What are case studies?
Case studies share what people and organisations have learned from delivering or developing a project or programme. They can help you to see what has worked on the ground and can give you ideas about how to tackle problems. They can also signpost you to people and organisations you may want to talk to.
Key contact
Donald Boyd
Development Manager
Huntly Development Trust
Tel: 01466 799416
Email: Donald.Boyd@huntly.net
In a nutshell
In September 2010, the Town Centres and Local High Streets Learning Network held a study visit to Huntly, Aberdeenshire.
This study visit looked at the work that has been going on in Huntly over the last five years or so to make the town a better place to live, work and visit. This period covers the work of the public sector-led (community supported) Aberdeenshire Towns Partnership (ATP) and its community-led (public sector supported) successor, Huntly Development Trust (HDT). Appropriately, the visit was hosted jointly by Aberdeenshire Council and HDT.
Aberdeenshire Council has been a key driver and supporter of the work in Huntly as it seeks to support sustainable communities. The work of the ATP was, and support for the HDT is, managed through the council's economic development arm, but has involved staff from across all council services, as required.
HDT is a Company Limited by Guarantee. It was established in May 2009 to benefit the community of Huntly and its surrounding district.
The aim of HDT is " to build a resilient, inclusive, enterprising community capable of dealing with ongoing change".
HDT has its roots in the Aberdeenshire Towns Partnership (ATP) which was established in 1998. ATP was a highly successful partnership approach to regeneration, drawing core funding from Aberdeenshire Council, Scottish Enterprise and Communities Scotland, alongside wider resource input from a host of local, regional and national stakeholders (including EU funding). ATP worked across many of Aberdeenshire's towns and villages with Huntly being one of the last to join the programme in 2004.
Following change within two of the core funding partners, ATP was formally wound-up in 2008, but with a robust exit strategy that allowed individual town delivery organisations to continue, including the HDT in Huntly.
>> view our study visit photos on Flickr
The issues addressed
Huntly is the key market town for the Marr area, serving a population of around 4,500 people across a 15-20 km radius. It is more remote than any other town's included in the ATP and started the process with a clear sense of its purpose and role. There were, however, a number of issues to be addressed at the outset:
- development proposals for two out-of-centre supermarket developments - Tesco and Asda
- recognised health inequalities with particular issues around smoking, and 20% of the local resident population suffering from a long-term limiting illness, equal to the national rate but 5% points higher than the Aberdeenshire average
- a previous community regeneration initiative (Huntly Limited) which ceased after operating for a period, that created a barrier to engagement in the early stages
- a low level of esteem for the town amongst many local residents who did not appreciate what the town had to offer
- a resident base that was largely resistant to change, partly influenced by the high numbers of older residents
Set against this context, Huntly joined the ATP in 2004 and developed a Town Strategy in 2005 following local business and community consultation. The objectives of the Huntly Town Strategy can be summarised as:
- re-establish the town as a vital and vibrant rural service centre that fosters community engagement and involvement
- develop a holistic, long term strategy that addresses the town's foreseeable needs in social, cultural, environmental and economic terms
- identify appropriate community-led and supported mechanisms for delivering and implementing the strategy
The strategy includes an assessment of the strengths and weaknesses of the town and concludes with a three year action plan with individual project proposals based around six overarching themes:
- promoting business development and growth - to support local businesses, large and small, to continue to grow within Huntly and respond effectively to economic challenges. The aim will be to help ensure a business base that can continue to provide a wide range of good quality local jobs for the town
- promoting Huntly's image and marketing - to coordinate the marketing of Huntly and the town centre to residents and to visitors as part of a day trip and short break destination
- improving the environment and encouraging visitors - to create a high quality clean and safe environment focused primarily on the Square as a lively and attractive public space so as to increase the number of visitors to the town and improve the town centre visitor offer, so that it meets and exceeds expectations
- investing in quality buildings, sustainable sites and infrastructure - to promote investment in high quality residental, business, community and leisure development on key sites in Huntly to offer an attractice choice of properlty with good infrastructure that contributes to the townscape and makes Huntly a more competative place
- encouraging skills and learning - ensure Huntly residents have the opportunity to enhance their skills and access well paid locally based employment opportunities, particularly those which meet local skills needs
- promoting sports, art and culture - to use sports, the arts, culture and the heritage of Huntly to generate even more civic pride among residents and make the town an attractive day trip destination for discerning visitors. Overall, the objective is also to further improve the health and well being of Huntly residents
The vision for Huntly was developed through the strategy and remains valid today. By 2020:
"Huntly is a growing, thriving, well-connected and managed market town that retains its individuality. Huntly will have a dynamic, diverse and user-friendly town centre that has kept its distinctive local character and is the heart of the town and wider rural community.
