Bute Community Development Plan

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DRAFTThe view across Port Bannatyne, past Ardbeg and onto Craigmore and Ascog via Rothesay

COMMUNITY DEVELOPMENT PLAN 2011

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DRAFTImagine BUTE

Isle of Bute Community Development Plan

2011

“The community development plan is a living document that belongs to the people of Bute.”

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DRAFTB U T E C O M M U N I T Y L A N D C O M P A N Y

B C L C

B U T E C O M M U N I T Y L A N D C O M P A N Y

B C L C

DESIGN GUIDELINES

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Highlands and Islands Enterprise (HIE) logo – guidelines for use

The Highlands and Islands Enterprise logo

The bilingual logo is the only HIE identity. It must not be adapted to either English only or Gaelic only.It should be used on stationery, signage and publicitymaterial to represent HIE.

All enquiries about the use of the HIE logo should bedirected to HIE’s communications team.

Telephone: 01463 244525

This document has been compiled by Ciara Wilson, Local Development Officer for the Isle of Bute. Ciara’s work has been supported by the following organisations:


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DRAFTContents

Executive Summary 1

Introduction 2 Working together for the future 3 The Anchor Organisation: BCLC 4 Bute Now 4 Researching the Plan 8Core Themes and Destination Principle 11 Key outcomes 12Current Projects 13Community Development Plan Projects 17 Flagship Projects 19 Flagship Project 1: Townscape Heritage Initiative 20 Flagship Project 2: Bute Forest 22 Flagship Project 3: Rothesay Pavilion 24 Development Projects 27 Project 1: Tourism Development Strategy 28 Project 2: Guildford Square Redevelopment 30 Project 3: Indoor Recreation Centre 32 Project 4: Community Ferry 34 Project 5: Industrial Hub 36 Project 6: Rural Bunkhouse 38 Project Strategy 40What Next? 42

Appendices 43

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DRAFTImagine BUTE: Executive Summary

This document has been prepared by the Bute Local Development Officer for and on behalf of the local community with the support of HIE, LEADER and the anchor organisation, Bute Community

Land Company. It has been devised as a clear statement of community needs and aspirations within a number of core themes. This plan has been written as a guide for development on Bute and should not be considered a static document. It is subject to community feedback and open to suggestions and change.

This plan will set out a number of priority community development proj-ects to implement over the next five to ten years and details how they will be brought to fruition. If successful, Bute will emerge as an island where people can live, work and thrive in a balanced demographic mix. There will be a restored and dynamic town centre, increased diversity in employment opportunities, quality services and recreational facili-ties and a cohesive, entrepreneurial community with a firm eye on the future.

Left: At Rhubodach, northern end of the Isle of Bute

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DRAFTIntroduction

Bute is often described as ‘a community on the edge’. However the current swell of positive action to secure long-term sustainability for life on the island would suggest that Bute is not a community

on the edge, but a community on the cusp of significant change for the better.

Fifteen miles long and four miles wide, the Isle of Bute in the Firth of Clyde is an island of stunning natural beauty and diverse built heritage. The island was a popular holiday resort in the early 1900s with hundreds of visitors boarding steam ships and pouring into the ‘carnival city of Rothesay’ from Glasgow and beyond. Rural economic decline however, in the latter part of the century, coupled with fundamental changes in the tourism industry, had serious repercussions for the island’s popula-tion, demographic and local economy.

The situation is still fragile today. While the current population is just over 7,000 residents, the number of young people and working age residents has continued to deplete in recent years and their numbers on Bute are lower than both the regional and national average.

The Ambitious for Bute document; a strategic plan agreed in March 2011 between Argyll & Bute Council, Bute Community Land Company (BCLC) and Highlands & Islands Enterprise (HIE) sets out some of the issues for economic development on the island. The document states that over the period 2005-8, the workplace employment count in Rothesay decreased by 14% to approximately 2,100 people. HIE have classified Rothesay as an area of employment deficit and a priority community for support.

The HIE 2011/14 Operating Plan states that ‘assisting communities to grow and become stronger, more dynamic and sustainable is integral to the work of HIE and is aligned with the equity objectives of the Gov-ernment Economic Strategy.’ The Growth at the Edge (GATE) initiative (funded by HIE and LEADER) was developed as part of this strategy with a view to increasing capacity in fragile rural areas by becoming ‘pro-actively engaged with an anchor organisation to facilitate whole


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DRAFTcommunity growth.’ LEADER supports this methodology and believes that harnessing innovation and ingenuity is key to implementing local development strategy:

‘The capacity of an area’s economy to grow is dependent fundamentally on the ability of the people there to take advantage of opportunity…. Within the key sectors, new skills require to be developed, which enable businesses and communities to respond to the opportunities presented by changing circumstances’

As one of HIE’s Community Account Managed (CAM) areas, Bute has the opportunity to adapt to current socio-economic changes and address diminished economic functionality by building on existing assets and implementing a series of sustainable projects.

