YORKSHIRE DALES LEADER LOCAL DEVELOPMENT STRATEGY

YORKSHIRE DALES LEADER LOCAL DEVELOPMENT STRATEGY 2014-2020 Using the LEADER approach in the Yorkshire Dales: To grow a sustainable rural economy by developing diverse economic growth and creating sustainable communities, capitalising on the areas internationally recognised distinctive environment, landscape, culture and heritage. Main Contacts: Lead Partner: David Sharrod Organisation: Yorkshire Dales Millennium Trust Email: David.Sharrod@ydmt.org Accountable Body: James Farrar North Yorkshire County Council james.farrar@businessinspiredgrowth.com

CONTENTS Introduction... 5 Our Strategic Themes and Priorities for Action... 5 SECTION 1: THE LOCAL ACTION GROUP PARTNERSHIP... 7 1.1 Membership of the Local Action Group (LAG)... 7 1.2 Structure and Decision Making Process... 8 1.3 Local Action Group Staff: numbers and job descriptions... 8 1.4 Equal Opportunities Statement... 9 1.5 Involvement of the Community... 9 1.6 Letters of Support... 11 1.7 Training requirements... 11 SECTION 2: THE LEADER AREA... 12 2.1 Map of the Area... 12 2.2 Rural Population Covered... 13 2.3 State of the Economy... 14 SECTION 3: THE STRATEGY... 17 3.1 Strengths, Weaknesses, Opportunities, Threats (SWOT)... 17 3.2 Evidence of Alignment with LEP Activity... 18 3.3 Yorkshire Dales Local Action Group Priorities... 19 3.4 Programme of Activity... 21 3.5 Co-operation and collaboration activity... 23 3.6 Cross Cutting Themes... 23 3.7 Community Led Local Development Activity (CLLD)... 23 3.8 Sustainability Appraisal... 24 3.9 Evaluation Plan... 24 3.10 Exit Strategy beyond 2020... 24 SECTION 4: MANAGEMENT AND ADMINISTRATION... 26 4.1 Accountable Body... 26 4.2 Project development and Assessment... 26 4.3 Claims and Payments... 28 2

4.4 Communications and Publicity... 29 SECTION 5: FINANCIAL PLAN... 30 5.1 Overall funding Profile... 30 5.2 Use of grants, procurement and other financial support... 30 SECTION 6: ACTION PLAN... 32 6.1 2014/15... 32 6.2 2015/16... 33 6.3 Strategy after Year 1... 33 Appendix 1: Leader Policy Priority and Outputs... 34 Appendix 2: Local Enterprise Partnership Endorsements... 35 3

Foreword from the York, North Yorkshire and East Riding Local Enterprise Partnership: As a predominantly rural area dominated by small and micro businesses, a significant amount of growth will come from large numbers of micro businesses creating small numbers of jobs. Consequently, one of the biggest challenges is being able to access and work with businesses and people in remote rural areas. The LEADER approach allows us to work with local partners and communities to access more of our businesses, realise more potential and increase the impact and growth in our more remote areas. The following Local Development Strategy for the Yorkshire Dales LEADER area has been written from a community-led approach in identifying the needs and priorities, mindful of the activities that are already happening and proposed in the area. It identifies the gaps, and plans activity to plug these gaps, working in partnership to achieve the most of the limited resources available to us. The Strategy has been written with input from officers of the Local Enterprise Partnership and, at its most fundamental level delivers the LEP s strategic objective of sustainable growth in the Dales, Moors and Wolds. However, as well as delivering this action directly, it will impact on the delivery of all the LEP s priorities, making action possible in the more remote rural parts that would simply not be reached by the core activities planned by partners of the LEP. Where possible, project ideas will be joined to existing structures and mechanisms, so that the work of the LEP is complemented and given additional value, and the benefits are spread further. This will involve a great deal of collaboration, trust and partnership working, and all partners are committed to this principle. The funds of LEADER are small in comparison to other sources; the importance lies in the approach, which can only enrich the current offer of the LEP to the area. I look forward to working closely with the Yorkshire Dales LEADER Executive Board in making a genuine difference to the economy of the Dales. Barry Dodd CBE Chairman York, North Yorkshire & East Riding Local Enterprise Partnership 4

