Culture Leisure - Falkirk Community Trust

Culture and 

Leisure Strategy 

ANE FOR A' 

Falkirk Council

CULTURE AND LEISURE STRATEGY 

Contents 

FOREWORD ........................................................................................................... ( i ) 

SETTING THE SCENE .......................................................................................... 1 - 4 

OUR APPROACH ................................................................................................ 5 - 10 

GUIDING PRINCIPLES ...................................................................................... 11 - 12 

A STRATEGIC FRAMEWORK .......................................................................... 13 - 66 

Introduction ................................................................................................................ 13 

Parks ................................................................................................................... 14 - 20 

Community Countryside ..................................................................................... 21 - 28 

Play Services ...................................................................................................... 29 - 34 

Sport and Recreation .......................................................................................... 35 - 42 

Halls and Community Centres ............................................................................ 43 - 48 

Libraries .............................................................................................................. 49 - 54 

The Arts .............................................................................................................. 55 - 60 

Museums and Heritage ....................................................................................... 61 - 66 

PRIORITY ACTION IMPLEMENTATION PLAN ................................................ 67 - 72 

APPENDICES .................................................................................................... 73 - 78 

Falkirk Council Strategies and Policies ...................................................................... 75 

Abbreviations used in the Document ......................................................................... 76 

Explanation of Terms used in the Document ...................................................... 77 - 78 

Page

FOREWORD 

Welcome to our first Culture and Leisure Strategy, which was approved for publication in 

September 2001 following widespread consultation with our communities and partner 

organisations. 

Falkirk Council is committed to improving the quality of life for people living and working in 

our area. We recognise the potential which participation in culture and leisure activities 

has to influence the quality of life for everyone and see the development and 

implementation of this strategy as a means of encouraging and enabling more people to 

take part. 

However it is important to acknowledge that our strategy is a framework for development, 

not the end product and that we will continue to listen to your views and consult and 

involve a range of people in the implementation process. This document demonstrates 

our commitment to partnership working to secure the best possible opportunities for 

people in this area. 

Participating in culture and leisure is something that everyone can do and we welcome the 

challenge set by our communities to ensure this is as enjoyable, accessible and inclusive 

as possible. 

Councillor David Alexander 

Leader of the Council 

Falkirk Council 

( i )

SETTING THE SCENE 

WHAT IS CULTURE AND LEISURE? 

The Culture and Leisure Strategy encompasses a range of activities and services which are 

generally expected to be supported through Local Authorities. These include the arts, sport, 

parks and natural heritage, libraries, play, museums, built heritage, countryside recreation 

and voluntary clubs and societies. 

The strategy does not consider external provision in detail and is set out under the following 

eight main Council service areas: 

Parks 

Community Countryside 

Play Services 

Sport and Recreation 

Halls and Community Centres 

Libraries 

The Arts 

Museums and Heritage 

Although these services are considered separately in detail, our overall strategy direction 

views culture and leisure collectively and within the strategy there are many service areas 

which overlap and are co-dependent. All share common themes such as celebrating local 

cultural life, bringing out the best in people and enriching their lives. 

TOWARDS A CULTURE AND LEISURE STRATEGY 

Falkirk Council recognises the valuable role which participation in culture and leisure 

activities has to play in improving the quality of life for our citizens. Our consultative 

document, Towards a Culture and Leisure Strategy (January 2000), identifies a key role for 

Local Authorities in enabling and encouraging people to participate in these activities and 

suggests an approach where people are central to provision. In the document we set out 

how culture and leisure can contribute to wider policy agendas, most particularly health 

where it is recognised that good health is to do with the way we live, the quality of our life and 

our environment. 

The consultation document includes statements on the then current provision, outlining 

quantity, quality and public perceptions. Statements on potential benefits of services are 

also included. It demonstrates significant deficiencies in quality of infrastructure and that 

adequacy standards are often inflexible and do not always recognise local need. 

Considerable work has been undertaken to review facility provision using, for example, 

sportscotland’s Facilities Planning Model. As a result we know that in terms of quantity of 

provision we are well provided for, particularly most types of sports facilities and parks, 

however there are some deficiencies, notably libraries and play provision. 

Good quality facilities are needed to deliver services that are outward looking, accessible and 

relevant to all our citizens and it is recognised that a significant shift of focus will be required 

to achieve this. Central to the consultation document are a series of visions for future service 

provision and these provided the main focus for widespread consultation. 

1

CONSULTATION 

Falkirk Council consulted, during the course of the year 2000, with national agencies, local 

organisations and with our communities through local Area Forums. The consultation 

process revealed that our overall approach met national objectives and that communities 

care strongly about culture and leisure opportunities in their local area where there 

was a desire to see the quality of existing provision improved. We asked Area Forums "What 

do you think of the Council's provision across the whole area?" The most frequent 

responses to this question were: 

That quality varies across the area. 

Better use of all facilities is needed, including community use of schools. 

That major facilities are generally good if you can get to them, but they are 

overly centralised leading to transport problems in outlying areas. 

There is poor provision for young people. 

That publicity of existing culture and leisure activities could be much better. 

We also asked "What are the priorities in your area?" providing us with more detailed 

information. Whilst it is recognised that points raised may not reflect the views of everyone in 

the community, they provide useful direction to help determine action at a local level. A 

summary of key priorities is detailed below: 

Bo'ness and Blackness Area Forum 

Improvements to Bo'ness Recreation Centre. 

Foreshore and docks development. 

Tourism and heritage initiatives. 

Better use of Bo'ness Town Hall for arts activities. 

The Braes Area Forum 

A library for the Braes. 

More flexible use of facilities. 

Greater support for volunteers. 

Increased community access to schools. 

Better transport for outlying areas. 

Denny, Bonnybridge and Banknock Area Forum 


More arts activities in the community. 

Disabled access improvements to libraries. 

Improvements to community halls. 

Improvements to play areas. 

Better transport for outlying areas. 

Falkirk Area Forum 

Improvements to parks. 

More facilities for young people. 

Make better use of local heritage. 

Grangemouth Area Forum 

Collective development of Grangemouth Town Hall, Library and Museum. 

Footpaths and cycle-ways to the river Carron and canal network. 

Promotion of history and heritage (of Grangemouth). 

Improvements to Zetland Park. 

Improvements to community halls, especially for young people. 

2

Larbert and Stenhousemuir Area Forum 

Improvements to parks. 

Better play areas particularly for older children. 


Greater provision of and better use of community halls. 

Further summary of all consultation feedback is included within the relevant following 

chapters of this document. Whilst the consultation process has been valuable, we have not 

relied solely on this and mechanisms such as customer feedback and staff observations 

have also informed strategy development. 

STRATEGIC PLANNING 

The Culture and Leisure Strategy does not stand alone, it is supported by and supports a 

number of other Council policies and strategies. One of the most significant is the Strategic 

Community Plan (2000) which sets out a shared vision and priorities for the area for all the 

key agencies including the community, voluntary and private sectors. Priority themes within 

the plan are to: 

Increase jobs, income and enterprise for all our citizens. 

Stimulate working partnerships amongst agencies, organisations, citizens and 

communities. 

Tackle disadvantage and discrimination in all its forms. 

Enable our citizens to live healthily and safely. 

Create and sustain an environment in which people want to live, work and visit. 

The Culture and Leisure Strategy seeks to develop action in support of all these themes but 

most significantly the last two. It also provides direction for strategic planning through 

statutory local plan development and supports the implementation of the Structure Plan. 

The Structure Plan sets out overall policy in relation to maintaining and improving the quality 

and accessibility of open space and recreational facilities in land use terms. It sets out a 

framework for developer contributions and, within the context of avoiding loss of open space 

and facilities, permits rationalisation or loss of facilities where resources are released for 

community wide improvements to existing infrastructure. 

The main strategies and policies of Falkirk Council which impact on the Culture and Leisure 

Strategy are listed in Appendix 1. 

3

OUR APPROACH 

INTRODUCTION 

Within our consultation document we demonstrated the relevance and importance of culture 

and leisure to creating safe, healthy, prosperous, fulfilled and informed communities. As 

such, our approach to the strategy is fundamentally about people and the potential which 

participation in culture and leisure activities has to influence quality of life for everyone. In 

developing and taking forward the strategy we need to understand our customers, our 

potential customers and our communities as a whole. We presume that all of our citizens will 

at some point be engaged in our services, but we recognise that an ongoing action will be 

gathering more data to help shape our services and make them more relevant to people in 

our area. The following paragraphs set out some of what we currently know about people in 

this area in general terms. 

POPULATION FACTS 1 

The population of the Falkirk Council area is currently showing growth, which is 

against the national trend. The area's Structure Plan seeks to "promote 

sustainable growth in all our communities". The total population (1999 estimates) 

is 144,370 which can be broken down as follows: 

Age Group Male Female Total % 

0 - 14 13,659 13,042 26,701 18.5% 

15 - 29 13,513 13,308 26,821 18.6% 

30 - 44 17,031 17,311 34,342 23.8% 

45 - 64 17,118 17,955 35,073 24.3% 

65+ 8,839 12,594 21,433 14.8% 

Generally the population profile is typical of central Scotland. The child 

population appears to be changing little, although there has been a fall in the 

number of births since 1991. The number of people in the oldest age group 

continues to increase, however at 37% people aged under 30 make up a more 

significant proportion of the population. 

ABOUT CULTURE AND LEISURE 

Culture and leisure activities can impact on the lives of all our population from the 

provision of crèches, play areas and prenatal classes through activities in arts, 

sports and recreation to tea dances and rehabilitation exercise classes for 

example. Whilst the opportunities are available for all, not everyone 

participates and some sectors do not believe they are well provided for. 

1 Insight Information (June 2000) 

5

A Household Survey undertaken in 1998 in preparation of the area's Structure 

Plan asked about overall use of leisure facilities. The usage figures below, 

although indicative only, show that there is considerable potential for increased 

participation. 

50% 

40% 

30% 

20% 

10% 

0% 

Libraries Leisure 

Centres 

Overall Use of Culture & Leisure Facilities 

Parks Play Areas Town 

Halls 

6 

Callendar 

House 

Sports 

Pitches 

Schools as 

Leisure 

Facilities 

Whilst developing Falkirk Council’s Young People's Strategy (2000) we found that 

78% of young people feel that there is not enough for them to do. They feel 

that existing facilities provided do not fully meet their needs and find costs 

associated with entrance fees and travel to facilities to be prohibitive. 

Good quality, accessible public transport systems can help to encourage 

participation through increasing the accessibility of culture and leisure facilities. 

We need to ensure that everyone can have the opportunity to participate 

including our ethnic minority population and people affected by disability. Barriers 

to access are not always physical, people of working age affected by a disability 

are more likely to be unemployed for example. 

STRATEGY DIRECTION 

We need to commit resources to gathering relevant baseline data to 

help us plan on an ongoing basis. 

There is potential for everyone to participate, we need to develop 

services which meet customer expectation and are easy to access. 

We need to work with young people to create relevant accessible 

activities.

EMPLOYMENT FACTS 1 

Falkirk Council area has the 11 th highest unemployment rate of Scottish Local 

Authorities. Approximately 9.4% of the population are unemployed or on income 

support, slightly lower than the Scotland average of 10.3%. The underlying trend 

is that unemployment is beginning to rise. 

Unemployment is uneven with areas of significant deprivation, for example in 

Langlees, where unemployment is considerably above the Council average. 


Falkirk Council operate a leisure card to provide concessionary rates for a wide 

range of activities and services during off-peak periods. It is available to people 

aged 60+, ES40 cardholders, people on income support and students over 17 

years in full-time education. In the financial year 2000/2001 leisure card usage at 

the main leisure centres amounted to 5% of the total usage. 

The cost of activities alone may not be a barrier to access, for example an 

unemployed family can swim at the Mariner Centre FREE during off-peak times 

through using the leisure card system. Even without the leisure card a family of 4 

can swim for only £2.75 during off-peak times, which represents good value 

nationally. However the cost of public transport for that family if they travel from 

Langlees is £5.42 (Summer 2001). 

Culture and leisure particularly associated with the tourism industry has potential 

to generate employment. 50% of visits to Callendar House, for example, are 

consistently made up from tourists. The House and other facilities serve as an 

attraction to draw visitors and their associated spend to the area as a whole. 

Culture and leisure as an industry itself is a growth sector nationally and it is 

recognised that participation in sport and the arts can improve confidence and 

skills, leading to greater employability. 


We need to examine our charging and concessions policy to ensure 

it is targeted effectively. 

We need to enable greater use of local facilities to reduce the need to 

travel. 

We need to ensure that our services contribute to increasing learning 

and self-confidence of individuals. 

We need to ensure that culture and leisure contributes to the 

economic development of the tourism sector. 

1 Insight Information (June 2000) 

7

2 3 

HEALTH FACTS 

The 'premature' death rate for the Council area is above the Scottish average, for 

example death from strokes were 10.24% above the average in the late 1990s. 

The last census (1991) reported 13.5% of the population suffering a limiting longterm 

illness, with the overall Scotland figure being 12.9%. 

There are significant problems relating to obesity, and serious problems with 

alcohol, tobacco and substance misuse. Parts of the Falkirk area have higher 

levels of poor health than elsewhere in the FVHB (Forth Valley Health Board) 

area. 

At least 25% of the population are not regularly active. 


Our research shows a participation trend in recreation and regular exercise 

increasing mainly within professional people under 35 years only. 

Surveys at leisure centres indicate that daytime usage is following national 

trends. It is well below capacity in daytime particularly in neighbourhood sports 

centres but conversely, peak time demand for certain activities regularly exceeds 

availability. For example neighbourhood sports centres offering badminton, 

squash and facilities for a variety of activity classes show daytime midweek usage 

at only 15% of the total. This is despite applying reduced off-peak charges. 

