LEADER 2014-2020
VALE OF GLAMORGAN LOCAL DEVELOPMENT
STRATEGY
SEPTEMBER 2014
VERSION: 1
DATE: SEPTEMBER 2014
Page 1 of 87
Please use Arial Size 12 throughout the document for consistency
This template is intended as a guide. Please ensure that you complete this in
conjunction with the full LEADER 2014-2020 Local Development Strategy Guidance
document issued in June 2014
NAME OF LAG AND CONTACT DETAILS
Name of
Local Action
Group
Vale of Glamorgan Local Action Group
Administrative Body Primary Contact
Name
Phil Chappell,
Principal Rural Regeneration Officer, Creative Rural Communities,
Vale of Glamorgan Council
Tel
01446 704750/07976 112364
E-mail
PRChappell@valeofglamorgan.gov.uk
Address
Creative Rural Communities
The Old Hall
High Street
Cowbridge
Vale of Glamorgan
CF71 7AH
Administrative Body Secondary Contact
Name
Tel
E-mail
Address
Bob Guy, Operational Manager, Countryside & Economic Projects,
Vale of Glamorgan Council
01446 704623
rrguy@valeofglamorgangov.uk
Vale of Glamorgan Council
Dock Office
Barry
Vale of Glamorgan
CF63 4RT
LOCAL DEVELOPMENT STRATEGY IMPLEMENTATION TIMESCALES
Proposed Start Date
01.01.15
Page 2 of 87
(no earlier than 1 January 2015)
End Date
(no later than 31 December 2021)
31.12.20
Suggested word limits have been provided for each section as a guide however
these are not prescriptive
SECTION 1 – STRATEGIC FIT
Description
Linked to
Explain how the Local Development Strategy (LDS) fits with EU
strategies, policies and programmes and the extent to which it aligns
with the Focus Areas of the Wales Rural Development Programme
(2014-2020) and the five LEADER themes as appropriate to the
context of the LDS.
Sections 3.1 and 3.5 of the LDS Guidance June 2014
1.1
Definition of the area and population covered by the strategy
(2,000 words) 1787
This Section should include the following as a minimum:
 Overview of the proposed geographical area of the LAG and its population.
Population figures to be broken down by rural, service and host wards.
 Intentions to work across boundaries
The Local Action Group area
The LAG area for the Vale of Glamorgan (referred to as the rural Vale in this section)
covers 10 wards, as shown in Map 1. These are all designated as rural wards. This
section provides an overview of the LAG area in terms of physical, economic and
social characteristics which underpin our LDS strategic approach.
The Area
The Vale of Glamorgan is a small, largely rural, county of 335km 2. It is bounded to
the east by the major conurbation of Cardiff, to the south by the Bristol Channel and
to the north by the M4 motorway.
Page 3 of 87
There are 26 Sites of Special Scientific Interest; three Special Areas of
Conservation; one Special Protection Area and the designated Heritage Coast.
There is just over 25,000 hectares of farmed land in the Vale1, the majority of which
is grassland - mostly used for permanent pasture. Roughly 25% of the farmed area
is used for arable - primarily barley and wheat. Other forms of horticulture such as
fruits and vegetables are only present at small-scale.
The People
The majority of the 126,0002 population of the Vale of Glamorgan live in the two
urban areas of Barry and Penarth. The ten wards which constitute the ‘Rural Vale’
have about 40% of total population, or 50,774 people.
1
2
Welsh Agricultural Survey 2012
2011 National Census
Page 4 of 87
Chart 1: Population by Rural Ward
Population by ward
Wenvoe
2,659
Sully
4,543
St. Bride's Major
2,638
St. Athan
4,495
Rhoose
6,907
Peterston-super-Ely
2,289
Llantwit Major
10,621
Llandow / Ewenny
2,643
Dinas Powys
7,799
Cowbridge
6,180
0
2,000
4,000
6,000
8,000
10,000
12,000
Given that these wards constitute 92% of the land area the population density is
relatively low – at 1.7 people per hectare3.
Chart 2 - Population density: persons per hectare
Persons per hectare
VofG (average)
Rural Vale…
St Athan
Rhoose
Llantwit Major
Sully
Dinas Powys
Wenvoe
Petersen-super-Ely
Cowbridge
St Bride's Major
Llandow/Ewenny
0.0
3
1.0
2.0
3.0
Calculated from the 2011 National Census
Page 5 of 87
4.0
5.0
6.0
7.0
The Rural Vale tends to have an older population and more people with higher
qualifications. 35% of over 16s are qualified to NVQ Level 4 and above (compared to
26% in Barry & Penarth)4. More than 25% of those working, class themselves as
working in professional and higher managerial occupations5.
Chart 3 – Qualification levels (aged 16 and over)
40%
35%
30%
25%
20%
15%
10%
5%
0%
No qualifications
Rural Vale
Level 4+
VofG (whole)
Non Rural Vale
Chart 4 – Population age breakdowns (%)
Over 80
Aged 6-10
Under 5
-0.3
-0.2
-0.1
0
Rural Vale
4
5
2011 National Census
2011 National Census
Page 6 of 87
0.1
VofG (whole)
0.2
0.3
Deprivation
The Vale of Glamorgan overall is a relatively wealthy area. Proportionally, it has
fewer claimants of housing benefit than Wales as a whole. Gross Value Added
(GVA) per head is highest of the 12 Welsh areas – at £21,2396,7. Average mean
earnings for those living in the Vale were significantly higher than the Welsh
average. We expect both measurements to be influenced by Cardiff.8
Chart 5: Average (median) earnings 2013
550
500
450
400
350
300
Residence based
Workplace based
VofG
Wales
The whole of the Vale had the fourth lowest rate of children living in workless
households amongst the Welsh local authorities and in 2012 was 6.4 percentage
points below the Welsh average. Both primary measurements of unemployment
largely match the Welsh average.
Chart 6: Unemployment Labour Force Survey9 & Claimant Count10
9
8
7
6
5
4
3
2
1
0
LFS Unemployment rate
Claimant count rate
VofG
Wales
On some measurements of ‘wealth’ Rural Vale is relatively more affluent. A greater
proportion of homes are detached and have 4 or more bedrooms. 90% of
households have private transport, with almost half having two or more cars11.
6
This measurement is only available at a NUTs3 level and therefore reflects the Vale and Cardiff. It should be noted that we would expect
Cardiff to influence this measurement.
7 2013 Regional Gross Value Added
8 2013 Annual Survey of Hours and Earnings (ASHE)
9 March 14 – survey based measure that captures those who are available for work who are unemployed
10
July 14 – measures those claiming Jobseekers Allowance
Page 7 of 87
Chart 7: Household size
60%
40%
20%
0%
1 bed
2 beds
3 beds
Rural Vale
VofG
4 beds
5 or more beds
Wales
Nevertheless, there are also pockets of poverty and deprivation. In common with
many rural areas, this is less noticeable than urban areas. Earnings are more
‘skewed’, at the bottom of the earnings scale wages are lower than the Welsh
average (perhaps reflecting the number of jobs in the agriculture and tourism
sectors)12. Some wards (and in particular Llantwit Major and St Athan) have a
significant number of households renting from the Council or registered social
landlords (RSL)13.
Chart 8: Number of social rentals by ward (Rural Vale)
400
300
200
100
0
Social rented: Rented from Local Authority
Social rented: Other social rented
Looking across the different ‘domains’ of deprivation measurements, no part of the
Rural Vale is classified as being in the most deprived 700 areas of Wales. Parts of
Llantwit Major and St Athan are the most deprived within the Rural Vale. Some other
parts of the area (parts of Cowbridge, Petersen-Super-Ely, Rhoose and Wenvoe) are
counted within the most deprived 200 areas of Wales for ‘access to services’.
11
2011 National Census
2013 Annual Survey of Hours and Earnings (ASHE)
13
2011 National Census
12
Page 8 of 87
The Economy
The most important sectors by employment within the Vale as a whole are wholesale
and retail, health and social care, education and public administration and defence.
Rural Vale has proportionately more people employed in agriculture, energy and
water and public administration and defence – reflecting the importance of
agriculture and also the presence of MOD St Athan and Aberthaw Power Station14.
Chart 9: Employment by major industry groups
20%
15%
10%
5%
0%
Rural Vale
Barry & Penarth
Most (90%) of enterprises in the Vale as a whole employ less than 10 people and
only 1% employ more than 50 people - similar to the Welsh average. There was a
small increase in the number of businesses incorporated in 201215. Agriculture, ICT
and accommodation and food services saw a small increase in business numbers.
There were significant levels of ‘churn’ in professional and scientific activities,
construction and business administration.
Chart 10: Business births & deaths 2012
80
60
40
20
0
-20
Births
Self-employment levels tend to be higher. Of those who are economically active,
17% work as self-employed traders, which reflects the greater representation of
industries such as agriculture and small-scale construction16.
14
2011 National Census
Business Demography 2012
16
Annual Population Survey 2014
15
Page 9 of 87
Commuting
The Vale has the highest levels of outward commuting of any local authority in
Wales. Most of this is commuting into Cardiff – around 22,500 people from the Vale
overall, with around 4,600 commuting the other way17. A small but important
commuter flow is also to Bridgend and there are also other commuting destinations.
Chart 11: Commuting Patterns from the Vale of Glamorgan
1,600
1,400
Rhondda Cynon Taff
Cardiff
Bridgend
Vale of
Glamorgan
Other locations
Estimated commuting flows
(using Annual Population Survey)
The Tourism Economy
The Vale of Glamorgan received just over 3.5 million visits on average, between
2010 and 2012. This was 3.2% of all visits to Wales but, crucially, only 1.1% of
overnight stays. 97% of all trips to the Vale are by domestic day visitors. When they
do visit, evidence shows that only 18% stay for longer than 6 hours, lower than the
rest of Wales18.
17
Annual Population Survey 2011
Welsh Unitary Authority Tourism Profile. The data in the tourism profiles are sourced from the GB day visit survey, GB tourism survey
and the International Passenger Survey
18
Page 10 of 87
Chart 12: Percentage of GB based day visits by purpose
VFR
23%
Active, sports & similar
27%
Wales 27%
Cultural
26%
25%
Shopping, restaurants,
clubs
VoG 20%
25%
0%
27%
20%
40%
Wales VoG
60%
80%
100%
Chart 13: GB based day visits by visit length 2011-12
VoG
38%
Wales
32%
41%
0%
10%
20%
12%
24%
30%
3h to 3h59
40%
50%
4h to 4h59
12%
60%
23%
70%
5h to 5h59
18%
80%
90%
100%
6h & more
Not only do fewer people stay overnight, they tend to spend less when in the Vale
compared with the rest of Wales. However, overseas visitors tend to spend a little
more than average.
Chart 14: Expenditure per night/day visit
All overnight (£ night)
Overseas visitors (£ night)
GB based overnight (£
night)
GB based day visit (£)
0
10
Wales
20
VoG
30
Page 11 of 87
40
50
60
Relatively few people visit the Vale of Glamorgan for a holiday. Most who stay
overnight are visiting friends and family. Most day visits are also to visit friends and
family, followed by shopping, eating out, cultural or outdoor activities.
Chart 15: Percentage of GB based visitor overnight trips by purpose
Business & Other
12%
VFR
1%
25%
65%
Holiday
63%
0%
10%
20%
30%
Wales
34%
40%
50%
60%
70%
80%
90%
100%
Vale of Glamorgan
Both in terms of the number of trips and the spending made, the Vale has seen a
significant absolute decline since 2007, though it has started to recover again more
recently. Relatively, tourism in the Vale has suffered much more than Wales as a
whole.
Chart 16: Comparison of overnight tourism trends in the Vale and Wales 2006-12
Day visitors to the Vale are more likely to visit a coastal location than Wales in
general (remembering that some local authorities in Wales do not have a coastline)
but relatively fewer people visit only an inland rural location – only 29% of domestic
visitors visit an inland rural location.
Page 12 of 87
Chart 17: Comparison of trends in overnight tourism Trips in the Vale and Wales
2006-12
VoG
29%
71%
Wales
32%
68%
0%
50%
VoG
Wales
100%
43%
57%
21%
0%
20%
79%
40%
60%
80%
Includes visit to rural location
Includes visit to coastal location
Excludes visit to rural location
Excludes visit to coastal location
100%
In terms of employment in industries with ‘tourism characteristics’ the Vale has
proportionally greater numbers of people involved in food & beverage services and
travel & transport activities, but fewer in accommodation or cultural and recreation
activities. This reflects the lower numbers of overnight stays.
The infrastructure
Renewables
Renewable energy has a very limited presence within the Vale as a whole. The most
common type of installations is domestic scale photovoltaic (solar) schemes. There
are only eight wind schemes, of which seven are domestic scale installations; and
four small hydro schemes. Overall, the Vale has only 3.6% of the installed capacity
of Wales – at 5.9mW. By comparison, the capacity of the Aberthaw Power Station is
1,637mW19.
Chart 18: Completed installations of renewable energy in the Vale of Glamorgan
Installations
kW installed
Number
% of Wales
kW
% of Wales
Photovoltaics
1245
3.5
5832
3.8
Wind
8
2.7
47
0.5
Hydro
4
21.1
25
1.1
AD
0
0
Micro CHP
2
5
2
5
Total
1259
3.5
5906
3.6
Digital
70% of premises in the Vale have access to superfast broadband. However, only
22% of premises have taken up SF broadband compared with 77% that have taken
up normal broadband20. In terms of mobile phone coverage, 76.3% of premises in
the Vale of Glamorgan have access to 3G but only 50.3% of the geographic area is
covered – suggesting that parts of Rural Vale do not have 3G coverage. Public wifi,
19
20
Central Feed-in-tariff - Ofgem
Ofcom – UK broadband speed data 2013
Page 13 of 87
provided by BT, is concentrated on Cowbridge, Llantwit Major, Rhoose and St Athan
– with little elsewhere21
Development Areas
The Vale of Glamorgan is planning for 9950 new residential units and 480 hectares
(gross) of employment land up to 2026. Strategic Housing Sites in the rural Vale are
focused on St Athan and Llantwit Major. Strategic employment sites for the Vale of
Glamorgan are all in the rural Vale; on land to the south of Junction 34 on the M4,
and on the Cardiff Airport and St Athan Enterprise Zone which is split between two
sites – land adjacent Cardiff Airport and the Aerospace Business Park at St Athan.
Planning for growth in Cardiff is also important, which is planning for over 41,000
new houses and 40,000 new jobs up to 2026. One major strategic housing site is
proposed on the west side of Cardiff, for around 5,000 new dwellings and some
other uses including employment. Cardiff City Centre is designated as an Enterprise
Zone targeted on financial and professional services sectors.
Working across boundaries
Given the importance of tourism within the rural economy, high levels of outcommuting and some strategic employment proposals within the Rural Vale, working
across boundaries is very important to the rural Vale of Glamorgan. Cross boundary
working already exists on tourism initiatives e.g. with Bridgend on walking activities;
21
BT wifi statistics
Page 14 of 87
and the Regional Strategy Director of Capital Region Tourism is an active member of
our LAG.
Our priorities for our LDS reflect the importance of cross boundary working and the
top two priorities rely on wider working for their effective delivery. Our highest priority
in the LDS (securing more economic value from our natural and historic assets)
lends itself to joint working and we envisage networking and co-operation will be
core to its activities – the rural Vale needs to set itself within the wider tourism
context, working with adjacent local authorities and many other partners on this.
Our second priority (making the most of our location in the Cardiff City Region) is
predicated on a need for co-operative working with partners in the City Region and
this will be fundamental to its delivery and vital for its success.
1.2
Description of the Integration
(2,500 words – to be linked in to the actions described in Section 3.1 – Intervention
Logic) 2582
This Section should include the following as a minimum:
 Explain how LEADER will complement other structures and initiatives and not
duplicate
 Provide an explanation of the coherence and consistency between local
strategies and existing national, regional or sub-regional strategies
 The LDS should show how integration is proposed in respect of:
 Welsh Government policies and programme areas.
 The range of RDP schemes and activities to which LEADER can make a
contribution
 Other initiatives and schemes within your area
 The projects and activities of other LAGs
 Other European programmes and funding streams
Approach
Activities through the LDS are developed to link with other programmes both locally
and nationally. We see LEADER as the opportunity for pilot projects, feasibility and
proof of concept work, where successful results have the potential to grow and
develop through other programmes and initiatives. This will ensure that LEADER
activities are complementary to other activities, do not duplicate but have a clear
path to progress into further development where appropriate. Planning our priorities
for our LDS has been done with this in mind, so that we can see a forward path for
their ongoing development.
We are also mindful of the need for LEADER to contribute towards Welsh
Government policies and programmes and to those locally as well and have scoped
potential activities in terms of what contribution they could make.
Integration with Welsh Government Policies and Programme Areas
Our integration with Welsh Government and local policies and programmes is set
out in the following table. This identifies the contribution our LDS priorities could
make to strategic intentions and where our activities could link into other
programmes.
Page 15 of 87
Table 1: Integration with Welsh Government Programmes
Programme /
Strategy
Priorities and Activities
Potential Integration/Linkages with
Vale of Glamorgan LDS
Partnership
for Growth:
The Welsh
Government
Strategy for
Tourism
2013-2020
Strategy Framework
covers:
1. Promotion
2. Product development
3. People
4. Profitable
Performance
5. Place building
-
-
-
-
-
Natural
Resources
Wales
Has five Programme
areas:
1. Good knowledge
2. Good environment
3. Good for people
4. Good for business
5. Good organisation
-
-
-
Page 16 of 87
Building on existing tourism
assets through greater packaging,
business collaboration and
marketing (1)
Enhancing visitor experience,
build on assets (2)
Promoting local food and drink as
part of the overall visitor
experience; and strengthening
local supply chains between
producers and tourism businesses
(2)
Developing local events to
enhance visitor experience (2)
Developing links with
conferences, and Enterprise Zone
to promote outdoor activities in
the rural Vale within business
travel (2)
Skills development e.g. in tour
guiding, outdoor activities
apprenticeship scheme and
Ambassadors scheme (3)
Pilot projects to build visitor
packages to increase visitor
spend potential (4)
Improving the level of tourism
infrastructure and filling gaps in
provision especially along the
rural Vale coast (5)
Potential to trial ecosystems
approach and integrated natural
resource management principles
e.g. Dunraven Estate (2)
Pilot projects to develop
accessibility and use of coast and
countryside resource for leisure,
contributing to health and
wellbeing (3)
Developing walking and cycling
with potential to link into long
distance footpaths and particularly
Wales Coast Path (3)
Business
Wales
Wales
Tackling
Poverty
Programme
for
Government
– Action Plan
Update 2014
-
Information, guidance
and direct support to the
private, public and third
sector, supporting:
- starting up a
business
- Running a
business
- Growing a
business
- Finance
funding and
support
- Inward
investment
- Specific
sectors
including
tourism, food
and farming,
creative
industries,
energy and
environmental
businesses
Includes:
- Promoting a living wage
- Support for third sector
advice providers to
assist people who
have debt problems or
need help to manage
their finances
- Delivering on a Child
Poverty Strategy
- Improving energy
efficiency in homes
through the ERDF
Exploring small scale renewable
energy potential compatible with
landscape (4)
Encouraging resource efficiency
and sustainable growth (4)
-
-
-
-
Signposting and linking
with mainstream business
support programmes
Supplementary activity
around local business
events that can bring in
mainstream business
support advisors alongside
other local business work
Pilot projects related to key
LDS themes and where
participating businesses
may seek capital funding
through any Access to
Finance programmes,
complementary to the
LEADER activity e.g. food
processing
Linking with micro business
and social enterprise
grant/loan fund in relation
to pilot projects around
service delivery
Exploring research links
with e.g. Zero2Five Food
Industry Centre at Cardiff
Metropolitan University in
support of LDS priority developing local food and
drink sector and networks
A significant part of ‘Tackling
Poverty’ delivery is through
Community First Clusters, of which
Barry is one (but not in the LEADER
area). The rural Vale has some
small pockets of deprivation and
potential to link to and interact with
Barry Cluster activities (and wider
poverty related work within the
Council), particularly around:
 Use of volunteering as a route to
employment and training, where
LEADER can pilot approaches with
Page 17 of 87
funded ARBED
Programme
- Reducing fuel poverty
Refocusing resources
onto effective NEET
interventions
- Supporting workforce
skills development
leading to company
growth
transferable opportunities
 Building the links around health
and outdoor activities, where the
rural Vale can provide
opportunities for these and
evaluate benefits
 Developing third sector capacity (in
2014 Tackling Poverty Fund
approved bid) with potential for
knowledge exchange with rural
Vale
 Establishing energy champions (in
2014 Tackling Poverty Fund
approved bid) with potential for
knowledge exchange with rural
Vale
A Living
Language – A
Language for
Living. Welsh
Language
Strategy 2012
– 2017
Six strategic aims:
1. The family
2. Children and young
people
3. The community
4. The workplace
5. Welsh-language
services:
6. Infrastructure
- Greater use and explanation of
Welsh as a cultural tool in visitor
interpretation material
- Trialling some Welsh language
skills days for tourism operators –
to give a cultural heritage slant to
tourism product and also
stimulate their interest in Welsh
language
- Signing strategy developed
bilingually
- Use of Welsh language in digital
media promotions
Energy Wales
– A Low
Carbon
Transition
Delivery Plan,
March 2014
(Main
Strategy,
2012)
Strategy areas for action:
1. Around leadership, to
build capacity, shared
priorities and take
action
2. Maximising the
benefits that energy
can deliver
3. Acting now for a long
term energy
- Signposting and linking with
resource efficiency training and
initiatives – tourism and food and
drink processing (2 & 3)
- Exploring potential for small scale
renewable energy opportunities
through research, feasibility and
pilot projects linked to activities
(3)
Integration with other EU Programmes including Rural Development
Programme
The table below indicates how our proposed activities can contribute across the four
proposed blocks for action in the Wales Rural Development Programme.
Page 18 of 87
Table 2: Integration with Wales Rural Development Programme
Programme /
Strategy
Priorities and Activities
Wales Rural
Development
Programme
2014 – 2020:
Final Proposals
Consultation
Document
February 2014
1. Human and social
capital measures
- Knowledge transfer
and innovation;
including study
