northern ireland rural development programme

Transcription

NORTHERN IRELAND RURAL
DEVELOPMENT PROGRAMME
2014 -2020
INTERIM
LOCAL RURAL DEVELOPMENT
STRATEGY
Causeway Coast and Glens
Local Action Group Ltd
TABLE OF CONTENTS
DESCRIPTION OF DELIVERY ORGANISATION ................................................................. 1
EXECUTIVE SUMMARY ................................................................................................. 2
Overview of Rural Development Programme 2014-2020 .......................................... 2
Strategic Aim ............................................................................................................. 3
Analysis of Need ....................................................................................................... 3
Key findings............................................................................................................... 4
Interim Development Strategy ................................................................................... 5
Delivery ..................................................................................................................... 6
INTRODUCTION ............................................................................................................ 8
Overview of the Borough .............................................................................................. 8
Overview of the Local Action Group ............................................................................. 9
Equality Statement...................................................................................................... 10
SECTION 1 - ANALYSIS OF NEED ................................................................................ 11
1.1 Consultation Process ................................................................................................ 11
Surveys....................................................................................................................... 13
Meetings ..................................................................................................................... 14
Public Consultations ................................................................................................... 14
1.2 Analysis of Need ........................................................................................................ 17
Overview of Rural Development Programme 2014-2020 ........................................... 17
Statistical Analysis ...................................................................................................... 18
Demographics ......................................................................................................... 19
Education ................................................................................................................ 23
Employment ............................................................................................................ 25
Transport................................................................................................................. 32
Households ............................................................................................................. 33
Ethnicity .................................................................................................................. 38
Religion ................................................................................................................... 38
Multiple Deprivation Measures (MDM) .................................................................... 39
Economy ................................................................................................................. 41
Tourism ................................................................................................................... 45
Agriculture ............................................................................................................... 46
Key Findings from Consultation Process .................................................................... 47
Surveys ................................................................................................................... 47
Workshop with Elected Members ............................................................................ 48
Consultation Events on Rathlin Island..................................................................... 48
Public Consultation Events ..................................................................................... 50
European Strategies and Policies ............................................................................... 54
European Commission, Europe 2020 A European Strategy for smart, sustainable
and inclusive growth ................................................................................................ 55
Common Agricultural Policy .................................................................................... 55
Agri-Food Strategy Board, Going For Growth Strategy, April 2013 ......................... 56
European Association for Rural Development and Village Renewal, Rural
Roadmap, For Sustainable Development of European Villages and Rural
Communities ........................................................................................................... 58
Digital Agenda in the Europe 2020 Strategy ........................................................... 58
Central Government Strategies .................................................................................. 59
Department of Agriculture and Rural Development, Strategic Plan 2012-2020 ...... 59
Department of Agriculture and Rural Development, Tackling Rural Poverty and
Social Isolation Framework 2011-2015 ................................................................... 59
Department for Regional Development, Regional Development Strategy 2035 ...... 59
Department for Regional Development, Ensuring a Sustainable Transport Future: A
New Approach to Regional Transportation ............................................................. 61
Department for Social Development, Family Resources Survey Urban Rural Report
Northern Ireland 2012-13, Published 5th March 2015.............................................. 62
Department of Enterprise Trade and Investment, Innovation Strategy for Northern
Ireland 2014-2025, September 2014....................................................................... 62
Department of Enterprise, Trade and Investment, Innovation Survey of Micro
Businesses in Northern Ireland, Economic Research, December 2014 .................. 64
Northern Ireland Housing Executive Rural Action Plan 2013-2015 ......................... 65
Department for Regional Development, Rathlin Island Policy ................................. 65
Department for Regional Development, Rathlin Action Plan 2013-2015 ................. 66
OFCOM Information ................................................................................................ 66
DETI Information ..................................................................................................... 67
The Northern Ireland Broadband Improvement Project ........................................... 68
Superfast Rollout Programme – Phase 2 ................................................................ 68
Causeway Coast and Glens Council Strategies ......................................................... 69
Causeway Coast and Glens Borough Council, Council Strategy 2015-19 .............. 69
Causeway Coast and Glens Borough Council, Economic Strategy and Action Plan
2015-2018 ............................................................................................................... 70
Causeway Coast and Glens Borough Council, Tourism and Destination
Management Plan 2015-2020 ................................................................................. 72
Causeway Coast and Glens Borough Council, Community Development Strategy
2015-2018 ............................................................................................................... 73
Causeway Coast and Glens Borough Council, Audit of Community Centres/Halls –
Final Report, March 2015 ........................................................................................ 74
Causeway Coast and Glens Borough Council, Sport and Leisure Facilities Strategy,
August 2015 ............................................................................................................ 75
North East Digital Champion Digital Strategy Report .............................................. 75
Miscellaneous Strategies ............................................................................................ 76
Federation of Small Businesses Northern Ireland, Rural Roadmap: Unlocking the
potential of local businesses, May 2014.................................................................. 76
BBA - The Voice of Banking, Statistics Banking activity in Northern Ireland – Q1
2015 ........................................................................................................................ 78
Rural Network NI, Virtual Rurality: A Snapshot of Telecommunications in Rural
Northern Ireland ...................................................................................................... 79
1.3 Assessment of funding gaps/synergy ..................................................................... 80
SWOT Analysis........................................................................................................... 81
Gaps ........................................................................................................................... 84
SECTION 2 - INTERIM DEVELOPMENT STRATEGY ......................................................... 86
2.1 Strategic Aim .............................................................................................................. 86
2.2 Description of Proposed Strategy ............................................................................ 87
Vision .......................................................................................................................... 87
Strategic Objectives .................................................................................................... 87
Allocation of Funding .................................................................................................. 88
Timeline for Programme Delivery ............................................................................... 89
2.3 Strategy Priorities ...................................................................................................... 91
Rural Business Investment Scheme ........................................................................... 91
Supporting Information ............................................................................................ 92
Options for LAG ...................................................................................................... 95
Key Decisions ......................................................................................................... 96
Rural Basic Services Scheme..................................................................................... 98
Supporting Information ............................................................................................ 98
Options for LAG .................................................................................................... 101
Key Decisions ....................................................................................................... 102
Village Renewal Scheme .......................................................................................... 103
Supporting Information .......................................................................................... 104
Options for LAG .................................................................................................... 106
Key Decisions ....................................................................................................... 107
Broadband Scheme .................................................................................................. 108
Options for LAG .................................................................................................... 111
Key Decisions ....................................................................................................... 112
SECTION 3 – ADMINISTRATION/DELIVERY ................................................................. 114
3.1 Programme management ........................................................................................ 114
Administration / Delivery ........................................................................................... 114
Role of the Local Action Group Board (LAG Board) .............................................. 114
Sub-Groups, Their Role and Responsibilities........................................................ 115
Stages of Project Development ................................................................................ 116
Processing Applications............................................................................................ 118
Receipt of Application ........................................................................................... 118
Eligibility ................................................................................................................ 118
Competitive Programme ....................................................................................... 119
Minimum And Maximum Grant Amounts ............................................................... 119
Other Funding ....................................................................................................... 120
Previous Grants/State aid rules – de-minimus ...................................................... 120
Assessment Panels............................................................................................... 121
Review Process .................................................................................................... 121
Administrative Systems ............................................................................................ 123
Role of the Causeway Coast and Glens Borough Council: (CCGBC) ................... 123
Staffing .................................................................................................................. 123
Staff Roles ............................................................................................................ 125
3.2 Management / Reporting System ........................................................................... 126
SECTION 4 – COMMUNICATIONS AND PUBLICITY STRATEGY...................................... 128
4.1 Communications and Publicity Strategy and Plan ............................................... 128
Communication Strategy Key Messages and Objectives ......................................... 128
Communication with Key Audiences......................................................................... 129
Methods of Communication ...................................................................................... 130
Communication Activity per Main Theme ................................................................. 131
Indicative Costs ........................................................................................................ 133
Evaluation ................................................................................................................. 134
SECTION 5 - CO-OPERATION .................................................................................... 135
Options for LAG .................................................................................................... 136
Key Decisions ....................................................................................................... 137
SECTION 6 - FINANCIAL PLAN .................................................................................. 140
6.1 Programme Costs .................................................................................................... 140
Total Budget Allocation ............................................................................................. 140
Breakdown of Project Expenditure............................................................................ 140
Rural Business Investment Scheme ..................................................................... 140
Rural Basic Services Scheme ............................................................................... 141
Village Renewal Scheme ...................................................................................... 141
Rural Broadband Scheme ..................................................................................... 141
Co-Operation Scheme .......................................................................................... 142
Breakdown of Administration Expenditure ................................................................ 142
SECTION 7 – OUTPUT TARGETS ............................................................................... 145
7.1 Causeway Coast and Glens Local Action Group Intended Outputs ................... 145
DECLARATION – LOCAL ACTION GROUP .................................................................. 147
APPENDIX 1 – SURVEY TO STAKEHOLDERS .............................................................. 148
APPENDIX 2 – RURAL AREAS IN CAUSEWAY COAST AND GLENS BOROUGH .............. 151
APPENDIX 3 – DARD SCHEME SHEETS .................................................................... 152
APPENDIX 4 – RDP STAFF JOB DESCRIPTIONS ........................................................ 162
APPENDIX 5 – POTENTIAL CO-OPERATION PROJECT THEMES ................................... 176
Causeway Coast and Glens Local Action Group Interim Local Rural Development Strategy 2015
DESCRIPTION OF DELIVERY ORGANISATION
The Local Action Group:
Name of the Local Causeway Coast and Glens
Action Group:
Chair of LAG:
Patrick J Bradley BEM
Contact name:
Suzanne Irwin
Address:
Causeway Coast and Glens Borough Council
Headquarters,
Cloonavin,
66 Portstewart Road,
COLERAINE,
BT52 1EY
Telephone Number:
028 7034 7034
E-mail address:
suzanne.irwin@causewaycoastandglens.gov.uk
Civic
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EXECUTIVE SUMMARY
The purpose of this Section is to provide a summary of the key elements of the Interim
Strategy. In doing so, it provides an overview of the Rural Development Programme, the
Strategic Aim, a summary of the analysis of need and key findings, an outline of how the
Local Action Group will address the needs and a summary of the delivery arrangements that
are in place.
OVERVIEW OF RURAL DEVELOPMENT PROGRAMME 2014-2020
The Rural Development Programme is supported through CAP Pillar 2. The European Union
has three objectives for the development of our rural areas:

Improving the competitiveness of the agriculture, forest and food industries;

The sustainable management of the regions natural resources; and

The development of rural areas.
A budget of up to £623 million has been agreed with the Northern Ireland Executive for the
Rural Development Programme. This is made up of £186.5m of EU money and £186.5m of
DARD’s own money. The Northern Ireland Executive has also agreed to provide additional
funding of up to £250m to fund a ‘Farm Business Improvement Scheme’ as requested by
the Agri-Food Strategy Board in their ‘Going for Growth’ report.
There are six European Union priorities for rural development. The Local Action Group is
responsible for the delivery of Priority 6: Social inclusion, poverty reduction and rural
economic development.
The Causeway Coast and Glens area has been allocated £9.6 million budget which will be
available through the Local Action Group to meet Priority 6. There are six schemes available
under Priority 6:

Rural Business Investment Scheme

Village Renewal Scheme

Rural Broadband Scheme

Rural Basic Services Scheme

Leader Cooperation Scheme

Rural Tourism Scheme (£10million funding allocated for Northern Ireland managed
directly by DARD).
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The LAG is therefore responsible for the local delivery of the first five schemes.
STRATEGIC AIM
The Strategic Aim of the Causeway Coast and Glens Local Action Group, through the
implementation of Priority 6 of the Rural Development Programme, is “To improve the
quality and sustainability of local social and economic life and create a high quality
experience for all rural residents in the Borough”.
This Interim Local Rural Development Strategy will assist the Causeway Coast and Glens
Local Action Group in the management of their funding allocation under Priority 6 of the
Rural Development Programme 2014-2020 for the Causeway Coast and Glens Borough.
Throughout the development of the Interim Strategy, the Local Action Group used the
LEADER bottom-up approach to consult and ensure that the needs identified and the
subsequent actions meet the needs of the rural community in the Borough.
ANALYSIS OF NEED
The analysis of need has been completed through both primary and secondary research
using a variety of sources and methods to inform the Interim Strategy. In preparation for the
primary research, the Board undertook a Stakeholder Analysis to identify the key
stakeholders in the rural areas.
The primary research was completed in the form of public consultation events, surveys and
meetings with stakeholders to gather the views of the rural community in the Borough.

The Local Action Group held eight public consultation events between August and
October 2015. Five of the events were facilitated by the Rural Development Council and
were held in a variety of locations across the Borough to promote inclusion and
encourage attendance by rural communities. The remaining three events were facilitated
by Board members and the Council Rural Development staff. In total, 153 individuals
attended the consultation events

Surveys were sent to stakeholder groups to allow for feedback from those unable to
attend public consultation events. In order to ensure consistency, the surveys followed
the same framework as the consultation events.
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
A number of meetings were held between August and October 2015 with other
stakeholders to help inform different elements of the Interim Strategy and the
Programme.
The secondary research was completed through a statistical analysis and an analysis of
existing strategies and policies.

The Statistical Analysis includes the key socio-economic statistics for the rural areas of
the Borough. Information at a Super Output Area level and a Settlement level has been
used for the Census statistics and it has been further broken down into the sections
focusing on the different sectors of the community, including children and young people,
women, older citizens, ethnic and minority groups, as well as the rural and business
community.

A range of relevant European, Regional and Council Strategies and Policies have also
been taken into consideration by the Board to ensure an awareness and
complementarity between this Interim Strategy and other regional and local priorities.
On the basis of the information gathered through the analysis of need, the Board has
completed a SWOT analysis for the rural areas of Causeway Coast and Glens Borough and
a Gap analysis to highlight the identified needs that are not within the remit of Priority 6 of
the Rural Development Programme.
KEY FINDINGS
The following is a summary of the overarching elements identified through the analysis of
need for the Causeway Coast and Glens Interim Strategy:

Job creation is the priority,

Promoting social inclusion,

Poverty reduction,

Economic prosperity,

Opportunities for young people,

Business opportunities for women,

Basic service provision,

Village enhancement – vibrant villages,

Good community infrastructure,

Delivering rural development in our area,
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
Meeting rural community needs,

Empowering local people to get more involved in their community issues and also
empowering business people to be better entrepreneurs.
INTERIM DEVELOPMENT STRATEGY
Having taken account of the analysis of need, the Interim Development Strategy outlines
how the Board proposes to address the need in the rural areas through their strategic
objectives, the prioritisation of and allocation of funding to Schemes, maximum grant
allowances per activity and the timeline for delivery.
The Strategic objectives for each Scheme in the Causeway Coast and Glens Borough are
as follows:






91 jobs created (FTE)
39 businesses supported
4 people completing bespoke training
65 beneficiaries/people receiving capital grants for their business
3 businesses supported to introduce/expand e-business
3 businesses who have started to export as a result of the grant
Basic Services Scheme


1,300 people benefitting from improved services / infrastructure
13 projects supported for investment in local basic services for the rural population
Rural Village Renewal Scheme




650 people benefitting from village renewal projects
13 villages supported to draw up or enhance village development plans
7 projects supported for investments in village development
7 derelict / vacant properties brought back into use
Broadband Scheme


1 operation for investment in broadband infrastructure and access to broadband,
including e-government services
10 people benefitting from new or improved IT infrastructures (eg broadband internet)
Co-operation Scheme


7% of the budget will be allocated to Co-operation projects
At least 2 Co-operation projects to be developed
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In order to meet these Objectives, the Local Action Group has prioritised the allocation of
funding per Scheme depending on the needs identified for the area.
The Rural Business Investment Scheme has been prioritised to receive the largest allocation
of 47% (£3,714,000), the Rural Basic Services Scheme has been apportioned 28.5%
(£2,245,000), the Village Renewal Scheme has been assigned 15% (£1,186,000), the
Cooperation Scheme has been apportioned the 7% stipulated by DARD (£525,000) and the
Broadband Scheme has been allocated 2.5% (£200,000). These funding allocations will be
reviewed on an ongoing basis to ensure spend against each Scheme and the continued
meeting of needs in the rural areas.
The LAG Board has also developed a timeline for Programme delivery which outlines
proposed dates for Funding Workshops, Calls for Applications and Assessment phases per
Call per Scheme. The Animation phase will run throughout the Programme with each new
phase to raise awareness of the Programme, the Schemes and the requirements for
applicants running for the 3 month period prior to a Funding Workshop.
The initial
Programme Animation phase will run from January to March 2016. Depending on the
interest in Calls and the allocation of spend per Scheme, the timeline is subject to review
throughout the Programme period.
Calls for each Scheme have been scheduled as follows:
Rural Business Investment Scheme –
4 Calls for Applications
April 2016
April 2018
February 2017
January 2019
Rural Basic Services Scheme – 4
Calls for Applications
September 2016
May 2018
August 2017
February 2019
Village Renewal Scheme – 2 Calls for
Applications
September 2016 January
2018
(Village Plans)
(Capital)
Broadband Scheme – 1 Call for
Applications
April 2017
DELIVERY
Causeway Coast and Glens Local Action Group Board is responsible for the delivery of
Priority 6 of the Rural Development Programme on behalf of the Department of Agriculture
and Rural Development (DARD). In carrying out this role, the Board will establish sub6
groups, assessment panels and review panels as required in line with the DARD
requirements.
The administrative support for the Local Action Group is provided by
Causeway Coast and Glens Borough Council through an administrative unit.
In addition, there is a full Communications and Publicity Strategy and Plan in place to ensure
maximum exposure to the details of the Programme, to raise awareness of the funding
opportunities and to publicise the success of the Programme.
This Interim Strategy will be reviewed following the publication of the Causeway Coast and
Glens Borough Council Community Plan to ensure that it continues to meet the needs of the
rural community in the Borough.
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INTRODUCTION
This Interim Strategy for the Causeway Coast and Glens Local Action Group (LAG) is their
strategy for the implementation and management of Priority 6 of the Rural Development
Programme 2014-2020.
The Interim Strategy is structured as follows with an Executive Summary; an Analysis of
Need including a statistical analysis, the key findings from the consultation process, an
overview of relevant strategies and policies, and an assessment of the funding gaps; the
Interim Development Strategy including the strategic vision and objectives and the strategy
priorities; the Administration and Delivery arrangements; the Communications and Publicity
strategy; an overview of the Co-operation Scheme; the overall Financial Plan for the project
expenditure and the administration expenditure and the local Output Targets for the
Programme.
The Interim Strategy will be reviewed in line with the Causeway Coast and Glens Borough
Council Community Plan in early 2017 to ensure it continues to meet the needs of the rural
community for the Borough.
OVERVIEW OF THE BOROUGH
In line with the Local Government Act (Northern Ireland) 2014, the four Councils of
Ballymoney, Coleraine, Limavady and Moyle merged on the 1st April 2015 to form the new
Causeway Coast and Glens Borough Council.
The new Council boundary is home to approximately 140,000 residents, is almost 2,000 km2
and takes in some of the most magnificent landscapes on the island of Ireland, from the rich
coastal environments of the north coast stretching from Lough Foyle to the Glens of Antrim
and Rathlin Island, and south as far as the Sperrin Mountains. With its pristine Blue Flag
beaches, championship golf courses and views of Donegal to the north-west and Scotland
to the north-east, the dramatic coastline is considered one of the most scenic in Europe.
There are almost 120 designated environments within the new district, including National
Nature Reserves, Areas of Outstanding Natural Beauty, and the famous World Heritage Site
of the Giant’s Causeway.
8
The area has a mix of independent and multiple retail centres attracting shoppers and
visitors from all over the wider region. There are strong links with the agricultural sector, with
around 1,000 farms and many spin-off businesses and industries forming an important part
of the employment mix.
With the Causeway Coastal Route encompassing the Glens of Antrim to Lough Foyle, a
burgeoning tourism sector has become an important contributor to the local economy,
mixing a wide range of accommodation, activity and entertainment providers. The area has
a range of top-class education facilities with several further and higher education institutions.
The University of Ulster’s Coleraine Campus is also situated in the area. Course provision
is broad – biomedical sciences, environmental science and geography, psychology,
business, the humanities and languages, film and journalism, travel and tourism, teacher
training and computing.
The following map shows the geographical area covered by Causeway Coast and Glens
Borough Council, alongside the other ten new Council boundaries.
MAP: Revision of Council Boundaries – Review of Public Administration Northern Ireland 2015
OVERVIEW OF THE LOCAL ACTION GROUP
The Causeway Coast and Glens Local Action Group Ltd is a registered company limited by
guarantee and currently has 281 registered members in the ‘Wider LAG’. These members
9
represent the rural business, farming, voluntary and community sectors in the Borough. The
wider LAG members have an active support role for the Company in the promotion of the
opportunities offered by the Rural Development Programme through their personal
networks.
The Local Action Group has 18 Board members who are the Directors of the Company and
who provide strategic oversight and leadership to the Company. The Board membership is
comprised of 8 Elected members nominated from within the Council and 10 Social partners
nominated from the wider LAG members.
EQUALITY STATEMENT
In terms of equality requirements, as the Managing Agent, the Department of Agriculture
and Rural Development undertook an Equality Impact Assessment on the overall Rural
Development Programme 2014-2020. In addition, a Section 75 Equality and Good Relations
screening exercise was completed on the Interim Strategy and it was assessed as having
no potential detrimental impact.
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SECTION 1 - ANALYSIS OF NEED
As part of the DARD guidance to Local Action Groups on the completion of an Interim
Strategy, DARD has specified a number of Themes for Intervention, as shown below:
1) To increase economic activity and employment rates within the wider rural economy
through encouraging and supporting the creation and development of micro and smaller
enterprises including on-farm diversification into non-agricultural activities and tourism.
2) To maintain and improve the living conditions and general wellbeing of rural dwellers
through the provision of more, better and sustainable basic services.
3) To regenerate villages and their surrounding areas by improving their economic
prospects, their appearance and the quality of life of village dwellers.
4) To provide community based solutions to broadband black spots in rural areas.
5) To assess the need for projects which tackle rural poverty and social isolation, and to
link into other Government and EU Strategies on poverty and isolation where this is
possible.
In keeping with these Themes for Intervention, this Section of the Interim Strategy details
the consultation process used, provides detail on the analysis of need and provides an
assessment of the gaps in rural areas in the Causeway Coast and Glens Borough.
1.1 CONSULTATION PROCESS
This section details the consultation process used by Causeway Coast and Glens Local
Action Group to ensure that all residents of the Borough and all Section 75 groups were
given an equal opportunity to consider the appropriate socio-economic data for the area and
to have an input to the Interim Strategy.
Causeway Coast and Glens Local Action Group undertook a number of consultations
between July and October 2015, using a variety of methods to get feedback and to inform
the interim Rural Development Strategy.
In preparation for the consultations, on the 25th June 2015, the LAG Board considered the
key stakeholders that should be targeted to ensure that the Interim Strategy is well informed
by the needs of the various rural groups and communities.
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In doing so, the LAG identified their main stakeholder groups as follows:
Rural
Community
CC&G
Council
Agencies
LAG
Departments
Others
Wider LAG
The following table shows the variety of stakeholders identified in each of the main groups.
LAG Stakeholder List
Wider LAG
Rural Community
CC&G Council
Agencies /
Departments

























281 members
Churches
Schools / Youth Providers
Community Groups
Businesses
Farmers Groups
Community Interest Groups
Residents
Prosperity and Place
People and Culture
Tourism, Recreational Activities and Amenities
Health, Wellbeing and Sport
Environmental Services
Policy / Community Planning
Elected Members
DARD
NIHE
PSNI
Health
Education Authority and Youth Service
DRD
DETI / INI
University
Surestart
Further Education providers
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Others













Transport
Fire Service
Chambers of Commerce
CAB
Farming Unions
Sports Clubs
Young Farmers Clubs
RCN / RDC
Enterprise Agencies
Community Networks
MLAs / MPs
Voluntary sector e.g. Homestart
Orange Order
As previously stated, there were a number of methods of consultation used to gather the
opinions of the rural community and the stakeholders – surveys, meetings and public
consultation events.
SURVEYS
A survey was developed as an alternative method of feedback for stakeholders who were
unable to attend the public consultation events. In order to maintain consistency the same
survey was sent to each different stakeholder group and was based on the same questions
that were asked at the public consultation events.
In the identification of the Council Equality groups, the list of identified groups was provided
by the Causeway Coast and Glens Borough Council Head of Policy.
The survey was based around the key themes of the Rural Development Programme, with
an introduction and background about the Programme, the LAG and the Interim Strategy
development; a section about the challenges, issues and gaps that need to be addressed;
a section about the types of actions stakeholders would suggest should be supported; and
a section around prioritising groups, villages and the spend. A copy of the survey is available
for information at Appendix 1.
Due to the time constraints, the survey was e-mailed to stakeholder groups on a stepped
approach:
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Stakeholder Group
LAG Wider membership
Agencies
Council Equality groups
Council Heads of Service
Deadline for return
2nd September 2015
7th September 2015
25th September 2015
14th October 2015
Number of surveys sent
181*
20
370
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* Whilst there are 281 members in the wider LAG membership, only 181 provided e-mail details
during the registration process.
MEETINGS
Between August and October 2015, the Council’s Rural Development staff had a number of
meetings to help inform the different elements of the Interim Strategy and the Programme.

Meetings were held with Council’s Community Development section and North Antrim
Community Network to discuss the Village Renewal theme of the Programme and
the levels of community support being provided for rural communities,

Meetings were held with Council’s Tourism section to discuss the Village Renewal,
Basic Services and Strategic Tourism themes of the Programme,

Meetings were held with Mid and East Antrim LAG and Inishowen LAG to explore
potential joint Co-operation projects,

A meeting was held with the Northern Ireland Housing Executive Rural section to
gather information and to consider the potential for complementary working
arrangements to allow for possible match funding allocations for rural projects.
PUBLIC CONSULTATIONS
Between August and October 2015, the LAG held five public consultation sessions facilitated
by the Rural Development Council and three additional consultation sessions facilitated by
LAG Board members and the Rural Development Programme staff from Council.
The sessions were widely promoted to encourage attendance. Information promoting the
sessions was published in the local press, invite e-mails were sent to the key stakeholders
identified by the Board, information was posted on Council and partner websites, e-mails
were forwarded to groups through the Community Networks, information was shared on
social media sites and communities and individuals were informed through word of mouth.
Geographical locations were chosen throughout the Borough to promote inclusion and ease
of attendance for all rural residents and all locations met Council’s access requirements.
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The purpose of the sessions were:

To begin the Interim Strategy Development Process,

To remind attendees of the purpose of the Local Development Strategy (LDS),

To review the content of a LDS document,

To consider the steps involved in the Interim Strategy Development Process,

To carry out a series of initial needs identification and prioritisation exercises with
the LAG Board, its members and the wider community.
Consultation session
Loughgiel Millennium Centre
Garvagh Community Centre
The Glens Hotel, Cushendall
Roe Valley Arts and Cultural
Centre, Limavady
Bushmills Community Centre
Rathlin Island (2 sessions)
Elected Members
Date
Monday 17th August 2015
Tuesday 18th August 2015
Wednesday 19th August 2015
Thursday 20th August 2015
Attendance
19
21
48
36
Monday 24th August 2015
Wednesday 16th September
2015
Thursday 1st October 2015
7
9
13
All consultation sessions followed the same format to ensure consistency of opportunity for
input across the Borough. This consisted of an introduction by the Programme Manager
and lead LAG Board members as below:

Angela O'Hagan - Loughgiel,

Anne Clyde - Garvagh,

Margaret Ann McKillop - Cushendall,

Alan Hunter – Limavady,

Patsy Bradley – Bushmills, and

Patsy Bradley and Dermot Nicholl – Rathlin Island.
The Rural Development Council presented an overview of the current status of the
Causeway Coast and Glens LAG structure, key statistics for the Borough, an update on the
Interim Strategy and Animation Funding, and progress to date on the new Programme (with
an indicative timeline). This presentation was undertaken by the Programme Manager on
Rathlin Island. Those in attendance then proceeded to participate in a series of exercises
to commence the Interim Strategy Development Process.

Exercise 1: Priorities - Identifying the Development Priorities for the area,

Exercise 2: Match Maker - Aligning Need to RDP Priorities,
15

Exercise 3: Making it Happen - Identifying Actions to address Development Priorities,

Exercise 4: Budget - Allocating the Budget.
Exercise 1: Causeway Coast and Glens Rural Development Priorities
The participants were invited to reflect on the rural development needs of Causeway Coast
and Glens, taking into consideration the following:

The key rural challenges and issues that need addressed,

The key opportunities that exist for rural areas and people that require support,

How rural Causeway Coast and Glens will look in 2020.
Participants were arranged into five groups, with 4-8 people in each group (depending on
the attendance rate in each area). With the smaller attendance in Bushmills and on Rathlin
Island, the exercises were completed as one group at each session.
Participants recorded their ideas on individual post-it notes which fed into Exercises Two
and Three.
Exercise 2: Match Maker – Aligning Needs to RDP
The participant groups took their post-it notes and placed them on a flip chart, aligned to the
Rural Development Programme Schemes, as follows:





Other (Cooperation was not considered at this stage)
This exercise was designed to identify if the needs presented by the Board and wider
community could be addressed through the Programme Schemes.
Exercise 3: Making it happen
Having identified the key priorities for the area, Board members and wider community
participants proceeded to consider the actions that could be undertaken to take forward
these priorities. Participants were asked to also consider other programmes which could
support these development priorities where there was no apparent strategic fit with the Rural
Development Programme.
Participants considered the potential benefit of using
Cooperation actions to address the priorities.
16
Exercise 4: Setting the Budget
Each group was allocated an envelope containing cheques to the value of £7.5 million (the
value of the area’s allocation £9.6m less 22% Admin Costs). Participants were invited to
prioritise spend against each of the Programme Schemes.
Elected Members Workshop
In addition to the public consultation events, a specific Workshop was held with Elected
Members from Causeway Coast and Glens Council on Thursday 1 st October 2015. Thirteen
Elected members attended and the Programme Manager gave an overview of the Rural
Development Programme and the LEADER Priority 6 element, the key statistics for the
Borough, what stage the Interim Strategy development is at, timescales and asked the
Elected members to consider four questions:

The key rural challenges/issues that need to be addressed in the Borough,

The key opportunities that exist for the rural areas of the Borough,

Who the programme should target, and

What activities it should support.
1.2 ANALYSIS OF NEED
This section provides detail on the analysis of need that has been completed. This is based
on the statistical socio-economic analysis of the area, the outcome of the consultation
events, surveys, workshops and meetings and is also informed by a number of European,
Northern Ireland and Council based Strategies.
Throughout, the analysis of need is
consistent with the priorities of the Northern Ireland Rural Development Programme
2014-2020.
OVERVIEW OF RURAL DEVELOPMENT PROGRAMME 2014-2020
The Rural Development Programme is supported through CAP Pillar 2. The European Union
has three objectives for the development of our rural areas:

Improving the competitiveness of the agriculture, forest and food industries;

The sustainable management of the regions natural resources; and

The development of rural areas.
A budget of up to £623 million has been agreed with the Northern Ireland Executive for the
Rural Development Programme. This is made up of £186.5m of EU money and £186.5m of
DARD’s own money. The Northern Ireland Executive has also agreed to provide additional
17
funding of up to £250m to fund a ‘Farm Business Improvement Scheme’ as requested by
the Agri-Food Strategy Board in their ‘Going for Growth’ report.
There are six European Union priorities for rural development:
1. Knowledge transfer and innovation in agriculture, forestry and rural areas
2. Farm competitiveness and risk management
3. Food chain organisation
4. Restoring and enhancing ecosystems
5. Promoting resource efficiency
6. Social inclusion, poverty reduction and rural economic development
The Causeway Coast and Glens area has been allocated £9.6 million budget which will be
available through the Local Action Group to meet Priority 6. There are six schemes available
under Priority 6:





Leader Cooperation Scheme

Rural Tourism Scheme (£10million funding allocated for Northern Ireland managed
directly by DARD).
The LAG is therefore responsible for the local delivery of the first five schemes.
STATISTICAL ANALYSIS
This sub-section of the Interim Strategy considers the statistics that reflect the composition
of the rural community.
Causeway Coast and Glens Local Action Group commissioned Sproule Consulting to
undertake a Statistical Analysis to inform the Interim Strategy. The full report draws upon
the following sources of information:

Agricultural Farm Census,

Causeway Coast and Glens Borough Council,

Department of Enterprise, Trade and Investment (DETI),

Inter-Departmental Business Register (IDBR), and
18

Northern Ireland Statistics and Research Agency (NISRA).
In the analysis of the NISRA Census data, the report considers the information at Super
Output Area (SOA) level and Settlement level in comparison to the overall Borough data
and the Northern Ireland data. The report is further broken down into Sections that focus
on the various sectors of the community, including, children and young people, women, older
citizens, ethnic and minority groups, as well as the rural and business community.
A number of the key socio-economic statistics are reflected within this Interim Strategy.
Unless it states otherwise, all statistics shown are relevant to the Causeway Coast and
Glens Borough Council Rural Super Output Areas but the analysis may also refer to key
Rural Settlement data for the Borough if it is deemed to be of interest because it is above or
below the Northern Ireland average. A copy of the Super Output Areas and Settlement
areas are included at Appendix 2. A copy of the full Statistical Analysis is available on
request.
The most relevant statistical data within the Tables has been highlighted in red throughout
this document to aid the reader.
DEMOGRAPHICS
The following tables provide information from the Census 2011 in relation to Age groups,
Gender and Population variations (past and projected).
Age groups
The information contained within the Census – Age Groups Table and the analysis is the
combined information from Tables 25, 49 and 78 in the full Statistical Analysis report.
Children and Young People

As can be seen from the Table, on an overall basis, there is a slightly higher proportion
of Rural SOA residents aged between 5-15 years as compared to Northern Ireland.
There is a slightly lower proportion of Rural SOA residents aged between 0-4 and 18-24
years than in Northern Ireland.

