Projets Prix LEADER Européens

Ireland 

Introduction 

The Nore Vision project has the long-term objective of developing a broad-based strategy for the future of the River Nore system (or catchment) in southeast Ireland.  The ambitious strategy will include all elements of river’s qualities and utilities, including water quality, biodiversity- habitats, built heritage, recreation and land use for the entire River Nore catchment: the main river channel, its tributaries- and the land the waters drain.   

The project is said to be, “long, wide and deep” in scope and concept.  It is long in having a long-term vision for the Nore catchment over a generational or 20-to-25-year period.  It is wide in including several counties that cover the catchment.  And the Nore Vision is deep in the full integration of its complex interests. 

The River Nore- similarly to many Irish river catchments, is under pressure in terms of disimproving water quality, reducing biodiversity, endangered habitats, and competition and tensions between land use, recreation and tourism interests.  The Nore Vision sought to unite the stakeholders in developing a long-term solution, with a realization that this would likely require an extended ‘generational’ period of 20 to 25 years. 

Presentation of the project 

The project area is the River Nore catchment that covers large parts of Counties Kilkenny and Laois- and smaller areas of Counties Tipperary and Carlow in southeast Ireland covering a territory of 2,500 Km2 and a population of approximately 100,000 people; [See the attached map].  The catchment spanned four LEADER Local Action Group regions, from which Kilkenny LEADER Partnership, Laois Partnership, North Tipperary Development Company and South Tipperary Development Company are the local development cipompany partners.  The project involved consultation and workshops with dozens of organisational stakeholders- and hundreds of individuals. 

The River Nore- similarly to many Irish river catchments, is under pressure in terms of disimproving water quality, reducing biodiversity, endangered habitats, and competition and tensions between land use, recreation and tourism interests.  The Nore Vision sought to unite the stakeholders in developing a long-term solution, with a realization that this would likely require an extended period; a ‘generation’: 20 to 25 years. 

The initial project actions aimed at building the capacity of potential stakeholders included a series of Citizen Science events- gathering environmental data, invasive plant species eradication, a catchment wide ‘litter picks’ and heritage promotion- celebration events.  The actions, even though commencing at the start of the Covid-19 crisis and running concurrent to the restrictions on movement and social mixing, were very popular and kick-started a dynamic to address the challenges of the Nore. 

The bare numbers of the project actions are impressive.  It provided relevant training actions to 928 people. 79 courses/ events and 8 forums/ workshops and final conference.  One the main outputs was to raise the issue of the endangered present, and the potential hopeful future of the Nore catchment.  The project was also a pioneer of a larger catchment approach spanning several municipality and LEADER LAG area boundaries, and demonstrates not only the possibilities of working across administrative to cover natural geographic borders, but the essential need to work so in terms of effectiveness with the environment.   

LEADER was central and essential to the project; both in terms of funding: animation, training, analysis and development, capital, marketing- the full gamut of the ‘toolbox’; and as importantly, in terms of the LEADER principles.  The bottom-up, community-led, approach that is at the core of the LEADER philosophy, required in the Nore Vision, an embrace of ‘cooperation’ and ‘networking’ specificities.  It possibly goes without saying that the core Nore Vision work was a formal LEADER Cooperation project.  

The final output of the project is the legacy of the formation of the Nore River Catchment Trust Clg (NRCT)- a nonprofit company formed to drive the goals of the generational strategy.  NRCT has a voluntary board of directors, project and core funding and two staff. The board, staff and volunteers are working towards a vision of a healthy and vibrant Nore Catchment, appreciated, and enjoyed by all.  It has become one of a growing, if still a small number, of strong and impactful river trust in Ireland.  NRCT is now driving the Nore Vision beyond the project life.   

The defining geographic features of the southeast region of Ireland are its major river systems.  These rivers are emblematic to the identity of the regions and to the LAGs that operate in it.  However, the state of these iconic geographic features holds real dangers for a wide range of rural development priorities: human utility- land use, tourism, recreation, etc., and the environment and health priorities of excellent water quality, biodiversity and habitat protection. 

This concern at the River Nore in its complex of integrated- sometimes competing, at other time cooperating interests, was explicitly identified in the 2016- 2020 LEADER Local Development Strategy for County Kilkenny by Kilkenny LEADER Partnership (KLP).  It was also noted in less detail in those of Laois Partnership (LP), North Tipperary Local Development (NTLP)and South Tipperary Development Company (STDC).  For example, KLP’s ‘Turn to the River’ referred to the long-standing practice of communities, literally and metaphorically, turning their backs to their local waterway and often regarding it as a utilitarian feature: a drain/ sewer or haulage channel. 

The Nore Vision allowed the LEADER partners to make both an immediate impact on the pressing challenges of the river system, and the opportunities for mitigation; and to lay the groundwork for a longer-term response that will be needed to effect lasting change of attitudes and then tangible solutions. 

The project is eminently scalable and transferable to other LAG areas.  The Nore Vision methodology is replicable and the development principles, in extending to catchment- (or indeed, other natural boundaries) and spanning administrative borders, is sustainable.  The project is an exemplar as a response to the frequent gaps in environmental projects of addressing the appropriate operational area. 

With respect to its pioneering online training, it was selected by the European E-Learning Institute as an EU ‘European Best Practice’ Climate Champion.

