EAST AYRSHIRE COUNCIL
CABINET – 29 JANUARY 2014
COMMUNITY LED ACTION PLANS
Report by Executive Director Educational & Social Services
1. PURPOSE OF THE REPORT
1.1 The purpose of the report is to:
(i) Update Cabinet on the progress to date in relation to the development of Community Led Action Plans (CLAPS) as part of the Ayrshire LEADER Rural 21 Programme.
(ii) To outline the implementation approach and further roll out of the programme to all communities across East Ayrshire over the next 3 years.
2. BACKGROUND
2.1 The LEADER project made funding available for a project to undertake community led action planning with 21 rural communities across Ayrshire. The three Ayrshire authorities committed to the project. The aim of the project is to:
Offer 21 rural communities in Ayrshire the opportunity to apply, through voluntary participation, to participate in a short-term area planning programme that is delivered and managed locally; Provide communities with a way of thinking about and planning their future; Generate more involvement and interest in the community from local residents, local organisations and businesses and other stakeholders; Strengthen local democracy and foster active citizenship – bringing different parts of communities together; Help create sustainable community action led plans and to enable communities to genuinely be partners in their own development; Help communities to get organised to implement their plans; Provide a final document that will enable communities to seek funding for priority projects that have been identified; Encourage innovation and co-operation of communities across mainland rural Ayrshire;
2.2 Since contracts were awarded in January 2013, STAR Development Group and the Coalfields Regeneration Trust have been working in partnership with Vibrant Communities staff in East Ayrshire.
2.3 Star Development Group has a strong track record in facilitating this work within local communities across Scotland and Ireland. In East Ayrshire STAR facilitated the development of the Dalmellington local Action Plan. Community led action plans in other communities have produced key outcomes including the following:
More people wanting to take part in shaping the future of their community Changing and more sophisticated leadership within communities Communities shifting from being reactive to proactive Communities becoming partners in their own development A wide range of community projects and initiatives A greater ability for communities to partner with public agencies to deliver services Increased membership of existing local groups Creation of new community organisations Increased local capacity to develop and manage community projects
3. EAST AYRSHIRE IMPLEMENTATION
3.1 In order to ensure sustainability, the emphasis in East Ayrshire has been on training and up skilling Vibrant Communities staff to support all local communities to take forward a community led action plan. Community Workers from Vibrant Communities have undertaken an intensive training programme with STAR on developing the plans. STAR provided additional support and mentoring to Vibrant Communities staff during the development of the plans. This approach has ensured that there is a development of skills and expertise to roll out further action plans to all East Ayrshire Communities by 2016.
3.2 The commitment over the next three years to roll out the programme to work with all communities within East Ayrshire to develop Community Led Action Plans forms a core part of the business of Vibrant Communities in terms of empowering and enabling local communities to take on the development and delivery of local programmes, services and facilities, therefore contributing to the vision of transforming our relationship with communities we serve.
3.3 Due to the challenging timescale in which to complete the initial seven local action plans, the early identification of the local communities was critical. As the programme was funded by LEADER, only communities based within wards 1,6,7,8 and 9 were eligible to participate in 2013 in the first phase.
3.4 STAR recommended that involvement of communities should be based on
Voluntary participation; Communities having an indication of the need and opportunities within their own area; A willingness to work in partnership both within the partnership and with supporting organisations;
3.5 Contact was made with Community Councils in each of the Wards to ask whether or not they wished to be in the initial phase of the development of a local community action plan for their community. It required the commitment of the Community Council to work with other organisations within their specific communities to establish a Community Action Plan Steering Group and undertake the community engagement process along with Supporting Vibrant Communities staff.
3.6 Community Councils were required to submit an expression of interest form. Vibrant Communities staff worked closely with Community Councils to assist them in this process. Initial expressions of interest letters were received in May 2013. More than seven eligible expressions of interest were received by this date and it was possible to schedule a start date for all respondents within the first within year one.
3.7 The first phase of communities which were ready to proceed as part of the initial phase of the programme were;
Auchinleck Darvel Fenwick Logan Lugar & Cronberry Mauchline Newmilns New Cumnock
A further four Community Councils expressed an interest in year one and were eligible. These were:
Patna Netherthird Sorn Drongan, Rankinston and Stair
It was agreed that work would begin to progress with these Community Councils in November 2013.
