Culture Leisure - Falkirk Community Trust
Culture Leisure - Falkirk Community Trust
Culture Leisure - Falkirk Community Trust
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<strong>Culture</strong> and<br />
<strong>Leisure</strong> Strategy<br />
ANE FOR A'<br />
<strong>Falkirk</strong> Council
CULTURE AND LEISURE STRATEGY<br />
Contents<br />
FOREWORD ........................................................................................................... ( i )<br />
SETTING THE SCENE .......................................................................................... 1 - 4<br />
OUR APPROACH ................................................................................................ 5 - 10<br />
GUIDING PRINCIPLES ...................................................................................... 11 - 12<br />
A STRATEGIC FRAMEWORK .......................................................................... 13 - 66<br />
Introduction ................................................................................................................ 13<br />
Parks ................................................................................................................... 14 - 20<br />
<strong>Community</strong> Countryside ..................................................................................... 21 - 28<br />
Play Services ...................................................................................................... 29 - 34<br />
Sport and Recreation .......................................................................................... 35 - 42<br />
Halls and <strong>Community</strong> Centres ............................................................................ 43 - 48<br />
Libraries .............................................................................................................. 49 - 54<br />
The Arts .............................................................................................................. 55 - 60<br />
Museums and Heritage ....................................................................................... 61 - 66<br />
PRIORITY ACTION IMPLEMENTATION PLAN ................................................ 67 - 72<br />
APPENDICES .................................................................................................... 73 - 78<br />
<strong>Falkirk</strong> Council Strategies and Policies ...................................................................... 75<br />
Abbreviations used in the Document ......................................................................... 76<br />
Explanation of Terms used in the Document ...................................................... 77 - 78<br />
Page
FOREWORD<br />
Welcome to our first <strong>Culture</strong> and <strong>Leisure</strong> Strategy, which was approved for publication in<br />
September 2001 following widespread consultation with our communities and partner<br />
organisations.<br />
<strong>Falkirk</strong> Council is committed to improving the quality of life for people living and working in<br />
our area. We recognise the potential which participation in culture and leisure activities<br />
has to influence the quality of life for everyone and see the development and<br />
implementation of this strategy as a means of encouraging and enabling more people to<br />
take part.<br />
However it is important to acknowledge that our strategy is a framework for development,<br />
not the end product and that we will continue to listen to your views and consult and<br />
involve a range of people in the implementation process. This document demonstrates<br />
our commitment to partnership working to secure the best possible opportunities for<br />
people in this area.<br />
Participating in culture and leisure is something that everyone can do and we welcome the<br />
challenge set by our communities to ensure this is as enjoyable, accessible and inclusive<br />
as possible.<br />
Councillor David Alexander<br />
Leader of the Council<br />
<strong>Falkirk</strong> Council<br />
( i )
SETTING THE SCENE<br />
WHAT IS CULTURE AND LEISURE?<br />
The <strong>Culture</strong> and <strong>Leisure</strong> Strategy encompasses a range of activities and services which are<br />
generally expected to be supported through Local Authorities. These include the arts, sport,<br />
parks and natural heritage, libraries, play, museums, built heritage, countryside recreation<br />
and voluntary clubs and societies.<br />
The strategy does not consider external provision in detail and is set out under the following<br />
eight main Council service areas:<br />
Parks<br />
<strong>Community</strong> Countryside<br />
Play Services<br />
Sport and Recreation<br />
Halls and <strong>Community</strong> Centres<br />
Libraries<br />
The Arts<br />
Museums and Heritage<br />
Although these services are considered separately in detail, our overall strategy direction<br />
views culture and leisure collectively and within the strategy there are many service areas<br />
which overlap and are co-dependent. All share common themes such as celebrating local<br />
cultural life, bringing out the best in people and enriching their lives.<br />
TOWARDS A CULTURE AND LEISURE STRATEGY<br />
<strong>Falkirk</strong> Council recognises the valuable role which participation in culture and leisure<br />
activities has to play in improving the quality of life for our citizens. Our consultative<br />
document, Towards a <strong>Culture</strong> and <strong>Leisure</strong> Strategy (January 2000), identifies a key role for<br />
Local Authorities in enabling and encouraging people to participate in these activities and<br />
suggests an approach where people are central to provision. In the document we set out<br />
how culture and leisure can contribute to wider policy agendas, most particularly health<br />
where it is recognised that good health is to do with the way we live, the quality of our life and<br />
our environment.<br />
The consultation document includes statements on the then current provision, outlining<br />
quantity, quality and public perceptions. Statements on potential benefits of services are<br />
also included. It demonstrates significant deficiencies in quality of infrastructure and that<br />
adequacy standards are often inflexible and do not always recognise local need.<br />
Considerable work has been undertaken to review facility provision using, for example,<br />
sportscotland’s Facilities Planning Model. As a result we know that in terms of quantity of<br />
provision we are well provided for, particularly most types of sports facilities and parks,<br />
however there are some deficiencies, notably libraries and play provision.<br />
Good quality facilities are needed to deliver services that are outward looking, accessible and<br />
relevant to all our citizens and it is recognised that a significant shift of focus will be required<br />
to achieve this. Central to the consultation document are a series of visions for future service<br />
provision and these provided the main focus for widespread consultation.<br />
1
CONSULTATION<br />
<strong>Falkirk</strong> Council consulted, during the course of the year 2000, with national agencies, local<br />
organisations and with our communities through local Area Forums. The consultation<br />
process revealed that our overall approach met national objectives and that communities<br />
care strongly about culture and leisure opportunities in their local area where there<br />
was a desire to see the quality of existing provision improved. We asked Area Forums "What<br />
do you think of the Council's provision across the whole area?" The most frequent<br />
responses to this question were:<br />
That quality varies across the area.<br />
Better use of all facilities is needed, including community use of schools.<br />
That major facilities are generally good if you can get to them, but they are<br />
overly centralised leading to transport problems in outlying areas.<br />
There is poor provision for young people.<br />
That publicity of existing culture and leisure activities could be much better.<br />
We also asked "What are the priorities in your area?" providing us with more detailed<br />
information. Whilst it is recognised that points raised may not reflect the views of everyone in<br />
the community, they provide useful direction to help determine action at a local level. A<br />
summary of key priorities is detailed below:<br />
Bo'ness and Blackness Area Forum<br />
Improvements to Bo'ness Recreation Centre.<br />
Foreshore and docks development.<br />
Tourism and heritage initiatives.<br />
Better use of Bo'ness Town Hall for arts activities.<br />
The Braes Area Forum<br />
A library for the Braes.<br />
More flexible use of facilities.<br />
Greater support for volunteers.<br />
Increased community access to schools.<br />
Better transport for outlying areas.<br />
Denny, Bonnybridge and Banknock Area Forum<br />
Increased community access to schools.<br />
More arts activities in the community.<br />
Disabled access improvements to libraries.<br />
Improvements to community halls.<br />
Improvements to play areas.<br />
Better transport for outlying areas.<br />
<strong>Falkirk</strong> Area Forum<br />
Improvements to parks.<br />
More facilities for young people.<br />
Make better use of local heritage.<br />
Grangemouth Area Forum<br />
Collective development of Grangemouth Town Hall, Library and Museum.<br />
Footpaths and cycle-ways to the river Carron and canal network.<br />
Promotion of history and heritage (of Grangemouth).<br />
Improvements to Zetland Park.<br />
Improvements to community halls, especially for young people.<br />
2
Larbert and Stenhousemuir Area Forum<br />
Improvements to parks.<br />
Better play areas particularly for older children.<br />
Increased community access to schools.<br />
Greater provision of and better use of community halls.<br />
Further summary of all consultation feedback is included within the relevant following<br />
chapters of this document. Whilst the consultation process has been valuable, we have not<br />
relied solely on this and mechanisms such as customer feedback and staff observations<br />
have also informed strategy development.<br />
STRATEGIC PLANNING<br />
The <strong>Culture</strong> and <strong>Leisure</strong> Strategy does not stand alone, it is supported by and supports a<br />
number of other Council policies and strategies. One of the most significant is the Strategic<br />
<strong>Community</strong> Plan (2000) which sets out a shared vision and priorities for the area for all the<br />
key agencies including the community, voluntary and private sectors. Priority themes within<br />
the plan are to:<br />
Increase jobs, income and enterprise for all our citizens.<br />
Stimulate working partnerships amongst agencies, organisations, citizens and<br />
communities.<br />
Tackle disadvantage and discrimination in all its forms.<br />
Enable our citizens to live healthily and safely.<br />
Create and sustain an environment in which people want to live, work and visit.<br />
The <strong>Culture</strong> and <strong>Leisure</strong> Strategy seeks to develop action in support of all these themes but<br />
most significantly the last two. It also provides direction for strategic planning through<br />
statutory local plan development and supports the implementation of the Structure Plan.<br />
The Structure Plan sets out overall policy in relation to maintaining and improving the quality<br />
and accessibility of open space and recreational facilities in land use terms. It sets out a<br />
framework for developer contributions and, within the context of avoiding loss of open space<br />
and facilities, permits rationalisation or loss of facilities where resources are released for<br />
community wide improvements to existing infrastructure.<br />
The main strategies and policies of <strong>Falkirk</strong> Council which impact on the <strong>Culture</strong> and <strong>Leisure</strong><br />
Strategy are listed in Appendix 1.<br />
3
OUR APPROACH<br />
INTRODUCTION<br />
Within our consultation document we demonstrated the relevance and importance of culture<br />
and leisure to creating safe, healthy, prosperous, fulfilled and informed communities. As<br />
such, our approach to the strategy is fundamentally about people and the potential which<br />
participation in culture and leisure activities has to influence quality of life for everyone. In<br />
developing and taking forward the strategy we need to understand our customers, our<br />
potential customers and our communities as a whole. We presume that all of our citizens will<br />
at some point be engaged in our services, but we recognise that an ongoing action will be<br />
gathering more data to help shape our services and make them more relevant to people in<br />
our area. The following paragraphs set out some of what we currently know about people in<br />
this area in general terms.<br />
POPULATION FACTS 1<br />
The population of the <strong>Falkirk</strong> Council area is currently showing growth, which is<br />
against the national trend. The area's Structure Plan seeks to "promote<br />
sustainable growth in all our communities". The total population (1999 estimates)<br />
is 144,370 which can be broken down as follows:<br />
Age Group Male Female Total %<br />
0 - 14 13,659 13,042 26,701 18.5%<br />
15 - 29 13,513 13,308 26,821 18.6%<br />
30 - 44 17,031 17,311 34,342 23.8%<br />
45 - 64 17,118 17,955 35,073 24.3%<br />
65+ 8,839 12,594 21,433 14.8%<br />
Generally the population profile is typical of central Scotland. The child<br />
population appears to be changing little, although there has been a fall in the<br />
number of births since 1991. The number of people in the oldest age group<br />
continues to increase, however at 37% people aged under 30 make up a more<br />
significant proportion of the population.<br />
ABOUT CULTURE AND LEISURE<br />
<strong>Culture</strong> and leisure activities can impact on the lives of all our population from the<br />
provision of crèches, play areas and prenatal classes through activities in arts,<br />
sports and recreation to tea dances and rehabilitation exercise classes for<br />
example. Whilst the opportunities are available for all, not everyone<br />
participates and some sectors do not believe they are well provided for.<br />
1 Insight Information (June 2000)<br />
5
A Household Survey undertaken in 1998 in preparation of the area's Structure<br />
Plan asked about overall use of leisure facilities. The usage figures below,<br />
although indicative only, show that there is considerable potential for increased<br />
participation.<br />
50%<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
Libraries <strong>Leisure</strong><br />
Centres<br />
Overall Use of <strong>Culture</strong> & <strong>Leisure</strong> Facilities<br />
Parks Play Areas Town<br />
Halls<br />
6<br />
Callendar<br />
House<br />
Sports<br />
Pitches<br />
Schools as<br />
<strong>Leisure</strong><br />
Facilities<br />
Whilst developing <strong>Falkirk</strong> Council’s Young People's Strategy (2000) we found that<br />
78% of young people feel that there is not enough for them to do. They feel<br />
that existing facilities provided do not fully meet their needs and find costs<br />
associated with entrance fees and travel to facilities to be prohibitive.<br />
Good quality, accessible public transport systems can help to encourage<br />
participation through increasing the accessibility of culture and leisure facilities.<br />
We need to ensure that everyone can have the opportunity to participate<br />
including our ethnic minority population and people affected by disability. Barriers<br />
to access are not always physical, people of working age affected by a disability<br />
are more likely to be unemployed for example.<br />
STRATEGY DIRECTION<br />
We need to commit resources to gathering relevant baseline data to<br />
help us plan on an ongoing basis.<br />
There is potential for everyone to participate, we need to develop<br />
services which meet customer expectation and are easy to access.<br />
We need to work with young people to create relevant accessible<br />
activities.
