3
10
39
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Dublin Core
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Title
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Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
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Title
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Participatory Monitoring of Land Use in the Glenkens
Description
An account of the resource
Dalry Community Council with GCAT commissioned three complementary reports studying Land Use and Local Place Planning in the Glenkens. The studies were funded by SoSE and Nature Scot, to set out the next steps required to embed land use considerations in the Glenkens into the medium term.
Identifier
An unambiguous reference to the resource within a given context
CAP_19
Creator
An entity primarily responsible for making the resource
GCAT
Publisher
An entity responsible for making the resource available
Dalry Community Council, GCAT
Date
A point or period of time associated with an event in the lifecycle of the resource
2024
Contributor
An entity responsible for making contributions to the resource
Glenkens & District Trust
CAP Theme 3
land use
-
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Dublin Core
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Title
A name given to the resource
Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Text
Any textual data included in the document
Glenkens Hub 2023 Report
February 2024
1. Overview of delivery
2. Introduction
3. Review of development and delivery in 2023
4. Additional identified needs
5. User data
6. Community engagement
7. Breakdown of time spent per task
8. Areas of potential development
9. Challenges and Opportunities
10. Conclusion
1. OVERVIEW OF DELIVERY
The Glenkens Hub was catalysed by the Glenkens & District Community Action Plan and was initially
conceived as an Events Calendar and sister project to the Glenkens Gazette. Like the Glenkens
Gazette, it is a GCAT project. The capital build and the first 2 years of delivery (to end 2024) has been
funded by the Glenkens and District Community Fund and the Galloway Glens Landscape
Partnership Scheme.
After initial development work through 2022 by Sarah Ade, including the capital build of the website
by Greater Govanhill and volunteer work by Oli Sturm to render the Gazette archive searchable, Gail
Challis started in post as Glenkens Hub Editor in January 2023.
Since then, she has carried out major development work on the website, as detailed below. In one
year, it has gone from the initial concept to an invaluable community resource.
Some of the most useful aspects of the website to date include:
Regular / ad hoc Events Calendars
Promotion of local Job / Volunteering opportunities
A permanent home for Glenkens-wide resources, from the Galloway Glens legacy work to
copyright-free photos to Reports and Studies.
It has also been a key resource for many partnership projects over the year, including the Glenkens
Food Month, the Glenkens Community Spaces Network and the Loch Ken Trust Resilience project.
It brings our communities together and strengthens their sustainability, in particular by the recent
grouping of facilities on a village-by-village basis. It supports local businesses through promotion and
news stories.
Glenkens Hub Development Plan February 2024
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It also allows us to promote ourselves as an effective and organised community to regional and
national stakeholders.
The associated Facebook and Instagram channels were launched in summer 2023, which bring news
stories and events directly to people’s phones. This will have had a big effect in making people feel
more connected to their communities.
2. INTRODUCTION
A full first-year review of the Glenkens Hub website will take place in April 2024 in order to:
gauge community user views on the Hub
determine level of Hub usage by targeted user groups
determine extent to which the Hub is meeting its aims
make improvements to layout / pages as necessary
plan development for the next 3 years
This report looks at development of the site to date and identifies potential area for development in
the next year.
3. REVIEW OF DEVELOPMENT AND DELIVERY IN 2023
Ideas and requests from the CAP were compiled into the Functional Requirement Specification (FRS)
used in the initial development phases. Progress against that FRS as at January 2024 was as follows:
Identified
need
Events
calendar
1
Specification1
Achieved / Reason for delay
crowd sourced
Calendar of weekly and monthly/one-off
with minimal
activities.
moderator /
Average of
admin input, easy
◦ 37.4 events per month across
to navigate,
2023 (total 614)
◦ 37 events per week
Crowdsourced from Facebook, Google
submission form and direct contact.
Not self-service due to SquareSpace
limitations.
auto-linked to
social media
Facebook and Instagram set up
Feeds on front page
News and events directly shared to
Facebook.
able to export
pdfs of specific
listings (eg
activities for
children in
Balmaclellan in
June)
Not possible via SquareSpace.
Search What’s On page set up to allow
filtering events on location and type
Newsletter (every 2 months) rounds up
forthcoming events and is printable from
email distribution or downloaded from
Hub.
Plan for
development
Investigate
options for better
user interaction.
From initial tender process documentation.
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searchable
(price, location,
date, age-range)
Search What’s On allows filtering of
events on tags (age-range, type of event)
and category (venue and location).
Attractions
crowd sourced - Things to See and Do page
things to see &
31 entries
do; up to an
Focussed on Glenkens at present.
hour's drive away
– include name
of place, brief
description,
photo, web link
News
moderated, with
posts archive (by
date – 2022 / 23,
etc) or just
searchable
Extend scope to
include “up to an
hour’s drive
away”.
Encourage
community
submissions to
help populate the
data.
News page with 91 articles
Most submitted by email and admin
uploaded submissions
Archived by date and searchable by tags
(topics) and category (location).
Trades listings local directory
(producers and
services)
Local Directory page
93 local businesses added
22 food and drink producers / vendors /
establishments
supported Glenkens Food month
campaign
Focus on local
businesses to
increase
coverage and
promote eg local
food movement
Community
services
local doctors
surgery, shop
opening times,
cafes, local
organisations,
links to websites
for these
Shop Local
Food & Drink
Health, Welfare & Advice
Community Directory
Community Groups (29)
Community Councils (8)
Community Spaces (28)
Potential for
Community
Council agendas
to be advertised
and minutes
stored on Hub.
Transport
car share / lift
share
Transport page
Public Transport (Traveline
Scotland embed, Galloway
Community Transport timetables,
link to DGC bus timetables).
Road Travel (Liftshare, AA Route
Planner, D&GVOST Twitter
embed, Gritter Tracker, filling
stations, electric car charging
points, Report a pothole link,
Glenkens Ebike Club link
Jobs &
Volunteering
Jobs and Volunteering section
36 jobs and
9 volunteering opportunities
advertised
Volunteering
Volunteers’ Week 2023 promoted
Housing
Housing page
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Freecycle
Glenkens
Facebook free /
wanted page
This already exists The Glenkens in D&G
– For Sale/Free & Wants Group
promoted on Reduce, Reuse, Recycle
page
External Links weather, bus
See other sections for details
timetables, VOST
(road closures /
storm warnings),
GCT, D&G
Council
Searchable
Gazette
archive
Calameo
page for
current issue
Started process of adding past articles to
Hub, tagged and categorised for easy
searching
better readable
format than
archive format
To continue to be
progressed
Glenkens Gazette page with Calameo
embed of past issues, link to Oliver
Sturm’s archive and list of where to get
paper copies
Bulletin board eg missing pets,
(moderated) childminders,
room to rent;
each post timelimited
Community Noticeboard
11 entries received
Submissions promoted of Facebook.
Transfer of
Galloway
Glens
resources
onto website
Galloway Glens overview page
33 individual pages focussing on
different topics
Glenkens Gallery entries
136 documents uploaded
On-going addition
of photo albums
eg Balmaclellan
Mirror
Transfer of
Gazette
archive local
history /
interest
articles onto
website
History & Heritage page
Visit, Read, Watch, Get Involved
sections
On-going addition
of past articles
from Glenkens
Gazette issues
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4. ADDITIONAL IDENTIFIED NEEDS
The following items were added to the Hub as the need for them emerged from users during 2023:
Identified need
Purpose
Achieved / Reason for delay
Consultations,
Bring together issues in
Planning and Local one place with links to
Place Plans
how to get involved
Consultations, Planning and
Local Place Plans
Schools and Early
Learning
Sign-posting to local
schools, ELCs, play
groups and youth groups
Education
Includes ongoing
consultations where
available
Communities
round-up
Collate information
Glenkens Communities
spread across
Community Council,
Community Group and
Community Spaces page
plus community centred
information from Good to
Know leaflet
Land Use
Page to highlight land
use issues
Will incorporate
resilience
information once
collated.
Land Use
includes A Vision
for Land Use in the
Glenkens link
Groups and
organisations
Articles esp. from
Gazette issue 130
Consultations
Libraries and
Courses
Libraries and Courses
including
Balmaclellan
Library and Sandy
Gordon Memorial
Collection
Local Funders
Local Funders
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Plan for
development
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5. USER DATA
It was decided not to activate user tracking on the website in the first instance to avoid putting off
potential users to the new site with a Cookie Notice. Therefore the number of Hub page visits and
page views in the table below is somewhat inaccurate. It is planned to activate the tracking in April
2024, during the community survey period, with an appropriate Cookie Notice in order to get better
data on numbers of individuals using the Hub.
Social Media
@16/1/24
Facebook Followers
342
Instagram Followers
79
In last 90 days
Facebook reach
8075
2.8K
Instagram reach
145
70
16/01/2024
As % of Glenkens Area
population
50
1.31%
Hub Users
Newsletter subscribers
1 April 23 – 16 Jan 24
Page visits (browsing session)
131K
Page views (total number of page requests)
34753
Top pages – Home,
Calendar, Glenkens Gazette,
News, Building Biographies,
Food Month, Jobs and
volunteering
42
1.10%
Users submitting information (excluding
GCAT staff)
Google Search performance
In last 90 days
Total clicks (number of times a users clicked
through to the Hub from a Google search)
844
Total impressions (number of times a users
see a link to the Hub in search results)
22.5K
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6. COMMUNITY ENGAGEMENT
Information from the community is directly
and indirectly sourced:
Directly community sourced
◦ email
◦ Google form
◦ by social media direct
message
Indirectly community sourced
◦ Via social media (specifically
Facebook)
◦ Via TicketSource
Of the community sourced information on the Hub in 2023, approximately three quarters referred to
events (608), followed by News articles (91).
The community’s most used submission method for each type of content is shown in the graph below.
Most submission are via email or via
social media, except for Volunteer
Opportunities and Community Notices.
However, these represent a very small
number of total submissions, 9 in each
case.
It has not been possible to differentiate
between those received by email (directly
community sourced) and those copied
from Facebook (indirectly community
sourced, without the original poster’s
involvement), as tracking this would have
added an additional admin burden.
However, rough calculation indicates that it is mostly community events which are copied from
Facebook, while most News and Job Adverts are submitted by email. The data from Google form
submissions is automatically collated by Google without additional admin effort.
By continuing to offer a range of ways to engage with the Hub, it is hoped that most people will be
able to use their preferred method of sending information to the Hub. Proactively seeking community
events on social media and TicketSource should help prevent duplication of volunteer effort and make
sure the maximum amount of content is available on the Hub for the community.
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7. BREAKDOWN OF TIME SPENT PER TASK
The time spent on Glenkens Hub tasks was collated for 2023 both pre and post-launch.
As expected, the time spent
on Development (dark green)
was significantly higher prelaunch in April, while
Facebook (yellow) and
Instagram (orange) did not
involve many hours until
post-launch.
In the last few months of the
year, website additions
(navy) and Facebook were
the predominant activities,
followed by Writing Articles
(light green) and
Development.
Excluding the pre-launch period, the time spent per task is as per Chart 4.
While website additions is
the predominant task
(averaging 30 hours per
month), Facebook time
(which includes indirectly
sourcing Hub content) has
increased to around 9 hours
per month.
