INFORMATION RIBBLE VALLEY BOROUGH COUNCIL REPORT TO COMMUNITY SERVICES COMMITTEE Agenda Item No. meeting date: TUESDAY 17TH MARCH 2009 title: CLITHEROE CASTLE GROUNDS – GREEN FLAG AWARD submitted by: JOHN C HEAP - DIRECTOR OF COMMUNITY SERVICES principal author: MARTIN KERSEY – ENGINEERING ASSISTANT 1. PURPOSE 1.1 To provide an update to Committee on the progress made towards readying the site for an application for a Green Flag Award in 2010. Council Vision shared with the Local Strategic Partnership: An area with an exceptional environment and quality of life for all; sustained by vital and vibrant market towns and villages acting as thriving service centres meeting the needs of residents, businesses and visitors. Council Ambitions: 1. To protect and enhance the existing environmental quality of our area To help make people's lives safer and healthier Core Values: Strive to achieve excellence Citizen's Charter: We will: Cut the grass in our parks and open spaces regularly Maintain children's play area's so that they are safe to use 2. BACKGROUND At the meeting of this Committee held on Tuesday 9th September 2008 amongst a number of issues it was resolved at minute 373 that: A future report to this Committee addresses issues of how the ongoing management of the Castle and it's grounds including the museum area can be carried out holistically; A future meeting of this Committee give consideration to the issues involved in seeking a Green Flag Award for the Castle Grounds. At the meeting of this Committee held on Tuesday 4th November 2008 it was resolved at minute 536 that: Committee agree to seek to achieve a Green Flag Award for Clitheroe Castle Grounds. CURRENT SITUATION 3. 1. On 30th October 2008 a mock Green Flag assessment of the Castle Grounds was undertaken by an experienced Green Flag judge. The report submitted by the judge can be found as Appendix A to this report. Progress has been made on the following points contained within that report: 3.1.1.A large amount of the vegetation control and shrub maintenance has been carried out during the winter months. The majority of this work has now been completed through the existing staff resource of the grounds maintenance team. • Clitheroe Castle Grounds – Green Flag Award – Community Services Committee 3.1.2.At the meeting of the Friends of Clitheroe Castle which took place on the 11th December 2008 a sub-committee to the executive was set-up to concentrate on providing community involvement to the management of the Castle Grounds. John Houldsworth has kindly agreed to be chair and 5 other members of the friends group volunteered to be part of the initial group. The group will report to the executive body of the Friends Group. Chris Hughes will remain as the chief point of contact to the executive whilst Graham Jagger and Martin Kersey will liaise with the sub-committee. 3.1.3.A marketing and public relations working document has been produced which will incorporate matters involving the Castle Grounds along with the Castle itself and the museum. The production of an information leaflet for the site is in development, again this will include information and promote the site and it's facilities as a whole. 3.1.4.A tree strategy will be written this year once a full survey of the existing stock has been carried out. This document will be used in conjunction with the landscape design plan to manage the tree and shrub stock within the site. 3.1.5.Work has begun on the overall management plan for the site. A snapshot of the document in draft form is attached as Appendix B to this report. Committee members are invited to give feedback on the content and layout of the plan in it's current state to Martin Kersey, Engineering Assistant. 3.1.6.The 2009/2010 Capital Programme has an amount of £25,000 included to enable improvements to be made to the site in line with the Green Flag criteria. A list of projects and necessary works is being compiled and decisions will be made as to which will be carried out with the funds available. Investigations into available grant funding are also taking place. 3.1.7. Martin Kersey, Engineering Assistant has had his application to become a Green Flag judge accepted and will be trained this year. 4. RISK ASSESSMENT 4.1 Resources The draft management plan will be prepared using existing staff resources. 4.2 Technical, Environmental and Legal At this stage all technical issues can be arranged in house. There is expected to be an environmental benefit arising out of any work done on part of achieving a Green Flag Award. There are no legal issues that arise out of this report. 4.3 Political There are no political issues arising out of this report. 4.4 Reputation The achievement of a Green Flag Award for the Castle Grounds will enhance the Council's reputation. 5. RECOMMENDED THAT COMMITTEE 5.1 Note the contents of this report. JOHN C HEAP DIRECTOR OF COMMUNITY SERVICES Background Papers - None Appendices - A – Green Flag Mock Assessment Report B – Draft Management Plan (Part of). For further information please contact Martin Kersey on 01200 414530. • Clitheroe Castle Grounds – Green Flag Award – Community Services Committee Appendix A – Green Flag Mock Assessment Report RESULTS OF DRAFT ASSESSMENT CLITHEROE CASTLE GOUNDS 30th October 2008. Criteria 1 – Welcoming Place • Signage required throughout the Park; entrance boards, interpretative signage and directional finger posts • All entrances require repair and maintenance work to gates, gateposts, walls and railings. • Better use could be made of the land by skate park/ ball park (old tennis courts). Look at options to add facilities suitable for teens. Criteria 2 – Healthy, Safe & Secure • Park is overgrown which affects perception of personal safety. • Review location of dog bins and litter bins and use consistent style for each. • Repairs to safety surfacing required in play area. Look to reinstate weekly inspection (not monthly). • Improve access to and maintenance of public conveniences. • Look to introduce a Park Watch scheme involving the Community/Friends Group and PCSO’s. • Repair footpaths and remove mass to prevent slips and injuries. • General standard and frequency of maintenance needs to be raised in most areas of the park. Criteria 3 – Clean and Well Maintained • Level of routine maintenance required not sustainable with existing workforce (evident in the quality of existing site