EMPLOYMENT FACTS 1<br />
<strong>Falkirk</strong> Council area has the 11 th highest unemployment rate of Scottish Local<br />
Authorities. Approximately 9.4% of the population are unemployed or on income<br />
support, slightly lower than the Scotland average of 10.3%. The underlying trend<br />
is that unemployment is beginning to rise.<br />
Unemployment is uneven with areas of significant deprivation, for example in<br />
Langlees, where unemployment is considerably above the Council average.<br />
ABOUT CULTURE AND LEISURE<br />
<strong>Falkirk</strong> Council operate a leisure card to provide concessionary rates for a wide<br />
range of activities and services during off-peak periods. It is available to people<br />
aged 60+, ES40 cardholders, people on income support and students over 17<br />
years in full-time education. In the financial year 2000/2001 leisure card usage at<br />
the main leisure centres amounted to 5% of the total usage.<br />
The cost of activities alone may not be a barrier to access, for example an<br />
unemployed family can swim at the Mariner Centre FREE during off-peak times<br />
through using the leisure card system. Even without the leisure card a family of 4<br />
can swim for only £2.75 during off-peak times, which represents good value<br />
nationally. However the cost of public transport for that family if they travel from<br />
Langlees is £5.42 (Summer 2001).<br />
<strong>Culture</strong> and leisure particularly associated with the tourism industry has potential<br />
to generate employment. 50% of visits to Callendar House, for example, are<br />
consistently made up from tourists. The House and other facilities serve as an<br />
attraction to draw visitors and their associated spend to the area as a whole.<br />
<strong>Culture</strong> and leisure as an industry itself is a growth sector nationally and it is<br />
recognised that participation in sport and the arts can improve confidence and<br />
skills, leading to greater employability.<br />
STRATEGY DIRECTION<br />
We need to examine our charging and concessions policy to ensure<br />
it is targeted effectively.<br />
We need to enable greater use of local facilities to reduce the need to<br />
travel.<br />
We need to ensure that our services contribute to increasing learning<br />
and self-confidence of individuals.<br />
We need to ensure that culture and leisure contributes to the<br />
economic development of the tourism sector.<br />
1 Insight Information (June 2000)<br />
7
2 3<br />
HEALTH FACTS<br />
The 'premature' death rate for the Council area is above the Scottish average, for<br />
example death from strokes were 10.24% above the average in the late 1990s.<br />
The last census (1991) reported 13.5% of the population suffering a limiting longterm<br />
illness, with the overall Scotland figure being 12.9%.<br />
There are significant problems relating to obesity, and serious problems with<br />
alcohol, tobacco and substance misuse. Parts of the <strong>Falkirk</strong> area have higher<br />
levels of poor health than elsewhere in the FVHB (Forth Valley Health Board)<br />
area.<br />
At least 25% of the population are not regularly active.<br />
ABOUT CULTURE AND LEISURE<br />
Our research shows a participation trend in recreation and regular exercise<br />
increasing mainly within professional people under 35 years only.<br />
Surveys at leisure centres indicate that daytime usage is following national<br />
trends. It is well below capacity in daytime particularly in neighbourhood sports<br />
centres but conversely, peak time demand for certain activities regularly exceeds<br />
availability. For example neighbourhood sports centres offering badminton,<br />
squash and facilities for a variety of activity classes show daytime midweek usage<br />
at only 15% of the total. This is despite applying reduced off-peak charges.<br />
Usage of community halls, which can offer accessible venues for leisure<br />
activities, is low. An average of 10 sessions, which include meetings, are held<br />
per week and 40% of halls are used 5 times or less per week. A fear of crime can<br />
inhibit the use of parks, some of our most socially accessible facilities.<br />
People who are affected by a permanent disability can obtain free access to<br />
swimming or other activity dependent on disability. This is administered through<br />
GP (General Practitioner) verification and is issued on a permanent basis.<br />
<strong>Falkirk</strong> Council operates a health pass scheme which enables people to access<br />
free swimming, for remedial purposes. Swimming is a good all-round, low impact<br />
form of exercise and we provide the pass under differing timeframes through GP<br />
verification. During the year 2000/2001 health pass usage (including disabled) at<br />
major leisure centres amounted to 0.71% of the total usage.<br />
Referral schemes for specific remedial exercise classes operate in partnership<br />
with health professionals for CHD (coronary heart disease) patients only. Figures<br />
above suggest that we need to expand this approach as well as increase levels of<br />
activity to help prevent disease occurring.<br />
2 Strategic <strong>Community</strong> Plan (2000)<br />
3 Forth Valley Health Board Lifestyle Survey (1996)<br />
8
STRATEGY DIRECTION<br />
We need to encourage healthy lifestyles through increased<br />
participation.<br />
We need to improve our marketing, publicity and image to reach all<br />
sectors and ensure our services are modern and customer focused.<br />
We need to offer relevant, accessible and targeted services which<br />
improve health, fitness and well-being.<br />
We need to make better use of and improve the quality and safety of<br />
existing facilities.<br />
9
GUIDING PRINCIPLES<br />
STRATEGY AIMS<br />
The <strong>Culture</strong> and <strong>Leisure</strong> Strategy sets out a vision for future service delivery and provides a<br />
framework to shape services over a number of years. It is therefore a starting point in an<br />
ongoing process which will involve further policy development and consultation linked to<br />
increased partnership working with our communities, other agencies and the voluntary<br />
sector.<br />
In reviewing our consultation document and the responses we received, three clear themes<br />
emerged across all distinct service areas, these are improving quality of existing provision,<br />
increasing participation and providing for young people. They have formed our Strategy<br />
Aims which are underpinned by the strategy direction outlined in preceding sections.<br />
STRATEGY AIMS<br />
1. To improve quality of and access to facilities.<br />
2. To increase levels of participation in culture and leisure activities.<br />
3. To provide stimulating and interesting opportunities for young<br />
people.<br />
RESOURCE PLANNING<br />
The <strong>Culture</strong> and <strong>Leisure</strong> Strategy is about making best use of existing resources through a<br />
planned approach which focuses on quality not quantity of provision. The strategy has been<br />
prepared against a background of diminishing resources, however there are significant<br />
funding implications, both capital and revenue, linked to meeting the strategy aims. This<br />
means we require to be flexible in our approach to resourcing, and make best use of a<br />
variety of mechanisms. These are:<br />
facility rationalisation<br />
asset realisation<br />
innovative funding packages<br />
partnership<br />
Facility Rationalisation<br />
Facility rationalisation will be pursued on a localised basis to ensure best use is made of<br />
buildings. Where services can be accommodated collectively with benefits for customers,<br />
this will be explored to reduce overheads.<br />
Asset Realisation<br />
Linking to the above will be asset realisation, with capital reinvestment in local facilities. A<br />
planned approach to disposal of assets, particularly pockets of greenspace, will require local<br />
consultation and agreement, and will be based on qualitative assessment, local planning<br />
considerations and site potential. Consultation told us that people feel strongly about<br />
11
greenspaces therefore benefits accruing through any disposal require to demonstrate clear<br />
links to reinvestment in greenspace.<br />
Innovative Funding Packages<br />
We require to link guidelines for developers relating to public open space, play and<br />
recreation provision, with wider community need. There is the potential for all developers to<br />
contribute to off-site provision and the preparation of a prioritised menu of realistic local<br />
requirements will help identify spend potential. External funding opportunities directly for<br />
culture and leisure are limited. Where opportunities exist funding is often targeted to meet<br />
specific national policy direction. Increasingly there is a requirement for community<br />
partnership or leadership as well as match funding. This requires us to be innovative in<br />
approach and clear links to national policies are essential as is making best use of our capital<br />
and revenue resources as leverage.<br />
Partnership<br />
Partnership not only with communities, but also other agencies, private and voluntary sectors<br />
brings additional skills and resources. This approach is important not only in terms of<br />
resource planning but also continuous service delivery improvement and policy development.<br />
POLICY DEVELOPMENT<br />
The <strong>Culture</strong> and <strong>Leisure</strong> Strategy sets out the overall policy framework and direction for<br />
future development in this area. However, more detailed policy direction and planning in<br />
some fields is required to enable us to determine need, access resources, prioritise detailed<br />
work and meet national objectives. Further policy will be developed through:<br />
Arts Strategy<br />
Heritage Strategy<br />
Play Strategy<br />
Park Development Plans<br />
Sport and Physical Education Development Plan<br />
STRATEGY DIRECTION<br />
We need to recognise that achieving change and redirection will not<br />
be easy and will require choices to be made.<br />
We need to demonstrate clear links to national policies to be<br />
successful in obtaining external funding.<br />
We need to empower and support our communities in active<br />
partnership to resource improvements.<br />
We need to continue to develop partnerships with other agencies,<br />
and the private and voluntary sectors.<br />
We need to be flexible in our prioritisation of action to meet ever<br />
changing external funding opportunities.<br />
We need prioritised menus of realistic local requirements to inform<br />
development planning.<br />
12
A STRATEGIC FRAMEWORK FOR CULTURE AND LEISURE<br />
This section sets out a framework for future development under each of the main culture and<br />
leisure areas. It sets the context, outlines consultation key points, the vision for future<br />
development, key aims and objectives for development and priority action to commence the<br />
implementation process.<br />
13
1. A STRATEGIC FRAMEWORK FOR PARKS<br />
INTRODUCTION<br />
There are 91 parks (410 hectares), excluding countryside parks, in the <strong>Falkirk</strong> Council area,<br />
which represents a high level of provision. These make up some of the most publicly<br />
accessible greenspace within the urban and village envelope. Towards a <strong>Culture</strong> and<br />
<strong>Leisure</strong> Strategy identified a three-tier level of parks provision; strategic, core and local.<br />
Strategic parks have a significant role as visitor attractions, core parks provide a facility on an<br />
area wide basis (aligned to Area Forums) and local parks are a resource for their immediate<br />
neighbourhoods.<br />
CONSULTATION<br />
Consultation undertaken as part of the development of the strategy tells us that:<br />
A concentration of resources to noticeably improve one or two parks in each<br />
area is supported.<br />
Parks are particularly valued by our more urban communities.<br />
People who live near local parks do not wish to see them decline further.<br />
Vandalism and dog fouling are key issues and these need to be addressed as<br />
part of an improvement package.<br />
The disposal of any areas of greenspace needs to be clearly linked to parks or<br />
greenspace benefits and this approach is supported by SNH (Scottish Natural<br />
Heritage) and CSCT (Central Scotland Countryside <strong>Trust</strong>).<br />
People wish to see improvements in parks that concentrate on increasing the<br />
range of activities available, particularly play.<br />
The management of parks to contribute to the protection of the environment<br />
and conservation of local biodiversity is supported.<br />
CONTEXT<br />
Parks are some of the most accessible and socially inclusive facilities available and they are<br />
particularly valued for this as well as environmental reasons. Recent consultation, for<br />
Sustainable <strong>Falkirk</strong> – a strategy contributing to “Local Agenda 21” in the <strong>Falkirk</strong> Council area,<br />
has identified that the image and physical attractiveness of the local area is a key concern for<br />
the community. It is acknowledged that, whilst we have a considerable quantity of parks and<br />
open spaces, many of these are in need of development and that improvement will be<br />
resource intensive. Although our consultation revealed that people want to see a wide range<br />
of activities available in parks, many are in need of basic fabric and infrastructure<br />
improvements, such as replanting, to ensure their sustainability in the longer term. Capital<br />
investment is required to maintain a basic quality standard therefore significant<br />
improvements will require a strategic approach both to sourcing necessary funds and<br />
planning improvement work. Within the framework of the Structure Plan benefits accruing<br />
through any disposal of greenspace would be prioritised for reinvestment in parks, however<br />
this will be determined in partnership with local communities to ensure usage which best<br />
meets overall community need.<br />
14
The control of dog fouling continues to be a key issue, identified through the Council's<br />
Customer Satisfaction Survey (2000) as well as the <strong>Culture</strong> and <strong>Leisure</strong> Strategy<br />
consultation. We have installed dog waste bins in key locations over the past 18 months<br />
which, along with the provision of free poop scoops, has gone some way towards reducing<br />
the problem. However, the issue stems from irresponsible dog owners and the provision of<br />
bins will not solve the problem entirely.<br />
Research 4 indicates that of the 30% of people who use parks only 2% use local parks and<br />
Callendar Park is used the most. The majority of respondents would prefer to see the<br />
Council improve parks in local areas rather than concentrate on Callendar Park.<br />
Respondents to the survey were prepared to walk quite far to reach a park, highlighting their<br />
importance in promoting exercise and providing pedestrian routes. The survey results<br />
appear to identify the need to improve quality of parks in our local areas and the approach of<br />
concentrating on seven core parks for immediate investment reflects this. However we do<br />
need to continue to invest in Callendar Park to maintain its position as a strategic tourism<br />
resource and retain its importance to the local community.<br />
Whilst consultation told us that there is support for core parks within each Area Forum<br />
boundary being targeted for improvement, people who live near local parks also told us that<br />
they do not wish these to decline. One of the most significant challenges we face is enabling<br />
long-term community involvement and participation in planning, design, management and<br />
maintenance, particularly of local parks. We need to find ways of assisting and enabling<br />
community groups to access funds which are not available to us, and to take an active role in<br />
improvement work. This will not be easy, many local people have unrealistic expectations<br />
and want Local Authorities alone to do something to solve problems in their local park. We<br />
will require to provide an effective co-ordinating and leadership role to maintain momentum<br />
and develop partnership opportunities. It will mean a significant shift in the way we deliver<br />
our services, requiring new skills, and integration across services and with other agencies.<br />
VISIONS<br />
Our visions for future service delivery in Parks are:<br />
Parks which provide the setting for people to participate in all the opportunities<br />
which culture and leisure have to offer.<br />
Callendar Park as a strategic visitor attraction, integrated with other tourism<br />
destinations and providing a venue of national significance.<br />
Major parks in key locations forming a core provision and providing the main<br />
focus for immediate investment.<br />
Local parks as valued community resources where local people plan<br />
development.<br />
<strong>Community</strong> involvement on a long-term basis through Friends of Parks groups<br />
capable of reflecting the needs and aspirations of local communities and<br />
determining park development.<br />
A Parks Ranger Service making best use of volunteers and staff within parks to<br />
help combat vandalism and create a safe environment for all.<br />
Parks which make a positive environmental contribution, promote biodiversity<br />
and enhance the image of the <strong>Falkirk</strong> Council area.<br />
4 Structure Plan Household Survey (1998)<br />
15
STRATEGY ACTION : Parks<br />
We have identified objectives for developing action to meet the Strategy Aims. These<br />
objectives have been created from our strategy visions. Some objectives will address more<br />
than one aim but have been listed under the aim which it will have the most significant impact<br />
on, equally some objectives are interrelated. A brief outline of potential action to take<br />
forward the objectives is included.<br />
Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
Our objectives are:<br />
1a To improve core parks in areas geographically aligned to Area Forums. Core parks<br />
will provide a focus for capital resources. These are:<br />
Douglas Park, Bo'ness Zetland Park, Grangemouth<br />
Herbertshire Castle Park, Denny Crownest Park, Larbert/Stenhousemuir<br />
Duncan Stewart Park, Bonnybridge Gray Buchanan Park, Polmont<br />
Dollar Park, <strong>Falkirk</strong><br />
Through the objective to produce development plans for parks we will establish key<br />
development priorities for each park. Callendar Park will also form a core park<br />
provision for the <strong>Falkirk</strong> area.<br />
1b To produce Parks Development Plans for our core and strategic parks. We will<br />
plan the sustainable development of parks to link to external funding opportunities.<br />
Plans will be based on detailed qualitative assessments, surveys of usage patterns and<br />
local consultation. The nature of parks usage is such that we have limited baseline<br />
data. Little is known about how people currently use individual parks and in what<br />
numbers. Action to improve our knowledge will be the first step. Plans will be<br />
developed to include lifelong maintenance and management plans.<br />
1c To develop Callendar Park as a tourism resource as well as retain its importance<br />
to the local community. We will integrate the management and development of<br />
Callendar Park with cultural tourism attractions, Callendar Woods and other strategic<br />
visitor destinations. We will produce a Parks Development Plan that includes the<br />
objectives of improving visitor experience, creating infrastructure for major events,<br />
creating linkages to other visitor attractions and promoting creative design.<br />
Improvements to traffic management and car parking are a priority.<br />
1d To protect historic and sensitive landscapes. Callendar Park consists of a<br />
recognised historic landscape and development will require to enhance this, while also<br />
meeting the requirements of a 21 st century visitor attraction. Ecologically sensitive<br />
landscapes will be conserved and, where necessary, protected from inappropriate use.<br />
1e To promote biodiversity through developing variable maintenance regimes. A pilot<br />
biodiversity parks initiative is being pursued through the Local Biodiversity Action Plan.<br />
Any financial savings are reinvested in the park and biodiversity improvements<br />
monitored. Best practice will be identified and applied to other suitable parks. Parks<br />
Development Plans will explore opportunities for biodiversity action.<br />
1f To continue to develop dog control measures. We will continue to provide dog<br />
waste bins in parks. Evaluation of current arrangements will determine development<br />
which will be linked to education and enforcement programmes. We will work with<br />
Central Scotland Police to establish enforcement mechanisms.<br />
16
1g To encourage new housing developers to contribute to public open space and<br />
recreation opportunities. There is a need to ensure that open space, as part of new<br />
development, is complementary to existing parks provision. We will issue guidelines to<br />