More detailed analysis of the Census data in the SOAs shows a high degree of variation
between the percentages of: age 0-4 years in Dunluce (3.72%) and Gresteel_2
19
(10.56%); aged 10-14 years in Magilligan (5.07%) and Glenariff (9.29%); aged 20-24
years in Dunluce (4.07%) and Gresteel_2 (10.89%).
Adults aged 25-59 years

On an overall basis, there is a slightly higher proportion of Rural SOA residents aged
between 30-59 years compared to Northern Ireland. There is a slightly lower proportion
of Rural SOA residents aged 25-29 years compared to Northern Ireland.

The mean age of the population in Rural SOAs (37.94), was slightly higher compared to
Northern Ireland (37.84). The median age of the population in Rural SOAs (38.14) was
also slightly higher than the Northern Ireland figure (37.48).

More detailed analysis of Census data shows a high degree of variation between the
percentages of: aged 25-29 years in Dundooan_1 (3.99%) and Gresteel_2 (13.51%);
aged 30-44 years in Dunluce (15.03%), Dundooan_1 (15.98%) and Gresteel_2
(27.67%); aged 45-59 years in Gresteel_2 (12.33%) and Dundooan_1 (24.84%); mean
age of population in Gresteel_2 (28.35) and Dunluce (46.25); median age of population
in Gresteel_2 (28) and Dunluce (50).
Adults aged 60+ years

On an overall basis, there is a slightly higher proportion of Rural SOA residents aged 6064 years compared to Northern Ireland. There is a slightly lower proportion of Rural SOA
residents aged 75-90+ years compared to Northern Ireland.

Further analysis of Census data shows a high degree of variation between the
percentages of: aged 60-64 years in Gresteel_2 (2.30%) and Dunluce (8.94%); aged 6574 years in Gresteel_2 (2.03%) and Dunluce (14.62%); aged 75-84 years in Gresteel_2
(0.52%) and Bonamargy, Rathlin and Glenshesk (8.39%).
Settlements

Analysis of Rural Settlement data shows a high degree of variation between the
percentages of:
o 0-4 year olds in Portballintrae (2.83%) and Bendooragh (11.41%);
o 5-7 year olds in Portballintrae (1%) and Bendooragh (5.31%);
o 10-14 year olds in Portballintrae (3.49%) and Feeny (9.28%);
o 18-19 year olds in Portballintrae (0.83%) and Ballykelly (3.51%);
o 20-24 year olds in Portballintrae (3%) and Dungiven (8.27%);
o 25-29 year olds in Castlerock (4.14%) and Rasharkin (10.04%);
o 45-59 year olds in Bendooragh (12.38%) and Cushendall (22.97%);
20
o 60-64 year olds in Bendooragh (2.89%) and Portballintrae (10.48%);
o 65-74 year olds in Bendooragh (4.98%) and Portballintrae (20.30%);
o 75-84 year olds in Feeny (1.74%) and Portballintrae (13.64%).
Census - Age Groups
All usual residents
Age 0-4 years
Age 5-7 years
Age 8-9 years
Age 10-14 years
Age 15 years
Age 16-17 years
Age 18-19 years
Age 20-24 years
Age 0-24 years
Age 25-29 years
Age 30-44 years
Age 45-59 years
Age 60-64 years
Age 65-74 years
Age 75-84 years
Age 85-89 years
Age 90+ years
Age 60 and Over
Age 65 and Over
Mean age of population
Median age of population
Rural – SOA
Northern Ireland
F
%
F
%
75,480 100.00 1,810,863
100.00
4,983
6.60
124,382
6.87
2,834
3.75
67,662
3.74
1,952
2.59
43,625
2.41
5,306
7.03
119,034
6.57
1,048
1.39
24,620
1.36
2,146
2.84
51,440
2.84
1,862
2.47
50,181
2.77
4,906
6.50
126,013
6.96
25,037
33.17
606,957
33.52
4,600
6.09
124,099
6.85
15,786
20.91
373,947
20.65
14,889
19.73
347,850
19.21
4,070
5.39
94,290
5.21
6,425
8.51
145,600
8.04
3,466
4.59
86,724
4.79
848
1.12
21,165
1.17
359
0.48
10,231
0.56
15,168
20.10
358,010
19.77
11,098
14.70
263,720
14.56
37.94
37.84
38.14
37.48
-
Gender Profile
The information contained within the Census – Residents Table and the analysis is the
combined information from Tables 35 and 129 in the full Statistical Analysis report.
As can be seen from the Table, Rural SOAs have a lower proportion of female residents
compared to Northern Ireland and a higher proportion of male residents compared to
Northern Ireland.
21
Female

Analysis of Census data shows a high degree of variation between the percentages of
females in Magilligan (40.22%) and Castlerock_2 (51.88%) and Ballylough and
Bushmills (51.88%).

Further analysis of Rural Settlement data shows a high degree of variation between the
percentages of females in Waterfoot (47.88%) and Bushmills (53.36%).
Male

Analysis of Census data shows a high degree of variation between the percentages of
males in Castlerock_2 (48.12%), Ballylough and Bushmills (48.12%) and Magilligan
(59.78%).

Analysis of Rural Settlement data also shows a high degree of variation between the
percentages of males in Bushmills (46.64%) and Waterfoot (52.12%).
Census – Residents
All usual residents
Usual residents: Females
Usual residents: Males
Rural - SOA
Northern Ireland
F
%
F
%
75,480
100 1,810,863
100
37,112 49.17
923,540
51
38,368 50.83
887,323
49
Population Variation
The information and the analysis contained within the following section is from Tables 130
and 131 in the full Statistical Analysis report.
As can be seen from the Census – Population Totals – 2001-2014 Table Rural SOAs
have a population of 76,648, representing 4.16% of the Northern Ireland population. This is
an increase from 2001 of 8,250 rural residents which is reflected as a 12.06% change as
compared to the 8.98% change in the Northern Ireland total.
Census – Population Totals – 2001-2014
2001
2014
Difference
Rural - SOA
Northern Ireland
F
%
F
%
68,398
4.05 1,688,838
100
76,648
4.16 1,840,498
100
8,250
151,660
-
22
As can be shown from the Census – Population Predictions – 2015-2037 Table, the
predicted population for the Causeway Coast and Glens Borough for 2015 is 142,757, which
is estimated to increase by 1.9% to 144,128 by 2037.
Census – Population Predictions – 2015-2037
CC&G
2015
2037
F
142,757
144,128
%
7.71
7.19
Northern Ireland
F
%
1,851,573
100
2,004,549
100
A further breakdown per age group can be seen in the Projected populations at mid-years
by age last birthday Table. The table shows that between 2015 and 2037 there is a
projected decrease in all age groups up to the age of 59 and a projected increase in age
groups 60+ with a substantial increase in the 75 and over age group.
Projected populations at mid-years by age last
birthday
Thousands
0-14
15-29
30-44
45-59
60-74
75 & over
2015
26,451
27,351
26,815
29,930
21,534
10,676
All ages
142,757
2037
Difference
22,659
-3,792
24,088
-3,263
21,677
-5,138
26,337
-3,593
28,380
6,846
20,987
10,311
144,128
1,371
EDUCATION
The information and the analysis contained within the following section is from Table 119 in
the full Statistical Analysis report.
As can be seen from the Census – Qualifications and Students Table, Rural SOAs have
a higher proportion of residents who are aged 16+ with either No qualifications, a Highest
level of qualification at Level 2, a Highest level of qualification as an Apprenticeship, and
have a higher proportion of Full-time students Aged 18-74 years who are Economically
Inactive as compared to Northern Ireland.
The Table also shows that Rural SOAs have a lower proportion of residents aged 16+ who
have either a Highest level of qualification at Level 1, Level 3, Level 4 or Other qualifications
as compared to Northern Ireland. Rural SOAs also have a lower proportion of residents
23
aged 18-74 years who are Full-time students, Full-time students in employment, and Fulltime students who are Unemployed as compared to Northern Ireland.
Further analysis of Census data shows a high degree of variation between the percentages
of those aged 16+ years with:

No qualifications in Gresteel_2 (17.44%) and Ballylough and Bushmills (42.26%);

Highest level of qualification being Level 1 qualifications in Glack (8.8%), Forest
(13.68%) and Gresteel_2 (13.83%);

Highest level of qualification being Level 2 qualifications in Magilligan (13.16%)
Ringsend (13.42%), Dungiven (13.59%), Bonamargy, Rathlin and Glenshesk
(13.62%), Ballylough and Bushmills (13.71%) and Gresteel_2 (19.12%);

Highest level of qualification being Level 4 qualifications in Magilligan (15.17%),
Ballykelly (15.21%) and Castlerock_2 (30.35%);

Full-time students aged 18-74 years who are in employment in Ballyhoe and Corkey
(11.84%) and Macosquin (52.86%);

Full-time students aged 18-74 years who are unemployed in Killoquin Lower (0%),
Dunluce (0%) and Carnmoon and Dunseverick (16.36%);

Full-time students aged 18-74 years who are Economically Inactive in Macosquin
(40%) and Ballyhoe and Corkey (78.95%).
Settlements
Further analysis of Rural Settlement data for those aged 16+ years shows a high degree of
variation between the percentages of residents with:

No qualifications in Bendooragh (22.12%) and Bushmills (48.21%);

Highest level of qualification being Level 1 in Castlerock (8.93%) and Bendooragh
(18.81%);

Highest level of qualification being Level 2 in Ballybogy (12.04%) and Waterfoot
(20.60%);

Highest level of qualification being Level 3 in Bushmills (7.08%) and Ballybogy
(14.50%);

Highest qualification being Level 4 and above in Bushmills (11.83%) and Castlerock
(32.14%);

Highest level of qualification being other qualifications in Balnamore (1.6%) and
Rasharkin (6.82%);
24

Full-time students aged 18-74 years who are in employment in Dunloy (18.18%) and
Ballybogy (66.67%);

Full-time students aged 18-74 years who are unemployed in Bendooragh (0%), Kilrea
(0%), Portballintrae (0%) and in Dunloy (10.91%) and Dervock (16.67%);

Full-time students aged 18-74 years who are economically inactive in Ballybogy
(25%) and Bendooragh (81.25%).
Census - Qualifications and Students
All usual residents: Aged 16+ years
No qualifications: Aged 16+ years
Highest level of qualification: Level 1
qualifications: Aged 16+ years
Highest level of qualification:
Apprenticeship: Aged 16+ years
qualifications and above: Aged 16+ years
Highest level of qualification: Other
Full-time students: Aged 16-17 years
Full-time students: Aged 18-74 years
Full-time students: Aged 18-74 years:
Economically active: In employment
Economically active: Unemployed
Economically Inactive
Rural - SOA
F
%
59,357
100.00
19,435
32.74
6,744
11.36
Northern Ireland
F
%
1,431,540
100.00
416,851
29.12
164,798
11.51
9,138
15.39
213,570
14.92
2,836
4.78
60,462
4.22
6,905
11.63
176,110
12.30
12,082
20.35
338,544
23.65
2,217
3.74
61,205
4.28
2,010
2,719
819
3.39
4.58
1.38
48,119
78,748
31,480
3.36
5.50
2.20
135
0.23
5,959
0.42
1,765
2.97
41,309
2.89
EMPLOYMENT
The following tables provide information in relation to Economic Activity, Number of
Claimants, Industry of Employment, and Average Earnings.
Economic Activity
The information contained within the Census – Economic Activity Table and the analysis
is the combined information from Tables 37, 89 and 91 in the full Statistical Analysis report.
25
The Table shows that Rural SOAs have a higher proportion of residents who are either Selfemployed, Unemployed, Retired, a Student (including full-time students) aged 16-74 years,
Looking after home or family, Other or who carried out voluntary work as compared to
Northern Ireland.
The Table shows that Rural SOAs have a lower proportion of residents who either work parttime, work full-time, are a full-time student, are Long-term sick or disabled or who have never
worked as compared to Northern Ireland.
Female
Analysis of the Census data shows that a higher proportion of females aged 16-74 years
from Rural SOAs were either self-employed, retired, a student (including full-time students),
looking after home or family, other, long-term unemployed or who carried out voluntary work,
as compared to Northern Ireland.
Further analysis of the Census data shows that a lower proportion of females aged 16-74
years from Rural SOAs were classified as one of the following: employed part-time,
employed full-time, were a full-time student, were long-term sick or disabled, were
unemployed, or had never worked as compared to Northern Ireland.
Male
Analysis of the Census data shows that a higher proportion of male residents aged 16-74
years in Rural SOAs were either Self-employed, Unemployed, Other, or were Long-term
unemployed as compared to Northern Ireland.
Further analysis of the Census data shows that a lower proportion of male residents aged
16-74 years in Rural SOAs were either employed Part-time, employed Full-time, were a Fulltime student, were Retired, were Looking after home or family, were Long-term sick or
disabled, never worked or Carried out voluntary work as compared to Northern Ireland.
More detailed analysis of the Census data shows a high degree of variation between the
percentages of residents aged between 16-74 years who were:

Employed full-time in Magilligan (24.68%) and Gresteel_2 (46.22%);

Self-employed in Gresteel_2 (8.01%), Gresteel_1 (8.58%) and Bonamargy, Rathlin and
Glenshesk (18.13%), Knockaholet (18.43%), Carnmoon and Dunseverick (18.93%);

Retired in Gresteel_2 (3.83%) and Dunluce (21.98%);

Students (including full-time students) in Ballylough and Bushmills (3.86%) and Dunloy
(10.02%);
26

Looking after home or family in Magilligan (2.91%), Dungiven (7.23%) and Upper
Glenshane (7.52%);

Long-term sick or disabled in Dunluce (3.76%) and Gresteel_1 (10.22%);

Other in Carnmoon and Dunseverick (2.15%) and Magilligan (21.72%);

Carried out voluntary work in Gresteel_1 (11.61%), Ballylough and Bushmills (11.81%),
Kilrea (11.81%), Forest (11.98%) and Bonamargy, Rathlin and Glenshesk (24.27%);

Unemployed: aged 16-24 years in Castlerock_2 (14.55%) and Castlerock_1 (39.68%);

Unemployed: aged 50-74 years in Gresteel_2 (7%) and Dervock (30%);

Never worked in Carnmoon and Dunseverick (7.27%) and Bonamargy, Rathlin and
Glenshesk (25.68%);

Long-term unemployed in Seacon (29.7%) and Carnmoon and Dunseverick (58.18%).
Settlements
Further analysis of Rural Settlement data shows a high degree of variation between the
percentages of residents aged between 16-74 years who were:

Employed part-time in Dunloy (10%) and Macosquin (17.18%);

Employed full-time in Bushmills (25.94%) and Bendooragh (43.75%);

Self-employed in Dervock (3.79%) and Waterfoot (13.09%);

Unemployed in Portballintrae (2.7%) and Feeny (10.29%);

Retired in Rasharkin (7.92%) and Portballintrae (32.66%);

A student (including full-time students) in Ballybogy (2.61%) and Dungiven (9.45%);

Looking after home or family in Castlerock (2.97%) and Kilrea (8.17%);

Long-term sick or disabled in Portballintrae (3.83%) and Dervock (13.26%);

Carried out voluntary work in Dervock (7.95%) and Castlerock (23.41%);

Unemployed: aged 16-24 years in Macosquin (5.56%) and Garvagh (37.7%);

Unemployed: aged 50-74 years in Balnamore (7.5%) and Macosquin (44.44%);

Never worked in Macosquin (5.56%) and Balnamore (22.5%);

Long-term unemployed in Balnamore (27.5%) and Castlerock (63.41%).
27
Census - Economic Activity
All usual residents: Aged 16-74 years
Economically active: Employee: Part-time:
Aged 16-74 years
Economically active: Employee: Full-time:
Aged 16-74 years
Economically active: Self-employed: Aged
16-74 years
Economically active: Unemployed: Aged
16-74 years
Economically active: Full-time student:
Aged 16-74 years
Economically inactive: Retired: Aged 1674 years
Economically inactive: Student (including
full-time students): Aged 16-74 years
Economically inactive: Looking after
home or family: Aged 16-74 years
Economically inactive: Long-term sick or
disabled: Aged 16-74 years
Economically inactive: Other: Aged 16-74
years
Carried out voluntary work: Aged 16-74
years
Unemployed: Aged 16-24 years
Unemployed: Aged 50-74 years
Unemployed: Never worked: Aged 16-74
years
Long-term unemployed: Aged 16-74 years
Rural - SOA
Northern Ireland
F
%
F
%
54,684 100.00 1,313,420 100.00
6,593
12.06
172,138
13.11
17,274
31.59
467,805
35.62
7,453
13.63
116,666
8.88
2,980
5.45
65,196
4.96
1,300
2.38
47,962
3.65
7,101
12.99
170,016
12.94
3,509
6.42
81,158
6.18
2,765
5.06
58,398
4.45
3,564
6.52
95,480
7.27
2,145
3.92
38,601
2.94
8,602
15.73
205,513
15.65
842
514
434
1.54
0.94
0.79
18,870
10,827
10,957
1.44
0.82
0.83
1,355
2.48
29,324
2.23
Number of claimants
This information refers to Table 141 from the full Statistical Analysis Report.
Analysis of the Number of Claimants – August 2014 Table shows that there were 1,517
claimants in rural SOAs. This equates to 3.55% of the total number of Claimants in NI.
Breakdown by gender shows a higher proportion of female Claimants in CCGBC rural SOAs
(32.63%) compared to the NI average (31.99%).
28
Further analysis of SOA data shows a high degree of variation between the percentages of
Claimants in: Killoquin Upper (0.99%) and Garvagh (4.02%), Gresteel_2 (4.09%), Upper
Glenshane (4.15%), Ballykelly (4.48%), Ballylough and Bushmills (4.75%) and Dungiven
(5.54%).
Number of Claimants – August 20141
Male
Female
TOTAL
Rural SOA
Northern Ireland
F
1,022
495
1,517
F
29,057
13,680
42,762*
%
67.37
32.63
100
%
67.95
31.99
100
* Breakdown of male / female figures have been suppressed by NISRA as values = 1 or 2; however, overall
total figure is correct.
Average Earnings
This information refers to Table 139 from the full Statistical Analysis Report.
The Average Earnings (2013) Table shows that the average earnings across the
Causeway Coast and Glens Borough Council area are well below the Northern Ireland
average of £429.10. This compares to the highest Council area in Northern Ireland,
Castlereagh with residence-based wages of £490.90 per week.
Earnings levels in Limavady are the lowest across the four areas that make up the
Causeway Coast and Glens Council area, and second lowest of all the District Councils in
Northern Ireland. As set out in the Economic Strategy and Action Plan for the area, this
figure reflects the structure of employment in Limavady, where employment is mainly in
wholesale and retail, which tend to be lower wage jobs. These figures also reflect the
structure of the local labour market, which is providing lower paid jobs, and indicate the need
to develop sectors such as manufacturing, information and communications, and Agrifood
within the local economy, which should provide greater value added jobs (better paid) for
the area.
Average wages in Moyle are slightly higher at £431.10, which reflects significant numbers
travelling outside the area for work.
1
Claimant count includes those on Job Seekers Allowance(JSA) and those on Universal Credit, however as
Universal Credit has not been rolled out in Northern Ireland to date, these figures only relate to Claimants on
JSA. For clarity, these Claimants may be in receipt of other benefits but this is not captured in this data.
29
Average Earnings (2013)
Ballymoney
Coleraine
Limavady
Moyle
£431.10
CCGBC
Average
£400.45
NI
Average
£429.10
Residence based
Mean Wages
(weekly)
£414.10
£394.10
£362.50
Workplace based
Mean Wages
(weekly)
£340.50
£360.90
£302.90
*
£334.77
-
* The statistics were too low to provide a reliable figure.
Industry of Employment
The information contained within the Census – Industry of Employment Table and the
analysis is the combined information from Tables 41, 100 and 102 in the full Statistical
Analysis report.
The Table shows that Rural SOAs have a higher proportion of residents aged 16-74 years
employed in the following Industries of employment: Agriculture, forestry and fishing, Mining
and quarrying, Manufacturing, Construction, or Real estate activities as compared to
Northern Ireland.
The Table shows that Rural SOAs have a lower proportion of residents aged 16-74
employed in the following Industries of employment: Electricity, gas, steam and air
conditioning supply, Water supply; sewerage, waste management and remediation
activities, Wholesale and retail trade; repair of motor vehicles and motor cycles, Transport
and storage, Accommodation and food service activities, Information and communication,
Financial and insurance activities, Professional, scientific and technical activities,
Administrative and support service activities, Public administration and defence; compulsory
social security, Education, Human health and social work activities, or Other as compared
to Northern Ireland.
Females
Analysis of the Census 2011 data shows that females aged 16-74 in the Rural SOAs are
more likely to work in the Human health and social work industry, the Wholesale and retail
trade, repair of motor vehicles and motor cycles industry and the Education industry.
30
Compared to Northern Ireland, females in the Rural SOAs are more likely to be employed
in the Education industry.
Males
Analysis of the Census 2011 data shows that males aged 16-74 in the Rural SOAs are more
likely to work in the Construction industry, the Wholesale and retail trade, repair of motor
vehicles and motor cycles industry and the Manufacturing industry. Compared to Northern
Ireland, males in the Rural SOAs are more likely to be employed in the Construction industry
or Agriculture, forestry and fishing industry.
Industry of Employment
All usual residents in employment: Aged
16-74 years
Industry of employment: Agriculture,
forestry and fishing: Aged 16-74 years
Industry of employment: Mining and
quarrying: Aged 16-74 years
Industry of employment: Manufacturing:
Aged 16-74 years
Industry of employment: Electricity, gas,
steam and air conditioning supply: Aged
16-74 years
Industry of employment: Water supply;
sewerage, waste management and
remediation activities: Aged 16-74 years
Industry of employment: Construction:
Aged 16-74 years
Industry of employment: Wholesale and
retail trade; repair of motor vehicles and
motor cycles: Aged 16-74 years
Industry of employment: Transport and
storage: Aged 16-74 years
Industry of employment: Accommodation
and food service activities: Aged 16-74
years
Industry of employment: Information and
communication: Aged 16-74 years
Industry of employment: Financial and
insurance activities: Aged 16-74 years
Rural - SOA
Northern Ireland
F
%
F
%
32,374 100.00 795,263
100.00
1,864
5.76
17,822
2.24
113
0.35
1,972
0.25
3,201
9.89
77,072
9.69
133
0.41
3,508
0.44
223
0.69
5,792
0.73
4,469
13.80
65,059
8.18
4,964
15.33 139,384
17.53
1,124
3.47
32,006
4.02
1,652
5.10
42,703
5.37
419
1.29
20,267
2.55
769
2.38
25,993
3.27
31
Industry of employment: Real estate
activities: Aged 16-74 years
Industry of employment: Professional,
scientific and technical activities: Aged
16-74 years
Industry of employment: Administrative
and support service activities: Aged 16-74
years
Industry of employment: Public
administration and defence; compulsory
social security: Aged 16-74 years
Industry of employment: Education: Aged
16-74 years
Industry of employment: Human health
and social work activities: Aged 16-74
years
Industry of employment: Other: Aged 1674 years
308
0.95
7,504
0.94
1,232
3.81
36,277
4.56
1,124
3.47
32,447
4.08
2,146
6.63
63,422
7.97
3,003
9.28
74,569
9.38
13.21 112,995
14.21
4,277
1,353
4.18
36,471
4.59
TRANSPORT
The information contained within the Distance Travelled to Work Table and the analysis
is the combined information from Tables 110 and 112 in the full Statistical Analysis report.
The Table shows that a higher proportion of residents in Rural SOAs work mainly at or from
home, have no fixed place of work and travel an Average distance of 12.99km as compared
Analysis of the Census 2011 data shows that Rural SOAs have a higher proportion of
residents aged 16-74 years (excluding students) who drive to work in a car or van, who
travel in a car or van pool or shared driving, or who have access to a car or van as compared
Analysis of the Census 2011 data shows that Rural SOAs have a lower proportion of
residents aged 16-74 years (excluding students) who travel to work on the train, bus,
minibus or coach, by motorcycle, scooter or moped, who travel as a passenger in a car or
van, by taxi, by bicycle, on foot, who use public transport to travel to work as compared to
Northern Ireland.
32
Distance Travelled to Work
All usual residents aged 16 to 74
(excluding students) in employment and
currently working in the area
Work mainly at or from home
No fixed place
Distance travelled to work: Less than 2km
Distance travelled to work: 2km to less
than 5km
than 10km
than 20km
than 30km
than 40km
than 60km
Distance travelled to work: 60km and over
Total distance (km)
Average distance (km)
Rural SOA
Northern Ireland
F
%
F
%
21,036 100.00 724,873 100.00
4,524
4,978
1,986
2,086
21.51 76,226
23.66 85,790
9.44 108,907
9.92 118,377
10.52
11.84
15.02
16.33
2,049
9.74 108,223
14.93
3,151
14.98 116,668
16.09
1,209
5.75
52,519
7.25
377
1.79
24,909
3.44
345
1.64
21,078
2.91
331
1.57
155,427
12,176
1.68
7,092,505
12.99
12.60
HOUSEHOLDS
The following tables provide information in relation to Household composition, Household
size, Tenure and landlord and Communal establishments in rural areas.
Household Composition
The information contained within the Household Composition Table and the analysis is
information from Table 29 in the full Statistical Analysis report.
The Table shows that a higher proportion of households in Rural SOAs were married or in
a registered same-sex civil partnership couple with no children, married or in a registered
same-sex civil partnership couple with dependent children, married or in a registered samesex civil partnership couple with all children non-dependent, a cohabiting couple with all
33
children non-dependent, a lone parent with all children non-dependent as compared to
Northern Ireland.
The Table also shows that a lower proportion of households in Rural SOAs are a cohabiting
couple with no children, a cohabiting couple with dependent children, a lone parent with
dependent children, or all full-time students as compared to Northern Ireland.
Census - Household Composition
All households
One family and no other people: Married
or in a registered same-sex civil
partnership couple: No children
partnership couple: Dependent children
partnership couple: All children nondependent
One family and no other people:
Cohabiting couple: No children
Cohabiting couple: Dependent children
Cohabiting couple: All children nondependent
One family and no other people: Lone
parent: Dependent children
One family and no other people: Lone
parent: All children non-dependent
Other household types: With dependent
children
Other household types: All full-time
students
Other household types: Other
Rural - SOA
Northern Ireland
F
%
F
%
26,965
100.00 703,275 100.00
3,077
11.41 72,268
10.28
6,481
24.03 138,677
19.72
3,009
11.16
58,476
8.31
682
2.53
20,553
2.92
615
2.28
16,186
2.30
77
0.29
1,860
0.26
1,704
6.32
64,228
9.13
1,386
5.14
36,002
5.12
844
3.13
18,980
2.70
6
0.02
2,055
0.29
936
3.47
27,471
3.91
Household size
The information contained within the Household Size Table and the analysis is information
from Table 98 in the full Statistical Analysis report.
34
The Table shows that a higher proportion of households in Rural SOAs were between 3
people and 8 or more people as compared to Northern Ireland. The average household size
in Rural SOAs (2.78) was slightly higher than the Northern Ireland average (2.56).
The Table also shows that a lower proportion of households in Rural SOAs were 1 person
or 2 person households as compared to Northern Ireland.
Census - Household Size
All households
1 person in household
2 people in household
8 or more people in household
Average household size
Rural – SOA
F
%
26,965 100.00
6,077
22.54
7,973
29.57
4,708
17.46
4,414
16.37
2,429
9.01
1,028
3.81
216
0.80
120
0.45
2.78
-
Northern Ireland
F
%
703,275
100.00
196,414
27.93
212,286
30.19
117,920
16.77
103,137
14.67
49,370
7.02
18,209
2.59
3,919
0.56
2,020
0.29
2.56
-
Tenure and Landlord
The information contained within the Tenure and Landlord Table and the analysis is
The Table shows that Rural SOAs have a higher proportion of households that are Owned
outright, Rented from Other or who Live rent free as compared to Northern Ireland.
The Table shows that Rural SOAs have a lower proportion of households with a mortgage
or loan, Shared ownership, Rented from the Northern Ireland Housing Executive, Rented
from a Housing association or charitable trust, or Rented from a Private landlord or letting
agency as compared to Northern Ireland.
35
Census - Tenure and Landlord
All households
Owner occupied: Owns outright
Owner occupied: Owns with a
mortgage or loan
Shared ownership
Rented from: Northern Ireland
Housing Executive
Rented from: Housing
association or charitable trust
Rented from: Private landlord or
letting agency
Rented from: Other
Lives rent free
Rural – SOA
F
%
26,965 100.00
11,046
40.96
9,059
33.60
Northern Ireland
F
%
703,275
100.00
225,845
32.11
244,662
34.79
107
2,372
0.40
8.80
4244
80,890
0.60
11.50
205
0.76
23,995
3.41
2,946
10.93
95,215
13.54
452
778
1.68
2.89
10,801
17,623
1.54
2.51
Communal residents
The information contained within the Communal Residents Table and the analysis is
The Table shows that a higher proportion of Rural SOA residents are living in HSCT Medical
and care establishments, living in Other establishments, living in Other establishments
(including education establishments) with Day-to-day activities limited a lot or limited a little
as compared to Northern Ireland.
The Table shows that a lower proportion of Rural SOA residents are living in a Care home
with nursing, a Care home without nursing, in Medical and care establishments with Day-today activities limited a lot or with Day-to-day activities limited a little as compared to Northern
Ireland.
The Table shows that no Rural SOA residents are living in a General hospital, a Mental
health hospital or unit (including secure units), in a Medical and care Housing Association,
a Children's home (including secure units), or Education establishments.
36
Census - Communal Residents Long-term Disability
All communal establishments
Number of communal establishment usual
residents
Communal establishment usual residents
living in: Medical and care establishments:
HSCT: General hospital
HSCT: Mental health hospital/ unit (including
secure units)
HSCT: Other establishment
Housing Association
Other management type: Care home with
nursing
Other management type: Care home without
nursing
Other management type: Children's home
(including secure units)
Other management type: Other
living in: Education establishments
living in: Other establishments
Day-to-day activities limited a lot
Day-to-day activities limited a little
Rural - SOA
F
%
53
100.00
830
100.00
Northern Ireland
F
%
1,143
100.00
22,524
100.00
0
0.00
168
0.75
0
0.00
497
2.21
106
12.77
2,011
8.93
0
0.00
733
3.25
137
16.51
7,682
34.11
75
9.04
2,699
11.98
0
0.00
40
0.18
0
0.00
339
1.51
0
0.00
4,742
21.05
512
61.69
3,613
16.04
259
31.20
11,343
50.36
46
5.54
2,189
9.72
37
living in: Other establishments (including
education establishments): Day-to-day
activities limited a lot
living in: Other establishments (including
education establishments): Day-to-day
activities limited a little
98
11.81
550
2.44
91
10.96
608
2.70
ETHNICITY
The information contained within the Ethnicity Table and the analysis is information from
Table 55 in the full Statistical Analysis report.
The Table shows that a higher proportion of residents in Rural SOAs were white as
compared to Northern Ireland.
The Table shows that there is a lower proportion of residents in Rural SOAs who are from
all other ethnic groups as compared to Northern Ireland.
Census – Ethnicity
All usual residents
Ethnic group: White
Ethnic group: Chinese
Ethnic group: Irish Traveller
Ethnic group: Indian
Ethnic group: Pakistani
Ethnic group: Bangladeshi
Ethnic group: Other Asian
Ethnic group: Black Caribbean
Ethnic group: Black African
Ethnic group: Black Other
Ethnic group: Mixed
Ethnic group: Other
Rural - SOA
Northern Ireland
F
%
F
%
75,480 100.00 1,810,863
100.00
74,992
99.35 1,778,449
98.21
78
0.10
6,303
0.35
29
0.04
1,301
0.07
59
0.08
6,198
0.34
8
0.01
1,091
0.06
4
0.01
540
0.03
60
0.08
4,998
0.28
13
0.02
372
0.02
16
0.02
2,345
0.13
10
0.01
899
0.05
165
0.22
6,014
0.33
46
0.06
2,353
0.13
RELIGION
The information contained within the Religion Table and the analysis is information from
Table 72 in the full Statistical Analysis report.
38
The Table shows that Rural SOAs have a higher proportion of residents whose religion is
Catholic or Presbyterian Church in Ireland as compared to Northern Ireland.
The Table shows that Rural SOAs have a lower proportion of residents whose religion is
Church of Ireland, Methodist Church in Ireland, Other Christian (including Christian related),
other religion, who have No religion or who have not stated their religion as compared to
Northern Ireland.
Census – Religion
All usual residents
Religion: Catholic
Religion: Presbyterian
Church in Ireland
Religion: Church of Ireland
Religion: Methodist Church
in Ireland
Religion: Other Christian
(including Christian related)
Religion: Other religions
Religion: No religion
Religion: Religion not stated
Rural - SOA
Northern Ireland
F
%
F
%
75,480 100.00 1,810,863
100.00
33,500
44.38
738,033
40.76
19,320
25.60
345,101
19.06
10,023
323
13.28
0.43
248,821
54,253
13.74
3.00
3,528
4.67
104,380
5.76
316
4,627
3,843
0.42
6.13
5.09
14,859
183,164
122,252
0.82
10.11
6.75
MULTIPLE DEPRIVATION MEASURES (MDM)
The information contained within the Multiple Deprivation Measures Table and the
analysis is information from Table 134 in the full Statistical Analysis report.
Multiple Deprivation Measures are ranked from 1-890 where 1 is the most deprived and 890
is the least deprived SOA across Northern Ireland. The Table provides a comprehensive
breakdown of Census data for MDM comparing average Rural SOAs with Northern Ireland
average rankings / rates.
Detailed analysis of Census SOA data shows a high degree of variation between the
percentages of:

Multiple Deprivation Rank in Dungiven (189) and Gresteel_2 (658);

Income Domain Rank in Dungiven (137) and Gresteel_2 (714);

Employment Domain Rank (18-59/64 years) in Dungiven (139) and Gresteel_2 (784);
39

Health Deprivation and Disability Domain Rank in Dungiven (217) and Dunluce (810);

Education, Skills and Training Domain Rank in Ballylough and Bushmills (142) and
Glenariff (764);

