BLAIRGOWRIE AND RATTRAY COMMUNITY ACTION PLAN

BLAIRGOWRIE AND RATTRAY COMMUNITY ACTION PLAN

Background There have been a number of studies which have identified the main issues/areas that people/groups in Blairgowrie & Rattray considered that needed to be addressed, what has been lacking is one single organisation to take those issues/areas and co-ordinate their development and implementation. It was in an attempt to address this issue that, in the second half of 2017, discussions were had between The Ericht Trust and One Voice about joining together to create one umbrella organisation, supporting the various groups in the community, to deliver a shared vision for the future of Blairgowrie and Rattray. As part of this attempt to create a clear focus and direction, members of the two organisations together with members of BRCC and BARBA formed a joint working group to take the outputs from the various studies that had been undertaken previously, to create a Community Action Plan. Version History Version 10 (5 February 2018) Update post meeting 18 Jan 2018 with BEPTA, BRAN, Civic Trust, History Trust, Blairgowrie Town Hall, Blairgowrie Players, Blairgowrie, Rattray & District Genealogy Group, Blair in Bloom, The Angus Hotel Versions 1 9 (September 17 December 17) Those involved up to Version 9 were: Stuart Nichol - BRCC Phil Seymour - BRDT Jessie Shaw - BRDT, One Voice, Discover Blairgowrie Brian Smith - Riverside Venture Group Ian Richards - BRCC, BRAN Pat Richards - BRDT, One Voice Nora Cormack - One Voice, Discover Blairgowrie Morag Young - BRCC Lesley McDonald - Discover Blairgowrie Steve Johnson - Discover Blairgowrie Page 2

Section 1. Introduction The Blairgowrie and Rattray Community Action Plan summarises the views of the people and organisations in the town about what Blairgowrie and Rattray is like now, our vision and outcomes for the future, the issues that matter most for the community, and what our priorities are for action. Section 2. Our Town and its Heritage. Blairgowrie and Rattray (Our Town) is rooted in an industrial past. It grew up on the banks of the River Ericht in East Perthshire with the growth of the flax and later Jute Mills. These Mills harnessed the power of the river to drive the water wheels. The population grew to a workforce of over 3000 people. With decline of the industry in early 20th century, attention was drawn to soft fruit farming and the town was known worldwide as the Berry Toon. At its height Smedley s had a large canning factory in the town and berry special trains carried fruit from the town to Covent Garden in London and elsewhere. Berry growing still is a focus for the town but restrictions in employing casual labour and a greater need to provide better living accommodation for this casual workforce has changed the shape of the industry. Some farms still grow berries but in much reduced numbers, depending on the workforce from Eastern European countries to pick the fruit. Our town is now dependent on tourism for much of its viability, and together with a small number of diverse employers this makes up the bulk of the employment opportunities. The population is growing at three times the rate of any other town in Scotland (National records for Scotland, summarized on page 25 of the Charrette Report) resulting in the fact that the housing provision and population have doubled over the last twenty years, whilst the basic infrastructure and provisions for leisure, entertainment and employment has stood still. The socio-economic study carried out as part of the Charrette identified that population growth and housing supply has grown much faster than economic activity in the town. There is a danger, therefore of the town becoming a dormitory town, as people either seek work further afield, or move away to find work. The population is now around 10,000 making this town the largest in Perthshire. The town needs a review of its purpose to ensure it is fit for purpose for the foreseeable future. The town is growing and will continue to do so. It is the centre for the surrounding rural communities and is largely car centric in its relation to this geography. This plan needs not only to recognise this but must seek to help with the solution to access, parking and increased use of larger vehicles for delivery of goods. Section 3. Statutory Plan Position. The town is recognised in current plans for growth in terms of housing and accommodation of economic expansion. The expectation is that the town will be a key part in driving the economy of Perth and Kinross forward. In order to meet the demands of this aspiration, the additional housing as well as the existing population, the sustainability of the town infrastructure requires a review and plans put in place to ensure the town prospers rather than wilts. This Community Action Plan has been developed to deliver this aspiration, rather than rely on opportunistic development. The current strategic plans say this in relation to the town - The Tayplan identifies us as a Tier 2 settlement with potential for major contribution to the regional economy, and are one of the centres for choice for land uses that generate significant Page 3

