Local Development Strategy

Transcription

1 Chilterns LEADER Local Action Group Local Development Strategy Contacts September 2014 Nick Phillips MRICS Chilterns LAG Programme Manager Tel Mob David Briggs FCA Chilterns LAG Chairman Tel

2 1.0 Executive Summary 1.1 Introduction The Chilterns AONB is not only defined by its national designation. The chalk escarpment of the Chiltern Hills, which was formed between 65 and 95 million years ago, has long defined the landscape character, the functional economic geography and the land uses of the area. The Chilterns AONB is possibly the most heavily visited landscape in the UK with 55 million leisure visits a year 1. Visitors come to enjoy over 2,000 km of public rights of way, the Ridgeway and the Thames Path National Trails, the Chiltern Way and the recently opened Chilterns Cycleway as well as many more special routes. The area is rich in history with ancient man-made features scattered through the countryside and a legacy of grand houses and designed landscapes from the 17th and 18th centuries. There are 122 scheduled ancient monuments in the AONB and 15 parks and gardens on English Heritage s register. There are 2,149 listed buildings, of which 140 are Grade I and II, and 94 conservation areas This LEADER Local Development Strategy (LDS) is submitted by the Chilterns Local Action Group (LAG), with the aim of establishing a thriving, entrepreneurial, dynamic rural business sector within the Chilterns LAG Area with a recognisable tourism brand, innovative and vibrant forestry sector and a growing local food sector The Chilterns LEADER area broadly follows the outline of the Chilterns Area of Outstanding Natural Beauty (AONB) a nationally-protected landscape of some 833 km 2 in one of the finest areas of countryside in the UK although we have sought to flex the boundary of the Chilterns LEADER area slightly in this strategy, to avoid the creation of any overlaps/white space between ourselves and neighbouring LAGs Through this LDS, the Chilterns LEADER Local Action Group (LAG) aims to generate 300 expressions of interest for funding from local projects, support 150 businesses (of which it is estimated 10 will be tourism businesses, 15 farm diversification, 15 micro, 10 forestry, 10 community and 15 food-related), award LEADER grants to 60 projects, create over 50 jobs, and create 15 new businesses or products In delivering this strategy, the Chilterns LAG will work proactively and innovatively with DEFRA and our national and local stakeholders to deliver an impactful programme which will stimulate job creation and growth in the rural economy of the Chilterns. 1.2 The Chilterns Local Action Group The LAG includes members with relevant experience, a good working knowledge of the geography, economy and environment of the Chilterns who are also part of active networks amongst the rural communities. Those members will in some cases be appointed by relevant organisations (NFU, County Council, etc.) whilst others will be independent The Chilterns LEADER LAG builds on the legacy of the previous Chilterns LEADER programme, which has operated very successfully in the programming period However, recognising the fact that national and local structures and priorities have evolved since the submission of the last Chilterns LDS back in 2008, our current proposals cover a slightly larger geographic area, so the Chilterns LAG have chosen to refresh the current LAG membership to include a number of new people that were not actively involved in the previous programme. This has included finding a way of developing a stronger working relationship with Local Enterprise Partnerships which cover the area. In addition, the Chilterns LEADER Programme Manager has been asked to participate on the Buckinghamshire Thames Valley s ESIF Local Investment Committee to support close cooperation during the lifetime of this programme In addition to offering a place on the Chilterns LAG to the Local Enterprise Partnerships, the LAG also recognises that it will need to replace the current Chief Executive of the Conservation Board (Steve Rodrick) in December 2014 and encourage any new board members to take his place The Chair of the Chilterns LAG and the accountable body have carried out a detailed skills and experience assessment of the existing LAG and found that they are fully representational of the needs of the next programme. They do, however, recognise the need to introduce new and innovative ideas and will appoint members from the rural business sector if successful in winning the bid Chilterns Leisure Visitor Survey 2

3 1.3 The Chilterns LEADER Area In order to review the geography of the Chilterns LEADER area, the LAG has analysed the new rural classification data, assessed its impact, liaised and negotiated with neighbouring LAGs and mapped our proposed LEADER area, using census output areas as the basis of defining our geography In developing our proposals for the Chilterns LEADER area, the LAG has considered the size 2, the rural coherence and the scale of the LEADER area to offer sufficient human, financial and economic resources to support a viable development strategy and to allow local communities to become actively involved in delivering the development and delivery of this strategy The LAG has also been greatly influenced by DEFRA advice and our discussions with neighbouring LAGs and Local Enterprise Partnerships Under our current proposals, the Chilterns LEADER area has an eligible population of 151,802. Clearly, our ability to operate with a LEADER area of this size is dependent on DEFRA being successful in securing the European Commission s approval to the proposed derogation for LEADER groups to cover areas with an eligible rural population of under 200,000, rather than the 150,000 proposed in the original regulation If DEFRA s derogation is not approved, the LAG recognises it will need to review the proposed LAG area to ensure it comes in under the 150,000 population proposed in the original regulation. Our current thinking about how to achieve this is likely to focus on removing a few SOAs in the urban major conurbation and urban city and town areas in our current proposals to reduce the overall eligible population of the LAG area. We have identified 1,936 (urban city and town; Tring and Berkhamsted) population that can be removed from our bid if DEFRA require reducing the total eligible population to 149, The map in Appendix 1 of this document shows our proposed Chilterns LEADER area. 1.4 Our Strategy The Chilterns LEADER Local Development Strategy (LDS) has been developed through discussion with the current Chilterns LAG and a range of wider national, regional and local partners. In developing this strategy, the LAG has sought to co-operate with this wider partnership in the development of our priorities and actions for the rural economy, in order to ensure our activities compliment rather than compete with the plans of others In developing this strategy, the Chilterns LAG has not simply assumed that the area should remain a LEADER area just because of its strong natural landscape, rural economy, heritage assets, and protected status. Indeed, the LAG has used this opportunity to review its geography and the needs of the local rural economy to question whether its local residents need another LEADER programme. In challenging itself on these questions, the LAG concluded that local rural communities have derived significant benefit from the previous LEADER programme, and (more importantly) that local communities need LEADER more than ever before This strategy seeks to build on the work of the previous successful Chilterns LEADER programme, and recognises that the next programme will need to focus even more on job creation and business growth, in order to respond to the new challenges and opportunities, which are in some cases fundamentally different to the previous programme Whilst the Chilterns LEADER area has always benefited from strong community involvement (largely through the past work of great organisations like the Chilterns Conservation Board and the Chilterns Society), the programming period is likely to throw up some significant challenges for the viability of rural communities, rural micro-businesses and the farming/forestry sector in the Chilterns LEADER area. In particular, the commencement of the construction of HS2 in 2017 is likely to have a massive impact on farm viability, the visitor economy, the viability of rural micro-businesses and the availability of basic services. (Report on Economic Impact of HS2 commissioned by Chiltern District July 2014, negative impact = 170 million on the Chilterns area) The intervention logic underpinning strategy is based upon the framework for integrating the FFPS, NELMS, LEADER, the Growth Programme and the national RDPE intervention logic. 2 The population of any LEADER area shall be not less than 100,000 and not more than 150,000 inhabitants, although this may be capable of being flexed under exceptional circumstances, with the agreement of DEFRA and the European Commission. 3

4 Weaknesses/ Opportunities Need to improve performance & sustainability of agricultural holdings Weaknesses/ Opportunities Strategic Thrust of Investment Enhancing Farm Productivity Strategic Thrust of Investment Activities to be Supported Supporting the acquisition of innovative or hightech farming equipment which improves profit and/or cuts costs (e.g. precision farming) Supporting the purchase of equipment which will be used to add value (e.g. processing) Activities to be Supported Need to promote sustainable economic development in rural areas Need to contribute to increasing employment in rural areas Need to support farms and rural businesses to develop new income streams which are resilient to the impact of HS2 Support for SMEs and Farm Diversification Supporting economically sustainable on-farm projects (shops, tourism) Helping farmers acquire access to equipment and resources for diversification Encouraging the sharing of opportunities such as on-farm shops selling other farmers produce (however, networking co-ops are not covered by LEADER, so we need to be clear on this!) Supporting second-phase farm projects Supporting local food projects (processing and adding value, marketing and innovation) Supporting sustainable forestry/woodland projects Supporting economically/environmentally sustainable manufacture in rural locations Encouraging more new start-ups to decrease the need for people in rural areas commuting Creating a Chiltern-wide brand (e.g. reintroducing Chilterns Choice ) Supporting I Love Food festivals branded for the Chilterns Finding the Chilterns unique food excellence/usp and encouraging support for farmers to market grass-fed livestock as a USP Encouraging and supporting the development of a local food network Seeking and supporting opportunities to engage the market regarding the quality of local food Supporting collaborative food and woodland management initiatives, eg. deer culling and processing Supporting farms and rural micro-businesses reconfiguring their businesses to deal with the impact from the construction of HS2 Weaknesses/ Opportunities Need to add value to the tourism industry in rural areas Need to promote sustainable growth in the rural tourism sector Need to help conserve and Strategic Thrust of Investment Strengthening Rural Tourism, Culture & Heritage Activities to be Supported Building links among food producers and linking to tourism/joint promotion Facilitating the provision of more and/or appropriate tourism accommodation (self-catering, camping, B&Bs for cycling, etc.) Promoting canal and river-based tourism, making better use of canal links between market towns and canalside offers (campsites, canoeing, etc.) Helping farmers benefit from tourism and promotions 4

5 enhance the natural rural heritage Need to help the tourism sector in the Chilterns deal with the impact of the construction of HS2 Helping to develop better links between tourism businesses Engaging with universities in order to learn from their tourism data to inform the sector Emphasising the value of ease of access to the countryside as part of LEADER promotion Encouraging the use of the countryside by local people (e.g. promotion of rural walks and talks) Support should be considered for conservation of important monuments and features of rural heritage where there is the potential to attract tourism Need to help the tourism sector in the Chilterns deal with the impacts arising from the construction of HS2 Weaknesses/ Opportunities Strategic Thrust of Investment Activities to be Supported Need to improve/ maintain the wellbeing of rural communities Need to diversify the rural economy Need to improve rural service provision Enhancing Rural Services Helping farms and rural businesses access highspeed broadband and co-operation projects (such as village satellite systems) Increasing opportunities for shared sustainable energy systems (e.g. a cluster of businesses sharing a wood fuel boiler) Supporting where possible under LEADER regulations environmentally and economically sustainable transport projects Supporting access to the Chilterns countryside through the promotion of trains, cycling, walking, riding and boating Helping retail in rural areas as these places often act as social and community hubs Helping rural micro-businesses such as village shops, pubs or cafés as they all add to the life of villages and communities Capital expenditure for pubs and shops (where appropriate) Using farms as a community resource (e.g. on-farm buildings used as meeting/lecture rooms) Encouraging younger volunteers to engage with community projects as current volunteers are getting older Helping rural communities retain their rural services where they are under pressure from the drop in footfall arising because of the impact of HS2 Weaknesses/ Opportunities Strategic Thrust of Investment Activities to be Supported Need to improve the overall performance and sustainability of forestry Enhancing Forestry Productivity Strengthening links between forestry/woodland contractors and landowners as well as other local businesses Supporting low-carbon heating projects Supporting contractors seeking to manage unmanaged woodland Supporting collaboration of purchase and management of forestry equipment Encouraging alternative fuel growing (eg wood fuel) 5