Proximity to Services Domain Rank in Carnmoon and Dunseverick (8) and Dungiven
(298);

Living Environment Domain Rank in Dundooan_1 (127) and Upper Glenshane (856);

Crime and Disorder Domain Rank in Bonamargy, Rathlin and Glenshesk (102) and
Dunloy (883);

Income Deprivation Affecting Children Rank in Ballylough and Bushmills (140) and
Dundooan_1 (689);

Income Deprivation Affecting Older People Rank in Feeny (93) and Castlerock_2 (764);

Education, Skills and Training Domain - Primary School Sub-Domain Rank in Gresteel_2
(201) and Dervock (811);

Education, Skills and Training Domain - Post-Primary School Sub-Domain Rank in
Ballylough and Bushmills (61) and Glenariff (821);

Education, Skills and Training Domain - Working Age Adults Sub-Domain Rank in Feeny
(75) and Bonamargy, Rathlin and Glenshesk (667);

Living Environment Domain - Housing Quality Sub-Domain Rank in Knockaholet (2) and
Gresteel_2 (797);

Living Environment Domain - Housing Access Sub-Domain Rank in Aghanloo_2 (236)
and Upper Glenshane (884);

Living Environment Domain - Outdoor Physical Environment Sub-Domain Rank in
Dungiven (432) and Ringsend (864);

Crime and Disorder Domain - Crime Sub-Domain Rank in Bonamargy, Rathlin and
Glenshesk (132) and Ballyhoe and Corkey (878);

Crime and Disorder Domain - Disorder Sub-Domain Rank in Bonamargy, Rathlin and
Glenshesk (70) and Dunloy (887).
Census – MDM
(Rank 890 = least deprived)
Multiple Deprivation Measure Rank
Income Domain Score
Income Domain Rank
Employment Domain Score (18-59/64 years)
Rural – SOA
Northern Ireland
421
0.23
430
0.13
445
0.252
445
0.13
40
Employment Domain Rank (18-59/64 years)
Health Deprivation and Disability Domain Rank
Education, Skills and Training Domain Rank
Proximity to Services Domain Rank
Living Environment Domain Rank
Crime and Disorder Domain Rank
Income Deprivation Affecting Children Score
Income Deprivation Affecting Children Rank
Income Deprivation Affecting Older People Score
Income Deprivation Affecting Older People Rank
Education, Skills and Training Domain - Primary
School Sub-Domain Rank
Education, Skills and Training Domain - PostPrimary School Sub-Domain Rank
Education, Skills and Training Domain - Working
Age Adults Sub-Domain Rank
Living Environment Domain - Housing Quality
Sub-Domain Rank
Living Environment Domain - Housing Access
Sub-Domain Rank
Living Environment Domain - Outdoor Physical
Environment Sub-Domain Rank
Crime and Disorder Domain - Crime Sub-Domain
Rank
Crime and Disorder Domain - Disorder SubDomain Rank
Population Estimate (NIMDM 2010)
414
542
447
140
526
634
0.23
463
0.41
411
567
445
445
445
445
445
445
0.27
445
0.398
445
445
493
445
312
445
272
445
601
445
716
445
635
445
605
445
72,914
1,774,995
ECONOMY
The following tables provide information in relation to the Inter Departmental Business
Register, Invest NI business start-ups and Enterprise development in rural areas.
Inter Departmental Business Register
The information contained within the VAT and/or PAYE Registered Businesses (2014)
Table and the analysis is information from Table 135 in the full Statistical Analysis report.
A total of 16,815 businesses became VAT and/or PAYE registered in the area between 2012
and 2014, representing 8.1% of all VAT and/or PAYE registered businesses for the same
period in Northern Ireland. Causeway Coast and Glens LGD (2014) ranks sixth out of the
eleven new Council areas in terms of the percentage of VAT and/or PAYE registered
41
businesses operating in the area. VAT registrations are falling in the Council area, with a
decrease of 8.1% in registrations over the period 2013/14. This figure mirrors the Northern
Ireland average.
VAT and/or PAYE Registered Businesses
(2014)
2012
2013
2014
Overall %
CCGBC
Northern Ireland
F
F
*5,745
*5,580
5,490
8.1
68,660
67,745
67,710
100
*Figure compiled using aggregate numbers.
According to the Economic Strategy and Action Plan 2015-18, Causeway Coast and Glens
has seen a small decline (90 businesses) in the VAT and/or PAYE registered businesses
over the period 2013/14, similarly the overall figure for Northern Ireland figure has
demonstrated a small decline (35 businesses) in the VAT and/or PAYE businesses over the
period 2013/14. This follows a decline of 165 business registrations across the new Council
area in 2012/13 with an overall decline of 950 in registrations for Northern Ireland as a whole
for the same period. These figures mirror a continual decline across the four Councils, which
make up the new Causeway Coast and Glens Council area, and also a decline in the figures
for Northern Ireland as a whole since 2008 onwards.
More detailed information received from the Office of National Statistics shows a breakdown
of the information relating to businesses in the Causeway Coast and Glens Borough with a
registered address in a rural area.
CCGBC Rural Businesses
Total PAYE / VAT Registered
Businesses
Total Employees
Total Full-time Employees
Total Part-time Employees
Ranges from
1,465
11,119
10,088
1,031
1 – 410 employees
The information contained within the VAT and/or PAYE Registered Businesses by Broad
Industry Group (2014) Table and the analysis is information from Table 138 in the full
Statistical Analysis report.
42
As set out below, the industry sectors operating in the Causeway Coast and Glens LGD
(2014) are: agriculture, forestry and fishing (33.52%); construction (15.30%); retail (9.02%);
accommodation and food services (6.28%); production (5.37%); arts, entertainment,
recreation and other services (5.37%); professional, scientific and technical (4.19%);
wholesale (3.83%); motor trades (3.37%); business administration and defence (3.10%);
health (3.10%); transport and storage (2.55%); property (2.37%); information and
communication (1.18%); finance and insurance (0.82%); and, education (0.64%).
VAT and/or PAYE Registered Businesses (2014) By Broad Industry Group
CCGBC
F
Agriculture, Forestry and Fishing
Production
Construction
Motor Trades
Wholesale
Retail
Transport & Storage (incl. postal)
Accommodation & Food Services
Information & Communication
Finance & Insurance
Property
Professional, Scientific & Technical
Business Administration & Support
Services
Public Administration & Defence
Education
Health
Arts, Entertainment, Recreation & Other
Services
TOTAL
%
1,840
295
840
185
210
495
140
345
65
45
130
230
170
33.52
5.37
15.30
3.37
3.83
9.02
2.55
6.28
1.18
0.82
2.37
4.19
3.10
*
35
170
295
0.64
3.10
5.37
5,490
100
* The statistics were too low to provide a reliable figure.
Invest NI Business Start-ups
The information contained within the Invest NI Business Start-ups – 2013 Table and the
43
Analysis by SOA shows that 125 business start-ups were based in the Rural SOA of
Causeway Coast and Glens Borough Council area - this represented 3.46% of all Northern
Ireland start-ups in 2013.
Further analysis of SOA data shows a low percentage of new starts in Clogh Mills, Dervock,
Dungiven, Dunloy, Gresteel_1, Killoquin Upper, Knockaholet, and Stranocum and a high
percentage of new starts in Gresteel_2.
Invest NI Business Start-Ups – 2013
Rural – SOA
Invest NI Business Start-Ups – 2013
F
125
%
3.46
Northern
Ireland
F
%
3,617
100
Enterprise Development - 2010
The information contained within the Enterprise Development - 2010 Table and the
Analysis by SOA shows that 246 participants from Rural SOAs within the Causeway Coast
and Glens Borough Council area completed enterprise development training in 2010. The
Table further shows that a slightly higher percentage of these participants started a business
as compared to the figure for Northern Ireland.
Further analysis of SOA data shows that the actual figures are too small for a meaningful
statistical analysis of the percentages. However, in order to provide a comparison of the
number of participants who completed training and started a business, examples are shown
as follows: in Glenariff (0 out of 2 participants), Armoy, Moss-Side and Moyarget (3 out of 3
participants) and Dungiven (6 out of 6 participants).
Enterprise Development – 2010
Completed Training
Participants Started a Business
Rural – SOA
Northern Ireland
F
246
150
F
5,366
2,930
%
4.58
58.65
%
100.00
54.60
44
TOURISM
The following tables provide information in relation to Tourism, and the Reason for Visits for
the entire Borough.
Tourism 2014
The information contained within the Tourism 2014 Table and the analysis is information
from Table 146 in the full Statistical Analysis report.
Statistics for 2014 show that 756,564 overnight trips were made to the Causeway Coast and
Glens area, accounting for 16% of all overnight trips in the Province and the second largest
location other than Belfast. A total of 2,703,920 nights were spent in the area (18% of NI
total), with £133,288,227 expenditure (18% of NI total).
Tourism 2014
Expenditure
Overnight Trips
F
Antrim and
Newtownabbey
Armagh, Banbridge and
Craigavon
Belfast
Causeway Coast and
Glens
Derry and Strabane
Fermanagh and Omagh
Lisburn and
Castlereagh
Mid and East Antrim
Mid Ulster
Newry, Mourne and
Down
North Down and Ards
Northern Ireland
199,940
%
of NI
4
231,999
Nights
F
728,568
%
of NI
5
£
37,224,267
%
of NI
5
5
769,335
5
28,279,314
4
1,166,224
756,564
25
16
3,684,076
2,703,920
24
18
247,497,836
133,288,227
33
18
230,961
387,703
117,625
5
8
3
810,462
1,067,134
471,200
5
7
3
39,738,714
63,748,956
22,470,853
5
8
3
322,107
213,740
571,175
7
5
12
1,146,307
622,114
1,488,281
8
4
10
53,784,132
26,589,691
54,282,767
7
4
7
442,943
4,640,981
10
100
1,571,905
15,063,302
10
100
44,333,737
751,238,493
6
100
Tourism 2012-14 – Reason for Visit
The information contained within the Tourism 2012-14 – Reason for Visit Table and the
45
The main reason for visiting the Causeway Coast and Glens Borough Council area was for
a Holiday/Pleasure/Leisure (60%), accounting for almost a quarter (24%) of all HPL visits to
Northern Ireland. The second main reason for visiting the area was Visiting Friends and
Relatives (28%), accounting for 11% of all VFR visits to Northern Ireland.
Tourism 2012-14 – Reason for Visit
F
Holiday/Pleasure/Leisure
(HPL)
Visiting Friends and
Relatives (VFR)
Business
Other
All
%
LGD
448,607
% HPL/VFR/Business/
Other/NI*
24
212,455
11
28
28,279
64,546
753,887
7
24
17
4
9
100
60
* HPL = Holiday/Pleasure/Leisure
* VFR = Visiting Friends and Relatives
AGRICULTURE
The information contained within the Farm Statistics 2014 Table and the analysis is
Data from the Agricultural Farm Census (2014) shows that there are 2,453 farms in the
Causeway Coast and Glens Borough Council area, representing 10.13% of all farms in
Northern Ireland.
The area farmed in hectares (143,638.1) represents 14.41% of all
hectares farmed in Northern Ireland. Just over a fifth of Northern Ireland’s sheep (20.98%)
are farmed in the Causeway Coast and Glens Borough Council area. There are 3,107
farmers in the area (10.68% of farmers in Northern Ireland). Causeway Coast and Glens
Borough Council area has a higher proportion of large farms (15.46%) but there has been a
7.34% decrease in the overall number of farms in Northern Ireland since 2007.
Farm Statistics (2014)
CCGBC
Number of Farms
Area Farmed in Hectares
Total Number of Cattle
Total Number of Sheep
F
2,453
143,638.1
185,408
403,451
%
10.13
14.41
11.83
20.98
Northern Ireland
F
%
24,228
100
996,803.9
100
1,567,295
100
1,922,870
100
46
Number of Farmers
Number Self-Employed
Total Number of Other Workers
Total Number of Agricultural Labour
Total Number of Very Small Farms
Total Number of Small Farms
Total Number of Medium Farms
Total Number of Large Farms
3,107
1,934
1,308
5,119
1,668
381
165
239
10.68
11.93
10.48
10.70
9.01
12.98
13.46
15.46
29,100
16,206
12,485
47,864
18,521
2,935
1,226
1,546
100
100
100
100
100
100
100
100
KEY FINDINGS FROM CONSULTATION PROCESS
As previously outlined in Section 1.1, there were a variety of methods used for the
consultation process. The key findings from each of the different methods are summarised
in this sub-section.
SURVEYS
Responses received represented the business community, Section 75 equality groups and
statutory agencies. Their responses highlighted similar issues to those identified at the
various consultation events.
Feedback included the potential of small family run businesses to be an employer in the
area, small business rate relief, family farm training and support. The comments also
referred to the challenges of addressing tourism in this area, an increase in B&B
accommodation, and an increase in childcare provision in remote rural areas – including
after schools clubs and weekend care.
Village Renewal
Priorities identified through the surveys included funding for environmental improvements –
painting, village clean ups and shop front regeneration. Other priorities included the ACE
scheme, men’s sheds provision, the promotion of village history, businesses regenerating
villages by moving into empty shops and giving young people business opportunities, and
facilities for young people – local purpose built youth provision.
Rural Basic Services
Transport was a key need identified – dial-a-lift service, lifts to and from hospital, bus
services for rural areas, and transport for elderly people. Other services highlighted included
47
updated community premises, education and training, health and wellbeing projects,
accessible rural childcare, luncheon clubs, youth provision, and wet day provision.
Co-operation Projects
The key priorities identified under this Scheme included co-operation between villages so
services are not competing, joint working on large projects and the identification of areas of
common interest with other European countries.
Broadband
This included the investment in infrastructure, the investment in broadband to help existing
rural businesses and attract new businesses to rural areas, and better broadband provision.
WORKSHOP WITH ELECTED MEMBERS
During the workshop with the Elected Members, the participants highlighted tourism, farm
diversification, the expansion of small businesses, and the consideration of Broadband for
areas without access as the main priorities that their constituents highlight to them.
There were further discussions around the potential for the Programme to benefit new
applicants, more support from the community networks for villages and communities, and
the potential to include transport, gym provision and the regeneration of shop fronts in
villages.
CONSULTATION EVENTS ON RATHLIN ISLAND
It is generally recognised that Rathlin Island has very different and specific needs as
compared to the rest of Northern Ireland because it is an island community. This could be
seen clearly during the consultation events on the Island in relation to the issues being
highlighted and through the suggested prioritisation of spend by the participants.
Basic Services
The Basic Services Scheme received the largest allocation of budget by participants, at
30% of the total budget available or £2,250,000 in monetary terms. This apportionment is
slightly higher than that allocated for NI as a whole (27%).
In terms of the issues being highlighted under this Scheme, the Island community felt that
their needs were based around the provision of a compound/civic amenity site on the island,
48
upgrading the harbour facilities and water supply at the harbour, the consideration of retail
as a basic service for the island, and road maintenance should be increased.
Rural Business Investment
The Rural Business Investment Scheme received the second largest distribution of budget
by participants, at 27.5% of the total budget available or £2,062,500 in monetary terms –
significantly lower than that allocated to NI as a whole (48%).
The participants highlighted the need for job creation on the island, the promotion of all types
of business opportunities, more artisan food producers, a farm shop and possible tunnels
for food production, and card machines for financial transactions being urgently required.
More tourism facilities also featured in terms of covered facilities for wet weather, more camp
sites or camping pods, and more activities such as walking and cycling.
Village Renewal
The Village Renewal Scheme received the third largest apportionment of budget by
participants, at 20% of the total budget available or £1,500,000 in monetary terms.
Participants placed greater financial emphasis on this scheme than that proposed for NI as
a whole (14%).
Feedback suggested that the island community would like to see more renovation of old
buildings, dry stone walling being promoted and training being given to islanders to complete
this work, a flower planting scheme for the harbour area, and courses on welding, spraying,
various languages and anything else that would be beneficial to the island.
All Island Cooperation
The Co-operation Scheme received the fourth largest allocation of budget by participants,
at 17.5% of the total budget available or £1,312,500 in monetary terms, a significantly
higher allocation than that for NI as a whole at (7%), and more than satisfying the
requirement for a minimum of 7% of total programme budget to be spent on Cooperation
initiatives.
Residents on the Island have already participated in projects with other Islands and are keen
to continue to learn from and share their experiences with other communities in Europe.
49
Rural Broadband
The Broadband measure received the least allocation of budget by participants, at 5% of
the total budget available or £375,000 in monetary terms, which is marginally higher than
the proposed apportionment for NI (4%).
Participants did not feel that Broadband was an issue on the island because of the available
provision of fibre broadband. However, the BT cabling on the island needs a lot of attention
as it is mostly above ground and is a danger to the public.
PUBLIC CONSULTATION EVENTS
Following on from the public consultation events facilitated by the Rural Development
Council, a Consultation Report was prepared for the Local Action Group with each of the
Schemes considered and a summary of recommendations from the findings.
Rural Business Investment
The Rural Business Investment Scheme received the largest distribution of budget by
participants, at 47.3% of the total budget available or £3,546,000 in monetary terms – this
is similar to that allocated to NI as a whole (48%).
The focus that emerged is on growing and developing the rural economy sustainably through
encouraging start-up enterprise and business expansion to support job creation and
diminish the growing trend of youth migration for employment.
There was also a need identified to invest in efficiencies, a particularly important issue at
present given the low farm prices across the sector. This measure could provide the means
for survival in the midst of low prices and difficulties breaking-even, and could allow for
diversification in more profitable sectors e.g. targeting tourism, investing in cost-saving
construction/reconstruction projects or perhaps investment in I.T. activities to target new
markets.
Farm safety was another issue highlighted, as well as the provision of training in branding
and marketing and also training within the hospitality sector to ensure that the rural
community is maximising the opportunities presented.
50
In terms of food production, there is a call for greater support, for a focus to not just be on
growers and producers, but also on processors and in particular support for locally produced
artisan products and activities. Suggestions were made for local farmer markets to be
supported with “meet the buyer” events, and a greater public education about local produce.
Greater collaboration and cooperation with the Planning Department was considered to be
an important action for the Causeway Coast and Glens LEADER Programme, in order to
gain greater support and advice in getting projects approved and implemented.
Basic Services
The Basic Services Scheme received the second largest allocation of budget by
participants, at 21.1% of the total budget available or £1,584,000 in monetary terms. This
apportionment is slightly lower than that allocated for NI as a whole (27%).
The consultation highlighted a need to address insufficient service provision, rural crime and
safety challenges, and scarcity of sheltered accommodation.
The main emphasis was for investment to improve access to services for those living in rural
locations, namely in: transportation (road, rail and ferry links), telecommunications and
connectivity, policing, healthcare, childcare, and provision for both young and older people.
It was recommended that the Causeway Coast and Glens LEADER Programme specifically
targets those areas which are lacking a strong community network either via financial
support i.e. provision of a community facilitator to develop hubs and provide guidance, or by
utilising the help of those organisations and networks already operational i.e. NACN, CRUN,
LCDI and Local Community/Enterprise agencies etc. In this instance, Revenue/Resource
support was seen as being equally as important as Capital support and while it was widely
acknowledged and welcomed that modest remedial work to a building could facilitate a new
service in the rural area, there was also a need to consider how that Service could be
supported outside of building works.
Village Renewal
The Village Renewal Scheme received the third largest apportionment of budget by
participants, at 19.5% of the total budget available or £1,461,000 in monetary terms.
51
Participants placed greater financial emphasis on this scheme than that proposed for NI as
a whole (14%).
The focus identified by the participants was again one of sustainability, community
involvement/consultation, on-going investment and visibility of activities.
The development of Village Plans was put forward as a means of achieving this i.e.
commencing with a thorough public consultation, a resource and needs analysis,
identification of gaps/opportunities, and development of a targeted improvement plan.
Investment to improve in tangible outcomes was considered important.
Key issues identified by the groups echoed those noted under both the Rural Business
Investment measure i.e. lack of employment opportunities and educational attainment, and
Basic Services measure i.e. telecommunications connectivity, access to transport and
healthcare, lack of sheltered accommodation etc.
It was also deemed important to build on previous programmes, focus on social enterprise,
transport, broadband and other infrastructure issues. There was also a comment on the
establishment of Farmers Markets.
There was a call for the support and encouragement of village groups as a means of
boosting local action, with a suggested focus to be on those areas where this resource was
lacking.
The development of a sense of “community pride” was deemed important,
something which a comprehensive community consultation can help to achieve, giving the
rural community the power to shape their own future and in effect ‘own’ it.
Revenue/Resource support was seen as being equally as important as Capital support.
All Island Cooperation
The Co-operation Scheme received the fourth largest allocation of budget by participants,
at 8% of the total budget available or £599,000 in monetary terms, a similar allocation to
that for NI as a whole at (7%), and satisfying the requirement for a minimum of 7% of total
programme budget to be spent on Cooperation initiatives.
52
Of the ‘Other’ challenges and opportunities identified by the Board and wider community,
the following key elements were grouped as being ‘actionable’ under the Cooperation
measure.
There were no actual project ideas for Cooperation agreed, more so ideas for further
development, such as, ensuring ‘proper’ community consultation, identifying current
resources and need in each council area, assisting and supporting current resources,
empowering communities with no current community group, giving communities a reason to
take pride, creating greater links and enlisting support to empower the rural communities
(NACN/CRUN/Local Enterprise Agency), enabling greater cooperation between farming and
community groups, and targeting youth, women etc.
Suggested actions centred on assisting knowledge exchange and best practice visits, with
work centring on contacts already established and building on programmes/projects already
developed. There was a suggestion to identify at least one Cooperation partner in the
Republic of Ireland, Scotland and wider EU countries and programmes, with potential
themes
of
Village
Renewal,
Tourism
development
(marine,
waterways,
walking/cycling/heritage trails discussed). Similarly, it was suggested that another local LAG
in the adjacent Mid and East Antrim area may become involved with a joint project
investigating ‘Christian Heritage’ and Pilgrim Trails.
Further research is required to identity the potential for joint projects focusing on thematic
issues and opportunities affecting NI, ROI, UK and wider Europe.
Rural Broadband
The Broadband measure received the least allocation of budget by participants, at 4.1% of
the total budget available or £310,000 in monetary terms, which is marginally higher than
the proposed apportionment for NI (4%).
Insufficient rural broadband access, poor mobile telephone signal, and communications
“blackspots” were highlighted as being key issues. Improved access to the network has
many opportunities, not least in terms of accessing additional markets for businesses,
marketing opportunities, job creation and ability to work from home, as well as the social
benefits offered by quality internet access.
53
To address these issues participants recommended investment in broadband and mobile
phone reception to ensure better access for rural dwellers, businesses and villages across
the area.
Due to the limited budget available under this scheme, actions such as community
consultation and wider engagement with local Council and Broadband providers were
suggested as the means of ascertaining where the greatest need was.
There was a recommendation that broadband hubs are set up in areas in most need referred to as “blackspots” - and for those areas where there may only be a few individual
needs, that there is signposting in place to other programmes being delivered for example
by OFMDFM or other Council schemes.
To capitalise on the opportunities of broadband, it was recommended that investment is
made in the provision of training for rural dwellers in terms of e-commerce, marketing and
promotion.
Other
Again, issues raised resonated those already addressed under the measures above, in
terms of rural crime prevention, health and safety on farms, provision of sufficient rural
sheltered accommodation for older people, the need to ensure proper community
consultation and cohesiveness between urban and rural plans, the requirement for applicant
support and assistance in completing application forms, the need for greater cooperation
and for a focus on projects with long-term sustainable attributes.
There was a need for greater collaboration with other Agencies/Departments in terms of
operating on an advisory capacity and for greater cooperation with the Planning Department
which was also noted.
EUROPEAN STRATEGIES AND POLICIES
There are numerous Strategies and Policies that can potentially have an influence on and
complement the Rural Development Programme and the priorities that the Local Action
Group are considering. This section of the Interim Strategy considers a variety of other
54
Strategies from Europe and how they may impact on the local Rural Development
Programme.
EUROPEAN COMMISSION, EUROPE 2020 A EUROPEAN STRATEGY FOR SMART,
SUSTAINABLE AND INCLUSIVE GROWTH
This strategy sets out a vision of Europe’s social market economy for the 21 st century with
three mutually reinforcing priorities:

Smart growth – developing an economy based on knowledge and innovation,

Sustainable growth – promoting a more resource efficient, greener and more
competitive economy,

Inclusive growth – fostering a high-employment economy delivering social and
territorial cohesion.
The EU 2020 Strategy highlights the importance of supporting schemes which help eliminate
labour market and social inclusion barriers, in particular for the most vulnerable groups of
women, young people, older workers, groups of minority ethnic origin and the disabled.
These schemes include among other things support for education and lifelong learning
opportunities, modern transport and ICT infrastructure, plus improved access to essential
services.
The Rural Development Programme will play an important role in promoting a more inclusive
society and making rural areas a better place to live.
COMMON AGRICULTURAL POLICY
The European Union’s rural development policy helps the rural areas of the EU to meet the
wide range of challenges and opportunities that face them in the 21st century – economic,
environmental and social. Known as the “second pillar” of the Common Agricultural Policy
(CAP), it has been improved for the period 2014-2020 through the process of wider CAP
reform, via a number of legislative acts.
In line with Europe 2020 and the overall CAP objectives three long-term strategic
objectives for EU rural development policy in the 2014-2020 period can be identified:

Fostering the competitiveness of agriculture;

Ensuring the sustainable management of natural resources, and climate action; and

Achieving a balanced territorial development of rural economies and communities
including the creation and maintenance of employment.
55
The 2013 reform leaves in place many of the key features of rural development policy from
2007-2013. In particular, as in the past, the policy will be implemented through national
and/or regional rural development programmes (RDPs) which run for seven years.
However, overall, the 2013 reform brings change by:

Improving the strategic approach to constructing RDPs;

Strengthening the content of rural development measures;

Simplifying rules and / or reducing the related administrative burden where possible;
and

Linking rural development policy more closely to the other ESI funds.
Member States have to build their RDPs based upon at least four of the six common EU
priorities.
1. Fostering knowledge transfer and innovation in agriculture, forestry and rural areas;
2. Enhancing the viability / competitiveness of all types of agriculture, and promoting
innovative farm technologies and sustainable forest management;
3. Promoting food chain organisation, animal welfare and risk management in
agriculture;
4. Restoring, preserving and enhancing ecosystems related to agriculture and forestry;
5. Promoting resource efficiency and supporting the shift toward a low-carbon and
climate-resilient economy in the agriculture, food and forestry sectors;
6. Promoting social inclusion, poverty reduction and economic development in rural
areas.
In turn, each rural development priority identifies more detailed areas of intervention ("focus
areas"). Within their RDPs, Member States / regions set quantified targets against these
focus areas, on the basis of an analysis of the needs of the territory covered by the RDP.
They then set out which measures they will use to achieve these targets and how much
funding they will allocate to each measure.
Funding is drawn partly from the European Agricultural Fund for Rural Development
(EAFRD) and partly from national / regional and sometimes private sources.
AGRI-FOOD STRATEGY BOARD, GOING FOR GROWTH STRATEGY, APRIL 2013
Agri-food is Northern Ireland’s most successful industry. It is now a major industry driving
the local economy and contributing substantially to every area of Northern Ireland.
56
The objective in developing Going for Growth – Investing in Success with the agri-food
industry is to provide strongly practical support to Northern Ireland’s companies to explore
business in external markets and to encourage many more to grasp the opportunities abroad
for faster and sustainable growth.
The Strategic Action Plan also recognises that industry and governments working together
on, and sharing in strategic initiatives on an all island basis present an opportunity to
underpin the growth plans envisaged for the sector.
Central to this cooperation will be the sharing of resources in knowledge generation,
collectively pursuing market opportunities where there are commercial and pragmatic
reasons, and working together to improve quality and efficiency along each stage of the
supply chain which maximises the potential for sustainable and improved profitability for all
members of the supply chain.
There are a number of strategic aims and objectives outlined in the Strategy:

By 2020 the industry will have profitably grown turnover by 60% to £7bn and
employment by 15% to 115,000.

It will have been transformed into an integrated “best in class” supply chain model. At
the core of this transformation will be a world-class supply chain focused on exploiting
the global opportunities that we have identified in the Going for Growth – Investing in
Success Strategic Action Plan.

The integrated industry will have a customer-led focus on delivering global market
growth, supported by a single marketing organisation.

Collectively, the products, services, exploitation of natural, green and clean resources
and provenance, employment levels and skill sets, and greater integration within the
supply chain, will be a testament to the increased priority given to research and
innovation, to harnessing the potential of our people, working together across the
industry and in partnership with Government and academia.

Northern Ireland will benefit substantially from an enhanced, sustainable and
profitable industry delivering what consumers want to purchase and driving prosperity
throughout the region.
57
EUROPEAN ASSOCIATION FOR RURAL DEVELOPMENT AND VILLAGE RENEWAL, RURAL
ROADMAP, FOR SUSTAINABLE DEVELOPMENT OF EUROPEAN VILLAGES AND RURAL
COMMUNITIES
This document considers a variety of methods and strategies with the objective of enhancing
rural areas to benefit the development of Europe under the 2020 vision.
The document states that Europe is about four fifths rural, about half of all Europeans live in
rural areas and more than 50% of the workplaces can be found there but the number of
inhabitants have decreased over time. There is no such thing as one rural area.
Alliances and cooperation between villages and municipalities are indispensable strategies
for the successful development of the rural space. They enable communal bodies to meet
challenges and find solutions to issues, which would otherwise exceed the potential of
individual municipalities.
There are a number of potential actions highlighted under a range of project areas including
Businesses and Workplaces; Agriculture and Forestry; Landscape, Soil, Water and Ecology;
Energy and Climate Change; Mobility and Local Supply; Settlements and Construction
Developments; Education; Cultural and Social Identity; and Living Together.
DIGITAL AGENDA IN THE EUROPE 2020 STRATEGY
The Digital Agenda presented by the European Commission forms one of the seven pillars
of the Europe 2020 Strategy which sets objectives for the growth of the European Union
(EU) by 2020.
The Digital Agenda's main objective is to develop a digital single market in order to generate
smart, sustainable and inclusive growth in Europe, and it is made up of seven pillars. The
fourth pillar is relevant to internet access, as shown below.
Pillar IV: Fast and ultra-fast Internet access
New services such as high definition television or videoconferencing need much faster
internet access than generally available in Europe. To match world leaders like South Korea
and Japan, Europe needs download rates of 30 Mbps for all of its citizens and at least 50%
of European households subscribing to internet connections above 100 Mbps by 2020. The
Digital Agenda aims to turn this ambition into reality by stimulating investments and
proposing a comprehensive radio spectrum plan.
58
CENTRAL GOVERNMENT STRATEGIES
This section of the Interim Strategy will consider a variety of other Strategies from a Northern
Ireland Assembly perspective and how they may impact on the local Rural Development
Programme.
DEPARTMENT OF AGRICULTURE AND RURAL DEVELOPMENT, STRATEGIC PLAN 20122020
The DARD Strategic Vision is ‘A thriving and sustainable rural economy, community and
environment to promote social and economic equality’. Within the Strategy, DARD has four
Strategic Goals, one of which is directly relevant to this Interim Rural Development Strategy
for Causeway Coast and Glens Local Action Group.
Strategic Goal 2 is ‘To improve the lives of farmers and other rural dwellers targeting
resources where they are most needed’. This goal aims to address a range of issues such
as tackling rural poverty and social isolation, creating sustainable rural businesses and jobs,
having a better understanding of the challenges facing rural communities and having
improved representation and participation by under-represented groups. The Department
aims to address these issues through a range of key actions, one of which being the
development and implementation of the 2014-2020 Rural Development Programme.
DEPARTMENT OF AGRICULTURE AND RURAL DEVELOPMENT, TACKLING RURAL POVERTY
AND SOCIAL ISOLATION FRAMEWORK 2011-2015
This DARD Framework takes account of a range of other Government Strategies and
Policies and links the work of DARD to the Programme for Government commitment to bring
forward a package of measures to tackle rural poverty and social isolation. The Framework
supports a package of measures up to £16million and identifies three priority areas for
intervention – Access Poverty, Financial Poverty and Social Isolation. Within this, a number
of projects to improve access to services and travel, as well as projects for older people and
youth were proposed – all of which may be relevant to and will complement the LAG Interim
Strategy.
DEPARTMENT FOR REGIONAL DEVELOPMENT, REGIONAL DEVELOPMENT STRATEGY 2035
This Strategy is the spatial strategy of the Executive and provides a framework and context
for where future development should happen. In addition, the framework promotes cooperation between ‘hubs’ and encourages clustering so services do not need to be
duplicated but rather shared.
59
There are a number of areas of the strategy that are relevant to rural development, for
example, within the Regional Guidance, priorities include the delivery of a balanced
approach to transport infrastructure to improve social inclusion, the improvement of telecom
services in smaller rural areas to minimise the urban/rural divide, the recognition that the
village concept is important in rural areas as it can bring people together and strengthen
communities, the revitalisation of villages so they can meet the needs of the communities
they serve.
Within the strategy there is a specific section on the rural area with Spatial Framework
Guidance priorities to sustain rural communities living in smaller settlements and the open
countryside and to improve accessibility for rural communities.
These two priorities
specifically aim to:

Establish the role of multi-functional town centres,

Connect rural and urban areas,

Revitalise small towns and villages,

Facilitate the development of rural industries, businesses and enterprises in appropriate
locations,

Encourage sustainable and sensitive development,

Improve the overall connectivity of rural communities to services and other parts of the
Region by exploring innovative ways of bringing these services to the communities,

Integrate local transport.
The strategy outlines the Housing Growth Indicators to estimate the new dwelling
requirement 2008-2025 for each Council area. The figures for Causeway Coast and Glens
Borough Council are 16,100 broken down as follows: Ballymoney 3,500, Coleraine 6,900,
Limavady 3,900 and Moyle 1,800.
The Strategy also outlines the Hierarchy of Settlements and Related Infrastructure Wheel
(Diagram 2.2). This Wheel illustrates the range of public and private services needed to
ensure citizens have access to the necessary economic, social and cultural opportunities,
as well as the infrastructure required by businesses to build a competitive dynamic and
innovative economy.
These services include transport and communication networks, education, health, social,
environment, commercial and justice. The wheel outlines the patterns of service provision
that are likely to be appropriate at different spatial levels including neighbourhoods, smaller
60
towns, regional towns (or groups of towns) and cities or at a regional level. The model
recognises the strong relationship between settlement size and the levels of service that can
be supported. The wheel provides a forward perspective, providing some understanding of
the level of facilities and services anticipated at different spatial levels rather than
necessarily reflecting the stock of services that are currently available in villages, towns,
cities or regionally. The outer level of the wheel illustrates not only the infrastructure that
would be appropriate for principal cities but also those of regional significance.
DEPARTMENT FOR REGIONAL DEVELOPMENT, ENSURING A SUSTAINABLE TRANSPORT
FUTURE: A NEW APPROACH TO REGIONAL TRANSPORTATION
This document complements the Regional Development Strategy 2035 and sets out the
Department’s approach post 2015 to regional transportation and future decisions on
investment through three high level aims – Support the Growth of the Economy, Enhance
the quality of life for all, and Reduce the Environmental Impact of Transport – with twelve
supporting strategic objectives covering the economy, society and the environment.
Of the twelve supporting objectives there are three that will have an impact on rural areas
and potentially on this Interim Strategy: Improve access in rural areas, Enhance social
61
inclusion, and Develop transport programmes focussed on the user which all prioritise
reliable roads and facilities, timely and reliable public and community transport,
transportation networks that bring communities together and ensure access to services and
facilities, and an understanding of the needs of the community and the provision of services
to meet these needs.
DEPARTMENT FOR SOCIAL DEVELOPMENT, FAMILY RESOURCES SURVEY URBAN RURAL
REPORT NORTHERN IRELAND 2012-13, PUBLISHED 5TH MARCH 2015
This report provides a wide range of information on household circumstances by Urban
Rural classifications in Northern Ireland, based on an analysis of the Family Resources
Survey Northern Ireland 2012-13.
The report covers the following key information:
Household Income and State Support Receipt, Tenure and Housing costs, Savings and
Investments, Occupation and Employment, Household Characteristics, Income, and
Deprivation.
The report further breaks Northern Ireland into East and West of the Province with
Causeway Coast and Glens Borough Council falling into the West classification.
DEPARTMENT OF ENTERPRISE TRADE AND INVESTMENT, INNOVATION STRATEGY FOR
NORTHERN IRELAND 2014-2025, SEPTEMBER 2014
This strategy sets out the long term actions necessary to make the transformation towards
a more innovative culture to ensure that innovation is a key part of the vision of the Economic
Strategy.
To deliver the vision “Northern Ireland, by 2025, will be recognised as an
innovation hub and will be one of the UK’s leading high-growth, knowledge-based regions
which embraces creativity and innovation at all levels of society.” [p7]
Innovation is crucial because it drives research and development, which in turn leads to
economic growth. Companies who are innovative are more productive, growing sales and
employment twice as fast as their non-innovating competitors.
Innovation includes changes to products and processes, the introduction of new business
models, organisational changes and entering new markets.
Some of the barriers to
innovation are identified (knowledge, access to capital, incentives, markets, skills, cultural
changes) and the document also states that assistance from the public sector is critical to
support SMEs and Micro Businesses innovate. Within the Strategy there are chapters to
consider what Government wants to achieve, what they are going to do and how they will
know they are on target. The main chapters are as follows:
62

Cultural Change – this chapter considers the necessity for more collaboration between
private, public and third sectors and the openness to the use of new ideas, innovation
and risk taking. Including the acceptance of change; sharing learning between sectors;
social change and the social economy; risk management -v- risk aversion; celebrating
success; leadership values and behaviour; support through Invest NI and DEL to develop
skills; stimulating innovation in micro-enterprises; social innovation (new and innovative
thinking to resolve social problems), service innovation (design, marketing etc).