September’s increased website additions and lack of development and research can be attributed to
the increased number of community events additions due to Glenkens Food Month and last minute
Galloway Glens additions.
It is hoped that a balance can be achieved between continuing to source and supply time-critical
information, while allowing time for:
1. research and development to keep the Hub fresh;
2. areas of potential development (see section 8).
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8. AREAS OF POTENTIAL DEVELOPMENT
Outstanding areas from the Functional Requirement Specification (FRS) are as follows:
Identified need
Plan for development
Events calendar
Investigate options for better user interaction.
Attractions
Extend scope to include “up to an hour’s drive away”.
Encourage community submissions to help populate the data.
Trades listings
Focus on local businesses to increase coverage and promote eg local
food movement
Community services
Potential for Community Council agendas to be advertised and
minutes stored on Hub.
Transfer of Galloway Glens On-going addition of photo albums eg Balmaclellan Mirror
resources onto website
Links for You Tube videos (144)
Transfer of Gazette archive On-going addition of past articles from Glenkens Gazette issues
local history / interest
Consolidation of Gazette archive data
articles onto website and
searchable Gazette
archive
In addition, the Glenkens Hub Survey planned for April 2024 will be used to identify areas where the
community feels there could be improvement and to help decide on the prioritisation of the above
areas.
9. CHALLENGES AND OPPORTUNITIES
Challenges
The main challenge associated with the Glenkens Hub is keeping the workload and community
expectations linked to the funded time available. It has been as successful as it has through 2023
through a huge amount of volunteer effort by Gail in addition to her paid hours, which we are most
grateful for. Looking forward, we need to find a sustainable model whereby the hours required are
manageable and also funded.
There are also technical challenges due to the limitations of the Square Space platform. Other
options will be investigated through 2024, as time allows.
Opportunities
Monetising the value of the Hub. We see opportunities to work with larger businesses in the area to
help them see the value of the Hub to their business. Through sponsorship or adverts, this could be a
revenue stream that could aid the challenges above. However, it requires an additional investment of
time to make it happen, which is not easy to find.
Getting the Gazette onto the Hub. It would be fantastic to have all Gazette articles as News stories
on the Glenkens Hub and website, but this is too time intensive at present. It could be a volunteer
project if anyone was interested.
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Community Council hosting. Some CCs are approaching the Hub with a view to the Hub hosting
their Minutes and perhaps even replacing their village websites. This will be facilitated wherever
possible, on the proviso that it comes at Community Council request and is not a take-over bid by the
Glenkens Hub!
Attracting working families to the area. If funding can be found, we would like to use the Hub to
explicitly try and attract working families to come to the Glenkens, by highlighting what jobs and
facilities are available here. This is of course fully aligned with CAP Theme 3, An Economically
Flourishing Community.
10. CONCLUSION
The Glenkens Hub has rapidly established itself as a most valuable addition to the communities of the
Glenkens. It brings them together, hosts their resources and promotes partnership working. The
scope for evolution and optimisation is almost boundless but will need to be constrained by available
funds and resources. Prioritisation through 2024 will be required.
Thank you to the many people who have made the Glenkens Hub such a success:
The Gazette Steering Committee of Mike Brown, Nigel Martin and Gill Warnock.
Oli Sturm for his work on the Gazette Archive.
All the many contributors and readers.
Sarah Ade for her support of the Hub through her work on the Glenkens Gazette.
Gail Challis for her huge commitment to a fantastic community resource.
February 2024
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Title
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Glenkens Hub 2023 Report
Description
An account of the resource
The 2023 Annual Report sets out its delivery over the year and the plans for the evolution of the site in 2024 and beyond.
Identifier
An unambiguous reference to the resource within a given context
CAP_18
Creator
An entity primarily responsible for making the resource
GCAT
Publisher
An entity responsible for making the resource available
Glenkens Hub
Date
A point or period of time associated with an event in the lifecycle of the resource
2023
Contributor
An entity responsible for making contributions to the resource
Glenkens & District Trust
CAP Theme 1
-
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Title
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Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Text
Any textual data included in the document
Glenkens Community Spaces Network
Annual Report 2023
Executive Summary
The Glenkens Community Spaces Network (GCSN) began with a 0.2 FTE Facilitator in January 2023
thanks to funding from the Glenkens and District Community Fund through Foundation Scotland.
The Community Spaces Network is a Glenkens Community and Arts Trust project.
Following an initial round of fact-finding interviews with representatives of 20 community spaces in
order to set priorities for the network, it has hosted 7 Network meetings to date, four of which have
featured guest speakers to speak on a topic proposed by committee members. These meetings have
been attended by members of 14 Town Hall, Village Hall and other community space committees
across the Glenkens. Those who have been unable to attend have been kept up to date by email and
invited to join in with projects and share updates.
The Network’s purpose is to bring these voluntary committees together for peer support, to
encourage partnership working across the Glenkens and to amplify their efforts by further work by
the Facilitator over one day per week.
The GCSN has been very well received by the voluntary committees (see Appendix 1) and it has also
become clear that its effective function is a strategic underpin to many of the Glenkens & District
Community Action Plan priorities.
This report summarises the work done to date on these priorities, and sets out plans for the final
year of the currently-funded delivery phase.
2023 delivery
CAP Theme 1 – A Connected Community
Glenkens Hub partnership
•
The GCSN has worked closely with the Glenkens Hub website to use its reach as a public
facing service to improve the public profile of the halls. The GCSN page on the Glenkens Hub
Glenkens Hub - Glenkens Community Spaces Network allows members of the public to find
their local Hall and easily see information about events and activities taking place, as well as
giving information about how to hire the venue – both of which should hopefully increase
footfall and revenue.
•
The other really positive outcome for the GCSN is the password-protected Community
Spaces intranet page on the Hub, where resources, meeting papers and useful information
are stored so as to be easily updated and accessible to GCSN members.
•
One issue which came out of initial meetings with committees of community buildings was a
feeling that coordination of events timings would be helpful to reduce the risk of
clashes/competition for the same audience. The events calendar on the Glenkens Hub has
really helped with this. However, some events are planned up to a year in advance but
cannot be advertised on the Hub until details have been finalised. The GCSN intranet page
therefore now has a spreadsheet of planned events taking place taking place up to 12
months in advance.
Organic partnership working
The opportunity to meet on a regular basis and develop relationships with volunteers from other
community venues has been very positive.
•
Sharing of information and collective planning has happened organically, as meetings have
provided an opportunity for discussion of potentially clashing, joint or connected events.
•
We’re also in the process of creating a list of assets that can be hired/shared by other venues
which is also hosted on the GCSN intranet. Although this is not yet finished (inventory taking
is a big job!) people have already started to share resources (e.g. heaters for one-off events)
through links created in network meetings.
Adding value
Developing good working relationships with the GCSN members has led to further project work
being delivered through separate funding streams facilitated by the GCSN:
•
The Loch Ken Trust have commissioned the GCSN Facilitator via GCAT to help to deliver a
resilience-focused project for Community Councils and Halls. One of the outcomes of this
will be a toolkit for community halls that may be used as resilience evacuation centres or
warm hubs in the case of storms and similar. The toolkit will help them to develop any
necessary policies, consider and mitigate risks, and work out planned procedures so that if
there was a need for the venues to be used in this way, they would be better prepared. This
project will report end March 2024.
•
Dalry Community Council have sourced funding from NatureScot and SOSE to carry out
some work on Local Place Planning, one strand of which involves the GCSN Facilitator
working with Dalry and Carsphairn Community Councils to complete a draft Local Place Plan
for consultation, ensuring that all pertinent themes from the CAP are included, and to
produce resources to support the other CCs in the Glenkens with Local Place Planning work.
The NatureScot funding for this work ends in March 2024, but the work on Local Place
Planning will continue through 2024 and GCSN can continue to be involved as a support if
Community Councils would like.
CAP Theme 2 – An Asset Rich Community
Fundamentals
Supporting and amplifying the work of the Glenkens voluntary committees is the key remit of the
Network. By bringing people together in a supportive and positive environment, the GCSN allows
committee members to share good practice, successes and advice, highlight issues, ask questions,
suggest topics for investigation and potential projects and advise where the 1 day per week of the
GCSN Facilitator can best be used to add value and support committees.
Some committees have requested proforma documents to be developed to support with business
planning, policy development etc. As GCSN Facilitator, I have sought guidance and/or examples,
developing proforma documents and adding these to the GCSN intranet as a resource for all
members.
CAP Theme 4 – A Carbon Neutral Community
GCAT sourced £50,000 of funding in 2023 to commission a study into reducing energy demands and
emissions from our public buildings. The GCSN was critical to delivery of this report by Natural
Power Consultants. By using existing relationships, we were able to connect NPC to Hall committees
efficiently and effectively.
The resultant report Glenkens Hub - Energy Efficiency & Decarbonisation in Glenkens Buildings
provided information on energy efficiency and decarbonisation to the custodians of 11 community
buildings; three have so far used this information to inform capital funding bids to implement some
of the recommendations. We will be revisiting the report in the upcoming March 24 meeting to
discuss whether any of the other buildings who took part are now ready to consider upgrading as
doing this collectively may make it easier to get contractors in to quote for the work.
Looking forward: Challenges
Volunteer fatigue: One of the main issues which has become clear over the first year of the
Network has been that of volunteer fatigue. We are fortunate in the Glenkens to have a high
number of hardworking volunteers from a range of professional backgrounds, but the limited
population in the area necessarily means that there is a small pool from which to draw, meaning
that volunteer fatigue is perhaps the biggest challenge to the continuing functioning of our
community spaces. In these conditions, the provision of paid support can make a real difference in
terms of amplifying the work done by volunteers.
Funding: Although funds are available, the funding landscape is increasingly challenging, with more
competition for the limited available funds. GCSN members have expressed support for the
aspiration to look at collective funding bids for projects which benefit a number of community
venues and also further Community Action Plan aims. One area I’m hoping to build on in the coming
year is to look for opportunities for coordination of funding applications or submitting bids in
partnership – this will be discussed at our next GCSN meeting in March 24.
Looking forward: Opportunities
Signposting and support: Outside the network meetings and projects to benefit the wider
networks, I have worked with some groups on specific projects, helping to develop or looking over
funding bids pre-submission e.g. supporting the MUGA team in Dalry with the Asset Transfer
process and supporting the Crossmichael Community Trust with funding applications. I have also
signposted to organisations who are more appropriate to help with certain aspects, such as Third
Sector Dumfries and Galloway to look at issues with changes to constitutions, and would like to be
able to do more of this, time allowing.
Innovative thinking: I am also keen to support communities wishing to explore whether more can
be made of existing facilities, or whether there is scope for repurposing buildings. The Glenkens
Community Centre survey highlighted the possibility of a gym facility being created within the
Glenkens. A need for meeting spaces and bookable hot desking sites for home workers has also
been identified. I have also had meetings with a group who would like to use the refurbishment of
the Glenkens Community Centre as an opportunity to train local young people in eco-friendly
retrofitting, with the aspiration of creating a warmer, more welcoming, lower carbon community
building and helping to increase access to MCS-certified professionals in the local area.