developers relating to public open space and play provision. This will encourage<br />
appropriate environments, links to existing provision and address maintenance and<br />
adoption issues. Where appropriate, provision associated with new development will<br />
be enabled off-site.<br />
Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE<br />
ACTIVITIES<br />
Our objectives are:<br />
2a To involve local communities in planning the development and maintenance of<br />
parks. The management of parks is one of the few leisure industries where we have<br />
little direct contact with our customers. We will address this issue through establishing<br />
Friends of Parks Groups and will make best use of community funding initiatives to<br />
help create ownership of action. We will prioritise action in local parks which are most<br />
likely to meet new directions in community funding initiatives. We will work with<br />
communities and other partners to encourage a range of relevant activities in local<br />
parks using a menu of key elements for local parks as a starting point for dialogue.<br />
2b To encourage activities in parks that support healthy living. Programmes in parks<br />
which involve activities such as gardening can accrue therapeutic benefits for<br />
individuals as well as promote community ownership. Benefits also accrue through<br />
walking, jogging and active play sessions for example. These will be pursued through<br />
“Healthy Living Networks”.<br />
2c To promote a comprehensive events programme. We will promote events in parks<br />
which involve people taking part in a range of recreation and learning activities. We will<br />
explore opportunities for increased partnership working to help deliver this action. We<br />
will encourage appropriate private sector promotions which will contribute to income<br />
generation.<br />
2d To promote innovative design. Parks Development Plans will consider creative<br />
design solutions and public art to promote, where appropriate, parks which reflect 21 st<br />
century lifestyles, attracting new users and enhancing the area's image.<br />
2e To reduce vandalism and antisocial behaviour in parks. We will increase<br />
partnership work with Central Scotland Police and local communities to plan the<br />
development and maintenance of all parks, helping to pinpoint problems, create greater<br />
sense of ownership and encourage more people to use parks safely. We will<br />
encourage best use of all local facilities to provide stimulating and relevant activities as<br />
alternatives to antisocial behaviour.<br />
2f To explore the development of a Parks Ranger Service to encourage safer use of<br />
parks. A dedicated Parks Ranger Service does not exist currently and would require<br />
considerable additional resources. There are a number of Council services operating<br />
in parks, these include maintenance staff, dog wardens, playground inspectors and<br />
seasonal leisure attendants. We will review how these services operate to ensure coordination,<br />
determine gaps, and identify opportunities for greater integration of service<br />
delivery. We will also explore the potential for volunteer involvement.<br />
17
2g To promote access improvements in parks. We will examine opportunities to<br />
promote pedestrian and cycle routes through parks with linkages to a wider network of<br />
paths, particularly in urban areas. We will encourage improvements which promote<br />
access for disabled and less ambulant users. This objective will be pursued through<br />
Parks Development Plans and the Council’s Access Strategy (2001).<br />
Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR<br />
YOUNG PEOPLE<br />
Our objectives are:<br />
3a To include the needs of young people and teenagers in parks. Whilst children use<br />
parks for play, many teenagers like to continue to meet and socialise in parks. They<br />
often gather in play areas to the exclusion of children which can lead to inappropriate<br />
use of equipment or vandalism. We seek to encourage teenagers to make appropriate<br />
use of parks by providing safe, properly located meeting places which can serve as a<br />
point of contact with youth workers and community police officers. These would mainly<br />
be located in local parks or areas of public open space and with the support of local<br />
communities.<br />
3b To provide a range of activities in core and strategic parks. Despite competition<br />
from many other leisure activities, visiting a park still provides a popular family outing.<br />
By concentrating our resources on core and strategic parks we aim to provide the<br />
quality and range of provision necessary to attract families, this includes good quality<br />
play provision along with a choice of other activities. In developing plans for core parks<br />
a menu of key elements will be used as a basis for consultation.<br />
3c To continue to support a range of community events in parks. Parks provide a<br />
venue for many community activities such as gala days. These are particularly<br />
significant for young people and we will continue to support well managed events.<br />
18
PRIORITY ACTION : Parks<br />
There is a need to prioritise action to make best use of resources. Some action will have<br />
greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to<br />
have greater resource implications. Realistic priority actions have been identified where<br />
action is most likely to be achievable, provide a focus for directing our resources to make a<br />
difference, and where concentrated action will deliver greatest benefit. However, we<br />
acknowledge the need to be flexible in our prioritisation to meet the ever changing external<br />
environment. Our action plan has been developed with a three-year timeframe and we will<br />
review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority<br />
actions.<br />
Priority Action Rationale<br />
1.1 Undertake improvements to core<br />
parks:<br />
(i) Undertake usage survey and<br />
consultation exercise for each core<br />
park as a basis for Parks<br />
Development Plans.<br />
(ii) Identify key priorities for<br />
development in each core park.<br />
1.2 Continue to deliver the initiative to<br />
provide dog waste bins in parks.<br />
1.3 Explore opportunities for<br />
partnership working and for<br />
external funding to support<br />
community development work in<br />
local parks.<br />
1.4 Undertake a review of all functions<br />
operating within our parks and<br />
explore potential for volunteer<br />
involvement.<br />
1.5 Improvement in Callendar Park:<br />
(i) Traffic management and car<br />
parking improvement.<br />
(ii) Identify additional key priorities<br />
through integrated development<br />
plan.<br />
Improvements to parks is a priority in many<br />
Area Forum areas. Action is required to<br />
improve our customer knowledge. Will involve<br />
communities in determining future priorities<br />
and will meet objective to produce<br />
development plans for core parks. Will<br />
determine priorities for capital expenditure and<br />
meet objective to improve core parks.<br />
Meets high customer expectations and is a key<br />
area of concern. Will meet objective to<br />
continue to develop dog control measures and<br />
is a key action to improve quality of parks.<br />
The successful involvement of local<br />
communities in planning the development of<br />
local parks will be influenced by the level of<br />
support available. Currently this expertise is<br />
not available within parks development<br />
resources. Action is required to enable people<br />
in this area to make the most of funding<br />
initiatives and improve the quality of their local<br />
environment.<br />
A best value approach to the objective to<br />
explore the development of a Parks Ranger<br />
Service. Meets high customer expectation to<br />
encourage the safer usage of parks; potential<br />
to increase use and participation as well as<br />
quality of parks.<br />
Will improve visitor experience, infrastructure<br />
for major events, and amenities for local<br />
residents. Will contribute to meeting objective<br />
to develop Callendar Park as a tourism<br />
resource, increase potential for repeat visits<br />
and usage of the park and improve safety<br />
within the park. The issue of traffic is a priority<br />
identified by local people.<br />
19
2. A STRATEGIC FRAMEWORK FOR COMMUNITY COUNTRYSIDE<br />
INTRODUCTION<br />
<strong>Community</strong> countryside consists of publicly accessible spaces within a rural or urban fringe<br />
setting, which are managed to promote environmental and outdoor recreational benefits.<br />
<strong>Falkirk</strong> Council has a designated country park, Muiravonside Country Park, which is rurally<br />
located adjacent to the Union Canal. There are also several urban fringe countryside parks<br />
and woodland along with nature conservation areas, wildlife sites, footpaths and canal<br />
towpaths, these all make up community countryside.<br />
<strong>Community</strong> countryside is supported by two Countryside Rangers and through a Countryside<br />
Access Officer. Countryside parks make up a considerable element of <strong>Falkirk</strong> Council’s land<br />
assets (409 hectares). There are also other areas of countryside which are not recognised<br />
as parks or have formal access arrangements but which provide much used informal<br />
community resources.<br />
CONSULTATION<br />
Consultation undertaken as part of the development of the strategy tells us that:<br />
The Millennium Link project will provide positive benefits by creating a green<br />
corridor of open space.<br />
The Central Scotland Forest contributes to culture and leisure in the area.<br />
The lack of access to countryside is keenly felt in Grangemouth.<br />
SNH support the promotion of Muiravonside Country Park as a significant<br />
tourism resource, as do the local community.<br />
Any commercial development in countryside parks must be sensitive to their<br />
natural heritage interest.<br />
More Countryside Ranger outreach work in communities would be welcomed.<br />
The education and recreation benefits are valued by people and more should be<br />
done to develop this.<br />
CONTEXT<br />
<strong>Community</strong> countryside has two distinct aspects; the management and conservation of the<br />
natural heritage in our countryside spaces, and the promotion of environmental education<br />
and outdoor recreation.<br />
Countryside parks are key elements within the wider community countryside (see diagram<br />
i ). The Council's Access Strategy promotes linkages between all these elements and<br />
therefore has an important role to play in promoting outdoor recreation via a network of safe<br />
accessible paths. A key element in forming linkages are canals which also provide a focus<br />
for tourism and are a significant part of the area’s industrial heritage. Muiravonside Country<br />
Park is at the heart of a much wider network of accessible countryside and forms a focal<br />
point for people to participate in outdoor recreation.<br />
21
Country<br />
Park<br />
Countryside<br />
Parks<br />
Footpaths and<br />
Canal Network<br />
<strong>Falkirk</strong> Greenspace<br />
Central Scotland Forest<br />
Diagram i Hierarchy of countryside provision within <strong>Falkirk</strong> Council area.<br />
Countryside parks share many of the same issues as other parks but with the addition of<br />
greater potential conflict between their natural heritage and recreational or commercial<br />
usage. A sensitive approach is required along with the need for effective management<br />
planning. Countryside parks provide good recreation opportunities, however we need to<br />
capitalise on this opportunity by refocusing and targeting outdoor recreation programmes to<br />
meet wider social inclusion objectives and make better use of local countryside provision.<br />
Environmental education is important and work undertaken in developing Sustainable<br />
<strong>Falkirk</strong>, a strategy contributing to "Local Agenda 21" in the <strong>Falkirk</strong> Council area, has<br />
identified the need to raise awareness of local and global issues as a priority. It will require<br />
an integrated and partnership approach involving a number of agencies in this field to<br />
achieve the best results. Such an approach will also require co-ordination of service delivery<br />
within countryside parks and partnership arrangements to develop infrastructure and<br />
education programmes to ensure these parks become a key resource for environmental<br />
awareness raising.<br />
Improved access to countryside was a priority in consultation with people in Grangemouth<br />
where there are a number of physical barriers to the wider countryside. Access Strategy<br />
consultation will be undertaken in Grangemouth in 2002 and will consider both urban and<br />
rural infrastructure links.<br />
22
VISIONS<br />
Our visions for future service delivery in <strong>Community</strong> Countryside are:<br />
All people having the opportunity to enjoy a countryside environment.<br />
Countryside recreation and learning opportunities which are balanced with the<br />
management and conservation of habitats and wildlife.<br />
Environmental education and appreciation being integral to the countryside<br />
recreation experience.<br />
Countryside and natural heritage which is recognised, valued and respected by<br />
all citizens. <strong>Community</strong> involvement in bringing the countryside to town through<br />
biodiversity initiatives in local parks.<br />
Commercial opportunities within Muiravonside Country Park linked to<br />
developments on the Union Canal.<br />
23
STRATEGY ACTION : <strong>Community</strong> Countryside<br />
We have identified objectives for developing action to meet the Strategy Aims. These<br />
objectives have been created from our strategy visions. Some objectives will address more<br />
than one aim but have been listed under the aim which it will have the most significant impact<br />
on, equally some objectives are interrelated. A brief outline of potential action to take<br />
forward the objectives is included.<br />
Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
Our objectives are:<br />
1h To develop and improve Muiravonside Country Park as a tourism resource as<br />
well as retain its importance for the local community. A development plan which<br />
ensures that long-term environmental benefits are accrued as well as addressing visitor<br />
needs and opportunities, such as improved links to the canal network, will be prepared.<br />
This will include lifelong maintenance and management plans. Plans will be developed<br />
in consultation and partnership with other agencies, particularly SNH and CSCT.<br />
Commercial development through partnership, such as catering, will be explored to<br />
raise funds for reinvestment within the park.<br />
1i To improve countryside parks as local environmental resources.<br />
Kinneil Estate, Bo’ness<br />
South Bantaskine Estate, <strong>Falkirk</strong><br />
Westquarter Glen<br />
Polmont Woods<br />
These urban fringe countryside parks are directly managed by <strong>Falkirk</strong> Council and will<br />
form a main focus for improvement of existing community countryside. They are each<br />
significantly different in character requiring to be considered individually. However<br />
development will be prioritised where added tourism value can be achieved. There is<br />
potential for this at Kinneil Estate and South Bantaskine Estate.<br />
1j To produce development plans for countryside parks. We will plan the sustainable<br />
development of all countryside parks to link to external funding opportunities.<br />
Opportunities for environmentally appropriate development to generate funding would<br />
be considered. Plans will focus on encouraging informal recreation, creating links to<br />
the wider greenspace, enhancing and conserving biodiversity, protecting historic<br />
landscapes, and increasing access and environmental learning opportunities. Plans<br />
will be developed in consultation with local people and relevant agencies, and will<br />
include lifelong maintenance and management plans.<br />
1k To promote biodiversity. <strong>Community</strong> countryside often provides reservoirs for wildlife<br />
in rural areas. We will ensure our countryside parks contribute to the Local Biodiversity<br />
Action Plan (under development). See also Parks objective 1e.<br />
24
1l To support the development of access to community countryside through the<br />
Central Scotland Forest. We will support partnership initiatives to increase access to<br />
community countryside and create community involvement. An example of such an<br />
initiative is at Callendar Woods where Forest Enterprise has established <strong>Community</strong><br />
Woodland in partnership with other agencies and local people. However there is an<br />
issue in relation to long-term maintenance of community woodland particularly where<br />
communities or other agencies may expect <strong>Falkirk</strong> Council to take this over once<br />
funding initiatives end. Action to explore mechanisms to create robust exit strategies is<br />
required.<br />
Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE<br />
ACTIVITIES<br />
Our objectives are:<br />
2h To involve local people in planning the development and maintenance of<br />
countryside parks. Existing voluntary sector and community interest groups provide a<br />
good basis for involvement. Opportunities for community partnership to access funding<br />
will be encouraged.<br />
2i To improve learning opportunities within community countryside. Improved<br />
interpretation within countryside parks and environmental art initiatives will be pursued<br />
to provide greater learning benefits.<br />
2j To continue to develop <strong>Falkirk</strong> Council’s Access Strategy to link significant<br />
greenspaces. Walking is a particularly beneficial form of exercise, along with cycling<br />
and horseriding, and the creation of paths to encourage these where appropriate will<br />
be an objective of our Countryside Parks Development Plans. We will ensure<br />
wherever possible that the paths network links to built leisure provision. The promotion<br />
of paths will also be pursued through “Healthy Living Networks”.<br />
2k To develop programmes of outdoor recreation activities that are socially<br />
inclusive and make best use of local resources. The participation in organised<br />
outdoor activities by people from more socially excluded groups, such as ethnic<br />
minorities or unemployed people, is limited. We will redirect outdoor activity<br />
programmes at target groups to increase the opportunity for individuals to benefit from<br />
experiencing new activities and learning new skills. There is also a need to encourage<br />
responsible use of community countryside and this will be integral to all activities.<br />
Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR<br />
YOUNG PEOPLE<br />
Our objectives are:<br />
3d To increase opportunities for environmental education. Much good work has been<br />
established in environmental education. We will develop greater partnership working to<br />
increase the learning opportunities available. There continues to be a high demand for<br />
this service for example within communities and through after schools activities as well<br />
as associated with the curriculum. This places pressure on the Countryside Ranger<br />
Service and we will explore opportunities to expand and make best use of partnership<br />
working.<br />
25
3e To improve environmental education facilities. A development plan objective for<br />
Muiravonside Country Park will be the provision of improved environmental education<br />
facilities. There is potential for conversion of existing buildings to achieve this and to<br />
include an outdoor activities base. This objective supports the objective to increase<br />
opportunities for environmental education.<br />
3f To include the needs of young people in our Countryside Parks Development<br />
Plans. A development plan objective for Muiravonside Country Park will be the<br />
provision of quality adventure play facilities.<br />
3g To provide outdoor recreation activities for young people. A redirection of current<br />
provision to develop activities specifically for young people will be linked to NOF (New<br />
Opportunities Fund) funding.<br />
26
PRIORITY ACTION : <strong>Community</strong> Countryside<br />
There is a need to prioritise action to make best use of resources. Some action will have<br />
greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to<br />
have greater resource implications. Realistic priority actions have been identified where<br />
action is most likely to be achievable, provide a focus for directing our resources to make a<br />
difference, and where concentrated action will deliver greatest benefit. However, we<br />
acknowledge the need to be flexible in our prioritisation to meet the ever changing external<br />
environment. Our action plan has been developed with a three-year timeframe and we will<br />
review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority<br />
actions.<br />
Priority Action Rationale<br />
2.1 Improvement at Muiravonside<br />
Country Park:<br />
(i) Complete cafeteria and visitor<br />
