comparison of overnight tourism trends in the Vale and Wales 2006-12

Day visitors to the Vale are more likely to visit a coastal location than Wales in general (remembering that some local authorities in Wales do not have a coastline) but relatively fewer people visit only an inland rural location – only 29% of domestic visitors visit an inland rural location.

Chart 17: Comparison of trends in overnight tourism Trips in the Vale and Wales

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2006-12

Wales

VoG

0% 20% 40% 60% 80% 100%

32%

29%

68%

71%

Includes visit to rural locationExcludes visit to rural location

Wales

VoG

0% 20% 40% 60% 80% 100%

21%

43%

79%

57%

Includes visit to coastal locationExcludes visit to coastal location

In terms of employment in industries with ‘tourism characteristics’ the Vale has proportionally greater numbers of people involved in food & beverage services and travel & transport activities, but fewer in accommodation or cultural and recreation activities. This reflects the lower numbers of overnight stays.

The infrastructureRenewablesRenewable energy has a very limited presence within the Vale as a whole. The most common type of installations is domestic scale photovoltaic (solar) schemes. There are only eight wind schemes, of which seven are domestic scale installations; and four small hydro schemes. Overall, the Vale has only 3.6% of the installed capacity of Wales – at 5.9mW. By comparison, the capacity of the Aberthaw Power Station is 1,637mW19.

Chart 18: Completed installations of renewable energy in the Vale of Glamorgan

Installations kW installedNumber % of Wales kW % of Wales

Photovoltaics 1245 3.5 5832 3.8Wind 8 2.7 47 0.5Hydro 4 21.1 25 1.1AD 0 - 0 -Micro CHP 2 5 2 5Total 1259 3.5 5906 3.6

Digital70% of premises in the Vale have access to superfast broadband. However, only 22% of premises have taken up SF broadband compared with 77% that have taken up normal broadband20. In terms of mobile phone coverage, 76.3% of premises in the Vale of Glamorgan have access to 3G but only 50.3% of the geographic area is covered – suggesting that parts of Rural Vale do not have 3G coverage. Public wifi, provided by BT, is concentrated on Cowbridge, Llantwit Major, Rhoose and St Athan – with little elsewhere21

19 Central Feed-in-tariff - Ofgem20 Ofcom – UK broadband speed data 2013

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Development AreasThe Vale of Glamorgan is planning for 9950 new residential units and 480 hectares (gross) of employment land up to 2026. Strategic Housing Sites in the rural Vale are focused on St Athan and Llantwit Major. Strategic employment sites for the Vale of Glamorgan are all in the rural Vale; on land to the south of Junction 34 on the M4, and on the Cardiff Airport and St Athan Enterprise Zone which is split between two sites – land adjacent Cardiff Airport and the Aerospace Business Park at St Athan.

Planning for growth in Cardiff is also important, which is planning for over 41,000 new houses and 40,000 new jobs up to 2026. One major strategic housing site is proposed on the west side of Cardiff, for around 5,000 new dwellings and some other uses including employment. Cardiff City Centre is designated as an Enterprise Zone targeted on financial and professional services sectors.

Working across boundariesGiven the importance of tourism within the rural economy, high levels of out-commuting and some strategic employment proposals within the Rural Vale, working across boundaries is very important to the rural Vale of Glamorgan. Cross boundary working already exists on tourism initiatives e.g. with Bridgend on walking activities; and the Regional Strategy Director of Capital Region Tourism is an active member of our LAG.

21 BT wifi statistics

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Our priorities for our LDS reflect the importance of cross boundary working and the top two priorities rely on wider working for their effective delivery. Our highest priority in the LDS (securing more economic value from our natural and historic assets) lends itself to joint working and we envisage networking and co-operation will be core to its activities – the rural Vale needs to set itself within the wider tourism context, working with adjacent local authorities and many other partners on this.Our second priority (making the most of our location in the Cardiff City Region) is predicated on a need for co-operative working with partners in the City Region and this will be fundamental to its delivery and vital for its success.

1.2 Description of the Integration(2,500 words – to be linked in to the actions described in Section 3.1 – Intervention Logic) 2582This Section should include the following as a minimum:

Explain how LEADER will complement other structures and initiatives and not duplicate

Provide an explanation of the coherence and consistency between local strategies and existing national, regional or sub-regional strategies

The LDS should show how integration is proposed in respect of: Welsh Government policies and programme areas. The range of RDP schemes and activities to which LEADER can make a

contribution Other initiatives and schemes within your area The projects and activities of other LAGs Other European programmes and funding streams

ApproachActivities through the LDS are developed to link with other programmes both locally and nationally. We see LEADER as the opportunity for pilot projects, feasibility and proof of concept work, where successful results have the potential to grow and develop through other programmes and initiatives. This will ensure that LEADER activities are complementary to other activities, do not duplicate but have a clear path to progress into further development where appropriate. Planning our priorities for our LDS has been done with this in mind, so that we can see a forward path for their ongoing development.

We are also mindful of the need for LEADER to contribute towards Welsh Government policies and programmes and to those locally as well and have scoped potential activities in terms of what contribution they could make.

Integration with Welsh Government Policies and Programme AreasOur integration with Welsh Government and local policies and programmes is set out in the following table. This identifies the contribution our LDS priorities could make to strategic intentions and where our activities could link into other programmes.Table 1: Integration with Welsh Government Programmes

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Programme /Strategy

Priorities and Activities Potential Integration/Linkages with Vale of Glamorgan LDS

Partnership for Growth: The Welsh Government Strategy for Tourism 2013-2020

Strategy Framework covers:1. Promotion2. Product development3. People4. Profitable

Performance5. Place building

- Building on existing tourism assets through greater packaging, business collaboration and marketing (1)

- Enhancing visitor experience, build on assets (2)

- Promoting local food and drink as part of the overall visitor experience; and strengthening local supply chains between producers and tourism businesses (2)

- Developing local events to enhance visitor experience (2)

- Developing links with conferences, and Enterprise Zone to promote outdoor activities in the rural Vale within business travel (2)

- Skills development e.g. in tour guiding, outdoor activities apprenticeship scheme and Ambassadors scheme (3)

- Pilot projects to build visitor packages to increase visitor spend potential (4)

- Improving the level of tourism infrastructure and filling gaps in provision especially along the rural Vale coast (5)

Natural Resources Wales

Has five Programme areas:1. Good knowledge2. Good environment3. Good for people4. Good for business5. Good organisation

- Potential to trial ecosystems approach and integrated natural resource management principles e.g. Dunraven Estate (2)

- Pilot projects to develop accessibility and use of coast and countryside resource for leisure, contributing to health and wellbeing (3)

- Developing walking and cycling with potential to link into long distance footpaths and particularly Wales Coast Path (3)

- Exploring small scale renewable energy potential compatible with

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landscape (4)- Encouraging resource efficiency

and sustainable growth (4)

Business Wales

Information, guidance and direct support to the private, public and third sector, supporting:

- starting up a business

- Running a business

- Growing a business

- Finance funding and support

- Inward investment

- Specific sectors including tourism, food and farming, creative industries, energy and environmental businesses

- Signposting and linking with mainstream business support programmes

- Supplementary activity around local business events that can bring in mainstream business support advisors alongside other local business work

- Pilot projects related to key LDS themes and where participating businesses may seek capital funding through any Access to Finance programmes, complementary to the LEADER activity e.g. food processing

- Linking with micro business and social enterprise grant/loan fund in relation to pilot projects around service delivery

- Exploring research links with e.g. Zero2Five Food Industry Centre at Cardiff Metropolitan University in support of LDS priority - developing local food and drink sector and networks

Wales Tackling Poverty Programme for Government – Action Plan Update 2014

Includes:- Promoting a living wage- Support for third sector

advice providers to assist people who have debt problems or need help to manage their finances

- Delivering on a Child Poverty Strategy

- Improving energy efficiency in homes through the ERDF funded ARBED

A significant part of ‘Tackling Poverty’ delivery is through Community First Clusters, of which Barry is one (but not in the LEADER area). The rural Vale has some small pockets of deprivation and potential to link to and interact with Barry Cluster activities (and wider poverty related work within the Council), particularly around:

Use of volunteering as a route to employment and training, where LEADER can pilot approaches with transferable opportunities

Building the links around health

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Programme- Reducing fuel poverty

Refocusing resources onto effective NEET interventions

- Supporting workforce skills development leading to company growth

and outdoor activities, where the rural Vale can provide opportunities for these and evaluate benefits

Developing third sector capacity (in 2014 Tackling Poverty Fund approved bid) with potential for knowledge exchange with rural Vale

Establishing energy champions (in 2014 Tackling Poverty Fund approved bid) with potential for knowledge exchange with rural Vale

A Living Language – A Language for Living. Welsh Language Strategy 2012 – 2017

Six strategic aims:1. The family2. Children and young

people3. The community4. The workplace5. Welsh-language

services:6. Infrastructure

- Greater use and explanation of Welsh as a cultural tool in visitor interpretation material

- Trialling some Welsh language skills days for tourism operators –to give a cultural heritage slant to tourism product and also stimulate their interest in Welsh language

- Signing strategy developed bilingually

- Use of Welsh language in digital media promotions

Energy Wales – A Low Carbon Transition Delivery Plan, March 2014 (Main Strategy, 2012)

Strategy areas for action:1. Around leadership, to

build capacity, shared priorities and take action

2. Maximising the benefits that energy can deliver

3. Acting now for a long term energy

- Signposting and linking with resource efficiency training and initiatives – tourism and food and drink processing (2 & 3)

- Exploring potential for small scale renewable energy opportunities through research, feasibility and pilot projects linked to activities (3)

Integration with other EU Programmes including Rural Development ProgrammeThe table below indicates how our proposed activities can contribute across the four proposed blocks for action in the Wales Rural Development Programme.

Table 2: Integration with Wales Rural Development Programme

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Programme /Strategy

Priorities and Activities Potential Integration/Linkages with Vale of Glamorgan LDS

Wales Rural Development Programme 2014 – 2020: Final Proposals Consultation Document February 2014

1. Human and social capital measures- Knowledge transfer

and innovation; including study visits/exchanges

- Advisory services- Co-operation; for

short supply chain development

- European innovation partnership for agricultural productivity and sustainability

2. Investment measures- Investments in

physical assets (grants/loans etc)

- Farm and business investments; young entrants support successor scheme

- Quality Schemes- Restoration of

forestry potential;3. Area based measures

- Agri-environment climate

- Forestry- Organic Farm

conversion- Natura

2000/Water Framework Directive

4. Leader and local development

- Explore opportunities for new crop trials linked into knowledge transfer (1)

- Complementary investments in food and drink processing facilities and equipment building on LEADER work on food and drink short supply chains; and links to short supply chain work (1 and 2)

- Complementary investments related to other supply chain initiatives piloted in LEADER and building up tourism products, including farm related opportunities

- Signposting to Farming Connect /business advisory services (1)

- Links to area based forestry schemes if linked into biomass opportunities (3)

- Community food growing (1)

- Delivery of LEADER and links with Community Rural Development Fund (4)

Our integration with East Wales ERDF and ESF Operational Programmes is set out in the following table. We have also looked at the potential for links with Horizon 2020 and Interreg transnational co-operation through the Atlantic Area and North West Europe programmes that the Vale area could engage with. It is difficult to plan

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for links at this stage but we hope to identify any opportunities for integration as they arise e.g. tourism projects through the proposed Atlantic Area Programme.

Table 3: Integration with East Wales ERDF and ESF Operational Programmes

Programme /Strategy

Priorities and Activities

Potential Integration/Linkages with Vale of Glamorgan LDS

East Wales ERDF Operational Programme – Working Draft 17 April 2014

Priority Axis 1: Research and Innovation

Priority Axis 2: SME Competitiveness

Priority Axis 3: Renewable Energy and Energy Efficiency

Priority Axis 4: Connectivity

- Priority 1 & 3, Low carbon, energy and environmental smart specialisation theme – opportunities might include being a pilot area to trial HEI developments

- Priority 2: signposting to business advisory services supported through Business Wales, small scale locally based business events linked to LDS themes combining business advice (bringing in Business Wales services) and business networking

- Research around innovation with a view to setting up business clusters who could bid into Priority 2

- Priority 3: Signposting to renewable energy advice and support

- Priority 4: Potential for piloting sustainable transport options between Cardiff and the Vale

- Priority 4: Potential for signposting to broadband and mobile network solutions opportunities through ERDF and for developing digital literacy to underpin capital investment in ICT connectivity

East Wales ESF Operational Programme - Working Draft 17 April 2014

Priority Axis 1: Tackling Poverty through Sustainable EmploymentPriority Axis 2: Skills for GrowthPriority Axis 3: Youth Employment

- Use of environmental management needs associated with country parks development or similar as tests for pathways to employment type programmes

- Energy efficiency housing pilot to make people more training/work ready

- Pilot an Ambassadors initiative linked to leadership training

- Links to tourism skills development programmes

- Pilot apprenticeships projects for clusters of businesses rather than single businesses

Integration with Policies and Programmes in the Vale of Glamorgan

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Our integration with Vale of Glamorgan Council policies and programmes is set out in the following table. This identifies the contribution our LDS priorities could make to local strategic intentions and where our activities can contribute to these.

Table 6: Integration with Vale of Glamorgan Programmes

Programme /Strategy

Priorities and Activities Potential Integration/Linkages with Vale of Glamorgan RLDS

Vale of Glamorgan Deposit Local Development Plan2011- 2026

SP11: Tourism and Leisure; developments to promote Vale as a tourism and leisure destinationSt Athan – Cardiff Airport Enterprise Zone (MG10)Master plan in preparation by Welsh Government. Comprises St Athan Aerospace Business Park, Cardiff Airport and Gateway Development (offices, leisure, education and training)MG16 TransportIncludes walking and cycling with support for Sustrans National Route 88 development with associated local connections.MG24 – Heritage CoastEnvironmental qualities to be preserved and enhanced.

