News
The Nidderdale Plus Partnership
Monday 21 February 2005
Following the EGM held in October 2004, a successful application has been made to incorporate Nidderdale Plus as a company limited by Guarantee. This will allow the organisation to operate more speedily and efficiently and, more importantly, will reduce the personal liability of members.
Whilst the legal status of the organisation has changed, the purpose and objectives of Nidderdale Plus remain, as before, to work in partnership with Councils, business, education, and voluntary organisations to improve services and attract investment in order to safeguard the future well being of the area.
The strength of Nidderdale Plus to achieve its objectives comes from its membership. If you would like to apply to be a member of the partnership please email val@niddplus.org.uk or phone Val on 01423 714953.
Memorandum & Articles of Association
Monday 21 February 2005
The Nidderdale Plus Partnership
Memorandum and Articles
of Association
Company number 5331403
Companies Acts 1985 & 1989
A company limited by guarantee
The Companies Acts 1885 and 1989
Company limited by guarantee and not having a share capital
MEMORANDUM of Association
of
The Nidderdale Plus Partnership
1. NAME
The name of the company is The Nidderdale Plus Partnership (the Company).
2. REGISTERED OFFICE
The registered office of the Company is situated in England.
3. OBJECTS
The objects of the Company are:-
3.1 To benefit the communities of Nidderdale and Mashamshire, comprising the wards of Mashamshire, Kirby Malzeard, Pateley Bridge, Nidd Valley, Lower Nidderdale, Killinghall, Wharfedale Moor (the boundaries of which are shown of the attached map) by encouraging and assisting with the development and implementation of policies and activities which promote the economic, social and cultural well-being and sustainability of the area.
3.2 To encourage, foster and participate in partnerships and associations of local organisations, statutory bodies, commercial organisations and associations, voluntary groups and individuals in order to stimulate involvement in local action, in order to share resources, and in order to engender a culture of co-operative working.
3.3 To work in partnership with statutory bodies, local regional, national and international agencies, commercial organisations and associations, voluntary groups and individuals in order to encourage inward investment for the area.
4. POWERS
In furtherance of the Objects, but not otherwise, the Company shall have the following powers:-
4.1 To carry out the Objects as principal, agent, contractor or in any other capacity and/or through an agent or contractor and either alone or in conjunction with others
4.2 To provide information, advice, consultancy, training, tuition, expertise and assistance in furtherance of the Objects
4.3 To establish, develop and manage sites, facilities and centres relating to the Objects
4.4 To borrow money and give security for loans
4.5 To acquire or hire property of any kind
4.6 To let or dispose of property of any kind
4.7 To raise funds by way of grants, subscriptions, loans, donations or otherwise from any individual or organisation, but with the ability to decline any gift or legacy in whole or in part where the Company thinks fit
4.8 To set aside funds for special purposes or as reserves against future expenditure
4.9 To deposit or invest funds in any manner which the Directors consider appropriate (but to invest only after obtaining advice from an independent financial advisor and having regard to the suitability of investments)
4.10 To sell or otherwise dispose the whole or part of the business of the Company
4.11 To employ paid or unpaid agents, staff or advisors
4.12 To acquire goods and services necessary for the operation of the Company and to make payment for such goods and services.
4.13 To enter into any arrangement with any government agency or statutory body which is deemed to be conducive to the Objects of the Company
4.14 To enter into contracts to provide services to or on behalf of other bodies
4.15 To establish/acquire and operate subsidiary companies or organisations to assist or act as agents for the company, whether trading or otherwise
4.16 To support and subscribe to any public or charitable institution, society, or other organisation which is to the benefit of the Company and its staff, or which is connected with any area where the Company operates its business
4.17 To effect insurance against risks of all kind
4.18 To pay the costs of forming the Company
4.19 To do anything else within the law which promotes the Objects.
5 BENEFITS TO MEMBERS AND directors
5.1 The property and funds of the Company must be used only for promoting the Objects, and do not belong to the members of the Company. No part of the income of the Company shall be paid either directly or indirectly to members either as dividends or bonus.
5.2 Members may:-
5.2.1 be employed by or enter into contracts with the Company and receive reasonable payment of goods or services supplied
5.2.2 be paid interest at a rate not exceeding the commercial rate on money lent by them to the Company
5.2.3 be paid rent at a rate not exceeding the open market rent for premises let by them to the Company
5.2.4 purchase assets offered for sale by the Company, provided such a purchase is at or above market value
5.2.5 be paid expenses for services carried out on behalf of the Company
5.3 Directors must not:-
5.3.1 be appointed to any office within the Company for which a salary is payable.
