THIS PROJECT IS BEING
PART-FINANCED BY THE SCOTTISH GOVERNMENT AND THE EUROPEAN
COMMUNITY AYRSHIRE LEADER 2007-2013 PROGRAMME
There were discussions
last year with community stakeholders in Maybole relating to
future management and delivery of leisure services in the
area and a proposal paper was produced and submitted to the
council in August 2008.
Following a public meeting
a working group was set up which involved the Community
Council, the Community Association and other key players in
the leisure and recreation field.
On 21st January 2009 the
Head of Service for Community Development in South Ayrshire
Council presented a paper to the Council’s Leadership Panel
advising members that officers were now engaging with key
stakeholders to seek agreement on a model of delivery which
would ensure better use of resources and provide a
‘pathfinder’ model for more localised service delivery.
Following council approval
to proceed, the Head of Service of Community Development met
with the local working group where it was agreed to pursue a
LEADER application for resources to permit an options
appraisal and initial feasibility study to be undertaken.
As part of the initial
proposal to the Council, the local working group identified
the following assets which could be in the scope of this
• Maybole Town Hall
• Maybole Swimming
• All football and
rugby pitches at Carrick Academy (including all weather
• Maybole 9 hole
Golf Course and clubhouse
• Maybole Memorial
Park Bowling Green and clubhouse
• Football pitches
and changing facility at Glebe Park
• Ladywell Stadium
• Skate Board Park.
Aims of the Project:
• Prepare a study
document which identifies the feasibility of transferring
community assets, and addresses priorities for the
• This will include
an audit of current activity in relation to leisure and
Identify the options for asset transfer with an indication
of different possible scenarios and staged approaches to asset
• Identify outline
Produce a plan to consult with key users of these resources
Supply an initial outline costing for any further
including technical expertise, and ongoing
maintenance. This may range from basic analysis of existing
information through to highlighting the need for more
technical assessments of plant and equipment. Some aspects
of this could be linked to environmental best value analysis.
potential funding sources.
potential environmental approaches and use of renewable
energies, ensuring opportunities to achieve sustainable
and environmentally friendly buildings, with lower cost heating. By suggesting ways in which
the carbon footprint of buildings can be reduced the project may be better placed to work alongside
the Energy Agency and attract appropriate funding such as
the Climate Challenge funding. In so doing the project would be satisfying the sustainability
element of the LEADER programme.
The consultant will meet
and consult very closely with MAYTAG and the Maybole
Pathfinder Working Group.
Devise a consultation plan
in line with key stakeholder groups and target groups for
LEADER funding. The LEADER Programme has highlighted women
and young people as two groups who require specific
targeting. Additional groups could include micro businesses
(employing fewer than 10 people) and small businesses
(employing fewer than 50 people). People who are
under-employed and people with disabilities are also
targeted. Extra target groups relevant to the individual
Local Action Group can be entered under ‘Other’. We will be
required to estimate how many people, within the groups
listed, the project will assist.
Potential barriers to
community access and participation in the project include
maintaining good contact with the community at all ‘ages
and stages’ and groups in the community-this is challenging
and requires good co-ordination and multi-agency
The implementation of a
consultation plan will lead to the creation of an up to date
database of names to keep informed in the ongoing
development of the project beyond the feasibility stage.
There will be regular
communication as the project progresses with the project
being integrated with existing projects and groups to become
part of the calendar of town activities.
A report highlighting
potential savings and added value achievable through
A report on models for
local delivery through community structures, including a
projection of main technical issues which may be subject to
A brief report on
sustainability which will highlight potential benefits of
energy efficient approaches which would achieve longer term
There would be a more
“joined up” approach to the community use of these
facilities under a local CLT and greater community and
commercial benefit achieved with increased access and use.
There is a potential to
replicate this approach in other rural areas in Ayrshire
where local communities step forward with an interest in
managing resources and diversifying their use in line with
locally agreed strategies for community capacity building
and local economic development.
The project will support
the development of local social enterprises which will take
on the management and development of key local facilities.
In doing this the local community will be better placed to
respond to opportunities for growth in sectors like tourism.
At a community level this
project seeks to engage with the whole community through a
multi-level consultation process to determine what people
want to see done with the identified assets.
In so doing it will be
possible to illustrate to people that their combined actions
will link with the efforts of other groups to achieve common
goals- thus achieving greater social cohesion.
approaches will be key to the later stages of this project
in responding to the identified needs of different
generations of local residents.
At a local authority level
the project seeks to develop and imbed new and more
effective channels of communication between the community
the local authority and other community planning partners
and other relevant stakeholders such as Sports Scotland.
A key part of this initial
study is to identify longer term benefits of incorporating
energy saving approaches into the management and maintenance
of community assets.
The project will seek to
work alongside key partners such as the Energy Agency to
fully maximise the benefits of this approach.
By working towards a range
of community run assets the project will also seek to cut
down on road mile carbon emissions by encouraging greater
use of local resources.