Knowledge Generation - this chapter considers the necessity on creating an environment
which encourages research and creativity by providing the skills and attitudes to
succeed. Including the encouragement of companies in invest in innovation; prizes to
stimulate innovation; encouraged investment in R&D; focusing resources where there is
opportunity as identified in the Economic Strategy (Agri-food technology, Sustainable
energy, ICT, Advanced Man and Mat, Life and Health Sciences); new global
opportunities; enhancement of the NI World-class research base; InnovateUs Employer
support programme to access expertise and innovation know-how; competence centres
to promote industry priorities; enhancing creativity and design; the use of design in public
policy making; skills and education to support innovation to SMEs and Micro-businesses;
STEM; ICT; Entrepreneurship.

Knowledge Exchange – this chapter considers the facilitation of the exchange and
access to quality information across all sectors.
Including the encouragement of
companies to collaborate externally; business to business collaboration; business to
academia collaboration; investment in programmes to support collaboration (Knowledge
Transfer Partnerships, Knowledge Transfer Network, Innovation Vouchers, Creative
Credit Vouchers, Specialist Provision for Industry using College Expertise Centres,
Knowledge Transfer Awards); increased local government collaboration; international
partnerships and collaboration;

Knowledge Exploitation – this chapters considers the transformation of knowledge into
products and services to add value and be exported (preferably). Including supporting
companies to access finance and exploit knowledge through Invest NI and a variety of
others; commercialisation of Intellectual Property; supporting businesses with high
growth and export potential; exploiting public sector information; data analytics; using
public procurement to stimulate innovation; enhancing and exploiting the innovation
infrastructure such as the NI Science Park; exploiting e-commerce.

Measuring Progress – this chapter considers the indicators that have been identified to
track the impact of the strategy in terms of long-term and medium-term targets.
63
Throughout the document there are good examples of successful innovation in different
companies across Northern Ireland.
In addition there is an Action Directory linked to the Strategy which outlines the actions under
each theme, the timeframe and the responsibility for each action.
DEPARTMENT OF ENTERPRISE, TRADE AND INVESTMENT, INNOVATION SURVEY OF MICRO
BUSINESSES IN NORTHERN IRELAND, ECONOMIC RESEARCH, DECEMBER 2014
Micro businesses that employ less than 10 people contribute a turnover of almost £14billion
a year, representing 17% turnover from all private sector companies. Almost 100,000
people are employed in a micro business, representing 20% of the total private sector
workforce.
This survey was completed by 1,000 businesses with between 1 and 9
employees and is the first piece of work of its kind in Northern Ireland. In summary, the
survey found:

Micro businesses in NI have higher rates of innovation across all innovation
categories than larger businesses in NI and the UK as a whole,

There are higher rates of innovation in micro businesses that have younger
businesses with younger owners, slightly larger (5-9 employees), the most senior
person educated to higher than HND level, markets outside NI (esp exports),
businesses with at least 1 female owner. Industrial sectors with higher rates
include those in motion picture and video production (67%), electricity, gas and
water supply (71%), financial intermediation (75%). Lowest rates are within the
food, clothing, wood, paper publishing and printing sectors (38%).

Only 13% of micro businesses did not carry out any form of innovation. 27% of
these felt that they didn’t innovate due to market conditions and 17% felt there
was no need due to previous innovations.

One in four product innovators felt the innovation accounted for at least 25% of
their total turnover.

Cooperation – most likely to cooperate with customers from the private sector
(62%) and suppliers of equipment, materials, services or software (60%). Least
mentioned to cooperate with universities or other HE institutions (20%) and
government or public research institutes (14%).

Product and Process innovations tended to be developed by the micro business
themselves rather than in partnership.
64

Barriers to innovation – cost factors for 1 in 3 saying it was very influential,
knowledge factors (lack of skills), market factors (uncertain demand), UK
government regulations hardly featured.

10% received support from Invest NI or another organisation – tended to be those
that export, not family owned and most senior person educated to HND or above.
NORTHERN IRELAND HOUSING EXECUTIVE RURAL ACTION PLAN 2013-2015
This action plan was drafted with reference to the DSD draft Housing Strategy and the DARD
Rural White Paper Action Plan. There are 50 actions under four main themes – Delivering
Better Homes, Supporting Independent Living, Building Stronger Communities and
Delivering Quality Services.
In the Causeway Coast and Glens area NIHE have match funded the following projects from
2011 to 2014:

Loughgiel Early Years - An extension of their Early Years facilities and refitting of a
playgroup room (£20,000),

Bushmills Trust - The installation of photographic and artwork panels on derelict buildings
(£3,577),

Burnfoot Community Development Association - To install signage in the village as well
as to create a childcare centre (£6,043).
The action plan is currently being reviewed and the updated action plan is expected to be
available in 2016.
A follow-up meeting with the Housing Executive suggests that the NIHE remain keen to
allow for match funding for rural communities for the forthcoming years for Basic Services
and Village Renewal. In previous years, they have had a £150,000 fund available for rural
communities to apply to (with a maximum of £20,000 available per application). Due to the
demand, this amount was increased in previous years and the NIHE remain flexible and
keen to work with the LAG on moving this forward.
DEPARTMENT FOR REGIONAL DEVELOPMENT, RATHLIN ISLAND POLICY
In recognition of the challenges faced by island communities, the Executive developed a
Policy to outline how they will support the Rathlin Island community in its development of a
plan to ensure the sustainability of island life and the promotion of a vibrant island
community. On the back of the Policy, an Action Plan was developed for the 2013-2015
period.
65
DEPARTMENT FOR REGIONAL DEVELOPMENT, RATHLIN ACTION PLAN 2013-2015
The Rathlin Island Action Plan builds on the commitments and actions set out in the Rural
White Paper Action Plan and uses a thematic approach with five key themes:
1. Island Linkages
2. Access to Services
3. Island Community
4. Island Economy
5. Countryside and Environment
All actions under these themes are identified as short-term (undertaken and completed
within a three year period), medium-term (undertaken and completed within a three to five
year period) and long-term (undertaken and completed within a five to ten year period) and
all have a lead stakeholder identified.
Within the action plan, there are a number of actions that would be directly linked to the
priorities of the Rural Development Programme, such as,

AS4 – Liaise with BT on the roll out of broadband improvements including wireless
technology,

IC5 – Build on linkages with other island communities through involvement in relevant
academic research and conferences,

IE2 – Encourage and support Islanders involved in new and existing enterprises to avail
of the range of support from InvestNI, and other economic development stakeholders
and to take advantage of available Mentoring Support,

IE4 – Help to support tourism development on Rathlin Island through the development
of:
a) Marketing/Internet marketing of Rathlin, linking with expertise and networks of
Tourism Ireland/NITB,
b) More focused action with NITB to ensure they target Rathlin in their
promotional campaigns, and
c) Focused marketing at particular market segments and integrated approaches.
OFCOM INFORMATION
The most up-to-date information available from OFCOM dates to 2013 for the four legacy
Councils of the Causeway Coast and Glens.
66
UK Fixed Broadband Map 2013
Map showing broadband information by administrative authority
Average sync speed (Mbit/s):
Percentage getting less than
2Mbit/s:
Superfast broadband
availability:
Broadband take up:
Average data use
Limavady
Coleraine
18
20.60%
20.4
11.60%
18.3
16.70%
17.5
16.20%
96.20%
96.10%
88.80%
87.80%
65.20% (Of
which 24.60% is
superfast)
28.6
GB/Connection/
Month
What do these scores mean?
Rank
2
1
Overall performance
3
57.30% (Of
which 31.80% is
superfast)
29.6
GB/Connection/
Month
Moyle
Ballymoney
54.50% (Of
which 28.50% is
superfast)
21.3
GB/Connection/
Month
4
66.90% (Of
which 23.70% is
superfast)
24.1
GB/Connection/
Month
5
Each area has been ranked on how they score on four broadband metrics, on a scale of 1
to 5, with 1 the highest or fastest, and 5 the lowest or slowest.
The individual scores have been combined to provide an overall view of broadband in each
area.
DETI INFORMATION
The telecommunications market in Northern Ireland, as in the rest of the UK, is fully
privatised and independently regulated on a national basis by the Office of Communications
(Ofcom).
Telecommunications is a reserved matter meaning that it has not been devolved to the
Northern Ireland Executive but is controlled centrally by the Department of Culture, Media
and Sport (DCMS) in London. Under the Communications Act 2003, the Department of
Enterprise, Trade and Investment has been given limited powers to intervene where there
is evidence of market failure but this has to be undertaken with caution in order to avoid
distortion of the market and comply with European regulations.
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DETI has two projects that allow users access to basic broadband, superfast broadband
and allow users to choose a supplier from several competing broadband companies in areas
which have superfast broadband and other services such as video on demand or
subscription television.
THE NORTHERN IRELAND BROADBAND IMPROVEMENT PROJECT
This is a scheme to provide for the first time, increase or improve broadband services in
certain areas. Between February 2014 and December 2015 work is planned in different
towns and counties at different times. The broadband scheme will lay new fibre optic
telephone lines from existing exchanges to new small broadband exchanges in remote
areas to improve telecommunications infrastructure provided through telephone lines.
Basic broadband speed is two megabits per second. Superfast broadband speed is more
than 24 megabits per second.
Work is expected to be completed in December 2015. To date three areas within the
Causeway Coast and Glens Borough have had works completed (Claudy, Dungiven and
Feeny) and a remaining fourteen areas have work planned to be completed between March
2015 and December 2015.
County
Antrim
Antrim
Antrim
Antrim
Antrim
Antrim
Antrim/Londonderry
Antrim/Londonderry
Antrim/Londonderry
Londonderry
Londonderry
Londonderry
Londonderry
Londonderry
Postcode sector
BT44 9
BT53 6
BT53 7
BT53 8
BT54 6
BT57 8
BT51 5
BT52 2
BT56 8
BT49 0
BT49 9
BT51 3
BT51 4
BT52 1
Work completed by
30 September 2015
31 March 2015
30 September 2015
30 September 2015
31 December 2015
31 March 2015
30 September 2015
30 June 2015
31 March 2015
31 December 2015
31 March 2015
30 September 2015
30 June 2015
30 June 2015
SUPERFAST ROLLOUT PROGRAMME – PHASE 2
The Superfast Rollout Programme Phase 2 will provide improved superfast broadband
services in areas across Northern Ireland. Between February 2015 and December 2017
work is planned in different towns and counties at different times.
68
The Superfast Rollout Programme Phase 2 will lay new fibre optic telephone lines to
cabinets, and in some cases to premises, in many areas across Northern Ireland. This will
improve telecommunications infrastructure provided through your telephone line.
Superfast broadband speed is more than 24 megabits per second. There are 14 areas
identified within the Causeway Coast and Glens Borough to be completed by December
2017.
Postcode sectors where work will be completed by December 2017
BT44 9
BT49 0
BT49 9
BT51 3
BT51 4
BT51 5
BT52 1
BT52 2
BT53 6
BT53 7
BT53 8
BT55 7
BT56 8
BT57 8
CAUSEWAY COAST AND GLENS COUNCIL STRATEGIES
This section of the Interim Strategy considers a variety of other Strategies from Causeway
Coast and Glens Council and how they may impact on the local Rural Development
Programme.
CAUSEWAY COAST AND GLENS BOROUGH COUNCIL, COUNCIL STRATEGY 2015-19
This Strategy provides an Area Profile of the Borough and sets out the priorities of the
Council over the 4 year period 2015-16 under five key corporate themes:

Leader and Champion,

Accelerating Our Economy and Contributing to Prosperity,

Innovation and Transformation,

Resilient, Healthy and Engaged Communities,

Protecting and Enhancing Our Environments and Assets.
In terms of the planned outcomes over the next four years, the following for the Borough
also reflect the priorities under the Rural Development Programme:
Accelerating our Economy and Contributing to Prosperity:

The Council will work with its partners to maximise business start-up opportunities
and encourage existing enterprises to grow and prosper,

The Council will work with partners to maximise investment funding opportunities
from external sources including: the Northern Ireland Assembly, the European Union,
the Rural Development Programme, and from private sector financing.
Resilient, Healthy and Engaged Communities:

Council will work to support healthy lifestyle choices for all citizens.
69
Protecting and Enhancing Our Environments and Assets

Our natural assets will be carefully managed to generate economic and social returns
without compromising their sustainability for future generations.
CAUSEWAY COAST AND GLENS BOROUGH COUNCIL, ECONOMIC STRATEGY AND ACTION
PLAN 2015-2018
This Strategy was developed to assist the Council in achieving the full potential for the
Borough to deliver sustainable wealth and well-being for all its citizens. The strategy
identifies five main priorities:

Assist local businesses to grow and become more competitive and innovative,

Strategically position Causeway Coast and Glens as a place to do business,

Expand and develop the tourism sector in the area,

Develop business opportunities arising from the Renewable Energy sector, Digital
Causeway, the Knowledge Industry and Agrifood Sector,

Ensure that local infrastructure meets business needs.
The four strategic themes to deliver the Council’s vision are:
1. Competitive Causeway – Business development (Tourism and new industry sectors),
2. Connected Causeway – Developing the infrastructure,
3. Collaborative Causeway,
4. Rural Development.
In terms of issues from the strategy which relate to Rural Development, the following key
issues arose from the consultations:

Business development –
o Development of business opportunities in the Agrifood sector – there is a lack
of voice for farming and Agrifood businesses in the area.

Tourism development –
o Marketing of towns and villages should promote the individual character of
each of them,
o Assist existing businesses to innovate and grow,
o Develop activity and events based tourism.

Rural development –
o A need to reinvigorate town and village centres – they are both suffering from
dereliction and empty shop units caused by decreasing footfall,
o Measures identified that could be developed to address the decline:
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
Development of the evening economy and Farmers / Craft markets,

Need to improve customer service throughout the towns and villages,

Rural transport needs improved,

Car parking, transport and access needs to be assessed to ensure
better movement of traffic and people.

Town centres –
o Areas where wifi and Broadband speed are slow and prohibiting businesses
growing and developing.
The strategic objectives relating to rural development within the Economic strategy include:
Rural Development
To administer the Rural Development Programme on behalf of
the LAG
To stimulate and support Village Renewal / Enhancement
To develop a Compelling Business Offer in rural towns
and villages
To stimulate and support business startups in Rural Areas.
To assist rural businesses to grow by
becoming more competitive and
innovative.
To work with the retail sector to improve
customer service in the CCG area.
To improve and increase Rural Basic Services –
Community Facilities & Infrastructure
To support local Chambers and Trade
organisations to develop and sustain the
retail sector.
To develop the evening economy and
speciality markets in the town and village
centres throughout the CCG area.
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CAUSEWAY COAST AND GLENS BOROUGH COUNCIL, TOURISM AND DESTINATION
MANAGEMENT PLAN 2015-2020
This strategy considers the way forward for tourism, identifies the importance of tourism,
how it should be organised and the role of the Council and its relationship, engagement and
communication with tourism operators in the area.
Some of the key, strategic factors that were highlighted in the tourism strategy that may be
relevant to Rural Development are shown below:

The new Borough Council area accommodates c13% of NI hotel establishments (with
just under 11% of NI’s hotel beds); 25% of the certified guesthouse and bed &
breakfast establishments (with 33% of NI’s beds); and 47% of NI’s self-catering
establishments.
Accommodation Statistics 2013
STOCK
Number
Rooms
Hotels
19
708
GH/GA/B&B*
193
825
Units
Rooms
Self-catering
1,000
3,061
Beds
1,911
1,935
Beds
5,746
OCCUPANCY
Room
Bedspace
60%
41%
32%
24%
Annual
Peak (Apr-Sept)
27%
42%
*Guesthouse / guest accommodation / bed and breakfast

Across the area, there are a wide range of outdoor activity providers offering a variety
of different activities. The area as a whole has become recognised as a place for
individuals, groups and families to both participate in adrenalin sports and in gentler
outdoor activities. There are opportunities for individual or casual outdoor pursuits
(walking, hill walking, cycling), training, safety guidance and equipment hire for e.g.
surfing, kayaking and opportunities for participating in sporting events (e.g. Benone
Run to Remember, Walk the Glens Festival, Giant's Causeway Coast Sportive 2015).

The area’s natural environment of parks, river, coast, forest, glens and hills provide
a marvellous envelope within which the activities can take place. The importance of
the quality of these environments and locations should be highlighted, both in terms
of visual and amenity benefits but also because they provide good places in which
outdoor activities can take place.

The range of locally produced food and the increasing focus on artisan food and drink
and hospitality outlets offering local food produce, offers a competitive advantage to
Causeway Coast and Glens, even if this still needs development, under the
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embryonic local food network. It is apparent that this strand can be developed further,
while of course also meeting visitors’ expectations and wants.
CAUSEWAY COAST AND GLENS BOROUGH COUNCIL, COMMUNITY DEVELOPMENT
STRATEGY 2015-2018
This strategy is a continuation of the work already undertaken for the Strategic Framework
and continues with the strands identified in that work:
Strand 1 – Promotion of Core Community Capacity Building. This programme seeks to
work with communities to build their core capacity to ensure they have the skills, knowledge
and confidence to engage in collaborative partnership working, with particular reference to
Community Planning,
Strand 2 – Promotion of Productive Engagement. This programme seeks to develop the
skills of both Council staff and Community Organisations to develop a clear understanding
of their interdependence in terms of the planning of effective service delivery, with particular
reference to Community Planning,
Strand 3 – Targeting of Deprivation and Evidenced Need through Partnership
Working. This Strand of the strategy provides an opportunity to disseminate the best
practice partnership model developed in the three existing Neighbourhood Renewal
Partnerships across the Causeway Coast and Glens Council area. Community Planning
will undoubtedly lead to the need for more inter-sectoral partnership working. The Council’s
unique role, at the heart of service delivery in the Causeway Coast and Glens area, will
provide an opportunity to support community organisations and service providers to engage
with the relevant statutory agencies to develop the policy decisions which impact on the
social, economic and physical regeneration across the Causeway Coast and Glens area,
Strand 4 – Supporting Community Infrastructure to maximise Sustainability. The
changing policy landscape has provided opportunities, for those groups who wish to do so,
to capitalise on their expertise and consider becoming delivery partners in meeting local
needs, developing community assets and delivering local and central government aims. The
council’s responsibility in respect of this strand is twofold; firstly to provide developmental
support to those groups who wish to avail of this new opportunity and secondly to support
groups core costs to enable them to explore new mechanisms through which they can
secure their future sustainability.
There are a number of operational actions within the strategy that may support Rural
Development moving forward:
73

Strand 1 - Action 3: Capacity development (generic) and Action 4: Capacity
development (bespoke),

Strand 2 – Action 6: Community engagement, Action 7: Resident engagement and
Action 8: Thematic Network Development,

Strand 4 – Action 12: Programme development for Council owned community
facilities, Action 13: Programme development for community owned multi-use
facilities, Action 14: Organisational sustainability for community organisations, and
Action 15: Small capital works grant.
The strategy also completes a review of the Council Grants provision in order to inform the
new framework for grants as well as undertaking a provisional review of the Council owned
community centres and halls. Also included is a useful snapshot of the 517 organisations
in the voluntary and community sector in the Borough.
CAUSEWAY COAST AND GLENS BOROUGH COUNCIL, AUDIT OF COMMUNITY
CENTRES/HALLS – FINAL REPORT, MARCH 2015
This audit report collates information relating to all Council owned and non-Council owned
community centres and halls across the Borough, as defined under six different categories
ranging from Category A: Council owned and Council managed to Category F: community
development premises that do not classify as a community centre/hall and do not receive
grant support. The audit shows that there are 92 Centres/Halls identified under the six
categories across the Borough; and of these 61 are in Rural areas. However, it also states
that it does not take into account the variety of other halls in the area that could also be in
walking / easy-driving range for communities (ranging from Guide Halls, School Halls,
Orange Halls, GAA Halls and Parish Halls).
The audit recognises that these multipurpose centres and halls are a core part of community
life and can play a key role in improving the quality of life and building stronger communities
in some areas but also highlights the difficulties that can arise in sustaining these buildings.
This Audit may be useful for the LAG when considering potential community hubs or works
to community halls to ensure there is no duplication, and if possible, there is more of a focus
on the multi-use of halls, sharing facilities or opening existing facilities for wider community
use as an alternative.
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CAUSEWAY COAST AND GLENS BOROUGH COUNCIL, SPORT AND LEISURE FACILITIES
STRATEGY, AUGUST 2015
This strategy provides an overview of the Council assets and resources for the provision of
sport and leisure facilities, creates a framework against which Council can make decisions
about resources and provides a clarity to external stakeholders on Council plans.
The strategy also maps the assets showing demand/unmet demand and will be used by
Council when identifying areas of need and it summarises the need as follows:
West (Limavady)

Marginal unmet demand for gym stations,

Other demand is mainly met but there are need issues in terms of facility condition and
artificial grass pitch accessibility in the Dungiven area.
Central (Coleraine/Ballymoney)

Significant unmet demand for pool and gym visits indicating the existing facilities are
undersized and there are condition issues in the Portrush and Coleraine facilities.
East (Moyle)

Unmet demand for all services indicating lack of facilities and while the scale of demand
may be relatively low, there are also seasonal population, tourism and economic
development considerations.
General

Over 100 grass pitches in the area for which detailed condition/playability data is
required.
NORTH EAST DIGITAL CHAMPION DIGITAL STRATEGY REPORT
This report was completed for the previous Councils in the North-East region – Antrim,
Ballymena, Carrickfergus, Coleraine, Larne, Moyle and Newtownabbey to highlight the
difficulties businesses can face with poor broadband.
Businesses particularly in rural areas can face significant challenges with their broadband
that seriously impacts their ability to run a successful and forward-looking business using
the digital platform.
Broadband speed statistics in the north east region
The NEDC strategy reviewed average speed across the region, as well as pinpointing
specific towns in each Council area. However, the report does not specifically identify ‘cold
spots’ which receive very poor connectivity. Activity going forward must focus on identifying
and resolving connectivity issues in these spots – as well as ensuring that those businesses
in ‘hot spots’ have the skills they require to make the best use of their good connectivity.
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Coleraine:
Download 25.6mbps, upload 7.7mbps (WBC and FTTC available)
Specific areas:
Castlerock – download speed of 4.9mbps and upload speed of 0.6mbps.
Portstewart – download speed of 45.4mbps and upload speed of 10.3mbps.
Moyle:
The maximum speed reported in the Moyle postcode area is 5-10mbps. This is at the
low end of average broadband speeds.
Specific areas:
Armoy – download speeds on average are 6.8mbps. The fastest reported download
speeds are up to 8.1mbps, with upload of 0.4 mbps. There is no superfast broadband
in the area.
Ballycastle - download 13.1mbps, Upload 0.8mbps (figures for WBC unavailable
and FTTC available).
Cushendall – 17.7mbps download speed with 6mbps upload speed. Connectively in
the Cushendall area currently varies widely, with broadband connection speeds
ranging from around 2mbps to 40mbps.
One of the main recommendations suggests that Areas of inadequate connectivity must
be addressed to ensure consistent high speed broadband across the sub region.
Identified issues in the report need to be resolved to support businesses whose growth
potential is restricted because of broadband connectivity challenges. These issues need to
be addressed to assist effective inward investment promotion where high speed broadband
is a basic requirement
MISCELLANEOUS STRATEGIES
This section of the Interim Strategy considers a variety of other Strategies from a variety of
other sectors and how they may impact on the local Rural Development Programme.
FEDERATION OF SMALL BUSINESSES NORTHERN IRELAND, RURAL ROADMAP:
UNLOCKING THE POTENTIAL OF LOCAL BUSINESSES, MAY 2014
This document highlights 10 key issues affecting rural businesses with FSB NI
recommendations relating to each of them. The document draws attention to the following
statistics:

SMEs account for 99% of businesses in Northern Ireland,

Northern Ireland has the highest concentration of small businesses in the UK,
76

Small businesses employ over 70% of the private sector workforce in Northern Ireland,

Small businesses contribute 60% of private sector turnover in Northern Ireland,

Around 82% of NI Gross Value Added (GVA) is produced by small and medium sized
businesses,

Small firms represent nearly 70% of R&D performing companies.
There are a number of the key issues that may be relevant to the LAG in moving forward:
Rural innovation – highlights the aim that local businesses should be able to harness the
latest ideas, working methods and technologies to be competitive and that this should be
reflected further in the DETI Innovation Strategy (mentioned in Central Government
Strategies section of this Interim Strategy). Also highlights the range of financial incentives
available – Horizon 2020, EU Research and Innovation Programme, DARD Research
Challenge Fund, Invest NI Innovation vouchers.
Tourism – highlights the big role that small rural businesses have to play in the success of
‘experiential’ tourism; as well as the need for skills and training to develop competency in
basic customer service and communication such as the WorldHost Customer Service
Training. Calls for a greater strategic direction for tourism.
Community Services – argues that local communities must have a first rate service to
make an area a more attractive place to live, work and socialise and to contribute to small
businesses and the high street.
Also urges more cooperation between schools and
businesses (over half of Primary Schools and around a fifth of secondary schools are in rural
areas). Highlights the importance of the Post Office network in supporting rural businesses
and communities.
Banking, financial services and access to finance – calls for the publication of postcode
lending data to assist in better understanding of lending activity in areas and highlights the
importance of the rural IT infrastructure to meet the online banking requirements of
customers but continues to advocate the maintenance of a branch network through parttime provision as an alternative to the closure of branches. Calls for the Executive to
improve performance in drawing down funding from EU (NI got €5 per head compared to
ROI getting €590 per head).
Broadband and Mobile provision – highlights the importance of broadband technology to
the competitiveness of Northern Ireland and especially rural companies. Also mentions the
DARD £5million Broadband Improvement Project targeting rural areas of high deprivation
with no access to broadband alongside the DETI project. Calls for more work to be done in
the area of mobile phone coverage and the poor service for 3G and 4G as compared with
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some parts of the rest of the UK. Welcomes the abolishment of roaming charges for rural
businesses close to the border.
Alternative enterprises (Farm diversification) – supports this as part of a wider strategy
towards reinvigorating rural commerce and calls ‘tailored guidance’ on appropriate types of
farm diversification suitable for localities and what farmers need to do to avail of them.
Believes there should be an assumption of ‘permitted development’ for small agricultural
buildings, whilst larger agricultural buildings should be subject to prior notification procedure
rather than full planning control. Recognises the opportunity under the Rural Development
Programme 2014-2020 to assist new and existing businesses to become sustainable and
grow.
BBA - THE VOICE OF BANKING, STATISTICS BANKING ACTIVITY IN NORTHERN IRELAND –
Q1 2015
The BBA is the leading trade association for the UK banking sector with 200 member
banks headquartered in over 50 countries with operations in 180 jurisdictions
worldwide. Eighty per cent of global systemically important banks are members of the
BBA. As the representative of the world’s largest international banking cluster the BBA is
the voice of UK banking.
The BBA has recently started to publish the levels of borrowing by individuals and
businesses in Northern Ireland to postcode level. The data is compiled by the BBA and the
Council for Mortgage Lenders and consists of information on personal loans and lending to
SMEs.
All information relevant to the SME lending is gathered from the main participating lenders
(Bank of Ireland, Danske Bank, First Trust Bank, Ulster Bank, Barclays, HSBC, RBS Group
and Santander UK).
Information can be filtered to postcode level and the postcode
attributed to SME lending is derived from the business’s primary trading location. It should
be noted that borrowing is not a direct indication of the financial health of the borrowers.
This statistical summary for Northern Ireland gives the following information:

There were 7% more SME loans approvals compared to the same period in the last year,
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Approval rate of 9 in 10 applications, the value of new lending was 33% higher,
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Borrowing stocks in construction and real estate continues to reduce as a result of larger
businesses repaying borrowing or using alternative finance, or debt being written-off or
sold,
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Household deposits and borrowing are fairly static.
SME loan facilities
No of applications
No approved
% approved
Value approved £mn
2013 Q4
4,350
4,005
92%
360
2014 Q4
4,331
4,035
93%
408
SME loans approved in Q1 2015
Sector
Agriculture, Hunting & forestry
Real Estate, Professional & Support Services
Wholesale & Retail Trade
Construction
Manufacturing
Recreational & Personal Services
Accommodation & Food Services
Health & Social Work
Transport, Storage & Communication
Other
2015 Q1
4,469
4,163
93%
462
Number (%)
27%
23%
16%
7%
11%
5%
2%
3%
4%
1%
Value (%)
19%
44%
12%
3%
5%
4%
7%
2%
2%
1%
Comment:

Agriculture sector approvals accounted for 27% of the total number of loan
facilities approved, but for only 19% of the total value approved, indicating a
typically lower average value of approval compared to some of the other sectors,

Loans for real estate, professional services, accommodation, and food sectors
tend to be higher than the average value across all lending.
At a local level, the level of lending within the Causeway Coast and Glens Borough Council
area was £1,166,907,087 as compared to the overall amount for Northern Ireland of
£7,412,367,933.
RURAL NETWORK NI, VIRTUAL RURALITY: A SNAPSHOT OF TELECOMMUNICATIONS IN
RURAL NORTHERN IRELAND
This report was prepared by the ICT Thematic Working Group which comprised of
representatives from the 7 LAGs that managed Axis 3 of the Rural Development Programme
2007-2013 and was to provide a snapshot in time of telecommunications in the rural areas
in Northern Ireland.
79
On the basis of the findings, a number of recommendations were made by the group, some
of which were specific to the Rural Development Programme. These are shown below:

Future Rural Development Programme (RDP) Investment into rural broadband
infrastructure should be specifically targeted and accounted for, given the
geographies of rural areas. There are specific rural not-spots and slow-spots where
future intervention needs to be addressed and targeted to enable communities to have
access to at least the minimum service levels.

Through the RDP, DARD should initiative a programme to work with communities,
local authorities, key agencies and providers in potential long term not-spot areas
to explore and implement community broadband initiatives to find solutions. A
tailored helpline service should also be included as a lack of co-ordinated
assistance and guidance is one of the key frustrations for individuals / groups. A
model similar to that adopted by the Scottish Government in Community Broadband
Scotland would be beneficial in Northern Ireland and is worth a review.