INTRODUCTION In 2014 the world s largest annual sporting event, the Tour De France, visited the Yorkshire Dales providing global coverage for the region and its world class environmental assets. It was an outstanding success, with communities coming together to provide a spectacular welcome and to create an unforgettable Grand Depart for the race. We must use this opportunity to create a lasting legacy, building on the international exposure to provide a world class experience for the visitors who are so important to our economy. This Local Development Strategy (LDS) identifies where locally-led investments can best realise the opportunities provided by our natural assets and increased profile. It shows how local solutions can overcome some of the challenges faced by the most remote rural businesses and communities. It is a commitment to work together with those people who live, work and breathe the Yorkshire Dales to deliver investment, growth and jobs into rural areas. The Yorkshire Dales is home to iconic scenery and a rich cultural heritage, with spectacular limestone valleys, charming market towns and picture postcard villages. It's a place that stirs the emotions and stimulates the senses of everyone that visits. At its heart are three very special areas the Yorkshire Dales National Park, Nidderdale Area of Outstanding Natural Beauty (AONB) and Forest of Bowland AONB surrounded by a wider hinterland of Dales and distinctive market towns. These assets and resilient, welcoming communities, make the Yorkshire Dales a very special place. If this is coupled with improving broadband connectivity and better links with our successful market towns, it provides exceptional opportunities to grow our many small and micro businesses, and to offer fantastic opportunities for recreation for millions of visitors. But we aren t without our challenges. The sustainability of upland farming which shapes so much of our magnificent landscape is an ever increasing challenge. Low incomes and seasonal employment, combined with the higher cost of living in rural areas, create issues of rural isolation, in-work poverty, and access to affordable housing and other services. These issues, coupled with public sector cut backs are putting increasing pressure on our communities, whose commitment, strength and passion have done so much to create the Yorkshire Dales we see today. Importantly, the economies of market towns and rural areas complement each other, and together create successful, distinctive places. We need to understand these relationships if we are to generate growth and retain vibrant, successful communities across the area. We need to work with local communities to create novel ways to develop sustainable solutions and to attract more families and businesses into the area. Our Strategic Themes and Priorities for Action Theme Capitalising on the distinctive environment and cultural landscape Developing a diverse rural economy Creating sustainable communities Priority Strengthen the tourism industry building on the cultural, heritage and natural assets and the Dales identity Improve the sustainability for upland land management in the Dales Support the development of the local bioenergy and renewable energy supply chains Support entrepreneurship and enable business growth Encourage the participation of young people and women in rural enterprise Sustain and enhance rural services Delivery & Resources The people who live and work in the Yorkshire Dales are immensely proud of it. This Local Development Strategy sets out how we will enable those people to identify the investments which will best deliver the growth and jobs needed to sustain their communities for future generations. 5

Partnership is at the heart of our approach and we will work with our key stakeholders - such as Local Enterprise Partnerships, the local Authorities, Rural Action Yorkshire, Yorkshire Dales Millennium Trust, the Nidderdale AONB Joint Advisory Committee and Yorkshire Dales National Park Authority - to identify and deliver investment. We will maximise the impact by only investing in projects which cannot access mainstream funding - or where we can add real local value. Our priorities are supported by economic evidence and have been identified through consultation with partners across the area. A Local Action Group representing local businesses, communities and stakeholders will drive the delivery of this Local Development Strategy, and be responsible for ensuring that the community led approach is maintained. Measuring Success; Main Outputs Success is measured, not by the money spent, but by the impact of the investments made. Success will mean greater sustainability: for business, greater profitability; and for people, more resilient communities. A range of outputs will be used to measure our success. Headline targets are: 98.11 FTE jobs created 3,000,000 total LEADER investment 107 FTE jobs safeguarded We will grow the economy by 3,284,100 475 businesses assisted Total Investment: 4,920,000 6

SECTION 1: THE LOCAL ACTION GROUP PARTNERSHIP 1.1 Membership of the Local Action Group (LAG) There are four main partnership groups: The wider community: everyone residing and working within the area. The communities who contribute to the programme activity, receive programme information and are individually responsible for disseminating information to ensure involvement and engagement; The LAG: the governing body who oversee programme progress; The Executive Board: a subset of the LAG with specific responsibilities for decision making and assessing project applications; The Review and Advisory Board: a subset of the LAG whose role is to monitor programme delivery and performance and to ensure alignment with both LEP programmes and national policy. The LAG is well connected with membership from key public sector organisations such as: North Yorkshire County Council (NYCC); Yorkshire Dales National Park Authority (YDNPA); Nidderdale Area of Outstanding Natural Beauty (AONB); Forest of Bowland AONB; Richmondshire District Council; Hambleton District Council; Harrogate Borough Council; Craven District Council and Craven College. Voluntary and community sector organisations membership includes: Rural Action Yorkshire; Yorkshire Dales Millennium Trust (YDMT- Lead Partner); Nidderdale Plus Partnership; the Yorkshire Dales Farmer Network; Richmondshire Community and Voluntary Services; the Yorkshire Food, Farming and Rural Network (YFFRN) and Confor (promoting forestry and woodland). The Executive Board handbook s terms of reference, governance and roles are available on request. LAG Structure 2014-2020, Accountability: Yorkshire Dales wider community Yorkshire Dales LAG Annual meeting Informs strategic vision Appoints/Elects Executive board Delegates decision making Executive Board (Decision making body) Maximum 14 Meets quarterly (minimum) Delivers strategic vision Overview of Programme Review and Advisory Board Annual LAG Performance review Alignment with regional strategy Lead Partner (Yorkshire Dales Millennium Trust) Programme Co-ordinator Development of Programme proposals Publicity and communication Accountable Body (North Yorkshire County Council) Programme Manager Financial Administration Contract Holder Defra Rural Payments Agency RDPE Delivery 7

