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Camlachie Community Group July 2011
Camlachie Regeneration Business Plan
Business Plan prepared by:
www.ekos-consultants.co.uk
www.alancaldwellassociates.co.uk
www.hta.co.uk
Direct enquiries regarding this report should be submitted to:
Name: Colin Turnbull, West of Scotland Housing Association
Email: colin.turnbull@westscot.co.uk
Tel: 08448920321
Address: Camlachie House, 40 Barrowfield Drive, Camlachie, Glasgow, G40 3QH
Web: www.westscot.co.uk
Contents
1. Introduction 1
2. Strategic Fit and Contribution 10
3. Economic Rationale 25
4. Feasibility and Viability 34
5. Management Approach 41
6. Financial Review 51
7. Conclusions and Recommendations 61
Appendix 1: Community Health Partnership Profile 63
Appendix 2: Resident Survey 65
Appendix 3: Development Trust Examples 73
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1. Introduction
On a range of SIMD indicators, Camlachie (and the two adjacent datazones that
form part of the area) remains one of the most deprived neighbourhoods in Scotland.
Although major investment has been made in the housing stock and there has been
significant regeneration efforts over past decades, unemployment is high, health is
poor, and all the social problems linked with deprivation and poverty are present.
The datazone that falls entirely within Camlachie is reported as the single most
deprived area in Scotland (Scottish Index of Multiple Deprivation 2009).
Given this unwelcome status, the holistic regeneration of Camlachie must therefore
be seen as the single highest regeneration priority for Glasgow and Scotland. The
uncomfortable juxtaposition of the neighbourhood with the 2014 Commonwealth
Games Velodrome in particular, but also with other adjacent high profile projects,
reinforces both the need for urgent action and the timescale for intervention.
Camlachie has benefited from significant investment in new housing that has
changed the lives of local people. We now have the opportunity to learn from the
history of short term, physical regeneration initiatives elsewhere to build a longer
term, sustainable and holistic approach in Camlachie. This is about co-ordinated
economic, physical, social and community action. It concentrates on the many
positives within the community, whilst tackling the serious issues that condemn and
label the area as the most deprived in Scotland, one with underlying yet entrenched
divisions.
Overall, the approach set out within this Regeneration Business Plan is of a two-year
period of holistic intervention by a range of partner agencies and organisations,
building up to a community-led regeneration effort over the subsequent eight years.
This requires considerable commitment from all partners, but will deliver sustainable
regeneration, improving the lives of residents and allowing them to play a full and
active part in Scotland‟s future.
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This approach will be defined at a groundbreaking, one-day Camlachie Summit in
the Camlachie Community Learning Centre to be held in November 2011 that will
bring all the agency partners together with the community leaders to set a new
agenda for Camlachie over the next 10 years.
In advance of this event, agency partners and community leaders should engage
with other communities from across the UK that have successfully embraced this
holistic approach to regeneration. This will help to identify not only the risks and
critical issues, but the impacts and benefits of successful delivery.
1.1 Background Context
Camlachie1 is located in the east end of the city, between Dennistoun to the North,
and Bridgeton to the South. Covering the former Barrowfield area, the Camlachie
neighbourhood contains in the region of 700 homes and a population of around
1,200 residents.
The neighbourhood is located immediately adjacent to Parkhead Stadium, home of
Celtic Football Club, which raises a number of issues relating to football traffic
(vehicle and pedestrian), noise and disruption.
With the single most deprived SIMD datazone in Scotland, the neighbourhood is
characterised by significant disadvantage and poverty. There is also an historic
issue with entrenched divisions between sections of the community. While there
has been no major incident reported in recent years, underlying tensions have not
been addressed and remain a notorious feature of the area.
Against this backdrop, there are a small number of organisations that are leading on
the regeneration of Camlachie. These are Glasgow Regeneration Agency (GRA),
West of Scotland Housing Association (WoSHA), and the Camlachie Community
Learning Centre. A Community Regeneration Officer based in GRA has been
working with the community to help take forward a co-ordinated response to the
issues facing Camlachie.
1 Camlachie is defined as the following datazones: SO1003279 (all in Camlachie) and SO1003263 / SO1003374
(partly in Camlachie).
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There are also a number of promising developments occurring around Camlachie,
including:
completion of the M74 Motorway in June 2011;
the construction of the East End Regeneration Route, linking the M8 and
extended M74 (already on site and with Phases 1 and 2 due for completion
by early 2012);
a new National Indoor Sports Arena and cycling velodrome are being built in
advance of Glasgow hosting the 2014 Commonwealth Games;
the Athletes‟ Village for the Games is being developed nearby (South
Dalmarnock) – a village that, post-Games, will become a new waterfront
housing neighbourhood for the East End of Glasgow; and
a range of related investments and programmes being led by Clyde
Gateway Urban Regeneration Company on behalf of community planning
partners.
Set against the Scottish Government‟s ambitions of achieving sustainable and
equitable economic growth, this is therefore an opportune time to resolve the area‟s
entrenched physical, social, economic and community issues through a holistic
regeneration approach.
1.2 Regenerating Camlachie
In order to maximise the benefit of these developments for the area and its
residents, the Camlachie Community Group (the CCG) was established in 2010,
consisting of a mixture of local residents and organisations. This group is playing a
key role, leading on community regeneration.
The first step in this process is the development of an Area Plan for Camlachie that:
takes stock of current development activity and proposals;
consults with the community to find out what their needs and aspirations are;
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identifies opportunities for Camlachie and its residents; and
develops a clear, realistic and agreed plan to capitalise on these
opportunities.
It is within this context that EKOS Economic and Social Development, Alan Caldwell
Associates, and HTA Architects were appointed by the CCG – this Regeneration
Business Plan forms the detailed output of our work.
The central aim of this Regeneration Business Plan is to help the CCG to develop
into a powerful community organisation that can lead the community regeneration
process, helping them identify community needs and aspirations and related
opportunities for community regeneration activity, and helping the group to prepare
an Area Plan that sets out the way to achieve this.
Within this there are a number of specific objectives, including:
supporting the further development of the CCG by identifying any skills gaps
and funding requirements;
supporting CCG in working together with partner agencies to achieve social,
economic and environmental regeneration in the area;
identifying examples of good practice for the CCG and helping the group to
use the learning from these;
ensuring the wider community is and stays involved and their needs and
aspirations are captured;
exploring opportunities and barriers with key stakeholders through a process
of consultation;
identifying critical success factors;
developing a business plan that clearly states the desired outcomes for
Camlachie and how these will be achieved; and
preparing a Camlachie Area Master Plan that sets out how the CCG will
facilitate an increased range of services to the community.
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Camlachie has undergone a major housing investment and rebuilding programme
over a number of years. The next phase of regeneration is now required to address
many of the physical challenges evident within the neighbourhood, including: large
areas of derelict land; a lack of road access through the neighbourhood and
connectivity with other key locations; a lack of quality local facilities (excluding the
Camlachie Community Learning Centre); and many areas in which improvements
could be made to the public realm.
The physical projects developed through this Business Planning process are centred
around four sites:
immediate priority – the Burn Site – clean-up fly tipping, improved lighting,
creation of a formal footpath, landscaping to create an accessible and safe
access route, particularly for school-children, but also for residents travelling
to Parkhead Cross, the Forge and the Retail Park;
early priority – the Camlachie Community Learning Centre Site – remove the
bund, develop additional play/sports facilities, deliver new services and
activities within the Centre, provide new retail space for relocation of the
existing shop and deliver new housing. There is, however, a need to
undertake early site investigations to establish any development constraints.
The Camlachie Community Learning Centre is a priority asset in achieving
the long-term regeneration of the area. It should become the focus of all
activity, bringing all sections of the community together. It will also give
public delivery bodies an established base from where a range of reactive
and preventative services can be delivered;
medium-term priority – the Bus Park Site – the site is currently used as a
coach park for football traffic at Celtic FC‟s Parkhead Stadium but is no
longer required. There is an opportunity for commercial development on this
site to create new employment opportunities; and
longer-term priority – the Dovecot Land – improved environment and
landscaping as a focal entry point to the estate.
This Regeneration Business Plan capitalises on the assets, inspiration and potential
available within Camlachie and outlines proposals for community capacity building,
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supported by physical transformation to create a connected community that
promotes people‟s health, happiness and well-being.
This approach is based on a holistic view of regeneration and the creation of good
quality places for people to live, where residents have more responsibility for their
own futures. The Scottish Community Empowerment Action Plan2 “the benefits that
can flow from people having more responsibility for their own destinies are
potentially so great, that we must overcome the challenges and barriers together, as
we seek to develop the confidence and ambition that lies within our communities.”
The entrenched and persistent deprivation in Camlachie won‟t be solved overnight.
It also won‟t be solved by investment in physical infrastructure, facilities, and public
realm alone. A wide range of interventions – from good childcare to effective youth
provision – are also essential. Much of this activity has already been developed by
the Camlachie Community Learning Centre and others, but must be built upon, co-
ordinated, and sustained.
Social, economic and community prosperity are key components of creating
successful and sustainable places. The Scottish Government‟s Briefing Paper 20
„Participation in Placemaking‟ states that public sector delivery is a key factor in
addressing regeneration needs. Outwith physical interventions, this is one of the
main areas that shape places, and where significant changes can be made.
The social, economic and community projects are centred around four core themes:
creating community cohesion – addressing embedded divisions within the
community;
improving safety and security – addressing crime, fear of crime and anti-
social behaviour;
addressing inequality – improving employability though skills and learning;
and
developing local capacity – supporting the CCG to take control in the longer
term.
2 Scottish Government, Scottish Community Empowerment Action Plan, March 2009
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The task of developing the specific actions required under each of these themes will
be one of the core tasks of the November 2011 Camlachie Summit. While we can
identify the likely activities at this stage (skills, employability, crime, health, etc), the
most appropriate method of agreeing the detailed actions is through discussion and
agreement, balancing community needs against available partner resources.
This document builds on the excellent work of local partners and develops a
community response and action plan – one developed on the basis of a place-
making approach, but which incorporates a wide range of social, economic and
community interventions.
At the moment it is difficult to talk about Camlachie as a single community that
speaks with a single voice. Factionalism and fragmentation between different parts
of the community has persisted over a number of decades. This is acknowledged
through our approach and builds on the high level of support from the majority of
local residents to create a community with a coherent and shared vision of future
change, growth and improvement.
Learning from others that have built bridges across divided communities is a central
feature of the recommended approach to regeneration in Camlachie, as outlined in
Chapter 5.
The approach to this Regeneration Business Plan has not been about creating the
plan, but about guiding action that can be delivered through the plan. It has been
vital therefore to highlight the need for commitment and capacity within the
community, led by the CCG, to delivery of the actions and objectives of this plan.
Community Vision for Camlachie
Create an attractive place to live, where people feel a strong stake in a
shared community and are committed to making things better for the
next generation
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This Vision Statement recognises that it will take a long time to fully address the
underlying social, economic and community issues in Camlachie. It will be tested at
the November 2011 Camlachie Summit to ensure that it has strong buy-in from the
local community.
This Regeneration Business Plan presents the case for sustained co-ordinated
action, led by the community, to the transformation of Camlachie over a five to ten
year period, with a focused two-year programme of intensive development by a
range of public sector partners.
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2. Strategic Fit and Contribution
The Strategic Case considers the context for a holistic approach to the physical,
social, economic and community regeneration of Camlachie. It presents the
strategic fit and contribution to over-arching policy objectives, and the market failures
that the project should seek to address.