6 1.4.6 In developing this strategy, we have developed a SWOT analysis which is grounded in the locality and based on a robust understanding of the rural economy as well as landscape and social characteristics of the Chilterns area. This SWOT is shown in section Management and Administration In developing this LDS, the Chilterns LAG has sought to balance efficiency and effectiveness and is proposing to spend 18% of the LEADER grant on management and admin (M&A) costs and 5.06% of the LEADER grant on animation activity (giving a 72/28% management & administration/animation split) By utilising an operating model which is based on a shared back office between the Chilterns and Clay Vales LAGs, we have sought to keep our running costs to a minimum, maximise efficiency, share best practice and push a greater proportion of LEADER funding into helping rural businesses in the Chilterns LEADER area The Chilterns LAG s nominated accountable body is Ngage Solutions, an organisation which has a long track record in the successful delivery of EAFRD and ERDF/ESF funding, having been the accountable body for both the Chilterns and AVMK LAGs in the previous programme and successfully delivered over 10m of ERDF/ESF over the last 8 years The accountable body team including the Managing Director of Ngage and the Programme Manager are experienced in overseeing and monitoring the management and administration of the LEADER programme having done so for the last programme for both the Chilterns and AVMK areas How we will achieve this is set out in section Financial Plan The LAG s detailed financial plan is shown in Appendix 3 of this plan. In accordance with our indicative allocation, it proposes an overall LEADER budget for the Chilterns LAG of 2,250,000, with our total management and administration costs being 403, Section of this plan shows how the LAG proposes to allocate these funds across our strategic priorities. 2.0 The Chilterns Local Action Group 2.1 Introduction This LEADER Development Strategy (LDS) is overseen by the Chilterns LEADER LAG which aims to build profitable, innovative and competitive farming, food and forestry sectors that meet the needs of consumers, to boost the rural economy by encouraging sustainable growth and contribute to the longterm sustainability of rural communities in the Chilterns LAG area. Vision Aims and Objectives Outcomes The Chilterns will have a thriving dynamic rural business environment with a recognisable tourism brand, vibrant forestry sector and a growing local food network. 6 out of 10 randomly chosen rural businesses in the Chilterns LEADER area will have heard of LEADER and think it s a good thing. The tourism accommodation offer in the area will be benchmarked and the businesses surveyed will show a 3% increase in the number of bed nights over the course of the programme. An extra 2% of timber will be being processed in the Chilterns thanks to LEADER grants. Local food producer networking will be improved and innovative solutions to supply and sales challenges will be encouraged. The rural economy will be improved overall, with a particular emphasis on local tourism, food and forestry sectors. 2.2 Governance Structure and Decision-Making Process The Chilterns LAG will act in a fair, transparent, objective and efficient way at all times. 6

7 2.2.2 The Chilterns LAG will be responsible for guiding the accountable body in the application and management of the LDS. As a LAG, we will carry out our roles with dedication and a commitment to the core values of the civil service: integrity, honesty, objectivity, confidentiality and impartiality The Chilterns LAG will: Proactively encourage applicants to engage with LEADER and encourage the development of suitable applications Undertake project selection by written procedure and based on a balanced governance model (i.e. at least over 50% private sector) Select and prioritise LEADER projects according to their contribution towards the objectives and targets set out in the Chilterns LDS Prepare and publish calls for proposals or accepting applications on a rolling basis, making clear at all times what the selection criteria are Receive applications for support and assess them Appraise and support projects via the appraisal panel once applications have been subject to eligibility checks by the accountable body and prior to final eligibility confirmations by DEFRA SMT Monitor the implementation of the strategy Meetings of the Chilterns LAG will be arranged to ensure that they are as accessible as possible to all members of the LAG. Initially, meetings will be held every 4-6 weeks arranged with a minimum of one month's notice. In time, it is envisaged the LAG may only need to meet quarterly. Normally the times of meetings will alternate between daytime and evening. An agenda will be issued to the LAG members at least five working days in advance for all meetings. Special meetings can be arranged at shorter notice at the discretion of the Chair At least 60% of permanent Chilterns LAG members must be present at a LAG meeting to implement key decisions about budget, expenditure, staffing and grant applications. Every effort will be made to reach consensus on decisions. If voting is required, it will be by a show of hands unless otherwise decided by the group. Decisions will be made by majority of those present and voting All LAG meetings will be minuted by the accountable body and those minutes will be freely available The LAG welcomes members of the public and individuals from community organisations and public agencies to attend meetings as observers. Any contributions from observers will be through the Chair. Wider engagement and dissemination meetings will take place at least every 12 months Members of the Chilterns LAG are not excluded from applying for grants. However, each member will be required to declare any direct pecuniary interest in any matter before the group and will take part in the related proceedings at the discretion of the other members, but will not be allowed to vote on issues related to the declared interest. Such declarations for pecuniary interest will be recorded in the minutes. Where a grant application by a LAG member is under consideration, they may not be present in the room while the decision is being made Only members of the LAG who cannot claim expenses from their employing organisation will be entitled to claim reasonable travel expenses for attendance at meetings etc In delivering this Local Development Strategy, the Chilterns LAG will: Require Ngage staff to deliver excellent customer service and represent the programme and its sponsors fairly and positively Maintain full cooperation with DEFRA on the operation of the scheme Ensure that the responsibilities and accountability of the different parties are clearly defined and acted upon Accept that DEFRA may require changes in the operation of the scheme (such changes will be explained fairly to affected parties) Participate in an annual review with DEFRA on progress and other issues related to LEADER Act professionally and respectfully to DEFRA, avoiding grievances and ensuring any disputes we have with DEFRA are dealt with professionally and privately and not be aired with applicants and grant recipients Share information with DEFRA to help improve our approach and ensure delivery of a co-ordinated and compliant programme Adopt a flexible approach and be open to new ways of thinking, helping to find new solutions to delivery/policy and operational problems

8 In addition, we will actively participate in an annual review with our DEFRA RDT lead to discuss progress with our LDS and to resolve any operational issues. 2.3 Membership of the LAG LAG membership comprises individuals with a wide variety of relevant experience from all sectors that are supportive of and have an active interest in the Chilterns. 50% come from the private sector, 35% from the public sector, and 15% from the voluntary and community sector Table 3 shows the main interests of the present membership. They include a former leader of Chiltern District Council, a board member of the Buckinghamshire & Thames Valley Local Enterprise Partnership, a former Business Link advisor, a former director of a national clearing bank, a chartered accountant, the owner of a business providing rural training, 3 farmers, 4 woodland owners, the local group agent of the NFU, a former farm and rural business advisor, a former regional manager of ADAS, a farm and rural business consultant, an agricultural extension specialist, a director of the Chiltern Woodlands Project, a steering group member of Wood Fuel East, the local chair of the Royal Forestry Society, the former chair of Chilterns Choice (a local branded food initiative), 2 local food producers and retailers, a past chair of the South East England Tourist Board, the area secretary and 4 other members of The Chiltern Society, the chair of CPRE Hertfordshire, and a trustee of the Buckinghamshire Community Foundation The members of the LAG have also developed extremely close links to the Chilterns Conservation Board (including a past chair, the executive officer, a current board member, and two previous board members) and the local CLA committee (including a past chair and 2 current members) Membership of our Local Action Group is shown in the table below: John Name Interests Sector Geography Morris Chilterns Woodlands Project Community/Voluntary Chilterns Philippa Batting Ngage Solutions (observor) Private National Ray Challinor BMKSEN/Chiltern Society Community/Voluntary Buckinghamshire Geoffrey Adams Agricultural Consultant Private Oxfordshire Kate Mason Vale Training Private Buckinghamshire Jim Sims BTVLEP Private Buckinghamshire David Briggs (Chair) Farmer Private Buckinghamshire Steve Rodrick Chilterns Conservation Board Public Chilterns Nick Rose Chiltern District Council Public Oxfordshire Jim Kent Farmer Private Buckinghamshire Jane Jennings Farmer and NFU Private Buckinghamshire Jennings Environmentalist & Liz Hamilton CPRE Private Hertfordshire Mike Fox Chiltern Society Aston (Vice CCoChiltern Bucks CC/SE Tourism Cherry Chair) Board Community/Voluntary Chilterns Private Aylesbury Vale All the members are appointed as individuals, and not as representatives of any organisation or body. This policy was recently re-affirmed at a plenary meeting of the LAG. The advantages of this policy were seen to be: Individuals are free to voice personal views without constraint of their organisation s perspective Increased continuity of membership The LAG is able to call upon the specialist skill set of the individual Reduction in risk for conflicts of interest 8

