Southern Cluster RDP Strategy
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NI Rural Development Programme 2007-13
An Axis 3 Rural Development Strategy for the Craigavon, Armagh & Newry & Mourne Cluster 12th September 2008
Contents
SECTION 1 THE CRAIGAVON, ARMAGH, AND NEWRY & MOURNE CLUSTER LOCAL ACTION GROUP
1.1. Contact Details 3
1.2. Membership of the Joint Committee: 4
1.3. The Local Action Group 4
SECTION 2 EXECUTIVE SUMMARY
2.1 Executive Summary 6
SECTION 3 ANALYSIS OF NEED 15
3.1 Consultation process 27
3.2 Analysis of need 43
3.3 Funding gaps/synergy 71
SECTION 4 DEVELOPMENT STRATEGY
4.1 Strategic Aim 92
4.2 Description of proposed strategy 92
2 4.3 Options Appraisal 105
SECTION 5 IMPLEMENTATION PLAN
5.1 Timetabled and Quantified Implementation 118 Plan
SECTION 6 ADMINISTRATION/DELIVERY
6.1 Programme management functions and 136 responsibilities
6.2 Reporting systems 142
SECTION 7 COMMUNICATIONS AND PUBLICITY STRATEGY
7.1. Communications and publicity strategy 144
SECTION 8 NETWORKING AND CO-OPERATION
8.1 Contribution to networking and publicity 152
8.2 Co-operation actions 152
SECTION 9 FINANCIAL PLAN
9.1 Procedure 153
9.2 Programme Costs 153
SECTION 10 MONITORING AND EVALUATION
10.1 Monitoring and evaluation processes and 162
3 procedures DECLARATION 168 SECTION 1 THE CRAIGAVON, ARMAGH, AND NEWRY & MOURNE CLUSTER LOCAL ACTION GROUP
1.1 Contact Details
Lead Council:
Maria Magennis Rural Development Manager
Craigavon Borough Council The Civic Centre Lakeview Road Craigavon BT64 1AL
Tel 028 3831 2588 Fax 028 3831 2488
4 1.2 Membership of the Joint Committee
TRANSITIONAL JOINT COMMITTEE
Title Council Councillor Mick Murphy NEWRY Councillor Terry Hearty NEWRY Councillor Henry Reilly NEWRY Councillor Josephine O’Hare NEWRY Councillor Gerald Mallon ARMAGH Councillor Margaret Black ARMAGH Councillor Eric Speers** ARMAGH Councillor Darren McNally ARMAGH Councillor Mary McAlinden CRAIGAVON Councillor George Savage CRAIGAVON Councillor Brian McKeown CRAIGAVON Alderman Sidney Anderson* CRAIGAVON
*Chairman ** Vice-Chairman
1.3 The Local Action Group
COUNCIL PARTNERS
Councillor Mairead O'Dowd CRAIGAVON Councillor Ignatius Fox CRAIGAVON Councillor Philip Weir CRAIGAVON Councillor Meta Crozier CRAIGAVON Councillor William Irwin ARMAGH Councillor Eric Speers ARMAGH Councillor Gerald Mallon ARMAGH Councillor Mary Doyle ARMAGH Councillor William Burns NEWRY Councillor Ciaran Mussen NEWRY Councillor Michael Ruane NEWRY Councillor Geraldine Donnelly NEWRY
SOCIAL PARTNERS
5 Name Council Area
Ms Gráinne Close CRAIGAVON Ms Bernadette Donnelly CRAIGAVON Ms Nora Smith CRAIGAVON Mr John McCullagh CRAIGAVON Mr Charles Bell CRAIGAVON Mr Adrian McKinney CRAIGAVON Mr Conor McHenry CRAIGAVON Ms Elaine Leonard ARMAGH Ms Deirdre Conlon ARMAGH Mrs Reatha Hassan OBE** ARMAGH Mrs Mary Loughran ARMAGH Mr David McMullen ARMAGH Mr John Robinson ARMAGH Ms Majella Murphy ARMAGH Ms Margaret Thompson NEWRY Ms Jacinta Linden NEWRY Ms Patricia Buckley NEWRY Mr Patrick Kelly NEWRY Mr Damien McGenity NEWRY Mr Miceal McCoy* NEWRY Dr Conor Patterson NEWRY
*Interim Chair **Interim Secretary SECTION 2 EXECUTIVE SUMMARY
This strategy is submitted by the Southern Cluster Joint Committee (JC) and Local Action Group (LAG). It has been developed following:
14 separate planning and consultation events A detailed socio-economic analysis of the cluster area An analysis of existing related plans/strategies/actions/ reviews Feedback from discussion with cluster residents and statutory bodies
The strategy describes a framework for the delivery of Axis III of the Northern Ireland Rural Development Plan 2007-2013 in the areas
6 covered by Armagh, Craigavon and Newry & Mourne Council areas. It has been developed in line with published guidance by DARD.
The Cluster area is home to 107,000 rural residents and runs from the shores of Lough Neagh through the horticultural centre of Ireland to the coastal plain that runs from Warrenpoint to Annalong. Like the landscape and topography the resident of this area are varied in their outlook lives and interests.
The LAG has adopted the following broad aim to guide it in its management of Axis III of RDP
“To improve the quality of life for all the people of our rural areas through working in partnership to deliver actions that will build safe, inclusive, equitable, healthy, skilled, sustainable and thriving communities”
A range of activities and actions have been developed. These have been costed at £19,141,000 and are spread over the six axis measures plus the governance of the Axis in the area.
Measure 3.1 Diversification into non-agricultural activities: £4.085m Aim: To develop a response to the decline in traditional agricultural activities thus ensuring the survival of farm families by supporting a range of non-traditional agricultural activities thereby sustaining family farm incomes and creating rural employment opportunities. Needs Met: Farm numbers have declined by 33% in last 25 years. Agricultural incomes declined (in 2002 27% of farmers or partners received no income from farm), 85% of all farms are small or very small (SGM of less than €9,600 pa). Public consultations highlighted importance of farm families. Currently DARD does not offer assistance (revenue or capital) for farmers aiming to diversify Objectives:
7 To support at least 115 farm diversification projects by the end of 2013 To help create a minimum of 77 new businesses by the end of 2013 ,at least 58 (75%) of which survive for at least two years post-funding To help create at least 77 new jobs by the end of 2013 Actions Start End Develop the business skills of and re-skill those wishing to diversify especially women and young people through provision of financial assistance, training, mentoring, and 2009 2013 support and through specific projects to address inequalities Assist projects which add value to locally produced farm produce or take new/additional value from existing farm 2009 2013 assets Assist projects which re-use/put to new use redundant or under-used farm assets 2009 2013 Assist new, speciality and innovative on-farm projects in non- traditional areas 2009 2013 Facilitate examples of best practice in Ireland, GB and elsewhere and encourage collaboration, sharing, and joint- 2009 2013 working
Encourage expansion of existing farm diversification projects 2009 2013 Encourage the development of renewable energy projects and examine the feasibility of new technologies 2009 2013 Measure 3.2 Support for business creation and development: £4.085m Aim: To support and encourage small business creation, growth, and enterprise development in rural areas, complementing the activities of other agencies, to arrive at dynamic and diverse micro business sector thus enhancing the performance of the local rural economy Needs Met: Gap in provision for small start ups and those exporting, no support for capital grants. Gap in provision for companies with less than £100k turnover. Gaps for companies not ready to export Objectives: To support the creation and/or development of at least 230 micro-businesses by the end of 2013 To help create at least 58 net new jobs by the end of 2013
8 To increase Gross Value Added by at least 3.5% Actions Start End Develop the business skills of those wishing to start or expand a business and re-skill those already in micro businesses. 2009 2011 Support women and young people wishing to establish a micro business through provision of financial assistance, training, 2009 2013 mentoring, and support
Support capital grants for new and existing micro businesses 2009 2013 Support the provision of and access to broadband services across the cluster area and develop simple IT/ICT solutions for micro 2009 2013 businesses Support the establishment of social economy enterprises 2009 2013 Support programmes that encourage and develop entrepreneurs and promote paths to self employment 2009 2013
Encourage the development of the craft sector in the Cluster area. 2009 2013 Encourage micro businesses to enter into joint projects, promote working together to improve business competitiveness 2009 2013 Measure 3.3 Encouragement of tourism activities: £2.334m Aim: To fully utilise the varied natural assets found in the Craigavon, Armagh and Newry & Mourne area thereby developing a thriving rural tourism industry aimed at increasing the number of holiday makers visiting and staying in the area while also servicing the local market. Needs Met: Gap in potential to resource product development, promotion and signage, geographical tourism, development of existing tourism facilities Objectives: To support a minimum of 58 tourism projects, programmes or initiatives by the end of 2013 To help achieve a minimum of a 10% increase in tourist visits by the end of 2013 To help create at least 12 new tourism businesses by the end of 2013, at least 9 (70%) of which survive for at least two years post-funding Actions Start End Develop the business skills of new tourism providers and re-skill existing tourism providers 2009 2011 Support projects that enhance marketing and promotion of existing
9 facilities and improve the provision of market intelligence to local 2009 2013 providers Improve the provision of basic hospitality and accommodation 2009 2013 Extract new and added value from people already visiting the area’s flagship tourism assets 2009 2013
Support projects and initiatives which capitalise on local natural 2009 2013 assets (e.g. water, mountains; natural environment; and/or the built environment) Support partnership initiatives that develop cluster wide projects e.g. the waterways of the cluster area 2009 2013
Support new festivals and new events based on local culture and 2009 2013 heritage that add value to the cultural richness of the area Support established rural tourism initiatives in the area 2009 2013
Improve access (including signage) to local assets and facilities 2009 2013
Measure 3.4 Basic services for the economy and rural population: £2.334m Aim: To properly support the provision of sustainable rural services that address issues and problems encountered by rural residents particularly young people, women, older people, migrant communities and all excluded groups Needs Met: Gaps in provision in local provision of health and well being services, targeted mental health initiatives, improve community facilities Objectives: To support at least 12 rural service projects by the end of 2013, a minimum of three of which benefit children/young people To support training for a number people (actual target to be agreed with DARD) by the end of 2013 Actions Start End
Support projects which advance child-care, young people, mental 2009 2013 health, disability issues, and men’s’ and women’s well-being
10 Improve the involvement and engagement of marginalised people in 2009 2013 social and economic activities
Endeavour to support rural transport projects where practical 2009 2013
Support innovative approaches to rural service promotion and 2009 2013 delivery, particularly those using community facilities
Support local approaches to improving housing quality 2009 2013 Support a range of advice service to the local population 2009 2013
Support renewable energy/energy efficiency initiatives 2009 2013
Measure 3.5 Village renewal and development: £2.334m Aim: To engage relevant stakeholders to initiate actions to improve and maintain villages thereby creating community cohesion and making them vibrant hubs for social, economic, cultural, and tourism activity Needs Met: No cluster wide integrated village renewal plans and appropriate projects Objectives: To support improvement actions in at least 10 villages by then end of 2013 To support the involvement of at least 10 rural community groups in improvement actions by the end of 2013 Actions Start End
Support a community managed village planning programme that will deliver physical, social, economic, and environmental 2009 2011 improvements (particularly in collaboration projects)
Provide technical assistance for above 2009 2011
Provide funding to implement actions identified in the village plans 2009 2012
Support capital schemes for village enhancement 2009 2012
11 Measure 3.6 Conservation and upgrading of rural heritage: £0.778m Aim: To identify, map, and promote what is special about the natural, built and cultural rural heritage of the cluster area, raising awareness and appreciation, both locally and further afield. Needs Met: Lack of capital support and bespoke training/capacity building. There is no map or register the area’s heritage. Objectives: To support a minimum of four rural heritage actions by then end of 2013 Actions Start End
Audit/map/register the Cluster area’s conservation and heritage 2009 2009 assets
Improve people’s knowledge of and access to those assets 2010 2013
Increase knowledge and use of traditional rural skills 2009 2013
Restore important built heritage features 2010 2013
Support the promotion of local geography and culture 2009 2013
LAG Governance: £3.19m Aim: To manage and administer the LAG strategy in the Craigavon, Armagh and Newry & Mourne area efficiently, and effectively, delivering value for money and the maximum benefits possible to residents Objectives: To appoint and maintain the staff complement and other resources needed to roll out the programme To animate the process, raise awareness, establish appropriate procedures, issue calls for applications; and then assess, shortlist, score, fund and monitor projects as appropriate To commission specialist external support as required
12 To develop, agree, and work to a LAG Operating/Guidance manual
Actions Start End
Establish staff team 2008 2009
Secure office and other (e.g. IT) supports 2008 2008
Brand and publicise the Programme 2009 2012 To provide technical assistance and support to potential applicants 2009 2013
Commission expert support as needed 2009 2013
Commission final evaluation 2013 2013
Manage exit strategy 2012 2013
Contingencies 2008 2013
In addition to the targets tied into the various Measure objectives listed above, the strategy also incorporates the Southern Cluster’s share of the overall targets set for the NI RDP.
Risk analysis, option appraisal, environmental impact analysis, and a communications/publicity strategy have all been incorporated into the strategy development process as appropriate. A basic performance measurement template is also put forward.
The proposed spend profile is shown overleaf.
13 TOTAL AXIS 3 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 TOTAL Project Expenditure £0 £2,392,500 £4,785,000 £4,785,000 £3,190,000 £797,500 £15,950,000 Co-operation Project £0 £0 £0 £0 £0 £0 £797,500 Expenditure (included in the Project spend above) Network Expenditure £0 £0 £0 £0 £0 £0 £0 (see assumption above) Other Public £0 £285,915 £571,830 £571,830 £381,220 £95,305 £1,906,100 Expenditure Private Match Funding £0 £1,429,725 £2,859,450 £2,859,450 £1,906,300 £476,575 £9,531,500 Administration £310,000 £600,000 £570,000 £570,000 £570,000 £570,000 £3,190,000
TOTAL £310,000 £4,708,140 £8,786,280 £8,786,280 £6,047,520 £1,939,380 £30,577,600
14 SECTION 3 ANALYSIS OF NEED
SUMMARY OF NEEDS ANALYSIS
A summary of the statement of need appears below; a more comprehensive need analysis is detailed on pp27-91
The development of a needs analysis was informed by three main strands 1 Extensive community consultation 2 Analysis of Socio Economic data 3 A funding review and synergy analysis
This in turn enabled the Partnership to develop a need summary based on priority groupings targeted by RDP
Summary of community consultation process:
General Needs re Axis 3
The programme needs to be clearly-branded and well-promoted Significant investment is required re animation and support of potential applicants Collaboration with other LAGs (e.g. re Lough Neagh and The Mournes) will be vital Obtaining Planning Approvals speedily will be central to the Programme’s success
M3.1 Farm Diversification Needs
A strong focus on developing niche markets and adding value to produce and assets is likely to underpin this Measure Farmers will need added skills (e.g. in marketing) Capital grants will underpin the Measure
15 M3.2 Micro-Business Needs
There are gaps in the areas of R&D; training; and marketing Craft-related businesses are likely to be an important target here A focus on rolling out IT/ICT and its use should be developed Capital grants will underpin the Measure
M3.3 Tourism Needs
Very significant investment is needed in marketing “Green tourism” should be a priority There is a need for a capacity for the local dissemination of local tourist information The cluster has potential for a focus on The Mournes/Slieve Gullion and its Rivers/canals/Lough Neagh/Carlingford Lough
M3.4 Rural Service Needs
Support for childcare and play remain important Specific targets should include women; young people; and older people A broad focus on health and well-being should be developed
M3.5 Village Needs
Where needed, a locally-driven village planning process should be supported Capital grants should be available to help restore old buildings and to support other physical improvements
M3.6 Conservation and Heritage Needs
Cluster-specific assets should be targeted, e.g. Lough Neagh; Carlingford
16 Lough; The Mournes; Slieve Gullion; Armagh’s “orchard heritage”; and specific historical heritages such as Armagh City, foundation of Orangeism and the Yellow Ford
Summary of Socio-Economic Data:
M3.1 Farm Diversification
In general, following NI trends agriculture is in decline however despite this decline it remains a substantial economic sector employing approximately 10,000 people on 5,300 farms 90% of these farms (approximately 4,800) are either small or very small 75% of the agricultural labour force is either full/part time farmers or spouses of farmers Approximately 1,200 women are engaged in farming.
M3.2 Micro-Business
Micro-small business are by far the biggest grouping in the SME sector (90% of businesses employ fewer than 10 people) Sectors such as manufacturing and construction remain significant (these sectors have suffered with cheaper goods coming from abroad and the slow down in the property market) The level of gross weekly earnings across the NI Rural Development Programme Southern Cluster area is around £14 per week lower than that for Northern Ireland. Recent performance re job creation has been below the NI average Many businesses fall outside Invest NI criteria for financial assistance
M3.3 Tourism
The Cluster area boasts areas of outstanding natural beauty. There are also additional cultural and heritage attractions based in the area. In recent years there has been a decline in the number of trips and the
17 amount of money spent in each of the areas within the Southern cluster Only 1 in 5 people coming to the area are “holidaymakers” (others visiting friends and relatives, day trippers etc)
M3.4 Services
Like the rest of NI the public sector stands out as a significant employer locally Approximately 14% of people provide unpaid care locally (NI average 11%) Income and employment deprivation remain high Rural services are declining (PO closures, school closures and mergers, local “corner shops” disappearing) 9% of households are lone parent households (NI average 8%)
M3.5 Villages
There are a significant amount of villages, small villages and hamlets throughout the Cluster area There has been no sustained programme of village renewal since the IFI/DOE CRISP programme of the 1990s and not all villages were eligible for that initiative
M3.6 Conservation and Heritage
In terms of heritage the area is diverse and disparate The Cluster has areas of significant environmental importance In some areas conservation and heritage knowledge seems low Anecdotal evidence suggests strong Gaelic and Ulster Scots cultures across the Cluster area
18 Summary Of Funding Synergy/Gap Analysis
RDP in the Southern cluster area has a very good/good fit with and complements the following strategies and reports:
DARD Strategic Plan (2006-2011); Rural Development Programme 2007 - 2013 A Shared Future (March 2005) Lifetime Opportunities - Anti Poverty Strategy for Northern Ireland Strategy on Children and Young People 2006 - 2016 The Gender Equality Strategy 2006-2016 Invest NI’s Corporate Plan (2008 – 2011) Invest NI’s Accelerating Entrepreneurship Strategy NITB’s “Strategic Framework for Action 2004-2007” Newry and Mourne Good Relations Plan Newry and Mourne Building Sustainable Prosperity LED Action Plan Newry and Mourne District Council Community Support Plan 2006 – 2009 Craigavon Borough Council Rural Development Action Plan 2008 -09 Craigavon Borough Council Community Support Plan 2006 – 2009 Craigavon Borough Council Good Relations Plan 2008 - 2011 Armagh City and District Good Relations Strategy 2006-2009 South Eastern Economic Development (SEED) Economic Development Strategy April 2008 Ring of Gullion AONB - Proposal for a Management Action Plan Armagh and Down Regional Tourism Partnership - Strategy and Action Plan for Marine, Water Sports and Beach Development Mourne Signature Project Action Plan 2008 – 2013 Craft Northern Ireland – Why the Crafts Matter Pride in Our Rural Villages – Armagh Hamlets Study Pride in our Villages – Comprehensive Strategic Plans Town Centre Development Studies – Tandragee, Markethill, Keady Strategy for the Sustainable Rural Development of Lough Neagh NIHE Rural Action Plan – Rural Homes and People East Border Region Strategic Plan 2008 – 2011
19 Rural Abode Project DARD’s Diversity Challenge
An analysis of the above has resulted in the following statement of where RDP in the Southern Cluster may fill the gaps.
