Lanarkshire Tourism Action Plan. Changing Gear towards 2010 Lanarkshire Local Economic Forum

Lanarkshire Tourism Action Plan Changing Gear towards 2010 Lanarkshire Local Economic Forum

Tourism depends on seasons. Whether it s warm or cold, rain or shine, it impacts on where and when we visit. Try putting your hot hand on an unprinted area of the cover, and see what happens... the flecks vanish then reappear, they react to heat just like us. Even this publication changes with the seasons! Our Environment is important. That is why this publication is printed on environmentally friendly materials.

Lanarkshire Tourism Action Plan Foreword The development of tourism is seen as one of Lanarkshire s major opportunities to contribute to raising the profile and image of the area. This Tourism Action Plan to 2010 aims to provide a continued strategic focus to the combined efforts of North and South Lanarkshire Councils, Scottish Enterprise Lanarkshire and the Tourist Board to ensure their investment and development activities complement those of the many businesses which provide services to the tourist industry. It also recognises the role that local people can contribute to the overall process. The Lanarkshire Tourism Action Plan builds on the successes that have flowed from the implementation of the first Changing Gear Economic Strategy 1997 to 2003. 03

01 Section 1 Executive Summary Executive Summary This document sets out our aspirations for the Lanarkshire tourism industry over the next 6 years to 2010, and provides a focus for the development of the tourism potential of Lanarkshire through a vibrant public/private sector partnership approach. This action plan has been prepared by public sector partners in consultation with representative business groups and associations. The key objective, and therefore the first action, is to establish and develop linkages with the private sector tourism operators, and local communities, to create effective partnerships to drive forward the ongoing development and delivery of the Tourism Action Plan over its lifetime to 2010. The key to successful implementation of the action plan will be a strong partnership between the public, private and voluntary sector players in the Lanarkshire tourism industry. The Lanarkshire Tourism Action Plan has been prepared by a sub group of the Local Economic Forum - the Lanarkshire Tourism Action Plan Group, comprising representatives from: Business Gateway Greater Glasgow and Clyde Valley Tourist Board North Lanarkshire Council Scottish Enterprise Lanarkshire South Lanarkshire Council New Lanark World Heritage Site The Lanarkshire Economic Forum fully recognises that the national tourism strategy is industry led, and its role is to provide support to establish an effective tourism partnership for Lanarkshire. This Action Plan s key aim is to encourage industry participation and leadership with the emphasis throughout this process on achieving a synergy of effort, and ensuring that the best possible outputs are achieved by industry, public sector and communities working together. Our joint objective is for the tourism sector to contribute to the Changing Gear Towards 2010 vision of a Lanarkshire that is competitive, connected and confident, by creating a diverse and sustainable local economy, and improving quality of life so that Lanarkshire is widely regarded as an attractive place to live, work, visit and do business. The Changing Gear Towards 2010 strategy recognises that in the past, Lanarkshire s economic success has always relied upon the twin pillars of its location and its people. 04

Lanarkshire Tourism Action Plan Moat Park Heritage Centre, Biggar Greenhill Covenanters House, Biggar Looking forward to 2010, these strengths, coupled with our wealth of natural and cultural heritage, will be the key to our future prosperity, as we work to optimise our position at the heart of Scotland. The Lanarkshire Tourism Action Plan aims to provide a continued strategic focus to the combined efforts of the Local Economic Forum partners to ensure their investment and development activities complement those of the wide range of businesses that make up the Lanarkshire tourism product. This action plan sets out the vision, objectives and key actions required to capitalise on the positive opportunity that tourism represents, to assist in the sustained regeneration of Lanarkshire, and continue to build on the strong local partnership working already established through the Lanarkshire Economic Forum. At the time of writing, the outcome of the Ministerial Review of the Area Tourist Boards has recently been announced. The result of this review will further strengthen the integrated partnership approach to delivery, and proactive targeted marketing, already incorporated in this plan. Each lead agency identified within the action plan has responsibility for co-ordinating activity for that action and monitoring progress against identified timescales and targets. Implementation is set against the context of constrained financial resources. While funding is already in place for a number of the actions detailed, many will depend on accessing additional funding sources such as European/ Heritage Lottery funding. Actions to be undertaken directly by the Tourist Board as lead agency would also require additional funding to be secured over and above the levels provided under the terms of current service level agreements. All local partners will seek to ensure that existing and emerging funding opportunities are identified and accessed, and that actions are progressed in the most appropriate timescale to ensure that tourism continues to contribute to the regeneration of Lanarkshire s economy. October 2004 The current area tourist board structure will remain in place until 31 March 2005 and the proposed structure will take effect as of 1 April 2005. For the avoidance of confusion, this document refers to the Tourist Board as the delivery agency for certain activities. Prior to 1 April 2005 this term will refer to the Greater Glasgow and Clyde Valley Tourist Board and from 1 April 2005 to the new VisitScotland structure, still to be clarified. 05

02 Section 2 Our Vision Our Vision Over the past decade, Lanarkshire has undergone a period of significant economic transformation. Lanarkshire is successfully replacing the legacy of declining heavy industries with a diverse local economy, which encourages sustainable business growth, and attracts inward investment and new talent. Tourism is nationally recognised as a growth industry, and Changing Gear Towards 2010 provides the platform to explore the scope to further promote Lanarkshire s potential as a visitor destination, via the development and implementation of a Lanarkshire Tourism Action Plan. This action plan sets out the vision, objectives and key actions required to capitalise on the positive opportunity that tourism represents to assist in the sustained regeneration of Lanarkshire, and aims to continue to build on strong partnership working. Our vision is based on the Changing Gear Towards 2010 vision, Our aspiration is for a Lanarkshire that is competitive, connected and confident. Overall, our aim is to facilitate the growth of a diverse and sustainable local economy, improving quality of life so that Lanarkshire is widely regarded as an attractive place to live, work, visit and do business. This plan sets out the actions required to ensure that tourism contributes as effectively as possible to this vision, and provides a focus for the tourism sector in Lanarkshire. Coatbridge Fountain 06

