European LEADER Awards projects

Spain 

Introduction 

The project consists of the acquisition of a dragon boat and a boat for transportation. Pink Steles BCS is a pink dragon. A Dragon Boat sports team made up of women who have had breast cancer. An expression in which the woman is the protagonist and active part in the recovery after this turn in her life, performing an exercise that scientific evidence has demonstrated its importance in physical and psychological improvement. 

This sporting practice in pink dragons began in 1996 in Canada, questioning rehabilitation practices, since the health sector was reluctant, and this belief still exists, to the performance of strength exercises that involved the upper part. The focus is on lymphedema, a sequela that with these movements can not only improve, but also prevent its appearance. This movement, the Dragon Boat against breast cancer, category BCS (Breast Cancer Survivor), begins to spread throughout the world rapidly, coloring the waters with strength, hope, cooperation, fight and dedication. In 2016 it arrives in Cantabria. 

Giving light to this way of facing an illness is creating a community that promotes health and increases quality of life through sport. 

Presentation of the project 

In 2016, the Elemental Estelas Rosas BCS Sports Club was established with the aim of rowing a Dragon Boat, an ancient discipline from the East, without availability to date of this type of boat, it begins in Trainera (Typical Cantabrian regatta boat). A few months later, the Spanish Dragon Boat Association gave up a 22-seater boat (2017), thus beginning to row in the Ebro Reservoir, in La Población (Campoo de Yuso). 

Being desired, practicing this type of canoeing to obtain all its benefits is quite arduous due to the dimensions of the boat. The frequency of going out into the water due to the number of people necessary to move the boat optimally and without damage, was not significant, leading to the inadequacy of the sporadic practice, and even, and worse due to the starting point, the negative for the person’s own health. Added to this is the handicap that Dragon Boat is a team sport, to obtain its benefits as part of that group, both on a sporting and social level, habit and routine are part of the success equation. 

It is in 2018 when, through the LEADER Program of the Campoo Los Valles Local Action Group, the possibility of a small boat, a DB12 (Dragon Boat with 12 paddlers) for the Estelas Rosas BCS team, is achieved. 

Performing this sport carries many benefits and specifically, so this project corresponds to the woman who has been diagnosed with breast cancer, specific benefits for the different surgeries, possible lymphedema, improvement of the body parts and muscles involved; also others associated with self-perception, self-esteem, with the consequences that affect the psychological area; and, of course, what is related to the social level, support, camaraderie, and new experiences are generated. 

The LEADER program through the local action group Campoo Los Valles has provided the financial support that was needed for the implementation of this project and helps to make visible the projects that are being developed in the region. 

This project is a priority because it meets one of the 6 objectives of the Local Development Strategy of the Campoo Los Valles region. This objective is: 

Quality of life: women, youth, dependency and care for the elderly 

Dragon Boat being a sport that is about 3000 years old, it was not until 2016 with the help of Dr. McKenzie that its effects on breast cancer recovery were studied. “The movement”, as it is known, is quickly spreading about what the pink dragon boat entails and its philosophy, with much more work in Spain for its acceptance and recognition, also because the sport had only been implemented for a few years, since 2003, compared to the rest of the countries. In 2016 Las Estelas Rosas became the second BCS Dragon Boat team in Spain and together with the pioneers and the following teams, they created a network of support and growth for the successive ones. 

This project is perfectly replicable in other LEADER territories that have a body of water. Unfortunately, breast cancer is a disease that people all over the world suffer from… finding a safe space in which to share with other sick people helps to build networks that benefit social issues in the region. 

It is a sustainable project that promotes the natural environment with the incomparable setting of the Ebro Reservoir. Practicing sports in natural spaces is a good strategy to improve the quality of life in adults, improves psychosocial well-being and reduces anxiety and stress. stress. Furthermore, talking about Dragon Boat is talking about inclusion, diversity, it is a sport that can be practiced by different people, of different ages and with different physical conditions. Thus, the provision of a fascinating sport is brought closer to the population of Campoo Los Valles, providing another resource for health and, not being the target population objective, to rural women, sometimes isolated and limited in access to the media. of the community. 