The future RDP should consider initiatives / measures to ensure maximisation of
ICT for the rural economy, growth and jobs. Given the lead Northern Ireland has in
access to superfast broadband infrastructure opportunities need to be encouraged and
promoted to develop the economy and increase jobs in areas such as: cloud computing,
data centres, website development, site-optimisation, e-commerce, social media / emarketing, encouraging rural business development in ICT sectoral growth markets.
1.3 ASSESSMENT OF FUNDING GAPS/SYNERGY
Causeway Coast and Glens Borough Council is in the early stages of the Community
Planning process and will continue through the Project Plan stage until March 2017 at which
point an Interim Community Plan will be put in place. The Causeway Coast and Glens Local
Action Group will fully integrate the Interim Rural Development Strategy with the Interim
Community Plan and will review priorities and activities in line with those identified in the
Interim Community Plan.
In preparation of the Interim Rural Development Strategy, and in the absence of a Council
Community Plan, the Causeway Coast and Glens Local Action Group has taken into account
the existing and relevant Council Strategies and a number of other Government Strategies,
as outlined in Section 1.2 Analysis of Need, and will ensure these are taken into account
throughout the Programme.
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SWOT ANALYSIS
The following SWOT analysis has been completed based on the information available
through statistics, consultations and other local strategies in the Causeway Coast and Glens
Borough Council area.
RURAL DEVELOPMENT SWOT ANALYSIS
STRENGTHS
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A good variety of strong, successful small businesses in the area. Engineering is a strong
sector in the Garvagh area.
A young population in the rural area.
Good community infrastructure eg community groups etc.
Good number of market towns in the area.
Strong history of Rural Development participation / usage in the area. Strong participation
in the previous three RD programmes, also good experience and a good track record of
Council participation in previous programmes.
Well educated population in general in the new Council area – University town
(Coleraine).
Strong Tourism Sector – accommodation, must-see destinations, events and potential for
further development.
New Borough is an attractive proposition in terms of a holistic offer – as a place to work
and live.
Assets include Project Kelvin, University of Ulster, former Shackleton barracks site.
Must-see “honey-pot” icons i.e. Giant’s Causeway, Carrick-a-Rede Rope Bridge, Game
of Thrones location, Old Bushmills Distillery – reputation and performance of these world
renowned sites.
Natural landscape - Coast, countryside and forests offer scenic beauty including The
Glens, Causeway Coastal Route – AONB areas, trails and award winning beaches.
Unique towns and villages, with a sense of place.
Local Heritage and Cultural Diversity.
High quality wholesome food produced.
Famous for activity tourism.
High numbers of self-catering properties.
The Council remains committed to continuing to fund the promotion of Community
Development.
The ability to identify gaps in provision and adapt to external policy priorities.
All four councils have positive collaborative working relationships and partnerships with
external agencies and groupings.
The Council has an excellent track record of levering additional funding.
High level of economic activity.
High level of employee jobs.
Micro enterprise economy.
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Good experience in cross council working – also good working relationships with other
organisations and the rural support networks.
Good ICT skills in the area which offers good opportunities in the business and
community sectors.
Rural settlements within the Causeway Coast & Glens Borough Council area have a
higher percentage of residents who are economically active / self-employed.
WEAKNESSES
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Poor public transport and transport infrastructure to and within the area – too much use
of cars.
Bed and breakfast – low occupancy rate in the area (32%).
High reliance in public sector jobs.
High levels of deprivation and poverty in rural towns in the area such as Dungiven and
Bushmills.
Some untidy and unclean towns in the area which gives a bad impression / appearance.
High level of children 0-4 in the rural area compared to average NI figures. Overall
children 0-15 higher than NI average. Level of child care provision – higher level of
woman staying at home looking after children than the rest of NI.
Businesses are not taking advantage of opportunities to sell online.
The Business Survey undertaken by Economic Development indicated that businesses
are not exporting.
Declining footfall is causing dereliction and empty shop units in towns and villages.
Low manufacturing base in the CC&G area.
Unemployment in the CC&G area is higher than the Northern Ireland average.
Earnings in CC&G area are lower than NI average.
Large proportion of population with no or low-level qualifications in the rural areas.
Co-terminosity between external statutory bodies is not universal.
Pockets of high rural unemployment.
Variations in economic performance across the region.
Poor access to services for rural communities.
Dereliction within villages and derelict buildings in the area.
Lack of recreational provision.
Parking (especially coaches) a problem in small villages.
Signage and signposting.
Local branding fragmented.
Visitors not staying long enough.
Weak accommodation balance.
Low level of private sector investment.
Lack of evening and wet weather facilities.
Opening times of attractions, retail, etc.
Variable quality of customer service.
Limited 4G broadband & Wi-Fi availability.
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OPPORTUNITIES
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The Rural Development Programme will provide approx. £7.87million of capital and
resource funding for the area over a five year period.
Strong tradition of new business starts in the area.
Expand on the good tourism activity already in place.
The River Bann offers good potential for tourism and other potential projects eg. Cross
border/Scotland – co-operation projects.
Economy in CC&G area is characterised by micro-enterprises, there is potential to grow
the indigenous business sector and develop the micro enterprise sector.
Opportunities have been identified in the ICT sector, Agrifood sector.
Spin-off opportunities from relocation of DARD.
Opportunities arising from the redevelopment of the former Shackleton Barracks.
Community planning presents an opportunity to address duplication and develop an
improved joined up, needs based provision in the new Council area.
Large target market for farm diversification.
Development of rural tourism activities.
Development of tourism infrastructure.
Development of food tourism.
Development of vibrant villages.
Promote the natural environment.
Develop water based activities and activity tourism – walking, surfing, cycling.
Enhanced engagement and collaboration with the tourism trade.
Myths and Legends – building on folklore/history/Game of Thrones.
43% of population within rural areas of the Causeway Coast and Glens Borough Council
area have no or low level qualifications – potential opportunity for self-employment via
funding under the Rural Business Investment Scheme.
Higher percentage of females within rural areas of CC&GBC economically inactive and
looking after the home - potential opportunity for self-employment and working from home
via funding under the Rural Business Investment Scheme.
Higher percentage of females who are economically active and unemployed within rural
areas of CC&GBC - potential opportunity for self-employment via funding under the
Rural Business Investment Scheme.
Linkages with Wild Atlantic Way.
THREATS
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High corporation tax – 20%
Rural services disappearing in our rural villages eg. Post office, schools essential shops.
Too much bureaucracy in Rural Development funding and in other European funding.
Due to lack of business growth in the area, our brightest and best people are moving to
pastures new for better opportunities.
Business rates high in the area, especially difficult for the micro / small business sector.
Access to match funding for community / voluntary applicants.
Road, transport and broadband infrastructure need improving.
Continued decline in VAT/PAYE registered businesses across CC&G rural area.
83
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Reliance on public sector and potential for redundancies due to current budget cuts.
Competition from areas with similar product offering.
Economic / political situation.
Destination is a day tripper experience rather than stopover.
Restrictions in planning in rural areas.
Difficulty for micro or small business sector in accessing match funding.
GAPS
Based on the information gathered through the Analysis of Need, this section gives an
overview of the identified needs that are not going to be met through the Rural Development
Programme and which are the responsibilities of other agencies and bodies in the area. The
issues are highlighted per Scheme.
 Current financial climate & banking
attitude to investment
 Lack of Transport & Youth mobility
 Difficulty securing match-funding
 Help to small added value food
businesses
 Improvements in infrastructure
necessary to ensure better access to
services i.e. broadband transport
(including Train links), childcare/out of
school, hospitals, doctor opening
hours, education, leisure facilities etc.
 Rural isolation issues for women
 Protection of elderly & associated
services
 Investment in Youth
 Better services for waste and recycling
 Extend CAB and Women’s Aid services
to rural areas
 Cycle lanes
 Low educational attainment
 Lack of quality employment
 Lack of sheltered accommodation in
rural communities (aging population)
 Graffiti removal
 Farmers markets
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Farm safety
Support from Planning Deptartment
Support for food processors - not just
growers/producers
Energy Costs
Training other than bespoke
Litter
Roads
Lack of Accident & Emergency Cover
Lack of Special Needs provision
Political instability and Government
Dept. budgets
Drug and Alcohol abuse
Co-terminosity & joined up
services/delivery
Library provision in villages,
Social housing in rural areas
Enhanced Sure Start service
Recreational facilities
Better transport links
Rural Crime - Health & Safety
Car parking/congestion and easement
of traffic through villages
Coastal erosion
Transport Links (including Ferry)
84
 Provide defibrillators in villages
 More money in health and wellbeing
 Sheltered housing
 Better public amenities
Broadband Scheme
 Poor mobile telephone signal
 Link to Project Kelvin
Co-operation / Other
 Rural crime prevention
 Shortage of Rural sheltered
accommodation
 4 and 5 star hotel accommodation
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Better link between business
investment and village enhancement
More CCTV in isolated villages
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Training in maximising benefit of
internet / broadband required
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Food hubs
Community planning
Projects associated with River Bann
Public transport to and within the area
85
SECTION 2 - INTERIM DEVELOPMENT STRATEGY
2.1 STRATEGIC AIM
This section outlines the Causeway Coast and Glens Local Action Group Strategic Aim for
Rural Development under the LEADER Priority of the Northern Ireland Rural Development
Programme 2014- 2020. It is the Statement of Purpose to be achieved through the LEADER
scheme, shows the desired changes which the LAG hopes to effect through the use of Rural
Development Funding and is the reference point for all actions under the implementation of
this Interim Strategy in the Causeway Coast and Glens area.
This Programme is a Community Led Local Development programme specifically developed
and delivered under the principles of LEADER. The activities proposed in the Interim
Strategy have all been highlighted in feedback from the programme consultation process
carried out across the Causeway Coast and Glens Borough Council area.
The Strategic Aim of the Causeway Coast and Glens Local Action Group, through the
implementation of Priority 6 of the Rural Development Programme, is “To improve the
quality and sustainability of local social and economic life and create a high quality
experience for all rural residents in the Borough”.
The funding will aim to achieve measurable financial well-being and growth and will promote
a strong community awareness of the benefit of developing better infrastructure for the
benefit of all rural people. This is characterised as follows:
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Job creation is the priority,
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Promoting social inclusion,
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Poverty reduction,
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Economic prosperity,
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Opportunities for young people,
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Business opportunities for women,
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Basic service provision,
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Village enhancement – vibrant villages,
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Good community infrastructure,
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Delivering rural development in our area,
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Meeting rural community needs,
86
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Empowering local people to get more involved in their community issues and also
empowering business people to be better entrepreneurs.
2.2 DESCRIPTION OF PROPOSED STRATEGY
This section describes the LAG’s proposed strategy for effecting economic and social
improvement in the area in fulfilment of the Strategic Aim outlined in section 2.1. In doing
so, it sets out the vision for the area and what the LAG sees as its priorities under each
Scheme.
VISION
The Programme will endeavour to shape the future of our area by creating a vibrant,
sustainable
rural
community,
promoting
entrepreneurship,
enhancing
community
infrastructure and sharing our experiences with other regions. Throughout the various
consultations, the Vision for the area for 2020 has been:
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A ‘Branded’ area promoted as a key Tourism destination,
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An Enhanced economy,
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A protected and improved environment,
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Improved and enhanced facilities and services throughout the Borough Council area,

Better networking and engagement throughout the Causeway Coast and Glens
Borough Council area,
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Recognition as an area of best practice,
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An improved standard of life, health and wellbeing,
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A more active community with more volunteers.
STRATEGIC OBJECTIVES
In order to meet the Strategic Aim and Vision for the area, the Causeway Coast and Glens
Local Action Group has set the following Strategic Objectives to be achieved under the five
Programme Schemes by December 2020.
A more detailed breakdown of the background, identified needs, the options considered and
the key decisions taken by the Board to support these overarching Objectives for each of
the Schemes is provided in Sections 2.3 and 5.
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91 jobs created (FTE)
39 businesses supported
4 people completing bespoke training
65 beneficiaries/people receiving capital grants for their business
3 businesses supported to introduce/expand e-business
3 businesses who have started to export as a result of the grant
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1,300 people benefitting from improved services / infrastructure
13 projects supported for investment in local basic services for the rural population
Rural Village Renewal Scheme
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650 people benefitting from village renewal projects
13 villages supported to draw up or enhance village development plans
7 projects supported for investments in village development
7 derelict / vacant properties brought back into use
Broadband Scheme
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1 operation for investment in broadband infrastructure and access to broadband,
including e-government services
10 people benefitting from new or improved IT infrastructures (eg broadband internet)
Co-operation Scheme
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7% of the budget will be allocated to Co-operation projects
At least 2 Co-operation projects to be developed
ALLOCATION OF FUNDING
In order to meet these Objectives, the Local Action Group has prioritised the allocation of
funding per Scheme depending on the needs identified for the area.
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CC&G SCHEME ALLOCATION (%)
Cooperation, 7.00%
Village Renewal,
15.00%
Rural Business,
47.00%
Broadband, 2.50%
Rural Basic Services,
28.50%
As can be seen in the chart, the Rural Business Investment Scheme has been prioritised to
receive the largest allocation of 47% (£3,714,000), the Rural Basic Services Scheme is
receiving 28.5% (£2,245,000), the Village Renewal Scheme is receiving 15% (£1,186,000),
the Cooperation Scheme is receiving the 7% stipulated by DARD (£525,000) and the
Broadband Scheme is receiving 2.5% (£200,000).
These funding allocations will be
reviewed on an ongoing basis to ensure spend against each Scheme and the continued
meeting of needs in the rural areas.
TIMELINE FOR PROGRAMME DELIVERY
The LAG Board has developed a timeline for Programme delivery which outlines proposed
dates for Funding Workshops, Calls for Applications and Assessment phases per Call per
Scheme. The Animation phase will run throughout the Programme with each new phase to
raise awareness of the Programme, the Schemes and the requirements for applicants
running for the 3 month period prior to a Funding Workshop.
The initial Programme
Animation phase will run from January to March 2016. Depending on the interest in Calls
and the allocation of spend per Scheme, the timeline is subject to review throughout the
Programme period.
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Timeline for Application Calls
2016-17
Scheme
Apr
May
Jun
Jul
Aug
RBIS
FW Call 1 Open
Assessment Phase*
Village
Services
Broadband
Sep
Oct
FW Call 1 Open
FW Call 1 Open
Nov
Dec
Services
Broadband
2019-20
Scheme
RBIS
Village
Services
Broadband
Apr
May
Jun
Jul
Aug
Sep
FW Call 3 Open
Assessment Phase*
Assessment
Phase*
FW Call 3 Open
Assessment Phase*
Oct
Apr
May
Assessment
Phase*
Oct
Jun
Jul
Aug
Sep
Feb
Mar
FW Call 2 Open
Assessment Phase*
Assessment Phase*
2017-18
Scheme
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
RBIS
Assessment Phase*
Village
Services
FW Call 2 Open
Assessment Phase*
Broadband FW Call 1 Open
Assessment Phase*
2018-19
Scheme
RBIS
Village
Jan
Nov
Dec
Jan
Feb
FW Call 2 Open Assess*
Jan
Feb
Mar
FW Call 4 Open Assess
FW
Nov
Dec
Mar
Jan
Feb
Call 4 Open
Mar
Assessment Phase*
FW = Funding Workshops
*This phase may take longer or be shorter, depending on the number of applications and resources available
90
2.3 STRATEGY PRIORITIES
This section considers, in detail, four of the five Programme Schemes that the Local Action
Group is responsible for delivering and the priorities that the Local Action Group has selected
to address:

Rural Business Investment Scheme,

Rural Basic Services Scheme,

Village Renewal Scheme, and

Broadband Scheme.
The Co-operation Scheme will be addressed separately under Section 5 of the Interim
Strategy.
In setting the priorities for each Scheme the Local Action Group held a Strategy Development
Session on Monday 19th October 2015 and considered the detailed information gathered
through the Analysis of Need.
For full details of each Scheme, as supplied by DARD, please see Appendix 3. Note: the
maximum grant allowance on the DARD sheets may be different to the maximum grant
allowance agreed by Causeway Coast and Glens Local Action Group Board.
RURAL BUSINESS INVESTMENT SCHEME
The Rural Business Investment Scheme will provide investment support for the creation and
development of micro and small enterprises (including farm diversification and private tourism
businesses) in rural areas. All businesses applying will require a business plan to support their
application at the time of applying. The level of funding will be dependent on the businesses’
potential for growth in the short to medium term. The funding will primarily provide capital
grants with some resource funds towards bespoke training and marketing. Support is targeted
at rural areas ie excluding towns with a population of more than 5,000.
Support is provided for capital investments in the creation and development of non-agricultural
activities in rural areas for all micro and small enterprises. The primary objective is to create
new jobs. This might be either an activity which is new for an existing enterprise (or an
expansion of an existing activity leading to job creation) or a new business start-up.
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SUPPORTING INFORMATION
Statistical Information
Based on the Statistical Analysis commissioned by the LAG, there are a number of statistics
that are relevant to this Scheme:
Rural areas within the CC&G Borough are more likely to have a higher percentage of:

Male residents aged 16-74 years who are self-employed as compared to Northern Ireland
(Tables 88 and 89);

Residents aged 16-74 years working in construction; Agriculture, forestry and fishing; and
skilled trades occupations as compared to Towns within CCGBC or Northern Ireland
(Tables 99 and 100);

Residents aged 16-74 years who are Small employers and own account workers as
compared to Northern Ireland (Tables 120 and 121);
Economy

Between 2012 and 2014, 16,815 businesses became VAT and/or PAYE registered in the
area. This represented 8.1% of all similarly registered businesses for the same period in
Northern Ireland (Table 135);

Causeway Coast and Glens LGD (2014) ranks sixth out of the eleven new Council areas in
terms of the percentage of VAT and/or PAYE registered businesses operating in the area.
VAT registrations are falling in the Council area, with a decrease of 8.1% in registrations
over the period 2013/14 (Table 135);
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Almost 74% of the businesses registered for VAT and/or PAYE and operating in the
Causeway Coast and Glens LGD (2014) have a turnover, which is less than £250,000. This
statistic would suggest that the new Council area is comprised in the main of small
businesses; three out of ten businesses (30.05%) have a turnover of less than £50K, whilst
1.27% of businesses had a turnover of over £5M (Table 136);

79.0% of businesses in the Causeway Coast and Glens employ less than 5 people, whilst
90.9% employ less than 10 employees, enabling us to conclude that the local economy is
characterised by micro-business sector. Only 0.5% of businesses employ more than 100
employees (Table 137);

The industry sectors operating in the Causeway Coast and Glens LGD (2014) are:
agriculture, forestry and fishing (33.52%); construction (15.30%); retail (9.02%);
accommodation and food services (6.28%); production (5.37%); arts, entertainment,
recreation and other services (5.37%); professional, scientific and technical (4.19%);
92
wholesale (3.83%); motor trades (3.37%); business administration and defence (3.10%);
health (3.10%); transport and storage (2.55%); property (2.37%); information and
communication (1.18%); finance and insurance (0.82%); and, education (0.64%) (Table
138);

During 2014/15 Invest Northern Ireland support has secured over £10M of investment by
businesses within Causeway Coast and Glens Borough Council area, promoting almost
300 new jobs. Invest Northern Ireland RSI Business starts per 10,000 adult population in
CCGBC (143) was above the Northern Ireland average (130); 8.55% of Invest NI Business
Approvals between 2008– 2015 were located in the Causeway Coast and Glens Borough
Council area (Table 142);

There were 259 Invest NI Assisted Starts through the Regional Start Initiative in 2013/14;
125 of these business start-ups were based in the Rural SOA; this represented 3.46% of
all Northern Ireland start-ups in 2013 (Tables 142 and 143);

4.58% of participants (246) that completed training in 2010 were from Rural SOA’s; of these,
150 participants (58.65%) started a business; this figure was above the figure for Northern
Ireland (54.60%) (Table 144).
Consultations
Throughout the public consultation events, surveys, workshops with Rathlin and the workshop
with Councillors; there were a number of potential Rural Business Investment project areas
identified as follows:
Potential Rural Business Investment actions from public consultations
Sustainable Projects - Long-term effects:
Work with others:
-
Increasing efficiencies
Opportunity for Local Entrepreneurship &
Innovation
- Range/Variety of support
- Provision of Mentoring Programmes
- Utilisation of Local Resources
- Online Services
Tourism:
-
-
-
-
Cultural Tourism Opportunities/Local
Diaspora
Green / Eco-Tourism/Marine Tourism
Campsites / Camping Pods
-
Promote Land management Co-Ops
(promotion of cycling/walking trails)
Liaise with Forestry Services - opening
up recreational use
Planning Permission - Work directly with
Planning Dept.
Small Business Farm Diversification:
-
Processing on Farms and Efficiency
Linkages with other DARD schemes
including Access on Farmers Land
Priority for small family businesses
93
Employment opportunities:
Additional support:
-
-
Development in rural community/
permanent jobs - Young people
Skilled workforce & Intergenerational
activities
Use of Apprenticeships and promotion of
Practical Skills
Support for Community Business/Social
Economy
Social Clauses in Tenders to support
local employment of young people
Support for Local Produce, Food &
Crafts
Food & craft Producers - Regional
brand - Make public more aware of local
produce
Artisan food producers
Farm shop
-
-
-
Childcare provision allowing access to
employment
Bespoke training for Hospitality Staff
Family farm training and support
Retail a basic service for Rathlin?
Strategies
There is a substantial amount of information, strategies and policies available to support this
scheme. When discussing this Scheme, the LAG considered the detail of the Strategies listed
below, as summarised in Section 1.2 Analysis of Need:

Causeway Coast and Glens Borough Council, Council Strategy 2015-19

Causeway Coast and Glens Borough Council, Economic Strategy and Action Plan
2015-2018

Causeway Coast and Glens Borough Council, Tourism and Destination Management
Plan 2015-2020

Department of Enterprise Trade and Investment, Innovation Strategy for Northern
Ireland 2014-2025, September 2014

Department of Enterprise, Trade and Investment, Innovation Survey of Micro
Businesses in Northern Ireland, Economic Research, December 2014

Department for Regional Development, Rathlin Island Policy

Department for Regional Development, Rathlin Action Plan 2013-2015

Department for Regional Development, Regional Development Strategy 2035

Department for Regional Development, Ensuring a Sustainable Transport Future: A
New Approach to Regional Transportation
94

Federation of Small Businesses Northern Ireland, Rural Roadmap: Unlocking the
potential of local businesses, May 2014

BBA - The Voice of Banking, Statistics Banking activity in Northern Ireland – Q1 2015
OPTIONS FOR LAG
Following discussion, the LAG considered a number of Options relevant to this Scheme:
Option
1 – Do Nothing
2 – Call for
applications by
sector
3 – Call for
applications per
Activity
Detail
This is not a viable option for the LAG
because of the level of feedback that
has been received on the Business
scheme.
This option would allow the LAG to
identify specific sectors to support
through the Programme, eg, tourism
related businesses, manufacturing
businesses, social enterprises.
This option would allow the LAG to call
for applications depending on the
Activity shown in the Intervention Rate
table, eg, new micro business, existing
micro enterprise, existing small
enterprise, Technical support and
bespoke training, Marketing support
web based, Marketing support non
web based
4 – Call for
This option would allow the LAG to call
applications by
for applications for micro businesses
enterprise size and separately from those for small
type
enterprises. It would also allow the
LAG to call for applications from social
enterprises separately from private
enterprises.
5 – Call for
This option would allow the LAG the
applications by
flexibility of receiving applications from
Capital grant and
an enterprise regardless of size,
non-Capital grant
sector, age and type (social or private)
types
and
would
separately
allow
businesses to apply for the smaller
grants under the remaining Activities.
Potential Cost / Risk
No Cost
Risk that the LAG would not
meet the needs identified by
the rural community.
Risk that there is not sufficient
evidence to suggest that one
sector should be prioritised
over another. Also a risk that
some business sectors may
be missed in a sectoral call.
Risk that this type of call is too
specific and will need too
many different calls for
applications to be undertaken.
Risk that this will need too
many calls for applications
Risk that there will be an
extremely high number of
applications per call, thus
resulting
in
stretched
resources
and
potential
delays
in
processing
applications through to LoO
stage.
There is also the
possibility
that
one
95
6 – Open call for
applications
organisation would have a
project that requires both a
capital and a non-capital
grant, thus resulting in a need
to complete two separate
applications.
This option would allow the LAG to Risk that the number of
open a call for applications to any applications would be so large
enterprise for any activity at the same that
the
turnaround
of
time.
applications would be delayed
due to resourcing issues.
KEY DECISIONS
Scheme Management
On the basis that there was no clear analysis to suggest that specific sectors or enterprise type
or size should be prioritised Causeway Coast and Glens Local Action Group made the decision
to proceed with Option 6 – an Open call for applications.
The Board has further agreed that it will schedule four Calls for Applications under this Scheme
over the lifetime of the Programme. This will be reviewed throughout the Programme.
The Board further agreed that it would not automatically extend the population to 10,000 for
this scheme on the basis that the Rural Development Programme funding is to benefit rural
areas under the LEADER approach and that all applicants should have to prove the impact of
their project on rural areas.
Targets
The following overarching Targets were set by the LAG though these will be reviewed on a
regular basis to ensure they continue to be reflective of the needs of the rural community:
Name of Indicator
DARD Value /
Target
700
LAG Target
Number of businesses supported
300
39
Number of people completing bespoke training
(necessary/directly linked to the development
supported)
30
4
Number of Jobs Created (FTE)
91
96
Number of Beneficiaries/People receiving capital
grant for their business
Number of businesses supported to
introduce/expand E-business
Number of businesses who have started to export as
result of grant
500
65
20
3
20
3
Financial Support
The LAG Board made the decision to allocate 47% or £3,714,000 of the overall budget to this
Scheme.
In relation to the amounts and support rates, the LAG agreed to retain all maximum amounts
as per DARD guidelines with no revision to minimum amounts at a support level of 50% for all
businesses:
Activity
Min
Grant
New micro business Capital £5,000*
Grant
Existing micro enterprise £5,000*
Capital Grant
Existing Small Enterprise £5,000*
Capital Grant
Technical support and
£500*
bespoke training
Marketing support web
£500*
based
Marketing support non web £500*
based
Max
Grant
£30,000
Level of support
£5,000
Up to 50% for the private sector
and social economy enterprises
Up to 50% for the private sector and
social economy enterprises
Up to 50% for all applicants
£10,000
£5,000
£50,000
£90,000
* These are minimum grant levels.
Indicative Activities
The LAG Board has also completed a list of indicative activities for the projected expenditure
of funding under this Scheme as follows. This is subject to review throughout the Programme.
Theme
Rural
Business
Investment
Scheme
Breakdown of Expenditure
Expenditure Type
Grant Rate
(Max)
New Micro Business
£30,000
Capital Grant
Existing Micro Business £50,000
Capital Grant
No of
Expenditure
projects
56
£1,680,000.00
23
£1,150,000.00
97
Existing Small Business
Capital Grant
Technical Support and
Bespoke Training Grant
Marketing Support Web
Based Grant
Marketing Support NonWeb based Grant
£90,000
6
£540,000.00
£5,000
11
£55,000.00
£10,000
16
£160,000.00
£5,000
25
£125,000.00
135
£3,710,000.00
TOTAL
* Surplus amount of £4,000 will be retained for additional applications
RURAL BASIC SERVICES SCHEME
Access to Basic Services Scheme will support capital investments which will provide access
to basic services or improvements in social infrastructure (including activities to reduce
isolation and/or poverty) to improve the welfare and access to basic services of those living in
rural areas and which are an integral part of and in line with the Council Community Plan and
emerging priorities.
Projects must relate to the main theme of Innovative Service Delivery, such as the creation of
health hubs to deliver multiple services or community hubs where the capital infrastructure is
put in place to allow a number of services to be delivered to the community.
There is a need for a clear and specific description of Basic Services to be developed. It would
appear from the eligibility criteria that it may be difficult to have an impact on some of the issues
that have been highlighted through the consultations, for example, rural transport, childcare
and eldercare services. It would be more beneficial to address these needs by sharing
resources across the areas rather than creating another hub that has to be maintained when it
is difficult to sustain the large number of existing centres.
Statistical Information
There are a number of statistics highlighted in the Statistical Analysis that are relevant to the
Basic Services Scheme.
98

Children / young people aged 0-24 years as compared to Towns within CCGBC or Northern
Ireland (Table 24);

Residents aged 30-44 years as compared to Towns within CCGBC or Northern Ireland
(Tables 77 and 78);

Residents aged 60 years and over in the SOAs as compared to Northern Ireland (Table
49).

Residents aged 16+ years with no qualifications as compared to Towns within CCGBC or
Northern Ireland (Table 118).
Rural areas within the CC&G Borough are more likely to have a lower percentage of:

Residents who are full-time students aged 16-17 years and 18-74 years as compared to
Towns within CCGBC or Northern Ireland (Table 118);

Females aged 16-74 years who are economically inactive who look after the home or family
or who are long-term unemployed as compared to Towns within CCGBC or Northern Ireland
(Tables 36 and 37);

Residents aged 16-74 years in employment and currently working (excluding students) who
work mainly at or from home as compared to Northern Ireland (Table 110);

Residents aged 16-74 years in employment and currently working (excluding students) who
drive a car or van to work; and/or who have access to a car or van as compared to Towns
within CCGBC or Northern Ireland (Tables 111 and 112);

Residents of primary school age and over in full-time education or aged 16-74 in
employment and currently working who travel to work or place of study by bus, minibus or
coach; by car or van as compared to Towns within CCGBC or Northern Ireland (Tables 111
and 112).