2.1 Rationale and Objectives
Over recent years there has been significant investment in Camlachie‟s housing
stock, but there are issues with the physical spaces and places in between the
houses, and embedded social and community issues that need to be addressed to
create a fully integrated and successful community.
Feedback from community consultation clearly identified the physical priorities, but
also raised a number of wider social issues – these include factionalism and
entrenched divisions between sections of the community, gang culture and street
fighting, drug misuse, and antisocial behaviour. The recorded crime rate in the area
is almost four times the Scottish average – these issues therefore have a negative
impact on the quality of people‟s lives.
With the significant level of investment in adjacent areas, aligned with policy
objectives of creating sustainable and equitable communities, there is an opportunity
now to deliver holistic regeneration in Camlachie.
As outlined in Chapter 1, the vision is to “create an attractive place to live, where
people feel a strong stake in a shared community and are committed to making
things better for the next generation”.
The regeneration effort should focus on building on the achievements and
transformations that have already been delivered through the significant housing
stock investment i.e. providing common areas that match the excellence of the
private houses and spaces.
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From this the overarching objectives that will guide future activity are to:
improve the physical appearance of key sites and facilities across
Camlachie through best use of existing facilities and resources, and
accessing new funding opportunities;
create cohesion across Camlachie by addressing issues of factionalism
between sections of the community;
address social issues that are affecting resident‟s quality of life through
improved access to existing social and community services, and support
residents to improve their physical/mental health; and
develop CCG as the key local body influencing, and where appropriate
leading, the regeneration process.
These are the core objectives against which this Regeneration Business Plan is
considered.
Experience from other areas is that Action Plans and Area Strategies are often
prepared that raise local aspirations for significant investment that is not viable or
sustainable.
The critical point with this Regeneration Business Plan for Camlachie is that it is not
just another development plan that seeks major investment in the physical
infrastructure. It is a holistic approach to regeneration, led by the community, to
address the identified social, economic and community issues, alongside a number
of place making improvements and developments.
It is important to note that the capital costs required from the public sector to deliver
this plan are relatively small – estimated at circa £1 million over five years (focusing
on the two priority projects). There is, however, a need for major resource-intensive
support from a wide range of organisations and agencies to address the underlying
social, economic and community issues.
Together, this holistic approach is designed to create a cohesive community, with
the skills and capacity to take advantage of future opportunities, making an equal
contribution to national economic growth.
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2.2 Policy Fit and Contribution
There is a strong correlation between local and national policy and strategy and the
proposals outlined in this Regeneration Business Plan. This Section considers
where and how holistic regeneration in Camlachie will contribute to the aims and
objectives of key strategy and policy objectives.
Government Economic Strategy
The Scottish Government‟s Economic Strategy3 (GES) sets out its focus and
priorities for increasing sustainable economic growth.
In order to meet the established purpose, the GES identifies a number of specific
challenges, against which targets are set. Delivery of holistic regeneration in
Camlachie will contribute towards a number of these challenges:
Participation Target – to maintain our position on labour market participation
as the top performing country in the UK and close the gap with the top five
OECD economies by 2017
The recent economic recession has affected business and employment
activity – it is important that all parts of Scotland play a role in supporting
future growth. Camlachie has traditionally had a lower level of employment
participation – 51% of residents are employment deprived compared with a
national average of 12% (SIMD). There is an opportunity now to develop
skills and aspirations across the community, and address health issues that
will give those that are able to work, the chance to participate and contribute.
3 Scottish Government, The Government Economic Strategy, November 2007.
“The purpose of the economic strategy is to focus the Scottish Government
and public services on creating a more successful country, with opportunities
for all of Scotland to flourish, through increasing sustainable economic growth”
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Solidarity Target – to increase overall income and the proportion of income
earned by the three lowest income deciles as a group by 2017:
The GES states that “Scotland as a whole will do better when more people
in Scotland do better”. Camlachie has high levels of income deprivation –
65% of residents are income deprived compared with a national average of
15% (SIMD).
By addressing the skills, health and aspirations of local residents, there is
potential to increase their income through access to higher paid employment
opportunities, reducing disadvantage and inequality.
Cohesion Target – to narrow the gap in participation between Scotland‟s
best and worst performing regions by 2017:
By almost all measures of disadvantage and deprivation, Camlachie
performs poorly when compared with the national average – each of the
three datazones that make up the area are in the worst 15% in Scotland,
with one ranked as the highest overall. By improving access to better quality
employment (through skills, health and raised aspirations) there is an
opportunity to reduce reliance on benefits and create a new Camlachie that
can no longer be described as a “persistent pocket of multiple deprivation”.
The GES also presents key strategic priorities for Scotland. The objectives of the
Camlachie Regeneration Business Plan contribute to the objectives of three of the
five priorities:
Learning, Skills and Wellbeing – “an approach to health and wellbeing that
ensures all Scots enjoy the right level of physical and mental health to give
them the opportunity to maximise their potential”
The holistic regeneration of Camlachie will address the physical, social,
economic and community issues identified by the community. Physical
improvement of the two priority sites in particular (the Burn and Camlachie
Community Learning Centre sites) will continue the process of regeneration
from housing investment, and create a place that residents can be proud of.
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The wider social, economic and community activities will address skills and
learning gaps for local residents, thereby improving aspirations and
participation in employment – critical in allowing people to maximise their
potential.
Effective Government – “more effective government with a clear focus on
achieving higher levels of sustainable economic growth through delivery of
the Government‟s purpose and Strategic Objectives”
The proposals outlined in this Regeneration Business Plan require focused
and co-ordinated effort from across a range of government funded agencies
and organisations. This is designed to address inherent physical, social,
economic and community issues that constrain participation at the individual
level and economic growth at the city/national level.
Organisations and agencies working together through an agreed plan will
deliver a more effective approach, and offer greater value for money in the
long term by addressing issues in a holistic manner.
Distributional Equity – “to provide the opportunities – and incentives – for all
to contribute to Scotland‟s sustainable economic growth” and “to accord
greater priority to achieving more balanced growth across Scotland, to give
all across Scotland the chance to succeed”
As demonstrated through the contribution to GES targets (outlined above),
holistic regeneration in Camlachie will address a number of issues that
constrain participation for residents, thereby improving their contribution to
sustainable economic growth.
The approach presented in this Business Plan creates an opportunity to deliver
focused and targeted regeneration that will deliver against the GES priorities and
targets across all five Strategic Objectives – Wealthier & Fairer, Smarter, Healthier,
Safer & Stronger, and Greener.
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Glasgow City Plan 2
Glasgow City Council‟s City Plan 2 (CP2)4 sets out the direction the Council wishes
to take in developing the City‟s physical structure and ongoing transformation, and
the investment required to deliver this change. It recognises that some parts of the
City are not yet fully benefiting from enhanced environments and the benefits that
investment brings.
CP2 is underpinned by three principles, including promoting social renewal and
equality of opportunity; delivering sustainable development; and improving the health
of the City and its residents.
Over a 10 year period significant levels of investment are planned for the adjacent
Clyde Gateway area, which is highlighted in CP2 as a key regeneration area. This
creates opportunities for Camlachie‟s residents through better access to
employment, leisure and other services.
Holistic regeneration in Camlachie supports the aims and objectives of CP2 by
creating a more attractive and sustainable community, improving the quality of life for
local residents, allowing them to make an equal contribution to future economic
growth.
Glasgow Community Plan
Glasgow Community Planning Partnership‟s (CPP) Community Plan5 sets out
community planning partners‟ vision for the City.
4 Glasgow City Council, City Plan 2, 2009 5 Glasgow CPP, Our Vision for Glasgow 2005-2010, 2005
“That the design, location, scale and nature of new development in Glasgow will
help to create a City of successful, sustainable places and will result in an
improved quality of life for those living, investing, working in and visiting the City”
“We will ensure an inclusive Glasgow where all citizens and visitors have the
opportunity to participate fully in the life of the City”
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The Community Plan identifies priorities for community regeneration and outlines
how partners will work together to close the opportunity gaps between better off
residents and those living in more deprived communities.
This Regeneration Business Plan is based on the need for individual agencies and
organisations to work together to close the opportunity gap – the CPP is a specific
focus for this approach.
Glasgow CPP has identified five priority themes for the City, including:
Healthy Glasgow – improve the health of everyone in Glasgow and narrow
the health gap by improving the health of the most disadvantaged
communities and groups in Glasgow at a faster rate
The proposals include increased focus on the physical and mental health of
Camlachie‟s residents.
Learning Glasgow – create a learning Glasgow which ensures that children
and young people have core skills, are confident and able to achieve their
full potential, and which promotes lifelong learning and skills development of
all citizens
The proposals include a focus on learning to raise aspirations and skills,
allowing residents to reach their full potential.
Safe Glasgow – create a safe Glasgow by reducing crime, the fear of crime
and substantially improving accident prevention
The proposals are specifically designed to address underlying crime and
antisocial behaviour across Camlachie, creating a cohesive community. The
creation of a „Safe Routes to School‟ project at the Burn Site will also
address crime and safety.
Vibrant Glasgow – create a transformed and vibrant Glasgow where people
choose to live, where the River Clyde is brought back to life and where
Glaswegians are fully involved in the life of the whole city
Following the successful improvement in the local housing stock, this
Regeneration Business Plan is designed to address the physical, social,
economic and community issues that affect the quality of life for Camlachie‟s
residents, with delivery led by them through the established CCG.
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Working Glasgow – create a working Glasgow that provides quality,
sustainable work opportunities for all residents of the city
An underlying theme of the approach is to address aspiration, skills and
access to opportunity, allowing Camlachie‟s residents equal participation in
employment opportunities.
The CPP has recently set out two overarching priorities of early intervention and
youth unemployment, which aligns well with plans for Camlachie.
The CPP has a specific focus on engaging with the community to ensure that they
play a full and active part in the process. This Plan is designed around the CCG,
supporting active citizens to have the capacity and confidence needed to influence,
or take responsibility for, the services, activities, and changes that take place locally.
Ultimately this will lead to decision making for issues that directly affect them.
Glasgow Single Outcome Agreement
The Glasgow CPP Single Outcome Agreement6 (SOA) sets out the strategic vision
of the partnership and the agreed priorities of the community planning partners. The
SOA flows directly from the Community Plan (as described above).
The SOA identifies how Glasgow CPP will work towards improving outcomes for
local people that reflects local circumstances, needs, and priorities.
It is set within the context of the Scottish Government‟s five Strategic Objectives of a
Wealthier and Fairer, Healthier, Smarter, Safer and Stronger, and a Greener
Scotland and makes the connection between local and national outcomes.
As would be expected from a holistic approach to regeneration, the objectives and
activities presented in this Regeneration Business Plan deliver against a significant
number of SOA priorities and outcomes.
Priorities:
Healthy – inequalities in health, smoking, and drug addiction;
Working – spreading the benefits of improved economic performance;
6 Glasgow CPP, Glasgow‟s Single Outcome Agreement, July 2009
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Vibrancy – Glasgow‟s image/profile/identity, Glasgow‟s infrastructure/
environment, and involvement and participation in culture/sporting/
volunteering activities;
Learning – life-long learning, and skills attainment; and
Safe – anti-social behaviour, and violence.
In particular the holistic regeneration of Camlachie will deliver against Outcomes 4 /
6 / 9 / 12 / 13 / 15 / 16 / 17 / 19 / 20 / 21 / 22 / 23 / 24 making up 14 of 24.
