SUSTAINABLE DEVELOPMENT COMMITTEE 2 DECEMBER 2020

ECONOMIC REGENERATION STRATEGY TO 2020

Report by Head of Economic Development and Planning

PURPOSE OF REPORT To provide an update on the progress of actions under the Community Planning Partnership Economic Regeneration Strategy to 2020.

COMPETENCE

1.1 There are no legal, financial, equalities or other constraints to the recommendation being implemented.

SUMMARY

2.1 The Comhairle approved its COVID-19 Economic Recovery Strategy in June 2020 which also operates as a refreshed economic strategy setting the development agenda for the next period.

2.2 The preceding strategy was contained within the Outer Hebrides Community Planning Partnership Economic Regeneration Strategy to 2020.

2.3 The Appendix provides detailed information and provides evidence on the delivery of the actions under each of the essential themes - Creative Industries, Energy, Food and Drink, Tourism, Defence, Communities, Financial and Business Services.

2.4 Key priority actions have been carried forward into the Economic Recovery Strategy and will be monitored by the Corporate Recovery Team and by an Internal Delivery Board.

RECOMMENDATION

3.1 It is recommended that the Comhairle note the progress of actions in the Outer Hebrides Community Planning Partnership Economic Regeneration Strategy to 2020.

Contact Officer: Joe MacPhee, Head of Economic Development and Planning Appendix: Partnership Economic Regeneration Strategy to 2020 Update Background Papers: None

Appendix - Partnership Economic Regeneration Strategy to 2020 Update

Theme Creative Industries Action/ • deliver the Outer Hebrides Creative Industries Strategy in order to grow the number of jobs in the cultural economy. Progress ❖ Outer Hebrides Creative and Cultural Industry was refreshed in 2016 with a view to 2020. ❖ Government growth sector statistics for the region, anecdotal and sectorally specific data suggests that the Creative Industries are growing locally, and at a faster pace than in the many other parts of ; the sector creates quality jobs and plays a key role in attracting and retaining young people. ❖ A full up to date EIA of the sector is proposed to assess progress and to support forward planning. ❖ Some sub-sections of the sector have been particularly hard hit by Covid-19 and specific support may be needed to ensure it recovers to continue being a key driver.

• maximise opportunities arising from the establishment of the Creative Industries and Media Centre. ❖ Since completion in 2012 the CIMC has grown in significance to now serve as the main hub location for media activity in the islands – BBC Radio nan Gaidheal are now also located at the site, and the development was a generator in the refurbishment of the Studio Alba building into further cultural hub facilities which now houses the two Gaelic publishing bodies Acair Ltd and Storlann Naiseanta na Gaidhlig (a body which like MG ALBA has a national remit and is headquartered at the site), as well as the Gaelic community development organisation CnAG. ❖ The CIMC site now has over 100 people employed in Gaelic-led activity based at the site and numerous other hot-desking and freelance clients who benefit from the site - making it the largest single Gaelic speaking workplace in the world. ❖ Data gathered in 2016 for ERDF monitoring suggested that around 28 jobs had been created / retained across the sector as a result of the CIMC, almost double the target of 15.

• deliver a high-speed core network undersea fibre link that leads to the introduction of a local internet Point of Presence. ❖ The project was delivered by the HIE led Next Generation Broadband project. ❖ Superfast and Fibre Coverage for Outer Hebrides is 78.9% (Orkney 65.1%; Shetland 75.2%).

▪ support participation in the digital economy through the maximisation of uptake and economic benefit from next generation broadband development. ❖ The Outer Hebrides has the highest broadband take-up figures for any local authority area in Scotland

Theme Creative Industries Action/ ▪ deliver a package of support to the Harris Tweed industry focussed on loom development, training, accreditation and the Progress further development of the Harris Tweed Investment Fund. ❖ The Harris Tweed Training Programmes were Comhairle led and ran in two rounds 2009-11 and 2012-15, aiming to: increase skill levels and productivity within the Harris Tweed workforce; ensure that the workforce was equipped to meet demands for increased volume with a quality product; provide a training and development route for new entrants to the industry, supported by appropriate industry accreditation, and to increase progression opportunities within the industry; as well as providing a platform from which industry-led training provision will develop. ❖ Round 1 - 167 beneficiaries/Round 2 - 156 beneficiaries ranging from weavers, management and mill production staff, Modern Apprenticeships and brand awareness. Further innovative training for new weavers and loom purchase initiatives were put in place in partnership with the community Trust’s at Horshader, Pairc and Tolsta – generating local jobs within their communities. ❖ The Harris Tweed Investment Fund was successfully used to enable and develop year-round production and job security with the local mills and has also been used to support the purchase of new loom stock for the industry’s training needs. ❖ Other highly successful projects to support the industry have been undertaken such as joint management of the Harris Tweed archive with Museum and Tasglann nan Eilean, the 2016 Harris Tweed Festival in partnership with and securing the UK’s only World Craft City Status for Harris Tweed production in the Outer Hebrides.