visits/exchanges
- Advisory services
- Co-operation; for
short supply chain
development
- European
innovation
partnership for
agricultural
productivity and
sustainability
2. Investment measures
- Investments in
physical assets
(grants/loans etc)
- Farm and
business
investments;
young entrants
support successor
scheme
- Quality Schemes
- Restoration of
forestry potential;
3. Area based measures
- Agri-environment
climate
- Forestry
- Organic Farm
conversion
- Natura
2000/Water
Framework
Directive
4. Leader and local
development
Potential Integration/Linkages
with Vale of Glamorgan LDS
-
-
-
Explore opportunities for
new crop trials linked into
knowledge transfer (1)
Complementary
investments in food and
drink processing facilities
and equipment building on
LEADER work on food and
drink short supply chains;
and links to short supply
chain work (1 and 2)
Complementary
investments related to other
supply chain initiatives
piloted in LEADER and
building up tourism
products, including farm
related opportunities
Signposting to Farming
Connect /business advisory
services (1)
Links to area based forestry
schemes if linked into
biomass opportunities (3)
Community food growing
(1)
Delivery of LEADER and
links with Community Rural
Development Fund (4)
Our integration with East Wales ERDF and ESF Operational Programmes is set out
in the following table. We have also looked at the potential for links with Horizon
2020 and Interreg transnational co-operation through the Atlantic Area and North
Page 19 of 87
West Europe programmes that the Vale area could engage with. It is difficult to plan
for links at this stage but we hope to identify any opportunities for integration as they
arise e.g. tourism projects through the proposed Atlantic Area Programme.
Table 3: Integration with East Wales ERDF and ESF Operational Programmes
Programme /
Strategy
Priorities and
Activities
Potential Integration/Linkages with
Vale of Glamorgan LDS
East Wales
ERDF
Operational
Programme –
Working Draft 17
April 2014
Priority Axis 1:
Research and
Innovation
-
Priority Axis 2:
SME
Competitiveness
-
Priority Axis 3:
Renewable
Energy and
Energy Efficiency
Priority Axis 4:
Connectivity
-
East Wales ESF
Operational
Programme Working Draft 17
April 2014
Priority Axis 1:
Tackling Poverty
through
Sustainable
Employment
-
Priority Axis 2:
Skills for Growth
-
Priority Axis 3:
Youth
Employment
-
Priority 1 & 3, Low carbon, energy and
environmental smart specialisation
theme – opportunities might include
being a pilot area to trial HEI
developments
Priority 2: signposting to business
advisory services supported through
Business Wales, small scale locally
based business events linked to LDS
themes combining business advice
(bringing in Business Wales services)
and business networking
Research around innovation with a
view to setting up business clusters
who could bid into Priority 2
Priority 3: Signposting to renewable
energy advice and support
Priority 4: Potential for piloting
sustainable transport options between
Cardiff and the Vale
Priority 4: Potential for signposting to
broadband and mobile network
solutions opportunities through ERDF
and for developing digital literacy to
underpin capital investment in ICT
connectivity
Use of environmental management
needs associated with country parks
development or similar as tests for
pathways to employment type
programmes
Energy efficiency housing pilot to
make people more training/work ready
Pilot an Ambassadors initiative linked
to leadership training
Links to tourism skills development
programmes
Pilot apprenticeships projects for
clusters of businesses rather than
single businesses
Page 20 of 87
Integration with Policies and Programmes in the Vale of Glamorgan
Our integration with Vale of Glamorgan Council policies and programmes is set out
in the following table. This identifies the contribution our LDS priorities could make
to local strategic intentions and where our activities can contribute to these.
Table 6: Integration with Vale of Glamorgan Programmes
Programme /
Strategy
Vale of
Glamorgan
Deposit Local
Development
Plan
2011- 2026
Priorities and Activities
Potential Integration/Linkages
with Vale of Glamorgan RLDS
SP11: Tourism and
- Focus on the tourism and
Leisure; developments to
leisure potential building on
promote Vale as a tourism
natural and cultural assets
and leisure destination
and promoting their
St Athan – Cardiff Airport
sustainable use, delivering
Enterprise Zone (MG10)
SP11 and MG24
Master plan in preparation
- Work with development
by Welsh Government.
policy and development
Comprises St Athan
managers around
Aerospace Business Park,
opportunities and feasibility
Cardiff Airport and Gateway
of approaches to
Development (offices,
development to fill supply
leisure, education and
gaps in short supply chains
training)
for tourism products
MG16 Transport
- Particular focus on walking
Includes walking and cycling
and cycling use, delivering
with support for Sustrans
MG16
National Route 88
- Developing links with the
development with
Enterprise Zone – MG10
associated local
connections.
MG24 – Heritage Coast
Environmental qualities to
be preserved and
enhanced.
Community
10 priority outcomes:
- LEADER approach involves
Strategy:
1. People of all ages
residents and business and
‘Planning and
involved in life in the
builds capacity (1)
Working
Vale
- Priorities proposed address
Together’: The 2. Diverse needs met
climate change issues and
Vale of
through customer
respect the environment (3)
Glamorgan
focused accessible
- Priorities proposed will
Community
services and information
build local economic
Strategy 2011 3. Respect the local
opportunities and support
to 2021
environment and work
local businesses (7)
together to meet climate
- Recreation opportunities
change challenges
will contribute to healthier
4. Older people valued and
lifestyles (4, 7, 10)
empowered to remain
- Targeted deprivation and
healthy, active and
skills development activities
independent
proposed
Page 21 of 87
A Destination
Management
Plan for the
Vale of
Glamorgan,
May 2014
Vale of
Glamorgan
Tourism
Strategy 2011-
5. Children and young
people supported to
take advantage of life
opportunities in the Vale
and beyond
6. Access to learning
opportunities and skills
development, helping to
remove barriers to
employment
7. Causes of deprivation
are tackled,
regeneration continues,
opportunities for
individuals and
businesses are
developed, quality of the
built and natural
environment protected
and enhanced
8. Maximise position in the
region for the benefit of
local people and
businesses
9. Residents and visitors
are safe
10. Health inequalities are
reduced
Five priority areas proposed:
1. Raising the profile –
promoting the Vale;
2. Improving the public
realm and tourism
infrastructure
3. Enhancing the tourism
product and experience:
4. Enhancing sense of
place
5. Improving leadership
and delivery. Vale
Tourism partnership
proposed
Vision: To create an
attractive tourism
destination with a positive
image for the Vale of
Page 22 of 87
- Building links within Cardiff
City Region is a priority (8)
- Our highest priority makes
significant contribution to
DMP priorities; tourism
infrastructure, focus on
walking and cycling, making
the most of assets like
Country Parks and the
Heritage Coast, developing
use and supply chains
around e.g. local food and
drink produce, festivals and
events
- Building the Rural Vale as a
day and staying visitor
destination to increase visitor
numbers and their spend
locally, in line with the vision
for the DMP
As above. All highest priority
activities will contribute to the
strategic objectives of the
Tourism Strategy
2015
Communities
First
Programme
Glamorgan capitalising on
the Heritage Coast and the
proximity to Cardiff,
encouraging sustainable
development and quality
facilities to enrich the
experience for visitors and
residents.
Current programme has
projects and activities under
the headings of:
 Healthy Living, includes
healthy eating and
becoming more active
 Employment support,
workshops and training
 Family support in
schools
 School transition support
for Years 6 and 7
 Clubs and Activities;
includes Bike Club and
Food Co-op
Potential to link with
Communities First Programmes
in relation to outdoor activities,
used to support ‘becoming
more active’ and food initiatives
supporting ‘healthy eating’.
Employment support workshops
and training may have
transferability to the rural Vale
Volunteering programmes as
routes to employment and skills
in our LDS could have
transferability to the
Communities First Programme.
The Vale of Glamorgan Council
also has a recently approved
Tackling Poverty Fund
programme, focused on Barry,
which has potential for linkage
and knowledge exchange with
the rural Vale e.g. energy
champions.
We also note the relevance of Shoreline Management Plans, given the importance
of our coastline as a driver for tourism. Our proposed activities will look at their
sustainable development and work with environmental issues such as shoreline
management to find innovative solutions where required.
Integration with other LAGs
We intend to work with other LAGs where this will contribute valuable experience
and knowledge transfer to benefit our priorities and vice versa. We have identified
the priorities/activities of our proposed RLDS where we think working with other
LAGs can have maximum impact, as part of our co-operation and network strategy;
notably in relation to developing the economic potential of natural and historic
assets. The Co-operation and Networking section provides more detail on this and
our intention to actively participate in the Welsh Rural Network, exchanging
experience with our colleagues across the Welsh LAGs.
Page 23 of 87
Cost savings and economies of scale can be achieved at a project level through
joint working with neighbouring LAGs on areas of synergy such as food, outdoor
activities, farm diversification and the Coast.
Specific areas for integration will include:
 Working with neighbouring LAGs in South East Wales, where there are
opportunities for economies of scale, joint activities and knowledge sharing
that would benefit all our respective LAG areas; for example tourism
packages with reach LAG, Bridgend; local produce with reach and
Monmouthshire LAGs
 Working with other LAGs in Wales/UK/Europe in a similar way, e.g. a network
of Jurassic coast LAGs to jointly capitalise on this natural resource potential
Page 24 of 87
SECTION 2 – FINANCIAL & COMPLIANCE
Description
Linked to
Explain how the Local Action Group (LAG) intends to meet its
financial and compliance based obligations. LAGs need to
demonstrate that they have competent financial planning and will
comply with all necessary legal and regulatory requirements.
Part of Section 3.11 of the LDS Guidance June 2014 (remainder to
be covered under Section 4 – Management of Operation)
2.1
Management and Administration
(2,500 words) 3176
This Section should include the following as a minimum:
 The Constitution of the LAG
 Details of the proposed LAG members including the sectors represented
(public, private, third sectors)
 Terms of Reference for the LAG
 Details of the Administrative Body
 Evidence that the working and decision making procedures are clear and
transparent. Show how the operating methods of the LAG are compliant with
the Commission’s regulations and guidance (see Annex 4 of the LDS
guidance)
 Details of compliance procedures and processes demonstrating segregation
of duties, reporting systems and capacity to maintain full audit trails for
expenditure and indicators.
 Details of selection, appraisal and approval processes for projects submitted
to the LAG
 Details of declaration of and management of conflict of interest
Forming the new Local Action Group
In the new Programme a single board will oversee the delivery of RDP in the Vale.
The general consensus from all was that the new LAG needed to be smaller than the
current Partnership and that some people may wear several hats.
Several key questions were asked of local stakeholders:
1.
What are the pros & cons of keeping to the existing rural wards?
2.
What are the pros & cons of growing the LAG or merging a joint function with
other areas
3.
What could a Vale / wider LAG look like?
4.
Other areas to address in terms of forming a LAG:
 Membership
 Size
 Gaps in knowledge in relation to themes
Page 25 of 87
It was felt by many that the LAG lacked knowledge in the field of renewable energy.
Local stakeholders put several names forward. Likewise, arts and key tourism
venues were also a notable absence.
An open call was launched on December 4th 2013 inviting expressions of interest
from individuals and organisations that wished to be part of the 2014-2020 LAG.
Roles and responsibilities were set out below in the form of a Job Description to
enable people to make an informed choice.
This open call was publicised on the Vale of Glamorgan Council Website. Existing
stakeholders were invited to express an interest along with those suggested to fill
knowledge and sector gaps by the current LAG and Partnership. The call closed in
late January. Membership of the LAG is set out in the following table.
LAG Membership Vale of Glamorgan LAG members - 2014
Private
Ms
Rachel
Saunders Farmer’s Union of Wales
Mr
Norman Jenkins
Vale of Glamorgan Farmers Market / Local Businessman
Mrs Eira
Edwards NFU Cymru
Mrs Annette Gee
Task Force Paintball (Vice Chair)
Mr
Steve
Mason
Waitrose
Mrs Polly
Davies
Slade Farm Organics
Mr
John
Homfray Penllyn Farm Estate
Mrs Rebecca Exley
Vale Women’s Business Network
Public
Cllr Lis
Ms
Rachel
Mr
Peter
Mr
Bob
Mrs Claire
Mrs Gwen
Ms
Tina
Mrs Ruth
Burnett
Harding
Cole
Guy
Evans
Baty
Simmons
Quinn
Member,Regeneration, Innovation, Planning & Transport
Natural Resources Wales
Capital Region Tourism
Vale of Glamorgan Council
Vale of Glamorgan Council
Cowbridge Town Council
Vale of Glamorgan Council
Llantwit Major Town Council
Voluntary
Mr
Derek
Mrs Mandy
Mrs Rachel
Mrs Natalie
Mr
John
Mrs Karen
Osborn
Davies
Connor
Sargent
Davies
Davies
Chair, Cynnal Cymru
Vale Marketing Group (Vice Chair)
Vale Centre for Voluntary Services (Chair)
Vale Volunteer Bureau
Cowbridge Food & Drink Festival
St Donats Arts Centre
Since its formation, the new LAG has been actively engaged with the development of
the Local Development Strategy.
•
Discussed at Inaugural Meetings
Page 26 of 87
•
Workshops to develop SWOT analysis
•
Face-to-face or telephone survey of LAG members
•
Special meeting to consider the draft LDS
LAG Terms of Reference and Constitution
The ToR is reproduced in full below. It includes procedures for conflicts of interest
and decision making.
Terms of Reference and Constitution for the Vale of Glamorgan LAG 2014-2020
1.
Definitions
The Vale of Glamorgan Local Action Group (2014-2020) shall hereinafter be referred
to as “The LAG”.
1.
Mission Statement / LAG Aim
The LAG’s mission will be to play a leading role, using the LEADER approach in the
development of sustainable communities within the Rural Vale where people can live
& work.
To realise the above, we will seek to lead the development of communities within
which:
2.
All sections of the community are involved in community regeneration
activities
3.
People can identify the challenges that their community & sectors face
4.
People are actively involved in the development and implementation of
projects that address the challenges that their community faces
5.
People have access to all the services that a modern and vibrant community
requires
6.
People, and especially young people, can realise their ambitions and be
successful within their local community
7.
The Rural Vale derives the maximum – sustainable – benefit from local
resources, including physical resources (e.g. the coastline) and human
resources
3.
3.1
3.2
3.3
3.4
3.5
Objectives and Responsibilities
To oversee the delivery of LEADER in the Vale of Glamorgan and to secure
funding for regeneration in the rural Vale of Glamorgan. The LAG will deliver
programmes of regeneration under The Rural Development Plan for Wales,
whilst aligning to other funding streams and programmes
The LAG will be responsible for overseeing the commissioning of new projects
in line with Welsh Government requirements.
The LAG will be responsible for the evaluation of the 2014-2020 Leader
Programme.
The LAG will ensure the delivery of projects in line with the Vale of
Glamorgan Local Development Strategy (2014 -2020)
The LAG will evolve to meet the changing needs of the Vale of Glamorgan
and review the Local Development Strategy (2014-2020) on an annual basis.
Page 27 of 87
4.
4.1
4.2
4.3
5.
5.1
5.2
5.3
5.4
Mode of Operation
All decisions made by The LAG should be reached on a consensus basis. In
the unfortunate situation where a consensus cannot be reached, members will
vote with a simple majority required. In the event of a tie, the Chair will have
the casting vote. All decisions made by The LAG shall not be binding upon
individuals, allowing organisations to retain their statutory responsibilities and
independence of action.
Decisions to award project funding from key funds shall be taken by the LAG.
Decisions relating to LAG & Partnership project development funding shall be
taken by the Lag or Partnership. Selection of projects must be consistent with
the objectives of the LDS, undertaken in a non-discriminatory and transparent
manner avoiding conflict of interest. Records of decisions and declarations of
interest will be taken at every meeting in the form of minutes.
Membership of the LAG
Membership of the LAG has been agreed by the LAG using 4.1.
I.
The LAG shall seek to be gender balanced and will have reasonably
balanced representation from the Public and Statutory Sector, Private
Sector and other Social Partners, Voluntary and Community Sectors.
The LAG will be made up of members aligned to the Local
Development Strategy themes. Membership of the LAG shall never
exceed 49% public sector and decisions made at meetings shall never
exceed 49% public sector.
II. Alternate members of the LAG may be put forward by member
organisations. These members will have full voting rights.
III. The LAG can agree to invite individuals to assist it in its work. Where
such individuals attend meetings they have observer status only and
may only contribute to discussions at the invitation of the Chair, or with
the prior assent of the Chair.
IV. In the event of a member resigning or otherwise leaving a member
organisation, he or she shall cease to be a representative thereof and
the member organisation may nominate a new member for agreement
by the LAG
V. The full member and alternate shall be nominated by, and will be
accountable to the representative organisation
.
Membership of The Partnership and LAG shall cease upon:(i)
The dissolution or winding up of any organisation which is represented
on the board;
(ii)
Written resignation from an individual member or the organisation
which the member represents;
(iii)
A formal decision of the LAG.
The LAG shall have power to terminate the membership of any individual or
organisation for any reason provided that the individual or organisation
concerned shall have the right to be heard by a full meeting of The Rural
Partnership before a final decision is made.
Members on LAG will represent their respective organisations/sectors and will
be responsible for communication to those sectors/organisations as
appropriate.
Page 28 of 87
5.5
5.6
5.7
Membership will be reviewed annually at the AG
Members that are not present for three or more consecutive meetings shall be
removed from the LAG.
Expenses relating to membership of The Partnership and LAG shall be
reimbursed by the Lead Body, in line with HMRC guidance.
6.
6.1
Policy, Management and Meetings
The policy and general management of the affairs of the LAG shall be
determined by the LAG which shall meet no less than four times each year.
6.2
Sub thematic panels or working groups may meet at any point during the year
depending on the workload of the LAG.
6.3
One Chair and 2 Vice Chairs of the LAG shall be elected at the start of the
programme, for a maximum tenure of 3 years. The Chair will be eligible for
annual re-election at the AGM during this period.
6.4
A Vice-Chair shall also be elected annually. The Vice- Chair will be eligible for
re-election.
6.5
The Chair and the Vice-Chairs shall each normally come from different
sectors, but this is not essential and is a matter for Lag consideration and final
decision.
6.7
The LAG may appoint subsidiary groups and shall agree their terms of
reference and composition where appropriate. These subsidiary groups may
manage different parts of the action plan / programmes as required. All acts
and proceedings of such subsidiary groups shall be reported back to the LAG.
Subsidiary groups may be granted delegated decision making powers but all
acts and proceedings of any groups shall be reported back to the LAG.
6.8
A quorum of the LAG shall be one-third of the members acting as members.
6.9
In the absence of the Chair or Vice-Chair at any meeting of the LAG and
providing the meeting is quorate, the members present may elect a Chairman
for that meeting.
6.10 Notice of at least 10 working days shall normally be given of a LAG meeting.
Exceptionally this notice may be shorter.
6.11 The agenda and relevant accompanying papers will be normally circulated 7
working days before any meeting. Exceptionally circulation may be made in a
shorter timescale.
6.12 No decision can be taken by the LAG, which compromises the legal/statutory
responsibilities of the Vale of Glamorgan Council, or brings the Council in any
way into disrepute.
6.13 Minutes shall be taken of each LAG meeting and will be circulated within 15
working days, after agreement of the Chairman or Vice-Chairman as
appropriate.
7.
7.1
Emergency Powers
The Chair (or Vice) of the LAG, in consultation with two other members of that
body, may exercise any powers of that body where timescales do not allow a
meeting to take place. Any exercise of this emergency power is to be recorded
comprehensively in writing and reported to the next meeting of that body.
Emergency powers will not relate to the awarding of grants, but may be applied
to significant changes within approved projects.
Page 29 of 87
8.
8.1
8.2
8.3
8.4
8.5
8.6
8.7
9.
9.1
9.2
9.3
9.4
10.
10.1
Declarations of Interest
Members of LAG with any interest in project development or who would
benefit financially or otherwise from a project or any matter being considered
by the LAG, should declare any interest that they may have in a particular
agenda item before discussion begins. This declaration will be noted in the
minutes.
A member must make the disclosure of an interest, whether direct or indirect,
at the meeting as soon as practicable after its commencement: in practice this
is preferably at the commencement of the relevant agenda item of business.
The member must disclose the interest orally or in writing, and this will be
documented.
A direct interest is not defined in absolute terms. A direct interest is one
where a member or alternate has been directly involved in the design,
development or subsequent implementation, or who has had/will have any
pecuniary interest in the outcome of the project or matter in question. A
member with direct supervisory or line management responsibility over an
employee who has such an aforementioned involvement is also considered to
have a direct interest.
An indirect interest is one where a member or alternate is an employee or
member of an organisation, company or other body, which has a direct
interest, or would in some other way indirectly benefit from the outcome of the