9 2.3.6 The LAG may co-opt additional members as appropriate for the purposes of advice, providing it has the support of the majority of those present A recruitment committee will be appointed to advise the LAG on membership changes necessary to meet new conditions and to fill vacancies. All appointments will be transparent New membership to include recruitment from ethnic minority groups, women and younger people in order to reflect a cross section of the rural community wherever possible The Chilterns LAG will establish a Chilterns LEADER stakeholder forum, which will meet at least once a year, over the lifetime of the project The Chilterns LAG have had proposals for membership from the Chairman of the Chiltern Society, Chairman of the Chiltern Woodland Project, a successful tourism business and a local food business. The LAG will consider these appointments if successful in its application. 2.4 The Chilterns LAG Chairperson The LAG has elected and appointed a Chairperson and Vice Chairperson from the permanent LAG membership and recently reviewed and confirmed these positions. They will be reviewed annually; if there is more than one nomination for the posts, elections will be by a simple majority vote The Chilterns LAG Chair is David Briggs, a local farmer, former chair of the local CLA committee and a former farm and rural business advisor David will be supported in his role by the Vice Chair, Cherry Aston, past chair of the Chilterns Woodland Project with extensive experience in the tourism sector The LAG Chair will conduct the meetings of the LAG and the executive group, and act as an important point of contact with the accountable body. The Chairperson will preserve order, ensure that partners are given a fair hearing and will rule on matters of order, competency, relevancy and urgency. The Vice Chair will deputise as and when appropriate We will hold an annual review process for the appointment of Chair. 2.5 Executive Groups Within the Chilterns LAG The LAG recently reconsidered the structure and decision-making processes and at a plenary meeting decided that the structure of the Chilterns LAG has served us well and should largely continue The LAG have identified the need for expert working groups in specific areas to meet on an ad hoc basis. These include: A project appraisal committee A marketing committee An audit committee A tourism committee The appraisal subgroups have been trained and are experienced in appraising rural projects. 2.6 Key LAG Processes Current Chilterns LAG women 38% The LAG will be responsible for ensuring that the accountable body implements the development strategy. Specifically it will ensure that the accountable body (Ngage): Prepares an annual implementation plan for approval by the LAG Invites and appraises applications Establishes procedures to review, monitor and evaluate projects and progress towards meeting the planned activities and outputs Undertakes communication and marketing activities Manages the financial records correctly Ensures due consideration is given to potential integration with other schemes designed to enhance economic activity and that are relevant to the Chilterns area, e.g. LEP/ESIF/Farm and Forestry Productivity Scheme/Environmental Land Management Scheme men 62% 9

10 All activities are undertaken in compliance with the equal opportunities policies of DEFRA and Ngage Invite, appraise and approve grant applications in support of the LDS Set up and review appraisal, monitoring and evaluation procedures Drive communication and publicity strategies Encourage and assist the accountable body to act on the implementation plan Ensure that the finances and financial records of the LAG are monitored and managed effectively Support and manage the Project Manager to identify sources of funding to supplement LEADER funding Ensure that the funding distributed achieves maximum benefit for the rural communities in the Chilterns LEADER area Ensure the LAG investments integrate fully with other RDPE investments, such as LEP/ESIF strategies, the Farm and Forestry Productivity Scheme and the New Environmental Land Management Scheme The LAG will advise and support the Project Manager in conducting his/her duties in finding complementary sources of funding for projects within the LEADER area. In particular, LAG members will, often through their own local contacts and organisations to which they belong, promote and market the LEADER programme within the Chilterns area The LAG will consult with the accountable body to ensure that the adequate resources are made available to deliver the programme The LAG will delegate dealings with the media to the Programme Manager. Members will take care in dealing with the press and media generally and report any dealings at the next meeting of the LAG. Wherever possible, prior approval of the Chair should be sought in dealing with the media. The members will have regard to confidentiality of information, data and material which the group handles, especially as it relates to financial, planning and commercial matters The LAG will seek to ensure that promotion of equal opportunities is central to the delivery of the programme Any alteration to these terms of reference shall receive the consent of not less than two-thirds of the total permanent members. At least ten days notice in writing to the Chair is required for a meeting of the group to discuss the proposed alteration. 2.7 Local Action Group Staff, Numbers and Job Descriptions The key people involved in the delivery of the past programme possess the appropriate competencies, skills and resources to manage complex grant management programmes, generate and manage LEADER development processes at the local level, and market rural development programmes like LEADER The LAG is fortunate to have the services of Ngage and especially an experienced Programme Manager. This team has very successfully implemented the LEADER programme and clearly possesses the necessary skills to implement the 2015 programme. The Programme Manager has shown commitment to the wider LEADER development by being an active member of the National LEADER Exchange Group and the National Monitoring and Appraisal working group The proposed staff structure of our accountable body is shown in the diagram below. Overall responsibility for ensuring the accountable body delivers against its commitments will fall to Philippa Batting, the Managing Director of Ngage Solutions The Head of Projects at Ngage Solutions will be responsible for line-managing the team that will be funded to deliver the Chilterns LEADER programme, which will include a full-time Programme Manager and a Rural Project Officer that will be shared across the Chilterns and Clay Vales LAG areas. 10

11 Managing Director (Ngage Solutions Ltd) Philippa Batting Head of Projects (Ngage Solutions Ltd) Heather Dean Programme Manager Nick Phillips Rural Project Officer and Admin Ngage Support Business Support/ Finance/ Marketing *Shared Resources Chilterns/ South Ox/ Green Sands/ Eastern Plateau *For shared resources see section The LEADER Programme Manager The LEADER Programme Manager will be responsible for overseeing the successful delivery of two LEADER funding programmes, the Clay Vales and the Chilterns, in accordance with the respective Local Development Strategies and delivery plans developed in those two LAG areas The Programme Manager will be responsible for ensuring the smooth running of the Chilterns LAG group by assisting the LAG in selecting, appraising and approving individual projects, facilitating a working LAG including organising training for LAG members and ensuring compliance with operating procedures, supporting the on-going development of the LAG to equip them with the skills and confidence needed to implement their role in allocating project funding, and maintaining a register of potential conflicts of interest within the LAG members The Programme Manager will support the development and submission of appropriate project proposals to the LAG to secure budget spend on projects that meet the priorities for the individual LAG areas. This will include co-ordinating promotional activity of the availability of LEADER funding to encourage a broad range of project proposals, undertaking appropriate responses to expressions of interest, ensuring the QC process is implemented on those undertaken by the Project Officer, undertaking technical assessment of applications ensuring appropriate eligibility checks of both applicant and activity, drawing up contracts between the accountable body and the projects (where appropriate), overseeing claims and payments between the accountable body and the projects, ensuring projects are delivered to agreed outcomes, budget and timescales, implementing monitoring of projects and regular reporting on their progress, and carrying out physical checks on project expenditure The Programme Manager will act as the authorised officer of the accountable body in liaising with DEFRA and the Rural Payments Agency (RPA) to issue returns to DEFRA/RPA including quarterly progress reports, oversee claims to DEFRA/RPA, prepare and issue annual delivery plans on behalf of the LAGs for the coming year for DEFRA/RPA approval, follow DEFRA/RPA guidance in respect of any appeals process, and submit monthly progress reports to DEFRA/RPA with each grant claim In addition to the above, the Programme Manager will be responsible for: Promoting LEADER and rural business needs to develop rural networks and establish communication links within the rural community Working with the finance and management teams within Ngage to ensure the LEADER projects deliver the necessary outcomes/outputs on budget and on time 11

12 Undertaking line and functional management of the LEADER Project Officer(s) ensuring all activity is compliant with due process Providing regular reports and updates on the progress of LEADER-funded projects to relevant organisations such as the county and district councils, Chilterns Conservation Board, stakeholders, etc. Liaising with other local LAGs and any other relevant organisations to ensure a joined-up approach to LEADER funding Undertaking the day-to-day programme management, financial controls and monitoring processes associated with the LAGs and LEADER funding. The LEADER Project Officer/Admin The LEADER Project Officer will provide support to the Programme Manager in both the Clay Vales and the Chilterns LAG areas. Their role will essentially be focused on: Assisting the Programme Manager in delivering the Clay Vales and Chilterns LEADER project Ensuring the programme complies with the operational procedures laid out by DEFRA/RPA Maintaining proper financial records as required by the Programme Manager and DEFRA/RPA Updating finance records and monitoring records (LEADER live finance, project monitoring sheets) Maintaining the DEFRA/RPA database for Clay Vales and Chilterns, updating as required on a daily basis or as project status changes Promoting the project by a variety of means in accordance with the Clay Vales and Chilterns promotional and marketing plan to ensure wider awareness and understanding of the programme Making presentations to various local farming and community groups Supporting applicants with the development of project applications clarifying the project application process including provision of pre-application clinics Ensuring compliance with DEFRA/RPA guidance for delivery of all casework from inception to completion ensuring the operational procedures laid out by DEFRA/RPA are followed Carrying out physical checks on project expenditure as directed by the Programme Manager Supporting the Programme Manager to develop and facilitate the LAG Liaising with neighbouring LAG project officers Building capacity of local farmers, foresters and representatives in the local rural community to apply for funding Monitoring and reviewing projects via regular contact with applicants, including site inspections in adjacent LEADER areas as directed by the Programme Manager Maintaining accurate records of projects in accordance with requirements, including accurate budget management for purposes of quarterly outturns Taking minutes and record meetings as required for both LAG areas Undertaking such other tasks as may be required from time to time Our current animation and project facilitation staff possess strengths in communication and organisational skills. They play a particularly important role in encouraging the less active beneficiaries and areas of the community to participate in the local development process, and helping local project holders to develop their ideas into projects eligible for financial support. 2.8 Equal Opportunities Statement The Chilterns LAG will act in accordance with the LEADER regulations and as directed by the RDPE. The LAG will support delivery of the RDPE, having due regard for the impact on equalities throughout in accordance with the Public Sector Equality Duty, and making recommendations as to mitigating measures where appropriate The composition of the LAG reflects the breadth of partners in the locality and we will regularly review membership to ensure it remains representative of the population of the Chilterns area The project will encourage participation from under-represented groups and will proactively act to eliminate unlawful discrimination, advance equality of opportunity and foster good relations between people with and without a protected characteristic. In order to ensure full equality of opportunity, the following actions and monitoring will be implemented: 12