According to the WHO (1946) “health is a state of complete physical, mental and social well-being, and not only the absence of illnesses or diseases” therefore, the pink dragon boats are a path in which women are part of their recovery, the voice is raised to promote a holistic and multidisciplinary approach to the disease, awareness is created at a social level and it is possible to recover, and even improve, what “one day cancer took away.” 

Pictures 

Spain 

Introduction 

Magical Autumn, a celebration of nature that involves an entire rural region, is a project led by the Local Action Group that has successfully become an economic catalyst based on promoting activities in a highly attractive natural environment in a responsible manner, fostering environmental respect, and enhancing territorial governance. 

The project is located at Ambroz Valley, West side of Spain near Portugal in Extremadura region. Is an event that includes more than 70 activities over six weekends around the month of November. It is a celebration in which outdoor activities take center stage, such as hiking, cycling, orienteering, photography, astrotourism, or mycology, among others. 

But it also features traditional cuisine, craftsmanship, music, theater, and other recreational offerings. 

Along the way, it has managed to grow and become a recognized festival throughout Spain, receiving awards and recognition, and it has even been replicated in other European countries. 

Presentation of the project 

The project is located at Ambroz Valley, West side of Spain near Portugal in Extremadura region. It involves the 8 municipalities covered by the LEADER project: Abadía, 

Aldeanueva del Camino, Baños de Montemayor, Casas del Monte, La Garganta, Gargantilla, Hervás and Segura de Toro. 

Ambroz Valley is a rural area that suffered a deep economic crisis at the end of the last century. At the same time, the tourism business was growing and becoming the economic alternative for the area. However, tourists came only in Spring and Summer, which was a serious obstacle for the development of the business. At the same time, the LAG (Local Action Group) was starting to work in the area and faced the problem of localism: people weren’t used to working united as Ambroz Valley, and there was a need for a new idea that could bring them together to work towards a common goal. 

The Magical Autumn is an event that includes more than 70 activities over six weekends around the month of November. It is a celebration in which outdoor activities take center stage, such as hiking, cycling, orienteering, photography, astrotourism, or mycology, among others. But it also features traditional cuisine, craftsmanship, music, theater, and other recreational offerings. 

Its first edition took place in 1998, promoted by the Local Action Group and funded through the LEADER program. It has been celebrated every year without interruption, and in 2023, it marks its 26th edition, and it has achieved the status of National Tourist Interest Festival in Spain. Since its beginning, it continues to be organized by the Local Action Group and funded through LEADER funds. 

The project has three main objectives: 

• Breaking the tourist seasonality in Autumn, discovering that this season is very attractive, and helping to maintain employments 
• Overcome the barriers that obstruct the common work, encouraging self-esteem, improving living quality and maintaining the population. 
• Discover the value of our environment, and thus the need for caring for it. 

Talking about the results, it has achieved important economic benefits: 

• It has become a National Interest Fiesta, with nearly 40.000 participants in 2022 edition. 
• Magic Autumn has been finalist in Natura 2000 AWARD at 2018, promoted by EC, and won several awards like the best tourism project of the region of Extremadura in 2022 by the Regional Rural Network (REDEX).. 

Also social and environmental benefits: 

• It helps a lot to increase living quality in the area, and helps fighting depopulation 
• The event relies on the rich nature of the area, and thus it nurtures the need of caring the environment. 

It also has been a success from the point of view of empowering the population. 

It is the only project that involves a whole area of 8,000 inhabitants, connecting cultural associations, sports clubs, municipalities, women’s associations, and many individuals working together towards a common goal. 

The LAG is working to help Magical Autumn achieve the status of an INTERNATIONAL Tourist Interest Festival. 

Magical Autumn has been a key project in uniting all the municipalities in the area to work towards a common goal. In this regard, the leadership of the Local Action Group has been vital, as it has allowed the project to continue until it has become a hallmark of the Ambroz Valley. The support of the LEADER program has also been crucial, enabling the event to be developed year after year without interruption, maintaining its quality. 