Planning for sustainability: The GCSN’s work has from the outset been led by the priorities of its
members, and support for each community venue varies according to the aspirations and
circumstances of each member venue. The Community Action Plan includes an aspiration for a
sustainability plan to be completed for each community venue. I see this as potentially being
fulfilled by the ongoing work to support the committees both in general and with specific projects.
The Local Place Plan also offers an opportunity to formally recognise local support for community
assets and core organisations; this is already coming across strongly in the community engagement
events which have taken place in Dalry and which I think will be reflected across the Glenkens.
Business and investment planning: CAP Theme 2 also highlights the aspiration to develop a rolling
and long-term support and investment plan for halls and community spaces to ensure that they are
accessible by everyone. As an initial step I’ve pulled together some resources and done some draft
business plan templates on the intranet page and hope that we can build on this with any
committees looking for support. Over coming months, I intend to arrange a follow-up visit with all
member Halls accompanied by Helen Keron, GCAT Executive Manager, to direct upcoming work and
identify opportunities for further project working. However, it will be difficult to achieve concrete
gains on this in the current 1 day/week allocation.
Conclusion
In 2024, I am looking forward to continuing to work with the Hall committees to pursue their
ambitions as well as those in the Community Action Plan. Having spent a year developing really
positive relationships with many of them, based on support and delivery, we can now use this
second year to continue to encourage strong partnership working and delivery of CAP priorities.
I would like to thank all of the members of the Hall committees across the Glenkens for the huge
amount of voluntary effort they put into keeping all our Community Spaces thriving – the Glenkens
is much the stronger for them. It is a pleasure to work with them.
Becca Nelson (Glenkens CSN Facilitator), March 2024
Appendix 1: Comments from GCSN members on the usefulness of the network over the first
year of operation
The introduction of the Community Spaces Network from my initial, one to one, meeting with
Becca Nelson to the regular meetings of the Spaces Network have been constructive and
inclusive. I think everyone has found that by meeting on a regular basis much common ground has
been found by all the Community Venues issues facing all the community venue have been
discussed and I think the feeling that you are ‘not on your own’ is one of the main positives to
come out of the meeting and that Becca is able to take forward joint concerns and look for
solutions is of great benefit. The meetings have also given a the venues a chance of networking
which may not have been possible before and I know from Balmaclellan Hall the greater cooperation and joint working is of great benefit, especially when planning event programmes for the
individual venues.
Perhaps during the coming year it may be that the group can explore looking at available funding
not only for individual venues but also on a joint basis.
The GCSN, and in particular Becca, have been instrumental in the Crossmichael Community Trust’s
recent SPEN application for funding improvements to our village hall.
Our Trust did not know of this funding source so without Becca we would have missed out on the
opportunity of £94k of funding whether we are successful or not. At every stage Becca has been
helpful by drawing together outcomes from other projects in the Glenkens which are relevant to
our application. Furthermore, the monthly GCSN meetings have allowed us to discuss in person
with other groups in the area that are also applying. Although we are all local without these
meetings we would all still be working separately and not pooling our knowledge and resources as
we now are. Becca has brought a sense of community to those who are trying to create a better
community in their village. There is now a central resource area on the intranet which is a
reassuring starting point. Becca is extremely knowledgeable and approachable and is an absolute
asset to the Glenkens. It is essential that GCSN should continue.
Crossmichael Community Trust
From the perspective of LING, the GCSN has offered a most valuable addition to the resources
available and it deserves to remain as a forum for sharing amongst Glenkens halls. It has considered
topics of real and active concern - and led to positive outcomes. It is that which distinguishes it
from previous approaches.
Its success has rested upon the careful and sensitive attention given to it by Becca. Her personality
and professional competence have given the disparate players the confidence to participate with
enthusiasm.
I took on the role of chairperson of the Dalry Town Hall Management committee over three years
ago and from the outset found it quite daunting and time consuming as I had no previous
experience of managing a valued rural asset. I have the benefit of advice and help from the previous
chairperson but sometimes I thought that the problems that occurred were totally specific to the
Town Hall. Since attending the meetings of the GCSN headed up by Becca Nelson who is the
Glenkens Spaces Network Co Ordinator, I have come to value the support of other individuals and
realised we all have the same day to day hurdles to overcome. The opportunity to air my problems
and discuss any difficulties I had been experiencing has proved invaluable. Becca has become our
sounding block and any issues we have had, no matter how small such as Insurance or problems
with Wi FI connection or just how we can tackle the age-old problem of promoting and marketing
the different venues she has been able to take the pressure off and research and feedback her
findings. We all juggle our time and having Becca there to ease the burden and arrange for us to
meet any relevant individuals who can help give advice. I have found it good to be able to speak to
like-minded individuals to exchange ideas with. I would like to see the GCSN continue.
I wanted to extend my sincere appreciation for your outstanding work as our Community Spaces
Network officer. I wanted to express my gratitude for your invaluable contributions. Your
dedication and expertise have truly made a significant impact on our endeavours in the Glenkens
area. And your efforts have been instrumental in fostering collaboration and driving positive
outcomes in the community.
Having you on board has facilitated numerous positive outcomes for our community. One of the
most noteworthy aspects of your role has been your ability to foster collaboration and knowledgesharing among volunteers and local teams. The platform you've created for us to exchange ideas,
experiences, and challenges has been invaluable. Your efficiency, organization, and approachability
have significantly contributed to the success of our initiatives, making a noticeable difference in our
community.
You have been pivotal in the Dalry Community Council Local Place plans. Your skilful management
of consultations and engagements has ensured that community voices are heard and integrated
into strategic plans effectively. Moreover, your knack for collating information and has been
instrumental in driving progress. Additionally, I greatly appreciate how you meticulously gather and
assess all available information for our projects. Your ability to discern what crucial elements may
be missing and communicate this clearly and concisely has been invaluable in ensuring the
thoroughness and success of our endeavours.
Your comprehensive understanding of the various organizations in the Glenkens area has facilitated
a more cohesive community vision. Your honesty, responsiveness, and willingness to assist have
been invaluable assets to us all.
Looking ahead, I recognize the challenges of managing a growing workload. Considering the
expanding scope of projects and community needs, I believe it may be beneficial to explore options
for increasing your role or support, such as introducing a dedicated project development officer or
a funding specialist.
Once again, thank you for your dedication and contributions. Your work is truly appreciated, and I
look forward to continuing our collaboration for the betterment of the Glenkens community.
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Glenkens Community Spaces Network Annual Report 2023
Description
An account of the resource
The Network’s purpose is to bring these voluntary committees together for peer support and to encourage partnership working across the Glenkens. This report summarises the work done to date on these priorities, and sets out plans for the final year of the currently-funded delivery phase.
Identifier
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CAP_17
Creator
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GCAT
Publisher
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Glenkens Community Spaces Network
Date
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2023
Contributor
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Glenkens & District Trust
CAP Theme 1
CAP Theme 2
CAP Theme 4
-
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Dublin Core
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Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
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Future of Education Provision in the Glenkens –
Necessary delay to the mothballing process on the
grounds of Place Principles and LOIP outcomes.
Background
This paper is from the Community Action Plan Steering Group 1 (CAP SG), owners of
the Glenkens & District Community Action Plan. It sets out a clear rationale for a
delay to the decision to mothball the Dalry Secondary School to allow the wider
impact on the community to be assessed and appropriate mitigating actions put
in place.
We feel strongly that a decision of this magnitude, impacting on current and future
pupils and the wider community, should not be able to be made by the Education
Committee of Dumfries and Galloway Council alone. The wider implications of the
decision should be considered by the Community Planning Partnership Board and a
community impact assessment made so that a plan to mitigate the impacts can be
developed.
The Glenkens & District has a Community Action Plan articulating the priorities
identified by the local community The agreed goal in the Community Action Plan, after
extensive consultation, is that the Glenkens will be: ... a connected, resilient and carbon neutral place, where people will want to live,
to work, to bring up their families, and to grow old. It will be somewhere that other
places in Scotland will look to for inspiration.
The provision of educational facilities is a key underpin of this goal. Good education
provision is important not only for the people currently living here and businesses based
here but also to attract businesses and families to move to the area. More homes, jobs
and businesses are key to our area and a key factor in people deciding to live here will
be access to good education. Hence our interest in this important decision that will
impact our communities in the short, medium and longer term.
The CAP SG is made up of nine people of all life experiences and interests from across our communities,
who will review progress against the Plan, suggest interventions if some actions aren’t getting done, and
ensure that the Action Plan remains up-to-date and relevant as our communities change.
1
Decision making process
Several members of the CAP SG attended the public meeting on 29 January 2024
where the proposal to recommend to the Education Committee that Dalry Secondary
School be mothballed was communicated by Education Department officials.
It became clear, after some questioning, that the decision on mothballing is currently
one for the Education Committee alone and that there is no requirement or indeed
intention to assess the potential impact on the Glenkens community in the information
provided to the Education Committee. This silo approach to decision making is wrong
and outdated and does not recognise or indeed respect the voice of our community in
such an important decision.
As clearly articulated by attendees at the meeting, it appears inevitable that the decision
to mothball will result in a future consultation process to in turn enable closure. Parents
and children are likely to have no belief that the school will ever re-open and so will
make the logical decision to send their children elsewhere. This is especially so since
there are no published criteria to allow the review and potential reversal any decision to
mothball.
This process, which appears to oversee a ‘managed decline’ leading to a decision to
mothball, runs a coach and horses through the statutory process for consultation on
school closures. We would cite as evidence of the ‘managed decline’:
1.
2.
3.
the reduction over the years in choices available to pupils in Dalry (with children
instead being advised to move to Castle Douglas High School for subjects)
which has necessarily been followed by parents choosing other schools.
the lack of any enthusiasm from the school management team to look at
innovative ways to retain secondary education facilities at Dalry.
the imposition of a mothballing timetable backed by analysis using a
questionable methodology and a survey done during the festive period that
precluded the possibility of lateral thinking and perhaps some more radical
alternatives.
Elected members condoning this approach in this instance therefore leaves
virtually all small rural schools in Dumfries and Galloway at risk of managed
decline leading to mothballing leading to closure. This appears to be a deliberate
attempt to circumvent Scottish Government requirements for closure consultation and
would be challengeable.
Role of Community Partnership Planning Board
Both the Scottish Government and Dumfries and Galloway Council are clear that the
voice of the community needs to be taken account of, encouraging communities to
develop plans and feel empowered. We would highlight for example the work being
required on Local Place Plans and the statements we have heard about their
importance.
In addition, the D&G September 2023 Local Outcome Improvement Plan sets out this
priority:
Community Planning Partners will focus on place; listen to our local
communities; improve connectivity; and help tackle key local issues.
and the top 3 LOIP underlying principles are:
Empowering Communities
Embracing and embedding Place Planning approaches
Working with our communities to build local community capacity,
skills and resilience
•
•
•
With the current focus on Local Place Planning and working in partnership rather than
silos, we request that the views of the Community Partnership Planning Board
(CPPB) are sought before a decision of this magnitude is taken by the Education
Committee.
Any decision made on this topic must be of interest to the CPPB if they are to achieve
the outcomes of the LOIP, and they should be consulted.