20 Conclusion on Gaps To Be Filled By RDP
Measure Aim of the Measure Lead Policy Body Secondary Summary of Current Policy Gap Analysis for in NI Players Position Southern Cluster Axis 3 Strategy Measure 3.1: The aim of this measure is Department of Invest Northern Currently DARD does not Small farmers, existing Diversification to assist farm households to Agriculture Ireland offer assistance (revenue or farm diversification into Non- diversify into non- Northern Ireland capital) for farmers aiming to projects, renewable Agricultural agricultural activities and, as diversify energy, and energy Activities a consequence, maintain or efficiency. increase the income of the farm households and create employment opportunities
21 Measure Aim of the Measure Lead Policy Body Secondary Summary of Current Policy Gap Analysis for in NI Players Position Southern Cluster Axis 3 Strategy Measure 3.2: The focus of Measure 3.2 is Invest Northern Local Enterprise INI has withdrawn financial Potential for capital and Business to support rural dwellers, to Ireland Agency support from start up revenue, R & D Creation and create employment Network businesses with a turnover of assistance for micro Development opportunities through less than £100k and with the businesses with a promoting entrepreneurship potential to reach exports of a turnover of less than and developing the minimum of 25% within two £100k economic infrastructure in years. It will work with the rural areas LEA network to fund advice and mentoring initiatives.
22 Measure Aim of the Measure Lead Policy Body Secondary Summary of Current Policy Gap Analysis for in NI Players Position Southern Cluster Axis 3 Strategy Measure 3.3: The aim of the tourism Northern Ireland Tourism Ireland, NITB has recently assessed Can only be confirmed in Encouragemen measure is to use the Tourist Board Lough Neagh the last round of applications detail subject to NITB t of Tourism natural resources in Partnership, to the Tourism Development clarifying its support Activities Northern Ireland’s rural Agencies, Local Scheme which covers the programmes. Likely to areas to attract visitors and Authorities next three years. It is be potential to resource create new employment currently in the process of product development, opportunities through the developing its support promotion and signage sustainable development of programmes which will be the rural economy resourced via the Employment and Competitiveness Programme. Final criteria will not be available until late 2008. It is likely that the new programme will focus on Product Development and Marketing. Measure Aim of the Measure Lead Policy Body Secondary Summary of Current Policy Gap Analysis for
23 in NI Players Position Southern Cluster Axis 3 Strategy Measure 3.4: This measure aims to No Lead Various Govt These agencies and Potential to provide Basic Services improve or maintain the Department/Agency Departments, companies provide a wide health and well being for the living conditions and welfare Local range of services to rural services, targeted Economy and of those living in rural areas Authorities, the residents, however in certain mental health initiatives, Rural and to increase the Post Office, BT areas services have been improve community Population attractiveness of such areas (broadband), diminishing in recent years facilities. through the provision of Translink more and better basic (transport) etc services for the economy and the rural population
Measure Aim of the Measure Lead Policy Body Secondary Summary of Current Policy Gap Analysis for in NI Players Position Southern Cluster Axis
24 3 Strategy Measure 3.5: The focus of this measure is No Lead DARD, Local NI Environment Agency Potential to resource Village to enable and encourage Department/Agency Authorities (NIEA) is in the process of integrated village Renewal and residents of villages and developing Management renewal plans and Development surrounding areas to create Development Plans for appropriate projects a vision and an integrated AONBs – these will cover a action plan to ensure the full broad remit, including actions potential of such areas is for village renewal and rural achieved, and to support community sustainability. integrated village initiatives which promote cross- community development and regeneration
Measure Aim of the Measure Lead Policy Body Secondary Summary of Current Policy Gap Analysis for in NI Players Position Southern Cluster Axis
25 3 Strategy Measure 3.6: To create opportunities to NI Environment NI Environment Agency RDP could provide Conservation preserve and upgrade the Agency (NIEA) (NIEA) operates a capital support and and Upgrading cluster area’s rural heritage programme for Natural bespoke of the Rural and to use the natural and Heritage, with limited capital training/capacity Heritage built environment as the provision and which is over- building. There is a basis for sustainable subscribed. The programme need to map or register economic growth in rural does not provide assistance the area’s heritage. areas for built heritage or training; however, the Agency is keen to support a cross sectoral approach to rural heritage.
26 3.1 The Consultation Process
This strategy is based on the following strategy specific consultation processes:
What Where When Who
Consultation Meeting Markethill 23rd June 2008 24 local people
Consultation Meeting Craigavon 24th June 2008 26 local people
Consultation Meeting Newry 25th June 2008 22 local people Joint Committee* Craigavon 27th June 2008 Joint Committee
Consultation Meeting Armagh 30th June 2008 37 local people Council Officers Meeting* Armagh 30th June 2008 6 Council Officers
Consultation Meeting Craigavon 1st July 2008 25 local people
Consultation Meeting Kilkeel 2nd July 2008 17 local people
Consultation Meeting Mullabawn 3rd July 2008 34 local people
LAG Meeting* Armagh 10th July 2008 23 LAG Members Strategy Proofing Meeting Craigavon 22nd July 2008 24 local people Council Officers Meeting* Craigavon 25th July 2008 6 Council Officers LAG Meeting* Crossmaglen 28th July 2008 13 LAG members 11 Joint Committee Joint Committee* Craigavon 27th June 2008 members Council Officers Meeting* Craigavon 30th July 2008 4 Council Officers
All these events, except those that were Council Officer, LAG, or Joint Committee specific and marked * above, were:
Widely advertised in the local press Promoted by the lead Council Held in venues which were open and accessible.
27 The consultation events opened with a presentation which introduced and summarised the NI Rural Development Programme and outlined the main features and characteristics of the local rural socio-economic environment. (See pp 29-37)
Participants were then facilitated to work through each of the RDP Axis 3 Measures, first identifying the local issues relevant to each measure and then suggesting potential actions which could be supported through the emerging Axis 3 Strategy. Participants were provided with worksheets around each measure of the axis and were given the opportunity to provide both written and verbal feedback. All feedback (verbal and written) was recorded and collected at the end of the meetings. It was analysed later in an office environment.
Consultations were also carried out with the following “statutory” and other relevant organisations:
Craigavon Borough Council Armagh City & District Council Newry & Mourne District Council Invest NI Newry & Mourne Enterprise Agency Craigavon Industrial Development Organisation (CIDO) Newry & Mourne Leader Co. The Lough Neagh Partnership Craigavon Armagh Rural Development (CARD) Northern Ireland Housing Executive (NIHE) Northern Ireland Tourist Board (NITB) Northern Ireland Environment Agency (NIEA) Northern Ireland Rural Women’s Network (NIRWN) Craft NI Destiny (Representing those with learning disabilities)
28 According to the Equality Commission NI, consultation is:
“…the provision of opportunities for those wishing to express their opinion on an area of our work (such as identifying issues, developing or changing policies, testing proposals or evaluating provision) and doing so in ways that will enhance that work”,
In order comply with the above definition and to ensure equality and fairness in the consultation process and to ensure all individuals and groups had an opportunity to engage in the process the following steps were taken:
The process to draw up the strategy began on 3rd June 2008 and the consultation process was started immediately.
In the first instance consideration was given to the appropriate method of consultation and it was decided that this would best be done by a mixture of public consultation meetings, one-to-one interviews, telephone consultations, and invitations to interest groups to submit responses to the outline RDP information provided to them.
The next step was to advertise the consultation process and organise and publicise a series of public consultation events held around the cluster area. In addition to public media advertising, groups, organisations, and individuals known to and on the Councils’ database received a written invitation to these events. The three councils contacted almost 300 groups, individuals, and organisations covering a disparate range of areas of interest.
Statutory bodies and other stakeholders were contacted to supply information for and provide input into the consultation process.
In all aspects of the consultation process a “plain English” approach was used and also groups were given time to consult among themselves before providing a response or having input into the strategy.
29 Consideration was given to the appropriateness of venues both geographically and with regard to access and also where possible the times of meetings were taken into before consulting with people (i.e. meetings set at a time to suit consultees).
Relevant information was made available to consultees both socio economic and background information to the NIRDP. People were given a fair opportunity to avail of the information in order to give them the chance to inform the strategy.
During this process it was not considered appropriate to use monitoring forms and due to sensitivity and confidentiality issues it was not considered an informative part of the exercise to gather information on areas such as political opinion, marital status, religious belief, dependency status. However we are confident that these groups were a part of the consultation process e.g. the geographical locations of the public consultations were held in areas that would ensure people of differing religious beliefs would have the opportunity to attend and we know from attendance sheets that attendees were approximately 50% male and female. We also know that other Section 75 groupings were touched by the consultation process, e.g. on the back of RDP promotion the Coalition on Sexual Orientation (CoSO) contacted the lead Council directly and were provided with written information on RDP.
The feedback from the consultations can be summarised as follows:
General re Axis 3
The programme needs to be clearly-branded and well-promoted Significant investment is required re animation and support of potential
30 applicants Collaboration with other LAGs (e.g. re Lough Neagh and The Mournes) will be vital Obtaining Planning Approvals speedily will be central to the Programme’s success
M3.1 Farm Diversification
A strong focus on developing niche markets and adding value to produce and assets is likely to underpin this Measure Farmers will need added skills (e.g. in marketing) Capital grants will underpin the Measure
M3.2 Micro-Business
There are gaps in the areas of R&D; training; and marketing Craft-related businesses are likely to be an important target here A focus on rolling out IT/ICT and its use should be developed Capital grants will underpin the Measure
M3.3 Tourism
Very significant investment is needed in marketing “Green tourism” should be a priority There is a need for a capacity for the local dissemination of local tourist information
31 The cluster has potential for a focus on The Mournes/Slieve Gullion and its Rivers/canals/Lough Neagh/Carlingford Lough
M3.4 Services
Support for childcare and play remain important Specific targets should include women; young people; and older people A broad focus on health and well-being should be developed
M3.5 Villages
Where needed, a locally-driven village planning process should be supported Capital grants should be available to help restore old buildings and to support other physical improvements
M3.6 Conservation and Heritage
Cluster-specific assets should be targeted, e.g. Lough Neagh; Carlingford Lough; The Mournes; Slieve Gullion; Armagh’s “orchard heritage”; and specific historical heritages such as Armagh City, foundation of Orangeism and the Yellow Ford The following tables give fuller feedback on the outcomes of the consultation process including verbatim comments from those consulted
M3.1: Diversification into Non-Agricultural Activities
What Are The Issues? What Are The Opportunities? Adding value to produce Develop specialty products (e.g. brewing) Taking a cooperative and brand them approach Awareness of the programme for farmers Planning Information re good/successful practice Statutory bodies should from elsewhere
32 work together Look at SLNRA programme Difference between Farmers’ markets farmers and rural Added value re horticulture dwellers Supporting existing diversification projects What are non-traditional “Succession-training: bringing on the next agriculture activities? generation” No incentive for young Growing (and use) of biomass farmers Fishing projects Training/skills development Farm-based shops Farmers’ markets Training (marketing etc) Renewable Energy Broadband access Clusters of cottage industries Taking traffic off the road Energy production Encourage added value Bio-Fuels Well sinking
M3.2: Micro-Business Creation and Development
What Are The Issues? What Are The Opportunities? Pre-start up support Awareness/ exploitation of broadband Cost of rates/commercial Remote/home working rent Look at rural enterprise parks (e.g. the Lack of specialised help one at Carrickdale), increase young Planning for change of use people’s focus on entrepreneurship Capacity for small businesses to come together to jointly tackle big tenders Craft development programme Enterprise awareness initiatives
33 Craft businesses, even small kitchen- based ones Links with city-based crafts initiatives (i.e. use of city-based sales outlets) Links between crafts and tourism IT/ICT/broadband training Training R&D Support Retail support widened Business information centre Marketing & Design Trade Shows Provide help for the horticulture sector
M3.3: Tourism
What Are The Issues What Are The Opportunities? A significant issue is the Develop Council facilities, e.g. at Camlough lack of local (toilets; boating access; etc) and Kilbroney accommodation: Park, Rostrevor Craigavon is 24th out of “Green Tourism” initiatives (Cluster-wide) 26 Councils in terms of Marketing support for clusters of rural bed spaces tourism businesses (Cluster-wide) Marketing support Interpretation of South Armagh’s geological Access to the land history 5 unit minimum N&M’s geo-park concept (sort of a lower- unrealistic level national park)
34 Events and festivals A visitor monitoring system which will count “who’s-going-where” Focus on Carlingford Lough (e.g. an oyster theme) Projects based in/around Lough Neagh Projects based in/around waterways, e.g. River Bann; Lagan Canal; etc and local wetlands Small scale infrastructure, e.g. signage and toilets “Green tourism” Improving pubs and restaurants A countryside clean-up programme Use resources that are there (e.g. shops and pubs) to disseminate tourism information) Develop/train up local “champions” who know and can relate local history; folklore; places/things of interest etc: train up local “hospitality staff” in the same ways Rural tourism Things based on/relating to Armagh’s apple- growing Cycling and walking (but maybe within parks etc rather than through the open countryside) Bring spin-offs from Armagh city into the rural areas Encourage development of pubs/restaurants in tourism blackspots Cycle rental businesses Local unique heritage issues … Orange Order; Yellow Ford; etc
35 Signage Cookery/Farm skills A “niche” approach Training…customer care Link with existing providers Develop Lough Neagh Mountain bike trails Promote AONB better Hostel Caravan sites Camp sites
M3.4: Services For Rural Economy and Population
What Are The Issues? What Are The Opportunities? Growth in elderly Something re youth … maybe an inter- population generational programme Rural Transport Use sport/activity to address young Lack of youth services people’s isolation Lack of facilities and Cross-border working re rural services … infrastructure e.g. shared Post Offices; libraries; Lack of accessible space prescription services; etc) Mental health issues Men’s health-related projects (e.g. health No library provision checks at farmers’ marts) Childcare Transport
36 Support rural women Social economy projects Free and proper access to Play provision for children the grid Transport PO and school closure IT/ICT-based projects which address Cost of fuel and energy isolation issues Play parks Projects to address anti-social behaviour Local policing Training for groups re how to manage Illegal dumping halls etc Things which address rural women’s isolation and mental health issues generally Youth cafes/drop-in facilities Better use of existing (NIHE) community houses Better out-of-hours use of rural schools Children’s play facilities One Stop Shop Child Protection Training Independent Advice Centre Help with form filling Bring existing buildings up to modern standard Paid volunteers for the community sector Rural health initiatives ICT training Revenue grants Rural advice hubs More waste disposal services
37 M3.5: Village Renewal and Development
What Are The Issues? What Are The Opportunities? Cannot force owners of Re-use of old buildings derelict properties to Project/planning development support for refurbish them local groups Housing developments Council input to the process is needed without services Roll-out of the SPAN planning model No business land Provision of civic space development “Tidy towns-type” approaches Nature of communities Project/planning development support for changing local groups Communities find match Council input to the process is needed funding difficult Upgrading of village gateways and shop
38 fronts Signage Public art Townlands Small EI schemes Paid volunteers Open schools in summer time Access to playing fields Fund local groups Enterprise units Open up rights of way Shop front scheme Landscaping schemes Tidy up days
M3.6: Conservation and Rural Heritage
What Are The Issues? What Are The Opportunities? Low cultural and heritage Link The Mournes with Slieve Gullion (re awareness Tourism as well): look at ROSA’s Ring of Agricultural heritage Gullion Management Plan and the NIEA ignored Mournes one NIEA has far too many Develop a similar Coastal theme (e.g. regulations with Down LAG and Carlingford/Cooley Something re Annalong corn mill (a listed building) Council plans re local nature reserves Restoration of old vernacular buildings Festivals and events Brokerage scheme matching skilled
39 people (e.g. thatchers) with those who need them Survival of old breeds and crops Councils’ Bio-Diversity Plans Publications which “map” our heritage Audit/scoping of what’s actually there Development of traditional skills Townlands Community audits and histories Milford: The Home of the Penalty Kick Tommy Makem Navan Centre Three Towns Project Awareness and education Genealogy project Cottage regeneration Develop existing buildings
And More Generally… Need to link in with the Down LAG/Cluster…and other clusters Need to have a process for sharing good practice across the Cluster Examine the possibility of an urban Neighbourhood Renewal-type approach could be applied (via a pilot?) in rural areas Maybe use the re-use of the Forkhill army base site as a flagship project Support the use of local suppliers/materials Use this programme to help fund things in the East Border Region Bio- Diversity Strategy Link closely with LEAs re the business support aspects of the programme Planning will be a major issue here A focus on greater use of under-used buildings/facilities is needed There will need to be substantial animation support provided here (e.g. help with forms; procurement issues; claims; and project development/technical assistance) The programme will need to be very well branded, publicised etc
40 Maybe make participation in the Start A Business Programme (SaBP) a pre-requisite for grant aid under M3.1 and 3.2? If planning permission is needed, oblige applicants to have it before project assessment? Possibly roll out a series of sub-measures, e.g. engineering; food- processing; etc Put in place a simpler process for lower-level grants Where large community projects are funded, insist there’s statutory presence on any project monitoring team Use a central database … but make sure all staff are linked into it Need to make sure all the legal ends are tied up re community projects (e.g. ownership; liability; etc) The “five-plus” rule re self-catering should be re-examined Need a “raft of things” (sic) aimed at getting women into work e.g. training, support, ideas generation, crafts, cottage industries, new technologies Match funding…where will it come from? Should potential applicants apply for planning now? Fast track small applications (less than £10k?)