 

Pictures 

Video of Nore Vision   

Ireland 

Introduction 

The project is a social enterprise based initially around ‘place making’ in the small town of Graiguenamanagh as a hub of outdoor activity tourism based on the River Barrow on which the 2.4 hectare site borders, and the adjacent mountains and hills.  The project evolved and grew as opportunities emerged from the catalyst of the construction of the Hub building itself.  This multi-use facility was originally designed as a base for canoeists, swimmers and hikers.   

It fulfills the original purpose very well, while growing to become the centre of a wider range of services to tourism visitors.  In particular the site has become a thriving campervan/ motorhome visitor site, with space for up to 75 vehicles.  The facility is booked to capacity most weekends of the year. 

The funding gained from this business, have allowed BVCD to invest in its facilities to accommodate other tourism and social enterprises to benefit visitors- and ultimately visitors to the town.  For example, BVCD has invested in an installation of solar panels to supply power to campervans and the Hub. 

BVCD have surveyed the expenditure of campervan visitors in Graiguenamanagh (beyond the facility) and estimate that they generate €2 million annually for the town. 

Presentation of the project 

The Outdoor Activity Hub is situated in the very attractive riverside town of Graiguenamanagh on the east border of County Kilkenny.  The River Barrow forms the eastern boundary of the 2.4 hectare site, which had lain vacant for many years following its abandonment as a ‘pitch & putt’ course (mini-golf) site.  The site was originally in the ownership of the local authority/ municipality: Kilkenny County Council (KCC). 

Graiguenamanagh has suffered from disadvantage for many decades- since the decline from the 1960s, of the river/ canal traffic in agricultural products.  Its geography: distanced from rail and national road networks, meant that despite its picturesque appearance and adjacent mountain and river attractions, the town did not achieve its potential as a rural tourism centre. 

In 2007 KLP identified the potential of the disused pitch & putt site as of high strategic value.  KLP part-funded BVCD in 2014 to establish a small social enterprise based on an artificial sporting surface for football, tennis, etc., that adjoins the Hub site.  In 2015 KLP proposed to BVCD that an ‘Outdoor Activity Hub’ services building would help support and grow the already existing activities- and crucially, ensure that some value was secured for the town of Graiguenamanagh.   

KCC became a partner in the initial project and supported the transfer of a lease for the site to BVCD and helped co-fund the initial LEADER grant to develop the hub building.  The Hub building was completed in 2016 and realizing the importance of improved access, BVCD, KLP and KCC negotiated with the National Asset Management Agency (NAMA) to secure lands to the south of the site that would facilitate the construction of a new entrance to facilitate emergency and larger leisure vehicles, such as campervans. 

Starting in 2020 (during the Covid 19 restrictions and opening) the campervan business grew steadily at first and then accelerated to its capacity.  The installation of solar panels- with plans for more on the roof of the Hub- and elsewhere in town to the value of the Hub and other community projects was a very significant additional benefit. 

In parallel with the campervan growth, BVCD built the non-vehicular outdoor activity business- and expanded into providing environmental and recreational courses based on the river and mountain environment in which it is situated.  The basing of The Waterways College: a training and education concept based on the skills and learning attached to the waters: rivers, canals, lakes, sea, wetlands, etc. at the Hub added considerably to the potential attractions and utility of the Hub in the growing environmental and sustainability sectors. 

KLP was the main outside driver and mentor of BVCD in the initial planning and development phases.  Now with the Hub attracting national attention as a model of ‘place making’ and sustainable tourism social enterprise from Failte Ireland (the Irish Tourism Board) and other municipalities, KLP is delighted to see BVCD flourish.  It has also established itself as an expert in the development of campervan facilities, advising other towns and villages on their plans. 

The project is a priority for KLP on account of both its positive impact on the socio-economic quality of life of the wider Graiguenamanagh area, and of its replication and scalability potential for other towns and areas of the county, and beyond.  The town in itself has become a ‘Hub’. 

The impact on Graiguenamanagh has been significant, both in terms of economic value and of the sense of ‘can-do’ and morale of the town’s businesses and communities.  The estimated increase (supported by retained individual visitor surveys) of €2 million per annum from the campervan trade alone is very considerable in a town of its size: less than 1,500 people.  The visual effect is clear to observers.  Strategically the town is now a growing hub for outdoor activity visitors and is beginning to support adjacent settlements to optimise their visitor attractions too, in a symbiotic beneficial relationship. 

On a grander strategic level, the project provides an example (and a possible pathway for some) for towns like Graiguenamanagh with attractive setting but few existing tourism assets to take advantage of their opportunities to become centres for tourism.  Other towns and rural locations in Kilkenny and far beyond are nor visiting and examining the ‘Graiguenamanagh Outdoor Hub model.’  

A key element of the project that should be emphasised is the role of the community in kick-starting the development process.  BVCD is a social enterprise.  Without it work, supported by KLP as the initiators, and then by KCC and others, the wider benefits would not have accrued. 

Some of those wider benefits are in the environmental/ climate action sectors.  The installation of solar panels to displace the energy needs of campervan visitors and the community is novel.  The hosting of The Waterways College demonstrates a wider vision than that of a typical private enterprise. 