- Focus on the tourism and leisure potential building on natural and cultural assets and promoting their sustainable use, delivering SP11 and MG24

- Work with development policy and development managers around opportunities and feasibility of approaches to development to fill supply gaps in short supply chains for tourism products

- Particular focus on walking and cycling use, delivering MG16

- Developing links with the Enterprise Zone – MG10

Community Strategy: ‘Planning and Working Together’: The Vale of Glamorgan Community Strategy 2011 to 2021

10 priority outcomes:1. People of all ages

involved in life in the Vale

2. Diverse needs met through customer focused accessible services and information

3. Respect the local environment and work together to meet climate change challenges

4. Older people valued and empowered to remain healthy, active and independent

5. Children and young

- LEADER approach involves residents and business and builds capacity (1)

- Priorities proposed address climate change issues and respect the environment (3)

- Priorities proposed will build local economic opportunities and support local businesses (7)

- Recreation opportunities will contribute to healthier lifestyles (4, 7, 10)

- Targeted deprivation and skills development activities proposed

- Building links within Cardiff

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Programme /Strategy


people supported to take advantage of life opportunities in the Vale and beyond

6. Access to learning opportunities and skills development, helping to remove barriers to employment

7. Causes of deprivation are tackled, regeneration continues, opportunities for individuals and businesses are developed, quality of the built and natural environment protected and enhanced

8. Maximise position in the region for the benefit of local people and businesses

9. Residents and visitors are safe

10.Health inequalities are reduced

City Region is a priority (8)

A Destination Management Plan for the Vale of Glamorgan, May 2014

Five priority areas proposed:1. Raising the profile –

promoting the Vale;2. Improving the public

realm and tourism infrastructure

3. Enhancing the tourism product and experience:

4. Enhancing sense of place

5. Improving leadership and delivery. Vale Tourism partnership proposed

- Our highest priority makes significant contribution to DMP priorities; tourism infrastructure, focus on walking and cycling, making the most of assets like Country Parks and the Heritage Coast, developing use and supply chains around e.g. local food and drink produce, festivals and events

- Building the Rural Vale as a day and staying visitor destination to increase visitor numbers and their spend locally, in line with the vision for the DMP

Vale of Glamorgan Tourism

Vision: To create an attractive tourism destination with a positive

As above. All highest priority activities will contribute to the strategic objectives of the

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Programme /Strategy


Strategy 2011-2015

image for the Vale of Glamorgan capitalising on the Heritage Coast and the proximity to Cardiff, encouraging sustainable development and quality facilities to enrich the experience for visitors and residents.

Tourism Strategy

Communities First Programme

Current programme has projects and activities under the headings of: Healthy Living, includes

healthy eating and becoming more active

Employment support, workshops and training

Family support in schools

School transition support for Years 6 and 7

Clubs and Activities; includes Bike Club and Food Co-op

Potential to link with Communities First Programmes in relation to outdoor activities, used to support ‘becoming more active’ and food initiatives supporting ‘healthy eating’.

Employment support workshops and training may have transferability to the rural Vale

Volunteering programmes as routes to employment and skills in our LDS could have transferability to the Communities First Programme.

The Vale of Glamorgan Council also has a recently approved Tackling Poverty Fund programme, focused on Barry, which has potential for linkage and knowledge exchange with the rural Vale e.g. energy champions.

We also note the relevance of Shoreline Management Plans, given the importance of our coastline as a driver for tourism. Our proposed activities will look at their sustainable development and work with environmental issues such as shoreline management to find innovative solutions where required.

Integration with other LAGsWe intend to work with other LAGs where this will contribute valuable experience and knowledge transfer to benefit our priorities and vice versa. We have identified the priorities/activities of our proposed RLDS where we think working with other LAGs can have maximum impact, as part of our co-operation and network strategy; notably in relation to developing the economic potential of natural and historic assets. The Co-operation and Networking section provides more detail on this and

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our intention to actively participate in the Welsh Rural Network, exchanging experience with our colleagues across the Welsh LAGs.

Cost savings and economies of scale can be achieved at a project level through joint working with neighbouring LAGs on areas of synergy such as food, outdoor activities, farm diversification and the Coast.Specific areas for integration will include:

Working with neighbouring LAGs in South East Wales, where there are opportunities for economies of scale, joint activities and knowledge sharing that would benefit all our respective LAG areas; for example tourism packages with reach LAG, Bridgend; local produce with reach and Monmouthshire LAGs

Working with other LAGs in Wales/UK/Europe in a similar way, e.g. a network of Jurassic coast LAGs to jointly capitalise on this natural resource potential

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SECTION 2 – FINANCIAL & COMPLIANCE

Description Explain how the Local Action Group (LAG) intends to meet its financial and compliance based obligations. LAGs need to demonstrate that they have competent financial planning and will comply with all necessary legal and regulatory requirements.

Linked to Part of Section 3.11 of the LDS Guidance June 2014 (remainder to be covered under Section 4 – Management of Operation)

2.1 Management and Administration(2,500 words) 3176

This Section should include the following as a minimum: The Constitution of the LAG Details of the proposed LAG members including the sectors represented

(public, private, third sectors) Terms of Reference for the LAG Details of the Administrative Body Evidence that the working and decision making procedures are clear and

transparent. Show how the operating methods of the LAG are compliant with the Commission’s regulations and guidance (see Annex 4 of the LDS guidance)

Details of compliance procedures and processes demonstrating segregation of duties, reporting systems and capacity to maintain full audit trails for expenditure and indicators.

Details of selection, appraisal and approval processes for projects submitted to the LAG

Details of declaration of and management of conflict of interest

Forming the new Local Action GroupIn the new Programme a single board will oversee the delivery of RDP in the Vale. The general consensus from all was that the new LAG needed to be smaller than the current Partnership and that some people may wear several hats.

Several key questions were asked of local stakeholders:1. What are the pros & cons of keeping to the existing rural wards?2. What are the pros & cons of growing the LAG or merging a joint function with

other areas3. What could a Vale / wider LAG look like?4. Other areas to address in terms of forming a LAG:

Membership Size Gaps in knowledge in relation to themes

It was felt by many that the LAG lacked knowledge in the field of renewable energy.

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Local stakeholders put several names forward. Likewise, arts and key tourism venues were also a notable absence.

An open call was launched on December 4th 2013 inviting expressions of interest from individuals and organisations that wished to be part of the 2014-2020 LAG.Roles and responsibilities were set out below in the form of a Job Description to enable people to make an informed choice.

This open call was publicised on the Vale of Glamorgan Council Website. Existing stakeholders were invited to express an interest along with those suggested to fill knowledge and sector gaps by the current LAG and Partnership. The call closed in

late January. Membership of the LAG is set out in the following table.

Since its formation, the new LAG has been actively engaged with the development of the Local Development Strategy.

• Discussed at Inaugural Meetings• Workshops to develop SWOT analysis• Face-to-face or telephone survey of LAG members• Special meeting to consider the draft LDS

LAG Terms of Reference and ConstitutionThe ToR is reproduced in full below. It includes procedures for conflicts of interest and decision making.

Terms of Reference and Constitution for the Vale of Glamorgan LAG 2014-2020

1. DefinitionsThe Vale of Glamorgan Local Action Group (2014-2020) shall hereinafter be referred

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LAG Membership Vale of Glamorgan LAG members - 2014PrivateMs Rachel Saunders Farmer’s Union of WalesMr Norman Jenkins Vale of Glamorgan Farmers Market / Local BusinessmanMrs Eira Edwards NFU CymruMrs Annette Gee Task Force Paintball (Vice Chair)Mr Steve Mason WaitroseMrs Polly Davies Slade Farm OrganicsMr John Homfray Penllyn Farm Estate

Mrs Rebecca Exley Vale Women’s Business Network

PublicCllr Lis Burnett Member,Regeneration, Innovation, Planning & TransportMs Rachel Harding Natural Resources WalesMr Peter Cole Capital Region TourismMr Bob Guy Vale of Glamorgan CouncilMrs Claire Evans Vale of Glamorgan CouncilMrs Gwen Baty Cowbridge Town CouncilMsMrs

TinaRuth

SimmonsQuinn

Vale of Glamorgan CouncilLlantwit Major Town Council

VoluntaryMr Derek Osborn Chair, Cynnal CymruMrs Mandy Davies Vale Marketing Group (Vice Chair)Mrs Rachel Connor Vale Centre for Voluntary Services (Chair)Mrs Natalie Sargent Vale Volunteer BureauMr John Davies Cowbridge Food & Drink FestivalMrs Karen Davies St Donats Arts Centre

to as “The LAG”.

1. Mission Statement / LAG AimThe LAG’s mission will be to play a leading role, using the LEADER approach in the development of sustainable communities within the Rural Vale where people can live & work.

To realise the above, we will seek to lead the development of communities within which:2. All sections of the community are involved in community regeneration

activities3. People can identify the challenges that their community & sectors face4. People are actively involved in the development and implementation of

projects that address the challenges that their community faces5. People have access to all the services that a modern and vibrant community

requires6. People, and especially young people, can realise their ambitions and be

successful within their local community7. The Rural Vale derives the maximum – sustainable – benefit from local

resources, including physical resources (e.g. the coastline) and human resources

3. Objectives and Responsibilities3.1 To oversee the delivery of LEADER in the Vale of Glamorgan and to secure

funding for regeneration in the rural Vale of Glamorgan. The LAG will deliver programmes of regeneration under The Rural Development Plan for Wales, whilst aligning to other funding streams and programmes

3.2 The LAG will be responsible for overseeing the commissioning of new projects in line with Welsh Government requirements.

3.3 The LAG will be responsible for the evaluation of the 2014-2020 Leader Programme.

3.4 The LAG will ensure the delivery of projects in line with the Vale of Glamorgan Local Development Strategy (2014 -2020)

3.5 The LAG will evolve to meet the changing needs of the Vale of Glamorgan and review the Local Development Strategy (2014-2020) on an annual basis.

4. Mode of Operation4.1 All decisions made by The LAG should be reached on a consensus basis. In

the unfortunate situation where a consensus cannot be reached, members will vote with a simple majority required. In the event of a tie, the Chair will have the casting vote. All decisions made by The LAG shall not be binding upon individuals, allowing organisations to retain their statutory responsibilities and independence of action.

4.2 Decisions to award project funding from key funds shall be taken by the LAG.4.3 Decisions relating to LAG & Partnership project development funding shall be

taken by the Lag or Partnership. Selection of projects must be consistent with the objectives of the LDS, undertaken in a non-discriminatory and transparent manner avoiding conflict of interest. Records of decisions and declarations of interest will be taken at every meeting in the form of minutes.

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5. Membership of the LAG5.1 Membership of the LAG has been agreed by the LAG using 4.1.

I. The LAG shall seek to be gender balanced and will have reasonably balanced representation from the Public and Statutory Sector, Private Sector and other Social Partners, Voluntary and Community Sectors. The LAG will be made up of members aligned to the Local Development Strategy themes. Membership of the LAG shall never exceed 49% public sector and decisions made at meetings shall never exceed 49% public sector.

II. Alternate members of the LAG may be put forward by member organisations. These members will have full voting rights.

III. The LAG can agree to invite individuals to assist it in its work. Where such individuals attend meetings they have observer status only and may only contribute to discussions at the invitation of the Chair, or with the prior assent of the Chair.

IV. In the event of a member resigning or otherwise leaving a member organisation, he or she shall cease to be a representative thereof and the member organisation may nominate a new member for agreement by the LAG

V. The full member and alternate shall be nominated by, and will be accountable to the representative organisation

.5.2 Membership of The Partnership and LAG shall cease upon:-

(i) The dissolution or winding up of any organisation which is represented on the board;(ii) Written resignation from an individual member or the organisation

which the member represents;(iii) A formal decision of the LAG.

5.3 The LAG shall have power to terminate the membership of any individual or organisation for any reason provided that the individual or organisation concerned shall have the right to be heard by a full meeting of The Rural Partnership before a final decision is made.

5.4 Members on LAG will represent their respective organisations/sectors and will be responsible for communication to those sectors/organisations as appropriate.

5.5 Membership will be reviewed annually at the AG5.6 Members that are not present for three or more consecutive meetings shall be

removed from the LAG.5.7 Expenses relating to membership of The Partnership and LAG shall be

reimbursed by the Lead Body, in line with HMRC guidance.

6. Policy, Management and Meetings6.1 The policy and general management of the affairs of the LAG shall be

determined by the LAG which shall meet no less than four times each year.6.2 Sub thematic panels or working groups may meet at any point during the year

depending on the workload of the LAG.6.3 One Chair and 2 Vice Chairs of the LAG shall be elected at the start of the

programme, for a maximum tenure of 3 years. The Chair will be eligible for

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annual re-election at the AGM during this period.6.4 A Vice-Chair shall also be elected annually. The Vice- Chair will be eligible for

re-election.6.5 The Chair and the Vice-Chairs shall each normally come from different

sectors, but this is not essential and is a matter for Lag consideration and final decision.

6.7 The LAG may appoint subsidiary groups and shall agree their terms of reference and composition where appropriate. These subsidiary groups may manage different parts of the action plan / programmes as required. All acts and proceedings of such subsidiary groups shall be reported back to the LAG. Subsidiary groups may be granted delegated decision making powers but all acts and proceedings of any groups shall be reported back to the LAG.

6.8 A quorum of the LAG shall be one-third of the members acting as members.6.9 In the absence of the Chair or Vice-Chair at any meeting of the LAG and

providing the meeting is quorate, the members present may elect a Chairman for that meeting.

6.10 Notice of at least 10 working days shall normally be given of a LAG meeting. Exceptionally this notice may be shorter.

6.11 The agenda and relevant accompanying papers will be normally circulated 7 working days before any meeting. Exceptionally circulation may be made in a shorter timescale.

6.12 No decision can be taken by the LAG, which compromises the legal/statutory responsibilities of the Vale of Glamorgan Council, or brings the Council in any way into disrepute.

6.13 Minutes shall be taken of each LAG meeting and will be circulated within 15 working days, after agreement of the Chairman or Vice-Chairman as appropriate.

7. Emergency Powers7.1 The Chair (or Vice) of the LAG, in consultation with two other members of that

body, may exercise any powers of that body where timescales do not allow a meeting to take place. Any exercise of this emergency power is to be recorded comprehensively in writing and reported to the next meeting of that body. Emergency powers will not relate to the awarding of grants, but may be applied to significant changes within approved projects.

8. Declarations of Interest8.1 Members of LAG with any interest in project development or who would

benefit financially or otherwise from a project or any matter being considered by the LAG, should declare any interest that they may have in a particular agenda item before discussion begins. This declaration will be noted in the minutes.

8.2 A member must make the disclosure of an interest, whether direct or indirect, at the meeting as soon as practicable after its commencement: in practice this is preferably at the commencement of the relevant agenda item of business. The member must disclose the interest orally or in writing, and this will be documented.

8.3 A direct interest is not defined in absolute terms. A direct interest is one where a member or alternate has been directly involved in the design,

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development or subsequent implementation, or who has had/will have any pecuniary interest in the outcome of the project or matter in question. A member with direct supervisory or line management responsibility over an employee who has such an aforementioned involvement is also considered to have a direct interest.

