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Market Towns initiative

Market Towns initiative. Many small towns and villages facing similar problems/ issues Historic capacity issues and inability to develop and deliver solutions A need to animate activity where there is none/ little

orson-clemons
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Market Towns initiative

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  1. Market Towns initiative

  2. Many small towns and villages facing similar problems/ issues • Historic capacity issues and inability to develop and deliver solutions • A need to animate activity where there is none/ little • Any project development is sporadic and not necessarily aligned with local and regional strategy Background and Need

  3. Emergence of Development Trust-type organisations across the rural area • Many small organisations competing for increasingly scarce resources • Need for a reliable pipeline of robust projects (TCRF, EGF) • External resources increasingly targeted at community sector (BLF) background AND NEED (CONT)

  4. Capacity building and empowerment as central themes • A multi-town approach (4) • Resource efficiency – centrally administered, shared resource • Facilitation of community and agency engagement • Development of locally informed and owned strategies/ action plans Solution

  5. A fresh look – appropriate technical advice and support from urban designers, planners and community/ economic regeneration professionals (B H-B) • Overall objective to provide an injection of short to medium term resource which would lead to longer term sustainability and legacy (community development versus service delivery approach) Solution (cont)

  6. Animation • Listening • More than consultation – active, participatory engagement • Workshops/ Focus Groups/ 1:1 Interviews/ Town Centre walkabouts • Identification of issues and solutions Community/ Agency Engagement and Strategy Development

  7. External planning/ urban design and community/ economic regeneration expertise and facilitation • Avoiding ‘pet projects’ • The production of an agreed, shared vision and action plan which can guide project development and influence resource flows • Asset-based approach Community/ Agency Engagement and Strategy Development

  8. BIGGAR TOWN CENTRE STUDY

  9. Where appropriately structured entities exist, support growth and development (Carluke) • Where there is a gap and local support for the establishment of an appropriately structured organisation, facilitate this (Lanark) • Where there is no need for a new organisation but willingness from existing organisations to partner and coalesce, support and encourage this (Strathaven) • Don’t reinvent the wheel or create a new organisation which may be perceived by existing groups as a threat. Organisational Development and Capacity Building

  10. Facilitate skill, knowledge and confidence building in formal and informal ways (project visits, structured seminars etc) • Hand-hold where necessary only • Support structured project development and delivery – vision, feasibility, business plan, fund, deliver • Focus on quality project development rather than funding streams • Support on-going community engagement and strategy development • Succession planning Organisational Development and Capacity Building

  11. Castlebank

  12. Strathaven Town centre Development framework

  13. Securing genuine, longer-term support from relevant local authority departments/ officers • Despite reinforcement to the contrary, being viewed by local groups as a paid development worker • Project length and an inability to plan properly for exit/ extension • Limitations of volunteer time – pace must be set by the community • Work being ‘undone’ by others who do not operate to the same principles Issues and barriers

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