Contents Moray Key Priorities
A word from the Chairman—Priscilla Gordon-Duff
Update from the Programme Manager—David Watson
Speyside Paths Network Group
Miltonduff Hall Committee
Moray Art Centre
2 Summary of activities 2011—2012
Approved project summaries
Moray LEADER goes international
Moray LAG representatives
Project photo credits
Survey Monkey review
Moray Key Priorities LEADER in Moray focuses on two overarching themes, namely: Revitalising Communities Progressive Rural Economy The priorities the LAG strategy is focusing on are: Sustainable communities Sustainable energy Innovative value added products and markets Sustainable tourism development Innovative micro enterprise Versatile rural workforce Conservation of the rural environment
A word from the Chairman Priscilla Gordon-Duff Congratulations to everyone who appears in this Report. The year has been almost breathtaking in the amount of activity. As you turn the pages you will see smiling faces, active people of all ages, wonderful views...all reflecting the impact of the LEADER Programme during the past year. And, yes, there have been meetings around tables, accounts produced, forms completed, emails galore....all demonstrating the tremendous energy and enthusiasm within communities across Moray. This Report aims to let you see just how much innovative activity the LEADER Programme has encouraged.
Lead Partner, The Moray Council. By working in partnership within the Local Action Group they are leading the way in making a difference to how people are involved in achieving economic, social and environmental benefits for the places where they live and work.
Just as there is a variety of individuals involved in each application, so there is in the delivery of the Programme itself:
A big thank you to you all: past, present and future. Together you are all inspiring change and creating opportunities.
There is the Local Action Group that I chair, whose members spend hours considering applications. Their understanding of the variety of people, places and organisations across Moray plays an important part in the decision making process and to the development of the LEADER strategy.
There is a team of two that directly deliver this varied With good wishes Programme....David Watson, Programme Manager and Mairi McCallum, Programme Co-ordinator. Davidâ€™s expertise and immediate availability to answer applicantsâ€™ questions is highly valued by those who have participated in the Programme. Mairi only arrived in post in August 2011....and what a difference she has made. Almost immediately she was organising a visit by our Transnational Partners from Sweden, involved in our very successful relaunch held at Miltonduff Village Hall. By December she was in Sweden with David and myself to visit potential projects for co-operation with projects in Moray. There is The Scottish Government and delegated
Update from the Programme Manager David Watson Albert Einstein defined insanity as ―doing the same thing over and over again and expecting different results‖. This definition can also be applied to persisting with more traditional methods of economic development. The LEADER Programme, and the methodology underpinning it, directly challenges this way of approaching rural development by ensuring that innovation is at the heart of every investment made by the Moray Local Action Group (LAG). 2011 has seen a number of changes in the way the Moray LAG has delivered LEADER across the rural areas of Moray.
Operationally there has been a change in staffing. Lindsay Grant, the original Moray Leader Programme Coordinator, left her post to move on to pastures new. I would like to take this opportunity to thank Lindsay for the contribution she made to the programme in its infancy. LEADER now moves onwards with a new member of staff, Mairi McCallum, who has brought with her significant experience of the voluntary sector and has already made a huge contribution to the programme through her knowledge of marketing and her invaluable IT and social networking skills. The value of the staff resource provided by the Moray Council should not be underestimated. In an age where most funding applications are completed and submitted on-line, with the applicant waiting with fingers crossed for a response, the importance of having two full-time members of staff at hand to help
navigate your way through the labyrinth of due diligence cannot be overstated. Having this resource in place is implicit in effectively delivering an innovative rural development programme. It is often stated that LEADER, as an EU investment programme, is by its nature overly bureaucratic. However, it must be highlighted that there is a big difference between bureaucracy and best practice. Any organisation that engages with the LEADER methodology practiced in Moray should come out of the process a more confident and sustainable organisation. LEADER is not just about forcing applicants to ―jump through hoops‖ for the sake of it, but to leave organisations in a stronger position to move forward into the future. Other significant developments during the year include rebranding the LEADER Programme in
Moray to try and spread the message about the rewards that involvement with LEADER can bring.