Lanarkshire Tourism Action Plan Summerlee Heritage Park, Coatbridge Museum of Scottish Country Life, Kittochside The overall aims of the tourism action plan are: To maximise the contribution that the tourism sector makes to the local economy of Lanarkshire, through positioning Lanarkshire as a competitive and appealing destination in the UK and Scottish tourism market. To increase the volume and value of tourism to Lanarkshire by 6% over the next 3 years. To develop a genuine partnership between the public and private sector, and the community / voluntary sector in promoting the area to visitors and residents alike. In the past, Lanarkshire s economic success has always relied upon the twin pillars of its location and its people. Looking forward to 2010, these strengths, coupled with our wealth of natural and cultural heritage, will be the key to our future prosperity, as we aim to optimise our position at the heart of Scotland. Guiding Principles There are several guiding principles which whilst not specifically highlighted in the plan are fundamental to the Tourism Action Plan s successful implementation. These include: Partnership: the implementation of the Tourism Action Plan will only succeed if it is taken forward as a genuine partnership between the key public sector agencies and the Tourist Board along with the private sector, other tourism operators and the local communities. Dynamism: whilst the plan identifies clear and detailed programmes of activity, the Plan must be dynamic and be able to be responsive to new opportunities or threats that may arise during its implementation. Sustainability: for all the projects sustainability with regards to physical, environmental, economic, social and cultural issues will be addressed from the outset. Strategic Linkages: throughout the plan the aim is to develop a number of strategic linkages between projects in terms of their rationale, key themes, and interaction. These principles inform and shape the following 4 key objectives and corresponding actions within this plan. 07

02 Section 2 Our Vision New Lanark World Heritage Site Key Objectives 1Objective 1: To improve the quality and range of tourism product Key actions Assist tourism businesses to start up, grow and develop Assist tourism businesses to transform into customer orientated organisations Promote tourism as a long term career choice within the business sector Upgrade and develop visitor attractions Establish the Garden Valley as a visitor destination Develop visitor facilities to support the visitor experience Ensure transport infrastructure is developed to meet the needs of the visitor market Develop town centres and retail facilities to attract visitors and support tourism Develop and upgrade accommodation Develop appropriate range of leisure facilities Extension of Clyde Valley Tourist Route Develop range of Nature Based Tourism activities Develop adventure activities throughout the area 2 Upgrade the local environment as a backdrop in support of tourism Develop potential of local heritage Develop and implement Lanarkshire Events Strategy Objective 2: Develop effective local partnerships for tourism in Lanarkshire Key actions Identify and establish the most appropriate industry led tourism partnership for Lanarkshire to include attractions, activities and accommodation providers Develop a wider knowledge of Lanarkshire and its attractions within local businesses and communities Identify, recognise and develop the role of the voluntary sector and local communities in tourism activities and as information providers Influence partner strategies to ensure tourism is considered as part of every relevant strategy 08

Lanarkshire Tourism Action Plan Chatelherault Country Park, Hamilton Bothwell Castle 3Objective 3: Proactively market the Lanarkshire tourism product 4 Key actions Targeted marketing campaigns to focus on niche market opportunities Enhance tourist information provision throughout the area Proactively market the heritage of the area Proactively market leisure activities in the area Objective 4: Develop quality market information Key actions The action plan runs, together with Changing Gear, for the next 6 years to 2010. The actions detailed in section 5 have been categorised as: Short (1-2 years) Medium (2-5 years) Long (Over 5 years) A monitoring and evaluation methodology will be developed as part of this plan to measure progress in delivery and quantify impact. Hamilton Town Square Develop a comprehensive monitoring and feedback mechanism for Lanarkshire Establish a comprehensive database of Lanarkshire tourism product and operators Provide robust market intelligence to aid forward planning Research new and evolving potential niche markets which Lanarkshire can tap into 09

03 Section 3 Strategic Context Strategic Context This action plan takes account of the current national and regional strategic documents while adding value at a local level by addressing the issues specific to Lanarkshire. Lanarkshire has been very active in the development of its Local Economic Forum, which has created the platform to review the scope to further promote Lanarkshire s potential as a visitor destination via the development and implementation of this Tourism Action Plan. The action plan will reinforce current efforts within Lanarkshire to regenerate the economy, provide sustainable work opportunities for all of its citizens and enhance Lanarkshire s image to tourists, visitors and residents alike. The strategic framework diagram, opposite, highlights the key strategies and themes this action plan will directly complement. At the time of writing, the outcome of the Ministerial Review of the Area Tourist Boards has recently been announced. The result of this review will further strengthen the integrated partnership approach to delivery, and proactive targeted marketing, already incorporated in this plan. Pipers at Viewpark Summer Flower Festival 10

Lanarkshire Tourism Action Plan National Regional Local Framework for Economic Development in Scotland Economic growth Regional development Closing the opportunity gap Sustainable development Smart Successful Scotland Skills and learning Growing businesses Global connections Tourism Framework for Action 2002:2005 Market positioning Consumer focus Enhanced status A Forward Strategy for Scottish Agriculture Greater integration with tourism industry Walking tourism strategy Glasgow & Clyde Valley Structure Plan Economic competitiveness Quality of life & health of local communities Global connections West of Scotland Objective 2 Programme 2000-2006 Upgrading visitor attractions Tourism marketing initiatives Encouraging tourism as a career Creating employment Clyde Valley Community Planning Partnership Cities review Vacant & derelict land National & regional sports facilities City growth fund Community Plans Safe and healthy Lifelong learning Growing business Social inclusion Housing & the environment SLRP position statement & reporting framework Changing Gear Towards 2010: An Economic Strategy for Lanarkshire Growing business Skills and learning An attractive place to live and work Reviving Our Rural Areas Building and attracting businesses Promoting learning Improving rural places Economically inclusive communities Tourism Action Plan Improve quality and range of product Effective local tourism partnerships Proactive marketing Quality market information Better Communities in Scotland - Closing the Gap Social inclusion Cultural benefits Sense of belonging Place people want to live Council Corporate Plans Learning Health and wellbeing Social inclusion Safety Business & economy Thematic strategies Social Inclusion Youth Transport Biodivesity Access Woodland Arts 11