footfall from retail, commercial, leisure, offices, civic and community activity, visitor usage, hospitality and residential activity. (Tayplan 2016 2036 Policy 1 pages 8 & 9 and Town Centres First, Page 28) The Local Development Plan reflects this aim acknowledging that the town Is a local and visitor service centre and plays a significant role in the Strathmore and The Glens economy, Tourism is important and helps maintain the viability of services within the town. (page 128, para 1) It is expected that the town will grow significantly over the life of the plan (page 128 para 2) The conclusion of the infrastructure of the Local Plan states Blairgowrie and Rattray has the potential to accommodate future growth and improve the current infrastructure. The shortfalls and opportunities highlighted in a number of studies and through the charrette process have been summarised here (in the plan) While the proposed plan has addressed some of these points, it is expected that a number of improvements will require a project based approach that stakeholders can work on collaboratively. (Blairgowrie & Rattray Infrastructure Report, page 15, para 4) As the largest town in Perth and Kinross this town needs to become more vibrant and able to provide a range of amenities and attractions to satisfy the needs of a growing population and increases in visitor numbers. A more sustainable community is desired where more and more people can access their work, social, shopping and leisure needs within the town. This would reduce the town s carbon footprint, help reduce energy usage and ensure those who have no private transport, and find public transport offer inadequate can satisfy more of their needs and ambitions. The town is an important regional centre and the creation of improved and enhanced attractions would help generate a focus for visitors, who would be impressed by what they find and then have the desire to return and recommend others to come. The retail sector in the current plan is stated as vibrant but Blairgowrie is facing the same issues as town centres everywhere and that is why a more comprehensive look at the town centre as an entity is required. Section 4. What have other studies, reviews, and public consultations told us? There have been several studies and consultations undertaken over the last few years and these are listed as follows: Blairgowrie Regeneration Strategy & Action Plan, commissioned by The Merchants Association. November 2007. Evidence of Need Report by Community Enterprise, commissioned for The Ericht Trust. April 2013 Survey of public needs and wants every household contacted Ericht Trust summer 2012 Blairgowrie & Rattray Charrette. Commissioned by The Community Council. April 2016 All of the studies have come to similar conclusions and it is telling that the same issues that were highlighted 10 years ago are the ones that need addressing today, only more so. The priorities for action in section 5, come directly from the conclusions of these various reports, that have been collated and integrated to form this action plan. The approach for us is to improve our connectivity between groups within the town, and its outlying areas, progress a number of projects both physical and thematic, and build a constantly evolving and confident community network which drives the town forward. This approach fits neatly with the government's drive towards more community ownership, and empowerment, and also with the aspirations of PKC Community Plan - Page 4

