camlachie regeneration business plan

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: [email protected]

Tel: 08448920321

Address: Camlachie House, 40 Barrowfield Drive, Camlachie, Glasgow, G40 3QH

Web: www.westscot.co.uk

http://www.ekos-consultants.co.uk/

http://www.alancaldwellassociates.co.uk/

http://www.hta.co.uk/

http://www.alancaldwellassociates.co.uk/

http://www.hta.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).

http://en.wikipedia.org/wiki/Dennistoun

http://en.wikipedia.org/wiki/Bridgeton,_Glasgow


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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

http://www.hm-treasury.gov.uk/d/green_book_complete.pdf


23

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

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.


35

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

http://www.scotpho.org.uk/


36

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;


38

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;


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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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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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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


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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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.


54

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.


56

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;


59

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


64


65

Appendix 2: Resident Survey


66

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.

camlachie regeneration business plan

Documents