operations). Review annual maintenance regime. • Significant park with high maintenance landscape. • Recommend using designated staff for rolling programme of maintenance, this should create ownership and pride in the workforce. • Site is overgrown with shrubs, which undermines design and perception of safety. • Develop a sustainable tree management strategy. • Bedding design is confused and neglected; a landscape design plan is required. • Rationalise styles of seats, bins, signs, etc. Create an easily identifiable theme or brand throughout the park. • Repair and restore walls, steps, gate piers and other stonework as required. • Implement a path upgrade and maintenance programme and look to improve disabled access where possible. • Paths in maze need topping up. Criteria 4 – Sustainability • Introduce a Pesticide policy. • Set Peat reduction targets; if required. • Introduce a sustainable planting regime required. • Develop a sustainable tree management strategy. • Clitheroe Castle Grounds – Green Flag Award – Community Services Committee Criteria 5 – Conservation and Heritage • The management of the Castle and it’s Grounds need to be combined to reflect joint importance. • Restore and improve heritage features. • Survey, record and monitor site wildlife. Criteria 6 – Community Involvement • Community involvement is restricted due to there being no parks developmental element in the park management service (resource issue). • Refresh and re-launch the Friends of Castle Grounds group. • Develop a volunteer involvement programme. • Develop an events programme to attract more people to the park. • Develop a user consultation programme. Criteria 7 – Marketing • Develop a marketing strategy for the Castle and it’s Grounds as a whole. Criteria 8 – Management • 5 year management plan required to ensure site is properly managed and maintained and financial investment secured. • Consider having a Park Development Officer/Park Ranger/Park Manager to spearhead the project. • Staff training and development plan needed. • Set January 2010 as a target date for submission of Green Flag Award application. Assessment carried out by L. Kersey on 30th October 2008. • Clitheroe Castle Grounds – Green Flag Award – Community Services Committee Appendix B – Draft Management Plan Clitheroe Castle Grounds (Part of) . • Clitheroe Castle Grounds – Green Flag Award – Community Services Committee tobeadded ForewardbytheDirectorofCommunityServices. TobeInserted. CONTENTS Tobeinserted. WHEREAREWENOW? 1.0INTRODUCTION 1.1WhatisaParkManagementPlan? TheClitheroeCastleGroundsManagementPlaniswrittenbytheStreetsceneSectionoftheCommunityServicesDepartment,outliningaimsandobjectivesinrelationtothesite.Itspurposeistobalancethepriorities,policiesandpressuresthatapplytothesiteandestablishatimescaleforputtingactionsintopractice.Developingamanagementplanrequireslogic,publicinvolvementandteamwork.Integrityisessentialandthemanagementplanningprocessisnothelpfulifdecisionsaremadeindependentofthedocument. 1.2ClitheroeCastleGroundsManagementPlanHistory InNovember2008RibbleValleyBoroughCouncil'sCommunityServicesCommitteesupportedthedecisiontoaspiretoapplyingforandobtainingaGreenlagAwardforthesitetocomplimentthecompletionofHeritageLotteryfundedrestorationandimprovementschemetotheCastleandmuseum.ThisisthefirstplanwrittenforthissitefocusedprimarilyonhowthepublicopenspaceismanagedandwillplayanessentialpartinensuringtheexpetedincreaseinvisitorstothesiteupontheopeningoftheCastleandMuseumvisitorattraction. 1.3AimsofthePlan ItisakeyobjectiveofRibbleValleyBoroughCouncil'sStreetsceneServicesTeam"toimprovethehealthofpeoplelivinginourareabymanagingandmaintainingparks,children’splayareas,sportspitchesandothergreenspacestoallowthemtobeusedforrecreationalpurposes" ItisintendedthatthisManagementPlanwillbeanaccessibleandlivedocumentusedwidelybyCouncilOfficersandthewidercommunity.Theabilitytoreviewthemanagementproceduresthatarecontainedwithinthisdocument, isakeyelementinensuringbestpractice.Theplanaimstoimproveandmaximisethepotentialoftheexistingsiteandcreatenewfacilities,fortoday’s andfuturegenerations. 1.4 How the ManagementPlan willbe used “AgoodManagementPlan shouldbecome an integralpartofthe day-to-dayrunningofthe park, as wellas guidingthe strategic managementprocess”. CABESpace,AGuide to ProducingGoodParkManagementPlans. ·To benchmarkqualitystandards againstmodern bestpractice ·To provide a clear frameworkfor future developments ·To developannualworkprogramme ·To supportthe annualbudget-settingprocess ·To identifyrequirements for additionalfinancialresources ·To keepcustomers, electedmembers andpartners aware ofmanagementpriorities ·To controlor discourage unreasonable demands for additionalservices orfacilities ·To communicate to others,their responsibilityin the deliveryofservices ·To putcommunityneeds atthe heartofimprovements ·To provide a transparentform ofprogress monitoring 1.5 Consultation on the ManagementPlan To be inserted. 1.6 Availabilityofthe ManagementPlan Further copies ofthis plan are available from the followingaddress: CouncilOffices ChurchWalk Clitheroe Lancashire BB72RA or bydownloadingfrom our website: www.ribblevalley.gov.uk/.............../.............pdf 1.7 Responsibilityfor the ManagementPlan Graham Jagger-Streetscene Manger Alan Boyer-AmenityCleansingManagerMartin Kersey-EngineeringAssistant John Adamus-HeadGardener 1.8OutlineofCommunityServicesStructure TheStreetsceneServicesandCommunityDevelopmentteamssitwithinRibbleValleyBoroughCouncil'sCommunityServicesDirectorateandareresponibleforawiderangeoftheCouncil'sfrontlineservices. StreetsceneServicesdeliverarangeoftechnicalservicesincludingOn& Off-streetParking,EngineeringSupport,StreetCleansing,HouseholdWasteManagementandParksandOpenSpaceManagement. StreetscenesectionsrelevanttothisManagementPlan: GroundsMaintenance TheGroundsMaintenanceteamprovidesahighqualitygroundsmaintenanceserviceoncemetreriesandparksandopenspacestomeetand,wherepossible,exceedcustomerexpectations.Theyundertakeallhorticulturalandsoftlandscapemaintenancewiththeexceptionofarboriculturework.Theyalsocarryoutplaygroundinspectionsandmaintenance,amenitycleansingandturfmanagementonbowlinggreensandsportspitches. GeneralWorks TheGeneralWorksteamcarryoutawiderangeoftechnical,buildingandhardlandscaperepairsandmaintenacework.TheteamhasabroadandcontinuallyevolvingskillsbaseandhaveexpandedtheirservicestoincludearboriculturalandPublicRightsofWaywork.TheyarealsoresponsibleforthecleansingandoperationofthepublicconveniencesacrosstheBorough. EngineeringServices