Usage of community halls, which can offer accessible venues for leisure 

activities, is low. An average of 10 sessions, which include meetings, are held 

per week and 40% of halls are used 5 times or less per week. A fear of crime can 

inhibit the use of parks, some of our most socially accessible facilities. 

People who are affected by a permanent disability can obtain free access to 

swimming or other activity dependent on disability. This is administered through 

GP (General Practitioner) verification and is issued on a permanent basis. 

Falkirk Council operates a health pass scheme which enables people to access 

free swimming, for remedial purposes. Swimming is a good all-round, low impact 

form of exercise and we provide the pass under differing timeframes through GP 

verification. During the year 2000/2001 health pass usage (including disabled) at 

major leisure centres amounted to 0.71% of the total usage. 

Referral schemes for specific remedial exercise classes operate in partnership 

with health professionals for CHD (coronary heart disease) patients only. Figures 

above suggest that we need to expand this approach as well as increase levels of 

activity to help prevent disease occurring. 

2 Strategic Community Plan (2000) 

3 Forth Valley Health Board Lifestyle Survey (1996) 

8


We need to encourage healthy lifestyles through increased 

participation. 

We need to improve our marketing, publicity and image to reach all 

sectors and ensure our services are modern and customer focused. 

We need to offer relevant, accessible and targeted services which 

improve health, fitness and well-being. 

We need to make better use of and improve the quality and safety of 

existing facilities. 

9

GUIDING PRINCIPLES 

STRATEGY AIMS 

The Culture and Leisure Strategy sets out a vision for future service delivery and provides a 

framework to shape services over a number of years. It is therefore a starting point in an 

ongoing process which will involve further policy development and consultation linked to 

increased partnership working with our communities, other agencies and the voluntary 

sector. 

In reviewing our consultation document and the responses we received, three clear themes 

emerged across all distinct service areas, these are improving quality of existing provision, 

increasing participation and providing for young people. They have formed our Strategy 

Aims which are underpinned by the strategy direction outlined in preceding sections. 

STRATEGY AIMS 

1. To improve quality of and access to facilities. 

2. To increase levels of participation in culture and leisure activities. 

3. To provide stimulating and interesting opportunities for young 

people. 

RESOURCE PLANNING 

The Culture and Leisure Strategy is about making best use of existing resources through a 

planned approach which focuses on quality not quantity of provision. The strategy has been 

prepared against a background of diminishing resources, however there are significant 

funding implications, both capital and revenue, linked to meeting the strategy aims. This 

means we require to be flexible in our approach to resourcing, and make best use of a 

variety of mechanisms. These are: 

facility rationalisation 

asset realisation 

innovative funding packages 

partnership 

Facility Rationalisation 

Facility rationalisation will be pursued on a localised basis to ensure best use is made of 

buildings. Where services can be accommodated collectively with benefits for customers, 

this will be explored to reduce overheads. 

Asset Realisation 

Linking to the above will be asset realisation, with capital reinvestment in local facilities. A 

planned approach to disposal of assets, particularly pockets of greenspace, will require local 

consultation and agreement, and will be based on qualitative assessment, local planning 

considerations and site potential. Consultation told us that people feel strongly about 

11

greenspaces therefore benefits accruing through any disposal require to demonstrate clear 

links to reinvestment in greenspace. 

Innovative Funding Packages 

We require to link guidelines for developers relating to public open space, play and 

recreation provision, with wider community need. There is the potential for all developers to 

contribute to off-site provision and the preparation of a prioritised menu of realistic local 

requirements will help identify spend potential. External funding opportunities directly for 

culture and leisure are limited. Where opportunities exist funding is often targeted to meet 

specific national policy direction. Increasingly there is a requirement for community 

partnership or leadership as well as match funding. This requires us to be innovative in 

approach and clear links to national policies are essential as is making best use of our capital 

and revenue resources as leverage. 

Partnership 

Partnership not only with communities, but also other agencies, private and voluntary sectors 

brings additional skills and resources. This approach is important not only in terms of 

resource planning but also continuous service delivery improvement and policy development. 

POLICY DEVELOPMENT 

The Culture and Leisure Strategy sets out the overall policy framework and direction for 

future development in this area. However, more detailed policy direction and planning in 

some fields is required to enable us to determine need, access resources, prioritise detailed 

work and meet national objectives. Further policy will be developed through: 

Arts Strategy 

Heritage Strategy 

Play Strategy 

Park Development Plans 

Sport and Physical Education Development Plan 


We need to recognise that achieving change and redirection will not 

be easy and will require choices to be made. 

We need to demonstrate clear links to national policies to be 

successful in obtaining external funding. 

We need to empower and support our communities in active 

partnership to resource improvements. 

We need to continue to develop partnerships with other agencies, 

and the private and voluntary sectors. 

We need to be flexible in our prioritisation of action to meet ever 

changing external funding opportunities. 

We need prioritised menus of realistic local requirements to inform 

development planning. 

12

A STRATEGIC FRAMEWORK FOR CULTURE AND LEISURE 

This section sets out a framework for future development under each of the main culture and 

leisure areas. It sets the context, outlines consultation key points, the vision for future 

development, key aims and objectives for development and priority action to commence the 

implementation process. 

13

1. A STRATEGIC FRAMEWORK FOR PARKS 

INTRODUCTION 

There are 91 parks (410 hectares), excluding countryside parks, in the Falkirk Council area, 

which represents a high level of provision. These make up some of the most publicly 

accessible greenspace within the urban and village envelope. Towards a Culture and 

Leisure Strategy identified a three-tier level of parks provision; strategic, core and local. 

Strategic parks have a significant role as visitor attractions, core parks provide a facility on an 

area wide basis (aligned to Area Forums) and local parks are a resource for their immediate 

neighbourhoods. 

CONSULTATION 

Consultation undertaken as part of the development of the strategy tells us that: 

A concentration of resources to noticeably improve one or two parks in each 

area is supported. 

Parks are particularly valued by our more urban communities. 

People who live near local parks do not wish to see them decline further. 

Vandalism and dog fouling are key issues and these need to be addressed as 

part of an improvement package. 

The disposal of any areas of greenspace needs to be clearly linked to parks or 

greenspace benefits and this approach is supported by SNH (Scottish Natural 

Heritage) and CSCT (Central Scotland Countryside Trust). 

People wish to see improvements in parks that concentrate on increasing the 

range of activities available, particularly play. 

The management of parks to contribute to the protection of the environment 

and conservation of local biodiversity is supported. 

CONTEXT 

Parks are some of the most accessible and socially inclusive facilities available and they are 

particularly valued for this as well as environmental reasons. Recent consultation, for 

Sustainable Falkirk – a strategy contributing to “Local Agenda 21” in the Falkirk Council area, 

has identified that the image and physical attractiveness of the local area is a key concern for 

the community. It is acknowledged that, whilst we have a considerable quantity of parks and 

open spaces, many of these are in need of development and that improvement will be 

resource intensive. Although our consultation revealed that people want to see a wide range 

of activities available in parks, many are in need of basic fabric and infrastructure 

improvements, such as replanting, to ensure their sustainability in the longer term. Capital 

investment is required to maintain a basic quality standard therefore significant 

improvements will require a strategic approach both to sourcing necessary funds and 

planning improvement work. Within the framework of the Structure Plan benefits accruing 

through any disposal of greenspace would be prioritised for reinvestment in parks, however 

this will be determined in partnership with local communities to ensure usage which best 

meets overall community need. 

14

The control of dog fouling continues to be a key issue, identified through the Council's 

Customer Satisfaction Survey (2000) as well as the Culture and Leisure Strategy 

consultation. We have installed dog waste bins in key locations over the past 18 months 

which, along with the provision of free poop scoops, has gone some way towards reducing 

the problem. However, the issue stems from irresponsible dog owners and the provision of 

bins will not solve the problem entirely. 

Research 4 indicates that of the 30% of people who use parks only 2% use local parks and 

Callendar Park is used the most. The majority of respondents would prefer to see the 

Council improve parks in local areas rather than concentrate on Callendar Park. 

Respondents to the survey were prepared to walk quite far to reach a park, highlighting their 

importance in promoting exercise and providing pedestrian routes. The survey results 

appear to identify the need to improve quality of parks in our local areas and the approach of 

concentrating on seven core parks for immediate investment reflects this. However we do 

need to continue to invest in Callendar Park to maintain its position as a strategic tourism 

resource and retain its importance to the local community. 

Whilst consultation told us that there is support for core parks within each Area Forum 

boundary being targeted for improvement, people who live near local parks also told us that 

they do not wish these to decline. One of the most significant challenges we face is enabling 

long-term community involvement and participation in planning, design, management and 

maintenance, particularly of local parks. We need to find ways of assisting and enabling 

community groups to access funds which are not available to us, and to take an active role in 

improvement work. This will not be easy, many local people have unrealistic expectations 

and want Local Authorities alone to do something to solve problems in their local park. We 

will require to provide an effective co-ordinating and leadership role to maintain momentum 

and develop partnership opportunities. It will mean a significant shift in the way we deliver 

our services, requiring new skills, and integration across services and with other agencies. 

VISIONS 

Our visions for future service delivery in Parks are: 

Parks which provide the setting for people to participate in all the opportunities 

which culture and leisure have to offer. 

Callendar Park as a strategic visitor attraction, integrated with other tourism 

destinations and providing a venue of national significance. 

Major parks in key locations forming a core provision and providing the main 

focus for immediate investment. 

Local parks as valued community resources where local people plan 

development. 

Community involvement on a long-term basis through Friends of Parks groups 

capable of reflecting the needs and aspirations of local communities and 

determining park development. 

A Parks Ranger Service making best use of volunteers and staff within parks to 

help combat vandalism and create a safe environment for all. 

Parks which make a positive environmental contribution, promote biodiversity 

and enhance the image of the Falkirk Council area. 

4 Structure Plan Household Survey (1998) 

15

STRATEGY ACTION : Parks 

We have identified objectives for developing action to meet the Strategy Aims. These 

objectives have been created from our strategy visions. Some objectives will address more 

than one aim but have been listed under the aim which it will have the most significant impact 

on, equally some objectives are interrelated. A brief outline of potential action to take 

forward the objectives is included. 

Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES 

Our objectives are: 

1a To improve core parks in areas geographically aligned to Area Forums. Core parks 

will provide a focus for capital resources. These are: 

Douglas Park, Bo'ness Zetland Park, Grangemouth 

Herbertshire Castle Park, Denny Crownest Park, Larbert/Stenhousemuir 

Duncan Stewart Park, Bonnybridge Gray Buchanan Park, Polmont 

Dollar Park, Falkirk 

Through the objective to produce development plans for parks we will establish key 

development priorities for each park. Callendar Park will also form a core park 

provision for the Falkirk area. 

1b To produce Parks Development Plans for our core and strategic parks. We will 

plan the sustainable development of parks to link to external funding opportunities. 

Plans will be based on detailed qualitative assessments, surveys of usage patterns and 

local consultation. The nature of parks usage is such that we have limited baseline 

data. Little is known about how people currently use individual parks and in what 

numbers. Action to improve our knowledge will be the first step. Plans will be 

developed to include lifelong maintenance and management plans. 

1c To develop Callendar Park as a tourism resource as well as retain its importance 

to the local community. We will integrate the management and development of 

Callendar Park with cultural tourism attractions, Callendar Woods and other strategic 

visitor destinations. We will produce a Parks Development Plan that includes the 

objectives of improving visitor experience, creating infrastructure for major events, 

creating linkages to other visitor attractions and promoting creative design. 

Improvements to traffic management and car parking are a priority. 

1d To protect historic and sensitive landscapes. Callendar Park consists of a 

recognised historic landscape and development will require to enhance this, while also 

meeting the requirements of a 21 st century visitor attraction. Ecologically sensitive 

landscapes will be conserved and, where necessary, protected from inappropriate use. 

1e To promote biodiversity through developing variable maintenance regimes. A pilot 

biodiversity parks initiative is being pursued through the Local Biodiversity Action Plan. 

Any financial savings are reinvested in the park and biodiversity improvements 

monitored. Best practice will be identified and applied to other suitable parks. Parks 

Development Plans will explore opportunities for biodiversity action. 

1f To continue to develop dog control measures. We will continue to provide dog 

waste bins in parks. Evaluation of current arrangements will determine development 

which will be linked to education and enforcement programmes. We will work with 

Central Scotland Police to establish enforcement mechanisms. 

16

1g To encourage new housing developers to contribute to public open space and 

recreation opportunities. There is a need to ensure that open space, as part of new 

development, is complementary to existing parks provision. We will issue guidelines to 

developers relating to public open space and play provision. This will encourage 

appropriate environments, links to existing provision and address maintenance and 

adoption issues. Where appropriate, provision associated with new development will 

be enabled off-site. 

Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE 

ACTIVITIES 


2a To involve local communities in planning the development and maintenance of 

parks. The management of parks is one of the few leisure industries where we have 

little direct contact with our customers. We will address this issue through establishing 

Friends of Parks Groups and will make best use of community funding initiatives to 

help create ownership of action. We will prioritise action in local parks which are most 

likely to meet new directions in community funding initiatives. We will work with 

communities and other partners to encourage a range of relevant activities in local 

parks using a menu of key elements for local parks as a starting point for dialogue. 

2b To encourage activities in parks that support healthy living. Programmes in parks 

which involve activities such as gardening can accrue therapeutic benefits for 

individuals as well as promote community ownership. Benefits also accrue through 

walking, jogging and active play sessions for example. These will be pursued through 

“Healthy Living Networks”. 

2c To promote a comprehensive events programme. We will promote events in parks 

which involve people taking part in a range of recreation and learning activities. We will 

explore opportunities for increased partnership working to help deliver this action. We 

will encourage appropriate private sector promotions which will contribute to income 

generation. 