8.4 An indirect interest is one where a member or alternate is an employee or member of an organisation, company or other body, which has a direct interest, or would in some other way indirectly benefit from the outcome of the matter under consideration. (Membership of a company would include owning shares in the company).

8.5 Any member or alternate with a Direct or Indirect Interest will normally be required to leave the room prior to the discussion on the relevant matter.

8.6 At the discretion of the Chair, a member or alternate may be allowed to remain present to clarify issues/facts that are general to the wider discussion and are not project specific.

8.7 The above rules are applied to all meetings of the LAG and any sub groups of the LAG. Observance of these rules is the Member’s responsibility. Members are reminded that their role in all meetings is to act in the best overall interests of the Rural Vale of Glamorgan.

9. Annual and Special Meetings9.1 An Annual General Meeting of The LAG shall be held each year or within 15

months of the preceding Annual General Meeting.9.2 LAG members will receive a minimum written notice of 21 days of an Annual

General Meeting. The notice will give details of the time, date and venue of the meeting.

9.3 A Special ALG Meeting can be called by the Chair or can be requisitioned by way of a written notice signed by at least five Partnership members and forwarded to the LAG. Notice of a Special Meeting will be sent to members at least 7 days prior to the meeting.

9.4 The Annual General Meeting will be held to report on activity, plans and results and with the aim to underline community involvement and provide valuable two way feedback.

10. Secretariat10.1 Staff Employed by the Vale of Glamorgan Council on behalf of the LAG will

provide the secretariat service.11. Assets11.1 All assets of the LAG are held in the legal ownership of the Vale of

Glamorgan Council on behalf of the LAG. On dissolution of the LAG, the LAG shall decide on the transfer or dispose of any such assets, which must be in accordance with;i) The overall aims and objectives of the LDS as set out in the Local

Development Strategy.ii) Any requirements of bodies which have provided grant assistance in

accordance with the conditions attached to such assistance.iii) The legal obligations of the Vale of Glamorgan Council, and its

Financial Regulations at such a time.

12. Alterations to the Terms of Reference

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12.1 The Terms of Reference and constitution may be amended by a two-thirds majority of the votes cast at a meeting of LAG, but no amendment is valid if it would make a fundamental change to the objectives and responsibilities of the LAG.

Administrative BodyThe Vale of Glamorgan Council, a Public Body and LAG partner, has been selected by the LAG as its administrative body. It will be responsible for the LAG administration and animation at up to 25% of the total EAFRD and WG budget, currently calculated at 5% of the programme. Should this increase to 6% then this amount will also increase accordingly because some costs are being met from outside the programme. The Council, in its role as project sponsor will ensure that LEADER funding is targeted at project activity and will always seek to lever in additional funds over and above the 20% minimum required under the regulations.

The administrative body is also responsible for the delivery of the 75% LEADER animation project, made up of a core of LEADER Staff working to the LAG to commission and deliver projects.

The Vale of Glamorgan Council will be to be responsible for the delivery of the programme on behalf of the LAG and its successful conclusion, and will undertake to ensure that financial propriety and compliance is observed in its management and administration of the programme.

The Vale of Glamorgan Council has, through Creative Rural Communities, embraced the 7 key principles of LEADER. Its role in the 2014-2020 programme will be to reinforce these as part of the project development process with the LAG.

The Council has excellent compliance procedures in place via the role of monitoring officer. Current systems will be carried over into the new programme relating to segregation of duties, reporting systems and the capacity to maintain full audit trails for expenditure and indicators. Several audit bodies have commended the Council on its current RDP systems. A control plan showing segregation of duties will be in place in line with regulations.LAG appraisal processThe LAG has been developing the LEADER project for the Vale since early 2014 through looking at themes and possible eligible actions. The LAG will be responsible for preparing and publishing calls for proposals for involvement in projects. Since no grants can be issued by the LAG through this programme to individual businesses, applications for support will not be received as they would have done with a grant scheme. Instead, projects will take the form of those which are commissioned by the LAG via a tender process or delivered by the core Leader team.

The LAG will operate in a fair, open and transparent way in its application of selection criteria. It must be noted that projects will come from the LAG itself. The administrative body will support the LAG in this process. The LAG has set out its

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hierarchy of objectives in the LDS emphasising likely splits of budgets per theme.LAG meet to discuss how to delivery themes that meet the priorities identified in the LDS.

The LAG will operate a process of checks when appraising and developing projects.

Outline thematic delivery ideas will be developed by the LAG and open calls for pilot sponsors may then be carried out by the administrative body on behalf of the LAG. Projects will first and foremost be developed by the LAG. It will commission and appraise Leader activities for the Vale.

In the first instance pilot project ideas may be developed by the delivery team or by LAG members. E.g. A project to develop community energy projects may be put together and expressions of interest from communities for participation will be received for appraisal using the selection criteria below. Forms will be designed in a way as to capture this information as part of the expression of interest.

In both examples the LAG will utilise its delivery team to carry out initial checks to ensure the following:

- Does the project contribute to the overall achievement of the LDS?- Does the project complement, displace or duplicate any other activity?- Does the project fit with the LEADER approach?- Is there evidence of need to support the project?- Does the project align with activities set out within the logic framework?- Will the project achieve the targets set out within the LDS- Does the project offer value for money? (procured projects will be scored

in line with the administrative body procurement procedures)- Is the project viable and sustainable?- Procurement checks.-

A scoring matrix will be put in place but it should also be noted that the LAG is not issuing grants and is not just awaiting expressions of interest from communities and businesses. It has been formed to develop its own ideas using the LEADER approach and must do so if the LEADER approach is to be truly embraced.

The LAG will actively seek involvement from wider stakeholders through sub groups and working groups of the LAG that may be formed around specific themes.

The LAG may also need to seek out new areas of work in line with the LDS and If project ideas are needed then open calls for such ideas will take place.

A report outlining all of the above areas will be presented to the LAG in each case in order to enable the LAG to make a decision on a project.

The LAG will also use this checklist when appraising project ideas that come from within the LAG or from the animation and implementation teams.

The question of sustainability has been a key one within the existing programme in

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that some projects were approved and funded without due consideration being given to who might mainstream and initiative or carry it on in some form. This will be critical to the decision making process. Pilots supported should at least have the possibility of becoming sustainable.

Leader staff assess that an open call may need to be developed to meet aims of LDSLeader staff help to develop projects by research and development of ideas

This LDS sets out the delivery model for the 75% project and the possible actions delivered under each Welsh Government theme of LEADER. Selection will be based on priorities as set out by the LAG at the time.

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SECTION 3 - DELIVERY

Description Explain how the Local Action Group (LAG) aims to transfer its stated objectives into delivery on the ground. The LAG should have a clear plan that links the result, the outputs that deliver the result, what activities will take place to deliver the outputs, how and when those activities will take place, and who will be responsible for delivering them.

Linked to Sections 3.4 (including intervention logic table), 3.8, 3.9, 3.10 and 3.12 of the LDS Guidance June 2014

3.1 Description of the strategy and hierarchy of objectives(2,500 words (narrative) plus up to 10 pages A4 in the form of an Intervention Logic Table (template provided) 2074

This Section should include the following as a minimum: A description of how the LAG can improve and develop the area Identified ‘hierarchy of objectives’ Explanation of how earlier activity has influenced the strategy If you have previously implemented LEADER or other relevant programmes

please explain how this experience has influenced the approach

Please also complete the Intervention Logic Table Template provided

IntroductionThe Vale of Glamorgan is a relatively wealthy county, which benefits from its rich coastal landscape and heritage, from its proximity to the capital city and from its skilled workforce.

However, its success masks some challenges, which need to be addressed if its self-evident advantages are to be seized - particularly in the rural parts of the Vale. Although the economic fortunes of the Vale are heavily linked to Cardiff, the rural Vale has not benefitted as much as it could have done from those links. Many of the working population commute to Cardiff and other towns to find employment. There is a danger, as the population ages, that the economy within the rural Vale itself will become less resilient and more limited in its activity. The rural Vale has important and somewhat under-utilised assets, which could help to create more opportunities for jobs and businesses.

Learning from experiencePrevious LEADER Programmes have piloted new business opportunities, have put in place much-needed infrastructure and have promoted the rural Vale in a more coherent way. The Perfect Pitch initiative has encouraged five new campsites to set up using a shared toolkit. Walking trails have been improved and supported with a new set of leaflets and signage. Community events have benefitted from a range of

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shared equipment. Villages have been able to create better facilities, and much more besides. Creative Rural Communities now has models of delivery that not only work, but also make best use of minimal resources.

This Local Development Strategy (LDS) seeks to take those initiatives further, build on the existing LEADER experience of the Creative Rural Communities team and create new opportunities using the intrinsic assets of the area. It is aiming to shift the emphasis from the quality of rural life to the strength and resilience of the local economy.

The previous LEADER programme 2007-2014 has provided a valuable base of experience and projects on the ground. The opportunity now exists with this next programme, to build on what we have and ‘join the dots’ through co-operation, networking and joint action. We can make more of what we have and gain greater economic benefit.

Growing the economy – the LDS aimThe purpose of this strategy is to grow the rural economy in the Vale of Glamorgan - not just for its own sake but to help maintain the natural environment, to support its varied communities and to create vibrant businesses. Creating more wealth and more value to the rural Vale is important because this is how vital services will be protected and improved - thus encouraging more people to live, work and visit the rural Vale. This can be achieved by increasing the number of people coming to the rural Vale, by increasing the amount that they spend, by starting new businesses that create wealth within the community and by improving the physical and social infrastructure.

The hierarchy of prioritiesFour priorities sit under the LDS aim with PR1 as highest and PR4 as lowest. The prioritisation is reflected in the budget. The following sets out the justification/logic chain for their selection.

PR1: Create more economic value from the natural and historic environment.The Strategy aims to create more employment and enterprise opportunities within the Vale and to create economic value from the landscape, heritage and communities around the County. The coast, the history and local activities offer the chance to improve the economy through providing more and better services, such as cafés, shops and accommodation and increasing the spending of visitors.

HAS BUT OPPORTUNITY

Heritage CoastBeachesNumerous castlesAncient churchesLocal productsWalking, cycling and horse-riding trails

Not many people stay overnightThey don’t spend much when visitingThere are not enough services for visitorsToo many things are freeSome facilities are underexploited

To offer better access, signage, quality and marketing of visitor services - in order to create an integrated tourism package that supports more jobs and businesses

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PR2: Maximise the benefit of being part of the Cardiff City RegionThe Strategy aims to build on the existing links with the capital and make much more of being part of the Cardiff city region. The rural Vale needs to be seen as a valuable asset for Cardiff - as a place to work, to grow, to rest, to play and to breathe. Stronger ties can be created with the cultural, educational and sporting institutions in order to bring benefits back into the rural Vale. More could be made of the opportunities provided by Cardiff Airport and the major enterprise zone at Rhoose and St Athan; and the rural Vale can work harder to capitalise on the hundreds of thousands of people living right on its doorstep.

HAS BUT OPPORTUNITY

Excellent transport linksRecreational offersHigh quality housingSkilled workforceEnterprise zone

Large net out-commutingVery high house pricesLow paid jobs in tourism and agricultureNot making strong institutional links

To create more economic ties and benefits from the city region - attracting jobs, facilities and visitors into the rural Vale

PR3: Encourage business and social enterprises to provide local services.The Strategy aims to support new and growing small businesses and social enterprises. Local businesses could benefit from collaborating to become more efficient and profitable. There are some excellent examples of community initiatives with the County but much more could be done to encourage and support social enterprise, community action and community owned assets. This would offer more control to local people and help make some services more resilient and financially sustainable.

HAS BUT OPPORTUNITY

A strong community sectorSome services supported by volunteersDeveloping opportunities for providing servicesAn enterprising culture

Limited experience of community enterpriseLack of community assetsMany services are provided by the councilOver reliance on grantsPublic funding under increasing pressure

To encourage local businesses and social enterprises to provide local services - involving communities and building local skills

PR4: Improve digital usage within businesses and communitiesThe Strategy aims to make better use of modern, fast digital infrastructure. There still needs to be improvement in the provision of superfast broadband and 3G/4G mobile technology in some very rural communities. However, the more important issue is to get more companies using digital technologies to improve the efficiency and effectiveness of their business - whether enabling better collaboration, extending

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their marketing or tracking their customers.

HAS BUT OPPORTUNITY

Retail businessesAccommodation providersFood outletsFarmers and growersArt venuesVisitor attractions

They don’t work together very effectivelyToo few make full use of digital mediaMany are consequently less productiveInnovative digital marketing is underusedSome rural areas still ‘not-spots’

To build on existing digital infrastructure and offer training and support - ensuring that business make the most of the opportunities and become more profitable

Preparing the groundThe LDS will show how new activity in the rural Vale can benefit from learning about good practice elsewhere; can show the importance of collaboration within the Vale and outside; can pilot new schemes that may become mainstream if successful and can demonstrate the value of real community involvement.

Most importantly, this LDS will seek to give businesses the skills and knowledge to identify new opportunities and exploit them. The Vale of Glamorgan LAG will help businesses and community enterprises demonstrate that they are ready to access commercial loans or mainstream support from the Welsh Government and other sources. LEADER funding will be used to support proof of concept and pre-commercial activities - leading to schemes being put in place by businesses themselves and using other programmes to support delivery.

LDS Aim and PrioritiesThe LDS aim and hierarchy of priorities are set out in the following table.

Table 1: Core strategy

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Vision Priority Key ObjectivesG

RO

W T

HE

EC

ON

OM

Y O

F TH

E R

UR

AL

VA

LEPR1.Create more economic value from the natural and historic environmentWe’d like to see more visitors stay overnight and spend more when they are here

o To increase the business and employment potential of the coast

o To increase the business and employment potential of heritage assets

o To increase the business and employment potential of outdoor activities

o To increase use of local produce to add value, increase resilience and shorten supply chains

o To develop more business tourism opportunities

PR2.Maximise the benefit of being part of the Cardiff city regionWe’d like to see more jobs located in the Vale and more visitors to the region using all that the Vale has to offer.

o To reduce net outward commutingo To create outposts of Cardiff-based

institutions in the rural Valeo To maximise economic benefit to the rural

Vale from development at Enterprise Zoneso To increase use of Vale produce in Cardiff

outletso To develop links with Cardiff-based

conference hotelso To encourage more Cardiff visitors to use

the Rural Vale for business and pleasurePR3.Encourage local businesses and community enterprises to provide local servicesWe’d like to see some (non-statutory) services being delivered in different ways, possibly by local businesses and communities themselves.

o To identify opportunities for council services which could be delivered by the community

o To vest Council assets with the community to support local initiatives in the Rural Vale

o To investigate a Rural Vale Community Bond, Community Reinvestment Trust or similar innovative funding models.

o To secure community support for more renewables

o To research investment models for community-owned renewable energies and energy efficiency

PR4.Improve digital usage within local businesses and communitiesWe’d like to see more businesses and communities making full use of the internet and social media, and

o To aggregate local demand in order to encourage faster rollout

o To provide digital hubs and public wifi in villages and other ‘not spots’

o To provide up-to-the-minute information for visitors

o To improve digital literacy in local businesses and communities

o To support business growth and the delivery

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networking together. of services using ICT toolsThe Intervention Table, that forms part of this section, demonstrates how the Priorities and Key objectives of this LDS fit within the wider themes of the RDP Programme in Wales for LEADER. It also shows what sort of outputs can be expected and which partner organisations will be involved in delivering projects.