▪ support the development and growth of the Gaelic language by growing the number of jobs whose primary medium of communication is Gaelic. ❖ Worked with Visit Scotland on development and implementation of its first Gaelic Tourism Strategy. ❖ Through Ceolas the LEADER programme supported Gaelic Development initiatives, workshops, symposiums and exchange trips to encourage and promote the use of Gaelic.

▪ deliver the /Museum nan Eilean project and ensure that the benefits of the projects are dispersed across the Outer Hebrides. ❖ Secured funding of £19m to deliver the Lews Castle Museum and Archive project. ❖ Supported the development of a Heritage Network for the Outer Hebrides. ❖ Secured a package of £4.7m in partnership with Stornoway Trust and Lottery Heritage Fund for the Castle Grounds Regeneration Project; agreed to become Grantee and to provide procurement and project management services. ❖ Secured funding from the Lottery Heritage Fund for the Great Place Project that seeks to develop a strategy for the Heritage Sector, further ensuring benefits are dispersed across the area.

Theme Energy Action/ ▪ accelerate engagement with Scottish and UK Governments; regulators, transmission companies and developers to ensure Progress that both internal and external grid networks meet the strategic aspirations of the Outer Hebrides. ❖ Continued engagement with BEIS, OFGEM, Scottish Government SSE and developers to ensure that the critical mass of generation required for the new Radial Connector is realised.

• work with developers to have 500 MW on onshore wind energy consented or operational by 2015. ❖ Timelines have slipped due to OFGEM’s delay in approving SSE’s Needs Case for the Radial Connector. Approval of the Needs Case is conditional on Lewis Wind Power being successful at Auction for a price support Contract for Difference. Lewis Wind Power were unsuccessful in 2019 but are bidding again to the 2021 Auction. This should secure OFGEM approval and work should start on the Radial Connector for completion in late 2024.

• work with community organisations to have 100 MW of community-owned generation consented or operational by 2015. ❖ Target is conditional on Lewis Wind Power being successful at Auction and the Radial Connector being approved by OFGEM then constructed. This volume of community-owned generation will come through Shared Ownership in Stornoway and Uisenis Wind Farms by the Comhairle and Stornoway Trust.

• work with community organisations to develop community hydro capacity. ❖ The Comhairle supported West Harris Trust to develop a 100kW run-of-river Hydro scheme at Seilebost, Harris. The scheme is now operational and is returning revenues to the Trust. No other opportunities for community-owned Hydro are obvious at present. ❖ LEADER, in partnership with Community Energy Scotland, provided advice and support to communities throughout the Outer Hebrides to develop facility-based energy efficiency, renewables, innovation and sustainability projects, including hydro related activity.

• work with developers to have 50 MW of marine energy consented or operational by 2015. ❖ The Comhairle worked with Marine Scotland to develop a 40MW Wave Energy Zone off the north west coast of Lewis and Aquamarine were contracted as developer. At the same time, Pela mis Wave Power sought consent for a 10MW installation at the mouth of Loch Roag. Shortly after these agreements were concluded, the UK Government withdrew all support for Wave Energy, awaiting the convergence of technology into one commercially proven design. Wave Energy is not being taken forward at any site around Scotland.

Theme Energy Action/ • support businesses in the supply chain to improve their competitiveness to allow them to take best advantage of renewable Progress energy development. ❖ Several supply chain events have taken place in partnership with commercial Wind Farm developers and, more recently, a well- attended Webinar on the DeepWind North of Scotland Offshore Wind Supply Chain Cluster was organised. ❖ Local businesses are now informed and ‘in the loop’ regarding opportunities that might arise through Crown Estate Scotland’s ScotWind Offshore Wind Leasing Round sites around the Outer Hebrides.

• establish an Outer Hebrides Energy Supply Company ❖ Hebrides Energy’ has been established as a Community Interest Company and will become a registered Electricity Supply Company once Shared Ownership is taken in Stornoway and Uisenis Wind Farms (see above).