This Plan requires significant and co-ordinated input by a range of CPP partner
agencies and organisations to improve the physical, social and community life of
residents, who are leading the process through the CCG.
Tackling Disadvantage and Inequality
The Scottish Government has established a range of policy interventions which
collectively establish how disadvantage and inequality should be tackled at a local
and national level:
Achieving our Potential7 is the Scottish Government‟s framework to tackle
poverty and income inequality in Scotland – it highlights the role that poverty
plays in holding people back from achieving their full potential and
emphasises the role of the public, private and third sectors in delivering
positive change and championing community empowerment on the root
causes of poverty – helping to achieve a wealthier and fairer Scotland;
Early Years Framework8 outlines the Government‟s approach to giving
children the best possible start in life – what happens in a child‟s earliest
years has significant implications for their adult life. The Framework places
great emphasis on the engagement and empowerment of children, families
and communities to ensure that “every child fulfils their potential as a
successful learner, confident individual, effective contributor and responsible
citizen”; and
7 Scottish Government, Achieving Our Potential - A Framework to tackle poverty and income inequality in Scotland,
November 2008 8 Scottish Government, The Early Years Framework, December 2008
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Equally Well9 is part of the national drive to address health inequalities and
improve health/wellbeing. The report acknowledges the many complex
factors that impact on a person‟s health, with clear evidence that poverty
and deprivation is a major impact on poor health.
The holistic regeneration process is integral to all three, illustrating the positive
relationship between having the best start in life, enjoying good health, a good
education, and people having enough money to provide for themselves and their
families. Community Planning Partnerships play an important role in ensuring the
implementation of this approach to tackling inequality at a local level through the
context of the Single Outcome Agreement (as outlined above).
Scottish Community Empowerment Action Plan
Underlying the three national frameworks for tackling inequality is a patchwork of
other policies and strategies, many of which emphasise the importance of
community capacity building. Of particular relevance is the Scottish Community
Empowerment Action Plan10
, which emphasis the central role the role and benefits of
community empowerment.
“Community empowerment is a process where people work together to make
change happen in their communities by having more power and influence over what
matters to them.”
The Plan states that there are many ways in which communities can become
empowered e.g. owning assets, shaping services, generating income, etc.
Whatever model is adopted to suit local issues, needs and opportunities, activity
should result in the increased power and influence of local people. The Plan also
points to the existence of a locally owned, community-led organisation as a strong
sign of empowered communities.
9 Scottish Government, Equally Well: report of the ministerial task force on health inequalities, June 2008
10 Scottish Government, Community: Scottish Community Empowerment Action Plan, Celebrating Success: Inspiring Change, 2009
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Clyde Gateway Business Plan
Clyde Gateway covers a large part of the East End of Glasgow plus Rutherglen and
Shawfield in South Lanarkshire. It is identified within the National Planning
Framework as Scotland‟s top regeneration priority. Camlachie sits on the north
eastern edge of the area.
The Clyde Gateway Urban Regeneration Company (URC) was established in 2007
to drive a 20 year investment programme. The URC is charged with leading on
major social, economic and physical change across its area, delivered through a
partnership Framework between Glasgow City Council, South Lanarkshire Council,
Scottish Government and Scottish Enterprise.
The Business Plan identifies three strategic goals with a number of strategic
objectives that drive activity and investment decision making:
Strategic Goal 1 – Sustainable Place Transformation – improving the
infrastructure and environment of the area as a place to live and work:
Holistic regeneration in Camlachie will reduce the amount of derelict and
contaminated land, and improve the quality of the built and physical
environment.
Strategic Goal 2 – Increase Economic Activity – attract employers and
generate employment for local people:
Proposals include skills and training that will increase the employability of
local people, thereby creating a more attractive workforce. There is longer
term potential for commercial activity on the former Bus Park site, attracting
new employers (and jobs) to the area.
Strategic Goal 3 – Developing Community Capacity – ensure there is long-
term investment in communities leading to increased participation and
greater private sector investment:
The regeneration of Camlachie is being directed by the CCG, and over the
focused two-year development period the number of local people engaged
in the process will increase significantly. Proposals will tackle issues around
social exclusion, health improvement, and will create a more safe and
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attractive environment. These proposals will provide opportunities for
individuals to increase participation in community life, as well as build social
capital, creating a more empowered community.
The holistic regeneration approach adopted in this Business Plan therefore has a
strong strategic correlation with the URC‟s strategic goals and objectives.
Camlachie Beyond Housing
The 'Camlachie Beyond Housing' strategy outlines the strategic approach that West
of Scotland Housing Association (WSHA) has adopted toward neighbourhood
management.
The strategy recognises the established foundation for regeneration through
WSHA‟s investment in the housing stock – providing every family with a quality
home. Ensuring that Camlachie remains a successful and attractive neighbourhood
requires three key issues to be addressed:
identify positive proposals for the remaining unused land;
improve opportunities for residents to give them a better chance of
benefitting from the significant investment across the East End of Glasgow;
and
develop a more cohesive community.
These three issues are fully covered in this Regeneration Business Plan.
The approach recognises that there a series of underlying issues that are deepset,
complex and longstanding. This requires a comprehensive response from the local
community and a wide range of partner organisations to develop a more cohesive
community.
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2.3 Market Failure
Market failure is an essential rationale for public sector investment and sets the
context for any intervention. It is important that projects are able to clearly identify
the root causes of any market failure (as opposed to the symptoms), and design and
implement interventions that address the specific constraints.
Market failure occurs when an imperfection in market mechanisms prevents
economic efficiency11
. HM Treasury policy clearly identifies market failure as a key
rationale for public sector intervention. Where there is clear evidence that markets
cannot, or will not, provide the best outcomes there is a strong rationale/justification
for public sector intervention.
The key market failures in relation to regeneration in Camlachie are public goods
and externalities.
Fair and equitable distribution of activities and services is a further rationale for
public sector intervention. This is a key objective for the Scottish Government, as
expressed in the GES above, and occurs where there is an unfair and/or undesirable
distribution of resources within society.
Public Goods
Public goods relate to circumstances where goods are provided for one consumer,
they are available to all. Physical, social and community regeneration in Camlachie
is specifically designed to provide facilities and services for all residents, but will also
generate wider benefits (in terms of place-making impacts) that others will benefit
from.
11
Appraisal and Evaluation in Central Government http://www.hm-treasury.gov.uk/d/green_book_complete.pdf
“A „market failure‟ is said to exist when the market, if left to its own devices, does
not lead to an economically efficient outcome. It is in those circumstances that
state intervention .... has the potential to improve the market outcome ....”
European Commission, DG Competition
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While there is an opportunity for private sector investment in commercial
development on the former Bus Park site, it is unlikely that the private sector would
invest in the other three sites as they will not produce any, or sufficient, income. The
investment to deliver these, and the supporting social and community activities, will
need to come from public sector sources.
Externalities
As a neighbourhood Camlachie generates negative external perceptions relating to
both its physical and social context. Within the community, however, there are very
strong positive perceptions, as identified by the satisfaction ratings of local residents.
There is a very strong sense of community, but a significant issue relating to
factionalism that needs to be overcome to create one cohesive community.
The activities, services and facilities needed to overcome these issues, but also to
address local needs/aspirations, require investment to improve the area‟s external
perception and internal cohesion.
The Camlachie Community Learning Centre provides significant external social,
economic and community benefits to local residents - in relation to its cost - it is
socially desirable, but not profitable to supply.
These negative external perceptions do not contribute to the wider regeneration and
place making agenda of the strategy and policy documents presented above.
Holistic regeneration will support the core aims and objectives of local organisations
and agencies, helping to remove some of the barriers for longer-term investment by
the private sector, particularly the former Bus Park site.
Equity/Distributional Objectives
Government policy centres around sustainability – equity is a key element of this.
Major investment has been made in Camlachie through the new/upgraded housing
stock, with significant investment delivered in the future in regeneration and
development of adjacent areas – M74 Completion, Commonwealth Games, East
End Regeneration Route, Parkhead Cross and Clyde Gateway.
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Beyond the housing stock improvement, which generated significant positive
impacts, there is limited potential for local residents to benefit from these other
developments, without addressing the embedded deprivation and disadvantage of
local residents.
The proposals outlined in the Business Plan will provide a range of activities and
services focused on the needs and aspirations of local residents. It therefore
specifically addresses issues in relation to equality of access, and fair distribution of
opportunity across communities.
Response to Market Failure
Direct investment by public, voluntary and charitable organisations, to support the
holistic regeneration of Camlachie is an appropriate response to the market failures
and equity/distributional objectives outlined above.
Investment will generate impacts and benefits for local residents, but will also
improve the external perception of the area, providing valuable activities and
services that would not be delivered by the private sector.
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3. Economic Rationale
This section considers the economic case for holistic regeneration in Camlachie. It
considers socio-economic need and opportunity, outlines the options considered –
the preferred option and the discounted options. It also outlines impacts and
benefits associated with the project proposals, and concludes with the need for
future monitoring and evaluation to ensure that the preferred option meets the stated
aims and objectives.
3.1 Addressing Need and Opportunity
Despite considerable investment in the housing stock and major economic growth at
city, regional and national level over the past 10 years, the residents of Camlachie
have not seen any significant change in their economic fortunes, with the three
datazones that make up the area among the most deprived neighbourhoods in
Scotland. Unemployment is high, health is poor, and all the social problems linked
with deprivation and poverty is present.
The entrenched and persistent deprivation in Camlachie won‟t be solved overnight,
and can‟t be addressed solely by investment in physical infrastructure, facilities and
public realm alone. A wide range of interventions – from good childcare to effective
youth provision – are also essential.
Major effort has been made by key local stakeholders – the community (through the
CCG), the WSHA and the former GERA (now GRA). On their own, however, these
three are unable to fully address the range of issues and opportunities that would
deliver major change. There is a need for a broad cross section of stakeholders (at
the local, regional and national levels) to come together to deliver focused and
holistic regeneration.
With ongoing investment in adjacent project and programme activities, there is a real
opportunity now for residents, organisations and agencies to work together to deliver
lasting improvement, allowing the area‟s residents to fully play their part in
Scotland‟s economic growth and remove the need for sustained public sector
intervention.
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3.2 Options Analysis
In considering future area regeneration, the CCG were presented with a number of
options:
do nothing – the CCG, and its core partner agencies of WoSHA and GRA,
have identified the need for intervention in Camlachie, supporting the major
housing investment and creating a neighbourhood that is attractive,
sustainable and vibrant. The „do nothing‟ option will result in continuation of
the evident physical blight in the spaces and places in between the quality
housing stock. It will also fail to address the underlying social and
community issues that are identified by residents as having a profoundly
negative impact on their quality of life.
The do nothing option is therefore rejected as it does not meet the needs of
the area, and therefore the objectives of this Business Plan (as presented at
Section 2.1).
physical regeneration – the original objective in developing this business
plan was to address the need for physical regeneration and improve
connectivity into and around Camlachie. All of the consultation and survey
work with residents, agencies and organisations, however, identified a
broader range of issues that need to be addressed in tandem with physical
improvements, to create an attractive, sustainable and vibrant
neighbourhood.
Whilst physical improvement is critical in improving the area (particularly the
removal of dereliction and blight), on its own, it is insufficient. It is therefore
rejected as it does not meet the needs of the area, and therefore the
objectives of this Business Plan.
holistic regeneration to address issues and opportunities – there is a clear
case for holistic regeneration in Camlachie to deliver physical, social,
economic and community improvements, address core issues relating to
community cohesion and safety, generate opportunities to improve socio-
economic prospects for residents, improve their health and wellbeing, and
create fairer opportunities for future generations.