In addition the following communities expressed an interest to become involved in Phase 2 in 2014:
Moscow & Waterside Grange & Howard Hurlford & Crookedholm Muirkirk Galston New Farm Loch
Some Community Councils are still considering their submission of an „Expression of Interest‟ form and Vibrant Communities staff will continue to engage with them to offer advice and guidance with their submission for phase 3.
4. PROGRESS
4.1 Vibrant Communities staff have supported the communities detailed in section 3.7 to develop Community Steering Groups to lead the process of developing the Community Led Action Plan. Community Steering Groups have ranged in membership. Representation on these groups has included:
Community Council‟s Community Associations Uniformed Organisations Parent Teacher Associations (PTA) Tenants and Residents Groups Church representatives Business Community Schools Youth Organisations Other interested individuals within the community
4.2 Each community followed a similar process:
Community Steering Group established Household Survey developed and distributed to all households. Community Profile prepared Stakeholders identified and interviewed on a 1:1 or focus group basis All responses analysed and collated into a report Community event organised to feedback results to community and enable further refinement of results through a voting process Community event report prepared Draft Action Plan developed Final Plan printed Community Led Action Plan launch preparation
4.3 The development of all the seven Community Led Action Plans did not progress as first proposed. Auchinleck community did not progress as part of the LEADER programme as the Community Council was going through a period of transition and the wider community and organisations were not represented on the steering group. It was agreed to defer this plan until the Community Council was fully re-established and the wider community organisations were engaged in the process. Vibrant Communities staff are currently engaging with the newly formed Community Council, local groups and local people in Auchinleck to re-launch the programme.
4.4 The key identified themes and priorities from each of the communities are detailed in appendix 1 attached. Some common emerging themes have been identified across the initial six communities.
Roads and transport Local economy and tourism Heritage and environment Housing Community activity and facilities
There may be opportunities for local communities to work together to develop larger scale projects on a wider geographical basis.
4.5 The next stage is that community steering groups will now plan and prioritise specific projects around their chosen themes. They will establish which actions they can do for themselves and identify where training, support and specialist help from the council, partners and other stakeholders is needed. Some actions will be implemented quickly and some larger projects may be more complex and will be implemented over a longer period of time.
4.6 An element of the LEADER programme focussed on external evaluation undertaken by Scotland‟s Rural College. A focus group of community representatives took place. The impact of the development of the Community Led Action Plans as expressed by the community representatives is detailed below:
Brought local community organisations together and helped to “build bridges and got rid of misconceptions” “It‟s revived the community” Raised the profile of existing organisations resulting in an increase in membership of some local groups Capacity of community representatives is increasing Brought back a “sense of community” Some things have happened really quickly. For example, following one of the community events at which issues of graffiti on a shop were highlighted, after seeing this feedback, the shopkeeper tackled this immediately.
In total, over the six plans established, 1390 people attended the Community Events across the six communities. Attendance ranged between 90 in Logan, Lugar and Cronberry to over 400 in Mauchline.
In total to date, 79 individual members have participated voluntarily across the six plans giving in total 2152 hours x £14.00 per hour equates to £30,128 of in kind volunteer contribution. £14 is based on the rate for a researcher or animateur.
A Volunteer as defined in Ayrshire LEADER in-kind contributions guidance is: a person who is unpaid, and directly involved in the delivery of the project. In this case the project „delivers‟ a Community Led Action Plan– as such time spent by community participants in facilitating, co-ordinating and researching in preparation of the CLAP can be counted.
4.7 External Business links have been established through the „Scottish Business in the Community‟ Business Connector role. Scottish Business in the Community has launched a Business Hub for the East Ayrshire Area. This brings together multinational and local businesses. The focus for the Hub will be matching in business support and expertise directly to the Community Led Action Plans to support communities to make them happen. In addition close links are being developed with the local Business Sector through Economic Development.
4.8 The finalised plans from the 6 communities of Darvel, Fenwick, Logan, Lugar & Cronberry, Newmilns, New Cumnock and Mauchline will be launched at events in February in each community. This will celebrate their achievements and kick start the planning for the implementation of the plans over the five year plan period.
5. MAKING IT HAPPEN
5.1 To support the implementation of each of the plans and continue to build the momentum and capacity of each of the steering groups and the wider community, the process shown in the diagram at Appendix 2 and detailed below has been proposed to support the community to do things for themselves and also identifying the support and expertise required from the council, partners and other stakeholders.