centre improvement.<br />
(ii) Prepare a development plan to<br />
determine future priorities and<br />
include a Woodland Management<br />
Plan.<br />
2.2 Improvements in countryside<br />
parks:<br />
(i) Implement Phase 1 of Kinneil<br />
Woodland Management Plan<br />
(ii) Explore partnership<br />
opportunities to prepare Woodland<br />
Management Plans for all<br />
countryside parks.<br />
(iii) Prepare a development plan for<br />
Kinneil Estate to link to the<br />
Woodland Management Plan and<br />
wider tourism developments.<br />
2.3 Undertake a partnership audit of all<br />
current arrangements for delivering<br />
environmental education initiatives,<br />
to assess opportunities for best<br />
practice.<br />
2.4 Explore opportunities to expand<br />
outdoor activities programme<br />
through increasing links between<br />
Outdoor Activities, <strong>Community</strong><br />
Education Services and Education<br />
Services.<br />
There are high levels of customer demand for<br />
this service which is often provided in similar<br />
parks. Will contribute to meeting objective of<br />
developing Muiravonside Country Park as a<br />
tourism resource and improve the quality of<br />
facilities. A development plan will link to<br />
potential lottery funding.<br />
There is a need to ensure that woodland is<br />
planned and managed for the longer term.<br />
Countryside parks consist largely of woodland<br />
therefore specialist plans for the management<br />
of this resource will be a priority. Once this is<br />
complete development plans for parks will be<br />
progressed. Kinneil Estate is prioritised to link<br />
to wider tourism and regeneration initiatives in<br />
Bo’ness. Tourism development was identified<br />
as a key priority at Bo’ness Area Forum.<br />
There is a high demand for environmental<br />
education services. Resources are limited,<br />
and located within several organisations and<br />
agencies. This action seeks a Best Value<br />
approach through more co-ordinated working<br />
practices. Will contribute to increasing<br />
opportunities for participation, particularly for<br />
young people.<br />
The use of outdoor activities to support direct<br />
intervention techniques is well documented.<br />
This action will help address the lack of<br />
activities for excluded young people and build<br />
community capacity.<br />
27
3. A STRATEGIC FRAMEWORK FOR PLAY SERVICES<br />
INTRODUCTION<br />
Play consists of two distinct elements: equipped areas for outdoor play and organised play<br />
schemes or play activities known as play development. Collectively we refer to these as play<br />
services. <strong>Falkirk</strong> Council has 146 equipped areas for outdoor play which is less than<br />
traditional standards would advocate. However numerical standards do not consider<br />
development type or recognise need. The provision of an equipped play area in itself is not a<br />
guarantee of a standard, many play areas are in poor condition, in the wrong location or have<br />
few pieces of equipment. There is also a third, less tangible aspect to play; informal play.<br />
CONSULTATION<br />
Consultation undertaken as part of the development of the strategy tells us that:<br />
A good safe play provision in parks and open spaces is a priority for<br />
communities.<br />
Play areas should provide more for toddlers and disabled children.<br />
Play should also be about informal spaces to meet, especially for teenagers.<br />
Play activities and crèche facilities for pre-school children are particularly<br />
important.<br />
More opportunities should be created for play activities and after school play<br />
provision should be supported and enhanced.<br />
There is strong support from play professionals and young people to work with<br />
us to prepare a Play Strategy for the area.<br />
CONTEXT<br />
We acknowledge that many of our equipped play areas are in need of significant investment<br />
and there is expectation that this will be achieved. Such improvement will require<br />
considerable capital input and will require best use to be made of existing provision. Our<br />
capital resources will not meet significant increases in numbers of equipped play areas.<br />
Equally there is a desire for more play development activities for children and a more child<br />
focused approach to delivering all our services. Our consultation confirmed that play<br />
development through organised activities is seen as important and the value of this is<br />
recognised. Essentially we believe that play means more than equipment.<br />
Physical provision of outdoor play can consist of many elements, not just play equipment.<br />
Joseph Rowntree Foundation research (1997) identified that there is a need to "provide a<br />
safe and interesting environment for play, not just a safe place to play", such as:<br />
A footpath network linking residential streets and schools, shops and bus<br />
routes.<br />
Traffic calming measures to limit car speeds to 10 mph.<br />
Public open spaces incorporating play equipment, trees, wild areas and flat<br />
grassy areas for ball games, linked to the footpath network.<br />
Flat surfaces for sporting activity.<br />
Places for teenagers to 'hang out' without appearing threatening to passers by.<br />
29
This means that the whole urban environment can provide a facility for informal play. The<br />
traditional approach to play of just providing small areas of fixed play equipment is not<br />
sustainable in financial terms, nor is it necessarily the most appropriate approach.<br />
A balance between the provision of fixed outdoor play equipment, informal play spaces and<br />
play development work is required to achieve the maximum benefit to all children. This will<br />
require greater co-ordination between play providers and to include initiatives such as Safer<br />
Routes to Schools and involve services such as parks and recreation, housing, education<br />
and development planning. Overall we need to strive towards a child centred approach<br />
towards the design not only of our play services but also of all our services.<br />
VISIONS<br />
Our vision for future Play Services is of play being about more than equipment:<br />
Play offered in communities through a mix of informal play spaces, equipped<br />
play areas in local parks, play activities or support for the voluntary sector, all<br />
as determined by local people.<br />
Exciting and stimulating play areas created in major parks throughout the area,<br />
providing for a wide range of ages.<br />
Providing play in after schools clubs and at appropriate times within the school<br />
curriculum.<br />
Play activities combined with sports, arts and other cultural activities where all<br />
children have the opportunity to benefit.<br />
Consultation with children and young people, parents and the wider community<br />
to reflect all their needs and aspirations.<br />
30
STRATEGY ACTION : Play Services<br />
We have identified objectives for developing action to meet the Strategy Aims. These<br />
objectives have been created from our strategy visions. All objectives will address Aim 3 but<br />
have been listed under the aim which they will have the most significant impact on, equally<br />
many objectives are interrelated. A brief outline of potential action to take forward the<br />
objectives is included.<br />
Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
Our objectives are:<br />
1m To develop good quality play areas in key locations. We will make best use of<br />
existing provision to provide the safest options. We will concentrate on improvement<br />
associated with core parks forming a network of area playgrounds. These will form the<br />
primary focus for major capital expenditure on new provision. We will work to a<br />
minimum standard for an area playground which will include for toddlers and disabled<br />
children. We will explore opportunities to develop an adventure play provision in<br />
Muiravonside Country Park<br />
1n To improve play equipment provision in local areas. We will continue to maintain<br />
safety standards in current play equipment provision. Improvements to existing<br />
provision will be implemented through a programme of capital investment, combined<br />
with any developer contributions. Guidelines will be issued to developers to enable<br />
play provision associated with new development to be provided off-site in appropriate<br />
circumstances.<br />
1o To identify the needs and priorities of local communities. We will work with<br />
communities to produce a prioritised menu of realistic local requirements to inform<br />
resource planning processes. This will consider recreation requirements, play services<br />
and public open space. For play the focus will be on the options of informal play,<br />
equipped play in local parks, play activities or support for the voluntary sector.<br />
1p To encourage new housing developers to contribute to play provision. We will<br />
issue guidelines to developers relating to public open space and play provision. This<br />
will encourage the provision of appropriate environments for informal play as well as<br />
enable contribution to off-site provision particularly associated with smaller<br />
developments.<br />
Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE<br />
ACTIVITIES<br />
Our objectives are:<br />
2l To plan the co-ordinated development of play. We will lead the development of a<br />
Play Strategy for the <strong>Falkirk</strong> Council area. This will take a holistic approach to<br />
developing play services, integrating play into the wider environment and working with<br />
partners including young people, and the voluntary sector. We will ensure that our Play<br />
Strategy helps to promote child friendly practices throughout our services.<br />
2m To provide play through a range of activities. We will continue to provide play<br />
through after-schools activities, holiday programmes and through the curriculum. This<br />
action will be developed further through our Play Strategy.<br />
31
2n To explore the development of a Parks Ranger Service to encourage safer use of<br />
parks (see Parks objective 2f). We will ensure that as action is developed any<br />
available resources will be targeted towards play areas.<br />
Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR<br />
YOUNG PEOPLE<br />
Our objectives are:<br />
3h To work in partnership with young people and play providers will ensure that our<br />
Play Strategy is relevant and identifies requirements of young people. We will develop<br />
this action through young people’s forums, school pupil councils, playgroups and<br />
nurseries.<br />
3i To provide crèches and indoor play at major leisure facilities. We will continue to<br />
provide crèche services. We will explore opportunities for expanding indoor play<br />
provision to meet this growth sector in the leisure market and provide a modern service<br />
for young people. This action will also be developed through our Play Strategy.<br />
3j To include the needs of young people and teenagers in parks. Whilst children use<br />
parks for play, many teenagers like to continue to meet and socialise in parks. They<br />
often gather in play areas to the exclusion of children which can lead to inappropriate<br />
use of equipment or vandalism. We seek to encourage teenagers to make appropriate<br />
use of parks by providing safe, properly located meeting places which can serve as a<br />
point of contact with youth workers and community police officers. These would mainly<br />
be located in local parks or areas of public open space and with the support of local<br />
communities.<br />
32
PRIORITY ACTION : Play Services<br />
There is a need to prioritise action to make best use of resources. Some action will have<br />
greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to<br />
have greater resource implications. Realistic priority actions have been identified where<br />
action is most likely to be achievable, provide a focus for directing our resources to make a<br />
difference, and where concentrated action will deliver greatest benefit. However, we<br />
acknowledge the need to be flexible in our prioritisation to meet the ever changing external<br />
environment. Our action plan has been developed with a three-year timeframe and we will<br />
review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority<br />
actions.<br />
Priority Action Rationale<br />
3.1 Establish a partnership group to<br />
develop and implement a Play<br />
Strategy for the <strong>Falkirk</strong> Council<br />
area.<br />
3.2 Provide play areas in core parks:<br />
(i) Include play needs in survey and<br />
consultation exercise undertaken in<br />
core parks.<br />
(ii) Identify and develop key<br />
priorities for new play provision in<br />
core parks which are currently<br />
under provided.<br />
3.3 Undertake an annual programme<br />
of replacement of play equipment<br />
provision.<br />
3.4 Provide safe, properly located<br />
meeting places for teenagers in<br />
parks and open spaces.<br />
3.5 Finalise and issue developer<br />
guidelines, relating to public open<br />
space and play provision,<br />
associated with new development.<br />
Play is a key concern to many and a complex<br />
area of work. Currently no mechanism exists<br />
to plan for play in a coherent way which<br />
embraces all aspects. The first step will be to<br />
bring together all the disparate professionals<br />
and agencies who are involved in play.<br />
Improved play areas was a priority consultation<br />
issue particularly at Area Forums in Denny,<br />
Bonnybridge and Banknock, and Larbert and<br />
Stenhousemuir. This action will improve<br />
customer knowledge. Will involve communities<br />
in determining future priorities and will meet<br />
objective to develop good quality play areas in<br />
key locations.<br />
Essential action to ensure safety and maintain<br />
provision in local areas. Contributes to<br />
meeting key consultation issue and improve<br />
quality of existing provision.<br />
A key action relating to the Young People's<br />
Strategy will contribute to meeting objectives to<br />
include the needs of young people in parks.<br />
Also contributes to meeting wider aspects of<br />
play provision.<br />
This action will clarify expectations and act as<br />
a mechanism to help provide appropriate<br />
facilities in communities which relate to existing<br />
need and thereby improve quality.<br />
33
4. A STRATEGIC FRAMEWORK FOR SPORT AND RECREATION<br />
INTRODUCTION<br />
Sport 21, Nothing Left to Chance published in 1998 by sportscotland sets the overall<br />
national framework for all levels of sport in Scotland. It provides the direction for future<br />
delivery of sport and recreation in the <strong>Falkirk</strong> Council area. Sport 21 contains three visions to<br />
achieve new standards, these are:<br />
Sport more widely available to all.<br />
Sporting talent which is recognised and nurtured.<br />
Achieving and sustaining world class performance.<br />
The five main elements for delivering these visions for sport and recreation are:<br />
<strong>Community</strong> Recreation which is a broad range of unstructured activities delivered by a<br />
variety of mechanisms covering informal casual participation as well as providing a useful<br />
way of assisting participants to take up more formal sports activities. Included are a<br />
range of classes delivered through leisure centres.<br />
Sports Development is the more structured and formal aspect of sport, where courses<br />
and programmes are put in place to allow an individual to learn and achieve their full<br />
potential. <strong>Falkirk</strong> Council is a partner in the CSIS (Central Scotland Institute of Sport)<br />
and CSDG (Central Sport Development Group) which are key mechanisms for supporting<br />
athletes to develop their full potential and achieve at the highest level.<br />
Education through universities, colleges and schools provide young people with a safe,<br />
controlled and enjoyable introduction to organised physical activity. Sport 21<br />
recommends that every secondary school in Scotland should have a Sports Co-ordinator<br />
who will also work with feeder primary schools. It is anticipated that School Sports Coordinators<br />
will be in place by 2003 and currently there are 6 in the <strong>Falkirk</strong> Council area.<br />
The Voluntary Sector, comprising clubs, have a major role in the development of sport<br />
and Sport 21 recommends active partnerships between Local Authorities and clubs that<br />
will allow clubs to deliver and develop their sport, particularly within local communities.<br />
Club development is recognised as an area in need of attention nationally.<br />
Facility provision. The development of sport at all levels is dependent on good quality<br />
facilities. <strong>Falkirk</strong> Council area has 3 leisure centres which include two 25 metre pools<br />
and one leisure pool, 4 neighbourhood sports centres, 7 school swimming pools, and 9<br />
school games halls. There is a state of the art health and fitness facility in the leisure<br />
centre at Grangemouth. There is also an Athletics Stadium with Centre of Excellence<br />
and an artificial ski slope. The Council area has an overall adequacy of playing pitches<br />
(with the exception of hockey) however football pitches are in particular high demand and<br />
there is insufficient spare capacity to allow for ongoing maintenance, upgrading and<br />
effective management. There is one municipal 18 hole golf course with a 9 hole par 3<br />
provision under development. Both of these are managed by <strong>Falkirk</strong> Council however<br />
there are also a large number of privately managed golf courses in the area.<br />
35
CONSULTATION<br />
Consultation undertaken as part of the development of the strategy tells us that:<br />
Our vision and approach is supported by sportscotland.<br />
The CSDG will be a driving force for sport development planning in the Council<br />
area.<br />
Neighbourhood sports centres could complement facilities in schools,<br />
particularly the five new schools.<br />
Communities would like to see school facilities being made greater use of by<br />
everyone, not just clubs and organised classes.<br />
sportscotland and the local community agree that the Mariner Centre requires<br />
redevelopment.<br />
Bo’ness Recreation Centre is strongly valued by local people and the centre<br />
requires upgrading.<br />
Playing fields are valued and greater provision of synthetic playing surfaces is<br />
important.<br />
A partnership between School Sports Co-ordinators and clubs is crucial to<br />
develop and nurture talent.<br />
Volunteers play a key role in clubs and the volunteer network needs supporting<br />
and expanding.<br />
A structured and planned approach to supporting local club development which<br />
reflects local and national targets would be welcomed.<br />
CONTEXT<br />
Facility Development<br />
We recognise that there is generally an overall adequacy in the number of sports facilities<br />
within the Council area at the present time. Nonetheless there are currently a few<br />
deficiencies of sports provision, mainly identified through the sportscotland Facilities<br />
Planning Model. These are:<br />
health and fitness facilities<br />
synthetic five-a-side football pitches<br />
competition size hockey pitch<br />
outdoor and indoor tennis courts<br />
pay and play golf course<br />
accessible golf driving range<br />
There are fundamental deficiencies in the quality of provision. The poor and uneven quality<br />
of sports centre buildings was one of the strongest concerns expressed in local consultation.<br />
The necessary upgrading, particularly at Bo’ness Recreation Centre and the Mariner Centre,<br />
will make high demands on capital resources, requiring us to set aside funds over a period of<br />
time as well as strategic examination of options for external funding. The development of<br />
sport and sports facilities will require a holistic approach which takes account, for example, of<br />
tourism initiatives, the health agenda and sport central developments.<br />
36
This approach is underpinning an exciting potential new development for sport in this area.<br />
<strong>Falkirk</strong> Council and <strong>Falkirk</strong> Football Club have had a long history of partnership over many<br />
years and share in the ownership of the present ground at Brockville. A combination of<br />
inadequate facilities at Brockville, the Club’s recent success in the 1 st division and aspirations<br />
to reach the Scottish Premier League have generated ambitions to relocate to a new<br />
Stadium. An approach is being developed to provide a permanent home for <strong>Falkirk</strong> Football<br />
Club and enhance business, sport and leisure provision for the wider community through a<br />
<strong>Community</strong> Stadium.<br />
The <strong>Community</strong> Stadium proposal offers an opportunity to meet some of the deficiencies<br />
outlined above. The identified site for the Stadium at Westfield is located on the orbital road<br />
network and would provide a highly accessible strategic resource for a range of community<br />
activities. It sits within community woodland with a network of paths offering potential for<br />