matter under consideration. (Membership of a company would include owning
shares in the company).
Any member or alternate with a Direct or Indirect Interest will normally be
required to leave the room prior to the discussion on the relevant matter.
At the discretion of the Chair, a member or alternate may be allowed to
remain present to clarify issues/facts that are general to the wider discussion
and are not project specific.
The above rules are applied to all meetings of the LAG and any sub groups of
the LAG. Observance of these rules is the Member’s responsibility. Members
are reminded that their role in all meetings is to act in the best overall interests
of the Rural Vale of Glamorgan.
Annual and Special Meetings
An Annual General Meeting of The LAG shall be held each year or within 15
months of the preceding Annual General Meeting.
LAG members will receive a minimum written notice of 21 days of an Annual
General Meeting. The notice will give details of the time, date and venue of
the meeting.
A Special ALG Meeting can be called by the Chair or can be requisitioned by
way of a written notice signed by at least five Partnership members and
forwarded to the LAG. Notice of a Special Meeting will be sent to members at
least 7 days prior to the meeting.
The Annual General Meeting will be held to report on activity, plans and
results and with the aim to underline community involvement and provide
valuable two way feedback.
Secretariat
Staff Employed by the Vale of Glamorgan Council on behalf of the LAG will
provide the secretariat service.
Page 30 of 87
11.
11.1
Assets
All assets of the LAG are held in the legal ownership of the Vale of Glamorgan
Council on behalf of the LAG. On dissolution of the LAG, the LAG shall decide
on the transfer or dispose of any such assets, which must be in accordance
with;
i)
The overall aims and objectives of the LDS as set out in the Local
Development Strategy.
ii)
Any requirements of bodies which have provided grant assistance in
accordance with the conditions attached to such assistance.
iii)
The legal obligations of the Vale of Glamorgan Council, and its
Financial Regulations at such a time.
12.
12.1
Alterations to the Terms of Reference
The Terms of Reference and constitution may be amended by a two-thirds
majority of the votes cast at a meeting of LAG, but no amendment is valid if it
would make a fundamental change to the objectives and responsibilities of the
LAG.
Administrative Body
The Vale of Glamorgan Council, a Public Body and LAG partner, has been selected
by the LAG as its administrative body. It will be responsible for the LAG
administration and animation at up to 25% of the total EAFRD and WG budget,
currently calculated at 5% of the programme. Should this increase to 6% then this
amount will also increase accordingly because some costs are being met from
outside the programme. The Council, in its role as project sponsor will ensure that
LEADER funding is targeted at project activity and will always seek to lever in
additional funds over and above the 20% minimum required under the regulations.
The administrative body is also responsible for the delivery of the 75% LEADER
animation project, made up of a core of LEADER Staff working to the LAG to
commission and deliver projects.
The Vale of Glamorgan Council will be to be responsible for the delivery of the
programme on behalf of the LAG and its successful conclusion, and will undertake to
ensure that financial propriety and compliance is observed in its management and
administration of the programme.
The Vale of Glamorgan Council has, through Creative Rural Communities, embraced
the 7 key principles of LEADER. Its role in the 2014-2020 programme will be to
reinforce these as part of the project development process with the LAG.
The Council has excellent compliance procedures in place via the role of monitoring
officer. Current systems will be carried over into the new programme relating to
segregation of duties, reporting systems and the capacity to maintain full audit trails
for expenditure and indicators. Several audit bodies have commended the Council on
its current RDP systems. A control plan showing segregation of duties will be in place
in line with regulations.
Page 31 of 87
LAG appraisal process
The LAG has been developing the LEADER project for the Vale since early 2014
through looking at themes and possible eligible actions. The LAG will be responsible
for preparing and publishing calls for proposals for involvement in projects. Since no
grants can be issued by the LAG through this programme to individual businesses,
applications for support will not be received as they would have done with a grant
scheme. Instead, projects will take the form of those which are commissioned by the
LAG via a tender process or delivered by the core Leader team.
The LAG will operate in a fair, open and transparent way in its application of selection
criteria. It must be noted that projects will come from the LAG itself. The
administrative body will support the LAG in this process. The LAG has set out its
hierarchy of objectives in the LDS emphasising likely splits of budgets per theme.
LAG meet to discuss how to delivery themes that meet the priorities identified in the
LDS.
The LAG will operate a process of checks when appraising and developing projects.
Outline thematic delivery ideas will be developed by the LAG and open calls for pilot
sponsors may then be carried out by the administrative body on behalf of the LAG.
Projects will first and foremost be developed by the LAG. It will commission and
appraise Leader activities for the Vale.
In the first instance pilot project ideas may be developed by the delivery team or by
LAG members. E.g. A project to develop community energy projects may be put
together and expressions of interest from communities for participation will be
received for appraisal using the selection criteria below. Forms will be designed in a
way as to capture this information as part of the expression of interest.
In both examples the LAG will utilise its delivery team to carry out initial checks to
ensure the following:
- Does the project contribute to the overall achievement of the LDS?
- Does the project complement, displace or duplicate any other activity?
- Does the project fit with the LEADER approach?
- Is there evidence of need to support the project?
- Does the project align with activities set out within the logic framework?
- Will the project achieve the targets set out within the LDS
- Does the project offer value for money? (procured projects will be scored
in line with the administrative body procurement procedures)
- Is the project viable and sustainable?
- Procurement checks.
A scoring matrix will be put in place but it should also be noted that the LAG is not
issuing grants and is not just awaiting expressions of interest from communities and
businesses. It has been formed to develop its own ideas using the LEADER
approach and must do so if the LEADER approach is to be truly embraced.
Page 32 of 87
The LAG will actively seek involvement from wider stakeholders through sub groups
and working groups of the LAG that may be formed around specific themes.
The LAG may also need to seek out new areas of work in line with the LDS and If
project ideas are needed then open calls for such ideas will take place.
A report outlining all of the above areas will be presented to the LAG in each case in
order to enable the LAG to make a decision on a project.
The LAG will also use this checklist when appraising project ideas that come from
within the LAG or from the animation and implementation teams.
The question of sustainability has been a key one within the existing programme in
that some projects were approved and funded without due consideration being given
to who might mainstream and initiative or carry it on in some form. This will be critical
to the decision making process. Pilots supported should at least have the possibility
of becoming sustainable.
Leader staff assess that an open call may need to be developed to meet aims of LDS
Leader staff help to develop projects by research and development of ideas
This LDS sets out the delivery model for the 75% project and the possible actions
delivered under each Welsh Government theme of LEADER. Selection will be based
on priorities as set out by the LAG at the time.
Page 33 of 87
SECTION 3 - DELIVERY
Description
Linked to
Explain how the Local Action Group (LAG) aims to transfer its stated
objectives into delivery on the ground. The LAG should have a clear
plan that links the result, the outputs that deliver the result, what
activities will take place to deliver the outputs, how and when those
activities will take place, and who will be responsible for delivering
them.
Sections 3.4 (including intervention logic table), 3.8, 3.9, 3.10 and
3.12 of the LDS Guidance June 2014
3.1
Description of the strategy and hierarchy of objectives
(2,500 words (narrative) plus up to 10 pages A4 in the form of an Intervention Logic
Table (template provided) 2074
This Section should include the following as a minimum:
 A description of how the LAG can improve and develop the area
 Identified ‘hierarchy of objectives’
 Explanation of how earlier activity has influenced the strategy
 If you have previously implemented LEADER or other relevant programmes
please explain how this experience has influenced the approach
Please also complete the Intervention Logic Table Template provided
Introduction
The Vale of Glamorgan is a relatively wealthy county, which benefits from its rich
coastal landscape and heritage, from its proximity to the capital city and from its
skilled workforce.
However, its success masks some challenges, which need to be addressed if its
self-evident advantages are to be seized - particularly in the rural parts of the Vale.
Although the economic fortunes of the Vale are heavily linked to Cardiff, the rural
Vale has not benefitted as much as it could have done from those links. Many of the
working population commute to Cardiff and other towns to find employment. There is
a danger, as the population ages, that the economy within the rural Vale itself will
become less resilient and more limited in its activity. The rural Vale has important
and somewhat under-utilised assets, which could help to create more opportunities
for jobs and businesses.
Learning from experience
Previous LEADER Programmes have piloted new business opportunities, have put
in place much-needed infrastructure and have promoted the rural Vale in a more
coherent way. The Perfect Pitch initiative has encouraged five new campsites to set
up using a shared toolkit. Walking trails have been improved and supported with a
new set of leaflets and signage. Community events have benefitted from a range of
Page 34 of 87
shared equipment. Villages have been able to create better facilities, and much more
besides. Creative Rural Communities now has models of delivery that not only work,
but also make best use of minimal resources.
This Local Development Strategy (LDS) seeks to take those initiatives further, build
on the existing LEADER experience of the Creative Rural Communities team and
create new opportunities using the intrinsic assets of the area. It is aiming to shift the
emphasis from the quality of rural life to the strength and resilience of the local
economy.
The previous LEADER programme 2007-2014 has provided a valuable base of
experience and projects on the ground. The opportunity now exists with this next
programme, to build on what we have and ‘join the dots’ through co-operation,
networking and joint action. We can make more of what we have and gain greater
economic benefit.
Growing the economy – the LDS aim
The purpose of this strategy is to grow the rural economy in the Vale of Glamorgan not just for its own sake but to help maintain the natural environment, to support its
varied communities and to create vibrant businesses. Creating more wealth and
more value to the rural Vale is important because this is how vital services will be
protected and improved - thus encouraging more people to live, work and visit the
rural Vale. This can be achieved by increasing the number of people coming to the
rural Vale, by increasing the amount that they spend, by starting new businesses
that create wealth within the community and by improving the physical and social
infrastructure.
The hierarchy of priorities
Four priorities sit under the LDS aim with PR1 as highest and PR4 as lowest. The
prioritisation is reflected in the budget. The following sets out the justification/logic
chain for their selection.
PR1: Create more economic value from the natural and historic environment.
The Strategy aims to create more employment and enterprise opportunities within
the Vale and to create economic value from the landscape, heritage and
communities around the County. The coast, the history and local activities offer the
chance to improve the economy through providing more and better services, such as
cafés, shops and accommodation and increasing the spending of visitors.
HAS
BUT
OPPORTUNITY
Heritage Coast
Beaches
Numerous castles
Ancient churches
Local products
Walking, cycling and
horse-riding trails
Not many people stay overnight
They don’t spend much when
visiting
There are not enough services
for visitors
Too many things are free
Some facilities are
underexploited
To offer better access,
signage, quality and
marketing of visitor
services - in order to
create an integrated
tourism package that
supports more jobs and
businesses
Page 35 of 87
PR2: Maximise the benefit of being part of the Cardiff City Region
The Strategy aims to build on the existing links with the capital and make much more
of being part of the Cardiff city region. The rural Vale needs to be seen as a valuable
asset for Cardiff - as a place to work, to grow, to rest, to play and to breathe.
Stronger ties can be created with the cultural, educational and sporting institutions in
order to bring benefits back into the rural Vale. More could be made of the
opportunities provided by Cardiff Airport and the major enterprise zone at Rhoose
and St Athan; and the rural Vale can work harder to capitalise on the hundreds of
thousands of people living right on its doorstep.
HAS
BUT
OPPORTUNITY
Excellent transport
links
Recreational offers
High quality housing
Skilled workforce
Enterprise zone
Large net out-commuting
Very high house prices
Low paid jobs in tourism and
agriculture
Not making strong institutional
links
To create more
economic ties and
benefits from the city
region - attracting jobs,
facilities and visitors
into the rural Vale
PR3: Encourage business and social enterprises to provide local services.
The Strategy aims to support new and growing small businesses and social
enterprises. Local businesses could benefit from collaborating to become more
efficient and profitable. There are some excellent examples of community initiatives
with the County but much more could be done to encourage and support social
enterprise, community action and community owned assets. This would offer more
control to local people and help make some services more resilient and financially
sustainable.
HAS
BUT
OPPORTUNITY
A strong community
sector
Some services
supported by
volunteers
Developing
opportunities for
providing services
An enterprising culture
Limited experience of
community enterprise
Lack of community assets
Many services are
provided by the council
Over reliance on grants
Public funding under
increasing pressure
To encourage local
businesses and social
enterprises to provide
local services - involving
communities and building
local skills
PR4: Improve digital usage within businesses and communities
The Strategy aims to make better use of modern, fast digital infrastructure. There still
needs to be improvement in the provision of superfast broadband and 3G/4G mobile
technology in some very rural communities. However, the more important issue is to
get more companies using digital technologies to improve the efficiency and
Page 36 of 87
effectiveness of their business - whether enabling better collaboration, extending
their marketing or tracking their customers.
HAS
BUT
OPPORTUNITY
Retail businesses
Accommodation
providers
Food outlets
Farmers and growers
Art venues
Visitor attractions
They don’t work together very
effectively
Too few make full use of digital
media
Many are consequently less
productive
Innovative digital marketing is
underused
Some rural areas still ‘notspots’
To build on existing
digital infrastructure
and offer training and
support - ensuring that
business make the
most of the
opportunities and
become more
profitable
Preparing the ground
The LDS will show how new activity in the rural Vale can benefit from learning about
good practice elsewhere; can show the importance of collaboration within the Vale
and outside; can pilot new schemes that may become mainstream if successful and
can demonstrate the value of real community involvement.
Most importantly, this LDS will seek to give businesses the skills and knowledge to
identify new opportunities and exploit them. The Vale of Glamorgan LAG will help
businesses and community enterprises demonstrate that they are ready to access
commercial loans or mainstream support from the Welsh Government and other
sources. LEADER funding will be used to support proof of concept and precommercial activities - leading to schemes being put in place by businesses
themselves and using other programmes to support delivery.
LDS Aim and Priorities
The LDS aim and hierarchy of priorities are set out in the following table.
Page 37 of 87
GROW THE ECONOMY OF THE RURAL VALE
Table 1: Core strategy
Vision
Priority
PR1.
Create more economic
value from the natural
and historic environment
We’d like to see more
visitors stay overnight
and spend more when
they are here
PR2.
Maximise the benefit of
being part of the Cardiff
city region
We’d like to see more
jobs located in the Vale
and more visitors to the
region using all that the
Vale has to offer.
PR3.
Encourage local
businesses and
community enterprises
to provide local services
We’d like to see some
(non-statutory) services
being delivered in
different ways, possibly
by local businesses and
communities
themselves.
PR4.
Improve digital usage
within local businesses
and communities
We’d like to see more
businesses and
communities making full
use of the internet and
social media, and
networking together.
Key Objectives
o To increase the business and employment
potential of the coast
o To increase the business and employment
potential of heritage assets
o To increase the business and employment
potential of outdoor activities
o To increase use of local produce to add
value, increase resilience and shorten
supply chains
o To develop more business tourism
opportunities
o To reduce net outward commuting
o To create outposts of Cardiff-based
institutions in the rural Vale
o To maximise economic benefit to the rural
Vale from development at Enterprise Zones
o To increase use of Vale produce in Cardiff
outlets
o To develop links with Cardiff-based
conference hotels
o To encourage more Cardiff visitors to use
the Rural Vale for business and pleasure
o To identify opportunities for council services
which could be delivered by the community
o To vest Council assets with the community
to support local initiatives in the Rural Vale
o To investigate a Rural Vale Community
Bond, Community Reinvestment Trust or
similar innovative funding models.
o To secure community support for more
renewables
o To research investment models for
community-owned renewable energies and
energy efficiency
o To aggregate local demand in order to
encourage faster rollout
o To provide digital hubs and public wifi in
villages and other ‘not spots’
o To provide up-to-the-minute information for
visitors
o To improve digital literacy in local
businesses and communities
o To support business growth and the delivery
of services using ICT tools
Page 38 of 87
The Intervention Table, that forms part of this section, demonstrates how the
Priorities and Key objectives of this LDS fit within the wider themes of the RDP
Programme in Wales for LEADER. It also shows what sort of outputs can be
expected and which partner organisations will be involved in delivering projects.
Delivering the strategy
This Local Development Strategy offers the opportunity of delivering an innovative
programme across the rural parts of the Vale of Glamorgan. While the LEADER
funding will enable a range of activities that will research best practice, test new
ideas, trial new schemes and build capacity in the rural communities. As these
activities develop from proving concepts towards market implementation, they will be
able to draw on further support from other RDP, ERDF, ESF, Welsh Government
and Council funding streams – as well as from commercial and charitable sectors.
A key component of successful delivery is the quality of the new LAG and the CRC
team that support LEADER in the rural Vale. Their experience, contacts and
creativity in supporting and encouraging rural businesses and communities will be
built into the heart of this LEADER Programme.
In all aspects of the delivery of this Strategy, there will be an emphasis on creating
and growing new enterprises, on new jobs, on training and on developing new skills.
These may not be immediate outcomes of the pre-development phase, but will be a
clear goal of the projects and activities that grow out of this LEADER Programme.
The Programme will be continually monitored over the six years – ensuring that
changes can be made to take account of learning and changing needs.
LDS Performance Indicators
Performance indicators have been submitted as part of the intervention logic table
and show what would be achieved if the LAG chose to adopt those proposed
actions. These totals have all been included in the delivery programme. The strategy
guidance wording for the performance indicators differs to that in the delivery plan.
Where it states businesses assisted we may have used the phrase businesses
benefitting. Further guidance will be required for Welsh Government in order to
provide accurate indicators. These are indicative at this stage.
In relation to the assisting of businesses, the length and type of support here is
critical.
We have proposed 10 communities supported at Ward level based on the 10 rural
wards. However, if the definition encompasses communities of interest and
communities at a smaller geographical level (e.g. Villages) then we will be able to
increase these performance indicators.
Page 39 of 87
3.2
Co-Operation and Networking
(1,000 words; up to 500 to be focused on preparatory activities) 1159
This Section should include the following as a minimum:
 Describe how you will seek to incorporate co-operation and which of the cooperation stages outlined in the guidance (exchange of experience, transfer
of practice or common actions) are envisaged.
 If your area, or parts of your area, have not used LEADER funds before
please provide information on how you will learn from other LAGs.
Preparatory Activity
The Vale of Glamorgan Council is not requesting any preparatory costs towards the
development of this strategy. Instead it has funded any development work via
existing revenue budgets in order to maximise the budgets available in the next
programme. The Council has undertaken an extensive consultation process which is
detailed elsewhere within the strategy.
How Co-operation will be addressed
Co-operation is one of the seven principles of LEADER and offers excellent
opportunities for us to exchange and learn from experience at four levels:

At the transnational level where we see particular opportunities for knowledge
exchange in relation to our top priority – developing the economic potential from
our natural and historic assets

At the inter-regional across other nations in the UK where we see opportunities
for:
 knowledge exchange in relation to our highest priority – developing the
economic potential from our natural and historic assets - in particular in relation
to Jurassic coastlines which is an underplayed resource for us
 knowledge exchange in relation to community led energy and digital initiatives
in particular; and community led approaches to rural service delivery more
broadly

At the Wales inter-regional level where we see opportunities for:
 Exchange of experience in relation to tourism activities and Welsh language
integration
 Participation in the Wales Rural Network, which we expect to take a full role in
 Work across LAG areas in South Wales at a project level to achieve
economies of scale and savings. Some areas may choose to lead on a thematic
basis.
 Small scale targeted cooperation projects that may be labour intensive but
require very little financial input for a short period of time. E.g. A project to
support farmers across a region to share best practice in low cost
accommodation and marketing.

At the Vale level where we see opportunities for networking between the rural
Vale and our two urban areas of Barry and Penarth
Page 40 of 87
The following table indicates our current aspirations for networking and co-operation,
which we fully recognise will require work during our first year of operation, to
identify co-operation partners and establish working relations on which to build
successful networking and co-operation activities. Our initial scoping has identified
opportunities for networking and co-operation with the table below indicating the
potential level of co-operation envisaged and the geographic scope for this.
In preparing this LDS we have researched example of projects elsewhere – through
LEADER and other programmes. Our proposals stem from the value of examples
we have identified. Our priority for transnational working will be in relation to our
highest priority of creating more economic value from the natural and historic
environment. Our priority for Common Actions will be in relation to our top two
priorities, (our second priority; maximising the benefits of the Cardiff City Region).
PR1.
Create more
economic
value from
the natural
and historic
environment
Exchange of
Experience
(I-W) - shared
experience
through Welsh
Rural Network
events
Transfer of
Experience
(T, I-UK) – Opportunity
for rural Vale to build
its Jurassic/Triassic
coast profile learning
from experience in
e.g. Dorset and North
Yorkshire; and
Asturias (Northern
Spain – ‘Coast of
Dinosaurs’)
(I-W) – Opportunity to
network with strongly
speaking Welsh LAG
area, to learn/build up
experience in
successful cultural
integration of Welsh
language as part of
our tourism product
(T, I-UK) Opportunity
to build on exchange
of experience with
LAGs already well
advanced in Local
Food and Drink
initiatives - to develop
supply chains e.g.
Cornwall and Devon,
Sweden
Page 41 of 87
Common
Actions
(I-UK) –
Opportunity for
rural Vale to
explore a joint
initiative around
two/three centre
holidays built on a
common natural
resource selling
point e.g. Dorset
and North
Yorkshire
(T, I-UK) –
Opportunity for
development of
food and drink
supply chains
activities including
models for their
long term
sustainable
operation
PR2.
Maximising
the benefit of
being part of
the Cardiff
city region
PR3.
Encourage
local
businesses
and
community
enterprises to
provide local
services
PR4.
(I-UK) Opportunity to network with another UK LAG area in a city
region situation to share experience of capturing the city region
benefits. For example the newly forming West of England LAG
for the Bristol City region where our existing experience of
LEADER could be shared, as well as developing common
actions
(I-W) shared
experience
through Welsh
Rural Network
events
(I-W) shared
experience through
Welsh Rural Network
events
(I-W) – shared
experience
through Welsh
Rural Network
events
(I-UK) Opportunity to
develop experience
Improve
(possibly common
digital use
actions) for digitally
within
enabled community
businesses
hubs and tools to
and
facilitate community
communities
working, participation
and access to
information and
services
Key: T = transnational, I-UK = inter-regional UK, I-Wales = inter-regional Wales,
L = local
First Priorities for Networking and Co-operation
More work is needed to refine and develop these opportunities and we look to work
with the Wales Rural Network on this. Establishing sound partnerships for
networking and co-operation requires an investment of time and effort and needs to
engage LAG members and beyond. We have therefore prioritised networking and
co-operation on the following in the early years – where we believe networking and
co-operation would definitely be beneficial:
 Building on the Jurassic/Triassic coast profile as a core part of our tourism
offer. Whilst not a World Heritage designated as the Dorset Jurassic Coast is,
the rural Vale has similar characteristics and opportunities and could learn
from the integrated approach taken in Dorset, as well as work with other
similar coastlines (North Yorkshire and Asturias being two). We would aim to
start discussions in Year 1.
 Developing the potential of food and drink short supply chains and use; we
are aware of activities both within the UK and transnationally and know we
could benefit from knowledge transfer. We also know we need to build a
Page 42 of 87