In the future we must find new ways of delivering more with less. The views and active involvement of our citizens and communities will be important in helping us to understand what matters when we make these difficult decisions. We are committed to ongoing engagement with our communities to effectively reshape our services and develop innovative ways of addressing inequalities and improving the quality of life for all. (Community Plan, Section Creating Conditions for Change, Para.4) The plan recognises therefore that the local authority is constrained in its financial capacity to contribute in a major financial way, now and for the foreseeable future. A good community governance of the town is already in place: Blairgowrie and Rattray Development Trust, an active community council, many strong community based organisations and individuals, and businesses ready to take things forward. This is a huge advantage because what needs to get done in the town will largely have to be driven by ourselves, and how we influence the actions of others, rather than leave it to someone else to deliver. It is recognised that we have had much support from our local elected members, and officers of the council. However we must aim to have a better beneficial working relationship with the council s various departments, and other organisations as appropriate. A spirit of partnership and common purpose is required and if the notion of community ownership and empowerment can be fully embraced by both parties then much can be achieved and Blairgowrie and Rattray can fulfill the expectation of it. The Statement in the PKC Community Plan has to be fully embraced by all. Together we will continue to seek opportunities to do things better, build closer relationships, work together more effectively, more efficiently, and become increasingly integrated. (Community Plan, Section Creating Conditions for Change, Para. 5) This plan gives a focus on the priority actions that if fulfilled will make a real difference to the town, and as the projects are taken forward, the expectation is that the project leaders will explore every opportunity to work with, and benefit from, as many other relevant organisations as possible to ensure maximum impact and benefit is derived from the project itself. Projects often have wider impacts than first impressions reveal, so projects should be thoroughly tested to ensure all social, economic and environmental benefits are captured. Section 5. Vision Statement and Desired Outcomes. WHAT DO WE WANT TO SAY OF OUR TOWN IN 5 YEARS TIME? Blairgowrie is a town with a clear sense of identity, defined by enthusiastic and proud residents, keen to participate and contribute to its success and sustainability. It is an attractive and thriving town with strong evidence of community wellbeing and resilience. The development and redevelopment of the town is focused on its heritage, natural assets and cultural and artistic tradition, giving it a distinct identity. The town appeals to both residents and visitors with attractive public places, ease of access, community/cultural buildings, riverside setting, retail offering, accommodation, sufficient parking and entertainment. The town attracts and accommodates visitors throughout the year, and offers a healthy environment, a cultural heritage, a centre for local outdoor attractions and activities, cultural and sporting festivals and events as well as a centre and gateway to explore the wider attractions of the region. The town is moving towards having a lower carbon impact. DESIRED OUTCOMES. 1. More people live work and spend in the town. 2. More people chose to visit the town: year-round. 3. The history and culture of the town becomes well known. Page 5

4. Community involvement increases and the community acts as one towards a common purpose. 5. The town becomes a focal point for, arts, crafts, leisure and outdoor pursuits throughout the area. 6. There is strong evidence of community wellbeing and resilience. 7. Blairgowrie and Rattray is recognised as a model small town for its public places, accessibility and infrastructure. Section 6. Our Action Plan and Priorities. The following actions, which flow from the studies and consultations within the town, will be delivered over the next few years, which when delivered, will have moved the town forward towards a better future for all in the town. A. PUBLIC PLACES. 1. Develop and promote the riverside to make best use of the town s major asset. Amongst other things this should include consideration of:- providing better access with new pedestrian bridge (s) to connect Rattray and provide short round walks, with a focus. Improvement in public meeting and gathering places promotion of the riverside as the start of the Cateran Trail Consideration of a major development on the River Ericht. A project, unique to Scotland, which would provide a draw for both locals and visitors. provision of an adult fitness facility. (Adult recreation/exercise park) Enhancing the experience of our natural environment publicising natural fauna and flora with better publicised view points and areas of special interest. This would extend beyond the riverside to the wider area. development of the river from Craighall to Kitty Swanson s Bridge for a variety of uses. 2. Develop a transport strategy for the town to ensure its infrastructure is fit for future generations. Included in the strategy should be: Consideration of the traffic flow through the town centre to improve flow, reduce pinch points and provide safe access for all users. A Review of car parking provision for the town to provide better quality parking provision, which is well signed, and encourages people to stop on their way through.. Consideration of permits or other arrangements for business parking. Improved access for pedestrians, cyclists, wheelchair and pushchair users to provide a more pedestrian/cyclist friendly environment. 3. Generate greater attractions, maybe providing lighting for extended use into evening and nights, interpretation boards and other attractions. B. MARKETING AND PROMOTIONS. 1. Create a town theme/brand for signage for attractions, famous people and things to do, introducing themed street furniture, litter bins, benches etc. Reflect how a visit can give a full experience including artisans and artists, outdoor activities, the berry town, etc. 2. Better co-ordinate all the activities, festivals and offerings and to broadcast them better so as to promote the town as a place to visit and become engaged with for locals and visitors alike. In terms of Page 6

