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Castle Vale Case Study: Learning from Best Practice

Castle Vale has been titled as one of the most successful community regeneration projects in

the UK (Kennedy, 2015). Consequently, this report exemplifies the three most valuable

Castle Vale today (ValeMail, 2008;

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Student ID: 1229799Word Count: 1,489 (excluding the title)

components of Castle Vale’s Housing Action Trust (CVHAT), to enable Regeneration leaders

to produce successful future campaigns. These include:

1. Community involvement

2. A long-term succession plan

3. Social and economic development

Although these features are prominent in the triumph of Castle Vale, they are intertwined

with each other, and other factors, such as partnerships. Thus, developers should consider

these combinations when designing their own regeneration campaigns.

Background:

Castle Vale was “a dumping ground full of single parents, alcoholics and the mentally ill”

(Mornement, 2005:2). Prior to this the estate was popular, as it rehoused those from

Birmingham’s inner-city slum clearance into better quality homes (CVCHA, 2014; Coatham

and Martinali, 2010). Like many 1960s estates however, they were built quickly on a menial

budget. Consequently, the buildings fell into disrepair. Physical cracks appeared and service

budgets were cut. A high turnover of residents’ resulted and social exclusion, crime and

unemployment increased (Bateson, 2005; CVCHA, 2014).

Demonstrates the high crime rates in Castle Vale

(Kennedy, 2015)

Poor environmental and repect for Castle Vale by

its residents and the state (Kennedy, 2015)

Artist from Castle Vale portraying the social

disappointments reated to Castle Vale residents

(Kennedy, 2015)

Figure 1: Illustrations of the social, environmental and economic plight of Castle Vale prior to the CVHAT

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Birmingham City Council (BCC) could not successfully fund the regeneration of the estate, so

in 1993, with 92% of the residents support, the CVHAT formed (CVCHA, 2014; Bateson,

2005). The ownership and management of 3,500 properties transferred from BCC to CVHAT,

to provide good quality housing, plus improve the social, economic and physical conditions

of Castle Vale (Bateson, 2005). As Beatrice Lunn (Castle Vale Resident) commented “the HAT

changed everything for everyone” (Mornement, 2005:2).

1. Community Involvement:

From the initial concept of introducing CVHAT to the present day, community involvement

was central to the regeneration. This is necessary to consider in future redevelopments as

contemporary UK urban regeneration

policy wishes to devolve planning power

and responsibility to communities

(Deakin, 2009; Williams and Nadin, 2012).

Resident involvement was encouraged

through consultation in democratic

forums and more direct approaches, such

as community representatives on

Figure 3: Image portraying the committee involvement in Castle Vale (Martinali, 2015)

Figure 2: Images of some of Castle Vale’s housing prior to the introduction of the CVHAT, through the demolition phase to present day (Martinali, 2015)

Present dayPrior to CVHAT

Figure 3: Image portraying the committee involvement in Castle Vale (Martinali, 2015)Figure 3: Image portraying the committee involvement in Castle Vale (Martinali, 2015)Figure 3: Image portraying the committee involvement in Castle Vale (Martinali, 2015)Figure 3: Image portraying the committee involvement in Castle Vale (Martinali, 2015)Figure 3: Image portraying the committee involvement in Castle Vale (Martinali, 2015)

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organisation boards, or in Castle Vale Community Housing Association’s (CVCHA’s) case,

leadership (Wind-Cowie, 2010).

Community involvement built trust between Castle Vale residents and CVHAT. This was

critical since the community in previous HAT schemes, such as Hull, had opposed initiatives,

limiting the HAT’s success (Mornement, 2005). Trust from the residents was gained in a

number of ways. First, the Castle Vale Tenant and Resident Alliance (CVTRA) consultative

committee enabled complaints about the housing developments to be aired directly to the

board (Goodwin, 2012). Accordingly, CVHAT and the building contractors provided

compensation to individuals disrupted by building works and delays, making the

regeneration easier for the residents. Furthermore, ValeWatch (collaboration of local

schools, the police and CVHAT) evicted the ‘Green Box Gang’, after the community

expressed their concern of the group (Mornement, 2005). Both examples illustrate how

CVHAT listened to and tackled resident concerns.

The adoption of CVCHA specifically demonstrates residents entrusting control to the CVHAT.

Initially, residents had misgivings of the housing association taking control of housing assets

after 2005, as privatisation was not believed to be sympathetic to the community and their

needs. Yet excellent services were provided to the residents from 1996 (CVCHA first

established) to the closure of CVHAT in 2005 (CVCHA, 2014). Furthermore, good reputation

was contingent on its community-led organisational structure and position as an umbrella

body to many other community organisations, each aiming to improve the social, economic

and environmental quality of life for residents. Thereupon 98% of residents voted in favour

of CVCHA gaining control of the housing stock, instead of BCC (Mornement, 2005).