another rural area of Europe. For the duration of the cooperation it is planned to share knowledge, good practice and ideas, and set up new international This included an event at Miltonduff Village Hall in networks. It is hoped that this cooperation will help October 2011 where we brought together as many participants to be inspired and develop sustainable LEADER applicants as possible to network and take projects within their own rural communities. pride in their achievements whilst at the same time Over the past year there has also been a significant encouraging new applicants to learn about LEADER advancement in the operation and governance of the and its benefits. The event was attended by over 75 LAG as a rural development organisation. The LAG, people and the LEADER office has not stopped and the programme as a whole, has developed a working with new projects since. strong strategic identity and this will be of considerable value as we look ahead to the In the past year the Moray LEADER LAG has immediate future, and perhaps more significantly, entered into a Transnational Cooperation agreement with our new friends in Upplandsbygd LAG in Central the more long-term imbedding of innovative rural development models into a strong, resilient and Sweden. sustainable Moray. Cooperation is another of the key principles of David Watson LEADER and we are already learning from a different perspective how LEADER is implemented in Moray LEADER Programme Manager
Speyside Paths Network Group The Mortlach Story Walks The Speyside Paths Network Group (SPNG) had originally developed a series of linked pathways through the woodland and countryside surrounding Dufftown, and was looking for funding to link the pathway infrastructure to other path networks in the wider area. When the children in Dufftown Primary School began work on an environmental art project linked to the John Muir Award, LEADER recognised the potential for bringing together two projects with mutual interests. Phase One was the school project, which was in the process of creating a range of arts-based interpretation materials, and which led naturally into the SPNG path network project, still under development. All 168 pupils researched the history and environment of Dufftown, helped by visits from countryside experts, while a writer, visual artists and a designer helped the children to develop a variety of artworks and information materials, including story walk leaflets. The children participated in recruiting the arts professionals; they worked to a brief, held meetings with clients and acted as advocates for and live guides to the project. Mary Bourne, a professional sculptor who was also a member of the parent council for the school, took on the application process and describes a good example of how LEADER got two empathetic projects to work together: ―Moray LEADER gave a presentation to a meeting of Parent Council representatives and when I contacted David Watson to discuss the environmental art project linked to the John Muir Award, we realised it fitted well with the SPNG one.‖
―During initial meetings with LEADER, we identified the qualifying criteria as stimulating visitor economy, revitalising the community and engaging all generations in an innovative rural development initiative that created links between the community and school. LEADER was fantastic – very helpful. They helped get the two projects working together and we were able to apply for funding as a partnership. We were awarded £7,500. The applications process was very time consuming and as an unpaid volunteer, I had to do lots of juggling. Having said that, LEADER was very helpful, and I always felt I could approach them by phone to sort out any difficulties. We had to record every moment of time spent on the project. And it was hard to secure match funding. Because you have to spend money before you can claim it back, this could be a concern for smaller charities, especially when there is a delay on paying out on claims.‖ £14,895 £7,445 (50%) Ernest Cook Trust Scottish Natural Heritage Mortlach Parent Council SPNG Individuals who benefitted: 278 Individuals trained: 163 Project cost: LEADER funding: Match funders:
WDCS Establish Education Room and create Tourism Project The Whale and Dolphin Conservation Society (WDCS) began working with LEADER when it was looking for funding to renovate and equip an Education Room to accommodate its visitor groups. A shed in the Harbour Memorial Garden was made fit for purpose, with in-kind help from local builders and suppliers. LEADER funding enabled WDCS to put in plumbing and electricity; it now has a SMART board and everything for a fully functioning classroom. The other project, to develop tourism in the area, looks at new ways of engaging the public with the unique natural environment of Spey Bay, which has a rich social history, and has SSSI (Site of Special Scientific Interest) designation protecting several rare wildlife habitats. 12
overview and was very helpful. From the beginning we had decided to take a strategic direction and this fitted well with LEADER’s vision. We approached LEADER with a budget, discussed the percentage we were looking for, and then LEADER made a decision. WDCS provided the match funding. The application process was lengthy, but straightforward. The reporting process is time consuming because of the level of evidence required. Compared to other funders, it’s complicated – but it is worth it.