2d To promote innovative design. Parks Development Plans will consider creative 

design solutions and public art to promote, where appropriate, parks which reflect 21 st 

century lifestyles, attracting new users and enhancing the area's image. 

2e To reduce vandalism and antisocial behaviour in parks. We will increase 

partnership work with Central Scotland Police and local communities to plan the 

development and maintenance of all parks, helping to pinpoint problems, create greater 

sense of ownership and encourage more people to use parks safely. We will 

encourage best use of all local facilities to provide stimulating and relevant activities as 

alternatives to antisocial behaviour. 

2f To explore the development of a Parks Ranger Service to encourage safer use of 

parks. A dedicated Parks Ranger Service does not exist currently and would require 

considerable additional resources. There are a number of Council services operating 

in parks, these include maintenance staff, dog wardens, playground inspectors and 

seasonal leisure attendants. We will review how these services operate to ensure coordination, 

determine gaps, and identify opportunities for greater integration of service 

delivery. We will also explore the potential for volunteer involvement. 

17

2g To promote access improvements in parks. We will examine opportunities to 

promote pedestrian and cycle routes through parks with linkages to a wider network of 

paths, particularly in urban areas. We will encourage improvements which promote 

access for disabled and less ambulant users. This objective will be pursued through 

Parks Development Plans and the Council’s Access Strategy (2001). 

Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR 

YOUNG PEOPLE 


3a To include the needs of young people and teenagers in parks. Whilst children use 

parks for play, many teenagers like to continue to meet and socialise in parks. They 

often gather in play areas to the exclusion of children which can lead to inappropriate 

use of equipment or vandalism. We seek to encourage teenagers to make appropriate 

use of parks by providing safe, properly located meeting places which can serve as a 

point of contact with youth workers and community police officers. These would mainly 

be located in local parks or areas of public open space and with the support of local 

communities. 

3b To provide a range of activities in core and strategic parks. Despite competition 

from many other leisure activities, visiting a park still provides a popular family outing. 

By concentrating our resources on core and strategic parks we aim to provide the 

quality and range of provision necessary to attract families, this includes good quality 

play provision along with a choice of other activities. In developing plans for core parks 

a menu of key elements will be used as a basis for consultation. 

3c To continue to support a range of community events in parks. Parks provide a 

venue for many community activities such as gala days. These are particularly 

significant for young people and we will continue to support well managed events. 

18

PRIORITY ACTION : Parks 

There is a need to prioritise action to make best use of resources. Some action will have 

greater impact on meeting the Strategy Aims and Objectives, equally such action is likely to 

have greater resource implications. Realistic priority actions have been identified where 

action is most likely to be achievable, provide a focus for directing our resources to make a 

difference, and where concentrated action will deliver greatest benefit. However, we 

acknowledge the need to be flexible in our prioritisation to meet the ever changing external 

environment. Our action plan has been developed with a three-year timeframe and we will 

review it on an annual basis. Section 9 outlines an Action Implementation Plan for priority 

actions. 

Priority Action Rationale 

1.1 Undertake improvements to core 

parks: 

(i) Undertake usage survey and 

consultation exercise for each core 

park as a basis for Parks 

Development Plans. 

(ii) Identify key priorities for 

development in each core park. 

1.2 Continue to deliver the initiative to 

provide dog waste bins in parks. 

1.3 Explore opportunities for 

partnership working and for 

external funding to support 

community development work in 

local parks. 

1.4 Undertake a review of all functions 

operating within our parks and 

explore potential for volunteer 

involvement. 

1.5 Improvement in Callendar Park: 

(i) Traffic management and car 

parking improvement. 

(ii) Identify additional key priorities 

through integrated development 

plan. 

Improvements to parks is a priority in many 

Area Forum areas. Action is required to 

improve our customer knowledge. Will involve 

communities in determining future priorities 

and will meet objective to produce 

development plans for core parks. Will 

determine priorities for capital expenditure and 

meet objective to improve core parks. 

Meets high customer expectations and is a key 

area of concern. Will meet objective to 

continue to develop dog control measures and 

is a key action to improve quality of parks. 

The successful involvement of local 

communities in planning the development of 

local parks will be influenced by the level of 

support available. Currently this expertise is 

not available within parks development 

resources. Action is required to enable people 

in this area to make the most of funding 

initiatives and improve the quality of their local 

environment. 

A best value approach to the objective to 

explore the development of a Parks Ranger 

Service. Meets high customer expectation to 

encourage the safer usage of parks; potential 

to increase use and participation as well as 

quality of parks. 

Will improve visitor experience, infrastructure 

for major events, and amenities for local 

residents. Will contribute to meeting objective 

to develop Callendar Park as a tourism 

resource, increase potential for repeat visits 

and usage of the park and improve safety 

within the park. The issue of traffic is a priority 

identified by local people. 

19

2. A STRATEGIC FRAMEWORK FOR COMMUNITY COUNTRYSIDE 

INTRODUCTION 

Community countryside consists of publicly accessible spaces within a rural or urban fringe 

setting, which are managed to promote environmental and outdoor recreational benefits. 

Falkirk Council has a designated country park, Muiravonside Country Park, which is rurally 

located adjacent to the Union Canal. There are also several urban fringe countryside parks 

and woodland along with nature conservation areas, wildlife sites, footpaths and canal 

towpaths, these all make up community countryside. 

Community countryside is supported by two Countryside Rangers and through a Countryside 

Access Officer. Countryside parks make up a considerable element of Falkirk Council’s land 

assets (409 hectares). There are also other areas of countryside which are not recognised 

as parks or have formal access arrangements but which provide much used informal 

community resources. 

CONSULTATION 


The Millennium Link project will provide positive benefits by creating a green 

corridor of open space. 

The Central Scotland Forest contributes to culture and leisure in the area. 

The lack of access to countryside is keenly felt in Grangemouth. 

SNH support the promotion of Muiravonside Country Park as a significant 

tourism resource, as do the local community. 

Any commercial development in countryside parks must be sensitive to their 

natural heritage interest. 

More Countryside Ranger outreach work in communities would be welcomed. 

The education and recreation benefits are valued by people and more should be 

done to develop this. 

CONTEXT 

Community countryside has two distinct aspects; the management and conservation of the 

natural heritage in our countryside spaces, and the promotion of environmental education 

and outdoor recreation. 

Countryside parks are key elements within the wider community countryside (see diagram 

i ). The Council's Access Strategy promotes linkages between all these elements and 

therefore has an important role to play in promoting outdoor recreation via a network of safe 

accessible paths. A key element in forming linkages are canals which also provide a focus 

for tourism and are a significant part of the area’s industrial heritage. Muiravonside Country 

Park is at the heart of a much wider network of accessible countryside and forms a focal 

point for people to participate in outdoor recreation. 

21

Country 

Park 

Countryside 

Parks 

Footpaths and 

Canal Network 

Falkirk Greenspace 

Central Scotland Forest 

Diagram i Hierarchy of countryside provision within Falkirk Council area. 

Countryside parks share many of the same issues as other parks but with the addition of 

greater potential conflict between their natural heritage and recreational or commercial 

usage. A sensitive approach is required along with the need for effective management 

planning. Countryside parks provide good recreation opportunities, however we need to 

capitalise on this opportunity by refocusing and targeting outdoor recreation programmes to 

meet wider social inclusion objectives and make better use of local countryside provision. 

Environmental education is important and work undertaken in developing Sustainable 

Falkirk, a strategy contributing to "Local Agenda 21" in the Falkirk Council area, has 

identified the need to raise awareness of local and global issues as a priority. It will require 

an integrated and partnership approach involving a number of agencies in this field to 

achieve the best results. Such an approach will also require co-ordination of service delivery 

within countryside parks and partnership arrangements to develop infrastructure and 

education programmes to ensure these parks become a key resource for environmental 

awareness raising. 

Improved access to countryside was a priority in consultation with people in Grangemouth 

where there are a number of physical barriers to the wider countryside. Access Strategy 

consultation will be undertaken in Grangemouth in 2002 and will consider both urban and 

rural infrastructure links. 

22

VISIONS 

Our visions for future service delivery in Community Countryside are: 

All people having the opportunity to enjoy a countryside environment. 

Countryside recreation and learning opportunities which are balanced with the 

management and conservation of habitats and wildlife. 

Environmental education and appreciation being integral to the countryside 

recreation experience. 

Countryside and natural heritage which is recognised, valued and respected by 

all citizens. Community involvement in bringing the countryside to town through 

biodiversity initiatives in local parks. 

Commercial opportunities within Muiravonside Country Park linked to 

developments on the Union Canal. 

23

STRATEGY ACTION : Community Countryside 








1h To develop and improve Muiravonside Country Park as a tourism resource as 

well as retain its importance for the local community. A development plan which 

ensures that long-term environmental benefits are accrued as well as addressing visitor 

needs and opportunities, such as improved links to the canal network, will be prepared. 

This will include lifelong maintenance and management plans. Plans will be developed 

in consultation and partnership with other agencies, particularly SNH and CSCT. 

Commercial development through partnership, such as catering, will be explored to 

raise funds for reinvestment within the park. 

1i To improve countryside parks as local environmental resources. 

Kinneil Estate, Bo’ness 

South Bantaskine Estate, Falkirk 

Westquarter Glen 

Polmont Woods 

These urban fringe countryside parks are directly managed by Falkirk Council and will 

form a main focus for improvement of existing community countryside. They are each 

significantly different in character requiring to be considered individually. However 

development will be prioritised where added tourism value can be achieved. There is 

potential for this at Kinneil Estate and South Bantaskine Estate. 

1j To produce development plans for countryside parks. We will plan the sustainable 

development of all countryside parks to link to external funding opportunities. 

Opportunities for environmentally appropriate development to generate funding would 

be considered. Plans will focus on encouraging informal recreation, creating links to 

the wider greenspace, enhancing and conserving biodiversity, protecting historic 

landscapes, and increasing access and environmental learning opportunities. Plans 

will be developed in consultation with local people and relevant agencies, and will 

include lifelong maintenance and management plans. 

1k To promote biodiversity. Community countryside often provides reservoirs for wildlife 

in rural areas. We will ensure our countryside parks contribute to the Local Biodiversity 

Action Plan (under development). See also Parks objective 1e. 

24

1l To support the development of access to community countryside through the 

Central Scotland Forest. We will support partnership initiatives to increase access to 

community countryside and create community involvement. An example of such an 

initiative is at Callendar Woods where Forest Enterprise has established Community 

Woodland in partnership with other agencies and local people. However there is an 

issue in relation to long-term maintenance of community woodland particularly where 

communities or other agencies may expect Falkirk Council to take this over once 

funding initiatives end. Action to explore mechanisms to create robust exit strategies is 

required. 


ACTIVITIES 


2h To involve local people in planning the development and maintenance of 

countryside parks. Existing voluntary sector and community interest groups provide a 

good basis for involvement. Opportunities for community partnership to access funding 

will be encouraged. 

2i To improve learning opportunities within community countryside. Improved 

interpretation within countryside parks and environmental art initiatives will be pursued 

to provide greater learning benefits. 

2j To continue to develop Falkirk Council’s Access Strategy to link significant 

greenspaces. Walking is a particularly beneficial form of exercise, along with cycling 

and horseriding, and the creation of paths to encourage these where appropriate will 

be an objective of our Countryside Parks Development Plans. We will ensure 

wherever possible that the paths network links to built leisure provision. The promotion 

of paths will also be pursued through “Healthy Living Networks”. 

2k To develop programmes of outdoor recreation activities that are socially 

inclusive and make best use of local resources. The participation in organised 

outdoor activities by people from more socially excluded groups, such as ethnic 

minorities or unemployed people, is limited. We will redirect outdoor activity 

programmes at target groups to increase the opportunity for individuals to benefit from 

experiencing new activities and learning new skills. There is also a need to encourage 

responsible use of community countryside and this will be integral to all activities. 


YOUNG PEOPLE 


3d To increase opportunities for environmental education. Much good work has been 

established in environmental education. We will develop greater partnership working to 

increase the learning opportunities available. There continues to be a high demand for 

this service for example within communities and through after schools activities as well 

as associated with the curriculum. This places pressure on the Countryside Ranger 

Service and we will explore opportunities to expand and make best use of partnership 

working. 

25

3e To improve environmental education facilities. A development plan objective for 

Muiravonside Country Park will be the provision of improved environmental education 

facilities. There is potential for conversion of existing buildings to achieve this and to 

include an outdoor activities base. This objective supports the objective to increase 

opportunities for environmental education. 

3f To include the needs of young people in our Countryside Parks Development 

Plans. A development plan objective for Muiravonside Country Park will be the 

provision of quality adventure play facilities. 

3g To provide outdoor recreation activities for young people. A redirection of current 

provision to develop activities specifically for young people will be linked to NOF (New 

Opportunities Fund) funding. 

26

PRIORITY ACTION : Community Countryside 









actions. 


2.1 Improvement at Muiravonside 

Country Park: 

(i) Complete cafeteria and visitor 

centre improvement. 

(ii) Prepare a development plan to 

determine future priorities and 

include a Woodland Management 

Plan. 

2.2 Improvements in countryside 

parks: 

(i) Implement Phase 1 of Kinneil 

Woodland Management Plan 

(ii) Explore partnership 

opportunities to prepare Woodland 

Management Plans for all 

countryside parks. 

(iii) Prepare a development plan for 

Kinneil Estate to link to the 

Woodland Management Plan and 

wider tourism developments. 

2.3 Undertake a partnership audit of all 

current arrangements for delivering 

environmental education initiatives, 

to assess opportunities for best 

practice. 

2.4 Explore opportunities to expand 

outdoor activities programme 

through increasing links between 

Outdoor Activities, Community 

Education Services and Education 

Services. 

There are high levels of customer demand for 

this service which is often provided in similar 

parks. Will contribute to meeting objective of 

developing Muiravonside Country Park as a 

tourism resource and improve the quality of 

facilities. A development plan will link to 

potential lottery funding. 