Female lone parent households with dependent children where the parent is not in
employment as compared to Towns within CCGBC or Northern Ireland (Tables 42 and 43);
99

Residents who are significantly more likely to be living in a care home without nursing; Other
communal establishments; HSCT Medical and care establishments; establishments for
residents whose day-to-day activities are limited a lot; establishments for residents whose
day-to-day activities are limited a little as compared to figures for residents from Towns
within CCGBC or Northern Ireland (Table 50);
Multiple Deprivation Measures are ranked from 1-890 where 1 is the most deprived and 890 is
the least deprived SOA across Northern Ireland:

Rural SOA had a higher level of: Proximity to Services Domain Rank (140); Education,
Skills and Training Domain - Working Age Adults Sub-Domain Rank (312); Living
Environment Domain - Housing Quality Sub-Domain Rank (272) (Table 134).
Consultations
with Councillors; there were a number of potential Basic Services project areas identified as
follows:
Potential Basic Services projects from public consultations
Investment in broadband & Internet
Encouragement of Outreach Services
Maximising Use of local Community
facilities and Groups
Better transport for rural areas
Rathlin – transport to and from mainland,
retail as a basic service, civic amenity site
for the island, covered facilities for wet days
Provision of funding
Role of Local Support Network and other
Organisations
Outdoor Play Facilities and other Health
initiatives
Better childcare, support services for
elderly, services for youth, service for
special needs
Wet day facilities
Strategies

Causeway Coast and Glens Borough Council, Tourism and Destination Management Plan
2015-2020

Causeway Coast and Glens Borough Council, Sport and Leisure Facilities Strategy, August
2015
100

Causeway Coast and Glens Borough Council, Audit of Community Centres/Halls – Final
Report, March 2015

Northern Ireland Housing Executive Rural Action Plan 2013-2015


Department for Regional Development, Ensuring a Sustainable Transport Future: A New
Approach to Regional Transportation
OPTIONS FOR LAG
Option
1 – Do Nothing
2 – Fund only
capital projects
Detail
Not a legitimate option based on
the feedback from the consultation
events and the variety of existing
strategies.
There is already a high number of
centres in the Borough and they
are difficult to sustain in running
costs. However, there may be
centres that need renovation work
done to address multi-user needs.
3 – Fund only
technical support
and bespoke
training
This option is very specific and
must only be used for training that
is not offered elsewhere.
4 – Fund a variety
of capital and
technical
support/bespoke
training projects
This option allows the LAG
flexibility to meet the variety of
needs that have arisen in the
consultations.
Potential Risk
Risk that LAG will not meet
identified needs of rural
community.
Risk that the LAG will only be
able to fund a small number of
projects if they do not reduce the
maximum grant available. Also a
risk that the LAG could be adding
to an already saturated market or
that the market needs have
already been met in previous
Programmes.
Risk this is a very low level of
grant and the LAG would need a
high number of applications to
meet their spend if this is
prioritised. Also, due to the
specific nature of the training,
there may not be a high number
of potential projects to come
forward.
Risk remains as above but to a
slightly lesser degree because of
the flexibility allowed by providing
support for both elements of the
scheme.
101
KEY DECISIONS
Scheme Management
On the basis that Option 4 allowed for the most flexibility within the Scheme, Causeway Coast
and Glens Local Action Group made the decision to proceed with Option 4 – Fund a variety of
capital and technical support/bespoke training projects.
The Board has further agreed that it will schedule four Calls for Applications under this Scheme
over the lifetime of the Programme. This will be reviewed throughout the Programme.
Targets
Name of Indicator
Number of people benefiting from improved
services / infrastructure
Number of participants in bespoke training
Number of projects supported for investments in
local basic services for the rural population
Value / Target
10,000
LAG Target
1,300
200
100
0
13
Financial Support
The LAG Board made the decision to allocate 28.5% or £2,245,000 of the overall budget to
this Scheme.
In relation to the amounts and support rates, the LAG agreed to reduce the maximum amounts
available to potential applicants with no revision to minimum amounts at a support level of 75%
for all Local Authorities and Community sector/third sector:
Activity
Capital Grant
bespoke training
Min
Grant
£5,000
£500
Max
Level of support
Grant
£180,000* 75% for Local Authority
Community sector/third sector
£5,000
75% for Local Authority
and
and
* These are maximum grant levels.
102
Theme
Basic Services
Scheme
Expenditure Grant Rate
Type
(Max)
Capital
£180,000
Grant
No of projects Expenditure
6 @ £180,000
12 @ £90,000
1 @ £60,000
£1,080,000.00
£1,080,000.00
£60,000.00
Technical
Grant
5
£25,000.00
24
£2,245,000.00
£5,000
TOTAL
VILLAGE RENEWAL SCHEME
The Village Renewal Scheme will provide financial support primarily for the drafting of
integrated village plans and also for the renewal of rural villages through Village Plans. The
village plan is a working document that has the support of the community. It should provide a
needs based strategic framework to co-ordinate specific development actions. Support for
Village Renewal must fit with the Council Community Plan and integrate with the Village
Renewal plans supported under the 2007-2013 Rural Development Programme. The measure
will aim to build on the overarching fabric of a village/town integrating with other funding from
other government departments and agencies.
The measure will aim to address rural
dereliction and prioritise reuse of existing derelict buildings, particularly to provide community
infrastructure.
Support will be limited to within the ‘village’ development limits or in simple terms 30 miles per
hour zone and may include:

Development or updating of integrated village plans for Local Government Districts

Village investments emanating from the integrated village plans.
103
Consultations
with Councillors; there were a number of potential Village Renewal project areas identified as
follows:
Potential Village Renewal actions from public consultations
Village Plans:
- Map Resources
- Identify Gaps & ensure private
business involvement and those 'hard
to reach/disenfranchised'
- Invest to improve (Youth, Women,
Older People etc.)
Sustainability:
Investment:
Review Need & Geographic Spread of
support:
-
Build on previous programmes / social
enterprise / transport / broadband /
services / environment, Festivals and
Community Events etc
-
Focus on existing infrastructure,
Re-instatement of old buildings for
community and economic use,
Upgrading Harbour facilities at Rathlin,
-
Encourage local Co-operation at village
level and between community
associations
- Opportunities for smaller hamlets to
cluster
Create space for 'thinking outside the box' Farmers Markets
Innovative Villages:
Consider actions such as 'graffiti removal',
Local Information Points and provision of
- Encouragement of new Business
Defibrillators, “Men’s Sheds”
Ideas and Creativity within Villages,
- Businesses in empty shops,
- Village history projects
Environmental Improvements:
-
Flower planting,
Dry stone walling (Rathlin),
Clean up villages,
Shop front regeneration,
Renovation of old buildings
Classification of Villages
The Review of the Statistical Classification and Delineation of Settlements, March 2015 was
undertaken by the Census office of the Northern Ireland Statistical and Research Agency to
review the Report of 2005.
104
The Review recommended that Bands A – E are classified as urban and Bands F – H are
classified as rural. They also recommended that the urban-rural population boundary move to
a population of 5,000 because of the slight revisions to the population boundary between small
town and intermediate settlement.
Classification
Band A – Belfast
Band B – Derry City
Band C – Large Town (Population 18,000+)
Band D – Medium Town (Population 10,000-17,999)
Band E – Small Town (Population 5,000-9,999)
DEFAULT URBAN/RURAL SPLIT
Band F – Intermediate Settlement (Population 2,500-4,999)
Band G – Village (Population 1,000-2,499)
Band H - Populations of less than 1,000 and open countryside
The Causeway Coast and Glens Local Action Group used information from the 2011 Census
to identify the Settlements in the Causeway Coast and Glens Borough with a population of less
than 5,000.
A number of meetings were held with Council’s Community Development section and North
Antrim Community Network. As a result NACN and Council have identified the villages in the
Borough that have Village Plans and those that don’t.
Status of Plan
Causeway Coast and Glens Villages
No plan known
Armoy, Artikelly, Ballybogy, Balnamore, Bellarena,
Bendooragh, Castleroe, Dernaflaw, Drumsurn, Dunaghy,
Foreglen,
Glack,
Greysteel,
Liscolman,
Ballyvoy,
Dunseverick
Articlave, Burnfoot, Bushmills, Dervock, Dungiven, Dunloy,
Feeny, Gortnahey, Kilrea, Macosquin, Moss-side,
Rasharkin, Stranocum, Waterfoot
Plan completed previous
Rural Development
Programme (date
unknown)
Plan updated by
Community Networks
(2014-2015)
Castlerock, Clough Mills, Cushendall, Garvagh, Loughgiel
(includes Corkey), Portballintrae, Cushendun, Ballintoy
105
Strategies

Causeway Coast and Glens Borough Council, Economic Strategy and Action Plan 20152018

Northern Ireland Housing Executive Rural Action Plan 2013-2015

Department for Regional Development, Rathlin Island Policy

Department for Regional Development, Rathlin Action Plan 2013-2015


Department for Regional Development, Ensuring a Sustainable Transport Future: A New
Approach to Regional Transportation

European Association for Rural Development and Village Renewal, Rural Roadmap, For
Sustainable Development of European Villages and Rural Communities
OPTIONS FOR LAG
Option
1 – Do Nothing
2 – Provide support
to review existing
village plans and
develop new plans
only
Detail
Not a legitimate option as there
remains a need for village renewal
as
identified
through
the
consultation exercises.
This would allow the existing
villages to update village plans and
those who did not have village
plans to develop them so needs are
clearly identified.
3 – Provide support
for villages who have
not previously
benefited from the
Programme
This
would
allow
for
the
development of village plans and
for applications for village renewal
projects from ‘new’ villages only.
4 – Provide capital
support only
This option will allow for financial
support for capital projects for the
No Cost
Risk the LAG would not be
addressing the identified rural
needs.
Risk if this is the only eligible
expenditure, there is a risk
that there is no other option for
villages to complete the
capital work and that an
expectation is created that is
not met.
Risk this is not an inclusive
option and will result in other
villages who have previously
benefitted in not addressing
their needs. This may also
result in the LAG not
allocating their full budget.
Risk that by not providing for
the support of villages in their
106
village renewal scheme. It will not
allow for the review of development
of village plans that are a necessity
to support applications.
5 – Support for
village plans,
technical assistance
and bespoke training
and capital support
This option allows the LAG flexibility
in what they are offering but
ensures the needs identified in the
Village Plans are up-to-date. It also
provides the opportunity for ‘new’
villages to be included in the
process and best meets the
requirements of DARD.
village plans, there may not be
sufficient project applications
under this scheme. Also a risk
that needs are not up-to-date
and that ‘new’ villages will
miss out.
Risk that the previous
Programme has met most of
the needs of villages and the
new projects are of a small
scale.
KEY DECISIONS
Scheme Management
and Glens Local Action Group made the decision to proceed with Option 5 – Support for village
plans, technical assistance and bespoke training and capital support.
The Board has further agreed that it will schedule two Calls for Applications under this Scheme
– one specifically for Village Plans and one specifically for the Capital grants. This will be
reviewed throughout the Programme.
The LAG Board agreed that all Settlements with a population of less than 5,000 would be
eligible under this Scheme.
Targets
Name of Indicator
Number of people benefiting from
village renewal projects
Number of Villages supported to draw
up or enhance village development
plans
Value / Target
5,000
LAG Target
650
100
13
107
Number of projects supported for
investments in village development
Number of derelict/vacant properties
brought back into use
50
7
50
7
Financial Support
The LAG Board made the decision to allocate 15% or £1,186,000 of the overall budget to this
Scheme.
Activity
Min
Grant
£5,000
Capital Grant
Resource Grant – Village
Plan (new)
Resource Grant – Village
Plan (updated)
£500
£500
Max
Level of support
Grant
£150,000* 75% for Local Authority
£4,000*
£2,000*
and
and
and
*These are maximum grant allowances
Theme
Village
Renewal
Scheme
Expenditure
Grant Rate
Type
(Max)
Village Plans –
£4,000
New
Village Plans –
£2,000
Updated
Capital Grant
£150,000
TOTAL
No of projects
Expenditure
16
£64,000.00
14
£28,000.00
3 @ £150,000 grant rate
6 @ £75,000 grant rate
4 @ £50,000 grant rate
43
£450,000.00
£450,000.00
£200,000.00
£1,192,000.00
* Total expenditure shows an overspend of £6,000. However, calculations are based on a projected
uptake of the maximum grant available and will be reviewed within the overall budget to ensure spend
within the Scheme budget allocation.
BROADBAND SCHEME
This scheme will provide financial support to fill the gap for rural dwellers who cannot avail of
broadband and will help address the very rural ‘not spots’ that are not within the scope of any
other government initiatives. Funding will be limited to small broadband infrastructure schemes
that will involve innovative community led solutions for local access.
108
It has been extremely difficult to map the up-to-date need for Broadband in the Borough. The
Department of Enterprise, Trade and Investment has advised us to speak to the
Telecommunication providers and the Telecommunication providers will not provide
information on the ‘not-spots’ due to their difficulty in identifying these areas.
Consultations
with Councillors; there was a lot of feedback on the limited access to Broadband in rural areas
identified as follows:
Potential Broadband actions from public consultations
Set up Broadband Hubs - for areas most
in need ("Blackspots") & location with
Community Hubs
Ensure better connectivity.
Identify Need: Research through community
consultation events/questionnaires and/or
wider LAG member feedback to ascertain
where greatest need is.
Job creation working from home
Broadband for all i.e. rural dwellers,
businesses and villages.
Improvement in mobile phone reception.
E-commerce
Investment in infrastructure
Tourism development
Broadband projects to compliment or
augment existing services
Strategies

Digital Agenda in the Europe 2020 Strategy

OFCOM Information

DETI info - The Northern Ireland Broadband Improvement Project & Superfast Rollout
Programme – Phase 2

North East Digital Champion Digital Strategy Report

Rural Network NI, Virtual Rurality: A Snapshot of Telecommunications in Rural Northern
Ireland
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Examples of Projects addressing Broadband
Connection Voucher Scheme Northern Ireland roll out
The Connection Voucher Scheme was rolled out across Northern Ireland, allowing small
businesses to apply for a Connection Voucher grant of up to £3,000 to upgrade to a faster,
more reliable internet connection. The grant covers installation costs i.e. capital and equipment
costs, of upgrading a broadband connection, with a business just having to pay the VAT
charged and the monthly line rental to their preferred service provider.
Satellite Broadband Pilot
Avanti were contracted by the Department for Culture, Media and Sport through Broadband
Delivery UK (BDUK) to pilot a new superfast satellite broadband wholesale platform to deliver
a 30 mbps broadband service using its new satellite platform. The pilot project will involve
1,000 properties in selected regions of Northern Ireland, including County Antrim. A feasibility
stage has been completed and the deployment stage has just begun.
Avanti has pointed out that satellite broadband is accessible for any customer with a line of
sight to the satellite, and their platform uses new technology that may overcome issues faced
by customers who have not had success with broadband technology in the past.
Community Broadband Scotland
This scheme provides grants to groups of communities living in rural Scotland to support the
introduction of superfast broadband services in their area. It is part of the Scottish Rural
Development Programme 2014-2020 and is administered by Highlands and Islands Enterprise
on behalf of the Scottish Government’s Rural Payments and Inspections Division.
The aim of the scheme is to financially help communities across rural Scotland to co-ordinate
demand for broadband access by joining together with other community groups to deliver a
superfast broadband solution for their area. To be eligible, an area must be designated as a
broadband ‘not-spot’ for next generation broadband (NGA white area) or 'basic' broadband
(basic white area).
This means:

areas where Next Generation Access (NGA) broadband services (30Mbps or more) are
not available at affordable prices and there are no private sector plans to deliver such
services in the next three years, or
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
areas where there is no basic broadband infrastructure (speeds below 24 Mbps), nor
any investment plans by a private sector network operator to deliver such infrastructure
within the next three years.
There are a range of stages to follow for this project with funding amounts allocated to each:
Funding - The Start Up Fund
Stage 1: Community
Initial scoping work,
Engagement
establishing eligibility for CBS
funding and engaging (sharing
your idea) with the local
community
Stage 2: Project
This stage will provide the
Planning
required information to
develop a viable business plan
which will then form the basis
of your application for capital
assistance.
Stage 3: Capital
Funding to establish the
Assistance
broadband project. Business
plan is the basis of the
application.
A standard grant of £2,000
(up to 100%). Larger more
complex projects can request
up to £5,000.
A standard grant of £7,500
(up to 100%). Larger more
complex projects can request
up to £15,000.
Up to a maximum of 89% of
capital infrastructure costs
(supply and
installation). The full 89%
will only be awarded in
exceptional cases as match
funding from other sources is
expected.A minimum
community contribution of
11% is expected. This
should come from non-public
sources.
OPTIONS FOR LAG
Option
1 – Do Nothing
2 – Complete
further research
Detail
This is a potential option for the LAG on
the basis of the lack of clear and specific
information to identify the ‘not spots’ in
the Borough. However, Broadband has
been identified as an issue in the
consultations and other strategies.
This option allows the LAG to carry out
further research to identify the ‘not
No Cost
Risk The LAG will not be
addressing the identified
needs of the rural
community as outlined
above.
Risk Communities may feel
that this postpones the
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spots’ in the rural parts of the Borough.
The LAG can then consider future
options on this scheme on an informed
basis at the next Strategy review.
3 – Implement a
range of options
for applicants
This could include options based on
existing programmes elsewhere in
Northern Ireland or Europe, for
example, the Connection Voucher
Scheme for Businesses, the Satellite
Broadband Pilot in the rest of the
Borough outside Co. Antrim, a
Community Broadband scheme for
communities, villages etc.
implementation
of
the
Broadband scheme in areas
of greatest need that are not
being serviced through other
programmes. There is also
a risk that new research will
be
unable
to
identify
categorically the ‘not spots’
in the Borough.
Risk without being able to
properly identify the areas of
need in the Borough, the
LAG may find it difficult to
endorse applications for
assistance, thus raising a
level of expectance. There
is also a risk that DARD
may consider some of these
options unfeasible because
there could potentially be
other providers available.
KEY DECISIONS
Scheme Management
and Glens Local Action Group made the decision to proceed with Option 3 – Implement a range
of options for applicants. In addition, the LAG Board agreed that a decision on options would
not be taken until Causeway Coast and Glens Borough Council completes a piece of work
about Broadband in the Borough so this can inform the discussions on options.
Targets
The following overarching Targets were set by the LAG with the understanding that further
work needs to be completed in relation to the implementation of this Scheme:
Name of Indicator
Number of operations for investments in
broadband infrastructure and access to
broadband, including e-government
services
Value / Target
5
LAG Target
1
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Number of people benefiting from new or
improved IT infrastructures (e.g. broadband
internet)
1,200
10
Financial Support
The LAG Board made the decision to allocate 2.5% or £200,000 of the overall budget to this
Scheme.
In relation to the amounts and support rates, no specific budget has been set per Broadband
Project until further development work has been completed to identify the need and agree the
types of projects to be supported.
In relation to the amounts and support rates, the LAG agreed to review the maximum amounts
available to potential applicants when they are considering the options available. Funding will
be available at a support level of 75% for all Local Authorities and Community, Voluntary and
Social Economy Enterprises. State Aid for broadband infra-structure will comply with Article
52 of Regulation (EU) 651/2014 or with de minimis Regulation (EU) 1407/2013.
Following advice from the Council, the LAG Board has agreed that the first phase of work under
the Broadband Scheme is to consider the information gathered through the Council piece of
work on the Broadband provision in the Borough.
When this piece of work has been completed, the LAG Board will consider the need in the rural
areas along with potential Options for delivery on the need to meet the requirements of this
Scheme.
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SECTION 3 – ADMINISTRATION/DELIVERY
3.1 PROGRAMME MANAGEMENT
This section will describe how the LAG will discharge its Programme management
responsibilities and the functions it has to carry out. It will describe the roles and responsibilities
of the sub-groups, the systems in place for appraising and selecting projects and for the
decision making purposes which will constitute a quorum.
It will also describe the administrative arrangements that will be in place to ensure full
accountability for public funds including arrangements for separation of responsibilities and
duties. The description will include details of the level of staffing including an overview of roles
and responsibilities and an outline job description for each post is included at Appendix 4.
ADMINISTRATION / DELIVERY
ROLE OF THE LOCAL ACTION GROUP BOARD (LAG BOARD)
There are a total of 18 members of the Local Action Group (LAG) Board comprising of 8 Elected
members of Causeway Coast and Glens Borough Council and 10 Social partners appointed
by the wider LAG. The skills set, experience and expertise of the 18 members of the LAG will
undoubtedly contribute to the overall success of the Rural Development Programme. This will
be supplemented by the introduction of experts who can join sub groups for specific time bound
tasks, again constantly reinforcing the technical, managerial and appraisal skills required to
deliver an effective programme.
In delivering the Rural Development Programme, the Local Action Group Board will undertake
all business in compliance with the DARD Operating Rules and any legal requirements in order
to achieve the Objectives set out within this Interim Strategy and its requirements as a
Company Limited by Guarantee. The Local Action Group will enter into a contract with DARD
to deliver the LEADER element of the Rural Development Programme and a Memorandum of
Understanding with the Council for both a communication and administration plan.
The Local Action Group will pro-actively engage with the Council in the delivery of all aspects
of the Programme from the Animation phase through to the evaluation of projects. In addition,
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members will participate in co-operation activities and regional, national and European
networks.
The Causeway Coast and Glens Rural Development Programme office will be located at
Cloonavin, 66 Portstewart Road, Coleraine, BT52 1EY.
SUB-GROUPS, THEIR ROLE AND RESPONSIBILITIES
Causeway Coast and Glens Local Action Group Board will have a number of thematic subgroups throughout the lifetime of the Programme to assist in the delivery of the Rural
Development Programme.
The core sub-groups are Communication, Governance (including Finance and Audit) and
Co-operation with additional time bound and project specific sub-groups being considered as
necessary. The core sub-groups will be established for an initial two year period with an
opportunity to review and revise at the end of the period.
It is proposed that each sub-group will have a minimum membership of up to three members
of the LAG Board, with the facility to invite up to five other specialists and/or government
agencies as agreed by the Board (a maximum of eight sub-group members in total).
The LAG Board is aware of a number of existing networks who are responsible for thematic
based programmes and initiatives within the Council area, for example, Causeway Coast &
Glens Heritage Trust, North Antrim Community Network, Enterprise NI and the Rural
Development Council.
Linkages will be established with these groups in order to avoid
duplication of effort and to enable the sharing of information and expertise.
Representatives from groups will be invited to become a member of a sub-group, if appropriate,
in order to ensure a collaborative approach in the implementation of the Rural Development
Programme and other related initiatives within the Causeway Coast and Glens Borough
Council area.
The LAG Board shall determine and review membership of the sub-groups annually. A
Chair/Vice Chair of each of the sub-groups will be agreed by ALL sub-group members at or
before the second meeting of the sub-group.
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All sub-groups shall meet when required. A quorum at each meeting shall be at least one-third
of all members, and must comprise of at least 1 member from the social partner sector and 1
member from the elected membership.
Each sub-group will be responsible for providing advice, support and expert input to the LAG
Board in respect of its thematic area. Sub-groups will have responsibilities including:

Research / further investigation of matters arising during LAG Board meetings on behalf
of LAG,

Reporting / presenting information to the full LAG Board,

Advising the LAG Board on other potential directions it might pursue.
Ultimately, all sub-groups are responsible to the LAG Board and recommendations from subgroups must be validated and agreed by the LAG Board.
In the case of a dispute arising between a sub-group and the LAG Board it is recommended
that the Chair of the LAG Board, the Chair of the sub-group and the Rural Development
Programme Manager meet to discuss the dispute and arrive at a recommendation to be agreed
by both the sub-group and the LAG Board. If a compromise cannot be reached the final
decision resides with the LAG Board.
Causeway Coast and Glens Borough Council Rural Development staff will facilitate each of the
sub-groups to record attendance and ensure action points are recorded for discussion and
agreement at the subsequent LAG Board meeting.
STAGES OF PROJECT DEVELOPMENT
There are a number of stages that applicants will have to follow during the Programme. The
Local Action Group has formal procedures which will govern the processing of applications
received, as shown in this section.
Animation Stage

Programme animation via Information events,

Advice provided to potential applicants through Causeway Coast and Glens Borough
Council RDP Staff,
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
Initial enquiry made by applicant,

Mandatory funding workshops,

Applicant completes registration form and submits,

Applicant provided with registration number,

Registration form sent to DARD for processing,

LAG issue an ‘Open Call’ for applications,

Applicant issued a unique ID number to coincide with registration number issued at funding
workshop.
Application Stage

Application form and Guidance Notes issued,

Application received, copied and acknowledged,

Basic application information input onto computer database,

Assessment of application based on eligibility criteria (as shown in Eligibility section)

Applicant advised if eligibility criteria are not met.
Assessment Stage

Site visit by RDP staff,

Quality assurance exercise done on all business plans,

Economic appraisal completed,

Quality assurance completed on economic appraisals,

Assessment by panel,

Application scored and prioritised by assessment panel,

Report drawn up by manager and presented to LAG Board,

Report accepted or rejected by LAG Board,

Applicant informed of Board decision - reasons for rejection provided and opportunity and
procedure for appeal provided,

Letter of Offer meeting to discuss project targets, terms & conditions, special conditions,
procurement rules and legal charge arrangements pertaining to project,

Letter of Offer issued to successful applicants.
Project Implementation Stage

Project implemented,

If necessary project site visit carried out during progress of project, for example, where
phased payments have been approved for the project,
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
Project monitored throughout the duration of the Letter of Offer period by means of quarterly
progress reports. These progress reports must be submitted by the project promoter even
if there is little or no progress in the Quarter,

Check made that prior conditions, if any, are completed,

Final inspection visit and award of grant on completion of project,

Final post project evaluation undertaken by both Causeway Coast and Glens Rural
Development staff and the project promoter,

Project publicity including issue of a funding plaque and completion of a project publicity
pro-forma.
PROCESSING APPLICATIONS
When an applicant makes an application to the Rural Development Programme, there will be
a number of processes followed by the Local Action Group and the Rural Development staff.
This section of the Interim Strategy outlines the steps followed from receipt of application
through the decision making process.
RECEIPT OF APPLICATION
All applications must be completed online. A list of applications will be sent on a regular basis
(in batches) to DARD, Academy House, 121A Broughshane Street, Ballymena BT43 6HY.
ELIGIBILITY
An eligibility check will be undertaken by the Officer assigned to the Scheme to ensure
applications meet the requirements of the Scheme. The eligibility check will review:

The application form is completed as per the guidance notes,

The applicant is within an eligible area,

The applicant’s business proposal is within an eligible sector i.e. non retail etc,

All supporting documentation has been submitted, for example:
o A planning approval certificate if required,
o A completed business plan,
o Signed off legal charge/debenture documentation,
o Items of expenditure and copies of quotations,
o Proof of match funding being in place,

De Minimis/state aid levels,

Linked enterprises,
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
Other statutory obligations,

If the applicant is an Invest NI client,

If the applicant has received prior funding from the RDP 2014-2020 that the letter of offer
targets and conditions were met.
COMPETITIVE PROGRAMME
The Rural Development Programme is a competitive process and as such consideration will
be taken for the potential of displacement as a result of funding.
Throughout the process, potential applicants will be informed that RDP funding is a competitive
process and that each application will be scored and must score a minimum of 65 out of 100
to be approved for funding.
Applicants will be further informed that approved projects will be included on a list of eligible
projects and, depending on monies available, may or may not be funded at the time of
application.
Applications with a high level of innovation, with a niche product, different element or unique
selling point would be encouraged.
MINIMUM AND MAXIMUM GRANT AMOUNTS
The following minimum and maximum grant rates apply under the following Schemes for
Causeway Coast and Glens Local Action Group.
Scheme
Type of Expenditure
Rural Business
Investment
Scheme
Capital Grant (New Micro
Business)
Capital Grant (Existing
Micro Business)
Capital Grant (Existing
Small Business)
Technical Support and
Bespoke Training
Marketing Support Web
Based
Marketing Support NonWeb Based
Minimum
Grant Rate
£5,000
Maximum
Grant Rate
£30,000
£5,000
£50,000
£5,000
£90,000
£500
£5,000
£500
£10,000
£500
£5,000
Intervention
Rate
50%
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Village Renewal
Scheme
Basic Services
Scheme
Broadband
Scheme
Cooperation
Scheme
Capital Grant
Village Plans (New)
Village Plans (Updated)
Capital Grant
Technical Support
Capital Grant
£5,000
£500
£500
£5,000
£500
£5,000
£150,000
£4,000
£2,000
£180,000
£5,000
£100,000
75%
75%
75%
At least 2 Projects to be completed – Total budget 75%
available for Scheme £525,000. Breakdown per project
to be agreed following further development.
OTHER FUNDING
Clear evidence of match funding will be required, for example, bank loans or private sources
of finance indicating the amount approved by the lender for the project being applied for under
RDP and the timeline on the loan.
Where a non-private sector applicant is providing contribution-in-kind to a project as per DARD
guidelines, this must not exceed 20% of total project costs. A breakdown of the contributionin-kind match funding must be provided including hourly/daily rates where voluntary time has
been provided. Contribution-in-kind will only relate to direct implementation of the project on
award of funding.
PREVIOUS GRANTS/STATE AID RULES – DE-MINIMUS
State aid is a Member State’s financial aid to an “undertaking” that has the potential to distort
competition and affect trade between EU Member States by favouring certain undertakings or
the production of certain goods. Such aid is generally prohibited under EC legislation
A check will be undertaken on private enterprises to establish if they have received any
previous grant-aid in the last 3 years (outside the agricultural subsidy system). The de-minimus
rule allows for up to £170,000 state aid to private enterprises and applicants who exceed this
allowance will not be eligible for Rural Development funding until their 3-year allowance
reduces.
The European Commission is in charge of monitoring the compliance of State aid with EU
rules. Unauthorized State aid is illegal. The Commission may also audit schemes to check
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on compliance with the rules or investigate aid following a complaint from another Member
State or from a competitor of an aid beneficiary who feels aid may have been provided unfairly.
Local Action Groups must carry out administrative checks on all applications for support and
payment claims submitted under LEADER in accordance with Article 48 of Commission
Regulation (EU) 809/2014. Article 48(2) specifically makes it clear that those checks must
ensure the compliance of the operation with State aid rules. These checks should adhere to
Commission recommendations on State aid compliance testing.
ASSESSMENT PANELS
The LAG Board will appoint assessment panels from within the Board membership that are
representative of both Elected members and Social partners, to undertake the assessment of
the Programme applications. Each assessment panel should comprise of 7 Board members
and no single sector grouping will equate to more than 49% of the panel. A quorum will be
regarded as 5. All members of assessment panels will undertake assessment training provided
through the Department and will follow proper procedure, for example declaring perceived or
actual conflicts of interest. Each member of the assessment panel will be provided with the
agreed documentation to assess the projects. Each application will be assessed using criteria
which the applicant will have been provided with prior to submitting the application as part of
the Guidance Notes.
A detailed record sheet will be completed for each project assessed by the assessment panel.
Successful projects must score over a threshold of 65 marks out of 100.
Following agreement at the assessment panel, a report and recommendation will be submitted
to the LAG Board. At the LAG Board meeting a member of the RDP staff will present the report
and take any questions or queries from LAG Board members.
REVIEW PROCESS
The purpose of the review procedures is to ensure that the decisions taken and procedures
followed by the Causeway Coast and Glens LAG Board for individual applications are applied
fairly and consistently.
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The review will provide an independent process through which an applicant will have the
opportunity to demonstrate to the appeals assessment panel that either the outcome was
unreasonable or that the proper procedures were not followed. Appeals on any other grounds
will not be considered. The applicant must submit a request for a review in writing within 28
days of the date of the letter of rejection, or 14 days after a debriefing discussion has been
held.
The request must clearly demonstrate the grounds upon which a review is being
requested.
The applicant should be afforded the opportunity to discuss either over the telephone or in a
meeting the reasons for rejection with a member of staff from Causeway Coast and Glens
Rural Development Administration Unit. During this discussion the scoring and the basis for
the decision taken should be communicated to the applicant.
At the same time the applicant should also be informed of the formal Review Process and
advised that a decision will be reviewed under the following criteria:

The outcome was a decision that no reasonable person would have made on the
basis of the information provided in the application;
And /or

That there was a failure in adherence to procedures or systems.
At this point the review panel will be convened.
An appeals assessment panel will be made up of Board members trained in appeals and
members that did not sit on the original assessment panel for the project. The appeals
assessment panel will also include a member of a neighbouring LAG Board trained in project
appeals.
The Chairperson should be a member of the Causeway Coast and Glens LAG Board. The
appeals assessment panel will receive all the documentation considered by the original
assessment panel, including signed documentation relating to all stages of the selection
process including the record of the reasons for the selection decision.
The appeals assessment panel will consider whether the applicant has demonstrated sufficient
grounds for the review to be upheld. No additional project information from that supplied for
the original selection will be considered during the review procedure. The appeals assessment
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panel will inform the applicant in writing of its decision on whether it has recommended to the
Causeway Coast and Glens LAG Board to uphold the original decision or asked for it to be
reconsidered.
Having considered the appeals assessment panel’s recommendation the Causeway Coast and
Glens LAG Board will:

Confirm its decision, or

Amend or alter its decision in any respect, or

Revoke its decision in its entirety and substitute a new decision.
In coming to its decision on the recommendations, the Causeway Coast and Glens LAG Board
must have regard to the appeals assessment panel’s findings and recommendations but is not
bound to follow all or part of these. However, the Causeway Coast and Glens LAG Board will
normally accept the recommendations of the appeals assessment panel unless there are overriding legal or other relevant and defensible considerations.
ADMINISTRATIVE SYSTEMS
The administrative support for the Causeway Coast and Glens Local Action Group Board is
provided by Causeway Coast and Glens Borough Council.
ROLE OF THE CAUSEWAY COAST AND GLENS BOROUGH COUNCIL: (CCGBC)
The Council will enter into a contract with DARD to deliver the administrative and financial
management function to the LAG and a Memorandum of Understanding with the LAG.
As part of the Memorandum of Understanding the Council will provide the LAG with all
administration services including communications and financial support. The Council will
facilitate all stages of the Programme from animation to the implementation of the Schemes
whilst ensuring all Programme rules and relevant legislation are being complied with.
STAFFING
All staff employed to deliver the Rural Development Programme will be Causeway Coast and
Glens Borough Council staff members and will be housed within the Council’s Prosperity and
Place section. Overall line management of the Rural Development Programme will be provided
by Paul Beattie, Head of Service for Prosperity and Place in the Council. Paul has considerable
programme management experience and has managed European programmes totalling over
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£8million in the past 5 years. In addition the Council is currently recruiting specialist Rural
Development staff with proven delivery expertise and technical competencies to deliver the
Rural Development Programme.
Causeway Coast and Glens Borough Council will recruit 7 staff members to help deliver,
manage and monitor the Rural Development Programme. The Programme will be managed by
a Rural Development Programme Manager (PO4) who will have overall responsibility for
programme delivery. The diagram below details the full staff compliment, grades and structure
for delivery.
RDP Structure within Leisure and Development Services Directorate
Corporate Director
Leisure and
Development Services
Head of Prosperity
and Place
Rural Development
Programme Unit
Rural Development Programme Administrative Unit Structure
RDP Manager (PO4)
Lead Project, Claims
& Monitoring
Officer
Project, Claims &
Monitoring Officer
(3)*
Finance Officer
Administrative
Assistant
* 1 Generic PCM Officer (with allowance to recruit 1 other to deal with work pressures), 1 PCM Officer
(Communication), 1 PCM Officer (Cooperation)
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STAFF ROLES
Below is a summary of the main purpose of each of the roles within the Rural Development
Programme Administration Unit. A full copy of the Job Descriptions for each role is included
at Appendix 4.
It should also be noted that, to ensure a clear transparency in the delivery of the programme,
the same Officer will not appraise a project application and then proceed to monitor or process
claim(s) in relation to that project should it be successful in receiving funding.
Rural Development Programme Manager
The main purpose of this role is:

To manage the effective implementation and delivery of the Rural Development Strategy
and Action Plan for the Causeway Coast & Glens Borough Council.

To provide strategic direction, guidance and advice to the Causeway Coast & Glens Local
Action Group and related Sub Committees.

Ensure that the team adhere to and comply with all statutory and legislative requirements
and ensure that the team operate in accordance with good governance and safety
requirements.

Ensure that all responsibilities are carried out in a timely and effective manner and general
confidentiality is maintained in all issues relating to the work of the Council.
Lead Rural Development Project, Claims and Monitoring Officer

To assist the Manager with the development and delivery of the Rural Development
Strategy and Action Plan for the Causeway Coast & Glens Borough Council.

To assist the Manager in support of the Causeway Local Action Group to ensure full
allocation and spend of RDP funding across the Council area in compliance with the
requirements of the EU and the Department of Agriculture and Rural Development; and to
fulfil the aims and objectives of the Programme as set out in the Causeway Coast and Glens
Local Action Group Rural Development Strategy document.

To be the Lead RDP Project, Claims and Monitoring Officer and to assist the Manager with
the coordination of the RDP Unit workloads and priorities. This post will also deputise for
the RDP Manager as required.
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Rural Development Project, Claims and Monitoring Officer
There will be a number of Officers employed under this role. From within this group, one Officer
will coordinate the RDP Communications activity and one Officer will coordinate Co-operation
project research.
The main purpose of the role is:

This post is a multi-functional post to assist the Manager with the development and delivery
of the Rural Development Strategy and Action Plan for the Causeway Coast & Glens
Borough Council.

requirements of the EU and the Department of Agriculture and Rural Development; and to
fulfil the aims and objectives of the Programme as set out in the Causeway Coast and Glens
Local Action Group Rural Development Strategy document.
Rural Development Finance Officer

To assist the RDP Manager in the implementation, maintenance and delivery of financial
control systems for the Rural Development Programme 2014-2020.

To provide up-to-date financial information as required for all LAG Board, Sub-Committee,
and Working Groups as required.