Pictures 

Video of GraiguenamanaghActivity Hub (under development) 

Ireland 

Introduction 

Mullagh Sports Partnership (MSP) invested €228,197.43 to develop a Biodiversity Walkway approximately 950m in length and 2.5m wide around the perimeter of a new football pitch owned by CLG Cuchulainn and an older pitch owned by Mullagh Community Park Development Ltd. and bordering a section of Mullagh Lough Stream. Low level lighting, indigenous native landscaping, two localized riparian areas with two small board walks, a wetland, an otter holt, seating and interpretative panels, a gabion wall protecting an important geomorphological feature – an Esker formed this development, ensuring that the planned human, built environment enhanced and protected the natural environment present and past. 

Presentation of the project 

A82F768- land owned by MSP in the environs of Mullagh, which has undergone rapid expansion in recent years, from a small agriculturally based community to a growth area, located just inside the Cavan border at the end of the M3 with significant residential developments. The resultant demographic is a very young population with a requirement to provide appropriate physical and educational activity infrastructure within the community. 

2018 the land was acquired as a brown field site. 2019 a study was commissioned by Dr. Mary Tubridy to assist MSP to develop a biodiversity walk which “will explain and demonstrate the geology, geomorphology, paleoecology, archaeology and human geography of the site and link this to the surrounding area of East Cavan”.  This detailed study, weaknesses, strengths and recommendations informed all aspects of planning for the walkway. 

The geodiversity review describes landscape history, rocks, soils and their relationship with vegetation. An Esker, a glacial deposition feature dating back to the end of the last ice age was discovered (1 of 4 in Cavan). The walkway was planned to pass in front of this unique feature, with an interpretative panel explaining its formation, flora and fauna. As a result, landscaping was developed to illustrate history from the last ice age to the present day, thus linking with the story of the Esker. Native Woodland was planted and native hedgerow of holly, hawthorn and mixed aged birch replaced Leylandii. Five Interpretative panels were erected explaining this story. 

The creation of a small wetland to the north of Mullagh Lough Stream was achieved by reinstating a riparian wetland along the river, even on this small scale, it is hoped to stem the national wetland ecosystem decline and play a valuable role in cleaning water quality and providing some flood control benefits within the wider River Boyne Catchment area. An otter holt was also installed. 

Outputs 

• The local primary school have incorporated the Biodiversity Walkway as part of their “Our Local Geography” curriculum. Summer 2023 MSP hosted a primary teacher training morning with the assistance of LAWP Officer.  
• 2021 establishment of Park Run- 5km around the amenity every Saturday morning. Celebrating two years, numbers participating, including visitors from home and abroad have steadily increased. 
• The positive and educational effects of this easily accessible and free walkway have benefitted a wide range of demographics taking into account, age, race, gender, disability and socio-economic factors and plays its part in the development of social cohesion in the area. 
• Summer 2023 completion of an Amenity Access Area, providing parking for cars, buses and bicycles using permeable asphalt, paving and a Swale as a strategy for onsite water management (SuDs Sustainable Urban Drainage Systems). An outdoor classroom and equipment to facilitate future Biodiversity and environmental education. 

This project idea was animated and enhanced by the biodiversity training course run by CCLD LEADER during which contacts were made with biodiversity/nature and water experts which helped along the way. The Biodiversity study advised and funded by LEADER is an action plan for this project and other phases. MSP successfully secured LEADER grant aid of €171,148.07 for this project.   

The town of Mullagh has undergone rapid expansion in recent years resulting in a wide diversity of cultural and demographic mix as well as increased demands for social and cultural uses. Through the provision of this substantial recreational and educational amenity, an increase in participation of all members of the community in physical exercise, enhancing both physical and mental wellbeing coupled with an increased knowledge and appreciation of the importance of biodiversity has been achieved. The created wetland also plays a valuable role within the wider river catchment in not only cleaning water quality and providing flood control benefits but also supporting an ecosystem for the plants and animals that dwell in it. 

The project is consistent with both LEADER and the LAG’s Strategy under Theme: Rural Environment: Sub-theme: Protection and improvement of local biodiversity; Strategic Action: 3.2.1.  Establishment/development of biodiversity area, reintroduction of native plants and flowers, provision of information panels, signage in order to highlight this area and the local biodiversity. It also meets an objective of the Cavan County Local Development Strategy 3.2.2 Protection and enhancement of natural habitats and the Cavan LECP; ‘Objective 10.2 Support opportunities for sporting and recreational life within the county, ensuring equal access for all. 

Our local strategy highlighted and identified environmental concerns as being quite diverse in the county and the need for development measures for the protection of water, biodiversity and habitat. This project addresses a number of the environmental priorities in our local development strategy as an accessible community walkway aimed at the protection, promotion and education of biodiversity, the protection of habitats and waterways and the management of flood waters  

This project has been used and highlighted to other potential projects in the county, resulting in the Promoter facilitating onsite visits for exchange of ideas and information. The same could be achieved with other LAGs. 

Pictures 

France

Introduction

Cinq agriculteurs et cinq structures d’accueil pour personnes âgées du territoire du Gâtinais se sont portés volontaires pour participer au projet de créer du lien entre les producteurs locaux et les seniors entre 2021 et 2022. A travers ce projet, le producteur et son établissement binôme ont pour objectifs de : – Faire (re)découvrir aux seniors le métier d’agriculteur et les spécificités agricoles locales – Aborder les freins et leviers pour intégrer des produits locaux dans les menus des établissements médico-sociaux. Au-delà de ces objectifs, ce partenariat a fait émerger de réels liens sociaux, intergénérationnels, entre les producteurs et les seniors, favorisant ainsi la meilleure intégration des seniors dans leur territoire, et plus largement dans la société.