There is a need to ensure that woodland is 

planned and managed for the longer term. 

Countryside parks consist largely of woodland 

therefore specialist plans for the management 

of this resource will be a priority. Once this is 

complete development plans for parks will be 

progressed. Kinneil Estate is prioritised to link 

to wider tourism and regeneration initiatives in 

Bo’ness. Tourism development was identified 

as a key priority at Bo’ness Area Forum. 

There is a high demand for environmental 

education services. Resources are limited, 

and located within several organisations and 

agencies. This action seeks a Best Value 

approach through more co-ordinated working 

practices. Will contribute to increasing 

opportunities for participation, particularly for 

young people. 

The use of outdoor activities to support direct 

intervention techniques is well documented. 

This action will help address the lack of 

activities for excluded young people and build 

community capacity. 

27

3. A STRATEGIC FRAMEWORK FOR PLAY SERVICES 

INTRODUCTION 

Play consists of two distinct elements: equipped areas for outdoor play and organised play 

schemes or play activities known as play development. Collectively we refer to these as play 

services. Falkirk Council has 146 equipped areas for outdoor play which is less than 

traditional standards would advocate. However numerical standards do not consider 

development type or recognise need. The provision of an equipped play area in itself is not a 

guarantee of a standard, many play areas are in poor condition, in the wrong location or have 

few pieces of equipment. There is also a third, less tangible aspect to play; informal play. 

CONSULTATION 


A good safe play provision in parks and open spaces is a priority for 

communities. 

Play areas should provide more for toddlers and disabled children. 

Play should also be about informal spaces to meet, especially for teenagers. 

Play activities and crèche facilities for pre-school children are particularly 

important. 

More opportunities should be created for play activities and after school play 

provision should be supported and enhanced. 

There is strong support from play professionals and young people to work with 

us to prepare a Play Strategy for the area. 

CONTEXT 

We acknowledge that many of our equipped play areas are in need of significant investment 

and there is expectation that this will be achieved. Such improvement will require 

considerable capital input and will require best use to be made of existing provision. Our 

capital resources will not meet significant increases in numbers of equipped play areas. 

Equally there is a desire for more play development activities for children and a more child 

focused approach to delivering all our services. Our consultation confirmed that play 

development through organised activities is seen as important and the value of this is 

recognised. Essentially we believe that play means more than equipment. 

Physical provision of outdoor play can consist of many elements, not just play equipment. 

Joseph Rowntree Foundation research (1997) identified that there is a need to "provide a 

safe and interesting environment for play, not just a safe place to play", such as: 

A footpath network linking residential streets and schools, shops and bus 

routes. 

Traffic calming measures to limit car speeds to 10 mph. 

Public open spaces incorporating play equipment, trees, wild areas and flat 

grassy areas for ball games, linked to the footpath network. 

Flat surfaces for sporting activity. 

Places for teenagers to 'hang out' without appearing threatening to passers by. 

29

This means that the whole urban environment can provide a facility for informal play. The 

traditional approach to play of just providing small areas of fixed play equipment is not 

sustainable in financial terms, nor is it necessarily the most appropriate approach. 

A balance between the provision of fixed outdoor play equipment, informal play spaces and 

play development work is required to achieve the maximum benefit to all children. This will 

require greater co-ordination between play providers and to include initiatives such as Safer 

Routes to Schools and involve services such as parks and recreation, housing, education 

and development planning. Overall we need to strive towards a child centred approach 

towards the design not only of our play services but also of all our services. 

VISIONS 

Our vision for future Play Services is of play being about more than equipment: 

Play offered in communities through a mix of informal play spaces, equipped 

play areas in local parks, play activities or support for the voluntary sector, all 

as determined by local people. 

Exciting and stimulating play areas created in major parks throughout the area, 

providing for a wide range of ages. 

Providing play in after schools clubs and at appropriate times within the school 

curriculum. 

Play activities combined with sports, arts and other cultural activities where all 

children have the opportunity to benefit. 

Consultation with children and young people, parents and the wider community 

to reflect all their needs and aspirations. 

30

STRATEGY ACTION : Play Services 


objectives have been created from our strategy visions. All objectives will address Aim 3 but 

have been listed under the aim which they will have the most significant impact on, equally 

many objectives are interrelated. A brief outline of potential action to take forward the 

objectives is included. 



1m To develop good quality play areas in key locations. We will make best use of 

existing provision to provide the safest options. We will concentrate on improvement 

associated with core parks forming a network of area playgrounds. These will form the 

primary focus for major capital expenditure on new provision. We will work to a 

minimum standard for an area playground which will include for toddlers and disabled 

children. We will explore opportunities to develop an adventure play provision in 

Muiravonside Country Park 

1n To improve play equipment provision in local areas. We will continue to maintain 

safety standards in current play equipment provision. Improvements to existing 

provision will be implemented through a programme of capital investment, combined 

with any developer contributions. Guidelines will be issued to developers to enable 

play provision associated with new development to be provided off-site in appropriate 

circumstances. 

1o To identify the needs and priorities of local communities. We will work with 

communities to produce a prioritised menu of realistic local requirements to inform 

resource planning processes. This will consider recreation requirements, play services 

and public open space. For play the focus will be on the options of informal play, 

equipped play in local parks, play activities or support for the voluntary sector. 

1p To encourage new housing developers to contribute to play provision. We will 

issue guidelines to developers relating to public open space and play provision. This 

will encourage the provision of appropriate environments for informal play as well as 

enable contribution to off-site provision particularly associated with smaller 

developments. 


ACTIVITIES 


2l To plan the co-ordinated development of play. We will lead the development of a 

Play Strategy for the Falkirk Council area. This will take a holistic approach to 

developing play services, integrating play into the wider environment and working with 

partners including young people, and the voluntary sector. We will ensure that our Play 

Strategy helps to promote child friendly practices throughout our services. 

2m To provide play through a range of activities. We will continue to provide play 

through after-schools activities, holiday programmes and through the curriculum. This 

action will be developed further through our Play Strategy. 

31

2n To explore the development of a Parks Ranger Service to encourage safer use of 

parks (see Parks objective 2f). We will ensure that as action is developed any 

available resources will be targeted towards play areas. 


YOUNG PEOPLE 


3h To work in partnership with young people and play providers will ensure that our 

Play Strategy is relevant and identifies requirements of young people. We will develop 

this action through young people’s forums, school pupil councils, playgroups and 

nurseries. 

3i To provide crèches and indoor play at major leisure facilities. We will continue to 

provide crèche services. We will explore opportunities for expanding indoor play 

provision to meet this growth sector in the leisure market and provide a modern service 

for young people. This action will also be developed through our Play Strategy. 

3j To include the needs of young people and teenagers in parks. Whilst children use 

parks for play, many teenagers like to continue to meet and socialise in parks. They 

often gather in play areas to the exclusion of children which can lead to inappropriate 

use of equipment or vandalism. We seek to encourage teenagers to make appropriate 

use of parks by providing safe, properly located meeting places which can serve as a 

point of contact with youth workers and community police officers. These would mainly 

be located in local parks or areas of public open space and with the support of local 

communities. 

32

PRIORITY ACTION : Play Services 









actions. 


3.1 Establish a partnership group to 

develop and implement a Play 

Strategy for the Falkirk Council 

area. 

3.2 Provide play areas in core parks: 

(i) Include play needs in survey and 

consultation exercise undertaken in 

core parks. 

(ii) Identify and develop key 

priorities for new play provision in 

core parks which are currently 

under provided. 

3.3 Undertake an annual programme 

of replacement of play equipment 

provision. 

3.4 Provide safe, properly located 

meeting places for teenagers in 

parks and open spaces. 

3.5 Finalise and issue developer 

guidelines, relating to public open 

space and play provision, 

associated with new development. 

Play is a key concern to many and a complex 

area of work. Currently no mechanism exists 

to plan for play in a coherent way which 

embraces all aspects. The first step will be to 

bring together all the disparate professionals 

and agencies who are involved in play. 

Improved play areas was a priority consultation 

issue particularly at Area Forums in Denny, 

Bonnybridge and Banknock, and Larbert and 

Stenhousemuir. This action will improve 

customer knowledge. Will involve communities 

in determining future priorities and will meet 

objective to develop good quality play areas in 

key locations. 

Essential action to ensure safety and maintain 

provision in local areas. Contributes to 

meeting key consultation issue and improve 

quality of existing provision. 

A key action relating to the Young People's 

Strategy will contribute to meeting objectives to 

include the needs of young people in parks. 

Also contributes to meeting wider aspects of 

play provision. 

This action will clarify expectations and act as 

a mechanism to help provide appropriate 

facilities in communities which relate to existing 

need and thereby improve quality. 

33

4. A STRATEGIC FRAMEWORK FOR SPORT AND RECREATION 

INTRODUCTION 

Sport 21, Nothing Left to Chance published in 1998 by sportscotland sets the overall 

national framework for all levels of sport in Scotland. It provides the direction for future 

delivery of sport and recreation in the Falkirk Council area. Sport 21 contains three visions to 

achieve new standards, these are: 

Sport more widely available to all. 

Sporting talent which is recognised and nurtured. 

Achieving and sustaining world class performance. 

The five main elements for delivering these visions for sport and recreation are: 

Community Recreation which is a broad range of unstructured activities delivered by a 

variety of mechanisms covering informal casual participation as well as providing a useful 

way of assisting participants to take up more formal sports activities. Included are a 

range of classes delivered through leisure centres. 

Sports Development is the more structured and formal aspect of sport, where courses 

and programmes are put in place to allow an individual to learn and achieve their full 

potential. Falkirk Council is a partner in the CSIS (Central Scotland Institute of Sport) 

and CSDG (Central Sport Development Group) which are key mechanisms for supporting 

athletes to develop their full potential and achieve at the highest level. 

Education through universities, colleges and schools provide young people with a safe, 

controlled and enjoyable introduction to organised physical activity. Sport 21 

recommends that every secondary school in Scotland should have a Sports Co-ordinator 

who will also work with feeder primary schools. It is anticipated that School Sports Coordinators 

will be in place by 2003 and currently there are 6 in the Falkirk Council area. 

The Voluntary Sector, comprising clubs, have a major role in the development of sport 

and Sport 21 recommends active partnerships between Local Authorities and clubs that 

will allow clubs to deliver and develop their sport, particularly within local communities. 

Club development is recognised as an area in need of attention nationally. 

Facility provision. The development of sport at all levels is dependent on good quality 

facilities. Falkirk Council area has 3 leisure centres which include two 25 metre pools 

and one leisure pool, 4 neighbourhood sports centres, 7 school swimming pools, and 9 

school games halls. There is a state of the art health and fitness facility in the leisure 

centre at Grangemouth. There is also an Athletics Stadium with Centre of Excellence 

and an artificial ski slope. The Council area has an overall adequacy of playing pitches 

(with the exception of hockey) however football pitches are in particular high demand and 

there is insufficient spare capacity to allow for ongoing maintenance, upgrading and 

effective management. There is one municipal 18 hole golf course with a 9 hole par 3 

provision under development. Both of these are managed by Falkirk Council however 

there are also a large number of privately managed golf courses in the area. 

35

CONSULTATION 


Our vision and approach is supported by sportscotland. 

The CSDG will be a driving force for sport development planning in the Council 

area. 

Neighbourhood sports centres could complement facilities in schools, 

particularly the five new schools. 

Communities would like to see school facilities being made greater use of by 

everyone, not just clubs and organised classes. 

sportscotland and the local community agree that the Mariner Centre requires 

redevelopment. 

Bo’ness Recreation Centre is strongly valued by local people and the centre 

requires upgrading. 

Playing fields are valued and greater provision of synthetic playing surfaces is 

important. 

A partnership between School Sports Co-ordinators and clubs is crucial to 

develop and nurture talent. 

Volunteers play a key role in clubs and the volunteer network needs supporting 

and expanding. 

A structured and planned approach to supporting local club development which 

reflects local and national targets would be welcomed. 

CONTEXT 

Facility Development 

We recognise that there is generally an overall adequacy in the number of sports facilities 

within the Council area at the present time. Nonetheless there are currently a few 

deficiencies of sports provision, mainly identified through the sportscotland Facilities 

Planning Model. These are: 

health and fitness facilities 

synthetic five-a-side football pitches 

competition size hockey pitch 

outdoor and indoor tennis courts 

pay and play golf course 

accessible golf driving range 

There are fundamental deficiencies in the quality of provision. The poor and uneven quality 

of sports centre buildings was one of the strongest concerns expressed in local consultation. 

The necessary upgrading, particularly at Bo’ness Recreation Centre and the Mariner Centre, 

will make high demands on capital resources, requiring us to set aside funds over a period of 

time as well as strategic examination of options for external funding. The development of 

sport and sports facilities will require a holistic approach which takes account, for example, of 

tourism initiatives, the health agenda and sport central developments. 

36

This approach is underpinning an exciting potential new development for sport in this area. 

Falkirk Council and Falkirk Football Club have had a long history of partnership over many 

years and share in the ownership of the present ground at Brockville. A combination of 

inadequate facilities at Brockville, the Club’s recent success in the 1 st division and aspirations 

to reach the Scottish Premier League have generated ambitions to relocate to a new 

Stadium. An approach is being developed to provide a permanent home for Falkirk Football 

Club and enhance business, sport and leisure provision for the wider community through a 

Community Stadium. 

The Community Stadium proposal offers an opportunity to meet some of the deficiencies 

outlined above. The identified site for the Stadium at Westfield is located on the orbital road 

network and would provide a highly accessible strategic resource for a range of community 

activities. It sits within community woodland with a network of paths offering potential for 

promoting outdoor pursuits as well as access by foot or cycle. 