04 Section 4 The Current Position The Current Position Before looking ahead to how we can develop tourism in Lanarkshire by 2010, it is necessary to assess and reflect on our starting position in 2004. Natural Heritage Lanarkshire lies at the heart of Scotland and forms a gateway between the east and west, and the north and south of Scotland. Although it is often associated as being in the midst of Scotland s sprawling central belt, Lanarkshire is a surprising place, containing some beautiful countryside, and significant heritage sites. Lanarkshire is a microcosm of Scotland itself, with its areas of farmland, high moorland, hills and rural communities contrasting with vibrant urban towns and transport infrastructure. The dominant influence of the River Clyde gives the area its distinctive river valley landscapes, and the wildlife associated with these rivers and valleys is equally distinctive. The ancient gorge woodlands on the steep valleys along the River Clyde are tiny remnants of the great forest that once covered Lanarkshire. Parts of these woodlands are designated as National Nature Reserves and are currently being developed into a larger composite National Nature Reserve for the area. Cultural and Built Heritage Lanarkshire s cultural heritage is based around the key themes below. Our built heritage - museums, monuments and visitor attractions, therefore mainly reflect these themes. The Covenanting movement and Cameronian regiment (C17th) Fruit growing in the orchards (Medieval times) Textiles, cotton and weaving - New Lanark and Strathaven (C18th) Power - coal mining, steel and hydro (19th and early C20th) Heavy engineering (C19th and early C20th) Influence on Scottish history - William Wallace, Scottish Parliament, Antonine Wall Famous people - David Livingstone, James Keir Hardie, David Dale and Robert Owen Where once Lanarkshire was the powerhouse of Scotland due to the largest level of coal generation, this heritage has, in turn, left its legacy on parts of the landscape, and perhaps also the perceived negative external image of Lanarkshire. The further south in Lanarkshire, the more wild and open the scenery becomes. The largest hills are Tinto Hill and Culter Fell and views to the Highlands can be seen on clear days. 12

Lanarkshire Tourism Action Plan David Livingstone Centre, Blantyre Rural landscape near Motherwell Overview of the tourism sector in Lanarkshire Lanarkshire offers a wide and varied range of activities, accommodation and attractions to the visitor set against the background of our beautiful natural heritage. Lanarkshire tourism operators, like many other businesses, experienced a significant downturn in business as a result of the foot and mouth outbreak in 2000 and events on September 11, 2001. Business has slowly improved since then and for some, has recovered to previous levels and gone beyond, indicating the potential for further development and growth. Other areas, such as Scottish Borders, have experienced an increased number of tourism operators working together since these events. However, in general, Lanarkshire tourism operators are marketing individually to a relatively local market, and minimal networking and joint marketing is taking place. Calderglen Country Park Leadhills Miners Library A relatively high proportion of business is dependent on repeat business, local businesses and residents. Occupancy rates and visitor numbers could be improved across the board. Tourism business is very seasonal as in other areas, peaking in June to September, and December for Christmas functions. In general, there is currently spare capacity to accommodate an increased number of visitors. However, in order to undertake additional marketing initiatives, additional funding will be required. Targeted marketing effort in partnership with the Tourist Board and the private sector is required to fill the spare capacity. Lanarkshire is abundant with a wide range of tourism products and assets - all with additional capacity. This action plan will focus on how to develop tourism products and look to national and international best practice in this area to assist the process. The current position is summarised in the analysis of strengths, weaknesses, opportunities and threats over the page. 13

04 Section 4 The Current Position Strengths Weaknesses Central geographical location Close proximity to Glasgow and Edinburgh Wide range of visitor attractions Wide range of activities Heritage and cultural facilities Quality niche accommodation providers Branded accommodation provision Arterial road and rail network Scenic quality of rural areas & open spaces Future retail potential of developments such as Ravenscraig Retail developments in East Kilbride Royal burghs of Kilsyth, Lanark and Rutherglen Post industrial image of Lanarkshire Underdeveloped tourism base No tourism identity or champion No communication mechanisms Ineffective marketing Low awareness of attractions Dependence on local & central belt visitors Risk of being bypassed or passed through Poor public transport links across Lanarkshire Information provision underdeveloped Lack of investment in product training and overdependence on public sector Variable product quality and service levels Lower number of multifunction attractions High ownership of attractions by local authorities Limited training and skills development Public sector support uncoordinated Lack of market research on Lanarkshire Derelict land issues Opportunities Threats Focus marketing effort on target markets Demonstrate a partnership approach to develop industry Build partnerships and commercial linkages between private and public sector Product development and diversification Maximise potential from M74, Glasgow and Edinburgh transit traffic Develop packaged offers around specific products and activities Drive quality into service and product offers Reduce seasonality in tourism product Raise awareness of tourism activity and best practice Create a comprehensive listing of tourism attractions Increase confidence in sector Increase vocational training Better access to training initiatives Improve links to colleges and schools Develop core events with development potential Derelict land development Future retail developments Recognise and develop community/ voluntary sector contribution to tourism activity and information provision Increasingly competitive market Continued lack of tourism identity Unstructured approach to tourism development Commitment from private sector Changing consumer tastes and demands Variable visitor experiences and lack of perceived value of money Reducing public sector budgets Future impact on rural communities Social attitudes towards tourism in heavy industrial / rural areas Rundown of town centres as more retail centres are concentrated in out of town developments Limited number of young people pursuing tourism as a career choice due to negative image 14

Lanarkshire Tourism Action Plan James Hamilton Heritage Park, East Kilbride Hamilton Town Square Key Facts and Figures The tourist and visitor market is highly competitive, and many other areas in Central Scotland and south of the border compete for income from visitors. Increasingly there is a need to find the right market for Lanarkshire and avoid the blanket approach of providing something for everyone. This will be used as the key source of information in the short term and research will be done into the most effective mechanism for provision of information at a Lanarkshire level as part of this Action Plan. A key priority therefore will be the establishment of alternative and appropriate industry measures against which certain outputs contained in the Action Plan may be monitored. While a substantial amount of market information is available at the international and national level, there is limited local market information available for Lanarkshire. At present, the most significant is the Scottish Tourism Economic Activity Monitor (STEAM), which is updated on an annual basis. Low Park Museum, Hamilton Low Park Museum, Hamilton 15

04 Section 4 The Current Position Colzium House, Kilsyth The Plan Motherwell Heritage Centre Lanarkshire STEAM Report 2002 estimated that tourism generated 198.54M in revenue to Lanarkshire and supported 5423 jobs in 2002, both up 1% on 2001. The Annual Business Inquiry 2002 estimates that Lanarkshire has 995 businesses in the hotels standard industry classification (SIC) grouping, which includes restaurants, bars and camping sites. This is up 1.4% on the previous year and it is interesting to note that 80% of these businesses employ 10 or fewer employees. The recreational SIC grouping, which includes museums, sporting activities and other recreational businesses, is estimated to have 481 businesses, which is up 4% on the previous year, and again 81% of these businesses employ 10 or fewer people. Tourism in Greater Glasgow and Clyde Valley statistics (VisitScotland 2003) provides regional visitor data for the Greater Glasgow and Clyde Valley (GG&CV) area, which is heavily biased towards urban Glasgow rather than Lanarkshire. However, this still provides a good overview of visitor activity in the wider area. Within Lanarkshire there are clusters of businesses receiving a high proportion of income from visitors, whilst large areas of Lanarkshire are almost entirely dependent on local trade. In 2002, 2.6M visitors came to Lanarkshire, an increase of 2% on the previous year. By far the largest type of visitor to Lanarkshire is the day visitor at 1.5M or 57% of total visitors, up 2% on 2001. Visitors staying with friends and relatives were next at 26% of the total, visitors to serviced accommodation at 15% and non-serviced accommodation at 2%. New Lanark World Heritage Site 16