EngineeringServicesprovidedeignandsupervisionservicesforCapitalImprovementschemesincludingsportsandrecreationfacilities,managethehireanduseofoutdoorrecreationfacilities,managementof eventsonCouncil ownedlandandmaintainalargePublicRightsofWaynetwork.ThissectionisalsoresponsibleforthemanagementofcarparkingandCCTV. CommunityDevelopmentdeliverculturalservices,includingsport,arts,andotherleisureopportunities,includingtourism.TheyalsofulfiltheCouncil'sobligationsinrelationtothereductionofcrimeanddisorderandincommunity engagement. CommunityDevelopmentsectionsrelevanttothisManagementPlan: SportsDevelopment Thesportsdevelopmentdepartmentisresponsiblefordevelopingsportprogrammestoincreaseparticipationinprioritygroups.Inadditiontothistheunitworkstosupportlocalsportsclubs,coachesandvolunteersthroughthedevelopmentofcoacheducationprogrammesandthecoordinationofsportspecificdevelopmentgroups. TheunitworksincloseproximitytotheCountySportsPartnershipandensuresyoungpeoplehavetheopportunitytoparticipateineventsliketheYoutGames. HealthyLifestyles TheHealthylifestyleteamareresponsibleforanumberofprogrammesthathelpindividualstoadoptandmaintainhealth-enhancingbehaviours.TheyareinvolvedinbothprimarypreventionandmanagementoflifestylerelatedmedicalconditionssuchasCHDanddiabetes.Theteamworkwithanumberof partnerstodelivertheprogrammes. ArtsFacilitiesandDevelopment Theartsdevelopmentdepartmentisresponsibleformanagingthecouncil'sartfacilitiesanddevelopingarangeofartsactivitiesandeventsthrougouttheborough.Fromcommissioningpublicarttoparticipatorymusicanddanceactivitiesthefocusistoencouragegreaterparticipationandaccesstothearts, workingwithpartnersandlocalcommunitygroups. HeritageServices ThedepartmentisresponsibleforensuringthatstrongpartnershipsareformedbetweentheCouncil,LancashireMuseumService,themuseumoperatorsonbehalfoftheboroughcouncil,andthecafeoperatorsinordertobuildopportunitiesforgrowthanddevelopmentinmaintainingClitheroeCastleandmuseumasakeydestinationvisiorattractionandhubforcommunityactivity. SaferCommunities ThedepartmentisresponsibleformaintainingtheSafetyofRibbleValleyResidents.ThedepartmentformsakeycogintheCommunitySafetyPartnership,alongwiththePolice,FireService,andYoungPeoplesService, PrimaryCareTrust,andProbationServiceThepartnershiprunsavarietyofiniativestotargetcriminals,makethepublicawareofpreventativemeasures, andprovidingdiversionaryactivities. Tourism Responsibleforprovidingvisitorinformationservices,tourismbusinesssupportanddestinationmarketinginordertohelpdevelopthevisitoreconomyandprofileofRibbleValley.Thisteamprovidesavaluableserviceinpromotingthecouncil'sfacilities,theborough'sattractionsandothertourismrelatedbusinessesandeventstoRibbleValleyresidentsandpotentialvisitorstothe area. StrongerCommunities TheteamisresponsibleforprogressingRibbleValleytowardsamorecohesiveapproachtoyoungpeople,theelderly,isolatedruralcommunitiesandpeople. Awiderangeofhelpandactivitieshasbeenidentifiedwhichisworkedonasamulti-agencyinitiative. 2.0PARTNERSOFCLITHEROECASTLE Tobeinserted. 3.0ABOUTRIBBLEVALLEY 3.1TheLocality RibbleValleyisinthecountyofLancashireborderingneighbouringcouncilsinEastLancashire,CravenDistrictCouncilinNorthYorkshire,SouthRibble, Preston,WyreandLancasterBoroughCouncils.TheadministrativecentreforthedistrictisthehistoricmarkettownofClitheroe.Theindustrialand commercialcentreforthewestoftheboroughisthetownofLongridge.Theremainingareaismainlyrural,rangingfromlargevillagestosmallhamlets. SomesettlementsareaccessiblealongtheA59corridor;othersaremoreremotefromservicesandpublictransport.Alongwithancientwoodland, biologicalheritagesites,conservationareasandsitesofspecialscientificinterest,twothirdsofRibbleValleyisdesignatedaspartoftheForestofBowlandAreaofOutstandingNaturalBeauty(AONB). 3.2PopulationandDemographics Accordingtothe2001census,thepopulationofthedistrictis53,960(althoughitisnowestimatedat57,800),livingin24,482households,ofwhichapproximately25%areinthetownofClitheroe.RibbleValleyhasthelargestgeographicalareawithinLancashire,covering226squaremiles(583squarekilometres),butthesmallestpopulation.Sparsityofpopulationis,therefore,akeyfeature–onaverage94peoplepersquarekilometre,comparedwith380nationally.Therehasbeenanincreaseof5.2%intheoverallpopulationofthedistrictsince1991,anditispredictedtoriseby10.4%overthenext10years. Arelativelysmallproportionofthepopulation,lessthan2%,isfromethnicminoritybackgrounds.Theresidentpopulationisrelativelyold,withagreaterthanaveragenumberofresidentsovertheageof65(over20%comparedwithanationalaverageof18%)andconsequentlyabelowaveragenumberofyoungpeopleaged24andunder.Populationprojectionssuggestthatthisimbalancewillincreaseinfuture. 3.3DeprivationandtheLocalEconomy RibbleValleyisarelativelyaffluentareaandisranked283outof354intheindicesofdeprivationforlocalauthorityareasinEngland(withonebeingthemostdisadvantaged).Nowardsfigureinthe25%mostdeprived,but5wardsdofigurewithintheworst10%ofallEnglishwardsundertheAccesstoServicesIndex.UnemploymentiswellbelowthenationalandregionalaveragesandthelowestintheNorthWest(at2.4%comparedwiththenationalaverageof5.3%). Earningsareabovethenationalaverage.However,thismasksthestructuralthreattothearea’semploymentopportunities:thetypeofjobsavailable(lowskilljobsindecliningsectors)andtheirrelativelylowpay.Giventheruralnatureofthearea,itisnotsurprisingthatagricultureandtourismareimportantemployers.However,recentyearshaveseenmajorrestructuring, withintheagricultural/land-basedsectorinparticular. 3.3DeprivationandtheLocalEconomy(continued) Thetourismsectoraccountsforover10%ofemployment,anditisestimatedthatthetotalspentbytouristsinRibbleValleyeachyearisinexcessof£19.5million.Additionallythereareestimatedtobearound2,500jobsintourismrelatedbusinesses. OneofthelargestemploymentsectorsinRibbleValleyismanufacturing,whichaccountsfor23.4%ofemploymentwithintheborough, andisrepresentedbymajornationalandmulti-nationalcompaniessuchasCastleCement,JohnsonMatthey,andBAeSystems.Therelativelysmallnumberoflargeemployersiscomplementedbyanaboveaveragepresenceofsmallcompaniesemploying1-4employees.Asurveyundertakenin2001showedthatRibbleValleyhasthesecondmostskilledpopulationinthecountryaftertheCityofLondon.However,thesurveymasksthefactthatmanyofthesewell-qualifiedpeopleinhigh-earning,seniorpositionscommutedailyoutoftheborough,andliveintheareabecauseofthehighqualityenvironmentandthequalityoflifeitoffers.Thishashadtheeffectofforcingupthepriceofhouseswithintheborough,puttingthemwelloutofthereachofyoungpeople/firsttimebuyers. 