The consideration of the community throughout the project concludes that the CVHAT, and

now the CVCHA, was astutely aware of the resident’s requirements for a better quality of

life. The resident’s trust of the project leaders was enhanced as their views were adhered to,

and actions were taken that benefitted the community, and the area, in the short and long

term. Therefore, community inclusiveness should be utilised within regeneration projects.

2. A Long-term Succession Plan:

CVHAT’s strategy established successor organisations to meet their holistic ambition

(Coatham and Martinali, 2010). The key successor was CVCHA, and alongside it the

Neighbourhood Partnership Board (NPB), which together, hold further successor groups:

Estate Environmental Services

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CVTRA

Merlin Venture Limited

Vale Community Education Trust

Community Action Tackling Crime and Harassment (CATCH)

(NPB, 2015; Coatham and Martinali, 2010; CVCHA, 2014; CVCHA, [no date]; Mornement,

2005).

Each of these offer an array of services to Castle Vale tackling the economic, environmental

and social issues prominent on the estate. A major characteristic of the organisations is the

incorporation of partnerships between various stakeholders, i.e. residents, BCC, police and

Small Businesses Service (Mitchell and Kirkup, 2003). By situating a partnership-building

strategy within the successor organisations of the scheme, CVHAT helped elevate the sense

of a community and social cohesion originally witnessed on the estate in the 1960s (Bateson,

2005).

Crucially, the successors provide services specific to the needs of the populace. E.g. the

CVCHA partners with local businesses to provide technological equipment (laptops) to the

residents at a reduced price. This, alongside the Wi-Fi provided in Castle Vale allows

residents’ access to the Internet, providing opportunities for children to complete their

schoolwork, whilst providing a direct point of contact between community groups and

residents (Martinali, 2015). This service meets the needs of its populace through the

successor organisation partnering with local businesses.

Furthermore, the Endowment Fund set aside for Castle Vale once the CVHAT closed is

monitored by CVCHA. The

succession enables funding

issues to be identified, so

investment can be gained

to allow sustained

subsistence of services on

the estate (Coatham &

Martinali, 2010). Thus, the

succession plan is still an

important component on

Castle Vale (Figure 4).

Figure 4: Succession Plan of Castle Vale post 2005 (Kennedy, 2015)

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Therefore long-term planning through the incorporation of successor community bodies,

prove beneficial to regenerative schemes and should be integrated throughout

regeneration, as residents are continually considered and successes are not lost once the

developers finish.

3. Social and Economic Development:

Partnerships were a determining factor in the economic and social

development of Castle Vale’s ‘business group’. Here, an extensive

range of retailers, offering 600 jobs, located (Figure 5).

Furthermore, Sainsbury’s agreed with the Shopping Centre

Working Party, consisting of community representation and local

councillors, to work with agencies to train and provide

employment for residents (Mitchell and Kirkup, 2003).

Consequently, 95% of low-skilled employment positions were

filled by Castle Vale residents, crucial since only 13% earned 5

A*-C GCSE grades in 1995 (Wind-Cowie, 2010). Moreover, the

partnership between CVHAT and Sainsbury’s saw a £19m

investment, instead of the budgeted £8m, into the retail centre

(Wind-Cowie, 2010). Thus, the heavily stigmatised and inward facing retail area was

transformed into a thriving economic and social space appealing to those residing externally

to Castle Vale, a feat not previously secured from poorer retail brands, such as Kwiksave

(CVCRP, [no date]; Mornement, 2005). This external confidence in the area enhanced the

economic prosperity and social cohesion of Castle Vale and surrounding society.

Figure 5: Castle Vale Retail Park businesses (Martinali, 2015)

Figure 6: Images of some of Castle Vale’s Retail Park prior to the introduction of the CVHAT and to present day (Martinali, 2015)

Present dayPrior to CVHAT

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Social and economic development further reduced the stigma associated with Castle Vale as

the ‘business group’ and Enterprise Park, secured enhanced aspirations and quality of life for

the Castle Vale residents. Between 2001 and 2004 for instance, the proportion of residents

on housing benefits fell from 29% to 22%. Furthermore, the educational attainment (5 A*-C

GCSE grades) rose to 32% in 2003, with an 18% rise in the number of residents receiving

further qualifications past the school leaving age (Wind-Cowie, 2010).

Therefore, social and economic development encouraged private investment, of a good

reputation, into Castle Vale, improving the economic and social prospects of the area and its

residents. Social cohesion between residents on, and external to, the estate established

(Mornement, 2005). Regeneration schemes therefore should incorporate the investment of

private industry from a range of sectors, as well providing jobs that require the level of

competence of the local population in which redevelopment is occurring.