Need for effective planning and mitigation
In addition to considering the impact on the local community, we believe that an
important part of any decision made to mothball should be a clear set of actions
designed to ensure a smooth transition for the young people directly impacted. If we as
a Glenkens community are to achieve our Community Action Plan goal, then it is
important that our young people now and in the future feel connected with the place
they live in and are able to participate in all aspects of activity both at school and at
home. For the Education Committee to make a decision on mothballing without
understanding how the process would be effectively implemented risks any decision
being deemed perverse and unreasonable.
As a minimum, we think the following should form part of any recommendation to the
Education Committee and should be developed in conjunction with the wider Glenkens
community and community groups:
1. An effective transition plan agreed between the education department / school
/ parents / impacted young people to ensure that the transition to another school
is handled in a manner that minimises the impact on these young people. It was
clear from the meeting that the majority of the people who would be directly
impacted by any decision to mothball feel that Castle Douglas Secondary School
is not a good alternative for them. There was little evidence that any steps are
being taken to address these legitimate views and to ensure that the young
people are effectively and compassionately included in their new school family if
mothballing proceeds.
2. A comprehensive plan that sets out the transport arrangements for the new
educational infrastructure. This should of course include provision to enable the
young people to participate in after-school activities as well as core school
hours. It is crucially important for the young people to be able to participate in all
aspects of school life. At the meeting, one of the reasons given for the
mothballing was that the small number of pupils at Dalry meant that the social
aspects of school life and the interaction with others was not possible. If this is a
key criterion for the recommendation to mothball, then the Education Department
need to ensure that the statutory travel arrangements to and from the school do
not, in turn, prevent this. We are all aware of the material challenges re transport
in rural communities so this critical issue needs to be addressed.
Summary
The provision of educational facilities is a key underpin to the long-term sustainability of
our community here in the Glenkens, but also around the region. Good education
provision is important not only for the people currently living here but also to retain
existing families and attract families to move to the area. More homes, jobs and
businesses are critical to our area and a key factor in people deciding to live here and
businesses locating here will be access to a good education.
This accelerated mothballing process appears to be being deliberately used by the
Education Department to sidestep the need to either formally consult on closure or to
create mitigation plans that will minimise the impact on Glenkens young people and the
wider community. We believe that this is a misuse of process that the wider Council and
CPPB should be aware of. Allowing it to continue will not just disadvantage the
young people and communities of the Glenkens, but potentially all of our small
rural schools, accelerating rural depopulation and working in direct opposition to
LOIP outcomes.
We request that the decision on mothballing is delayed until further discussion between
the wider community, the Education Department, the Communities Department, the
CPPB and Elected Members takes place.
John Paterson, Chair,
Glenkens & District Community Action Plan Steering Group.
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Title
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Future of Education Provision in the Glenkens
Description
An account of the resource
This paper from the Community Action Plan Steering Group (CAP SG), owners of the Glenkens & District Community Action Plan, sets out a clear rationale for a delay to the decision to mothball the Dalry Secondary School to allow the wider impact on the community to be assessed and appropriate mitigating actions put in place.
Identifier
An unambiguous reference to the resource within a given context
CAP_16
Creator
An entity primarily responsible for making the resource
GCAT
Publisher
An entity responsible for making the resource available
CAP Steering Group
Date
A point or period of time associated with an event in the lifecycle of the resource
2023
Contributor
An entity responsible for making contributions to the resource
Glenkens & District Trust
CAP Theme 3
education
-
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PDF Text
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Title
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Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Text
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Energy Efficiency in
Glenkens Homes
19th September 2023
• Ronan Doyle, Renewable Heat Engineer, Natural
Power Consultants
• Becca Nelson, Glenkens Community Spaces
Network Facilitator
• Helen Keron, GCAT Executive Manager
Contents
1.
2.
3.
4.
5.
6.
7.
The Process
The Reports
Summary Findings
Indicative Costs
VAT treatments
Grant finding routes
Questions
1. The process
• GCAT sourced funding from the Scottish Government's
‘Community Led Vision’ fund, administered by D&G Council, at
the start of the year.
• They used this to commission Natural Power Consultants to
create two Reports:
• One into the energy efficiency of 11 public buildings in the
Glenkens.
• One into the energy efficiency of 2 typical homes in the
Glenkens (domestic archetypes),
1. The process
• Becca helped NPC engineers research the 11 Halls that
volunteered.
• Thanks as ever to the voluntary Hall Committees that gave up
their time to help.
• NPC then modelled and researched:
• A 1940’s post-war semi-detached bungalow.
• A pre-1919 classic Galloway cottage.
• Thanks very much to the Pamela Young Trust and to Mary Smith.
Post-war semi-detached bungalow
Floor plan
Galloway Cottage
Floor plan
2. The Reports
• Both reports are published on the Glenkens Hub here:
• Glenkens Hub - Energy Efficiency & Decarbonisation in Glenke
ns Buildings
• The Hall report has an introduction and a summary, plus
standalone chapters that each Hall can use as the technical basis
for grant applications for capital upgrades.
• The Domestic report considers each type of home separately,
and also draws wider conclusions for most housing types.
2. The Reports
Halls that have taken action prompted by this report:
• Crossmichael Memorial Hall
• Glenkens Community Centre
• CatStrand have already taken action prompted by this report.
(Honourable mention to Lagwyne Hall, Dalry Town Hall, Mossdale
Village Hall and New Galloway Town Hall who had already taken
energy efficiency steps without this report!)
3. Summary Findings General
There is very little point installing carbon-neutral heating options if
your house is not rated EPC C or above.
You would be better off installing energy efficiency measures such
as insulation, double-glazing etc to raise the EPC.
If you want to install solar PV panels, make sure you have sufficient
load on them to use the electricity yourself rather than re-sell it.
3. Summary Findings General
Once a house is rated to above EPC C, a good solution is often solar
PV panels with battery storage feeding an ASHP.
It is possible to install a system that will increase your running
costs, so be aware!
Various funding streams are available to install measures, if you are
eligible.
3. Summary Findings –
post-war bungalow
Roof insulation and cavity wall insulation have the best (shortest)
payback time.
Floor insulation, double glazing and external door replacement will
all help energy efficiency but all have a long payback period.
Consideration of current and likely electricity costs at the point of
commissioning is critical.
3. Summary Findings –
post-war bungalow
The optimised solution to decarbonise this home whilst ensuring a
reduction in fuel costs is the implementation of all insulation
measures combined with the installation of an 8kW ASHP and
3.5kW solar PV.
3. Summary Findings –
Galloway Cottage
Internal wall insulation (including eaves) has the best (shortest)
payback time.
Double glazing and external door replacement have a longer
payback period.
Consideration of current and likely electricity costs at the point of
commissioning is critical.
3. Summary Findings –
Galloway Cottage
The optimised solution to decarbonise this home whilst ensuring
a reduction in fuel costs is the implementation of all of the energy
efficiency measures combined with the installation
of an 8kW ASHP and 1.2kW solar PV. T
4. Indicative Costs –
post-war bungalow
Double glazing:
Roof insulation:
Floor insulation:
Cavity wall insulation:
New external door:
ASHP:
3.5kW solar panels:
£1k
£1k
£8k
£6k
£1k
£2k
£7-10k
Total: £29k
4. Indicative Costs –
Galloway Cottage
Double glazing:
Internal wall insulation:
New external door:
ASHP:
1.2kW solar panels:
£10k
£1k
£3k
£10k
£8-13k
Total: £37k
5. VAT Treatments
• Certain specified energy-saving materials (“ESM”) and the services
(labour) to fit them are zero-VAT until 31 March 2027.
• This is good news! A 20% discount.
• However:
• Zero-rating is predicated on the installation of qualifying ESM from a
list rather than an overarching aim of improved energy efficiency.
• Also, zero-rating is dependent on there being only a single supply of
ESM (or the supply of ESM being a separate supply in its own right
when carried out with other works).
5. VAT Treatments
The list of qualifying Energy Saving Materials:
•
•
•
•
•
•
•
•
•
•
•
insulation for walls, floors, ceilings, roofs or lofts or for water tanks, pipes or other
plumbing fittings
draught stripping for windows and doors
central heating system controls (including thermostatic radiator valves
hot water system controls
solar panels
wind turbines
water turbines
ground source heat pumps
air source heat pumps
micro combined heat and power units
boilers designed to be fuelled solely by wood, straw or similar vegetal matter’
5. VAT Treatments
• The point that zero-rating is dependent on there being only a
single supply of ESM means that you are much better off
planning for this VAT rebate in advance and getting your ESM
materials sourced and fitted as a separate contract, if you are
doing it as part of a wider re-furb project.
• Also, only the items on the list will qualify, even if other
improvements have energy saving implications, such as triple
glazing.
• For full details, see
https://www.gov.uk/government/publications/changes-to-the-vat-treatment-of-the-installation-of-energ
y-saving-materials-in-in-great-britain
6. Grant Funding routes
There are a number of grants and loans available to home-owners.
Almost all require installation of the ASHP by an MCS-accredited
installer.
6. Grant Funding routes
Warmer Homes Scotland
• Available improvements: wall and loft insulation, draughtproofing and central heating / renewable upgrades etc.
• Eligibility: Households must include either:
• A person who is over 75 with no central heating
• A person who is in receipt of a DS1500 or BASRiS certificate
• A person who is in receipt of at least one of the passport
benefits.
6. Grant Funding routes
Home Energy Scotland
• Available improvements: both energy efficiency and renewable
measures.
• Limits: The maximum funding for energy efficiency is £15,000
with a maximum cashback of £6,000 whilst the maximum
funding for renewable systems is £17,500 with a maximum
cashback of £6,000.
6. Grant Funding routes
Energy Company Obligations (ECO 4) scheme
• Available improvements: Energy efficiency and low carbon heat
measures to reduce fuel poverty.
• Eligibility: Low income households. Dumfries & Galloway Council
have published the eligibility criteria:
Dumfries and Galloway Council ECO4 Flexible Eligibility Stateme
nt of Intent (dumgal.gov.uk)
6. Grant Funding routes
Home Energy Efficiency Programmes (HEEPS) for Scotland
• Improvements available: Solid wall insulation.
• Eligibility: As per ECO4.
7. Next Steps
• Read the full report:
Glenkens Hub - Energy Efficiency & Decarbonisation in Glenkens
Buildings
• Don’t attempt a ASHP installation until your house is warm, dry
and draught-proof.
• Source an MCS-accredited installer.
• Ask them questions about the energy-price scenario they are
modelling under to be sure you have a realistic view of costs and
savings.
• Look out for grant funding or cheap loans for installation costs.
7. Any Questions?
Q. What would be the yearly running costs for Electricity, Servicing and Spare Parts of
ASHP?
A.
Estimated running costs are contained for each venue within the report e.g.,
Balmaghie ~£500 annually for current usage, up to £1,200 annually for 2hrs per day
usage. .
Annual servicing ~£150-£200.
Most installers offer a 5-10 year warranty covering any part failures within this
timeframe. Spare parts cost vary
dependent on which part fails, negligible costs from
fittings all the way up to ~£2/3k for a
compressor.
Q. What is the optimum working temperature for an ASHP?
A.
For a wet ASHP operating with radiators as the primary heat emitters, 45-50C
would be the target operating
temperature.
7. Any Questions?
Q. How should an ASHP be operated to ensure maximum efficiency?
A.