A number of consistent, cross-cutting messages emerged from this broadly- based and comprehensive consultation. They can be summarised as follows:
Issues
How the Planning Service and planning regulations in general are perceived to be restraining rural development Too much form filling, red tape and bureaucracy Small grant forms can be complex Little aimed at youth and children Poor/limited tourism product/infrastructure Resistance to the “5+ unit” self-catering rule Rural transport issues Access to broadband services Difficulties project promoters have in getting match funding esp.
41 community/voluntary sector Growing regulation of volunteers perceived to be leading to fewer volunteers coming forward The need for actions based around renewable energies The need to develop value added local food produce projects Try to link with existing structures for delivery Need to link with other clusters Need for partnership projects outside the cluster
Opportunities
Support value added agricultural projects Support marketing, awareness, training, and education throughout the measures Develop and support renewable energy projects Support the application process and assistance with form-filling A simple grant and approval system (sliding scale?) Support to retain/restore the built heritage Study visits to good practice elsewhere – identification of best practice Support rural transport initiatives Pre business start up support…ideas generation, feasibility Use of existing skills, knowledge and facilities to deliver things e.g. LEAs could deliver economic measures
3.2 Analysis of need
42 The statement of need is informed by three major sources:
The consultation process which sought the views of local rural residents, rural groups and organisations A review and analysis of socio economic data relevant to the area A review of existing strategies and initiatives being implemented by other agencies and organisations
43 1. Socio Economic Analysis: Introduction and Background
A socio-economic profile of the NI Rural Development Programme Southern Cluster area has been collated in order to ascertain needs specific to each of the areas which constitute the region. The purpose of examining these needs is to consider the extent to which their needs could be met by the NI Rural Development Programme. This information can also be used for discussions at strategy development workshops for LAG members and stakeholders. This profile draws on data from the following sources:
2001 Census DETI Statistics and Research Branch (Claimant Count) Interdepartmental Business Register
Geography
The NI Rural Development Programme Southern Cluster area consists of the Armagh, Craigavon and Newry and Mourne Council areas. The population of the Cluster area is 236,987 (NISRA 2006 estimate). The rural population is 107,337 (DARD Guidance).
The Cluster area is one of great size and variety. It covers some 1,950 sq km and brings together areas and topography of great contrast. These range from the wet lowlands along the southern shores of Lough Neagh in the north; through the drumlin belt of mid-Armagh; to the high uplands of The Mournes and Slieve Gullion in the south and the Irish Sea coasts to the east. Carlingford Lough provides a landscape and a potential that are unique to this part of NI. Different local rural economies and communities developed across the Cluster area, often related to specific local ecosystems: many of these ecosystems still survive.
Over the centuries, and particularly since the Plantation of Ulster, the heritage underpinning of the Cluster area has broadened and deepened. It is home to a unique (in Ireland) orchard landscape (and associated economic activity)
44 and the legacies of the linen industry are still visible in most rural communities in the form of many businesses that are not directly related to farming. Historically the Cluster area was strongly influenced by the development of the Ulster, Lagan, and Newry Canals. These remain in place as potential tourism/leisure assets. So too do many archaeological and historic remains, buildings, and sites. Although Axis 3 is a rural development programme, focussing on the Cluster’s “non-urban” areas, those rural areas cannot be looked at in isolation from the main local urban centres. Armagh city is Ireland’s ecclesiastical capital and enjoys a living heritage matched by few other places on the island, north, or south. It is also an important sub-regional administrative centre. Craigavon meanwhile is home to nearly 60,000 people and remains NI’s only 20th Century planned “new town”. Newry continues to grow as an important commercial centre strategically located on the increasingly significant Belfast/Dublin corridor.
2. Population
The table below illustrates some key statistics relating to the NI Rural Development Programme Southern Cluster areas individually and collectively. Northern Ireland data is used for comparison.
& n
r d r y e e n r n t a h h o s l w t g v r u e a e l r a a o e I N C r g
N e m i
A r a n P r r A D u C o R M Population 87,058 54,263 80,671 221,992 16,852,67 Population (% Catchment Area) 39% 25% 36% - 100% % Male 50% 50% 49% 50% 48% % Female 50% 50% 51% 50% 51% % aged under 16 27% 25% 25% 26% 26% % aged 16-59 58% 58% 54% 57% 59% % aged under 25 40% 38% 36% 38% 36% % aged over 60 5% 17% 17% 13% 18% % School leavers 38% 29% 37% 35% 39%
45 Earnings 2006Earnings Weekly Gross Avg Unemployment Term Long Claimants degree % with (2004-05) level grades at GCSE 5 C less than gaining NI population). population). NI IrelandNorthern Census2001 figure 221,992 of this represents13% total ofpopulation the of DevelopmentProgramme Cluster Southern in area Ireland.NorthernAt the The followingchart illustrates the populationprofile forRural the NI 4 3 2 1
% of unemployed persons aged 16-74 term Census)unemployed (2001 long % agedwho are unemployed persons of , Level 4,or 5 equivalent Level % agedwho have persons 16-74 of Invest NI, Business NI, Intelligence (April 2004)Invest % of persons aged 16-74 who are claimants (DETI, Claimant Count, MayClaimantCount, 2008) claimants % agedwho are (DETI, persons 16-74 of
Local Authority 2 Newry&Mourne 1 4 3 Craigavon (NISRA estimate2006 cluster area the has oftotal 13.6% The populationisdivided male50% 50%and female. Armagh 0% £323.20 2.1% 44% 14% MourneNewry & 20% 40% Population £288.30 % of Individuals of % 1.7%
45% 14% Armagh 60% £318.80 2.1% 80% 41% 13% Craigavon 100% £310.10 1.9% 43% 14% RDP Cluster
120% Area Female Male £324.70 2.3% 40% 16% Northern Ireland 46 The largest of the council areas within the NI Rural Development Programme Southern Cluster area is Newry and Mourne, which contains over a third of the population of the area. Craigavon and Armagh are the second and third largest areas respectively. Together these three areas make up 13% of the population within Northern Ireland.
Rural Dwellers
47 Armagh Rural Mixed Total Abbey Park Urban 2,583 Ballymartrim Rural 2,423 2,423 Callan Bridge Urban 2,447 Carrigatuke Rural 2,235 2,235 Charlemont Rural 2,368 2,368 Demesne Urban 2,709 Derrynoose Rural 2,981 2,981 Downs Urban 2,658 Hamiltonsbawn Rural 2,764 2,764 Hockley Rural 2,293 2,293 Keady Rural 1,951 1,951 Killeen Mixed 2,686 2,686 Killylea Rural 2,411 2,411 Laurelvale Rural 2,512 2,512 Loughgall Rural 2,531 2,531 Markethill Rural 2,352 2,352 Milford Rural 2,264 2,264 Observatory Urban 2,246 Poyntz Pass Rural 2,178 2,178 Rich Hill Rural 2,966 2,966 Tandragee Rural 2,632 2,632 The Mall Urban 2,073 54,263 36,861 2,686 39,547 Craigavon Rural Mixed Total Aghagallon Mixed 3,796 3,796 Annagh Mixed 2,723 2,723 Ballybay Urban 2,249 Ballyoran Mixed 2,636 2,636 Bleary Mixed 3,716 3,716 Brownstown Mixed 3,508 3,508 Church Urban 2,188 Corcrain Urban 2,987 Court Urban 3,456 Derrytrasna Mixed 4,449 4,449 Donaghcloney Rural 2,791 2,791 Drumgask Urban 3,279 Drumgor Urban 2,841 Drumnamoe Urban 3,209 Edenderry Urban 3,239 Kernan Urban 3,699 Killycomain Urban 2,674 Knocknashane Urban 2,872 Magheralin Rural 3,883 3,883
Mourneview Urban 2,623 Parklake Urban 2,555 Taghnevan Urban 2,748
48 Dependants
Considering dependants i.e. people aged under 16 and those aged over 60, there are some variations across the three Northern council areas in the NI Rural Development Programme Southern Cluster area:
In relation to dependants under 16 two of the three council areas (Armagh and Craigavon) have a lower level (25%) when compared to the overall level for the NI Rural Development Programme Southern Cluster area and Northern Ireland (26%). The remaining Council area of Newry and Mourne demonstrate a slightly higher level of 27%.
There is a larger number of the population aged below 25 years in the Cluster area when compared to Northern Ireland (by 15%). This suggests that there are a higher percentage of young people in the Cluster area than in Northern Ireland as a whole.
The proportion of people aged over 60 is 13% in the NI Rural Development Programme Southern Cluster area and 18% in Northern Ireland. Craigavon and Armagh council areas demonstrate a slightly higher level of 17%. However, Newry and Mourne represent the most significant contrast with just 5% of their Council areas population aged over 60 years. e
h f n t n n
o o
f o o i
i i l t o
t t %
a a
e a a l t l l n % h u o
u u t a l p T p p a b o r r o o P u P P U R Newry & Mourne 30% 70% 27,433
49 of the NI ofRural Development Programme SouthernCluster show area of signs remainingareas;13% 14% and respectively.is clear,therefore,It that much across the region Craigavonwith alowerdisplaying proportion than the this loweris 2% than the IrelandNorthern average.Thereislittle variation theproportion populationof awithdegree or higher level qualification is 14%: NI Rural Across the DevelopmentProgramme Southern area,Clusterthe lowerlevel than demonstratedthe catchment for area.the notinglowerworth levelthe thisincategory indemonstrated is 6%Armagh at gradeswhenGCSE level compared to (29%). Armagh Moreover,it is higher have proportionsof their students leavingschool less with than 5 C the Within catchment & area, NewryMourne and(38%) Craigavon(37%) slightlylevel lower(35%) comparedNorthern to Irelandstandsat which39%. Rural the DevelopmentNI SouthernProgramme area, displaysClustera The populationof school achievingleavers thanless5CgradesGCSE, atin Qualifications The above table Southern thatshows the Cluster has a area larger figure Census *2001 also benotedalsoalthough thatthereissome provisionuniversity the in Cluster lower educationalattainment compared when to Ireland.shouldNorthernIt Southern Craigavon Armagh populationgrowth has been mainly areas. ruralin Howeveras a inwhole (by 24%). the andNewry areaMourne recent as urbana much larger population when the comparedareacluster to Nevertheless it should be noted that CraigavonBorough Council area percentagerural of dwellersthanurban dwellersby12%. Cluster Area
Urban % of 44% 68% 33% the Population
Rural % of the 56% 32% 67% Population 99,708*
57,685 14,590 Total Population 50 area (QUB Outreach Centre in Armagh), the provision of education and training programmes by the project could assist in developing this.
Labour Market
Unemployment
In May 2008 the number of claimants in Northern Ireland was 24,660 a decrease of 1% on the previous year. By comparison, the number of claimants in the NI Rural Development Programme Southern Cluster area was 2,882. This represents 1.9% of persons aged between 16-64 in the NI Rural Development Programme Southern Cluster area and 11.5% of all claimants in Northern Ireland.5 Compared to the NI Rural Development Programme Southern Cluster area, two council areas have higher proportions of claimants: Newry and Mourne and Craigavon (both 2.1%). By contrast, Armagh (1.7%) has lower proportion of claimants when compared to both the NI Rural Development Programme Southern Cluster area and the Northern Ireland average.
Long Term Unemployment
The proportion of unemployed persons aged 16-74 who are long term unemployed in the NI Rural Development Programme Southern Cluster area (43%) is slightly higher than the average for Northern Ireland (40%). Within the catchment area, Armagh (45%) and Newry and Mourne (44%) have higher proportions than the NI Rural Development Programme Southern Cluster area overall. Craigavon council area has a lower LTU than the NI Rural Development Programme Southern Cluster area.
5 “Claimant Count”, Department of Enterprise, Trade and Investment Statistics Research Branch, May 2008
51 Average Gross Annual Earnings
The level of gross weekly earnings across the NI Rural Development Programme Southern Cluster area is around £14 per week lower than that for Northern Ireland. Across the region there is some variation:
Newry and Mourne are almost on par with the Northern Ireland average Craigavon area at a slightly lower than the Northern Ireland average There is a markedly lower level in Armagh
Given the rural nature of much of the catchment, much of the incidence of low income and unemployment can be attributed to declining farm incomes and agricultural employment. Any opportunities to reverse this trend and sustain the rural economy through alternative activities should be explored.
The following table examines where the employment of the population of the NI Rural Development Programme Southern Cluster area is based: &
y r w n e h o N g v a a g m i r a r e A n C r u o M Working in Home District 83% 66% 72% Working in Another Southern Cluster District 3% 16% N/A Total Working in Southern Cluster District 86% 82% 72% The table shows that the economy is largely local with the majority of workers being employed in their local district.
Summary
52 The NI Rural Development Programme Southern Cluster area region has lower levels of economic inactivity that Northern Ireland overall, with a claimant count of 1.9% compared to 2.3%. However levels of long term unemployment are slightly higher than the Northern Ireland average (by 3%). There are also some variations across the region:
Newry and Mourne and Craigavon have levels of unemployment which are higher than, the NI Rural Development Programme Southern Cluster area overall. However, LTU is lower in Craigavon, but higher in Newry & Mourne and Armagh when compared to the catchment area and Northern Ireland
In contrast, Armagh has lower levels of claimants than the catchment area overall.
53 3. Economic Activity
Industry Sectors
Number of VAT Registered Businesses
The chart below illustrates the number of VAT Registered Businesses by broad industry sectors in the NI Rural Development Programme Southern Cluster area6. Note: the “Other” category includes motor trades, post and telecom, finance, health, education, public administration.
Other
Transport
Hotels & Restaurants Production
Property and Services Construction
Wholesale and Retail
Agriculture
0% 10% 20% 30% 40% 50%
The majority (26%) of businesses relate to Agriculture. The next most common industry sectors in the NI Rural Development Programme Southern Cluster area (by number of VAT registered businesses) are:
6 Edition six - Inter Departmental Business Register published in May 2006
54 Wholesale and Retail (19%) Construction (15%) Property and Business Services (10%)
Industry Sector Analysis
The next table presents the largest industry sectors by number of businesses for each of the three council areas. In each council area, the proportion of all VAT registered businesses that each of these sectors represents is shown. t s s s e e l t
y y i r e s s r r r s c t t a o s s g o e t s r s n t e e e g c r a c u u u n n r e i i L e d d o A a
s s S d n n S L C I I n u u 2 B B Armagh Agriculture 39% Construction 12% Retail and Craigavon 24% Construction 15% Wholesale Newry & Agriculture 24% Construction 18% Mourne
Agriculture and Construction are clearly the predominant industry sectors across the two of the Council areas is the Cluster occupying the top two positions (by number of businesses) across Armagh and Newry and Mourne council areas. The largest industry sector in the Craigavon Council area is the Retail and Wholesale sector (24%).
55 Employee Jobs September 2005
Sector Armagh Craigavon Newry & NI Mourne
Manufacturing 10% 24% 14% 13%
Construction 6% 5% 9% 6%
Retail etc 18% 18% 21% 17%
Hotels/restaurants 4% 4% 6% 6%
Transport/communication 6% 3% 4% 4%
Financial/ Real Estate etc 8% 12% 8% 13%
Public admin/defence 8% 4% 4% 9%
Education 13% 9% 13% 11%
Health/Social care 20% 16% 16% 16%
Other services 5% 4% 4% 5%
Other 2% 1% 1% 1%
56 (Source: NI Census of Employment 2005; NISRA/DETI)
These returns show that:
Manufacturing is at nearly twice the NI average in Craigavon Construction and Retailing are strong in Newry and Mourne Both Armagh and Newry and Mourne are below the NI average in the knowledge-based areas of Financial/Real Estate services Health and social care is particularly important in Armagh, as is the public sector generally
Size and Scale of Businesses
Nevertheless many small firms in the NI Rural Development Programme Southern Cluster area (as is the case across Northern Ireland), would not be VAT registered and all of these would employ less that ten employees. On this basis, Northern Ireland Statistics for employment show that, over 90% of all businesses have less than ten employees. Many of these are micro businesses employing just one or two people.
Agriculture
Although agriculture continues to decline it is evident that within the NI Rural Development Programme Southern Cluster area it still remains important. The table below show the number of farms and the agricultural labour force (2006 figures) that exists in each of the Council areas within the Cluster: a
r
r l
i u f s u e t c a l o c o m e n u r . r r b u c o o a i a A o r F F L N
g C l A Armagh 1,963 3,813 Craigavon 646 1,387 Newry & Mourne 2,722 4,738
57 The importance of agriculture in the Cluster area was demonstrated earlier as it was identified as the largest industry in two (Armagh and Newry and Mourne) out of the three Council areas. Moreover the table above demonstrates that the agricultural workforce remains substantial and out numbers other sectors significantly.
Farming in the Southern Cluster area consists mostly of small farms. The table below sets out the size of the farms in each of the Council areas within the Cluster:
Farm Size/Type Armagh Craigavon Newry and Mourne Large 6% 7% 4% Medium 4% 5% 4% Small 12% 11% 9% Very Small 78% 77% 83% Average Farm 27.8 31.6 21.8 Size (000)
Farm business size is determined by calculating each farm’s total Standard Gross Margin (SGM). SGMs are measured in Euros.
Term SGM European Size Units Very small <9,600 less than 8 Small 9,600-<48,000 8-<40 Medium 48,000-<120,000 40-<100 Large 120,000 or more 100 or more
This demonstrates that the vast majority of farms in the Southern Cluster area are considered as very small. Moreover Craigavon has, on average the largest farm size of the three areas.
58 The workforce for farms in the Southern Cluster area is the broken down as follows:
Southern Cluster Area Farm Labour Workforce
13% Fulltime Farmers 6% 31% Part-time Farmers 6% Spouses Fulltime Workers 12% Part-time Workers 32% Casual Workers
The chart above shows that there is family input into farms in the Southern Cluster area. 12% of the workforce of farms in the Cluster area is made up of the spouses of farmers. Nevertheless the vast majority of the work force (63%) is made up of full time and part time farmers.