Présentation du projet

Sur le territoire du GAL du Gâtinais français, 14 EHPAD (Établissement d’hébergement pour personnes âgées dépendantes) sont présents. Ces établissements souffrent d’une image dégradée et très peu de projets ont été réalisés pour favoriser le lien entre les séniors et le territoire. De plus, il y a un besoin de valorisation du métier d’agriculteur, auprès des jeunes du fait d’un manque d’attractivité du métier, et plus largement auprès du grand public du fait d’une méconnaissance des pratiques agricoles. Depuis Janvier 2022, la Loi EGAlim impose 50% de produits durables ou sous signe d’origine et de qualité dans la restauration collective publique. De plus, le rapport Libault préconise la mise en place d’actions de communication pour promouvoir les métiers de l’autonomie, et de favoriser des évènements et des structures ouvertes à tous, pour mieux intégrer les personnes âgées dans la société. Ainsi, les objectifs du projet étaient de : – Impulser des démarches partenariales entre les acteurs du territoire du Gâtinais français – Permettre aux établissements médico-sociaux d’avoir un approvisionnement alimentaire plus local – Permettre aux producteurs locaux de valoriser leurs productions dans la restauration collective – Maintenir le lien social avec nos aînés du territoire Au total, 10 animations ont été organisées avec les 5 binômes producteurs/EHPAD : visites de fermes, dégustations de pommes de terre, fabrication de pains bio à la ferme, création de semis de plantes aromatiques, … touchant ainsi plus de 100 seniors et plus de 20 personnes des équipes de restauration et animation des EHPAD. Ce projet a permis aux résidents des 5 EHPAD accompagnés, d’avoir une meilleure compréhension du lien entre alimentation et bonne santé ainsi qu’une meilleure connaissance des spécificités agricoles locales, Tout en retissant des liens sociaux avec leur territoire. Pour les établissements médico-sociaux, le projet a permis la mise en place d’une première démarche pour répondre à la loi EGalim, à travers une meilleure connaissance de l’offre en produits alimentaires locaux pouvant intégrer leurs cuisines : deux établissements ont poursuivi le partenariat avec le producteur partenaire après la fin du projet. L’ensemble des établissements souhaite également reproduire les animations sur l’agriculture et l’alimentation avec le producteur binôme, du fait d’un retour très positif des seniors. Les 5 producteurs volontaires ont pu quant à eux valoriser leur exploitation et leur production tout en expérimentant l’approvisionnement des établissements médico-sociaux. Ici, le programme LEADER du GAL Gâtinais Français porté par le Parc naturel régional du Gâtinais français a participé à la co-construction du projet, à la mise en réseau des exploitants agricoles locaux avec les EHPAD et élus du territoire, au partage de l’expertise en matière de circuits-courts et d’éducation à l’alimentation durable. Sans le programme LEADER, ce projet n’aurait pas pu voir le jour. Il n’existe aucune autre subvention permettant de financer ce type de projet.

Le caractère emblématique du projet

Face aux défis de l’allongement de l’espérance de vie, la croissance de la population des seniors et l’accélération de la vie active, préserver le lien social avec nos aînés est un enjeu de société et de santé publique qui nous concerne tous. Le GAL du Gâtinais français est un territoire rural enclin à une population vieillissante. Ainsi, la question du maintien du lien social de nos aînés sur le territoire fait partie des enjeux présents dans notre stratégie. Ce projet a été porté par l’association “les insatiables” faisant partie du Groupe SOS et présente dans plusieurs régions de France. Il est donc possible de transférer facilement ce projet aux autres régions où l’association est présente. Depuis quelques années, de plus en plus de projets alimentaires territoriaux (PAT) ont vu le jour et ont pour objectif de relocaliser l’agriculture et l’alimentation dans les territoires en soutenant l’installation d’agriculteurs, les circuits courts ou les produits locaux dans les restaurations collectives. Le projet “Papilles intergénérationnelles” concorde parfaitement avec les objectifs des PAT et pourra être facilement transférable à ces structures. A l’échelle européenne, la question de l’isolement des aînés, des circuits cours et de l’alimentation sont également des enjeux forts, le projet « Papilles intergénérationnelles » peut être reproduit en dehors de la France.

Photos

Papilles intergénérationnelles au Parc Régional du Gâtinais Français

DUVAL Maryse

GAL du Gâtinais français

Ile-de-France

Ireland 

Introduction 

Laragh Sports Partnership (LSP) invested €281,000 in developing a 580m x 2m walking track, incorporating 24 different Biodiversity Zones around the new community park in Laragh. The track follows the contour of the new grass pitch on the south and follows the contour of the Laragh River on the north. The development also includes interpretive signs for each zone and incorporates an audio guide via a QR code to give a multidimensional experience to the facility user through modern technology. 

Presentation of the project 

The rural community of Laragh Co Cavan like many other communities are facing several challenges in the context of climate change, loss of biodiversity and fragmentation of natural habitats. These challenges are compounded by geographical isolation and call for a return to core values in the development of rural areas which are rooted in agriculture change as well as responding to new societal demands such as safe and ethically produced foods healthier environment and sustainable and affordable energy.  