WORKING TOGETHER FOR THE FUTURE

There is a current school of thought among sociologists that suggests that only a demanding common task can build community - that single-ness of purpose is required to create communities that are resilient in the face of turbulent economic times and a rapidly changing world. Underdeveloped partnership co-operation between businesses and com-munity groups on Bute has been detrimental to development initiatives in the past and must now be addressed.

This issue was first mooted in January 2010 at the ‘Bute 2020’ confer-ence, which set out the key issues for social and economic regeneration on Bute for the next 10 years. Former Minister for Enterprise, Energy and Tourism, Jim Mather, who chaired the event, said the crux of positive change lay in collective action by the community: ‘Cohesion, working collectively and cross-marketing, understanding that success is not about running down ‘the competition’ but about contributing strongly to raising everyone’s game simultaneously, is the key to sustainable growth.’

Only by working together, and building stronger more integrated co-operative relationships between businesses and organisations, can

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DRAFTBute’s community achieve what needs to be done to wholly revitalise the island. The Argyll & Islands LEADER Business Plan 2009-13 champions the collective method, formally captured as the ‘Total Quality Destina-tion’ approach which ‘drives up quality and sustainability in the area, as different sectors become more inter-dependent and benefit from a collaborative approach. The benefits can be widespread; raising income levels, reducing the effects of seasonality, improving market security, sharing skills, reducing costs, simplifying routes to progress, avoiding duplication and improving marketing efficiencies and supply chain ac-tivities.’

THE ANCHOR ORGANISATION: BCLC

BCLC was established in 2009 after the opportunity arose for the com-munity to buy Rhubodach Forest, at the North end of the island, pursu-ant to part 2 of the Land reform (Scotland) act 2003. The successful bid was a crucial step for the islanders to realise their aspirations through collective action, and pave the way for a sustainable future. BCLC is a community-owned organisation committed to facilitating continued development for the island of Bute by:

Improving the life opportunities for people on Bute through • stimulating social and economic regeneration

Working closely with other public, voluntary and private organisa-• tions to support the development of projects beneficial to the community on the isle of Bute

BCLC, as the anchor organisation for Bute, has employed a local devel-opment officer (LDO) through the GATE initiative to work with, and on behalf of the community to identify specific projects for implementa-tion. The LDO, supported by BCLC, will provide assistance for projects according to need and resource. Individual projects will be led by an appropriate project team, and, where relevant, the anchor organisation will collaborate to ensure projects are delivered successfully.


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DRAFTBUTE NOW

One of the first steps in researching the Community Plan was to create a local audit which would include a base assessment of the island’s current facilities & amenities and a review of existing community groups & active businesses. This was completed in February 2011. Some of the key factors raised from the compilation of this document are described below (for full profile see Appendix B).

Bute has excellent accessibility to the mainland with two high-frequency routes giving it a unique advantage over other islands in Argyll. The Rothesay to Wemyss Bay ferry (35 minutes, 17 crossings a day, Monday-Friday; 15 on Saturdays; and 12 on Sundays) and Rhubodach to Colintraive (5 minutes, 34 crossings a day Monday-Friday; 29 on Saturdays; and 23 on Sundays). There are also bus services from the Cowal peninsula to the island via Colintraive. The community has expressed concerns relat-ing to cost for both the ferry and bus services, particularly car users on the Wemyss Bay crossing.

In the main settlements of Rothesay, Kilchattan Bay and Port Bannatyne, there is a wealth of imposing Georgian and Victorian buildings. Rothe-say is particularly architecturally diverse, boasting a medieval castle and art deco Pavilion. Sadly, economic decline has become apparent in the makeup of the town with a number of buildings suffering from neglect. There are a proportionally high number of derelict and dilapidated shops currently numbering approximately 20 units. A report commissioned in 2010 by Argyll & Bute Council, in association with Placemaking Scotland, outlined the issues caused by this disrepair and potential short-term and long-term solutions. Some of these solutions will be explored as part of the delivery of the Community Plan projects.