Community Recreation 

Improved access to sport and recreation at a local level could be developed through greater 

community access to local facilities, such as schools. The use of school facilities on an 

informal basis was an issue raised in consultation. Consultation also suggested that we 

examine community use of schools in conjunction with neighbourhood sports centres to 

ensure programmes of activity that are complementary. The highest level of demand for 

access to schools appears to be for swimming, an activity not provided in neighbourhood 

sports centres, and one in which schools contribute to the adequacy of provision in this area. 

We need to take account of casual use of school swimming pools as well as use by specific 

groups. 

Sport and recreation activities can be delivered in a wide range of facilities, which 

encourages participation, but a consistency of approach is required to deliver quality 

services. A partnership with communities to determine realistic long-term requirements for 

local facilities such as kickabout and pitch provision will feed into the development planning 

process. It is acknowledged that outdoor recreation opportunities such as walking and 

cycling meets the needs of many people. This aspect is covered in more detail in 

Community Countryside. 

Sport Development 

However sport is also about achievement at the highest level and the nurturing and 

development of individuals requires early identification of talent. School sports co-ordinators, 

appointed with partnership funding including from Sports Lottery and Falkirk Council, are a 

crucial element in linking young people to clubs and sport development programmes. We 

need to ensure that these links are made and this will be a key objective of a Sport and 

Physical Education Development Plan. 

37

VISIONS 

Our vision for Sport and Recreation is one of accessible programmes at affordable prices for 

all abilities, where the health benefits of participation are fully recognised. 

Sport for all which breaks down barriers to access and participation. Accessible 

programmes at affordable prices in all locations. 

A wide variety of recreation activities that meet the needs and requirements of 

local communities, especially people who traditionally do not take part. 

Accessible artificially surfaced multi-use activity areas provided on a 

neighbourhood basis, reducing pressure on pitches. 

Participating in the CSIS to allow local elite and talented athletes to progress 

with their chosen sport. 

Sports facilities taking a healthy living approach, with specialist health classes, 

referral schemes and clinics being accommodated. 

Schools becoming prime local sports and recreation facilities, particularly in 

areas of existing deficiency. 

Facilities of the highest quality possible which meet the ever increasing 

demands of customer expectation. 

Support for clubs and the local Sports Council to allow them to play a central 

role in the development of sport, linking to schools and Schools Sports Coordinators. 

A club structure that allows for all levels of sporting activity 

including social and less competitive areas. 

STRATEGY ACTION : Sport and Recreation 








1q To rationalise and make best use of existing facilities to maintain and develop a 

sport and recreation service that is delivered cost effectively in the most appropriate 

location. We will take a holistic approach which includes schools, community halls and 

sports centres and examine their current and potential usage to ensure the best use is 

made of each facility. This will be explored as part of a Sport and Physical Education 

Development Plan. 

1r To focus our capital resources on upgrading existing facilities particularly Bo’ness 

Recreation Centre, the Mariner Centre and Grangemouth Stadium. Prioritisation for 

spend will be based on the potential to attract external funding, condition of the existing 

infrastructure and the potential benefit accrued through the ability to provide new 

programmes of activity. An upgrading programme has commenced at Grangemouth 

Stadium through a Centre of Excellence development which meets criteria for 

significant external funding. Opportunities are available to draw down further major 

external funding to progress a second phase of this development. 

38

1s To maximise the opportunities for community benefit from the proposed new 

Community Stadium. We will continue to explore and develop partnerships to secure 

increased community access to sport and leisure activities. We will focus on meeting 

existing deficiencies particularly in health and fitness facilities, five-a-side football and 

hockey provision. 

1t To plan the sustainable development of sports pitches and pavilions. We will 

prepare a development plan to improve these facilities which recognises the tiered 

approach of strategic, core and local. We will link this approach to exploring 

opportunities to increase provision of synthetic five-a-side pitches and provide a 

competition hockey pitch. 

1u To identify the needs and priorities of local communities. We will work with 

communities to produce a prioritised menu of realistic local requirements to inform 

resource planning processes. This will consider recreation requirements, play services 

and public open space. For recreation the focus will be on the provision of multi-use 

activity areas and improvements to pitches. 


ACTIVITIES 


2o To plan the co-ordinated development of sport. We will prepare and implement a 

Sports and Physical Education Development Plan. This will promote greater coordination 

of activities and facilities as well as improve access. Action will involve sport 

development, facility management, school sport, School Sports Co-ordinators and after 

schools activities. 

2p To provide consistency of access to sports facilities. We will improve the coordination 

of service provision to our customers in all facilities offering sport and 

recreation. This objective will be progressed through the Sport and Physical Education 

Development Plan with pilot schemes planned for the Denny and the Braes areas 

which will seek to expand community access to schools and make best use of all 

existing facilities. We will also develop opportunities for integrated booking systems. 

2q To maximise the potential of our Athletics Centre of Excellence. Through 

partnerships with SIS and CSIS and other relevant agencies, this facility will be 

promoted and developed to ensure that the best support is made available to athletes. 

The proposed second phase of development will be progressed to increase usage by 

opening up more opportunities to clubs and individual athletes. 

2r To promote a strategic focus for sport in this area. Excellence in sporting 

achievement inspires and stimulates new participants. The proposed new Community 

Stadium would assist in raising the profile of sport in this area and act as a stimulus for 

positive lifestyle change. Both it and the Athletics Centre of Excellence would provide 

the area with a significant strategic resource of local, national and international 

dimension. The new stadium would also bring to the area, a venue capable of hosting 

large sporting events and concerts, opening up opportunities for participation locally in 

new activities. 

2s To increase participation in SIP (Social Inclusion Partnership) areas. We will 

develop partnerships with other agencies and across the Council to create relevant 

39

targeted programmes of activity. We will progress action in partnership with Langlees 

New Community School and make best use of the local community centre and hall. 

2t To develop “Healthy Living Networks”. Good health is very much linked to healthy 

lifestyles. We will play a key role with health agencies and communities in developing 

and promoting a holistic approach to healthy living. Participation in culture and leisure 

has much to offer in terms of physical and mental well-being and we will develop activity 

programmes in partnership with others which release maximum benefit to participants. 

2u To expand remedial exercise programmes. We will continue to work in partnership 

with health services to expand the GP referral scheme and programmes with the Acute 

Trust. This action will be integrated with “Healthy Living Networks”. 

2v To develop concessionary access programmes. We operate a concessionary 

access scheme through a leisure card as detailed on page 7. We will review the 

leisure card scheme to encourage a broader range of activities, expand eligibility and 

increase take up. We also operate Falkirk fitness pass allowing regular users 

discounted access to facilities which we will continue to develop. 

2w To provide support and guidance for clubs and local sports associations. We will 

continue to liaise with clubs and encourage the development of sport. 

2x To improve the marketing and publicity of services. Particularly through targeted 

promotion schemes for programmes available in local areas, or for particular target 

groups, to ensure everyone has the opportunity to participate. We will make best use 

of promotions such as discount schemes and new technology such as Intranet and 

Internet. 


YOUNG PEOPLE 


3k To provide pathways for talented individuals. Action will be progressed through the 

Sport and Physical Education Development Plan which has a focus on young people. 

Through the CSDG we will support the integration of school sport, sport specific 

development, and education and training. 

3l To provide support and guidance for volunteers. Sports clubs are very dependent 

on volunteers to maintain viability, often these are a few parents of participating young 

people. We will work in partnership with the club sector and voluntary sector agencies 

to encourage young people as they get older to continue their involvement as 

volunteers to pass on their experience to young people. 

3m To support the development of School Sports Co-ordinators. We will continue to 

support the School Sports Co-ordinator initiative which aims to increase participation in 

sport at the end of the school day and at lunchtimes. This objective is key to 

supporting several other strategy objectives. 

3n To develop programmes of activity for young people. To complement objective 3k, 

we will continue to develop informal programmes of activity such as holiday 

programmes, encompassing a range of activity options. We will also explore options 

for a targeted approach to excluded young people through NOF funding, linking this to 

wider community safety initiatives, for example substance use education programmes. 

40

3o To develop multi-use activity areas. This will be a focus for recreation within a menu 

of local requirements (see Sport and Recreation objective 1u) along with upgrading 

existing pitches. Young people enjoy casual ball sports but often conflicts arise with 

residents when uncontrolled, or damage can occur to grass pitches through overuse. 

Multi-use activity areas with synthetic surfaces would be constructed to allow year 

round use and be fenced and lit. Options to locate in tandem with youth shelters could 

be considered. 

PRIORITY ACTION : Sport and Recreation 









actions. 


4.1 To progress phase 2 development 

of the Centre of Excellence through 

Sports Lottery funding bid. 

4.2 To continue to work in a multiagency 

partnership to consider the 

feasibility of constructing a new 

Community Stadium. 

4.3 To complete the Sport and 

Physical Education Development 

Plan and progress pilot schemes in 

Denny and the Braes areas to 

integrate all sport and recreation 

provision. 

4.4 To explore options to develop a 

Healthy Living Campus centred on 

Bo'ness Recreation Centre, 

including programme and 

infrastructure development. 

Action delivers against national Sport 21 

Agenda and has potential to attract significant 

external funding. Is part of ongoing 

development to maximise the potential of this 

facility and increase participation and support 

of talented athletes as well as increase 

opportunities for schools in Grangemouth. 

Action to meet existing deficiencies in sports 

provision as well as raise the profile of sport 

and the area. Offers a unique opportunity to 

provide communities with an accessible 

strategic resource. 

Recognises Area Forum consultation issue of 

increasing community access to schools. 

School Sports Co-ordinators initiative is well 

established in Denny. Meets objectives to 

provide consistency of access and make best 

use of existing facilities. Will increase 

opportunities for participation by all sectors of 

the community. 

Key consultation issue to improve Bo’ness 

Recreation Centre. A Healthy Living Campus 

makes the most of the opportunities arising 

from the existing cluster of education and 

recreation facilities and would integrate with 

health and social services. Action supports all 

strategy aims. 

41 

Cont'd / ….

PRIORITY ACTION : Sport and Recreation (Cont'd) 


4.5 Explore options to secure 

investment, possibly through 

private partnership, in health and 

fitness facilities for leisure centres. 

4.6 To undertake an assessment of 

sports pitches (including schools) 

and pavilions to determine priorities 

for spend through a planned 

programme of work. 

4.7 To complete a review of the leisure 

card and concessionary access 

scheme. 

4.8 To prepare and implement a 

marketing plan for sport and 

recreation. 

The Mariner Centre and Bo’ness Recreation 

Centre could significantly benefit from 

investment in new activities. A health and 

fitness suite would have potential to generate 

partnership income. Action supports all 

strategy aims and provides a resource for 

developing healthy living networks. 

To improve quality of a highly used provision. 

A planned approach would link to potential 

Sports Lottery funding. 

To meet wider social inclusion objectives and 

focus on increasing participation. Action to 

ensure that the scheme operates efficiently 

and is effective in terms of outcome. 

Improving publicity was identified as a key 

issue in consultation. There is a need to 

ensure a planned approach across all aspects 

of sport and recreation. 

42

5. A STRATEGIC FRAMEWORK FOR HALLS 

AND COMMUNITY CENTRES 

INTRODUCTION 

Falkirk Council has 27 community halls, 3 public halls and 18 community centres (including 

community wings to schools). There are also numerous independent halls in the area, e.g. 

church halls, scout halls, etc. As a general guide Falkirk Council community halls are 

managed by independent voluntary committees, community centres and school wings are 

managed in partnership with local centre management associations and 2 public halls are 

directly managed by Falkirk Council. 

CONSULTATION 


Halls and community centres are valued by local communities particularly in 

more rural areas, and; 

Need to cater more for young people. 

Should be capable of offering a wide range of activities and learning 

opportunities. 

Should make best use of new technology and other links to wider services. 

Should be flexible enough to cope with the majority of needs, particularly those 

of disabled people. 

Volunteers should be better supported by the Council. 

Where there is a lack of facilities better use should be made of schools. 

CONTEXT 

There are a large number of halls and community centres within the Falkirk Council area and 

they represent a resource for providing a range of community based cultural and leisure 

activities as well as other learning and community development opportunities. National 

initiatives such as Community Learning, Community Planning and the Modernising 

Government Agenda are increasing the focus on good locally accessible facilities for people 

to meet and engage in developing community opportunities. 

Consultation tells us that people want to see more happening in their local facilities and 

greater flexibility of type of usage. However currently these operate under differing 

management arrangements, are of variable quality and are often underused. A key issue is 

to ensure closer integration and greater co-ordination of all services and organisations 

involved in managing these facilities. This is essential to ensure a consistent, accessible and 

well managed service is provided which best meets the needs of everyone in the community. 

Good local facilities are also a means of providing stimulating and relevant activities for 

young people, recognising that they often do not have anywhere else to go. Many facilities 

and local activities rely on volunteers, and the establishment of improved, cost effective, 

support mechanisms will be crucial if better use of facilities and greater participation is to be 

achieved. 

43

VISIONS 

Our vision for Halls and Community Centres is of good local services being provided in 

communities: 

Where halls and community centres are linked to provide a consistent service 

across an area. 

Where facilities can be developed to appeal to the whole community, especially 

young people. 

Where local people of all ages are actively involved; stimulating and fostering 

community involvement and local democracy. 

Where links are created to sports and arts centres (e.g. through innovative 

approaches to transport particularly in rural areas). 

Where the value of volunteering is recognised and supported. 

44

STRATEGY ACTION : Halls and Community Centres 








1v To integrate and rationalise facilities on an area basis to make best use of each 

facility. Integration would take place in suitable geographic clusters. Such integration 

will be pursued in partnership with voluntary groups on a pilot basis initially and will 

focus on collective programme delivery and management structures. Where there are 

gaps in provision, increased community access to schools will be pursued. 