In developing this project plan the following factors were taken in to consideration: 

• The need to enhance what is already in place, improve sports areas that have potential for biodiversity and create an area for the community to connect with the natural world. 
• LSP foresaw that if they developed the educational aspect of the biodiversity walk, that it would help to inform the local community of ways they could make a difference in their daily lives for nature/biodiversity and a more resilient community.   

This project was developed through the assistance of a biodiversity training course run by CCLD LEADER in 2019. During this course, many contacts were made with biodiversity/nature experts and their input and advice was sought on many aspects. LSP were also successful in securing a LEADER grant of €200,000 to help realise this project. There was also a considerable effort locally to fund raise the matching funds.   

The overall development fosters an appreciation within the local rural community for the conservation of natural habitats, encourages a local food culture and better management of resources for a sustainable economy locally. The ultimate goal of this project is to improve the quality of life of those living within the Laragh community and preserve the local environment. Sustainable development and its inclusion in community development is a great way for communities to learn, implement, and practice sustainability in their daily operations. The success of this project will be measured in terms of its ability to promote social equity and foster broad-based community participation in its implementation. In this regard, Laragh Sports Partnership is committed to building an inclusive, resilient and sustainable community. 

This project will create a vibrant social space and a ripple effect that helps grow the capacity of local people by creating a great way for the Laragh community to learn, implement environmentally sustainable good practice. Utilising interpretive signs and modern technology to give a multi-dimensional experience to the facility will in a unique way encourage people to become more mindful of their actions and how they can be more sustainable for their benefit and the benefit of those around them. The project has also become a valuable resource to schools all over the county who can visit and learn about biodiversity . 

This project was funded through the LEADER Programme 2014-2020 Theme— Rural Environment with Sub-Theme —Biodiversity. It also meets the objectives of Cavan County Local Developments Local Development Strategy namely Strategic Action — 3.2.2 Protection and enhancement of natural habitats. 

The reasons Rural Environment as a theme and Protection and improvement of local biodiversity as the sub-theme were chosen: 

1. The promoters are based in a rural area in Cavan and their project is outdoors in nature. There is a lack of this type of facility in rural Cavan. 

2. Their project is concerned with enhancing and safeguarding habitats and wildlife that exist on their site. 

3. They plan to encourage people to reconnect with nature by providing them with a facility to enjoy and appreciate. 

4. They will encourage a sense of community ownership by having a space to attract and involve all ages and abilities. 

5. They hoped to provide a facility that will encourage awareness, education and discovery for all through the shared appreciation and promotion of our local biodiversity. 

6. They hoped to reintroduce many native plants, trees and flowers into their River Walk and community park to encourage biodiversity on-site and nearby. 

This project has the ability to be used by other LAGs as it highlights that community recreational facilities can be so much more we are using the project as a reference for other projects seeking funding for walking tracks. 

Pictures 

between 2020 and 2022) 

Ireland 

Introduction 

Cavan County Local Development (CCLD) are committed to helping transition Cavan to a low carbon, climate resilient and environmentally sustainable county. To achieve this, they set out to deliver free climate action training programmes to Cavan communities and local enterprises.  

The need to support training which raised awareness and knowledge in respect of the impacts of climate change on individual’s daily lives was identified as a need within the Environment Theme of the Cavan Local Development Strategy 2016 (LEADER RDP 2014 – 2020 (extended to 2022)). It was identified that there was a need to provide climate solutions and knowledge to the community, whilst encouraging individuals to share their own experiences, with support from tutors who have expertise in this field.  

CCLD prepared detailed terms of reference and sought tenders for the provision of this series of 3 climate action-training programmes. An appropriate and qualified collective of trainers was awarded the tender which was supported through the Cavan LCDC/LAG LEADER programme. This six-week course was drawn up to cover a range of topics including climate action, community resilience, energy and transport, climate change and water, sustainable agriculture and land use and waste and the circular economy.

 

Presentation of the project 

The overall aim of the ‘Cavan Communities 4 Climate Action’ training programme was to enable participants to build awareness and capacity by equipping communities in Cavan with knowledge and skills which they can apply to their lifestyles in order to make their communities more climate resilient and environmentally sustainable. This aim was achieved and exceeded in many ways as participants from the 3 separate training programmes have formed a ‘county-based climate action network’. 

Cavan County Local Development (CCLD) are committed to helping transition Cavan to a low carbon, climate resilient and environmentally sustainable county. To achieve this, they set out to deliver free climate action training programmes for Cavan communities and local enterprises.  

3 ‘Cavan Communities 4 Climate Action’ training programmes have been delivered in County Cavan. A total of 52 participants participated fully in the training. Throughout the delivery of the 3 programmes there was a mean total of 59 participants who attended the programme. A Cavan Communities 4 Climate Action Facebook page was established and 64 participants have now joined this group. A dedicated Cavan C4CA – Zoom account has been created to facilitate ongoing interaction between all 3 classes. Active WhatsApp groups have been established for each class and these are in regular use.  

The results of this project are the establishment of a local climate action network and a community who are focusing on climate solutions which will feed into the plans of agencies in the county including CCLD, Cavan LAG and the Local Authority moving forward. The network will enhance the wider community’s understanding of the need for climate solutions and it will provide support to groups that undertake to develop climate friendly projects in the future. 