Bute’s local services comprise mainly of small independent hospitality, retail, and construction businesses with a high number of self-employed residents. The island’s major employers include Fyne Homes, Mount Stuart, TSC call centre, Bute Fabrics, Flexitech electronics, and Ardma-leish Boat Yard. Boat building remains an important local industry. The opening of a 100-berth marina in Port Bannatyne in 2009 has bolstered

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DRAFTthe marine activity in the area and there are plans to start a route with Loch Lomond Seaplanes. There are 11 dairy and livestock farms on the island and agriculture is still the mainstay of Bute’s economy. The closure of the Rothesay Creamery in 2009 however, has jeopardised the long-term sustainability of dairy farming. There are some excellent local producers who work hard to promote the island, and who are showcased in Brandish Bute, the community shop opened by BCLC in 2010.

Above: Port Bannatyne Marina.

There are varied meeting places and halls within the community, though currently a lack of indoor play and recreational facilities for families and young people. Bute has excellent green credentials with a well-organised and committed recycling programme in association with Fyne Homes’ Fyne Futures initiative and Argyll & Bute Council (see appendix C). A network of community support services is available through Bute Com-munity Council, Bute Advice Centre, Achievement Bute, Bute Community Links, the Phoenix Centre and the HELP project.

Mount Stuart Estate is the largest landowner on the island. The Mount Stuart Trust has developed the ancestral Mount Stuart House as a national tourist attraction and venue. In recent years, the Mount Stuart Trust’s events programme has been well received - particularly the ‘eatBute’ farmers’ market held in September.

The island has a number of annual events that focus on traditional rural skills and interests, especially agriculture. The Bute Highland Games at-


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DRAFTtracts 5,000 visitors every year and is the focal point of the Bute summer season. The Bute Jazz Festival is also a key event for the community and has been running for 24 years.

There are over 80 community-interest groups on the island , which is indicative of Bute’s strong tradition of community values and commit-ment, varied skills, talents and interests. However consultations have highlighted the need for a more cohesive and communicative approach between groups to create a unified identity for Bute as a whole.

There is no digital signal on the island as yet and though high-speed ADSL internet connections are available in Rothesay and surrounding lo-cations, in more remote areas ADSL connection is only possible through BT Exchange Activate with an average connection speed of 0.5 MB/s. The Scottish Government’s Broadband Reach Programme in association with Avanti Communications brings additional broadband services of up to 8 MB/s through a two-way satellite system to remote areas unable to receive ADSL.

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DRAFTRESEARCHING THE PLAN

In February 2011, a residents’ survey was commissioned by HIE to ‘gauge the level of community confidence’ on Bute with a series of questions on attitudes to local services, employment opportunities, community interaction and aspirations for development of the island (see appendix A). The results revealed the respondents’ levels of community involve-ment, as well as highlighting key factors to consider in the selection of community projects. When asked about community resources and service provision, respondents were least likely to agree that there are adequate job opportunities for young people on the island and teenag-ers were considered to be the least catered-for community group - this is reflected in the 18-35 age bracket ‘generation gap’ that exists on the island. However, the survey showed that parents, toddlers and young children were considered to be well catered-for. This conflicts with public consultation carried out within the community and at community workshop events, where a strong desire to see more indoor facilities for families and young children was revealed. As such, it is important to take into account the profile of the survey respondents when analysing the results. 60% of the survey respondents were over 60 years of age and 83% of the households sampled had no under 18s living there – again this is indicative of the current trend towards an ageing demographic and has a significant impact upon the survey results. 10% of respondents indicated that they were considering moving away from Bute in the fore-seeable future. ‘Better quality of life’ and ‘employment elsewhere’ were cited as the main reasons for leaving.

A key question posed to respondents was to identify priorities for future economic development. In this instance, the results concurred with the information gathered during the community consultation. The top pri-orities for development of the island were identified as:

Improve appearance of town centre »Facilities for young people »Tourism initiatives and island marketing »Support for small businesses »


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DRAFT‘Lower ferry fares’, ‘more employment opportunities’, ‘care for the elderly/disabled’, ‘more retail choice’ and ‘improve roads’ were also mentioned.

In addition to the survey, extensive community needs analysis took place from January 2011 in the form of stakeholder interviews, com-munity workshops and business consultations. Through this process the island’s key issues, aspirations, priorities, and suggestions for im-provement were raised and potential projects were identified with broad consensus. Previous consultation work within the community carried out by organisations such as the Bute Conservation Trust, Discover Bute Landscape Partnership, Fyne Futures, Achievement Bute, Bute Commu-nity Council, NHS Highland and the Townscape Heritage Initiative also informed the needs analysis carried out at this stage.