5.3.2 receive any payment of money or other material benefit other than:-
i) payment for services or goods supplied in relation to a contract
ii) re-imbursement in respect of reasonable out-of-pocket expenses actually incurred in furthering the Companys Objects
iii) any indemnity in respect of any liabilities properly incurred in running the Company
5.3.2 if providing goods or services to the Company (or if a member or employee of a firm or organisation providing goods or services) participate in any meeting concerning contractual and tendering arrangements for such goods and services.
6 LIMITED LIABILITY
The liability of members is limited.
7 GUARANTEE
Every member of the Company undertakes, if the company is dissolved while he/she/it remains a member or within 12 months afterwards, to contribute up to £1 towards the costs of dissolution and any liabilities incurred by the Company while the contributor was a member.
8 DISSOLUTION
If the Company is dissolved, any assets remaining after provision has been made for all liabilities must be disposed of by transfer to one or more other bodies having similar Objects and with similar prohibitions on the distribution of income and property to members.
We, the Subscribers, wish to be formed into a Company under this Memorandum of Association
Dated | |
Witness to the above signatures | |
Name and address | |
The Companies Acts 1885 and 1989
Company limited by guarantee
aRTICLES of Association
of
The Nidderdale Plus Partnership
1.
JOB CENTRE PLUS
Tuesday 24 February 2009
If you're looking for a job, you don't have to travel into Harrogate to view the latest vacancies. Weekly updates of local vacancies are displayed in the windows of the Nidderdale Plus Partnership Office and, if you require further information or access to the Job Centre Plus website, staff at the Partnership Office will be able to assist you.
Call in - we are open Monday - Friday 10am - 4pm.
Nidderdale Plus Partnership Office, 7 The Old Workshouse, King Street, Pateley
News
Board Minutes
Friday 19 February 2010
At Nidderdale Partnership Office, King St, Pateley Bridge
MM started by introducing Tom Barber who is working in the Partnership Office on a voluntary basis MM then informed the meeting that she had received notice from SL that, due to work commitments, he is, with regret, unable to attend meetings and is therefore resigning from the Board. 2. Minutes of the meeting held on 20th January 2.1 Were agreed as a correct record. 3. Matters arising not on the agenda 3.1 Arising from item 3.2 – MM reminded Board members to return their completed January time sheets recording voluntary work to VH. 3.2 Arising from 7.3 – MM reported that RS had been elected Chair at the NAP meeting he attended, he is now the ‘Director with responsibility for the Arts’ 4. Strategy 4.1 LEADER – KP reported that she had attended a meeting with the YDMT regarding the Parish Caretaker scheme. Meetings are to be held at various locations to which all Parish Councils involved will be invited to discuss the scheme and receive information. KP to give TW details of the meeting to be held at Nidderdale Plus. KP to give SR a list of the successful applicants in the Nidderdale Plus area. 4.2 Business Plan review – MM distributed copies of the Business Plan and reminded that it is due for renewal next year. MM to create and circulate a questionnaire with a series of headings for Board members to respond to by 5th March. It was agreed that both the HBC and NYCC Strategic Plan should be taken into account in the new Business Plan. 5. Resources 5.1 Budget 2010/11 – MW reported on the budget he had prepared. A discussion took place regarding a contingency fund and it was agreed unanimously to accept the budget with half of the profit put into a contingency fund. MW to circulate updated budget before the next Board meeting. 5.2 Finance report – the balance sheet was noted. MW distributed a spreadsheet with a new format to show income and expenditure. It was agreed to adopt this format in the future. 5.3 Insurance – PL reported that he is awaiting responses from insurance companies regarding Directors and Officers liability insurance and will take any information received to the GP meeting prior to Board. 5.4 H & S report – the H & S report previously circulated was approved. KP reported that, although a risk assessment is not required by law, she will produce an office risk assessment for good practice. 6. Programme 6.1 Minutes of PG meeting – the minutes were discussed and the following noted: · MW reported that he is looking at site structure for the N+ website. It was agreed that the business plan should include how a website would fit into marketing and publicity for Nidderdale Plus. · KP and BG had held a meeting with representatives of Business Link. A summary of the meeting had been received by KP from Business Link in which a reassurance is given that the arrangement with Business Link for Nidderdale Plus to be a Local Access Point will continue. A possible wider role for N+ and business development needs to be considered as part of the Business Plan review. 6.2 Coldstones – KP reported that contractors have been appointed and with a 3 – 4 month build it is anticipated that the launch will be in September. 