See below a couple of quotes from participants of the climate action training; 

• “I enjoyed the exploration of the emotional aspects of climate change: climate anxiety, climate apathy. The need for a mind and heart approach.” Cavan Communities 4 Climate Action programme participant. 
• “I felt the course was a rich, broad and balanced learning experience on climate change, its causes, implications and solutions.” Cavan Communities 4 Climate Action programme participant. Cavan Communities 4 Climate Action programme participant. 

It was particularly difficult to promote the opportunities for LEADER funding to assist in developing climate solution type projects to the wider community. This approach, using the bottom-up-approach is about sharing knowledge and consulting with our local community with a view to harnessing their expertise to feed into a better future for us all (whether LEADER funded or through other supports). This training has empowered the community to put climate solutions forward for inclusion in the next local development strategy for LEADER in the Cavan LAG area. 

CCLD were delighted to deliver all 3 programmes, 1 online and 2 in a face-to face classroom environment. Once the enough interested in the training was garnered, with a target of approximately 20 participants per programme, the quality of the training took over and the level of engagement by the participants was encouraging. Because of the promotional activity, by using social media to attract participants, they attracted a good number of young people to participate in the training who became valued network members. The highlight of each of the 3 course’s was a full day trip to Cloughjordan Ecovillage (www.thevillage.ie ). Cloughjordan is an internationally recognised destination for learning about sustainable living and climate action.  

CCLD believes that these courses have improved climate literacy and understanding of climate action in the county. As a result of the course, they are building a network of Cavan citizens interested in local climate action and they wish to build on this success through the next Cavan Local Development Strategy (2024 – 2027 LEADER programme). 

The development and implementation of Climate solutions among our communities are pertinent at this time of crisis. It is important that LEADER provides communities with the supports, training, access to expertise and funding to implement climate solutions in their communities.  The template of this training could be adapted and implemented in any LAG EU wide.   

Pictures 

Please watch this video clip which shows the reaction of course participants as they commenced their climate action journey on this training programme in Cavan: https://fb.watch/e7N8nS4XVv/  

 

Ireland 

Introduction 

In the late 1990s, a team of dedicated local volunteers recognised the unique potential of the disused exhausted slate quarry for transformation as a unique outdoor performance space.  The quarry in the townsland of Ballykeffe, had been for many, at best- a base for occasional rock climbers using its steep cliff walls, and at worst its base, a dump for crushed cars.  Over the course of two decades the volunteers from the Kilmanagh, Ballycallan and Killaloe Enterprise Group Clg. (KBK), have created Ballykeeffe Amphitheatre, a social enterprise, as an all-seater 850 outdoor venue for music and performance- as well as retaining its former use as an outdoor climbing centre. 

From its opening and first music concerts in 2000, the KBK Group has hosted hundreds of events.  KBK has steadily developed both the venue- and its programme of events to where today the group host an average of 12 large concerts over the spring and summer of each year, in a venue that is designed and engineered to cater for the needs of international standard acts.  The development has included sound and lighting systems, seating, artist shelter, ‘front of house’ and refreshment areas. 

Presentation of the project 

Ballykeeffe Amphitheatre is situated 13 kilometres southwest of Kilkenny City, Ireland outside the village of Kilmanagh.  KBK: the promoter group, was established by local young people in 1986, to promote community development- and support enterprise and employment.  The area is very rural in character, with few businesses outside farming to benefit or contribute to the opportunities the beautiful pastoral scenary presents.  Ballykeeffe Hill is a nature reserve and was already a focal point for walking on its trails- as well as was the exhausted quarry at its base, an informal rock climbing location.   

In the early 2000s the KBK group identified the Ballykeeffe as a potential social enterprise opportunity.  With analysis & development measure support from LEADER the group had a development plan designed.  The venue now offers the local community a source of pride, local businesses- an opportunity to avail of visitor footfall and spending- and the wider county a cultural resource of a unique design and of a national standard for outdoor events. 

Ballykeeffe Amphithetre has a become a exceptional success.  Most of the events are music concerts, and KBK are careful to balance each year’s ’Programme of Events’ to different musical tastes.  This has ensured that it has not been seen as either a niche nor an elitist venue.  Many of the concert events are sold each year to capacity.  The venue has established a reputation for excellence with artists and performers.  It has established iteslf and the locality as a cultural hub. 

Crucially, as an established and successful local enterprise it KBK supports other local community projects, and is central to the community live of the area. 

Over the course of 23 years the Kilkenny Local Action Group continued to support development of both the venue’s infrastructure and of the capacity of the KBK to plan and operate the venue through a succession of LEADER projects.  KLP’s latest grant aid support was to complete the seating installation at the amphitheatre.  The climbing sport continues at the venue on an informal basis, as does the recreational walikg and appreciation of nature in the adjacent reserve. 

The project is an excellent example of a model for other communities on how flexible-lateral thinking and planning can transform a “problem site” into a strategic advantage for the community.  It is a classic Smart Village project.  KLP has made the promotion of the Smart Village concept a key element of its Local Development Strategy.  In addition, KLP places the role of culture as a very important element in a community’s sense of esteem and of place.  Ballykeeffe Amphitheatre provides the communities of Kilmangah, Ballycallan and Killaoe- and their wide rural hinterland with a performance space, and a source of pride. 