1.2 Structure and Decision Making Process The Executive Board will be elected in December 2014. Executive members will stand down in rotation every three years. The LAG will hold an open forum Annual General Meeting to elect the private, voluntary and community sector members. There will be revolving appointed representation from public sector organisations and a permanent place for the Accountable Body. The LAG will aim to ensure that Executive membership is gender balanced, representative of the whole LEADER area, and that it reflects key rural business sectors. The Executive will elect a Chair and Vice Chair annually. The structure of the Executive Board has been reviewed during transition in preparation for the new programme. Public and voluntary sector representation could include specific target groups of women and young people - for example Wire (Women in Rural Enterprise) and the Young Farmers Association. Private sector representation will include small and micro business (representative of key sectors), tourism, agriculture, forestry and business support including the Yorkshire Dales Farmer Network, Confor, the Country Landowners Association and representatives from business Associations and Chambers of Trade. At the time of finalising the Local Development Strategy and Action Plan, the Executive Board has 14 voting members, with not more than 49% public sector organisations. The Executive Board will invite nonvoting membership from the York, North Yorkshire and East Riding LEP and Leeds City Region LEP. It is anticipated by the Executive Board that inclusion of partner organisations will change over the lifetime of the programme, as is appropriate to complement an annual updated LEADER Action plan. The Executive Board handbook will familiarise the Executive with the LEADER approach, this strategy, and their own role, responsibilities, and terms of reference. This helped effective decision making by Executive members in the previous programme. All new LAG members will have a full induction and sign up to the Nolan Principles - the code of ethics for those in public office in the UK. The Executive Board are required to conform to the standard requirements regarding declarations of interest. On declaring a pecuniary interest in a particular project, the person concerned should take no part in the discussion or decision-making about a project. Their declaration will be recorded in the minutes of the meeting, and subsequently transferred to a cumulative database of members declarations of interest, held by the Accountable Body, which will be available during audit. This requirement extends to LAG staff. Voting members: 6 Public Sector members, 8 non-public sector Sector: Public Sector Private Sector Voluntary/Community Sector Organisation/sub-sector 4 Local Authorities, YDNPA, 2 AONB s, NYCC, YNYER LEP/Leeds City Region LEP (advisory and non-voting). Representatives from Agriculture, SME Business Support, Forestry, Tourism and specific rural business sectors. Representatives from Tourism, Forestry, Agriculture, SME Business Support, Community services. 1.3 Local Action Group Staff: numbers and job descriptions The Management and Administration budget is a maximum of 18%. The staff team will be split between the Accountable Body and the Lead Partner. Job descriptions for all the LAG staff are available on request. Accountable Body-North Yorkshire County Council (NYCC) NYCC will employ staff to cover programme management, appraisal, claims and desk-based monitoring. The Enterprise Partnership Officer will sit on the Executive Board and present programme information to inform decision-making; and also provide the Secretariat. This post will be given in kind by NYCC. Two 0.25 FTE Technical Support Officers will deal with appraisal of completed applications, claims and monitoring. 2 posts are necessary to ensure the division of responsibilities as dictated in national guidance. These are part-funded through the LEADER Management and Administration funds. 8

Lead Partner-Yorkshire Dales Millennium Trust (YDMT) YDMT will employ a Programme Co-ordinator: the public-facing member of staff, liaising with potential applicants and communities. YDMT will also provide 0.3 FTE of administrative support and 0.2 FTE of management support, paid for by Management and Administration funds of the LEADER Programme. Accountable Body Enterprise Partnership Officer (Programme Manager) (0.3 FTE) To provide programme-wide management information To identify underperformance and act accordingly To provide secretariat to Executive Group Accountable Body Project Support Officer (Finance) (0.25 FTE) Claims and monitoring Accountable Body Technical Support Officer (0.25 FTE) Appraisal of completed applications Lead Partner Programme Co-ordinator (1 FTE) Administration and Management (0.5FTE) To encourage and facilitate projects in the LEADER area To provide support to applicants To be the public face of LEADER To communicate through relevant publicity 1.4 Equal Opportunities Statement Executive Board Membership will be in accordance with the public sector equality duty, with representative gender membership, and they will identify and overcome any barriers to participation by disadvantaged groups. Assessing issues of equality will form part of all policy and decision making. 1.5 Involvement of the Community Participatory workshops were held in Harrogate Borough, Richmondshire and Craven Districts and close to Hambleton District. These were well supported with communities keen to discuss opportunities to improve the sustainability of local services, upland livestock farming and the support that micro and small rural business needs. This was supported by an online survey and focus sessions or one-to-ones with key business sectors and employers, the Dales Tourism Network, farmers and forestry organisations. A sample of organisations who participated includes: Agriculture/Farming Forestry Tourism Rural Services Yorkshire Dales Farmer Network Confor The Tourism Network Ltd Reeth & District Community Transport Alternative Food Chain Development Yorwoods Gayle Mill Trust 17 Parish Councils 1 City Council Yorkshire Food, Farming Forestry Commission Vacation Chamber Long Preston Village Hall and Rural Network Orchestras Country Landowners Vibrant Settle Masham Community Office Association 6 Farm businesses Settle Folly Stirton Water CIC Big Sheep Little Cow Keld Resource Centre Wensleydale Railway Farm Attraction Washburn Heritage Centre Dales Farmer Producer Group Lime tree farm & Nature Reserve Hudson House (Community Office), Reeth Yorkshire Rural Support Network Co-ordinator The Business Association (Wensleydale) Swaledale Mountain Rescue Culture and Heritage Business and SME Community Sector and Environment Enterprise other interest Yorkshire Dales Landscape Research Trust Swaledale and Arkengarthdale Archaeology Group Chrysalis Arts Development Ltd Dawn Clarkson Associates Accountants and Business Advisors Richmondshire Centre for Voluntary Services Harrogate and Ripon Centres for Voluntary Services Yorkshire Dales Rivers Trust Yorkshire Dales National Park Authority 9