Delivering the strategyThis Local Development Strategy offers the opportunity of delivering an innovative programme across the rural parts of the Vale of Glamorgan. While the LEADER funding will enable a range of activities that will research best practice, test new ideas, trial new schemes and build capacity in the rural communities. As these activities develop from proving concepts towards market implementation, they will be able to draw on further support from other RDP, ERDF, ESF, Welsh Government and Council funding streams – as well as from commercial and charitable sectors.

A key component of successful delivery is the quality of the new LAG and the CRC team that support LEADER in the rural Vale. Their experience, contacts and creativity in supporting and encouraging rural businesses and communities will be built into the heart of this LEADER Programme.

In all aspects of the delivery of this Strategy, there will be an emphasis on creating and growing new enterprises, on new jobs, on training and on developing new skills. These may not be immediate outcomes of the pre-development phase, but will be a clear goal of the projects and activities that grow out of this LEADER Programme.

The Programme will be continually monitored over the six years – ensuring that changes can be made to take account of learning and changing needs.

LDS Performance Indicators

Performance indicators have been submitted as part of the intervention logic table and show what would be achieved if the LAG chose to adopt those proposed actions. These totals have all been included in the delivery programme. The strategy guidance wording for the performance indicators differs to that in the delivery plan. Where it states businesses assisted we may have used the phrase businesses benefitting. Further guidance will be required for Welsh Government in order to provide accurate indicators. These are indicative at this stage.

In relation to the assisting of businesses, the length and type of support here is critical.

We have proposed 10 communities supported at Ward level based on the 10 rural wards. However, if the definition encompasses communities of interest and communities at a smaller geographical level (e.g. Villages) then we will be able to increase these performance indicators.

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3.2 Co-Operation and Networking(1,000 words; up to 500 to be focused on preparatory activities) 1159

This Section should include the following as a minimum: Describe how you will seek to incorporate co-operation and which of the co-

operation stages outlined in the guidance (exchange of experience, transfer of practice or common actions) are envisaged.

If your area, or parts of your area, have not used LEADER funds before please provide information on how you will learn from other LAGs.

Preparatory Activity

The Vale of Glamorgan Council is not requesting any preparatory costs towards the development of this strategy. Instead it has funded any development work via existing revenue budgets in order to maximise the budgets available in the next programme. The Council has undertaken an extensive consultation process which is detailed elsewhere within the strategy.

How Co-operation will be addressedCo-operation is one of the seven principles of LEADER and offers excellent opportunities for us to exchange and learn from experience at four levels: At the transnational level where we see particular opportunities for knowledge

exchange in relation to our top priority – developing the economic potential from our natural and historic assets

At the inter-regional across other nations in the UK where we see opportunities for: knowledge exchange in relation to our highest priority – developing the

economic potential from our natural and historic assets - in particular in relation to Jurassic coastlines which is an underplayed resource for us

knowledge exchange in relation to community led energy and digital initiatives in particular; and community led approaches to rural service delivery more broadly

At the Wales inter-regional level where we see opportunities for: Exchange of experience in relation to tourism activities and Welsh language integration Participation in the Wales Rural Network, which we expect to take a full role in Work across LAG areas in South Wales at a project level to achieve economies of scale and savings. Some areas may choose to lead on a thematic basis. Small scale targeted cooperation projects that may be labour intensive but require very little financial input for a short period of time. E.g. A project to support farmers across a region to share best practice in low cost accommodation and marketing.

At the Vale level where we see opportunities for networking between the rural Vale and our two urban areas of Barry and Penarth

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The following table indicates our current aspirations for networking and co-operation, which we fully recognise will require work during our first year of operation, to identify co-operation partners and establish working relations on which to build successful networking and co-operation activities. Our initial scoping has identified opportunities for networking and co-operation with the table below indicating the potential level of co-operation envisaged and the geographic scope for this.

In preparing this LDS we have researched example of projects elsewhere – through LEADER and other programmes. Our proposals stem from the value of examples we have identified. Our priority for transnational working will be in relation to our highest priority of creating more economic value from the natural and historic environment. Our priority for Common Actions will be in relation to our top two priorities, (our second priority; maximising the benefits of the Cardiff City Region).

Exchange of Experience

Transfer of Experience

Common Actions

PR1.

Create more economic value from the natural and historic environment

(I-W) - shared experience through Welsh Rural Network events

(T, I-UK) – Opportunity for rural Vale to build its Jurassic/Triassic coast profile learning from experience in e.g. Dorset and North Yorkshire; and Asturias (Northern Spain – ‘Coast of Dinosaurs’)(I-W) – Opportunity to network with strongly speaking Welsh LAG area, to learn/build up experience in successful cultural integration of Welsh language as part of our tourism product(T, I-UK) Opportunity to build on exchange of experience with LAGs already well advanced in Local Food and Drink initiatives - to develop supply chains e.g. Cornwall and Devon, Sweden

(I-UK) – Opportunity for rural Vale to explore a joint initiative around two/three centre holidays built on a common natural resource selling point e.g. Dorset and North Yorkshire

(T, I-UK) – Opportunity for development of food and drink supply chains activities including models for their long term sustainable operation

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PR2.

Maximising the benefit of being part of the Cardiff city region

(I-UK) Opportunity to network with another UK LAG area in a city region situation to share experience of capturing the city region benefits. For example the newly forming West of England LAG for the Bristol City region where our existing experience of LEADER could be shared, as well as developing common actions

PR3.

Encourage localbusinesses and communityenterprises to provide localservices

(I-W) shared experience through Welsh Rural Network events

(I-W) shared experience through Welsh Rural Network events

PR4.

Improve digital use within businesses andcommunities

(I-W) – shared experience through Welsh Rural Network events

(I-UK) Opportunity to develop experience (possibly common actions) for digitally enabled community hubs and tools to facilitate community working, participation and access to information and services

Key: T = transnational, I-UK = inter-regional UK, I-Wales = inter-regional Wales, L = local

First Priorities for Networking and Co-operationMore work is needed to refine and develop these opportunities and we look to work with the Wales Rural Network on this. Establishing sound partnerships for networking and co-operation requires an investment of time and effort and needs to engage LAG members and beyond. We have therefore prioritised networking and co-operation on the following in the early years – where we believe networking and co-operation would definitely be beneficial:

Building on the Jurassic/Triassic coast profile as a core part of our tourism offer. Whilst not a World Heritage designated as the Dorset Jurassic Coast is, the rural Vale has similar characteristics and opportunities and could learn from the integrated approach taken in Dorset, as well as work with other similar coastlines (North Yorkshire and Asturias being two). We would aim to start discussions in Year 1.

Developing the potential of food and drink short supply chains and use; we are aware of activities both within the UK and transnationally and know we

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could benefit from knowledge transfer. We also know we need to build a clearer picture to our own work programme in this area first. We therefore envisage a start on this may follow later in Year 1 and into Year 2

Local liaison with the Barry Communities First Cluster/Tackling Poverty programme, in terms of exchange of experience and mutually beneficial pilots addressing poverty and social inclusion issues

Other Actions for Networking and Co-operationWe know that other actions as indicated in the table could also be beneficial and useful to undertake as transnational/inter-regional activities. We may begin a process of contacting possible partners e.g. West of England LAG in Year 1. However we envisage work on further co-operation potential, as shown in the table, will be undertaken more seriously from Year 2 onwards, as our own work programme develops. We intend to participate fully in the Wales Rural Network and hope that issues we have flagged up here for sharing experience can be part of the Network’s events and workshops programme.

Digital CooperationWe will embrace technology as part of our approach to cooperation both to save time and money. Whilst nothing can replace face to face cooperation and networking we believe that networking via skype and online have their place in the next Leader programme. It will certainly reduce the need for travel in many cases.

3.3 Description of Innovation(1,000 words – to be linked to the actions described in Section 3.1 above and referring to the bullet point tick headings in Section 3.9 of the LDS guidance document) 522

This Section should include the following as a minimum: Demonstrate how the LDS will take advantage of the potential to experiment

and innovate.

Our Approach to InnovationThe focus of this LDS is on the economy. By helping to grow and improve the local economy, the viability and resilience of the rural communities in the Vale will be strengthened.

The Strategy has looked at those areas which offer real opportunity for increased competitiveness, productivity and sustainability. In doing so, it is actively seeking to prioritise those areas where LEADER funding can unlock opportunities for business growth and community development – both of which are needed to build a strong and resilient economy.

By building on the best of recent experience in the Vale of Glamorgan and by actively seeking out new and relevant ideas from elsewhere, this programme will

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support businesses and rural communities through the innovation process.

WHAT IF?The Vale of Glamorgan LAG will investigate establishing an Innovation Fund (WHAT IF), which will work across all four Priorities of the strategy. This could enable the LAG to commission pilot projects to test new products and processes; it could enable rural businesses and community organisations to research the potential of new ways of delivering services; and it could enable the LAG to bring in innovation experts to advise businesses on new developments, including working with Higher Education Research Institutes.

Any support through the Innovation Fund would be limited to pre-commercial activities that do not compromise State Aid principles. All learning and experience will be shared within the Vale and across the Welsh LAG network.

IDEAThe LAG will also investigate the feasibility of establishing an Innovation Demonstration and Enterprise Action group (IDEA). IDEA will be an informal grouping of business organisations, community leaders, academics and entrepreneurs whose task is to find potentially transformative ideas - from Wales, the UK and Europe - and bring them to the attention of organisations and businesses in the rural Vale. It will concentrate on four themes: the visitor economy, community services, land-use and climate change adaptation. Ideas will be shared using online newsletters, social media channels and business breakfast road shows.

PLACEA PLACE programme could link post-graduate students with rural businesses and community enterprises within the rural Vale for up to a week. These placements will bring business studies, tourism or community development students to work with local organisations and suggest new and more efficient ways of delivering products and services, or even new service areas altogether. Helping post graduates from universities across South Wales to get real world experience and helping local businesses to benefit from fresh thinking is a smart way to drive innovation and productivity.

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These three innovation programmes could help local businesses discover and adopt new ideas, enhance their effectiveness and so improve the economy of the Vale. This LEADER programme will encourage the most successful pilots and develop ideas to access mainstream funding and support – through existing business support networks, through commercial investment (loan and equity) and through available grant aid.

These three programmes could feed into the system of identifying and selecting projects, and supporting them once they are up and running. In this way, new ideas and good practice can be fed into the whole process as well as individual projects.

3.4 Action Plan

This section is to be provided as a unified document with the Intervention Logic at Section 3.1 above. The ‘Who’ and ‘When’ elements required by the Commission have been added to the Intervention Logic table (can be indicative where exact details are not known). Please also show in the relevant columns where activities are expected to contribute to Cross-Cutting Themes, Welsh Language and supporting the Uplands.

LDS Performance Indicators

Performance indicators have been submitted as part of the intervention logic table and show what would be achieved if the LAG chose to adopt those proposed actions. These totals have all been included in the delivery programme. The strategy guidance wording for the performance indicators differs to that in the delivery plan. Where it states businesses assisted we may have used the phrase businesses benefitting. Further guidance will be required for Welsh Government in order to provide accurate indicators. These are indicative at this stage.

In relation to the assisting of businesses, the length and type of support here is critical.

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WHAT IFIDEA

PLACE

VISITOR ECONOMYPILOTS

RESEARCH

EXPERTS

COMMUNITY SERVICES

LAND USE

CLIMATE ADAPTATION

FRESH THINKING

EFFICIENCY

LEARNING EXCHANGE

MAINSTREAMING

We have proposed 10 communities supported at Ward level based on the 10 rural wards. However, if the definition encompasses communities of interest and communities at a smaller geographical level (e.g. Villages) then we will be able to increase these performance indicators.

3.5 Promotional Activity(1,000 words) 619

This Section should include the following as a minimum: How you will advertise and promote the opportunities / benefits that the

project is offering to target participants and/or sectors; How you will work with identified stakeholders to promote the operation; How you will publicise the results and impact of your operation; How you will disseminate best practice; How you will ensure that full acknowledgement of the funding from the

European Union is clearly displayed including type of media utilised; How you propose to ‘fly the EU flag’ during the week that includes 9 May; How you propose to ensure that participants and/or enterprises are clearly

aware of the funding received from the EU; Confirmation that you will ensure that you liaise with RDP Communications

staff and the Wales Rural Network on any proposed launches/press releases to be arranged/issued in relation to LEADER activities;

Marketing opportunitiesCreative Rural Communities has been running since 2003 and has established networks through which it is able to promote the opportunities and benefits of the LEADER programme in the Vale.

The role of the LAG MemberLAG members are tasked with disseminating project opportunities and outcomes through their own networks and to date this has proven to be very successful. It is clearly set out in the Job Description of a LAG member.

In-house PRThe Council’s PR team will be on hand outside of the project to promote opportunities via the programme and have had regular success in terms of getting press and other media coverage of Axis 4. We will continue to work with the team and external PR companies to not only publicise opportunities, but to disseminate the results and impacts of any operation over the entire programming period. We will promote results of project year on year if needs be, demonstrating the longer-term benefits of LEADER intervention.

Social MediaCreative Rural Communities will continue to make best use of its social media networks such as its Facebook Page and Twitter Feed. These have proven to be

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extremely useful and cost effective ways of communication. A small paid Facebook post can reach thousands of geographically and demographically targeted stakeholders. Likewise, some of our tweets have gone out to hundreds of thousands of people in one day.

Digital InclusionWe will continue to explore new digital methods of communication and stakeholder involvement. This may take the form of webinars, live broadcasts or online tutorials for those who have been unable to access training or advice when it has been offered. With digital inclusion at the heart of the LDS this will inevitably be a focus for us.

