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ANNEX 4
BUSINESS PLAN
1 General Information
1.1 This should be completed by 31 October using Section C of the template ( Annex 1).
1.2 Each LAG will be responsible for drawing up a Business Plan and updating it, normally each year. The Business Plans are designed to deliver the Local Development Strategy directing local action without being too prescriptive: setting the broad framework, including weightings where appropriate, within which decisions will be taken.
1.3 There is a broad range of activities which LAGs can potentially assist in support of the objectives of the Local Development Strategies. In practice there will be an uneven allocation of resources in the early stages of programme implementation as some activities are easier to fund, or certain groups or sectors are more effectively organised. The monitoring and amending of the Business Plan against actual delivery of the Strategy will ensure that LAGs ultimately fund a balance of activities, in line with their local Strategy. It is the Strategy and its delivery through the Business Plan which directs LEADER assistance in ways which will most benefit rural communities.
2 Finance and Value for Money
2.1 An indication is sought of the overall cost of implementing the proposed strategy including management costs. Potential LAGs should indicate their priorities for funding if successful; the grant rates they propose to use; the amount of funding partners are prepared to input to implementing the local development strategy; and the level of support they are seeking from the Scottish Executive by way of LEADER funding. The financial tables at Section D of the template attached at Annex 1 determine the overall position but a breakdown of the commitment from LAG partners to LEADER is required. We are looking for a commitment across the partnership and not just from a single source.
2.2 The Executive is looking for value for money and will wish to see detailed funding proposals in the Business Plan. While we expect LEADER funding to be matched clearly there is added value in the process if additional funding above that matching LEADER can be levered in.
2.3 A breakdown of management costs and project costs must be provided; the balance between them will be considered in determining value for money and the cost of similar projects from different potential LAGs may be compared. It is recognised that new groups may have higher management costs and low project expenditure initially. However over the period of the SRDP management costs will be pegged to a maximum of 20% of LEADER funding.
2.4 The funding profile to be used can be found in Section D of the Template ( Annex 1).
3 Project Selection
Potential LAGs may wish to note that applications from businesses, community groups, organisations, individuals where sponsored by a public body, and agencies will be sought and summarised for consideration. Project selection criteria are likely to be based around the following:
- strategic integration - direct links to local, national and European priorities
- complementarity with Business Plan
- evidence of need
- additionality - extent to which project would proceed without LEADER support
- leverage - amount of match funding from other sources
- value for money - measure of efficient use of resources
- project management - assessment of ability to deliver project based on ability to deliver outcomes
- innovation - assessment of how the process circumvents barriers to development
- equal opportunities - full equal participation of individuals and social groups by means of relevant policies
- community involvement - degree of participation, involvement and support and extent to which project will benefit rural community evidence will be required to substantiate
- sustainability - evidence of continuing benefit
- environmental impact - extent to which the project enhances or protects the environment
- transferability - ease of transferring ideas and lessons learnt to other projects, e.g. the Rural Network, SRDP, and Rural Development Contracts
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