13 Ngage Solutions will regularly maintain and develop their own policy to ensure adherence with equality legislation. It will ensure this project operates in full compliance with relevant legislation and best practice. All partners will be expected to adhere to and implement their policies to ensure no potential job applicant, employee or project beneficiary is discriminated against either directly or indirectly on the grounds of race, colour, ethnic or national origin, religious belief, political opinion or affiliation, sex, marital status, sexual orientation, gender reassignment, age or disability. The policy will be communicated to all contractors reminding them of their responsibilities towards the equality of opportunity, and this will be applied to any contractual arrangement with external parties. All equal opportunities targets for recruitment, and beneficiaries successful participation will be set before the start of the project, and these will monitored at a senior level in the organisation. Monitoring may involve the collection and classification of information regarding race in terms of ethnic/national origin, the sex and disability of all beneficiaries, the examination by ethnic/national origin, sex and disability of beneficiaries and the success rate of the projects. We will maintain data about recruitment, training and promotional records of all employees, the decisions reached and the reason for those decisions The LAG will ensure that any promotional and marketing material conforms to legal requirements and uses positive images of people from different backgrounds. This will also enable the project to positively demonstrate the value and broader social benefits that diversity can bring. 2.9 Involvement of the Community and Consultation Activity Undertaken In addition to having actively engaged with the community in the delivery of LEADER in the previous programme ( ), we have also recently delivered a number of small-scale workshops to refresh the Chilterns LDS and re-engage with local communities Collectively this work has identified over 45 potential LEADER projects in the Chilterns area which are keen to bring projects forward in the next programme. These include; A rare breed farm looking to expand its processing capability (refrigeration, preparation tables, van, etc.) A farm looking to diversify into a farm shop and tea rooms and convert a redundant barn to holiday cottages A pig producer looking to expand processing capability A farm looking to convert a derelict stable into a shop/classroom//kitchen facility to deliver cookery courses A farm looking to diversify into manufacturing goats cheese A village shop looking to expand A wood fuel and manufacturing project A 'one-stop shop' cycle hub A home of rest for horses A woodland tourism project A working mill and bakery that wants to turn a derelict building into an on-site shop A farm diversification self-storage project An equestrian coaching facility Because we recognise community involvement and ownership of this strategy is key, we have sought to consult widely on the contents of this strategy. That said, recognising this development period has taken place during a holiday period, we envisage further consultation will be required once this strategy has been submitted Training Requirements The LAG have considerable relevant competencies and skills: Three have professional financial qualifications and have considerable expertise in assessing balance sheet data and credit worthiness of applicants Four have a background of managing in the public sector or private grant and funding applications Three have experience of advising SME businesses and new start-up ventures 13

14 Four have started and developed successful businesses within the rural economy demonstrating that they have the entrepreneurial flair and marketing expertise that will be needed for this programme Every member has many personal and business contacts in the local rural community and a deep knowledge of the nature and needs of local rural businesses The Chilterns LAG has reviewed its competencies using an evaluation matrix for each member. This has not identified any evident gaps in their relevant knowledge or training needs, but it has highlighted some key shortcomings of the group: The age profile of the group adversely affects their attitudes to the use of social media as a marketing tool to achieve our objectives It may also adversely affect the risk profile and level of entrepreneurism that they expect in the projects they support Their ability to relate to and enthuse the younger applicants for grants Given the potential need to recruit new members, the LAG has decided that a key priority will be to address these shortcomings when and if we need to recruit new members. Once this process is complete, the LAG will review its skills requirements again. 3.0 The Chilterns LEADER Area 3.1 Introduction The Chilterns LEADER area covers over 833 km 2 with a population of 151,802, and has been selected because it has a coherent geographic, historic and cultural identity. It enjoys a high-quality environment, mostly designated as an Area of Outstanding Natural Beauty, much of which is also greenbelt. It is ringed by several large towns such as Reading and High Wycombe and many market towns such as Marlow, Henley and Tring It has a landscape dominated by woodland, mixed farming, many historic villages and scattered development. It is best known for its beech woodlands which supported a thriving furniture industry. Farming economics are affected by the poor to medium grade soils which are difficult to work. The area lacks significant infrastructure and processing facilities to support farming and forestry but enjoys excellent transport networks which serve the considerable number of commuters. It is a popular area for day visits but does not have a well-developed tourism sector In developing our proposals for the Chilterns LEADER area, we have considered both size 4 and rural coherence. We believe this has given us an area of sufficient scale to establish a viable development strategy and to allow local rural communities to become actively involved in the development and delivery of this strategy Under our current proposals, the Chilterns LEADER area has an eligible population of 151,802. Clearly, our ability to operate with a LEADER area of this size is dependent on DEFRA being successful in securing the European Commissions approval to the proposed derogation for LEADER groups to cover areas with an eligible rural population of under 200,000, rather than the 150,000 proposed in the original regulation If DEFRA s derogation is not approved, the LAG recognises they will need to review the proposed LAG area to ensure it comes in under the 150,000 population proposed in the original regulation. This will be achieved by removing previously identified SOAs in the urban major conurbation and urban city and town areas in our current proposals to reduce the overall eligible population of the LAG area. 3.2 Map of the Chilterns LEADER Area The map in Appendix 1 shows the proposed Chilterns LEADER area. 4 The population of any LEADER area shall be not less than 100,000 and not more than 150,000 inhabitants, although this may be capable of being flexed under exceptional circumstances, with the agreement of DEFRA and the European Commission. 14

15 3.3 Rural Population Covered The eligible population of the Chilterns LEADER area is 151,802, but this includes some 600 RAF personnel based at Benson, Halton and Walter s Ash and a further 700 at HMP Bovingdon. This is broken down in more detail below. Population (Total) Eligible Population (Total) Ineligible Population (Total) Rural hamlets and isolated dwellings 26,881 26, Rural town and fringe 36,861 36, Rural village 38,870 38,865 5 Urban city and town 195,675 49, ,144 Urban major conurbation 2, ,336 TOTAL 300, , , The Economic Conditions of the Area, Key Issues & Evidence of Need General Background The Chilterns lie 25 miles to the north west of London rising to nearly 900 feet. Most of this area was designated in 1965 as an Area of Outstanding Natural Beauty. Its main landscape characteristics are the chalk downs, field systems and large areas of woodland, notably of beech; there are many shallow valleys, some of which have streams. The river Thames defines the southern boundary. There are many villages noted for their attractive architecture and historic buildings. During the twentieth century there was rapid development of the market towns surrounding the Chilterns which has given rise to considerable areas of suburbia, home to many commuters who work in London and other major nearby towns The Chilterns has a distinct identity based on its geography, history and culture, but it is divided by administrative boundaries. The area lies in the counties of Oxfordshire, Hertfordshire, Bedfordshire and Buckinghamshire The LEADER area has a total population of 298,287, with 151,802 eligible residents. 8.96% of residents in its LEADER-eligible population live in rural hamlets and isolated dwellings, 24.16% live in rural towns and fringes, 25.60% live in rural village, 32.63% live in urban cities and towns, and 0.08% live in areas classified as major urban conurbations Because the Chilterns are a long thin rural area which is immediately adjacent to several large towns and a patchwork of market towns, many of the super output areas on it borders appear to have become classified as urban city and town under the recently revised rural/urban classifications. That said, because the boundary of the Chilterns often intersects super output areas, it retains a strong rural character. This can be evidenced by the population density of the Chilterns which is 95 people per km 2, or 0.95 people per hectare Whilst the issue of using SOA methodologies to define rural/urban classifications has been the subject of much consideration by researchers and economists, there appears to be universal agreement that areas which have an average population density of less than one person per hectare, as the Chilterns do, should be defined as rural Whilst the Chilterns are perceived as a largely wealthy area, this is largely due to the wealth of commuters who work outside the area. Historically the Chilterns were a relatively poor area compared to London and Thames Valley. Whilst the Chilterns do have an above-average per capita GDP and below-average unemployment, there are nevertheless areas with relative deprivation. For example, approximately 20% of the population do not have access to a car and many villages have limited local facilities. In some sectors, such as heritage construction skills, farming and forestry, there are significant shortages of skills and labour. 5 Rural and urban areas: comparing lives using rural/urban classifications by Tim Pateman, Office for National Statistics. 2010/11 15

16 3.4.7 In addition to the core challenges of sustaining the rural economy, the start of the construction of HS2 in 2017 is likely to have a significant impact on a number of components of the Chilterns economy. In particular, the disruption the construction will bring is likely to have a massive impact on visitor numbers, business productivity, farm viability and the viability of key rural services. Through this strategy, we envisage there is work that we can do to support rural communities to improve their resilience to deal with the impact this development is likely to bring. Characteristics of the Farming Sector Farmland covers approximately 60% of the Chilterns, creating a mosaic of fields with arable crops and livestock, bordered by ancient hedgerows and trees. A mix of crops, dairy cattle, sheep and pigs was once commonplace. Grazing of livestock is less prominent now and more land is being given over to arable farming Farming in the Chilterns is both difficult and economically marginal due to topography and medium to poor quality soils which are difficult to work. Dairy, once prevalent in the Chilterns, is now a rare farming choice based on the marginal yields and the high risks. Within the LEADER LAG area, 7 dairy farms remain. Some farms have consolidated to create larger unit, others have been broken up as families divide the land. Given the current high price of land it is hard for new entry farmers to start and the average age of the farmer in the Chilterns is rising (54 years) In terms of its agricultural classification, much of the land is Grade III, largely based on poor clay and flint soils which overlay the chalk In the decade between 2000 and 2010, dairy farms have been diminishing in the Chilterns (the number of commercial dairy farms falling from 29 to 8 during this period). This was due to declining profitability. In 2010, DEFRA recorded 602 commercial holdings in the Chilterns. This large reduction is due, in part, to the exclusion of holdings less than 5 ha. Partly due to the cost of land and the Chilterns being situated in the commuter belt, lifestyle or hobby farming still remains popular One consequence of these developments is the fact that those who make the main decisions have less time, and sometimes knowledge, of the environmental options available to them. The number of farms taking a positive approach to the environmental schemes in the Chilterns is high, but falling; in 2012, the number of agri-environment schemes was 283 covering 63% of the Chilterns, falling from a coverage of 66% in Characteristics of the Forestry Sector Woodlands, notably beech, cover over 18,000 hectares, nearly 22% of the AONB, making it one of the most wooded landscapes in England. Once the woods provided the timber for local furniture making and wood fuel, but today are mainly valued for their amenity, wildlife and landscape value. Approximately 16% of Chilterns woodland is classified as ancient woodland The long-term decline in UK timber prices has had a pronounced effect on the Chiltern woodlands, with many suffering from a lack of management. The ageing beech woodlands no longer produce significant volumes of quality timber and are more valued as places for recreation than as a productive part of the rural economy. However, the growing demand for wood as a renewable fuel has begun to stimulate the improved management of some woodlands. In the LEADER programme Chilterns LEADER supported many innovative wood fuel projects. For example, one local business making hand-made bricks was using thousands of litres of oil annually; with LEADER help to purchase equipment, they have converted to using locally sourced wood fuel to dry and fire the bricks. The project protected the traditional craft of brick making, developed an opportunity for sustainable woodland management, employed 6 new staff and reduced the carbon footprint of a local business The number of woodland pests and potentially threatening diseases has grown significantly in recent years. The long-standing problem of damage by grey squirrels and deer is now compounded by the threat from a number of diseases and the uncertainties of climate change Many types of woodland, especially small woodlands, are under-managed and over mature. The longterm decline of timber prices, notably for beech, has depressed the market and is unlikely to change in the near future. However, prices for wood fuel are increasing and helping to stimulate management of woodland. 16