Ethnic Minorities in the Southern Cluster Area
The table below shows the number of international migrants who have become resident in each of the areas within the Southern Cluster area7:
7 Source: NISRA (July 2006 figures)
59 Estimated Net Estimated Net International International Migration Migration Area (Mid 2004-Mid 2005) (Mid 2005-Mid 2006) Armagh 234 416 Craigavon 926 1,141 Newry & Mourne 584 1,174 Northern Ireland 4,671 9,023
The table shows that between mid-2004 and mid-2006 there was a significant increase in the number of migrant settled in the areas. Moreover, there are significantly more international migrants in Craigavon and the Newry and Mourne area within the Cluster compared to Armagh.
Tourism
One of the signature projects developed by Northern Ireland Tourist Board (Mourne National Park) is located in the Southern Cluster area. This represents a significant prospect for the area. Moreover because of the location of Newry and Mourne; between the Mourne Mountains and the Ring of Gullion represents an additional opportunity for tourism within the Southern cluster area.
In addition, the Cluster area also boasts areas of outstanding natural beauty. There are also additional cultural and heritage attractions based in the area including Navan Fort, Lough Neagh Discovery Centre on Oxford Island, St Patrick’s Trian, Armagh Cathedrals, the Stables at Navan, Kilbroney Park, Bagenal’s Castle, Loughgall Country Park, Armagh Observatory, Craigavon Golf & Ski Centre, Craigavon Lake, Tannaghmore Farm, Milford House Museum, Mourne Countryside Centre, Tí Chulainn, Killeavey Castle.
Hotel Room Occupancy for 2008
60 The South East region, which includes the Southern Cluster area rose 4 percentage points in 2008 when compared to the level in April 2007 to 65% whilst bed-space occupancy increased by 10 percentage points to 48%. This resulted in room sales increasing by 13% while bed-space sales rose by 28.2%. The South East region accounted for 15.6% of all rooms and 18.1% of all bed-spaces sold in Northern Ireland during April 2008.
Regional/Local Authority Visitors/Spend Estimates
The table below shows the Regional/Local Authority tourism estimates for 2006:
Area Trips Trips 2006 Nights Nights Spend Spend 2005 2005 2006 2005 2006 Kingdom of 563,700: 530,400: 2,445,500: 2,380,200: £76m: £68.6m: Down* 17.0% 16.9% 19.2% 19.2% 16.1% 14.1% Armagh 56,100: 52,000: 232,000 207,400: £7.5m £6.8m: 1.7% 1.7% 1.8% 1.7% 1.6% 1.4% Craigavon 56,800: 55,700: 317,400: 320,700: £12.3m: £11.8m: 1.7% 1.8% 2.5% 2.6% 2.6% 2.4% Newry & 100,900: 101,600: 431,700: 439,300: £14.9: £16.6: Mourne 3.0% 3.2% 3.4% 3.5% 3.2% 3.4% (% figures are the % of the Northern Ireland Total)
* This area includes Ards, Down, Lisburn and North Down areas.
The table above shows that between 2005-2006 there has been a decline in the number of trips and the amount of money spent in each of the areas within the Southern cluster with the exception of the Newry and Mourne area. However, there has not been a significant decrease in the number of nights spent in each of the areas.
Northern Ireland Visitor Figures
61 Moreover, in Northern Ireland as a whole the reasons for visits consist of the following:
Reasons for Visits
45% 40% 35% 30% 25% Visiting Friends/Relatives Rate of Visits 20% Holiday 15% Business 10% Other 5% 0% 1 Reason
The graph above shows that visits classed as holidays accounts for just one visit in five. Nevertheless, NITB Tourists Barometer shows that the overall tourism performance across Northern Ireland has improved during 2007.
4. Deprivation, Disadvantage, and Exclusion
The level of deprivation in the Cluster area is demonstrated as follows: e u n s o e i s t I n / r
a e u v n r d i h o o r u n g v p s M a a l a e a e g & e m D r i
I r
a y M r A r n r C w e e h N t r o N % of population living N/A in NI’s most deprived 7% 23% 25% areas Number of ‘income 10,374 16,499 24,912 deprived’ people (est.) N/A Number of 4,655 7,880 8,969
62 school mealsschool Free-post primary households lone % ofparent care % providingunpaid limiting illness long% with term Support IncomeClaiming deprived’people (est.) ‘employment examiningBy these thefiguresfollowing arepoints evident: LAG total on population)(Based Income Income Support Benefitwhen comparedNorthern to Ireland as a whole andNewry Council Mourne hasaarea3% higher ofinstance ofreceipt highercompared when to the levelsNorthern for Ireland ofThe levelslonglimitingillnesses term the areain Cluster significantly people arewhoworking not want workbut to people21,504 areathe in Cluster are ‘employment deprived’refersto (this people on income based benefits) people27,223 areathe in Cluster are ‘income deprived’(thisrefers to Deprivationismost evident and Newryin Mourne comparedNorthern toa Irelandwhole as There are 4%morelone parenthouseholds Newryin Mourne and when Deprivation Measure/Issue
Armagh 6.4% 8.5% 15% 10% 19%
Craigavon 11% 21% 10% 18% 8%
Newry & Mourne 20% 20% 14% 22% 12%
Northern Ireland 11% 11% 11% 19% N/A 8% 63 It is clear, therefore, that the NI Rural Development Programme Southern Cluster area suffers from deprivation across a range of key indicators, exacerbated by pockets of extreme disadvantage which are especially highlighted in the Newry and Mourne Council area. Any programmes developed for this area should, therefore, have the potential to positively impact both socially and economically on the target population. Again opportunities to explore natural resource tourism and off-farm income may be timely.
The work summarised above has led to the production of the SWOT analysis laid out below for the Cluster area. In the SWOT, strengths and weaknesses are things internal to the area and over which the LAG and others might exert some control/influence, while opportunities and threats are issues or circumstances external to the Cluster area over which the LAG and others can exert little or no control/influence but to which they must respond.
64 Strengths
Strategic Issue Evidence Significance for the LAG Strategy A vibrant micro A large number of A large target group for support business sector local micro businesses under Measure 3.2 Almost 40% of people One of the specific target groups Youthful population under 25 and approx 1 under NIDRP in 4 under 16 Ease of access to Belfast, Dublin, Lough Tourism and micro businesses Geographical location Neagh, airports. The can benefit from this cluster also has a coastline. Area contains major Mourne Mountains, Potential to harness visitors to tourist attractions Navan Fort, Lough these and make them stay longer Neagh Discovery in the area. Centre on Oxford Island, St Patrick’s Trian, Armagh Cathedrals, the Stables at Navan, Kilbroney Park, Bagenal’s Castle, Loughgall Country Park, Armagh Observatory, Craigavon Golf & Ski Centre, Craigavon Lake, Tannaghmore Farm, Milford House Museum, Mourne Countryside Centre, Tí Chulainn, Ring of Gullion, Carlingford Lough, Newry Canal,
65 Killeavey Castle all within area Potential to harness visitors to Environmentally 2 AONBs and an ASSI these and make them stay longer attractive in the area in the area. A number of funding Track record in rural Potential to build upon what is initiatives successfully development already there delivered in the area Strong bank of towns Many villages eligible Scope for projects under and villages for support measures 3.5 and 3.6 A history of Thee “orchard” Scope for measures under 3.1 horticulture in the tradition of Co Armagh and 3.2 cluster area Strong Gaelic and A strong sense of place and Ulster-Scots tradition Culturally diverse identity. Potential to develop now the addition of projects under Measure 3.6 ethnic minorities
An active and The three councils The skills and experience exist committed local have a history of with which to develop the RDP government sector developing the rural and there is a capacity for communities collaboration projects Number gaining 5 Well educated Scope to develop new economy GCSE and/or a third population businesses level degree
Weaknesses
Strategic Issue Evidence Significance for the LAG Strategy An over reliance on 60% of VAT registered Two sectors in decline and one agriculture, businesses in these virtually ineligible leads to need to
66 construction, and sectors. 80% of farms develop “new” economy projects retail classed as very small.
Need for training, skilling and re- Public Sector an Level of public sector skilling and to increase the important employer employment knowledge base and rural service delivery Earnings almost £15 Potential to assist existing micro Lower than average per head lower than NI businesses become more wages avg. competitive and profitable
Over reliance on the Can the LAG act as a lobby group Transport car to improve statutory provision?
20% of total visitors Potential to develop the tourism Few true are in area for holiday sector “holidaymakers” 27k people in the Cluster area are Levels of deprivation ‘income deprived’ One of the specific target groups and poverty 21,504 people in the under NIDRP Cluster area are ‘employment deprived’
Perception of poor community relations in Duplication of provision for at Community relations some areas of the least two communities cluster Opportunities
Strategic Issue Evidence Significance for the LAG Strategy The funds must be disbursed to RDP will make £19 benefit as many rural residents as million available in the The RDP 2007-13 possible and all the money should Cluster area be spent in a meaningful manner Newry, Armagh and Potential for rural areas to benefit Three large urban Craigavon have high from any spin off from urban
67 centres profile in NI areas. Develop actions to support and 90% of businesses in develop this sector, starting new The micro-business the area are micro businesses and encouraging sector businesses existing businesses Area lends itself to development of Potential to develop actions under Leisure activities cycling, walking, water Measure 3.3 sports etc. The Coastal Plain Potential projects under Aquaculture from Annalong to Measures 3.2 and 3.3 Warrenpoint Potential to develop actions under Lough Neagh borders Measure 3.3 and/or cooperation Cross-cluster working five separate clusters projects Build on experience of other Proximity of Louth and projects to develop collaboration Cross-border linkages Monaghan projects
The amalgamation of Learning potential for joint- RPA local authorities is due working and management of a to take place in 2011 broader development agenda
Threats
Strategic Issue Evidence Significance for the LAG Strategy
Planning issues in Policy of “no rural There is a risk that planning rural areas development” still in issues and associated delays place (July 2008) could hinder many RDP projects
Greater concentration Competition for RDP must be seen to be support of people in urban investment with urban sustainable rural development areas NI Closure of schools, RDP must have a role in filling Continued diminution Post Offices, shops those gaps of rural services etc
68 Continued downturn in Rising food, fuel, and Possibility to support renewable global and local energy costs. Banks energy projects and alternative economic less willing to lend agricultural projects performance Programme People put off by “form Can the application process be bureaucracy filling” made as simple as possible?
3.3 Funding Gaps/Synergy
The findings of a review of other related plans and strategies for the Cluster area are summarised below:
Policy/Strategy
DARD Strategic Plan (2006-2011); Rural Development Programme 2007 - 2013
The strategy recognises the need for sustainable development in the countryside, enabling the economic and social infrastructure in rural communities to grow and develop, DARD’s vision being that of “a thriving and sustainable rural community and environment in Northern Ireland”. There are four key aims within the NI RDP 2007 – 2013:
69 Improving performance in the market place Conserving and investing in the rural environment Strengthening the social and economic infrastructure of rural areas Creating a rural champion
Conclusion: This strategy represents a response to this Programme and as such complements it. The strategy seeks to support the overall aims of the Rural Development Programme in delivering actions that will build safe, inclusive, equitable, healthy, skilled, sustainable and thriving communities in the Southern Cluster area.
DARD, aide by CAFRE, runs a three-level support for farm diversification called Diversity Challenge:
Business Planning: initial feasibility (like Invest NI SaBP) and basic support re IT; marketing; selling etc. Delivered 50% by DARD people and 50% by bought- in marketing; IT; etc people from LEAs etc
Follow On: for those who are 5/10 years in business. Workshops in marketing etc and mentoring delivered by consultants Business clubs/Clusters piloted in 2007: bring together people who have diversified to hear talks on IT; internet use; inheritance tax; etc
About 1,000 people have gone through these in five years and about 300 businesses have been set up.
All this support is free from DARD.
70 No capital grants are available through this programme.
Other (non-farm) rural dwellers can’t access this help.
Conclusion: This strategy is in a position to dovetail with this initiative by providing support to those who have completed the Diversity Challenge. As such it has an excellent synergy with this strategy.
A Shared Future (March 2005)
‘A Shared Future’ seeks to “facilitate the development of a shared community where people wish to learn, live, work and play together”, striving towards a vision of Northern Ireland which encourages innovative and creative ways of working to promote greater contact and mutual understanding within and between communities.
The strategy recognises the role of cultural diversity in supporting good relations and highlights the vital role of partnership working in achieving this goal.
Conclusion: As it is clear that the nature of communities in N Ireland has changed over the past 10 years with the emergence of new communities, the this strategy will aim to provide opportunities for all rural residents from whichever background to make a contribution to increased mutual understanding and interaction.
Lifetime Opportunities - Anti Poverty Strategy for Northern Ireland
The strategy lists a number of cross cutting priorities, some of which are specifically related to rural communities and rural regeneration, such as:-
Eliminating Poverty From Rural Areas - to build a strong rural community infrastructure which will help provide economic and social opportunities for
71 everyone, but in particular for young people who want to live and work in the countryside Tackling Area Based Deprivation - including tackling the multiple deprivation that has persisted in many areas for decades Eliminating Poverty - focussing future policy and effort on those people, including children and the elderly who remain in poverty. Eliminating Social Exclusion - to provide opportunities for everyone to participate fully in the social and economic life of our community.
Conclusion: The rural development strategy for the Southern Cluster will endeavour to assist those suffering the effects of multiple deprivation and rural poverty and wherever possible complement the anti-poverty strategy by developing long term sustainable actions.
Strategy on Children and Young People 2006 - 2016 The strategy’s vision is that:-
“… all children and young people living in Northern Ireland will thrive and look forward with confidence to the future.” The strategy will measure progress made against the following outcomes areas:-
Healthy Enjoying, learning and achieving Living in safety and with stability Experiencing economic and environmental well-being Contributing positively to community and society Living in a society which respects their rights
The strategy recognises the role partnership working, including securing the support of the wider community, can make in achieving goals and facilitating a “whole child approach”.
72 Conclusion: This strategy must benefit as many members of the rural population as possible, particularly children and young people. This group is often has the most use for local services and support, however frequently they are unable to access them. Problems associated with rural transport can also increase the likelihood of children and young people not accessing services. The Southern Cluster strategy will therefore complement the Strategy on Children and Young People 2006 – 2016 by promoting actions that will engage with children and young people across the cluster area.
The Gender Equality Strategy 2006-2016
This OFMDFM strategy aims to promote “a society in which men and women are equally respected and valued as individuals in all of our multiple identities, sharing equality of opportunity, rights, and responsibilities in all aspects of our lives”. The strategy identifies the following key action areas:
childcare/caring as roles for both women and men health and well being representation in public life/decision making education and life long learning access to employment gender pay gap work-life balance stereotypes and prejudices linked to men and women’s gender peace-building poverty gender related violence
73 Conclusion: The Southern Cluster Strategy consultation process has identified areas in which the local delivery of RDP can synergise with some of the key action points above. Since women are one of the key priority groups under RDP, the strategy will identify actions to complement areas e.g. access to employment, childcare, health, and well being.
Invest NI Corporate Plan (2008 – 2011) (Consultation Document)
Despite recent successes and recent strong performance by the NI economy, the plan highlights extant structural weaknesses in the wider economy. Among these are:
an underdeveloped private sector that comprises mainly micro-firms and lacks scale low productivity per head compared with the UK average low innovation and R&D expenditure low levels of business formation
the highest rate of economic inactivity in the UK proportionately high long-term unemployment an overdependence on the public sector.
The plan also states that NI requires a managed transition over a 10-15 year time horizon towards a private sector dominated economy (p6). Relative to the UK as a whole, Northern Ireland has a larger share of employees in the public sector,
74 construction, manufacturing, and agriculture and is under-represented in certain high productivity sectors, such as business and financial services.
Invest NI will tackle this by focusing on three priority actions:
Realising Client Potential – To realise the potential of existing businesses Shifting Sectoral Focus – Towards higher value added sectors Frontier Technologies – To support companies at the leading edge of technology and innovation
Conclusion: RDP can help achieve these objectives by assisting micro businesses aimed at higher value added sectors and those involved in innovation.
Invest NI Accelerating Entrepreneurship Strategy (Under Review) The Invest NI Accelerating Entrepreneurship Strategy (AES) is a framework to coordinate activity between the private, public, and voluntary sectors in order to encourage entrepreneurial activity across Northern Ireland. It notes the need to stimulate higher levels of innovation and entrepreneurship and the need to provide vigorous encouragement for a greater number of entrepreneurs to become involved in new business starts. Entrepreneurial activity is an important element of the local economy; research conducted by the Global Economic Monitor (GEM) found a direct correlation between entrepreneurial activity and economic growth.
In order to support growth and entrepreneurial activity Invest NI recognised the need to develop a partnership approach with local universities and existing businesses in order to meet the support requirements of a wide range of entrepreneurs. The strategy also notes that access to funding is a key requirement for many new businesses.
Conclusion: Invest NI offer a suite of programmes supporting entrepreneurial activity through the AES. The AES notes the need to provide a range of support mechanisms in order to develop new businesses. RDP Measure 3.2 is complementary to the AES programmes and its overall objective.
75 Newry and Mourne Good Relations Plan This plan recognises the importance of engaging with the community and it has identified a range of project actions to address this, including training and partnership working. Amongst the identified aims is a recognition of the role arts and culture can play in building good relations, reaching out to a wide range of groups, including young people and ethnic minorities.
Conclusion: The Good Relations Plan targets some excluded groups and the RDP strategy seeks to do the same, so the strategy can complement and develop the actions that Council in undertaking.
Ring of Gullion AONB - Proposal for a Management Action Plan
Three core themes and a number of associated actions are considered by the report in order to establish an agreed set of objectives and action for the AONB over the 2009 – 2014 timeframe. The three core themes are:-
Looking after the AONB, including Biodiversity Cultural landscape Community engagement Living and Working in the AONB, including Sustaining rural communities Access to services Cultural heritage
Visiting and Enjoying the AONB, including Awareness raising Signage and mapping Activity tourism
76 Conclusion: Having an AONB in the Cluster area is one of the key tourism and conservation strengths in the area and the strategy will seek to develop and complement what the proposed management action plan will do. There could be key actions around community engagement, access to services, signage and mapping etc.
Newry and Mourne Building Sustainable Prosperity LED Action Plan
Seeking to build on the achievements of previous programmes, this bid included an urban and rural regeneration programme and a tourism programme which included:-
Village regeneration Support for community economic development Environmental improvements Tourism signage Product development
Conclusion: The RDP strategy will have a good synergy with this action plan, but the strategy will reflect the need to avoid duplication of effort
Armagh and Down Regional Tourism Partnership - Strategy and Action Plan for Marine, Water Sports and Beach Development
Recognising that the area lacks water sports activity for visitors, the report seeks to address this through programmes covering the following areas:- water based coastal and inland tourism, inland waters major infrastructure, water based visitor services, activity beach, new activities, wildlife watching sites and good environmental practice.