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This is the preferred option of the CCG as it fully addresses local needs,
opportunities and aspirations – creating a viable and sustainable
neighbourhood and reducing their long-term dependence on external
intervention.
3.3 Achieving Maximum Impacts and Benefits
The holistic regeneration of Camlachie, as described in this Business Plan, will
generate a wide range of impacts and benefits for different stakeholders, but
primarily for local residents.
Physical Impacts:
removal of blight and negative external perception by addressing the vacant/
derelict site at the northern end of the neighbourhood – the Burn Site –
which is currently a dumping ground for waste and fly tipping, as well as
being a focal point for antisocial/criminal behaviour, particularly alcohol and
drug misuse;
despite these issues this site is used as the main thoroughfare for residents
(including school children) accessing the facilities and services to the north
of the estate – Parkhead Cross, Forge, School, etc. The project will create a
new formal footpath through the Burn Site creating a safe well-lit access
route;
removal of the contaminated bund immediately outside the Camlachie
Community Learning Centre (less than 10 metres from the building‟s
entrance), opening the site up to further development opportunities (to
include provision for a new retail outlet);
creation of a new retail outlet within the Camlachie Community Learning
Centre site, allowing demolition of the existing shop building, which is
located in the last remaining unimproved housing block. This will remove a
highly visible internal sign of the „old Camlachie‟, but provide continued
access to a key local facility; and
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development of the central Camlachie Community Learning Centre site
would provide a bridge between the two parts of this divided community,
helping to bring them together physically and blurring boundaries.
Social Impacts:
a key aspect of the non-physical project activity is to address underlying
issues relating to crime, violence and antisocial behaviour – major issues
reported by residents (through the resident survey) related to safety and
perceptions of safety. In particular, there is a need to address factionalism
within the community relating to the ongoing divide to avoid further
generations being affected;
there have been recent changes in the ownership and management of the
Camlachie Community Learning Centre – in the past there was a perception
that the facility catered for certain sections of the community, with others
excluded. This is a critically important asset for Camlachie. To generate
greater community cohesion (see below) one of the key actions will be to
deliver a broader range of activities and services (targeted at members of
the whole community) to ensure greater value for money is achieved
through integrated public sector service delivery;
there is a need to address the cycle of deprivation and low aspiration in
Camlachie – this is confirmed through the SIMD and Community Health
Partnership Profile (see Chapter 4), and persists through failures to address
the underlying causes of deprivation and disadvantage; and
the CCG will work with a range of health service providers (public and
voluntary) to address embedded issues relating to physical health and
mental wellbeing as identified through the SIMD. Key areas of focus will
relate to alcohol, tobacco and other drug dependencies, increased
participation in sports, and improved mental health.
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Economic Impacts:
adopting a holistic regeneration approach is designed to create more
sustainable long-term benefits for people, reducing the financial cost to the
public sector. The recent Christie Commission12
reported that around 40%
of all public sector spending on services is accounted for by interventions
that could have been avoided through a preventative, rather than reactive,
approach. This holistic approach will also improve the efficiency of public
service delivery by reducing duplication and sharing services at the local
community level;
the approach will deliver a range of training and educational activities
targeted at adult residents to improve levels of skills and employment
prospects. There are a number of development projects in adjacent areas
(M74 Completion, Clyde Gateway, Commonwealth Games) that will create
new business and employment opportunities – it is important that
Camlachie‟s residents are fully equipped to take advantage of these;
improving the employment prospects of local residents will reduce the level
of dependence on employment and other benefits, with a particular focus on
addressing youth unemployment – at present Camlachie has a significantly
higher proportion of residents claiming benefits, 12% of residents claiming
Job Seekers Allowance, compared with a national average of 4.4% (CHP
Profile); and
by improving their employment prospects, there will be a greater level of
wealth and income amongst local residents, a high proportion of which is
likely to be spent in local businesses, thereby supporting the sustainability of
the retail, business and service sector in the East End of Glasgow.
12 Commission on the Future Delivery of Public Services, 2011 http://www.scotland.gov.uk/Resource/Doc/352649/0118638.pdf
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Community Impacts:
one of the critical impacts of the holistic approach must relate to the level of
cohesion across the community. There has been a long-standing divide
(going back several generations) that has persisted despite attempts by
local agencies through housing investment and local integration. The
specific activities to be delivered will need to be carefully considered and
designed, led by a specialist individual over a two year period.
The expected impact is to create cohesion between the different sections of
the community by addressing these entrenched divisions. Based on an
early intervention approach, a particular target group will be school-age
children, but this will need to be supported with activities targeted at adult
members of the community;
local control – the long-term aspiration is that the CCG is developed to a
point where it becomes the focal point for all local activity, with membership
(and support) drawn from across the whole community. The group is
relatively new (circa 15 months) but has already demonstrated high levels of
commitment and insight into the issues/opportunities for the area; and
the approach will generate greater capacity within the community as a whole
with a strong voice representing the needs of local residents, and identifying
future opportunities – working hand-in-hand with a range of public, social
and commercial enterprises. It will also improve the skills, confidence, and
capacity (i.e. potential) of individuals to take advantage of opportunities to
improve their own personal circumstances.
Qualitative and Quantitative Impacts
Detailed objectives, targets and outcomes will be developed for individual project
interventions against these themes. At this stage we can identify the following
quantified impacts:
hectares of derelict land upgraded;
metres of new footpath created;
1,200 residents having safer and better quality access route;
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20 core CCG members more involved in the planning and delivery of local
services, activities and facilities; and
1,200 residents benefitting from access to better physical health and mental
wellbeing through the general and specific improvements in the
neighbourhood.
In addition, there are a number of qualitative impacts and benefits are identified:
more efficient use of public sector resources through an integrated and
focused approach to local issues/opportunities, generating greater long-term
additionality;
less long-term reliance on state intervention and more self-reliance for local
residents;
increased skills and employment prospects for local residents;
improved prospects to attract and secure private sector investment in
commercial activity at the former Bus Park site;
greater use of the Camlachie Community Learning Centre (by time and user
volume) through delivery of more, and a broader range, of activities, facilities
and services;
local people have a greater awareness of the issues that affect them, and an
increased understanding of what can be done to address these issues;
local people have greater confidence in their own skills and ability to
influence the future of their communities; and
the CCG is an effective and inclusive group that reflects a range of
community voices, with an influencing role in local planning/decision making,
and a positive impact on the issues that concern them.
3.4 Monitoring and Evaluation
In taking forward the preferred option it will be essential for the CCG to have a robust
monitoring and evaluation framework in place against which the overall progress and
impact of the individual projects, and also the whole regeneration process, can be
assessed.
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The monitoring and evaluation framework must align closely with the stated
objectives of this Business Plan:
improve the physical appearance of key sites and facilities across
Camlachie through best use of existing facilities and resources, and
accessing new funding opportunities;
create cohesion across Camlachie by addressing issues of factionalism
between sections of the community;
address social issues that are affecting resident‟s quality of life through
improved access to existing social and community services; and
develop CCG as the key local body influencing, and where appropriate
leading, the regeneration process.
It must also align with the objectives and expected outcomes of funding and other
support partners. The final set of indicators will therefore need to be agreed once
projects are fully developed and partner input agreed, but are likely to be categorised
into the following types:
input indicators – these capture the public, private, voluntary and community
inputs to project implementation:
Core input indicators will relate to the financial spend made by partners in
implementing project activity, with the aim of tracking this spend and
providing regular monitoring reports. Not all input will be financial so the
Monitoring Framework should also make allowance for in-kind contributions
by monitoring the time input of CCG members, volunteers, partners and
others;
activity indicators – these describe the scale and nature of the activity
undertaken:
Activity indicators measure what is actually delivered i.e. what funding
partners are buying for their money. These will relate to physical (e.g.
hectares of land improved, km footpaths created), social (e.g. number of
activities and events undertaken, hours of support/advice/training provided)
and community activities (e.g. number of events, number of CCG meetings).
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There will be a need to monitor change in the level of participation and
number of activities/events, to demonstrate that the project has made a
positive difference;
output indicators – these capture the intermediate benefits of project activity:
Output indicators measure the intermediate outputs achieved through the
project, leading ultimately to final impacts. Outputs could include number of
residents participating in activities/events/training, instances of antisocial
behaviour, crime reports, etc; and
impact indicators – these are the ultimate benefits of the project:
Impact indicators measure the longer term benefits that are expected to
occur in Camlachie. The process of setting outcomes will help the CCG to
identify what they think will happen as a result of the holistic regeneration
process. Potential indicators could include:
o an increase in the number of residents involved in community life
o a reduction in the number of residents reporting fighting and
antisocial behaviour as major dislikes
o a reduction in the number of residents reporting that there are
major obstacles that stop the community coming together as one
o an increase in the number of residents in employment, and
consequent decrease in those on employment/incapacity benefits.
Based on the Scottish Government‟s outcomes focused approach, the CCG will
need to develop and agree outcome indicators and targets with project funders as
the project is developed in more detail. This should include economic and social
impact analysis13
to provide a baseline, set realistic targets and allow monitoring of
future change.
13 Economic Impact Analysis (EIA) and Social Return on Investment (SROI).
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4. Feasibility and Viability
This section considers the feasibility and viability of delivering the preferred option –
holistic physical, social and community regeneration. This sets the context within
which project activity will be delivered, outlines community aspirations and critical
success factors, and considers key risks/liabilities.
4.1 Area Context
At the city level there is considerable inequality between Glasgow‟s neighbourhood,
recording the highest level of disparity in Scotland (5th in the UK) with 22 percentage
points between the highest and lowest Job Seekers Allowance rates across the city.
This is also replicated for skills levels with Glasgow having one of the highest levels
of residents who are degree qualified (10th in the UK), but at the same time having
one of lowest positions for the number of residents with no skills (7th in the UK).
In 2009 the city recorded the 2nd
highest welfare bill per head of population in
Scotland (9th highest in the UK) at a cost of £3,138 per annum for every resident,
and accounting for almost one quarter of the city‟s total estimated income. Welfare
reforms are forecast to remove a significant proportion of disposable income for
families that are dependent on benefits – Glasgow is projected to be the 2nd
hardest
major city in the UK for loss of consumer spending.
Camlachie is located in the East End of Glasgow, adjacent to Celtic Park‟s football
stadium at Parkhead. It is a neighbourhood of around 700 houses and 1,200
residents, with many having lived there for a long time – 58% of community survey
respondents have lived in Camlachie for over 11 years, and over 10% for over 50
years.
There is a strong sense of community, but a split between the northern and southern
portions of the neighbourhood. This fraction has persisted for many years and is
passed on through the generations, with the result that some residents are (or feel
that they are) unable to venture into the some parts of their neighbourhood.
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As reported earlier, the datazone that makes up the majority of Camlachie is
identified as the single most deprived area in Glasgow, shifting from position 6th to 1
st
position between 2006 and 2009 – the recent economic recession and decline in
public sector resources is likely to have a continuing negative influence on the areas‟
performance.
While no single indicator scores the number 1 position, the combination of high
scoring domains combines to create an overall position of disadvantage and
deprivation. In particular the core themes of the holistic regeneration approach
score particularly high:
employment domain deprivation – 3rd
highest in Scotland;
income domain deprivation – 6th highest in Scotland;
heath domain deprivation – 4th highest in Scotland; and
education/skills/training domain deprivation – 9th highest in Scotland.