6.3 NYP review meeting – MM gave feedback on the recent meeting held with NYP officers. Both parties are happy with the arrangement and there will be no major changes. The annual monitoring report had been discussed and NYP indicated that members of the public had been pleased with service received from Nidderdale Plus when there is nobody available at the Police Station. It had been agreed that Safer Nidderdale and Safe Neighbourhood groups complement each other. The Age Concern play about bogus callers which was put on in Pateley Bridge in April for elderly and vulnerable residents is to be performed at Darley and Norwood later this year. SR suggested having a Nidderdale Plus banner to be displayed at such events. 6.4 Harrogate District Cultural Partnership – JM presented the notes from the meeting which were discussed and noted. 6.5 Partnership Manager update – KP gave a brief report outlining approaches that had been made from several organisations regarding the possibility of Nidderdale Plus providing admin services from the office. KP has given some quotes following meetings and is awaiting responses. 7. Any other business 7.1 PJ reported on progress with the Washburn Heritage Project: · Tenders were received in December and negotiations are now being held with a contractor. A seven month build is anticipated. · It is anticipated that the Development Worker will be self employed rather than having to be employed. · The programme is going well with some WEA courses already being held 7.2 JM enquired as to progress with the sports pavilion at Dacre. MW explained that it is still at the planning stage. 7.3 MM reported that KP is giving help with Industry Day at the High School on 2nd March, therefore the GP meeting will be held on 3rd March at 2pm. 7.4 SR queried the time and frequency of Board meetings. It was agreed to review the meeting schedule in the Business Plan questionnaire 8. Date of next meeting 10th March 2010 at 4pm General Purposes Group meeting – 3rd March at 2pm (see 7.3) | Action KP MM MW MW PL KP MM |
Board Minutes
Friday 19 March 2010
At Nidderdale Partnership Office, King St, Pateley Bridge
2. Minutes of the meeting held on 10th February 2.1 Were agreed as a correct record. 3. Matters arising not on the agenda 3.1 Arising from item 5.4 – risk assessment agreed 4. Strategy 4.1 LEADER – KP reported that meetings are to be held at Nidderdale and Wensley in March to which all the successful parishes in the Parish Caretaker Scheme have been invited. KP and Gillian Muir of the YDMT are getting information of resources together to give to the PCs at the meetings. 4.2 Business Plan review – MM distributed the responses received from Board members regarding the business plan which were noted. Further comments received were: · The business plan should complement the AONB plan · It may be easier to update the current business plan as required · We need to develop a better way of letting members of the public know what is going on at Nidderdale Plus · All parish councils in the Nidderdale Plus area should be members. Parish councils will be attending the forthcoming LEADER meeting It was agreed that board members send to MM a very brief CV for inclusion in the plan with any further comments and that the business plan would be on the agenda for the May meeting 5. Resources 5.1 Minutes of GP meeting – minutes were tabled and MM outlined main points. KP and VH then left the meeting for discussions regarding staff salaries, it was agreed to award a pay rise in line with the Retail Price Index from 1st April. MM also reported that a meeting had been held with Pateley Bridge Town Council as a follow up to the SLA discussion meeting held in September 2009. PBTC have made the decision to withdraw from the SLA from 30th June although the SLA ends on 30th April 2010. The Town Council have stressed that the reason is purely financial and that they have been very happy with the service provided by Nidderdale Plus. The Town Council will give Nidderdale Plus one months written notice of the termination and Nidderdale Plus will give the clerk 2 weeks written notice. MM to check with HBC personnel regarding termination of the clerk’s contract. 5.2 Budget – the budget was discussed. MW pointed out some additions under marketing and website. It was agreed to approve the budget for adoption. 5.3 Finance report – KP reported that £297 has been paid out for the NAP leaflet of events and that she had paid for a trade stand at Nidderdale show for Safer Nidderdale but an application for a grant from the Safer Communities group had been submitted to cover the cost of this. The budget forecast shows a surplus for the year. 5.4 Insurance – PL reported that there is only one insurer who can cover all the items necessary for the Nidderdale Plus insurance, Hiscox. PL has completed the proposal and emailed it to Hiscox and is awaiting their response. 6. Programme Partnership Manager update – KP/MM reported on the following items: 6.1 CVS contract is due for renewal – agreed to renew with no changes. 6.2 KP had attended a very successful network lunch with CVS at Nidderdale Plus 6.3 A meeting to review the HBC SLA is to be held next week 6.4 Business link have indicated they are happy with the service received, it is anticipated they will renew the contract 6.5 KP had attended a meeting of the HDSP exec group – the restructuring is to take place from 1st April and the new assembly will meet in November. The implementation group will meet monthly. 