Through proposed project activities such as river festivals, activity tourism – boat trips, water sports and associated infrastructure, angling, wildlife, signage and interpretation.
77 The strategy clearly recognises the need for partnership approaches and collaborative working, building on the Mournes designation as an NITB signature project with a range of stakeholder from the public, private and community sectors.
Conclusion: The RDP strategy will have a good synergy with this action plan, but the strategy will reflect the need to avoid duplication of effort
Mourne Signature Project Action Plan 2008 – 2013 The action areas identified by the action plan can add much value to the RDP, namely:-
Tourism Infrastructure, including:- Infrastructure Angling Accommodation
Responsible Access and Place Management, including:- Coastal route Activity tourism Sustainable transport Village enhancement
Natural and Cultural Heritage, including:- Events programmes Interpretation Biodiversity
Capacity Building and Quality Assurance:- Awareness raising Green tourism
78 Farm diversification advice
Mourne Marketing, including:- Branding Cluster marketing Regional co-operation
Conclusion: The RDP strategy will have a good synergy with this action plan; many of the actions will lend themselves to the strategic aims and objectives of the LAG strategy.
Craft Northern Ireland – Why the Crafts Matter
The sector’s current turnover is approx £8 million p.a. Increasing this share requires strategic thinking and clear direction.
Conclusion: There exists potential in relation to diversification, as 66% of craft workers live and work in rural communities. Opportunity exists to contribute to the micro business sector, village renewal, and tourism. In the past, LEADER companies have been valuable sources of advice, training, and funding for craft businesses.
Pride in Our Rural Villages – Armagh Hamlets Study
This report recognises the importance of retaining the character of small settlements across the Armagh District. The issues identified through community consultation processes reinforced some of those which came up as a result of RDP consultation. Amongst issues raised were:- Traffic/speeding/car parking Planning implications Access to services (especially play areas) and countryside access – walking routes Environmental improvement schemes
79 Attractive natural features – need for signage Provision of events and festivals Limited outlook regarding small business opportunities
Conclusion: The RDP strategy can play a role here as it is clear that the issues raised in the RDP consultation process coincide with those raised in the consultation process for this study, thus reinforcing the statement of need.
Town Centre Development Studies – Tandragee, Markethill, Keady
Some similar issues to those raised by the hamlets study were identified across the towns:-
Underused/derelict sites Need for environmental improvement schemes Better promotion of the area, its assets and character (Gosford Forest Park, Tayto Factory) Areas of low employment locally Development of tourism accommodation
Conclusion; This study adds to the statement of need as it support the issues raised in the RDP consultation process around the themes of tourism, village renewal and micro-business.
Pride in our Villages – Comprehensive Strategic Plans (Darkley, Charlemont, Blackwatertown, Loughgall, Laurelvale, Hamiltonsbawn, Glennane, Milford, Middletown, Poyntzpass, Mountnorris, Richhill, Tynan)
These reports identify a range of issues facing villages across the Armagh district and suggest possible solutions.
80 Issues/Challenges Proposed Actions Physical appearance Environmental improvement schemes, Signage required in some areas street furniture, frontage schemes; Threat of dereliction in some areas redevelopment of underused buildings Transport - access, traffic, parking Parking provision, traffic calming schemes, improved transport routes Pockets of high unemployment Assess potential for retail/business Sustaining local economy units; support for small businesses Attractive rural environment Development of walking trails and Develop cultural heritage and local features promote area’s natural resources Limited community facilities/ lack Community events, community of community spirit/identity development support, facilities such Vandalism/anti social behaviour as play areas Affordable housing Expansion of settlement limit
Conclusion: The RDP strategy can complement the work being proposed by these plans particularly under village renewal, rural service, and micro business actions. Once again this consultation process supports the conclusions of the RDP consultations and renders the statement of need more robust and accurate.
NITB’s “Strategic Framework for Action 2004-2007” focuses on 5 “winning themes”, namely:-
culture and heritage tourism activity tourism excellent events short breaks business tourism
Conclusion: These themes offer significant scope for further development as part of the RDP for the cluster area. Furthermore, the Mournes and Armagh Districts are host to two of NITB’s five signature projects, indicating the cluster area’s potential for tourism.
81 Strategy for the Sustainable Rural Development of Lough Neagh 2008 – 2013 – Lough Neagh Partnership Nov 2007
Vision for 2013 “Lough Neagh is one of NI’s primary natural and recreational resources, sustainably managed and developed and promoted in a way that provides rewarding rural jobs and contributes to the wider economy”.
The strategy has considered how best it might fit with RDP, including the following areas:- Diversification from fishing Measures to address isolation Specialist support sensitive to the Lough Neagh designation Branding and promotion of local produce Renewable energy Development of traditional skills and crafts Marketing and branding of the Lough Neagh product Activity tourism – water sports, charter hire, guided walks, cycling Mixture of accommodation types Small infrastructure projects Develop community capacity to support the Lough, including ICT Quality boat rescue service Rural cultural heritage Interpretation facilities
Conclusion: Lough Neagh is one of the cluster’s major environmental and tourism areas. It also provides opportunity for collaboration projects at it borders four other cluster areas.
82 Craigavon Borough Council Rural Development Action Plan 2008 -09
Developed through robust community consultation, the following aims were drawn up:-
To Develop Community Planning, including
assisting groups develop/improve facilities supporting low/weak community infrastructure
To Assist groups to Access Funding, including
workshops support with grant application
Support for Rural Groups, including
co-ordinate Rural Community Forum supports with identifying needs – audits, public meetings training for committee members
Conclusion: A clear synergy here with RDP in identifying needs, helping with grant applications, developing and improving facilities etc.
83 Craigavon Borough Council Community Support Plan 2006 – 2009
The consultation and needs analysis which identified this process found isolation, need for community development work and lack of neutral venues were concerns to rural communities.
Proposed activities to address these issues were:-
Facilitate community consultation, especially for rural groups and action emerging projects as appropriate Support community for a and new group development Provide a signposting service Support groups to access funding e.g. Grant tracker
Conclusion: Amongst other areas identified were: the need to increase community capacity, improve communication, environmental improvements, support volunteering, skills development, and support for migrant worker communities. These are all areas that the RDP strategy will endeavour to address as they were raised during the consultation process.
Newry and Mourne District Council Community Support Plan 2006 – 2009 Vision:- “To provide an accessible impartial and supportive service to the Community and Voluntary sectors of the Newry and Mourne District Council area through a process of community empowerment and facilitation aimed at improving the quality of life of the local communities.”
The plan seeks to address a series of challenges to the community and voluntary
84 sector, many of which will have bearing on rural communities, such as:- addressing apathy, building capacity, increasing networking opportunities (urban and rural), partnership working, access to services, Service Level Agreements for service delivery.
Conclusion: The RDP strategy for the area will have a strong synergetic relationship with the community support plan as they will complement each other in area e.g. increasing networking opportunities, partnership working, and access to services.
Craigavon Borough Council Good Relations Plan 2008 - 2011
This plan, developed within the context of ‘A Shared Future’, identified a lack of neutral venues or space and polarisation to be two of the key issues to be addressed in pursuit of peaceful and sustainable relations for rural communities. The GR Plan recognises the role the Rural Development Action Plan and other initiatives can play, in addition to the importance of cultural identity in building community relations.
Conclusion: The Good Relations Plan targets some sources of problems in the area and the RDP strategy seeks to do the same, so the strategy can complement and develop the actions that Council is undertaking.
Armagh City and District Good Relations Strategy 2006-2009
The Good Relations Strategy for Armagh City and District concentrates on the following four main themes: -
1. Creating Involvement & Awareness 2. Celebrating Cultural Diversity 3. Civic Pride 4. Investing In Our Future
85 The strategy recognises the role which arts and culture can play in bringing people together to explore their identity and that of others, thus being well positioned to contribute to the rural heritage measures within the RDP.
Through outcomes such as the establishment of an overarching Good Relations Forum made up from the city, rural, public and private sectors to oversee Good Relations activity at local level and actions to increase awareness and understanding of other cultures, the Good Relations strategy can support work to develop sustainable vibrant rural communities.
Conclusion: The Good Relations Plan targets some sources of problems in the area and the RDP strategy seeks to do the same, so the strategy can complement and develop the actions that Council in undertaking, particularly in the areas of involvement and awareness, cultural diversity and the future
NIHE Rural Action Plan – Rural Homes and People
NIHE’s vision for rural NI clearly accepts the value of partnership working:-
“housing services working in partnership to sustain vibrant rural communities and provide economic, social and environmental benefits in rural areas”
Informed by an extensive consultation process, the plan seeks to implement a series of actions under five key headings:-
Enabling New Homes Improving Existing Properties Building and Serving Communities Supporting Independent Living Contributing to Rural Development and Regeneration
Conclusion: Consultation with NIHE has revealed a number of areas that RDP can play a role and these will be developed when the programme is up
86 and running. It is clear that the strategy can complement areas like “Building and Servicing Communities” and “Contributing to Rural Development and Regeneration”
East Border Region Strategic Plan 2008 – 2011
All three cluster Councils are represented on the East Border Region (EBR) committee. The strategy seeks to achieve a balanced and sustainable development of the cross border region, recognising that this requires investment in businesses and business infrastructure.
The EBR is predominantly rural in character, and host to two AONB. Among the pressures identified are pockets of rural deprivation, dependence on declining traditional industries and low innovation and entrepreneurial activity. EBR’s INTERREG IVA bid (Multi Annual Plan) is themed across three ‘Operations’ as follows:
Tourism Conscious that the region has yet to fulfil its full tourism potential, this Operation serves to enhance opportunities for both local people and visitors to the region. Key components will be protecting the natural and built environment, developing new and strengthening existing products, improving marketing, and visitor servicing, in addition to enhancing hospitality and tourism skills.
Enterprise and Innovation This theme seeks to address the existing over reliance in declining traditional industries such as agriculture. It further recognises that local business networks and infrastructure need to be strengthened, in addition to investment in innovation, skills and development of business clusters on a cross border basis.
Co-Operation for Development This takes the form of investing in regional capacity for cross border development and environmental measures. Core to this Operation will be creating synergy,
87 sharing best practice, facilitating joined up delivery and improving access to services. Action for biodiversity is identified in this theme, as is training and support for entrepreneurial activity in renewable energy.
Conclusion: The local RDP Strategy will be developed to complement work that the EBRC will carry out in the cluster area.
Rural Abode Conference
The Rural Abode Project promoted a positive future for farm families by providing a range of information training and advice on rural issues to enhance cooperation and communication within the farming community
Part of the overall activity was the running of a youth conference. A diverse range of issues were discussed by local young people incorporating: Drink & Drugs, Anti- Social Behaviour, Stereotyping, Poor Broadband Access, Lack of Facilities, Bullying, Poor Roads, Teenage Sex, Transport, Discos Planning, No Rural Voice, amongst others.
Conclusion: An analysis of the conference report can give the LAG vital information on how young people see their lives in rural areas ands thus the LAG can develop programmes to meet their needs.
South Eastern Economic Development (SEED) Economic Development Strategy April 2008
All three cluster Councils are represented on SEED, which spans seven council areas. The strategy recognises the SEED area has experienced a growing rural population, but accepts the implications planning policy may have on this trend. Amongst the actions put forward to contribute to the economic development of the SEED area and which may impact on the RDP are:
Comprehensive village audit and associated actions, inc appointment of a villages manager
88 Promote understanding of renewable energy Increase competitiveness of the tourism sector Promote a SEED supplier network Develop and improve competitiveness of regionally significant sectors, such as: Feasibility of a monthly fish market and food branding Build on previous craft programmes Provide assistance to the fishing sector
Conclusion: The findings of the SEED strategy will be acknowledged in the in measures such as micro business and tourism. Areas of complementarity will be indentified so that both strategies can complement each other and operate side by side where necessary.
SECTION 4 DEVELOPMENT STRATEGY
89 Strategic Aim
4.1 A strategic aim for the Craigavon, Armagh, and Newry & Mourne Cluster LAG must be developed. The LAG has adopted the following:
“To improve the quality of life for all the people of our rural areas through working in partnership to deliver actions that will build safe, inclusive, equitable, healthy, skilled, sustainable and thriving communities”
This aim will be achieved through a series of themed measures and associated objectives as described below:
Description of proposed strategy
4.2 The LAG seeks to take its strategy forward under two broad strategic themes. These themes and how they fit with the six Measures are as follows: Theme 1: Our People Theme 2: Our Places Encouraging Us To Thrive Developing Our Communities
Axis 3 Measures: Axis 3 Measures:
M3.1: Diversification into non-agricultural M3.3: Tourism activities activities M3.4: Basic services for the rural M3.2: Micro-business creation and economy and population development M3.5: Village renewal and development M3.6: Conservation and upgrading of the rural heritage
The LAG could consider its own management and governance procedures as a “7th Measure” fulfilling a quality assurance role, ensuring that all “seven” Axis
90 3 Measures are delivered fairly and efficiently through the Craigavon, Armagh, Newry & Mourne area according to this framework:
Measure Aim Objectives Needs Met
3.1 Farm To develop a To support a Farm numbers have Diversification response to the minimum of 115 declined by 33% in last 25 decline in traditional farm diversification years. Agricultural agricultural activities projects by the end incomes declined (in 2002 thus ensuring the of 2013 27% of farmers or survival of farm To help create al partners received no families by least 77 new income from farm), 85% of supporting a range of businesses by the all farms are small or very non-traditional end of 2013, a small (SGM of less than agricultural activities minimum of 58 €9,600 pa). Public thereby sustaining (75%) of which consultations highlighted family farm incomes survive for at least importance of farm and creating rural two years post- families. Currently DARD employment funding does not offer assistance opportunities. To help create at (revenue or capital) for least 77 new jobs farmers aiming to diversify by the end of 2013
Measure Aim Objectives Needs Met To support and Gap in provision for 3.2 Micro- encourage small To support the small start ups and
91 Business business creation, creation and/or those exporting, no growth, and enterprise development of at support for capital development in rural least 230 micro- grants. Gap in areas, complementing businesses (a provision for the activities of other minimum of which companies with less agencies, to arrive at 46 [20%] should be than £100k turnover. dynamic and diverse new businesses) by Gaps for companies micro business sector the end of 2013 not ready to export thus enhancing the performance of the To help create al local rural economy least 134 net new jobs by the end of 2013
To increase Gross Value Added by at least 3.5% by the end of 2013
Measure Aim Objectives Needs Met To support a Gap in potential to 3.3 Tourism To fully utilise the minimum of 58 resource product varied natural assets tourism projects, development, found in the Craigavon, programmes or promotion and
92 Armagh and Newry & initiatives by the signage, Mourne area thereby end of 2013 geographical tourism, developing a thriving development of rural tourism industry To help achieve at existing tourism aimed at increasing the least a 10% facilities number of holiday increase in tourist makers visiting and visits by the end of staying in the area 2013 while also servicing the local market. To help create at least 12 new tourism businesses by the end of 2013, a minimum of 8 (70%) of which survive for at least two years post-funding
Measure Aim Objectives Needs Met Gaps in provision 3.4 Rural To properly support To support at least 12 in local provision Services the provision of rural service projects of health and well sustainable rural by the end of 2013, at being services, services that least three of which targeted mental
93 address issues and benefit children/young health initiatives, problems people improve encountered by To support training for community rural residents a number of people to facilities. particularly young be agreed with DARD people, women, by the end of 2013 older people, migrant communities and all excluded groups
No cluster wide 3.5 Villages To engage relevant To support integrated village stakeholders to improvement actions in renewal plans and initiate actions to at least 10 villages by appropriate improve and the end of 2013 projects maintain villages thereby creating To support the community involvement of 10 rural cohesion and community groups in making them improvement actions vibrant hubs for social, economic, cultural, and tourism activity .
Measure Aim Objectives Needs Met Lack of capital support 3.6 To identify, map, and To support a and bespoke Conservation promote what is minimum of four training/capacity and special about the rural heritage building. There is no Heritage natural, built and actions by the end map or register the cultural rural heritage of 2013 area’s heritage.
94 of the cluster area, raising awareness and appreciation, both locally and further afield.
LAG To manage and To appoint and Governance administer the LAG maintain the staff strategy in the complement and Craigavon, Armagh other resources and Newry & Mourne needed to roll out area efficiently, and the programme effectively, delivering To animate the value for money and process, raise the maximum awareness, benefits possible to establish residents appropriate procedures, issue calls for applications, and then assess, shortlist, score, appraise, fund, monitor and evaluate projects as appropriate To commission specialist external support as required To develop; agree; and work to a LAG Operating/ Guidance manual
95 It is proposed to fund these Measures from the spending budget as follows:
Proposed Axis 3 Spend in Craigavon Armagh, and Newry & Mourne (Some %ages rounded)
20% 20%
Farm Diversification 4% Micro-Business Tourism Services 12% Villages 20% Heritage LAG Governance
12% 12%
In addition to the above the LAG has identified a series of cross-cutting objectives. Essentially these objectives will ensure that Axis 3 funded projects will:-
Develop and add value to the use of locally grown foods Use and/or promote renewable/alternative energies and re-usable materials and assets Support key vulnerable groups through measures to support women to realise their full potential progress in both social and/or economic terms promote the social, economic and physical well being of children and young people and facilitate greater inclusion and participation by older people Develop and maintain services for children and older people Make full use of existing IT/ICT-services Develop new IT/ICT solutions for the area. Foster innovation, new thinking and the use of new technology Be able to act as best practice example for others
96 Strive to act as a focus for migrants and ethnic minorities Address key challenges to rural communities such as poverty; access to services, deprivation, economic dislocation and social exclusion, making the Southern cluster area a more attractive and cohesive place to live, work and invest in.
The strategy’s targets in terms of helping to deliver the overall NI RDP targets are presented below. They are set on the basis of the Craigavon, Armagh, and Newry & Mourne Cluster receiving approximately 19.2% of the total RDP funding allocation. Therefore the assumption is made that 19.2% of the NI targets as provided in the DARD guidelines will apply to this cluster.