Alice Mayne, who manages the LEADER funding for WDCS, explains how LEADER has worked for the organisation:
The level of detail required for the application process is spot on. Over several meetings, David helped us identify impacts on the local community ―LEADER has a policy of bringing people together and changed our thinking on some aspects. For who are doing similar things – that’s one of the great example, we wanted to increase visitor numbers, advantages of working with them. which meant we had to consider how we would create additional parking. It was a good discipline The Education Room and Tourism projects met the and the project was more rounded and effective LEADER criteria of contributing to a progressive rural because of it.‖ economy and revitalising the local community. These Project cost: £2,325 initiatives create employment, deliver training and LEADER funding: £1,000 (43%) learning opportunities to the resident community and Match funders: Scottish Natural Heritage visitors, support an innovative tourism project and WDCS help broaden WDCS conservation work. Individuals who benefitted: 792 We had several meetings with David to determine the way forward for our applications – he gave us an
Individuals trained: New products developed:
Miltonduff Hall Committee Miltonduff Sports Hub The idea of Community Sports Hubs was introduced by sportscotland, to be interpreted by individual sports clubs in response to local needs and resources. The concept provides a base for local sports clubs, where instructors can conduct joint training, hold meetings and social events, share experience and knowledge, and promote their activities. Angela Hyland and the management group of Miltonduff Public Hall decided to set up a project to develop the Hall into a Community Sports Hub. The focus was to create a space for holding generic courses such as Child Protection and First Aid, for specific sports training via Sports Coaches UK, and to foster youth development and participation in sport.
fees were in kind, which all helped to build a suitable cash flow. Angela’s advice to other groups considering LEADER funding is: ―Only apply if you have match funding available and time to do the paperwork.‖
As Angela freely acknowledges: ―Having said that, our hall is now in excellent condition and attracting The hall was in urgent need of upgrading to come up many users. The Sports Hub is creating interest as to a suitable standard to host these activities. we had hoped it would do.‖ The Sports Hub project matched four important LEADER criteria – Innovation, Social Cohesion, Sustainability and Continuity, which encouraged the group to investigate further.
In addition to the Sports Hub, the renovated hall is bursting with other community activities and events – play school, toddler group, badminton, bowling, dancing, gardening club, wedding receptions, birthday parties, funeral teas Angela Hyland says: ―We thought LEADER would be and educational courses are just some of the great right for us because of the innovative project we had uses of the hall, which has literally been given a new in mind.‖ lease of life. ―The fact that we had to provide a budget to work from was a challenge,‖ Angela says. As things turned out, the group received a lot of support, including match funding from hall funds and Wind Farm grants. In addition, the architect was very capable, providing budget flow charts and guidance, and the architect
£52,288 £38,888 (74.4%) Heldon Community Council Wind Farm Miltonduff Hall Committee Individuals who benefitted: 345 Individuals trained: 150 Project cost: LEADER funding: Match funders:
Moray Art Centre Growth and Development Moray Art Centre is an eco designed, purpose built Arts Centre, based on the Findhorn coast, and aims to provide a stimulating environment for visual arts education and appreciation.