• explore opportunities to develop the Outer Hebrides as the principal demonstrator of emerging macro-algae (kelp) technologies. ❖ Not progressed due to University of the Highlands and Islands effort being focused on the Scottish Association for Marine Science at Dunstaffnage. No resource exists within Lews Castle College to take this forward.

• build on the work undertaken to date in relation hydrogen technologies by building new commercial opportunities. ❖ A £100K Feasibility Study contract has just been awarded (reporting 31 March 2021) to explore the conversion of SGN’s Stornoway Town Centre gas network to 100% Hydrogen. The study forms part of the Islands Deal Outer Hebrides Energy Hub at Arnish and commercial partners are involved with a view to developing bulk export of Hydrogen from Arnish to identified European markets. All Hydrogen produced by electrolysis powered by island Wind.

• continue the development of the fabrication facility at Arnish Point by: • supporting the growth of the anchor tenant • supporting the development of new supply chain activity on site • growing the number of businesses operational on site • growing the number of FTE on site • further development of the site infrastructure • upgrading the Arnish Road to adoptable standard. ❖ Scope for the Comhairle to intervene here is limited because Highlands and Islands Enterprise tenant the Yard from Stornoway Trust and lease it to D F Barnes / Bi-Fab. Through the Comhairle led Outer Hebrides Energy Group, we continue to advise and support HIE in their efforts to promote the facility. The Comhairle is also working with Stornoway Trust and Stornoway Port Authority to improve / replace the Arnish Road in preparation for the completion of the new Deep-Water Port and Outer Hebrides Energy Hub at Arnish.

Theme Energy Action/ • expand research and development activity at Lews Castle College. Progress ❖ The Comhairle works closely with the Hydrogen Team at LCC and discussions are taking place with new LCC management in terms of skills alignment for Renewables and Hydrogen research. ❖ LEADER funding was used to establish the Innovation Centre at the LCC to allow new product development to occur onsite. During the COVID-19 pandemic the Centre used their 3-D equipment to design and manufacture essential PPE to the islands Essential Workers.

• work with Western Isles Development Trust in order to maximise community benefit from energy projects. ❖ In progress. Developer commitments to WIDT have been secured and advice is occasionally offered on funding priorities.

Theme Food and Drink Action/ • support community-owned estates to release land to take a lead in regard to local food production activity. Progress ❖ Supported community land bodies in their bid to secure land but efforts to support local food production have been minimal to date. However, current activity around the Islands Deal Primary industries strand will hopefully support this target.

• support the hospitality and retail sectors to increase their utilisation of local produce. ❖ Activity supported through the Outer Hebrides Tourism Leadership Group has encouraged more use of local produce; activity will be carried forward into the new Economic Recovery Strategy.

• work with the aquaculture sector to facilitate the future growth of production and value-added processing opportunities. ❖ Through European Maritime and Fisheries Fund aquaculture businesses supported to increase production/markets and improve business efficiency with modern infrastructure; the expansion of Goat Island is currently undergoing construction of a new value added factory and offices for MacDuff Shellfish as part of Newton Regeneration in partnership with Stornoway Port Authority, enabling expansion of existing Added Value Fish Processing facility, creating 10 new jobs and retaining 35. ❖ Funding from Comhairle (£1m) and RCGF (£1.8m) has contributed to the creation of 1.5 hectares of developable land through reclamation of derelict land and dredging from the sea which has more than doubled the size of Goat Island.

• work with the fisheries sector to support innovation measures such as the Community Quota Scheme. ❖ Continued operation of the Community Quota Scheme which has enabled first time skippers’ access to the prawn sector. ❖ Support for development of new fisheries i.e. automatic jig fishing, cockle fishing, white fish traps, Blue Fin Tuna catch, tag and release, crawfish trap trials.

Theme Food and Drink Action/ • deliver new infrastructure at Ardveenish and to support the fisheries sector. Progress ❖ new harbours developed at Ardveenish and Lochboisdale to support the fisheries sector along with further harbour infrastructure development – boat repair yards Lochboisdale and Marvig; marine fuel at Lochboisdale. ❖ Fisheries sector supported to diversify into marine tourism and nature orientated boat trips.