clearer picture to our own work programme in this area first. We therefore
envisage a start on this may follow later in Year 1 and into Year 2
Local liaison with the Barry Communities First Cluster/Tackling Poverty
programme, in terms of exchange of experience and mutually beneficial pilots
addressing poverty and social inclusion issues
Other Actions for Networking and Co-operation
We know that other actions as indicated in the table could also be beneficial and
useful to undertake as transnational/inter-regional activities. We may begin a
process of contacting possible partners e.g. West of England LAG in Year 1.
However we envisage work on further co-operation potential, as shown in the table,
will be undertaken more seriously from Year 2 onwards, as our own work
programme develops. We intend to participate fully in the Wales Rural Network and
hope that issues we have flagged up here for sharing experience can be part of the
Network’s events and workshops programme.
Digital Cooperation
We will embrace technology as part of our approach to cooperation both to save
time and money. Whilst nothing can replace face to face cooperation and networking
we believe that networking via skype and online have their place in the next Leader
programme. It will certainly reduce the need for travel in many cases.
3.3
Description of Innovation
(1,000 words – to be linked to the actions described in Section 3.1 above and
referring to the bullet point tick headings in Section 3.9 of the LDS guidance
document) 522
This Section should include the following as a minimum:
 Demonstrate how the LDS will take advantage of the potential to experiment
and innovate.
Our Approach to Innovation
The focus of this LDS is on the economy. By helping to grow and improve the local
economy, the viability and resilience of the rural communities in the Vale will be
strengthened.
The Strategy has looked at those areas which offer real opportunity for increased
competitiveness, productivity and sustainability. In doing so, it is actively seeking to
prioritise those areas where LEADER funding can unlock opportunities for business
growth and community development – both of which are needed to build a strong and
resilient economy.
By building on the best of recent experience in the Vale of Glamorgan and by actively
seeking out new and relevant ideas from elsewhere, this programme will support
businesses and rural communities through the innovation process.
Page 43 of 87
WHAT IF?
The Vale of Glamorgan LAG will investigate establishing an Innovation Fund (WHAT
IF), which will work across all four Priorities of the strategy. This could enable the
LAG to commission pilot projects to test new products and processes; it could enable
rural businesses and community organisations to research the potential of new ways
of delivering services; and it could enable the LAG to bring in innovation experts to
advise businesses on new developments, including working with Higher Education
Research Institutes.
Any support through the Innovation Fund would be limited to pre-commercial
activities that do not compromise State Aid principles. All learning and experience will
be shared within the Vale and across the Welsh LAG network.
IDEA
The LAG will also investigate the feasibility of establishing an Innovation
Demonstration and Enterprise Action group (IDEA). IDEA will be an informal
grouping of business organisations, community leaders, academics and
entrepreneurs whose task is to find potentially transformative ideas - from Wales, the
UK and Europe - and bring them to the attention of organisations and businesses in
the rural Vale. It will concentrate on four themes: the visitor economy, community
services, land-use and climate change adaptation. Ideas will be shared using online
newsletters, social media channels and business breakfast road shows.
PLACE
A PLACE programme could link post-graduate students with rural businesses and
community enterprises within the rural Vale for up to a week. These placements will
bring business studies, tourism or community development students to work with
local organisations and suggest new and more efficient ways of delivering products
and services, or even new service areas altogether. Helping post graduates from
universities across South Wales to get real world experience and helping local
businesses to benefit from fresh thinking is a smart way to drive innovation and
productivity.
Page 44 of 87
These three innovation programmes could help local businesses discover and adopt
new ideas, enhance their effectiveness and so improve the economy of the Vale.
This LEADER programme will encourage the most successful pilots and develop
ideas to access mainstream funding and support – through existing business support
networks, through commercial investment (loan and equity) and through available
grant aid.
WHAT IF
IDEA
PLACE
PILOTS
VISITOR ECONOMY
FRESH THINKING
RESEARCH
COMMUNITY SERVICES
EFFICIENCY
EXPERTS
LAND USE
LEARNING EXCHANGE
CLIMATE ADAPTATION
MAINSTREAMING
These three programmes could feed into the system of identifying and selecting
projects, and supporting them once they are up and running. In this way, new ideas
and good practice can be fed into the whole process as well as individual projects.
3.4
Action Plan
This section is to be provided as a unified document with the Intervention Logic at
Section 3.1 above. The ‘Who’ and ‘When’ elements required by the Commission
have been added to the Intervention Logic table (can be indicative where exact
details are not known). Please also show in the relevant columns where activities
are expected to contribute to Cross-Cutting Themes, Welsh Language and
supporting the Uplands.
LDS Performance Indicators
Performance indicators have been submitted as part of the intervention logic table
and show what would be achieved if the LAG chose to adopt those proposed
actions. These totals have all been included in the delivery programme. The strategy
guidance wording for the performance indicators differs to that in the delivery plan.
Where it states businesses assisted we may have used the phrase businesses
benefitting. Further guidance will be required for Welsh Government in order to
provide accurate indicators. These are indicative at this stage.
Page 45 of 87
In relation to the assisting of businesses, the length and type of support here is
critical.
We have proposed 10 communities supported at Ward level based on the 10 rural
wards. However, if the definition encompasses communities of interest and
communities at a smaller geographical level (e.g. Villages) then we will be able to
increase these performance indicators.
3.5
Promotional Activity
(1,000 words) 619
This Section should include the following as a minimum:
 How you will advertise and promote the opportunities / benefits that the
project is offering to target participants and/or sectors;
 How you will work with identified stakeholders to promote the operation;
 How you will publicise the results and impact of your operation;
 How you will disseminate best practice;
 How you will ensure that full acknowledgement of the funding from the
European Union is clearly displayed including type of media utilised;
 How you propose to ‘fly the EU flag’ during the week that includes 9 May;
 How you propose to ensure that participants and/or enterprises are clearly
aware of the funding received from the EU;
 Confirmation that you will ensure that you liaise with RDP Communications
staff and the Wales Rural Network on any proposed launches/press releases
to be arranged/issued in relation to LEADER activities;
Marketing opportunities
Creative Rural Communities has been running since 2003 and has established
networks through which it is able to promote the opportunities and benefits of the
LEADER programme in the Vale.
The role of the LAG Member
LAG members are tasked with disseminating project opportunities and outcomes
through their own networks and to date this has proven to be very successful. It is
clearly set out in the Job Description of a LAG member.
In-house PR
The Council’s PR team will be on hand outside of the project to promote
opportunities via the programme and have had regular success in terms of getting
press and other media coverage of Axis 4. We will continue to work with the team
and external PR companies to not only publicise opportunities, but to disseminate
the results and impacts of any operation over the entire programming period. We will
promote results of project year on year if needs be, demonstrating the longer-term
benefits of LEADER intervention.
Page 46 of 87
Social Media
Creative Rural Communities will continue to make best use of its social media
networks such as its Facebook Page and Twitter Feed. These have proven to be
extremely useful and cost effective ways of communication. A small paid Facebook
post can reach thousands of geographically and demographically targeted
stakeholders. Likewise, some of our tweets have gone out to hundreds of thousands
of people in one day.
Digital Inclusion
We will continue to explore new digital methods of communication and stakeholder
involvement. This may take the form of webinars, live broadcasts or online tutorials
for those who have been unable to access training or advice when it has been
offered. With digital inclusion at the heart of the LDS this will inevitably be a focus for
us.
Existing networks
Many of the stakeholders that could be worked with have already been identified in
the intervention logic or already sit on the LAG. The Vale of Glamorgan benefits
from being a small County in terms of landmass, making it easier to bring
stakeholders together regularly, and at short notice.
The Toolkit Approach
Many of our successful projects have received so many queries that we have
produced toolkits as part of their evaluation. We will continue to do this in the next
programme, promoting their availability online.
Wales Rural Network
We will work with the Wales Rural Network to share this best (and worst) practice via
its networks. In the current programme LAGs in Wales have not made best use of
the network and have often been too inward looking, afraid to share what hasn’t
worked as well as what has. We hope that the indicative allocation approach will
help to foster a new attitude. We hope to work with UK LEADER networks to identify
areas of cooperation and collaboration across the UK and beyond. We will ensure
that we liaise with RDP Communications staff and the Wales Rural Network on any
proposed launches/press releases to be arranged/issued in relation to LEADER
activities.
Acknowledgement of funding
Creative Rural Communities always acknowledges Leader and other EU
funding and will continue to do so. Every project has received a plaque regardless of
funding levels and every piece of marketing must be approved prior to print by the
Monitoring officer to ensure compliance with regs. All materials and websites will
recognise LEADER and WG support.
Page 47 of 87
Fly the EU Flag
Creative Rural Communities will undertake heightened promotion during the week of
May 9th. This has taken place in the past, often hosting visits from other LAGs and
pooling resources to carry out joint dissemination in regional media. Participants in
all projects will be made clearly aware of EU support via funding agreements and
beneficiary forms when they participate in LEADER activity.
Page 48 of 87
SECTION 4 – MANAGEMENT OF OPERATION
Description
Linked to
Explain how the Local Action Group and its elected Administrative
Body has the capacity and resources necessary to successfully
deliver on the planned results, output indicators and activities.
Part of Section 3.11 of the LDS Guidance June 2014 (remainder to
be covered under Section 2 – Financial & Compliance)
4.1
Management and Administration
(2,500 words) 1535
This Section should include the following as a minimum:
 Evidence of an effort to collaborate with other LAG areas to produce the most
cost effective management and administrative structure for the area
 A description of the management and monitoring arrangements of the
strategy demonstrating the capacity of the LAG to implement the strategy
 Details of the number of staff anticipated to run and animate the LDS and
structure of the animation/running cost functions
 Evidence of skills and training plans for staff of the Administrative Body
Potential for Collaboration with other LAG areas
Meetings were held at a regional level (South East), between neighbouring and
similar authorities including Bridgend, to investigate the possibility of joint running
costs and even joint LAGs. A joint LAG with Monmouthshire may have made sense
if it were not for administration and logistical issues presented by the locations of
both authorities. Several meeting were held with a view to discussing joint running
costs.
Unless all staff are employed by one administrative body then savings would be
minimal or non-existent. This is due to the fact that one authority would effectively
have to police the other authority on behalf of Welsh Government. A massive
resource issue, which would result in difficulties during this programme. This would
also effectively add another layer of administration to the process, something the
Welsh Government is seeking to avoid. A reduction in the number of claims going to
Welsh Government, could not alone justify a joint running costs model with so many
inherent difficulties. It is also unfair to expect one Local Authority partner to police
another on behalf of the Government. The Authority could not be expected to take
on the risk of doing this, especially where third parties are involved at the other end
that they have no control over. Reducing the number of claims to Welsh Government
is not a good enough reason to enter into joint running costs models at the expense
of quality projects.
Page 49 of 87
It is clear that savings can only be achieved if on body is chosen to employ all LAG
admin and animation staff, along with project animation staff. This would result in a
single claim going to Welsh Government. This works well in areas where existing
models via enterprise agencies exist, such as Cadwyn Clwyd. The option of joint
running costs works well for those authorities that are either new and or very small,
therefore cannot justify a LAG or admin body. Unfortunately the Vale is not a
neighbour to such areas and should not be penalised for being in this position.
It also makes sense for areas that are likely to form single Authorities during the
lifetime of the programme. The Williams Report has undoubtedly informed thinking
on joint running costs models. For the Vale to partner with one Authority, but merge
with another during the programme would make little sense due to the potential
administrative upheaval. Had we been merging with another rural authority then
thinking on this matter would have differed.
For all these reasons the Vale of Glamorgan LAG has elected to select the Vale of
Glamorgan Council as its single administrative body. The LAG expressed a clear
desire at an early stage to not merge with another LAG due to the different
demographics and economic priorities and opportunities across neighbouring
authorities. The Vale of Glamorgan, with a population of over 50,000 is justified in
operating as a single LAG and single administrative body.
Meaningful cost savings can be achieved at a project level.
Instead, discussions have been held with Bridgend with a view to achieving cost
savings and economies of scale at a project level. There are synergies with both
Counties in the areas of food, coast and outdoor activities. We envisage joint
projects on these themes whereby an officer can work across two counties or on a
very specific piece of work, meaning that one project could go ahead potentially
instead of two. Likewise, we hope to achieve greater cooperation with Cardiff and
should not be limited by our rural borders if projects accrue the benefit in the rural
Vale.
On a regional level projects could be identified thematically and resources pooled to
complete one intervention. We have established regional economic working groups
such as the RDP task and Finish group beneath SEWDERB. This is likely to act as a
vehicle for such projects.
The LEADER approach in the Vale.
Much of the current Welsh Government consultation documents and guidance talk of
the need to bring Leader back to its roots. The Vale LAG supports this approach
fully. LEADER was not fully embraced in the Vale until Business Plan 2 when a clear
model for success was identified for piloting new initiatives. This involved working
with stakeholders around clearly identified needs and opportunities to develop new
ideas and pilots, disseminating their findings. Perfect Pitch was a prime example of
this. Creative Rural Communities (CRC) now has models of delivery that not only
work, but also that make best use of minimal resources.
Page 50 of 87
LAG involvement in strategy delivery.
The LAG will be fully involved in the delivery of the strategy. The Vale has been
blessed with an excellent and engaged LAG and Partnership in the 2007-2013
programme. This new LAG is no different and will steer the direction of the Strategy
with great interest and active involvement. Projects are often structured to actively
involve LAG members in T&F or sub groups. The added bonus of the intervention
logic in the new programme will mean that the LDS is more of a living document.
Those tables will be reviewed at every one of the 4 LAG meetings per annum.
Budgets will be closely monitored, as they have been during the current programme.
The LAG constitution and terms of reference shows how flexibility is part of the
operation of the LAG, with meetings convened as an when needed and sub groups
formed to tackle specific issues and projects.
Staffing Structure
CRC will continue to provide the staffing for LEADER as it has in the current
programme, thus ensuring continuity of experience and knowledge. A minimum level
of staffing is required in order to achieve both compliance and effective
administration of the LAG.
We propose that the 25% running costs and animation be formed of 3 x staff:
 A full time (27.75 Hours put towards LEADER at 5%) Principal Rural
Regeneration Officer split between admin and animation of LAG
 A part time (18.75 Hours put towards LEADER at 5%) Monitoring Officer (Rural
Regeneration) – administration of LAG
 A part time (18.75 Hours put towards LEADER at 5%) Administrative Assistant
 Should 6% be approved by the Commission then these hours would need to
increase accordingly.
Within the 75% project implementation costs we envisage a staffing structure of:
 A full time (37 Hours) Assistant Regeneration Officer
 3 x FTE (37 Hours) Senior Rural Regeneration Officers.
Staffing Structure Chart
Principal Rural
Regeneration Officer
37 hours
Monitoring
Administrative
Officer Rural
Assistant
Regeneration
25 hours
Rural Regeneration
Assistant
37 hours
Equivalent of 3 x FTE
Senior Rural
Regeneration Officer
Page 51 of 87
A staffing restructure is currently underway within CRC and will be completed by the
end of 2014. Overall proposed staffing budgets will remain within those submitted
but structures may change slightly from those proposed within this LDS.
This team is currently undergoing a restructure to reduce both the admin/running
costs function and the project function considerably. The restructuring process is
currently in formal consultation and therefore the structure could still be amended.
This structure recognises the labour intensive nature of LEADER. It involves a great
deal of hand-holding in order to succeed. This has been evident within the current
Business Plan.
The knowledge base of the CRC team is crucial to the success of LEADER 20142020. Posts have been included with the broad job descriptions, allowing for a
greater degree of flexibility during the programme. This has also been proven to be
invaluable in the current round of funding - with staff having to jump from food, to
tourism to farm diversification as and when demand dictates. Knowledge of LEADER
and its principles is embedded within the team and we hope to further develop this
via cooperation and networking. In terms of the administrative function, all staff listed
above have an in depth working knowledge of EARFD regs and compliance.
Creative Rural Communities has always sought to maximise project budgets where
possible. The reduced structure for Management and Admin reflects both the
reduced budget, but is also the minimum needed for ensuring compliance,
minimising risk and ensuring the animation of the LAG.
The team of project officers under the 75% project will assist businesses and
communities alike to access RCDF and other funding sources as part of their
capacity building role. They will also facilitate pilot projects, networks and training.
A control plan is in place for the current programme and will be adapted for the new
structures for (2014-2020)
Skills development and training for LAG staff and board members
Training budgets will be available to all Animation/Admin running costs staff along
with animation project staff. Training plans are identified on an annual basis as part
of staff PDRS reviews. As with the current programme, regular skills audits will take
place of the LAG, along with regular surveys. These will help the LAG animation
team identify both training for LAG members and staff. The LAG skill base in the
Vale is high and they have traditionally not requested much training. We have
forecasted budgets based on previous delivery. LAG members know that they can
request training at any point and this will be reiterated throughout the programme.
The need for training may also arise from new themes within the LAG. Training may
also take several forms ranging from informal training to visits and presentations at
board meetings. Time is often precious for LAG members so they often prefer to
have training carried out in this way.
Page 52 of 87
SECTION 5 – VALUE FOR MONEY
Description
Linked to
5.1
Explain how the proposed actions and expenditure outlined in the
Local Development Strategy represent the best use of EU funds.
Explain how the costs included are reasonable, such as the cost and
number of staff required to deliver the proposed activities.
Section 3.4 and 4.0 of the LDS Guidance June 2014
Details of Section 3.4 have already been provided in Section 3 of
this template (Intervention Logic)
Financial Delivery Profiles
Please complete the delivery profile templates provided.
Please note that you are asked to provide annual profiles at this stage in the
process. You will be asked to input detailed quarterly profiles into PPIMS at a later
date.
We have chosen to base costs on previous expenditure for overheads etc but would
like to consider simplified costs if this option was preferable to Welsh Government
and suitable for the Vale of Glamorgan. Costs have been based on previous
expenditure and evidence has been provided to support this.
Please note that the spend profiles submitted reflect estimated expenditure on a
calendar basis, and not when funding will be claimed. We have assumed that this
detailed profiling will be required at a later date as indicated above.
 Running Costs and Animation Costs should not exceed 25% of the total RDP
funds (minus preparatory costs)
 Running Costs, Animation Costs and Preparatory Costs can be 100% funded
through the RDP
 The LEADER implementation costs must include a minimum of 20% match
funding
 Capital expenditure should not exceed 5% of overall implementation
expenditure
 Sources of match funding should be identified, including the type (i.e. cash or
in-kind)
 Please state if you are likely to opt for simplified costs (further guidance will
be issued as soon as available)
 If a LAG does not propose to combine costs with other LAGs a robust
justification is required
 Full rationales (including explanation of assumptions) must be provided for all
costs in order demonstrate reasonableness of costs
 10% flexibility will be allowed at Cost Heading ‘Category’ level not ‘Sub
Category’ (see delivery profile template for further detail)
Page 53 of 87
SECTION 6 – INDICATORS & OUTCOMES
Description
Linked to
6.1
Explain how the Local Action Group intends to deliver the result and
output indicators identified and all associated targets.
Section 4.1 of the LDS Guidance June 2014
Monitoring and Results
This Section should include the following as a minimum:
 A detailed narrative of the expected outputs, results and impacts that will
derive from the proposed operations.
Please also complete the Performance Indicator table provided (within the delivery
profile template) and the intervention logic table at Section 3.1.
Approach to Monitoring
Our approach to monitoring is set out below:
 CRC LEADER processes will collect quantitative and qualitative information
from all projects/interventions on a regular basis – on inputs, activities,
outputs and outcomes: As part of our administrative and management
procedures will be provide guidance on
o Who is responsible for collecting and checking the information from
projects/interventions
o When it is required (so the pattern of reporting from projects to the
LAG fits with the timescales of reporting to WG)
o What information is required from projects/interventions; to be most
effective regular monitoring information should include qualitative
information as well as quantitative
o How it is reported – the reporting forms to be used, any definitions
used
 CRC will seek to make full use of M&E from the project/intervention level:
o Have a process to ensure M&E feedback is checked for quality and
usefulness; discussing this with project managers where needed
o Put in place an effective project management recording system
o Ensure M&E information is regularly discussed and reviewed within
CRC and with the LAG (as well as reported to WG as required)
o Ensure Annual reports take the opportunity to reflect on progress
towards aims and objectives, building from the M&E feedback,
discussed as part of LAG responsibilities in order to learn from this for
shaping activities and processes in the next year
Further discussion on monitoring and evaluation processes and approaches is set
out in Q6.2 below.
Page 54 of 87
Expected Outputs, Impacts and Results
In the absence of the full details on monitoring requirements and guidance and in
line with the June LEADER Guidance, we have focused on scoping potential
contribution of activities to the indicators for LEADER and currently set out as:
 Outputs:
· Total amount of investment
· Number of Operations
· Focus Area(s) addressed (using the list as in Annex 5 of June
LEADER Guidance and where we anticipate those for RDP Priorities
1,3 and 6 are most likely to be appropriate to the activities of our LDS)
 Results
· Businesses benefitting
· Communities benefitting
· Holdings benefitting
 Results/Impacts
· Jobs created
The intervention table has given an indication of outputs and results that we consider
could be achieved through the activities we propose. However there are two
important considerations which mean that these cannot be read as absolute figures
and should not be added up as a single cumulative figure:
 Given the nature of LEADER as innovative and experimental and that
activities funded will include feasibility and testing work, some activities will
have minimal quantifiable outputs or results. Their quantifiable outputs may
be very indirect and only arise from subsequent activity after the LEADER
funding. We want to ensure that monitoring and evaluation includes the scope
to report on this, albeit that this may not be in hard figures
 The LAG will be developing activities in line with the LDS but until activities
are scoped and progressed, exactly what outputs and results they may
deliver is difficult to accurately state and may not all come to fruition. For this
reason, figures in the Intervention Table are indicative and should not be seen
as cumulative.
That being said, the aim of the LDS is to grow the economy of the Rural Vale so
measuring economic actual and potential benefits will be important. We would
expect all projects to have in place proposals for qualitative assessment of this as
well as a quantitative measure of progress/achievement.
We will also monitor cross cutting theme and co-operation/networking activities. In
principle the approach to monitoring is no different in that indicators for these and
qualitative review will be a core part of regular reporting at quarterly/six monthly
periods. We will collect the diversity data for equality and contribute to the
developing indicators for the cross cutting theme (which have yet to be confirmed).
Our intention is to seek monitoring information on a quarterly basis from all projects
in their first year and, depending on scope of project, complexity and level of
innovation, at quarterly or six monthly intervals thereafter. This would be reported to
the LAG at their regular meetings. We can provide quarterly or six monthly
monitoring reports to Welsh Government as required.
Page 55 of 87
6.2
Evaluation Plan 1147
This Section should include the following as a minimum:
 Please specify your proposals for evaluating performance against the LDS
 Provide details of the methodology you propose to use to evaluate the
benefits of the LEADER activity
 Details of baseline data
 Provide an explanation and justification of the chosen evaluation methods
both during the life of the operations or activity (formative) and at the end of
the operations or activity (summative)
A sound framework for monitoring and evaluation (M&E) is essential for any
programme. As monitoring and evaluation are part of the same process, this
subsection also addressing monitoring processes/arrangements, complementing the
narrative in Section 6.1 above and information in the Intervention Logic Table:
 Monitoring is vital to provide a regular updated snapshot of progress with
activities, outputs and administrative/management processes
 Evaluation provides the critical feedback on effectiveness (how well the
programme is performing against objectives), efficiency (outputs relative to
inputs) and impact (changes resulting from intervention and consequent
impact of these)
Beyond the three core purposes there are other important aspects to evaluation:
 Planning; ensuring that there is a justification for the programme
 Accountability; demonstrating how far a programme has achieved its
objectives and how well it uses its resources
 Implementation; improving the performance of programmes and the
effectiveness of how they are delivered and managed
 Institutional strengthening; improving and developing capacity among
programme participants and their networks and institutions
Our M&E framework builds on the logic chain of our LDS and is set out in the
diagram below.
PRIORITIES
INPUTS
ACTIVITIES
OUTPUTS
OUTCOMES
IMPACTS
Financial and
Human
Resources
including LAG
resources
LDS activities
for our four
priorities
Outputs
including
financial spend
Effect on the
rural Vale
economy
End impact for
the rural Vale;
achieving the
LDS aim and
objectives
Economic Context and Identified Market Failures
Page 56 of 87
Evaluation will take place at two levels:
 At the individual intervention level; all interventions will be required to:
o Identify their output and result measures at application stage together with
their M&E strategy
o Be assessed on the quality and likely effectiveness of their M&E strategy to
provide appropriate feedback
o Complete quarterly monitoring returns showing activity, spend and progress
towards outputs/results
o Complete an evaluation (internal or external depending on intervention level
and type of activity) at the end of the intervention (and larger interventions
may be asked for an interim evaluation, to review progress and confirm
continuing forward direction). This evaluation could be very simple e.g. end of
project workshop to self evaluate activities, or an internal structured process
where evaluation is built into the project throughout e.g. participants keep a
diary. It could be undertaken by peers as a local review and learning activity or
in some circumstances might be externally commissioned. However the
principle that all projects should evaluate their activities is important,
particularly given the innovative nature of LEADER and need to disseminate
experience