Moray Art Centre offers free access to a community gallery with meeting/study areas and an arts reference library, and a main hi-spec gallery with the ability to exhibit works from the National Collections. The centre creates income by offering a wide range of 30-40 weekly classes, workshops and conferences in three flexible, rentable classrooms and four individual artist studios, also for rent. Moray Art Centre is strengthening its position as an innovative art centre by creating new programmes, such as apprenticeship for young people, masterclasses, international exhibition programmes, international cultural exchanges and retooling for the unemployed. The Centre has built up relations with over 20 educational partner groups and provided tailored made courses and outreach programmes for clients. Major companies such as LifeScan are now participating in bespoke training with incredible results. The centre itself, generates all its own heat and electricity, is built of locally-sources materials and serves as a resource centre for sustainable building by using constantly renewable energy sources with no associated pollution. The Centre is now surrounded by a new educational ecological and bio diverse garden that includes training areas in traditional crafts such as wood turning/work. Randy Klinger, Director of Moray Art Centre says: ―We met first with Moray LEADER to investigate the potential for support to build capacity and capability
of our social enterprise. David Watson then helped us to identify our project aims and how these would meet LEADER’s stated priorities. Our LEADER award was proposed to fulfil our social aims. As Moray Art Centre is a charity, operating as an unsubsidised social enterprise, we need to generate more income. Our aim has to build capacity and capability by investing in aspects of our business that have the greatest potential to expand. All our areas of capacity and capability building were enhanced and improved through our LEADER award, it enabled us to attract more participants/ visitors, create an international-museum-level exhibition space - the first in Moray - and to upgrade our equipment to be able to deliver a better, more accessible and more effective service to the public, altogether making Moray Art Centre more attractive on a local, regional and now international level – to the public and to major museums who will now lend high-value exhibitions to provide greater learning and appreciation to the public of Moray.‖ £122,309 £47,384 (40%) Third Sector Fund Moray Art Centre Individuals who benefitted: 1174 Individuals trained: 230 Number of jobs created: 13 Project cost: LEADER funding: Match funders:
Film Forres Film Forres Cinema This project provided a digital HD cinema and multimedia facility for young people and the wider community to use on a regular basis. It has had the added benefit of diversity of use with a community focus in a public building that had been underutilised. Margaret Cowie explains how the idea for Film Forres came about: ―As part of my role as a Community Warden with Grampian Police I organise activities to address community issues. In October 2007 after discussions with young people hanging about the streets in the evenings I started Friday night Film Shows in Forres Town Hall. This initiative helped reduce anti social behaviour and encouraged young people to attend a supervised activity.‖ The main hall had a seating capacity of 320 but due to poor sound quality and no screen, films had to be projected onto a wall underneath the balcony which reduced seating to only 80 people. Over the 4 years since the film nights started numbers grew with more young people wishing to attend; a school survey revealed that 86% of pupils wished a cinema in town. In March 2010 the Film Forres committee was formed and fundraising began to create a modern facility within the Town Hall. Margaret approached LEADER as ―other groups had applied to LEADER and been successful and had nothing but praise for the help received. Another reason was the amount of money we had to raise (£37,870). Many of the funding pots available were for much smaller amounts; although we had organised lots of fund raising it would have taken us
a very long time to raise the total. The £15,000 applied for through LEADER meant if we were successful that we could reach our goal much quicker. It also meant that the community knew we were committed to making the project happen.‖ Fundraising was successful and work was completed in November 2011 in time for a Grand Opening on 2 December 2011. Since then there has been regular screen sessions and a couple of additional events, both in January: the Chinese New Year night and the Toastmasters Event when they showed ―The King’s Speech.‖ After her LEADER experience Margaret advises anyone thinking of approaching LEADER to ―keep records of everything they do so that there is all the information needed to back up the application, to do their research thoroughly including need and demand, to make sure they fit all the criteria asked for, and to go ahead as this is a very approachable organisation who are there to help and give advice.‖