Theme Tourism Action/ • endorse and support the promotion of the Outer Hebrides as a unique island-hopping destination, with a rich heritage, an Progress outstanding natural environment, and a vibrant food, art and craft culture. ❖ Over the period of the Strategy the Comhairle has engaged annually with the sector through the OH2020 Leadership Group; supporting specific marketing initiatives targeting natural and cultural heritage as well as arts and crafts, in particular the bi- annual production of the Outer Hebrides Craft Guide is very well received by the craft practitioners. ❖ The Outer Hebrides LEADER programme local tourism policy ensured that it supported accommodation and tourism businesses which were situated near or on the Hebridean Way to allow and encourage users to travel throughout the islands.

• increase annual bed occupancy by 3% and increase average visitor spend per head, per day by £10. ❖ From the annual surveys carried out looking at visitor spend and occupancy, this target has been met (and exceeded). Tourism in the islands has grown significantly rising by around 15% in the 3 years to 2019, when there were an estimated 220,000 visitors. ❖ There has been an increase in annual visitor spend from £53m in 2014 to £65m in 2017. ❖ The LEADER programme supported the construction of 6 new single night accommodation facilities along the Hebridean Way and these ranged from Camping Pods to a Hostel. This also included the conversion of a derelict fish processing building into a state-of-the art Residential Recording Studio to attract artists to stay in the islands to write and record their albums on site.

• champion the implementation and promotion of the Outer Hebrides destination brand. ❖ The destination brand has been successfully implemented and embedded in the tourism sector, other sectors such as food and drink have adopted the Outer Hebrides brand in some cases, whilst others have (for good reason) chose PGI status for the likes of Stornoway Black Pudding or Island specific brands like Barra and Harris drink producers.

Theme Tourism Action/ • support the implementation of the Outer Hebrides destination marketing plan. Progress ❖ Support to establish and develop the Destination Management Organisation Outer Hebrides Tourism has created the engine which has driven much of the growth and increased value of the visitor sector. Close working between HIE, CnES and Visit Scotland alongside OHT has resourced and directed the implementation of a strong OH destination brand and marketing plan – especially across social media. ❖ The sector strategy Tourism Outer Hebrides 2020 has largely been achieved and is now due for renewal. Work has started on a new strategy to 2030.

• work to ensure that the capacity, service levels and costs of air and ferry services to and within the Outer Hebrides are not a constraint to growth. ❖ The Comhairle has worked closely with partners through the Outer Hebrides 2020 leadership group in particular to engage with Calmac and air operators on capacity, price service levels over the years, with some success it can be said.

• develop and promote a series of tourism themes which will underpin the marketing plan, including: • culture and heritage • archaeology • wildlife • food and drink. ❖ Through the OH2020 leadership group initiatives such as “ Eat , Drink Hebrides Trail” and the Hebridean way that promotes links to culture and heritage; both Gaelic language and historical sites of interest along the route that visitors can explore, such as links to local Comunn Eachdraidh and historical artefacts/collections. ❖ Themed promotion and targeting to visitors through social media campaigns, printed information and shared initiatives with partner organisations have been very successful and the recently revamped Visit Outer Hebrides website highlights these various areas of interest in detail, whilst also striving to tell the inter-connected ‘story of the Hebrides’.

• consolidate the festival and events market, focusing on major events out with the normal visitor season. ❖ The Comhairle has continued to support the major events and festivals and supported Ceolas’s winter festival supporting activities out with the normal season through provision of annual grant. ❖ LEADER funding was utilised to support An Lanntair and Taigh Chearsabhagh in developing winter-season programmes and both Ceolas and Hebridean Celtic Festival have also been successful in developing ‘fringe’ projects around their main annual calendar event. ❖ Targeted marketing to visitors who enjoy the activity and outdoors the islands have to offer has also helped to boost the region as a destination outside traditional holiday months – utilising themes such as ‘feed your soul’, ‘dark skies’, ‘winter retreats’.