4.0STRATEGICBACKGROUND 4.1NationalContext ThefinalreportoftheUrbanGreenSpacesTaskforceidentifiestheneedforanurbanrenaissanceofparksandgreenspaces,arguingthatopenspacehasthepotentialtomakeamajorcontributiontourbanregeneration.Inparticular,itidentifies: •Thebenefitsofparksandgreenspacesforurbanlifeandtheircontributiontolong-termsocial,economicandenvironmentalprogress(e.g.urbanregenerationandrenewal;health;socialcohesion,communitydevelopmentandcitizenship;educationandlifelonglearning,environmentalsustainability; heritageandculture).Theproblemsaffectingurbanparksandgreenspacesandwaysinwhichtheymightbeovercome. •Theneedforastrategicpolicyframeworkwithinwhichalldecisionmakerscanoperateandcontributetodelivernetworksofurbangreenspaces. •Waystodeliverthereport’svisionof “liveable”,sustainablemoderntowns andcities –strongcivicandlocalpride,reinforcedbyagreenspacesstrategy;commoncriteriatomeasurequalityandcare;stronglocalleadershipandgreaternationalsupport;aschemetofundenablerstoworkwithlocalgroupsandcreatepartnerships;thecreationofanationalagencyforurbanparksandgreenspaces. ThisreportwasinstrumentalintheestablishmentofCABESpace.Itidentifiesfourareasforbodiesresponsibleforopenspacestoconsider: •Partnershipwithorganisationsworkingtogether •Reversingthedeclineofqualityofopenspace •Theimportanceofopenspacefordisadvantagedcommunities •Theneedtorespondtochangesindemography 4.1NationalContext(continued) SustainableCommunities:BuildingfortheFuture(2003) TheSustainableCommunitiesPlan(SustainableCommunities:BuildingfortheFuture)setsoutalong-termprogrammeofactionfordeliveringsustainablecommunitiesinbothurbanandruralareas.IntheNorth,itfocuseson revitalisingfailinghousingmarketsandregeneratingtownsandcities.Thesubsequentfiveyearplan –“People,PlacesandProsperity”identifiesthe componentsofsustainablecommunities. Sustainable Communities–Places where people wantto live andwork,now andin the future. 1.Active, inclusive andsafe 1.Wellconnected 2.Wellrun 2.Thriving3.Environmentallysensitive3.Wellserved 4.Welldesignedandbuilt 4.Fair for everyone PlanningPolicyGuidance17:OpenSpace,SportandRecreation Openspaces,sportandrecreationallunderpinpeople’squalityoflife.AsstatedinPPG17,openspaces,sportandrecreationfacilitiesplayanimportantrolein: •Supportinganurbanrenaissance–localnetworksofhighqualityandwellmanagedandmaintainedopenspaces,sportsandrecreationalfacilitieshelpcreateurbanenvironmentsthatareattractive,cleanandsafe.Greenspaceinurbanareasperformvitalfunctionsasareasfornatureconservationandbiodiversityandbyactingas“greenlungs”canassistinmeetingobjectiveto improveairquality. •Supportingaruralrenewal–thecountrysidecanprovideopportunitiesforrecreationandvisitorscanplayanimportantroleintheregenerationoftheeconomiesofruralareas.Openspaceswithinruralsettlementsandaccessibilitytolocalsportsandrecreationalfacilitiescontributetothequalityoflifeandwellbeingopeoplewholiveinruralareas. •Promotionofsocialinclusionandcommunitycohesion–wellplannedandmaintainedopenspacesandgoodqualitysportsandrecreationalfacilitiescanplayamajorpartinimprovingpeople’ssenseofwell-beingintheplacetheylive.Asafocalpointforcommunityactivities,theycanbringtogethermembers ofdeprivedcommunitiesandprovideopportunitiesforpeopleforsocialinteraction. •Healthandwell-being–openspaces,sportsandrecreationalfacilitieshaveavitalroletoplayinpromotinghealthylivingandpreventingillness,andinthesocialdevelopmentofchildrenofallagesthough,play,sportingactivitiesandinteractionwithothers. •Promotingmoresustainabledevelopment–byensuringthatopenspace, sportsandrecreationalfacilities(particularlyinurbanareas)areeasilyaccessiblebywalkingandcyclingandthatmoreheavilyusedorintensivesportsandrecreationalfacilitiesareplannedforlocationswelservedbypublictransport. 4.1NationalContext(continued) TheobjectivesofPPS9aretopromotesustainabledevelopmentbyensuringthatbiologicalandgeologicaldiversityareconservedandenhanced.Italsoidentifiestheimportanceofenhancingbiodiversityingreenspacesanddevelopmentssothattheyarewellusedbywildlifeandvaluedtopeopl, therebycontributingtoruralrenewalandurbanrenaissance.Italsohighlightsthathealthyeco-systemscancontributetoabetterqualityoflifeandtopeople’ssenseofwell-being. ThisstrategysetsoutavisionfortheCountryoflandscapes“wherewildspeciesandhabitatsarepartofhealthyfunctioningeco-systems;andwherebiodiversityisanaturalconsiderationofpoliciesanddecisions,andinsocietyasawhole”.TheBiodiversityStrategyforEnglandseekstoensurethatbiodiversityconsiderationsbecomeembeddedinallthemainsectionsofeconomicactivit,publicandprivate.Itsetsoutaprogrammetomakethechangesnecessarytoconserve,enhanceandworkwiththegrainofnatureandeco-systemsratherthanagainstthem.Ittakesaccountofclimatechangeasoneofthemostimportantfactorsaffectingbiodiversityandinfluencingpolicies. CABESpace,establishedin2003,ispartofCABE,theCommissioningforArchitectureandtheBuiltEnvironment,whichchampionsthequalityofourbuildingsandspaces.CABESpaceispubliclyfundedbyCommunitiesandLocalGovernment.Itaimstobringexcellencetothedesign,managementandmaintenanceofparksandpublicspaceinourtownsandcities.CABESpaceworkswithlocalauthoritiesandotherbodiesresponsibleforpublicspacetohelpthemprovideabetterservice.Itsworkencourageslocalcouncilstothinkholisticallyabouttheirgreenspace,andwhatitmeansforresidents’health andwell-being,routestoschoolandwork,andrecreationthroughplayandsport.CABESpace’sgoalistoensurethateverypersoninEnglandhaseasyaccesstowelldesignedandwelllookedafterpublicspace. KeyissueshighlightedbyCABESpaceinclude: •Contributingtothecreationofanationalconsensusthatparksandpublicspacesareagenuinepoliticalandfinancialprioritybyencouragingnatioalandlocalagenciestosignuptothe “manifesto”. •Increasingthenumberofon-sitestafftocreatesafe,popularandbeautifulparks. •Theimportanceofassessingtheexistingqualityofparksandgreenspacesandtosetclearandmeasurableaspirationsforthefuture. •Thedifferencebetweencuttingbudgetsandmakingefficiencygainsisnotalwaysappreciated. •Increaseinnationalfundingdoesnotleadtomoreresourcesatalocallevel. 