The distinctive element of this project is that activities are organized by the Local Action Group in collaboration with civil society within the region, rather than by external companies. This optimizes the use of public funds available for the project, which are modest considering the quality, quantity, and impact of the scheduled actions. 

Undoubtedly, the project has had a significant economic impact, resulting in job creation during what was previously a period of low tourist occupancy. It has also greatly contributed to promoting this tourist region both within and outside of Spain. 

From an environmental perspective, important milestones have been achieved, such as the Red Natura 2000 award, and increased environmental awareness through the annual actions included in Magical Autumn. 

The fact that local associations, especially those led by women, play a central role in several activities throughout the event clearly boosts the self-esteem of the local population and, as a result, strengthens the social fabric of the region. 

The idea is absolutely transferable, in the Extremadura region, the neighboring area Valle del Jerte started the project “Otoñada” inspired by our project. 

Within the cooperation project “5 Star Nature,” involving 6 LAGs from Estonia, Finland, Italy, and Spain, the partners started a similar project in Estonia called the Mud Month Festival (Porikuu Festival) in 2019. 

Pictures 

Website of the event: https://visitambroz.es/otono_magico/otono-magico-2023/ 

Short video of 2022 edition: https://youtu.be/nviCvEZJcYo?si=oOtnUy716r0bBKqH Spot of Magic Autumn: https://www.youtube.com/watch?v=wVY7JytPTYE&t=6s  

Facebook profile: https://www.facebook.com/ambroz.magico/ 

Instagram profile: @valleambroz 

Spain 

Introduction 

“THE INSTALLATION OF AN ESSENTIAL OIL DISTILLERY” is a project that has consisted of the start-up of a new distillery in a municipality located in an area of extreme depopulation of Castilla-La Mancha (Spain), taking advantage of the identification of the potentialities of the cultivation of aromatics and the competitive advantages it offers in the production of goods and services in that territory. 

The lavender plantation and its impact and incidence has become a driving force for the socio-economic development of the territory and Leader has contributed decisively to mobilising the energy and resources of many people and organisations in the area to make them actors in this development by promoting projects that have been generated from the production of essential oils. Thus, important tourism and social initiatives have emerged in recent years linked to an exponential increase in visitors that have revitalized the rural area. 

It also highlights the innovation of the project for the use of a circular product based on a model that involves the reuse of lavender waste for pellet manufacturing and the sustainability of the project for its commitment to self- consumption and renewable energy with photovoltaic panels. 

Presentation of the project 

In the installation of an essential oil distillery in the municipality of Escamilla (Guadalajara), lavender oil will be produced, which is in high demand in the aromatic market thanks to its healing, antiseptic and perfumery properties. 

The main contextual element of this project is the consequences of the extreme depopulation of this area, which is causing a loss of economic dynamism. This makes it necessary to act with projects like this, which not only counteract these effects but also stop the exodus of many who leave their villages in search of better opportunities. The aim is to create a cultural identity for the territory with the potential of this crop that promotes sustainable territorial development and the fight against depopulation. 

The objectives of the project lie in obtaining essential oils through the process of distillation of lavender flowers and lavender by steam entrainment in a rustic estate with an area of almost 340 m2. It is a process of separation of substances insoluble in water, since water is added to the mixture containing the product to be separated and the whole is subjected to the distillation process. Once separated, the oil that is generated is mixed with cold water and hot water, thus producing the appearance of the essential oil. Therefore, the investment in this case has encompassed both the construction of the warehouse and the machinery and technical facilities required to carry out the activity. 

As a result of the project, it is planned, in addition to achieving a high quality of lavender essential oil production, to extend the experience to identify other potential ones that can be examples of good practices for other territories. The municipality of Escamilla, with little activity, will improve significantly since it will create jobs in the medium term, which would make it possible to create activities and new basic services that do not exist today. It is also intended to increase the cultivation of aromatic plants among farmers in the area. 