To ensure compliance with DARD, EU and Council financial procedures.
Rural Development Administrative Assistant

To provide a full range of administrative support duties to the Section, including the coordination of day-to-day administration activities for the functions of the Rural Development
Programme.
3.2 MANAGEMENT / REPORTING SYSTEM
This section will describe the management/reporting system for the Local Action Group, setting
out how the LAG will review progress against implementation plans and report progress within.
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There is a two-tiered approach to the management of the Programme. Tier one relates
specifically to the projects under each Scheme and Tier two relates to the internal management
and reporting systems between the Local Action Group and the Council.
Tier One
When a project receives a Letter of Offer, a condition of the funding is that a Quarterly
Monitoring report must be completed. The Quarterly Monitoring report will be specific to each
individual project and their agreed targets. The ongoing monitoring of projects on a quarterly
basis will ensure that projects are on target to meet their objectives within the timescale agreed
in the Letter of Offer. It will also highlight any potential issues with project completion in a
timely manner to ensure that solutions can be introduced to rectify problems. The Quarterly
reports will be generated and monitored by the Project, Claims and Monitoring Officers.
Tier Two
In order to ensure ongoing progress against the agreed Objectives of the Interim Strategy, on
a monthly basis the Administration Unit will prepare a progress report for the LAG Board.
Where appropriate, this report will recommend corrective action for LAG Board discussion and
endorsement. This report will be copied to DARD.
In addition, the Causeway Coast and Glens Local Action Group Board will complete two
detailed reviews of the Strategy and implementation plan per year as determined by DARD.
This will be completed at Board meetings through progress reports prepared by the LAG staff
with recommended revisions made to the LAG for endorsement. During the detailed review
process, the LAG will consider the geographical spread of the applications received and the
agreed projects. Should the need arise, a focused call may be considered for geographical
areas that appear to be underrepresented. Any agreed LAG revisions or remedial actions to
the Strategy and implementation plan will be discussed with DARD.
On an annual basis the Local Action Group will complete an Annual Report which will report
progress against the Scheme and Financial Objectives of the Programme. This report will be
publicised and available through a variety of sources.
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SECTION 4 – COMMUNICATIONS AND PUBLICITY STRATEGY
4.1 COMMUNICATIONS AND PUBLICITY STRATEGY AND PLAN
This section will describe the Causeway Coast and Glens Local Action Group communications
and publicity strategy and associated plan including costs. It will address how the LAG will
raise local awareness of the RDP funding opportunities through animation activities, the actions
that will be taken to encourage project applications and to publicise the programme, and how
the public will be kept appraised of the benefits to the area from the operation of the
Programme.
COMMUNICATION STRATEGY KEY MESSAGES AND OBJECTIVES
In summary the overall key messages that the Causeway Coast and Glens Local Action Group
are seeking to communicate are:
Who
The LAG is comprised of Councillors, community voluntary members and
private sector business people from within the rural area of Causeway
Coast and Glens. The LAG are providing opportunities to individuals,
businesses and organisations to apply for funding under Priority 6 of the
NI Rural Development Programme 2014-2020.
What
Responsible for delivery of £9.6 million DARD and European Union
funding to the Causeway Coast and Glens Borough Council area.
Why
Job creation, improve economic prosperity within the Borough, increase
social inclusion and reduce rural poverty and rural isolation.
Where
Projects to be located in rural areas within the Causeway Coast and Glens
Borough, with populations of less than 5,000.
When
Eleven ‘Calls for Applications’ from April 2016 to March 2019.
How
Via a competitive application process and mandatory attendance at
funding workshops to be held by the LAG.
Taking into consideration the key messages that the Local Action Group wish to communicate,
the key objectives in implementation of the communications plan are set out below. In setting
each objective the Local Action Group has considered the overall key messages and identified
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what information will be provided. Communication activities undertaken by the LAG will ensure
that the key messages and objectives set out in this section are achieved.
COMMUNICATION WITH KEY AUDIENCES
As outlined in Section 1.1, Causeway Coast and Glens Local Action Group has completed a
stakeholder analysis to identify the key audiences for the Programme. Following on from the
identification of stakeholders and power grid analysis, the Board has agreed that
communication with the key audiences will be delivered in 4 main themes as outlined below.
General publicity of the Rural Development Programme within Causeway Coast and
Glens Borough Council
The main aims of the communication strategy will be:

To provide information on the Causeway Coast and Glens Local Action Group and their
role/responsibility,

To provide information on the Programme,

To provide information on how to contact the Causeway Coast and Glens LAG.
Raising Awareness of the Rural Development Programme funding opportunities via
Animation

To provide information on the eligibility criteria for applying to the Programme,

To provide information on what funding is available,

To provide information on who can apply for funding,

To provide information on how to apply.
Encouraging Project Applications

To provide information on when to apply,

To provide information on how to apply,

To provide information on the timeframe in processing applications.
Benefits / Impact of Programme delivery to the CC&G Borough Council area

To provide successful outcomes of the Programme,
129

To inform on the benefits to the CCGBC area,

To highlight achievement of objectives within the CCGLAG Local Rural Development
Strategy.
METHODS OF COMMUNICATION
The following methods of communication will be used in the implementation of the
communications plan by the Causeway Coast and Glens Local Action Group to enhance the
delivery of Priority 6 of the NI Rural Development Programme 2014-2020:
Activity
Programme Launch
Information &
Engagement Events
Funding Workshops
Editorial
Advertising
Television
Radio
Photographic Library
Website
Social Media
Promotional Literature
Promotional
Merchandise
Funding Plaques
Detail
Initial launch of the Causeway Coast and Glens LAG Interim
Local Rural Development Strategy and Programme during
early 2016.
Workshop sessions to be delivered throughout the CCGB area
in various locations on one to one, group or open meeting basis.
Specifically focused on application to the NIRDP. These
workshops will be for interested parties to learn how to apply
and what information is required.
Press releases to feature in local press, topic related
publications and newsletters e.g. Farmers Weekly, Farming
Life, Irish Farmers Journal, Rural Community Network
Newsletter.
Press adverts will be placed for the funding workshops and
‘Calls for Applications’. Advertising will also be placed on
Adshels, Billboards and Agripa Billboards on Council vehicles.
TV advertising campaign during programme.
Radio interviews and advertising during animation phase of
programme.
Images collated over lifetime of programme depicting
completed projects, rural locations and rural impact.
Causeway Coast and Glens LAG will have a website page on
the Council website.
Use of applications such as Facebook and Twitter.
Various items including business cards, information leaflets,
posters and flyers.
Various items including pens, keyrings, clothing, folders etc.
Acknowledgement of funding by recipient on completion of
project and shall be displayed on premises where applicable.
Note: The activities listed above are not definitive. The above list may change as the LAG commences
delivery of the RDP. Specific activities at specific times during the lifetime of the Programme will depend
130
on uptake to the Programme locally. The LAG Board will review activity on an ongoing basis and engage
in the most suitable communications activities where appropriate.
COMMUNICATION ACTIVITY PER MAIN THEME
This section will give an outline of the types of promotion being considered and the associated
activity for each of the four main themes outlined previously. These are subject to change
depending on the needs of the LAG and the Programme.
Theme 1. General Publicity of the Rural Development Programme within Causeway
Coast and Glens Borough Council
General
Description of Activity
Promotional Literature,
Purchase of items to raise awareness of the Programme and
Merchandise and
the LAG
Materials
Programme Launch
Launch of LAG Interim Strategy & Announcement of opening of
the RDP 2014-2020 in the Council area
Radio
Raise awareness of LAG & RDP
Television
Raise awareness of LAG & RDP
Advertisement
Photographic Library
For use on website, press editorial and promotional literature
Website
The LAG will have a page on the Causeway Coast and Glens
Borough Council website. The page will provide information on:
the RDP, LAG members and Admin staff (including contact
details), Programme measures, Programme documentation
including application forms and Project case studies.
Social Media
Via the Council Facebook/Twitter/Instagram
Editorial
Feature editorial within local press and all relevant publications
e.g. Farmers Weekly, Irish Farmers Journal, Farming Life
E-zines
Issue newsletters via E-zines
Adshel advertising
To promote calls for applications
Billboards
To promote CCGLAG and RDP
Agripa Vehicle
To promote calls for applications under various schemes. To
Billboards (Council
be selected on vehicles circulating within rural areas
Vehicles)
The following tables summarise the planned activity per main theme across the lifetime of the
Rural Development Programme. As per Sections 2.2 and 2.3 the Board has scheduled the
following number of Calls per Application per Scheme but this remains subject to review
throughout the Programme.
131
Scheme
Co-operation
Number of Calls for Applications
4
4
2
1
N/A – encouragement for participation
Theme 2. Raising Awareness of the Rural Development Programme funding
opportunities via Animation
For each of the Schemes, an Animation Phase to raise awareness will be completed
prior to every Call for Applications. This will occur for the three month period prior to
each Call across the period of the Programme and will be regularly reviewed to ensure
effectiveness.
Animation Phase
Editorial
Feature editorial within local press and all relevant publications e.g.
Farm Week, Irish Farmers Journal, Farming Life
Information &
Meetings with prospective applicants to provide general
Engagement Events
information on programme. Events could be one to one, group or
public meetings.
Theme 3. Encouraging Project Applications
In addition to the Animation phase up to eight Funding Workshops will be held for
each Programme Scheme Call for Applications.
The Funding Workshops will be held at a variety of locations across the Borough and
at a variety of times to encourage attendance from potential applicants as this is a
mandatory element of every application for funding.
Application Phase
Funding Workshops
Workshops across CCGBC area:
 Variety of locations,
 Promoted via
o Press adverts and editorial,
o Social media,
o Website,
o Mailshots & E-zine,
 Application packs and Registration Numbers provided,
 Arrange guest speakers where appropriate
Public Advert for applications (6 week application period)
132
Theme 4. Benefits / Impact of Programme delivery to the CC&G Borough Council
area
Throughout the period of the Programme, the benefits and impact of the programme
will be raised through a range of activities that highlight successful projects in the
area.
Evaluation Phase
Funding Plaques
Funding plaque to be issued to completed projects to
acknowledge receipt of funding
Press Releases
Feature editorial within local press and all relevant publications
using case studies of completed projects e.g. Farmers Weekly,
Irish Farmers Journal, Farming Life
Newsletters / E-zines Newsletters / E-zines to key stakeholders to highlight success /
impact of RDP in CCGBC using case studies of completed
projects
Website
The LAG will have a page on the Causeway Coast and Glens
Borough Council website. The page will provide information on: the
RDP, LAG members and Admin staff (including contact details),
Programme measures, Programme documentation including
application forms and Project case studies.
Social Media
Via CCGBC Facebook /Twitter/Instagram to Funding awards to be
announced on issue of Letters of Offer.
Success stories to be announced relating to completed projects
within the CCGBC area.
INDICATIVE COSTS
The following table summarises proposed expenditure in relation to the implementation of the
Causeway Coast and Glens Local Action Group Communications Plan for the delivery of the
NI Rural Development Programme 2014-2020. The costs will be dependent on the activities
undertaken and are therefore subject to change depending on the ongoing review of their
success.
Theme
Cost
1. General Publicity for the LAG and Rural Development Programme
£44,450
2. Raising Awareness of the Rural Development Programme funding
opportunities via Animation
£36,250
3. Encouraging Project Applications
4. Programme Evaluation - Benefits / Impact
TOTAL
£23,300
£104,000
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EVALUATION
The Causeway Coast and Glens Local Action Group will have a Project, Claims and Monitoring
Officer who will be coordinate on Communications.
Part of their role will include the
implementation of the communications plan and the evaluation of the communication methods
used by the LAG throughout the delivery of the programme.
The officer will monitor the effectiveness of the communication in terms of:

Connecting with target audience,

Number of people reached,

Value for money,

Number of referrals to the programme,

Method of referral to the programme, and

Number of applications.
The Causeway Coast and Glens Local Action Group Board intends to monitor all activity
relating to communications on a monthly basis through the Communications Progress Report
Sheet that will be developed. This will capture all activity on a monthly basis including
information on:

Type of communication activity completed,

Engagement with key audiences,

Cost, and

Return for money.
The LAG has also set up a Communications Sub-group to act on matters relating to
communications between monthly LAG meetings on behalf of the Board. The officer will
maintain contact with the Communications sub-group on a continual basis and meetings may
be held on an ad hoc basis as required. The sub-group will decide on any remedial actions
should it be determined that more publicity is required or that some means of communication
are exhausted and other methods of communication should be adopted.
Activities
implemented will be based on programme delivery need and will evolve throughout delivery of
the RDP in the CCGBC area.
Causeway Coast and Glens Local Action Group will provide DARD with quarterly progress
reports in relation to their communication strategy and outputs achieved.
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SECTION 5 - CO-OPERATION
Co-operation activities are considered to take place in:

Northern Ireland;

United Kingdom;

Ireland; and

The European context.
The Department of Agriculture and Rural Development considers Co-operation Actions to be
a priority activity for the 2014 2020 Programme with a particular emphasis on cross border
projects. As a result this Interim Strategy is making the provision for the development and
funding of at least 2 North/South Co-operation Projects with the potential for additional Cooperation projects that involve North-South, East-West or other European partners. The LAG
Board will take into account that the Department is encouraging co-operation projects, which
are focused on the development of opportunities, afforded by unique landscape or natural
resources that cross the boundaries of 2 or more LAG areas.
The Department has supplied a table of prospective North/South projects (Appendix 5) that the
Managing Authorities in both jurisdictions would consider to be eligible.
Board training session
At the training session on the 10th September 2015, members were asked to consider potential
Co-operation project areas. Whilst there is no further detail on any of the potential projects,
the following list is reflective of the projects that were mentioned by the different groups and
includes:
Potential Co-Operation projects identified at Board training session
Tourism – Magilligan – Donegal
Villages links (similar to the previous project with
Waterford villages) to look at new partner areas
Cultural tourism
Blueways/Coastal
Enterprise
Bann River
Forests
Food market
Whiskey trail
Sport
135
Consultations
with Councillors; there were a number of potential Co-operation project areas identified as
follows:
Potential Co-operation projects from public consultations
Use of Natural Resources
Cultural Tourism /Marine activities
‘Blue Way’ (Coast and Bann)
Rathlin Island – links with other islands off
Europe
Collective projects with different groups,
villages etc
Investigate natural linkages with ROI and
other parts of UK and Europe
Pilgrim Trails
Potential to Capitalise on World Heritage
Causeway Site
Food hubs
In addition, Mid and East Antrim LAG has developed two potential co-operation opportunities
that CC&G LAG may wish to consider as partnering options:

Dalriada/St Cholmcille Links – to look at cultural and tourism linkages in our area with
Argyll especially based around the historical area known as Dal Riada or Dalriada, with
the potential to also develop the linkages with the St Cholmcille theme.

Trails and pilgrimages and include partners from Inishowen, Scotland and Northern
Ireland along with France, Spain and Portugal.
OPTIONS FOR LAG
Option
1 – Do Nothing
2 – Be a partner in
2 North-South
projects only
Detail
Not a legitimate option as LAG has to No Cost
run 2 Co-operation projects as part of Risk that LAG will not meet
Programme requirements
minimum requirements of
DARD and there may be
financial implications from
this.
DARD has a minimum requirement Cost likely to be less than
that each LAG must have 2 North- 7% budget.
South Co-operation projects. The Risk that if all LAGs do not
LAG has the option of participating as allocate average 7% budget
a partner in 2 projects with a financial to Scheme, DARD may not
input to each project and this will still approve Interim Strategy.
meet the DARD requirement.
136
3 – Be a partner in
2 North-South
projects and a
partner or Lead in
additional projects
as identified
4 – Be Lead
partner in 2 NorthSouth projects and
a partner or Lead
in additional
projects as
identified
5 – Specify x% of
budget will be
allocated to Cooperation projects.
This will meet the DARD requirement
for the 2 North-South projects. It will
also give the LAG the potential to
identify additional projects when they
are undertaking their review of the
Interim Strategy.
This will meet the DARD requirement
for the 2 North-South projects. It will
also give the LAG the potential to
identify additional projects when they
are undertaking their review of the
Interim Strategy.
By taking on the role of Lead partner,
there will be a substantial body of work
required by the LAG and staff to
support the projects and increased
administration costs costed to Cooperation.
This would allow the LAG the flexibility
to allocate a set budget for the Cooperation scheme without being
specific as to the types of project that
it may wish to consider – details of
which can be reviewed at a later date.
Cost 7% of budget.
Risk that additional projects
may not be identified or that
lead in time for projects is
too long and LAG cannot
meet this Option.
Cost may be more than 7%
of budget.
Risk that additional projects
may not be identified or that
lead in time for projects is too
long and LAG cannot meet
this Option.
Cost % of budget as set by
LAG Board
Risk that this is not specific
enough for DARD and that
there is not sufficient lead-in
time for projects to be
identified and worked on.
KEY DECISIONS
Scheme Management
and Glens Local Action Group made the decision to proceed with Option 5 – Specify x% of
budget will be allocated to Co-operation projects. The Causeway Coast and Glens LAG Board
is keen to be the Lead Partner on Co-operation projects as well as considering the potential
for being a partner within a project.
Targets
The following overarching Targets were set by the LAG with the understanding that further
work needs to be completed in relation to the implementation of this Scheme:
137
Theme
Co-operation
Project Scheme
Expenditure
Grant Rate
Type
(Max)
To be developed N/A
TOTAL
No of projects
Expenditure
2
£525,000.00
2
£525,000.00
Financial Support
As per the requirement from DARD, the LAG Board made the decision to allocate 7% or
£525,000 of the overall budget to this Scheme.
In relation to the amounts and support rates, no specific budget has been set per Co-operation
Project until further development work has been completed to agree the purpose and types of
projects and the potential partners.
The LAG Board considered the potential projects identified by DARD and highlighted two for
consideration as part of the Programme:

Biker tourism (development of road racing tourism)
Develop motor cycling tourism linked to road racing to create a fuller experience for visitors so
that they stay longer.

Greenway development of old railway lines
Develop walkways using abandoned railway lines to expand the offering across rural areas
and link together including cross border to gain a better critical mass.
The LAG Board also identified the following potential list for Cooperation Projects for
consideration in their project development:




Dalriada Trail
Year of food
Rathlin island with Scotland and ROI
Need to link in with other European
countries




West Cork
Waterford
Potential mountain biking project –
Garvagh forest (potentially with Holland)
Mountsandel project
The Causeway Coast and Glens Local Action Group will have a Project, Claims and Monitoring
Officer who will coordinate on Cooperation. Part of their role will include the research on
138
potential projects, the types of projects and groundwork with the Cooperation sub-group and
potential partners.
139
SECTION 6 - FINANCIAL PLAN
6.1 PROGRAMME COSTS
This Section details the Programme costs covering the period 2015 to 2020. The Section
clearly shows the overall project and administration costs for each year of the programme with
a breakdown of costs per Scheme and per financial year.
TOTAL BUDGET ALLOCATION
As can be seen from the Total Budget Allocation Table, the total budget allocation to
Causeway Coast and Glens Local Action Group for Priority 6 of the Rural Development
Programme is £9.6million.
This is separated into Project Expenditure (£7.87million) and
Administration Expenditure (£1.73million). As per the DARD guidelines for the Programme, up
to 22% of the eligible project spend has been factored as Administration costs to include
staffing, Animation, information, publicity, co-operation and network costs. The Table provides
an overall breakdown of the expenditure costs per year of the Programme and it is expected
that all funding will be spent. All costs have been calculated to ensure value for money.
BREAKDOWN OF PROJECT EXPENDITURE
As can be seen from the Breakdown of Project Expenditure Table, a projected cost has
been calculated for each year for each of the Schemes. This has been based on the number
of proposed calls for each Scheme, the indicative activity that is expected (as outlined in
Section 2.3) and the Scheme allocation. As with most funding Programmes, it is expected that
the project expenditure will increase year on year until the end of the Programme as awareness
of the opportunities under the Programme rises. All Project expenditure has been projected
for spend between the financial years of 2016-17 and 2019-20.
RURAL BUSINESS INVESTMENT SCHEME
This Scheme has received the largest allocation of budget with an overall budget of
£3,714,000. As can be seen from the table below, the LAG has scheduled for 4 Calls for
Applications during the Programme though this is subject to review throughout the Programme.
This Scheme was prioritised by the LAG as being the highest priority and, as such, is the first
Scheme to open for applications for funding under the Programme in the Causeway Coast and
140
Glens area. It is expected that the first Letters of Offer will be in place from September 2016
onwards and the projected expenditure for 2016-17 reflects this shorter potential spend period.
Rural Business Investment Scheme – 4 Calls for Applications
April 2016
February 2017
April 2018
January 2019
RURAL BASIC SERVICES SCHEME
This Scheme has received the second largest allocation of budget with an overall budget of
£2,245,000. As can be seen from the table below, the LAG has also scheduled for 4 Calls for
This Scheme was prioritised by the LAG as being the second highest priority and is scheduled
to open for applications for funding in September 2016 in the Causeway Coast and Glens area.
Rural Basic Services Scheme – 4 Calls for Applications
September 2016
August 2017
May 2018
February 2019
VILLAGE RENEWAL SCHEME
This Scheme has received the third largest allocation of budget with an overall budget of
£1,186,000. As can be seen from the table below, the LAG has scheduled for 2 Calls for
The first Call is specifically for the work on new or existing Village Plans and the second Call
is for the Capital applications for the projects identified by the villages through the plans. The
call for the Village Plan element of the Programme is scheduled to open for applications for
funding in September 2016 in the Causeway Coast and Glens area.
Village Renewal Scheme – 2 Calls for Applications
September 2016 (Village January 2018 (Capital)
Plans)
RURAL BROADBAND SCHEME
This Scheme has received an allocation of £200,000. As can be seen from the table below,
the LAG has scheduled for 1 Call for Applications in April 2017 though this is subject to review
throughout the Programme. Prior to the Call, the LAG has agreed to consider the information
141
from the Council on the Broadband provision in the Borough before agreeing an approach for
this Scheme.
Broadband Scheme – 1 Call for Applications
April 2017
CO-OPERATION SCHEME
This Scheme has received the minimum allocation specified by DARD of £525,000. This
Scheme is slightly different to the other Schemes under the Programme and projects will be
developed by the Local Action Group with partners, rather than through a Call for Applications.
The Board has specified that it would like to be the Lead Partner in projects but will also
consider being a Partner in additional projects with other areas. Further development work will
be completed to identify projects and their purposes.
Co-operation Scheme
Minimum of 2 projects. Potential for LAG to be Lead
Partner and also Partner within projects.
BREAKDOWN OF ADMINISTRATION EXPENDITURE
As can be seen from the Breakdown of Administration Expenditure Table, a projected cost
has been calculated for each year for Staff Costs and Running Costs. The Administration
expenditure has been projected for the total period of the Programme from the financial years
of 2015-16 to 2020-21 to allow for the initial phase of preparation prior to the Programme
opening for Calls for applications and to manage the final monitoring and evaluation phase of
the Programme.
Staff costs are based on the required resources to successfully manage the Programme.
Resources and the associated costs are expected to fluctuate depending on the levels of
applications and monitoring required throughout the period of the Programme and a flexible
approach will be taken towards staffing levels.
Running Costs are based on a variety of costs and take into account expenditure including
Animation costs, promotional costs, professional fees and compliance costs for the period of
the Programme.
142
Total Budget Allocation
Expenditure Year
2015/16
Project expenditure
2016/17
2017/18
2018/19
2019/20
2020/21
£334,000
£2,124,600
£2,520,780
£2,890,620
£366,962.52
£351,214.52
TOTAL
£7,870,000
Administration
expenditure
£86,107.78 £363,168.52 £383,312.52
TOTAL
£86,107.78 £697,168.52 £2,507,912.50 £2,887,742.50 £3,241,834.50 £179,234.14 £9,600,000
£179,234.14 £1,730,000
Breakdown of Project Expenditure
Projected Spend
2016/2017 2017/2018
£
£
334,000
2018/2019
£
1,155,100
£
£
£
£
£
1,000,000
100,000
£
£
334,000
£
£
262,500
Total Spend Per Year
525,000
730,000
100,000
Co-operation Scheme
£
£
£
1,365,620
569,000
515,000
Broadband Scheme
£
859,280
92,000
2019/2020
262,500
£
2,124,600
£
2,520,780
2,890,620
Total
£
3,714,000
£
1,186,000
£
2,245,000
£
200,000
£
525,000
£
7,870,000
143
Breakdown of Administration Expenditure
Administration
Expenditure
Staff costs
Running Costs
Travel & Subsistence
Room Hire and Hospitality
Promotion & PR
ICT Equipment
Insurance, Audit &
Compliance
Office running costs
Capacity Building
Programme Evaluation
Personal Protective
Equipment
Professional Fees
Total Spend per year
2015-16
(3months)
£
36,852.20
£
47,342.15
£
3,933.40
£
2,910.00
£
16,225.00
£
15,790.00
£
3,375.00
£
2,108.75
£
£
£
£
3,000.00
£
84,194.35
2016-17
2017-18
2018-19
2019-20
£
247,473.44
£
113,281.25
£
30,494.00
£
6,410.00
£
27,750.00
£
9,696.00
£
12,500.00
£
7,181.25
£
5,000.00
£
£
2,250.00
£
12,000.00
£
360,754.69
£
271,407.44
£
114,991.25
£
30,494.00
£
6,410.00
£
26,450.00
£
2,456.00
£
12,500.00
£
7,181.25
£
5,000.00
£
7,000.00
£
£
17,500.00
£
386,398.69
£
272,407.44
£
99,641.25
£
30,494.00
£
6,410.00
£
18,100.00
£
2,456.00
£
12,500.00
£
7,181.00
£
5,000.00
£
£
£
17,500.00
£
372,048.69
£
272,999.44
£
75,248.56
£
25,494.00
£
4,420.00
£
6,750.00
£
456.00
£
12,500.00
£
7,181.00
£
4,000.00
£
£
£
14,447.31
£
348,248.00
2020-21
(9months)
£
118,747.08
£
59,608.50
£
15,058.00
£
4,320.00
£
8,750.00
£
288.00
£
4,500.00
£
4,692.50
£
2,000.00
£
12,000.00
£
£
8,000.00
£
178,355.58
Total
£
1,219,887.04
£
510,112.96
£
135,967.40
£
30,880.00
£
104,025.00
£
31,142.00
£
57,875.00
£
35,526.25
£
21,000.00
£
19,000.00
£
2,250.00
£
72,447.31
£
1,730,000.00
144
SECTION 7 – OUTPUT TARGETS
7.1 CAUSEWAY COAST AND GLENS LOCAL ACTION GROUP INTENDED
OUTPUTS
This Section of the Interim Strategy contains the Local Action Group Output Targets for the
Programme. Targets are reflective of the discussions of the LAG Board, the allocation of
funding to the area and the Schemes and the outcome of the analysis of need.
Name of Indicator
Number of Jobs Created (FTE)
Value / Target
700
LAG Target
91
Number of businesses supported
300
39
Number of people completing bespoke training
(necessary/directly linked to the development
supported)
Number of Beneficiaries/People receiving capital grant
for their business
Number of businesses supported to introduce/expand
E-business
Number of businesses who have started to export as
result of grant
30
4
500
65
20
3
20
3
Basic Services
Name of Indicator
Number of people benefiting from improved services /
infrastructure
Number of participants in bespoke training
Number of projects supported for investments in local
basic services for the rural population
Village Renewal
Name of Indicator
Number of people benefiting from village renewal
projects
Number of Villages supported to draw up or enhance
village development plans
Number of projects supported for investments in
village development
Number of derelict/vacant properties brought back into
use
Value / Target
10,000
LAG Target
1,300
200
0
100
13
Value / Target
5,000
LAG Target
650
100
13
50
7
50
7
145
Rural Broadband
Name of Indicator
Number of operations for investments in broadband
infrastructure and access to broadband, including egovernment services
Number of people benefiting from new or improved IT
infrastructures (e.g. broadband internet)
Value / Target
5
LAG Target
1
1,200
10
Targets will be monitored and reviewed by the LAG Board on an ongoing basis.
146
DECLARATION – LOCAL ACTION GROUP
I declare that on behalf of Causeway Coast and Glens LAG, to the best of my knowledge, the
information contained in this Interim Strategy is accurate, and that the proposals are consistent
and representative of the area to be included in the proposed strategy.
Causeway Coast and Glens Local Action Group Ltd
Signed on behalf of
(Name of LAG)
Official Address
Causeway Coast and Glens Borough Council Civic Headquarters,
Cloonavin,
66 Portstewart Road,
COLERAINE,
BT52 1EY
Interim Chairman
Date
147
APPENDIX 1 – SURVEY TO STAKEHOLDERS
Causeway Coast and Glens Local Action Group
Rural Development Programme 2014-2020
– Have your say
Introduction and background
The 2014-2020 NI Rural Development Programme brings the opportunity for significant
investment to rural areas in Northern Ireland. Subject to EU approval the Causeway Coast
and Glens area will be allocated a total of £9.6m, including the cost of animation and technical
assistance, which will be allocated to a range of schemes aimed at promoting social inclusion,
poverty reduction, and economic development in rural areas.
The proposed schemes include:
Scheme
Rural Business Investment support for investment in creation and development of nonScheme
agricultural business activities
Rural Basic Services Scheme support for investments in the setting up, improvement or
expansion of local basic services for the rural population
support for drawing up and updating of plans for the
development of municipalities and villages in rural areas
and their services
Local Action Group
support for co-operation activities and sharing of best
Co-operation (North / South or practice with other areas
within the EU)
support for broadband
infrastructure, including its
creation, improvement and expansion, passive broadband
infrastructure, provision of access to broadband and public
e-government
Proposed delivery structure
It is expected that these schemes will be delivered though new Local Action Groups or LAGs
operating within the boundaries of the new Council structures. The Causeway Coast and
Glens LAG Board is comprised of 10 social partners and 8 elected representatives. The
social partners elected from the wider LAG membership body represent a wide range of rural
stakeholders and sectors such as farming, community and business.
Local Rural Action Strategy
The LAG Board is responsible for developing and implementing an interim local rural
development strategy for the Causeway Coast and Glens Council area. Following the
LEADER local development approach the local rural strategy for CC&G will be designed
through a bottom up process taking into consideration local needs and potential. It represents
an opportunity for local people to shape the formation of the strategy by identifying what they
believe to be the issues affecting their area and the solutions needed to address those issues.
The following questions provide an opportunity for you to express your views and opinions on
the development of a local rural strategy for Causeway Coast and Glens.
148
Before answering the following questions please note:
A rural area within Causeway Coast and Glens means all areas outside the town boundaries
of Coleraine, Limavady, Ballymoney, Portstewart, Portrush, and Ballycastle.
1. What are the key rural challenges/issues/gaps that need to be addressed in the CC&G
area? Specifically considering the RDP schemes:
Rural business investment scheme
[Please enter text here - 2000 characters max]
Village renewal
Rural services
Rural broadband
Cooperation projects
2. What types of actions do you suggest should be supported under each Scheme?
Rural business investment scheme For Example: which business sectors (if any) should be
prioritised
Village renewal For Example: environmental improvements, shop front regeneration, promotion
of village history
Rural services For Example: transport, access to services such as education, health
Rural broadband
Cooperation projects For Example: what potential exists for co-operation between the CC&G
LAG and other LAGs in RoI and other member states? You should consider areas of common
interest, concerns or opportunities that could benefit from a co-operation project.
149
3. While support schemes can and will be targeted at all rural dwellers, we are interested in
knowing if there are particular sectors that you feel need support.
Sector
Children
Young People
Women
Older People
Ethnic Minorities
Other – please specify
Please select all relevant
----------------
4. Should support for village renewal be targeted at:
Please select one
All rural villages
Villages that did not benefit from the previous programme
Only villages which demonstrate greatest levels of need
Please explain your response
----------
5. The Causeway Coast and Glens expected allocation for projects is £7.5million. How would
you prioritise the spend between the following themes, based on the needs of the area:
Theme
Rural business investment scheme
Village renewal
Rural services
Rural broadband
Cooperation projects (minimum £500,000 spend has to be allocated
to this theme)
Name
[Please enter text here]
Organisation
[Please enter text here]
Amount (£)
£0.00
£0.00
£0.00
£0.00
£0.00
Thank you for your time.
Please return the survey by xxxxx to
Suzanne Irwin, Rural Development Programme Manager:
suzanne.irwin@causewaycoastandglens.gov.uk
150
APPENDIX 2 – RURAL AREAS IN CAUSEWAY COAST AND GLENS
BOROUGH
Below is the list of Rural Settlements and Super Output Areas, as identified by NISRA, for the
Causeway Coast and Glens Borough.
Rural Settlements
Ballybogy
Kilrea
Balnamore
Macosquin
Bendooragh
Portballintrae
Clogh Mills
Ballykelly
Dervock
Dungiven
Dunloy
Feeny
Rasharkin
Greysteel
Articlave
Super Output Areas
Ballyhoe and Corkey
Benvardin
Clogh Mills
The Vow
Agivey
Castlerock_1
Aghanloo_2
Ballykelly
Dungiven
Dervock
Dunloy
Castlerock_2
Dundooan_1
Feeny
Forest
Killoquin Lower
Killoquin Upper
Knockaholet
Seacon
Stranocum
Dunluce
Garvagh
Kilrea
Macosquin
Ringsend
Glack
Gresteel_1
Gresteel_2
Magilligan
The Highlands
Bushmills
Castlerock
Cushendall
Garvagh
Waterfoot
Upper Glenshane
Glenariff
Armoy, Moss-side and
Moyarget
Ballylough and Bushmills
Bonamargy, Rathlin and
Glenshesk
Carnmoon and Dunseverick
Glenaan and Glendun
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APPENDIX 3 – DARD SCHEME SHEETS
The Rural Business Investment Scheme (£27M) will provide investment support for the
creation and development of micro and small enterprises (including farm diversification and
private tourism businesses) in rural areas. All businesses applying will require a business
plan to support their application at time of applying. The level of funding will be dependent on
the businesses’ potential for growth in the short to medium term. The funding will primarily
provide capital grants with some resource funds towards bespoke training and marketing.
Support is primarily targeted at rural areas ie excluding towns with a population of more than
5,000. However where need and benefit is proven in the Interim Local Development Strategy
and at the discretion of the LAG this can be extend to include towns with a population of up
to 10,000.
Description of the Operation
Support is provided for capital investments in creation and development of non-agricultural
activities in rural areas for all micro and small enterprises. The primary objective is to create
new jobs. This might be either an activity which is new for an existing enterprise (or an
expansion of an existing activity leading to job creation) or a new business start-up. The
following is a list of the types of activity which might be supported.
 Rural tourism activities, including some types of rural accommodation, tourism service
provision, craft retail unit in front of a production unit, restaurants;
 Construction, re-construction or establishment of workshops, factories, plants, premises
and facilities for various activities such as repair of machinery; production and/or
processing of non-agricultural goods and materials, plastics, sewage and refuse disposal,
sanitation and similar activities;
 Processing and marketing of some agricultural products (referred to as Annex 1) where
the output is non-food, not fit for animal consumption or a processed wood product;
 Social service provision including construction, re-construction and/or modernisation of
premises and area for carrying out the activities (childcare, eldercare, healthcare, care for
disabled people, educational farms, etc.);
 Development of crafts and handicraft activities;
 Investments in leisure, recreational and sport activities developed by private businesses
or social economy enterprise as an economic activity ie the business will be funded at the
same intervention rate as private business (50%), any projects relating to sport must fit
with DCAL’s investment strategy on sport;
 IT activities, computer-based and electronic activities, e-commerce, online warehouse,
etc;
 Provision of services e.g. Architectural and engineering activities, accounting, book
keeping and auditing services, technical services, industrial cleaning, veterinary and
animal welfare activities, etc.
 Marketing element which would include website development and information leaflets/
brochures.
 Bespoke training is defined as any training not currently provided by a statutory body such
as colleges, Invest Northern Ireland, Local Enterprise Agencies or other council funded
scheme.
An existing business operating continuously for a period of at least 1 Year prior to the date of
application verifiable on presentation of annual business accounts.
Type of support
152
Support will be provided through grant aid. No advance payments will be available. Only one
application per business (which includes linked businesses) per call will be accepted.
Eligible Costs
The following costs are eligible for support:
a) The construction, or improvement of immovable property;
b) The enhancement (not including additional bed space) of existing bed and breakfast, selfcatering accommodation with less than 10 rooms, hostels with less than 10 rooms, guest
house accommodation with less than 10 rooms;
c) Construction or development of caravan sites, campsites, pod sites or bunkhouse
accommodation;
d) The purchase of new machinery and equipment, up to the market value of the asset;
e) The processing of agricultural products (known as Annex 1 product(s)) that lead to an
output that is not for human or animal consumption or a wood processed product;
f) General costs linked to the expenditure such as architects, engineers and consultation
fees, fees relating to advice on environmental and economic sustainability, including
feasibility studies, the acquisition of patent rights and licences, up to a total maximum of
10% of the eligible project grant amount. Feasibility studies are eligible expenditure even
if there is no expenditure under points (a) and (b) as long as the activity was capable of
being supported;
g) Intangible investments such as acquisition or development of computer software and
acquisitions of copyrights, trademarks;
h) Marketing element which would include website development and information leaflets/
brochures;
i) Bespoke training ie any training not currently provided by a statutory body such as
colleges, Invest Northern Ireland, Local enterprise Agencies or other council funded
scheme;
j) The purchase of second-hand equipment by micro or small sized enterprises will only be
eligible in circumstances where:
 It is identified at time of application.
 The equipment has not been grant aided in the previous 7 years.
 The second-hand equipment is fit for the proposed project activity.
 The equipment is in good quality and with enough working life to be able to meet the
5 year asset durability test.
 It represents a sufficient advantage in terms of value for money when compared with
new equipment.
 Where a project promoter disputes a market value assessed by the above method,
they may obtain, at their own expense, an independent valuation from a competent
engineer or plant auctioneer. In such cases the LAG must decide which market
valuation should apply.
Ineligible costs
The following costs are not eligible for support under LEADER:
a) Costs connected with the leasing contract, such as lessor’s margin, interest refinancing
costs, overheads and insurance charges or anything deemed to be a running cost;
b) Investments which are considered by the LAG to have an unacceptable negative effect on
the environment (or proposed investment fails to meet environmental regulations);
c) The purchase of land, including through leasing of property as part of a project;
d) Replacement investments ie like for like and maintenance costs for existing buildings, plant
or equipment;
153
e) Investments in new build bed and breakfast, self-catering accommodation, hotel
accommodation, guest houses or hostels or additional bed space in existing ones;
f) Lease-purchase/hire purchase of new machinery and equipment,
g) Purchase and installation of renewable energy technologies;
h) The purchase of cars, vans, motorcycles, bicycles and any other form of personal transport
(for whatever purpose) [Used to transport people for any reason];
i) the purchase of vehicles for transportation (such as lorries, buses, vans, minibuses or any
other kind of vehicle used to transport or move goods or people) [Vehicle is something used
as an instrument of conveyance. It can include any conveyance used for transporting
passengers or things by land, water, or air];
j) Tractors and Agricultural machinery
k) Expenditure incurred or work commenced/goods purchased before the letter of offer project
start date or after the letter of offer project end date;
l) Payments for gifts and donations or personal entertainments (including alcohol);
m) Training ie any training currently provided by a statutory body such as colleges, Invest
Northern Ireland, Local Enterprise Agencies or other council funded scheme;
n) Reprinting of marketing materials;
o) No aspect of an activity being funded should be party political in intention, use or
presentation, or likely to be perceived as discriminatory on grounds of religion, colour, race,
gender or disability;
p) Statutory fines and penalties, criminal fines and damages;
q) Legal expenses in respect of litigation;
r) Any cost associated with meeting a legislative or statutory requirement for the business;
s) Reclaimable VAT;
t) Improvements/refurbishment of residential property;
u) Feasibility studies for renewable energy;
v) Costs associated with agricultural products (know as Annex 1 products) where the output
is for human or animal consumption or is a wood processed product;
w) Traditional retail businesses
Beneficiaries
Beneficiaries under this support option are:
 Private Individuals (18 years of age or over) in rural areas
 Micro or Small enterprises (performing non-agricultural activity)
 Social Economy Enterprises engaged in economic activities in rural areas
Eligibility conditions
Supported enterprises should be operational in rural areas (ie excluding towns with a
population of more than 5,000) and must contribute to the objectives and priorities outlined
within the LAG Local Development Strategy. However where (and at the discretion of the
LAG) the need and benefit is proven in the Local Development Strategy this can be extended
to towns with a population of up to 10,000. Eligible applicants must have a business plan for
the proposed operation, and business interest within the focal rural area.
Applicants failing to achieve LoO targets and outputs in previous applications to Priority 6
may be debarred from applying until achieved.
Only one application per business per call will be accepted.
Amounts and support rates
 Support (including existing farm diversification businesses) minimum grant level of £5,000
(£500 minimum for technical support, bespoke training and marketing) and a maximum of
154