1w To concentrate our resources on existing facilities particularly in rural 

communities. Our more rural or isolated communities placed high priority on 

improving community facilities and identified the need for greater support for 

volunteers. We will prioritise the progression of a pilot cluster of community facilities in 

a rural area and link this to a local Community Learning Plan and local Community 

Planning. 

1x To identify the needs and priorities of local communities, particularly resulting from 

potential major new housing development. We will consider building space to house 

appropriate community activities relative to new development where there is a 

significant gap within the local community and demand for this resource identified 

within a realistic local prioritised menu. The potential for such circumstances has been 

identified at Lochgreen / Lionthorn in south Falkirk. 

1y To continue to pursue innovative transport options to access major sports and arts 

provision from rural areas. Transport was raised as a key issue in consultation with 

more rural communities. Falkirk Council's Local Transport Strategy (2000) refers to 

"continued support for socially necessary local bus services and concessionary travel 

schemes". We will also explore opportunities for targeting Council minibus provision 

within rural community hall / centre clusters to provide links to other more centralised 

facilities. 


ACTIVITIES 


2y To support the development of voluntary management groups. We will consult 

with management committees and centre associations to clarify roles and expectations, 

and identify training needs. This action will be progressed in association with local 

Community Learning Plans and will support the objective to integrate and rationalise 

facilities on an area basis. 

45

2z To improve services for disabled people. We will continue to work in partnership 

with management groups to improve access for disabled people through physical 

upgrading. We will prioritise support for partnership funding bids through the Scottish 

Executive Local Capital Grants Scheme, which improve facilities for disabled people. 

We will also support the development of voluntary management groups through 

recognised training in equal opportunities and disability awareness. 

2aa To provide bases for delivering learning initiatives in local communities. We will 

work in partnership with voluntary groups to ensure that community halls and centres 

are made best use of to deliver locally based learning programmes and effectively 

support the Community Learning Strategy. 

2bb To develop Grangemouth and Bo'ness Town Halls. These are large community 

facilities and there is potential to increase their capacity for delivering community arts 

initiatives (see Arts section). 

2cc To make best use of new technology. We will pursue initiatives to create enhanced 

learning resources through provision of ICT (Information Communications Technology) 

in local facilities. This action will be developed to support the Community Learning 

Strategy. We will also explore opportunities for creating electronic links to main 

Council services particularly from rural and more isolated areas, as part of our 

corporate approach to improving customer services. 

2dd To review charging policies. This action will be pursued in conjunction with action to 

improve the quality of facilities in partnership with the voluntary management sector. 

We will explore opportunities to improve consistency and develop concessionary 

access schemes. 


YOUNG PEOPLE 


3p To develop facilities which cater specifically for the needs of young people. We 

will work with voluntary groups and young people to develop community halls and 

centres that are accessible, welcoming, safe and pleasant and that enable young 

people to engage in activities that are appropriate to their needs and aspirations. 

3q To develop wide ranging programmes of activity. Many community facilities are 

capable of supporting a range of activities but in reality only offer activities which are 

economically sustainable from the outset. We will work in partnership with voluntary 

groups from clusters of facilities to collectively deliver new programmes making best 

use of their pooled resources. 

46

PRIORITY ACTION : Halls and Community Centres 









actions. 


5.1 (i) Undertake an audit of current 

hall and centre management 

arrangements to identify a suitable, 

preferably rural, pilot cluster 

scheme including reference to 

schools. 

(ii) Consult with voluntary 

management groups within the 

pilot cluster to clarify roles, 

expectations and training needs as 

a first step towards greater 

integration. 

5.2 Undertake a review of community 

transport arrangements to explore 

opportunities for more targeted and 

expanded usage of minibus 

provision to link rural communities 

to centralised facilities. 

5.3 Explore links between halls / 

centres, the Community Learning 

plans and Modernising 

Government action plan to identify 

and develop opportunities for 

increasing ICT provision. 

5.4 Identify suitable designated areas 

within halls / centres for the 

development of dedicated youth 

provision. 

Essential action to contribute to meeting all 

strategy aims and objectives. Recognises key 

consultation issue relating to support for 

voluntary groups which was a priority at Braes 

Area Forum consultation. Training needs 

would address additional consultation issues 

such as disability awareness. 

A key priority at Denny, Bonnybridge and 

Banknock, and the Braes Area Forum 

consultations. A best value approach to 

making best use of existing resources. Could 

significantly contribute to increasing 

opportunities for participation by more isolated 

communities. 

Action to ensure that halls and centres are 

made best use of to meet Modernising 

Government and Community Learning 

agendas. Will contribute to increasing 

participation and meeting objective to provide 

learning bases in local communities. 

The need for facilities for young people was a 

key issue in community consultation and was a 

priority particularly for Falkirk and 

Grangemouth Area Forums. This action also 

contributes to the Young People's Strategy and 

Young People's Learning Plan. 

47

6. A STRATEGIC FRAMEWORK FOR LIBRARIES 

INTRODUCTION 

Falkirk Council has a decentralised network of 7 public libraries, 2 mobile libraries and 

housebound service. There is also a support service for schools and Education Services. 

Current adequacy standards (CoSLA) indicate that there is an under provision of library 

facilities in the Braes area and that there is a need to rationalise library facilities in 

Slamannan. 

CONSULTATION 


Our libraries are valued by customers for their traditional high quality of service. 

There is a high level of demand for a library in the Braes area. 

Physical access for disabled people is poor in some libraries. 

Libraries should be developed in partnership with learning programmes and 

cultural activities. 

We should learn from innovative bookstores where new marketing techniques 

are attracting new customers. 

CONTEXT 

Whilst we know from performance analysis that our libraries provide an excellent service and 

we value our existing customer base, we do need to meet the new challenges and 

opportunities presented through making the best use of ICT. This will enable people to 

access the widest possible range of information by linking libraries and electronic resources 

worldwide. We have obtained funding of £53,000 from the Lottery's NOF to train all our 

library staff in ICT skills to enable them to assist people in accessing information and making 

the best use of technology. Another bid to the People's Network strand of the NOF 

proceeding in Autumn 2001, with £166,000 to be spent on ICT infrastructure and networking. 

However we need to adopt a balanced approach to ensure that standards of traditional 

services, such as book lending and the promotion of reading, continue to be met. Equally 

important is involving young people in all the opportunities available and ensuring support for 

community learning. In this respect we identify that libraries may have an image problem 

which we need to address in order to ensure access for all. 

Public library provision is a statutory function for Local Authorities. Consultation has 

reinforced that the under provision in the Braes is of concern to people in that area. 

Providing a new library makes very high demands on capital funding and subsequent 

revenue funding which Local Authorities require to meet from their resources. It will require 

us to set aside capital funds over a period of time as well as examine other options for 

releasing assets. 

49

VISIONS 

Our visions for future service delivery in Libraries are: 

Vibrant meeting places stimulating creativity, artistic enjoyment and debate. 

Centres which provide information and learning, reaching out to communities 

and harnessing new technology. 

Improving literacy and providing access to activities such as reading and 

creative writing. 

School libraries that are electronically connected to public libraries, with library 

information services networked to community facilities and elsewhere. 

Equal opportunity for access across the Council area. 

50

STRATEGY ACTION : Libraries 








1z To rationalise and make best use of existing library facilities to maintain and 

develop a library service that is delivered cost effectively in the most appropriate 

location. There are a number of facilities in Slamannan including a small library and 

opportunities have been identified to improve service delivery. We will explore the 

option to relocate the library within another building to be more effective and link with 

other services providing a better service for customers, and will consult with users to 

take this forward. 

1aa To pursue the provision of a public library in the Braes area. We will commit 

capital resources to a funding package to secure new library provision. Site options 

which link to other facilities, providing the most accessible services to people, will be 

preferred to enable maximum participation. 

1bb To improve physical access to libraries. Many of our libraries are located in old 

buildings which are not suitable for accessing by disabled people and we will improve 

this where a best value solution can be achieved. Bonnybridge Library is particularly 

restrictive and improvement options will include relocation to ensure access for all and 

link to other learning opportunities. There is potential for all libraries to benefit through 

Town Centres Strategy development particularly in Larbert and Denny. 


ACTIVITIES 


2ee To deliver a service that makes best use of new technology and contributes fully to 

21 st Century Government and the People's Network, a national initiative which puts 

public libraries at the heart of learning and electronic access. We will train our staff to 

use all available new resources to ensure that people can be provided with access to 

the widest range of information. We also require to commit resources to maintaining 

and upgrading infrastructure to continue to provide this service in the longer term. 

2ff To develop libraries as learning centres. Libraries can support learning not only 

through reading resources but opportunities for people to extend knowledge and skills. 

Introduction to use of the Internet, learning storytelling skills and author visits will, for 

example, be developed. Such activity will support community learning plans, continue 

to promote literacy and strengthen links to adult literacy. We will increase partnership 

working to achieve this with reader development programmes, tutor support for ICT, 

outreach work with a Learning Development Officer, links with community and 

voluntary groups. 

51

2gg To provide community library resources linked to schools and community 

centres. We are piloting a community learning library as part of the New Community 

School project in Langlees, Bainsford, to introduce provision to new users. We will 

seek to learn from the methodologies undertaken in this initiative. 

2hh To improve the marketing and publicity of services. Although 35% 5 of people use 

libraries we seek to ensure continual promotion to new users to enable people to make 

the most of services provided. 

2ii To make best use of our written, audio and digital resources. We will review the 

way we collect our resources to ensure books and other material meet the needs of 

users and communities of interest in individual libraries. 


YOUNG PEOPLE 


3r To update our libraries to create informal user friendly environments. We will 

introduce new ways of displaying and promoting books and other resources, learning 

from innovative bookstores. Seating and layout will be made more welcoming. 

3s To provide a range of activities for young people in libraries. We will continue to 

promote regular activity sessions for children. Young people have told us 6 that using 

the Internet is an activity they would like to try. We will provide appropriate training and 

coaching in the use of the Internet as well as providing free access to this service. 

3t To promote a wide range of cultural and leisure opportunities in libraries. 

Libraries can be and are used for displaying art, holding themed activity evenings and 

promoting live music. Our Arts Strategy will consider a range of options for our public 

libraries. 

3u To strengthen links between school libraries and the public library service. 

Continuing partnership work with schools to develop the Early Intervention Initiatives 

such as Bookstart; electronic links between library resource databases; involving 

school pupils in reader reviews and development. 

5 People who borrowed from a library in the last 12 months 

6 Falkirk Council’s Young People’s Strategy (2000) 

52

PRIORITY ACTION : Libraries 









actions. 


6.1 (i) Implement broadband network 

as part of People's Network to 

provide free access to Internet and 

learning opportunities at all 

libraries. 

(ii) Complete whole staff ICT 

training programme in order to 

support users. 

6.2 (i) Develop and cost design brief 

for a new library in the Braes. 

(ii) Identify and secure suitable site. 

6.3 Improve physical access to 

Bonnybridge Library through 

costing and developing appropriate 

options. 

6.4 To explore options to rationalise 

facility usage in Slamannan in 

partnership across Council 

services and with other agencies. 

6.5 Review resource management 

policies to ensure collections are 

user focused. 

6.6 Improve library layouts and 

signage. 

Action to meet national U.K. policy objectives 

and improve learning opportunities for 

everyone. Supported through NOF. Will also 

contribute to objective to provide a range of 

activities for young people through increasing 

capacity of staff to support Internet users. 

Addresses an identified deficiency and was a 

key priority in the Braes Area Forum 

consultation and consultation for the Polmont 

and District Local Plan. The provision of a 

library service is a statutory obligation. 

A key action to increase participation and 

improve the quality of service, meets high 

customer expectation and is a key area of 

concern highlighted as a priority for people in 

Bonnybridge. 

A best value approach to improving service 

delivery to people in Slamannan through more 

streamlined service. Will contribute to 

improved learning opportunities and will be 

actioned in consultation with local people. 

Action arising from libraries customer 

consultation exercise. Will contribute to 

increasing opportunities for participation 

through ensuring best use is made of available 

resources, targeting specific needs. 

A key action to meet objective to update our 

libraries and attract new and younger library 

users. 

53

7. A STRATEGIC FRAMEWORK FOR THE ARTS 

INTRODUCTION 

The main focus of current arts activity is Falkirk Town Hall, which includes the provision of 

Civic Cinema. A new development has been the creation of the Park Gallery within 

Callendar Park as a venue for contemporary art. Callendar House also provides exhibition 

space for visual arts. Significant potential exists to expand the use of Grangemouth and 

Bo'ness Town Halls as community arts resources. Another recent development is the 

establishment of BIG IN FALKIRK, a national festival of street arts. 

CONSULTATION 


There is a desire for more community based arts activities particularly in 

outlying areas. 

There is a lack of affordable storage and rehearsal space for community groups. 

New audiences could be attracted through better marketing and publicity. 

Greater co-ordination and collaboration between organisations and agencies is 

required. 

There are negative perceptions of the arts, particularly by young people. 

Falkirk Town Hall is currently not perceived to be fulfilling the role of an arts 

centre. 

Other facilities such as libraries could play a role in promoting the arts. 

CONTEXT 

We recognise that there is a lack of co-ordination in the delivery of the arts in this area and a 

potential unmet demand for community arts development. To achieve improvement will 

require a partnership approach to strategic development which recognises not only the 

activities and opportunities in our area but also within central Scotland. 

Arts Strategy 

A key priority, supported by the SAC (Scottish Arts Council), is the development of a 

partnership Arts Strategy which will identify co-ordinated future action in several areas of arts 

activity including audience development, access and participation, arts in the community, 

learning and training initiatives as well as programming and facility development. The 

Culture and Leisure Strategy therefore serves as a guide to developing the Arts Strategy, 

which will also require to take on board initiatives that may arise from the National Cultural 

Strategy. 

