What is the aim of the project?
To meet the need for more affordable housing opportunities.

Where is it taking place?
In Tomintoul, a village within the Cairngorms National Park in Moray.

What has been achieved?
Tomintoul is a fragile rural community and the existing housing stock can be broadly described as low efficiency. The majority was built either during the 18th Century or the subsequent boom in the 1970s and 80s.

For the community to revive, grow and attract new young, economically active residents and businesses, the shortage of affordable housing needed to be addressed. In response, Tomintoul and Glenlivet Development Trust (TGDT) set to deliver a new net‐zero affordable housing development that incorporated renewable and low carbon technologies, such as solar panels, electric car chargers and air source heat pumps, to help reduce fuel poverty and increase residents’ disposable income.

The development of 12 properties on the site of the former Tomintoul Secondary School has provided a mix tenure development, managed by the Communities Housing Trust on behalf of TGDT. Eight of the properties are being retained as community‐owned for affordable let, and four of the
properties are being sold on the open market at a discounted rate.

This development is helping to stabilise the village population and support key local services. As the allocations policy prioritises young families, it will also help to address the falling primary school role and secure this important facility.

Who is running it?
A key aspect of the project was the collaborative partnership between SCT, CHT and LSHA, which ensured a mixed‐use development could be delivered.

Why did the judging panel like it?
The judging team felt that the project had overcome significant hurdles to secure and develop the site, which was common grazing land that had suffered from peat bog ground conditions. The judges felt the project responded well to identified local needs, and resulted in a well balanced, mixed‐use, sustainable development which benefits the wider community. The new development blends seamlessly into its surroundings and demonstrates the positive impact that a strong partnership approach can bring, by going beyond a housing solution to deliver economic and health benefits. The determination, patience and co‐operation among partners was very strong and the judges could clearly see that the process has given confidence to Staffin Community Trust to build on this successful delivery and consider future developments.

What is the aim of the project?
To preserve an active and thriving community, retain a local primary school and increase the availability of affordable housing.

Where is it taking place?
Located in Staffin in the north‐east of the Isle of Skye

What has been achieved?
A declining and ageing population, falling school roll, high levels of health and economic deprivation and lack of affordable housing stock were significant barriers to the rural community’s future sustainability. Staffin Community Trust (SCT) embarked on a partnership with the Communities Housing Trust (CHT) and Lochalsh and Skye Housing Association (LSHA) to design and deliver a £1.6m regeneration project to address the housing, health and business needs of Staffin.

In 2022, six new family homes were built and are now occupied. A new health centre, is leased to NHS Highland, and two new business units were also constructed. The project is delivering wide‐ranging social, economic and health benefits to a community, in the top 20% of most deprived areas in the Highlands.

The new homes are occupied by families, bringing new life to the area and increasing enrolment in the local primary school, safeguarding it against closure and preserving a vital community facility. In addition, some of the homes have been rented by locals who were previously housed in unsuitable conditions, and their moves have in turn freed up other local housing stock at the affordable end of the market for locals looking for smaller properties.

With the new health clinic, residents can access care in a more accessible setting, and also have the ability to access a wider range of services than were previously available. This will help address the rural health deprivation suffered locally, particularly for the elderly and those with additional mobility and support needs.

Securing an aquaculture marine company on a long‐term lease for the business units will support vital new employment in the village and also provide long‐term economic benefits. Income from the leases of the homes and other premises will provide reliable resources to be used to achieve future community aims.

Who is running it?
A key aspect of the project was the collaborative partnership between SCT, CHT and LSHA, which ensured a mixed‐use development could be delivered.

Why did the judging panel like it?
The judging team felt that the project had overcome significant hurdles to secure and develop the site, which was common grazing land that had suffered from peat bog ground conditions. The judges felt the project responded well to identified local needs, and resulted in a well balanced, mixed‐use, sustainable development which benefits the wider community. The new development blends seamlessly into its surroundings and demonstrates the positive impact that a strong partnership approach can bring, by going beyond a housing solution to deliver economic and health benefits. The determination, patience and co‐operation among partners was very strong and the judges could clearly see that the process has given confidence to Staffin Community Trust to build on this successful delivery and consider future developments.

What is the aim of the project?
To secure a positive outcome following the loss of a key local service.

Where is it taking place?
Known as Scotland’s Book Town, Wigtown is situated in Dumfries and Galloway.

