Scottish climate action hubs: independent evaluation

Executive Summary

CAG Consultants were appointed by the Scottish Government to conduct an independent evaluation of two pathfinder climate action hubs, one in the Highlands and Islands (H&I), and one in the North East led by North East Scotland Climate Action Network (NESCAN). The pathfinder hubs are community-led structures that are intended to build awareness of the climate emergency and facilitate a coordinated regional response to climate change.

The overall aim of this evaluation was to assess:

• Whether the hubs are adding value to the existing community space;
• Whether they are contributing to the shift to low-carbon and resilient communities; and
• What the impact of the hubs has been so far.

For the purpose of this evaluation, the intended results of the hubs were defined as follows:

• Build awareness of the climate emergency and widen participation;
• Stimulate climate action (mitigation and adaptation) (mainstreaming climate activity, developing local plans, identifying funding opportunities);
• Facilitate peer-to-peer learning and building tools and resources;
• Build strong relationships with key stakeholders;
• Ensure a joined-up approach is being taken to tackling climate change at a regional level;
• Support community resilience (supporting development of longer term plans around energy and food);
• Empower communities and support a just transition; and
• Support wellbeing economies and community wealth building.

The evaluation also included the development of recommendations that could be considered for the broader Scottish Government climate hubs programme going forward.

Findings

The Scottish Government posed a set of key questions about the atwo pathfinder hubs to help guide the evaluation. A summary of the findings for each of these key evaluation questions is provided below.

Did the hubs produce the intended results and to what extent?

Both the NESCAN and H&I pathfinder hubs have made significant progress towards producing the intended results. This has been achieved by actively engaging communities in climate action, building awareness, fostering resilience, stimulating community-level action, embedding cooperation and learning, encouraging regional collaboration, and developing approaches tailored to local circumstances and priorities.

However, there are opportunities for improvement in areas such as expanding geographical coverage, enhancing project-oriented approaches and strengthening partnerships with a wider range of stakeholders, including local authorities and businesses.

What unintended results—both positive and negative—did the activities of the hubs produce? How did these occur?

The activities of the NESCAN and H&I hubs led to positive unintended results, including providing emotional support leading to increased resilience-building and community empowerment, and establishing a de facto link between the community and the Scottish Government.

How valuable were the activities of the hubs to service providers, clients, the community, and/or organisations involved?

The pathfinder hubs are adding value to the existing community space. This is being achieved through a multilayered approach that encompasses the organisation of inclusive and educational events which foster widespread community engagement and learning. The development and dissemination of engaging materials and films empowers local organisations to initiate innovative climate action projects. By hosting citizens' assemblies and public meetings, the hubs create vital platforms for community voices, ensuring their ideas and concerns are heard and integrated into local and regional climate strategies.

"I think the value they've added in this area... has been immense."

Furthermore, the hubs' efforts in facilitating funding applications and providing tailored project management support help to address critical needs within community organisations, enabling them to navigate administrative challenges and secure essential resources. The strategic development of community networks enhances collaboration and knowledge sharing, amplifying the impact of climate initiatives across diverse groups. The hubs' role in bridging the gap between communities and the Scottish Government highlights their importance in incorporating a broad range of community interests into governance and decision-making processes.

To what extent did the intervention represent the best possible use of available resources to achieve the most valuable results for participants and the community?

Interventions facilitated by the NESCAN and H&I hubs largely represent the best possible use of available resources. This is evidenced by stakeholders' identification of high-value interventions such as community engagement and education, empowerment through funding and training, providing a platform for policy input and collaboration, personalised support and motivation, and flexibility and innovation in project implementation. However, stakeholders also noted areas for improvement (funding permitting), including the need for more professional support in administration and project management and increased collaboration with local authorities (amongst others).

Are any positive results likely to be sustained? If so, what circumstances will enable this?

With continued support from the NESCAN and H&I hubs, the results are likely to be sustained due to the foundational work the hubs have put in place. This includes promoting local ownership, emerging policy input and participating in decision-making structures. There is, however, the potential to focus on additional policy input and to focus more strongly on interventions that can be scaled up and replicated in the future.

Overall Impact

The pathfinder hubs’ efforts in promoting sustainability, empowering grassroots innovation, and encouraging participatory governance have not only mobilised a diverse range of stakeholders but have also instilled a sense of ownership and proactive participation in climate initiatives. The hubs' role as a bridge between communities, national government, and the broader climate action network underscores their contribution to integrating local actions with regional and national sustainability goals. Their continued evolution and adaptation to the needs and challenges of the communities they serve will undoubtedly ensure their enduring impact on building a more sustainable and resilient future.

Risks

Three key risks were also identified through the evaluation. These risks are:

Potential loss of momentum

Stakeholders were concerned that any shift in focus or discontinuation of funding to the hubs could undermine the progress made to date. This could result in the loss of established momentum for climate action and leave communities without essential support.

Short-term funding constraints

The current annual budgeting model limits the hubs' ability for long-term planning, requiring them to prioritise immediate spending over sustained impact. A shift to longer-term funding could potentially assist with strategic planning and the sustainability of climate initiatives.

High staff turnover

High staff turnover, driven by short-term funding and the resulting annual contracts, undermines the hubs' ability to maintain consistent engagement and effectiveness. This is particularly important due to the critical role of community development officers in establishing local connections.

Recommendations

A number of recommendations were identified for both pathfinder hubs and the broader hubs programme going forward.

Expanding the audience

Diversify and expand the audience for climate issues by using various communication methods, engaging with non-traditional spaces, incorporating creative approaches, and collaborating closely with local authorities and partners.

Supporting and facilitating additional climate action

Accelerate direct climate action by fostering private-community partnerships, securing funding for scaling initiatives, supporting local resilience planning, involving community councils in preparedness efforts, and enhancing climate literacy training for impactful community projects.

Improving regional collaboration

Build stronger partnerships by defining stakeholder roles, engaging with diverse organisations to share initiatives and working with other hubs to share best practice.

Addressing risks

Extend funding to multi-year budgets for stability and identify diverse funding sources beyond the Scottish Government to ensure long-term planning and job security.