Swaledale Festival Campbells of Leyburn Sustrans Yorkshire Wildlife Trust Quarry Arts Ltd Tennants Auctioneers Nidderdale Plus Natural England The Leyburn Arts Centre Wensleydale Creamery Yorkshire Dales Millennium Nidderdale AONB Ltd Trust Craven Conservation Group Worcnet Craven Settle Pool Friends of Nidderdale AONB Threshfield Quarry 2 Further Education North Craven Building Forest of Bowland AONB Development Trust Colleges Preservation Trust Ingleborough Archaeology Group Create Arts Development Rural Action Yorkshire Issues Raised The Yorkshire Dales core area is geographically isolated. Problems raised included poor provision of basic services such as transport, childcare - affecting access to both variety of and better paid work, career progression, facilities for young people (e.g. further education), and services available only in market towns. The housing market is a local concern as it is at odds with local demand, where communities wish to retain young people and attract in young families. This landscape attracts an estimated 9.4 million visitors 1 and has dense pockets of second and holiday homes in the protected areas of the National Park and Nidderdale and the Forest of Bowland AONBs. There is a real desire from the larger employers to encourage young people into business, retain young people living and working here and see creation of an infrastructure fit for entrepreneurship in the 21 st Century. The rich Dales culture, landscape and heritage is nationally unique and the workshops identified it could be better linked to business and tourism opportunities and that this in turn would improve basic services through the increased demand, such as flexible transport, for the resident communities. Improving access to broadband and mobile coverage is seen as a vital growth opportunity. With Agriculture as a significant employer (accounting for 15% of the workforce in wards of Addleborough and Kirkby Malzeard for example), sustainability and low profitability are linked to the aging population, business succession, and retaining the next farming generation. In some cases diversification into tourism and cultural activity offers improved profitability. These messages also highlighted a desire for improved networking in business (across all sectors and size) to exchange information, ease the sharing of new technology, build supply chains in tourism, local food and forestry products, and to link earlier with prospective young employees through the schools, and apprenticeships for example. The consultations highlighted the diversity of niche rural businesses over the area and the vitality of market towns such as Richmond, Hawes, Masham and Settle. Support for developing tourism packages, promoting local food / produce, linking suppliers with buyers to help niche businesses grow are just some areas identified as further local opportunities. Desk-based Research To ensure full identification of local needs, desk based research on alignment with local strategies included; Economic and Investment Strategy (Oct 2013) York, North Yorkshire and East Riding LEP, European Union Strategic Investment Fund- Implementation Plan (January 2014) York, North Yorkshire and East Riding LEP, Strategic Economic Plan ESIF submission, York, North Yorkshire and East Riding LEP; Strategic Economic Plan- Part A: Growth Plan (March 2014), Leeds City Region Growth Deal (2014), Leeds City Region LEP; The Yorkshire and Humber Plan Regional Spatial Strategy to 2026 (May 2008); Roots to Prosperity: A Strategy and Action Plan for the Growth and Development of the Forestry Sector in Northern England (June 2014). A Strategy and Action Plan for Sustainable Tourism in the Yorkshire Dales 2013, YDNPA; Rural Strategy for Yorkshire 2014-2020, Rural Action Yorkshire A Local Growth Plan for the Yorkshire Dales National Park; North York Moors National Park; Nidderdale Area of Outstanding Natural Beauty; and Howardian Hills Area of Outstanding Natural Beauty 2014; North Yorkshire and York Local Nature Partnership Strategy (draft 2014). 1 2011 STEAM Yorkshire Dales National Park and wider area of influence 10

Additional Consultation and Adoption The first draft of this Strategy was circulated for comment to key organisations; Forestry Commission, Local Authorities, Nidderdale AONB, Yorkshire Dales National Park Authority, NYCC, YNYER LEP, Leeds City Region LEP. The first draft was approved by the Transition Steering Group and Transition LAG Executive Board on July 31 st 2014. The final draft was circulated to YNYER LEP, Leeds City Region LEP and key partners in August. The Yorkshire Dales LDS was adopted at the formal meeting of the Transition LAG Executive Board on August 21 st 2014. Continued community involvement The community will continue to be closely involved in the development and delivery of proposed programme through membership of the wider Local Action Group and representation on the Executive Board. Active engagement of the wider community will be achieved through the Communications and Publicity Plan. This will include developing the Yorkshire Dales LEADER website, (retaining the previous programme activity as legacy), parish newsletters, use of partner organisation publications and enhancement of the successful E-news burst mailing group. 1.6 Letters of Support Letters of support for this strategy have been received from Craven College, Craven District Council, Hambleton District Council, Harrogate Borough Council, Nidderdale Plus (Voluntary and Community Sector), Richmondshire District Council, Richmondshire Council for Voluntary Services (Voluntary and Community Sector), and Rural Action Yorkshire (Voluntary and Community Sector). These are available upon request. Endorsements of this strategy have been received from York, North Yorkshire and East Riding LEP and Leeds City Region LEP. These are included in Appendix 2. 1.7 Training requirements The new programme has a strong economic focus. We need to ensure that the Executive Board has the skills required to review the projects coming forward and to contribute to decision making. An assessment using a skills matrix (available on request) will form part of Board selection and further development. Executive Board members will act as ambassadors for Yorkshire Dales LEADER and support LAG staff at regional, national and international events where required. In order to do this LAG staff will build capacity within the LAG to ensure member confidence and understanding of LEADER, EU regulations and programme requirements. 11