Lanarkshire Tourism Action Plan Lowther Hills Public Art, Rutherglen 2002 UK Tourists Overseas Tourists GG&CV Scotland GG&CV Scotland Trips (Million) 3.3 18.5 0.5 1.6 Bednights (Million) 8.1 64.5 3.6 15.1 Expenditure ( M) 617 3683 177 811 Source: Visit Scotland (2003) Tourism in Greater Glasgow and Clyde Valley. New Lanark World Heritage Site During 2002, 53% of UK trips taken to the Greater Glasgow and Clyde Valley area were by English residents, 40% were Scottish, compared to 47% and 49% for Scotland as a whole. Almost two thirds of expenditure by UK visitors was due to English visitors. The average length of stay of domestic tourist trips was 2.5 nights compared to the Scottish average of 3.5 nights and 75% of trips were 1 to 3 nights in duration. Visiting heritage was the most popular tourism activity within the Greater Glasgow and Clyde Valley area although less so than the Scottish average. Walks of up to 2 hours are also less popular than Scotland as a whole. We should also note that 82% of visits to the area are repeat visits, and only Fife attracts more at 91%. This action plan is therefore firmly focused on the day visitor and short stay leisure market. Bandstand, Kilsyth 17

05 Section 5 Key Objectives and Actions Key Objectives and Actions The overall aims of the Tourism Action Plan are: To maximise the contribution that the tourism sector makes to the local economy of Lanarkshire, through positioning Lanarkshire as a competitive and appealing destination in the UK and Scottish tourism market. To increase the volume and value of tourism to Lanarkshire by 6% over the next 3 years To develop a genuine partnership between the public and private sector, and the community/voluntary sector in promoting the local area to visitors and residents alike. The Lanarkshire Economic Forum fully recognises that the national tourism strategy is industry led, and its role is to provide support to establish an effective tourism partnership for Lanarkshire. This action plan s key aim is to encourage industry participation and leadership with the emphasis throughout this process on achieving a synergy of effort, and ensuring that the best possible outputs are achieved by industry, public sector and communities working together. In order to implement these aims, a framework has been developed to link actions with the organisation that will lead on taking these forward. This action plan is based on 4 key objectives, opposite, and the actions are grouped together under each of the objective headings. Key Objectives 1Objective 1: To improve the quality and range of tourism product Lanarkshire already has a wide range of tourism product available. The actions focus mainly on developing and linking existing tourism products to create a holistic experience for the visitor to Lanarkshire. The plan seeks to foster a genuine commitment to quality customer service and training, and effective use of technology to put the visitor at the centre of everything we do. 2 Objective 2: Develop effective local partnerships for tourism in Lanarkshire Evidence has shown that a key characteristic of a competitive tourism destination is strong industry leadership, an effective public, private sector and community collaboration, with facilitation and support from the public sector. The public sector will seek to support the growth and collaboration within local partnerships and will work proactively to stimulate the growth and innovation of the sector together with industry. 18

Lanarkshire Tourism Action Plan The Big Heids Airdrie Falls of Clyde Reserve 3Objective 3: Proactively market the Lanarkshire tourism product Lanarkshire at present has no overall brand or destination identity in the visitor market. In order to build a firm foundation, Lanarkshire will focus on key target market segments, undertake targeted marketing campaigns and make effective use of technology and information portals. Lanarkshire will tap into national tourism products within the Enterprise Network and will seek to promote and complement the key messages from the Pride and Passion project. 4 Objective 4: Develop quality market information To get the fundamentals right, Lanarkshire needs to undertake high quality market research at the outset to fully understand the baseline position in the sector. This will allow a clear measurement of progress made against the actions in this plan. We also need to provide quality forecasting data to help the industry plan future target marketing and developments. Timescale is shown as short, medium and long as indicated over: Short (1-2 years) Medium (2-5 years) Long (Over 5 years) The actions identified are a starting point drawn together as the result of wide ranging initial consultation with Lanarkshire Economic Forum, Community Planning Partners and industry representatives. They represent a mixture of activities, some of which have already been agreed and funded, others are in the process of development, and some which are recognised as important but as yet remain aspirational. The current action plan therefore should be regarded as a framework document that will be refined and developed over its lifetime to 2010. It is intended that the actions matrix will be developed to include more detailed timescales and financial commitments and republished bi-annually to demonstrate progress. 19

05 Section 5 Key Objectives and Actions Rowing at Strathclyde Park North Calder Heritage Trail Key Objective 1 To improve the quality and range of tourism product Businesses Lead agency Timescale Supporting partners Assist tourism businesses to start up, grow and develop Assist tourism businesses to become BG S M L SEL/NLC/ e-enabled and use e-marketing methods SLC/TB Provide Investors In People advice BG S M L SEL and guidance Provide advice/support for implementation NLC/SLC S M L BG/SEL of new legislation affecting the industry, e.g. Disability Discrimination Act Promote sustainable and environmental NLC/SLC M L SNH/ business practices, and develop niche SERAD projects in the tourism sector, including farm diversification projects Assist tourism businesses to transform into customer orientated organisations Increase the level of support available to BG S M SEL Lanarkshire tourism operators through the Scottish Enterprise tourism cluster Provide practical training and development BG S M L SEL/NLC/ courses SLC 20