Above: Imagine Bute, a consultation event in association with the Glas-gow School of Art

An independent steering group of relevant community and business representatives, together with a member of the HIE Strengthening Com-munity team were asked to collaborate on considering projects to be taken forward in the community plan on the basis of the research and community consultation carried out by HIE and the LDO. In consider-ing the substantial long list of projects, five criteria were crucial. These criteria form the basis of the project checklist created to determine the final project inclusions (see appendix D). Each project taken forward in the plan must demonstrate:

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DRAFTAn evidenced community need »Sustainability with a lifespan that will be able to continue »beyond grant funding Realistic goals with the right resources and people to make it »happen Measurable outcomes that demonstrate a benefit to the com- »munity in real terms Contribution to the overall economic regeneration of the island »

A community open day took place in April 2011 to put forward the potential projects for inclusion in the Development Plan. A stakeholder workshop with delegates from various community groups and business-es was also held at this time to discuss key development themes. The information gathered at these events confirmed the community’s top priorities for action and gave further credibility to the raft of proposed projects.


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DRAFTCore Themes & Destination Principles

Shaping the future of Bute is inextricably linked with creating a revi-talized identity for the island as a whole. Bute can seem anchored in the past with a less than positive destination message that hinders

aspirations of development. As the Ambitious for Bute document states: ‘to become a 21st century economy the island now needs to move on from its past and attract new residents and visitors. The aim is to reverse the decline in the population and, through heritage and tourism led development, bring greater economic prosperity to the island.’

The vision for Bute is very much part of a wider, national narrative on holistic economic growth. The Scottish Government’s Economic Strategy has a specific policy focus ‘on a number of key sectors with high-growth potential and the capacity to boost productivity’. One of these key sec-tors (and one which underpins much of the core matter of the Bute Community Plan) is tourism. As an island community, a vibrant tourism industry is absolutely vital in ensuring long-term sustainability. The core themes identified by the community such as town centre appearance, indoor recreational facilities, small business growth, tourism initiatives and island marketing can be understood as addressing the overall ‘destination development’ of Bute. According to HIE, the destination development model is ‘critical to the success of tourism as a driver of economic growth.’ Furthermore, that ‘there are opportunities to look at the application of destination principles with community groups, espe-cially where communities are being account-managed, and have identi-fied tourism as a priority for the community’s growth.’ With this in mind, destination development principles may be used as the mechanism for the raft of projects in the Community Plan to steer economic develop-ment (note that not every project has tourism as a primary target but it may be useful to adopt the model for overall growth). In addition, the projects will complement and build upon current island development initiatives that seek to achieve the same goals.

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DRAFTKEY OUTCOMESTaking into account the identified priorities for regeneration of the island, specifically the focus on job creation, skills acquisition, partner-ship working, tourism and opportunities for young people, the desired outcomes of the projects are as follows:

5-year outcomesAn enhanced town centre »Successful, coherent tourism strategy »Increased employment »Cohesive business activity »Improved community confidence and resilience »

10-year outcomesThriving tourism industry »Improved transport infrastructure »More balanced demographic mix »High quality and range of services and facilities »Better working to non-working ratio »


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DRAFTCurrent Projects

With a population of 7,000 residents, Bute is a relatively large island community (Rothesay is the fourth largest Scottish island town) and as such the critical mass of suggested projects was

perhaps more far reaching than other CAM areas with fewer stakehold-ers. It is also important to point out that a number of projects are already underway to address some of the key issues on the island:

The Discover Bute Landscape Partnership Scheme, formed in • 2004, has made significant contributions to the visitor experience on Bute, and to the overall economy of the island through a series of landscape preservation and archaeology projects in a £2.8 million scheme (90% of which has already been re-invested in the local economy). These include sustaining 13 full time equivalent jobs, regenerating key aspects of Bute’s natural heritage and improving access to a number of key locations across the island. The project is set for completion in 2012 and a legacy plan will be implemented by the Bute Conservation Trust to maintain and develop the hard work already carried out.

Fyne Futures’ Recycling Centre, Bute Produce and Towards Zero • Carbon Bute projects continue to address environmental issues on the island (see Appendix C). The community has indicated that they would like to see the Bute Produce project expanded. Towards Zero Carbon Bute is conducting a number of feasibility studies into renewable energy projects (see Appendix C).

Project Play Park is currently underway to regenerate Bute’s • outdoor play areas.

Beach Watch Bute tackles littering and environmental issues on • Bute’s coastline.

Bute Marketing and Tourism Ltd. is a group of local businesses • dedicated to publicising the island to a wider audience. They are currently producing an advertising map of the island.

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DRAFTAchievement Bute promotes the welfare and advances the educa-• tion of disabled children and their families. They also carry out a wide range of activities for children on the island; from counseling and individual support to the provision of filmmaking workshops and holiday play schemes.

Bute Connections works with disadvantaged and isolated people • on Bute; providing educational and support services, a community café, healthy living initiatives and is currently developing a youth café.