Ensure flow and return temperatures are operating to specification (45-50C flow,
5-7C less for return)
Don’t make frequent temperature adjustments – HPs operate best when holding
a steady temperature.
Keep HP kit well maintained – clean air filters regularly, keep clear of debris,
annual servicing.
Automated controls
Consult with the contractor following installation for operating advice
7. Any Questions?
Q. Can an ASHP produce instant heat when switched on or does it need to be switched on
in advance and if so, how long in advance?
A.
~ 10mins for ASHP to reach temperature (dependent on outdoor temperature!)
and should be comparable to a
boiler system in how long it takes to heat the space.
A buffer vessel can be used to store heat for instantaneous
use if required.
Q. Would an ASHP system be a viable form of heating for a venue only used twice a week
for a couple of hours?
A.
Technically – yes! It would heat the space adequately.
However, current usage patterns make the economics much less appealing – e.g.
Balmaghie hall with current usage patterns
would take ~18 years to reach
payback; increasing usage to 2hrs per day (14hrs per week)
reduces this
period to ~4 years.
7. Any Questions?
Q. Would it be worthwhile to reach out for venue-specific ASHP quotes from installers incase they offer better economics than the estimates used within the report?
A.
Reaching out for quotes cannot hurt and would be good for comparison!. It would
be recommended however to
request quotes at scale (both public buildings and
domestic) for solutions as this will lead to cheaper prices per
unit than would be
offered on a single-building basis.
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Title
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Energy Efficiency in Glenkens Homes
Description
An account of the resource
Slides from meeting held on 19th September 2023 at the Smiddy, looking the findings of the Energy Efficiency & Decarbonisation in Glenkens Buildings reports.
Identifier
An unambiguous reference to the resource within a given context
CAP_15
Creator
An entity primarily responsible for making the resource
GCAT
Publisher
An entity responsible for making the resource available
GCAT
Date
A point or period of time associated with an event in the lifecycle of the resource
2023
Contributor
An entity responsible for making contributions to the resource
Glenkens & District Trust
CAP Theme 4
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Community Action Plan
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Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
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A Vision for Land Use in Glenkens
1) Land Use in the Glenkens – 2023 Context
• We are a forested area, a farming area, an energy generation area. We are a watery
area, given life by our rivers and lochs. Our natural environment is so special that we
are part of the Galloway and Southern Ayrshire UNESCO Biosphere. Our landscapes
attract visitors from all over the world. We are a peaty area and our soil stores some
of Scotland’s best carbon. It is our home, where we work, live and play. All of these
land uses are intertwined and affected by influences within and outwith our control.
• We are an organised and coherent community which has sought and achieved
balance in land use over many years through partnership working and effective
engagement. However, we are now overwhelmed by the speed and intent of land
use change in the area and by the lack of power that we hold to effect change.
Coupled with top-down consultations about interrelated policies taking place
seemingly in isolation from each other, this has led to disengagement in some and
huge frustration in others. The disconnect between national and regional policy
intent and what is actually happening in the Glenkens feels absolute.
• The true seat of power in the land-use sector is opaque. No one public body holds
accountability. Community interests are not safeguarded and best practice guidelines
are not always adhered to. Statutory routes to effecting the change that communities
want to see don’t exist. Regulatory bodies are not able to keep up with market
forces.
• Some of the land use developments in our area appear to be purely extractive.
Most profits and benefits are realised elsewhere, jobs are created elsewhere.
Community Wealth Building principles are not embedded or mandated and so the
impact of these developments on our communities is not a catalyst for more jobs, a
circular local economy and thriving and sustainable communities. Opportunities are
being missed.
2) Our Vision
That everyone who takes value from our land returns value to it.
That the Glenkens is an exemplar of sustainable land use practice in building resilience for
climate, biodiversity & communities, where learning is valued and all voices are listened to
and respected.
Key to this will be that:
• Land use enhances local climate and environmental resilience, biodiversity and
thriving communities and supports re-population. Local plans such as the Glenkens
and District Community Action Plan ensure this. National and regional policies and
drivers are aligned to this end, and compliance with these policies is the norm. A
balanced mosaic of land use enables soil and waterway regeneration, and significant
biodiversity improvements support climate adaptation and sustainability.
Repopulation is supported through sensitive house-building and increased business
opportunities. Community Wealth Building is an underpinning priority.
• There is a balance of land use, access and ownership, achieved using whole
catchment planning. There is more biodiversity, repopulation, nature-friendly
farming, multi-functional forestry, business and tourism opportunities, all supporting
a strong local and circular economy. Cumulative effect is a key consideration.
• Every part of the community feels included. We are informed timeously about the
issues that are relevant to us and have an influence over regional and national policy
to support a Just Transition to Net Zero. We continue to engage with the wider issues
because our voices are heard, valued and acted on. Nothing about us without us!
• We have strong partnership working. Representatives of all land use stakeholders,
including community representatives, participate in new and functional regional and
national mechanisms that allow them to effectively advocate for themselves and to
influence incentives and land use policy tools.
3) Recommendations for Action.
We want to make this vision a reality through positive actions and collaborative working.
Locally, we plan to:
a) Embody best practice in using land for biodiversity protection, climate mitigation &
adaptation and support of a flourishing local economy, sharing learnings with the GSA
Biosphere, regionally and nationally and continuing to learn from others.
b) Seek funding to resource a local Land Use Forum that is inclusive of all stakeholders and
designed to narrow the gap between sectors. The Forum will continue these important
discussions and allow us to:
• Advocate for our vision of land use in the Glenkens at regional and national level.
• Support and network local environmental or land use projects.
• Enhance community-level biodiversity and environmental awareness, including
briefings on upcoming consultations.
• Support key consultees in land use applications (e.g. Community Councils) to
submit informed and balanced responses.
• Create positive actions that will help landowners reach their targets while
mitigating the impact on or enhancing habitats and biodiversity.
• Research and drive adoption of learning from other areas that would make a
difference to biodiversity in the Glenkens.
c) Use our local Action Plans to encourage enhanced biodiversity in every aspect of Glenkens
land use change. Acknowledge through these plans the links between biodiversity and
climate resilience.
d) Seek funding to collate existing Glenkens mapping data and fill in the gaps to create
baseline land use mapping. Create a publicly accessible and maintained database of
environmental data for the Glenkens and district.
Regionally, we need:
a) A Regional Land Use Framework and a Local Development Plan that take into account
hyper-local issues of cumulative impact and / or high environmental sensitivity. There must
be mechanisms in place to systematically identify and then address issues across the South
of Scotland, not just action driven by high-capacity communities. A Communities Rep on the
SoS RLUF Advisory Group with a clear mandate to engage, represent and advocate is an
important first step.
b) Adequate local authority or regional resources within D&G Council, the GSA Biosphere
and Scottish Forestry, based on catchment or geographic areas, to support local compliance
with regional policies, guidance and strategies such as the Forestry and Woodland Strategy,
Local Biodiversity Action Plan, Local Development Plan and Place Planning. This resourcing
would enable:
• Immediate action on the D&G Forestry and Woodland Strategy (2014) and Local
Biodiversity Action Plan (2009) reviews.
• Incorporation of catchment-level planning and community benefits, by ensuring
that community representatives are included in review processes as strategic
partners rather than consultees.
• Having Community Wealth Building, respect for local knowledge and sense of place
enshrined in all scheme reviews and new policies.
• Meaningful community participation in local land use decision making on a caseby-case basis as per Scottish Land Commission guidelines.
c) Community Councils to be statutory consultees for land-use decision making by both
private and public sector projects and for them to be resourced sufficiently to have a
sufficiently representative and technical view .
d) To have the rules over compensatory planting changed from replacing like-for-like to likefor-better environmental gain. To have biodiversity offsetting for developments within the
Glenkens and district done within the Glenkens and district , not elsewhere in the region.
Nationally, we need:
a) National mechanisms and drivers that value and respect the rural voice and by design
balance climate, biodiversity, productivity and thriving communities, and enforce
compliance with best practice. Community Wealth Building principles embedded across all
policies and subsidy schemes related to land use and waterways.
• The Land Rights and Responsibilities statement incorporated into subsidy regimes.
• Holistic subsidy schemes for agriculture and forestry that acknowledge that Climate +
Biodiversity are linked and set conditions accordingly.
• Economic and financial systems are adjusted so that they have positive rather than
negative effects on sustainability. Specifically, the cost of public harm should be factored into
the financial cost of development,
b) Clarity on the roles, responsibilities and accountabilities of all public bodies involved in
land use decision making. Followed by a gap analysis to reveal why the unintended
consequences that we see are taking place, followed by actions to fix them.
c) Not just to be consulted with – we want to be listened to and able to effect change
through robust channels that all communities can access. For example:
• A clear statutory route for community stakeholders to influence decision making on
priorities for local land use.
• Our Land Use Forum recognised as a strategic partner for representing Glenkens and
district issues.
• Mandated membership of community representatives on the groups that steward areas
that have been designated as important regionally, across Scotland and across the UK. (For
example: Rural Stewardship Scheme / Environmentally Sensitive Area Scheme / Woodland
Planting Grants / RLUFs)
d) Land Reform that creates a mosaic of varied but balanced land ownership and land use
across the country.
4. Process
This document is the output from a land use discussion programme run in the Glenkens by
the Social Enterprise Academy on behalf of the South of Scotland Regional Land Use
Partnership (RLUP) Pilot. It received funding from the Scottish Government through the
Scottish Rural Network and South of Scotland Enterprise, and it is part of a wider Community
Learning Programme being trialled in rural communities from four RLUP pilot areas across
Scotland. Two ‘Lighting the Spark’ webinars were held in October 2022, followed by 6 online
sessions, where participants heard inspirational regional and national stories on land use
best practice, debated the issues that the Glenkens currently faces and discussed the Vision
and necessary actions for the area.
The Glenkens Community and Arts Trust then convened a Working Group of community
representatives to distil that work further into this document. It is aligned with the GSA
UNESCO Biosphere’s Mission to ‘promote a balanced relationship between human
interaction and the natural environment, through the establishment of effective
partnerships, community engagement, innovative projects, research and learning. Ensuring
that local communities act collaboratively and responsibly to build thriving sustainable
societies in harmony with their natural surroundings.’
It was discussed fully at the final CLP event on the 31st January 2023 with national, regional
and local stakeholders. Their comments on the Recommendations were reviewed and the
majority suggestions were incorporated into a final-draft version. This was published in the
June / July 2023 edition of the Glenkens Gazette and on the Glenkens Hub Glenkens Hub Land Use in the Glenkens, seeking public review and comment. This final version including
feedback from that public review stage was adopted by the CAP Steering Group as an
Addendum to the Glenkens & District Community Action Plan in June 2023.
Thanks very much to all who contributed to this Vision – your input is greatly appreciated.
We hope you will see your views, edits and passion for this area reflected here! Copies will
be sent to the SoS RLUP Advisory Group and the SoS Regional Economic Partnership, plus
other regional and national stakeholders, and we hope it will help local and regional groups
work together more effectively for balanced Land Use in the Glenkens.
June 2023
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Title
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A Vision for Land Use in the Glenkens
Description
An account of the resource
This Vision and the associated recommendations are intended as the first step to creating a balance in Glenkens land use where all voices are heard, respected and valued.