5.2 The process will follow the production of each of the plans and future plans on a systematic basis.
Community Steering Groups - Will continue to meet in their current format where appropriate or some groups with support may wish to evolve into other structures e.g. Development Trust. They will be responsible for coordinating the implementation of the plan in their local area. A number of volunteers want to become “Community Champions” and will be provided with training to pass on their skills, knowledge and expertise to other newly emerging Community Steering Groups. The steering groups are also briefing local elected members on the content of the action plans.
Council Role – Community Steering Groups will work closely with Elected Members in the development of the plans. In addition the Chief Executive or member of the Corporate Management Team will meet with the steering groups prior to launch of their plans to acknowledge and discuss the content and identify potential areas which can be enabled and supported. Identification of key council staff will be required to respond proactively to offer expert advice and support for specific projects. Community Workers from Vibrant Communities will focus on building the capacity of the steering groups and providing the enabler and connector role for the groups to the range of council and partner services.
Business Sector Roles – Community representatives will attend Business Hub meetings to engage businesses and present to them their plans and identify the support required for each of the plans from the Business community. Close links will also be made with the local business community through the Economic Development Manager.
Partner Roles – Community Planning Partners will have the opportunity to be engaged with the themes and priorities emerging from each of the plans and have the opportunity to acknowledge and discuss content and identify opportunities where support and advice can be provided. In an operational sense informal neighbourhood networks should be established involving frontline staff from key partners such as NHS, Police, Fire & Rescue and the voluntary sector to keep a solution focussed approach directly within communities. An initial partner contribution from NHS Ayrshire and Arran Asset Based Endowment Project is funding to support the role out of Asset Based Training for staff and “Community Champions”
External Funding Support – Vibrant Communities will facilitate this support through the External Funding and Sustainability Officers. Key connections will be made with local and national funders to assist in the delivery of the plans. Links to the Renewable Energy Fund and other funds will be established, to explore the creation of local Community Chests linked to the delivery of the Plans.
Locality Planning – The intention is to link community representation from the steering groups directly into local planning arrangements initially in relation to the Integration of Health and Social Care. This approach can be rolled out as further hub based planning and service programming emerges.
Review of Community Planning Arrangements- There is a need to ensure that the Community Led Action Plans inform and shape this review process which is being undertaken during 2014.
6. FUTURE PLANS
6.1 Based on the experience and success of the Rural 21 programme, it is proposed that Cabinet note the phased roll out of local community led action plans across all of East Ayrshire communities over the next three years. The particular focus will be the capacity building support for communities to identify local priorities and to enable and empower them to lead and implement lasting sustainable positive changes within their local communities.
7. POLICY AND COMMUNITY PLANNING IMPLICATIONS
7.1 The development of local community action plans contributes to all four themes of the Community Plan and there will be opportunities to further integrate this work as part of the Community Planning review in 2015. This work also responds directly to national policies in relation to the Regeneration Strategy and the Commission on the future Delivery of Public Services.
7.2 In accordance with the Council‟s Transformation Strategy, the development of this work is essential in enabling the Council to transform its relationship with communities thus strengthening and enabling our local people to work with us to deliver sustainable services and jointly respond to challenges in the future. This in turn will lead to an increase and widening of scope of asset based programmes which will result in a further reduction in resources over time.
7.3 The approach of Vibrant Communities and the development of Community led action plans are consistent with the findings of the report from the Commission on the Future Delivery of Public Services (2011). The Christie Commission report states: “The goal must be nothing less than a substantial transformation of our public services. The prize is a sustainable, person-centred system, achieving outcomes for every citizen and every community.”
Additionally the work in East Ayrshire responds directly to the following key recommendations of the Commission:
Public services built around people and communities Working together to achieve outcomes. Prioritising prevention, reducing inequalities and promoting equality Improving performance and reducing cost
7.4 The development of Community Led Action Plans align with the Draft Community Empowerment (Scotland) Bill. A recent report presented to Cabinet responding to the national consultation, detailed how the Bill seeks to strengthen opportunities for local communities to take their own decisions about their futures and ensure that they have access to all resources available to them to develop their local economies, environments and cultures. It will also give communities a voice in the services the public sector delivers, recognising the place of local democracy, and drive further integration and improved partnership working in public services.