The Ballochgoy Family Project is a committed group of local • people who deliver a range of family support activities.

BCLC’s subsidiary company Brandish Bute works closely with local • food and arts-and-crafts producers through the Brandish Bute shop and new e-commerce site to help them maintain financial sustainability and expand, whilst encouraging other businesses to start up. BCLC has also undertaken a number of feasibility studies for potential regeneration projects and is presently considering the extent to which it should become involved in these projects.

Argyll & Bute Council is leading two CHORD initiatives to rede-• velop key areas of Bute’s built heritage .

It is clear, given this substantial scope, that a diverse range of initiatives is already established within the community and that new projects should seek to complement (rather than duplicate) these existing projects. For further information on current projects please see web contacts in Ap-pendix E.

The NHS Bute Health Plan 2011/2 sets out the priorities for healthcare on the island and projects in the community plan will align with these initiatives where possible. The community identified ‘skills training’ as a priority. Whilst this does not appear as a project in itself, ‘skills training’ is implicit in a number of projects in the list.


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DRAFTAbove: Close collaboration between external interested parties and organisations and the community creates exciting opportunities. This exhibition shows the ongoing engagement by the Glasgow Shool of Art with the Isle of Bute.

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DRAFTCommunity Development Plan Projects

The Community Plan details six new development projects that will be subject to a feasibility study and assigned a project team from within the community to take it forward. The LDO will assist in

the initial development of these projects and provide continued support for project delivery. If at any point a project is shown to be unviable, it will not continue. The raft of new projects has been devised using the criteria checklist described in chapter 3 (see appendix D).

In addition to this, three key projects that are already in the preliminary stages have been included in the project roster. This is because these three ‘flagship’ projects were identified as overall priorities during the consultation process and will also have input from the LDO. The projects have been defined as short-term (1-2 years), mid-term (3-5 years) or long-term (5+ years).

Left: Ideas and input have been essential to the creation of this Com-munity Development Plan. Here, we have the Youth Projects board from the ‘Imagine Bute’ consultation event.

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DRAFTFLAGSHIP PROJECTS

These three projects have completed a feasibility study and are in various initial stages of development. Each of the flagship projects already has an established team in place to take it forward. There will be additional support from the LDO where required.

Townscape Heritage Initiative (THI)•

Bute Forest•

Rothesay Pavilion•

Left: The SSSI at Rhubodach Forest represents a significant opportunity for the community on Bute.

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DRAFTFLAGSHIP PROJECT 1: TOWNSCAPE HERITAGE INITIATIVE

Project objectiveTo make Rothesay a better place to live, work and visit by restoring built fabric within the historic town centre Project descriptionRothesay Townscape Heritage Initiative is a heritage led regeneration scheme which offers grants to property owners in and around Guildford Square to bring their buildings back into good repair to enhance the island gateway. The project has already secured a funding package of £2.4 million. Grants will be offered to make structurally sound and to restore the external appearance of 5 priority buildings in need of repair. £105,000 in grant funding will be made available over four years for more modest pieces of work to reinstate traditional windows and to repair roofs etc. £239,257 in grants will be made available over four years for shop front repair and traditional shop front reinstatement. A training and education programme of events and activities will run concurrently alongside the grants programme to promote conservation best practice, to educate on traditional materials and technique and to reinforce island identity.

Project outcomes & benefits Revitalised and attractive island gateway »Employment opportunities »Skills training »Encourage more visitors to the island »Preserve built heritage »

Project milestones

Property owners commit to project1. Owners from each property form residents association2. Property owners raise funds (20% of total works cost)3. Restoration works begin4. All priority buildings complete by 20155.


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DRAFTFunding Package?No grant will be provided at 100% so property owners will be expected to contribute to the funding package below:

Argyll & Bute Council CHORD £500,000Heritage Lottery Fund THI £1,500,000Historic Scotland CARS £499,933LEADER £107,839

TimescaleMid-term Who is responsible for project delivery? Argyll and Bute Council

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DRAFTFLAGSHIP PROJECT 2: BUTE FOREST

Project objective To develop Bute Forest as a commercial community asset

Project descriptionThe project will create a community asset that has a positive impact on the local economy through the delivery of a Forest Plan detailing key commercial initiatives and a comprehensive conservation and woodland management programme. £41K has been secured from the Climate Challenge Fund to investigate the possibility of a small-scale hydroelectric scheme. Neil Sutherland Architects has been appointed to deliver an architectural masterplan for the forest project. The project may include completing any further feasibility studies and/or market research; establish the detailed specification of project design and ancil-lary costs; securing necessary planning and other approvals as required; tendering of contracts (e.g. design teams, consultants and contractors). The project will include financial management including fundraising. Col-laborative relationships with other community organisations/individuals and external organisations will be established to support delivery of project objectives.