17 Recent lack of management has led to a corresponding decline in forestry skills and reduced availability of contractors with the necessary machinery and transport. If allowed to continue, the loss of knowledge and expertise will itself threaten the revival of the iconic Chiltern beech-woods, despite the growing wood fuel market By supporting woodland enterprises, particularly the wood fuel sector, LEADER can make a positive contribution to reversing the fortunes of the AONB s woodlands, enhancing their biodiversity and landscape benefits, increasing rural employment, maintaining skills, and off-setting fossil fuel use. Rural Tourism &The Visitor Economy Tourism is a major part of the rural economy of the Chilterns, as they provide highly valued landscapes and places for escape. The high-quality landscape, largely created as a by-product of past farming and forestry is an economic asset which, together with attractive villages, a variety of visitor facilities and accessible countryside, make the Chilterns one of the most visited areas in the UK The area boasts a wealth of great houses, follies, parkland and designed landscapes. Often built and embellished by statesmen and businessmen making their fortune in London, - a trend which continues to this day, evidenced for example by the Prime Minister s rural retreat at Chequers near Wendover There are 55 million leisure visits to the Chilterns every year, making this one of the most popular protected landscapes in the world. Despite the popularity of the honeypot sites it is still easy to find isolation, peace and quiet. The Chilterns countryside is highly valued for the wide variety of recreational opportunities it offers: everything from walking, cycling and horse riding to gliding, canoeing and bird watching. Above all it is a landscape ideal for walking and informal recreation, with an extensive right of way network, two national trails and dozens of sites with open access. 44% of leisure visitors to the Chilterns said that walking was the main purpose of their trip Leisure visits to the area every year result in a total spend of over 400m. The vast majority of these visitors are seeking to enjoy the countryside and to indulge in recreation best suited to a rural landscape, such as walking and cycling. The tourism industry both benefits from the Chilterns natural beauty and has a vested interest in its conservation Nationally, the tourism sector is forecast to grow by 50 billion over the next 10 years, when it will be worth 225 billion and support an additional 225,000 jobs Buckinghamshire's destination management organisations, Visit Bucks and the Chilterns Tourism Network, are active in promoting rural tourism. Whilst the visitor economy of the Chilterns is likely to be challenged to maintain visitor numbers during the construction of HS2, the forecast national growth in the sector provides opportunities to stimulate increased job growth in the Chilterns In order to address increased investment in rural tourism, it is important to ensure the Chilterns LEADER area is a recognised branded destination, capable of capturing its share of the forecast growth in the national visitor economy by maximising the potential of its natural assets. Based on its indigenous strengths, particular priorities for the Chilterns area should include enhancing local attractions, strengthening the cultural and heritage offer, increasing overnight visitor accommodation, enhancing and linking local food to the visitor economy, and enhancing the visitor experience. Health & Wellbeing Whilst limited data exists on the health characteristics of the Chilterns population, it is estimated that over 60% of the population are overweight or obese, with 21% of people in Buckinghamshire defined as obese, as are 20% of people in Oxfordshire and 21% in Hertfordshire Health Survey for England data estimates that 31% of Buckinghamshire adults consume a healthy diet. However, this measure is based on fruit and vegetable consumption alone, so it only reflects one aspect of a healthy diet. Buckinghamshire s diet is healthier than the national average, but less impressive than some of its statistical neighbours, and a long way from England s best Rising obesity levels and the ever-increasing costs of healthcare have prompted a much greater emphasis on preventative health solutions There is an increasing perception of the countryside, and green space in general, as a place which offers tangible benefits to health and well-being. The value of protected countryside such as AONBs in Chilterns Leisure Visitor Survey 7 Health Profile for Buckinghamshire SEPHO

18 providing walking, cycling and riding routes and a tranquil rural escape from stressful lives is increasingly being seen in economic and social as well as environmental terms The natural environment and the LEADER programme have an important part to play in addressing both obesity and diet. Encouraging communities to get more involved in growing and producing local food has been shown to have a positive impact on their consumption patterns. Similarly, encouraging people to get out into the great outdoors has been shown to improve health and wellbeing. Climate Change, Fuel Poverty and Energy Security A changing global climate is now regarded as an indisputable fact by the Intergovernmental Panel on Climate Change (IPCC) 8. How much global temperatures will rise and how quickly are still under debate, but there is a broad consensus of opinion on the likely changes to the climate of southern England, and therefore the Chilterns, over the next few decades The likely long-term changes are: Summers may become warmer and drier Winters may become milder and wetter Storm events may become more frequent Weather generally may become more unpredictable Even short to medium-term climatic cycles may be uncertain but there is consensus on the likely longterm trends. These changes have the potential to affect the landscape, wildlife and communities of the Chilterns in many ways. Eg, in future the Chilterns woods may well have less beech and ash (if any) and more lime, sycamore and even walnut The range of crops grown by farmers will change and there may be more growing of biofuels, although concerns over the security of food supplies may affect that market. Flows in rivers and streams could become more erratic and there will be changes in the fauna and flora of all habitats. The impact of tourism is particularly unpredictable. People may decide to holiday in the UK rather than to go abroad if the summer weather becomes warmer and sunnier but, as in recent years, poor weather may lead to fewer holidays taken in the UK Businesses and communities are very exposed to rising fossil fuel prices. Recent feedback from some UK businesses indicates that their energy bills are almost twice as high as their European competitors 9. Latest government estimates indicate that energy prices will rise by over 30% by In Buckinghamshire, only 3.2 % of the county s energy needs are met by renewable sources at present Collectively, these issues present both opportunities and threats for the land-based sector in the Chilterns LEADER area. Whilst LEADER will struggle to fund renewable installations because of the potential negative impact on FITs and RHIs, it can support some of the ancillary investments in onfarm energy generation and energy efficiency measures. It can also support the sector to be better equipped to supply this growing market and realise some of the emerging business opportunities. Additional Priorities Which We Recognise as Important, But Will Defer to Others to Fund: In addition to the key areas above, we also recognise we need to develop skills (both general management and land-based skills), improving broadband and mobile coverage, enhancing business support (particularly helping businesses become investment ready), encouraging greater environmental stewardship, encouraging animal welfare, and supporting farm and forestry productivity However, recognising these issues are key priorities for other elements of the Rural Development Programme, we will largely be deferring to others to address these issues. However, we are keen to collaborate and work in partnership to ensure these programmes are successful. 4.0 The Strategy 4.1 SWOT Analysis of the Local Area The table below shows the SWOT analysis undertaken by the Chilterns LAG. It has been developed in consultation with a range of local stakeholders eg NFU,CLA, LNP, National Trust, Forestry 8 IPCC Fourth Assessment Report: Climate Change (2007)

19 Commission, the Local Nature Partnership (NEP), FSB, WIRE, county councils, farmers and local business owners. Strengths Weaknesses Nationally important landscape with concentrations of high-quality environmental assets (AONB) Extensive woodland cover Strong woodland heritage Rich local history and heritage Accessibility and proximity to London and other major towns Attractive towns and villages Strong voluntary/community sector Affluent and educated marketplace Increasing demand for quality local food Large number of low-level visitor attractions and rural pursuits Excellent transport networks Excellent access to countryside Chiltern Tourism Network Shortage of visitor accommodation Lack of local infrastructure to support farming and forestry sectors Large areas of overmature woodland Few local food brands Shortage of business premises Significant staff/skill shortages Lack of affordable housing Increase in pest species (grey squirrels, glis glis and deer) and disease High dependence on private transport in rural areas and lack of access to services in remote areas Shortage of environmental management and heritage skills Opportunities Threats Exploitation of new markets for timber, especially wood fuel Increasing demand for local food and other local products from an affluent and wellinformed market Non-agricultural diversification demand for leisure/tourism/recreation Exploitation of markets in London and large neighbouring towns Desire to work from home and locate businesses in rural areas Marketing of the countryside for provision of social care benefits, i.e. education, health, local markets Local community resources for more volunteers Limited funds for investment in business development, the environment and local communities Restrictions on development due to AONB, greenbelt and issues with traffic congestion Sale of agricultural land to non-farmers Decline in landscape quality and biodiversity Uneconomic nature of livestock farming Loss of traditional land management skills Agricultural intensification Traffic congestion HS2 Dormitory communities Ash dieback could decimate 20% of Chilterns trees 4.2 Evidence of Alignment with LEP Activity In developing this strategy, we have maintained an active dialogue with Buckinghamshire Thames Valley, Oxfordshire and Hertfordshire LEPs. Letters of support from Local Enterprise Partnerships are included in the appendices In developing this strategy, we have sought to be guided by the integration model developed by DEFRA. In complying with this framework, we will be looking to our LEP partners to lead on the commissioning of training, skills and business advice. Similarly, we shall be looking to lead on forestry/rural micro-business and farm diversification In addition to the above, recognising that LEPs do not have any M&A funding (they are being encouraged to commission large programmes and the regulations do not allow LEPs to appraise their 19

20 own projects, so they will struggle to invest at the level of the firm), we feel they are more likely to commission large scale support projects Given this situation and recognising the limitation of our own budgets and the fact that we have delegated authority to appraise projects locally, we feel the Chilterns LAG is better placed investing at the level of the firm with smaller grants of under 50, As far as common areas of interest are concerned, the Chilterns LAG also understands LEPs have been given money to invest in rural tourism to enhance the strategic promotion of destinations. We also understand that the DMOs covering our area include Visit Buckinghamshire, Visit Oxfordshire and Enjoy Hertfordshire as the key destination management organisations that the LEPs will be seeking to work with in pursuit of this goal. However, we are equally keen to promote and encourage the development of the Chiltern Tourism Network. 4.3 Our Local Priorities The Chilterns LAG has used a SWOT analysis, combined with an analysis of the relevant evidence base (much of which prepared specifically for the production of the management plan for the AONB) to identify the key rural development issues to be addressed by the Chilterns LEADER programme. These are: Management of woodlands restoring productive uses Farming and food improving farm economics Developing environmentally sustainable tourism and leisure Conserving environmental and cultural heritage Meeting the challenges and opportunities of climate change Enhancing the capacity of local communities to take action Further categorisation of these opportunities according to the LEADER policy priorities has resulted in the Chilterns LAG prioritising the following: Support for Increased Farm Productivity Measure 4: Investments in physical assets Measure 6: Farm and business productivity Support for micro and small enterprises and farm diversification Measure 4: Investments in physical assets Measure 6: Farm and business productivity Chilterns LAG Priorities Supporting the acquisition of innovative or high-tech farming equipment which improves profit and/or productivity (e.g. precision farming where innovation is present, such as unmanned aerial vehicles; LEADER cannot support primary production) Supporting the purchase of equipment which will be used to add value (e.g. processing) Chilterns LAG Priorities Supporting economically sustainable on-farm projects (shops, tourism) Helping farmers acquire access to equipment and resources for diversification Encouraging the sharing of opportunities such as on-farm shops selling other farmers produce (however, networking co-ops are not covered by LEADER) Supporting second-phase farm projects Supporting local food projects Measures Number of projects Holdings benefitting Businesses benefitting Individuals benefitting Jobs created Jobs safeguarded Measures Number of projects Holdings benefitting Businesses benefitting Individuals benefitting Jobs created Jobs safeguarded 20