The self-identified ‘parish area’ of Kilmangah, Ballycallan and Killaoe is very rural and the settlements are small and scattered.  Farming and small allied enterprises are its main economic driver.  The location site of Ballykeeffe Amphitheatre is approximately central central to the settlements/ areas and provides a socially unifying project.  By its nature it allows an outlet to other cultural activities- other than a traditional thriving sport environment to all of its residents, while opening the area up to cultural experience of a national and international type. 

The site has been developed sensitively- with the climbing opportunities of the quarry cliff face and the walking and biodiversity appreciation prospects of Ballykeeffe Wood Nature Reserve, which forms the literal backdrop to the Amphitheatre has been included in the overall community promotion of the place.  This has led to an increased (but environmentally sustainable) use of both ancillary resources. 

Culture is an area that needs more prioritization in rural development policy, planning and practice.  This project could readily be transferred to another LAG area- and not just one that has an identical siter issue: the key example is that of lateral thinking and best use of resources.

   

Pictures 

Video of Ballykeeffe Amphitheatre 

Video of KLP LEADER- Smart Village Training Day (outdoor and socially distanced during Covid 19 restrictions) 

Photo of Ballykeeffee Amphitheatre activity :  

a. Shelter Spilios Agapitos-2.060 m. 

b. Christos Kakkalos-2.648 m. 

c. Ioannis Chasiotis, 1.050 m. 

Greece  

Introduction 

The rural area of Pieria is characterized by the existence of 2 major mountainous massifs: Olympus Mountain and Pieria Mountains. On these mountains there are several huts and shelters, constructed at several periods and under severe difficulties. These shelters are visitable throughout the year, but also acting as emergency shelters during the severe winter conditions that the shelters are not operating, providing accommodation and food.  

Three of these shelters, 2 at Olympus Mt. (Spilios Agapitos-2.060 m. and Christos Kakkalos-2.648 m.) owned by Hellenic Federation of Mountaineering & Climbing and one at Pieria Mt. (Ioannis Chasiotis, 1.050 m.) owned by  Greek Mountaineering Association of Katerini require important investments, at building level-including energy and water efficiency (PV and water tanks) and at equipment level-for modernization.  

This bundle of 3 projects focus on improving the attractiveness of the area through the rational management of the natural environment, the development of related infrastructures, the upgrading of the local services offered, as well as the preservation and promotion of the environmental identity. 

Presentation of the project 

Project location : The 3 mountain shelters are based at Olympus Mountain and Pieria Mountains. These shelters are, 2 at Olympus Mt. (Spilios Agapitos-2.060 m. and Christos Kakkalos-2.648 m.) owned by Hellenic Federation of Mountaineering & Climbing and one at Pieria Mt. (Ioannis Chasiotis, 1.050 m.) 

Elements of context (need for action / problem) : The 3 shelters have been constructed several decades ago, with difficulties (transfer of materials with mules) and without the possibility to use front line techniques and materials. Moreover, severe weather conditions at yearly level (extreme altidute and low temperatures-wind) but also spontaneously due to climate change (this year’s rainfalls in Greece have destroyed several of their infrastructures) have created several problems, also due to the high visitability and usage of the shelters’ equipment. The fact that these shelters are visited by thousands of visitors but also provide emergency and secure coverage during severe winter conditions, require to be at the best condition possible, both on the buildings but also on the equipment. With the implementation of these actions, the offered services are improved and modernized and the local economy is directly strengthened, from the visitation to the mountain.   

Objectives  

• Strengthening the extroversion of the local economy and encouraging entrepreneurship in terms of quality and sustainability 
• Strengthening the competitiveness of the local economy of the application area, through the modernization, the complementarity of the diversification of the production network and the integration of innovative tools. 
• Improving the attractiveness of the area through the rational management of the natural environment, the development of related infrastructures, the upgrading of the local products and services offered, as well as the preservation and promotion of the cultural identity. 
• Strengthening of cooperation structures and actions that contribute to the development of innovation in the field of technology and energy. 

Actual or expected outputs : The project is a bunfle of 3 different projects. The 1st one Pieria Mt. shelter Ioannis Chasiotis, 1.050 m.) owned by  Greek Mountaineering Association of Katerini, is under re-construction, expecting to finish during the summer of 2024 (due to the weather conditions is not easy to work during winter). The 2nd and 3rd , Olympus Mt. shelters Spilios Agapitos-2.060 m. and Christos Kakkalos-2.648 m., have been evaluated positively and are planned to be implemented during the non-winter periods of 2024 (due to the weather conditions is not easy to work during winter). 

The implementation of the project will create the suitable conditions for the provision of upgraded services to the visitors, secure conditions during winter, energy efficiency (due to P/V systems) and water efficiency (due to rain tanks).  

The role of LEADER in the project (funding, support, networking, etc.) : The implemented action was a funding action. It concerned the upgrading of the buildings, energy and water efficiency measures, with the supply of modern equipment, rescue equipment, weather control equipment. 

Why is this project a priority for LEADER in your strategy? The implementation of the proposed project is consistent with the objectives of the local program as it is covering in full with the thematic direction dedicated to the exploitation, protection and promotion of natural resources, with priority on the exploitation of protected sites and the protection of ecosystems from external threats (mainly from human activity). Also, this thematic action includes the restoration and upgrading of features of the countryside that give added value to the intervention area, as well as environmental awareness actions. 