Theme Tourism Action/ • seek to maximise impacts from marine tourism, including growing the local cruise ship market and supporting yachting Progress opportunities. ❖ Officers have supported various locations secure funding for marine installations through funding streams like RCGF for pontoon facilities. ❖ Supported events like the St Kilda annual yacht race; raising the profile and awareness of the marine tourism offering the Outer Hebrides has to offer. ❖ Secured RCGF funding to support the SPA Marina at Goat Island which will provide 72 berths, a Yacht Lift and associated parking and will regenerate the Goat Island/Newton Basin as a marine activity centre, expanding beyond existing fishing boat maintenance and fish processing activity to become a hub for general boat maintenance, leisure boat accommodation / storage, water sport activities and shoreside facilities. ❖ Secured RCGF to support the Castlebay Harbour Initiative - the installation of main pontoon leg and slipway created 18 berths and provides permanent infrastructure and facilities to support the development of marine tourism and recreation on the island with the latter addressing health inequalities and social isolation in Barra. ❖ The Outer Hebrides Marine Tourism Strategic Framework was approved in April 2018 to support the development of the network of community marina’s and pontoons created. ❖ Funding of £25k approved in 2019 to support the Year of Coasts and Waters, though activities are delayed to 2021 due to the pandemic. ❖ Cruise terminal ambitions being developed as part of Stornoway Port Authority’s Deep-Water Port proposal will be a fundamental part of on-going Destination Development planning. ❖ LEADER, CnES, RCGF, HIE and the Coastal Community Fund supported the £1.16m development and installation of the both the Tarbert and Scalpay Marina’s to provide high quality berthing facilities to support visiting vessels, marine tourism businesses and the community.

• seek to capitalise on St Kilda’s World Heritage Status and derive value from the local ownership of Trademarks. ❖ Officers continue to work with groups in Lewis, Harris and under ‘Slighe Hiort’ to help deliver projects seeking to capitalise on the St Kilda brand as part of the Islands Deal Destination Development theme. ❖ Officers are supporting a bid to the RCGF Round 8 for Ionad Hiort in Uig, Lewis, the development of the Sealladh Hiort project in North Uist and a Harris project led by Seallam.

Theme Defence Action/ • engage with Hebrides Range in order to appropriately support their development aspirations and to maximise training and Progress apprenticeship opportunities. ❖ £60million is to be invested in the Hebrides Range - including at St Kilda – over the coming years, with the future of the facility guaranteed until 2028.

• engage with Hebrides Range in order to appropriately support their development aspirations and to maximise training and apprenticeship opportunities. ❖ QinetiQ are established as a Spaceport 1 Consortium partner and are committed to supporting diversification activity in the space sector. ❖ Discussions are underway regarding Foundation Apprenticeships Engineering placements.

Theme Communities Action/ • implement the Uist Economic Diversification Strategy. Progress ❖ Regeneration Capital Grant Funding (RCGF) of over £3.6m has been secured to supported 9 projects in Uist and Barra totalling £10.7m as follows:

Project Award Total Project Cost and Barra Programme (Cothrom Ltd. shop, Castlebay Business Units, Vatersay Community Centre) 820,000 2,754,7324 Uist Heritage Regeneration programme (Kildonan Museum, Uist Wool) 350,000 1,023,000 Balivanich Business Hub 350,000 1,600,000 Castlebay Harbour Initiative 302,195 432,519 Cnoc Soillieir 1,800,000 4,913,000

❖ Cnoc Soilleir (CS) is a £4.9 million transformational community-regeneration project. It is an innovative joint venture between Ceòlas a community organization based in Daliburgh in South Uist, and Lews Castle College UHI (LCC). This area is recognised as a key community for the revitalisation of the Gaidhlig language in Scotland, and Cnoc Soilleir has a significant role in leading this development. The project will establish a new state-of-the art modern building for Gaelic and cultural heritage in South Uist, including Gaidhlig language, music, dance and education. The building has been designed to become a local focal point for community and visitors, and to meet exemplary energy efficiency standards and minimize running costs and C02.

Theme Communities Action/ ❖ Balivanich Business Units provide opportunities for increased commercial activity and economic regeneration, benefitting people Progress from the island chain of Berneray to Eriskay. The Business Hub is managed by Highlands and islands Enterprise (HIE). This project involved the remediation of the land and site preparation, construction of 330m2 of, good quality, affordable Business Units. This consists of a mixed size development of a terrace of 3 x 30m2 units, 2 x 60m2 units and a single unit of 120m2. They have a low carbon impact through low cost energy solutions. The COVID-19 crises held up tenancies being taken up but the units should be fully tenanted in the forthcoming months.

❖ Continued support to the Uist Economic Taskforce Working Group. ❖ Facilitated a Uist and Barra Housing Seminar to seek solutions to challenges associated with Housing in the area. ❖ Led the development of the Balivanich Regeneration Strategy and secured £223k from the Town Centre Fund to deliver a package of regeneration investments. ❖ Led the development of the Spaceport 1 project to develop low cast access to space from North Uist. ❖ A new Uist Population project has been initiated by the Comhairle and HIE.

