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ANNEX 5
ACTIONS UNDER LEADER

LEADER in Scotland 2007-2013 is divided into four Actions:

Action 1: Local Development Strategies

1.1 This accounts for at least 65% of total LEADER resources.

1.2 Each LEADER Local Action Group has the option to select one of the top two themes indicated below plus another from the list and develop their local strategy based on these. Groups will prepare Business Plans that detail local priorities centred on the chosen theme(s), and delivering against the desired Scottish Executive outcomes, and the regional priorities.

1.3 Activities funded under Action 1 must focus on activities within the agreed Local Action Group area. In line with Leader+ LAGs should develop a transferable approach, be willing to share their experience and assist other Groups. All activities must complement and not duplicate the activities of other organisations, whether the source of funding is local, national, or European in origin. LAGs need to ensure that activities funded under Leader do not duplicate those which could be funded under the Structural Funds, the Fisheries Fund, or other parts of the Scotland Rural Development Programme ( SRDP). Checks will be carried out by the LEADER Managing Authority to ensure LEADER does not duplicate such activities.

1.4 The outcomes we hope to achieve through the SRDP are:

• business viability
• enhanced biodiversity and landscape
• improved water quality
• climate change
• enhanced development of rural communities

1.5 Themes for LEADER 2007 which will deliver the desired SRDP outcomes, especially -"Enhanced development of rural Communities," are:

LAGs will select one of the top two themes above, and have the option to select another from anywhere on the list if desired, and develop their local strategy under the theme(s) chosen.

1.6 Examples of the types of projects which Leader might support under these 5 themes are:

Revitalising Communities

Eligible projects are those involving rural transport initiatives, providing new or developing community facilities with particular emphasis on young people and other target groups, introducing or developing childcare provision, remote access IT provision to training courses/materials. In addition, improving access to areas of high environmental amenity, innovative approaches to local rural services eg community shops or services, or adding value to Post Office or enhancing the range of services locally - co-ordinating service provision as well as integrating delivery could be eligible under this theme.

Rural Community Capacity

LEADER support for community engagement, capacity building and developing a skilled local workforce would feature large under this scheme. Project examples could remote access IT provision to training courses/materials, training in traditional and new rural skills such as dyking, animal welfare or boat building, developing a skilled workforce through lifelong learning, capacity building with communities to engage fully (likely forerunner to a larger project). If possible two or more projects could be interlinked, e.g. new technology could add value to projects, or tourism could link to environmental gains.

New Markets and Products

Projects developing sectors with growth potential in particular rural areas, alternative crops, forestry, collaboration to develop new processes or production, sharing of know how and new technology, food quality marketing groups would all be eligible, as would niche markets, remote marketing through IT, and support to build markets through farmers markets, farm gate sales, and other alternative outlets (such as strategies to complement Rural Development Contracts measures and the SRDP to develop growth sectors). Also coming under this heading would be local and national markets for local products, identifying and targeting short break holidays, local traditions, language, assisting land managers develop new skills, build local markets such as farmers markets, develop clean technology, more efficient technology and renewable energy, products from farm and forest waste.

Progressive Rural Economy

Eligible projects might;

Conservation of the Rural Environment

Natural, Cultural and Heritage issues, which complement Rural Development Contract and Land Management Options regional priorities, are which are driven by the community and have a wide community benefit would be eligible under this theme. An example would be improving access to areas of high environmental or historical amenity and increasing the sense of local ownership of these assets through enhancement programmes. Developing tourist services and creating new recreational opportunities for local people and visitors through developing facilities to sites of natural heritage or historical value would also be eligible. Further examples are using IT to research and collate information about local features which will allow areas to exploit their distinctiveness, and restructuring forests to improve sustainability and provide recreational facilities.

LEADER is about innovative governance and innovative approaches, so where a community comes across an issue or blockage preventing development then LEADER should be prepared to support sound proposals to overcome the block. The Scottish Executive is looking for strategies which will develop rural areas using innovative approaches as well as tried and tested processes.

1.7 Outcome, Outputs and Impacts

LAGs will be established from partner organisations. Community representation (including industry and social partnership bodies, in addition to other representatives of civil society, e.g. land managers, women and youth organisations) will be at least 50% at the decision making level. Implementation of the local business plan is seen as the LAG's main role. General administration will be the responsibility of co-ordinators appointed by the LAG. Training and capacity building, both in the LEADER approach and proposed implementation, will be provided.

The main outcome for Axis IV of the Rural Development Regulation will be "Innovative governance and rural capacity building" which falls into the SRDP theme -"Enhanced development of rural Communities" and will lead to a strong and sustainable economy, critical to prosperous rural communities. The emphasis is therefore on diversifying and growing the rural economy through a focus on growth and adding value to Scotland's primary assets. There are particular challenges to service delivery in rural Scotland. Generally, Scotland's rural areas do not suffer from high concentrations of deprivation - this is more diffusely distributed with pockets situated within otherwise prosperous communities, leading to isolation and further exclusion from social and economic activity. Services that enable the relief of poverty and its effects are less likely to be accessible in rural areas, particularly to those reliant on public transport.

Outputs will be measured in terms of numbers of projects, beneficiaries, LAGs established, and LAG areas covered.

The Scottish Executive will be looking to capture the impact of LEADER in LAG areas and in Scotland as a whole based on indicators such as economic growth, creation of employment opportunities and improvement in rural community capacity. It is also the intention to measure "soft" impact indicators.