SECTION 2: THE LEADER AREA The Yorkshire Dales LEADER area has been defined following extensive local consultation, taking into account the performance of the previous Programme and national guidance. All data is based upon the custom geography of the LEADER area unless stated. (A full list of the wards and parishes is available upon request.) 2.1 Map of the Area The area is characterised by upland livestock agriculture with mixed and arable farming at the fringes. This is a landscape beloved of many around the world, rich with distinctive cultural and historic attractions that enhance its popularity as a tourist destination. It includes the protected landscape areas of Yorkshire Dales National Park (excluding that within the County of Cumbria) and Nidderdale AONB whilst partially covering Forest of Bowland AONB. It is entirely within the County boundary of North Yorkshire and covers the Districts of Craven, Richmondshire and parts of Harrogate Borough and Hambleton District. In addition to the upland area that is traditionally known as the Yorkshire Dales, and in recognition of the economic and social ties between the remote upland communities and adjoining service centres, the boundary includes the hub towns of Skipton in the south, Ripon in the east, and Catterick Garrison in the north-east. These hub towns share less of the geographical characteristics of the wider Yorkshire Dales area, however their economies are intrinsically linked with the wider LEADER area. The whole area sits within the York, North Yorkshire and East Riding LEP geography, whilst the southern parts of Craven and Harrogate Districts are also within the overlapping Leeds City Region LEP. It is bordered by a number of other LEADER areas which are geographically distinct, but which share some of the upland social and economic characteristics of the proposed Yorkshire Dales area, giving opportunity to collaborate and maximise impact. 12

2.2 Rural Population Covered Rural Area Total Population Rural Population Urban (Hub Towns) Rural Popn.Density 333,674 Ha 149,596 98,695 50,901 0.3 per Ha (Total population figures include 7166 Armed Forces Military personnel and MOD civilians 2 working and residing around the Catterick Garrison hub town, Richmondshire District and 1003 personnel and MOD civilians at Menwith Hill, Harrogate District.) Total geographical rural area is 333,674 Ha (3337 square kilometres/1,288 sq. miles,) and is 340,660 Ha including the hub towns. This gives a rural population density average of 0.3 persons per Ha (29.5 persons per square kilometre) and an overall LEADER area population density of 0.44 persons per Ha. Age Structure 3 The overall age profile is similar to North Yorkshire, but this conceals trends within Districts. For example in Craven District 30.4% are aged 43-64 and 23.9% aged 65+, and in some parishes within Richmondshire and Craven, more than 37% of the population is aged 65+. In common with other upland remote areas, this has significant implications in the provision of, and access to, vital services for an older population. Age structure inc total population (mid-year) - Aged 0-15 (%) Age structure inc total population (mid-year) - Aged 16-29 (%) Age structure inc total population (mid-year) - Aged 30-44 (%) Age structure inc total population (mid-year) - Aged 45-64 (%) Age structure inc total population (mid-year) - Aged 65+ (%) LEADER Area 17.31 16.66 17.31 27.87 20.87 Rural Needs The area attracts in-migration by semi-retired and retired people; in turn influencing house prices, viability of local services, education, welfare and the ability to meet the needs of a younger generation. Sparse population influences the viability of business through limiting easy access potential customers. Services. Many are remote from basic services vital to retain a living, working community and productive economy. Broadband provision is improving slowly but with an older population, online is not the quick fix. LEADER Area North Yorkshire % all Households more than 6km from a Petrol Station 4 % all Households more than 6km from a Post Office % all Households more than 6km from a Primary School % all Households more than 8km from a Bank or Building Society % all Households more than 8km from a Principal GP % all Households more than 8km from a Secondary School 20.8 7.86 4.83 23.7 21.01 36.19 45.14 3.26 0.75 0.42 6.4 2.81 8.19 7.23 % all Households more than 8km from a Supermarket Qualifications 18.6% have no qualifications - roughly similar to regional figures (20.8% in North Yorkshire). Fuel Poverty is a major issue. This is where a household s required fuel costs are above average, and were they to spend that amount they would be left with residual income below the official poverty line. 11.4% here are in fuel poverty, higher than regional and national; pockets are as high as 22%. 5 24% 6 are not connected to the gas network. As a ratio of expected deaths (based on non-winter deaths over 3 years), Excess Winter Deaths in Richmondshire are 19% (80 persons) compared to 14.7% over North Yorkshire. 2 Jan 2014 Districts STREAM data 3 2012, LSOAs 2011 STREAM data 4 2009, LSOAs 2001 STREAM estimated 5 Fuel Poverty (New LIHC Methodology) - Fuel poor households (%) 2011, LSOAs 2001. STREAM 6 2012, LSOAs 2011 STREAM data 13