8. FINANCIAL AND PERSONNEL IMPLICATIONS
8.1 Funding was secured from LEADER to develop the programme in 2013. The Council‟s contribution will be Vibrant Communities‟ officer time to work with and enable communities through the process of developing local community led action plans. Further support may become available through future LEADER programmes based upon the themes emerging from the plans.
8.2 Proactive in kind support and resources from the council and partners may be required to assist in enabling and supporting communities to implement their plans.
9. LEGAL IMPLICATIONS
9.1 Nil
10. RECOMMENDATIONS
10.1 It is recommended that Cabinet:
(i) note the progress to date in relation to the development of Community Led Action Plans as part of the Leader Rural 21 Programme;
(ii) note the allocation of relevant staff from the Council to offer expert advice and support for specific projects emerging from the plans either on a geographical or specialist basis;
(iv) acknowledge the important role that the Community Led Action Plans will play in locality planning and particularly in relation to the Integration of Health and Social Care agenda and the Review of Community Planning Arrangements; and
(v) otherwise note the contents of this report.
Graham Short Executive Director of Educational & Social Services
January 2014
LIST OF BACKGROUND PAPERS
1. Cabinet Report 13 November 2013 - Vibrant Communities Update
Members wishing further information should contact Dot Grieve, Service Manager, Communities, Tel: 01563 578127 or Suzanne Brodie, Team Leader, Communities, Tel: 01563 578148.
IMPLEMENTATION OFFICER: SUZANNE BRODIE, TEAM LEADER (COMMUNITIES)
APPENDIX 1
PRIORITIES FOR EACH AREA
DARVEL COMMUNITY LED ACTION PLAN
TOP IDENTIFIED THEMES AND PRIORITIES
1. Main Street and Town Centre Regeneration (359 total votes) Removal/renovation of derelict buildings and make main street attractive (219 votes)
2. Community Facilities and Activities (489 total votes) Retaining community facilities i.e. Town Hall, Sports Centre, Library etc – (217 votes) Develop more community activities for all ages (94 votes)
3. Local Economy and Tourism (474 total votes) Develop small business units/workspace in derelict land/old buildings (131 votes) Develop Darvel as a themed town e.g. music town – studios, teaching, workshops, concerts (119 votes) Public toilets (76 votes)
4. Environment and Heritage (249 total votes) Improvements and maintenance in Morton Park, e.g. improve Rose Garden, develop adventure play, improve entrances, refurbish to attract visitors (141 votes) Continue to develop and promote local heritage e.g. Heritage Centre, Lace Museum, Heritage Trail (77 votes)
5. Community Safety, Care and Transport (264 total votes) Working with Housing and Police to reduce anti-social behaviour (113 votes) Provide more direct bus routes to improve access to cities and surrounding towns (78 votes)
Number of Surveys Completed – 537
Numbers Attended Community Event – 295
Contribution of Volunteer Hours to date (from May) 14 Individual Members x 28 hours each = 392 hours x £14.00 per hour Equates to £5,488
FENWICK COMMUNITY LED ACTION PLAN
TOP IDENTIFIED THEMES AND PRIORITES
1. Village Environment / Recreation (304 total votes) Create a village focal point/village square (98 votes) Renovate the play park (71 votes)
2. Roads/Transport/Access to Services (156 total votes) Solve Parking problems (72 votes) Better bus stops for express bus (29 votes)
3. Community Groups/Activities/Facilities (132 total votes) Improve/renew school (59 votes) New pavilion for community use (56 votes)
4. Local Economy/Heritage (121 total votes) Improve broadband and electricity (46 votes) Promote local heritage to encourage visitors (44 votes)
Number of Surveys Completed – 240
Numbers Attended Community Event – 154
Contribution of Volunteer Hours to date (from May)
7 Individual Members x 28hours each = 196 hours x £14.00 per hour Equates to £2,744
LOGAN, LUGAR & CRONBERRY COMMUNITY LED ACTION PLAN
TOP IDENTIFIED THEMES AND PRIORITIES
1. Improve the Appearance and Environment of the Area (72 total votes) Clean up the Village (27 votes) Empty and derelict buildings (23 votes)