£37,441 £15,000 (40.6%) MFR Cash for Kids Awards for All Co-op Community Fund Forres Common Good Film Forres Individuals who benefitted: 400 Project cost: LEADER funding: Match funders:
Wild Things! Sustainable Enterprise on the Wild Front Wild Things! works with vulnerable client groups in Moray to deliver activities which use contact with the natural world to overcome educational, social or economic disadvantages. In 2009 Wild Things! was awarded Moray Leader funding for a new project to encourage the sustainable use of local natural resources to equip clients with the skills, inspiration and qualifications to become more enterprising and employable individuals who value their local natural environment. More specifically, the project : Piloted new environmental enterprise training activities that develop life and employability skills
Wendy continues: ―David Watson was very helpful when it came to refining the project and clarifying our main aims and objectives to achieve success.‖
LEADER is not always a simple process as Wendy comments: ―LEADER is a great source of funding if you have the right criteria and the personnel available to deal with the application and claim process. We did not fully appreciate the time we would have to spend when completing the claims against the grant.‖
Increased Wild Things! capacity to provide and develop these courses to vulnerable client After the completion of this project Wild Things! successfully applied to Moray LEADER for a second groups project called Wild About Moray! which will enable Enhanced the biodiversity of Moray’s natural them to develop and pilot the first Woodland Activity heritage through practical conservation Leader qualification and Coastal Classroom Leader activities. qualification in Scotland. This will increase the number of adults in Moray who have the skills, knowledge and qualifications to lead environmental Wendy Brash, Finance Manager, explains the education courses in a range of natural habitats in LEADER process: ―We approached LEADER for Moray. match funding against this project. The application process was quite lengthy but we were provided with Project cost: £73,367 plenty of support. The reporting against the grant LEADER funding: £36,684 (50%) was very time consuming but fairly straightforward Match funders: Children in Need once we were made aware of all the evidence we Wild Things! had to provide and why. LEADER helped us to put Heritage Lottery Fund our ideas down in an application, assisted with our Scottish Natural Heritage strategy and guided us through the whole process.‖ Individuals trained: 561 Training courses delivered: 59
Summary of activities 2011—2012
Total number of applications:
Total number of approvals:
Total amount of LEADER funding committed:
Total amount of public match funding:
Total amount of private match funding:
Average intervention rate:
Total number of projects withdrawn:
Total value of LEADER funding for projects withdrawn:
Moray LEADER Programme to date Total allocated budget: Total project budget: Total admin budget: Projects approved: Commitment to date: Uncommitted budget: Project spend to date:
£2,340,000 £2,111,080 £228,920 61 £1,877,909 £233,171 £692,284
Total project costs: Average LEADER intervention rate: (based on eligible costs)
Approved project summaries Burghead Headland Trust—Visitor Centre Upgrade The aims of the Trust are to increase the number of visitors to Burghead by providing a unique visitor experience and thus encourage visitors to stay longer. In order to improve the present visitor experience, the LEADER grant will go towards upgrading the Visitor Centre by extending it to add an indoor viewing area and toilet facilities. The new viewing area will mean that visitors can enjoy views over the Moray Firth in the shelter of the Visitor Centre. The interpretation will also be extended to cover more fishing and natural heritage displays in order to teach more groups including school groups. Total Project Cost: £178,300 LEADER funding awarded: £81,385 Film Forres - Film Forres Cinema This project will provide an improved digital HD cinema and multimedia facility for all young people and the wider community to use on a regular basis. This will have the added benefits of diversity of use with a community focus in a public building that is underutilised. This will include the installation of a retractable stage screen, 6 surround sound bracketed speakers – 4 downstairs and 2 in balcony area, a trolley projector and a multi media control system in the balcony area. Total Project Cost: £36,928 LEADER funding awarded: £15,000