4.1NationalContext(continued) TheCivicTrustwasfoundedin1957toencouragehighstandardsofplanningandarchitecture.Itisconcernedwiththequalityofthebuiltenvironmentanditsimpactonpeople.Itraisesawarenessoftheneedtocreateenvironments, which bringoutthebestinpeople,celebratethebestplaces,andexpectthehighestqualityforallcommunities. TheCivicTrustmanagestheGreenFlagAwardscheme,whichisthenationalstandardforparksandgreenspacesinEnglandandWales.Theschemebeganis1996asameansofrecognisingandrewardingthebestgreenspacesinthecountry.Itwasalsoseenasawayofencouragingotherstoachievethesamehighenvironmentalstandards,creatingabenchmarkofexcellenceinrecreational greenareas. ENCAMSisthecharitythatrunstheKeepBritainTidycampaign.Itsaimsaretoconvinceitstargetedgroupstotakeeffectiveactiontoenableotherstoimprove, maintainandowntheirlocalenvironments;correctlydisposeofmaterialthatcouldbecomelitter;detergumdeposition;detergraffiti;reducenuisanceandabandonedvehiclesandreducethenuisanceofneighbourhoodnoise. NaturalEnglandhasbeenformedbybringingtogetherEnglishNature,thelandscape,accessandrecreationelementsoftheCountrysideAgencyandtheenvironmentallandmanagementfunctionsoftheRuralDevelopmentService.Itwillworkforpeople,placesandnature,toenhancebiodiversity,landscapesandwildlifeinrural,urban,coastalandmarineareas;promotingaccess,recreationandpublicwell-being,andcontributingtothewaynaturalresourcesaremanagedsothattheycanbeenjoyednowandinthefuture. NaturalEnglandisworkingtowardsthedeliveryoffourstrategicoutcomes, whichtogetherdeliveronourpurposestoconserve,enhanceandmanagethenaturalenvironmentforthebenefitofcurrentandfuturegenerations: •Ahealthynaturalenvironment:England’snaturalenvironmentwillbe conservedandenhanced; •Enjoymentofthenaturalenvironment:morepeopleenjoying,understandingandactingtoimprove,thenaturalenvironment,moreoften; •Sustainableuseofthenaturalenvironment:theuseandmanagementofthenaturalenvironmentismoresustainable; •Asecureenvironmentalfuture:decisionswhichcollectivelysecurethefutureofthenaturalenvironment. 4.1NationalContext(continued) TheDepartmentofHealth’sPublicHealthWhitePapersetsoutactionbytheGovernmenttosupporttheindividualtomakehealthychoices.Itsoverarchingprioritiesareto: •Reducethenumberofpeoplesmoking; •Reduceobesityandimprovedietandnutrition; •Increaseexercise; •Encourageandsupportsensibledrinking; •Improvesexualhealth; •Improvementalhealth. TheprovisionofparksandopenspacescansupporttheChoosingHealthagendaastheyofferopportunitiesforexerciseandphysicalactivity. TheGovernment’s “EveryChildMatters:ChangeforChildren”strategypublishedinDecember2004,providesanationalframeworktoguidechangeatlocalauthoritylevel.Theten-yearstrategyforearlyyearsandchildcarewaspublishedatthesametime.Together,thesedocumentssetoutthebiggerpictureintermsofnationalandlocalchange.Thefivemainoutcomes(whicharefurthersubdividedinto25aims)forchildrenandyoungpeople,describedaskeytowellbeinginchildhoodandlaterlife,are: •Beinghealthy; •Stayingsafe; •Enjoyingandachieving; •Makingapositivecontribution; •Achievingeconomicwell-being. TheGovernmentwillusean“outcomesframework”toworkwithlocalpartnerstoprioritisethedeliveryofrelatedlocalpublicserviceagreementtargetsandtomonitorprogress.ThereisastrongdemandinBlackpoolforplacestogoandthingstodoforchildrenandyoungpeople.Parksandopenspaceshaveapositiveroletoplayinimprovingthequalityoflife,promotingchildren’s wellbeingandbuildingcommunitycohesion. TheYouthMattersGreenPaperbuildsontheEveryChildMattersoutcomeswiththeintentionofreshapingservicesforyoungpeople.Theproposalsaimtoaddressfourkeychallenges: •Engageandempowermoreyoungpeopleinpositiveactivities; •Encouragemoreyoungpeopletobecomeinvolvedintheircommunities; •Provisionofbetterinformation,adviceandguidancetoyoungpeopletoenablethemtomakeinformedchoices; •Provisionofbetterandmorepersonalisedsupportforeachyoungperson. 4.2RegionalContext “England’sNorthwest –astrategytowards2020”providesaframeworkforacceleratingandpromotingeconomicdevelopmentwithintheregioninthecontextofsustainabledevelopment.Ofparticularrelevancetoparksandopenspacespolicyareprogrammestoreclaimderelictlandthroughsoftenduses, including“Newlands”and “REMADE”andthecreationofregionalparksdesignedtocreateandmanagearangeofnewregionalparkresourcesclosertothemaincentresofpopulation. TheNorthwestRegionalSpatialStrategyaimstolinktheregion’seconomic housing,transportandplanninggoalsinabroadspatialstrategy.Itsvisionisdetailedas: “By2021weaimtoseeManchesterandLiverpoolfirmlyestablishedasworldclasscitiesthankstotheirinternationalconnections,highlydevelopedserviceandknowledgesectorsandflourishingculture,sportandleisureindustries.ThegrowthanddevelopmentoftheCentralLancashireCityRegionasafocusforeconomicgrowthwillcontinue,buildingontheexistingindividualstrengthsoftheurbancentresaroundcommerce,highereducation,advancedmanufacturingandresorttourism.Theregion’stownsandcitieswilloffer stronganddistinctivecentresfortheirhinterlands,withattractive,highqualitylivingenvironmentsthatmeettheneedoftheirinhabitants;ourareasofnaturalbeautywillbecomethesettingforviable,ruralcommunitiesthatenjoyincreasedprosperityandqualityoflife,withoutanycompromisetothecharacteroftheirsurroundings.By2021wewillseeaNorthWestthathasrealisedahigherqualityoflifeforallitscitizensthroughimprovedprosperity, embracingtheprinciplesofsustainabledevelopment,therebyreducingeconomicandotherdisparitieswithintheNorthWestandwiththeUKasawhole”. Theplanidentifiesfivethemeswhichareeitherinmostneedofinterventionorhaveasignificantcontributiontomakeinmeetingparticipationtargts: •Enhancingthesportinginfrastructure •Improvinghealthandwell-being. •Developingeducationinschools. •Benefitingtheeconomy. •Creatingsaferandstrongercommunities Eachoftheabovethemes,arerelevanttosomedegreeinRibbleValleybutwithsportinginfrastructure,healthandwellbeingandsaferandstrongercommunitiesbeingofgreaterimportance. 4.3LocalContext TheCouncilhasadoptedthefollowingstatementthatsetsoutitsroleandresponsibilitiesinrelationtothecommunitiesitexiststoserve: “TheCouncilwillprovidehighquality,affordableandresponsivepublicservicesthatdevelopthesocialandeconomicwell-beingoftheBoroughwhilstsafeguardingtheruralnatureofthearea” OurVISION,whichissharedwiththeLocalStrategicPartnership,remainsconstant.Bynolaterthan2016weaimtoensurethatRibbleValleywillbe: “Anareawithanexceptionalenvironmentandqualityoflifeforall;sustainedbyvitalandvibrantmarkettownsandvillagesactingasthrivingservicecentresmeetingtheneedsofresidents,businessesandvisitors. ” Webelievethatthis reflectsoursharedaimfortheBoroughwhichhasthehighestqualityofenvironmentforthosewholiveinandvisitthearea.Itrecognisesthatpeoplemusthaveahighqualityoflife;thatsuitablehomesareavailabletomeettheirdiverseneedsandthattheyshouldbesafeandfeelsafe. InordertodeliveritsVisionandprovideafocusforhowitdeliversservices,theCouncilhasagreedasetofoverridingambitionsandpriorities. Aboveall‘weaimtobeawell-managedCouncilprovidingefficientservicesbasedonidentifiedcustomerneeds’overarchesallofourAmbitions,whilst recognisingtheimportanceofsecuringadiverse,sustainableeconomicbasefortheBorough. ThethreeAmbitionswhichtheCouncilhasagreeditwillworktowardsare: -especiallytoensurethatwehavesafeandtroublefreecommunitieswithhealthylifestyles -especiallytoprotectthenaturalandbuiltenvironmentandensurethatweprovidecleanstreetsandopenspaces -especiallytoensurethattherearesufficientaffordablehomesforlocalpeoplewhoareinhousingneed Werecognisethisisambitiousandwillnotbeeasytoachieve.Howeverwehavesetourselvesatargetofachievingthisby2016." 