The „crime domain‟ is ranked as 143rd
highest in Scotland, but anecdotal evidence
from community members is that incidents are rarely reported to the police,
recording an unreliably low score.
Overall 65% of residents are classified as „income deprived‟ compared with a
national average of 15%; 51% are classified as „employment deprived‟ compared
with a national average of 12%. With the exception of „geographic access‟ the other
six domains fall within the 15% most deprived datazones in Scotland, and have
remained there for some time.
The Scottish Public Health Observatory14
provides profiles that allow users to
understand the health and related performance of small areas, thereby supporting
better decision making. Appendix 1 provides a spine graph for the Parkhead West
and Barrowfield area, which corroborates the SIMD data. Of the 45 indicators, 37
record scores that are significantly worse that the national average, with only two
indicators recording scores that are significantly better (relating to access
deprivation, and hospitalisation after a fall in the home).
14 www.scotpho.org.uk
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The analysis shows a wide range of economic and health issues facing residents of
Camlachie:
male life expectancy is almost 15 years lower than the national average,
with residents three times more likely to be hospitalised from alcohol
conditions and four times more likely from drug conditions; death by suicide
is almost three times higher than the national average;
residents are four times more likely to claim Incapacity Benefit and Severe
Disability Allowance, with older residents over twice as likely to claim
Pension Credits, with residents being over three times more likely be income
deprived and/or employment deprived;
school attendance rates are significantly lower than the national average at
both primary and secondary levels;
crime rates, and the prisoner population, are around four times the national
average, with residents over four times more likely to be hospitalised after
an assault; and
almost twice as many expectant mothers smoke during pregnancy, with
breastfeeding at around 40% of the national average and teenage
pregnancies over twice the national average.
There is therefore a clear need for holistic intervention on the part of the public
sector, supported by significant input and effort from the community to address the
underlying issues that create this level and scale of deprivation and record of poor
health. The opportunity is to improve the prospects of residents through a wide
range of project activities and supporting infrastructure to allow them to fully
participate in (and contribute toward) the future economic prosperity of Scotland.
There is a particular opportunity to work with school-age and younger residents to
ensure that the poor economic and health record of Camlachie‟s residents are
addressed for future generations.
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4.2 Community Need and Aspirations
To give a clear understanding of the needs and aspirations of Camlachie‟s residents,
a community survey was undertaken. A detailed analysis is provided at Appendix 2;
the key results can be summarised as:
the majority of residents are very or fairly satisfied with Camlachie as a place
to live in – 79%;
key „likes‟ include the quality of housing, having family/friends nearby, and a
general sense of community spirit;
key „dislikes‟ include crowds and traffic on football match days, and issues
relating to gang/fighting;
the key „priorities‟ that would improve Camlachie include more activities/
events, addressing antisocial behaviour, and improving the physical
environment;
almost three-quarters reported obstacles that stop the whole community
coming together – largely driven by fighting/antisocial behaviour and the split
between the two parts of the community; and
there is support for development/improvement of the four identified sites –
the Burn, Camlachie Community Learning Centre, Bus Park and Dovecot
sites.
The findings of the survey support the proposed holistic approach to activities and
interventions, as described in this Regeneration Business Plan.
4.3 Critical Success Factors
In considering what is expected to be change as a result of the holistic regeneration
of Camlachie, a number of critical success factors can be identified
commitment from the CCG in seeking to address the underlying issues of
deprivation, as reported through the SIMD;
commitment from the community to address divisions and achieve cohesion;
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commitment from WSHA as the key local agency with a strong stake in the
successful regeneration of Camlachie;
commitment from other public, private and social enterprise organisations
through provision of funding, time and skills; and
focused and sustained input from a wide range of stakeholder partners,
through a holistic framework approach; and
support from the wider community to participate in the process, and adopt a
positive view of the potential for change in Camlachie‟s future.
4.4 Risks and Liabilities
With any project there are inevitably risks. The risks for the holistic regeneration of
Camlachie are identified in the table over. Each risk factor is described with its
potential effect, evaluated using probability/impact, and awarded a risk level (green,
amber or red). Consideration is then given to mitigating action(s) that would offset or
reduce each identified risk.
The risk analysis output takes the form of a high level risk register and traffic light
report, which can be updated and re-scored by CCG (and partners) as the project
develops.
Risks are scored for probability and impact, both with a maximum score of five
points, indicating high risk15
. The risks are then ranked as follows:
green – overall risk score of between 1 and 5;
amber – overall risk score of between 6 and 12; and
red – overall risk score of between 15 and 25.
In total nine risks are identified – one green, five amber, and three red. This level of
risk should not be unexpected in the early stages of a highly ambitious project.
This risk table should be monitored and reviewed regularly by CCG to address any
major change against individual risk items. Additional risks should be added as
individual project activities are further developed.
15 Possible scores are: 1, 2, 3, 4, 5, 6, 8, 9, 10, 12, 15, 16, 20, and 25.
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Risk Analysis
Risk Risk Heading Description Risk Effect
Probability (P)
Impact (I)
P x I Score
Risk Level Mitigation
1 Strategic Support
Unable to secure support from all/some key partner organisations
Unable to deliver the holistic approach
2 5 10 Amber Develop strategic support by demonstrating impacts/benefits
Work with those partners that are willing/able to participate
2 Community support
Unable to secure support from local residents to the holistic process
Some residents do not participate in the process, and therefore continue embedded negative behaviours
2 5 10 Amber Develop community support by demonstrating impacts/benefits
Work with those residents that are interested
Report progress on a regular basis, to generate interest from others
3 Capital/ Revenue Funding
Unable to secure full funding package
Less activities, longer timescale or smaller/lower value projects
3 3 9 Amber Clear communication with funders
Strongest possible business case
Undertake individual project elements as funding available
Level of risk will be clarified once potential funders identified
4 Project Cost Control
Increase in costs after funding agreed but before/ during delivery
Costs exceed limit of agreed budget
1 5 5 Green Accurate/detailed cost plan
Only start projects where costs are fully detailed
Clear project specification to delivery agents
5 Individual Project Failure
One, or more, individual projects fail to achieve expected benefits
Long term impacts based on holistic approach, so failure of one individual projects will not necessarily lead to overall failure
2 3 6 Amber Closely monitor individual projects
Take immediate remedial action
Consistent communication with funding/delivery partners, event where results are negative
6 Delayed Start
Unable to start project delivery as expected
Raised aspirations and expectations of community will be dejected
3 4 12 Amber Don‟t raise false expectations on when works will start/finish
Early communication with residents about reasons for any delay
Regular communication with residents about other activities
7 Capacity and Experience
Limited capacity and experience of CCG to plan and manage the works
Capacity/skills of CCG developed over time, with CRP/WSHA providing critical leadership at initial stages
3 5 15 Red Develop clear plan of action to develop the capacity of CCG members, to include training and skills development
CRP/WSHA to provide back-up support over the longer-terms to ensure continued progress
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8 Project Management
No funding is available to retain the services of the Community Development Officer
The CCG is not given support to develop sufficient capacity to lead future projects, continuing long-term dependence on the public sector
4 5 20 Red Submit grant funding applications to potential sponsoring bodies for the critical two year starting period
Identify the priority associated with this post to all sponsoring organisations
9 Community Divisions
Project delivery raises tensions that have not surfaced for some years
Historic divisions become the focus of people‟s attentions, diverting away from the regeneration efforts and putting the whole project at risk
4 5 20 Red Specific projects and initiatives designed to create community cohesion
Learn from best practice elsewhere across the UK from places that have successfully addressed divisions
CCG to maintain a positive approach and united voice
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5. Management Approach
Management is built around developing the skills and capacity within the Camlachie
Community Group to lead the long-term regeneration of their neighbourhood. The
longer-term intention is that the CCG develops into a formal Development Trust.
Examples of the work of other Development Trusts is presented at Appendix 3.
The CCG will be supported through the establishment of a Camlachie Regeneration
Partnership, which will co-ordinate activity between the various agencies,
organisations and individuals to ensure that maximum impact and benefits are
generated through the holistic regeneration process.
5.1 The Delivery Strategy
Our Regeneration Business Plan presents the case for a sustained co-ordinated
action, led by the community, to the transformation of Camlachie over a ten year
period, with a focused two year programme of intensive development by a range of
public sector partners through an integrated delivery approach. The following
Delivery Strategy is designed to support implementation of the Business Plan.
Step 1: The Camlachie Summit to be held in the Camlachie Community Learning
Centre (November 2011)
The outcome of the Summit will be discussion of the Business Plan and agreement
on the exact nature and requirements of the two-year programme of intensive
development. The Summit will mark the start of this two-year period. It will be
hosted by the CCG and will seek the participation of all relevant agencies and
organisations.
It should be externally facilitated and structured to;
build a common understanding of the rationale supporting the need for a
two-year intensive period of development;
review examples from elsewhere across the UK;
Camlachie Regeneration Business Plan
42
review work to date from different partner agencies – considering
successes and failures, and the reasons behind these;
identify critical gaps (in both subject area and partner engagement);
build consensus from public sector partners to working through an integrated
service delivery approach;
lead to an agreement of the roles and responsibilities of each partner; and
development of an agreed, detailed work programme with clear milestones
and targets drawing on this Regeneration Business Plan.
In advance of the Camlachie Summit, it is proposed that the CCG establishes
connections between its community leaders (and their agency partners) and other
areas across the UK that have successfully embraced a similar regeneration
process. There is a need for early discussion with the CCG to agree the most
appropriate places.
Following the Camlachie Summit, the CCG will draw up a partnership agreement
that will be signed and adopted by all partners. This will form the detailed basis for
all work going forward. This partnership agreement will establish a process of
quarterly review meetings of a new Camlachie Regeneration Partnership, chaired by
the CCG, to co-ordinate all project activities. The suggested membership of this
partnership is outlined at Section 5.6.
The Camlachie Summit will be re-convened in November each year to review
progress and plan for the year ahead. This timing is directly linked to planning for
annual budget cycles to ensure all partners can resource and commit their continued
involvement.
Step 2: The two-year intensive development period (November 2011 to November
2013)
These two years will see the full range of partner agencies developing their roles,
responsibilities and projects as set out in the partnership agreement. This work will
be co-ordinated by the Camlachie Regeneration Partnership at the quarterly
meetings, to which all partners will commit.
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43
These two years will see each partner developing their projects with an eye to „early
wins‟ to build confidence and a strategic approach for the 10 year period proposed in
this Business Plan. This intensive development stage will see revenue and capital
funding applications worked up and submitted to support this strategic approach.
The other key activity over this intensive two year period is to develop the
confidence, capacity and skills within the CCG. This work will be focused through
the Development Trust approach (as outlined at Section 5.3), with an agreed
programme of steps.
Step 3: Ongoing Delivery Plan (from November 2013 to 2021)
The outcome of the third, Camlachie Summit to be held in November 2013 will be to
review the achievements of the intensive two-year period of development and plan
ahead for the longer-term strategy delivery. Funds will be in place to support this
approach by this point and each partner will have clear strategic objectives for their
work in the area.
The Camlachie Regeneration Partnership will have made significant progress across
all themes – physical, economic, social, and community. The Development Trust will
be fully functioning with a wide membership base and a range of working groups will
be progressing project related activity across the area.
Relationships will have been formed based on trust and shared commitment.