Leader’s support is essential in this project to reach the necessary investment where there was no funding. Summarizing the amounts subsidized for projects derived from the cultivation of lavender, in addition to those directly related to distillation, only in Brihuega and other affected municipalities, in this last programming period, the aid of almost € 771,000.00 stands out in a total invested of more than € 2 million of several that are directly linked to the increase in visitors and the revaluation of tourism (installation, improvement, modernization of shops, tourism and handicrafts…). Of particular relevance is the Leader aid that led to the restoration of the roof of the main building (the only circular industrial building in Europe) of the Royal Cloth Factory of the municipality, later converted into a 5-star hotel and which has involved more than € 14 million of investment, the creation of 75 direct jobs and the influx of thousands of people. 

Its innovative character lies in its circular work, generating steam with olive pits from olive trees in the area and closing that circle, making it a zero-expense facility because with the waste of the distillate lavender itself, pellets are manufactured to serve as combustion to generate steam. This is the great novelty, which completely banishes diesel as a fossil fuel and makes the distillery self-sufficient also with solar panels. 

It is a priority for Leader as the project responds to multiple needs of the territory detected in the FADETA strategy in order to act on them. The resources most valued by FADETA on which our strategy is based have to do with the problems of depopulation and demographic aging and the beginning of the economic revitalization of its municipalities. The project to install an essential oil distillery responds to the challenges faced by the region and is part of its strategy, as it promotes: 

• The conversion of the territory into a Territorial Innovation Ecosystem that values the natural, social and economic capital of the region, as a space for new projects. 
• The response to the challenges of the Demographic Challenge in the region. 

The dissemination effect of the results is one of the main objectives of the LEADER projects. This project has great potential for transfer to similar situations and can serve as an example to other RDGs in terms of the knowledge and practices developed. It could be transferred, for example, to the production of sumac, a plant whose traditional use is to tan hides and which is now used in medicine as an astringent and antifungal and in cooking as a superfood, and which could generate, also as a driving activity, another series of derived initiatives that generate wealth in a territory. 

Pictures 

Spain 

Introduction 

The project consists of the installation of an indoor ski center through a platform of about 80 square meters that has a rolling mat and simulates the conditions of a real snow slope. 

Although the installation does not provide the magic of sliding through the mountains of the Campoo valley, it has numerous educational and comfort advantages with respect to the mountains, which make it a perfect tool for learning and perfecting the technique. 

The speed and inclination of the slope are variable and adjust instantly to the skill level of the skiers. The slope adapts perfectly to all profiles, from people who have never skied to highly competitive athletes. wheelchair skiers… 

The facilities have a large mirror installed in front of the piste in which the skiers see themselves reflected, receiving, (along with the instructor’s instructions), instant feedback on the technical gestures they are executing, which helps them identify and better understand errors and better apply instructor corrections. 

Presentation of the project 

The project is located in the Campoo Los Valles region, specifically in the municipality of Campoo de Enmedio and close to the Alto Campoo ski resort. Alto Campoo is a medium-sized winter resort that, mainly due to its good terrain and good communication routes, has a large influx of public. 

Snow is a meteorological phenomenon that is difficult to predict, so those who are dedicated to winter sports always have the uncertainty of what the campaign will be like. 

The objectives of this project are to guarantee the beginning of the winter season without depending on snow conditions, launching classes, courses, and training in the simulator before the opening of the Alto Campoo slopes and de-seasonalize the activity of the company, working and billing throughout the year. 

The expectations of this project are to become a complement to the Alto Campoo Winter Station, offering its users the possibility of preparing physically and technically during the preseason, guaranteeing the beginning of the winter season without depending on the snow conditions and providing the perfect tool for learning and perfecting the technique to later put it into practice in the mountains. 

Having a ski resort is a great socioeconomic advantage for the entire region and, with this modern and innovative initiative, it will position Campoo Los Valles as a reference destination for skiing and snowboarding. 

The LEADER program through the local action group Campoo Los Valles has provided the financial support that was needed for the implementation of this project and helps to make visible the projects that are being developed in the region. 

This project is a priority because it meets two of the 6 objectives of the Local Development Strategy of the Campoo Los Valles region. These objectives are: 

• Valuation of resources through tourism “Smart tourist destination” “Accessible tourist destination” 
• Small and medium businesses. new technologies and productive innovation. 