Lanarkshire Tourism Action Plan Kelvin Valley and Campsie Fells M&Ds Theme Park Promote tourism as a long term career choice within the business sector Develop links with private sector and higher SEL S M L NLC/SLC/ education institutions CS/LDS Develop links with Local Authority Education NLC/SLC S M L SEL/ Resources to raise awareness of tourism, CS/LDS improve knowledge and encourage cultural change from an early stage Enhance current tourism training provision SEL S M L NLC/SLC/ CS/LDS Increase e-business skills SEL S M L NLC/SLC/ CS/LDS Develop ILM and vocational training SEL S M L NLC/SLC/ opportunities for the unemployed CS/LDS Visitor Attractions Lead agency Timescale Supporting partners Upgrade and develop visitor attractions Ongoing programme of maintenance at SLC S NLCT/SWT/ New Lanark World Heritage Site to conserve HS the historical assets Work towards the David Livingstone Centre SLC S SEL/NTS being adopted by the National Trust for Scotland Undertake programme of development at NLC S SEL/NTS Summerlee Heritage Park A detailed list of partners is included on Annex 1 21

05 Section 5 Key Objectives and Actions Auchinstarry, Kilsyth Enhance the visitor experience at M&Ds M&Ds S SEL/NTS Scotland s Theme Park and establish a new indoor endangered species facility Amazonia Ongoing development of the visitor CGPC S SEL/NTS experience at Carfin Grotto and Pilgrimage Centre Support quality improvements and build SLC/NLC S M MT capacity at museums and attractions, for example through the Strategic Change and Regional Development Fund projects Enhance the visitor experience at NLC S M HLF/SMC Motherwell Heritage Centre Implement ongoing programme of infrastructure development at Strathclyde Park NLC S M Implement the Kelvin Valley Action Plan NLC S M L SEL/BW/ to regenerate the Kelvin Valley through SNH/CSFT/ the development of facilities linked to HS Auchinstarry, Forth and Clyde Canal and Kilsyth Town Centre Establish the Garden Valley as a visitor destination Work with relevant tourism operators to SLC L TB/PS develop niche marketing opportunities Enhance marketing support through the SLC L TB/PS Tourist Board 22

Lanarkshire Tourism Action Plan Strathclyde Park Hamilton Town House Visitor Facilities Lead agency Timescale Supporting partners Develop visitor facilities to support the visitor experience Develop visitor facilities and infrastructure SLC/NLC S ERDF improvements at Chatelherault & Calderglen Country Parks Palacerigg & Drumpellier Country Parks Restoration and refurbishment of SLC S HS/HLF/ Hamilton Town House SAC/CSP/ Rutherglen Town Hall CCP Motherwell Concert Hall & Theatre NLC S M SAC/Astra Airdrie Observatory Sir John Wilson Town Hall Create Colzium Conference and Visitor Centre NLC S M Support partnerships with the private NLC S M L PS sector to develop new facilities at Strathclyde Park Southern Uplands A detailed list of partners is included on Annex 1 23

05 Section 5 Key Objectives and Actions East Kilbride Village Ensure transport infrastructure is developed to meet the needs of the visitor market Improve A72 designated Tourist Route and SLC/NLC S M L LA21 bus corridor partnership/ SPT/RTF Open Larkhall rail line and new station at SLC S M L LA21 Chatelherault partnership/ SPT/RTF Promote SPT ticketing incentives SLC/NLC S M L LA21 throughout the area. partnership/ SPT/RTF Promote rail and bus timetables linking SLC/NLC S M L LA21 Edinburgh, Glasgow & other areas to the partnership/ key attractions in the area. SPT/RTF Promote rail and bus timetables linking SLC/NLC S M L SPT/RTF places to the key attractions Improve pedestrian signage and routing SLC/NLC S M L SPT between transport hubs and key attractions e.g. Blantyre Station to David Livingstone Centre, Hamilton to Strathclyde Park, East Kilbride town centre to Museum of Country Life Improve railway connections between SLC S M L SPT Lanark and Edinburgh Improve Lanark railway station SLC S M L SPT/RTF environment and create gateway to World Heritage Site Improve links between Lanark rail and SLC S M L SPT/RTF bus terminus and World Heritage Site at New Lanark 24

Lanarkshire Tourism Action Plan Centre West, East Kilbride Quarry Street, Hamilton Develop town centres and retail facilities to attract visitors and support tourism Establish a new town centre at Ravenscraig NLC M L TCG as a leisure-led shopping destination incorporating a mix of retail, large and small scale leisure facilities including an indoor dry ski-slope and a sports arena. Maintain and enhance major town centres NLC/SLC M L TCG Antonine shopping centre, Cumbernauld Hamilton East Kilbride Enhance and improve rural town centres, SLC/NLC M L TCG developing a stronger focus on heritage and tourism potential Biggar Carluke Kilsyth Lanark Strathaven Develop and improve town centres NLC/SLC M L TCG providing a safe and attractive environment for shoppers and visitors Airdrie Cambuslang Coatbridge Larkhall Motherwell Rutherglen A detailed list of partners is included on Annex 1 25

05 Section 5 Key Objectives and Actions Colzium House, Kilsyth Accommodation Lead agency Timescale Supporting partners Develop and upgrade accommodation Ensure bed supply grows to meet demand SLC/NLC S M PS Support increased bed capacity in town centres Enhance the quality of provision in rural areas Develop bed and breakfast provision to cater for niche market requirements, e.g. walking, cycling and nature based tourism Improve the level of quality standards in SLC/NLC S M L SEL/TB existing accommodation making use of existing funding mechanisms such as the Lanarkshire Business Venture Fund and the West of Scotland Loan Fund Complete hotel development as part of the Palace Towers project in Hamilton SLC/PS M Harness development potential in the small TB/SLC/ L PS scale business conference market NLC Kilsyth town centre Motherwell Concert Hall 26

Lanarkshire Tourism Action Plan Broadwood Stadium, Cumbernauld Hamilton Town Square Leisure and Activities Lead agency Timescale Supporting partners Develop appropriate range of leisure facilities Implement Ravenscraig regional sports NLC S SEL/SS/PS facilities bid Develop new leisure and community SLC M NOF/SS/ integrated facilities GGHB/SLL South Lanarkshire Lifestyle, Cambuslang St Andrews, East Kilbride Jock Stein Facility Hamilton Fairhill integrated facility Hamilton Extension of Clyde Valley Tourist Route Investigate extending the Clyde Valley SLC/NLC L TB/PS Tourist Route Develop range of Nature Based Tourism activities Support operators throughout area to SNH S M SLC/NLC/ develop Nature Based Tourism SUP Complete National Cycle Route 75 - SLC/NLC S M NCR 74 Glasgow to Edinburgh Sustrans Complete National Cycle Route 74 - SLC S M NCR 75 Carlisle to Glasgow Develop local cycle networks linked to National Cycle Routes SLC/NLC S M Implement Dumbreck Marsh Local Nature NLC S M Community Reserve Access and Arts Project Councils/ SNH/LF A detailed list of partners is included on Annex 1 27