What has been achieved?
South of Scotland Community Housing (SOSCH) and Wigtown and Bladnoch Community Initiative (WBCI) worked in partnership to secure community ownership of a former Bank of Scotland. The property has been redeveloped as two affordable homes, a community‐run bunkhouse and community garden and growing space.

Following community engagement and appraisal of local need, a demand was identified for affordable homes for families, that would also be accessible for older residents, and affordable visitor accommodation.

When engagement with the bank proved challenging, the partners successfully enacted Community Right to Buy, utilising the Scottish Land Fund to acquire the property from Lloyds Banking Group. SOSCH and WBCI then worked to develop a team of project partners and stakeholders to secure a funding package for capital redevelopment.

Completed in 2022, delivery reinstated a large family apartment over the upper floors, a new fully‐accessible apartment to the rear of the property and a bunkhouse in the former bank office.

The delivery of much‐needed affordable homes within the centre of Wigtown delivers a range of local benefits. The housing has secured permanent homes for people living and working in the town, as well as children in the rural school.

Who is running it?
The repurposing of the building was delivered by SOSCH, in partnership with WBCI.

Why did the judging panel like it?
The judges were impressed by the use of Community Right to Buy to bring an empty building back into productive use, seeing it as a significant achievement. The team were also impressed by the extensive community engagement, which not only supported this development but will inform future WBCI projects. The partnership with SOSCH reduced the risk of a complex housing led regeneration initiative. Delivering the project to help preserve the high street was significant, while developing the bunkhouse will generate income and longer term employment opportunities

What is the aim of the project?
To provide support for young people to progress to positive destinations.

Where is it taking place?
McTaggart Construction are based in Dalry, North Ayrshire.

What has been achieved?
McTaggart Construction has supported over 100 young people annually through employment, education and training initiatives since the creation of the Sustainable Communities programme in 2018.

In 2021‐22, as the industry emerged from the impact of COVID‐19, the team aimed to look at new ways of supporting communities where the organisation has social housing projects. With the UK having record numbers of youth unemployment post lockdown and the ever increasing skills shortage faced by the construction industry, McTaggart looked at the UK Government Kickstart Scheme as a potential new initiative. The scheme supported young people aged 16‐24 to gain a 6‐month paid work placement with recognised employers.

47 young people have completed the programme and have successfully progressed to permanent employment or registered apprenticeships with McTaggart Construction and partners. 11 have progressed to college or further training programmes and 21 young people entered into opportunities with other employers or went on to gain paid jobs using the skills and training.

19 young people decided the industry was not for them and were further supported to look for an alternative positive destination by the McTaggart Construction team or directed to suitable further support.

Who is running it?
The Kickstart programme was delivered by McTaggart Construction with investment from Developing Young Workforce.

Why did the judging panel like it?
The use of the Kickstart programme was not only innovative but highly successful in allowing McTaggart, and their partners, to develop and train young people, in order to create suitable apprenticeship opportunities. The construction industry has always been a sector that has struggled to offer training and development that realistically displays what is required to work in that industry. The model that McTaggart have introduced shows that it can be done. McTaggart recognise that young people are the future of construction and are implementing a model that could be a milestone in changing how young people are identified and recruited in the future.

What is the aim of the project?
To provide paid employability programmes for young people aged 16‐24 facing employment barriers.

Where is it taking place?
Based in Elgin, Moray.

What has been achieved?
Elgin Youth Development Group (EYDG) provide employability programmes for young people not in education, employment or training, who are under‐ employed, have a disability or mental health issue, are care leavers or at risk of offending. EYDG provide a supportive, friendly environment for people to learn new skills at a pace which suits their needs, whilst helping them appreciate the responsibilities of employment.

Most trainees begin a 16‐week EYDG trainee programme, working 12 hours per week in EYDG’s training cafe in The Warehouse, social enterprise The Inkwell or in youth work services. Placements range from catering, hospitality and facilities to social media and youth work. Young people learn skills such as customer service, barista training, catering, cleaning, and admin. They can also gain qualifications, including first aid and food hygiene. The trainees are supported with CV development and identifying work opportunities.

EYDG also offer 52‐week placements for targeted individuals, working alongside the Rank Foundation, and have supported the Kickstart Scheme, along with Moray Employment Recruitment Scheme, for those with multiple barriers to work.