Vehicle ownership is high; 44% use a vehicle to get to work. Only 12% of households have no vehicle (lower than the North Yorkshire 17.8%). 3.4% 7 of people in employment travel to work in excess of 60km. Low median earnings, with low unemployment and under-employment. Median earnings by place of residence is lower than regional and national; area average is 374.33 8 wk ( 19,465pa) with Craven District lowest at 342.10. Unemployment is low at 2.8%; but those in employment often have multiple jobs (indicating under-employment). Housing Affordability and availability remain key issues for this area; affordability being determined by the disparity between low local wages and a market driven by external forces. Average house price in the area is 227,820 9 ; Harrogate District is 258,402 whilst the average price in the rural core of the Yorkshire Dales National Park is 238,838. 80.9 % of households are classified as being under occupied with one room or more than the standard requirement. Of these, 44.9% are under occupied with 2 or more rooms more. A small 0.29 % of Houses are in Multiple Occupation. 2.3 State of the Economy (A detailed report on this is available upon request). 73.6% of the population is economically active. Self employment levels are high; 21.4% and 7.9% work from home (both higher than regional trends). The majority of self employed are small employers and own account workers micro business (an estimated 72% 10 ). Only 6.3% of businesses (VAT and/or PAYE Based Local Units), employ 20 or more people. 63.6 11 % of start-up enterprises are still in business after 3 years. The high costs in fuel, energy, housing prospective employees, and development constraints in protected landscapes will be a challenge in encouraging an entrepreneurial approach to new and re-development business and raising GVA. The service sector is the predominant employment type for the area at 25% ranging from Wholesale and Retail, through Financial and Insurance Activities to Human Health and Social Work Activities. Estimated Usual residents aged 16 to 74 in employment by Industry 2011: Arts, Entertainment and Recreation; Other Human Health and Social Work Activities Education Public Administration and Defence; Administrative and Support Service Activities Professional, Scientific and Technical Activities Financial and Insurance Activities Information and Communication Accommodation and Food Service Activities Transport and Storage Wholesale and Retail Trade; Repair of Motor Construction Manufacturing Agriculture, Forestry and Fishing North Yorkshire Dales LEADER 0.0% 5.0% 10.0% 15.0% 20.0% The Agriculture Farming and Forestry sector accounts for 5.7% of employment overall, rising to 10.2% 12 within the Yorkshire Dales National Park and higher within individual parishes. 7 2001 LSOA s STREAM data 8 2010, Districts STREAM 9 Q2 2013, Districts, proportioned 10 Vat and/or PAYE local based units 0-4 persons employed, 2013, Districts 11 2009, Districts 14

Agriculture: Characterised by its dry stone walls, stone built field barns and hay meadows, farming has played a significant role in the area, resulting in the patchwork valleys that make up the Dales. With exposed fells, limestone pavements, moorland and river valleys, every Dale really is quite different. Agriculture is a significant influence on the economy, and underpins management of the landscape which attracts tourists. The main agriculture is upland livestock; sheep, cattle, with a lesser amount of pigs, poultry and other livestock. Lower areas are arable, cereal, horticulture and other arable farming crops. Farm holdings are characterised by small (<100 ha) farms, with typically 25-45% of the turnover received from public funding. Within the National Park, out of 1,369 holdings, only 379 are greater than 100ha; the majority (497) are less than 5 ha. 58% of the agricultural land area is owned, the remainder is rented. In 2009 the industry supported 941 full time farmers, 728 part-time and 197 casual workers. 71% are male. With the way financial assistance given to farmers is changing from being tied to production to delivering environmental objectives and public goods; there are opportunities for diversification - for example to build on local food initiatives to support the farming economy and celebrate the unique nature of this area. Forestry: This is a potential growth sector for the area. An estimated 5.4% of the Yorkshire Dales area is covered with woodland; 20,628.3 13 Ha. This is split between non Public Forest Estate (20,422 Ha) and Public Forest Estate (approximately 206.5 Ha, of which 204.2 Ha is coniferous). Of the 20,422 Ha non Public Forest Estate, 9818ha (47.6% of the total) is not managed. The Forestry Commission calculate the existing woodland coverage would give a potential yield of 71,891m3/year assuming two thirds of woodland is brought into management by 2018 (Government Forestry and Woodlands Policy Statement 2013) with a potential wood-fuel yield of 43,850m3/yr equivalent to 8,943,858 litres/yr of heating oil (sufficient to heat over 5000 homes). Tourism: The Dales is steeped in history, with a rich diversity of landscapes and distinctive features which all generate a firm sense of place, and it has been a popular tourist destination since Victorian times. The area includes a wealth of cultural and historic attractions and these are a major reason for it s popularity for outdoor recreation. These assets include the lead mining landscape, iron-age, roman and medieval structures, dry stone walls and field barns and a vast network of bridleways and footpaths. Tourism remains seasonal with peaks in the early (Easter) and mid (Summer) part of the year. The main reason visitors come to the area is because of the landscape, natural resources, visitor infrastructure and special qualities. Number of visitor days is presented as the Yorkshire Dales National Park plus the area of influence (includes Nidderdale AONB, the small market towns just outside the National Park and businesses in a buffer zone), as this is the main tourism destination 14 for which data is available. Visitor numbers and number of visitor days increased in 2013 compared to 2012, however these are still below 2010 numbers, indicating room to improve in this area. Tourist Days day visitors Tourist Days- staying visitors 2010 2011 2012 2013 8,359,475 8,342,749 7,888,468 8,249,000 4,461,745 4,253,789 4,145,344 4,165,000 Tourist Days - TOTAL 12,821,220 12,596,538 12,033,812 12,414,000 Within the National Park only, the serviced accommodation sector saw an 8.8% increase in 2013 visitor numbers (with a 5.7% increase in visitor days, this implies an increase in short breaks). Conversely over the past 4 years there has been a decline in the use of non serviced accommodation. With the outstanding natural environment as a magnet for both locating in and visiting, rural tourism businesses have opportunities to grow, through recreation/leisure activity, high quality visitor facilities, accommodation and attractions. 12 Census 2011, Key Statistics 13 Leader Woodland Statistics - IFT Breakdown - 21 July 2014, yield estimates 14 Trends in tourism in the Yorkshire Dales 2010 to 2013 15