At the LDS level:
The LDS is built on a logic chain to ensure a golden thread of logic links strategy
and objectives to proposed activities, outputs and potential impacts
o Processes for individual project application and assessment include M&E as
standard and will be assessed in relation to the logic chain.
o Annual LAG reports will review M&E from all project activities and will also
take the opportunity to reflect on progress towards aims and objectives,
discussed as part of LAG responsibilities in order to learn from this for shaping
activities and processes in the next year
o The LDS will be subject to an external interim evaluation, to review progress
towards aims and objectives, progress towards outputs and impacts and
making any adjustments to these. The interim evaluation is assessing
progress towards outputs and impacts and ultimate achievement of aims and
objectives, with a view to adjusting programme activity where necessary to
maintain progress and deliver the outputs and impacts anticipated
o A final evaluation will take place at the end of the programme period and will
be externally commissioned. The final evaluation is identifying actual
achievements, both qualitative and quantitative and, critically, whether the
LDS impacts are/will be realised. Evaluation can be a very valuable and
productive tool if used well. It should celebrate the successes but also
recognise the failures, problems and issues and, across all these, learn and
build for other programmes. This is particularly true for this LDS where pilot
projects need to learn and develop in order to be taken forward through other
funding routes or transferred into different situations.
Page 57 of 87
Some Further Key Considerations for Monitoring and Evaluation
By its very nature – local, innovative, experimental – additionality with LEADER
should be very strong. However it will be valuable to ensure that additionality
considerations are taken into account when monitoring and evaluating activities so
that net impacts are identified. We recognise that assessing the components of
additionality can be difficult at the level at which the LDS works. Where possible we
would look to consider:
 Deadweight: what would have happened anyway
 Displacement: where activities are simply moved from one place to another
 Leakage: where benefits happen outside the LEADER area
 Substitution: where one activity is substituted for another planned one, just to
take advantage of the funding
 Multipliers: - further local economic activity (jobs, income, expenditure)
resulting from the knock on effects of the intervention
Strategic Added Value (SAV): SAV looks at how a programme has performed in
terms of leadership, influencing, leverage, synergy and engagement (including
community added value). These are all very important considerations for LEADER
and the LDS. Evaluation will therefore include a qualitative assessment of these
aspects and outcomes that have happened as a result e.g. mainstreaming of a pilot
intervention.
Cross Cutting Themes: The M&E Framework will ensure that the outputs and the
impacts of the cross cutting themes are including in M&E at project and programme
level. Use of case studies to showcase exemplars of their integration is proposed in
the LDS but all projects should be expected to demonstrate how cross cutting
themes are taken into account and to monitor/evaluate this.
Details of baseline data
Baseline data about the economic, social and environmental circumstances of the
rural Vale have been given in Section 1.1. These give the baseline information from
which the LDS strategy has evolved, through our logic chain approach. They provide
a baseline of evidence against which changes over the lifetime of this LEADER
programme can be viewed. However it would be unrealistic to expect that the
activities of LEADER will make any significant quantitative impact on these, given the
scale at which it will work and the nature of its activities. There will be some
quantitative impact but we equally expect it to be a qualitative one, for which baseline
data as such is not as appropriate. This is why our approach to evaluation is to
ensure all projects reflect on their impacts through an appropriate evaluation
mechanism, and provide the information which shows how and what qualitative
change has occurred as well as quantitative outputs and impacts. The important
baseline here is the logic chain which works from the SWOT into the LDS Strategy
and activities and how it has progressed.
We will also use the performance indicators from the current programme as baseline
data. Much of this data will be collated in full at the end of 2014 so cannot be inserted
into this document.
Page 58 of 87
SECTION 7 – SUITABILITY OF INVESTMENT
Description
Linked to
Explain the need and demand for the Local Action Group and the
actions identified in the Local Development Strategy and whether
this demand is already being met through existing provision. Explain
how the Local Action Group will be able to successfully deliver the
proposed activity.
Sections 3.2 and 3.3 of the LDS Guidance June 2014
7.1
A description of the community involvement process in the development
of the strategy
(1,000 words plus a list of consultee groups and organisations) 1003
This Section should include the following as a minimum:
 Communications Plan showing how the various interests have been
consulted with in preparation of the strategy and how they will continue to be
included and kept informed during delivery
 Evidence of dialogue with and between local citizens at each of the key stages
in the design of the strategy
The Communications Approach
Community involvement is at the heart of the LEADER process. It is also a
fundamental part of the approach taken by Creative Rural Communities (CRC) in the
Vale of Glamorgan. Responsible for rural regeneration in the County and managing
the LEADER process, CRC have been engaging with its rural community for years whether formally through the Local Action Group or informally at events throughout
the rural Vale.
As an example, nine community consultation events were held in different rural
wards during 2012 and 2013, which led to new ideas and new projects in villages
across the rural Vale. Equally, the LAG and CRC have responded to evaluation and
feedback on projects and have adjusted past LEADER programmes to take account
of changing needs.
The Communications Plan
A planned programme of consultation has been undertaken for the preparation and
development of this LDS which has engaged with:

Current project leads

Current and new LAG members

Existing project participants

Businesses in the rural Vale

The wider community in the rural Vale
Page 59 of 87
This has been achieved through a mix of workshops, meetings, consultation
discussions and interviews, exhibitions, and surveys, all briefly described below.
The LAG is representative of geographical communities and communities of interest.
They have been encouraged to share all consultation materials with their
representative stakeholders who have been asked to feed into this process. The
general public has been encouraged to feed in via social media, banners on the front
page of the Vale Website and at public events. Distribution lists that CRC mail out to
were also asked to feed into the process. These are largely made up of stakeholders
that LAG members represent. Please see list of LAG members. Due to date
protection, we cannot provide email distribution lists of consultees, but we wish to
emphasise the extent to which Creative Rural Communities attempted to consult and
involve the population of the Vale of Glamorgan in the development of the strategy.
This will continue into the Programme with ongoing consultation and feedback on
proposed projects via social media and other forms.
All elected County Ward Members were asked to feed into the strategy development,
as were all Community Councils. Both were encouraged to engage their constituents
in the process.
New Local Action Group
In preparation for the new LEADER programme, a new Vale of Glamorgan Local
Action Group (LAG) has been formed, largely from existing members - with many
new members representing public, private and community organisations throughout
the rural Vale invited via an open call process. The new LAG has been actively
engaged with the development of the Rural Local Development Strategy.
• Discussed at Inaugural Meetings
• Workshops to develop SWOT analysis
• Face-to-face or telephone survey of LAG members
• Special meeting to consider the draft LDS
Wider community and business involvement
In order to reach a much wider range of stakeholders, CRC has managed an online
survey of over 250 businesses and organisations. This was held during the first two
weeks of August and has been completed by 38 different people. A link to the online
survey was also published on the Vale Council website and promoted on its front
page and social media. The outline results are shown below. Further to this, a
telephone interviews were held with 12 stakeholders to identify and discuss some
issues in more depth.
One of the most popular events in the Vale of Glamorgan calendar is the Vale Show.
CRC had a stand at the Show with the core purpose of consulting with the thousands
of people who attend. More than 500 people came to the stand and many made
comments on the boards and filled in questionnaires relating to the LDS themes and
SWOT. Also at the Vale Show, the Vale of Glamorgan Council hosted a Rural
Page 60 of 87
Business Breakfast attended by more than 40 local businesses at which destination
management was the key theme - a critical part of this LDS.
Further, informal, consultation has taken place throughout the summer - with CRC
staff discussing key issues with a range of businesses and representative bodies,
such as the FUW, Vale Marketing and VCVS.
Consultation findings
There were some clear messages emerging both from the online survey and the
responses from people at the Vale Show, which have been reflected in this Local
Development Strategy.
There was support for all four priorities within this LDS. Of those that expressed an
opinion, most favoured PR1, 3 and 4 - considering them quite or very important.
Although fewer respondents in the business survey supported Priority 2, we believe
that the potential to exploit the very large market within the city region is crucial to the
rural Vale and should be explored thoroughly.
Page 61 of 87
Chart 1: Survey results – views of Priorities
PR4: encourage local businesses and community
enterprises to provide local services
PR3: improve digital use within businesses and
communities
PR2: maximise the benefit of being part of the Cardiff
city region
PR1: create more value from the natural and historic
environment
0%
Very important
Quite important
20%
40%
Slightly important
60%
80%
100%
Not important
As most of the LEADER funding is to be used for exploring the potential of new
developments and demonstrating their value, respondents were asked what types of
activity they would support. Building collaboration and commissioning small
experimental schemes both received a strong ‘very important’ response, followed by
piloting new ideas and exploring community action. These all feature as key
elements of our approach to delivery of our LDS.
Chart 2: Survey results – views of delivery types
Links to mainstream
Mapping rural poverty
Exploring community action
Feasibility studies
Commission small schemes
Pilotting new ideas
Learning networks
Expert presentations
Study trips
Researching best practice
Building collaboration
0%
Very important
10%
20%
30%
Fairly important
40%
50%
60%
Slightly important
Page 62 of 87
70%
80%
90%
Not important
100%
List of Consultee Groups and Organisations
Group/Organisation Consultation Activities
Date
Vale of Glamorgan
LDS development discussed at inaugural July 2nd 2014
New LAG
meeting
LAG workshop to develop SWOT
analysis
One to one LAG telephone interviews on
potential LDS priorities and activities
LAG special meeting to agree draft LDS
Businesses,
community groups,
organisations,
general public
General public
Online survey
Vale of Glamorgan Show
July 18th 2014
15th – 20th
August 2014
28th August
2014
August 2014
13th August
2014
Stakeholder group
LIST groups:
CRC discussions
The consultation process has provided very useful insights into the views of
stakeholders within the rural Vale, and local businesses in particular. We have
analysed these findings - along with the socio-economic data and recent LEADER
experience within the Vale and elsewhere – to reach our conclusions about strategic
priorities and potential actions.
7.2
SWOT Analysis to show development needs and potential of the
proposed area
(No word limit – table format) 2242 words
Please provide a SWOT analysis in a table format based on the model of the SWOT
in the RDP consultation document:
http://wales.gov.uk/consultations/environmentandcountryside/rdp-2014-2020-nextsteps-consultation/?lang=en
Introduction
The SWOT analysis flows from the evidence base and consultation process, drawing
out the key points for each of the four parts of the SWOT, where the opportunities lie
for LEADER to make a difference for the rural Vale.
Our SWOT analysis is presented in two tables:
 Table 1 is a simple analysis based on the four headings for the SWOT and the
main points for each as in the model in the RDP consultation document
 Table 2 then cross tabulates strengths and weaknesses against opportunities
and threats in order to draw out further, how and where the opportunities for
the rural Vale are. This makes the critical link between the evidence and how
this has helped to shape the proposed priorities and potential activities for our
Page 63 of 87
LDS. It is based on the SWOT approach set out in the June LEADER
guidance (page 9). We have found this a useful framework for structuring our
SWOT to lead into our LDS aim and priorities.
One critical part of our thinking in developing the LDS has been in relation to future
drivers of change. There are global changes, which we need to be aware of, which
are difficult to factor into a very local evidence base but are vital considerations for a
six-year strategy- not least from a sustainable development perspective. They are
discussed briefly below (following the tables) and referenced into our SWOT,
alongside the evidence from data and consultations
Table 1: Key Strengths, Weaknesses, Opportunities and Threats of the Rural Vale
Strengths
The Rural Vale has
a number of
strengths on which
to build in the next
round of LEADER
 High quality and
extensive natural
environmental
resources
 Array of cultural
and heritage
features and
facilities some
with significant
recent
investment to
make them
accessible to
visitors



Talented well
qualified rural
resident
workforce
A major adjacent
growing
population centre
in Cardiff with
easy access into
the rural Vale
A wide variety of
activities and
places to visit
Weaknesses
There are
weaknesses of the
Rural Vale which
we need to address

Low tourism
profile,

Low levels of
staying visitors
and low levels of
average visitor
spend



Lack of any
further/higher
education facilities
(or connections
with facilities) in
the rural Vale
Opportunities
There are
opportunities
which the Rural
Vale could
capitalise on, to
grow its local
economy:
 Location within
the Cardiff City
Region

Development
of St Athan –
Cardiff
Enterprise
Zone

Presence of
Cardiff Airport

Building on
investments
already made
to develop
tourism
products and
supply chains
Extensive outcommuting to
Cardiff
Small pockets of
particular
deprivation issues
in the rural Vale,
below the radar

Lack of affordable
housing

Limited
volunteering


Page 64 of 87
Raising the
profile of local
food and drink
products
Capitalising on
walking and
cycling
opportunities,
Threats
There are
external local and
global factors
which could
impact on growth
in the Rural Vale

Impact of
climate
change

Increasing
pressure on
local authority
finances

Installation of
superfast
broadband
availability not
keeping pace
with
technology

Ageing
population,
and
implications
for service
provision

Loss of young
people due to
limited
economic
opportunities
locally and
packed into a
geographic area
which is easily
accessible
 Economic
clusters in
agriculture /
horticulture,
tourism and
arts/crafts
opportunities

Poor internal
public transport
links
 Poor broadband
and mobile phone
coverage
and use of the
railway line
 Proposed
Local
Government
reorganisation
high cost of
housing

Constraints of
a high quality
environment
on
development
 Outward skills
migration
Table 2: Delivering opportunities from strengths and weaknesses for the Rural Vale
Opportunities
Strengths
 High quality and extensive
natural environmental
resources underpinning an
important rural tourism
product; including a
Jurassic/Triassic age
geological coastline and
designated Heritage Coast;
an opportunity to make the
most of the geological as
well as landscape resource
 Array of cultural and
heritage features and
facilities some with
significant recent
investment to make them
accessible to visitors; great
opportunity to network and
link these to maximise
economic potential
 Extensive investment in
developing new rural
tourism products and
activities through the 2007
– 2013 Rural Development
Programme, with the
opportunity to now build on
what is available and plan a
coherent approach to
supply chains developing
tourism products and
services (including
secondary services) and
linking with tourism markets
 Well qualified rural resident
Page 65 of 87
Weaknesses
 Low tourism profile, staying
visitor numbers and spend –
an opportunity to build more
packages to attract staying
visitors, and seek more
economic benefit from
staying and day visitors who
do come