Identifier
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CAP_14
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GCAT
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2023
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Glenkens & District Trust
CAP Theme 3
land use
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Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
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Glenkens & District Community Action Plan Steering Group
Update Report
June 2023
Glenkens & District Community Action Plan Goal:
The Glenkens & district will be a connected, resilient and carbon neutral place where people will
want to live, to work, to bring up their families and to grow old. It will be somewhere that other
places in Scotland look to for inspiration.
1. Where we are now
Since the publication of the Glenkens & District Community Action Plan (CAP) in late 2020, much
has happened to support this goal, including the innovative step of creating a CAP Steering Group
to provide a community voice and assurance around delivery of the CAP. This Report from the
Steering Group seeks to update on what has happened as well as current and future plans,
challenges and opportunities.
Working together in a coherent and supportive manner, there is now a firm and resilient
foundation for future success. Community groups across the Glenkens & District have achieved
great things and have the appetite and capability for more. There is a clearly demonstrable wish to
work together, to complement each other rather than to compete. There are skilled and engaged
people and great potential in the area. Our community has demonstrated a track record in
administering large amounts of money with high standards of transparency, accountability and
effective delivery.
To achieve the transformational change articulated within the CAP, further support from public
and private sector bodies who share our priorities is needed.
The Glenkens & District Community Action Plan sets out a shared Goal, underpinned by clear Values
and Principles and supported by evidenced and articulated Delivery plans. The governance
structure that has been put in place to assure delivery and continuing relevancy demonstrates how
the voices of the community can be kept at the heart of what is achieved. The Community Action
Plan Steering Group (SG) is a diverse and representative group and accepts its responsibility as
custodian of the CAP with a passion for effective communication and full accountability to the
people it serves.
The SG’s role is to articulate, against the background set out above, why regional bodies and
funders should support community groups both with funds and expertise to enable them to deliver
on agreed and articulated community priorities. Ensuring a good understanding of how these align
with regional and national priorities is important to support this work. This Report sets out what
has been done to date and hopefully is both informative and inspiring.
We want and encourage others to join the Glenkens & District on our journey.
2. Background
2021 and 2022 were a period of transition to new ways of delivering the Glenkens & district
Community Action Plan and putting in place firm foundations for the future. However, we are now
benefitting from the concrete delivery of some very interesting projects. The key to success is
working together to support each other - complement not compete - both within the Glenkens &
district and also with our regional partners. We know that we achieve more when we work
together and harness collective expertise and experience effectively.
Our Goal is supported by four Themes:
•
•
•
•
A Connected Community - Theme 1
An Asset Rich Community – Theme 2
An Economically Flourishing Community – Theme 3
A Carbon Neutral Community – Theme 4
The Community Action Plan and CAP SG Meeting Reports and Terms of Reference can be seen here
: Glenkens Hub - Community Action Plan Steering Group
3. Laying foundations
We have a robust structure with clear accountability and sound governance principles to turn
aspiration into action if the resources can be found to support them:
Evolution of ownership of the Community Action Plan from Glenkens & District Trust, who
commissioned the CAP, to a new representative body, the CAP Steering Group. A voluntary group
with members drawn from the Glenkens and District Trust and from across the area by open
invitation, the CAP Steering Group (SG) supports Glenkens Community and Arts Trust Ltd (GCAT) in
their mandate to lead on delivery of the CAP, as well as ensuring that the CAP remains relevant and
useful. The SG is the custodian of the CAP and will maintain it and agree any updates. Such updates
will be based on an evidenced understanding of the community’s needs, achieved through effective
communication and engagement with the wider community and by a diverse and representative
membership of the Steering Group.
Governance arrangements put in place. To ensure an effective transition to these new
arrangements, time was taken in the early stages to develop effective governance arrangements. It
was critical that organisational roles and accountabilities were clear to all involved, addressed any
potential conflicts of interest and created effective reporting routes. While these arrangements are
kept under review, the SG believes that the current structure achieves this. It is farsighted for a
community to have such a robust structure but is critical to get things done in a way that is
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answerable to the wider community served. The Terms of Reference can be found here Glenkens
Hub - Community Action Plan Steering Group
Recruitment of new CAP SG Members from across our communities. Six volunteers with a
diversity of geography and life experiences were appointed in January 2022 after an open
recruitment process. Three individuals from GDT are also Members. Fiona Smith has Chaired the
CAP SG through this transitional phase, but John Paterson took over as Chair in May 2023 in order
to finalise the good governance arrangements of the CAP SG and GDT respectively.
Transparency, Engagement and Reporting. Written reports are circulated after each Steering
Group meeting to give key information on what is happening and published here: Glenkens Hub Community Action Plan Steering Group. Helen Keron, the Executive Manager at GCAT, has
attended most of the Community Councils from Carsphairn in the north to Crossmichael in the
south and all areas in between to take views and explain her role in relation to the CAP. She has
felt very welcomed in these meetings and enthused by the will to work together for the benefit of
our communities as a whole. Key for the SG is ensuring this focus on the wider Glenkens & district
area.
4. Project Delivery: A look back at the year.
This section sets out some of key achievements and challenges relating to CAP delivery during 2022
and 2023 to date. It is not an exhaustive list - more detail on what has been delivered and what has
not gone so well is included in the quarterly Reports after each SG meeting.
At each of these meetings we review a report produced by GCAT that assesses progress against
each Action Area in the CAP so that we can review progress, prioritise effort and ensure that we do
not overlook any identified actions.
It should be noted that a number of the current projects were catalysed by reports commissioned
in 2021 and 2022 analysing the current position and desired outcomes in the CAP and then
suggesting work to achieve these outcomes. These Reports formed a good evidence base of need
and planning to support funding applications, and have proved very useful in that regard.
It should also be noted that a continuing theme at SG meetings is the resource constraint from a
GCAT perspective and the need to priortise the areas of focus. The SG is fully cognisant of the tight
funding landscape in which GCAT operates, and very appreciative of their efforts to date to lead on
delivery of the CAP. A key risk on the SG Risk Register is the impact on delivery if GCAT are unable
to fund the community development activity going forward.
In that context, we would highlight the following achievements through 2022 and into 2023:
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4.1. Glenkens Community Spaces Network.
Themes 1 and 2 identified the need for an effective support network for our important community
assets, to ensure that they could be sustained and be complementary, working together rather
than in competition. In 2022, as part of the early implementation plan, Corsock Village Hall did a
comprehensive report setting out what could be done in this area. Glenkens Community & Arts
Trust then secured funding for a part-time role to facilitate this Network, which held its first
meeting in January 2023. Since then, regular, well attended meetings have been held with
representatives of many of our community assets, where matters of common interest are
discussed, experiences shared and actions taken forward. A concrete example of this has been
them getting funding for the delivery of a Feasibility Study into what energy efficiency measures
eleven of our public buildings could take to reduce their carbon emissions and running costs
(supporting Theme 4). This work is being delivered by Natural Power, a business located in the area,
and it is hoped that it will catalyse a programme of capital upgrades on our public buildings.
4.2. Glenkens Local Food Network
Theme 3 identified the need for a plan for collaborative production and distribution of local
produce. Propagate carried out research and published a report on possible options. They then
secured funding to launch the Glenkens Food Hub in Spring 2022, and it now makes fortnightly
deliveries of local food around the Glenkens and district and beyond. Propagate have secured
funding to enable them to continue into 2024.
4.3. Glenkens Hub
Theme 1 identified the need for effective online and offline communications to support good
information sharing and collaboration. GCAT, who already publish the Glenkens Gazette, did a
comprehensive report with widespread community engagement setting out options and then
secured funding to develop a new sister website and social media channels to the Glenkens Gazette
- the Glenkens Hub. The website and Facebook page was launched in March 2023 and is already
being widely used across the area.
4.4. Housing
Theme 2 identified the need for affordable housing to support the long-term needs of the
community. GDT commissioned a Housing Needs and Demand Assessment in 2021/22 and GCAT
organised a well-attended Housing Forum in February 2023. Pamela Young Trust, a local housing
charity, is now developing a plan for up to three new affordable houses in Balmaclellan and is
having constructive discussions with SPEN re returning some of the houses at Glenlee into the
rental market. It has secured funding to support feasibility studies for some of this work and
instructed work to inform this.
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4.5. Childcare
Theme 3 identified the need for more work to understand the demand for local childcare and the
barriers to delivery of this important service. GDT commissioned a report to get an evidence base
for future work. The Scottish Child Minding Association utilised this evidence to secure funding for
a project to support individuals to set up child minding businesses in the Glenkens and this is now in
progress. They hope to have created 3 new childminding businesses in the area by the end of 2023
and have funding to support a further two.
4.6. Youth Spaces
Theme 2 identified the need to create spaces for younger people controlled by them for activities
initiated by them. GCAT carried out research and published a report on potential options in 2021.
Local Initiatives in New Galloway (LING) then secured funding to provide a ‘Glenkens Youth’ service
which has provided weekly drop-ins and regular holiday excursions for local P7s to S3s since May
2022 – a service much appreciated by the young people involved. Funding has now been secured by
GCAT to provide this service for an additional two years. LING and GCAT worked together to create
this forward plan, and it is a good example of collegiate working for the greater good.
4.7. Transport
Theme 4 (a carbon neutral community) identified a number of actions where transport could
support a carbon neutral community. E bikes are now available for hire in the area
and Galloway Community Transport is shortly to get its first electric bus. This will complement the
electric car it already has. The Glenkens Hub website also hosts a page which records many of the
commuting and leisure routes available for walkers and cyclists in the area.
The Loch Ken Trust submitted an application to the Sustrans ‘Places for Everyone’ fund in 2022
seeking funding for the design phase of a cycle and walking route between Parton and Castle
Douglas. This was proposed as the first phase of a network of routes around Loch Ken, in line with
D&G Council’s Active Travel strategy. However, following discussion with Sustrans, it became clear
that detailed supporting plans for the route were required for success, so it was decided to
withdraw in order to give time to gather this information. The project remains a priority for the
area but the additional information gathering will require support from other regional
organisations.
Since then, the proposed Loch Ken route has been used as a pilot for a SOSE-funded project to
develop route planning tools for rural travel routes, which will hopefully contribute towards future
funding applications.
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4.8. Land Use
We recognised that due the rapid changes in context since it was consulted on in 2019/2020, the
CAP was light on actions relating to land use, biodiversity and environmental sustainability of the
area. In parallel, the Glenkens was identified as a pilot area to develop a Land Use Vision as part of
the South of Scotland pilot Regional Land Use Partnership. Much work has been carried out on this,
facilitated by GCAT but supported by many individuals and groups across the area. A forum
attended by representatives of Scottish Government and other national and local groups as well as
local people took place in January 2023 and further local engagement is ongoing. As an outcome of
this work, we expect to be publishing a Vision for Land Use in the Glenkens shortly, which will form
an addendum to the CAP and will identify future action areas.
4.9. Carbon Neutral Community
As well as decarbonising local transport and commissioning research into the energy efficiency of
our community buildings, the CAP sets out more ambitions for a Just Transition to Net Zero.
Following consideration, it was decided not to progress with the Local Energy Plan, a very resourceintensive activity, at this time and to focus instead on more tangible deliverables.