How did the project address a major challenge in your strategy (e.g. demographic change, environmental issues, social issues)? The specific project addressed one of the three major challenges of our local strategy related to emphasizing the protection and promotion of the natural and cultural wealth of the region. Moreover, it supported the following priority of projects selection: 

• the need to plan and implement significant additional interventions planned for the improvement of basic access infrastructure, the protection, promotion/promotion and utilization of the natural environment of the area, 

How could the project be transferred to other LAGs? There are several mountain shelters in the intervention areas of LAGs in Greece and more importantly in all Europe. The operators of such kind of shelters could implement similar projects in order to ser e needs for renocation, for energy and water efficiency and for equipment modernization. LAG Pieriki has implemented similar projects in previous periods and have created the required know-how for such transfer. More importantly this could be the base for a future cooperation project. 

Pictures 

Agapitos project : 

Chasiotis  project :  

Kakkalos project :  

Greece

Introduction

The solidarity common meals center, named “Our Daily Bread”, is one of the most important services that the local Holy Diocese is carrying out, offering to the needy fellow human beings around 300 portions of food every day (with a possibility to extent to 500), with the decisive assistance of an army of caring volunteers of the rural area of Pieria.

The service implements a decisive social care action, being the only such center of the area, offering meals, especially during outbreaks of social crises, as financial crisis, migration crisis, health crisis. Low or no income citizens of the rural areas, migration flows, inmates of detention units are some of the individuals’ categories that are receiving the food portions, via a wide network of distribution, using owned transportation vehicles and an “army” of volunteers.

Presentation of the project

Project location : The Daily Solidarity common meals “Our Daily Bread” is based in the rural Pieria, at Svoronos village, in land owned by the HOLY DIOCESE OF KITROS, KATERINI AND PLATAMON. Svoronos is a village in Pieria, with 1,948 inhabitants (2011 census). The village is heterogeneous in terms of the origin of the inhabitants, as in addition to locals, there are Pontians and refugees. Several of the residents are farmers and the main crops are tobacco, strawberries, kiwis and livestock breeders.

Elements of context (need for action / problem) : The regional unit of Pieria has faced and is still facing a serious humanitarian crisis. Its victims are first of all a wide range of vulnerable social groups (unemployed, homeless, refugees, needy, etc.), who find it difficult or unable to meet their basic needs for food. The economic climate from 2010 to 2020 and the severe limitations in incomes and social benefits are also squeezing the broad middle classes that a few years ago were experiencing days of prosperity and plenty. Large sections of the population still live in conditions of a new poverty and lack of perspective.

In the context of relief for the above social groups and containment of their basic living conditions, the Daily Solidarity common meals “Our Daily Bread” offer daily to needy and destitute citizens of Pieria, approximately 300 portions of food, constituting a leading structure philanthropy and social welfare.

Objectives :

• Improving the quality of life of the residents by their ensuring economic, social and spatial cohesion, combating economic and social inequalities
• Enhancing the quality of life of the locals through the development of welfare infrastructure since it contributes to maintaining the social cohesion of society as a whole.

Actual or expected outputs : The project has been accomplished and is operating. The implementation of the project has created the suitable conditions for the provision of basic services to the vulnerable group of needy and elderly. In particular, it has upgraded the social services in the field of welfare for vulnerable people who are financially unable to find a solution for their self-care.

The implementation of this project contributed to the fight against social inequalities, to the relief of the weaker social groups of the local population, in order to ensure the basic conditions of comfort and well-being of the residents.

The role of LEADER in the project (funding, support, networking, etc.) : The implemented action was a funding action. It concerned the upgrading of the model structure with the supply of modern equipment. The building infstructure was created in LEADER 2007-2013 programme and the center was operating in the new renovated building with the existing old equipment. This new model structure, with the addition of new equipment, has a specific minimum capacity to provide meals (500 people per day), while at the same time it will be connected to local businesses, schools, the local community, etc. for feeding the beneficiaries. As a result, more than 500 beneficiaries are expected to be served daily, while the possibility for transportation and door-to-door distribution of meals with a special vehicle as well as volunteer vehicles is provided.

Why is this project a priority for LEADER in your strategy? The implementation of the proposed project is consistent with the objectives of the local program as it contributes to the fight against economic and social inequalities and to the relief of the socially weaker groups of the local population and to the creation of appropriate conditions for the provision of basic services and other social services for the rural population and vulnerable social groups.

How did the project address a major challenge in your strategy (e.g. demographic change, environmental issues, social issues)? The specific project addressed one of the three major challenges of our local strategy related to the internal economic and social cohesion. Moreover, it supported the following two envisaged priorities:

• to mitigate the effects of the long-term recession, due to the current economic crisis,
• in ensuring social cohesion and improving the quality of life in the intervention area

How could the project be transferred to other LAGs? With the implementation of the project and the improvement of the existing services provided, the importance of voluntary participation – offering through the broad mobilization of society (citizens and private enterprises) as a constituent element of our culture is highlighted. As such, all areas could replicate the project, to be organised either from similar church institutions or local authorities and their legal bodies. The voluntary movement is presenting an important increase all over Greece and Europe, and as a result such action could be easily transfered. 

Pictures