A network of attractive rural
villages but with limited
signage and
facilities/services – an
opportunity to plan and pilot
their development to enable
communities and
businesses to capture more
visitor spend

Limited development of
short supply chains linking
tourism/recreation products
and markets - opportunities
to build supply chain clusters
of businesses e.g. camping
sites recognising and
addressing gaps in the
supply chain e.g. web based
and mobile phone apps
which LEADER could
innovate in

Limited awareness/use of
local produce through
tourism service providers,
although some high visibility
local food and drink products
are available; an opportunity
workforce; with the
opportunity to encourage
use of their skills within the
rural Vale for its economic
benefit
to develop these links,
extend local value added to
food and drink products and
the local markets for such
products
 A major adjacent growing

population centre in Cardiff
with easy access into the
rural Vale by public
transport and cycle - a
strong and growing day and
staying visitor market for
the rural Vale to capitalise
on
 Cardiff Airport; bringing in
visitors directly to the rural
Vale with an opportunity to
include the rural Vale within
their stay

Lack of any further/higher
education facilities (or
connections with research
facilities) in the rural Vale –
plenty of potential for such
links including with,
Bridgend, Cardiff and Vale
Colleges; and around
research activities, e.g.
linked to natural and
heritage resources and use
- Wales Institute of Social
and Economic Research,
Data & Methods which is
coordinated from Cardiff
University; Sustainable
Places Research Institute
based at Cardiff University

Inward focus to development
initiatives through Local
Action to date - potential to
link to, learn from and
develop with external
partners e.g. links based on
geological significance and
resulting visitor potential,
with Dorset and the
Yorkshire Coast sharing
similar characteristics in the
UK; or the Asturias coastline
of Northern Spain
 A wide variety of activities
and places to visit packed
into a tight geographic area
which is easily accessible giving the potential for great
visitor packages for day
and staying visitors to
develop the visitor markets
and their spend
Page 66 of 87
Some magnificent
landscape assets in
public/charitable ownership
or management but not
making the most of
opportunities. Opportunity to
develop their environmental
products and activities and
create a valuable tourism
asset that could support
their ongoing maintenance
and management
Threats
 Impact of climate change
on agricultural production
and consequent need to
future proof added value
food and drink development
–may open up opportunity
for research into new
crops/different approaches
to farming to benefit food
and drink opportunities
 Development of St Athan –
Cardiff Airport Enterprise
Zones; important to focus
perceptions on the
opportunities for economic
growth within the rural Vale.
Potential to turn this to
advantage through short
supply chains linking into
proposed developments
e.g. leisure, recreation, food
and drink produce
availability
 A growing need to explore
best use of local authority
financial use and alternative
routes to deliver services
and activities. This could
open up opportunities for
different partnership and
delivery arrangements
including asset transfers
into community led
partnership activities and
community/social enterprise
service delivery for non
statutory services
 A sensitive rural landscape
puts limitations on
opportunities for major
exploitation of renewables
e.g. wind farms – but still
provides opportunities for
small scale initiatives in
association with rural
developments
 Proposed local government
reorganisation - work now
to establish the role of the
Page 67 of 87

Focus of tourism attention
on Barry detracts from
ability of the rural Vale to
maximise its economic
potential building; build on
the investments already
made in developing rural
tourism products; e.g.
walking, cycling,
equestrian, village services,
to develop the rural Vale
tourism profile which is
complementary to Barry

Continued out commuting
to work in Cardiff; resulting
in traffic congestion and
associated environmental
issues; loss of resident
spending from the Vale;
loss of expertise and
knowledge from the Vale
economy; explore greater
use of resident workforce
skills locally e.g. through
community enterprise and
business support networks;
and exploring alternatives
to daily commuting working
across Cardiff City region
e.g. use of community hubs
for work stations,
alternative transport options

Ageing population and
implications for service
provision, with increasing
cost to the local authority at
a time of financial austerity;
Explore potential for
community enterprise
alternatives to local
authority provision where
non statutory and
appropriate, supporting
local business development
as well as local service
availability

Young people not attracted
to stay in the area due to
lack of job opportunities;
rural Vale as a valuable
asset in the City Region
could help to raise its value
and contribution and
establish strong partnership
working
incorporate young people
within business
development activities and
include use of social media,
to raise the profile and
opportunity of living and
working in the rural Vale;
and including working in
education settings

Businesses are not making
full use of the opportunities
open to them with superfast
broadband roll out and
there are potential issues
with broadband ‘notspots’
and issues of mobile phone
coverage; work with local
businesses to develop their
capacity and skills for use
of broadband including in
advance of broadband
rollout, to maximise ability
of rural Vale businesses to
make best use of it; and
explore alternative routes to
provision where
conventional access could
be problematic

Small pockets of particular
deprivation issues in the
rural Vale which could be
remain if not recognised
and action taken; link
volunteering/pathways to
employment schemes with
environmental management
initiatives to provide
targeted opportunities for
specific areas in the rural
Vale e.g. Llantwit Major, St
Athan and Rhoose; and
exchanging experience with
the Communities First
Cluster in Barry
Future drivers of change
The next 20 years or so will bring profound changes in the way we live our lives,
manage our businesses and plan for our communities. These changes, such as
climate change, population growth, resource depletion, and biodiversity loss, will
Page 68 of 87
provide serious challenges and some opportunities - both globally and locally.
Direct climate impacts are predicted to be warmer wetter winters and hotter drier
summers. By 2080, average annual temperatures in the UK may increase by 2.9 oC;
rainfall may increase slightly overall - though up by 12% in the winter. There will,
however, be wider impacts from global changes in migration patterns, environmental
shifts and fossil fuel prices.
There are predicted to be almost 240,000 more people in Wales by 2037 - with the
number of those over 65 increasing by 50%. Most of that increase will be in and
around the bigger cities of South Wales. As the population increases and household
sizes continue to reduce, there will be continued pressure to build new homes. The
median age of the UK population will rise from 39.7 (2010) to 42.2 (2035). This is
likely to be more pronounced in rural Wales, if past trends continue.
As far as biodiversity goes, Wales has seen a decline in the last 50 years - in
woodland, wetland and heathland habitats and in many indicator species. More
recently, it has been relatively stable, largely through active habitat management. As
the pressures on the sensitive areas change (species invasion, greater amenity use,
climate), different management techniques and different planning guidelines may be
required to cope with the new challenges.
While resource depletion is largely a global issue that will affect all of us, the impacts
on parts of Wales may be more severe because of the remoteness of many homes
and communities. There is a need to ensure that the right infrastructure is in place to
promote alternatives for energy production and fuel use, enhanced water
management and transport.
New buildings may need to be higher mass, passive designs - and possibly modular
in construction, to allow for a variety of uses over their lifetimes. Existing buildings
may need to be retrofitted to deal with energy efficiency and heating / cooling
improvements.
New technologies and manufacturing techniques will provide Wales with new
opportunities for small businesses offering niche products and services. Provision will
need to be made for flexible workspace and super-fast broadband in order to
capitalise on the economic potential.
None of these issues are certain to play out in any particular way. However, some of
the trends are very strong and mutually reinforcing. Planning ahead for the changing
realities of life in the Vale will certainly demand lower carbon means of transport,
housing and energy generation.
Information technologies and the infrastructure that supports them will become
increasingly important, especially in rural areas. There will be a need to make more
of the infrastructure resilient to storms, heat and flood. There is potential to use
‘smart systems’ to manage demand and supply of utilities and access.
More land may need to be allocated to support localised economies - in food, smallscale manufacture and service provision. New manufacturing techniques can support
small industries that produce goods that are high value and low bulk. The landscape
and ecology of the rural Vale is likely to change, and the need to produce more food
Page 69 of 87
may lead to tensions over use of genetics in farming. The test will be to preserve the
sense of space and place, yet embrace and exploit changes that are almost
inevitable.
Page 70 of 87
SECTION 8 – CROSS CUTTING THEMES
Description
Linked to
Explain how the Local Action Group will maximise its contribution
towards the Cross Cutting themes of Equal Opportunities,
Sustainable Development and Tackling Poverty.
Sections 3.6 and 3.7 of the LDS Guidance June 2014
8.1
Cross-Cutting Themes
(1,500 words) 1448
This Section should include the following as a minimum:
 Information as to how you intend the LDS activities to maximise their
contribution to the Cross Cutting Themes of Equal Opportunities, Sustainable
Development and Tackling Poverty and Exclusion
 Show how the LDS will follow the terms of the Welsh Language
Commissioner’s document ‘Grants, Loans and Sponsorship; Welsh Language
considerations’.
Our Approach to the Cross Cutting Themes
The LDS integrates the three cross cutting themes of Sustainable Development,
Equal Opportunities and Poverty and Social Exclusion, together with Welsh
language, as core components of development, delivery, monitoring and evaluation
of our LEADER activities:
 Sustainable Development: achieving economic, social and environmental
wellbeing whilst keeping within environmental limits; building in environmental
sustainability. The environment is a vital resource and driver to our tourism and
agricultural sectors and developing the economic potential of natural and historic
heritage must go hand in hand with its sustainable management

Equal Opportunities: ensuring equality of opportunity including gender
mainstreaming across the nine ‘protected characteristics’. We need to ensure
equality of opportunity for both the businesses and communities in the rural Vale
and, importantly, for the visitors that we want to encourage to the rural Vale

Poverty and Social Exclusion: addressing the issues that underlie poverty and
the needs of households and individuals in poverty. Major poverty issues are
focused outside the LEADER area (Barry Communities First Cluster).
Nevertheless there are more hidden issues in the Rural Vale to be addressed;
and experience to be exchanged/built on with the Barry Community First Cluster
and Tackling Poverty programme (also focused on Barry). Our focus for poverty
initiatives will be Llantwit Major and St Athan.
Page 71 of 87

Welsh Language: ensuring equality of Welsh language opportunity and
contribution to the Welsh language National Action Plan. The number of Welsh
speakers in the Vale of Glamorgan is relatively low, at 10.8% (2011 Census), on
a par with other East Wales authorities such as Cardiff. However development of
new schools working through the medium of the Welsh language is developing
its use. We can make more of the Welsh language as part of our cultural tourism
offer as well as ensuring that a bilingual approach is promoted. Our approach to
Welsh language is set out in the table below, in terms of opportunity, and in a
separate paragraph following the table in terms of process in relation to Welsh
language considerations in the ‘Grants, Loans and sponsorship’ document.
The cross cutting themes are a fundamental part of the RLDS approach and all
activities will be expected to contribute:
 In terms of development our approach is to raise awareness of their requirement
and opportunity, and focus on ways in which integration of cross cutting themes
can add value and participation to the activities that we carry out as well as
contribute to theme specific requirements

In terms of delivery, we want to maximise participation of businesses and
communities through their integration into activities

In terms of monitoring and evaluation we want to promote and disseminate the
value of their integration and the benefits that brings
Ways in which activities in our four proposed priorities could contribute across the
cross cutting themes are indicated in the following table:
PR1.
Create
more
economic
value
from the
natural
and
historic
environ
ment
Sustainable
Development
 Natural
resource
management
integrated with
building
economic
potential of
countryside
recreation and
historic sites
 Pilot
environmentall
y sensitive
guidance and
approaches
for new
countryside
developments
linked to
supply chains
Equal
Poverty and
Opportunities Social Inclusion
 Knowledge
 Engage
from activities
disadvantaged
open to all
groups in
businesses
environmental
management
 Volunteer
volunteer
training and
programmes to
support to
support skills
involve groups
and work
in
opportunity
environmental
developments
management
to support
 Business
skills and
mentoring/cha
work
mpions to
opportunity
support
developments
business start
up and
 Pilot activity
development
with young
people on
 Business
business
networking and
Page 72 of 87
Welsh
Language
 Stronger
integration of
Welsh in
visitor
interpretation
as a cultural
component
 Trial Welsh
language
skills
development
for tourism
businesses
 Investigate
Welsh
language
holidays as a
potential
market
opportunity
PR2.
Maximising the
benefit of
being
part of
the
Cardiff
city
region
 Build local
business and
community
knowledge of
natural and
historic
resource value
through
ecosystems
approaches
 Build local
knowledge
and use of
local food and
drink produce
 Develop
walking and
cycling green
tourism
products
 Build
environmental
credentials in
the tourism
sector
development/
self
employment
linked to
green tourism
and outdoor
activities
 Explore
opportunities
for group
apprenticeships
supporting
young people
into jobs
supply chain
development to
support
creation of job
opportunities
available
locally
 Bilingual
signing
strategies
 Fully
accessible
bilingual
visitor
information
 Develop
sustainable
transport
opportunities
for leisure
uses –
walking,
cycling and
use of train
 Build local
markets and
supply chains
for local
produce
 Reduce the
need to travel
through
employment
opportunities
to reduce outcommuting
 Link tourism
potential and
diversity
within the City
region through
information,
awareness
and pilot
initiatives
 Links with City
region
research
institutions
engaging
young people
to stimulate
skills and
work
opportunities
 Engage
disadvantaged
groups in
environmental
management
volunteer
programmes
to support
skills and work
opportunity
developments
 Stronger
integration of
Welsh in
visitor
interpretation
as a cultural
component
 Fully
accessible
bilingual
visitor
information
for use in the
City region
Page 73 of 87
PR3.
Encourag
e local
business
es and
communit
y
enterpris
es to
provide
local
services
PR4.
Improve
digital
use
within
business
es and
communit
ies
 Link
volunteering
schemes with
environmental
management
to support
skills and
employment
opportunities
 Focus on
energy
efficiency and
community
renewable
energy pilot
activities
 Engage all
sectors of the
community in
community led
renewable
energy
 Develop time
banking
scheme
 Investigate
community
bond
 Investigate
community
asset transfer
and
management
opportunities
engaging
whole
community
 Pilot rural
energy
efficiency
initiatives in
target areas for
fuel poverty
 Link with Barry
Communities
First Cluster to
share
experience and
pilot activities
e.g.
volunteering as
a pathway to
employment
 Fully
accessible
bilingual
local
information
 Reduce the
need to travel
to access
services and
information
through better
use of digital
opportunities
and
community
hubs
 Maximise use
of digital
media to
support
sustainable
travel in the
visitor
economy
 ICT training
for hard to
reach/older
groups, to
improve
access to
information
and advice
 Community
ICT hubs to
reduce lack of
access to ICT
 Improve
access to
digital
information and
support to
reduce costs
for
disadvantaged
groups
 Training for
greater social
media use to
improve local
communication
s
 Fully
accessible
bilingual
digital
information,
apps and
websites
Delivering the Cross Cutting Themes
The cross cutting themes will be delivered through:

Development and delivery of activity:
o Inclusion of a requirement to identify contribution to all four crossing cutting
themes in project proformas
Page 74 of 87
o Identifying and publicising availability of expertise from appropriate
organisations to provide advice and guidance for their integration into
activities
o Contribution to cross cutting themes as an assessment criteria by the LAG
when determining financial allocations to activities
o Inclusion of activity monitoring and evaluation processes that will capture
cross cutting theme outputs and impacts
o Consideration of cross cutting themes within networking and co-operation
projects as (part of) the basis for exchange of experience/common actions