2. Community Facilities and Activities (78 total votes) Develop Community Grants (31 votes) Better facilities/activities for youth (24 votes)
3. Local Economy and Tourism (64 total votes) Deal with Anti-Social Behaviour (27 votes) Shop in Lugar (20 votes)
4. Outdoor Play and Recreation (59 total votes) Improve Play Areas (41 votes)
5. Roads, Traffic and Transport (108 total votes) Improved Public Transport Services (43 votes) Safe Walking Routes (21 votes) Traffic calming Lugar (18 votes)
Number of Surveys Completed - 208
Numbers Attended Community Event – 90
Contribution of Volunteer Hours to date (from May) 4 Individual Members x 28 hours each = 112 hours x £14.00 per hour Equates to £1,568 5 Individual Members x16 hours each = 80 hours x £14.00 per hour Equates to £1,120 Total £2,688 MAUCHLINE COMMUNITY LED ACTION PLAN
TOP IDENTIFIED THEMES AND PRIORITIES
1. Roads, Traffic, Parking and Transport (496 total votes) Develop Train Station to help reduce traffic and improve access. (258 votes) Improve congestion and traffic flow through the Village (95 votes)
2. Community Facilities, Activities and Events (651 total votes) Retain and improve community facilities e.g. Games Hall, Community Centre, Library and Sports Pavilion. (303 votes) More facilities and activities for young people e.g. Internet Café, Skate Park (166 votes)
3. Heritage and Environment (358 total votes) Village tidy up initiative, planting and hanging baskets etc. (125 votes) Continue and Expand the Holy Fair (70 votes)
4. Local Economy and Tourism (270 total votes) Support existing buildings and encourage more shops and businesses to the community. (102 votes) Open Public Toilets in the Village (67 votes)
5. Services, Housing & Infrastructure (284 total votes) Increase Police presence/bring back Warden Service (134 votes) Improve access to GP‟s appointments and disabled access (46 votes)
Number of Surveys Completed – 1059
Numbers Attended Community Event – 403
Contribution of Volunteer Hours to date (from May) 20 Individual Members x 28hours each = 560 hours x £14.00 per hour Equates to £7,840 NEW CUMNOCK COMMUNITY LED ACTION PLAN
TOP IDENTIFIED THEMES AND PRIORITES
1. Local Economy and Tourism (215 total votes) Visit New Cumnock (68 votes) Stop in New Cumnock (62 votes) Employment (40 votes)
2. Environment & Outdoor Recreation (132 total votes) Environmental Projects (47 votes) Outdoor pursuits (39 votes)
3. Community Facilities and Activities (209 total votes) Swimming Pool (96 votes) Community Facilities (74 votes)
4. Access to Services (89 total votes) Police (36 votes)
5. Main Street and Regeneration(253 total votes) Derelict buildings (101 votes) Heavy Traffic (45 votes) Parking (39 votes)
Number of Surveys Completed – 799
Numbers Attended Community Event – 156
Contribution of Volunteer Hours to date (from May) 15 Individual Members x 28 hours each = 420 hours x £14.00 per hour Equates to £5,880 NEWMILNS COMMUNITY LED ACTION PLAN
TOP IDENTIFIED THEMES AND PRIORITES –
1. Community Facilities and Activities ( 335 total votes) Retain our existing facilities Morton Hall, Library, Cabin (157 votes) A sport and leisure facility e.g. swimming pool, gym (84 votes)
2. Appearance and Environmental Improvements ( 328 total votes) Take action on empty and derelict buildings (190 votes)
3. Local Economy, Heritage and Tourism(333 total votes) Attract more businesses and shops (120 votes) Make use of empty facilities e.g. as business start up units (91 votes) A heritage museum or tourist attraction (56 votes)
4. Housing and Anti Social Behaviour (320 total votes) Stricter enforcement on private landlords to upkeep properties (159 votes) More police/community wardens on the beat (89 votes)
5. Roads Traffic and Transport (216 total votes) Create parking areas for Main street (66 votes) A by-pass for Newmilns (57 votes)
Number of Surveys Completed – 675
Numbers Attended Community Event – 292
Contribution of Volunteer Hours to date (from May) 14 Individual Members x 28 hours each = 392 hours x £14.00 per hour Equates to £5488
APPENDIX 2 COMMUNITY LED ACTION PLANS – IMPLEMENTATION