promoting outdoor pursuits as well as access by foot or cycle.<br />
<strong>Community</strong> Recreation<br />
Improved access to sport and recreation at a local level could be developed through greater<br />
community access to local facilities, such as schools. The use of school facilities on an<br />
informal basis was an issue raised in consultation. Consultation also suggested that we<br />
examine community use of schools in conjunction with neighbourhood sports centres to<br />
ensure programmes of activity that are complementary. The highest level of demand for<br />
access to schools appears to be for swimming, an activity not provided in neighbourhood<br />
sports centres, and one in which schools contribute to the adequacy of provision in this area.<br />
We need to take account of casual use of school swimming pools as well as use by specific<br />
groups.<br />
Sport and recreation activities can be delivered in a wide range of facilities, which<br />
encourages participation, but a consistency of approach is required to deliver quality<br />
services. A partnership with communities to determine realistic long-term requirements for<br />
local facilities such as kickabout and pitch provision will feed into the development planning<br />
process. It is acknowledged that outdoor recreation opportunities such as walking and<br />
cycling meets the needs of many people. This aspect is covered in more detail in<br />
<strong>Community</strong> Countryside.<br />
Sport Development<br />
However sport is also about achievement at the highest level and the nurturing and<br />
development of individuals requires early identification of talent. School sports co-ordinators,<br />
appointed with partnership funding including from Sports Lottery and <strong>Falkirk</strong> Council, are a<br />
crucial element in linking young people to clubs and sport development programmes. We<br />
need to ensure that these links are made and this will be a key objective of a Sport and<br />
Physical Education Development Plan.<br />
37
VISIONS<br />
Our vision for Sport and Recreation is one of accessible programmes at affordable prices for<br />
all abilities, where the health benefits of participation are fully recognised.<br />
Sport for all which breaks down barriers to access and participation. Accessible<br />
programmes at affordable prices in all locations.<br />
A wide variety of recreation activities that meet the needs and requirements of<br />
local communities, especially people who traditionally do not take part.<br />
Accessible artificially surfaced multi-use activity areas provided on a<br />
neighbourhood basis, reducing pressure on pitches.<br />
Participating in the CSIS to allow local elite and talented athletes to progress<br />
with their chosen sport.<br />
Sports facilities taking a healthy living approach, with specialist health classes,<br />
referral schemes and clinics being accommodated.<br />
Schools becoming prime local sports and recreation facilities, particularly in<br />
areas of existing deficiency.<br />
Facilities of the highest quality possible which meet the ever increasing<br />
demands of customer expectation.<br />
Support for clubs and the local Sports Council to allow them to play a central<br />
role in the development of sport, linking to schools and Schools Sports Coordinators.<br />
A club structure that allows for all levels of sporting activity<br />
including social and less competitive areas.<br />
STRATEGY ACTION : Sport and Recreation<br />
We have identified objectives for developing action to meet the Strategy Aims. These<br />
objectives have been created from our strategy visions. Some objectives will address more<br />
than one aim but have been listed under the aim which it will have the most significant impact<br />
on, equally some objectives are interrelated. A brief outline of potential action to take<br />
forward the objectives is included.<br />
Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
Our objectives are:<br />
1q To rationalise and make best use of existing facilities to maintain and develop a<br />
sport and recreation service that is delivered cost effectively in the most appropriate<br />
location. We will take a holistic approach which includes schools, community halls and<br />
sports centres and examine their current and potential usage to ensure the best use is<br />
made of each facility. This will be explored as part of a Sport and Physical Education<br />
Development Plan.<br />
1r To focus our capital resources on upgrading existing facilities particularly Bo’ness<br />
Recreation Centre, the Mariner Centre and Grangemouth Stadium. Prioritisation for<br />
spend will be based on the potential to attract external funding, condition of the existing<br />
infrastructure and the potential benefit accrued through the ability to provide new<br />
programmes of activity. An upgrading programme has commenced at Grangemouth<br />
Stadium through a Centre of Excellence development which meets criteria for<br />
significant external funding. Opportunities are available to draw down further major<br />
external funding to progress a second phase of this development.<br />
38
1s To maximise the opportunities for community benefit from the proposed new<br />
<strong>Community</strong> Stadium. We will continue to explore and develop partnerships to secure<br />
increased community access to sport and leisure activities. We will focus on meeting<br />
existing deficiencies particularly in health and fitness facilities, five-a-side football and<br />
hockey provision.<br />
1t To plan the sustainable development of sports pitches and pavilions. We will<br />
prepare a development plan to improve these facilities which recognises the tiered<br />
approach of strategic, core and local. We will link this approach to exploring<br />
opportunities to increase provision of synthetic five-a-side pitches and provide a<br />
competition hockey pitch.<br />
1u To identify the needs and priorities of local communities. We will work with<br />
communities to produce a prioritised menu of realistic local requirements to inform<br />
resource planning processes. This will consider recreation requirements, play services<br />
and public open space. For recreation the focus will be on the provision of multi-use<br />
activity areas and improvements to pitches.<br />
Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE<br />
ACTIVITIES<br />
Our objectives are:<br />
2o To plan the co-ordinated development of sport. We will prepare and implement a<br />
Sports and Physical Education Development Plan. This will promote greater coordination<br />
of activities and facilities as well as improve access. Action will involve sport<br />
development, facility management, school sport, School Sports Co-ordinators and after<br />
schools activities.<br />
2p To provide consistency of access to sports facilities. We will improve the coordination<br />
of service provision to our customers in all facilities offering sport and<br />
recreation. This objective will be progressed through the Sport and Physical Education<br />
Development Plan with pilot schemes planned for the Denny and the Braes areas<br />
which will seek to expand community access to schools and make best use of all<br />
existing facilities. We will also develop opportunities for integrated booking systems.<br />
2q To maximise the potential of our Athletics Centre of Excellence. Through<br />
partnerships with SIS and CSIS and other relevant agencies, this facility will be<br />
promoted and developed to ensure that the best support is made available to athletes.<br />
The proposed second phase of development will be progressed to increase usage by<br />
opening up more opportunities to clubs and individual athletes.<br />
2r To promote a strategic focus for sport in this area. Excellence in sporting<br />
achievement inspires and stimulates new participants. The proposed new <strong>Community</strong><br />
Stadium would assist in raising the profile of sport in this area and act as a stimulus for<br />
positive lifestyle change. Both it and the Athletics Centre of Excellence would provide<br />
the area with a significant strategic resource of local, national and international<br />
dimension. The new stadium would also bring to the area, a venue capable of hosting<br />
large sporting events and concerts, opening up opportunities for participation locally in<br />
new activities.<br />
2s To increase participation in SIP (Social Inclusion Partnership) areas. We will<br />
develop partnerships with other agencies and across the Council to create relevant<br />
39
targeted programmes of activity. We will progress action in partnership with Langlees<br />
New <strong>Community</strong> School and make best use of the local community centre and hall.<br />
2t To develop “Healthy Living Networks”. Good health is very much linked to healthy<br />
lifestyles. We will play a key role with health agencies and communities in developing<br />
and promoting a holistic approach to healthy living. Participation in culture and leisure<br />
has much to offer in terms of physical and mental well-being and we will develop activity<br />
programmes in partnership with others which release maximum benefit to participants.<br />
2u To expand remedial exercise programmes. We will continue to work in partnership<br />
with health services to expand the GP referral scheme and programmes with the Acute<br />
<strong>Trust</strong>. This action will be integrated with “Healthy Living Networks”.<br />
2v To develop concessionary access programmes. We operate a concessionary<br />
access scheme through a leisure card as detailed on page 7. We will review the<br />
leisure card scheme to encourage a broader range of activities, expand eligibility and<br />
increase take up. We also operate <strong>Falkirk</strong> fitness pass allowing regular users<br />
discounted access to facilities which we will continue to develop.<br />
2w To provide support and guidance for clubs and local sports associations. We will<br />
continue to liaise with clubs and encourage the development of sport.<br />
2x To improve the marketing and publicity of services. Particularly through targeted<br />
promotion schemes for programmes available in local areas, or for particular target<br />
groups, to ensure everyone has the opportunity to participate. We will make best use<br />
of promotions such as discount schemes and new technology such as Intranet and<br />
Internet.<br />
Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR<br />
YOUNG PEOPLE<br />
Our objectives are:<br />
3k To provide pathways for talented individuals. Action will be progressed through the<br />
Sport and Physical Education Development Plan which has a focus on young people.<br />
Through the CSDG we will support the integration of school sport, sport specific<br />
development, and education and training.<br />
3l To provide support and guidance for volunteers. Sports clubs are very dependent<br />
on volunteers to maintain viability, often these are a few parents of participating young<br />
people. We will work in partnership with the club sector and voluntary sector agencies<br />
to encourage young people as they get older to continue their involvement as<br />
volunteers to pass on their experience to young people.<br />
3m To support the development of School Sports Co-ordinators. We will continue to<br />
support the School Sports Co-ordinator initiative which aims to increase participation in<br />
sport at the end of the school day and at lunchtimes. This objective is key to<br />
supporting several other strategy objectives.<br />
3n To develop programmes of activity for young people. To complement objective 3k,<br />
we will continue to develop informal programmes of activity such as holiday<br />
programmes, encompassing a range of activity options. We will also explore options<br />
for a targeted approach to excluded young people through NOF funding, linking this to<br />
wider community safety initiatives, for example substance use education programmes.<br />
40
3o To develop multi-use activity areas. This will be a focus for recreation within a menu<br />
of local requirements (see Sport and Recreation objective 1u) along with upgrading<br />
existing pitches. Young people enjoy casual ball sports but often conflicts arise with<br />
residents when uncontrolled, or damage can occur to grass pitches through overuse.<br />
Multi-use activity areas with synthetic surfaces would be constructed to allow year<br />
round use and be fenced and lit. Options to locate in tandem with youth shelters could<br />
be considered.<br />
PRIORITY ACTION : Sport and Recreation<br />
There is a need to prioritise action to make best use of resources. Some action will have<br />
greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to<br />
have greater resource implications. Realistic priority actions have been identified where<br />
action is most likely to be achievable, provide a focus for directing our resources to make a<br />
difference, and where concentrated action will deliver greatest benefit. However, we<br />
acknowledge the need to be flexible in our prioritisation to meet the ever changing external<br />
environment. Our action plan has been developed with a three-year timeframe and we will<br />
review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority<br />
actions.<br />
Priority Action Rationale<br />
4.1 To progress phase 2 development<br />
of the Centre of Excellence through<br />
Sports Lottery funding bid.<br />
4.2 To continue to work in a multiagency<br />
partnership to consider the<br />
feasibility of constructing a new<br />
<strong>Community</strong> Stadium.<br />
4.3 To complete the Sport and<br />
Physical Education Development<br />
Plan and progress pilot schemes in<br />
Denny and the Braes areas to<br />
integrate all sport and recreation<br />
provision.<br />
4.4 To explore options to develop a<br />
Healthy Living Campus centred on<br />
Bo'ness Recreation Centre,<br />
including programme and<br />
infrastructure development.<br />
Action delivers against national Sport 21<br />
Agenda and has potential to attract significant<br />
external funding. Is part of ongoing<br />
development to maximise the potential of this<br />
facility and increase participation and support<br />
of talented athletes as well as increase<br />
opportunities for schools in Grangemouth.<br />
Action to meet existing deficiencies in sports<br />
provision as well as raise the profile of sport<br />
and the area. Offers a unique opportunity to<br />
provide communities with an accessible<br />
strategic resource.<br />
Recognises Area Forum consultation issue of<br />
increasing community access to schools.<br />
School Sports Co-ordinators initiative is well<br />
established in Denny. Meets objectives to<br />
provide consistency of access and make best<br />
use of existing facilities. Will increase<br />
opportunities for participation by all sectors of<br />
the community.<br />
Key consultation issue to improve Bo’ness<br />
Recreation Centre. A Healthy Living Campus<br />
makes the most of the opportunities arising<br />
from the existing cluster of education and<br />
recreation facilities and would integrate with<br />
health and social services. Action supports all<br />
strategy aims.<br />
41<br />
Cont'd / ….
PRIORITY ACTION : Sport and Recreation (Cont'd)<br />
Priority Action Rationale<br />
4.5 Explore options to secure<br />
investment, possibly through<br />
private partnership, in health and<br />
fitness facilities for leisure centres.<br />
4.6 To undertake an assessment of<br />
sports pitches (including schools)<br />
and pavilions to determine priorities<br />
for spend through a planned<br />
programme of work.<br />
4.7 To complete a review of the leisure<br />
card and concessionary access<br />
scheme.<br />
4.8 To prepare and implement a<br />
marketing plan for sport and<br />
recreation.<br />
The Mariner Centre and Bo’ness Recreation<br />
Centre could significantly benefit from<br />
investment in new activities. A health and<br />
fitness suite would have potential to generate<br />
partnership income. Action supports all<br />
strategy aims and provides a resource for<br />
developing healthy living networks.<br />
To improve quality of a highly used provision.<br />
A planned approach would link to potential<br />
Sports Lottery funding.<br />
To meet wider social inclusion objectives and<br />
focus on increasing participation. Action to<br />
ensure that the scheme operates efficiently<br />
and is effective in terms of outcome.<br />
Improving publicity was identified as a key<br />
issue in consultation. There is a need to<br />
ensure a planned approach across all aspects<br />
of sport and recreation.<br />
42
5. A STRATEGIC FRAMEWORK FOR HALLS<br />
AND COMMUNITY CENTRES<br />
INTRODUCTION<br />
<strong>Falkirk</strong> Council has 27 community halls, 3 public halls and 18 community centres (including<br />
community wings to schools). There are also numerous independent halls in the area, e.g.<br />
church halls, scout halls, etc. As a general guide <strong>Falkirk</strong> Council community halls are<br />
managed by independent voluntary committees, community centres and school wings are<br />
managed in partnership with local centre management associations and 2 public halls are<br />
directly managed by <strong>Falkirk</strong> Council.<br />
CONSULTATION<br />
Consultation undertaken as part of the development of the strategy tells us that:<br />
Halls and community centres are valued by local communities particularly in<br />
more rural areas, and;<br />
Need to cater more for young people.<br />
Should be capable of offering a wide range of activities and learning<br />
opportunities.<br />
Should make best use of new technology and other links to wider services.<br />
Should be flexible enough to cope with the majority of needs, particularly those<br />
of disabled people.<br />
Volunteers should be better supported by the Council.<br />
Where there is a lack of facilities better use should be made of schools.<br />
CONTEXT<br />
There are a large number of halls and community centres within the <strong>Falkirk</strong> Council area and<br />
they represent a resource for providing a range of community based cultural and leisure<br />
activities as well as other learning and community development opportunities. National<br />
initiatives such as <strong>Community</strong> Learning, <strong>Community</strong> Planning and the Modernising<br />
Government Agenda are increasing the focus on good locally accessible facilities for people<br />
to meet and engage in developing community opportunities.<br />
Consultation tells us that people want to see more happening in their local facilities and<br />
greater flexibility of type of usage. However currently these operate under differing<br />
management arrangements, are of variable quality and are often underused. A key issue is<br />
to ensure closer integration and greater co-ordination of all services and organisations<br />
involved in managing these facilities. This is essential to ensure a consistent, accessible and<br />
well managed service is provided which best meets the needs of everyone in the community.<br />
Good local facilities are also a means of providing stimulating and relevant activities for<br />
young people, recognising that they often do not have anywhere else to go. Many facilities<br />
and local activities rely on volunteers, and the establishment of improved, cost effective,<br />
support mechanisms will be crucial if better use of facilities and greater participation is to be<br />
achieved.<br />
43
VISIONS<br />
Our vision for Halls and <strong>Community</strong> Centres is of good local services being provided in<br />
communities:<br />
Where halls and community centres are linked to provide a consistent service<br />
across an area.<br />
Where facilities can be developed to appeal to the whole community, especially<br />
young people.<br />
Where local people of all ages are actively involved; stimulating and fostering<br />
community involvement and local democracy.<br />
Where links are created to sports and arts centres (e.g. through innovative<br />
approaches to transport particularly in rural areas).<br />
Where the value of volunteering is recognised and supported.<br />
44
STRATEGY ACTION : Halls and <strong>Community</strong> Centres<br />
We have identified objectives for developing action to meet the Strategy Aims. These<br />
objectives have been created from our strategy visions. Some objectives will address more<br />
than one aim but have been listed under the aim which it will have the most significant impact<br />
on, equally some objectives are interrelated. A brief outline of potential action to take<br />
forward the objectives is included.<br />
Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
Our objectives are:<br />
1v To integrate and rationalise facilities on an area basis to make best use of each<br />
facility. Integration would take place in suitable geographic clusters. Such integration<br />
will be pursued in partnership with voluntary groups on a pilot basis initially and will<br />
focus on collective programme delivery and management structures. Where there are<br />
gaps in provision, increased community access to schools will be pursued.<br />
1w To concentrate our resources on existing facilities particularly in rural<br />