Measure 3.1 Diversification into non-agricultural activities
Programme target Southern Cluster Target
Number of beneficiaries receiving support for their A minimum of 115 by the end of efforts to diversify into non-agricultural activities 2013
Increase in non-agricultural gross value added At least 3.5% by the end of (GVA) of supported businesses. 2013
97 A minimum of 77 by the end of Number of new businesses created 2013 A minimum of 77 by the end of Gross number of jobs created 2013 Potential volume of energy generated from RDP funded renewable energy projects expressed as At least 144,000 Kilowatt hours Kilowatt hours per annum. pa by the end of 2013 Number of supported new businesses which are still in existence two years after final funding A minimum of 58 Economic growth (net value added expressed in Purchasing Power Standard PPS) At least 2%
Employment creation (Net additional FTE jobs A minimum of 72 by the end of created) 2013
Measure 3.2 Support for business creation and development
Programme Target Southern Cluster Target At least 230 (a minimum of 46 Number of micro enterprises receiving support for of which are new business creation / development creations) by the end of 2013 A minimum of 134 by the end Gross number of jobs created of 2013 Increase in non-agricultural gross value added At least 3.5% by the end of (GVA) in supported businesses 2013 Potential volume of energy generated from RDP funded renewable energy projects expressed as A minimum of 57,600 Kilowatt Kilowatt hours per annum. hours pa by the end of 2013 Economic growth (net value added expressed in Purchasing Power Standard PPS) Al least 2% Number of supported new businesses which are still in existence two years after final funding A minimum of 35
98 Employment creation (Net additional FTE jobs A minimum of 58 by the end created) of 2013
Measure 3.3 Encouragement of tourism activities
Programme Target Southern Cluster Target A minimum of 58 by the end of Number of tourism actions supported 2013 At least a 10% increase by the Additional number of tourist visits end of 2013 Gross number of jobs created At least 10 by the end of 2013 A minimum of 12 by the end of Number of new tourism businesses created 2013 Potential volume of energy generated from RDP funded renewable energy projects expressed as At least 38,400 Kilowatt hours Kilowatt hours per annum. pa by the end of 2013 Number of supported new businesses which are still in existence two years after final funding A minimum of 9 Economic growth (net value added expressed in Purchasing Power Standard PPS) At least 2%
Employment creation (Net additional FTE jobs A minimum of 6 by the end of created) 2013
99 Measure 3.4 Basic services for the economy and rural population
Programme Target Southern Cluster Target A minimum of 12 by the end of Number of supported actions 2013 Population in rural areas benefiting from improved services At least 960 by the end of 2013 Potential volume of energy generated from RDP funded renewable energy projects expressed as At least 57,600 Kilowatt hours pa Kilowatt hours per annum. by the end of 2013 A minimum of 2 by the end of Gross number of jobs created 2013 Projects benefiting children and young people in the rural community At least 2 by the end of 2013 Number of participants that successfully ended a training activity To be agreed with DARD Economic growth (net value added expressed in Purchasing Power Standard PPS) At least 2%
Employment creation (Net additional FTE jobs A minimum of 1 by the end of created) 2013
Measure 3.5 Village renewal and development
100 Programme Target Southern Cluster Target Number of villages where actions took place At least 10 by the end of 2013 Number of community groups supported to undertake rural development within their communities. At least 10 by the end of 2013 Gross number of jobs created At least 2 by the end of 2013
Population in rural areas benefiting from improved At least 19,200 by the end of services 2013 Projects supported to encourage good cross- community relations At least 4 by the end of 2013
Number of funded projects undertaken by RDP A minimum of 10 by the end of supported community groups 2013 Economic growth (net value added expressed in Purchasing Power Standard PPS) At least 2% Employment creation (Net additional FTE jobs created) At least 1 by the end of 2013
Measure 3.6 Conservation and upgrading of rural heritage
Programme Target Southern Cluster Target A minimum of 4 by the end of Number of rural heritage actions supported 2013
Population in rural areas benefiting from supported At least 9,600 by the end of actions 2013 Share of population enjoying access to amenity
101 land/nature or conserved rural heritage sites as a result of assisted actions At least 960 by the end of 2013
Options Appraisal
The three cluster Councils and the LAG are aware that the Axis 3 strategy for the Craigavon, Armagh and Newry & Mourne Cluster must present the best value for money option. Therefore the next section examines potential options that could achieve the objectives set out in the previous section. The option appraisal examines option for the following two factors:
Focus of the strategic plan Proposed delivery mechanism(s)
However the option appraisal is constrained by the following factors
1) The overall framework for the strategy was formed by the guidelines presented by DARD. These identified the following six Measures as being core to Axis 3:
Measure 3.1 Diversification Into Non-Agricultural Activities Measure 3.2 Micro Business Creation and Development Measure 3.3 Encouragement of Tourism Measure 3.4 Basic Services for the Rural Economy and Population Measure 3.5 Village Renewal Development Measure 3.6 Conservation and Rural Heritage
Given this, options examining the delivery of a fewer number of measures and a “do minimum” option are inappropriate. There appears to be no potential to develop a programme that would only deliver, say, three or four of the measures as the programme would not achieve the objectives of the two or three measures left out.
102 2) The overall financial scale of the strategy was also defined by DARD and is essentially based on:
A contribution per head of the rural catchment in the Craigavon, Armagh and Newry & Mourne Cluster
A weighting in respect of the deprivation indices for the rural catchment of the Craigavon, Armagh and Newry & Mourne Cluster
Based on these financial factors, there could be some £19.141m (it is assumed in two tranches of 50% each) available to implement the strategy.
Therefore it is considered that larger scale options in terms of the amount of funding available are inappropriate in this case as options that would deliver e.g. £30 million of benefits would not be successful in accessing enough financial resources, would not be able; to ensure spend within the time frame and would be above what it considered to be the amount required to satisfy need and as such are considered unrealistic.
3) The geographical area is predefined (i.e. rural areas within Craigavon, Armagh, and Newry & Mourne District Council areas)
Given this, options based on location or geography are considered inappropriate as benefits must be cluster-wide and there is already a facility within the programme to deliver collaboration and cooperation projects.
The following table sets out options examined by the Craigavon, Armagh and Newry & Mourne Cluster LAG and the rationale for selection or rejection of options:
Option Description Rationale for
103 Selection/Rejection
The option is rejected This option describes the because it would have no scenario where the three impact on rural Councils in the Cluster area development nor would it would form the opinion that improve the quality of life in rural development was not a the rural catchment across Do Nothing significant need or priority the three council areas. It across the area. Councils would have no direct or would not support the indirect impact on satisfying formation of a LAG nor submit the rural development need a strategy to DARD to access identified through the and secure RDP funding. consultation and research process.
This option describes the The option is rejected on scenario where a strategy the basis that whilst it would focused on the six Axis 3 satisfy some demand Measures would be against each of the six Reduced Scale developed and submitted. Measures it is likely to lead Craigavon, Armagh However in scale terms it to a significantly reduced and Newry & would require resourcing of impact only as the result of Mourne Axis 3 approximately £9.5m across a the reduced financial Strategy five year timeframe and would resources. Indeed it would deliver approximately 50% of be unusual for a LAG to the benefits to the same waive the opportunity to number of applicants. provide double the potential benefit for its area. Rural Enterprise/ This option would result in the This option is rejected for Tourism Focused LAG presenting a strategy to the reason that it does not Strategy DARD with a sole focus on full meet the need as farm diversification and micro expressed through the businesses as the engines of consultation process, socio
104 rural development across the Cluster. Essentially this economic analysis, and gap strategy option would focus analysis. The benefits it on Measures 3.1 and 3.2. It would bring while no doubt would seek to complement useful would not be existing economic sufficient to achieve those development initiatives targets set by DARD as a promoted by Invest NI and pre-requisite for support. the Local Enterprise Agency Network. Rural Services This option would focus on Focused Strategy working with rural stakeholders to identify rural service gaps and develop This option is rejected for intervention solutions to meet the reason that it does not these gaps. In line with full meet the need as direction from DARD a expressed through the specific focus would be consultation process, socio placed on children and young economic analysis, and gap people. This strategy would analysis. The benefits it not place emphasis on the would bring while no doubt development of the rural useful would not be economy and would have a more social and community- oriented focused. Village This option would focus on This option is rejected for Regeneration, the development of rural the reason that it does not Conservation and communities by focusing on full meet the need as Heritage Focused villages and hamlets across expressed through the Strategy the Cluster area; placing consultation process, socio specific emphasis on their economic analysis, and gap built and natural heritage. No analysis. The benefits it emphasis would be placed on would bring while no doubt economic diversification or useful would not be
105 regeneration across the Cluster area.
This option would involve the This option is selected on implementation of the Proposed the basis that it provides strategy outlined in this Craigavon, Armagh intervention at a reasonable document. It would be and Newry & and manageable scale focused against the six Axis 3 Mourne Axis 3 against all of the issues measures identified by DARD Strategy identified in the consultation and would require resourcing and research process. of approximately £19.14m.
The examination of options for potential delivery mechanisms focused on the need for operational delivery mechanisms rather than the governance and strategic leadership to be provided by the Joint Committee and the LAG (and which are outlined in Section 6 below). Some elements of the overall implementation structure are already specified by DARD. The following table sets out the delivery options examined as well as the rationale for selection and rejection of the options Option Description Rationale for Selection/Rejection
This option would result in the The option is rejected on Joint Committee and LAG the basis that DARD has Rely on Existing delegating implementation identified that existing Delivery responsibility to existing rural structures should not be Infrastructure infrastructure such as e.g. the used for the implementation outgoing Leader companies. of the programme.
Centralised This option would result in the This option is rejected on Delivery Joint Committee and LAG the basis that it creates the Mechanism delegating sole implementation potential to define the responsibility to the Lead programme as being ‘of’ Council. The Lead Council one Council rather than a
106 would directly employ an appropriate project delivery more strategic, cluster-wide team which would be centrally- initiative. In addition the managed and centrally-located. lack of easily accessible This team would work on an staff on a Council-by- outreach basis through the Council basis may impede existing rural community accessibility to the infrastructure in order to programme, particularly in promote and deliver the relation to information and programme across the Cluster advice. area.
This option would result in the Lead Council or the JC or the LAG (whichever organisation This option is selected on end up the body corporate) Shared Delivery the basis that it provides employing core programme Mechanism both central accountability staff. Resources at an agreed and local accessibility. level would be put into each area.
Delivery of the LAG strategy will be via open calls for applications. This approach has been adopted so that:
The RDP guidance published by DARD is reflected The bottom-up Leader methodology is respected Existing business and community capacities and infrastructures are utilised
The following risk assessment has been carried out to complement the strategy.
107 Responsibility to Manage Area of Risk Issue Likelihood Countermeasures designed to mitigate Risk risks The structure and delivery of the programme has been developed following a template and RDP has to “hit guidance from DARD. The councils, LAG the ground and Joint Committee contain individuals with The relatively running” and Medium a sound knowledge of the area, experience, The LAG and its staff fast pace of deliver project and expertise across the six measures and the RDP quickly using a they are committed to working together new structure in a effectively to deliver the maximum benefit to new area the area.
The strategy developed is based on sound The actions to be secondary research and extensive local Local needs delivered do not Those involved in preparing consultation. The needs expressed have not met satisfy the needs Low and proofing the strategy been reflected in the actions that will be of the population supported of the area
Responsibility to
108 Area of Risk Issue Likelihood Countermeasures designed to mitigate risks Manage Risk The funding proposals in this strategy have been There is a devised after extensive consultation with local possibility that residents, statutory bodies and the community the LAG does sector. Their views are reflected here. In addition Sufficient not receive all measures will be widely advertised and promoted projects do not sufficient through the communication strategy and potential The LAG and its staff come forward to Low applications for applicants will be actively targeted. The JC and ensure spend each of the LAG will exert full management control over the measures. measures including the flexibility to move budgets between measure headings where there is robust evidence for the need to do this. Sufficient 5% of budget Although significant marketing and promotion The JC/LAG and its projects do not has been Medium activity will be undertaken to attract as many staff come forward to allocated to cooperation projects as possible, where this does ensure spend on cooperation not happen, the JC and LAG will exert flexibility to cooperation projects across move budgets between measure headings where projects all the measures. there is robust evidence for the need to do this. It may be that certain measures
109 lend themselves more readily to cooperation projects.
There could be a situation where The governance and management of the LAG will applicants provide support resources to applicants spread Project especially for throughout the cluster area. These resources will be promoters small amounts on hand pre and post application and approval. The LAG and its staff disengage post Medium decide not to go Smaller applications will be moved more speedily. If approval ahead with their economic appraisal is required DARD/DETI plans or decide templates will be used. the process is too slow
Responsibility to Area of Risk Issue Likelihood Countermeasures designed to mitigate risks Manage Risk Applicants will able to be signposted to other The LAG and its staff
110 All applicants will Match funding be expected to potential sources of funding by case officers. The issues put provide match Medium/Hig LAG will engage with local banks that are targeting potential funding for the h the SME sector again due to downturn in property promoters off majority of market. applications It is estimated that a significant number of applications will require some form of planning permission. The LAG strategy cannot directly DARD, Lead The difficulty in influence this process but the JC, LAG, Councils Councils, Other obtaining planning and DARD should exert as much influence as Councils, JC, LAG Planning issues permission in possible through representation to Planning Service High and elected rural areas, even to mitigate the impact of this risk area. To minimise representatives from for change of use the risk of planning issue hindering the delivery of cluster area at own home RDP, the LAG and JC propose that only projects with OPP in place at the time of application will be eligible for support. Ineffective Processes will not Low All members of the LAG and JC members have The JC and LAG financial be in place or some measure of funding financial management management efficient to experience and the majority of them have extensive
111 experience and expertise. Additionally they will manage the have the support of the Councils to provide budget additional assistance
The programme is managed in such a way that it does As well as working to the DARD guidelines, the LAG Ineffective not deliver has proposed a management structure (see section programme projects, targets, 6). All those involved will commit to exercise the The JC and LAG Low management and benefits. duties expected of them in as professional a manner This is a new as possible cluster that has not worked together before
Responsibility to Area of Risk Issue Likelihood Countermeasures designed to mitigate risks Manage Risk Local agendas It ends up there Medium The basis of the strategy is that it is cluster-wide in All those involved in come to the fore are three micro nature. Care has been taken to ensure that the delivering the clusters instead proposed actions reflect this. LAG members are strategy
112 of one cluster aware of this and of their responsibilities to operate area on a cluster wide basis.
113 SECTION 5 IMPLEMENTATION PLAN
This Section outlines how the LAG intends to achieve (on the assumption of a £19.14m budget) the aims and objectives outlined previously in Section 4.
It may be worth referencing at this stage that there were issues raised at the public and statutory consultations that at this point have not been included in the strategy e.g.:
The issue of planning regulations and practices was raised by potential applicant as a barrier to even apply for assistance under the programme. However since RDP has no direct control over planning activities actions around this issue do not form part of the strategy. However it is recognised that the Joint Committee, the LAG, DARD, other government agencies, other funding bodies and local elected representative will lobby (in collaboration with other cluster areas) to ease the planning process as much as is possible for applicants.
In the interim the JC propose that only projects with Outline Planning Permission (OPP) in place at the time of application will be eligible for support
The issue of self-catering facilities (what we may call the “5+” issue where “provision of additional self catering accommodation except projects of 5 or more units” is ineligible for support) was also of concern during the consultation process. Though there was demand to support projects of fewer than five units, at this stage that is not reflected in the strategy.
The issue of training was also raised frequently during the determination of needs process. However it is noted that only “Bespoke training intrinsic to individual applications which is not on offer from any other provider” is eligible for support.
114 In addition the JC and LAG will exert full and prudent management control over the measures including the flexibility to move allocation between measure headings where there is robust and clear evidence for the need to do this, thus maximising the potential benefits to rural residents and RDP.
Given that Axis IV (LEADER methodology) is providing a mainstreaming of LEADER tools then the JC/LAG believes that areas like training and technical assistance should be made available at a rate of 100% and that RDP should support employment grants for applicants under any relevant measures
The JC and LAG believe, due to the very nature of some of the actions outlined in the following pages, that these will be most efficiently delivered by self-implementation bodies, to ensure maximum benefit accrues to rural residents of the cluster area.
During the consultation process it was mentioned on several occasions that potential applicants were put off by daunting application forms asking for a wide range of information to support what may be an application for a few thousand pounds. Therefore the JC/LAG intends to implement a more simple speedier application process for those applicants seeking £10,000 or less in assistance.
The structure for delivery of the Programme is as follows:
115 Joint Committee DARD Overall responsibility for Axis 3 Contractual link with DARD Ratifies LAG plans and spending
LAG “Driver” of Axis 3 locally Develops and delivers strategy Uses sub-committees SLA Calls for, assesses and Service Level approves applications, plans Agreement and spending
Lead Council Services Axis 3 day-to-day Services/facilitates the LAG/JC Manages finances; databases; publicity Applies local govt standards
SLA Arrangemen t Partner Councils
Facilitate local animation and delivery Verification and monitoring
116 Measure 3.1 Diversification into non-agricultural activities: £4.085m Aim: To develop a response to the decline in traditional agricultural activities thus ensuring the survival of farm families by supporting a range of non-traditional agricultural activities thereby sustaining family farm incomes and creating rural employment opportunities. Needs Met: Farm numbers have declined by 33% in last 25 years. Agricultural incomes declined (in 2002 27% of farmers or partners received no income from farm), 85% of all farms are small or very small (SGM of less than €9,600 pa). Public consultations highlighted importance of farm families. Currently DARD does not offer assistance (revenue or capital) for farmers aiming to diversify Objectives: To support at least 115 farm diversification projects by the end of 2013 To help create a minimum of 77 new businesses by the end of 2013 ,at least 58 (75%) of which survive for at least two years post-funding To help create at least 77 new jobs by the end of 2013 Actions Start End Develop the business skills of and re-skill those wishing to diversify especially women and young people through provision of financial assistance, training, mentoring, and 2009 2013 support and through specific projects to address inequalities Assist projects which add value to locally produced farm produce or take new/additional value from existing farm 2009 2013 assets Assist projects which re-use/put to new use redundant or under-used farm assets 2009 2013 Assist new, speciality and innovative on-farm projects in non- traditional areas 2009 2013 Facilitate examples of best practice in Ireland, GB and elsewhere and encourage collaboration, sharing, and joint- 2009 2013 working
Encourage expansion of existing farm diversification projects 2009 2013 Encourage the development of renewable energy projects and examine the feasibility of new technologies 2009 2013
117 The illustrative timescales shown for ALL measures are based on the following assumptions:
That prior approval is received from DARD to carry out the recruitment process to employ staff and that these staff have produced an operations/guidance manual and that all LAG/JC governance procedures are agreed
That a letter of offer confirming the Southern LAG allocation for the first trance of funding have been received and accepted by 31st December 2008.