05 Section 5 Key Objectives and Actions Dumbrek Marsh Daer Reservior, Southern Upland Way Develop RSPB Reserve at Baron s Haugh, NLC S M RSPB Motherwell and link to the Clyde Walkway Complete missing sections of SLC S M HLF/ERDF/ Clyde Walkway SNH/SLC/ NLC/GCC Complete missing sections of Strathkelvin NLC S M EDC Walkway Implement outdoor and public SLC/NLC S M L CSFT/SNH access strategy Develop linkages between the town and country parks and wider access networks SLC M Identify core path networks and implement SLC/NLC M L CSFT/SNH path network improvement programme Develop local walking routes linked to SLC M L SLC/SBC/ Southern Upland Way D&GC/ SNH/SUP Implement Cycling and Walking NLC M L Sustrans/ Strategy actions Paths for all/ S Exec Develop adventure activities throughout the area Support operators throughout the area to develop range of adventure activities Outdoor activities Mountain biking Orienteering SLC/NLC S M Develop quad biking at Forrestburn NLC M Develop the Carron Valley for mountain SC M NLC/FC biking and other outdoor activities and link to the potential Regional Park noted in the Glasgow & Clyde Valley Structure Plan 28

Lanarkshire Tourism Action Plan Fishing at the Forth and Clyde Canal Mountain Biking at Carron Valley Environment Lead agency Timescale Supporting partners Upgrade the local environment as a backdrop in support of tourism Develop and implement interpretative SLC S CVWP strategy for Clyde Valley Woodlands Develop and make use of local nature SLC S SNH reserves Enhance Greenhead Moss Nature Park NLC S GMCT/SEL/ SNH/CSFT Enhance Braehead and Langlands Moss SLC S Improve the environment and quality of urban design at Gateways and key corridors of North Lanarkshire Implement environmental improvement works at Broadwood Loch NLC NLC S S Restore Dalzell Estate historic landscape NLC S SNH/RSPB and Baronshaugh Nature Reserve Improve the surrounding area by focussing on anti litter and anti graffiti campaigns Reduce crime and fear of crime through community safety partnership work SLC/NLC SLC/NLC S S Improve village and community SLC S M CG environments through Beautiful Scotland in Bloom and community partnerships Implement urban and rural parks NLC/SLC S M L FC/ERDF/ environmental improvement programmes CVWP A detailed list of partners is included on Annex 1 29

05 Section 5 Key Objectives and Actions Museum of Scottish Country Life, Kittochside The Roman Antonine Wall crosses North Lanarkshire Develop Clyde Valley Forest Habitat SLC/NLC/ S M L CVWP/SWT/ Network SNH/PS FC/CSCT Further develop Central Scotland forest NLC/CSFT S M L SNH/SExec Develop a Green Network of open space and SLC S M L CSFT/ SNH/ recreation provision Homes for Scotland/ NHSL/NOF/ SEL/PS/ERDF Restore and enhance Douglas Village via SLC M HLF/PS Townscape Heritage Initiative Heritage Lead agency Timescale Supporting partners Develop potential of local heritage Further develop New Lanark World Heritage SLC S M NLCT/PS/ Site and buffer zone HS/SEL Further develop the North Calder NLC S M HS Heritage Trail Develop interpretative facilities for Cambusnethan Kirk graveyard NLC S M Explore and develop the archaeological background and potential for the area SLC/NLC S M Develop West of Scotland local history and archaeology strategy NLC/GCC/ SLC S M Provide a one stop shop for visitors and SLC/NLC S M TB/University locals to research their genealogy of Strathclyde/ Museums 30

Lanarkshire Tourism Action Plan Biggar Develop new and existing heritage trails SLC/NLC/ M SNH/HS/ throughout the area TB CG/S Exec Covenanters and Cameronians Industrial Heritage - Textiles, Mining, Steel Archaeology William Wallace Roman History including infrastructure development Support proposal for the establishment of NLC M L HS the Antonine Wall as a World Heritage Site Explore new and innovative tourism SLC/ NLC/ M L BG/SEL/ products through community development CG SLC/SNH/ in the rural area ALVO North Calder Heritage Trail Cumbernauld Village Campsie Fells A detailed list of partners is included on Annex 1 31

05 Section 5 Key Objectives and Actions Summerlee Heritage Park St Brides Church, Douglas Events Lead agency Timescale Supporting partners Develop and implement Lanarkshire events strategy Review events programme to identify and SLC/NLC S TB/PS/S/CG develop core events with development potential International rowing event and other key events at Strathclyde Park Classic Car Rally Country Fairs Tree In the Park Community based events, e.g. Lanark Lights and Biggar Music Festival Outdoor concerts and performances Battle re-enactments Develop Lanarkshire Events Strategy in NLC/SLC/ S M PS/S/CG partnership with the private sector TB Support audience development for traditional music throughout the area SLC S Develop specific corporate events and entertainment package for Chatelherault Country Park SLC S Develop arts based tourism initiatives within the Arts Strategy SLC S M Develop Youth Arts Festival NLC S M C nauld Theatre Review and develop arts/entertainment NLC/SLC S M C nauld programme at major venues Theatre/ Hamilton and Rutherglen Town House 32

Lanarkshire Tourism Action Plan Romeo and Julliet at Sir John Wilson Town Hall, Airdrie Calderglen Country Park Develop multicultural themed events SLC/NLC M Create walking festival, including linkages to Southern Upland way SLC L Key Objective 2 Develop effective local partnerships for tourism in Lanarkshire Lead agency Timescale Supporting partners Develop an effective local tourism hub following the Area Tourist Board review Identify and establish the most appropriate industry led tourism partnership for Lanarkshire to include attractions, activities and accommodation providers Sell the benefits of network marketing SLC/NLC/TB S M L BG/LCOC Build partnerships and commercial linkages SLC/NLC/TB S M L BG/LCOC between private and public sector organisations Develop efficient ways to share information SLC/NLC/TB S M L BG/LCOC and plan joint marketing initiatives Strengthen links between urban and SLC/NLC/TB S M L BG/LCOC rural areas Develop a wider knowledge of Lanarkshire and its attractions within local businesses and communities Promote importance of tourism to SLC S M PS/CG rural communities Promote understanding of environmental SLC S M PS/CG management A detailed list of partners is included on Annex 1 33