communities. Our more rural or isolated communities placed high priority on<br />
improving community facilities and identified the need for greater support for<br />
volunteers. We will prioritise the progression of a pilot cluster of community facilities in<br />
a rural area and link this to a local <strong>Community</strong> Learning Plan and local <strong>Community</strong><br />
Planning.<br />
1x To identify the needs and priorities of local communities, particularly resulting from<br />
potential major new housing development. We will consider building space to house<br />
appropriate community activities relative to new development where there is a<br />
significant gap within the local community and demand for this resource identified<br />
within a realistic local prioritised menu. The potential for such circumstances has been<br />
identified at Lochgreen / Lionthorn in south <strong>Falkirk</strong>.<br />
1y To continue to pursue innovative transport options to access major sports and arts<br />
provision from rural areas. Transport was raised as a key issue in consultation with<br />
more rural communities. <strong>Falkirk</strong> Council's Local Transport Strategy (2000) refers to<br />
"continued support for socially necessary local bus services and concessionary travel<br />
schemes". We will also explore opportunities for targeting Council minibus provision<br />
within rural community hall / centre clusters to provide links to other more centralised<br />
facilities.<br />
Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE<br />
ACTIVITIES<br />
Our objectives are:<br />
2y To support the development of voluntary management groups. We will consult<br />
with management committees and centre associations to clarify roles and expectations,<br />
and identify training needs. This action will be progressed in association with local<br />
<strong>Community</strong> Learning Plans and will support the objective to integrate and rationalise<br />
facilities on an area basis.<br />
45
2z To improve services for disabled people. We will continue to work in partnership<br />
with management groups to improve access for disabled people through physical<br />
upgrading. We will prioritise support for partnership funding bids through the Scottish<br />
Executive Local Capital Grants Scheme, which improve facilities for disabled people.<br />
We will also support the development of voluntary management groups through<br />
recognised training in equal opportunities and disability awareness.<br />
2aa To provide bases for delivering learning initiatives in local communities. We will<br />
work in partnership with voluntary groups to ensure that community halls and centres<br />
are made best use of to deliver locally based learning programmes and effectively<br />
support the <strong>Community</strong> Learning Strategy.<br />
2bb To develop Grangemouth and Bo'ness Town Halls. These are large community<br />
facilities and there is potential to increase their capacity for delivering community arts<br />
initiatives (see Arts section).<br />
2cc To make best use of new technology. We will pursue initiatives to create enhanced<br />
learning resources through provision of ICT (Information Communications Technology)<br />
in local facilities. This action will be developed to support the <strong>Community</strong> Learning<br />
Strategy. We will also explore opportunities for creating electronic links to main<br />
Council services particularly from rural and more isolated areas, as part of our<br />
corporate approach to improving customer services.<br />
2dd To review charging policies. This action will be pursued in conjunction with action to<br />
improve the quality of facilities in partnership with the voluntary management sector.<br />
We will explore opportunities to improve consistency and develop concessionary<br />
access schemes.<br />
Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR<br />
YOUNG PEOPLE<br />
Our objectives are:<br />
3p To develop facilities which cater specifically for the needs of young people. We<br />
will work with voluntary groups and young people to develop community halls and<br />
centres that are accessible, welcoming, safe and pleasant and that enable young<br />
people to engage in activities that are appropriate to their needs and aspirations.<br />
3q To develop wide ranging programmes of activity. Many community facilities are<br />
capable of supporting a range of activities but in reality only offer activities which are<br />
economically sustainable from the outset. We will work in partnership with voluntary<br />
groups from clusters of facilities to collectively deliver new programmes making best<br />
use of their pooled resources.<br />
46
PRIORITY ACTION : Halls and <strong>Community</strong> Centres<br />
There is a need to prioritise action to make best use of resources. Some action will have<br />
greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to<br />
have greater resource implications. Realistic priority actions have been identified where<br />
action is most likely to be achievable, provide a focus for directing our resources to make a<br />
difference, and where concentrated action will deliver greatest benefit. However, we<br />
acknowledge the need to be flexible in our prioritisation to meet the ever changing external<br />
environment. Our action plan has been developed with a three-year timeframe and we will<br />
review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority<br />
actions.<br />
Priority Action Rationale<br />
5.1 (i) Undertake an audit of current<br />
hall and centre management<br />
arrangements to identify a suitable,<br />
preferably rural, pilot cluster<br />
scheme including reference to<br />
schools.<br />
(ii) Consult with voluntary<br />
management groups within the<br />
pilot cluster to clarify roles,<br />
expectations and training needs as<br />
a first step towards greater<br />
integration.<br />
5.2 Undertake a review of community<br />
transport arrangements to explore<br />
opportunities for more targeted and<br />
expanded usage of minibus<br />
provision to link rural communities<br />
to centralised facilities.<br />
5.3 Explore links between halls /<br />
centres, the <strong>Community</strong> Learning<br />
plans and Modernising<br />
Government action plan to identify<br />
and develop opportunities for<br />
increasing ICT provision.<br />
5.4 Identify suitable designated areas<br />
within halls / centres for the<br />
development of dedicated youth<br />
provision.<br />
Essential action to contribute to meeting all<br />
strategy aims and objectives. Recognises key<br />
consultation issue relating to support for<br />
voluntary groups which was a priority at Braes<br />
Area Forum consultation. Training needs<br />
would address additional consultation issues<br />
such as disability awareness.<br />
A key priority at Denny, Bonnybridge and<br />
Banknock, and the Braes Area Forum<br />
consultations. A best value approach to<br />
making best use of existing resources. Could<br />
significantly contribute to increasing<br />
opportunities for participation by more isolated<br />
communities.<br />
Action to ensure that halls and centres are<br />
made best use of to meet Modernising<br />
Government and <strong>Community</strong> Learning<br />
agendas. Will contribute to increasing<br />
participation and meeting objective to provide<br />
learning bases in local communities.<br />
The need for facilities for young people was a<br />
key issue in community consultation and was a<br />
priority particularly for <strong>Falkirk</strong> and<br />
Grangemouth Area Forums. This action also<br />
contributes to the Young People's Strategy and<br />
Young People's Learning Plan.<br />
47
6. A STRATEGIC FRAMEWORK FOR LIBRARIES<br />
INTRODUCTION<br />
<strong>Falkirk</strong> Council has a decentralised network of 7 public libraries, 2 mobile libraries and<br />
housebound service. There is also a support service for schools and Education Services.<br />
Current adequacy standards (CoSLA) indicate that there is an under provision of library<br />
facilities in the Braes area and that there is a need to rationalise library facilities in<br />
Slamannan.<br />
CONSULTATION<br />
Consultation undertaken as part of the development of the strategy tells us that:<br />
Our libraries are valued by customers for their traditional high quality of service.<br />
There is a high level of demand for a library in the Braes area.<br />
Physical access for disabled people is poor in some libraries.<br />
Libraries should be developed in partnership with learning programmes and<br />
cultural activities.<br />
We should learn from innovative bookstores where new marketing techniques<br />
are attracting new customers.<br />
CONTEXT<br />
Whilst we know from performance analysis that our libraries provide an excellent service and<br />
we value our existing customer base, we do need to meet the new challenges and<br />
opportunities presented through making the best use of ICT. This will enable people to<br />
access the widest possible range of information by linking libraries and electronic resources<br />
worldwide. We have obtained funding of £53,000 from the Lottery's NOF to train all our<br />
library staff in ICT skills to enable them to assist people in accessing information and making<br />
the best use of technology. Another bid to the People's Network strand of the NOF<br />
proceeding in Autumn 2001, with £166,000 to be spent on ICT infrastructure and networking.<br />
However we need to adopt a balanced approach to ensure that standards of traditional<br />
services, such as book lending and the promotion of reading, continue to be met. Equally<br />
important is involving young people in all the opportunities available and ensuring support for<br />
community learning. In this respect we identify that libraries may have an image problem<br />
which we need to address in order to ensure access for all.<br />
Public library provision is a statutory function for Local Authorities. Consultation has<br />
reinforced that the under provision in the Braes is of concern to people in that area.<br />
Providing a new library makes very high demands on capital funding and subsequent<br />
revenue funding which Local Authorities require to meet from their resources. It will require<br />
us to set aside capital funds over a period of time as well as examine other options for<br />
releasing assets.<br />
49
VISIONS<br />
Our visions for future service delivery in Libraries are:<br />
Vibrant meeting places stimulating creativity, artistic enjoyment and debate.<br />
Centres which provide information and learning, reaching out to communities<br />
and harnessing new technology.<br />
Improving literacy and providing access to activities such as reading and<br />
creative writing.<br />
School libraries that are electronically connected to public libraries, with library<br />
information services networked to community facilities and elsewhere.<br />
Equal opportunity for access across the Council area.<br />
50
STRATEGY ACTION : Libraries<br />
We have identified objectives for developing action to meet the Strategy Aims. These<br />
objectives have been created from our strategy visions. Some objectives will address more<br />
than one aim but have been listed under the aim which it will have the most significant impact<br />
on, equally some objectives are interrelated. A brief outline of potential action to take<br />
forward the objectives is included.<br />
Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
Our objectives are:<br />
1z To rationalise and make best use of existing library facilities to maintain and<br />
develop a library service that is delivered cost effectively in the most appropriate<br />
location. There are a number of facilities in Slamannan including a small library and<br />
opportunities have been identified to improve service delivery. We will explore the<br />
option to relocate the library within another building to be more effective and link with<br />
other services providing a better service for customers, and will consult with users to<br />
take this forward.<br />
1aa To pursue the provision of a public library in the Braes area. We will commit<br />
capital resources to a funding package to secure new library provision. Site options<br />
which link to other facilities, providing the most accessible services to people, will be<br />
preferred to enable maximum participation.<br />
1bb To improve physical access to libraries. Many of our libraries are located in old<br />
buildings which are not suitable for accessing by disabled people and we will improve<br />
this where a best value solution can be achieved. Bonnybridge Library is particularly<br />
restrictive and improvement options will include relocation to ensure access for all and<br />
link to other learning opportunities. There is potential for all libraries to benefit through<br />
Town Centres Strategy development particularly in Larbert and Denny.<br />
Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE<br />
ACTIVITIES<br />
Our objectives are:<br />
2ee To deliver a service that makes best use of new technology and contributes fully to<br />
21 st Century Government and the People's Network, a national initiative which puts<br />
public libraries at the heart of learning and electronic access. We will train our staff to<br />
use all available new resources to ensure that people can be provided with access to<br />
the widest range of information. We also require to commit resources to maintaining<br />
and upgrading infrastructure to continue to provide this service in the longer term.<br />
2ff To develop libraries as learning centres. Libraries can support learning not only<br />
through reading resources but opportunities for people to extend knowledge and skills.<br />
Introduction to use of the Internet, learning storytelling skills and author visits will, for<br />
example, be developed. Such activity will support community learning plans, continue<br />
to promote literacy and strengthen links to adult literacy. We will increase partnership<br />
working to achieve this with reader development programmes, tutor support for ICT,<br />
outreach work with a Learning Development Officer, links with community and<br />
voluntary groups.<br />
51
2gg To provide community library resources linked to schools and community<br />
centres. We are piloting a community learning library as part of the New <strong>Community</strong><br />
School project in Langlees, Bainsford, to introduce provision to new users. We will<br />
seek to learn from the methodologies undertaken in this initiative.<br />
2hh To improve the marketing and publicity of services. Although 35% 5 of people use<br />
libraries we seek to ensure continual promotion to new users to enable people to make<br />
the most of services provided.<br />
2ii To make best use of our written, audio and digital resources. We will review the<br />
way we collect our resources to ensure books and other material meet the needs of<br />
users and communities of interest in individual libraries.<br />
Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR<br />
YOUNG PEOPLE<br />
Our objectives are:<br />
3r To update our libraries to create informal user friendly environments. We will<br />
introduce new ways of displaying and promoting books and other resources, learning<br />
from innovative bookstores. Seating and layout will be made more welcoming.<br />
3s To provide a range of activities for young people in libraries. We will continue to<br />
promote regular activity sessions for children. Young people have told us 6 that using<br />
the Internet is an activity they would like to try. We will provide appropriate training and<br />
coaching in the use of the Internet as well as providing free access to this service.<br />
3t To promote a wide range of cultural and leisure opportunities in libraries.<br />
Libraries can be and are used for displaying art, holding themed activity evenings and<br />
promoting live music. Our Arts Strategy will consider a range of options for our public<br />
libraries.<br />
3u To strengthen links between school libraries and the public library service.<br />
Continuing partnership work with schools to develop the Early Intervention Initiatives<br />
such as Bookstart; electronic links between library resource databases; involving<br />
school pupils in reader reviews and development.<br />
5 People who borrowed from a library in the last 12 months<br />
6 <strong>Falkirk</strong> Council’s Young People’s Strategy (2000)<br />
52
PRIORITY ACTION : Libraries<br />
There is a need to prioritise action to make best use of resources. Some action will have<br />
greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to<br />
have greater resource implications. Realistic priority actions have been identified where<br />
action is most likely to be achievable, provide a focus for directing our resources to make a<br />
difference, and where concentrated action will deliver greatest benefit. However, we<br />
acknowledge the need to be flexible in our prioritisation to meet the ever changing external<br />
environment. Our action plan has been developed with a three-year timeframe and we will<br />
review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority<br />
actions.<br />
Priority Action Rationale<br />
6.1 (i) Implement broadband network<br />
as part of People's Network to<br />
provide free access to Internet and<br />
learning opportunities at all<br />
libraries.<br />
(ii) Complete whole staff ICT<br />
training programme in order to<br />
support users.<br />
6.2 (i) Develop and cost design brief<br />
for a new library in the Braes.<br />
(ii) Identify and secure suitable site.<br />
6.3 Improve physical access to<br />
Bonnybridge Library through<br />
costing and developing appropriate<br />
options.<br />
6.4 To explore options to rationalise<br />
facility usage in Slamannan in<br />
partnership across Council<br />
services and with other agencies.<br />
6.5 Review resource management<br />
policies to ensure collections are<br />
user focused.<br />
6.6 Improve library layouts and<br />
signage.<br />
Action to meet national U.K. policy objectives<br />
and improve learning opportunities for<br />
everyone. Supported through NOF. Will also<br />
contribute to objective to provide a range of<br />
activities for young people through increasing<br />
capacity of staff to support Internet users.<br />
Addresses an identified deficiency and was a<br />
key priority in the Braes Area Forum<br />
consultation and consultation for the Polmont<br />
and District Local Plan. The provision of a<br />
library service is a statutory obligation.<br />
A key action to increase participation and<br />
improve the quality of service, meets high<br />
customer expectation and is a key area of<br />
concern highlighted as a priority for people in<br />
Bonnybridge.<br />
A best value approach to improving service<br />
delivery to people in Slamannan through more<br />
streamlined service. Will contribute to<br />
improved learning opportunities and will be<br />
actioned in consultation with local people.<br />
Action arising from libraries customer<br />
consultation exercise. Will contribute to<br />
increasing opportunities for participation<br />
through ensuring best use is made of available<br />
resources, targeting specific needs.<br />
A key action to meet objective to update our<br />
libraries and attract new and younger library<br />
users.<br />
53
7. A STRATEGIC FRAMEWORK FOR THE ARTS<br />
INTRODUCTION<br />
The main focus of current arts activity is <strong>Falkirk</strong> Town Hall, which includes the provision of<br />
Civic Cinema. A new development has been the creation of the Park Gallery within<br />
Callendar Park as a venue for contemporary art. Callendar House also provides exhibition<br />
space for visual arts. Significant potential exists to expand the use of Grangemouth and<br />
Bo'ness Town Halls as community arts resources. Another recent development is the<br />
establishment of BIG IN FALKIRK, a national festival of street arts.<br />
CONSULTATION<br />
Consultation undertaken as part of the development of the strategy tells us that:<br />
There is a desire for more community based arts activities particularly in<br />
outlying areas.<br />
There is a lack of affordable storage and rehearsal space for community groups.<br />
New audiences could be attracted through better marketing and publicity.<br />
Greater co-ordination and collaboration between organisations and agencies is<br />
required.<br />
There are negative perceptions of the arts, particularly by young people.<br />
<strong>Falkirk</strong> Town Hall is currently not perceived to be fulfilling the role of an arts<br />
centre.<br />
Other facilities such as libraries could play a role in promoting the arts.<br />
CONTEXT<br />
We recognise that there is a lack of co-ordination in the delivery of the arts in this area and a<br />
potential unmet demand for community arts development. To achieve improvement will<br />
require a partnership approach to strategic development which recognises not only the<br />
activities and opportunities in our area but also within central Scotland.<br />
Arts Strategy<br />
A key priority, supported by the SAC (Scottish Arts Council), is the development of a<br />
partnership Arts Strategy which will identify co-ordinated future action in several areas of arts<br />
