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1.1 Community Economic Development (CED) was introduced as a new policy priority for the 1994-99 programming period. For the Eastern Scotland Objective 2 SPD it was implemented through a specific development priority and for the North West Grampian and Rural Stirling and Upland Tayside 5b Programmes, it was implemented through a horizontal measure. For the next generation of SPDs, Social Inclusion will be a horizontal objective reflecting both the Commission’s policy orientation and also the Scottish Executive’s strong policy commitment on social justice.
1.2 Within the East of Scotland Plan Area, large numbers of people continue to be excluded from the mainstream economy. These people tend to be :
1.3 The process of economic and social exclusion has two main negative effects which constrain efforts to reduce economic disadvantage within the Plan Area;
1.4 The nature and scale of exclusion can be different across the East of Scotland Plan Area. This can range from peripheral housing estates in urban locations, to isolated mining settlements, to remote and fragile rural communities. Moreover, in the context of rural deprivation, economic exclusion can be highly dispersed being characterised often by pockets of exclusion. The targeted assistance will therefore require a range of approaches and tailored responses to meet the needs of disadvantaged areas and groups.
2.1 For the Eastern Scotland Objective 2 SPD for the period 1997-99 there was the opportunity to build upon the experience of the 1994-96 programme. A number of principles were agreed with the aim of guiding the implementation of the measures and individual projects under the CED Priority. They included;
2.2 For the NW Grampian 5b Programme, 1994-99 the interim evaluation of the activities supported by Measure 3.2, Heritage and Community Development, aimed at the consolidation of vulnerable communities, drew the conclusion that a very small allocation of resources had been allocated to the Measure.
In view of the SPD’s recognition of problems in the larger towns as well as 16 fragile smaller communities, it was the evaluator’s view that this indicated that a greater level of resources to this Measure would have been appropriate. Also, and to an extent echoing the Objective 2 experience, the scope of the Measure was subsequently expanded to include provision for the support for the development of community projects delivered though multi-agency schemes.
2.3 The Community Development Measure in the Rural Stirling and Upland Tayside 5b Programme was radically reworked based on the recommendations of the interim evaluation undertaken in 1997. They included;
The scope of the Measure was widened to encompass a number of
key areas including;
2.4 Much of what is described above demonstrates an evolution of thinking in promoting social inclusion and attempting to learn from what has worked and what has worked less well. Common themes of capacity building and the development of area based strategies emerge as key development themes for all three programmes in the 1997-99 period.
3.1 The East of Scotland Plan Team, in preparing the new Plan, have drawn extensively on past experience and good practice in defining a separate CED Priority for the new SPD. The indicative allocation of resources to the CED Priority is set at a higher level proportionately, than that for the three pre-existing programmes. Moreover, social inclusion will feature significantly as a horizontal theme to be fully integrated into the implementation and supported activities of the new SPD.
3.2 The East of Scotland Partnership propose that the strategic aim for the new Programme should be ‘to promote sustainable economic development in the East of Scotland, which is founded upon the key principles of Enterprise, Learning and Social justice
Social inclusion is further reinforced by the strategic objectives of the new Programme which include;
3.3 Under the CED Measures, the type of activities which could be supported will include fundamentally those which engage the local community and enable them to actively participate in the design, management and delivery of local development plans. This may also importantly include direct support in researching and preparing local plans, assistance with establishing appropriate local management structures and revenue support for local development workers. Support for social and economic infrastructure eg visitor facilities, training infrastructure, should build upon existing facilities and preferably perform economic and social functions.
3.4 Under the new Community Economic Development Priority, all activity supported under the East of Scotland Programme will be set in a strategic context where the locally based strategies are consistent with the local and national policy agenda on social inclusion. This will be critical in ensuring the greatest prospect of delivering an integrated and significant programme of activities for communities of need and communities of interest. Recognition will also be given to key national initiatives, including the Social Inclusion Partnerships (SIPs) and Community Planning as well as the Coalfield Regeneration Trust activities.
4.0 Project Examples - Social Inclusion
West Fife Enterprises + 2 others
ORIGINS AND DEVELOPMENT
The area served by West Fife Enterprises Ltd. is known locally as the West Fife Villages and includes 14 separate settlements, and a widely dispersed population of 13,000. The area is best known for its mining heritage, with many of the villages established and developed to serve the needs of local pits. Initially, when mining declined, alternative employment that suited the traditional background skills of residents was available in the defence, textile and manufacturing industries. Not surprisingly therefore, the double impact of the collapse of the mining industry, and then the loss of manufacturing and defence jobs, had a devastating effect on local employment and on the social and economic welfare of these communities. West Fife Enterprises was formed in 1983 to provide access to training and employment opportunities for those people who would have otherwise been excluded from the labour market.