That the Campoo Los Valles region became an accessible tourist destination has been one of the great challenges of this programming period. More than 90% of the new rural accommodations are adapted to people with reduced mobility and having adapted leisure activities is a great value. 

The winter season, together with the metallurgical industry, is one of the two engines of the regional economy from which, directly or indirectly, a large part of the population benefits. 

This project is perfectly replicable in any LEADER territory. It is not necessary to have a ski resort to develop it although, in this case, it serves as a complement to the winter season. 

Currently in all of Spain there are only three ski simulators, two of them recently installed and open to the public in the community of Madrid and the third was installed in 2015 in the Health Technology Park of Granada, and is intended for sports research and Only athletes from the Andalusian Winter Sports Federation have access to its use. 

In the rest of Europe the situation is quite different and there are several installations of this type that have already proliferated in countries such as France, Italy, Greece, Germany, Austria, the United Kingdom…etc. The high number of facilities that exist in Holland stands out, (country of the pioneering brands in the manufacture of these simulators), despite not having winter stations in its territory. 

The comfort of the indoor slope and the important educational advantages it offers make it the perfect tool for learning and perfecting technique and is the ideal complement for skiers of all levels and ages. 

Pictures 

https://www.facebook.com/dimas.altocampoo/videos/inminente-apertura-de-dimas-ski-indoorinformaci%C3%B3n-y-reservas-608417583/738532754270876/

https://www.facebook.com/reel/292804100231639

https://www.facebook.com/watch/?v=3007949399341264

Spain 

Introduction 

’Do I show you my village?’ is the experience of visiting a village that you thought could not teach you anything, and leaving after two hours of pleasant walk, having enjoyed everything discovered and wanting to repeat it. 

But they are also walks that value the 2000 years of history of Castile, taught by the residents themselves, with the grace of someone who discovers a hidden secret. 

It is a tool that allows intergenerational relationships, valuing the knowledge of our elders while contributing to the local economy. 

It is an original and unique solution in Europe, protocolized, scalable and replicable, an innovative project that tries to solve various problems in rural areas in an original way. 

‘Do I show you my village?’ a pilot project in the EU, which seeks the defence of rural heritage from a new perspective through training and empowered resident volunteering. Through our protocol, the heritage of the municipality is studied, translated into an interpretive walk that synergizes with local businesses and it is launched free visits that show and value rural heritage. 

Presentation of the project 

ADRI Ribera del Duero Burgalesa, who fights for rural development in the south of the province of Burgos (Castilla y León), is made up of municipalities, associations and companies that represent this territory. With 2000km2 and 18.000 population, ADRI RDB works here since 1996. 

Rural areas suffer strong loss or deterioration of an enormous material and immaterial heritage due to the lack of knowledge, valuation and maintenance of this, as well as the budget to achieve it. In the current context of the rural environment, these elements are not accessible to the general public, due to their signage, conservation, ownership and degradation of their entrances. The valorization of the inventoried assets of our heritage is promoted, encouraging their conservation according to their original function and avoiding their deterioration. 

In unknown village and without any visitors, when the heritage is in high risk of disappearance the objectives of our project are: 

• ‘Being ‘Rural’ in the Ribera del Duero Burgalesa shire: Making the neighbours part and proud of the rural areas. 
• Heritage: Keeping, defence and recovering the heritage. 
• Joining intergenerational links. 
• Citizen participation. 
• Social connection: Create new meetings though relationships. 
• Wealth generation: Attract visitors to wealth generation in the area. 

The actual outputs are: 

• 35 villages involved. 

• 52 active volunteer members. 
• More than 9.150 visitants (from the beginning of the Volunteering Program in 2018). 
• They spend an average amount of 12 € per person in the rural business. 
• 410 Cultural Heritage elements recovered: Cultural, religious and military properties; Industrial elements; Traditional Architecture and elements; Natural heritages; Immaterial cultural and Wineries architectural heritage elements. 

This initiative looks for the integration among the different social actors in the territory. The citizens participate in the management and the heritage spreading unselfishly in the rural area. 