activity including audience development, access and participation, arts in the community,<br />
learning and training initiatives as well as programming and facility development. The<br />
<strong>Culture</strong> and <strong>Leisure</strong> Strategy therefore serves as a guide to developing the Arts Strategy,<br />
which will also require to take on board initiatives that may arise from the National Cultural<br />
Strategy.<br />
Events<br />
The Arts Strategy will also require to provide a co-ordinating mechanism to ensure that BIG<br />
IN FALKIRK also sustains and contributes to year round arts initiatives. Currently the focus<br />
for this is a two day national street arts festival, which provides a showcase for innovative<br />
new art forms and is aimed at a younger family audience. Potential exists to grow this event<br />
to achieve an international profile with attendant tourism sector benefits for the area, as well<br />
as use it as a vehicle for greater community involvement in delivering arts initiatives.<br />
55
Facilities<br />
We acknowledge some constraints in the existing facility provision in this area and seek<br />
ways to address this. Much can and is being progressed through innovative and varied<br />
programming in <strong>Falkirk</strong> Town Hall, the Park Gallery and Callendar House which contributes<br />
significantly towards quality of life opportunities for our citizens. Outreach development,<br />
utilising community venues will help create access to the arts for a wider audience. The<br />
profile raising of the arts through facility improvement, widening of access and innovative<br />
programming needs to be acknowledged as contributing to the vibrancy and diversity of the<br />
overall image of the area. Equally important is the role of the arts in obtaining therapeutic<br />
and learning benefits as well as providing a source of employment. It is within all these<br />
contexts that we seek to develop the arts.<br />
VISIONS<br />
Our vision for future Arts services is of raising the profile of the arts in this area and<br />
encouraging greater participation and enjoyment by a wider range of people.<br />
Where the arts contribute to the image of our area.<br />
A thriving and dynamic arts centre where all sorts of creativity can be enjoyed,<br />
developed and experiences shared.<br />
The promotion of visual arts and crafts, encouraging participation by local<br />
communities, stimulating economic activity and retaining local talent.<br />
Arts activities for all taking place in a variety of community facilities, schools,<br />
residential homes, galleries, libraries, parks and outdoor spaces. Activities<br />
where participation is more important than talent.<br />
Working with community groups to develop activities in the community linking<br />
to initiatives in schools, encouraging children and young people to participate.<br />
Arts provision that works in partnership to promote and encourage<br />
communication, participation, and develop new initiatives.<br />
56
STRATEGY ACTION : The Arts<br />
We have identified objectives for developing action to meet the Strategy Aims. These<br />
objectives have been created from our strategy visions. Some objectives will address more<br />
than one aim but have been listed under the aim which it will have the most significant impact<br />
on, equally some objectives are interrelated. A brief outline of potential action to take<br />
forward the objectives is included.<br />
Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
Our objectives are:<br />
1cc To pursue the provision of a Visual Arts and Crafts Centre. We will continue to<br />
seek funding to develop a centre in Callendar Park with the objective of providing a<br />
high quality resource of economic benefit to arts practitioners and increasing tourism.<br />
Early work undertaken in preparation of an Arts Strategy indicates significant demand<br />
from arts practitioners for such a facility.<br />
1dd To create a community arts resource. Consultation identified a significant gap in the<br />
provision of workshop, storage and rehearsal space for community arts groups. We<br />
will explore opportunities for creating such a resource.<br />
1ee To upgrade existing facilities. We will continue an upgrading programme in <strong>Falkirk</strong>,<br />
Grangemouth and Bo'ness Town Halls and will assess the potential for arts venues in<br />
other buildings. This will improve the range of arts activity that can be accommodated.<br />
1ff To develop Callendar Park as a tourism resource. We will integrate the<br />
management and development of Callendar Park to enhance existing cultural tourism<br />
attractions, such as Callendar House, the contemporary art gallery, BIG IN FALKIRK<br />
and the potential Visual Arts and Crafts Centre (see Parks objective 1c).<br />
Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE<br />
ACTIVITIES<br />
Our objectives are:<br />
2jj To plan the co-ordinated development of the arts. We will work in partnership with<br />
other agencies and the voluntary sector to prepare and implement an Arts Strategy for<br />
the area. This will provide the detailed priorities for the co-ordinated development of<br />
the arts in this area.<br />
2kk To make best use of the arts as a vehicle both for social inclusion and to<br />
promote tourism. We will develop the role of the arts as a tool for regeneration and<br />
community development, as well as ensuring the arts contribute to the wider promotion<br />
of the area. Opportunities will be explored to link arts activities and programmes to<br />
regeneration projects, town centres, visitor attractions, leisure facilities and the wider<br />
environment. In addition, we recognise the benefits of public art initiatives and will<br />
continue to promote these to local communities and visitors alike.<br />
2ll To continue to support amateur arts groups and individuals. There are a wide<br />
range of amateur arts groups in the area. Action to develop this objective will be<br />
pursued through the Arts Strategy.<br />
57
2mm To improve the marketing and publicity of services. As a first step, we need to<br />
refresh existing marketing initiatives to ensure they are more targeted. The arts<br />
encompasses many different media including video, film, comedy, visual art and all<br />
types of music and improved publicity of all culture and leisure opportunities was a key<br />
consultation issue.<br />
Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR<br />
YOUNG PEOPLE<br />
Our objectives are:<br />
3v To reduce barriers to participation. A priority will be given to developing more<br />
relevant and accessible arts opportunities for young people. Many young people enjoy<br />
the arts on a casual basis without perhaps recognising that there is the potential to<br />
become more involved. This action will be implemented in conjunction with the Young<br />
People's Strategy and the Arts Strategy.<br />
3w To develop community based arts programmes. The Arts Strategy will identify<br />
mechanisms for integrating arts programmes with activities in local facilities. This<br />
action will be implemented in conjunction with the Young People's Strategy, the<br />
<strong>Community</strong> Learning Strategy and with partners in mainstream education. We will<br />
explore opportunities for community arts development linked to major arts events.<br />
3x To promote major arts events and expand the range of programming. We will<br />
continue to develop innovative approaches to major arts programming including<br />
relevant provision for young people through the BIG IN FALKIRK brand. We will seek<br />
to expand the development of the Festival of Street Arts with our partners, to attain<br />
international status.<br />
58
PRIORITY ACTION : The Arts<br />
There is a need to prioritise action to make best use of resources. Some action will have<br />
greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to<br />
have greater resource implications. Realistic priority actions have been identified where<br />
action is most likely to be achievable, provide a focus for directing our resources to make a<br />
difference, and where concentrated action will deliver greatest benefit. However, we<br />
acknowledge the need to be flexible in our prioritisation to meet the ever changing external<br />
environment. Our action plan has been developed with a three year timeframe and we will<br />
review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority<br />
actions.<br />
Priority Action Rationale<br />
7.1 Prepare and implement a<br />
partnership Arts Strategy.<br />
7.2 Prepare development plans for<br />
<strong>Falkirk</strong>, Grangemouth and Bo'ness<br />
Town Halls to inform physical and<br />
programming improvement<br />
opportunities.<br />
7.3 Undertake a feasibility study for an<br />
Arts and Crafts Centre, and Arts<br />
Workshop.<br />
7.4 Establish a template for the<br />
delivery of public art initiatives to<br />
progress a project funding bid to<br />
the SAC.<br />
7.5 Secure external funding for BIG IN<br />
FALKIRK through partnership<br />
funding bids and the preparation of<br />
a development plan to increase<br />
tourism potential.<br />
Meets national guidance. Promotes a best<br />
value approach to service delivery<br />
improvement with a focus on increasing<br />
community participation. Success will require<br />
a clear leadership role from <strong>Falkirk</strong> Council.<br />
Funding from SAC has been received to<br />
support this action.<br />
A key action to make best use of existing<br />
facilities and improve quality of service. Action<br />
will be developed to respond to customer<br />
expectation and the Arts Strategy. Improving<br />
arts provision in Grangemouth and Bo'ness<br />
Town Halls was a priority in consultation.<br />
A re-evaluation of this proposal shows a clear<br />
need to respond to arts practitioner<br />
requirements in this area. A feasibility study<br />
will ensure that this aspect is met as well as<br />
contributing to raising arts and tourism profiles.<br />
Will contribute to meeting objective to make<br />
best use of the arts to promote tourism and<br />
social inclusion and will help raise the profile of<br />
the arts and the area. Will be developed to<br />
maximise the potential for community<br />
involvement.<br />
BIG IN FALKIRK is already established as a<br />
major arts festival in central Scotland. This<br />
action will increase participation, community<br />
involvement and secure longer term<br />
sustainability. A key action to ensure our<br />
services contribute to expanding access to the<br />
arts and economic development of the tourism<br />
sector.<br />
59
8. A STRATEGIC FRAMEWORK FOR MUSEUMS AND HERITAGE<br />
INTRODUCTION<br />
<strong>Falkirk</strong> Council has developed Callendar House, an imposing mansion with a 600 year<br />
history, as a major visitor attraction. It includes interpretative areas, such as a working<br />
Georgian kitchen, as well as major permanent state of the art exhibitions and touring<br />
displays. We also have two local museums and provide support to the Scottish Railway<br />
Museum. The Council holds nationally significant collections particularly of industrial<br />
heritage, however display space restrictions considerably limit access to this.<br />
CONSULTATION<br />
Consultation undertaken as part of the development of the strategy tells us that:<br />
Communities value the history and heritage of their local area.<br />
The heritage opportunities within our communities should be recognised and<br />
further developed.<br />
Our Roman and industrial heritage is of significance beyond our area.<br />
Callendar House is enjoyed by many but there is a perception that it could be<br />
more accessible to more of the local community.<br />
Physical access for disabled people, to Grangemouth Museum in particular, is<br />
poor.<br />
We should seek partnership commitment to developing the Scottish Railway<br />
Museum with other appropriate agencies.<br />
Full use should be made of the Millennium Link to promote all our heritage.<br />
CONTEXT<br />
The considerable interest and knowledge of local heritage within our community is<br />
recognised and there is a need to work in partnership to develop an accessible approach to<br />
education and outreach programmes. Our facilities are valued by many local groups and<br />
well used by schools, disabled groups and other special interest groups. However there is a<br />
significant opportunity to take heritage activities into the wider community through outreach<br />
programmes.<br />
Nonetheless, the importance of Callendar House in commercial terms as a tourist destination<br />
cannot be underestimated. This requires us to ensure that through its profile and track<br />
record, Callendar House continues to play a key role in tourism development and promotion<br />
in the area. We will require to work with a range of partner agencies to maximise the<br />
potential of the area to attract tourism and visitor spend. For example, the currently<br />
untapped potential of our industrial legacy is a priority for development both to increase local<br />
learning opportunities as well as visitor attractions linked to the Millennium Canal. Museums<br />
are dynamic organisations which actively collect, and planning for storage needs requires to<br />
be undertaken for the longer term.<br />
The Museums service can make significant contributions to the Council’s strategic priorities<br />
of tackling exclusion and promoting the locality. To achieve an effective impact in both of<br />
these requires high quality product, which in turn requires investment and so income<br />
generation needs to be an important feature of our operation. Many aspects of management<br />
61
and funding of the service, including income generation, need to be viewed in this wider<br />
context of market forces and financial sustainability.<br />
VISIONS<br />
Our visions for future service delivery in Museums and Heritage are:<br />
Where our heritage is recognised, enjoyed, appreciated and more accessible to<br />
local people.<br />
Where educational value is fully developed within our museums.<br />
Contributing to quality of life and economic development by attracting visitors<br />
and promoting inward investment.<br />
Working in partnership with others to promote and encourage participation, and<br />
develop new initiatives in new places.<br />
A centre for our significant industrial history collections, where links could be<br />
made to the Millennium Link project developments.<br />
62
STRATEGY ACTION : Museums and Heritage<br />
We have identified objectives for developing action to meet the Strategy Aims. These<br />
objectives have been created from our strategy visions. Some objectives will address more<br />
than one aim but have been listed under the aim which it will have the most significant impact<br />
on, equally some objectives are interrelated. A brief outline of potential action to take<br />
forward the objectives is included.<br />
Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
Our objectives are:<br />
1gg To rationalise and make best use of existing facilities to deliver cost effective<br />
services in the most appropriate location. Development of action will include a review<br />
of operational arrangements in local museums.<br />
1hh To pursue the provision of a Museum of Working Life through maximising the<br />
potential of the industrial heritage collection. We will prepare a feasibility study to help<br />
guide the development of this action and point to external funding opportunities.<br />
Detailed proposals would require to demonstrate innovative options for increasing<br />
access, links to existing tourism attractions and opportunities for learning.<br />
1ii To protect and interpret the historic environment. The area has eleven key sites of<br />
Roman heritage on Scotland's premier historic monument, the Antonine Wall, as well<br />
as the industrial legacy of the canals network. We will continue to work in partnership<br />
with other agencies such as Historic Scotland to further access, promotion and<br />
interpretation of heritage as well as ensure that statutory obligations such as the<br />
Council's Sites and Monuments Record are met.<br />
1jj To develop Callendar Park as a tourism resource. We will integrate the<br />
management and development of Callendar Park with cultural tourism attractions,<br />
particularly Callendar House as well as Callendar Woods and other strategic visitor<br />
destinations (see Parks objective 1c).<br />
Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE<br />
ACTIVITIES<br />
Our objectives are:<br />
2nn To plan the co-ordinated development of museums. There is a need to increase<br />
partnership working with other agencies to ensure the co-ordinated development of<br />
museums, heritage collections, visitor attractions and the wider heritage environment<br />
both in this area and in the context of central Scotland. We need to maximise the<br />
potential of industrial history particularly potential attractions such as the “Charlotte<br />
Dundas”, the world’s first working steamboat. This will be progressed through a<br />
partnership Heritage Strategy.<br />
2oo To prepare a development plan for local museums. We will review operational<br />
arrangements to ensure that they are able to contribute to wider tourism and economic<br />
regeneration initiatives. We will ensure effective partnership with other bodies.<br />
63
2pp To ensure our facilities perform effectively as visitor attractions. We will improve<br />
marketing and publicity as well as develop effective partnerships with tourism and<br />
economic development bodies. We will ensure, where appropriate, co-ordinated action<br />
with other facilities and visitor attractions, and will make best use of resources through<br />
a targeted approach.<br />
2qq To maximise the potential of our industrial history collections. The development<br />
of a Museum of Working Life (see 1hh) will focus on creating access to this nationally<br />
significant resource. Benefits would accrue through linking past, present and future<br />
industry, providing a stimulating learning experience.<br />
2rr To review our museum collections policy. We need to ensure that all collecting<br />
activities are sustainable and relevant to contemporary society. This is a core activity<br />
of a Museum service and space for storage and access to future collections requires to<br />
be planned for now.<br />
2ss To work with other visitor attractions to promote the area as a tourism<br />
destination. There are a number of visitor attractions in the area which are operated<br />
independently of <strong>Falkirk</strong> Council, most significantly the <strong>Falkirk</strong> Wheel (opening 2002)<br />
and the Scottish Railway Museum in Bo'ness. We will work with appropriate<br />
organisations to develop co-ordinated promotions.<br />
Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR<br />
YOUNG PEOPLE<br />
Our objectives are:<br />
3y To develop museum outreach, lifelong learning and social inclusion<br />
programmes. Action will be developed to promote opportunities for individuals and<br />
communities to develop creativity, improve self esteem and boost local pride. Whilst<br />
this action will be progressed to promote programmes for all, we will ensure that an<br />
emphasis is placed on meeting the needs of young people. We will make best use of<br />
information technology.<br />
3z To increase opportunities for involving schools in museum and heritage<br />
activities. We will increase partnership working between museums and the education<br />
service to develop relevant and accessible programmes which meet curriculum<br />
objectives. This will include the exploration of a museum membership scheme for<br />
schools and expansion of facilities for schools within Callendar House.<br />
3aa To deliver a museum service that makes best use of new technology. We will<br />
continue to explore opportunities to use innovative and interactive displays to interpret<br />
collections. We will increase access to learning and information through for example<br />
the Scottish Archive Network, local websites and the Public Library Network.<br />
64
PRIORITY ACTION : Museums and Heritage<br />
There is a need to prioritise action to make best use of resources. Some action will have<br />
greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to<br />
have greater resource implications. Realistic priority actions have been identified where<br />
action is most likely to be achievable, provide a focus for directing our resources to make a<br />
difference, and where concentrated action will deliver greatest benefit. However, we<br />
acknowledge the need to be flexible in our prioritisation to meet the ever changing external<br />
environment. Our action plan has been developed with a three-year timeframe and we will<br />
review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority<br />
actions.<br />
Priority Action Rationale<br />
8.1 Prepare feasibility study and brief<br />
for Working Life Museum.<br />
8.2 Prepare a Heritage Strategy<br />
including reference to industrial<br />
history.<br />
8.3 Prepare a development plan for<br />
local museums.<br />
8.4 Revisit existing marketing<br />
mechanisms to improve<br />
communication processes.<br />