Key Implementation Stages Target Date Staff recruited, trained, operation manual written and Start Jan 2009 agreed, governance procedures confirmed Agree Measure details e.g. eligibility criteria, call dates, By End Jan 2009 advertising, communications, awareness seminars etc First call for applications By Mid-Feb 2009 Expressions of interest received By Mid March 2009 Assessment of applications (LAG), face to face By end Apr 2009 meetings with applicants etc Economic Appraisals where required By end May 2009 Final Lag approval June 2009 JC Approval June 2009 Letters of Offer Start July 2009 Evaluation & Monitoring Procedures Ongoing from expressions of interest Measure 3.2 Support for business creation and development: £4.085m Aim: To support and encourage small business creation, growth, and enterprise development in rural areas, complementing the activities of other agencies, to arrive at dynamic and diverse micro business sector thus enhancing the performance of the local rural economy Needs Met:
118 Gap in provision for small start ups and those exporting, no support for capital grants. Gap in provision for companies with less than £100k turnover. Gaps for companies not ready to export Objectives: To support the creation and/or development of at least 230 micro-businesses by the end of 2013 To help create at least 58 net new jobs by the end of 2013 To increase Gross Value Added by at least 3.5% Actions Start End Develop the business skills of those wishing to start or expand a business and re-skill those already in micro businesses. 2009 2011 Support women and young people wishing to establish a micro business through provision of financial assistance, training, 2009 2013 mentoring, and support
Support capital grants for new and existing micro businesses 2009 2013 Support the provision of and access to broadband services across the cluster area and develop simple IT/ICT solutions for micro 2009 2013 businesses Support the establishment of social economy enterprises 2009 2013 Support programmes that encourage and develop entrepreneurs and promote paths to self employment 2009 2013
Encourage the development of the craft sector in the Cluster area. 2009 2013 Encourage micro businesses to enter into joint projects, promote working together to improve business competitiveness 2009 2013
Key Implementation Stages Target Date Staff recruited and trained operation manual written and Start Jan 2009 agreed, governance procedures confirmed Agree Measure details e.g. eligibility criteria, call dates, By End Jan 2009 advertising, communications, awareness seminars etc First call for applications By Mid-Feb 2009 Expressions of interest received By Mid March 2009 Assessment of applications (LAG), face to face meetings with By end Apr 2009 applicants etc Economic Appraisals where required By end May 2009
119 Final Lag approval June 2009 JC Approval June 2009 Letters of Offer Start July 2009 Evaluation & Monitoring Procedures Ongoing from expressions of interest
Measure 3.3 Encouragement of tourism activities: £2.334m Aim: To fully utilise the varied natural assets found in the Craigavon, Armagh and Newry & Mourne area thereby developing a thriving rural tourism industry aimed at increasing the number of holiday makers visiting and staying in the area while also servicing the local market. Needs Met: Gap in potential to resource product development, promotion and signage, geographical tourism, development of existing tourism facilities Objectives: To support a minimum of 58 tourism projects, programmes or initiatives by the end of 2013 To help achieve a minimum of a 10% increase in tourist visits by the end of 2013 To help create at least 12 new tourism businesses by the end of 2013, at least 9
120 (70%) of which survive for at least two years post-funding Actions Start End Develop the business skills of new tourism providers and re-skill existing tourism providers 2009 2011 Support projects that enhance marketing and promotion of existing facilities and improve the provision of market intelligence to local 2009 2013 providers Improve the provision of basic hospitality and accommodation 2009 2013 Extract new and added value from people already visiting the area’s flagship tourism assets 2009 2013
Support projects and initiatives which capitalise on local natural 2009 2013 assets (e.g. water, mountains; natural environment; and/or the built environment) Support partnership initiatives that develop cluster wide projects e.g. the waterways of the cluster area 2009 2013
Support new festivals and new events based on local culture and 2009 2013 heritage that add value to the cultural richness of the area Support established rural tourism initiatives in the area 2009 2013
Improve access (including signage) to local assets and facilities 2009 2013
Key Implementation Stages Target Date Staff recruited and trained operation manual written and Start Jan 2009 agreed, governance procedures confirmed Agree Measure details e.g. eligibility criteria, call dates, By End Jan 2009 advertising, communications, awareness seminars etc First call for applications By Mid-Feb 2009 Expressions of interest received By Mid March 2009 Assessment of applications (LAG), face to face meetings with By end Apr 2009 applicants etc Economic Appraisals where required By end May 2009 Final Lag approval June 2009 JC Approval June 2009
121 Letters of Offer Start July 2009 Evaluation & Monitoring Procedures Ongoing from expressions of interest
Measure 3.4 Basic services for the economy and rural population: £2.334m Aim: To properly support the provision of sustainable rural services that address issues and problems encountered by rural residents particularly young people, women, older people, migrant communities and all excluded groups Needs Met: Gaps in provision in local provision of health and well being services, targeted mental health initiatives, improve community facilities Objectives: To support at least 12 rural service projects by the end of 2013, a minimum of three of which benefit children/young people To support training for a number people (actual target to be agreed with DARD) by the end of 2013 Actions Start End
Support projects which advance child-care, young people, mental 2009 2013 health, disability issues, and men’s’ and women’s well-being
Improve the involvement and engagement of marginalised people in 2009 2013 social and economic activities
122 Endeavour to support rural transport projects where practical 2009 2013
Support innovative approaches to rural service promotion and 2009 2013 delivery, particularly those using community facilities
Support local approaches to improving housing quality 2009 2013 Support a range of advice service to the local population 2009 2013
Support renewable energy/energy efficiency initiatives 2009 2013
Key Implementation Stages Target Date Staff recruited and trained operation manual written and Start Jan 2009 agreed, governance procedures confirmed Agree Measure details e.g. eligibility criteria, call dates, By End Jan 2009 advertising, communications, awareness seminars etc First call for applications By Mid-Feb 2009 Expressions of interest received By Mid March 2009 Assessment of applications (LAG), face to face meetings with By end Apr 2009 applicants etc Economic Appraisals where required By end May 2009 Final Lag approval June 2009 JC Approval June 2009 Letters of Offer Start July 2009 Evaluation & Monitoring Procedures Ongoing from expressions of interest
123 Measure 3.5 Village renewal and development: £2.334m Aim: To engage relevant stakeholders to initiate actions to improve and maintain villages thereby creating community cohesion and making them vibrant hubs for social, economic, cultural, and tourism activity Needs Met: No cluster wide integrated village renewal plans and appropriate projects Objectives: To support improvement actions in at least 10 villages by then end of 2013 To support the involvement of at least 10 rural community groups in improvement actions by the end of 2013 Actions Start End
Support a community managed village planning programme that will deliver physical, social, economic, and environmental 2009 2011 improvements (particularly in collaboration projects)
Provide technical assistance for above 2009 2011
Provide funding to implement actions identified in the village plans 2009 2012
Support capital schemes for village enhancement 2009 2012
Key Implementation Stages Target Date Staff recruited and trained operation manual written and Start Jan 2009 agreed, governance procedures confirmed Agree Measure details e.g. eligibility criteria, call dates, By End Jan 2009 advertising, communications, awareness seminars etc
124 First call for applications By Mid-Feb 2009 Expressions of interest received By Mid March 2009 Assessment of applications (LAG), face to face meetings with By end Apr 2009 applicants etc Economic Appraisals where required By end May 2009 Final Lag approval June 2009 JC Approval June 2009 Letters of Offer Start July 2009 Evaluation & Monitoring Procedures Ongoing from expressions of interest
Measure 3.6 Conservation and upgrading of rural heritage: £0.778m Aim: To identify, map, and promote what is special about the natural, built and cultural rural heritage of the cluster area, raising awareness and appreciation, both locally and further afield. Needs Met: Lack of capital support and bespoke training/capacity building. There is no map or register the area’s heritage. Objectives: To support a minimum of four rural heritage actions by then end of 2013 Actions Start End
Audit/map/register the Cluster area’s conservation and heritage 2009 2009 assets
Improve people’s knowledge of and access to those assets 2010 2013
Increase knowledge and use of traditional rural skills 2009 2013
Restore important built heritage features 2010 2013
Support the promotion of local geography and culture 2009 2013 Key Implementation Stages Target Date
125 Staff recruited and trained operation manual written and Start Jan 2009 agreed, governance procedures confirmed Agree Measure details e.g. eligibility criteria, call dates, By End Jan 2009 advertising, communications, awareness seminars etc First call for applications By Mid-Feb 2009 Expressions of interest received By Mid March 2009 Assessment of applications (LAG), face to face meetings with By end Apr 2009 applicants etc Economic Appraisals where required By end May 2009 Final Lag approval June 2009 JC Approval June 2009 Letters of Offer Start July 2009 Evaluation & Monitoring Procedures Ongoing from expressions of interest
LAG Governance: £3.19m Aim: To manage and administer the LAG strategy in the Craigavon, Armagh and Newry & Mourne area efficiently, and effectively, delivering value for money and the maximum benefits possible to residents Objectives: To appoint and maintain the staff complement and other resources needed to roll out the programme To animate the process, raise awareness, establish appropriate procedures, issue calls for applications; and then assess, shortlist, score, fund and monitor projects as appropriate To commission specialist external support as required To develop, agree, and work to a LAG Operating/Guidance manual
Actions Start End
Establish staff team 2008 2009
Secure office and other (e.g. IT) supports 2008 2008
126 Brand and publicise the Programme 2009 2012 To provide technical assistance and support to potential applicants 2009 2013
Commission expert support as needed 2009 2013
Commission final evaluation 2013 2013
Manage exit strategy 2012 2013
Contingencies 2008 2013
Environmental Impact Assessment
All major projects funded by Axis 3 will be obliged to conform to statutory requirements in terms of environmental impact assessment. A high-level strategic environmental impact assessment of the proposed strategy is presented below.
127 Strategy Possible Negative Probable Positive Impacts Element Impacts
Farm Need for new builds Old/underused buildings diversification brought back into use Growth in production Better resourced, more of waste/by-products vibrant and attractive rural areas Greater energy efficiency and improved waste management Supply chain reductions Traffic reduction if people do not have to travel to work
Micro-business Need for new builds Old/underused buildings growth brought back into use Increased waste/by- Better resourced, more products vibrant and attractive rural areas Greater energy efficiency and improved waste management Supply chain reductions Possible traffic reduction if people do not have to travel to work, fewer people travelling fewer miles
Tourism Increased traffic on More vibrant, attractive and rural roads sustainable rural Increased “human communities
128 traffic” in important Increased awareness and sites that require appreciation of area’s preservation cultural heritage and assets
Services None Improved access to rural services Reduction of rural isolation More vibrant and empowered rural communities Increased energy efficiency Increased use of existing facilities, leading to more cohesive communities
Village renewal Development of new Old/under-used buildings build brought back into use Increased traffic on More vibrant and rural roads empowered rural communities Greater energy efficiency Awareness and protection of the area’s natural and built heritage
Conservation Increased traffic on Old/under-used buildings and heritage rural roads brought back into use Increased “human More vibrant and traffic” in important empowered rural sites that require communities preservation Improved energy efficiency Increased awareness and appreciation of area’s
129 cultural heritage and assets Improved access to sites/places of interest Enhanced biodiversity and environmental awareness
SECTION 6 ADMINISTRATION AND DELIVERY
A summary of the programme management functions and responsibilities appears overleaf
130 131 Element Features/Tasks Rationale
Joint Responsible for strategic leadership and Councils are responsible for the development and delivery of Committee management of Axis 3 of the RDP Axis 3 of the RDP. The Joint Committee (which is Holds the contractual relationship with DARD underpinned by local government legislation) is the Approves LAG strategies; plans; and expenditure organisation that delivers that Council input. Works through Lead council via an SLA
LAG Clearly-branded with its own name The LAG must promote itself as an “independent” body and Strong corporate image and appearance then operate as an “arms length” rural development Own website organisation with a Cluster-wide remit. While the RDP Single email/phone no function has transferred to Councils, the LAG should be Always “Cluster-wide” in focus and ethos seen to exist outside the Councils.
Lead Manages the Programme, via an SLA with the The Lead Council is the accountable body and therefore has Council Joint Committee (with a designated Programme to retain control over that for which it is accountable. A Manager and support team) consist approach, efficiency, good practice (and the DARD’s Services and facilitates the LAG, Joint guidance) dictate that there has to be some central control Committee, Sub Committees and assessment and management. The Cluster needs to deliver value for
132 panels money. There is no real benefit nor rationale for having Manages the finances, including verification and these functions split three ways at District level. audit Manages a quality assurance process The formulation of an individual identity and “product” Manages and maintains the database (which will branding as described above means that the professional have an appropriate access/inputting protocol) central management function will be associated with the Manages and coordinates publicity LAG and not the Lead Council. Coordinates calls for applications Administers the Programme Subject to the approval of the Local Government Auditor, works with other Councils via SLAs Is the main contact point for DARD re the RDP
Partner Work with the Lead Council via an SLA (which Subsidiarity means delegating work to the level at which it is Councils transfers delivery and its associated risks to the most appropriately carried out, e.g. project development local Councils). This delivery should be at an work should take place as close as possible to the agreed rate across the Cluster and based on beneficiaries of the Programme. Equally experience shows independent evaluation of the tasks/duties that good applications lead to successful Programmes. SLA required. Facilitate the developmental process at arrangements facilitate this and also ensure consistency of
133 local level assistance (and the cost of making that that assistance Quality assure applications before submitting to available) across all three Districts. To reinforce this SLAs “the centre”. will be incorporated the LAG’s Operating/Guidance Manual. Maintain links and complementarity with local “partners” such as LEAs; community networks; tourism bodies; etc Verify projects against Letter of Offer (LoO) requirements (e.g. insurance; accounts; statutory approvals; etc) Verify project payments against LoO; DARD; and EU requirements Monitor projects post-funding
This is summarised in the diagram overleaf:
134 Joint Committee DARD Overall responsibility for Axis 3 Contractual link with DARD Ratifies LAG plans and spending
LAG “Driver” of Axis 3 locally Develops and delivers strategy Uses sub-committees SLA Calls for, assesses and Arrangemen approves applications, plans t and spending
Lead Council Services Axis 3 day-to-day Services/facilitates the LAG/JC Manages finances; databases, publicity Applies local govt standards
SLA Arrangemen t Partner Councils
Facilitate local animation and delivery Verification and monitoring
135 To make this arrangement happen, the following will be required:
A central staff team in the Lead Council, led by a Strategy/Programme Manager Central management of as much basic administration as possible, to ensure consistency and deliver economies of scale Project development staff located in each of the partner Councils (including the Lead Council), to ensure subsidiarity and “closeness to the customer” Clearly-understood and agreed divisions of responsibility between all partners, spelled out via SLAs (Service Level Agreements) A capacity to buy in outside help as required, e.g. re appraisals; feasibility studies; etc
The likely staffing framework will be:
Lead Council Armagh Craigavon Newry & Mourne
Programme Manager Project Officer Project Officer Project Officer Deputy Programme x 2 x 2 x 2 Manager Communications 1 x Admin 1 x Admin 1 x Admin Officer (Years 1-2 only) support support support 1 x Admin support 1 x Verification Officer
A more detailed staffing structure to deliver these arrangements is being drafted and costed. The jobs proposed need to be evaluated and given an appropriate salary level.
The salient features of these proposed arrangements are described as follows:
136 The LAG is strongly-branded and promoted as a Cluster-wide, stand alone, arms length, independent organisation
Core RDP administration and databases are centralised with the Programme Management function.
RDP project development and quality assurance tasks are delegated to District level i.e. local project officers
Those tasks are evaluated, delivered, and paid for via SLAs. Services delivered by partner Councils are at the same, agreed rate based on independent evaluation. If partner Councils choose to augment this rate, it is a matter for the individual Council.
SLAs to be accompanied by statements of assurance from the partner Council CEOs.
The LAG may choose to operate sub committees will certainly operate Appeals and Oversight Committees
A LAG Operating/Guidance Manual will also be prepared.
6.2 Reporting systems
The LAG will develop and operate a reporting system that will reflect the needs of the governance framework outlined above and the approach to Monitoring and Evaluation outlined in Section 10. This system will include/be based on the following:
An annual LAG business plan (with each subsequent year’s plan reflecting the performance of the previous year) delivered via an SLA system
137 Reporting to scheduled LAG and Joint Committee meetings on actual performance (both activity and financial) against planned/budgeted performance and being in a position to explain any variance (positive or negative) Annual external audit Periodic Article 4-compliant checks by the Programme Manager Oversight Committee reports to the Joint Committee Reporting to DARD as agreed/required Ongoing monitoring and evaluation A published LAG Annual Report A mid term and final end-of-Programme evaluation
138 SECTION 7 COMMUNICATIONS AND PUBLICITY STRATEGY
Communication and publicity strategy
The RDP strategy for the Southern cluster area is wide ranging in scale, project areas, and strategic direction. It is therefore essential that there is a sound grasp of the RDP across the grass roots rural communities targeted by the Craigavon, Armagh, and Newry & Mourne strategy.
The extent of uptake, and long term sustainability of emerging project actions, will largely depend on the extent to which the host communities “buy-in” to the strategy, based on their understanding of and empathy with it. Pivotal to this success will be a robust communications plan. Thus, a detailed communications and PR plan will be drawn up and implemented, structured as follows:
What Will be Communicated
The core thrust of Axis 3 and its six Measures The cross-Cluster corporacy of Axis 3/the RDP strategy The role, membership, operation and administration of the LAG Sources of further support and information - names, contacts numbers Calls for applications The performance of the LAG Achievements in the implementation of the strategy Specific achievements/ best practice case studies Relevant linked information The branding of the RDP in the Craigavon, Armagh and Newry & Mourne area
Who Will be Targeted
139 The wider rural community across Craigavon, Armagh, Newry and Mourne Agricultural interests and farming organisations (UFU, NIAPA; YFCs; etc) Potential and previous programme applicants Rural community groups (social and economic focus) Private sector interests Other rural development stakeholders, including RSNs Key target groups (e.g. women; young people, older people) Local authorities and key statutory interests (e.g. health, education, housing) LAG members and staff
How Will It be Done By means of a dedicated Craigavon, Armagh and Newry & Mourne LAG website Using regional and local media and ICT-based approaches Through fliers and newssheets/bulletins (published by the LAG and others) Through existing local networks and community databases Through the UK, NI and RoI Rural Networks Through existing rural community infrastructure – community fun days, agricultural shows, community halls and services Using “plain English” approaches – jargon free, user friendly information Availability of alternative formats Branding of all RDP materials with appropriate logos and terminology
As outlined in Section 6 above, communication and publicity are corporate activities for the LAG. They will therefore be developed on the basis of agreement and input from all the LAG partners but will be carried out by the Lead Council.