It was disappointing that an application to the Energy Industry Voluntary Redress Scheme in
summer 2022 for funding for an Energy Ranger was unsuccessful, despite the support for it from
Home Energy Scotland and local groups. A further application is planned for this summer. This
application will be along similar lines but address the points raised in the feedback and will also
build on the evolution of thinking since last summer, plus the information gained from the Natural
Power report into local energy efficiency.
Without resourcing this work explicitly and in a way that will deliver tangible results in the Glenkens
& district, it will be hard to progress this theme much further. Revenue funding for technical posts
and / or strategic partnerships with the private and public sectors will be required to make a
meaningful difference. However, the area is a clear exemplar of a remote-rural community that will
need to de-carbonise to meet national targets, and we stand ready to meet all opportunities
available.
4.10.
Community Wealth Building
Theme 3 identifies the need to develop a more self-sustaining local economy. Irrespective of views
on the merits, there is likely to be a continuing pipeline of wind farm developments and forestry
operations in the area for the next 10-15 years and it is important to retain as much of the
economic benefits from this in the area as possible. Much engagement has taken place with local
and national bodies to seek support for the opportunities we feel these developments may offer, in
order to make this work less extractive and to support our community to be more sustainable. We
are actively seeking to get warm words turned into actions and have made the case for us being a
community willing to work with delivery partners around this topic. We are also keen to operate as
a strategic partner with public and private sector bodies in the pursuit of a thriving local economy.
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5. 2023 Priorities
At their May 2023 meeting, the SG set out the following priority areas for CAP delivery over the rest
of the year:
•
•
•
•
•
•
•
Support GCAT in securing funding from October 2023 onwards to enable them to continue in
their role of leading on delivery of the CAP.
Finalise the community engagement around the Vision for Land Use in the Glenkens and adopt
it as an addendum to the CAP along with other considerations around biodiversity and
environmental sustainability.
The continuation of key projects/services:
• Provision of more affordable housing to meet the identified need and as an underpin
for provision of jobs in the area.
• Glenkens Hub website.
• Local food production and distribution.
• Glenkens Youth group.
• Glenkens Community Spaces Network
• Child minder recruitment.
• Progress sustainable travel through the Active Travel Forum.
Progress the other action areas within the CAP which build on the Community Spaces Network.
Move the findings of the Natural Power report forward and re-apply for the Energy Ranger role.
Align the 3-year plan for the Loch Ken Ranger service with the relevant aspects of CAP delivery.
Build relationships and develop actionable plans with developers, regional and national bodies
to achieve a more self-sustaining local economy, using the principles of Community Wealth
Building
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6. Looking Forward - Challenges and Opportunities
Although excellent things have already been achieved by working together, there are clear
challenges to the community to enable progress to continue at this rate. The SG is very focussed in
supporting our local groups to build on what has been delivered and to create a positive and
constructive community who works together to achieve results.
The funding context for all community groups is getting more difficult as the national funding
landscape contracts and demands get higher. There is a need for national funders to understand
the needs and demands of rural area better in their decision making - for example the difficulty in
finding trained people to do work and the challenges of having a regular flow of work.
While there is a pipeline of wind farm developments in the Glenkens & district which is likely to
result in additional community benefit payments being made locally, the timescale of these is
extending and there is unlikely to be a material change in the level of local funding available in the
short term (3-5 years).
It is unlikely that our ambitions can be fully achieved without assured core funding for our anchor
organisations. Without the funding of the Executive Manager role in GCAT over the last 18 months,
the pace of delivery would have been much slower and many of the benefits of cooperation and
coordination lost. Crucial to the ability of the SG to carry out its role has been having access to that
paid resource and expertise.
In addition, there is a fantastic cohort of willing and able volunteers who have already achieved
much for the Glenkens & district, but if more ambitious projects are to be achieved, more paid and
expert assistance is needed to support these volunteers. If more volunteers are to come forward to
support community groups, there needs to be a recognition that the majority of volunteers will not
have unlimited time and cannot be expected to take on tasks that should reasonably be paid roles.
The end of the Galloway Glens Scheme in September 2023 will also bring challenges across the
area. Their approach of supporting groups both financially and pastorally through building effective
relationships and of preferentially supporting the local economy has been a critical component in
what has been achieved to date and they will be sorely missed.
There are many lessons that can be learned from the Galloway Glens approach of creating strategic,
supportive and respectful partnerships with trusted local organisations and therefore enabling
everyone to deliver much more effectively. There is a recognition and desire within our
communities to ensure that the value of the Galloway Glens Scheme is not lost when it comes to an
end. It is important that we learn what went well and what not so well. The SG will work to ensure
this learning is understood and that steps are taken to build on it so that the benefit is not lost.
The more ambitious projects in Themes 3 and 4 will need good partnership working with South of
Scotland Enterprise, Dumfries and Galloway Council and other regional bodies. Their support is
actively being sought. There is much focus on community empowerment and groups are ready and
willing to take up this challenge but do need strategic partnerships to allow them to deliver
effective outcomes.
June 2023
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Thank you to the many Funders and Partners who have supported delivery of the Glenkens &
district Community Action Plan so far:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
The Heritage Lottery Fund through the Galloway Glens Landscape Partnership and Dumfries
and Galloway Council.
The Blackcraig Windfarm Community Fund, administered by the Glenkens and District Trust
and Foundation Scotland.
Carsphairn Renewable Energy Fund Limited.
Creative Scotland
The Holywood Trust
Dumfries and Galloway Council
The UK Government’s ‘Community Led Vision’ fund
The UK Government’s ‘Levelling up’ fund
The Scottish Government’s ‘Community Mental Health and Wellbeing’ fund.
South of Scotland Enterprise
The Rural Housing Fund
The Princes Trust
Drax
Sustrans
NatureScot
The Galloway and Southern Ayrshire UNESCO Biosphere
CARES
The Energy Savings Trust, through Plugged In Communities
Glenkens Community Shop
Community Enterprise’s ‘Accelerate’ programme.
Local trusts and individuals
9
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
CAP Update Report June 2023
Description
An account of the resource
The Glenkens & District Community Action Plan was published in 2020, and is owned and kept relevant by the CAP Steering Group, with support on delivery from GCAT. The Report also sets out the challenge and opportunities facing delivery of the CAP priorities as they aim for ever more ambitious delivery.
Identifier
An unambiguous reference to the resource within a given context
CAP_13
Creator
An entity primarily responsible for making the resource
GCAT
Publisher
An entity responsible for making the resource available
CAP Steering Group
Date
A point or period of time associated with an event in the lifecycle of the resource
2023
Contributor
An entity responsible for making contributions to the resource
Glenkens & District Trust
CAP
-
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Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Text
Any textual data included in the document
Glenkens & District
Community Action Plan Steering Group
Terms of Reference
12th January 2022
Content
1.
Purpose
2.
Membership / Structure
3.
Chair
4.
Support
5.
Updating the CAP
6.
Relationship with the Glenkens & District Trust
7.
Relationship with the Glenkens Community & Arts Trust
8.
Glenkens Forum/Glenkens Summit
9.
Finance
10.
Meetings
11.
Project Sub-Groups
12.
Conflicts of Interest
13.
Code of Conduct
14.
Media
15.
Amendments to these Terms of Reference
1
1. Purpose
The purpose of the Community Action Plan Steering Group (CAP SG) is to be the custodian
of the Glenkens and District Community Action Plan (the CAP). It will maintain the CAP and
agree any updates.
Such updates will be based on an evidenced understanding of the community’s needs,
achieved through effective communication and engagement with the wider community and
by a diverse and representative membership of the Steering Group.
The CAP SG will also promote, support and assure delivery of the CAP.
Specifically, it will:
Promote the purpose and outcomes of the CAP to local community organisations,
private and public organisations, statutory bodies and windfarm developers.
Assess project progress against the CAP delivery plans and take any necessary steps
to facilitate the delivery of the CAP and the community priorities set out within it.
Including:
o Supporting organisations who have taken on actions identified in the CAP.
o Stimulating existing / new local organisations to lead on identified themes or
actions.
o Recommending to Glenkens and District Trust (GDT) when further work
needs to be commissioned directly in order to fill a gap.
Facilitate wider community engagement in the updating and delivery of the CAP
through e.g. a Glenkens Forum / Glenkens Summit.
Update the CAP as required to reflect feedback from this community engagement.
Communicate effectively to the Glenkens and District community about the progress
of the CAP delivery and plans for the future.
Regularly report to GDT about the progress of CAP delivery and about community
engagement outputs, so that this information can be taken into account as and
when GDT updates its Funding Strategy.
Support the Executive Manager of the Glenkens Community and Arts Trust (GCAT) to
deliver their leadership role with respect to delivering and embedding the CAP
within the Glenkens and wider communities.
2. Membership / Structure
The CAP Steering Group will have no legal structure, and in the first instance will not have a
constitution beyond these Terms of Reference. This is because it holds no funds, has no
monetary decision-making powers and its purposes as described above can be achieved
2
effectively by a non-incorporated non-constituted group working closely with GDT and the
GCAT Executive Manager.
There will be a maximum of nine people on the CAP Steering Group. Up to three will be
GDT Trustees, up to six will be active members of the community and no more than a third
will be GDT Trustees. It is acknowledged that this is a target that may not be realistic to
secure in the short term.
New members will be sought by public advertisement as and when vacancies become
available. Members should normally expect to sit for 3 years and no more than 5.
Members should be resident or active in the Glenkens and wider district and have a keen
interest in the effective delivery and ongoing relevance of the CAP. In taking up a seat on
the CAP Steering Group, all members accept collective responsibility for its aims, decisions
and actions.
Membership is open to all (as above), and a diversity of life experience that represents the
breadth of experiences of living in the Glenkens and wider district will be valued.
Geographic diversity will be one criterion used in accepting new members. Proposed new
members will also be assessed against a skills audit of the current CAP Steering Group
members.
Membership of the CAP SG may be revoked by a decision of a majority of the members in
the event of 3 consecutive non-attendances at meetings, or less than 50% in a year – not
withstanding Apologies.
Membership will be revoked by a decision of a majority of the members in the event of
material or repeated breaches of the Members’ Code of Conduct by any member – see
Section 13.
3. Chair
The members of the CAP SG shall elect themselves a Chair from within their membership
each year. The Chair will be a Non-GDT Trustee Member, although it is acknowledged that
this is a target that may not be realistic to secure in the short term.
Independence of the Chair with respect to their CAP SG decision making is important, and
therefore managing conflicts of interest should be a consideration when appointing the role.
It is unlikely that the Chair of GDT or the Chair of GCAT would meet that criterion.
The Chair should normally expect to sit in that role for 2-3 years, but no more than 5.
No other office bearers are required, but a Vice-Chair may be elected for the purposes of
succession planning.
The role of the Chair includes:
Chairing the Steering Group meetings and any other community meetings that arise
e.g. Glenkens Forum, Glenkens Summit.
3
Ensuring that meetings are effective, minuted and that papers are circulated in
advance.
Promoting and representing the CAP Steering Group to the wider community and
supporting all community engagement efforts.
Liaising closely with the Chair of GDT to ensure alignment of strategy and delivery at
all times.
Liaising with the Chair of GCAT to support performance by the Executive Manager
with respect to their CAP SG duties is as expected.