Of the 36 programme participants: 16 gained employment; 10 have gone to college; 5 are still on placement; and 2 moved to a partner organisation for specialist support. The remaining three are being supported to secure a positive destination.

Who is running it?
The programme is delivered EYDG, who work in collaboration with the Moray Pathways network.

Why did the judging panel like it?
The warmth and sense of putting the needs of young people first is very evident as soon as you enter the premises. The staff at EYDG are committed to allowing young people to develop at a pace that is suitable for their individual needs. They have a fantastic site and facilities that young people all have input to or responsibility for. The staff have developed resources and materials to support young people on‐site to complete tasks as independently as possible. The Employability Hub, based in the space, is an excellent model that could, and probably should, be rolled out across the country.

What is the aim of the project?
To provide educational and work pathway support for young people unable to identify their next step.

Where is it taking place?
Based in Livingston and working throughout West Lothian.

What has been achieved?
The Larder believes in the power of food and the transformational nature of learning, and envision a Scotland without hunger and for every person, regardless of their start in life, to reach their full potential.

The organisation offers issue‐based, youth‐work and key worker sessions addressing topics such as, cookery, employability, resilience, trauma, mental‐health, Adverse Childhood Experiences, team building and confidence. All of the services are needs‐led and each individual learner is empowered to develop their own support plans. The Larder create a space for young people to become confident in themselves, in identifying their needs and in setting goals.

The team place a high value on personal lived experience and recognise that each learner is uniquely placed to understand their own circumstances and engineer their own solutions. This provision increases the skill base, giving learners the confidence to create theirown social innovations that will positively change their life. 31% of the staff team are graduates of The Larder training programmes and continue their learning in a supported work environment.

Sessions are flexible to the individual, avoiding traditional ‘classroom’ approaches. Young people are free to get up and walk around, use fidget toys or jump on the exercise bike, whilst they engage in the sessions. The team offer varied learning materials for those with reading or writing differences, scribe and support where needed.

Throughout the training, the team employ the methodology of the Triangle Outcome Star Model, which provides a visual chart to evidence the distance travelled and the outcomes achieved for each individual. The outcomes that are established are relevant to each individual’s personal circumstances, challenges and aspirations. In addition, 1:1 sessions are used to complete individual learning and personal development plans and goal setting.

Throughout the past 12 months, the programme has supported 238 young people. 82% gained qualifications and 77% entered a positive destination. Through continuous learner feedback and evaluation, 100% experienced greater confidence.

Who is running it?
The Larder is a charity that changes lives, supports communities and campaigns for a better and more equal society.

Why did the judging panel like it?
The judging panel felt that not only did The Larder have an excellent vocational model, where young people have the opportunity to learn and develop in real‐life working environments, but that they have a fantastic progression model. During the visit the team were shown effective evidence of how a young person progresses through the different stages of employability. This went from confidence building and barrier removal all the way to work experience and vocational qualifications. There was real sense of connection with the participants on the programmes, as their holistic approach to individuals allows them to identify the best support to put in place. The cafe and teaching kitchen were extremely impressive and after speaking to the young people on site it was very obvious how much they were gaining from the opportunities.

What is the aim of the project?
To use film as a tool to bring people together, have conversations and make positive change.

Where is it taking place?
In the Scottish Borders town of Hawick.

What has been achieved?
Hawick is famous for cashmere, rugby, and its Common Ridings. Since 2010, thanks to the work of Alchemy, Film and Arts can be added to this list. Alchemy complement the town’s multiple identities by providing year‐round access to cultural and creative learning opportunities and delivering Scotland’s biggest experimental film festival. SIMD lists areas in Hawick amongst the most deprived in Scotland. Deindustrialisation, depopulation, rising unemployment, a lack of public infrastructure and youth flight inform ‐ and are exacerbated by ‐ a lack of creative provision.

A 2018 Scottish Borders Council/Future Hawick feasibility study identified Alchemy as a key agent in the establishment of a local film and media hub for local young people. In response, Alchemy initiated Film Town, a three‐year pilot programme that has successfully expanded into a community engagement and creative learning strategy encompassing all of its current projects. Alchemy work with artists, first‐time filmmakers and non‐arts organisations, including regional and national services, to collaborate on films that allow participants and partners to express themselves on issues relevant to them through creative and experimental means.