6.6 The NSP had met on the 4th March followed by a wider meeting where other organisations had been invited. At the wider meeting there was good representation from parish councils plus representatives from Ripon CVS, North Yorkshire Police, NYCC, Nidderdale High School and the AONB. Cllr Ellington had explained the background to NSP and then each organisation was given the chance to speak. An open discussion had followed where several positive suggestions were made. It had been agreed that NSP should cover a wider area and that there should be more representation from parish councils on the exec group. It was agreed that MM contact HBC to request formal recognition for NSP in line with the recognition it receives from NYCC. 7. Any other business 7.1 PL reported that building was due to start on the Washburn Heritage Project in April 7.2 KP reported on a meeting held with a representative of the Credit Union. An application to LEADER has been drafted for a worker to deliver CU services, Nidderdale Plus has been named in the application as an outlet for CU services. 7.3 KP and SR are to meet with a representative of the University of the Third Age to discuss adult learning opportunities in Nidderdale. 7.4 JM commented how much he had enjoyed the dinner at Lofthouse and thanked VH for organising it. 7.5 JM reported that trees had been planted around the new riverside car park. 7.6 KP reported that the Safer Nidderdale group are putting on the Age Concern play about bogus callers in Darley Memorial Hall in April and in Norwood village hall in September. 7.7 MM reported that she is to attend the HBC Business Awards Gala Dinner 8. Date of next meeting 14th April 2010 at 4pm Programme Group meeting – Tuesday 30th March at 2pm | Action KP ALL MM MM KP/SR |
News
Nidderdale Arts Partnership
Wednesday 13 December 2006
This group consists of the Arts Development Worker, the Arts Resource Worker and representatives of:
- The Nidderdale Festival
- Nidderdale Visual Arts
- Pateley Bridge Dramatic Society
- no 6 studio gallery
- Nidd Chorale
- King St Workshops
- Nidderdale Museum
- The Brass Bands
- The Embroiderers' Guild
Terms of reference are as follows:
Role:
The role of the Arts Partnership is to act as the community forum which professionally influences the direction of the Arts Development project.
Overall objective:
To ensure that the project reflects local needs and and is of sound quality
Function:
- To provide a local consultative forum for arts development work
- To give a community influence to the direction of the work
- To provide a professional steer and support for the Arts development worker
- To provide a network of interested organisations and individuals.
Reporting:
The NAP meets on a monthly basis and is chaired by a member of the Nidderdale Plus Partnership Board, the Director with responsibility for the arts, Margaret Mitchell
The core membership of the group is drawn from local arts organisations such as Nidderdale Festival, Pateley Bridge Arts club, nca, The Embroiderers Guild, King Street workshops.
The meetings are minuted and the minutes received by the Nidderdale Plus Partnership Board at its next available meeting.
King Street Workshops
Monday 23 January 2006
This group is made up of all the occupants of the King St Workshops, with representation from Nidderdale Business Association, Nidderdale Museum and the AONB.
The group are working together to improve the outside area of the workshops / museum, the proposal to do this has five objectives:
- To create a visually attractive area that people will want to visit in its own right.
- To create an area that can be used as outside exhibition space and public performance space when it is not being used as a car park.
- To create an area that reflects and utitlises Nidderdales cultural and environmental heritage.
- To propose a scheme that would guide visitors from the High Street to the King St Workshops
- To contribute to the Arts as part of a broader regeneration programme in Nidderale.
Nidderdale Plus has recently made a successful bid to the AONB Sustainable Development Fund to commission a design statement for the above.
Nidderdale Strategic Partnership
Friday 20 January 2006
This group consists of representatives of:
- North Yorkshire County Council
- Harrogate Borough Council
- Pateley Bridge Town Council
- Bewerley Parish Council
- Nidderdale Business Association
- AONB
- Nidderdale Plus
The function and vision of the group is as follows:
Function
- A consultative and planning forum that shares information and resources to improve the future of Nidderdale.
- A forum that will listen, respect and reflect local views.
- A forum that has representation from organisations that have responsibility for strategic direction in Nidderdale.
- A forum that influences how future decisions about Nidderdale are taken
- A forum that provides a strategic framework for funding applications.
Vision
Through positive and co-operative action, to increase the capacity of Nidderdale to:-
- Provide and support the services and facilities essential to create a sustainable community where people wish to live and work
- Retain its cultural and historic character
- Act as a tourism destination in order to support the rural economy
- Contribute to an environmentally sustainable area in accordance with the designation as an AONB
Pateley Bridge
As the major settlement and traditional market town, Pateley Bridge has a key role in helping to achieve the vision for Nidderdale.