05 Section 5 Key Objectives and Actions Auchinstarry Basin, Kilsyth Strengthen local product knowledge by SLC/NLC S M L PS/CG developing local providers and people as ambassadors and storytellers for the area Promoting sustainable tourism - SLC/NLC S M L PS/CG economically viable, clean green product, involving local people, providing a positive impact on host communities Identify, recognise and develop the role of the voluntary sector and local communities in tourism activities and as information providers Develop clustering/networking of local BG/ALVO S M SOLVE/CG voluntary organisations and identify linkages to wider tourism development actions Identify Civic Pride activities and local SLC/NLC S M ALVO/ events for development and incorporation SOLVE/CG/S in overall Events Strategy Engage local residents in town/village SLC/NLC S M ALVO/ centre regeneration activity SOLVE/CG/S Identify and develop opportunities for voluntary sector involvement in local tourism information provision SLC/BG S M Influence partner strategies to ensure tourism is considered as part of every relevant strategy Cultural Strategy NLC/SLC S M L SEL Branding strategy from the Lanarkshire Image Project Urban Parks Strategy 34

Lanarkshire Tourism Action Plan Airdrie Lanarkshire Countryside Key Objective 3 Proactively market the Lanarkshire Tourism product Lead agency Timescale Supporting partners Targeted marketing campaigns to focus on niche market opportunities Focus on joint marketing and packaged TB S M Local product offers tourism Visitor attractions partnerships/ Accommodation SLC/NLC Events Environment Leisure and activities Improve link to Scottish Screen and NLC/SLC M L SLC/SNH/ build Lanarkshire s capacity as a film location HS/PS Enhance tourist information provision throughout the area Develop Lanarkshire wide Tourism web SLC/NLC/TB S SEL portal as a gateway to the wider Scottish Tourism product Ensure flexible range of dissemination of SLC/NLC S TB tourist information throughout area Develop linkages between local tourism SLC/NLC S PS operators, local authority and voluntary organisations websites A detailed list of partners is included on Annex 1 35

05 Section 5 Key Objectives and Actions Museum of Scottish Country Life, Kittochside Auchinstarry Quarry, Kilsyth Develop and implement quality design SLC/NLC S TB standards for information, interpretation and directional signage linked to quality publicity material Review existing marketing and SLC/NLC S TB promotional material Proactively market the heritage of the area Market the New Lanark World Heritage Site SLC S M NLCT/SWT/ on a local, national and international stage HS/TB Develop linkages between World Heritage SLC S M NLCT/SWT/ Site and surrounding areas PS Promote existing and new heritage and SLC/TB/NLC M SNH/HS/CG themed trails throughout area Undertake joint promotional activity SLC M SUP together with the Southern Upland Partnership Hamilton Park Racecourse 36

Lanarkshire Tourism Action Plan Rowers at Strathclyde Park Proactively market leisure activities in the area Develop and implement the new Travel Trade initiative, together with Scottish Racing, to attract increased visitors with tailored packages. SR/HPR S Develop programme of publicity and SLC/NLC S M HLF/ERDF/ promotion for Clyde Walkway SNH/SLC/ NLC/GCC Effectively market the genealogical service NLC/SLC S M Promote niche market activities, e.g. SLC/NLC S M L SUP Walking festival, including linkages with Southern Upland Way Cycle networks Equestrian tourism Cultural Activities Nature based tourism Outdoor activities Pampering and relaxation breaks Brownsbank Cottage, Biggar A detailed list of partners is included on Annex 1 37

05 Section 5 Key Objectives and Actions James Hamilton Heritage Park, East Kilbride Key Objective 4 Develop quality market information Lead agency Timescale Supporting partners Establish a comprehensive database of the SLC/NLC S SEL/PS/ Lanarkshire tourism product and operators TB which can be used to monitor impacts of the above initiatives Develop a comprehensive monitoring and SEL S M All feedback mechanism for Lanarkshire, incorporating STEAM Visitor Attraction Monitor to provide customer feedback and cover all product areas Update the audit of Lanarkshire visitor SEL S M All attractions and accommodation reports Commission Hotel Occupancy Study to TB S M SLC/NLC/ provide advance information on occupancy SEL levels allowing local partnership members and the Tourist Board to design tailored marketing initiatives aimed at addressing potential downtime 38

Lanarkshire Tourism Action Plan Campsie Fells Undertake research on walking, cycling SLC/NLC S M SLC/SBC/ and equestrian markets, in particular cycling D&GC/ and mountain biking in the light of the SNH/SUP/ Carron Valley proposal FC Undertake travel pattern research, SLC S M NLC/RTF including visitor needs Research new and evolving potential niche SLC/NLC S M TB markets which Lanarkshire can tap into Research to support the Antonine Wall NLC S M HS World Heritage Site proposal Strathaven Park Cycling, Forth and Clyde Canal 39

06 Section 6 Monitoring Progress and Impact Monitoring Progress and Impact The action plan aims to achieve a 6% growth over the next 3 years as an initial contribution to the Scottish Executive target of an overall 50% increase for Scotland by 2015. Monitoring progress and impact will be achieved by adopting the Changing Gear: Towards 2010 monitoring framework set by the Local Economic Forum. A specific sub group the Lanarkshire Tourism Action Plan Group will have a co-ordinating role in driving implementation of the actions. The group will be responsible for monitoring on an annual basis and updating the plan on a biannual basis. The sub group will be responsible for the following: Old signpost, Dullatur Monitoring the implementation of the range of actions in the action plan Proposing further priorities and actions Reviewing progress to date on the baseline indicators (opposite) Monitoring outputs in terms of economic benefit Provide regular update of progress to the Local Economic Forum The action plan identifies 8 baseline indicators, which will be monitored closely to identify trends in the tourism sector, and progress made. The baseline figures opposite have been extracted from the best information available at a Lanarkshire level at this time. We recognise that other information is available e.g. occupancy statistics, but due to the limited sample size we do not consider that this information is robust. Developing robust information is one of the first actions within the Plan. Each action within the Plan will be monitored individually and the monitoring mechanism will be further developed as the process and research evolves. 40