21 Support for Rural Tourism Measure 4: Investments in physical assets Measure 6: Farm and business productivity Measure 7: Basic services and village renewal in rural areas (processing and adding value, marketing and innovation) Supporting sustainable forestry and woodland projects Supporting economically/environmentally sustainable manufacture in rural locations Encouraging more new start-ups to stop people in rural areas commuting Creating a Chiltern-wide brand Supporting I Love Food festivals branded for the Chilterns Finding the Chilterns unique food excellence/usp and encouraging support for farmers to market grassfed livestock as a USP Encouraging and supporting the development of a local food network Seeking and supporting opportunities to engage the market regarding the quality of local food Supporting collaborative food and woodland management initiatives, e.g. deer culling and processing Chilterns LAG Priorities Building links among food producers and linking to tourism/joint promotion More and appropriate tourism accommodation (self-catering, camping, B&Bs for cycling, etc.) Promoting canal and river-based tourism, making better use of canal links between market towns and canal side offers (campsites, canoeing, etc.) Helping farmers benefit from tourism and promotions Helping to develop better links between tourism businesses (e.g. support for Chiltern Tourism Network) Engaging with universities in order to learn from their tourism data to inform the sector Encouraging the development of the Chiltern Tourism Network (phase 2), Chiltern Cycle Way and other cycling projects Emphasising the value of ease of access to the countryside as part of LEADER promotion Encouraging the use of the countryside by local people (e.g. promotion of rural walks and talks) Support should be considered for conservation of important monuments and features of rural heritage where Measures Total amount of investment Number of projects Existing tourism activities supported New tourism activities supported Potential additional overnight stays Jobs created/safeguarded 21

22 Provision of rural services Measure 7 Basic services and village renewal in rural areas Support for increasing forestry productivity Measure 4: Investments in physical assets Measure 6: Farm and business productivity Measure 8: Investments in forest area development and improvement of the viability of forests there is the potential to attract tourism Chilterns LAG Priorities Helping farms and rural businesses access high-speed broadband and cooperation projects (such as village satellite systems) Increasing opportunities for shared sustainable energy systems (e.g. a cluster of businesses sharing a wood fuel boiler) Supporting where possible under LEADER regulations environmentally and economically sustainable transport projects Supporting access to the Chilterns countryside through the promotion of trains, cycling, walking, riding and boating Helping retail in rural areas as these places often act as social and community hubs Helping rural micro-businesses eg village shops, pubs / cafés as they all add to village and community life Capital support for pubs and shops (where appropriate) Using farms as a community resource (e.g. on-farm buildings used as meeting/lecture rooms) Encouraging younger volunteers to engage with community projects as volunteers are getting older Helping community groups by reducing the pressure of cash flow (e.g. short claim payment periods agreed at the contract stage) Chilterns LAG Priorities Strengthening links between forestry/woodland contractors and landowners as well as other local businesses Supporting low-carbon heating projects Supporting contractors seeking to manage un-managed woodland Support collaboration of purchase and management of forestry equipment Encouraging alternative fuel growing (e.g. wood fuel) Initiatives to develop high-value timber production (furniture instead of woodfuel) and increased processing capacity Measures Total amount of investment Number of projects Facilities benefitting Jobs created Jobs safeguarded Population benefitting Measures Total amount of investment Number of projects Number of forests/woodlands/ holdings benefitting 22

23 Support for historic landscapes and monuments Measure 4: Investments in physical assets Chilterns LAG Priorities Increasing attraction of Chilterns countryside by supporting the maintenance of historic landscape monuments that form part of the tourism offer. Windmills were a significant part of the Chilterns landscape and also an attraction. Measures Total amount of investment Number of projects Number of extra tourists visiting 4.4 Programmes of Activity Our local development strategy seeks to establish horizontal (i.e. between different rural themes, e.g. food producers and accommodation providers) and vertical (e.g. in the renewable energy supply chain) links Particularly innovative aspects of our strategy are: Supporting innovative vertical and horizontal integration in the forestry and timber sectors by promoting networks of woodland owners, foresters and stove installers. This will include the support for projects linked to high-value timber products (furniture, etc.) Promoting Thames-related tourism projects between Marlow and Henley through cooperation with the South Oxford LEADER programme Encouraging innovative uses of woodlands through woodland tourism projects Promoting the brand of the Chilterns as a destination and food brand through organisations such as the Chiltern Tourism Network, Visit Buckinghamshire, Bucks Tourism Strategy Group, Chilterns farmers markets, etc. Working with neighbouring LEADER teams, the Chilterns LAG will share resources such as appraisal support, adding to the shared good practice and division of duty; 3 adjoining LAGs have agreed this strategy Encouraging sustainable use of the assets such as the canals and waterways through links with the Canals and Waterways Trust, and encouraging supporting projects eg campsites, cycle hire, integrated cycling tour businesses, etc. 4.5 Targets, Results and Outputs The objectives of our strategy seek to address the needs of the rural economy in the Chilterns. To that end, the outputs and outcomes we are seeking to deliver have been designed to solve specific development challenges we have in the Chilterns. In particular, these include a shortage of visitor accommodation, a lack of local infrastructure to support farming and forestry sectors, large areas of neglected woodland, a few local food brands, a shortage of business premises, an increase in pest species (grey squirrels, glis glis, mink and deer) and disease, a high dependence on private transport and lack of access to services in remote areas, and limited funds for investment in business development, the environment and local communities In turn, we will be looking to work with the FFPS and NELMs to address the decline in landscape quality and biodiversity, the loss of traditional land management, environmental management and heritage skills The outputs contained in this strategy are set out on the next page. 23

24 LEADER Policy Priority, based on project budget 1,845,000 Support for increasing farm productivity Support for micro and small enterprises and farm diversification Support for rural tourism Support for culture and heritage activity Provision of rural services Support for increasing forestry productivity RDPE expenditure per FTE job created ( ) Chilterns Targets and Outputs Average RDPE grant size ( ) Relevant CMES output indicators for LDS application 61,011 29,884 Total RDPE expenditure Number of projects supported Jobs created (FTE) 11,931 19,951 Total RDPE expenditure Number of projects supported Jobs created (FTE) 32,477 31,764 Total RDPE expenditure Number of projects supported Jobs created (FTE) 55,991 28,165 Total RDPE expenditure Number of projects supported Jobs created (FTE) 33,272 23,378 Total RDPE expenditure Number of projects supported Jobs created (FTE) 77,045 21,788 Total RDPE expenditure Number of projects supported Jobs created (FTE) End of programme forecast (by December 2020) 92,250 (5%) ,750 (35%) ,000 (20%) ,250 (5%) ,000 (20%) ,750 (15%) Based on total budget of 1,845,000, we forecast we will create over 80 new FTE jobs. (Although the projections above are made against the national statistics supplied by Defra our last programme suggests a regional difference in job creation in micro business sector and our own analysis point to a figure of 23,000 per FTE job.) 24

25 4.6 Sustainability Appraisal The Chilterns LAG have considered how they can best influence the sustainability of projects. A strategy and robust check list has been developed with the assistance of sustainability project managers working for Ngage (the accountable body) Applicants, where possible, will need to make a clear environmental impact assessment of their project in a way that enables the appraiser and the LAG to properly consider the environmental impact in their assessment. The applicant will need to complete a check list focusing on the scoping approach covering Scoping 1 and 2 where possible (Scoping 1 relates to all energy use on-site and Scoping 2 relates specifically to electricity that is produced off-site) Applicants will need to show an estimate of their current environmental impact in areas of their own fuel consumption and water use of running the business. The applicant will need to estimate how the annual environmental impact will be monitored over a five-year period and make their own recommendations as to how they will reduce this impact A new and challenging but user-friendly sustainability check list has been developed with the assistance of project managers working in the field of environmental impact assessment and mitigation (Eco Innovations, Low Carbon Workspaces, Sustainable Routes). Ngage have also developed a simple calculator/ready reckoner, to help applicants understand the environmental impact of their businesses. 4.7 Proposed Co-Operation Activity We foresee a number of opportunities for co-operation, collaboration and networking at various levels within the LEADER programme: European: The Chilterns LAG will participate in European networks and explore opportunities for developing links with others, e.g. the EU s Leonardo programme and Horizon In particular, we see some opportunities for LEADER to be the ladder up into other European programmes, but many local communities and small businesses simply cannot afford to engage. At project level: Connecting projects together can sometimes pay dividends, particularly if, by working together, applicants can achieve more than they would naturally be able to achieve on their own. In the Clay Vales and Chilterns: Through the linkages created by having a shared accountable body, there will be opportunities to fund collaborative projects across these two LAG areas. With Colne Valley, South Oxfordshire, Eastern Plateau and Greensand Ridge: In developing this LDS, we have actively discussed our approach with neighbouring LAGs and developed a close working relationship with them. We envisage this could provide a strong opportunity for collaboration. With Natural England, the Forestry Commission, the Environment Agency, Natural Environment Partnerships, etc: Integration of Pillar 2 activities into the LEADER actions We recognise that in the programme, DEFRA is adopting a UK-wide approach to coordinating LEADER co-operation activities. We will maintain a watching brief over this activity and participate in at least one co-operation visit during the programme. 4.8 Monitoring and Evaluation Project monitoring will be undertaken by staff not directly involved in the delivery of each project. This will enable the accountable body to ensure funds are being distributed appropriately. It will also ensure integration and synergy with other business support services, thereby ensuring opportunities are maximised to sustain projects beyond the lifetime of LEADER funding Projects will be inspected at least once during their lifetime, using staff trained in this activity. Targeted inspections will also be undertaken when concerns arise about the progress or activity of a particular project. Projects will need to provide all the necessary statutory certificates in relation to their projects at the appropriate stage, e.g. planning permission decision notice prior to an application being assessed, and food hygiene, HACCP, or H&S certificates on completion. 25