Everyone‟s roles and responsibilities will have been developed and put into practice
on the ground. This maturing partnership will be in a position to identify the strategic
issues for the next 10 years and put work programmes in place to ensure these are
tackled effectively. Crucially, the Development Trust will have identified income
generating social enterprises and developments (the coach park site for example)
that can bring a degree of financial sustainability to the regeneration work.
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5.2 Key Issues
The work of the Camlachie Regeneration Partnership will focus on positive projects
to support and encourage residents to contribute to their community, building
capacity within the CCG. These positive projects (and the work of the Partnership)
will focus on building trust between agencies and local people and addressing
divisions within the community,
Social, economic and community project priorities will include: youth development
projects of all types, development of social enterprises, delivering local services and
offering employment/training opportunities, projects that improve health/skills/
learning of local people, and projects that address the community divide.
These project efforts will be supported by the physical regeneration projects (as
highlighted earlier) as tools to help build a stronger community – the Burn Site, the
Camlachie Community Learning Centre Site, the Dovecot Site, and the former Bus
Park Site.
The Burn site in particular is a critical early project that will establish the intent of the
group, demonstrate the commitment of partners, and build confidence within the
community. This is particularly important as it will help to build strong links with local
schools as it is the main route taken by school children.
The other core physical issue for the two-year intensive period of development is the
aim to restore the Camlachie Community Learning Centre to community
management by November 2013, and to attract a broader range of services/activities
that will be used by all sections of the community. This will be the single best
barometer that the work in the area is making progress.
5.3 Preferred Organisational Structure
By November 2013 the CCG will be a strong, thriving and dynamic company leading
the regeneration of their area. They will have a legal structure that will enable them
to raise funds, develop and implement projects that meet local needs, create
employment, and run social enterprises to benefit their community.
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45
This transition from an unincorporated group of willing volunteers to a legally
incorporated Development Trust and Social Enterprise will be a main theme of the
intensive two-year period of development. Founding members of the CCG will draw
inspiration from the Renton Development Trust who they visited earlier this year.
The Development Trust will operate an open membership policy attracting
widespread engagement and participation from across the local community. There
will be working groups advancing projects developed during the two-year intensive
period. The Membership will elect local directors from within their numbers to serve
on a board of management supported by key partner representation.
During the two-year intensive period of development the CCG will build the trust,
skills and capacity of local people to participate at all levels of the new Trust. This
work will target training and skills development in the key project areas (e.g. youth
work, drugs and alcohol abuse, community mediation, community care and
project/business development).
During the transition period to November 2013 the Camlachie Regeneration
Partnership will foster the development of the new Development Trust. Local
residents, supported by officials from the partner organisations, will chair the
Partnership from the outset. Leadership of this new Partnership will incorporate the
different groups within the community, giving a clear signal of the central purpose of
this work – to build a strong community working together to make good projects
happen in their area.
5.4 Developing a legal structure
The CCG should engage with the Development Trust Association Scotland who is
able to deliver structured training and support using their start up toolkit “Establishing
an effective structure for a successful development trust”.
It is anticipated that the Development Trust will be a company limited by guarantee
with charitable status. This will be the „parent company‟ and the main organisational
and fundraising vehicle for the community. The Development Trust will be
constituted to raise funds (see section 6.2) from the public, private and charitable
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46
sectors. In the medium to longer term this parent company can employ dedicated
development workers to advance the regeneration plans.
It is further anticipated that the parent Development Trust will have the power to
establish wholly owned trading subsidiaries as social enterprises, and the ability to
set up freestanding groups where appropriate (an example may be a dedicated
health project).
The training and support process offered by the Development Trust Association will
guide the CCG on this journey.
5.5 Resourcing the Camlachie Regeneration Partnership
The Camlachie Regeneration Partnership must have the highest level of political
support both within the City Council and the Scottish Government. Local Councillors
and the MSP should be actively involved and attend the quarterly meetings.
In advance of the Camlachie Summit in November 2011 the following actions should
take place:
a presentation of this Regeneration Business Plan should be made to all
potential partners by the EKOS team;
an Awards for All application around the community development work and
preparation for the Camlachie Summit (including core consultancy support);
identify examples and open up dialogue with other communities that have
successfully addressed divisions;
in advance of the above, all potential partners should review their position on
the resources they can commit during the two-year intensive development
period and especially revenue/development funding that can be committed
in advance given the scale and importance of the work ahead. This will
allow an integrated service delivery approach;
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it is critical that the Community Regeneration Officer (seconded through
Glasgow‟s Regeneration Agency) continues to work with the CCG, in
particular to support discussions with Lottery funders re the potential for
substantial support over the two year period ahead (asset, youth and sport
themes and 2014 fund). This may require grant funding applications to
resource this post, which is particularly critical over the first two years; and
GRA and WSHA should work with the CCG on all preparation issues for the
Camlachie Summit in November 2011.
The details of resourcing the Camlachie Regeneration Partnership will be a major
theme of the Camlachie Summit in November 2011. For Step 2: The two-year
intensive development period (Nov 2011 – Nov 2013), it is envisaged that agencies
will bring existing resources to this partnership approach, prioritising this project
within their own work plans. This intensive development stage will see revenue and
capital funding applications worked up and submitted to support this period and
beyond 2013.
The work will be co-ordinated by a specially appointed Camlachie Regeneration
Partnership Manager. In the first instance this will be a secondment from an existing
partner organisation. Initial approaches have been made to Glasgow‟s
Regeneration Agency and the West of Scotland Housing Association as the lead
agency partners in this Business Plan.
5.6 The Partners
This is the opportunity for partners to step up to the mark, be part of something
different and essential for this community. It will be about setting a new agenda and
in some cases a new way of working with communities. The Summit in November
2011 will be the opportunity to listen to this community, review what can be done
differently to achieve greater impact, and develop a work programme that will move
things forward to everyone‟s benefit.
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It is proposed that the Camlachie Regeneration Partnership will grow from the
current Camlachie Community Learning Centre Partners Group – this group meets
regularly to review progress on area regeneration, and is currently made up of
members from:
Glasgow‟s Regeneration Agency
Glasgow Life
Clyde Gateway
West of Scotland Housing Association
Elected Members
Strathclyde Police Violence Reduction Unit
Faith in the Community Scotland
New partners to be added should include:
Celtic Football Club
Glasgow City Community Health Partnership
Debt counselling (West of Scotland Housing Association)
Glasgow‟s Regeneration Agency – childcare service
Glasgow‟s Regeneration Agency – youth services
John Wheatley College – Higher Education services
Development Trust Association Scotland
The CCG will chair the new Regeneration Partnership (supported by Michael Reilly
from GRA) and will look to involve other existing community groups such as South
Camlachie Youth Project and the new MSP.
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5.7 The Work Programme
This section presents an outline work programme for the intensive two year
development period. It is based around each of the holistic themes – physical,
economic, social and community.
This table is provided as an outline summary that should be presented to the
November 2011 Summit partners, where a final programme will be agreed.
Action Timing Who Milestone
Pre
November
2011
Summit
Presentation of the Business
Plan to all potential partners
Jun „11 EKOS + Alan
Caldwell
Commitment to
move forward
Prepare and submit Awards for
All application for one day
Summit funding
Jun „11 GRA / WSHA Development
funding for
organisation of
event
Prepare (and start to implement)
capacity building plan with CCG
to chair Regeneration
Partnership meeting
Jun –
Oct „11
GRA / WSHA CCG ready to
chair Summit
Initial discussions with BIG
Lottery
Sep „11 GRA / WSHA Initial engagement
with BIG Lottery
Planning and development for
Summit
Jun –
Nov „11
GRA / WSHA Summit papers
issued to partners
November
2011
Summit
Hold Camlachie Summit:
Development resources to be
defined at Summit
Nov „11 CCG / CRA /
WSHA
Camlachie
Regeneration
Partnership (CRP)
launched
Prepare partnership agreement
following Summit
Nov „11 CRP Detailed work plan
for CRP prepared
Hold follow up meeting with BIG
Lottery (and other funders) to
discuss implementation of
partnership agreement
Nov „11 CRP Clarity on funding
applications
Partnership agreement signed
by all partners at launch
ceremony in Camlachie
Nov „11 CRP Launch of the
work programme
for the CRP
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Action Timing Who Milestone
Post
November
2011
Summit
CCG develop training and
development plan with
Development Trust Association
Scotland
Oct –
Nov „11
CCG Complete the training
and development
plan
CRP prepare detailed work
programme based on
partnership agreement to
include, physical, economic,
social and community projects
Nov „11 CRP Work programme
published
CRP co-ordinates funding
applications to the BIG Lottery
(and others)
Nov ‟11
- Apr
„12
CRP Wide range of
funding applications
submitted to support
work programme
Project development and
delivery begins under each of
the four themes (as defined at
the November 2011 Summit)
Jan ‟12
onward
CCG / CRP Burn Site priority
project begins on site
New Development Trust legally
constituted
Jun „12 CCG Development Trust
established to lead
CRP approach
November
2012
Summit
First major review of progress
against key themes:
CCG / CRP delivery structures
Project activities
Contribution to objectives
Impact assessment
Nov„12 CRP First Annual Review
published and
direction set for Year
2
Re-commitment from partner
agencies to Year 2 support
Nov „12 CRP Capital/revenue
commitment secured
November
2013
Summit
Landmark review of 2 year
intensive period to include
analysis of further input
requirements
Nov „13 CCG Second Annual
Review published an
direction set for
period 2013 -2021
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6. Financial Review
This section provides an outline of the costs and potential funding sources.
6.1 Project Costs
Delivery of the projects, activities and initiatives are not expected to be financially
expensive for partner agencies, but will be resource intensive from across a range of
partners – local community, public and third sector organisations.
Costs are presented in outline form at this stage and will need to be fully quantified
through rigorous analysis at the detailed design stage. We have estimated around
£1 million to deliver the first two priority projects, which we would expect would be
largely funded through external grant sources (see Section 6.2).
Physical Projects – Outline Costs
Description Est Cost (£k) Timescale
Upgrade and environmental improvement at the Burn Site to create safe access route
To be costed in detail, but estimated a c. £1m for the first two priority projects
Year 1
Remove bund, environmental improvements and develop new facilities (sports pitch, play, housing, retail and leisure) at the Camlachie Community Learning Centre Site Year 1-2
Upgrade and environmental improvement at the Dovecot Site, and create focal entry point for Camlachie Year 2-3
Commercial development at the Bus Park Site Year 4-5
The social, economic and community projects will be developed in detail at the
November 2011 Summit, but are likely to include the following examples:
social project activities – creating community cohesion, improving safety and
security, and improving physical/mental health. Project examples might
include: cycle to school initiative, debt services, drug/alcohol dependency,
violence reduction initiatives, etc;
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52
economic project activities – addressing inequality by improving
employability through skills and learning. Project examples might include:
supporting access to education, skills/training programmes, employment
support programmes, and work placement opportunities; and
community project activities – developing local capacity within CCG to take
control longer term. Project examples might include: addressing community
divisions through reconciliation activities, capacity development and training,
job shadowing, and community events/activities.
The activities described above are provided as initial examples – they need to be
built upon and developed in detail through consultation with potential delivery
partners, based on realistic expectations of funding availability. For maximum effect,
the approach should seek to access and build upon existing service delivery, tailored
to meet local needs/issues, and integrated into the holistic approach.
6.2 Funding Options
This section provides a brief overview of potential funding sources to deliver holistic
regeneration project activity in Camlachie. Further advice on funding opportunities
should be taken from Glasgow City Council.
A cocktail of funding will be required to meet the total costs of individual projects,
with potential funders needing to be convinced that there is strong community
support, delivering long term impacts and benefits that can be sustained after the
initial investment period.