4.3LocalContext(continued) TheSustainableCommunityStrategy2007-2013focusesonachievingrealisticimprovementsintheeconomic,socialandenvironmentalwell-beingofRibbleValleyoverthenextfiveyears.ItisthekeystrategyfortheBorough.TheSustainableCommunityStrategysetsaclearframeworkonwhattoaimfor, andagreestargetsonachievementofobjectives.ThereisclearownershipoftheStrategyfromallmembersoftheRibbleValleyStrategicPartnership. Thecorporateplanningprocessfor2008-2009willbeginwithconsideringprioritiesidentifiedbythestrategicpartnership.ThiswillensuretheCouncil’s CorporatePerformanceandImprovementPlananddepartmentalserviceplansflowfromRVSP’sagenda. InordertorealisethisvisiontheRVSPfocusesonanagreedsetofthemes: •CommunitySafety •HealthandWell-being •EnvironmentalExcellence(ClimateChange) •Housing •TransportandInfrastructure •CommunityCohesion •Culture,HeritageandTourism •EducationandLifelonglearning •ASustainableEconomyandthrivingmarkettowns RibbleValleyBoroughCouncilisworkingcloselywithourkeypartnersandlocalcommunitiesthroughtheRibbleValleyStrategicPartnership.Eachofthepartners/agencieswithinthePartnershipcontributestowardstheachievementsoftheSustainableCommunityStrategythroughitsownactionsandjointactioswithothers. InMarch2006theCouncilenteredintoanagreementwithcentralgovernmenttoimprovethequalityoflocallydeliveredpublicservices.TheLocalAreaAgreement(knownastheLAA)isanagreementbetweencentralgovernmentandagroupofpublic,voluntary,communityandfaithsectorserviceproviders. IndevelopingtheAgreement,theCouncilworkedcloselywithitspartnerstoidentifypriorityoutcomesforLancashireandtodevelopnewwaysofworkingtodeliverthem.ThebodieswithinthePartnershipwillworktogethertowardsanagreedsetofoutcomesdesignedtomakealastingdifferencetothepeopleofLancashir.TheLAAprovidespartnerswiththefreedomandflexibilitytojoinbudgetsandservicestodelivermoreeffectivelocalactionwithbetteruseofresoucesandasimplifiedperformanceframework. CompositionoftheRibbleValleyStrategicPartnership(March2007) Board(15) KeyConsultativeBodies for the RVSP 2x Ribble ValleyBoroughCouncillors 2x Lancashire CountyCouncillors Longridge Action Partnership 2x ParishandTown Councillors Clitheroe the Future 1x CEOTrinityPartnership The YouthCouncil 1x CEORibble ValleyandHyndburn Councilfor VoluntaryServices RVTourism Association ParishandTown CouncilLiaison Committee 1x GeographicalInspector ofPolice for Ribble Valley* 1x CEORibble ValleyEnterprise Agency** GovernmentOffice NorthWest 1x CEOHyndburn andRibble ValleyPrimaryCare Trust*** NorthWestDevelopmentAgency RVCommunityForum 1x RetailEconomyrepresentative RVSeniors Action Forum (Age Concern) 1x LandEconomyrepresentative 1x ManufacturingIndustryrepresentative Lancashire Fire &Rescue Crime And Disorder Reduction Partnership Economy Education &Life LongLearning CommunityCohesion StrategicHealth ImprovementGroup HousingForum These6thematicgroupsandDeliveryTeams,whicharesetupasandwhennecessary,feedintotheLocalAreaAgreementBlocksbelow.EachblockhasaBoardMemberrepresentingitasit'sChampion. Safer StrongerCommunities Economic Enterprise & Development Healthier Communities & Older People*** Children & YoungPeople**** Lancashire LocalArea Agreement LAAactivitiesaregroupedaroundfourthemes(or‘blocks’),eachofwhichaims toachieveaseriesofoutcomesaslistedbelow. Toreducecrimeandtheharmcausedbyillegaldrugsandanti-socialbehaviour, andaddressrelatedissuesincludingimprovingthequalityoflifeforpeopleinthemostdisadvantagedneighbourhoods. Toimprovethehealth,life-outcomes,andpositivesocialparticipationofLancashire’schildrenandyoungpeople. To increase entrepreneurshipandachieve improvedaccess to economicprosperitythroughoutLancashire. Toreducehealthinequalities,lifeexpectancyandwell-beingacrossLancashirebyimprovinglifestylesandaddressthewiderdeterminantsofhealth. LocallywithinRibbleValleythereareanumberofareaswheregoodprogresshasbeenmadetocontributetowardstheLAAoutcomes.Theseinclude: •£9000LAAPumpPrimingGrantisbeingusedtoimprovethequalityofstreetcleaninginselectedareasoftheBoroughduringthesummerperiodfromApril hroughtoJuly2007. •RibbleValleyCrimeandDisorderReductionPartnershipoffersarangeofinitiativesincludingdiversionaryactivitiesthroughsportandyouthwor, mentoringschemes,targetedworkwithknownoffenders,alcoholawareness, PubwatchandNeighbourhoodPolicing. •TheCouncilhascreatedapartnershipwiththePoliceCommunitySupportOfficerstoissueFixedPenaltyNoticesforlitteranddogfouling.InadditiontheCouncilhasincreasedthehoursoftheDogWardenserviceandhasprovidedextradogbinsacrosstheBoroughinconsultationwithParishouncils. •AchievedgoodsuccessesworkingwithPoliceandCommunityTogether(PACT) tosupportlocalActionGroupstoaddresscrimeatalocallevel.ForexamplethePrimroseAction25grouphasmanagedreducetheincidenceofcriminaldamageintheirareafrom25incidentspermonthdowntosinglefigres. TheprimarytermsofreferenceoftheRibbleValleySPAAistoworkinpartnershiptodirectlyimpactonincreasingparticipationlevelsandwideningacesstosportandphysicalactivityforallresidentsofRibbleValley.Inadditiontoincreasingawarenessofthebenefitsofexerciseandmoreactiveandhealthierlifestylesitisessentialthatthereareappropriateacivitiesaccessibletothecommunity.Thetwomainareaswhichwillbefocusedonarewalkingandcycling. Recognisingthecurrentemphasisonhealthinitiativesandthefactthatthereisaneedtoutilisethesurroundingnaturalenvironmentforparticipaionthereisanincreasingemphasisonoutdoorrecreation.ItisenvisagedthatParksandOpenSpacesthroughoutthedistrictwillplayanimportantroleasvenuesforcoaching,training,eventsandguidedwalksandrides. 