26 4.8.3 The accountable body will adhere to DEFRA s and the RPA s reporting requirements via the CAP-D system that DEFRA is developing, to record all project activities (including claims, irregularities, etc.) so that the RPA can extract performance reports in an efficient and effective manner Progress reports will be submitted as appropriate. Budget forecasts will be updated monthly, records and business processes will be made available for on-the-spot inspections, routine and compliance inspections and visits by external auditors. Each year a formal review of performance will be undertaken with DEFRA At the close of the project, the LAG will commission a formal independent evaluation to assess the effectiveness of our LAG in delivering the outcomes/outputs/impact specified as part of this LDS. 5.0 Management and Administration 5.1 Introduction Our approach to the management and administration of the LEADER programme seeks to build on learning and experience acquired through the results from the national and local evaluation work undertaken as part of the last programme, and on the good practice we established as the Chilterns LAG in the last programme. Our accountable body staff and Programme Manager have many years of experience in successfully delivering the LEADER programme, and we will build on this experience for the future programme. 5.2 Running Costs and Animation We understand applications allocating more than 18% to M&A will not be accepted, and to that end have sought to bring our M&A costs under this budget. We recognise adopting this approach will enable a greater proportion of LEADER funding to be deployed towards supporting beneficiaries In accordance with these regulations, the Chilterns LAG is proposing to spend 18% of the LEADER grant on management and admin (M&A) costs, and 5.06% of the LEADER grant on animation activity (giving a 72/28% management and administration/animation split) Our proposed breakdown of M&A and animation costs is shown in Appendix Our Accountable Body The nominated accountable body for the Chilterns LEADER programme is Ngage Solutions. Ngage provided the accountable body for the previous AVMK and Chilterns LEADER programmes, and has an enviable track record of efficient, successful and prudent delivery Whilst the LAG is responsible for the delivery of the programme, the accountable body is financially responsible for the delivery programme on behalf of the LAG. The accountable body holds itself responsible for successful conclusion of the programme, and undertakes to ensure that financial propriety and compliance is observed in its management and administration of the programme. It is also responsible for the tasks set out in the following paragraphs As an accountable body, Ngage Solutions will carry out its responsibilities in accordance with the National Operational Manual. Ngage Link Solutions as accountable body will hold accounts and bank statements for eligible expenditure and revenue. All monies received or raised by, for example, accrued interest from bank accounts, will be applied to further the objects of the LEADER programme and for no other purpose. Project Development The LAG has already developed a draft communications strategy, which we will be seeking to align with the wider national strategy for promoting the Programme as it develops. Ngage will be responsible for implementing this communications strategy, designed to stimulate local interest in rural development and encourage applicants to bring forward ideas and projects The draft Chilterns LEADER communications strategy is included in section

27 Project Assessment Under the guidance of DEFRA RDT, the Chilterns LAG is responsible for selecting projects which meet the objectives of the Local Development Strategy and the RDP Programme Document. In undertaking this task, the LAG will ensure that there is openness and transparency in the design of project selection criteria, the analyses of project proposals and the selection of projects whilst adhering to the necessary requirements of confidentiality. Project Monitoring Ngage s internal audit function will check that the correct procedures are being carried out by all the parties involved in the programme, including examination of a representative sample of the projects themselves. These checks will include the appraisal and approval or refusal of projects, and the management of conflicts of interest within the accountable body and the Local Action Group Ngage will undertake monitoring to identify possible weaknesses or risks in the operation of projects and provide for corrective measures to be taken to eliminate weaknesses. This may include checking claims and progress reports, undertaking routine and targeted inspections and monitoring the projects progress by any other means Ngage will not agree any variations over a fixed value, or commit any expenditure on such variations, without obtaining the prior approval of DEFRA RDT. Ngage will also notify DEFRA RDT of all variations below the fixed value within a prescribed period. Additionally, Ngage will notify DEFRA RDT within a prescribed period of any changes in the ownership of the business that applied for grant aid, any changes in the ownership of the grant aided items, if any grant aided assets are sold during the period up to 5 years after the final grant payment, and if the business ceases trading Ngage will inform DEFRA RDT of all irregularities that have taken place and seek guidance on how to proceed. The LAG will assess the seriousness of any irregularities against criteria set out in the National Operational Manual. We will apply financial penalties to projects and recover funds from them if required by the programme regulations DEFRA will perform an annual performance check of Ngage s work which will include a sample of management and administration (M&A) claims as well as project activity. In addition, DEFRA reserves the right to inspect Ngage at any time, or to request project file documentation for review. Processing Grants Ngage will undertake the calculations and checks of grants due to be paid to projects, and ensure that projects maintain a register of assets in a format approved by DEFRA, including items funded or partfunded by monies received from the programme. We will also perform management checks and inspections as laid out in the National Operational Manual Ngage will process grant payments for the programme using the new CAP-D IT system which is scheduled to be launched in This will ensure that the payments are eligible and evidenced by scrutinising the financial claims submitted by project deliverers, and payment will only be recommended where satisfactory progress of the project has been confirmed Ngage will not submit a payment recommendation for any applicant or project deliverer where we believe that a project is not being delivered in a satisfactory way, or where we have reason to believe that the correct procedures have not been carried out. Ngage will advise the LAG if and when this is done, and give reasons for the decision. The LAG or anybody acting under their authority cannot overturn the accountable body s decision in this regard, which must then be referred to DEFRA for investigation. Record Keeping Ngage will account for the income and expenditure of the LAG. Ngage will make project and running costs (management and administration) documents available for inspection or audit, as required by DEFRA, RPA or any audit body empowered by the regulations Ngage will provide evidence of all payments (to bank statement level) with all project claims (including our management and administration claims) and consider how all projects will do this in accordance with regulatory requirements Ngage will supply DEFRA with a copy of our IT information systems policy which sets out our retention period for data (hard copy and IT), financial transaction processes and the payment process for any accountable body transactions that are associated with RDP grant funding. 27

28 Ngage will hold project-specific information, including claims, inspections and irregularities and copies of all project-related information (application, appraisal, offer letters plus any variations, claims and inspections) for a minimum of 7 years from the end date of the project, or 10 years if state aid applies Ngage will be responsible for archiving electronic records and hardcopy documents associated with LEADER. 5.4 Communications and Publicity The purpose of the Chilterns marketing and communications activity will be to: Promote the availability of LEADER grants to all farmers, foresters and rural communities and encourage grant applications Nurture high-quality applications with maximum social and economic impact Demystify the application process and manage expectations Update key stakeholders on the programme s developments and successes The target audiences for a successful LEADER project include: Potential applicants: Farmers and micro-businesses in the relevant geographies who have a project which supports one of the Chilterns LEADER priorities Past applicants seeking to develop the next phase of their projects Intermediaries: Key influencers who can help sell the grant to eligible businesses, such as the Chilterns Conservation Board, Chilterns Society, Local Nature Partnership, National Farmers Union, Forestry Commission, Natural Environment Partnership, bank managers, accountants and other business support and intermediary organisations Local Action Group: Stakeholders who need to be kept informed about project successes, priorities and developments The key messages will need to be reviewed throughout the project lifecycle to support the changing requirements of the project team, LAG members, funders and applicants themselves. These messages will be targeted according to audience and channel but are likely to include: An early push to raise awareness that funding is available, which will be especially important in the geographies where the grant has not previously been offered An update on the impact and achievements of the previous LEADER programme A focus on the priority sectors and projects A clear explanation of the projects and types of business that the grants will support using real-life case studies from past recipients Direct communication with those who have already expressed an interest A regular drip-feed of success stories to raise awareness of the availability of LEADER funding and encourage expressions of interest and applications, particularly from priority projects/geographies An overview of the support available to help prepare a successful application Recognition of the source of LEADER funding (DEFRA/RDPE) A new suite of marketing and promotional collateral will be developed to help the LEADER programme team and partners sell the grant to farmers and micro-businesses. This support and stakeholder communication pack will be jargon-free, easy to read and will use pictures to help explain the application process to potential recipients. Case studies will help to bring the project to life and these materials will help LEADER to develop a strong identity within the rural and wider business community in our target areas. This collateral is likely to include: Promotional flyers with key messages, example projects, case studies, contact information and benefits Pull-up banners to use at hosted and partner events Word, Power Point and case study document templates to ensure a strong consistent identity; the programme team can send these to partners to help sell the grant through their own communication channels A logo support pack could also be developed for use by grant recipients, e.g. display boards, plaques, window signage, letterheads, etc. to acknowledge support from LEADER and promote the grant more widely. 28

29 5.4.5 In addition to the LEADER project logo, all promotional material will include logos for DEFRA, RDPE and Ngage The LEADER project will benefit from the multitude of good news stories created by past projects, and a number of case studies can be developed to sell the benefits of the LEADER grant to a variety of different audiences. Case studies will focus on our key priority sectors and are most likely to include information on: How the grant has been used Successful application processes, from initial interest to completed implementation The wider benefits to the grant recipient and wider community The LAG will utilise rural critical friend referrals to generate enquiries for the LEADER programme. There are a number of identified potential partners and routes to market which, with effective communication and information provision, may assist in the promotion and recruitment for the programme. Examples of such partners include members of the Local Nature Partnerships, the Conservation Board, the Chiltern Society, local growth hubs, local authorities, previous grant recipients, other business support networks and community groups. An extensive PR programme will support the marketing activity throughout the programme and will target the following media with news releases, case studies and programme results: Local print, online and broadcast media Regional and national trade press NFU, Forestry Journal, etc. Partner organisation publications Chilterns Tourism Network, Buckinghamshire Business First, Visit Buckinghamshire, etc. Local networks i.e. parish council newsletters Previous grant recipients The LAG members will utilise their valuable contacts on such bodies as the Local Nature Partnership, the Chiltern Tourism Network (whose website receives 250,000 unique visits per year), the Chilterns AONB or the Chiltern Society At least one application workshop will be held in each area per year, inviting potential candidates (approximately per session) to attend to find out what the grants will support and what the application process entails. These workshops will also help to create an FAQ page which can then be hosted on the LEADER website and provide the content for video tutorials A small budget will be set aside to enable the LEADER team to attend relevant industry events such as food festivals, county shows, networking events, forums, conferences and exhibitions. Information will also be provided to intermediary partners for them to include in their own event delegate packs and presentations There is a growing engagement with social media by second-generation farming businesses, and whilst we recognise there will be many potential recipients who will not be reached by online channels, it should be considered an essential part of the marketing mix The existing website for the Chilterns and Clay Vales programmes ( already appears at the top relevant Google searches and will be kept updated, visually appealing and as jargon-free as possible. The project team and partners will be promoting the website through brochures and flyers, marketing, social media and PR activity to our target audience Both Twitter and Facebook have a low set-up cost and offer relatively cheap and targeted advertising. Many farmers, foresters and rural businesses will have a social media presence, and the LEADER team can use these tools to raise awareness of the LEADER grant in existing online groups that potential recipients will be visiting. We may also look to the possibility of establishing online chat/q&a sessions with team and/or LAG members (along the lines of Agrichat) Ngage has identified a number of areas in which video could be used to support the communications activity. These include online tutorials like Ngage has deployed previously in delivering the Wood Fuel WIG; these guides will help to demystify the requirements of the application process and encourage a higher standard of applications. In addition, we will use video case studies to provide social proof that the grants provide real value and encourage a can-do attitude towards applications Ngage would recommend some direct marketing, i.e. e-shots, direct mail and telemarketing to businesses in relevant postcode areas to advise them of the opportunities offered by LEADER in their area. Ngage has a database of businesses who can be contacted by , this being the most 29