HIE – Forres Area Rising to the Challenge This project will support economic growth by encouraging the development of projects leading to a community growth plan which will identify alternative source of employment and economic activity. It will seek to address under employment, unemployment, youth aspirations, and social enterprise growth, striving to make the area an attractive well serviced area, well capable of responding to the opportunities and challenges of the future in an organised and collaborative way. Total Project Cost: £175,062 LEADER funding awarded: £87,531 Moray Reach Out – Strategic Business Review Moray Reach Out provides work based training opportunities for adults with learning disabilities living in Moray; it is a registered Social Enterprise. This short research project will identify new business opportunities, new methods of working and opportunities to expand the existing business in order to offer more training places and, potentially, genuine employment for learning disabled adults. Total Project Cost: £10,000 LEADER funding awarded: £5,000
Forres Community Woodland Trust – Feasibility Study The Community Woodland provides opportunities for community groups to take part in delivering local services and any development would open up further opportunities for community cohesion through activities such as voluntary work programmes, environmental education, the possible establishment of a craft or training centre for land based activities. This study will explore and develop the concept of the country park and create a momentum to take this idea forward to development. Total project cost: £19,000 LEADER funding awarded: £9,500 Barnardo’s Scotland—Barnardo’s Works Barnardo’s Scotland is committed to helping tackle the problem of rural poverty amongst young people aged 16-24. It is recognised that young people in rural areas often face additional barriers to employment such as poor transport links, isolation from services, isolation from training and employability services. Barnardo’s are committed to helping these young people overcome these barriers into sustained independent employment. Total project cost: £98,541 LEADER funding awarded: £45,151 The Moray Council – Keith Conservation Area Regeneration Scheme LEADER funding will compliment the larger Mid Street Conservation Area project funded by The Moray Council and Historic Scotland. It will support community initiatives and leadership work, education and marketing. Total project cost: £1,898,188 LEADER funding awarded: £79,069 Wild Things! – Wild About Moray! Wild Things! use the local natural environment as a fantastic, challenging and freely available resource for the personal development of children, young people and adults. LEADER funding will enable Wild Things! to develop and pilot the first Woodland Activity Leader qualification and Coastal Classroom Leader qualification in Scotland. This will increase the number of adults in Moray who have the skills, knowledge and qualifications to lead environmental education courses in a range of natural habitats in Moray. Total project cost: £119,345 LEADER funding awarded: £53,120 Findhorn Foundation – Connecting Moray This LEADER funded project will provide training, expertise and equipment which will enable the development of a portable, web streaming facility allowing individuals to view conferences, training, meetings and events. Total project cost: £25,175 LEADER funding awarded: £9,500 Scottish Orienteering Association – Orienteering Development Grampian is the most successful region in Scotland as far as orienteering club membership as a percentage of the population is concerned and Moravian Orienteering Club has shown the largest percentage increase in membership of all clubs in Scotland during 2010 to 2011. LEADER funding will support a development worker to work in the Moray area to increase participation in orienteering amongst individuals and families, increase the membership, financial strength and volunteer workforce of the local clubs, and take orienteering activity to a higher level. Total project cost: £20,800 LEADER funding awarded: £9,200
Community Food Moray – Taste Not Waste Community Food Moray promote healthy eating across Moray. LEADER funding will enable them to provide a social hub at their Mosstodloch shop for isolated individuals promoting healthy produce, soups, smoothies and health promotion information. They also aim to reduce waste from perishable items and increase the promotion of health and well-being across Moray. Total project cost: £105,870 LEADER funding awarded: £47,870 Women of Moray – Women of Moray A group of Moray women have written a book telling the remarkable stories of some of the women across the region uncovering some of the hidden history that is often difficult to find. The LEADER award will allow them to promote the book through a series of events including a conference in March and a celebration event in Rothes in September, the creation of a website for people to add their stories, and an art exhibition at Elgin Museum. Total project cost: £6,690 LEADER funding awarded: £3,345 Moray Gig – Flying the Flag for Moray Atlantic Challenge Scotland operates the Moray Gig, a traditional oar and sail boat based in Findhorn Bay. The gig was built in 2000 and provides short outings for up to 10 young people and adults at a time, providing a team building experience in a challenging environment. The Gig and crew have been invited by the Lord Lieutenant to represent Moray in the Queen’s Diamond Jubilee Pageant on the Thames in June 2012. This will involve around 1000 vessels travelling together for about 10 miles on the river through central London. The Gig will be one of 200 rowed craft at the head of the Pageant, preceding the Royal Barge. Total project cost: £10,900 LEADER funding awarded: £4,900