Maintaining a close working relationship with the GCAT Executive Manager with
respect to the delivery of their CAP SG duties.
These duties may be delegated to other CAP SG Members occasionally.
The Chair should:
Be ambitious for the Glenkens and wider communities and committed to the
delivery of the CAP.
Be an effective communicator.
Have the time available for effective delivery of the duties as above (with support as
below)
4. Support
The CAP SG and the Chair will be supported in achieving their purposes by:
Support from the Executive Manager of GCAT
Any other reasonable administrative or technical support required from GCAT, as
agreed with GCAT and subject to there being resources within GCAT to provide this.
Due to the alignment of the GDT funding strategy with the Community Action Plan,
funding requests to facilitate action plan delivery will be considered outwith the
normal funding cycle if required. All funding requests will be subject to meeting the
necessary criteria for award.
5. Updating the CAP
Keeping the CAP relevant and reflective of the evolving needs of the Glenkens and wider
communities is a key purpose of the CAP Steering Group. The underpinning principle is that
updates should always be based on evidence gathered through effective and wide
community engagement, not just on the group or individual views of the Steering Group
members.
4
The Glenkens Forum and Glenkens Summit (details in Section 8) are the proposed
framework that will provide this necessary engagement and therefore evidence. A different
framework may prove to be more suitable in time, but should be of a similar level of
robustness.
The CAP may be updated as often as the Steering Group determines, but current
expectations are:
The Themes should be updated every 3-5 years (except in exceptional
circumstances), in order to provide a consistent context to the organisations who are
delivering the CAP.
The underlying Projects and Actions should be reviewed every year, and may or may
not be updated then.
Final agreement on updates (inclusion of additional themes / actions, removal of existing
themes / actions, re-prioritisation of existing actions etc) should ideally be agreed by
consensus. However, the rules (as for all Steering Group decisions) are as per Section 10e.
6. Relationship with the Glenkens and District Trust
The aim of this relationship is to ensure that GDT is kept connected with the Glenkens and
wider district communities in order to inform their funding strategy, and to ensure that
requests from the CAP SG for additional funding are understood in the fullest context.
There will be a standing agenda item at both CAP SG and GDT meetings to feed information
between the two. A commitment to partnership working and valuing community
engagement will be held by both organisations on an ongoing basis to inform their
relationship and mutual decision making.
7. Relationship with the Glenkens Community and Arts Trust
The CAP SG will have two relationships with GCAT.
The first is with GCAT as a delivery organisation, which will be managed by the same
processes as are applied to all such organisations contributing to CAP delivery.
The second is through the role of the GCAT Executive Manager (GCAT EM). Care should be
taken to distinguish between the aspect of their role which is to support the CAP SG in the
delivery of their purposes, and their separate role in delivering projects as above.
It should also be noted that the CAP SG has no formal line management role with respect to
the Executive Manager. Any issues with performance should be taken up with the Chair of
GCAT.
Notwithstanding that, the expectation is of a cordial and effective working relationship
between the GCAT EM and the CAP SG. The Executive Manager will support the strategic
work of the Steering Group by ensuring delivery of the majority of the actions decided upon.
In time, this may require more resources to achieve the ambition of the SG, but at all points,
care should be taken to match the ambition to the capacity of the support available through
5
the EM and any other resources that GCAT can make available. It should be noted that the
EM does not work full-time for the CAP SG.
In support of the CAP SG achieving its purposes as per Section 1, the GCAT Executive
Manager will ensure that the following duties are carried out:
Promote the purpose and outcomes of the CAP in all their dealings with local
community organisations, private and public organisations, statutory bodies and
windfarm developers.
Provide an update to each Steering Group meeting that will give members the
information they need to effectively assess progress against CAP themes and
projects. This update should be based on a rolling programme of engagement by the
GCAT EM with all delivery organisations. The update will cover evidence of progress
and make recommendations for next steps, for review by the Steering Group.
Organise, promote and deliver the Glenkens Forum meetings and Glenkens Summit,
based on guiding principles issued by the Steering Group.
At the point that the Steering Group determines that a CAP update is required,
create the first draft of the new version.
Maintain a close working relationship with the Chair of the CAP SG.
8. Glenkens Forum / Glenkens Summit
a. Glenkens Forum
A ‘Glenkens Forum’ will be developed by the CAP Steering Group to ensure broad influence
and wider accountability. The Forum should be inclusive, welcoming and clear about its role
of engagement and meaningful input.
The Forum should meet 3-4 times a year to discuss the progress of the CAP, feed in ideas to
the CAP SG and make suggestions for the future.
This group is open and has no maximum number. It is important for this forum to be a
strong group, as it links accountability for CAP implementation to the local community.
The CAP SG will set the outcomes and format for the Forum, and Chair it, with operational
support for delivery from the GCAT Executive Manager and additional resources.
b. Glenkens Summit
A ‘Glenkens Summit’ will be organised by the CAP SG at least annually, with guidance on
format and content provided by the Glenkens Forum. The Summit should seek to attract
attendance and engagement from an even wider cross-section of the community. The
audience and therefore the message of the Summit should be clear at all times and might
consist of
Feeding back on progress of the CAP and gaining insight into emerging / existing
areas of priority for the community, for incorporation into a CAP update and the GDT
funding strategy.
6
Using national or regional speakers to inspire further action within the Glenkens.
Showcasing the progress of the CAP to a national or regional audience.
Operational support for delivery of these events will be provided by the GCAT Executive
Manager and additional resources as required.
9. Finances
The CAP SG will hold no funds and make no funding awards. Its role as described in Section
1, Purposes, will be achieved through the mechanisms and support as described above.
10.
a.
Meetings
Frequency
Meetings will be held at a frequency appropriate to the nature of the work. Dates will be set
well in advance.
b. Location
Meetings will take place by videoconference, teleconference or at a suitable venue.
Particular consideration should be given to live-streaming or enabling remote participation
in community events such as the Glenkens Forum or Glenkens Summit.
c.
Meeting Arrangements
Meetings will be run by the Chair of the Steering Group or their occasional delegate.
Where possible, papers will be circulated to Steering Group members one week in advance
of meetings.
Staff / volunteers from any of the organisations involved in delivery of the CAP may be
invited to the meetings as necessary to allow the Steering Group to carry out its oversight
duties.
The Executive Manager of GCAT will routinely attend these meetings unless requested not
to for reasons of conflict of interest.
d. Quorum
A quorum will be 4 Steering Group members present for the duration of a meeting. Both
remote and in-person Members count towards the quorum.
e.
Decision-making
The Steering Group will aim to achieve decisions by consensus. However, where this is not
possible, a vote by show of hands or secret ballot will be taken and decisions based on a
simple majority. In the event of a tie, the Chair of the meeting will have the casting vote.
7
11.
Project Sub-Groups
Time-limited project-specific sub-groups will be established as required by the CAP SG.
These will operate while substantial projects are running. Sub-groups will be chaired by a
member of the CAP SG but may extend membership of the sub-group to other members of
the community (not CAP SG members) who have an interest in that particular subject. At
least 50% of members of a sub-group plus the Chair should be CAP SG members.
12.
Conflicts of interest
The CAP SG has a Conflicts of Interest policy. All members will be required to familiarise
themselves with the policy and to complete a yearly Declaration of Interests Form.
Steering Group members will not participate in decisions regarding any project in which
they have a direct interest, although they may contribute to the discussion in advance of a
decision.
Conflicts of Interest will be a standing agenda item at meetings, and declarations of
interests on agenda points will be recorded in the minutes.
13.
Code of Conduct
The CAP SG has a written Code of Conduct that includes a description of the role of
members. All members will be required to sign the Code of Conduct to signify their
agreement to it.
14.
Media
Requests for media interviews should only be carried out by the Chair of the Steering Group
or their delegate.
If Steering Group Members are approached by the media for information about the CAP,
Steering Group or GDT, they should not provide a response themselves but should direct the
media contact to the Chair of the Steering Group.
a.
Social Media
If it is deemed necessary to create a separate Social Media brand for the CAP or CAP
Steering Group, then a separate policy will likely be needed to manage this.
15.
Amendments to these Terms of Reference
Amendments or alterations to these Terms of Reference can be made at any time by the
Steering Group and voted on as per Section 10e.
8
GDT should be informed about any such changes; the GCAT Chair should be consulted on in
advance if the changes materially alter the expectations of the Executive Manager or GCAT
by the CAP SG.
This document should be reviewed at least annually.
Approved by the Chair of GDT and the Chair of GCAT, 12 th January 2022.
Next review date: 12th Jan 2023.
9
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
CAP Steering Group Terms of Reference
Description
An account of the resource
The purpose of the Community Action Plan Steering Group (CAP SG) is to be the custodian of the Glenkens and District Community Action Plan (the CAP). It will maintain the CAP and agree any updates.
Identifier
An unambiguous reference to the resource within a given context
CAP_12
Creator
An entity primarily responsible for making the resource
GCAT
Publisher
An entity responsible for making the resource available
CAP Steering Group
Date
A point or period of time associated with an event in the lifecycle of the resource
2023
Contributor
An entity responsible for making contributions to the resource
Glenkens & District Trust
CAP
-
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Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Energy Efficiency & Decarbonisation in Glenkens Buildings - Domestic Building Archetypes
Description
An account of the resource
This report investigates two typical domestic building types common in the Glenkens: “Post-war” – a post 1940’s semi-detached bungalow reflective of housing seen throughout the area; and “Galloway Cottage” – a pre-1919 1.5-storey mid-terrace dwelling constructed of solid walls which make up the majority of the traditional housing stock throughout Glenkens.
Identifier
An unambiguous reference to the resource within a given context
CAP_11
Creator
An entity primarily responsible for making the resource
GCAT
Publisher
An entity responsible for making the resource available
Natural Power
Date
A point or period of time associated with an event in the lifecycle of the resource
2023
Contributor
An entity responsible for making contributions to the resource
Glenkens & District Trust
Relation
A related resource
<a href="https://glenkensarchive.scot/glenkens_archive/items/show/607" target="_blank" rel="noopener"><span style="text-decoration: underline;">Energy Efficiency & Decarbonisation in Glenkens Buildings - Community Buildings</span></a>
CAP Theme 4
housing
-
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Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Community Action Plan
Description
An account of the resource
Documents relating to the Glenkens and District Community Action Plan, initially drawn up by Glenkens & District Trust in 2020.
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Energy Efficiency & Decarbonisation in Glenkens Buildings - Community Buildings
Description
An account of the resource
A report of potential improvements for each of eleven community buildings, to enable the management committees to develop bids for grant funding to make the buildings more sustainable, both environmentally and financially.
Identifier
An unambiguous reference to the resource within a given context
CAP_10
Creator
An entity primarily responsible for making the resource
GCAT
Publisher
An entity responsible for making the resource available
Natural Power
Date
A point or period of time associated with an event in the lifecycle of the resource
2023
Contributor
An entity responsible for making contributions to the resource
Glenkens & District Trust
Relation
A related resource
<a href="https://glenkensarchive.scot/glenkens_archive/items/show/609" target="_blank" rel="noopener"><span style="text-decoration: underline;">Energy Efficiency & Decarbonisation in Glenkens Buildings - Domestic Building Archetypes</span></a>
CAP Theme 4
community spaces