30 measurable, targeted and low-cost method of reaching a large number of relevant businesses and creating warm lists for telemarketing follow-up. This will also help to maintain a database of up-todate contacts. Those who are non-contactable by can be targeted by post, and this activity can be scheduled quarterly and adjusted to support the changing requirements of the project team All campaign activity will be tracked and measured and results will be fed back to the Programme Manager in monthly activity reports. The effectiveness of the marketing plan will be monitored through various methods, including the number of press releases and articles published, the number of events and attendees at meetings and events, web analytics tools tracking the impact of social media, marketing and website activity, tracking the source of enquiries, monitoring budget expenditure, and numbers of valid applications received. 6.0 Financial Plan 6.1 Our Financial Profile We have profiled our annual expenditure against each RDP measure that is relevant to the projects we intend to deliver in the LDS Our full financial profile is shown in Appendix 3 Signed on behalf of Ngage Solutions (Accountable Body) Signature Name PHILIPPA BATTING Position Managing Director Date: 4 th September 2014 Signed on behalf of Clay Vales LAG Signature Name DAVID BRIGGS Position CHAIRMAN Date: 4 th September

31 Appendix 1: Map Showing the Chilterns LAG Area

32 APPENDIX 2: Management & Administration and Animation Costs Year Total Animation Management & Administration Contribution to Overheads 14,000 14,000 14,000 14,000 14,000 7,000 77,000 35,000 42,000 Wages Salaries 43,476 44,346 45,232 46,137 47,060 29, ,634 50, ,187 Admin support 10,000 10, , ,000 Irrecoverable VAT , ,024 Phone Charges , ,024 Motor and Travel Expenses 3,000 3,000 2,500 2,000 2,000 1,000 13, ,500 Finance Support , ,024 Marketing, meetings & events 5,000 5,000 2,500 1,000 1, ,990 14,990 0 Sub Contractor 5,000 5,000 1, , ,496 13,496 0 Total 81,988 82,858 67,244 65,645 66,572 39, , , ,759 28% 72%

33 APPENDIX 3: The Full Chilterns LAG Financial Profile

34 Appendix 4: Equal Opportunities Policy (Accountable Body) NGAGE SOLUTIONS EQUAL OPPORTUNITIES POLICY A) STATEMENT OF POLICY 1. We recognise that discrimination is unacceptable and although equality of opportunity has been a long standing feature of our employment practices and procedure, we have made the decision to adopt a formal equal opportunities policy. Breaches of the policy will lead to disciplinary proceedings and, if appropriate, disciplinary action. 2. The aim of the policy is to ensure no job applicant, employee or worker is discriminated against either directly or indirectly on the grounds of race, colour, ethnic or national origin, religious belief, political opinion or affiliation, sex, marital status, sexual orientation, gender reassignment, age or disability. 3. We will ensure that the policy is circulated to any agencies responsible for our recruitment and a copy of the policy will be made available for all employees and made known to all applicants for employment. 4. The policy will be communicated to all private contractors reminding them of their responsibilities towards the equality of opportunity. 5. The policy will be implemented in accordance with the appropriate statutory requirements and full account will be taken of all available guidance and in particular any relevant Codes of Practice. 6. We will maintain a neutral working environment in which no employee or worker feels under threat or intimidated. B) RECRUITMENT AND SELECTION 1. The recruitment and selection process is crucially important to any equal opportunities policy. We will endeavour through appropriate training to ensure that employees making selection and recruitment decisions will not discriminate, whether consciously or unconsciously, in making these decisions. 2. Promotion and advancement will be made on merit and all decisions relating to this will be made within the overall framework and principles of this policy. 3. Job descriptions, where used, will be revised to ensure that they are in line with our equal opportunities policy. Job requirements will be reflected accurately in any personnel specifications. 4. We will adopt a consistent, non-discriminatory approach to the advertising of vacancies. 5. We will not confine our recruitment to areas or media sources which provide only, or mainly, applicants of a particular group. 6. All applicants who apply for jobs with us will receive fair treatment and will be considered solely on their ability to do the job. 7. All employees/contractors involved in the recruitment process will periodically review their selection criteria to ensure that they are related to the job requirements and do not unlawfully discriminate. 8. Short listing and interviewing will be carried out by more than one person where possible. 9. Interview questions will be related to the requirements of the job and will not be of a discriminatory nature.

35 10. We will not disqualify any applicant because he/she is unable to complete an application form unassisted unless personal completion of the form is a valid test of the standard of English required for the safe and effective performance of the job. 11. Selection decisions will not be influenced by any perceived prejudices of other employees/contractors. C) AWARENESS 1. All employees/contractors will be made aware of this policy. 2. It will be displayed within Buckinghamshire Business First/Ngage offices and will be available on SharePoint (the organisational intranet) for all to view. D) MONITORING 1. We will maintain and review the employment records of all employees in order to monitor the progress of this policy. 2. Monitoring may involve:- a. the collection and classification of information regarding the race in terms of ethnic/national origin, the sex and disability of all current employees. b. the examination by ethnic/national origin, sex and disability of the distribution of employees and the success rate of the applicants. c. recording recruitment, training and promotional records of all employees, the decisions reached and the reason for those decisions. 3. The results of any monitoring procedure will be reviewed at regular intervals to assess the effectiveness of the implementation of this policy. Consideration will be given, if necessary, to adjusting this policy to afford greater equality of opportunities to all applicants and staff. Philippa Batting Managing Director February 2014

36 Appendix 5: Letters of Support

37 Hello Nick, Yes sorry for delay. WiRE would be broadly supportive of the proposals outlined in this draft. I would however have the following comments (all slightly in haste so please excuse any abruptness of tone it is entirely unintentional just trying to be clear and quick: Micro business - you specify support to micro business where strongly linked to a farm. I'm not sure why you are so specific - many micro businesses will be linked to one of the small, mixed farms which are mentioned in the proposals but many will not be and I am not sure what your strategy gains by making the distinction (and Leader is an instrument for rural development rather than specifically farm support). In the business support section you mention young and over 50s. I would recommend that you recognise the existing and potential contribution of women - both as business owners but also agents of change and renewal in rural economies (actually particularly if you are looking at on-farm diversification as our research shows this to be overwhelmingly led by the woman on the farm rather than the farmer). I can let you have references for research which you can refer to if needed. I'm also not sure how some of your proposals will translate into the outputs that DEFRA are now wanting but that will be down to your creativity! Also - retail is usually excluded from all types of EU funded business support - perhaps Leader is an exception but worth mentioning just in case. With best wishes Polly Polly Gibb OBE Director WiRE The Rural Champion

38 Nick, this is an excellent document which I m sure the Society would fully endorse. I would make the following comments: Re education, you mention eg. camping in woods. You are doubtless aware that the government (and Bucks CC) are very interested in Learning Outside the Classroom... you might like to expand a little more on this...? eg. Forest Schools or less formal projects to encourage classes into the countryside/woodlands... Re farm diversification and accommodation, I would suggest you refer to suitable accommodation/projects... there have been instances where farms have applied for permission to convert barns or build accommodation in the AONB in unsuitable places... This is a very fine line in the AONB and needs to be treated with care! Re tourism, I think there is an opportunity to develop more local brands/specialities. Thinking of France, each area has its own specialities which are promoted locally, and even nationally. I think we are missing a trick there. I think it is covered in your paper but could perhaps feature more strongly. Hope the above is helpful. Best regards David Harris Chairman, Chiltern Society. tel/fax: davidharris100@dsl.pipex.com

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41 David Briggs Blackwell Farm, Latimer, Bucks, HP5 1TN 1/9/2014 Dear David, Re: Chilterns LEADER Proposal Thank you for consulting us on your proposals for the next LEADER programme. Your priorities and analysis of the rural business environment represents our own thoughts. Whilst the economy is showing signs of recovery many rural businesses will continue to face a challenging market. I believe that LEADER will be a great asset to new start businesses in the Chilterns and will make a considerable difference to many businesses. We welcome and share your drive towards growth and jobs in the rural business sector. Although your Local Action Group clearly has extensive experience of rural businesses and farms, Buckinghamshire Business First exists to support all businesses in the county and currently has a membership of over 5,000 businesses. We would like to continue to introduce potential applicants through our normal business support practices. We support your bid, welcome the next LEADER programme in Buckinghamshire and look forward to working with the LAG and Programme Manager Nick Phillips over the coming years. Good luck Heather Dean Head of Skills and Business Support

42 David Campbell OBE Chair AVMK LEADER Local Action Group c/o Ngage Solutions Ltd The Saunderton Estate Wycombe Road Saunderton HP14 4BF 2nd September 2014 Dear David Re: Chilterns and AVMK LEADER Proposals Expansion of the Chilterns LAG area I am writing on behalf of Hertfordshire LEP to endorse the proposals, as set out in your paper about the areas of operation for LEADER in I look forward to LEADER helping to support growth and new jobs in rural parts of Hertfordshire that form part of the Chilterns area (including Berkhamsted and Tring). I understand that you have recently met the existing LEADER Local Action Groups within the Hertfordshire LEP area and I am sure there will be a constructive and supportive working relationship with LEADER across county and LEP boundaries. I wish you every success in securing funding for the next LEADER programme and look forward to working with you in the future. Yours sincerely Neil Hayes Executive Director