Conclusion:

Community involvement, long-term succession planning, and social and economic

development helped boost the success of Castle Vale. Without the strong ethos surrounding

community involvement in the regeneration process many of the beneficiary successor

support systems may not have formed, as developers would not have identified issues,

whilst trust would not have built between residents and institutions. For this reason,

community involvement is regarded as the most important success factor in the Castle Vale

Figure 7: Artist from Castle Vale displaying the improved social and economic prosperity for Castle Vale residents (Kennedy, 2015)

Figure 8: Castle Vale improvements publicised by a national newspaper (Kennedy, 2015)

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regeneration programme. Yet the present community in Castle Vale would not be apparent

if it were not for the succession plan and ‘business group’ in operation that has enabled the

social, economic and environmental changes on the estate to be sustainable. Continuous

awareness of community needs in each of these categories have been adhered to through

private investment and partnerships in a bid to improve and maintain the reputation and

lifestyle enjoyed by those in Castle Vale. Nevertheless, each factor interlinks with each other

and other techniques. Thus, future regeneration schemes should consider each regenerative

component individually, but also in combination with others to create overall success.

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References:

Bateson G. (2005) History of Castle Vale, http://www.birmingham.gov.uk/castlevalehistory, accessed 9th February 2015.

Coatham V. and Martinali L. (2010) The role of community-based organisation in sustaining community regeneration: an evaluation of the development and contribution of Castle Vale Community Regeneration Services (CVCRS), International Journal of Sociology and Social Policy, 30(1/2), 84-101.

CVCRP. [no date] About Us, http://www.crp-ltd.co.uk/index.php/about-crp, accessed 10th February 2015.

CVCHA. [no date] Castle Vale Community Housing Association: Corporate Plan 2012-2015, http://emaconsult.co.uk/recruitment/EMA%20219/Corporate%20Plan%202012-15%20Summary.pdf, accessed 10th February 2015.

CVCHA. (2014) All About Us, http://www.cvcha.org.uk/main.cfm?type=AUP, accessed 9th February 2015.

Deakin M. (2009) The Search for Sustainable Communities: Ecological Integrity, Equity and the Question of Participation, in Urecker R., Deakin M. and Curwell S. (eds.), Sustainable Urban Development Volume 3: The Toolkit for Assessment, Routledge, Abingdon, 233-247.

Goodwin R. (2012) Welcome to the TRA, http://castlevale.org.uk/, accessed 9th February 2015.

Kennedy A. (2015, 6th February) Castle Vale Housing Action Trust: Lessons in Regenerating Communities, [PowerPoint slides], presented at the University of Birmingham, Birmingham.

Martinali L. (2015, 3rd February) Castle Vale Community Housing Association: University of Birmingham, [PowerPoint slides], presented at The Sanctuary, Castle Vale.

Mitchell A. and Kirkup M. (2003) Retail development and urban regeneration: a case study of Castle Vale, International Journal of Retail and Distribution Management, 31(9), 451-458.

Mornement A. (2005) No Longer Notorious: The Revival of Castle Vale, 1993-2005, Castle Vale Housing Action Trust, http://www.crp-ltd.co.uk/downloads/cv-no-longer-notorious-book.pdf, accessed 10th February 2015.

NPB. (2015) Welcome, http://cvnpb.org.uk/, accessed 11th February 2015.

Williams C. C. and Nadin S. (2012) Work beyond employment: representations of informal economic activities, Work Employment and Society, 26(2), 1-10.

Wind-Cowie M. (2010) Civic Streets: The Big Society in Action, Demos, London, 49-60, http://www.barrowcadbury.org.uk/wp-content/uploads/2011/04/CivicStreets.pdf, accessed 10th February 2015.

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Image References:

GDo. (2015, 22nd – 30th January) Spitfire Island, http://designyoutrust.com/2010/07/spitfire-island/, accessed 9th March 2015.

Kennedy A. (2015, 6th February) Castle Vale Housing Action Trust: Lessons in Regenerating Communities, [PowerPoint slides], presented at the University of Birmingham, Birmingham.

Martinali L. (2015, 3rd February) Castle Vale Community Housing Association: University of Birmingham, [PowerPoint slides], presented at The Sanctuary, Castle Vale.

ValeMail. (2008, 25th February) Vale Mail’s Reporting ‘not of the standard we should accept and expect’ – Letter, https://valemail.wordpress.com/2008/02/25/vale-mails-reporting-not-of-the-standard-we-should-accept-and-expect-letter/, accessed 9th March 2015.

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