Cycling: The Tour de France 2014 passed through this LEADER area and since 2013 it has attracted an increasing amount of cycle tourists. To meet their needs and encourage repeat visits, there is an opportunity to put in place legacy activity and diversify the existing tourism base. This might involve opening access to green space, through the provision of green infrastructure such as cycleways, trails, and heritage trails. This in turn will have a positive impact on mental, physical heath and well being of the rural community. Local Food:Tourism is not just about landscape and heritage. From the medieval lynchets of Wharfedale and the Iron Age field boundaries of Swaledale, to the huge estates and monasteries (e.g. Fountains and Jervaulx Abbeys), all serve as powerful reminders of how the landscape has shaped the food grown and eaten in the Dales. From eating local produce on the Bolton Abbey Estate, hearing a grouse shoot high on Grinton Moor, to watching the production of Jervaulx Blue Cheese at Wensleydale Creamery, this history shapes food grown and eaten today. The area contains several large regional and national breweries (e.g. Copper Dragon, Theakstons, Black Sheep), regional micro-breweries (e.g. Yorkshire Dales Brewing Co, Wensleydale Brewery, Richmond Brewing Company, Settle Brewing Company, Mithril Ales). It has both artisan food producers (e.g. Paganum Produce butchery and charcuterie, Raydale Preserves), regional cheese makers for example; Wensleydale, Ribblesdale, Swaledale, and quality meat products such as Hellifield Highland Beef and Ingleborough Limestone Beef. The Yorkshire Dales has much to offer in the way of distinctive local food: A farmed landscape with native breeds and traditional methods of husbandry/horticulture (with modern twists) offering locally distinctive products (e.g. cheeses, beef, lamb, game). Exceptional numbers of residents and density of small producers who feel closely connected to the land and are actively involved in grassroots initiatives. The wide variety of food that can be grown and produced in the area the scale and variety of the Yorkshire Dales food shed. The range of outlets sourcing a high percentage of their stock locally and seasonally. Tourism activity has a lower value for GVA (typically less capital expenditure), and higher value for FTE (that is, people employed). Investment in this sector is estimated to give less GVA increase than investment in agriculture, forestry and manufacturing. Culture and Heritage: The Yorkshire Dales area has a distinctive, arts-based creative economy. Selfemployed and freelance own account businesses are an important part of this in the rural area. This is closely linked to the tourist trade and is part of the cultural tourism offer. It also contributes to sense of place selling the area as an attractive option to live, work and visit. 4.4% of the population are employed in Arts, Entertainment and Recreation. Across the area approximately 5.6% of all business are in the Arts and creative industry (around 110 businesses, employing c 220 people). More than 90 per cent of these are micro-businesses (employing ten or fewer staff). Many arts-based organisations in rural areas play a significant role in their area s community life, as well as its economic one; for example Pioneer Projects (Celebratory Arts) Ltd, a community based arts and health charity in Bentham. The area has many natural heritage and cultural assets which contribute both directly and indirectly towards the economy, from the World Heritage Site of Fountains Abbey and Studley Royal Water Garden, to the many smaller visitor facilities and museum collections, such as the Folly- Museum of North Craven Life in Settle and the Countryside and Heritage Centre in Keld. Gross Value Added (GVA) In the Yorkshire Dales area for 2014 this is estimated at 1.9 billion with 33,916 FTE employees. Total GVA over the area is projected to rise by 7.9% over the next 5 years, with a corresponding 1.7% increase in FTE 15 jobs; a reflection of the larger proportion of agricultural and manufacturing business in the area and it s ability to bring more money into the economy through capital investment. Figures sourced in relation to the Yorkshire Dales National Park 16 give key sectors generating the following GVA each year: Wholesale & retail (incl. motor trades) - 50 million, Agriculture - 37 million; Accommodation & food services - 20 million; Construction - 11 million; Education - 9 million; Arts, entertainment, recreation & other services 7 million. 15 Regional Econometric Model data 13/08/14 16 Cumulus Consultants Ltd and ICF GHK, Valuing England s National Parks (May 2013) 16