• work closely with the community land sector in order to support their development aspirations. ❖ Comhairle officers played a key role supporting 9 community land buyouts; funding of c. £400k was approved to fund 8 projects achieve their development aspirations:

Group Award Project value West Harris Trust 100,000 2,169,486 North Harris Trust 35,000 706,776 The Pairc Trust 79,000 625,000 Carloway Estate Buyout 35,000 212,500 Barvas Estate Trust 35,800 745,264 Bernera Estate Buyout 30,000 100,000 Keose Glebe Steering Group 31,500 107,500 North Harris Trust 50,000 275,000

❖ Officers provide ongoing support to the sector post land acquisition with a range of tourism, new housing, and renewable energy projects designed to create local jobs and continue to reverse population decline.

Theme Communities Action/ ❖ Comhairle CCGF supported 26 community infrastructure projects with energy related elements within their projects. In the Isle Progress of Lewis Heritage Programme both Comann Eachdraidh Nis and Kinloch Hub created projects that had energy saving measures installed to ensure sustainability within their buildings. These elements within the overall projects such as new heating systems and wind turbine were delivered by working together with a number of partners, lowering carbon emissions and costs. ❖ The Outer Hebrides LEADER 2014-2020 Programme – contributed nearly £2.4m to 44 different community and business projects throughout the islands. These ranged from supporting the development of community-owned housing and marina’s, the establishment of new tourism (food and accommodation) and wellbeing businesses, educational, cultural and heritage projects and various collaborative projects with other parts of Scotland and Ireland which all supported the development of new initiatives and provided employment opportunities. The programme also provided £90k funding specifically to youth related projects to support the provision of new activities and opportunities and as this fund was allocated by young people it fuelled their interest and skills in economic and social development and regeneration.

• work closely with the community energy sector in order to support their development aspirations. ❖ Historically, the Comhairle has supported community generators to achieve financial close for wind turbine construction through grant and loan linked to the Feed-in-Tariff (<5MW) or Renewables Obligation (>5%) incentive schemes. These schemes have now closed and the only source of price support for community generators is the Auction-led ‘Contract for Difference’ scheme. Although much more challenging now, the Comhairle continues to support aspiring community generators through the CfD process while seeking opportunities for communities to become more involved in demand side activities such as direct-wire electricity supply, local Hydrogen production, active travel, e-car charging infrastructure etc – all ultimately part of an integrated Community Energy Plan.

• deliver the Comhairle’s Local Housing Strategy. ❖ The Comhairle and its partners are on target to deliver £25m of Housing investment, through the Affordable Housing Investment Programme. This will see 299 new affordable homes built throughout the Outer Hebrides. ❖ The Comhairle’s Home Energy Efficiency Programme (HEEPS) has delivered energy efficiency insulation measures to just under 800 houses since the LHS was approved in 2017. This has brought £4.7m of investment into the local economy, as well as helping bring households out of Fuel Poverty. ❖ The Comhairle and Integration Joint Board have delivered on average 100 Medical Adaptation Grants per annum. These grants enable elderly homeowners to remain in their own homes and helps improve their quality of life. ❖ The Comhairle’s Empty Homes Project has provided advice and support to the owners of Long-Term Empty homes, to encourage them to bring their property back in to use. Since 2018, over 75 properties have had action taken (refurbishment, sale, or demolition) by the owners. ❖ The Comhairle has developed its Rapid Rehousing Transition Plan to help Homeless clients move in to permanent tenancies quicker.

Theme Financial and Business Services Action/ • explore opportunities to develop a “community bank” (potentially through the HiScot Credit Union) in order to support Progress community-led regeneration. ❖ An option for a “community bank” was explored but Bank of England restrictions on Credit Unions mean that only 10% of all lending can be to community groups. At that time, given the size of the loan book, it was considered not worth pursuing. ❖ HI-Scot Credit Union celebrated 10 years in 2016. ❖ In 2018, HI-Scot expanded further by merging with Shetland Islands Credit Union.

• support financial inclusion activities in order to assist excluded groups to access mainstream services. ❖ Financial Inclusion support embedded in to mainstream Comhairle Revenues and Benefits activity. ❖ Since 2018, the financial gains have been £1,151,800.

• explore the potential of secure data storage sites as a means of embedding global internet-based businesses within the local economy. ❖ No significant progress to date. Activity will be carried forward into the new Economic Recovery Strategy.