Existing networksMany of the stakeholders that could be worked with have already been identified in the intervention logic or already sit on the LAG. The Vale of Glamorgan benefits from being a small County in terms of landmass, making it easier to bring stakeholders together regularly, and at short notice.

The Toolkit ApproachMany of our successful projects have received so many queries that we have produced toolkits as part of their evaluation. We will continue to do this in the next programme, promoting their availability online.

Wales Rural NetworkWe will work with the Wales Rural Network to share this best (and worst) practice via its networks. In the current programme LAGs in Wales have not made best use of the network and have often been too inward looking, afraid to share what hasn’t worked as well as what has. We hope that the indicative allocation approach will help to foster a new attitude. We hope to work with UK LEADER networks to identify areas of cooperation and collaboration across the UK and beyond. We will ensure that we liaise with RDP Communications staff and the Wales Rural Network on any proposed launches/press releases to be arranged/issued in relation to LEADER activities.

Acknowledgement of fundingCreative Rural Communities always acknowledges Leader and other EU funding and will continue to do so. Every project has received a plaque regardless of funding levels and every piece of marketing must be approved prior to print by the Monitoring officer to ensure compliance with regs. All materials and websites will recognise LEADER and WG support.

Fly the EU FlagCreative Rural Communities will undertake heightened promotion during the week of May 9th. This has taken place in the past, often hosting visits from other LAGs and pooling resources to carry out joint dissemination in regional media. Participants in

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all projects will be made clearly aware of EU support via funding agreements and beneficiary forms when they participate in LEADER activity.

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SECTION 4 – MANAGEMENT OF OPERATION

Description Explain how the Local Action Group and its elected Administrative Body has the capacity and resources necessary to successfully deliver on the planned results, output indicators and activities.

Linked to Part of Section 3.11 of the LDS Guidance June 2014 (remainder to be covered under Section 2 – Financial & Compliance)

4.1 Management and Administration(2,500 words) 1535

This Section should include the following as a minimum:

Evidence of an effort to collaborate with other LAG areas to produce the most cost effective management and administrative structure for the area

A description of the management and monitoring arrangements of the strategy demonstrating the capacity of the LAG to implement the strategy

Details of the number of staff anticipated to run and animate the LDS and structure of the animation/running cost functions

Evidence of skills and training plans for staff of the Administrative Body

Potential for Collaboration with other LAG areasMeetings were held at a regional level (South East), between neighbouring and similar authorities including Bridgend, to investigate the possibility of joint running costs and even joint LAGs. A joint LAG with Monmouthshire may have made sense if it were not for administration and logistical issues presented by the locations of both authorities. Several meeting were held with a view to discussing joint running costs.

Unless all staff are employed by one administrative body then savings would be minimal or non-existent. This is due to the fact that one authority would effectively have to police the other authority on behalf of Welsh Government. A massive resource issue, which would result in difficulties during this programme. This would also effectively add another layer of administration to the process, something the Welsh Government is seeking to avoid. A reduction in the number of claims going to Welsh Government, could not alone justify a joint running costs model with so many inherent difficulties. It is also unfair to expect one Local Authority partner to police another on behalf of the Government. The Authority could not be expected to take on the risk of doing this, especially where third parties are involved at the other end that they have no control over. Reducing the number of claims to Welsh Government is not a good enough reason to enter into joint running costs models at the expense of quality projects.

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It is clear that savings can only be achieved if on body is chosen to employ all LAG admin and animation staff, along with project animation staff. This would result in a single claim going to Welsh Government. This works well in areas where existing models via enterprise agencies exist, such as Cadwyn Clwyd. The option of joint running costs works well for those authorities that are either new and or very small, therefore cannot justify a LAG or admin body. Unfortunately the Vale is not a neighbour to such areas and should not be penalised for being in this position.

It also makes sense for areas that are likely to form single Authorities during the lifetime of the programme. The Williams Report has undoubtedly informed thinking on joint running costs models. For the Vale to partner with one Authority, but merge with another during the programme would make little sense due to the potential administrative upheaval. Had we been merging with another rural authority then thinking on this matter would have differed.

For all these reasons the Vale of Glamorgan LAG has elected to select the Vale of Glamorgan Council as its single administrative body. The LAG expressed a clear desire at an early stage to not merge with another LAG due to the different demographics and economic priorities and opportunities across neighbouring authorities. The Vale of Glamorgan, with a population of over 50,000 is justified in operating as a single LAG and single administrative body.

Meaningful cost savings can be achieved at a project level.Instead, discussions have been held with Bridgend with a view to achieving cost savings and economies of scale at a project level. There are synergies with both Counties in the areas of food, coast and outdoor activities. We envisage joint projects on these themes whereby an officer can work across two counties or on a very specific piece of work, meaning that one project could go ahead potentially instead of two. Likewise, we hope to achieve greater cooperation with Cardiff and should not be limited by our rural borders if projects accrue the benefit in the rural Vale.

On a regional level projects could be identified thematically and resources pooled to complete one intervention. We have established regional economic working groups such as the RDP task and Finish group beneath SEWDERB. This is likely to act as a vehicle for such projects.

The LEADER approach in the Vale.Much of the current Welsh Government consultation documents and guidance talk of the need to bring Leader back to its roots. The Vale LAG supports this approach fully. LEADER was not fully embraced in the Vale until Business Plan 2 when a clear model for success was identified for piloting new initiatives. This involved working with stakeholders around clearly identified needs and opportunities to develop new ideas and pilots, disseminating their findings. Perfect Pitch was a prime example of this. Creative Rural Communities (CRC) now has models of delivery that not only

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work, but also that make best use of minimal resources.LAG involvement in strategy delivery.The LAG will be fully involved in the delivery of the strategy. The Vale has been blessed with an excellent and engaged LAG and Partnership in the 2007-2013 programme. This new LAG is no different and will steer the direction of the Strategy with great interest and active involvement. Projects are often structured to actively involve LAG members in T&F or sub groups. The added bonus of the intervention logic in the new programme will mean that the LDS is more of a living document. Those tables will be reviewed at every one of the 4 LAG meetings per annum.

Budgets will be closely monitored, as they have been during the current programme. The LAG constitution and terms of reference shows how flexibility is part of the operation of the LAG, with meetings convened as an when needed and sub groups formed to tackle specific issues and projects.

Staffing StructureCRC will continue to provide the staffing for LEADER as it has in the current programme, thus ensuring continuity of experience and knowledge. A minimum level of staffing is required in order to achieve both compliance and effective administration of the LAG.

We propose that the 25% running costs and animation be formed of 3 x staff: A full time (27.75 Hours put towards LEADER at 5%) Principal Rural

Regeneration Officer split between admin and animation of LAG A part time (18.75 Hours put towards LEADER at 5%) Monitoring Officer (Rural

Regeneration) – administration of LAG A part time (18.75 Hours put towards LEADER at 5%) Administrative Assistant Should 6% be approved by the Commission then these hours would need to

increase accordingly.

Within the 75% project implementation costs we envisage a staffing structure of: A full time (37 Hours) Assistant Regeneration Officer 3 x FTE (37 Hours) Senior Rural Regeneration Officers.

Staffing Structure Chart

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A staffing restructure is currently underway within CRC and will be completed by the end of 2014. Overall proposed staffing budgets will remain within those submitted but structures may change slightly from those proposed within this LDS.

This team is currently undergoing a restructure to reduce both the admin/running costs function and the project function considerably. The restructuring process is currently in formal consultation and therefore the structure could still be amended. This structure recognises the labour intensive nature of LEADER. It involves a great deal of hand-holding in order to succeed. This has been evident within the current Business Plan.

The knowledge base of the CRC team is crucial to the success of LEADER 2014-2020. Posts have been included with the broad job descriptions, allowing for a greater degree of flexibility during the programme. This has also been proven to be invaluable in the current round of funding - with staff having to jump from food, to tourism to farm diversification as and when demand dictates. Knowledge of LEADER and its principles is embedded within the team and we hope to further develop this via cooperation and networking. In terms of the administrative function, all staff listed above have an in depth working knowledge of EARFD regs and compliance.

Creative Rural Communities has always sought to maximise project budgets where possible. The reduced structure for Management and Admin reflects both the reduced budget, but is also the minimum needed for ensuring compliance, minimising risk and ensuring the animation of the LAG.

The team of project officers under the 75% project will assist businesses and communities alike to access RCDF and other funding sources as part of their capacity building role. They will also facilitate pilot projects, networks and training.

A control plan is in place for the current programme and will be adapted for the new structures for (2014-2020)

Skills development and training for LAG staff and board membersTraining budgets will be available to all Animation/Admin running costs staff along

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Principal RuralRegeneration Officer

37 hours

Rural Regeneration Assistant37 hours

Equivalent of 3 x FTESenior Rural

Regeneration OfficerPossible mix of FT and PT

Monitoring Officer Rural Regeneration

25 hours

Administrative Assistant

25 hours

with animation project staff. Training plans are identified on an annual basis as part of staff PDRS reviews. As with the current programme, regular skills audits will take place of the LAG, along with regular surveys. These will help the LAG animation team identify both training for LAG members and staff. The LAG skill base in the Vale is high and they have traditionally not requested much training. We have forecasted budgets based on previous delivery. LAG members know that they can request training at any point and this will be reiterated throughout the programme. The need for training may also arise from new themes within the LAG. Training may also take several forms ranging from informal training to visits and presentations at board meetings. Time is often precious for LAG members so they often prefer to have training carried out in this way.

SECTION 5 – VALUE FOR MONEY

Description Explain how the proposed actions and expenditure outlined in the Local Development Strategy represent the best use of EU funds. Explain how the costs included are reasonable, such as the cost and number of staff required to deliver the proposed activities.

Linked to Section 3.4 and 4.0 of the LDS Guidance June 2014Details of Section 3.4 have already been provided in Section 3 of this template (Intervention Logic)

5.1 Financial Delivery Profiles

Please complete the delivery profile templates provided.

Please note that you are asked to provide annual profiles at this stage in the process. You will be asked to input detailed quarterly profiles into PPIMS at a later date.

We have chosen to base costs on previous expenditure for overheads etc but would like to consider simplified costs if this option was preferable to Welsh Government and suitable for the Vale of Glamorgan. Costs have been based on previous expenditure and evidence has been provided to support this.

Please note that the spend profiles submitted reflect estimated expenditure on a calendar basis, and not when funding will be claimed. We have assumed that this detailed profiling will be required at a later date as indicated above.

Running Costs and Animation Costs should not exceed 25% of the total RDP funds (minus preparatory costs)

Running Costs, Animation Costs and Preparatory Costs can be 100% funded through the RDP

The LEADER implementation costs must include a minimum of 20% match funding

Capital expenditure should not exceed 5% of overall implementation

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expenditure Sources of match funding should be identified, including the type (i.e. cash or

in-kind) Please state if you are likely to opt for simplified costs (further guidance will

be issued as soon as available) If a LAG does not propose to combine costs with other LAGs a robust

justification is required Full rationales (including explanation of assumptions) must be provided for all

costs in order demonstrate reasonableness of costs 10% flexibility will be allowed at Cost Heading ‘Category’ level not ‘Sub

Category’ (see delivery profile template for further detail)

SECTION 6 – INDICATORS & OUTCOMES

Description Explain how the Local Action Group intends to deliver the result and output indicators identified and all associated targets.

Linked to Section 4.1 of the LDS Guidance June 2014

6.1 Monitoring and Results

This Section should include the following as a minimum: A detailed narrative of the expected outputs, results and impacts that will

derive from the proposed operations.

Please also complete the Performance Indicator table provided (within the delivery profile template) and the intervention logic table at Section 3.1.

Approach to MonitoringOur approach to monitoring is set out below:

CRC LEADER processes will collect quantitative and qualitative information from all projects/interventions on a regular basis – on inputs, activities, outputs and outcomes: As part of our administrative and management procedures will be provide guidance on

o Who is responsible for collecting and checking the information from projects/interventions

o When it is required (so the pattern of reporting from projects to the LAG fits with the timescales of reporting to WG)

o What information is required from projects/interventions; to be most effective regular monitoring information should include qualitative information as well as quantitative

o How it is reported – the reporting forms to be used, any definitions used

CRC will seek to make full use of M&E from the project/intervention level:o Have a process to ensure M&E feedback is checked for quality and

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usefulness; discussing this with project managers where neededo Put in place an effective project management recording systemo Ensure M&E information is regularly discussed and reviewed within

CRC and with the LAG (as well as reported to WG as required)o Ensure Annual reports take the opportunity to reflect on progress

towards aims and objectives, building from the M&E feedback, discussed as part of LAG responsibilities in order to learn from this for shaping activities and processes in the next year

Further discussion on monitoring and evaluation processes and approaches is set out in Q6.2 below.

Expected Outputs, Impacts and ResultsIn the absence of the full details on monitoring requirements and guidance and in line with the June LEADER Guidance, we have focused on scoping potential contribution of activities to the indicators for LEADER and currently set out as:

Outputs:· Total amount of investment· Number of Operations· Focus Area(s) addressed (using the list as in Annex 5 of June

LEADER Guidance and where we anticipate those for RDP Priorities 1,3 and 6 are most likely to be appropriate to the activities of our LDS)

Results· Businesses benefitting· Communities benefitting· Holdings benefitting

Results/Impacts· Jobs created

The intervention table has given an indication of outputs and results that we consider could be achieved through the activities we propose. However there are two important considerations which mean that these cannot be read as absolute figures and should not be added up as a single cumulative figure:

Given the nature of LEADER as innovative and experimental and that activities funded will include feasibility and testing work, some activities will have minimal quantifiable outputs or results. Their quantifiable outputs may be very indirect and only arise from subsequent activity after the LEADER funding. We want to ensure that monitoring and evaluation includes the scope to report on this, albeit that this may not be in hard figures

The LAG will be developing activities in line with the LDS but until activities are scoped and progressed, exactly what outputs and results they may deliver is difficult to accurately state and may not all come to fruition. For this reason, figures in the Intervention Table are indicative and should not be seen as cumulative.

That being said, the aim of the LDS is to grow the economy of the Rural Vale so measuring economic actual and potential benefits will be important. We would expect all projects to have in place proposals for qualitative assessment of this as

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well as a quantitative measure of progress/achievement.

We will also monitor cross cutting theme and co-operation/networking activities. In principle the approach to monitoring is no different in that indicators for these and qualitative review will be a core part of regular reporting at quarterly/six monthly periods. We will collect the diversity data for equality and contribute to the developing indicators for the cross cutting theme (which have yet to be confirmed).