AIMS AND OBJECTIVES
The fundamental aim is to provide high quality, professional training services to meet the needs of unemployed individuals living locally.
ACTIVITIES
The activities of West Fife Enterprise Ltd. are central to the recovery of the West Fife Villages and in providing local people with the skills and competencies such that they may compete for jobs on a fair and equal basis.
In terms of the Structural Funds Programmes, through ESF, West Fife Enterprises provides support for training and human resource development in an area of need.
The projects supported provide SVQ level II vocational training opportunities for 45 long-term unemployed people per annum with the aim of helping them secure a job while on the project or within three months of completing the project.
The projects provide multi-skill training within 5 occupational areas:
The organisation have also received capital investment through ERDF support to allow the training facilities to be developed in order to continue to provide high quality training.
STRUCTURE
West Fife Enterprises is a community company limited by guarantee with charitable status. The company is owned and controlled by people from the local area.
FINANCE
During the period 1997-1999 West Fife Enterprises have received approximately £750,000 of ESF support. In addition they have drawn down £170,000 of ERDF support.
PERFORMANCE
West Fife Enterprises has a very impressive track record in achieving very good employment outcomes and high quality training. Typically West Fife Enterprise have a success rate of 75% of trainees moving into full-time employment and 94% of trainees achieving a vocational qualification.
As an organisation they have achieved a number of prestigious training awards including Scottish Enterprise’s Scottish Training Award and the DfEE’s National Training Award. The National Training Award being a notable achievement in that not only was it won against very stiff competition from national and multi-national training organisations, but West Fife Enterprises were the first ever voluntary organisation to win the award.
FUTURE
West Fife Enterprises will continue to provide high quality training to the unemployed of the West Fife Villages. Their future activities will incorporate a range of projects that will look to address the needs of those who have recently left employment. In addition projects will be designed to address the needs of those people excluded from the labour market and in need of intensive, bespoke support.
ES/LI/97/035
ORIGINS AND DEVELOPMENT
The Craigmillar European Programme (CEP) is a comprehensive strategy for the Craigmillar LBI area to maximise the effectiveness of ERDF and ESF support in the area. The CEP resulted from a consultative process based on wider strategic development in the area and co-ordination of local and external resources.
The local partners took advantage of the opportunity under the LBI Priority to submit a "mini-programme" of Structural Fund supported activities. The Craigmillar European Programme comprises a multi-agency/service approach led by the Craigmillar Partnership, a new body providing a focus for the co-ordination, planning and leadership of the local regeneration effort.
The Craigmillar Partnership was never formally constituted as a body to receive Structural Fund support directly and so the City of Edinburgh Council, as a member of the Partnership, acts as the project’s sponsor.
AIMS AND OBJECTIVES
ACTIVITIES
The Craigmillar European Programme (Phase 1) is the mechanism by which the individual activities seeking ERDF support are implemented. Each project has a project co-ordinator/manager to ensure efficient implementation of the project and to liaise with the Craigmillar European Programme Manager.
Each activity is in effect a project in its own right, although from the Objective 2 Programme’s perspective they are seen as integrated activities in one overarching project.
The activities are:
Harewood Managed Workshops
A development of 5,000 sq. ft. of flexible (i.e. 8 x 500 sq. ft. & 1
x 1,000 sq. ft.) of light business/industrial units for SMEs, both new and existing.
TELEPORT
A one-stop, integrated, comprehensive centre using innovative training and
awareness raising techniques. The project built and established a flexible,
innovative and inventive information technology learning/support centre. The
project provides a package of services and facilities related to the most innovative
ways that IT/new technologies can be used to support community development,
business development and the process of urban regeneration.
Management, Evaluation and Monitoring
A team consisting of a Manager, an admin officer and a finance officer with
responsibility for the overall implementation of the strategy through the Craigmillar
European Programme.
Business Development Fund
Offers support to companies located in the Craigmillar area, or relocating
there. It offers gap funding to small business start up companies and existing
companies wishing to expand.
Adult Student Link
A study support facility in Castlebrae Community High School for adult students
in Craigmillar for full or part-time study. The project offers:
Marketing, Media and Communications Resource Service
This project consolidates past achievements in the community while vigorously
marketing the key growth business sectors and positively promoting the Craigmillar
European Programme and developing the momentum of the Programme’s supporting
strategy. It will raise awareness and increase the profile of Craigmillar as
an area of economic and environmental potential
Capacity Building Project
This project seeks to extend community engagement as part of the Craigmillar
European Programme, there-by offering a long-term basis for preparing and empowering
Craigmillar residents for economic and social improvements in the area.