1.8 Beneficiaries under Action 2 will constitute private individuals sponsored by public bodies, LAGs, properly constituted organisations and social enterprises resident in, or responsible for, a selected LAG area.

Action 2: Support for Co-operation Between Rural Areas

2.1 Up to 15% of the Leader resources could be allocated to this activity.

The aim of the measure is:

• to achieve the necessary critical mass for projects to be viable
• to encourage LAGs to undertake complementary actions
• to add value to a project through the bringing together of complementary skills, know how, products and/or measures
• knowledge and skills transfer
• exchange of best practice

2.2 LAGs are expected to demonstrate a commitment to co-operation in one of the above forms in their Business Plans. It is expected that new LAGs and Groups will benefit from mentoring/exchange of information and experience with experienced LAG Groups, including any Groups outwith LEADER who are organised according to the LEADER principle. Activities under Action 2 must complement the Business Plan prepared for Action 1 and focus on the same theme(s).

2.3 There was a strong emphasis on cooperation between rural territories under the Scottish Leader+ programme. In order to build on this Scottish LAGs are expected to work in conjunction with one another and share experiences of best practice. This work is further extended through the opportunity for Scottish LAGs to work jointly with partners in England, Wales, and Northern Ireland (inter-territorial cooperation) as well as with other parts of the European Union (transnational co-operation).

2.4 Support for activities under Action 2 will only be given to LAGs that are awarded funding for Actions 1 and 3. Cooperation should include the implementation of a joint project and not just the shared exchange of knowledge, data and skills. Where co-operation projects have not been integrated into the local strategy and business plan the European Rural Development Regulation requires that they be selected by the Scottish Executive as Managing Authority and submitted before 31 December 2013.

2.5 Action 2 comprises two parts

• co-operation within Scotland and the United Kingdom
• trans-national co-operation

2.6 Co-operation within Scotland and the United Kingdom .

Under Leader+ a range of joint projects was developed involving LAGs from different parts of Scotland and the UK and wide experience was gained as a result. We now wish LAGs to build on this experience under the 2007-2013 programme and share that experience with new LAGs or less established LAGs.

This measure may be particularly relevant to Groups that have similar characteristics such as geographical, economic, or social features, in common with other parts of the UK, or face similar issues, challenges and opportunities.

2.7 Transnational co-operation

Support is available for transnational cooperation for joint projects developed by a LAG in Scotland and LAGs in other Member States of the European Union, as well as with Leader type groups in non EU countries. Similar experience under Leader+ has demonstrated that successful trans-national projects must be quality projects involving activities in all areas concerned.

Possible activities include:

• cultural festivals
• co-operatives creating a joint structure to manufacture and sell products
• hospitality, tourism training, youth rangers, media

2.8 Beneficiaries under Action 2 will constitute private individuals, LAGs, properly constituted organisations and social enterprises resident in, or responsible for, a selected LAG area.

Action 3: Local Action Group Running Costs

3.1 This Action focuses on the operating costs of the Local Action Group involved in implementing its local strategy and delivering the Business Plan.

3.2 LAGs will be able to claim a contribution towards their administrative, operational, monitoring and evaluation costs. This will include staff costs (including training of staff and LAG members) and any personnel involved in project implementation, and any other operational expenditure. These costs will be capped at 20% of the total budget awarded.

LAGs may, of course, elect not to use the maximum rate, which would free up funds available for operational expenditure.

3.3 The following are examples of types of activities which may be supported. This is an indicative list and Groups should not restrict themselves to it:

• core costs relating to the day to day running of the LAG
• staff and Management training
• travel costs for staff and LAG members
• animation and publicity of Leader in area
• LEADER events and related costs
• upkeep of strategy

3.4 Intermediate beneficiaries will be successful Local Action Groups who are implementing their local strategy and Business Plan. The ultimate beneficiaries will be community groups, businesses, individuals, local organisations and agencies who are working in the LAG area and likely to look to LEADER for support for their projects.

Action 4: Networking

4.1 A National Rural Network for Rural Development Programmes in the UK will be established by 2008 with an action plan listing the organisations and administrations taking part and a summary of the activities planned. The Scottish LEADER network will be a sub-group of this wider National Rural Network.

4.2 The exchange of experience, know how and achievement was a key priority under Leader II and Leader+. The intention is to build on the network experiences to date and advance this to an even higher level. The aim of Action 4 will be to deepen the knowledge of rural development by supporting actions to explore, understand and evaluate lessons learned from LEADER. Support will be provided for the networking of all rural areas, whether funded by LEADER or not, and for all organisations involved in rural development under this LEADER sub-network.

4.3 All LAGs will participate in a single LEADER networking organisation at Scotland- wide level which will offer the opportunity to share best practice. The LEADER network will provide the opportunity to feed into LEADERLAGs in England, Wales and Northern Ireland through their respective networks.

4.4 It is envisaged that a LEADER sub-network will deliver the following objectives:

• stimulate and facilitate co-operation between rural areas.
• draw out lessons learned, identify and disseminate best practice.
• optimise efficiency of the SRDP implementation by facilitating dialogue and transfer or experiences between LAG partnerships
• stimulate experimentation with new innovative approaches to rural development

4.5 Eligible activities under this Action might be:

• organisation of conferences, seminars, or workshops
• website and electronic data pages on the National Rural Development website
• translation facilities/ services
• links to EU network

4.6 The ultimate beneficiaries will be community groups, rural businesses, Local Authorities and other public agencies working in the rural environment.

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