To address the impacts of COVID, Alchemy responded to local need by devising and delivering digital and outdoor film projects with partners such as Borders Additional Needs Group, Hawick Archaeological Society and communities in Newcastleton to reduce the effects of rural isolation during lockdown. This allowed groups to connect with service users through filmmaking technologies at a time when the effects of digital exclusion were especially acute.

Across 2021‐22 Alchemy launched two programmes: Outwith, a year‐ long filmmaking and professional development project engaging fifty 16‐25‐year‐olds across the Borders; and Viewfinders, a two‐year filmmaking and digital skills development project working with teachers from all seven of Hawick’s primary schools. Viewfinders addressed a lack of regionwide infrastructure for creative youth programmes and a need for greater digital and media literacy among teachers, following the earlier than anticipated roll‐out of iPads in schools due to COVID‐19.

Who is running it?
Alchemy is a film and arts organisation working with communities and artists locally and internationally, using film as a means of starting conversations and making positive change.

Why did the judging panel like it?
The judges were impressed by the breadth of groups and communities which Alchemy Film & Arts were engaging with across Hawick, the wider Scottish Borders, nationally and internationally. The strength of partnership development, reaching across higher and further education, heritage, culture and the third sector, was clear. Alchemy’s year‐round structured and supportive approach offers multiple marginalised groups and communities the opportunity to be creative using all aspects of filmmaking, and more. For example, the Viewfinders programme, supporting teachers across seven local primary schools to develop filmmaking and digital skills, shows that creativity can be used in all aspects of learning, from maths to biology. The judges considered this an innovative approach to embedding creative learning across the curriculum, with clear benefits to teachers and pupils. The judges were particularly impressed by Alchemy’s determination to embed ‘Film Town’ as a meaningful driver for change for communities in Hawick and beyond.

What is the aim of the project?
To bring increased creative opportunities and investment to the region.

Where is it taking place?
Based in Findhorn in Forres and working throughout Moray.

What has been achieved?
Findhorn Bay Arts (FBA) is a creative producer of cultural events and activities, driven by a passion to celebrate and promote Moray as a place of outstanding arts and culture. FBA have established a year‐round programme of high‐quality arts and cultural activities for young people and their families, locals and visitors alike, including the flagship biennial Findhorn Bay Festival.

Despite the disruption and uncertainty caused by COVID‐19, the organisation pivoted, adapted, and redesigned programmes, working in collaboration with partners from across the sector and local community to deliver an extensive programme of activities across Moray and beyond.

The team believed it was incredibly important to ensure that creative events and activities continued to take place, wherever possible, throughout the pandemic. The staff wanted to give local communities access to a wide range of cultural activities to help people connect, smile, and laugh in equal measure.

Since September 2020, FBA have delivered a programme of festivals, events, residences and commissions. The programme supports artists locally, nationally and internationally.

All of Findhorn Bay Arts’ present work is an important resource in the recovery from the pandemic, providing local communities with an opportunity to reconnect, share stories, and experiences.

Who is running it?
FBA were established in 2012 as a non‐profit organisation and company limited by guarantee, and in 2020 became a charity.

Why did the judging panel like it?
The judges were impressed with the commitment and enthusiasm from Findhorn Bay Arts to provide opportunities for artists and communities to shape their own cultural lives. The wide range of work, building on previous projects and aligning with national initiatives, brings a vibrant cultural life to towns, villages, and individual streets. The judges noted the innovative and adaptive approach to using creativity to bring local community spaces back into use in rural areas. The judges appreciated that Findhorn Bay Arts’ works as a facilitator in the area, enabling community members to develop and take forward their own plans.

What is the aim of the project?
To allow people in East Ayrshire to participate in creative and expressive arts.

Where is it taking place?
Located in the heart of Kilmarnock’s Cultural Quarter.

What has been achieved?
Centrestage, Ayrshire’s Arts Academy, is a fully accessible community hub incorporating creative, educational, sporting and community spaces.

While Centrestage offers impressive facilities, it is not the building that is the most notable aspect of this project. It is the vital role it plays in community and civic life in East Ayrshire.

The organisation works deep within communities with the founding ethos that anyone, regardless of their age, background or experience, can participate in the arts, and in doing so will gain life‐changing social benefits.