8.5 Secure funding to develop<br />
outreach programmes into<br />
communities through progressing<br />
an application to the HLF (Heritage<br />
Lottery Fund).<br />
8.6 Create cultural lifelong learning<br />
activities targeted at schools and<br />
colleges through partnership<br />
across services and with other<br />
agencies.<br />
Improving access to our industrial heritage is a<br />
key issue to increase tourism development and<br />
improve learning and participation<br />
opportunities. It will require innovative<br />
solutions and significant external funding. A<br />
feasibility study will explore options.<br />
The model of partnership working through an<br />
Arts Strategy will be progressed for Heritage<br />
and Museums, with the objective of increasing<br />
participation through greater co-ordination of<br />
all available resources.<br />
Consultation identified that local heritage is<br />
valued by communities. The review will<br />
examine ways of developing both the heritage<br />
and learning opportunities in local communities<br />
within a Best Value context.<br />
Improving publicity identified as a key issue in<br />
consultation. We currently produce a range of<br />
marketing material and there is a need to<br />
ensure that it is reaching all targeted<br />
customers.<br />
Key action to meet aim of increasing<br />
participation, for which there is significant<br />
potential for external funding.<br />
This is a key action to engage more effectively<br />
with young people.<br />
65
67<br />
9. PRIORITY ACTION IMPLEMENTATION PLAN<br />
Priority actions for <strong>Culture</strong> and <strong>Leisure</strong> have been grouped under the Strategy Aims, many actions contribute to more than one aim but<br />
have been listed under the Aim which it will have the most immediate impact on. Some priority actions will lead to further implementation<br />
work however timescales indicated relate to the action as described.<br />
Strategy<br />
Reference<br />
Priority Action<br />
Strategy Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
1.1 (i) Undertake usage survey and consultation exercise for<br />
each core park as a basis for Parks Development Plans.<br />
(ii) Identify key priorities for development in each core<br />
park.<br />
2001/2002<br />
Timescales<br />
2002/2003 2003/2004<br />
1.2 Continue to deliver the initiative to provide dog waste bins<br />
in parks. x x x<br />
1.5 (i) Improve traffic management and car parking in<br />
Callendar Park.<br />
(ii) Prepare an integrated development plan for Callendar<br />
Park which identifies additional key priorities.<br />
2.1 (i) Complete cafeteria and visitor centre improvement at<br />
Muiravonside Country Park.<br />
(ii) Prepare a development plan for Muiravonside Country<br />
Park to determine future priorities and include a<br />
Woodland Management Plan.<br />
2.2 (i) Implement Phase 1 of Kinneil Woodland Management<br />
Plan.<br />
(ii) Explore partnership opportunities to prepare<br />
Woodland Management Plans for all countryside parks.<br />
(iii) Prepare a development plan for Kinneil Estate to link<br />
to the Woodland Management Plan and wider tourism<br />
developments.<br />
x<br />
x(i) x(i)<br />
x(i)<br />
x(ii)<br />
x(i)<br />
x(ii)<br />
Service Delivery Partners (lead service<br />
shown in bold where known)<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
Other Agencies<br />
Development Services<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
Other Agencies<br />
x(i) <strong>Community</strong> Services<br />
Development Services<br />
Other Agencies<br />
x(ii)<br />
x(iii)<br />
x(ii)<br />
<strong>Community</strong> Services<br />
Development Services<br />
Other Agencies
68<br />
Strategy<br />
Reference<br />
Priority Action<br />
Strategy Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
3.2 (i) Include play needs in survey and consultation exercise<br />
undertaken in core parks.<br />
(ii) Identify and develop key priorities for new play<br />
provision in core parks which are currently under<br />
provided.<br />
3.3 Undertake an annual programme of replacement of play<br />
equipment provision.<br />
3.5 Finalise and issue developer guidelines, relating to public<br />
open space and play provision, associated with new<br />
housing development.<br />
2001/2002<br />
Timescales<br />
2002/2003 2003/2004<br />
x(i)<br />
x(ii)<br />
x x x<br />
4.1 Progress phase 2 development of the Centre of<br />
Excellence through Sports Lottery funding bid. x x<br />
4.2 Continue to work in a multi-agency partnership to<br />
consider the feasibility of constructing a new <strong>Community</strong><br />
Stadium.<br />
4.6 Undertake an assessment of sports pitches (including<br />
schools) and pavilions to determine priorities for spend<br />
through a planned programme of work.<br />
6.2 (i) Develop and cost design brief for a new library in the<br />
Braes.<br />
(ii) Identify and secure suitable site.<br />
x<br />
x<br />
x x<br />
6.3 Improve physical access to Bonnybridge Library through<br />
costing and developing appropriate options. x<br />
6.4 Explore options to rationalise facility usage in Slamannan<br />
in partnership across Council services and with other<br />
agencies.<br />
x<br />
x x<br />
Service Delivery Partners (lead service<br />
shown in bold where known)<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
Development Services<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
<strong>Community</strong> Services<br />
Development Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Other Agencies<br />
Corporate and Commercial Services<br />
<strong>Community</strong> Services<br />
Education Services<br />
Development Services<br />
<strong>Community</strong> Services<br />
Development Services<br />
<strong>Community</strong> Services<br />
Development Services<br />
<strong>Community</strong> Services<br />
Education Services<br />
Other Agencies
69<br />
Strategy<br />
Timescales<br />
Reference Priority Action 2001/2002 2002/2003 2003/2004<br />
Strategy Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES<br />
7.2 Prepare development plans for <strong>Falkirk</strong>, Grangemouth and<br />
Bo'ness Town Halls to inform physical and programming<br />
improvement opportunities.<br />
7.3 Undertake a feasibility study for an Arts and Crafts Centre<br />
and Arts Workshop.<br />
8.1 Prepare feasibility study and brief for Working Life<br />
Museum.<br />
x x<br />
Strategy Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE ACTIVITIES<br />
1.3 Explore opportunities for partnership working and for<br />
external funding to support community development work<br />
in local parks.<br />
1.4 Undertake a review of all functions operating within our<br />
parks and explore potential for volunteer involvement.<br />
3.1 Establish a partnership group to develop and implement<br />
a Play Strategy for the <strong>Falkirk</strong> Council area.<br />
4.3 Complete the Sport and Physical Education Development<br />
Plan and progress pilot schemes in Denny and the Braes<br />
areas to integrate all sport and recreation provision.<br />
4.4 Explore options to develop a Healthy Living Campus<br />
centred on Bo'ness Recreation Centre, including<br />
programme and infrastructure development.<br />
4.5 Explore options to secure investment, possibly through<br />
private partnership, in health and fitness facilities for<br />
leisure centres.<br />
x<br />
x<br />
x x x<br />
x<br />
x x<br />
x<br />
x<br />
x x<br />
Service Delivery Partners (lead service<br />
shown in bold where known)<br />
<strong>Community</strong> Services<br />
<strong>Community</strong> Services<br />
Development Services<br />
<strong>Community</strong> Services<br />
Development Services<br />
<strong>Community</strong> Services<br />
Development Services<br />
Corporate and Commercial Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
Development Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Education Services<br />
Housing and Social Work Services<br />
Corporate and Commercial Services<br />
Development Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Education Services<br />
Development Services<br />
<strong>Community</strong> Services<br />
Housing and Social Work Services<br />
Education Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Development Services<br />
Private Sector
70<br />
Strategy<br />
Reference<br />
Priority Action<br />
2001/2002<br />
Timescales<br />
2002/2003 2003/2004<br />
Strategy Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE ACTIVITIES<br />
4.7 Complete a review of the leisure card and concessionary<br />
access scheme. x<br />
4.8 Prepare and implement a marketing plan for sport and<br />
recreation.<br />
x<br />
5.1 (i) Undertake an audit of current hall and centre<br />
management arrangements to identify a suitable<br />
x(i)<br />
preferably rural, pilot cluster scheme including reference<br />
to schools.<br />
(ii) Consult with voluntary management groups within the<br />
pilot cluster to clarify roles, expectations and training<br />
needs as a first step towards greater integration.<br />
x(ii) x(ii)<br />
5.2 Undertake a review of community transport arrangements<br />
to explore opportunities for more targeted and expanded<br />
usage of minibus provision to link rural communities to<br />
centralised facilities.<br />
x<br />
5.3 Explore links between halls / centres, the <strong>Community</strong><br />
Learning plans and Modernising Government action plan<br />
to identify and develop opportunities for increasing ICT<br />
provision.<br />
x<br />
6.1 (i) Implement broadband network as part of People's<br />
Network to provide free access to internet and learning<br />
opportunities at all libraries.<br />
(ii) Complete whole staff ICT training programme in order<br />
to support users in libraries.<br />
x x<br />
6.5 Review resource management policies in libraries to<br />
ensure collections are user focused. x<br />
Service Delivery Partners (lead service<br />
shown in bold where known)<br />
<strong>Community</strong> Services<br />
Housing and Social Work Services<br />
Finance Services<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
<strong>Community</strong> Services<br />
Education Services<br />
<strong>Community</strong> Services<br />
Development Services<br />
Housing & Social Work Services<br />
Corporate and Commercial Services<br />
<strong>Community</strong> Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
<strong>Community</strong> Services
71<br />
Strategy<br />
Reference<br />
Priority Action<br />
2001/2002<br />
Timescales<br />
2002/2003 2003/2004<br />
Strategy Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE ACTIVITIES<br />
7.1 Prepare and implement a partnership Arts Strategy.<br />
7.4 Establish a template for the delivery of public art<br />
initiatives to progress a project funding bid to the SAC. x<br />
8.2 Prepare a Heritage Strategy including reference to<br />
industrial history. x x<br />
x<br />
Service Delivery Partners (lead service<br />
shown in bold where known)<br />
<strong>Community</strong> Services<br />
Education Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Development Services<br />
<strong>Community</strong> Services<br />
Development Services<br />
Other Agencies<br />
8.3 Prepare a development plan for local museums. x <strong>Community</strong> Services<br />
8.4 Revisit existing museum marketing mechanisms to<br />
improve communication processes. x<br />
Strategy Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR YOUNG PEOPLE<br />
2.3 Undertake a partnership audit of all current arrangements<br />
for delivering environmental education initiatives, to<br />
assess opportunities for best practice.<br />
2.4 Explore opportunities to expand outdoor activities<br />
programme through increasing links between Outdoor<br />
Activities, <strong>Community</strong> Education and Education Services.<br />
x<br />
x<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
<strong>Community</strong> Services<br />
Education Services<br />
Development Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
Education Services
72<br />
Strategy<br />
Reference<br />
Priority Action<br />
2001/2002<br />
Timescales<br />
2002/2003 2003/2004<br />
Strategy Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR YOUNG PEOPLE<br />
3.4 Provide safe, properly located meeting places for<br />
teenagers in parks and open spaces. x<br />
5.4 Identify suitable designated areas within halls / centres<br />
for the development of dedicated youth provision. x x<br />
Service Delivery Partners (lead service<br />
shown in bold where known)<br />
<strong>Community</strong> Services<br />
Corporate and Commercial Services<br />
Housing and Social Work Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
6.6 Improve library layouts and signage. x x x <strong>Community</strong> Services<br />
7.5 Secure external funding for BIG IN FALKIRK through<br />
partnership funding bids and the preparation of a<br />
development plan to increase tourism potential.<br />
8.5 Secure funding to develop museum outreach<br />
programmes into communities through progressing an<br />
application to the HLF.<br />
8.6 Create cultural lifelong learning activities targeted at<br />
schools and colleges through partnership across services<br />
and with other agencies.<br />
x<br />
x<br />
x<br />
<strong>Community</strong> Services<br />
Other Agencies<br />
<strong>Community</strong> Services<br />
<strong>Community</strong> Services<br />
Education Services<br />
Other Agencies
Appendices<br />
73
FALKIRK COUNCIL STRATEGIES AND POLICIES<br />
Document Name<br />
75<br />
Appendix 1<br />
Access Strategy<br />
<strong>Community</strong> Learning Strategy<br />
<strong>Community</strong> Safety Policy<br />
Decentralisation Strategy<br />
Economic Development Strategy<br />
Environmental Strategy<br />
<strong>Falkirk</strong> Greenspace Initiative<br />
Local Biodiversity Action Plan<br />
Local Plans<br />
Local Transport Strategy<br />
Millennium Link Canal Corridor Development Framework<br />
Modernising Government Action Plan<br />
Social Inclusion Partnership<br />
Social Policy<br />
Strategic <strong>Community</strong> Plan<br />
Structure Plan<br />
Sustainable <strong>Falkirk</strong>, a strategy contributing to “Local Agenda 21” in the <strong>Falkirk</strong> Council area<br />
Town Centres Strategy<br />
Young People’s Strategy
ABBREVIATIONS USED<br />
Abbreviation Used Full Title<br />
CHD Coronary heart disease<br />
CoSLA Convention of Scottish Local Authorities<br />
CSCT Central Scotland Countryside <strong>Trust</strong><br />
CSDG Central Sport Development Group<br />
CSIS Central Scotland Institute of Sport<br />
FVHB Forth Valley Health Board<br />
GP General Practitioner<br />
HLF Heritage Lottery Fund<br />
ICT Information Communications Technology<br />
NOF New Opportunities Fund<br />
SAC Scottish Arts Council<br />
SIP Social Inclusion Partnership<br />
SNH Scottish Natural Heritage<br />
76<br />
Appendix 2
EXPLANATION OF TERMS USED<br />
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Appendix 3<br />
Area Forums were established to make Council services more accessible, promote external<br />
communications and involve the community in the business of the Council. A network of 6<br />
Area Forums operate in the <strong>Falkirk</strong> Council area (Bo’ness and Blackness, <strong>Falkirk</strong>,<br />
Grangemouth, Denny Bonnybridge and Banknock, Larbert and Stenhousemuir, and the<br />
Braes).<br />
Biodiversity is the variety of life on earth. It includes all living things and the variety of<br />
different habitats and systems they form.<br />
Central Scotland Forest is an ambitious environmental regeneration project transforming<br />
the landscape and quality of life in a huge swathe of Scotland’s belt between Edinburgh and<br />
Glasgow.<br />
<strong>Community</strong> Learning is where educational methods are used to develop skills, knowledge<br />
and capacity in community contexts.<br />
<strong>Community</strong> Planning is a process whereby Local Authorities, other agencies and<br />
communities come together to jointly determine shared priorities for their area.<br />
sportscotland’s Facilities Planning Model is a strategic planning tool which considers<br />
population trends, demographic structures, patterns of usage and accessibility to facilities. It<br />
takes into account likely localised trends for need and demand.<br />
Forest Enterprise: Land use managers of Forestry Commission land.<br />
Friends of Parks groups are established user groups of parks who have the potential to<br />
make an enormous contribution to the management of parks.<br />
Greenspace is a collective description of all the varied types of public external space. The<br />
elements of greenspace considered by the <strong>Culture</strong> and <strong>Leisure</strong> Strategy are Formal Parks,<br />
<strong>Community</strong> Countryside and Play Spaces.<br />
Healthy Living Network: The creation of a network of communities, public and voluntary<br />
sector agencies, and health professionals to promote good health in its broadest sense<br />
where health and positive, active lifestyles are the focus.<br />
A Hectare is a square measure of land, one hectare = 2.4 acres.<br />
The HLF (Heritage Lottery Fund) uses money raised by the National Lottery to improve the<br />
quality of life by safeguarding, enhancing and assisting people to appreciate and enjoy the<br />
heritage of buildings, objects and the environment.<br />
The Internet is an international computer network linking computers from educational<br />
institutes, government agencies, industry, etc.<br />
The Intranet is a private communications network created using World Wide Web software.
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Local Agenda 21 an international agreement to take action to safeguard the natural<br />
resources of the planet.<br />
Local Capital Grants Scheme: Scottish Executive administered grants scheme for<br />
<strong>Community</strong> Halls.<br />
The Millennium Link is a £78m project that seeks the restoration of Scotland's Lowland<br />
Canals network. Led by British Waterways it aims to open and link the Union Canal and the<br />
Forth and Clyde Canal enabling the passage of boats from Edinburgh to Glasgow through<br />
<strong>Falkirk</strong>. The key project for the <strong>Falkirk</strong> area is the <strong>Falkirk</strong> Wheel.<br />
Modernising Government Agenda. Modernising Government is a radical programme of<br />
change in the way the public sector delivers services and manages its internal processes;<br />
focusing on the delivery of modern (21 st Century Government), pro-active and customerfocused<br />
services.<br />
The National Cultural Strategy produced by the Scottish Executive identifies a wide range<br />
of complementary actions to take forward cultural development in all areas. Key<br />
development opportunities include promoting excellence in traditional areas, widening<br />
education programmes in and by national museums, galleries and other organisations, and<br />
maximising the potential of ICT to enhance and widen cultural participation and access.<br />
National Grid for Learning: Use of the Internet to support learning and teaching by<br />
connecting all education establishments, learning centres, libraries, the workplace and<br />
homes.<br />
New Library Network / Public Library Network: Initiative resulting from the “New Library:<br />
The Peoples Network” report commissioned by the government, which will enable public<br />
libraries to become linked through new technology.<br />
New <strong>Community</strong> Schools: A government initiative to modernise schools, raise attainment,<br />
promote social inclusion and meet the needs of individual children and their families.<br />
Bringing together under one roof a single team of professionals from a range of services<br />
through a partnership between local authorities, the Health service and others.<br />
NOF (New Opportunities Fund) distributes National Lottery money to health, education and<br />
environmental projects across the UK.<br />
The Peoples Network is a strand of NOF funding which is aimed at linking up every public<br />
library to the Internet, community web sites and the National Grid for Learning.<br />
Safer Routes to Schools: A Scottish Executive initiative established to get everyone<br />
involved in school travel by means of setting up safe and environmentally friendly routes for<br />
children to use to travel to school - encouraging children to walk, cycle or use public<br />
transport.<br />
Scottish Institute of Sport: A means of delivering quality services to talented athletes. It<br />
includes a network of area institutes which will enhance programmes for locally based<br />
developing athletes. <strong>Falkirk</strong> Council is a partner in the Central Area Institute of Sport, an<br />
arrangement that puts the needs of the athlete at the centre of service provision.<br />
Sports Lottery distributes National Lottery money through sportscotland.
ANE FOR A'<br />
<strong>Falkirk</strong> Council<br />
<strong>Community</strong> Services<br />
Kilns House, <strong>Falkirk</strong> FK1 5SA<br />
Tel: 01324 506170 Fax: 01324 506171<br />
www.falkirk.gov.uk<br />
If you would like a copy in community languages, braille, large print or audio-tape call the Women’s & Equal Opportunities Unit on 01324 506011.