Our intention is to seek monitoring information on a quarterly basis from all projects in their first year and, depending on scope of project, complexity and level of innovation, at quarterly or six monthly intervals thereafter. This would be reported to the LAG at their regular meetings. We can provide quarterly or six monthly monitoring reports to Welsh Government as required.

6.2 Evaluation Plan 1147This Section should include the following as a minimum:

Please specify your proposals for evaluating performance against the LDS Provide details of the methodology you propose to use to evaluate the

benefits of the LEADER activity Details of baseline data Provide an explanation and justification of the chosen evaluation methods

both during the life of the operations or activity (formative) and at the end of the operations or activity (summative)

A sound framework for monitoring and evaluation (M&E) is essential for any programme. As monitoring and evaluation are part of the same process, this subsection also addressing monitoring processes/arrangements, complementing the narrative in Section 6.1 above and information in the Intervention Logic Table:

Monitoring is vital to provide a regular updated snapshot of progress with activities, outputs and administrative/management processes

Evaluation provides the critical feedback on effectiveness (how well the programme is performing against objectives), efficiency (outputs relative to inputs) and impact (changes resulting from intervention and consequent impact of these)

Beyond the three core purposes there are other important aspects to evaluation: Planning; ensuring that there is a justification for the programme Accountability; demonstrating how far a programme has achieved its

objectives and how well it uses its resources Implementation; improving the performance of programmes and the

effectiveness of how they are delivered and managed Institutional strengthening; improving and developing capacity among

programme participants and their networks and institutions

Our M&E framework builds on the logic chain of our LDS and is set out in the diagram below.

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PRIORITIESINPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACTS

Financial and Human Resources including LAG resources

LDS activities for our four priorities

Outputs including financial spend

Effect on the rural Vale economy

End impact for the rural Vale; achieving the LDS aim and objectives

Economic Context and Identified Market FailuresEvaluation will take place at two levels: At the individual intervention level; all interventions will be required to:

o Identify their output and result measures at application stage together with their M&E strategy

o Be assessed on the quality and likely effectiveness of their M&E strategy to provide appropriate feedback

o Complete quarterly monitoring returns showing activity, spend and progress towards outputs/results

o Complete an evaluation (internal or external depending on intervention level and type of activity) at the end of the intervention (and larger interventions may be asked for an interim evaluation, to review progress and confirm continuing forward direction). This evaluation could be very simple e.g. end of project workshop to self evaluate activities, or an internal structured process where evaluation is built into the project throughout e.g. participants keep a diary. It could be undertaken by peers as a local review and learning activity or in some circumstances might be externally commissioned. However the principle that all projects should evaluate their activities is important, particularly given the innovative nature of LEADER and need to disseminate experience

At the LDS level:The LDS is built on a logic chain to ensure a golden thread of logic links strategy and objectives to proposed activities, outputs and potential impactso Processes for individual project application and assessment include M&E as

standard and will be assessed in relation to the logic chain.o Annual LAG reports will review M&E from all project activities and will also

take the opportunity to reflect on progress towards aims and objectives, discussed as part of LAG responsibilities in order to learn from this for shaping activities and processes in the next year

o The LDS will be subject to an external interim evaluation, to review progress towards aims and objectives, progress towards outputs and impacts and making any adjustments to these. The interim evaluation is assessing progress towards outputs and impacts and ultimate achievement of aims and objectives, with a view to adjusting programme activity where necessary to

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maintain progress and deliver the outputs and impacts anticipatedo A final evaluation will take place at the end of the programme period and will

be externally commissioned. The final evaluation is identifying actual achievements, both qualitative and quantitative and, critically, whether the LDS impacts are/will be realised. Evaluation can be a very valuable and productive tool if used well. It should celebrate the successes but also recognise the failures, problems and issues and, across all these, learn and build for other programmes. This is particularly true for this LDS where pilot projects need to learn and develop in order to be taken forward through other funding routes or transferred into different situations.

Some Further Key Considerations for Monitoring and EvaluationBy its very nature – local, innovative, experimental – additionality with LEADER should be very strong. However it will be valuable to ensure that additionality considerations are taken into account when monitoring and evaluating activities so that net impacts are identified. We recognise that assessing the components of additionality can be difficult at the level at which the LDS works. Where possible we would look to consider:

Deadweight: what would have happened anyway Displacement: where activities are simply moved from one place to another Leakage: where benefits happen outside the LEADER area Substitution: where one activity is substituted for another planned one, just to

take advantage of the funding Multipliers: - further local economic activity (jobs, income, expenditure)

resulting from the knock on effects of the intervention

Strategic Added Value (SAV): SAV looks at how a programme has performed in terms of leadership, influencing, leverage, synergy and engagement (including community added value). These are all very important considerations for LEADER and the LDS. Evaluation will therefore include a qualitative assessment of these aspects and outcomes that have happened as a result e.g. mainstreaming of a pilot intervention.

Cross Cutting Themes: The M&E Framework will ensure that the outputs and the impacts of the cross cutting themes are including in M&E at project and programme level. Use of case studies to showcase exemplars of their integration is proposed in the LDS but all projects should be expected to demonstrate how cross cutting themes are taken into account and to monitor/evaluate this.

Details of baseline dataBaseline data about the economic, social and environmental circumstances of the rural Vale have been given in Section 1.1. These give the baseline information from which the LDS strategy has evolved, through our logic chain approach. They provide a baseline of evidence against which changes over the lifetime of this LEADER programme can be viewed. However it would be unrealistic to expect that the activities of LEADER will make any significant quantitative impact on these, given

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the scale at which it will work and the nature of its activities. There will be some quantitative impact but we equally expect it to be a qualitative one, for which baseline data as such is not as appropriate. This is why our approach to evaluation is to ensure all projects reflect on their impacts through an appropriate evaluation mechanism, and provide the information which shows how and what qualitative change has occurred as well as quantitative outputs and impacts. The important baseline here is the logic chain which works from the SWOT into the LDS Strategy and activities and how it has progressed.

We will also use the performance indicators from the current programme as baseline data. Much of this data will be collated in full at the end of 2014 so cannot be inserted into this document.

SECTION 7 – SUITABILITY OF INVESTMENT

Description Explain the need and demand for the Local Action Group and the actions identified in the Local Development Strategy and whether this demand is already being met through existing provision. Explain how the Local Action Group will be able to successfully deliver the proposed activity.


7.1 A description of the community involvement process in the development of the strategy(1,000 words plus a list of consultee groups and organisations) 1003

This Section should include the following as a minimum: Communications Plan showing how the various interests have been

consulted with in preparation of the strategy and how they will continue to be included and kept informed during delivery

Evidence of dialogue with and between local citizens at each of the key stages in the design of the strategy

The Communications ApproachCommunity involvement is at the heart of the LEADER process. It is also a fundamental part of the approach taken by Creative Rural Communities (CRC) in the Vale of Glamorgan. Responsible for rural regeneration in the County and managing the LEADER process, CRC have been engaging with its rural community for years - whether formally through the Local Action Group or informally at events throughout the rural Vale.

As an example, nine community consultation events were held in different rural wards during 2012 and 2013, which led to new ideas and new projects in villages across the rural Vale. Equally, the LAG and CRC have responded to evaluation and feedback on projects and have adjusted past LEADER programmes to take account

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of changing needs.

The Communications PlanA planned programme of consultation has been undertaken for the preparation and development of this LDS which has engaged with:

Current project leads Current and new LAG members Existing project participants Businesses in the rural Vale The wider community in the rural Vale

This has been achieved through a mix of workshops, meetings, consultation discussions and interviews, exhibitions, and surveys, all briefly described below.

The LAG is representative of geographical communities and communities of interest. They have been encouraged to share all consultation materials with their representative stakeholders who have been asked to feed into this process. The general public has been encouraged to feed in via social media, banners on the front page of the Vale Website and at public events. Distribution lists that CRC mail out to were also asked to feed into the process. These are largely made up of stakeholders that LAG members represent. Please see list of LAG members. Due to date protection, we cannot provide email distribution lists of consultees, but we wish to emphasise the extent to which Creative Rural Communities attempted to consult and involve the population of the Vale of Glamorgan in the development of the strategy. This will continue into the Programme with ongoing consultation and feedback on proposed projects via social media and other forms.

All elected County Ward Members were asked to feed into the strategy development, as were all Community Councils. Both were encouraged to engage their constituents in the process.

New Local Action GroupIn preparation for the new LEADER programme, a new Vale of Glamorgan Local Action Group (LAG) has been formed, largely from existing members - with many new members representing public, private and community organisations throughout the rural Vale invited via an open call process. The new LAG has been actively engaged with the development of the Rural Local Development Strategy.• Discussed at Inaugural Meetings• Workshops to develop SWOT analysis• Face-to-face or telephone survey of LAG members• Special meeting to consider the draft LDS

Wider community and business involvementIn order to reach a much wider range of stakeholders, CRC has managed an online survey of over 250 businesses and organisations. This was held during the first two

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weeks of August and has been completed by 38 different people. A link to the online survey was also published on the Vale Council website and promoted on its front page and social media. The outline results are shown below. Further to this, a telephone interviews were held with 12 stakeholders to identify and discuss some issues in more depth.

One of the most popular events in the Vale of Glamorgan calendar is the Vale Show. CRC had a stand at the Show with the core purpose of consulting with the thousands of people who attend. More than 500 people came to the stand and many made comments on the boards and filled in questionnaires relating to the LDS themes and SWOT. Also at the Vale Show, the Vale of Glamorgan Council hosted a Rural Business Breakfast attended by more than 40 local businesses at which destination management was the key theme - a critical part of this LDS.

Further, informal, consultation has taken place throughout the summer - with CRC staff discussing key issues with a range of businesses and representative bodies, such as the FUW, Vale Marketing and VCVS.

Consultation findingsThere were some clear messages emerging both from the online survey and the responses from people at the Vale Show, which have been reflected in this Local Development Strategy.

There was support for all four priorities within this LDS. Of those that expressed an opinion, most favoured PR1, 3 and 4 - considering them quite or very important. Although fewer respondents in the business survey supported Priority 2, we believe that the potential to exploit the very large market within the city region is crucial to the rural Vale and should be explored thoroughly.

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Chart 1: Survey results – views of Priorities

PR1: create more value from the natural and historic environment

PR2: maximise the benefit of being part of the Cardiff city region

PR3: improve digital use within businesses and communities

PR4: encourage local businesses and community enterprises to provide local services

0% 10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Very important Quite important Slightly important Not importantAs most of the LEADER funding is to be used for exploring the potential of new developments and demonstrating their value, respondents were asked what types of activity they would support. Building collaboration and commissioning small experimental schemes both received a strong ‘very important’ response, followed by piloting new ideas and exploring community action. These all feature as key elements of our approach to delivery of our LDS.

Chart 2: Survey results – views of delivery types

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Building collaboration Researching best practice

Study tripsExpert presentations

Learning networksPilotting new ideas

Commission small schemesFeasibility studies

Exploring community actionMapping rural poverty

Links to mainstream

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Very important Fairly important Slightly important Not important

List of Consultee Groups and Organisations

Group/Organisation

Consultation Activities Date

Vale of Glamorgan New LAG

LDS development discussed at inaugural meeting

July 2nd 2014

LAG workshop to develop SWOT analysis

July 18th 2014

One to one LAG telephone interviews on potential LDS priorities and activities

15th – 20th August 2014

LAG special meeting to agree draft LDS 28th August 2014

Businesses, community groups, organisations, general public

Online survey August 2014

General public Vale of Glamorgan Show 13th August 2014

Stakeholder group CRC discussions

LIST groups:

The consultation process has provided very useful insights into the views of stakeholders within the rural Vale, and local businesses in particular. We have analysed these findings - along with the socio-economic data and recent LEADER

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experience within the Vale and elsewhere – to reach our conclusions about strategic priorities and potential actions.

7.2 SWOT Analysis to show development needs and potential of the proposed area(No word limit – table format) 2242 words

Please provide a SWOT analysis in a table format based on the model of the SWOT in the RDP consultation document:

http://wales.gov.uk/consultations/environmentandcountryside/rdp-2014-2020-next-steps-consultation/?lang=en

IntroductionThe SWOT analysis flows from the evidence base and consultation process, drawing out the key points for each of the four parts of the SWOT, where the opportunities lie for LEADER to make a difference for the rural Vale.

Our SWOT analysis is presented in two tables: Table 1 is a simple analysis based on the four headings for the SWOT and

the main points for each as in the model in the RDP consultation document Table 2 then cross tabulates strengths and weaknesses against opportunities

and threats in order to draw out further, how and where the opportunities for the rural Vale are. This makes the critical link between the evidence and how this has helped to shape the proposed priorities and potential activities for our LDS. It is based on the SWOT approach set out in the June LEADER guidance (page 9). We have found this a useful framework for structuring our SWOT to lead into our LDS aim and priorities.