As a result, Centrestage has transformed the lives of so many, not only through the delivery of a huge and diverse range of arts programmes, including musical theatre, dance, drama, creative arts and enterprise, but through the organisation’s role as a community champion.

The transfer of ownership of the former Kilmarnock Academy building from East Ayrshire Council to Centrestage has allowed the development of the ‘Centrestage Village’. This move has offered more opportunities for the organisation to work with and support new and existing local and regional organisations and partners. The asset transfer in 2019 was, in itself, a triumph, and a demonstration of what can be done when communities and organisations from across the public, private and third sectors come together.

Who is running it?
Centrestage work with a range of local partners and the community.

Why did the judging panel like it?
The judges were impressed by Centrestage’s drive to provide a centre of excellence focussed on creative and performing arts, while bringing together a range of social, developmental and personal services. The high standard of the restoration and re‐design of the Kilmarnock Academy complex, completed by a local firm, with care and consideration of the heritage of the building and surrounding landscapes, was particularly impressive, given the significant challenges of the last few years. The development provides the town, and wider Ayrshire region, with a truly inspirational resource for all communities.

What is the aim of the project?
To address the potential loss of a vital community hub.

Where is it taking place?
With a declining population, the island of Bressay, east of mainland Shetland, faces several challenges.

What has been achieved?
In the early 2000s, Bressay’s population began to decline, falling from 384 in 2001 to around 340 today. The population was also ageing and depleting numbers of children attending Bressay School contributed to its closure in 2014. Although alternative education provision was found off‐island, the closure resulted in the loss of vital communal space. Situated centrally in the island, the school had also been the heart of the local community, an important hub bringing together neighbours of all ages.

There was strong desire within the community to repurpose the school and multi‐court to retain communal space and ensure community ownership of the facilities. Community feedback identified an appetite for amenities to be provided on the island, rather than relying on services available in Lerwick, a ferry‐ride away. Residents felt there was a need for enhanced catering facilities for locals, visitors and thosepassing through to visit the nearby Noss National Nature Reserve, as well as flexible spaces for meetings, events, exhibitions and business start‐ups.

The Bressay Community Development Association created a new entity, Bressay Development Ltd, to progress an asset transfer of the building. At first leasing, and in 2021 completing the purchase of the former school building. Bressay Development Ltd have created Speldiburn, a thriving community hub serving locals and visitors alike. Speldiburn provides vital social and community facilities, alongside volunteering and employment opportunities. The project helps support a wider programme of work for the benefit of the Bressay community.

The welcoming café, with accessibility provision for visitors with additional mobility needs, provides affordable and high‐quality catering and a social space for locals. The Under‐5s group, and other children’s activities, offset interaction opportunities lost with the school closure. The meeting spaces offer more accessible business and social options than those available in Lerwick, and regularly accommodate parties, funerals and other bookings for residents who would have otherwise had to source provision off‐island.

Who is running it?
Bressay Development Ltd is a non‐profit organisation committed to working with groups both on and off the island.

Why did the judging panel like it?
The judging panel got a strong sense that the project is delivered by the community for the community and that considerable thought is put into maximising use of the space and activities offered to have as broad an appeal as possible. The judges were particularly impressed by the hub’s ability to accommodate a considerable range of needs and by the leadership team’s determination for it to be attractive and useful to as many members of the community as possible. Recognising the size of the island population, it was striking the amount of energy and commitment that had clearly been dedicated to deliver the project and create a facility that is so useful to the whole community. Links have also been established with other island communities to coordinate activities to benefit residents and visitors.

What is the aim of the project?
To transform a derelict former swimming pool into a community hub for arts and education.

Where is it taking place?
Based in Montrose in Angus, the project benefits residents in north Angus and lower Aberdeenshire.

What has been achieved?
What began as a simple regeneration idea for a community cinema has developed into a multi‐dimensional facility which will act as a catalyst for social change in the community. The Playhouse opened in Oct 2021 and the new facility includes an adaptable three screen cinema, education and exhibition spaces, retail space and a café bar.

From the outset, community support was strong. Local people and businesses took it upon themselves to raise funds and attend fundraising events which allowed the group to settle insurance costs, utilities and carry out smaller works to the building. Arguably, the most impressive achievement pre‐ build was the strip out of the building by over 80 local volunteers and businesses.