Lanarkshire Tourism Action Plan John Hastie Museum, East Kilbride Bothwell Parish Church Baseline indicators Indicator Description Current Baseline 3 Year Source 2002/03 Growth Target Visitor Total spend generated by STEAM 198.5M 6% Expenditure visitors to Lanarkshire Visitor numbers Number of visitors visiting STEAM 2.665M 6% Lanarkshire Turnover Turnover of tourism Annual 355.1M 6% businesses defined by Business Standard Industry Inquiry Classification grouping Occupancy Occupancy of Visit N/A see accommodation businesses Scotland opposite Seasonality Visitor expenditure by STEAM Q1 36.9M 6% calendar quarter Q2 52M Q3 62.2M Q4 47.4M Total Number of employees in STEAM 5423 6% employment tourism sector No. of Quality Number of tourism Tourist 138 6% assurance businesses signed up to Board members quality assurance schemes Increase in Progress made in quality Tourist Baseline of 6% quality assurance schemes measured Board 3.09 assurance by the individual and average score quality assurance scheme scores 41

07 Section 7 Partnership Delivery Structures Partnership Delivery Structures The Local Economic Forum has overall responsibility for the implementation and ongoing development of the economic strategy for Lanarkshire, and reports progress to the Community Planning Partnerships. The Lanarkshire Tourism Action Plan represents a specific element of the Changing Gear Towards 2010 strategy, and the Lanarkshire Tourism Action Plan Group, a sub group of the Local Economic Forum, will drive forward the implementation of the plan and regularly feed back progress to the Forum. The membership of the Lanarkshire Tourism Action Plan Group comprises: Business Gateway Greater Glasgow and Clyde Valley Tourist Board North Lanarkshire Council Scottish Enterprise Lanarkshire Partnership This action plan has been prepared by public sector agencies in consultation with representatives of business groups and associations as a first step. The key objective is to establish and develop linkages with tourism operators and the private sector to create effective partnerships to participate in the ongoing development of the Tourism Action Plan. The key to successful implementation of the action plan will be a strong partnership between the public, private and voluntary sector players in the Lanarkshire tourism industry. The Lanarkshire Economic Forum fully recognises that the national tourism strategy is industry led and its role is to provide support to establish an effective tourism partnership for Lanarkshire. Swans on the Forth and Clyde Canal South Lanarkshire Council At the time of writing, the outcome of the Ministerial Review of the Area Tourist Boards has recently been announced. The current Area Tourist Board structure will remain in place until 31 March 2005 and the proposed VisitScotland structure will take effect as of 1 April 2005. The result of this review will further strengthen the integrated partnership approach to delivery, and proactive targeted marketing, already incorporated in this plan. 42

Lanarkshire Tourism Action Plan New Lanark World Heritage Site Airdrie Town Centre This action plan s key aim is to encourage industry participation and leadership with the emphasis throughout this process on achieving a synergy of effort and ensuring that the best possible outputs are achieved by industry, public sector and communities working together. An effective local partnership will ensure that available resources yield maximum benefit to the Lanarkshire tourism sector and economy. The partners are committed through implementation of this plan to undertake further research to develop a more detailed understanding of tourism in Lanarkshire. Emphasis throughout this process will be placed on achieving a synergy of effort and ensuring that the best possible outputs are achieved by working together. Timescales The action plan timescale has been set in line with Changing Gear, and runs over the next 6 years to 2010. The Lanarkshire Tourism Action Plan Group will monitor the plan and progress against targets on a biannual basis, and provide feedback to the Local Economic Forum. Financial Implications The lead agency highlighted within the action plan has the responsibility to ensure that the action highlighted is progressed and implemented within the timeframe. Implementation is set against the context of constrained financial resources. While funding is already in place for a number of the actions detailed, many actions depend on accessing additional funding sources such as European funding. Actions to be undertaken directly by the Tourist Board as lead agency would also require additional funding to be secured over and above the current funding levels provided to the Tourist Board, under the terms of the current service level agreement. All public sector partners will seek to ensure that existing and emerging funding opportunities are identified and accessed to ensure actions are implemented, and the tourism sector continues to assist in the regeneration of Lanarkshire s economy. 43

Annex 1 Detailed List of Partners Annex One: Detailed List of Partners 01 ALVO Association of Local Voluntary Organisations BG Business Gateway BW British Waterways CCP South Lanarkshire Child Care Partnership CG Community Groups CGPC Carfin Grotto and Pilgrimage Centre CS Careers Scotland CSCT Central Scotland Countryside Trust CSFT Central Scotland Forest Trust CSP South Lanarkshire Community Safety Partnership CVWP Clyde Valley Woodland Partnership D&GC Dumfries & Galloway Council EDC East Dumbartonshire Council ERDF European Regional Development Fund FC Forestry Commission GCC Glasgow City Council GGHB Greater Glasgow Health Board GMCT Greenhead Moss Community Trust HLF Heritage Lottery Fund HPR Hamilton Park Racecourse HS Historic Scotland LCOC Lanarkshire Chamber of Commerce LDS Learn Direct Scotland LF Lanarkshire Forward M&Ds M&Ds Scotland s Theme Park MT Museum Trusts NCR 74 National Cycle Route 74 - Carlisle to Glasgow NCR 75 National Cycle Route 75 - Glasgow to Edinburgh NHSL NHS Lanarkshire NLC North Lanarkshire Council NLCT New Lanark Conservation Trust NOF New Opportunities Fund NTS National Trust for Scotland PS Private Sector RSPB Royal Society for the Protection of Birds RTF Rural Transport Forum S Supercounty SAC Scottish Arts Council SBC Scottish Borders Council SC Stirling Council SEL Scottish Enterprise Lanarkshire SERAD Scottish Executive Rural Affairs Department SExec Scottish Executive SLC South Lanarkshire Council SLL South Lanarkshire Leisure SMC Scottish Museums Council SNH Scottish Natural Heritage SOLVE South Lanarkshire Volunteering Enterprise SPT Strathclyde Passenger Transport SR Scottish Racing SS Sportscotland SUP Southern Upland Partnership SWT Scottish Wildlife Trust TB Greater Glasgow and Clyde Valley Tourist Board/ VisitScotland TCG Town Centre Groups 44

Photo credits: New Lanark World Heritage Site Page 2 Historic Scotland. Page 4, 16 and 17 Royal Commision on the Ancient and Historical Monuments of Scotland. Page 8 Sarah Jane Brazil. Page 2, 17 and 28 Richard Mearns. Page 2, 5, 7 (2 images per page), 19, 30, 32 and 36 Richard Campbell, Courtesy of Greater Glasgow and Clyde Valley Tourist Board Additional thanks to... North Lanarkshire Council, South Lanarkshire Council Corporate Communications, and Andy McCandlish of Object 4 for the other images in this document. Design Marketing and Graphics Planning and Environment www.northlan.gov.uk