Worktrack
This project is a one-stop shop and associated network to allow Craigmillar
residents to access a wide range of training and employment opportunities. The
project will pilot a new route to an integrated approach from existing services
and resources. Employers will beneift from having one point of reference to
discuss their employment vacancies, as well as alerting agencies to longer-term
requirements.
STRUCTURE
As detailed above, the project is sponsored and the financial claims administered by the City of Edinburgh Council on behalf of the Craigmillar Partnership. The European Programme is managed locally by a European Programme Manager who oversees the work of each individual activity’s co-ordinator/manager. A number of groups and forums are utilised to assist this.
European LBI Strategy Group
Group consists of City of Edinburgh Council departments and partners offering
a strategic overview of the European Programme.
European Programme Managers Group
Group consists of all European Project managers offering common administration,
finance management, public relations, monitoring and evaluation systems whilst
ensuring synergy within the overall programme.
European Capital Working Group
Group consists of partners from City Development Dept., LEEL, Craigmillar
Initiative and Craigmillar Opportunities Trust ensuring capital planning issues,
project development and evaluation is in place.
European Marketing and Public Relations Group
Group consists of advisors from the public and private sector offering a
strategic overview of the promotion of the Craigmillar European Programme.
European Monitoring and Evaluation Forum
Forum consists of City Council staff, project representatives and external
advisor.
FINANCE
Total Costs: £2,807,038
Eligible Costs: £2,788,443
Grant Rate: 49.6%
ERDF Grant: £1,383,522
Project Period: 1st September 1997 – 31st December 2000
PERFORMANCE
The Craigmillar European Programme is on course to achieve its targets since all activities are on schedule to either accomplish or surpass their performance targets.
The project’s performance has been such that it has allowed the activities to be extended beyond the initial end date of 31st December 1999 to 31st December 2000. Securing additional SIPs funding has facilitated this.
FUTURE
The European Programme’s activities will cease by 31st December 2000. The Craigmillar Partnership is already some way through discussions regarding the future. While the Programme approach will continue there is considerable negotiations to be completed before the exact nature of the activities will be finalised. The intention is to secure SIPs funding to use as co-finance.
Craigmillar will qualify for transitional funding under the East of Scotland Plan 2000-2006.
Origins and Development.
The Aberdeenshire part of the Objective 5b North and West Grampian programme is characterised by dependence on primary sector, specifically agriculture and fisheries and by its rural nature. 85% of the population of Aberdeenshire lives outside settlements of 10,000 people or more.
The decline of agriculture and fisheries has caused problems in coastal communities such as Fraserburgh and its smaller neighbours of Rosehearty and Sandhaven, as well as in the rural hinterlands of Donside and Deeside. The latter areas also have low population density and pockets of population decline.
Community economic development started in the area with the ERDF supported Villages in Control project in 1994, led by Grampian Regional Council and has continued over a further three projects led by Aberdeenshire Council.
Aims and Objectives.
The broad aims of the projects accord with the Aberdeenshire Council Community Economic Development strategy and are;
Activities
Two animateurs were appointed to cover North and West Grampian. Specific activities included;
Structure
The two animateurs were retained on a contract basis by Aberdeenshire Council, who also provide office accommodation and some clerical support. (Presently only one animateur is in post)
Finance
During the 1994-1999Programme period, Grampian regional Council and Aberdeenshire Council received approximately #250,000 of ERDF funding for community economic development.. Grampian Enterprise Ltd. have contributed #92,000 to project delivery also.
Performance.
Many of the groups with whom the animateurs have worked have progressed to accessing funding through other sources, e.g. LEADER II, to support a part-time co-ordinators post. When a group has reached this stage, it is likely that they require less animateur input than fledgling groups, although they remain on the caseload and are not left without support.
Since 1994, some 52 groups, with associated projects, have been established, out of which 57 jobs have been created, 3 facilities have been upgraded and 9 volunteer seminars have been hosted. Additionally, 8 businesses have been created, 2 community telematics projects have been established and a substantial number of community development strategies have been drawn up.
Future
Not more of the same necessarily! It must be recognised that some communities are further down the development road than others, some plans are just at the inceptual stage and would continue to need support. A Federation of Community Development Groups have been set up recently and further work will be identified by this group. Aberdeenshire hopes to continue to assist in the delivery of all European programmes which pertain to the area, i.e. Objective 2,LEADER+, and the Rural Development Regulation. With appropriate complementarity among these programmes, it will be possible for Aberdeenshire Council to access a coherent package of development funding for its rural areas.
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