- The town should be the place where people of the Dale can obtain the majority of the essentials of life, food and supplies, leisure activities and social interaction.
- The town should be the automatic stopping place fro visitors to the area, providing them with an opportunity to experience and learn about the area and to contribute to its continuing well being.
- The town should aim to improve the quality of life through the range and standard of its services and environment
News
LEADER
Monday 29 June 2009
p. 1
Call for Projects - 2009
A community led approach to sustainable rural development
p. 2
Contents Page
Call for Projects 2009 3
How To Apply 3
1. Creating stronger communities: 4
Developing innovative service provision 4
2. Encouraging economic growth and employment 5
Provision of Market Intelligence 5
Green business communities 6
Successful local produce 7
Developing effective Business Networking 8
Artistic Dales 9
Outdoor industry collaboration 10
Estates business opportunities scheme 11
New business opportunities through IT 12
Supporting collaborative ventures to improve competitiveness 13
3. Capitalising on the environment 14
Finding and forging heritage links 14
Caring for the parish 16
Building sustainable communities 17
Green infrastructure opportunities based upon culture, heritage and environment 18
Supporting use of local and traditional skills 19
Enabling festivals and community events celebrating the environment, heritage and culture 20
Tourism opportunities based upon culture, heritage and environment 21
p. 3
Call for Projects 2009
The aim of the Yorkshire Dales LEADER Programme is to address the problems of ‘rurality’ within the Yorkshire Dales through building a sustainable community and economy that capitalises on the area’s internationally recognised environment, landscape, culture and heritage.
Three themes have shaped the LEADER programme, and will enable communities in the area to respond to new opportunities and challenges, making the most of the outstanding natural environment that they live in and contributing to long term economic sustainability. The intention of LEADER is not to provide continuation support for existing projects.
How To Apply
There is a simple 2 stage process that all applicants must follow to be considered for grant from the Yorkshire Dales LEADER.
1. The initial idea you have for your project should be discussed with the Project Coordinator, who will check about its suitability for LEADER funding. This may involve a site visit from the Coordinator, to speak further about the project or to see the location where the project will take place. If your project is feasible, and will help to deliver Yorkshire Dales Local Development Strategy, you will be invited to complete to complete the LEADER Application Form.
2. The LEADER Application Form and guidance notes are not available to download from the LEADER website. They are only available from the Project Coordinator. You may be asked to provide supplementary information to support your application, such as:
l A Business Plan (for projects over £20,000) l Photographs
If you require assistance in completing the Application Form, you should contact the Project Coordinator who can give you further details of where you might find support.
To discuss your project further or to discuss developing an application, please talk with our Project Coordinator on Tel: 015242 51002, Mobile: 077879 70083, Email: Rima.Berry@ydmt.org .
Below are summaries of the programme areas that have been agreed by the LEADER Management Team, setting out the type of activity that LEADER wishes to support in this first call for projects. Support through the LEADER approach for individual projects is for a maximum of three years.
p. 4
1. Creating stronger communities
Activity | Developing innovative service provision |
Objective | To support the delivery of services through innovative and collaborative rural community-based initiatives, which will improve, retain and/or develop access to: Basic services; Local products; Skills development and training; Apprenticeships; Rural business hubs; Local employers. |
To support integrated village initiatives which promote cross-community development and regeneration. | |
To support the delivery of services through volunteering/increasing community capacity. | |
To promote learning, skills and employability activities with a particular focus on: learning activities to promote social inclusion, community cohesion and the mental and physical well-being of individuals | |
Outcome | Development of community "hubs" delivering a range of services to meet local needs. |
An increase in the accessibility and availability of rural services, information and support. | |
An increase in non traditional users of local services (e.g. young people) | |
An increase in community led skills development and training. | |
An increase in capacity to deliver local solutions. | |
To foster greater community achievement and sense of place. | |
An increase in the accessibility of information, support and services. | |
Scope | Development of multifunctional community service hubs to improve range and accessibility to services. |
The establishment of the new basic service, small-scale capital costs. | |
Innovative approaches to rural service provision. | |
Rural transport and access to service initiatives. | |
Resource efficiency in community buildings. | |
Community capacity building activity and facilitation/technical support. | |
Rural skills development. | |
Networking, communication and skills transfer. | |
Innovation and cooperation. | |
Developing volunteering and collaboration between voluntary and public sector. | |
Maximum amount LEADER can fund to | 40% Intervention |
Minimum/Maximum: £5,000-£150,000 | |
Total fund available over 3 years: £800,000 |
p. 5 2. Encouraging economic growth and employment
Projects will be supported which provide innovative collaborative approaches to improving the rural economy, increasing prosperity and productivity.