A dedicated Social Development Officer has implemented a number of programmes aimed at reducing levels of deprivation in the local area. These include, a pre‐loved school uniform market, a fruit and veg stall which runs every Wednesday in the foyer to help address food poverty and a Kids Club event on a Saturday and Sunday at £3 per film, which gives those in lowest income households access to cultural events and films.

Who is running it?
A working partnership between Montrose Playhouse Project SCIO, a group of local volunteers, and Angus Council.

Why did the judging panel like it?
The judges agreed that the energy and commitment over many years by a dedicated group of volunteers had delivered a very high‐quality facility with flexible space. Its primary function is as an accessible cinema and this is evidenced by the impressive footfall being achieved during this first year. The building design is sensitive and sensible with an all ability and programming approach which even tries to consider bus timetables. The project has created 28 jobs and a significant number of volunteering opportunities as well as creating a space where people feel safe to socialise.

What is the aim of the project?
To transform an old Police Station into a multi‐purpose community hub.

Where is it taking place?
In Dornoch, an area with an above average elderly population, in the county of Sutherland in the Scottish Highlands.

What has been achieved?
The Dornoch Area Community Interest Company (DACIC) was formed in 2007. DACIC lodged a Community Right to Buy (CRtB) application for the Dornoch Courthouse in 2013 but a sustainable business case could not be made. However, in December 2017, Board Members toured the redundant Dornoch Police Station and an Asset Transfer Request was lodged in April 2018. The Scottish Land Fund supported a community consultation on potential uses for the building, and as a result a feasibility study was carried out and the plan to create a business, creative and wellbeing hub was born.

Following purchase and refurbishment, The Dornoch Hub is now home to 13 organisations in the main building, the garages form a gym, kennels and a food larder, and the four‐bedroom hostel provides seasonal staff accommodation. A conference room, community room and hot desk office are also available to hire.

The Hub aims to address issues of deprivation and the challenges faced by the elderly population. Attending workshops or classes can improve employability skills, social development and mental health & wellbeing through learning new skills.

Who is running it?
Managed by DACIC, working in partnership with local and national organisations.

Why did the judging panel like it?
The judges were impressed with the conversion of this former Police station following an asset transfer process. The full occupancy of the building from opening demonstrates the need for premises within the local business community. DACIC considered community needs when allocating space which has resulted in services now being available in the community that weren’t previously. DACIC’s enterprising spirit has enabled them to establish a high‐quality, sustainable facility. The judges liked the project’s capacity to address both local commercial and community needs and that the sound financial management demonstrated would allow the group to undertake further beneficial projects in the future.

Alloa is a town of 20,000 on the River Forth and is the commercial and administrative centre of Clackmannanshire. It has a proud industrial heritage, including fishing, coal mining, glassmaking, textiles and brewing, with much of this located in the town centre. Industrial decline brought multiple challenges to the town. Factories have been replaced by supermarkets, but there are still vacant land and buildings as well as a decline in retail and population in the town centre, which lies in one of Scotland’s most deprived areas.

Public consultation about the town centre was undertaken using the Place Standard Tool. This was led by Clackmannanshire Third Sector Interface (CTSI) and supported by the Council and business community via Alloa First. A 3‐day drop‐in session was held in a vacant shop and links to local access panel, mental health support groups and older people’s forum ensured hard to reach voices were heard. Surveys were done in pubs, hairdressers and the Credit Union and an adapted 5‐ minute paper version of the tool was created, to make participation easier.

Over 300 responses were received. Collectively, these exercises helped identify priorities for action in the town, with a focus on three key areas: care and maintenance; safety; and work, economy, influence and sense of control. A set of projects emerged that reflected these priorities and would support the new residents.

In response to these challenges, Clackmannanshire Council, community, third sector and businesses have come together to shift the dial on the social, economic and environmental issues facing the town centre. As a key component of that, Living Alloa has transformed a derelict town centre site into a stunning development of 60 dementia‐friendly flats, transformed a vacant public toilet into an active travel and town centre hub, and delivered a package of streetscape projects. These improvements make the town safer, more attractive and easier to move around in.

The physical regeneration of the former Co‐op site has been an important landmark for the town. The multi‐agency design process ensured that this has delivered a new iconic building which re‐ establishes former street patterns. It also complements the investment made a decade ago in re‐developing the Category A listed Speirs Centre, directly opposite, as the area’s main library, community access point and Registrars.