One critical part of our thinking in developing the LDS has been in relation to future drivers of change. There are global changes, which we need to be aware of, which are difficult to factor into a very local evidence base but are vital considerations for a six-year strategy- not least from a sustainable development perspective. They are discussed briefly below (following the tables) and referenced into our SWOT, alongside the evidence from data and consultations

Table 1: Key Strengths, Weaknesses, Opportunities and Threats of the Rural Vale

Strengths Weaknesses Opportunities ThreatsThe Rural Vale has a number of strengths on which to build in the next round of LEADER

There are weaknesses of the Rural Vale which we need to address

There are opportunities which the Rural Vale could capitalise on, to grow its local economy:

There are external local and global factors which could impact on growth in the Rural Vale

High quality and extensive natural environmental

Low tourism profile,

Location within the Cardiff City Region

Impact of climate change

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resources

Array of cultural and heritage features and facilities some with significant recent investment to make them accessible to visitors

Talented well qualified rural resident workforce

A major adjacent growing population centre in Cardiff with easy access into the rural Vale

A wide variety of activities and places to visit packed into a geographic area which is easily accessible

Economic clusters in agriculture / horticulture, tourism and arts/crafts

Low levels of staying visitors and low levels of average visitor spend

Lack of any further/higher education facilities (or connections with facilities) in the rural Vale

Extensive out-commuting to Cardiff

Small pockets of particular deprivation issues in the rural Vale, below the radar

Lack of affordable housing

Limited volunteering opportunities

Poor internal public transport links

Poor broadband and mobile phone coverage

Development of St Athan – Cardiff Enterprise Zone

Presence of Cardiff Airport

Building on investments already made to develop tourism products and supply chains

Raising the profile of local food and drink products

Capitalising on walking and cycling opportunities, and use of the railway line

Proposed Local Government reorganisation

Increasing pressure on local authority finances

Installation of superfast broadband availability not keeping pace with technology

Ageing population, and implications for service provision

Loss of young people due to limited economic opportunities locally and high cost of housing

Constraints of a high quality environment on development

Outward skills migration

Table 2: Delivering opportunities from strengths and weaknesses for the Rural Vale

Strengths WeaknessesOpportunities High quality and extensive

natural environmental resources underpinning an important rural tourism product; including a Jurassic/Triassic age geological coastline and designated Heritage Coast;

Low tourism profile, staying visitor numbers and spend – an opportunity to build more packages to attract staying visitors, and seek more economic benefit from staying and day visitors who do come

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an opportunity to make the most of the geological as well as landscape resource

Array of cultural and heritage features and facilities some with significant recent investment to make them accessible to visitors; great opportunity to network and link these to maximise economic potential

Extensive investment in developing new rural tourism products and activities through the 2007 – 2013 Rural Development Programme, with the opportunity to now build on what is available and plan a coherent approach to supply chains developing tourism products and services (including secondary services) and linking with tourism markets

Well qualified rural resident workforce; with the opportunity to encourage use of their skills within the rural Vale for its economic benefit

A major adjacent growing population centre in Cardiff with easy access into the rural Vale by public transport and cycle - a strong and growing day and staying visitor market for the rural Vale to capitalise on

Cardiff Airport; bringing in visitors directly to the rural Vale with an opportunity to include the rural Vale within their stay

A wide variety of activities and places to visit packed

A network of attractive rural villages but with limited signage and facilities/services – an opportunity to plan and pilot their development to enable communities and businesses to capture more visitor spend

Limited development of short supply chains linking tourism/recreation products and markets - opportunities to build supply chain clusters of businesses e.g. camping sites recognising and addressing gaps in the supply chain e.g. web based and mobile phone apps which LEADER could innovate in

Limited awareness/use of local produce through tourism service providers, although some high visibility local food and drink products are available; an opportunity to develop these links, extend local value added to food and drink products and the local markets for such products

Some magnificent landscape assets in public/charitable ownership or management but not making the most of opportunities. Opportunity to develop their environmental products and activities and create a valuable tourism asset that could support their ongoing maintenance and management

Lack of any further/higher education facilities (or connections with research facilities) in the rural Vale – plenty of potential for such

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into a tight geographic area which is easily accessible - giving the potential for great visitor packages for day and staying visitors to develop the visitor markets and their spend

links including with, Bridgend, Cardiff and Vale Colleges; and around research activities, e.g. linked to natural and heritage resources and use - Wales Institute of Social and Economic Research, Data & Methods which is coordinated from Cardiff University; Sustainable Places Research Institute based at Cardiff University

Inward focus to development initiatives through Local Action to date - potential to link to, learn from and develop with external partners e.g. links based on geological significance and resulting visitor potential, with Dorset and the Yorkshire Coast sharing similar characteristics in the UK; or the Asturias coastline of Northern Spain

Threats Impact of climate change on agricultural production and consequent need to future proof added value food and drink development –may open up opportunity for research into new crops/different approaches to farming to benefit food and drink opportunities

Development of St Athan – Cardiff Airport Enterprise Zones; important to focus perceptions on the opportunities for economic growth within the rural Vale. Potential to turn this to advantage through short supply chains linking into proposed developments e.g. leisure, recreation, food and drink produce

Focus of tourism attention on Barry detracts from ability of the rural Vale to maximise its economic potential building; build on the investments already made in developing rural tourism products; e.g. walking, cycling, equestrian, village services, to develop the rural Vale tourism profile which is complementary to Barry

Continued out commuting to work in Cardiff; resulting in traffic congestion and associated environmental issues; loss of resident spending from the Vale; loss of expertise and knowledge from the Vale economy; explore greater

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availability A growing need to explore

best use of local authority financial use and alternative routes to deliver services and activities. This could open up opportunities for different partnership and delivery arrangements including asset transfers into community led partnership activities and community/social enterprise service delivery for non statutory services

A sensitive rural landscape puts limitations on opportunities for major exploitation of renewables e.g. wind farms – but still provides opportunities for small scale initiatives in association with rural developments

Proposed local government reorganisation - work now to establish the role of the rural Vale as a valuable asset in the City Region could help to raise its value and contribution and establish strong partnership working

use of resident workforce skills locally e.g. through community enterprise and business support networks; and exploring alternatives to daily commuting working across Cardiff City region e.g. use of community hubs for work stations, alternative transport options

Ageing population and implications for service provision, with increasing cost to the local authority at a time of financial austerity; Explore potential for community enterprise alternatives to local authority provision where non statutory and appropriate, supporting local business development as well as local service availability

Young people not attracted to stay in the area due to lack of job opportunities; incorporate young people within business development activities and include use of social media, to raise the profile and opportunity of living and working in the rural Vale; and including working in education settings

Businesses are not making full use of the opportunities open to them with superfast broadband roll out and there are potential issues with broadband ‘notspots’ and issues of mobile phone coverage; work with local businesses to develop their capacity and skills for use of broadband including in advance of broadband rollout, to maximise ability

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of rural Vale businesses to make best use of it; and explore alternative routes to provision where conventional access could be problematic

Small pockets of particular deprivation issues in the rural Vale which could be remain if not recognised and action taken; link volunteering/pathways to employment schemes with environmental management initiatives to provide targeted opportunities for specific areas in the rural Vale e.g. Llantwit Major, St Athan and Rhoose; and exchanging experience with the Communities First Cluster in Barry

Future drivers of changeThe next 20 years or so will bring profound changes in the way we live our lives, manage our businesses and plan for our communities. These changes, such as climate change, population growth, resource depletion, and biodiversity loss, will provide serious challenges and some opportunities - both globally and locally.

Direct climate impacts are predicted to be warmer wetter winters and hotter drier summers. By 2080, average annual temperatures in the UK may increase by 2.9oC; rainfall may increase slightly overall - though up by 12% in the winter. There will, however, be wider impacts from global changes in migration patterns, environmental shifts and fossil fuel prices.

There are predicted to be almost 240,000 more people in Wales by 2037 - with the number of those over 65 increasing by 50%. Most of that increase will be in and around the bigger cities of South Wales. As the population increases and household sizes continue to reduce, there will be continued pressure to build new homes. The median age of the UK population will rise from 39.7 (2010) to 42.2 (2035). This is likely to be more pronounced in rural Wales, if past trends continue.

As far as biodiversity goes, Wales has seen a decline in the last 50 years - in woodland, wetland and heathland habitats and in many indicator species. More recently, it has been relatively stable, largely through active habitat management. As the pressures on the sensitive areas change (species invasion, greater amenity use, climate), different management techniques and different planning guidelines may be required to cope with the new challenges.

While resource depletion is largely a global issue that will affect all of us, the impacts

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on parts of Wales may be more severe because of the remoteness of many homes and communities. There is a need to ensure that the right infrastructure is in place to promote alternatives for energy production and fuel use, enhanced water management and transport.

New buildings may need to be higher mass, passive designs - and possibly modular in construction, to allow for a variety of uses over their lifetimes. Existing buildings may need to be retrofitted to deal with energy efficiency and heating / cooling improvements.

New technologies and manufacturing techniques will provide Wales with new opportunities for small businesses offering niche products and services. Provision will need to be made for flexible workspace and super-fast broadband in order to capitalise on the economic potential.

None of these issues are certain to play out in any particular way. However, some of the trends are very strong and mutually reinforcing. Planning ahead for the changing realities of life in the Vale will certainly demand lower carbon means of transport, housing and energy generation.

Information technologies and the infrastructure that supports them will become increasingly important, especially in rural areas. There will be a need to make more of the infrastructure resilient to storms, heat and flood. There is potential to use ‘smart systems’ to manage demand and supply of utilities and access.

More land may need to be allocated to support localised economies - in food, small-scale manufacture and service provision. New manufacturing techniques can support small industries that produce goods that are high value and low bulk. The landscape and ecology of the rural Vale is likely to change, and the need to produce more food may lead to tensions over use of genetics in farming. The test will be to preserve the sense of space and place, yet embrace and exploit changes that are almost inevitable.

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SECTION 8 – CROSS CUTTING THEMES

Description Explain how the Local Action Group will maximise its contribution towards the Cross Cutting themes of Equal Opportunities, Sustainable Development and Tackling Poverty.


8.1 Cross-Cutting Themes(1,500 words) 1448

This Section should include the following as a minimum: Information as to how you intend the LDS activities to maximise their

contribution to the Cross Cutting Themes of Equal Opportunities, Sustainable Development and Tackling Poverty and Exclusion

Show how the LDS will follow the terms of the Welsh Language Commissioner’s document ‘Grants, Loans and Sponsorship; Welsh Language considerations’.

Our Approach to the Cross Cutting ThemesThe LDS integrates the three cross cutting themes of Sustainable Development, Equal Opportunities and Poverty and Social Exclusion, together with Welsh language, as core components of development, delivery, monitoring and evaluation of our LEADER activities: Sustainable Development: achieving economic, social and environmental

wellbeing whilst keeping within environmental limits; building in environmental sustainability. The environment is a vital resource and driver to our tourism and agricultural sectors and developing the economic potential of natural and historic heritage must go hand in hand with its sustainable management

Equal Opportunities: ensuring equality of opportunity including gender mainstreaming across the nine ‘protected characteristics’. We need to ensure equality of opportunity for both the businesses and communities in the rural Vale and, importantly, for the visitors that we want to encourage to the rural Vale

Poverty and Social Exclusion: addressing the issues that underlie poverty and the needs of households and individuals in poverty. Major poverty issues are focused outside the LEADER area (Barry Communities First Cluster). Nevertheless there are more hidden issues in the Rural Vale to be addressed; and experience to be exchanged/built on with the Barry Community First Cluster and Tackling Poverty programme (also focused on Barry). Our focus for poverty initiatives will be Llantwit Major and St Athan.

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Welsh Language: ensuring equality of Welsh language opportunity and contribution to the Welsh language National Action Plan. The number of Welsh speakers in the Vale of Glamorgan is relatively low, at 10.8% (2011 Census), on a par with other East Wales authorities such as Cardiff. However development of new schools working through the medium of the Welsh language is developing its use. We can make more of the Welsh language as part of our cultural tourism offer as well as ensuring that a bilingual approach is promoted. Our approach to Welsh language is set out in the table below, in terms of opportunity, and in a separate paragraph following the table in terms of process in relation to Welsh language considerations in the ‘Grants, Loans and sponsorship’ document.

The cross cutting themes are a fundamental part of the RLDS approach and all activities will be expected to contribute: In terms of development our approach is to raise awareness of their requirement

and opportunity, and focus on ways in which integration of cross cutting themes can add value and participation to the activities that we carry out as well as contribute to theme specific requirements

In terms of delivery, we want to maximise participation of businesses and communities through their integration into activities

In terms of monitoring and evaluation we want to promote and disseminate the value of their integration and the benefits that brings

Ways in which activities in our four proposed priorities could contribute across the cross cutting themes are indicated in the following table:

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Sustainable Development

Equal Opportunities

Poverty and Social Inclusion

Welsh Language

PR1.

Create more economicvalue from the natural andhistoric environment

Natural resource management integrated with building economic potential of countryside recreation and historic sites

Pilot environmentally sensitive guidance and approaches for new countryside developments linked to supply chains

Build local business and community knowledge of natural and historic resource value through ecosystems approaches

Build local knowledge and use of local food and drink produce

Develop walking and cycling green tourism products

Build environmental credentials in the tourism sector

Knowledge from activities open to all businesses

Volunteer training and support to involve groups in environmental management to support skills and work opportunity developments

Pilot activity with young people on business development/self employment linked to green tourism and outdoor activities

Explore opportunities for group apprentice-ships supporting young people into jobs

Engage disadvantaged groups in environmental management volunteer programmes to support skills and work opportunity developments

Business mentoring/champions to support business start up and development

Business networking and supply chain development to support creation of job opportunities available locally

Stronger integration of Welsh in visitor interpretation as a cultural component

Trial Welsh language skills development for tourism businesses

Investigate Welsh language holidays as a potential market opportunity

Bilingual signing strategies

Fully accessible bilingual visitor information

PR2.

Maximis-ing the benefit ofbeing part of the

Develop sustainable transport opportunities for leisure uses – walking, cycling and

Link tourism potential and diversity within the City region through information, awareness and pilot

Engage disadvantaged groups in environmental management volunteer programmes to support


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8.2 Supporting the Uplands(1,000 words)

This Section should include the following as a minimum: Define the areas of uplands which the LAG feels should be a priority with a

description of interventions and activities which are envisaged under the LEADER themes.

The Vale of Glamorgan has no part of its rural area in the designated Uplands so this section is not relevant to our LDS.

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Sustainable Development

Equal Opportunities

Poverty and Social Inclusion

Welsh Language

PR1.

Create more economicvalue from the natural andhistoric environment

Natural resource management integrated with building economic potential of countryside recreation and historic sites

Pilot environmentally sensitive guidance and approaches for new countryside developments linked to supply chains

Build local business and community knowledge of natural and historic resource value through ecosystems approaches

Build local knowledge and use of local food and drink produce

Develop walking and cycling green tourism products

Build environmental credentials in the tourism sector

Knowledge from activities open to all businesses

Volunteer training and support to involve groups in environmental management to support skills and work opportunity developments

Pilot activity with young people on business development/self employment linked to green tourism and outdoor activities

Explore opportunities for group apprentice-ships supporting young people into jobs

Engage disadvantaged groups in environmental management volunteer programmes to support skills and work opportunity developments

Business mentoring/champions to support business start up and development

Business networking and supply chain development to support creation of job opportunities available locally


Trial Welsh language skills development for tourism businesses

Investigate Welsh language holidays as a potential market opportunity

Bilingual signing strategies

Fully accessible bilingual visitor information

PR2.

Maximis-ing the benefit ofbeing part of the

Develop sustainable transport opportunities for leisure uses – walking, cycling and

Link tourism potential and diversity within the City region through information, awareness and pilot

Engage disadvantaged groups in environmental management volunteer programmes to support


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SECTION 9 – LONG TERM SUSTAINABILITY

Description Explain the potential of the Local Action Group to continue the proposed activity beyond the lifetime of the Programme.