Paths for All – Northern Demonstration Site Paths for All is committed to creating a happier, healthier, greener, more active Scotland and have been researching potential sites for a third National Path Demonstration site. These National Path Demonstration sites are designed to help people learn more about path development, construction and management and de-mystify the technicalities. Feedback from our community group partners and other stakeholders show that a northern site is required to improve access to facilities and training for people who live in the north of the country. Total project cost: £20,000 LEADER funding awarded: £10,000 Moray Way Association – Moray Walking Festival The association was formed to link the existing footpaths of The Speyside Way, The Moray Coast Trail and the Dava Way into a 95-mile long distance circular walking route. This project plans to promote the route by holding a pilot four-day midsummer walking festival based on and around The Moray Way to publicise the route and encourage visitors and locals to participate in fun walking activities at a time of year notoriously slow for tourists. Total project cost: £18,350 LEADER funding awarded: £7,340
Outf!t Moray – The Bike Revolution The Bike Revolution project will consist of a range of activities focusing on the recycling, refurbishment, training, maintenance, hire and sale of second-hand bikes, and has developed from a recognised need for the provision of these activities in the local area. Total project cost: LEADER funding awarded:
REAP – Who Feeds Moray? REAP works in communities to address the issues that are important to them using social auditing, community consultation and engagement, and by offering administrative support. Who Feeds Moray? will employ a Development Officer for a period of 20 months for the purpose of establishing, strengthening and developing a Moray Community Food Network (MCFN). Total project cost: LEADER funding awarded:
Lossiemouth Business Association The feasibility study, options appraisal and valuation will be of major assistance in helping the Lossiemouth Business Association to find out if this aspiration is viable with the potential of long term sustainability and whether or not to proceed with the Scottish Government option of the Community Right to Buy. Total project cost: LEADER funding awarded:
Moray LEADER goes international Transnational co-operation with Sweden Through transnational co-operation it is possible to improve the implementation of LEADER. It is believed that by sharing best practice and raising awareness, it enables participants to be inspired and develop sustainable projects within their own rural community. In September 2011, following initial contact through Rural Gateway, two staff members from Leader Upplandsbygd came to Moray to meet with Moray LEADER staff and several LAG members. While here they were shown projects that fitted with four target areas displaying innovation and good practice. A return visit took place in December when two staff members and the LAG Chairman of Moray LEADER visited Upplandsbygd; again they visited inspiring projects many of which will be involved with the transnational project. A co-operation between the two LEADER areas will develop sustainability in four areas: Transition towns Three transition towns will participate â€“ Forres in Moray and Strorvreta and Sigtuna in Upplandsbygd. They will investigate the different ways each transition town has evolved and look at areas they can work together to deliver the outcomes of the transition movement. Local food There is an increasing demand for local produce and several projects in Moray and Upplandsbygd have been looking at food tourism and innovation in local food. Youth involvement Young people in a position of direct influence will come together to share experience and ideas which
they can then implement in their own area. Many of these young people are also involved in youth projects in their area and it is hoped that this link will inspire them to start new projects within their areas. It is also an opportunity for the young people to learn about different cultures, find out what differences they have but also what they have in common; for young people living in rural locations it is hoped that this experience will broaden horizons and develop lifelong links. LAG Both LAGs will also be involved in the transnational project giving them the opportunity to discuss the LEADER method and how it is delivered in their own countries. It will maintain the bottom-up approach and keep the LEADER strategy alive.
Within each area we plan to share knowledge, good practice and ideas setting up new international networks. In April 2012 the Leader Upplandsbygd LAG visited Moray to kick off the co-operation project and a series of visits between groups will take place over 2012â€”2013.