£90,000, depending on the size of the business either a Micro Enterprise or a Small
Enterprise.
Technical assistance support will be available up to 50% at a maximum of £5,000.
Marketing will be paid up to £5,000 and website development to encourage ecommerce/on-line trading will be paid up to £10,000. Bespoke training will be paid up to
maximum grant of £5,000.
Please note any application for grant must not exceed the maximum level of funding
available (set within the Local Rural Development Strategy by the LAG) which may include
any funding towards technical assistance.

Intervention rates
Activity
New micro business Capital
Grant
Existing micro enterprise
Capital Grant
Existing Small Enterprise
Capital Grant
bespoke training
Marketing support web
based
Marketing support non web
based
Min Grant Max
Grant
£5,000* £30,000
Level of support
£500* £5,000
£500* £10,000
£500* £5,000
£5,000* £50,000
£5,000* £90,000
* These are minimum grant levels.
Within the SME category, a small enterprise is defined as an enterprise which employs fewer
than 50 persons and whose annual turnover total does not exceed EUR 10 million. A micro
enterprise is defined as an enterprise which employs fewer than 10 persons and whose
annual turnover total does not exceed EUR 2 million.
An Enterprise is considered to be any entity engaged in an economic activity, irrespective of
its legal form.
Marketing and bespoke training can be included in an application for full grant aid but will
reduce the amount of grant available by the amount of the marketing within the limits above.
Payments
All grant payments will be made retrospectively by claim and no advances will be available.
Projects can avail of phased payments with no more than five, these must be linked to tangible
outputs on the Letter of Offer schedule of eligible expenditure.
Access to Basic Services Scheme (£15M) will support capital investments which will provide
access to basic services or improvements in social infrastructure (including activities to
reduce isolation and/or poverty) to improve the welfare and access to basic services of those
living in rural areas and which are an integral part of and in line with the Council Community
Plan and emerging priorities.
155
Projects must relate to the main theme of Innovative Service Delivery, such as the creation
of health hubs to deliver multiple services or community hubs where the capital infrastructure
is put in place to allow a number of services to be delivered to the community. Infrastructure
projects will be limited to small-scale capital developments (up to £500,000).
 Developing facilities to provide access to absent or otherwise difficult to access basic
services for local rural community.
 Developing the capital infrastructure for community enterprises to enable them to provide
basic services for rural communities where there is a clear demonstrable need e.g.
childcare, eldercare, health where part of a larger community hub.
 Capital build to allow demonstration or pilot projects to enhance existing service provision.
 Recreational, cultural and leisure activities which address negative trends in local
economic and social development, any projects relating to sport must fit with DCAL’s
investment strategy on sport.
 Feasibility studies as stand-alone projects to determine the potential viability of translating
a basic service delivery idea into a sustainable project that would be eligible to receive
grant aid under the scheme.
 Bespoke training is defined as any training not currently provided by a statutory body such
as colleges, Invest Northern Ireland, Local enterprise Agencies or other council funded
scheme.
Type of support
Support will be provided through grant aid and advance payments may be available for
Community, Voluntary and Social Economy Enterprise projects who would not otherwise be
able to access the capital to commence implementation of their project:
 Advances are subject to a 100% guarantee provided by a bank or other equivalent
financial institution established in the Member State;
 Advances will not exceed 20 % of the total amount of the aid to be granted to a beneficiary
for a given operation.
Eligible Costs
a) The construction, acquisition, including through leasing, or improvement of immovable
property, any sport or leisure related project (including community halls) must comply with
DCAL strategy for sport and must be subject to a design review by Sport NI before
progressing to assessment stage;
b) The purchase of new machinery and equipment which is an integral part of the finished
project, up to the market value of the asset.
c) General costs linked to the expenditure such as architects, engineers and consultation
being supported;
d) Intangible investments such as acquisition or development of computer software and
acquisitions of patents, licenses, copyrights, trademarks;
Ineligible costs
156
or equipment;
e) Investments in new build self-catering accommodation, hotel accommodation, guest
houses or hostels or additional bed space in existing ones;
s) Reclaimable VAT;
t) Feasibility studies for renewable energy;
u) Projects which are not an integral part of the Local Authority Community Plan and not
financially supported by the Local Authority.
Beneficiaries
The following beneficiaries are eligible:
 Community Voluntary Sector (inc Social Economy Enterprises engaged in non-economic
activity)
 Local Council
 Strategic Public Body e.g. Health Authority
 Local Council /Private Partnership (where the Local Council is the grant recipient)
 Local Council / Community Voluntary Sector partnership (where the Local Council is the
grant recipient).
Actions must be non-profit taking led by organisations operating within the Community &
Voluntary / Third sector or Public sector. Proposals must be coherent with and relate directly
to local council community plans.
Applicants failing to achieve LoO targets and outputs in previous applications to Priority 6
157
Any project involving capital works will have to agree the appropriate legal charge/debenture
in favour of the department.
Minimum grant £5,000 up to maximum grant up to £500,000 at 75% level of support available
to Local Authorities and Community groups.
Intervention rates
Activity
Capital Grant
Min Grant Max Grant
£5,000 - £500,000 **
Level of support
and
Community
sector/third sector
Technical support and £500 - £5,000
bespoke training
and
Community
sector/third sector
** This is the maximum grant level per project (including technical support)
Payments
All grant payments will be made retrospectively by claim and advances will be available.
Projects can avail of phased payments with no more than five, these must be linked to tangible
outputs on the Letter of Offer schedule of eligible expenditure.
The Village Renewal Scheme will provide financial support (£8m) primarily for the drafting of
integrated village plans and also for the renewal of rural villages through Village Plans. The
village plan is a working document that has the support of the community. It should provide a
needs based strategic framework to co-ordinate specific development actions. Support for
Village Renewal must fit with the Council Community Plans and integrate with the Village
Renewal plans supported under the 2007-2013 Rural Development Programme. The
measure will aim to build on the overarching fabric of a village/town integrating with other
funding from other government departments and agencies. The measure will aim to address
rural dereliction and prioritise reuse of existing derelict buildings, particularly to provide
community infrastructure.
Support will be limited to within the ‘village’ development limits or in simple terms 30 miles
per hour zone and may include:
 Development or updating of integrated village plans for Local Government Districts
 Village investments emanating from the integrated village plans such as:
o derelict and vacant site enhancement,
o environmental improvements,
o shop frontage enhancements,
o conservation and upgrading of rural culture and heritage (natural and built), except
monuments and wall murals which will not be considered eligible for funding.
o Gateway projects
Type of support
Support will be provided through grant aid. No advance payments will be available.
158
Eligible Costs
Support will be provided through:
a) Technical support to help with the development and implementation of integrated village
action plans.
b) Grant aid towards the costs of small-scale capital investment with a lesser amount of
resource investment.
c) Identity features that promote the shared community heritage and cultural aspects of the
village.
d) Marketing support to assist project promoters to create greater awareness and interest of
the concept of the respective project under the village renewal scheme.
e) Bespoke training intrinsic to implementing projects and programmes under this scheme.
The bespoke training would be defined as any training not currently provided by a statutory
body such as colleges, Invest Northern Ireland, Local enterprise Agencies or other council
funded scheme.
f) General costs linked to the expenditure such as architects, engineers and consultation
being supported;
Ineligible costs
or equipment;
e) Investments in new build self-catering accommodation, hotel accommodation, guest
houses or hostels or additional bed space in existing ones;
159
s) Reclaimable VAT;
t) Feasibility studies for renewable energy;
u) Projects which are not an integral part of the Local Authority Community Plan and not
financially supported by the Local Authority.
Beneficiaries
The beneficiaries of the Village Renewal Scheme are local authorities and community groups.
Local Authorities must work in partnership with the rural community to roll out the village
plans.
Villages within the programme definition of rural that don’t already have a village plan. Also
villages that have an integrated village plan that was funded under the 2007-2013 Rural
Development Programme or from some other source (eg Council).
Applicants failing to achieve LOO targets and outputs in previous applications to Priority 6
Activity
Min Grant Max Grant
Capital Grant
£5,000 £500,000 **
Technical support
bespoke training
and £500 £5,000
Level of support
75% for Local Authority and
Community
sector/third
sector
75% for Local Authority and
Community
sector/third
sector
Broadband Scheme
This scheme will provide financial support (£2m) to fill the gap for rural dwellers who cannot
avail of broadband and will help address the very rural ‘not spots’ that are not within the scope
of any other government initiatives. Funding will be limited to small broadband infrastructure
schemes that will involve innovative community led solutions for local access.
Type of support
Support will be provided through grant aid. Under the following conditions, advance payments
will be available for Community, Voluntary and Social Economy Enterprises who would not
otherwise be able to access the capital to commence implementation of their project:
 Advances are subject to a 100% guarantee provided by a bank or other equivalent
financial institution established in the Member State;
 Advances will not exceed 20 % of the total amount of the aid to be granted to a beneficiary
for a given operation.
Eligible Costs
a) The construction, acquisition, including through leasing, or improvement of immovable
property;
160
b) The purchase or lease-purchase of new machinery and equipment, up to the market value
of the asset.
c) General costs linked to the expenditure such as architects, engineers and consultation
being supported;
The following eligibility conditions will apply to support for Rural Broadband:
 Creation of, and enabling access to broadband infrastructure including backhaul facilities
and ground equipment (e.g. fixed, terrestrial wireless, satellite-based or combination of
technologies.
 All projects must achieve a minimum speed of 5mb.
 Any area benefitting from investment will not be eligible for any other government scheme.
Maximum grant up to £100,000 at 75% level of support to local authority, Community,
Voluntary and Social Economy Enterprises. State Aid for broadband infra-structure will
comply with Article 52 of Regulation (EU) 651/2014 or with de minimis Regulation (EU)
1407/2013.
161
APPENDIX 4 – RDP STAFF JOB DESCRIPTIONS
Borough Council
Job Description
________________________________________________________
Job Description No:
Job Title:
Directorate:
Leisure and Development
Department:
Location:
Salary:
Prosperity & Place Department
You will be based in the (tbc) offices however when required you
will be asked to work flexibly across the council areas, ensuring
that resources are deployed effectively and in order to respond
to service priorities and to facilitate professional development.
PO4
Reports to:
Head of Prosperity & Place
Work Pattern:
37 hours per week, Monday - Friday
By its nature the post will require flexible working, for example, work outside normal office
hours, including evening meetings and weekends as required.
Tenure:
Fixed term appointment to December 2020. This post may be
extended subject to funding.
Main Purpose of Job:
To manage the effective implementation and delivery of the Rural Development Strategy and
Action Plan for the Causeway Coast & Glens Borough Council.
To provide strategic direction, guidance and advice to the Causeway Local Action Group and
related Sub Committees.
Ensure that the team adhere to and comply with all statutory and legislative requirements and
ensure that the team operate in accordance with good governance and safety requirements.
Ensure that all responsibilities are carried out in a timely and effective manner and that
general confidentiality is maintained in all issues relating to the work of the Council.
Main Duties and Responsibilities:
162
Strategy Development and Implementation
1. Develop a Rural Development Strategy and Action Plan for the Causeway Coast and
Glens area.
2. Manage the effective implementation and delivery of the Rural Development Strategy and
Action Plan for the Causeway Coast & Glens Borough Council area.
Finance, Evaluation and Audit
3. Establish effective financial reporting, assessment and record keeping arrangements and
ensure full compliance with all financial and audit requirements, including those of the
Managing Authority (DARD), Causeway Coast & Glens Borough Council and the Local
Government Auditor.
4. Establish effective monitoring and evaluation arrangements, ensuring appropriate record
keeping and regular updating of the DARD database; develop appropriate key
performance indicators (KPIs) for the delivery for the programme across the Causeway
Coast & Glens Borough Council area and report on progress against these.
Communication and Marketing
5. Develop and implement a communications and marketing plan for the dissemination of
information about the Rural Development Programme in the Causeway Coast & Glens
Borough Council area.
6. Development of appropriate branding and marketing of the Rural Development
Programme.
Programme Management and Administration
7. Attend all meetings of the Causeway Local Action Group (LAG) and Sub Committees,
providing formal reports, strategic direction, guidance and advice on rural development,
specifically Priority 6 of the Rural Development programme, and implementing agreed
decisions.
8. Ensure the professional servicing of the LAG and Sub Committees, through the
preparation of formal monthly reports, overseeing of minutes and action sheet preparation
and implementing follow up actions.
9. Provide formal updates as required to the Causeway Coast & Glens Borough Council and
the Managing Authority.
10. Line manage the core RDP project team (final complement to be determined but likely to
include Finance/Verification Officer; Project Officers, Finance Assistant; Administration
Assistant).
Project Management and Administration
11. Ensure that potential project promoters are assisted to develop their ideas into viable
applications and access relevant support and advice.
163
12. Facilitate the identification and development of Co-Operation projects with other partners.
13. Provide advice on the development of project business plans to accompany applications
for funding to the programme.
Corporate Responsibilities
14. Investigate and action relevant opportunities for funding from various bodies outside the
Rural Development Programme; this will involve the preparation and presentation of
suitable funding applications, business plans and associated documentation.
15. Liaise closely with the Finance Department of Causeway Coast & Glens Borough Council
to ensure the effective processing of claims between the Managing Authority and Project
Promoters.
16. Prepare policy papers and responses to relevant consultation documents.
17. Ensure the Rural Development Strategy fits with the Community Plan and work with
Council staff from other sections and Departments to develop the Community Plan.
18. Attend public, community and other group meetings, as required, giving advice and
support and promoting awareness of relevant programmes and opportunities.
General
19. By its nature the post will require flexible working to meet the needs of the service.
20. Act in accordance with the Code of Conduct for Local Government Employees.
21. Comply with and actively promote the Council’s policies and procedures, including those
relating to Fair Employment, Equal Opportunities, and Health, Safety and Wellbeing.
22. Undertake the duties outlined above in a way which will enhance and protect the
reputation and public profile of the council.
23. Undertake any other duties as deemed appropriate to the achievement of the purpose and
function of the post.
The list of duties/responsibilities must not be considered comprehensive nor exhaustive.
They are simply a summary of the main duties/responsibilities that the post holder will be
required to undertake. No Job Description can cover every issue that may arise within the
post at various times and the post holder is expected to carry out other duties from time to
time which are broadly consistent with those in this Job Description.
If the post holder has any form of disability, every effort will be made to supply all the
necessary employment aids, equipment or adaptations to enable him/her to perform the full
duties of the job. If, however, a certain task proves to be unachievable then job redesign will
be given full consideration.
164
Borough Council
Job Description
Job Description No:
Job Title:
Lead Rural Development Project, Claims and Monitoring Officer
Directorate:
Department:
Location:
Salary:
PO1
Reports to:
Work Pattern:
Tenure:
Fixed term appointment from 1st January 2016 to 31st December
2020. This post may be extended subject to funding.
This post is a multi-functional post to assist the Manager with the development and
delivery of the Rural Development Strategy and Action Plan for the Causeway Coast &
Glens Borough Council.
requirements of the EU and the Department of Agriculture and Rural Development; and
to fulfill the aims and objectives of the Programme as set out in the Causeway Coast and
Glens Local Action Group Rural Development Strategy document.
This post will be the Lead RDP Project, Claims and Monitoring Officer and will assist the
Manager with the coordination of the RDP Unit workloads and priorities. This post will
also deputise for the RDP Manager as required.
165
1. Assist with the animation, delivery, implementation and administration of the Rural
Development Programme Priority 6 funding and to promote participation in the
Programme in accordance with Council and DARD requirements.
2. Provide input to the implementation and review of the operational plans, internal
admin unit systems and project monitoring and evaluation systems for the
disbursement of EU funding.
3. Lead with the review and coordination of workloads and prioritisation of tasks for
the Project, Claims and Monitoring Officers. Deputise for RDP Manager as
required.
4. Provide information and advice to potential applicants on the Programme; and to
successful applicants relating to claims including guidance on procurement,
preparing claims, maintaining accurate records of expenditure and performance
and publicity.
5. Prepare tenders, including writing terms of reference and setting criteria for
procurement of project delivery.
6. Undertake the evaluation and appraisal of project applications for funding and
prepare relevant documentation for panel meetings.
7. Prepare Letters of Offer, claims and monitoring procedures ensuring performance
indicators are agreed with all projects prior to project commencement.
8. Assist the Manager with the servicing of the Local Action Group Board, LAG wider
membership, and appropriate sub-groups and working groups through attendance
or by facilitating meetings, preparing papers and progress reports where
necessary.
9. Co-ordinate the research relevant to the delivery of the Programme, including
analysis and circulation of information as appropriate.
10. Regularly update the DARD and other EU databases.
11. Assist with the Financial and Monitoring operations of the Causeway Coast and
Glens Local Action Group by processing invoices and project claims for payment
and ensuring compliance with project and Programme grant conditions as part of
the vouching process.
12. Maintain project files to record correspondence and claims documentation to meet
with Programme requirements.
13. Undertake quarterly monitoring and evaluation and co-ordinate and carry out site
visits with project grant recipients.
14. Undertake the collection and collation of financial and monitoring information for
projects, in line with DARD requirements, and input information into relevant
databases ensuring that accurate records of all expenditure relating to the
166
Programme are maintained. Ensure compliance with Council procedures and
systems and cooperate fully with all audit inspections.
15. Lead in the preparation of financial and monitoring reports on the Rural
Development Programme as requested by the Finance Officer and DARD.
16. Lead in the collation of information for the Finance Officer to assist in forecasting
anticipated expenditure and preparing monthly Board Reports and advise the
Finance Officer of any anticipated slippage funding to enable funds to be
reallocated to other priorities.
17. Undertake training as organised by DARD, Council and other providers ensuring
that all learning is applied to the work environment.
18. Liaise with the RDP Project, Claims and Monitoring Officer responsible for
coordinating Communications to ensure that project outputs/evaluation
information is widely promoted within the Causeway Coast and Glens area and to
provide information to assist in the development of newsletters, annual reports
and other promotional activities.
19. Liaise with and maintain good working relations with a range of stakeholders and
interested parties including Council Officers, the Local Action Group, potential
participants, promoters, external groups and relevant statutory bodies, such as
DARD.
20. Ensure transparency and accountability in all areas of work.
23. Comply with and actively promote the Council’s policies and procedures, including
those relating to Fair Employment, Equal Opportunities, and Health, Safety and
Wellbeing.
25. Undertake any other duties as deemed appropriate by the Manager to the
achievement of the purpose and function of the post.
167
Borough Council
Job Description
Job Description No:
Job Title:
Rural Development Project, Claims and Monitoring Officer (x3)
Directorate:
Department:
Location:
Salary:
SO1
Reports to:
Work Pattern:
Tenure:
Fixed term appointment*. This post may be extended subject to
funding.
*Dates subject to change depending on role within team.
This post is a multi-functional post to assist the Manager with the development and
delivery of the Rural Development Strategy and Action Plan for the Causeway Coast &
Glens Borough Council.
requirements of the EU and the Department of Agriculture and Rural Development; and
to fulfill the aims and objectives of the Programme as set out in the Causeway Coast and
Glens Local Action Group Rural Development Strategy document.
One post will co-ordinate the RDP Co-operation project research.
One post will be responsible for coordinating RDP Communications activities.
One post will be a generic PCM role.
168
1. Assist with the animation, delivery, implementation and administration of the Rural
Development Programme Priority 6 funding and to promote participation in the
Programme in accordance with Council and DARD requirements.
2. Assist with the implementation and review of the operational plans, internal admin unit
systems and project monitoring and evaluation systems for the disbursement of EU
funding.
3. Provide information and advice to potential applicants on the Programme; and to
successful applicants relating to claims including guidance on procurement, preparing
claims, maintaining accurate records of expenditure and performance and publicity.
4. Prepare tenders, including writing terms of reference and setting criteria for
procurement of project delivery.
5. Undertake the evaluation and appraisal of project applications for funding and prepare
relevant documentation for panel meetings.
6. Prepare Letters of Offer, claims and monitoring procedures ensuring performance
indicators are agreed with all projects prior to project commencement.
7. Assist the Manager with the servicing of the Local Action Group Board, LAG wider
membership, and appropriate sub-groups and working groups through attendance or
by facilitating meetings, preparing papers and progress reports where necessary.
8. Assist with the co-ordination of research relevant to the delivery of the Programme,
including analysis and circulation of information as appropriate.
9. Regularly update the DARD and other EU databases.
10. Assist with the Financial and Monitoring operations of the Causeway Coast and Glens
Local Action Group by processing invoices and project claims for payment and
ensuring compliance with project and Programme grant conditions as part of the
vouching process.
11. Maintain project files to record correspondence and claims documentation to meet with
Programme requirements.
12. Undertake quarterly monitoring and evaluation and co-ordinate and carry out site visits
with project grant recipients.
13. Undertake the collection and collation of financial and monitoring information for
projects, in line with DARD requirements, and input information into relevant databases
ensuring that accurate records of all expenditure relating to the Programme are
maintained. Ensure compliance with Council procedures and systems and cooperate
fully with all audit inspections.
14. Prepare financial and monitoring reports on the programme as requested by the
Finance Officer and DARD.
169
15. Collate information for the Finance Officer to assist in forecasting anticipated
expenditure and preparing monthly Board Reports and advise the Finance Officer of
any anticipated slippage funding to enable funds to be reallocated to other priorities.
16. Undertake training as organised by DARD, Council and other providers ensuring that
all learning is applied to the work environment.
17. Liaise with the RDP Lead Officer for Communications to ensure that project
outputs/evaluation information is widely promoted within the Causeway Coast and
Glens area and to provide information to assist in the development of newsletters,
annual reports and other promotional activities.
18. Liaise with and maintain good working relations with a range of stakeholders and
interested parties including Council Officers, the Local Action Group, potential
participants, promoters, external groups and relevant statutory bodies, such as DARD.
19. Ensure transparency and accountability in all areas of work.
Wellbeing.
24. Undertake any other duties as deemed appropriate by the Manager to the achievement
of the purpose and function of the post.
170
Borough Council
Job Description
Job Description No:
Job Title:
Rural Development Finance Officer
Directorate:
Department:
Location:
Salary:
Scale 6
Reports to:
Work Pattern:
Tenure:
Fixed term appointment 1st April 2016 to 31st December 2020.
This post may be extended subject to funding.
To assist the RDP Manager in the implementation, maintenance and delivery of financial
control systems for the Rural Development Programme 2014-2020.
To provide up-to-date financial information as required for all LAG Board, Sub-Committee,
and Working Groups as required.
To ensure compliance with DARD, EU and Council financial procedures.
1. To provide Financial and Management Information in relation to Administration and
Programme Activity, as required.
2. To maintain computerised system for recording transactions on activity.
3. To update transactions, maintain database(s) and print reports on Rural Development
Programme, as required.
4. To advise RDP staff with regard to levels and quality of records to be maintained by
projects.
171
5. To process claims efficiently, effectively and on a timely basis.
6. To retain and archive all records for audit inspection, as appropriate.
7. To assist on the development and monitoring of policies of financial procedures.
8. To assist with budget setting process and monitoring of spend against budget –
variance analysis to assist with budget realignment between Priorities.
9. To provide financial information for quarterly and annual returns.
10. To maintain asset register for all items capitalised by Rural Development Programme.
11. To ensure familiarity with all aspects of the Rural Development Programme including
all financial and audit requirements of the managing authority and EU.
12. Complete quarterly projection forms to forecast payment and expenditure for the
programme and administration budgets.
13. To establish robust monitoring and evaluation systems ensuring data is collected in
line with DARD and EU requirements.
14. Advise RDP staff on training to project promoter to ensure their understanding and
compliance of requirements under Letter of Offer.
15. Any other tasks or duties as may be required for the efficient operation of the Finance
operation of RDP unit as directed by the RDP Manager.
Wellbeing.
20. Undertake any other duties as deemed appropriate by the Manager to the achievement
of the purpose and function of the post.
172
Borough Council
Job Description
Job Description No:
Job Title:
Rural Development Administrative Assistant
Directorate:
Department:
Location:
Salary:
TBC
Reports to:
Work Pattern:
Tenure:
Fixed term appointment from 1st February 2016 to 31st
December 2020. This post may be extended subject to funding.
To provide a full range of administrative support duties to the Section, including the coordination of day-to-day administration activities for the functions of the Rural Development
Programme.
1.
Establish and maintain detailed databases, filing and record keeping systems within
the Rural Development Programme section.
2.
Use of various computer packages, including spreadsheets, databases, desktop
publishing, and presentation packages. Develop PowerPoint presentations from
design stage to hard copy and prepare relevant handouts.
3.
Responsible for receiving, recording and distributing mail and also responsible for
outgoing mail for the Section.
173
4.
Screen and redirect as necessary all incoming telephone calls and making outgoing
calls for section.
5.
Provide a comprehensive enquiry service covering Rural Development Programme
issues, sourcing information not readily available from a variety of sources, eg Internet,
Reference Books, Reports etc.
6.
Contribute to the processing of complaints within the Section.
7.
Maintain and update a comprehensive selection of literature relating to Rural
Development Programme and distribute information packs as directed.
8.
Support promotional activities and special events of the Rural Development
Programme as directed.
9.
Service meetings, including the responsibility of preparation of agendas and reports,
ensuring notices are distributed within appropriate timeframe, taking notes of
proceedings, preparing and disseminating minutes.
10.
Responsible for the compilation, collation, proof reading, photocopying and circulation
of reports, minutes, agendas and correspondence.
11.
Responsible for establishing and maintaining systems to ensure section officers have
necessary papers for all meetings attended.
12.
Responsible for the preparation of daily and weekly reports and supplying statistical
data for the Rural Development Programme.
13.
Maintain an internal priority management scheme for tracking directives distributed to
officers by Programme Manager.
14.
Source necessary quotations for project activity in line with Rural Development
Programme procurement policy.
15.
Liaise with and advise Finance Department on all aspects of the payment process
16.
Liaise with other members of the Rural Development Section, other Council
Departments and key agencies as necessary.
17.
Deal with outside personnel regarding faults/services for equipment within the Section.
18.
Carry out desk and other research, including compilation of data as requested under
Freedom of Information Act.
19.
By its nature the post will require flexible working to meet the needs of the service.
20.
Act in accordance with the Code of Conduct for Local Government Employees.
21.
Comply with and actively promote the Council’s policies and procedures, including
Wellbeing.
22.
Undertake the duties outlined above in a way which will enhance and protect the
23.
Undertake any other duties as may be required for the achievement of the purpose
and function of the post and for the efficient operation of the Section as deemed
appropriate by the Manager.
174
175
APPENDIX 5 – POTENTIAL CO-OPERATION PROJECT THEMES
Project Title
Project description
Lough Neagh
Develop Lough Neagh as a destination by learning from
others how to develop waterways to play an integral part in
the rural community and economy.
Develop religious based walking and cycling trails leading to
the economic development of corridors along the routes.
Develop canals as a centre piece for tourism through
innovation and ensuring that they play an integral part in the
rural community and economy.
Develop skills and introduce new technology to community
rescue services
Develop motor cycling tourism linked to road racing to create
a fuller experience for visitors so that they stay longer.
Pilgrimage trails
Canal development
Community lead rescue
services
Biker tourism
(development of road
racing tourism)
Community
development of
heritage sites
Greenway development
of old railway lines
Tourist trails developed
around the arts
Better use of
broadband
Possible partners
Develop community projects re-using heritage buildings with
the aim of integrating them into the community and as a
means to create community lead economic projects.
Develop walkways using abandoned railway lines to expand
the offering across rural areas and link together including
cross border to gain a better critical mass.
Examine a means to link various arts and literary trails and
individual projects to create a better more in depth experience
for visitors.
Examine the use of broadband across communities and
businesses, eg online booking for accommodation.
176
Participate
Y or N
Y
Y
Cloonavin, 66 Portstewart Road, COLERAINE, BT52 1EY
Tel: 028 7034 7034 (Coleraine) or 028 7776 0306 (Limavady)
http://www.causewaycoastandglens.gov.uk/work/rural-development

northern ireland rural development programme

Transcription

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