All applications to our funding programmes are via the Project Co-ordinator. To discuss your project further or to discuss developing an application, please talk with our Project Coordinator on Tel: 015242 51002, Mobile: 077879 70083, Email: Rima.Berry@ydmt.org .
Activity | Provision of Market Intelligence |
Objective | Providing essential information that forms the basis for future work in the Yorkshire Dales LEADER area and allows for the development of effective networking and supply chain projects. |
Outcome | Electronic database of businesses for use by networks. To enable, for example, supply chain development. |
Mapping of business locations by sector. | |
Presentation on the database and the possible applications. | |
Clear methodology on the compilation of the database. | |
Support service to users of the database; advice on interrogation and provision of selected data sets to LEADER projects. | |
Scope | Research and mapping study |
This will be a one-off piece of specific work. | |
Maximum amount LEADER can fund to | Open to Tender. 100% Intervention |
Minimum/Maximum £16,000 | |
Total fund available over 3 years: £16,000 |
p. 6
Activity | Green business communities |
Objective | To increase the environmental sustainability of three key sectors: the equine, brewing and farming sectors. |
To increase waste efficiency and the use of waste products for economic use. | |
To increase renewable energy production. | |
To establish green business clusters and develop opportunities to support existing and new business. | |
To spread the experience and knowledge of participating businesses. | |
Outcome | Dissemination of best practice across the sector. |
Improved waste and energy efficiency measures in three sectors. | |
Joint environmental audits of business clusters. | |
Business plans for the business clusters. | |
Scope | Formation of three collaborative green business clusters |
Animation, skills and knowledge transfer. | |
Pilot actions | |
Maximum amount LEADER can fund to | 30% Intervention |
Minimum/Maximum £15,000 - £50,000 | |
Total fund available over 3 years: £50,000 |
p. 7 Activity Successful local produce Objective To promote the LEADER area as a location of quality produce. To develop commercially sustainable food producers Create access to new markets for small food and drink producers Outcome Business support for existing food producers to develop through consistency of quality of product and robustness of supply chain. A cooperative of food producers with distribution hubs to enable efficient marketing, distribution and sales to local retailers and caterers or regional and national outlets. To support the cooperative in marketing and advertising that supports brand. Scope Joint marketing and product development. Development of cooperative. Support and training for local food and drink producers. Transfer of knowledge. Collaborative research in key sectors. Maximum amount LEADER can fund to 50% Intervention Minimum/Maximum £25,000 - £125,000 Total fund available over 3 years: £125,000
p. 8 Activity Developing effective Business Networking Objective Increase the success and survivability of local businesses. To celebrate local businesses. Encourage and support current and future business leaders. To support skills development and capacity building across all sectors in pursuit of economic and community sustainability. Outcome Building capacity in rural businesses and communities. Connection with the Dales business community to the mainstream regional and national activities. An improvement plan for business networks. Sustainable business plan for key networks. Scope Develop business networking. Celebration, awards, conferences. Cross marketing for business networks Maximum amount LEADER can fund to 50% Intervention Minimum/Maximum £10,000 - £60,000 Total fund available over 3 years: £60,000
p. 9 Activity Artistic Dales Objective To improve the commercial strength of artists in the LEADER area. Create a higher profile for artists in the LEADER Area. Development of new markets for local artists. To promote the area to new audiences. To contribute to the vibrancy of the area and provide cultural interpretation. Outcome A range of initiatives leading to the development of a successful artist community. Arts initiatives that connect with tourism to celebrate the dales and bring enhanced tourism activity to the area. Arts initiatives that make links to and profile sustainability issues. Arts initiatives that celebrate being an artist in the greater Yorkshire Dales. Promotion of local artists nationally and internationally. Scope Training, promotion and marketing support. Initiatives that interpret and develop the heritage landscape in contemporary ways. Transfer of knowledge. Maximum amount LEADER can fund to 40% Intervention Minimum/Maximum £10,000 - £75,000 Total fund available over 3 years: £75,000