development, create a calendar of events, and seek to populate gaps in the year with other activities so that there is a move towards year round activities and attractions. 3. Tell the story of the history of the river, mills, flax, jute and innovation both in print and visually and relate this to the town theme/brand. 4. Produce a What to do in a day or a weekend in Blairgowrie and Rattray guide, with themes reflecting the various opportunities available: e.g. walking, cycling, history and culture, the riverside etc. We are developing our own Town Map which will support this initiative. C. FESTIVALS, EVENTS AND ACTIVITIES. 1. Establish 'It's BRAW' as an anchor event in the town, and build other events round it to widen its appeal and build a reputation as a 'not to miss' event. This may include creating a street environment for some activity utilising temporary street closures in the town. In addition, look to widen the festival range building on music and cultural history of the town, for example, re-activating the folk festival, built around Hamish Henderson. Also, consider development of other themed festivals and events, maybe a bluebell festival, horse shows and possible rare breeds, vintage car and bike rallies. Applied effectively this would provide year round attractions to enable us to successfully promote the town. As part of this activity consideration should be given to the adequacy of facilities available to provide a focal point for arts and crafts, workshops and galleries. 2. Develop local history timeline from the Picts to present day, making use of the wealth of history and innovation the town has to offer. Cleaven Dyke, standing stones, Beech Hedge Flax/jute/berries etc. D. COMMUNITY AND RECREATIONAL FACILITIES. 1. Establish an information centre/ Town Hub where a range of activities can take place, if possible linked to a museum and or visitor attraction (to create a USP) offer, with indoor facilities. Centre would also be a focus for the Cateran trail and Snow Roads, with information on walking routes, cycling routes, local wildlife, weather etc.. possibly combined with an outdoor gear shop. 2. Establish a Heritage centre/museum for berries, mills, print works, genealogy & a Hamish Henderson space. 3. Establish indoor play facilities for children, with adult relaxation space. E. TOWN PROSPERITY. 1. We will seek to engage with PKC planners in scenario planning for the wider town, to redress the balance between many houses and people and few facilities to match. We will seek to influence the local plan to address these imbalances. 2. We will seek to engage with PKC and others to develop an economic strategy to encourage business to locate in the town as purely identifying areas on a map won t bring jobs to the town. We must work in partnership to address the need to generate more jobs in all sectors. One consideration is the creation of a brewery in Blairgowrie, which could make use of a derelict/un-used building and create jobs. If we are to meet our vision for the town then we need support to underpin our objectives with a physical infrastructure which will meet both residents and visitor needs/wants, and improve the environment we will all live in. F. WORKING WITH NEIGHBOURING COMMUNITIES. 1. We will seek to develop a close liaison with other settlements in East Perthshire and engage in dialogue to see if an East Perthshire Partnership can be developed. East Perthshire has much to offer Page 7

and needs to be as well promoted and developed promoted as the National Parks, Highland Perthshire and other areas of Perthshire and Scotland. We need to work with Cairngorm National park to promote the underused eastern area of the park. The establishment of Blairgowrie as the start of the Snow Roads, together with the Cateran Trail provides opportunities in this respect. 2. We will seek to work with other towns in Strathmore/east Perthshire to build a single calendar of events, preventing clashes and working on joint promotion activity. Co-promotion of events and attractions, and joining forces for issues of common interest. This should include looking to capture the benefits of sporting events, e.g. half marathon, 5K run, cateran yomp and build on them, making the most of our natural assets. 3. We require better links and communication with Coupar Angus and Alyth, e g. dedicated cycle and walking routes between towns but also cycle and walking routes in the surrounding area. 4. We should consider the pooling of resources and shared use of facilities for youth groups in the area. G. DEVELOPMENT OPPORTUNITIES. 1. We need to explore the potential uses of the police station building, in line with the requirements identified in earlier sections of the plan, and where the police are keen to engage with the community to share facilities with suitable compatible uses. 2. We will arrange for a vacant, derelict and underused premises survey to be carried out including proposals for asset rationalisation and shared services solutions to identify possible locations for some of the requirements identified in the plan. 3. We want to become the recognised centre for all outdoor, sporting and leisure activities within the area. Creating greater impact from events such as the Cateran Yomp, The Half Marathon, The New Year Fun Run etc. Section 7. Action Plan Priorities Summary and Community Groups Involvement (work in progress) Abbreviations: BRDT Blairgowrie & Rattray Development Trust BEPTA Blairgowrie & East Perthshire Tourist Association BRDGG Blairgowrie, Rattray & District Genealogy Group BRDLHT - Blairgowrie, Rattray & District Local History Trust No. Priorities Organisations Involved PUBLIC PLACES 1 Develop and promote the Riverside BRCC, BRDT, BRAN, PKC, Blair in Bloom, BEPTA, Bob Ellis 2 Develop a transport strategy for the town BRCC, BRDT, 3 Generate greater attractions and extend use of town into the evening MARKETING AND PROMOTIONS BARBA, PKC Angus Hotel Lead Organisation/ Person Riverside Venture Group BRCC Page 8