Moray LAG representatives 2011-12 Priscilla Gordon-Duff (Chairman) Alastair Kennedy (Vice Chairman) Andrew Anderson Cllr John Russell Debbie Herron Drew McFarlane-Slack Eileen Bush Gavin Clark Inspector Craig Donald Lesley Ann Parker Matt Young Ron McIntyre Rosella Smith Ruth Anderson Tracey Gervaise
Drummuir Estate Joint Community Councils of Moray Highlands & Islands Enterprise (HIE) Moray The Moray Council Moray Social Enterprise Network Scottish Land and Estates Voluntary Action Moray Scottish Natural Heritage Grampian Police Moray Chamber of Commerce Forestry Commission Moray Federation of Community Halls & Associations Moray College REAP Scotland NHS Grampian
Members who have left the LAG during 2011—2012: Bridget Oakridge Paul Timms Gary Matheson Inspector Jim Masson 30
Project photos credits Front P2 L P2 R P3 P4 P5 L P5 R P6 L P6 R P7 P8 P10-11 P12-13 P14-15 P16-17 P18-19
Wild Things! Lossiemouth Moray Art Centre Knockando Woolmill The Moray Council Street Football Grampian Police Against Wildlife Crime Findochty Speyside High School—Rural Skills Miltonduff Hall Wild Things! Miltonduff Hall Speyside Paths Network Group WDCS Miltonduff Hall Moray Art Centre Film Forres
P20-21 P22 L P22 R P23 P24 L P24 R P27 P28 P29 P30 L P30 R P31 P32 P33 L P33 R P35
Wild Things! Speyside Paths Network Group Speyside Paths Network Group Wild Things! Moray Gig Moray Firth Partnership Gansey Project Knockando Woolmill Øregrund, Sweden Transnational images Speyside Paths Network Group Scottish Wildlife Trust Speyside Paths Network Group Moray Gig Speyside Paths Network Group LEADER event at Miltonduff Hall Moray Gig
Survey Monkey review Results of a LEADER experience review In March 2012 the Moray LEADER LAG undertook a survey to assess the satisfaction level of applicants to the Moray LEADER Programme 2007-13. 52 projects that had been approved, rejected or completed were contacted of which 25 responded, giving a 48% response rate. How would you describe your experience during the:
What do you feel are the positive benefits of LEADER?
What is the best unexpected outcome for your group of applying for LEADER funding? Our hall is now quite famous for the high standard of amenity it provides and our bookings have doubled. By word of mouth and experience of using such a great facility we are reaching out to a wider community and this is putting our beautiful village on the map. That we met the criteria so well. Sustainability - We're still here! Having been turned down by many Trusts, LEADER recognised the efforts made and 'went the extra mile' to help with match funding. Becoming part of a community of projects. Good relationship with LEADER staff. Project development suggestions by the LEADER manager, his ability and knowledge of where other groups in Moray can support/partner with us, helped in formulating the final project outline.
Has LEADER changed your way of thinking LEADER put us in contact with another local group and through that connection we formed about local community development? a partnership which made our project much richer, better and with wider connections in the community. Achieving more than was thought possible which has allowed the project to develop. What do you feel are the negative aspects of LEADER?
How would you rate your Moray LEADER experience?
We have been able to cope with all of the above with the support of the Moray Leader Team, without them this would have been impossible. Claims could be processed quicker. If a recognised Audit Accounts are kept do you really need payslips and bank statements? The other funders from which we have had grants pay in advance with the proviso that if not all money is used balance can be clawed back A percentage of money 'up front' would be a huge benefit to small projects. Simplifying the claim process If funding was speeded up or paid in advance to allow for cash flow For us, the cash flow element is not an issue, however for smaller organisations it is a significant barrier. The requirement for 3 quotes for everything, uses huge amounts of time. A lot of groups struggle with identifying Innovation.
Would you apply for LEADER funding again if the opportunity arose?
Consider if they have enough in the bank to provide cash flow before LEADER funding can be claimed and whether you can deliver what you applied for. Ensure match funding is in place. To ensure that their project goals and delivery plan are fully formed and that as much match funding as possible is at least applied for.
Please add any further comments here: Good local team - well done Grateful and thankful for all your support. I find the Leader staff in Moray a fantastic support for the delivery of Leader and as a It takes a lot of time, energy and nerve and I support to our project would only do it with the quality of staff Hope to start a new project soon support we have been given. The Moray LEADER team are excellent! Make sure that you have looked carefully at I think there should be some sort of threshold the project and know EXACTLY what you below which smaller projects, often run by want to achieve. volunteers do not have to meet such stringent Talk first to local LEADER staff who will advise condition. on the project and the best way forward in the view of LEADER. Think about how the project will have ongoing benefits. Provide evidence of community need.
17 High Street, Elgin IV30 1EQ T: 01343 563635 W: www.morayleader.org.uk E: firstname.lastname@example.org
Published on Dec 12, 2012