This section excludes funding from potential partners where they do not have
specific grant funding sources e.g. Clyde Gateway, GRA and WSHA.
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6.2.1 Priority Funding – Big Lottery
The Big Lottery Fund in Scotland has a number of current funding programmes that
will be highly relevant to the holistic regeneration efforts of the Camlachie
Regeneration Partnership including:
Realising Ambition
Improving Futures
Investing in Ideas
Life Changes
Investing in Communities
Growing Community Assets
Supporting Family Life
Awards for All
2014 Communities
It is recommended that an early meeting is sought at a high level within the Lottery
and involving elected members and the MSP to discuss the potential of BIG lottery
funding through this Business Plan to the work of the Camlachie Regeneration
Partnership.
One of the core funding opportunities from Big Lottery is likely to be the Growing
Community Assets Fund, part of the Investing in Communities Programme. This is
about communities having more control and influence over their own future through
ownership of physical assets – sites and buildings. This will be particularly important
for delivery of the Burn Site and Camlachie Community Learning Centre Site
physical development projects.
The focus is on supporting communities to take ownership and long-term
management of local assets to address local needs or inequality.
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To secure funding all of the following outcomes need to be addressed:
communities work together to own and develop local assets;
communities are sustainable and improve their economic, environmental
and social future through the ownership and development of local assets;
communities develop skills and knowledge through the ownership and
development of local assets; and
communities overcome disadvantage and inequality through the ownership
and development of local assets.
Grants of between £10,000 and £1 million can be applied for. Funding can be
provided for five years and can meet up to 100% of project costs.
6.2.2 Other Major Capital and Revenue Opportunities
Social Enterprise and Asset Development Funding
There are an increasing number of social enterprise and asset development funders
that focus on supporting communities that wish to take a more enterprising
approach. This is a likely possibility to support development of the Camlachie
Community Learning Centre site (e.g. the retail unit) and as specific social
enterprises (childcare, ground maintenance etc) begin to take shape), and in the
longer term might be appropriate for development of the former Bus Park site.
The Development Trust Association Scotland and SENSCOT would be the first
points of call to enquire about such funding opportunities.
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Wider Action Fund
The criteria for Wider Action funds (available from Glasgow Housing Association)
focuses on four areas:
working lives;
healthy lives;
young lives; and
community lives.
Project activity fits under each of these themes, therefore initial discussion will be
required with GHA to identify the most likely opportunities.
This fund gets allocated quickly, and if there was a choice to be made between this
and GHA‟s Area Committee Fund (see below), then the latter may be a more likely
funding source.
GHA Area Committee Fund
Glasgow Housing Association‟s Area Committee funds are a relatively new source of
funding. To date all of the project requests have been environmental in nature.
There is a need for an initial discussion with GHA to identify the level and type of
support that may be available.
As part of the process GHA will wish to liaise with CCG to understand and ensure
that residents are supportive of the regeneration proposals and that the funded
activities will be valued and used by them.
Glasgow City Council – Area Committee Funds
Glasgow City Council also has an Area Committee Fund which aligns well with the
aims and aspirations of the CCG.
There will be a need for discussion and dialogue with the Council‟s Partnership and
Development Section to identify likely funding opportunities.
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The following should be noted about the fund:
it supports developmental projects – for example, projects that promote
community activity, short-term/pilot projects (including staff costs), provide
new equipment/materials for local organisations, environmental
improvements;
most applicants are expected to make a contribution towards the cost of
their proposal (cash or in-kind);
proposals are more likely to be supported if it can be shown that they reflect
the Council‟s priorities and the CCG has secured additional funding from
other sources; and
applications will be evaluated through an assessment of potential impacts
and risks associated with the project.
There is no set upper limit to the grants available although awards are fairly modest
given the overall allocation, and maximum awards are generally in the region of
£10,000. Applications are considered by Area Committees which normally meet
every six weeks.
Celtic Football Club
Celtic Charity Fund was officially registered as a charity in 1996 and has the
following aims:
to raise funds and support specific areas of charity work, selected each year
by Celtic Football Club; and
to uphold and promote the charitable principles and heritage of Celtic
Football Club.
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The Fund has three principal and three subsidiary areas of support:
principal areas:
o charities in support of children‟s needs
o community action on drugs
o projects that develop and promote religious and ethnic harmony
subsidiary areas:
o supporting the homeless
o helping the unemployed
o support and research for projects aiding the affliction of illness,
famine and innocent families within the areas of war
With the exception of the third subsidiary aim, there is a strong correlation between
the Celtic Charity Fund and the aims/objectives of this Regeneration Business Plan.
The Fund has two application rounds each year with deadline for submission of
formal grant applications on 30th June and 31
st December. This is a competitive
bidding process with the value of applications exceeding the level of available funds
– projects are selected on the basis of fit with the principal and subsidiary areas of
support. Applicants are advised within eight weeks of the closing date.
There are no minimum or maximum levels of award, but it is a relatively small fund
so average awards tend to be in the region of £1,000 to £3,000.
The Robertson Trust
The Robertson Trust provides financial support for charities as defined by the Law of
Scotland. This enables Trustees to donate to a wide range of charitable objectives
and activities, which take place in, or have a direct impact on, Scotland.
Priority areas for support include health, care, education and training, and
community arts and sport. A further category for support focuses on strengthening
local communities. Overall priority will be given to those projects and posts which
relate to direct service delivery.
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The Main Donations programme comprises revenue donations in excess of £5,000
and capital donations of between £10,000 and £100,000. Revenue grants rarely
exceed £15,000 a year and may be for core or project funding for a maximum initial
period of three years. Capital donations will be for a maximum of 10% of the total
project cost.
There is a formal application process – for the Main Donations, there is a rolling
programme for applications with recommendations made to the Trustees six times a
year.
Henry Duncan Awards
This funding source is part of the Lloyds TSB Foundation for Scotland with
registered charities that have an annual income of less than £500,000 able to apply
for funding. Applications are invited for projects that are clearly focussed on
improving the quality of life for people who are disadvantaged or at risk of becoming
disadvantaged.
Applications need to address one or more of the following issues: Behaviour,
Drug/Alcohol Misuse, Retirement/Old Age, Lack of Employability, Homelessness,
Illness and Poor Health, Lack of Equality, Poverty, Physical/Emotional/Sexual
Abuse, Lack of Youth Provision, Challenging Family Circumstances, Mental
Health/Challenging Behaviour, Community Segregation/Territorialism, Lack of
Parenting Skills, Debt, and Disability. These areas clearly fit with the proposals
outlined in this holistic regeneration plan.
Projects require to demonstrate that they will make a difference to people‟s lives –
improving support for at risk groups, reducing isolation, improving community
cohesion, improving health and well-being, etc.
The following points should be noted:
pre-submission advice and information on programmes is available in
advance of making an application;
support is available for established services/projects as well as new
initiatives;
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funding for salaries/core costs/running costs is available;
funding is available for small capital projects with a total cost of less than
£20,000 such as equipment, minor refurbishment, fixtures and fittings;
there is no minimum or maximum sum you can apply for, but the average
size of award is likely to be around £6,000 to £7,000;
closing dates for applications are set in line with the Trustees meetings
which will take place in February, April, June, August, October, and
December each year; and
there is a three-month period between the relevant closing date and a
decision being taken on applications.
Biffaward
Biffaward is a multi-million pound fund that helps to build communities and transform
lives by awarding grants to community and environmental projects across the UK.
The Main Grants – Community Scheme award grants of between £5,000 and
£50,000 to projects that provide or improve community spaces, cultural facilities and
places for outdoor recreation.
The scheme supports a range of activities including building projects that need
improvement in order to increase the range of services on offer to the local
community, ensuring everyone has access to high quality local community facilities.
Funding cannot be used for help an existing facility meet the requirements of the
Disability Discrimination Act.
Groups need to find a third party contributor(s) to provide 10% of the grant that is
being applied for. An expression of interest from requires to be completed.
Camlachie is eligible for the Community Scheme grant award, with three Biffa
operations within the required 10 mile radius (Pinkston Road, Clydesmill Industrial
Estate and Twechar Works).
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6.2.3 In Kind Support
In addition to the specific capital and revenue grant funding sources described
above, there will be a need for in-kind support and assistance from a range of
organisations, together with allocation of capital/revenue budgets to maximise the
impacts and benefits (additionality) that project activity can generate.
In particular, early and ongoing discussion will be required with the core partner
agencies, as described at Chapter 5 – Glasgow City Council, GRA, WSHA, Clyde
Gateway, Strathclyde Police, John Wheatley College, Faith in the Community, Celtic
FC, Glasgow Community Health Partnership, and Development Trust Association
Scotland.
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7. Conclusions and Recommendations
This Regeneration Business Plan was prepared for (and in conjunction with) the
Camlachie Community Group (CCG) to reflect the major investment in the area‟s
housing stock, but the quality of the spaces and places in between the houses. The
aim is to improve the quality of the public spaces to match the excellent standards of
the private housing spaces.
The commission started with background familiarisation including a walk around the
area with members of the community, followed by consultation with key
organisations and individuals and a resident survey. Throughout the process the
CCG has been involved in the Business Plan development process through
feedback at community meetings.
From this analysis, the physical opportunities and priorities are clear – the two key
project areas are the Burn Site and development of the area around the Camlachie
Community Learning Centre, to include a new shop, housing and play. The Centre
is a key feature in achieving sustainable regeneration in Camlachie. It must become
the focus for all activity, bringing the community together to create cohesion and
address the entrenched divisions.
The review also identified a wider need and opportunity around the social
regeneration of Camlachie to create a cohesive community and remove the barriers
that affect quality of life for many residents.
On a wide range of physical, social, economic and community indicators, Camlachie
is one of the most deprived neighbourhoods in Scotland, with the datazone that falls
entirely within the neighbourhood being the single most deprived area in Scotland
(SIMD). Although there has been investment in the housing stock, and ongoing
regeneration in other major developments, all of the problems linked with deprivation
and poverty remain.
The work of the CCG, supported by the Camlachie Regeneration Partnership must
be seen as the highest priority by a wide range of stakeholder partners, particularly
public service providers.
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The juxtaposition of Camlachie with the regeneration efforts for the 2014
Commonwealth Games (particularly the adjacent Velodrome development)
reinforces the need for urgent action and also sets the timescale for the intensive
two-year development period.
There is therefore a good opportunity now, with project activity elsewhere in and
around Camlachie to address the wide range of physical, social, economic and
community issues through a holistic regeneration approach.
The objective must be to deliver integrated public service provision through a
preventative, as well as reactive, approach that generates long-term sustainable
outcomes for the people that live in Camlachie.
The development work will initially be led by the West of Scotland Housing
Association (as the main organisation with an embedded local context) and
Glasgow‟s Regeneration Agency, but needs input and support from a wide range of
others including Glasgow City Council, Clyde Gateway URC, Community Planning,
Police, etc. It does not require significant capital funding from these organisations
(with core funding anticipated through external grant funding sources) but will be
resource intensive in time input.
The approach has been considered, and endorsed, by the community, but needs
commitment from public service delivery partners. To achieve the positive outcomes
expected, it needs to be resourced properly from the start and continuously through
the process.
The November 2011 Summit is a key milestone in the holistic and sustainable
regeneration of Camlachie. In a 21st Century Scotland, there is no place for the
continued and sustained inequalities that persist in Camlachie, or the historic
divisions that create ongoing conflict and friction. The community, working with (and
through) funding and delivery partners, must commit to achieving a better quality of
life for future generations.