1 Create a town theme/brand for signage, attractions, BRDT, BRCC famous people and things to do 2 Better co-ordinate and broadcast the activities, festivals and offerings, year round, to promote the town as a BRDT, Forum, BEPTA place to visit and become engaged with. 3 Tell the story of the history of the river and town BRDT, BEPTA, BRDLHT 4 Produce a themed 'What to do in Blairgowrie and Rattray in a day or weekend' BEPTA, BRAN FESTIVALS, EVENTS AND ACTIVITIES 1 Establish 'It's BRAW' as an anchor event in the town, build other events around it, look to widen the festival range, developing other themed festivals and events. 2 Develop a local history timeline BRDT, BRDLHT COMMUNITY AND RECREATIONAL FACILITIES 1 Establish an information centre/town hub where a range of activities can take place BEPTA, Bob Ellis 2 Establish a heritage centre/museum Forum, BRDLHT, BRDGG, Civic Trust, BEPTA, Museum Gp, Bob Ellis 3 Establish indoor play facilities for children with adult relaxation space TOWN PROSPERITY 1 Engage with PKC planners in scenario planning for the wider town to redress the balance between many houses and people and few facilities to match 2 Engage with PKC and others to develop an economic strategy to encourage business to locate in the town. WORKING WITH NEIGHBOURING COMMUNITIES 1 Develop a close liaison with other settlements in East Perthshire to seek to establish an East Perthshire Community partnership to promote the area 2 Seek to work with other towns in Strathmore/East Perthshire to build a single calendar of events and join forces on issues of common interest 3 Seek better links and communication with Coupar Angus and Alyth BRCC BRCC, BARBA, BRDT BRCC, BARBA, BRDT, Angus Hotel/Murray, The HEAT Project BRCC, BRDT, BEPTA, BRAN, Bob Ellis BRCC, BRDT, BEPTA, Bob Ellis BEPTA, BRDGG, Bob Ellis BRCC 4 Consider pooling of resources and shared use of facilities for youth groups in the area DEVELOPMENT OPPORTUNITIES 1 Explore potential uses of the police station building Bob Ellis, BRDGG 2 Arrange a vacant, derelict and underused premises survey to identify options for asset rationalisation and shared services solutions 3 Become the recognised centre for all outdoor, sporting and leisure activities within the area Murray Scott BRAN, BEPTA, Outdoor Explore, Bob Ellis Museum Group Page 9

SECTION 8. WHO ARE SIGNED UP TO THE PLAN. (to be completed, work in progress) Blairgowrie and Rattray Development Trust One Voice Blairgowrie and Rattray Community Council Rotary Club Blairgowrie & Rattray Business Association Blairgowrie & East Perthshire Tourist Association Blairgowrie & Rattray Access Network Blairgowrie Town Hall Blairgowrie Players Blairgowrie, Rattray & District Genealogy Group Blairgowrie, Rattray & District Local History Trust Civic Trust Blairgowrie & Rattray Blair in Bloom The Angus Hotel Perth and Kinross Council. (Should be listed on frontispiece) SECTION 9. HOW TO GET INVOLVED AND CONTACT FOR INFORMATION. (work in progress) Page 10