The judges were inspired with the place‐based approach in Alloa that has rejected a quick physical makeover in favour of a ‘forever’ project that is rooted in delivering positive long‐term outcomes for people and place. Strong local leadership has nurtured community and business support through a clear strategic plan to address local needs and opportunities.

The town centre housing, active travel hub and public realm projects have delivered new high quality facilities on prominent sites, creating a more active, attractive and accessible place. These early projects have been a catalyst to bring stakeholders together. A broad group of partners are invested in delivering a positive future for the town over the next decade.

Kirkintilloch, East Dunbartonshire’s largest town, has a vital community and economic role beyond the local level, which is captured within the city‐ region’s Clydeplan. But a decade ago, like other Scottish towns, Kirkintilloch faced diminishing vitality and viability of the town centre, alongside public spaces and issues of connectivity, resulting in a lack of civic pride and identity loss for the town and its people.

Growing investment and actions delivered via strategic initiatives such as the Millennium Link, Kirkintilloch’s Regeneration Initiative, Kirkintilloch Masterplanning, and the community initiative ‘YourKirky’, have played a significant role in delivering a holistic regeneration for Kirkintilloch, and reviving the image of the town as a desirable place.

In recent years, increased collaboration between East Dunbartonshire Council, community groups, and other stakeholders have stirred core behaviour change in planning and delivering places and services.

Kirkintilloch has seen encouraging improvement in economic and cultural activities, thereby overcoming some of the key challenges of the past. Physical improvements to wider public realm and infrastructure have enhanced the accessibility and attractiveness of the town. This has led to increased footfall, and a boost for economic activities, which is evident from low vacancy rates and concentration of new business at Cowgate.

The local authority’s strategic plans and programmes, such as the Antonine Wall projects, Business Gateway support, Kirkintilloch Gateway Masterplan and the Kirkintilloch Canal Festival, are focused on business, employment and tourism. Combined, they have further attracted investment and entrepreneurs from a range of public and private sector investors, enhancing the local economy and tourism offers in recent years. This collaborative approach has helped to blur the lines between top‐down and bottom‐up efforts, to deliver place‐based solutions.

The judges were enthused by the demonstration of civic pride and the can‐ do attitude of the community initiative, Your Kirky, which has been instrumental in delivering an inclusive approach. Kirkintilloch is emerging as a town for the future – community, businesses and Council have collaborated to create a safe and attractive high street, connected with the wider town centre through good public realm, play and recreation, and the imaginative use of existing spaces. The strong and growing independent business base creates a place that is attracting growing customer numbers.

Laurieston, in the Gorbals area of Glasgow, is benefitting from a £140m revitalisation spend which will see four phases delivered over a nine‐year period. This includes over 1,000 mixed tenure homes with a proportion constructed for social rent in partnership with New Gorbals Housing Association (NGHA), flexible commercial space, community facilities, open space and recreation areas. Ultimately, the project aims to build and regenerate the community through development.

Urban Union and New Gorbals Housing Association (NGHA), in partnership with local third‐sector arts organisation WAVEparticle, are collectively committed to involving the local community in all aspects of Laurieston, with the aim of creating more social and economic opportunities for residents.

As part of this a five‐year ‘Arts and Living Strategy’ has been established for the area, with the aim of exploring and connecting residents to the rich history of Laurieston, its people, places, interests, inspirations and aspirations. Projects undertaken include partnering with various local workers and private suppliers to create growth and employment opportunities within the area.

As one of Glasgow’s eight Transformation Regeneration Areas, great importance is placed on embedding the new development into the community, and connecting Laurieston residents to opportunities in the Gorbals and other parts of the city. For example, for the last five years Urban Union have ensured that every child, within the area, from the local primary schools received a free ticket to the Citizen’s Theatre Christmas show. The developer also works in partnership with the Gorbals Ideas Fund, a community led Participatory Budgeting programme, facilitated and supported by NGHA. The programme launch in 2019 and has funded 26 projects.

The judges were impressed with the careful long‐term approach to realising the vision over the past decade. This has delivered a place that reflects on the heritage of its past while also celebrating its modern local heroes. Laurieston is a high‐quality place that has a real sense of home for its residents, with excellent public and private spaces. It has been delivered within a strong overall design framework and clear vision, but with enough variety across each phase to create an attractive and contemporary urban neighbourhood.