p. 10 Activity Outdoor industry collaboration Objective Improve the quality of the Yorkshire Dales "outdoor adventure" brand in the national and international markets. Link potential customers to suppliers of services. Increase the success and survivability of new and established outdoor adventure providers. Increase the number of visitors using outdoor adventure suppliers. Link outdoor adventure suppliers to accommodation providers. Outcome A responsive, sustainable cooperative network of individual providers of services for the outdoor adventure market. An improvement in individual and collective product through collaboration. Industry led collective approach to marketing the Yorkshire Dales as a destination for outdoor adventure. Scope Development of a sustainable outdoor industry network or cooperative. Collaborative/joint marketing through publications, branding and shows. Collaborative development between businesses. Networking and skills transfer. Maximum amount LEADER can fund to 50% Intervention Minimum/Maximum £20,000 - £60,000 Total fund available over 3 years: £60,000
p. 11 Activity Estates business opportunities scheme Objective To increase the income and long term success of Estate assets and products to bring in new business opportunities. To increase the amount of business space for new and high growth firms in rural locations. To increase the production of renewable energy from locally sourced products including bio mass and hydro power. Improve the tourism potential on estates Outcome Collaboration between estates to achieve new business opportunities. Small and medium-sized estates learning from established initiatives. Scope Sharing of best practice, demonstration. Networking, facilitation and skills share. Maximum amount LEADER can fund to 50% Intervention Minimum/Maximum £10,000 - £30,000 Total fund available over 3 years: £30,000
p. 12 Activity New business opportunities through IT Objective To convert IT infrastructure into business activity by focusing on sites at or near threshold of creating locations for business clusters with high capacity broadband requirements. Increase the number of high growth knowledge intensive businesses in the Dales. Develop successful business communities using high capacity broadband.Promote the Dales as a competitive business location. Change the digital perception of the Dales as a place for business. Outcome New approaches to working with IT. The attraction and creation of new businesses to the area. Two locations as centres for high data capacity handling. Business clusters with high broadband capacity requirements. Scope New approaches to attraction of business. Demonstration sites. Audit of areas with strong broadband coverage. Business broadband campaign. Campaign to attract businesses to rural locations. Maximum amount LEADER can fund to 60% Intervention Minimum/Maximum £5,000 - £90,000 Total fund available over 3 years: £90,000
p. 13 Activity Supporting collaborative ventures to improve competitiveness Objective To support and facilitate links, networks, collaborative and collective actions identified through rural farmer network. To raise the profile of local breeds and agricultural produce. To facilitate improvement in the end product of farming and of other primary land based products. To support local and traditional skills. To support collaboration and cooperative working within businesses & community groups to increase opportunities for sustainable economic growth. Outcome The pump-prime development of a Yorkshire Dales Farmer Network covering the Leader area. The facilitation of smaller farmer groups to achieve group outcomes to benefit agricultural business activities, building on the strong links between the farming land use, landscape, environment and heritage. Engagement with existing schemes/groups supporting, promoting and marketing local produce. Strengthening of linkages to other upland Leader groups. A strengthening of supply chains, and linkages to holdings in agri-environment scheme agreements. Raising the profile of local breeds. Increased cross-sectoral activities leading to better integration & economies of scale &long term eco-sustainability. Increased communication in these sectors leading to improved sustainability. Scope Capacity building, skills share and training to support or establish sustainable LEADER area farmer network. Collaborative projects from needs identified through network. Feasibility study. Marketing and publicity. Sharing assets and maximising resources. Maximum amount LEADER can fund to 80% Intervention Minimum/Maximum £5,000 - £25,000 Total fund available over 3 years: £25,000
3. Capitalising on the environment
Projects that are community-based initiatives that will conserve and enhance the rural heritage, as the basis for sustainable economic growth in rural areas, will be funded under this theme.
All applications to our funding programmes are via the Project Coordinator. To discuss your project further or to discuss developing an application, please talk with our Project Coordinator on Tel: 015242 51002, Mobile: 077879 70083, Email: Rima.Berry@ydmt.org .