5.0SITEDESCRIPTION SiteName ClitheroeCastleGrounds GridReference Easting:374297Northing:441753 Area 7.64Hectares GeneralDescription ClitheroeCastleholdsacommandingpositionabovethetowncentreandrepresentstheiconiclandmarkforthewholeoftheRiblleValley.TheCastleissetonalimestoneoutcropwithintheformallandscapedgardensoftheCastleGrounds.Thesiteattractsvisitorsfromawidecatchment,includingmuseumvisitorsfromtheregionandbeyondtolocalresidentswhoseethefacilityastheirlocalpark.ThestrategicimportanceoftheCastleandGroundsisalsorecognisedasbeingakeycomponentintherenaissanceofClitheroeasavisitordestination Layout TheCastleandit'sgroundsoccupyasignificantareainthetowncentre.Thesiteissub-dividedinto9constituentcharacterareaswhichareeasilyidentifiablebytheirvisualappearanceandcharacter. Thisincludesthebuiltstructuresofthekeep,thecurtainwall,thestables,theoldCourthouse,theWarMemorialandassociatedgarden,thegatewayandupperdriveandtheformergreenhouseterracestothesouthofCastleHouse. Thiscomprisestheirregularexposureofrocksurroundingthekeepandextendingsouthwardstothecrowsnestandaroundpasttherosegarden. Therearetwokeypathswithintheoutcrop,themostimportantbeingatthenorthernendwhichprovidesdirectaccessfromtheCastleGateentrancetothekeep.Thesecondisasteeplygraded,roughsurfacetrack. Thisareaembracesundulatingslopesofthenorthernandwesternflanksofthesiteandcontainsthebandstandandamphitheatreandasignificantlenghofthemaindriveway. Thisisanareaofmatureandsemi-maturewoodlandwhichslopessteeplydownfromthecastlemoundtostreetlevelwheretherearetwoentrancesonto WooneLane. SituatedabovetheEasternFlanksthegardenconsistsofanumberofraisedbedswithacentrepieceofaturretfromaparapetoftheHousesofParliament ThismostlymadeupoftheStockwellMeadowalargemostlyflatareaofmowngrassframedbyLimetreesalongit'swesternandsouthernboundaries.Thechildren'splayareaoccupiesasubstantialareatothenorthernendofthefieldwhilsttheremainderisusedforinformalrecreationandevents.Theformer lowerbowlinggreenhasbeenredevelopedintoalabyrinthoverlookingtheplayareainthenortheastcorner. Thesetakeupmostofthesoutheastcorneroftheparkandconsistoftheupperbowlinggreen,twoterracelevelsofballcourtsaputtinggreenandtheBowlingGreenCafe.Recentdevelopmenthasaddedahighqualityskateparkandamulti-usegamesareaforyoungpeople. ThisisasmallwalledenclosureinthesoutheastcorneroftheparkusedasanoutdoorstorefortheGroundsMaintenanceTeam,thereareanumberofmature treesaroundit'speriphary. SiteOwnership ThesiteispredominantlyintheownershipofRibbleValleyBoroughCouncil. Theskateandmulti-usegamesareaareunderthemanagementofTheGrand. TheremembrancegardenandcenotaphremaininownershipofClitheroeTownCouncil. PrivateBusinessOperatorsandLeases BowlingGreenCafeCastleMuseum CastleRestaurant (Maybesubjecttochange) LocationandAccess ClitheroeCastleandit'sgroundsarecentrallylocatedinthemarkettownofClitheroeandisborderedtothenorthandnortheastbythemainretailcenreofthetown,comprisingthehighstreetandmarketareas.TothesoutheastofthesiteliestheresidentialareaknownasLittlemoorandthemainrouteinto thetowncentre,WhalleyRoad.ThePrimroseresidentialarealiestothesouthofthesiteandtheLittlemoorresidentialarealiestothewestandsouthwest. Alongthewesternflanktherailwayline,whichlinksthetowntomorepopulatedcentressuchasBlackburnandPreston,bordersthesite. ThereareexcellentpublictransportlinkswiththeClitheroeInterchange, comprisingbothrailandbusstations,situatedwithineasywalkingdistance(<400metres).Thereanumberofpayanddisplaycarparkswithinthetownagainwithineasywalkingofthegrounds,andmostofthetown'spopulationofc.15,000livewithinamileofthecastle -ashortwalkorcycleformostpeople. Thereare5pedestrianentrancestothesite,thethreemainonesatCastleGate,TrinityandEshtonTerrace,andtwosmallerentrancesontoWooneLane. ThereisnopublicvehicularaccesstothesitebutthereisdisabledparkingavailableoppositetheCastleGateentrance. OpeningHours Theparkisopentothepublicatalltimes. SiteUse Usedforinformalrecreationincludingdogwalking,rambling,naturestudy, cycling,commutingtoworkorschool,sportandplay.Theparkalsoprovidesforanumberofformalactivitiesincludingorganisedeventsandfestivals.TheCastleKeepandthemuseumattractvisitorsregionallyandnationallyandthesenumbersareexpectedtoincreasefollowingtherefurbishmentoftesefacilitiesandsubsequentopeninginMay2009. DesignationsandSignificance ThesiteislistedGradeIIinEnglishHeritage'sRegisterofParksandLandscapesofHistoricImportanceinEngland,theKeepitselfisGradeIlisted.TheCastleandit'sgroundsformpartoftheClitheroeTownConservationArea.Thelimestoneoutcropor'knoll'onwhichthecastleandkeepstandisdesignatedasaCountyBiologicalHerotageSiteforit's 'RockHabitat(Ro2)'.TheCastleand it'sKeeparescheduledmonuments. Topography ThesiterisesfromCastleGate,95metresabovesealevel(asl)inthenortheastcornertotheKeepwherethehighestpointofthesite, 117metres(asl),is. Itthenfallsaway,atasimilargradientatfirst,inasouthwesterlydirectiontowardsthelowestpointofthesite;theEshtonTerraceentranceat75metres(asl).ThelengthofthesitebetweenCastleGateandEshtonTerraceis460m, thewidth,betweenParsonsLaneandMoorLaneis130metres. Ecology TheCastleGroundshassignificantecologicalvaluewithbothnaturalisedformallymanagedlandscapespresent.Thepark'streestockisparticularlyimpressivewithmanyfullymaturetreespresent,typicallyAsh,Lime,BeechandSycamore.Therearealargeamountofshrubspresentinthemoreformalareasoftheparkwhichprovidehabitatforgroundnestingbirds.ThelimestoneknollonwhichtheCastleandKeeparesituatedisdesignatedasaCountyBiologicalHeritagesiteduetoit'srockhabitat.Moreinformationtobe added. OutlineHistory ThedevelopmentoftheCastleGroundscanbedividedbroadlyintothreephases: TheCastleasadefencestructureand Estateadministrationandimprovements:private, domesticgardenactivityspreadsoutsidecastlewalls,ontolowerslopestosouth(FrontDitches)andbeyond;propertyextendedtoincludeStockwellandCliffCroftmeadows. Thepublicpark:thesitewaspurchasedbytheTown OriginallybuiltbythedeLaceyfamilyasaseatfromwhichtocontrolanddominatetheirlands,ClitheroeCastlewasanimportantadministrativecentreforthesurroundingarea;operatingacourtandhousingagaol.Thiscentralistaionofpowerwasacommonfeatureofthefeudalsysteminwhichvariousmanorsbelongedtooneowner,(comprisingtheHonourofClitheroe), andaccordingtowhichthelordsoftheindividualmanorsweretenants.TheHonourofClitheroewasadministeredbyastewardwhoresidedatthecastle. Theoriginalwalledcastleandkeep,builtontopofalimestonerockoutcropandconsistingofanupperandlowerwardarebelievedtodatefromthe12thcentury.It'spositiononthenaturaloutcrop,dominatingtherelativelyisolatedcountrysideintheRibble/AiregapasanimportantcrossPenninetraderoute, gaveitstrategicsignificanceeventhoughitremained ofmodestsize.Throughtheagesthecastlewasprobablywitnesstonumerousskirmishesandincidents (e.g.ScottishforcesunderWilliamFitzduncanin1138;occupationbySirAdamBanasterandsupportersin1315),butwasalreadydescribedas'veryruinous'in1602.Repairswereundertakenperiodically,includingduringtheCivilWarwhenthecastlewasfirstoccupiedbyRoyalistforcesandlaterbyParliamentarians.In1649Parliamentorderedthatthecastleshouldbe 'slighted'torenderitunusable,althoughthereisdoubtwhetheritwasnecessarytoeffectsuchworksasthecastlewasrelativelyruiniousatthattime. Recordsfromc.1300indicatethatthegrassyslopesatthebottomoftheoutcrop(thesocalledCastleDitches),tothewestandeast,hadbeenusedfor'herbage'fromanearlydate.TowardstheendoftheC18,thesiteconsistedofthewalledcastleandsurroundingditches,withanarrowstripoflandextendingwestwardstothestockwell.AdjoiningtothesouthwasmainlyflatmeadowlandwhichbecamedividedintoStockwellMeadowstothewestandCliffCroft Meadowtotheeast. administrative centre:private,domestic garden activitymainlyrestrictedto area within castle walls on rockyoutcrop. Councilandlaidoutas a public park. Thefirstevidenceforagardenatthecastleisprovidedbyaplanthoughttodatefromthelate1720'swhichshowsawalled,rectangularenclosure(labelledTheOldGardenandlatertobecomeTheMemorialGarden)intheeasternhalfofthelowerward.ThesouthcorneroftheLowerWardwaslaidoutwithtrees andotherregularlyspacedplantingsuggestinganorchardand/orkitchengarden.By1822thissoutherngardenhadaterracewalkrunningalongit'sboundarywall.EvidencedatedmidC19showsthesiteoftheoriginalrectangularenclosureoccupiedbyagardenwithapatternofbedsofvariousshapesandsizes.ThehigherareaoftheUpperWardwaslaidoutwitharegularpathandgreenhouse,suggestinguseasakitchengarden. UntilthebeginningoftheC19theapproachtothecastlewasinastraightlinedirectlyfromthenorth,enteringtheLowerWardinthenortheastcorner,nowtheCastleGate.Between1822and1842thelineofthisapproachwasalteredtoacurvingalignmentwhichmayhavealsoeasedthegradientslightly.Inadditionasecondapproach(thebackroad)waslaidoutfromthewest, originatingatStocksWell. Outsideofthecastlewallstherewere,bythemiddleoftheC19,twomainareasoftreeplantation:onthenorthfaceoftherockyoutcrop,belowthecastlekeep(throughwhichledafootpath,windingit'swaydowntothemainentrance);androunghly,inahorse-shoeshape,alongthenorthernhalfoftheFrontDitch,(i.e.theeasternbanksofthesite). Phase2 In1845,WalterFrancis,5thDukeofBuccleuch(1806-1884)inheritedtheHonourofClitheroe.HecarriedoutimprovementsanddevelopedtheHonourprobablyduetotheincomegeneratedbytheextensivequarryandmininginterestsconnectedwithheproperty.DuringtheDuke'stenure,majorrenovationsandimprovementstookplaceatthecastle.Notonlywerethekeep,CastleHouse,CoutHouseandotheroutbuildingsextensivelyrenovatedbuttheexisitngroadandpathsurfaceswererenewed,withadditionalprovisionsforsurfacewaterrun-offanddrainage.Theterracewalkinthesouthcornerofthewalledenclosurewasprovidedwithnewrailingsandgates,andanewwalledgardenwasbuilt. In1847muchofthelandadjoiningthecastleandDitcheswaspurchasedbytheEstate(mostnotablythetwomeadowstothesouth,StockwellandCliffCroftmeadow),almostdoublingthesizeofthesiteandefeectivelyestablishingtheshapeandextentofthepresentcastlegrounds.Duringatleastpartofthisperiodthecastlewasopentovisiotrswhoreferredtothemagnificentviewsfromthekeep.Thepathsstepsandrailingsonthenorthernpartoftherockoutcropbelongtothisperiod. Phase3 In1920thesitewaspurchased,bymeansofpublicsubscription,byClitheroeTownCouncilasamemorialtothosewholosttheirlivesintheFirstWorldWar. Theinitiallayoutasapublicparkincludedtheadaptationofthe'oldgarden'asaMemorialGarden(onthelowerterracewithinthecastlewalls),withafinecenotaphandbronzesculptureofasoldierwithbowedhead,symbolicallyfacingsouth-easttowardsPendleandtoFlandersbeyond.By1922therewasprovisionfortenniscourts,puttinggreenpavillionandsonnafter,themainbowlinggreen.Thesewerelaidouttothesouthofthecastle,mainlyontheformerCliffCroftmeadow. Subsequentdevelopmentsinclude: •Newwalks,e.g.thewalkalongthewestboundary,planted(c.1925)withtrees;twonewwalksthroughtheformerBackDitches(theloweroneby1932;anothermoreinformaloneby1949); •Newentrances,e.g.inthesouth,atEshtonTerrace(c.1931),withapathfromEshtonTerracetothetenniscourtsalsoatWooneLaneandMoorLane completewithfineirongates; •Newfeatures,e.g.thebandstandwithterracing(1928)andrailings/gates(1931);therosegarden(1936),onthesiteofanearlierterrace,replacingtheladiesbowlinggreen;withturretfeature(1937)fromtheHousesofParliament;asecondgreenhouseontheouterterraceimmediatelysouthofCastleHouseoverlookedtherosegarden; •ThelevellinganddrainingofStockwellmeadow(startedin1927),tobecomeaplayingfield,accommodatingachildren'splayarea(c.1938)andasecondbowlinggreen(by1949); •Subsequentdevelopmentssince1945includereplacementofthebandstand(1970,followingfiredamage)refurbishmentofplayground,formationandsubsequentremovalofapaddlingpool,creationandsubsequentinfillingofthepondintherosegarden,agardenshelter,crazypaving,ornamentaldwarfwallingandassociatedplanting. Withinthecastlewalls.theformergardenareasabovethememorialgardenandinthesouthcornertrianglehavesincebeenputtouseasserviceareas, whilethemainbuildingshavebecomehometothemuseum(1981)intheCastleHouseandtheNorthwestSoundArchivecurrentlyhousedintheOldCourthouse. Overthelast50yearstherehavebeenfewmajorchangesinlayoutbutthegroundshavecontinuedtochangegradually,incrementallyinresponsetominoradditions,culturalpatternsandvegetationgrowthandfollowingapatternofdevelopmentandpartialdeclinerecognisableinparksthroughoutthecountry. By1940theconcernsfocusedonmattersofcivildefencethroughtheperiodofthewar,andalthouughlittleappearstohavebeentakenoutofthepark,thelevelsofmaintenancewereprobablycutbackatthistime.ConsiderableeffortstorefurbishthegardensfollowingtheWarareshowninaerialphotographsof1949withinvestmentinthebedsandshrubberiesofhemiddleground(betweenandaroundthebowlinggreens).%0yearslatermuchofthisvegetationisover-matureandneedstobethinnedandrejuvenatedtoreestablishamoreopen, lessthreateningenvironment. From1970therebegananewpre-occupationwithsitesecurityandvandalismissueswiththeintroductionofdogpatrolswhichsubsidedintoamoreresignedattitudetodamageandvanalism.Ineffectthiswasprobablyaperiodofslow, butnotterminaldecline,counterpointedbylocalimprovementsandadditionstheremovalofthepaddlingpoolandrenewalofplaygroundequipment, theintroductionoffloodlightingtothetenniscourtsandthereintroductionofamodestcafeconcessionnthepavillion.Thetraditionsofthe 'lastnightoftheProms'heldinthearenabandstand,occasionalpageants,torchlightprocessionsandothereventskeepthecastleandparkproudlyintheconsciousnessofthelocalpopulation.