Events 

The Arts Strategy will also require to provide a co-ordinating mechanism to ensure that BIG 

IN FALKIRK also sustains and contributes to year round arts initiatives. Currently the focus 

for this is a two day national street arts festival, which provides a showcase for innovative 

new art forms and is aimed at a younger family audience. Potential exists to grow this event 

to achieve an international profile with attendant tourism sector benefits for the area, as well 

as use it as a vehicle for greater community involvement in delivering arts initiatives. 

55

Facilities 

We acknowledge some constraints in the existing facility provision in this area and seek 

ways to address this. Much can and is being progressed through innovative and varied 

programming in Falkirk Town Hall, the Park Gallery and Callendar House which contributes 

significantly towards quality of life opportunities for our citizens. Outreach development, 

utilising community venues will help create access to the arts for a wider audience. The 

profile raising of the arts through facility improvement, widening of access and innovative 

programming needs to be acknowledged as contributing to the vibrancy and diversity of the 

overall image of the area. Equally important is the role of the arts in obtaining therapeutic 

and learning benefits as well as providing a source of employment. It is within all these 

contexts that we seek to develop the arts. 

VISIONS 

Our vision for future Arts services is of raising the profile of the arts in this area and 

encouraging greater participation and enjoyment by a wider range of people. 

Where the arts contribute to the image of our area. 

A thriving and dynamic arts centre where all sorts of creativity can be enjoyed, 

developed and experiences shared. 

The promotion of visual arts and crafts, encouraging participation by local 

communities, stimulating economic activity and retaining local talent. 

Arts activities for all taking place in a variety of community facilities, schools, 

residential homes, galleries, libraries, parks and outdoor spaces. Activities 

where participation is more important than talent. 

Working with community groups to develop activities in the community linking 

to initiatives in schools, encouraging children and young people to participate. 

Arts provision that works in partnership to promote and encourage 

communication, participation, and develop new initiatives. 

56

STRATEGY ACTION : The Arts 








1cc To pursue the provision of a Visual Arts and Crafts Centre. We will continue to 

seek funding to develop a centre in Callendar Park with the objective of providing a 

high quality resource of economic benefit to arts practitioners and increasing tourism. 

Early work undertaken in preparation of an Arts Strategy indicates significant demand 

from arts practitioners for such a facility. 

1dd To create a community arts resource. Consultation identified a significant gap in the 

provision of workshop, storage and rehearsal space for community arts groups. We 

will explore opportunities for creating such a resource. 

1ee To upgrade existing facilities. We will continue an upgrading programme in Falkirk, 

Grangemouth and Bo'ness Town Halls and will assess the potential for arts venues in 

other buildings. This will improve the range of arts activity that can be accommodated. 

1ff To develop Callendar Park as a tourism resource. We will integrate the 

management and development of Callendar Park to enhance existing cultural tourism 

attractions, such as Callendar House, the contemporary art gallery, BIG IN FALKIRK 

and the potential Visual Arts and Crafts Centre (see Parks objective 1c). 


ACTIVITIES 


2jj To plan the co-ordinated development of the arts. We will work in partnership with 

other agencies and the voluntary sector to prepare and implement an Arts Strategy for 

the area. This will provide the detailed priorities for the co-ordinated development of 

the arts in this area. 

2kk To make best use of the arts as a vehicle both for social inclusion and to 

promote tourism. We will develop the role of the arts as a tool for regeneration and 

community development, as well as ensuring the arts contribute to the wider promotion 

of the area. Opportunities will be explored to link arts activities and programmes to 

regeneration projects, town centres, visitor attractions, leisure facilities and the wider 

environment. In addition, we recognise the benefits of public art initiatives and will 

continue to promote these to local communities and visitors alike. 

2ll To continue to support amateur arts groups and individuals. There are a wide 

range of amateur arts groups in the area. Action to develop this objective will be 

pursued through the Arts Strategy. 

57

2mm To improve the marketing and publicity of services. As a first step, we need to 

refresh existing marketing initiatives to ensure they are more targeted. The arts 

encompasses many different media including video, film, comedy, visual art and all 

types of music and improved publicity of all culture and leisure opportunities was a key 

consultation issue. 


YOUNG PEOPLE 


3v To reduce barriers to participation. A priority will be given to developing more 

relevant and accessible arts opportunities for young people. Many young people enjoy 

the arts on a casual basis without perhaps recognising that there is the potential to 

become more involved. This action will be implemented in conjunction with the Young 

People's Strategy and the Arts Strategy. 

3w To develop community based arts programmes. The Arts Strategy will identify 

mechanisms for integrating arts programmes with activities in local facilities. This 

action will be implemented in conjunction with the Young People's Strategy, the 

Community Learning Strategy and with partners in mainstream education. We will 

explore opportunities for community arts development linked to major arts events. 

3x To promote major arts events and expand the range of programming. We will 

continue to develop innovative approaches to major arts programming including 

relevant provision for young people through the BIG IN FALKIRK brand. We will seek 

to expand the development of the Festival of Street Arts with our partners, to attain 

international status. 

58

PRIORITY ACTION : The Arts 







environment. Our action plan has been developed with a three year timeframe and we will 


actions. 


7.1 Prepare and implement a 

partnership Arts Strategy. 

7.2 Prepare development plans for 

Falkirk, Grangemouth and Bo'ness 

Town Halls to inform physical and 

programming improvement 

opportunities. 

7.3 Undertake a feasibility study for an 

Arts and Crafts Centre, and Arts 

Workshop. 

7.4 Establish a template for the 

delivery of public art initiatives to 

progress a project funding bid to 

the SAC. 

7.5 Secure external funding for BIG IN 

FALKIRK through partnership 

funding bids and the preparation of 

a development plan to increase 

tourism potential. 

Meets national guidance. Promotes a best 

value approach to service delivery 

improvement with a focus on increasing 

community participation. Success will require 

a clear leadership role from Falkirk Council. 

Funding from SAC has been received to 

support this action. 

A key action to make best use of existing 

facilities and improve quality of service. Action 

will be developed to respond to customer 

expectation and the Arts Strategy. Improving 

arts provision in Grangemouth and Bo'ness 

Town Halls was a priority in consultation. 

A re-evaluation of this proposal shows a clear 

need to respond to arts practitioner 

requirements in this area. A feasibility study 

will ensure that this aspect is met as well as 

contributing to raising arts and tourism profiles. 

Will contribute to meeting objective to make 

best use of the arts to promote tourism and 

social inclusion and will help raise the profile of 

the arts and the area. Will be developed to 

maximise the potential for community 

involvement. 

BIG IN FALKIRK is already established as a 

major arts festival in central Scotland. This 

action will increase participation, community 

involvement and secure longer term 

sustainability. A key action to ensure our 

services contribute to expanding access to the 

arts and economic development of the tourism 

sector. 

59

8. A STRATEGIC FRAMEWORK FOR MUSEUMS AND HERITAGE 

INTRODUCTION 

Falkirk Council has developed Callendar House, an imposing mansion with a 600 year 

history, as a major visitor attraction. It includes interpretative areas, such as a working 

Georgian kitchen, as well as major permanent state of the art exhibitions and touring 

displays. We also have two local museums and provide support to the Scottish Railway 

Museum. The Council holds nationally significant collections particularly of industrial 

heritage, however display space restrictions considerably limit access to this. 

CONSULTATION 


Communities value the history and heritage of their local area. 

The heritage opportunities within our communities should be recognised and 

further developed. 

Our Roman and industrial heritage is of significance beyond our area. 

Callendar House is enjoyed by many but there is a perception that it could be 

more accessible to more of the local community. 

Physical access for disabled people, to Grangemouth Museum in particular, is 

poor. 

We should seek partnership commitment to developing the Scottish Railway 

Museum with other appropriate agencies. 

Full use should be made of the Millennium Link to promote all our heritage. 

CONTEXT 

The considerable interest and knowledge of local heritage within our community is 

recognised and there is a need to work in partnership to develop an accessible approach to 

education and outreach programmes. Our facilities are valued by many local groups and 

well used by schools, disabled groups and other special interest groups. However there is a 

significant opportunity to take heritage activities into the wider community through outreach 

programmes. 

Nonetheless, the importance of Callendar House in commercial terms as a tourist destination 

cannot be underestimated. This requires us to ensure that through its profile and track 

record, Callendar House continues to play a key role in tourism development and promotion 

in the area. We will require to work with a range of partner agencies to maximise the 

potential of the area to attract tourism and visitor spend. For example, the currently 

untapped potential of our industrial legacy is a priority for development both to increase local 

learning opportunities as well as visitor attractions linked to the Millennium Canal. Museums 

are dynamic organisations which actively collect, and planning for storage needs requires to 

be undertaken for the longer term. 

The Museums service can make significant contributions to the Council’s strategic priorities 

of tackling exclusion and promoting the locality. To achieve an effective impact in both of 

these requires high quality product, which in turn requires investment and so income 

generation needs to be an important feature of our operation. Many aspects of management 

61

and funding of the service, including income generation, need to be viewed in this wider 

context of market forces and financial sustainability. 

VISIONS 

Our visions for future service delivery in Museums and Heritage are: 

Where our heritage is recognised, enjoyed, appreciated and more accessible to 

local people. 

Where educational value is fully developed within our museums. 

Contributing to quality of life and economic development by attracting visitors 

and promoting inward investment. 

Working in partnership with others to promote and encourage participation, and 

develop new initiatives in new places. 

A centre for our significant industrial history collections, where links could be 

made to the Millennium Link project developments. 

62

STRATEGY ACTION : Museums and Heritage 








1gg To rationalise and make best use of existing facilities to deliver cost effective 

services in the most appropriate location. Development of action will include a review 

of operational arrangements in local museums. 

1hh To pursue the provision of a Museum of Working Life through maximising the 

potential of the industrial heritage collection. We will prepare a feasibility study to help 

guide the development of this action and point to external funding opportunities. 

Detailed proposals would require to demonstrate innovative options for increasing 

access, links to existing tourism attractions and opportunities for learning. 

1ii To protect and interpret the historic environment. The area has eleven key sites of 

Roman heritage on Scotland's premier historic monument, the Antonine Wall, as well 

as the industrial legacy of the canals network. We will continue to work in partnership 

with other agencies such as Historic Scotland to further access, promotion and 

interpretation of heritage as well as ensure that statutory obligations such as the 

Council's Sites and Monuments Record are met. 

1jj To develop Callendar Park as a tourism resource. We will integrate the 

management and development of Callendar Park with cultural tourism attractions, 

particularly Callendar House as well as Callendar Woods and other strategic visitor 

destinations (see Parks objective 1c). 


ACTIVITIES 


2nn To plan the co-ordinated development of museums. There is a need to increase 

partnership working with other agencies to ensure the co-ordinated development of 

museums, heritage collections, visitor attractions and the wider heritage environment 

both in this area and in the context of central Scotland. We need to maximise the 

potential of industrial history particularly potential attractions such as the “Charlotte 

Dundas”, the world’s first working steamboat. This will be progressed through a 

partnership Heritage Strategy. 

2oo To prepare a development plan for local museums. We will review operational 

arrangements to ensure that they are able to contribute to wider tourism and economic 

regeneration initiatives. We will ensure effective partnership with other bodies. 

63

2pp To ensure our facilities perform effectively as visitor attractions. We will improve 

marketing and publicity as well as develop effective partnerships with tourism and 

economic development bodies. We will ensure, where appropriate, co-ordinated action 

with other facilities and visitor attractions, and will make best use of resources through 

a targeted approach. 

2qq To maximise the potential of our industrial history collections. The development 

of a Museum of Working Life (see 1hh) will focus on creating access to this nationally 

significant resource. Benefits would accrue through linking past, present and future 

industry, providing a stimulating learning experience. 

2rr To review our museum collections policy. We need to ensure that all collecting 

activities are sustainable and relevant to contemporary society. This is a core activity 

of a Museum service and space for storage and access to future collections requires to 

be planned for now. 

2ss To work with other visitor attractions to promote the area as a tourism 

destination. There are a number of visitor attractions in the area which are operated 

independently of Falkirk Council, most significantly the Falkirk Wheel (opening 2002) 

and the Scottish Railway Museum in Bo'ness. We will work with appropriate 

organisations to develop co-ordinated promotions. 


YOUNG PEOPLE 


3y To develop museum outreach, lifelong learning and social inclusion 

programmes. Action will be developed to promote opportunities for individuals and 

communities to develop creativity, improve self esteem and boost local pride. Whilst 

this action will be progressed to promote programmes for all, we will ensure that an 

emphasis is placed on meeting the needs of young people. We will make best use of 

information technology. 

3z To increase opportunities for involving schools in museum and heritage 

activities. We will increase partnership working between museums and the education 

service to develop relevant and accessible programmes which meet curriculum 

objectives. This will include the exploration of a museum membership scheme for 

schools and expansion of facilities for schools within Callendar House. 

3aa To deliver a museum service that makes best use of new technology. We will 

continue to explore opportunities to use innovative and interactive displays to interpret 

collections. We will increase access to learning and information through for example 

the Scottish Archive Network, local websites and the Public Library Network. 

64

PRIORITY ACTION : Museums and Heritage 









actions. 


8.1 Prepare feasibility study and brief 

for Working Life Museum. 

8.2 Prepare a Heritage Strategy 

including reference to industrial 

history. 

8.3 Prepare a development plan for 

local museums. 

8.4 Revisit existing marketing 

mechanisms to improve 

communication processes. 

8.5 Secure funding to develop 

outreach programmes into 

communities through progressing 

an application to the HLF (Heritage 

Lottery Fund). 

8.6 Create cultural lifelong learning 

activities targeted at schools and 

colleges through partnership 

across services and with other 

agencies. 

Improving access to our industrial heritage is a 

key issue to increase tourism development and 

improve learning and participation 

opportunities. It will require innovative 

solutions and significant external funding. A 

feasibility study will explore options. 