The high quality of life, inclusive sense of pride in the town, the positive and committed business community and strong local culture in Huntly means that people want to live, work and visit now and in the future.
Huntly is a town where residents, businesses and agencies pull together".
Rather than focus solely on the town centre, the strategy adopted 'whole town' development principles, addressing the needs of businesses, residents and visitors and incoporating economic, social, environment, sport, heritage and health elements.
The approach
The Huntly Steering Group comprised members from a broad range of organisations - public, private and community. The process was facilitated through the appointment of a Town Coordinator in 2005 reporting to the Steering Group and supporting the Town Team process. The Steering Group elected the Council's Area Manager as its Chair.
The Town Coordinator had responsibility for ensuring that public and private sector partners carry forward agreed actions, reporting to an independent Steering Group estalished as the decision making/accountable body.
ATP was disbanded in 2008 with a formalised exit strategy that supported the continuation of a strategic focus for member towns. The Huntly Development Trust (HDT) was formally incorporated in 2009 (as an independent company limited by guarantee) with a Board of Directors (up to 12) and has secured both revenue and project funding from sources including Aberdeenshire Council and the EU (LEADER). This funding has allowed the Town Coordinator post to continue (now HDT Development Manager), maintaining momentum and focus on project design and delivery. It has, however, necessitated an additional focus on income generation to sustain HDT beyond the end of its current funding period (March 2011).
One of the first tasks for HDT was to review the 2005 strategy, including the vision and objectives. The long-term approach required for regeneration in Huntly was recognised, and confirmation given that the strategy remains valid - the HDT has therefore adopted the Huntly Town Strategy vision and themes (as outlined above).
Since the start of the ATP in 2005, good progress has been made against each theme, with project activity including:
- promoting business development and growth - establishment of a local reward card scheme in 2008 and establishment/growth of a Business Association (currently 50 members);
- promoting Huntly's image and marketing - development of a website and town brand 'Huntly Room to Roam' with logo used on all appropriate materials;
- improving the environment and encouraging visitors - shop front enhancement programme, public realm works, and establishment of a Tourism Group which has developed festivals, heritage trails and events;
- investing in quality buildings, sustainable sites and infrastructure - development of an all-weather pitch funded through planning gain from the supermarket developments, and grant funding for a property enhancement scheme;
- encouraging skills and learning - bringing the National Scottish Cricket Academy to a purpose-built facility in the town, and working with projects including the Community Kitchen at the Linden Centre; and
- promoting sports, art and culture - working with local organisations including Deveron Arts and the Nordic Outdoor Centre, development of a new swimming pool/fitness suite and sponsorship of events, festivals, brochures and publications.
One of the early successes was getting the local newspaper engaged in the process, and working with them to promote the positive aspects of the town. The Huntly Express has become a major supporter of HDT through publicity for, and sponsorship for, activities and events.
Evidence of success
A review of activity against objectives shows clear progress:
- A stronger, more representative and more cohesive Business Association - achieved
- New or revitalised and supported town brand - achieved
- Improved town infrastructure - achieved
- Increasing social housing provision - achieved
- A justified reputation as an attractive visitor destination - partly achieved
- Clear roles and responsibility for town centre management - partly achieved
- Agreed development framework - not achieved
- Established skills and learning framework - achieved
- Greater community involvement in town decision making - achieved
Although more work is needed, particularly in the town centre, the HDT (and its predecessor ATP) has successfully delivered whole town regeneration in Huntly. This can be attributed to the following:
- project design and delivery led through a full-time organisational structure that is clear, focused and accessible
- maintaining a geographical focus on the town and its hinterland, ensuring that Huntly is accessible and attractive to residents froma cross its catchment area
- development of a clear vision and plan based on local consultation and feedback
- having a ring-fenced budget for project implementation that was used to lever funds from other external sources
- drawing in people that are willing and capable of coordinating and driving project activity, ensuring that the town has the capacity to lead the initiative on its own
- securing buy-in from a wide range of local stakeholders - businesses, residents and organisations - this has developed a sense of cohesion and encouraged people to believe that they can make a difference by getting involved.