Around 27% of the EU population lives in rural areas sharing economic, social and environmental problems, resulting in unemployment, disengagement, depopulation, marginalisation or loss of cultural, biological and landscape diversity. This initiative is guided with a protocol and the model could be shared as a good practice and replicated. 

The role of LEADER in TEMP is important. It supports with basic costs as the website, that it is really important to put our shire in the world, or other technological elements to realise the formation of the volunteers each month (videoconference system). Moreover, it takes part in a radio programme in which, once a week, the coordinator of the project does a summary of the visits this weekend, new volunteers, present a picturesque heritage element, etc. The insurance for volunteers and visitors also is essential to organize the project what is funding by LEADER. 

The project is the experience of visiting a village by its neighbours, which is the emblematic element. In 2018 was an innovation in our shire, and five years later is a reality here where more volunteers and villages have unit to this rural project. 

In the recent strategy, the population has declared, related to TEMP, as debility: 

• Seasonal tourism, and it does not get publish the cultural, heritage and ethnographic tourism in the commercial channels 
• Little dialogue between municipalities, localism 
• Weak conscientious in cooperation work 

The threats are: 

• Few collaboration/coordination institutional culture that minimize the impact of develop actions 
• Depopulation in smallest villages, deterioration and lost of its heritage 
• Stigmatisation of the image of rural areas in general 
• Few attraction to come by new workers 

The strengths are: 

• Exceptional heritage resources (cultural, archaeological, ethnographic, nature,…) very diverse 

• Quality and quantity touristic offer with enough accommodation 
• Dynamism and strength of cultural associations 

And the opportunities are: 

• Social and politic recognition of depopulation as a problem 
• Valuation of quality of life in rural areas as a site where search new vital models 
• New population 
• Take root between teenagers and immigrants 
• External promotion of the image of the shire and potential the connection of the shire 

ADRI RDB believes that this project could be possible and necessary in the rest of rural areas. It does not need more than people who love his villages with spirit and heart to protect and taught it to visitors. Voluntary service is an opportunity to do something to your territory. 

In a close future, ADRI RDB hopes to be the coordinator of a LEADER Cooperation project, first in Castilla y León and, after that, in the rest of the country or, why no, in Europe. 

Pictures 

Ireland 

Introduction 

The Lakeside Shop & Tearooms is the operating name of the project, which combines a traditional community centre- with an integrated shop and cafe selling basic groceries and cooked meals to visitors on a daily basis.  The concept arose from the closure of the last commercial shop in the village, and the need to both replace a dilapidated community hall- and address the need for a local shop.   

KLP encouraged Windgap Community Development Clg. to integrate a community-owned shop/ café to its proposed application for a new community building.  KLP supported the project through LEADER and its ‘Community Shop Initiative’ which provided training, planning and capital support for communities without a local shop.  The nearest commercial shop was almost 10 kilometres away. 

The new facility proved instantly popular, despite the restrictions of Covid 19, and the Lakeside Shop & Tearooms rapidly became a fixture in the village attracting many locals and visitors to shop, eat and socialize there.  It is now a thriving social enterprise, a classic Smart Village initiative- to which concept KLP is pledged to support development for communities.  It acts as an important gateway to the emerging Lingaun Valley tourism area. 

Presentation of the project 

The project is located on the outskirts of the village of Windgap in southwest County Kilkenny.  The community had seen a long-term decline in facilities for all generations.  The village had an old community facility: a traditional ‘village hall’, that was in a bad state of repair.  On the positive side the community had seen a number of younger people emerge or move to the area, and they combined with longer-resident volunteers to plan a series of revival plans.  These included a new playground adjacent the school and the old hall, a walking-track; partially off road.  These projects built confidence and capacity in the community.  These successes led to the community accepting the bigger project of replacing the old hall.   