Monitoring and evaluation of activity:
o Regular reporting on contribution to cross cutting theme through activity
reporting processes, checked by CRC
o Regular review of monitoring report at the individual project level and
aggregated across projects by the LAG, to maintain overview of cross
cutting theme delivery achievements
o Identification of exemplars written up and disseminated as case studies by
CRC, to inspire other project activity locally and demonstrate contributions
more widely including to external bodies such as Welsh Language Board
o Review and discussion of cross cutting theme delivery through the Wales
Rural Network
Welsh Language
The Welsh Assembly Government’s Welsh language policy – Iaith Pawb – sets the
goal of making Wales bilingual nation - a country where people can choose to live
their lives through the medium of either Welsh or English and where the presence of
the two languages is “a visible and audible source of pride and strength”. A key
driver in achieving this is to mainstream Welsh language into all aspects of everyday
life – from policy development through to delivery of services. Continued support for
the Welsh language is also a commitment in One Wales
With this in mind, all project publicity for the Local Action Group including (by way of
example) marketing materials, will be developed and delivered bi-lingually and we
will always seek to ensure that support is delivered in the language of choice of the
beneficiary or the participant group.
In line with the Welsh Language Commissioners document ‘Grants, Loans and
Sponsorship’ we will ensure that participants in LAG supported activity are given
clear information about the Welsh Language requirements through guidance
notes. In addition project application forms will ask the ‘applicant’ to explain what
use will be made of the Welsh language and this will then be assessed by the LAG,
both in terms of compliance with requirements as well as contribution to the
LDS. These commitments will then be set out in project funding offers and will be
monitored to ensure they comply. All marketing material and other published
information will be monitored to ensure these are produced bi-lingually.
Page 75 of 87
8.2
Supporting the Uplands
(1,000 words)
This Section should include the following as a minimum:
 Define the areas of uplands which the LAG feels should be a priority with a
description of interventions and activities which are envisaged under the
LEADER themes.
The Vale of Glamorgan has no part of its rural area in the designated Uplands so
this section is not relevant to our LDS.
Page 76 of 87
SECTION 9 – LONG TERM SUSTAINABILITY
Description
Linked to
9.1
Explain the potential of the Local Action Group to continue the
proposed activity beyond the lifetime of the Programme.
Section 5.0 of the LDS Guidance June 2014
Mainstreaming Plan 2690
 A plan for how you envisage the actions supported under the LDS will be
disseminated and to whom
 How you would seek to mainstream successful actions
Introduction
Dissemination and mainstreaming is inextricably linked with monitoring and
evaluation, as without the information and evidence from our proposed LEADER
activities we have no ‘products’ to disseminate or seek to mainstream. This Plan
therefore looks at the three elements of products from monitoring and evaluation,
dissemination and mainstreaming, which make up our Plan.
Products for Dissemination
Sections 6.1.and 6.2 sets out our overall approach to monitoring and evaluation,
following the logic chain approach. Key to this is an intention that all projects within
our LDS should carry out some evaluation, as well as monitoring, whether this is
internally done or externally commissioned. As the nature of LEADER is about
innovation, knowledge exchange and co-operation it is vital we draw out the
experience and knowledge from all our activities, for dissemination.
We will therefore look to establish:
o
For pilot projects: a set of tools and guides available for any
business/community group to make use of. We have begun this in the current
programme with the creation of ‘A Rough Guide to setting up a new campsite’
for our Perfect Pitch project and envisage continuing with a similar suite of
resources for future pilot projects
o
For feasibility and research projects: a final report or similar setting out the
findings, which will be available to all
o
For all projects: an ‘evaluation’ which reviews both process and activity
issues, identifies the benefits and issues associated with the delivery, outputs
and impacts of the project and identifies key learning and experience for
dissemination. The scale of evaluation will reflect the type of project and could
vary from a simple internal end of project reflective workshop to a
commissioned study
o
For all projects: presentation of projects with particular innovation and
knowledge exchange value as case studies for publication and dissemination
Page 77 of 87
Dissemination Plan
Our dissemination plan has two strands of activity; local and global dissemination:
 Local: this is vital to share the results of projects within the rural Vale and
encourage local business and community take up of research, feasibility and
pilot project findings. It also important to share this information more broadly
with other stakeholders locally, for example across Council Directorates, with
town and community councils, and in the wider Cardiff City Region so that
LEADER is linked in with other programmes and can influence/feed into other
programmes and policies. Our plan for dissemination will therefore include:
o Use of our LAG website to host all monitoring and evaluation reports,
and project information
o Use of our LAG website to highlight case studies
o Press releases to promote findings of projects, and availability of LAG
members and other LEADER participants for publicity interviews
o Use of champions and ambassadors (part of our proposed activities)
within local communities and with businesses, promoting our LEADER
work
o An annual LAG ‘report’ in local outlets – outputs, impacts, examples,
initiatives in progress, next steps for those completed
o An annual LAG event to showcase progress (potentially linked with
publication of the annual ‘report’; and/or with an annual event e.g a
festival)
o Use of twitter, facebook and other social media to promote events,
activities, new products; and provide updates on activities
o Exploration of use of videos, dvds, and other media (e.g. songs, plays)
as different ways to deliver project findings and disseminate them
o Use of events linked into proposed LEADER activities (e.g. training
events, business surgeries) to disseminate a wider range of LAG
information and encourage networking of businesses and community
groups working with the LAG

Global: this is essential for disseminating the innovation and co-operation
knowledge exchange from projects in particular, as well as raising awareness
of the Vale of Glamorgan LAG and its activities, outputs, impacts and
experience more broadly. Whilst much of the dissemination approaches for
local use will also have global application, our global dissemination plan will
particularly focus on:
o Development and use of case studies to promote innovative activities
and their outcomes
o Use of video, dvds and other media (e.g. short video on You Tube) to
promote innovative activities and outcomes
o Use of local and national events as opportunities to showcase LAG
supported activities to a wider set of invitees
o Participation in the Wales Rural Network, UK and EU Leader
Networks, to disseminate case studies and promote LAG work
Page 78 of 87
Mainstreaming
Development of our LDS priorities and indicative activities has been undertaken with
the opportunities for mainstreaming in mind. We very much see LEADER in the next
round as the opportunity to test out different concepts, ideas and their feasibility.
This needs to be undertaken with the opportunity for mainstreaming in mind.
The Integration section, has identified where our indicative activities could have links
across into other programmes relevant to our LDS priorities. These are opportunities
to take forward our activities, or provide the experience and results from our
activities, into other funding programmes and policy areas. We are also conscious
that some programmes are still in development, including ESF and ERDF
Operational Programmes for East Wales and the RDP for Wales itself. For example
business support and finance schemes through Business Wales are still in
development and these could be very important for taking forward projects where
some element of capital investment by businesses is needed. Being able to clearly
identify mainstreaming routes is therefore very difficult at this stage. Nevertheless
the table below gives some indicative examples across the four priorities of our LDS,
reflecting funding and policy related opportunities.
Not all LEADER activities may require external funding for their development. Where
commercial opportunities are opened up through early research for example, then
these could be taken forward as business opportunities through private or social
(including community) enterprise routes, and this would be a valid mainstreaming
result too.
We also plan to investigate alternative funding solutions such as use of community
bonds, local peer to peer lending or crowd funding as other possible routes to
support local initiatives and provide ongoing funding routes. In effect this would
provide a local mainstreaming opportunity through local investment routes.
Given these opportunities, but also some uncertainties around mainstreaming, our
core intention is therefore to explore opportunities for mainstreaming as part of all
our project planning and development. This will build in the potential for growth and
development post LEADER from the start. All LEADER funded activity will be
expected to show how it plans to take forward its findings post LEADER, including
mainstreaming, and this will be looked at as part of the assessment process for
LEADER funding.
Priority
Objectives
Potential Mainstreaming Opportunities (other
policy and programme areas): examples
Increase the
business and
employment
potential of
the coast
 Natural Resource Wales: Good Environment,
Good for People and Good for Business
Programmes/NRW Competitiveness Fund,
Resilient Ecosystems Fund (if a successor
programme)
 Vale of Glamorgan Destination Management
Page 79 of 87



PR1:
Create more
economic
value from
the natural
and historic
environment





Increase the
business and
employment
potential of
heritage
assets
Plan
Cardiff Capital Region/Visit Wales/Welsh
Government Strategy for Tourism e.g Tourism
Investment Support Scheme/successor
programme; marketing campaigns e.g.Golfing
BIG Lottery Coastal Communities Fund
Business Wales: e.g. Wales SME Investment
programme/successor programme; micro
business loan fund/successor programme
East Wales ERDF Operational Programme;
which may support programmes above; and
with other opportunities e.g. through Priority 2
promoting entrepreneurship and business
start-ups; or Priority 1 smart specialisation
themes and working with Higher Education
research centres
East Wales ESF Operational Programme: Axis
2 skills for growth – relevant to tourism sector
skills development. Axis 1; Poverty and
employment; relevant to volunteering schemes
as pathways to employment
Rural Development Programme for Wales:
Block One Human and Social Capital
Measures, in relation to co-operation to
develop short supply chains; Block 2
Investment Measures, in relation to
investments in physical assets, farm
diversification opportunities and Quality
schemes
Wales Tackling Poverty Programme for
Government; volunteering as a pathway to
employment; transferable experience to Barry
Communities First Cluster and other local
poverty initiatives
Vale of Glamorgan Local Development Plan;
and Policy MG 24 on the Heritage Coast in
particular
 Natural Resource Wales: Good Environment,
Good for People and Good for Business
Programme/NRW Competitiveness Fund (in
development)
 Heritage Lottery Fund
 CADW Wales e.g. any relevant successor to
the Wales Heritage Tourism Project
 Vale of Glamorgan Destination Management
Plan
 Cardiff Capital Region/Visit Wales/Welsh
Government Strategy for Tourism e.g Tourism
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



Increase the
business and
employment
potential of
outdoor
activities
Investment Support Scheme/successor
programme; marketing campaigns e.g. creative
industries/heritage and culture
Business Wales: e.g. Wales SME Investment
programme/successor programme; micro
business loan fund/successor programme
East Wales ERDF Operational Programme;
which may support programmes above; and
with other opportunities e.g. through Priority 2
promoting entrepreneurship and business
start-ups
Rural Development Programme for Wales:
Block One Human and Social Capital
Measures, in relation to co-operation to
develop short supply chains; Block 2
Investment Measures, in relation to
investments in physical assets, farm
diversification opportunities and Quality
schemes
Wales Tackling Poverty Programme for
Government; volunteering as a pathway to
employment; transferable experience to Barry
Communities First Cluster and other local
poverty initiatives
 Natural Resource Wales: Good Environment,
Good for People and Good for Business
Programmes/NRW Competitiveness Fund (in
development)
 Vale of Glamorgan Destination Management
Plan
 Cardiff Capital Region/Visit Wales/ Welsh
Government Strategy for Tourism e.g Tourism
Investment Support Scheme/successor
programme; marketing campaigns e.g. outdoor
activities
 BIG Lottery Coastal Communities Fund
 East Wales ERDF Operational Programme;
which may support programmes above; and
with other opportunities e.g. through Priority 2
promoting entrepreneurship and business
start-ups; or Priority 1 smart specialisation
themes and working with Higher Education
research centres
 East Wales ESF Operational Programme: Axis
2 skills for growth – relevant to tourism sector
skills development. Axis 1; Poverty and
employment; relevant to volunteering schemes
Page 81 of 87
as pathways to employment
 Rural Development Programme for Wales:
Block One Human and Social Capital
Measures, in relation to co-operation to
develop short supply chains; Block 2
Investment Measures, in relation to farm
diversification opportunities and Quality
schemes
 Vale of Glamorgan Local Development Plan;
including Policy MG 16 on transport including
walking and cycling
To increase
use of local
produce to
add value,
increase
resilience
and shorten
supply chains
 Natural Resource Wales: Good Environment,
Good for People and Good for Business
Programmes/NRW Competitiveness Fund (in
development)
 Vale of Glamorgan Destination Management
Plan
 Cardiff Capital Region/Visit Wales/ Welsh
Government Strategy for Tourism e.g Tourism
Investment Support Scheme/successor
programme; marketing campaigns e.g. food
and drink
 East Wales ESF Operational Programme: Axis
2 skills for growth – relevant to tourism sector
skills development. Axis 1; Poverty and
employment; relevant to volunteering schemes
as pathways to employment
 Rural Development Programme for Wales:
Block One Human and Social Capital
Measures, in relation to co-operation to
develop short supply chains; Block 2
Investment Measures, in relation to
investments in physical assets, farm and
business development opportunities and
Quality schemes
To develop
more
business
tourism
opportunities
 Vale of Glamorgan Destination Management
Plan
 Cardiff Capital Region/Visit Wales e.g Tourism
Investment Support Scheme/successor
programme; marketing campaigns e.g.
business tourism
 Business Wales: e.g. Wales SME Investment
programme programme; micro business loan
fund programme
 East Wales ERDF Operational Programme;
which may support programmes above; and
with other opportunities e.g. through Priority 2
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promoting entrepreneurship and business
start-ups
 East Wales ESF Operational Programme: Axis
2 skills for growth – relevant to tourism sector
skills development.
To reduce
out
commuting
from the rural
Vale
PR2:
Maximise the
benefits of
being part of
the Cardiff
City Region
To create
outposts of
Cardiff based
institutions in
the rural Vale
Maximise
economic
benefits to
the rural Vale
from
development
at Enterprise
zones
 Rural Development Programme for Wales:
Block 2 Investment Measures, in relation to
investments in physical assets, farm
diversification and business development
opportunities to support workspace provision
 East Wales ERDF Operational Programme;
through Priority 2 promoting entrepreneurship
and business start-ups and supporting
business start ups and business growth to
provide more local job opportunities; also
Priority 4 Connectivity and investment in
enabling infrastructure, including urban
transport (e.g. potential for linked park and
ride, sustainable transport links to the
Enterprise Zone)
 Business Wales: e.g. Wales SME Investment
programme/successor programme; micro
business loan fund/successor programme;
business support programmes
 East Wales ERDF Operational Programme;
Priority 1, support to Higher Education
Institutions for research - to link research into
the rural Vale
 Potential for links with Horizon 2020 e.g.
Innovation in SMEs programme
 Rural Development Programme for Wales:
Block One Human and Social Capital
Measures, in relation to co-operation to
develop short supply chains
 Natural Resource Wales: Good Environment,
Good for People and Good for Business
Programmes/NRW Competitiveness Fund (in
development)
 East Wales ERDF Operational Programme;
through Priority 2 promoting entrepreneurship
and business start-ups and supporting
business start ups and business growth to
provide more local job opportunities; also
Priority 4 Connectivity and investment in
enabling infrastructure, including urban
transport (e.g. potential for linked park and
Page 83 of 87
ride, sustainable transport links to the
Enterprise Zone)
 East Wales ESF Operational Programme: Axis
2 skills for growth including apprenticeship
schemes
 Vale of Glamorgan Local Development Plan;
and Policy MG 10 on the Enterprise Zone and
its masterplanning
To increase
use of Vale
produce in
Cardiff
outlets
To develop
links with
Cardiff-based
conference
hotels
PR3:
Encourage
local
businesses
and
community
enterprises to
provide local
services
Identify
opportunities
for Council
services
which could
be delivered
by the
community
To vest
Council
assets with
the
community to
support local
initiatives in
the Rural
Vale
To establish
a Rural Vale
 Rural Development Programme for Wales:
Block One Human and Social Capital
Measures, in relation to co-operation to
develop short supply chains; Block 2
Investment Measures, in relation to
investments in physical assets, farm
diversification opportunities and Quality
schemes
 Welsh Government Strategy for Tourism;
capitalising on Cardiff as a short break visitor
destination
 Natural Resource Wales: Good Environment,
Good for People and Good for Business
Programmes/NRW Competitiveness Fund
 Welsh Government Strategy for Tourism;
capitalising on Cardiff as a short break visitor
destination
 Vale of Glamorgan Destination Management
Plan
 Rural Development Programme for Wales:
Rural Community Development Fund
 East Wales ESF Operational Programme: Axis
1; Poverty and sustainable employment;
relevant to volunteering schemes as pathways
to employment, and social innovation –
developing new delivery models
 BIG Lottery: The Village SOS Learning,
Outreach and Engagement Campaign;
Awards for All and People and Places
Programmes
 Rural Development Programme for Wales:
Rural Community Development Fund
 BIG Lottery: The Village SOS Learning,
Outreach and Engagement Campaign
Page 84 of 87
Community
Bond,
Community
Reinvestment
Trust or
similar
To secure
community
support for
more
renewables
To research
investment
models for
community
owned
renewable
energies and
energy
efficiency
PR4:
Improve
digital usage
within
businesses
and
communities
To aggregate
local demand
in order to
encourage
faster rollout
To provide
digital hubs
and public
wifi in villages
and other ‘not
spots’
 Rural Development Programme for Wales:
Rural Community Development Fund
 Rural Development Programme for Wales:
Rural Community Development Fund
 A Low Carbon Transition Delivery Plan, Ynni’r
Fro distributed energy successor programme
 Natural Resource Wales: Good Environment,
Good for People and Good for Business
Programmes/NRW Competitiveness Fund
 Vale of Glamorgan Local Development Plan;
and Policy MD 19 on Low Carbon and
Renewable energy generation in particular
 Rural Development Programme for Wales:
Rural Community Development Fund
 Wales Tackling Poverty Programme for
Government; supporting reduction of fuel
poverty
 A Low Carbon Transition Delivery Plan, Ynni’r
Fro distributed energy successor programme;
and Resource Efficiency Advice and Support
service
 Carbon Trust SME Loan Scheme (available to
non incorporated businesses too) for energy
efficiency and low carbon investments
 Natural Resource Wales: Good Environment,
Good for People and Good for Business
Programmes/NRW Competitiveness Fund
 Vale of Glamorgan Local Development Plan;
and Policy MD 19 on Low Carbon and
Renewable energy generation in particular
 Superfast Cymru, rollout programme
 BIG Lottery: Awards for All, People and Places
Programme
 Rural Development Programme for Wales:
Rural Community Development Fund
 Wales Tackling Poverty Programme for
Government; supporting easier access to
services at less cost for disadvantaged groups
 Superfast Cymru, rollout programme
Page 85 of 87
 Vale of Glamorgan Destination Management
Plan
To provide
up-to-theminute
information
for visitors
 Superfast Cymru, rollout programme
 Vale of Glamorgan Destination Management
Plan
To improve
digital literacy
in local
businesses
including
community
enterprises
 Business Wales: e.g. Digital Development
Fund/successor programme; micro business
loan fund/successor programme; business
support programmes
 Superfast Cymru, rollout programme
 Welsh Government strategy for tourism;
profitable performance using digital
technologies
Page 86 of 87
SECTION 10 – DECLARATION AND SIGNATURE
I am acting with the authority of the Local Action Group and certify to the best of my
knowledge and belief the information provided in this Local Development Strategy
application and supporting documentation are true and correct and the application
for financial assistance is for the minimum required to enable the project to proceed.
I undertake to notify the Welsh Government in advance of carrying out any changes
to the nature of this project.
I also confirm that I am not aware of any reason why the project may not proceed
and that the commitments and activities can be achieved within the timescales
indicated.
Local Action Group (LAG) Representative
Signed:
Name:
Rachel Connor
Chair/Deputy Chair LAG:
Chair
Date:
29/09/2014
Administrative Body Representative
Signed:
Name:
Bob Guy
Position in Administrative
Body:
Date:
Operational Manager,
Economic Projects
Countryside
&
29/09/2014
A signed hard copy of the Local Development Strategy must be received at the
address below no later than 30 September 2014
Scheme Management Unit, Welsh Government, Rhodfa Padarn, Llanbadarn Fawr,
Aberystwyth, Ceredigion. SY23 3UR
Please submit an electronic copy to: LEADER2014-2020@wales.gsi.gov.uk
Page 87 of 87