The challenge for the HDT in moving forward is financial sustainability. HDT recognises the need to reduce grant dependency and is focused on developing an asset base to ensure financial viability for the Trust. Proposals are being developed for a hub building in the town and a community renewable energy project.
Key lessons
A number of key lessons can be learned from the approach adopted in Huntly - from its original roots in the ATP process, to the establishment of the HDT:
- it is essential to have someone embedded in a coordination role to facilitate the process - this person needs to develop strong links and trust with all local stakeholders
- the role of the town group was very important in driving progress forward - it gave strategic leadership and focus
- there is a need for discretionary funding to give meaning and purpose, and allow the development of local projects that deliver (and are seen to deliver) results that matter to local people. The council's flexible and creative approach to the use of planning gain for local projects was a key benefit
- physical change is important in demonstrating impact and giving a clear statement of intent - in Huntly this was achieved through shop front improvements and public realm works
- events are very important in generating local interest and getting people into the town to see what has changed - Huntly has a full annual programme of events that bring the community together
- cohesion was essential for the whole ATP programme - individual towns achieved results that were faster, bigger and better than they would have done without the ATP
The broader lesson relates to the whole town approach adopted - the focus was not just about improving retail within the town centre, but was about improving the quality of the town for local residents and visitors, thereby generating economic returns for businesses and investors.
One great thing - Putting Huntly in control
The approach adopted in Huntly has been very successful in embedding control of the process with local stakeholders - residents, business owners and community groups.
The is a difficult task to achieve successfully and, in the case of Huntly, was dependent on the original ATP structure to a large extent. Pre-ATP there was a lack of cohesion/focus/direction amongst local residents and groups, and mistrust of the council. The town also had to address the demise of a previous initiative (Huntly Limited). Developing confidence and trust between the council and town was an essential step in the process and this took time.
The funding that came through ATP was important in demonstrating commitment from the council, and the establishment of a local Steering Group with a ring-fenced budget gave local stakeholders real control over the process. This allowed delivery of quick wins and visible changes - the town looked brighter and better and people could see the change. In addition, and of key importance, the council allowed planning gain from the supermarket developments (and other local projects) to be used flexibly and creatively by the Steering Group to make projects happen, generating momentum and trust.
The attitude to risk of both the council and local partners was important. Both were prepared to think creatively, and support/initiate projects that were not risk-free. Examples include employing an artist from South Africa to develop the Huntly brand, supporting an 'Art Cup' event, and using planning gain funds to refurbish the local all-weather pitch. These projects were ultimately successful, but carried a high degree of risk.
An important step was ensuring that community representatives made up a majority of Steering Group members from the start - once people recognised that there was long-term commitment from the council (money and skilled people) their level of enthusiasm and commitment grew rapidly and links were established to other local organisations (both new and existing) that supported the whole town approach e.g. Deveron Arts, HADTAG (Huntly and District Tourism Action Group). An attitude of shared responsibility developed - we're all in this together.
Scottish Centre for Regeneration
This document is published by the Scottish Centre for Regeneration, which is part of Scottish Government. We support our public, private and voluntary sector delivery partners to become more effective at:
- regenerating communities and tackling poverty
- developing more successful town centres and local high streets
- creating and managing mixed and sustainable communities
- making housing more energy efficient
- managing housing more efficiently and effectively
We do this through:
- coordinating learning networks which bring people together to identify the challenges they face and to support them to tackle these through events, networking and capacity building programmes
- identifying and sharnig innovation and practice through publishing documents detailing examples of projects and programmes and highlighting lessons learned
- developing partnerships with key players in the housing and regeneration sector to ensure that our activities meet their needs and support their work
Scottish Centre for Regeneration
Scottish Government
Highlander House
58 Waterloo Street
Glasgow
G2 7DA
Tel: 0141 271 3736
Email: contactscr@scotland.gsi.gov.uk
Website: www.partnersinregeneration.com
The views expressed in case studies are not necessarily shared by the Scottish Centre for Regeneration or the Scottish Government.
November 2010