With the closure of the last shop- and the loss with that of the local sub-post office, the lack of retail services became very evident.  KLP’s suggestion of the integrated development of the new community centre with a shop- café was embraced and following an excellent design by a local architect, the project commenced and was completed for opening .in June 2019 

The traditional facilities of the community centre have been very much welcomed and well used by the locals and others- including organisations seeking occasional meeting spaces, but The Lakeside Shop & Tearooms has proven the biggest success.  The shop- café has in turn provided a platform for further strategic planning in the tourism and related sectors, which will place the village well to secure its socio-economic future. 

The facility services a wide range of users: the parents/ guardians and children frequenting the playground, visitors to the waling routes and the wider Lingaun Valley’s heritage and tourism assets, isolated and older people availing of the high class cooked food and- not to be minimised, socialisation opportunities, friends meeting for a chat, locals purchasing basic groceries.  The shop is managed by a coordinator paid for from a government employment scheme, but largely staff by volunteers from the community.   

The mark of the success of the ‘community shop/ café’ venture was the decision by a local business to open its own shop beside the community shop a couple of years following the opening.  The success has led some other private enterprises to consider other investment, with the prospect that the facility will form the central node in other businesses related to visitor accommodation and related services. 

KLP use of LEADER was central to the overall development of the several Windgap projects referenced above, and was crucial to the development of the shop-café.  Without the animation support of KLP Development Officers, the availability of training in the community shop concept, further by Smart Village information/ training, Analysis and Development funding of the drafting of the building plans, etc.- and finally the significant contribution towards capital costs of construction and fit-out, the project would not have proceeded. 

The project is an emblematic and innovative project in the emerging Smart Village concept tradition.  The expansion of a network of ‘community shops’ in the face of the decline of rural towns/ villages and their services to their residents and hinterlands, was and remains a key part of KLP’s Local Development Strategy.   

The project provides a social focal point for a community that had lost such a vital resource.  Since the opening of The Lakeside Shop & Tearooms the village and its wider parish area has started to thrive and grow in confidence and ambition.  The evidence of new businesses emerging and opening is an indicator of this reality.  Windgap and the Lingaun Valley that its sits in, is primed for further development.  Some of which will inevitably be community-led and supported- and some will be private enterprises planting into the soil tilled by Windgap Community Development Clg. and other community and social enterprises. 

The project is an exemplar for transference to other parts of County Kilkenny- and to other LAG regions.  The basic underlying mechanism is that of social enterprises filling the gap that commercial markets either cannot – or no longer want to fill.  As the ‘market’ increasingly withdraws from rural areas, if communities want to retain retail and other services, they may have to consider doing it for themselves!   

The project is fully aligned with the Smart Village concept.  KLP would aspire to form a network of community shops- cafes in the wider Kilkenny region to share experiences and resources.  Three such retail social enterprises have been mentored by KLP over the two most recent programmes.  KLP sees cooperation and networking as much as resource sharing as being essential to their survival and thriving. 

Pictures 

Video link: RTÉ 1 NATIONWIDE in WINDGAP 

Ireland 

Introduction 

The community of the twin villages of Piltown and Fiddown- in south County Kilkenny, Ireland built Ireland’s first community-owned fibre to the premises (FTTP) broadband network in Ireland.  Broadband for Our Community Clg.: the community’s non-profit company, has negotiated for backhaul on to the spine broadband system, dug trenches and erected poles to carry fibre optic cable to premises, purchased and installed switching and other hardware and sold the service to their fellow community members with the key sales points that: 

• Being FTTP, it is a future-proofed system- with effectively no limits on speeds. 
• It will be provided at a marginal rate to the local community and businesses: below the usual commercial rate. 
• Any profits- and there is significant revenue projected when the network is complete, will be reinvested in the expansion and improvement of the broadband facilities- and/ or in other non-broadband community facilities or activities.  Keeping the revenue in the local loop. 

The network is in place with over 100 buildings are now covered by the broadband network, and the social enterprise is already turning an operational profit.  The community plans to complete another 650 homes in both towns by the end of 2024. 

Presentation of the project 

The project is based in the closely adjacent Piltown and Fiddown villages in south County Kilkenny, with a combined population of approximately 1,600 people in 750 homes in a 3.4 sq km area have high-speed internet access of more than 150Mbps thanks to a local voluntary initiative. 