The model of partnership working through an 

Arts Strategy will be progressed for Heritage 

and Museums, with the objective of increasing 

participation through greater co-ordination of 

all available resources. 

Consultation identified that local heritage is 

valued by communities. The review will 

examine ways of developing both the heritage 

and learning opportunities in local communities 

within a Best Value context. 

Improving publicity identified as a key issue in 

consultation. We currently produce a range of 

marketing material and there is a need to 

ensure that it is reaching all targeted 

customers. 

Key action to meet aim of increasing 

participation, for which there is significant 

potential for external funding. 

This is a key action to engage more effectively 

with young people. 

65

67 

9. PRIORITY ACTION IMPLEMENTATION PLAN 

Priority actions for Culture and Leisure have been grouped under the Strategy Aims, many actions contribute to more than one aim but 

have been listed under the Aim which it will have the most immediate impact on. Some priority actions will lead to further implementation 

work however timescales indicated relate to the action as described. 

Strategy 

Reference 

Priority Action 

Strategy Aim 1 : TO IMPROVE QUALITY OF AND ACCESS TO FACILITIES 

1.1 (i) Undertake usage survey and consultation exercise for 

each core park as a basis for Parks Development Plans. 

(ii) Identify key priorities for development in each core 

park. 

2001/2002 

Timescales 

2002/2003 2003/2004 

1.2 Continue to deliver the initiative to provide dog waste bins 

in parks. x x x 

1.5 (i) Improve traffic management and car parking in 

Callendar Park. 

(ii) Prepare an integrated development plan for Callendar 

Park which identifies additional key priorities. 

2.1 (i) Complete cafeteria and visitor centre improvement at 

Muiravonside Country Park. 

(ii) Prepare a development plan for Muiravonside Country 

Park to determine future priorities and include a 

Woodland Management Plan. 

2.2 (i) Implement Phase 1 of Kinneil Woodland Management 

Plan. 

(ii) Explore partnership opportunities to prepare 

Woodland Management Plans for all countryside parks. 

(iii) Prepare a development plan for Kinneil Estate to link 

to the Woodland Management Plan and wider tourism 

developments. 

x 

x(i) x(i) 

x(i) 

x(ii) 

x(i) 

x(ii) 

Service Delivery Partners (lead service 

shown in bold where known) 

Community Services 

Corporate and Commercial Services 

Other Agencies 

Development Services 






x(i) Community Services 



x(ii) 

x(iii) 

x(ii) 



Other Agencies

68 

Strategy 

Reference 



3.2 (i) Include play needs in survey and consultation exercise 

undertaken in core parks. 

(ii) Identify and develop key priorities for new play 

provision in core parks which are currently under 

provided. 

3.3 Undertake an annual programme of replacement of play 

equipment provision. 

3.5 Finalise and issue developer guidelines, relating to public 

open space and play provision, associated with new 

housing development. 

2001/2002 

Timescales 

2002/2003 2003/2004 

x(i) 

x(ii) 

x x x 

4.1 Progress phase 2 development of the Centre of 

Excellence through Sports Lottery funding bid. x x 

4.2 Continue to work in a multi-agency partnership to 

consider the feasibility of constructing a new Community 

Stadium. 

4.6 Undertake an assessment of sports pitches (including 

schools) and pavilions to determine priorities for spend 

through a planned programme of work. 

6.2 (i) Develop and cost design brief for a new library in the 

Braes. 

(ii) Identify and secure suitable site. 

x 

x 

x x 

6.3 Improve physical access to Bonnybridge Library through 

costing and developing appropriate options. x 

6.4 Explore options to rationalise facility usage in Slamannan 

in partnership across Council services and with other 

agencies. 

x 

x x 


















Education Services 








Other Agencies

69 

Strategy 

Timescales 

Reference Priority Action 2001/2002 2002/2003 2003/2004 


7.2 Prepare development plans for Falkirk, Grangemouth and 

Bo'ness Town Halls to inform physical and programming 

improvement opportunities. 

7.3 Undertake a feasibility study for an Arts and Crafts Centre 

and Arts Workshop. 

8.1 Prepare feasibility study and brief for Working Life 

Museum. 

x x 

Strategy Aim 2 : TO INCREASE LEVELS OF PARTICIPATION IN CULTURE AND LEISURE ACTIVITIES 

1.3 Explore opportunities for partnership working and for 

external funding to support community development work 

in local parks. 

1.4 Undertake a review of all functions operating within our 

parks and explore potential for volunteer involvement. 

3.1 Establish a partnership group to develop and implement 

a Play Strategy for the Falkirk Council area. 

4.3 Complete the Sport and Physical Education Development 

Plan and progress pilot schemes in Denny and the Braes 

areas to integrate all sport and recreation provision. 

4.4 Explore options to develop a Healthy Living Campus 

centred on Bo'ness Recreation Centre, including 

programme and infrastructure development. 

4.5 Explore options to secure investment, possibly through 

private partnership, in health and fitness facilities for 

leisure centres. 

x 

x 

x x x 

x 

x x 

x 

x 

x x 


















Housing and Social Work Services 













Private Sector

70 

Strategy 

Reference 


2001/2002 

Timescales 

2002/2003 2003/2004 


4.7 Complete a review of the leisure card and concessionary 

access scheme. x 

4.8 Prepare and implement a marketing plan for sport and 

recreation. 

x 

5.1 (i) Undertake an audit of current hall and centre 

management arrangements to identify a suitable 

x(i) 

preferably rural, pilot cluster scheme including reference 

to schools. 

(ii) Consult with voluntary management groups within the 

pilot cluster to clarify roles, expectations and training 

needs as a first step towards greater integration. 

x(ii) x(ii) 

5.2 Undertake a review of community transport arrangements 

to explore opportunities for more targeted and expanded 

usage of minibus provision to link rural communities to 

centralised facilities. 

x 

5.3 Explore links between halls / centres, the Community 

Learning plans and Modernising Government action plan 

to identify and develop opportunities for increasing ICT 

provision. 

x 

6.1 (i) Implement broadband network as part of People's 

Network to provide free access to internet and learning 

opportunities at all libraries. 

(ii) Complete whole staff ICT training programme in order 

to support users in libraries. 

x x 

6.5 Review resource management policies in libraries to 

ensure collections are user focused. x 





Finance Services 







Housing & Social Work Services 






Community Services

71 

Strategy 

Reference 


2001/2002 

Timescales 

2002/2003 2003/2004 


7.1 Prepare and implement a partnership Arts Strategy. 

7.4 Establish a template for the delivery of public art 

initiatives to progress a project funding bid to the SAC. x 

8.2 Prepare a Heritage Strategy including reference to 

industrial history. x x 

x 











8.3 Prepare a development plan for local museums. x Community Services 

8.4 Revisit existing museum marketing mechanisms to 

improve communication processes. x 

Strategy Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR YOUNG PEOPLE 

2.3 Undertake a partnership audit of all current arrangements 

for delivering environmental education initiatives, to 

assess opportunities for best practice. 

2.4 Explore opportunities to expand outdoor activities 

programme through increasing links between Outdoor 

Activities, Community Education and Education Services. 

x 

x 








Education Services

72 

Strategy 

Reference 


2001/2002 

Timescales 

2002/2003 2003/2004 

Strategy Aim 3 : TO PROVIDE STIMULATING AND INTERESTING OPPORTUNITIES FOR YOUNG PEOPLE 

3.4 Provide safe, properly located meeting places for 

teenagers in parks and open spaces. x 

5.4 Identify suitable designated areas within halls / centres 

for the development of dedicated youth provision. x x 








6.6 Improve library layouts and signage. x x x Community Services 

7.5 Secure external funding for BIG IN FALKIRK through 

partnership funding bids and the preparation of a 

development plan to increase tourism potential. 

8.5 Secure funding to develop museum outreach 

programmes into communities through progressing an 

application to the HLF. 

8.6 Create cultural lifelong learning activities targeted at 

schools and colleges through partnership across services 

and with other agencies. 

x 

x 

x 






Other Agencies

Appendices 

73

FALKIRK COUNCIL STRATEGIES AND POLICIES 

Document Name 

75 

Appendix 1 

Access Strategy 

Community Learning Strategy 

Community Safety Policy 

Decentralisation Strategy 

Economic Development Strategy 

Environmental Strategy 

Falkirk Greenspace Initiative 

Local Biodiversity Action Plan 

Local Plans 

Local Transport Strategy 

Millennium Link Canal Corridor Development Framework 

Modernising Government Action Plan 

Social Inclusion Partnership 

Social Policy 

Strategic Community Plan 

Structure Plan 

Sustainable Falkirk, a strategy contributing to “Local Agenda 21” in the Falkirk Council area 

Town Centres Strategy 

Young People’s Strategy

ABBREVIATIONS USED 

Abbreviation Used Full Title 

CHD Coronary heart disease 

CoSLA Convention of Scottish Local Authorities 

CSCT Central Scotland Countryside Trust 

CSDG Central Sport Development Group 

CSIS Central Scotland Institute of Sport 

FVHB Forth Valley Health Board 

GP General Practitioner 

HLF Heritage Lottery Fund 

ICT Information Communications Technology 

NOF New Opportunities Fund 

SAC Scottish Arts Council 

SIP Social Inclusion Partnership 

SNH Scottish Natural Heritage 

76 

Appendix 2

EXPLANATION OF TERMS USED 

77 

Appendix 3 

Area Forums were established to make Council services more accessible, promote external 

communications and involve the community in the business of the Council. A network of 6 

Area Forums operate in the Falkirk Council area (Bo’ness and Blackness, Falkirk, 

Grangemouth, Denny Bonnybridge and Banknock, Larbert and Stenhousemuir, and the 

Braes). 

Biodiversity is the variety of life on earth. It includes all living things and the variety of 

different habitats and systems they form. 

Central Scotland Forest is an ambitious environmental regeneration project transforming 

the landscape and quality of life in a huge swathe of Scotland’s belt between Edinburgh and 

Glasgow. 

Community Learning is where educational methods are used to develop skills, knowledge 

and capacity in community contexts. 

Community Planning is a process whereby Local Authorities, other agencies and 

communities come together to jointly determine shared priorities for their area. 

sportscotland’s Facilities Planning Model is a strategic planning tool which considers 

population trends, demographic structures, patterns of usage and accessibility to facilities. It 

takes into account likely localised trends for need and demand. 

Forest Enterprise: Land use managers of Forestry Commission land. 

Friends of Parks groups are established user groups of parks who have the potential to 

make an enormous contribution to the management of parks. 

Greenspace is a collective description of all the varied types of public external space. The 

elements of greenspace considered by the Culture and Leisure Strategy are Formal Parks, 

Community Countryside and Play Spaces. 

Healthy Living Network: The creation of a network of communities, public and voluntary 

sector agencies, and health professionals to promote good health in its broadest sense 

where health and positive, active lifestyles are the focus. 

A Hectare is a square measure of land, one hectare = 2.4 acres. 

The HLF (Heritage Lottery Fund) uses money raised by the National Lottery to improve the 

quality of life by safeguarding, enhancing and assisting people to appreciate and enjoy the 

heritage of buildings, objects and the environment. 

The Internet is an international computer network linking computers from educational 

institutes, government agencies, industry, etc. 

The Intranet is a private communications network created using World Wide Web software.

78 

Appendix 3 

Local Agenda 21 an international agreement to take action to safeguard the natural 

resources of the planet. 

Local Capital Grants Scheme: Scottish Executive administered grants scheme for 

Community Halls. 

The Millennium Link is a £78m project that seeks the restoration of Scotland's Lowland 

Canals network. Led by British Waterways it aims to open and link the Union Canal and the 

Forth and Clyde Canal enabling the passage of boats from Edinburgh to Glasgow through 

Falkirk. The key project for the Falkirk area is the Falkirk Wheel. 

Modernising Government Agenda. Modernising Government is a radical programme of 

change in the way the public sector delivers services and manages its internal processes; 

focusing on the delivery of modern (21 st Century Government), pro-active and customerfocused 

services. 

The National Cultural Strategy produced by the Scottish Executive identifies a wide range 

of complementary actions to take forward cultural development in all areas. Key 

development opportunities include promoting excellence in traditional areas, widening 

education programmes in and by national museums, galleries and other organisations, and 

maximising the potential of ICT to enhance and widen cultural participation and access. 

National Grid for Learning: Use of the Internet to support learning and teaching by 

connecting all education establishments, learning centres, libraries, the workplace and 

homes. 

New Library Network / Public Library Network: Initiative resulting from the “New Library: 

The Peoples Network” report commissioned by the government, which will enable public 

libraries to become linked through new technology. 

New Community Schools: A government initiative to modernise schools, raise attainment, 

promote social inclusion and meet the needs of individual children and their families. 

Bringing together under one roof a single team of professionals from a range of services 

through a partnership between local authorities, the Health service and others. 

NOF (New Opportunities Fund) distributes National Lottery money to health, education and 

environmental projects across the UK. 

The Peoples Network is a strand of NOF funding which is aimed at linking up every public 

library to the Internet, community web sites and the National Grid for Learning. 

Safer Routes to Schools: A Scottish Executive initiative established to get everyone 

involved in school travel by means of setting up safe and environmentally friendly routes for 

children to use to travel to school - encouraging children to walk, cycle or use public 

transport. 

Scottish Institute of Sport: A means of delivering quality services to talented athletes. It 

includes a network of area institutes which will enhance programmes for locally based 

developing athletes. Falkirk Council is a partner in the Central Area Institute of Sport, an 

arrangement that puts the needs of the athlete at the centre of service provision. 

Sports Lottery distributes National Lottery money through sportscotland.

ANE FOR A' 

Falkirk Council 


Kilns House, Falkirk FK1 5SA 

Tel: 01324 506170 Fax: 01324 506171 

www.falkirk.gov.uk 

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.

Culture Leisure - Falkirk Community Trust

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