Communication Plan
140 The Craigavon, Armagh, and Newry & Mourne Axis 3 Rural Development LAG has established a series of communication objectives for its Axis 3 strategy, complete with a communication plan which has been developed to support it to achieve these objectives.
The Craigavon, Armagh, and Newry & Mourne Axis 3 Rural Development strategy communication objectives are:
To position the Craigavon, Armagh, and Newry & Mourne LAG and Axis 3 Strategy as a cluster wide initiative rural development strategy and funding programme
To provide a clear message of what the Axis 3 Strategy is about and the work it intends to carry out
To illustrate how the Axis 3 Strategy can fit with the wider DARD RDP (Axes 1 and 2)
To ensure that there is sufficient awareness and knowledge of the RDP across the cluster area to facilitate a strong response to calls for applications, resulting in enough successful applications to ensure the required level of programme spend across the themes and associated action areas
To ensure prospective applicants can easily access information to provide them wit a clear understanding of each measure/call and its specific criteria to facilitate them in the process of submitting clear funding bids
To regularly update the cluster’s rural stakeholders/communities of progress made in the implementation the Craigavon, Armagh, and Newry & Mourne Axis 3 Plan and achieving its stated objectives, ensuring clear transparency in respect of governance and financial management
141 The following generic communication action plan has been developed in order to achieve the stated communication objectives:
142 Objective Actions Responsibility Timeframe Resources To position the Craigavon, Develop a LAG brand/identity Strategy Novembe £3000 Armagh, and Newry & Manager r 08 Mourne LAG and Axis 3 Strategy as a cluster wide Carry out a formal strategy launch LAG/Strategy £2000 initiative rural development hosted in each of the three Council Manager Novembe strategy and funding areas r 08 programme Develop a LAG web site which acts Strategy £3000 and as a portal for the cluster wide Manager/Web £1000 per annum programme Design Decembe servicing costs Contractor r 08 and ongoing
143 To provide a clear Carry out a formal strategy launch Strategy Novembe As message of what the Axis hosted in each of the three Council Manager r 08- above(£2000) 3 Strategy is about and areas December 08 what it is trying to achieve and the work it intends to Develop a summary strategy and Strategy Novembe carry out distribute it through existing rural Manager/Design r 08- £2000 community infrastructure (including House December 08 the RSNs, rural community associations, YFCs, NIAPPA Members, UFU members, farmers marts),business support organisations including the Local Enterprise Agency Network To illustrate how the Axis 3 Web site links to other DARD Strategy Decembe 0 Strategy’s programmes Manager r 08-Ongoing complementarity with other elements of DARD RDP Demonstrate linkages to Axis 1 and Strategy Novembe As (Axis 1 and 2) 2 in the summary strategy Manager r 08 Above(£2000)
To ensure that there is Agree guidelines for the call process LAG/Strategy In line £4,000 per
144 sufficient awareness and including insertion in an appropriate Manager/Project with Measure annum knowledge of the RDP range of newspapers across the Officers call dates across the cluster area to cluster area, rural development and facilitate a strong response community newsletters and on the to calls for applications, LAG web site resulting in enough successful applications to ensure the required level of programme spend across the themes and associated action areas To ensure prospective Hold a series of briefing workshops Project Officers In line Time applicants can easily for potential applicants across the with call for Investment access information to cluster area and focused within each applications provide them with a clear of the three Council areas understanding of each measure/call and its specific criteria to facilitate them in the process of submitting clear funding
145 bids
To regularly update the Publish a regular newsletter and annual LAG/Strategy Twice Annually £5,000 per annum cluster’s rural report detailing the LAG’s progress and Manager (newsletter) and stakeholders/communities achievements, distributed across the annually (Annual of progress made in the cluster area and to region wide key Report) implementation the stakeholders Craigavon, Armagh, and Newry & Mourne Axis 3 Plan and achieving its stated objectives, ensuring clear transparency in respect of governance and financial management
146 SECTION 8 NETWORKING AND CO-OPERATION
Contribution to networking and publicity
The LAG will participate fully in the National, NI, and RoI Rural Networks.
Co-operation actions
The LAG is committed to developing cooperation projects and programmes. These are likely to include initiatives focussing on:
Tourism and Environment/Heritage themes around Lough Neagh (which borders four other cluster areas Tourism themes around the Mournes, Ring of Gullion and other tourism area Cross-border working with the Republic of Ireland External links established by previous rural development programmes/organisations in the Craigavon, Armagh, and Newry & Mourne Cluster area. Cooperation action themed on locally produced food initiatives Cooperation actions on renewable energy technologies Working with other development programmes (both EU-funded and other)
The LAG will look at these issues from the perspectives both of projects and its own governance.
Given its location, the LAG will be particularly interested in networking in three different spheres:
Within NI Trans territorially with the Republic of Ireland With western parts of GB (and other areas further afield if identified and practical)
147 SECTION 9 FINANCIAL PLAN
9.1 Procedure
The LAG will put in place a series of arrangements to ensure the proper financial management of all its business and activities.
These will include:
Working to an agreed LAG Operating Manual (to be developed and endorsed by the LAG Providing training for all LAGs staff in financial systems and procedures Spreading the financial management function across more than one staff member Carrying out regular and rigorous monitoring to in the best case prevent financial risks and if not being in the best position to react to and correct them. Developing a LAG asset register Developing a LAG purchasing system Vouching of all LAG related expenses Regular reporting to the LAG on agreed budget and other targets Establishment of a LAG Oversight and Appeals Committee The establishment of a practical, workable system of internal and external audit, fixed within local government audit parameters Publication of a LAG annual report Production of mid-term and final RDP Axis 3 programme evaluations
9.2 Programme Costs
The spend profiles across each of the six Axis 3 Measures are based on the following assumptions:
It is likely that Programme Expenditure will be concentrated in the middle years of the operation of the Programme. This assumption is based on (a) the initial set up (systems, recruitment etc.), awareness-raising/animation time
148 that will be required and (b) the need to ensure all programme budgets are allocated and spent before the Programme end (31st December 2013) 5% of the spend under each of the six Axis 3 Measures will be dedicated to Cooperation Project Expenditure The LAG proposes to allocate an amount pa to Network Expenditure but will manage/spend this from within its proposed “Governance budget” of £3.19m
In addition assumptions have been made to enable a forecast for Other Public Expenditure (OPE). These are:
No OPE under M3.1 Diversification and 3.2 Micro-Business (on the basis that the public purse will not be called upon due to the nature of support levels) An additional 25% OPE under M3.3 Tourism (i.e. assume the public purse will bolster the projected Axis 3 spend here by a further 25%) An additional 25% OPE under M3.4 Services (i.e. assume the public sector will match the RDP at this rate) An additional 25% OPE under M3.5 Villages An additional 20% OPE under M3.6 Heritage
In addition assumptions have been made to enable a forecast for the amount of Private Match Funding (PMF). These are:
100% PMF for both M3.1 Diversification and M3.2 Micro-Business 25% PMF under M3.3 Tourism (to reflect likely private sector involvement here) 10% PMF under M3.4 Services (to reflect a smaller intervention by the private sector) 20% PMF under M3.5 Villages (to reflect e.g. possible shop front schemes that will require 50% private contribution) 10% PMF under M3.6 Heritage (to reflect realistically a smaller intervention by the private sector) The resultant spend profiles are summarised below:
149 150 M3.1 Farm 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 TOTAL Diversification Project Expenditure £0 £612,750 £1,225,500 £1,225,500 £817,000 £204,250 £4,085,000 Co-operation Project £0 £0 £0 £0 £0 £0 £204,250 Expenditure (included in the Project spend above) Network Expenditure £0 £0 £0 £0 £0 £0 £0 (see assumption above) Other Public £0 £0 £0 £0 £0 £0 £0 Expenditure Private Match £0 £612,750 £1,225,500 £1,225,500 £817,000 £204,250 £4,085,000 Funding (100% of Project Expenditure)
TOTAL £0 £1,225,500 £2,451,000 £2,451,000 £1,634,000 £408,500 £8,170,000
M3.2 Micro 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 TOTAL Business Project Expenditure £0 £612,750 £1,225,500 £1,225,500 £817,000 £204,250 £4,085,000
151 Co-operation Project £0 £0 £0 £0 £0 £0 £204,250 Expenditure (included in the Project spend above) Network Expenditure £0 £0 £0 £0 £0 £0 £0 (see assumption above) Other Public £0 £0 £0 £0 £0 £0 £0 Expenditure Private Match £0 £612,750 £1,225,500 £1,225,500 £817,000 £204,250 £4,085,000 Funding (100% of Project Expenditure)
TOTAL £0 £1,225,500 £2,451,000 £2,451,000 £1,634,000 £408,500 £8,170,000
M3.3 Tourism 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 TOTAL Project Expenditure £0 £350,100 £700,200 £700,200 £466,800 £116,700 £2,334,000 Co-operation £0 £0 £0 £0 £0 £0 £116,700 Project Expenditure (included in the Project spend
152 above) Network £0 £0 £0 £0 £0 £0 £0 Expenditure (see assumption above) Other Public £0 £87,525 £175,050 £175,050 £116,700 £29,175 £583,500 Expenditure (25%) Private Match £0 £87,525 £175,050 £175,050 £116,700 £29,175 £583,500 Funding (25% of Project Expenditure)
TOTAL £0 £525,150 £1,050,300 £1,050,300 £700,200 £175,050 £3,501,000
M3.4 Rural 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 TOTAL Services Project Expenditure £0 £350,100 £700,200 £700,200 £466,800 £116,700 £2,334,000 Co-operation £116,700 Project Expenditure (included in the Project spend above) Network
153 Expenditure (see assumption above) Other Public £0 £87,525 £175,050 £175,050 £116,700 £29,175 £583,500 Expenditure (25%) Private Match £0 £35,010 £70,020 £70,020 £46,680 £11,670 £233,400 Funding (10% of Project Expenditure)
TOTAL £0 £472,635 £945,270 £945,270 £630,180 £157,545 £3,150,900
M3.5 Village 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 TOTAL Renewal Project Expenditure £0 £350,100 £700,200 £700,200 £466,800 £116,700 £2,334,000 Co-operation £116,700 Project Expenditure (included in the Project spend above) Network Expenditure (see assumption above) Other Public £0 £87,525 £175,050 £175,050 £116,700 £29,175 £583,500
154 Expenditure (25%) Private Match £0 £70,020 £140,040 £140,040 £93,360 £23,340 £466,800 Funding (20% of Project Expenditure) TOTAL £0 £507,645 £1,015,290 £1,015,290 £676,860 £169,215 £3,384,300
M3.6 Conservation 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 TOTAL & Heritage Project Expenditure £0 £116,700 £233,400 £233,400 £155,600 £38,900 £778,000 Co-operation £38,900 Project Expenditure (included in the Project spend above) Network Expenditure (see assumption above) Other Public £0 £23,340 £46,680 £46,680 £31,120 £7,780 £155,600 Expenditure (20%) Private Match £0 £11,670 £23,340 £23,340 £15,560 £3,890 £77,800 Funding (10% of
155 Project Expenditure)
TOTAL £0 £151,710 £303,420 £303,420 £202,280 £50,570 £1,011,400
TOTAL AXIS 3 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 TOTAL Project Expenditure £0 £2,392,500 £4,785,000 £4,785,000 £3,190,000 £797,500 £15,950,000 Co-operation £0 £0 £0 £0 £0 £0 £797,500 Project Expenditure (included in the Project spend above) Network £0 £0 £0 £0 £0 £0 £0 Expenditure (see assumption above) Other Public £0 £285,915 £571,830 £571,830 £381,220 £95,305 £1,906,100 Expenditure Private Match £0 £1,429,725 £2,859,450 £2,859,450 £1,906,300 £476,575 £9,531,500 Funding
Administration £310,000 £600,000 £570,000 £570,000 £570,000 £570,000 £3,190,000
TOTAL £310,000 £4,708,140 £8,786,280 £8,786,280 £6,047,520 £1,939,380 £30,577,600
156 SECTION 10 MONITORING AND EVALUATION
10.1 Monitoring and evaluation processes and procedures
The LAG will put in place a monitoring and evaluation framework which will have two parallel aims:
To produce the information required by DARD for Axis 3 monitoring purposes To assist with the LAG’s internal performance management
The framework below will be used to develop an approach which will deliver those aims. Projects supported will be required to provide monitoring information to feed the appropriate parts of the monitoring and evaluation framework.
Element What It Means How It Will Be Who will Measure and When? Measured
Actual The resources Programme Manager will be performance (largely financial responsible for making information against projected and human) available to LAG on a monthly basis Inputs budgets needed to make through RDP and to the JC upon Expenditure things happen request profiles Staff appraisals The Programme Manager through Processes The activities Awareness the Communications Officer will be that turn Inputs raising activities responsible for the monitoring of the into outputs Programmes effectiveness of the communication delivered strategy. Project Officers will be Staff responsible for ensuring training/developm programmes are delivered on the ent ground and the LAG will be External support responsible for ensuring and
157 monitoring staff training requirements. The Programme commissioned manager and the LAG will monitor the performance of external support engaged. This information should be monitored on a quarterly basis. All staff will be expected to record The tangible hard information e.g. number and targets (e.g. nature of applications, projects projects Actual supported, jobs created. Etc. supported; jobs performance However it is ultimately the Outputs created; people against individual responsibility of the LAG, through trained) project targets the Programme Manager to ensure produced by the Monitoring returns that this information is recorded and LAG; its funding; is readily available. This should be and its work done on a monthly basis.
Post-project All staff will be expected to record The betterment evaluations hard information e.g. number and (social; Satisfaction nature of applications, projects economic; surveys supported, jobs created. Etc. cultural; and Focus group However it is ultimately the environmental) Outcomes appraisals responsibility of the LAG, through that is achieved Stakeholder the Programme Manager to ensure by the LAG; its feedback that this information is recorded and funding; and its Gender is readily available. This should be work information done on a monthly basis. disaggregation
The following evaluation framework will be adopted for internal evaluation and to support any external evaluations commissioned.
158 Factors to be evaluated Planned Outcome Actual Reason for any Outcome Variance Farm Diversification Number of beneficiaries receiving support for their efforts to diversify into non-agricultural activities 115 Increase in non-agricultural gross value added (GVA) of supported businesses. 3.5% Number of new businesses created 77 Gross number of jobs created 77 Potential volume of energy generated from RDP funded renewable energy projects expressed as Kilowatt hours per 144,000 Kilowatt annum. hours pa Number of supported new businesses which are still in existence two years after final funding 58 Micro Business Development Number of micro enterprises receiving support for creation / 230 (46 being new development business creation) Gross number of jobs created 134 Increase in non-agricultural gross value added (GVA) in supported businesses 3.5% Potential volume of energy generated from RDP funded renewable energy projects expressed as Kilowatt hours per 57,600 Kilowatt annum. hours pa Number of supported new businesses which are still in 35
159 existence two years after final funding Employment creation (Net additional FTE jobs created) 58 Tourism Number of tourism actions supported 58 Additional number of tourist visits 10% increase Gross number of jobs created 10 Number of new tourism businesses created 12 Potential volume of energy generated from RDP funded renewable energy projects expressed as Kilowatt hours per 38,400 Kilowatt annum. hours pa Number of supported new businesses which are still in existence two years after final funding 9 Employment creation (Net additional FTE jobs created) 6 Rural Services Number of supported actions 12 Population in rural areas benefiting from improved services 960 Potential volume of energy generated from RDP funded renewable energy projects expressed as Kilowatt hours per 57,600 Kilowatt annum. hours pa Gross number of jobs created 2 Projects benefiting children and young people in the rural community 2 Number of participants that successfully ended a training TBA
160 activity Employment creation (Net additional FTE jobs created) 1 Village Regeneration Number of villages where actions took place 10 Number of community groups supported to undertake rural development within their communities. 10 Gross number of jobs created 2 Population in rural areas benefiting from improved services 19,200 Projects supported to encourage good cross-community relations 4 Number of funded projects undertaken by RDP supported community groups 10 Conservation and Heritage Number of rural heritage actions supported 4 Population in rural areas benefiting from supported actions 9,600 Share of population enjoying access to amenity land/nature or conserved rural heritage sites as a result of assisted actions 960
The LAG appreciates from the outset that this is a time-limited Programme. This will be reflected in its business arrangements and in how it manages its work and itself.
A clear exit strategy will be shaped from an early stage in the implementation of the Programme. That strategy will:
Be based on the assumption that the Programme is implemented on time and on budget
161 Ensure that sufficient human resources remain available to successfully deliver the Programme Ensure that any that any Programme legacy issues are properly dealt with/allocated to others Guarantee the maintenance and storage of programme records Identify and make the links needed with post-RPA arrangements to ensure rural development continuity Ensure the programme evaluation findings are disseminated Promote the achievements of the LAG and the programme
DECLARATION
Local Action Group
I declare that on behalf of the Craigavon, Armagh, and Newry & Mourne Cluster LAG, to the best of my knowledge, the information contained in this application is accurate, and that the proposals are consistent and representative of the area to be included in the proposed strategy.
Signed on behalf of Craigavon, Armagh and Newry & Mourne Cluster LAG
Official Address ………………………. ..……………………… ...……………………...
…………………………………………………Secretary
…………………………………………………Chairman
………………………………………………….Date
Council Joint Committee
162 I declare that on behalf of the Craigavon, Armagh, and Newry & Mourne Council Cluster Joint Committee, to the best of my knowledge, the information contained in this application is accurate, and that the proposals are consistent and representative of the area to be included in the proposed strategy.
Signed on behalf of the Craigavon, Armagh and Newry & Mourne Council Cluster Joint Committee
Official Address ……………………..… ..……………………… ..……………………...
…………………………………………………Secretary
…………………………………………………Chairman
………………………………………………….Date
163