Project outcomes & benefitsEconomically sustainable community asset »Improved environmental quality and diversity of Community »ForestFacilitated and encouraged community access and use of the »forestRenewable energy projects which will both efficiently generate »energy and Business, employment and training opportunities created »Attract additional visitors and associated spend to Bute »


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DRAFTProject milestones

Strategic Forest Plan funding secured1. Forest Plan approved2. Architectural masterplan finalised3. Woodland management programme established4. Forest projects initiated5.

Funding package?Climate Challenge Fund, HIE, LEADER, SRDP

TimescaleMid-term

Who is responsible for project?BCLC

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DRAFTFLAGSHIP PROJECT 3: ROTHESAY PAVILION

Project objectiveTo renovate the Rothesay Pavilion for use as a high quality community cultural centre and venue

Project descriptionAs part of CHORD, Argyll & Bute Council’s multi-million pound town cen-tre regeneration scheme, the external and internal fabric of the Pavilion building will be restored sympathetically and a range of new and flexible uses for the building will be developed. The project will also provide a range of conservation skills training opportunities. The first stage of this project is already complete with a project team in place. Elder & Cannon Architects will work with project manager The Prince’s Regeneration Trust to take the project forward.Note: Community resource implications associated with this project at the construction phase will mean the building will be out of use for approximately 18 months; the Council recognises that this will have a significant impact on local groups and the project team will consult and work closely with the local community to minimise the effect.

Project outcomes & benefitsRestored and preserved historic landmark »Multiple employment opportunities »Conservation skills training »Encourage more visitors to island »Increase number and quality of events »Thriving cultural activity »Appeal to wedding tourism »

Project milestonesFull Business Case approved1. Funding secured2. Planning & Listed Building Consent approved3. Restoration works begin4. Building re-opened to the public5.


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DRAFTFunding package? Argyll & Bute Council CHORD and potential funding from Heritage Lot-tery Fund, Historic Scotland, LEADER

TimescaleLong-term

Who is responsible for the project? Argyll and Bute Council

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DRAFTDEVELOPMENT PROJECTS

These six projects are entirely new ideas that will be subject to an initial feasibility study. A team for each project will be identified with relevant individuals and community groups leading development. There will be support from the LDO and, where relevant, the anchor organisation. If at any point one of these projects becomes unviable, it will not continue and options for alternatives will be considered.

Tourism Development Strategy•

Guildford Square redevelopment•

Indoor recreation centre•

Community ferry provision•

Industrial hub•

Rural bunkhouse•

Left: With proximity to the central belt and a temperate climate, tourism and a Business Improvement District might provide significant opportu-nities.

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DRAFTPROJECT 1: TOURISM DEVELOPMENT STRATEGY

Project objectiveTo devise and implement a cohesive tourism development strategy for Bute with both immediate and projected goals

Project description The primary focus of this project is to build on current initiatives with a structured tourism strategy plan for the next five years to include website, social media, marketing & advertising and events development. There will be a strong emphasis on utilising local businesses for strategy delivery. There may be an opportunity to develop a Bute BID once a comprehensive tourism strategy is in place. A Business Improvement District (BID) is a precisely defined geographi-cal area of a town, commercial district or tourism and visitor area, where businesses vote to invest collectively in local improvements resulting in an improved business environment and improved local economic growth. BIDs are developed, managed and paid for by the commercial sector by means of a compulsory BID levy. The Scottish Government provides up to £20k in grant funding to develop BID proposals in Scot-tish communities. Project outcomes & benefits

Boost tourism industry and reduce seasonality »Attract new visitors to island »Support for local businesses »Improve marketing efficiencies »Promote collaborative working between local businesses and »groups


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DRAFTProject milestones

Tourism strategy plan drafted1. Funding secured2. Plan implemented3. Projects launched4. BID development underway5.

Funding package?Opportunities to apply for Visit Scotland Growth Fund and, latterly, Scot-tish Government BID seedcorn funding

TimescaleShort-term

Who is responsible for project?The LDO will work closely with the Bute Tourism and Marketing Group with additional support from various tourism businesses across the island

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DRAFTPROJECT 2: GUILDFORD SQUARE REDEVELOPMENT

Project objectiveTo redevelop the Guildford Square area of Rothesay

Project descriptionThe aim of this project is to compliment the ‘flagship’ THI project by setting up a community-run market to showcase local produce, crafts, music and arts for local people and visitors in the underused Guildford Square platform area and transform the adjacent gap site into a tem-porary mixed-use community space with training facility. The THI has already secured LEADER funding to assist in the development of the gap site.