Activity | Finding and forging heritage links |
Objective | To audit natural, built and cultural assets, identifying their community and economic potential. |
To develop community owned and managed natural built and cultural assets. | |
To enhance the sustainability of local natural and cultural facilities or those which add value to local natural and cultural assets. | |
Generation of ‘grassroots’ interest and support for natural, built and cultural assets. | |
To identify the economic potential of the natural, built or cultural assets of an area. | |
To test the viability of new ideas to capitalise on natural, built and cultural assets. | |
Support for the development of community owned and managed natural built and cultural assets. | |
To identify of the economic potential of the natural, built or cultural assets of an area. |
p. 15 Outcome Strengthened communities, through greater involvement in local heritage. Involvement of a wide cross-section of the community. Increased awareness of natural, built and cultural assets. Skill development and training, new transferable skills – project management, survey, communication, report writing etc. Maximisation of existing information about natural, built or cultural assets of an area. Identification of assets "at risk". Repository of publicly available information. Scope Environmental awareness actions and investments associated with the maintenance, restoration and upgrading of the natural heritage. Studies and investments associated with maintenance, restoration and upgrading of the cultural heritage. Improving access to areas of high environmental amenity. Research and feasibility studies. Events and activities. New heritage groups established. Assisting with provision of, or improvements to, access, recreation, interpretation, signposting, exhibitions etc. Improving the sensitive use of built heritage, natural and cultural resources. Maximum amount LEADER can fund to 80% Intervention Minimum/Maximum £5,000 Total fund available over 3 years: £50,000
p. 16 Activity Caring for the parish Objective To support community-based collaborative initiatives involving more than one parish area, that will conserve, maintain and enhance characteristic natural and built features of village environments, as the basis for sustainable economic growth. To encourage local communities to value their local environment and improve the sensitive use of built heritage, natural and cultural resources and assets. To increase the capacity of rural communities to identify and implement priority actions designed to improve quality of life. To facilitate and promote cooperative working, social inclusion and social cohesion between Parish communities and third sector organisations. Outcome An increase in the number of community led actions to enhance rural heritage and environmental regeneration. Increased co-operative working, skills share and training between communities. Enhancement of the infrastructure for rural enterprise. An increase in community safety initiatives. Local employment generation. Scope Collaborative environmental actions involving more than one parish area. Training, knowledge sharing and capacity building. Awareness actions and resources associated with the mainten-ance, restoration and upgrading of the natural and built heritage. Small-scale infrastructure projects that develop or enhance the village environmentIntegrated village initiatives to promote cross-community development and regeneration. Maximum amount LEADER can fund to 75% Intervention Minimum/Maximum £5,000 Total fund available over 3 years: £165,000
p. 17 Activity Building sustainable communities Objective To enable and facilitate communities/community groups to audit their activities and to identify and implement actions that will increase their environmental sustainability through reducing their Carbon footprint. To facilitate grant applications needed to implement Carbon reduction action plans. Outcome An increased awareness of climate change mitigation. Production of sustainability audits/ecological footprinting, using established methodology across a wide cross-section of the Dales community. Action plans to reduce carbon footprint and locally-agreed Carbon reduction targets. Generation of "grassroots" interest and support for "low Carbon communities". Improvement in the sensitive use of built heritage, natural and cultural resources. Identification of best practice in environmental sustainability through mentoring and skills share. A network of organisations who can help in implementing carbon reduction action plans. Scope Skills share, community capacity building. Collaborative environment audit and action plans. Maximum amount LEADER can fund to 80% Intervention Minimum/Maximum £5,000 Total fund available over 3 years: £75,000
p. 18 Activity Green infrastructure opportunities based upon culture, heritage and environment Objective To support integrated village initiatives which promote cross-community development, regeneration and a green recreational infrastructure. Outcome An enhanced green recreational infrastructure, to encourage greener visitor and community activity/ recreational opportunities resulting in an improvement of the green economy. Scope Small-scale infrastructure projects. Small-scale capital and resource investment. Marketing support. Innovative projects using emerging technologies. Green recreational projects, including cross LEADER boundary working. Maximum amount LEADER can fund to 40% Intervention Minimum/Maximum £5,000 - £20,000 Total fund available over 3 years: £100,000
p. 19 Activity Supporting use of local and traditional skills Objective To promote training in traditional craft skills to conserve and enhance the environment and built heritage, with particular focus on young people. To encourage collaborative partnerships between rural networks towards skills share and training. To create strong linkages with the agricultural sector and agri-environment schemes. Outcome Increased collaborative rural skills training, apprenticeships and rural skills projects. Increased young people involved in environmental and landscape management and apprenticeships using traditional skills. Increased mentoring in rural skills training and development. Scope Capacity building, networking and mentoring in rural skills training and development. Interpretation and materials. Capital investments, research studies, audits. New projects delivering rural skills training. Existing rural skills projects developed. Maximum amount LEADER can fund to 50% Intervention Minimum/Maximum £5,000 - £30,000 Total fund available over 3 years: £30,000
p. 20 Monday 23 November 2009
News
Friends of Pateley Bridge Cemetery
Matters arising from the minutes of the meeting held on 21 November 2009: BN said that the English Heritage sign has been put in store. PA informed the group that a meeting on site will be held to look at cutting back trees and shrubs in the cemetery, as requested. 