Broadband 4 Our Community (B4OC), the community’s non-profit company, was conceived following several years of research and investigation of the technological options to address the broadband deficit of rural communities.  This included many meetings with communities, local development peers, municipalities, commercial and state broadband stakeholders.   

That initial process eventually led to Kilkenny LEADER Partnership’s (KLP) ‘Blue Town’ animation initiative: a series of roadshow information and training sessions funded through the LEADER programme.  The initiative’s title was taken from the fact that towns outside the Irish state’s National Broadband Plan (NBP) funding areas, were coloured ‘blue’ on the NBP project map.  The NBP would not fund broadband in very many rural villages- including Piltown- Fiddown due to their adherence to the definition of what constitutes high-speed broadband.  Blue Town areas were identified as having ‘Next Generation Access’ (NGA) broadband speeds. 

The EU’s NGA standard- of 30 mbps download was agreed in 2010.  By the time of its proposed implementation date across the Union, it was seen as more of a minimum standard.  However, NGA was the standard that the NBP used in deciding which areas did not require state investment. 

The Blue Town initiative focused firstly on the practical effects of Irish government and commercial policy and funding positions with regard to rural broadband to rural areas.  But as part of the Blue Town roadshow, KLP sought expression of interest in communities interested in installing, operating and owning their own FTTP network.  From those interested parties Piltown- Fiddown was selected as the pilot.  B4OC was established as a nonprofit company to drive the network development.  The new company appointed an appropriately qualified one of their volunteers to work as a Coordinator from among the volunteers, who continued to do the bulk of technical, sales/ marketing, financial planning, administration, and construction works on the project. 

KLP used LEADER to assist B4OC in the technical network planning and financial modelling, the training of volunteers to perform tasks such as fibre optic cable splicing, installation, etc.  Due to national restrictions on LEADER supporting many broadband capital elements, KLP secured a private philanthropy fund: Tomar Trust, to support that vital element.  B4OC negotiated backhaul linage and capacity from a broadband node on the Irish Rail line which ran through the area.  This being the first such community link, was one of a series of firsts for Piltown-Fiddown in terms of broadband development in Ireland. 

In February 2022 the network went live and the company has connected 100 homes and businesses, with many more in development for connection.  In June 2022 B4OC won the overall Irish Digital Town Award, and in October of the year also won European Network For Rural Development’s (ENRD) overall 2022 Rural Inspiration Award.   

The lack of high-speed broadband has been recognised as an issue in rural Ireland, with it being a clear strategic action in KLP’s Local Development Strategy.  The provision of high-speed broadband as a marginal (rather than a premium) cost is invaluable to attracting and retaining residents and businesses in rural areas. 

The project is a first in terms of community broadband provision in Ireland.  In that it addresses a need that neither the market- nor state actions are addressing.  This in itself is both significantly innovative and valuable as a model.  But there are two more elements that make the project even more valuable and emblematic.   

• The project is eminently scalable and transferable.   
• The project is developing to become a profitable social enterprise, retaining much of the value of the project in the Local Loop. 

Scalability: The lessons of Piltown-Fiddown can be build on in the immediate locality: neighbouring towns and villages that will learn from B4OC’s example. 

Transferability: The project model is also transferable to other parts of both Ireland and other EU states. 

Financially Viable: The business case of a community-owned FTTP broadband network is sound on operation expenses (Op-ex).  Most of the costs are in capital works (Cap-ex), which if supported will allow a relatively quick payback period.  The surplus accruing by the non-dividend distributing company, can be retained as a operational reserve, reinvested in expansion, subsidise lower charges- or invest in other non-broadband community initiatives. 

The success of the Piltown-Fiddown project will mean it can compete for businesses attractions to its community-owned Enterprise Centre; its school can use distance learning technology, its sick and elderly use online consultations; its residents can avail of streaming, teleconferencing and other leisure and utility services.  Once again it is a model for transference to other LAG regions. 

Pictures 

Video of Piltown B4OC 

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   

Graiguenamanagh – Barrow Valley Activities Hub 

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