Outer Hebrides LEADER

2014-2020 Local Development Strategy PDF Print E-mail
Written by Leader Team   
Thursday, 09 June 2016 13:16

 

Click here for the full Outer Hebrides LEADER and EMFF 2014-2020 Local Development Strategy

Tolsta Community Shop 1

 Photograph courtesy of the Tolsta Community Shop, supported by the OH LEADER 2007-2013 Programme

Section 1:   Outer Hebrides Local Action Group Area

-Brief summary of LAG area. As per the local authority boundary the whole of the Outer Hebrides, including Stornoway, is eligible for LEADER and EMFF funding.

Section 2: Development Needs and Opportunities in the Outer Hebrides

sets out some of the key development needs and opportunities that will shape the LEADER strategy and some areas that the LAG (Local Action Group) and FLAG (Fisheries LAG) can support. It examines the make-up of enterprises and employment, key growth sectors and issues around employment.

Food and drink.

Tourism

Life Sciences

Financial and business services

Energy

Creative industries

Fisheries

    • The Outer Hebrides has a declining population with a higher proportion of older people that relies on in-migration to balance its population and workforce
    • The Outer Hebrides gas a lower rate of GVA per employee and a widening gap in economic performance when compared with the Highlands and Islands region and Scotland
    • There is an increased level of dependency on public sector jobs however on the other hand there has also been a reduction in employment in this sector recently, resulting in the need to find alternative employment
    • There are higher than average rates of GVA per job in the energy, food and drink and creative industries sectors locally
    • The rate of higher skills in the workforce are similar to those across Scotland, however the Outer Hebrides has a lower proportion of people without any qualifications. This suggests a high demand for skills in the local economy
    • The outer Hebrides population is disadvantaged by poor transport and limited access to services

 

Section 3: Engagement and Consultation

 

The majority of this section provides an overview of the extensive consultation process undertaken to develop the 2014-2020 LEADER and EMFF LDS. This included engagement with local organisations and stakeholders, surveys, interviews, workshops and public meetings.

The Youth Strategy - (p34) – aims to attract young people to be involved in the LAG, to engage and enthuse young people to become more active in rural development and actions occurring in their areas. A ‘Youth LAG’ (YLAG) concept is introduced to provide young people with the opportunity to decide what developmental work should be taking place in the Outer Hebrides. The youth strategy recommended that a YLAG should be established within the 2014-2020 programme and should compromise of young people from a range of different communities throughout the Outer Hebrides.

 

Section 4: Outer Hebrides LEADER and EMFF Strategy Objectives

The key objectives of the Outer Hebrides LEADER and EMFF 2014-2020 Local Development Strategy are to:

  • Promote Renewable Energy and Efficiency
  • Support and Develop Rural Services and Facilities
  • Develop and Aid new Tourism Initiatives - Focussing on Natural, Archaeological, Creative, Cultural and Gaelic Heritage
  • Support and Encourage the Development of SME's and Community Enterprises
  • Develop Crofting Related Ideas and Encouraging Diversification
  • Support Community Fisheries and Marine Initiatives
  • Network with LAGs in Scotland, UK and Europe

Community engagement and research assisted to identify the priority outcomes for this new programme. The supported interventions within the identified themes will seek to achieve the following outcomes:

 

Outcomes What is to be achieved?
Increased   local community capacity LEADER to help build skills and capacity in   local groups and enterprises
More   sustainable communities LAG to support the retention of young   people
Increased   local product/service LAG and FLAG to support businesses
Improved   services and facilities through LAG and FLAG support
Increased   links and partnerships formed creating opportunities to develop new   networks and transferring knowledge
Increase   in crofting activity LAG to help support and diversify the   sector, including attracting more young people to the industry
Development   of fishing communities Assist to add value and diversify. Investigate and undertake networking and   co-operation projects to support sustainability.
Improved   innovative local transport solutions Help link young and old people to   employment and social activities to support sustainability and inclusivity.
Improved   energy efficiency and more community renewable energy opportunities Supporting communities and businesses to   access renewable opportunities.   Supporting imbalances in communities with no renewable income   generation provisions.
Increased   visitor economy Supporting the visitor, food and drink,   cultural and heritage sectors.   Supporting the Scottish Focus Years.
Employment   opportunities created Support initiatives which establish posts
Gaining   new knowledge and skills Supporting networking and transferring of   knowledge.

How these LDS themes and outcomes are linked is displayed on a table starting on p48.

The Scottish Government have stipulated that LAGs require apportioning their local LEADER and EMFF funding allocations as follows (p52):

LEADER:

  • Small Rural Business Support – minimum 10% spend

Working with Business Gateway to support business including supporting business mentoring, diversification, market testing, assisting with accessing support services including financial and business planning, supporting business growth and sustainability.

 

  • Crofting and Farm Diversification – minimum 10% spend

Supporting diversification, business growth, research and development, including Agri-tourism.

 

  • Co-operation Projects (inter-territorial and Trans-national)- minimum 10% spend

Actively encourage co-operation and networking opportunities both by project beneficiaries and the LAG and FLAG inter-territorially and transnationally.

 

  • LDS animation/running costs – max 25% (discussed in greater detail with business plan)

Staffing, travel and subsistence, office costs, LAG and FLAG costs, operation of both the LEADER and EMFF programmes

 

  • Other Projects: Remaining funding is to be committed to projects that fit the LDS.

 

Section 6: Turning Objectives into Practical Actions

 

The LDS is not simply about how LEADER or EMFF funding will be allocated as the LAG and FLAG must be able to demonstrate and develop the following:

  • How they will implement the strategy using a variety of different funds and other financing channels
  • The mechanisms that will allow LAGs to collaborate with third parties to maximise opportunities for shared priorities
  • An action plan for implementation – with clear indicators for monitoring progress against objectives
  • Specific objectives for actions that address inequalities

How activities will be funded and where the gaps are is displayed in a table starting on p75.

The LAG and FLAG will ensure that inequalities are avoided and will also provide opportunities to develop projects for women, Young People and Older people as these are the groups which have been identified in particular that need support.

Last Updated on Thursday, 11 August 2016 14:33
 

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