Project outcomes & benefitsRevitalised town centre »Skills training »Support for local producers »Community arts development »Attract new visitors and associated spend »

Project milestonesBusinesses and community groups approached for collabora-1. tionProject team established2. Additional funding secured3. Gap site cleared4. Development open5.

Funding package?LEADER funding secured for temporary gap site development. Additional potential funding from Big Lottery (Growing Community Assets Pro-gramme), SRDP (for community facilities), and green space development charities such as the Mushroom Trust.

TimescaleShort-term


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DRAFTWho is responsible for project?The LDO will work with relevant community stakeholders and the THI project team. Initial consultation with Argyll & Bute Council, Bute Com-munity Council and local businesses required.

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DRAFTPROJECT 3: INDOOR RECREATION CENTRE

Project objectiveTo provide an indoor recreational facility for the island

Project descriptionThis project would set up a multi-functional community-owned recre-ational facility with soft play, climbing wall, various indoor play pursuits and café. A feasibility study and business plan will need to be completed to assess viability and sustainability of the project.

Project outcomes & benefitsAligns with NHS Bute Health Plan policy on addressing child- »hood development issuesImproved facilities for young people »Attract more families to the island »Creation of revenue through membership scheme and café »Multiple employment opportunities »

Project milestonesFeasibility study and business plan complete1. Funding acquired2. Premises located3. Contractor appointed4. Completion of centre build/renovation5.

Funding package?Private funding; with potential funding from Big Lottery, Awards for All, SportsScotland, and trusts that focus on health-orientated projects for young people and children

TimescaleMid-term


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DRAFTWho is responsible for project?The LDO will work with relevant community stakeholders to establish a working team for the project. Initial consultation with Bute’s Children, Bute Community Council and Argyll & Bute Council would be advisable.

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DRAFTPROJECT 4: COMMUNITY FERRY PROVISION

Project objectiveTo investigate the potential for alternative ferry service provision and report back to the community on identified, agreed actions following a feasibility study

Project descriptionThe Scottish Ferries Review 2010 re-examined how ferries should be funded and procured, on what basis fares should be set, what kind of services should be supported with public money and who should be responsible for providing these services. A Draft Ferries Plan will be pub-lished late 2011. Based on the results of the Ferries Review, this project would involve a feasibility study to establish alternative ferry options from the existing structure. An initial analysis of the potential impacts (especially in economic and social terms) of the introduction of such an approach would be required with comprehensive community engage-ment at each stage of the project. The provision of agreed alternatives is not included within this project, but would be taken up as a separate body of work.

Project objectives & benefits Potential to deliver a cheaper ferry service for locals and visitors »Innovative approach to service provision »Support local businesses and agriculture through improved »infrastructureAttract more visitors and associated spend »

Project milestonesResearch carried out1. Impact analysis complete2. Consultation refreshed3. Feasibility study complete4. Report finalised5.

Funding package?BIG Lottery Investing in Ideas, Scottish Government


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DRAFTTimescaleMid-term

Who is responsible for project?A working team for this project will be established on the publication of the Draft Ferries Plan 2011. Initial consultation with Bute Community Council and Bute Community Links will be advisable.

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DRAFTPROJECT 5: INDUSTRIAL HUB

Project objectiveTo provide premises for food production, local business growth and storage

Project description This project would allow growing local producers to remain on the is-land by providing large industrial premises in which to expand, it would also create spaces for potential food production (a meat-finishing facility or small creamery for example). A full feasibility study with a needs analysis and options appraisals is required. Procuring a suitable existing build or locating an area for constructing new premises is a crucial stage in this project. Once funding is secured and design option finalised, a contractor would be chosen to progress the build on the project. This project would require ‘buy in’ from a number of local businesses and producers to take part in the project.

Project outcomes and benefitsAllow existing local businesses to expand and grow »Create space for new businesses »Increase and diversify market share »Secure sustainability for locally produced food and goods »

Project milestonesPremises located1. Project team established2. Feasibility study complete3. Business case produced4. Funding secured5.

Funding package?Potential funding from HIE, LEADER, Argyll & Bute Council and private funders.

TimescaleLong-term


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DRAFTWho is responsible for project?As a long-term project, a working team will be established when the project can reasonably be progressed i.e. when suitable options for premises are located.