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Appendix 1: Community Health Partnership
Profile
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Appendix 2: Resident Survey
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Resident Survey
Introduction
In total 60 questionnaires were completed. The survey sought to gather
information on residents‟ views on Camlachie and their needs, ideas and aspirations
for the area.
Length of Time Living in Camlachie
Residents were asked how long they have lived in Camlachie, with responses
ranging from one month to 68 years, as shown on Table A1 below.
Table A1: Length of time living in Camlachie
Number Percent
Less than a year 11 19%
1-5 years 4 7%
6-10 years 9 16%
11-20 years 9 16%
21-40 years 8 14%
41-50 years 9 16%
51+ years 7 12%
Total 57 100%
N=57, 3 did not provide a response.
Over half of the residents have lived in Camlachie for more than 10 years, with the
majority of these having lived there for 20 years or more. However, there are a large
number of new residents moving into the area with one-fifth of respondents having
moved into the area within the past year.
Residents were asked if they feel part of the Camlachie community and 43 provided
a response, with the majority (81%) reporting that they do feel part of the community.
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Satisfaction with Camlachie
As shown in Figure A1 the majority of residents (79%) reported that they are very/
fairly satisfied with Camlachie as a place to live.
Figure A1: How satisfied are you with Camlachie as a place to live?
N=59, 1 did not provide a response.
Likes, Dislikes and Improvements
Residents were asked to detail up to three things they like most about Camlachie;
the most commonly cited responses were:
the houses (24);
the community spirit/friendly people (22);
friends/family living close by (16); and
accessibility to the Forge/town centre (12).
Residents were asked to detail up to three things they like least about Camlachie;
the most commonly cited responses included:
the crowds/traffic on match days (16);
fighting/gang fights (14); and
too much dog mess (11).
47%
32%
7%
12%
2%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Very satisfied Fairly satisfied Neither satisfied
nor dissatisfied
Fairly dissatisfied Very dissatisfied
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In large part there is acceptance from residents toward the nuisance cased by
football traffic, with many recognising that this comes with living adjacent to a major
football club.
Residents were asked what the single, main priority for improving Camlachie should
be over the next five years. In total 52 provided a response and the most commonly
cited suggestions were:
more for children to do e.g. play parks (10);
social clubs/community centre (7);
keeping the drug dealers out of the area (5);
the Burn Site (4);
more clubs/activities in the Camlachie Community Learning Centre (4);
more for everyone to do (4);
the coach park (3);
cleaning up the area (2); and
the spare ground at Fielden Street could be landscaped/developed with
garden plants (2).
When prompted on the four physical development projects, there was clear support
for the Burn Site and the Camlachie Community Learning Centre Site (as reported
below).
Obstacles
Nearly three quarters of respondents (72%) feel that there are obstacles that tend to
stop people from coming together to improve the community. These have been
identified as:
fighting/anti social behaviour (12);
the split between the community (8); and
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lack of facilities/communications for specific resident groups (deaf people16
)
(7).
Facilities in Camlachie
The facilities that the residents use in Camlachie are shown in Table A2.
Table A2: Do you make use of the following facilities?
Number Percent
The local shop 46 84%
The Camlachie Community Learning Centre 41 75%
West of Scotland Housing Association 38 69%
N=55, multiple responses possible
The majority of residents reported that they make use of the local shop (84%) and
the Camlachie Community Learning Centre (75%), with over two thirds (69%) using
the West of Scotland Housing Association.
Residents that do not use any of these facilities were asked to provide details.
Those who do not use the local shop reported the following reasons for not using it:
just found it/found out about it;
it is overpriced;
need better shops; and
don‟t use it yet but will.
Residents who do not use the Camlachie Community Learning Centre gave the
following reasons:
just found out about it;
nothing of interest/suitable on;
don‟t like the gang culture in which it is run;
don‟t like the atmosphere in the centre; and
too much change in the services – it needs to be managed more efficiently.
16
Responses were provided by deaf residents of the centre on Fielden Street
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The Sites
Residents were asked for suggestions on activities, services and/or facilities they
would like to see at each of the four sites.
Site 1 – The Burn Site
In total 42 residents provided suggestions for what they would like to see at the Burn
site and the most commonly cited responses were:
a path (19);
picnic area (8);
lighting (6);
clean it up (6); and
a park (4).
Site 2 – Camlachie Community Learning Centre Site
A total of 45 residents provided suggestions for what they would like to see done to
the land beside the shop and sports pitch. The most commonly cited responses
included:
children‟s play area (18);
better and more variety of shops (11); and
bigger football pitch (7).
Site 3 – The Bus Park Site
Thirty six residents provided suggestions for the coach park and the most commonly
reported responses were:
a football park (9);
play park (6);
it needs to be cleaned up/better maintained (6);
more houses (3);
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shops (3); and
build commercial units to bring money into the community (2).
Site 4 – The Dovecot Site
In total 36 residents provides suggestions for what they would like to see on the
vacant land at the entrance to Camlachie. The most commonly cited responses
included:
bowling green/park (7):
play area/park (7);
clean it up (6);
landscape it (4);
football pitch (2); and
woodland area (2).
Survey Sample Profile
Two thirds of residents who responded to the survey were female. The age group of
respondents is shown in Table A3.
Table A3: Respondent Age Groups
Number Percent
Under 16 13 23%
16-24 2 4%
25-34 6 11%
35-44 6 11%
45-54 12 21%
55-64 5 9%
65+ 13 23%
Total 57 100%
N=57, 3 did not provide a response
Approximately a third of respondents were aged 55 or over (32%) or 35-54 years.
Just under a quarter of respondents were under 16 (23%).
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Summary
Residents identified the main issues with Camlachie as being the crowds/ traffic on
match days (but recognised that there is little that can realistically be done about
this), gang culture and fighting within the community, and the condition of vacant
land. In order to bring people together to improve the community, there are two
main obstacles that need to be overcome: fighting/anti social behaviour, and the split
between the two sections of the community.
There is support from residents for the development of the four sites, with many
suggestions being put forward for each. The Burn Site is regarded as the main
priority, with an urgent need to clean it up and create a safe access route. Residents
also expressed a strong desire to see more development/activities within and
adjacent to the Camlachie Community Learning Centre.
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Appendix 3: Development Trust Examples
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Renton
Renton is an area suffering from social and economic deprivation in West
Dunbartonshire. Cordale Housing Association was established 1993 to help provide
a better standard of housing in the area. They involved the community in every step
of decision-making and the area is now so popular there is a waiting list for the area.
One of the local facilities that became a key part of the regeneration was the Carman
Centre. The success of the project was in part down to the close relationship
between the Carman Centre and the Cordale Housing Association. The housing
association was responsible for setting up a traineeship system – the success of this
project is attributed to two combined factors – investment in people and the
community, as well as the housing stock.
The Carman Centre became the Carman Social Inclusion Centre. It has received
funding from two government initiatives and is now almost run self-sufficiently. The
centre provides services the community needs: breakfast for kids, lunches for OAPs,
social banking services etc.
The Renton Community Development Trust was established to build on the
regeneration progress made in the village. The Trust is responsible for looking at
ways to tackle problems and get more people involved in the community
regeneration. It will identify local people to encourage enterprise and community
involvement.
The unity of purpose between the Trust, Cordale HA and the Carman Centre to
continue investing in the people of Renton is a key part of the success. Encouraging
tourism development in Renton is one of the key priorities for the Trust. It is working
with Galgael Trust in Govan (a social enterprise which builds ships) to develop a
similar model which can work for Renton. The Carman Centre has also been used
for displaying works of art involving the whole community – Art Inclusion Project.
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Linthouse Urban Village
The Linthouse Urban Village (LUV) Project is an urban regeneration scheme based
in Linthouse, Govan. The project aims to bring the area back to its former glory by
restoring community spirit, raising aspirations of local people and improving the
physical look of the area using innovative approaches.
The LUV Project takes a creative approach to regeneration involving local people
and a number of Partner organisations in projects which enhance the quality of life in
the area.
Linthouse grew alongside shipbuilding and heavy engineering works on the Clyde,
and with the decline of these types of jobs (and other contributing factors)
widespread social problems arose, and then in the 60s the area was further blighted
with the Clyde Tunnel physically splitting the community in two;.
The Linthouse Housing Association (LHA) who have looked after the majority of
housing in the area for the past 30 years, decided to try and improve the Community
as a whole. So in 2003 they set up the Linthouse Urban Village (LUV) Project.
The idea was to involve the local community in a number of regeneration projects.
16 dilapidated shop fronts were given artistic make-overs as part of the Creative
Shop Fronts Project. The LUV Project office/workshop is situated on the main Govan
Road, as well as the LUV Cafe which runs as a social enterprise.
There is also a programme of community events and workshops, including a Youth
Drop in, Art Classes for young people and adults, creative writing, sewing and
textiles. The aims of the LUV Project:
involve local people in the ownership of their community;
develop a grass roots, cultural planning approach to regeneration;
ensure the continued development of Linthouse as a community village;
increase opportunities for local people to socialise;
raise people‟s aspirations and quality of life;
increase job and training opportunities for local people;
rebrand the image of Linthouse positively and creatively;
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encourage more visitors to, and interest in, the area;
improve opportunities for people and local businesses through an artistic
programme; and
impact positively on the area‟s economy.
The project has been led since inception by the Linthouse Housing Association
(LHA). LHA is governed by a Management Committee made up of local people
which ensures that the initiative remains grounded in driving forward ideas that are
relevant and suitable for the local community. The LUV Project has also been
supported and funded by many different organisations including:
Communities Scotland;
Greater Govan Social Economy Team;
Glasgow South West Regeneration Agency (formerly Govan Initiative);
Scottish Enterprise;
Glasgow City Council;
Greater Govan Key Fund;
Scottish Centre for Regeneration;
Awards for All;
Drumoyne Community Council; and
Glasgow South West Area Committee.
The project continues to flourish and grow due to the continued support of local
people. The LUV Cafe has been running successfully since July 2004.
Groups and activities are well attended and enjoyed illustrating the fact that local
people are interested in participating in what‟s on offer within their community.
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Dundee – Clean Close Social Enterprise
Clean Close Company Ltd started in Dundee as a result of residents in
predominantly tenement blocks not taking their turn to do the cleaning. An
opportunity grew for a company to take charge of the situation and provide an
employment opportunity for local residents.
The Clean Close Company Ltd is a Social Enterprise limited by guarantee as a non-
profit seeking business that operates to benefit the needs of the whole community.
This is done by re investing its profits internally, which therefore allows the enterprise
to expand or donate to good causes in the community. It also provides Job
opportunities and training to local residents and promotes community development.
The Clean Close Company was formed in partnership with the Stobswell Forum,
Dundee City Council and Local Housing Associations as main stakeholders and
starting trading on 2nd May 2005 with two staff, and from this date it has turned into
a thriving business going from strength to strength in the community and now
employing in extent of twenty staff.
Although initially formed to “clean the closes” in the Stobswell area it has now
expanded all over the City. The activities have also developed throughout wider
markets to include, janitorial services, disaster cleaning, hazard cleaning of materials
which may constitute a health or fire risk, uplifting and disposal of items, carpet
cleaning one off cleans of private accommodation and house cleans (VOIDS) for
many private landlords & housing associations.
It also provide a grounds maintenance service including lawn cutting/communal area
cleaning; facilities management, holiday/sickness relief and graffiti removal and
prevention.