Linked to Section 5.0 of the LDS Guidance June 2014

9.1 Mainstreaming Plan 2690

A plan for how you envisage the actions supported under the LDS will be disseminated and to whom

How you would seek to mainstream successful actions

IntroductionDissemination and mainstreaming is inextricably linked with monitoring and evaluation, as without the information and evidence from our proposed LEADER activities we have no ‘products’ to disseminate or seek to mainstream. This Plan therefore looks at the three elements of products from monitoring and evaluation, dissemination and mainstreaming, which make up our Plan.

Products for DisseminationSections 6.1.and 6.2 sets out our overall approach to monitoring and evaluation, following the logic chain approach. Key to this is an intention that all projects within our LDS should carry out some evaluation, as well as monitoring, whether this is internally done or externally commissioned. As the nature of LEADER is about innovation, knowledge exchange and co-operation it is vital we draw out the experience and knowledge from all our activities, for dissemination.

We will therefore look to establish:o For pilot projects: a set of tools and guides available for any

business/community group to make use of. We have begun this in the current programme with the creation of ‘A Rough Guide to setting up a new campsite’ for our Perfect Pitch project and envisage continuing with a similar suite of resources for future pilot projects

o For feasibility and research projects: a final report or similar setting out the findings, which will be available to all

o For all projects: an ‘evaluation’ which reviews both process and activity issues, identifies the benefits and issues associated with the delivery, outputs and impacts of the project and identifies key learning and experience for dissemination. The scale of evaluation will reflect the type of project and could vary from a simple internal end of project reflective workshop to a commissioned study

o For all projects: presentation of projects with particular innovation and knowledge exchange value as case studies for publication and dissemination

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Dissemination PlanOur dissemination plan has two strands of activity; local and global dissemination:

Local: this is vital to share the results of projects within the rural Vale and encourage local business and community take up of research, feasibility and pilot project findings. It also important to share this information more broadly with other stakeholders locally, for example across Council Directorates, with town and community councils, and in the wider Cardiff City Region so that LEADER is linked in with other programmes and can influence/feed into other programmes and policies. Our plan for dissemination will therefore include:

o Use of our LAG website to host all monitoring and evaluation reports, and project information

o Use of our LAG website to highlight case studieso Press releases to promote findings of projects, and availability of LAG

members and other LEADER participants for publicity interviewso Use of champions and ambassadors (part of our proposed activities)

within local communities and with businesses, promoting our LEADER work

o An annual LAG ‘report’ in local outlets – outputs, impacts, examples, initiatives in progress, next steps for those completed

o An annual LAG event to showcase progress (potentially linked with publication of the annual ‘report’; and/or with an annual event e.g a festival)

o Use of twitter, facebook and other social media to promote events, activities, new products; and provide updates on activities

o Exploration of use of videos, dvds, and other media (e.g. songs, plays) as different ways to deliver project findings and disseminate them

o Use of events linked into proposed LEADER activities (e.g. training events, business surgeries) to disseminate a wider range of LAG information and encourage networking of businesses and community groups working with the LAG

Global: this is essential for disseminating the innovation and co-operation knowledge exchange from projects in particular, as well as raising awareness of the Vale of Glamorgan LAG and its activities, outputs, impacts and experience more broadly. Whilst much of the dissemination approaches for local use will also have global application, our global dissemination plan will particularly focus on:

o Development and use of case studies to promote innovative activities and their outcomes

o Use of video, dvds and other media (e.g. short video on You Tube) to promote innovative activities and outcomes

o Use of local and national events as opportunities to showcase LAG supported activities to a wider set of invitees

o Participation in the Wales Rural Network, UK and EU Leader Networks, to disseminate case studies and promote LAG work

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MainstreamingDevelopment of our LDS priorities and indicative activities has been undertaken with the opportunities for mainstreaming in mind. We very much see LEADER in the next round as the opportunity to test out different concepts, ideas and their feasibility. This needs to be undertaken with the opportunity for mainstreaming in mind.

The Integration section, has identified where our indicative activities could have links across into other programmes relevant to our LDS priorities. These are opportunities to take forward our activities, or provide the experience and results from our activities, into other funding programmes and policy areas. We are also conscious that some programmes are still in development, including ESF and ERDF Operational Programmes for East Wales and the RDP for Wales itself. For example business support and finance schemes through Business Wales are still in development and these could be very important for taking forward projects where some element of capital investment by businesses is needed. Being able to clearly identify mainstreaming routes is therefore very difficult at this stage. Nevertheless the table below gives some indicative examples across the four priorities of our LDS, reflecting funding and policy related opportunities.

Not all LEADER activities may require external funding for their development. Where commercial opportunities are opened up through early research for example, then these could be taken forward as business opportunities through private or social (including community) enterprise routes, and this would be a valid mainstreaming result too.

We also plan to investigate alternative funding solutions such as use of community bonds, local peer to peer lending or crowd funding as other possible routes to support local initiatives and provide ongoing funding routes. In effect this would provide a local mainstreaming opportunity through local investment routes.

Given these opportunities, but also some uncertainties around mainstreaming, our core intention is therefore to explore opportunities for mainstreaming as part of all our project planning and development. This will build in the potential for growth and development post LEADER from the start. All LEADER funded activity will be expected to show how it plans to take forward its findings post LEADER, including mainstreaming, and this will be looked at as part of the assessment process for LEADER funding.

Priority Objectives Potential Mainstreaming Opportunities (other policy and programme areas): examples

Increase the business and employment potential of the coast

Natural Resource Wales: Good Environment, Good for People and Good for Business Programmes/NRW Competitiveness Fund, Resilient Ecosystems Fund (if a successor programme)

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PR1:Create more economic value from the natural and historic environment

Vale of Glamorgan Destination Management Plan

Cardiff Capital Region/Visit Wales/Welsh Government Strategy for Tourism e.g Tourism Investment Support Scheme/successor programme; marketing campaigns e.g.Golfing

BIG Lottery Coastal Communities Fund Business Wales: e.g. Wales SME Investment

programme/successor programme; micro business loan fund/successor programme

East Wales ERDF Operational Programme; which may support programmes above; and with other opportunities e.g. through Priority 2 promoting entrepreneurship and business start-ups; or Priority 1 smart specialisation themes and working with Higher Education research centres

East Wales ESF Operational Programme: Axis 2 skills for growth – relevant to tourism sector skills development. Axis 1; Poverty and employment; relevant to volunteering schemes as pathways to employment

Rural Development Programme for Wales: Block One Human and Social Capital Measures, in relation to co-operation to develop short supply chains; Block 2 Investment Measures, in relation to investments in physical assets, farm diversification opportunities and Quality schemes

Wales Tackling Poverty Programme for Government; volunteering as a pathway to employment; transferable experience to Barry Communities First Cluster and other local poverty initiatives

Vale of Glamorgan Local Development Plan; and Policy MG 24 on the Heritage Coast in particular

Increase the business and employment potential of heritage assets

Natural Resource Wales: Good Environment, Good for People and Good for Business Programme/NRW Competitiveness Fund (in development)

Heritage Lottery Fund CADW Wales e.g. any relevant successor to

the Wales Heritage Tourism Project Vale of Glamorgan Destination Management

Plan Cardiff Capital Region/Visit Wales/Welsh

Government Strategy for Tourism e.g Tourism

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Investment Support Scheme/successor programme; marketing campaigns e.g. creative industries/heritage and culture

Business Wales: e.g. Wales SME Investment programme/successor programme; micro business loan fund/successor programme

East Wales ERDF Operational Programme; which may support programmes above; and with other opportunities e.g. through Priority 2 promoting entrepreneurship and business start-ups


Wales Tackling Poverty Programme for Government; volunteering as a pathway to employment; transferable experience to Barry Communities First Cluster and other local poverty initiatives

Increase the business and employment potential of outdoor activities

Natural Resource Wales: Good Environment, Good for People and Good for Business Programmes/NRW Competitiveness Fund (in development)


Cardiff Capital Region/Visit Wales/ Welsh Government Strategy for Tourism e.g Tourism Investment Support Scheme/successor programme; marketing campaigns e.g. outdoor activities

BIG Lottery Coastal Communities Fund East Wales ERDF Operational Programme;

which may support programmes above; and with other opportunities e.g. through Priority 2 promoting entrepreneurship and business start-ups; or Priority 1 smart specialisation themes and working with Higher Education research centres


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Rural Development Programme for Wales: Block One Human and Social Capital Measures, in relation to co-operation to develop short supply chains; Block 2 Investment Measures, in relation to farm diversification opportunities and Quality schemes

Vale of Glamorgan Local Development Plan; including Policy MG 16 on transport including walking and cycling

To increase use of local produce to add value, increase resilience and shorten supply chains



Cardiff Capital Region/Visit Wales/ Welsh Government Strategy for Tourism e.g Tourism Investment Support Scheme/successor programme; marketing campaigns e.g. food and drink


Rural Development Programme for Wales: Block One Human and Social Capital Measures, in relation to co-operation to develop short supply chains; Block 2 Investment Measures, in relation to investments in physical assets, farm and business development opportunities and Quality schemes

To develop more business tourism opportunities


Cardiff Capital Region/Visit Wales e.g Tourism Investment Support Scheme/successor programme; marketing campaigns e.g. business tourism

Business Wales: e.g. Wales SME Investment programme programme; micro business loan fund programme

East Wales ERDF Operational Programme; which may support programmes above; and with other opportunities e.g. through Priority 2 promoting entrepreneurship and business start-ups

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East Wales ESF Operational Programme: Axis 2 skills for growth – relevant to tourism sector skills development.

PR2:Maximise the benefits of being part of the Cardiff City Region

To reduce out commuting from the rural Vale

Rural Development Programme for Wales: Block 2 Investment Measures, in relation to investments in physical assets, farm diversification and business development opportunities to support workspace provision

East Wales ERDF Operational Programme; through Priority 2 promoting entrepreneurship and business start-ups and supporting business start ups and business growth to provide more local job opportunities; also Priority 4 Connectivity and investment in enabling infrastructure, including urban transport (e.g. potential for linked park and ride, sustainable transport links to the Enterprise Zone)

Business Wales: e.g. Wales SME Investment programme/successor programme; micro business loan fund/successor programme; business support programmes

To create outposts of Cardiff based institutions in the rural Vale

East Wales ERDF Operational Programme; Priority 1, support to Higher Education Institutions for research - to link research into the rural Vale

Potential for links with Horizon 2020 e.g. Innovation in SMEs programme

Maximise economic benefits to the rural Vale from development at Enterprise zones

Rural Development Programme for Wales: Block One Human and Social Capital Measures, in relation to co-operation to develop short supply chains


East Wales ERDF Operational Programme; through Priority 2 promoting entrepreneurship and business start-ups and supporting business start ups and business growth to provide more local job opportunities; also Priority 4 Connectivity and investment in enabling infrastructure, including urban transport (e.g. potential for linked park and ride, sustainable transport links to the Enterprise Zone)

East Wales ESF Operational Programme: Axis

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2 skills for growth including apprenticeship schemes

Vale of Glamorgan Local Development Plan; and Policy MG 10 on the Enterprise Zone and its masterplanning

To increase use of Vale produce in Cardiff outlets


Welsh Government Strategy for Tourism; capitalising on Cardiff as a short break visitor destination

Natural Resource Wales: Good Environment, Good for People and Good for Business Programmes/NRW Competitiveness Fund

To develop links with Cardiff-based conference hotels

Welsh Government Strategy for Tourism; capitalising on Cardiff as a short break visitor destination


PR3:Encourage local businesses and community enterprises to provide local services

Identify opportunities for Council services which could be delivered by the community

Rural Development Programme for Wales: Rural Community Development Fund

East Wales ESF Operational Programme: Axis 1; Poverty and sustainable employment; relevant to volunteering schemes as pathways to employment, and social innovation – developing new delivery models

To vest Council assets with the community to support local initiatives in the Rural Vale

BIG Lottery: The Village SOS Learning, Outreach and Engagement Campaign; Awards for All and People and Places Programmes


To establish a Rural Vale Community Bond, Community Reinvestment

BIG Lottery: The Village SOS Learning, Outreach and Engagement Campaign


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Trust or similar

To secure community support for more renewables


A Low Carbon Transition Delivery Plan, Ynni’r Fro distributed energy successor programme


Vale of Glamorgan Local Development Plan; and Policy MD 19 on Low Carbon and Renewable energy generation in particular

To research investment models for community owned renewable energies and energy efficiency


Wales Tackling Poverty Programme for Government; supporting reduction of fuel poverty

A Low Carbon Transition Delivery Plan, Ynni’r Fro distributed energy successor programme; and Resource Efficiency Advice and Support service

Carbon Trust SME Loan Scheme (available to non incorporated businesses too) for energy efficiency and low carbon investments


Vale of Glamorgan Local Development Plan; and Policy MD 19 on Low Carbon and Renewable energy generation in particular

PR4:Improve digital usage within businesses and communities

To aggregate local demand in order to encourage faster rollout

Superfast Cymru, rollout programme

To provide digital hubs and public wifi in villages and other ‘not spots’

BIG Lottery: Awards for All, People and Places Programme


Wales Tackling Poverty Programme for Government; supporting easier access to services at less cost for disadvantaged groups

Superfast Cymru, rollout programme Vale of Glamorgan Destination Management

Plan

To provide up-to-the- Superfast Cymru, rollout programme

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minute information for visitors


To improve digital literacy in local businesses including community enterprises

Business Wales: e.g. Digital Development Fund/successor programme; micro business loan fund/successor programme; business support programmes

Superfast Cymru, rollout programme Welsh Government strategy for tourism;

profitable performance using digital technologies

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SECTION 10 – DECLARATION AND SIGNATURE

I am acting with the authority of the Local Action Group and certify to the best of my knowledge and belief the information provided in this Local Development Strategy application and supporting documentation are true and correct and the application for financial assistance is for the minimum required to enable the project to proceed.

I undertake to notify the Welsh Government in advance of carrying out any changes to the nature of this project.

I also confirm that I am not aware of any reason why the project may not proceed and that the commitments and activities can be achieved within the timescales indicated.

Local Action Group (LAG) Representative

Signed:

Name: Rachel Connor

Chair/Deputy Chair LAG: Chair

Date: 29/09/2014

Administrative Body Representative

Signed:

Name: Bob Guy

Position in Administrative Body:

Operational Manager, Countryside & Economic Projects

Date: 29/09/2014

A signed hard copy of the Local Development Strategy must be received at the address below no later than 30 September 2014

Scheme Management Unit, Welsh Government, Rhodfa Padarn, Llanbadarn Fawr, Aberystwyth, Ceredigion. SY23 3UR

Please submit an electronic copy to: [email protected]

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mailto:[email protected]

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