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DRAFTPROJECT 6: RURAL BUNKHOUSE

Project objectiveTo create a bunkhouse to support and maximize the West Island Way

Project description In 2008 the DBLPS had a small consultation to look at the viability of a parallel project for the DBLPS to set up a rural bunkhouse. This was carried out as part of a wider DBLPS consultation at the Agricultural Show in August 2008. Over 200 forms were completed and all were positive about the idea. This was then followed up by market research off-Bute. This research indicated thatthere was a viable business case for a bunkhouse. Due to lack of resources to follow this up it is only in 2011 that the Bute Conservation Trust has decided to take forward the bunkhouse project as part of the legacy of DBLPS. This project will provide accommodation and facilities for tent camping at the lower end of the pricing envelope.

Project outcomes and benefitsEconomic rual accommodation and camping facilities »Encourage green and wildlife tourism »Job creation for build and maintenance »Provide an income stream for the Bute Conservation Trust to »‘match’ with other funding to continue and to build on the legacy of DBLPS

Project milestonesConsultation and marketing refreshed1. Different options for location and build examined2. Feasibility study of the leading option developed3. Full business case and final funding bids4. Project complete 20135.

Funding package?There are a number of funders in the frame for this project


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DRAFTTimescaleMid-term

Who is responsible for project?Bute Conservation Trust

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DRAFTPROJECT STRATEGY

Project teamsWhile the flagship projects already have management in place, the new projects still require a team to coordinate development. The LDO will work with the relevant community stakeholders to establish project teams with additional support from the anchor organisation. The indi-viduals approached to lead projects will have the right skills and experi-ence to take projects forward, together with a high level of commitment and community interest.

Communications and community engagement planThe strategy for communicating project development to the relevant stakeholders (both project participants and community members) will depend on the team leading the project and on the project’s scope and complexity. However, in all cases, it is important that the community is satisfied that each project is:

Executed transparently•

Adapting to any changing local circumstances•

Involving the individuals with the right skills and resources to • complete projects successfully

Reviewed and evaluated to improve practice•

Achieving its goals•

As the projects in the plan are implemented, the project teams and local development officer will regularly inform the community of the outcomes met and next steps, and work directly with individual commu-nity members to ensure that concerns and aspirations are consistently understood and considered. There will be additional open communica-tion through various public forums, the anchor organisation website, newsletters and local media.


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DRAFTRisk assessmentA risk is an uncertain event or condition that, if it occurs, has a negative or positive effect on project objectives. Each project team will identify potential risk sources that could impact on cost, timescale or desired project outcomes and create a risk register to establish an approach to monitoring, evaluating, and managing these risks throughout the life of the project. The risk register for each project will evaluate alternative ap-proaches to mitigate high and moderate risks and develop action plans to handle individual risks. Risks will be reviewed regularly, in order to assess if they are still relevant and to identify new issues. A number of projects in the community plan already have a risk register while others are yet to establish a project team and therefore ‘risk register’ will be an associated milestone for these projects.

Project monitoring and review processEach project will have a clear monitoring strategy to ensure that projects develop in line with the overall community plan objectives. As milestones for each project are reached, it will be appropriate to examine whether any changes to the process are required. Assessment will be made and, where necessary, additional or modified tasks will be undertaken to ad-dress any emerging issues or to adapt to changing local circumstances. This assessment will be communicated as part of the regular reporting on implementation of projects to the relevant outside agencies and com-munity stakeholders.

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DRAFTWhat’s Next?

The community development plan is a living document that be-longs to the people of Bute. It can only be brought to fruition with support from the community and their continued involvement

in projects. This plan is about taking advantage of opportunities for development as they arise and building on those opportunities to make real, positive changes in the community. It is hoped that this document will mark the beginning of co-operation and collaboration between all of Bute’s community groups to pave the way for a brighter future.

THE PLAN IS AVAILABLE AT THE BCLC OFFICE &

ONLINE AT WWW.BCLC.CO.UK TO DOWNLOAD

THIS PLAN IS FOR THE COMMUNITY OF BUTE, ITS VISI-

TORS AND VARIOUS MAINLAND STAKEHOLDERS


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DRAFTAPPENDICESAll documents are available online, and from the BCLC offices.

Appendix A: Bute Community Survey Report April 2011 [PDF] is avail-able at the following address: www.bclc.co.uk/appendices/BCSR.pdf

Appendix B: Bute Community Audit [XLS] is available at the following address: www.bclc.co.uk/appendices/BCA.xls

Appendix C: Carbon Reduction Plan [DOCX] is available at the follow-ing address: www.bclc.co.uk/appendices/CRP.docx

Appendix D: Project Checklist [PDF] is available at the following web address: www.bclc.co.uk/appendices/PC.pdf

Appendix E: Current Project Web Contacts [DOCX] is available at the following web address: www.bclc.co.uk/appendices/CPWC.docx

Documents

Bute Community Development Plan