SECTION 3: THE STRATEGY 3.1 Strengths, Weaknesses, Opportunities, Threats (SWOT) Strengths Weaknesses World class landscape, heritage and natural environment to underpin development; Strong business networks; Distinctive market towns; High quality food, drink and craft producers; Good brand value; Land Management: Economic vulnerability of upland farming; Woodlands small, fragmented under-used; Weather/short growing season; Tenant farmers lack capital. Tourism: Variable visitor accommodation quality; Lack of marketing co-ordination; Lack of wet weather attractions. Business: Landscape can t absorb major High business start up rate; development; High energy costs (many offgrid); Slow adoption of technology; Suitable Strong rural tourism sector and visitor economy; Varied local foods and crafts; and affordable business premises; Very high quality footpath network and huge area of land available for outdoor recreation; Resilient businesses and communities; Proximity to urban areas with easy access; Low unemployment; High quality of life; Low crime; Better than average health. Opportunities Assets: Better use of cultural, heritage and environmental assets in all marketing. Tourism: Growing the tourism economy: Legacy of Tour de France; Business approach to destination management; converting day-trippers into stayers; integrated network of heritage assets; desire for authentic experiences. Green infrastructure: investment in farming and forestry; high value nature farming; payments for ecosystems services, landscape-scale. Energy; bioenergy, small scale renewable. Business: Expand networking, support, supply chains, trading, collaboration, benchmarking, Cooperative enterprise within communities; Tailored financial support for start-up & diversifying Closer working between LEP, local authorities, education & skills providers and employers; Local food: mapping, supply chains, promotion; Diversification, home working and self-employment; More use of modern technology; E-commerce and e-marketing/homeworking; Untapped skills of older age groups; training/co-operation by local enterprise for young people; More active promotion of local product; international promotion; innovation in service delivery; Re-use of redundant farm buildings. Preponderance of small lifestyle businesses. Employment: Aging population: Limited employment range, Low-paid seasonal; Pockets of low skills; Business skills for young people; Long distances to training. Services: Insufficient affordable housing; Second homes and under-used properties; Decline in village services; Lack of integrated transport infrastructure; Patchy broadband and mobile reception. Threats Loss of traditional land management skills; Intensification of farming/decline in productivity; Climate change; incl. pests and disease; Risk aversion to enterprise and investment; Micro-economic shocks; Demographic pressures; Lack of access to key services; Rising costs of oil, coal and gas; Business support not targeted to needs; Lack of skills/quality in hospitality sector; Additional tourism pressures pollution, congestion; Decline in public funding and resources; Mixed messages on the visitor offer; Transport to access the labour and education market (as well as market towns); Stagnant/declining population; Decline in village/community services; Rising house prices; Pressures of increasingly elderly population; Fuel poverty; Sustainability in town centre services (online shopping, vacant units/shops, offices). 17

3.2 Evidence of Alignment with LEP Activity There are strong linkages with the York, North Yorkshire and East Riding LEP and Leeds City Region LEP where specific opportunities for supporting their rural priorities have been identified. The LEADER consultation highlighted the importance of supporting rural business supply chains, promoting local food / produce, destination branding and niche rural business support to improve business competitiveness. Support for building employability skills, fostering enterprise in young people and social inclusion is an area of Yorkshire Dales rural development need, as is improvements in digital infrastructure (broadband and mobile coverage) and small scale renewables. The proposed programme will complement LEP wider activity in particular around tourism and destination management plans, small scale renewables and the Business Growth Hubs. Alignment with the York, North Yorkshire and East Riding LEP and Leeds City Region LEP: Capitalising on a distinctive environment and cultural landscape LOCAL STRATEGIES York North Yorkshire & East Riding LEP Profitable Ambitious SME s 18 LEADER Themes Developing a diverse rural economy Global leader in food, agri-tech & Bio Inspired people Distinctive places Well Connected economy Leeds City Region LEP Supporting Growing Business Flexible Skilled Workforce Resource Smart City region Infrastructure for Growth Yorkshire Dales National Park A distinctive living, working cultural landscape that tells the story of generations of people interacting with their environment Home to the finest variety of wildlife in England Providing an outstanding range of benefits for the nation based on its natural resources, landscape and cultural heritage, which underpin a flourishing local economy A friendly, open and welcoming place with outstanding opportunities to enjoy its special qualities Resilient and responsive to the impacts of climate change, storing more carbon each year than it produces Home to strong, self reliant and balanced communities with good access to the services they need National Strategies DEFRA Policy Priorities Support for increasing farm productivity Support for micro and small enterprises and farm diversification Support for Rural Tourism Provision of rural services Support for cultural and heritage activity Support for increasing forestry productivity Creating sustainable communities

3.3 Yorkshire Dales Local Action Group Priorities The Vision is: To grow a sustainable rural economy by developing diverse economic growth and creating sustainable communities, capitalising on the areas internationally recognised distinctive environment, landscape, culture and heritage. The Strategic Themes to achieve this Vision have been developed taking into account: the findings of the socio-economic and environmental analyses; the SWOT; and extensive community consultation. Theme 1: Capitalising on a distinctive environment and cultural landscape The key aims of this Theme are: To support and build on a distinctive, living, working and cultural landscape that tells the ongoing story of generations of people interacting with their environment and underpins a flourishing local economy. To ensure farmers, landowners and other land-based businesses are managing profitable enterprises based on the sustainable use of the natural resources, landscape and cultural heritage of the Dales, providing jobs and other essential services to the local and regional economies. To develop high quality recreational and tourism enterprise which build on the area s communities, culture, heritage and environmental resources. Theme 2: Developing a diverse rural economy The key aims of this Theme are: To develop a vibrant, dynamic and diverse rural economy to increase economic prosperity, productivity and growth within the Yorkshire Dales LEADER area through the sustainable and creative development of rural businesses, communities, green infrastructure, the natural, cultural and heritage assets of the area. To support local people to develop a culture of enterprise and innovation through the development of micro-businesses and start-up support which build upon the natural and heritage opportunities of the area. To maximise the participation of local people and businesses in the growth of the rural economy, including training and innovative projects to give access to new employment opportunities, including enterprise, entrepreneurship and enhanced employability skills for local young people. Theme 3: Creating sustainable communities The key aims of this Theme are: To build on existing skills and confidence of people to create sustainable, vibrant, living communities, working within their own communities, and with other communities, sharing expertise and experience. To sustain and support local rural services. The Strategic Priorities To deliver the aims of these 3 Themes, 6 Strategic Priorities for action have been developed. The table shows how these fit together and how they relate to Defra Policy Priorities: 19